04-16-19 Searchable packetCITY OF CUPERTINO
AGENDA
CITY COUNCIL
5:00 PM
10350 Torre Avenue, Council Chamber
Tuesday, April 16, 2019
Amended Televised Special Meeting Study Session (5:00) and Regular Meeting (6:45)
Amended on April 12, 2019 at 3:00 p.m. to add Item No. 3a; and to revise the
Recommended Action and remove attachments for Item No. 6; and to revise the
Staff Report and add Attachment B for Item No. 11. The agenda Item Subject
description and Recommended Action have also been revised to match the Staff
Report.
NOTICE AND CALL FOR A SPECIAL MEETING OF THE CUPERTINO
CITY COUNCIL
NOTICE IS HEREBY GIVEN that a special meeting of the Cupertino City
Council is hereby called for Tuesday, April 16, 2019, commencing at 5:00 p.m. in
Community Hall Council Chamber, 10350 Torre Avenue, Cupertino, California
95014. Said special meeting shall be for the purpose of conducting business on the
subject matters listed below under the heading, “Special Meeting." The regular
meeting items will be heard at 6:45 p.m. in Community Hall Council Chamber,
10350 Torre Avenue, Cupertino, California.
SPECIAL MEETING
ROLL CALL - 5:00 PM
STUDY SESSION
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April 16, 2019City Council AGENDA
1.Subject: Study Session regarding Economic Development Strategic Plan (EDSP)
Review and Implementation Action Items related to possible amendments to the
Municipal Code related to Mobile Vendors, allowing Incubator/Co-working uses in
General Commercial zoning districts, and an Innovation District Vision Plan in the
Bubb Road Special Area
Recommended Action: Review EDSP and provide direction on regulations regarding
Mobile Vendors and Incubator/Co-working Space; and provide direction on possible
Innovation District Vision PlanReview EDSP; and provide direction on regulations
regarding Mobile Vendors and Incubator/Co-working Space; and provide direction on
possible Innovation District Vision Plan
Staff Report
A – CC Resolution No. 16-103 Adopting the 2016 EDSP
B – Senate Bill No. 946
ADJOURNMENT
REGULAR MEETING
PLEDGE OF ALLEGIANCE - 6:45PM
ROLL CALL
CEREMONIAL MATTERS AND PRESENTATIONS
1.Subject: Proclamation to Allan Gontang, Office of Emergency Services (OES)
volunteer retiring after 17 years of service
Recommended Action: Present proclamation to Allan Gontang, Office of Emergency
Services (OES) volunteer retiring after 17 years of service
2.Subject: Proclamations recognizing Autism Awareness Month
Recommended Action: Present proclamations recognizing Autism Awareness Month
3.Subject: Safe Routes to School Program Update
Recommended Action: Receive Safe Routes to School Program Update
POSTPONEMENTS
3a.Subject: Item #6 Update regarding City Hall Design/Delivery Strategy and Library
Expansion Strategy has been postponed to a date to be determined
ORAL COMMUNICATIONS
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April 16, 2019City Council AGENDA
This portion of the meeting is reserved for persons wishing to address the council on
any matter not on the agenda. Speakers are limited to three (3) minutes. In most cases,
State law will prohibit the council from making any decisions with respect to a matter
not listed on the agenda.
CONSENT CALENDAR
Unless there are separate discussions and/or actions requested by council, staff or a
member of the public, it is requested that items under the Consent Calendar be acted
on simultaneously.
4.Subject: Approve the April 2 City Council minutes
Recommended Action: Approve the April 2 City Council minutes
A - Draft Minutes
5.Subject: Summary Vacation of a Portion of an Emergency Access Easement
within The Forum at Rancho San Antonio Property at 23500 Cristo Rey Drive
Recommended Action: Adopt Resolution No. 19-037, summarily vacating a portion
of an emergency access easement within The Forum at Rancho San Antonio Property
at 23500 Cristo Rey Drive
Staff Report
A - Legal Description for Vacation of Emergency Access Easement
B - Plat Map for Vacation of Emergency Access Easement
C - Draft Resolution
D - Fire Department Approval Letter
E - Aerial Photography of Easement Area
STUDY SESSION
6.Subject: Update regarding City Hall Design/Delivery Strategy and Library
Expansion Strategy
Recommended Action: Update regarding City Hall Design/Delivery Strategy and
Library Expansion Strategy has been postponed to a date to be determined
SECOND READING OF ORDINANCES
PUBLIC HEARINGS
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April 16, 2019City Council AGENDA
7.Subject: Fiscal Year (FY) 2019-20 Fee Schedule
Recommended Action: Adopt Resolution No. 19-038 approving the FY 2019-20 Fee
Schedule
Staff Report
A. Proposed Fee Schedule A – General
A.1 Proposed Fee Schedule A - General Redline
B. Proposed Fee Schedule B – Engineering
B.1 Proposed Fee Schedule B - Engineering Redline
C. Proposed Fee Schedule C – Planning
D. Proposed Fee Schedule D – Building
D.1 Proposed Fee Schedule D - Building Redline
E. Proposed Fee Schedule E – Recreation
E.1 Proposed Fee Schedule E - Recreation Redline
F. Draft Resolution
ORDINANCES AND ACTION ITEMS
8.Subject: Appoint Deborah L. Feng as City Manager, Approve the Employment
Agreement, and amend the Appointed Employee’s Compensation Program
Recommended Action: Appoint Deborah L. Feng as City Manager, effective June 3,
2019; authorize the Mayor to execute the Employment Agreement for City Manager;
and adopt Resolution No. 19-039 to amend the Appointed Employees’ Compensation
Program
Staff Report
A – Draft Resolution amending Appointed Employee’s Compensation
B – Redlined amendments Appointed Employees’ Compensation
C – Clean, amended Appointed Employees’ Compensation
D – Employment Agreement for City Manager
9.Subject: Award of a construction contract for the McClellan Road Separated
Bikeway-Phase 1B Project (Project No. 2017-01.06) for intersection improvements
at McClellan Road & Bubb Road and McClellan Road & Stelling Road.
Recommended Action: Award a construction contract for the McClellan Road
Separated Bikeway-Phase 1B Project and authorize the Acting Director of Public
Works to execute the contract in the amount of $1,365,420 with Redgwick
Construction Company; and further authorize the Acting Director of Public Works to
execute any necessary change orders up to a construction contingency amount of
$136,000, for a total possible authorized contract amount of $1,501,420.
Staff Report
A - Draft Contract
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April 16, 2019City Council AGENDA
10.Subject: Draft Citywide Parks and Recreation System Master Plan, endorse scope
of actions identified in the Plan as the proposed project for purposes of
conducting environmental review
Recommended Action: Endorse the scope of the actions included in the Draft
Citywide Parks and Recreation System Master Plan ("Master Plan") as the proposed
project for purposes of conducting environmental review pursuant to the California
Environmental Quality Act ("CEQA").
Staff Report
A - Minutes, City Council Feb. 5, 2019
B - Input on Draft Master Plan, public comments Apr. 8, 2019
C - Draft Master Plan Chapter 3 (Systemwide Objectives and Actions), redline revisions Apr 2019
11.Subject: Adopt positions opposing Senate Bills 50 and 330
Recommended Action: Adopt positions opposing Senate Bills 50 and 330 and
authorize the Mayor to send letters of opposition to the State Legislature
Staff Report
A – Summary of SB 50
B - Summary of SB 330
REPORTS BY COUNCIL AND STAFF
12.Subject: Update regarding 2018 community shuttle survey and provide input on an
18-month pilot program.
Recommended Action: Receive update and provide comment.
Staff Report
A - 2018 Survey Results Summary
B - Fares & Cost to City
C - Via Cost Sheet & Service Times
D - Via Cupertino Service Area Map
13.Subject: Report on Committee assignments and general comments
Recommended Action: Report on Committee assignments and general comments
ADJOURNMENT
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April 16, 2019City Council AGENDA
The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6;
litigation challenging a final decision of the City Council must be brought within 90
days after a decision is announced unless a shorter time is required by State or Federal
law.
Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested
persons must file a petition for reconsideration within ten calendar days of the date the
City Clerk mails notice of the City’s decision. Reconsideration petitions must comply
with the requirements of Cupertino Municipal Code §2.08.096. Contact the City
Clerk’s office for more information or go to http://www.cupertino.org/index.aspx?
page=125 for a reconsideration petition form.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning
to attend the next City Council meeting who is visually or hearing impaired or has any
disability that needs special assistance should call the City Clerk's Office at
408-777-3223, 48 hours in advance of the Council meeting to arrange for assistance.
Upon request, in advance, by a person with a disability, City Council meeting agendas
and writings distributed for the meeting that are public records will be made available
in the appropriate alternative format. Also upon request, in advance, an assistive
listening device can be made available for use during the meeting.
Any writings or documents provided to a majority of the Cupertino City Council after
publication of the packet will be made available for public inspection in the City
Clerk’s Office located at City Hall, 10300 Torre Avenue, during normal business hours
and in Council packet archives linked from the agenda/minutes page on the Cupertino
web site.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal
Code 2.08.100 written communications sent to the Cupertino City Council,
Commissioners or City staff concerning a matter on the agenda are included as
supplemental material to the agendized item. These written communications are
accessible to the public through the City’s website and kept in packet archives. You are
hereby admonished not to include any personal or private information in written
communications to the City that you do not wish to make public; doing so shall
constitute a waiver of any privacy rights you may have on the information provided to
the City.
Members of the public are entitled to address the City Council concerning any item
that is described in the notice or agenda for this meeting, before or during
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April 16, 2019City Council AGENDA
consideration of that item. If you wish to address the Council on any issue that is on
this agenda, please complete a speaker request card located in front of the Council,
and deliver it to the Clerk prior to discussion of the item. When you are called, proceed
to the podium and the Mayor will recognize you. If you wish to address the City
Council on any other item not on the agenda, you may do so by during the public
comment portion of the meeting following the same procedure described above. Please
limit your comments to three (3) minutes or less.
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5005 Name:
Status:Type:Study Session Agenda Ready
File created:In control:2/12/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Study Session regarding Economic Development Strategic Plan (EDSP) Review and
Implementation Action Items related to possible amendments to the Municipal Code related to Mobile
Vendors, allowing Incubator/Co-working uses in General Commercial zoning districts, and an
Innovation District Vision Plan in the Bubb Road Special Area
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A – CC Resolution No. 16-103 Adopting the 2016 EDSP
B – Senate Bill No. 946
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Study Session regarding Economic Development Strategic Plan (EDSP) Review and
Implementation Action Items related to possible amendments to the Municipal Code related to
Mobile Vendors, allowing Incubator/Co-working uses in General Commercial zoning districts,
and an Innovation District Vision Plan in the Bubb Road Special Area
Review EDSP and provide direction on regulations regarding Mobile Vendors and Incubator/Co
-working Space; and provide direction on possible Innovation District Vision PlanReview
EDSP; and provide direction on regulations regarding Mobile Vendors and Incubator/Co-
working Space; and provide direction on possible Innovation District Vision Plan
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: April 16, 2019
Subject
Study Session regarding Economic Development Strategic Plan (EDSP) Review and
Implementation Action Items related to possible amendments to the Municipal Code related to
Mobile Vendors, allowing Incubator/Co-working uses in General Commercial zoning districts,
and an Innovation District Vision Plan in the Bubb Road Special Area.
Recommended Action
Review EDSP and provide direction on regulations regarding Mobile Vendors and Incubator/Co-
working Space Use; and provide direction on a potential Innovation District Vision Plan.
Discussion
The EDSP was adopted by Council in October 2016 following a year-long process to conduct
research and outreach, and develop the plan. The EDSP is framed around eleven core strategies
to strengthen existing businesses, foster a healthy economy, and maintain a healthy fiscal
position. For each strategy, the EDSP identifies a range of specific action items. The strategies and
action items are designed to strengthen Cupertino’s existing competitive advantages for
economic development and address disadvantages.
As background for determining the eleven core strategies, the EDSP discusses opportunities and
challenges the City faces and identifies five Key Economic Development Issues:
• Connectivity and Place-Making
• Supporting Growth of Small and
Midsize Businesses
• Retail Support and Development
• Hospitality
• Marketing
The eleven core strategies were developed to specifically respond to one or more of the five
key economic development issues above. For each of the core strategies, the EDSP identifies
ongoing City actions, and potential implementation actions the City can undertake to
implement the strategy.
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In early 2018, three specific project initiatives were started to implement the identified
strategies:
• Mobile Vendors Regulations (Strategy 9 Action 9.4 & 9.5). Develop new
regulations and policies to allow mobile vendors to provide their services in
designated areas of the city.
• Incubator and Co-working Space Use (Strategy 4 Action 4.1). Allow for and
encourage creation of space for smaller-sized start-up businesses with shared on-
site resources and amenities.
• Innovation District Vision Plan (Strategy 3 Action 3.4). Develop a long-term
vision for transforming the Bubb Road Special Area into a vibrant district that
expands opportunities for emerging and small businesses and supports significant
pedestrian activity and associated amenities.
The City engaged a consultant, Metropolitan Planning Group (M-Group), to develop the three
initiatives. The EDSP Implementation items are grouped together as The Heart of Innovation
project and a website was developed (www.heartofinnovation.org) to make these efforts
known and to provide information to the community.
The status of these three initiatives is discussed in greater detail, below.
Mobile Vendors Regulations
In the EDSP, Strategy 9 specifically notes both ongoing City efforts as well as recommended
actions to address the expanding issue of mobile vending, including food and numerous other
personal services that have the potential to deliver mobile services. Many Bay Area
communities have recently undergone or are in the process of developing efforts to
implement policies and regulations that guide mobile vendor activity, including Oakland,
Fremont, Sunnyvale, and San Francisco. Mountain View recently developed an expedited
permitting process that specifically addresses potential traffic and congestion issues.
Revisions to Chapter 5.48 Mobile Vendor Permits, which does not presently apply to
motorized vending vehicles are being prepared. In addition, in late 2018, the governor signed
SB 946 (Sidewalk Vendors) into law. SB 946 prohibits local jurisdictions from regulating
sidewalk vendors, except in accordance with the provisions of the bill. The revisions to the
Mobile Vendor Permits ordinance would provide the opportunity for the City to regulate all
vendors, although regulations pertaining specifically to sidewalk vending (non-motorized
vehicles) need to substantially comply with SB 946. These provisions include permitted
locations, hours of operation, and limits on fines or penalties.
In addition to compliance with SB 946, revisions to Chapter 5.48, as presently being drafted,
enable mobile vending in three areas of operation:
• Private property
• Public rights-of-way and property
• Public Parks (which SB 946 differentiates from other public properties)
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Following Council comment and direction, the draft revisions to the Mobile Vendor Permits
ordinance could be prepared for Council review by Fall 2019.
Incubator and Co-working Space Use
As innovative companies grow and work to maintain a competitive advantage, they seek new
strategies to maximize the innovation potential of their employees. A key factor in
maintaining a competitive edge is the space in which the companies and their employees
work. An identified opportunity in the EDSP is the attractiveness Cupertino presently holds
for small start-up companies, based on the skill and entrepreneurial character of the
workforce in the community and larger region.
An Action identified in Strategy 3 of the EDSP specifically recommends the creation of a new
development allocation for smaller space for a range of creative industries that can establish
or continue to operate in Cupertino. This project will develop regulations to allow the
development of smaller business spaces with shared resources, such as conference and
meeting rooms, reception services, kitchen and/or food services, and other amenities.
New development of this type of space is unanticipated due to high land and construction
costs. However, due to the rapidly changing retail landscape, there is an opportunity to plan
in the event retail spaces underperform or lie vacant. Retrofit and reuse of existing buildings,
possibly in older, vacant or underperforming retail buildings, would allow new-business
incubator and co-working spaces the opportunity to locate in the city and diversify its base,
while activating the space. The regulations (still under development) would allow incubator
and co-working as permitted uses in General Commercial (CG) Zoning Districts with specific
regulatory language to define strategies to:
• limit size/occupancy in a shopping center
• maintain active parcel/building frontage
• facilitate greater opportunities for smaller tech/entrepreneurial businesses
Following Council comment and direction, the draft regulations could be prepared for
Council review by Fall 2019.
Innovation District Vision Plan
Two key economic development issues identified in the EDSP include Connectivity and Place-
Making and Supporting the Growth of Small and Midsize Businesses. Both key issues are
addressed by the creation of a long-term vision for the light industrial parcels in the Bubb
Road Special area. Specifically, it will be useful to have a strategy and goals in place, for how
the area can respond to significant future changes in the tenant make-up of this area.
The strategy recommended is to develop new zoning regulations/category for an Innovation
District that provides incentives to develop spaces for technology, “maker economy”
businesses, and small start-up and medium-sized businesses that are focused on the
development of new technologies and services.
While development standards that allow on-site amenities such as food trucks, mobile
services, restaurants, cafes, and standards for future conversion of existing uses will support
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this vision, design standards would establish requirements that ensure a vibrant pedestrian-
and bicycle-oriented area, and a pedestrian trail network that supports this type of economy.
Potential programs envisioned for the Innovation District include a shuttle service linking key
nodes as well as educational programs with local schools that engage students with the
technologies and innovations developed by District businesses via internships or other
opportunities.
While creating a long-term vision for the Bubb Road area, the Vision Plan would facilitate
locational synergies for targeted types of businesses and include strategies to foster lease-
sensitive businesses. Based on preliminary analysis and research, and following Council
comment and direction, the Vision Plan could be developed for Council review by Winter
2020.
Public Outreach
The consultant team conducted an extensive number of interviews throughout 2018 with
business community stakeholders, including Cupertino Chamber of Commerce staff and
members, commercial real estate brokers, additional business owners, property owners,
operators of co-working businesses, and the Economic Development Committee. A
Community Open House that provided an overview of all three initiatives was held the
evening of May 7, 2018.
Next Steps
The Council’s comments and direction from this study session will be incorporated into work
currently underway on the initiatives to implement the EDSP. It is anticipated that the projects
will be completed by Winter 2020.
Sustainability Impact
No sustainability impact.
Fiscal Impact
Fiscal impact to be determined.
_____________________________________
Prepared by: Angela Tsui, Economic Development Manager
Reviewed by: Benjamin Fu, Interim Director of Community Development
Approved for Submission by: Timm Borden, Interim City Manager
Attachments:
A – CC Resolution No. 16-103 Adopting the 2016 Economic Development Strategic Plan
(EDSP)
B – Senate Bill No. 946
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RESOLUTION NO. 16-103
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING THE 2016 ECONOMIC DEVELOPMENT STRATEGIC PLAN (EDSP)
IN ORDER TO GUIDE THE CITY'S ECONOMIC DEVELOPMENT ACTIVITIES
WHEREAS, the City Council of the City of Cupertino authorized staff to develop the 2016
Economic Development Strategic Plan (EDSP) that guides economic activity in the City; and
WHEREAS, sales tax revenue in the City has been trending downwards due to: its location in a
highly competitive retail market which is a challenge to attracting national and regional retailers
to Cupertino due their presence within its trade area, the City's strong economy resulting in small
and independent ratailers struggling to find affordable space in the city or competing with the
service industry that is more parking intensive, a lack of affordable office spaces for growing,
midsize firms in the 20,000 sq. ft. to 100,000 sq. ft. range; and a lack of diversity in revenues for
the City's General Fund; and
WHEREAS, the City Council is interested in overcoming these issues and allow for continued
economic development and improved fiscal health of the City; and
WHEREAS, development of the EDSP included community outreach, including, hosting a
Community Forum on Local Business in August 2015 to engage community members, residents,
business owners, and elected officials in identifying assets, opportunities and potential challenges
to economic development in Cupertino and conducting telephone interviews with local business
leaders and real estate experts to collect information, solicit feedback and present initial findings;
WHEREAS, in-person meetings were facilitated with the City's Economic Development
Committee which includes representatives from the Chamber of Commerce; and
WHEREAS, the findings from these meetings and review of existing regulations of the City were
presented to the City Council at a publicly noticed meeting on August 2, 2016; and
WHEREAS, the City Council adopted the EDSP at a duly noticed regular meeting.
NOW, THEREFORE, BE IT RESOLVED:
Section 1.
That after careful consideration of the facts, exhibits, staff report, testimony and other evidence
submitted in this matter, the City Council does find as follows:
1. The foregoing recitals are true and correct and incorporated into this resolution by this
reference.
2. The EDSP has been prepared to ensure continued economic prosperity and development
within the City.
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Reso lution No. 16-103
Page 2
3. Adoption of this resolution is exempt from the California Environmental Quality Act
because adoption of the EDSP in not a project, in that adoption of the Plan is an
administrative activity that will not result in physical changes in the environments (CEQA
Guidelines Section 15378(b)(5)).
Section 2.
The City Council does hereby adopt the 2016 Economic Development Strategic Plan as shown in
"Exhibit A" attached to this resolution.
AYES:
NOES:
ABSENT:
ABSTAIN:
Members of the City Council
Chang, Vaidhyanathan, Paul, Sinks, Wong
None
None
None
Grace Schmidt, City Clerk
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EXHIBIT A
Economic Development Strategic Plan
Final Draft
September 13, 2016
prepared for:
City of Cupertino
STRATEGIC ECONOMICS
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TABLE OF CONTENTS
I. INTRODUCTION .............................................................................................................. 3
II. SUMMARY OF FINDINGS ............................................................................................... 4
Opportuni ti es ................................................................................................................................... 4
Challenges ....................................................................................................................................... 5
Key Economic Development Issues ................................................................................................ 6
Ill. STRATEGIES AND ACTION ITEMS ............................................................................... 8
Issue A : Connectivity and Place -Making ....................................................................................... 10
Issue B : Support Growth of Small and Mid-S ize Businesses ........................................................ 14
Issue C : Retail Support and Development .................................................................................... 22
Issue D : Hospital ity ........................................................................................................................ 32
Issue E : Marketing ......................................................................................................................... 33
IV. APPENDIX: MATRIX OF STRATEGIES AND IMPLEMENTATION ACTIONS ............ 36
Final Economic Development Strategic Plan I September 13, 2016 2
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I. INTRODUCTION
The City of Cupertino's Economic Development Strategic Plan (EDSP) is a policy document that will to
guide the City's economic development activities over the next three to five years . The EDSP is framed
around 11 strategies intended to strengthen existing businesses, foster a healthy economy, and maintain a
healthy fiscal position. For each strategy, the EDSP identifies a range of specific action items for the City
Council to consider. The strategies and action items are designed to strengthen the city's existing
competitive advantages for economic development, and take action to address disadvantages.
The EDSP was developed after completing an analysis of demographic, economic, and real estate market
trends, and receiving feedback from community members , business leaders and City Council. The
community outreach process included the following components:
• Community Forum on Local Businesses: In August 2015, the City of Cupertino hosted a
Community Forum to engage community members about the Economic Development Strategic
Plan. At the Forum, residents, business owners, City staff, and elected officials identified assets,
opportunities, and potential challenges related to economic development in Cupertino .1
• Interviews and Stakeholder Outreach: Strategic Economics completed telephone interviews with
local business leaders and real estate experts to collect information and solicit feedback, and
presented initial findings to the Cupertino Chamber of Commerce Legislative Action Committee.
• Economic Development Committee: Strategic Economics facilitated in-person meetings with the
Cupertino Economic Development Committee, which consists of four City staff members , two City
Coup.cil members and four representatives from the Cupertino Chamber of Commerce, to gather
input regarding technical findings and strategies .
• City Council Study Session: City staff and Strategic Economics presented the findings and
strategies from the Background Report to the Cupertino City Council for feedback.
The Background Report, completed in January 2016, provides the findings from the technical economic
analysis and community outreach, and identifies the City's competitive advantages, issues , and
opportunities for economic development.
This EDSP is organized into three sections: Following this Introduction, Section II presents a Summary of
Findings from the Background Report, as well as the key economic development issues for the EDSP to
address. Section III contains the Strategies and Action Items for implementing the EDSP .
1 The input from the Forum is summarized in th e Background Report.
Final Economic Development Strategic Plan I September 13 , 2016 3
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II. SUMMARY OF FINDINGS
In order to provide a nuanced understanding of the City's economic opportunities and ch a llenges, Strategic
Economics analyzed local and regional trends in employment and businesses; Cupertino's fiscal position;
the office sector; the retail sector; and the hotel sector. Strategic Economics also collected input from
community members and stakeholders, including residents , business owners , City staff, and elected
officials. The results of the technical analysis and the input from the community engagement are
summarized in the Background Report. This section highlights the major opportunities and challenges
related to economic development in Cupertino from the Background Report.
OPPORTUNITIES
Cupertino's location in the region , high quality of life, highly educated workforce, and existing employment
base position the city well to attract and retain businesses. These opportunities are described below .
Location at the heart of Silicon Valley. Cupertino is located in western Santa Clara County, bordered by
Sunnyvale, Santa Clara, San Jose, and Saratoga. The city's location provides excellent access to Interstate
280, a freeway that is relatively less congested compared to other of the region's freeways such as Highway
101. I-280 connects the city to highly skilled workers throughout the South Bay and to the Sand Hill Road
Area , the hub of venture capital activity in the region .
Highly educated workforce. Nearly 80 percent of adults aged 25 and above in Cupertino have a college
degree, with 40 percent holding advanced degrees. Most residents are also employed in professional
occupations . The city's significant employment base attracts a net weekday inflow of26,700 workers , who
tend to be highly educated workers in professional occupations .
Excellent quality of life and first-rate school district. Cupertino's public schools have been recognized
for their exce ll ent quality both by the State of California and in the national media . The public school system
and overall quality of life are very attractive for new households, especially families with children .
Thriving technology sector. Cupertino has nine employers with 250 or more workers , of which five are in
technology or biotechnology . These include Apple, Seagate, Pegasystems , and Trend Micro . Other firms
seek to locate in Cupertino in order to do business with these large employers as a vendor, partner, or
consultant, and to take advantage of the city's location in the region .
High concentration of small firms and start-ups. Cupertino's strength in technology is not limited to
large employers. Approximately 20 percent of the city's small and midsized businesses (defined as those
with fewer than 250 employees) are in the technology industry .2 Many of the small and midsize professional
s ervices firms -such as le gal offices and consulting firms -support the technology sector, providing
services to Apple and other technology firms . Compared to the South Bay as a whole, the city also h a s a
very high concentration of very small firms (with one to four employees) in the professional and technical
services industries. Cupertino is attractive for these small start-ups because of the highly skilled,
entrepreneurial workforce th a t lives in the city and in neighboring communities .
2 The te chnology se ctor includ es businesses from several differe nt industri e s , including profess iona l and technical
se rvic es, tran sp ortati o n and di stribution , and manufacturing.
Final Economic Development Strategic Plan I September 13 , 2016 4
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Strong demographics to support retail investments. High household spending power, excellent freeway
accessibility, growing employment, and the significant inflow of daily commuters create significant
potential for retail in Cupertino and other West Valley communities. Cupertino has been able to capitalize
on this potential by attracting newer retail investments , including 130,000 square feet in the Main Street
project, as well as renovations of existing centers like Homestead Square and Cupertino Village .
Healthy fiscal position. General fund revenues have gro w n steadily over the past several years as a result
of economic growth and new real estate investments . Revenue sources that are directly tied to economic
growth -including sales taxes , property taxes, and transient occupancy (hotel) taxes have grown steadily
over the past several years as the e conomy has recovered and Cupertino has attracted new investment.
Major development projects , such as Main Street and Apple Campus 2 , have also generated significant one-
time revenues from planning, zoning, engineering , permit processing fees , and other sources. Because of
its strong fiscal position, the City has been able to maintain service levels at 2 .80 to 3 .01 full time equivalent
(FTE) staff per thousand residents over the past ten years , even as Cupertino 's population grew significantly
during that time period .
CHALLENGES
While Cupertino has many economic assets, residents , business owners, City staff, and elected officials
have concerns related to Cupertino's ability to recruit and reta in an appropriate mix of businesses over time
while also maintaining the city 's excellent quality of life. These challenges are discussed below.
Highly competitive retail market. Cupertino has strong demographics for retail , and offers ample
neighborhood shopping centers where residents can shop for groceries and other daily needs . However,
since the downsizing of the Valko shopping mall , residents generally travel to nearby large shopping
centers like Westfield Valley Fair, Santana Ro w , and Stanford Shopping Center for dining and
entertainment opportunities and to shop for clothing and other "specialty" goods . The presence of these
large centers in close proximity poses a challenge for attracting similar types of national and regional
retailers in Cupertino .
Challenging environment for independent retailers. Cupe1tino's strong economy has driven significant
demand for retail space , resulting in low vacancies and high rents . As a result, small and independent retail
businesses reportedly struggle to find affordable space in the city . There is also a concern that traditional
retailers selling goods are being replaced with services (e .g., tutoring centers, day cares) that require more
parking than some existing shopping centers can provide and may not generate the same level of sales tax
revenues .
Lack of affordable office spaces for growing, midsize firms. Compared to the South Bay, Cupertino has
fewer businesses and employees in firms employing between 10 and 250 workers, and the number of
businesses in this size range is declining, partly due to a lack of office space to accommodate them. Strong
demand for office space , combined with competition from corporate users like Apple , results in scarce
leasing opportunities in the 20,000 to 100,000 square foot range. Although larger spaces are also in short
supply, 20,000 to 100 ,000 square feet spaces are in particularly high demand for growing companies such
as midsize technology startups. As a result, many expanding midsize firms have opted to relocate in other
nearby communities .
Final Economic Development Strategic P lan I September 13, 2016 5
19
Lack of diversity in revenues for the City's General Fund. In FY 2012-13, Apple contributed total
revenues of $9 .2 million , or approximately 18 percent of Cupertino's General Fund budget.3 Most of the
revenues that Apple generates come from sales, property, and utility user taxes . Overall , the opening of
Apple Campus 2 is expected to increase Apple's share of tax revenue. In addition to the direct tax r eve nues
generated by Apple, the company indirectly generates tax revenues from its suppliers, consultants , and other
vendors to the General Fund budget. At the same time , the decline ofVallco Shopping Mall, as well as the
loss of major business-to-business sales tax producers (including Hewlett-Packard), have reduced other
sources of sales tax revenues in Cupetiino . Although the City has partially offset the decline in sales tax by
renegotiating an existing sales tax rebate agreement with Apple, these trends have decreased the diversity
of revenue sources for the City 's General Fund.
Concerns about protecting Cupertino's quality of life. According to the 2014 community survey,
residents believe that the most important issues facing Cupertino are affordable housing (33 percent), traffic
(21 percent), and controlling growth (17 percent).4 Many residents are also concerned about preserving the
quality of the public school system as the community continues to grow and change .
KEY ECONOMIC DEVELOPMENT ISSUES
Based on Cupertino's economic opportunities and challenges described above, there are five key issues
defined in the EDSP for the City to prioritize over the next three to five years. These include :
A. Connectivity and Place-Making: Excellent bicycle, pedestrian , and transit access is becoming
increasingly important for economic development, as more companies consider transportation
alternatives in making location decisions . Moreover, place-making and connectivity improvements
contribute to a high quality of life and help mitigate the traffic impacts of new growth and development.
Strategies including investing in public realm improvements on Stevens Creek Boulevard to support
the implementation of the Heart of the City Specific Plan, and supporting local and regiona l investments
that expand transit, pedestrian, and bicycle access to employment and activity centers in Cupertino.
B. Supporting Growth of Small and Midsize Businesses: Cupertino is very attractive for start-ups and
small companies. However, these businesses are often priced out of Cupertino as they grow due to high
rents and a lack of available office space. Strategies to support the growth of small and mid-size
businesses include facilitating the development of new office spaces in the range of 20 ,000 to 100 ,000
square feet ; encouraging development of incubator spaces for start-ups in order to diversify the city's
industrial mix to include life sciences and other emerging technologies ; expanding visitation and
outreach to existing small and midsize firms ; and providing technical assistance and resources .
C. Retail Support and Development: Cupertino's strong household spending power and growing
employment base create significant demand for retail. Howeve r, while the city offers many
neighborhood shopping centers , residents typically travel outside of the city for dining, entertainment,
and specialty shopping opportunities. By working with property owners to upgrade aging shopping
centers , supporting emerging restaurant, entertainment, and shopping clusters, and developing policies
for regulating food trucks and other mobile services, the City can help foster thriving retail destinations
that pro vi de goods and services desired by community members .
3 This does not include one-time revenues from the construction of Apple C ampus 2. The fiscal analysis related to
App le and presented here is from Keyser Marston Associates , "Economic and Fiscal Imp acts Generated by Apple in
Cupertino-Current Facilities and Apple Campus 2", prepared for Apple Inc., 2013.
4 C ity of Cup ertino -2014 Community Satisfaction Survey, Godbe Research , 2014.
Final Economic Development Strateg ic Plan I September 13, 2016 6
20
D . Hospitality: Cupertino's growing technology sector drives strong demand for hotel rooms and
conference spaces . While this results in significant hotel tax revenues for the City 's General Fund,
business travelers often strnggle to find rooms in or near Cupertino and local civic organizations have
difficulty finding affordable space for meetings and events. By monitoring the need for additional hotel
rooms and meeting space and entitling additional hotel development as appropriate, Cupertino can
support diversification of the General Fund, and provide hotel rooms and event space to meet the needs
of visitors, businesses , and civic organizations.
E . Marketing: Cupertino is well known throughout the region -and the world -as the home of Apple,
and the city is considered a highly prestigious business address second only to the North Valley cities
of Palo Alto, Mountain View, and Menlo Park. Maintaining and expanding Cupertino's reputation as
an innovation center will help the city continue to attract a diverse range of businesses .
The strategies, implementation actions , and potential partners to address each of these issues is described
in the following section.
Final Economic Development Strategic Plan I September 13, 2016 7
21
Ill. STRATEGIES AND ACTION ITEMS
As discussed in Section II, the technical analysis and community engagement activities resulted in the
identification of five key e conomic development issues for the EDSP to address . These key issues include :
A. Connectivity and Place-Making
B . Supporting Growth of Small and Midsize Businesses
C . Retail Support and Development
D. Hospitality
E. Marketing
For each of these five issues, the EDSP identifies specific strategies for the City to undertake over the next
three to five years . The key issues and strategies to address them are summarized in Figure 1.
The remainder of this section identifies implementation action items for addressing each of the key issues.
Action items include continuing the City's ongoing efforts to support economic development in Cupertino ,
as well as new action items that the City Council may choose to implem ent to advance economic
development. All action items are classified into one of three categories based on the amount of additional
staff time , legislative action, or budget required for implementation:
• Category 1: Require small amounts of additional staff time in order to implement, but no major
legislative action or budget allocations.
• . Category 2: Require significant staff time and/or legislative action by the City Council.
• Category 3: Require additional budget allocation, as well as significant staff time and/or legislative
action .
The remainder of this chapter describes each potential implementation action item in more detail , and
identifies the lead agency from the City as well as likely partners . A full matrix of all the economic
development issues , strategies , and action items is presented in the appendix to this report.
Final Economic Deve lopment Strategic Plan I September 13, 2016 8
22
ies for Economic Develo ment
A. Connectivity and Place-1. Invest in public rea lm improvements to support the development of the
Making City's commercial/retail and mixed-use areas as pedestrian-oriented
Invest in infrastructure corridors that serve as welcoming gateways to Cupertino and provide
improvements that support a variety of community gathering spaces .
economic development and 2 . Support local and regional transportation improvements that
mitigate the traffic impacts of improve transit, pedestrian and bicycle connections to employment
new growth. and activity centers in Cupertino.
3. Facilitate the development of new office and industrial/flex space
for small and midsize companies to expand in Cupertino .
B. Support Growth of Small 4. Support development of business incubator, accelerator,
and Midsize Businesses coworking, shared, and "on-demand" workplaces
Provide physical spaces and 5. Continue and strengthen visiting and outreach programs for small
business support to small and and midsize businesses (fewer than 250 employees).
midsize businesses.
6 . Develop a cohesive business support network offering technical
assistance and access to financing, with a focus on enabling
growing businesses to stay in Cupertino .
7. Work with retail property owners and tenants to revitalize and
C. Retail Support and upgrade aging shopping centers on Stevens Creek Boulevard.
Development 8. Support emerging restaurant, entertainment, and shopping clusters
Foster thriving retail that serve as destinations for workers , residents, and visitors.
destinations that provide 9. Develop po licies for regulating food trucks and other mobile goods and services desired services , including the types of mobile services that are permitted, by community members. the locations and times when they may operate, and measures for
mitigating environmental, traffic, and other impacts .
D. Hospitality 10 . Provide adequate hotel rooms and event venues to support the
Support diversification of the City 's General Fund and meet business needs .
City's General Fund, and
provide hotel rooms and
event space to meet the
needs of visitors , businesses,
and civic organizations .
E. Marketing 11. Develop an integrated approach to marketing Cupertino to brokers,
Maintain and expand business owners, and others as a center for innovation and the
Cupertino's reputation as an heart of Silicon Valley.
innovation center.
Final Economic Development Strategic Plan I September 13 , 2016 9
23
ISSUE A: PLACE-MAKING AND CONNECTIVITY
STRATEGY 1
Invest in public realm improvements to support the development of the
City's commercial/retail and mixed-use areas as pedestrian-oriented
corridors that serve as welcoming gateways to Cupertino and provide a
variety of community gathering spaces.
The General Plan calls for updating the look and feel of the City's neighborhood shopping centers and
commercial corridors to improve bicycle and pedestrian connections to surrounding residential
neighborhoods and create welcoming gateways into Cupertino . The General Plan calls out Stevens Creek
Boulevard as Cupertino's core commercial corridor, and the Heart of the City Specific Plan identifies
streetscape design principles for different segments of the Stevens Creek corridor, including street tree ,
landscaping , and street furnishing concepts, and specifies design standards for new development. The City
ha s also adopted Conceptual Plans for North DeAnza Boulevard (between 1-280 and Stevens Creek), De
Anza Boulevard (between Stevens Creek and Bollinger Road), and the Vallco Shopping District that
provide direction on streetscape and connectivity improvements in these areas. By creating a more
welcoming environment for Cupertino residents and visitors , the new street trees and other improvements
will help support successful retail along these corridors .
Ongoing City Actions:
1.1 Implement the land use and design guidelines from the Heart of the City Specific Plan; require
new development to contribute to planned streetscape and infrastructure improvements. The
Specific Plan lists contributions and in-kind improvements by developers as the primary mechanism
for implementing the streetscape improvements identified in the plan .
o Lead Agency: Planning
o Partners: Stevens Creek Property Owners and Developers
1.2 Implement the land use and transportation policies in the General Plan and Conceptual Plans to
ensure that site, building, street, and streetscape design support the City's goals for community
character and connectivity. The plans call for improvements to neighborhood centers and commercial
corridors throughout the City.
o Lead Agency: Pl anning
Category 1 Actions:
1.3 Support community programming at activity centers along major corridors. The General Plan
identifies a series of special centers and nodes along major corridors, including the Oaks Shopping
Center, Cupertino Memorial Park, DeAnza College, the North Crossroads Node, City Center, and the
Civic Center . By partnering with civic organizations, retailers, and property owners to sponsor
programming and e vents in these nodes , the City can help bring new activity to the corridors .
o Lead Agencies: E conomic Development, Planning , Parks and Recreation
o Partners: Chamber of Commerce, DeAnza College , Retail Businesses and Property
Owners
Final Economic Deve lopment Strateg ic Plan I September 13 , 2016 10
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Category 2 Actions:
1.4 Develop implementation plans for improving major corridors such as Stevens Creek Boulevard,
including identifying phasing and specific funding sources for planned improvements. For
example, a comprehensive implementation strategy for the Heart of the City Specific Plan would
identify the desired phasing for the streetscape improvements called for in the plan, provide updated
construction costs, and identify the full range of potential funding sources . Adopting an implementation
strategy could position the City to apply for grants and seek other funds, above and beyond
contributions from developers . In addition, a clear strategy could help lay the groundwork for the
eventual establishment of a BID or PBID (see discussion of BIDs and PB IDs above, under Strategy 7).
o Lead Agency: Planning
o Partners: Property Owners and Developers , Business Owners, Residents
1.5 Pursue grants for streetscape and other improvements as they become available. For example , the
One Bay Area Grant (OBAG) program provides grants for local streets and roads preservation,
bicycle and pedestrian improvements, and streetscape improvements. At least 70 percent of OBAG
funds must be spent in Priority Development Areas (PDAs); as a PDA, the Stevens Creek corridor
would be eligible for this funding . The Santa Clara Valley Transportation Authority (VT A)
administers the OBAG capital grant program in Santa Clara County . VTA has fully allocated its
share of OBAG dollars through FY 2015-16. After FY 2015-16, however, more OBAG funds may
become available.
0
0
Lead Agency: Public Works, Planning
Partners: Santa Clara Valley Transportation Authority
(VTA)
Category 3 Actions:
1.6 Allocate funds in the City's capital improvement program to implement landscaping, pedestrian,
and other infrastructure improvements envisioned in the Heart of the City Specific Plan and
other Conceptual Plans. Setting aside capital improvement funds from the City budget would help
facilitate faster implementation of the Plan, and help meet the local match required by many grant
programs .
o Lead Agency: Public Works, Finance, Planning
STRATEGY 2
Support local and regional transportation improvements that improve
transit, pedestrian and bicycle connections to employment and activity
centers in Cupertino.
Access to transit and excellent bicycle and pedestrian connections are becoming increasingly important for
economic development, as more companies consider transportation alternatives in making location
decisions. Facilitating transit , walking, and bicycling can also help reduce strain on the automobile network,
improve health and quality of life for Cupertino residents , and help mitigate the traffic impacts of new
growth and development -a major concern for many community members .
Final Economic Development Strategic Plan I September 13 , 2016 11
25
Ongoing City Actions:
2.1 Implement and regularly update and the Bicycl e Transportation Plan, including pursuing grants
as they become available. In 2015, the City Council adopted the 2015 Bikeway Improvement
Prioritization Update to the 2011 Cupertino Bicycle Transportation Plan. Together, these documents
provide a roadmap designed to encourage bicycling as a safe, practical , and healthy alternative to the
automobile. The City has also established a Bicycle Pedestrian Commission charged with reviewing,
monitoring , and making recommendations regarding bicycle and pedestrian traffic, parking , education
and recreation, and other transportation issues. The Commission and City staff work together to
implement the Bicycle Transportation Plan and expand the share of trips taken by on foot or by bicycle.
o Lead Agency: Public Works
o Partners: Bicycle Pedestrian Commission
2.2 Require major employers to meet transportation demand management goals. The General Plan
Mobility Element requires large employers to develop and maintain transportation demand
management (TDM) programs to reduce vehicle trips generated by their employees, and de ve lop a
tracking method to monitor results.
o Lead Agencies: Planning, Public Works
2.3 Actively participate in regional transportation planning processes and advocate for decisions that
meet Cupertino's needs. Public Works, Planning, and other departments regularly participate in
regional transpo rtation planning processes to advocate for programs that are consistent with the goals
and policies of Cupertino's General Plan . City staff also work with neighboring cities to address
regional transportation and land use issues of mutual interest.
o Lead Agency: Public Works, Planning
2.4 Work with Caltrans and the Santa Clara Valley Transportation Authority to explore new
regional transit options, such as on Highway 85. In antici pation of a potential Santa Clara County
Transportation Sales Tax measure on the ballot in the November 2016 election, the City of Cupertino
h as been working with other West Valley and North County cities on developing a mass transit project
that would serve this portion of the region's jobs utilizing VTA and concentrating on the 85 Corridor.
In April 2016, Cupertino's Director of Public Works introduced the concepts to the Chamber of
Commerce Legislative Action Committee and held a Business Workshop to faci litate a more detail ed
discussion .
o Lead Agency: Public Works
Category 1 Actions:
2.5 Work with major employers to leverage corporate transportation programs (e.g., shuttles, bike
share) to benefit the community as a whole. Apple and other large emp lo yers operate shuttles , bike
share, and other transportation programs to help their employees travel to and around Cupertino without
a car. While e mploy ers may nee d to restrict access to some of these services in order to maintain
corporate security , there may be opportunities to expand on som e existing corporate transportation
programs -such as bike share -to serve the bro ader community .
o Lead Agency: Public Works , Planning, Economic Development
o Partners: Major Employers
Fina l Eco nom ic Deve lopme nt Strateg ic Plan I September 13, 2016 12
26
Category 2 Actions:
2.6 Work with regional and county agencies to explore new funding sources for local and regional
transit improvements. As revenues from the fed eral and state gas tax es decline , funding for local and
regional transportation improvements is becoming increasingly scarce . MTC and Bay Area cities and
counties are exploring new options, including new taxes and fees (such as the proposed Santa Clara
County Transportation Sales Tax Measure), revenues from California's cap-and-trade program , and
property-based land financing or "value capture" tools (such as Enhanced Infrastructure Financing
Districts and Community Facilities Districts). By remaining actively involved in these conversations,
Cupertino staff can ensure that the City is aware of emerging tools and sources , and represented in
conversations about how funding should be allocated .
o Lead Agency: Public Works, Planning
2.7 Pursue grants for high priority transportation projects, including bicycle and pedestrian
improvements, as they become available. In addition to improvements on Stevens Creek, this could
include walking and bicycling paths that connect employment areas with destinations such as local
retail centers.
o Lead Agency: Public Works, Planning
2.8 Prioritize investments in bicycle, pedestrian, and other transportation improvements that
connect workers and workplaces with local retailers. These include bicycle paths and sidewalk
improvements that directly connect the City's major employment centers with retail and restaurant
nodes .
o Lead Agency: Public Works , Planning
2.9 As part of the approvals process for large commercial development projects, design a community
benefits policy that encourages projects to provide transportation demand management (TOM)
programs, potentially including funding for a community shuttle. As discussed above, the General
Plan Mobility Element already contains a similar provision for ensuring major employers provide TDM
programs . This policy could be extended to major development projects , and include incentives for
developers (as well as employers and shopping center owners) to contribute funding for a community
shuttle that would improve connections among major community destinations such as local civic and
cultural centers , retail centers, schools , and nearby Caltrain stations .
o Lead Agency: Planning
Final Economic Deve lopment Strateg ic Plan I September 13 , 2016 13
27
ISSUE B: SUPPORT GROWTH OF SMALL AND MID-SIZE
BUSINESSES
STRATEGY 3
Facilitate the development of new office and industrial/flex space for small
and midsize companies to expand in Cupertino.
Cupertino is highly attractive for start-ups and small companies . However, a very tight market for office
space, combined with the high share of office space occupied by Apple, results in scarce leasing
opportunities in the 20,000 to 100 ,000 square foot range . As a result, many expanding midsize firms have
opted to relocate in other nearby communities. In the long term, retaining these growing companies will
require providing office space to meet their needs .
Ongoing City Actions:
3.1 Create opportunities for small office users by encouraging developers to reserve space for small
offices. For example, the City negotiated an agreement with Sand Hill Property Company to reserve
space for small office users in the Main Street project. These would range from 3,000-10 ,000 square
feet and would include small business ventures, co-working spaces, etc.
Category 2 Actions:
3.2 Increase allocation for office development for mid-size businesses in the 20,000-100,000 sq. ft.
range. The City lacks office space in the 20,000 to 100,000 square foot range that can accommodate
growing companies and midsize startups.
o Lead Agency: Planning
3.3 Create a new development allocation category for Innovation Space. This allocation would provide
for the development of new laboratory and R&D space for businesses in the greentech, biosciences , life
sciences, and other creative industries.
o Lead Agency: P lanning
3.4 Cons id er establish in g a new "Innovation District" in the Bubb Road and/or Bandley DriveNalley
Green Drive areas . By formally designating some of the less intensive, Light Industrial areas in the
City as "Innovation Districts ," the City could encourage and incentivize the reuse and rebuilding of
existing buildings to create spaces appropriate for small to midsize businesses in sectors such as
greentech, biosciences , life sciences, and other creative industries. For example , the designation could
apply to the Bubb Road area (roughly bounded by Stevens Creek Boulevard on the north, McCl e llan
Road on the south, Highway 85 on the east, and Imp erial A venue on the west) and/or the Light
Industrial properties located on the west side of Bandley Drive and north of Valley Green Drive. The
City could support th e Innovation Di s tricts with a coordinated branding and marketing strategy, and
explore incentives (such as development allocations for innovation space) to encourage property
owners to dedicate new and existing space to greentech , biosciences, and other innovation uses . The
new "Inno vation District" wou ld a lso require or incentivize street improvements and transportation
demand management measures aimed at encouraging walking and bicycling and mitigating the traffic
impacts of new businesses , as well as the provision of other uses th at wo uld serve the district (food
uses , etc).
Final Economic Development Strategic Plan I September 13, 2016 14
28
o Lead Agency: Planning
3.5 Review and update land uses in the zoning designations related to Office and Industrial uses to
ensure that they arc adaptable to current and future business needs. Some of the uses in the
existing zone code are outdated and do not reflect current industry needs. The code should be revisited
to better align with current and emerging space needs, and to more clearly state the types of uses (such
as biosciences, greentech, etc.) that the City envisions for different locations within Cupertino.
o Lead Agency: Planning
3.6 Allow for the conversion of underutilized ground floor retail space to office space. In
underperforming shopping centers, allow for spaces to be occupied by smaller office users, providing
that there is sufficient parking and infrastructure to support office uses. Note that this may require a
zoning change in some locations, such as in the Heart of the City Specific Plan area.
o Lead Agency: Planning
3.7 Conduct parking study to review parking ratios for retail/commercial/office uses. Note that
changes in parking ratios may require zoning and regulation changes in some locations, such as the
Heart of the City Specific Plan area.
o Lead Agency: Planning
STRATEGY 4
Support development of business incubator, accelerator, co-working,
shared, and "on-demand" workplaces.
Co-working, shared, and on-demand spaces provide flexible office space where entrepreneurs, freelancers,
or other individuals can rent a desk at a relatively low cost. Examples include We Work and NextSpace (see
text box below). Start-up accelerators or incubators provide mentorship, training, and sometimes investment
capital an d/or lo w-cost space for emerging tech companies, often in exchange for a small amount of equity .
While some start-up accelerators have proven highly profitable,5 co-working businesses typically operate
on a thin profit margin,6 and some incubators that provide low-cost space for start-ups have required public
subsidy.7 For example, the San Jose BioCube was originally funded by the San Jose Redevelopment Agency
(see text box below).
Cupertino already has at least one co-working space: Pacific Workplaces, an 18,000 square foot location
on Stevens Creek Boulevard that provides flexible co-working spaces for approximately 300 small
businesses. By supporting these types of flexible workspaces , the City can continue to nurture Cupertino's
existing ecosystem of start-ups and help grow the next generation of innovative businesses.
5 Tomio Green , "Top Startup Incubators and Accelerators: Y Combinator Tops with $7 .8 Million in Value," Forbes,
April 30, 2012, http://www.forbes.com /sites/tomiogeron/2012 /04 /30 /top-tech-incubators-as-ranked-by-forbes-y-
combinator-tops-with-7-bill ion-in-value/.
6 DeskMag, "The 2nd Global Coworking Survey: How Profitable Are Coworking Spaces?"
http ://www .deskmag.com/en/how-profitable-are-coworking-spaces-177 .
7 Diana Samuels , "Silicon Valley Incubators Fee l the Pain of Redevelopment's Demise ," Silicon Valley/San Jose
Bu siness Journal, July 13 , 2012, http://www.bizjournals.com/sanjose/print-edition/2012/07 /13/silicon -valley-
incubators-feel-the.html?page=all .
Final Economic Development Strategic Plan I September 13, 2016 15
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Category 2 Actions:
4.1 Allow for the conversion of underutilized ground floor retail space to incubator or co-working
uses. There are a number of underutilize d retail sites (such as second-floor retail space and spaces
located to the side or rear of a property) th at could be converted to smaller co-working spaces or
incubators . Note that the conversion of some existing ret ai l buildings may require property owners to
make investments in infrastructure or building improvements to serve such businesses .
o Lead Agency: Planning
Case Study: We Work and NextSpace
WeWork and NextSpace are privately-funded providers of co-working spaces with national and
international locations. WeWork currently has about six locations in San Francisco and one in
San Jose, while NextSpace has five Bay Area locations. Membership with these spaces can
take many forms and could include : occasional access, day passes , long term passes to
common workspaces, dedicated workstations and offices, and conference rooms. Typically,
these co-working spaces tout the benefits of connecting with other innovators and creative
enterprises as a key value proposition of membership.
Case Study: San Jose BioCube
The San Jose BioCube is a business incubator providing facilities for life science, nanotech,
and cleantech startup companies. These facilities include office space, laboratory facilities, and
business support services to a variety of startups who can either locate directly onsite or utilize
BioCube's facilities on a pro-rated basis. Originally called the San Jose BioCenter , it was
created in 2004 under the San Jose Bioscience initiative sponsored by the San Jose
Redevelopment Agency. Although public funding was phased out with the agency's dissolution
2012, the facility was able to survive with the assistance of private investment and a name
change to the "BioCube." In 2014 the BioCube became 100 percent self-sufficient.
Sources : wework .com ; nextspace .co m; San Jose BioC ube website (http ://www.sanjosebiocube.com); "Silicon Valley
incubators feel the pain of redevelopment's demise", Silicon Valley Business Journal, 2012
(http ://www. bizjournals .com /sanjose/print-edition/2012/07 / 13/silicon-valley-incubators-feel-the .html); "San Jose
BioCube Creates Self-Sustaining Biotech Dream", PRWeb , 2013
(http://www.prweb .com/releases /2013/5/prweb 10716857 .htm).
Category 3 Actions:
4.2 Seek out partnerships for developing a new small business incubator or accelerator, and consider
contributing City funds if needed. The City may explore potential partners like DeAnza Community
College, the Santa Clara County Library District, other nearby universities , colleges , or other
organizations, to operate a small incubator or accelerator. The City may contribute funding to support
the incubator spaces , either by directly subsidizing its operations or by encouraging private developers
to provide low-cost spaces for this type of use as part of a community benefits process for approving
large commercial projects (see discussion under Strategy 3).
o Lead Agency: Economic D evelop ment
o Potential Partners: DeAnza Community College, Santa Clara County Libra1y District
Final Economic Development Strategic Plan I September 13, 2016 16
30
STRATEGY 5
Continue and strengthen visitation and outreach programs for small and
midsize businesses (fewer than 250 employees).
The Economic Development Division of Cupertino 's Community Development Department already
conducts a robust program of business outreach aimed at providing new and growing businesses with
information about doing business in Cupertino (see "Ongoing City Efforts " described below). The City's
business outreach program could be expanded and refined to focus on retaining small and midsize
businesses , especially those that are at risk of moving out of the City as they grow. Fostering a diverse
range of firms will help build a resilient business ecosystem that can better withstand future changes in
broader economic conditions .
Ongoing City Actions:
5.1 Conduct outreach to existing businesses, including regularly visiting local businesses to discuss
programs, events, and/or incentives that may be of interest. Economic Development staff visit local
businesses and attend meetings of the Chamber of Commerce and other local organizations to provide
information on business resources offered by the City and partner organizations (such as the Silicon
Valley Economic Development Alliance and the Silicon Valley Small Business Development Center).
o Lead Agency: Economic Development
5.2 Distribute and regularly update "How to Start Your Business in Cupertino" booklet. The "How
to Start Your Business in Cupertino" booklet is published by the Economic Development Division and
provides step-by-step instructions and informational links for developing a business plan, selecting a
location, applying for permits and licenses , and accessing incentives.
o Lead Agency: Economic Development
5.3 Continue to host the annual Small Business Symposium. The City of Cupertino and the Cupertino
Chamber of Commerce co-host an Annual Small Business Symposium that provides workshops
covering essential topics for those wanting to start a new business or who are ready to grow their
existing businesses . In past years, workshop topics have included marketing and social media, accessing
capital , legal issues, and green business practices.
o Lead Agency: Economic Development
o Partners : Cupertino Chamber of Commerce, Cupertino Library
Category 1 Actions:
5.4 Provide assistance to new and expanding businesses with obtaining needed permits and licenses
from the City and other agencies. The Planning and Economic Development Divisions could work
together to explore a "concierge" service that would assign specific staff members to work closely with
high-priority applicants, including providing a single point of contact to expedite the City permitting
and licensing process. Staff could also assist businesses in receiving permits from other agencies .
o Lead Agencies: Planning and Economic Developm ent
Fina l Economic Development Strategic Plan I September 13 , 2016 17
31
5.5 Identify growing, small and midsize companies that are at risk of moving out of Cupertino as
they expand, and focus existing business retention efforts on these companies. Economic
development staff could identify growing companies that are at risk of leaving the City in order to
expand, and help connect them with resources such as those offered by the Silicon Valley Economic
Development Alliance and the Silicon Valley Small Business Development Center.
o Lead Agency: Economic Development
5.6 Work with local brokers to match growing companies to space in Cupertino. Finding office space
in Cupertino is a significant barrier for many companies that wish to grow in the City . Building on
existing relationships with brokers, Economic Development staff can help provide information on
office space vacancies to small and midsi ze businesses that have been identified as being at risk of
leaving the City.
o Lead Agency: Economic Development
5.7 Conduct an online survey of existing businesses to determine key advantages and disadvantages
of doing business in Cupertino. This survey could be conducted on a regular (e.g., annual basis) help
evaluate existing City services and programs, and help identify challenges or gaps in the resources
available to local businesses .
o Lead Agency: Economic Development
Category 2 Actions:
5.8 Conduct regular outreach to growing small and midsize businesses to determine what services
would help them expand in Cupertino, including individual visits, roundtables or focus groups, ·
and citywide events. These visits, roundtables , or events could focus on key audiences (such as
growing midsize companies) or important topics identified in the online survey (described under
Category l Actions). Regular, formal discussions with businesses could inform the City's future
business outreach and retention efforts .
o Lead Agency: Economic Development
Final Economic Development Strategic Plan I September 13, 2016 18
32
STRATEGY 6
Develop a cohesive business support network offering technical assistance
and access to financing, with a focus on enabling growing businesses to
stay in Cupertino.
Cupertino staff maintain excellent relationships with local and regional business organizations that provide
technical assistance to businesses, and regularly refers local businesses to those technical service providers .
There may be opportunities to build on these relationships to expand the range of services and resources
available to Cupertino businesses, or for the City to provide services directly to businesses .
Ongoing City Actions:
6.1 Meet regularly with local and regional business organizations and technical assistance providers
to build partnerships. Economic Development staff regularly attend meetings held by the Cupertino
Chamber of Commerce (including the Chamber's Legislative Action Committee and the Asian
American Business Council), the Silicon Valley Economic Development Allianc~, CREW Silicon
Valley ( a commercial real estate professional organization), and the Rotary Club of Cupertino .
o Lead Agency: Economic Development
o Partners: Cupertino Chamber of Commerce, Silicon Valley Economic Development
Alliance, CREW Silicon Valley, Rotary Club of Cupertino
6.2 Continue to hold quarterly meetings with Economic Development Committee. The Committee
consists of four City staff members, two City Council members and four representatives from the
Cupertino Chamber of Commerce. The Committee's activities are targeted at enhancing the Cupertino
business environment, developing business and community relationships , working with existing
business to identify and eliminate any barriers to retention or redevelopment, recruiting compatible
businesses to the City, and supporting a strong local economy and fiscal base to enable to the City to
provide excellent municipal services .
o Lead Agency: Economic Development
Category 1 Actions:
6.3 Explore additional opportunities to connect small businesses with existing micro-credit providers
or other small business lenders. For example , the Silicon Valley Small Business Development
Corporation in San Jose offers workshops and individual business counseling on access to capital ,
including bank finance , Small Business Administration (SBA) loans, and venture capital.
o Lead Agency: Economic Development
o Partners: Silicon Valley Small Business Development Corporation , Small Business
Administration , Silicon Valley Talent Partnership
Final Economic Development Strategic Plan I September 13 , 2016 19
33
Category 2 Actions:
6.4 Partner with technology, design, and arts programs at De Anza College and local middle and
high schools to offer assistance to Cupertino businesses, such as support in building websites and
applications. For example, students could help local businesses design webs it es , participate in
hackathons, launch social media advertising campaigns, etc .
o Lead Agency: Economic Development
o Partners: D e Anza College , Cupertino Union and Fremont Union School Districts ,
Library
6.5 Establish the City of Cupertino as a Kiva Zip trustee to find and endorse local businesses seeking
to borrow money on the Kiva Zip website. Kiva Zip is a microfinancing platform that connects
entrepreneurial borrowers with individuals interested in supporting small businesses . A Kiva Zip
"trustee," which can be a City or other organization, recommends borrowers for a loan based on the
borrower's qualifications and local knowledge. The trustee can support borrowers in other ways but
does not have any fiduciary responsibility for the loan . Trustees take on no direct financial risks, but
their reputation is based on the repayment of the lo ans that they endorse . See the text box below for an
example of the City of Oakland's KivaZip Trustee Program.
o Lead Agency: Economic D evelopment
o Partners: Kiva Zip
Category 3 Actions:
6.6 Contract with business assistance providers to provide targeted services to Cupertino businesses,
or hire staff and provide services in-house. Rather than referring businesses to the Silicon Valley
Small Business Development Corporation or other business technical assistance organizations, the City
could contract directly with providers to offer services in Cupertino, and/or hire additional Economic
Development staff with the capacity to provide training, counseling, and other services in-house. This
could include worki ng with Small Business Developm ent Centers of Northern California to sponsor a
local office (see text box below for more inforniation).
o Lead Agency: Economic Development
o Partners: Small Business Development Centers of Northern California
6.7 Provide seed capital to start a revolving loan fund to provide small loans for small and midsize
businesses in Cupertino for business expansion and other business needs. Revolvi ng loan funds
provide financing for small businesses that are meet local goals (such as creating loca l employment
opportunities) and are creditworthy, but do otherwise do not qualify for bank loans . See the text below
for an examp le sponsored by the City of Berkeley.
o Lead Agency: Econom ic Development
Fina l Eco nomic Devel o pmen t Strategic Plan I September 13 , 2016 20
34
Case Study: City of Oakland's Kiva Zip
Trustee Program
Kiva Zip is a microfinancing platform that
connects entrepreneurial borrowers with
individuals interested in supporting small
businesses in the U.S. A Kiva Zip "trustee,"
which can be an entire organization,
recommends borrowers for a loan based on
the borrower's qualifications and local
knowledge. The trustee can support
borrowers in other ways but does not have
any fiduciary responsibility for the loan.
Truste.es take on no direct financial risks, but
their reputation is based on the repayment of
the loans that they endorse. In 2013, the City
of Oakland became the first city government
to serve as a Kiva Zip trustee. Since that time,
the City has endorsed 33 loans for a total
value of approximately $235,000, and a
repayment rate of 87 percent. The City uses
billboard advertising to promote the program,
which supports locally owned businesses,
often in food service .
Advertising for Oakland's Kiva Zip
program on a local bus shelter
Image: Strategic Economics
Case Study: Berkeley Revolving Loan Fund
The Berkeley Revolving Loan Fund is a source of financing for small businesses that
otherwise do not qualify for conventional bank loans. Borrowers still need to be creditworthy
and satisfy other criteria, such as demonstrating that their business creates local
employment opportunities . The fund was started in 1984 with a $500 ,000 grant from the
federal Economic Development Administration, initially targeting minority-owned
businesses in the South Berkeley neighborhood. In 2011, the City expanded the program
to be citywide, and brought in an independent underwriter. Loans are approved by a Loan
Administration Board composed of members with expertise in business operations, legal
issues, and commercial lending. The target loan size is between $35,000 to $50,000, with
a term of up to seven years. Borrowers have flexibility to use the credit for working capital,
tenant improvements, or asset purchases. Since the program began, the fund has grown to
$700 ,000. The total amount loaned since 1984 is nearly $1.6 million , with 38 borrowers. It
is estimated that the program has created 176 new private sector jobs, and saved 38 private
sector jobs. Currently , there are six borrowers with active loans totaling $405,000. These
borrowers include a high-end tent manufacturer, a reseller of biofuels, and a cooking school.
Sources : Kiva Zip (https ://zip .kiva.org/trustees/573); Oakland Local , "Kiva Zip Loans Fuels Oakland Small
Business Community", 2015 (http://oaklandlocal.com/2015/05/kiva-zip-loans-fuels-oakland-small-business-
community/); City of Berkeley Office of Economic Development (http://www .ci.berkeley .ca .us/loanfund/); City of
Berkeley , Economic Dashboard, 2015.
Final Economic Deve lopment Strategic Plan I September 13 , 2016 21
35
Case Study: Small Business Development Centers of Northern California
The Small Business Development Centers of Northern California are a network of business
assistance offices whose services include educational and training seminars and counseling at low-
or no-cost. The NorCal network is operated out of CSU Humboldt, and the network is funded by
the Small Business Administration, with satellite offices typically at the county level. The Silicon
Valley SBDC, in downtown San Jose, is the satellite office serving Santa Clara County. NorCal
SBDC also has a handful of strategic initiatives with services tailored to particular industry sectors,
including technology , procurement, international trade, and green business. For example, the "Tech
Futures Group", with an office in Berkeley, advises tech startups and growing firms with advisors
that have expertise navigating the particular issues confronted by high growth technology firms,
such as intellectual property strategy and venture capital fundraising .
Sources: Small Business Development Centers of Northern California (http://www.norcalsbdc.org); The Tech Futures Group
(http://www.techfuturesgroup.org ).
ISSUE C: RETAIL SUPPORT AND DEVELOPMENT
STRATEGY 7
Work with retail property owners and tenants to revitalize and upgrade
aging shopping centers on Stevens Creek Boulevard.
The Cupertino General Plan identifies the Stevens Creek corridor as the "Heart of the City" -the key mixed-
use area that functions as Cupertino's do w ntown. The General Plan and the Heart of the City Specific Plan
(discussed in more detail above, under Strategy 1) envision an improved corridor that provides a greater
sense of place , more community identity, and a memorable experience for residents, workers and visitors .
The qualities of successful pedestrian-oriented retail districts are explained in more detail in the te xt box
on the following page.
One key part of implementing this vision is revitalizing and upgrading aging shopping centers on the
corridor. While the smaller, strip shopping centers on Stevens Creek Boulevard have generally been
successful at attracting new tenants, many have not been upgraded in years . In particular, the eastern
segment of Stevens Creek Boulevard -extending from North De Anza Boulevard to the city border - is
characterized by relatively small, shallow lots with limited visibility, parking constraints , and relatively
underp erforming retailers. Programs and policies that incentivize property owners and businesses to
reinvest in aging shopping centers will help support continued, successful retail activity on the corridor,
and contribute to upgrading the look and feel of Stevens Creek to create a welcoming gateway into
Cupertino .
Final Economic Development Strategic Plan I September 13 , 2016 22
36
Characteristics of Successful Pedestrian-Oriented Retail Districts
At the August 2015 Community Forum on Local Businesses, Cupertino residents cited
Burlingame Avenue (Downtown Burlingame), Castro Street (Downtown Mountain View),
Downtown Los Gatos , and Downtown Campbell as examples of attractive destinations for
dining , shopping, and entertainment. These districts share some common elements that
contribute to their success :
• Concentration of retail within a convenient walking distance: A critical mass of
retail and services within a comfortable walking distance enables visitors to park once
and walk to their destination, or browse shopping and dining options on foot.
Successful pedestrian-oriented retail districts are often quite compact. For example, the
majority of activity on Burlingame Avenue is concentrated within a quarter-mile section
of the street, or about a five-minute walking distance from end to end.
• Pedestrian-friendly atmosphere: Burlingame Avenue, Castro Street, Downtown Los
Gatos, and Downtown Campbell all have wide sidewalks and attractive street trees,
lighting, and other furniture. The storefronts are active, and many restaurants have
invested in attractive outdoor dining.
• High concentration of restaurants : In these successful retail districts, about one-
quarter to one-third of businesses are restaurants or food stores.
• Comprehensive parking management strategies: Mountain View and Los Gatos
provide ample visitor parking in public lots and garages located within walking distance
of downtown shops and restaurants, while restricting long-term parking in surrounding
residential neighborhoods.
• Active merchants' associations: Downtown Burlingame, Downtown Mountain View,
and Downtown Campbell all have active merchants' associations that partner with the
cities in sponsoring marketing, community events , and other activities.
Downtown Burlingame
Image : Strategic Economics
Downtown Mountain View
Imag e: Strategic Economi cs
Fin al Economic Development Strategic Plan I September 13, 2016 23
37
Category 2 Actions:
7.1 Provide incentives in key locations for upgrading or intensifying existing retail and/or replacing
retail with mixed-use development. Some small parcels with existing retail centers may not be able
to accommodate sufficient parking to meet current code requirements , limiting the property owner's
ability to upgrade , replace the existing retail space , or redevelop with higher-intensity retail or mixed-
use project. Providing some flexibility on parking requirements for these properties, allowing for
mixed-use development, and/or providing incentives such as increased heights or densities on
challenging parcels, could encourage property owners to invest in major improvements or redevelop
aging retail buildings.
o Lead Agency: Planning
o Partners: Retail Property Owners, Developers
7.2 Develop design standards for retail space in mixed-use developments to ensure that new retail
space contributes to the desired look and feel of the community, and functions well for retailers.
Some mixed-use projects struggle to lease ground floor retail space in part due to the limited visibility
from the street, lack of signage, poor vehicle and pedestrian access, low ceiling heights, and/or lack of
specific requirements such as adequate ventilation for restaurant cooking. Providing guidelines on
appropriate design could help ensure the success of future ground floor retail space . While the Heart of
the City Specific Plan includes design guidelines for building exteriors , the plan does not provide
specific standards for ground floor retail.
o Lead Agency: Planning
o Partners: Retail Property Owners , Developers
7.3 Conduct outreach to Stevens Creek property and business owners to explore the potential to form
a Business Improvement District (BID) or Property-Based Business Improvement District
(PBID) on all or part of the Stevens Creek corridor, to fund marketing, landscaping,
maintenance, and/or other local needs. BIDs and PB IDs are a type of special assessment district in
which business or commercial property owners vote to be assessed a fee to fund programs and projects
within the business area. Typically, a BID or PBID provides resources to develop marketing campaigns ,
increase lobbying efforts , secure additional funding, and invest in public improvements and
beautification projects in partnership with a city. By pooling private resources , business owners in BIDs
collectively pay for activities that they could not afford on an individual basis. A BID or PBID on
Stevens Creek Boulevard (or on some segment of the corridor) could pay for these types of activities ,
potentially including some of the landscaping and other streetscape improvements identified in the
Heart of the City Specific Plan (see discussion under Strategy 8, below).
o Lead Agencies: Planning and Economic Development
o Partners: Stevens Creek Business Owners and/or Property Owners
Final Economic Development Strategic Plan I September 13, 2016 24
38
Category 3 Actions:
7.4 Provide grants or loans to retail property owners and/or tenants to encourage them to upgrade
their fa~ades. Fai;:ade improvement programs provide matching grants or loans to incentivize retail
property owners and/or tenants to invest in improvements to the exterior of their buildings. Typical
improvements include new paint, installation or replacement of signs or awnings , and refurbishments
to non-structural architectural features (e.g., trim, cornices , windows, etc.). In order to receive a grant
or loan, applicants must meet certain criteria such as contributing a matching amount of money to the
project, complying with local design guidelines , and receiving all necessary city permits. In addition to
providing funding , some programs also provide design assistance to ensure that fai;:ade improvements
meet city standards . Fai;:ade improvement programs are often targeted to a particular district, such as a
downtown or major retail corridor. In Cupertino, this type of program could be targeted to Stevens
Creek Boulevard to help achieve the goals of the Heart of the City Specific Plan. Prior to 2011, most
fai;:ade improvement programs in California were funded by redevelopment agencies . Since the
dissolution of redevelopment in 2011, however, some cities have managed to find other funding
sources, including Santa Cruz and Dublin (profiles in the text box below).
o Lead Agencies: Planning and Economic Development
o Partners : Property Owners, Retail Businesses
Final Economic Development Strategic Plan I September 13 , 2016 25
39
Case Study: City of Santa Cruz Fa,;ade
Improvement Program
Since 1994, the City of Santa Cruz has offered
grants for fa<;:ade improvements to its retail
businesses , with over 100 grants disbursed since
the program's inception benefitting more than 260
small business establishments. Any ground floor
retail business (or commercial property
containing such a business) can apply for a grant,
as long as each storefront benefiting from
improvements has at least three years remaining
on its lease. While the program prioritizes painting
entire buildings, improving public safety lighting,
and anti-graffiti measures, signs, awnings , and
landscaping can also be funded as part of an
overall fa<;:ade improvement project. Grants are
available for up to $10,000 for the entire project ,
and up to $5,000 matching grant per storefront.
Up to $1,000 is provided for a City-selected
designer. The grant program is paid for with the
City's General Fund.
Case Study: City of Dublin Sales Tax
Reimbursement Program.
Enacted in 2009, the Sales Tax Reimbursement
Program in the City of Dublin reimburses up to
fifty percent of the net new sales tax paid to the
city after eligible physical improvements have
been made to retail businesses. Participants
generating between $100 ,000 and $500,000 in
net new annual sales tax revenue are eligible for
annual reimbursements over five years, up to the
total costs of improvements . Participants
generating over $500,000 are eligible for annual
reimbursements over ten years. Costs covered
by the program include exterior improvements,
interior tenant improvements, and site
improvements such as parking and landscaping.
A participant in the program ordinarily needs to be
a business newly locating in Dublin, not an
existing business .
Santa Cruz Fac;ade Improvement
Program Brochure
Image : Economic De ve lopment and
Red eve lopment Department, City of Santa Cruz.
Sources : Economic Development and Redevelopment Department, City of Santa Cruz
http ://cityofsa ntacruz.co m/departments/econo mic-development/business-support/facade-improvement-program ;
"Grant puts new face on riot-damaged business; City's Facade Improvement Program has helped 240 other sites ",
Santa Cruz Sentinel, 2010 http ://www .santac ruzsentinel.com /a rticle/ZZ/20100616/N EWS/100618140 ; City of
Dublin , http ://www.d ubli nca . gov/16 72/City-l ncentives.
Final Economic Development Strategic Plan I September 13 , 2016 26
40
STRATEGY 8
Support emerging restaurant, entertainment, and shopping clusters that
serve as destinations for workers, residents, and visitors.
Because retail sales taxes are a major contributor to the General Fund, a thriving retail market is important
to the City 's fiscal health. Retail nodes that offer a diverse range of shopping, dining, and entertainment
options can also serve as community gathering places for residents and workers, and help attract new
visitors to the city. Vallco Shopping Mall used to fill this role in Cupertino, and may do so once again when
it is eventually redeveloped (however, Valko Shopping Mall is subject to a separate Specific Plan process,
and is therefore outside the focus of this Economic Development Strategic Plan). The new Main Street
project also provides some new retail and community space. In addition to continue to monitor the success
of these larger projects, the City can also help support smaller retail and community gathering nodes
throughout Cupertino.
Ongoing City Actions:
8.1 Meet regularly with retail and commercial brokers to answer questions, build relationships, and
get updates on projects. Economic development staff maintain excellent relationships with retail and
commercial brokers who are active in the Cupertino real estate market.
o Lead Agency: Economic Development
8.2 Represent the City at ICSC and other local and regional conferences. Economic Development staff
regularly attend conferences held by the International Council of Shopping Centers (ICSC) and other
local and regional retail recruiting events to market Cupertino to retailers.
o Lead Agency: Economic Development
8.3 Maintain "Eats 95014" app/website and "Cupertino at a Glance" website. "Eats 95014" is a local
restaurant app that showcases Cupertino dining and food opportunities including restaurants, grocery
stores, the farmer's market, and vineyards. The app provides information on store hours, parking
information, noise level, directions, and links to websites. Users can search and sort restaurants by type
of cuisine and services offered. The "Cupertino at a Glance" website provides a map with business
information and website links for Cupertino's cultural, civic, recreational, and dining facilities.
o Lead Agencies: Economic Development, Communications
Category 1 Actions:
8.4 Work with brokers and retail site selection professionals to market Cupertino to desired tenants,
such as high-end restaurants and comparison retailers, and match retailers with appropriate sites
in Cupertino. Cupertino should continue communicating with brokers and site selection professionals
to inform them of the types of retail that are desired by the community, and to match businesses to
existing properties.
o Lead Agency: Economic Development
o Partners: Retail Brokers, Property Owners, Retail Businesses
F ina l Eco nomic Development Strategic Plan I September 13 , 2016 27
41
Category 2 Actions:
8.5 Create a marketing campaign to increase awareness of local retailers and service providers
among workers employed at Cupertino businesses. The City can develop a new campaign to inform
workers in Cupertino about the range of restaurants, retailers, and personal service providers av ailable
in the city in order to encourage them to shop and dine locally and support small businesses . Examples
of promotional materials could include a mobile app featuring local businesses, printed posters , and a
new website.
o Lead Agency: Economic Development
o Partners: Major Employers , Local Retail Businesses
8.6 Seek out social media partnerships to promote shopping local. There are many examples of cities
partnering with private companies such as Yelp and American Express to promote local shopping
events that could be models for Cupertino (see text box examples, below).
o Lead Agency: Economic Development
Case Study: Yelp Shop Local Pledge
In 2012 , Yelp created a program to encourage users to shop at independent retailers in their local
areas for the holiday season. Users were asked to pledge to shop locally. For participants in the
South Bay/Peninsula area, Yelp sponsored several events to promote independent retailers, such
as happy hours and pop up events.
Case Study: American Express Shop Small and Small Business Saturday
Shop Small is a program sponsored by American Express to promote small businesses.
Participants in the free program can get personalized marketing materials and other assistance
promoting their businesses through the platform as well as a listing on the Shop Small Map.
"Neighborhood Champions " are local business associations, chambers of commerce, or other
community organizers that organize events to promote Small Business Saturday, the first Saturday
after the Thanksgiving holiday. In the past, American Express has offered credits for purchases
made on that day.
Sources: Yelp Official Blog, 2012, https://www.yelpblog.com /2012/12 /get-your-local-shop-on-with-yelp-this-holiday-
season; American Express Shop Small , https ://www .americanexpress .com/us/small-business /shop-small/.
Final Economic Development Strateg ic Plan I September 13, 2016 28
42
STRATEGY 9
Develop policies for regulating food trucks and other mobile services,
including the types of mobile services that are permitted, the locations and
times when they may operate, and measures for mitigating environmental ,
traffic, and other impacts.
Mobile services include food trncks , mobile auto care services, mobile dry cleaning, and any other goods
and services offered from a vehicle. These services create an opportunity to fill existing gaps in services ,
stimulate economic activity, and activate underutilized spaces with events and programming. In Silicon
Valley, many major corporations regularly host mobile vendors on campus in order to provide convenient
services for workers. However, the increasing popularity of mobile services has also raised concerns in
many communities about public safety, sanitation, traffic, and competition with existing brick-and-mortar
businesses. Many California cities are revisiting their regulatory framework to ensure that mobile services
can continue to provide needed goods and services without detracting from local businesses or the
community's quality of life.
Ongoing City Efforts:
9.1 Issue limited special events permits for food truck events, and require mobile service vendors to
apply for a Cupertino business license in order to operate in the City. Currently, Cupertino
companies or other organizations can apply for up to four special events permits per year to host food
truck or other mobile services events. Food trucks are required to obtain a Cupertino business license
in order to operate in the City.
o Lead Agencies: Planning, Economic Development
9.2 Support the weekly Off the Grid food truck festival in the Whole Foods parking lot. Off the Grid
Cupertino is held every Tuesday evening in the Whole Foods parking lot on Stevens Creek Boulevard
and features a rotating assortment of food trucks.
o Lead Agencies: Planning, Economic Development
Category 1 Actions:
9.3 Work with Chamber of Commerce to reach out to mobile service vendors, ensure that they aware
of existing local and state laws and regulations , and involve them in Chamber activities. Currently,
mobile service vendors receive information about joining the Cupertino Chamber of Commerce when
they apply to receive a business license. Planning and Economic Development staff could partner with
Chamber staff to conduct additiona l, proactive outreach at Off the Grid and other mobile service events ,
in order to inform vendors about opportunities to participate in Chamber activities and ensure that
businesses are aware of local and state laws and regulations .
o Lead Agencies: Planning and Economic Development
o Partners: Chamber of Commerce
Category 2 Actions:
9.4 Conduct outreach to Cupertino residents and the local business community on appropriate
locations and regulations for mobile services. Brick-and-mortar business owners sometimes perceive
mobile vendors a s having an unfair advantage because they do not pay rent or prop erty taxes , and in
Fina l Econom ic Deve lopment Strategic Plan I September 13 , 2016 29
43
some instances may avoid paying sales tax as well. Regulating the number of food trucks that can gather
in a particular site or district may help address retailers' concerns about impacts on local businesses, in
addition to addressing traffic and safety issues. Economic development programs that seek to activate
underutilized areas or attract more street activity (such as the Fremont Street Eats program described
in the text box below) can also help brick-and-mortar retailers recognize an advantage to allowing food
trucks or other mobile services to locate nearby . By conducting outreach to concerned business owners
and residents, the City can help educate stakeholders about the potential impacts of food trucks , and
determine what types of policies or regulations might be best suited for Cupertino .
o Lead Agencies: Planning and Economic Development
o Partners: Retail Businesses, Residents, Mobile Food Vendors
9.5 Develop policies to allow and manage mobile service vendors, which may include a new licensing
and/or permitting process. Policies should be tailored to meet Cupertino's specific needs and
conditions . For example, based on community and business feedback and further study, the City could
create new licensing or permitting processes that restrict mobile vendors to specific geographic areas
within the city, times of day, or special events. The text box below provides an example of the City of
Mountain View's recently adopted permitting process for mobile vendors.
o Lead Agencies: Planning and Economic Development
o Partners: Retail Businesses , Residents, Mobile Food Vendors
Final Economic Development Strategic Plan I September 13 , 2016 30
44
Case Study: Mountain View's Permitting Process for Mobile Vendors
In 2013, the City of Mountain View passed an ordinance to address concerns about traffic flow
and public safety arising from the increased presence of mobile vendors in that community. The
ordinance also streamlined street vendor permitting to account for mobile services operating on
both public and private property, rather than on designated sites . Mountain View's rules address
safety and congestion by requiring mobile vendors to maintain a minimum distance of 100 feet
from schools, and by limiting vending on private property to a maximum of four hours on a
particular site per day, with no more than three vendors on a property simultaneously. A
separate Temporary Use permitting process was created to allow for longer hours and larger
clusters of vendors at food truck rallies and other special events. In Mountain View's downtown
area , vendors are prohibited from operating on the most centralized streets. This restriction is
an additional safety measure that also mitigates some of the competitive concerns of brick-and-
mortar stores in that area.
Case Study: Fremont Street Eats
Beginning in 2013, the City of Fremont began working with the Fremont Chamber of Commerce
to establish a weekly food truck event in Downtown Fremont. Fremont Street Eats is now a
weekly event in its third season, sponsored by the Chamber. Street Eats was intended as an
economic development program intended to help activate the Downtown. Many existing
businesses, including small retailers and restaurants, consider the program a successful
economic development effort because it helps bring pedestrian traffic to an area that was
historically underused.
Fremont Street Eats
Image: Fremont Chamber of Commerce
Sources : Interviews with Chris Costanzo, Code Enforcement, City of Mountain View and Jessica von Borek , Deputy
City Manager, City of Fremont; Intuit Network , "Food Trucks Motor Into the Mainstream," December 2012,
http ://network .intuit.com/wp-contenUuploads/2 012/12/lntuit-Foo d-Tru cks-Report .pdf; Silicon Valley Economic
Development Alliance , Unpublished White Paper.
Final Economic Deve lopment Strategic Plan I September 13 , 2016 31
45
ISSUE D: HOSPITALITY
STRATEGY10
Provide adequate hotel rooms and event venues to support the City's
General Fund and meet business needs.
Transient occupancy taxes (TOT) generated by hotels are a significant source of revenues to the City's
General Fund. Cupertino's existing hotels perform very strongly, driven by business travel associated with
the expanding tech sector. Occupancy rates are very high (approaching 90 percent on weekdays), and
business travelers often struggle to find rooms in or near Cupertino unless they book well ahead. In addition,
because of the competition for hotel conference space, Cupertino civic organizations have struggled to find
affordable space for meetings and events. The strong office market, along with Apple's planned expansion ,
suggest that demand for hotel rooms in Cupertino will remain strong for the foreseeable future . Expanding
the supply of hotel rooms and event space could help support Cupertino's businesses and civic
organizations , and support increased TOT revenues. In addition, enabling more business travelers to stay
in Cupertino could help support local restaurants and other retailers.
Category 1 Actions:
10.1 Monitor the need for additional hotel rooms and meeting space. Continue tracking hotel
occupancy rates and conference bookings to determine whether the hotel supply is meeting demand.
o Lead Agency: Planning , EconomiG Development
Category 2 Actions:
10.2 Consider increasing allocation for new hotel development, prioritizing proposals that include
ample meeting and event space for businesses and community use. As part of a public benefits
agreement for a new hotel project, the City Council could require developers to set aside low-cost
space for civic and community organizations to hold events and meetings.
o Lead Agency: Planning
Final Econom ic Development Strategic Plan I September 13 , 2016 32
46
ISSUE E: MARKETING
STRATEGY 11
Develop an integrated approach to marketing Cupertino to brokers,
business owners, and others as a center for innovation and the heart of
Silicon Valley.
Cupertino is well known throughout the region -and the world -as the home of Apple, and the city is
considered a highly prestigious business address second only to the North Valley cities of Palo Alto ,
Mountain View, and Menlo Park . The City's current website and other marketing materials are largely
geared towards highlighting business resources and promoting existing retailers and other local businesses
and organizations. In order to help maintain and expand the City's reputation and attract a diverse range of
businesses, these materials could be repositioned to communicate more directly to the business community
and market the City's unique assets, including its innovative tech sector, central location, and highly skilled
workforce.
Ongoing City Actions:
11.1 Continue "C upertino Business Buzz" electronic business newsletter featuring updates on local
small businesses. The Business Buzz is published on a quarterl y basis and highlights business
resources and events as well as city initiatives related to economic development.
o Lead Agency: Economic Development
11.2 Continue to offer the GreenBiz Cupertino program, which provides support to interested
small/mid-size businesses , non-profit organizations, and schools in navigating the statewide
Green Business Program certification process. The City 's GreenBiz team works with businesses
to create a plan for conserving energy and water, minimizing material use and disposal, preventing
pollution, and cutting costs . The team also connects businesses to services , free equipment, and
financial incentives to help achieve certification requirements. The program has been recognized as
a leader in environmental sustainability with awards from ICLEI , the Silicon Valley Leadership
Group , Green Technology, and Acterra.
o Lead Agency: GreenBiz Cupertino
Category 1 Actions:
11.3 Update the City 's marketing materials with current economic data. The City 's website and market
materials require regu lar updating in order to provide more current information on demographics,
employment by sector, and top sales tax producers .
o Lead Agency : Economic Development
11.4 Update the Economic Development and business-related webpages as part of the City's overall
website redesign. Economic Development can partner with the City 's Communications team to
upgrade business-related we bpages and ensure consistency wi th the redesigned City we bsite.
o Lead Agencies : Economic Developm ent , Communications
Final Economic Development Strategic Plan I September 13, 2016 33
47
11.5 Expand the resources available on the Economic Development website by providing links to or
embedding maps and information from other relevant websites. For example , this could include
the Silicon Valley Economic Development Alliance 's commercial real estate listing website (AREAS
Silicon Valley), and the business resources available on the Santa Clara County Library District's
website.
o Lead Agencies : Economic Development, Communications
Category 2 Actions:
11.6 Partner with other West Valley cities to develop marketing materials that market the sub-
region as a center of innovation. The City may consider partnering with other West Valley cities,
which share some common characteristics, to broaden the reach of its marketing efforts and
establish the West Valley as a hub of innovation. This coordination could take place through the
Silicon Economic Development Alliance, which is comprised city and county economic
development professionals throughout San Mateo, Santa Clara, Santa Cruz, and southern Alameda
Counties and of which Cupertino is an active member.
o Lead Agency : Economic Development
o Partners: Silicon Valley Economic Development Alliance
Category 3 Actions:
11. 7 Develop a brand identity focused on economic development (logo, wordmark, and colors) The
City could develop a new brand identity (separate from the existing citywide identity) to support
economic development initiatives. The brand identity would be intended to communicate Cupertino's
assets , such as the City's strengths in the innovation industries , including arts and design. The
marketing identity should be developed through a collaborative process involving focus groups, one-
011-one interviews , and other outreach to the business community to help define a focused marketing
approach . The City may also wish to hire a m arke ting and communications specialist to assist with
this effort. The text box below provides examples of brand identities developed by the cities of
Fremont, San Jose, and Santa Cruz.
o Lead Agencies: Economic Development, Communications
o Partners: Chamber of Commerce, Businesses
11.8 Redesign the Economic Development website, "Cupertino Business Buzz" electronic business
newsletter, and other marketing efforts with a consistent brand. As part of establishing a
consistent brand for economic de ve lopment , review existing communications materials to identify
potential areas for improvement, and create new materials as necessary to reflect the brand.
o Lead Agencies: Eco nomic D evelopment, Communications
o Partners : Chamber of Commerce, Businesses
Final Economic Development Strategic Plan I September 13 , 2016 34
48
Branding and Marketing Campaign in Fremont, Santa Cruz, and San Jose
In 2013, Fremont commissioned a communications consulting firm to help with a media
relations campaign. This effort led to the creation of a state-of-the-art website ,
thinksiliconvalley.com, devoted to the City 's economic development communications. The
website introduces and reinforces a branding message that closely associates the City with
Silicon Valley, by dubbing Fremont "Silicon Valley East."
Other cities looking to attract business investment , such as Santa Cruz and San Jose, have
also rolled out visually appealing web presences that rely on many of the principles a typical
startup venture would use. Common to all these websites are a prominent brand message
(San Jose is "The Capital of Opportunity", while Santa Cruz is "Where Work & Culture
Converge"), vivid imagery (particularly through photographs), and evolving content , though
a blog , newsfeed, and links to social media .
Fremont
SAN JOSE
CAPITAL OF OPPORTUNITY
INOUSTRlfS IHSOURC[S CUlTUAE PIIOJHTS jOURNAl
Sources : "Hitching website wagon to tech capital puts Fremont on the map", Ragan·s PR Daily; City of Fremont,
http://thinksiliconvalley.com ; City of San Jose ,http://sjeconomy.com; City of Santa Cruz,
http://choosesantacruz .com.
Final Economic Development Strategic Plan I September 13 , 2016 35
49
IV. APPENDIX: MATRIX OF STRATEGIES AND IMPLEMENTATION ACTIONS
Ke Issues, Strate ies, and Menu of Potential Action Items
Issue A: Connectivity and Place•Making
Strategy 1. Invest in public realm
improvements to support the
development of the City's
commercial/retail and mixed-use
areas as pedestrian-oriented
corridors.
1.1 Implement the land use 1.3 Support community programming
and design guidelines from the at activity cen ters along major
Heart of the City Specific Pl an: corridors.
require new development to
contribute to planned
streelscape and infra structure
improvements.
1.2 Implement the la nd use
and transportation policies in
the General Plan and
Conceptual Plans to ensure
that site, building, street. and
streetscape design support the
City's goals for community
character and connectivity.
Final Economic De ve lopment Strategic Plan I September 13, 2016
1.4 Develop an implementation plan
for improving major corridors such as
Stevens Creek Boulevard, including
identifying phasing and specific
funding sources for planned
improvements.
1.5 Pursue grants for streelscape and
other improvements as they become
available.
1.6 Allocate funds in the City's capital
improvement program to implement
landscaping, pedestrian , and other
infrastructure improvements
envisioned in the Heart of the City
Specific Plan and other Conceptual
Plans.
36
50
Strategy 2. Support loca l and
re gional tran sportation
improvements that improve
transit, pedestrian and bicycle
connections to employment and
activity ce nters in Cupertino.
. :• .
2.1 Imp le ment and regularly
update the Bicycle
Transportation Plan, including
pursuing grants as they
become available.
2.2 Require major employers
to meet tra nsportation demand
management goa ls.
2.3 Actively participate in
reg iona l transportation
planning processes and
advocate for decisions that
meet Cupertino's needs.
2.4 Wo rk with Caltrans and the
Santa Clara Va lley
Transportation Authority to
explore new regiona l transit
options, such as on Highway
85.
2.5 Work with major employers to 2.6 Work wilh regional and coun ty
leverage corporate transportation agencies to explore new fun ding
programs (e.g., shuttles, bike share) lo sources for local and regional transit
benefit the community as a whole. improvements.
2.7 Pursue gra nt s for high priority
tran sportation projects as they
become available.
2.8 Prioritize investments in bicycle,
pedestrian, and other transportation
improve ments that connect worke rs
and wo rk places with local retai lers.
2.9 As part of the approvals process
for large co mmercia l deve lopment
projects, design a community benefits
policy tha t encourages projects to
provide transportation demand
management programs, potentially
including a community shuttle.
Fi nal Economic Deve lopment Strategic Plan J September 13, 2016 37
51
Issue B: Support Growth of Sm all and Midsize Busi nesses
Strategy 3. Facilitate the
development of new office and
induslriaVnex space for small and
midsize companies to expand in
Cupertino.
3.1 Encourage office
de velopers to rese rv e space for
small offices.
Fina l Economic Development Strategic Plan I September 13 , 2016
3.2 Increase allocation for office
development for mid-size businesses
in the 20,000-100 ,000 sq. fl . range.
3.3 Create a new development
allocation category for innovation
space.
3.4 Consider establishing a new
"Innovation Districr in the Bubb Road
and for Bandley DriveNalley Green
Drive areas.
3.5 Review and update land uses in
the zon ing designations related to
Office and Industrial uses to adapt to
current and future business needs.
3.6 Allow for the conversion of
underutilized g round floor re tail space
to office space .
3. 7 Conduct parking study to review
parking ratios for re tail! commercial!
office uses .
• Allowing for the conversion of
underutilized ground floor retail
space to office space may require a
zoning change in some locations ,
such as in the Heart of the City
Specific Plan area.
38
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Strategy 4. Support development
of business incubator,
accelerator, coworking, shared,
and ·on-demand" workplaces
Strategy 5. Continue and
streng then visitation and
outreach programs for small and
midsize businesses {fewer than
250 employees).
5.1 Conduct outreach to
existing businesses, including
regularly visiting loca l
businesses to discuss
programs, events, and/or
incentives that may be of
interest.
5.2 Distribute and regular ly
update "How to Start Your
Business in Cupertino· booklet.
5.4 Provide assistance to new and
expanding businesses with obtaining
needed permits and licenses from the
City and other agencies.
5.5 Identify growing , small and midsize
companies that are at risk of moving
out of Cupertino as they expand, and
focus existing business retention
efforts on these companies.
5.6 Work with local brokers to match
5.3 Continue to host the annua l growing companies to space in
Sma ll Business Symposium. Cupertino.
5. 7 Conduct an online survey of
existing businesses to determine key
advantages and disadvantages of
doing business in Cupertino.
Final Economic Development Strategic Plan I September 13, 2016
4.1 All ow for the conversion of 4 .2 Seek out partnerships for
underutilized ground floor retail space developing a new sma ll business
to incubator or coworking uses. incubator or accelera tor, and
consider contributing City funds if
needed.
5.8 Conduct regu lar outreach to
growing small and midsize
businesses to detennine what
services would he lp them expand in
Cupertino, including individual vis its,
roundtables or focus groups, and
citywide events.
• Note that the conversion or retail
space for other, higher-intensity uses
may requ ire property owners to make
in vestments to serve such
businesses. See Strategy 7 for
discussion of property owner
incentives.
39
53
Strategy 6. Develop a cohesive
business support network
offering technical assistance and
access to financing, with a focus
on enabling growing businesses
to stay in Cupertino.
6.1 Meet regu larly with local
and regiona l business
organizations and techni cal
assistance providers lo build
partnerships.
6.2 Continue to ho ld quarterly
meetings with Economic
Development Committee.
6.3 Explore additional opportunities to 6.4 Partner with technology programs
connect sma ll businesses with existing at De Anza Co ll ege and at middle
micro-credit providers or other small and high schools to connect students
business le nders. to Cupertino businesses. Students
could offer techn ical support in
building websites and applications,
6.6 Contract with business
assistance providers to provide
targeted services to Cupertino
businesses, or hire staff and provide
services in -house.
partic ipating in hackathons, and other 6.7 Provide seed capital lo start a
activities. revo lving loan fund to provide sma ll
6.5 Establish the City of Cupertino as
a Kiva Zip trustee to find and endorse
loca l businesses seeking to borrow
money on the Kiva Zip website.
(Trustees have no financia l liability for
loans and do not handle the loans ,
but thei r reputa tion is tied to the
repayment rate of the borrowers they
endorse.)
loans for small and mid size
businesses in Cupertino for bus iness
expansion and other business needs .
Final Economic Development Strategic Plan I September 13, 20 16 40
54
Issue C: Retail Support and Development
Strategy 7. Work with retai l
property owners and tenants to
rev ital ize and upg rade ag ing
shopping centers on Stevens
Creek Boulevard.
Strategy 8. Support emerging
restaurant , entertainment, and
shopping clusters that serve as
destinations for workers,
res idents, and visitors.
8.1 Meet regularly with reta il
and commercial brokers to
answer questions , build
re lationships , and get updates
on projects
8.2 Represent the City at ICSC
and other loca l and regional
conferences.
8.3 Maintain ·Eats 950 14.
app/website and ·cupertino at
a Glance· website
8.4 Work with brokers and retail site
se lection professionals to market
Cupertino to desired tenants, such as
high-end restaurants and comparison
retailers, and match retailers with
appropriate sites in Cupertino.
Fina l Economic Deve lopmen t Strategic Plan I Septe mber 13, 20 16
7 .1 Provide incentives in key
locations for upgrading or intensifying
retail and/or replacing retai l with
mixed-use development.
7 .2 Develop design standards for
retail space in mixed-use
developments to ensure that new
retail space co ntributes to the desired
look and fee l of the community, and
functions well for retailers.
7 .3 Conduct outreach to Stevens
Creek property and business owners
lo explore the potential to form a BID
or PBID on all or part of the Stevens
Creek corridor, to fund marketing ,
landscaping , maintenance . and/or
other local needs .
8.5 Create a marketing campaign to
increase awareness of local retailers
and service providers among workers
employed at Cupertino businesses.
8.6 Seek out socia l media
partnerships to promote shopping
loca l.
7 .4 Provide grants or loans to retail
property owners and /or tenants to
encourage them to upgrade their
fai;ades.
41
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Strategy 9. Develop po licies for
regulating food trucks and other
mobile services, including the
types of mobile services that are
perm itted, the locations and
times when they may operate.
and measures for mitigating
environmenta l, traffic, and other
impacts.
Issue D: Hospitality
Strategy 10 . Provide adequate
hotel rooms and event venues lo
support the City's General Fund
and meet business need s.
9.1 Issue limited specia l events
permits for food truck even ts,
and requ ire mobile service
vendors to apply for a
Cupertino business license in
order to operate in the City.
9.2 Support the weekly O ff th e
Grid food truck festival in the
Whole Foods parking lot.
9.3 Work with Chamber of Commerce
to reach out to mobile service vendors,
ensure that they aware of existing
local and state laws and regulations ,
and involve them in Chamber
activities.
10.1 Monitor the need for additional
hotel rooms and meeting space .
Fina l Eco nomic De ve lopmen t Stra tegic Plan I September 13, 20 16
9.4 Conduct outreach to Cupertino
residents and the tocal business
community on appropriate locations
and regulations for mobile services.
9.5 Develop policies to allow and
manage mobile service vendors.
which may include a new licensing
and/or permitting process.
10.2 Consider increasing allocation
for new hotel development,
priori tizing proposals that include
ample meetin g and event space for
businesses and community use .
42
56
Issue E: Ma rketing
Strategy 11. Develop an 11.1 Continue •cupertino
integrated approach to marketing Business Buzz" electronic
Cupertino to brokers, business business newsletter featuring
owners, and others as a center updates on local small
for innovation and the heart of
Si licon Valley.
businesses
11 .2 Continue to offer the
GreenBiz Cupertino program ,
wh ich provides support to
11 .3 Update the City's marketing
materials with cu rrent economic da ta.
11.4 Update the Economic
Development and business-related
webpages as part of the City's overall
website redesign.
11.5 Expand the resources available
interested sma ll/mid-size on the Economic De velo pment
businesses , non-profit website by provi ding links to or
organ izations and schools in embedd ing maps and information from
navigating the statewide Green other relevant websites.
Business Program certification
process
Fina l Economic Deve lopment Strategic Plan J Se ptember 13, 20 16
11 .6 Partner with other West Valley
cities to develop a common message
and coord inate marketing efforts.
11.7 Develop a brand identity
focused on economic development
(logo, wo rdmark, and colors).
11 .8 Redesign the Economic
Development website, ·cupertino
Business Buzz~ electronic business
newsletter, and other marketing
efforts with a consistent brand.
43
57
Senate Bill No. 946
CHAPTER 459
An act to add Chapter 6.2 (commencing with Section 51036) to Part 1 of
Division 1 of Title 5 of the Government Code, relating to sidewalk vendors.
[Approved by Governor September 17, 2018. Filed with
Secretary of State September 17, 2018.]
legislative counsel’s digest
SB 946, Lara. Sidewalk vendors.
Existing law authorizes a local authority, by ordinance or resolution, to
adopt requirements for the public safety regulating any type of vending and
the time, place, and manner of vending from a vehicle upon a street.
This bill would prohibit a local authority, as defined, from regulating
sidewalk vendors, except in accordance with the provisions of the bill. The
bill would provide that a local authority is not required to adopt a new
program to regulate sidewalk vendors if the local authority has established
an existing program that substantially complies with the provisions of the
bill. The bill would apply these provisions to a chartered or general law city,
county, or city and county.
The bill would require a local authority that elects to adopt a sidewalk
vending program to, among other things, not require a sidewalk vendor to
operate within specific parts of the public right-of-way, except when that
restriction is directly related to objective health, safety, or welfare concerns,
and not restrict sidewalk vendors to operate only in a designated
neighborhood or area, except as specified. The bill would authorize a local
authority to, by ordinance or resolution, adopt additional requirements
regulating the time, place, and manner of sidewalk vending, as specified,
if the requirements are directly related to objective health, safety, or welfare
concerns. The bill would also authorize a local authority to prohibit sidewalk
vendors in areas located within the immediate vicinity of a permitted certified
farmers’ market and a permitted swap meet, as specified, and to restrict or
prohibit sidewalk vendors within the immediate vicinity of an area designated
for a temporary special permit issued by the local authority, as specified. A
violation would be punishable only by an administrative fine, as specified,
pursuant to an ability-to-pay determination, and proceeds would be deposited
in the treasury of the local authority.
The bill would require the dismissal of any criminal prosecutions under
any local ordinance or resolution regulating or prohibiting sidewalk vendors
that have not reached final judgment. The bill would also authorize a person
who is currently serving, or who completed, a sentence, or who is subject
to a fine, for a conviction of a misdemeanor or infraction for sidewalk
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58
vending, as specified, to petition for dismissal of the sentence, fine, or
conviction.
Existing constitutional provisions require that a statute that limits the
right of access to the meetings of public bodies or the writings of public
officials and agencies be adopted with findings demonstrating the interest
protected by the limitation and the need for protecting that interest.
This bill would make legislative findings to that effect.
The people of the State of California do enact as follows:
SECTION 1. (a) The Legislature finds and declares all of the following:
(1) Sidewalk vending provides important entrepreneurship and economic
development opportunities to low-income and immigrant communities.
(2) Sidewalk vending increases access to desired goods, such as culturally
significant food and merchandise.
(3) Sidewalk vending contributes to a safe and dynamic public space.
(4) The safety and welfare of the general public is promoted by
encouraging local authorities to support and properly regulate sidewalk
vending.
(5) The safety and welfare of the general public is promoted by
prohibiting criminal penalties for violations of sidewalk vending ordinances
and regulations.
(6) This act applies to any city, county, or city and county, including a
charter city. The criminalization of small business entrepreneurs, and the
challenges that those entrepreneurs face as a result of a criminal record, are
matters of statewide concern. Further, unnecessary barriers have been erected
blocking aspiring entrepreneurs from accessing the formal economy, harming
California’s economy in the process, and disrupting the regulation of
business, which is a matter of statewide concern. Moreover, California has
an interest in the regulation of traffic, a matter of statewide concern, whether
in ensuring the appropriate flow of traffic or in ensuring the safety of
pedestrians on the road or the sidewalk.
(b) It is the intent of the Legislature to promote entrepreneurship and
support immigrant and low-income communities.
SEC. 2. Chapter 6.2 (commencing with Section 51036) is added to Part
1 of Division 1 of Title 5 of the Government Code, to read:
Chapter 6.2. Sidewalk Vendors
51036. For purposes of this chapter, the following definitions apply:
(a) “Sidewalk vendor” means a person who sells food or merchandise
from a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack,
or other nonmotorized conveyance, or from one’s person, upon a public
sidewalk or other pedestrian path.
(b) “Roaming sidewalk vendor” means a sidewalk vendor who moves
from place to place and stops only to complete a transaction.
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— 2 —Ch. 459
59
(c) “Stationary sidewalk vendor” means a sidewalk vendor who vends
from a fixed location.
(d) “Local authority” means a chartered or general law city, county, or
city and county.
51037. (a) A local authority shall not regulate sidewalk vendors except
in accordance with Sections 51038 and 51039.
(b) Nothing in this chapter shall be construed to affect the applicability
of Part 7 (commencing with Section 113700) of Division 104 of the Health
and Safety Code to a sidewalk vendor who sells food.
(c) Nothing in this chapter shall be construed to require a local authority
to adopt a new program to regulate sidewalk vendors if the local authority
has established an existing program that substantially complies with the
requirements in this chapter.
51038. (a) A local authority may adopt a program to regulate sidewalk
vendors in compliance with this section.
(b) A local authority’s sidewalk vending program shall comply with all
of the following standards:
(1) A local authority shall not require a sidewalk vendor to operate within
specific parts of the public right-of-way, except when that restriction is
directly related to objective health, safety, or welfare concerns.
(2) (A) A local authority shall not prohibit a sidewalk vendor from selling
food or merchandise in a park owned or operated by the local authority,
except the local authority may prohibit stationary sidewalk vendors from
vending in the park only if the operator of the park has signed an agreement
for concessions that exclusively permits the sale of food or merchandise by
the concessionaire.
(B) Notwithstanding subparagraph (A), a local authority may adopt
additional requirements regulating the time, place, and manner of sidewalk
vending in a park owned or operated by the local authority if the
requirements are any of the following:
(i) Directly related to objective health, safety, or welfare concerns.
(ii) Necessary to ensure the public’s use and enjoyment of natural
resources and recreational opportunities.
(iii) Necessary to prevent an undue concentration of commercial activity
that unreasonably interferes with the scenic and natural character of the
park.
(3) A local authority shall not require a sidewalk vendor to first obtain
the consent or approval of any nongovernmental entity or individual before
he or she can sell food or merchandise.
(4) (A) A local authority shall not restrict sidewalk vendors to operate
only in a designated neighborhood or area, except when that restriction is
directly related to objective health, safety, or welfare concerns.
(B) Notwithstanding subparagraph (A), a local authority may prohibit
stationary sidewalk vendors in areas that are zoned exclusively residential,
but shall not prohibit roaming sidewalk vendors.
(5) A local authority shall not restrict the overall number of sidewalk
vendors permitted to operate within the jurisdiction of the local authority,
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Ch. 459— 3 — 60
unless the restriction is directly related to objective health, safety, or welfare
concerns.
(c) A local authority may, by ordinance or resolution, adopt additional
requirements regulating the time, place, and manner of sidewalk vending
if the requirements are directly related to objective health, safety, or welfare
concerns, including, but not limited to, any of the following:
(1) Limitations on hours of operation that are not unduly restrictive. In
nonresidential areas, any limitations on the hours of operation for sidewalk
vending shall not be more restrictive than any limitations on hours of
operation imposed on other businesses or uses on the same street.
(2) Requirements to maintain sanitary conditions.
(3) Requirements necessary to ensure compliance with the federal
Americans with Disabilities Act of 1990 (Public Law 101-336) and other
disability access standards.
(4) Requiring the sidewalk vendor to obtain from the local authority a
permit for sidewalk vending or a valid business license, provided that the
local authority issuing the permit or business license accepts a California
driver’s license or identification number, an individual taxpayer identification
number, or a municipal identification number in lieu of a social security
number if the local authority otherwise requires a social security number
for the issuance of a permit or business license, and that the number collected
shall not be available to the public for inspection, is confidential, and shall
not be disclosed except as required to administer the permit or licensure
program or comply with a state law or state or federal court order.
(5) Requiring the sidewalk vendor to possess a valid California
Department of Tax and Fee Administration seller’s permit.
(6) Requiring additional licenses from other state or local agencies to
the extent required by law.
(7) Requiring compliance with other generally applicable laws.
(8) Requiring a sidewalk vendor to submit information on his or her
operations, including, but not limited to, any of the following:
(A) The name and current mailing address of the sidewalk vendor.
(B) A description of the merchandise offered for sale or exchange.
(C) A certification by the vendor that to his or her knowledge and belief,
the information contained on the form is true.
(D) The California seller’s permit number (California Department of
Tax and Fee Administration sales tax number), if any, of the sidewalk
vendor.
(E) If the sidewalk vendor is an agent of an individual, company,
partnership, or corporation, the name and business address of the principal.
(d) Notwithstanding subdivision (b), a local authority may do both of
the following:
(1) Prohibit sidewalk vendors in areas located within the immediate
vicinity of a permitted certified farmers’ market or a permitted swap meet
during the limited operating hours of that certified farmers’ market or swap
meet. A “certified farmers’ market” means a location operated in accordance
with Chapter 10.5 (commencing with Section 47000) of Division 17 of the
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— 4 —Ch. 459
61
Food and Agricultural Code and any regulations adopted pursuant to that
chapter. A “swap meet” means a location operated in accordance with Article
6 (commencing with Section 21660) of Chapter 9 of Division 8 of the
Business and Professions Code, and any regulations adopted pursuant to
that article.
(2) Restrict or prohibit sidewalk vendors within the immediate vicinity
of an area designated for a temporary special permit issued by the local
authority, provided that any notice, business interruption mitigation, or other
rights provided to affected businesses or property owners under the local
authority’s temporary special permit are also provided to any sidewalk
vendors specifically permitted to operate in the area, if applicable. For
purposes of this paragraph, a temporary special permit is a permit issued
by the local authority for the temporary use of, or encroachment on, the
sidewalk or other public area, including, but not limited to, an encroachment
permit, special event permit, or temporary event permit, for purposes
including, but not limited to, filming, parades, or outdoor concerts. A
prohibition of sidewalk vendors pursuant to this paragraph shall only be
effective for the limited duration of the temporary special permit.
(e) For purposes of this section, perceived community animus or
economic competition does not constitute an objective health, safety, or
welfare concern.
51039. (a) (1) A violation of a local authority’s sidewalk vending
program that complies with Section 51038 is punishable only by the
following:
(A) An administrative fine not exceeding one hundred dollars ($100) for
a first violation.
(B) An administrative fine not exceeding two hundred dollars ($200) for
a second violation within one year of the first violation.
(C) An administrative fine not exceeding five hundred dollars ($500) for
each additional violation within one year of the first violation.
(2) A local authority may rescind a permit issued to a sidewalk vendor
for the term of that permit upon the fourth violation or subsequent violations.
(3) (A) If a local authority requires a sidewalk vendor to obtain a
sidewalk vending permit from the local authority, vending without a sidewalk
vending permit may be punishable by the following in lieu of the
administrative fines set forth in paragraph (1):
(i) An administrative fine not exceeding two hundred fifty dollars ($250)
for a first violation.
(ii) An administrative fine not exceeding five hundred dollars ($500) for
a second violation within one year of the first violation.
(iii) An administrative fine not exceeding one thousand dollars ($1,000)
for each additional violation within one year of the first violation.
(B) Upon proof of a valid permit issued by the local authority, the
administrative fines set forth in this paragraph shall be reduced to the
administrative fines set forth in paragraph (1), respectively.
(b) The proceeds of an administrative fine assessed pursuant to
subdivision (a) shall be deposited in the treasury of the local authority.
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Ch. 459— 5 — 62
(c) Failure to pay an administrative fine pursuant to subdivision (a) shall
not be punishable as an infraction or misdemeanor. Additional fines, fees,
assessments, or any other financial conditions beyond those authorized in
subdivision (a) shall not be assessed.
(d) (1) A violation of a local authority’s sidewalk vending program that
complies with Section 51038, or a violation of any rules or regulations
adopted prior to January 1, 2019, that regulate or prohibit sidewalk vendors
in the jurisdiction of a local authority, shall not be punishable as an infraction
or misdemeanor, and the person alleged to have violated any of those
provisions shall not be subject to arrest except when permitted under law.
(2) Notwithstanding any other law, paragraph (1) shall apply to all
pending criminal prosecutions under any local ordinance or resolution
regulating or prohibiting sidewalk vendors. Any of those criminal
prosecutions that have not reached final judgment shall be dismissed.
(e) A local authority that has not adopted rules or regulations by ordinance
or resolution that comply with Section 51037 shall not cite, fine, or prosecute
a sidewalk vendor for a violation of any rule or regulation that is inconsistent
with the standards described in subdivision (b) Section 51038.
(f) (1) When assessing an administrative fine pursuant to subdivision
(a), the adjudicator shall take into consideration the person’s ability to pay
the fine. The local authority shall provide the person with notice of his or
her right to request an ability-to-pay determination and shall make available
instructions or other materials for requesting an ability-to-pay determination.
The person may request an ability-to-pay determination at adjudication or
while the judgment remains unpaid, including when a case is delinquent or
has been referred to a comprehensive collection program.
(2) If the person meets the criteria described in subdivision (a) or (b) of
Section 68632, the local authority shall accept, in full satisfaction, 20 percent
of the administrative fine imposed pursuant to subdivision (a).
(3) The local authority may allow the person to complete community
service in lieu of paying the total administrative fine, may waive the
administrative fine, or may offer an alternative disposition.
(g) (1) A person who is currently serving, or who completed, a sentence,
or who is subject to a fine, for a conviction of a misdemeanor or infraction
for sidewalk vending, whether by trial or by open or negotiated plea, who
would not have been guilty of that offense under the act that added this
section had that act been in effect at the time of the offense, may petition
for dismissal of the sentence, fine, or conviction before the trial court that
entered the judgment of conviction in his or her case.
(2) Upon receiving a petition under paragraph (1), the court shall presume
the petitioner satisfies the criteria in paragraph (1) unless the party opposing
the petition proves by clear and convincing evidence that the petitioner does
not satisfy the criteria. If the petitioner satisfies the criteria in paragraph (1),
the court shall grant the petition to dismiss the sentence or fine, if applicable,
and dismiss and seal the conviction, because the sentence, fine, and
conviction are legally invalid.
93
— 6 —Ch. 459
63
(3) Unless requested by the petitioner, no hearing is necessary to grant
or deny a petition filed under paragraph (1).
(4) If the court that originally sentenced or imposed a fine on the
petitioner is not available, the presiding judge shall designate another judge
to rule on the petition.
(5) Nothing in this subdivision is intended to diminish or abrogate any
rights or remedies otherwise available to the petitioner.
(6) Nothing in this subdivision or related provisions is intended to
diminish or abrogate the finality of judgments in any case not falling within
the purview of this chapter.
SEC. 3. The Legislature finds and declares that Section 2 of this act,
which adds Section 51038 to the Government Code, imposes a limitation
on the public’s right of access to the meetings of public bodies or the writings
of public officials and agencies within the meaning of Section 3 of Article
I of the California Constitution. Pursuant to that constitutional provision,
the Legislature makes the following findings to demonstrate the interest
protected by this limitation and the need for protecting that interest:
The Legislature finds and declares that in order to protect the privacy of
a sidewalk vendor with regard to his or her California driver’s license or
identification number, individual taxpayer identification number, or
municipal identification number, when that number is collected in lieu of
a social security number for purposes of the issuance of a permit or business
license, it is necessary that the sidewalk vendor’s number be confidential,
except as provided in this act.
O
93
Ch. 459— 7 — 64
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5214 Name:
Status:Type:Ceremonial Matters &
Presentations
Agenda Ready
File created:In control:3/20/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Proclamation to Allan Gontang, Office of Emergency Services (OES) volunteer retiring after
17 years of service
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Proclamation to Allan Gontang, Office of Emergency Services (OES) volunteer
retiring after 17 years of service
Present proclamation to Allan Gontang, Office of Emergency Services (OES) volunteer retiring
after 17 years of service
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5294 Name:
Status:Type:Ceremonial Matters &
Presentations
Agenda Ready
File created:In control:4/8/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Proclamations recognizing Autism Awareness Month
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Proclamations recognizing Autism Awareness Month
Present proclamations recognizing Autism Awareness Month
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5112 Name:
Status:Type:Ceremonial Matters &
Presentations
Agenda Ready
File created:In control:3/11/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Safe Routes to School Program Update
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Safe Routes to School Program Update
Receive Safe Routes to School Program Update
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5314 Name:
Status:Type:Postponements Agenda Ready
File created:In control:4/12/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Item #6 Update regarding City Hall Design/Delivery Strategy and Library Expansion Strategy
has been postponed to a date to be determined
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
Subject: Item #6 Update regarding City Hall Design/Delivery Strategy and Library Expansion
Strategy has been postponed to a date to be determined
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:118-4770 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:12/20/2018 City Council
On agenda:Final action:4/16/2019
Title:Subject: Approve the April 2 City Council minutes
Sponsors:
Indexes:
Code sections:
Attachments:A - Draft Minutes
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Approve the April 2 City Council minutes
Approve the April 2 City Council minutes
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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DRAFT MINUTES
CUPERTINO CITY COUNCIL
Tuesday, April 2, 2019
SPECIAL CITY COUNCIL MEETING
At 5:00 p.m. Mayor Steven Scharf called the Special City Council meeting to order in the
Cupertino Community Hall Council Chambers, 10350 Torre Avenue.
ROLL CALL
Present: Mayor Steven Scharf, Vice Mayor Liang Chao, and Councilmembers Darcy Paul (5:07
p.m.), Rod Sinks, and Jon Robert Willey. Absent: None.
STUDY SESSION
1. Subject: Study Session regarding short-term rental (e.g. Airbnb) regulations
Recommended Action: Provide direction on regulation and enforcement of short-term
rentals in the City
Written communications for this item included emails to Council, a redlined Attachment C,
and a presentation.
Associate Planner Erick Serrano reviewed the presentation.
Mayor Scharf opened public comment and the following individuals spoke:
Jennifer Griffin
Cathy Helgerson (Cupertino resident)
Bobby Truong
Robin Truong
Jean Bedord (Cupertino resident)
Mayor Scharf closed public comment.
Council discussed the regulations proposed and provided direction to staff to prepare a
short-term rental (STR) ordinance with regulations presented by staff with additional study
70
City Council Minutes April 2, 2019
and consideration to the following areas:
Number of guests based on number of bedrooms in the STR
STR activity in condominiums, townhomes
STR activity in owner occupied units in duplexes, triplexes and four -plexes
Restricting Tenant Host (renter) STR activity
Car license plate registry or a hanging placard/parking permit system
Objective standard for revocation and renewal
Regulations for STR platforms
Direction was also provided to ensure inclusion of the Sheriff’s number in any handouts
required pursuant to administrative procedures.
For other related areas of enforcement, and penalties, there was general interest in proactive
code enforcement related to STR activity with divided interest in higher penalties for
violations and recouping the costs of code enforcement. There was no discussion or
direction related to fees.
ADJOURNMENT
Council recessed from 6:34 p.m. to 6:48 p.m. before the Regular Meeting.
REGULAR CITY COUNCIL MEETING
PLEDGE OF ALLEGIANCE
At 6:48 p.m. Mayor Steven Scharf called the Regular City Council meeting to order in the
Cupertino Community Hall Council Chambers, 10350 Torre Avenue and led the Pledge of
Allegiance.
ROLL CALL
Present: Mayor Steven Scharf, Vice Mayor Liang Chao, and Councilmembers Darcy Paul, Rod
Sinks, and Jon Robert Willey. Absent: None.
CEREMONIAL MATTERS AND PRESENTATIONS
1. Subject: Update regarding transportation project funding discussions with Apple, Inc.
Recommended Action: Receive update and provide comment.
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City Council Minutes April 2, 2019
Written communications for this item included an email to Council and a presentation.
Councilmember Sinks recused himself on this item and left the dais.
Acting Director of Public Works Roger Lee reviewed the presentation.
Mayor Scharf opened public comment and the following individuals spoke:
Jennifer Griffin
Cathy Helgerson (Cupertino resident)
Connie Cunningham (Cupertino resident)
Juliet Shearin (Cupertino resident)
Mayor Scharf closed public comment.
Council received the update regarding transportation project funding discussions with
Apple, Inc. and provided the following comments:
Continue discussions regarding traffic congestion relief in general and not just for bicycle
and pedestrian issues; look into shuttle system, one-time cost and maintenance costs;
involve Councilmembers into discussions with Apple perhaps with sub-committee; discuss
funding for higher priority areas rather than Bubb and Mary and if not amenable, focus
remaining dollars to higher priority areas; continue receiving input from the public and
giving status updates to Council.
Councilmember Sinks returned to the dais.
Mayor Scharf reported out from the closed session held on March 24, 2019:
Subject: Public Employee Employment (Gov’t Code 54957(b)(1); Title: City Manager Recruitment
He reported that the City Council met in closed session to conduct interviews and discuss the
appointment of candidates for City Manager. No reportable action was taken.
POSTPONEMENTS - None
ORAL COMMUNICATIONS
Jennifer Griffin talked about building setbacks on El Camino Real and Highway 17.
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City Council Minutes April 2, 2019
Cathy Helgerson (Cupertino resident) talked about a recent Santa Clara County meeting
regarding Lehigh (distributed written comments).
Will Fluewelling (Cupertino resident) talked about Regnart Creek Trail.
Larry Dean (Cupertino resident), on behalf of Walk Bike Cupertino, talked about agenda
item #1.
Matthew Davidson (Cupertino resident) talked about noise at the Main Street Cupertino
complex.
Herbert Knoesel (Cupertino resident) talked about Regnart Creek Trail.
Sam Grinels (Cupertino resident) talked about Regnart Creek Trail.
Connie Cunningham (Cupertino resident) talked about Regnart Creek Trail.
Woman talked about affordable housing.
Savraj Dalvi talked about Regnart Creek Trail (distributed written comments).
Ilango Ganga (Cupertino resident) talked about Regnart Creek Trail.
Liana Crabtree (Cupertino resident) talked about the City’s webpage regarding Vallco
conflict of interest of Vice Mayor Chao.
Lisa Warren talked about trees at the Vallco Town Center site.
Erick Schaefer (Cupertino resident) talked about SB50 and SB30 and wanted to see a concrete
example for Cupertino.
Vincent Liu (Cupertino resident) talked about traffic congestion and Regnart Creek Trail.
CONSENT CALENDAR
Sinks moved and Paul seconded to approve the items on the Consent Calendar as presented.
Ayes: Scharf, Chao, Paul, Sinks, and Willey. Noes: None. Abstain: None. Absent: None.
2. Subject: Approve the March 19 City Council minutes
Recommended Action: Approve the March 19 City Council minutes
73
City Council Minutes April 2, 2019
3. Subject: Accept Accounts Payable for the period ending December 07, 2018
Recommended Action: Adopt Resolution No. 19-025 accepting Accounts Payable for the
period ending December 07, 2018
4. Subject: Accept Accounts Payable for the period ending December 14, 2018
Recommended Action: Adopt Resolution No. 19-026 accepting Accounts Payable for the
period ending December 14, 2018
5. Subject: Accept Accounts Payable for the period ending December 21, 2018
Recommended Action: Adopt Resolution No. 19-027 accepting Accounts Payable for the
period ending December 21, 2018
6. Subject: Accept Accounts Payable for the period ending December 28, 2018
Recommended Action: Adopt Resolution No. 19-028 accepting Accounts Payable for the
period ending December 28, 2018
7. Subject: Accept Accounts Payable for the period ending January 04, 2019
Recommended Action: Adopt Resolution No. 19-029 accepting Accounts Payable for the
period ending January 04, 2019
8. Subject: Accept Accounts Payable for the period ending January 11, 2019
Recommended Action: Adopt Resolution No. 19-030 accepting Accounts Payable for the
period ending January 11, 2019
9. Subject: Accept Accounts Payable for the period ending January 18, 2019
Recommended Action: Adopt Resolution No. 19-031 accepting Accounts Payable for the
period ending January 18, 2019
10. Subject: Accept Accounts Payable for the period ending January 25, 2019
Recommended Action: Adopt Resolution No. 19-032 accepting Accounts Payable for the
period ending January 25, 2019
11. Subject: Set application deadline and interview dates for six terms expiring on the Teen
Commission
Recommended Action: Set application deadline and interview dates for six terms expiring
on the Teen Commission and approve: 1.) Applications due in the City Clerk's office by 4:30
p.m. on Friday, May 10; and 2.) Interviews held beginning at 3:30 p.m. on Tuesday, May 28
and Wednesday, May 29 (as needed)
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City Council Minutes April 2, 2019
12. Subject: Fiscal year 2019-20 projects proposed to receive funding from the Road
Maintenance and Rehabilitation Account (RMRA), created by Senate Bill 1 (SB1).
Recommended Action: Adopt Resolution No. 19-033 to list all fiscal year 2019-20 projects
proposed to receive RMRA funding, created by Senate Bill 1 (SB 1), and reaffirm
commitment to fund previously adopted projects with RMRA funding.
13. Subject: Conduit Lease Agreement to permit Crown Castle NG West, LLC to utilize a
section of conduit owned by the City of Cupertino and located along Stelling Road, for the
purposes of expanding their fiber optic network in exchange for $12,600 of new conduits
being installed in the City.
Recommended Action: Staff recommends that Council adopt Resolution No. 19-034 to
authorize the City Manager to execute a Conduit Lease Agreement, in substantial form as
that attached, between the City of Cupertino and Crown Castle NG West, LLC.
14. Subject: Agreement between the City of Cupertino and Pavement Engineering, Inc. for
consultant services on 2019 Pavement Maintenance Projects
Recommended Action: Approve an Agreement between the City of Cupertino and
Pavement Engineering, Inc. (PEI) in the amount not to exceed $315,105.00 from the date of
execution through June 30, 2020, and authorize the Director of Public Works to execute
service orders necessary to carry out all consultant services under the Agreement for the
various street asphalt improvement projects
15. Subject: First Amendment to the Verizon Wireless Ground Lease to facilitate improvements
necessary to collocate AT&T facilities on the existing cell tower located on the Civic Center
Property (10300 Torre Avenue), subject to the terms of any previously issued City planning
permits.
Recommended Action: Staff recommends that Council adopt Resolution No. 19-035 to
authorize the Interim City Manager to execute a First Amendment to the Antenna Ground
Lease between the City of Cupertino and GTE Mobilnet of California Limited Partnership
d/b/a Verizon Wireless
STUDY SESSION
16. Subject: Presentation and study session on City’s updated financial forecast and capital
financing options.
Recommended Action: Receive presentation from UFI (Urban Futures, Inc.) on and provide
direction to staff.
Written communications for this item included an email to Council and a presentation.
75
City Council Minutes April 2, 2019
Acting Director of Public Works Roger Lee, Director of Administrative Services Kristina
Alfaro, Jim Morris, and Eric Ja Wong from UFI (Urban Futures, Inc.) reviewed the
presentation.
Council received the presentation from UFI (Urban Futures, Inc.) on City’s financial forecast
and capital financing options and provided the following direction to staff:
Find out what other cities are doing such as East Palo Alto; look at progressive measures
like sales and parcel tax to fund major infrastructure like transportation and housing;
continue with community engagement; provide information to Council regarding what has
been lost on Utility User Tax and business to business sales tax over time.
Council recessed from 10:10 p.m. to 10:25 p.m.
SECOND READING OF ORDINANCES - None
PUBLIC HEARINGS
17. Subject: FY 2019-20 Community Development Block Grant (CDBG) Program, Below Market
Rate (BMR) Affordable Housing Fund (AHF), and General Fund Human Service Grants
(HSG) Program funding allocations
Recommended Action: 1. Adopt Resolution No. 19-036 approving the FY 2019-20 CDBG,
BMR AHF, and HSG funding allocations. 2. Authorize the City Manager to negotiate and
execute FY 2019-20 CDBG, BMR AHF, and HSG grant agreements
Written communications for this item included a presentation.
Senior Housing Planner Kerri Heusler reviewed the presentation on FY 2019-20
Community Development Block Grant (CDBG) Program, Below Market Rate (BMR)
Affordable Housing Fund (AHF), and General Fund Human Service Grants (HSG) Program
funding allocations.
Mayor Scharf opened the public hearing and seeing no speakers closed the public hearing.
Representatives from the different agencies spoke about their programs and answered
questions from Council.
Sinks moved and Paul seconded to 1. Adopt Resolution No. 19-036 approving the FY 2019-
20 CDBG, BMR AHF, and HSG funding allocations. 2. Authorize the City Manager to
negotiate and execute FY 2019-20 CDBG, BMR AHF, and HSG grant agreements. The
motion carried unanimously.
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City Council Minutes April 2, 2019
ORDINANCES AND ACTION ITEMS
18. Subject: 2019 General Plan Annual Progress Report (Application No.(s): CP-2019-01;
Applicant(s): City of Cupertino; Location: Citywide)
Recommended Action: That the City Council accept the General Plan Annual Progress
Report.
Written communications for this item included an email to Council and a presentation.
Principal Planner Piu Ghosh reviewed the presentation.
Mayor Scharf opened public comment and the following individuals spoke:
Jennifer Griffin
Janet Van Zoren, on behalf of Cupertino HCC Task Force
Mayor Scharf closed public comment.
Paul moved and Willey seconded to accept the 2019 General Plan Annual Progress Report
with direction for future annual update reports to include narrative updates on each item
and to be evaluated by the Planning Commission prior to presentation to Council . The
motion carried unanimously.
19. Subject: Approve the City Work Program for FY 2019-20
Recommended Action: Approve the City Work Program for FY 2019-20
Written communications for this item included emails to Council and a presentation.
Interim City Manager Timm Borden reviewed the presentation.
Mayor Scharf opened public comment and the following individuals spoke:
Art Cohen, on behalf of the Cupertino Library Foundation
Jennifer Griffin
Jean Bedord (Cupertino resident)
Rahul Vasanth (Cupertino resident)
Liana Crabtree (Cupertino resident)
Minna (Cupertino resident)
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City Council Minutes April 2, 2019
Mayor Scharf closed public comment.
Staff answered questions from Council.
Vice Mayor Chao recused herself from the Vallco discussions and left the dais.
Paul moved and Willey seconded to approve the City Work Program for FY 2019 -20
regarding the following Vallco related items under Community Livability on pages 6 and
9: Performing Art Center Market and Operations Feasibility Study (page 6), placing it on
hold for the upcoming period; and in the next to last line of Study Sessions on Vallco (page
9), adding to column Project Objective and modifying the language to read “updates on
status of projects,” and changing second sentence to read “provide and receive public input
on the site” instead of “provide input on the site.” The motion carried unanimously with
Chao recusing.
Vice Mayor Chao returned to the dais.
Paul moved and Scharf seconded to approve the City Work Program for FY 2019-20 with
the following input from Council made during the meeting. The motion carried
unanimously.
Input from Council:
Lawrence Mitty: In Estimated Total Budget, amount should be changed from $3.5
million to $7-$8 million, because it should reflect original total allocation.
Heart of the City Plan: In Project Objective, add “maintain existing setbacks and
consider minimum retail percentage.”
All Inclusive Playground: Add clarification/breakdown of City funding and County
funding.
Teen Engagement: Consider adding a nonvoting teen member on City commissions.
Review and update general plan: Add “and Municipal Code” after every mention of
“General Plan” of this WP item. Remove the term “clean-up” in Next Steps.
Development Approval Process and Transparency: In Project Objective, add “and
administrative approvals.”
Homelessness: In Performance Goal, remove “with an emphasis on food pantries.”
Modernize business tax: Add “TOT and Parkland fees”
Volunteer Fair: Should be moved to FY 2019-20 Work Program.
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City Council Minutes April 2, 2019
20. Subject: Consideration of resolution to change the order of business for Regular City
Council meetings to move "Reports by Council and Staff" ahead of "Oral Communications"
(continued from March 19)
Recommended Action: Rescind Resolution No. 11-176 and adopt Resolution No. 19-024
changing the order of business for Regular City Council meetings to move "Reports by
Council and Staff" ahead of "Oral Communications"
City Clerk Grace Schmidt reviewed the staff report.
Mayor Scharf opened public comment and the following individuals spoke:
Jean Bedord (Cupertino resident)
Jennifer Griffin
Mayor Scharf closed public comment.
Councilmembers discussed options for oral communications, reporting out on committee
assignments, and adding future agenda items.
Mayor Scharf said he would work with staff to bring back a resolution to a future meeting
regarding changing the order of business for Regular City Council meetings.
REPORTS BY COUNCIL AND STAFF
21. Subject: Report on Committee assignments and general comments
Recommended Action: Report on Committee assignments and general comments
Councilmembers highlighted the activities of their committees and various community
events.
ADJOURNMENT
At 1:22 a.m. on Wednesday , April 3, Mayor Scharf adjourned the meeting in honor of World
Autism Awareness Day.
________________________
Grace Schmidt, City Clerk
79
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5195 Name:
Status:Type:Consent Calendar Agenda Ready
File created:In control:3/18/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Summary Vacation of a Portion of an Emergency Access Easement within The Forum at
Rancho San Antonio Property at 23500 Cristo Rey Drive
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Legal Description for Vacation of Emergency Access Easement
B - Plat Map for Vacation of Emergency Access Easement
C - Draft Resolution
D - Fire Department Approval Letter
E - Aerial Photography of Easement Area
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Summary Vacation of a Portion of an Emergency Access Easement within The Forum
at Rancho San Antonio Property at 23500 Cristo Rey Drive
Adopt Resolution No. 19-037, summarily vacating a portion of an emergency access easement
within The Forum at Rancho San Antonio Property at 23500 Cristo Rey Drive
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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PUBLIC WORKS DEPARTMENT
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3354 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: April 16, 2019
Subject
Summary Vacation of a Portion of an Emergency Access Easement within The Forum at
Rancho San Antonio Property at 23500 Cristo Rey Drive
Recommended Action
Adopt Resolution No. 19-XXX, summarily vacating a portion of an emergency access
easement within The Forum at Rancho San Antonio Property at 23500 Cristo Rey Drive.
Discussion
On April 17, 2018, the City Council approved the Development Permit DP -2017-01 and
certified a Final Environmental Impact Report (EIR) to allow additions and renovations
to the existing facilities at 23500 Cristo Rey Drive, including a new memory care
building, and twenty-three new independent living units, (the Forum project)
submitted by The Forum at Rancho San Antonio (Applicant).
During the building permit review process, staff determined that the proposed location
of one of the twenty-three new independent living units (Villa 63) is currently
encumbered by an unused portion of an existing emergency access easement held by
the City. The existing easement spans over the private streets and undeveloped land
within the subject property and grants to the City the right of emergency ingress and
egress over these areas. The unused portion of the easement is located approximately
40-feet east of Sereno Court (refer to Attachment A & B) in an area where no streets
exist.
The Applicant submitted a request to vacate the unused portion of the existing
emergency access easement. “Vacation” of the easement means that the City would
terminate the public emergency access rights over this portion of the property. A
“summary” vacation is a more simplified process than is otherwise required for
terminating public access rights.
The Santa Clara County Fire Department was contacted to verify if there are any
current or proposed plans to utilize the easement, and if the Fire Department has any
objections to the City vacating the easement. An approval letter was received from the
81
Fire Department (refer to Attachment D) determining that the easement is not required
and there are no objections to the vacation.
The easement may be summarily vacated under the Streets and Highway Code, Section
8333(a) if “the easement has not been used for the purpose for which it was dedicated or
acquired for five consecutive years immediately preceding the proposed vacation” and
Section 8333(c) if “the easement has been superseded by relocation, or determined to be excess
by the easement holder, and there are no other public facilities located within the easement.”
Staff has determined that the easement has not been used for five consecutive years
preceding this action and that there are currently no public facilities within the
easement (refer to Attachment E), and that the Emergency Access Easement is not
needed for public purposes and is thus an excess easement.
Adoption of this resolution will allow the City to summarily vacate the existing
Emergency Access Easement on the subject property, as described and shown in
Attachment A & B. Upon recordation of this vacation, the Emergency Access Easement
will be removed from the property and no further action regarding the vacation will
need to be taken by the City Council.
This vacation will facilitate construction that is within the scope of the approved Forum
project. The vacation constitutes a minor modification to the project and none of the
conditions requiring a subsequent or supplemental EIR as described in Public
Resources Code Section 21166 and CEQA Guidelines Section 15162 and Section 15163
have occurred. Accordingly, no further environmental review is required to approve
this vacation.
Sustainability Impact
No sustainability impact incurred by approving the summary vacation of the
Emergency Access Easement.
Fiscal Impact
No fiscal impact incurred by approving the summary vacation of the Emergency Access
Easement.
__________________________________
Prepared by: Jennifer Chu, Associate Civil Engineer
Reviewed by: Roger Lee, Acting Director of Public Works
Approved for Submission by: Timm Borden, Interim City Manager
Attachments:
A – Legal Description for Vacation of Emergency Access Easement
B – Plat Map for Vacation of Emergency Access Easement
C – Draft Resolution
D – Fire Department Approval Letter
82
E – Aerial Photography of Easement Area
1107366.2
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Page 1 of 1
April 9, 2019
BKF Job No.: 20165092-50
EXHIBIT “A”
EASEMENT DESCRIPTION FOR:
PORTION OF EMERGENCY ACCESS EASEMENT
PER L364 O.R. 2014 TO BE VACATED
All that certain real property in the City of Cupertino, County of Santa Clara, State of
California, and described as follows:
BEING a portion of Parcel 3 as said parcel is described in the document entitled
“Emergency Access Easement” recorded May 23, 1990, in Book L364 at Page 2014,
Instrument Number 10533465, Santa Clara County Official Records, said portion being
more particularly described as follows:
BEGINNING at the northwesterly terminus of that certain coursed described as “(57)
South 58°48'05" East 19.19 feet”; THENCE southeasterly, southwesterly and
northwesterly along the perimeter of said Parcel 3 the following six (6) courses: 1) South
58°48'05" East 19.19 feet; 2) southeasterly along a tangent curve to the right, whose
radius point bears South 31°11'55" West for 15.00 feet, an arc length of 3.61 feet and
through a central angle of 13°48'05", to a point of tangent line; 3) South 45°00'00" East
67.64 feet; 3) South 45°00'00" West 24.00 feet; 4) North 46°27'00" West 74.22 feet; 5)
North 58°48'05" West 7.48 feet; 6) westerly along a tangent curve to the left, whose
radius point bears South 31°11'55" West for 10.00 feet, an arc length of 11.65 feet and
through a central angle of 66°45'30"; THENCE leaving the last said line North 43°17'38"
East 30.74 feet to the POINT OF BEGINNING.
Contain an area of 2,237 square feet, more or less.
A plat showing the above described easement is attached hereto and made a part hereof
as Exhibit “B”.
This description was prepared from record information for BKF Engineers.
By:
Kevin Stein, P.L.S No. 9028
Dated: March 5, 2019
K:\2016\165092_Forum_Cupertino\DOCS\08-Survey\I-Plats_and_Legal_Desc \FO-QC-EAE-DESC.doc
84
85
CITY OF CUPERTINO
10300 Torre Avenue
Cupertino, California 95014
RESOLUTION NO.19-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
SUMMARILY VACATING A PORTION OF AN EMERGENCY ACCESS EASEMENT
WITHIN THE FORUM AT RANCHO SAN ANTONIO PROPERTY LOCATED AT
23500 CRISTO REY DRIVE
WHEREAS, subdivision (a) of Section 8333 of the Streets and Highways Code of
the State of California authorizes the City Council to summarily vacat e a portion of a
public service easement if the easement has not been used for the purpose for which it
was dedicated or acquired for five consecutive years immediately preceding the
proposed vacation; and
WHEREAS, subdivision (c) of Section 8333 of the Streets and Highways Code of
the State of California authorizes the City Council to summarily vacate a portion of a
public service easement if the easement has been superseded by relocation, or determined
to be excess by the easement holder, and there are no other public facilities located within
the easement; and
WHEREAS, the City Council intends to summarily vacate an Emergency Access
Easement (hereinafter the “Easement”) constituting all that real property situated in the
City of Cupertino, County of Santa Clara, State of California, more particularly described
in Exhibit “A”; and
WHEREAS, on April 16, 2019, the City Engineer approved that certain plat entitled
“Plat To Accompany Description“ attached herewith as Exhibit “B”, showing the
Easement that the City Council intends to summarily vacate; and
WHEREAS, attached to this Resolution as Exhibit “C” is a copy of the staff report,
dated April 16, 2019, that the Director of the Department of Public Works submitted to
the City Council setting forth the reasons justifying the summary vacation of the
Easement (hereinafter “Report”); and
WHEREAS, on April 17, 2018 the City Council certified an Environmental Impact
Report for Development Permit DP-2017-01, to allow construction of the Forum Project;
and
WHEREAS, summary vacation of the Easement will facilitate construction of the
Forum Project and constitutes a minor modification to the Project, and based on
substantial evidence in the record, no subsequent environmental review is required
86
Resolution No. 19-XXX
because there are no substantial changes in the Project or the circumstances under which
the Project is to be undertaken that would result in new or substantially more severe
environmental impacts requiring major revisions to the Final EIR, and there is no new
information that involves new significant environmental effects or a substantial increase
in the severity of previously identified environmental effects that would require
preparation of a subsequent or supplemental EIR pursuant to Public Resources Code
Section 21166 and CEQA Guidelines Sections 15162 and 15163.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Cupertino that:
SECTION 1. The City Council hereby adopts the Report and, ba sed upon the
Report and all other evidence submitte d, makes the following findings:
1. The easement has not been used for the purpose for which it was
dedicated or acquired for five consecutive years immediately preceding
the proposed vacation; and
2. The easement is determined to be excess, and there are no other public
facilities located within the easement.
SECTION 2. Based upon the findings made in Section 1 of this Resolution and
the provisions of Section 8333(a) and 8333(c) of the Streets and Highways Code, the City
Council does hereby order that the Easement shall be and hereby is summarily vacated.
SECTION 3. The City Clerk is hereby directed to record at Santa Clara County
Records this Resolution, including Exhibits “A”, “B”, and “C” hereto.
SECTION 4. The Easement will no longer constitute an Emergency Access
Easement from and after the date of recordation of the documents identified in Section 3
of this Resolution.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 16th day of April 2019, by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSTAIN:
ABSENT:
87
Resolution No. 19-XXX
ATTEST: APPROVED:
Grace Schmidt Steven Scharf, Mayor
City Clerk City of Cupertino
1107715.1
88
BLDG
PERMIT No.
009719
B-2018-1510
PLAN
REVIEW No.
PLAN REVIEW COMMENTS
Plans and Scope of Review:
This project shall comply with the following:
The California Fire (CFC) and Building (CBC) Code, 2016 edition, as adopted by the City of
Cupertino Municipal Code (CMC), California Code of Regulations (CCR) and Health & Safety Code.
The scope of this project includes the following:
Review of site plans to confirm portion of the existing easement is not required and can be vacated.
Plan Status:
Plans are APPROVED.
Plan Review Comments:
The Fire Department has no comments. Plans are approved, as submitted.
This review shall not be construed to be an approval of a violation of the provisions of the
California Fire Code or of other laws or regulations of the jurisdiction. A permit presuming to
give authority to violate or cancel the provisions of the Fire Code or other such laws or regulations
shall not be valid. Any addition to or alteration of approved construction documents shall be
approved in advance. [CFC, Ch.1, 105.3.6]
City
Y
E
PLANS
Y
E
SPECS
Y
E
NEW
Y
E
RMDL CONST. TYPE
BY
PAGE
SEC/FLOOR
OCCUPANCY
LOADAREA
Bkf Engineers
ApplicantName
THE FORUM
NAME OF PROJECT LOCATION
Y
E
AS
1OF1
DATE
2/06/2019CUP
Amadkani, Fardean
PROJECT DESCRIPTION
Residential Construction
TABULAR FIRE FLOW REDUCTION FOR FIRE SPRINKLERS REQUIRED FIRE FLOW @ 20 PSI
PROJECT TYPE OR SYSTEM
EMERGENCY ACCESS
Cristo Rey Dr.23500 Cupertino
89
ATTACHMENT E - AERIAL PHOTOApproximate Locationof Existing EasementSERRANOCOURTCRISTOREY DRSERRANO WYVIAESPLENDOR90
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-4866 Name:
Status:Type:Study Session Agenda Ready
File created:In control:1/14/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Update regarding City Hall Design/Delivery Strategy and Library Expansion Strategy
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Update regarding City Hall Design/Delivery Strategy and Library Expansion Strategy
Update regarding City Hall Design/Delivery Strategy and Library Expansion Strategy has been
postponed to a date to be determined
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
powered by Legistar™91
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5293 Name:
Status:Type:Public Hearings Agenda Ready
File created:In control:4/8/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Fiscal Year (FY) 2019-20 Fee Schedule
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A. Proposed Fee Schedule A – General
A.1 Proposed Fee Schedule A - General Redline
B. Proposed Fee Schedule B – Engineering
B.1 Proposed Fee Schedule B - Engineering Redline
C. Proposed Fee Schedule C – Planning
D. Proposed Fee Schedule D – Building
D.1 Proposed Fee Schedule D - Building Redline
E. Proposed Fee Schedule E – Recreation
E.1 Proposed Fee Schedule E - Recreation Redline
F. Draft Resolution
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Fiscal Year (FY) 2019-20 Fee Schedule
Adopt Resolution No. 19-038 approving the FY 2019-20 Fee Schedule
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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ADMINISTRATIVE SERVICES DEPARTMENT
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3227 www.cupertino.org
COUNCIL MEETING STAFF REPORT
Meeting: April 16, 2019
Subject
Fiscal Year (FY) 2019-20 Fee Schedule
Recommended Action
Adopt the Draft Resolution approving the FY 2019-20 Fee Schedule.
Description
The FY 2019-20 Fee Schedule, effective July 1, 2019, carries over the current schedule with
various changes described in this report.
Discussion
Summary
User fees are reviewed each year in conjunction with budget preparation. City policy ensures
that, to the extent possible, fees cover the cost of providing services. The majority of the fees
proposed for adoption are based on the estimated actual cost to perform the service. Some fees,
such as those for general or recreational purposes, are based on market conditions or fees charged
by outside service providers and other governments. Fees that do not generate sufficient revenue
to cover the cost of providing the service are subsidized by the General Fund.
Background and Recommendation
The FY 2016-17 Fee Schedule was revised after a comprehensive Fee Study was completed in
conjunction with a Cost Allocation Study. Both studies relied upon the same data to determine
costs that can be allocable between City departments and costs that can be recovered through fees
charged to the public. These studies are conducted approximately every seven years, and in
between studies, the City adjusts fees using either the Bay Area consumer price index (CPI), Bay
Area construction cost index (CCI), or the estimated increase in the cost of labor derived through
the City’s budget process. For this year, the CPI is 3.526%, CCI is 1.0%, and the cost of labor is
4.0%. Due to timing of labor negotiations, the 4.0% factor reflects expected step increases and
retiree costs. In FY 2020-21, the factor will include both a true-up for FY2019-20 as well as the
normal labor inflator for FY 2020-21.
The CPI was applied to Schedule A and the estimated increase in FY 2019-20 labor costs was
applied to Schedules B, C, and D to produce the City’s recommendations. Schedule E was revised
using staff recommendations that targeted specific fees that were no longer competitive or were
93
not projected to be sufficient to cover City costs. Some targeted increases made to Schedule E
were needed to get the City’s fees better aligned with agencies that charge similar fees for similar
services.
In FY2016-17, a comprehensive Fee Study was conducted by a City consultant, Matrix, which
allowed the City Council to update the City fee schedules for FY2016-17. The changes to fees
since FY 2010-11 are summarized in the table below:
Fiscal Year
Schedule A –
General Fees
Schedule B –
Engineering Fees
Schedule C –
Planning Fees
Schedule D –
Building Fees
2019-20 3.526% CPI 1.0% CCI
4.0% Estimated
Labor Cost
Increase
4.0% Estimated
Labor Cost
Increase
4.0% Estimated
Labor Cost
Increase
2018-19 3.546% CPI 3.5% CCI 4.10%
Estimated Labor
Cost Increase
4.10% Estimated
Labor Cost
Increase
4.10% Estimated
Labor Cost
Increase
2017-18 3.44% CPI 11.16% Estimated
Labor Cost
Increase
11.16% Estimated
Labor Cost
Increase
11.16%
Estimated Labor
Cost Increase
2016-17 Varied and comprehensive changes due to Fee Study.
2015-16 No Changes due to anticipated Fee Study.
2014-15 2.6% CPI 3.0% Estimated
Labor Cost
Increase
3.0% Estimated
Labor Cost
Increase
3.0% Estimated
Labor Cost
Increase
2013-14 2.4% CPI 2.4% CPI, plus
2.0% for increased
costs
2.4% CPI, plus
2.0% for
increased costs
2.4% CPI, plus
2.0% for
increased costs1
2012-13 2.4% CPI 2.4% CPI 2.4% CPI 2.4% CPI
2011-12 2.0% 3.5% 3.5% 3.5%
2010-11 No Change No Change No Change No Change
New Fees and Substantial Changes
Schedule A – General: This schedule is being updated by CPI of 3.526% across all fees. Increases
to these fees are mostly impacted by the cost of materials or external prices that are not under the
control of the City. In the process of finalizing this schedule for the FY 2019-20 Fee Schedule
update, the following additions were made:
Community Festivals – Additional 10’ x 10’ space (includes an additional table and 2 chairs
Community Festivals – Non-profit partners
Both fees are proposed to accurately and consistently reflect fees historically charged to customers
at a rate of ten (10) dollars.
1 New construction planning and inspection fees included an additional 5.28% adjust for additional increased costs.
94
Compilation of New Records - In accordance with the Public Records Act, staff are proposing
to now include all requests, specifically including requests that require less than thirty
minutes to complete.
Political Reform Act - In accordance with California Government Code Title 9, Chapter 1,
Section 81008, staff are proposing a fee of ten (10) cents per photocopied sheet pertaining
to public record requests.
Political Reform Act - In addition, and in accordance with California Government Code
Title 9, Chapter 1, Section 81008, staff are proposing a fee of five (5) dollars per request for
copies of reports and statement which are five or more years old.
Schedule B – Engineering: In addition to applying a 4.0% increase for anticipated labor cost
increases for FY 2019-20, the following additions and/or changes were made:
A new fee titled Revisions to Plans and Permits is being added to the schedule for the
purpose of recuperating staff time allocated to working on revisions to existing plans and
permits. Public Works’ hourly staff time rate of $196 shall be used for this fee.
The Certificates of Compliance fee is now broken out between “Initial Review” and
“Finalize Certificates,” of which the total $1,854 is allocated proportionately between the
two phases ($927 each). The purpose of this change is to more sufficiently recuperate City
resources expended on Certificates of Compliance.
Small Banners on Light Poles (for 20 poles) is proposed to be removed from the fee schedule
in FY 2019-20 due to a lack of utilization of small banners on light poles within the City.
Schedule C – Planning: A 4.0% increase for anticipated labor cost increases for FY 2019-20 has
been applied for all fees in Schedule C, except the Housing Mitigation In-lieu fees. The Housing
Mitigation In-lieu fees increase annually (on July 6 of each year) by the Consumer Price Index
(CPI) for All Urban Consumers for San Francisco, CA.
Schedule D – Building: The Building Fee Schedule contains four tables which have been
numbered to facilitate reference between them. The tables are numbered as follows:
1. Table 1 – Plan Check Fees Only
2. Table 2 – Inspection Fees Only
3. Table 3 – Mechanical, Electrical and Plumbing Fees
4. Table 4 – Miscellaneous Items
All of the fees in the Schedule D tables been increased by the 4.0% anticipated labor cost increases
for FY 2019-20. Additionally, the following changes are being proposed for FY 2019-20:
Plan Check – Full Cost and Inspection Fee tables includes a number of New Type fees.
These fees were incorporated into the schedules in FY 2016-17 by the City’s consultant;
however, they have not been used. Staff is proposing to remove these fees for clarity
purposes.
95
Mechanical, Electrical & Plumbing (MEP) Fees:
o Residential Whole-House Re-Plumbing – Previously, these fees were charged per
fixture; however, for clarification and convenience purposes, staff are proposing
including a “whole-house” rate of $345 up to 2500 sq ft and $173 for each
additional 1000 sq ft. The per fixture rate will still be included, although the lesser
of the two fees shall be charged.
o Water Heater (Gas or Solar) and/or Vent – the “solar” component of the water heater
fee has been moved from the Miscellaneous schedule and consolidated on the MEP
schedule.
Miscellaneous Fees:
o Deferred Submittal (2 hour minimum) is revised based on work item for clarification
purposes.
o Demolition – “Multi-Family” was added to “Commercial” to clarify that fees
charged for multi-family units are charged consistent with commercial units rather
than residential units.
o Temporary Occupancy Permit was corrected from a “per month” unit to a “per six
months” unit.
o Pre-Submittal Plan Review (2 hour minimum) – Staff are proposing the addition of a
new fee for purposes of cost-recovery related to plan reviews prior to submission.
This fee is proposed to be set at $178 per hour and have a two-hour minimum.
o Solar Water Heating was moved to the MEP schedule.
o Swimming Pool/Spa – Vinyl-lined is proposed to remove the “up to 800 sf” condition
for clarification and convenience purposes.
Schedule E – Recreation: City staff are proposing to include additional fees to the schedule that
have been in place and published at applicable locations. For example, the City’s Sports Center
offers “Drop-In Fitness” packs that provide potential cost savings for the customer through
economies of scale. These fees include overtime charges for staff time, fitness packages at the
Sports Center, and golf course play and rental rates.
Additionally, security staff fee has increased from $30.00 to $40.00 due to increased contract rates
for this service.
City staff have included a new Bounce House fee at Memorial and Creekside Park ($25 for both
Resident and Non-Resident).
Sustainability Impact
None.
Fiscal Impact
General Fund revenues are estimated to increase by $215,000 for Schedules A through D, if all
proposed fee increases are adopted. If increases are not adopted, the cost of providing the
corresponding services will be further subsidized by the General Fund and the service cost will
96
compete with tax dollars used for City services benefitting the general public. Revenues
derived from changes to Schedule E mostly increase Enterprise Funds of the City and not the
General Fund.
The recommended increase in fees and estimated revenue are summarized as follows:
Fee Schedule
Additional
Revenue Factor and Basis
Schedule A – General $9,000 3.526% CPI for Bay Area
Schedule B – Engineering $42,000 4.0% for labor costs, 1.0% CCI
Schedule C – Planning $55,000 4.0% for labor costs
Schedule D – Building $109,000 4.0% for labor costs
Schedule E – Recreation No increase Primarily market driven
_____________________________________
Prepared by: Zach Korach, Finance Manager
Reviewed by: Kristina Alfaro, Director of Administrative Services
Approved by: Timm Borden, Interim City Manager
Attachments: A. Proposed Fee Schedule A – General
A.1 Proposed Fee Schedule A - General Redline
B. Proposed Fee Schedule B – Engineering
B.1 Proposed Fee Schedule B - Engineering Redline
C. Proposed Fee Schedule C – Planning
D. Proposed Fee Schedule D – Building
D.1 Proposed Fee Schedule D - Building Redline
E. Proposed Fee Schedule E – Recreation
E.1 Proposed Fee Schedule E - Recreation Redline
F. Draft Resolution
97
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule A - General
FY2019-20
Fee Description Fee
Abatement Fee Actual Cost *
All Municipal Code Parking Violations (including County and State fees)$69.87
Bingo Permit (new)$174.12
Business License Database $21.07
Candidate Statement Fee (County Regulated Fee)Current County Registrar Cost
City Administrative Fee 15%
Code Enforcement Actual Cost *
Community Festivals - One-time Business License (correction)$10.87
Community Festivals - Business Partners $55.45
Community Festivals - Additional 10' x 10' space (includes an additional table and 2 chairs)$10.00
Community Festivals - Non-profit partners $10.00
Compilation of New Records Actual Cost *
CVC Parking Citation Dismissals Admin Fee (State Regulated Fee)$28.83
Damage to City Property
Grounds, Streets, Facilities, Traffic Engineering/Maintenance Actual Cost *
Dangerous Dog Annual Registration Fee $220.70
Duplicate Business Licenses $11.09
Event Video Taping/Editing Actual Cost *
False Alarms $84.29
Farmers Market $2.77
Fingerprinting Processing (State Fee $32 plus County Fee $20)$57.67
Flea Markets $11.76
Public Requests for GIS Printed Maps
Standard pre-formatted maps
Plotted maps $31.06
Printed maps $2.28
Custom request maps Actual Cost *
Prints/plots of aerial photography (see Engineering fees)Actual Cost *
Graffiti Cleanup Actual Cost *
Handbill Permit $137.05
Renewals $68.52
Internet Processing Fee $2.28
Late Payment on 30 Day Delinquent City Invoices 12% per annum
Massage Establishment Fee (Includes fingerprinting/background
check and business start-up inspection)$308.36
Renewals (Includes two inspections per year)$103.14
Massage Managing Employee (Includes fingerprint/background check)$273.93
Renewals $103.14
Massage Permit Appeal (Denial/Revocation)$685.38
Microfilm/Microfiche Printout $0.59
Municipal Code Book Vendor Invoice
New Business Monthly Reports $38.81
Noise Variances $212.93
Notary Fee (State Regulated Fee)$15.00/signature
Outside Agency Review / Services Vendor Invoice + City Admin
Fee
98
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule A - General
FY2019-20
Fee Description Fee
Petitions for Reconsideration $319.40
Photocopies - per sheet
Standard sizes $0.25
For 11 x 17 sizes or color sheets $0.58
For Large format prints $29.00
Fair Political Practices Commission $0.10
Fair Political Practices Commission (older than five (5) years)$5.00
Property Liens Administrative Fee $46.58
Returned Check Charge $28.83
Sign Removal (Public Right-of-Way) (All except Political Signs)$5.55
Sign Recovery Fee for Political Signs $3.32
Small Income Business License $77.63
Solicitor Permit (Includes fingerprinting)$274.11
Renewals $68.76
Taxi Driver Permit (Includes fingerprinting/background check)$358.22
Renewals $68.76
Trash Fees
Plan Review - Trash Enclosure No Charge
Plan Review - Trash Management Plan No Charge
Williamson Act Filings $123.10
Use Permit
Application / Processing $1,113.47
Non-Conforming Use $297.22
Video/Audio Service
DVD/CD $23.29
Flash Drive $14.42
* Actual cost is: 1) Employee hourly rate plus 55% for benefits and overhead, and
2) cost of materials, contractors, and supplies.
99
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule A - General
FY2018-19 FY2019-20
Fee Description Fee Fee
Abatement Fee Actual Cost *
All Municipal Code Parking Violations (including County and State fees)$67.49 $69.87
Bingo Permit (new)$168.19 $174.12
Business License Database $20.35 $21.07
Candidate Statement Fee (County Regulated Fee)Current County Registrar Cost
City Administrative Fee 15%15%
Code Enforcement Actual Cost *
Community Festivals - One-time Business License (correction)$10.50 $10.87
Community Festivals - Business Partners $53.56 $55.45
Community Festivals - Additional 10' x 10' space (includes an additional table and 2 chairs)$10.00
Community Festivals - Non-profit partners $10.00
Compilation of New Records (requests greater than 1/2 hour)Actual Cost *
CVC Parking Citation Dismissals Admin Fee (State Regulated Fee)$27.85 $28.83
Damage to City Property
Grounds, Streets, Facilities, Traffic Engineering/Maintenance Actual Cost *
Dangerous Dog Annual Registration Fee $213.18 $220.70
Duplicate Business Licenses $10.71 $11.09
Event Video Taping/Editing Actual Cost *
False Alarms $81.42 $84.29
Farmers Market $2.68 $2.77
Fingerprinting Processing (State Fee $32 plus County Fee $20)$55.71 $57.67
Flea Markets $11.36 $11.76
Public Requests for GIS Printed Maps
Standard pre-formatted maps
Plotted maps $30.00 $31.06
Printed maps $2.20 $2.28
Custom request maps Actual Cost *
Prints/plots of aerial photography (see Engineering fees)
Graffiti Cleanup Actual Cost *
Handbill Permit $132.38 $137.05
Renewals $66.19 $68.52
Internet Processing Fee $2.20 $2.28
Late Payment on 30 Day Delinquent City Invoices 12% per annum
Massage Establishment Fee (Includes fingerprinting/background
check and business start-up inspection)$297.86 $308.36
Renewals (Includes two inspections per year)$99.63 $103.14
Massage Managing Employee (Includes fingerprint/bkgrnd ck)$264.60 $273.93
Renewals $99.63 $103.14
Massage Permit Appeal (Denial/Revocation)$662.04 $685.38
Microfilm/Microfiche Printout $0.57 $0.59
Municipal Code Book Vendor Invoice
New Business Monthly Reports $37.49 $38.81
100
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule A - General
FY2018-19 FY2019-20
Fee Description Fee Fee
Noise Variances $205.68 $212.93
Notary Fee (State Regulated Fee)$15.00/signature $15.00/signature
Outside Agency Review / Services Vendor Invoice + City Admin Fee
Petitions for Reconsideration $308.52 $319.40
Photocopies - per sheet
Standard sizes $0.24 $0.25
For 11 x 17 sizes or color sheets $0.56 $0.58
For Large format prints $28.01 $29.00
Fair Political Practices Commission $0.10
Fair Political Practices Commission (older than five (5) years)$5.00
Property Liens Administrative Fee $44.99 $46.58
Returned Check Charge $27.85 $28.83
Sign Removal (Public Right-of-Way) (All except Political Signs)$5.36 $5.55
Sign Recovery Fee for Political Signs $3.21 $3.32
Small Income Business License $74.99 $77.63
Solicitor Permit (Includes fingerprinting)$264.77 $274.11
Renewals $66.42 $68.76
Taxi Driver Permit (Includes fingerprinting/background check $346.02 $358.22
Renewals $66.42 $68.76
Trash Fees
Plan Review - Trash Enclosure No Charge
Plan Review - Trash Management Plan No Charge
Williamson Act Filings $118.91 $123.10
Use Permit
Application / Processing $1,075.55 $1,113.47
Non-Conforming Use $287.10 $297.22
Video/Audio Service
DVD/CD $22.50 $23.29
Flash Drive $13.93 $14.42
* Actual cost is: 1) Employee hourly rate plus 55% for benefits and overhead, and
2) cost of materials, contractors, and supplies.
101
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
FY 2019-20
FEE DESCRIPTION Fee
Encroachment Permits
- Minor Encroachment Permits (Local Streets) $474
- Minor Encroachment Permits (Utility)$328
- Major Encroachment Permits (Arterials and Collectors)$816
- Work without Permit Double the permit cost
- Small Cell Facility Encroachment Permit $1,632
Street Cuts Miscellaneous
- Minor Street Cuts $1,307
- Major Street Cuts $2,638
5% of Project Costs and/or
$80 per inspection
Permit Extension $384
- <10,000 s.f. lot $1,009
- 10,000 s.f or greater Greater of $3,059 min. or
6% of cost of improvement
Parcel Map/Tract Map (Map Checking Fee)
- Parcel Map (1-4 lots)$5,985
- Tract Map (> 4 lots)$9,826
Plan Check and Inspection
- Review of Building Permit Only $891
Additional Plan Review - 3 or more reviews (Each)$204
Revisions to Plans and Permits $204/hr
Review of Public/Private Improvement Plans:
greater of $3,950 min. or
5% of cost of improvement
greater of $7,389 min. or
6% of cost of improvement
Geotechnical Review *Cost of review + City
Administrative Fee
Structural Review *Cost of review + City
Administrative Fee
*Per Outside Agency Review/Services on Schedule A - General
Public Works Confirmation $396
Annexation (plus County filing fee)$2,160
Certificates of Compliance
- Initial Review $927
- Finalize Certificates $927
Lot Line Adjustment $2,981
Transportation Impact Fee
- Single Family $6,238/unit
- Multi-Family $3,868/unit
(Includes apartments, condos, and townhomes)
- Retail $10.04/s.f.
- Office $17.57/s.f.
- Hotel $3,421/room
- Other (per PM trip)$6,298/trip
Transportation Permit (State Regulated Fee)
- Single $16
- Annual Utility Company $90
- Additional Engineering Investigation or Coordination $204/hr
- Special Major Permit (projects in excess of $30,000 or over 15 working days)
Grading permit
- Residential
- Commercial
102
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
FY 2019-20
FEE DESCRIPTION Fee
Banners
- Large Banners Across Stevens Creek Boulevard $541
Special Events/Parades $3,314
Block Party No Charge
Vacation of Public Street ROW/PUE
- Summary Vacation $2,265
- Full Vacation $3,522
Rural/Semi-Rural Classification Application
- Application Phase $1,845
- Implementation phase $1,128
Certificate of Correction $846
Floodplain Evaluation/Elevation Certificate Review $199
Permit Parking Study
- Application Phase $1,128
- Implementation phase $924
- Permit Parking Bi-annual Fee No Charge
Streamside Permit $362
Master Storm Drain Area Fees:
$3,645/dwelling unit
$4,951/acre
$3,553/acre+
$269/unit*
*Maximum chargeable dwelling units of 20 units per acre.
Commercial and Industrial $9,566/acre
Public Educational Uses $3,645/acre
Public Facility Uses $1,841/acre
Stormwater Permit Inspections - Commercial
Initial Inspection No charge
Re-Inspection for Violations $278
Storm Management Plan Fee $1,396
Public Works Staff Time $204/hr
New Public Tree Cost Schedule:
Public Tree Planting Cost:
24" Street Tree $402
36" Street Tree or Larger Actual costs
Single-Family Residential greater than one dwelling unit per acre and less than 5.2 dwelling units per
Low-Density Residential (Less than one dwelling unit per acre hillside zoning only)
Multiple Family greater than 5.2 dwelling units per acre
103
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
PUBLIC TREE DAMAGE OR REMOVAL FEE SCHEDULE:
This fee schedule is defined in Chapter 14.12 and establishes the fee to be paid to the City for damage to and/or removal of
public trees.
Repeat offenders, intentional actors and professionals, as defined in Chapter 14.12, shall be subject to the following fees:
Public Tree Damage Fee:
Public Tree Removal Fee:
FEE = UNMODIFIED TREE VALUE x SPECIES RATING x CONDITION RATING
For inputs, use the following values:
UNMODIFIED TREE Refer to Unmodified Tree Value Table
SPECIES RATING Refer to Species Rating Table
CONDITION RATING Good = 1.00, Fair = 0.75, Poor = 0.50
The fee for trees less than 4 inches in diameter shall not be reduced by species or condition rating.
No additional costs, such as stump removal, trimming or replanting will apply.
1st time offenders, as defined in Chapter 14.12, shall be subject to a fee of 10% of the Public Tree Damage Fee or 10% of the Public
Tree Removal Fee as defined below or $600, whichever is higher, per public tree damaged and/or removed. No additional costs,
such as stump removal, trimming, or replanting will apply.
$100 per cumulative diameter inch of branch or root plus, if any, the actual costs incurred for immediate corrective pruning plus, if
any, the calculated costs for future corrective pruning, as may be required to maintain the health of the tree.
The fee for each tree removed shall be based upon the unmodified value of the tree removed (based upon diameter), multiplied by
the species rating, multiplied by the condition rating.
Trees larger than 40” shall have the fee determined by the most recent edition of the 'Guide for Plant Appraisal', published by the
Council of Tree and Landscape Appraisers, using the trunk formula method.
104
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Unmodified Tree Value Table:
Tree size (diameter of trunk)
1” to 2” $348
2” to 3” $348
3” to 4” $1,039
4” to 5” $1,039
5” to 6” $1,404
6” to 7” $1,851
7” to 8” $2,378
8” to 9” $2,987
9” to 10” $3,677
10” to 11”$4,449
11” to 12” $5,301
12” to 13” $6,235
13” to 14” $7,249
14” to 15” $8,345
15” to 16” $9,522
16” to 17” $10,780
17” to 18”$12,120
18” to 19” $13,540
19” to 20” $15,042
20” to 21” $16,625
21” to 22” $18,290
22” to 23” $20,036
23” to 24” $21,862
24” to 25”$23,769
25” to 26” $25,758
26” to 27” $27,829
27” to 28” $29,980
28” to 29” $32,212
29” to 30” $34,527
30” to 31” $36,920
31” to 32”$39,396
32” to 33” $41,954
33” to 34” $44,593
34” to 35” $47,312
35” to 36” $50,113
36” to 37” $52,995
37” to 38” $55,958
38” to 39”$59,003
39” to 40”$62,128
Measurement shall be measured 4.5 feet above the ground level and rounded down to the nearest whole inch.
If the tree is multi-trunk, use 1.5 times the diameter of the largest trunk to determine fee.
If the tree is removed to the ground, tree inventory data will be used to determine the trunk diameter.
If there is tree damage 4-5 feet above the ground, trunk diameter is to be measured 1 foot above ground level and 1 inch is to be
subtracted from the diameter to determine fee.
105
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Common Name Species Rating%
Acacia ACACIA 60
Blackwoodacaia ACACIA MELANOXYLON 60
Trident maple ACER BUERGERIANUM 90
Big leaf maple ACER MACROPHYLLUM**100
Japanese maple ACER PALMATUM 90
Red maple ACER REBRUM 70
Silver maple ACER SACCHARINUM 80
California buckeye AESCULUS CALIFORNICA**100
Red hoursechesnut AESCULUS X CARNEA 90
Tree of heaven AILANTHUS ALTISSIMA 0
Silk tree ALBIZIA JULIBRISSIN 50
Black Alder ALNUS GLUTINOSA 80
Strawberry madrone ARBUTUS MARINA 90
Madrone ARBUTUS MENZIESII 100
Hong Kong orchid BAUHINIA BLAKEANA 75
Birch BETULA ALBA 60
Incense cedar CALOCEDRUS DECURRENS 80
Horsetail tree CASUARINA EQUISETIFOLIA 75
Blue atlas cedar CEDRUS ATLANTICA**100
Deodora cedar CEDRUS DEODARA**100
Chinese hackberry CELTUS SINENSIS 65
Carob tree CERATONIA SILIQUA 70
Redbud(eastern)CERCIS CANADENSIS 75
Camphor tree CINNAMOMUM CAMPHORA 70
Citrus CITRUS SP 40
English hawthorn CRATAEGUS LAEVIGATA 70
Cypress CUPRESSACEAE 80
Italian cypress CUPRESSUS SEMPERVIREN 80
Japanese persimmon DIOSPYROS KAKI 40
Loquat ERIOBOTRYA DEFLEXA 60
Blue gum tree EUCALYPTUS GLOBULUS 70
Eucalyptus EUCALYPTUS SP 60
Misson fig FICUS CARICA 40
Autumn purple ash FRAXINUS AMERICANA 80
Raywood ash FRAXINUS ANGUSTIFOLIA 'RAYWOOD'80
Moraine ash FRAXINUS HOLOTRICHA 80
Shamel ash FRAXINUS UHDEI 80
Modesto ash FRAXINUS VELUTINA 'MODESTO'80
Australian willow GEIJERA PARVIFOLIA 80
Maidenhair GINKO BILOBA 80
Honey locust GLEDITSIA TRIACANTHOS 70
Silk oak tree GREVILLEA ROBUSTA 70
English holly ILLEX AQUIFOLIUM 40
Jacaranda JACARANDA MIMMOSIFOLIA 70
Walnut JUGLANS 70
Species Rating Table
106
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Common Name Species Rating%
Black walnut JUGLANS HINDSII 70
Chinese flame tree KOELREUTERIA BIPINNATA 80
Muskogee crape myrtle LAGERSTROMIA 'MUSKOGEE'80
Nanchez crape myrtle LAGERSTROMIA 'NANCHEZ'80
Tuscarora crape myrtle LAGERSTROMIA 'TUSCARORA'80
Sweet bay LAURUS NOBILIS 80
Japanese privit LIGUSTRUM JAPONICUM 30
American sweetgum LIQUIDAMBER STYRACIFLUA 40
Tulip tree LIRIODENDRON 60
Brisbane box tree LOPHOSTEMON CONFERTUS 90
Magnolia MAGNOLIA GRANDIFOLIA RUSSET 75
Magnolia (dwarf)MAGNOLIA GRANDIFOLIA ST MARY 75
Saucer magnolia MAGNOLIA SOLINGIANA 75
Crabapple tree MALUS FLORIBUNDA 90
Apple MALUS SP 40
Mayten tree MAYTENUS 70
Malaleuca(broad leaf)MELALEUCA LEUCADENDRA 60
Malaleuca(narrow leaf)MELALEUCA LINARIFOLIA 60
Dawn redwood METASAQUOIA GLYPTOSTROBOIDES 100
Fruitless mulberry MORUS ALBA 40
Black mulberry MORUS NIGRA 40
Myoprum MYOPORUM LAETUM 70
Oleander tree NERIUM OLEANDER 40
Olive OLEA EUROPAEA 70
Devilwood OSMANTHUS AMERICANUS 0
Palm PALM*40
Avocado PERSEA AMERICANA 60
Red leaf photinia PHOTINIA GLABRA 60
Spruce PICEA 80
Colorado spruce PICEA PUNGENS 80
Colorado blue spruce PICEA PUNGENS 'GLAUCA'80
Italian stone pine PINUS PINEA 90
Pine PINUS SP 30
Chinese pistacio PISTACIA CHINENSIS 80
Lemonwood tree PITTOSPORUM EUGENIOIDES 40
Japanese cheesewood PITTOSPORUM TOBIRA 40
London plane 'colombiana'PLATANUS COLUMBIANA 95
Western Sycamore PLATANUS RACEMOSA**100
London plane 'bloodgood'PLATANUS X HISPANICA 'BLOODGOOD'95
Yew pine PODOCURPUS MACROPHYLLUS 75
Poplar POPULUS 60
Flowering cherry PRUNUS AKEBONO 80
Wild Plum PRUNUS AMARACANA 40
Almond tree PRUNUS ALMOND 50
Apricot tree PRUNUS APRICOT 40
Species Rating Table
107
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Common Name Species Rating%
Fruiting cherry PRUNUS AVIUM 0
Carolina cherry PRUNUS CAROLINIANA 60
Purple leaf plum PRUNUS CERASFERA KRAUTER VESUVIUS 70
Peach tree PRUNUS PERSICA 40
Douglas fir PSEUDOTSUGA MENZIESII 80
Guava PSIDIUM GUAJAVA 40
Pomegranate PUNICA GRANATUM 40
Aristocrat Flowering pear tree PYRUS CALLERYANA 'ARISTOCRAT'75
Bradford flowering pear PYRUS CALLERYANA 'BRADFORD'75
Chanticleer flowering pear PYRUS CALLERYANA 'CHANTICLEER'75
Evergreen flowering pear PYRUS KAWAKAMII 75
Asian pear PYRUS PYRIFOLIA 40
Oak QUERCUS 90
Coast live oak QUERCUS AGRIFOLIA**100
White oak QUERCUS ALBA 90
Texas red oak QUERCUS BUCKEYI 90
Sierra oak QUERCUS CAMBII 90
Blue oak QUERCUS DOUGLASII**100
Forest green oak QUERCUS FRAINETTO 90
Holly oak QUERCUS ILEX 90
Black oak QUERCUS KELLOGGII**100
Valley oak QUERCUS LOBATA**100
Red oak QUERCUS SUBER 90
Cork oak QUERCUS SUBER 90
Southern live oak QUERCUS VIRGINIANA 100
Interior live oak QUERCUS WISLIZENI**100
African sumac RHUS LANCIA 70
Weeping willow SALIX BABYLONICA 40
Wild willow SALIX SCOULERIANA 0
California pepper tree SCHINUS MOLE 40
Brazilian pepper tree SCHINUS TEREBINTHEFOLIUS 40
Coast redwood SEQUIOA SEMPRIVIRONS 95
Giant sequioa SEQUOIADENDRON GIGANTEUM 80
Japanese pogoda SOPHORIA JAPONICA 70
Chinese tallow TRIADICA SEBIFERA 50
Water gum TRISTANIA LAURINA 70
Bosque chinese elm ULMAS PARVIFOLIA 'BOSQUE'90
Chinese elm ULMUS PARVIFOLIA 70
Siberian elm ULMUS PUMILA 60
Bay laurel UMBELLULARIA CALIFORNICA**100
Mexican fan palm WASHINGTON ROBUSTA 0
Spanish dagger yucca YUCCA GLORIOSA 0
Zelkova ZELKOVA SERRATA 65
*All palms on Palm Avenue are protected heritage trees and will be rated @ 100%
**Protected tree species
Species Rating Table
108
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
FY 2018-19 FY 2019-20
FEE DESCRIPTION Fee Fee
Encroachment Permits
- Minor Encroachment Permits (Local Streets) $456 $474
- Minor Encroachment Permits (Utility)$315 $328
- Major Encroachment Permits (Arterials and Collectors)$785 $816
- Work without Permit Double the permit cost Double the permit cost
- Small Cell Facility Encroachment Permit $1,570 $1,632
Street Cuts Miscellaneous
- Minor Street Cuts $1,257 $1,307
- Major Street Cuts $2,537 $2,638
5% of Project Costs and/or
$80 per inspection
5% of Project Costs and/or
$80 per inspection
Permit Extension $369 $369
- <10,000 s.f. lot $970 $1,009
- 10,000 s.f or greater Greater of $2,941 min. or
6% of cost of improvement
Greater of $3,059 min. or
6% of cost of improvement
Parcel Map/Tract Map (Map Checking Fee)
- Parcel Map (1-4 lots)$5,755 $5,985
- Tract Map (> 4 lots)$9,448 $9,826
Plan Check and Inspection
- Review of Building Permit Only $857 $891
Additional Plan Review - 3 or more reviews (Each)$196 $204
Revisions to Plans and Permits $204/hr
Review of Public/Private Improvement Plans:
greater of $3,798 min. or
5% of cost of improvement
greater of $3,950 min. or
5% of cost of improvement
greater of $7,105 min. or
6% of cost of improvement
greater of $7,389 min. or
6% of cost of improvement
Geotechnical Review *Cost of review + City
Administrative Fee
*Cost of review + City
Administrative Fee
Structural Review *Cost of review + City
Administrative Fee
*Cost of review + City
Administrative Fee
*Per Outside Agency Review/Services on Schedule A - General
Public Works Confirmation $381 $396
Annexation (plus County filing fee)$2,077 $2,160
Certificates of Compliance $1,782
- Initial Review $927
- Finalize Certificates $927
Lot Line Adjustment $2,866 $2,981
Transportation Impact Fee
- Single Family $6,177/unit $6,239/unit
- Multi-Family $3,830/unit $3,868/unit
(Includes apartments, condos, and townhomes)
- Retail $9.94/s.f.$10.04/s.f.
- Office $17.40/s.f.$17.57/s.f.
- Hotel $3,387/room $3,421/room
- Other (per PM trip)$6,236/trip $6,298/trip
Transportation Permit (State Regulated Fee)
- Single $16 $16
- Annual Utility Company $90 $90
- Additional Engineering Investigation or Coordination $196/hr $204/hr
- Special Major Permit (projects in excess of $30,000 or over 15 working days)
Grading permit
- Residential
- Commercial
109
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
FY 2018-19 FY 2019-20
FEE DESCRIPTION Fee Fee
Banners
- Large Banners Across Stevens Creek Boulevard $520 $541
- Small Banners on Light Poles (for 20 poles)$1,318 $1,371
Special Events/Parades $3,187 $3,314
Block Party No Charge No Charge
Vacation of Public Street ROW/PUE
- Summary Vacation $2,178 $2,265
- Full Vacation $3,387 $3,522
Rural/Semi-Rural Classification Application
- Application Phase $1,774 $1,845
- Implementation phase $1,085 $1,128
Certificate of Correction $813 $846
Floodplain Evaluation/Elevation Certificate Review $191 $199
Permit Parking Study
- Application Phase $1,085 $1,128
- Implementation phase $888 $924
- Permit Parking Bi-annual Fee No Charge No Charge
Streamside Permit $348 $362
Master Storm Drain Area Fees:
$3,609/dwelling unit $3,717/dwelling unit
$4,902/acre $4,951/acre
$3,518/acre+$3,553/acre+
$266/unit*$269/unit*
*Maximum chargeable dwelling units of 20 units per acre.
Commercial and Industrial $9,471/acre $9,566/acre
Public Educational Uses $3,609/acre $3,645/acre
Public Facility Uses $1,823/acre $1,841/acre
Stormwater Permit Inspections - Commercial
Initial Inspection No charge No charge
Re-Inspection for Violations $275 $278
Storm Management Plan Fee $1,382 $1,396
Public Works Staff Time $196/hr $204/hr
New Public Tree Cost Schedule:
Public Tree Planting Cost:
24" Street Tree $398 $402
36" Street Tree or Larger Actual costs Actual costs
Single-Family Residential greater than one dwelling unit per acre and less than 5.2 dwelling units per
Multiple Family greater than 5.2 dwelling units per acre
Low-Density Residential (Less than one dwelling unit per acre hillside zoning only)
110
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
PUBLIC TREE DAMAGE OR REMOVAL FEE SCHEDULE:
This fee schedule is defined in Chapter 14.12 and establishes the fee to be paid to the City for damage to and/or removal of
public trees.
Repeat offenders, intentional actors and professionals, as defined in Chapter 14.12, shall be subject to the following fees:
Public Tree Damage Fee:
Public Tree Removal Fee:
FEE = UNMODIFIED TREE VALUE x SPECIES RATING x CONDITION RATING
For inputs, use the following values:
UNMODIFIED TREE Refer to Unmodified Tree Value Table
SPECIES RATING Refer to Species Rating Table
CONDITION RATING Good = 1.00, Fair = 0.75, Poor = 0.50
The fee for trees less than 4 inches in diameter shall not be reduced by species or condition rating.
No additional costs, such as stump removal, trimming or replanting will apply.
1st time offenders, as defined in Chapter 14.12, shall be subject to a fee of 10% of the Public Tree Damage Fee or 10% of the Public Tree Removal Fee as
defined below or $600, whichever is higher, per public tree damaged and/or removed. No additional costs, such as stump removal, trimming, or replanting
will apply.
$100 per cumulative diameter inch of branch or root plus, if any, the actual costs incurred for immediate corrective pruning plus, if any, the calculated costs
for future corrective pruning, as may be required to maintain the health of the tree.
The fee for each tree removed shall be based upon the unmodified value of the tree removed (based upon diameter), multiplied by the species rating,
multiplied by the condition rating.
Trees larger than 40” shall have the fee determined by the most recent edition of the 'Guide for Plant Appraisal', published by the Council of Tree and
Landscape Appraisers, using the trunk formula method.
111
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Unmodified Tree Value Table:
Tree size (diameter of trunk)
1” to 2” $348
2” to 3” $348
3” to 4” $1,039
4” to 5” $1,039
5” to 6” $1,404
6” to 7” $1,851
7” to 8” $2,378
8” to 9” $2,987
9” to 10” $3,677
10” to 11”$4,449
11” to 12” $5,301
12” to 13” $6,235
13” to 14” $7,249
14” to 15” $8,345
15” to 16” $9,522
16” to 17” $10,780
17” to 18”$12,120
18” to 19” $13,540
19” to 20” $15,042
20” to 21” $16,625
21” to 22” $18,290
22” to 23” $20,036
23” to 24” $21,862
24” to 25”$23,769
25” to 26” $25,758
26” to 27” $27,829
27” to 28” $29,980
28” to 29” $32,212
29” to 30” $34,527
30” to 31” $36,920
31” to 32”$39,396
32” to 33” $41,954
33” to 34” $44,593
34” to 35” $47,312
35” to 36” $50,113
36” to 37” $52,995
37” to 38” $55,958
38” to 39”$59,003
39” to 40”$62,128
Measurement shall be measured 4.5 feet above the ground level and rounded down to the nearest whole inch.
If the tree is multi-trunk, use 1.5 times the diameter of the largest trunk to determine fee.
If the tree is removed to the ground, tree inventory data will be used to determine the trunk diameter.
If there is tree damage 4-5 feet above the ground, trunk diameter is to be measured 1 foot above ground level and 1 inch is to be subtracted from the
diameter to determine fee.
112
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Common Name Species Rating%
Acacia ACACIA 60
Blackwoodacaia ACACIA MELANOXYLON 60
Trident maple ACER BUERGERIANUM 90
Big leaf maple ACER MACROPHYLLUM**100
Japanese maple ACER PALMATUM 90
Red maple ACER REBRUM 70
Silver maple ACER SACCHARINUM 80
California buckeye AESCULUS CALIFORNICA**100
Red hoursechesnut AESCULUS X CARNEA 90
Tree of heaven AILANTHUS ALTISSIMA 0
Silk tree ALBIZIA JULIBRISSIN 50
Black Alder ALNUS GLUTINOSA 80
Strawberry madrone ARBUTUS MARINA 90
Madrone ARBUTUS MENZIESII 100
Hong Kong orchid BAUHINIA BLAKEANA 75
Birch BETULA ALBA 60
Incense cedar CALOCEDRUS DECURRENS 80
Horsetail tree CASUARINA EQUISETIFOLIA 75
Blue atlas cedar CEDRUS ATLANTICA**100
Deodora cedar CEDRUS DEODARA**100
Chinese hackberry CELTUS SINENSIS 65
Carob tree CERATONIA SILIQUA 70
Redbud(eastern)CERCIS CANADENSIS 75
Camphor tree CINNAMOMUM CAMPHORA 70
Citrus CITRUS SP 40
English hawthorn CRATAEGUS LAEVIGATA 70
Cypress CUPRESSACEAE 80
Italian cypress CUPRESSUS SEMPERVIREN 80
Japanese persimmon DIOSPYROS KAKI 40
Loquat ERIOBOTRYA DEFLEXA 60
Blue gum tree EUCALYPTUS GLOBULUS 70
Eucalyptus EUCALYPTUS SP 60
Misson fig FICUS CARICA 40
Autumn purple ash FRAXINUS AMERICANA 80
Raywood ash FRAXINUS ANGUSTIFOLIA 'RAYWOOD'80
Moraine ash FRAXINUS HOLOTRICHA 80
Shamel ash FRAXINUS UHDEI 80
Modesto ash FRAXINUS VELUTINA 'MODESTO'80
Australian willow GEIJERA PARVIFOLIA 80
Maidenhair GINKO BILOBA 80
Honey locust GLEDITSIA TRIACANTHOS 70
Silk oak tree GREVILLEA ROBUSTA 70
English holly ILLEX AQUIFOLIUM 40
Jacaranda JACARANDA MIMMOSIFOLIA 70
Walnut JUGLANS 70
Species Rating Table
113
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Common Name Species Rating%
Black walnut JUGLANS HINDSII 70
Chinese flame tree KOELREUTERIA BIPINNATA 80
Muskogee crape myrtle LAGERSTROMIA 'MUSKOGEE'80
Nanchez crape myrtle LAGERSTROMIA 'NANCHEZ'80
Tuscarora crape myrtle LAGERSTROMIA 'TUSCARORA'80
Sweet bay LAURUS NOBILIS 80
Japanese privit LIGUSTRUM JAPONICUM 30
American sweetgum LIQUIDAMBER STYRACIFLUA 40
Tulip tree LIRIODENDRON 60
Brisbane box tree LOPHOSTEMON CONFERTUS 90
Magnolia MAGNOLIA GRANDIFOLIA RUSSET 75
Magnolia (dwarf)MAGNOLIA GRANDIFOLIA ST MARY 75
Saucer magnolia MAGNOLIA SOLINGIANA 75
Crabapple tree MALUS FLORIBUNDA 90
Apple MALUS SP 40
Mayten tree MAYTENUS 70
Malaleuca(broad leaf)MELALEUCA LEUCADENDRA 60
Malaleuca(narrow leaf)MELALEUCA LINARIFOLIA 60
Dawn redwood METASAQUOIA GLYPTOSTROBOIDES 100
Fruitless mulberry MORUS ALBA 40
Black mulberry MORUS NIGRA 40
Myoprum MYOPORUM LAETUM 70
Oleander tree NERIUM OLEANDER 40
Olive OLEA EUROPAEA 70
Devilwood OSMANTHUS AMERICANUS 0
Palm PALM*40
Avocado PERSEA AMERICANA 60
Red leaf photinia PHOTINIA GLABRA 60
Spruce PICEA 80
Colorado spruce PICEA PUNGENS 80
Colorado blue spruce PICEA PUNGENS 'GLAUCA'80
Italian stone pine PINUS PINEA 90
Pine PINUS SP 30
Chinese pistacio PISTACIA CHINENSIS 80
Lemonwood tree PITTOSPORUM EUGENIOIDES 40
Japanese cheesewood PITTOSPORUM TOBIRA 40
London plane 'colombiana'PLATANUS COLUMBIANA 95
Western Sycamore PLATANUS RACEMOSA**100
London plane 'bloodgood'PLATANUS X HISPANICA 'BLOODGOOD'95
Yew pine PODOCURPUS MACROPHYLLUS 75
Poplar POPULUS 60
Flowering cherry PRUNUS AKEBONO 80
Wild Plum PRUNUS AMARACANA 40
Almond tree PRUNUS ALMOND 50
Apricot tree PRUNUS APRICOT 40
Species Rating Table
114
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule B - Engineering
Common Name Species Rating%
Fruiting cherry PRUNUS AVIUM 0
Carolina cherry PRUNUS CAROLINIANA 60
Purple leaf plum PRUNUS CERASFERA KRAUTER VESUVIUS 70
Peach tree PRUNUS PERSICA 40
Douglas fir PSEUDOTSUGA MENZIESII 80
Guava PSIDIUM GUAJAVA 40
Pomegranate PUNICA GRANATUM 40
Aristocrat Flowering pear tree PYRUS CALLERYANA 'ARISTOCRAT'75
Bradford flowering pear PYRUS CALLERYANA 'BRADFORD'75
Chanticleer flowering pear PYRUS CALLERYANA 'CHANTICLEER'75
Evergreen flowering pear PYRUS KAWAKAMII 75
Asian pear PYRUS PYRIFOLIA 40
Oak QUERCUS 90
Coast live oak QUERCUS AGRIFOLIA**100
White oak QUERCUS ALBA 90
Texas red oak QUERCUS BUCKEYI 90
Sierra oak QUERCUS CAMBII 90
Blue oak QUERCUS DOUGLASII**100
Forest green oak QUERCUS FRAINETTO 90
Holly oak QUERCUS ILEX 90
Black oak QUERCUS KELLOGGII**100
Valley oak QUERCUS LOBATA**100
Red oak QUERCUS SUBER 90
Cork oak QUERCUS SUBER 90
Southern live oak QUERCUS VIRGINIANA 100
Interior live oak QUERCUS WISLIZENI**100
African sumac RHUS LANCIA 70
Weeping willow SALIX BABYLONICA 40
Wild willow SALIX SCOULERIANA 0
California pepper tree SCHINUS MOLE 40
Brazilian pepper tree SCHINUS TEREBINTHEFOLIUS 40
Coast redwood SEQUIOA SEMPRIVIRONS 95
Giant sequioa SEQUOIADENDRON GIGANTEUM 80
Japanese pogoda SOPHORIA JAPONICA 70
Chinese tallow TRIADICA SEBIFERA 50
Water gum TRISTANIA LAURINA 70
Bosque chinese elm ULMAS PARVIFOLIA 'BOSQUE'90
Chinese elm ULMUS PARVIFOLIA 70
Siberian elm ULMUS PUMILA 60
Bay laurel UMBELLULARIA CALIFORNICA**100
Mexican fan palm WASHINGTON ROBUSTA 0
Spanish dagger yucca YUCCA GLORIOSA 0
Zelkova ZELKOVA SERRATA 65
*All palms on Palm Avenue are protected heritage trees and will be rated @ 100%
**Protected tree species
Species Rating Table
115
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule C - Planning
DEFINITIONS
A. Parcel Map: up to four (4) parcels (CMC Chapter 18.20).
B. Tentative map: Five (5) or more parcels (CMC Chapter 18.16).
F. Minor Architectural and Site Approval: Architectural approval of the following: minor building
I. Minor Modification: An application that is administratively reviewed by staff either at an
advertised public hearing/meeting or in a non-hearing process (CMC Chapter 19.164).
J. Temporary Sign Permit: A review of a temporary sign application for banners, A-frame signs and other
temporary signs (CMC Chapter 19.104).
L. Appeal: A request from the project applicant or interested party to reverse or amend a decision made by
the approval authority. Fee Exemption for: an appointed public official serving on the board that made the
decision subject to the appeal, an appointed public official serving on a board that is directly affected by the
decision and City Council members. At the conclusion of a City Council appeal hearing, it may choose to, at
its sole discretion, refund all, a portion of, or none of the appeal fee (CMC Chapter 19.12).
M. Legal Noticing Fee: Assessed for all permit applications that require noticing (CMC Chapter 19.12).
N. Housing Mitigation Fee: A fee assessed in accordance with the City's General Plan Housing Element,
Municipal Code (CMC 19.172) and the City's BMR Housing Mitigation Program Procedural Manual.
C. Minor: Up to 10,000 square feet commercial/office/non-residential/industrial; up to six (6) residential
units (CMC Chapter 19.12)
D. Major: 10,000 or more square feet commercial/office/non-residential/industrial; six (6) or more residential
units (CMC Chapter 19.12).
E. Minor Architectural and Site Approval - Duplex/Residential: Architectural approval of single family
homes in a planned development zoning district, redevelopment or modification of duplexes, and
associated landscaping, where such review is required (CMC Chapter 19.12).
G. Major Architectural and Site Approval: Architectural approval of all other development projects (CMC
Chapter 19.12).
H. Exceptions: An exception to the zoning standards for which an exception process and findings are
identified in the Municipal Code. These include Fence, Sign, Height, Hillside, Parking, R-1, A, A-1, and R1
cluster zone exceptions. This also includes exceptions identified in the City's Specific Plans (CMC Chapter
19.12 and Title 20).
modifications, landscaping, signs and lighting for new development, redevelopment or modification in such
zones where such review is required (CMC Chapter 19.12).
Note: Mixed use applications will be classified based upon the highest intensity and review process. The
Director of Community Development will have discretion to classify projects based upon the above criteria.
K. Extension Permit: A one-time one-year extension of the planning permit expiration date (CMC Chapter
19.12).
116
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule C - Planning
Fee Description Effective
July 1, 2019
Planning Staff Hourly Rate1 $244
General Plan
Authorization
Amendment
Zoning
Zoning Map Amendment
Zoning Text Amendment
Single-Story Overlay District
Study Session Staff Hourly Rate
Subdivision
Parcel Map (See Definition A)$15,322
Tentative Map (See Definition B)$25,487
Conditional Use/Development Permit
Temporary Use Permit $3,399
Administrative Conditional Use Permit $5,627
Minor (See Definition C)$15,415
Major (See Definition D)$25,686
Amendment to Conditional Use/Development Permit
Minor (See Definition C)$7,081
Major (See Definition D)$12,932
Architectural and Site Approval Permit
Minor Duplex / Residential (See Definition E)$5,415
Minor (See Definition F)$10,664
Major (See Definition G)$15,872
Single Family (R-1) Residential Permits
Minor Residential Permit $2,781
Two-Story Permit without Design Review $3,611
Two-Story Permit with Design Review $4,333
Director Minor Modification (See Definition I)$3,798
Exceptions (See Definition H)
Fence Exception - R1 & R2 $1,034
Fence Exception - Other $3,479
Sign exception $3,959
R-1 Exception $5,623
Heart of the City Exception $15,721
Hillside Exception $16,294
Exception - Other $5,427
Variance $6,218
Reasonable Accommodation $903
Staff Hourly Rate
Staff Hourly Rate
117
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule C - Planning
Fee Description Effective
July 1, 2019
Tree Removal Permit
Tree Removal Permit (no Arborist review required)
First Tree $240
Each Additional Tree $121
Tree Removal Permit (Arborist review required)
First Tree $361
Each Additional Tree $181
Retroactive Tree Removal (per tree)$4,002
Heritage Tree Designation $301
Tree Management Plan $5,659
Signs
Temporary Sign Permit (See Definition J)$384
Sign Program $3,108
Planning Commission Interpretation $5,730
Extension of Approved Entitlements (See Definition K)$1,540
Environmental Assessment
Environmental Impact Report (Plus State & County Filing Fees)Contract+Admin Fee
Negative Declaration - Major (Plus State & County Filing Fees)Contract+Admin Fee
Negative Declaration - Minor (Plus State & County Filing Fees)Contract+Admin Fee
Categorical Exemption (Plus County Filing Fee)$277
Appeals (See Definition L)
Planning Commission $277
City Council $277
Miscellaneous Fees
Legal Noticing Fee (See Definition M)$322
Zoning Verification Letter $407
Public Convenience and Necessity Letter (Alcoholic Beverage License)$204
Fees Assessed at Building Permit Issuance
Wireless Master Plan Fees
Equipment Mounted on Existing Light/Utility Pole $7.46
New Personal Wireless Facility (not mounted on light/utility pole)$1,624
Zoning, Planning, Municipal Code Fees
All Non-Residential and Multi-Family (per sq.ft.)$0.36
Residential Single Family (per sq. ft.)$0.18
General Plan Office Allocation Fee (per sq. ft.)$0.33
118
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule C - Planning
FOR INFORMATIONAL PURPOSES ONLY: 2
Housing Mitigation In-Lieu Fees 2 (See Definition N)
Residential - Ownership (per sq. ft.)
Detached Single Family Residence $18.45
Small Lot Single Family Residence or Townhome $20.29
Multi-family Attached Townhome, Apartment, or Condominium (up to 35 du/ac) $24.60
Multi-family Attached Townhome, Apartment, or Condominium (over 35 du/ac) $24.60
Residential - Rental (per sq. ft.)
Multi-family Attached Townhome, Apartment, or Condominium (up to 35 du/ac) $24.60
Multi-family Attached Townhome, Apartment, or Condominium (over 35 du/ac) $30.75
Non-Residential (per sq. ft.)
Office, Research and Development, or Industrial $24.60
Hotel $12.30
Commercial/Retail $12.30
1Applications may be subject to a Planning Staff Hourly Rate fee for applicable staff time, and vendor invoice. These fees apply to projects that
require a level of staff support greater than the scope of work included in the regular fee schedule and will be based on the time and materials
required to process the entire project. The applicant will be notified if these fees are applicable to their project.
An administrative fee (15%) will be charged for outside agency review/consultant services per Schedule A - General Fees.
If plans are submitted on paper, these must be sent to an outside agency for scanning. The cost of scanning the plans, plus the administrative fee per
Schedule A - General Fees will be charged.
2Housing Mitigation In-lieu Fee is based on the 2015 Nexus Study and assessed in accordance with the BMR Mitigation Housing Manual. These fees
increase automatically annually (on July 6 of each year) by the Consumer Price Index of All Urban Consumers for San Francisco, CA.
119
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
A-1 Assembly—Fixed Seating 1,000 $7,734 $50.88 $6,445 $42.40 $5,156 $33.92
Theater, Concert Hall 5,000 $9,769 $56.98 $8,141 $47.49 $6,513 $37.99
10,000 $12,618 $44.78 $10,515 $37.32 $8,412 $29.85
20,000 $17,096 $9.50 $14,247 $7.92 $11,398 $6.34
50,000 $19,947 $9.76 $16,623 $8.13 $13,298 $6.51
100,000 $24,827 $24.83 $20,690 $20.69 $16,552 $16.55
A-2 Assembly—Food & Drink 250 $5,228 $137.58 $4,356 $114.65 $3,485 $91.72
Restaurant, Night Club, Bar 1,250 $6,604 $154.07 $5,503 $128.39 $4,402 $102.72
2,500 $8,530 $121.06 $7,108 $100.88 $5,686 $80.70
5,000 $11,556 $25.69 $9,630 $21.41 $7,704 $17.13
12,500 $13,483 $26.41 $11,235 $22.01 $8,988 $17.61
25,000 $16,784 $67.14 $13,986 $55.95 $11,189 $44.76
A-3 Assembly—Worship, Amusement 1,000 $9,801 $64.48 $8,167 $53.73 $6,534 $42.98
Arcade, Church, Community Hall 5,000 $12,380 $72.21 $10,317 $60.17 $8,253 $48.14
10,000 $15,990 $56.76 $13,325 $47.30 $10,660 $37.84
20,000 $21,666 $12.02 $18,055 $10.02 $14,444 $8.02
50,000 $25,273 $12.38 $21,061 $10.32 $16,848 $8.26
100,000 $31,465 $31.46 $26,220 $26.22 $20,976 $20.98
A-4 Assembly—Indoor Sport Viewing 500 $5,969 $78.54 $4,974 $65.45 $3,979 $52.36
Arena, Skating Rink, Tennis Court 2,500 $7,540 $87.95 $6,283 $73.29 $5,027 $58.63
5,000 $9,739 $69.13 $8,116 $57.61 $6,492 $46.09
10,000 $13,195 $14.66 $10,996 $12.22 $8,797 $9.78
25,000 $15,395 $15.08 $12,829 $12.56 $10,263 $10.05
50,000 $19,164 $38.33 $15,970 $31.94 $12,776 $25.55
A-5 Assembly—Outdoor Activities 500 $6,316 $83.11 $5,263 $69.26 $4,211 $55.41
Amusement Park, Bleacher, Stadium 2,500 $7,978 $93.08 $6,648 $77.56 $5,319 $62.05
5,000 $10,305 $73.13 $8,587 $60.94 $6,870 $48.75
10,000 $13,961 $15.51 $11,634 $12.92 $9,308 $10.34
25,000 $16,287 $15.98 $13,573 $13.31 $10,858 $10.65
50,000 $20,281 $40.56 $16,901 $33.80 $13,521 $27.04
A A Occupancy Tenant Improvements 500 $3,976 $52.32 $3,313 $43.60 $2,651 $34.88
2,500 $5,023 $58.58 $4,185 $48.82 $3,348 $39.05
5,000 $6,487 $46.05 $5,406 $38.38 $4,325 $30.70
10,000 $8,789 $9.76 $7,325 $8.13 $5,860 $6.51
25,000 $10,254 $10.04 $8,545 $8.36 $6,836 $6.69
50,000 $12,763 $25.53 $10,636 $21.27 $8,508 $17.02
B Business—Bank 500 $5,391 $70.93 $4,493 $59.11 $3,594 $47.29
2,500 $6,810 $79.46 $5,675 $66.22 $4,540 $52.98
5,000 $8,797 $62.42 $7,331 $52.02 $5,864 $41.62
10,000 $11,918 $13.24 $9,932 $11.04 $7,945 $8.83
25,000 $13,905 $13.63 $11,587 $11.36 $9,270 $9.09
50,000 $17,312 $34.62 $14,427 $28.85 $11,541 $23.08
B Business—Laundromat 200 $4,631 $152.33 $3,859 $126.94 $3,087 $101.55
1,000 $5,849 $170.61 $4,874 $142.17 $3,900 $113.74
2,000 $7,555 $134.04 $6,296 $111.70 $5,037 $89.36
4,000 $10,236 $28.45 $8,530 $23.71 $6,824 $18.97
10,000 $11,943 $29.24 $9,953 $24.37 $7,962 $19.50
20,000 $14,868 $74.34 $12,390 $61.95 $9,912 $49.56
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
120
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
B Business—Clinic, Outpatient 500 $5,555 $73.08 $4,629 $60.90 $3,703 $48.72
2,500 $7,017 $81.88 $5,847 $68.24 $4,678 $54.59
5,000 $9,064 $64.30 $7,553 $53.58 $6,043 $42.87
10,000 $12,279 $13.64 $10,232 $11.36 $8,186 $9.09
25,000 $14,324 $14.04 $11,937 $11.70 $9,549 $9.36
50,000 $17,835 $35.67 $14,863 $29.73 $11,890 $23.78
B Business—Professional Office 1,000 $6,134 $59.89 $5,112 $49.91 $4,089 $39.93
5,000 $8,530 $51.52 $7,108 $42.93 $5,686 $34.35
10,000 $11,106 $36.43 $9,255 $30.36 $7,404 $24.29
20,000 $14,748 $8.60 $12,290 $7.17 $9,832 $5.74
50,000 $17,330 $9.24 $14,442 $7.70 $11,553 $6.16
100,000 $21,951 $21.95 $18,293 $18.29 $14,634 $14.63
B B Occupancy Tenant Improvements 300 $4,253 $93.26 $3,544 $77.71 $2,835 $62.17
1,500 $5,372 $104.45 $4,476 $87.04 $3,581 $69.63
3,000 $6,938 $82.06 $5,782 $68.39 $4,626 $54.71
6,000 $9,400 $17.40 $7,834 $14.50 $6,267 $11.60
15,000 $10,967 $17.91 $9,139 $14.92 $7,311 $11.94
30,000 $13,653 $45.51 $11,377 $37.92 $9,102 $30.34
E Educational— Preschool / School 100 $4,578 $301.17 $3,815 $250.98 $3,052 $200.78
500 $5,782 $337.28 $4,819 $281.07 $3,855 $224.85
1,000 $7,469 $265.04 $6,224 $220.87 $4,979 $176.69
2,000 $10,119 $56.23 $8,433 $46.85 $6,746 $37.48
5,000 $11,806 $57.80 $9,838 $48.17 $7,871 $38.53
10,000 $14,696 $146.96 $12,247 $122.47 $9,797 $97.97
E E Occupancy Tenant Improvements 100 $3,596 $236.56 $2,997 $197.13 $2,397 $157.71
500 $4,542 $264.97 $3,785 $220.81 $3,028 $176.64
1,000 $5,867 $208.17 $4,889 $173.48 $3,911 $138.78
2,000 $7,949 $44.16 $6,624 $36.80 $5,299 $29.44
5,000 $9,273 $45.42 $7,728 $37.85 $6,182 $30.28
10,000 $11,544 $115.44 $9,620 $96.20 $7,696 $76.96
F-1 Factory Industrial—Moderate Hazard 1,000 $5,617 $16.03 $4,681 $13.36 $3,745 $10.68
5,000 $6,258 $25.63 $5,215 $21.36 $4,172 $17.09
10,000 $7,540 $27.77 $6,283 $23.14 $5,027 $18.51
20,000 $10,317 $4.27 $8,598 $3.55 $6,878 $2.84
50,000 $11,597 $2.57 $9,664 $2.14 $7,731 $1.71
100,000 $12,882 $12.88 $10,735 $10.73 $8,588 $8.59
F-2 Factory Industrial—Low Hazard 1,000 $5,776 $38.01 $4,814 $31.67 $3,851 $25.34
5,000 $7,297 $42.57 $6,080 $35.47 $4,864 $28.38
10,000 $9,425 $33.45 $7,854 $27.88 $6,283 $22.30
20,000 $12,770 $7.08 $10,642 $5.90 $8,513 $4.72
50,000 $14,893 $7.29 $12,411 $6.08 $9,929 $4.86
100,000 $18,539 $18.54 $15,449 $15.45 $12,360 $12.36
F F Occupancy Tenant Improvements 1,000 $4,228 $27.82 $3,524 $23.18 $2,819 $18.55
5,000 $5,341 $31.15 $4,451 $25.96 $3,561 $20.77
10,000 $6,899 $24.48 $5,749 $20.40 $4,599 $16.32
20,000 $9,347 $5.19 $7,789 $4.32 $6,231 $3.46
50,000 $10,903 $5.34 $9,086 $4.45 $7,269 $3.56
100,000 $13,575 $13.58 $11,313 $11.31 $9,050 $9.05
121
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
H-1 High Hazard Group H-1 100 $4,287 $282.05 $3,573 $235.04 $2,858 $188.03
500 $5,415 $315.91 $4,513 $263.26 $3,610 $210.61
1,000 $6,995 $248.20 $5,829 $206.84 $4,663 $165.47
2,000 $9,477 $52.66 $7,898 $43.88 $6,318 $35.11
5,000 $11,057 $54.14 $9,214 $45.12 $7,371 $36.10
10,000 $13,764 $137.64 $11,470 $114.70 $9,176 $91.76
H-2 High Hazard Group H-2 100 $5,145 $338.46 $4,287 $282.05 $3,430 $225.64
500 $6,499 $379.09 $5,415 $315.91 $4,332 $252.73
1,000 $8,394 $297.84 $6,995 $248.20 $5,596 $198.56
2,000 $11,372 $63.19 $9,477 $52.66 $7,582 $42.13
5,000 $13,268 $64.97 $11,057 $54.14 $8,845 $43.32
10,000 $16,517 $165.17 $13,764 $137.64 $11,011 $110.11
H-3 High Hazard Group H-3 100 $5,613 $369.24 $4,677 $307.70 $3,742 $246.16
500 $7,090 $413.55 $5,908 $344.63 $4,726 $275.70
1,000 $9,157 $324.93 $7,631 $270.78 $6,105 $216.62
2,000 $12,407 $68.94 $10,339 $57.45 $8,271 $45.96
5,000 $14,475 $70.89 $12,062 $59.07 $9,650 $47.26
10,000 $18,019 $180.19 $15,016 $150.16 $12,013 $120.13
H-4 High Hazard Group H-4 100 $4,490 $295.39 $3,742 $246.16 $2,993 $196.93
500 $5,672 $330.84 $4,726 $275.70 $3,781 $220.56
1,000 $7,326 $259.95 $6,105 $216.62 $4,884 $173.30
2,000 $9,925 $55.15 $8,271 $45.96 $6,617 $36.77
5,000 $11,580 $56.71 $9,650 $47.26 $7,720 $37.81
10,000 $14,416 $144.16 $12,013 $120.13 $9,610 $96.10
H-5 High Hazard Group H-5 100 $4,490 $295.39 $3,742 $246.16 $2,993 $196.93
500 $5,672 $330.84 $4,726 $275.70 $3,781 $220.56
1,000 $7,326 $259.95 $6,105 $216.62 $4,884 $173.30
2,000 $9,925 $55.15 $8,271 $45.96 $6,617 $36.77
5,000 $11,580 $56.71 $9,650 $47.26 $7,720 $37.81
10,000 $14,416 $144.16 $12,013 $120.13 $9,610 $96.10
H H Occupancy Tenant Improvements 100 $3,312 $217.88 $2,760 $181.57 $2,208 $145.25
500 $4,183 $244.05 $3,486 $203.37 $2,789 $162.70
1,000 $5,404 $191.74 $4,503 $159.78 $3,602 $127.83
2,000 $7,321 $40.66 $6,101 $33.88 $4,881 $27.11
5,000 $8,541 $41.85 $7,117 $34.88 $5,694 $27.90
10,000 $10,633 $106.33 $8,861 $88.61 $7,089 $70.89
I-1 Institutional—7+ persons, ambulatory 500 $5,627 $74.05 $4,689 $61.70 $3,751 $49.36
2,500 $7,108 $82.91 $5,923 $69.09 $4,739 $55.27
5,000 $9,180 $65.16 $7,650 $54.30 $6,120 $43.44
10,000 $12,439 $13.81 $10,365 $11.51 $8,292 $9.21
25,000 $14,510 $14.22 $12,092 $11.85 $9,673 $9.48
50,000 $18,066 $36.13 $15,055 $30.11 $12,044 $24.09
I-2 Institutional—6+ persons, non-ambulatory 500 $6,816 $89.68 $5,680 $74.74 $4,544 $59.79
2,500 $8,609 $100.42 $7,175 $83.69 $5,740 $66.95
5,000 $11,120 $78.92 $9,267 $65.77 $7,413 $52.62
10,000 $15,066 $16.75 $12,555 $13.96 $10,044 $11.16
25,000 $17,578 $17.20 $14,648 $14.34 $11,719 $11.47
50,000 $21,879 $43.76 $18,232 $36.46 $14,586 $29.17
122
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
I-3 Institutional—6+ persons, restrained 500 $6,271 $82.51 $5,226 $68.76 $4,180 $55.00
2,500 $7,921 $92.41 $6,601 $77.01 $5,280 $61.61
5,000 $10,231 $72.62 $8,526 $60.52 $6,821 $48.42
10,000 $13,862 $15.39 $11,552 $12.82 $9,241 $10.26
25,000 $16,170 $15.83 $13,475 $13.19 $10,780 $10.55
50,000 $20,128 $40.26 $16,773 $33.55 $13,419 $26.84
I-4 Institutional—6+ persons, day care 500 $6,271 $82.51 $5,226 $68.76 $4,180 $55.00
2,500 $7,921 $92.41 $6,601 $77.01 $5,280 $61.61
5,000 $10,231 $72.62 $8,526 $60.52 $6,821 $48.42
10,000 $13,862 $15.39 $11,552 $12.82 $9,241 $10.26
25,000 $16,170 $15.83 $13,475 $13.19 $10,780 $10.55
50,000 $20,128 $40.26 $16,773 $33.55 $13,419 $26.84
I I Occupancy Tenant Improvements 100 $3,315 $218.12 $2,763 $181.76 $2,210 $145.41
500 $4,188 $244.29 $3,490 $203.58 $2,792 $162.86
1,000 $5,409 $191.94 $4,508 $159.95 $3,606 $127.96
2,000 $7,329 $40.71 $6,107 $33.93 $4,886 $27.14
5,000 $8,550 $41.89 $7,125 $34.91 $5,700 $27.93
10,000 $10,645 $106.45 $8,871 $88.71 $7,097 $70.97
M Mercantile 2,000 $8,828 $29.03 $7,357 $24.19 $5,885 $19.35
10,000 $11,151 $32.55 $9,292 $27.12 $7,434 $21.70
20,000 $14,405 $25.56 $12,005 $21.30 $9,604 $17.04
40,000 $19,518 $5.41 $16,265 $4.51 $13,012 $3.61
100,000 $22,763 $5.58 $18,970 $4.65 $15,176 $3.72
200,000 $28,342 $14.17 $23,618 $11.81 $18,894 $9.45
M M Occupancy Tenant Improvements 300 $3,923 $86.04 $3,269 $71.70 $2,615 $57.36
1,500 $4,956 $96.34 $4,130 $80.29 $3,304 $64.23
3,000 $6,401 $75.73 $5,334 $63.11 $4,267 $50.49
6,000 $8,673 $16.04 $7,227 $13.37 $5,782 $10.69
15,000 $10,116 $16.54 $8,430 $13.78 $6,744 $11.02
30,000 $12,597 $41.99 $10,497 $34.99 $8,398 $27.99
R-1 Residential—Hotels & Motels 3,000 $13,094 $5.74 $10,911 $4.78 $8,729 $3.83
15,000 $13,783 $18.38 $11,486 $15.31 $9,188 $12.25
30,000 $16,539 $2.31 $13,783 $1.93 $11,026 $1.54
60,000 $17,232 $3.06 $14,360 $2.55 $11,488 $2.04
150,000 $19,983 $0.47 $16,653 $0.39 $13,322 $0.31
300,000 $20,688 $6.90 $17,240 $5.75 $13,792 $4.60
R-2 Residential—Apartment Building 800 $11,888 $19.56 $9,907 $16.30 $7,926 $13.04
4,000 $12,514 $62.55 $10,429 $52.12 $8,343 $41.70
8,000 $15,016 $7.83 $12,514 $6.53 $10,011 $5.22
16,000 $15,643 $10.43 $13,036 $8.69 $10,429 $6.95
40,000 $18,146 $1.57 $15,122 $1.31 $12,097 $1.05
80,000 $18,774 $23.47 $15,645 $19.56 $12,516 $15.65
R-2 Residential—Apartment Building - 800 $169 $0.27 $141 $0.23 $113 $0.18
Repeat Unit 4,000 $178 $0.90 $148 $0.75 $119 $0.60
8,000 $214 $0.10 $178 $0.08 $142 $0.07
16,000 $222 $0.16 $185 $0.13 $148 $0.11
40,000 $260 $0.01 $217 $0.01 $173 $0.01
80,000 $266 $0.33 $221 $0.28 $177 $0.22
123
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
R-3 Dwellings—Custom Homes, Models, First 499
Master Plan 1,000 $5,957 $17.78 $4,964 $14.82 $3,971 $11.85
2,500 $6,224 $71.23 $5,187 $59.36 $4,149 $47.48
4,000 $7,292 $13.34 $6,077 $11.12 $4,862 $8.89
6,000 $7,559 $53.42 $6,299 $44.51 $5,039 $35.61
8,000 $8,627 $13.34 $7,189 $11.12 $5,752 $8.89
10,000 $8,894 $88.94 $7,412 $74.12 $5,929 $59.29
R-3 Dwellings—Production Phase 1,000 $2,314 $8.11 $1,928 $6.76 $1,542 $5.41
of Master Plan (repeats)2,500 $2,435 $32.47 $2,029 $27.06 $1,623 $21.65
4,000 $2,922 $6.12 $2,435 $5.10 $1,948 $4.08
6,000 $3,045 $24.32 $2,537 $20.26 $2,030 $16.21
8,000 $3,531 $6.14 $2,942 $5.11 $2,354 $4.09
10,000 $3,654 $36.54 $3,045 $30.45 $2,436 $24.36
R-3 Dwellings—Alternate Materials 1,000 $5,273 $18.50 $4,394 $15.42 $3,515 $12.34
2,500 $5,551 $73.99 $4,625 $61.66 $3,700 $49.33
4,000 $6,660 $13.90 $5,550 $11.58 $4,440 $9.27
6,000 $6,938 $55.49 $5,782 $46.24 $4,626 $36.99
8,000 $8,048 $13.86 $6,707 $11.55 $5,366 $9.24
10,000 $8,326 $83.26 $6,938 $69.38 $5,550 $55.50
R-3 Dwellings—Hillside - Custom Homes 1,000 $6,964 $24.44 $5,803 $20.36 $4,643 $16.29
, Models First Master Plan 2,500 $7,330 $97.73 $6,109 $81.44 $4,887 $65.15
4,000 $8,796 $18.34 $7,330 $15.28 $5,864 $12.23
6,000 $9,163 $73.29 $7,636 $61.08 $6,109 $48.86
8,000 $10,629 $18.32 $8,857 $15.27 $7,086 $12.22
10,000 $10,995 $109.95 $9,163 $91.63 $7,330 $73.30
R-3 Dwellings—Hillside - Production Phase 1,000 $2,314 $8.11 $1,928 $6.76 $1,542 $5.41
of Master Plan (repeats)2,500 $2,435 $32.47 $2,029 $27.06 $1,623 $21.65
4,000 $2,922 $6.12 $2,435 $5.10 $1,948 $4.08
6,000 $3,045 $24.32 $2,537 $20.26 $2,030 $16.21
8,000 $3,531 $6.14 $2,942 $5.11 $2,354 $4.09
10,000 $3,654 $36.54 $3,045 $30.45 $2,436 $24.36
R-3 Dwellings—Hillside - Alternate Materials 1,000 $5,273 $18.50 $4,394 $15.42 $3,515 $12.34
2,500 $5,551 $73.99 $4,625 $61.66 $3,700 $49.33
4,000 $6,660 $13.90 $5,550 $11.58 $4,440 $9.27
6,000 $6,938 $55.49 $5,782 $46.24 $4,626 $36.99
8,000 $8,048 $13.86 $6,707 $11.55 $5,366 $9.24
10,000 $8,326 $83.26 $6,938 $69.38 $5,550 $55.50
R-3.1 Group Care 1,000 $9,849 $12.96 $8,207 $10.80 $6,566 $8.64
5,000 $10,367 $41.48 $8,639 $34.57 $6,911 $27.66
10,000 $12,441 $5.16 $10,368 $4.30 $8,294 $3.44
20,000 $12,958 $6.90 $10,798 $5.75 $8,638 $4.60
50,000 $15,028 $1.03 $12,524 $0.86 $10,019 $0.69
100,000 $15,543 $15.54 $12,952 $12.95 $10,362 $10.36
R-4 Group Care 100 $5,559 $73.14 $4,632 $60.95 $3,706 $48.76
500 $5,851 $234.06 $4,876 $195.05 $3,901 $156.04
1,000 $7,021 $29.24 $5,851 $24.37 $4,681 $19.50
2,000 $7,314 $39.02 $6,095 $32.51 $4,876 $26.01
5,000 $8,484 $5.85 $7,070 $4.87 $5,656 $3.90
10,000 $8,777 $87.77 $7,314 $73.14 $5,851 $58.51
SEE MISCELLANEOUS FEE SCHEDULE
124
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
R R Occupancy Tenant Improvements 80 $3,239 $53.28 $2,699 $44.40 $2,159 $35.52
400 $3,410 $170.50 $2,841 $142.08 $2,273 $113.67
800 $4,092 $21.32 $3,410 $17.77 $2,728 $14.21
1,600 $4,262 $28.41 $3,552 $23.67 $2,842 $18.94
4,000 $4,944 $4.28 $4,120 $3.57 $3,296 $2.85
8,000 $5,115 $63.94 $4,263 $53.28 $3,410 $42.63
S-1 Storage—Moderate Hazard 600 $4,533 $49.70 $3,777 $41.42 $3,022 $33.13
3,000 $5,725 $55.67 $4,771 $46.39 $3,817 $37.11
6,000 $7,396 $43.74 $6,163 $36.45 $4,930 $29.16
12,000 $10,020 $9.27 $8,350 $7.73 $6,680 $6.18
30,000 $11,689 $9.53 $9,741 $7.94 $7,793 $6.35
60,000 $14,548 $24.25 $12,124 $20.21 $9,699 $16.16
S-2 Storage—Low Hazard 10,000 $10,465 $6.87 $8,721 $5.73 $6,976 $4.58
50,000 $13,214 $7.73 $11,012 $6.44 $8,809 $5.15
100,000 $17,077 $6.07 $14,231 $5.05 $11,385 $4.04
200,000 $23,143 $1.28 $19,285 $1.07 $15,428 $0.85
500,000 $26,988 $1.32 $22,490 $1.10 $17,992 $0.88
1,000,000 $33,577 $3.36 $27,981 $2.80 $22,384 $2.24
S S Occupancy Tenant Improvements 600 $4,089 $44.83 $3,407 $37.36 $2,726 $29.88
3,000 $5,165 $50.24 $4,304 $41.87 $3,443 $33.49
6,000 $6,672 $39.46 $5,560 $32.88 $4,448 $26.31
12,000 $9,040 $8.36 $7,533 $6.97 $6,026 $5.57
30,000 $10,544 $8.61 $8,787 $7.18 $7,029 $5.74
60,000 $13,127 $21.88 $10,939 $18.23 $8,752 $14.59
U Accessory—Private Garage / 999
Agricultural Building 2,000 $2,880 $35.26 $2,400 $29.38 $1,920 $23.50
4,000 $3,585 $89.63 $2,988 $74.69 $2,390 $59.75
Deferred Submittal - All Except R-3 1,000 $872 $5.74 $727 $4.78 $582 $3.83
5,000 $1,102 $6.44 $918 $5.37 $735 $4.30
10,000 $1,424 $5.04 $1,187 $4.20 $950 $3.36
20,000 $1,928 $1.07 $1,607 $0.89 $1,285 $0.71
50,000 $2,247 $1.10 $1,873 $0.92 $1,498 $0.73
100,000 $2,798 $2.80 $2,332 $2.33 $1,865 $1.87
Deferred Submittal - R-3 1,000 $872 $15.31 $727 $12.76 $582 $10.21
2,500 $1,102 $21.41 $918 $17.84 $735 $14.27
4,000 $1,423 $25.29 $1,186 $21.08 $949 $16.86
6,000 $1,929 $16.05 $1,608 $13.37 $1,286 $10.70
8,000 $2,250 $27.58 $1,875 $22.99 $1,500 $18.39
10,000 $2,802 $28.02 $2,335 $23.35 $1,868 $18.68
Standard Comm. Foundation 500 $3,592 $9.45 $2,993 $7.87 $2,395 $6.30
w/o Podium 2,500 $3,781 $30.26 $3,151 $25.21 $2,521 $20.17
5,000 $4,537 $3.77 $3,781 $3.14 $3,025 $2.52
10,000 $4,726 $5.05 $3,938 $4.21 $3,151 $3.37
25,000 $5,483 $0.74 $4,569 $0.62 $3,656 $0.49
50,000 $5,668 $11.34 $4,724 $9.45 $3,779 $7.56
SEE MISCELLANEOUS FEE SCHEDULE
125
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
Standard Comm. Foundation 3,000 $262 $0.58 $218 $0.48 $174 $0.39
with Podium 15,000 $331 $0.65 $276 $0.54 $221 $0.43
30,000 $429 $0.51 $357 $0.42 $286 $0.34
60,000 $581 $0.10 $484 $0.08 $387 $0.07
150,000 $672 $0.10 $560 $0.08 $448 $0.07
300,000 $823 $0.27 $686 $0.23 $549 $0.18
SHELL BUILDINGS
All Shell Buildings 500 $3,485 $45.87 $2,904 $38.22 $2,323 $30.58
2,500 $4,403 $51.35 $3,669 $42.80 $2,935 $34.24
5,000 $5,686 $40.36 $4,739 $33.64 $3,791 $26.91
10,000 $7,705 $8.57 $6,420 $7.14 $5,136 $5.71
25,000 $8,990 $8.81 $7,492 $7.34 $5,993 $5.87
50,000 $11,192 $22.38 $9,327 $18.65 $7,461 $14.92
*Each additional 100 square feet, or portion thereof, up to the next highest project size threshold.
126
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
A-1 Assembly—Fixed Seating 1,000 $4,280 $34.83 $3,567 $29.03 $2,854 $23.22
Theater, Concert Hall 5,000 $5,674 $37.82 $4,728 $31.52 $3,782 $25.22
10,000 $7,565 $16.92 $6,304 $14.10 $5,043 $11.28
20,000 $9,257 $4.99 $7,714 $4.16 $6,171 $3.32
50,000 $10,753 $8.36 $8,961 $6.97 $7,169 $5.58
100,000 $14,935 $14.93 $12,446 $12.45 $9,957 $9.96
A-2 Assembly—Food & Drink 250 $3,777 $122.97 $3,147 $102.48 $2,518 $81.98
Restaurant, Night Club, Bar 1,250 $5,006 $133.49 $4,172 $111.25 $3,338 $89.00
2,500 $6,675 $59.73 $5,563 $49.78 $4,450 $39.82
5,000 $8,169 $17.57 $6,807 $14.64 $5,446 $11.71
12,500 $9,486 $29.50 $7,905 $24.58 $6,324 $19.66
25,000 $13,173 $52.69 $10,978 $43.91 $8,782 $35.13
A-3 Assembly—Worship, Amusement 1,000 $6,421 $52.25 $5,350 $43.54 $4,280 $34.83
Arcade, Church, Community Hall 5,000 $8,511 $56.74 $7,092 $47.28 $5,674 $37.82
10,000 $11,347 $25.38 $9,456 $21.15 $7,565 $16.92
20,000 $13,886 $7.48 $11,571 $6.23 $9,257 $4.99
50,000 $16,129 $12.55 $13,441 $10.46 $10,753 $8.36
100,000 $22,402 $22.40 $18,669 $18.67 $14,935 $14.93
A-4 Assembly—Indoor Sport Viewing 500 $3,716 $60.50 $3,097 $50.42 $2,478 $40.34
Arena, Skating Rink, Tennis Court 2,500 $4,926 $65.69 $4,105 $54.75 $3,284 $43.80
5,000 $6,569 $29.39 $5,474 $24.49 $4,379 $19.59
10,000 $8,038 $8.63 $6,698 $7.19 $5,359 $5.75
25,000 $9,333 $14.51 $7,777 $12.09 $6,222 $9.68
50,000 $12,961 $25.92 $10,801 $21.60 $8,641 $17.28
A-5 Assembly—Outdoor Activities 500 $4,079 $66.40 $3,399 $55.34 $2,719 $44.27
Amusement Park, Bleacher, Stadium 2,500 $5,407 $72.08 $4,506 $60.07 $3,605 $48.05
5,000 $7,209 $32.26 $6,008 $26.88 $4,806 $21.51
10,000 $8,822 $9.48 $7,352 $7.90 $5,881 $6.32
25,000 $10,244 $15.92 $8,537 $13.27 $6,830 $10.61
50,000 $14,225 $28.45 $11,854 $23.71 $9,483 $18.97
A A Occupancy Tenant Improvements 500 $4,079 $66.40 $3,399 $55.34 $2,719 $44.27
2,500 $5,407 $72.08 $4,506 $60.07 $3,605 $48.05
5,000 $7,209 $32.26 $6,008 $26.88 $4,806 $21.51
10,000 $8,822 $9.48 $7,352 $7.90 $5,881 $6.32
25,000 $10,244 $15.92 $8,537 $13.27 $6,830 $10.61
50,000 $14,225 $28.45 $11,854 $23.71 $9,483 $18.97
B Business—Bank 500 $4,230 $68.87 $3,525 $57.39 $2,820 $45.92
2,500 $5,607 $74.75 $4,673 $62.29 $3,738 $49.84
5,000 $7,476 $33.45 $6,230 $27.88 $4,984 $22.30
10,000 $9,149 $9.83 $7,624 $8.19 $6,099 $6.55
25,000 $10,624 $16.54 $8,853 $13.78 $7,082 $11.02
50,000 $14,757 $29.51 $12,298 $24.60 $9,838 $19.68
B Business—Laundromat 200 $3,777 $153.70 $3,147 $128.08 $2,518 $102.47
1,000 $5,006 $166.89 $4,172 $139.08 $3,338 $111.26
2,000 $6,675 $74.64 $5,563 $62.20 $4,450 $49.76
4,000 $8,168 $21.97 $6,807 $18.31 $5,445 $14.65
10,000 $9,486 $36.88 $7,905 $30.73 $6,324 $24.59
20,000 $13,174 $65.87 $10,979 $54.89 $8,783 $43.91
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
127
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
B Business—Clinic, Outpatient 500 $4,305 $70.08 $3,588 $58.40 $2,870 $46.72
2,500 $5,707 $76.11 $4,756 $63.42 $3,805 $50.74
5,000 $7,610 $34.03 $6,341 $28.36 $5,073 $22.69
10,000 $9,311 $10.01 $7,759 $8.34 $6,207 $6.68
25,000 $10,813 $16.82 $9,011 $14.02 $7,209 $11.22
50,000 $15,019 $30.04 $12,516 $25.03 $10,013 $20.03
B Business—Professional Office 1,000 $5,741 $46.73 $4,784 $38.94 $3,827 $31.15
5,000 $7,610 $50.74 $6,341 $42.29 $5,073 $33.83
10,000 $10,147 $22.69 $8,456 $18.91 $6,765 $15.13
20,000 $12,416 $6.66 $10,347 $5.55 $8,277 $4.44
50,000 $14,414 $11.21 $12,012 $9.34 $9,610 $7.47
100,000 $20,020 $20.02 $16,683 $16.68 $13,346 $13.35
B B Occupancy Tenant Improvements 300 $3,324 $90.17 $2,770 $75.14 $2,216 $60.11
1,500 $4,406 $97.91 $3,671 $81.59 $2,937 $65.28
3,000 $5,874 $43.81 $4,895 $36.51 $3,916 $29.21
6,000 $7,189 $12.88 $5,991 $10.74 $4,792 $8.59
15,000 $8,348 $21.64 $6,957 $18.04 $5,565 $14.43
30,000 $11,595 $38.65 $9,662 $32.21 $7,730 $25.77
E Educational— Preschool / School 100 $3,248 $264.37 $2,707 $220.31 $2,165 $176.24
500 $4,305 $287.04 $3,588 $239.20 $2,870 $191.36
1,000 $5,741 $128.40 $4,784 $107.00 $3,827 $85.60
2,000 $7,025 $37.76 $5,854 $31.47 $4,683 $25.18
5,000 $8,158 $63.43 $6,798 $52.86 $5,438 $42.29
10,000 $11,329 $113.29 $9,441 $94.41 $7,553 $75.53
E E Occupancy Tenant Improvements 100 $3,021 $245.92 $2,518 $204.93 $2,014 $163.95
500 $4,005 $267.01 $3,338 $222.51 $2,670 $178.00
1,000 $5,340 $119.47 $4,450 $99.56 $3,560 $79.65
2,000 $6,535 $35.14 $5,446 $29.28 $4,357 $23.43
5,000 $7,589 $59.03 $6,324 $49.19 $5,059 $39.35
10,000 $10,541 $105.41 $8,784 $87.84 $7,027 $70.27
F-1 Factory Industrial—Moderate Hazard 1,000 $4,806 $34.71 $4,005 $28.93 $3,204 $23.14
5,000 $6,195 $36.32 $5,162 $30.27 $4,130 $24.21
10,000 $8,011 $19.22 $6,676 $16.02 $5,340 $12.81
20,000 $9,933 $5.33 $8,277 $4.44 $6,622 $3.55
50,000 $11,532 $8.97 $9,610 $7.47 $7,688 $5.98
100,000 $16,016 $16.02 $13,346 $13.35 $10,677 $10.68
F-2 Factory Industrial—Low Hazard 1,000 $5,665 $46.11 $4,721 $38.43 $3,777 $30.74
5,000 $7,510 $50.08 $6,258 $41.73 $5,006 $33.38
10,000 $10,013 $22.40 $8,345 $18.67 $6,676 $14.93
20,000 $12,254 $6.57 $10,211 $5.48 $8,169 $4.38
50,000 $14,225 $11.08 $11,854 $9.24 $9,483 $7.39
100,000 $19,767 $19.77 $16,472 $16.47 $13,178 $13.18
F F Occupancy Tenant Improvements 1,000 $3,807 $30.99 $3,172 $25.83 $2,538 $20.66
5,000 $5,047 $33.63 $4,206 $28.03 $3,364 $22.42
10,000 $6,728 $15.06 $5,607 $12.55 $4,486 $10.04
20,000 $8,235 $4.42 $6,862 $3.68 $5,490 $2.95
50,000 $9,560 $7.45 $7,967 $6.21 $6,374 $4.97
100,000 $13,286 $13.29 $11,072 $11.07 $8,857 $8.86
128
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
H-1 High Hazard Group H-1 100 $2,719 $221.34 $2,266 $184.45 $1,813 $147.56
500 $3,605 $240.31 $3,004 $200.26 $2,403 $160.20
1,000 $4,806 $107.49 $4,005 $89.58 $3,204 $71.66
2,000 $5,881 $31.62 $4,901 $26.35 $3,921 $21.08
5,000 $6,830 $53.12 $5,691 $44.27 $4,553 $35.41
10,000 $9,486 $94.86 $7,905 $79.05 $6,324 $63.24
H-2 High Hazard Group H-2 100 $3,263 $265.61 $2,719 $221.34 $2,175 $177.07
500 $4,326 $288.37 $3,605 $240.31 $2,884 $192.25
1,000 $5,767 $128.99 $4,806 $107.49 $3,845 $85.99
2,000 $7,057 $37.94 $5,881 $31.62 $4,705 $25.30
5,000 $8,196 $63.75 $6,830 $53.12 $5,464 $42.50
10,000 $11,383 $113.83 $9,486 $94.86 $7,589 $75.89
H-3 High Hazard Group H-3 100 $4,079 $332.01 $3,399 $276.67 $2,719 $221.34
500 $5,407 $360.46 $4,506 $300.38 $3,605 $240.31
1,000 $7,209 $161.24 $6,008 $134.37 $4,806 $107.49
2,000 $8,822 $47.43 $7,351 $39.52 $5,881 $31.62
5,000 $10,244 $79.68 $8,537 $66.40 $6,830 $53.12
10,000 $14,229 $142.29 $11,857 $118.57 $9,486 $94.86
H-4 High Hazard Group H-4 100 $3,263 $265.61 $2,719 $221.34 $2,175 $177.07
500 $4,326 $288.37 $3,605 $240.31 $2,884 $192.25
1,000 $5,767 $128.99 $4,806 $107.49 $3,845 $85.99
2,000 $7,057 $37.94 $5,881 $31.62 $4,705 $25.30
5,000 $8,196 $63.75 $6,830 $53.12 $5,464 $42.50
10,000 $11,383 $113.83 $9,486 $94.86 $7,589 $75.89
H-5 High Hazard Group H-5 100 $3,263 $265.61 $2,719 $221.34 $2,175 $177.07
500 $4,326 $288.37 $3,605 $240.31 $2,884 $192.25
1,000 $5,767 $128.99 $4,806 $107.49 $3,845 $85.99
2,000 $7,057 $37.94 $5,881 $31.62 $4,705 $25.30
5,000 $8,196 $63.75 $6,830 $53.12 $5,464 $42.50
10,000 $11,383 $113.83 $9,486 $94.86 $7,589 $75.89
H H Occupancy Tenant Improvements 100 $2,598 $211.49 $2,165 $176.24 $1,732 $141.00
500 $3,444 $229.64 $2,870 $191.36 $2,296 $153.09
1,000 $4,593 $102.72 $3,827 $85.60 $3,062 $68.48
2,000 $5,620 $30.21 $4,683 $25.18 $3,747 $20.14
5,000 $6,526 $50.75 $5,438 $42.29 $4,351 $33.83
10,000 $9,064 $90.64 $7,553 $75.53 $6,042 $60.42
I-1 Institutional—7+ persons, 500 $3,626 $59.02 $3,021 $49.19 $2,417 $39.35
ambulatory 2,500 $4,806 $64.09 $4,005 $53.41 $3,204 $42.73
5,000 $6,408 $28.67 $5,340 $23.89 $4,272 $19.11
10,000 $7,842 $8.42 $6,535 $7.02 $5,228 $5.62
25,000 $9,105 $14.18 $7,588 $11.82 $6,070 $9.45
50,000 $12,651 $25.30 $10,542 $21.08 $8,434 $16.87
I-2 Institutional—6+ persons, 500 $4,532 $73.78 $3,777 $61.48 $3,021 $49.19
non-ambulatory 2,500 $6,008 $80.11 $5,006 $66.76 $4,005 $53.41
5,000 $8,011 $35.83 $6,675 $29.86 $5,340 $23.89
10,000 $9,802 $10.53 $8,169 $8.78 $6,535 $7.02
25,000 $11,382 $17.73 $9,485 $14.77 $7,588 $11.82
50,000 $15,813 $31.63 $13,178 $26.36 $10,542 $21.08
129
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
I-3 Institutional—6+ persons, restrained 500 $4,532 $73.78 $3,777 $61.48 $3,021 $49.19
2,500 $6,008 $80.11 $5,006 $66.76 $4,005 $53.41
5,000 $8,011 $35.83 $6,675 $29.86 $5,340 $23.89
10,000 $9,802 $10.53 $8,169 $8.78 $6,535 $7.02
25,000 $11,382 $17.73 $9,485 $14.77 $7,588 $11.82
50,000 $15,813 $31.63 $13,178 $26.36 $10,542 $21.08
I-4 Institutional—6+ persons, day care 500 $4,532 $73.78 $3,777 $61.48 $3,021 $49.19
2,500 $6,008 $80.11 $5,006 $66.76 $4,005 $53.41
5,000 $8,011 $35.83 $6,675 $29.86 $5,340 $23.89
10,000 $9,802 $10.53 $8,169 $8.78 $6,535 $7.02
25,000 $11,382 $17.73 $9,485 $14.77 $7,588 $11.82
50,000 $15,813 $31.63 $13,178 $26.36 $10,542 $21.08
I I Occupancy Tenant Improvements 100 $2,538 $206.58 $2,115 $172.15 $1,692 $137.72
500 $3,364 $224.28 $2,804 $186.90 $2,243 $149.52
1,000 $4,486 $100.35 $3,738 $83.63 $2,990 $66.90
2,000 $5,489 $29.51 $4,574 $24.59 $3,659 $19.67
5,000 $6,375 $49.59 $5,312 $41.33 $4,250 $33.06
10,000 $8,854 $88.54 $7,378 $73.78 $5,903 $59.03
M Mercantile 2,000 $6,420 $26.14 $5,350 $21.78 $4,280 $17.43
10,000 $8,511 $28.36 $7,093 $23.63 $5,674 $18.91
20,000 $11,347 $12.69 $9,456 $10.58 $7,565 $8.46
40,000 $13,886 $3.72 $11,571 $3.10 $9,257 $2.48
100,000 $16,120 $6.26 $13,434 $5.22 $10,747 $4.18
200,000 $22,384 $11.19 $18,654 $9.33 $14,923 $7.46
M M Occupancy Tenant Improvements 300 $3,777 $102.47 $3,147 $85.39 $2,518 $68.31
1,500 $5,006 $111.25 $4,172 $92.71 $3,338 $74.17
3,000 $6,675 $49.79 $5,563 $41.49 $4,450 $33.19
6,000 $8,169 $14.63 $6,807 $12.19 $5,446 $9.75
15,000 $9,485 $24.60 $7,904 $20.50 $6,324 $16.40
30,000 $13,176 $43.92 $10,980 $36.60 $8,784 $29.28
R-1 Residential—Hotels & Motels 3,000 $10,573 $11.02 $8,811 $9.18 $7,049 $7.34
15,000 $11,895 $8.83 $9,913 $7.36 $7,930 $5.88
30,000 $13,219 $6.59 $11,016 $5.49 $8,813 $4.39
60,000 $15,196 $0.99 $12,663 $0.82 $10,131 $0.66
150,000 $16,084 $1.62 $13,404 $1.35 $10,723 $1.08
300,000 $18,521 $6.17 $15,434 $5.14 $12,348 $4.12
R-2 Residential—Apartment Building 800 $8,331 $32.54 $6,942 $27.12 $5,554 $21.69
4,000 $9,372 $26.05 $7,810 $21.71 $6,248 $17.37
8,000 $10,414 $19.51 $8,678 $16.26 $6,943 $13.01
16,000 $11,975 $2.91 $9,979 $2.42 $7,983 $1.94
40,000 $12,672 $4.75 $10,560 $3.96 $8,448 $3.17
80,000 $14,572 $18.21 $12,143 $15.18 $9,714 $12.14
R-2 Residential—Apartment Building - 800 $6,664 $26.03 $5,554 $21.69 $4,443 $17.35
Repeat Unit 4,000 $7,497 $20.84 $6,248 $17.37 $4,998 $13.89
8,000 $8,331 $15.61 $6,943 $13.01 $5,554 $10.41
16,000 $9,580 $2.33 $7,983 $1.94 $6,387 $1.55
40,000 $10,138 $3.80 $8,448 $3.17 $6,759 $2.53
80,000 $11,657 $14.57 $9,714 $12.14 $7,771 $9.71
130
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
R-3 Dwellings—Custom Homes, Models,499
First Master Plan 1,000 $6,408 $53.39 $5,340 $44.49 $4,272 $35.59
2,500 $7,209 $53.40 $6,008 $44.50 $4,806 $35.60
4,000 $8,010 $60.09 $6,675 $50.08 $5,340 $40.06
6,000 $9,212 $26.66 $7,677 $22.22 $6,141 $17.78
8,000 $9,745 $73.44 $8,121 $61.20 $6,497 $48.96
10,000 $11,214 $112.14 $9,345 $93.45 $7,476 $74.76
R-3 Dwellings—Production Phase 1,000 $6,408 $53.39 $5,340 $44.49 $4,272 $35.59
of Master Plan (repeats)2,500 $7,209 $53.40 $6,008 $44.50 $4,806 $35.60
4,000 $8,010 $60.09 $6,675 $50.08 $5,340 $40.06
6,000 $9,212 $26.66 $7,677 $22.22 $6,141 $17.78
8,000 $9,745 $73.44 $8,121 $61.20 $6,497 $48.96
10,000 $11,214 $112.14 $9,345 $93.45 $7,476 $74.76
R-3 Dwellings—Alternate Materials 1,000 $6,408 $53.39 $5,340 $44.49 $4,272 $35.59
2,500 $7,209 $53.40 $6,008 $44.50 $4,806 $35.60
4,000 $8,010 $60.09 $6,675 $50.08 $5,340 $40.06
6,000 $9,212 $26.66 $7,677 $22.22 $6,141 $17.78
8,000 $9,745 $73.44 $8,121 $61.20 $6,497 $48.96
10,000 $11,214 $112.14 $9,345 $93.45 $7,476 $74.76
R-3 Dwellings—Hillside - Custom Homes, 1,000 $6,622 $55.18 $5,518 $45.99 $4,415 $36.79
Models, First Master Plan 2,500 $7,450 $55.17 $6,208 $45.98 $4,966 $36.78
4,000 $8,277 $62.06 $6,898 $51.72 $5,518 $41.38
6,000 $9,518 $27.58 $7,932 $22.99 $6,346 $18.39
8,000 $10,070 $75.87 $8,392 $63.23 $6,713 $50.58
10,000 $11,588 $115.88 $9,656 $96.56 $7,725 $77.25
R-3 Dwellings—Hillside - Production 1,000 $6,622 $55.18 $5,518 $45.99 $4,415 $36.79
Phase of Master Plan (repeats)2,500 $7,450 $55.17 $6,208 $45.98 $4,966 $36.78
4,000 $8,277 $62.06 $6,898 $51.72 $5,518 $41.38
6,000 $9,518 $27.58 $7,932 $22.99 $6,346 $18.39
8,000 $10,070 $75.87 $8,392 $63.23 $6,713 $50.58
10,000 $11,588 $115.88 $9,656 $96.56 $7,725 $77.25
R-3 Dwellings—Hillside - Alternate 1,000 $6,622 $55.18 $5,518 $45.99 $4,415 $36.79
Materials 2,500 $7,450 $55.17 $6,208 $45.98 $4,966 $36.78
4,000 $8,277 $62.06 $6,898 $51.72 $5,518 $41.38
6,000 $9,518 $27.58 $7,932 $22.99 $6,346 $18.39
8,000 $10,070 $75.87 $8,392 $63.23 $6,713 $50.58
10,000 $11,588 $115.88 $9,656 $96.56 $7,725 $77.25
R-3.1 Group Care 1,000 $8,544 $26.71 $7,120 $22.26 $5,696 $17.81
5,000 $9,613 $21.34 $8,011 $17.78 $6,408 $14.22
10,000 $10,680 $16.03 $8,900 $13.36 $7,120 $10.69
20,000 $12,283 $2.38 $10,235 $1.99 $8,188 $1.59
50,000 $12,997 $3.90 $10,831 $3.25 $8,665 $2.60
100,000 $14,947 $14.95 $12,456 $12.46 $9,965 $9.96
R-4 Group Care 100 $5,340 $166.88 $4,450 $139.07 $3,560 $111.25
500 $6,008 $133.51 $5,006 $111.26 $4,005 $89.01
1,000 $6,675 $100.12 $5,563 $83.43 $4,450 $66.74
2,000 $7,676 $14.84 $6,397 $12.37 $5,118 $9.89
5,000 $8,122 $24.48 $6,768 $20.40 $5,414 $16.32
10,000 $9,345 $93.45 $7,788 $77.88 $6,230 $62.30
SEE MISCELLANEOUS FEE SCHEDULE
131
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
R R Occupancy Tenant Improvements 80 $4,699 $183.57 $3,916 $152.98 $3,133 $122.38
400 $5,287 $146.83 $4,406 $122.36 $3,525 $97.89
800 $5,874 $110.13 $4,895 $91.78 $3,916 $73.42
1,600 $6,755 $16.33 $5,629 $13.61 $4,503 $10.89
4,000 $7,147 $26.93 $5,956 $22.44 $4,765 $17.96
8,000 $8,224 $102.81 $6,854 $85.67 $5,483 $68.54
S-1 Storage—Moderate Hazard 600 $3,384 $45.91 $2,820 $38.26 $2,256 $30.61
3,000 $4,486 $49.85 $3,738 $41.54 $2,991 $33.23
6,000 $5,981 $22.28 $4,985 $18.57 $3,988 $14.86
12,000 $7,318 $6.57 $6,099 $5.47 $4,879 $4.38
30,000 $8,500 $11.00 $7,084 $9.17 $5,667 $7.34
60,000 $11,802 $19.67 $9,835 $16.39 $7,868 $13.11
S-2 Storage—Low Hazard 10,000 $9,744 $7.93 $8,120 $6.61 $6,496 $5.29
50,000 $12,916 $8.61 $10,763 $7.18 $8,611 $5.74
100,000 $17,222 $3.86 $14,351 $3.22 $11,481 $2.58
200,000 $21,085 $1.13 $17,571 $0.94 $14,056 $0.75
500,000 $24,460 $1.90 $20,384 $1.58 $16,307 $1.26
1,000,000 $33,938 $3.39 $28,281 $2.83 $22,625 $2.26
S S Occupancy Tenant Improvements 600 $4,003 $54.31 $3,336 $45.26 $2,669 $36.21
3,000 $5,307 $58.98 $4,422 $49.15 $3,538 $39.32
6,000 $7,076 $26.37 $5,897 $21.98 $4,717 $17.58
12,000 $8,658 $7.77 $7,215 $6.47 $5,772 $5.18
30,000 $10,057 $13.02 $8,381 $10.85 $6,704 $8.68
60,000 $13,961 $23.27 $11,634 $19.39 $9,308 $15.51
U Accessory—Private Garage / 999
Agricultural Building 2,000 $5,122 $99.61 $4,269 $83.01 $3,415 $66.41
4,000 $7,115 $177.87 $5,929 $148.22 $4,743 $118.58
Deferred Submittal - All Except R-3 1,000 $4,306 $35.04 $3,588 $29.20 $2,870 $23.36
5,000 $5,707 $38.04 $4,756 $31.70 $3,805 $25.36
10,000 $7,609 $17.02 $6,341 $14.19 $5,073 $11.35
20,000 $9,311 $5.01 $7,759 $4.17 $6,207 $3.34
50,000 $10,813 $8.41 $9,011 $7.01 $7,209 $5.61
100,000 $15,019 $15.02 $12,516 $12.52 $10,013 $10.01
Deferred Submittal - R-3 1,000 $4,532 $98.37 $3,777 $81.98 $3,021 $65.58
2,500 $6,008 $133.49 $5,006 $111.24 $4,005 $88.99
4,000 $8,010 $89.61 $6,675 $74.67 $5,340 $59.74
6,000 $9,802 $79.03 $8,169 $65.86 $6,535 $52.69
8,000 $11,383 $221.35 $9,486 $184.46 $7,589 $147.57
10,000 $15,810 $158.10 $13,175 $131.75 $10,540 $105.40
Standard Comm. Foundation 500 $5,554 $34.70 $4,628 $28.92 $3,703 $23.13
w/o Podium 2,500 $6,248 $27.76 $5,206 $23.14 $4,165 $18.51
5,000 $6,942 $20.85 $5,785 $17.37 $4,628 $13.90
10,000 $7,984 $3.09 $6,654 $2.58 $5,323 $2.06
25,000 $8,448 $5.09 $7,040 $4.24 $5,632 $3.39
50,000 $9,721 $19.44 $8,101 $16.20 $6,481 $12.96
SEE MISCELLANEOUS FEE SCHEDULE
132
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
Standard Comm. Foundation 3,000 $5,016 $13.60 $4,180 $11.34 $3,344 $9.07
with Podium 15,000 $6,648 $14.77 $5,540 $12.31 $4,432 $9.85
30,000 $8,864 $6.61 $7,387 $5.51 $5,909 $4.41
60,000 $10,848 $1.95 $9,040 $1.63 $7,232 $1.30
150,000 $12,607 $3.26 $10,506 $2.72 $8,405 $2.18
300,000 $17,503 $5.83 $14,586 $4.86 $11,669 $3.89
SHELL BUILDINGS
All Shell Buildings 500 $3,021 $49.18 $2,518 $40.98 $2,014 $32.79
2,500 $4,005 $53.42 $3,338 $44.52 $2,670 $35.61
5,000 $5,340 $23.89 $4,450 $19.91 $3,560 $15.92
10,000 $6,535 $7.03 $5,446 $5.86 $4,357 $4.69
25,000 $7,589 $11.81 $6,324 $9.84 $5,059 $7.88
50,000 $10,542 $21.08 $8,785 $17.57 $7,028 $14.06
*Each additional 100 square feet, or portion thereof, up to the next highest project size threshold.
133
FY2019-20
FEE DESCRIPTION UNIT Fee
STAND ALONE M/E/P PERMIT FEES
Travel and Documentation each $60
Permit Issuance each $45
MECHANICAL PERMIT FEE $59
Stand Alone Mechanical Plan Check (hourly rate)per hour $178
Other Mechanical Inspections (hourly rate)per hour $178
MECHANICAL UNIT FEES:
Install/Relocate forced air or gravity-type furnace or burner (including attached
ducts and vents) up to and including 100,000 Btu/h (each)
up to and including 100,000 Btu/h each $178
over 100,000 Btu/h each $178
Install/Relocate floor furnace, including vent (each)each $89
Install or relocate suspended heater, recessed wall heater, or floor-mounted unit
Residential each $89
Commercial each $178
Install, relocate or replace appliance vent installed and not included in an
Residential each $89
Commercial each $178
Repair/Alter/Add heating appliance, refrigeration unit, cooling unit, absorption
unit, or each heating, cooling, absorption, or evaporative cooling system, including
installation of controls
Residential each $89
Commercial each $178
Install or relocate boiler or compressor
up to and including 3HP, or absorption system up to and including 100,000 Btu/h each $178
over 3HP and up to and including 15 HP, or absorption system over 100,000 Btu/h
and up to and including 500,000 Btu/h
each
$178
over 15 HP and up to and including 30 HP, or absorption system over 500,000
Btu/h and up to and including 1,000,000 Btu/h
each
$223
over 30 HP and up to and including 50 HP, or absorption system over 1,000,000
Btu/h and up to and including 1,750,000 Btu/h
each
$223
over 50 HP, or absorption system over 1,750,000 Btu/h each $267
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
134
FY2019-20
FEE DESCRIPTION UNIT Fee
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Air-handling unit, including attached ducts. (Note: this fee shall not apply to an air-
handling unit that is a portion of a factory-assembled appliance, cooling unit,
evaporative cooler, or absorption unit for which a permit is required elsewhere)
Residential each $89
Commercial each $267
Air-handling unit over 10,000 CFM each $178
Ventilation fan connected to a single duct each $89
Ventilation system that is not a portion of any heating or air-conditioning system
authorized by a permit each $133
Hood installation that is served by mechanical exhaust, including the ducts for
such hood
Residential each $89
Commercial each $267
Appliance or piece of equipment not classed in other appliance categories, or for
which no other fee is listed each $133
$60
Electrical Plan Check per hour $178
Electrical Inspections per hour $178
ELECTRICAL UNIT FEES:
Residential Whole-House Rewire (up to 2500 sq ft)each $356
Each Additional 1000 sq ft each 1,000 sf $178
Receptacle, switch, lighting, or other outlets at which current is used or controlled,
except services, feeders, and meters
First 20 first 20 $60
Each Additional each $5
Lighting fixtures, sockets, or other lamp-holding devices
First 20 first 20 $89
Each Additional each $7
Pole or platform-mounted lighting fixtures each $20
Theatrical-type lighting fixtures or assemblies each $18
ELECTRICAL PERMIT FEE
135
FY2019-20
FEE DESCRIPTION UNIT Fee
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Appliances
Fixed residential appliances or receptacle outlets for same, including wall-
mounted electric ovens; counter mounted cooking tops; electric ranges; self-
contained room console or through-wall air conditioners; space heaters; food
waste grinders; dishwashers; washing machines; water heaters; clothes dryers; or
other motor-operated appliances not exceeding one horsepower (HP) in rating each $30
Residential appliances and self-contained factory-wired, nonresidential
appliances not exceeding one horsepower (HP), kilowatt (kW), or kilovolt-
ampere (kVA) in rating, including medical and dental devices; food, beverage,
and ice cream cabinets; illuminated show cases; drinking fountains; vending
machines; laundry machines; or other similar types of equipment each $60
Power Apparatus
Motors, generators, transformers, rectifiers, synchronous converters, capacitors,
industrial heating, air conditioners and heat pumps, cooking or baking
equipment, and other apparatus. Rating in horsepower (HP), kilowatts (kW), or
kilovolt-amperes (kVA), or kilovolt-amperes-reactive (kVAR)each $178
Busways
Trolley and plug-in-type busways each 100 lf $89
Signs, Outline Lighting, and Marquees
Supplied from one branch circuit each $60
Additional branch circuits within the same sign, outline lighting system, or
marquee each $30
Services (including Temporary Power)
600 volts or less, up to 200 amperes in rating each $60
600 volts or less, 201 to 1000 amperes in rating each $89
Over 600 volts or over 1000 amperes in rating each $178
Electrical apparatus, conduits, and conductors for which a permit is required, but
for which no fee is herein set forth each $178
136
FY2019-20
FEE DESCRIPTION UNIT Fee
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
PLUMBING/GAS PERMIT FEES $60
Stand Alone Plumbing Plan Check per hour $178
Other Plumbing and Gas Inspections per hour $178
PLUMBING/GAS UNIT FEES:
Residential Whole-House Re-Plumbing (up to 2500 sq ft)each $356
Each Additional 1000 sq ft each 1,000 sq ft $178
Plumbing fixture or trap or set of fixtures on one trap, including water, drainage
piping, and backflow protection each $12
Building or trailer park sewer
Residential each $45
Commercial each $89
Rainwater system inside building per drain $12
Private sewage disposal system each $178
Water Heater (Gas or Solar) and/or Vent
Residential each $45
Commercial each $133
Industrial waste pretreatment interceptor, including its trap and vent, excepting
kitchen-type grease interceptors functioning as fixture traps each $133
Install, alter or repair water piping and/or water treating equipment each $60
Repair/Alter drainage or vent piping each fixture $60
Lawn sprinkler system on any one meter, including backflow protection devices each $89
Backflow devices not included in other fee services (e.g., building/trailer park each $89
Atmospheric-type vacuum breakers not included in other fee services (e.g.,
building/trailer park sewer)each 5 $89
Gas piping system per outlet each 4 $89
Water Service each $45
Re-pipe
Residential per fixture $18
Commercial per fixture $11
137
Work Item Unit FY 2019-20 Fee
Standard Hourly Rate - Building per hour $178
Accessibility Hardship Exemption 1 hour $178
Acoustical Review
Single Family Home/Duplex—New each $445
Single Family Home/Duplex—Addition/Alteration each $267
Multi-Family/Commercial each $445
Additions (Non Hillside R3 Occupancy) - Plan Check Fees
Plan Check Fees up to 250 sf $357
Plan Check Fees 251-499 sf $711
Additions (Non Hillside R3 Occupancy) - Inspection Fees
Inspection Fees up to 250 sf $889
Inspection Fees 251-499 sf $1,067
Accessory Dwelling Unit (Non Hillside ADU) - Plan Check Fees
Plan Check Fees up to 500 sf $711
Plan Check Fees 500-1000 sf $1,421
Accessory Dwelling Unit (Non Hillside ADU) - Inspection Fees
Inspection Fees up to 500 sf $1,067
Inspection Fees 500-1000 sf $1,775
Address Assignment per hour $178
Clerical Fee 1/2 hour $89
Alternate Materials and Methods of Construction 1 hour $178
Antenna—Telecom Facility
Radio each $445
Cellular/Mobile Phone, free-standing each $979
Cellular/Mobile Phone, attached to building each $801
Arbor/Trellis each $357
Awning/Canopy (supported by building)each $357
Balcony Addition each $801
Carport each $622
Certifications
Field Evaluation Certification each $357
Special Inspector Qualifications (initial review)each $357
Special Inspector Qualifications (renewal / update)each $178
Special Inspector Certification Application each $6,051
Materials Testing Lab Certification each $3,738
Chimney (new)each $534
Chimney Repair each $357
Close Existing Openings
Interior wall each $356
Exterior wall each $534
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
138
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Commercial Coach (per unit)each $801
Covered Porch each $622
Deck (wood)each $622
Deck Railing each $357
Deferred Submittal (2 hour minimum)based on work item
Demolition
Multi-Family and Commercial (up to 3,000 sf)each $445
Multi-Family and Commercial (each additional 3,000 sf)each 3,000 sf $178
Residential (R-3 Occ) (up to 3,000 sf)each $357
Residential (R-3 Occ) (each additional 3,000 sf)each 3,000 sf $178
Swimming Pool Residential each $357
Swimming Pool Multi-Family and Commercial (up to 3,000 sf)each $534
Swimming Pool Multi-Family and Commercial (each additional 3,000 sf)each 3,000 sf $178
Disabled Access Compliance Inspection per hour $178
Door
New door (non structural)each $267
New door (structural shear wall/masonry)each $357
Duplicate / Replacement Job Card each $89
Electric Vehicle Charging Station each $178
Extensions
Plan Check Applications (within 180 days of Submittal)1 hour $178
Permits (within 180 days of Issuance)
Start construction, without plans 1/2 hour $89
Resume or complete construction, without plans 1/2 hour $89
Start construction, with plans 1 hour $178
Resume or complete construction, with plans 2 hours $356
Fence
Non-masonry, over 7 feet in height up to 100 l.f.$357
Non-masonry, each additional 100 l.f.each 100 l.f.$89
Masonry, over 7 feet in height up to 100 l.f.$622
Masonry, each additional 100 l.f.each 100 l.f.$357
Fireplace
Masonry each $622
Pre-Fabricated/Metal each $357
Flag pole (over 20 feet in height)each $357
Foundation Repair each $801
Garage / Agricultural Buildings
Wood frame up to 1,000 sf each $1,156
Masonry up to 1,000 sf each $1,513
139
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Green Building Deposit - Third Party Certification Process
Single-Family Residential sf $2/sf, $1,000 max.
$2/sf, $20,000 min;
$40,000 max.
$2/sf, $35,000 min;
$75,000 max.
Inspections
Pre-Inspection Fee per hour $178
Standard Inspection Hourly Rate per hour $178
Progress Inspection per hour $178
Partial Inspection per hour $178
Courtesy Inspection - 2 hour minimum per hour $178/hr, $356 or 2 hr min.
Cancelled inspection w/out advance notice 1 hour $178
Reinspection 1 hour $178
Outside of normal business hours (2 hour minimum)per hour $178/hr, $356 or 2 hr min.
Inspection Supplemental Fee (Projects that require more inspections than average,
the Building Official may charge additional inspection fees)
First 1/2 hour minimum first 1/2 hour $89
Each Additional hour per hour $178
Life Safety Report each $1,067
Lighting pole each $445
each additional pole each $178
Modular Structures each $801
Modification of Technical Code 1 hour $178
Occupancy
Certificate of Occupancy/Completion each $357
Temporary Occupancy Permit per six months $357
Partition—Commercial, Interior (up to 30 l.f.)up to 30 l.f.$534
Additional partition each 30 l.f.$178
Partition—Residential, Interior (up to 30 l.f.)up to 30 l.f.$357
Additional partition each 30 l.f.$89
Patio Cover / Gazebo
Wood frame up to 300 sf $428
Metal frame up to 300 sf $428
Other frame up to 300 sf $598
Additional patio each 300 sf $257
Enclosed prefabricated Sun Room up to 300 sf $598
Additional Sun Rooms each 300 sf $342
sf
sfMulti-Family Residential
Non-Residential
140
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Photovoltaic System
Residential each $313
Multi-Family Res/Commercial, up to 8 kilowatts up to 8 kW $445
Multi-Family Res/Commercial, each additional 1 kilowatt each 1 kW $45
Pile Foundation
Cast in Place Concrete (first 10 piles)up to 10 $801
Additional Piles (increments of 10)each 10 $534
Driven (steel, pre-stressed concrete)up to 10 $801
Additional Piles (increments of 10)each 10 $534
Product Review per hour $178
Plan Review
Standard Plan Review Hourly Rate per hour $178
Expedite Plan Review each 1.5 x PC Fee
Overtime Plan Review (2 hour minimum) per hour $178/hr, $356 or 2 hr min.
Pre-Submittal Plan Review (2 hour minimum)per hour $178/hr, $356 or 2 hr min.
Plan Review Supplemental Fee (after 2nd review)
First 1/2 hour minimum first 1/2 hour $89
Each Additional hour per hour $178
Remodel—Residential
Kitchen up to 300 sf $711
Bath up to 300 sf $711
Other Remodel up to 300 sf $534
Additional remodel each 300 sf $267
Other Remodel 1000 sf $1,690
Additional remodel each 300 sf $267
Other Remodel 2500 sf +$2,224
Additional remodel each 300 sf $267
Re-roof
Residential (maximum $500 per building)each 100 sf $20
Multi-Family Dwelling (maximum $500 per building)each 100 sf $20
Commercial
Commercial (first 5,000 sf)each $445
Commercial (each additional 2,500 sf)each 2,500 sf $178
Retaining Wall (concrete or masonry)
Standard (up to 50 l.f.)up to 50 l.f.$801
Additional retaining wall each 50 l.f.$534
Special Design, 3-10' high (up to 50 l.f.)up to 50 l.f.$1,156
Additional retaining wall each 50 l.f.$711
Special Design, over 10' high (up to 50 l.f.)up to 50 l.f.$1,334
Additional retaining wall each 50 l.f.$889
Gravity/Crib Wall, 0-10' high (up to 50 l.f.)up to 50 l.f.$1,156
Additional Gravity/Crib Wall each 50 l.f.$711
Gravity/Crib Wall, over 10' high (up to 50 l.f.)up to 50 l.f.$1,334
Additional Gravity/Crib Wall each 50 l.f.$889
141
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Revisions
Commercial (New and Tenant Improvement)each $801
Single Family Dwelling (New and Additions)each $445
Remodel each $357
Sauna—steam each $622
Siding
Stone and Brick Veneer (interior or exterior)up to 400 sf $445
All Other up to 400 sf $357
Additional siding each 400 sf $89
Signs
Directional each $357
Each additional Directional Sign each $178
Ground/Roof/Projecting Signs each $357
Master Plan Sign Check each $357
Rework of any existing Ground Sign each $357
Other Sign each $357
Reinspection Fee each $89
Wall/Awning Sign, Non-Electric each $267
Wall/Awning Sign, Electric each $267
Shed over 120 square feet each $801
Skylight
50 sf or less (cumulative area)each $445
Greater than 50 sf or structural each $622
Stairs—First Flight first flight $357
Each additional flight per flight $178
Storage Racks
0-8' high (up to 100 l.f.) first 100 l.f.$445
each additional 100 l.f.each 100 l.f.$89
over 8' high (up to 100 l.f.) first 100 l.f.$445
each additional 100 l.f.each 100 l.f.$89
Stucco Applications up to 400 sf $357
Additional Stucco Application each 400 sf $89
142
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Swimming Pool/Spa
Vinyl-lined each $801
Fiberglass each $801
Gunite (up to 800 sf)each $1,156
Additional pool (over 800 sf)each 100 sf $267
Commercial pool (up to 800 sf)each $1,957
Additional pool (over 800 sf)each 100 sf $534
Spa or Hot Tub (Pre-fabricated)each $357
Temporary Structures each $534
Tenant Improvement Preparation each $357
Window or Sliding Glass Door
Replacement (first 8 windows)first 8 $267
Replacement (each additional 8 windows)each 8 $89
New Window (non structural)each $223
New window (structural shear wall/masonry)each $312
Bay Window (structural) each $312
Refunds - Plan Check Fees
1st review not started (within 3 Business of Submittal)100% of Plan Review Fees
Plan review more than 3 Business Days after the Date of Submittal No refund
Refunds - Building Permit Fees
No inspections and permit is active (not expired)80% of permit fees
No inspections and permit is expired No refund
Inspections were provided No refund
Work without permit - based on current permit and plan check fees Double fees
NOTE:
Fees identified in this Table consist of 50% Plan Review Fee and 50% Inspection Fee
Fee Adjustments: In instances where the strict application of fees from this schedule would constitute a substantial inequity to an
applicant or to the City, the Chief Building Official shall be authorized to adjust such fees on a case-by-case basis. Any such
adjustments shall be recorded in writing and entered into the appropriate files.
143
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
A-1 Assembly—Fixed Seating 1,000 $7,734 $50.88 $6,445 $42.40 $5,156 $33.92
Theater, Concert Hall 5,000 $9,769 $56.98 $8,141 $47.49 $6,513 $37.99
10,000 $12,618 $44.78 $10,515 $37.32 $8,412 $29.85
20,000 $17,096 $9.50 $14,247 $7.92 $11,398 $6.34
50,000 $19,947 $9.76 $16,623 $8.13 $13,298 $6.51
100,000 $24,827 $24.83 $20,690 $20.69 $16,552 $16.55
A-2 Assembly—Food & Drink 250 $5,228 $137.58 $4,356 $114.65 $3,485 $91.72
Restaurant, Night Club, Bar 1,250 $6,604 $154.07 $5,503 $128.39 $4,402 $102.72
2,500 $8,530 $121.06 $7,108 $100.88 $5,686 $80.70
5,000 $11,556 $25.69 $9,630 $21.41 $7,704 $17.13
12,500 $13,483 $26.41 $11,235 $22.01 $8,988 $17.61
25,000 $16,784 $67.14 $13,986 $55.95 $11,189 $44.76
A-3 Assembly—Worship, Amusement 1,000 $9,801 $64.48 $8,167 $53.73 $6,534 $42.98
Arcade, Church, Community Hall 5,000 $12,380 $72.21 $10,317 $60.17 $8,253 $48.14
10,000 $15,990 $56.76 $13,325 $47.30 $10,660 $37.84
20,000 $21,666 $12.02 $18,055 $10.02 $14,444 $8.02
50,000 $25,273 $12.38 $21,061 $10.32 $16,848 $8.26
100,000 $31,465 $31.46 $26,220 $26.22 $20,976 $20.98
A-4 Assembly—Indoor Sport Viewing 500 $5,969 $78.54 $4,974 $65.45 $3,979 $52.36
Arena, Skating Rink, Tennis Court 2,500 $7,540 $87.95 $6,283 $73.29 $5,027 $58.63
5,000 $9,739 $69.13 $8,116 $57.61 $6,492 $46.09
10,000 $13,195 $14.66 $10,996 $12.22 $8,797 $9.78
25,000 $15,395 $15.08 $12,829 $12.56 $10,263 $10.05
50,000 $19,164 $38.33 $15,970 $31.94 $12,776 $25.55
A-5 Assembly—Outdoor Activities 500 $6,316 $83.11 $5,263 $69.26 $4,211 $55.41
Amusement Park, Bleacher, Stadium 2,500 $7,978 $93.08 $6,648 $77.56 $5,319 $62.05
5,000 $10,305 $73.13 $8,587 $60.94 $6,870 $48.75
10,000 $13,961 $15.51 $11,634 $12.92 $9,308 $10.34
25,000 $16,287 $15.98 $13,573 $13.31 $10,858 $10.65
50,000 $20,281 $40.56 $16,901 $33.80 $13,521 $27.04
A A Occupancy Tenant Improvements 500 $3,976 $52.32 $3,313 $43.60 $2,651 $34.88
2,500 $5,023 $58.58 $4,185 $48.82 $3,348 $39.05
5,000 $6,487 $46.05 $5,406 $38.38 $4,325 $30.70
10,000 $8,789 $9.76 $7,325 $8.13 $5,860 $6.51
25,000 $10,254 $10.04 $8,545 $8.36 $6,836 $6.69
50,000 $12,763 $25.53 $10,636 $21.27 $8,508 $17.02
B Business—Bank 500 $5,391 $70.93 $4,493 $59.11 $3,594 $47.29
2,500 $6,810 $79.46 $5,675 $66.22 $4,540 $52.98
5,000 $8,797 $62.42 $7,331 $52.02 $5,864 $41.62
10,000 $11,918 $13.24 $9,932 $11.04 $7,945 $8.83
25,000 $13,905 $13.63 $11,587 $11.36 $9,270 $9.09
50,000 $17,312 $34.62 $14,427 $28.85 $11,541 $23.08
B Business—Laundromat 200 $4,631 $152.33 $3,859 $126.94 $3,087 $101.55
1,000 $5,849 $170.61 $4,874 $142.17 $3,900 $113.74
2,000 $7,555 $134.04 $6,296 $111.70 $5,037 $89.36
4,000 $10,236 $28.45 $8,530 $23.71 $6,824 $18.97
10,000 $11,943 $29.24 $9,953 $24.37 $7,962 $19.50
20,000 $14,868 $74.34 $12,390 $61.95 $9,912 $49.56
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
144
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
B Business—Clinic, Outpatient 500 $5,555 $73.08 $4,629 $60.90 $3,703 $48.72
2,500 $7,017 $81.88 $5,847 $68.24 $4,678 $54.59
5,000 $9,064 $64.30 $7,553 $53.58 $6,043 $42.87
10,000 $12,279 $13.64 $10,232 $11.36 $8,186 $9.09
25,000 $14,324 $14.04 $11,937 $11.70 $9,549 $9.36
50,000 $17,835 $35.67 $14,863 $29.73 $11,890 $23.78
B Business—Professional Office 1,000 $6,134 $59.89 $5,112 $49.91 $4,089 $39.93
5,000 $8,530 $51.52 $7,108 $42.93 $5,686 $34.35
10,000 $11,106 $36.43 $9,255 $30.36 $7,404 $24.29
20,000 $14,748 $8.60 $12,290 $7.17 $9,832 $5.74
50,000 $17,330 $9.24 $14,442 $7.70 $11,553 $6.16
100,000 $21,951 $21.95 $18,293 $18.29 $14,634 $14.63
B B Occupancy Tenant Improvements 300 $4,253 $93.26 $3,544 $77.71 $2,835 $62.17
1,500 $5,372 $104.45 $4,476 $87.04 $3,581 $69.63
3,000 $6,938 $82.06 $5,782 $68.39 $4,626 $54.71
6,000 $9,400 $17.40 $7,834 $14.50 $6,267 $11.60
15,000 $10,967 $17.91 $9,139 $14.92 $7,311 $11.94
30,000 $13,653 $45.51 $11,377 $37.92 $9,102 $30.34
E Educational— Preschool / School 100 $4,578 $301.17 $3,815 $250.98 $3,052 $200.78
500 $5,782 $337.28 $4,819 $281.07 $3,855 $224.85
1,000 $7,469 $265.04 $6,224 $220.87 $4,979 $176.69
2,000 $10,119 $56.23 $8,433 $46.85 $6,746 $37.48
5,000 $11,806 $57.80 $9,838 $48.17 $7,871 $38.53
10,000 $14,696 $146.96 $12,247 $122.47 $9,797 $97.97
E E Occupancy Tenant Improvements 100 $3,596 $236.56 $2,997 $197.13 $2,397 $157.71
500 $4,542 $264.97 $3,785 $220.81 $3,028 $176.64
1,000 $5,867 $208.17 $4,889 $173.48 $3,911 $138.78
2,000 $7,949 $44.16 $6,624 $36.80 $5,299 $29.44
5,000 $9,273 $45.42 $7,728 $37.85 $6,182 $30.28
10,000 $11,544 $115.44 $9,620 $96.20 $7,696 $76.96
F-1 Factory Industrial—Moderate Hazard 1,000 $5,617 $16.03 $4,681 $13.36 $3,745 $10.68
5,000 $6,258 $25.63 $5,215 $21.36 $4,172 $17.09
10,000 $7,540 $27.77 $6,283 $23.14 $5,027 $18.51
20,000 $10,317 $4.27 $8,598 $3.55 $6,878 $2.84
50,000 $11,597 $2.57 $9,664 $2.14 $7,731 $1.71
100,000 $12,882 $12.88 $10,735 $10.73 $8,588 $8.59
F-2 Factory Industrial—Low Hazard 1,000 $5,776 $38.01 $4,814 $31.67 $3,851 $25.34
5,000 $7,297 $42.57 $6,080 $35.47 $4,864 $28.38
10,000 $9,425 $33.45 $7,854 $27.88 $6,283 $22.30
20,000 $12,770 $7.08 $10,642 $5.90 $8,513 $4.72
50,000 $14,893 $7.29 $12,411 $6.08 $9,929 $4.86
100,000 $18,539 $18.54 $15,449 $15.45 $12,360 $12.36
F F Occupancy Tenant Improvements 1,000 $4,228 $27.82 $3,524 $23.18 $2,819 $18.55
5,000 $5,341 $31.15 $4,451 $25.96 $3,561 $20.77
10,000 $6,899 $24.48 $5,749 $20.40 $4,599 $16.32
20,000 $9,347 $5.19 $7,789 $4.32 $6,231 $3.46
50,000 $10,903 $5.34 $9,086 $4.45 $7,269 $3.56
100,000 $13,575 $13.58 $11,313 $11.31 $9,050 $9.05
145
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
H-1 High Hazard Group H-1 100 $4,287 $282.05 $3,573 $235.04 $2,858 $188.03
500 $5,415 $315.91 $4,513 $263.26 $3,610 $210.61
1,000 $6,995 $248.20 $5,829 $206.84 $4,663 $165.47
2,000 $9,477 $52.66 $7,898 $43.88 $6,318 $35.11
5,000 $11,057 $54.14 $9,214 $45.12 $7,371 $36.10
10,000 $13,764 $137.64 $11,470 $114.70 $9,176 $91.76
H-2 High Hazard Group H-2 100 $5,145 $338.46 $4,287 $282.05 $3,430 $225.64
500 $6,499 $379.09 $5,415 $315.91 $4,332 $252.73
1,000 $8,394 $297.84 $6,995 $248.20 $5,596 $198.56
2,000 $11,372 $63.19 $9,477 $52.66 $7,582 $42.13
5,000 $13,268 $64.97 $11,057 $54.14 $8,845 $43.32
10,000 $16,517 $165.17 $13,764 $137.64 $11,011 $110.11
H-3 High Hazard Group H-3 100 $5,613 $369.24 $4,677 $307.70 $3,742 $246.16
500 $7,090 $413.55 $5,908 $344.63 $4,726 $275.70
1,000 $9,157 $324.93 $7,631 $270.78 $6,105 $216.62
2,000 $12,407 $68.94 $10,339 $57.45 $8,271 $45.96
5,000 $14,475 $70.89 $12,062 $59.07 $9,650 $47.26
10,000 $18,019 $180.19 $15,016 $150.16 $12,013 $120.13
H-4 High Hazard Group H-4 100 $4,490 $295.39 $3,742 $246.16 $2,993 $196.93
500 $5,672 $330.84 $4,726 $275.70 $3,781 $220.56
1,000 $7,326 $259.95 $6,105 $216.62 $4,884 $173.30
2,000 $9,925 $55.15 $8,271 $45.96 $6,617 $36.77
5,000 $11,580 $56.71 $9,650 $47.26 $7,720 $37.81
10,000 $14,416 $144.16 $12,013 $120.13 $9,610 $96.10
H-5 High Hazard Group H-5 100 $4,490 $295.39 $3,742 $246.16 $2,993 $196.93
500 $5,672 $330.84 $4,726 $275.70 $3,781 $220.56
1,000 $7,326 $259.95 $6,105 $216.62 $4,884 $173.30
2,000 $9,925 $55.15 $8,271 $45.96 $6,617 $36.77
5,000 $11,580 $56.71 $9,650 $47.26 $7,720 $37.81
10,000 $14,416 $144.16 $12,013 $120.13 $9,610 $96.10
H H Occupancy Tenant Improvements 100 $3,312 $217.88 $2,760 $181.57 $2,208 $145.25
500 $4,183 $244.05 $3,486 $203.37 $2,789 $162.70
1,000 $5,404 $191.74 $4,503 $159.78 $3,602 $127.83
2,000 $7,321 $40.66 $6,101 $33.88 $4,881 $27.11
5,000 $8,541 $41.85 $7,117 $34.88 $5,694 $27.90
10,000 $10,633 $106.33 $8,861 $88.61 $7,089 $70.89
I-1 Institutional—7+ persons, ambulatory 500 $5,627 $74.05 $4,689 $61.70 $3,751 $49.36
2,500 $7,108 $82.91 $5,923 $69.09 $4,739 $55.27
5,000 $9,180 $65.16 $7,650 $54.30 $6,120 $43.44
10,000 $12,439 $13.81 $10,365 $11.51 $8,292 $9.21
25,000 $14,510 $14.22 $12,092 $11.85 $9,673 $9.48
50,000 $18,066 $36.13 $15,055 $30.11 $12,044 $24.09
I-2 Institutional—6+ persons, non-ambulatory 500 $6,816 $89.68 $5,680 $74.74 $4,544 $59.79
2,500 $8,609 $100.42 $7,175 $83.69 $5,740 $66.95
5,000 $11,120 $78.92 $9,267 $65.77 $7,413 $52.62
10,000 $15,066 $16.75 $12,555 $13.96 $10,044 $11.16
25,000 $17,578 $17.20 $14,648 $14.34 $11,719 $11.47
50,000 $21,879 $43.76 $18,232 $36.46 $14,586 $29.17
146
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
I-3 Institutional—6+ persons, restrained 500 $6,271 $82.51 $5,226 $68.76 $4,180 $55.00
2,500 $7,921 $92.41 $6,601 $77.01 $5,280 $61.61
5,000 $10,231 $72.62 $8,526 $60.52 $6,821 $48.42
10,000 $13,862 $15.39 $11,552 $12.82 $9,241 $10.26
25,000 $16,170 $15.83 $13,475 $13.19 $10,780 $10.55
50,000 $20,128 $40.26 $16,773 $33.55 $13,419 $26.84
I-4 Institutional—6+ persons, day care 500 $6,271 $82.51 $5,226 $68.76 $4,180 $55.00
2,500 $7,921 $92.41 $6,601 $77.01 $5,280 $61.61
5,000 $10,231 $72.62 $8,526 $60.52 $6,821 $48.42
10,000 $13,862 $15.39 $11,552 $12.82 $9,241 $10.26
25,000 $16,170 $15.83 $13,475 $13.19 $10,780 $10.55
50,000 $20,128 $40.26 $16,773 $33.55 $13,419 $26.84
I I Occupancy Tenant Improvements 100 $3,315 $218.12 $2,763 $181.76 $2,210 $145.41
500 $4,188 $244.29 $3,490 $203.58 $2,792 $162.86
1,000 $5,409 $191.94 $4,508 $159.95 $3,606 $127.96
2,000 $7,329 $40.71 $6,107 $33.93 $4,886 $27.14
5,000 $8,550 $41.89 $7,125 $34.91 $5,700 $27.93
10,000 $10,645 $106.45 $8,871 $88.71 $7,097 $70.97
M Mercantile 2,000 $8,828 $29.03 $7,357 $24.19 $5,885 $19.35
10,000 $11,151 $32.55 $9,292 $27.12 $7,434 $21.70
20,000 $14,405 $25.56 $12,005 $21.30 $9,604 $17.04
40,000 $19,518 $5.41 $16,265 $4.51 $13,012 $3.61
100,000 $22,763 $5.58 $18,970 $4.65 $15,176 $3.72
200,000 $28,342 $14.17 $23,618 $11.81 $18,894 $9.45
M M Occupancy Tenant Improvements 300 $3,923 $86.04 $3,269 $71.70 $2,615 $57.36
1,500 $4,956 $96.34 $4,130 $80.29 $3,304 $64.23
3,000 $6,401 $75.73 $5,334 $63.11 $4,267 $50.49
6,000 $8,673 $16.04 $7,227 $13.37 $5,782 $10.69
15,000 $10,116 $16.54 $8,430 $13.78 $6,744 $11.02
30,000 $12,597 $41.99 $10,497 $34.99 $8,398 $27.99
R-1 Residential—Hotels & Motels 3,000 $13,094 $5.74 $10,911 $4.78 $8,729 $3.83
15,000 $13,783 $18.38 $11,486 $15.31 $9,188 $12.25
30,000 $16,539 $2.31 $13,783 $1.93 $11,026 $1.54
60,000 $17,232 $3.06 $14,360 $2.55 $11,488 $2.04
150,000 $19,983 $0.47 $16,653 $0.39 $13,322 $0.31
300,000 $20,688 $6.90 $17,240 $5.75 $13,792 $4.60
R-2 Residential—Apartment Building 800 $11,888 $19.56 $9,907 $16.30 $7,926 $13.04
4,000 $12,514 $62.55 $10,429 $52.12 $8,343 $41.70
8,000 $15,016 $7.83 $12,514 $6.53 $10,011 $5.22
16,000 $15,643 $10.43 $13,036 $8.69 $10,429 $6.95
40,000 $18,146 $1.57 $15,122 $1.31 $12,097 $1.05
80,000 $18,774 $23.47 $15,645 $19.56 $12,516 $15.65
R-2 Residential—Apartment Building - 800 $169 $0.27 $141 $0.23 $113 $0.18
Repeat Unit 4,000 $178 $0.90 $148 $0.75 $119 $0.60
8,000 $214 $0.10 $178 $0.08 $142 $0.07
16,000 $222 $0.16 $185 $0.13 $148 $0.11
40,000 $260 $0.01 $217 $0.01 $173 $0.01
80,000 $266 $0.33 $221 $0.28 $177 $0.22
147
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
R-3 Dwellings—Custom Homes, Models, First 499
Master Plan 1,000 $5,957 $17.78 $4,964 $14.82 $3,971 $11.85
2,500 $6,224 $71.23 $5,187 $59.36 $4,149 $47.48
4,000 $7,292 $13.34 $6,077 $11.12 $4,862 $8.89
6,000 $7,559 $53.42 $6,299 $44.51 $5,039 $35.61
8,000 $8,627 $13.34 $7,189 $11.12 $5,752 $8.89
10,000 $8,894 $88.94 $7,412 $74.12 $5,929 $59.29
R-3 Dwellings—Production Phase 1,000 $2,314 $8.11 $1,928 $6.76 $1,542 $5.41
of Master Plan (repeats)2,500 $2,435 $32.47 $2,029 $27.06 $1,623 $21.65
4,000 $2,922 $6.12 $2,435 $5.10 $1,948 $4.08
6,000 $3,045 $24.32 $2,537 $20.26 $2,030 $16.21
8,000 $3,531 $6.14 $2,942 $5.11 $2,354 $4.09
10,000 $3,654 $36.54 $3,045 $30.45 $2,436 $24.36
R-3 Dwellings—Alternate Materials 1,000 $5,273 $18.50 $4,394 $15.42 $3,515 $12.34
2,500 $5,551 $73.99 $4,625 $61.66 $3,700 $49.33
4,000 $6,660 $13.90 $5,550 $11.58 $4,440 $9.27
6,000 $6,938 $55.49 $5,782 $46.24 $4,626 $36.99
8,000 $8,048 $13.86 $6,707 $11.55 $5,366 $9.24
10,000 $8,326 $83.26 $6,938 $69.38 $5,550 $55.50
R-3 Dwellings—Hillside - Custom Homes 1,000 $6,964 $24.44 $5,803 $20.36 $4,643 $16.29
, Models First Master Plan 2,500 $7,330 $97.73 $6,109 $81.44 $4,887 $65.15
4,000 $8,796 $18.34 $7,330 $15.28 $5,864 $12.23
6,000 $9,163 $73.29 $7,636 $61.08 $6,109 $48.86
8,000 $10,629 $18.32 $8,857 $15.27 $7,086 $12.22
10,000 $10,995 $109.95 $9,163 $91.63 $7,330 $73.30
R-3 Dwellings—Hillside - Production Phase 1,000 $2,314 $8.11 $1,928 $6.76 $1,542 $5.41
of Master Plan (repeats)2,500 $2,435 $32.47 $2,029 $27.06 $1,623 $21.65
4,000 $2,922 $6.12 $2,435 $5.10 $1,948 $4.08
6,000 $3,045 $24.32 $2,537 $20.26 $2,030 $16.21
8,000 $3,531 $6.14 $2,942 $5.11 $2,354 $4.09
10,000 $3,654 $36.54 $3,045 $30.45 $2,436 $24.36
R-3 Dwellings—Hillside - Alternate Materials 1,000 $5,273 $18.50 $4,394 $15.42 $3,515 $12.34
2,500 $5,551 $73.99 $4,625 $61.66 $3,700 $49.33
4,000 $6,660 $13.90 $5,550 $11.58 $4,440 $9.27
6,000 $6,938 $55.49 $5,782 $46.24 $4,626 $36.99
8,000 $8,048 $13.86 $6,707 $11.55 $5,366 $9.24
10,000 $8,326 $83.26 $6,938 $69.38 $5,550 $55.50
R-3.1 Group Care 1,000 $9,849 $12.96 $8,207 $10.80 $6,566 $8.64
5,000 $10,367 $41.48 $8,639 $34.57 $6,911 $27.66
10,000 $12,441 $5.16 $10,368 $4.30 $8,294 $3.44
20,000 $12,958 $6.90 $10,798 $5.75 $8,638 $4.60
50,000 $15,028 $1.03 $12,524 $0.86 $10,019 $0.69
100,000 $15,543 $15.54 $12,952 $12.95 $10,362 $10.36
R-4 Group Care 100 $5,559 $73.14 $4,632 $60.95 $3,706 $48.76
500 $5,851 $234.06 $4,876 $195.05 $3,901 $156.04
1,000 $7,021 $29.24 $5,851 $24.37 $4,681 $19.50
2,000 $7,314 $39.02 $6,095 $32.51 $4,876 $26.01
5,000 $8,484 $5.85 $7,070 $4.87 $5,656 $3.90
10,000 $8,777 $87.77 $7,314 $73.14 $5,851 $58.51
SEE MISCELLANEOUS FEE SCHEDULE
148
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
R R Occupancy Tenant Improvements 80 $3,239 $53.28 $2,699 $44.40 $2,159 $35.52
400 $3,410 $170.50 $2,841 $142.08 $2,273 $113.67
800 $4,092 $21.32 $3,410 $17.77 $2,728 $14.21
1,600 $4,262 $28.41 $3,552 $23.67 $2,842 $18.94
4,000 $4,944 $4.28 $4,120 $3.57 $3,296 $2.85
8,000 $5,115 $63.94 $4,263 $53.28 $3,410 $42.63
S-1 Storage—Moderate Hazard 600 $4,533 $49.70 $3,777 $41.42 $3,022 $33.13
3,000 $5,725 $55.67 $4,771 $46.39 $3,817 $37.11
6,000 $7,396 $43.74 $6,163 $36.45 $4,930 $29.16
12,000 $10,020 $9.27 $8,350 $7.73 $6,680 $6.18
30,000 $11,689 $9.53 $9,741 $7.94 $7,793 $6.35
60,000 $14,548 $24.25 $12,124 $20.21 $9,699 $16.16
S-2 Storage—Low Hazard 10,000 $10,465 $6.87 $8,721 $5.73 $6,976 $4.58
50,000 $13,214 $7.73 $11,012 $6.44 $8,809 $5.15
100,000 $17,077 $6.07 $14,231 $5.05 $11,385 $4.04
200,000 $23,143 $1.28 $19,285 $1.07 $15,428 $0.85
500,000 $26,988 $1.32 $22,490 $1.10 $17,992 $0.88
1,000,000 $33,577 $3.36 $27,981 $2.80 $22,384 $2.24
S S Occupancy Tenant Improvements 600 $4,089 $44.83 $3,407 $37.36 $2,726 $29.88
3,000 $5,165 $50.24 $4,304 $41.87 $3,443 $33.49
6,000 $6,672 $39.46 $5,560 $32.88 $4,448 $26.31
12,000 $9,040 $8.36 $7,533 $6.97 $6,026 $5.57
30,000 $10,544 $8.61 $8,787 $7.18 $7,029 $5.74
60,000 $13,127 $21.88 $10,939 $18.23 $8,752 $14.59
U Accessory—Private Garage / 999
Agricultural Building 2,000 $2,880 $35.26 $2,400 $29.38 $1,920 $23.50
4,000 $3,585 $89.63 $2,988 $74.69 $2,390 $59.75
Deferred Submittal - All Except R-3 1,000 $872 $5.74 $727 $4.78 $582 $3.83
5,000 $1,102 $6.44 $918 $5.37 $735 $4.30
10,000 $1,424 $5.04 $1,187 $4.20 $950 $3.36
20,000 $1,928 $1.07 $1,607 $0.89 $1,285 $0.71
50,000 $2,247 $1.10 $1,873 $0.92 $1,498 $0.73
100,000 $2,798 $2.80 $2,332 $2.33 $1,865 $1.87
Deferred Submittal - R-3 1,000 $872 $15.31 $727 $12.76 $582 $10.21
2,500 $1,102 $21.41 $918 $17.84 $735 $14.27
4,000 $1,423 $25.29 $1,186 $21.08 $949 $16.86
6,000 $1,929 $16.05 $1,608 $13.37 $1,286 $10.70
8,000 $2,250 $27.58 $1,875 $22.99 $1,500 $18.39
10,000 $2,802 $28.02 $2,335 $23.35 $1,868 $18.68
Standard Comm. Foundation 500 $3,592 $9.45 $2,993 $7.87 $2,395 $6.30
w/o Podium 2,500 $3,781 $30.26 $3,151 $25.21 $2,521 $20.17
5,000 $4,537 $3.77 $3,781 $3.14 $3,025 $2.52
10,000 $4,726 $5.05 $3,938 $4.21 $3,151 $3.37
25,000 $5,483 $0.74 $4,569 $0.62 $3,656 $0.49
50,000 $5,668 $11.34 $4,724 $9.45 $3,779 $7.56
SEE MISCELLANEOUS FEE SCHEDULE
149
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
Standard Comm. Foundation 3,000 $262 $0.58 $218 $0.48 $174 $0.39
with Podium 15,000 $331 $0.65 $276 $0.54 $221 $0.43
30,000 $429 $0.51 $357 $0.42 $286 $0.34
60,000 $581 $0.10 $484 $0.08 $387 $0.07
150,000 $672 $0.10 $560 $0.08 $448 $0.07
300,000 $823 $0.27 $686 $0.23 $549 $0.18
New Type 3 1,000 $327 $2.15 $273 $1.79 $218 $1.44
5,000 $413 $2.42 $344 $2.02 $276 $1.61
10,000 $534 $1.88 $445 $1.56 $356 $1.25
20,000 $722 $0.42 $602 $0.35 $481 $0.28
50,000 $848 $0.40 $707 $0.33 $566 $0.26
100,000 $1,047 $1.05 $873 $0.87 $698 $0.70
New Type 4 1,000 $218 $1.44 $182 $1.20 $145 $0.96
5,000 $276 $1.61 $230 $1.34 $184 $1.08
10,000 $356 $1.25 $297 $1.04 $237 $0.83
20,000 $481 $0.28 $401 $0.23 $321 $0.19
50,000 $566 $0.26 $471 $0.22 $377 $0.18
100,000 $698 $0.70 $582 $0.58 $465 $0.47
New Type 5 1,000 $262 $1.72 $218 $1.44 $175 $1.15
5,000 $331 $1.94 $276 $1.61 $220 $1.29
10,000 $427 $1.50 $356 $1.25 $285 $1.00
20,000 $578 $0.34 $481 $0.28 $385 $0.22
50,000 $679 $0.32 $566 $0.26 $453 $0.21
100,000 $838 $0.84 $698 $0.70 $558 $0.56
New Type 6 1,000 $327 $2.15 $273 $1.79 $218 $1.44
5,000 $413 $2.42 $344 $2.02 $276 $1.61
10,000 $534 $1.88 $445 $1.56 $356 $1.25
20,000 $722 $0.42 $602 $0.35 $481 $0.28
50,000 $848 $0.40 $707 $0.33 $566 $0.26
100,000 $1,047 $1.05 $873 $0.87 $698 $0.70
New Type 7 1,000 $218 $1.44 $182 $1.20 $145 $0.96
5,000 $276 $1.61 $230 $1.34 $184 $1.08
10,000 $356 $1.25 $297 $1.04 $237 $0.83
20,000 $481 $0.28 $401 $0.23 $321 $0.19
50,000 $566 $0.26 $471 $0.22 $377 $0.18
100,000 $698 $0.70 $582 $0.58 $465 $0.47
New Type 8 1,000 $262 $1.72 $218 $1.44 $175 $1.15
5,000 $331 $1.94 $276 $1.61 $220 $1.29
10,000 $427 $1.50 $356 $1.25 $285 $1.00
20,000 $578 $0.34 $481 $0.28 $385 $0.22
50,000 $679 $0.32 $566 $0.26 $453 $0.21
100,000 $838 $0.84 $698 $0.70 $558 $0.56
New Type 9 1,000 $327 $2.15 $273 $1.79 $218 $1.44
5,000 $413 $2.42 $344 $2.02 $276 $1.61
10,000 $534 $1.88 $445 $1.56 $356 $1.25
20,000 $722 $0.42 $602 $0.35 $481 $0.28
50,000 $848 $0.40 $707 $0.33 $566 $0.26
100,000 $1,047 $1.05 $873 $0.87 $698 $0.70
150
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 1 PLAN CHECK FEES ONLY
New Type 1 1,000 $218 $1.44 $182 $1.20 $145 $0.96
5,000 $276 $1.61 $230 $1.34 $184 $1.08
10,000 $356 $1.25 $297 $1.04 $237 $0.83
20,000 $481 $0.28 $401 $0.23 $321 $0.19
50,000 $566 $0.26 $471 $0.22 $377 $0.18
100,000 $698 $0.70 $582 $0.58 $465 $0.47
New Type 11 1,000 $262 $1.72 $218 $1.44 $175 $1.15
5,000 $331 $1.94 $276 $1.61 $220 $1.29
10,000 $427 $1.50 $356 $1.25 $285 $1.00
20,000 $578 $0.34 $481 $0.28 $385 $0.22
50,000 $679 $0.32 $566 $0.26 $453 $0.21
100,000 $838 $0.84 $698 $0.70 $558 $0.56
SHELL BUILDINGS
All Shell Buildings 500 $3,485 $45.87 $2,904 $38.22 $2,323 $30.58
2,500 $4,403 $51.35 $3,669 $42.80 $2,935 $34.24
5,000 $5,686 $40.36 $4,739 $33.64 $3,791 $26.91
10,000 $7,705 $8.57 $6,420 $7.14 $5,136 $5.71
25,000 $8,990 $8.81 $7,492 $7.34 $5,993 $5.87
50,000 $11,192 $22.38 $9,327 $18.65 $7,461 $14.92
*Each additional 100 square feet, or portion thereof, up to the next highest project size threshold.
151
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
A-1 Assembly—Fixed Seating 1,000 $4,280 $34.83 $3,567 $29.03 $2,854 $23.22
Theater, Concert Hall 5,000 $5,674 $37.82 $4,728 $31.52 $3,782 $25.22
10,000 $7,565 $16.92 $6,304 $14.10 $5,043 $11.28
20,000 $9,257 $4.99 $7,714 $4.16 $6,171 $3.32
50,000 $10,753 $8.36 $8,961 $6.97 $7,169 $5.58
100,000 $14,935 $14.93 $12,446 $12.45 $9,957 $9.96
A-2 Assembly—Food & Drink 250 $3,777 $122.97 $3,147 $102.48 $2,518 $81.98
Restaurant, Night Club, Bar 1,250 $5,006 $133.49 $4,172 $111.25 $3,338 $89.00
2,500 $6,675 $59.73 $5,563 $49.78 $4,450 $39.82
5,000 $8,169 $17.57 $6,807 $14.64 $5,446 $11.71
12,500 $9,486 $29.50 $7,905 $24.58 $6,324 $19.66
25,000 $13,173 $52.69 $10,978 $43.91 $8,782 $35.13
A-3 Assembly—Worship, Amusement 1,000 $6,421 $52.25 $5,350 $43.54 $4,280 $34.83
Arcade, Church, Community Hall 5,000 $8,511 $56.74 $7,092 $47.28 $5,674 $37.82
10,000 $11,347 $25.38 $9,456 $21.15 $7,565 $16.92
20,000 $13,886 $7.48 $11,571 $6.23 $9,257 $4.99
50,000 $16,129 $12.55 $13,441 $10.46 $10,753 $8.36
100,000 $22,402 $22.40 $18,669 $18.67 $14,935 $14.93
A-4 Assembly—Indoor Sport Viewing 500 $3,716 $60.50 $3,097 $50.42 $2,478 $40.34
Arena, Skating Rink, Tennis Court 2,500 $4,926 $65.69 $4,105 $54.75 $3,284 $43.80
5,000 $6,569 $29.39 $5,474 $24.49 $4,379 $19.59
10,000 $8,038 $8.63 $6,698 $7.19 $5,359 $5.75
25,000 $9,333 $14.51 $7,777 $12.09 $6,222 $9.68
50,000 $12,961 $25.92 $10,801 $21.60 $8,641 $17.28
A-5 Assembly—Outdoor Activities 500 $4,079 $66.40 $3,399 $55.34 $2,719 $44.27
Amusement Park, Bleacher, Stadium 2,500 $5,407 $72.08 $4,506 $60.07 $3,605 $48.05
5,000 $7,209 $32.26 $6,008 $26.88 $4,806 $21.51
10,000 $8,822 $9.48 $7,352 $7.90 $5,881 $6.32
25,000 $10,244 $15.92 $8,537 $13.27 $6,830 $10.61
50,000 $14,225 $28.45 $11,854 $23.71 $9,483 $18.97
A A Occupancy Tenant Improvements 500 $4,079 $66.40 $3,399 $55.34 $2,719 $44.27
2,500 $5,407 $72.08 $4,506 $60.07 $3,605 $48.05
5,000 $7,209 $32.26 $6,008 $26.88 $4,806 $21.51
10,000 $8,822 $9.48 $7,352 $7.90 $5,881 $6.32
25,000 $10,244 $15.92 $8,537 $13.27 $6,830 $10.61
50,000 $14,225 $28.45 $11,854 $23.71 $9,483 $18.97
B Business—Bank 500 $4,230 $68.87 $3,525 $57.39 $2,820 $45.92
2,500 $5,607 $74.75 $4,673 $62.29 $3,738 $49.84
5,000 $7,476 $33.45 $6,230 $27.88 $4,984 $22.30
10,000 $9,149 $9.83 $7,624 $8.19 $6,099 $6.55
25,000 $10,624 $16.54 $8,853 $13.78 $7,082 $11.02
50,000 $14,757 $29.51 $12,298 $24.60 $9,838 $19.68
B Business—Laundromat 200 $3,777 $153.70 $3,147 $128.08 $2,518 $102.47
1,000 $5,006 $166.89 $4,172 $139.08 $3,338 $111.26
2,000 $6,675 $74.64 $5,563 $62.20 $4,450 $49.76
4,000 $8,168 $21.97 $6,807 $18.31 $5,445 $14.65
10,000 $9,486 $36.88 $7,905 $30.73 $6,324 $24.59
20,000 $13,174 $65.87 $10,979 $54.89 $8,783 $43.91
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
152
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
B Business—Clinic, Outpatient 500 $4,305 $70.08 $3,588 $58.40 $2,870 $46.72
2,500 $5,707 $76.11 $4,756 $63.42 $3,805 $50.74
5,000 $7,610 $34.03 $6,341 $28.36 $5,073 $22.69
10,000 $9,311 $10.01 $7,759 $8.34 $6,207 $6.68
25,000 $10,813 $16.82 $9,011 $14.02 $7,209 $11.22
50,000 $15,019 $30.04 $12,516 $25.03 $10,013 $20.03
B Business—Professional Office 1,000 $5,741 $46.73 $4,784 $38.94 $3,827 $31.15
5,000 $7,610 $50.74 $6,341 $42.29 $5,073 $33.83
10,000 $10,147 $22.69 $8,456 $18.91 $6,765 $15.13
20,000 $12,416 $6.66 $10,347 $5.55 $8,277 $4.44
50,000 $14,414 $11.21 $12,012 $9.34 $9,610 $7.47
100,000 $20,020 $20.02 $16,683 $16.68 $13,346 $13.35
B B Occupancy Tenant Improvements 300 $3,324 $90.17 $2,770 $75.14 $2,216 $60.11
1,500 $4,406 $97.91 $3,671 $81.59 $2,937 $65.28
3,000 $5,874 $43.81 $4,895 $36.51 $3,916 $29.21
6,000 $7,189 $12.88 $5,991 $10.74 $4,792 $8.59
15,000 $8,348 $21.64 $6,957 $18.04 $5,565 $14.43
30,000 $11,595 $38.65 $9,662 $32.21 $7,730 $25.77
E Educational— Preschool / School 100 $3,248 $264.37 $2,707 $220.31 $2,165 $176.24
500 $4,305 $287.04 $3,588 $239.20 $2,870 $191.36
1,000 $5,741 $128.40 $4,784 $107.00 $3,827 $85.60
2,000 $7,025 $37.76 $5,854 $31.47 $4,683 $25.18
5,000 $8,158 $63.43 $6,798 $52.86 $5,438 $42.29
10,000 $11,329 $113.29 $9,441 $94.41 $7,553 $75.53
E E Occupancy Tenant Improvements 100 $3,021 $245.92 $2,518 $204.93 $2,014 $163.95
500 $4,005 $267.01 $3,338 $222.51 $2,670 $178.00
1,000 $5,340 $119.47 $4,450 $99.56 $3,560 $79.65
2,000 $6,535 $35.14 $5,446 $29.28 $4,357 $23.43
5,000 $7,589 $59.03 $6,324 $49.19 $5,059 $39.35
10,000 $10,541 $105.41 $8,784 $87.84 $7,027 $70.27
F-1 Factory Industrial—Moderate Hazard 1,000 $4,806 $34.71 $4,005 $28.93 $3,204 $23.14
5,000 $6,195 $36.32 $5,162 $30.27 $4,130 $24.21
10,000 $8,011 $19.22 $6,676 $16.02 $5,340 $12.81
20,000 $9,933 $5.33 $8,277 $4.44 $6,622 $3.55
50,000 $11,532 $8.97 $9,610 $7.47 $7,688 $5.98
100,000 $16,016 $16.02 $13,346 $13.35 $10,677 $10.68
F-2 Factory Industrial—Low Hazard 1,000 $5,665 $46.11 $4,721 $38.43 $3,777 $30.74
5,000 $7,510 $50.08 $6,258 $41.73 $5,006 $33.38
10,000 $10,013 $22.40 $8,345 $18.67 $6,676 $14.93
20,000 $12,254 $6.57 $10,211 $5.48 $8,169 $4.38
50,000 $14,225 $11.08 $11,854 $9.24 $9,483 $7.39
100,000 $19,767 $19.77 $16,472 $16.47 $13,178 $13.18
F F Occupancy Tenant Improvements 1,000 $3,807 $30.99 $3,172 $25.83 $2,538 $20.66
5,000 $5,047 $33.63 $4,206 $28.03 $3,364 $22.42
10,000 $6,728 $15.06 $5,607 $12.55 $4,486 $10.04
20,000 $8,235 $4.42 $6,862 $3.68 $5,490 $2.95
50,000 $9,560 $7.45 $7,967 $6.21 $6,374 $4.97
100,000 $13,286 $13.29 $11,072 $11.07 $8,857 $8.86
153
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
H-1 High Hazard Group H-1 100 $2,719 $221.34 $2,266 $184.45 $1,813 $147.56
500 $3,605 $240.31 $3,004 $200.26 $2,403 $160.20
1,000 $4,806 $107.49 $4,005 $89.58 $3,204 $71.66
2,000 $5,881 $31.62 $4,901 $26.35 $3,921 $21.08
5,000 $6,830 $53.12 $5,691 $44.27 $4,553 $35.41
10,000 $9,486 $94.86 $7,905 $79.05 $6,324 $63.24
H-2 High Hazard Group H-2 100 $3,263 $265.61 $2,719 $221.34 $2,175 $177.07
500 $4,326 $288.37 $3,605 $240.31 $2,884 $192.25
1,000 $5,767 $128.99 $4,806 $107.49 $3,845 $85.99
2,000 $7,057 $37.94 $5,881 $31.62 $4,705 $25.30
5,000 $8,196 $63.75 $6,830 $53.12 $5,464 $42.50
10,000 $11,383 $113.83 $9,486 $94.86 $7,589 $75.89
H-3 High Hazard Group H-3 100 $4,079 $332.01 $3,399 $276.67 $2,719 $221.34
500 $5,407 $360.46 $4,506 $300.38 $3,605 $240.31
1,000 $7,209 $161.24 $6,008 $134.37 $4,806 $107.49
2,000 $8,822 $47.43 $7,351 $39.52 $5,881 $31.62
5,000 $10,244 $79.68 $8,537 $66.40 $6,830 $53.12
10,000 $14,229 $142.29 $11,857 $118.57 $9,486 $94.86
H-4 High Hazard Group H-4 100 $3,263 $265.61 $2,719 $221.34 $2,175 $177.07
500 $4,326 $288.37 $3,605 $240.31 $2,884 $192.25
1,000 $5,767 $128.99 $4,806 $107.49 $3,845 $85.99
2,000 $7,057 $37.94 $5,881 $31.62 $4,705 $25.30
5,000 $8,196 $63.75 $6,830 $53.12 $5,464 $42.50
10,000 $11,383 $113.83 $9,486 $94.86 $7,589 $75.89
H-5 High Hazard Group H-5 100 $3,263 $265.61 $2,719 $221.34 $2,175 $177.07
500 $4,326 $288.37 $3,605 $240.31 $2,884 $192.25
1,000 $5,767 $128.99 $4,806 $107.49 $3,845 $85.99
2,000 $7,057 $37.94 $5,881 $31.62 $4,705 $25.30
5,000 $8,196 $63.75 $6,830 $53.12 $5,464 $42.50
10,000 $11,383 $113.83 $9,486 $94.86 $7,589 $75.89
H H Occupancy Tenant Improvements 100 $2,598 $211.49 $2,165 $176.24 $1,732 $141.00
500 $3,444 $229.64 $2,870 $191.36 $2,296 $153.09
1,000 $4,593 $102.72 $3,827 $85.60 $3,062 $68.48
2,000 $5,620 $30.21 $4,683 $25.18 $3,747 $20.14
5,000 $6,526 $50.75 $5,438 $42.29 $4,351 $33.83
10,000 $9,064 $90.64 $7,553 $75.53 $6,042 $60.42
I-1 Institutional—7+ persons, 500 $3,626 $59.02 $3,021 $49.19 $2,417 $39.35
ambulatory 2,500 $4,806 $64.09 $4,005 $53.41 $3,204 $42.73
5,000 $6,408 $28.67 $5,340 $23.89 $4,272 $19.11
10,000 $7,842 $8.42 $6,535 $7.02 $5,228 $5.62
25,000 $9,105 $14.18 $7,588 $11.82 $6,070 $9.45
50,000 $12,651 $25.30 $10,542 $21.08 $8,434 $16.87
I-2 Institutional—6+ persons, 500 $4,532 $73.78 $3,777 $61.48 $3,021 $49.19
non-ambulatory 2,500 $6,008 $80.11 $5,006 $66.76 $4,005 $53.41
5,000 $8,011 $35.83 $6,675 $29.86 $5,340 $23.89
10,000 $9,802 $10.53 $8,169 $8.78 $6,535 $7.02
25,000 $11,382 $17.73 $9,485 $14.77 $7,588 $11.82
50,000 $15,813 $31.63 $13,178 $26.36 $10,542 $21.08
154
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
I-3 Institutional—6+ persons, restrained 500 $4,532 $73.78 $3,777 $61.48 $3,021 $49.19
2,500 $6,008 $80.11 $5,006 $66.76 $4,005 $53.41
5,000 $8,011 $35.83 $6,675 $29.86 $5,340 $23.89
10,000 $9,802 $10.53 $8,169 $8.78 $6,535 $7.02
25,000 $11,382 $17.73 $9,485 $14.77 $7,588 $11.82
50,000 $15,813 $31.63 $13,178 $26.36 $10,542 $21.08
I-4 Institutional—6+ persons, day care 500 $4,532 $73.78 $3,777 $61.48 $3,021 $49.19
2,500 $6,008 $80.11 $5,006 $66.76 $4,005 $53.41
5,000 $8,011 $35.83 $6,675 $29.86 $5,340 $23.89
10,000 $9,802 $10.53 $8,169 $8.78 $6,535 $7.02
25,000 $11,382 $17.73 $9,485 $14.77 $7,588 $11.82
50,000 $15,813 $31.63 $13,178 $26.36 $10,542 $21.08
I I Occupancy Tenant Improvements 100 $2,538 $206.58 $2,115 $172.15 $1,692 $137.72
500 $3,364 $224.28 $2,804 $186.90 $2,243 $149.52
1,000 $4,486 $100.35 $3,738 $83.63 $2,990 $66.90
2,000 $5,489 $29.51 $4,574 $24.59 $3,659 $19.67
5,000 $6,375 $49.59 $5,312 $41.33 $4,250 $33.06
10,000 $8,854 $88.54 $7,378 $73.78 $5,903 $59.03
M Mercantile 2,000 $6,420 $26.14 $5,350 $21.78 $4,280 $17.43
10,000 $8,511 $28.36 $7,093 $23.63 $5,674 $18.91
20,000 $11,347 $12.69 $9,456 $10.58 $7,565 $8.46
40,000 $13,886 $3.72 $11,571 $3.10 $9,257 $2.48
100,000 $16,120 $6.26 $13,434 $5.22 $10,747 $4.18
200,000 $22,384 $11.19 $18,654 $9.33 $14,923 $7.46
M M Occupancy Tenant Improvements 300 $3,777 $102.47 $3,147 $85.39 $2,518 $68.31
1,500 $5,006 $111.25 $4,172 $92.71 $3,338 $74.17
3,000 $6,675 $49.79 $5,563 $41.49 $4,450 $33.19
6,000 $8,169 $14.63 $6,807 $12.19 $5,446 $9.75
15,000 $9,485 $24.60 $7,904 $20.50 $6,324 $16.40
30,000 $13,176 $43.92 $10,980 $36.60 $8,784 $29.28
R-1 Residential—Hotels & Motels 3,000 $10,573 $11.02 $8,811 $9.18 $7,049 $7.34
15,000 $11,895 $8.83 $9,913 $7.36 $7,930 $5.88
30,000 $13,219 $6.59 $11,016 $5.49 $8,813 $4.39
60,000 $15,196 $0.99 $12,663 $0.82 $10,131 $0.66
150,000 $16,084 $1.62 $13,404 $1.35 $10,723 $1.08
300,000 $18,521 $6.17 $15,434 $5.14 $12,348 $4.12
R-2 Residential—Apartment Building 800 $8,331 $32.54 $6,942 $27.12 $5,554 $21.69
4,000 $9,372 $26.05 $7,810 $21.71 $6,248 $17.37
8,000 $10,414 $19.51 $8,678 $16.26 $6,943 $13.01
16,000 $11,975 $2.91 $9,979 $2.42 $7,983 $1.94
40,000 $12,672 $4.75 $10,560 $3.96 $8,448 $3.17
80,000 $14,572 $18.21 $12,143 $15.18 $9,714 $12.14
R-2 Residential—Apartment Building - 800 $6,664 $26.03 $5,554 $21.69 $4,443 $17.35
Repeat Unit 4,000 $7,497 $20.84 $6,248 $17.37 $4,998 $13.89
8,000 $8,331 $15.61 $6,943 $13.01 $5,554 $10.41
16,000 $9,580 $2.33 $7,983 $1.94 $6,387 $1.55
40,000 $10,138 $3.80 $8,448 $3.17 $6,759 $2.53
80,000 $11,657 $14.57 $9,714 $12.14 $7,771 $9.71
155
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
R-3 Dwellings—Custom Homes, Models,499
First Master Plan 1,000 $6,408 $53.39 $5,340 $44.49 $4,272 $35.59
2,500 $7,209 $53.40 $6,008 $44.50 $4,806 $35.60
4,000 $8,010 $60.09 $6,675 $50.08 $5,340 $40.06
6,000 $9,212 $26.66 $7,677 $22.22 $6,141 $17.78
8,000 $9,745 $73.44 $8,121 $61.20 $6,497 $48.96
10,000 $11,214 $112.14 $9,345 $93.45 $7,476 $74.76
R-3 Dwellings—Production Phase 1,000 $6,408 $53.39 $5,340 $44.49 $4,272 $35.59
of Master Plan (repeats)2,500 $7,209 $53.40 $6,008 $44.50 $4,806 $35.60
4,000 $8,010 $60.09 $6,675 $50.08 $5,340 $40.06
6,000 $9,212 $26.66 $7,677 $22.22 $6,141 $17.78
8,000 $9,745 $73.44 $8,121 $61.20 $6,497 $48.96
10,000 $11,214 $112.14 $9,345 $93.45 $7,476 $74.76
R-3 Dwellings—Alternate Materials 1,000 $6,408 $53.39 $5,340 $44.49 $4,272 $35.59
2,500 $7,209 $53.40 $6,008 $44.50 $4,806 $35.60
4,000 $8,010 $60.09 $6,675 $50.08 $5,340 $40.06
6,000 $9,212 $26.66 $7,677 $22.22 $6,141 $17.78
8,000 $9,745 $73.44 $8,121 $61.20 $6,497 $48.96
10,000 $11,214 $112.14 $9,345 $93.45 $7,476 $74.76
R-3 Dwellings—Hillside - Custom Homes, 1,000 $6,622 $55.18 $5,518 $45.99 $4,415 $36.79
Models, First Master Plan 2,500 $7,450 $55.17 $6,208 $45.98 $4,966 $36.78
4,000 $8,277 $62.06 $6,898 $51.72 $5,518 $41.38
6,000 $9,518 $27.58 $7,932 $22.99 $6,346 $18.39
8,000 $10,070 $75.87 $8,392 $63.23 $6,713 $50.58
10,000 $11,588 $115.88 $9,656 $96.56 $7,725 $77.25
R-3 Dwellings—Hillside - Production 1,000 $6,622 $55.18 $5,518 $45.99 $4,415 $36.79
Phase of Master Plan (repeats)2,500 $7,450 $55.17 $6,208 $45.98 $4,966 $36.78
4,000 $8,277 $62.06 $6,898 $51.72 $5,518 $41.38
6,000 $9,518 $27.58 $7,932 $22.99 $6,346 $18.39
8,000 $10,070 $75.87 $8,392 $63.23 $6,713 $50.58
10,000 $11,588 $115.88 $9,656 $96.56 $7,725 $77.25
R-3 Dwellings—Hillside - Alternate 1,000 $6,622 $55.18 $5,518 $45.99 $4,415 $36.79
Materials 2,500 $7,450 $55.17 $6,208 $45.98 $4,966 $36.78
4,000 $8,277 $62.06 $6,898 $51.72 $5,518 $41.38
6,000 $9,518 $27.58 $7,932 $22.99 $6,346 $18.39
8,000 $10,070 $75.87 $8,392 $63.23 $6,713 $50.58
10,000 $11,588 $115.88 $9,656 $96.56 $7,725 $77.25
R-3.1 Group Care 1,000 $8,544 $26.71 $7,120 $22.26 $5,696 $17.81
5,000 $9,613 $21.34 $8,011 $17.78 $6,408 $14.22
10,000 $10,680 $16.03 $8,900 $13.36 $7,120 $10.69
20,000 $12,283 $2.38 $10,235 $1.99 $8,188 $1.59
50,000 $12,997 $3.90 $10,831 $3.25 $8,665 $2.60
100,000 $14,947 $14.95 $12,456 $12.46 $9,965 $9.96
R-4 Group Care 100 $5,340 $166.88 $4,450 $139.07 $3,560 $111.25
500 $6,008 $133.51 $5,006 $111.26 $4,005 $89.01
1,000 $6,675 $100.12 $5,563 $83.43 $4,450 $66.74
2,000 $7,676 $14.84 $6,397 $12.37 $5,118 $9.89
5,000 $8,122 $24.48 $6,768 $20.40 $5,414 $16.32
10,000 $9,345 $93.45 $7,788 $77.88 $6,230 $62.30
SEE MISCELLANEOUS FEE SCHEDULE
156
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
R R Occupancy Tenant Improvements 80 $4,699 $183.57 $3,916 $152.98 $3,133 $122.38
400 $5,287 $146.83 $4,406 $122.36 $3,525 $97.89
800 $5,874 $110.13 $4,895 $91.78 $3,916 $73.42
1,600 $6,755 $16.33 $5,629 $13.61 $4,503 $10.89
4,000 $7,147 $26.93 $5,956 $22.44 $4,765 $17.96
8,000 $8,224 $102.81 $6,854 $85.67 $5,483 $68.54
S-1 Storage—Moderate Hazard 600 $3,384 $45.91 $2,820 $38.26 $2,256 $30.61
3,000 $4,486 $49.85 $3,738 $41.54 $2,991 $33.23
6,000 $5,981 $22.28 $4,985 $18.57 $3,988 $14.86
12,000 $7,318 $6.57 $6,099 $5.47 $4,879 $4.38
30,000 $8,500 $11.00 $7,084 $9.17 $5,667 $7.34
60,000 $11,802 $19.67 $9,835 $16.39 $7,868 $13.11
S-2 Storage—Low Hazard 10,000 $9,744 $7.93 $8,120 $6.61 $6,496 $5.29
50,000 $12,916 $8.61 $10,763 $7.18 $8,611 $5.74
100,000 $17,222 $3.86 $14,351 $3.22 $11,481 $2.58
200,000 $21,085 $1.13 $17,571 $0.94 $14,056 $0.75
500,000 $24,460 $1.90 $20,384 $1.58 $16,307 $1.26
1,000,000 $33,938 $3.39 $28,281 $2.83 $22,625 $2.26
S S Occupancy Tenant Improvements 600 $4,003 $54.31 $3,336 $45.26 $2,669 $36.21
3,000 $5,307 $58.98 $4,422 $49.15 $3,538 $39.32
6,000 $7,076 $26.37 $5,897 $21.98 $4,717 $17.58
12,000 $8,658 $7.77 $7,215 $6.47 $5,772 $5.18
30,000 $10,057 $13.02 $8,381 $10.85 $6,704 $8.68
60,000 $13,961 $23.27 $11,634 $19.39 $9,308 $15.51
U Accessory—Private Garage / 999
Agricultural Building 2,000 $5,122 $99.61 $4,269 $83.01 $3,415 $66.41
4,000 $7,115 $177.87 $5,929 $148.22 $4,743 $118.58
Deferred Submittal - All Except R-3 1,000 $4,306 $35.04 $3,588 $29.20 $2,870 $23.36
5,000 $5,707 $38.04 $4,756 $31.70 $3,805 $25.36
10,000 $7,609 $17.02 $6,341 $14.19 $5,073 $11.35
20,000 $9,311 $5.01 $7,759 $4.17 $6,207 $3.34
50,000 $10,813 $8.41 $9,011 $7.01 $7,209 $5.61
100,000 $15,019 $15.02 $12,516 $12.52 $10,013 $10.01
Deferred Submittal - R-3 1,000 $4,532 $98.37 $3,777 $81.98 $3,021 $65.58
2,500 $6,008 $133.49 $5,006 $111.24 $4,005 $88.99
4,000 $8,010 $89.61 $6,675 $74.67 $5,340 $59.74
6,000 $9,802 $79.03 $8,169 $65.86 $6,535 $52.69
8,000 $11,383 $221.35 $9,486 $184.46 $7,589 $147.57
10,000 $15,810 $158.10 $13,175 $131.75 $10,540 $105.40
Standard Comm. Foundation 500 $5,554 $34.70 $4,628 $28.92 $3,703 $23.13
w/o Podium 2,500 $6,248 $27.76 $5,206 $23.14 $4,165 $18.51
5,000 $6,942 $20.85 $5,785 $17.37 $4,628 $13.90
10,000 $7,984 $3.09 $6,654 $2.58 $5,323 $2.06
25,000 $8,448 $5.09 $7,040 $4.24 $5,632 $3.39
50,000 $9,721 $19.44 $8,101 $16.20 $6,481 $12.96
SEE MISCELLANEOUS FEE SCHEDULE
157
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
Standard Comm. Foundation 3,000 $5,016 $13.60 $4,180 $11.34 $3,344 $9.07
with Podium 15,000 $6,648 $14.77 $5,540 $12.31 $4,432 $9.85
30,000 $8,864 $6.61 $7,387 $5.51 $5,909 $4.41
60,000 $10,848 $1.95 $9,040 $1.63 $7,232 $1.30
150,000 $12,607 $3.26 $10,506 $2.72 $8,405 $2.18
300,000 $17,503 $5.83 $14,586 $4.86 $11,669 $3.89
New Type 3 1,000 $680 $5.52 $567 $4.60 $453 $3.68
5,000 $901 $6.03 $751 $5.02 $601 $4.02
10,000 $1,202 $2.67 $1,002 $2.23 $802 $1.78
20,000 $1,469 $0.79 $1,225 $0.66 $980 $0.53
50,000 $1,706 $1.32 $1,422 $1.10 $1,137 $0.88
100,000 $2,365 $2.36 $1,971 $1.97 $1,577 $1.58
New Type 4 1,000 $453 $3.68 $378 $3.07 $302 $2.46
5,000 $601 $4.02 $500 $3.35 $400 $2.68
10,000 $802 $1.78 $668 $1.48 $534 $1.19
20,000 $980 $0.53 $816 $0.44 $653 $0.35
50,000 $1,137 $0.88 $948 $0.73 $758 $0.59
100,000 $1,577 $1.58 $1,314 $1.31 $1,051 $1.05
New Type 5 1,000 $544 $4.42 $453 $3.68 $363 $2.95
5,000 $721 $4.82 $601 $4.02 $480 $3.22
10,000 $962 $2.14 $802 $1.78 $641 $1.42
20,000 $1,176 $0.63 $980 $0.53 $784 $0.42
50,000 $1,365 $1.05 $1,137 $0.88 $910 $0.70
100,000 $1,892 $1.89 $1,577 $1.58 $1,261 $1.26
New Type 6 1,000 $680 $5.52 $567 $4.60 $453 $3.68
5,000 $901 $6.03 $751 $5.02 $601 $4.02
10,000 $1,202 $2.67 $1,002 $2.23 $802 $1.78
20,000 $1,469 $0.79 $1,225 $0.66 $980 $0.53
50,000 $1,706 $1.32 $1,422 $1.10 $1,137 $0.88
100,000 $2,365 $2.36 $1,971 $1.97 $1,577 $1.58
New Type 7 1,000 $453 $3.68 $378 $3.07 $302 $2.46
5,000 $601 $4.02 $500 $3.35 $400 $2.68
10,000 $802 $1.78 $668 $1.48 $534 $1.19
20,000 $980 $0.53 $816 $0.44 $653 $0.35
50,000 $1,137 $0.88 $948 $0.73 $758 $0.59
100,000 $1,577 $1.58 $1,314 $1.31 $1,051 $1.05
New Type 8 1,000 $544 $4.42 $453 $3.68 $363 $2.95
5,000 $721 $4.82 $601 $4.02 $480 $3.22
10,000 $962 $2.14 $802 $1.78 $641 $1.42
20,000 $1,176 $0.63 $980 $0.53 $784 $0.42
50,000 $1,365 $1.05 $1,137 $0.88 $910 $0.70
100,000 $1,892 $1.89 $1,577 $1.58 $1,261 $1.26
New Type 9 1,000 $680 $5.52 $567 $4.60 $453 $3.68
5,000 $901 $6.03 $751 $5.02 $601 $4.02
10,000 $1,202 $2.67 $1,002 $2.23 $802 $1.78
20,000 $1,469 $0.79 $1,225 $0.66 $980 $0.53
50,000 $1,706 $1.32 $1,422 $1.10 $1,137 $0.88
100,000 $2,365 $2.36 $1,971 $1.97 $1,577 $1.58
158
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
Base Cost @
Threshold Size
Cost for Each
Additional 100 sf
*
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
SCHEDULE D - TABLE 2 INSPECTION FEES ONLY
New Type 1 1,000 $453 $3.68 $378 $3.07 $302 $2.46
5,000 $601 $4.02 $500 $3.35 $400 $2.68
10,000 $802 $1.78 $668 $1.48 $534 $1.19
20,000 $980 $0.53 $816 $0.44 $653 $0.35
50,000 $1,137 $0.88 $948 $0.73 $758 $0.59
100,000 $1,577 $1.58 $1,314 $1.31 $1,051 $1.05
New Type 11 1,000 $544 $4.42 $453 $3.68 $363 $2.95
5,000 $721 $4.82 $601 $4.02 $480 $3.22
10,000 $962 $2.14 $802 $1.78 $641 $1.42
20,000 $1,176 $0.63 $980 $0.53 $784 $0.42
50,000 $1,365 $1.05 $1,137 $0.88 $910 $0.70
100,000 $1,892 $1.89 $1,577 $1.58 $1,261 $1.26
SHELL BUILDINGS
All Shell Buildings 500 $3,021 $49.18 $2,518 $40.98 $2,014 $32.79
2,500 $4,005 $53.42 $3,338 $44.52 $2,670 $35.61
5,000 $5,340 $23.89 $4,450 $19.91 $3,560 $15.92
10,000 $6,535 $7.03 $5,446 $5.86 $4,357 $4.69
25,000 $7,589 $11.81 $6,324 $9.84 $5,059 $7.88
50,000 $10,542 $21.08 $8,785 $17.57 $7,028 $14.06
*Each additional 100 square feet, or portion thereof, up to the next highest project size threshold.
159
FY2019-20
FEE DESCRIPTION UNIT Fee
STAND ALONE M/E/P PERMIT FEES
Travel and Documentation each $60
Permit Issuance each $45
MECHANICAL PERMIT FEE $59
Stand Alone Mechanical Plan Check (hourly rate)per hour $178
Other Mechanical Inspections (hourly rate)per hour $178
MECHANICAL UNIT FEES:
Install/Relocate forced air or gravity-type furnace or burner (including attached
ducts and vents) up to and including 100,000 Btu/h (each)
up to and including 100,000 Btu/h each $178
over 100,000 Btu/h each $178
Install/Relocate floor furnace, including vent (each)each $89
Install or relocate suspended heater, recessed wall heater, or floor-mounted unit
Residential each $89
Commercial each $178
Install, relocate or replace appliance vent installed and not included in an
Residential each $89
Commercial each $178
Repair/Alter/Add heating appliance, refrigeration unit, cooling unit, absorption
unit, or each heating, cooling, absorption, or evaporative cooling system, including
installation of controls
Residential each $89
Commercial each $178
Install or relocate boiler or compressor
up to and including 3HP, or absorption system up to and including 100,000 Btu/h each $178
over 3HP and up to and including 15 HP, or absorption system over 100,000 Btu/h
and up to and including 500,000 Btu/h
each
$178
over 15 HP and up to and including 30 HP, or absorption system over 500,000
Btu/h and up to and including 1,000,000 Btu/h
each
$223
over 30 HP and up to and including 50 HP, or absorption system over 1,000,000
Btu/h and up to and including 1,750,000 Btu/h
each
$223
over 50 HP, or absorption system over 1,750,000 Btu/h each $267
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
160
FY2019-20
FEE DESCRIPTION UNIT Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
Air-handling unit, including attached ducts. (Note: this fee shall not apply to an air-
handling unit that is a portion of a factory-assembled appliance, cooling unit,
evaporative cooler, or absorption unit for which a permit is required elsewhere)
Residential each $89
Commercial each $267
Air-handling unit over 10,000 CFM each $178
Ventilation fan connected to a single duct each $89
Ventilation system that is not a portion of any heating or air-conditioning system
authorized by a permit each $133
Hood installation that is served by mechanical exhaust, including the ducts for
such hood
Residential each $89
Commercial each $267
Appliance or piece of equipment not classed in other appliance categories, or for
which no other fee is listed each $133
$60
Electrical Plan Check per hour $178
Electrical Inspections per hour $178
ELECTRICAL UNIT FEES:
Residential Whole-House Rewire (up to 2500 sq ft)each $356
Each Additional 1000 sq ft each 1,000 sf $178
Receptacle, switch, lighting, or other outlets at which current is used or controlled,
except services, feeders, and meters
First 20 first 20 $60
Each Additional each $5
Lighting fixtures, sockets, or other lamp-holding devices
First 20 first 20 $89
Each Additional each $7
Pole or platform-mounted lighting fixtures each $20
Theatrical-type lighting fixtures or assemblies each $18
ELECTRICAL PERMIT FEE
161
FY2019-20
FEE DESCRIPTION UNIT Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
Appliances
Fixed residential appliances or receptacle outlets for same, including wall-
mounted electric ovens; counter mounted cooking tops; electric ranges; self-
contained room console or through-wall air conditioners; space heaters; food
waste grinders; dishwashers; washing machines; water heaters; clothes dryers; or
other motor-operated appliances not exceeding one horsepower (HP) in rating each $30
Residential appliances and self-contained factory-wired, nonresidential
appliances not exceeding one horsepower (HP), kilowatt (kW), or kilovolt-
ampere (kVA) in rating, including medical and dental devices; food, beverage,
and ice cream cabinets; illuminated show cases; drinking fountains; vending
machines; laundry machines; or other similar types of equipment each $60
Power Apparatus
Motors, generators, transformers, rectifiers, synchronous converters, capacitors,
industrial heating, air conditioners and heat pumps, cooking or baking
equipment, and other apparatus. Rating in horsepower (HP), kilowatts (kW), or
kilovolt-amperes (kVA), or kilovolt-amperes-reactive (kVAR)each $178
Busways
Trolley and plug-in-type busways each 100 lf $89
Signs, Outline Lighting, and Marquees
Supplied from one branch circuit each $60
Additional branch circuits within the same sign, outline lighting system, or
marquee each $30
Services (including Temporary Power)
600 volts or less, up to 200 amperes in rating each $60
600 volts or less, 201 to 1000 amperes in rating each $89
Over 600 volts or over 1000 amperes in rating each $178
Electrical apparatus, conduits, and conductors for which a permit is required, but
for which no fee is herein set forth each $178
162
FY2019-20
FEE DESCRIPTION UNIT Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 3 Mechanical, Electrical & Plumbing Fees
PLUMBING/GAS PERMIT FEES $60
Stand Alone Plumbing Plan Check per hour $178
Other Plumbing and Gas Inspections per hour $178
PLUMBING/GAS UNIT FEES:
Residential Whole-House Re-Plumbing (up to 2500 sq ft)each $356
Each Additional 1000 sq ft each 1,000 sf $178
Plumbing fixture or trap or set of fixtures on one trap, including water, drainage
piping, and backflow protection each $12
Building or trailer park sewer
Residential each $45
Commercial each $89
Rainwater system inside building per drain $12
Private sewage disposal system each $178
Water Heater (Gas or Solar) and/or Vent
Residential each $45
Commercial each $133
Industrial waste pretreatment interceptor, including its trap and vent, excepting
kitchen-type grease interceptors functioning as fixture traps each $133
Install, alter or repair water piping and/or water treating equipment each $60
Repair/Alter drainage or vent piping each fixture $60
Lawn sprinkler system on any one meter, including backflow protection devices each $89
Backflow devices not included in other fee services (e.g., building/trailer park each $89
Atmospheric-type vacuum breakers not included in other fee services (e.g.,
building/trailer park sewer)each 5 $89
Gas piping system per outlet each 4 $89
Water Service each $45
Re-pipe
Residential per fixture $18
Commercial per fixture $11
163
Work Item Unit FY 2019-20 Fee
Standard Hourly Rate - Building per hour $178
Accessibility Hardship Exemption 1 hour $178
Acoustical Review
Single Family Home/Duplex—New each $445
Single Family Home/Duplex—Addition/Alteration each $267
Multi-Family/Commercial each $445
Additions (Non Hillside R3 Occupancy) - Plan Check Fees
Plan Check Fees up to 250 sf $357
Plan Check Fees 251-499 sf $711
Additions (Non Hillside R3 Occupancy) - Inspection Fees
Inspection Fees up to 250 sf $889
Inspection Fees 251-499 sf $1,067
Accessory Dwelling Unit (Non Hillside ADU) - Plan Check Fees
Plan Check Fees up to 500 sf $711
Plan Check Fees 500-1000 sf $1,421
Accessory Dwelling Unit (Non Hillside ADU) - Inspection Fees
Inspection Fees up to 500 sf $1,067
Inspection Fees 500-1000 sf $1,775
Address Assignment per hour $178
Clerical Fee 1/2 hour $89
Alternate Materials and Methods of Construction 1 hour $178
Antenna—Telecom Facility
Radio each $445
Cellular/Mobile Phone, free-standing each $979
Cellular/Mobile Phone, attached to building each $801
Arbor/Trellis each $357
Awning/Canopy (supported by building)each $357
Balcony Addition each $801
Carport each $622
Certifications
Field Evaluation Certification each $357
Special Inspector Qualifications (initial review)each $357
Special Inspector Qualifications (renewal / update)each $178
Special Inspector Certification Application each $6,051
Materials Testing Lab Certification each $3,738
Chimney (new)each $534
Chimney Repair each $357
Close Existing Openings
Interior wall each $356
Exterior wall each $534
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
164
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Commercial Coach (per unit)each $801
Covered Porch each $622
Deck (wood)each $622
Deck Railing each $357
Deferred Submittal (2 hour minimum)per hour 178 based on work item
Demolition
Multi-Family and Commercial (up to 3,000 sf)each $445
Multi-Family and Commercial (each additional 3,000 sf)each 3,000 sf $178
Residential (R-3 Occ) (up to 3,000 sf)each $357
Residential (R-3 Occ) (each additional 3,000 sf)each 3,000 sf $178
Swimming Pool Residential each $357
Swimming Pool Multi-Family and Commercial (up to 3,000 sf)each $534
Swimming Pool Multi-Family and Commercial (each additional 3,000 sf)each 3,000 sf $178
Disabled Access Compliance Inspection per hour $178
Door
New door (non structural)each $267
New door (structural shear wall/masonry)each $357
Duplicate / Replacement Job Card each $89
Electric Vehicle Charging Station each $178
Extensions
Plan Check Applications (within 180 days of Submittal)1 hour $178
Permits (within 180 days of Issuance)
Start construction, without plans 1/2 hour $89
Resume or complete construction, without plans 1/2 hour $89
Start construction, with plans 1 hour $178
Resume or complete construction, with plans 2 hours $356
Fence
Non-masonry, over 7 feet in height up to 100 l.f.$357
Non-masonry, each additional 100 l.f.each 100 l.f.$89
Masonry, over 7 feet in height up to 100 l.f.$622
Masonry, each additional 100 l.f.each 100 l.f.$357
Fireplace
Masonry each $622
Pre-Fabricated/Metal each $357
Flag pole (over 20 feet in height)each $357
Foundation Repair each $801
Garage / Agricultural Buildings
Wood frame up to 1,000 sf each $1,156
Masonry up to 1,000 sf each $1,513
165
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Green Building Deposit - Third Party Certification Process
Single-Family Residential sf $2/sf, $1,000 max.
$2/sf, $20,000 min;
$40,000 max.
$2/sf, $35,000 min;
$75,000 max.
Inspections
Pre-Inspection Fee per hour $178
Standard Inspection Hourly Rate per hour $178
Progress Inspection per hour $178
Partial Inspection per hour $178
Courtesy Inspection - 2 hour minimum per hour $178/hr, $356 or 2 hr min.
Cancelled inspection w/out advance notice 1 hour $178
Reinspection 1 hour $178
Outside of normal business hours (2 hour minimum)per hour $178/hr, $356 or 2 hr min.
Inspection Supplemental Fee (Projects that require more inspections than average,
the Building Official may charge additional inspection fees)
First 1/2 hour minimum first 1/2 hour $89
Each Additional hour per hour $178
Life Safety Report each $1,067
Lighting pole each $445
each additional pole each $178
Modular Structures each $801
Modification of Technical Code 1 hour $178
Occupancy
Certificate of Occupancy/Completion each $357
Temporary Occupancy Permit per six months $357
Partition—Commercial, Interior (up to 30 l.f.)up to 30 l.f.$534
Additional partition each 30 l.f.$178
Partition—Residential, Interior (up to 30 l.f.)up to 30 l.f.$357
Additional partition each 30 l.f.$89
Patio Cover / Gazebo
Wood frame up to 300 sf $428
Metal frame up to 300 sf $428
Other frame up to 300 sf $598
Additional patio each 300 sf $257
Enclosed prefabricated Sun Room up to 300 sf $598
Additional Sun Rooms each 300 sf $342
Non-Residential sf
Multi-Family Residential sf
166
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Photovoltaic System
Residential each $313
Multi-Family Res/Commercial, up to 8 kilowatts up to 8 kW $445
Multi-Family Res/Commercial, each additional 1 kilowatt each 1 kW $45
Pile Foundation
Cast in Place Concrete (first 10 piles)up to 10 $801
Additional Piles (increments of 10)each 10 $534
Driven (steel, pre-stressed concrete)up to 10 $801
Additional Piles (increments of 10)each 10 $534
Product Review per hour $178
Plan Review
Standard Plan Review Hourly Rate per hour $178
Expedite Plan Review each 1.5 x PC Fee
Overtime Plan Review (2 hour minimum) per hour $178/hr, $356 or 2 hr min.
Pre-Submittal Plan Review (2 hour minimum)per hour $178/hr, $356 or 2 hr min.
Plan Review Supplemental Fee (after 2nd review)
First 1/2 hour minimum first 1/2 hour $89
Each Additional hour per hour $178
Remodel—Residential
Kitchen up to 300 sf $711
Bath up to 300 sf $711
Other Remodel up to 300 sf $534
Additional remodel each 300 sf $267
Other Remodel 1000 sf $1,690
Additional remodel each 300 sf $267
Other Remodel 2500 sf +$2,224
Additional remodel each 300 sf $267
Re-roof
Residential (maximum $500 per building)each 100 sf $20
Multi-Family Dwelling (maximum $500 per building)each 100 sf $20
Commercial
Commercial (first 5,000 sf)each $445
Commercial (each additional 2,500 sf)each 2,500 sf $178
Retaining Wall (concrete or masonry)
Standard (up to 50 l.f.)up to 50 l.f.$801
Additional retaining wall each 50 l.f.$534
Special Design, 3-10' high (up to 50 l.f.)up to 50 l.f.$1,156
Additional retaining wall each 50 l.f.$711
Special Design, over 10' high (up to 50 l.f.)up to 50 l.f.$1,334
Additional retaining wall each 50 l.f.$889
Gravity/Crib Wall, 0-10' high (up to 50 l.f.)up to 50 l.f.$1,156
Additional Gravity/Crib Wall each 50 l.f.$711
Gravity/Crib Wall, over 10' high (up to 50 l.f.)up to 50 l.f.$1,334
Additional Gravity/Crib Wall each 50 l.f.$889
167
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Revisions
Commercial (New and Tenant Improvement)each $801
Single Family Dwelling (New and Additions)each $445
Remodel each $357
Sauna—steam each $622
Siding
Stone and Brick Veneer (interior or exterior)up to 400 sf $445
All Other up to 400 sf $357
Additional siding each 400 sf $89
Signs
Directional each $357
Each additional Directional Sign each $178
Ground/Roof/Projecting Signs each $357
Master Plan Sign Check each $357
Rework of any existing Ground Sign each $357
Other Sign each $357
Reinspection Fee each $89
Wall/Awning Sign, Non-Electric each $267
Wall/Awning Sign, Electric each $267
Shed over 120 square feet each $801
Skylight
50 sf or less (cumulative area)each $445
Greater than 50 sf or structural each $622
Solar Water Heating each $178
Stairs—First Flight first flight $357
Each additional flight per flight $178
Storage Racks
0-8' high (up to 100 l.f.) first 100 l.f.$445
each additional 100 l.f.each 100 l.f.$89
over 8' high (up to 100 l.f.) first 100 l.f.$445
each additional 100 l.f.each 100 l.f.$89
Stucco Applications up to 400 sf $357
Additional Stucco Application each 400 sf $89
168
Work Item Unit FY 2019-20 Fee
CITY OF CUPERTINO, CA
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule D - Table 4 Miscellaneous Items
Swimming Pool/Spa
Vinyl-lined (up to 800 sf)each $801
Fiberglass each $801
Gunite (up to 800 sf)each $1,156
Additional pool (over 800 sf)each 100 sf $267
Commercial pool (up to 800 sf)each $1,957
Additional pool (over 800 sf)each 100 sf $534
Spa or Hot Tub (Pre-fabricated)each $357
Temporary Structures each $534
Tenant Improvement Preparation each $357
Window or Sliding Glass Door
Replacement (first 8 windows)first 8 $267
Replacement (each additional 8 windows)each 8 $89
New Window (non structural)each $223
New window (structural shear wall/masonry)each $312
Bay Window (structural) each $312
Refunds - Plan Check Fees
1st review not started (within 3 Business of Submittal)100% of Plan Review Fees
Plan review more than 3 Business Days after the Date of Submittal No refund
Refunds - Building Permit Fees
No inspections and permit is active (not expired)80% of permit fees
No inspections and permit is expired No refund
Inspections were provided No refund
Work without permit - based on current permit and plan check fees Double fees
NOTE:
Fee Adjustments: In instances where the strict application of fees from this schedule would constitute a substantial inequity to an
applicant or to the City, the Chief Building Official shall be authorized to adjust such fees on a case-by-case basis. Any such
adjustments shall be recorded in writing and entered into the appropriate files.
Fees identified in this Table consist of 50% Plan Review Fee and 50% Inspection Fee
169
Recreation classes and excursion fees shall be determined as follows:
Classes
1. Determine the maximum hourly rate paid to instructor.
2. Multiply the instructor's hourly rate by the number of class meetings.
3. Determine the minimum number of participants and divide into the instructor's cost.
4. Add indirect overhead percent - 32%.
5. Add 20% to establish non-resident fee.
6. Add cost for specialized equipment or supplies.
Special Conditions: For classes taught by contract instructors, the indirect overhead is only added to the City's percentage.
Excursions
1. Transportation cost divided by the number of participants plus overhead transfer.
2. Add 20% to establish non-resident fee.
3. Add any admission cost, supplies or leadership cost.
Additional factors that may be used to determine the class or excursion user fee:
The total number of participants in a given activity may generate additional revenue whereby the total program cost
may be reduced.
Classes that traditionally have waiting lists may have the user fee increased.
Programs in competition with adjacent cities or the private sector may require fees to be increased or decreased to
remain competitive.
Facility Use Fee Schedule (Staff Use Only)
CLASSIFICATIONS:
show proof of 95014 residency.
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Group 1: Cupertino-serving non-profits with 1/3 resident membership/participation, a Cupertino business address, or
demonstrated service to Cupertino; government organizations; sponsored clubs; functions held by non-profits
Group 2: Non-resident non-profit recreation, education or community service organizations for functions not open to the
Group 3: Cupertino Residents - Private, special interest or business groups for functions not open to the public. These
Group 4: Non-Residents - Private, special interest or business groups for functions not open to the public. These
that are free and open to the Cupertino public. These organizations must show an official structure and status.
public. These organizations must show official structure and status.
functions would include parties, banquets, receptions, industrial conferences, seminars, trade shows, etc. Must
functions would include parties, banquets, receptions, industrial conferences, seminars, trade shows, etc.
170
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOURS
Cupertino Room Mon-Fri up to 5:00pm Overtime Charges*Fri 5:00pm-Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45 $80 $120
Non-Profit (Group 2)$48 $72 $128 $192
Resident (Group 3)$168 $252 $280 $420
Non-Resident (Group 4)$224 $336 $368 $552
Social Room
Cupertino Non-Profit (Group 1)$20 $30 $60 $90
Non-Profit (Group 2)$32 $48 $96 $144
Resident (Group 3)$72 $108 $120 $180
Non-Resident (Group 4)$90 $135 $150 $225
Conference Room
Cupertino Non-Profit (Group 1)$10 $15 $25 $38
Non-Profit (Group 2)$16 $24 $40 $60
Resident (Group 3)$31 $47 $52 $78
Non-Resident (Group 4)$39 $59 $65 $98
Security Staff
Security staff is required when alcohol is served at any City facility. $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department Director
may also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The security
deposit will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
Cupertino Room $500
Social Room $300
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's Facility Use
Insurance Requirement Policy.
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
Quinlan Community Center
171
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOUR
Mon-Fri Up to 5:00pm Overtime Charges*Fri 5:00pm to Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45 $80 $120
Non-Profit (Group 2)$48 $72 $128 $192
Resident (Group 3)$120 $180 $200 $300
Non-Resident (Group 4)$200 $300 $300 $450
Security Staff
Security staff is required when alcohol is served at any City facility. $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department Director may
also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The security deposit
will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
Community Hall $500
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's Facility Use
Insurance Requirement Policy.
Cupertino Library: Will be approved for a select number of uses of Community Hall without fee, based on approval from the
Recreation & Community Services Department Director. The Library is exempt from the provision of deposits relating to the
use of Community Hall.
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
Community Hall
172
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOUR
WILSON PARK BUILDING/CREEKSIDE/MONTA VISTA- Multi-Purpose Room
Mon-Fri Up to 5:00pm Overtime Charges*Fri 5:00pm to Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$24 $36 $39 $59
Non-Profit (Group 2)$30 $45 $48 $72
Resident (Group 3)$48 $72 $80 $120
Non-Resident (Group 4)$60 $90 $100 $150
Resident Non-Resident
Bounce House (Memorial & Creekside Park Only)$25 $25
Security Staff
Security staff is required when alcohol is served at any City facility. $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A $100 security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department
Director may also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The
security deposit will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
Creekside Park building security deposit $100. If alcohol is served security deposit is $250.
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's Facility Use
Insurance Requirement Policy.
Wilson Park Building rental would not include access to ceramic wheels, kiln, or specialized art equipment.
Monta Vista Recreation Center/Creekside Park Building/Wilson Park Building
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
173
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Resident Non-Resident
Annual Membership $23 $28
Volunteer Membership*$18 $23
Day Pass Fee $5 $5
Class Pass $10 $10
Day Trip Pass $20 $20
ROOM RENTAL SCHEDULE PER HOUR
Reception Hall Mon-Fri Up to 5:00pm Overtime Charges*Fri 5:00pm to Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45 $80 $120
Non-Profit (Group 2)$48 $72 $128 $192
Resident (Group 3)$144 $216 $240 $360
Non-Resident (Group 4)$180 $270 $300 $450
Bay Room/ Arts and Craft
Cupertino Non-Profit (Group 1)$22 $33 $36 $54
Non-Profit (Group 2)$27 $41 $45 $68
Resident (Group 3)$43 $65 $72 $108
Non-Resident (Group 4)$54 $81 $90 $135
Classroom
Cupertino Non-Profit (Group 1)$20 $30 $32 $48
Non-Profit (Group 2)$24 $36 $40 $60
Resident (Group 3)$38 $57 $64 $96
Non-Resident (Group 4)$48 $72 $80 $120
Conference Room
Cupertino Non-Profit (Group 1)$10 $15 $25 $38
Non-Profit (Group 2)$16 $24 $40 $60
Resident (Group 3)$31 $47 $52 $78
Non-Resident (Group 4)$39 $59 $65 $98
Security Staff
Security staff is required when alcohol is served at any City facility. $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department Director
may also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The security deposit
will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
*Members who have volunteered 20+ hours in the previous calendar year qualify for this rate.
Senior Center
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
174
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Reception Hall $500
All Other Rooms $300
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's
Facility Use Insurance Requirement Policy.
Senior Center
175
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Type Resident Non-Resident
Day Passes
Single Day Pass $10 $13
Day Pass 5 Pack $45 $59
Day Pass 10 Pack $90 $117
Drop-In Fitness $10 $10
Drop-In Fitness 5 Pack $45 $45
Drop-In Fitness 10 Pack $90 $90
Drop-In Sports $7 $7
Drop-In Sports 5 Pack $32 $32
Drop-In Sports 10 Pack $63 $63
Body Fat Testing $25 $25
Friday Night Social Members $3 $3
Friday Night Social Non-Member $8 $8
Monthly Passes
One Month Single $65 $75
One Month Couple $85 $100
One Month Family $105 $125
One Month Senior $50 $60
One Month Students $30 $30
Annual Passes
One Year Single $440 $475
One Year Couple $825 $900
One Year Family $920 $1,000
One Year Senior $395 $425
One Year Corp. Single $350 $350
One Year Corp. Family $850 $850
One Year Tennis Only $420 $440
Family membership includes up to 2 adults and 2 children under 18, each additional child is $100/year or $8/month.
ROOM RENTAL SCHEDULE PER HOUR
Conference Room Current
Cupertino Non-Profit (Group 1)$10
Non-Profit (Group 2)$16
Resident (Group 3)$31
Non-Resident (Group 4)$39
Multi-Purpose Room/Sports Court Current
Resident $60
Non-Resident $72
Sports Center/Child Care/Teen Center
176
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
1. The Cupertino Tennis Club will be charged $12.00/hour during primetime and $8.00/hour per court during
non-primetime for all C.T.C. sponsored activities other than U.S.T.A. leagues and practices.
2. All competitors in C.T.C./U.S.T.A. leagues participating at the Sports Center must purchase an annual pass.
3. Specials will be offered on an on-going basis.
Childcare Fees
One visit $7
Ten visits $63
Teen Center
Rental Rate (per 3 hours minimum)$210
Deposit $750
Overtime Rate: $100.00 first hour; $50.00 each half hour after.
Extra Fees: $35 each half hour (30 min); $70 each hour (1 hr)
Teen Resident Teen Non-Resident
Daily Rate No Cost $5
10 Day Pass No Cost $40
ADDITIONAL CONDITIONS
Sports Center/Child Care/Teen Center
177
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Memorial Softball Field
Cupertino residents/Resident business only $35/2 hrs
Non-Residents/Non-Resident business $50/2 hrs
Field can be reserved for a maximum of 4 hours. THERE IS NO FEE FOR
CURRENT SOFTBALL TEAMS PLAYING IN CUPERTINO LEAGUES
Field preparation (includes dragging, watering, chalking, and bases)$37
Field Attendant (2 hour minimum). Field Attendant is required any time lights or field $14/hr
preparation is requested.
Lights $10/hr
Memorial Park Amphitheater
Residents/Cupertino Non-Profit $55/2 hours
Non-resident/Non-Profit $75/2 hours
Memorial Park Gazebo
Residents/Cupertino Non-Profit $55/2 hours
Non-resident/Non-Profit $75/2 hours
Picnic Areas (Daily Rate)Resident Non-Resident
Memorial (113 capacity)$113 $154
Linda Vista (136 capacity)$136 $186
Portal (80 capacity)$80 $109
Electricity at Memorial or Linda Vista Park $25 $25
Bounce House (Memorial Park Only)$25 $25
Sports Field Fees (Per Athletic Field Use Policy)
Cupertino resident, youth, volunteer non-profit organization (*)
Resident/player/season $11
Non-resident/player/season $22
Cupertino resident, youth, commercial non-profit organization (*)
Resident/player/season $11
Non-resident/player/season $66
Cupertino resident, adult, volunteer non-profit organization
2-hour minimum/hour/field $50
Deposit $600
Cupertino resident, adult, commercial non-profit organization
2-hour minimum/hour/field $50
Base fee/site/seasonal use period $600
Deposit $600
Non-resident, youth, non-profit volunteer organization (*)
Resident/player/season $11
Non-resident/player/season $66
Outdoor Facilities
178
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Non-resident, youth, commercial non-profit organization (*)
Resident/player/season $11
Non-resident/player/season $88
Non-resident, adult, non-profit volunteer organization
2-hour minimum/hour/field $50
Base fee/site/seasonal use period $600
Deposit $600
Non-resident, adult, commercial non-profit organization
2-hour minimum/hour/field $100
Base fee/site/seasonal use period $600
Deposit $600
For-profit youth sports events
2-hour minimum/hour/field $150
Base fee/site/seasonal use period $600
Deposit $600
For-profit adult sports events
2-hour minimum/hour/field $175
Base fee/site/seasonal use period $600
Deposit $600
* Represents whether an organization's members and board of directors are made up of 51% or more of either
City residents or non-residents. After the category is determined, then the resident or non-resident fees are paid
per the residency of each player.
Outdoor Facilities
179
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Picnic Areas (Daily Rate) *Resident Non-Resident
Area 1 - 250 Person Picnic Area- Blackberry Site $300 $600
Area 2 - 100 Person Picnic Area- Sycamore Site $120 $240
Area 3 - 100 Person Picnic Area- Owl Site $120 $240
Area 4 - 50 Person Picnic Area- Steelhead Site $60 $120
Area 5 - 50 Person Picnic Area- Bobcat Site $60 $120
Area 6 - 25 Person Picnic Area- Acorn Site $30 $60
All Sites- 525 Person Picnic Area $690 $1,380
Pool Pass for Picnic Area Groups $4 $5
Day-Use Pass Only
Weekday Tuesday - Friday $6 $8
Weekend Saturday - Sunday $8 $10
Picnic area fees are due in full at the time of reservation.
* Organizations may rent multiple areas.
Swim Pass Options Resident Non-Resident
10-day Pass $60 $80
Season Swim Pass (May-Sept)
Individual Pass $100 $140
2-Person Pass $160 $200
3-Person Pass $170 $210
4-Person Pass $180 $220
5-Person Pass $190 $230
6-Person Pass*$200 $240
*Each additional person added to a 6-person pass $6 $8
Blackberry Farm
180
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOUR
Contracted Tenants and Partners*No Charge Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45
Non-Profit (Group 2)$48 $72
Resident (Group 3)$55 $83
Non-Resident (Group 4)$88 $132
*Onsite tenants and partnering organizations that have a current lease agreeement with the City of Cupertino.
Security Staff
Security staff is required when alcohol is served at any City facility. $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit of $300 will be due at time of booking for rentals. (except for Contracted Tenants and Partners)
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's
Facility Use Insurance Requirement Policy.
Environmental Education Center
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
181
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Application Fee (per event; non-refundable)$75
Memorial Park - 1/2 park per event day; 500 or fewer attendees $1,000
Memorial Park - full park per event day; 501 or more attendees $2,000
Event Day Staffing - City Staff At Cost
Event Day Staffing - Sheriff's Office At Cost
Memorial Park Special Event Permit for nonprofit/civic organizations only.
Additional permit fees may be charged for park uses, as determined by the Director of Recreation & Community
Services.
Security Deposit
A security deposit of $1,000 is due 30 days prior to event. The security deposit payment is required before a Special
Event Permit will be issued.
Insurance
General Liability Insurance is required as stipulated in the Department's Special Events Permit.
Full Plot $100/year
Half Plot $50/year
Box $25/year
Security Deposit
A security deposit of $50 is required for first year gardeners.
Community Gardens
Park Special Events Permits
182
Weekends Resident Non-Resident
9-Holes $18 $20
Senior $18 $20
Junior $15 $17
Second 9 Holes (all players)$12 $14
Weekdays
9-Holes $16 $18
Senior $15 $17
Junior $15 $17
Second 9 Holes (all players)$11 $14
Adults (17-50)Jr/Sr
Monthly Rate*
Cupertino Residents $165 $150
Non-Residents $195 $180
Annual Rate (Weekdays Only)
Cupertino Residents $1,310 $1,160
Non-Residents $1,610 $1,460
Semi-Annual Rate (Weekdays Only)
Cupertino Residents $710 $630
Non-Residents $870 $790
Super Annual Rate (Good on Weekends & Holidays)
Cupertino Residents $1,650 $1,500
Non-Residents $1,950 $1,800
Super Semi-Annual Rate (Good on Weekends & Holidays)
Cupertino Residents $880 $800
Non-Residents $1,040 $960
All Groups and Tournaments pay the 9-Hole rate (Cupertino residents still applies). Staff is authorized to set
merchandise fees according to current cost.
Blackberry Farm Golf Course
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Daily Green Fee Schedule
183
Blackberry Farm Golf Course
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Power Cart Rental Packs
10 Pack $65 $65
20 Pack $120 $120
30 Pack $165 $165
40 Pack $200 $200
50 Pack $225 $225
Rentals
Power Cart $7 $7
Pull Cart $3 $3
Soccer Balls $3 $3
Clubs - Adult $6 $6
Clubs - Junior $3.50 $3.50
Weekends
Adult $15 $15
Junior $12 $12
Spectator Fee $5 $5
Week days
Adult $15 $15
Junior $12 $12
Spectator Fee $5 $5
Second 9 holes $12 $14
*Specials will be offered on an on-going basis
Daily Foot Golf Fee Schedule
184
Blackberry Farm Golf Course
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Base Rate 15 16 17 18 18 20
Weekday Weekday Weekday Weekday
Savings Senior Adult Senior Adult Weekend Weekend
# of Plays
per
round Res.Res.NR NR Res.NR
10 $1 $140 $150 $160 $170 $170 $190
20 $2 $260 $280 $300 $320 $320 $360
30 $3 $360 $390 $420 $450 $450 $510
40 $4 $440 $480 $520 $560 $560 $640
50 $5 $500 $550 $600 $650 $650 $750
Golf fees may be increased/decreased at the discretion of the City Manager (Resolution No. 04-350)
* Monthly Passes valid 7 days a week and Holidays. Based on 1\10th of the Annual Rate.
Proposed Quick Passes
185
Recreation classes and excursion fees shall be determined as follows:
Classes
1. Determine the maximum hourly rate paid to instructor.
2. Multiply the instructor's hourly rate by the number of class meetings.
3. Determine the minimum number of participants and divide into the instructor's cost.
4. Add indirect overhead percent - 32%.
5. Add 20% to establish non-resident fee.
6. Add cost for specialized equipment or supplies.
Special Conditions: For classes taught by contract instructors, the indirect overhead is only added to the City's percentage.
Excursions
1. Transportation cost divided by the number of participants plus overhead transfer.
2. Add 20% to establish non-resident fee.
3. Add any admission cost, supplies or leadership cost.
Additional factors that may be used to determine the class or excursion user fee:
The total number of participants in a given activity may generate additional revenue whereby the total program cost
may be reduced.
Classes that traditionally have waiting lists may have the user fee increased.
Programs in competition with adjacent cities or the private sector may require fees to be increased or decreased to
remain competitive.
Facility Use Fee Schedule (Staff Use Only)
CLASSIFICATIONS:
show proof of 95014 residency.
demonstrated service to Cupertino; government organizations; sponsored clubs; functions held by non-profits
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Group 1: Cupertino-serving non-profits with 1/3 resident membership/participation, a Cupertino business address, or
that are free and open to the Cupertino public. These organizations must show an official structure and status.
Group 2: Non-resident non-profit recreation, education or community service organizations for functions not open to the
public. These organizations must show official structure and status.
Group 3: Cupertino Residents - Private, special interest or business groups for functions not open to the public. These
functions would include parties, banquets, receptions, industrial conferences, seminars, trade shows, etc. Must
Group 4: Non-Residents - Private, special interest or business groups for functions not open to the public. These
functions would include parties, banquets, receptions, industrial conferences, seminars, trade shows, etc.
186
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOURS
Cupertino Room Mon-Fri up to 5:00pm Overtime Charges*Fri 5:00pm-Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45 $80 $120
Non-Profit (Group 2)$48 $72 $128 $192
Resident (Group 3)$168 $252 $280 $420
Non-Resident (Group 4)$224 $336 $368 $552
Social Room
Cupertino Non-Profit (Group 1)$20 $30 $60 $90
Non-Profit (Group 2)$32 $48 $96 $144
Resident (Group 3)$72 $108 $120 $180
Non-Resident (Group 4)$90 $135 $150 $225
Conference Room
Cupertino Non-Profit (Group 1)$10 $15 $25 $38
Non-Profit (Group 2)$16 $24 $40 $60
Resident (Group 3)$31 $47 $52 $78
Non-Resident (Group 4)$39 $59 $65 $98
Security Staff
Security staff is required when alcohol is served at any City facility. $30.00 $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department Director
may also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The security
deposit will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
Cupertino Room $500
Social Room $300
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's Facility Use
Insurance Requirement Policy.
Quinlan Community Center
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
187
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOUR
Mon-Fri Up to 5:00pm Overtime Charges*Fri 5:00pm to Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45 $80 $120
Non-Profit (Group 2)$48 $72 $128 $192
Resident (Group 3)$120 $180 $200 $300
Non-Resident (Group 4)$200 $300 $300 $450
Security Staff
Security staff is required when alcohol is served at any City facility. $30.00 $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department Director may
also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The security deposit
will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
Community Hall $500
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's Facility Use
Insurance Requirement Policy.
Cupertino Library: Will be approved for a select number of uses of Community Hall without fee, based on approval from the
Recreation & Community Services Department Director. The Library is exempt from the provision of deposits relating to the
use of Community Hall.
Community Hall
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
188
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOUR
WILSON PARK BUILDING/CREEKSIDE/MONTA VISTA- Multi-Purpose Room
Mon-Fri Up to 5:00pm Overtime Charges*Fri 5:00pm to Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$24 $36 $39 $59
Non-Profit (Group 2)$30 $45 $48 $72
Resident (Group 3)$48 $72 $80 $120
Non-Resident (Group 4)$60 $90 $100 $150
Resident Non-Resident
Bounce House (Memorial & Creekside Park Only)$25 $25
Security Staff
Security staff is required when alcohol is served at any City facility. $30.00 $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A $100 security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department
Director may also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The
security deposit will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
Creekside Park building security deposit $100. If alcohol is served security deposit is $250.
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's Facility Use
Insurance Requirement Policy.
Wilson Park Building rental would not include access to ceramic wheels, kiln, or specialized art equipment.
Monta Vista Recreation Center/Creekside Park Building/Wilson Park Building
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
189
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Resident Non-Resident
Annual Membership $23 $28
Volunteer Membership*$18 $23
Day Pass Fee $5 $5
Class Pass $10 $10
Day Trip Pass $20 $20
ROOM RENTAL SCHEDULE PER HOUR
Reception Hall Mon-Fri Up to 5:00pm Overtime Charges*Fri 5:00pm to Sun Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45 $80 $120
Non-Profit (Group 2)$48 $72 $128 $192
Resident (Group 3)$144 $216 $240 $360
Non-Resident (Group 4)$180 $270 $300 $450
Bay Room/ Arts and Craft
Cupertino Non-Profit (Group 1)$22 $33 $36 $54
Non-Profit (Group 2)$27 $41 $45 $68
Resident (Group 3)$43 $65 $72 $108
Non-Resident (Group 4)$54 $81 $90 $135
Classroom
Cupertino Non-Profit (Group 1)$20 $30 $32 $48
Non-Profit (Group 2)$24 $36 $40 $60
Resident (Group 3)$38 $57 $64 $96
Non-Resident (Group 4)$48 $72 $80 $120
Conference Room
Cupertino Non-Profit (Group 1)$10 $15 $25 $38
Non-Profit (Group 2)$16 $24 $40 $60
Resident (Group 3)$31 $47 $52 $78
Non-Resident (Group 4)$39 $59 $65 $98
Security Staff
Security staff is required when alcohol is served at any City facility. $30.00 $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit shall be required for all groups. Security deposit is due at time of reservation. The Department Director
may also require or alter a deposit based on the nature of an event, deposits on account for other permits, etc. The security deposit
will be refunded if no damage occurs, rooms are left in clean condition, and permits conclude on time.
*Members who have volunteered 20+ hours in the previous calendar year qualify for this rate.
Senior Center
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
190
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Reception Hall $500
All Other Rooms $300
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's
Facility Use Insurance Requirement Policy.
Senior Center
191
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Type Resident Non-Resident
Day Passes
Single Day Pass $10 $13
Day Pass 5 Pack $45 $59
Day Pass 10 Pack $90 $117
Drop-In Fitness $10 $10
Drop-In Fitness 5 Pack $45 $45
Drop-In Fitness 10 Pack $90 $90
Drop-In Sports $7 $7
Drop-In Sports 5 Pack $32 $32
Drop-In Sports 10 Pack $63 $63
Body Fat Testing $25 $25
Friday Night Social Members $3 $3
Friday Night Social Non-Member $8 $8
Monthly Passes
One Month Single $65 $75
One Month Couple $85 $100
One Month Family $105 $125
One Month Senior $50 $60
One Month Students $30 $30
Annual Passes
One Year Single $440 $475
One Year Couple $825 $900
One Year Family $920 $1,000
One Year Senior $395 $425
One Year Corp. Single $350 $350
One Year Corp. Family $850 $850
One Year Tennis Only $420 $440
Family membership includes up to 2 adults and 2 children under 18, each additional child is $100/year or $8/month.
ROOM RENTAL SCHEDULE PER HOUR
Conference Room Current
Cupertino Non-Profit (Group 1)$10
Non-Profit (Group 2)$16
Resident (Group 3)$31
Non-Resident (Group 4)$39
Multi-Purpose Room/Sports Court Current
Resident $60
Non-Resident $72
Sports Center/Child Care/Teen Center
192
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
1. The Cupertino Tennis Club will be charged $10.00 $12.00/hour during primetime and $6.00 $8.00/hour per court during
non-primetime for all C.T.C. sponsored activities other than U.S.T.A. leagues and practices.
2. All competitors in C.T.C./U.S.T.A. leagues participating at the Sports Center must purchase an annual pass.
3. Specials will be offered on an on-going basis.
Childcare Fees
One visit $7
Ten visits $63
Teen Center
Rental Rate (per 3 hours minimum)$210
Deposit $750
Overtime Rate: $100.00 first hour; $50.00 each half hour after.
Extra Fees: $35 each half hour (30 min); $70 each hour (1 hr)
Teen Resident Teen Non-Resident
Daily Rate No Cost $5
10 Day Pass No Cost $40
Sports Center/Child Care/Teen Center
ADDITIONAL CONDITIONS
193
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Memorial Softball Field
Cupertino residents/Resident business only $35/2 hrs
Non-Residents/Non-Resident business $50/2 hrs
Field can be reserved for a maximum of 4 hours. THERE IS NO FEE FOR
CURRENT SOFTBALL TEAMS PLAYING IN CUPERTINO LEAGUES
Field preparation (includes dragging, watering, chalking, and bases)$37
Field Attendant (2 hour minimum). Field Attendant is required any time lights or field $14/hr
preparation is requested.
Lights $10/hr
Memorial Park Amphitheater
Residents/Cupertino Non-Profit $55/2 hours
Non-resident/Non-Profit $75/2 hours
Memorial Park Gazebo
Residents/Cupertino Non-Profit $55/2 hours
Non-resident/Non-Profit $75/2 hours
Picnic Areas (Daily Rate)Resident Non-Resident
Memorial (113 capacity)$113 $154
Linda Vista (136 capacity)$136 $186
Portal (80 capacity)$80 $109
Electricity at Memorial or Linda Vista Park $25 $25
Bounce House (Memorial Park Only)$25 $25
Sports Field Fees (Per Athletic Field Use Policy)
Cupertino resident, youth, volunteer non-profit organization (*)
Resident/player/season $11
Non-resident/player/season $22
Cupertino resident, youth, commercial non-profit organization (*)
Resident/player/season $11
Non-resident/player/season $66
Cupertino resident, adult, volunteer non-profit organization
2-hour minimum/hour/field $50
Deposit $600
Cupertino resident, adult, commercial non-profit organization
2-hour minimum/hour/field $50
Base fee/site/seasonal use period $600
Deposit $600
Non-resident, youth, non-profit volunteer organization (*)
Resident/player/season $11
Non-resident/player/season $66
Outdoor Facilities
194
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Non-resident, youth, commercial non-profit organization (*)
Resident/player/season $11
Non-resident/player/season $88
Non-resident, adult, non-profit volunteer organization
2-hour minimum/hour/field $50
Base fee/site/seasonal use period $600
Deposit $600
Non-resident, adult, commercial non-profit organization
2-hour minimum/hour/field $100
Base fee/site/seasonal use period $600
Deposit $600
For-profit youth sports events
2-hour minimum/hour/field $150
Base fee/site/seasonal use period $600
Deposit $600
For-profit adult sports events
2-hour minimum/hour/field $175
Base fee/site/seasonal use period $600
Deposit $600
* Represents whether an organization's members and board of directors are made up of 51% or more of either
City residents or non-residents. After the category is determined, then the resident or non-resident fees are paid
per the residency of each player.
Outdoor Facilities
195
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Picnic Areas (Daily Rate) *Resident Non-Resident
Area 1 - 250 Person Picnic Area- Blackberry Site $300 $600
Area 2 - 100 Person Picnic Area- Sycamore Site $120 $240
Area 3 - 100 Person Picnic Area- Owl Site $120 $240
Area 4 - 50 Person Picnic Area- Steelhead Site $60 $120
Area 5 - 50 Person Picnic Area- Bobcat Site $60 $120
Area 6 - 25 Person Picnic Area- Acorn Site $30 $60
All Sites- 525 Person Picnic Area $690 $1,380
Pool Pass for Picnic Area Groups $4 $5
Day-Use Pass Only
Weekday Tuesday - Friday $6 $8
Weekend Saturday - Sunday $8 $10
Picnic area fees are due in full at the time of reservation.
* Organizations may rent multiple areas.
Swim Pass Options Resident Non-Resident
10-day Pass $60 $80
Season Swim Pass (May-Sept)
Individual Pass $100 $140
2-Person Pass $160 $200
3-Person Pass $170 $210
4-Person Pass $180 $220
5-Person Pass $190 $230
6-Person Pass*$200 $240
*Each additional person added to a 6-person pass $6 $8
Blackberry Farm
196
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
ROOM RENTAL SCHEDULE PER HOUR
Contracted Tenants and Partners*No Charge Overtime Charges*
Cupertino Non-Profit (Group 1)$30 $45
Non-Profit (Group 2)$48 $72
Resident (Group 3)$55 $83
Non-Resident (Group 4)$88 $132
*Onsite tenants and partnering organizations that have a current lease agreeement with the City of Cupertino.
Security Staff
Security staff is required when alcohol is served at any City facility. $30.00 $40.00 per hour. Minimum of 6 hours.
Overtime Fee*
Security Deposit
A security deposit of $300 will be due at time of booking for rentals. (except for Contracted Tenants and Partners)
Insurance
General Liability Insurance may be required as determined by Department and stipulated in Department's
Facility Use Insurance Requirement Policy.
Environmental Education Center
Functions exceeding, prior to or following the permitted reservation time shall be charged 1.5 times the associated hourly fee for any time up to the first half-
hour, and the above fees per hour for every hour thereafter. This charge will be deducted from the security deposit.
197
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Application Fee (per event; non-refundable)$75
Memorial Park - 1/2 park per event day; 500 or fewer attendees $1,000
Memorial Park - full park per event day; 501 or more attendees $2,000
Event Day Staffing - City Staff At Cost
Event Day Staffing - Sheriff's Office At Cost
Memorial Park Special Event Permit for nonprofit/civic organizations only.
Additional permit fees may be charged for park uses, as determined by the Director of Recreation & Community
Services.
Security Deposit
A security deposit of $1,000 is due 30 days prior to event. The security deposit payment is required before a Special
Event Permit will be issued.
Insurance
General Liability Insurance is required as stipulated in the Department's Special Events Permit.
Full Plot $100/year
Half Plot $50/year
Box $25/year
Security Deposit
A security deposit of $50 is required for first year gardeners.
Park Special Events Permits
Community Gardens
198
Weekends Resident Non-Resident
9-Holes $18 $20
Senior $18 $20
Junior $15 $17
Second 9 Holes (all players)$12 $14
Weekdays
9-Holes $16 $18
Senior $15 $17
Junior $15 $17
Second 9 Holes (all players)$11 $14
Adults (17-50)Jr/Sr
Monthly Rate*
Cupertino Residents $165 $150
Non-Residents $195 $180
Annual Rate (Weekdays Only)
Cupertino Residents $1,310 $1,160
Non-Residents $1,610 $1,460
Semi-Annual Rate (Weekdays Only)
Cupertino Residents $710 $630
Non-Residents $870 $790
Super Annual Rate (Good on Weekends & Holidays)
Cupertino Residents $1,650 $1,500
Non-Residents $1,950 $1,800
Super Semi-Annual Rate (Good on Weekends & Holidays)
Cupertino Residents $880 $800
Non-Residents $1,040 $960
All Groups and Tournaments pay the 9-Hole rate (Cupertino residents still applies). Staff is authorized to set
merchandise fees according to current cost.
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Blackberry Farm Golf Course
Daily Green Fee Schedule
199
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Blackberry Farm Golf Course
Power Cart Rental Packs
10 Pack $65 $65
20 Pack $120 $120
30 Pack $165 $165
40 Pack $200 $200
50 Pack $225 $225
Rentals
Power Cart $7 $7
Pull Cart $3 $3
Soccer Balls $3 $3
Clubs - Adult $6 $6
Clubs - Junior $3.50 $3.50
Weekends
Adult $15 $15
Junior $12 $12
Spectator Fee $5 $5
Week days
Adult $15 $15
Junior $12 $12
Spectator Fee $5 $5
Second 9 holes $12 $14
*Specials will be offered on an on-going basis
Daily Foot Golf Fee Schedule
200
CITY OF CUPERTINO
Resolution 19-XXX
Fees Effective July 1, 2019
Schedule E - Recreation
Blackberry Farm Golf Course
Base Rate 15 16 17 18 18 20
Weekday Weekday Weekday Weekday
Savings Senior Adult Senior Adult Weekend Weekend
# of Plays
per
round Res.Res.NR NR Res.NR
10 $1 $140 $150 $160 $170 $170 $190
20 $2 $260 $280 $300 $320 $320 $360
30 $3 $360 $390 $420 $450 $450 $510
40 $4 $440 $480 $520 $560 $560 $640
50 $5 $500 $550 $600 $650 $650 $750
Golf fees may be increased/decreased at the discretion of the City Manager (Resolution No. 04-350)
* Monthly Passes valid 7 days a week and Holidays. Based on 1\10th of the Annual Rate.
Proposed Quick Passes
201
ATTACHMENT F
RESOLUTION NO: 19-XXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
AMENDING PREVIOUS FEE SCHEDULES
WHEREAS, a public hearing has been held to review user fees; and
WHEREAS, the City Council of the City of Cupertino has established guidelines
for setting user fees consistent with State law requirements, which are met by the
proposed fee schedules;
NOW, THEREFORE, BE IT RESOLVED that:
1. This User Fee Resolution Number 19-XXX is hereby approved.
2. User fees are amended as shown in the attached Schedules A, B, C, D, and E
to this Resolution, effective July 1, 2019
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 16th day of April, 2019 by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
___
Grace Schmidt, City Clerk Steven Scharf, Mayor, City of Cupertino
202
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5283 Name:
Status:Type:Ordinances and Action Items Agenda Ready
File created:In control:4/3/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Appoint Deborah L. Feng as City Manager, Approve the Employment Agreement, and
amend the Appointed Employee’s Compensation Program
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A – Draft Resolution amending Appointed Employee’s Compensation
B – Redlined amendments Appointed Employees’ Compensation
C – Clean, amended Appointed Employees’ Compensation
D – Employment Agreement for City Manager
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Appoint Deborah L. Feng as City Manager, Approve the Employment Agreement, and
amend the Appointed Employee’s Compensation Program
Appoint Deborah L. Feng as City Manager, effective June 3, 2019; authorize the Mayor to
execute the Employment Agreement for City Manager; and adopt Resolution No. 19-039 to
amend the Appointed Employees’ Compensation Program
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
powered by Legistar™203
CITY COUNCIL STAFF REPORT
Meeting: April 16, 2019
Subject
Appoint Deborah L. Feng as City Manager, Approve the Employment Agreement, and
amend the Appointed Employee’s Compensation Program.
Recommended Action
Appoint Deborah L. Feng as City Manager, effective June 3, 2019; authorize the Mayor to
execute the Employment Agreement for City Manager; and adopt the draft resolution to
amend the Appointed Employees’ Compensation Program.
Discussion
With the announcement of former City Manager David Brandt’s retirement in May 2018,
the City Council conducted a nationwide search to find an appropriate replacement of
this key position. After an unsuccessful recruitment for City Manager in late 2018, the
City Council paused the recruitment and began a second nationwide recruitment in
January 2019.
The successful candidate, Deborah L. Feng, has accepted the Council’s offer of
employment as Cupertino’s next City Manager. Ms. Feng joins City Hall in Cupertino as
a government executive with over 30 years of progressive management and public
agency management experience with the National Aeronautics and Space
Administration at Ames Research Center, Moffett Field, California. Her set of work
responsibilities have spanned working with and understanding the operations of local
city governments, financial management and budgeting, safety and mission assurance,
master planning and facilities construction, information technology, human resources,
partnerships, and communications and outreach.
Ms. Feng is a Cupertino native. She attended Lincoln Elementary School, Kennedy
Middle School, and is a graduate of Monta Vista High School. Ms. Feng also attended
De Anza Community College, she is a graduate of the University of California, Berkeley,
receiving her Bachelors degree in Mass Communications, Radio and Television in 1985,
and earned her Masters in Business Administration from San Jose State University in
2004.
204
The contract before Council tonight establishes the negotiated terms and conditions of
the 3-year employment agreement. Ms. Feng will commence her duties on June 3, 2019.
Staff also proposes to amend the Appointed Employees’ Compensation Program to
reflect the annual salary amounts contained in the Employment Agreement, with an
effective date of June 3, 2019.
Sustainability Impact
No sustainability impacts.
Fiscal Impact
The City Manager Employment Agreement will result in an annual salary cost to the
City of Cupertino as set forth in the Employment Agreement, exclusive of benefits.
Approval of the above is within the Fiscal Year 2018-19 Amended Budget and requires
no additional appropriations.
_____________________________________
Prepared by: Kristina Alfaro, Director of Administrative Services
Reviewed by: Heather M. Minner, City Attorney
Approved for Submission by: Timm Borden, Interim City Manager
Attachments:
A – Draft Resolution amending the Appointed Employee’s Compensation Program
B – Redlined amendments to the Appointed Employees’ Compensation Program
C – Clean, amended Appointed Employees’ Compensation Program
D – Employment Agreement for City Manager
205
1
RESOLUTION NO. 19-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
AMENDING THE APPOINTED EMPLOYEES’ COMPENSATION PROGRAM
WHEREAS, the City Council desires to amend the Appointed Employees’
Compensation Program to reflect the annual salary amounts contained in the new
City Manager Employment Agreement.
NOW, THEREFORE, BE IT RESOLVED that the Appointed Employees’
Compensation Program be amended as shown in the attached Exhibit A,
incorporated herein by reference, effective June 3, 2019.
PASSED AND ADOPTED at a regular meeting of the City Council of the City
of Cupertino this 16th day of April 2019 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: APPROVED:
_________________________ ___________________________________
Grace Schmidt, City Clerk Steven Scharf, Mayor,
City of Cupertino
206
2
Exhibit A
City of Cupertino
APPOINTED EMPLOYEES' COMPENSATION PROGRAM
Policy No. 2
SALARY SCHEDULE
AND OTHER SALARY RATES
It is City of Cupertino policy that eligible persons under this Compensation Program shall
be compensated for services rendered to and on behalf of the City on the basis of equitabl e pay
for duties and responsibilities assigned, meritorious service and comparability with similar work
in other public and private employment in the same labor market; all of which is contingent upon
the City's ability to pay consistent with its fiscal policies.
Effective October 1, 2016, a 1% salary increase will be added to the salary range of each classification
in this unit. Effective the first full pay period in July 2017, a .75% salary increase will be added to the
salary range of each classification in this unit. Effective September 6, 2017, a salary increase of 10%
or $21,300 base pay will be added to the City Attorney classification. Effective November 6, 2017, a
salary increase of 4.646% or $23,439.48 base pay will be added to the City Manager classification.
Effective January 7, 2019, a salary decrease of 6.14104% or $22,083.33 base pay will be reflected in
the City Manager classification. Effective June 3, 2019, a salary decrease of 9.8% or $19,916.667
base pay will be reflected in the City Manager classification.
Adopted by Action of the City Council July 1, 2010
Revised October 2, 2012
Revised December 18, 2012, October 2016, September 6, 2017, November 6, 2017, January 7, 2019,
April 16, 2019
207
3
City of Cupertino
APPOINTED EMPLOYEES' COMPENSATION PROGRAM
EXEMPT POSITIONS
The salaries, wages, or rates of pay for City Attorney and City Manager employees whose
positions are exempt under the provisions of the Cupertino Municipal Code, are set forth
below. Only the City Council can modify these rates.
Monthly Salary Effective October 1, 2016
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $19,219.10
City Manager $0 $0 $0 $0 $22,232.07
Monthly Salary Effective First Full Pay Period in July 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $19,363.24
City Manager $0 $0 $0 $0 $22,398.81
Monthly Salary Effective September 6, 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $21,300.00
Monthly Salary Effective November 6, 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $23,439.48
Monthly Salary Effective January 7, 2019
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $22,083.34
Monthly Salary Effective June 3, 2019
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $19,916.6667
1108206.1
208
2
City of Cupertino
APPOINTED EMPLOYEES' COMPENSATION PROGRAM
Policy No. 2
SALARY SCHEDULE
AND OTHER SALARY RATES
It is City of Cupertino policy that eligible persons under this Compensation Program shall
be compensated for services rendered to and on behalf of the City on the basis of equitable pay
for duties and responsibilities assigned, meritorious service and comparability with similar work
in other public and private employment in the same labor market; all of which is contingent upon
the City's ability to pay consistent with its fiscal policies.
Effective October 1, 2016, a 1% salary increase will be added to the salary range of each classification
in this unit. Effective the first full pay period in July 2017, a .75% salary increase will be added to the
salary range of each classification in this unit. Effective September 6, 2017, a salary increase of 10%
or $21,300 base pay will be added to the City Attorney classification. Effective November 6, 2017, a
salary increase of 4.646% or $23,439.48 base pay will be added to the City Manager classification.
Effective January 7, 2019, a salary decrease of 6.14104% or $22,083.33 base pay will be reflected in
the City Manager classification. Effective June 3, 2019, a salary decrease of 9.8% or $19,916.667
base pay will be reflected in the City Manager classification.
Adopted by Action of the City Council July 1, 2010
Revised October 2, 2012
Revised December 18, 2012, October 2016, September 6, 2017, November 6, 2017, January 7, 2019,
April 16, 2019
209
22
City of Cupertino
APPOINTED EMPLOYEES' COMPENSATION PROGRAM
EXEMPT POSITIONS
The salaries, wages, or rates of pay for City Attorney and City Manager employees whose
positions are exempt under the provisions of the Cupertino Municipal Code, are set forth
below. Only the City Council can modify these rates.
Monthly Salary Effective October 1, 2016
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $19,219.10
City Manager $0 $0 $0 $0 $22,232.07
Monthly Salary Effective First Full Pay Period in July 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $19,363.24
City Manager $0 $0 $0 $0 $22,398.81
Monthly Salary Effective September 6, 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $21,300.00
Monthly Salary Effective November 6, 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $23,439.48
Monthly Salary Effective January 7, 2019
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $22,083.34
Monthly Salary Effective June 3, 2019
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $19,916.6667
210
City of Cupertino
APPOINTED EMPLOYEES' COMPENSATION PROGRAM
Policy No. 2
SALARY SCHEDULE
AND OTHER SALARY RATES
It is City of Cupertino policy that eligible persons under this Compensation Program shall
be compensated for services rendered to and on behalf of the City on the basis of equitabl e pay
for duties and responsibilities assigned, meritorious service and comparability with similar work
in other public and private employment in the same labor market; all of which is contingent upon
the City's a bility to pay consistent with its fiscal policies.
Effective October 1, 2016, a 1% salary increase will be added to the salary range of each classification
in this unit. Effective the first full pay period in July 2017, a .75% salary increase will be added to the
salary range of each classification in this unit. Effective September 6, 2017, a salary increase of 10%
or $21,300 base pay will be added to the City Attorney classification. Effective November 6, 2017, a
salary increase of 4.646% or $23,439.48 base pay will be added to the City Manager classification.
Effective January 7, 2019, a salary decrease of 6.14104% or $22,083.33 base pay will be reflected in
the City Manager classification. Effective June 3, 2019, a salary decrease of 9.8% or $19,916.667
base pay will be reflected in the City Manager classification.
Adopted by Action of the City Council July 1, 2010
Revised October 2, 2012
Revised December 18, 2012, October 2016, September 6, 2017, November 6, 2017, January 7, 2019,
April 16, 2019
211
City of Cupertino
APPOINTED EMPLOYEES' COMPENSATION PROGRAM
EXEMPT POSITIONS
The salaries, wages, or rates of pay for City Attorney and City Manager employees whose
positions are exempt under the provisions of the Cupertino Municipal Code, are set forth
below. Only the City Council can modify these rates.
Monthly Salary Effective October 1, 2016
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $19,219.10
City Manager $0 $0 $0 $0 $22,232.07
Monthly Salary Effective First Full Pay Period in July 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $19,363.24
City Manager $0 $0 $0 $0 $22,398.81
Monthly Salary Effective September 6, 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Attorney $0 $0 $0 $0 $21,300.00
Monthly Salary Effective November 6, 2017
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $23,439.48
Monthly Salary Effective January 7, 2019
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $22,083.34
Monthly Salary Effective June 3, 2019
Classification Step 1 Step 2 Step 3 Step 4 Step 5
City Manager $0 $0 $0 $0 $19,916.6667
212
EMPLOYMENT AGREEMENT FOR CITY MANAGER
This Employment Agreement (the "Agreement") is made and entered into this_ day
of April, 2019, by and between the CITY OF CUPERTINO, STATE OF CALIFORNIA, A Municipal
Corporation, by and through its City Council ("EMPLOYER"), and Deborah L. Feng ("EMPLOYEE"
and, together with EMPLOYER, the "PARTIES ").
RECITALS:
A. EMPLOYER is a Municipal Corporation of the State of California.
B. The City Council of the City of Cupertino, in accordance with the provisions of its
Municipal Code, desires to employ the services of EMPLOYEE as City Manager.
C. EMPLOYEE desires to accept employment as Cupertino City Manager.
D. It is the desire of both EMPLOYER and EMPLOYEE to set forth the terms and
conditions of said employment.
NOW THEREFORE, in consideration of the mutual covenants herein contained, the
parties agree as follows :
ARTICLE 1: TERM OF EMPLOYMENT
Section 1.01. Term of the Contract:
This Contract begins on June 3, 2019, and will automatically expire on June 3, 2022 unless
extended in writing by the parties. In the event that EMPLOYEE does not intend to extent this
Contract beyond the expiration, it shall notify EMPLOYER in writing of her intent not to extent
at least 30 days prior to the expiration date. In the event that EMPLOYER does not intend to
extend this Contract beyond expiration, it shall notify EMPLOYEE in writing of its intent not to
extend prior to the expiration date. Failure of EMPLOYER to provide such notice shall not affect
. the expiration date of June 3, 2022 . EMPLOYEE and EMPLOYER may agree to extend this
Agreement by amending this Agreement in writing.
Section 1.02. Termination Prior to Expiration. Notwithstanding any provision contained
in this Contract to the contrary, EMPLOYEE understands and agrees that she serves at the
pleasure of EMPLOYER and may be terminated prior to expiration of this Contract at the will of
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the EMPLOYER, subject only to the severance provisions set forth in Article V of this Contract,
and the ordinance provisions as set forth in Section 2 .28.090 of the Cupertino Municipal Code.
In like manner, nothing in this Contract shall prevent, limit, or otherwise interfere with the right
of EMPLOYEE to resign at any time from the position of City Manager subject only to the notice
provisions set forth in Article V of this Contract and the ordinance provisions as set forth in
Section 2 .28.090 of the Cupertino Municipal Code .
EMPLOYEE further acknowledges that EMPLOYER has made no limited expressed, or
written assurances of continued employment with the City of Cupertino other than as
specifically set forth in this Contract.
ARTICLE 11 : DUTIES AND OBLIGATIONS OF EMPLOYEE
Section 2.01. Duties. EMPLOYER hereby agrees to employ EMPLOYEE as City Manager
of the City of Cupertino to perform the functions and duties as specified in the Municipal Code,
California Constitution, and California Statutes, and to perform such other legally permissible
and proper duties and functions as EMPLOYER shall from time to time assign to EMPLOYEE
which are reasonably related to the position of City Manager, including but not limited to:
A. To see that all laws and ordinances of the City are duly enforced and that all
franchises, permits, licenses and privileges granted by the City are faithfully performed and
observed;
B. To control, order and give directions to all directors of departments and to
subordinate officers and employees of the City under her jurisdiction through their
department directors, and to transfer employees from one department to another;
C. The services and facilities of the City Treasurer and the City Attorney shall be
made available to the City Manager to the same extent and in the same manner that the services
are available to the City Council;
D. To appoint, discipline and dismiss any and all officers and employees of the City
except those elected by the electors of the City or whose appointment or dismissal is denied to
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the City Manager under the laws of the state.
The power to appoint given in the preceding paragraph does not include the power to
create a new position except as provided under Chapter 2.52 of the City's Municipal Code;
E. To attend all meetings of the City Council unless excused there from by the City
Council;
F. To recommend to the City Council for adoption such measures and ordinances as
she deems necessary or expedient;
G. To keep the City Council at all times fully advised as to the financial conditions
and needs of the City;
H. To prepare and submit to the City Council the annual budget and to administer it
after adoption;
I. To purchase or cause to be purchased all supplies for all of the departments or
divisions of the City. No expenditures shall be submitted or recommended to the City Council
except on report and approval of the City Manager;
J. To make investigation into the affairs of the City and any department or division
thereof and any Contract or the proper performance of any obligation running to the City;
K. To investigate all complaints in relation to matters consuming the administration of
the government of the City and in regard to the services maintained by public utilities in the City
and to see that all franchises, permits and privileges granted by the City are faithfully observed;
L. To execute general supervision over all public buildings, public parks, streets and
other public property which are under the control and jurisdiction of the City Council;
M. To devote her entire working time, thought and energy to the duties and interests
of the City;
N. To receive and open all official mail and communications addressed either to the
Mayor or to the City Council;
0. To make reports and initiate recommendations as may be desirable or as requested
by the City Council;
P. To perform such other duties and exercise such other powers as may be delegated
to her from time to time by ordinance, resolution or other action of the City Council.
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Section 2.02. Hours of Work.
A. EMPLOYEE is an exempt employee but is expected to engage in those hours of
work that are necessary to fulfill the obligations of the City Manager's position .
B. It is recognized that EMPLOYEE must devote a great deal oftime to the business
of the City outside of the City's customary office hours, and to that end the EMPLOYEE's schedule
of work each day and week shall vary in accordance with the work required to be performed.
EMPLOYEE shall spend sufficient hours on site to perform the City Manager's duties. However,
it is expected that, subject to the need to attend off-site meeti ngs or events, EMPLOYEE will be
on-site Monday through Friday without an option for an alternative work schedule that includes
a regularly scheduled weekday off, unless she is on an approved leave.
C. EMPLOYEE shall not engage in any outside employment without the express prior
consent of the City Council.
Section 2.03. Performance Evaluation Procedures .
A. The City Council shall review and evaluate the performance of the EMPLOYEE at
least annually, or on any schedule deemed appropriate by the City Council. Said review and
evaluation shall be in accordance with specific criteria developed by EMPLOYER after
consultation with EMPLOYEE . Such criteria may be added to or deleted as EMPLOYER may from
time to time determine. During EMPLOYEE'S first year of employment, the City Council shall
review and evaluate her performance approximately six (6) months following the date on which
her employment commences .
ARTICLE 111 COMPENSATION
Section 3.01 Compensation.
A. EMPLOYER agrees to pay to EMPLOYEE for services rendered by her pursuant to
this Contract an annual base salary of $239,000 as set forth in the Appointed Employees'
Compensation Program, payable in installments at the time as other employees of EMPLOYER
are paid .
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8. At the time of EMPLOYEE's periodic evaluations, EMPLOYER may consider an
additional compensation package increase including, but not limited to, merit pay or an
additional increase in salary or benefits.
Section 3.02 Deferred Compensation. City shall provide to EMPLOYEE the same deferred
compensation plan that may be provided to other employees covered under the Appointed
Employees' Compensation Program, if any. During her first year of employment, EMPLOYER
will deposit a total of five thousand dollars ($5,000) into EMPLOYEE's deferred compensation
account by depositing five hundred dollars ($500) each month for the first ten (10} months of
employment.
ARTICLE IV EMPLOYEE BENEFITS
Section 4.01 . Automobile Allowance. During the term of this Employment contract,
EMPLOYEE, to the extent necessary to perform her duties shall use her own personal vehicle.
EMPLOYER, in consideration thereof, shall provide EMPLOYEE an automobile allowance of five
hundred dollars ($500) per month. EMPLOYEE shall be responsible for the payment of all
operating expenses of the vehicle, including, but not limited to, gasoline, oil, service and repair,
and if necessary, the replacement of her automobile . EMPLOYEE shall procure and maintain, at
her expense, a comprehensive automobile liability policy on the vehicle being used by her, in an
amount that is acceptable to the EMPLOYER. During the course of this Employment Contract,
EMPLOYEE shall provide EMPLOYER with written documentation that said insurance policy is in
full force and effect.
Section 4.02. Vacation and Sick Leave. Annual vacation shall be accrued at the rate of
three (3) weeks per year during the first two years of this Agreement and shall be administered
in the same manner as vacation leave is administered in the Administrative Rules and
Regulations ofthe Personnel Code . This accrual rate shall increase effective June 3, 2021 to four
(4) weeks per year. Sick leave shall be accrued and adm i nistered in the same manner as sick
leave is administered in the Administrative Rules and Regulations ofthe Personnel Code.
Section 4.03. Administrative Leave. EMPLOYEE shall be entitled to receive eighty (80)
hours of Administrative Leave per fiscal year, subject to the terms of the Appointed Employee's
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Compensation Program . This benefit shall be pro r ated for FY2018-19 to reflect EMPLOYEE's
start date .
Section 4.04. Benefits . EMPLOYEE shall be entitled to receive benefits as provided for
under the Appointed Employees ' Compensation Program, which presently consist of, but are
not limited to, retirement benefits, health coverage, life insurance, disability insurance,
Cupertino sports club membership, floating holidays and holidays. The benefits so provided are
subject to modification during the course of this Contract at the sole and absolute discretion of
EMPLOYER at such times and to such extent as EMPLOYER may deem appropriate provided,
however, there shall be no reduction in benefits unless EMPLOYER implements the same
reduction of benefits to all other employees covered under the Appointed Employees'
Compensation Program (except as specified in this Contract).
Section 4.05. Professional Dues and Subscriptions. EMPLOYER agrees to pay for
professional dues and subscriptions of EMPLOYEE directly related to her duties as City Manager,
including but not limited to membership in the International City Management Association
("ICMA") and the California City Management Foundation ("CCMF"), provided the City Council
has made provisions for such costs in the annual budget .
Section 4.06. Expenses. EMPLOYEE shall be entitled to reimbursement for all reasonable
expenses necessarily incurred by her in the performance of her duties upon presentation of
vouchers indicating the amount and purpose thereof, and further provided that such expenses
are in accordance with policies established from time to time by EMPLOYER and consistent with
budget allocations adopted by EMPLOYER for that purpose during the term of this Employment
Contract.
Section 4.07 Professional Development. EMPLOYER hereby agrees to pay travel and
subsistence expenses of EMPLOYEE for professional and office travel, meetings, and occasions
adequate to continue the professional development of EMPLOYEE and to adequately pursue
necessary official functions for EMPLOYER, including but not limited to, city manager
associations and other such national, regional, state, local government groups and committees
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thereof which EMPLOYEE serves as a member, provided the City Council has made provisions
for such costs in the annual budget.
EMPLOYER also agrees to pay tuition, travel, and subsistence expenses of EMPLOYEE for
courses, institutes, and seminars that are necessary for her professional development and of the
good of the City provided the City Council has provided for same in the annual budget .
Section 4.08. Housing Assistance . EMPLOYEE may elect to receive Housing Assistance in
accordance with the EMPLOYER's Housing Assistance Program for Appointed Employees and
Department Heads in effect as of the execution date of this Contract, which is subject to
approval by the City Council.
ARTICLE V SEPARATION FROM CITY SERVICE AND NOTICE
Section 5.01. Termination of Employment By City and Severance:
A. The City Manager is an at-will employee serving at the pleasure of the City Council
as provided in Government Code Section 36506 and Section 2.28 of the EMPLOYER's Municipal
Code . Subject to these authorities, nothing herein shall be taken to prevent, limit or otherwise
interfere with the right of EMPLOYER to terminate the services of EMPLOYEE with or without
cause; provided, however, EMPLOYER shall take no action to terminate the services of
EMPLOYEE, without cause, within ninety (90) days after an election at which one or more new
members are elected to the City Council. There is no express or implied promise made to
EMPLOYEE for any form of continued employment. This Contract and the EMPLOYER's Municipal
Code chapter 2.28 are the sole and exclusive bases for an employment relationship between
EMPLOYEE and EMPLOYER. Notice of termination shall be provided to the EMPLOYEE in writing.
B. If the EMPLOYEE is terminated by the EMPLOYER prior to expiration of this
Contract, while still willing and able to perform the duties of the City Manager, EMPLOYER
agrees to pay EMPLOYEE a single lump sum payment made on the effective date of termination,
in an amount equivalent to three (3) months aggregate salary and aggregate medical insurance
benefit allowance, if there are three (3) or more months prior to the expiration date of this
contract. Any such payment will release EMPLOYER from any further obligations under this
Agreement. Contemporaneously with the delivery of the severance pay herein above set out,
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EMPLOYEE agrees to execute and deliver to EMPLOYER a release releasing EMPLOYER of all
claims that EMPLOYEE may have against EMPLOYER .
C. Notwithstanding paragraph (B) above, EMPLOYER shall not be obligated to pay,
and shall not pay, any amounts or continue any benefits under the provisions of paragraph (B),
if EMPLOYEE is terminated because of a crime of moral turpitude or a violation of statute or
law constituting misconduct in office . Further, EMPLOYER shall not be obligated to pay, and
shall not pay, any amounts or continue any benefits under paragraph (B), in the event (i)
EMPLOYEE voluntarily resigns or retires without affirmative action by EMPLOYER to terminate,
initiate termination proceedings, or request resignation or (ii) either EMPLOYER or EMPLOYEE
determine not to renew this Agreement as set forth in section 1.01. In the circumstances
outlined in this paragraph (C), EMPLOYEE shall only be entitled to the compensation accrued up
until date of separation from the City, payments required by paragraph (D) below, and such
other termination benefits and payments as may be required by law.
D. Payments for Unused Leave Balances:
i. Upon separation from City service, EMPLOYEE shall be paid for all unused,
accrued vacation balances, and/or EMPLOYEE may apply the leave time to service credit
for retirement purposes if permitted by PERS. Accumulated vacation leave balances shall
be paid at EMPLOYEE's monthly salary rate at the effective date of separation.
i.i. In the event EMPLOYEE dies while employed by the City under this
Agreement, EMPLOYEE's beneficiaries or those entitled to EMPLOYEE's estate, shall be
entitled to EMPLOYEE's earned salary, and any in-lieu payments for accrued benefits,
including compensation for the value of all accrued leave balances.
E. All payments required under this subsection 5.01 are subject to and shall be
interpreted to comply with the limitations set forth in Government Code Section 53260
regarding maximum severance pay.
F. Notwithstanding any other provision of this Agreement to the contrary, pursuant
to California Government Code Section 53243.2, if this Agreement is terminated, any cash
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settlement related to the involuntary termination that the City Manager may receive from the
City shall be fully reimbursed to the City if the City Manager is convicted of a crime involving an
abuse of her office or position . The City Council may withhold payment of severance pay
pending final disposition of any criminal charges.
Section 5.02. Resignation or Retirement. EMPLOYEE may resign at any time and agrees
to give the City at least 30 days' advance written notice of the effective date of EMPLOYEE's
resignation, unless the Parties otherwise agree in writing. If EMPLOYEE retires from full time
public service with the City, EMPLOYEE may provide six months' advance notice. The City
Manager's actual retirement date will be mutually established.
ARTICLE VI MISCELLANEOUS
Section 6.01. Form of Notices. Notices pursuant to this Agreement shall be in writing
given by deposit in the custody of the United State Postal Service, first class postage prepaid,
addressed as follows;
A. The City: Mayor and City Council
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
B. EMPLOYEE:
Deborah L. Feng
Alternatively, notices required pursuant to this Agreement may be personally served in
the same manner as is applicable to civil Judicial process . Notice shall be deemed given as of the
date ofpersonal service or as of the date three days after deposit of such written notice, postage
prepaid, with the United States Postal Service .
Section 6.02. Amendments . This Agreement may be amended at any time by mutual
agreement of EMPLOYER and EMPLOYEE . Any amendments are to be negotiated, put in writing,
and adopted by EMPLOYER .
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Section 6.03 . Bonding. EMPLOYER shall bear the full cost of any fidelity or other bonds
required of EMPLOYEE under any law or ordinance.
Section 6.04 Indemnification . Except as otherwise provided by law, and provided that
EMPLOYEE complies with the provisions of Sections 825 and 825.6 of the California Government
Code, as now existing or hereafter amended, EMPLOYER shall defend, save harmless and
indemnify EMPLOYEE against any tort, professional liability claim or demand, or other legal
action, whether groundless or otherwise, arising out of an alleged act or omission occurring in
the performance of EMPLOYEE's duties as City Manager. EMPLOYER may conduct such defense
reserving the rights of EMPLOYER not to pay the judgment, compromise, or settlement until it
is established that the injury arose out of an act or omission occurring within the scope of
EMPLOYEE's employment as an employee of City. If EMPLOYER compromises or settles any such
claim or suit, EMPLOYER shall pay the amount of any settlement, or if the claim results in a
judgment against EMPLOYEE, EMPLOYER shall pay any such judgment. This indemnification
does not apply to any act, action or omission arising out of the gross negligence, willful
misconduct on the part of EMPLOYEE, or acts by EMPLOYEE outside the scope of her duties.
Nothing in this Agreement authorizes or obligates EMPLOYER to pay that part of any claim or
judgment that is for punitive or exemplary damages.
If EMPLOYEE is convicted of a crime involving an abuse of her office or position, as
defined in Government Code Section 53234.4, then EMPLOYEE shall fully reimburse the City for
any paid leave salary paid by the City to EMPLOYEE pending any investigation, funds provided
to EMPLOYEE for her legal criminal defense, and/or any severance pay or cash settlement paid
to EMPLOYEE related to her termination by the City. Said reimbursements are required if such
payments are made, even if the payments were made by the City in the absence for any
contractual requirement to do so
Section 6.05 Conflict of Interest
A. EMPLOYEE shall not engage in any business or transaction or shall have a financial
or other personal interest or association , direct or indirect, which is in conflict with the proper
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discharge of official duties or would tend to impair independence of judgment or action in the
performance of official duties . Personal, as d i stinguished from financial, interest includes an
interest arising from blood or marriage relationships or close business, personal, or political
associations . This section shall not serve to prohibit independent acts or other forms of
enterprise during those hours not covered by active City employment, providing such acts do
not constitute a conflict of interest as defined herein .
B. EMPLOYEE shall also be subject to the conflict of interest provisions of the
California Government Code and any conflict of interest code applicable to EMPLOYEE's City
employment
C. EMPLOYEE is responsible for submitting to the City Clerk the appropriate Conflict
of Interest Statements at the time of appointment, annually thereafter, and at the time of
separation from the pos ition .
Section 6.06 General Provisions.
A. The text herein shall constitute the entire Agreement between the Parties, and
no representations have been made or relied upon except as set forth herein .
B. This Contract shall be binding upon and inure to the benefit of the heirs at law
and executors of EMPLOYEE .
C. If there is any conflict between this Agreement and the Appointed Employee's
Compensation Program, or any other resolution fixing compensation and benefits for employees
covered by that Compensation Program, this Agreement shall control to the extent allowed
under State law.
D. The section headings contained in this Agreement are inserted for convenience
only and shall not affect in any way the meaning or interpretation of this Agreement.
E. This Agreement may only be modified upon the written consent of the
EMP LOYER and EMPLOYEE.
F. In any action to enforce the terms of this Agreement the prevailing party shall be
entitled to recover reasonable attorney's fees and court costs and other non-reimbursable
litigation expenses, such as expert witness fees and investigation expenses .
F. This Agreement shall be construed in accordance with the laws of the State of
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California and the Parties agree that venue shall be in Santa Clara County, California.
Section 6.07 Severability. If any provision thereof, contained in this Agreement is held
unconstitutional, invalid or unenforceable, the remainder of this Agreement shall be deemed
severable, shall not be affected, and shall remain in full force and effect.
Section 6.08. Waiver. Waiver by either Party of any default, breach or condition
precedent shall not be construed as a waiver of any other default, breach or condition
precedent or any other right hereunder.
Section 6.09. Ambiguity. The Parties acknowledge that this is a negotiated Agreement,
that they have the opportunity to have this Agreement reviewed by legal counsel, and that the
terms and conditions of this Agreement are not to be construed against any Party on the basis
of such Party's draftsmanship thereof.
IN WITNESS WHEREOF, EMPLOYER has caused this Agreement to be signed and executed
in its behalf by its Mayor, and duly attested by its City Clerk, and EMPLOYEE has signed and
executed this Contract, both in duplicate, the day and year first above written.
ATTEST: CITY OF CUPERTINO
Date: __ 4---'---, _g_, _)0 ______ _ Date: -------------
l~ "EMPLOYEE" ~ Mayor
City Clerk
APPROVED AS TO FORM:
City Attorney
1105944.7
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-4922 Name:
Status:Type:Ordinances and Action Items Agenda Ready
File created:In control:1/29/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Award of a construction contract for the McClellan Road Separated Bikeway-Phase 1B
Project (Project No. 2017-01.06) for intersection improvements at McClellan Road & Bubb Road and
McClellan Road & Stelling Road.
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Draft Contract
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Award of a construction contract for the McClellan Road Separated Bikeway-Phase
1B Project (Project No. 2017-01.06) for intersection improvements at McClellan Road & Bubb
Road and McClellan Road & Stelling Road.
Award a construction contract for the McClellan Road Separated Bikeway-Phase 1B Project
and authorize the Acting Director of Public Works to execute the contract in the amount of
$1,365,420 with Redgwick Construction Company; and further authorize the Acting Director of
Public Works to execute any necessary change orders up to a construction contingency amount
of $136,000, for a total possible authorized contract amount of $1,501,420.
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: April 16, 2019
Subject
Award of a construction contract for the McClellan Road Separated Bikeway-
Phase 1B Project (Project No. 2017-01.06) for intersection improvements at
McClellan Road & Bubb Road and McClellan Road & Stelling Road.
Recommended Action
Award a construction contract for the McClellan Road Separated Bikeway -Phase
1B Project and authorize the Acting Director of Public Works to execute the
contract in the amount of $1,365,420 with Redgwick Construction Company; and
further authorize the Acting Director of Public Works to execute any necessary
change orders up to a construction contingency amount of $136,000, for a total
possible authorized contract amount of $1,501,420.
Description
The McClellan Road Separated Bikeways-Phase 1B project will modify existing
traffic signal systems at the intersections of McClellan Road & Bubb Road and
McClellan Road & Stelling Road. These changes are complementary to the
previously awarded McClellan Separated Bikeway Project - Phase 1A , which
installs a physical barrier between the vehicular and bicycle lanes on McClellan
between Imperial and Stelling, enhancing the existing bicycle lanes in that area.
Discussion
The McClellan Road Separated Bikeway project Phase 1A will alter the curb
alignment along McClellan Road and will provide room to add a raised curb to
separate the vehicular travel lanes and the bike lanes (referred to as Type 4 bike
lanes). The Phase 1B project will perform work at the signalized intersections at
Bubb and Stelling at McClellan Road to support the Phase 1A improvements.
The bike lanes that are currently on McClellan Road are some o f the most highly
used and important routes, largely due to the concentration of schools on or near
McClellan Road. The improvements to the bike lanes will result in a higher level
of safety for bicyclists, encouraging more people to consider biking versus driving.
The local biking community has expressed robust support for all of the McClellan
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Road Separated Bikeway phases and are looking forward to enjoying the higher
level of protection that will come with the project improvements.
The Phase 1B project was advertised for bids on February 20, 2019, and bids were
opened on March 19, 2019. Seven bids were received, with the low bid amount
approximately 2.5% below the engineer’s estimate. The low bid was received from
Redgwick Construction Company who is coincidentally the competitively selected
contractor for the Phase 1A project. Having the same contractor performing the
construction for both Phase 1A & 1B contracts is anticipated to result in seamless
coordination and more efficient resource management.
Bidder Bid Amount
Engineers Estimate $1,400,000
Redgwick Construction Company $1,365,420
Guerra Construction Group $1,377,930
Granite Construction Company $1,394,187
FBD Vanguard Construction, Inc. $1,405,871
Sposeto Engineering, Inc. $1,411,195
Ray’s Electric $1,432,940
McGuire & Hester $1,565,561
Staff has thoroughly reviewed Redgwick’s bid submission for completeness, and
confirmed the experience and qualifications stated in their bid. It was determined
that this bid is the lowest received, that the bid is responsive and that they are a
responsible entity.
In order to minimize the impact to the nearby schools, the Phase 1B project is
scheduled to begin construction in June 2019, after the current school year is
completed. Both the Phase 1A and 1B projects are scheduled for substantial
completion prior to the beginning of the 19/20 school year in August. The Phase
1A and 1B projects have been coordinated with the appropriate personnel from
both CUSD and the FUHSD.
Sustainability Impact
These improvements are intended to improve bicycle safety and use and make the
bicycling experience more appealing. This may reduce vehicle drive times and
traffic congestion, which leads to reduced vehicle emissions helping the City
achieve its air quality and greenhouse gas emissions reductions goals.
CEQA
Exempt from the California Environmental Quality Act (CEQA) under 14 C.C.R.
Sections 15302 (replacement or reconstruction of existing structures and
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facilities); 15303 (new construction or conversion of small structures); 15061(b)(3)
(no potential for causing a significant effect on the environment).
Fiscal Impact
The FY 2018-2019 CIP budget for the 2016 Bike Plan Implementation Program
includes the McClellan Road Separated Bikeway-Phase 1B Project (budget unit
420-99-036) and is adequate to implement this project. However, subsequent
phases of the McClellan Road Bikeway project as well as other proje cts included
in the 2016 Bike Plan Implementation program will require additional
appropriation. Additional revenue sources have been identified including
Measure B funds, VERBS grant, TFCA grant, TDA-Article 3 grant and a donation
from Apple. Application of these additional funds for the 2016 Bike Plan
Implementation program will be requested as part of the FY 2019-20 CIP budget.
_____________________________________
Prepared by: John Raaymakers, Public Works Project Manager
Reviewed by: Roger Lee, Acting Director of Public Works Department
Approved for Submission by: Timm Borden, Interim City Manager
Attachments:
A – Draft Contract
1108194.1
228
ATTACHMENT A
Contract
This public works contract (“Contract”) is entered into by and between the City of Cupertino (“City”), a municipal
corporation, and Redgwick Construction Company (“Contractor”), for work on the McClellan Road Separated
Bikeways-Ph. 1b Project (“Project”).
The parties agree as follows:
1. Award of Contract. In response to the Notice Inviting Bids, Contractor has submitted a Bid Proposal and
accompanying Bid Schedule, a copy of which is attached for convenience as Exhibit A, to perform the
Work to construct the Project. On April 16, 2019, City Council authorized award of this Contract to
Contractor for the amount set forth in Section 4 below.
2. Contract Documents. The Contract Documents incorporated into this Contract include and are
comprised of all of the documents listed below. The definitions provided in Article 1 of the General
Conditions apply to all of the Contract Documents, including this Contract:
2.1 Notice Inviting Bids;
2.2 Instructions to Bidders;
2.3 Addenda, if any;
2.4 Bid Proposal and attachments thereto;
2.5 Contract;
2.6 Payment Bond, and Performance Bond;
2.7 General Conditions;
2.8 Special Conditions;
2.9 Project Plans and Specifications;
2.10 Change Orders, if any;
2.11 Notice of Award;
2.12 Notice to Proceed;
2.13 The following: No other documents
3. Contractor’s Obligations. Contractor will perform all of the Work required for the Project, as specified in
the Contract Documents. Contractor must provide, furnish, and supply all things necessary and incidental
for the timely performance and completion of the Work, including all necessary labor, materials, supplies,
tools, equipment, transportation, onsite facilities and utilities, unless otherwise specified in the Contract
Documents. Contractor must use its best efforts to diligently prosecute and complete the Work in a
professional and expeditious manner and to meet or exceed the performance standards required by the
Contract Documents.
4. Payment. As full and complete compensation for Contractor’s timely performance and completion of the
Work in strict accordance with the terms and conditions of the Contract Documents, City will pay
Contractor $1,365,420.00 (“Contract Price”) for all of Contractor’s direct and indirect costs to perform the
Work, including all labor, materials, supplies, equipment, taxes, insurance, bonds and all overhead costs,
in accordance with the payment provisions in the General Conditions.
5. Time for Completion. Contractor will fully complete the Work for the Project within 60 working days from
the commencement date given in the Notice to Proceed (“Contract Time”). By signi ng below, Contractor
expressly waives any claim for delayed early completion.
6. Liquidated Damages. If Contractor fails to complete the Work within the Contract Time, City will assess
liquidated damages in the amount of $1500.00 per day for each day of unexcused delay in completion,
229
and such liquidated damages may be deducted from City’s payments due or to become due to Contractor
under this Contract.
7. Labor Code Compliance.
7.1 General. This Contract is subject to all applicable requirements of Chapter 1 of Part 7 of Division
2 of the Labor Code, including requirements pertaining to wages, working hours and workers’
compensation insurance, as further specified in Article 9 of the General Conditions.
7.2 Prevailing Wages. This Project is subject to the prevailing wage requirements applicable to the
locality in which the Work is to be performed for each craft, classification or type of worker needed
to perform the Work, including employer payments for health and welfare, pension, vacation,
apprenticeship and similar purposes. Copies of these prevailing rates are available online at
http://www.dir.ca.gov/DLSR.
7.3 DIR Registration. City may not enter into the Contract with a bidder without proof that the bidder
and its Subcontractors are registered with the California Department of Industrial Relations to
perform public work pursuant to Labor Code section 1725.5, subject to limited legal exceptions.
8. Workers’ Compensation Certification. Pursuant to Labor Code section 1861, by signing this Contract,
Contractor certifies as follows: “I am aware of the provisions of Labor Code section 3700 which require
every employer to be insured against liability for workers’ compensation or to undertake self-insurance in
accordance with the provisions of that code, and I will comply with such provisions before commencing the
performance of the Work on this Contract.”
9. Conflicts of Interest. Contractor, its employees, Subcontractors and agents, may not have, maintain or
acquire a conflict of interest in relation to this Contract in violation of any City ordinance or requirement or
in violation of any California law, including Government Code section 1090 et seq., or the Political Reform
Act, as set forth in Government Code section 81000 et seq. and its accompanying regulations. No officer,
official, employee, consultant, or other agent of the City (“City Representative”) may have, maintain, or
acquire a “financial interest” in the Contract, as that term is defined under the Political Reform Act
(Government Code section 81000, et seq., and regulations promulgated thereunder); or under
Government Code section 1090, et seq.; or in violation of any City ordinance or requirement while serving
as a City Representative or for one year thereafter. Any violation of this Section constitutes a material
breach of the Contract.
10. Independent Contractor. Contractor is an independent contractor under this Contract and will have control
of the Work and the means and methods by which it is performed. Contractor and its Subcontractors are not
employees of City and are not entitled to participate in any health, retirement, or any other employee benefits
from City.
11. Notice. Any notice, billing, or payment required by or pursuant to the Contract Documents must be made
in writing, signed, dated and sent to the other party by personal delivery, U.S. Mail, a reliable overnight
delivery service, or by email as a PDF file. Notice is deemed effective upon delivery, except that service
by U.S. Mail is deemed effective on the second working day after deposit for delivery. Notice for each party
must be given as follows:
City:
Name: City of Cupertino
Address: 10300 Torre Avenue
City/State/Zip: Cupertino, CA 95014
Phone: (408) 777-3354
Attn: John Raaymakers
Email: JohnR@cupertino.org
Copy to: PWInvoices@cupertino.org
230
Contractor:
Name: Redgwick Construction Company
Address: 21 Hegenberger Court
City/State/Zip: Oakland, CA 94621
Phone: (510) 792-1727
Attn: Bob Rahebi
Email: bob@redgwick.com
Copy to: estimating@redgwick.com
12. General Provisions.
12.1 Assignment and Successors. Contractor may not assign its rights or obligations under this
Contract, in part or in whole, without City’s written consent. This Contract is binding on
Contractor’s and City’s lawful heirs, successors and permitted assigns.
12.2 Third Party Beneficiaries. There are no intended third party beneficiaries to this Contract.
12.3 Governing Law and Venue. This Contract will be governed by California law and venue will be in
the Santa Clara County Superior Court, and no other place. Contractor waives any right it may
have pursuant to Code of Civil Procedures Section 394, to file a motion to transfer any act ion
arising from or relating to this Contract to a venue outside Santa Clara County, California.
12.4 Amendment. No amendment or modification of this Contract will be binding unless it is in a
writing duly authorized and signed by the parties to this Contract.
12.5 Integration. This Contract and the Contract Documents incorporated herein, including authorized
amendments or Change Orders thereto, constitute the final, complete, and exclusive terms of the
agreement between City and Contractor.
12.6 Severability. If any provision of the Contract Documents, or portion of a provision, is determined
to be illegal, invalid, or unenforceable, the remaining provisions of the Contract Documents will
remain in full force and effect.
12.7 Iran Contracting Act. If the Contract Price exceeds $1,000,000, Contractor certifies, by signing
below, that it is not identified on a list created under the Iran Contracting Act, Public Contract Code
§ 2200 et seq. (the “Act”), as a person engaging in investment activities i n Iran, as defined in the
Act, or is otherwise expressly exempt under the Act.
12.8 Authorization. Each individual signing below warrants that he or she is authorized to do so by
the party that he or she represents, and that this Contract is legally binding on that party. If
Contractor is a corporation, signatures from two officers of the corporation are required pursuant to
California Corporation Code section 313.
[Signatures are on the following page.]
231
The parties agree to this Contract as witnessed by the signatures below:
CONTRACTOR CITY OF CUPERTINO
Redgwick Construction Company A Municipal Corporation
By By ___________________________
Name_______________________ Roger Lee
Title Acting Director of Public Works
Date _______________________ Date ________________________
By
Name_______________________
Title
Date _______________________
APPROVED AS TO FORM:
By ____________________________
Heather Minner
City Attorney
Date___________________________
ATTEST:
_____________________________
Grace Schmidt
City Clerk
Date____________________________
Contract Amount: _________________
P.O. No. ________________________
Account No. _____________________
END OF CONTRACT
232
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5243 Name:
Status:Type:Ordinances and Action Items Agenda Ready
File created:In control:3/26/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Draft Citywide Parks and Recreation System Master Plan, endorse scope of actions
identified in the Plan as the proposed project for purposes of conducting environmental review
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - Minutes, City Council Feb. 5, 2019
B - Input on Draft Master Plan, public comments Apr. 8, 2019
C - Draft Master Plan Chapter 3 (Systemwide Objectives and Actions), redline revisions Apr 2019
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Draft Citywide Parks and Recreation System Master Plan, endorse scope of actions
identified in the Plan as the proposed project for purposes of conducting environmental review
Endorse the scope of the actions included in the Draft Citywide Parks and Recreation System
Master Plan ("Master Plan") as the proposed project for purposes of conducting environmental
review pursuant to the California Environmental Quality Act ("CEQA").
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
powered by Legistar™233
RECREATION AND COMMUNITY SERVICES DEPARTMENT
QUINLAN COMMUNITY CENTER
10 10185 NORTH STELLING RD • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3120 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting Date: April 16, 2019
Subject
Draft Citywide Parks and Recreation System Master Plan, endorse scope of actions
identified in the Plan as the proposed project for purposes of conducting environmental
review
Recommended Action
Endorse the scope of the actions included in the Draft Citywide Parks and Recreation
System Master Plan (“Master Plan”) as the proposed project for purposes of conducting
environmental review pursuant to the California Environmental Quality Act (“CEQA”).
Background
A draft Citywide Parks and Recreation System Master Plan (“Master Plan”) has been
prepared and was issued for public input in early January 2019. Feedback on the draft
Mater Plan has been provided in a variety of ways:
January 16, the Bicycle Pedestrian Commission provided feedback.
January 22, a Youth and Teen Forum, co-sponsored by the Teen Commission and
Youth Activity Board, resulted in 54 comment cards from youth and teens.
January 23, a public workshop at the Senior Center invited public input.
January 24, the Parks and Recreation Commission reviewed the Master Plan at a
special meeting and provided input.
Input from the community invited via electronic and written comment cards.
The input received at these meetings plus electronic and written public comments
through February 3, 2019 were previously provided to the City Council as attachments
A-F with the February 5 Council staff report.
February 5, the City Council provided input on the Master Plan (see Attachment
A).
February 26, the Planning Commission provided feedback on the Master Plan.
Written and electronic community “comment card” input has continued (see
Attachment B for input received through April 8, excluding Youth and Teen
Forum comment cards previously provided).
234
Discussion
Comments will be incorporated into the January 2019 Draft Master Plan and it will be
re-issued as a revised draft Master Plan.
The project team recommends that the City Council endorse the scope of the Draft
Master Plan, specifically the actions in Chapter 3, for purposes of conducting
environmental review. These actions are intended to support future decision-making,
and will continue to be evaluated and integrated into the City’s annual planning for
projects and services, annual work plans, and departmental strategic plans that will
follow the Master Plan. Updated redline versions of the actions are attached for
consideration (Attachment C). In Attachment C, actions that may have a physical effect
on the environment are noted by highlighting the first few words. If there are any
additional actions that the Council may wish to include in the Master Plan, or if there is
anything that the Council wishes to significantly change in this list, those items should
be identified now so that they can be considered in the environmental review process.
The City Council-endorsed actions would be the project description in environmental
review documents and would be analyzed. Final City Council approval of the Master
Plan will not be sought until the Initial Study is completed and the environmental
review document is adopted. All actions proposed in the Draft Master Plan that may
result in a significant effect on the physical environment will be evaluated as part of the
environmental review process.
For purposes of conducting environmental review, it is better to “over-include” than
“under-include” the range of possible actions and potential projects that are analyzed.
If they may potentially occur in the future and are reasonably foreseeable, it is
appropriate to evaluate them as part of this process.
Next Steps
If the City Council endorses moving forward with environmental review, then the
evaluation for environmental impacts will occur. An Initial Study and an associated
environmental review document will be issued for public comments, together with a
revised draft Master Plan. A public comment period will invite public input on the
documents. Further steps include presenting the documents to the Parks and
Recreation Commission and the City Council, anticipated to occur this summer.
Additional documents and background relating to the development of the January 2019
Draft Master Plan are posted on the City’s website on the project page, at the link
below, and in the on-line records associated with the Commission and City Council
meetings.
235
http://forms4.cupertino.org/parks&recmasterplan/projectUpdates.html
The City Council’s input on and endorsement of the scope of the actions in the Draft
Master Plan for purposes of environmental review is requested.
Fiscal Impact
None.
Sustainability Impact
The project will support the city’s sustainability and environmental policies and
objectives.
____________________________________
Prepared by: Gail Seeds, Park Improvement Manager
Reviewed by: Jeff Milkes, Director of Recreation & Community Services
Approved for Submission by: Timm Borden, Interim City Manager
Attachments:
A – Minutes, City Council meeting, Feb. 5, 2019
B – Input on Draft Master Plan, public comments through Apr. 8, 2019
C – Draft Master Plan, Chapter 3 (Systemwide Objectives and Actions), redline
revisions, Apr. 2019
236
APPROVED MINUTES
CUPERTINO CITY COUNCIL
Tuesday, February 5, 2019
SPECIAL CITY COUNCIL MEETING
At 5:30 p.m. Mayor Steven Scharf called the Special City Council meeting to order in the City
Hall Conference Room A, 10300 Torre Avenue.
Present: Mayor Steven Scharf, Vice Mayor Liang Chao, and Councilmembers Darcy Paul, Rod
Sinks, and Jon Robert Willey. Absent: None.
CLOSED SESSION
Council went into closed session and reconvened in open session at 6:45 p.m. in the Cupertino
Community Hall Council Chambers, 10350 Torre Avenue for the Regular Meeting.
In open session, Mayor Scharf reported out from the January 25, 2019 closed session regarding
two items.
The following individuals spoke in open session before Council went into closed session:
Kitty Moore (Cupertino resident)
Jim Moore (Cupertino resident) – ceded time to Bern Steves
Susan Moore (Cupertino resident) – ceded time to Bern Steves
Caryl Gorska (Cupertino resident) – ceded time to Bern Steves
Lisa Warren (Cupertino resident) – ceded time to Bern Steves
Bern Steves (Cupertino resident) on behalf of Friends of Better Cupertino
Liana Crabtree (Cupertino resident)
1. Subject: Conference with Legal Counsel pursuant to Government Code Section
54956.9(d)(2); Re: Anticipated Litigation/Significant Exposure to Litigation
Mayor Scharf reported that Council discussed a threat of litigation received in connection
with the SB 35 lawsuit; no reportable action was taken.
2. Subject: Conference with Legal Counsel pursuant to Government Code section
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City Council Minutes February 5, 2019
54956.9(d)(1); Re: Pending Litigation; Friends of Better Cupertino, et al. v. City of Cupertino;
Santa Clara County Superior Court, Case No. 18CV330190 (SB 35 Vallco Project)
Mayor Scharf reported that Council met to discuss with legal counsel this pending
litigation, when discussion would prejudice the City Council if done in public; gave
direction to legal counsel; no reportable action was taken.
Mayor Scharf also reported out from the February 5, 2019 closed session that was heard at 5:30
p.m. regarding two items:
1. Subject: Conference with Real Property Negotiators (Government Code Section 54956.8);
Property: Cupertino Municipal Water System; Agency Negotiator: Timm Borden;
Negotiating Parties: City of Cupertino and San Jose Water Company; Under Negotiation:
Price Terms for City Leased Asset
Mayor Scharf reported that the closed session was related to the City’s lease with the San
Jose Water Company for the Cupertino Municipal Water System; gave direction to staff
concerning the lease negotiations; no reportable action was taken.
2. Subject: Conference with Legal Counsel ‐ Anticipated Litigation: Significant Exposure to
litigation pursuant to paragraph (2) of subdivision (d) of Government Code Section
54956.9
Mayor Scharf reported that the closed session was related to the City’s lease with the San
Jose Water Company for the Cupertino Municipal Water System; gave direction to staff
concerning the lease negotiations; no reportable action was taken.
REGULAR MEETING
PLEDGE OF ALLEGIANCE
At 6:45 p.m. Mayor Steven Scharf called the Regular City Council meeting in the Cupertino
Community Hall Council Chambers, 10350 Torre Avenue and led the Pledge of Allegiance.
ROLL CALL
Present: Mayor Steven Scharf, Vice Mayor Liang Chao, and Councilmembers Darcy Paul, Rod
Sinks, and Jon Robert Willey. Absent: None.
CEREMONIAL MATTERS AND PRESENTATIONS
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City Council Minutes February 5, 2019
1. Subject: Recognition of Fine Arts Commission Emerging Artists and Young Artists.
Recommended Action: Present awards to winners
Fine Arts Commission Chair Janki Chokshi spoke and read aloud the award winners.
Mayor Scharf presented the awards to Fine Arts Commission Emerging Artists and Young
Artists winners.
2. Subject: Presentation from the Toyokawa Sister City Committee regarding
recent delegation
Recommended Action: Receive Presentation from the Toyokawa Sister City Committee
regarding recent delegation
Alyyssa Sakkas Toyokawa Sister Cities Committee President introduced Steve Sulgit
Vice President of Festival Operations who presented a video.
Council received the presentation from the Toyokawa Sister City Committee regarding
their recent delegation.
POSTPONEMENTS ‐ None
ORAL COMMUNICATIONS
Byron Rovegno (Cupertino resident), on behalf of Walk Bike Cupertino, talked about the Regnart
Trail, potential usage for students and support for the trail.
Dennis Whittacker (Cupertino resident) talked about the intersections being blocked at De Anza
Blvd/Pacifica and other intersections and adding signs and lights.
Janet Van Zoehren talked about agenda Item #15 Regional Housing Needs Allocation (RHNA)
subregion, affordable housing and data, and farming out housing to other regions.
Lisa Warren talked about the Foothill‐De Anza Community College Board meeting action item
to pause programming at Flint Center beyond June 30 and a pending assessment report.
Rhoda Fry talked about the Jan. 31 cease and desist letter sent from City Manager Timm Borden
to the County regarding traffic, land use, and water quality.
Justine Garcia (Cupertino resident), Kennedy Middle School student and U14 soccer player,
talked about opening field hours on Sundays.
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City Council Minutes February 5, 2019
A Cupertino resident from Finch Avenue talked about a citation letter that she received from
Code Enforcement.
CONSENT CALENDAR
Paul moved and Sinks seconded to approve the items on the Consent Calendar as presented.
Ayes: Scharf, Chao, Paul, Sinks, and Willey. Noes: None. Abstain: None. Absent: None.
3. Subject: Approve the January 15 City Council minutes
Recommended Action: Approve the January 15 City Council minutes
4. Subject: Accept Accounts Payable for the period ending November 02, 2018
Recommended Action: Adopt Resolution No. 19‐013 accepting Accounts Payable for the
period ending November 02, 2018
5. Subject: Accept Accounts Payable for the period ending November 09, 2018
Recommended Action: Adopt Resolution No. 19‐014 accepting Accounts Payable for the
period ending November 09, 2018
6. Subject: Accept Accounts Payable for the period ending November 16, 2018
Recommended Action: Adopt Resolution No. 19‐015 accepting Accounts Payable for the
period ending November 16, 2018
7. Subject: Accept Accounts Payable for the period ending November 23, 2018
Recommended Action: Adopt Resolution No. 19‐016 accepting Accounts Payable for the
period ending November 23, 2018
8. Subject: Accept Accounts Payable for the period ending November 30, 2018
Recommended Action: Adopt Resolution No. 19‐017 accepting Accounts Payable for the
period ending November 30, 2018
9. Subject: Annual adoption of Pension Trust Investment Policy
Recommended Action: Adopt Resolution No. 19‐018 accepting the City Investment Policy
for the Pension Trust
10. Subject: Treasurer’s Investment Report for Quarter Ending December 31, 2018
Recommended Action: Accept the Treasurer’s Investment Report for Quarter Ending
December 31, 2018
SECOND READING OF ORDINANCES
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City Council Minutes February 5, 2019
11. Subject: Second reading and enactment of an ordinance to amend regulations in
Title 2, Administration and Personnel of the Municipal Code Chapter 2.80, to allow
up to five (5) members for the Fine Arts Commission.
Recommended Action: Conduct the second reading and enact Ordinance No.
19‐2182: “An Ordinance of the City Council of the City of Cupertino amending
regulations in Title 2, Administration and Personnel of the Municipal Code, Chapter
2.80, to allow up to five (5) members for the Fine Arts Commission”
Deputy City Clerk Kirsten Squarcia read the title of Ordinance No. 19‐2182: “An
Ordinance of the City Council of the City of Cupertino amending regulations in
Title 2, Administration and Personnel of the Municipal Code, Chapter 2.80, to allow
up to five (5) members for the Fine Arts Commission”
Paul moved and Sinks seconded to read Ordinance No. 19‐2182 by title only and that the
City Clerk’s reading would constitute the second reading thereof. Ayes: Scharf, Chao,
Paul, Sinks, and Willey. Noes: None. Abstain: None. Absent: None.
Paul moved and Sinks seconded to enact Ordinance No. 19‐2182. Ayes: Scharf, Chao,
Paul, Sinks, and Willey. Noes: None. Abstain: None. Absent: None.
PUBLIC HEARINGS ‐ None
ORDINANCES AND ACTION ITEMS
12. Subject: Approval of a Legal Services Contract for City Attorney Services
with Shute Mihaly and Weinberger.
Recommended Action: 1. Authorize the City Manager to execute an agreement
with Shute Mihaly and Weinberger for City Attorney Services in the amount of
$600,000 annually.
2. Approve Budget Modification Number 1819‐038 reducing the Administration‐City
Attorney budget by $770,889.
Director of Administrative Services Kristina Alfaro reviewed the staff report.
Staff answered questions from Council.
City Manager Timm Borden announced that the City Attorney’s office and legal services
will move to City Hall.
New City Attorney Heather Minner introduced herself.
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City Council Minutes February 5, 2019
Sinks moved and Paul seconded to 1. Authorize the City Manager to execute an
agreement with Shute Mihaly and Weinberger for City Attorney Services in the amount
of $600,000 annually; and
2. Approve Budget Modification Number 1819‐038 reducing the Administration‐City
Attorney budget by $770,889. The motion carried unanimously.
13. Subject: Order the abatement of a public nuisance (weeds) pursuant to provisions of
Ordinance No. 724 and Resolution No. 18‐111 (Continued from January 15)
Recommended Action: Note objections and adopt Resolution 19‐019 ordering
abatement of a public nuisance (weeds) pursuant to provisions of Ordinance No.
724 and Resolution No. 18‐111
Deputy City Clerk Kirsten Squarcia reviewed the staff report.
Santa Clara County Weed Abatement Program Manager Moe Kumre answered questions
from Council.
Mayor Scharf opened public comment and the following individuals spoke:
Brent G. Bardsley (Cupertino resident)
Joan Thompson (Cupertino resident)
Venkatesh
Geoff Paulsen
Mayor Scharf closed public comment.
Willey moved and Chao seconded to adopt Resolution 19‐019 ordering the abatement of
a public nuisance (weeds) pursuant to provisions of Ordinance No. 724 and Resolution
No. 18‐111 with the amendment to remove the three properties (of those speakers who
objected) from the list and adopt the balance of the list, and directed staff to request the
County re‐inspect the properties in late spring. The motion carried unanimously.
Council recessed from 8:47 p.m. to 8:54 p.m.
Councilmember Paul left the dais at 8:47 p.m.
STUDY SESSION
14. Subject: Draft Citywide Parks and Recreation System Master Plan
Recommended Action: Accept presentation on the Draft Citywide Parks and
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City Council Minutes February 5, 2019
Recreation System Master Plan (ʺMaster Planʺ) and provide direction regarding
desired revisions.
Written communications for this item included emails to Council, additional public input,
hard copies of maps, and a staff presentation.
Director of Recreation and Community Services Jeff Milkes reviewed the staff report and
introduced Park Improvement Manager Gail Seeds and consultant Cindy Mendoza,
Senior Project Manager of MIG.
The consultant and Ms. Seeds gave a presentation.
Staff answered questions from Council.
Mayor Scharf opened public comment and the following individuals spoke:
Geoff Paulsen and Kitty Moore (Cupertino residents)
Jennifer Griffin
Gerhard Eschelbeck (Cupertino resident)
Joan Chin (Cupertino resident)
Peggy Griffin (Cupertino resident)
Dashiell Leeds, on behalf of Santa Clara Valley Audubon Society
Rhoda Fry
Minna (Cupertino resident)
Mayor Scharf closed public comment.
Councilmember Paul returned to the dais at 9:44 p.m. just before the last speaker.
Council accepted the presentation on the Draft Citywide Parks and Recreation
System Master Plan (ʺMaster Planʺ) and provided the following direction regarding
desired revisions:
No support for additional data gathering or additional surveys, and directed staff to
finalize the Master Plan using the existing information (Paul Sinks, Scharf).
Requested mapping related to densities (population density of areas of the City relative
to the park acreage) and follow‐up on possible existing map, and more objective
definition of what makes up a park (Paul, Chao).
Recommendation to include site page for individual parks in the Master Plan with basic
parks information, current conditions and facilities the city owns (Chao, Paul).
Directed staff to emphasize Community Gardens in the plan, including satellite
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City Council Minutes February 5, 2019
gardens in individual parks (Scharf, Chao, Paul).
Recommendation to look into park expansion possibility for Library Field, such as
undergrounding adjacent parking (Scharf, Paul).
Directed staff to emphasize partnerships with CUSD, FUHSD, and De Anza for usage
(unanimous).
Recommendation to support pollinator plantings (Chao, Paul).
Recommendation to reexamine field use policy (Willey, Paul).
Recommendation to emphasize access to Blackberry Farm which should be a priority
as the City purchased the property on Byrne at the entrance to the park (Sinks).
Recommendation to emphasize outdoor adult exercise equipment (Chao, Scharf).
Recommendation to explore acquiring or gaining use of the parcel adjacent to Sedgwick
Elementary School (Scharf, Sinks).
Directed staff to explore performing arts space availability at existing venues (Paul,
Sinks, Chao).
ORDINANCES AND ACTION ITEMS – Continued
Council recessed from 11:17 p.m. to 11:29 p.m.
15. Subject: Possible Formation of a Santa Clara County Regional Housing Needs
Allocation (RHNA) subregion allowing the City the option of trading allocation of
housing needs among participating entities (continued from January 15).
Recommended Action: That the City Council
1. Review the by‐laws proposed for the RHNA subregion and
2. Adopt Resolution No. 19‐009 authorizing the City Manager to discuss the
formation of a Santa Clara County RHNA subregion and develop a work plan, budget
and schedule of actions leading to the formation of a countywide RHNA subregion.
Written communications for this item included a staff presentation.
Principal Planner Piu Ghosh reviewed the staff report.
Mayor Scharf opened public comment and the following individuals spoke:
Janet Van Zoeren (Cupertino resident) spoke under Oral Communications on this item.
Jennifer Griffin
Jean Bedord
Mayor Scharf closed public comment.
Staff answered questions from Council.
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City Council Minutes February 5, 2019
The Vice Mayor commented that she suggests revising the proposed by‐laws to be like San
Mateo County’s which require consensus for final adoption and allocation as opposed to
the Santa Clara County’s proposed RHNA subregion by‐laws that require a majority vote
and consent of the individual cities impacted by the change to the RHNA allocations. Staff
indicated that the comments will be relayed to the Cities Association for its consideration.
Council 1. Reviewed the by‐laws proposed for the RHNA subregion; and
Sinks moved and Chao seconded to 2. Adopt Resolution No. 19‐009 authorizing the City
Manager to discuss the formation of a Santa Clara County RHNA subregion and
develop a work plan, budget and schedule of actions leading to the formation of a
countywide RHNA subregion. The motion carried unanimously.
16. Subject: Adopt a resolution to approve the Junipero Serra Trail Feasibility Study
Recommended Action: Adopt Resolution No. 19‐020 to approve the Junipero Serra Trail
Feasibility Study
Written communications for this item included a staff presentation and emails to Council.
Acting Director of Public Works Roger Lee reviewed the staff report.
David Stillman Transportation Manager gave a presentation.
Mayor Scharf opened public comment and the following individuals spoke:
Kitty Moore (Cupertino resident)
Jennifer Griffin
Peggy Griffin (Cupertino resident)
Jennifer Shearin (Cupertino resident), on behalf of herself and the Bicycle Pedestrian
Commission
Mayor Scharf closed public comment.
Staff answered questions from Council.
Sinks moved and Willey seconded to Adopt Resolution No. 19‐020 to approve the
Junipero Serra Trail Feasibility Study. The motion carried unanimously.
REPORTS BY COUNCIL AND STAFF
17. Subject: Report on Committee assignments and general comments
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City Council Minutes February 5, 2019
Recommended Action: Report on Committee assignments and general comments
Councilmembers highlighted the activities of their committees and various community
events.
Councilmember Paul and Vice Mayor Chao requested study sessions regarding policy
issues, educational sessions and upcoming legislation, including SB50, SB 35 and CASA
bills.
ADJOURNMENT
At 1:24 a.m. on Wednesday, February 6, 2019, Mayor Scharf adjourned the meeting.
/s/Kirsten Squarcia
________________________________
Kirsten Squarcia, Deputy City Clerk
246
CUPERTINO's DRAFT PARKS AND RECREATION SYSTEM MASTER PLAN
Public Input on Draft Master Plan, Additional Public Comments, through April 8, 2019
#What do you like about the Master Plan?
What would you change or add to the Master
Plan?
Do you have any other comments? (Please be as
specific as possible. Include page numbers if known.)
Name
(optional)
Email
(optional)
68 I like that there are intentions to improve our parks and
acquire more green open space.
I would change the addition of performing arts, aquatics
center, and gymnasium facilities to our parks, especially
memorial park. Memorial park is the largest park in
Cupertino and has the most open space. I see it as a
tremendous loss and waste of open space to put those
facilities in the place of the open space.
I would like to suggest if they want to replace the pond in the
Memorial park, maybe a giant playground similar to the Magical
Bridge handicap accessible playground in Palo Alto and saving a
small part of the water system to make a water play area similar
to Ortega Park in Sunnyvale for summertime fun. I know we
have droughts, but I'm hopeful there are sustainable options for
water play.
Angel Chen acchen3@gma
il.com
67 I love the idea of acquiring more park space in
Cupertino.
Memorial Park should not be considered as a potential
location for a new aquatics facility, performing and fine
arts center, or gymnasium complex and multi-use
recreation center. The park needs more green space, not
less. Local businesses already have problems with people
attending park events parking in lots intended for their
customers. Including any of those facilities in Memorial
Park could make this occasional issue into a constant
issue.
Memorial Park's proximity to existing performing and fine arts
centers, and to a gymnasium complex and multi-use recreation
center would make a new facility of either sort within the park
superfluous. Also, an aquatics facility may attract ducks and
geese back to the park after all the effort that have been made
to get rid of them.
Sherman Cater stcater3@gma
il.com
66 Dog park and off-lease areas. Aquatics facilities
including warm pool for water therapy. Trails and trail
corridors
This is a fantastic plan. Thank you for the great work, and looking
forward to the new developments! Eastern part of Cupertino, which
is experiencing a large population growth of young families, can really
benefit from more facilities. I am strongly supportive of pool facilities
and dog parks in particular. I would personally very much welcome
short-term trial of off-lease areas at Wilson Park and Creekside Park.
My observation of Wilcon park usage pattern is that the Southeast
quarter is almost always unused. Turning the area into a location for
new facilities would be a great use of the land.
65 Preserving our Parks and hopefully adding parks to the
Eastside of Cupertino. Inclusive areas for all levels of
abilities, renovating where needed Activities in all parks
was a great addition last summer and happy to see it
will be continued
All building - especially the Eastside cannot do in lieu and
has to add parkland in their own project. Make sure
parks are shady. Replace trees that were taken out so we
have more shade.
64 Parks and Bicycle/Walking Paths and Trails on East side
of Cupertino, and especially along the creeks
Farmers Markets in different locations If there can be a plan to help keep our trails along the creek
clean, deal with homeless encampments and graffiti. Organize
regular creek cleanup days. Post visible signs where complaints
and reports should be directed like garbage spilling out of cans,
homeless encampments and graffiti.
63 Good thinking!Prioritize Pokemon Go. A Significant amount of your silent
users go to the parks purely to use this app
247
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62 Would really like to see various sport options in more
parks in quicker timeline. For example, at Wilson park
now, there are 3 baseball fields and only baseball - the
park will enrich much more neighbors' life if there is a mix
of sports fields/options like tennis, table tennis,
badminton etc. More nature/environmental education
and art elements can also be added. This will make a lot
of fun visits to parks.
Vivian Qyl168@hotm
ail.com
61 Very little Why's all the important information in tiny font in the
appendix? When I ask questions parks and rec
commissioners that made this plan say " it's in the
appendix" This is a TERRIBLE master plan. No
representation for East Cupertino, no representation from
working mothers and fathers and the plan contains all
information for things WE DO NOT NEED. Build parks and
open Green space (on the ground not 50 stories up in the
air that is NOT a park) are what the children need. Force
Lawson and Segwick to open their gates to the public. Just
like all of the people coming from outside our city to bash
residents say, "open up and unlock the land." The schools
belong to the residents. Lawson and Segwick cannot
continue as they have we need a written agreement to
open up their courts and fields. More funding must be
allocated to East Cupertino. Disproportionately it has gone
to the Monta Vista area. No more. The residents of
Cupertino have spoken up and we have a mandate. ALL
must be represented fairly. This plan is a slap in the face to
those that value community engagement transparency
and accountability.
Please reject this Master Plan. Peter Pau himself could not have
written a more vague, abusive, ineffective plan and it's sad to
see politics harm our children, working class, seniors, and
Cupertino community.
60 I love that Cupertino takes such good care of parks . I do not want a bathroom across from my house in three
oaks park . We voted when the park was built to keep it a
neighborhood parl
Lenore williams Lenwilliams2@
earthlink.net
59 Include dog parks
58 Anything updated that includes preserving the nature
that we have in supporting community is good
I'm not deeply familiar with the plan outside of the video.
My only thought is the interconnected aspect. I lived in
Cleveland 20 years a go where they had a beltway which
was fantastic (trail and cars). My concern here is that it
could become a security issue allowing theft or violence to
be more easily transferred between communities. Perhaps
micro connected trails to dissuade that is a consideration
For playground structures please consider sunshade. We have 2
small children and so many of the parks have trees around them
but not necessarily over the structures which makes them hot
and obviously provides too much Sun for young skin
Msmasully@g
mail.com
57 There is some recoginzation that east side of cupertino
need more parks
There needs to be a actual concrete plan/route map on
how to add parks to east side of Cupertino, namely the
Rancho area, not just hope and dreams
Neal gheewala114
@yahoo.com
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56 I mean know disrespect to the team that prepared the
Plan. However, reading the Plan sparks more questions
than solutions regarding how Cupertino will address
park, recreation, and open space inequity across the
City.
(1) Please add data that identifies how many people live
within a 1/2 mile of each park. Please identify how many
people are expected to be served per acre per park. For
example if a park is 3 acres, how many people live within a
1/2 mile of the 3-acre park (no matter city of residence)?
Give expected park user values in terms of residents-per-
acre. (2) Please provide within the body of the Master
Plan an objective assessment of each park and amenities.
For example, how many restrooms? When were the
restrooms last renovated? How many picnic tables? When
were the picnic areas last renovated? Play equipment?
Walking/mixed use paths? Other? (3) Please consider
upgrading Library Field status from "field" to "park". The
community values Library Field, as it is in near constant
use for cricket, pick-up soccer, volleyball, and field play.
Library Field needs to be recognized and protected for the
utility it offers the community.
I'd like to see better outreach to residents regarding the Parks
and Recreation Master Plan. It seems the Plan includes big ticket
items, yet relatively few residents contributed to the data set
that informed the Plan. Without broad community support,
where will the money come from to build the items suggested in
the Plan. If Cupertino were to add a 200-600 seat performing
arts center, who will pay for it? Does use of nearby performing
arts centers indicate demand for Cupertino to have its own
center, replacing Flint Center? Similar questions and concerns
with a new aquatics center: are there opportunities to
leverage/subsidize existing pool facilities as a means of meeting
current and future aquatic needs and interests? It seems
Cupertino needs incremental improvements and increased
parkland acreage today, especially in eastern neighborhoods and
as a higher priority than distant future, non-park capital
improvements.
Liana Crabtree lianacrabtree
@yahoo.com
55 All of it. The I believe 7 main points are masterfully
done. Sustainability and protection of ecosystems
connecting the parks and the idea to make them all
accessible equally to everybody instead of for instance
all the nice bike paths and connections to larger walking
paths all are in the wealthy neighborhoods( like they so
often are.) It's well done and even attempts to address
getting kids outside because we have in my opinion an
epidemic of oversupervised children who don't get
enough outside time with thier peers.
Surprisingly not that much I would make sure that there's
something in there that they don't do what so many cities have
done and ruined access by charging money. if the activities and
places are built sustainably and well it shouldn't take much
maintenance and volunteer groups should be encouraged.
When you charge people those who need it the most often
don't and can't go. It also takes away a lot of the casual
enjoyability of outdoor activities which should remain as they
always have since as long as humans can remember; just
something you go do. So I would say to make it a clear point not
to as so many cities have done a decent job of their master plan
but forgot this little point and too many well-off city planners
don't understand the sociology behind it and implemented fee's
the average people simply can't afford. On that note I would like
to see a firm edition of insurance free zones where people can
just be human without having to literally give our allegiance to
the whims of insurance companies and litigation. Obviously this
one is a challenge but since you guys asked.. Most important it
would be nice to see more parks and playgrounds open later so
that 9-5 working people and kids can use them after school.
Especially in winter. Last but not least please put in there
somewhere that you will never over do the reserve system. That
one is such a doozy and makes it so that perfectly good ball
fields and the whatnot are completely unused more often than
not.
I would like to point out that kids and people in general have a
lot more fun when an area is less manicured just well taken care
of. ( it's also much cheaper to maintain and is consistent with
what it seems you guys are trying to do) I would love to see
some just beautiful native parks with maybe a little bit of
grassland where people can throw frisbees or have a little family
soccer game. Super low maintenance and just not a lot going on
except just enjoy the space. In other words as natural as possible
but not specifically for hiking. Old orchards and the whatnot
make great places for kids to play things like capture the flag.
On the same subject it would be nice if Cupertino had a place
where people can have family reunions, anniversaries and
weddings that are outdoors that had next to them optional
camping for friends and family so the people don't drive
afterwards. It just makes sense and it's makes it a lot more fun
and people can sit around a campfire and enjoy each other's
company after the event. They do this in Europe all the time and
I found that it's very enjoyable and extremely well attended. All
that said these are little things and from what I read of the draft
it's extremely and surprisingly well written bravo and good luck.
Jey Patterwigis@g
mail.com
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54 Keep McClellan Park Preserve a Nature Preserve. My
husband and I ran a Research Garden at McClellan for
14 years where we received press coverage for the Park
and City of Cupertino. Please don't do anything to
McClellan. Leave it alone. We have been standing to
keep this beautiful space as it is. Keep it a Nature
Preserve
Buy the Oaks Shopping Center and use if for a larger more
diverse Farmers Market as they have in Sunnyvale, which
includes prepared foods, music, produce and cultural
events.
WE don't have children and have been active citizens of Cupertino for
35+ years. I would like to see more open spaces, less soccer fields and
specialized fields. I'd like to see at least 2 community gardens in
Cupertino for people to understand where their food comes from and
to learn how to care for our environment and planet. What is the
average number of years a family lives here? I asked because there
doesn't seem to be a long term thinking in planning. I served on the
Citizen committee to create the General Plan 20 years ago and
volunteered many hours to help Cupertino be more a conscious
community in terms of open spaces and less impact on nature. I
challenge the statement that we have "tree lined" streets as our former
Director of Public Works, Bert Viscovich preferred to cement over
parking strips rather than plant trees. I was told this by a staff member
of Pubic Works at the time and if you drive down November Dr. you
will a lot of cemented parking strips rather than trees. I am also a
Master Gardener with UC Davis, a member of Our City Forest and an
active citizen scientist.
Roxanne
Beverstein
rbeverstein@g
mail.com
53 I heard that De Anza community college board voted to close
Flint performance art center last week. And there is another
motivation from city’s planning committee of building
another performance art center in down town cupertino. I
don’t see any point on this two controversial duplicated
efforts, other than wasting tax dollars. 1) the flint center
already serves well for community, what is the point of
abandoning this and building another one? It double the
costs, tearing down and building new, for nothing. 2)
parking spaces. It is very effective to have a performance art
center in community college campus. Recreational time and
school hours are complimentary to each other. School
campus provides ample parking spaces for recreation hours of
weekends and nights. But you have to build parking
structures for downtown performance art center to relieve
parking burdens. This is another extra cost, and still it doesn’t
resolve but severe the traffic jam in downtown area. 3)
traffic. Flint center in De Anza College is close to high way
280, it doesn’t gives the burden on already jammed Stevens
creek blvd, while downtown performance art center does.
4) college art programs. Flint center in campus can benefit
students and community members. Other than the school’s
annual ceremony and celebration activities, it also gives the
school the choice of providing performance art programs. I
thinks these programs will benefit community members way
more that a downtown performance art center. Please
reconsider closing down Flint center and the plan of new
performance art center in downtown. Thank you!
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52 Do not like the master plan.Please keep the Flint performance center.Frank Liu Frankliu_6@ya
hoo.com
51 Enhancing existing parks Avoid adding more basketball courts. Parks are supposed
to help people get in touch with nature, not concrete
floor.
ron
50 Emphasis on connecting our city and nearby open space
and other cities with walkable/ bikable paths and trails.
Preserving McChellan and Blackberry Farm
I would like to see a neighborhood by neighborhood
assessment of park space and then if major inequities, or
needed upgrades/repairs are found then a plan developed
for that as first priority. The East and West Highway 85 is a
rather arbitrary designation. It is actually a major barrier
between parts of our city. We also have the spaces such
as the non "parks" at Cali Mill and Main Street. There have
been many missed opportunities. The sample size of the
survey was so small (1-2%) that I feel that tables and
graphs that were generated from this data may not reflect
the needs of the residents. Park space should be
identified in Masterplan
A Performing Arts Center is not a top priority. It is very difficult
to give a response in this format
Susan Moore Suemmo@co
mcast.net
49 Library field is noted as potential location for Arts
center(page 88) or Teen center(page 90). This is the only
green space in this neighborhood and it has to be
preserved for sports/leisure activities. I would suggest to
remove this site as potential location for future arts and
teen center from the master plan.
Pg. 82 Longer Term Selected Enhancement Opportunities. Must
modify the statement "Connect via trails and bike lane network
to Cupertino High, Wilson Park and Civic Center/Library" to
specify that these are subject to city council approval of design
and environmental impact review.
48 Visual and performing art center provision I would like to see a gallery or art museum space. No Janki chokshi
47 I like its robust support for nature, habitat, wildlife and
ecological function.
I think it is well thought out and is based on having the
right goals. So there is nothing I would change or add.
Thank you for your hard word. I am a member of the Sierra Club
Loma Prieta and I know it supports the plan.
Janet Walworth walworthjanet
@gmail.com
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46 This is a very well put together document. I like the high level
to low level presentation. Good job describing and
communicating the scope of this effort. I learned some things
about the responsibilities of the Parks Department that I did
not know. You have clearly put a great deal of time and effort
into this plan, so kudos for that. And thank you for the
opportunity to provide comments. Regarding themes: Pg 16.
Nature experience. I like the decreased emphasis on large
lawns, retained natural character, environmental education,
and nature programs. We have a variety of wildlife in our
parks, and education on wildlife co-existence would be
beneficial to residents. Pg 17. Trails and connectivity.
Absolutely essential! A continuing communication and
education program regarding connectivity will help residents
appreciate what exists today, and how to adhere to bike and
hiking safety best practices. Also an opportunity to work with
Bike/Ped commission, Walk-Bike-Cupertino, and other
entities toward mutual goals. Pg 18. Parks and Facilities
access. Improving what we have is the priority. Acquiring
more/new parks may be prohibitively expensive. Ditto for
new items like an aquatics facility; improving and leveraging
existing aquatics facilities might be a more practical and
timely step.
Water conservation: We need to be water conscious in
California. The problem will only get worse in the future. Water
efficiency and conservation should be foremost in the goals for a
Master Plan. In some of the individual items and specific actions
this is mentioned (e.g. water play water reclaimation). But I
think it is worthy of being a major theme. Californians need to
be constantly reminded that water is a precious resource that all
of need to conserve. Lead by example in our parks. Air and
Noise Pollution: I would like to see the city ban the use of gas-
powered leaf blowers. They are polluting devices, both air
quality and noise. As it is squarely related to climate change, air
quality, conservation, and communing with nature, maybe the
parks department can take the lead on this? I can't tell you how
many times a nice outing to a park has been shattered by the
consistent and obnoxious whine of a leaf blower. Once a leaf
blower ban is accomplished, the next step is to ban gas powered
mowers.
My comments on the Master Plan goals. Pg 36. MP-1, Conservation. 1A-
1E. I strongly agree with the objectives and specifics listed. I noted the
comment on working with volunteers and partners to
improve/enhance/restore natural areas. I think there are many people
in our community that would be interested in volunteering to
participate in such activities. I know I would. Community volunteers
could be an untapped resource for the parks department. Pg 42. MP-2,
Connection. Strongly agree with 2A-2D objectives and specifics. Also an
opportunity to work with Bike-Ped commission and others on common
objectives. I will note that connectivity includes our city streets, with
bike lanes, bike blvds, education on proper riding etiquette for children
and adults. Pg 46. MP-3, Equitable access. Agree with A, B, and C. Will
note that some 'neighborhoods' like seven springs have their own 'park-
like' facilities, and these private facilities should be reflected in the
equitable access calculation. Same for school facilities where there are
existing agreements on public access/utilization. I'm particularly
interested in adult swim (for exercise) opportunities. Lastly, can you
give an example of a POPOS (page 48). Do we have any in Cupertino, or
the surrounding area? Pg 50. MP-4, Enhancement. A-G, All noble
goals. But do we really need WIFI in the parks? One hopes these can be
areas where people look up from/get away from their screens. People
yakking on their phones on the walking paths is bad enough.
Pg 19. Social Gatherings. I liked the pilot program that was
done in summer 2018. Some were hits, some misses, but it
was fun and definitely could be learned from and used as a
template for moving forward. Pg. 20 Extra-ordinary play.
How well utilized are our existing facilities? E.g., when I go by
the Bocce courts I rarely see them in use. Before we run off
the build more, let's make sure that what we have is in good
condition, well communicated, and that we track utilization. It
would be a shame to provide additional facilities only to see
them lie fallow. Pg. 23 Welcoming place and services. Seems
like a no-brainer. Improve what we have with the
straightforward improvements noted. Pg. 25 The Arts. Count
me among the skeptical about Cupertino having its own
performing arts center. Huge undertaking, as I am sure
Mountain View could confirm. If this is to be done, it is better
placed at a site like Vallco and main street rather than
memorial park.
Pg 56. MP-5, Activity. 5A would seem well served by other
organizations. Is there a need for the Parks department to contribute
here? 5B- Are these needs unserved today? 5C-5G seem like nice-to-
haves. Pg. 62. MP-6, Quality. 6A is a core need and a must! 6B seems
like a should. 6C is a must. 6D seems like an action item list well within
the Parks department charter to just act on. 6E seems like an action
item list as well. 6F seems like a should. 6G is a must. And I suggest
connecting with all residents regarding parks info, not just new
residents. People need to be regularly refreshed (short attention
spans/too much going on to retain). Pg. 70. MP-7, Sustainability. 7A is
a core need (must). At the end it all boils down to priorities and the
funding to execute the short term tactics and long term strategies. 7B
is a core need (must). I'm hoping the guidelines say to get rid of thirsty
lawns in favor of drought tolerant landscaping. 7C is a core need
(must). Keep in mind that there may be community volunteers that can
participate in these types of activities. 7D “a must. Can't do everything,
can't do it alone, so leverage!
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45 The pond area in Memorial Park should NOT be
repurpsoed. Rather it should be put back into operation.
The ponds were a beautiful part of hte park and should be
retained.
44 Good ideas Access to the Parks: specifically: in the last 20 years the
City has done nothing to improve the non-existent
sidewalk (i.e. rough area which is not safe for seniors or
children) on Orion Lane/Stelling intersection, despite
many discussions with the City. The lack of a proper
sidewalk makes access to Jollyman Park unsafe and
difficult for many who live in the Orion Lane areas. And it's
made worse by large traffic volume and drivers who do
not observe stop signs. And poor crosswalk signage and
controls for crossing Stelling. So: what is the City going to
do to improve SAFE ACCESS to Jollyman Park in the next
20 years from this neighborhood? This aspect seems to be
missing from the plan.
43 I support the Plan's vision which aspires to 'create an
inspiring, lively, healthy, diverse and sustainable
community by connecting our residents to outstanding
parks, nature and one another'•; I support the mission to
restore, preserve, and protect our creeks, meadows,
trees and natural areas'•, and look forward to the
implementation of the goal of 'Conservation: Protect
nature, trees and natural areas in parks and throughout
the city to support wildlife, ecological functions and a
stronger connection to Cupertino's natural
environment'•.
Well done. So glad you listened to SCVAS and the community
rather than just creating sports fields.
42 Very environmentally respectful, as it seeks to enhance
our native natural treasures, along with our enjoyment
of them.
Thank you for all the work you put into creating this
exceptional plan with its robust support for implementing
its Vision.
Mark R. Brux furrybeast@in
ame.com
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41 Paved areas in nature settings where I can roll my 88
year old father along in his wheelchair. He has lived in
Cupertino since 1956, and getting out and reminiscing
about the Cupertino parks is still important to him.
Swimming pools! Swimming lessons and rec swim at
DeAnza and Monta Vista pools were a huge part of my
childhood. There should be many pools and they
should be open year-round. Ever hear of Wim Hof and
cold thermogenesis? No need to heat them to high
temperatures. Add solar panels to help heat for free.
The plan to have 3 community gardens. Many people in
Cupertino do not have the big backyards of yesteryear.
And there is still a yearning to put one's hands into the
soil and grow something to eat. Provide more
opportunity for people to be able to do that. Even if it is
just in a community way where volunteers can come
help to work a communal piece of land Mon Wed Sat
mornings from 8 to 10am or some such.
Seattle, Cotati and Petaluma (and I am sure many more
communities) now have food forest parks. It would be
nice if one or more of the gardens could have
permaculture food forest areas. Fun would be a section of
natural edibles. My Dad's backyard in Cupertino is still a
bit wild and has lots of Miner's lettuce in it, for instance.
California poppies are edible, wild rose hips, etc. Also, I
know fruit trees are messy, but they are so much fun.
Please plant more fruit trees in community areas. Did you
know that there are tall collard trees? The leaves are
edible collard greens. They can be used as standing trees
or hedges. So can pomegranate bushes. Or artichokes.
etc. Every fence and wall could have fruit trees espalied
onto them. There should be many swimming pools and
they should be open year-round. Ever hear of Wim Hof
and cold thermogenesis? A cold swim is highly conducive
to the production of brown fat and therefore weight loss.
Advertise that so there is No need to heat them to high
temperatures. Add solar panels to help heat for free.
Figure out how to maintain parks without pesticides and
herbicides and irrigate using water saving methods and then
advertise what you are doing right. Have volunteer days. Have a
master gardener program. Have an open-pollinated heirloom
seed library. Do a seed and scion swap festival with the
California rare fruit growers like this http://crfg-
redwood.org/events/scion-exchanges/ Cupertino was filled
with fruit orchards when I was a kid. In fact both sides of
Steven's Creek blvd all the way down into what is now Santana
Row was orchard. When the orchards started to be abandoned,
we would glean from them and then can the fruit and make jam.
Bring back some of Cupertino's fruit tree legacy for new
generations to enjoy. Varian park would be a good place for
that. My dad worked at Varian in Palo Alto for 32 years and used
to drive Varian's children to school on his way in to work. He
says Varian had lots of fruit trees on his property in Cupertino.
Memorial park also used to be a fruit orchard when I was a kid.
http://www.anseladams.org/orchard-santa-clara-mp104.html
Teach fruit canning and jam making classes. Have blackberry
bushes. We used to pick blackberries by wading into Steven's
Creek near Blackberry farm during the summer when the water
was low and the banks were filled with berries. We made
wonderful blackberry pies with them. Can children today still
pick blackberries in Cupertino and make pie? Blackberries make
great edible hedges, although, admittedly they do tend to
spread.
Sandi Percell sandirosep@
me.com
40 Protections of creeks and wildlife. I also like that so
many people were brought into the conversation when
creating the plan, including the Loma Prieta chapter of
Sierra Club.
Continued efforts at providing places for trash and
particularly recycling plus water conservation in restroom
facilities.
Kathy G.
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39 Well thought out.I suggest: 1. Consider adding to MP4, 4.F, ii Safe
Adventure experiences such as ropes courses, zip
lines, giant slides, climbing walls, skate board parks,
giant swings. Note that MP5, 5B already has some of
these things, but they are focused on teens. All ages
need some safe adventure. 2. Currently MP4, 4G,
vii says, “Provide equipment and technology in parks
to support recreation activities, especially fitness.”
Add “For example a sound system that would enable
regularly scheduled outdoor zumba classes” (Note
that in Ecuador and other S American countries
outdoor Zumba classes are held early each day and
roughly 50 people attend. The cost is very low and
the benefits of social interaction and exercise are
huge.) 3. I see no mention of tourists. Cupertino
could be a tourist destination. We have many assets
tourists would enjoy including nearby museums,
bicycle trails, wineries, horse back riding, hiking,
birding, and Apple Campus. Being a tourist
destination can be a significant economic engine
powering lodging, restaurants, and guide services. In
our travels we've found towns that became tourist
destinations by offering nothing more than the
world's largest sweater, for example. Cupertino has
far more to offer as a tourist destination.
Dan Marshall DanMarshall
22@Gmail.co
m
38 It is very forward-thinking. It preserves resources
that would otherwise be lost
nothing Ron rknoack1@g
mail.com
37 The plan creates a vision for a healthy sustainable
community that keeps folks connected
Thank you for your inclusive and thoughtful process.
36 Environmentally friendly I support the mission to restores, preserve, and protect our
creeks, meadows, trees and natural areas”, and look
forward to the implementation of the goal of
“Conservation: Protect nature, trees and natural areas in
parks and throughout the city to support wildlife,
ecological functions and a stronger connection to
Cupertino’s natural environment”
Kim Freitas kim.freitas@
gmail.com
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35 I want to give my support for the Plan’s vision
which aspires to “create an inspiring, lively,
healthy, diverse and sustainable community by
connecting our residents to outstanding parks,
nature and one another”; that you support the
mission to restores, preserve, and protect our
creeks, meadows, trees and natural areas”, and
look forward to the implementation of the goal of
“Conservation: Protect nature, trees and natural
areas in parks and throughout the city to support
wildlife, ecological functions and a stronger
connection to Cupertino’s natural environment”.
Marian
Fricano
fricano.maria
n@gmail.co
m
34 Its work connecting people with outside spaces and
nature
33 Connecting residents to nature. Restoring and
protecting creeks, meadows, trees and natural
areas. and we helped create Protecting nature,
trees and natural areas in parks to support wildlife,
ecological functions. Improving park and facility
access and trail connectivity. Overall I support the
plan.
Speed up implementation of habitat restoration
32 Bike trails The master plan needs to include more hiking trails.
31 Will help people connect to nature, and also help
to restore some natural features/areas.
30 It is a comprehensive, pro-active approach to
planning recreation areas and use currently and in
the future.
In Canmore, Canada, they did an innovative design
combining their library, city administrative office,
café and sports facility in one building. If the City
Center site is redeveloped, it merits exploration.
On page 82, the proposed changes should only be pursued
if approved by City Council
M.G. Wong
29 Audubon society likes it and I love keeping the
nature park
Can you add a trail from the orchard at blackberry on
the west side of th creek back to the picnic area so
we have a little loop ??
Thanks for all your hard work. It really shows !!Susan norman Norman.susa
n@comcast.n
et
28 I do not like it overall because it is vague and does
not appear to be a plan but brainstorming with a
$200 Milliion price tag. The survey samples are
small and not reflecting the population.
Delete the Performing Arts Center. Move park equity
to the top of the importance list. Halt the Stevens
Creek Corridor Plan until park equity is resolved.
City funds need to be allocated in a balanced way. This
plan fails to take care of that both from a geographical
standpoint and when addressing age groups. It’s a great
start but isn’t ready.
27 Enhancements to existing parks and trails. School
joint use partnerships.
less indoor and theaters, items in pages 87, 88 and 89 Have more open spaces and green lawns at Northeastern
part of the city. Establish new parks.
Page 10 of 15
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#What do you like about the Master Plan?
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26 Seems well thought out except getting a balance
across the entire city.
1. Put a General Plan Policy in place preventing
‘Quasi-Publicly’ zoned/land use areas from changing.
Add a municipal code (law) that would give the City
first dibs on purchasing these parcels. They are
typically churches, utilities, etc. Keeping them quasi-
public means they can be easily converted to parks
and community facilities or fire, police substations,
libraries, senior centers, etc. 2. Also, develope a
relationship with fitness centers, private pools, etc.
to work towards a joint relationship.
#3. Page 173 of 209 (Table E1 sites). Add “Joint-use sites
then list - Lawson Middle School which has a track,
outdoor fitness equipment, tennis and basketball courts -
Sedgwick Elem School which has multiple facilities open to
the public - Cupertino High which has a track, tennis courts
- Fremont High School in Sunnyvale but cupertino residents
have access to the pool and track - Homestead High School
residents have access to the track #4 Table E-3 page 179 of
209, under Basketball Courts ADD AN ‘X’ under ‘Schools’
and ‘Public/Private Partnerships because Lawson,
Sedgwick, Cupertino HS, etc come under this. Under
‘Outdoor Recreation Diversity’ ADD AN ‘X’ under ‘Schools’
they have outdoor fitness and tennis. #5 On Map D-2, add
a spur off of the I-280 trail along the Apple wall (behind
Larry Way) that goes from I-280 trail straight to Lawson
Middle School. This would give kids in Garden Gate off-
road access to the middle school (no crossing De Anza!). It
would also give kids safer access to classes at Memorial
Park, Quinlan, Garden Gate area.
Peggy Griffin Griffin@com
puserve.com
25 The idea and motivation to have a master plan for
long term development is good.
I think it should address the issue of park land being
very insufficient on the east side of De Anza. This is a
known issue and has not been addressed in at least
12 years since I moved to Cupertino.
Green land will be much more important than a performing
art center. The city should prioritize them. Green land park
will benefit almost all residents and accessible in the
daytime, any time, but performing art center has its own
specific use that only a portion of the residents may benefit
from it. Ping Gao
gaoping@gm
ail.com
24 I like that the plan has considered adding more
neighborhood accessible small parks that are
family friendly and close to home. I also am glad
that more water play has been recommended,
since this is something I wanted to bring up as I
notice there is no water play facilities in the public
parks in Cupertino, and every summer we had to go
to other cities for the kids.
I would add having more shade in the play areas. I
would also recommend more public schools' sports
or play ground to open up for the neighbor after
school hours.
1. I hope the city would exploit more ways to approach for
public inputs, the current schedules for public meetings are
generally not friendly to people like me who work full time,
got little kids at home, with partner or myself had to work
overtime quite frequently. In this age, an app can be more
convenient for us to provide feedback in such public issues
that we do care. 2. I live in eastern park of Cupertino, we
don't have as many parks or trails per household. I'd hope
to have more trails planned in the future so we can take a
walk after dinner or on the week more conveniently.
Lili lili.l.xu@gmai
l.com
23 Not like it Add fund for some park at east side.Don't waste city money to build art center. East side need
park. Should be more urgent.
Dongming yao
Page 11 of 15
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#What do you like about the Master Plan?
What would you change or add to the Master
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Do you have any other comments? (Please be as
specific as possible. Include page numbers if known.)
Name
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22 I don’t like this plan Add a park @east Cupertino We don’t need performing arts center in Cupertino , there
is a Flinter center already
21 Don’t like it at all. I was totally shocked by the
ridiculous master plan, especially that it claimed to
spend two years and with resident outreach but
still manage to resemble nothing close to the real
need of the residents. It is fishy who was behind
the master plan, but one thing is for sure, it is
definitely not pro-resident.
We don’t need performing arts center. We need
parks!!!
Master plan should be redone to include more parks and
no performing arts center.
20 I don’t like the plan at all. This plan does not
represent residents need at all. We need parks!!!
Spending 100M on performing arts center is totally
ridiculous.
No performing arts center. More spending on parks.The master plan redone all over.
19 Not sure I can use "like" for a 20yr master plan
which will change the city I live, but I did know
anything about it until this week
Do we need to spend $100m out of the total $204m
budget 9n a performance art center?! Does every
resident know about it? I for one strongly oppose to
this project
Remove project "performing art center" from page 104,
cause I don't believe we have been well informed in this big
budget spending ahead of time
18 Remove the performing art center at Vallco. It is not
only costly, but also not necessary. We can use Flint
Center.
Add parks on the east side of Cupertino.
17 I like the part that we need to build more parks on
the east side of the city- but I’m very shocking to
see that among the 200M budget, 100M is devoted
to a performing art center- why performing art
center is consider as park, as it’s not going to be
accessible every day for citizens , for two why we
need a new performer art center where we already
have two under utilized performance center at de
Anza college already. And why another 60M for a
swimming pool- how many people will use that
pool? We need more park space on the east side of
the city.
Please add specificllly the budget that city plan to
help build more park on the east side of the city .
Qin Pan Qinpan@gm
ail.com
16 I like that the plan is general enough to allow staff
to work with. It's far better than a plan that is too
detailed.
page 85 CUSD is ready and available to work with the City
on these plans.
Steven
Kaufman
Kaufman_ste
ven@cusdk8.
org
Page 12 of 15
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#What do you like about the Master Plan?
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Plan?
Do you have any other comments? (Please be as
specific as possible. Include page numbers if known.)
Name
(optional)
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(optional)
15 The diversity of input from interest groups and
community members has produced a very
comprehensive plan that reasonably addresses
everyone's concerns. I love that we have the
opportunity to make Cupertino an even better
place to live, work & go to school by improving and
properly maintaining our parks & rec site. I'm most
excited about improving Memorial Park, which is
currently an uninviting "eyesore".
No changes necessary.Keith Warner
14 -Robust, exemplary planning process led by
excellent staff and consultant. -Focus on
protecting nature and integrating habitat into city
park policies
Add educational training to ground maintenance
crews about native plantings and how to care for
them and keep viable habitat
Cupertino should be proud of this plan!Shani
Kleinhaus,
Santa Clara
Valley
Audubon
Society,
McClellan
Ranch
shani@scvas.c
om
13 A lot of work and public input was put into it! I love
the preservation of our ecology and natural assets.
I would add our historic markers into our master
plan...the Native American habitats, DeAnza’s
encampment and the early settlers influence
I would add an historic element. So much history
occurred along Stevens Creek...The Ohlone’s DeAnza
encampment, Elisha Stephen’s settlement. Historic
markers can memorialize Cupertino history
Goals and vision should add the importance of our unique
history!
Donna Austin Primadona1
@comcast.ne
t
12 I like that you are doing a Master Plan. And, I like
that you are asking residents what we residents
think should happen at our parks.
I would like to see our parks without organized
outside groups using them for organized soccer
leagues and outside baseball groups renting them. I
feel our parks should be available to our residents all
the time. There is little enough space for kids to just
run and play in open spaces, and to have
"dis"organized groups playing volleyball, soft ball, or
just running on our open green space,
Yes I do: We are so fortunate, as a community, to have
open green space. Let's keep it "open" to all our residents,
and not just to organized groups.
Ruby Elbogen rgelbogen@a
ol.com
Page 13 of 15
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#What do you like about the Master Plan?
What would you change or add to the Master
Plan?
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specific as possible. Include page numbers if known.)
Name
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(optional)
11 None. The fact that you are putting more money
into a cricket field (>$5M) and Dog park (>$600K)
than the sorely needed lighted basketball field
(>$250K??)
Not enough emphasis on having more basketball
courts in the city. Most of the parks (eg. Jollyman)
have excess grass area but only allocated a half sized
basketball court at the moment and even those
courts are neglected (surface cracked, etc). To get
kids to go out and be more active especially in the
winter time, create more "lighted" basketball court
area. Out parks are pretty much "dead zone" after
5pm, consider looking at how some southern
California towns have done in upgrading their parks
so they are still pretty much utilized extensively even
after 7-8pm by kids, young adults, etc.
Again, number of basketball courts in the city of this size is
laughable. The best court right now is not in Cupertino but
in West San Jose (Calabazas Park).
Andy Teoh kateoh@sbcg
lobal.net
10 performing arts center, aquatics add park land on north-east side of city. consider a
junior museum/zoo like in palo alto. de-prioritize
jollyman park, stevens creek corridor
senior center and sports center are good enough today
9 The park space is very limited around the city. Are
there plans to acquire additional land to expand
parks in residential neighborhoods? The current park
space in the Monta Vista area, and Memorial Park is
difficult to get to, especially with traffic, from other
parts of the city.
Blackberry Farm Park should be open year round.
8 I like the idea of increased trail connections and
bike connections to the parks.
Parks are getting more overburdened. We need
more parks and especially parks with trees around
the outside perimeter. There are more and more
units being built and more people in each park. This
is making the parks less desirable and off-leash dogs
are taking up large sections of the parks even though
it is posted "all dogs must be on-leash".
Parks are getting overcrowded as residents per unit park
area increases. Also, the average size of homes lot is
decreasing significantly. In 2013, the average size of lot per
home sold was 11,000 ft^2. But in 2018 the average size of
hot per home sold was 9,000 ft^2. This is almost a 20%
drop in 5 years. Homes are becoming more and more
cramped and parks are too. Homes are becoming more like
prisons and this is ruining the feel of Cupertino. If we stay
on this trend, within 30 years, the average lot size per
home sold will be 2400 ft^2. This is approaching prison-like
conditions. No one would want to live in such a city. San
Francisco is a mess. I don't want that crime, crowd, traffic,
or stench. That is why I AM in Cupertino and not San
Francisco. I will fight with the City, the State, the money-
grubbing developers and whoever else wants to ruin the
existing city in this way. Thanks for asking my sincere
opinion.
Randal
Salvatore
rsalvatore@i
nfinera.com
Page 14 of 15
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#What do you like about the Master Plan?
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Plan?
Do you have any other comments? (Please be as
specific as possible. Include page numbers if known.)
Name
(optional)
Email
(optional)
7 Not much Should be more accessible to the illiterate
6 I didn't read it Portals Portal park doesn't live up to its name.
5 Please spend park funds on parks. It is wrong for
park funds to be spent on a duplication of the
under utilized Flint center. I am very happy with
Flint center. It can meet all of Cupertino’s needs.
Cupertino needs more parks especially in east
Cupertino. We have no need for another performing
arts center. An arts center would be a misuse of
precious funding.
The residents of monta vista are fortunate to live amongst
nature. Not so for east Cupertino. We who live east of
miller live on crowded streets and in dire need of
beautification and s serenity. Rancho Rinconada is the
slum of Cupertino. A very expensive slum.
Hanna Drive
resident and
parent
4 I am very hopeful that lots of trails (bike, walking,
paved/unpaved) will be built. We have fantastic
weather and outdoor assets - we should do
everything we can to encourage people to get out
of cars and walk, bike, run, skate, stroll etc.
Please please please figure out how to get access from
West Stevens Creek into Rancho park. There was access
before, and then it was all fenced off for the flooding
project. Now there is no way to enter the park without
going all the way around. Please figure out how to allow
pedestrians and cyclists to get to Rancho via Stevens Creek
Rama Polefka
3 Interest in expanding the number of parks
throughout the city by purchasing the land is good
for the city.
Pg. 87 Aquatics Facility has listed Wilson Park as a
Potential Location. This is a small park and should
not be considered for aquatics. We need to keep the
ball fields at this location.
Pg. 82 Longer Term Selected Enhancement Opportunities.
Must modify the statement "Connect via trails and bike
lane network to Cupertino High, Wilson Park and Civic
Center/Library" to specify that these are subject to city
council approval of design and environmental impact
review.
Kathy R Chole kathychole@
comcast.net
2 It must have taken much time to draft this detail
plan. To attract many responses with comments
on the draft, the draft wording is a long documents
for initial responses. Shorter highlighted version
can interest more Cupertino citizens
Shorter highlighted version can interest more
responses
1 Very Little.I'm disappointed with the utter lack of genuine
community engagement. Get a broad outreach of
different neighborhoods and age demographics.
What is going on? Please be more transparent and have
genuine community engagement. Have you taken into
consideration the needs of park-starved East Cupertino?
Please make another attempt because Cupertino Residents
demand accountability from those that hold office and
commission posts
R
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3
SYSTEMWIDE OBJECTIVES & ACTIONS
systemwide objectives
and actions
Objectives and strategic actions are presented
below, organized and numbered by goal. To
support decision-making, these actions should
continue to be evaluated and integrated into the
City’s annual planning for projects and services,
annual work plans, and departmental strategic
plans that will follow this Master Plan.
Goals, objectives and actions are noted in the
following format:
Goal MP#: Master Plan goals provide direction for long-range change.
#.X Objective: Objectives reflect the desired outcomes the City wants to achieve by
implementing the Master Plan.
i Action: Actions are the more detailed ideas, innovations and strategies that will help
achieve Master Plan goals.
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1: CONSERVATION
SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan
MP1 Protect nature, trees and natural areas in parks and
throughout the city to support wildlife, ecological functions
and a stronger connection to Cupertino’s natural environment.
1.A Protect important natural resources, habitat, and riparian corridors through
acquisition and collaboration.
i Protect important natural resources through park land acquisition,
conservation easements, regulations and other techniques.
ii Work with partners, including but not limited to Santa Clar a County,
Midpeninsula Regional Open Space District, Santa Clara Valley Water
District, Union Pacific Railroad, nonprofits, and private entities/property
owners to strategically connect riparian corridors, wetlands and other
natural areas to preserve vital ecological functions, protect habitat,
improve water quality and increase biodiversity.
iii Connect habitat within the Stevens Creek corridor from north to south
Cupertino, taking interim steps and making progress towards protection
and preservation of this key riparian corridor.
iv Evaluate and pursue opportunities to protect parcels along creeks, or
contiguous to existing parks and natural areas, or with active or remnant
habitat.
v Collaborate with efforts to enhance or expand habitat areas and conduct
restoration in County parks, open space preserves, creek corridors and
other natural areas.
MASTER PLAN GOAL
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cupertino parks and recreation system master plan | SYSTEMWIDE SYSTEMS & ACTIONS
vi Support efforts to secure public ownership and protect and restore habitat
on undeveloped tracts, such as the former McDonald Dorsa quarry site,
or lands in the vicinity of the cement plant, if such opportunities became
available.
1.B Manage meadows, natural areas, wildlife habitat and creeks within City
jurisdiction to maintain and restore ecological health and function.
i Implement or support work by others to remove invasive species, address
bank erosion, enhance habitat value, and improve water quality and flood
capacity to enhance the ecological function along Regnart, Calabazas,
Heney, Stevens, Permanente and Saratoga Creeks, Junipero Serra Channel,
and open space parcels. (Most such sites are not City-owned.)
ii Foster natural systems by creating pollinator pathways through the city,
taking advantage of rights-of-way to create a gridded network of habitat
within the urban core of Cupertino.
iii Add bird-friendly and pollinator-friendly plantings, gardens and features
in parks and at other City-owned sites. Include bird baths/water sources,
rocks with shallow depressions, bird houses and nest-friendly areas,
bee nesting blocks, vegetation for forage and cover, and protected, non-
mulched ground areas for ground-nesting species where appropriate.
iv Create or enhance “park forests,” concentrated tree plantings that establish
a large, contiguous tree canopy and emphasize native trees. Augment
the existing tree canopies at Jollyman, Three Oaks and Linda Vista park .
v Support efforts to secure public ownership and restore habitat on
undeveloped tracts, such as former quarry property or lands in the
vicinity of the cement plant, if such opportunities become available.
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SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan
MP1: CONSERVATION, CONTINUED
vi Support efforts in Santa Clara County to protect and expand oak savannas
and woodlands.
vii Within the Stevens Creek corridor, renovate the Blackberry Farm Golf
Course to provide improved habitat value. Future decisions regarding the
golf course property should respect the site’s unique creekside location
and emphasize choices that are compatible with increased ecological
value.
1.C Ensure natural resources in parks and on City property are maintained and
stewarded.
i Continue to work with volunteers and partners to improve, enhance and
restore natural areas.
ii Maintain natural areas in parks to control invasive species, remove or
prune hazardous trees, control river- and stream-bank erosion, minimize
wildfire hazards and provide safe access.
iii Develop a maintenance management plan that addresses natural resources
in parklands and trail corridors and regularly update it. This plan will
identify the maintenance tasks, frequencies, staffing and resources needed
to manage, maintain and steward natural resources.
iv Prepare guidelines for use of native vegetation and wildlife-friendly
elements for trails along creek corridors and parks in proximity to creeks.
These can address items such as use of native riparian plantings, bird - and
pollinator-friendly plantings, goals for addition of native oaks, and water
features/fountains for water for birds where creek flows are not year-
round.
38 270
cupertino parks and recreation system master plan | CHAPTER TIHREE
1.D Design parks and trail corridors to reflect and respect the Santa Clara Valley
local ecology, habitats and native landscape.
i Incorporate and enhance existing natural features when renovating parks
or building new ones.
ii Preserve existing native or large canopy trees in parks.
iii Increase tree canopy where opportunities exist. Develop a Parks Tree
Palette for adding/replacing trees, and a plan for canopy succession.
iv Update the City’s Plant Palette to encourage horticultural diversity in
parks for both ecological benefits and visual interest. Include a variety of
carefully selected shrub, grass, and ground cover species that have unique
textures and colors and are best suited for Cupertino’s climate, soil, and
wildlife. Utilize native and/or climate-appropriate plants when possible;
consider drought tolerance; avoid invasive species.
v Embrace storm water management, incorporating green infrastructure
elements such as rain gardens, bioswales, permeable pavers and detention
ponds to help reduce flooding, filter pollutants and replenish groundwater
during storm events.
vi Replace unused or under-used areas of lawn in City parks with pollinator
gardens, native plant species, trees that provide canopy or wildlife value,
and other planting regimes with habitat value.
vii Incorporate dark sky policies, which the City plans to develop in 2019-20,
into park and facility design and operations. Minimize light intrusion
into environmentally sensitive areas, and minimize/avoid lighting of
creek corridors or riparian habitats. Consider methods such as light
intensities as low as feasible, appropriate LED lighting color range, use of
low shielded downlighting, and turning off lights at night. 271
viii Incorporate bird-safe design guidelines, which the City plans to develop
in 2019-20, into park and facility design and operations. Consider
methods such as use of opaque/fritted/etched glass, avoiding multi-
story reflective/transparent glass, avoiding exterior uplighting and
spotlights, use of shielded exterior lights, and turning off building lights
or use of window blinds at night.
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SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan
MP1: CONSERVATION, CONTINUED
1.E Expand opportunities to experience nature, balancing access with
natural resource protection.
i Locate access points away from high value habitat and significant natural
resources to the extent feasible.
ii Interpret the natural environment and ecological processes in parks.
iii Add nature play elements in several locations.
iv Encourage interaction with nature through the provision of nature trails,
habitat viewing areas, and pollinator plantings.
v Gather information and develop actions to manage existing orchards and
retain the connection with Cupertino’s agricultural past.
vi Incorporate community gardens at park sites to provide hands-on
opportunities to interact with nature by growing and harvesting food.
vii Add plantings in developed parks to attract birds and butterflies for
viewing; incorporate boulder groupings, logs/woody debris, and other
niches and micro-habitats where insect and plant discovery can occur.
viii Provide quiet areas with seating that allow for solitude, in locations with
views of creeks, natural areas, or vistas across the landscape.
ix Support trails in creek corridors and natural areas, in a manner that
accommodates wildlife protection.
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cupertino parks and recreation system master plan | CHAPTER TIHREE
1.F Support environmental education and nature interpretation.
i Continue the management and stewardship of the Stevens Creek corridor
as Cupertino’s environmental education and nature interpretation hub.
ii Collaborate with schools located near parks, e.g., Creekside, Portal and
Varian parks, to create outdoor “classroom” space.
iii Create “naturehood parks” by providing more natural elements and
learning areas (such as outdoor “classrooms,” gardens and places to dig),
in large neighborhood parks.
iv Provide environmental education and nature interpretation programming
at multiple sites, bringing the expertise of the McClellan Ranch Preserve
Environmental Education Center out into Cupertino’s neighborhoods and
developed parks.
v Continue to support and enhance the elementary school Creek Studies
Program that is currently hosted at McClellan Ranch Preserve and any
successor or associated programs.
vi Pursue collaboration with Deer Hollow Farm at Rancho San Antonio to
provide environmental education opportunities for the community.
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2: CONNECTION
SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan
MP2 Provide an interconnected network of multi-use trails, walkways and
bikeways, close-to-home parks, and community destinations.
2.A Implement recommendations for the proposed trails and paths noted in the
Bicycle Transportation Plan, Pedestrian Transportation Plan, Cupertino General
Plan, Countywide Trails Master Plan, and other local and regional plans to
improve access to parks and expand walking and biking opportunities in
Cupertino.
i Improve pedestrian and bike access to parks through the construction of
the envisioned network of Class I Bike Paths, Class II Bike Lanes, Class III
Bike Routes and Bike Boulevards, Class IV Protected Bikeways, as well as
the sidewalks, trails and pathways noted in the plans.
ii Dedicate or acquire open space along creeks and utility corridors for trails
through regional cooperation, grants and private development review.
iii Require dedication or easements for trails, as well as their development, as
part of the development review process, where appropriate.
iv Establish Joint Use Agreements with the Santa Clara Valley Water District
that support the implementation of trails along creeks and ponds.
v Implement way-finding signage to support use of trails, walkways and
bikeways.
vi Establish safe routes and access paths to park spaces.
vii Continue to evaluate and pursue opportunities to develop multi-use trails
walkways and bikeways.
MASTER PLAN GOAL
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cupertino parks and recreation system master plan | CHAPTER THREE
2.B Prioritize the completion of a comprehensive network of off-street walkways,
trails and protected bikeways to provide safe, inviting walking and biking
opportunities.
i Reassess the trail priorities in earlier planning efforts for the Bike and
Pedestrian transportation plans to focus on prioritizing improving access
to parks, recreational activities and programs, as well as connecting
parks to other community destinations. Revise criteria in the Bike and
Pedestrian plans to more highly rank routes that improve pedestrian and
cyclist access to such destinations.
ii Prioritize trail development and partnerships with surrounding cities and
agencies to connect Cupertino to regional trails.
iii Extend existing trails and fill gaps in connectivity to link City and County
parks and regional open space preserves and provide access to pedestrians
and bicyclists to trails in regional open space areas. (See Appendix D).
iv Connect the existing popular multi-use paths (Don Burnett Bicycle
Pedestrian Bridge and Homestead Road to Mary Avenue Trail, Stevens
Creek Trail and Saratoga Creek Trail) to more locations when possible,
such as extending the Mary Avenue Trail southward toward Stevens Creek
Blvd. and De Anza College, extending Stevens Creek Trail south to Linda
Vista Park or Stevens Creek County Park, extending Saratoga Creek Trail
northward to Stevens Creek Boulevard, or connecting the east end of
Junipero Serra Channel trail to the Saratoga Creek Trail.
v Pursue trails, walkways and bikeways that connect to current trails or
major destinations, such as a trail overpass over railroad that would
link Rancho San Antonio to the west end of Stevens Creek Blvd.
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SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan
vi When development proposals come forward, provide inviting pedestrian-
cyclist connections to current or envisioned trails.
– When redeveloping The Oaks shopping center, provide safe and
well-designed connections to a trail extension on the west side of
Mary Avenue that will link along or through the site to Stevens
Creek Boulevard and planned bikeway improvements and to a
possible trail extension to the Don Burnett Bicycle Pedestrian Bridge.
– For properties developing along the Junipero Serra Trail or Historic
De Anza Trail alignments, provide public trail access routes if feasible,
especially on commercial, industrial, office or mixed-use parcels.
vii Provide more trails in creek corridors (in a wildlife-compatible manner),
rail corridors and off-street locations to support park connectivity, non-
motorized transportation, recreation and health benefits.
viii Evaluate and pursue means to improve pedestrian/bicycle connectivity
and access to parks via use of rights-of-way, easements, joint use
agreements or partnerships, land acquisition from willing owners, or other
possible opportunities.
2.C Support walking in parks.
i Provide looped internal pathways or trails in parks with adequate space,
wide enough for people to walk side-by-side comfortably.
ii Provide benches, water fountains, distance markers, and other amenities
along pathways and trails to encourage walking for fitness. Add fitness
stations along suitable trails and walking routes in parks.
iii Vary trail length, types and challenge levels to expand trail-related recreation
options. Include soft-surfaced nature trails and jogging trails, as well as hard-
surfaced trails for bicycle, tricycle, walker, and stroller use.
MP2: CONNECTION, CONTINUED
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2.D Encourage biking and walking to parks and recreation destinations and use
of non-single-driver-vehicle options through physical and programmatic
enhancements.
i Create welcoming pedestrian and cyclist entrances to parks, with
pedestrian and bike paths that are visually prominent, direct, and
physically separated from parking lots.
ii Provide secure bike parking at parks, with racks located near each use
area. Add self-service bike repair stations at community parks, on trails
and at popular cycling destinations.
iii Publish bike and walking route information online and in the City’s public
materials such as the recreation program guide.
iv Provide recreation events that encourage use of the pedestrian-bike network.
v Encourage drop-in group walks at several park sites around Cupertino
and publish a schedule of these.
vi Improve connections and paths between parks and surrounding uses,
such as schools and nearby neighborhoods.
vii Embrace the best practices of the National Recreation & Park Association’s
“Safe Routes to Parks” program.
viii Explore providing improved drop-off areas, very short-term parking,
convenient car pool parking space, and other improvements to encourage
carpools and shuttles and reduce demand for inefficient single-occupancy
vehicle parking.
ix If a potential city shuttle service is explored, p Participate in the process to
develop a city shuttle bus service pilot program, and identify key park and
recreation needs and destinations.
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MP3 Distribute parks and facilities throughout the community for easy
and equitable access.
3.A Provide parks within walking distance of most residential areas.
i Strive to provide parks within a ½ mile (10-minute) walk of residents in
neighborhoods zoned for the following: Single Family Residential (R1),
Single Family Residential Cluster (R1C), and Residential Duplex (R2),
Multiple Family Residential (R3) and Mixed Use Planned Development
(P). (See Appendix D.)
ii For new “neighborhood parks” that are intended to provide
“neighborhood facilities,” strive for parks that are:
– City-owned or designated for public access;
– Open year-round and accessible during regular park hours;
– Located in the city;
– Not designed to provide County-wide or regional service; and
– Aim to provide a minimum of three unrestricted, self-directed
recreation uses. These uses do not require a permit, reservation,
membership, staff presence or advance scheduling to participate,
such as seating, playgrounds, looped walking paths, drop-in tennis
courts, drop-in basketball courts, picnic areas, turf areas for play, and
similar amenities that can be freely enjoyed and serve casual daily
neighborhood use.
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iii Consider areas where residents have access to less than 3 acres of
developed park land in the city within a 10-minute walk as
“underserved.”
iv New developments in areas that are underserved should be required to
dedicate parkland rather than paying in-lieu fees.
v Supplement neighborhood parks with parks that provide specialized
facilities to meet unique recreation needs, such as dog parks, urban plazas,
trail corridors, joint use sports fields, community/recreation buildings, or
other special features.
3.B Continue to implement the parkland acquisition and implementation
program to meet community recreation needs.
i Provide a minimum of three acres per 1,000 residents, as per General Plan
policies.
ii Apply acquisition strategies that balance land costs, availability and
recreation needs and strive to maintain the City’s existing level of
service of 3.6 acres of parkland and open space per 1,000 residents as the
community grows through the year 2040.
iii Evaluate the city’s parkland dedication criteria to determine if they best
serve the city. Revise and update the criteria and associated municipal
code as needed.
iv Prioritize neighborhood park land acquisition in underserved areas in
Cupertino; consider how well the site meets the criteria noted above
for “neighborhood parks” that provide “neighborhood facilities” in
evaluating potential acquisitions.
v Provide new neighborhood parks of sufficient size to provide
opportunities for social gathering, play and active recreation.
vi Seek opportunities to expand existing parks through acquisition of
adjacent property from willing sellers, especially in underserved areas. 280
vii Explore acquisition of surplus school properties for parkland. Take
advantage of the Naylor Act to purchase surplus school sites.
viii Pursue acquisition of available public agency properties for parkland.
Pursue acquisition of the ‘Lawrence-Mitty’ property along Saratoga
Creek.
ix Undertake a park procurement plan that includes actionable methods
for adding park and recreation space, and that addresses underserved
areas.
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x Pursue partnerships with School Districts to add, enhance or improve
public access to recreation facilities at school sites and to develop vacant
school-owned property, especially in underserved areas.
xi Explore expanding Joint Use Agreements with schools, especially in
underserved areas, to include public access to play areas, sports courts,
sports fields and other indoor and outdoor recreation amenities.
xii Acquire land through easement, joint use agreement or ownership for trail
and riparian corridors.
xiii Pursue unique options, opportunities and partnerships to meet residential
and specialized park needs. These include, but are not limited to, privately
owned public open space (POPOS), park partnerships outside of the city
(e.g., Santa Clara County or adjacent cities), renovated or repurposed
buildings, jointly developed / joint use facilities, pocket parks, pavement-
to-park “parklets,” street or public plazas, and use of stree t and roadway
rights-of-way for permanent or temporary park space.
xiv Coordinate with new developments or redevelopments on park land
dedications or the provision of in-lieu fees. If in-lieu fees are provided,
regularly evaluate the fees and ensure these are sufficient to cover the cost
to acquire park land when it becomes available.
3.C Expand recreation opportunities by enhancing park and facility access.
i Implement programmatic solutions to enhance recreation options
throughout the city. These may include, but are not limited to, mobile or
pop-up programs (staff-led activities) and movable facilities (e.g., climbing
wall, dance floor, movie screen that can be set up in different locations.)
ii Explore options to increase access to existing non City-owned community
facilities, such as gymnasiums, swimming pools, tennis courts and
theaters/performance space provided by the School Districts, De Anza
College and non-profit organizations in Cupertino. Assess opportunities
to increase public use through options such as scheduling changes,
programming provision, and/or reductions in fees or subsidies.
iii Improve entryways to parks and recreation facilities to make them
more attractive, accessible, and welcoming. Ensure parks and recreation
facilities are as welcoming to visitors traveling by foot and bicycle as they
are to those arriving by automobile.
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iv Consider programmatic and physical improvements to improve access
by motorized and public transportation. Improve drop-off areas and
loading/unloading zones; address parking needs while considering
autonomous vehicle trends; facilitate or connect residents to shuttle
services, transit and transportation options.
v Provide recreation facilities that are usable year-round and in all seasons.
Update agreements that limit recreation use of City facilities to expand
usage windows.
vi Explore methods to deliver more use from existing facilities. (For example,
consider adding programming at buildings that are currently closed
evenings or weekends, revising field use permits to an hourly or usage
basis rather than ‘blanket’ permits to encourage more efficient usage, or
other ideas.)
vii Embrace and strive for universal designed access to parks and facilities
for all people, regardless of ability. Strive for universal design to make
existing and new parks and facilities more user friendly and accessible to
populations with special needs, parents with young children and others
who benefit from wider access routes, seating and resting points, shade,
universal and family-friendly restrooms, and similar accommodations.
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MP4 Reinvigorate and revitalize parks and recreation facilities and
diversify offerings to support broad and inclusive recreation interests.
4.A Embark on a program of strategic reinvestment in and renovation/expansion
of major facilities to meet community priorities.
i When major reinvestment is needed in existing recreation facilities,
evaluate the benefit before doing a like-for-like replacement. Consider
repurposing, or a more significant remodel to retool the current inventory
of facilities and better meet community needs.
ii Improve the user experience when renovating existing indoor facilities.
Include welcoming entry sequences, social/lobby/lounge spaces,
convenient pick-up and drop-off, and comfortable areas to wait for
transportation.
iii Consider the new facility needs (see 4B) when evaluating reinvestments
and enhancements to Quinlan Community Center and Cupertino Sports
Center, two large facilities which could be remodeled or expanded to
address broader recreation interests and needs.
iv When building or remodeling, strive for flexible, multi-use space that can
accommodate a range of uses and that can be adapted over time to serve
evolving needs.
v Incorporate findings of Public Works’ 2018/2019 Building Facility
Condition and Use Assessment into recreation facility planning and
capital project proposals.
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vi Consider whether a smaller facility should be phased out or repurposed
once its uses can be incorporated into a facility that better accommodates
its program. (For example, Monte Vista Recreation Center and the Wilson
Park ceramics studio are aging facilities that house important programs
but are not designed for their current uses.)
4.B Consider adding new major facilities to meet community needs at existing
parks, through renovations to existing facilities, or at sites acquired in the
future.
i Prepare a business and operations plan prior to developing
new major facilities to help identify the optimal size, amenities, location,
programming, fees, revenue and operating model for facilities with high
operating costs, such as a performing arts center, an aquatic facility or a
gymnasium/recreation center. Evaluate grouping similar uses (e.g., maker
space, art studio space, performing arts) for synergies and operating
efficiencies.
ii Evaluate options for joint-use partnerships and/or renovation of existing
facilities (public, private or partner) prior to building new ones.
iii Explore potential equity partners, operating partners and sponsors before
planning and designing major facilities.
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iv Consider adding the following facilities:
– Performing Arts/Fine Arts Center
– Gymnasium/Recreation Center
– Year-round Aquatics (see 4C below)
– Expanded Senior Center or satellite site with senior-friendly services
– Improved/Relocated Teen Center
– Technology Center/Incubator Hub/Maker Space
4.C Expand swimming and water play opportunities.
i Continue to operate the Blackberry Farm pool complex as a place for
leisure and swimming. If feasible in the future, consider expanding the
swimming season.
ii Pursue partnerships with other entities that have swimming pools in and
near Cupertino, especially focused on securing time for family swimming,
swim lessons, lap swimming, and aquatic exercise.
iii Evaluate providing a new year-round aquatics complex in the city based
on a business and operations plan that recommends a design program.
Consider a full range of aquatics programming to provide the most
opportunity for users and increase revenue potential. Provide programs
and facilities that focus on varied recreation opportunities for families and
for all ages and abilities.
iv Provide more water play features (splash pads/spray play areas/
interactive water features) for play in warm weather, geographically
dispersed in the city.
4.D Diversify play experiences to support extraordinary play.
i Encourage play for all age groups, including children, teens, adults and seniors.
ii Provide a universally-accessible, all-inclusive destination play area in an
easily accessible location such as a large neighborhood park.
iii Provide inclusive elements in new play areas and in existing ones
when renovating or updating them, and to all play areas over time.
iv Consider users of all ages, backgrounds, needs and abilities when
developing recreation programming.
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v Pilot an adventure playground or nature play area to stimulate the
imagination by including sand and water play, or interactive elements with
movable and loose parts.
vi Provide unique destination play areas in community parks.
vii Provide temporary mobile recreation programs and amenities in different
locations around the city.
viii Add “unstructured” and varied play opportunities that look beyond
modular, traditional manufactured play structures.
4.E Improve the functionality and usability of existing facilities for field sports.
i Design multi-use sports fields to support multiple sports: rectangular fields
should be designed to allow for soccer, lacrosse, Ultimate Frisbee, etc.
ii Provide at least one cricket/multi-use field.
iii Make investments in softball and baseball fields to get more playing time
and more use out of these facilities, such as allowing for continued or
expanded youth soccer in outfield areas during non-ball game times or
designing to accommodate kickball or different base distances.
iv Partner with school districts on expanding community use of school
sports fields.
v Consider whether to create an artificial turf field, which could allow
sooner use after wet weather than natural turf.
vi Evaluate whether lighting any sport fields is appropriate to extend
evening usage hours.
vii Manage sport fields to maximize and optimize use. (For example, evaluate
the field use permitting system and consider new practices to improve for
field use efficiency.)
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MP4: ENHANCEMENT, CONTINUED
4.F Add new features and facilities at existing parks to create variety and
respond to diverse recreation interests.
i Provide at least one special feature or facility at each large neighborhood
park, so that each park offers something unique in addition to the
traditional park features of playgrounds, sports fields, and picnic tables.
ii Consider incorporating additional features suggested by the community
during the Master Plan process when renovating existing or building new
parks. (See also Chapter 4.)
– Covered/shaded picnic areas for smaller groups (5-25)
– More outdoor event space
– Outdoor games, such as chess tables, giant checkers, Jenga®, or
outdoor table tennis
– More courts and types of courts (bocce, pickleball, badminton,
volleyball, futsal) which address the community’s diversity
– Outdoor “living rooms,” “libraries” and seating areas
– Outdoor fitness equipment
– Bike skills area or pump track
– Roller hockey
– Disc golf course (full or mini course)
– Community gardens
– Healing garden
– Teaching/educational garden
iii Prioritize the addition of basketball courts, especially full-size courts, to
provide multiple basketball venues.
iv Provide additional dog parks and explore providing off-leash dog areas
and/or dog exercise spaces where suitable.
v Develop a process for collecting and evaluating future community
proposals for new features in parks, including identifying whether there
are partner resources for implementation.
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MP4: ENHANCEMENT, CONTINUED
4.G Provide social hubs, group gathering spaces and activity areas to support
social interaction, self-directed group activities and drop-in users.
i Add a variety of seating options and groupings of seating in parks:
benches, movable seating, seat walls, etc.
ii Create activity hubs by locating seating areas, shade, and other elements
that encourage people to linger near places that attract daily activity
(playgrounds, dog parks, etc.)
iii Provide shaded, reservable and “first-come, first-served” medium and
large group picnic areas at multiple sites across Cupertino.
iv Incorporate accessible outdoor fitness hubs in parks, locating these near
activity areas.
v Provide restrooms in higher use parks.
vi Provide Wi-Fi and shaded/covered outdoor working areas with charging
stations in selected parks to encourage students and e mployees to be
outdoors.
vii Provide equipment and technology in parks to support recreation
activities, especially fitness.
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MP5 Support social gatherings, events, programs and activities for people
of all ages, abilities, cultures, and interests. .
5.A Facilitate and provide events, fairs, and festivals that foster community
cohesiveness.
i Continue to facilitate and refresh community-wide events, fairs and
festivals at Memorial Park, as well as other suitable community spaces.
ii Improve facilities and infrastructure at Memorial Park to better
accommodate festivals.
iii Provide smaller events in neighborhood parks, such as movies in the park,
concerts, arts and crafts, outdoor fitness, and recreation activities that
would appeal to nearby neighbors.
iv Support temporary unique events, such as “pop-up” parklets or
temporary street closures for special programs.
v Increase outdoor programs and events that support health, wellness and
fitness, such as races, walkathons, walking groups, boot camps, or 10,000
step challenges.
vi Explore opportunities to host events at new venues, including potential
partnerships, joint-use arrangements or special event policies such as exist
for Cali Mill Plaza and Main Street Park/Town Square.
vii Facilitate community groups as bodies for organizing neighborhood
events.
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5.B Rethink facilities, programs and services to empower
Cupertino youth and teens.
i Develop and program a new student union-style or café-style activity
center for teens, potentially in partnership with a school, library district
or other entity, or at a new or re-purposed venue. Be open to creative
methods or settings to achieve this.
ii Connect youth and teens to volunteer opportunities and internships.
iii Support teen opportunities for skill building, college application
assistance, employment training, trips and excursions.
iv Facilitate and coordinate more events such as <hack> Cupertino that
merge fun, social and educational opportunities.
v Consider adding fitness equipment or activities that are likely to appeal
to teens (e.g. “exer-gaming,” interactive equipment, and climbing wall).
Maintain relevancy by staying apprised of national trends.
vi Evaluate and pursue opportunities to offer stress reduction activities for teens
and offerings that support their well being. Diversify locations where teen
offerings occur and prioritize locations preferred by teens.
vii Add more challenging and adventurous recreation facilities, such as
climbing spires or bike skills parks and provide introductory “lessons”
and social activities to encourage use.
viii Provide appropriate evening and nighttime teen activities and social events.
ix Involve youth and teens in planning events and programs, and designing
park spaces.
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5.C Support lifelong learning and recreation for adults and seniors, responding
to the increasing population of these demographic groups.
i Provide multi-generational activities and services for older adults, both fit
and frail.
ii Expand programs, activities and services designed for seniors and older
adults at facilities and destinations outside the Senior Center.
iii Increase opportunities to get seniors outdoors—through programs such as
guided walks, gardening, lawn bowling, and disc golf.
iv Increase opportunities for senior fitness and senior sports, recognizing that
seniors are staying active longer.
v Increase programming that targets young/active seniors, including at the
Sports Center.
vi Add programming space and associated infrastructure to the Senior
Center when resources are available, to address the significant increase in
the 65+ senior population (140% increase in the Bay Area from 2010-2040).
vii Add senior-friendly athletic and fitness facilities, such as pickleball courts,
bocce courts, and senior-oriented outdoor fitness equipment.
viii Consider re-naming and re-branding the Senior Center and expanding its
hours and offerings to attract a wider range of older adults.
MP5: ACTIVITY, CONTINUED
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5.D Increase arts and cultural programming and emphasize collaboration with
partners.
i Increase the amount of arts and cultural programming available in
Cupertino, including programs, events and festivals associated with fine
arts, music, educational arts, literary arts and media arts.
ii Continue to offer cultural programming and events, working with
community cultural groups to tailor these to the diverse interests and
backgrounds of Cupertino’s residents.
iii Encourage smaller scale “mini-art” performances (e.g., street performer-
style programs, short/small performances, or temporary art installations)
in parks or under-utilized public spaces to bring more performing arts
viewing opportunities to residents.
iv Incorporate artists and art into youth recreation programming, partnering
with schools and other organizations.
v Consider partnership opportunities to provide maker space/incubator
hub programming merged with art interests to support programs and
classes such as computer animation, videography, graphics, website
development, music recording, etc.
5.E Support environmental education and nature interpretation
programming.
i Continue to provide quality environmental education and nature
programming at McClellan Ranch Preserve, including both indoor and
outdoor programs.
ii Continue to increase the opportunities for gardening and food production
in Cupertino. Provide community garden space at other locations besides
McClellan Ranch Preserve.
iii Partner with schools to create outdoor classrooms and curricula to bring
environmental education options closer to students. Consider more
natural areas in parks adjacent to schools, such as Varian and Portal parks.
iv Provide more challenging nature-based activities in parks and recreation
facilities, such as orienteering, overnight camping, outdoor survival
training, canoe/kayak training (in pools or at reservoirs/lakes), etc.
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5.F Provide outdoor recreation programs in neighborhood parks.
i Support organized play opportunities, classes and activities in parks.
Consider programming options led by staff, contract staff and partners.
ii Provide a mix of fun and learning opportunities, including learning new
activities, skills, sports and information about local history, nature and
culture.
iii Offer outdoor exercise and programs to support health and wellness, such
as outdoor yoga, tai chi, badminton, volleyball, kickball, and boot camps,
and including some free or low-cost programming.
iv Explore options for mobile or pop-up programs (staff-led activities) and
movable facilities (e.g., climbing wall, portable movie screen) that can be
set up in large or small neighborhood parks and other locations where
appropriate.
v When renovating neighborhood parks, explore options to add
infrastructure, facilities or utilities to support neighborhood programming
and events. For example, add electrical service, include paved areas that
can be used as stage spaces, choose pavilions/tables that can be used as
outdoor “classrooms” as well as for picnic/party reservations.
MP5: ACTIVITY, CONTINUED
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5.G Prioritize core program services areas to more effectively manage and provide
programs, events and activities.
i Continue to provide and enhance services in the following program
services areas: Arts & Culture; Events and Festivals; Child, Youth and Teen
Development & Leadership; Education & Nature Interpretation; Lifelong
Learning & Enrichment; Seniors/Older Adult Programs; Aquatics; and
Sports, Fitness and Exercise.
ii Add and increase program options or partner/promote/support services
by others in the following program services areas: Culturally Diverse
Programming; Play and Outdoor Recreation; and Therapeutic Recreation
including for all abilities.
iii Provide or continue to provide the following supplemental services
to support community activities and ensure programming excellence:
Adaptive/Inclusive Recreation Accommodations; Community Outreach
and Neighborhood Services; Park and Facility Reservations, Rentals and
Permits; Sports Field Scheduling; Partnership and Volunteer Coordination.
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MP6 Create high quality recreation experiences, places and services that are
welcoming, safe, responsive, comfortable and reflective of Cupertino’s
unique character.
6.A Design and develop high quality, high functioning parks and social spaces.
i Develop and implement design, development and programming
guidelines as well as maintenance standards to elevate the quality,
functionality and uniqueness of parks.
ii Balance maintenance needs and efficiencies with desires to provide
unique, artistic or themed amenities and facilities in parks. Involve
maintenance staff in decision-making about park design and elements to
include in parks.
iii Design multi-use spaces and facilities to be flexible and easily adaptable to
address changing community needs over time.
iv In site renovation and development, design parks and facilities to take into
account the supervisory needs of program staff, parents and guardians
to watch over children and those they caretake as they participate in
activities. Consider sight lines, the proximity of play areas and restrooms,
the location of benches, and distance of parking and drop-off areas to the
program space.
v In site renovation and development of parks and facilities, collaborate
with County Sheriff and County Fire staff to secure design input
relating to safety aspects. Take into account the needs and practices
of public safety personnel, including after-hours sheriff patrols and
emergency access needs. Utilize principles of “Crime Prevention through
Environmental Design.”
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vi Provide support amenities such as lighting, trash receptacles, water
fountains, dog dishes, restrooms, loading/unloading zones and parking
to address site functional needs. For example, provide restrooms within
indoor facilities in neighborhood parks to better support staff-led program
activities for children. Ensure parking and drop-off areas and loading/
unloading zones support facility use, events and programs.
vii Apply a consistent template for informational, directional and site identity
signage in parks and trail corridors.
viii Provide improved natural lighting in buildings, acoustics and sound
attenuation, energy and resource efficiency with maintenance, upgrades,
and new construction projects.
6.B Incorporate Cupertino’s identity and placemaking into park and facility
design, renovation and revitalization.
i Involve nearby neighbors, stakeholders and interest groups in the
planning, design and development of parks, recreation facilities and trails.
ii Add elements to City parks and facilities that reflect Cupertino’s unique
environment, interests and community characteristics.
iii Integrate unique elements and vary designs to elevate Cupertino’s system
and enhance user experiences.
iv Promote and encourage art in public parks and open spaces. Develop
policy and criteria for art installations and potential art donations through
collaboration with the Fine Arts Commission.
v Develop, implement and maintain a master signage plan for all Cupertino
public parks to ensure adequate and consistent signage that identifies
public parks and recreation areas.
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vi Protect, preserve and restore historic buildings and sites and provide
interpretive signage about Cupertino’s local history to inform visitors and
spotlight Cupertino’s uniqueness.
vii Highlight natural features/topography and protect local landscapes to
emphasize Cupertino’s identity.
viii Provide interpretive elements in parks to educate the community about
the City’s cultural diversity and natural resources. Enhance existing
interpretive elements and features to tell a story about Cupertino and the
surrounding region.
ix Invest in high-quality materials, art, details, storytelling and other
methods to elevate design to create Cupertino-worthy facilities. Recent
examples high-quality facilities are Franco and Sterling Barnhart Parks,
the Don Burnett Bicycle-Pedestrian Bridge and the McClellan Ranch
Environmental Education Center.
x Design parks with site themes, special elements and different color and
material palettes so that each has a unique character.
xi Explore opportunities to integrate Cupertino’s sister city relationships into
park features, landscaping and programming.
xii Design and redevelop parks to provide the facilities, activities and
programs best suited for the service area based on the site’s history,
the desires/demographic characteristics of nearby neighbors, and the
surrounding neighborhood’s character, including current and future
development, land use and density.
xiii Consider new trends and needs, as well as the preferences of nearby
neighbors, before replacing amenities or facilities at the end of their
lifecycle. Avoid replacing failing amenities and facilities in-kind without
reviewing current needs.
6.C Improve parks and recreation hospitality and comfort to enhance recreation
user experiences.
i Make parks more comfortable by providing or enhancing support
amenities such as benches, drinking fountains with bottle fillers and bike
racks/bike parking. Coordinate with proposed City plan to increase
access to drinking water at City facilities and parks, in support of
Healthy Cities Initiative goals.
MP6: QUALITY, CONTINUED
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ii Provide shaded areas in parks, trails and outdoor spaces, using shade
trees, shade “sails” or permanent shade structures.
iii Provide benches, tables, and places to relax in parks. Provide benches at
intervals along looped paths and trails.
iv Provide small social spaces, seating areas and activity hubs in parks.
v Add device charging stations/plugs in parks or facilities at higher-use
gathering areas where demand exists. Consider solar-powered options for
outdoor benches and tables.
vi Provide clean, inviting, accessible restrooms in large neighborhood
parks and community parks, and other high use or well programmed
sites. Include good ventilation and amenities such as mirrors and baby
changing stations.
vii Consider parking/paving layouts that accommodate mobile uses,
including food trucks where appropriate (consistent with Economic
Development Strategic Plan goals).
6.D Enhance communication, the availability of parks and programming
information, and customer service.
i Refresh the Department’s identity to align with Master Plan vision,
mission and goals as part of a regular strategic planning process.
ii Regularly update the City’s website using the most current information
from the Department’s rebranded image.
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iii Use the City’s website to collect contact information for people who would
like to be on mailing lists to receive updates about programs, events and
services.
iv Provide easy-to-find calendar schedules of City drop-in programs, events
and community meetings to facilitate participation.
v Provide information about available transportation assistance, connections
to social services, and other resources available to residents in the
community.
vi Continue to offer communication support in multiple languages to
diverse groups; in the long term, continue to monitor needs to provide
information, signage and materials in different languages.
vii Make it easier to register, reserve and use parks, facilities and programs
via online programs suitable for computer, tablet or phone use. Continue
implementation of software, network and connectivity improvements that
allow users to register for programs more conveniently and from more
locations. Implement procedures that are as simple and flexible as possible
for users to make or change reservations and registrations.
viii Maintain the ability to report unsatisfactory park conditions or concerns
using the web or a smartphone app (such as the current Cupertino 311 app).
ix Encourage all staff who have customer contact (including maintenance,
administrative and recreation staff) to participate in customer service and
cultural diversity training. Trainings should address American customs
as well as the perspectives of other countries and cultures to strengthen
staff’s ability to deliver a positive, welcoming experience for all customers.
MP6: QUALITY, CONTINUED
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6.E Track, monitor and report data to measure performance in providing high
quality parks and services.
i Identify 8-10 Department performance measures to track annually that
will measure progress and communicate success in providing services
(e.g., participation, satisfaction, cost recovery, per capita investments).
ii Provide resources to collect and evaluate data on participation by service
area and other key metrics; provide in an annual report.
iii Identify and implement the processes needed to track and measure
services. Coordinate new registration system software with needed data-
tracking processes.
iv Continue conducting online customer feedback surveys to collect data on
customer satisfaction; invite ideas for desired new facilities, programs and
activities.
v Conduct a community recreation survey approximately every five years to
better understand community recreation priorities and needs.
vi Update GIS data for parks and facilities to use in lifecycle planning,
maintenance tracking and long-range park and facility planning.
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6.F Develop and update recreation program management tools, data-tracking
procedures and fees.
i Maintain updated registration software to facilitate program registration,
facility reservation and data tracking to help ensure the best customer
service possible.
ii Define a fee philosophy, methodology and cost recovery goals for fees and
charges for programs and services.
iii Re-evaluate options for park and facility rentals to expand options for
part, half and full day reservations to support more family gatherings and
group activities.
iv Create and implement a program evaluation and forecasting tool to assist
in decision-making about what types of programs to provide, which
classes to cancel and when to introduce new or trending activities.
v Track program participation, cost recovery, and customer satisfaction
data by program service area and supplemental service area to track
participation, measure the success of different types of programs, and
evaluate programming needs.
vi Request demographic and geographic data from participants to track
what demographic and geographic areas of the city are well-served and
underserved.
vii Provide staff and analyst resources to regularly evaluate data, report
findings, and develop recommendations.
viii Conduct a review of the recreation brochure, existing programs and
activities, programs to offer, and create a marketing plan.
ix Conduct a periodic program review and analysis to help maintain
program quality, responsiveness and relevance.
6.G Clarify roles, responsibilities, communication and scheduling procedures
and provide staff training to enhance program quality and customer service.
i Enhance program quality by ensuring that recreation staff receive program
training, certifications and professional development opportunities, as
well as direction and mentorship, particularly when new programs are
initiated.
ii Clarify staff policies and procedures, as well as the chain of command, on
program decision-making.
MP6: QUALITY, CONTINUED
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iii Improve relationships and communication with partners, volunteers and
contract providers by appointing a coordinator lead for each.
iv Continue to discuss partnership options to offer joint programs and
services or programs in joint-use facilities with the De Anza College,
Cupertino Union School District, Fremont Union High School District, the
Cupertino Library, YMCA and other partners.
v Increase drop-in programs, short-duration programs with three or fewer
classes, and flexible program registration options to meet the needs of
busy residents.
vi Develop an outreach mechanism to solicit and evaluate community
suggestions for new programs, activities or offerings.
vii Connect with new residents by providing information about existing and
new recreation programs.
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SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan
MP7 Provide, manage and maintain parks, facilities, programs and services
through sound management and stewardship, sustainable choices and
the wise use of resources.
7.A Leverage resources and diversify funding sources to support capital development and
ongoing operations. (Financial Sustainability)
i Continue to be fiscally and financially prudent in funding the park and
recreation needs of the Cupertino community.
ii Coordinate with City leaders to expand the Public Works and Recreation
and Community Services Departments’ resources to support additional
park land and facilities, park and natural area maintenance, recreation
activities and the arts.
iii Develop a fee philosophy and cost recovery goals for programs and rental
facilities to reflect changing market conditions and the community’s
ability to pay.
iv Explore adding a facility use fee to all program fees to provide dedicated
funding for maintenance, renovation and facility replacement.
v Expand staff capacity for grant writing, grant management, and the
solicitation of sponsorships and donations, and exploring feasibility of new revenue sources.
Explore grant funding opportunities and pursue those that are suitable.
vi Diversify funding sources, considering sponsorships, bond measures,
operational levies and other alternatives to fund capital projects,
operations, maintenance, and programming.
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vii Evaluate options to develop and adopt an impact fee methodology to
support enable the city to collect fees that address the impacts on the
park, recreation facility and trail development and operations system
based on development in residential, commercial and industrial areas.
viii Leverage resources by collaborating with partners, stakeholders and
volunteers. Explore formal public/public and public/private
partnerships for facility development and operations.
ix Define appropriate use of enterprise funds.
x Establish a 501(c)(3) parks foundation or formalize a relationship with an established
501(c)(3) to position Cupertino to benefit from philanthropic giving. Explore mechanisms
to support accepting property and life estate gifts or other types of donations that could
support the parks and recreation system.
7.B Develop and implement customized guidelines and best practices for
sustainable park design and development. (Sustainable Choices)
i Consider permeable surfacing in at least 75% of new paved trails and
50% of new parking lots. Stay apprised of new pervious materials and
technologies.
ii Use local and recycled materials in building and services.
iii Pursue green building or LEED-compliant construction in the
development of indoor facilities. [This does not require LEED
certification.]
iv If additional parking is needed at a site, prior to converting existing green
space to parking use, evaluate if underground or structured solutions are
viable (including financially), and explore opportunities to share parking
at nearby sites or other such options.
v Develop water-efficient, climate-controlled irrigation systems in all new
parks. Update current irrigation systems when parks are renovated to
improve water efficiency.
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MP7: SUSTAINABILITY, CONTINUED
vi In new splash pads, spraygrounds and fountains, prioritize designs that
use systems which clean and recirculate the water, or that collect the water
and use it for irrigation.
vii Incorporate water efficient fixtures in all new restrooms and water
fountains. Add low-flow devices in all existing restrooms toilets.
viii Consider the use of graywater where available for irrigation at parks and
possible public demonstration purposes.
ix Support the City’s Zero Waste Policy (adopted December 2017) by
encouraging recycling and composting. Initiate a system-wide recycling
program for all parks. Provide recycling receptacles, information and
publicity at all large special events.
x Compost grass clippings, leaves, twigs, branches, and other garden or
compostable refuse generated in public parks. Continue to chip trimmed
tree branches from appropriate species and repurpose as mulch.
xi Integrate native and/or climate appropriate plants where possible.
Consider turf alternatives, except where turf is delivering a beneficial use
(sport field, golf course, play area, etc.) or providing desired green space.
Promote drought-resistant/ low water use turf species.
xii Continue to reduce the use of toxics and hazardous chemicals through
Cupertino’s Integrated Pest Management program.
xiii Emphasize efficient, renewable, and/or clean energy sources including
solar and co-generation. Add solar-powered features in new or renovated
facilities where appropriate.
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MP7: SUSTAINABILITY, CONTINUED
xiv Provide electric vehicle charging stations in parking areas. Strive to meet
the most current standards for fast charging.
7.C Steward resources and maintain assets to ensure high quality parks and
facilities. (Sound Management and Stewardship)
i Ensure that a high level of park maintenance continues to provide safe
and attractive parks, and to enhance user experience.
ii Ensure maintenance and operations dollars are available before
constructing new facilities; create and adopt an associated policy.
iii Evaluate the establishment of a ‘sinking fund’ or other funding strategy
to address major maintenance and planned replacements of facilities and
equipment.
iv Increase maintenance where needed to support increased programming,
activities and facility reservations in parks.
v Invest more funds in natural resource stewardship, and protect cultural,
historical and natural resources in parks.
vi Improve maintenance efficiencies. Avoid difficult-to-maintain artistic
amenities that do not function well.
vii Ensure resources are available to provide maintenance and upkeep of
existing facilities to lengthen their lifespan and reduce the number of
deferred projects in the future.
viii Invest in training for City tree crews and engage outside professional
services as needed to ensure sustainable and effective tree management.
Update and expand the City tree inventory to include all mature trees on
City parkland and rights-of-way. Consider creating a staff Urban Forester
position.
ix Train staff in maintenance and stewardship of natural areas, green
infrastructure, and bioswales, so that these features thrive and the
integrity of natural resources on City property is maintained. Involve
expert professional services as needed to support informed and ongoing
care for habitat areas.
x Develop guidelines for vegetation management in the Stevens Creek
Corridor to promote natural resource stewardship.
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MP7: SUSTAINABILITY, CONTINUED
xi Focus on storm water management and green infrastructure when
designing or renovating City parks. For example, consider installing a
‘storm water management garden’ on City or public property to showcase
green infrastructure techniques.
xii Work with Sustainability Division staff on a long-term climate adaptation
plan to prepare parks and natural resources for future climate change
(increased flooding, warmer temperatures, less predictable rainfall,
increased extreme heat days e.g.).
7.D Collaborate with partners, stakeholders and volunteers to take advantage of
opportunities, widen participation and strengthen offerings. (Wise Use of
Resources)
i Continue coordinating with the School Districts to identify joint-use
opportunities for indoor and outdoor facilities, as well as co-development
opportunities for new parks and facilities. Support shared program
initiatives by sharing information and facilitating regular coordination
meetings. Collaborate with schools outside the city limits that could help
address recreation and Master Plan goals.
ii Enhance recreational programs and services through new partnerships
with agencies, recreation districts and non-profit organizations that
provide recreational programming.
iii Maintain and strengthen current collaboration and existing agreements
with agencies and non-profit organizations, including the Library District
and Northwest YMCA, to ensure progressive excellence in the facilities,
programs, and services provided.
iv Pursue opportunities to partner with the business community, private
organizations and non-traditional partners in areas of joint interest to
provide excellent park and recreation facilities and expand recreation
offerings to the community.
v Continue to cultivate business partners and sponsorships for facilities,
activities and services that reflect shared interests and/or also help
address employee needs.
vi Identify equity partners to help build, operate and/or program new
public facilities.
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vii Pursue partnerships with private developers that are providing common open
space to make such spaces available to the public.
viii Expand volunteer opportunities for all ages; continue to identify and publicize
volunteer opportunities that support youth development programs; make
volunteer opportunities easier to locate on the Department website.
ix Include a role for trained or supervised volunteers in vegetation management
at key sites, such as the Stevens Creek Corridor; provide periodic oversight
and guidance regarding the corridor conditions and management by qualified
professionals.
x Continue discussing joint opportunities with other jurisdictions, such as
adjacent cities, Midpeninsula Regional Open Space District, and Santa Clara
County, to achieve Master Plan goals, and to provide facilities that may draw
from outside the city (such as a cricket field).
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5296 Name:
Status:Type:Ordinances and Action Items Agenda Ready
File created:In control:4/8/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Adopt positions opposing Senate Bills 50 and 330
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A – Summary of SB 50
B - Summary of SB 330
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Adopt positions opposing Senate Bills 50 and 330
Adopt positions opposing Senate Bills 50 and 330 and authorize the Mayor to send letters of
opposition to the State Legislature
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
powered by Legistar™310
CITY COUNCIL STAFF REPORT
Meeting: April 16, 2019
Subject
Adopt positions opposing Senate Bills 50 and 330.
Recommended Action
Adopt positions opposing Senate Bills 50 and 330 and authorize the Mayor to send letters
of opposition to the State Legislature.
Description
SB 50 (Wiener) would require a local government to grant an “equitable communities
incentive” allowing more housing development than authorized by local General Plan
and zoning standards for qualifying residential development projects in “jobs rich” and
“transit rich” areas.
SB 330 (Skinner) would declare a statewide housing emergency and prohibit affected
cities and counties from reducing housing densities, increasing development fees,
enforcing certain parking standards, and holding more than three de novo public hearings
in connection with various types of housing projects.
Discussion
The City of Cupertino has expended considerable effort in developing land use plans and
a zoning ordinance to protect the quality of life for its residents and the City will continue
to supplement and update those regulations over time. SB 50 would allow qualifying
projects to proceed without regard to the General Plan and zoning code density and
parking limits and would require the City to provide the project with three “incentives or
concessions” in the form of waivers from existing site development standards. A more
extensive summary of SB 50 is attached. SB 330 would constrain the City’s efforts to
maintain and update its General Plan and zoning to reflect current circumstances. A more
extensive summary of SB 330 is attached.
_____________________________________
Prepared by: Timm Borden, Interim City Manager
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Attachments:
A – Summary of SB 50
B – Summary of SB 330
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Summary of Senate Bill 50
This following is an overview of Senate Bill 50, the More Housing Opportunity,
Mobility, Equity, and Stability (“HOMES”) Act of 2019 (“SB 50”) as amended March 11, 2019.
A copy of the legislation and information on its status is available here.
I. SB 50 Provides Development Incentives in “Job-rich” and “Transit-rich” Areas
For qualifying residential development projects in “job rich” and “transit rich” areas SB
50 would require a local government to grant an “equitable communities incentive” allowing
more housing development than authorized by local General Plan and zoning standards.
Qualifying projects would need to meet these requirements:
• the project must be located in a “job-rich” housing area or a “transit-rich” area;
• the project must be located on a site already zoned to allow housing as an
underlying use in the zone (i.e., residential, mixed-use, or commercial);
• if it includes more than 10 units, the project must meet minimum affordability
requirements (or comply with the local jurisdiction’s inclusionary housing
ordinance if that ordinance is more restrictive than SB 50);
• the project must comply with CEQA and relevant standards, requirements, and
prohibitions imposed by the local government regarding architectural design,
restrictions on or oversight of demolition, impact fees, and community benefits
agreements (except to the extent these requirements must be waived as part of the
equitable communities incentive); and
• the project must not be located on a site that contained (1) housing occupied by
tenants within the last seven years or (2) parcels on which an owner of residential
real property used the Ellis Act (Gov’t Code 7060) to withdraw accommodations
from rent or lease within 15 years prior to the submission of the application.
II. What is a “Job-rich Area”?
SB 50 defines a “job-rich area” as one that is “both high opportunity and jobs rich, based
on whether, in a regional analysis, the tract meets the following:
(A) The tract is higher opportunity and its characteristics are associated with positive
educational and economic outcomes for households of all income levels residing in the
tract.
(B) The tract meets either of the following criteria:
(i) New housing sited in the tract would enable residents to live in or near a jobs-rich
area, as measured by employment density and job totals.
(ii) New housing sited in the tract would enable shorter commute distances for residents,
compared to existing commute levels.”1
1 Not all the proposed development must be located within the identified Jobs Rich Area.
Instead, the legislation provides that “A residential development shall be deemed to be within an
area designated as job-rich if both of the following apply:
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Jobs-rich areas would be identified by the Department of Housing and Community
Development (“HCD”) in consultation with the Office of Planning and Research. HCD would
be required to publish a map showing Jobs-rich areas on January 1, 2020 and update the map
every five years thereafter. SB 50 does not set out a process for the HCD determinations or
indicate whether local communities or agencies will be consulted in that process.
III. What is a “Transit-rich” Area”?
SB 50 defines a “transit-rich housing project” as “a residential development the parcels
of which are all within a one-half mile radius of a major transit stop or a one-quarter mile radius
of a stop on a high-quality bus corridor.”2 A “major transit stop is “an existing rail transit station
or a ferry terminal served by either bus or rail transit service” and a “high quality bus corridor” is
a corridor with fixed route bus service meeting specific criteria such as average service intervals
of 15 minutes or less during peak weekday commute hours.
IV. Equitable Communities Incentives
For qualifying projects in areas that HCD has identified as “Jobs-rich” SB 50 would
require local governments to provide the following “Equitable Communities Incentives:”
• a waiver from maximum controls on density;
• a waiver from minimum automobile parking requirements greater than 0.5 automobile
parking spots per unit;
• up to three incentives and concessions under the Density Bonus Law. (These incentives
typically include a reduction in site development standards or modification of zoning
code and architectural design requirements, such as reductions in setbacks, height limits
and square footage requirements, approval of mixed-use zoning if it will reduce the cost
(1) All parcels within the project have no more than 25 percent of their area outside of the
job-rich area.
(2) No more than 10 percent of residential units or 100 units, whichever is less, of the
development are outside of the job-rich area.”
2 Not all the proposed development must be located within the identified area. The
legislation provides that “A project shall be deemed to be within the radius [of a major transit
stop or high-quality bus corridor] if both of the following apply:
(1) All parcels within the project have no more than 25 percent of their area outside of a
one-half mile radius of major transit stop or a one-quarter mile radius of a stop on a high-
quality bus corridor.
(2) No more than 10 percent of the residential units or 100 units, whichever is less, of the
project are outside of a one-half mile radius of a major transit stop or a one-quarter mile
radius of a stop on a high-quality bus corridor.”
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of the housing development and remain compatible with the existing area, or the waiver
of fees or dedication requirements. (Gov. Code § 65915(k).)
For qualifying Transit-rich projects, local governments would be required to make
available the incentives for Jobs-rich areas and additional incentives based on the nature of the
transit. Projects located within a one-quarter mile radius of a major transit stop would not be
subject to maximum height requirements less than 55 feet; maximum floor area ratio
requirements less than 3.25; or any minimum automobile parking requirements. A project
located within a one-half mile radius, but outside a one-quarter mile radius, of a major transit
stop would not be subject to maximum height requirements less than 45 feet; maximum floor
area ratio requirements less than 2.5; or any minimum automobile parking requirements.
SB 50 would allow local governments to “modify or expand the terms of an equitable
communities incentive” as long as the modification is consistent with, and meets the minimum
requirements of SB 50.
V. Housing Affordability Requirements
To be eligible for an equitable communities incentive, a project would need to include an
affordable housing contribution or comply with the local jurisdiction’s inclusionary housing
ordinance (if that ordinance requires levels of affordable housing in excess of the requirements in
SB 50). The affordability requirements would be required to remain in place for a period of 55
years for rental units and 45 years for units offered for sale.
SB 50 would set the following standards for affordability of projects qualifying for an
equitable communities incentive:
• If the project has 10 or fewer units there is no affordability requirement.
• If the project has 11 to 20 residential units, the development proponent may pay an in-
lieu fee to the local government for affordable housing.
• If the project has more than 20 residential units, the development proponent shall do
either of the following:
- Make a comparable affordability contribution toward housing offsite that is
affordable to lower income households; or
- Include units on the site of the project that are affordable to extremely low, very low,
or low-income households as follows:
Project Size Inclusionary Requirement
21– 200 units 15% low income; or
8% very low income; or
6% extremely low income
201–350 units 17% low income; or
10% very low income; or
8% extremely low income
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351 or more units 25% low income; or
15% very low income; or
11% extremely low income
For projects making in-lieu contributions for offsite housing, the local government would
be required to “make every effort to ensure that future affordable housing will be sited within
one-half mile of the original project location within the boundaries of the local government by
designating an existing housing opportunity site within a one-half mile radius of the project site
for affordable housing.” In addition, the law would provide that “[t]o the extent practicable,
local housing funding shall be prioritized at the first opportunity to build affordable housing on
that site.” If no housing opportunity sites that satisfy these requirements are available, the local
government would be required to designate a site for affordable housing within the boundaries of
the local government and make findings that the site for the affordable housing development
affirmatively furthers fair housing.
VI. Compliance with Other Laws
In order to be eligible for an equitable communities incentive, a project would still be
subject to environmental review and need to comply with other state and local laws. The law
would require that a project comply “with all applicable labor, construction employment, and
wage standards otherwise required by law and any other generally applicable requirement
regarding the approval of a development project, including, but not limited to, the local
government’s conditional use or other discretionary permit approval process, the California
Environmental Quality Act (Division 13 (commencing with Section 21000) of the Public
Resources Code), or a streamlined approval process that includes labor protections.” In addition,
projects would be required to comply with “with all other relevant standards, requirements, and
prohibitions imposed by the local government regarding architectural design, restrictions on or
oversight of demolition, impact fees, and community benefits agreements.” Of course this
requirement does not apply to standards that must be waived under the specific terms of the
legislation (e.g., height limits for transit-rich projects or rules waived as part of the three density
bonus incentives or concessions required).
VII. Sensitive Communities
SB 50 would allow jurisdictions with sensitive communities to satisfy its requirements
through a community-led planning process at the neighborhood level to develop a community
plan that may include zoning and any other policies that encourage multifamily housing
development at a range of income levels to meet unmet needs, protect vulnerable residents from
displacement, and address other locally identified priorities. These plans would be required to be
consistent with the overall residential development capacity and the minimum affordability
standards in SB 50.
Sensitive communities would be identified by HCD except in the Bay Area. In the Bay
Area, SB 50 would adopt the following definition of sensitive community: “areas designated by
the Metropolitan Transportation Commission on December 19, 2018, as the intersection of
disadvantaged and vulnerable communities as defined by the Metropolitan Transportation
Commission and the San Francisco Bay Conservation and Development Commission.” This
identification would be updated at least every five years by HCD.
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VIII.Responsibility for Costs
SB 50 provides that the State would not be required to provide reimbursements to local
agencies pursuant to Government Code section 17556(d), which states “[t]he local agency or
school district has the authority to levy service charges, fees, or assessments sufficient to pay for
the mandated program or increased level of service.” Thus, cities and counties would be
responsible for any costs associated with implementing the legislation.
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Senate Bill 330 – the Housing Crisis Act of 2019
This following is an overview of Senate Bill 330, the Housing Crisis Act of 2019 (SB
330) as amended on April 4, 2019. A copy of the legislation and information on its status is
available here.
SB 330 would declare a statewide housing emergency to be in effect until January 1,
2030. During that period, cities and counties found to have high rents and low rental vacancy
rates would:
Be prohibited from reducing housing densities, increasing development fees, or taking a
range of other actions affecting housing development (both for-sale and rental);
Have any such actions taken since January 1, 2018 declared null and void;
Be prohibited from imposing fees on new units that are deed restricted for families
earning less than 80% of the area median income;
Be prohibited from enforcing requirements that new developments include parking;
Be required to process housing development applications under the general plan and
zoning ordinance in effect at the time the application is deemed complete.
Other provisions of SB 330 would apply to all jurisdictions, not only those with high
rents and low vacancy rates. These include establishing a statewide development application
form for use in all jurisdictions and statewide standards for the contents of a complete
development application, requiring cities and counties to process housing development
applications under the general plan and zoning ordinance in effect at the time the application is
deemed complete, and a ban on holding more than three de novo public hearings on a project.
The bill would also call for the State Department of Housing and Community Development to
update building standards for “occupied substandard buildings.”
A more detailed summary of SB 330 is provided below.
I. Limits on “Affected” Cities and Counties
Many of SB 330’s provisions apply only to an “affected county or city.” These are cities
with rents and vacancy rates exceeding the national average by a yet to be determined threshold.
An “affected county” is one in which more than half the cities are affected cities.
The bill requires the State Department of Housing and Community Development (HCD)
to make an annual determination of affected cities by calculating (i) the percent by which a city’s
rent exceeds 130 percent of the national median rent, and (ii) the percent by which a city’s rental
vacancy rate is below the national vacancy rate (both based on the federal 2013-2017 American
Community Survey 5-year Estimates). HCD then must determine the average of these two
numbers. If the average exceeds the threshold that will be included in the legislation prior to its
adoption then the city in question will be considered an “affected city.”
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“Affected” cities and counties would be subject to the following constraints on exercising
their land use authority until January 1, 2030.
A. Prohibitions on Legislation Limiting Residential Development
For areas where housing is an allowable use, SB 330 will prohibit the legislative body or
voters of an affected county or city from amending a General Plan or zoning ordinance in a
manner that would:
change the zoning or General Plan designation to a less intensive use (e.g.,
reductions to height, density, or floor area ratio or increases in open space or lot
size requirements) or reduce the intensity of land use within an existing zoning
district or plan designation below what was previously allowed on January 1,
2018. This limit would not apply if the change is accompanied by concurrent
changes to development standards that increase development potential elsewhere
in the jurisdiction such that there is no net loss in residential capacity.
impose a moratorium on housing development, except pursuant to a zoning
ordinance that protects against an imminent threat to the health and safety and is
approved by the Department of Housing and Community Development.
impose or enforce design standards established on or after January 1, 2018 that
are not objective (meaning they involve no personal or subjective judgment by a
public official and are uniformly verifiable by reference to an external and
uniform benchmark or criterion available and knowable by both the development
applicant or proponent and the public official).
establish a maximum number of conditional use or other discretionary permits for
the development of housing or impose a cap on the number of housing units or the
population.
In addition, any amendment on or after January 1, 2018 that had any of the effects noted
above would be deemed void.
The bill expressly allows General Plan and zoning amendments that would prohibit the
commercial use of land that is designated for residential use. The commercial use regulation
could include limits on short term occupancy of residences. Further, these provisions do not
apply to actions that would allow facilitate, allow greater density in, or reduce the costs of a
housing development project, or as necessary to comply with the California Environmental
Quality Act or Coastal Act. These provisions also would not apply in State-designated very high
fire hazard severity zones.
B. Limits on Review of Proposed New Housing Development Projects
SB 330 would impose limits similar to those above on local government review of
proposed housing development projects. Specifically, for areas where housing is an allowable
use, SB 330 will prohibit an affected county or city from:
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enforcing requirements that a proposed housing development include parking or
imposing any new or increased parking requirements.
charging any fee (other than in lieu housing fees) or imposing an exaction in
connection with the approval of a housing development in excess of the amount
of fees/exactions that would have applied to the project as of January 1, 2018
(unless the fee increase is based on an automatic annual adjustment based on an
independent cost index that is referenced in the legislation establishing the fee).
charging any fee in connection with approval of any affordable unit within a
housing development that meets these two criteria:
o unit is affordable for household incomes equal to or less than 80 percent of
the area median income; and
o unit is subject to a recorded affordability restriction for at least 55 years.
SB 330 would also provide that, in affected cities and counties, a project falling within
the maximum density and intensity of the range of uses contemplated by the General Plan’s land
use or housing element must be approved at the denisty/intensity proposed even if the zoning had
established a lower level. Projects requiring conditional use permits would be eligible to move
forward at the higher of current General Plan density or density limits in the General Plan and
zoning in effect prior to January 1, 2018.
The bill would impose conditions on projects involving demolition of existing residences
that are either (i) assisted pursuant to Section 8; (ii) subject to any form of rent or price control;
(iii) affordable to persons earning 80 percent or less of the area median income; or (iv) in a
residential structure containing residential dwelling units that are currently occupied by tenants,
or were previously occupied by tenants if those dwelling units were withdrawn from rent or lease
in accordance with the Ellis Act and subsequently offered for sale.
Projects involving demolition of the types of residences described above could be
approved only if the new project is at least as dense as the existing units and the developer agrees
to provide relocation benefits and a right of first refusal for units available in the new
development project. The affected county or city must also not be otherwise prohibited from
approving the demolition of the affordable rental units.
SB 330 states that the limits in this part of the bill do not prohibit planning standards that
allow greater density or reduce the costs to a housing development project or as necessary to
comply with the California Environmental Quality Act. It further states that these limits would
not apply in State-designated very high fire hazard areas and are not intended to supersede any
requirements of the Coastal Act.
II. Provisions Applicable to All Cities and Counties
SB330 includes provisions that would be applicable to all cities regardless of average
rents and vacancy rates. These are:
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4
A. Uniform Statewide Standards for Application Completeness
Many provisions of the State’s housing laws set deadlines based on the date and a project
application is deemed complete. SB 330 would set specific standards for what a jurisdiction may
require in development applications and would require all jurisdictions to use a standardized
form to be developed by the State’s Department of Housing and Community Development. An
application will be considered complete if it includes:
(1) The specific location of the project.
(2) The major physical alterations to the property on which the project is to be located.
(3) A site plan showing the location on the property, as well as the massing, height, and
approximate square footage, of each building that is to be occupied.
(4) The proposed land uses by number of units or square feet using the categories in the
applicable zoning ordinance.
(5) The proposed number of parking spaces.
(6) Any proposed point sources of air or water pollutants.
(7) Any species of special concern known to occur on the property.
(8) Any historic or cultural resources known to exist on the property.
(9) The number of below market rate units and their affordability levels.
If the application is not complete, agencies must within 30 days specify those parts of the
application which are incomplete and indicate the manner in which they can be made complete,
including “a list and thorough description of the specific information needed to complete the
application.” In reviewing subsequent submittals agencies would be limited to determining
whether the application as supplemented or amended includes the information required by the
earlier list; no additional information could be requested. If the written determination is not
made within that 30-day period, the application together with the submitted materials would be
deemed complete.
SB 330 would set various other standards relative to processing applications for housing
development projects. It provides that an otherwise complete application will be deemed
compete if the applicant subsequently revises the project such that the number of units or square
footage changes by 20 or more (exclusive of increases from a density bonus or related
concession).
B. Standards for Review of Housing Development Projects
SB 330 would provide that housing development applications be reviewed under the local
laws in effect at the time the application is deemed complete except:
for applying laws necessary to mitigate or avoid a specific adverse impact on public
health or safety as shown by a preponderance of the evidence and where there is no
feasible alternative;
to mitigate impacts pursuant to CEQA;
when the project has not commenced construction within three years fo the date of final
approval;
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5
when the project is revised such that the number of units or square footage changes by 20
or more (exclusive of increases from a density bonus or related concession); and
for fee increases resulting from an automatic annual adjustment based on an
independently published cost index referenced in the ordinance adopting the fee.
As it does for affected cities and counties, SB 330 proves that in all jurisdictions a
housing development project that falls within the range of maximum residential use, density, and
intensity allowable on the site by the land use or housing element of the general plan shall not be
found to be inconsistent with zoning if the zoning is set at a level below the highest levels
referenced in the General Plan.
In addition, cities and counties would be required to determine if the site of the proposed
project is a historic site at the time the application is deemed complete and this determination is
to remain valid throughout the pendency of the project for which the application was filed.
C. Maximum Three Hearings
SB 330 would prohibit all local governments from conducting more than three de novo
hearings related to the approval of an application for a zoning variance or development permit,
on an application for a zoning variance, conditional use permit, or equivalent development
permit for a housing development project. Jurisdictions would be required to approve or
disapprove the permit within 12 months from when the application is deemed complete subject
to extensions under specified circumstances.
D. New Regulations for “Occupied Substandard Building”
Under SB 330, the Department of Housing and Community Development would be
required to propose the adoption, amendment, or repeal of building standards to the California
Building Standards Commission for “occupied substandard buildings.” The proposed building
standards and regulations must establish minimum health and safety standards for occupied
substandard buildings, including adequate sanitation and exit facilities and comply with seismic
safety standards.
An occupied substandard building that complies with the building standards, rules, and
regulations adopted pursuant to SB 330 would be deemed to be in compliance with the State
Building Standards Code for a period of seven years following the date on which an enforcement
agency finds that the occupied substandard building is otherwise in violation of any building
standard, rule, or regulation adopted pursuant to this bill.
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CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:119-5090 Name:
Status:Type:Reports by Council and Staff Agenda Ready
File created:In control:2/28/2019 City Council
On agenda:Final action:4/16/2019
Title:Subject: Update regarding 2018 community shuttle survey and provide input on an 18-month pilot
program.
Sponsors:
Indexes:
Code sections:
Attachments:Staff Report
A - 2018 Survey Results Summary
B - Fares & Cost to City
C - Via Cost Sheet & Service Times
D - Via Cupertino Service Area Map
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Update regarding 2018 community shuttle survey and provide input on an 18-month
pilot program.
Receive update and provide comment.
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
powered by Legistar™323
PUBLIC WORKS DEPARTMENT
CITY HALL
10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3354 www.cupertino.org
CITY COUNCIL STAFF REPORT
Meeting: April 16, 2019
Subject
Update regarding 2018 community shuttle survey and provide input on an 18-month
pilot program.
Recommended Actions
Receive update and provide comment.
Background
The initial concept of a community shuttle was focused on alleviating traffic congestion
in the tri-school area of Monta Vista High School, Abraham Lincoln Elementary School,
and John F. Kennedy Middle School. In response to community concern, consultant
firm Nelson Nygaard was hired by the City in November 2007 to assess the viability of
a shuttle to reduce school-related traffic congestion. Nelyson Nygaard prepared a
memorandum concluding that a shuttle was not the best tool to reduce congestion in
this area due to safety concerns about introducing a shuttle into a highly congested
area, and also due to low projected ridership.
As congested conditions are common at many schools, improvements near schools that
make for a better biking and walking environment have been a City focus. In addition
to this, the City has also focused efforts on its Safe Routes 2 School Program, which
adds additional focus to encouragement and education programs as a method to
increase the number of students bicycling and walking to school.
Since the initial concept of a school-centric community shuttle, the idea of a community-
wide shuttle serving all of Cupertino has been given more attention. To further evaluate
this, in the summer of 2018, the Public Works Department conducted an online survey
to determine preferences such as desired destinations, preferred hours of operation, etc.
Discussion
The survey was publicized via a robust public outreach campaign that continued for the
duration of the survey. In response to this outreach, a total of 806 surveys were
completed by residents, employees, and students in Cupertino. Total response
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represented over 40 hours of public comment in the City’s Open Town Hall web
platform.
Survey findings showed strong overall support for a community-oriented shuttle in
addition to highlighting preferences for the type of shuttle service in Cupertino. A
snapshot of survey results is below with a summary of survey results included in
Attachment A along with a link to the complete report available on the City webpage,
www.cupertino.org/shuttle.
Snapshot of Survey Results:
72% live in Cupertino
8% work in Cupertino
5% are students at De Anza College
83% rarely or never use VTA bus service
79% would use a shuttle to reach Caltrain if available
76% prefer fewer stops with faster travel times (and shorter wait times)
77% want to be able to walk to the shuttle
85% use an auto as primary form of transportation
69% would use a local shuttle service if one existed
Popular Destinations Noted:
Caltrain Station,
Cupertino Library/Civic Center,
Main Street Cupertino,
De Anza College,
Vallco, Stevens Creek/De Anza area.
While the survey results show a high auto drive-alone rate in Cupertino, they also
demonstrate a strong desire for an alternative to worsening traffic congestion in the
region. It also revealed that existing transit service provided by Santa Clara Valley
Transportation Authority (VTA) is not meeting the needs of the majority of the
Cupertino community. These findings are consistent with the observed changes of
travel habits, atypical commute patterns, and the rise of private ride-sharing companies
such as Lyft and Uber, among many others, are proving to be much more convenient
for the majority of the travelling public.
Existing Transit Services in Cupertino
Currently Cupertino is served by several VTA bus routes with services on most of the
city’s arterials and express routes on Highways 280 and 85. The Highway 280 route will
325
be discontinued in 2020 due to low ridership and Highway 85 service will be reduced.
If approved by the VTA Board on May 2, 2019, VTA will be implementing system-wide
changes included in its 2019 New Transit Service Plan, implementation timed with the
start of BART service to Santa Clara County (late 2019). Most of the proposed changes
are minor changes to Cupertino service, including several bus route number ing
changes and a route deviation at Tantau. One significant improvement will be to
Stevens Creek Blvd bus service with a new rapid line with 15 minute or faster arrivals
and fewer local stops, improving the speed of the service. The route number will
change from 323 to 522.
Fixed-Route Community Shuttle
Staff initially reached out to several of the leading shuttle vendors to plan a shuttle
service that included the most popular destinations noted in the survey. In all of the
fixed-route scenarios considered, the wait times and trip times to reach destinations
were not a significant improvement from existing VTA services. In most scenarios
routes would take in excess of hour to complete a loop in the core area of the City with
additional time to reach the Sunnyvale Caltrain station.
All-inclusive costs for fixed-route shuttles are approximately $2M per-year. An
additional $65,000 for planning, development and implementation is necessary, in
addition to a part-time staff position during the pilot program period.
This type of fixed-route service is similar to the Google funded Mountain View service
that began in January 2015. The Mountain View shuttle is not aimed at commuters as
the Mountain View Transit Management Association already operates a robust
commuter shuttle program.
In evaluating survey responses, and in consideration of numerous conversations with
community members at public outreach events, the community desire is for a fast,
efficient shuttle service that can be reached by foot, and meet the needs of commuters.
This led to staff’s conclusion that a fixed-route shuttle option was not the best option for
Cupertino at this time.
On-Demand Transit
In several of the surveys community members noted the City should pursue
partnerships with private ride-sharing companies as a way to reduce cost and provide a
high quality service. Upon receiving this recommendation, staff contacted Via - a
rapidly growing ride-sharing firm and reached out to the City of West Sacramento to
learn more about an ongoing pilot underway operated by Via. West Sacramento noted
that the Via service had been incredibly popular, averaging 408 weekday trips with
continued growth since its launch. West Sacramento selected an on-demand model for
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its pilot because of low existing transit ridership, long inflexible travel tim es, and
first/last mile gaps with growing senior mobility needs. West Sacramento is in the
process of a contract extension to continue operations beyond the pilot, and offer
expanded hours of operation to include Sundays, Holidays and additional weekday
hours.
Via On-Demand Community Shuttle
Via is a ride-share company that provides corner-to-corner shuttle service (and door-to-
door service for disabled/or elderly customers). The system works similarly to Lyft and
Uber, where shuttles are requested via mobile App or a toll-free number. However
unlike Lyft or Uber, with Via, riders walk a set distance to meet the shuttle, which
increases the speed and efficiency of the service. The shuttle uses an algorithm to pick
up passengers travelling along similar routes and drops them off at or near their final
destination, but following no fixed-route. Service would be branded as a City of
Cupertino shuttle with Via’s logo also on the shuttle.
In California, Via currently operates pilot programs in West Sacramento, a nd Los
Angeles (by Metro). Via also supplies the ride-share technology used in the Marin
County Transit Connect and OC Flex on-demand shuttle in Orange County. Via
operates in many other large cities in the United States and internationally.
The walk distance can be set by the City and is generally no more than 400 meters.
Disabled or elderly customers can be picked-up directly at their home upon request. A
fare can be set to decrease the overall cost of operating the system, or the service can be
subsidized entirely with no cost to riders. Attachment B summarizes the fare and its
resulting impact on overall cost, given a range of ridership levels.
A Turn-key Shuttle Pilot Program
Via manages all aspects of the service including driver hiring and training, State
permitting, marketing and overall program management. All details of a shuttle
program, including insurance, maintenance, fuel costs, etc. are included. Via provides a
turn-key shuttle service, providing 6-passenger Mercedes Metris vans with bike racks,
advanced safety features, and are ADA compliant. As reservations are made for all
trips, the City would be provided with anonymized trip data that would be used to
assess the health of the shuttle program and provide insights into local travel patterns.
The City would be asked to provide a safe parking area for the vans during the evening
hours and when not in use. The City is able to set the fare, hours of operation, and
determine the cost of weekly or monthly fare packages, and whether or not to offer
reduced or free fares for students, seniors and low-income riders.
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Proposed Service Area
The proposed service area was determined by considering popular nearby
destinations, existing transit services, and areas where residents may be unaware of
irregular boundary lines. In most areas the Cupertino border was smoothed and in
other areas intentionally enlarged to include key destinations such as Kaiser
Permanente Santa Clara Medical Center, and West Valley Medical Center (Palo Alto
Medical foundation), shown in Attachment D. The Sunnyvale Caltrain station is shown
as an island in the service area map. This means that the shuttle would take passengers
to and from the station with no stops permitted in-between until the shuttle reaches the
core service area in Cupertino. The cost estimates in this report are based on a service
model with 15-17 minute arrival times and operating hours of 6am – 8pm Monday –
Friday and 9am – 5pm on Saturday.
Via On-Demand Pilot Cost
Via reviewed the community shuttle survey results and discussed local conditions with
staff and has generated approximate costs of an 18-month pilot program shown as
Attachment C. The range in cost is approximately $1.7M and $2.4M depending on the
level of service selected for an 18-month period. The per-hour costs are $38, $40, and
$42.50 respectively. The amounts shown in Attachment C are inclusive of a projected
average fare of $1 per customer, a conservative number that assumes overall collected
fare will be impacted by free or reduced fare programs for students, low-income, and
senior riders. The City may select a flat fare, or develop different fare zones where
longer trips are a higher fare, including a separate Caltrain station fare. However
regardless of the fare selected the overall fare recovery is not expected to change
significantly as many of the costs are fixed and tied to the number of vehicles in the
program. Additionally a higher base fare may make the shuttle less attractive to
residents for shorter trips. As Via is a ride-share style community shuttle it is important
to note that figures contained in this report are approximate and will be refined if
Council provides feedback to staff.
Next Steps
If City Council desires to proceed with a pilot program with Via, staff will include the
request for funding in the FY19/20 budget. As Via is the only known provider of these
services, other vendors may not be available to participate in a request for proposals
process. If Via is determined be the sole qualified vendor, a contract would be
negotiated and staff will bring the contract to City Council for approval. Once the
contract is executed, Via and Cupertino staff will begin work on system planning,
which includes details such as fares, fare programs, system area, operations, etc. Staff
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anticipates that after an agreement is negotiated with Via that service would begin
within a three-month period, with service as early as summer 2019. Staff would
monitor the effectiveness of the program and would provide Council updates on the
shuttle with information including overall ridership at the midpoint of the pilot, and
again several months prior to the end of the pilot to discuss ongoing shuttle service.
Sustainability Impact
A community shuttle has the potential to reduce single occupant vehicle miles traveled
in Cupertino with a corresponding reduction in greenhouse gas emissions. Shuttles
would have bicycle racks which could make it easier for bicyclists to make difficult
connections.
Fiscal Impact
If Council elects to proceed with a pilot program for a community shuttle the fiscal
impact would be influenced by factors such as the length of the pilot program, the level
of service, the fare, fare exclusions, etc. If an 18-month on-demand pilot with Via is
selected the overall cost would be approximately $2,100,000.
_____________________________________
Prepared by: Chris Corrao, Senior Transit & Transportation Planner & David Stillman,
Transportation Manager
Reviewed by: Roger Lee, Acting Director of Public Works
Approved for Submission by: Timm Borden, Acting City Manager
Attachments:
A - 2018 Survey Results Summary
B - Fares & Cost to City
C – Via Cost Sheet & Service Times
D – Via Cupertino Service Area Map
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1 | www.opentownhall.com/6238 Created with OpenGov | March 14, 2019, 11:02 AM
Cupertino Shuttle Survey
March 14, 2019, 11:02 AM
Contents
i. Summary of responses 2
ii. Survey questions 10
iii. Individual responses 12
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Summary Of Responses
As of March 14, 2019, 11:02 AM, this forum had: Topic Start Topic End
Attendees:1159 May 9, 2018, 1:27 PM August 6, 2018, 3:12 PM
Responses:806
Hours of Public Comment:40.3
QUESTION 1
I live or work in Cupertino:
% Count
Live 72.6% 585
Work 7.7% 62
Both 16.4% 132
None 3.3% 27
QUESTION 2
Home Zip Code:
Answered 747
Skipped 59
QUESTION 3
My primary form of transportation is:
% Count
Auto 85.8% 688
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% Count
Bicycle 2.4% 19
Transit 4.7% 38
Walking 5.0% 40
Other 2.1%17
QUESTION 4
I am a student at De Anza College:
% Count
Yes 5.1% 40
No 94.9% 743
QUESTION 5
My age is:
% Count
13 to 18 2.5% 20
19 to 24 4.7% 38
25 to 34 6.5% 52
35 to 44 17.9% 144
45 to 54 25.4% 204
55 to 64 18.1% 145
65 or older 22.8% 183
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% Count
Decline to answer 2.1%17
QUESTION 6
I currently use VTA (Santa Clara Valley Transportation Authority):
% Count
Very often 5.3% 43
Sometimes 11.8% 95
Rarely 26.7% 215
Never 56.1% 451
QUESTION 7
In deciding whether or not to ride the Cupertino shuttle, the following is most important (Rank 1 to 6, with 6
being the most important and 1 being the least important.)
Destinations
% Count
Least Important 1 1.0%8
2 0.5%4
3 1.9% 15
4 2.9% 23
5 14.3% 114
Most Important 6 79.3% 634
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Frequency
% Count
Least Important 1 1.0%8
2 0.8%6
3 5.0% 40
4 13.1% 105
5 33.0% 264
Most Important 6 46.5% 372
User Experience
% Count
Least Important 1 4.3% 34
2 7.6% 61
3 24.4% 195
4 25.1% 201
5 19.0% 152
Most Important 6 14.6% 117
Speed
% Count
Least Important 1 3.8% 30
2 4.4% 35
3 16.4% 131
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% Count
4 23.1% 185
5 26.6% 213
Most Important 6 22.1% 177
Other
% Count
Least Important 1 8.8% 70
2 4.6% 37
3 3.6% 29
4 3.1% 25
5 4.6% 37
Most Important 6 8.6% 69
QUESTION 8
Other (please elaborate here):
Answered 147
Skipped 659
QUESTION 9
In my opinion, the Cupertino shuttle must serve these places (Provide up to four):
Answered 718
Skipped 88
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QUESTION 10
As a future shuttle rider, the following is more important to me:
% Count
Less stops: faster travel time with shorter wait
times
75.7% 590
More stops: slower travel time with longer wait
times
24.3% 189
QUESTION 11
If Cupertino had a community shuttle serving local destinations, I would use it:
% Count
Yes 69.2% 549
Maybe 28.1% 223
No 2.6% 21
QUESTION 12
I am most likely to use a shuttle at the following times (Choose all that apply):
% Count
6:00 a.m. - 10:00 a.m.60.1% 464
11:00 a.m. - 2:00 p.m.56.6% 437
3:00 p.m. - 5:00 p.m.57.5% 444
5:00 p.m. - 7:00 p.m.62.3% 481
7:00 p.m. - 9:00 p.m.33.4% 258
QUESTION 13
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I would use the shuttle to access a nearby Caltrain station:
% Count
Yes 78.8% 616
No 21.2% 166
QUESTION 14
I would arrive to the shuttle by:
% Count
Walking 77.1% 607
Bike 6.0% 47
Wheelchair 0.1%1
Scooter 0.5%4
Drop off by vehicle 10.9% 86
Other 5.3% 42
QUESTION 15
Please include any additional feedback here:
Answered 212
Skipped 594
QUESTION 16
Name:
Answered 518
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FARES + COST TO CITY ATTACHMENT B
Total Implied Farebox ($ in '000s)
8 Vehicles
Utilization
2.50 3.00 3.50 4.00 4.50
Fare
$2.00 $206 $247 $288 $329 $371
$2.50 $257 $309 $360 $412 $463
$3.00 $309 $371 $432 $494 $556
$3.50 $360 $432 $505 $577 $649
$4.00 $412 $494 $577 $659 $741
$4.50 $463 $556 $649 $741 $834
$5.00 $515 $618 $721 $824 $927
10 Vehicles
Utilization
2.50 3.00 3.50 4.00 4.50
Fare
$2.00 $257 $309 $360 $412 $463
$2.50 $322 $386 $450 $515 $579
$3.00 $386 $463 $541 $618 $695
$3.50 $450 $541 $631 $721 $811
$4.00 $515 $618 $721 $824 $927
$4.50 $579 $695 $811 $927 $1,042
$5.00 $644 $772 $901 $1,030 $1,158
12 Vehicles
Utilization
2.50 3.00 3.50 4.00 4.50
Fare
$2.00 $309 $371 $432 $494 $556
$2.50 $386 $463 $541 $618 $695
$3.00 $463 $556 $649 $741 $834
$3.50 $541 $649 $757 $865 $973
$4.00 $618 $741 $865 $988 $1,112
$4.50 $695 $834 $973 $1,112 $1,251
$5.00 $772 $927 $1,081 $1,236 $1,390
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Costs Net of Farebox ($ in '000s)
8 Vehicles
Utilization
2.50 3.00 3.50 4.00 4.50
Fare
$2.00 $1,541 $1,500 $1,459 $1,417 $1,376
$2.50 $1,490 $1,438 $1,387 $1,335 $1,284
$3.00 $1,438 $1,376 $1,315 $1,253 $1,191
$3.50 $1,387 $1,315 $1,242 $1,170 $1,098
$4.00 $1,335 $1,253 $1,170 $1,088 $1,006
$4.50 $1,284 $1,191 $1,098 $1,006 $913
$5.00 $1,232 $1,129 $1,026 $923 $820
10 Vehicles
Utilization
2.50 3.00 3.50 4.00 4.50
Fare
$2.00 $1,803 $1,752 $1,700 $1,649 $1,597
$2.50 $1,739 $1,675 $1,610 $1,546 $1,482
$3.00 $1,675 $1,597 $1,520 $1,443 $1,366
$3.50 $1,610 $1,520 $1,430 $1,340 $1,250
$4.00 $1,546 $1,443 $1,340 $1,237 $1,134
$4.50 $1,482 $1,366 $1,250 $1,134 $1,018
$5.00 $1,417 $1,288 $1,160 $1,031 $902
12 Vehicles
Utilization
2.50 3.00 3.50 4.00 4.50
Fare
$2.00 $2,042 $1,980 $1,918 $1,856 $1,794
$2.50 $1,964 $1,887 $1,810 $1,733 $1,656
$3.00 $1,887 $1,794 $1,702 $1,609 $1,517
$3.50 $1,810 $1,702 $1,594 $1,486 $1,378
$4.00 $1,733 $1,609 $1,486 $1,362 $1,239
$4.50 $1,656 $1,517 $1,378 $1,239 $1,100
$5.00 $1,578 $1,424 $1,269 $1,115 $961
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5
Service constraints held constant
Calculations (per scenario)
Confidential and trade secret
Service constraints that vary Service targets
Demand Level # of
Vans
# of
trips
per hr
Av. ETA
(min)
Av. ride
duration
(min)
Av. walk
distance
(meters)
Utilization
Peak low 8 25- 30 16 - 17 15 - 16 135 - 145 3 - 4
medium 10 35 - 40 15 - 16 17 - 18 140 - 150 3.5 - 4
high 12 45 -50 16 - 17 17 - 18 155 - 165 3.5 - 4
Off-Peak low 6 15 - 20 15 -16 14 - 15 130 - 140 3.5 - 3.5
medium 8 25 - 30 16 - 17 15 - 16 135 - 145 3 - 4
high 10 35 - 40 16 - 17 15 - 16 150 - 160 3 - 4
Attachment C
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Confidential, trade secret, and non-bindingConfidential, trade secret, and non-binding 6
Service Option Core Recommended Premium
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Via Cupertino Service Area Map ATTACHMENT D
Zone size: 10.6 sq km
NOTES
Sunnyvale Caltrain “Island”
Smoothed City boundary
for easy of use
Extended City boundary to
include Kaiser Santa Clara
& PAMF
Map can be adjusted, but
significant changes to ser-
vice area impacts overall
cost & suggested fleet size.
342
CITY OF CUPERTINO
Legislation Details (With Text)
File #: Version:118-4785 Name:
Status:Type:Reports by Council and Staff Agenda Ready
File created:In control:12/20/2018 City Council
On agenda:Final action:4/16/2019
Title:Subject: Report on Committee assignments and general comments
Sponsors:
Indexes:
Code sections:
Attachments:
Action ByDate Action ResultVer.
City Council4/16/2019 1
Subject: Report on Committee assignments and general comments
Report on Committee assignments and general comments
CITY OF CUPERTINO Printed on 4/12/2019Page 1 of 1
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