13-033 MIG, Inc. Agreement for Consultant Services for General Plan Amendment OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE•CUPERTINO, CA 95014-3255
TELEPHONE:(408)777-3223• FAX: (408)777-3366
P ��I ® WEBSITE:www.cupertino.org
June 17, 2015
MIG, Inc.
800 Hearst Avenue
Berkeley, CA 94710
Re: 3st Amendment to agreement for consultant services for the General Plan
Amendment.
A fully executed copy of the agreement for consultant services with the City of
Cupertino is enclosed. If you have any questions or need additional information, please
contact the Community Development Department at (408) 777-3308.
Sincerely,
Andrea Sanders
Senior Office Assistant
City Clerk's Office
Enclosure
cc: Community Development
THIRD AMENDMENT TO AGREEMENT BETWEEN THE CITY OF CUPERTINO
AND:MIG, INC.,FOR CONSULTANT SERVICES FOR THE GENERAL PLAN
AMENDMENT
This Third Amendment to the Consultant Services Agreement between the City
of Cupertino and MIG, Inc., for reference dated June 2nd, 2015, is by and between the
CITY OF CUPERTINO, a municipal corporation (hereinafter "City") and,,MIG, Inc., a
California whose address is 800 Hearst Avenue, Berkeley, California, 94710, (hereinafter
"Consultant"), and is made with reference to the following:,
RECITALS:
A. On March 6, 2013, an agreement was entered into by and between City
and MIG, Inc. (hereinafter"Agreement").
B. _On September 9, 2013, the City and MIG entered into a First Amendment
to the Agreement for the Consultant Services for the General Plan
Amendment (First Amendment). On August 25, 2014, the City and
MIG entered into a Second Amendment to the Agreement for the
Consultant Services for the General Plan Amendment (Second
Amendment). Hereafter, "Agreement" shall refer to the Agreement,
First Amendment, and Second Amendment, collectively.
C. City and Consultant desire to modify the Agreement to add additional
tasks and compensation for the General Plan Amendment on the
terms and conditions set forth herein.
NOW, THEREFORE, it is mutually agreed by and between and undersigned
parties as follows:
NOW, THEREFORE, it is mutually agreed by and between and undersigned
parties as follows:
1. The term section of the Agreement is modified to read as follows:
The services and/or materials furnished under this Agreement shall
commence on March 6,2013 and shall be complete before December 31,2015,
or as extended by agreement.
2. Additional services to be performed include the additional scope of work
described in Exhibit A.
3. The Compensation section of the Agreement shall be increased by this
amendment in the amount not to exceed $52,930, for a total contract amount
not to exceed$576,232.
Page 1 of 2
Amendment#3-MIG,Inc.Agreement-Consultant Services for General Plan Amendment
Except as expressly modified herein, all other terms and covenants set forth in
the Agreement shall remain the same and shall be in full force and effect
IN WITNESS WHEREOF, the parties hereto have caused this modification of
Agreement to be executed.
MIG,Inc. CITY OF CUPERTINO
A Ca i or• A Municipal Corporation
By RV i .
Title A ` rivastava
Date Director of Community Development
Date
RECOI q,DED FORAPPROVAL:
By
David Brandt, City Manager
APP OVED AS TO FORM:
By
Carol Korade, City Attorney
)�2
ATTEST:
t
By
Grace Schmidt, City Clerk
Attachments
Exhibit A-Revised Work Plan and Budget,General Plan Amendment
EXPENDITURE DISTRIBUTION
Acct# 100-71-702 Contract Amount: $476,096
(formerly 110-7302-9328)
PO #2015-00000016 Amendment#1 Amount: $24,906
(formerly 00058003)
Amendment#2 Amount: $22,300
Amendment#3 Amount $52,930
Total Amount: $576,232
Page 2 of 2
Amendment#3-MIG,Inc.Agreement-Consultant Services for General Plan Amendment
4
Exhibit A
City of Cupertino General Plan Amendment
Work Plan
Amendment#3.:March 3:1;.2015
The following Work Plan outlines a logical series of phases and tasks to complete the
General Plan Amendment,with information from each step creating the foundation for
the next step. Our approach allows City staff,stakeholders, other agencies, EIR Team,
Planning Commission, City Council and the community ample opportunity to review and
comment on the information compiled during each phase. Our process includes an
extensive, inclusive public participation and outreach program that includes innovative
and proven high tech and high touch tools that will result in genuine community
participation in this important project. This approach ensures that the community will be
kept well informed and actively engaged in the General Plan Amendment process,
which will result an updated General Plan with a higher level of acceptance, user-
friendliness and legal compliance.
Phase 1 : Project Kick-Off and.Existing Conditions Analysis
Task 1._1: Project Kick-Off Meeting and Opportunity Sites Tour
At the beginning of the project,the MIG Team will attend a project kick-off meeting with
City staff and tour the seven opportunity sites that will be a part of this project. City staff
will be responsible for all meeting and tour logistics (e.g., scheduling meetings, meeting
facilities,van for City tour, etc.). This all day event will have four primary components:
1. Meeting with City Project Manager. The MIG Team and the City's Project
Manager will meet to discuss the overall project and develop project
management, communication, invoicing and billing protocols. The kick-off
meeting will provide an opportunity for the MIG Team to collaborate with the
City to finalize the project framework and refine the customized outreach
approach.
2. Opportunity sites tour. City staff will lead the MIG Team on a tour of seven
opportunity sites, including the South Vallco area , that will comprise the focus of
this General Plan Amendment project. This will include discussing issues and
opportunities for each opportunity site. MIG will photo-document each site for
use in subsequent presentations and work products.
3. Meetings with individual departments. The MIG Team will meet individually
with City departments for their respective topic areas. During these meetings the
MIG Team will discuss major goals of the project and collect hard copy or digital
files of existing data, reports, entitlement and zoning documents, and plans from
City staff.
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4. Identification of key issues and opportunities. The MIG Team, working with
City staff, will develop a preliminary list of major issues and opportunities for
each opportunity site.
Task 1.2: Refined Work Plan
MIG will work with City staff to determine.the final overall work plan for the:project.This
will include refining the work program, preparing a detailed project schedule and
developing a management structure that will be critical components to ensure project
deadlines are met and the update is completed on-time and on-budget. This will
provide an opportunity to refine the approach for how the MIG Team will coordinate
with the separately retained EIR Team.
Task 1.3: Community Participation and Outreach Plan
MIG will develop a comprehensive Community Participation and Outreach Plan in
coordination with City staff to identify how best to conduct outreach to community
members during the project. The initial Plan will include components such as a schedule,
key priorities, structure, community involvement and outreach activities, and
identification of key stakeholders and relationships. It will also include a detailed process
schedule that illustrates the sequence and timing of project activities in a succinct
format. It is likely that the Plan may be updated or revised throughout the course of the
project as issues and policies unfold. We have included stakeholder group meetings,
community workshops and public hearings throughout this work plan. In addition, the
following are some key innovative outreach and engagement tools that MIG will utilize
throughout the project(note: the budget for this task includes production of the
following materials):
■ News Media Interviews. MIG, in coordination with City staff,will participate in
either a televised interview with a local news station or a phone interview with a,
local newspaper at the onset of the project.This interview will include a summary
of the project,why the project is so important to Cupertino, and how people can
get involved. Appropriate media (video or newspaper article)will be posted on
the project website and will serve as an introduction for people interested in the
project.
■ Press Releases. MIG will prepare four press releases, one during each major
phase of the process. Each press release will include a brief summary of where
we are in the process, what has been produced to date, what is currently being
reviewed/prepared, and how people can get involved. MIG will submit all press
releases to City staff for review prior to sending them to news media. Press
releases will also serve as a means for advertising upcoming community
workshops, meetings, and public hearings.
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■ Community Group Presentations. MIG.will prepare materials for and facilitate
Up to five meetings with community interest groups and citizen committees in
Cupertino. These meetings will provide and opportunity for MIG/City staff to
present the project and receive input from the groups'on the major issues and
opportunities, vision, alternatives, and/or.the draft General Plan Amendment. .
MIG will work with City staff to schedule these meetings.
■ Email Updates. City staff will develop and provide MIG a comprehensive list of
email addresses for people interested in the project..This list will be expanded
during the course of the project as necessary. MIG will prepare and send regular
email updates to maintain interest in the project and generate participation (5
total).
■ Newsletters. MIG will prepare four project newsletters that include succinct,
focused text with clean graphics. The newsletters will be customized for each
phase of the project, but will generally include a summary of why the City is
conducting the project,what the schedule is,why members of the public should
be interested in the process, and how people can get directly involved. Each
newsletter will also include current information on the project and upcoming
public input opportunities. Each newsletter will be two-sided 1 1x1 7 sheets,that
will be folded once to create a booklet. MIG will post a digital version of each
newsletter on the project website, distribute them via email blasts, and provide
hard copies to the City.
■ Project Flyers and Mass Mailings. MIG will prepare four highly-graphical
handout flyers that will be used during each major phase to advertise the project
and upcoming community workshops and public hearings. The flyers will be
single-sided 11x17 sheets that can be posted by City staff throughout the City to
bring attention to the project. The flyers could also be mass-mailed to residents
and businesses throughout Cupertino. The budget assumes that MIG will be
responsible for printing the flyers and the City would be responsible for mailing
the flyers.
Task 1.4: Decision Maker and Other Agency Staff Interviews
At the onset of the project, MIG will interview City Council Members, City
Commissioners and representatives from other public agencies (e.g., school districts,
VIA, De Anza College, etc.)to discuss the General Plan Amendment purpose and
process, discuss their goals for the project, and solicit their ideas on major opportunities
or challenges that face Cupertino. The interviews will provide an opportunity for
decision makers and staff to.ask questions about the process, and for City staff and MIG
to get a better understanding of what the key objectives are for the project. In addition,
BAE and Greensfelder Consulting will also conduct phone interviews (or in person)with
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decision makers or stakeholders to get a better understanding of economic conditions
facing Cupertino.
Task 1.5: Stakeholder Group Formation and Interviews
MIG will work with City staff to confirm the final list of stakeholders. The initial list,which
may be expanded, includes: neighborhood groups; citizens groups (Concerned Citizens
of Cupertino, Cupertino Against Rezoning); Chamber of Commerce Legislative Action
Committee; local businesses and developers/builders; and opportunity site ownership
groups. Once the list is finalized, MIG will conduct up to ten one-on-one or small group
stakeholder interviews/meetings.These interviews are expected to.be informal.meetings
that last approximately one hour. MIG will coordinate with City staff on a final list.of
questions, but it should include a discussion on their individual vision, issues and assets
for the project and various opportunity sites. City staff will be responsible for contacting
the stakeholders and setting up the interview meetings.
Task 1.6: Project Website Development and-Maintenance
MIG will create and host a stand-alone web site for the project using MIG's suite of web-
based tools,TownSquareTM. The website will contain current information on status of the
project, downloadable documents and presentations, and a way to send information
and input to appropriate project staff. The website will include a moderated blog and
options for an online survey. MIG will provide reporting of site statistics and network
performance as requested by City staff. MIG will work with City staff and the project
team to determine final website features and content, however, we anticipate using
some combination of the following tools:
■ Administrative Center: simple website management tools for City staff and the
MIG Team;
■ Comment Publisher: this tool can be used for registered users to provide web-
based comments on the planning documents, as well as on other items;
■ Calendar and Event Manager;
■ Document Library;
■ Featured News;
■ Interactive Survey;
■ Integrated Search;
■ Virtual Meeting: Interactive tool to engage community members online, utilizing
the same materials developed for main workshops;
■ Content Management: Site administrators can edit any of the site's content
pages and easily link pages to a library folder or any other site information;.
■ User, Group, and Folder Permissions Management to allow multiple levels of
access for web site administration, City staff and public; and
■ Google Translate toolbar, which will allow users to easily translate the website
into over 60 different languages.
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Once the project is completed, MIG will send the City electronic copies of all website
materials and content to be reloaded on the City's website. MIG retains ownership of all
underlying software and publishing tools. Reporting of site statistics, usage, and network
performance at the request of City staff but no more frequently than quarterly.
Task.1.7: Base.Maps and GIS
MIG will collect and review GIS data from the City, including existing land use, General
Plan land use designations, zoning, existing jobs or non-residential square footage per
parcel, street centerlines and county assessor data. Building footprint and height
attributes are also desirable, if available. All information will be assumed to be accurate
and up-to-date. MIG, in coordination with the City, will define and format a series of
existing conditions base maps for the opportunity sites that will be used throughout the
process. MIG will prepare a total of five maps for the opportunity sites: existing land use,
existing general plan,.zoning designation, property ownership, and building size (height
and square feet).We will ensure all maps have a uniform style,legend and title block. At
the culmination of the project, MIG will provide the City with the GIS maps and
associated files developed during the process.All GIS data and mapping prepared for
the project will be developed consistent with City protocols and data formats to ensure
easy integration into the City's information system upon project completion.
Task 1.8: Settings and Opportunities Report
The MIG Team will conduct an analysis of the existing conditions of each of the seven
key opportunity sites. This will include summarizing existing uses, site attributes, mobility
characteristics and overall urban design. This analysis will be compiled into an in-depth
Settings and Opportunities Report. The report will include key findings and
opportunities associated with each opportunity site, and the base maps prepared during
the previous task.The report will include narrative, synthesis mapping, photo
documentation, illustrative examples from comparable communities and other graphics
as appropriate, and will be approximately 50 pages. The report will be highly visual and
easy-to-read. As such, it will be created in a PowerPoint format to provide maximum
digital accessibility.
Task 1.9: Stakeholder Coordination
MIG will call and email stakeholders to keep them engaged in the process, provide
them an update on the project and discuss the Settings and Opportunities Report.
Task 1.10: Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the.Settings and Opportunities Report, and present feedback received from the
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stakeholders.The Planning Commission will provide their insights on additional issues
and opportunities to be addressed during the project.
Task 1.11: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the Settings and Opportunities Report, and present feedback received from both the
stakeholders and Planning Commission. The City Council will provide City staff and the
MIG Team feedback on the report and other project insights.
Task 1 Deliverables
Item Description FormatC
Format(s) . o Hard
CoHard
Kick-Off Meeting Meeting agenda,sign-in sheet,PowerPoint Word/PDF/PPT/ 10
Materials presentation and brief summary. Includes a JPEG
photo database from the sites tour
Refined Work Plan Refinements to scope,schedule and Word/PDF 0
process, if needed
Community Detailed strategy for how MIG and City will Word/PDF 0
Participation and conduct community participation and
Outreach Plan outreach,including a process schedule
Stakeholder Interview Brief summaries of each stakeholder Word/PDF 10
Summaries interview for City staff and MIG records
Newsletters Highly graphical with succinct text. MIG will InDesign/PDF 400(100
produce four total each series)
Project Flyers Highly graphical with succinct text. MIG will InDesign/PDF 200(50 each
produce four total series)
Project Website Full,stand-alone project website designed, HTM VCSS/Flash/ 0
hosted and managed by MIG PDF
Base Maps Existing conditions maps showing various GIS/Illustrator 0 .
design and environmental features
Settings and Detailed summary of the existing setting, Word/PDF 10
Opportunities Report opportunities and major findings of each of
the key opportunity sites
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda,PowerPoint presentation Word/PPT 50(agenda)
Session Materials I and brief summary
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Phase 2: Visioning and Alternatives
Task 2.1: Stakeholder Coordination
MIG, BAE and Greensfelder will call and email stakeholders to keep them engaged in
the process and to help develop a future vision for the opportunity sites, including the
Vallco Shopping Center site, and the larger Cupertino community.
Task 2.2: Community Workshop—Visioning
MIG will facilitate a community workshop to refine the vision for the key opportunity
sites, including the South Vallco area. The agenda for this workshop will include: an
update on the project, summary of materials produced to date, and an interactive
exercise to refine an overall vision for the key opportunity sites and identify major land
use and circulation goals. We will use current City Council and stakeholders input as the
starting point for working with the community to refine the vision. MIG, in coordination
with City staff, will be responsible for developing content, printing materials and
facilitating each workshop. MIG will provide one facilitator and one graphic recorder for
this workshop. City staff will be responsible for securing workshop locations, printing
and mailing announcements, and providing food.
Task 2.3: Vision and Transformative Strategies Framework
Based on the input received during earlier tasks, and in close coordination with City
staff, MIG will develop a Vision and Transformative Strategies Framework for the
General Plan Amendment. This framework will include a vision for future growth and
revitalization of the key opportunity sites. The vision will be followed by a series of
transformative strategies necessary to create positive change on the key opportunity
sites and throughout the larger Cupertino community. The transformative strategies will
then be followed by broad goals and objectives for the general plan amendment. The
Vision and Transformative Strategies will be prepared as a one-sided 11x17 document.
MIG will submit a draft for City staff review, and will produce a revised version public
draft that reflects staff edits.
Task 2.4: Market Study
BAE will prepare a full market feasibility study of retail, hotel and office uses in Cupertino
and its surrounding market trade area in order to inform allocation recommendations for
office, retail and hotel uses. This will include an extensive analysis of existing built space,
employment trends, local real estate market dynamics and trends demographic trends
driving the demand for new types of commercial real estate products.
BAE will use information gathered from a variety of sources to complete this effort.
These include previous plans and analyses conducted in Cupertino as well as
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demographic and economic data from the Census,ABAG, the CA State Department of
Finance, and Nielsen (a national vendor of demographic estimates and projections).
Data on commercial real estate conditions will be obtained from brokers and others
active in the regional market for commercial, office, and hotel/conference center space.
Baseline retail sales data will be obtained from published State Board of Equalization
reports, and additional unpublished data provided by the City (which may have more
current data than the published reports, and may be able to provide information on
taxable retail sales for the four commercial districts, either in total or by some major
store categories. BAE will also request data from the Board of Equalization by more
detailed categories to get a more detailed picture of specialty retail in the Town. The
recently released 2007 Economic Census should also provide insights, for retail sales and
other business sectors in Cupertino. In addition to data provided by the City as
available, BAE and Greensfelder will also interview key retailers, brokers, shopping
center owners, and other business community representatives (e.g., merchant
association staff)to determine the customer base for the existing commercial districts.
Office Market
The office market analysis will focus in particular on the needs of high-tech firms of all
sizes, including large established companies as well as start-ups and entrepreneurs
seeking flexible incubator and meeting space.The analysis will document long-term
office absorption trends in Cupertino and Silicon Valley and will present a range of
future supportable office development scenarios to inform the increase of office
development allocations within the General Plan Amendment.
Hotel Market
BAE will prepare a market analysis of existing hotels (including extended stay and
hotel/conference centers) and present key revenue and occupancy data from Smith
Travel Research to assess demand for additional hotel or conference space in Cupertino.
As with the office market analysis,this task will inform allocation recommendations for
the General Plan Amendment.
Residential Market
BAE will analyze the market for all types of residential uses in Cupertino with a focus on
multi-family rental and for-sale housing products types.This analysis will project demand
for residential units by type,tenure and rent or price point over the course of the
General Plan planning period. This analysis will inform planning and policy-making
related to the allocation of residential uses with reference to all of the sites included in
this General Plan Amendment. The findings from this residential market analysis will be
tailored to integrate easily with the City's next Housing Element update which is
scheduled to be completed by the end of 2014.
Retail Sales Leakage Analysis
The Retail Analysis.will include three major steps. First, BAE will use data from the State
Board of Equalization and the City to examine retail sales and use tax trends. BAE will
analyze trends by major store category, as well as on a per capita basis for Cupertino
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and the larger trade area, and compare these patterns to similar areas in the Bay Area to
identify the City's strengths and weaknesses. BAE will also profile retail market
conditions, including rental and vacancy rates at Cupertino's key retail nodes. To the
extent confidential store-by-store data and square footage can be accessed, BAE will
also characterize the performance of existing outlets relative to industry standards and
comparable stores.
Task 2.5: Allocation Analysis Report
BAE will prepare a comprehensive Allocation Analysis Report that includes
recommendations for the total amount of new development allocations (commercial,
office and hotel) based on land use, urban design and economic data. In order to
identify new retail opportunities, BAE will complete a "supportable square feet"
analysis.As part of this process, BAE will identify current leakage/injections of sales by
store category, estimate potential additional sales capture, and convert capturable sales
into supportable square feet. The analysis will focus on the potential for local-serving
community and regional-serving retail, and will consider improvements in existing stores
and re-tenanting of any major vacancies. Based on the findings of this analysis, BAE will
estimate future potential sales taxes generated by any new retail space, improved
performance of existing retailers, and/or occupation of major vacancies.
Task 2.6: Retail Strategy Report
Greensfelder Consultants will prepare a comprehensive Retail Strategy Report that
provides a link between market and data analysis, and implementation
recommendations that achieve the community's ultimate goal. Greensfelder will
approach the retail strategy from the point of view of "defining retail," and,to that end,
focus how to identify what opportunities exists and can be executed for specific
properties or in a larger areas. This approach is differentiated by offering
implementation strategies based on market analysis and well researched data.
This analysis will focus on how retail organizes itself in today's world. Specifically,the
report will distinguish between commodity and specialty retail, briefly defined as follows:
■ Commodity retail goods and services are those goods and services that are
purchased and consumed on a regular basis from "primary" household funds,
largely without emotional attachment by the consumer, and at retailers and retail
shopping centers offering the optimal combination of lowest "price" and highest
"convenience" most responsive to the purchase and need in question.
Commodity retailers range from local convenience stores to drug stores, grocery
stores, discounters and warehouse stores; and "Commodity Shopping Centers"
are those shopping venues whose primary purpose is the delivery of commodity
goods and services to consumers.
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■ Specialty retail goods and services, by contrast, are those goods and services
that are purchased on an optional basis by consumers using "discretionary
funds," selected and often consumed during the expenditure of "discretionary
time." Successful specialty shopping venues, regardless of format, deliver a
unique and attractive combination of tenant mix and the shopping environment
(i.e., a sense of place)to the consumer within the market or trade area in
question and lend themselves to extended consumer stays. An emotional
connection to the tenant mix and environment is key, especially for higher end
specialty retail projects.
In addition to acknowledging how retail organizes itself, it is also important to consider
multi-channel retail, a term that refers to the many options for exploring and purchasing
merchandise from traditional retail stores to the internet, mobile and catalog formats.
Omni-channel retail, an extension of multi-channel retail, refers to efforts to integrate
these various retail channels to offer the consumer a seamless experience.An omni-
channel approach would apply to commodity retail in that it addresses the price-
convenience function,while for specialty retail it might focus on driving consumers to
the built retail environment.
Because commodity and specialty retail are so fundamentally different, separating them
when making recommendations can be especially helpful. The implementation strategy
contained in this report will evaluate each of the City's target retail areas, and specifically
each area's suitability as a commodity, a specialty or a hybrid retail environment.A vision
and objective will be articulated once each area's highest and best retail use is
established. Greensfelder will consider the impact of multiple retail channels if
appropriate for making specific,targeted recommendations for the retail target areas in
Cupertino.
Of particular interest is the Vallco Shopping District. While the Vallco Shopping District
occupies one of the city's best locations, as it is presently configured and leased,Vallco
Mall lacks identity, a compelling physical plant, a definitive commodity or specialty
tenant mix, and is therefore unsustainable. The retail strategy will specifically focus on
how Vallco Mall might be repositioned from two perspectives: (a) an ideal mix appealing
to Cupertino and extended trade area customers, and (b) given market factors such as
competing projects and legal limitations such as those contained in the projects
CC&R's.
Repositioning Vallco Mall has been a vexing proposition for a succession of owners. The
Vallco Strategy Report will give a brief history of the project, review troubled retail
properties that have been successfully repositioned, consider anchor and junior anchor
alternatives for larger spaces (including eating and drinking establishments and specialty
shops and apparel), and include a specific implementation strategy. It is anticipated the
report will focus on how Vallco might be repositioned from two perspectives: (a) an ideal
mix appealing to Cupertino and extended trade area customers, and (b) given market
factors such as competing projects, and practical and legal limitations.
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The retail strategy will also focus on implementation strategies for each opportunity site.
This portion of the retail strategy report is key since it moves the discussion from a
conceptual analysis to identifying,ways to revitalize targeted retail areas. The
implementation strategy for each target retail area will focus, among other things, of the
following key points, applying the market analysis and summarized data prepared by
BAE to each available/targeted retail site:
■ Evaluation of fundamental real estate attributes such as location within the trade
area, competing and proposed projects, and the long-term viability of the
competing projects.
■ Evaluation of market economics including the best mix of users, suggested
tenants to target, and market rent and vacancy factors.
■ Evaluation of fundamental site attributes such as visibility, access, and parking
demand.
■ Site plan recommendations for reconfiguring existing projects based upon real
estate attributes, site attributes, and market factors.
■ . Place-making considerations including careful evaluating layout and site
attributes in light of tenant placement, configuration of indoor-outdoor areas,
public gathering areas, light, shade, and protection from the elements, project,
tenant and way-finding signage, and materials including lighting, seating and the
like.
■ Functionality recommendations such as how to service tenants (i.e., deliveries,
trash, service areas)while minimizing the impacts of these functions on the
project and neighbors.
■ Evaluation of whether to maintain continuity of place, such as reusing or
rehabilitating existing facades and materials in an attempt to maintain
authenticity or a familiar or inviting feel for the customer.
■ Evaluating the implications of terms and restrictions contained in governing
documents such as approval rights and use restrictions; and
■ Evaluating Title issues (if any).
■ Developing long-term suggestions for integrating Vallco Mall into the larger
Vallco Shopping District-Main Street, including linkages with nearby projects in
the South Vallco Specific Plan area.
In summary,the retail strategy report will go beyond merely conducting a market
analysis and summarizing well researched data; it will provide.specific implementation
strategies for specific target sites and areas with the goal of giving the City and private
owners a road map for identifying what entitlement and development issues might be
anticipated. This road map will help in prioritizing potential repositioning and
redevelopment projects, and help focus the general plan for these areas.The MIG Team
will submit an administrative draft report to City staff for review, and will prepare a final
report that reflects City staff comments.
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Task 2.7: Concept Alternatives.
Utilizing the results and input from earlier tasks, MIG will develop, in close coordination
with City staff, a range of land use and design Concept Alternatives for each of the
seven opportunity sites, including the Vallco Shopping Center site. The Concept
Alternatives that will be used to show development, use, mobility and policy options for
the future. Each individual Concept Alterative will be formatted at 11x17 and will
include: site and alternative title; summary text of the alternative theme; map showing
the land use changes proposed; and a 3D sketch-up model visually showing increases in
height and site coverage. The budget assumes that MIG will prepare a total of 14
Concept Alternatives as part of this task. City staff will review and provide feedback on
each Concept Alternative. MIG will prepare final versions that reflect City staff input..
Task 2.8: Concept Alternatives Report
The MIG Team will work with City staff to evaluate the Concept Alternatives in terms of
how well they achieve urban design, mobility, economic, environmental and community
health indicators. Based on the evaluation, MIG will prepare a Concept Alternatives
Report that evaluates how well each one of the alternatives performs relative to the
vision and transformative strategies. An underlying objective of the report will be to
communicate technical and policy issues in a straight-forward manner that is easily
understood by community members and decision makers. Specific topics that will be
addressed and compared include: land use, urban design, mobility and community
health. In addition, BAE will conduct an economic assessment of each alternative
concept, including recommendations for development product types that best
incorporate the findings from the Market Study. The EIR Team will be responsible for
providing circulation, infrastructure and environmental analysis to support the Concept
Alternatives Report. The report will be approximately 20 pages in length formatted as an
11x17 document. MIG will submit a Draft Concept Alternatives Report to City staff for.
their review, and will prepare a Public Draft that reflects City staff comments.
Task 2.9: Stakeholder Coordination
MIG will call and email stakeholders to keep them engaged in the process.This will
include providing them an update on the project and discussing the Concept
Alternatives Report.
Task 2.10: Community Workshop Concept Alternatives
MIG will facilitate a community workshop to solicit input on the Concept Alternatives.
The agenda for this workshop will include: an update on the project, summary of
materials produced to date, and an interactive exercise to review and discuss the various
Concept Alternatives for the seven opportunity sites.The objective of this workshop will
be to gain direct feedback from the community on which concepts they support, and
City of Cupertino:General Plan Amendment 12
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z s
where. This feedback will help inform the.selection of a preferred concept that will be
used as the basis for the General Plan Amendment. MIG, in coordination with City staff,
will be responsible for developing content, printing materials and facilitating each
workshop. MIG will provide one facilitator and one graphic recorder for this workshop..
City staff will be responsible for securing workshop locations, printing and mailing
announcements, and providing food.
Task 2.11: Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Concepts Alternatives Report, and present feedback received from the
stakeholders and during the Community Workshop. MIG will facilitate a discussion with
the Planning Commission to identify a preferred concept for each of the seven
opportunity sites, including the Vallco Shopping Center site.
Task 2.12: City Council Study Session
MIG and David Greensfelder will meet with the City Council to provide them an update
on the project, discuss the Concepts Alternatives Report, discuss the Retail Strategy
Report, present feedback received from the stakeholders and during the Community
.Workshop, and discuss the Planning Commission preferred concept. MIG will facilitate a
discussion with the City Council to identify the final preferred concept for each of the
seven opportunity sites, including the Vallco Shopping Center site. This preferred
concept will be used as the basis for preparing the General Plan Amendment.
Phase 2 Deliverables
Item Description Format(s) #of Hard
Copies
Vision and Update vision for the opportunity sites and InDesign/PDF 10
Transformative larger Cupertino community,followed by
Strategies Framework specific strategies to create positive change
Market Study Summary of market demands for Cupertino Word/PDF 10
Allocation Analysis. Summary of potential allocation increased Word/PDF 10
Report based on the market demand
Retail Strategy Report Summaryof the overall strategy for Word/PDF 10
improving economic and retails conditions
in Cupertino
Concept Alternatives Series of individual diagrams that identify Illustrator/GIS/ 14
each concept alternatives(14 total) PDF
Concept Alternatives Comprehensive report that summarizes and InDesign/PDF 10
Report analyzes all concept alternatives
Community Workshop Workshop agendas,sign-in sheets,large InDesign/PDF Various
Materials graphic boards and outreach materials
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda,PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
City of Cupertino:General Plan Amendment 13
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e t
Phase 3: Draft General Plan Amendment
Task 3.1: Existing General Plan Analysis and Policy Framework
Prior to drafting the updated General Plan Amendment, MIG will create a policy
framework matrix that identifies new or modified goals, policies and implementation
programs that are needed to implement the preferred concept. The policy framework
may identify responsible parties and timeframes for implementation of each plan policy.
New color maps and graphics may be included as needed to illustrate various concepts
such as increased density, urban design, mobility and economic development strategies.
The EIR Team will support this evaluation by identifying CEQA-related policy areas that
need to be addressed in the General Plan Amendment. The policy framework will be
reviewed by City staff, and MIG will update the framework based on staff comments and
direction.
Task 3:2: Draft General Plan Amendment
The MIG Team will update the City's existing General Plan to address the vision, goals,
policies, standards and actions developed as part of this process. This will include
creating new Adobe InDesign files for each chapter, and editing/refining the existing
Illustrator files for all diagrams. The amended General Plan will include revised and
updated text, and new maps, figures, photos and graphics. Specific major revisions
include:
• Preparing a New Cover and Chapter Divider Pages.This includes designing a
new layout and developing graphic content for an updated cover and chapter
divider pages to the General Plan.
■ Reformatting and Redesigning the General Plan Document. This includes
revising the current InDesign files with a new, more modern and easier to read
format and design. MIG will update fonts, colors and text(i.e., clean up of
hanging indents, colored triangles, etc. that detract from the document's
legibility). We will also provide replacement photos to improve the overall
graphic aesthetic and readability of the document.
■ Updating Narrative Text.This includes revising introductory or other narrative
text throughout the General Plan to reflect the updated concepts and
goal/policy structure developed during this process.
■ Updating the he Special Area, Land Use and Circulation Diagrams.This includes
preparing new GIS information and final figures that reflect changes in Special
Area boundaries, land use and circulation as a result of this project. MIG will
prepare the updated Special Area and Land Use Diagrams. The EIR Team will
prepare content for the updated Circulation Diagram in close coordination:with
MIG. MIG will format all three diagrams in a style similar to other figures already
included in the General Plan.
City of Cupertino:General Plan Amendment 14
Work Plan Amendment Q.March 31.2015
■ Updating Additional Figures and Diagrams.This includes making direct edits to
other figures and diagrams in the General Plan to ensure consistency with
updated policy content,while retaining their current format and design.
Information relative to these changes will either come directly from new policies
(e.g., changes in geographical boundaries or standards) or from the EIR Team
(e.g., changes to environmental data,such as floodplain and hazards mapping).
In addition to content updates, MIG will also update figure legends to ensure
they match the new General Plan's fonts and colors.
■ Updating Allocation Policy and Standards Table. This includes updating
appropriate goal and policy text, and updating Table 2.A to reflect increases in
development allocations.
■ Updating Height Standards. This includes updating height standards as a result
of the General Plan Amendment process.
■ Identifying Communit ry Benefits. This includes developing new policy that
identifies development incentives (e.g., increased density or height)that can be
offered for projects that.also provide a direct community benefit. This approach
would allow the City to ensure that more intense uses also provide additional
benefits to the greater Cupertino community.
■ Updating Additional General Plan Goals, Policies and Actions. This includes
revising other elements of the General Plan to ensure that it is internally
consistent with the General Plan Amendment and to address through policy
recent changes in State law(AB 32, SB 375, Complete Streets, etc.).This does
not include preparing an integrated Climate Action Plan, comprehensive
greenhouse gas reduction strategy, or an updated Housing Element.These
items are being prepared by AECOM and/or MIG under separate contracts.
MIG will prepare an initial version of the updated General Plan in a comprehensive
"track change" matrix format in Microsoft Word so that City staff, the EIR Team and the
public can clearly identify which parts of the General Plan have been updated and which
parts have remained the same.After the matrix is prepared and all changes are
confirmed by City staff, MIG will prepare an updated, formatted InDesign version of the
General Plan (including the Housing Element) and submit PDF files to City staff for
review and comment. Based on City staff comments, MIG will update the formatted
General Plan and prepare a public review draft that reflects City staff comments.
Task 3.3: Stakeholder Coordination
MIG will call and email stakeholders Group to keep them engaged in the process. This
will include providing them an update on the project and discussing the draft General
Plan Amendment.
Task 3A Planning-Commission Study.Session.
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the draft General Plan Amendment and input received from the stakeholders.
City of Cupertino:General Plan Amendment 15
Work Plan Amendment#3,March 31.2015.
MIG will facilitate a discussion with the Planning Commission to solicit their feedback on
the Amendment. MIG will add their comments into the comment tracking matrix in
order to organize input received during the study session.
Task 3.5: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the draft General Plan Amendment, and present the comment tracking matrix. MIG will
facilitate a discussion with the City Council to confirm revisions to the draft General Plan
Amendment.The culmination of this meeting will be direction on a revised General Plan
Amendment that will be used as the basis for developing the EIR and initiating the more
formal public review and hearing process.
Task 3.6: Revised Draft General Plan Amendment
MIG will prepare a Revised Draft General Plan document that reflects the direction
received from the City Council.This may include necessary updates to document text,
graphics and maps for each of the General Plan elements, including the Housing
Element.
Task 3.7: Community Open House
MIG will facilitate a citywide open house on the draft General Plan Amendment. The
MIG Team will be available to answer questions about the project and the major
components of the draft General Plan Amendment. This will provide an opportunity for
the public to provide feedback on the draft amendment, including the vision, goals,
policies and programs. MIG will prepare large "boards" that summarize new policy
concepts and major changes from the existing General Plan. MIG, in coordination with
City staff and the project team, will be responsible for developing the content, printing
materials, and facilitating each workshop. MIG will provide two staff facilitators for this
workshop. City staff will be responsible for securing workshop locations, printing and
mailing announcements, and proving food.
Phase 3 Deliverables
Item Description Format(s) #of Hard
Copies
Existing General Plan Detailed summary of the needed InDesign/PDF 10
Analysis and Policy changes and revisions to the existing
Framework General Plan
Proposed Policy Track-changes file showing proposed Word/PDF 0
Changes Matrix goal,policy and strategy changes
Draft General Plan Reformatted and redesigned complete InDesign/Illustrator/PDF 0
General Plan
Revised Draft General Track-changes file with updated graphics InDesign/Illustrator/PDF 10
Plan and mapping
City of Cupertino:General Plan Amendment 16
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Community Open Open House agenda,sign-in sheet,large InDesign/PDF Various
House Materials graphic boards and outreach materials
Planning Commission Meeting agenda, PowerPoint Word/PPT 50(agenda)
Public Hearings presentation and brief summary
Materials
City Council Public Meeting agenda, PowerPoint Word/PPT 50(agenda)
Hearings and presentation and brief summary
Adoption Hearing
Materials
Phase 4: Public Hearings and Adoption
Task 4.1: Planning Commission Public Hearings
The MIG Team will meet with the Planning Commission two times to present, discuss
and receive input/direction on the Draft General Plan Amendment and Draft EIR. These
hearings will provide an opportunity for the Planning Commission to formally receive
public comments on the draft documents.
Task 4.2: City Council Public Hearings
The MIG Team will meet with the City Council two times to present, discuss and receive
input/direction on the Draft General Plan Amendment and Draft EIR. These hearings will
provide an opportunity for the City Council to review Planning Commission
recommendations and formally receive public comments on the draft documents.
Task 4.3: City Council Adoption Hearings
MIG Team will prepare materials for, attend and present and faeilitate at up to three
public adoption hearings with the City Council to review and discuss the final
documents. One of-these hearings will occur in December 2014, and.two are estimated
to occur in spring 2015. The conclusion of these##i-s-hearing will be the City Council's
formal adoption of all parts of the General Plan Amendment and certification of the EIR.
Task 4.4: Final Project Documents
MIG will prepare a-final General Plan Amendment text, tables and other policy content
based on the outcome of the City Council Hearings. MIG will also submit all project files
to the City, including all GIS Shapefiles developed during the process.
Task 4.5: Community Workshop #4-Allocations, Heights and Benefits (11
MIG will prepare materials for, attend and-present at one community workshop to solicit
input on General Plan policy topics that were not adopted by the City Council in
December 2014. including non-residential development allocations, increased building
City of Cupertino:General Plan Amendment 17
Work Plan Amendment#3.March 31.2015
heights at key gateways and nodes, and the community benefits program. The
workshop will be facilitated by Eileen Goodwinunder a separate contract with the Cid:
The agenda for this workshop will include: an update on the project; summary of
materials produced to date: and an interactive exercise to discuss and solicit communi jj
input on the remaining policy topics. The objective of this workshop will be to gain
direct feedback from the community on what they like or dislike about each topic in
order to help inform City Council decisions. MIG, in coordination with City staff and
Eileen Goodwin, will be responsible for developing workshop content, printing materials
and facilitation. MIG will provide three staff members for this workshop. City staff will be
responsible for securing workshop locations, printing and mailing announcements, and
providing food.
Following the workshop. MIG will develop online survey content that mirrors the
workshop materials. This includes drafting survey language and questions;:preparing 3D
simulations showing different building heights under each scenario, and developing
graphics to articulate the building plane questions. MIG will refine this content based on
discussions with City staff and the third-party vendor Peak Democracy. Peak Democracy
will be responsible for developing, hosting, maintaining and summarizing the:online
survey.
MIG will compile, analyze and summarize community input from both the workshop and
online survey into.a PowerPoint presentation format. The summary packet will be
designed to be highly visual and easy to understand, and will be approximately 50 slides
in length.
Task 4.6: New General Plan Document Layout and Graphics
MIG will have a call with City staff to discuss feedback on draft design concepts and
graphic samples submitted to the City in November 2014. In particular,the team will
discuss details of the preferred design concept and confirm final layout design, content
(e.g., adopted General Plan), available photo resources and production schedule.
MIG will layout two sample chapters using final, adopted General Plan content and
provide a hard copy proof for City staff review. The sample chapters will show layouts
that include photos, text, charts and/or graphs and a map. The City wile collect all
comments and edits and provide MIG in one document, or written on the hard copy
proof provided. MIG will make the edits—making adjustments to the layout and styles if
needed-and then proceed to layout a first full draft of the entire General Plan
document.
MIG.will provide one hard copy.proof of the entire General Plan document for review
and comment by City staff. The City will collect all comments and edits and provide MIG
one consolidated summary. MIG will make final edits and submit to the City a digital
packet.that includes folders for each chapter of the General Plan. Each folder will include.
final InD.esign and Illustrator files, as well as all photos and graphics. It is assumed that
City of Cupertino:General Plan Amendment 18
Work Plan Amendment#3.March 31,2015
s
MIG will not prepare any hardcopies of the final document: however, that could be done
as a per-copy expense.
Phase 4 Deliverables
Item Description Format(s) #of Hard
Copies
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Public Hearings and brief summary
Materials
City Council Public Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Hearings and Adoption and brief summary
Hearing Materials
Final Documents Draft Final General Plan and Final General Word/ None4-9
Plan document in the updated layout InDesign/Illustrator/
PDF
Community Workshop Workshop agendas,sign-in sheets.large InDesign/PDF Various
Materials graphic boards and outreach materials
Phase 5: Coordination and Management
MIG will be responsible for managing the General Plan Amendment process in order to
keep the project on schedule and budget. This phase includes internal and external
project coordination and management activities, including meetings, emails and phone
calls with other agencies, community organizations and the EIR Team. This phase also
include internal coordination and management between the City, BAE, MIG and David
Greensfelder Consulting.
Task 5.1: Other Agency Coordination
The MIG Team will coordinate with other agencies throughout the General Plan
Amendment process. This task includes up to 5 meetings with other agencies during the
course of the project, and ongoing phone and email coordination.
Task 5.2: Community Organization Coordination
MIG will coordinate with local community organizations that have an interest either in
the various opportunity sites, or the larger Cupertino community. This task includes up
to 5 meetings with community organizations during the course of the project, and
ongoing phone and email coordination.
Task 5.3: EIR Team Coordination
MIG will have ongoing calls, emails and meetings with the EIR Team to coordinate their
work with the General Plan Amendment process. This will include incorporating
substantive work products they will be producing (traffic, infrastructure, noise, air
City of Cupertino:General Plan Amendment 19
Work Plan Amendment#3.March 31.2015
a
quality/GHG and environmental analysis) into the planning and design process, and also
ongoing coordination throughout the CEQA process.This task includes up to five
meetings with the EIR Team during the course of the project, ongoing phone and email
coordination.
Task 5A Project Management
MIG will have a lead role managing the process to ensure the project remains on budget
and schedule. This task accounts for MIG's project management and coordination
(emails, calls, data transfers, etc.)with both City staff and subconsultants.
Phase 5 Deliverables
■ None
City of Cupertino:General Plan Amendment 20
Work Plan Amendment#3.March 31.2015
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OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE•CUPERTINO, CA 95014-3255
TELEPHONE:(408)777-3223• FAX: (408)777-3366
u P RT ® WEBSITE:www.cupeitino.org
September 17, 2014
MIG, Inc.
800 Hearst Avenue
Berkley, CA 94710
Re: Second Amendment to agreement for consultant services.
A fully executed copy of the agreement for consultant services with the City of
Cupertino is enclosed. If you have any questions or need additional information, please
contact the Community Development Department at (408) 777-3308.
Sincerely,
Andrea Sanders
Senior Office Assistant
City Clerk's Office
Enclosure
cc: Community Development
SECOND fi�IENDMENT TO AGREEMENT BETWEEN THE CITY OF CUPERTINO
D MIG, INC., FOR CONSULTANT SERVICES FOR THE GENERAL,PLAN
J AMENDMENT 4?.
4---b
is Second Amendment to the Consultant Services Agreement between the City
of Cupertino and MIG, Inc., for reference dated August 25th, 2014, is by and between the
CITY OF CUPERTINO, a municipal corporation (hereinafter "City") and MIG, Inc., a
California whose address is 800 Hearst Avenue, Berkeley, California, 94710, (hereinafter
"Consultant"), and is made with reference to the following:
RECITALS:
A. On March 6, 2013, an agreeme,rtt was entered into by and between City
and MIG, Inc. (hereinafter "Agreement").
B. On September 9, 2013, the City and MIG entered into a First Amendment
to the Agreement for the Consultant Services for the General Plan
Amendment (First Amendment). Hereafter, "Agreement" shall
refer to the Agreement and First Amendment, collectively.
C. City and Consultant desire to modify the Agreement to add additional
tasks and compensation for the General Plan Amendment on the
terms and conditions set forth herein.
NOW, THEREFORE, it is mutually agreed by and between and undersigned
parties as follows:
NOW, THEREFORE, it is mutually agreed by and between and undersigned
parties as follows:
1. The term section of the Agreement. shall remain the same and shall be in full
force and effect.
2. Additional services to be performed include the additional scope of work
described in Exhibit A.
3. The Compensation section of the Agreement shall be increased by this
amendment in the amount not to exceed $22,300.00, for a total contract
amount not to exceed $523,302.00.
Except as expressly modified herein, all other terms and covenants set forth in
the Agreement shall remain the same and shall be in full force and effect
Page 1 of 2
Amendment#2-MIG,Inc.Agreement-Consultant Services for General Plan Amendment
S t
P i
f
IN WITNESS WHEREOF, the parties hereto have caused this modification of
Agreement to be executed.
MIG, Inc. CITY OF CUPERTINO
A California Corp a ' n A Municipal Corporation
1=
By .,Ak /
Title Aarti Shrivastava
Date Director of Community Development
Date
REC Mf'ENDED FOR APPROVAL:
By,
David Brandt, City Manager
APPROVED AS TO FORM:
F
By
.f` Carol orade, City Attorney
ATTEST:
t
By
Grace Schmidt, City Clerk
Attachments
Exhibit A-Revised Work Plan and Budget, General Plan Amendment
EXPENDITURE DISTRIBUTION
Acct# 110-7302-9328 Contract Amount: $476,096
PO # 00058003 Amendment #1 Amount: $24,906
ae,f/,,//,Pkmendraent #2 Amount: $22,300
Total Amount: $523,302
Page 2 of 2
Amendment#2—MIG,Inc.Agreement—Consultant Services for General Plan Amendment
t �
T
cam EXHIBIT A
City of Cupertino General Plan Amendment
Work Plan
Amendment#2, August 25, 2014
The following Work Plan outlines a logical series of phases and tasks to complete the
General Plan Amendment, with information from each step creating the foundation for
the next step. Our approach allows City staff, stakeholders, other agencies, EIR Team,
Planning Commission, City Council and the community ample opportunity to review and
comment on the information compiled during each phase. Our process includes an
extensive, inclusive public participation and outreach program that includes innovative
and proven high tech and high touch tools that will result in genuine community
participation in this important project. This approach ensures that the community will be
kept well informed and actively engaged in the General Plan Amendment process,
which will result an updated General Plan with a higher level of acceptance, user-
friendliness and legal compliance.
Phase 1 : Project Kick-Off and Existing Conditions Analysis
Task 1.1: Project Kick-Off Meeting arid Opportunity Sites Tour
At the beginning of the project, the MIG Team will attend a project kick-off meeting with
City staff and tour the seven opportunity sites that will be a part of this project. City staff
will be responsible for all meeting and tour logistics (e.g., scheduling meetings, meeting
facilities, van for City tour, etc.). This all clay event will have four primary components:
1. Meeting with City Project Manager. The MIG Team and the City's Project
Manager will meet to discuss thE! overall project and develop project
management, communication, invoicing and billing protocols. The kick-off
meeting will provide an opportuinity for the MIG Team to collaborate with the
City to finalize the project framework and'refine the customized outreach
approach.
2. Opportunity sites tour. City staff will lead the MIG Team on a tour of seven
opportunity sites, including the South Vallco area , that will comprise the focus of
this General Plan Amendment project. This will include discussing issues and
opportunities for each opportunity site. MIG will photo-document each site for
use in subsequent presentations and work products.
3. Meetings with individual departments. The MIG Team will meet individually
with City departments for their respective topic areas. During these meetings the
MIG Team will discuss major goals of the project and collect hard copy or digital
files of existing data, reports, entitlement and zoning documents, and plans from
City staff.
City of Cupertino:General Plan Amendment 1
Work Plan Amendment#2.August 25.2014
4. Identification of key issues and opportunities. The MIG Team, working with
City staff, will develop a preliminary list of major issues and opportunities for
each opportunity site.
Task 1.2: Refined Work Plan
MIG will work with City staff to determine the final overall work plan for the project. This
will include refining the work program, preparing a detailed project schedule and
developing a management structure that will be critical components to ensure project
deadlines are met and the update is completed on-time and on-budget. This will
provide an opportunity to refine the approach for how the MIG Team will coordinate
with the separately retained EIR Team.
Task 1.3: Community Participation arid Outreach Plan
MIG will develop a comprehensive Cormunity Participation and Outreach Plan in
coordination with City staff to identify how best to conduct outreach to community
members during the project. The initial flan will include components such as a schedule,
key priorities, structure, community involvement and outreach activities, and
identification of key stakeholders and relationships. It will also include a detailed process
schedule that illustrates the sequence and timing of project activities in a succinct
format. It is likely that the Plan may be updated or revised throughout the course of the
project as issues and policies unfold. We have included stakeholder group meetings,
community workshops and public hearings throughout this work plan. In addition, the
following are some key innovative outreach and engagement tools that MIG will utilize
throughout the project(note: the budget for this task includes production of the
following materials):
• News Media Interviews. MIG, in coordination with City staff, will participate in
either a televised interview with a local news station or a phone interview with a
local newspaper at the onset of the project. This interview will include a summary
of the project, why the project is so important to Cupertino, and how people can
get involved. Appropriate media (video or newspaper article)will be posted on
the project website and will serve as an introduction for people interested in the
project..
• Press Releases. MIG will prepare four press releases, one during each major
phase of the process. Each press, release will include a brief summary of where
we are in the process, what has been produced to date, what is currently being
reviewed/prepared, and how pe(Dple can get involved. MIG will submit all press
releases to City staff for review prior to sending them to news media. Press
releases will also serve as a means for advertising upcoming community
workshops, meetings, and public: hearings.
City of Cupertino:General Plan Amendment 2
Work Plan Amendment#2,August 25,2014
f
• Community Group Presentations. MIG will prepare materials for and facilitate
up to five meetings with community interest groups and citizen committees in
Cupertino. These meetings will provide and opportunity for MIG/City staff to
present the project and receive input from the groups on the major issues and
opportunities, vision, alternatives, and/or the draft General Plan Amendment.
MIG will work with City staff to schedule these meetings.
• Email Updates. City staff wil'I develop and provide MIG a comprehensive list of
email addresses for people interested in the project. This list will be expanded
during the course of the project as necessary. MIG will prepare and send regular
email updates to maintain interest in the project and generate participation (5
total).
• Newsletters. MIG will prepare four project newsletters that include succinct,
focused text with clean graphics. The newsletters will be customized for each
phase of the project, but will generally include a summary of why the City is
conducting the project, what the schedule is, why members of the public should
be interested in the process, and how people can get directly involved. Each
newsletter will also include current information on the project and upcoming
public input opportunities. Each newsletter will be two-sided 11x17 sheets, that
will be folded once to create a booklet. MIG will post a digital version of each
newsletter on the project website, distribute them via email blasts, and provide
hard copies to the City.
• Project Flyers and Mass Mailings. MIG will prepare four highly-graphical
handout flyers that will be used during each major phase to advertise the project
and upcoming community workshops and public hearings. The flyers will be
single-sided 11x17 sheets that can be posted by City staff throughout the City to
bring attention to the project. The flyers could also be mass-mailed to residents
and businesses throughout CupE!rtino. The budget assumes that MIG will be
responsible for printing the flyers and the City would be responsible for mailing
the flyers.
Task 1A Decision Maker and Other Agency Staff Interviews
At the onset of the project, MIG will interview City Council Members, City
Commissioners and representatives from other public agencies (e.g., school districts,
VTA, De Anza College, etc.) to discuss the General Plan Amendment purpose and
process, discuss their goals for the project, and solicit their ideas on major opportunities
or challenges that face Cupertino. The interviews will provide an opportunity for
decision makers and staff to ask questions about the process, and for City staff and MIG
to get a better understanding of what the key objectives are for the project. In addition,
BAE and Greensfelder Consulting will al'30 conduct phone interviews (or in person) with
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decision makers or stakeholders to get a better understanding of economic conditions
facing Cupertino.
Task 1.5: Stakeholder Group Formation and Interviews
MIG will work with City staff to confirm the final list of stakeholders. The initial list, which
may be expanded, includes: neighborhood groups; citizens groups (Concerned Citizens
of Cupertino, Cupertino Against Rezoning); Chamber of Commerce Legislative Action
Committee; local businesses and developers/builders; and opportunity site ownership
groups. Once the Fist is finalized, MIG will conduct up to ten one-on-one or small group
stakeholder interviews/meetings. These interviews are expected to be informal meetings
that last approximately one hour. MIG will coordinate with City staff on a final list of
questions, but it should include a discussion on their individual vision, issues and assets
for the project and various opportunity sites. City staff will be responsible for contacting
the stakeholders and setting up the interview meetings.
Task 1.6: Project Website Development and Maintenance
MIG will create and host a stand-alone web site for the project using MIG's suite of web-
based tools, TownSquareTM. The website will contain current information on status of the
project, downloadable documents and presentations, and a way to send information
and input to appropriate project staff. Thee website will include a moderated blog and
options for an online survey. MIG will provide reporting of site statistics and network
performance as requested by City staff. MIG will work with City staff and the project
team to determine final website features and content, however, we anticipate using
some combination of the following tools:
• Administrative Center: simple welosite management tools for City staff and the
MIG Team;
• Comment Publisher: this tool can be used for registered users to provide web-
based comments on the planning documents, as well as on other items;
• Calendar and Event Manager;
• Document Library;
• Featured News;
• Interactive Survey;
• Integrated Search;
• Virtual Meeting: Interactive tool to engage community members online, utilizing
the same materials developed for main workshops;
• Content Management: Site administrators can edit any of the site's content
pages and easily link pages to a library folder or any other site information;
• User, Group, and Folder Permissions Management to allow multiple levels of
access for web site administration, City staff and public; and
• Google Translate toolbar, which will allow users to easily translate the website
into over 60 different languages.
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Once the project is completed, MIG will! send the City electronic copies of all website
materials and content to be reloaded on the City's website. MIG retains ownership of all
underlying software and publishing tools. Reporting of site statistics, usage, and network
performance at the request of City staff but no more frequently than quarterly.
Task 1.7: Base Maps and GIS
MIG will collect and review GIS data from the City, including existing land use, General
Plan land use designations, zoning, existing jobs or non-residential square footage per
parcel, street centerlines and county assessor data. Building footprint and height
attributes are also desirable, if available. All information will be assumed to be accurate
and up-to-date. MIG, in coordination with the City, will define and format a series of
existing conditions base maps for the opportunity sites that will be used throughout the
process. MIG will prepare a total of five rnaps for the opportunity sites: existing land use,
existing general plan, zoning designation, property ownership, and building size (height
and square feet). We will ensure all maps have a uniform style, Legend and title block. At
the culmination of the project, MIG will provide the City with the GIS maps and
associated files developed during the process. All GIS data and mapping prepared for
the project will be developed consistent with City protocols and data formats to ensure
easy integration into the City's information system upon project completion.
Task 1.8: Settings and Opportunities (Report
The MIG Team will conduct an analysis of the existing conditions of each of the seven
key opportunity sites. This will include summarizing existing uses, site attributes, mobility
characteristics and overall urban design. This analysis will be compiled into an in-depth
Settings and Opportunities Report. The report will include key findings and
opportunities associated with each opportunity site, and the base maps prepared during
the previous task. The report will include narrative, synthesis mapping, photo
documentation, illustrative examples from comparable communities and other graphics
as appropriate, and will be approximately 50 pages. The report will be highly visual and
easy-to-read. As such, it will be created in a PowerPoint format to provide maximum
digital accessibility.
Task 1.9: Stakeholder Coordination
MIG will call and email stakeholders to kE�ep them engaged in the process, provide
them an update on the project and discuss the Settings and Opportunities Report.
Task 1.10: Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Settings and Opportunities Report, and present feedback received from the
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L
stakeholders. The Planning Commission will provide their insights on additional issues
and opportunities to be addressed during the project.
Task 1.11: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the Settings and Opportunities Report, Find present feedback received from both the
stakeholders and Planning Commission. The City Council will provide City staff and the
MIG Team feedback on the report and other project insights.
Task 1 Deliverables
Item Description Format(s) #of Hard
_ Copies
Kick-Off Meeting Meeting agenda,sigh-in sheet, PowerPoint Word/PDF/PPT/ 10
Materials presentation and briE!f summary. Includes a JPEG
photo database from the sites tour
Refined Work Plan Refinements to scope,schedule and Word/PDF 0
process, if needed
Community Detailed strategy for how MIG and City will Word/PDF 0
Participation and conduct community participation and
Outreach Plan outreach, including a process schedule
Stakeholder Interview Brief summaries of each stakeholder Word/PDF 10
Summaries interview for City staff and MIG records
Newsletters Highly graphical with succinct text. MIG will InDesign/PDF 400(100
produce four total _ each series)
Project Flyers Highly graphical with succinct text. MIG will InDesign/PDF 200(50 each
produce four total _ series)
Project Website Full,stand-alone project website designed, HTMVCSS/Flash/ 0
hosted and managed by MIG PDF
Base Maps Existing conditions maps showing various GIS/Illustrator 0
design and environmental features
Settings and Detailed summary of the existing setting, Word/PDF 10
Opportunities Report opportunities and mFjor findings of each of
the key opportunity sites
Planning Commission Meeting agenda, Pov✓erPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
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Phase 2: Visioning and Alternatives
Task 2.1: Stakeholder Coordination
MIG, BAE and Greensfelder will call and email stakeholders to keep them engaged in
the process and to help develop a futurE! vision for the opportunity sites, including the
Vallco Shopping Center site, and the larger Cupertino community.
Task 2.2: Community Workshop—Visioning
MIG will facilitate a community workshop)to refine the vision for the key opportunity
sites, including the South Vallco area. The agenda for this workshop will include: an
update on the project, summary of materials produced to date, and an interactive
exercise to refine an overall vision for thE! key opportunity sites and identify major land
use and circulation goals. We will use current City Council and stakeholders input as the
starting point for working with the community to refine the vision. MIG, in coordination
with City staff, will be responsible for developing content, printing materials and
facilitating each workshop. MIG will provide one facilitator and one graphic recorder for
this workshop. City staff will be responsible for securing workshop locations, printing
and mailing announcements, and providing food.
Task 2.3: Vision and Transformative Strategies Framework
Based on the input received during earlier tasks, and in close coordination with City
staff, MIG will develop a Vision and Transformative Strategies Framework for the
General Plan Amendment. This framework:will include a vision for future growth and
revitalization of the key opportunity sites. The vision will be followed by a series of
transformative strategies necessary to crE!ate positive change on the key opportunity
sites and throughout the larger Cupertino community. The transformative strategies will
then be followed by broad goals and objectives for the general plan amendment. The
Vision and Transformative Strategies will be prepared as a one-sided 11x17 document.
MIG will submit a draft for City staff revie'N, and will produce a revised version public
draft that reflects staff edits.
Task 2A Market Study
BAE will prepare a full market feasibility study of retail, hotel and office uses in Cupertino
and its surrounding market trade area in order to inform allocation recommendations for
office, retail and hotel uses. This will include an extensive analysis of existing built space,
employment trends, local real estate market dynamics and trends demographic trends
driving the demand for new types of commercial real estate products.
BAE will use information gathered from a variety of sources to complete this effort.
These include previous plans and analyses conducted in Cupertino as well as
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demographic and economic data from the Census, ABAG, the CA State Department of
Finance, and Nielsen (a national vendor of demographic estimates and projections).
Data on commercial real estate conditions will be obtained from brokers and others
active in the regional market for commercial, office, and hotel/conference center space.
Baseline retail sales data will be obtained from published State Board of Equalization
reports, and additional unpublished date provided by the City (which may have more
current data than the published reports, and may be able to provide information on
taxable retail sales for the four commercial districts, either in total or by some major
store categories. BAE will also request data from the Board of Equalization by more
detailed categories to get a more detailE�d picture of specialty retail in the Town. The
recently released 2007 Economic Census should also provide insights, for retail sales and
other business sectors in Cupertino. In addition to data provided by the City as
available, BAE and Greensfelder will also interview key retailers, brokers, shopping
center owners, and other business community representatives (e.g., merchant
association staff) to determine the customer base for the existing commercial districts.
Office Market
The office market analysis will focus in particular on the needs of high-tech firms of all
sizes, including large established companies as well as start-ups and entrepreneurs
seeking flexible incubator and meeting space. The analysis will document long-term
office absorption trends in Cupertino and Silicon Valley and will present a range of
future supportable office development scenarios to inform the increase of office
development allocations within the General Plan Amendment.
Hotel Market
BAE will prepare a market analysis of existing hotels (including extended stay and
hotel/conference centers) and present kE!y revenue and occupancy data from Smith
Travel Research to assess demand for additional hotel or conference space in Cupertino.
As with the office market analysis, this task.will inform allocation recommendations for
the General Plan Amendment.
Residential Market
BAE will analyze the market for all types of residential uses in Cupertino with a focus on
multi-family rental and for-sale housing products types. This analysis will project demand
for residential units by type, tenure and rent or price point over the course of the
General Plan planning period. This analysis will inform planning and policy-making
related to the allocation of residential uses with reference to all of the sites included in
this General Plan Amendment. The findings from this residential market analysis will be
tailored to integrate easily with the City's next Housing Element update which is
scheduled to be completed by the end of 2014.
Retail Sales Leakage Analysis
The Retail Analysis will include three major*steps. First, BAE will use data from the State
Board of Equalization and the City to examine retail sales and use tax trends. BAE will
analyze trends by major store category, as well as on a per capita basis for Cupertino
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.and the larger trade area, and compare these patterns to similar areas in the Bay Area to
identify the City's strengths and weaknesses. BAE will also profile retail market
conditions, including rental and vacancy rates at Cupertino's key retail nodes. To the
extent confidential store-by-store data and square footage can be accessed, BAE will
also characterize the performance of existing outlets relative to industry standards and
comparable stores.
Task 2.5: Allocation Analysis Report
BAE will prepare a comprehensive Allocation Analysis Report that includes
recommendations for the total amount of new development allocations (commercial,
office and hotel) based on land use, urban design and economic data. In order to
identify new retail opportunities, BAE will complete a "supportable square feet"
analysis. As part of this process, BAE will identify current leakage/injections of sales by
store category, estimate potential additional sales capture, and convert capturable sales
into supportable square feet. The analysis will focus on the potential for local-serving
community and regional-serving retail, and will consider improvements in existing stores
and re-tenanting of any major vacancies. Based on the findings of this analysis, BAE will
estimate future potential sales taxes generated by any new retail space, improved
performance of existing retailers, and/or occupation of major vacancies.
Task 2.6: Retail Strategy Report
Greensfelder Consultants will prepare a comprehensive Retail Strategy Report that
provides a link between market and data analysis, and implementation
recommendations that achieve the community's ultimate goal. Greensfelder will
approach the retail strategy from the point of view of"defining retail," and, to that end,
focus how to identify what opportunities exists and can be executed for specific
properties or in a Larger areas. This approach is differentiated by offering
implementation strategies based on market analysis and well researched data.
This analysis will focus on how retail organizes itself in today's world. Specifically, the
report will distinguish between commodity and specialty retail, briefly defined as follows:
■ Commodity retail goods and services are those goods and services that are
purchased and consumed on a regular basis from "primary" household funds,
largely without emotional attachment by the consumer, and at retailers and retail
shopping centers offering the optimal combination of lowest "price and highest
"convenience" most responsive to the purchase and need in question.
Commodity retailers range from Focal convenience stores to drug stores, grocery
stores, discounters and warehouse stores; and "Commodity Shopping Centers"
are those shopping venues whosE) primary purpose is the delivery of commodity
goods and services to consumers.
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■ Specialty retail goods and services, by contrast, are those goods and services
that are purchased on an optional basis by consumers using "discretionary
funds," selected and often consumed during the expenditure of "discretionary
time." Successful specialty shopping venues, regardless of format, deliver a
unique and attractive combination of tenant mix and the shopping environment
(i.e. a sense of place)to the consumer within the market or trade area in question
and lend themselves to extendedl consumer stays. An emotional connection to
the tenant mix and environment is key, especially for higher end specialty retail
projects.
In addition to acknowledging how retail organizes itself, it is also important to consider
multi-channel retail, a term that refers to the many options for exploring and purchasing
merchandise from traditional retail stores'to the internet, mobile and catalog formats.
Omni-channel retail, an extension of multi-channel retail, refers to efforts to integrate
these various retail channels to offer the c-onsumer a seamless experience. An omni-
channel approach would apply to commodity retail in that it addresses the price-
convenience function, while for specialty retail it might focus on driving consumers to
the built retail environment.
Because commodity and specialty retail are so fundamentally different, separating them
when making recommendations can be especially helpful. The implementation strategy
contained in this report will evaluate each of the City's target retail areas, and specifically
each area's suitability as a commodity, a specialty or a hybrid retail environment. A vision
and objective will be articulated once each area's highest and best retail use is
established. Greensfelder will consider the impact of multiple retail channels if
appropriate for making specific, targeted recommendations for the retail target areas in
Cupertino.
Of particular interest is the Vallco Shopping District. While the Vallco Shopping District
occupies one of the city's best locations, as it is presently configured and leased, Vallco
Mall lacks identity, a compelling physical plant, a definitive commodity or specialty
tenant mix, and is therefore unsustainable. The retail strategy will specifically focus on
how Vallco Mall might be repositioned from two perspectives: (a) an ideal mix appealing
to Cupertino and extended trade area customers, and (b) given market factors such as
competing projects and legal limitations such as those contained in the projects
CC&R's.
Repositioning Vallco Mall has been a vexing proposition for a succession of owners. The
Vallco Strategy Report will give a brief history of the project, review troubled retail
properties that have been successfully repositioned, consider anchor and junior anchor
alternatives for larger spaces (including eating and drinking establishments and specialty
shops and apparel), and include a specific; implementation strategy. It is anticipated the
report will focus on how Vallco might be repositioned from two perspectives: (a) an ideal
mix appealing to Cupertino and extended trade area customers, and (b) given market
factors such as competing projects, and practical and legal limitations.
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The retail strategy will also focus on implementation strategies for each opportunity site.
This portion of the retail strategy report is key since it moves the discussion from a
conceptual analysis to identifying ways to revitalize targeted retail areas. The
implementation strategy for each target retail area will focus, among other things, of the
following key points, applying the market analysis and summarized data prepared by
BAE to each available/targeted retail site:
• Evaluation of fundamental real estate attributes such as location within the trade
area, competing and proposed projects, and the long-term viability of the
competing projects.
• Evaluation of market economics including the best mix of users, suggested
tenants to target, and market rent and vacancy factors.
• Evaluation of fundamental site attributes such as visibility, access, and parking
demand.
• Site plan recommendations for reconfiguring existing projects based upon real
estate attributes, site attributes, and market factors.
• Place-making considerations including careful evaluating layout and site
attributes in light of tenant placement, configuration of indoor-outdoor areas,
public gathering areas, light, shade, and protection from the elements, project,
tenant and way-finding signage, and materials including Lighting, seating and the
like.
• Functionality recommendations such as how to service tenants (i.e., deliveries,
trash, service areas)while minimizing the impacts of these functions on the
project and neighbors.
• Evaluation of whether to maintain continuity of place, such as reusing or
rehabilitating existing facades and materials in an attempt to maintain
authenticity or a familiar or inviting feel for the customer.
• Evaluating the implications of terms and restrictions contained in governing
documents such as approval rights and use restrictions; and
• Evaluating Title issues (if any).
• Developing long-term suggestions for integrating Vallco Mall into the larger
Vallco Shopping District-Main Street, including linkages with nearby projects in
the South Vallco Specific Plan area.
In summary, the retail strategy report will go beyond merely conducting a market
analysis and summarizing well researched data; it will provide specific implementation
strategies for specific target sites and areas with the goal of giving the City and private
owners a road map for identifying what entitlement and development issues might be
anticipated. This road map will help in prioritizing potential repositioning and
redevelopment projects, and help focus the general plan for these areas. The MIG Team
will submit an administrative draft report to City staff for review, and will prepare a final
report that reflects City staff comments.
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Task 2.7: Concept Alternatives
Utilizing the results and input from earlier tasks, MIG will develop, in close coordination
with City staff, a range of land use and design Concept Alternatives for each of the
seven opportunity sites, including the Vallco Shopping Center site. The Concept
Alternatives that will be used to show development, use, mobility and policy options for
the future. Each individual Concept Alterative will be formatted at 11x17 and will
include: site and alternative title; summary text of the alternative theme; map showing
the land use changes proposed; and a 31D sketch-up model visually showing increases in
height and site coverage. The budget assumes that MIG will prepare a total of 14
Concept Alternatives as part of this task. City staff will review and provide feedback on
each Concept Alternative. MIG will prepare final versions that reflect City staff input.
Task 2.8: Concept Alternatives Report
The MIG Team will work with City staff to evaluate the Concept Alternatives in terms of
how well they achieve urban design, mobility, economic, environmental and community
health indicators. Based on the evaluation, MIG will prepare a Concept Alternatives
Report that evaluates how well each one of the alternatives performs relative to the
vision and transformative strategies. An underlying objective of the report will be to
communicate technical and policy issues in a straight-forward manner that is easily
understood by community members and decision makers. Specific topics that will be
addressed and compared include: land Lase, urban design, mobility and community
health. In addition, BAE will conduct an Economic assessment of each alternative
concept, including recommendations for development product types that best
incorporate the findings from the Market `.study. The EIR Team will be responsible for
providing circulation, infrastructure and E?nvironmental analysis to support the Concept
Alternatives Report. The report will be approximately 20 pages in length formatted as an
11x17 document. MIG will submit a Draft Concept Alternatives Report to City staff for
their review, and will prepare a Public Draft that reflects City staff comments.
Task 2.9: Stakeholder Coordination
MIG will call and email stakeholders to keep them engaged in the process. This will
include providing them an update on thE� project and discussing the Concept
Alternatives Report.
Task 2.10: Community Workshop—Concept Alternatives
MIG will facilitate a community workshop,to solicit input on the Concept Alternatives.
The agenda for this workshop will include: an update on the project, summary of
materials produced to date, and an interactive exercise to review and discuss the various
Concept Alternatives for the seven opportunity sites. The objective of this workshop will
be to gain direct feedback from the comirnunity on which concepts they support, and
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where. This feedback will help inform thc!selection of a preferred concept that will be
used as the basis for the General Plan Amendment. MIG, in coordination with City staff,
will be responsible for developing content, printing materials and facilitating each
workshop. MIG will provide one facilitator and one graphic recorder for this workshop.
City staff will be responsible for securing workshop locations, printing and mailing
announcements, and providing food.
Task 2.11: Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Concepts Alternatives Report, and present feedback received from the
stakeholders and during the Community Workshop. MIG will facilitate a discussion with
the Planning Commission to identify a preferred concept for each of the seven
opportunity sites, including the Vallco Shopping Center site.
Task 2.12: City Council Study Session
MIG and David Greensfelder will meet with the City Council to provide them an update
on the project, discuss the Concepts Alternatives Report, discuss the Retail Strategy
Report, present feedback received from the stakeholders and during the Community
Workshop, and discuss the Planning Commission preferred concept. MIG will facilitate a
discussion with the City Council to identify the final preferred concept for each of the
seven opportunity sites, including the Vallco Shopping Center site. This preferred
concept will be used as the basis for preparing the General Plan Amendment.
Phase 2 Deliverables
Item Description Format(s)
#of Hard
Copies
Vision and Update vision for the opportunity sites and InDesign/PDF 10
Transformative larger Cupertino community,followed by
Strategies Framework specific strategies to create positive change
Market Study Summary of market demands for Cupertino Word/PDF 10
Allocation Analysis Summary of potential allocation increased Word/PDF 10
Report based on the market demand
Retail Strategy Report Summary of the overall strategy for Word/PDF 10
improving economic and retails conditions
in Cupertino
Concept Alternatives Series of individual diagrams that identify Illustrator/GIS/ 14
each concept alternatives(14 total) PDF
Concept Alternatives Comprehensive report that summarizes and InDesign/PDF 10
Report analyzes all concept alternatives
Community Workshop Workshop agendas,sign-in sheets, large InDesign/PDF Various
Materials graphic boards and OLitreach materials
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
City of Cupertino:General Plan Amendment 13
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s
e
Phase 3: Draft General Plan Amendment
Task 3.1: Existing General Plan Analysis and Policy Framework
Prior to drafting the updated General Plan Amendment, MIG will create a policy
framework matrix that identifies new or modified goals, policies and implementation
programs that are needed to implement the preferred concept. The policy framework
may identify responsible parties and timE?frames for implementation of each plan policy.
New color maps and graphics may be included as needed to illustrate various concepts
such as increased density, urban design, mobility and economic development strategies.
The EIR Team will support this evaluation by identifying CEQA-related policy areas that
need to be addressed in the General Plain Amendment. The policy framework will be
reviewed by City staff, and MIG will update the framework based on staff comments and
direction.
Task 3.2: Draft General Plan Amendment
The MIG Team will ffepafe a feeused update the City's existing General Plan to
addresses the vision, goals, policies, standards and actions developed as part of this
process. This will include creating new btu . Adobe InDesign
files for each chapter, and editing/refining the existing Illustrator files for all diagrams.
QHaF6XPFes9 files (e.g., net ffeat
m
feffigat). T-h4sThe amended General Plan Amenelr,, will include revised and updated
text, and new maps, figures, photos and graphics. Specific major revisions include:
• Preparing a New Cover and Chapter Divider Pages. This includes designing a
new layout and developing graphic content for an updated cover and chapter
divider pages to the General Plan_
• Reformatting and Redesigning th E! General Plan Document. This includes
revising the current InDesig n files with a new, more modern and easier to read
format and design. MIG will update fonts, colors and text (i.e., clean.up of
hanging indents, colored triangle:, etc. that detract from the document's
legibility). We will also provide re flacement photos to improve the overall
graphic aesthetic and readability Df the document.
• Updating Narrative Text. This includes revising introductory or other narrative
text throughout the General Plan to reflect the updated concepts and
goal/policy structure developed during this process.
• Updating the Special Area, Land Use and Circulation Diagrams. This includes
preparing new GIS information and final figures that reflect changes in Special
Area boundaries, land use and circulation as a result of this project. MIG will
prepare the updated Special Area and Land Use Diagrams. The EIR Team will
prepare content for the updated (circulation Diagram in close coordination with
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MIG. MIG will format all three diagrams in a style similar to other figures already
included in the General Plan.
■ Updating Additional Figures and Diagrams. This includes making direct edits to
other figures and diagrams in the General Plan to ensure consistency with
updated policy content, while retaining their current format and design.
Information relative to these changes will either come directly from new policies
(e.g., changes in geographical boundaries or standards) or from the EIR Team
(e.g., changes to environmental data, such as floodplain and hazards mapping).
In addition to content updates, MIG will also update figure legends to ensure
they match the new General Plan's fonts and colors.
• Updating Allocation Policy and Standards Table. This includes updating
appropriate goal and policy text, and updating Table 2.A to reflect increases in
development allocations. Tentati ,
i
and t �
•
Updating Height Standards. This includes updating height standards as a result
of the General Plan Amendment c)rocess
• Identifying Community Benefits. This includes developing new policy that
identifies development incentives (e.g., increased density or height)that can be
offered for projects that also provide a direct community benefit. This approach
would allow the City to ensure that more intense uses also provide additional
benefits to the greater Cupertino community.
• Updating Additional General Plan Goals, Policies and Actions. This includes
revising other elements of the General Plan to ensure that it is internally
consistent with the General Plan Amendment and to addresses through policy
recent changes in State law (AB 32, SIB 375, Complete Streets, etc.). This does
not include preparing an integrated Climate Action Plan,_-et-a-comprehensive
greenhouse gas reduction strategy, or an updated he-vveve�at eane
pFepaFed by MIG as an eptienal t��—This arsv-dves-r-iv rni.`t
Housing Element. These items are being,_prepared by
AECOM and/or MIG under separate contracts.
MIG will prepare an initial version of the updated General Plan in a all text _...,, .....
comprehensive "track change" matrix format in Microsoft Word E-
l.t IQI IgC IClll
Mes-so that City staff, the EIR Team and the public ,
can clearly identify which parts of the General Plan have been updated and which parts
have remained the same. After the matrix is prepared and all changes are confirmed by
City staff, MIG will prepare an updated, formatted InDesign version of the General Plan
(including the Housing Element) and submit Gnee dFafted,
Qua "mss-feted PDF files to City staff for review and comment. Based on City staff
comments, MIG will update the formatted General Plan and files-and-prepare a public
review drafts that reflects City staff comments.
City of Cupertino:General Plan Amendment 15
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if desi Fed by the / F.
budget item. The analysis will examqine_tII—IK_--'E%eta I Fevenues and expeRelitHIFes that vVetild
,
Genera' Fund, as well as te any etheF in Gulpeftine (e.g., seheels). BAE will
4
Task 3.3: Stakeholder Coordination
MIG will call and email stakeholders Group to keep them engaged in the process. This
will include providing them an update on the project and discussing the draft General
Plan Amendment.
Task 3A Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the draft General Plan Amendment and input received from the stakeholders.
MIG will facilitate a discussion with the Pllanning Commission to solicit their feedback on
the Amendment. MIG will add their comments into the comment tracking matrix in
order to organize input received during the study session.
Task 3.5: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the draft General Plan Amendment, and present the comment tracking matrix. MIG will
facilitate a discussion with the City Council to confirm revisions to the draft General Plan
Amendment. The culmination of this meeting will be direction on a revised General Plan
Amendment that will be used as the basis for developing the EIR and initiating the more
formal public review and hearing process.
Task 3.6: Revised Draft General Plan Amendment
MIG will prepare a Revised Draft General Plan ^Fnem.lm document that reflects the
direction received from the City Council. This may include necessary updates to
document text, graphics and maps for each of the General Plan elements, including the
Housing Element.
City of Cupertino:General Plan Amendment 16
Work Plan Amendment#2,August 25,2014
P
Task 3.7: Community Open House
MIG will facilitate a citywide open house on the draft General Plan Amendment. The
MIG Team will be available to answer questions about the project and the major
components of the draft General Plan Amendment. This will provide an opportunity for
the public to provide feedback on the draft amendment, including the vision, goals,
policies and programs. MIG will prepare large "boards" that summarize new policy
concepts and major changes from the existing General Plan. MIG, in coordination with
City staff and the project team, will be responsible for developing the content, printing
materials, and facilitating each workshop. MIG will provide two staff facilitators for this
workshop. City staff will be responsible for securing workshop locations, printing and
mailing announcements, and proving food.
Phase 3 Deliverables
Item Description Format #of Hard s) Copies
Existing General Plan Detailed summary of tl'ne needed InDesign/PDF 10
Analysis and Policy changes and revisions to the existing
Framework General Plan
Track-changes file showing proposed WordQeies!VPDF 400
A ffieneing ntProposed goal,policy and strategy changesw+ith
Policy Changes Matrix updated
Draft General Plan Reformatted and redesigned complete InDesign/Illustrator/PDF 0
General Plan
Revised Draft General Track-changes file with updated graphics InDesign/Illustrator/PDF 10
Plan Amendment and mapping
Community Open Open House agenda,sign-in sheet, large InDesign/PDF Various
House Materials graphic boards and outreach materials
Planning Commission Meeting agenda, PowerPoint Word/PPT 50(agenda)
Public Hearings presentation and brief summary
Materials
City Council Public Meeting agenda, PoworPoint Word/PPT 50(agenda)
Hearings and presentation and brief summary
Adoption Hearing
Materials
Phase 4: Public Hearings and Adoption
Task 4.1: Planning Commission Public Hearings
The MIG Team will meet with the Planning Commission two times to present, discuss
and receive input/direction on the Draft General Plan Amendment and Draft EIR. These
hearings will provide an opportunity for the Planning Commission to formally receive
public comments on the draft documents.
City of Cupertino:General Plan Amendment 17
Work Plan Amendment#2.August 25,2014
v G i
Task 4.2: City Council Public Hearings
The MIG Team will meet with the City Council two times to present, discuss and receive
input/direction on the Draft General Plan Amendment and Draft EIR. These hearings will
provide an opportunity for the City Council to review Planning Commission
recommendations and formally receive public comments on the draft documents.
Task 4.3: City Council Adoption Hearings
MIG Team will prepare materials for and facilitate a public adoption hearing with the
City Council to review and discuss the final documents. The conclusion of this hearing
will be the City Council's formal adoption of the General Plan Amendment and
certification of the EIR.
Task 4.4: Final Project Documents
MIG will prepare a final General Plan Amendment based on the outcome of the City
Council Hearings. MIG will also submit all' project files to the City, including all GIS
Shapefiles developed during the process.
Phase 4 Deliverables
Item Description Format(s) #of Hard
_ Copies
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Public Hearings and brief summary
Materials
City Council Public Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Hearings and Adoption and brief summary
Hearing Materials
Final Documents Final General Plan Afnenelmert Worcl/QuaFkXffessf 10
InDesign/Illustrator/
PDF
Phase 5: Coordination and Management
MIG will be responsible for managing the General Plan Amendment process in order to
keep the project on schedule and budget. This phase includes internal and external
project coordination and management activities, including meetings, emails and phone
calls with other agencies, community organizations and the EIR Team. This phase also
include internal coordination and management between the City, BAE, MIG and David
Greensfelder Consulting.
City of Cupertino:General Plan Amendment 18
Work Plan Amendment#2.August 25.2014
v d
Task 5.1: Other Agency Coordination
The MIG Team will coordinate with other agencies throughout the General Plan
Amendment process. This task includes up to 5 meetings with other agencies during the
course of the project, and ongoing phone and email coordination.
Task 5.2: Community Organization Coordination
MIG will coordinate with local community organizations that have an interest either in
the various opportunity sites, or the larg(�r Cupertino community. This task includes up
to 5 meetings with community organizations during the course of the project, and
ongoing phone and email coordination.
Task 5.3: EIR Team Coordination
MIG will have ongoing calls, emails and meetings with the EIR Team to coordinate their
work with the General Plan Amendment process. This will include incorporating
substantive work products they will be producing (traffic, infrastructure, noise, air
quality/GHG and environmental analysis) into the planning and design process, and also
ongoing coordination throughout the CE-QA process. This task includes up to five
meetings with the EIR Team during the course of the project, ongoing phone and email
coordination.
Task 5.4: Project Management
MIG will have a lead role managing the process to ensure the project remains on budget
and schedule. This task accounts for MIG's project management and coordination
(emails, calls, data transfers, etc.) with both City staff and subconsultants.
Phase 5 Deliverables
■ None
City of Cupertino:General Plan Amendment 19
Work Plan Amendment#2.August 25.2014
0
IS
p r o j e c t b u d g e t g e n e r a l p l a n a m e n d m e n t
1.1 IP)ectri 4-0H Meet gand Opp rt ty Sites Tour B S2,36Dj 8 51,5601 U 301 f SLOW! 8 Saw 0 SO 8 $].Wo 40 $6,809 9 $2.0.1 0 SO 0 fOl 0 SO 8 32000 6 52,360 16 $4,360 56 $1;160
_�^ _ - _ 1 __ __l. -..___
t,2 rR H ad W 4 P1 1 S295; 4 f]BOi D f0) 0 Sol 0 SD; 0- $0 8 511000 13 $2.075 0- �t0j.•..0 Sol 0 S01 0 SD 0 SO 0 so 0 So 13 $2,075
1.3 �C Ity Pa Idpatl and Ou[roath'Plan -�-1 20 55,900'_ 58.580�o for 2/ 53.240 50 55000--__Y-�7D 58:100 12 511500 140 531,310 0 -_�30' 0 f0 0 S0� 0 SO 0 sg 0 f0 0 SO 140-- 731.310
- -__._ .___ _-......�. �_ - .___-_ __,-_ __ ______
1.4�D� M ke dOth Ag cy 5tH t ry 6 51.7701 6 51.170 o s0 Io $1,350 20 S2,000i 0 -��$01 2^ $250 44 _y $6,540 B 5;000 0 SO 0 S01 0 so 8 $2000 16 $4,720 24 ^$6.710 6B 513,160
1.5 i5tak h Id G- p F mat on-d In t 53.540 30 55.850 0 f0 6 ffi10 0 -•-- fog D "'I - -'"- '
._ __ ^T 1 3 S2,7,D 0 SO 78 $12,900 0 SO 0 $0 0 SOI 0 iol 0 so a so 0 -$0 i8 5521900
1,6 1P)nc[W bait D I p i nd Malntenanca o 501 2 f3YU U S0 24 53.2401 6O 6000 6U SS.40U 3U 63750 176 518,780 O � a Sal 0 S0� 101 0 $0'U So 0 f0 176 Jl9%5D
1.1 M I ___._ __ __- ._
tBe pp ng dG5 0 501 D 501 0 f0 2 52701 30_53000 0 f0 0 f0 33 $3,270 0 f0 D f0, 0 5010 f0 0 $D 0 SO 0 fo 32 $3,170
1.5 j5e I gs dOpp II Report ---�6 SIiO IB 53.510 0 SO 10 52.7001-70- �-- -�T -- -- J-- - '"'�'"_
t _ 1 57000 0 S0� 8 31000 (11. S/S.%0 0 501 0 50 0 SO' 0 501 g SO 0 SO 0 SO 111. '515.980
1.9 5 k h Id rCob dl f / 51,1801 0 f0 0 ED b 3810 0 $0' 6 $720 2 5250 10 J2%0 4 $1,000 0 $0 4 $4401 0 �T$1,440 0 f0 8 $1.440 28 $4,400
_710 _-_ .._.-�.._._�__.-_.- _._.__..._ __-__ _...-..__ a-___ 1_
___�
L.10 PI gCom I $t dy$afslon(i) 4 51,1 801 0 SO 0 SO 6 5810 0 30; B 5710 I _-_ 3150 10 S2.%0 4 51,000 0 SO 0 501 0 S0; 4 31000 0 f0 4 $1,000 24 53.%0
-__-_�_�
__�
1.11 CrtyC ncil St dy Seaswn(1) 4 511180 0 for 0� -^SO 6 5810I{.�.0 SDI 8 5720 2 SZ50 20 $L%0 4 31_.000 0 f0 0 $0 0 $D 4 51,000 0 SO 4 $1,000 24 f3.%0
,_ Subtotal;., 65 $19.1751. 112 '$31.840 0 $01 112 'f 15.1201 238 -!'23.8001 204. 518i 73 59.2501,.805._•_ T 1 ^---�-
.,. ,, !1071545 1 '28 ,$7,000 0. _ _ S9 4 3440,, o,.. YO 32 57,440 24 57.080 56 '111510 861 7122065
3.1 :S k h Id C dl tl 4 $1.1801 0 501 0 SOI 6 5810 0 Soj 8 $7201 2 $250 10 S2,%0 4 $1,000 0 S01 4 $440 0_ 301 6 SI 440 16 S4,720 14 16,160 N $9,110
1.2 1C by W ksh-p VII ning I I2 535401 I2 E2,3401 0 30 12 SI,fi20�21 i24� 24 52,16,01 i 5250 86 5/23/0 B �52,000 D 501-0 501 0 f0 6 32000 0 10 8 W� 52000 94 3/4,3/0
2,3 ;YUlon and Transfomnat ve Strat g-Framework 1 $1,180 12 533401 0 SO 0 501 12 512001 12 f1,080�0 f0 40 fS.AW 0 S0, 0 501 0 f0� 0 $0 0 _--�SO 0� 450 0 -_f0 40-_ $5.800
2.4 Market Study 0 $01_2 3390 0 SO Z $270 0 Sol 0 501 t1 30 4! $660 36 f%W 40 S7,8001 70 37.70D1 100 59000 246 533.500 0 50 246 $33.500 150 $34,160
LS All t Ana R ^--�-� J- '� f ----•--
lyf i port 1 0 -__-s0 2 5370 0 f0 2 $27 D so! D f0 I 5660, 13 53.0001 30 S3.9UOI 46 SS.D60 100 49.0001 178 32D,9GI1 0 f0 178 $20,960 182 411,610
e
_.-_
2.6{R tl$t t gy Raport 0 SO 4 57801 0 f0 6 5610 0 $0, D 501 0 SD 10 $1.590 l3 531000 0 f0 0 SO 0 501 12 53.000 7o 520,650 AI 723,6$0 92 !3$240
2J C pt Ak natives � T B V 53.360 13 52.340 10 51,950 10 51,350 120 112,0001 0 501 4 5500 164 JIO,SW 0 f0 0 SD 0 501 0 f0 0 $D 0 SO 0 f0 164 510,500
2.8 1Conmp[Alternatiws Report I 6 SIL 16 $3.120 0 S01 20 52,7001 100 SI0,0001 20 SI,"DI 4 5500 166 $19,890 8 SUN! 0 SO 16 $1.760 0 f0 24 53.760 0 $6 24 $3,760 190 513,650
L �........______
Z.9 Stak h Ider Coordnaton 4 51,1801 a $0 0 f0,�6 fel0 0 SOI B 5--720j-2 5150 10 72%0 4 51,000$U---fD1 0 SOf D f0i 4 51,000 0 SO 4 51,000 14 73.%0
L1O G ky Workshop-Alternatives _ 1 12 $3.5401 12 __S2,340! 0 .__...10 12 51.620 24 $2,4001 14 $2,1601 2 $250 86 !12.310 B S2,OOpi-D t0 8-- 58801 0 SO I6, $2,880 0 30 !G 32,880 102 $/51190
�- .T�_�__..�_. _ _ _ _
211 API g Comm'fion Study Si(1) ; 4 $1.1801 0 So 0 SO 6 ttll0 0 30 a S]2a 2 SZ50 10 $2,%0 4 f1,000�0 - SO 0 501-0 � 51,000 o fo f JI.IXM 242 -S3.%0
- __
212 CRYC ncll St dy$esslon(1) i 4 t1.780�0 SO 0 SUI 6 5810 0 SO 6 572_01 2 S250 10 $2%0 4 51000 0 SO 0 si 0 T f0�^4. SLOOO 9 $2,500�13 $3,500 33 $6.460
.. Subtotal';. 58 '517,1101 71. 514,010 10 51.9501 88 .511',880, 2� 80 5526,000. 712 310.080., 20 _.. '52,3110_�6M. 585,560;...,100 325.000; ;60 .711;700 'IH f15.B40 200 - "JI&OW1 SOi' 570.540 '95 527,8]0 59➢, 798,410 !1!9 $183,970.
3.1 IE I i g6,neralPbn Analys's�-=nd Policy Framework 1 SZ95i 2 33905 0 So 24 $3.2401 12 71200 0 SO' 0 f0 39 $5.115 0 S0� 0 5111 0 501 0 f0 0 50 0 SO 0 f0 39 $5.115
_ -._.�_ 1_, _______ __ ______ __ __
3.2 p k6, al Plan Amendment 4 $1,1801 14_ (4,680 8 51.560 911 $12.150 180 578.0001 4D 53600_^12 $1,500 358 $42.670 6 SI.500� 501 0 50 0-�__ 501 6 51,300 D f0 6 !/.SW 364 $44170
3.3 Stele h Ider Coordlnat on 1 A- - "` -- ---
4 51.1801 0 f0 0 501 6 $_„T81g1 0 S01_tl _ 57201 2 5150 ZO J2%0 4 51.0001 0_ 501-4 $440 0 SOI 8 $1,440 0 30 8 f1,N0 28 54400
�.�___
3 Planning dl Study on Study Sati on(1) 4 51.180 0 f0 0 $0 6 58101 0 SO 6 f73OI 1 5250 10 f1.%0 4 51.0001 D f0 0 SO 0 S0 4 51.000 0 311 4 SI,GtlO N $3,9/:0
3.5 CItyC cll St dy5 I (1) 1 4 $1,1001 0 SO 0 f0 6 5810 0_- ED 8 17201 2 5250 10 $2.%0 4 SIDOO, 0 - 501 0 SO 0 501 4 51,000 0 fg 4 f1,000 14 J3,5K0
3.6)R ed DrahG IPIa Amendment ,�4-1��-51,180 8 51.560 0 W $0 32 31.330 62 _ 36.100 12 f1,06o� 6 -- fl50 /I4 5151090 0 f0 0 SO 0 EO 0 10 0 SO 0 SD 0 $0 124 !15.0917
2 1_ __ 1 �_ 1 ___
3.7 Community Ope H se 12 53.5401 12 $2,340 0 $01 12 $1,620 24 S2400l__ $2,160 2 L250 86 512.350 B 52,0001 0 SO 8---5890 0 $D 16 $2.88D 0 SO I6, !2,880 102 715.190
_. Subtotal;_'_33 79.7355.AG ,_ _58.970 B 51.560, 176 723.760 278 527,800) .100 .59,000 26 (3,'150 667 - 784.075. 26 -'s6,500j..0 _.,00 12 $1,320 ,0, f0; '3B '37.820 0 `k1..>8 57,820':1.705 591.8%
_ ',cu g 1 0 - iuu aU__i-�_.,,.aul 12 a1,62U1 U Sol 16 51490 4 -S50a 40 15.920 4 $1,0001 0 501 0 S01 0-_.. $o 4_ 11,000 0 $0 a69M
_ _ _
n f(2) tl 52365 U SOI 0 So 12 51,6201 U ED I6
4.1PI 9Co Phi Haen ___�.-y___ _�.�-_ ��-y 1 1 ____-..��_ I { !1.000 4{ -
-3 7 Y' $1.401 5500 40 30..._1 SI0 -- A 0) 0 f0 1�00t1_0 $0
:3 C ty C un<II A pt n nearing(1) 4 II,DW 44 36,910
15,_ 0 si szsa 4D $4660 o so o so o `so o so; u so D so -_ - _--i
aI,ItlO. U $U U 3U 12 51,620 0 SO 16 51,440 4 $500 36 H.74U 4 51,000 0 f0 0 50 0 f0 4 51,000 0 30 { $/,000 40 55.740
4 a Fnal Pro'ec[Do T v_ -�- '- ---� -
nu ( f0 2 $390 0 $01 12 SIb2Ol 24 S2,1Wr- �- 0 SO /0 54.660
$ubtdtal 20 55.900 1 5390 0.. f0. 48 $6,480 '21 t3,40o 48 44 20 14 51,7501.136 $21,2/0 12. 53,0001 0 E0. 0 �f0 0, SO 12 _$3.000 b „„So 1:12 13,600 !66 $14240'
5.1 100is,Agency Coordinrt on 8 S23GOI 24 (4,6801 0 s01 28 $3.7801 0 501 30 $2.7001 0 So 90 $13,520 0 00 0 Sii 0 Sol -0 501 0 fD o SO 0 f0 90 7/3.510
__. _1 -..-.�_.___�._._ -l-.
5.2 C ty Organization CoordLru ion 8 $2,3601 11 $2.3401 0 S0 46 56,210' 0 fo !0 $2,7UO1 U So % $13.61n o fUl U SO o SOj o Soj 0 fO 0 SO n JO % !/3,6%0
5,3 EIRT Coordination �- 0 l0 12 523401_0 � 4G 56,210 30 _ S3.000T 0 T s0 0 So AA 711.550 0 Eo D SO 0 501 0 -'- f0' 0 Sll 0 f0 0� 30 BB 711;550
__ __ _ ___ ____ _
24 $7,080 512;480 -_1-0 501 0 t0 0 f0 SD '_$6,250 138 $251810 10 f;500 E 5370 10 31.100 0 s0 30 53.970 10�- 52,950 30 56,910 168 J32.7.5D
5.4 Pro7act Management p SD
Subtotal'„ 40 _ $11,800), 112 $21:840{ 0 501 170 t10.2O0 }0 431000;. 60 f5.4O0,. 50 f6.25o 411-! 564/90 10 SZ500.__2 - 53901 10
.31.100,.,'0._,.,, _Sop,.ZO 53.990 10 52950,_30 !6.940' 442 571,430.
SUBTOTAL FEE 216 563.720 344 $67,0801 18 i S3,510155"j $73,440; 850 i $850001 524 1 $47,160; 1B/1 523,000 2680 1 5362,910 176 t S44D 62 1 $12090 170 510,7001 200 I 578,000606 292,790 129 537,9001.•735 i 5130,690 3415 -5493,600
_ ___{-_.__` 520,5W $4 aoo I 61600 Ss.zW-�-_125.700.
SUBTOTAL FEE 8 OIBECT c05T5 I T^ -_--- 5383,410 $96,790 519;100 ! 5735,890 5519,300
Subconsultant Administrative Fee ��
f4,DO2
•DS-costs include mileage--listed with travel,delivery drays eM mailings,document pnnW9,larye-scab rotor arW h/iv pnnOng;and meetvip/graphic supplies
1St k h Ida,Group Meeting(1)-- 1 4 $1,1801 0 Sol 0 SO 6 SSIOi 0 so! 8 57201 2 $250 10 $2%0 4 $1.0001 D $0 0 $01 0 SDI 4 51,000 0 So 4 $I,OoO 24 $3,%0
_l.-_ -----1-- 1 --�-- _t_ _. _ _ _ ____
C nity Worluhop(1) I2 f3540�. 13 52340 0 f0 11__ 51,6201 24 524001 24 52,1601 2 .$250 86 _ 511310 8 52,0001 0 SO 0 S0� 0 501 6 52,000 0 So 8 J1.OW 9I f1{,310 '
.---._..__ .-_t -----i- -. .. _ ._______ _ ___ ___ ___
PI gComm I Mset ng ll) I 1 51180 0 f0 o f0 6 58101 0 _ SD, 8 27201 2_ -_5250 10 $2,%0 1 _--SI OOOI 0 f0-D_ f0 0 S�1 4 SI,DOD`0 S0I SI.000 24 53,%0
--}_..__-___ _ -...66
-^JCtyC iIM t 951) _i--4 fI,I80L 0_,_ f0�0 S0• 6_ SelD1 0,--u. 30'_98 vT�f720L2 $250 20 f2%0 4 SI.Otp�__0__^ fa 0 0 501 4 51,000 0 -_ $01 4 SI,WO U $3,%0
Amendment a2,August 25.2014
MIG,Inc. Cupenino General Plan Amendmen12013
OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3223• FAX: (408) 777-3366
WEBSITE:www.cupertirio.org
CUPERTINO
September 17, 2013
MIG, Inc.
800 Hearst Avenue
Berkeley, CA 94710
Re: Agreement
Enclosed is a fully executed original copy of the first amendment to your agreement
with the City of Cupertino If you have any questions or need additional information,
please contact the Community Development Department at (408) 777-3308.
Sincerely,
LQ)W� '&
Dorothy Steeflott
Senior Office Assistant
Enclosure
cc: Planning
FIRST AMENDMENT TO AGREEMENT BETWEEN
THE CITY OF CUPERTIP40 AND MIG, INC.,
FOR CONSULTANT SERVICES FOR THE GENERAL PLAN AMENDMENT
This First Amendment to the Consultant Services Agreement between the City of
Cupertino and MIG, Inc., for reference dated September 9, 2013, is by and between the
CITY OF CUPERTINO, a municipal corporation (hereinafter "City") and MIG, Inc., a
California whose address is 800 Hearst Avenue, Berkeley, California, 94710, (hereinafter
"Consultant"), and is made with reference to the following:
RECITALS:
A. On March 6, 2013, an agreement was entered into by and between City
and MIG, Inc. (hereinafter "Agreement").
B. City and Consultant desire to modify the Agreement to add additional
tasks and compensation for the General Plan Amendment on the terms and conditions
set forth herein.
NOW, THEREFORE, it is mutually agreed by and between and undersigned
parties as follows:
1. The following Exhibits to the Agreement are amended and replaced to read as
shown in the attachments to this Amendment:.
a. Exhibit "A"- Scope of Services, General Plan Amendment
b. Exhibit "A-1"- Scope of Services, Vallco Specific Plan
c. Exhibit "B"- Schedule of Performance
d. Exhibit "C"- Compensation, General Plan Amendment
e. Exhibit "D"- Compensation, Vallco Specific Plan
2. Except as expressly modified herein; all other terms and covenants set forth in
the Agreement shall remain the same and shall be in full force and effect.
[remainder of page intentionally left blank]
Page 1 of 2
Amendment#1-MIG,Inc.Agreement-Consultant Services for General Plan Amendment
IN WITNESS WHEREOF, the parties hereto have caused this modification of
Agreement to be executed.
MIG, Inc. CITY OF CUPERTINO
A Ca ' nia Corp t' A Municipal Corporation
B B —
Y y —
Title 0 AAti livastava
Date Director of Community Development
Date
RECD ENDED FOR APPROVAL:
By �=/ L_____
David Brandt, City Manager
APPROVED AS TO FORM:
By
(-Carol Korade, City Attorney
ATTEST:
By
Grace Schmidt, City Clerk
Attachments
Exhibit A -Revised: Scope of Services, General Plan Amendment
Exhibit A-1 - Revised: Scope of Services, South Vallco Specific Plan
Exhibit B -Revised: Schedule of Performance
Exhibit C-Revised: Compensation, General Plan Amendment
Exhibit C-1 -Revised: Compensation., Vallco Specific Plan
EXPENDITURE DISTRIBUTION
Acct # 110-7302-9328 Contract Amount: $476,096
PO # 00058003 Amendment #1 Amount: $24,906
Total Amount: $501,002
Page 3 of 3
Amendment#1-MIG,Inc.Agreement-Consultant Services for General Plan Amendment
City of Cupertino General Plan Amendment
Work Plan
Amendment#11, July 1, 2013
The following Work Plan outlines a logical series of phases and tasks to complete the
General Plan Amendment, with informaticn from each step creating the foundation for
the next step. Our approach allows City staff, stakeholders, other agencies, EIR Team,
Planning Commission, City Council and the community ample opportunity to review and
comment on the information compiled during each phase. Our process includes an
extensive, inclusive public participation and outreach program that includes innovative
and proven high tech and high touch tools that will result in genuine community
participation in this important project. This approach ensures that the community will be
kept well informed and actively engaged in the General Plan Amendment process,
which will result an updated General Plan with a higher level of acceptance, user-
friendliness and legal compliance.
Phase 1 : Project Kick-Off and Existing Conditions Analysis
Task 1.1: Project Kick-Off Meeting and Opportunity Sites Tour
At the beginning of the project, the MIG Team will attend a project kick-off meeting with
City staff and tour the seven opportunity sites that will be a part of this project. City staff
will be responsible for all meeting and tour logistics (e.g., scheduling meetings, meeting
facilities, van for City tour, etc.). This all day event will have four primary components:
1. Meeting with City Project Manager. The MIG Team and the City's Project
Manager will meet to discuss the overall project and develop project
management, communication, invoicing and billing protocols. The kick-off
meeting will provide an opportunity for the MIG Team to collaborate with the
City to finalize the project framework and refine the customized outreach
approach.
2. Opportunity sites tour. City staff will lead the MIG Team on a tour of seven
opportunity sites, including the South Vallco area , that will comprise the focus of
this General Plan Amendment project. This will include discussing issues and
opportunities for each opportunity site. MIG will photo-document each site for
use in subsequent presentations and work products.
3. Meetings with individual departments. The MIG Team will meet individually
with City departments for their respective topic areas. During these meetings the
MIG Team will discuss major goals of the project and collect hard copy or digital
files of existing data, reports, entitlement and zoning documents, and plans from
City staff.
City of Cupertino:General Plan Amendment
4. Identification of key issues and opportunities. The MIG Team, working with
City staff, will develop a preliminary list of major issues and opportunities for
each opportunity site.
Task 1 .2: Refined Work Plan
MIG will work with City staff to determine the final overall work plan for the project. This
will include refining the work program, preparing a detailed project schedule and
developing a management structure that will be critical components to ensure project
deadlines are met and the update is completed on-time and on-budget. This will
provide an opportunity to refine the approach for how the MIG Team will coordinate
with the separately retained EIR Team.
Task 1.3: Community Participation and Outreach Plan
MIG will develop a comprehensive Community Participation and Outreach Plan in
coordination with City staff to identify hOIN best to conduct outreach to community
members during the project. The initial Plan will include components such as a schedule,
key priorities, structure, community involvement and outreach activities, and
identification of key stakeholders and relationships. It will also include a detailed process
schedule that illustrates the sequence and timing of project activities in a succinct
format. It is likely that the Plan may be updated or revised throughout the course of the
project as issues and policies unfold. We have included stakeholder group meetings,
community workshops and public hearings throughout this work plan. In addition, the
following are some key innovative outreach and engagement tools that MIG will utilize
throughout the project (note: the budget for this task includes production of the
following materials):
■ News Media Interviews. MIG, in coordination with City staff, will participate in
either a televised interview with a local news station or a phone interview with a
local newspaper at the onset of the project. This interview will include a summary
of the project, why the project is so important to Cupertino, and how people can
get involved. Appropriate media (video or newspaper article) will be posted on
the project website and will serve as an introduction for people interested in the
project.
■ Press Releases. MIG will prepare four press releases, one during each major
phase of the process. Each press release will include a brief summary of where
we are in the process, what has been produced to date, what is currently being
reviewed/prepared, and how people can get involved. MIG will submit all press
releases to City staff for review prior to sending them to news media. Press
releases will also serve as a means for advertising upcoming community
workshops, meetings, and public hearings.
City of Cupertino:General Plan Amendment 2
• Community Group Presentations. MIG will prepare materials for and facilitate
up to five meetings with community interest groups and citizen committees in
Cupertino. These meetings will provide and opportunity for MIG/City staff to
present the project and receive input from the groups on the major issues and
opportunities, vision, alternatives, and/or the draft General Plan Amendment.
MIG will work with City staff to schedule these meetings.
• Email Updates. City staff will devE)lop and provide MIG a comprehensive list of
email addresses for people interested in the project. This list will be expanded
during the course of the project as necessary. MIG will prepare and send regular
email updates to maintain interest in the project and generate participation (5
total).
• Newsletters. MIG will prepare four project newsletters that include succinct,
focused text with clean graphics. --he newsletters will be customized for each
phase of the project, but will genE!rally include a summary of why the City is
conducting the project, what the :schedule is, why members of the public should
be interested in the process, and how people can get directly involved. Each
newsletter will also include current information on the project and upcoming
public input opportunities. Each newsletter will be two-sided 11 x17 sheets, that
will be folded once to create a booklet. MIG will post a digital version of each
newsletter on the project website, distribute them via email blasts, and provide
hard copies to the City.
■ Project Flyers and Mass Mailings. MIG will prepare four highly-graphical
handout flyers that will be used during each major phase to advertise the project
and upcoming community workshops and public hearings. The flyers will be
single-sided 11x17 sheets that can be posted by City staff throughout the City to
bring attention to the project. The flyers could also be mass-mailed to residents
and businesses throughout Cupertino. The budget assumes that MIG will be
responsible for printing the flyers and the City would be responsible for mailing
the flyers.
Task 1 .4: Decision Maker and Other `-Agency Staff Interviews
At the onset of the project, MIG will interview City Council Members, City
Commissioners and representatives from other public agencies (e.g., school districts,
VTA, De Anza College, etc.) to discuss the General Plan Amendment purpose and
process, discuss their goals for the project, and solicit their ideas on major opportunities
or challenges that face Cupertino. The interviews will provide an opportunity for
decision makers and staff to ask questions about the process, and for City staff and MIG
to get a better understanding of what the key objectives are for the project. In addition,
BAE and Greensfelder Consulting will also conduct phone interviews (or in person)with
City of Cupertino:General Plan Amendment 3
decision makers or stakeholders to get a better understanding of economic conditions
facing Cupertino.
Task 1 .5: Stakeholder Group Formation and Interviews
MIG will work with City staff to confirm thE� final list of stakeholders. The initial list, which
may be expanded, includes: neighborhood groups; citizens groups (Concerned Citizens
of Cupertino, Cupertino Against Rezonincl); Chamber of Commerce Legislative Action
Committee; local businesses and developers/builders; and opportunity site ownership
groups. Once the list is finalized, MIG will conduct up to ten one-on-one or small group
stakeholder interviews/meetings. These interviews are expected to be informal meetings
that last approximately one hour. MIG will coordinate with City staff on a final list of
questions, but it should include a discussion on their individual vision, issues and assets
for the project and various opportunity sites. City staff will be responsible for contacting
the stakeholders and setting up the interview meetings.
Task 1.6: Project Website Development: and Maintenance
MIG will create and host a stand-alone wE?b site for the project using MIG's suite of web-
based tools, TownSquareTM. The website will contain current information on status of the
project, downloadable documents and presentations, and a way to send information
and input to appropriate project staff. The website will include a moderated blog and
options for an online survey. MIG will provide reporting of site statistics and network
performance as requested by City staff. MIG will work with City staff and the project
team to determine final website features and content, however, we anticipate using
some combination of the following tools:
• Administrative Center: simple website management tools for City staff and the
MIG Team;
• Comment Publisher: this tool can be used for registered users to provide web-
based comments on the planning documents, as well as on other items;
• Calendar and Event Manager;
• Document Library;
• Featured News;
• Interactive Survey;
• Integrated Search;
• Virtual Meeting: Interactive tool t(D engage community members online, utilizing
the same materials developed for main workshops;
• Content Management: Site administrators can edit any of the site's content
pages and easily link pages to a library folder or any other site information;
• User, Group, and Folder Permissions Management to allow multiple levels of
access for web site administration, City staff and public; and
• Google Translate toolbar, which will allow users to easily translate the website
into over 60 different languages.
City of Cupertino:General Plan Amendment 4
Once the project is completed, MIG will send the City electronic copies of all website
materials and content to be reloaded on the City's website. MIG retains ownership of all
underlying software and publishing tools. Reporting of site statistics, usage, and network
performance at the request of City staff bit no more frequently than quarterly.
Task 1.7: Base Maps and GIS
MIG will collect and review GIS data from the City, including existing land use, General
Plan land use designations, zoning, existing jobs or non-residential square footage per
parcel, street centerlines and county assessor data. Building footprint and height
attributes are also desirable, if available. All information will be assumed to be accurate
and up-to-date. MIG, in coordination with the City, will define and format a series of
existing conditions base maps for the opportunity sites that will be used throughout the
process. MIG will prepare a total of five maps for the opportunity sites: existing land use,
existing general plan, zoning designation, property ownership, and building size (height
and square feet). We will ensure all maps have a uniform style, legend and title block. At
the culmination of the project, MIG will provide the City with the GIS maps and
associated files developed during the process. All GIS data and mapping prepared for
the project will be developed consistent ANith City protocols and data formats to ensure
easy integration into the City's information system upon project completion.
Task 1.8: Settings and Opportunities Report
The MIG Team will conduct an analysis of the existing conditions of each of the seven
key opportunity sites. This will include surnmarizing existing uses, site attributes, mobility
characteristics and overall urban design. This analysis will be compiled into an in-depth
Settings and Opportunities Report. The report will include key findings and
opportunities associated with each opportunity site, and the base maps prepared during
the previous task. The report will include narrative, synthesis mapping, photo
documentation, illustrative examples frorn comparable communities and other graphics
as appropriate, and will be approximately 50 pages. The report will be highly visual and
easy-to-read. As such, it will be created in a PowerPoint format to provide maximum
digital accessibility.
Task 1 .9: Stakeholder Coordination
MIG will call and email stakeholders to keep them engaged in the process, provide
them an update on the project and discuss the Settings and Opportunities Report.
Task 1 .10: Planning Commission Stucy Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Settings and Opportunities Report, and present feedback received from the
City of Cupertino:General Plan Amendment 5
stakeholders. The Planning Commission will provide their insights on additional issues
and opportunities to be addressed durincl the project.
Task 1 .11: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the Settings and Opportunities Report, and present feedback received from both the
stakeholders and Planning Commission. The City Council will provide City staff and the
MIG Team feedback on the report and other project insights.
Task 1 Deliverables
#of Hard
Item Description Format(s) Copies
Kick-Off Meeting Meeting agenda,sigr-in sheet, PowerPoint Word/PDF/PPT/ 10
Materials presentation and brief summary. Includes a JPEG
photo database from the sites tour
Refined Work Plan Refinements to scope schedule and Word/PDF 0
process, if needed
Community Detailed strategy for'-iow MIG and City will Word/PDF 0
Participation and conduct community participation and
Outreach Plan outreach,including a process schedule
Stakeholder Interview Brief summaries of each stakeholder Word/PDF 10
Summaries interview for City staff and MIG records
Newsletters Highly graphical with succinct text. MIG will InDesign/PDF 400(100
produce four total each series)
Project Flyers Highly graphical with succinct text. MIG will InDesign/PDF 200(50 each
produce four total series)
Project Website Full, stand-alone protect website designed, HTM VCSS/Flash/ 0
hosted and managed by MIG PDF
Base Maps Existing conditions maps showing various GIS/Illustrator 0
design and environmental features
Settings and Detailed summary of the existing setting, Word/PDF 10
Opportunities Report opportunities and major findings of each of
the key opportunity sites
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary _
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
City of Cupertino:General Plan Amendment b
Phase 2: Visioning and Alternatives
Task 2.1: Stakeholder Coordination
MIG, BAE and Greensfelder will call and email stakeholders to keep them engaged in
the process and to help develop a future vision for the opportunity sites, including the
Vallco Shopping Center site, and the larger Cupertino community.
Task 2.2: Community Workshop — Visioning
MIG will facilitate a community workshop to refine the vision for the key opportunity
sites, including the South Vallco area. The agenda for this workshop will include: an
update on the project, summary of materials produced to date, and an interactive
exercise to refine an overall vision for the key opportunity sites and identify major land
use and circulation goals. We will use current City Council and stakeholders input as the
starting point for working with the community to refine the vision. MIG, in coordination
with City staff, will be responsible for developing content, printing materials and
facilitating each workshop. MIG will provide one facilitator and one graphic recorder for
this workshop. City staff will be responsible for securing workshop locations, printing
and mailing announcements, and provid rig food.
Task 2.3: Vision and Transformative Strategies Framework
Based on the input received during earlier tasks, and in close coordination with City
staff, MIG will develop a Vision and Transformative Strategies Framework for the
General Plan Amendment. This framework will include a vision for future growth and
revitalization of the key opportunity sites. The vision will be followed by a series of
transformative strategies necessary to create positive change on the key opportunity
sites and throughout the larger Cupertiro community. The transformative strategies will
then be followed by broad goals and objectives for the general plan amendment. The
Vision and Transformative Strategies will be prepared as a one-sided 11 x1 7 document.
MIG will submit a draft for City staff review, and will produce a revised version public
draft that reflects staff edits.
Task 2.4: Market Study
BAE will prepare a full market feasibility study of retail, hotel and office uses in Cupertino
and its surrounding market trade area in order to inform allocation recommendations for
office, retail and hotel uses. This will include an extensive analysis of existing built space,
employment trends, local real estate market dynamics and trends demographic trends
driving the demand for new types of cornmercial real estate products.
BAE will use information gathered from a variety of sources to complete this effort.
These include previous plans and analyses conducted in Cupertino as well as
City of Cupertino:General Plan Amendment 7
demographic and economic data from thE� Census, ABAG, the CA State Department of
Finance, and Nielsen (a national vendor of demographic estimates and projections).
Data on commercial real estate conditions will be obtained from brokers and others
active in the regional market for commercial, office, and hotel/conference center space.
Baseline retail sales data will be obtained from published State Board of Equalization
reports, and additional unpublished data provided by the City (which may have more
current data than the published reports, and may be able to provide information on
taxable retail sales for the four commercial districts, either in total or by some major
store categories. BAE will also request data from the Board of Equalization by more
detailed categories to get a more detailed picture of specialty retail in the Town. The
recently released 2007 Economic Census should also provide insights, for retail sales and
other business sectors in Cupertino. In addition to data provided by the City as
available, BAE and Greensfelder will also interview key retailers, brokers, shopping
center owners, and other business community representatives (e.g., merchant
association staff) to determine the customer base for the existing commercial districts.
Office Market
The office market analysis will focus in particular on the needs of high-tech firms of all
sizes, including large established companies as well as start-ups and entrepreneurs
seeking flexible incubator and meeting space. The analysis will document long-term
office absorption trends in Cupertino and Silicon Valley and will present a range of
future supportable office development scenarios to inform the increase of office
development allocations within the General Plan Amendment.
Hotel Market
BAE will prepare a market analysis of existing hotels (including extended stay and
hotel/conference centers) and present kE!y revenue and occupancy data from Smith
Travel Research to assess demand for additional hotel or conference space in Cupertino.
As with the office market analysis, this task will inform allocation recommendations for
the General Plan Amendment.
Residential Market
BAE will analyze the market for all types of residential uses in Cupertino with a focus on
multi-family rental and for-sale housing products types. This analysis will project demand
for residential units by type, tenure and rent or price point over the course of the
General Plan planning period. This analysis will inform planning and policy-making
related to the allocation of residential uses with reference to all of the sites included in
this General Plan Amendment. The findings from this residential market analysis will be
tailored to integrate easily with the City's next Housing Element update which is
scheduled to be completed by the end of 2014.
Retail Sales Leakage Analysis
The Retail Analysis will include three major steps. First, BAE will use data from the State
Board of Equalization and the City to examine retail sales and use tax trends. BAE will
analyze trends by major store category, as well as on a per capita basis for Cupertino
City of Cupertino:General Plan Amendment 8
and the larger trade area, and compare these patterns to similar areas in the Bay Area to
identify the City's strengths and weaknesses. BAE will also profile retail market
conditions, including rental and vacancy rates at Cupertino's key retail nodes. To the
extent confidential store-by-store data and square footage can be accessed, BAE will
also characterize the performance of existing outlets relative to industry standards and
comparable stores.
Task 2.5: Allocation Analysis Report
BAE will prepare a comprehensive Allocation Analysis Report that includes
recommendations for the total amount of new development allocations (commercial,
office and hotel) based on land use, urban design and economic data. In order to
identify new retail opportunities, BAE will complete a "supportable square feet"
analysis. As part of this process, BAE will identify current leakage/injections of sales by
store category, estimate potential additional sales capture, and convert capturable sales
into supportable square feet. The analysis will focus on the potential for local-serving
community and regional-serving retail, and will consider improvements in existing stores
and re-tenanting of any major vacancies. Based on the findings of this analysis, BAE will
estimate future potential sales taxes generated by any new retail space, improved
performance of existing retailers, and/or occupation of major vacancies.
Task 2.6: Retail Strategy Report
Greensfelder Consultants will prepare a comprehensive Retail Strategy Report that
provides a link between market and data analysis, and implementation
recommendations that achieve the community's ultimate goal. Greensfelder will
approach the retail strategy from the point of view of "defining retail," and, to that end,
focus how to identify what opportunities exists and can be executed for specific
properties or in a larger areas. This approach is differentiated by offering
implementation strategies based on market analysis and well researched data.
This analysis will focus on how retail organizes itself in today's world. Specifically, the
report will distinguish between commocity and specialty retail, briefly defined as follows:
■ Commodity retail goods and services are those goods and services that are
purchased and consumed on a regular basis from "primary" household funds,
largely without emotional attach-rent by the consumer, and at retailers and retail
shopping centers offering the optimal combination of lowest "price" and highest
"convenience" most responsive to the purchase and need in question.
Commodity retailers range from local convenience stores to drug stores, grocery
stores, discounters and warehouse stores; and "Commodity Shopping Centers"
are those shopping venues whose primary purpose is the delivery of commodity
goods and services to consumers.
City of Cupertino:General Plan Amendment 9
■ Specialty retail goods and services, by contrast, are those goods and services
that are purchased on an optional basis by consumers using "discretionary
funds," selected and often consumed during the expenditure of "discretionary
time." Successful specialty shopping venues, regardless of format, deliver a
unique and attractive combination of tenant mix and the shopping environment
(i.e. a sense of place) to the consumer within the market or trade area in question
and lend themselves to extended consumer stays. An emotional connection to
the tenant mix and environment is key, especially for higher end specialty retail
projects.
In addition to acknowledging how retail organizes itself, it is also important to consider
multi-channel retail, a term that refers to the many options for exploring and purchasing
merchandise from traditional retail stores to the internet, mobile and catalog formats.
Omni-channel retail, an extension of multi-channel retail, refers to efforts to integrate
these various retail channels to offer the consumer a seamless experience. An omni-
channel approach would apply to commodity retail in that it addresses the price-
convenience function, while for specialty retail it might focus on driving consumers to
the built retail environment.
Because commodity and specialty retail are so fundamentally different, separating them
when making recommendations can be especially helpful. The implementation strategy
contained in this report will evaluate each of the City's target retail areas, and specifically
each area's suitability as a commodity, a specialty or a hybrid retail environment. A vision
and objective will be articulated once eech area's highest and best retail use is
established. Greensfelder will consider the impact of multiple retail channels if
appropriate for making specific, targeted recommendations for the retail target areas in
Cupertino.
Of particular interest is the Vallco Shopping District. While the Vallco Shopping District
occupies one of the city's best locations, as it is presently configured and leased, Vallco
Mall lacks identity, a compelling physical plant, a definitive commodity or specialty
tenant mix, and is therefore unsustainable. The retail strategy will specifically focus on
how Vallco Mall might be repositioned from two perspectives: (a) an ideal mix appealing
to Cupertino and extended trade area customers, and (b) given market factors such as
competing projects and legal limitations such as those contained in the projects
CC&R's.
Repositioning Vallco Mall has been a vexing proposition for a succession of owners. The
Vallco Strategy Report will give a brief history of the project, review troubled retail
properties that have been successfully repositioned, consider anchor and junior anchor
alternatives for larger spaces (including eating and drinking establishments and specialty
shops and apparel), and include a specific implementation strategy. It is anticipated the
report will focus on how Vallco might be repositioned from two perspectives: (a) an ideal
mix appealing to Cupertino and extended trade area customers, and (b) given market
factors such as competing projects, and practical and legal limitations.
City of Cupertino:General Plan Amendment 10
The retail strategy will also focus on implementation strategies for each opportunity site.
This portion of the retail strategy report is key since it moves the discussion from a
conceptual analysis to identifying ways to revitalize targeted retail areas. The
implementation strategy for each target retail area will focus, among other things, of the
following key points, applying the market analysis and summarized data prepared by
BAE to each available/targeted retail site:
• Evaluation of fundamental real estate attributes such as location within the trade
area, competing and proposed projects, and the long-term viability of the
competing projects.
• Evaluation of market economics including the best mix of users, suggested
tenants to target, and market rent and vacancy factors.
• Evaluation of fundamental site attributes such as visibility, access, and parking
demand.
• Site plan recommendations for reconfiguring existing projects based upon real
estate attributes, site attributes, and market factors.
• Place-making considerations including careful evaluating layout and site
attributes in light of tenant placement, configuration of indoor-outdoor areas,
public gathering areas, light, shade, and protection from the elements, project,
tenant and way-finding signage, and materials including lighting, seating and the
like.
• Functionality recommendations such as how to service tenants (i.e., deliveries,
trash, service areas)while minimizing the impacts of these functions on the
project and neighbors.
• Evaluation of whether to maintain continuity of place, such as reusing or
rehabilitating existing facades and materials in an attempt to maintain
authenticity or a familiar or inviting feel for the customer.
• Evaluating the implications of terms and restrictions contained in governing
documents such as approval righ1:s and use restrictions; and
• Evaluating Title issues (if any).
• Developing long-term suggestions for integrating Vallco Mall into the larger
Vallco Shopping District-Main Street, including linkages with nearby projects in
the South Vallco Specific Plan area.
In summary, the retail strategy report wil go beyond merely conducting a market
analysis and summarizing well researched data; it will provide specific implementation
strategies for specific target sites and areas with the goal of giving the City and private
owners a road map for identifying what entitlement and development issues might be
anticipated. This road map will help in p-ioritizing potential repositioning and
redevelopment projects, and help focus the general plan for these areas. The MIG Team
will submit an administrative draft report:to City staff for review, and will prepare a final
report that reflects City staff comments.
City of Cupertino:General Plan Amendment 11
Task 2.7: Concept Alternatives
Utilizing the results and input from earlier tasks, MIG will develop, in close coordination
with City staff, a range of land use and clE�sign Concept Alternatives for each of the
seven opportunity sites, including the Vallco Shopping Center site. The Concept
Alternatives that will be used to show development, use, mobility and policy options for
the future. Each individual Concept Alterative will be formatted at 11x17 and will
include: site and alternative title; summary text of the alternative theme; map showing
the land use changes proposed; and a 31D sketch-up model visually showing increases in
height and site coverage. The budget assumes that MIG will prepare a total of 14
Concept Alternatives as part of this task. City staff will review and provide feedback on
each Concept Alternative. MIG will prepare final versions that reflect City staff input.
Task 2.8: Concept Alternatives Report
The MIG Team will work with City staff to evaluate the Concept Alternatives in terms of
how well they achieve urban design, mobility, economic, environmental and community
health indicators. Based on the evaluation, MIG will prepare a Concept Alternatives
Report that evaluates how well each one of the alternatives performs relative to the
vision and transformative strategies. An underlying objective of the report will be to
communicate technical and policy issues in a straight-forward manner that is easily
understood by community members and decision makers. Specific topics that will be
addressed and compared include: land use, urban design, mobility and community
health. In addition, BAE will conduct an economic assessment of each alternative
concept, including recommendations for development product types that best
incorporate the findings from the Market Study. The EIR Team will be responsible for
providing circulation, infrastructure and environmental analysis to support the Concept
Alternatives Report. The report will be approximately 20 pages in length formatted as an
11 x17 document. MIG will submit a Draft Concept Alternatives Report to City staff for
their review, and will prepare a Public Draft that reflects City staff comments.
Task 2.9: Stakeholder Coordination
MIG will call and email stakeholders to keep them engaged in the process. This will
include providing them an update on the project and discussing the Concept
Alternatives Report.
Task 2.10: Community Workshop — C:oncept Alternatives
MIG will facilitate a community workshop to solicit input on the Concept Alternatives.
The agenda for this workshop will include: an update on the project, summary of
materials produced to date, and an interactive exercise to review and discuss the various
Concept Alternatives for the seven opportunity sites. The objective of this workshop will
be to gain direct feedback from the co-rlmunity on which concepts they support, and
City of Cupertino:General Plan Amendment 12
where. This feedback will help inform the selection of a preferred concept that will be
used as the basis for the General Plan Amendment. MIG, in coordination with City staff,
will be responsible for developing content, printing materials and facilitating each
workshop. MIG will provide one facilitator and one graphic recorder for this workshop.
City staff will be responsible for securing workshop locations, printing and mailing
announcements, and providing food.
Task 2.11 : Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Concepts Alternatives Report, and present feedback received from the
stakeholders and during the Community Workshop. MIG will facilitate a discussion with
the Planning Commission to identify a preferred concept for each of the seven
opportunity sites, including the Vallco Shopping Center site.
Task 2.12: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the Concepts Alternatives Report, present feedback received from the stakeholders and
during the Community Workshop, and discuss the Planning Commission preferred
concept. MIG will facilitate a discussion with the City Council to identify the final
preferred concept for each of the seven opportunity sites, including the Vallco Shopping
Center site. This preferred concept will be used as the basis for preparing the General
Plan Amendment.
Phase 2 Deliverables
Item Description Format(s) #of Hard
Copies
Vision and Update vision for thE!opportunity sites and InDesign/PDF 10
Transformative larger Cupertino community,followed by
Strategies Framework specific strategies to create positive change
Market Study Summary of market demands for Cupertino Word/PDF 10
Allocation Analysis Summary of potential allocation increased Word/PDF 10
Report based on the marke:demand
Retail Strategy Report Summary of the ove-all strategy for Word/PDF 10
improving economic:and retails conditions
in Cupertino _
Concept Alternatives Series of individual diagrams that identify Illustrator/GIS/ 14
each concept altern atives(14 total) PDF
Concept Alternatives Comprehensive report that summarizes and InDesign/PDF 10
Report analyzes all concept alternatives
Community Workshop Workshop agendas, sign-in sheets, large InDesign/PDF Various
Materials graphic boards and outreach materials
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
City of Cupertino:General Plan Amendment 13
Phase 3: Draft General Plan Amendment
Task 3.1: Existing General Plan Analysis and Policy Framework
Prior to drafting the updated General Plan Amendment, MIG will create a policy
framework matrix that identifies new or modified goals, policies and implementation
programs that are needed to implement the preferred concept. The policy framework
may identify responsible parties and time'rames for implementation of each plan policy.
New color maps and graphics may be included as needed to illustrate various concepts
such as increased density, urban design, mobility and economic development strategies.
The EIR Team will support this evaluation by identifying CEQA-related policy areas that
need to be addressed in the General Plan Amendment. The policy framework will be
reviewed by City staff, and MIG will update the framework based on staff comments and
direction.
Task 3.2: Draft General Plan Amendment
The MIG Team will prepare a focused update the City's existing General Plan to
addresses the vision, goals, policies, standards and actions developed as part of this
process. This will include directly editing the City's existing QuarkXPress files (e.g., not
creating a new General Plan document in Word or another format). This General Plan
Amendment will include revised and updated text, and new maps, figures and graphics.
Specific major revisions include:
• Updating Narrative Text. This includes revising introductory or other narrative
text throughout the General Plan to reflect the updated concepts developed
during this process.
• Updating the Land Use and Circulation Diagrams. This includes preparing new
GIS information and final figures that reflect changes in land use and circulation
as a result of this project. MIG will prepare the updated Land Use Diagram. The
EIR Team will prepare the updatE!d Circulation Diagram in close coordination
with MIG.
■ Updating Allocation Policy and Standards Table. This includes updating
appropriate goal and policy text, and updating Table 2.A to reflect increases in
development allocations. Tentatively, the increases include adding 2-3 million
square feet of office allocation, 2 million square feet of commercial allocation
and 1,000-1,500 rooms to the hotel allocation.
■ Updating Height Standards. This includes increasing height limitations in the
South Vallco area and other opportunity sites.
■ Identifying Community Benefits. This includes developing new policy that
identifies development incentives (e.g., increased density or height) that can be
offered for projects that also provide a direct community benefit. This approach
City of Cupertino:General Plan Amendment 14
would allow the City to ensure that more intense uses also provide additional
benefits to the greater Cupertino community.
■ Updating Additional General Plan Goals, Policies and Actions. This includes
revising other elements of the General Plan to ensure that it is internally
consistent with the General Plan Amendment and to addresses through policy
recent changes in State law (AB 32, SB 375, Complete Streets, etc.). This does
not include preparing an integrated Climate Action Plan or a comprehensive
greenhouse gas reduction strategy, however, that can be prepared by MIG as an
optional task. This also does not include revisions to the City's recently
completed Housing Element.
MIG will prepare all text revisions utilizing the "track-change" function in QuarkXPress.
We will make direct edits to the existing General Plan files so that City staff, decision
makers and the community can clearly identify which parts of the Plan have been
updated and which parts have remained the same. Once drafted, MIG will provide both
the QuarkXPress files and PDF files to Ciiy staff for review and comment. MIG will
update the files and prepare public review drafts that reflect City staff comments.
Optional Task: Fiscal Impact Analysis
If desired by the City, BAE can prepare a Fiscal Impact Analysis as an addition scope and
budget item. The analysis will examine the total revenues and expenditures that would
be generated by increased office, retail and hotel allocations in the City Cupertino as a
result of the General Plan Amendment. Depending on the City's needs and the EIR
process, this fiscal analysis could either be quite detailed and enumerate all of the net
impacts on the City's General Fund, or could focus in a more limited fashion just on the
revenues to be generated from increased development that would accrue to the
General Fund, as well as to any other taking entities in Cupertino (e.g., schools). BAE will
prepare a fiscal impacts analysis of the preferred alternative at buildout, to assess the
relative net impacts of the mix of uses. BAE will work with the Finance Department to
ensure that the estimates for tax revenues, fees and municipal service costs are
consistent with City fiscal policies.
Task 3.3: Stakeholder Coordination
MIG will call and email stakeholders Group to keep them engaged in the process. This
will include providing them an update on the project and discussing the draft General
Plan Amendment.
Task 3.4: Planning Commission Study `.session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the draft General Plan AmendmE-nt and input received from the stakeholders.
MIG will facilitate a discussion with the Panning Commission to solicit their feedback on
City of Cupertino:General Plan Amendment 15
the Amendment. MIG will add their comments into the comment tracking matrix in
order to organize input received during the study session.
Task 3.5: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the draft General Plan Amendment, and present the comment tracking matrix. MIG will
facilitate a discussion with the City Council to confirm revisions to the draft General Plan
Amendment. The culmination of this meeting will be direction on a revised General Plan
Amendment that will be used as the basis for developing the EIR and initiating the more
formal public review and hearing process..
Task 3.6: Revised Draft General Plan Amendment
MIG will prepare a Revised Draft General Plan Amendment that reflects the direction
received from the City Council. This may include necessary updates to document text,
graphics and maps.
Task 3.7: Community Open House
MIG will facilitate a citywide open house on the draft General Plan Amendment. The
MIG Team will be available to answer questions about the project and the major
components of the draft General Plan Amendment. This will provide an opportunity for
the public to provide feedback on the draft amendment, including the vision, goals,
policies and programs. MIG will prepare large "boards" that summarize new policy
concepts and major changes from the existing General Plan. MIG, in coordination with
City staff and the project team, will be responsible for developing the content, printing
materials, and facilitating each workshop. MIG will provide two staff facilitators for this
workshop. City staff will be responsible for securing workshop locations, printing and
mailing announcements, and proving focd.
City of Cupertino:General Plan Amendment 16
Phase 3 Deliverables
Item Description Format(s) #of Hard
_ Copies
Existing General Plan Detailed summary of the needed changes InDesign/PDF 10
Analysis and Policy and revisions to the existing General Plan
Framework
Draft General Plan Track-changes file with updated graphics QuarkXPress/PDF 10
Amendment and mapping
Revised Draft General Track-changes file with updated graphics QuarkXPress/PDF 10
Plan Amendment and mapping
Community Open Open House agenda,:sign-in sheet, large InDesign/PDF Various
House Materials graphic boards and outreach materials
Planning Commission Meeting agenda, Power Point presentation Word/PPT 50(agenda)
Public Hearings and brief summary
Materials
City Council Public Meeting agenda, Power Point presentation Word/PPT 50(agenda)
Hearings and Adoption and brief summary
Hearing Materials
Final Documents Final General Plan Amendment QuarkXPress/ 10
InDesign/PDF
Phase 4: Public Hearings and Adoption
Task 4.1: Planning Commission Public Hearings
The MIG Team will meet with the Planning Commission two times to present, discuss
and receive input/direction on the Draft General Plan Amendment and Draft EIR. These
hearings will provide an opportunity for the Planning Commission to formally receive
public comments on the draft documents.
Task 4.2: City Council Public Hearings
The MIG Team will meet with the City Council two times to present, discuss and receive
input/direction on the Draft General Plan Amendment and Draft EIR. These hearings will
provide an opportunity for the City Council to review Planning Commission
recommendations and formally receive public comments on the draft documents.
Task 4.3: City Council Adoption Hearings
MIG Team will prepare materials for and facilitate a public adoption hearing with the
City Council to review and discuss the final documents. The conclusion of this hearing
will be the City Council's formal adoption of the General Plan Amendment and
certification of the EIR.
City of Cupertino:General Plan Amendment 17
Task 4.4: Final Project Documents
MIG will prepare a final General Plan Amendment based on the outcome of the City
Council Hearings. MIG will also submit all project files to the City, including all GIS
Shapefiles developed during the process.
Phase 4 Deliverables
Item Description Format(s) #of Hard
_ Copies
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Public Hearings and brief summary
Materials
City Council Public Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Hearings and Adoption and brief summary
Hearing Materials
Final Documents Final General Plan Amendment Word/QuarkXpress/ 10
InDeisgn/PDF
Phase 5: Coordination and Management
MIG will be responsible for managing the General Plan Amendment process in order to
keep the project on schedule and budge-:. This phase includes internal and external
project coordination and management activities, including meetings, emails and phone
calls with other agencies, community organizations and the EIR Team. This phase also
include internal coordination and management between the City, BAE, MIG and David
Greensfelder Consulting.
Task 5.1: Other Agency Coordination
The MIG Team will coordinate with other agencies throughout the General Plan
Amendment process. This task includes up to 5 meetings with other agencies during the
course of the project, and ongoing phone and email coordination.
Task 5.2: Community Organization Cc:ordination
MIG will coordinate with local community organizations that have an interest either in
the various opportunity sites, or the larger Cupertino community. This task includes up
to 5 meetings with community organizations during the course of the project, and
ongoing phone and email coordination.
Task 5.3: EIR Team Coordination
MIG will have ongoing calls, emails and meetings with the EIR Team to coordinate their
work with the General Plan Amendment process. This will include incorporating
substantive work products they will be producing (traffic, infrastructure, noise, air
City of Cupertino:General Plan Amendment 18
quality/GHG and environmental analysis) into the planning and design process, and also
ongoing coordination throughout the CE.QA process. This task includes up to 5
meetings with the EIR Team during the course of the project, ongoing phone and email
coordination, and .
Task 5A Project Management
MIG will have a lead role managing the process to ensure the project remains on budget
and schedule. This task accounts for MIG's project management and coordination
(emails, calls, data transfers, etc.) with both City staff and subconsultants.
Phase 5 Deliverables
■ None
City of Cupertino:General Plan Amendment 19
EXHIBIT A-1— REVISED
SCOPE OF SERVICES
VALLCO SPECIFIC PLAN
During the term of this contract and until December 31, 2013, City retain the option to
request that Consultant complete a specific plan for the South Vallco area of the City(the
"Vallco Specific Plan"). Upon written authorization to Consultant to proceed with the
Vallco Specific Plan, Consultant shall complete a plan that includes the phases and tasks
described in the Exhibit.
City of Cupertino South Vallco Specific Plan
Work Plan
Amendment#1, July 1, 2013
The following Work Plan outlines a logical series of phases and tasks to complete the
South Vallco Specific Plan, with information from each step creating the foundation for
the next step. Our approach is to efficiently build from the work completed during the
General Plan Amendment project. Similar to that project, this Work Plan has been
designed to allow City staff, stakeholders, other agencies, EIR Team, Planning
Commission, City Council and the community ample opportunity to review and
comment on the information compiled during the project. Our process includes an
extensive, inclusive public participation and outreach program that includes innovative
and proven high tech and high touch tools that will result in genuine community
participation in this important project. This approach ensures that the community will be
kept well informed and actively engaged in the Specific Plan process, which will result an
Plan with a higher level of acceptance, user-friendliness and legal compliance.
Scope of Work
The MIG Team will prepare a new South Vallco Specific Plan that will cover
approximately the same area as the current South Vallco Master Plan. This includes
conducting addition Stakeholder Group meetings to focus on specific vision and design
ideas for this area. Because the technical consultants are included under the EIR Team
contract, it is assumed that the MIG Tear-) will rely on them for mobility, infrastructure,
air quality, greenhouse gas emission and all other environmental information necessary
to support the Specific Plan.
Phase 1 : South Vallco Specific Plan
Task 1 .1: Stakeholder Coordination
The MIG Team will coordinate individual'y with Vallco stakeholders through meetings,
phone calls and emails to refine the vision for the South Vallco area, building upon the
outreach and analysis work completed during the General Plan Amendment project.
This coordination will include discussion and refinement of a final site concept that can
be used as the basis for developing the Specific Plan.
Task 12 South Vallco Visioning Workshop
MIG will facilitate a community workshop to refine the vision and site concept for the
South Vallco area. The agenda for this workshop will include: an update on the project,
summary of materials produced to date, and an interactive exercise to refine both the
City of Cupertino:South Vallco Specific Plan 1
overall vision and the site concept. MIG, in coordination with City staff and the project
team, will be responsible for developing content, printing materials and facilitating each
workshop. City staff will be responsible for securing workshop locations, printing and
mailing announcements, and providing food. It is anticipated that two members of MIG
and one member of BAE will attend this workshop.
Task 1.3: Draft South Vallco Specific Plan
The MIG Team will prepare a Specific Plan for the South Vallco area, building upon the
2008 South Vallco Master Plan, 2012 Heart of the City Specific Plan and input received
during previous tasks. The Specific Plan will include area-specific strategies, standards,
design guidelines and implementation actions. Effectively, the MIG Team will take the
existing Master Plan content, update it with new concepts and ideas that come from this
process, and prepare a full Specific Plan that meets all State content requirements.
The Specific Plan will include, at a minimum, the following major sections/components:
• Introduction. MIG will prepare an introduction to the Specific Plan that includes
an executive summary, description of the Plan Area, relationship to the City's
General Plan, and summary of the community outreach process. This
introduction will also include a brief summary of each section of the Specific Plan.
• Existing Conditions. The MIG Team will summarize major existing conditions for
the Specific Plan area, Including land use, economic, mobility and infrastructure
conditions. The MIG Team will rely on the EIR Team for all existing conditions
information related to transportation and infrastructure. The existing conditions
section will also include a summary of key findings and major opportunities.
• Vision and Transformative Strategies. MIG will prepare a summary of the long-
term vision, objectives and transformative strategies for Specific Plan Area, based
on the information received from the Visioning Workshop. The transformative
strategies will act as broad policy statements that define the future of the South
Vallco area.
• Land Use and Community Character. MIG will prepare updated policies,
allowed uses, height and density standards, sustainability measures and energy
efficiency standards for the South Vallco area. This will include detailed design
guidelines for the location, layout, design and landscaping of new or remodeled
buildings. The design guidelines will be highly graphical and include images,
renderings and sketches as appropriate. They will also include specific standards
and requirement necessary to ensure a consistent, identifiable design
throughout the Specific Plan area. The guidelines will not be written as form-
based codes, but rather be a col ection of easy to understand graphics that
clearly articulate the vision for the future of South Vallco.
City of Cupertino:South Vallco Specific Plan 2
• Mobility. MIG will compile and format a section describing future mobility based
on content received from the EIR Team and the City. MIG will not prepare
original information for this section, but will rather rely on the EIR Team for all
text, graphics, figures (e.g., circulation diagram) and analysis related to mobility
necessary to support the Specific Plan process. The information will cover
vehicle, bicycle, pedestrian and transit circulation, as well as parking, within the
Specific Plan area.
• Infrastructure. MIG will compile and format a section describing future
infrastructure systems based on content received from the EIR Team and the
City. MIG will not prepare original information for this section, but will rather rely
on the EIR Team for all text, graphics, figures (e.g., infrastructure plans) and
analysis related to infrastructure necessary to support the Specific Plan process.
The information will cover electrical, telecommunication, water, sewer and storm
drainage systems within the Specific Plan area.
• Implementation Action Plan. MIG and BAE will prepare a detailed, focused
Implementation Action Plan for the South Vallco area. It will be structured as a
table, and will identify and prioritize public and private implementation actions.
Each implementation action will have a unique heading and number, and will
include specific staff/department responsibilities, timeframes and financial/fiscal
resources.
As part of this section, BAE will prepare a comprehensive Finance and
Implementation Strategy to support the Specific Plan. This strategy will be based
on feasibility gaps for identified catalyst, public-private, or other priority projects,
as well as cost identified by others for infrastructure, shared parking, and other
public improvements. These could include various types of assessment districts
or benefit districts (including Infrastructure Finance Districts and Community
Finance Districts), public/private partnerships, grants, and other sources. BAE will
review the applicability of each source, and the range of potential funds. Based
on funding needs and targeted uses and projects, the MIG Team will
recommend a funding strategy that outlines targeted funding sources, amounts,
and timing.
BAE will also prepare a phasing strategy that integrates market potential,
feasibility, public-private partnership opportunities, and funding organized on a
phase-by-phase basis in order to sequence public improvements and targeted
development that will best promote overall Specific Plan goals. The goal of the
phasing strategy will be to focus public improvements and other actions on
those sites and areas with the greatest near-term potential, in order to leverage
limited up-front funds and generEte maximum momentum for subsequent
projects and phases.
City of Cupertino:South Vallco Specific Plan 3
■ Glossary. MIG will prepare a glossary of key abbreviations, acronyms and terms
used in the Specific Plan.
The MIG Team anticipates that the Specific Plan will be approximately 50 pages in
length and include both text and photos. It will also include approximately 10 figures
and three photo simulations/sketch-up models. The Administrative Draft Specific Plan
will be in Word format with graphics attached and referenced in a PDF file. Staff will
provide the MIG Team with one set of co-isolidated and vetted comments on the draft.
The MIG Team will then produce a Screencheck Draft Specific Plan that reflects City staff
comments. The Screencheck Draft plan will be formatted as a highly graphical document
in InDesign. Staff will review the Screencheck Draft plan and provide the MIG Team with
one set of consolidated edits. MIG will then prepare a Public Draft Specific Plan that
reflects City staff comments.
Task 1 .4: Community Open House
MIG will facilitate a citywide open house on the draft South Vallco Specific Plan. MIG will
be available to answer questions about the project and the major components of the
draft plan. This will provide an opportunity for the public to provide feedback on the
draft plan, including the vision, goals, policies and programs. MIG will prepare large
"boards" that summarize new policy and design concepts. MIG, in coordination with
City staff, will be responsible for developing the content, printing materials, and
facilitating the open house. MIG will provide two staff facilitators for this workshop. City
staff will be responsible for securing workshop locations, printing and mailing
announcements, and proving food.
Task 1 .5: Planning Commission Study Sessions
MIG will meet with the Planning Commission twice to provide them an update on the
process, and overview of the Draft South Vallco Specific Plan, and a summary of the
input received from the Stakeholder Group meeting. BAE and David Greensfelder will
attend one of these meetings as needed. The Planning Commission will provide City
staff and MIG their recommendations for refinements to the Draft Specific Plan.
Task 1 .6: City Council Study Sessions
MIG will meet with the City Council twice to provide them an update on the process,
discuss the Draft South Vallco Specific Plan, and discuss feedback and recommendations
received from both the Stakeholder Group and the Planning Commission. BAE and
David Greensfelder will attend one of these meetings as needed. City Council will
provide final direction to City staff and MIG on revisions to the draft Plan.
City of Cupertino:South Vallco Specific Plan 4
Task 1 .7: City Council Adoption Hearings
MIG will prepare materials for and facilitate two public adoption hearings with the City
Council to review and discuss the draft final Specific Plan. BAE and David Greensfelder
will attend one of these meetings as needed. The conclusion of these hearings will be
the City Council's formal adoption of the South Vallco Specific Plan and certification of
the EIR.
Task 1.8: Final Specific Plan
MIG will prepare a Final Vallco Specific Plan based on the direction received from the
City Council. This will include updates to document text, images and graphics.
Phase 1 Deliverables
Item Description Format(s) #of Hard
Copies
Admin Draft South Updated text, graphics, mapping and photo Word/Illustrator/ 10
Vallco Specific Plan simulations that reflect the community's Photoshop
vision for the future of the area.
Finance and Analysis that outlines funding models and Word/Excel 10
Implementation the recommended funding strategy,with a
Strategy sources and uses of funding table that
shows how expenditures will be fully
funded.
Public Draft South Final document that reflects City staff InDesign/Illustrator/ 10
Vallco Specific Plan comments and includes final layout Photoshop
Final South Vallco Final document that reflects City Council InDesign/Illustrator/ 10
Specific Plan direction and includes final layout Photoshop
Stakeholder Group Meeting agenda,sign-in sheet, PowerPoint Word/PPT 50(agendas
Meeting Materials presentation and brief summary per meeting)
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agendas
Study Session Materials and brief summary _ per meeting)
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agendas
Session Materials and brief summary per meeting)
Phase 2: Coordination and Management
Task 2.1 : EIR Team Coordination
MIG will have ongoing calls, emails and meetings with the EIR Team to coordinate their
work with the South Vallco Specific Plan orocess. This will include incorporating
substantive work products they will be producing (traffic, circulation, infrastructure,
noise, air quality/GHG and environmental analysis) into the planning and design
process.
City of Cupertino:South Vallco Specific Plan 5
Task 2.2: Project Management
MIG will have a lead role managing the p,ocess to ensure the project remains on budget
and schedule. This task accounts for MIG's project management and coordination
(emails, calls, data transfers, etc.) City staff.
Phase 2 Deliverables
■ None
City of Cupertino:South Vallco Specific Plan 6
EXHIBIT B—REVISED
SCHEDULE OF PERFORMANCE
Consultant shall perform the Services so as to complete each milestone within the
number of days/weeks specified below. The time to complete each milestone may be
increased or decreased by mutual written agreement of the project managers for
Consultant and City so long as all work is completed within the term of the Agreement.
Consultant shall provide a detailed schedule of work consistent with the schedule below
within 2 weeks of receipt of the notice to proceed.
General Plan Amendment
South Vallco Specific Plan: If City exercises its option to proceed with this plan, project
schedule to be mutually determined in writing within reasonable time following notice
from City to proceed.
MIG Cost/Schedule per Task
General Plan Amendment
Phase 1 (Project Kick-Off and Existing Conditions Analysis)
Timeframe: 11 weeks
Budget: $122,501
Phase 2 (Visioning and Alternatives)
Timeframe: 21 weeks
Budget: $184,347
Phase 3 (Draft General Plan Amendment)
Timeframe: 19 weeks
Budget: $72,330
Phase 4 (Public Hearings and Adoption)
Timeframe: 11 weeks
Budget: $24,330
Phase 5 (Coordination and Management)
Timeframe:ongoing (60 weeks)
Budget: $71,638
Direct Costs: $25,856
Total contract timeframe: 60 weeks (note: some phases overlap)
Total contract budget: $501,002
South Vallco Specific Plan
Phase 1 (South Vallco Specific Plan)
Timeframe: 48 weeks
Budget: $162,533
Phase 2 (Coordination and Management)
Timeframe: 48 weeks
Budget: $29,010
Direct Costs: $13,075
Total project timeframe: 48 weeks
Total project budget: $204,618
EXHIBIT C—]REVISED
COMPENSATION
GENERAL PLAN AMENDMENT
City shall compensate Consultant for professional services performed for the General
Plan Amendment in accordance with the terms and conditions of this Agreement based
on the rates and compensation schedule set forth below. Compensation shall be
calculated based on the hourly rates set forth below up to the not to exceed budget
amount for each task set forth below.
The compensation to be paid to Consultant under this Agreement for all services
described in Exhibit"A"and reimbursable expenses shall not exceed the amounts set
forth below, for a total amount for the services described in Exhibit A not to exceed
$501,002. Any work performed or expenses incurred for which payment would result in a
total exceeding the maximum amount of compensation set forth herein shall be at no cost
to the City.
Task Not-to-exceed Amount
Phase 1 $122,501
Phase 2 $184,347
Phase 3 $72,330
Phase 4 $24,330
Phase 5 $71,638
Direct Costs $25,856
Total Not to Exceed Amount $501,002
Rates
Principal-in-Charge: $295 per hour
Project Principal: $195 per hour
Urban Designer: $195 per hour
Project Manager: $135 per hour
Urban Design Assoc: $100 per hour
Outreach Associate: $90 per hour
Project Admin: $125 per hour
Invoices
In order to request payment, Consultant shall submit monthly invoices to the CITY
describing the services performed and the applicable charges (including an identification
of personnel who performed the services, hours worked, task(s) for which work was
performed, hourly rates, and reimbursable expenses), based upon Consultant's billing
rates.
Additional Services
Consultant shall provide additional services outside of the services identified in Exhibit A
only by advance written authorization from the City's Project Manager prior to
commencement of any additional services. Consultant shall submit, at the Project
Manager's request, a detailed written proposal including a description of the scope of
additional services, schedule, and proposed maximum compensation.
EXHIBIT C-1 -REVISED
COMPENSATION
VALLCO SPECIFIC PLAN
If City chooses to exercise its option to have Consultant perform the Services set forth in
Exhibit A-1 (Scope, South Vallco Specific Plan), City shall compensate Consultant for
such services in accordance with the terms and conditions of this Agreement based on the
rates and compensation schedule set forth below.
The compensation to be paid to Consultant under this Agreement for all services
described in Exhibit"A-1"and reimbursable expenses shall not exceed the amounts set
forth below, for a total amount for the services described in Exhibit A-1 not to exceed
$204,618. Any work performed or expenses incurred for which payment would result in a
total exceeding the maximum amount of compensation set forth herein shall be at no cost
to the City.
Task Not-to-exceed Amount
Phase 1 $162,533
Phase 2 $29,010
Direct Costs $13,075
Total Not to Exceed Amount $204,618
Rates
Principal-in-Charge: $295 per hour
Project Principal: $195 per hour
Urban Designer: $195 per hour
Project Manager: $135 per hour
Urban Design Assoc: $100 per hour
Outreach Associate: $90 per hour
Project Admin: $125 per hour
Invoices
In order to request payment, Consultant shall submit monthly invoices to the CITY
describing the services performed and the applicable charges (including an identification
of personnel who performed the services, hours,worked, task(s) for which work was
performed, hourly rates, and reimbursable expenses), based upon Consultant's billing
rates.
Additional Services
Consultant shall provide additional services outside of the services identified in Exhibit A
only by advance written authorization from the City's Project Manager prior to
commencement of any additional services. Consultant shall submit, at the Project
Manager's request, a detailed written proposal :including a description of the scope of
additional services, schedule, and proposed maximum compensation.
OFFICE OF THE CITY CLERK
CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
41".194, TELEPHONE: (408)777-9223• FAX: (408) 777-3366
WEBSITE:www.cupertino.org
CUPERTINO
April 9, 2013
MIG, Inc.
800 Hearst Avenue
Berkeley, CA 94710
Re: Consultant Services for General Plan Amendment
An original copy of your agreement with the City of Cupertino is enclosed. If you have any
questions or need additional information, please contact the Planning department at (408) 777-
3308.
Sincerely,
Kirsten Squarcia
Deputy City Clerk
Enclosure
cc: Planning
AGREEMENT BETWEEN THE CITY OF CUPERTINO
AND p6 S
MIG„Inc /
FOR CONSULTANT SERVICES FOR GENERAL PLAN AMENDMENT
THIS AGREEMENT, for reference dated March 6, 2013, is by and between CITY OF
CUPERTINO, a municipal corporation(hereinafter referred to as "City"), and MIG, Inc,
a California corporation, whose address is 800 Hearst Avenue, Berkeley, California
94710 (hereinafter referred to as "Consultant"), and is made with reference to the
following: �`l/74-1-C 6/
RECITALS:
A. City is a municipal corporation duly organized and validly existing under
the laws of the State of California with the power to carry on its business as it is now
being conducted under the Constitution and the statutes of the State of California and the
Cupertino Municipal Code.
B. Consultant is specially trained, experienced and competent to perform the
special services which will be required by this Agreement; and
C. City and Consultant desire to enter into an agreement for$476,096 upon
the terms and conditions herein.
NOW, THEREFORE, it is mutually agreed by and between the undersigned
parties as follows:
1. TERM:
The term of this Agreement shall commence on March 6, 2013, and shall terminate on
December 31, 2014, unless terminated earlier as set forth herein.
2. SERVICES TO BE PERFORMED:
Consultant shall perform each and every service set forth in Exhibit "A" and, if
authorized, Exhibit"A-1," according to the project schedule set forth in Exhibit B, which
exhibits are attached hereto and incorporated herein by this reference, in accordance with
the terms and conditions set forth in this agreement.
Consultant's Project Manager to represent consultant during the day-to-day work
on the Project is Dan Amsden, AICP. Consultant's Project Manager shall have
supervisory responsibility for the performance, progress, and execution of the Services. If
circumstances cause the substitution of the project manager, project coordinator, or any
other key personnel for any reason,the appointment of a substitute project manager and
the assignment of any key new or replacement personnel will be subject to the prior
written approval of the City. Consultant, at City's request, also agrees to promptly
remove personnel who City finds do not perform the Services in an acceptable manner.
3. COMPENSATION TO CONSULTANT:
Consultant shall be compensated for services performed pursuant to this
Agreement in the amounts set forth in Exhibits "C" and, if authorized, Exhibit"C-1"
which are attached hereto and incorporated herein by this reference. Payment shall be
made by checks drawn on the treasury of the City 110-4524.
Consultant shall submit monthly invoices to the City in accordance with the
provisions set forth in Exhibits "C" and"C-1."
4. TIME IS OF THE ESSENCE:
Consultant and City agree that time is of the essence regarding the performance of
this Agreement.
5. STANDARD OF CARE:
Consultant agrees to perform all services hereunder in a manner commensurate
with the prevailing standards of like professionals in the San Francisco Bay Area and
agrees that all services shall be performed by qualified and experienced personnel who
are not employed by the City nor have any contractual relationship with City.
6. INDEPENDENT PARTIES:
City and Consultant intend that the relationship between them created by this
Agreement is that of employer-independent contractor. The manner and means of
conducting the work are under the control of Consultant, except to the extent they are
limited by statute, rule or regulation and the express terms of this Agreement. No civil
service status or other right of employment will be acquired by virtue of Consultant's
services. None of the benefits provided by City to its employees, including but not
limited to, unemployment insurance, workers' compensation plans, vacation and sick
leave are available from City to Consultant, its employees or agents. Deductions shall
not be made for any state or federal taxes, FICA payments, PERS payments, or other
purposes normally associated with an employer-employee relationship from any fees due
Consultant. Payments of the above items, if required, are the responsibility of
Consultant.
6. IMMIGRATION REFORM AND CONTROL ACT (IRCA):
Consultant assumes any and all responsibility for verifying the identity and
employment authorization of all of his/her employees performing work hereunder,
pursuant to all applicable IRCA or other federal, or state rules and regulations.
Consultant shall indemnify and hold City harmless from and against any loss, damage,
liability, costs or expenses arising from any noncompliance of this provision by
Consultant.
7. NON-DISCRIMINATION:
Consistent with City's policy that harassment and discrimination are unacceptable
employer/employee conduct, Consultant agrees that harassment or discrimination
directed toward a job applicant, a City employee, or a citizen by Consultant or
Consultant's employee or subcontractor on the basis of race, religious creed, color,
national origin, ancestry, handicap, disability, marital status, pregnancy, sex, age, or
sexual orientation will not be tolerated. Consultant agrees that any and all violations of
this provision shall constitute a material breach of this Agreement.
8. HOLD HARMLESS:
Consultant shall, to the fullest extent allowed by law, with respect to all services
performed in connection with the Agreement, indemnify, defend, and hold harmless the
City and its officers, officials, agents, employees and volunteers from and against any and
all liability, claims, actions, causes of action or demands whatsoever against any of them,
including any injury to or death of any person or damage to property or other liability of
any nature, whether physical, emotional, consequential or otherwise, arising out,
pertaining to, or related to the performance of this Agreement by Consultant or
Consultant's employees, officers, officials, agents or independent contractors. Such costs
and expenses shall include reasonable attorneys' fees of counsel of City's choice, expert
fees and all other costs and fees of litigation.
9. INSURANCE:
On or before the commencement of the term of this Agreement, Consultant shall
furnish City with certificates showing the type, amount, class of operations covered,
effective dates and dates of expiration of insurance coverage in compliance with
paragraphs 9A, B, C, D and E. Such certificates, which do not limit Consultant's
indemnification, shall also contain substantially the following statement: "Should any of
the above insurance covered by this certificate be canceled or coverage reduced before
the expiration date thereof, the insurer affording coverage shall provide thirty(30) days'
advance written notice to the City of Cupertino by certified mail, Attention: City
Manager." It is agreed that Consultant shall maintain in force at all times during the
performance of this Agreement all appropriate coverage of insurance required by this
Agreement with an insurance company that is acceptable to City and licensed to do
insurance business in the State of California. Endorsements naming the City as
additional insured shall be submitted with the insurance certificates.
A. COVERAGE:
Consultant shall maintain the following insurance coverage:
(1) Workers' Compensation:
Statutory coverage as required by the State of California.
(2) Liability:
Commercial general liability coverage in the following minimum
limits:
Bodily Injury: $500,000
each occurrence
$1,000,000
aggregate - all other
Property Damage: $100,000 each occurrence
$250,000 aggregate
If submitted, combined single limit policy with aggregate limits in
the amounts of$1,000,000 will be considered equivalent to the
required minimum limits shown above.
(3) Automotive:
Comprehensive automotive liability coverage in the following
minimum limits:
Bodily Injury: $500,000 each occurrence
Property Damage: $100,000 each occurrence
or
Combined Single Limit: $500,000 each occurrence
(4) Professional Liability:
Professional liability insurance which includes coverage for the
professional acts, errors and omissions of Consultant in the amount
of at least $1,000,000.
B. SUBROGATION WAIVER:
Consultant agrees that in the event of loss due to any of the perils for which
he/she has agreed to provide comprehensive general and automotive liability insurance,
Consultant shall look solely to his/her insurance for recovery. Consultant hereby grants
to City, on behalf of any insurer providing comprehensive general and automotive
liability insurance to either Consultant or City with respect to the services of Consultant
herein, a waiver of any right to subrogation which any such insurer of said Consultant
may acquire against City by virtue of the payment of any loss under such insurance.
C. FAILURE TO SECURE:
If Consultant at any time during the term hereof should fail to secure or maintain
the foregoing insurance, City shall be permitted to obtain such insurance in the
Consultant's name or as an agent of the Consultant and shall be compensated by the
Consultant for the costs of the insurance premiums at the maximum rate permitted by law
and computed from the date written notice is received that the premiums have not been
paid.
D. ADDITIONAL INSURED:
City, its City Council, boards and commissions, officers, employees and
volunteers shall be named as an additional insured under all insurance coverages, except
any professional liability insurance, required by this Agreement. The naming of an
additional insured shall not affect any recovery to which such additional insured would
be entitled under this policy if not named as such additional insured. An additional
insured named herein shall not be held liable for any premium, deductible portion of any
loss, or expense of any nature on this policy or any extension thereof. Any other
insurance held by an additional insured shall not be required to contribute anything
toward any loss or expense covered by the insurance provided by this policy.
E. SUFFICIENCY OF INSURANCE:
The insurance limits required by City are not represented as being sufficient to
protect Consultant. Consultant is advised to confer with Consultant's insurance broker to
determine adequate coverage for Consultant.
10. CONFLICT OF INTEREST:
Consultant warrants that it is not a conflict of interest for Consultant to perform
the services required by this Agreement. Consultant may be required to fill out a conflict
of interest form if the services provided under this Agreement require Consultant to make
certain governmental decisions or serve in a staff capacity as defined in Title 2, Division
6, Section 18700 of the California Code of Regulations.
11. PROHIBITION AGAINST TRANSFERS:
Consultant shall not assign, sublease, hypothecate, or transfer this Agreement, or
any interest therein, directly or indirectly, by operation of law or otherwise, without prior
written consent of City. Any attempt to do so without said consent shall be null and void,
and any assignee, sublessee, hypothecate or transferee shall acquire no right or interest by
reason of such attempted assignment, hypothecation or transfer. However, claims for
money by Consultant from City under this Agreement may be assigned to a bank, trust
company or other financial institution without prior written consent. Written notice of
such assignment shall be promptly furnished to City by Consultant.
The sale, assignment, transfer or other disposition of any of the issued and
outstanding capital stock of Consultant, or of the interest of any general partner or joint
venturer or syndicate member or cotenant, if Consultant is a partnership or joint venture
or syndicate or cotenancy, which shall result in changing the control of Consultant, shall
be construed as an assignment of this Agreement. Control means fifty percent (50%) or
more of the voting power of the corporation.
12. SUBCONTRACTOR APPROVAL:
Unless prior written consent from City is obtained, only those people and
subcontractors whose names and resumes are attached to this Agreement shall be used in
the performance of this Agreement. Consultant may change or add subcontractors only
with the prior written approval of City.
In the event that Consultant employs subcontractors, such subcontractors shall be
required to furnish proof of workers' compensation insurance and shall also be required to
carry general, automobile and professional liability insurance in reasonable conformity to
the insurance carried by Consultant. In addition, any work or services subcontracted
hereunder shall be subject to each provision of this Agreement.
13. PERMITS AND LICENSES:
Consultant, at his/her sole expense, shall obtain and maintain during the term of
this Agreement, all appropriate permits, certificates and licenses including, but not
limited to, a City Business License, that may be required in connection with the
performance of services hereunder.
14. REPORTS:
A. Each and every report, draft, work product, map, record and other
document, hereinafter collectively referred to as "Report", reproduced, prepared or
caused to be prepared by Consultant pursuant to or in connection with this Agreement,
shall be the exclusive property of City. Consultant shall not copyright any Report
required by this Agreement and shall execute appropriate documents to assign to City the
copyright to Reports created pursuant to this Agreement. Any Report, information and
data acquired or required by this Agreement shall become the property of City, and all
publication rights are reserved to City. Consultant may retain a copy of any report
furnished to the City pursuant to this Agreement.
B. All Reports prepared by Consultant may be used by City in execution or
implementation of:
(1) The original Project for which Consultant was hired;
(2) Completion of the original Project by others;
(3) Subsequent additions to the original project; and/or
(4) Other City projects as appropriate.
C. Consultant shall, at such time and in such form as City may require,
furnish reports concerning the status of services required under this Agreement.
D. All Reports required to be provided by this Agreement shall be printed on
recycled paper. All Reports shall be copied on both sides of the paper except for one
original, which shall be single sided.
E. No Report, information or other data given to or prepared or assembled by
Consultant pursuant to this Agreement shall be made available to any individual or
organization by Consultant without prior approval by City.
15. RECORDS:
Consultant shall maintain complete and accurate records with respect to sales,
costs, expenses, receipts and other such information required by City that relate to the
performance of services under this Agreement.
Consultant shall maintain adequate records of services provided in sufficient
detail to permit an evaluation of services. All such records shall be maintained in
accordance with generally accepted accounting principles and shall be clearly identified
and readily accessible. Consultant shall provide free access to such books and records to
the representatives of City or its designees at all proper times, and gives City the right to
examine and audit same, and to make transcripts therefrom as necessary, and to allow
inspection of all work, data, documents,proceedings and activities related to this
Agreement. Such records, together with supporting documents, shall be kept separate
from other documents and records and shall be maintained for a period of three (3) years
after receipt of final payment.
If supplemental examination or audit of the records is necessary due to concerns
raised by City's preliminary examination or audit of records, and the City's supplemental
examination or audit of the records discloses a failure to adhere to appropriate internal
financial controls, or other breach of contract or failure to act in good faith, then
Consultant shall reimburse City for all reasonable costs and expenses associated with the
supplemental examination or audit.
16. NOTICES:
All notices, demands, requests or approvals to be given under this Agreement
shall be given in writing and conclusively shall be deemed served when delivered
personally or on the second business day after the deposit thereof in the United States
Mail, postage prepaid, registered or certified, addressed as hereinafter
provided.
All notices, demands, requests, or approvals from Consultant to City shall be
addressed to City at:
City of Cupertino
10300 Torre Ave.
Cupertino CA 95014
Attention: Aarti Shrivastava, Director of Community Development
All notices, demands, requests, or approvals from City to Consultant shall be
addressed to Consultant at:
MIG, Inc.
800 Hearst Avenue
Berkeley, California 94710
Attention: Daniel Iacofano, FASLA, FAICP
17. TERMINATION:
In the event Consultant fails or refuses to perform any of the provisions hereof at
the time and in the manner required hereunder, Consultant shall be deemed in default in
the performance of this Agreement. If such default is not cured within within the time
specified after receipt by Consultant from City of written notice of default, specifying the
nature of such default and the steps necessary to cure such default, City may terminate
the Agreement forthwith by giving to the Consultant written notice thereof
City shall have the option, at its sole discretion and without cause, of terminating
this Agreement by giving seven (7) days'prior written notice to Consultant as provided
herein. Upon termination of this Agreement, each party shall pay to the other party that
portion of compensation specified in this Agreement that is earned and unpaid prior to the
effective date of termination.
18. COMPLIANCES:
Consultant shall comply with all slate or federal laws and all ordinances, rules and
regulations enacted or issued by City.
19. CONFLICT OF LAW:
This Agreement shall be interpreted under, and enforced by the laws of the State
of California excepting any choice of law rules which may direct the application of laws
of another jurisdiction. The Agreement and obligations of the parties are subject to all
valid laws, orders, rules, and regulations of the authorities having jurisdiction over this
Agreement (or the successors of those authorities.)
Any suits brought pursuant to this Agreement shall be filed with the courts of the
County of Santa Clara, State of California.
20. ADVERTISEMENT:
Consultant shall not post, exhibit, display or allow to be posted, exhibited,
displayed any signs, advertising, show bills, lithographs, posters or cards of any kind
pertaining to the services performed under this Agreement unless prior written approval
has been secured from City to do otherwise.
21. WAIVER:
A waiver by City of any breach of any term, covenant, or condition contained
herein shall not be deemed to be a waiver of any subsequent breach of the same or any
other term, covenant, or condition contained herein, whether of the same or a different
character.
22. INTEGRATED CONTRACT:
This Agreement represents the full and complete understanding of every kind or
nature whatsoever between the parties hereto, and all preliminary negotiations and
agreements of whatsoever kind or nature are merged herein. No verbal agreement or
implied covenant shall be held to vary the provisions hereof Any modification of this
Agreement will be effective only by written execution signed by both City and
Consultant.
22. INSERTED PROVISIONS:
Each provision and clause required by law to be inserted into the Agreement shall
be deemed to be enacted herein, and the Agreement shall be read and enforced as though
each were included herein. If through mistake or otherwise, any such provision is not
inserted or is not correctly inserted, the Agreement shall be amended to make such
insertion on application by either party.
23. CAPTIONS:
The captions in this Agreement are for convenience only, are not a part of the
Agreement and in no way affect, limit or amplify the terms or provisions of this
Agreement.
IN WITNESS WHEREOF, the parties have caused the Agreement to be executed.
CONSULTANT CITY OF CUPERTINO
A Municipal Corporation
MIG
• a • , By/ fog' 1/
Title Title Director Community Dev
Date_31,2,11 I 1 3 Date 03/23/3
RECOMMENDED FOR APPROVAL:
By _
Title City anager
APP' O VED AS T• FORM:
/
By _Lie. J • /'A
City Attorney /
ATTEST:
By (11./ /44.A.4
City Clerk U //I ! 3
70 iv
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M I G
City of Cupertino General Plan Amendment
Revised Work Plan
Updated January 29, 2013
The following Work Plan outlines a logical series of phases and tasks to complete the
General Plan Amendment, with information from each step creating the foundation for
the next step. Our approach allows City staff, stakeholders, other agencies, EIR Team,
Planning Commission, City Council and the community ample opportunity to review and
comment on the information compiled during each phase. Our process includes an
extensive, inclusive public participation and outreach program that includes innovative
and proven high tech and high touch tools that will result in genuine community
participation in this important project. This approach ensures that the community will be
kept well informed and actively engaged in the General Plan Amendment process,
which will result an updated General Plan with a higher level of acceptance, user-
friendliness and legal compliance.
Phase 1 : Project Kick-Off and Existing Conditions Analysis
Task 1.1: Project Kick-Off Meeting and Opportunity Sites Tour
At the beginning of the project, the MIG Team will attend a project kick-off meeting with
City staff and tour the seven opportunity sites that will be a part of this project. City staff
will be responsible for all meeting and tour logistics (e.g., scheduling meetings, meeting
facilities, van for City tour, etc.). This all day event will have four primary components:
1. Meeting with City Project Manager. The MIG Team and the City's Project
Manager will meet to discuss the overall project and develop project
management, communication, invoicing and billing protocols. The kick-off
meeting will provide an opportunity for the MIG Team to collaborate with the
City to finalize the project framework and refine the customized outreach
approach.
2. Opportunity sites tour. City staff will lead the MIG Team on a tour of seven
opportunity sites, including the South Vallco area , that will comprise the focus of
this General Plan Amendment project. This will include discussing issues and
opportunities for each opportunity site. MIG will photo-document each site for
use in subsequent presentations and work products.
3. Meetings with individual departments. The MIG Team will meet individually
with City departments for their respective topic areas. During these meetings the
MIG Team will discuss major goals of the project and collect hard copy or digital
files of existing data, reports, entitlement and zoning documents, and plans from
City staff.
City of Cupertino:General Plan Amendment 1
Revised Work Plan Updated January 29,2013
4. Identification of key issues and opportunities. The MIG Team, working with
City staff, will develop a preliminary list of major issues and opportunities for
each opportunity site.
Task 1.2: Refined Work Plan
MIG will work with City staff to determine the final overall work plan for the project. This
will include refining the work program, preparing a detailed project schedule and
developing a management structure that will be critical components to ensure project
deadlines are met and the update is completed on-time and on-budget. This will
provide an opportunity to refine the approach for how the MIG Team will coordinate
with the separately retained EIR Team.
Task 1.3: Community Participation and Outreach Plan
MIG will develop a comprehensive Community Participation and Outreach Plan in
coordination with City staff to identify how best to conduct outreach to community
members during the project. The initial Plan will include components such as a schedule,
key priorities, structure, community involvement and outreach activities, and
identification of key stakeholders and relationships. It will also include a detailed process
schedule that illustrates the sequence and timing of project activities in a succinct
format. It is likely that the Plan may be updated or revised throughout the course of the
project as issues and policies unfold. We have included stakeholder group meetings,
community workshops and public hearings throughout this work plan. In addition, the
following are some key innovative outreach and engagement tools that MIG will utilize
throughout the project (note: the budget for this task includes production of the
following materials):
• News Media Interviews. MIG, in c:oordination with City staff, will participate in
either a televised interview with a local news station or a phone interview with a
local newspaper at the onset of the project. This interview will include a summary
of the project, why the project is so important to Cupertino, and how people can
get involved. Appropriate media (video or newspaper article) will be posted on
the project website and will serve as an introduction for people interested in the
project.
• Press Releases. MIG will prepare -our press releases, one during each major
phase of the process. Each press release will include a brief summary of where
we are in the process, what has been produced to date, what is currently being
reviewed/prepared, and how people can get involved. MIG will submit all press
releases to City staff for review prior to sending them to news media. Press
releases will also serve as a means for advertising upcoming community
workshops, meetings, and public Hearings.
City of Cupertino:General Plan Amendment 2
Revised Work Plan Updated January 29,2013
• Community Group Presentations. In addition to the Stakeholder Group
meetings, MIG will prepare materials for and facilitate up to five meetings with
community interest groups and citizen committees in Cupertino. These meetings
will provide and opportunity for MIG/City staff to present the project and receive
input from the groups on the major issues and opportunities, vision, alternatives,
and/or the draft General Plan Amendment. MIG will work with City staff to
schedule these meetings.
• Email Updates. City staff will develop and provide MIG a comprehensive list of
email addresses for people interested in the project. This list will be expanded
during the course of the project as necessary. MIG will prepare and send regular
email updates to maintain interest in the project and generate participation (5
total).
• Newsletters. MIG will prepare four project newsletters that include succinct,
focused text with clean graphics. The newsletters will be customized for each
phase of the project, but will generally include a summary of why the City is
conducting the project, what the schedule is, why members of the public should
be interested in the process, and how people can get directly involved. Each
newsletter will also include current information on the project and upcoming
public input opportunities. Each newsletter will be two-sided 11x17 sheets, that
will be folded once to create a booklet. MIG will post a digital version of each
newsletter on the project website, distribute them via email blasts, and provide
hard copies to the City. •
• Project Flyers and Mass Mailings. MIG will prepare four highly-graphical
handout flyers that will be used during each major phase to advertise the project
and upcoming community workshops and public hearings. The flyers will be
single-sided 11x17 sheets that can be posted by City staff throughout the City to
bring attention to the project. The flyers could also be mass-mailed to residents
and businesses throughout Cupertino. The budget assumes that MIG will be
responsible for printing the flyers and the City would be responsible for mailing
the flyers.
Task 1.4: Decision Maker and City Staff Retreat
At the onset of the project, MIG will hold a half-day retreat with City Council Members,
Planning Commissioners and senior staff to discuss the General Plan Amendment
purpose and process. For efficiency, this retreat may coincide with the project kick-off
meeting and site tour (e.g., kick-off in the morning, tour in the afternoon, retreat in the
evening). This retreat will include a discussion on the legal and regulatory role of the
City's general plan and zoning ordinance, overview of the community participation and
outreach process, and discussion of how issues will be identified, analyzed and
addressed during the Amendment process. The retreat will provide an opportunity for
City of Cupertino:General Plan Amendment 3
Revised Work Plan Updated January 29,2013
decision makers to ask questions about the process, and for City staff and MIG to get a
better understanding of what the key objectives are for the project.
Task 1.5: Stakeholder Group Formation and Interviews
MIG will work with City staff to confirm the final list of Stakeholder Group members. The
initial list, which may be expanded, includes: neighborhood groups; citizens groups
(Concerned Citizens of Cupertino, Cupert no Against Rezoning); Chamber of Commerce
Legislative Action Committee; local businesses and developers/builders; and
opportunity site ownership groups. Once the list is finalized, MIG will conduct up to ten
one-on-one or small group stakeholder interviews/meetings. These interviews are
expected to be informal meetings that last approximately one hour. MIG will coordinate
with City staff on a final list of questions, but it should include a discussion on their
individual vision, issues and assets for the project and various opportunity sites. City staff
will be responsible for contacting the stakeholders and setting up the interview
meetings.
Task 1.6: Project Website Development and Maintenance
MIG will create and host a stand-alone web site for the project using MIG's suite of web-
based tools, TownSquareTM. The website will contain current information on status of the
project, downloadable documents and presentations, and a way to send information
and input to appropriate project staff. The website will include a moderated blog and
options for an online survey. MIG will provide reporting of site statistics and network
performance as requested by City staff. MIG will work with City staff and the project
team to determine final website features and content, however, we anticipate using
some combination of the following tools:
• Administrative Center: simple website management tools for City staff and the
MIG Team;
• Comment Publisher: this tool can be used for registered users to provide web-
based comments on the planning documents, as well as on other items;
• Calendar and Event Manager;
• Document Library;
• Featured News;
• Interactive Survey;
• Integrated Search;
• Virtual Meeting: Interactive tool to engage community members online, utilizing
the same materials developed for main workshops;
• Content Management: Site administrators can edit any of the site's content
pages and easily link pages to a library folder or any other site information;
• User, Group, and Folder Permissions Management to allow multiple levels of
access for web site administration, City staff and public; and
• Google Translate toolbar, which will allow users to easily translate the website
into over 60 different languages.
City of Cupertino:General Plan Amendment 4
Revised Work Plan Updated January 29,2013
Once the project is completed, MIG will send the City electronic copies of all website
materials and content to be reloaded on the City's website. MIG retains ownership of all
underlying software and publishing tools. Reporting of site statistics, usage, and network
performance at the request of City staff but no more frequently than quarterly.
Task 1.7: Base Maps and GIS
MIG will collect and review GIS data from the City, including existing land use, General
Plan land use designations, zoning, existing jobs or non-residential square footage per
parcel, street centerlines and county assessor data. Building footprint and height
attributes are also desirable, if available. All information will be assumed to be accurate
and up-to-date. MIG, in coordination with the City, will define and format a series of
existing conditions base maps for the opportunity sites that will be used throughout the
process. MIG will prepare a total of five maps for the opportunity sites: existing land use,
existing general plan, zoning designation, property ownership, and building size (height
and square feet). We will ensure all maps have a uniform style, legend and title block. At
the culmination of the project, MIG will provide the City with the GIS maps and
associated files developed during the process. All GIS data and mapping prepared for
the project will be developed consistent with City protocols and data formats to ensure
easy integration into the City's information system upon project completion.
Task 1.8: Settings and Opportunities Report
The MIG Team will conduct an analysis of the existing conditions of each of the seven
key opportunity sites. This will include summarizing existing uses, site attributes, mobility
characteristics and overall urban design. This analysis will be compiled into an in-depth
Settings and Opportunities Report. The report will include key findings and
opportunities associated with each opportunity site, and the base maps prepared during
the previous task. The report will include narrative, synthesis mapping, photo
documentation, illustrative examples from comparable communities and other graphics
as appropriate, and will be approximately 50 pages. The report will be highly visual and
easy-to-read. As such, it will be created in a PowerPoint format to provide maximum
digital accessibility.
Task 1.9: Stakeholder Group Meeting
MIG will meet with the Stakeholder Group to provide them an update on the project
and discuss the Settings and Opportunities Report. MIG will facilitate a discussion to
identify additional opportunities or challenges that should be included in the planning
process.
Task 1.10: Planning Commission Study Session
City of Cupertino:General Plan Amendment 5
Revised Work Plan Updated January 29,2013
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Settings and Opportunities Report, and present feedback received from the
Stakeholder Group. The Planning Commission will provide their insights on additional
issues and opportunities to be addressed during the project.
Task 1.11: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the Settings and Opportunities Report, and present feedback received from both the
Stakeholder Group and Planning Commission. The City Council will provide City staff
and the MIG Team feedback on the report and other project insights.
Task 1 Deliverables
Item Description Format(s) #of Hard
Copies
Kick-Off Meeting Meeting agenda,sign-in sheet, PowerPoint Word/PDF/PPT/ 10
Materials presentation and brief summary. Includes a JPEG
photo database from the sites tour
Refined Work Plan Refinements to scope,schedule and Word/PDF 0
process, if needed
Community Detailed strategy for hew MIG and City will Word/PDF 0
Participation and conduct community participation and
Outreach Plan outreach, including a process schedule
Stakeholder Interview Brief summaries of each stakeholder Word/PDF 10
Summaries interview for City staff and MIG records
Newsletters Highly graphical with succinct text. MIG will InDesign/PDF 400(100
produce four total each series)
Project Flyers Highly graphical with succinct text. MIG will InDesign/PDF 200(50 each
produce four total series)
Project Website Full,stand-alone project website designed, HTML/CSS/Flash/ 0
hosted and managed by MIG PDF
Base Maps Existing conditions maps showing various GIS/Illustrator 0
design and environmental features
Settings and Detailed summary of the existing setting, Word/PDF 10
Opportunities Report opportunities and major findings of each of
the key opportunity sites
Stakeholder Group Meeting agenda, sign-in sheet, PowerPoint Word/PPT 50(agenda)
Meeting Materials presentation and brief summary
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
City of Cupertino:General Plan Amendment 6
Revised Work Plan Updated January 29,2013
Phase 2: Visioning and Alternatives
Task 2.1: Stakeholder Group Meeting
MIG will meet with the Stakeholder Group to develop a future vision for the opportunity
sites, including the Vallco Shopping Center site, and the larger Cupertino community.
This visioning session will be an interactive, facilitated discussion. MIG will record the
discussion on large wall graphic paper in order to work through the ideas and reach
consensus on the major components of the vision. In order to focus the discussion, we
will use existing City Council ideas and direction as a starting point for framing the vision
discussion.
Task 2.2: Community Workshop —Visioning
MIG will facilitate a community workshop to refine the vision for the key opportunity
sites, including the South Vallco area. The agenda for this workshop will include: an
update on the project, summary of materials produced to date, and an interactive
exercise to refine an overall vision for the key opportunity sites and identify major land
use and circulation goals. We will use current City Council and Stakeholder Group input
as the starting point for working with the community to refine the vision. MIG, in
coordination with City staff, will be responsible for developing content, printing
materials and facilitating each workshop. MIG will provide one facilitator and one
graphic recorder for this workshop. City staff will be responsible for securing workshop
locations, printing and mailing announcements, and providing food.
Task 2.3: Vision and Transformative Strategies Framework
Based on the input received during earlier tasks, and in close coordination with City
staff, MIG will develop a Vision and Transformative Strategies Framework for the
General Plan Amendment. This framework will include a vision for future growth and
revitalization of the key opportunity sites. The vision will be followed by a series of
transformative strategies necessary to create positive change on the key opportunity
sites and throughout the larger Cupertino community. The transformative strategies will
then be followed by broad goals and objectives for the general plan amendment. The
Vision and Transformative Strategies will be prepared as a one-sided 11x17 document.
MIG will submit a draft for City staff review, and will produce a revised version public
draft that reflects staff edits.
Task 2.4: Market Study
BAE will prepare a full market feasibility study of retail, hotel and office uses in Cupertino
and its surrounding market trade area in order to inform allocation recommendations for
office, retail and hotel uses. This will include an extensive analysis of existing built space,
City of Cupertino:General Plan Amendment 7
Revised Work Plan Updated January 29,2013
employment trends, local real estate market dynamics and trends demographic trends
driving the demand for new types of commercial real estate products.
BAE will use information gathered from a variety of sources to complete this effort.
These include previous plans and analyses conducted in Cupertino as well as
demographic and economic data from the Census, ABAG, the CA State Department of
Finance, and Nielsen (a national vendor o':demographic estimates and projections).
Data on commercial real estate conditions will be obtained from brokers and others
active in the regional market for commercial, office, and hotel/conference center space.
Baseline retail sales data will be obtained from published State Board of Equalization
reports, and additional unpublished data provided by the City (which may have more
current data than the published reports, and may be able to provide information on
taxable retail sales for the four commercial districts, either in total or by some major
store categories. BAE will also request data from the Board of Equalization by more
detailed categories to get a more detailed picture of specialty retail in the Town. The
recently released 2007 Economic Census should also provide insights, for retail sales and
other business sectors in Cupertino. In addition to data provided by the City as
available, BAE and David Greensfelder will also interview key retailers, brokers, shopping
center owners, and other business community representatives (e.g., merchant
association staff) to determine the customer base for the existing commercial districts.
Office Market
The office market analysis will focus in par:icular on the needs of high-tech firms of all
sizes, including large established companies as well as start-ups and entrepreneurs
seeking flexible incubator and meeting space. The analysis will document long-term
office absorption trends in Cupertino and Silicon Valley and will present a range of
future supportable office development scenarios to inform the increase of office
development allocations within the General Plan Amendment.
Hotel Market
BAE will prepare a market analysis of existing hotels (including extended stay and
hotel/conference centers) and present key revenue and occupancy data from Smith
Travel Research to assess demand for additional hotel or conference space in Cupertino.
As with the office market analysis, this task will inform allocation recommendations for
the General Plan Amendment.
Retail Sales Leakage Analysis
The Retail Analysis will include three major steps. First, BAE will use data from the State
Board of Equalization and the City to examine retail sales and use tax trends. BAE will
analyze trends by major store category, as well as on a per capita basis for Cupertino
and the larger trade area, and compare these patterns to similar areas in the Bay Area to
identify the City's strengths and weaknesses. BAE will also profile retail market
conditions, including rental and vacancy rates at Cupertino's key retail nodes. To the
extent confidential store-by-store data and square footage can be accessed, BAE will
City of Cupertino:General Plan Amendment 8
Revised Work Plan Updated January 29,2013
also characterize the performance of existing outlets relative to industry standards and
comparable stores.
Task 2.5: Allocation Analysis Report
BAE will prepare a comprehensive Allocation Analysis Report that includes
recommendations for the total amount of new development allocations (commercial,
office and hotel) based on land use, urban design and economic data. In order to
identify new retail opportunities, BAE will complete a "supportable square feet"
analysis. As part of this process, BAE will identify current leakage/injections of sales by
store category, estimate potential additional sales capture, and convert capturable sales
into supportable square feet. The analysis will focus on the potential for local-serving
community and regional-serving retail, and will consider improvements in existing stores
and re-tenanting of any major vacancies. Based on the findings of this analysis, BAE will
estimate future potential sales taxes generated by any new retail space, improved
performance of existing retailers, and/or occupation of major vacancies.
Task 2.6: Retail Strategy Report
Greensfelder Consultants will prepare a comprehensive Retail Strategy Report that
provides a link between market and data analysis, and implementation
recommendations that achieve the community's ultimate goal. Greensfelder will
approach the retail strategy from the point of view of "defining retail," and, to that end,
focus how to identify what opportunities exists and can be executed for specific
properties or in a larger areas. This approach is differentiated by offering
implementation strategies based on market analysis and well researched data.
This analysis will focus on how retail organizes itself in today's world. Specifically, the
report will distinguish between commodity and specialty retail, briefly defined as follows:
• Commodity retail goods and services are those goods and services that are
purchased and consumed on a regular basis from "primary" household funds,
largely without emotional attachment by the consumer, and at retailers and retail
shopping centers offering the optimal combination of lowest "price" and highest
"convenience" most responsive to the purchase and need in question.
Commodity retailers range from local convenience stores to drug stores, grocery
stores, discounters and warehouse stores; and "Commodity Shopping Centers"
are those shopping venues whose primary purpose is the delivery of commodity
goods and services to consumers.
• Specialty retail goods and services, by contrast, are those goods and services
that are purchased on an optional basis by consumers using "discretionary
funds," selected and often consumed during the expenditure of "discretionary
time." Successful specialty shopping venues, regardless of format, deliver a
unique and attractive combination of tenant mix and the shopping environment
City of Cupertino:General Plan Amendment 9
Revised Work Plan Updated January 29,2013
(i.e. a sense of place) to the consumer within the market or trade area in question
and lend themselves to extended consumer stays. An emotional connection to
the tenant mix and environment is key, especially for higher end specialty retail
projects.
In addition to acknowledging how retail organizes itself, it is also important to consider
multi-channel retail, a term that refers to the many options for exploring and purchasing
merchandise from traditional retail stores to the internet, mobile and catalog formats.
Omni-channel retail, an extension of mult-channel retail, refers to efforts to integrate
these various retail channels to offer the consumer a seamless experience. An omni-
channel approach would apply to commodity retail in that it addresses the price-
convenience function, while for specialty retail it might focus on driving consumers to
the built retail environment.
Because commodity and specialty retail a-e so fundamentally different, separating them
when making recommendations can be especially helpful. The implementation strategy
contained in this report will evaluate each of the City's target retail areas, and specifically
each area's suitability as a commodity, a specialty or a hybrid retail environment. A vision
and objective will be articulated once eacl area's highest and best retail use is
established. Greensfelder will consider the impact of multiple retail channels if
appropriate for making specific, targeted recommendations for the retail target areas in
Cupertino.
The retail strategy will also focus on implementation strategies for each opportunity site.
This portion of the retail strategy report is key since it moves the discussion from a
conceptual analysis to identifying ways to revitalize targeted retail areas. The
implementation strategy for each target retail area will focus, among other things, of the
following key points, applying the market analysis and summarized data prepared by
BAE to each available/targeted retail site:
• Evaluation of fundamental real estate attributes such as location within the trade
area, competing and proposed projects, and the long-term viability of the
competing projects.
• Evaluation of market economics including the best mix of users, suggested
tenants to target, and market rent and vacancy factors.
• Evaluation of fundamental site attributes such as visibility, access, and parking
demand.
• Site plan recommendations for reconfiguring existing projects based upon real
estate attributes, site attributes, and market factors.
• Place-making considerations including careful evaluating layout and site
attributes in light of tenant placement, configuration of indoor-outdoor areas,
public gathering areas, light, shade, and protection from the elements, project,
tenant and way-finding signage, and materials including lighting, seating and the
like.
City of Cupertino:General Plan Amendment 10
Revised Work Plan Updated January 29,2013
• Functionality recommendations such as how to service tenants (i.e., deliveries,
trash, service areas) while minimizing the impacts of these functions on the
project and neighbors.
• Evaluation of whether to maintain continuity of place, such as reusing or
rehabilitating existing facades and materials in an attempt to maintain
authenticity or a familiar or inviting feel for the customer.
In summary, the retail strategy report will go beyond merely conducting a market
analysis and summarizing well researched data; it will provide specific implementation
strategies for specific target sites and areas with the goal of giving the City and private
owners a road map for identifying what entitlement and development issues might be
anticipated. This road map will help in prioritizing potential repositioning and
redevelopment projects, and help focus the general plan for these areas. The MIG Team
will submit an administrative draft report to City staff for review, and will prepare a final
report that reflects City staff comments.
Task 2.7: Concept Alternatives
Utilizing the results and input from earlier tasks, MIG will develop, in close coordination
with City staff, a range of land use and design Concept Alternatives for each of the
seven opportunity sites, including the Vallco Shopping Center site. The Concept
Alternatives that will be used to show development, use, mobility and policy options for
the future. Each individual Concept Alterative will be formatted at 11x17 and will
include: site and alternative title; summary text of the alternative theme; map showing
the land use changes proposed; and a 3D sketch-up model visually showing increases in
height and site coverage. The budget assumes that MIG will prepare a total of 14
Concept Alternatives as part of this task. City staff will review and provide feedback on
each Concept Alternative. MIG will prepare final versions that reflect City staff input.
Task 2.8: Concept Alternatives Report
The MIG Team will work with City staff to evaluate the Concept Alternatives in terms of
how well they achieve urban design, mobility, economic, environmental and community
health indicators. Based on the evaluation, MIG will prepare a Concept Alternatives
Report that evaluates how well each one of the alternatives performs relative to the
vision and transformative strategies. An underlying objective of the report will be to
communicate technical and policy issues in a straight-forward manner that is easily
understood by community members and decision makers. Specific topics that will be
addressed and compared include: land use, urban design, mobility and community
health. In addition, BAE will conduct an economic assessment of each alternative
concept, including recommendations for development product types that best
incorporate the findings from the Market Study. The EIR Team will be responsible for
providing circulation, infrastructure and environmental analysis to support the Concept
Alternatives Report. The report will be approximately 20 pages in length formatted as an
City of Cupertino:General Plan Amendment 11
Revised Work Plan Updated January 29,2013
11x17 document. MIG will submit a Draft Concept Alternatives Report to City staff for
their review, and will prepare a Public Draft that reflects City staff comments.
Task 2.9: Stakeholder Group Meeting
MIG will meet with the Stakeholder Group to provide them an update on the project
and discuss the Concept Alternatives Report. MIG will facilitate a discussion to solicit
their feedback on the concepts for each of the seven opportunity sites, including the
Vallco Shopping Center site.
Task 2.10: Community Workshop — Concept Alternatives
MIG will facilitate a community workshop to solicit input on the Concept Alternatives.
The agenda for this workshop will include an update on the project, summary of
materials produced to date, and an interactive exercise to review and discuss the various
Concept Alternatives for the seven oppor:unity sites. The objective of this workshop will
be to gain direct feedback from the community on which concepts they support, and
where. This feedback will help inform the selection of a preferred concept that will be
used as the basis for the General Plan Amendment. MIG, in coordination with City staff,
will be responsible for developing conten.:, printing materials and facilitating each
workshop. MIG will provide one facilitator and one graphic recorder for this workshop.
City staff will be responsible for securing workshop locations, printing and mailing
announcements, and providing food.
Task 2.11: Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the Concepts Alternatives Report, and present feedback received from the
Stakeholder Group and during the Community Workshop. MIG will facilitate a discussion
with the Planning Commission to identify a preferred concept for each of the seven
opportunity sites, including the Vallco Shopping Center site.
Task 2.12: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the Concepts Alternatives Report, present feedback received from the Stakeholder
Group and during the Community Workshop, and discuss the Planning Commission
preferred concept. MIG will facilitate a discussion with the City Council to identify the
final preferred concept for each of the seven opportunity sites, including the Vallco
Shopping Center site. This preferred concept will be used as the basis for preparing the
General Plan Amendment.
Phase 2 Deliverables
City of Cupertino:General Plan Amendment 12
Revised Work Plan Updated January 29,2013
#of Hard
Item Description Format(s) Copies
Vision and Update vision for the opportunity sites and InDesign/PDF 10
Transformative larger Cupertino community,followed by
Strategies Framework specific strategies to create positive change
Market Study Summary of market demands for Cupertino Word/PDF 10
Allocation Analysis Summary of potential allocation increased Word/PDF 10
Report based on the market demand
Retail Strategy Report Summary of the overall strategy for Word/PDF 10
improving economic and retails conditions
in Cupertino
Concept Alternatives Series of individual diagrams that identify Illustrator/GIS/ 14
each concept alternatives(14 total) PDF
Concept Alternatives Comprehensive report that summarizes and InDesign/PDF 10
Report analyzes all concept alternatives
Community Workshop Workshop agendas, sign-in sheets, large InDesign/PDF Various
Materials graphic boards and outreach materials
Stakeholder Group Meeting agenda,sign-in sheet, PowerPoint Word/PPT 50(agendas
Meeting Materials presentation and brief summary per meeting)
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Study Session Materials and brief summary
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Session Materials and brief summary
Phase 3: Draft General Plan Amendment
Task 3.1: Existing General Plan Analysis and Policy Framework
Prior to drafting the updated General Plan Amendment, MIG will create a policy
framework matrix that identifies new or modified goals, policies and implementation
programs that are needed to implement the preferred concept. The policy framework
may identify responsible parties and timeframes for implementation of each plan policy.
New color maps and graphics may be included as needed to illustrate various concepts
such as increased density, urban design, mobility and economic development strategies.
The EIR Team will support this evaluation by identifying CEQA-related policy areas that
need to be addressed in the General Plan Amendment. The policy framework will be
reviewed by City staff, and MIG will update the framework based on staff comments and
direction.
Task 3.2: Draft General Plan Amendment
The MIG Team will prepare a focused update the City's existing General Plan to
addresses the vision, goals, policies, standards and actions developed as part of this
process. This will include directly editing the City's existing QuarkXPress files (e.g., not
creating a new General Plan document in Word or another format). This General Plan
Amendment will include revised and updated text, and new maps, figures and graphics.
Specific major revisions include:
City of Cupertino:General Plan Amendment 13
Revised Work Plan Updated January 29,2013
• Updating Narrative Text. This includes revising introductory or other narrative
text throughout the General Plan to reflect the updated concepts developed
during this process.
• Updating the Land Use and Circulation Diagrams. This includes preparing new
GIS information and final figures that reflect changes in land use and circulation
as a result of this project. MIG will prepare the updated Land Use Diagram. The
EIR Team will prepare the updated Circulation Diagram in close coordination
with MIG.
• Updating Allocation Policy and Standards Table. This includes updating
appropriate goal and policy text, and updating Table 2.A to reflect increases in
development allocations. Tentatively, the increases include adding 2-3 million
square feet of office allocation, 2 million square feet of commercial allocation
and 1,000-1,500 rooms to the hotel allocation.
• Updating Height Standards. This includes increasing height limitations in the
South Vallco area and other opportunity sites.
• Identifying Community Benefits. This includes developing new policy that
identifies development incentives ;e.g., increased density or height) that can be
offered for projects that also provide a direct community benefit. This approach
would allow the City to ensure that more intense uses also provide additional
benefits to the greater Cupertino community.
• Updating Additional General Plan Goals, Policies and Actions. This includes
revising other elements of the Gereral Plan to ensure that it is internally
consistent with the General Plan Amendment and to addresses through policy
recent changes in State law (AB 32, SB 375, Complete Streets, etc.). This does
not include preparing an integrated Climate Action Plan or a comprehensive
greenhouse gas reduction strategy, however, that can be prepared by MIG as an
optional task. This also does not include revisions to the City's recently
completed Housing Element.
MIG will prepare all text revisions utilizing the "track-change" function in QuarkXPress.
We will make direct edits to the existing General Plan files so that City staff, decision
makers and the community can clearly identify which parts of the Plan have been
updated and which parts have remained the same. Once drafted, MIG will provide both
the QuarkXPress files and PDF files to City staff for review and comment. MIG will
update the files and prepare public review drafts that reflect City staff comments.
Optional Task: Fiscal Impact Analysis
If desired by the City, BAE can prepare a Fiscal Impact Analysis as an addition scope and
budget item. The analysis will examine the total revenues and expenditures that would
be generated by increased office, retail and hotel allocations in the City Cupertino as a
result of the General Plan Amendment. Depending on the City's needs and the EIR
process, this fiscal analysis could either be quite detailed and enumerate all of the net
impacts on the City's General Fund, or could focus in a more limited fashion just on the
City of Cupertino:General Plan Amendment 14
Revised Work Plan Updated January 29,2013
revenues to be generated from increased development that would accrue to the
General Fund, as well as to any other taking entities in Cupertino (e.g., schools). BAE will
prepare a fiscal impacts analysis of the preferred alternative at buildout, to assess the
relative net impacts of the mix of uses. BAE will work with the Finance Department to
ensure that the estimates for tax revenues, fees and municipal service costs are
consistent with City fiscal policies.
Task 3.3: Stakeholder Group Meeting
MIG will meet with the Stakeholder Group to provide them an update on the project
and discuss the draft General Plan Amendment. MIG will facilitate a discussion to solicit
their feedback on the Amendment. MIG will develop a comment tracking matrix that will
be used to organize input received during this meeting.
Task 3.4: Planning Commission Study Session
MIG will meet with the Planning Commission to provide them an update on the project,
discuss the draft General Plan Amendment and input received from the Stakeholder
group. MIG will facilitate a discussion with the Planning Commission to solicit their
feedback on the Amendment. MIG will add their comments into the comment tracking
matrix in order to organize input received during the study session.
Task 3.5: City Council Study Session
MIG will meet with the City Council to provide them an update on the project, discuss
the draft General Plan Amendment, and present the comment tracking matrix. MIG will
facilitate a discussion with the City Council to confirm revisions to the draft General Plan
Amendment. The culmination of this meeting will be direction on a revised General Plan
Amendment that will be used as the basis for developing the EIR and initiating the more
formal public review and hearing process.
Task 3.6: Revised Draft General Plan Amendment
MIG will prepare a Revised Draft General Plan Amendment that reflects the direction
received from the City Council. This may include necessary updates to document text,
graphics and maps.
Task 3.7: Community Open House
MIG will facilitate a citywide open house on the draft General Plan Amendment. The
MIG Team will be available to answer questions about the project and the major
components of the draft General Plan Amendment. This will provide an opportunity for
the public to provide feedback on the draft amendment, including the vision, goals,
policies and programs. MIG will prepare large "boards" that summarize new policy
City of Cupertino:General Plan Amendment 15
Revised Work Plan Updated January 29,2013
concepts and major changes from the existing General Plan. MIG, in coordination with
City staff and the project team, will be responsible for developing the content, printing
materials, and facilitating each workshop. MIG will provide two staff facilitators for this
workshop. City staff will be responsible for securing workshop locations, printing and
mailing announcements, and proving food.
Phase 3 Deliverables
Item Description Format(s) #of Hard
Copies
Existing General Plan Detailed summary of the needed changes InDesign/PDF 10
Analysis and Policy and revisions to the existing General Plan
Framework
Draft General Plan Track-changes file with updated graphics QuarkXPress/PDF 10
Amendment and mapping
Revised Draft General Track-changes file with updated graphics QuarkXPress/PDF 10
Plan Amendment and mapping
Community Open Open House agenda,sign-in sheet, large InDesign/PDF Various
House Materials graphic boards and ou:reach materials
Stakeholder Group Meeting agenda, sign-in sheet, PowerPoint Word/PPT 50(agendas
Meeting Materials presentation and brief summary per meeting)
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Public Hearings and brief summary
Materials
City Council Public Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Hearings and Adoption and brief summary
Hearing Materials
Final Documents Final General Plan Amendment QuarkXPress/ 10
InDesign/PDF
Phase 4: Public Hearings and Adoption
Task 4.1: Planning Commission Public Hearings
The MIG Team will meet with the Planninc Commission two times to present, discuss
and receive input/direction on the Draft General Plan Amendment and Draft EIR. These
hearings will provide an opportunity for the Planning Commission to formally receive
public comments on the draft documents.
Task 4.2: City Council Public Hearings
The MIG Team will meet with the City Council two times to present, discuss and receive
input/direction on the Draft General Plan Amendment and Draft EIR. These hearings will
provide an opportunity for the City Council to review Planning Commission
recommendations and formally receive public comments on the draft documents.
City of Cupertino:General Plan Amendment 16
Revised Work Plan Updated January 29,2013
Task 4.3: City Council Adoption Hearings
MIG Team will prepare materials for and facilitate a public adoption hearing with the
City Council to review and discuss the final documents. The conclusion of this hearing
will be the City Council's formal adoption of the General Plan Amendment and
certification of the EIR.
Task 4.4: Final Project Documents
MIG will prepare a final General Plan Amendment based on the outcome of the City
Council Hearings. MIG will also submit all project files to the City, including all GIS
Shapefiles developed during the process.
Phase 4 Deliverables
#of Hard
Item Description Format(s) Copies
Stakeholder Group Meeting agenda,sign-in sheet, PowerPoint Word/PPT 50(agendas
Meeting Materials presentation and brief summary per meeting)
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Public Hearings and brief summary
Materials
City Council Public Meeting agenda, PowerPoint presentation Word/PPT 50(agenda)
Hearings and Adoption and brief summary
Hearing Materials
Final Documents Final General Plan Amendment Word/QuarkXpress/ 10
InDeisgn/PDF
Phase 5: Coordination and Management
MIG will be responsible for managing the General Plan Amendment process in order to
keep the project on schedule and budget. This phase includes internal and external
project coordination and management activities, including meetings, emails and phone
calls with other agencies, community organizations and the EIR Team. This phase also
include internal coordination and management between the City, BAE, MIG and David
Greensfelder Consulting.
Task 5.1: Other Agency Coordination
The MIG Team will coordinate with other agencies throughout the General Plan
Amendment process. This task includes up to 5 meetings with other agencies during the
course of the project, and ongoing phone and email coordination.
City of Cupertino:General Plan Amendment 17
Revised Work Plan Updated January 29,2013
Task 5.2: Community Organization Coordination
MIG will coordinate with local community organizations that have an interest either in
the various opportunity sites, or the larger Cupertino community. This task includes up
to 5 meetings with community organizations during the course of the project, and
ongoing phone and email coordination.
Task 5.3: EIR Team Coordination
MIG will have ongoing calls, emails and meetings with the EIR Team to coordinate their
work with the General Plan Amendment process. This will include incorporating
substantive work products they will be producing (traffic, infrastructure, noise, air
quality/GHG and environmental analysis) nto the planning and design process, and also
ongoing coordination throughout the CEQA process. This task includes up to 5
meetings with the EIR Team during the course of the project, ongoing phone and email
coordination, and .
Task 5.4: Project Management
MIG will have a lead role managing the process to ensure the project remains on budget
and schedule. This task accounts for MIG's project management and coordination
(emails, calls, data transfers, etc.) with bon City staff and subconsultants.
Phase 5 Deliverables
• None
City of Cupertino:General Plan Amendment 18
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EXHIBIT A-1
SCOPE OF SERVICES
SOUTH VALLCO SPECIFIC PLAN
During the term of this contract and until December 31, 2013, City retains the option to request
that Consultant complete a specific plan for the South Vallco area of the City(the "Vallco
Specific Plan"). Upon written authorization to Consultant to proceed with the Vallco
Specific Plan, Consultant shall complete a plan that includes the phases and tasks
described in this Exhibit.
City of Cupertino South Vallco Specific Plan
Revised Work Plan
Updated January 29, 2013
The following Work Plan outlines a logical series of phases and tasks to complete the
South Vallco Specific Plan, with information from each step creating the foundation for
the next step. Our approach is to efficient y build from the work completed during the
General Plan Amendment project. Similar to that project, this Work Plan has been
designed to allow City staff, stakeholders, other agencies, EIR Team, Planning
Commission, City Council and the community ample opportunity to review and
comment on the information compiled during the project. Our process includes an
extensive, inclusive public participation and outreach program that includes innovative
and proven high tech and high touch tools that will result in genuine community
participation in this important project. This approach ensures that the community will be
kept well informed and actively engaged in the Specific Plan process, which will result an
Plan with a higher level of acceptance, user-friendliness and legal compliance.
Scope of Work
The MIG Team will prepare a new South Vallco Specific Plan that will cover
approximately the same area as the current South Vallco Master Plan. This includes
conducting addition Stakeholder Group meetings to focus on specific vision and design
ideas for this area. Because the technical consultants are included under the EIR Team
contract, it is assumed that the MIG Team will rely on them for mobility, infrastructure,
air quality, greenhouse gas emission and all other environmental information necessary
to support the Specific Plan.
Phase 1 : South Vallco Specific Plan
Task 1.1: Stakeholder Group Meetings
The MIG Team will meet with the Stakeholder Group three times to refine the vision for
the South Vallco area, building upon the outreach and analysis work completed during
the General Plan Amendment project. These meetings will include discussion and
refinement of a final site concept that can be used as the basis for developing the
Specific Plan.
Task 1.2: South Vallco Visioning Workslop
MIG will facilitate a community workshop 1:o refine the vision and site concept for the
South Vallco area. The agenda for this workshop will include: an update on the project,
summary of materials produced to date, and an interactive exercise to refine both the
City of Cupertino:South Vallco Specific Plan 1
Revised Work Plan Updated January 29,2013
overall vision and the site concept. MIG, in coordination with City staff and the project
team, will be responsible for developing content, printing materials and facilitating each
workshop. City staff will be responsible for securing workshop locations, printing and
mailing announcements, and providing food. It is anticipated that two members of MIG
and one member of BAE will attend this workshop.
Task 1.3: Vallco Strategy Report
Greensfelder Consultants will prepare a Vallco Strategy Report similar to the Retail
Strategy Report described under Task 2.6 of the General Plan Amendment Work Plan.
The Vallco Strategy Report, focusing on the South Vallco Specific Plan area, will provide
a link between market/data analysis and implementation recommendations for the
specific plan area (Vallco Shopping Center in particular).
While Vallco Shopping Center occupies one of the city's best locations, it is
unsustainable because of how it is presently configured and leased. The mall lacks
identity, a compelling physical plant, and a definitive commodity or specialty tenant mix.
Greensfelder will approach the Vallco strategy from the point of view of "defining
retail," and, to that end, discuss the Specific Plan area in terms of commodity versus
specialty retail opportunities. This will include identifying what opportunities exist and
can be executed for the mall, and developing implementation strategies based on
market analysis and well researched data.
Repositioning Vallco Mall has been a vexing proposition for a succession of owners. The
Vallco Strategy Report will give a brief history of the project, review troubled retail
properties that have been successfully repositioned, consider anchor and junior anchor
alternatives for larger spaces (including eating and drinking establishments and specialty
shops and apparel), and include a specific implementation strategy. It is anticipated the
report will focus on how Vallco might be repositioned from two perspectives: (a) an ideal
mix appealing to Cupertino and extended trade area customers, and (b) given market
factors such as competing projects, and practical and legal limitations.
Specific attention will be given to the following areas:
• Evaluation of fundamental real estate attributes such as location within the trade
area, competing and proposed projects, and the long-term viability of the
competing projects;
• Evaluation of market economics including the best mix of users, suggested
tenants to target, and market rent and vacancy factors;
• Evaluation of fundamental site attributes such as visibility, access, and parking
demand;
• Site plan recommendations for reconfiguring existing projects based upon real
estate attributes, site attributes and market factors;
• Place-making considerations including careful evaluating layout and site
attributes in light of tenant placement, configuration of indoor-outdoor areas,
City of Cupertino:South Vallco Specific Plan 2
Revised Work Plan Updated January 29,2013
public gathering areas, light, shade, and protection from the elements, project,
tenant and way-finding signage, and materials including lighting, seating and the
like;
• Functionality recommendations such as how to service tenants (i.e., deliveries,
trash, service areas) while minimizing the impacts of these functions on the
project and neighbors; :
• Evaluation of whether to maintain continuity of place, such as reusing or
rehabilitating existing facades and materials in an attempt to maintain
authenticity or a familiar or inviting feel for the customer;
• Evaluating the implications of terns and restrictions contained in governing
documents such as approval rights and use restrictions; and
• Evaluating Title issues (if any).
Finally, the report will include long-term suggestions for integrating the Mall into the
larger Vallco Shopping District-Main Street including linkages with nearby projects in the
South Vallco Specific Plan area will be forrnulated.
Task 1.4: Draft South Vallco Specific Plan
The MIG Team will prepare a Specific Plan for the South Vallco area, building upon the
2008 South Vallco Master Plan, 2012 Heart: of the City Specific Plan and input received
during previous tasks. The Specific Plan w II include area-specific strategies, standards,
design guidelines and implementation actions. Effectively, the MIG Team will take the
existing Master Plan content, update it with new concepts and ideas that come from this
process, and prepare a full Specific Plan that meets all State content requirements.
The Specific Plan will include, at a minimum, the following major sections/components:
• Introduction. MIG will prepare an introduction to the Specific Plan that includes
an executive summary, description of the Plan Area, relationship to the City's
General Plan, and summary of the community outreach process. This
introduction will also include a brief summary of each section of the Specific Plan.
• Existing Conditions. The MIG Team will summarize major existing conditions for
the Specific Plan area, Including laid use, economic, mobility and infrastructure
conditions. The MIG Team will rely on the EIR Team for all existing conditions
information related to transportation and infrastructure. The existing conditions
section will also include a summary of key findings and major opportunities.
• Vision and Transformative Strategies. MIG will prepare a summary of the long-
term vision, objectives and transformative strategies for Specific Plan Area, based
on the information received from the Visioning Workshop. The transformative
strategies will act as broad policy statements that define the future of the South
Vallco area.
City of Cupertino:South Vallco Specific Plan 3
Revised Work Plan Updated January 29,2013
• Land Use and Community Character. MIG will prepare updated policies,
allowed uses, height and density standards, sustainability measures and energy
efficiency standards for the South Vallco area. This will include detailed design
guidelines for the location, layout, design and landscaping of new or remodeled
buildings. The design guidelines will be highly graphical and include images,
renderings and sketches as appropriate. They will also include specific standards
and requirement necessary to ensure a consistent, identifiable design
throughout the Specific Plan area. The guidelines will not be written as form-
based codes, but rather be a collection of easy to understand graphics that
clearly articulate the vision for the future of South Vallco.
• Mobility. MIG will compile and format a section describing future mobility based
on content received from the EIR Team and the City. MIG will not prepare
original information for this section, but will rather rely on the EIR Team for all
text, graphics, figures (e.g., circulation diagram) and analysis related to mobility
necessary to support the Specific Plan process. The information will cover
vehicle, bicycle, pedestrian and transit circulation, as well as parking, within the
Specific Plan area.
• Infrastructure. MIG will compile and format a section describing future
infrastructure systems based on content received from the EIR Team and the
City. MIG will not prepare original information for this section, but will rather rely
on the EIR Team for all text, graphics, figures (e.g., infrastructure plans) and
analysis related to infrastructure necessary to support the Specific Plan process.
The information will cover electrical, telecommunication, water, sewer and storm
drainage systems within the Specific Plan area.
• Implementation Action Plan. MIG and BAE will prepare a detailed, focused
Implementation Action Plan for the South Vallco area. It will be structured as a
table, and will identify and prioritize public and private implementation actions.
Each implementation action will have a unique heading and number, and will
include specific staff/department responsibilities, timeframes and financial/fiscal
resources.
As part of this section, BAE will prepare a comprehensive Finance and
Implementation Strategy to support the Specific Plan. This strategy will be based
on feasibility gaps for identified catalyst, public-private, or other priority projects,
as well as cost identified by others for infrastructure, shared parking, and other
public improvements. These could include various types of assessment districts
or benefit districts (including Infrastructure Finance Districts and Community
Finance Districts), public/private partnerships, grants, and other sources. BAE will
review the applicability of each source, and the range of potential funds. Based
on funding needs and targeted uses and projects, the MIG Team will
recommend a funding strategy that outlines targeted funding sources, amounts,
and timing.
City of Cupertino:South Vallco Specific Plan 4
Revised Work Plan Updated January 29,2013
BAE will also prepare a phasing strategy that integrates market potential,
feasibility, public-private partnership opportunities, and funding organized on a
phase-by-phase basis in order to sequence public improvements and targeted
development that will best promote overall Specific Plan goals. The goal of the
phasing strategy will be to focus public improvements and other actions on
those sites and areas with the greatest near-term potential, in order to leverage
limited up-front funds and generate maximum momentum for subsequent
projects and phases.
• Glossary. MIG will prepare a glossary of key abbreviations, acronyms and terms
used in the Specific Plan.
The MIG Team anticipates that the Specific Plan will be approximately 50 pages in
length and include both text and photos. It will also include approximately 10 figures
and three photo simulations/sketch-up models. The Administrative Draft Specific Plan
will be in Word format with graphics attached and referenced in a PDF file. Staff will
provide the MIG Team with one set of consolidated and vetted comments on the draft.
The MIG Team will then produce a Screencheck Draft Specific Plan that reflects City staff
comments. The Screencheck Draft plan will be formatted as a highly graphical document
in InDesign. Staff will review the Screencheck Draft plan and provide the MIG Team with
one set of consolidated edits. MIG will then prepare a Public Draft Specific Plan that
reflects City staff comments.
Task 1.5: Stakeholder Group Meetings
The MIG Team will meet with the Stakeholder Group twice to present and discuss the
Draft South Vallco Specific Plan. MIG will facilitate a discussion to identify areas of policy
and design consensus, and areas of the Plan that the group would like to see refined.
Task 1.6: Planning Commission Study Sessions
MIG will meet with the Planning Commiss on twice to provide them an update on the
process, and overview of the Draft South Vallco Specific Plan, and a summary of the
input received from the Stakeholder Group meeting. BAE and David Greensfelder will
attend one of these meetings as needed. The Planning Commission will provide City
staff and MIG their recommendations for refinements to the Draft Specific Plan.
Task 1.7: City Council Study Sessions
MIG will meet with the City Council twice to provide them an update on the process,
discuss the Draft South Vallco Specific Plan, and discuss feedback and recommendations
received from both the Stakeholder Group and the Planning Commission. BAE and
David Greensfelder will attend one of these meetings as needed. City Council will
provide final direction to City staff and MIG on revisions to the draft Plan.
City of Cupertino:South Vallco Specific Plan 5
Revised Work Plan Updated January 29,2013
Task 1.8: City Council Adoption Hearings
MIG will prepare materials for and facilitate two public adoption hearings with the City
Council to review and discuss the draft final Specific Plan. BAE and David Greensfelder
will attend one of these meetings as needed. The conclusion of these hearings will be
the City Council's formal adoption of the South Vallco Specific Plan and certification of
the EIR.
Task 1.9: Final Specific Plan
MIG will prepare a Final Vallco Specific Plan based on the direction received from the
City Council. This will include updates to document text, images and graphics.
Phase 1 Deliverables
#of Hard
Item Description Format(s) Copies
Admin Draft South Updated text, graphics, mapping and photo Word/Illustrator/ 10
Vallco Specific Plan simulations that reflect the community's Photoshop
vision for the future of the area.
Finance and Analysis that outlines funding models and Word/Excel 10
Implementation the recommended funding strategy,with a
Strategy sources and uses of funding table that
shows how expenditures will be fully
funded.
Vallco Shopping District Analysis of specific opportunities and Word/Excel 10
Retail Evaluation and implementation strategies for the Vallco
Implementation Shopping District
Strategy
Public Draft South Final document that reflects City staff InDesign/Illustrator/ 10
Vallco Specific Plan comments and includes final layout Photoshop
Final South Vallco Final document that reflects City Council InDesign/Illustrator/ 10
Specific Plan direction and includes final layout Photoshop
Stakeholder Group Meeting agenda, sign-in sheet, PowerPoint Word/PPT 50(agendas
Meeting Materials presentation and brief summary per meeting)
Planning Commission Meeting agenda, PowerPoint presentation Word/PPT 50(agendas
Study Session Materials and brief summary per meeting)
City Council Study Meeting agenda, PowerPoint presentation Word/PPT 50(agendas
Session Materials and brief summary per meeting)
City of Cupertino:South Vallco Specific Plan 6
Revised Work Plan Updated January 29,2013
Phase 2: Coordination and Management
Task 2.1: EIR Team Coordination
MIG will have ongoing calls, emails and meetings with the EIR Team to coordinate their
work with the South Vallco Specific Plan process. This will include incorporating
substantive work products they will be producing (traffic, circulation, infrastructure,
noise, air quality/GHG and environmental analysis) into the planning and design
process.
Task 2.2: Project Management
MIG will have a lead role managing the process to ensure the project remains on budget
and schedule. This task accounts for MIG's project management and coordination
(emails, calls, data transfers, etc.) City staf=.
Phase 2 Deliverables
• None
City of Cupertino:South Vallco Specific Plan 7
Revised Work Plan Updated January 29,2013
EXHIBIT B
SCHEDULE OF PERFORMANCE
Consultant shall perform the Services so as to complete each milestone within the
number of days/weeks specified below. The time to complete each milestone may be
increased or decreased by mutual written agreement of the project managers for
Consultant and City so long as all work is completed within the term of the Agreement.
Consultant shall provide a detailed schedule of work consistent with the schedule below
within 2 weeks of receipt of the notice to proceed.
General Plan Amendment
South Vallco Specific Plan: If City exercises its option to proceed with this plan, project
schedule to be mutually determined in writing within reasonable time following notice
from City to proceed.
MIG Cost/Schedule per Task
General Plan Amendment
Phase 1 (Project Kick-Off and Existing Conditions Analysis)
Timeframe: 11 weeks
Budget: $120,070
Phase 2 (Visioning and Alternatives)
Timeframe: 21 weeks
Budget: $162.652
Phase 3 (Draft General Plan Amendment)
Timeframe: 19 weeks
Budget: $72,330
Phase 4 (Public Hearings and Adoption)
Timeframe: 11 weeks
Budget: $24,330
Phase 5 (Coordination and Management)
Timeframe:ongoing (60 weeks)
Budget: $70,858
Direct Costs: $25,856
Total contract timeframe: 60 weeks (note: some phases overlap)
Total contract budget: $476,096
South Vallco Specific Plan
Phase 1 (South Vallco Specific Plan)
Timeframe: 48 weeks
Budget: $179,549
Phase 2 (Coordination and Management)
Timeframe: 48 weeks
Budget: $29,400
Direct Costs: $13,075
Total project timeframe: 48 weeks
Total project budget: $222,024
EXHIBIT C
COMPENSATION
GENERAL PLAN AMENDMENT
City shall compensate Consultant for professional services performed for the General
Plan Amendment in accordance with the terms and conditions of this Agreement based
on the rates and compensation schedule set forth below. Compensation shall be
calculated based on the hourly rates set forth below up to the not to exceed budget
amount for each task set forth below.
The compensation to be paid to Consultant under this Agreement for all services
described in Exhibit"A" and reimbursable expenses shall not exceed the amounts set
forth below, for a total amount for the services described in Exhibit A not to exceed
$476,096. Any work performed or expenses incurred for which payment would result in a
total exceeding the maximum amount of compensation set forth herein shall be at no cost
to the City.
Task Not-to-exceed Amount
Phase 1 $120,070
Phase 2 $162,652
Phase 3 $72,330
Phase 4 $24,330
Phase 5 $70,858
Direct Costs $25,856
Total Not to Exceed Amount $476,096
Rates
Principal-in-Charge: $295 per hour
Project Principal: $195 per hour
Urban Designer: $195 per hour
Policy Manager: $135 per hour
Urban Design Assoc: $100 per hour
Outreach Associate: $90 per hour
Project Admin: $125 per hour
Invoices
In order to request payment, Consultant shall submit monthly invoices to the CITY
describing the services performed and the applicable charges (including an identification
of personnel who performed the services, hours worked, task(s) for which work was
performed, hourly rates, and reimbursable expenses), based upon Consultant's billing
rates.
Additional Services
Consultant shall provide additional services outside of the services identified in Exhibit A
only by advance written authorization from the City's Project Manager prior to
commencement of any additional services. Consultant shall submit, at the Project
Manager's request, a detailed written proposal including a description of the scope of
additional services, schedule, and proposed maximum compensation.
EXHIBIT C-1
COMPENSATION
VALLCO SPECIFIC PLAN
If City chooses to exercise its option to have Consultant perform the Services set forth in
Exhibit A-1 (Scope, South Valico Specific Plan), City shall compensate Consultant for
such services in accordance with the terms and conditions of this Agreement based on the
rates and compensation schedule set forth below.
The compensation to be paid to Consultant under this Agreement for all services
described in Exhibit"A-1" and reimbursable expenses shall not exceed the amounts set
forth below, for a total amount for the services described in Exhibit A-1 not to exceed
$222,024. Any work performed or expenses incurred for which payment would result in a
total exceeding the maximum amount of compensation set forth herein shall be at no cost
to the City.
Task Not-to-exceed Amount
Phase 1 $179,549
Phase 2 $29,400
Direct Costs $13,075
Total Not to Exceed Amount $222,024
Rates
Principal-in-Charge: $295 per hour
Project Principal: $195 per hour
Urban Designer: $195 per hour
Project Manager: $135 per hour
Urban Design Assoc: $100 per hour
Outreach Associate: $90 per hour
Project Admin: $125 per hour
Invoices
In order to request payment, Consultant shall submit monthly invoices to the CITY
describing the services performed and the applicable charges (including an identification
of personnel who performed the services, hours worked, task(s) for which work was
performed, hourly rates, and reimbursable expenses), based upon Consultant's billing
rates.
Additional Services
Consultant shall provide additional services outside of the services identified in Exhibit A
only by advance written authorization from the City's Project Manager prior to
commencement of any additional services. Consultant shall submit, at the Project
Manager's request, a detailed written proposal including a description of the scope of
additional services, schedule, and proposed maximum compensation.