ResultsMatter.

When I joined the Cupertino Union School District Board in 2016, community members asked for meetings to be recorded so the public could better follow district decisions. I advocated for greater accessibility, and the district found an economical way to record and livestream Board meetings.

Years later, when Cupertino discontinued hybrid participation for most commission meetings after the pandemic, I pushed to restore two-way hybrid participation. In September 2025, remote participation was restored for City commissions and committees.

At Foothill-De Anza: Board meetings are livestreamed and recorded, but public comment is currently in person and past recordings are not maintained as an easily accessible online archive. I would work to expand remote participation and make Board meeting records easier for the public to access.

When I joined the City Council, Cupertino’s community grant program was known mainly to a small group of organizations that had applied repeatedly over the years.

I worked to inform more community organizations about the opportunity and supported published criteria, Parks and Recreation Commission review, opportunities for applicants to answer questions, and final City Council consideration.

Over time, a broader range of community organizations applied for and received City grants.

At Foothill-De Anza: When public resources or opportunities are limited, they should be widely communicated, guided by clear criteria, and allocated through a process people can understand.

Cupertino had recognized the need for more library program space for years, but the expansion stalled after it was bundled with a much more expensive new City Hall project.

After I joined the Council in 2019, I supported separating the library expansion from the City Hall project and moving it forward while considering a less costly renovation approach for City Hall.

The expansion was approved in 2019 and ultimately added approximately 5,600 square feet of flexible program and community space.

The lesson: don’t let an unnecessarily large solution prevent a worthwhile project from moving forward. Find a practical path that addresses the need while controlling costs.

At Foothill-De Anza: Facilities decisions should start with the actual student and community need, then look for the most practical and cost-conscious way to meet it.

Helped reduce the original $5 million McClellan Community Garden project budget to $3 million through a more focused scope and cost-effective implementation, while expanding access with a satellite garden at Wilson Park in eastern Cupertino.

Today, the program includes the main garden at McClellan Ranch Preserve and a satellite garden at Wilson Park.

The lesson is simple: better access does not always require a bigger project or a bigger budget.

At Foothill-De Anza: I would look for practical ways to improve access while using public resources carefully.

I supported launching Via-Cupertino in 2019 as an on-demand community shuttle connecting residents with schools, workplaces, shopping, and regional transit.

The pilot later expanded through a partnership with the City of Santa Clara into the Silicon Valley Hopper, connecting riders to Caltrain, healthcare, colleges, shopping, and other major destinations.

The program also secured an $8.465 million state grant for expansion and fleet electrification.

This is the kind of government innovation I value: start with a practical solution, learn from experience, build partnerships, pursue outside funding, and expand what works.

Residents had proposed allowing dogs off leash in neighborhood parks, but the idea had made little progress because of concerns from other park users.

I supported a limited pilot at Jollyman Park, with designated hours and rules so the City could gather real-world experience, hear from dog owners and other park users, and address problems before making the program permanent.

After the pilot proved workable, the City continued the Jollyman DOLA and later expanded the program to Linda Vista Park.

This reflects an approach I often favor: test ideas on a manageable scale, learn from the results, fix problems, and expand what works.

When a local Audubon advocate brought forward the idea of Bird-Safe and Dark Sky standards, I supported the proposal and helped get the issue onto the Council agenda for consideration.

The Council directed City staff to work with the advocate to develop the ordinance. Adopted in 2021, Cupertino’s Bird-Safe and Dark Sky Ordinance was an early comprehensive Bay Area effort combining bird-safe building standards with measures to reduce light pollution and unnecessary nighttime lighting.

This shows how I approach good community ideas: help bring them into the public process, evaluate them carefully, and turn workable ideas into policy.

In 2019, my first year on the City Council, I started a monthly Coffee with the Vice Mayor, meeting residents at local cafes to hear concerns and discuss ideas. When I became Mayor in 2025, that continued as Chats with the Mayor, including visits to lesser-known restaurants and senior centers.

As Mayor, I also organized initiatives with community organizations, with minimal demands on City staff, including cultural and arts events, volunteer appreciation, youth activities, wellness programs, and community conversations. I have also served as the sole sponsoring Councilmember for the AAPI Festival since its founding in 2021.

Throughout my public service, I have tried to make accessibility and community presence a regular part of the job—not only during elections or when major issues arise.

At Foothill-De Anza: I want the colleges and Board to stay connected through ongoing relationships with students, residents, schools, nonprofits, cultural organizations, employers, and community groups.