02-10-20 Searchable packetCITY OF CUPERTINO
CITY COUNCIL
AGENDA
10350 Torre Avenue, Council Chamber
Monday, February 10, 2020
5:30 PM
Televised Special Meeting Study Session - Strategic Planning Session #1
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 Monday, February 10, 2020, commencing at 5:30 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."
SPECIAL MEETING
ROLL CALL
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Council on any matter not on
the agenda. The total time for Oral Communications will ordinarily be limited to one hour. Individual
speakers are limited to three (3) minutes. As necessary, the Chair may further limit the time allowed to
individual speakers, or reschedule remaining comments to the end of the meeting on a first come first
heard basis, with priority given to students. In most cases, State law will prohibit the Council from
discussing or making any decisions with respect to a matter not listed on the agenda.
STUDY SESSION
1.Subject: Review Progress on FY 2019-20 City Work Program and provide any input to
staff.
Recommended Action: Review Progress on FY 2019-20 City Work Program and
provide any input to staff.
A - FY 2019-20 City Work Program Progress Update
2.Subject: Develop Council Goals to guide the upcoming City Work Program.
Recommended Action: Develop Council Goals for formal adoption at a future Council
meeting.
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City Council Agenda February 10, 2020
ADJOURNMENT
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/cityclerk 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 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 Council Agenda February 10, 2020
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CITY OF CUPERTINO
Legislation Text
Subject: Review Progress on FY 2019-20 City Work Program and provide any input to staff.
Review Progress on FY 2019-20 City Work Program and provide any input to staff.
File #:20-6999,Version:1
CITY OF CUPERTINO Printed on 2/7/2020Page 1 of 1
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Smart City#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment1Wireless Upgrade - Public SpaceBuild wireless "hot spots" at various public locations within Cupertino.-Determining best location andassociated solution(s).-Primary sites defined and deemedseismically sound. -Equipment procured and configured.1) Seismic modeling of selected"hot-spot" locations.2) Budget allocation forFY18/FY19.3) Install Access Points to primary locations.Summer 2019In Progress CompleteHot Spots Operational Summer 2019 $52,000$39,45096 Bill MitchellInnovation & Technology2Wireless Master PlanUpdate the City's wireless policies and goals to ensure a comprehensive build out of facilities.- The City will initiate a Request forProposals in Winter 2018. - City in negotiations with vendor fordevelopment of RFP.- RFP Developed and Published.- Bid awarded to CTCRequest proposals from interested consultants. 1) Contract Negotiations with RFP Developer2) Draft RFP3) Publish RFP4) Review Response5) Contract Negotiation andAward6) Master Plan Development1) Spring 20192) Summer 20193) Fall 20194) Fall 20195) Winter 20206) Spring 20206) Summer 2020In Progress Master Plan DevelopmentSpring 2020 Summer 2020$100,000N/A120 Bill Mitchell Innovation & Technology3Public 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.-Residential and business surveillancebest practices being reviewed prior to posting on the City website. 1) Research residential and business surveillance camera best practices as well as anti-crime best practices.2) Provide public engagement regarding the above residentialbest practices. Research business surveillance camera best practices.3) Review City's surveillance cameras and provide recommended updates.Provide public engagement regarding business best practices.4) Replace current antiquatedCCTV equipment.1) Fall 20192) Winter 20193) Spring 20204) Spring 2020In Progress1) 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 $50,000N/A300 Katy Nomura*Bill Mitchell*This item is being added assuming higher level vacancies can be filled.City Manager's Office/Innovation & Technology4Municipal Water SystemEnsure lessee (San Jose Water Co.) is maintaining and operating system to industry standard.-SJWC's investment in system has increased. -Negotiations ongoing to define capitalinvestments through 2022On December 17, 2019 a public hearing was held and an amended lease was authorized that commits SJW to $5M in capital expenditures by the end of the lease term (10/2022)Specify improvements for SJW to complete per the requirements of the amended lease and have SJW complete work.Continue negotiations.Fall 2014- Summer 2019Jan. 2020 - Oct. 2022 for capital improvementsIn ProgressAmend current lease agreement to quantify needed system improvements prior to lease expiration in November 2022.Provide project management to oversee SJW completion of $5M of capital improvements by October 2022.6/1/2019October 2022N/AN/A1001000Roger LeePublic Works55G 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. Multiple meetings with carriers. Based on FCC ruling limiting local control, negotiation is on hold.Receive draft agreement from Verizon.Summer 2019 Unknown based on FCC ruling status.In Progress On HoldEstablish Win-Win agreement with Verizon. Summer 2019 N/AN/A100 Bill Mitchell Innovation & TechnologyAdopted: 4/2/2019Amended: 8/6/2019, 10/1/2019*These numbers are just for reference to make it easier to navigate the document and are not an indication of priorityFY 2019-20 Work Program1CC 02-10-20 Page 5 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment1Shuttle Bus Service StudyStudy 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 2019In ProgressCompletedStudy 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/AN/A5201400Chris CorraoPublic Works2Development Approval Process and Transparency*Priority Setting Item*Develop procedures for mandated streamlined project approvals and administrative approvals.Proposed Work Program item.Planning Commission and City Council reviewed and approved SB35 and other project type review procedures and plan review checklist.Research and data collection on best practice and/or industry standards. Summer 2019ProposedCompletedEstablished procedures for streamlined project review and approval process.Fall 2019December 2019N/AN/A100 Ben FuAlbert SalvadorPiu GhoshCatarina KiddCommunity Development 3Participate 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. Consultant was engaged and analysis was performed on the electrification model codes provided by SVCE. Between August 2019 and November 2019 public outreach was conducted, including web site, public workshop, and Sustainability Commission presentations. A Council study session was held in November 2019. A Sustainability Commission sub-committee was formed. In October 2019 the Commission recommended to strengthen the staff recommendation to go for an all-electric reach code, making Cupertino's reach code above and beyond most other cities in terms of stringency and application. Council enacted the all-electric reach code at the January 21, 2020 Council 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 approval, application to Energy Commission and File with Building Standards Commission 4) New code effective and Building staff training on Electrification local ordinance1) Spring 20192) Spring 20193) Fall 2019 December-January 20204) January 2020 4) March 2020ProposedCompletedBring electrification reach codes to Council for consideration.January 2020City will be paid $10,000 grant to cover staff time and any expenses from SVCE.N/A $30,000Same funding as noted with the Green Building Code Item.150Misty MersichAlbert SalvadorAndre DuurvoortCity Manager's Office/Community Development4Homelessness*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. -January 10, 2020 Housing Commission Study Session Presented report to City Council on January 21, 2020Collaborate with West Valley Community Services, De Anza College, and the Santa Clara County Office of Supportive Housing.Include City Council directives in the FY 2020-21 City Work Program.Fall 2019ProposedCompletedPrepare a report for City Council on status of Homelessness. Identify strategies and resources to assist the homeless. Spring 2020January 2020$10,000 N/A25200Kerri HeuslerErika PovedaCommunity Development FY 2019-20 Work Program2CC 02-10-20 Page 6 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program5Arts & Cultural Festival and ProgramsEnsure 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.-Staff developed a monthly afterschool event to celebrate cultures of the world with over 200 participants. -Bollywood Night (1200 attendees) & Cupertino Night Market (10,000 attendees) were coordinated with the Chinese Performing Arts of America.-Hawaiian Luau: 650 attendees-Art in the park had 480 attendees (increased by over 300 from last year).Ensure significant number of cultural and arts events are included in the 2019 summer schedule.Continue to offer culturally diverse events in Summer 2020Summer 2019ProposedCompleteProvide a minimum of three cultural events and a series of arts events as part of the neighborhood summer events program.September 2019N/AN/A80Kim CalameRachelle SanderParks & Recreation6Regnart Road – analysis of maintenance responsibilitiesDetermine maintenance responsibilities and inform responsible parties of required maintenance activities, including tree upkeep/removal requirements.Maintenance 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) 2)Complete City work.This project is part of the CIP and will be deleted from the work plan list.1) Summer 20192) Spring 20203) Spring 2020 3 & 4 were not necessary per the analysis4)2) Per CIP ScheduleIn ProgressCompleteInform property owners of responsibilities including maintenance and removal of trees as appropriate.Successfully complete CIP projectsJune 2020Summer 2019$200,000.00 16335$48,322240160Chad Mosley Roger LeePublic Works7Incentives to Build Accessory Dwelling Units (ADUs)Provide incentives to build ADUs (which provide affordable housing opportunities) by reviewing ordinance and reducing fees.No impact fees on ADUs that are smaller than 750square feet. For ADUs that are greater than 750 square feet, the fees are proportionalto the size of the primary unit. -The Council asked staff to add this item to the work program in late 2017.-Proposed code amendments are in draft form. -Housing Commission reviewed and recommended changes.-Planning Commission reviewed and recommended approval by City Council. Collaborating with City Attorney's Office to complete evaluation of various potential incentives.Recommend City Council approval on February 18 hearing.Project began in Fall 2018 and to be completed in Feb 2020.In Progress Established incentives to build ADUs.Summer 2019February 2020N/AN/A40 Gian MartirePiu GhoshCommunity Development8Legislative Updates on Accessory Dwelling Units (ADUs) Update Cupertino Municipal Code (CMC) to be consistent with state regulations.-Awaiting Reviewed the result of recently introduced state bills. - Presented to Planning Commission on January 28, 2020.-Hearing scheduled for City Council on February 18,2020. ContinuousAnnuallyIn Progress Maintain consistency of CMC with state regulations.December 2019February 2020N/AN/A40 Gian MartirePiu GhoshCommunity Development3CC 02-10-20 Page 7 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program9Lawn Buster Drought Tolerant Planting PilotDevelop 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.Staff turnover has delayed progress. New Manager has had conversations with two interested program administrators and Valley Water. Adjusting performance goals for rest of year. 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) RFQ written. Release to potential partners for program admin.2) Determine if program is feasible and impactful3) Contracting for pilot program4) Start pilot1) Spring 2019 2) Spring 2019 3) Summer 2019 4) Summer/Fall 2019 1) Winter 20192) Winter 20193) Winter 20194) Spring 2020In ProgressReceive at least 2-3 responses to RFQ, and be able to launch a pilot Summer/Fall 2019.Receive 2-3 responses for program administrators, launch pilot Spring 2020. Achieve 2-3 interested customers by June 2020.June 2020 $120,000.00 N/A 60120Misty Mersich Andre DuurvoortCity Manager's Office 10Healthy Cities Initiative (HCI): Revise Tobacco PoliciesRevise 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. Agreement executed in May 2019.-Flavor ban and tobacco ordinance approved by Council in November 2019.-Council directed staff to bring back an amendment to include banning the sale of vaping products. First hearing conducted on February 4, 2019. 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) Return to Council with conforming amendments to the County including a ban on the sale of vaping products.76) Pending Council direction, dDraft implementation plan and implement policy and regulation changes. 1) Spring 2019Summer 20192) Spring 2019Summer 20193) Summer 2019 Fall 20194) Fall 20195) Fall 2019 - Winter 2019 Spring 20206) Winter 20207) Summer Spring 2020- Winter Summer 2020In Progress1) 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 Summer 2020$30,000Offset by grant funding. $10,034.00 500 Katy NomuraCity Manager's Office 11Healthy Cities Initiative (HCI): Develop Access to Water Policies for City Facilities and ParksDevelop water access policies and regulations to meet HCI standards.Drinking fountain/bottle filling station (hydration station) installed at City Hall and Jollyman Park.Research started on other cities' policies. 1) Research other access to water policies and best practices.2) Draft policy and action plan for implementation.1) Fall 2019Winter 20192) Spring - Summer 2020In Progress 1) Develop a plan to implement increased access to water at City facilities and parks.Spring Summer 2020N/A N/A 300 Katy Nomura City Manager's Office 12Penalties for Violation of Conditions of Approval and code enforcement best practicesConsider 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 2019In ProgressIncrease 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 2019Spring 2020N/AN/A240 Phillip WillkommPiu GhoshCommunity Development4CC 02-10-20 Page 8 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program13Short-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.-September 26, 2019 Housing Commission presentation. -October 4, 2018 Community workshop on STRs.-November 27, 2018 Draft regulations presented to Planning Commission.-April 2, 2019 Council Study Session: Staff was directed to include provisions to regulate the platforms.-January 14, 2019 Draft regulations presented to Planning Commission. 1) Study session for Council on STR regulations.2) Draft regulations with Council direction.3) Bring drafted regulations for Planning Commission recommendation to Council. 3) 4)Bring drafted regulations for Council approval. Once approved, implementation and outreach will begin. 1) April 20192) Summer 20193) Fall 2019Winter 20194) Spring 2020In Progress 1) Regulations for Short-Term Rentals.2) Increased TOT collection. Fall 2019Summer 2020$17,000$17,000 for ordinance outreach and up to $376,000 for enforcement depending on enforcement level.8500500 Katy NomuraBen FuPiu GhoshErick SerranoCity Manager's Office/Community Development14Lawrence MittyAcquire 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.City is currently in final negotiations with the County to purchase the property directly from the County.1) County to restart negotiations with SJWC over Doyle Property.2) City to negotiate with County over Mitty Property.32) Execute purchase agreement.1) January 20192) June 20193) October 20192) June 2020In Progress Acquire a parcel for park purposes in Rancho Rinconada neighborhood.October 2019June 2020$3,500,0002,800,000 for property acquisition$8,270,994 available in Developer In-Lieu Fees43,893$50,000300 Chad MosleyTimm Borden Jeff MilkesDeborah MillerPublic Works/ City Manager's Office/Parks & RecreationCity Attorney's Office15Citywide Parks and Recreation System Master PlanCreate 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, April and May 2019.-Revised draft Master Plan was issued for public comment in October 2019. -CEQA documents were issued for public comment in October 2019. -Parks and Recreation Commission recommended adoption December 5, 2019-City Council consideration of the revised Master Plan and CEQA documents anticipated Feb. 2020.-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 February 2020.March-July 2019Winter/Spring 2020In Progress Complete and adopt a long-term Parks & Recreation system master plan.July 2019Spring 2020$600,000 $514,000 150 Gail SeedsParks & Recreation/Public Works5CC 02-10-20 Page 9 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program16Solid Waste Characterization Studies and Waste Audits1) 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.1) Tonnage Audit Complete - January 2020Waste Characterization Studies underway - Expected completion February 2020.2)in progress and will become part of the new hauler franchise agreement negotiation process which should be a separate work program item.Execute consultant agreements for waste tonnage audits and City facility and commercial waste characterizations and begin work.1) Waste tonnage audits.2) Complete Waste characterizations of City and commercial waste streams.1) Fall 20192) Fall 2019Winter 2019In progress Meet Climate Action Plan reporting goals regarding waste diversion and prepare for negotiating the new garbage franchise agreement.December 2019Winter 2019$150,000$175,000$44,975$174,95638100Cheri DonnellyUrsula Syrova/Roger LeePublic Works17Use 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.-Athletic field usage policy is being evaluated.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. -Reaching out to stakeholders to begin community engagement process. -Recommendations to Parks and Recreation Commission Spring 20201) September 20192) November 20193) January 2020ProposedIn ProgressPotentially 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/A1000 Jenny KovermanKaren LevyParks & Recreation6CC 02-10-20 Page 10 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program18Green 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.Consultant engaged and analysis was performed on existing green building ordinance. Between August 2019 and November 2019 public outreach was conducted, including web site, public workshop, Sustainability Commission presentations. A Council study session was held in November 2019. A Sustainability Commission sub-committee was formed. In October 2019 the Commission recommended to re-affirm the existing Green Building ordinance with no changes. The Green Building ordinance was included in Council's first public hearing of the reach codes on December 17, 2019. During that meeting, Council gave staff direction to provide a more comprehensive presentation to Council on the green building ordinance.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.5) Enforcement is already effective since the existing green building ordinance is not changing.6) Develop building staff training on Green Building and Electrification local ordinances7) Develop staff report and Council presentation focusing on the Cupertino Green Building ordinance.1) Summer 20192) Fall 2019 3) Winter 20194) January 2020 5) January 20206) February 20207) May 2020On ScheduleProposedIn ProgressBring Green Building Code update to Council for consideration.Summer 2020$35,000 N/A $30,000Same funding as noted with the Electrification Reach Code. 200Albert SalvadorMisty MersichAndre DuurvoortCommunity Development/City Manager's Office19Comparative 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.Presentation to Planning Commission and City Council planned for Spring 2020.(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 2019ProposedIn ProgressProduction of matrix and description of research results.Spring 2020June 2020N/AN/A100Ben FuCatarina KiddJeff TsumuraCommunity Development20Dark Sky/Lights Out Policy and Bird Safe Design GuidelinesCreate 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.Outreach meetings scheduled for February with Planning Commission and City Council meetings planned for Spring.Research and evaluate industry standards and best practices.Summer 2019ProposedIn ProgressAdoption of appropriate policies and guidelines.Winter 2019Spring 2020$5000 for noticing and outreach efforts.N/A200 Ben FuCatarina KiddErick SerranoEllen YauCommunity Development7CC 02-10-20 Page 11 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program21Review and Update General Plan (GP)and Municipal Code*Priority Setting Item*Evaluate the General Plan and Municipal 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.Objective standards reviewed by Planning Commission and City Council.Objective standards for Vallco site, P Zones, and parkland adopted. 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.Planning Commission identifying other potential updates during general plan annual review. City Manager identifying Phase II updates to implement. Phase I: Summer 2019Phase II: Spring Fall 2020Phase III: Spring 2021In Progress Amend General Plan and Municipal Code to have better defined objective standards.Phase I: Summer 2019Phase II: Spring 2020Phase III: Spring 2021Phase I: CompletedPhase II: Fall 2020$1,000,000 based on limited scope of reviewing objective standards and minimal GP and zoning code clean-ups.N/A2000 Piu GhoshHeather MinnerCommunity Development22Shuttle Bus Pilot Program Implementation Community shuttle bus 18-month pilot program.Proposed work plan item.Pilot program implemented, over 7,000 trips in the first 3 monthsCouncil consideration in Spring 2019.Continue to survey the community to ensure quality service and community expectations are attained.Expand shuttle fleet and look for opportunity to enhance service. Investigate/implement program elements to improve parking issues at the Civic Center.If approved, Summer 2019 launch.18-month pilot program will finish in April 2021.ProposedIn progressReduce traffic congestion by providing a community ride-share shuttle.December 2020April 2021$1.5-$3M $1.75M - 0.423M AQMD grant funds$266,445 8321400Chris CorraoPublic Works 23Community Garden ImprovementsRenovate 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.-June 18, 2019, City Council budgeted $1.2 million for this project.-October 2019, staff presented new design options for Council.-November 2019 plans and specs received from consultant.-Bids were opened on January 21, 2020 with an apparent low responsible bidder.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) Select the desired add alternates and award the project to the apparent low bidder.2) Construct the project3) Engage volunteers to construct the raised planter beds and other elements as possible.1) June 2019 2) July 20193) TBD1) February 18, 20202) April 20203) May 2020 (May be delayed due to bird nesting season)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$1,200,000$1,400,000$360100Jenny KovermanKim CalameMichael ZimmermannParks & Recreation/Public Works8CC 02-10-20 Page 12 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program24Library Community Room AdditionCreate 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).-$5M approved in FY 2019-20 CIP, - November 5, 2019 an additional $3M was authorized for the project and the design build project delivery method was authorized.1) Select a Construction Management firm2) Select a bridging architect3) Prequalify interested design-build firms4) Select a design - build firm5) Construct the library expansion projectInitiate architectural design1) February 2020,2) March 2020,3) May 2020,4) July 2020, 5) August 2020Authority to begin design will be presented in FY 2019-20 CIP budget. Authority to begin construction will occur in future pending Council Direction.In ProgressMeet programmatic need of the library.September June 2021$9.12MDependent on approved planN/A2000Roger Lee Public Works25All-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 $1.431.448 M towards an inclusive play area at Jollyman Park and a funding agreement was executed in June 2019.-An RFP for fundraising services has been issued.Staff will bring a fundraising agreement and further evaluate costs, need, and value to the community information to Council to support Council decision-making regarding this significant investment.This project has become an approved CIP and will be deleted from the work plan list.Spring 2019Construction complete November 2021In 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 abilities. December 2021 City= $1,230,000 Santa Clara County Grant= $1,448,000Fundraising goal = $2,852,000 +/-Total = $5,530,000$35,00080Michael ZimmermanGail SeedsPublic Works26Recreation and Community Services Parks and Recreation Strategic PlanComplete 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. Prioritizing action items from Citywide Parks and Recreation Master Plan which is to be adopted Spring 2020.Through February 2020In ProgressCreate 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 December 2020$15,000 $2,500.00 500Jeff MilkesRandy SchwartzChristine HanelGail SeedsRoger LeeParks & Recreation9CC 02-10-20 Page 13 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program27Housing 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.- BMR Linkage Fee Study is in progress. Item proposed to continue in FY 2020-2021 Work Program. (1) Housing Commission Study Session (2) Planning Commission Study Session(3) Bring item to City CouncilSummer 2019In Progress Adopt effective strategies and tools for the development of affordable housing across all income levels and abilities. Spring 2020Spring 2021$20,000 $50,000N/A50 200Kerri Heusler Community Development28Development 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.Initiated research and data collection. Item proposed to continue in FY 2020-2021 Work Program.Conduct analysis and develop procedures.Summer 2019ProposedIn ProgressAn established procedure for developmental accountability. Fall 2019Spring 2021N/AN/A100 Ben FuAlbert SalvadorPiu GhoshCatarina KiddCommunity Development29Engage with Philanthropic Organizations to find a way to build ELI housing units for Developmentally Disabled and 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. Staff led a tour of the Byrne Avenue house with Bay Area Housing Corporation and Housing Choices in Fall 2019. Public Works feasibility study underway, presenting to City Council in Spring 2020. Item proposed to continue in FY 2020-2021 Work Program.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. Review Public Works feasibility study to determine property line / acreage in order to determine residential uses. Fall 2019/Spring 2020ProposedIn progress1. 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 Summer 2021$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)150Kerri HeuslerGian MartireChad MosleyCommunity Development10CC 02-10-20 Page 14 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program30Regional 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 Transit2. Automated Fixed Guideway to Mountain View3. Cupertino Station at I-280/Wolfe Road4. Highway 85 Transit Guideway5. Silicon Valley High Capacity Transit Loop6. 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 bewas provided to Council on April 2, 2019.- Staff is participating with the VTA Policy Advisory Board group to advocate for a physically seperated high occupancy lane on Highway 85.- On July 2019, Council adopted a resolution to support transit on Stevens Creek Boulevard/Highway 280 Corridor.-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 ProgressTo include projects serving Cupertino in 2050 Bay Area plan.Ongoing TBDTBD N/A 2250 Roger LeeChris CorraoPublic Works31Update the Municipal Code to Provide Parking Incentives for Electric Vehicles and Encourage Outdoor Seating in RestaurantsProvide incentives for green infrastructure and enhance pedestrian-oriented character of developments.Proposed in 2018 WP by Planning Commission and authorized by CC.Not yet recommenced due to resources. Planning Commission did not recommend for item to be included in the next WP.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/A200Piu GhoshCommunity Development32Heart of the City PlanAmend 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 HoldOn HoldOn HoldOn HoldOn HoldTBDN/AOn Hold Erick SerranoCommunity Development33Performing Art Center Market and Operations Feasibility StudyConduct 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.Project on hold indefinitely.1) Issue an RFP2) Select Consultant3) 50% Study Session4) Complete StudyRemove this item from the work programAwaiting Council Direction N/AOn Hold Complete Performing Arts Center Market and Feasibility Study.TBDN/A$120,000 N/A2800Chad MosleyPublic Works11CC 02-10-20 Page 15 of 30
Community Livability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program35Traffic 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 walk audit 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.4) Develop eligibility criteria and prioritization methodology for traffic calming program.5) Implement traffic calming program and construct improvements.6) $200,000 proposed for mid-year budget adjustment to initiate traffic calming program.OngoingProposed In progressCreate a safer environment along residential streets and 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 $200,000/year necessary for supplemental traffic calming measures.N/A1000David StillmanPublic Works36Study Sessions on VallcoUpdates on status of projects. Provide and receive public input on the site.N/APlanning Commission and City Council hearings held for initial General Plan and zoning code amendments for the Vallco site. Amendments adopted Summer 2019. Develop presentationsWinter 2019As NeededProposedIn ProgressStudy sessions held.As NeededN/AN/A20 Piu GhoshCatarina KiddCit Attorney's OfficeCommunity Development/City Attorney's OfficeDanny MestizoKim CalameRachelle SanderParks & Recreation34The 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.Bobateeno event had over 700 teens attend. Passport system required teens to visit booths with stress management resources.-Partnership with CUSD to provide an affordable afterschool program for Lawson Middle School-Hosted two successful Cupertino cafe eventsTeen Engagement *Priority Setting Item*Engage youth and teens in the community through recreation programming with the goal of empowering youth and improving mental health. 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 2021. 4) Consider adding a nonvoting teen member on City commissions.FY 2019-20 FY2021In ProgressBuild youth and teen programming which includes events.Ongoing$13,000 $200.00 75012CC 02-10-20 Page 16 of 30
Financial Sustainability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment1Explore Storm Water Ballot Initiative with Grassroots Group(s) with Input From Sustainability CommissionExplore 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.Storm Water Ballot Initiative was successful, has been approved and is being implemented.Fees are being collected.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.Annual review of the Storm Water revenues and expenditures.June 2018 - August 2019OngoingIn ProgressCompleteTo have Operations & Maintenance and Clean Water Programs at Full Cost Recovery to the Fees Collected. August 2019$160,500 $19,825$160,324.87500Cheri Donnelly Ursula SyrovaPublic Works2Internal Audit FunctionAssist 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.9/3/19 RFP Issued9/27/19 RFP Closed10/21-10/24/19 Firms Interviewed10/28/19 Firm SelectedInternal Audit firm Moss Adams was selected and will begin formalizing audit plan for next fiscal year in Feb/2020Evaluate 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 RFP3) Onboard1) May/June 20192) July/August 20193) September 2019Scheduled CompleteAssist 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 2019October 2019$20,000 - $180,000 ongoing depending on analysis mentioned in "Next Steps"Initial estimates from Moss Adams are in the $100,000/year rangeN/ATBDKristina AlfaroAdministrative Services3BMR Linkage Fees UpdateConsider 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. July 25, 2019 Housing Commission study session. August 13, 2019 Planning Commission study session. September 3, 2019 City Council study session. BMR Linkage Fees Update Study is in progress. Item proposed to continue in FY 2020-2021 Work Program.Complete peer review and present final draft to City Council. Prepare nexus study.Summer 2020Spring 2019In Progress Prepare nexus study for City Council Study Session.Summer 2020 2019$175,000 $100,000 $31,335200 100Erick SerranoKerri HeuslerCommunity Development FY 2019-20 Work Program13CC 02-10-20 Page 17 of 30
Financial Sustainability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program5Public 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.A Council study session was held on 4/2/19 and several potential tax, bond and other options were presented that had the potential to increase revenues to the City. 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. A follow up Council study session is scheduled for March 30, 2020. 1) April 20192) Spring - Fall 2019March 30, 2020 for Council study session November 2020 for general electionIn 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 2020December 2020$42,500 N/A $5,800 100Kristina AlfaroRoger LeeAdministrative Services/Public WorksCity Manager's OfficeAngela Tsui500600 additional City staff was included in the draft development process, including Code Enforcement, Recreation, Environmental, and City Attorney56869.52$103,370$148,473 -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.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. Consider Policies and Related Code and Specific Plan Amendments to Implement Policies in the Economic Development Strategic Plan (EDSP)4Spring 2020 Fall 2020Adopt ordinances to regulate mobile vendor services, and allow for incubator/co-working use in underperforming retail spaces. Adopt a Mobile Vendor Services ordinance.In Progress1) April 16, 20192) Fall 20193) late Winter/early Spring 20204) late Spring/early Summer 20201) 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. A. 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. Mobile Services Vendor Ordinance to Planning Commission in late Winter/early Spring 20204) Council Study Session in Spring 2020 to discuss Item C. Bring draft ordinance to City Council in late Spring/early Summer 2020.14CC 02-10-20 Page 18 of 30
Financial Sustainability#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work ProgramAdministrative ServicesExplore modernizing Business Tax and analyze potential revenue measures, such as Transient Occupancy Tax and Parkland Fees, to address issues such as traffic congestion.Modernize Business Tax and Analyze Potential Revenue Measures*Priority Setting Item*6June 2020$50,000N/A$26,70010038 Actual in FY20Kristina Alfaro-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.-April, 2, 2019 (1-3) Presented to City Council built out long term financial forecast and evaluated strategies including local revenue measures. Included 3 funding options for identified projects.-June 18, 2019 City received $9.7M in grant funding for transportation funding; grant provided termination option to grantor if the City adopted new fees or taxes that applied at different rates and/or amounts depending on the revenue or employee count of the business or property owner or that would have a disproportionate effect on Grantor.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 20192) May 20193) May/June 20194) September 2019In ProgressCancelledPrepare a detailed analysis of the City's options for business tax as well as alternative revenue measure available to the City. 15CC 02-10-20 Page 19 of 30
Public Engagement and Transparency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment1Enhance 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 2019In Progress CompleteProvide enhanced Councilmember Web Pages. Summer 2019 N/A N/A 24 Bill MitchellInnovation & Technology2Review Current CommissionsPer 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.-Study Session held on July 2019-January 21, 2020 Council approved the subcommittee's recommendations. Staff is working on implementation of the approved recommendations. Council also approved the City Ethics Policy.-March 18, 2020 Cupertino is hosting a ULI UrbanPlan for Communities Workshop on real estate and land use. This is being shared with Planning Commissions and Housing Commissions in other jurisdictions to provide a workshop on a relevant issue. 1) Report back to Council regarding commission feedback.2) Council approval of subcommittee recommendations.3) Plan and execute implementation of commission process changes according to Council direction and decision.4) ULI UrbanPlan for Communities Workshop1) Spring Summer 20192) Summer/Fall Winter 20193) Spring/Summer 20204) March 18, 2020In Progress1) Provide an opportunity for every commissioner to provide feedback.2) Provide options for Council to consider regarding commission process changes.Spring Summer 2020$3,000 N/A 500 Katy Nomura Grace SchmidtKirsten SquarciaCity Manager's Office/City Clerk3Consider 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-Staff is exploring how to repurpose or improve the Economic Development Committee.-Staff is exploring expanding the Bike/Ped Commission to include transportation. 1) Research committees in other cities and best practices for forming commissions.2) Conduct study session for Council.1) Fall 20192) Spring 2020ProposedIn Progress1) Provide an opportunity for feedback from every impacted 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 400Katy NomuraGrace SchmidtAngela TsuiRoger LeeDavid StillmanCity Manager's Office/City Clerk/Public Works4Neighborhood 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.-Have continued outreach to community regarding Block Leader and Neighborhood Watch programs1) 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 2020ProposedIn ProgressIncrease Block Leader and Neighborhood Watch membership.June 2020 $2,000 N/A 500 Brian Babcock City Manager's Office(Public Affairs Communications/ Block Leader/ Neighborhood Watch) FY 2019-20 Work Program16CC 02-10-20 Page 20 of 30
Public Engagement and Transparency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program5Public 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. This e campaigns would include, but not be limited to, the City's efforts in entitling affordable housing in Cupertino.-Have hired consultant and written press releases, op eds, talking points, FAQs, and website and social media updates1) 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) Continue efforts.1) Spring 20192) Fall 2019ProposedIn ProgressHire PR firm, execute campaigns. June 2020 $50,000 N/A 750 Brian Babcock City Manager's Office/ Communications Public Affairs6Marketing Project*Priority Setting Item*Investigate a potential "Cupertino Store" with City-branded items and work with Fine Arts Commission on possible artistic giveaways.-Communications met with Fine Arts Commission in September 2019-Fine Arts Commission is investigating possible artwork and potential giveaways1) Explore idea of a store.2) Work with Fine Arts Commission liaison to set up conversations with Commission regarding artistic giveaways.1) Fine Arts Commission will invite Communications back to a meeting and identify artwork and giveaways.Summer 2019Proposed In Progress1) 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/ Communications Public Affairs 7Volunteer FairPromote 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 the third Volunteer Fair event in May 2020.May 2019 2020In 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 2020$7,300 per year7300300 per yearColleen LettireRachelle SanderCity Manager's OfficeParks and Recreation17CC 02-10-20 Page 21 of 30
Public Engagement and Transparency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program8Town HallsHost 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 former 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. Other Town Halls were held on:08/10/2019 09/16/2019 11/20/2019 To date the City has planned Town Halls for:1) August 2) SeptemberTown Hall meetings will be planned throughout the year.1) August 20192) September 2019OngoingIn ProgressHost a maximum of 12 Town Hall meetings per year.June 2020$660$1,000$467$758408 Deborah Feng City Manager's Office18CC 02-10-20 Page 22 of 30
Operational Efficiency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment1Labor 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 Meeting2) Salary Survey Complete3) Complete Negotiations1) March 20192) April/May 20193) June 2019In Progress CompleteNew 3-year Contracts June July 2019 $50,000 N/A $49,289200 Kristina Alfaro Administrative Services2Disaster Recovery (DR) PlanProvide 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 Winter 2019In Progress CompleteDisaster Recovery site operationalSummer 2019 Winter 2019$1,068,000 $834,282 3224 Bill Mitchell Innovation & Technology3Roll 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 20192) November 20193) December 20194) July 2019In Progress CompleteAchieve 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 Services4Cross Platform System IntegrationLeverage 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.-Waiting for upgrade to add the capability to create permits in Property Info.-Building completed, Currently working to move records directly to LF from Accela, Planning Records will be next.-Tree Plotter went live in November 20191) Accela Integration to ERP2) NeoGov (Recruitment and Onboarding) to ERP3) GIS Integration with OpenGov4) GIS Integration with Accela5)Accela integration with Laserfiche6)Public Tree Analytic Web Application integration with 311 and Cityworks1) December 20192) December 20193) TBD4) February 20205) Building Complete, PW January 2020, Planning February 20206)Completed November 2019In Progress CompleteLeverage 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 OngoingWinter 2019N/A N/A 500Kristina AlfaroBill MitchellAll FY 2019-20 Work Program19CC 02-10-20 Page 23 of 30
Operational Efficiency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program6Workforce PlanningUse 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 a Succession Planning Program in collaboration with Leadership Academy Program consultant for a target date 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 20202) July/August 2019 20203)July/August 2019 20204) August/ September 2019 2020In Progress # of TrainingsRetention RateJune 2019June 2020$5,000 N/A 500 Kristina Alfaro Administrative ServicesMisty Mersich Andre DuurvoortCity Manager's OfficeExploring programs from surrounding cities and writing a draft proposal.-Develop pilot program implementation measures, and determine appropriate incentive levels. Staff studied and developed the program including incentive levels. Staff was able to participate in a Fair Value Commute program offered by UC Berkeley, Prospect Silicon Valley, and a number of other Bay Area cities. The RideAmigos software was deployed to track and audit employee alternative commute patterns. This formed the basis of the pilot program. Sustainability partnered with IT and HR in order to process payroll incentives and run competitions among Cupertino employees. The Pilot was launched in August 2019. The Pilot period, including RIdeAmigos subscription, ends March 2020.58 users have logged 1,979 alternative trips during the pilot period so far, reducing single-occupancy vehicle and stress on local roads and parking resources. Sustainability Division also secured $5,000 in grant funding from the Prospect SV program, and $16,500 in grant funding from Santa Clara County Public HealthIn Progress Increase in number of employees that take alternative modes of transportation such as walking, biking, transit, and carpool to work. June 2019March 2020$20,000 $7,000Offset by $5,000 grant received from Prospect Silicon Valley and $16,500 grant received from County Public Health to continue software subscription beyond pilot period.40250Pilot 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.Alternative Commute Pilot for Staff5Discuss 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.4) Gather data from pilot 5) Develop Business case to extend RideAmigos software license for one year1) Fall 2018 21) Winter 2018 32) Spring 20193) August 20194) March 20195) March 201920CC 02-10-20 Page 24 of 30
Operational Efficiency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program8Improve Process of Public Records Act (PRA) RequestsProvide 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 Spring 2020In Progress NextRequest ImplementedSummer 2019 Spring 2020$15,217 $15,217 144 Bill MitchellGrace SchmidtInnovation & Technology/City Clerk9Parks and Recreation Recreation and Community Services Marketing Plan and Program ReviewImplement a strategy plan placing greater emphasis on business functions within the Parks and Recreation Recreation and Community Services Department to include completion of a program review of programs and activities offered and a marketing strategy plan. Contract was awarded in 2018.-Program review and marketing recommendations provided to Staff in November 2019.Provide background information and data to LERN, the contractor who will be completing the process in November 2019.-Staff review of report and presentation of marketing concepts to parks and rec commission in February or March, 2020.Fall 2019Spring 2020In Progress To create a marketing strategy plan that includes an analysis of programs to offer, fees to charge and evaluation of the department program brochure.Winter 2019Spring 2020$20,000.00 $4,000.00 150 Christine Hanel Parks & RecreationThe 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-Tree Plotter Web Application-PCI Story Map-AR Art Walk AppComplete projects with stated timeline $1,426,753 Innovation & Technology7Winter 2019$1,031,690 6864 Bill MitchellDeploy applications to enhance operational efficiency. Applications*A portion of this scope includes a Priority Setting Item*1) Finalize implementation of applications in flight. 2) Continue to research cost effective solutions to current business problems. Applications in progress:1) Public Works Dashboard2) Accela Land Management3) Zonar 3D Zoning4) ProjectDox Public Portal5) NextRequest PRA,6) Cafe Point of Sale7) Qless8) Augmented Reality Pilot9) TrafficWare Traffic Management System10) Cobblestone Contract Management11) NeoGov-Onboarding12) Chatbot Pilot 13) Golf Tee Time14) Enterprise Content Management Roadmap1) Spring 20192) Summer 20193) Summer 20194) Summer 20195) Summer 20196) Summer 20197) Summer 20198) Summer 20199) Summer 201910) Fall 201911) Fall 201912) Fall 201913) Fall 201914) Winter 2019In Progress21CC 02-10-20 Page 25 of 30
Operational Efficiency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program10Integration 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 20192) May 20193) May 20192) In Progress expected FY233) In Progress FY21 Final BudgetIn 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 2020Summer 2023N/A N/A 200 Kristina Alfaro Administrative Services11Emergency 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.-Consultant selected and contract process begun. There were some extensions to the timeline as the schedule from the consultant was longer than anticipated. In addition, consultant selection was delayed due to the departure of the Emergency Services Coordinator. 1) Complete EOP2) Review constraints that annexes may have on COOP3) Decide in-house versus outsourcing COOP development4) Begin the process5) Completion of COOP6)Staff COOP Training1) June 20192) Fall 20193) Fall 20194) Winter 20195) Summer Winter 20206) Spring 2021In Progress 1) Having a completed COOP.2) Appropriate staff trained on COOP.Summer 2020Spring 2021$75,000 N/ADependent on whether it is written in-house or outsourced.500Clare FrancavillaKaty NomuraCity Manager's Office12New City Hall DesignDesign 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 occurred on April 2, 2019 to review the Civic Center Master Plan & discuss City Hall design/delivery strategy.'During the April 30, 2019 study session staff received a variety of comments including the need for more community outreach, more seismic analysis, to complete more value engineering, to begin a long-term fund toward building a New City Hall and consideration of Memorial Park as an alternate location.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) Project is on hold pending availability/analysis of alternate City Hall locations.2) Identifying potential future funding. 1) April 2019'2) June 2019'3) TBD'4) TBD'1) December 2020In ProgressOn Hold1) Approve design delivery strategy '2) Establish project budget'3) Identify a funding strategy '4) Issue RFQ '51)To create alternatives to the current City Hall location and to potentially reduce parking lot needs at the Civic Center Plaza. August 2020December 2020$3,500,000$5000$1500350 through consultant selectionRoger Lee Public Works22CC 02-10-20 Page 26 of 30
Operational Efficiency#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program13Interim City Hall DesignEvaluate options for an interim City Hall at 1) Monta Vista Recreation Center 2) Service Center 3) Leased SpaceThe budget amendment to allow staff to move forward with an RFP to hire an Architectural consultant is occurred on the 10/16/18 Council Agenda. An Architect was engaged to evaluate design alternatives.A preferred alternative at Monta Vista Recreation Center was presented to the City Council on April 30, 2019.Project has been deferred concurrent with the New City Hall Design project. Complete analysis for Interim City Hall location.Project is on hold pending availability/analysis of alternate City Hall locations. Pending funding strategy and timeline for new City Hall.On HoldPending funding strategy and timeline for new City Hall.1) Evaluate Monta Vista Rec Center2) Evaluate new bldg. at Service Center 3) Estimate leased space option 4) Select preferred locationJuly 2019December 2020$500,000 N/A $81,5001000 Roger Lee Public Works14Roll Out of Additional ERP ModulesFully 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 20192) July 20193) August 2019In Progress7/2019 Cancelled after completing testing staff determined that the application would not serve the City's needsContinue 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 2020CancelledN/A N/A 100 Kristina Alfaro Administrative Services23CC 02-10-20 Page 27 of 30
Public and Private Partnerships#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment1Art in Unexpected PlacesTo 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 pilotIn Progress Complete muralSummer 2020 $10,000 N/A100Catarina KiddErick SerranoCommunity Development2Library 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 in conjunction with the library room expansion.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) Ongoing2) May 2019 August 20203) August 2019 November 20204) August 2019CompletedIn Progress Complete updated lease agreementSeptember 2019November 2020N/AN/A280 Chad MosleyHeather Minner Jeff MilkesRoger LeeDiane ThompsonPublic WorksCity Attorney's OfficeParks & RecreationCity Manager's Office3Policies 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.-June 2019 Updated Community Funding brought to Council for approval but was deferred-January 2020 Updated Community Funding Policy approved by Council.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 20192) Spring 20203) Spring 20204) Summer 20205) Fall 2020ProposedIn ProgressA standardized process for nonprofits to receive funding and support from the City.Fall 2020 $15,000 N/A500 Kristina AlfaroJeff MilkesRandy SchwartzAdministrative Services/ Parks & Recreation4Small Business Development Center (SBDC) and Cupertino Visitor's CenterExplore 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 Continue until adequate space is foundIn 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 TBD contingent upon finding adequate spaceDependent upon space availabilityN/A200 Angela TsuiCity Manager's Office5Strategic Partnerships with NonprofitsCreate 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 Ongoing On Hold In ProgressTo create partnerships that result in efficiencies and improved services for Cupertino residents.-The Senior Wellness and Recreation Division has begun conversations with West Valley Community Services regarding case management collaboration. June 2019 OngoingN/AN/ATBDKim CalameKim FreyChristine HanelParks & Recreation FY 2019-20 Work Program24CC 02-10-20 Page 28 of 30
Public and Private Partnerships#*Project TitleProject ObjectiveProgress to DateNext StepsTimeline Current StatusPerformance GoalCompletion DateEst. Total Budget(not including staff time)Actual Expenseto DateEst. Total Staff HoursStaff LeadDepartment FY 2019-20 Work Program6Proactive 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.-Contracted with Townsend Public Affairs1) 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. 4) Provide proactive support.1) Summer 20192) Fall Spring 20193) Winter Spring 20194) Spring 2019 - Summer 2020ProposedIn Progress1) Lobbyist support secured for the City. 2) Plan developed to support legislative priorities. Winter 2019Ongoing$75,000 annuallyCosts may be shared among West Valley cities pending their participation. $48,000.00 500 Katy NomuraCity Manager's Office25CC 02-10-20 Page 29 of 30
CITY OF CUPERTINO
Legislation Text
Subject: Develop Council Goals to guide the upcoming City Work Program.
Develop Council Goals for formal adoption at a future Council meeting.
File #:20-7000,Version:1
CITY OF CUPERTINO Printed on 2/7/2020Page 1 of 1
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