Agenda packet — Los Gatos City Council, February 7, 2023 (part 2 of 3)

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SUBJECT: Town Code Amendment Regarding Town-Initiated Parcel Mergers/A-22-003 DATE: February 2, 2023
ENVIRONMENTAL ASSESSMENT:

Because the proposed Ordinance reflects State law, will not result in a change in the physical environment, and is not a project defined under CEQA, no further action is required (Public Resources Code Section 21065).

Attachments:

1. Lot Merger Ordinance

2. December 14, 2022, Planning Commission Staff Report

3. December 14, 2022, Planning Commission Verbatim Minutes

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DRAFT ORDINANCE

AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF LOS GATOS AMENDING CHAPTER 24, “SUBDIVISION REGULATIONS,” AND CHAPTER 29, “ZONING REGULATIONS,” OF THE TOWN CODE REGARDING TOWN-INITIATED PARCEL

MERGERS
WHEREAS, Town Code Section 29.10.070 currently addresses lot mergers for lots that do not conform with the Town’s requirements;
WHEREAS, Section 29.10.070(b) currently provides that “any parcels under the same or substantially the same ownership that do not meet the [Town’s] criteria . . . shall be considered merged;”
WHEREAS, The State Subdivision Map Act (Map Act) governs in the area of subdivisions and preempts local ordinances with regard to lot mergers; WHEREAS, The Town Code currently conflicts with, and is preempted by, State law; and WHEREAS, Staff is proposing an ordinance to amend the Town’s subdivision ordinance to conform with State law regarding lot mergers.

NOW, THEREFORE, BE IT ORDAINED by the Town Council of the Town of Los Gatos as follows:

SECTION I. Town Code Section 29.10.070, “Lot Merger,” is repealed.

SECTION II. A New Section 24.10.080, “Town-Initiated Parcel Merger,” is added to Chapter 24, “Subdivision Regulations,” of the Town Code to read as follows:

“(a) The Town may initiate a merger of a parcel with a contiguous parcel held by the same owner if any one of the contiguous parcels held by the same owner does not conform to standards for minimum parcel size, under the zoning ordinance applicable to the parcel and if, in accordance with Government Code Section 66451.11, all of the following requirements are satisfied:
(1) At least one of the affected parcels is undeveloped by any structure for which a building permit was issued or for which a building permit was not required at the time of construction, or is developed only with an accessory structure or accessory structures, or is developed with a single structure, other than an accessory structure, that is also partially sited on a contiguous parcel. (2) With respect to any affected parcel, one or more of the following conditions exists:

ATTACHMENT 1

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a. Comprises less than 5,000 square feet in area at the time of the determination of merger;
b. Was not created in compliance with applicable laws and ordinances in effect at the time of its creation;
c. Does not meet current standards for sewage disposal and domestic water supply;
d. Does not meet slope stability standards;
e. Has no legal access which is adequate for vehicular and safety equipment access and maneuverability;
f. Its development would create health or safety hazards; or g. Is inconsistent with the applicable general plan and any applicable specific plan, other than minimum lot size or density standards. (b) Before initiating a parcel merger, the Town will notify the owner of the affected parcels and provide the owner with the opportunity for a public hearing. The public hearing will be conducted by the Planning Commission. The decision of the Planning Commission may be appealed to the Town Council within ten days of the decision of the Planning Commission. The decision of the Town Council shall be final.” SECTION III. Severability.

In the event that a court of competent jurisdiction holds any Section, subsection, paragraph, sentence, clause, or phrase in this Ordinance unconstitutional, preempted, or otherwise invalid, the invalid portion shall be severed from this Section and shall not affect the validity of the remaining portions of this Section. The Town hereby declares that it would have adopted each Section, subsection, paragraph, sentence, clause, or phrase in this Section irrespective of the fact that any one or more Sections, subsections, paragraphs, sentences, clauses or phrases in this Section might be declared unconstitutional, preempted, or otherwise invalid.

SECTION IV. Publication.

The Town Clerk is directed to cause copies of this ordinance to be posted in three (3) prominent places in the Town of Los Gatos and to cause publication once in the Los Gatos Weekly, the official publication of legal notices of the Town of Los Gatos, of a notice setting forth the date of adoption, the title of this ordinance, and a list of places where copies of this ordinance are posted, within fifteen (15) days after adoption of this ordinance. In lieu of publication of the full text of the ordinance within fifteen (15) days after its passage, a summary of the ordinance may be published at least five (5) days prior to and fifteen (15) days after adoption by the Town Council and a certified copy shall be posted in the office of the Town Clerk, pursuant to GC 36933(c)(1).

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SECTION V. CEQA.

Adopting this ordinance addressing Town initiated lot mergers is not a project subject to CEQA because it can be seen with certainty that it will not impact the environment (CEQA Guidelines Section 15378).

SECTION VI. Effective Date.

This Ordinance was introduced at a regular meeting of the Town Council of the Town of Los Gatos on the 7
th day of February 2023, and adopted by the following vote as an ordinance of the Town of Los Gatos at a regular meeting of the Town Council of the Town of Los Gatos on the _________, 2023. This ordinance takes effect 30 days after it is adopted.

COUNCIL MEMBERS:

AYES:

NAYS:

ABSENT:

ABSTAIN:

SIGNED:

MAYOR OF THE TOWN OF LOS GATOS

LOS GATOS, CALIFORNIA
DATE: __________________
ATTEST:

TOWN CLERK OF THE TOWN OF LOS GATOS

LOS GATOS, CALIFORNIA
DATE: __________________

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PREPARED BY: Gabrielle Whelan
Town Attorney
Reviewed by: Planning Manager and Community Development Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6872 www.losgatosca.gov

TOWN OF LOS GATOS

PLANNING COMMISSION
REPORT
MEETING DATE: 12/14/2022
ITEM NO: 5
DATE: December 9, 2022
TO: Planning Commission
FROM: Joel Paulson, Community Development Director
SUBJECT: Consider Amendments to Chapter 24 (Subdivision Regulations) and Chapter 29 (Zoning Regulations) of the Town Code Regarding Town-Initiated Parcel Mergers. Town Code Amendment Application A-22-003. PROJECT LOCATION: Town Wide. APPLICANT: Town of Los Gatos.

RECOMMENDATION:

Consider amendments to Chapter 24 (Subdivision Regulations) and Chapter 29 (Zoning Regulations) of the Town Code regarding Town-initiated parcel mergers.

CEQA:

Because the proposed ordinance reflects State law, it will not result in a change in the physical environment and is not a project defined under CEQA, and no further action is required (Public Resources Code Section 21065).

FINDINGS:
▪ Find that there is no possibility that this project will have a significant impact on the environment; therefore, the project is not subject to the California Environmental Quality Act [Section 15061 (b)(3)] (Exhibit 1).
▪ Find that the Town Code amendments are consistent with the General Plan.

ACTION:

Recommendation to Town Council.

ATTACHMENT 2

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PAGE 2 OF 4
SUBJECT: Town Code Amendment Regarding Town-Initiated Parcel Mergers/A-22-003 DATE: December 9, 2022
BACKGROUND:

Town Code Section 29.10.070 currently addresses lot mergers for lots that do not conform with the Town’s requirements. Subsection (b) currently provides that “any parcels under the same or substantially the same ownership that do not meet the [Town’s] criteria . . . shall be considered merged.”
The State Subdivision Map Act (Map Act) governs in the area of subdivisions and preempts local ordinances with regard to lot mergers. The applicable Map Act provisions are codified in Government Code Sections 66451.10 and following. The Map Act requires the following steps before a lot merger can take effect:
1) The owner of the affected parcels must be notified of the lot merger proposal; 2) The Town must file with the County Recorder a notice of merger; and 3) Prior to recording the notice of merger, the Town must mail the record owner a notice of intention and give the owner an opportunity to request a hearing.

DISCUSSION:

This item relates to the merger of existing lots that do not conform with the Town’s standards.

Currently, the Town Code states that nonconforming lots are merged automatically. This provision conflicts with, and is preempted by, State law. Therefore, staff is proposing an ordinance to bring the Town Code into conformance with State law regarding lot merger. Staff has prepared the following revised language to be included in the ordinance with new language shown underlined and deleted language shown strike-through:

Section 24.10.080. Town-Initiated Parcel Merger.
(a) The Town may initiate a merger of a parcel with a contiguous parcel held by the same owner if any one of the contiguous parcels held by the same owner does not conform to standards for minimum parcel size, under the zoning ordinance applicable to the parcel and if, in accordance with Government Code Section 66451.11, all of the following requirements are satisfied:
(1) At least one of the affected parcels is undeveloped by any structure for which a building permit was issued or for which a building permit was not required at the time of construction, or is developed only with an accessory structure or accessory structures, or is developed with a single structure, other than an accessory structure, that is also partially sited on a contiguous parcel. (2) With respect to any affected parcel, one or more of the following conditions exists:
a. Comprises less than 5,000 square feet in area at the time of the determination of merger;
b. Was not created in compliance with applicable laws and ordinances in effect at the time of its creation;

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SUBJECT: Town Code Amendment Regarding Town-Initiated Parcel Mergers/A-22-003 DATE: December 9, 2022
DISCUSSION (continued):
c. Does not meet current standards for sewage disposal and domestic water supply;
d. Does not meet slope stability standards;
e. Has no legal access which is adequate for vehicular and safety equipment access and maneuverability;
f. Its development would create health or safety hazards; or g. Is inconsistent with the applicable general plan and any applicable specific plan, other than minimum lot size or density standards. (b) Before initiating a parcel merger, the Town will notify the owner of the affected parcels and provide the owner with the opportunity for a public hearing. The public hearing will be conducted by the Planning Commission. The decision of the Planning Commission may be appealed to the Town Council within ten days of the decision of the Planning Commission. The decision of the Town Council shall be final.

Sec. 29.10.070. Lot merger.
(a) A parcel of land does lawfully exist separately from other land and is a lot when the parcel meets each of the following criteria:
(1) Comprises at least five thousand (5,000) square feet in area. (2) Was created in compliance with applicable laws and ordinances in effect at the time of its creation.
(3) Meets current standards for sewage disposal and domestic water supply. (4) Meets slope stability standards.
(5) Has legal access which is adequate for vehicular and safety equipment access and maneuverability.
(6) Development of the parcel would create no health or safety hazards. (7) The parcel would be consistent with the applicable general plan and any applicable specific plan, other than minimum lot size or density standards. (8) No structures are built over a common property line which is shared with another parcel under the same or substantially the same ownership. (b) Any parcels under the same or substantially the same ownership that do not meet the criteria listed above shall be considered merged. In addition, no parcel shall be modified through a lot line adjustment procedure in order to meet the criteria listed above.

CEQA DETERMINATION:

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SUBJECT: Town Code Amendment Regarding Town-Initiated Parcel Mergers/A-22-003 DATE: December 9, 2022
PUBLIC COMMENTS:

At the time of this report’s preparation, the Town has not received any public comment.

CONCLUSION:

A. Summary
The attached amendments to Town Code Chapters 24 and 29 are recommended to bring Town Code into conformance with State law regarding lot merger.

B. Recommendation
For the reasons mentioned in this report, staff recommends that the Planning Commission forward the Draft Ordinance amendments to the Town Council with a recommendation for adoption. The Commission should also include any comments or recommended changes to the Draft Ordinance in taking the following actions:

1. Find that because the proposed ordinance reflects State law, it will not result in a change in the physical environment and is not a project defined under CEQA, and no further action is required (Public Resources Code Section 21065); and

2. Make the required finding that the Ordinance amendments are consistent with the General Plan; and

3. Forward a recommendation to the Town Council for adoption of the Ordinance amendments to the Town Code.

C. Alternatives
Alternatively, the Commission can:

1. Continue the matter to a date certain with specific direction; or

2. Recommend the Ordinance Amendments with additional modifications; or

3. Recommend that the Town Council not adopt the Ordinance Amendments.

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LOS GATOS PLANNING COMMISSION 12/14/2022
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A P P E A R A N C E S:

Los Gatos Planning
Commissioners:

Melanie Hanssen, Chair
Jeffrey Barnett, Vice Chair
Kathryn Janoff
Steve Raspe
Emily Thomas
Town Manager: Laurel Prevetti
Community Development
Director:

Joel Paulson
Town Attorney: Gabrielle Whelan
Transcribed by: Vicki L. Blandin
(619) 541-3405
ATTACHMENT 3

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P R O C E E D I N G S:

CHAIR HANSSEN: We will move on to the next item
on the agenda, which is Item #5, which is considering
amendments to Chapter 24 (Subdivision Regulations) and
Chapter 29 (Zoning Regulations) of the Town Code regarding Town-initiated parcel mergers. Town Code Amendment
Application: A-22-003. Project location: Town-wide. The Applicant is the Town of Los Gatos.

I assume that you guys are going to give a Staff
Report on this?
ATTORNEY WHELAN: Yes, I’ll give a brief report.

This is Gabrielle Whelan, the Town Attorney, and this is a cleanup of the Town Code.

Right now the Town Code has a lot merger
provision that’s located in the Zoning Code that has caused confusion for some applicants, because the existing
provision provides that lots that don’t conform with Town standards are automatically merged. I think that that
section predates the Subdivision Map Act, because the
Subdivision Map Act contains a different procedure for the merger of parcels, and it is not automatic and there is a very specific procedure that the Town would need to go

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through to merge the two parcels, and the State law
preempts any regulations.

So this is a cleanup that is intended to remove a
conflict that we have with State law in the current Town Code, and then also remove the provision out of the Zoning Code and into the Subdivision Ordinance, because Staff
feels that it will be easier for applicants to find if it’s located in the Subdivision Ordinance.

We’ve proposed an amendment and we’re asking for
the Planning Commission’s recommendation of this amendment to the Town Council, and if the Commission agrees with
Staff’s proposal it would probably go to the Town Council at some time in January.

CHAIR HANSSEN: Thank you for that. I’m going to
ask if any Commissioners have questions for Staff, but my understanding after going over this in the pre-meeting is that the Commission isn’t being asked to modify any of the language or determine if that’s adequate or not, that’s been done by our Town Attorney, so this is only a yes or no in terms of recommending it to Town Council, but we can certainly ask questions.

Commissioner Raspe.

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COMMISSIONER RASPE: Thank you, Chair. I
understand why we’re making this change, and it makes
complete sense to me.

One point of clarification: My understanding is
our prior process was an automatic merger of lots without any action required necessarily, and the way the new
language is drafted, it indicates that the Town may
initiate the mergers?
ATTORNEY WHELAN: Right.

COMMISSIONER RASPE: It doesn’t make it
mandatory, nor does it say under what criteria the Town may do that. Is there a process that we’ll go through to make those determinations?
ATTORNEY WHELAN: The language we’ve proposed
matches what’s in the Subdivision Map Act right now, and so the criteria under which the Town could decide to initiate a merger would be if any of the parcels are under the
minimum size, if they don’t meet our current standards for sewage disposal and water supply, they don’t meet our
current slope stability standards, they don’t have legal access, there are health and safety standards, or the lot is inconsistent with an applicable General Plan or Specific Plan provision. Those have been written to match the

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circumstances that the State says a town or city could
initiate a parcel merger.

COMMISSIONER RASPE: I just wanted to make sure
we weren’t introducing some uncertainty where we had an automatic provision previously, but it sounds like as
drafted it works with the remainder of the Subdivision Map Act to kind of take care of that, so thanks for answering my questions.

CHAIR HANSSEN: Are there any other questions
from other Commissioners? If there aren’t any questions, can I get a motion to recommend this code change to the Town Council? Commissioner Raspe.

COMMISSIONER RASPE: Thank you, Chair. I move to
recommend the amendment to Chapter 24 (Subdivision
Regulations), and Chapter 29 (Zoning Regulations), of the Town Code regarding Town-initiated parcel mergers as
presented in the Staff Report to Town Council.

CHAIR HANSSEN: Very good, thank you for that. Is
there a second? Commissioner Thomas.

COMMISSIONER THOMAS: I second Commissioner
Raspe’s motion.

CHAIR HANSSEN: Very good. Any other discussion?
Vice Chair Barnett.

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VICE CHAIR BARNETT: Are we required to make the
findings that are listed on page 1 of Item 5 in the agenda? ATTORNEY WHELAN: It’s legislation, so findings
aren’t technically required, but I suppose it couldn’t hurt to explain that it is exempt from CEQA and that the
amendments are consistent with the General Plan.

COMMISSIONER RASPE: I’d be happy to revise my
motion to include the findings that there is no possibility the project will have significant impact on the
environment, therefore the project is not subject to CEQA, and with the finding that Town Code amendments are
consistent with the General Plan.

CHAIR HANSSEN: Very good, and does the seconder
agree? I note that Ms. Armer has her hand up, so let’s see what she has to say.

JENNIFER ARMER: Thank you, Chair. Since this is
a public hearing, I do believe we need to ask for public comment.

CHAIR HANSSEN: Oh, yes, of course. Thank you for
that. We’ve talked about this item and we made a motion, but we can still make public comment, and if there’s a need to revisit the motion, we can do that. I will put out there that this would be the time for any member of the public to speak on this item, and you would have up to three minutes.

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Is there anyone that would like to speak, and if so please raise your hand on Zoom or follow the procedure in the
agenda if you’re on a phone.

JENNIFER ARMER: If anybody would like to speak
on this item, please raise your hand now. I’m not seeing any hands raised.

CHAIR HANSSEN: Thank you for reminding me that
we needed to do that, and we need to do that on the next item as well, right? Okay.

If there are no further comments I will call the
question, and start with Commissioner Thomas.

COMMISSIONER THOMAS: Yes.

CHAIR HANSSEN: Commissioner Raspe.

COMMISSIONER RASPE: Yes.

CHAIR HANSSEN: Commissioner Janoff.

COMMISSIONER JANOFF: Yes.

CHAIR HANSSEN: Vice Chair Barnett.

VICE CHAIR BARNETT: Yes.

CHAIR HANSSEN: And I vote yes as well. And this
is a recommendation, so I don’t believe there are any
appeal rights, and then it will go on to Town Council for their consideration later on.
(END)

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PREPARED BY: Tracy Wang
Transportation and Mobility Manager
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, Finance Director, and Parks and Public Works Director
110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 02/07/2023
ITEM NO: 14
DATE: January 23, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Discuss Valley Transportation Authority (VTA) Proposed Changes to Route 27 Weekend Bus Service
RECOMMENDATION:

Discuss Valley Transportation Authority (VTA) proposed changes to route 27 weekend bus service.

BACKGROUND:

VTA Bus Route 27 operates seven days a week from the Winchester Transit Center in Campbell to Los Gatos and then runs east on Blossom Hill to the Santa Teresa area of south San José. It is the only route that operates through downtown Los Gatos and serves between two to seven weekend passengers a day from the Town. See Attachment 1 for a route map.

DISCUSSION:

Increasing weekend traffic in downtown Los Gatos causes delays to the entire service route, particularly during the summer months and in the westbound direction. The buses can no longer keep to the schedule regardless of time allotted and often run over 30 minutes late due to congestion on Los Gatos Boulevard, Main Street, and Santa Cruz Avenue. The bus is also forced to make route detours during the Farmers’ Market on Sundays. While the Route 27 bus sees average ridership levels of 473 on Saturdays and 256 on Sundays, only two to seven of these weekend passengers a day are from the downtown Los Gatos area.

Considering the low ridership from Los Gatos and to increase service reliability to hundreds of weekend riders of Route 27, VTA will be rerouting their bus to run on Saratoga-Los Gatos Road

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SUBJECT: Changes to VTA Bus Route 27
DATE: January 23, 2023
DISCUSSION (continued):
on weekends only, instead of operating on the congested downtown streets of Santa Cruz, Main, and University. VTA will also add one weekend bus stop on eastbound Saratoga-Los Gatos Road between Santa Cruz, and University Avenue. See Attachment 2 for a route map of the proposed route change.

This change is expected to impact between two to seven weekend riders from Los Gatos, who will need to board the bus at different locations. This change is expected to offer more reliable service that operates efficiently according to schedule. There will be no change to weekday service and no impact is anticipated for Los Gatos High School riders. This change is scheduled to be implemented on April 29, 2023. VTA will alert riders in advance by posting flyers at the affected bus stops in advance, communicating the service changes through brochure and posters on vehicles, VTA website service change notice, social media blog, Transit App alerts, and other communication channels.

CONCLUSION:

Reliable bus service is a critical factor to rider experience and retention. The service changes described in this report are scheduled to take affect at the end of April. VTA implements transit service changes four times per year in January, April, August and October. Major service changes (defined here) are typically implemented in January, while minor service changes are typically implemented in April, August, and October. Major service changes must be submitted to the VTA Board of Directors for review and approval. VTA staff considered this service change to be minor in compliance with VTA’s Title VI Policy and it did not involve a decision from VTA’s Board of Directors. To staff’s knowledge, the Town has no say in this service modification.

COORDINATION:

This agenda item was coordinated with the Complete Streets Transportation Commission (CSTC) and VTA. The CSTC questioned whether the changes could be for a specific season instead of year-round and why changes must happen four times a year. The Commission also had concerns about the elimination of service accessibility through downtown on weekends.

VTA staff answered these questions and concerns.

FISCAL IMPACT:

The discussion of the VTA service changes has no fiscal impact.

ENVIRONMENTAL ASSESSMENT:

This is not a project defined under CEQA, and no further action is required.

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SUBJECT: Changes to VTA Bus Route 27
DATE: January 23, 2023
Attachments:

1. Existing VTA Route 27 Map

2. Proposed VTA Route 27 Map Through Los Gatos

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Attachment
1

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Route 27
Proposed weekend route
Route 27
Weekday route
New Eastbound stop at LosGatos Saratoga Rd and
University (Weekends Only)
Stops served only on weekdays
Route 27: Winchester Station -
Kaiser San Jose
Proposed Weekend Service
500 ft
Stops served 7 days/week
Los Gatos & Stacia
Main & Jackson
Los Gatos Civic Center
Main & Church Main & Fiesta Main & Pleasant
Main & Santa Cruz
Santa Cruz & Main
University & Mullen
University & Royce
Santa Cruz & Nicholson
Los Gatos & Simons
Los Gatos & Caldwell
Los Gatos &
Fillmer

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Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 02/07/2023
ITEM NO: 15
DATE: February 1, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Consider Modifications to Town Council Policy 2-01: Town Agenda Format and Rules Regarding Remote Attendance for Town Boards, Commissions, and Committees as Discussed by the Council Policy Committee RECOMMENDATION:

Consider modifications to Town Council Policy 2-01: Town Agenda Format and Rules regarding remote attendance for Town Boards, Commissions, and Committees as discussed by the Council Policy Committee.

BACKGROUND:

Effective December 29, 2022, the Santa Clara County Public Health Officer’s recommendation regarding continued remote public meetings of governmental entities has been rescinded. In addition, Jurisdictions throughout California are preparing for the Governor to end the State of Emergency pertaining to COVID-19. It has been announced that this is scheduled to take place on February 28, 2023. Among other implications, the flexibility for remote participation provided in Assembly Bill 361 will no longer be in effect.

In September 2022, the Town Council modified Town Council Policy 2-01: Town Agenda Format and Rules regarding remote attendance for Town Boards, Commissions, and Committees (hereafter referred to as Commissions). The Policy currently provides an opportunity for Council Members to participate remotely under certain circumstances. Commissioners have greater latitude to participate remotely. The Policy also provides for the public to have the choice to participate either remotely or in-person at all Council and Commission meetings.

DISCUSSION:

The use of hybrid meetings, in which there is both the option of in-person and remote participation, has been and continues to be a topic of discussion amongst City Managers and Clerks throughout our County. Attachment 1 contains the most current information

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SUBJECT: Town Council Policy 2-01: Town Agenda Format and Rules Regarding Remote Participation
DATE: February 1, 2023
DISCUSSION (continued):
regarding how the County and 14 other cities are handling this. Some jurisdictions have found that extra staff resources are needed to offer a remote option when in-person meetings resume.

While the Town of Los Gatos has been preparing for the return of in-person meetings for all Commissions beginning March 1, 2023, it has become clear that the Town only has the staff resources to provide a Zoom option for Town Council meetings. Unlike other Commissions, the Town Council is supported by the Town Clerk who manages the remote participants.

Specifically, this involves ensuring speakers are moved to and from the panelist position, managing the recording, and troubleshooting issues as they arise.

For the other Commissions, there is only the staff who provide the subject expertise at the meetings. It would be infeasible for the subject matter experts to be simultaneously supporting the Commission in its work, answering questions, and supporting the Chair with meeting facilitation while also managing the Zoom participation of the public and/or Commissioners.

For this reason, staff recommended to the Council Policy Committee modifications to the Policy to indicate that the remote public participation option will not be available to Commissions (see Attachment 2). Remote participation would remain an option for the public at all Town Council meetings.

Council Members would have the ability to participate remotely (either via Zoom or telephone) under the provisions of this Policy and the Brown Act. For Commissioners, the Town would return to a telephone option only if a Commissioner could not attend in person consistent with this Policy and the Brown Act.

At its January 23, 2023 meeting, the Council Policy Committee recognized that hybrid meetings can provide transparency, accessibility, and engagement with the public. The Committee was interested in the costs associated with obtaining the necessary technology and other equipment as well as the staff costs for an additional staff member(s) to manage the remote participants. Staff did not have this information readily available at the meeting.

The Committee heard testimony from a Complete Streets and Transportation Commissioner who preferred hybrid Commission meetings. A Planning Commissioner also spoke, commenting in favor of hybrid meetings with video and not audio only.

After deliberation, the Committee was split with Vice Chair Hudes recommending the Council approve the proposed changes with the exception of conducting hybrid meetings for the Planning Commission and Finance Commission (see Attachment 3). Chair Moore requested

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SUBJECT: Town Council Policy 2-01: Town Agenda Format and Rules Regarding Remote Participation
DATE: February 1, 2023
DISCUSSION (continued):
that Council consider the staff recommendation (Attachment 2) as well as additional information regarding the feasibility and cost of options for audio only and audio with video hybrid meetings for all Board, Commission, and Committee meetings.

Staff researched audio only options and found that Zoom or Teams remain the most viable to allow for the public to participate remotely even with an audio only selection. While this might help with the camera challenges associated with recording video for Commission meetings, the audio issues remain since each Commissioner does not have an individual microphone. In addition, a staff member would need to manage the remote participants via Zoom or Teams as well as providing technical guidance to the Commission as described above.

With the original staff recommendation, the proposed Policy would provide for Commissioners to participate by telephone as was done prior to the COVID-19 pandemic. This option requires that the remote location address be included on the agenda, an agenda be posted at the remote location, and that the remote location be open to the public. With this option, a telephone would be on “speakerphone mode” so the in-person participants could engage with the remote Commissioner. A tape recorder would record the proceedings and the audio recording would be posted to the Town’s website for public access.

In regards to Council Policy Committee members having different recommendations, the Council should consider both recommendations, public comments, and other information when making its final decision.

CONCLUSION:

Staff appreciates the Town Council’s consideration of this issue to provide time to prepare for the return of in-person Commission meetings. This preparation includes communication to the public and all Town Boards, Commissions, and Committees regarding any modifications to this Policy made by the Town Council.

In addition, the Council may consider other changes to this Policy, such as the remote participation requirements for Town Council members.

COORDINATION:

The preparation of this report was coordinated with all Town Departments.

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PAGE 4 OF 4
SUBJECT: Town Council Policy 2-01: Town Agenda Format and Rules Regarding Remote Participation
DATE: February 1, 2023
FISCAL IMPACT:

The fiscal impact depends upon the option Council decides to enact. If the Council requires hybrid meetings for one or more Commissions, there will be additional staff costs to attend and manage the remote participation portion of the meeting for certain Commissions.

For example, Planning Commission meetings are at night, lasting from one to four or five hours in length. The staff person managing the Zoom elements would be paid overtime for the evening work, necessitating an increased budget to cover these costs. In the future, a portion of these costs might be recovered by the Council modifying Planning fees associated with Commission meetings.

Monthly Finance Commission meetings are after business hours and typically last two hours.

Assuming a Deputy Clerk is assisting with the hybrid portion of the meeting, the extra cost per meeting would be approximately $160.

ENVIRONMENTAL ASSESSMENT:

This is not a project defined under CEQA, and no further action is required.

Attachments:

1. Remote Participation in Cities within Santa Clara County

2. Town Council Policy 2-01: Town Agenda Format and Rules (redline 1-23-23)

3. Town Council Policy 2-01: Town Agenda Format and Rules (redline 2-1-23)

4. Public Comments received before 11:00 a.m. on February 2, 2023

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ATTACHMENT 1
Participation in Cities within Santa Clara County
Jurisdiction Hybrid In-Person Only Notes
Campbell Yes
Cupertino Not yet decided
Gilroy Yes
Los Altos Not yet decided
Los Altos Hills Yes
Palo Alto Yes
Monte Sereno Yes
Milpitas Yes Only Council and Planning
Commission are hybrid
Morgan Hill Yes Only Council and Planning
Commission are hybrid
Mountain View Yes Only Council, Planning, and
Rental Housing
Committee (quasi-judicial
bodies) are hybrid
San Jose Yes
Santa Clara Yes Only Council and Planning
Commission are hybrid
Santa Clara County Yes Only Board of Supervisors is
hybrid
Saratoga Yes
Sunnyvale Yes

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ATTACHMENT 2

COUNCIL POLICY MANUAL
TITLE: Town Agenda Format and Rules POLICY NUMBER: 2-01 EFFECTIVE DATE: 12/15/1986 PAGES: 7
ENABLING ACTIONS: 1986-183; 1987-
024; 1988-124; 1993-181; 1994-057;
1996-108; 2001-077; 2004-033; 2009-
002; 2021-047
REVISED DATES: 12/15/1986; 3/2/1987;
6/6/1988; 6/15/1992; 12/6/1993; 4/4/1994;
8/5/1996; 7/2/2001; 4/5/2004; 1/20/2009;
3/16/2009; 12/6/2010; 8/5/2013; 3/3/2015;
9/20/2016; 6/20/2017; 8/1/2017; 12/4/18/;
8/20/19; 12/3/19; 6/1/2021; 11/2/2021;
9/20/22
APPROVED:

PURPOSE
To establish procedures which standardize Town agendas and insure an orderly meeting. This Policy applies to Town Council and all Town Boards, Commissions, and Committees.

POLICY
The following policies have been established:

A. Order of the Agenda
Subject to the Mayor’s, or Chair’s, discretion to change the order of consideration of any agenda item during any individual meeting:

Meeting Call to Order
Roll Call
Pledge of Allegiance
Appointments
Presentations
Closed Session Report
Council Matters
Manager Matters
Consent Calendar
Verbal Communications
Public Hearings
Other Business
Adjournment (No later than midnight without vote)
Small Town Service Community Stewardship Future Focus

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POLICY NUMBER:
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B. Closed Session Report
At the first Council meeting following any Closed Session, the Town Attorney will report on the Closed Session describing what occurred, but without reporting any information which could damage the Town’s position on a) potential or existing litigation, b) the acquisition or disposition of property, or c) any employee’s privacy interests. In addition, the Closed Session agenda shall clearly identify the subject of each agenda item consistent with the requirements of the Brown Act.

C. Communications by Members of the Public
Speakers at public meetings will be asked to provide their full name and to state whether they are a resident of the Town of Los Gatos. This information is optional but not required.

1. Verbal Communications. Comments by members of the public during the initial Verbal Communications portion of the agenda on items not on the Council agenda shall be limited to 30 minutes and no more than three (3) minutes per speaker. As an item not listed on the agenda, no response is required from Town staff or the Council and no action can be taken. However, the Council may instruct the Town Manager to place the item on a future agenda. At the conclusion of the first Verbal Communications, the agenda will proceed onto the Public Hearings and Other Business sections of the agenda. In the event additional speakers were not able to be heard during the initial Verbal Communications portion of the agenda, an additional Verbal Communications section can be opened prior to Adjournment.

2. Public Hearings. Presentations during the Public Hearings portion of the agenda by appellants and applicants, including any expert or consultant assisting with the presentation, shall be limited to a total of no more than five (5) minutes for all speakers.

Appellants and applicants shall be provided no more than three (3) minutes to rebut at the end of the public hearing. Other members of the public testifying at public hearings shall be limited to no more than three (3) minutes.

3. Submittal of written materials by Applicant and Appellant. To allow Town Council, Boards, Commissions, Committees, Town Staff, and the public the opportunity to review material in advance of a hearing, all materials submitted by the Applicant or Appellant must be received by the Town Clerk fourteen (14) days prior to the scheduled public hearing. Documents and materials received from the Applicant or Appellant after the deadline will be accepted; however, the Town Staff may not have the time to analyze the documents and material, and Town Council may not have the time to consider materials submitted after the deadline. The submittal of any additional material by the Applicant or Appellant shall not be considered prima facie evidence (sufficient to establish a fact or raise a presumption) under Town Code Section 29.20.300.

4. Other Agenda Items. Comments by members of the public concerning any other item on an agenda shall be limited to no more than three (3) minutes per item.

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5. Mayor’s Discretion. All time limits noted above shall be subject to change at the Mayor’s discretion. If a member of the public speaks on the wrong item, the time used would be deducted from the speaker’s overall public comment time allowance on the correct item.

D. Consent Calendar
Items on the Council agenda that are considered to be of a routine and non-controversial nature are placed on the Consent Calendar. Typical items include meeting minutes, final reading and adoption of ordinances, resolutions approving agreements, awards of contracts, status staff reports, etc.

Consent items shall be approved by a single Council motion unless a member of the Council requests that an item be removed for separate Council action. Members of the public may speak on an item on the Consent Calendar during the public comment portion before the Council votes on the Consent Calendar. Items removed from the Consent Calendar may be considered at that meeting at the Mayor’s discretion. If an item is removed for discussion, members of the public may speak to that item even if they previously spoke on the item during public comment.

E. Presentations
The Presentations portion of the agenda is intended to allow organized groups to make formal presentations to the Council and to recognize and honor deserving individuals and organizations. All matters included on the Presentations portion of the agenda require the prior approval of the Mayor and shall be limited to no more than ten (10) minutes, unless the Mayor grants additional time.

F. Council Matters
Members of Council may report on the activities of the committees to which they belong or the meetings they attend, question staff briefly on matters upon which the Council has taken action or given direction, make brief announcements, or discuss whether to place particular items on future agendas for action by the Council. Future agenda items to be briefly discussed here shall be identified consistent with Section G of this policy, or may be raised for the first time under this item.

G. Adjournment
Council meetings will be adjourned at midnight unless a majority of the Council Members present vote to extend the adjournment time.

H. Americans with Disabilities Notice on Town Agendas
As part of the requirements under the Americans with Disabilities Act, the Town is required to provide notice of whom to contact in advance of a public meeting for assistance to disabled individuals who might wish to participate. The following notice shall be provided in at least one location on each Town agenda for Council, Boards, Commissions, or Committees.

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POLICY NUMBER:
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I. Preparation of the Agenda
The agenda is prepared by staff in consultation with the Mayor for the Mayor’s final approval. If there is a disagreement between the Mayor and staff, the Mayor makes the ultimate call on the Agenda and its items. Any member of the Council may submit a request through the Town Manager or directly to the Mayor to make a change or addition to the agenda. In no event may the subject of whether to amend the agenda be discussed outside of a public meeting by more than two (2) members of the Council.

Items thus proposed to be added to the agenda require the Mayor’s agreement to be added for action. If the Mayor does not agree, the item shall be listed on the agenda for discussion purposes only under the Council Matters section of the agenda. Council may then discuss whether to place the item on a future agenda for action. Two (2) or more members of the Council must vote in favor of placing an item on a future agenda for action. The Mayor in good faith will make every effort to place the item on the first available Council agenda in consultation with the Town Manager.

If the wish of the Council is to add an item on the agenda of the current meeting, then the Brown Act generally requires a two-thirds (2/3) vote or a unanimous vote of those present if less than five (5) Council Members are present, with a finding that there is a need to take immediate action and the need for action came to the attention of the Town after the agenda was posted.

J. Agenda Schedule and Preparation
In general, questions or inquiries from Council Members to the Town Manager and/or Town Attorney regarding agenda items should be responded to within 24 hours, and then placed into Addenda and/or Desk Items, as appropriate.

Thursday, prior
to the meeting
Written agenda is finalized and printed. Agenda packets distributed to Town Council Members. Public comments on agenda items received by 11:00 a.m. will be included in the agenda packet.

Friday, prior to
the meeting
Additional information from staff available after the Thursday distribution of the agenda packet, and public comments received prior to 11:00 a.m. on Friday will be distributed to Town Council members as an Addendum to a staff report.

In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Clerk Administrator at (408) 354-6834.

Notification 48 hours before the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting [28 CFR §35.102-35.104]

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Monday, prior
to the meeting
Additional information from staff available after the Friday Addendum and public comment received prior to 11:00 a.m. on Monday will be distributed to Town Council members as an Addendum to a staff report.

Day of Council
Meeting
Council comments and questions received by 7:00 a.m. and public comments received by 11:00 a.m. on the morning of a Council meeting will be included in a Desk Item for distribution to Town Council members by 3:00 p.m. on the afternoon of a Council meeting. Council comments and questions received after 7:00 a.m. may be addressed during the Council meeting. Public comment received after 11:00 a.m. will not be distributed to the Council in the Desk Item; however, public comment may be submitted by individuals during the Council meeting.

In general, questions or inquiries from Council Members to the Town Manager and/or Town Attorney regarding agenda items should be responded to within 24 hours, and then placed into Addenda and/or Desk Items, as appropriate.

K. Agenda Posting
Council Agendas shall be posted at least 72 hours prior to a regular meeting, and at least 24 hours prior to a special meeting. Notice of any meeting of a formally appointed Committee where two Council Members could be present shall be posted at least 24 hours in advance of any such meeting with a note as to the time and location, and an invitation to the public to attend.

L. Conduct of Town Council Meetings
The Council shall adopt:

1. Robert's Rules of Order or

2. Some other rules of order, or

3. Allow the Mayor to conduct the meeting as deemed appropriate so long as all members of the Town Council concur.

M. Attendance at Meetings
The Town Council and Commissioners are expected to attend all meetings as part of their commitment to their positions. Attendance requirements for Commissioners are set forth in Town Council Policy 2-11: Commission Appointments, Residency and Attendance Requirements, and Establishing a Quorum. Consistent with the Family Medical Leave Act and the California Family Rights Act, absences of up to 12 weeks due to the birth of a child constitute excused absences.

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POLICY NUMBER:
2-01
N. Remote Attendance
The Town Council Rules provisions concerning remote attendance shall apply to all Boards, Commissions, and Committees as well as the Town Council as follows: In addition to the requirements of the Brown Act, the following guidelines apply to Town meetings:

1. Town Council Meetings: Requests by Council Members to attend a regular Council meeting via remote appearance (either Zoom or telephone) are allowed on a limited basis and with no more than two remote participations in a row. Remote attendance shall be permitted for a medical, family or work event requiring a Council Member’s absence or in the event the Council Member is out of the area on official Town business.

In addition, at least a quorum of the Council must participate from a location within the Town and comply with other requirements of the Brown Act. When a Council Member is participating remotely, they shall have their camera on and be visible for the duration of the meeting.

2. Town Board, Committee, and Commission Meetings: Board, Committee, and Commission members may participate remotely by telephone only. Requests by Commissioners to attend a Commission meeting via remote appearance telephone should be allowed on a limited basis to mirror the existing attendance requirements, and with no more than two remote participations in a row, and in compliance with the Brown Act.

3. When a Council Member or Commissioner is participating remotely, they shall have their camera on and be visible for the duration of the meeting.

3. Remote Participation by the Public: The public may participate in all public Town Council meetings remotely by following the remote participation instructions that are provided on the agenda. The remote participation instructions shall be provided on all Town Council and Commission agendas. There is not a remote public participation option for Town Boards, Committees, or Commissions.

O. Proposed Reconsideration of Prior Council Actions
Reconsideration of prior Council actions is discouraged and may only occur in special circumstances subject to the procedural restrictions outlined herein. Reconsideration does not include, and this Policy does not prohibit, the repeal of a resolution or ordinance in response to a lawsuit or a referendum challenging that adoption.

Step 1 – Motion to Place Reconsideration of a Prior Action on a Future Council Agenda a) The motion must be made by a Council Member who previously voted on the prevailing side of the prior action;
b) The maker of the motion shall specifically articulate the new information, analysis and/or circumstances that warrant(s) reconsideration of the prior action; c) The motion must be adopted by a majority of the full Council; and

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d) The motion may only be made and considered at the next regularly scheduled meeting of the Council after the item was originally acted upon.

Step 2 – Full Reconsideration of the Prior Action, if a motion as outlined in Step 1 is approved.
a) The full reconsideration of the prior action will be placed on the next available Council agenda following the agenda-setting and required public notification process. b) The agenda, public notification and staff report for the full reconsideration of the prior action shall clearly state that the item has been previously acted upon by the Council and is being reconsidered by the Council.
c) Action on the reconsideration of the prior action shall adhere to regular Council policies and practices as if the item was being heard for the first time. d) The full reconsideration of the prior action (whether sustained, reversed or otherwise modified) will be the final action on that item, and no further reconsiderations will be considered.

P. Motions by the Chairperson
The Chairperson of the meeting may make or second motions. The Chairperson may also restate, or ask that the maker restate, all motions immediately prior to any vote.

Q. Behavior Expectations and Consequences at Town Council Meetings The public is welcome to participate in the meetings, understanding that the purpose of the meeting is to conduct the important business of the Town in an efficient and effective manner. At each meeting, the Mayor should state:

1. For the benefit of the entire community, the Town of Los Gatos asks that all speakers follow the Town’s meeting guidelines by treating everyone with respect and dignity. This is done by following meeting guidelines set forth in State law, in the Town Code, and on the cover sheet of the Council agenda.

2. The Town embraces diversity and strongly condemns hate speech and offensive, hateful language or racial intolerance of any kind at Council meetings.

3. Town Council and staff are well aware of the public’s right to disagree with their professional opinion on various Town issues. However, anti-social behavior, slander, hatred, and bigotry statements are completely unacceptable and will not be tolerated in any way, shape, or form at Town Council meetings.

4. All public comments at the Town Council meeting must pertain to items within the subject matter jurisdiction of the Town and shall not contain slanderous statements, hatred, and bigotry against non-public officials.

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5. The Town will go through the following steps if a disturbance results from a member of the public not following these rules:
a. If participating remotely, Town staff may mute the individual with an explanation for the record of why muting occurred consistent with this Policy. b. If participating in-person, the Mayor may call a recess for violation of this Policy, resulting in the immediate cessation of the audio and video recording and the Council exiting the Chamber. Staff will determine if the individual should be removed or if all members of the public should leave depending on the extent of the disturbance. In the event that all public members exit, only the press would be allowed back in the meeting. Once the individual(s) leave, the Council would return to the Chamber and the Mayor would resume the meeting. c. Persons disrupting a Council meeting may be cited for violation of the California Penal Code Section 403.

APPROVED AS TO FORM:
_________
Gabrielle Whelan, Town Attorney

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ATTACHMENT 3

PURPOSE
To establish procedures which standardize Town agendas and insure an orderly meeting. This Policy applies to Town Council and all Town Boards, Commissions, and Committees.

POLICY
The following policies have been established:

A. Order of the Agenda
Subject to the Mayor’s, or Chair’s, discretion to change the order of consideration of any agenda item during any individual meeting:

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4. Other Agenda Items. Comments by members of the public concerning any other item on an agenda shall be limited to no more than three (3) minutes per item.

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POLICY NUMBER:
2-01

G. Adjournment
Council meetings will be adjourned at midnight unless a majority of the Council Members present vote to extend the adjournment time.

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In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Clerk Administrator at (408) 354-6834.

Notification 48 hours before the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting [28 CFR §35.102-35.104]

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L. Conduct of Town Council Meetings
The Council shall adopt:

1. Robert's Rules of Order or

2. Some other rules of order, or

3. Allow the Mayor to conduct the meeting as deemed appropriate so long as all members of the Town Council concur.

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2. Town Board, Committee, and Commission Meetings: Board, Committee, and Commission members may participate remotely by telephone only, with the exception of the Finance and Planning Commissioners who have the choice of either Zoom or telephone. Requests by Commissioners to attend a Commission meeting via remote appearance should be allowed on a limited basis to mirror the existing attendance requirements, and with no more than two remote participations in a row, and in compliance with the Brown Act.

3. When a Council Member or Commissioner is participating remotely, they shall have their camera on and be visible for the duration of the meeting.

3. Remote Participation by the Public: The public may participate in all public Town Council, Finance Commission, and Planning Commission meetings remotely by following the remote participation instructions that are provided on the agenda. The remote participation instructions shall be provided on all Town Council, Finance Commission, and Planning Commission agendas. There is not a remote public participation option for other Town Boards, Committees, or Commissions.

Step 1 – Motion to Place Reconsideration of a Prior Action on a Future Council Agenda a) The motion must be made by a Council Member who previously voted on the prevailing side of the prior action;

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b) The maker of the motion shall specifically articulate the new information, analysis and/or circumstances that warrant(s) reconsideration of the prior action; c) The motion must be adopted by a majority of the full Council; and d) The motion may only be made and considered at the next regularly scheduled meeting of the Council after the item was originally acted upon.

P. Motions by the Chairperson
The Chairperson of the meeting may make or second motions. The Chairperson may also restate, or ask that the maker restate, all motions immediately prior to any vote.

2. The Town embraces diversity and strongly condemns hate speech and offensive, hateful language or racial intolerance of any kind at Council meetings.

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APPROVED AS TO FORM:
_________
Gabrielle Whelan, Town Attorney

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1 Wendy Wood
Subject: FW: Town Council Policy Regarding Remote Attendance for Boards, Commissions and Committees From: Rick Tinsley
Sent: Saturday, January 21, 2023 5:28 PM
To: Council <[email protected]>
Subject: Town Council Policy Regarding Remote Attendance for Boards, Commissions and Committees

EXTERNAL SENDER
Councilmembers,
In the latest Council Policy Committee packet Staff proposes to eliminate remote public participation and the use of Zoom in the above referenced meetings.

I urge the Council to reject Staff's proposal and maintain the use of Zoom ( or similar hybrid options) for these meetings.

Over the past two years of using Zoom, it has been clear that the use of this technology has provided several benefits:

1. Increased Public participation in and observation/attendance of meetings

2. Increased Staff observation of meetings that are of interest even if they are not Participants.

3. More Council members can observe meetings of interest (as Attendees not Participants)

4. Enhanced ability for Commissioners/Board Members/Committee Members to Participate remotely as necessary consistent with existing rules(video conferencing allows a more uniform ability than telephone-only participation).

5. Finally, and perhaps most importantly, archived recordings of these meeting are EXTREMELY valuable to all stakeholders for catching up with meetings they were unable to attend in real time or to simply review/verify content from a prior meeting. Many people have grown to rely on these recordings to become better informed on Town business.

Prior to using Zoom as prompted by the pandemic, Staff made audio recordings of some meetings but to my knowledge such audio files were never published or archived.

In the Council Policy Committee packet, Staff states "It would be infeasible for the subject matter experts to be simultaneously supporting the Commission........while also managing the Zoom participation of public and/or Commissioners." On the contrary I observed our Staff doing a very good job of this and becoming more and more adept over time with increased experience as most people have during the pandemic. Perhaps it is more of a challenge for some people that others and if so there are some simple solutions such as having one of the Commissioners/Board Members serve as Zoom manager, or having a high school or college intern manage this function. I am sure there are many other workable solutions that would allow us to maintain the valuable transparency this technology enables.

The use of this technology is one of the silver linings of the pandemic as it allowed all stakeholders to better inform themselves and increase their level of engagement in our governance. We should value and embrace this, not eliminate it.

Attachment 4 Page 260
2 Thank you,
Rick Tinsley

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PREPARED BY: Arn Andrews
Assistant Town Manager/Committee Liaison
Reviewed by: Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 02/07/2023
ITEM NO: 16
DATE: February 1, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Senior Service Committee Roadmap for Senior Services and Provide Any Additional Direction to the Committee and/or Staff RECOMMENDATION:

Receive the Senior Service Committee Roadmap for Senior Services and provide any additional direction to the Committee and/or staff.

BACKGROUND:

On March 2, 2021, the Town Council held a joint session with the Community Health and Senior Service Commission (CHSSC) to hear the Commission’s goals for the coming year. The Council indicated its strong interest in the work of the Commission in light of the inclusion of senior services as a new Council Strategic Priority for Fiscal Years 2021-2023.

Councilmembers requested that the Commission review the current senior service provision in Town and help identify any gaps that exist in senior services. On June 15, 2021, the Town Council received the Community Health and Senior Service Commission’s (CHSSC) assessment report on senior service provision in Los Gatos. At the conclusion of the discussion, Council provided direction to staff to return to Council with recommendations for establishing a Senior Service Committee.

On August 3, 2021, the Town Council adopted a Resolution 2021-035 establishing a Senior Service Committee for the development of a long-term vision and plan for senior service provision in Los Gatos. The Committee was tasked with developing a long-term vision and strategic plan through extensive community outreach, including workshops, that would culminate in a comprehensive report of how best to serve the needs of the Town’s older adult community.

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PAGE 2 OF 2
SUBJECT: Senior Service Roadmap
DATE: February 1, 2023
DISCUSSION:

On January 30, 2023, the Senior Service Committee approved the final Senior Service Roadmap for presentation to the Town Council (Attachment 1).

Attachment 2 contains a Power Point presentation outlining the seven Roadmap goals and associated projects.

CONCLUSION:

Council should receive the Senior Service Committee Roadmap for Senior Services and provide any additional direction to the Committee and/or staff.

COORDINATION:

This report has been coordinated with the Town Manager, Town Attorney, and Senior Service Committee.

FISCAL IMPACT:

None currently; however, there is a recommendation for 0.2 of a full time equivalent (FTE) staff position that Council may wish to direct for incorporation into the Proposed Fiscal Year 2023/24 Operating Budget.

ENVIRONMENTAL ASSESSMENT:

This is not a project defined under CEQA, and no further action is required.

Attachments:

1. Senior Service Roadmap

2. PPT of the Roadmap

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1 ATTACHMENT 1

Senior Services Roadmap for Los Gatos
A Report Prepared for the Town of Los Gatos
by request of the Town Council
January 30, 2023

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2 ATTACHMENT 1
Table of Contents

Topic
Title Page
Table of Contents
Committee Composition
Executive Summary
Overview
Actions To Date
Key Milestones
Senior Services Ecosystem in Los Gatos
Los Gatos One-Three-Ten Year Roadmap Goals
Goal 1. Appealing and Inviting Facility
Goal 2. Core Senior Services
Goal 3. Communications and Engagement
Goal 4. Volunteer Support and Engagement
Goal 5. Enhanced Transportation Options
Goal 6. Senior Housing
Goal 7. Integrated Governance, Funding,
and Accountability
Roadmap Communication
Conclusions
Page
1 2
3 4
6 7
9 19
26 26
28 31
34 36
38 40
47 48

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3 ATTACHMENT 1
Senior Services Roadmap for Los Gatos
A Report Prepared for the Town of Los Gatos
by request of the Town Council
Senior Services Committee
Tom Picraux, Senior Community Leader, Chair
Maureen Heath, Senior Community Leader, Vice Chair
Matthew Hudes, Council Member
Rob Rennie, Council Member & Mayor (Sept. 2021 - Apr. 2022) Maria Ristow, Mayor & Council Member (Apr. 2022 – Jan. 2023) Nancy Pearson, Service Clubs (Kiwanis)
Catherine Somers, Los Gatos Chamber of Commerce
Kathy Mlinarich, Service Provider (Live Oak Nutrition)
Lisa Lenoci, Service Provider (Live Oak Adult Daycare)
Diana Miller, County Department of Aging Representation Brennan Phelan, El Camino Hospital
Dick Konrad, CHSSC (Chair in 2022)
George Rossmann, CHSSC (Chair in 2021)
Maia Bernholz/Arshia Mathur, CHSSC Youth Representatives Eleanor Yick, CHSSC Member
Jeff Blum, CHSSC Member
Pradeep Khanal, CHSSC Member
Arn Andrews, Assistant Town Manager, Town Liaison
January 30, 2023

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4 ATTACHMENT 1
Executive Summary
The Senior Services Committee was created by the Town Council to study the needs of the older adult community. Issues laid bare by the pandemic and identified by the Community Health and Senior Services Commission (CHSSC) motivated this initiative. This Committee of stakeholders, including two Councilors and chair of CHSSC, was asked to prepare a roadmap for senior services, including a long-term vision and strategic plan. Over the past 15 months the Committee conducted extensive data gathering and outreach, including a survey of older households, stakeholder workshops, benchmarking of peer cities, and extensive engagement.

This Roadmap provides a 10-year plan for revitalizing senior services for the community atlarge in an age-friendly Los Gatos. Our vision is to create a community where older adults are engaged, valued and provided equitable opportunities to thrive in an environment that protects against isolation and promotes inclusion. Based on data, community input, and analysis, seven goals were chosen to achieve this vision:
1) Appealing & Inviting Facility (renovate or build);
2) Core Senior Services;
3) Communication & Engagement;
4) Volunteer Support & Engagement,
5) Enhanced Transportation Options for Older Adults;
6) Senior Housing – Information on Approaches & Options; 7) Integrated Governance, Funding, & Accountability.

One, three, and 10-year activities were developed for each area as well as specific projects with milestones. By addressing these in priority order the goals can be achieved with sustainable Town investment and by engaging dedicated, talented members of our community.

Significant leverage will be gained through community fundraising, volunteer engagement and government/foundation grants. At the end of 10 years our population of 55+ adults is anticipated to be nearly 1/3 of our Town. Our goal is to move from a Town with one of the regionally lowest, least-coordinated efforts for senior services to a thriving age-friendly Town where older adults provide substantial contributions and support. First steps to achieve these long-term objectives are:
● Engage Town commissions and boards to support Roadmap goals:
○ CHSSC (Communications & Engagement, Roadmap Tracking, Annual Assessment) ○ CSTC (Transportation Options for Older Adults)
○ Parks (Community Garden)
○ Other Commissions or Boards as appropriate
● Sustainably support core senior services:
○ Town: social, educational, healthy living activities provided by LGS Recreation; ○ Community: grants to services (Live Oak Nutrition, WVCS, re-establish Adult Day Care, etc.);

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● Create an Age-Friendly Coordinator position (0.2 FTE) as the central point of contact for coordination of Town and community older adult services, initiatives, and accountability.
● Recognize and encourage community-lead efforts to enhance support for senior services, including a planned 501(c)3 nonprofit Foundation (Friends of Los Gatos Seniors) to raise funds for senior programs and for a community facility with space for senior activities.
● Transition from planning to action by engaging the Senior Services Committee to assist the Town in publicizing and jump-starting year 1 projects and then sunset the Committee in 2023.

Other first year objectives include to engage volunteers and community organizations, and to enhance accountability by an annual assessment, and inventory senior housing opportunities.

Our study of peer cities indicates that this community Roadmap for senior services can bring substantial benefit to the Town of Los Gatos. The experience of Saratoga, Palo Alto, and Morgan Hill demonstrates that developing a robust senior services program through a citycommunity partnership can significantly increase resources for older adult programs without substantially increasing the cost to the city and with the benefits extending to all residents.

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Overview
This section provides a high level overview of the Senior Services Roadmap for the Los Gatos community at large and the essential first steps required in year one to achieve the Roadmap’s 10 year vision. It is a community plan, recognizing that the Town cannot provide all services.

Roadmap 1-3-10 Year Vision
The 1-3-10 year goals of the Roadmap supports the vision for Los Gatos fully participating as an age-friendly community.

Our Roadmap for Senior Services vision includes a transition from fragmented services to a coordinated partnership, including greater older adult community engagement over the onethree-ten year period.

Year One Implementation
Much progress has been made over the last 15 months in planning, engaging the older adult population, and in gaining the enthusiastic support of community leaders. For this progress to not be lost there are several steps that the Committee recommends the Town Council take.

Consistent with the Town’s current financial environment these near term steps have been tailored to require limited financial investment to sustain the effort while beginning to put in place the community structure needed for future senior services support at the local, regional,

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and state level. Our benchmarking studies have shown that resources supporting senior programs and facilities can be greatly increased through such community efforts that serve to supplement limited municipal resources. These resource additions will be essential to achieve the 10 year vision of the Roadmap. Key steps requested of the Town Council to achieve this progress are:
1) Engage commissions and ad hoc committees in support of the Roadmap goals (e.g., CHSSC for increased communication and engagement, CSTC for senior transportation, Parks Commission for Community Garden, etc.);
2) Sustainably support core senior services:
- Town: social, educational, healthy living activities provided by LGS Recreation, - Community: grants to services (Live Oak Nutrition, WVCS, re-establish Adult Day Care, etc.); 3) Create an Age-Friendly Coordinator position (0.2 FTE) as the central point of contact for coordination of Town and community older adult services, initiatives, and accountability; 4) Recognize and encourage community-lead efforts to enhance senior services support, including a planned 501(c)3 nonprofit Foundation, Friends of Los Gatos Seniors, to raise funds for senior programs and a community facility with space for senior activities.; 5) Transition from planning to action by engaging the Senior Services Committee to jumpstart year 1 projects and then sunset the Committee.

The figure below provides a visual representation of these critical steps by the Town Council and the Community.

Actions to Date
Background
As part of the ongoing strategic priorities of the Los Gatos Town Council to enhance the lives of older adults, the Council committed $500,000 in grants from ARPA (American Rescue Plan Act) funds in April 2021 to non-profits for revitalizing older adult programs. Part of these

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proceeds were used for a first statistically valid survey of older adults, senior recreation and activity programs, and to support a community health fair.

On August 3, 2021 the Los Gatos Town Council established a Senior Services Committee (SSC) to examine in depth the longer-term senior services issues initially presented by the Community Health and Senior Service Commission (CHSSC) and develop a road map for revitalizing senior services in Los Gatos. Council Resolution 2021-035 provided the SSC’s charter:
“The Committee should develop a long-term vision and strategic plan through extensive community outreach, including workshops, that would culminate in a comprehensive report of how best to serve the needs of the Town's older adult community. The Committee should leverage the breadth of Committee membership and existing coalitions in the identification and prioritization of needs and develop recommended solutions. The Committee should take into consideration the value proposition of recommendations, estimated level of effort, potential providers and service provision models, availability and timing of service delivery, and future funding requirements;”
The SSC members were subsequently appointed by the Council to represent the following areas:
o Community Health and Senior Service Commission – Two (2) members Chair and Youth Commissioner
o Councilmembers – Two (2) Councilmembers
o Service Club Representation – One (1) member
o Chamber Representation – One (1) member
o Service Provider Representation – Two (2) members
o Senior Community Leaders – Two (2) members
o County Department of Aging Representation – One (1) member o Healthcare Provider Representation – One (1) member
In September the membership was expanded from 12 to 16 to include all members of the CHSSC. A list of the members and the groups they represent is given in Appendix A.

The SSC held its first meeting in September 2021 and has subsequently met on a monthly basis (except for December 2021). Tom Picraux was elected as chair and Maureen Heath as vice chair. Subcommittees were established by the SSC in compliance with the Brown Act on an asneeded basis to carry out its specific tasks. A list of the subcommittees appointed and their membership is given in Appendix B.

The Committee's initial action was to develop a plan to accomplish its tasks with an associated timeline. It then gathered the data necessary to make an assessment of the state of senior services in Los Gatos. This activity included supporting the first statistically valid survey of older adults in Los Gatos, holding workshops with community groups to hear input on unmet needs of older adults, and benchmarking senior services in Los Gatos relative to comparable towns and cities elsewhere. The resulting findings were then used to establish a set of seven goals for enhancing future senior services in Los Gatos. Activities needed to support these goals were subsequently identified and used to develop detailed projects for each goal, as well as the

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requirements and resources needed to meet these goals. This information was then assembled into this Senior Services Roadmap for delivery to the Town Council in February 2023.

In all of the work of the Committee its considerations and recommendations have been guided by the Town’s diversity, equity and inclusivity goals. The Committee is committed to all of these objectives in all our Roadmap goals, valuing all community members, regardless of religion, immigration status, ethnicity, race, disability, gender, sexual orientation or gender identity. The Committee strives to ensure all community members feel safe, respected and comfortable to be themselves and express all aspects of their identities and oppose any attempts to undermine the safety, security and rights of any members of our community. In addition the Committee has embraced the previous goals of Los Gatos in becoming an AgeFriendly City and the Committee has developed its recommendations consistent with the WHO and AARP Age-Friendly Cities initiative that encourages promoting opportunities for older people to participate fully in town life (active aging), to continue to live independently for as long as possible in their community, and to live in a community where people of all ages are engaged, valued and afforded equitable opportunities to thrive.

Throughout the work of the Committee, the Town Council has approved key milestones developed by the Committee to assure alignment with the Council’s objectives. The following Section III.B. provides an overview of the key milestones accomplished by the Committee in developing the data needed to establish a long-term road map. In the course of the work of the Committee to develop long-term goals it became apparent that there were some short-term actions that could be taken immediately. These actions not only benefited older adults but also served to provide valuable insights in the development of the longer-term goals. They are summarized in Section III.B.6 below.

Key Milestones
During the fall of 2022 the Committee developed the following Vision and Mission for a Senior Services Roadmap. The Town Council approved these guiding principles in February 2022.

Vision
“CREATING A COMMUNITY WHERE OLDER ADULTS THRIVE
Our vision is to create a community where older adults are engaged, valued and provided equitable opportunities to thrive in an environment that protects against isolation and promotes inclusion.”
The Committee Vision is illustrated visually in the graphic on the following page.

Mission
Our mission is to provide an age-friendly community that:
● Provides resources and facilities for older adults to live full and healthy lives with volunteer and leadership opportunities that provide a sense of purpose, connection and belonging.

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● Promotes physical activity and physical, cognitive, mental and spiritual health for socially enriching lives.
● Promotes adequate and healthy nutrition through community programs. ● Embraces walkable spaces with safe, accessible and affordable transportation. ● Promotes increased participation
and communication with the
older adult community.
● Partners with local agencies that
provide services and assistance
for older adults, creating a
network that supports public
information that delivers
services in a coordinated and
collaborative manner.
● Ensures accountability by
measuring and monitoring the
results of efforts to provide
services for older adults.

The Committee also developed a Work
Plan for development of the road map,
which is given in Appendix C.

Benchmarked Survey
The Saratoga Area Senior Coordinating Committee (SASCC) was funded to implement and manage the administration of this Community Assessment Survey for Older Adults (CASOA) by POLCO in partnership with the National Resource Center (NRC), and the Committee participated in that effort. SASCC previously worked with POLCO to conduct the CASOA survey in Saratoga. CASOA provides a statistically valid survey of the strengths and needs of older adults as reported by older adults themselves. Aspects of livability are explored within six community dimensions: Community Design, Employment and Finances, Equity and Inclusivity, Health and Wellness, Information and Assistance, and Productive Activities. Overall community quality is assessed also. The report is intended to enable local governments, community-based organizations, the private sector, and other community members to understand more thoroughly and predict more accurately the services and resources required to serve an aging population.

The Committee worked with SASCC to develop the CASOA survey for Los Gatos and the survey was launched in early February 2022. The survey concluded in mid-March 2022. A total of 2,400 households with an adult member 60 years or older were randomly selected to receive the survey. Completed surveys from 529 older adults were obtained, providing an overall response rate of 22.0 % and a margin of error +/- 4.26%. An open participation survey was also

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offered and a total of 102 additional surveys were received and found to be consistent with the statistically validated random survey.

The objectives of the survey were to determine Town strengths that support older adults, to determine needs or gaps in services and to determine potential future needs. Goals of this study were:
● Immediate: planning, resource allocation, advocacy, increased engagement. ● Intermediate: implement programs to meet needs, increase the number of quality programs, and implement effective policies.
● Long Term: foster a community of older adults that are healthier, engaged, empowered, independent, productive, and vibrant.

The Survey Report of Results consisting of 173 pages was received in April 2022. How older residents of Los Gatos viewed their community overall and how likely they are to recommend and remain in Los Gatos provides a high-level overview of the quality and livability of the community:
• Over 9 in 10 of older residents living in Los Gatos rated their overall quality of life as excellent or good. Most of the older residents surveyed scored the community positively as a place to live and would recommend the community to others. More than three-fourths said they planned to stay in the community throughout their retirement. • Older residents tended to give lower scores to the community as a place to retire than they did to the overall quality of life in the community. About 7 in 10 respondents provided assessments of excellent or good to the community as a place to retire.

Community readiness was assessed through a series of older resident ratings in the six different livability domains and the summarized ratings are given below. The areas of community livability found to be strongest in Los Gatos were Safety, Physical Health, Community Inclusivity, and Social Engagement, while the areas showing the largest need for improvement were Housing (affordability, options, and accessibility issues), Employment (opportunities and quality), Information on Older Adult Services (more than 50% reported lack of available information on older adult services, programs, and activities), Independent Living (ability to continue living in one's home), and Mental Health (depression, isolation, anxiety and memory loss). Also, there was a lower rating for “new urbanism”, where older adults desire to live close to places where they can eat, shop, work and receive services. One more important gap was noted related to caregiving, where over 1/3 of respondents reported providing care for someone 55+: Los Gatos does

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not have an adult day care service, and it was found that long-term care services information is lacking, and a future crunch is predicted for caregiving support.

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The survey also assessed the economic contribution older adults make through employment and caregiving. It estimated that older residents in Los Gatos contribute $188 million annually to their community through paid and unpaid work.

The complete survey can be found at https://drive.google.com/file/d/1W8- VVqqF2FJckT8tQcC8lArka4e1L04M/view . An index detailing the areas covered by the survey is given in Appendix D.

Community Workshops
During its formation the Senior Services Committee was encouraged to engage and ‘energize’ the Town regarding the future of Senior Services as it learned about the needs of older adults in Los Gatos. Community outreach subcommittee members determined that a series of Community Workshops to reach out to various older adult communities in Los Gatos would be a valuable form of engagement and learning about needs. The workshops were organized to increase awareness in the community of the efforts of the Committee and the official survey to boost response and at the same time to gain additional insights into specific local interests and concerns of our older adult residents. The responses to an open discussion of what people liked and what they felt was missing in a focus-group like setting helped add ideas and insights to the higher-level knowledge gained from our official survey findings. It was recognized that holding the workshops with existing groups meant that the sampling represented a particular demographic of an active and engaged older population. However, these participants are also more likely to be early adopters and engage in new programs as we seek to build senior services.

Members Nancy Pearson and Catherine Somers conducted the workshops. Using a theme of re-imagining senior services, the participants were asked to think about what things would enrich their lives and those of their friends, family, and neighbors. The Town’s effort to revitalize senior services and to encourage participation in the survey was described. They were then asked to talk about the top three things that they would like to see the Town offer older adults and the three things that the Town needed to do better. Responses were noted and are summarized below. The workshops typically lasted 30 minutes.

Workshops were conducted between January and April with the following groups: Lions Club, Kiwanis Club, Los Gatos/Saratoga Service Providers, Democracy Tent, History Club, Live

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Oak Nutrition, El Sombroso Oaks (walking the community), Rotary (noon), Rotary (morning), 55 Plus Adult Rec., Terraces, and the Los Gatos Interfaith Council.

Key findings from the Workshops are:

Communication: with complaints ranging from having no communication during the pandemic to simply not knowing where to go or who to reach out to, it became apparent that communications to the older adult community was one of the biggest gaps. In addition, there were many requests for a ‘one-stop-shop’ hub of information. Needs ranged from how to find transportation, how to get a meal delivered, how to find a reliable handyman etc., to how to find out what is going on in Town and how to participate in group activities. Interest was also noted in the mountain communities with such residents asking that they be included in communications.

Transportation: older adults who no longer drive had many questions and concerns about transportation. These concerns were related to timing (e.g., last minute appointments needs) to coverage (e.g., does RYDE serve the mountain communities?) to cost (e.g., for just a needed short ride). One woman at the Terraces couldn’t get a ride to her church in Saratoga, as it was outside the range served for their vehicles and she didn’t know who to reach out to for help (which goes back to communication) Technology: whenever we asked about email/internet ability, the response varied, generally based on age. Younger seniors were fine with being on email lists, while older seniors preferred print and regular mail. Many said that they would like to be taught how to use their mobile phones properly, as well as social media (especially Facebook) and devices for reading, such as Kindles. They expressed a desire for the younger generations to help them.

Socialization: older adults generally want a place to go, perhaps to share a meal, play a game, listen to music, or otherwise socialize. Many also expressed a desire to volunteer.

Some notable quotes were:
“Everyone enjoys…everyone needs…a sense of belonging.”
“Volunteering is better than working…and has other effects too, such as building friendships and keeping busy in mind and body…”
Cities Benchmarking
To better understand the status of senior services in Los Gatos, services and spending (mostly pre-pandemic) for Los Gatos older adults were benchmarked against seven other peer communities by a benchmarking subcommittee. The peer communities were the cities of:
● Campbell,
● Cupertino,
● Los Altos/Los Altos Hills,
● Morgan Hill,
● Palo Alto,
● Princeton (NJ),
● Saratoga.

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Benchmarking areas were selected around four categories: 1) Environment; 2) Purpose, Connection and Belonging; 3) Healthy Living – Physical, Cognitive and Mental Health; and 4) Coordinated Network of Providers.

A summary overview of the cities benchmarking results is given below where green, yellow, and red indicate qualitative high, medium, and low scoring by the subcommittee. Total community older adult funding and the municipal component of that funding are given across the top of the chart for each city, as well as the senior 60+ total and percentage populations (based on census numbers). The AARP Senior Livability Index is also given. Results for Los Gatos are given with and without abatements provided during the pandemic. Services highlighted in pink (column on the left) are judged to be particularly important areas for older adults. Detailed benchmarking results for each of the cities studied are given in Appendix E.

Table III.1a. Summary overview of cities benchmarking comparison for the categories of Environment and Purpose and for Connection and Belonging.

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Table III.1b. Summary overview of cities benchmarking comparison for the categories of Healthy Living and for Coordinated Network of Providers.

Observations based on these results and some of the key gaps they reveal for Los Gatos will be given in Section IV.G. Also, as part of the benchmarking studies and the subcommittees work on the Roadmap goals related to facilities and governance, several other city community centers with senior services facilities were visited.

Comparing Other City Community Centers and Governance Models Facility and Governance subcommittee members made visits to community centers in Los Altos, Palo Alto (Avenidas), and Morgan Hill. The visits provided an opportunity to examine the uses of senior services space and to hold detailed discussions with local leaders on their governance, funding, and accountability processes. The discussions afforded an excellent opportunity to better understand facility utilization and to review the history, successes and issues in creating and managing new facilities and supporting senior services. The visits revealed three distinct operating models. The Los Altos facility is a newly completed community center with dedicated space for senior programs. It is a city-operated model with community input. The Palo Alto facility, Avenidas, is in a remodeled 1960s police station that has undergone three major renovations and has a substantial endowment seeded by two legacy donations of homes. It is a non-profit-operated model with city input and coordination. The Morgan Hill facility is a community center with dedicated space for senior programs that was built in the mid-2000’s. It is a mixed model for operation and funding

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involving a partnership between nonprofits and the city. “Visiting these facilities really opened our eyes to what was possible and what it took to achieve new or remodeled facilities.” M. Hudes.

Explore Selected New Initiatives and Community Engagement As part of the Work Plan finalized in January 2022, the Committee planned to conduct several exploratory activities in the community to gain further insight into how to increase engagement. One long-standing need was for more convenient and better information on local senior services, one of the goals in Los Gatos’ Age-Friendly Cities initiative. The Committee worked with the CHSSC to help support its 2022 goal to create an online information hub for senior services. The CHSSC and LGS Rec 55 Plus worked together and now have a first version of the online HUB. These results have demonstrated the clear benefit of continuing to refine the HUB as a valuable source of information for older adults and the entire community.

A second exploratory initiative was partnering with the service clubs in Town to work as a coordinated group of clubs to initiate events. One example was to explore opportunities to increase social activities of interest to older adults. Working with the Committee a monthly “First Fridays” social meet-up was initiated with the Palms restaurant on their patio in October 2022. The response was beyond expectations with about 50 seniors in attendance each month.

The events also provided an opportunity for service club representatives to promote community volunteering.

A third successful effort to engage the community in a social setting for older adults was the Committee’s reception held in partnership with the LGS Recreation in April 2022. The reception celebrated the completion of the benchmark survey, workshops and cities benchmarking and served as an outreach to inform the community about the Committee and the results of its data collection activities. “The ARC Bar” reception served to transform the Adult Recreation Center and make it a special evening of social engagement. The attendance was far larger than anticipated with nearly 150 people attending. Independent of the Committee but with its members supportive engagement LGS Recreation re-launched the 55 Plus program which had been shut down due to the pandemic with a Town Council 2022 ARPA grant. With the effective efforts of the new 55 Plus manager the program rapidly grew participation over the course of 2022 to 730 members, approximately twice pre-pandemic levels.

Another exploratory activity is The Producers program at KCAT TV, also funded by a Town Council 2022 ARPA grant. This program for 55+ volunteers trains participants in all aspects of TV and radio production and has had good response.

These exploratory efforts demonstrated that there is a tremendous appetite for social engagement, as well as recreational and learning activities, in the Los Gatos older adult community. Outreach also revealed a range of different socialization interests, with different groups seeking different venues and types of activities (“one size does not fit all”). Multiple future ideas came from this community engagement, including new social events, bringing service clubs into the mix, and finding new opportunities for volunteering and promoting senior

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services. The results of the exploratory engagement efforts strongly confirmed the data collected from the surveys, workshops and cities benchmarking efforts.

Roadmap Goals
After gathering data from the array of sources summarized above, the Committee analyzed results and conducted a study session to discuss and reach a consensus on the critical goals the Roadmap needs to address to revitalize senior services and achieve its vision. These goals are:
● Goal 1. Appealing and Inviting Facility (Renovate or Build) ● Goal 2. Core Senior Services
● Goal 3. Communications and Engagement
● Goal 4. Volunteer Support and Engagement
● Goal 5. Enhanced Transportation Options for Older Adults ● Goal 6. Senior Housing - Information on Approaches and Options ● Goal 7. Integrated Governance, Funding, and Accountability for Senior Services Studies by the Committee indicate a new community facility will enable the enhancing and energizing of all senior services. Second, core senior services are essential to senior programs.

Third, the studies show that communications of needed information and engagement of the older adult community is essential to a successful senior services program. Fourth, a robust volunteering element provides for a vibrant community and greatly enhances engagement.

Next, transportation and housing are of the utmost importance to older adults and the ability to age in place for an Age-Friendly City. Finally, governance, funding, accountability are necessary for a sustainable program.

The selected Roadmap goals were presented to Town Council and approved in June 2022.

At that time Goal 2 and 3 were two separate goals, Communications and Information Access and Increased Engagement in Social, Educational and Healthy Living Activities. However, as the goals were studied further and Roadmap timelines and projects developed it was determined that there was considerable synergy and overlap between community and engagement, while core senior services were not well represented in a single goal. Thus the first two areas were merged and the latter area developed into a single goal. These goals will be described later in detail in Section V along with the projects proposed to implement the goals and the 1-3-10 year vision for their success.

Development of Roadmap 1-3-10 Year Goals, Milestones and Timeline As a culmination of all the data gathering and analysis work the Committee completed its work in the second half of 2022 by developing and documenting the Senior Services Roadmap.

Subcommittees were appointed for each Roadmap goal area and expert guest participants were invited to participate; guests included representation from the Complete Streets and Transportation and the Planning Commissions, the 55 Plus program, and Jewish Family Services.

Each subcommittee developed detailed 1, 3, and 10-year milestones for their area. Bullet points were included for each milestone to provide clarifying background. These documents were then used to develop specific projects for each milestone objective to provide key elements that would need to be addressed for that milestone and the timescale for each of the elements. The work of the goals subcommittees was then integrated together by the roadmap writing

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committee. The intent of including specific milestones and projects for each goal was to provide a starting point for any future commission, committee, or ad hoc group to understand the Committee’s thinking and to use as a starting point as they develop a plan for that goal area.

The detailed 1-3-10 year milestones and project documents along with the timeline are presented in a subsequent section of the report.

Participation
The Committee acknowledges and expresses appreciation to the many people and commissions who have contributed valuable information to this report.

Tylor Taylor, Saratoga Area Senior Coordin. Comm. Ellen Schwartz, Princeton, NJ Lisanne Kennedy, LGS Recreation 55 Plus Manager Lee Fagot, Democracy Tent Bob Buxton, CST Commission Vikki Pearce. History Club of Los Gatos Jeff Thompson, CST Commission Debbie Vasquez, Morgan Hill Ali Miano, CST Commission Cricket Rubino, Morgan Hill
Jeffrey Barnett, Planning Commission John Sink, Avenidas, Palo Alto Ann Peterson, Live Oak Adult Day Services Bridget Matheson, Los Altos Mary Jo Price, Los Altos
Arn Andrews, Los Gatos, Committee Liaison Laurel Prevetti, Los Gatos Town Manager Senior Services Ecosystem in Los Gatos
Population
According to the US Census Bureau there were 6685 adults 65 or older in 2020 representing about 20.2 % of the Los Gatos population. For comparison there were only 15.2% 65+ in the state of California. The 65+ in Los Gatos was approximately 15% in 2000, 18% in 2010, 20% in 2020. The population of older adults is growing in Los Gatos and there have been projections that this demographic will reach 30% by 2030. This growth in the percentage of older adults suggests that by the end of this 10-year Roadmap plan for senior services the number of people over 55 could represent nearly 1/3 of the population of the Town.

Key Services and Communities
The Goal 2, Core Senior Services, of this Roadmap is focused on maintaining essential services in the Town for older adults. These services are provided by a community of providers that extend beyond the boundaries of Los Gatos. The Town’s older adult community ranges from those who are in the upper income level to those who struggle to meet basic needs.

Essential services are especially critical for those in the lower economic income range. Services address needs in the areas of nutrition and food security, transportation, housing, adult day care and caregiver support, information on available resources and social work support, and the availability of social, recreation, education, and healthy living activities.

Service Providers Directory
A listing of nonprofit and community organizations located locally and providing services that include older adults is given in Table 4. These groups provide essential core services to many of our older adults in Los Gatos. In many cases these local organizations work with and

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significantly extend the important benefits provided by county, state, and federal programs such as Meals on Wheels, Sourcewise (Santa Clara County Area Agency on Aging), county Nutrition Program, etc. During 2022 the Town of Los Gatos provided grant support to supplement the operations of: Live Oak Senior Nutrition Service Center, Next Door Solutions to Domestic Violence, and West Valley Community Services. The Town also provided contracts to SASCC (Outlook monthly newspaper and health fair), LGS Recreation (55 Plus senior program and rent relief) and KCAT TV (The Producers senior program) from federal ARPA funds during 2022.

Organization Address Website Services
Addison-Penzak
Jewish Community
Center
14855 Oka Rd.

Los Gatos
apjcc.org

Exercise, recreation, healthy living &
wellness, arts & culture, community
engagement
CADRE (Collaborating
Agencies Disaster
Relief Effort)
2731 North First
St.

San Jose
cadresv.org Network of organizations that provide
community emergency preparedness
information
El Camino Health 815 Pollard Rd, Los
Gatos &
2500 Grant Rd,
Mountain View
www.elcaminoheal
th.org
Hospital community programs,
transportation services, mental health
and addiction services
Embodied Recovery

20 S Santa Cruz
Ave # 319, Los
Gatos
embodiedrecovery.
com
Outpatient mental health and addiction
treatment services
Good Samaritan
Hospital
2425 Samaritan
Dr.

Los Gatos, CA
goodsamsanjose.co
m
Hospital community programs,
addiction services, mental health
House of Hope –
Calvary Church
16330 Los Gatos
Blvd. Los Gatos.

CA
www.calvarylg.com
/local
Food bank, hot meals, legal counseling,
financial aid, grief counseling
Jewish Family Services
of Silicon Valley
14855 Oka Road
#202 Los Gatos, CA
www.jfssv.org/serv
ices.html
Food bank, financial aid, legal
counseling, grief support, holocaust,
refugee assistance, senior care
LDS Church 15985 Rose Ave.

Los Gatos, CA
jesus-christ-oflatter-day-saintschurches.cmac.ws/c
hurch-of-jesuschrist-of-latter-daysaints-los-gatosward/13755/ Refugee settlement, employment
services, addiction programs, Bishop
Storehouse food & grants, emergency
preparedness

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LGS Recreation 208 E. Main St.

Los Gatos, CA
www.lgsrecreation.
org
Community social, educational, and
recreational activities through 55 Plus
senior program
Live Oak Adult Day
Care [currently closed]
111 Church St.

Los Gatos, CA
liveoakadultdaycar
e.org
Senior adults day programs, social,
games, exercises
Live Oak Senior
Nutrition Service
Center
111 Church St.

Los Gatos, CA
lgumc.org/live-oaksenior-nutritioncenter/60+ age, Lunches, Excess food availability, and
social/emotional/healthy living
supplemental support
Los Gatos Chamber of
Commerce
10 Station Way
Los Gatos, CA
www.losgatoscham
ber.com
Programs/events to strengthen,
promote businesses, enhance quality of
life
Los Gatos Community
Health and Senior
Services Commission
110 East Main St.

Los Gatos CA
www.losgatosca.go
v/278/CommunityHealth-SeniorServicesCommission
Supporting and coordinating
community health and senior services
needs
Next Door Solutions to
Domestic Violence
234 E. Gish Rd.
#200, San Jose
www.nextdoorsolu
tions.org
Supports victims of domestic violence
and their families
S.A.I.L. Health
Concierge
sailhealthconcierge.
com
Aging in place services, concierge
medicine, planning
Saratoga Area Senior
Coord. Council (SASCC)
19655 Allendale
Ave. Saratoga, CA
www.sascc.org Senior center, RYDE transportation
program, adult day program, Outlook
community newspaper for seniors
St. Luke’s Outreach
Program
20 University Ave.

Los Gatos, CA
stlukeslg.org/pantr
y/
Soup kitchen, spiritual, social,
homeless showers, ministry
St. Mary’s Immaculate
Conception Church
219 Bean Ave.

Los Gatos, CA
stmaryslg.org/losgatos-homeless-stlukeSpiritual, financial aid, home/hospital visitation
West Valley
Community Services
10104 Vista Dr.

Cupertino, CA
www.wvcommunity
services.org
Food bank, case management, housing
support, financial aid, social
engagement
Table 2. Los Gatos Senior Service Providers Directory. (Courtesy of the West Valley Service Providers network, T. Picraux, coordinator, December 2022)
Town Grants to Non-Profit Service Providers
The Town has maintained a grant process for many years in support of local arts enrichment and core community services. The core services grants provide supplemental support to help maintain essential services in the community to residents in need by local nonPage 284 22 ATTACHMENT 1
profit organizations. This program accepts grant opportunities for review and recommendation by the Arts Commission and Community Health and Senior Services Commission with final selection and approval by Town Council. During the FY 2022-23-year support was provided for non-profits with services which include in part older adults:
● Live Oak Senior Nutrition: $22,000/yr
● West Valley Community Services: $20,000/yr
● Next Door Solutions To Domestic Violence: $10,000/yr
● NAMI Santa Clara County (mental health services): $7,500/yr ● Bay Area Housing Corp (home modifications for disabilities): $7,500/yr During the FY 2021-22 support was also provided to the Live Oak Adult Day Services at $13,000 but was not provided during FY 2022-23 due to continuing post-pandemic closure of the center. Also in FY 2021-22 one-time grants were provided to Parents Helping Parents ($10,000), Methodist Church showers ($10,000), and also to West Valley Community Services for $10,000..

Special one-time ARPA Supplement grants for senior services post-pandemic recovery were provided by the Town Council during FY 2021-22 to:
● LGS Recreation 55 Plus: $328,500
● KCAT TV: $100,000
● SASCC: $71,500.

Provider to Service Matrix
The table below provides a matrix of main services to service providers for a partial listing of community service providers in Los Gatos. Note that Live Oak Day Services is listed but has not yet reopened. This matrix can serve to initiate a comprehensive directory of services and providers that our older adult community can access.

Town
of Los
Gatos
LGS
Recrea
-tion
SAS
CC
County
of
Santa
Clara
Live
Oak
Nutrition
Live
Oak
Day
Care
Meals
on
Wheels
Chamber of
Commerce
KC
AT
West
Valley
Community
Services
Case Management
�
Communication
� � � � � �
Recreation � � �
Education � �
Nutrition � � � �
Housing �

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Transportation
�
Adult Day
Services
�
Service Assessment
Cities strive to provide a set of core services to meet essential needs of older adults. For some residents these greatly enhance their quality of life while for others services may provide an essential safety net. While many services are provided or supplemented by regional, state, or federal sources, the extent and quality of these services often depend on local initiative. This qualitative assessment of our Town services has been based on our benchmarking of other cities in comparison to Los Gatos.

A particularly high area of services are our meals programs. These programs include the non-profit Live Oak Nutrition weekday lunches which also often include opportunities for socialization and exercise activities. The county-wide Meals on Wheels program is also available to all qualifying older adults and disabled residents. Other areas with strong Town engagement are emergency preparedness for meeting disaster events and personal safety for all residents.

In addition, the Town Council has taken an active role in addressing senior services needs over the past year, however Town support of senior services or coordination staffing is lower than in peer cities.

In 2009, the Town restructured support for senior services through a Lease Agreement in which LGS Recreation was given rent relief in return for providing some specific services for older adults (Appendix G). LGS Recreation serves a broad community and range of age groups within Los Gatos and Saratoga. While LGS Recreation is currently providing a set of services for the Town’s older adults, the actual services provided have evolved since the original agreement, and at times services have deteriorated when the financials of LGS Recreation have been insufficient to support those services. The three school boards that established LGS Recreation through a Joint Powers Authority, do not have an older adult constituency, rather a youth-oriented student constituency. Because of this structure, the relationship does not represent a strong alignment between the interests of the Town’s older adult community and the governance of LGS Recreation. Transportation is an area that is at the mid-level of senior service provision, with the RYDE program providing scheduled weekday senior transportation at a sliding scale. Committee investigations indicate there is a need for weekend and evening ride programs, possibly served by an on-demand shuttle service. Areas that rank at a lower level include educational/technology/life skills training and employment opportunities. Caregiver support and adult day services also rank lower with adult day services not yet opened after the pandemic. Also, while mental health services for residents are provided primarily by local hospitals and non-profits, regional studies are showing that the community, including older adults, would greatly benefit from a nearby regional health clinic (for example in the West Valley) that provides additional services and a nearby source of support.

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One area that ranked low at the beginning of our study but has been rapidly improving due to the use of $500,000 investment in ARPA funds by the Town Council is social and recreational opportunities. As a result of this support the adult recreational program of LGS Recreation has increased its participation by over 100% compared to pre-pandemic levels. Combined with exploratory social events initiated by this Committee, such as First Fridays, it is estimated that engagement in social and recreational programs has reached over 10 % of the older adult population, demonstrating the possibilities of growth for senior engagement. Also, a new ARPAsupported program was initiated to teach TV and radio production by older adults. Another area which has shown improvement is that of information and communication targeted to older adults. The Outlook monthly newspaper provided by SASCC provides specific Los Gatos information. A Los Gatos weekly, the Los Gatan, provides community information. Also, efforts by the CHSSC in partnership with LGS Recreation 55 Plus and this Committee has resulted in the creation of an information HUB that is providing increased awareness of senior services, demonstrating the successes that can be achieved by revitalizing senior services in Los Gatos.

Gaps and Unmet Needs
Observations of key points learned for the peer cities from the Committee’s city benchmarking work as given in Section III.B.5. are summarized below.

Los Altos/Los Altos Hills
• New $35m facility funded by the City
• No membership fee
• Paid transportation
• Medium participation rate
Palo Alto
• Modern senior facility
• Wide range of choices of activities
• Organized and transparent about finances
• High participation rate
Princeton, NJ
• Provided by non-profit: 70% from contributions, 19% from City revenues and 11% fees • City makes annual contribution
• High participation rate, including from surrounding communities Cupertino
• Services differ because of higher homogeneity of ethnic population • City budget is considerably higher within the peer group • Medium participation rate
Morgan Hill
• Good integration of senior services and senior center into the city's community center • Well organized community programs that supplement senior services • City and charitable foundation funded through senior center with volunteers • High participation rate
Saratoga
• Coordinated governance & management of programs with central accountability by local entity (SASCC)

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• Services are funded primarily from outside grants and contributions • Independent non-profit operates with small (5%) support from the City. Funding tripled since 2016
• City is actively informed & Council participates on Board of Directors of non-profit Strong board
• High participation rate
Campbell
• City converted high school into Community Center with pool & outdoor fitness area - used by many LG residents
• Goals are set and measured on city website
• City funded and run through rec department with 3.5 employees supporting senior programs
• High participation rate
These observations can be contrasted to those for Los Gatos below.

Los Gatos
• Among the highest quality, walkability, parks, personal safety, emergency preparedness, and meals program for peer group
• Active engagement of Council in effort to improve senior services • Unique arrangement: Services primarily provided by community education organization funded by in-kind facility use fee-relief from Town • Secondarily provided by volunteers and nonprofits with some funding by Town grants • Informal coordination of services through community grants with minimal direct governance
• Among the lowest senior staffing, participation rate, information availability, accountability, and volunteer coordination among peer group • Least attractive and functional senior activity center of peer group • Lowest per senior budget of peer group on both a total community basis and municipal spend basis
• Relatively high cost of individual events/programs combined with moderate cost annual fee
• Low participation rate
Some key gaps apparent from these observations have been the low participation rate of older adults in Los Gatos, low budget expenditures, inadequacy of the senior center, and lack of coordination or accountability of senior service programs. The Los Gatos 55+ program has achieved rapid improvement in enrollment during 2022 (from approximately 390 pre-pandemic levels to 730 participants at the conclusion of 2022). There is significant room for further improvement in senior program participation in Los Gatos, for example by increases in the current 55 Plus membership which now represents approximately 10% of older adults.

Community response to the short term efforts of the Committee and CHSSC (the information Hub, First Fridays, engagement of groups) suggest that there is a large untapped potential in Los Gatos to enhance and expand opportunities for and participation by older adults.

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Los Gatos One-Three-Ten Year Roadmap Goals, Projects, and Milestones The Committee organized its seven goals into 1 year, 3 years, and 10 years activities and then used these activities to develop specific projects for each goal area with associated timelines and milestones. The projects are intended to serve as descriptive information and insight into learning by the Committee. These projects provide a starting point for consideration by commissions, committees and community non-profits in implementing the goals of the Roadmap. An overview of the seven goals, an overview for the 1-3-10 year activities, and the projects with milestones to accomplish these goals are presented below. The 1-3-10 year vision activities detail is presented in Appendix F.

Goal 1. Appealing and Inviting Facility (Renovate or Build) Subcommittee - Heath (chair), Blum, Hudes, Lenoci, Picraux This goal is to renovate or build a community facility including older adult space/services. develop plans, fund, and implement a revitalized community center with dedicated space for older adult programs. Currently, the ground floor of the building at 208 E. Main Street is being used for the older adult recreational/social programs by LGS Recreation. The facility and the space available are insufficient, as judged by the Committee and based on the feedback received in peer city reviews. The decision to renovate or build a new community facility that includes older adult space/services will be decided as part of this goal.

Age-friendly communities have spaces that are welcoming where residents can come together to engage in social, educational, and enriching activities. Community centers which either include or are dedicated to the needs of older adults provide an important focal point for residents and are found in all our benchmarked cities. Approaches to building or refurbishing facilities are many, but in every case the approaches have required a concerted, long-term effort with deliberate planning. This area would address:
● More welcoming building with adequate multipurpose space than currently exists. A portion of the facility dedicated to meet the needs of older adults ● A funding strategy, fund-raising mechanisms and a 501(c)(3) Friends of Seniors entity to provide long-term support
● Coordinated community strategy and support for development of senior facilities ● Intergenerational space for meetings, clubs, community events, recreational, cultural, educational, learning, health education and information services ● Deliberate evaluation of effectiveness and value of investment in existing facilities ● Evaluation of multiple use options and how Town assets might be utilized in the creation of a community facility
Goal 1. The 1-3-10 Year Activities Overview
One Year - Form facilities advisory committee, explore fundraising options, establish a 501(c)3 non-profit for facilities and services, and optimize interim repairs to existing facility Three Year - Develop 3 models for community center, perform feasibility study, make, fix or build decision (selecting from 3 models), form building committee, and begin substantial fundraising

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Ten Year - Ensure ample quality space for older adult services and programs, provide a staffed welcome desk, and perform ribbon cutting of welcoming facility Goal 1. Projects Overview
Goal 1. Projects
PROJECT F1 Needs Analysis
- Form an ad hoc group to conduct needs analysis. Q2/23 - Community input on needs and concepts. Q1/24
- Community charrettes/workshops (needs & conceptual plan). Q1/24 - Evaluate off-site venues and potential partners. Q4/24 PROJECT F2 Fundraising
- Establish a 501(c)3 non-profit to support fundraising for senior services. Q2/23 - Establish a fundraising committee. Q4/23
- Form board for the senior non-profit. Q1/24
- Launch capital campaign. Q4/24
- Partner with county supervisors and state legislature on funding plans. Q4/24 - Capital campaign consultant and develop annual targets. Q4/24 - Explore government grants - local, state & federal. Q4/24 - Complete capital campaign. Q1/28
PROJECT F3 Optimize Existing Space
- Evaluate existing space & renovation options. Q1/24
- Track existing facility utilization. Continuing
- Ongoing projects- ADA accessible bathroom upgrade. Q4/24 PROJECT F4 Community Facility Direction
- Develop a design example/model. Q2/24
- Conduct feasibility study. Q2/24

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- Define space alternatives. Q3/24
- Establish key features of the facility. Q3/24
- Ability to rent
- Host large community and county-wide events
- Enhanced recreational and fitness activities
- Educational and social activities
- Accessible
- Identify the preferred alternative (renovate or build). Q2/25 PROJECT F5 Community Facility Design (Renovate or Build) - Develop an implementation plan. Q3/25
- Form building committee. Q2/24
- Architectural drawings and a model to support fundraising. Q3/25 - Architect consultation. Q2/25
- Builder consultation. Q2/25
- Conceptual design. Q3/26
PROJECT F6: Community Facility Construction (Renovate or Build) - Property divestiture and acquisition, if required. Q1/27 - Initiate facility construction. Q1/28
- Complete facility construction. Q2/30
PROJECT F7: Community Facility Operations
- Establish business support options - how to run and operate a community center. Q1/29 - Operating model. Q1/29
- Sustainable financial plan. Q1/29
- Ensure ample quality space for older adult services & programs. - Provide a staffed welcome desk to answer questions and accept volunteers. Q1/31 - Ribbon-cutting and opening. Q1/31
Goal 1. First Steps
• Form 501(c)3 non-profit
• Recruit fundraising committee
• Plan for community charrettes
Goal 2. Core Senior Services
Subcommittee - Pearson (chair), Khanal, Konrad, Lenoci, Mlinarich, Picraux A thriving town needs to provide essential core services for older adults. These services cover such areas as support for social, educational, and healthy living activities. Also, it is essential to meet basic nutrition and health needs for the disadvantaged. Services for older adults are provided by a diversity of municipal, county, regional, and state organizations. The Town gains much leverage for this goal by encouraging and supporting the work of community nonprofits and organizations such as hospitals and health clinics that are essential to the Town’s safety net. Provisions for physical and mental health, as well as support for caregivers and their loved ones, are also essential. The availability and use of community parks, gardens and open spaces provides significant core support, not only to older adults, but to all. Efforts to preserve and provide adequate core services include:

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● Social, educational, and healthy living opportunities ● Funding and expanding essential services for all stages of aging including nutrition and adult day care programs
● Training and classes to enhance marketable and/or new skills ● Personal safety, scam avoidance, legal assistance awareness, etc. ● Promote food security and options
● Promotion of County mental/behavioral health offerings and the local availability of these services
Goal 2. The 1-3-10 Year Activities Overview
One Year - Continue to support essential services in Town.

Three Year - Re-establish adult day care services.

Ten Year - Promotion of mental health services in the West Valley.

Goal 2. Projects Overview
Goal 2. Projects
PROJECT S1 Support Continuation of Social, Educational, Healthy Living and Meal Services for Older Adults
- Ensure continuation of senior adult recreation, social, educational and healthy living provided by the 55 Plus program. Q1/23
- Ensure continuation of the Live Oak Nutrition Program and funding to provide food security for older adults. Q1/23
- Promote and enhance food security and healthy options for older adults, including supplemental food collection and distribution, local food bank services, etc. Q3/23 PROJECT S2 Support Re-establishment of Adult Day Care Services

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- Promote establishment, support, and use of adult day care services in Los Gatos Q3/23 - Establish facilitated caregiver support programs for families and family caregivers. Q2/24 - Promote caregiver respite programs. Q4/26
- Facilitate an expanded adult day care program with more space and a controlled-access outdoor area to provide services for future growth. Q4/27
PROJECT S3 Support Continuation of Other Core Services in Los Gatos by Community Organizations
- Advocate for support of community nonprofits that provide services and assistance to older adults in Los Gatos (WVCS, SASCC, Next Door Domestic Violence, Jewish Family Services, House of Hope, local hospitals, etc.). Q1/23
- Promote and advocate on behalf of services for older unhoused people and for those in danger of becoming unhoused. Q3/23
- Advocate for and seek to expand the availability of case management workers serving older adults in Los Gatos. Q4/24
- Establish an ongoing mentor program to enlist local organizations and seniors with special skills to provide social, educational & healthy living enrichment courses. Q2/24 - Promote County fall prevention programs. Q3/23
- Promote programs that provide information on personal safety devices, scam/fraud avoidance, and legal assistance. Q3/24
PROJECT S4 Support CHSS Commission Objectives to Establish a West Valley Health Clinic with Mental Health Services
- Support the Community Health and Senior Services Commission efforts, as well as those by community groups and the County to establish a health clinic in the West Valley. Q2/23 - Monitor and promote County initiatives and government grant opportunities to provide mental health services in the West Valley. continuing
- Promote establishment of a mental health task force in the West Valley. Q4/23 - Create a mental health information directory. Q4/24
PROJECT S5 Expand Use of Parks, Community Gardens, and Other Facilities - Support the efforts of the Parks Commission as they relate to senior use of parks, community gardens and related facilities.
- Establish exercise programs in parks and on Town plaza. Q4/23 - Initiate a program to enhance cluster seating in parks for meet up areas. Q2/24 - Support and promote establishment and multigenerational use of community gardens (volunteer planning, landscape design, site plot layout). Q4/24 - Expand recreational use of existing parks and facilities (e.g., pickleball by striping to selected Town tennis courts, bocce ball facility renovation at Oak Meadow Park, establish lawn bowling site, etc.). Q1/26
PROJECT S6 Health and Welfare Assessment
- Provide a continuing assessment of community essential services for older adults in Los Gatos.

Q1/24
- Review the welfare safety net status for older adults and the utilization and coordination of older adult services with County and community non-profit programs. Q1/26 Goal 2. First Steps

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• Negotiate an agreement for continuation of 55 Plus social, educational, and healthy living program.
• Re-establish adult day care services.
• Continue support of community essential core services by non-profits.

Goal 3. Communications and Engagement
Subcommittee - Konrad & Pearson (co-chairs), Miller, Mlinarich, Picraux, Somers, Yick, Guest:

Kennedy (LGS Rec 55 Plus)
Older adults and caregivers need ways to obtain information about available services, resources, and events in multiple formats. It is also essential that they have opportunities to engage in social, lifelong learning, and healthy living activities. Productive activities outside of work promote quality of life and contribute to active aging. Finding and engaging in social activity and volunteering in activities of interest becomes increasingly challenging as people age. Opportunities to participate and socialize with others, volunteer in meaningful and productive activities and engage in the community in which one lives contribute to a feeling of belonging and personal satisfaction. The survey and workshops point to these areas as critical elements to solve problems, participate in community activities and enhance quality of life.

Benchmark results for other cities indicated that Los Gatos could offer more programs.. This goal helps residents age in place. Areas addressed would include:
● Availability of resources, activities, programs (clubs, local centers, and government - supported services, etc.)
● Presented in the form of an Information Hub (trusted, well-curated content on services availability, activities pointer, events calendar, etc.) - short term. Includes web, mobile, and social network capabilities. Phone feature with live senior services and volunteer coordinator - longer term
● Navigation to services tools (medical, maintain physical health) ● Information included from other goals of transportation, volunteering, and housing (stay in home support options, wellness calls, assistive devices) ● Consistent availability, coordination, engagement, and age-friendly accessibility of weekly activities and monthly social events
● Promotion ranging from print to in-person engagement by going to where older adults live (ambassadors, volunteers, etc.)
● Finding ways to subsidize existing programs to expand reach to older adults - medium to short term
● Enlisting local organizations and expertise to help enhance programming ● Highlight special events that are Age-Friendly
Goal 3. The 1-3-10 Year Activities Overview
One Year - Provide older adults ways to easily learn information about available services and resources. Increase engagement in social, educational, and healthy living programs. Promote volunteering. Establish measurable goals.

Three Year - Partner with service providers to expand participation in events promoting social, educational and healthy lifestyle programs.

Ten Year - Move into a beautiful Community Center with dedicated space for senior programs.

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Goal 3. Projects Overview
Goal 3. Projects
PROJECT C1: Information HUB Development and Deployment
- Refine, edit, and broaden HUB 2.0 to make access to senior services much more intuitive and broaden HUB coverage to include other senior services in the local community: Q4/23 - Recruit and sustain a volunteer Hub advisory group to collect information on what's not available, help maintain the accuracy of the HUB information and promote HUB. Q2/23 - Develop a program with merchants to help promote Hub. Q2/23 - Identify a HUB administrator with technical skills to incorporate identified missing services and maintain the HUB advisory group. Q2/24
- Create conceptual design including master release schedule e.g., 2.0, 3.0, 4.0. Q2/24 - Evaluate the benefits of developing a mobile app. Q4/24 - Invite the creator of Cupertino Senior Services website to review and make suggestions.

Q4/23
- Coordinate with government agencies to take advantage of resources. Q2/24 - Partner with District 5 County Supervisor to benefit other cities and offset costs. Q2/24 - Incorporate video tutorials into HUB (e.g., how to sign up for RYDE, etc.) and explore and utilize evolving technology tools Q4/24
- Use digital inclusion initiatives to teach people how to access information on the HUB, use QR codes, etc. Q4/23
- Utilize KCAT to advertise and to help develop videos for HUB. Q2/24 - Continue tracking HUB clicks and identify the most popular areas. Q1/23 - Continue tracking the number of calls that come into the office for older adult information from all sources (55 Plus; Chamber; Others). Q1/23
- Require Town participation and promotion to ensure success of objectives. Q1/23 PROJECT C2 Promotion of Community Awareness and Engagement in Services

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- Publicize senior services available in Los Gatos. Q1/24 - nutrition
- adult day services
- recreation and socialization opportunities
- educational opportunities and health fairs
- Collaborate with other local organizations to promote Town and community events and services. Q3/24
- Join the AARP Network of Age-Friendly Communities. Q3/23 - Promote on-going awareness of HUB and Town senior events by Town in social media, website, and newsletter and in local newspapers with articles and ads. (Los Gatan, The Outlook, etc.). Q4/23
- Increase participation in Town events. Q2/23
- Establish an outreach ambassador volunteer program (go to where older adults live to promote awareness and participation). Q2/23
- Promote use of faith-based community services (e.g., Jewish Family Services of Silicon Valley’s Aging with Dignity and Healthy Aging Programs. Q3/23 PROJECT C3 Events Calendar
- Initiate an events calendar website that includes Town meetings and special events. Q1/24 - Establish connectors (APIs) to various organization’s information. Q2/24 - Include monthly events summary in the monthly older adult newsletters. Q3/23 - Assist with community holiday events and promotion. Q2/24 - Develop a mobile app. for smart phones to sign up for local events. Q4/24 PROJECT C4 Provide and Engage Older Adults in Social, Healthy Living, and Life Learning Skills Activities
- Promote monthly special social activities. Q1/23
- Organize First Friday monthly events. Q1/23
- Greatly increase engagement in ongoing LGS Rec. activities and classes (exercise, swimming, etc.), senior club activities, JCC exercise and other programs. Q1/23 - Promote programs with emphasis on multigenerational activities. Q1/23 - Establish diet, nutrition & healthy eating classes and programs. Q3/23 - Promote technology training programs (including library programs, etc.). Q1/24 - Promote personal safety and cyber security presentations and classes. Q1/24 - Develop training classes to enhance marketable skills. Q4/24 - Partnership with West Valley Community College to deliver local life-learning courses oriented to older adults. Q3/24
- Develop Distinguished Guest Lecture program. Q3/30
PROJECT C5 Transition to In-Person Services at New Community Center - Publicize new dedicated senior facility space for senior programs. Q1/32 - Have an information kiosk near the entrance for verbal, posted and printed materials including volunteer information. Q2/32
- Central point of coordination for Senior Services including tech support. Q3/32 - Large room exercise classes and weekly dance in new community center Q2/32 - Host local community theater, music and dance group programs. Q3/32

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- Promote engagement by organizing regional large group meetings (SCC Cities Association, SCC Seniors Agenda, Caregiver Conference, Aging Wisely Conference, etc.). Q4/32 Goal 3. First Steps
● Expand & promote information HUB.
● Expand engagement of the senior community by increasing participation in social, educational & healthy living activities.
● Engage volunteers to implement programs.

Goal 4. Volunteer Support and Engagement (be a volunteer/seek a volunteer) Subcommittee - Pearson (chair), Picraux, Somers, Yick
Vibrant communities provide opportunities for older members to become volunteers and/or to find needed assistance from volunteers. Promoting and supporting volunteerism allows the community to marshal the expertise of older adults and to increase engagement of older adults for the benefit of the entire community. Our Committee found that many older adults want to volunteer, and many others need volunteers for help. With volunteer time in California currently estimated at $29.95/hr. by the Independent Sector organization, the many 1000’s of hours available locally represents an important resource for the Town to take advantage of as much as possible. The volunteer support and engagement goal would include:
● Develop and coordinate volunteer opportunity exchange (aggregated Town page of opportunities)
● Support connections between service providers, clubs and those interested in volunteering (consider holding volunteer fair)
● Support equitable and inclusive processes to engage older adult volunteers ● Consider a ‘Community Unity’ bulletin board approach for two-way volunteering as promoted in the past by former Mayor Wasserman
Goal 4. The 1-3-10 Year Activities Overview
One Year - Develop a process for older adults to become a volunteer or to find needed assistance from volunteers.

Three Year - Establish a volunteer corps with a coordinating team, tracking, a coordinator, and creation of an opportunity exchange.

Ten Year - Establish a volunteer station at the welcome desk in the new community center and provide regular volunteer socialization.

Goal 4.c. Projects Overview

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Goal 4. Projects
PROJECT V1: Establish Volunteering Task Force
- Collaborate with the Community Health & Senior Services Commission and/or other commissions to form an ad hoc task force with Town liaison identified. Consider adding guest members. Q1/23
- Develop a list of groups needing volunteers for programs, events, and activities. Q2/23 - Establish a joint alliance of service clubs for volunteering composed of a designated person from each organization with an alliance representative on the ad hoc task force. Q4/23 PROJECT V2: Recruit and Build a Volunteer Community with the Ad Hoc Task Force - Establish a process to coordinate between organizations needing volunteers. Q4/23 - Provide links on The HUB to organizations needing volunteers. Q2/24 - Establish methods for volunteers to connect to opportunities via print and electronic communications. Q2/24
- Include volunteer opportunities in local event calendars. Q3/24 - Publicize opportunities and recruit volunteers at community events (First Fridays, etc.).

Q3/24
- Issue volunteer opportunity alerts. Q4/24
- Promote volunteerism and explore new ways to marshal the expertise of older adults in Los Gatos. continuing
- Ensure equitable and inclusive opportunities to increase engagement of older adult volunteers. continuing
PROJECT V3 Establish a Volunteer Corps
- Obtain part time staff support for coordinated volunteer intake and coordination of the Volunteer Core. Q1/25
- Establish a volunteer coordinating team with required service clubs representation. Q1/25 - Develop a method for volunteer tracking. Q3/25
- Provide periodic events for volunteers to socialize and exchange information on opportunities. Q3/25
- Establish a senior mentorship service that utilizes talents and skills that can be shared in a multigenerational setting. Q2/25

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- Develop and coordinate volunteer opportunity exchanges (volunteer tables at Town events, bulletin boards, volunteer fair, etc.). Q4/25
- Develop an opportunities exchange site on The HUB. Q4/25 - Establish a referral process to support connections between those with needs for household chores and service providers, clubs (including high school and middle school), other groups interested in volunteering and local businesses. Q4/26
- Establish and support a volunteer information component to the welcome kiosk at the new community center. Q1/32
Goal 4. First Steps
● Establish an ad hoc volunteer task force.
● Create a listing of organizations needing volunteers. ● Engage service clubs in the initiative.

Goal 5. Enhanced Transportation Options for Older Adults Subcommittee - Heath (chair), Khanal, Picraux, Ristow, CSTC member expert partners Buxton, Thompson, and Miano
Livable communities facilitate transportation options for older adults, including auto, bicycling, walking and public transportation. Older adults consider the need for flexible transportation options to be especially important as they age, including:
● Better information distribution on mobility options (e.g., VTA Senior Mobility Guide) ● RYDE awareness and enhancement
● VTA and VTA Access awareness
● Lyft/Uber supplemented programs
● In-Town shuttle provided by Town
● Last minute rides through volunteer network
● Options for mobility-challenged older adults
Goal 5. The 1-3-10 Year Activities Overview
One Year - Form senior transportation advisory committee (tracking, input, advocacy).

Promote availability of mobility options and information.

Increase use of existing Bus 27 and advocate for expanded local transit services.

Three Year - Implement a Town shuttle.

Expand mobility services - auto, bicycle, walking, & public transportation.

Add Age-Friendly accessible walking paths.

Ten Year - Create Age-Friendly accessible walking track.

Develop a door to door shuttle service.

Goal 5. Projects Overview

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Goal 5. Projects
PROJECT T1: Implement and Promote Transportation Awareness and Use - Collaborate with Complete Streets & Transportation Commission and Community Health & Senior Service Commission to form an ad hoc Senior Transportation Committee with Town liaison identified. Consider adding guest members. Q1/23 - Obtain community input on needs & concepts. Q3/23
- Seek grant opportunities in the transportation area. continuing - Monitor General Plan 2040- Section 5- Mobility- Implementation Programs A-S. Q2/24 - Establish a mechanism for continuing assessment of Los Gatos, County, State and Federal master plans, laws and grants involving all forms of mobility impacting older adults for possible recommendation. Q4/24
- Explore wheelchair accessible parking needs. continuing - Track VTA bus actions. continuing
- Enhance community knowledge and use of RYDE, VTA Access, and Santa Clara County Mobility Management Program (e.g., intro to use bus pass, low income senior passes, eligible registered dining participant passes). Q3/23
- Promote distribution and awareness of the VTA Senior Mobility Guide. continuing - Link transportation information and new options to The HUB. continuing - Promote use of bicycles through education, training and repair, safety programs and classes.

Promote development and awareness of bike and pedestrian pathways, support for more bikeways, valet use for older adult events with secure bike parking facilities. - continuing - Achieve increased community use of existing Bus 27 and use data to advocate for expanded local VTA transit services. Q2/26
- Develop “Transportation Los Gatos” software that links all forms of mobility (FlexDenmark Model). Q1/32
PROJECT T2: Advocate for an Age-Friendly Walking Plan
- Coordinate with existing commissions and the General Plan to advocate for an Age-Friendly walking plan. continuing
- Create a more walkable Town through signage, increased benches, safer and more accessible sidewalks and crosswalks. Q4/23

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- Create an Age-Friendly accessible walking track (Campbell Community Center track as a possible model) accessible to public at fixed hours, suitable for people with mobility limitations. Q2/26
- Add new walking paths in Town parks. Q3/24
- Conduct a senior safety zone study. Q2/25
- Enhance signage, pavement markings, evaluate extended traffic signal timing, and participate in a Vision Zero collaboration. Q4/26
PROJECT T3: Expand Mobility Options Including Evenings and Weekends - Work with RYDE to extend weekday hours of service M: Q4/23 - Explore Town shuttle options and focus on the best option. Consider fixed+flexible Town shuttle: contract or volunteer based, collaboration with large scale developers and employers, cooperative programs with neighboring cities (e.g. Cupertino VIA shuttle), cooperative programs with new Town community developments, cooperative programs with local businesses or senior housing entities, and explore possible subsidies). M: Q4/24 - Launch a Town shuttle that provides or includes an evening and weekend older adult transportation service. Q4/26
- Promote ride voucher programs with health care providers. Q3/25 - Create or expand existing programs to include a door-to-door shuttle service. M: Q1/32 Goal 5. First Steps
● Establish collaboration with Commissions and form a Senior Transportation Advisory Committee.
● Start exploring shuttle options.
● Expand community knowledge of available mobility options. ● Take action to create a more walkable Town.

Goal 6. Senior Housing - Information on Approaches and Options Subcommittee Heath (chair), Miller, Picraux, Planning Commission Guest: Jeffrey Barnett Opportunities for older adults to continue to live in Los Gatos after retirement and to enjoy the community and friends as they age, with services that help older adults manage living situations and age in place including such things as service referrals, home maintenance helpers, and realtors.

Goal 6. The 1-3-10 Year Activities Overview
One Year - Form Housing Advisory Committee.

Identify and produce an inventory of residential options. Encourage development of housing options.

Three Year - Establish aging in place programs. Facilitate crisis housing and support.

Support programs that help with home upkeep and accessibility.

Ten Year - Monitor housing while promoting opportunities for older adults to continue to live in Los Gatos after retirement and to enjoy the community and friends as they age.

Goal 6. Projects Overview

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39 ATTACHMENT 1
Goal 6. Projects
PROJECT H1 Identify and Inventory Residential Options for Older Adults - Establish a committee for older adult housing information and advocacy in coordination with the Planning Commission and the Housing Element Advisory Board. Q1/24 - Support Los Gatos Housing Element as adopted by the Town Council as it relates to older adults. Q3/24
- Identify and produce an inventory of residential options for older adults. Q4/24 - Encourage developers to consider the needs of older adults through all stages of aging including smaller units, one story units, housing close to accessible transportation and/or restaurants and stores,(new urbanism), walkable spaces and multi-residency units for caregivers. Q1/25
- Advocate for legislation that supports quality care and services at local residential care facilities; promote culturally competent services. Q1/26 PROJECT H2 Enable Development of Affordable Housing for Older Adults - Engage with local and state stakeholders to promote programs for older adults living independently. Q1/25
- Advocate for the development of housing options through all stages of aging as well as affordable housing for older adults. Q3/25
- Pursue potential funding (state & federal) for housing income support and housing modifications and repairs. Q4/25
PROJECT H3 Establish Aging in Place Programs (Including a Los Gatos Village) - Develop infrastructure and programs for aging in place and establish a Los Gatos Village (subscription-based association based on Beacon Hill/Avenidas model). Q1/27 - Develop a home maintenance (small job) helper referral service with volunteer coordinator (service clubs). Q1/25
- Support programs that provide help with modification and accessibility of homes. Q3/25 - Support older adults living independently in the community through down-sizing or stepdown independent living options. Q1/25

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PROJECT H4 Facilitate Crisis Housing
- Facilitate crisis housing for older adults. Q1/26
- Promote disaster preparedness programs with focus on older adults including online information and the safety of older adults in residential care facilities during emergencies or disasters. Q4/26
PROJECT H5 Monitor and Evaluate Housing Needs and Stock - Complete a comprehensive Older Adult Housing Report (for inclusion in the General Plan and Housing Element’s 5-year update). Q3/27
Goal 6. First Steps
● Establish an older adult housing advisory committee for inventorying housing options and advocacy.
● Promote development of affordable housing for older adults. ● Advocate for older adults living independently in the community.

Goal 7. Integrated Governance, Funding, and Accountability for Senior Services Subcommittee - Hudes (chair), Blum, Heath, Miller, Phelan, Picraux, Rossmann In this section there is first a description of the benefits and proposed elements that will be needed to achieve an integrated model for governance and accountability for senior services.

Second, the Committee proposes four recommended Town Council actions for the first year to achieve this model. Finally, a proposed approach is presented to sustain progress on the Roadmap in subsequent years. The Committee is of the opinion that these actions provide an essential component for achieving the 10-year vision of an affordable and sustainable Roadmap for senior services.

Integrated Governance Model
Currently our Town has a distributed model of senior services with minimal central planning, measurement, coordination, or accountability for maintaining and advancing services. Creating an integrated governance structure with accountability for services could result in significantly increased efficiencies, enhanced senior services leading to additional sources of support, and longterm stability of programs. A recommended governance model for Los Gatos includes:
● Distinct roles for non-profits, Town administration, and others serving older adults, ● A coordinated management model (accountability, metrics, oversight, etc.) ● Funding mechanisms to help support older adult programs and services ● Sustainable financial plan, including pro forma budgets for consideration by deciding bodies
● Methods for measurement, accountability and maintaining transparency ● Approaches to maintain Town oversight
The Committee analysis suggests that an integrated governance model will also lead to stronger community participation and will result in greater support for services, more successful funding initiatives, and greater transparency of senior services operations. The benchmarking survey of other cities and our assessment of services in Los Gatos show that Los Gatos currently has a fragmented model of service delivery coupled with little accountability.

To enhance accountability, the Roadmap proposes and discusses below four key interrelated elements that will need to be developed for a future model of senior services governance :

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41 ATTACHMENT 1
● One-Three-Ten-year fiscal planning
● Measurement and accountability tracking
● Roles and responsibilities decisions
● Roadmap maintenance and update process
One-Three-Ten Year Fiscal Planning
The Committee recommends that an integrated budget process for senior services be adopted. This financial plan would include:
● All of the entities providing services for older adults in Los Gatos; ● Establishing a comprehensive process for fiscal analysis and budget planning, including Town, county, state, and federal and third-party organizations; ● Annual budgets that would include:
o Services provided and residents served
o Capital and operating budgets (decoupled)
o Planned and actual budgets
o Sources, including grants and fundraising
● Timing would be coordinated with Town, area, and third-party budget processes.

Information assembled over the first year of the Roadmap is proposed to provide the basis for development of the fiscal plan under guidance of the Town Council. The plan is recommended to be developed during the first quarter of 2024 as part of a review of Roadmap progress, as discussed in the Roadmap Maintenance and Update Process section below.

Next steps:

1. Set schedule for subcommittees to provide resource estimates prior to Committee sunsetting;

2. Provide template and assistance in developing pro-forma financial estimates for key initiatives;

3. Involve Town staff in financial estimates and budgeting;

4. Create a budget model.

Measurement and Accountability Tracking
In order to make progress in delivering services in a sustainable manner to older adults there is a need to develop measures of the services provided and their impact. To best support integrated governance these measures would include the full range of senior service providers, including Town, regional, and third-parties. Measures of service would include the number of people served in a transparent and easily understood format. Much of the information would be obtained through a collaboration with the various service providers serving older adults.

Recommended activities include:
● Determine what measures of effort are needed and how the results would ensure success of the Roadmap goals;
● Identify who would receive the reports and at what frequency; ● Establish a process to provide an annual report describing the State of Senior Services in Los Gatos based on an assessment of the measurements that are tracked and the services that are being provided to older adults.

Next CHSSC steps:

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42 ATTACHMENT 1

1. Establish a measurement and tracking process based on the above recommendations;

2. Review examples of annual senior services reports by other cities and the state to provide a starting point for an Annual Los Gatos Report;

3. Compile metrics from other communities and service providers on what data and rate of collection is most useful for an efficient accountability tracking process.

Roles and Responsibilities
The Committee recommends that for the changes proposed by this Roadmap in support of our older adult community to occur it will be important to define the roles and responsibilities, as existing organizations are modified, and new organizations are put in place. From a long term perspective it would be valuable for the Town to consider the following questions regarding roles and responsibilities:
● Given the goals and resources required, what oversight is appropriate to ensure success?
● Are new or re-comprised teams, committees, or roles required? If so, how should new and existing teams and roles be modified and participation encouraged? ● Are new or updated service agreements or contracts needed? The Year 1 Actions proposed by the Committee below provide suggested approaches to these questions for the near term.

To transition from the decentralized, or what might be characterized as a fragmented delivery of services to our older adults, to a more reliable and sustainable means of providing these services in a coordinated community partnership, our Integrated Governance subcommittee realized that some changes would be helpful. This was further reinforced by site visits and fact-finding conversations with several other communities, especially with Palo Alto, Los Altos, and Morgan Hill. Also further considerations would be needed upon making a decision concerning facility direction in about 3 years’ time.

For now, it appears that the Morgan Hill approach and governance model offers the most similar and promising starting point to address needs over the next several years. With the successful development of this approach over a 3- to 10-year period, a long-term model closer to that of Palo Alto’s Avenidas, where even greater community contributions to support senior services as well as to initiate a “Village” concept for aging in place may become possible.

Why the Morgan Hill model in the near-term?
While there are demographic differences from Los Gatos, the provision of services to older adults in Morgan Hill offers some situational similarities. In Morgan Hill, recreation-oriented senior services were previously provided by the YMCA, which was serving a broad age-range of community members through fee for service as well as contracted services for seniors.

The organization ran into financial constraints that challenged the provision of services for seniors. The community also embarked on the creation of a community recreation center that included space where older adults would participate. This required substantial fundraising as well as contribution of city-owned properties in order to build the new center, which was completed in the mid-2000’s and is operated by the city. Later the community

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43 ATTACHMENT 1
established an independent 501(c)3 Friends of Morgan Hill Seniors Foundation to provide additional support for senior services, with a city representative participating on the Board of Directors. In addition, the city established an independently operated Senior Advisory Committee to sustain senior programs. This committee includes a city representative and representation from community leaders, service providers, the community center staff, and the Foundation and has subcommittees for transportation, life-long learning, endowment, and outreach. The city recreation center with its senior space provided the catalyst for these governance decisions.

As the transition to the new Morgan Hill community center and charitable foundation funded facilities and programs proceeded, some of the key personnel of the YMCA and predecessor organizations transitioned to the new organizations as well as to the city. Some of the best people are still serving Morgan Hill’s older adult community, yet they transitioned to a new organization. Today, a vibrant senior services program is being provided in an excellent community center, funded significantly by charitable giving and grants, along with moderate city support. Los Gatos is facing similar constraints regarding Town finances and similar financial constraints faced by LGS Recreation in providing a recreation-oriented services program for older adults. Los Gatos can learn from the Morgan Hill story in developing a journey for enhancing senior services for the older adult community.

Proposed Year 1 Actions to Transition to Integrated Governance for Senior Services To support the transition of this Senior Services Roadmap for revitalizing senior services from planning to action the Committee recommends the Town Council begin with the following roles and responsibilities for the first year of the Roadmap:

1. Engage Town Commissions and Boards
By expanding its role the Community Health and Senior Services Commission has suggested it would undertake the following three activities considered critical for maintaining Roadmap progress. The first area of communication and engagement represents the essential support for maintaining the momentum of the other Roadmap goals while the second and third activities address initial needs in the governance and accountability of senior services. Those activities include the following:
i. Communication and Engagement: This activity is the portion of the Roadmap addressing Goal #3. It is suggested that the CHSSC create an ad hoc subcommittee from its membership to fulfill the tasks involved and to also consider adding a few community expert guests to help support the subcommittee and extend its reach. ii. Roadmap Tracking: In this activity the CHSSC would be responsible for tracking and assessing whether the goals of the Roadmap are being accomplished according to the timelines set forth in the Roadmap. This may be done via the necessary communication and annual or more frequent written assessments.
iii. Annual Senior Services Assessment: In this activity the CHSSC would be responsible for assessing and reporting on the nature and quality of senior services in Los Gatos. This may be done via an annual State of Los Gatos Senior Services written report.

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The CHSSC could consider creating subcommittees to assist in implementing activities ii) and iii) if needed. Similar to activity i), the CHSSC would be responsible for appointing the members of the subcommittees and could include expert guests as appropriate. Consideration could be given to requesting that the Town Council appoint a liaison from the Council to the CHSSC, to assist in the foregoing work and/or help with recruitment of people to serve on the CHSSC and its subcommittees.

Duties and responsibilities on issues relating to other Roadmap goals such as housing and transportation would remain with the Town boards and commissions currently responsible in those areas. However, in its role of Roadmap tracking the CHSSC would periodically meet with the boards and commissions responsible for these areas, to assess their progress and align goals with them related to these areas. Some examples found in the project proposals of this Roadmap include: 1) Parks Commission: the development of a Community Garden 2) Complete Streets and Transportation Commission: transportation options for older adults including walking paths and exploration of a shuttle 3) Planning Commission and/or Housing Element Advisory Board: creation and maintenance of an inventory and directory of housing options for seniors. These enhancements might include subcommittees or cross-commission ad hoc teams as well as specific older-adult-related tasks in the annual work plans of the Town Commissions and Boards, and could include issuing reports to the Town Council about progress on these items. Members of the Senior Services Committee could help organize these activities during the period before the sunset of the Senior Services Committee.

Next steps:

1. CHSSC assigns members to coordinate each of the above three activities

2. Town Age-Friendly Coordinator and/or CHSSC plans projects to be pursued with other Commissions or Boards

2. Appoint Town Age-Friendly Coordinator (0.2 FTE)
The Committee recommends the Town Council appoint a part time (0.2 FTE) Coordinator for senior services in Los Gatos. The Coordinator is envisioned to be a staff member within the town administration. Their allocated time would be dedicated to being a point of contact for senior services in Los Gatos. This position would provide an important step to realizing the Roadmap vision of a coordinated partnership for senior services between the Town, Town commissions and boards, the proposed Friends of Los Gatos Seniors Foundation, community service providers, and other nonprofits and regional providers. The Coordinator would also be a member of the Foundation advisory committee. Responsibilities for the Age-Friendly Coordinator might include:
● Act as the point of contact for the Commissions, Service Provider organizations, Foundation, and regional nonprofits providing services for Los Gatos older adults ● Be the point of contact for key provider of recreational services to older adults (currently LGS Recreation)
● Receive information from the three CHSSC activities coordinators involving Communication & Engagement, Roadmap Tracking, and Annual Assessment ● Serve as the point of contact for questions about volunteer opportunities as Roadmap projects advance in support of this goal

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45 ATTACHMENT 1
● Coordinate receipt of budget proposals to both the Town of Los Gatos as well as the Friends of Los Gatos Seniors Charitable Foundation
● Facilitate review and presentation to Town Council of the Annual Assessment of Senior Services provided by the CHSSC for receipt by Council
● Provide information and support for the Town Council review of the Roadmap progress and governance during the first quarter of 2024 and subsequently as discussed in the Roadmap maintenance section below.

As the Roadmap successes accrue in future years and senior services delivery advances, there may be considerable leverage gained by increasing the fractional 0.2 FTE allocation to the Town’s Age-Friendly Coordinator. This graded approach could facilitate the transition of Los Gatos senior services governance from a fragmented model to an integrated partnership model.

Next steps:

1. Town appoints an Age-Friendly Coordinator

2. Ensure the Coordinator is brief on the senior services landscape.

3. Recognize and Encourage Community-Based Activities to Support Senior Services It is recommended that the Town Council recognize and encourage community efforts in support of the Senior Services Roadmap. This support would include recognizing a communityplanned 501(c)3 nonprofit Foundation that will be formed and having the Town Age-Friendly Coordinator participate in the nonprofit’s Advisory Committee.

The community-based Friends of Los Gatos Seniors Foundation will be created for raising funds in support of senior programs and facilities to supplement Town funding, and establishing a sustaining endowment from individuals and corporate entities. The Foundation will explore options and funding mechanisms for a new or refurbished community facility with dedicated space for senior programs. It will also seek funds to supplement and enhance support for senior programs and activities. As an independent nonprofit entity it will have a Board of Directors and it is recommended that they appoint an Advisory Committee. The Advisory Committee may assist the Board in such areas as investigating community facility options, creating a capital facility fundraising campaign, seeking methods to raise funds for senior service activities, seeking grants to support these efforts, and, over time, establishing a sustaining endowment. It is recommended that the Foundation coordinate its activities with the Town.

Next steps by the nonprofit:

1. Establish a Board of Directors for the Friends of Los Gatos Seniors Foundation

2. Apply for 501(c)3 status

4. Re-Establish Baseline Services
As part of an integrated governance model the Committee believes that sustainable support of core senior services is necessary to re-establish the pre-pandemic baseline in order to achieve the vision of the Roadmap. These services are considered to be essential to be maintained as a base of support for an important and often older segment of our senior population. There are two provider areas for these services:
● Town: social, educational, healthy living activities provided by LGS Recreation,

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46 ATTACHMENT 1
● Community: grants to nonprofit community service providers to help supplement their services in Los Gatos (Live Oak Nutrition, West Valley Community Services, re-establish Live Oak Adult Day Care, etc.).

Role of Los Gatos-Saratoga Recreation
LGS Recreation has been providing services to the seniors of Los Gatos based under an agreement initiated in 2009. The 20-year lease agreement defines the scope of services that are to be provided in return for partial rent relief. After obtaining a better understanding of the services and associated funding of LGS Recreation, it appears this full suite of services currently (in 2022) being provided to the senior community cannot be sustained without an increase in funding. In fact, as of 2023, even baseline services are not funded given the direction of the LGS Recreation Board to no longer fund senior services with surpluses from other LGS Recreation programs. Additionally, services and governance aspects of the original 2009 Lease Agreement (see Appendix G) with LGS Recreation have changed.

The Committee has reviewed the base-line services that LGS Recreation is providing and recommends that the Town negotiate an acceptable one-year agreement to maintain essential services. Also, the Committee notes from its benchmarking studies of peer cities that essential services by nonprofits are not charged rent for the municipal facilities they occupy to provide the services, in contrast to the pre-pandemic practice in Los Gatos. For the following three-year period, it is recommended to re-evaluate the provision of services by LGS Recreation as circumstances change while also considering the ability of the newly formed Friends of Los Gatos Seniors Foundation to raise additional funds to provide supplemental support for these senior services. If LGS Recreation is able to provide an ongoing role in the delivery of services to the seniors of Los Gatos, it is important to re-evaluate and document changes to the services initially enumerated in the 2009 Lease Agreement. It could also be beneficial for collaboration to have a Town representative participate on the Board of LGS Recreation and have the Town’s Age-Friendly Coordinator provide a point of contact for LGS Recreation services for older adults.

5. Sunset Senior Services Committee
The Committee recommends that the transition from planning to action be facilitated by engaging the Senior Services Committee to assist the Town in publicizing and jump-starting year 1 projects and then to sunset the Committee in 2023.

Roadmap Maintenance and Update Process
The Committee recommends that for the Roadmap to be of continuing value, both during its implementation and beyond, there needs to be a process for this document to evolve as circumstances change, as current needs are satisfied, and as new needs emerge in the community. Maintaining and updating the Roadmap will ensure that it is sustainable and of continuing value. Recognizing that the ultimate authority for the Roadmap implementation rests with the Town Council the Committee recommends the following process:
● During the first quarter of 2024 the Town Council would review the Roadmap progress over its first year and the effectiveness of its governance, making any needed modifications;
● The review would be informed by the tracking data and annual assessment of senior

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47 ATTACHMENT 1
services provided by the CHSSC and any other information collected. The Age-Friendly Coordinator would facilitate this effort;
● During the proposed year 1 review it is recommended that the 1-3-10 year fiscal planning process also be completed;
● In the subsequent years two and three it is recommended that the Council repeat this process, ensuring that the Town continues to make progress in transitioning to an integrated governance model with community engagement, and address any issues as circumstances change;
● The review process for this 10-year Roadmap could thereafter be repeated only as needed, for example if plans are initiated for the renovation or construction of a new community center with space for senior programs.

Roadmap Communication
The Committee recommends that the Roadmap be communicated to both community leaders and the larger Los Gatos community. During the period of transition to implementation of the Roadmap the Committee members will participate in the following activities over the next couple of months through the direction of the Chair.

Roadmap Awareness
To increase community awareness the Committee will develop an action plan to promote the Roadmap and the proposed 1-3-10-year goals. In partnership with the Town administration, Town commissions, the Chamber of Commerce, service clubs and others, Committee members will promote the Roadmap via print, social media, email, and group presentations. Individuals and groups will be made aware of what they’ve already done to help and identify needs, emphasizing an opportunity to become involved. The objective will be for the community to become engaged in what the Roadmap proposes, to be aware of the benefits it can bring to older adults and the community at large, to plan for the next steps, and to get people excited about the future.

Tailored Messages to Request Participation
In coordination with the CHSSC, Committee members will meet with Town commissions such as CSTC, Planning Commission, and Parks Commission to present specific elements of the Roadmap 1-3-10-year goals and project ideas and to explore if they would be willing to lead those efforts within their area. Also, members will hold meetings with the Chamber of Commerce, SASCC, regional, county, state leader and other potential partners. The Committee hopes commissions and other groups that have participated in the development of the Roadmap plans will join forces in the proposed Roadmap effort so that the community moves toward a common goal.

Conduct Roadmap Town Halls
Launch Town halls similar to the original community workshops that were held during February – April 2022 with the objective of explaining the Roadmap content, reaching additional groups and individuals.

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48 ATTACHMENT 1
Conclusions
This Roadmap provides an actionable, community plan for revitalizing senior services in Los Gatos. It was developed by first creating a vision where older adults are engaged, valued, and provided equitable opportunities to thrive in an inclusive, Age-Friendly Town. The needs of Los Gatos older adults were then assessed and ways in which these needs were addressed in other communities were analyzed. Seven overall goals were developed and broken down into 1, 3, and 10-year plans for each goal. The work required to achieve these goals was structured into projects with quarterly milestones and these projects organized into programs. Finally, a plan to transition the governance and accountability of services to achieve these goals in a Towncommunity partnership was identified. To achieve this five “asks” of the Town Council were identified as detailed in Section II.B. Our objective is at the end of this 10-year Roadmap to have prepared our community for the next generation of older adults when it is estimated that those aged 55 or older in Los Gatos will approach ⅓ of the Town’s population. The Committee respectfully submits that with a sustained, affordable commitment by the Town and with strong engagement and support by the community this 10-year Roadmap will provide a thriving Town environment where the entire community benefits.

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49 ATTACHMENT 1

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Committee Members Representing:
• Community Health & Senior Service
Commission
• Councilmembers/Mayors
• Service Clubs
• Chamber of Commerce
• Service Providers
• Senior Community Leaders
• County Department of Aging
• Healthcare Providers
Los Gatos Senior Services Roadmap
A Report Prepared for the Town of Los Gatos
Vision
Making Los Gatos an age-friendly community where
older adults are engaged, valued and provided
equitable opportunities to thrive!
ATTACHMENT 2

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Health
Livability
Elements Purpose
and
Belonging
Network
of Service
Providers
Engaging
Community
Environment
Healthy
Living -
Physical &
Mental
Our findings served to
clarify the most important
aspects of what makes a
thriving community.

Creating an Age-Friendly Environment for Los Gatos
Key needs for our community
• Communication
• Socialization
• Mobility
Statistically Validated Survey, Workshops, Peer Cities Benchmarking

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Communications &
Engagement
Core Services
Welcoming &
Inviting
Facility
Older Adult
Transportation
Housing
Options
Volunteer
Opportunities
Governance &
Accountability
Making Los Gatos an age-friendly community
where older adults are engaged, valued and
provided equitable opportunities to thrive
Goals for Senior Services in Los Gatos

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Town/Community
partnership model
Nonprofit fundraising
campaign underway
LG Senior Engagement
1-Year 3-Year 10-Year
70 %
40 %
10 %
Senior Services Roadmap Vision
Community facility
refurbish/build decision
Welcoming community
center opening
Sustainable governance
& accountability
Community support for
operations funding
Baseline core services
re-established
Commissions
engagement
Nonprofit fundraising
Foundation established
Fragmented Services Coordinated Partnership
Ten Year Vision
Re-establish
Grow
Sustain & Thrive

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Seven Goals for a Community Roadmap
Appealing and Inviting Facility (Renovate or Build)
• Welcoming community center with dedicated space for older adults. • Funding strategy: 501(c)(3), solicit donations, grants, ... • Direction in 3 years for renovate or build
• Coordinated community engagement & support.

What
How & When
• Roadmap
proposes
projects
1-3-10 Year Time Line

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Enhanced Transportation
Options
Senior Housing Options
Seven Goals for a Community Roadmap
1-3-10 Year Time Line
• Promote availability of mobility options
and information
• Implement a Town shuttle
• Create age-friendly accessible walking
track
• Produce an inventory of residential
options
• Establish a “Los Gatos Village”
(subscription-based concierge association)

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Seven Goals for a Community Roadmap
Core Senior Services
What How & When
• Essential services for all stages of aging:
nutrition, adult day care, socialization,
educational, and healthy living
opportunities.
• Classes on new skills, safety, scam
avoidance; legal assistance, county mental
health offerings

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Seven Goals for a Community Roadmap
Communications & Engagement
• Information on services & resources – The
HUB, Outlook, The Print, transportation, etc.
• Increase engagement in social, educational &
healthy living programs.
• Establish measurable goals.

Volunteer Support and Engagement
(be a volunteer/seek a volunteer)
• Volunteer opportunity exchange
• Link service providers, clubs, volunteers –
bulletin board, fairs, etc.
• Inclusive processes to engage volunteers

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Seven Goals for a Community Roadmap
Integrated Governance, Funding, & Accountability
What How & When (key 2023 goals)
● Integrated governance model with stronger
community participation
● Enhanced role for CHSSC (Communications &
Engagement, Roadmap Tracking, Assessment)
● Engage other Town Commissions and Boards in
support of age-friendly initiatives
(e.g., Community Garden - Parks Commission;
Enhanced Shuttle Service - CSTC)
● Establish fiscal planning process by Q1 2024
including Town, County, and third-party
organizations
• Community nonprofit foundation (501(c)3) established
for facility & services fundraising in years 1-3 and beyond • Town Age-Friendly Coordinator (0.2 FTE initially) as point of contact for integration of senior programs
• Sufficient funding of LGS Recreation for ongoing senior services in 2023 and evaluate go-forward relationship
• Assessment Report on Senior Services prepared annually by CHSSC for Council
• Annual Q1 Review of Roadmap Progress by Council for
years 1-3, and then as-needed

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Year 1 - Re-establish Baseline
Town of Los Gatos Community
(at-large)
Establish Nonprofit Foundation
Foundation Advisory
Committee
Core Services
55 Plus, Nutrition,
Adult Day Care,
etc. Parks Com.

Etc.

Coordinator
(0.2 FTE)
CSTC
CHSSC
(Town of LG)
Senior Services Roadmap Committee Recommendations

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Year 1 - Re-establish Baseline
Town of Los Gatos Community
(at-large)
Establish Nonprofit Foundation
Foundation Advisory
Committee
Core Services
55 Plus, Nutrition,
Adult Day Care,
etc. Parks Com.

Etc.

Coordinator
(0.2 FTE)
CSTC
CHSSC
(Town of LG)
Senior Services Roadmap Committee Recommendations
1) Engage Commissions and Boards in support of Roadmap goals Page 323 Year 1 - Re-establish Baseline
Town of Los Gatos Community
(at-large)
Establish Nonprofit Foundation
Foundation Advisory
Committee
Core Services
55 Plus, Nutrition,
Adult Day Care,
etc. Parks Com.

Etc.

Coordinator
(0.2 FTE)
CSTC
CHSSC
(Town of LG)
Senior Services Roadmap Committee Recommendations
2) Sustainably support core senior services Page 324
Year 1 - Re-establish Baseline
Town of Los Gatos Community
(at-large)
Establish Nonprofit Foundation
Foundation Advisory
Committee
Core Services
55 Plus, Nutrition,
Adult Day Care,
etc. Parks Com.

Etc.

Coordinator
(0.2 FTE)
CSTC
CHSSC
(Town of LG)
Senior Services Roadmap Committee Recommendations
3) Create an Age-Friendly program coordinator position (0.2 FTE) Page 325 Year 1 - Re-establish Baseline
Town of Los Gatos Community
(at-large)
Establish Nonprofit Foundation
Foundation Advisory
Committee
Core Services
55 Plus, Nutrition,
Adult Day Care,
etc. Parks Com.

Etc.

Coordinator
(0.2 FTE)
CSTC
CHSSC
(Town of LG)
Senior Services Roadmap Committee Recommendations
4) Encourage formation of independent community nonprofit Foundation Page 326 Year 1 - Re-establish Baseline
Town of Los Gatos Community
(at-large)
Establish Nonprofit Foundation
Foundation Advisory
Committee
Core Services
55 Plus, Nutrition,
Adult Day Care,
etc. Parks Com.

Etc.

Coordinator
(0.2 FTE)
CSTC
CHSSC
(Town of LG)
Senior Services Roadmap Committee Recommendations
5) Transition from planning to action by engaging the Senior Services Committee to jump-start Year 1 projects & then sunset Committee.

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1. Engage Commissions and Boards in support of the Roadmap goals

2. Sustainably support core senior services:
a. Town: social, educational, healthy living activities provided by LGS Recreation, b. Community: grants to services (Live Oak Nutrition, WVCS, re-establish Adult Day Care, etc.)

3. Create an Age-Friendly Coordinator position (0.2 FTE) as the central point of contact

4. Encourage formation of an independent community nonprofit Foundation to raise funds for senior programs and a community facility with space for senior activities

5. Transition from planning to action by engaging the Senior Services Committee to jumpstart year 1 projects and then sunset the Committee in 2023 Committee Recommendation Summary
● Endorse roadmap
● Approve the 5 recommendations for Year 1

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Backup slides

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Environment
(Neighborhood
and
Community)
Healthy Living/
Physical,
Cognitive, and
Mental Health

1. 18
Senior Services Committee
Tom Picraux, Senior Community Leader, Chair
Maureen Heath, Senior Community Leader, Vice Chair
Matthew Hudes, Council Member
Rob Rennie, Council Member & Mayor (Sept. 2021 - Apr. 2022) Maria Ristow, Mayor & Council Member (Apr. 2022 – Jan. 2023) Nancy Pearson, Service Clubs (Kiwanis)
Catherine Somers, Los Gatos Chamber of Commerce
Kathy Mlinarich, Service Provider (Live Oak Nutrition)
Lisa Lenoci, Service Provider (Live Oak Adult Daycare)
Diana Miller, County Department of Aging Representation Brennan Phelan, El Camino Hospital
Dick Konrad, CHSSC (Chair in 2022)
George Rossmann, CHSSC (Chair in 2021)
Maia Bernholz/Arshia Mathur, CHSSC Youth Representatives Eleanor Yick, CHSSC Member
Jeff Blum, CHSSC Member
Pradeep Khanal, CHSSC Member
Arn Andrews, Assistant Town Manager, Town Liaison

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TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 02/07/2023
ITEM NO: 16

DESK ITEM
DATE: February 7, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Senior Service Committee Roadmap for Senior Services and Provide Any Additional Direction to the Committee and/or Staff REMARKS:

Attachment 3 contains public comments received before 11:01 a.m. on Tuesday, February 7, 2023.

Attachments Previously Received with the Staff Report:

1. Senior Service Roadmap

2. PPT of the Roadmap
Attachments Distributed with this Desk Item:

3. Public comments received before 11:01 a.m. Tuesday, February 7, 2023

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From: 55 Plus
Sent: Tuesday, February 7, 2023 9:11 AM
To: Council <[email protected]>
Subject: Desk Item - Support for Senior Services Committee Roadmap [EXTERNAL SENDER]
Town Council,
Please include this email as a desk item in support of the proposed Los Gatos Senior Services Committee Road Map. It has been my pleasure to work alongside and get to know the members of the Seniors Services Committee. This committee is passionate about making Los Gatos an age friendly town. The work that has been done by this Committee has ignited an exciting momentum for Senior Services in Los Gatos. Not only did they conduct research, surveys, and discussion groups to be able to craft this road map thoughtfully and quantitatively, but they also were immersed themselves in the community by getting active and involve. Members of this commitee supported local health fairs, holiday drive throughs, volunteerism, town special events, and many 55 Plus Programs so that they could unify the voices of local seniors and prepare this roadmap . They have helped shaped what is possible through 55 Plus by supporting events and projects like the ARC Bar, The HUB, and the New Year Social by volunteering and aiding communication. This road map not only outlines goals for the Town of Los Gatos but practical solutions and projects necessary to achieve those goals.

At the special Town Council meeting on January 24th, LGS Recreation submitted a Proposal for Funding of the 55 Plus program. Specifically outlined in our proposal are a multitude of ways that LGS Recreation, with financial support from the Town of Los Gatos, can help the Town meet these goals, complete projects, establish services, and fill the gaps indicated in the road map of senior services. The 55 Plus Program is prepared to take on this role and continue to be the center of information and activity for our older adult population. Please consider adopting the Senior Services Road Map and with it the Proposal for 55 Plus funding.

Our mission is aligned, both the Senior Services Committee and LGS Recreation are committed to making Los Gatos a town where older adults can thrive.

Sincere thanks for your time and consideration,
ATTACHMENT 3 Page 338
Lisanne Kennedy
Recreation Coordinator
55 Plus Program & Adult Enrichment
Direct: 408.354.1514
LGS Recreation
Main Office: 408.354.8700
208 E. Main St, Los Gatos, CA 95030
Building a Healthy Community Through Enrichment, Innovation, and Fun!

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From: S SERVER
Sent: Tuesday, February 7, 2023 10:10 AM
To: Council <[email protected]>
Subject: Senior Services Roadmap
[EXTERNAL SENDER]
As a resident and senior citizen of Los Gatos, I would like to offer my support for the Senior Services Roadmap for Los Gatos.

Susan Server

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PREPARED BY: Ryan Baker
Library Director
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 02/07/2023
ITEM NO: 17
DATE: February 1, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Consider the Following Items Recommended by the Art and Culture Commission:
a. Receive the Arts and Culture Commission’s Three-Year Plan Consisting of Capital Improvement Program (CIP) Funding for Completion of the Gateway Project and Annual Funding for Maintenance of Existing TownOwned Public Artwork; and b. Authorize the Town Manager to Enter into a Memorandum of Understanding with Silicon Valley Creates; and
c. Grant permission for Arts and Culture Commissioners to Solicit Philanthropic Funding for Future Public Art Projects
RECOMMENDATION:

1. Receive the Arts and Culture Commission’s three-year plan consisting of Capital Improvement Program (CIP) funding for completion of the Gateway Project and Annual funding for maintenance of existing Town-owned public artwork; and

2. Authorize the Town Manager to enter into a Memorandum of Understanding (MOU) for partnership with Silicon Valley Creates; and

3. Grant permission for Arts and Culture Commissioners to solicit philanthropic funding for future public art projects.

BACKGROUND:

The Arts and Culture Commission (ACC) last presented an arts plan to Council in April of 2017.

That plan contained elements focused on a variety of projects, funding ideas, and arts engagement. From the elements of that plan the ACC has been successful in bringing a Percent for Arts from Development ordinance to Council, as well as completed two of five Gateway sculptures to welcome residents and visitors to Town.

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PAGE 2 OF 5
SUBJECT: Arts and Culture Commission Three-Year Public Arts Plan DATE: February 1, 2023
BACKGROUND (continued):

While the ACC is proud of the accomplishments it has made for the Town, the Commissioners feel generally that many other aspects of that plan were not able to come to fruition due to limitations for arts funding. The ACC has been working over the past year to revise its workplan to a smaller project focus and a larger vision for partnerships and alternative funding.

The ACC has been working to create an achievable three-year plan that it wishes to implement between FY 2023/24 to FY 2025/26. The ACC believes that the growth of public art in Town will create vibrancy, promote a sense of place, boost economic vitality, and engage the community.

The ACC recognizes that the costs of robust public arts programs is often substantial while Town resources are limited, therefore the ACC has kept both a narrow scope of vision for this proposed plan in addition to proposing a mechanism for obtaining future funding and adding regional strength through proposed partnerships.

DISCUSSION:

The ACC’s proposed plan consists of four points:

1. Complete the ACC’s Gateway Project by committing CIP funds in the amount of $37,000 per year over the next three years. The Town and ACC have installed two of an envisioned total of five Gateway sculptures at points of entry/exit to Town. The ACC proposes to commission and install the final three at a rate of one per year between FY 2023/24 and FY 2025/26. The requested funding would be added as a CIP item and would cover the cost of the artist commission, fabrication, and installation for each Gateway sculpture as well as on-site installation costs incurred by the Parks and Public Works Department. The final three locations being considered are Winchester Ave near Highway 85, one location to be determined near the western border of Town, and one location to be determined near the eastern border of Town.

Council approved the artist and concept design of the additional Gateway sculptures at Town Council meeting on November 16, 2021.

2. Fund annual maintenance Town-owned public art at an estimated cost of $2,500 per year.

Funds would be added as a line item in the Parks and Public Works Department’s budget and would not be expended if not needed in any given year. Maintenance of Town-owned public art includes the costs of cleaning, repairs, graffiti removal, and other maintenance related costs.

3. Establish a partnership with Silicon Valley Creates (SVC) which includes allowing SVC to act as a non-profit fiscal agent on behalf of the Town for handling donations for future public arts projects. SVC is a 501c3 non-profit organization that operates across Santa Clara County to promote public art, foster communication across arts agencies, connect arts agencies with grant opportunities, and raise the visibility of the creative sector. The ACC proposes entering into an agreement with SVC with a Memorandum of Understanding (MOU) (Attachment 1).

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PAGE 3 OF 5
SUBJECT: Arts and Culture Commission Three-Year Public Arts Plan DATE: February 1, 2023
DISCUSSION (continued):

This agreement would allow the ACC to leverage SVC resources to strengthen the arts in Los Gatos while also allowing the ACC to contribute to the larger arts ecosystem of Santa Clara County. In addition to providing opportunities for programs, networking, grants, and collaboration, through this agreement SVC has also volunteered to act on behalf of the Town and the ACC as a fiscal agent for the purpose of receiving and expending private donations, corporate matching funds, or philanthropic giving to support the Town’s future public arts projects.

This would allow for greater opportunities for local philanthropic giving to support future Towninitiated public arts projects. Examples of these projects are envisioned to include sculpture commissions, murals, utility box artwork, or other permanent and publicly accessible artwork that adds to the vibrancy and character of the Town. Funds would not be envisioned to be dispersed to non-profit third-party agencies or organizations that are capable of pursuing fundraising through their own means. Town Council would retain ultimate authority for expenditure of collected funds for public art in keeping with the spirit of the agreement except in cases where donation use is specified by the donor.

4. Grant permission for the ACC Commissioners to solicit private donations, corporate matching funds, and philanthropic giving to support future Town-initiated public arts projects.

The ACC understands that Town funds are limited. Being conscientious of this, the ACC has actively been discussing ways to create an alternative funding model to supplement the cost of future Town-initiated public arts projects. The ACC envisions a three-point model for alternative funding and is currently seeking Council approval to test this model with the intention of having accumulated alternative funds available for use to supplement Towninitiated public arts projects by the beginning of FY 2026/27. This component ties to the 2040 General Plan Policy PFS-25.4: Encourage Private and Public Funding for the Arts (Attachment 3).

1. Percent for Arts Development In-Lieu Contributions. This program, by which developers may either install public art or contribute an in-lieu fee for future public art at 1% of building valuation for private developments, was approved by Council on April 20, 2021. Although no funding has yet been collected through this mechanism, it is anticipated to have accumulated some funds for use by FY 2026/27. No additional action is needed on this item.

2. Solicitation of donations/sponsorships, corporate matching funds, and general philanthropy.

The ACC believes that there is potential for alternative funding for Town-initiated public arts through these mechanisms and is seeking approval per the Town’s Solicitation and Donation Policy (Policy Number 2-17) (Attachment 2) to allow the ACC Commissioners to conduct

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PAGE 4 OF 5
SUBJECT: Arts and Culture Commission Three-Year Public Arts Plan DATE: February 1, 2023
DISCUSSION (continued):
targeted solicitation to test whether this is a viable alternative method for public arts funding.

The Town Council approved the Donation List which includes Public Art on May 17, 2022.

3. Grant opportunities. The ACC is requesting approval for its Commissioners to apply for eligible arts grants on behalf of the Town. Under normal circumstances, such grants would fall under the purview of Town staff; however, the ACC understands that staff resources are limited and envisions the opportunity to engage in and submit such applications as they are discovered. Grants that require match funding would only be pursued if/when funding is available through the aforementioned mechanisms.

CONCLUSION:

The ACC is committed to furthering the arts in Los Gatos for the benefit of residents, visitors, and community vitality. The Commissioners express their thanks for Council’s consideration of the plan as presented. If the Council supports these budgetary recommendations, they will be brought forward for Council’s consideration with other budget direction at the February 21st Town Council meeting.

ALTERNATIVES:

Council may approve all, none, or any combination of the four parts of the ACC plan presented here with or without modification, limitation, or additional direction. Council should strongly consider how other Town Boards and Commissions may interpret any proposals of this plan as it pertains to precedent or scope of responsibility. Should Council not be in favor of any part of this plan, staff advises that clear direction be given to the ACC as it pertains to solutions for securing long-term funding to support Town-initiated public arts projects and clear work plan direction for the Commission.

FISCAL IMPACT:

The requested actual costs of $118,500 would be divided as $39,500 per year over three fiscal years beginning in FY 2023/24 with $37,000 per year directed to the CIP budget for the Gateway project and $2,500 per year to the PPW operational budget for maintenance of Townowned public artwork. If Council agrees with the requests by the ACC, it should provide this direction for the preparation of the Proposed FY 2023/24 Operating and Capital Budgets.

Potential alternative funding amounts for future projects cannot be determined at this time.

ENVIRONMENTAL ASSESSMENT:

This is not a project defined under CEQA, and no further action is required.

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PAGE 5 OF 5
SUBJECT: Arts and Culture Commission Three-Year Public Arts Plan DATE: February 1, 2023
Attachments:

1. Memorandum of Understanding between SVC and Town of Los Gatos

2. Donation and solicitation policy, Policy number 2-17

3. Excerpt from 2040 General Plan, pages 6-31 and 6-32.

4. SVC white paper on the Business of Arts and Culture

5. Americans for the Arts green paper on Public Art

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ATTACHMENT 1
Memorandum of Understanding
A statement of intention
between SVCreates and Los Gatos
from January 2023 through December 2027
Setting the Stage: SVCreates is a regional non-profit on a mission to build the capacity of Silicon Valley’s arts and culture ecosystem, raise the visibility and voices of our creative sector and increase access to the arts for high need communities. The Town of Los Gatos has a population of about 32,000 and is nestled at the base of the Sierra Azules in the southwestern portion of Santa Clara County.

We are entering this partnership with a shared appreciation for the value of the arts to our community and an awareness of our region’s unique qualities and corresponding challenges and opportunities.

Santa Clara Valley Context: We live in a broadly diverse county – spanning from a tech centric Palo Alto to the north to the urban core of San Jose to the rural hills of Gilroy and everything in between. Our dynamic “start-up” culture changed the world through technology and innovation.

Iconic Silicon Valley became a global economic force and the envy of many regions by creating an abundance of highly skilled jobs, fueling extreme wealth and attracting talent from across the globe. This unparalleled success, however, has come with a cost. It has strained our transportation systems, driven up housing costs and widened the income gap which in turn has made recruiting and retaining talent difficult. Living in Santa Clara County is challenging, especially for those who are not part of the tech-employed workforce.

These factors are exacerbated by: 1) 90% of our philanthropic giving that leaves our region; 2) a transient workforce that weakens our collective attachment to place; 3) a suburban development pattern that divides us; 4) the opportunity and complexity of a broadly diverse population; and 5) the challenges of navigating the impacts of digital culture first.

To varying degrees, these challenges impact everyone who lives and works in Silicon Valley but they are magnified for the creative sector trying to: 1) retain an artist community; 2) find affordable creative spaces for the arts; 3) serve multicultural arts audiences; 4) create a sense of place; and 5) build community through the arts.

Importance of the Arts: While we acknowledge that arts and culture are not the “main event” in Silicon Valley we stand firmly behind its value to the health and well-being of our community. The arts have the power to heal and transform our lives. The arts drive social change. The arts preserve cultural heritage and connect us to our humanity and to each other.

The arts help shape and define our community and drive small business activity. The arts fuel creativity, innovation and self-expression. And the arts are integral to the healthy development of our children.

The sector’s contribution comes at a time of a racial reckoning, pandemic exhaustion, the challenges facing our democracy, the weaponizing of immigrants, and negative impacts of social

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ATTACHMENT 1
media to our children and society. The arts can be part of the solution. And our sector challenges highlight the need for us to work together, to leverage the assets that we have and to ensure that each unique community benefits from the power of the arts.

Partnership Goals:
 Leverage SVC resources and civic and cultural assets within each community to strengthen the arts.
 Raise local awareness and support for the arts.
 Build a region wide network of arts advocates for private, state and federal investment in the arts.

Guiding Principles:
 Each town, village and city in Santa Clara County has its own unique characteristics, priorities and aspirations.
 Knowledge about our local arts and cultural ecosystem informs public policy and local investment in the arts.
 We embrace the innovative and entrepreneurial spirit and multicultural community of Silicon Valley and seek to leverage what we already have.  A regional network of civic leaders who care about the arts strengthens our ability to advocate.
 An equity lens helps us to prioritize our efforts
Partnership Responsibilities:

SVCreates agrees to:
 Deepen our understanding of Los Gatos’ cultural sector through research, interviews and engagement.
 Customize a suite of SVC program and initiative offerings for Los Gatos based on interest, available resources and the unique needs of the community. Examples include:
o Operating, project or access grants for local arts organizations o Workshops, conferences, roundtables, leadership training, coaching and peer support for arts leaders
o Artist or leadership features across Content Media Platform o Networking events for civic and arts leaders and local creatives o County Poet Laureate and Content Emerging Artist nominations o ArtsEdConnect teacher grants for k-12 arts education
o Fiscal agency in support of fundraising efforts for the arts.  Share arts ecosystem research. This includes copies of The Business of Arts and Culture publication and Civic Leadership Briefings upon request.  Provide Content Magazine subscriptions to city staff liaison and elected officials.  Invite designated arts and civic leaders from Los Gatos to SVC events, workshops and convenings.

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ATTACHMENT 1
Los Gatos agrees to:
 Designate a contact person for SVC from the Town of Los Gatos.  Co-create customized approach to serving arts community within Los Gatos.  Promote SVC program opportunities to Los Gatos artists and arts organizations through city communication channels.
 Host an Arts and Civic Leadership Briefing on the Business of Arts and Culture.  Be open to public policy proposals and debates impacting the arts.  Help to find any “unmapped” artists or arts organizations within your community that might benefit from SVC resources.
 Identify any private or institutional funding candidates for the arts within Los Gatos.  Consider local “matching funds” when opportunities are presented.

SVCreates Leadership Los Gatos Leadership
Name: Name:
______________________________ ________________________________ Connie Martinez, CEO SV Creates
Title Title
______________________________ ________________________________

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Title: Solicitation and Donation Policy I Policy Number: 2 -17 Effective Date: 1016115 Pages: 4
Z
bling Actions: Revised Date:
roved:

PURPOSE
The purpose of this policy is to effect Town donations and solicitations in a manner that complies with both the letter and spirit of California ethics laws and, within that that framework, to expand the potential for community donations by establishing a mechanism by which individuals and organizations may be more readily advised of donation opportunities.

SOLICITATION GUIDELINES
Targeted Solicitation
Targeted solicitation is defined as the direct petition or contact of specific individuals, companies, foundations or other entities initiated by the Town Council and other elected officials, Council advisory bodies, and Town employees herein called " Town Officials" for the purpose of receiving goods, services, or other contributions for the Town. Targeted solicitation excludes the direct petition for government, private, or non - profit grants for Council- approved programs, projects, and services. Unless prior approval has been given by the Council, Town Officials shall not engage in targeted solicitation activities on behalf of the Town.

BROAD OUTREACH GUIDELINES
Broad Outreach
Broad outreach is defined as the process of informing a broad spectrum of individuals, companies, foundations, non - profit organizations, or other entities of donation opportunities through various communication vehicles, including but not limited to written, electronic, or internet - related publications, flyers, brochures, news releases, and television or radio announcements. Broad outreach is permitted by the Town Manager or designee subject to the guidelines provided in this policy.

The following broad outreach guidelines apply when communicating a Town need for goods, services, or other contributions:

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Page: Policy Number:2 -17
Title: Solicitation and Donation 2 of4
Broad outreach must relate to a Town Council- approved purpose, service, project, or program.

Broad outreach for goods, services, or other contributions should be made by using a variety of communication methodologies to ensure outreach to the entire community.

Donations shall not be made under the guise, pretense, or presumption of receiving official Town endorsement or approval of the donating party, product, project, or activity.

PROCEDURE FOR ESTABLISHING COUNCIL APPROVED TOWN NEEDS
The Council shall direct the Town Manager to develop a list of recommended Town needs for donation opportunities. Council consideration and approval of the list of Town needs may occur as part of the annual operating and capital budget development process and can be amended by Council at any time.

DONATION ACCEPTANCE GUIDELINES
All goods, services, or other contributions offered by individuals, companies, foundations, non - profit organizations, or other entities will be considered for acceptance or rejection, including items offered for donation that are identified on a Council approved list of needs. The acceptance of all donations to the Town will be based on the following guidelines.

Purpose of the donation.

Community or municipal need for the donation.

Compatibility of the donation with Los Gatos Municipal Code, policies, programs, and other applicable laws.

Timeliness of the donation as it relates to implementation.

Level of benefit and financial impact to the Town.

All donations should be reviewed by the Town Manager or designee in advance of acceptance to ensure consistency with established policy guidelines.

AUTHORITY TO ACCEPT DONATIONS
The authority to accept all donations is based on the market value of the donation as reasonably determined.

Donations $25,000 and Under
The Town Manager or designee is authorized to accept or reject all minor donations that have a market value equal to or less than $25, 000.

Donations over $25,000

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7 Title: Solicitation and Donation
The Town Council shall consider and accept or reject all major donations that have a market value greater than $25,000.

Ongoing Annual Donations from 501( c)( 3) Organizations dedicated to supporting specific Town Departments in Offering Community Services:

Potential uses for donation funds will be discussed and agreed upon with the respective nonprofit bodies, in accordance with the Council approved Solicitation and Donation Policy.

Funds donated will be placed into accounts as designated by the Finance Director.

The departments may expend donated funds once received and deposited into the appropriate account only for items identified on the Council approved Town of Los Gatos Donation Opportunities List of Town Needs, which is approved annually with the Town' s operating budget.

At the end of each fiscal year, a written listing of items purchased from these accounts, in accordance with the Donation Policy, shall be provided to the Town Manager and Town Council.

PROCEDURES FOR ACCEPTING MAJOR DONATIONS
For all major donations, a staff report, containing analysis based on the donation acceptance guidelines established in this policy, will be written to guide the Council when considering major donations. The report will also provide donation recognition alternatives for Council consideration should the donation be accepted. The Council will determine on a case by case basis if the donation should be accepted or rejected.

DONOR RECOGNITION GUIDELINES
Acceptance of donations shall be acknowledged by the Town. Donation recognition practices shall be implemented in a consistent manner and adhere to Town Municipal Code, all applicable laws, regulations, and policies. Recognition of donations will be determined by the Council or Town Manager and shall be consistent with acceptance requirements of this policy and the guidelines set forth below:

Donations accepted by the Town may be acknowledged through one or more of the forms of recognition as indicated below. Other forms of recognition may be approved by the Town Council via resolution if compelled by special circumstances which shall be specified in the resolution.

Written and /or verbal recognition.

Public recognition at Town Council meetings.

Inclusion in Town public communication materials, such as electronic media and selected publications.

Plaques.

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Title: Solicitation and Donation
Policy Number:2 -17
Plaques may be used to commemorate donations accepted by the Town from persons, businesses, and organizations according to the following standards:

Plaques used for recognition purposes may be affixed to an appropriate Town facility, which includes, but is not limited to a building or any portion thereof, structure, equipment, furniture or natural asset.

Plaques shall include the name( s) of the person(s) being recognized and applicable date, with standard wording limited to:

The Town of Los Gatos recognizes and appreciates
his /her /their] donation to [identify facility].

The Town of Los Gatos recognizes and appreciates
organization] for its donation to [identify facility].

The Town of Los Gatos recognizes and appreciates
to [identify facility] in the name of
Or language acceptable to the Town Council.
and his /her family] for
business or
for [his /her /its] donation
The size of the plaque shall not exceed 8 "x10," unless the number of donors exceeds the allowable space. For multiple donors, the names of the donors should be proportioned thereto, and the size of the plaque shall not exceed four (4) square feet. The location, materials, size and color of plaques shall be consistent with acceptance requirements of this policy or by Council on a case by case basis should special circumstances exist, which shall be specified in a resolution. Unless compelled by special circumstances and approved by the Town Council via resolution, Town facilities shall not be named after an individual, group, organization or business as a result of any donated good, service, or other contribution to the Town.

APPROVED AS TO FORM:

Robert Schult T wn Attorney

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6. Public Facilities, Services, and Infrastructure Element June 2022, adoption 2040 General Plan 6-31
The following goal and policies address libraries in Los Gatos.

Provide a library facility that will accommodate library services to meet the educational and informational needs of the community.

PFS-24.1 Access to Library Services
Ensure that all residents have access to Library services, including electronic resources, technology resources, and a range of operating hours.

PFS-24.2 Maintain Relevance of Library
Maintain the Library as an important activity center within the community.

The Town of Los Gatos has a rich history as a center of arts and literature and the home to both historical and contemporary artists of renown. And today, Los Gatos maintains a thriving arts community that is invaluable to people of all ages in the Town. The Town has committed to protecting and promoting its cultural resources, including theaters, museums, art galleries, and public art. The Town also strives to further attract and encourage performing arts in Los Gatos, including live theater, music, and dance, as well as the literary arts, including author events and poetry.

Los Gatos’s Arts and Culture Commission is actively involved in promoting cultural events and public art displays in the Town. The Arts and Culture Commission is an advisory group to the Town Council and works to encourage the development of music, drama, art, and other cultural and creative activities. One of the seven members of the Arts and Culture Commission is a Youth Commissioner, appointed by the Youth Commission.

The Town supports a wide variety of cultural experiences including the Music in the Park Summer Concert Series, the annual July Fourth musical celebration, and public art in the Council Chambers and throughout the community. Music in the Park is a free summer concert series held Sunday afternoons on the Civic Center Lawn which has been running since 1988. Arts in the Council Chambers displays exhibits throughout the year. The Forbes Mill Footbridge children’s murals span Highway 17 and link Forbes Mill to Old Town. The Banner Project incorporates public art in Downtown banners. The Utility Box program covers local utility boxes with artwork created by Town residents. Many of these efforts are supported or led by the Arts and Culture Commission.

Los Gatos has a museum – the New Museum of Los Gatos (NUMU). NUMU has been a key cultural element of the Town since its founding in 1965, contributing to the unique character of Los Gatos. The Museum’s stated mission is to engage the community at the intersection of art, history, and education through innovative, locally connected, and globally relevant exhibits, programs, and experiences. NUMU actively partners with many community organizations and Town departments and government leaders to make programs accessible and responsive to the community. The Museum is the custodian of an extensive art and history collection and works with the Los Gatos Library and other resources to enrich an understanding of our cultural heritage.

The following goal and policies address the arts in Los Gatos.

Enrich the Town by making visual arts, the performing arts, literary arts, and other cultural amenities more accessible to the Town’s residents.

PFS-25.1 Incorporation of Art-Related Uses
Encourage and maintain art-related uses (theaters, museums, and art galleries) in new and remodeled retail development.

ATTACHMENT 3

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Los Gatos 2040 General Plan
6-32 2040 General Plan June 2022, adoption
PFS-25.2 Support and Maintain Arts Programs
Continue to support and maintain community-based, musical, and other arts programs in an effort to collect, archive, and share the stories and histories of Los Gatos residents through a variety of platforms and voices.

PFS-25.3 Performing Arts Facilities
Encourage new or expanded public and private facilities to host performing arts events.

PFS-25.4 Encourage Private and Public Funding for the Arts Encourage private and public funding, development, and operation of cultural amenities, activities, and centers.

PFS-25.5 Facilitate Cross-Disciplinary Collaboration
Encourage all local arts groups and artists to collaborate and partner across disciplines, media, and venues for a richer and more diverse cultural experience.

PFS-25.6 Expand and Deepen Partnerships
Retain art-related uses, with the objective of retaining the museum and art organizations in Town.

PFS-25.7 NUMU and the Visual Arts
Continue to support the growth of NUMU, its visual arts program, local history and education programming, and the stewardship of its Art and History Collections for service to and benefit of, visitors and participants of all ages.

A healthy community promotes a positive physical, social, and economic environment that supports the overall well-being of its residents. While other parts of the General Plan also touch on aspects of health and quality of life, the purpose of section is to promote a healthy lifestyle and improve residents’ quality of life.  Outdoor activity is also part of a healthier community. Bicycle and pedestrian options are covered in Section 5.2 (Bicycle and Pedestrian Facilities) in the Mobility Element and in Section 6.2 (Parks and Recreation) in the Open Space, Parks, and Recreation Element.

The following goal and policies address health in Los Gatos.

Ensure all residents have access to healthy foods, including plant-based options.

PFS-26.1 Healthy Food Options
Encourage farmer’s markets and healthier food options within neighborhoods or near childoriented uses (e.g., schools, day care, and parks).

PFS-26.2 Limit Concentrations of Alcohol and Tobacco
Establish zoning code requirements to guide locations and restrict concentrations of businesses selling alcohol and tobacco near sensitive land uses.

PFS-26.3 Healthier Diet Options
Support programs that guide healthier diet and plant-based eating options within the community.

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THE BUSINESS

OF ARTS AND CULTURE
PAID SUPPLEMENT | MAY 2021
21 SVCREATES
ATTACHMENT 4

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“We are not in Kansas anymore, and never were.” _Connie Martinez, CEO, SVCreates New Ballet Company Alumus Dancer Kylie Toy
2

Page 356 ends

SVCreates Board of Directors:

Tamara Alvarado, Program Officer of Local Grantmaking,
The David and Lucile Packard Foundation
Teresa Alvarado, Former Chief of Local Impact for SPUR
Maryles Casto, Founder and Former CEO, Casto Travel
Roy Hirabayashi, Co-Founder, San Jose Taiko
Janice Fry, Former VP Executive Development,
Sun Microsystems
Marshall Jones, VP Regional Sales, Prestige
Jennifer Hull, Nonprofit Management
James LaCamp, VP Finance, Coupa Software
Matt Ogawa, Human Resources, Facebook
Barry Posner, Accolti Endowed Professor of
Leadership, Leavey School of Business at SCU
Joshua Russell, Director of Marketing and Public Relations, Evergreen Valley College
Sheena Vaidyanathan, Public School Teacher, Los Altos
School District
Mark Waxman, Chief Marketing Officer, CBIZ
Silicon Valley Braintrust:

Kerry Adams Hapner, Director, Office of Cultural Affairs, City of San Jose
Hector Armienta, Founder and Director, Opera Cultura
Gina D. Dalma, EVP, Community Action, Policy and
Strategy, Silicon Valley Community Foundation
Khori Dastoor, General Director, Opera San Jose
Erin Fogg, Founder and Principal, Spoke Consulting
Daniel Garcia, SVCreates Cultivator and Founder of
Content Magazine
Karen Kienzle, Director, Palo Alto Art Center
Chike Nwoffiah, Founding Director, Silicon Valley
African Film Festival
Mauricio Palma, Director Strategic Initiatives,
Silicon Valley Community Foundation
Joshua Russell, Director of Marketing and Public Relations, Evergreen Valley College
Usha Srinivasan, CEO and Co-Founder, Mosaic America
Research:

Creative Community Builders (CCB)
Americans for the Arts
Joint Venture Silicon Valley
Californians for the Arts
Please visit svcreates.org for full list of resources and data.

Thank you to the SVCreates Board, SVBraintrust, Erin Fogg of Spoke Consulting, Daniel Garcia and Alexandra Urbanowski at SVCreates.

All materials in “The Business of Arts and Culture” are protected by United States copyright law and may not be reproduced, distributed, transmitted, displayed, published, broadcast, or modified in any way without the prior written consent of SVCreates, or in the case of third party materials, the owner of that content. You may not alter or remove any trademark, copyright or other notice from copies of this content. For further information, or to participate in the production or distribution, please contact us at [email protected].

The essence of Silicon Valley informs our unique arts and cultural ecosystem.

Setting
the stage
S
ilicon Valley is a relatively young
and highly educated region that
attracts people from around the
world. Our entrepreneurial, risk taking, startup culture fueled the emergence of a global center of technology and innovation at record speed — a
feat for which we have become world
renowned. And in doing so, we also
created a broadly diverse “culture of
churn” and unprecedented wealth
that is, in many cases, only loosely
tied to our local community.

Silicon Valley wealth is largely “new
money” and resides with our technology elite, not the social elite who historically funded the arts. Just like our companies, Silicon Valley philanthropy leans global and is often driven by a desire to change the world. And, for
many in our “valley of immigrants,”
connection to this place remains a bit
illusive.

As a result, there is a deep chasm
between the capacity and propensity to fund arts and culture.

We believe engagement and investment in our arts ecosystem requires a nuanced understanding of our
region’s unique and beautiful complexity and the value of the arts in overcoming our civic challenges. This
publication will help you understand
who we are as a cultural sector and
what we bring to this special community, it will shed light on the particular challenges we face and how we are confronting them. Most importantly,
it will help you understand your essential role in sustaining the business of the arts.

It is worth noting that our research
for this project was underway before
COVID-19 hit the arts sector particularly hard. You will see that we have added pandemic texture and insights
to each section, but, as is true for
most other sectors, we have yet to
fully realize the long-term impact of
2020’s concurrent crises on the arts.

Before we invite you to dig in, let’s
pause for a moment of reflection.

Imagine navigating a global pandemic, a racial reckoning, home schooling, and the social and economic complexities of this world without access to music, film, poetry, performances, visual arts, cultural events and festivals.

Hard to imagine? We agree. And we
rest our case.

Warm regards,
Connie Martinez, CEO, SVCREATES
2021 | THE BUSINESS OF ARTS AND CULTURE
setting the stage
3 Page 357
Hierarchical Leadership
Prominent Structures
Observing Art
Centralized Power
Highly Capitalized
Social Elitism
Status
Excellence
Entrepreneurial Leadership
Decentralized Creative Spaces
Creative Expression
People Power
Scrappy Great
Inclusivity
Cultural Identity
Relevance
From 20th Century Industrial Economy To 21st Century Creative Economy Silicon Valley Arts & Culture
early adopter of the 21st Century
Who we are
4 South Bay Hooper Caroline Kim

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Who
WE
Are
Silicon Valley’s cultural ecosystem is a vast, organic network of hundreds of small- to mid-sized multidisciplinary arts and cultural organizations and thousands of artists, creative entrepreneurs, volunteers and individual participants.

Much like the Web, Silicon Valley’s arts ecosystem is invisible unless you use it as an arts consumer or producer, or both — and your experience and understanding of the arts is contained almost entirely to the “sliver” of the ecosystem that you experience directly.

This is not the case in most comparable US regions, where decades of cultural policies and investments have favored large “legacy” organizations, cultural facilities and donor events that are predominantly white and highly visible.

Silicon Valley has never been a traditional marketplace for the arts and has little history of well-funded, euro-centric arts organizations. In fact, ours is the only comparable city-region whose community of arts organizations with budgets over $5M contracted between 2010 and 2020 (as San Jose Rep, American Musical Theater and San Jose Ballet closed). Just as these mid-sized euro-centric arts institutions were shuttered, 501c3 start-ups and culturally specific arts organizations grew by 60%, funded by “family and friends” and fueled by volunteers. During this same time, local public investment in the arts grew faster than inflation, population growth and national averages for public support, primarily driven by a surge in arts funding by the City of San Jose.

Demographic shifts and technology innovations are the key disrupters to the sector as culturally specific demand grows and digital culture changes an individuals’ relationship with the arts. Silicon Valley felt the impact of these disruptors ahead of other US regions because our innovation economy attracted the global talent that created the technology platforms for digital culture and changing demographics shifted priorities and the consumption of the arts. These disruptors were less about quality and more about relevance, as audiences began curating their own, and often culturally specific, experiences.

As international immigration has propelled our population growth, our arts and culture sector has grown to align with our demographics and cultural identity. A decade of growth, coupled with our entrepreneurial and engineering culture, fueled culturally specific art start-ups. At the same time, growth in funding for “technology centric” cultural institutions outpaced our national peers by a factor of 5 and expenditures by organizations focused on western art forms contracted by 50%.

San Jose Has
Very Few
Large Cultural
Institutions
Compared to
Other Cities
San Jose Austin San Diego San Francisco Miami
Number of organizations over $5M
3 11 12 12 15
Portland
31 Silicon Valley NonProfit
Arts Lean Small
Only 8% have budgets over $500k
67%
17%
3% 5%
7%
Under $50K $50K-$200K $200K-$500K $500K-$1.5M Over $1.5M Total number of organizations in 2019 = 1,063
2021 | THE BUSINESS OF ARTS AND CULTURE 5
Who we Are
Source: CCB 2019 Study

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Rate of New Arts Organizations
Reflect Silicon Valley’s
Start-Up Culture
1975-79 1980-84 1985-89 1990-94 1995-99 2000-04 2005-09 2010-14 2015-19 We are a Valley of diverse voices and
many cultures
KEY INsights
Organizational budget growth does not
always equal resilience
Unlike other US city-regions, Silicon Valley’s
cultural sector nearly matches the demographics of the region The vibrancy of our cultural sector
depends on relevance & diversity, not size of
institutions
Our cultural sector mirrors our start-up
DNA and leans “market”
NONProfit Arts Leader - Usha Srinivasan, Mosaic America Local Artist - Harumo Sato A recent immigrant from India, Usha
Srinivasan arrived in Silicon Valley in
1995 to attend Stanford. After earning
her MBA she settled into a career in
high tech. Becoming a mother forced
her to reckon with issues of identity
and belonging in her new homeland.

She was struck by the lack of social
integration between culturally
distinct groups in Silicon
Valley — a consequence
of rapid demographic
shifts as the valley
transformed from
an agricultural
center to a global high-tech hub.

Raised in a highly
multicultural environment in India,
she knew first hand
the power of culturally-rooted arts to
build bridges. She founded Sangam
Arts (now Mosaic America) in 2013
— a presenting platform for multicultural arts. In 2016, she was joined by Priya Das and together they launched
Mosaic — a unique and innovative
grassroots movement for cultivating
belonging through inter-cultural and co-created art. Mosaic programming has featured artists from
over 35 cultures,
collaborated with
over 40 partner
organizations and
reached more than
25,000 in six Bay
Area cities.

Harumo Sato’s art exudes joy, color, and wonder. The characters she draws could be your “spirit friend”
and the magic of her life story is present in her work — a fantastic journey of spiritual crisis, impossible healing, and happy discovery. Soon after Harumo moved to Mountain View,
a friend brought her to South
First Fridays Art Walk in
downtown San Jose. She
met local artists and
creatives and was
overjoyed to find
like-minded thinkers and makers.

Harumo gained
local and national
recognition by selling art at fairs and
festivals and in 2018,
she landed a series of shows through
Art Attack San Francisco and painted a mural at Dac Phuc restaurant during POW! WOW! San Jose. In 2019,
she produced murals for Facebook
and Target and is now hoping to create art for hospitals, rehabilitation clinics, and hospice centers—to cultivate joy for those most in need. “Art really changed my life.

It saved me—really cured
me. So I want to enhance positivity and
make people happy.

I want to draw a
peaceful world.”
An Ecosystem of Many Voices and Talents
There are thousands of stories like Usha’s, Harumo’s, Jimmy’s, and the Xochitl project that breathe life into our ecosystem. 30 37 28
49 70
102
128
212
307
THE BUSINESS OF ARTS AND CULTURE | 2021
Who we are
6 Source: CCB 2019 Study

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The number of 501c3 arts organizations
grew from 659 in 2008 to 1063 in 2019.

In Silicon Valley, about 60% of 501c3
arts and culture funding comes from
consumers of culture, not funders. That’s
higher than comparable regions in the US.

While the financial value of the cultural
sector remained relatively constant over
the past decade, overall funding shifted
from euro-centric arts organizations to
technology-centric cultural institutions
such as The Tech Interactive and the
Computer History Museum.

An Evolving
Marketplace
for Arts and
Culture
Creative Entrepreneur - Jimmy Fonseca
Raised in East San Jose, Jimmy Fonseca remembers experimenting with graffiti as his gateway into art. Today
he is an artist and muralist on a mission to spread his floral aesthetic, by creating blooming flowers with
a mixture of spray paint and acrylics rendered in lush, expressionist tones. With a degree in graphic
design, Jimmy works for a
print shop and pursues
his art business after
hours. He currently
does commissions,
has several murals he has painted around town
and hopes for
international projects. He has been a featured artist at SoFA Street Fair and has artist residency at Local Color. “I get inspired by flowers that I see on walks in my
neighborhood. It’s something I like
to go back to and experiment with.

It’s an organic thing, so it’s not very
structured. Flowers have contour,
shading, lines that can be played
with no right or wrong
way. The first time I
tried spray painting
a rose, it came out
cool, so I wanted
to do it again, to
the point that it
became kind of
an obsession.”
Off-the-Grid - Xóchitl - Folklorico Dance
In the 1990s, former teacher Roslia
Novotny established Xóchitl, a folklorico dance group that became very popular with students and their families at Lincoln High School in San Jose.

Megan McAlister and Sam Cortez
expanded this community gem and
brought a cross-cultural perspective
to Xóchitl that reflects the beautiful
diversity of Silicon Valley. Megan was born and raised in San Jose and brings a
lifelong love of ballet
and tap to Xóchitl
and Sam brings his
folklorico talent
and experience after studying dance
at University of Colima in Mexico and
now directing Los Lupeños and Los
Lupeños Juvenil in San Jose. These
leaders are growing the community’s
energy and passion for dance and
showcasing new dance routines from
different regions. During COVID,
the group stayed together through
Xóchitl online cultural class. “My
early journey with folklorico began
at a young age by sneaking into
my sister’s practices,” said
Sam. “I hope Megan
and I can help all of
our kids carry the
joy and creativity
of dance into their
community and
their futures.”
Dancer: Mariajose Garcia Morones, Xóchitl dancer class of 2020 0 125
50 25
75 100
Culturally specific organizations grew
by 57%, dominated by Asian groups
The arts and culture sector evolved between
2008 and 2019 bringing it closer to the relative
percentage of those populations across the region,
as demonstrated by number of organizations.
2008 (n=274)
2019 (n=431)
Western European
East Asian + Pacific
South Asian
Latin American + Caribbean
Eastern European/Russian
Religious
LGBTQ+
Black or African America
Sub-Saharan African
MIddle Eastern + Norht African
Asian
Source: CCB 2019 Study
2021 | THE BUSINESS OF ARTS AND CULTURE 7
Who we Are

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Arts improve the health and well-being of our
community and the individuals who live here.

There is extensive scientific evidence
that the arts improve our physical and
mental health, increase civic engage-
ment, nurture social cohesion, im-
prove child welfare and lower poverty
rates. Americans for the Arts recently
reported that the arts result in a 66%
improvement in individuals experi-
encing depression, 50% improvement
in anxiety symptoms, and an 83%
decrease of stress. About 50% of US
healthcare institutions use arts pro-
gramming for patients, families, and
staff to reduce hospital stays, manage
pain and decrease dependency on
medication.

Arts contribute to our economy. Americans
for the Arts found that nonprofit arts
generate $166.3 billion in econom-
ic activity, 4.6 million jobs and $27.5
billion in government revenue annu-
ally. Locally, the arts generated about
$250M in economic activity, created
4,000 jobs, and audiences of more
than 4 million people. Music and artis-
tic performances and exhibitions are
important drivers of bar and restau-
rant revenue and other small business
services and are attractive to a cre-
ative workforce as they choose where
they want to live.

Arts enhance creativity and academic perfor-
mance. Research shows that students
engaged in the arts perform better
academically regardless of socio-eco-
nomic status and that for every $1
spent on after-school programs a
community saves $9 on other public
expenditures. Nobel laureates in the
sciences are 17 times more likely to be
actively engaged in the arts than other
scientists. Creativity is among the top
five applied skills sought by business
leaders and 91% of Americans believe
that arts are part of a well-rounded
K-12 education.

Arts foster environmental stewardship. Two
national studies conducted by the
Knight Foundation found that the arts
deepen a person’s attachment to the
place. Stewardship of our local envi-
ronment and its relationship to cli-
mate change, environmental justice
and sustainability is fueled by our
knowledge of our environment and
caring for the place we call home.

Arts drive social change. Most major move-
ments or societal shifts throughout
history have been driven, advanced,
revealed, or envisioned by artists.

From murals of George Floyd to the
spoken word of Youth Poet Laure-
ate Amanda Gorman, the arts en-
lighten, provoke and inspire. There
is a reason dictators and authoritarian
leaders fear the arts and its power to
inspire a change of mind and spirit.

As German Playwright Bertolt Brecht
once said, “Art is not a mirror held up
to society but a hammer with which
to shape it.”
Arts are the key to a more just, soulful, and livable Silicon Valley. They bring joy, beauty and healing to our lives. They drive economic and social activity. They attach people to place and to each other, fuel creativity and learning, and foster social justice and truth making.

Why Art
Matters
Artist Francisco Ramirez
THE BUSINESS OF ARTS AND CULTURE | 2021
Why Art Matters 8

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Artists are influencers and raise the voices
and images of social change
KEY INsights
The arts reveal a region’s character, its
priorities and commitment to place
Participation in arts programs is a
game-changer for kids, families and
communities
The arts activate public spaces, fuel small
businesses and help attract a creative
workforce
The arts are the enablers of community
building, place making and cross-cultural
understanding
$27.5B
Nationally, the nonprofit arts
industry generated $27.5 billion in government revenue.

4.6M
The cultural sector creates

4.6M jobs across the nation.
$166B
Nonprofit arts and culture is
a $166B driver of our national
economy.
$102B
The cultural sector generated
$102B in local spending
across the U.S.

7.4%
Arts and culture represent

7.4% of California’s GDP.

The Arts Mean
Business
more likely to be
recognized for academic
achievement
3X 4X
more likely to
win an award for
school attendance
MOre LIKELY

TO GRADUATE

COLLEGE
2X
Students who participate in arts are:
more likely to
participate in a math
and science fair
4X
Source: Americans for the Arts
Sources:

Americans for the Arts and
Californians for the Arts
San Jose Jazz High School All Stars

LESS LIKELY TO DROP OUT
5X
2021 | THE BUSINESS OF ARTS AND CULTURE
Why Art Matters
9 Page 363
Silicon Valley’s success is also its weakness when it comes to sustaining its arts ecosystem
KEY INsights
COVID-19 exposed the sector’s vulnerability
and the need to increase economic security,
equity and dignity for all workers
The pandemic made access to the arts less
equitable
Government investment is critical to the
arts role in placemaking, communitybuilding and access to programs The lack of local philanthropy highlights
the importance of government investment
in the arts
COVID Hit the Sector Hard
Rina Chang, San Jose Taiko
Pianist/composer Kris Bowers
National unemployment rate for
arts workers soared to 21.7% in
July 2020.

The cultural sector lost 60% of
its revenue in March 2020 as
gatherings halted and people
sheltered-in-place.

National economic loss of
nearly $16B in the cultural
sector as of March 2021 due
to COVID-19.

California creative
workers made up 59% of
unemployed population
through July 2020.

THE BUSINESS OF ARTS AND CULTURE | 2021
An Uphill Climb
10

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16%
Top 16% of households hold
81% of regional wealth.
$50k
Average annual income for
a culture sector worker in
Silicon Valley is less
than $50k.
90%
90% of Silicon Valley
philanthropy leaves the
region.
$1.2M
The median price of a home
in Silicon Valley is $1.2M.
2x
Silicon Valley’s income divide
grew twice as fast as
California and the nation.

FEELING THE

SQUEEZE
An
Uphill
Climb
Rising real estate costs make finding and keeping spaces difficult and often out of reach for housing culture workers, recruiting and retaining artistic talent, and sustaining the business of the arts. Many of these challenges are the same challenges facing others, but talent is the cornerstone of the industry and space is the “delivery” mechanism. The sector cannot operate without both of them.

These economic pressures also drive up the cost of business services for artists and small- to mid-sized organizations as they struggle to make their art in a high-cost region.

The ecosystem’s capacity to run their “community serving” small businesses depends on access to affordable business support and expertise outside of their “creative” skill sets.

Despite our tremendous wealth, raising money for the arts is very difficult because Silicon Valley immigrants, engineers, and entrepreneurs “lean into” DIY activities and use their philanthropic strength to support global causes, disaster relief, and science and technology. And as Silicon Valley became more broadly diverse, philanthropic investment in the arts became more dispersed and in alignment with a wide range of cultural priorities.

If audiences can’t come together, arts organizations lose the opportunity to engage them as patrons and donors. Silicon Valley’s suburban development pattern and transportation challenges also dilute energy and make bringing audiences and donors together difficult.

COVID-19 eliminated the art sector’s ability to bring people together, further undermining its small business model of serving “paying customers” and bridging the gap with donations. The sector quickly pivoted to online content and experiences, which helped them stay connected with audiences, donors and students, but did not pay the bills and at a time that philanthropy rallied around emergency funding for “basic needs.”
Silicon Valley is a challenging place to live and work if your livelihood is not connected to our extraordinarily successful technology industries, success that has driven up housing costs, strained transportation systems, and widened the income gap.

Higher Fire
Artist Chelsea Stewart Sources:

Joint Venture Silicon Valley, The Giving Code
and Americans for the Arts
2021 | THE BUSINESS OF ARTS AND CULTURE 11
An Uphill Climb

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Facing Our
Challenges
SVCreates is committed to a series of regional initiatives to build a better community through the arts. These initiatives respond to the financial realities of Silicon Valley and address the challenges of funding, spaces, and business services. They embrace its quirky, entrepreneurial, and start-up culture. And they address the needs of a broadly diverse arts ecosystem that leans small and culturally specific.

A Web of Support
ArtsWeb is a network of shared services and
peer-to-peer support for artists, arts leaders, and
arts organizations.

A software platform helps connect individual artists and arts organizations with customized business services and offers the support of an Arts Business Navigator and a cohort of peers. ArtsWeb is designed to make the “business of the arts’’ more
affordable and accessible for artists and smaller
culturally specific arts organizations. It is being designed and prototyped in Santa Clara and Alameda counties in partnership with Community Vision
and with funding from Kenneth Rainin Foundation.

A Network of Shared Spaces
Creative Spaces Collaborative is a network of organizations that are creating affordable and collaborative social purpose real estate options for our creative community.

As part of this initiative, SVCreates is partnering
with Urban Community to provide shared spaces
for seven arts organizations and creative entrepreneurs in San Jose’s SoFA district, and with the City of San Jose and Shea Properties to build a creative center in Japantown for San Jose Taiko and 3-4 smaller arts organizations.

Like-minded organization Local Color provides
shared spaces for artists in San Jose’s SoFA and Diridon districts. School of Arts and Culture at Mexican Heritage Plaza provides performance space for over 30 culturally specific arts organizations.

And CreaTV San Jose is leading the development
of a multi-use, technology enabled space on Second Street in downtown San Jose with a focus on collaboration, creativity, and civic engagement
that will house six to eight arts organizations
and be available for community use. As the Valley begins to reopen post-pandemic, the Creative Spaces Collaborative will learn from each other
and continue to steward shared space solutions.

A Marketplace for Arts Education
ArtsEdConnect is a scalable technology platform
that connects teachers and school districts to arts
education offered by local artists and arts organizations and provides funding to support their work together.

ArtsEdConnect is designed to bridge the arts and
creativity gap in Silicon Valley schools and bring
joy, learning and skill building to children without
equitable access to the arts. In partnership with
Santa Clara County Office of Education and with
funding from Charmaine Warmenhoven and the
County of Santa Clara, nearly 10,000 children are
benefitting from having access to arts and creativity each year through ArtsEdConnect, and that number can grow with more resources for unmet
demand, especially in Title I schools serving highneed children and families.

A StoryTelling Platform
Under the artistic direction of founder Daniel
Garcia, Content Magazine is the voice of our creative culture heard through its hyper local magazine, podcasts and social media.

The Content platform works with local artists in its
production and embraces beauty, story, and the
soul of Silicon Valley’s creative culture. It inspires
our region with local artist profiles, insights, and
advocacy for the arts. The platform is designed to
rise above the churn of Silicon Valley, give voice
and access to artists and sector leadership and foster community engagement, pride and understanding of the sector.

A Coalition of Advocates
Advocacy for good public policy and funding for
the arts is getting stronger as leaders are forming
coalitions to address issues ranging from a development’s % for a public art to affordable housing to public and private funding of the arts and everything in between.

The challenges of a global pandemic have fueled a
sense of urgency, accelerated efforts already underway, and brought kindred spirits together. Change takes time, but it begins by working together on actionable strategies that lift up the sector. Arts advocates from SVCreates, Americans for the Arts, Californians for the Arts, American Leadership Forum Silicon Valley, San Jose Arts Advocates, Arts Commissions, and San Jose’s Office of Cultural Affairs are actively working together to face the challenges
of the sector.

SVCreates’ SVCultural Fund and SVCreative Corps
are local campaigns to increase institutional funding of nonprofit arts operations, leverage local, state and federal recovery funding, unleash local
giving and put artists to work on creative projects
and programs of benefit to the community.

THE BUSINESS OF ARTS AND CULTURE | 2021
Facing our Challenges
12

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Polaroid Photographer Jay Aguilar
2021 | THE BUSINESS OF ARTS AND CULTURE
Facing Our Challenges
13 Page 367
Looking
Forward
Above: Sculptor Oleg Lobykin
Photography by Sannie Celeridad
As with most of the world, Silicon Valley’s arts and culture sector did not plan for a global pandemic. But the sector can plan for this moment of reopening and recovery by strengthening its relationship to community and leveraging emerging trends.

THE QUEST FOR SOCIAL JUSTICE HAS MOMENTUM.

The arts have a voice and a following. A voice
to challenge our thinking and spotlight inequity, and a following that listens and engages. The arts are a strong community partner for sustaining positive momentum and creating a paradigm shift worthy of all our support.

HEALTH IS TOP OF MIND.

The pandemic exposed our mental and physical fragility, fueled community trauma, shed light on environmental insecurity, and surfaced every other health risk hidden between the cracks of society. The arts are poised
to play an essential role in our community’s healing, deliver trusted health messages, and help navigate our future informed by these vulnerabilities and the healing power
of the arts.
“ROARING TWENTIES” MAY LIE AHEAD.

As our federal, state and local governments invest heavily in a safe reopening and as pent-up demand for gatherings and economic activity
soars, arts and culture can activate small business, create a sense of belonging, and safely meet the demand for human interaction.

VIRTUAL ENGAGEMENT IS HERE TO STAY.

The sector learned a lot about digital content
and technology platforms during COVID. As we
reopen safely and reconnect with each other in
person, we will also use our new knowledge to
engage others virtually to augment our offerings,
deepen our relationships, and expand our reach.

COALITIONS MATTER.

The sector is stronger together and has the power to demonstrate unprecedented cooperation by crossing the boundaries of possibility for
funding, policy, and justice, and centering cultural and racial equity in our collective efforts.

Looking Forward
14

Page 368 ends

Steve WOZniak
Apple Inc., Cofounder
“Every child in Silicon Valley deserves the joy, learning and discovery that comes from participating in arts
and culture.”
“The arts is a driving force behind healing in our
communities. Artists challenge our thinking, speak
truth to power and change hearts and minds. We
need to invest in artists and organizations that
champion the arts as they can be powerful agents of
social change and racial justice.”
Nicole Taylor
President & CEO, Silicon Valley Community Foundation
CIndyChavez
Santa Clara County Supervisor, District 2
“The arts are essential to the health and well-being
of our entire community. The arts nurture our souls,
unleash our creativity, and deepen our attachment to
our community and to each other.”
A Call To
Action
GOVERNMENT leaders can adopt public policies
that strengthen a more equitable and accessible cultural sector, champion arts funding equal to the economic, social and community benefit of arts, and use their public platform to deepen community understanding of the value of cultural workers and the cultural sector.

BUSINESS AND INDUSTRY leaders can invest
money, technology and know-how in the cultural sector,
engage artists in their work and the creation of spaces, and encourage other corporate investment in the arts
through peer-to-peer recruitment, articulating the business case for the arts and modeling engagement.

FOUNDATION leaders can invest in the cultural sector, inspire and influence others to invest, and use their philanthropic platform to increase donor understanding
of the sector while amplifying its value and visibility.

GRASSROOTSleaders can advocate for good public
policy, engage in community coalitions and strategies
that lift up the arts, and be knowledgeable ambassadors for the arts.

ARTS AND CULTURE leaders can band together
to advocate for good public policy and fair treatment of artists and cultural workers, build bridges across sectors by engaging in our community outside of the arts, and
nurture and grow donor relationships.

INDIVIDUALS can donate, engage, lead, participate
and enjoy the arts!
svcreates.org
2021 | THE BUSINESS OF ARTS AND CULTURE
A Call to Action
15 Page 369
THE BUSINESS OF ARTS AND CULTURE | 2021
SVCREATES |310 S. First St. | San Jose, CA 95113
www.svcreates.org
Cover Image, “HERE & THERE” Mural by Sam Rodriguez
Location Eighth St. and Empire, Kiem Service Laundromat San Jose.

A big thank you to the David & Lucile Packard Foundation, San Jose Office of Cultural Affairs and the Silicon Valley Community Foundation for funding our research work. Page 370 ATTACHMENT 5

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PREPARED BY: Monica Renn
Economic Vitality Manager
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 02/07/2023
ITEM NO: 18
DATE: January 30, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive a Report on the Town Resources Utilized to Support 2022 Special Events, Provide Direction for the Allocation of Resources to Support Anticipated 2023 Special Events, and Approve the Attached Modifications to the Town’s Facilities Use Policy
RECOMMENDATION:

Receive a report on the Town resources utilized to support 2022 special events, provide direction for the allocation of resources to support anticipated 2023 special events, and approve the attached modifications to the Town’s Facilities Use Policy.

BACKGROUND:

The Town of Los Gatos embraces special events as opportunities to gather, celebrate, memorialize, support, vitalize, and honor various facets of the community. Los Gatos special events garner strong community interest from both organizers and attendees. Many of the current annually recurring events have been taking place in Town for decades; and, with a renewed interest of community vitality and connection following the COVID-19 Pandemic, the Town has seen a significant increase in the proposals for new annually reoccurring events, and additional interest in one-time events and celebrations.

The majority of special events tend to be centrally located in downtown, most often occurring in Town Plaza Park, including the adjacent streets of Montebello Way and Broadway Avenue, the Civic Center, and N. Santa Cruz Avenue, both within the confines of the stores and sidewalks, as well as through a road closure.

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PAGE 2 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
BACKGROUND (continued):

Along with the higher volume, there has also been an increase in the resources needed to evaluate the logistics and layout of each special event, as concerns have risen surrounding the safety and security of special events. Town staff recognizes that the environment in which events are being implemented has changed significantly in recent times due to the unfortunate rise of threats and attacks on community events nationwide, and this must be carefully considered by the event organizers and Town staff throughout each step of the event planning and implementation process.

With this report, staff intends to share the trends of special events in Los Gatos, Town resources required to support the most recent events of 2022, and gain guidance from the Town Council on resource allocation to support future events.

In 2017, staff worked to rebuild the special event permit program to provide a more streamlined process that invited stakeholder groups to create community vitality through special events and become more responsible for the resources required to support the event.

The notion of the special event process moving in the direction of being full-cost recovery was not supported by many community stakeholders at the time, as they had come to rely on the Town to provide certain services and resources at no cost, thus their established budgets factored this in. The Town Council agreed that events provided a community benefit and adopted the fee schedule in fall of 2018 in which some of the fees for non-profit organizations coordinating events were reduced to continue to support the non-profit events and fundraisers, while setting expectations up front for the organizer’s that there are costs related to events that the organizers are responsible for covering.

Over the last five years, staff has partnered with community event organizers to move in the direction of events becoming more self-sustaining and limiting the need for staff resources outside of those required by the permit. The community stakeholders have generally been on board with this transition and new events are met with the expectations from the start.

Also, as a part of the work in 2017, the Town Council adopted modifications to the Town Code Chapter 14, Article X, “Special Events” that provided greater clarity on the event provisions and shortened the minimum timeframe necessary to apply for events. Then, in early 2018 (January 16, 2018, and continued to February 20, 2018), staff brought forward a list of specific items related to events for the Town Council to consider. From these discussions and the direction provided by the Council, the staff has been working with the community stakeholders to support the special events program.

One of the issues discussed in 2018, that remains a topic of conversation today is the amount of required staff resources and the community impact caused by road closures on N. Santa Cruz Avenue. Road closures in general take a large amount of staff resources and is amplified when

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PAGE 3 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
BACKGROUND (continued):
located on the main throughfare in downtown. To properly support a closure of N. Santa Cruz Avenue, the Police Department (PD) will generally need to deploy one patrol team to assist during the closure and remain in the vicinity through the duration of the event due to the elevated concerns of creating a secure environment around the event closure. With this in place, the patrol team is less available as a resource in other parts of Town during this time.

Due to the COVID-19 Pandemic and the health and safety shutdowns and mandates that occurred, the ability for special events to take place in public became very limited in 2020 and 2021. Recognizing this, and the community’s desire to reconnect in the summer of 2021, the Town Council provided American Recovery Plan Act (ARPA) funding to the Chamber of Commerce and approval for N. Santa Cruz Avenue to be closed several times throughout the summer to support a pilot special event series that allowed for an outdoor gathering with space to socially distance for those that preferred it. The 2021 Promenade series successfully reengaged the community and created one of the first Bay Area event series after the original COVID shutdown in 2020. The Chamber of Commerce, and many members of the business community and community at large specifically requested that this event return in 2022, and thus the Town Council provided additional ARPA funding to support a second Promenade event series in the summer of 2022.

Building off of the momentum of the Promenades, the Town began to see the interest and volume of special event permit application rise, with 2022 becoming the busiest special event year within recent times, in terms of number and scope of events.

For the purposes of this report, the difference between Town events and special events are as follows:
 Town Events are those coordinated and implemented by Town staff, using resources allocated by the Council through the annual Town Budget process. These events currently include:
o Spring Into Green, typically celebrated the Sunday after Earth Day, in conjunction with Farmer’s Market at Plaza Park and on adjoining streets o 4
th of July, celebrated on the 4th of July in Oak Meadow Park o Screen on the Green, typically the 3rd or 4th Friday in September in Oak Meadow Park
o Holiday Tree Lighting, the first Friday in December at Plaza Park  Special Events in general are those organized by community stakeholders, both nonprofit and for-profit, that complete the special event permit process to achieve approval for the event. These include events such as:
o Races, runs, etc. (Girls on the Run)
o Concert series events (Jazz on the Plazz and Music in the Park)

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PAGE 4 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
BACKGROUND (continued):
o Festivals (Fiesta de Artes and Oktoberfest)
o Shopping and Downtown Vitality (Wine Walk, Girls Night Out, Running of the Roses)
o Community Events and Cultural Celebrations (9/11 Veteran’s Memorial, Drum in the Park, Hanukkah on the Town)
o Large Road Closure events (Promenades, Children’s Holiday Parade)  “Organic” events are those that do not obtain or require an event permit yet must be managed with Town resources. Currently, this would include the evening of Halloween in two specific Los Gatos neighborhoods.

The table below provides an overview of the number of approved special event permits issued since 2017:

Year Special Event Permits
2022 25
2021 10
2020 2
2019 19
2018 20
2017 15
Some of these special events require a tremendous amount of support from Town resources, while others are mostly self-sufficient after the issuance of the special event permit. The special event management needs have significantly increased in recent years related to oversight from Town staff to assure a safe and successful event. The Town resources required to support events are not always fully captured or recovered through fees; and, even when they are, the wear and tear on the Town staff teams can become overwhelming.

In terms of staff resources to support special events, the core services of the special event permit process include a multi-Departmental team that meets to coordinate logistics, identify event resource needs, and draft conditional letter of approval.

The following list provides a high-level snapshot of additional tasks that may be required of Town resources to support special events:
 Police Officers to patrol the event specifically, outside of the normal patrol teams, often requiring overtime.
 Parking and Community Service Officers to assist with road closures and ensuring compliance of cars left parked in the closure areas.

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PAGE 5 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
BACKGROUND (continued):
 PD and Parks and Public Works (PPW) staff to assist with road closures either due to the absence of a traffic vendor, or traffic vendors who are unfamiliar with the Town and require assistance.
 PPW staff to deploy anti-vehicle barriers. These must also be staffed for the full duration of the event.
 PD to clear the crowds and roadways to allow for a safe re-opening of the streets.  PD and PPW staff and volunteers to assist with the reroute of traffic.  PPW staff to manage changes in irrigation and fountain operation times to accommodate event.

DISCUSSION:
2022 Special Events
As community special events had a strong presence in Los Gatos in 2022, staff was faced with the realization of its capacity to support the events with onsite, while balancing core services.

As noted in the table above, 25 special event permits were issued in 2022; however, the total number of days in which a special event took place in Los Gatos is much higher. Multi-day or series events put on by the same organizer in a consecutive daily or weekly pattern are only required to obtain one special event permit and such are counted as one event on the chart in the Background section of this report.

In 2022, of the 25 approved special event permits, six were for multi-day events including the Promenades, Music in the Park, Jazz on the Plazz, Fiesta de Artes, St. Mary’s Country Fair, and the Holiday Carriage Rides. Considering the number of days within each multi-day event, plus the single day events, the total number of days in 2022 in which there was an approved special event was 58. This total increases to 62 days with the inclusion of the annual Town events.

Additionally, the Town has a contract with the Farmer’s Market to operate a weekly street closure and Farmer’s Market event on Sundays, around Town Plaza Park, closing on Montebello Way and Broadway Avenue between E. Main Street and S. Santa Cruz Avenue. For this street closure, an approved traffic plan has been prepared, and the Farmer’s Market implements their own road closure and road reopening weekly.

Town Resources for Special Events
The majority of special events require little staff support outside of what is standard practice to process and approve the special event permit. The addition of two event elements, alcohol and road closures, are often what tip the scale to requiring a significantly greater resource commitment from Town staff. Even when events are being implemented with an approved special event permit and by a community stakeholder group, once alcohol or street closures are

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PAGE 6 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
DISCUSSION (continued):
added, Town staff are needed to ensure that the event is set up for success. The location and scope of the event also play a role in the resources required.

When events involve the sales and service of alcohol, the applicant must gain approval from the State Alcohol Beverage Control (ABC) and the Chief of Police for the sale and service, as well as act as the responsible party throughout the event. The Town typically requires Police Officers to be onsite for events with the sales and service of alcohol, primarily towards the latter half, to monitor and mitigate life safety issues and encourage responsible behavior. This requirement includes two Officers with the cost being incurred by the event organizers at the fee listed in the Town adopted fee schedule. At times it can be difficult to secure Officers to work at events due to staffing constraints. The shifts at events are in addition to regular staff shifts, often requiring the Officers to work overtime and the hours to be absorbed by the Department’s budget.

To date, staff has been hesitant to rely on the event organizers to hire security guards in lieu of the Officers as there are several unknowns with unvetted security firms, and there have been some unsafe situations in the past when security was hired in lieu of Officers at past events in Los Gatos.

During 2022, Town staff connected with the ABC to gain clarity on the current regulations and expectations associated with a temporary alcohol license granted for special events and has incorporated these specifics into the conditional letter of approval for events. Staff makes it a priority to talk through the specifics with the event organizers prior to the event to ensure that correct parameters are in place for responsible sales and service of alcohol. Event organizers have been receptive to this guidance and for the most part have risen to the occasion of implementing the necessary components to align with the ABC and Town provisions. In addition, beginning July 1, 2022, special events with an ABC license must have always at least one person onsite that holds a certification with the ABC for the Responsible Beverage Service (RBS) training.

Road closures, especially those on N. Santa Cruz Avenue, require a large resource investment from the Police and Parks and Public Works Departments, much of which takes place immediately before, during, and after the events. Again, this entails requiring staff to work outside of normal staff hours. Some of these hours are captured and the financial cost is shared with event organizers. It has been the experience of staff that even when a third-party traffic vendor is hired, there is lack of communication between the permitee and the vendor, ultimately falling back on Town staff to work with the traffic vendor to secure a proper closure.

To mitigate this, staff must spend the resources to work directly with the traffic vendor before the event and/or onsite, day of the event.

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PAGE 7 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
DISCUSSION (continued):

The table below provides an overview of the number of staff hours that were provided to support the 2022 Town events, and those 2022 special events that required significant staff resources.
2022 Event Event Type
PD
Officer
Hours
PD NonOfficer
Hours
PPW
Hours
Total
staff
hours
Spring into Green Town Event 0 64 20 84
Music in the Park (MIP) Special Event 80 0 20 100
Promenade Special Event 100 20 135 255
4th of July Town Event 0 18 18 36
Screen on the Green Town Event 0 0 5 5
Halloween Organic, Unpermitted 30 30 0 60
Holiday Light Display Town Event/Unbudgeted 0 0 135* 135+ Holiday Tree Lighting Town Event 58 32 23 113
Children’s Holiday Parade Special Event 290 220 400 910 * This work item is not yet complete. The 135 hours accounts for the repair, delivery, and installation the holiday light fixtures. Deinstallation has not taken place yet due to the workload of the January storms. Town staff delivers and picks up the light fixtures placed on private property, and the Chamber of Commerce pays their vendor to install in these locations.

Town Events are included in the Town’s adopted annual budget each year. The budgeted line item pays for the materials of the event, and the staff time is absorbed within each Department as a part of the Department’s core services.

For special events, limited hours have been charged back to the special event organizer and thus have been absorbed by the Town. The Promenade received a grant from the Town for the event series and the cost of the Officers and PPW staff onsite during the event was captured and included in the grant; however, there were many additional hours that went into managing the road closure and logistics of the alcohol sales and service that were not. The Chamber of Commerce was a great partner in working with Town staff to achieve a streamlined process for the weekly needs and communication of the event.

Likewise, for the 2022 Children’s Holiday Parade, the staff resources for the event were tremendous. Town staff values this longstanding holiday tradition and takes an active partnership role with the Los Gatos-Saratoga Recreation (LGS) and the Los Gatos Lions Club in its planning and implementation. LGS and the Lions provide a large volunteer contingency and work diligently to remain in open communication with Town staff throughout the planning process to ensure event logistics are considered and managed.

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PAGE 8 OF 11
SUBJECT: Special Events Discussion
DATE: January 31, 2023
DISCUSSION (continued):

Multiple Town staff attend the preplanning meetings and meet one-on-one with the event organizers to ensure a proper road closure and traffic management. The planning for these event elements is quite involved. For the first time in 2022, the Town engineering staff took on the work to develop a traffic control plan that can be implemented to meet current traffic safety standards. With this plan, the need for engagement with a traffic management company increased significantly, a cost and effort the event organizers were not expecting. Thus, the Town also took on this additional work and cost to keep the event moving forward.

When it comes to the day of the Parade, this is considered an “all hands-on deck” day for the Police Department and Parks and Public Works Team, with most, if not all field staff, working at the event, as well as the Police Department’s volunteer teams of the Disaster Assistance Response Team (DART) and Community Emergency Response Team (CERT). These staff resources were offered in kind, as they have been in the past, at the direction of the Town Council through the adopted annual budget. The amount noted in the budget is in-kind for staff resources and does not account for the hard costs required to hire a traffic management company for proper implementation of the event scope. In addition, with the lean staffing levels at the Town, absorbing this staff work in each Department’s budget is challenging, and does not account for the impacts on the individuals doing the work in addition to the core services that must be completed. If it is the desire of the Town Council to continue to provide this support, Town staff is asking the Council to consider allocating additional funding to support the Parade. With the allocation of additional dollars, Town staff could hire a traffic management company to oversee more of the traffic closures and closure attendant roles.

Halloween
Some events take place without a permit as either a free speech event or as an organic gathering of the public without a single entity that will take on the role as the organizer. The latter is unique to holidays such as Halloween where the greater community tradition is for children and families to gather in the local neighborhoods for trick or treating. This is welcomed by many and particularly embraced by a couple of neighborhoods in Los Gatos, the Almond Grove and Johnson Avenue. For years, thousands of people will gather in these locations of Los Gatos to trick or treat and enjoy the Halloween festivities. With the absence of a special event permit, or adopted Town event, road closures have not been planned; however, are repeatedly necessary given the grand size of the crowd that is unable to remain on sidewalks.

Moving forward, Town staff recommends that the Town Council acknowledge the need for road closures in these locations and allocate resources for a traffic control company to be hired by the Town to close these neighborhoods and staff the closure points. With this resource in place, Town staff will be able to be most effective working within their roles to support the core Town services including public safety.

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Los Gatos City CouncilFebruary 7, 2023

Los Gatos City Council
February 7, 2023