FAC Packet 1-13-2020CITY OF CUPERTINO
FINE ARTS COMMISSION
AGENDA
10300 Torre Avenue, City Hall Conference Room C
Monday, January 13, 2020
6:30 PM
Special Meeting
NOTICE IS HEREBY GIVEN that a special meeting of the Fine Arts Commission is hereby called for
Monday, January 13, 2020, commencing at 6:30 pm., Conference Room C, City Hall, 10300 Torre
Avenue, Cupertino, California. Said special meeting shall be for the purpose of conducting business on
the subject matters listed below under the heading “Special Meeting”.
SPECIAL MEETING:
ROLL CALL
APPROVAL OF MINUTES
1.Subject: Draft Minutes of November 25, 2019
Recommended Action: Approve or modify the Draft Minutes of November 25, 2019
Draft Minutes of November 25, 2019
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the commission on any matter not
on the agenda. Speakers are limited to three (3) minutes. In most cases, State law will prohibit the
commission from making any decisions with respect to a matter not listed on the agenda
WRITTEN COMMUNICATIONS
OLD BUSINESS
NEW BUSINESS
2.Subject: Commission proposals for FY 2020-21 City Work Program
Recommended Action: Provide a list of proposed City Work Program items,
identifying the top three proposals
Page 1
Fine Arts Commission Agenda January 13, 2020
Staff Report
A - City Work Program Flow Chart
B - Guidance on Commission Proposals for City Work Program
C - FY 2019-20 Citywde Work Program
D - Commission Proposals for FY 2020-21 City Work Program
E - Cupertino Municipal Code Chapter 2.80
STAFF AND COMMISSION REPORTS
ADJOURNMENT
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend the
next 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 meeting to arrange for
assistance. Upon request, in advance, by a person with a disability, meeting agendas and writings
distributed for the meeting that are public records will be made available in the appropriate alternative
format. 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 members after publication of the agenda will
be made available for public inspection. Please contact the City Clerk’s Office in City Hall located at
10300 Torre Avenue during normal business hours.
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 members concerning any item that is described in the
notice or agenda for this meeting, before or during consideration of that item. If you wish to address the
members on any other item not on the agenda, you may do so during the public comment .
Page 2
ACTION MINUTES
FINE ARTS COMMISSION
Regular Meeting,
Conference Room C
10300 Torre Avenue Cupertino
November 25, 2019 6:30 p.m.
ROLL CALL
Present: Mahalingam, Kasamsetty, Chokshi and Matley
Absent: Dhami
APPROVAL OF MINUTES
1. Approval of the Draft Minutes of September 23, 2019
Motion: Commissioner Matley motioned and Commissioner Chokshi seconded the
motion to approve the minutes from the September 23, 2019 meeting. Motioned
approved 4-0.
ORAL COMMUNICATION
Cupertino Library Foundation Board Member Henry W. Sang, Jr. presented on the new
Library Program Room Expansion. Board Member Sang is seeking input from the Fine
Arts Commission on new programs and uses for the space.
WRITTEN COMMUNICATION
None
STUDY SESSION
2. Subject: Study Session regarding the proposed policy document for the City of
Cupertino Code of Ethics for Elected and Appointed Officials
Commissioners discussed the proposed policy document, and were agreeable to the
policy document. Commissioners felt that many of the policy document suggestions
were already in place and being followed.
NEW BUSINESS
3. Subject: Young Artist Award
Chair Mahalingam motioned and Commissioner Matley seconded the motion to select
the following Young Artist Award Recipients for Group A (ages 6-10):
Cupertino Fine Arts Commission Page 2
Platinum: Sankrith Rao
Gold: Seowon Choi
Silver: Chaemin Lee
Silver: Novanshi Phadke
Honorable Mention: Anika Shendy
Motioned approved 4-0
Vice Chair Kasamsetty motioned and Commissioner Chokshi seconded the motion to
select the following Young Artist Award Recipients for Group B (ages 11-14):
Platinum: Ananya Dev
Gold: Bala Kiruthiga
Silver: Niketa Krishnan
Honorable Mention: Jayden Choi
Honorable Mention: Tanush Agrawal
Motioned approved 4-0
STAFF AND COMMISSION REPORTS
Vice-Chair Kasamsetty reported on the Cupertino Art Store that included visiting
commissions, looking at other city stores, and potential store items. Vice-Chair
Kasamsetty also discussed Ro Khanna Conference, which she attended.
Commissioner Matley and Chokshi reported the Art in Unexpected Places Mural project.
The Commissioners reported on the two-potential location of the murals (Blackberry
Farm and Cupertino Sports Center), and net steps for the mural project.
Chair Mahalingam spoke on the Distinguished and Emerging Artist Award presentation
on the City Council Meeting, and potential improvements for the next award
presentation.
ADJOURNMENT
Chair Mahalingam adjourned the meeting at 8:41 p.m. of the regular meeting on November 25,
2019 at City Hall, Conference Room C.
Respectfully submitted,
s/s Erick Serrano
Erick Serrano, Senior Planner
Staff Liaison
FINE ARTS COMMISSION STAFF REPORT
January 13, 2020
Subject
Commission Proposals for FY 2020-21 City Work Program
Recommended Action
Conduct Public meeting; and
1. Provide a list of proposed City Work Program items, identifying the top three
proposals.
Discussion
In the December/January timeframe, each Commission will submit proposed ideas for
the City Work Program for the upcoming fiscal year (FY). These proposals will be taken
into consideration by Department Heads and the City Manager when developing the
proposed City Work Program for City Council’s consideration. Commissions should
identify their top 3 proposals and limit proposals to no more than 10.
It is expected that Commission proposals will be evaluated by the Department Head and
City Manager in February, and brought to City Council in March for approval. When the
proposed City Work Program is brought to Council in March, the proposals submitted
by the Commissions will be provided as attachments with indications as to which
proposals are reflected in the proposed City Work Program.
Sustainability Impact
No sustainability impact.
Fiscal Impact
Community Development Department resources will be evaluated to identify impact to
staffing and scheduling.
Prepared by: Erick Serrano, Senior Planner
Reviewed and Approved for Submission by: Benjamin Fu, Director of Community
Development
Attachments:
A - City Work Program Flow Chart
B - Guidance on Commission Proposals for City Work Program
C - FY 2019-20 Citywide Work Program
D - Commission Proposals for FY 2020-21 City Work Program
E - Cupertino Municipal Code Chapter 2.80
City Work Program Flow Chart
• Note:
o If ideas for work program items come up throughout the year, they should be suggested in the following year’s WP
process in Dec/Jan. If the idea/item requires earlier consideration, Council approval would be required.
o Smaller items that do not require staff time or budget may be added to the Commission Work Program even if they are
not part of the larger City WP.
July (Beginning of Fiscal Year)
•Begin implementation of approved
City Work Program (WP) and
commission WPs for the current
fiscal year (FY).
December-January
•Ideas from staff and commissions
for upcoming FY's City WP
due to Departments (Depts.).
•Depts. update Council on
current City WP.
February
•Council prioritizes City goals at
Priority Setting Session.
•With City goals in mind, Depts.
evaluate City WP ideas and develop
a proposed City WP for the Council's
consideration.
March
•Depts. present proposed City WP to
Council at a study session.
•Feedback from the study session is
incorporated and the final City WP is
brought for Council approval.
April -June
•Commissions develop their WPs
based on approved City WP items.
•Commission WPs brought for
Council's approval as consent
items.
Any additional ideas that come
up throughout the year should
be accumulated for submission
in the following Dec/Jan.
GUIDANCE ON COMMISSION PROPOSALS FOR CITY WORK PROGRAM
Overview of the Process
In the December/January timeframe, each Commission will submit proposed ideas for the
City Work Program for the upcoming fiscal year. These proposals will be taken into consideration
by Department Heads and the City Manager when developing the proposed City Work Program
for Council’s consideration. When the proposed City Work Program is brought to Council in
March, the proposals submitted by Commissions will be provided as attachments with
indications as to which proposals are reflected in the proposed City Work Program. Once the City
Work Program is adopted by Council, Commissions will then develop their Commission Work
Programs based upon the items relevant to them in the approved City Work Program. Smaller
items that do not require staff time or budget may be added to the Commission Work Program
at this point in the process. Final Commission Work Programs should be brought for Council’s
approval as consent items before July. For a flow chart of this process, see the City Work Program
Flow Chart.
Guidance on Commission Proposals for the City Work Program
Commission proposals for the City Work Program should be within the purview of the
Commission, have timelines of 12 months or less, and identify projects or deliverables the
Commission would be interested in addressing over the course of the next fiscal year. When
developing proposals, consider constraints related to:
• Staff resources,
• Budget, and
• Demands from routine business of the Commission.
If there are existing City Work Program items that the Commission would like to propose
continuing into the upcoming year, the Commission should include these items in their list of
proposals. Please identify:
• The Commission’s top three proposals to aid in the prioritization process and
• No more than 10 proposals total for submission. There is no minimum number of
proposals required. Please note that not all proposals will be included in the proposed
City Work Program. When the proposed City Work Program is brought to Council, the
proposals submitted by Commissions will be provided as attachments with indications as
to which proposals are reflected in the proposed City Work Program.
Dec/Jan
•Commission
submits
proposals for
City Work
Program
Feb
•Proposals
evaluated by
Dept Head
and City
Manager
March
•City Council
approves City
Work
Program
April
•Commissions
develop their
Commission
Work Programs
based on City
Work Program
GUIDANCE ON COMMISSION PROPOSALS FOR CITY WORK PROGRAM
Suggested steps to develop Commission proposals for the City Work Program:
1. Review the purpose of the Commission as defined by the Cupertino Municipal Code in
Chapter 2.
2. Discuss and outline any priorities established by Council such as from prior City Work
Programs.
3. Brainstorm proposals relating to the Commission and determine the following:
a. Identify potential projects and deliverables relevant to the Commission.
b. Determine the benefit if the project or deliverable is completed.
c. Is it mandated by State or local law or by Council direction/priority?
d. Would the task or item require a policy change at the Council level?
e. Identify resources needed for completion such as staff time, creation of
Commission subcommittees, coordination with other Commissions etc.
f. What is the timeline to completion? (1 year, 2 year, or longer term?)
i. Proposals should be completable within the upcoming fiscal year (within
12 months). If a project or deliverable will take more than a year, it should
be broken up into phases and the proposal submission should only
include what can be accomplished in the upcoming fiscal year.
g. Determine measurement and evaluation criteria. How will you know you are on
track? How will you determine success?
4. Prioritize projects from urgent to low priority.
5. Identify the top three proposals from the Commission that can reasonably be
accomplished or worked on in the coming year.
6. Submit the Commission Proposals for City Work Program Form.
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Wireless Master Plan Update the City's wireless
policies and goals to ensure a
comprehensive build out of
facilities.
- The City will initiate a Request for
Proposals in Winter 2018.
- City in negotiations with vendor for
development of RFP.
Request proposals from
interested consultants.
1) Contract Negotiations with
RFP Developer
2) Draft RFP
3) Publish RFP
4) Review Response
5) Contract Negotiation and
Award
6) Master Plan Development
1) Spring 2019
2) Summer 2019
3) Fall 2019
4) Fall 2019
5) Winter 2020
6) Spring 2020
In Progress Master Plan Development Spring 2020 $100,000 N/A 120 Bill Mitchell Innovation & Technology
Municipal Water System Ensure lessee (San Jose Water
Co.) is maintaining and
operating system to industry
standard.
-SJWC's investment in system has
increased.
-Negotiations ongoing to define capital
investments through 2022.
Continue negotiations.Fall 2014- Summer 2019 In Progress Amend current lease agreement to quantify
needed system improvements prior to lease
expiration in November 2022.
June 2019 N/A N/A 100 Roger Lee Public Works
Wireless Upgrade - Public
Space
Build wireless "hot spots" at
various public locations within
Cupertino.
-Determining best location and
associated solution(s).
-Primary sites defined and deemed
seismically sound.
-Equipment procured and configured.
1) Seismic modeling of selected
"hot-spot" locations.
2) Budget allocation for
FY18/FY19.
3) Install Access Points to primary
locations.
Summer 2019 In Progress Hot Spots Operational Summer 2019 $52,000 $39,450 96 Bill Mitchell Innovation & Technology
5G Smart City Public
Private Partnership
Agreement with Verizon
Provide 5G technology roll-out
with Small Cell Antennas to
allow faster connections and
lower latency to support the
Internet of Things.
Initial Meetings with Verizon.Receive draft agreement from
Verizon.
Summer 2019 In Progress Establish Win-Win agreement with Verizon.Summer 2019 N/A N/A 100 Bill Mitchell Innovation & Technology
Public Safety Surveillance
Support
*Priority Setting Item*
Recommend best practices for
residential and business use of
surveillance cameras for safety
and anti-crime practices.
Review City's surveillance
cameras.
-Discussions with Captain Urena to
partner with the City on this project.
-Budgetary quote for Phase I cameras.
1) Research residential and
business surveillance camera
best practices as well as anti-
crime best practices.
2) Provide public engagement
regarding the above best
practices.
3) Review City's surveillance
cameras and provide
recommended updates.
4) Replace current antiquated
CCTV equipment.
1) Fall 2019
2) Winter 2019
3) Spring 2020
4) Spring 2020
Proposed 1) Resources for surveillance and anti-crime best
practices developed for the public.
2) Engagement with resources available to the
general public as well as specific
outreach through Neighborhood Watch groups
and Public Safety Commission.
3) Evaluation and recommendation regarding
City's surveillance camera system.
Spring 2020 $50,000 N/A 300 Katy Nomura*
Bill Mitchell
*This item is being
added assuming higher
level vacancies can be
filled.
City Manager's
Office/Innovation &
Technology
Adopted: 4/2/2019
Amended: 8/6/2019
Smart City FY 2019-20 Work Program
1
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Incentives to build
Accessory Dwelling Units
(ADUs)
Provide incentives to build
ADUs (which provide
affordable housing
opportunities) by reviewing
ordinance and reducing fees.
-The Council asked staff to add this item
to the work program in late 2017.
-Proposed code amendments are in
draft form.
Collaborating with City
Attorney's Office to complete
evaluation of various potential
incentives.
Project began in Fall
2018.
In Progress Established incentives to build ADUs.Summer 2019 N/A N/A 40 Gian Martire
Piu Ghosh
Community Development
Legislative Updates on
Accessory Dwelling Units
(ADUs)
Update Cupertino Municipal
Code (CMC) to be consistent
with state regulations.
-Awaiting the result of recently
introduced state bills.
Continuous Annually In Progress Maintain consistency of CMC with state
regulations.
December
2019
N/A N/A 40 Gian Martire
Piu Ghosh
Community Development
Update the Municipal
Code to Provide Parking
Incentives for Electric
Vehicles and Encourage
Outdoor Seating in
Restaurants
Provide incentives for green
infrastructure and enhance
pedestrian-oriented character
of developments.
Proposed in 2018 WP by Planning
Commission and authorized by CC.
Evaluate best practices and
ordinance for amendments.
On Hold 1) Provide parking Incentives for Electric Vehicles
to encourage greener modes of transport.
2) Streamline and encourage outdoor seating in
restaurants by amending municipal code and
parking ordinance.
On Hold $25,000 N/A 200 Piu Ghosh Community Development
Lawn Buster Drought
Tolerant Planting Pilot
Develop a program that allows
residents to easily elect water-
wise turf conversion, including
pre-set landscape plans, pre-
approved contractors, and
fixed prices.
-Research has begun to evaluate best
options for a Citywide pilot.
-Data collected, researched similar
programs.
-Meetings with Santa Clara Valley Water
District and City of San Jose Staff who
have run similar programs.
1) Write/release RFQ to identify
suitable partners, program
design and firms.
2) Determine if program is
feasible.
3) Move forward with
contracting with firm to offer a
pilot program to residents.
4) Start Pilot.
1) Spring 2019
2) Spring 2019
3) Summer 2019
4) Summer/Fall 2019
In Progress Receive at least 2-3 responses to RFQ, and be
able to launch a pilot Summer/Fall 2019.
June 2020 $120,000 N/A 60 Misty Mersich City Manager's Office
Healthy Cities Initiative
(HCI): Revise Tobacco
Policies
Revise smoking (including
vaping) policies and
regulations to meet HCI
standards.
-Applied for grant funding from Santa
Clara County to explore options to
decrease availability of tobacco
products and limit youth exposure to
flavored tobacco products.
-$56,000 in grant funding and in-kind
consultant support was awarded to
Cupertino.
1) Consultant will support staff in
researching strategies to
decrease the availability of
tobacco products and restrict
sales of flavored tobacco
products.
2) Consultant will support staff in
developing a stakeholder
outreach plan.
3) Council Study Session to
present strategies and
stakeholder outreach plan.
4) Conduct stakeholder
outreach.
5) Draft recommendations for
Council consideration.
6) Pending Council direction,
draft implementation plan and
implement policy and regulation
changes.
1) Spring 2019
2) Spring 2019
3) Summer 2019
4) Fall 2019
5) Fall 2019 - Spring
2020
6) Summer 2020- Winter
2020
In Progress 1) Outreach to all relevant stakeholders
identified in stakeholder outreach plan.
2) Policy and regulation in place to explore
options to decrease availability of tobacco
products and limit youth exposure to flavored
tobacco products.
December
2020
$30,000
Offset by grant funding.
N/A 500 Katy Nomura City Manager's Office
Healthy Cities Initiative
(HCI): Develop Access to
Water Policies for City
Facilities and Parks
Develop water access policies
and regulations to meet HCI
standards.
Drinking fountain/bottle filling station
(hydration station) installed at City Hall
and Jollyman Park.
1) Research other access to
water policies and best
practices.
2) Draft policy and action plan
for implementation.
1) Fall 2019
2) Spring 2020
Scheduled 1) Develop a plan to implement increased
access to water at City facilities and parks.
Spring 2020 N/A N/A 300 Katy Nomura City Manager's Office
Community Livability FY 2019-20 Work Program
2
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Shuttle Bus Service Study Study the feasibility of a
community shuttle that
connects local destinations
and Caltrain. Also look at
possible school connections.
-Online shuttle survey was conducted
of 805 individuals in Summer 2018.
-Since then, staff has met with several
potential vendors, and identified the
best potential options for Cupertino.
Staff will bring forward a report
to Council in Spring 2019 with
information on survey results,
along with a funding request
with a range of $1.5M to $3M for
an 18-month pilot program with
a range in service options.
Council consideration
Spring 2019
In Progress Study the feasibility of a community-wide shuttle
to connect destinations within Cupertino and
nearby areas, such as Sunnyvale Caltrain and
Kaiser Santa Clara, among others.
Spring 2019 N/A N/A 520 Chris Corrao Public Works
Shuttle Bus Pilot Program
Implementation
Community shuttle bus 18-
month pilot program.
Proposed work plan item.Council consideration in Spring
2019.
If approved, Summer
2019 launch.
Proposed Reduce traffic congestion by providing a
community ride-share shuttle.
December
2020
$1.5-$3M N/A 832 Chris Corrao Public Works
Penalties for Violation of
Conditions of Approval
and code enforcement
best practices
Consider increasing maximum
penalty of $100K for violations
of conditions of approval.
-Requested by Councilmember.
-Draft amendments being prepared
and presented at City Council Study
Session.
Issue will be reviewed with
related municipal code
updates.
Fall 2019 In Progress Increase maximum amount of administrative
penalty that can be assessed by the City Council
to a violator of the Municipal Code, separate
from the amount of administrative fine that can
be assessed by a Code Enforcement Officer.
Fall 2019 N/A N/A 240 Phillip Willkomm
Piu Ghosh
Community Development
Short-Term Rentals (STRs)Develop a regulatory program
to regulate and collect
Transient Occupancy Tax (TOT)
from STRs.
-Council study session on Feb. 6, 2018.
-June 19, 2018 Council approved
Voluntary Collection Agreement with
Airbnb.
-July 24, 2018 Planning Commission
Study Session.
-August 2018 Online community survey.
-October 4, 2018 Community workshop
on STRs.
-November 27, 2018 Draft regulation
presented to Planning Commission.
1) Study session for Council on
STR regulations.
2) Draft regulations with Council
direction.
3) Bring drafted regulations for
Council approval.
1) April 2019
2) Summer 2019
3) Fall 2019
In Progress 1) Regulations for Short-Term Rentals.
2) Increased TOT collection.
Fall 2019 $17,000 $8,500 500 Katy Nomura
Ben Fu
Piu Ghosh
Erick Serrano
City Manager's
Office/Community
Development
Regnart Road – analysis of
maintenance
responsibilities
Determine maintenance
responsibilities and inform
responsible parties of required
maintenance activities,
including tree upkeep/removal
requirements.
Drainage evaluation complete.1) Research and determine
adjacent property owner and
City maintenance
responsibilities.
2) Conduct public outreach and
collect owner input.
3) Educate owners regarding
responsibilities.
4) Complete City work.
1) Summer 2019
2) Spring 2020
3) Spring 2020
4) TBD
In Progress Inform property owners of responsibilities
including maintenance and removal of trees as
appropriate.
June 2020 $200,000 $16,335 240 Chad Mosley
Roger Lee
Public Works
Lawrence Mitty Acquire a parcel at Lawrence
Expressway and Mitty Ave for
trail expansion and park
development.
City has worked with SJWC and County
to secure a three-way transaction but
was not able to reach agreement with
SJWC.
1) County to restart negotiations
with SJWC over Doyle Property.
2) City to negotiate with County
over Mitty Property.
3) Execute purchase
agreement.
1) January 2019
2) June 2019
3) October 2019
In Progress Acquire a parcel for park purposes in Rancho
Rinconada neighborhood.
October 2019 $3,500,000 for property
acquisition
$8,270,994 available in
Developer In-Lieu Fees
$43,893 300 Chad Mosley
Timm Borden
Jeff Milkes
Public Works/ City
Manager's Office/
Recreation & Community
Services
3
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Community Garden
Improvements
Renovate the community
gardens at McClellan Ranch,
and implement a new process
and procedures for a more
effective, community-driven
gardens program.
-Multiple stakeholder meetings were
held to develop better procedures and
appropriate enforcement policies.
-The new rules and enforcement
process will be implemented as garden
plots are assigned.
-A capital project was approved in 2018
designed and bid. Bids exceeded the
budget and were rejected.
-This project was defunded on 10/16/18.
1) Evaluate fees to consider in
the FY 2019-20 budget with
respect to potential cost
recovery.
2) Propose revised project in FY
2019-20 Capital Improvement
Program (CIP) budget.
3) Advertise and construct the
project.
1) June 2019
2) July 2019
3) TBD
In Progress Build an efficient and highly functioning
Centralized Community Garden at McClellan
Ranch that implements appropriate gardening
rules and manages waiting lists in an efficient
manner. The gardens will be built to reduce
issues with rodents.
Summer 2020 $1,400,000 $360 100 Kim Calame
Michael Zimmermann
Recreation & Community
Services/Public Works
Citywide Parks and
Recreation System Master
Plan
Create a 20+ year community-
driven plan to meet future
parks, open space, and
recreation needs through
establishing goals and priorities
and enhancing or expanding
facilities and programs.
Completion of the System
Master Plan will trigger
preparation of the
Department's three year
Strategic Plan.
-The draft Master Plan was issued for
public comment in January 2019.
-Presented to City Council in February
2019.
-Respond to input from the
public, Commissions, and City
Council.
-Prepare environmental
clearance documents for public
review and a final draft master
plan for review.
-Finalize for adoption by the City
Council.
March-July 2019 In Progress Complete and adopt a long-term Parks &
Recreation system master plan.
July 2019 $600,000 $514,000 150 Gail Seeds Recreation & Community
Services/Public Works
Solid Waste
Characterization Studies
and Waste Audits
1) Complete tonnage audit
and waste characterization
studies of pertinent streams of
City facilities, residential
curbside, and commercial
waste as outlined in the
Climate Action Plan.
2) Analyze effectiveness of
neighboring agency programs
and emerging technology as it
might apply in Cupertino in
diverting recyclable content
from landfill in preparation for
negotiating the new garbage
franchise agreement.
-Collected contract and waste
characterization information from
neighboring agencies.
-Began review of potential auditors and
consultants.
-Solid Waste Characterization study is
complete for residential curbside.
-Currently preparing for
characterization of City facility and
commercial waste streams.
Execute consultant agreements
for waste tonnage audits and
City facility and commercial
waste characterizations and
begin work.
1) Waste tonnage audits.
2) Waste characterizations of
City and commercial waste
streams.
1) Fall 2019
2) Fall 2019
In progress Meet Climate Action Plan reporting goals
regarding waste diversion and prepare for
negotiating the new garbage franchise
agreement.
December
2019
$150,000 $44,975 38 Cheri Donnelly/
Roger Lee
Public Works
Heart of the City Plan Amend the Heart of the City
Specific Plan:
1) For clarifications to the
minimum street side setback
requirements.
2) To review street tree
requirements to allow larger
trees, increase diversity of tree
type and encourage drought-
tolerant and native tree types.
3) Update sections such as
transit corridors in the City.
4) Maintain existing setbacks
and consider minimum retail
percentage to maintain a
commercial strip.
To be revised during the next Heart of
the City Specific Plan update.
On Hold On Hold On Hold On Hold On Hold TBD N/A On Hold Erick Serrano Community Development
4
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Library Community Room
Addition
Create additional
programming space.
-Preferred alternative was adopted by
City Council in 2015.
-Funding was pledged by Irvine
Company in development agreement
for Hamptons development pending
issuance of building permits.
-Irvine Company has stated project is
currently on hold.
- In February 2019, Council authorized
$311k of annual funding offset for FY
2019-20 & FY 2020-21 from County for
building addition design services.
-Proceeding with FY 2019-20 design
funding request in Capital Improvement
Program (CIP).
Initiate architectural design Authority to begin
design will be
presented in FY 2019-20
CIP budget. Authority
to begin construction
will occur in future
pending Council
Direction.
In Progress Meet programmatic need of the library.June 2021 Dependent on approved
plan
N/A 2000 Roger Lee Public Works
All-Inclusive Playground Study, fundraise, and design an
All-Inclusive Playground in a
neighborhood park.
-Council approved a grant application
in October 2018 to Santa Clara County.
-Staff completed a feasibility study as
part of the FY 2018-19 Capital
Improvement Program budget.
-In December 2018 the County
approved awarding $1.43M towards an
inclusive play area at Jollyman Park.
Staff will bring a funding
agreement and further evaluate
costs, need, and value to the
community information to
Council to support Council
decision-making regarding this
significant investment.
Spring 2019
Construction complete
November 2021
In Progress To build a fully functioning playground providing
all community members a playground that is all-
inclusive - that includes all elements that can be
used regardless of physical or mental limitations.
December
2021
City= $1,230,000
Santa Clara County
Grant= $1,448,000
Fundraising goal =
$2,852,000 +/-
Total = $5,530,000
$35,000 80 Gail Seeds Public Works
Recreation and
Community Services
Strategic Plan
Complete a three year
strategic plan that serves to
align the department with a
common vision and values. The
plan will be measurable, with
specific goals, objectives and
actions. Goals will revolve
around action items in the
Master Plan, department
culture, and tools for successful
implementation.
Staff have contracted with a consultant
to assist with the process.
Identify strategic themes,
objectives, measures,
performance indicators and
initiatives.
Through February 2020 In Progress Create a plan that guides the department in
implementing theme based goals and actions.
Plan should be:
(1) Collaborative with staff.
(2) Reflect community and council priorities.
(3) Aligned with operating budgets.
February 2020 $15,000 $2,500 500 Jeff Milkes
Christine Hanel
Gail Seeds
Recreation & Community
Services
Performing Art Center
Market and Operations
Feasibility Study
Conduct a feasibility study for
City Council consideration on
whether to have the Vallco
developer construct a warm
shell building as part of their
Master Site Development
Permit.
The budget amendment to allow staff
to move forward with an RFP to hire a
consultant was approved at the
10/16/18 Council Meeting.
1) Issue an RFP
2) Select Consultant
3) 50% Study Session
4) Complete Study
Awaiting Council
Direction
On Hold Complete Performing Arts Center Market and
Feasibility Study.
TBD $120,000 N/A 280 Chad Mosley Public Works
5
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Regional Transformative
Transit Projects Initiatives
*Priority Setting Item*
Work to advance the following
projects as submitted to the
Metropolitan Transportation
Commission (MTC) as
Transformative Transportation
Projects:
1. Stevens Creek Corridor High
Capacity Transit
2. Automated Fixed Guideway
to Mountain View
3. Cupertino Station at I-
280/Wolfe Road
4. Highway 85 Transit Guideway
5. Silicon Valley High Capacity
Transit Loop
6. Transit Update & Funding
Strategies
MTC has identified the top 100
submittals and three Cupertino options
are included for further study. In mid-
2018, staff began meeting with Apple to
discuss potential projects. An update of
these meetings will be provided to
Council on April 2, 2019.
-Continue to pursue local
transportation funding
opportunities with Apple, Inc.,
Measure B funds, and other
funding sources to advance
local projects identified in the
2016 Bicycle Transportation Plan
and 2018 Pedestrian Plan.
-Work with neighboring cities,
agencies, and organizations in
the region to advance regional
transit projects that connect
Cupertino to the growing
regional transportation network.
-Study a Stevens Creek Corridor
High Capacity Transit project, an
automated fixed-guideway to
Mountain View, an SR85 Corridor
Project and Silicon Valley High
Capacity Transit Loop among
other ideas to address regional
mobility and congestion
management.
Long-term projects that
will be considered for
inclusion in 2050 Bay
Area plan, led by MTC.
In Progress To include projects serving Cupertino in 2050 Bay
Area plan.
Ongoing TBD N/A 2250 Roger Lee
Chris Corrao
Public Works
Use of Athletic Fields in
Parks
*Priority Setting Item*
Assess current Athletic Field Use
policy, scheduling process, and
fee schedule.
Review field use policy,
including Sunday reservation
feasibility, scheduling, and
program cost recovery.
Review use of fields for use as
dog off leash areas.
Community request, proposed to the
Parks & Recreation Commission in 2018.
1) Create a committee
comprised of Recreation &
Community Services staff,
commission members, and
Councilmembers. Define the
scope of work, timeline, etc. and
proceed with the project.
2) Request, recruit, and hire a
consultant to manage the
project.
3) Conduct a robust public
involvement process.
1) September 2019
2) November 2019
3) January 2020
Proposed Potentially update current policy to address use
of fields (Sunday use, permitting process and off
leash dog compatibility), fees and scheduling
process.
June 2020 $30,000 N/A 2000 Jenny Koverman
Karen Levy
Recreation & Community
Services
6
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Teen Engagement
*Priority Setting Item*
Engage youth and teens in the
community through recreation
programming with the goal of
empowering youth and
improving mental health.
The vision of the Youth and Teen
Services team is to empower the City's
future citizens and leaders to lead
positive opportunity-filled lives.
Programming within this area will create
an enriching and stress-free
environment through recreational
programs and services that foster
physical, mental, and social
development.
-The Youth Activity Board (YAB), a teen
leadership committee formed by
recreation staff, was formed in October
2018 and selected in December 2018.
-The newly formed YAB members will
develop teen events and activities that
will help teens socialize and experience
fun.
-A formal budget proposal will be
requested in the budget process.
1) Utilizing the Youth Activity
Board and the Teen Commission
to create programs to get teens
engaged.
2) Partner with FUHSD, CUSD, and
Library to offer future teen
programming.
3) Assess opportunities for teen
internships in public service
agencies that include training,
preparation and placement for
a pilot summer internship
program to begin in the summer
of 2020.
4) Consider adding a nonvoting
teen member on City
commissions.
FY 2019-20 In Progress Build youth and teen programming which
includes events.
Ongoing $13,000 200 750 Danny Mestizo
Kim Calame
Recreation & Community
Services
Review and Update
General Plan (GP)and
Municipal Code
*Priority Setting Item*
Evaluate the General Plan and
Muicipal Code per industry
standards for areas where
objective standards and
zoning/design guidelines can
be provided and/or revised.
Amend General Plan and
Municipal Code and zoning
code to provide objective
standards.
City Attorney's Office has identified
priority areas to address.
Phase I: Evaluate existing
General Plan and Municipal
Code and recommend areas to
provide standards. Identify
priority amendments to happen
first.
Phase II: General Plan and
Municipal Code public
outreach and update for priority
amendments.
Phase III: General Plan and
Municipal Code public outreach
and update for other
amendments.
Phase I: Summer 2019
Phase II: Spring 2020
Phase III: Spring 2021
In Progress Amend General Plan and Municipal Code to
have better defined objective standards.
Phase I:
Summer 2019
Phase II: Spring
2020
Phase III: Spring
2021
$1,000,000 based on
limited scope of
reviewing objective
standards and minimal
GP and zoning code
clean-ups.
N/A 2000 Piu Ghosh Community Development
Housing Strategies
*Priority Setting Item*
Explore the development of
strategies that provides a
variety of products across the
affordability levels including
housing for the
developmentally disabled, as
well as those with moderate,
low, very low, and extremely
low income.
-Priority system implemented in BMR
program for school district employee
housing.
-Staff conducted a City Council Study
Session on BMR Housing on May 1, 2018.
-BMR Linkage Fee Study (see Financial
Sustainability) is underway as part of FY
2018-19 Work Program.
(1) Housing Commission Study
Session
(2) Planning Commission Study
Session
(3) Bring item to City Council
Summer 2019 In Progress Adopt effective strategies and tools for the
development of affordable housing across all
income levels and abilities.
Spring 2020 $20,000 N/A 50 Kerri Heusler Community Development
Development
Accountability
*Priority Setting Item*
Analyze methods to limit the
implementation timeline for
entitled/future projects and
encourage development.
Monitor implementation of
development agreements and
conditions of approval.
Proposed Work Program item.Conduct analysis and develop
procedures.
Summer 2019 Proposed An established procedure for developmental
accountability.
Fall 2019 N/A N/A 100 Ben Fu
Albert Salvador
Piu Ghosh
Catarina Kidd
Community Development
7
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Development Approval
Process and Transparency
*Priority Setting Item*
Develop procedures for
mandated streamlined project
approvals and administrative
approvals.
Proposed Work Program item.Research and data collection
on best practice and/or industry
standards.
Summer 2019 Proposed Established procedures for streamlined project
review and approval process.
Fall 2019 N/A N/A 100 Ben Fu
Albert Salvador
Piu Ghosh
Catarina Kidd
Community Development
Green Building Code Local
Amendments
*Priority Setting Item*
Determine possible adoption of
Green Building Codes more
stringent than State standard
Title 24 (either Tier 1 or Tier2 ), to
be adopted by Council during
the regular 2019 building code
adoption cycle which will take
effect in January 2020.
Work Program item is being requested
by Sustainability Commission.
1. Contract a consultant to
evaluate and advise the City on
the requirements to update the
Green Building Code to Tier 1 or
Tier 2.
2. Propose Code to Sustainability
Commission and City Council.
3. Adopt Code.
4. Code effective.
1) Summer 2019
2) Fall 2019
3) Winter 2019
4) January 2020
Proposed Bring Green Building Code update to Council for
consideration.
Summer 2020 $35,000 N/A 200 Albert Salvador
Misty Mersich
Community
Development/City
Manager's Office
Participate in Regional
Electrification Building
Reach Code Effort
*Priority Setting Item*
Participate in the regional effort
to examine building
electrification reach codes
along with other cities in Silicon
Valley Clean Energy and
Peninsula Clean Energy (San
Mateo County).
Staff attended regional kick off
meeting.
Continue to engage on regional
effort to evaluate options
appropriate for City.
1) Cost effectiveness
study/review code options
2) External stakeholder input
3) Council review, application to
Energy Commission and File with
Building Standards Commission
4) New code effective
1) Spring 2019
2) Spring 2019
3) Fall 2019
4) January 2020
Proposed Bring electrification reach codes to Council for
consideration.
January 2020 City will be paid $10,000
to cover staff time and
any expenses from SVCE.
N/A 150 Misty Mersich
Albert Salvador
City Manager's
Office/Community
Development
Homelessness
*Priority Setting Item*
Conduct audit of services
available in Cupertino for the
homeless community; confirm
estimates of homelessness in
Cupertino; explore solutions for
homeless students.
Staff conducted a City Council Study
Session on Homelessness on October 18,
2018.
Collaborate with West Valley
Community Services, De Anza
College, and the Santa Clara
County Office of Supportive
Housing.
Fall 2019 Proposed Prepare a report for City Council on status of
Homelessness. Identify strategies and resources
to assist the homeless.
Spring 2020 $10,000 N/A 25 Kerri Heusler
Erika Poveda
Community Development
Traffic Calming and
Enforcement
*Priority Setting Item*
Installation of infrastructure,
especially around schools, to
calm traffic, and to enhance
bicycle and pedestrian safety.
More enforcement for red light
running and blocking of
intersections.
-Walk audits completed at all 14 public
schools to identify improvements.
-Minor improvements completed
around many schools.
-Focused discussions with some schools
about specific improvements is
ongoing.
1) Continue to work with schools
and the community to identify
and implement improvements.
2) Continue observations of
schools during drop-off and pick-
up times.
3) Integrate work with
Transportation Division's Safe
Routes to School programs.
Ongoing Proposed Create a safer environment around schools for
vehicles, bicycles and pedestrians. Reduce
crash rates and increase bicycle and pedestrian
mode share.
Ongoing $250,000/year for 5 years
currently budgeted in
CIP for school walk audit
implementation.
Additional $50,000/year
necessary for
supplemental traffic
calming measures.
N/A 1000 David Stillman Public Works
8
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Engage with Philanthropic
Organizations to find a
way to build ELI housing
units for Developmentally
Disabledand Engage with
Habitat for Humanity (or
other nonprofit) to build
ownership housing at
10301 Byrne Avenue
*Priority Setting Item*
1) Identify ways to build ELI
housing units for
developmentally disabled.
2) Look at possibility of building
6-8 affordable ownership
townhomes.
-BMR Linkage Fee Study (See Financial
Sustainability) is underway as part of FY
2018-19 Work Program.
-Staff has met with both Housing
Choices and Bay Area Housing
Corporation to discuss potential
projects.
-Acquired property and have begun
conceptual study to determine access
needs into BBF.
1. Provide technical assistance
to developer/nonprofit, assist
with NOFA/RFP application.
2. Study feasibility of access into
Blackberry Farm and dedicate
necessary land for access.
3. Study feasibility of
development on property.
4. Negotiate with Habitat for
Humanity, provide technical
assistance with the NOFA/RFP
application process.
Fall 2019/Spring 2020 Proposed 1. Assist developer/nonprofit with the creation of
a housing project for ELI developmentally
disabled, evaluate NOFA/RFP application for
potential award of City CDBG and/or BMR
Affordable Housing Funds to assist project.
2. Determine if project is feasible. Assist Habitat
for Humanity with the creation of a project,
evaluate NOFA/RFP application for potential
award of City CDBG and/or BMR Affordable
Housing Funds to assist project.
Spring
2020/Summer
2020
$150,000 plus additional
development costs to be
determined after
feasibility study.
$2,450,000 for
acquisition of
property (for
reference, not
necessarily part of
the budget for this
specific item)
150 Kerri Heusler
Gian Martire
Chad Mosley
Community Development
Comparative studies that
compares standards for
mixed use developments
and high density
residential guidelines with
other cities. Specifically, on
parkland, green space,
and parking space
requirements.
Evaluate existing Cupertino
standards for consistency with
industry standards and best
practices.
Proposed Work Plan item.(1) Identification of cities and
outreach for documents and
interviews.
(2) Document collection, review,
and content analysis of best
practices and published
materials.
(3) Matrix analysis of data.
Winter 2019 Proposed Production of matrix and description of research
results.
Spring 2020 N/A N/A 100 Ben Fu
Catarina Kidd
Community Development
Dark Sky/Lights Out Policy
and Bird Safe Design
Guidelines
Create dark sky policy and bird
safe design guidelines for the
protection of public health and
wellbeing and the facilitation
of habitat friendly
developments. Reevaluate
street lighting and other lighting
that can benefit residential
areas.
Proposed Work Plan item.Research and evaluate industry
standards and best practices.
Summer 2019 Proposed Adoption of appropriate policies and guidelines.Winter 2019 $5000 for noticing and
outreach efforts.
N/A 200 Ben Fu
Catarina Kidd
Community Development
Study Sessions on Vallco Updates on status of projects.
Provide and receive public
input on the site.
N/A Develop presentations Winter 2019 Proposed Study sessions held.As Needed N/A N/A 20 Piu Ghosh
Catarina Kidd
Community
Development/City
Attorney's Office
Arts & Cultural Festival and
Programs
Ensure Arts & Cultural Programs
are featured in the
Neighborhood Events Program
each summer.
The Neighborhood Events Program that
began in 2018 featured several cultural
events as well as art in the park
programs.
Ensure significant number of
cultural and arts events are
included in the 2019 summer
schedule.
Summer 2019 Proposed Provide a minimum of three cultural events and
a series of arts events as part of the
neighborhood summer events program.
September
2019
N/A N/A 80 Kim Calame Recreation and
Community Services
9
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
BMR Linkage Fees Update Consider increasing linkage
fees for residential and non-
residential projects to provide
funding for BMR affordable
units.
Began in Summer 2018 after requested
funding for nexus study was authorized
as part of FY 2018-19 budget.
Prepare nexus study Spring 2019 In Progress Prepare nexus study for City Council Study
Session.
Summer 2019 $175,000 $31,335 100 Erick Serrano
Kerri Heusler
Community Development
Modernize Business Tax
and Analyze Potential
Revenue Measures
*Priority Setting Item*
Explore modernizing Business
Tax and analyze potential
revenue measures, such as
Transient Occupancy Tax and
Parkland Fees, to address issues
such as traffic congestion.
-May 23-25, 2018 Public opinion poll.
-June 5, 2018 Study Session in which
Council directed staff to develop
several models for restructuring the
business tax and conducting business
outreach.
-June 18, 2018 Business outreach,
including forum.
-June 19, 2018 Study Session in which
Council directed staff to prepare
sample resolution and ordinance for
November 2019.
-July 3, 2018 Study Session in which
Council directed staff to prepare draft
resolution and ordinance for November
2018 election and conduct additional
outreach.
-July 31, 2018 Action to approve
submission to the voters of a measure to
amend the City's business license tax
was not adopted.
1) Build-out long-term financial
forecast and financial position
analysis.
2) Evaluate fiscal sustainability
strategies including local
revenue measures.
3) Develop capital financial
options, structures and estimates
for identified projects.
4) Prepare additional business
tax analysis for presentation to
Council.
1) May 2019
2) May 2019
3) May/June 2019
4) September 2019
In Progress Prepare a detailed analysis of the City's options
for business tax as well as alternative revenue
measure available to the City.
June 2020 $50,000 N/A 100 Kristina Alfaro Administrative Services
Explore Storm Water Ballot
Initiative with Grassroots
Group(s) with Input From
Sustainability Commission
Explore feasibility and potential
steps to conduct property
owner mail-in election for
authorization to adjust storm
water fees from 1992 level to
current.
Council authorized proceeding with a
fee study.
If the fee study is accepted, a
Prop 218 compliant mail-in
ballot process will begin in
March 2019 with new property
related fees potentially
authorized by July 2019.
June 2018 -
August 2019
In Progress To have Operations & Maintenance and Clean
Water Programs at Full Cost Recovery to the Fees
Collected.
August 2019 $160,500 $19,825 500 Cheri Donnelly Public Works
Financial Sustainability FY 2019-20 Work Program
10
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Financial Sustainability FY 2019-20 Work Program
Consider Policies and
Related Code and
Specific Plan Amendments
to Implement Policies in
the Economic
Development Strategic
Plan (EDSP)
Develop and adopt policies to
regulate mobile services
vendors incorporating what is
now allowed by SB 946.
Encourage more start-ups and
entrepreneurial ventures by
allowing an additional
"Incubator/Co-working use" in
areas currently zoned for
commercial retail.
-EDSP documents have been uploaded
onto the Economic Development
section of the City's website.
-EDSP adopted by City Council in late
2016.
-Hired consultant to work on
implementation of key objectives.
1) Council Study Session
scheduled for April 16, 2019 to
review EDSP and
implementation action items.
2) Explore several policies for
forward-looking economic
development including:
A. Consider incubator/co-
working uses to replace retail on
sites that have underperforming
retail.
B. Consider creating office
allocation in the General Plan
specifically for mid-to-small size
companies.
C. Identify and develop
regulations for an Innovation/Arts
district in the City.
D. Create a policy to allow
mobile uses (including food
trucks).
3) Bring draft ordinances to City
Council in Winter 2019 for Item A
and B.
4) Council Study Session in Spring
2020 to discuss Item C.
1) April 16, 2019
2) Fall 2019
3) Winter 2019
4) Spring 2020
In Progress Adopt ordinances to regulate mobile vendor
services, and allow for incubator/co-working use
in underperforming retail spaces.
Spring 2020 $148,473 $56,870 500 Angela Tsui City Manager's Office
Internal Audit Function Assist the City in accomplishing
its objectives by bringing a
systematic, disciplined
approach to evaluate and
improve the effectiveness of risk
management, control, and
governance processes.
Evaluate the cost/benefit of
having an internal audit function
in-house versus contracted out.
Based on the results and decision
of City Council, respond
accordingly with either an RFP
for contract services or establish
the position classification and
hire an FTE.
1) Final budget hearing
2) Recruit RFP
3) Onboard
1) May/June 2019
2) July/August 2019
3) September 2019
Scheduled Assist the City in accomplishing its objectives by
bringing a systematic, disciplined approach to
evaluate and improve the effectiveness of risk
management, control, and governance
processes.
September 2019 $20,000 - $180,000
ongoing depending on
analysis mentioned in
"Next Steps"
N/A TBD Kristina Alfaro Administrative Services
Public Infrastructure
Financing Strategy
*Priority Setting Item*
Present a study of financing
alternatives for several different
categories of upcoming large
expenses, such as New City Hall
Tenant Improvements, other
public building improvements
and modifications, multi-modal
transportation improvements,
potential Performing Arts
Center Tenant Improvements,
etc.
1) Infrastructure Needs list was
developed identifying upcoming large
expenses.
1) Financing plan will be
discussed at the Council Study
Session.
2) Develop Scope of Work and
propose funding for RFP at either
mid-year or regular budget.
1) April 2019
2) Spring - Fall 2019
In Progress Build-out long-term financial forecast and
financial position analysis.
Evaluate fiscal sustainability strategies including
local revenue measures.
Develop capital financial options, structures, and
estimates for identified projects.
July 2020 $42,500 N/A 100 Kristina Alfaro
Roger Lee
Administrative
Services/Public Works
11
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff
Hours
Staff Lead Department
Review Current
Commissions
Per Council request, explore
commission structure and
consider improvements for
efficiency and communication
with Council. Consider having
a meeting where like
commissions from other
jurisdictions can come together
to share ideas and
experiences.
- Research on best practices
conducted.
- Restructured commission work
program process and introduced
process to all commissions.
- Survey conducted for commissioner
feedback.
1) Report back to Council
regarding commission
feedback.
2) Plan and execute
implementation of commission
process changes according to
Council direction and decision.
1) Spring 2019
2) Summer/Fall 2019
In Progress 1) Provide an opportunity for every commissioner
to provide feedback.
2) Provide options for Council to consider
regarding commission process changes.
Spring 2020 $3,000 N/A 500 Katy Nomura
Grace Schmidt
City Manager's Office/City
Clerk
Consider New
Commissions and
Committees
*Priority Setting Item*
Explore the possibility of
additional commissions or
committees to address City
needs, such as traffic,
transportation, and economic
development.
- Research commissions in other cities 1) Research committees in other
cities and best practices for
forming commissions.
2) Conduct study session for
Council.
1) Fall 2019
2) Spring 2020
Proposed 1) Provide an opportunity for feedback from
every commission and committee with members
of the public.
2) Provide options to the Council to consider
regarding new commissions or committees.
Summer 2020 N/A N/A 400 Katy Nomura
Grace Schmidt
City Manager's Office/City
Clerk
Neighborhood
Engagement
*Priority Setting Item*
Increase membership in, and
engagement with,
neighborhood groups and
members. Provide support for
Councilmembers who want to
conduct town hall/office hour
meetings with residents.
Currently we have more than 300
members in the Block Leader Program.
1) Work with Block Leaders and
Neighborhood Watch
volunteers, as well as
neighborhood groups to be
neighborhood representatives
and stakeholders related to City
relations.
2) Continue outreach to areas in
Cupertino that do not currently
have Block Leader and
Neighborhood Watch
membership.
June 2020 Proposed Increase Block Leader and Neighborhood
Watch membership.
June 2020 $2,000 N/A 500 Brian Babcock City Manager's
Office(Public Affairs/ Block
Leader/ Neighborhood
Watch)
Public Relations Project
*Priority Setting Item*
Contract with an outside firm to
create public relations
materials and campaigns to
address misinformation
concerning Cupertino and
enhance its reputation. The
campaigns would include, but
not be limited to, the City's
efforts in entitling affordable
housing in Cupertino.
1) Explore hiring a public
relations (PR) consulting firm to
help the City create campaigns.
2) Develop and execute
campaigns with guidance from
PR firm.
1) Spring 2019
2) Fall 2019
Proposed Hire PR firm, execute campaigns.June 2020 $50,000 N/A 750 Brian Babcock City Manager's Office/
Public Affairs
Public Engagement and Transparency FY 2019-20 Work Program
12
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff
Hours
Staff Lead Department
Public Engagement and Transparency FY 2019-20 Work Program
Marketing Project
*Prority Setting Item*
Investigate a potential
"Cupertino Store" with City-
branded items and work with
Fine Arts Commission on
possible artistic giveaways.
1) Explore idea of a store.
2) Work with Fine Arts
Commission liaison to set up
conversations with Commission
regarding artistic giveaways.
Summer 2019 Proposed 1) Identify feasibility of a "Cupertino Store".
2) Meet with Fine Arts Commission and Identify
artistic giveaways.
June 2020 $5,000 N/A 750 Brian Babcock City Manager's Office/
Public Affairs
Enhance Councilmember
Webpages and Outreach
*Priority Setting Item*
Enhance Councilmember
webpages
-Webpage mock up has been
developed based on discussion at
priority setting workshop.
-Implemented feedback from Council
Study Session and pages are live.
Update content with Council
information. Make modifications
as necessary.
Spring 2019 In Progress Provide enhanced Councilmember Web Pages.Summer 2019 N/A N/A 24 Bill Mitchell Innovation & Technology
Volunteer Fair Promote a sense of community
and good will in Cupertino by
encouraging volunteerism.
-The City held its first Volunteer Fair in
years in May 2018.
-Approximately 70 organizations
attended as tabling partners to
showcase their various volunteer,
internship, and program opportunities.
-About 2,000 individuals of varying
demographics came to find their
volunteer match.
-Additionally, the Fine Arts League of
Cupertino hosted an art show in
Community Hall.
-Providing entertainment for the event
were Cupertino’s very own volunteer
organizations, the Harmonikatz and
InaTalent.
-The City received positive feedback
from both attendees and tabling
partners and several requests to host
this event again.
-Numerous organizations stated that
they had received the highest sign-up
rates at this event.
The City plans to host another
Volunteer Fair event in May
2019.
May 2019 In Progress Approximately 70 organizations attended as
tabling partners to showcase their various
volunteer, internship, and program opportunities.
About 2,000 individuals of varying demographics
came to find their volunteer match.
May 2019 $7,300 per year $7,300 300 per
year
Colleen Lettire City Manager's Office
Town Halls Host Town Halls to serve as
venues for Councilmembers
and the public to come
together to discuss topics of
interest.
The City held its first Town Hall on June
15, 2019 with Vice Mayor Chao and
Councilmember Willey to discuss items
such as Vallco, Jollyman Park, voting
areas, Lehigh Cement and Quarry,
traffic/transportation, and bicycle and
pedestrian trails. Over 50 people were
in attendance
To date the City has planned
Town Halls for:
1) August
2) September
Other Town Hall meetings will be
planned throughout the year.
1) August 2019
2) September 2019
In Progress Host a maximum of 12 Town Hall meetings per
year.
June 2020 $660 $467 408 Deborah Feng City Manager's Office
13
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Alternative Commute Pilot
for Staff
Pilot to encourage employees
to use alternative modes of
transportation such as walking,
biking, transit, and carpool to
relieve road congestion,
reduce harmful emissions and
improve employee health.
-Exploring programs from surrounding
cities and writing a draft proposal.
-Develop pilot program implementation
measures, and determine appropriate
incentive levels.
Discuss draft pilot program
proposal with City Manager and
Dept. Heads. Begin pilot
program and conduct
employee engagement.
1) Gather research.
2) Creation of pilot program
incentives and objectives,
gather City Manger and Human
Resource input.
3) Launch pilot.
1) Fall 2018
2) Winter 2018
3) Spring 2019
In Progress Increase in number of employees that take
alternative modes of transportation such as
walking, biking, transit, and carpool to work.
June 2019 $20,000 N/A 40 Misty Mersich City Manager's Office
Workforce Planning Use data in the City's ERP
system and several City
documents such as the
budget, Capital Improvement
Program, and City Work
Program to identify key
positions needed and how to
attract, retain or train to ensure
the availability of those
positions when needed.
-Attract - Negotiate new labor contracts
to stay competitive, successfully recruit,
and retain talent in the current job
market.
-Retain - In the beginning stages
of launching a Succession Planning
Program in collaboration with
Leadership Academy Program
consultant for a target date
of September 2019.
-Employee training and development -
Kicking off the Citywide BEST (Building
Employee Skills through Training)
Program effective April 2019.
Begin identifying key positions.
Formulate training/ recruitment/
retention strategy for those
positions.
1) Identify Key Positions
2) Training Strategy
3) Recruitment Strategy
4) Retention Strategy
1) May 2019
2) July/August 2019
3) July/August 2019
4) August/ September
2019
In Progress # of Trainings
Retention Rate
June 2019 $5,000 N/A 500 Kristina Alfaro Administrative Services
Labor Negotiations Negotiate equitable long term
contracts with all bargaining
units.
-Current contract expires in June 2019.
-Total compensation surveys being
updated.
-Meetings scheduled with labor groups
to determine survey agencies and
classifications.
-In the process of acquiring licensing
agreement with Adastra for labor cost
analysis to increase efficiency
throughout negotiations.
Labor negotiations meetings
to begin in March 2019.
1) Kick Off Meeting
2) Salary Survey Complete
3) Complete Negotiations
1) March 2019
2) April/May 2019
3) June 2019
In Progress New Contracts June 2019 $50,000 N/A 200 Kristina Alfaro Administrative Services
Disaster Recovery
(DR) Plan
Provide network/data resiliency
through the use of offsite and
out of region data centers
-Simplified network/data infrastructure
to allow for easy migration to offsite
data center.
-Network infrastructure for both City Hall
and colocation facility have been
procured and configured.
-Equipment includes Firewalls, Wired,
Wireless, Server and SAN environments.
-All City Hall equipment is operational
and running in production mode.
-Ongoing discussions with three
colocation vendors concerning
capabilities, locations, and price.
1) Move current City Hall data
center infrastructure elements to
local colocation facility.
2) Build second infrastructure
environment at distant, out-of-
region colocation facility.
3) Enter into agreement with one
colocation vendor.
4) Move, configure, and
activate colocation equipment.
5) Test failover.
Summer 2019 In Progress Disaster Recovery site operational Summer 2019 $1,068,000 $834,282 3224 Bill Mitchell Innovation & Technology
Operational Efficiency FY 2019-20 Work Program
14
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Operational Efficiency FY 2019-20 Work Program
Applications
*A portion of this scope
includes a Priority Setting
Item*
Deploy applications to
enhance operational
efficiency.
The following applications have been
deployed:
-3D Project Activity Map
-95014 Disaster Preparedness Mobile
App
-ACTIVENet
-Bid Management
-Bike Plan Story Map
-Building OS
-Case Management
-CIP Story Maps
-Citizens Communications Recyclist
-Cityworks-Tree Storeroom
-Cityworks - Facilities
-Cityworks - Sign Inventory
-Cityworks - Tree inventory
-Cupertino 311
-Intranet
-Laserfiche Upgrade
-NeoGov - Recruitment
-New World CAFR Builder
-OneConcern
-Open Town Hall
-PSOMAS Property Info Updates
-Updated Aerial of City
1) Finalize implementation of
applications in flight.
2) Continue to research cost
effective solutions to current
business problems.
Applications in progress:
1) Public Works Dashboard
2) Accela Land Management
3) Zonar 3D Zoning
4) ProjectDox Public Portal
5) NextRequest PRA,
6) Cafe Point of Sale
7) Qless
8) Augmented Reality Pilot
9) TrafficWare Traffic
Management System
10) Cobblestone Contract
Management
11) NeoGov-Onboarding
12) Chatbot Pilot
13) Golf Tee Time
14) Enterprise Content
Management Roadmap
1) Spring 2019
2) Summer 2019
3) Summer 2019
4) Summer 2019
5) Summer 2019
6) Summer 2019
7) Summer 2019
8) Summer 2019
9) Summer 2019
10) Fall 2019
11) Fall 2019
12) Fall 2019
13) Fall 2019
14) Winter 2019
In Progress Complete projects with stated timeline Winter 2019 $1,426,753 $1,031,690 6864 Bill Mitchell Innovation & Technology
New City Hall Design Design a New City Hall to the
identified budget.
-The budget amendment to allow staff
to move forward with an RFP to hire an
Architectural consultant was approved
on the 10/16/18 Council Agenda.
-A Council Study Session is scheduled
for April 2, 2019 to review the Civic
Center Master Plan & discuss City Hall
design/delivery strategy.
1) Council Study Session to
discuss design delivery strategy
and establish a project budget.
2) Issue an RFP.
3) Identify a project funding
strategy.
4) Select a design consultant.
1) April 2019
2) June 2019
3) TBD
4) TBD
In Progress 1) Approve design delivery strategy
2) Establish project budget
3) Identify a funding strategy
4) Issue RFQ
August 2020 $3,500,000 $5,000 350
through
consultant
selection
Roger Lee Public Works
Interim City Hall Design Evaluate options for an interim
City Hall at
1) Monta Vista Recreation
Center
2) Service Center
3) Leased Space
The budget amendment to allow staff
to move forward with an RFP to hire an
Architectural consultant is on the
10/16/18 Council Agenda. An Architect
was engaged to evaluate design
alternatives.
Complete analysis for Interim
City Hall location.
Pending funding
strategy and timeline
for new City Hall.
On Hold
Pending
funding
strategy and
timeline for
new City Hall.
1) Evaluate Monta Vista Rec Center
2) Evaluate new bldg at Service Center
3) Estimate leased space option
4) Select preferred location
July 2019 $500,000 N/A 1000 Roger Lee Public Works
Roll Out of Additional ERP
Modules
Fully utilize ERP system to
automate and simplify business
processes.
-Fixed Asset module has been
implemented.
-CAFR Builder has been implemented
and will begin utilizing for FY 18-19
financial statement audit.
Review requested time off
capabilities in the City's online
timesheet/benefits portal.
1) Testing of Time Off Request by
Admin Services.
2) Rollout of time off request to
CMO, I&T and CDD and PW staff
at City Hall.
3) Rollout of time off request to
PW Services Center and Parks
and Recreation".
1) March 2019
2) July 2019
3) August 2019
In Progress Continue to look toward implementing new
modules offered by City's ERP to increase
efficiency, accuracy, and transparency within
the City's financial management and reporting.
June 2020 N/A N/A 100 Kristina Alfaro Administrative Services
15
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Operational Efficiency FY 2019-20 Work Program
Roll Out of Open Gov
Platform (Maps and
Additional Reports)
Fully utilize OpenGov Software.Successfully began using and
integrating open budget portion of
OpenGov.
Build out additional reports and
view on the City's transparency
portal.
1) Use Portal for Budget
Presentations.
2) Implement Open Town Hall
Integrates Maps.
3) Integrates Maps.
4) New Views.
1) March 2019
2) November 2019
3) December 2019
4) July 2019
In Progress Achieve utilization of reports and integration
offered by OpenGov to increase efficiency,
accuracy, and transparency within the City's
budgeting and reporting processes.
June 2020 $30,000/
Year Software Costs
$30,000 100 Kristina Alfaro Administrative Services
Integration of Work
Program and Other
Long/Short Term
Documents to Develop 5
Year Business Plan for City.
Comprehensive Business Plan
that encompasses all work plan
items ensuring adequate
funding and staffing resources.
Work Program has been incorporated
into the budget process.
Ensure costs associated with
items approved in Work Program
are included in the FY 2019-20
budget.
Ensure future costs of items in the
work plan are included in the
Long Term Financial forecast.
1) Work Program Priorities in
Budget Proposals.
2) Multi Year Funding of
approved items in budget.
3) Future Staff incorporated in to
forecast.
1) March 2019
2) May 2019
3) May 2019
In Progress Construct a Council Work Program in which
aggregate benefits, both for the City and the
Community, outweigh the costs associated.
Ensure the City's budget appropriately and
sufficiently captures all Work Program costs and
communications are delivered to City Council
regularly.
June 2020 N/A N/A 200 Kristina Alfaro Administrative Services
Cross Platform System
Integration
Leverage new technology
acquisitions to create
integrated systems.
-Identified integration possibilities
between the City's ERP Logos and Land
Management Software, Recreation
Software, Project Works and
Recruitment software.
-Recreation Software (Activenet
integration complete).
-Finance division working with Land
Management software on integration
specifications.
1) Accela Integration to ERP
2) NeoGov (Recruitment and
Onboarding) to ERP
3) GIS Integration with OpenGov
1) December 2019
2) December 2019
3) TBD
In Progress Leverage new technology acquisitions to create
integrated systems in which Departments can
achieve operational efficiency and consistency
by collaborating as a cohesive unit.
Summer 2018
and Ongoing
N/A N/A 500 Kristina Alfaro All
Improve Process of Public
Records Act (PRA)
Requests
Provide a comprehensive web
portal that allows 24x7 public
access to search previous PRA
responses or submit a new PRA
request. Route, escalate, track,
distribute, log and manage
each PRA request. Provide
knowledge base of previous
PRA requests and associated
responses. Manage, review
and improve current City
process.
-Met with vendors on different
applications that meet our goals.
-Selected Vendor (NextRequest)
negotiated contract and price.
Install, configure and make
operational application.
Summer 2019 In Progress Nextrequest Implemented Summer 2019 $15,217 $15,217 144 Bill Mitchell
Grace Schmidt
Innovation &
Technology/City Clerk
16
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Operational Efficiency FY 2019-20 Work Program
Recreation and
Community Services
Marketing Plan and
Program Review
Implement a plan placing
greater emphasis on business
functions within the Recreation
and Community Services
Department to include
completion of a program
review of programs and
activities offered and a
marketing plan.
Contract was awarded in 2018.Provide background information
and data to LERN, the
contractor who will be
completing the process in
November 2019.
Fall 2019 In Progress To create a marketing plan that includes an
analysis of programs to offer, fees to charge and
evaluation of the department program
brochure.
Winter 2019 $20,000 $4,000 150 Christine Hanel Recreation and
Community Services
Emergency Services
Continuity of Operations
Plan (COOP)
Complete plan to resume
operations of the City after a
major emergency.
-Emergency Operations Plan (EOP) is a
precursor to the COOP. As first step the
EOP is in the process of being updated.
-Quotes have been received for
potential COOP contract services costs.
1) Complete EOP
2) Review constraints that
annexes may have on COOP
3) Decide in-house versus
outsourcing COOP
development
4) Begin the process
5) Completion
1) June 2019
2) Fall 2019
3) Fall 2019
4) Winter 2019
5) Summer 2020
In Progress 1) Having a completed COOP.
2) Appropriate staff trained on COOP.
Summer 2020 $75,000 N/A Dependent
on whether
it is written in-
house or
outsourced.
Clare Francavilla City Manager's Office
17
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion
Date
Est. Total Budget
(not including staff time)
Actual Expense
to Date
Est. Total
Staff Hours Staff Lead Department
Small Business
Development Center
(SBDC) and Cupertino
Visitor's Center
Explore the viability of
establishing a small business
development center and
Cupertino Visitor's Center. The
Visitor's Center should have a
retail component to sell City-
branded merchandise.
This is an action item in the Economic
Development Strategic Plan as a
resource to retain and grow small and
midsize businesses. The addition of a
Cupertino Visitor's Center was initiated
by City Council during its Work Program
Study Session on March 19th, 2019.
Identify a list of possible office
and retail space, centrally
located within the City.
Summer 2019 In Progress Find permanent office and retail space for SBDC
counselors to meet with prospective business
clients, as well as house a City Visitor's Center
with a retail component to sell City-branded
merchandise.
Ongoing Dependent upon space
availability
N/A 200 Angela Tsui City Manager's Office
Library Lease Sign a new lease with the
Library JPA for use of the City's
Library facility.
Staff has begun meeting with Library
staff to discuss terms for the new lease.
1) Begin negotiation of new
lease/MOU.
2) Coordinate lease terms with
Council.
3) Final Lease Agreement.
4) Develop license agreement
with Library addressing program
opportunities and use of
Community Hall.
1) Ongoing
2) May 2019
3) August 2019
4) August 2019
In Progress Complete updated lease agreement September
2019
N/A N/A 280 Chad Mosley
Heather Minner
Jeff Milkes
Roger Lee
Public Works/ City
Attorney's Office/
Recreation & Community
Services
Strategic Partnerships with
Nonprofits
Create strategic partnerships
with nonprofits to improve
effectiveness of Recreation &
Community Services Programs.
Objectives include
coordination of programs with
the Cupertino Library, YMCA,
West Valley Community
Services, School Districts, etc.
Many new partnerships have been
strengthened to include working with
the Historical Society, the Chamber of
Commerce, the School Districts, etc.
Continue discussions with West
Valley Community Services and
other nonprofit service providers.
Also see Policies on Nonprofit
Support item.
On Hold On Hold To create partnerships that result in efficiencies
and improved services for Cupertino residents.
June 2019
(ongoing)
N/A N/A TBD Kim Calame
Kim Frey
Christine Hanel
Recreation & Community
Services
Art in Unexpected Places To beautify public and/or
private/donated spaces,
surprise and delight passers-by,
and encourage the community
to reflect on themes and
imagery that represent the
heritage, natural beauty,
diversity, and creativity of the
City.
Fine Arts Commission and Parks &
Recreation Department are
collaborating to install mural wall art in
two locations as pilots.
1) Draft creative brief has been
initiated.
2) Outreach to private property
owners is pending.
Summer 2019 to
Summer 2020 for pilot
In Progress Complete mural Summer 2020 $10,000 N/A 100 Catarina Kidd Community Development
Policies on Nonprofit
Support
*Priority Setting Item*
Review and implement policies
on funding and support for
nonprofit organizations,
including meeting room space
and office space.
Review of the Community Funding
Policy is being conducted.
1) Review all policies regarding
funding and support of
nonprofits.
2) Research best practices in
other cities.
3) Conduct a Study Session for
Council regarding options and
recommendations.
4) Draft, revise, and implement
policies per Council direction.
5) Bring policies to Council.
1) Fall 2019
2) Spring 2020
3) Spring 2020
4) Summer 2020
5) Fall 2020
Proposed A standardized process for nonprofits to receive
funding and support from the City.
Fall 2020 $15,000 N/A 500 Kristina Alfaro
Jeff Milkes
Administrative Services/
Recreation & Community
Services
Proactive Legislative
Support
*Priority Setting Item*
Contract with a lobbying firm to
provide legislative analysis and
lobbying support. It is possible
that the lobbyist services and
costs may be shared with other
West Valley cities if there is
interest. Staff will work with the
lobbyist firm to develop a
legislative program to support
City priorities.
- West Valley cities informed of lobbyist
idea.
- Quotes received for lobbyists.
1) Further discuss partnering
opportunities with West Valley
cities.
2) Conduct procurement
process for lobbyist.
3) Contract with lobbyist and
develop program to support
Council priorities.
1) Summer 2019
2) Fall 2019
3) Winter 2019
Proposed 1) Lobbyist support secured for the City.
2) Plan developed to support legislative
priorities.
Winter 2019 $75,000 annually
Costs may be shared
among West Valley cities
pending their
participation.
N/A 500 Katy Nomura City Manager's Office
Public and Private Partnerships FY 2019-20 Work Program
18
Project/Task Project Objective
Driven by mandate, law, or Council
priority/direction?
(If yes, please specify)
Resources Needed
(e.g. funding and # of staff
hours)
May be updated by Dept as
appropriate.
Estimated Completion Date
May be updated by Dept as
appropriate.
Measurement Criteria
(How will we know how we are doing?)
[Commission] Proposals for
FY 2020-21 City Work Program
Cupertino, CA Municipal Code
CHAPT ER 2.80: FINE ART S COMM ISSION
Section
2.80.010 Es tablis hed.
2.80.020 Term s of Office.
2.80.030 Mem bers-Vac anc y or rem oval.
2.80.040 Chairpers on.
2.80.050 Meetings -Quorum.
2.80.060 Majority vote required.
2.80.070 Rec ords .
2.80.080 Powers and functions.
2.80.090 Com pens ation-Expenses.
2.80.100 Effec t.
2.80.010 Establishe d.
The Fine Arts Comm ission of the City is es tablished. The Fine Arts Comm ission shall consis t of five m embers, none of
whom s hall be offic ials or em ployees of the City, nor cohabit with as defined by law, nor be related by blood or marriage to
any mem ber of the Comm ission, the City Manager or the s taff pers on(s) as s igned to this Com m is s ion. At leas t three
m embers s hall be City of Cupertino residents. Mem bers of the Fine Arts Com mis s ion s hall be appointed by the City
Counc il. Membership will be drawn to represent the arts , c itiz ens and bus iness c om munity on an approximately equal
basis .
(Ord. 19-2182, § 1, (part), 2019; Ord. 18-2171, 2018; Ord. 1934, (part), 2004; Ord. 1466, (part), 1988; Ord. 1401, (part),
1987)
2.80.020 T e rms of Office .
A. Com m is s ioners serve at the pleas ure of the City Council. The term of office of the m embers of the Fine Arts
Comm ission shall be for four years and s hall end on January 30th of the year their term is due to expire. No
com mis s ioner shall s erve more than two c ons ecutive terms, except that a com mis s ioner m ay serve more than two
consecutive terms if he or s he has been appointed to the Com m ission to fill an unexpired term of les s than two years.
B. The appointment, reappointm ent and rules governing inc um bent mem bers of the Comm ission are governed by the
Res olution of the Cupertino City Counc il whic h governs advis ory bodies.
(Ord. 18-2180, § 7 (part), 2018; Ord. 1974, § 2, 2006; O rd. 1705, (part), 1995; Ord. 1466, (part), 1988; Ord. 1401, (part),
1987)
2.80.030 M e mbe rs-Vacancy or Re mov al.
Any appointee mem ber m ay be rem oved by a m ajority vote of the City Council. If a vacancy oc c urs other than by
expiration of a term , it shall be filled by the City Counc il's appointm ent for the unexpired portion of the term .
(Ord. 1401, (part), 1987)
2.80.040 Chairpe rson.
The Comm ission shall elec t its chairperson and vice-chairpers on from among its m em bers and shall appoint a
secretary. Term s of the chair and vic e-chair s hall be for one year. Upon approval of the City Council, the City Manager
m ay appoint a secretary who need not be a m ember of the Commiss ion.
(Ord. 2015, § 3, 2008; Ord. 1401, (part), 1987)
2.80.050 M e e tings-Quorum.
A. The Fine Arts Comm ission shall es tablis h a regular plac e of m eeting and rules of conduct thereof and shall hold at
leas t one regular m eeting every other m onth.
B. A majority of the Fine Arts Commis s ion shall c ons titute a quorum for the purpos e of trans ac ting the busines s of the
Comm ission.
(Ord. 1964, § 3, 2005; Ord. 1401, (part), 1987)
2.80.060 M ajority Vote Re quire d.
A m ajority vote is required to approve a rec omm endation on any m atter that is presented to the Comm ission whic h
requires a vote.
(Ord. 1401, (part), 1987)
2.80.070 Re cords.
The Comm ission shall keep an ac c urate rec ord of its proceedings and trans ac tions and s hall render s uc h reports to the
City Council as m ay be required. These rec ords s hall be filed with the City Clerk.
(Ord. 18-2180, § 7 (part), 2018; Ord. 1401, (part), 1987)
2.80.080 Powe rs and Functions.
A. The powers and functions of the Fine Arts Commis s ion shall be to fos ter, enc ourage and as s ist the realiz ation,
pres ervation and advancem ent of fine arts for the benefit of the c itiz ens of Cupertino.
B. To fulfill their mis s ion, the Comm ission m ay involve itself in the following activities:
1. Act as a catalyst for the promotion of fine arts ac tivities ;
2. Keep c urrent on potential fine arts activities whic h would be available to the c omm unity;
3. Provide liaison between various fine arts ac tivities ;
4. Provide a means for coordination for fine arts groups or facilities whic h m ay exis t within the c omm unity;
5. Maintain an inventory of facilities available for related fine arts activities within the c om munity;
6. Provide s c reening and/or review for fine arts ac tivities wishing to obtain city funds or utiliz e public fac ilities ;
7. Provide information to the c omm unity relating to the arts ;
8. Foster the developm ent of public art within the com m unity;
9. Be vigilant in exploring and advancing the range of fine arts ac tivities available to the c omm unity;
10. Enhanc e the interac tion between arts and bus iness;
11. Any other activity which may be deem ed appropriate and nec es s ary.
(Ord. 1401, (part), 1987)
2.80.090 Compe nsation-Expe nse s.
Mem bers of the Fine Arts Com mis s ion s hall serve without compensation, but all necessary expenses reas onably
inc urred by them while acting in their offic ial capacity s hall be paid by appropriate action of the City Counc il.
(Ord. 1401, (part), 1987)
2.80.100 Effe ct.
Nothing in this c hapter shall be construed as restric ting or curtailing any powers of the City Council or City offic ers.
(Ord. 1401, (part), 1987)