Los Gatos City Council
August 15, 2023

Security Description Maturity Date Par/Shares Moody Rating S&P Rating Insight ESG Rating Environment Social Governance PNC BANK NA 3.8% 25JUL2023 (CALLABLE 25JUN23) 7/25/2023 $ 1,000,000 A3 A- 3 2 4 3 TOYOTA MOTOR CREDIT CORP 1.35% 25AUG2023 8/25/2023 $ 1,600,000 A1 A+ 3 1 3 4 AMERICAN HONDA FINANCE 3.625% 10OCT2023 10/10/2023 $ 950,000 A3 A- 2 1 3 3 JPMORGAN CHASE & CO 3.875% 01FEB2024 2/1/2024 $ 1,400,000 A1 A- 3 1 3 4 US BANCORP 3.375% 05FEB2024 (CALLABLE 05JAN24) 2/5/2024 $ 1,000,000 A3 A 3 3 4 3 IBM CORP 3.0% 15MAY2024 5/15/2024 $ 1,000,000 A3 A- 2 1 2 3 CATERPILLAR FIN SERVICES 2.85% 17MAY24 5/17/2024 $ 1,000,000 A2 A 4 4 3 4 AMERICAN HONDA FINANCE 2.4% 27JUN2024 6/27/2024 $ 1,000,000 A3 A- 2 1 3 3 HONEYWELL INTERNATIONAL 2.3% 15AUG2024 (CALLABLE 15JUL24) 8/15/2024 $ 1,000,000 A2 A 4 4 5 4 HOME DEPOT INC. 3% 01APR2026 (CALLABLE 01JAN2026) 4/1/2026 $ 1,000,000 A2 A 2 2 2 2 JPMORGAN CHASE & CO 3.2 15JUN2026 (CALLABLE 15MAR2026) 6/15/2026 $ 500,000 A1 A- 3 1 3 4 APPLE INC. 2.9% 12SEP2027 (CALLABLE 12JUN2027) 9/12/2027 $ 1,300,000 Aaa AA+ 4 1 4 5 AMERICAN HONDA FINANCE 4.7% 12JAN2028 1/12/2028 $ 600,000 A3 A- 2 1 3 3 Total/Average $ 12,750,000 2.9 1.8 3.3 3.5
*ESG ratings are from 1 to 5, with 1 as the highest rating and 5 as the lowest. All ratings are weighted by industry rankings, based on the importance of the category within the individual industry.

Town of Los Gatos
Insight ESG Ratings as of May 31, 2023

Fund Schedule
Fund
Number Fund Description
Current
Revenue
Current
Expenditure Transfer In
Transfer
Out

GENERAL FUND
Non-Spendable:

Loans Receivable 159,000 - - - - - 159,000
Restricted Fund Balances:

Pension 690,000 - - - - - 690,000
Committed Fund Balances:

Budget Stablization 5,991,566 - - - - - 5,991,566
Catastrphic 5,991,566 - - - - - 5,991,566
Pension/OPEB 300,000 - - - - - 300,000
Assigned Fund Balances:

Open Space 410,000 - - - - - 410,000
Sustainability 140,553 - - - - - 140,553
Capital/Special Projects 11,071,231 (15,498) - - - - 11,055,733 Carryover Encumbrances 33,145 - - - - - 33,145
Compensated Absences 1,519,147 - - - - - 1,519,147
Measure G District Sales Tax 590,581 - - - - - 590,581
Unassigned Fund Balances:
111 Other Unassigned Fund Balance Reserve (Pre YE distribution - 4,793,534 2,249,954 (3,548,872) - - 3,494,616 General Fund Total 26,896,789 4,778,036 2,249,954 (3,548,872) - - 30,375,907 May 2023
Prior Year
Carryforward
7/1/2022
Increase/
(Decrease)
July-April
Estimated Fund
Balance
5/31/2023*

Fund Schedule
Fund
Number Fund Description
Current
Revenue
Current
Expenditure Transfer In
Transfer
Out

SPECIAL REVENUE
211/212 CDBG 166,654 - - - - - 166,654
222 Urban Runoff (NPDES) 451,558 128,635 29,996 (13,535) - - 596,654 231-236 Landscape & Lighting Districts 174,236 1,841 - (7,209) - - 168,868 241 ARPA - 3,614,872 - - - - 3,614,872
251 Los Gatos Theatre 19,500 6,257 2,450 (186) - - 28,021 711-716 Library Trusts 555,254 (22,489) 5,000 (3,898) - - 533,867 Special Revenue Total 1,367,202 3,729,116 37,446 (24,828) - - 5,108,936.00

CAPITAL PROJECTS
411 GFAR - General Fund Appropriated Reserve 14,783,787 (269,197) 1,650,941 (521,217) - - 15,644,314 421 Grant Funded Projects (948,603) 640,293 230,000 (466,610) - - (544,920) 461-463 Storm Basin Projects 3,218,811 (107,443) 4,379 - - - 3,115,747 471 Traffic Mitigation Projects 405,570 - 11,545 (11,545) - - 405,570 472 Utility Undergrounding Projects 3,302,514 73,770 2,495 - - - 3,378,779 481 Gas Tax Projects 1,836,068 (533,488) 105,245 - - - 1,407,825 Capital Projects Total 22,598,147 (196,065) 2,004,605 (999,372) - - 23,407,315

INTERNAL SERVICE FUNDS
611 Town General Liability 803,292 (508,789) - (28,644) - - 265,859 612 Workers Compensation 1,295,185 (397) 12,374 (36,548) - - 1,270,614 621 Information Technology 2,990,932 80,984 10,436 (53,368) - - 3,028,984 631 Vehicle & Equipment Replacement 2,222,395 92,354 - (2,100) - - 2,312,649 633 Facility Maintenance 928,481 (150,046) 2,494 (114,752) - - 666,177 Internal Service Funds Total 8,240,285 (485,894) 25,304 (235,412) - - 7,544,283 Trust/Agency
942 RDA Successor Agency (7,607,527) (1,635,344) - (141) - - (9,243,012) Trust/Agency Fund Total (7,607,527) (1,635,344) - (141) - - (9,243,012) Total Town 51,494,896 6,189,849 4,317,309 (4,808,625) - - 57,193,429 * Interfund transfers and ARPA funding allocation to be performed as part of the fiscal year end closing entries.

Deposit Accounts of Interest:
111-23541 General Plan Update deposit account balance $1,019,345 111-23521 BMP Housing deposit account balance $3,885,172 Prior Year
Carryforward
7/1/2022
Increase/
(Decrease)
July-April
May 2023
Estimated Fund
Balance
5/31/2023*

Weighted Average YTM Portfolio Yield on Investments
under Management 3.19%
Weighted Average Maturity (days) 399
This Month Last Month One year ago
Portfolio Allocation & Treasurer's Cash Balances $78,384,948 $75,243,382 $72,886,943 Managed Investments $47,150,631
Local Agency Investment Fund $17,034,229
Reconciled Demand Deposit Balances $14,200,089
Portfolio Allocation & Treasurer's Cash Balances $78,384,948 Benchmarks/ References:

Town's Average Yield 3.19% 2.93% 1.37%
LAIF Yield for month 3.17% 2.99% 0.86%
3 mo. Treasury 5.30% 5.42% 1.71%
6 mo. Treasury 5.43% 5.46% 2.52%
2 yr. Treasury 4.90% 4.41% 2.96%
5 yr. Treasury (most recent) 4.16% 3.76% 3.04%
10 Yr. Treasury 3.84% 3.65% 3.02%
Town of Los Gatos
Summary Investment Information
June 30, 2023
0 - 1 year
66%
1 - 2 years
11%
2 - 3 years
12%
3 - 5 years
11%
Portfolio Maturity Profile
Compliance: The Town's investments are in compliance with the Town's investment policy dated February 21, 2023 and also in compliance with the requirements of Section 53600 at seq. of the California State Code. Based on the information available, the Town has sufficient funds to meet the cash demands for the next six months.

ATTACHMENT 3

Month YTD
Cash & Investment Balances - Beginning of Month/Period $ 75,243,382.35 $72,886,942.83 Receipts 13,271,300.37 73,873,028.83
Disbursements (10,129,734.93) (68,375,023.87)
Cash & Investment Balances - End of Month/Period $78,384,947.79 $78,384,947.79 Portfolio Allocation Amount % of Portfolio
Max. % or $ Allowed
per State Law or Policy
BNY MM $56,541.51 0.09% 20% of Town Portfolio
US Treasury Notes $17,388,324.87 27.09% No Max. on US Treasuries Government Agency Debenture Notes $16,027,527.15 24.97% No Max. on Non-Mortgage Backed Corporate Medium Term Bonds $13,678,237.01 21.31% 30% of Town Portfolio Local Agency Investment Fund $17,034,228.67 26.54% $75 M per State Law Subtotal - Investments 64,184,859.21 100.00%
Reconciled Demand Deposit Balances 14,200,088.58
Total Portfolio Allocation & Treasurer's Cash Balances $78,384,947.79 Town of Los Gatos
Portfolio Allocation & Treasurer's Cash Balances
June 30, 2023
BNY MM

0.09%
US Treasury Notes

27.09%
Government Agency Debenture
Notes

24.97%
Corporate Medium Term Bonds

21.3%
Local Agency Investment Fund

26.5%
Portfolio Investment Allocation
$72.9 M
$78.4 M
$0.0 M
$10.0 M
$20.0 M
$30.0 M
$40.0 M
$50.0 M
$60.0 M
$70.0 M
$80.0 M
$90.0 M
Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Treasurer's Fund Balances

June 2023 June 2023 June 2023
Beginning Deposits Interest/ Ending
Balance Realized Gain/Adj. Earnings Withdrawals Balance Non-Treasury Funds:

Cert. of Participation 2002 Series A Reserve Fund $ 693,117.82 $ 2,655.50 $ 695,773.32 Note 1 Cert. Of Participation 2010 Ser A Lease Pymt Fund 31.75 0.05 31.80 Note 1 Cert. of Participation 2002 Lease Payment Fund 8,583.85 32.86 8,616.71 Note 1 Cert. of Participation 2010 Series Reserve Fund 1,313,799.98 4,962.66 1,318,762.64 Note 2 Total Restricted Funds: $ 2,015,533.40 $ - $ 7,651.07 $ - $ 2,023,184.47 CEPPT IRS Section 115 Trust 1,383,121.61 17,040.95 $ 1,400,162.56 Grand Total COP's and CEPPT Trust $ 3,398,655.01 $ - $ 24,692.02 $ - $ 3,423,347.03 These accounts are not part of the Treasurer's fund balances reported elsewhere in this report, as they are for separate and distinct entities.

Note 1: The three original funds for the Certificates of Participation 2002 Series A consist of construction funds which will be expended over the next few years, reserve funds which will guarantee the payment of lease payments, and a third fund for the disbursement of lease payments and initial delivery costs.

Note 2: The 2010 COP Funds are all for the Library construction, reserves to guarantee lease payments, and a lease payment fund for the life of the COP issue. The COI fund was closed in September 2010.

Note 3: The CEPPT Section IRS Section 115 Trust was established as an irrevocable trust dedicated to accumulate resources to fund the Town's unfunded liabilities related to pension and other p Town of Los Gatos
Non-Treasury Restricted Fund Balances
June 30, 2023

July 2022 $ 60,107.76
August 2022 61,456.65
September 2022 60,153.38
October 2022 68,965.25
November 2022 68,430.71
December 2022 77,485.61
January 2023 80,998.58
February 2023 79,760.25
March 2023 96,693.30
April 2023 97,627.16
May 2023 106,872.54
June 2023 119,988.16
$ 978,539.35
Interest by Month
Town of Los Gatos
Statement of Interest Earned
June 30, 2023

Town of Los Gatos Investment Schedule
June 30, 2023
Market Value Maturity Yield to Interest Interest Interest Days Deposit Par Original Market Above (Under) Purchased Date or Maturity Received Earned Earned to Institution CUSIP # Security Coupon Date Value Cost Value Cost Interest Call Date or Call to Date Prior Yrs. Current FY Maturity US Treasury 91282CAP6 US Treasury Note 0.13% 6/30/2021 1,000,000.00 995,390.63 985,550.00 (9,840.63) 10/15/2023 0.33% $ 2,240.44 $ 3,260.06 $ 3,260.06 107 Toyota Motor Credit 89236THA6_1 Corporate Bond 1.35% 04/12/21 500,000.00 510,580.00 497,280.00 (13,300.00) 8/25/2023 0.45% $ 12,618.75 $ 2,780.30 $ 2,285.61 56 Toyota Motor Credit 89236THA6 Corporate Bond 1.35% 1/11/2022 1,100,000.00 1,107,315.00 1,094,016.00 (13,299.00) 8/25/2023 0.94% $ 16,665.00 $ 4,812.29 $ 10,332.28 56 US Treasury 91282CDD0 US Treasury Note 0.38% 1/13/2022 1,100,000.00 1,090,675.78 1,082,686.00 (7,989.78) 10/31/2023 0.85% $ 5,344.27 $ 4,286.54 $ 9,313.02 123 US Treasury 91282CCN9 US Treasury Note 0.13% 1/13/2022 1,200,000.00 1,188,375.00 1,195,380.00 7,005.00 7/31/2023 0.75% $ 1,573.37 $ 4,153.18 $ 9,023.27 31 FFCB 3133EKMX1 Gov. Agency Debenture 2.23% 8/2/2019 1,000,000.00 1,014,400.00 979,960.00 (34,440.00) 2/23/2024 1.90% $ 84,925.83 $ 55,756.94 $ 19,145.14 238 FFCB 3133EMBE1 Gov. Agency Debenture 0.30% 10/8/2020 1,600,000.00 1,598,000.00 1,538,560.00 (59,440.00) 3/28/2024 0.34% $ 11,853.34 $ 9,279.41 $ 5,376.16 272 FFCB 3133EMCQ3 Gov. Agency Debenture 0.28% 10/16/2020 2,000,000.00 1,998,000.00 1,970,080.00 (27,920.00) 10/13/2024 0.31% $ 13,953.33 $ 10,396.24 $ 6,100.69 471 Apple 037833DB3 Corporate Bond 2.90% 12/20/2022 1,300,000.00 1,228,591.00 1,219,270.00 (9,321.00) 6/21/2027 4.19% $ 8,587.22 $ - $ 28,170.97 1452 Home Depot 437076BM3 Corporate Bond 3.00% 8/4/2022 1,000,000.00 991,960.00 956,190.00 (35,770.00) 1/1/2026 3.04% $ 19,750.00 $ - $ 29,252.66 916 US Treasury 912828ZW3 US Treasury Note 0.25% 8/9/2022 350,000.00 322,096.88 319,581.50 (2,515.38) 6/30/2025 3.16% $ 779.89 $ - $ 9,366.72 731 IBM 459200JY8 Corporate Bond 3.00% 3/25/2021 1,000,000.00 1,071,040.00 977,290.00 (93,750.00) 5/15/2024 0.71% $ 64,166.67 $ 9,358.41 $ 7,393.55 320 FFCB 3133EN5V8 Gov. Agency Debenture 4.13% 1/17/2023 236,000.00 239,174.20 233,276.56 (5,897.64) 162.25 1/11/2027 3.76% $ (162.25) $ - $ 4,016.30 1291 US Treasury 91282CBT7 US Treasury Note 0.75% 9/30/2022 800,000.00 712,565.18 722,904.00 10,338.82 3/31/2026 4.14% $ 3,000.00 $ - $ 23,165.06 1005 FFCB 3133ENP95 Gov. Agency Debenture 4.25% 9/30/2022 900,000.00 900,939.60 888,777.00 (12,162.60) 9/30/2025 4.14% $ 19,125.00 $ - $ 28,374.86 823 US Treasury 91282CDA6 US Treasury Note 0.25% 1/31/2022 1,100,000.00 1,085,222.44 1,086,624.00 1,401.56 9/30/2023 1.07% $ 3,195.74 $ 4,781.92 $ 11,636.01 92 US Treasury 91282CAW1 US Treasury Note 0.25% 7/15/2021 1,200,000.00 1,199,437.50 1,177,872.00 (21,565.50) 11/15/2023 0.27% $ 5,502.72 $ 3,107.52 $ 3,240.69 138 American Honda 02665WCZ2 Corporate Bond 2.40% 11/27/2019 1,000,000.00 1,012,410.01 969,310.00 (43,100.01) 6/27/2024 2.12% $ 84,733.34 $ 55,189.68 $ 21,294.11 363 JP Morgan Chase 46625HRS1 Corporate Bond 3.20% 9/23/2022 500,000.00 474,660.00 476,265.00 1,605.00 3/15/2026 4.70% $ 11,644.44 $ - $ 17,865.15 989 Honeywell Int'l. 438516BW5 Corporate Bond 2.30% 11/20/2019 1,000,000.00 1,014,660.00 966,060.00 (48,600.00) 7/15/2024 1.64% $ 73,983.33 $ 51,828.99 $ 19,850.56 381 Caterpillar Financial Serv 14913Q2V0 Corporate Bond 2.85% 2/23/2021 1,000,000.00 1,077,370.00 976,980.00 (100,390.00) 5/17/2024 0.44% $ 63,650.00 $ 6,129.72 $ 4,547.46 322 FNMA 3135G0V75 Gov. Agency Debenture 1.75% 10/17/2019 1,100,000.00 1,105,833.30 1,060,741.00 (45,092.30) 7/2/2024 1.63% $ 62,081.25 $ 48,706.74 $ 18,012.12 368 US Bancorp 91159HHV5 Corporate Bond 3.38% 12/24/2019 1,000,000.00 1,049,040.00 985,470.00 (63,570.00) 1/5/2024 2.12% $ 105,093.75 $ 54,380.13 $ 21,598.20 189 FFCB 3133EKQA7 Gov. Agency Debenture 2.08% 10/21/2019 1,000,000.00 1,019,780.00 962,120.00 (57,660.00) 9/10/2024 1.66% $ 70,431.11 $ 45,130.78 $ 16,757.61 438 PNC Financial 69349LAM0 Corporate Bond 3.80% 2/7/2022 1,000,000.00 1,033,470.00 998,700.00 (34,770.00) 6/25/2023 1.49% $ 36,733.33 $ 5,372.34 $ 13,524.78 0 FHLB 3135G05X7 Gov. Agency Debenture 0.38% 6/10/2022 1,200,000.00 1,102,952.40 1,091,700.00 (11,252.40) 8/25/2025 3.04% $ 3,187.50 $ 1,902.68 $ 34,723.87 787 US Treasury 912828ZL7 US Treasury Note 0.38% 4/12/2022 1,700,000.00 1,583,927.57 1,563,864.00 (20,063.57) 4/30/2025 2.72% $ 6,691.99 $ 9,611.14 $ 44,405.91 670 JP Morgan Chase 46625HJT8 Corporate Bond 3.88% 9/23/2019 1,400,000.00 1,485,414.00 1,386,238.00 (99,176.00) 2/1/2024 2.39% $ 182,038.89 $ 96,022.89 $ 34,667.02 216 US Treasury 912828V23 US Treasury Note 2.25% 11/29/2021 1,000,000.00 1,032,933.04 985,080.00 (47,853.04) 12/31/2023 0.66% $ 35,706.52 $ 3,924.44 $ 6,724.99 184 US Treasury 91282CBE0_2 US Treasury Note 0.13% 10/7/2021 1,000,000.00 994,768.98 972,620.00 (22,148.98) 1/15/2024 0.36% $ 1,589.67 $ 2,587.41 $ 3,550.39 199 FHLB 3130ALH98 Gov. Agency Debenture 0.25% 2/26/2021 1,000,000.00 997,610.00 965,190.00 (32,420.00) 2/26/2024 0.33% $ 5,000.00 $ 4,416.63 $ 3,296.67 241 FHLB 3130AQF65 Gov. Agency Debenture 1.25% 11/30/2022 1,300,000.00 1,160,559.40 1,169,116.00 8,556.60 12/21/2026 4.15% $ 9,072.92 $ - $ 29,385.32 1270 US Treasury 912828U57 US Treasury Note 2.13% 7/31/2019 1,000,000.00 1,011,875.00 986,840.00 (25,035.00) 11/30/2023 1.84% $ 81,458.33 $ 54,014.24 $ 18,511.92 153 US Treasury 912828X70 US Treasury Note 2.20% 12/30/2019 1,000,000.00 1,010,589.29 972,030.00 (38,559.29) 4/30/2024 1.75% $ 73,703.30 $ 48,922.73 $ 19,558.38 305 US Treasury 912828XT2 US Treasury Note 2.00% 10/31/2019 1,000,000.00 1,015,667.41 969,490.00 (46,177.41) 5/31/2024 1.64% $ 71,639.34 $ 44,208.50 $ 16,583.87 336 American Honda 02665WCQ2 Corporate Bond 3.63% 9/14/2021 950,000.00 1,012,871.00 944,832.00 (68,039.00) 10/10/2023 0.41% $ 54,143.40 $ 3,232.93 $ 4,083.12 102 FFCB 3133EJ3Q0 Gov. Agency Debenture 2.88% 8/28/2019 1,500,000.00 1,587,503.75 1,480,395.00 (107,108.75) 12/21/2023 2.12% $ 164,473.96 $ 64,945.24 $ 22,859.22 174 US Treasury 91282CBE0 US Treasury Note 0.13% 9/15/2021 650,000.00 647,615.46 632,203.00 (15,412.46) 1/15/2024 0.28% $ 1,081.87 $ 1,447.14 $ 1,834.05 199 FHLB 3130APJH9 Gov. Agency Debenture 0.75% 1/17/2023 1,000,000.00 907,010.00 907,910.00 900.00 10/28/2026 4.17% $ 2,104.17 $ - $ 14,420.85 1216 FFCB 3133EN5N6 Gov. Agency Debenture 4.00% 2/8/2023 1,700,000.00 1,706,732.00 1,683,204.00 (23,528.00) 6,044.44 1/6/2028 3.91% $ (6,044.44) $ - $ 25,921.64 1651 Freddie Mac 3137EAEX3 Gov. Agency Debenture 0.04% 5/1/2023 750,000.00 689,032.50 680,370.00 (8,662.50) 296.88 9/23/2025 3.97% $ (296.88) $ - $ 4,222.09 816 American Honda 02665WED9 Corporate Bond 4.70% 5/11/2023 600,000.00 608,856.00 594,486.00 (14,370.00) 9,321.67 1/12/2028 4.34% $ (9,321.67) $ - $ 3,603.61 1657 US Treasury 91282CEF4 US Treasury Note 2.50% 6/9/2023 1,500,000.00 1,416,626.12 1,405,260.00 (11,366.12) 7,172.13 3/31/2027 4.09% $ (7,172.13) $ - $ 3,416.23 1370 US Treasury 91282CGA3 US Treasury Note 4.00% 6/20/2023 2,100,000.00 2,080,558.59 2,066,778.00 (13,780.59) 1,147.54 12/15/2025 4.40% $ (1,147.54) $ - $ 2,515.25 899 Subtotal $ 47,336,000.00 $ 47,094,089.03 $ 45,778,549.06 $ (1,315,539.97) $ 24,144.91 $ 1,449,379.07 $ 713,947.16 $ 637,187.43 BNY MM Money Market 56,541.51 56,541.51 0.00 0.00% 1
LAIF State Investment Pool 17,034,228.67 16,775,793.85 (258,434.82) 3.17% 219,842.68 1 $64,184,859.21 $62,610,884.42 ($1,573,974.79) $24,144.91 $ 1,449,379.07 $ 713,947.16 $ 857,030.11 Matured Assets
IBM 459200HG9 Corporate Bond 1.88% 8/8/2019 1,000,000.00 995,010.00 8/1/2022 2.05% $ 55,885.42 $ 59,141.32 $ 1,790.47 JP Morgan Chase 46625HJE1 Gov. Agency Debenture 3.25% 2/11/2020 900,000.00 934,587.00 9/23/2022 1.74% $ 76,537.50 $ 38,210.60 $ 3,733.22 Treasury 912828L57 US Treasury Note 1.75% 7/22/2019 1,200,000.00 1,197,988.40 9/30/2022 2.09% $ 67,016.39 $ 63,644.66 $ 5,451.87 Treasury 912828M80 US Treasury Note 2.00% 7/22/2019 1,000,000.00 1,006,175.23 11/30/2022 1.81% $ 67,158.47 $ 53,444.10 $ 7,613.55 BankAmerica Corp 06051GHC6 Corporate Bond 3.00% 10/9/2020 1,300,000.00 1,366,287.00 12/20/2023 0.66% $ 105,331.92 $ 31,569.88 $ 18,319.56 FFCB 3133EKVF0 Gov. Agency Debenture 1.88% 7/22/2019 1,000,000.00 999,630.00 1/17/2023 1.89% $ 65,364.58 $ 55,482.90 $ 10,383.67 Freddie Mac 3133EKKT2 Gov. Agency Debenture 2.25% 6/24/2019 1,550,000.00 1,573,188.00 2/8/2023 1.82% $ 135,043.75 $ 86,008.42 $ 17,404.61 US Treasury 912828R28 US Treasury Note 1.63% 7/2/2019 500,000.00 497,246.09 4/30/2023 1.77% $ 31,109.04 $ 26,507.80 $ 7,365.97 American Honda 02665WDH1 Corporate Bond 1.95% 2/14/2020 600,000.00 603,756.00 5/10/2023 1.75% $ 39,845.00 $ 25,034.14 $ 9,066.57 FHLB 3133834G3 Gov. Agency Debenture 2.13% 3/11/2021 1,400,000.00 1,460,522.00 6/9/2023 0.19% $ 66,772.22 $ 3,664.98 $ 2,648.64 Freddie Mac 3137EAEN5 Gov. Agency Debenture 2.75% 7/19/2019 2,000,000.00 2,072,358.00 6/19/2023 1.79% $ 215,416.67 $ 107,829.55 $ 35,442.58 Total Investments "Matured" $ 119,220.71
Total Interest FY 22_23 Matured and Current $ 976,250.82 Maturity Profile Amount Percent
0-1 year $ 41,886,874.47 66%
1-2 years $6,722,200.87 11%
2-3 years $7,274,765.15 12%
3-5 years $ 7,267,548.72 12%
$63,151,389.21

Security Description Maturity Date Par/Shares Moody Rating S&P Rating Insight ESG Rating Environment Social Governance PNC BANK NA 3.8% 25JUL2023 (CALLABLE 25JUN23) 7/25/2023 $ 1,000,000 A3 A- 3 2 3 3 TOYOTA MOTOR CREDIT CORP 1.35% 25AUG2023 8/25/2023 $ 1,600,000 A1 A+ 3 2 3 4 AMERICAN HONDA FINANCE 3.625% 10OCT2023 10/10/2023 $ 950,000 A3 A- 2 1 3 3 JPMORGAN CHASE & CO 3.875% 01FEB2024 2/1/2024 $ 1,400,000 A1 A- 3 1 3 4 US BANCORP 3.375% 05FEB2024 (CALLABLE 05JAN24) 2/5/2024 $ 1,000,000 A3 A 3 3 4 3 IBM CORP 3.0% 15MAY2024 5/15/2024 $ 1,000,000 A3 A- 2 1 2 3 CATERPILLAR FIN SERVICES 2.85% 17MAY24 5/17/2024 $ 1,000,000 A2 A 4 4 3 4 AMERICAN HONDA FINANCE 2.4% 27JUN2024 6/27/2024 $ 1,000,000 A3 A- 2 1 3 3 HONEYWELL INTERNATIONAL 2.3% 15AUG2024 (CALLABLE 15JUL24) 8/15/2024 $ 1,000,000 A2 A 4 3 4 3 HOME DEPOT INC. 3% 01APR2026 (CALLABLE 01JAN2026) 4/1/2026 $ 1,000,000 A2 A 2 2 2 2 JPMORGAN CHASE & CO 3.2 15JUN2026 (CALLABLE 15MAR2026) 6/15/2026 $ 500,000 A1 A- 3 1 3 4 APPLE INC. 2.9% 12SEP2027 (CALLABLE 12JUN2027) 9/12/2027 $ 1,300,000 Aaa AA+ 5 1 4 5 AMERICAN HONDA FINANCE 4.7% 12JAN2028 1/12/2028 $ 600,000 A3 A- 2 1 3 3 Total/Average $ 12,750,000 3.0 1.8 3.1 3.4
*ESG ratings are from 1 to 5, with 1 as the highest rating and 5 as the lowest. All ratings are weighted by industry rankings, based on the importance of the category within the individual industry.

Town of Los Gatos
Insight ESG Ratings as of June 30, 2023

Fund Schedule
Fund
Number Fund Description
Current
Revenue
Current
Expenditure Transfer In
Transfer
Out

GENERAL FUND
Non-Spendable:

Loans Receivable 159,000 - - - - - 159,000
Restricted Fund Balances:

Pension 690,000 - - - - - 690,000
Committed Fund Balances:

Budget Stablization 5,991,566 - - - - - 5,991,566
Catastrphic 5,991,566 - - - - - 5,991,566
Pension/OPEB 300,000 - - - - - 300,000
Assigned Fund Balances:

Open Space 410,000 - - - - - 410,000
Sustainability 140,553 - - - - - 140,553
Capital/Special Projects 11,071,231 (15,498) - - - - 11,055,733 Carryover Encumbrances 33,145 - - - - - 33,145
Compensated Absences 1,519,147 - - - - - 1,519,147
Measure G District Sales Tax 590,581 - - - - - 590,581
Unassigned Fund Balances:
111 Other Unassigned Fund Balance Reserve (Pre YE distribution - 3,494,617 7,472,097 (5,303,165) - - 5,663,549 General Fund Total 26,896,789 3,479,119 7,472,097 (5,303,165) - - 32,544,840 June 2023
Prior Year
Carryforward
7/1/2022
Increase/
(Decrease)
July-May
Estimated Fund
Balance
6/30/2023*

Fund Schedule
Fund
Number Fund Description
Current
Revenue
Current
Expenditure Transfer In
Transfer
Out

SPECIAL REVENUE
211/212 CDBG 166,654 - - - - - 166,654
222 Urban Runoff (NPDES) 451,558 145,096 59,992 (20,079) - - 636,567 231-236 Landscape & Lighting Districts 174,236 (5,368) 16,550 (6,592) - - 178,826 241 ARPA - 3,614,872 - - - - 3,614,872
251 Los Gatos Theatre 19,500 8,520 8,400 (11,716) - - 24,704 711-716 Library Trusts 555,254 (21,387) - (3,647) - - 530,220 Special Revenue Total 1,367,202 3,741,733 84,942 (42,034) - - 5,151,843

CAPITAL PROJECTS
411 GFAR - General Fund Appropriated Reserve 14,783,787 860,527 185,877 (1,328,236) - - 14,501,955 421 Grant Funded Projects (948,603) 403,682 231,212 (68,790) - - (382,499) 461-463 Storm Basin Projects 3,218,811 (103,064) 42,843 - - - 3,158,590 471 Traffic Mitigation Projects 405,570 - 6,521 (6,521) - - 405,570 472 Utility Undergrounding Projects 3,302,514 76,265 - - - - 3,378,779 481 Gas Tax Projects 1,836,068 (428,243) 284,900 - - - 1,692,725 Capital Projects Total 22,598,147 809,167 751,353 (1,403,547) - - 22,755,120

INTERNAL SERVICE FUNDS
611 Town General Liability 803,292 (537,433) - (16,903) - - 248,956 612 Workers Compensation 1,295,185 (24,571) 2,000 (15,063) - - 1,257,551 621 Information Technology 2,990,932 38,053 159,258 (117,071) - - 3,071,172 631 Vehicle & Equipment Replacement 2,222,395 90,254 164,209 (18,709) - - 2,458,149 633 Facility Maintenance 928,481 (262,303) 234,623 (170,812) - - 729,989 Internal Service Funds Total 8,240,285 (696,000) 560,090 (338,558) - - 7,765,817 Trust/Agency
942 RDA Successor Agency (7,607,527) (1,635,484) 1,678,467 (192) - - (7,564,736) Trust/Agency Fund Total (7,607,527) (1,635,484) 1,678,467 (192) - - (7,564,736) Total Town 51,494,896 5,698,535 10,546,949 (7,087,496) - - 60,652,884 * Interfund transfers and ARPA funding allocation to be performed as part of the fiscal year end closing entries.

Deposit Accounts of Interest:
111-23541 General Plan Update deposit account balance $1,019,345 111-23521 BMP Housing deposit account balance $3,885,172 Prior Year
Carryforward
7/1/2022
Increase/
(Decrease)
July-May
June 2023
Estimated Fund
Balance
6/30/2023*

PREPARED BY: Gitta Ungvari
Finance Director
Reviewed by: Town Manager, Assistant Town Manager, and Town Attorney 110 E. Main Street Los Gatos, CA 95030 ● 406-354-6832
www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/15/2023
ITEM NO: 9

DESK ITEM
DATE: August 15, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive Monthly Financial and Investment Reports (April Amended, May, and June 2023)
REMARKS:

Staff received a question from a Council Member on this item. The question and staff response are below.

Q: Does approximately $5.7M (page 156) reflect an increase of $5M over $700k (page 260) in the March report (mid-year)? If so, what are the factors for this increase in the General Fund?
A: The page 260 of the Mid-Year Report provided year-end estimates based on available information, estimated revenues, and expenditures as of end of January 2023. The estimates included all year end transfers, payroll, and other expenditures for the full year. (Table on page 2)

PAGE 2 OF 3
SUBJECT: Monthly Financial and Investment Report (April Amended, May and June 2023) for Fiscal Year 2022/23
DATE: August 15, 2023
REMARKS (continued):

PAGE 3 OF 3
SUBJECT: Monthly Financial and Investment Report (April Amended, May and June 2023) for Fiscal Year 2022/23
DATE: August 15, 2023
REMARKS (continued):

The Fund Balance Schedule (page 156 of the August 15, 2023 Council Agenda Packet) is a point in time description, and it is not final. The schedule only includes a small portion of the year end adjusting entries. It includes some of the revenue accruals [such as excess Education Revenue Augmentation Fund (ERAF)], and does not include transfers out from the General Fund or other expense accruals, such as payroll and accounts payable. The final General Fund balance number will be determined at the final close of the fiscal year when all entries are completed. This number will be reported in the Annual Comprehensive Financial Report (ACFR).

Attachments previously received with the Staff Report:

1. Financial and Investment Report Amended (April 2023)

2. Financial and Investment Report (May 2023)

3. Financial and Investment Report (June 2023)

PREPARED BY: Salina Flores
Human Resources 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: 08/15/2023
ITEM NO: 10
DATE: August 7, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Adopt a Resolution for the California Public Employees’ Retirement System Retirement Plan to Waive the 180-Day Retiree Rehire Wait Period and to Appoint Sean Rose as the Temporary Capital Projects Manager in the Parks and Public Works Department
RECOMMENDATION:

Adopt a Resolution for the California Public Employees’ Retirement System Retirement Plan to waive the 180-day retiree rehire wait period and to appoint Sean Rose as the temporary Capital Projects Manager in the Parks and Public Works Department (Attachment 1).

BACKGROUND:

The Town has an existing agreement with the California Public Employees’ Retirement System (CalPERS) to provide its retirement program to employees. The CalPERS retirement program is governed by Public Employees’ Retirement Law (PERL). PERL contains the rules and regulations that a contracting agency must adhere to related to the hire of a CalPERS retiree, referred to as a retired annuitant. PERL requires that a non-safety retired annuitant may not work for a CalPERS contracting agency unless the retired annuitant has been retired for at least 180 days (Gov. Code section 7522.56). In lieu of the 180-day wait period, an agency’s governing body may approve a resolution to waive the 180 days. PERL also requires that if a retired annuitant will be rehired into a vacant position while a recruitment for a permanent replacement is taking place, the governing body must approve a resolution appointing the retired annuitant as an interim employee [Gov. Code section 21224].

PAGE 2 OF 3
SUBJECT: Adopt a Resolution for the California Public Employees’ Retirement System Retirement Plan to Waive the 180-Day Retiree Rehire Wait Period and to Appoint Sean Rose as the Temporary Capital Projects Manager.

DATE: August 7, 2023
DISCUSSION:

Sean Rose is currently employed as Public Works Director/Town Engineer with the Town of Woodside and has been tentatively selected for the position of Capital Projects Manager for the Parks and Public Works Department.

Recently, Mr. Rose provided his notice of intent to retire from The Town of Woodside with his last day of work to occur on September 4, 2023, resulting in a CalPERS retirement effective date of September 5, 2023.

The Town opened the recruitment for the temporary unbenefited position of Capital Projects Manager on May 22, 2023. The recruitment timeline to hire this position typically spans approximately three months. The Capital Projects Manager role is essential to the continued operation of the Parks and Public Works Department and its engineering functions. The incumbent is responsible for assisting in the design and construction management of two critical projects and overall administration of the Town’s Capital Improvement Program (CIP):

The Los Gatos Creek Trail Highway 9 Connector Project (CIP No. 832-4505) and the Highway 17 Bicycle and Pedestrian Bridge (CIP No. 818-0803).

To allow for this continued critical function, staff is requesting that Sean Rose be appointed to the position of temporary Capital Projects Manager as soon as possible following the effective date of his retirement with the Town of Woodside. In order for that to happen, the Town Council must adopt a CalPERS resolution, declaring the Town’s intent to appoint Mr. Rose to the position prior to the required 180-day wait period, and the resolution must subsequently be submitted to CalPERS.

A retired annuitant may be appointed to an interim position provided that there is an open recruitment to fill the vacancy. The rate of pay may not be less than or more than the current approved salary range for the vacant position. Also, a retired annuitant may not work more than 960 hours in a CalPERS fiscal year. The CalPERS fiscal year begins July 1 and ends on June 30. The tentative first day of employment as a retired annuitant for Mr. Rose is September 6, 2023, subject to Town Council’s approval of the executed resolution and its subsequent submittal to CalPERS.

CONCLUSION:

Staff recommends that the Town Council adopt a Resolution to waive the CalPERS 180-day wait period and appoint Sean Rose to the temporary Capital Projects Manager position.

PAGE 3 OF 3
SUBJECT: Adopt a Resolution for the California Public Employees’ Retirement System Retirement Plan to Waive the 180-Day Retiree Rehire Wait Period and to Appoint Sean Rose as the Temporary Capital Projects Manager.

DATE: August 7, 2023
FISCAL IMPACT:

It is anticipated that the hire of a retired annuitant will result in overall budget savings, given that the retiree will not be eligible for benefits related to permanent employment except the Town’s contribution to Medicare.

This position is funded through the Parks and Public Works Department, and the salary is paid via reimbursement from project related funds. There is no impact to the General Fund from this position and the cost of staff time is already accounted for in the project budget.

ENVIRONMENTAL ASSESSMENT:

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

Attachments:

1. CalPERS Resolution for a 180-Day Wait Period Exception and Appointment of Sean Rose as the Temporary Projects Capital Manager

2. Conditional Offer for Sean Rose

1 of 2
Draft Resolution Date
ATTACHMENT 1

DRAFT RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF

LOS GATOS
Gov. Code sections 7522.56 & 21224
August 15, 2023
WHEREAS, in compliance with Government (Gov.) Code section 7522.56 of the Public Employees’ Retirement Law, the Town Council must provide CalPERS this certification resolution when hiring a retiree before 180 days has passed since their retirement date; and
WHEREAS, Sean Rose will retire from the Town of Woodside in the position of Public Works Director/Town Engineer effective September 5, 2023; and WHEREAS, Gov. Code section 7522.56 requires that post-retirement employment commence no earlier than 180 days after the retirement date, which is March 3, 2024 without this certification resolution; and
WHEREAS, Gov. Code section 7522.56 providesthat this exception to the 180-day wait period shall not apply if the retiree accepts any retirement-related incentive; and WHEREAS, the Town Council, the Town of Los Gatos and Sean Rose certify that Sean Rose has not and will not receive a Golden Handshake or any other retirementrelated incentive; and WHEREAS, the Town Council hereby appoints Sean Rose as an extra help retired annuitant to perform the duties of Capital Projects Manager (temporary/hourly) for the Town of Los Gatos under Gov. Code section 21224, effective September 6, 2023; and WHEREAS, the entire employment agreement, contract or appointment document between Sean Rose and the Town of Los Gatos has been reviewed by this body and is attached herein; and
WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and WHEREAS, the employment shall be limited to 960 hours per fiscal year for all CalPERS employers; and
WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable

2 of 2
Draft Resolution Date
ATTACHMENT 1
duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the maximum monthly base salary for this position is $20,030.36 and the hourly equivalent is $115.56, and the minimum monthly base salary for this position is $12,169.71 and the hourly equivalent is $70.21; and
WHEREAS, the hourly rate paid to Sean Rose will be $108.15; and WHEREAS, Sean Rose has not and will not receive any other benefit, incentive, compensation in lieu of benefit or other form of compensation in addition to this hourly pay rate; and
THEREFORE, BE IT RESOLVED THAT the Town Council hereby certifies the nature of the appointment of Sean Rose as described herein and detailed in the attached employment appointment document and that this appointment is necessary to fill the critically needed position of Capital Projects Manager for the Town of Los Gatos by September 6, 2023 because the Capital Projects Manager role is essential to the design and construction management of critical projects and overall administration of the Town’s Capital Improvement Program (CIP) to improve the Town’s public infrastructure. Mr. Rose has the skills needed to perform work of limited duration.

PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Los Gatos, California, held on the day of , 2023, by the following vote:

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:

July 26, 2023
Sean Rose
Dear Sean,
TOWN OF Los GATOS
Human Resources Department
( 408) 399-5718 FAX: (408) 395-8640

CIVIC CENTER
110 E. MAIN STREET
Los GATOS, CA 95030
www.losgatosc.a.gov
Congratulations! The Town of Los Gatos is pleased to extend to you a conditional offer of employment for the position of Capital Projects Manager (Temporary/Hourly) with the Parks & Public Works Department.

Employment Status: At-will, un-benefited, temporary/hourly Start Date: TBD
Hourly Pay Rate: $108.15 per hour
Job Title: Capital Projects Manager (Temporary/hourly)
SupeNisor: Nicolle Burnham
Department: Parks & Public Works
This offer of employment is subject to the following:

1. Background Check: You must pass a Department of Justice Criminal Records Check according to guidelines established by the Town of Los Gatos. Fingerprinting is administered by the Los Gatos-Saratoga Recreation Center. You must complete a verification of education and employment survey. A reference check will also be conducted with the references provided.

2. CalPERS Requirements: If you plan to retire before your tenure in this position, then all CalPERS requirements must be met prior to your start date. This includes the Town's submission of a request for an exception to the CalPERS 180-day waiting period requirement via a Council resolution submitted to CalPERS. The timing of the resolution submission and your start date will be based on the following:

A. If you are retiring at or higher than your normal retirement age, then the Council resolution can be submitted following your successful passage of the background check, and your start date can be any time following submission, on a date agreed upon by you and the Town.

B. If you retire under your highest normal retirement age, then you will be subject to CalPERS' bona fide separation requirements: the Council resolution cannot be submitted prior to your retirement date, and your start date must be at least 60 days following your retirement date.

ATTACHMENT 2 Page 166
Conditional Offer of Employment-Sean Rose
Capital Projects Manager (Temporary/Hourly)
Page2of 2
Please also be aware of the following information related to your employment as an hourly /unbenefited employee:
• You are limited to working no more than 1,000 hours in a fiscal year. If you qualify as a retired annuitant, you are limited to working no more than 960 hours in a fiscal year. The Town's fiscal year runs from July 1 through June 30.
• Your employment may be terminated at any time and is not subject to appeal. • You are a non-exempt employee and therefore covered by the provisions of the Fair Labor Standards Act (FLSA). For FLSA overtime purposes, your work period begins at midnight on Sunday and ends seven consecutive days later at 11:59 p.m. on Saturday.

During your first week of employment, you will participate in an orientation session with a member of the Human Resources staff. At your orientation with Human Resources, you will be required to provide documents that establish both identity and employment eligibility to work in the United States, as required by the U.S. Department of Homeland Security Form I 9. More information about this process and your orientation will be emailed to you once the background process has been successfully completed.

To accept this conditional offer of employment, please sign below and return the signed copy of this letter via email or in person no later than 5:00 p.m. on Monday. July 31, 2023. Please also complete and sign the reference check release form attached to this letter so that we can initiate the background check process. If you have any questions, please contact Mary Blekh, Human Resources Technician, at (408) 399-5739 or [email protected].

We are excited to welcome you to the Town of Los Gatos community and the Town Manager's Office. We are confident that you will enjoy the exceptional employees, beautiful community, and challenges of this position!
Sincerely,
��\ rv-·
Salina Flores
Human Resources Director
ACCEPTANCE OF TEMPORARY, HOURLY APPOINTMENT:

I accept the offer on the terms and conditions outlined above.

Signature (Sean Rose)

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: 08/15/2023
ITEM NO: 11
DATE: August 3, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Review the Library Board Work Plan for Calendar Year 2023 RECOMMENDATION:

Review the Library Board work plan for calendar year 2023.

BACKGROUND:

The Los Gatos Library Board (Board) currently operates under the provisions of Town Resolution 2016-056 adopted by Council in October of 2016. Under the current resolution, the Board consists of seven voting members of which one also serves as a member of the Youth Commission. General Law cities that operate a municipal library maintain a Library Board under California Education Code Section 18910 (1970).

The function of the Board is to review and approve Departmental operational policies, and to advise on strategic direction and priority setting for Library service delivery. This is done by assisting in production and review of an annual Library community survey, understanding the budget situation and usage statistics of the Department, interfacing directly with the community in conversations about Library service, and keeping abreast of regional and national dialog regarding issues pertaining to intellectual freedom and equitable access to information and resources. The Board is not involved directly with Library projects, programs, or services, nor their implementation.

The Board meets on the second Wednesday of odd number months at 3:00 p.m. The Library Director serves as the staff liaison to the Board.

PAGE 2 OF 3
SUBJECT: Library Board Work Plan
DATE: August 3, 2023
DISCUSSION:

At the beginning of each calendar year, the Board reviews a list of potential new or outdated Departmental policies and prioritizes their order based on the needs of the Library and the community. Other items are regularly scheduled annually for review and recommendation.

The work plan for 2023 was adopted as follows:

January 2023
 Provide advisory direction on the Library’s approach to holidays and recognition months March 2023
 Review Challenged Materials policy and procedures
 Provide initial advisory input on the Town’s Justice, Equity, Diversity, and Inclusion Plan  Provide advisory direction on creating and distributing the Library’s annual survey May 2023
 Receive overview of proposed library budget for FY 23/24  Review community survey data, and advise based on trends, needs, or opportunities  Review Intellectual Freedom policy
 Review Library Code of Conduct (Behavior Policy)
July 2023
 Review Volunteer policy
 Begin advisory discussion of five-year strategic guidance for Library services September 2023
 Review Materials Deaccession Policy
 Review 2022-23 fiscal year end statistics and service trend data  Continue advisory discussion of five-year strategic guidance for Library services  Provide input on revisions to the Town’s Justice, Equity, Diversity, and Inclusion Plan November 2023
 Finalize advisory discussion of five-year strategic guidance for Library services  Review Unattended Minors and Lost Child Policy
 Initiate Town Poet Laureate selection process

PAGE 3 OF 3
SUBJECT: Library Board Work Plan
DATE: August 3, 2023
CONCLUSION:

The Board wishes to express that at both a regional and national level, attempts at censorship and/or bans of books in library collections are at an all-time high. The Board holds strongly to the principles of freedom of information, serving a diverse community representing multiple viewpoints, and equitable access to a widely diverse range of interests. The Board asks Council to remain in support of library collections and programs that support these principles, engage free and open community dialog, and stand strong against censorship or the attempts to restrict access to information or services.

FISCAL IMPACT:

There is no fiscal impact associated with this item.

ENVIRONMENTAL ASSESSMENT:

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

PREPARED BY: Jamie Field
Chief of Police
Reviewed by: Town Manager, Assistant Town Manager, and Town Attorney 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/15/2023
ITEM NO: 12
DATE: August 3, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: a. Receive the Information Provided in the Police Services Report: January – June 2023; and
b. Approve the Technical Sharing of Information Obtained from the Town’s Automated License Plate Reader (ALPR) Technology and Information Captured by the Flock Safety Technology with Other Law Enforcement Agencies in Santa Clara County.

RECOMMENDATION:

Staff recommends the Town Council:
a. Receive the information provided in the Police Services Report: January – June 2023; and b. Approve the technical sharing of information obtained from the Town’s Automated License Plate Reader (ALPR) Technology and information captured by the Flock Safety Technology with other law enforcement agencies in Santa Clara County.

BACKGROUND:

On January 17, 2023 the Police Department presented an update on overall delivery, staffing updates, and comparison analysis of Police services. This Police Services Report for January – June 2023 presents the following information:
 Department staffing update
 Efficiencies and improvements
 Calls for service and officer activity
 Mandates and training
 Mental health services
 Flock update
 Community Outreach and Partnerships

PAGE 2 OF 12
SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION:

DEPARTMENT STAFFING UPDATE
The Los Gatos-Monte Sereno Police Department (LGMSPD) enshrines and promotes a positive culture, while maintaining pride in the vision and values of the organization, teamwork, and a collaborative community policing partnership.

The LGMSPD has two Police Officer Trainees graduating from the Police Academy on August 15, 2023, and they are about to embark on at least a 16-week Field Training Program. In addition to the academy graduates, LGMSPD will have three Officers in the Field Training Program.

While that brings sworn staffing to 38 of the 39 budgeted positions, there are still seven Officers unavailable and on protected leave. The three Officers on training are not available as a solo sworn staff members due to having to complete training.

There are 28 available sworn officers that are divided among four patrol shifts in the Patrol Division, Investigations Division, and Administration. Removing the three sworn Command Staff, Chief and two Captains, results in 25 available sworn Officers to deliver core Patrol and Investigative services. Part-time Community Services Officers (CSOs) and Reserve Police Officers were able to assist in limited capacity to alleviate the workload on the lean staff. CSOs worked 1,331 hours during this reportable six-month timeframe and Reserve Police Officers worked 299 hours. The table below identifies the current availability of sworn staff, while also considering protected leave, light or modified duty, and those currently being trained:

Budgeted
Sworn
Current
Sworn
Off due to
injury
Light /
Modified Duty
Field Training Total Active and
available
39 38 7 3 3 28
Dispatch has eight budgeted positions. Currently there are five operational Dispatchers and one in training. The Police Department has six per diem Dispatchers to supplement the fulltime Dispatch staff and allow for better coverage, training, and vacation opportunities with more focused training of the new Dispatch staff. The per diem Dispatchers have filled in for 897 hours throughout the time period of this report, January – June 2023.

The Police Department has hired one lateral Police Officer and two academy recruits during the timeframe represented in this bi-annual report. The lateral Officer completed his Field Training Program. During the same timeframe, we hired two Dispatchers, and one successfully completed the Training Program and the other is nearing the end of her training. Once a Dispatcher completes training, they still work with another Dispatcher for a period prior to handling a shift on their own. Both Dispatchers that were hired had prior dispatching experience.

PAGE 3 OF 12
SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):

In the last year, the LGMSPD has implemented the following enhancements as efforts to retain and recruit employees; however, the success and momentum of these efforts are slowed by limitations of current staff as recruitment efforts are a collateral function of the Police Department staff and not a dedicated role or responsibility.  Assessed and improved hiring process efficiency – 2022  Improved recruitment and Police Department visibility through social media, recruitment tents at various venues, and engaging with a public safety recruitment company – 2022/23
 Assessed policies to address contemporary issues such as visible tattoos and recognitions – 2022
 Implemented professional development of our current personnel through career ladder in Dispatch and Records – 2022
 Implementing a Police Department Career Development Plan and a newly established Leadership Development Program – 2022/23
 Continued encouragement of higher education through ongoing college tuition reimbursement – ongoing
 Promoting a $10,000 lateral bonus in 2023 (two laterals hired to date)  Implemented an Internal Police Officer Referral Program – 2022/23  Ongoing commitment and research towards resources to support the physical, psychological, and mental wellness of all Department staff – 2023 The chart below shows the difference in overtime hours between the last two fiscal year periods of January - June. Dispatch is supplemented by six per diem dispatchers, therefore, the Dispatch overtime does not reflect as significantly as sworn overtime hours used. The current estimated overtime for the Police Department has more than doubled what was budgeted ($508,983) for FY 2022-23. The variance of 1,090 hours more overtime for sworn staff during the first six months of this year is due to limited staffing, workers compensation vacancies, Police incidents, weather related events, required trainings, and the Presidential visit.

Title 1/01/22 – 6/30/22 1/01/23 – 6/30/23 Variance in FY Communications 1,607 hours 1,771 hours 164 hours
Sworn Staff 3,524 hours 4,614 hours 1,090 hours
The overtime referenced in the above chart depicts the hourly overtime necessary to sustain core services and does not include the many hours that were committed by Community Emergency Response Team(CERT), Disaster Assistance Response Team (DAR)., Command Staff overtime, and other volunteer or Police Department management resources to respond to prePage 173 PAGE 4 OF 12
SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):
planned, disaster, or critical incidents. Furthermore, the majority of the disaster and critical incidents were handled by one or two Dispatchers.

The pre-planned event of the visit in June by the President of the United States involved three operating radio channels, monitored by three to four Dispatchers, full road closures that required extensive pre-planning, ten DART volunteers, and a full Police Department call-in on a holiday. The extensive pre-planning entailed partnerships with local, State, and federal partners and was the second White House dignitary visit in less than a year. While an honor that is held in high regard for members of the LGMSPD, it is also a time when our lean staffing structure is apparent.

EFFICIENCIES AND IMPROVEMENTS:

Reassignments: LGMSPD is currently operating with 28% reduced available sworn staff. There is no surplus of Officers to provide additional Patrol coverage during events, to adequately staff expanding geographical areas of responsibility, and a limited ability to provide vacation, sick leave, and mandatory training relief as needed. The Department has reassigned traffic enforcement, investigative resources, and specialty assignment personnel to Patrol to maintain minimum staffing coverage due to staff vacancies and training needs and requirements. This requires changes in priorities and timelines for investigations, proactive traffic enforcement, and community outreach activities.

Transition to Police Operations Building (POB): In an effort towards improved efficiency, customer service and continuity of available resources, efforts were made in the first six months of 2023 to begin moving staff from Headquarters (Civic Center) to the Police Operations Building (POB – 15900 Los Gatos Blvd). The LGMSPD is unique in the Bay Area with a twobuilding model for a Police Department of its staffing size. Typically, only large agencies of several hundred or more have more than one location. For example, if a community member needs to get a copy of a report and then pick-up evidence or meet with a Detective, they must visit both locations.

The internal consistency and continuity of communication, teamwork, and project management or follow up is challenged under the two-building model. The front door to POB is always locked as there is not staff available to monitor the front counter to POB. There is a communication box on the wall outside of the front entrance where visitors can speak to a Dispatcher through. Dispatch is able to remotely key open the front door so that the visitor can be let into the waiting area to wait for an employee to be notified. The Temporary Holding Facility (THF) at POB was decommissioned for a future spatial assessment to occur with a goal

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SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):
of reallocating Police services (Communications Center and Records Division) currently housed at Headquarters (Civic Center) over to POB.

The Traffic Sergeant, Administrative Sergeant, and Personnel and Training Manager were all moved to the POB. Both the Traffic Sergeant and Administrative Sergeant frequently fill vacancies on Patrol shifts to meet minimum staffing needs and to better manage Department overtime.

Ordinance Updates: The LGMSPD in conjunction with the Youth Commission engaged in collaborative efforts to update the Bike Ordinance. Police Department staff also focused on updates to the Concealed Weapons (CCW) Permits Ordinance to fall in alignment with a court decision from July 2022. LGMSPD entered into an agreement with a company, commonly used as an online application processing system throughout other California Law Enforcement agencies, to guide the CCW Application process. LGMSPD expects this process to become operational and begin accepting CCW applications for Los Gatos residents in September 2023.

Software and Technology: Other significant software platforms and equipment have been implemented or researched during January – June 2023. This includes the ability to introduce electronic citation technology, which would allow for more streamlined communication with the offender, courts, and the records database. The E-Citation platform interfaces with the current Police Department records management system and would not require the current manual entry process by staff. The funding options for this technology are still being explored and staff submitted an Office of Traffic Safety (OTS) grant application for this purpose. The Department is waiting for the grant results.

A cadre of staff have also reviewed an automated Field Training Program platform that would allow for more fluid management of training for sworn and communications staff, communication with the trainee, and retention ability. This will allow for improved communication, feedback, and accountability measures in a more standardized and digitized format. Current training programs and completion of various segments are outlined, documented, and signed off on paper documents. By the completion of the Training Program, the binder is 3-4 inches thick with the necessary documentation and has to be tracked, filed, and initialed. Staff has applied efforts to identify a sustainable and efficient method to track field training records to improve the field training process.

Through fiscal support from the Police Foundation, the LGMSPD was able to train a team of Unmanned Aerial System (UAS) operators that have completed their Part 107 test and received certification to operate drones. The funding also allowed for LGMSPD to purchase a total of six drones in May 2023.

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SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):

The UAS team has created three deployable kits, each with two different types of unmanned aircraft systems to allow for swift diversity of use depending on the deployment scenario. The LGMSPD drone team is operating within a Lexipol UAS Policy and has Standard Operating Procedures similar to those used by other law enforcement agencies with a UAS program in Santa Clara County. The LGMSPD UAS program has proven invaluable in the short timeframe that operators and equipment have been fully functioning and has been requested to respond and assist as a county resource.

CALLS FOR SERVICE AND OFFICER ACTIVITY
Despite the outlined staffing challenges, the LGMSPD has continued to meet response times and provide an uncompromising high level of service to the community. The following table depicts a comparison of the Communications Division call volume, both inbound and outbound, immediacy to which they are answered, and number of 911 calls over the last two years between the months of July to December.

The industry standard for a Public Safety Answering Point (PSAP) agency is a target for 911 calls to be answered within less than ten seconds 95% of the time. Outbound calls can be a result of transferring callers to other points of contact within Town Departments, contacting or following up with community members, or conducting other inter-agency duties.

January –
June
Inbound 911
calls
% of 911 calls
answered < 10 seconds
Incoming Nonemergency callsNon-emergency
Outbound calls
2022 5,365 95.3% 16,369 8,392
2023 5,956 96.8% 16,501 8,362
Officers’ response to priority calls for service continue to be comparable to prior years, below the priority goals. These metrics can be found in the Fiscal Year 202/24 Adopted Operating Budget in the performance measures section of the Police Department chapter. Priority 1 refers to immediate emergency with threat to life or a public safety hazard, Priority 2 is an urgent emergency that requires an immediate response, and a Priority 3 incident is a nonemergency. The LGMSPD has set response time goals of 5:00 minutes for Priority 1 calls, 10:00 for Priority 2 calls, and 15:00 for Priority 3 calls (see detail in Attachment 1 which contains the presentation materials for this item).

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SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):

Additional data regarding traffic stops and preliminary Racial Identity Profile Act information can be found in Attachment 1 and at the following link: 2023 Annual Racial and Identity Profiling Advisory Board Report.

MANDATES AND TRAINING
Training and succession planning for both sworn and professional staff continues to be an ongoing priority. While staffing is strained, we continuously assess and monitor the fiscal implications from the overtime needs and wellness impacts on staff members who provide the backfill as needed so that training can occur.

The Police Department’s personnel assessment, equipment, and training is being emphasized in the newly implemented Career Development Plan and Leadership Development Plan. With almost half of the Police Department staff being new to the position or newly promoted in the last three years, there is a significant need for training and professional development. The training needs could not be met during the pandemic period and the Police Department is now committed to focusing on this staff development.

In February 2023, the LGMSPD partnered with the Addison-Penzak Jewish Community Center of Los Gatos for a host location for Peace Officers Standards and Training (POST) certified Interview and Interrogation Training for many of our newer sworn staff and for sworn staff from other surrounding agencies. This three-day course was presented by a well-known law enforcement training company comprised of experienced investigators and covered interrogation law, liability awareness, detecting deception, and behavior analysis.

In May 2023, the LGMSPD hosted a training for all Police Department staff, both sworn and professional staff, on Community Policing in the 21st Century with an emphasis on Procedural Justice. The nine-hour course focused on communication techniques to enhance safety and improve interactions between the police and the public. The training was POST certified and is endorsed by the National Fraternal Order of Police and the National Association for the Advancement of Colored People (NAACP).

The LGMSPD researches local training opportunities so as not to incur travel expenses associated with hotel, travel, and food costs for training. This is not always attainable as certification requirements near expiration or limited training opportunities for specific curricula.

The LGMSPD sworn staff are required by POST to complete 34 hours of training annually and Dispatchers are required to complete 24 hours. From January to June 2023, staff have attended 755 hours of required training to meet POST, Cal-OSHA, and other compliance mandates. An additional 696 hours of necessary development training has been provided for

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SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):
sworn and professional staff. Finally, sworn and professional staff have attended 328 hours of leadership training to aid in the professional development.

As staffing improves, the Police Department will focus further on supervisor development and training to re-establish specialty teams to develop confidence and competency in these roles.

This requires continuous assessment of mandatory or immediate Department training needs based on POST requirements and operational effectiveness.

MENTAL HEALTH SERVICES
In the past several years, numerous California law enforcement agencies have modified their procedures to limit the role of Officers in mental health concerns, opting instead to integrate regional unarmed mental health teams and resources into their response. The Santa Clara County Behavioral Health Services operates a variety of unarmed mental health response teams with varying degrees of authority, training, and areas of emphasis for crisis response and safety planning. Each of these resources are available via the 9-8-8 call center currently in operation in Santa Clara County.

LGMSPD evaluates multi-disciplinary needs when providing support to those of our unhoused community or experiencing mental health concerns. There has been a reduction of documented reports of mental health evaluations during this reportable period of 2023 versus 2022 from 58 documented reports to 34.

One of the most recent developing resources is the Trusted Response Urgent Support Team (TRUST), which is an onsite field team consisting of a Crisis Intervention Specialist, First Aid Professional, and a Peer Support Specialist. This non-law enforcement mobile crisis response team works closely with crisis hotlines, the community, and family members to provide intervention and follow up. TRUST has been providing services to all of Santa Clara County since November of 2022 and is in the process of establishing a West Valley Team along with dedicated response vans. TRUST is a resource for the community and law enforcement throughout Santa Clara County in addition to other similar resources, such as Mobile Crisis Response Team (MCRT)

FLOCK UPDATE
The LGMSPD has been on the forefront of responsibly integrating technology into our efforts to provide public safety. In the late 1990’s, we were the first agency in the County to install cameras in each patrol vehicle. A decade later, we were the first agency in the County to issue

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SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):
body cameras to every Officer. The incorporation of this technology and more led to significant improvements in accountability, accuracy, and efficiency.

In 2021, we began a two-year pilot project to evaluate the potential benefit of Automated License Plate Reader (ALPR) technology when we installed 14 cameras at the eleven primary vehicle entrances to our jurisdiction. Almost every other law enforcement agency in the County has since either invested in the same technology or is considering doing so and a dozen Los Gatos and Monte Sereno neighborhoods joined us in installing the same cameras and sharing their data with us.

The Flock Safety Technology is the ALPR technology that was adopted into the Police Department FY 23/24 budget and is no longer considered a pilot program. This technology continues to be an extremely valuable investigative and crime prevention tool throughout the Town of Los Gatos. Public view on the Police Department’s Website via the Transparency webpage, provides updated transparency data, crime statistics, the Flock Transparency Page, and the Police Department ALPR Policy.

In the first year the cameras were installed, the LGMSPD documented numerous instances where ALPR technology specifically detected, deterred, or solved crimes in our jurisdiction. In 2023, the results have been similarly dramatic. Most notably, a LGMSPD Flock camera quickly identified the suspect vehicle in a fatal hit-and-run collision in the first six months of 2023 that led to the driver’s arrest and ongoing prosecution.

Most recently, three events illustrate the investigative power of the LGMSPD ALPR system. In one, patrol Officers quickly identified a hit-and-run suspect vehicle where only the description of the vehicle and approximate timeframe of the collision was known by the victim. In another, LGMSPD Dispatch identified a vehicle used in a string of armed convenience store robberies as it entered Town and used that information to prevent a similar armed robbery in town. Third, the ALPR system alerted Officers on duty that a stolen vehicle had entered Los Gatos and this has been the case on multiple occasions. Officers use this data to locate and recover the vehicles when possible, often take suspects into custody, and solve or deter other crimes based upon evidence located inside the vehicles.

The integration of surveillance technology comes with great responsibility to maintaining the privacy rights of the community. The LGMSPD specifically integrated the concerns of civil rights organizations into its ALPR policy that is publicly available via the LGMSPD Transparency Portal. These considerations continue to influence the vendor selection, camera position, data retention and data sharing practices of LGMSPD. The LGMSPD is committed to the furtherance of increasing public safety.

PAGE 10 OF 12
SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):

The data collected from this ALPR system is currently only being used by our agency and we are not sharing the information with other agencies within Santa Clara County; however, we are the only agency not sharing with other law enforcement agencies. By allowing our agency to share this data with agencies within our County we will be increasing our ability to investigate and deter crime by broadening the data pool locally.

The ability to share information obtained by the ALPR systems is managed by the Department Flock Technology administrator. If the data sharing is approved, the administrator would adjust the settings within the Town’s Flock technology system which would allow for the share to begin occurring with other agencies within the County Sheriff. The Flock technology sharing mechanism is controlled by the individual agencies and there is not an agreement that exists between agencies as it is an independent decision.

COMMUNITY OUTREACH AND PARTNERSHIPS
The Police Department is committed to building, bridging, and enhancing police-community relationships. This is done through opportunities for engagement and in the multitude of services that the Department offers to develop collaborative methods and working with the various volunteer groups that LGMSPD oversees. The Volunteer In Policing Program (VIP) visits the homes of people vacationing (Vacation Checks program) and with three VIPs handling this service in the last six months, they have contributed over 200 volunteer hours.

Community outreach and resources occur in many forms. Below are some highlights of the last six months:
 Neighborhood Watch meetings - 2
 Coffee With A Cop
 Big Truck Days - 3
 Senior Resource Fair
 Therapy Canine community engagements
 Neurodiverse event with the Youth Commission for Easter  Community Safety Month – Venture Pre-School
 CERT Drill - 2
 New Resident Welcome Packet deliveries - 178
 Vacation Checks – 10 to 20 homes registered weekly / visited 3 times per week The Police Department has done extensive recruiting for the Explorer Cadet program, one of several volunteer opportunities. The Explorer Cadet program is hopeful to have about eight Explorers by September 2023 and began the year with two. Additionally, the volunteer support

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SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
DISCUSSION (continued):
and exhaustive hours that went into supporting the Town of Los Gatos during the storm season of early 2023 was greatly appreciated. The Community Emergency Response Team (CERT) and Disaster Assistance Response Team (DART) partnered to do neighborhood assessment and reports of damages back to the Emergency Operation Center at the Police Operations Building and were a much-needed force multiplier when minimal resources were available. CERT had three call-outs during this reportable timeframe. DART had six call-outs, some of which included assisting at the Cats Hill Race, assistance with road closures during major injury accidents, and road closures that Police Department staffing could not cover during the Presidential visit to Los Gatos in June 2023.

Other partnership efforts and outreach are exemplified by the Police Department’s Vulnerable Community Resource Team (VCRT) and the over 100 occasions that staff has proactively worked with the local unhoused community and its stakeholders to attempt to reduce the impact of homelessness on those experiencing it and upon the community. As time permits, sworn staff attend the weekly pantry services at St. Lukes to be available as a resource, maintain positive relationships with the unhoused community, and to facilitate connections and resources.

Additionally, the Victim Services Unit (VSU) expanded its services by making proactive follow-up calls to all victims of domestic violence, the local family members of the decedents in death investigations, and the victims and family members of local residents who suffer significant injury. The Police Department’s VSU program is in need of additional committed and experienced volunteers in order to sustain the nature, value, and continued level of service of this program.

RECOMMENDATION:

Staff recommends Council authority to allow for information captured by the current ALPR system managed by the Flock Technology platform to be shared with other law enforcement agencies within Santa Clara County. This is the practice for all other ALPR agencies within Santa Clara County.

CONCLUSION:

The dedicated members of the LGMSPD have been working tirelessly to provide public safety with integrity, compassion, and professionalism. This Police Services Report is intended to provide an update and provide transparent information of operational efforts, priorities, and status for a six-month review for January to June 2023 for the community and Town Council.

PAGE 12 OF 12
SUBJECT: Receive the Information Provided in the Police Services Report: January – June 2023 and Approve Data Sharing
DATE: August 3, 2023
CONCLUSION (continued):

The staff of LGMSPD model the high-touch, localized, responsive, and personal customer service essence the community deserves. Full-service efforts of the LGMSPD maintain a public safety delivery focused on education and prevention with enforcement as necessary to provide for the safety and security of the community and employees.

During the remainder of 2023, the LGMSPD will continue its organizational vision focused on a theme of development. This includes development, advancement, and progressive efforts in technology throughout the Department and professional development of new and recently promoted staff. This development will also allow for greater efficiencies, eventual reduction in overtime, and a goal of retention. The external focus is on continued local engagement, crossDepartmental support, public safety, and education for our community.

FISCAL IMPACT:

The acceptance of this report has no fiscal implications.

ENVIRONMENTAL ASSESSMENT:

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

Attachment:

1. PowerPoint Presentation

LOS GATOS

POLICE SERVICES
REPORT
JANUARY – JUNE 2023
ATTACHMENT 1

THE DEPARTMENT Staff Update
Officer
Police Officer
Trainees
Dispatchers
897
HRS
235
HRS
1,331
/299
HRS
Per Diem
Dispatchers
Per Diem Evidence
& Property
CSOs &
PO Reserves
6,386 TOTAL OT HOURS
Police Officers Dispatch
4,614
HRS
1,772
HRS

Efficiencies & Improvements
o Police Operations
Building (POB) &
Headquarters
merger
Integration Equipment & Technology Recent Ordinances
o Drones
o E-Cite Technology
o Automated Training Program
o Permitium
o E-bikes
o CCW

WHERE IS THE FOCUS?

COMPLIANCE
755 HOURS

DEVELOPMENT
696 HOURS

LEADERSHIP
328 HOURS
Mandates & Training

Calls For Service
2:24
0:00
4:48
7:12
12:00
9:36
16:48
14:24
PRIORITY 1 CALLS
5,365
18%
16,369
54%
8,392
28%

COMMUNICATIONS

CALL CENTER METRICS
January - June
2022
911 Calls (95.3% Calls Answered < 10 Sec)
Incoming Non Emergency Calls
Outbound Calls
5,956
19%
16,501
54%
8,362
27%

COMMUNICATIONS

CALL CENTER METRICS
January - June
2023
911 Calls (96.8% Calls Answered < 10 Sec)
Incoming Non Emergency Calls
Outbound Calls
4:49
6:43 7:28
4:35
6:36 7:14
5:00
10:00
15:00
0:00
2:24
4:48
7:12
9:36
12:00
14:24
16:48
PRIORITY 1 CALLS PRIORITY 2 CALLS PRIORITY 3 CALLS

RESPONSE TIMES BY PRIORITY
January - June
2022 - 2023
2022 2023 TARGET GOAL

Mental Health Response
30 20
10 0
50 40
70 60
 Call 9-8-8 to reach Mental Health Resources for Santa Clara County for someone who is experiencing concerning mental health or substance use symptoms.
 The call center can send a field response team to the location (home, workplace, or a public space).
 Trusted Response Urgent Support Team (TRUST) will soon have a West Valley team and response van.
 TRUST is a team that works to de-escalate the situation, similar to Mobile Crisis Response Team (MCRT)

Racial Identity Profiling Act (R.I.P.A.) - Preliminary Analysis 148
9%
71 4%
473
29%
158
10%
3 0%
6 1%
773
47%

STOP DATA

PERCEIVED RACE/ETHNICITY
January 2023 - June 2023
Asian
Black/African America
Hispanic/Latino
Middle Eastern or South
Asian
Native American
Pacific Islander
White
1163
72%
446
28%
4 0%

STOP DATA

PERCEIVED GENDER
January 2023 - June 2023
Male
Female
Transgender

Traffic Enforcement & Case Reports
1691
1528
624 707
0 200
400
600
800
1000
1200
1400
1600
1800
Jan-Jun 2022 Jan-Jun 2023

TRAFFIC STOPS &

CITATIONS ISSUED
January - June
2022 - 2023
Traffic Stops Citations Issued
1194
1018
714
577
0 200
400
600
800
1000
1200
1400
Jan-Jun 2022 Jan-Jun 2023

DOCUMENTED REPORTS
Original/Supplelmental
January - June
2022 - 2023
Orignal Reports Supplemental Reports

FLOCK SAFETY- POLICIES

FLOCK SAFETY- USAGE
Additional Infohttps://www.losgatosca.gov/DocumentCenter/View/23300/Automate d-License-Plate-Reader-Policypdf

COMMUNITY

POLICING
Neighborhood Watch
(2)
Vacation Checks Visits
Big Truck Day
Senior Resource Fair
CERT DRILL Bocce Ball Fundraiser
Neurodiverse/Easter
Egg Hunt w/Youth
Commission
LG Terraces- K9 JJ &
Gary
Coffee w/a COP (1)
Community Safety
Month – Venture PreSchool

PARTNERSHIPS

SERVICE CLUBS
D.A.R.T/C.E.R.T/EXPLORERS

LGMS POLICE FOUNDATION

YOUTH COMMISSION

SCC BEHAVIORAL HEALTH

SERVICES

ADDISON PENZAK JEWISH

COMMUNITY CENTER
METHODIST ST. LUKE CHURCH

LGSUHS & LGUSD

QUESTIONS

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

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/15/2023
ITEM NO: 13
DATE: August 10, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive an Update on American Rescue Plan Act (ARPA) Public Safety Expenses and General Fund Council Priorities – Economic Recovery Reserve Tracking and Provide Direction for the Use of the Remaining Funds in this Reserve
RECOMMENDATION:

Receive an update on American Rescue Plan Act (ARPA) Public Safety expenses and General Fund Council Priorities – Economic Recovery Reserve tracking and provide direction for the use of the remaining funds in this reserve.

BACKGROUND:

On March 11, 2021, the American Rescue Plan Act (ARPA) was signed into law by President Biden. In accordance with ARPA, the Town was awarded an ARPA grant in the amount of $7,229,744 paid to the Town in two separate payments. The first payment of $3,614,872 was received in early July 2021, and the second payment of $3,614,872 was received in July 2022.

DISCUSSION:

Based on initial guidance of eligible uses of ARPA funds, the Town allocated these funds to various purposes to respond and support the impacts of the pandemic on Town residents. For Fiscal Year (FY) 2020/21, the Town recognized the initial $200,911 of ARPA proceeds as revenue to reimburse the Town for qualifying expenses.

Since the initial receipt of ARPA funds, the Treasury revised its federal guidelines to allow certain non-entitlement units (NEUs), such as the Town of Los Gatos, a simplified procedure

PAGE 2 OF 3
SUBJECT: Receive Update on American Rescue Plan Act (ARPA) and Council Priorities and Provide Direction
DATE: August 10, 2023
DISCUSSION (continued):
for claiming and reporting revenue loss. To be eligible for the simplified claiming procedures, the NEU must have received a total ARPA award of less than $10 million.

During FY 2021/22, the Town recognized $3,413,961 as operating grant revenue in the ARPA special revenue fund and transferred $3,413,961 to other funds, reimbursing the Town for qualifying public safety expenditures under the provisions of the Act. The Town recognized the $3,614,872 in FY 2022/23 the same manner as FY 2021/22.

ARPA Grant proceeds have been fully recognized as lost revenue for use in providing public safety services consistent with federal law. In other words, all of the ARPA funds have been used for qualifying expenses. As a result, General Fund operating revenues which were previously dedicated for public safety costs became available for Council priorities. The table below identifies the Council priorities to date and shows a remaining unallocated amount of $866,281.

FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24
Actuals Actuals Estimated Adopted
General Fund Council Priorities – Economic Recovery Reserve Tracking $ 7,229,744 Less Council Approved Uses
Parklets (Downtown Economic Recovery Efforts) $ 930,000 $ 466,428 $ 463,572 Rent Waivers 746,463 121,255 341,452 283,756
CUP/ADA Fee Waivers 75,000 19,656 27,672 7,018
Destination Marketing 55,000 55,000 -
K-Rails (Downtown Economic Recovery Efforts) 68,000 88,654 - Promenades 200,000 69,855 130,145
Direct Grants 110,000 60,000 50,000 -
Enhanced Senior Services 500,000 249,597 250,403
Capital Improvement Program Support Transfers 2,900,000 2,900,000 One-Time Community Grant (Council Action 2-21-2023) 150,000 $ 150,000 One-Time to LGS REC 55+ Program (Council Action 2-21-2023) 225,000 225,000 One-Time to KCAT Producers (Council Action 2-21-2023) 100,000 100,000 One-Time Unhoused Residents Efforts (Council Action 2-21-2023) 25,000 25,000 One-Time Rent Forgiveness LGS REC (Council Action 3-21-2023) 200,000 200,000 One-Time Rent Forgiveness NUMU (Council Action 3-21-2023) 21,000 21,000 One-Time Unhoused Residents Efforts (Council Action 4-4-2023) 25,000 25,000 One-Time - Additional Chambers of Commerce (Council Action 5-2-2023) 33,000 33,000 Total $ 6,363,463 $ 200,911 $ 1,348,659 $ 4,034,894 $ 779,000 Available Funding After Council Recent Actions $ 866,281

PAGE 3 OF 3
SUBJECT: Receive Update on American Rescue Plan Act (ARPA) and Council Priorities and Provide Direction
DATE: August 10, 2023
DISCUSSION (continued):

The details of the Council approved use of $2.9 million for the capital program are illustrated below.

With the adoption of the Fiscal Year 2023/24 Budget, the unallocated amount of $866,281 is in the General Fund Council Priorities – Economic Recovery Reserve. If the Council wishes, with this agenda item, it can choose to allocate this remaining amount to its priorities. Attachment 1 includes a memorandum from Councilmembers Matthew Hudes and Rob Moore to the Los Gatos Town Council regarding the possible use of the available $866,281.

FISCAL IMPACT:

This report outlines the $7,229,744 in General Fund operating revenues which were previously dedicated for public safety costs. Of those funds, $6,363,463 have been committed to various Council priorities and $866,281 remains available.

ENVIRONMENTAL ASSESSMENT:

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

Attachment:

1. Memorandum from Council Members Matthew Hudes and Rob Moore to the Los Gatos Town Council.

2. Public comments received before 11:01 a.m. Thursday, August 10, 2023.

Project Name Funding
Obligated
East Main Street Crosswalk Improvements $ 300,000 Prior Council Action $ 61,700 Downtown Restroom Feasibility Study/Design 25,000 Prior Council Action - Rehabilitate Automatic Gates - 41 Miles Avenue 25,000 Prior Council Action 24,225 Termite Abatement at Water Tower – 41 Miles Avenue 25,000 Prior Council Action - Civic Center Plumbing Repair – 110 E. Main Street 40,000 Prior Council Action - HVAC Improvements – Police Operations Building 25,000 Prior Council Action - Engineering Counter Modifications – 41 Miles Avenue 40,000 Prior Council Action - Unanticipated Repairs 100,000 Prior Council Action 100,000 Pinehurst Community Garden - 30% Design 100,000 Prior Council Action 250 Gateway Art Project 112,500 Prior Council Action -
Roadside Fire Fuel Reduction - FEMA Match 750,000 Prior Council Direction 3-21-2023 - Shannon Road Repair - Additional Needed 295,720 Adopted with FY 2023/24 - 2027/28 CIP - Pinehurst Community Garden Project 250,000 Adopted with FY 2023/24 - 2027/28 CIP 68,108 Lynn Avenue 215,000 Adopted with FY 2023/24 - 2027/28 CIP 55,448 Creekside Park Turf Replacement 500,000 Adopted with FY 2023/24 - 2027/28 CIP - Emergency Preparedness 96,780 Adopted with FY 2023/24 - 2027/28 CIP - Total Funding $ 2,900,000 $ 309,731
General Fund Council Priorities – $2.9 Million Capital Allocation Tracking Expended or
Encumbered
as of 8/1/2023

Memo from Councilmembers Matthew Hudes and Rob Moore to the Los Gatos Town Council Near-term Improvements to Adult Recreation Center
The Senior Services Roadmap, unanimously endorsed by the Los Gatos Town Council in March 2023, called for a long-term effort to create a welcoming and inviting intergenerational Community Center. It is recognized that it will take at least 2 years for the broad direction to be planned, and probably another 6-7 years for fundraising and required construction. However, in the near-term, certain improvements to the existing Adult Recreation Center facility would significantly benefit our older adult population and the Los Gatos community at-large. Some of the potential near term improvements could include:

1. Space for a variety of non-profit agencies to provide services to our community. This could include 3-4 outside service organizations that provide services to the community and older adults (as outlined in the 2009 Lease Agreement).

2. Re-configuration of existing space to both better provide services to older adults and to make the space feel more open and inviting to the broader community. This effort could include the engagement of a community center design consultant assistance, not to exceed $75k of the total allocation.

The proposed funding of these improvements will be achieved by allocating up to $1 million of ARPA funds to a Community Center Development Fund. This would be accomplished by “Allocation of the Remaining General Fund Monies Made Available from American Rescue Plan Act (ARPA) Qualified Public Safety Expenses” in the amount of $866,281. If, over the next 2 years, capital funds, including previously allocated ARPA funds, were not expended as budgeted, an additional amount of up to $133,719 of capital funds could be allocated to the Community Center Development Fund, per Council action. This initial funding would be immediately allocated to near-term improvements. In the future, additional funds might be obtained through grants or other programs (such as CDBG) and could be added to this initial amount for potential future development.

It would be valuable to convene a group of concerned residents and community partners focused on older adult services and community services in general in the decision about the specifics of how the existing facility could be improved. This would include the CHSSC, Older Adults 501(c)(3) Foundation, LGS Recreation, SASCC, non-profits who provide services, faith leaders, and Santa Clara County representation such as staff from Supervisor Joe Simitian’s office. The recommendation from staff and this group could then be considered by the Town Council during the 2024 Capital Budget time-period.

ATTACHMENT 1

From: Kimberly Snyder <[email protected]>
Sent: Thursday, August 10, 2023 8:48 AM
To: Laurel Prevetti <[email protected]>; Town Manager <[email protected]> Cc: Jan Schwartz <[email protected]>
Subject: For inclusion in Agenda Packet for Town Council Meeting August 15 [EXTERNAL SENDER]
Dear Laurel,
I appreciate our quarterly check-ins. Thank you for meeting with me last month. I have attached a pdf for inclusion in the packet for the Town Council Meeting on Tuesday August 15. The pdf includes a letter summarizing the nature of our request, a brief overview of NUMU's offerings, museum/city comps, and the annual report of our Los Gatos History Project. Please let me know if you require any additional information. Thank you!
--
subscribe to our e-newsletter
Kimberly Snyder
Interim Director
she / her
p: 408.354.2646
a: 106 E. Main Street
Los Gatos, Ca 95030
w: numulosgatos.org
Engaging the community at the intersection of Art, History, and Education.

Muwekma Ohlone Tribe Land Acknowledgment - As a member of the Los Gatos community, I acknowledge that I am a guest on the ancestral and traditional land of the First People of this region, the present-day Muwekma Ohlone Tribe of the San Francisco Bay Area historically Federally Recognized as the Verona Band of Alameda County. I support the restoration and sovereignty of this Chochenyo-Thámien-Ramaytush-Awáswas speaking BIA documented Ohlone Tribe, as well as all Indigenous Peoples.

ATTACHMENT 2 Page 200
Los Gatos Town Council
The Honorable Mayor Ristow, Vice Mayor Badame, and Council Members Hudes, Moore, and Rennie 110 E. Main St.

Los Gatos, CA 95030
Dear Mayor Ristow, Vice Mayor Badame, and Council Members Hudes, Moore, and Rennie, We are writing today to continue the conversation on how New Museum Los Gatos | NUMU and the Town can work towards a sustainable partnership. Since relocating to the Los Gatos Civic Center in 2015, NUMU has been able to establish itself not only as an integral part of the Los Gatos Community but also as a significant contributor to the arts ecosystem of Santa Clara County. We provide services and programs that make Los Gatos an incredible place to live, work, play, and learn, and attract visitors from the greater Bay Area.

Like most museum/city partnerships in the Bay Area we are asking the Town to invest in our community museum by reducing rent for 106 E. Main Street to $1 per year, and to allocate $68K for the Los Gatos History Project to provide matching funds for a grant from the Institute of Museum and Library Services. This investment will ensure NUMU is able to continue its ongoing responsibility to maintain and steward the Town of Los Gatos’ history collection and provide arts, history, and cultural educational services to the Los Gatos community.

We are grateful for the partnership with the town and want to express our deepest gratitude for forgiving rent the past three years. Retaining these funds going forward will enable NUMU to direct donations and grants into services and programs that directly serve the Town of Los Gatos with art, history, and culture.

Rent forgiveness has enabled NUMU to achieve several key mission-aligned goals that directly support the Town’s strategic priorities for local history, community vitality, and inclusivity. NUMU is a key feature of the Town Culture initiatives in the 2040 Town Plan. The 2040 General Plan for Los Gatos commits to “Enrich the Town by making visual arts, the performing arts, literary arts, and other cultural amenities more accessible to the Town’s residents.” We have been working tirelessly on critical areas that support these goals such as the Los Gatos History Project; delivering the high-visibility ArtNow high school exhibition and program; and collaborating with local community partners and beyond, including the Los Gatos Library, CASSY, and LGS Recreation. The Town’s rent forgiveness has made a meaningful impact on all our efforts, and is a testament for what we can achieve together.

What the town’s investment will enable NUMU to achieve:
● Continuing to steward the permanent collection through The Los Gatos History Project which makes our permanent art and history collection accessible in-person and through an online database. We display, steward, protect, and in the future, will loan and conserve our collection of art and history objects that represent the history and art of Los Gatos. The $68,000 investment from the town will be used as matching funds that are required from the Institute of Museum and Library Sciences (IMLS) Grant to fund the program.
● Our successful exhibitions, Reclamation, a partnership between the Muwekma Ohlone Tribe and San Josè State University, has given the town incredible recognition. These exhibitions -1-
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generated in our town, will now travel to various locations beyond Los Gatos for the foreseeable future. And we look forward to partnering on another exhibition on land stewardship in the coming year.
● Continue to offer Free days such as Free First Sundays and Family Days which have quadrupled museum attendance from the Greater Bay Area, bringing new visitors to Los Gatos.

We have had 100 -150 visitors on these days, about 70% from outside Los Gatos. ● Youth Education - The ArtNow high school exhibition creates visibility for Los Gatos with high schools county-wide, and attracts a large audience to the Museum and the Town. The program features teen artists, and provides scholarships for award winners. ● Inclusivity - Continue to incorporate our diversity, equity, accessibility, and inclusion (DEAI) strategic planning in shaping our exhibitions and programs to educate our audience about the untold histories of Los Gatos, and help us build alignment with Town DEAI initiatives. ● Community Engagement - NUMU collaborates with local community partners like the Los Gatos Library, LGS Recreation, the Chamber of Commerce, Los Gatos Art Association, CASSY, and Mosaic America to implement programs and exhibitions that provide a platform for underrepresented artists and communities. We run the Footbridge summer camp program in partnership with LGS Recreation and the Arts & Culture Commission to enhance the Town and involve students in local history.
● Economic Vitality - NUMU has been aggressive and successful in applying for and receiving grants from local and national organizations, including local Rotaries, National Endowment for the Arts, Institute of Museum & Library Sciences, The Packard Foundation, SVCreates and more.

These efforts are not sustainable without support from the Town of Los Gatos. Increased rent payments in July 2024 will paralyze our ability to become a truly world-class destination for art and culture in the Bay Area. Moreover, we will be unable to adequately steward the history collection and it will once again languish, hidden away in boxes. This domino effect would decimate our ability to serve Los Gatos with history, culture, and art.

I ask you to join us in re-imagining our relationship. NUMU is in the Town's 2040 Plan both as a steward of the collection and a center for arts and culture. Allocating funds and eventually amending the lease will not only ensure that the museum will exist in 2040, but that it will be able to thrive for decades to come. Nominal rent would be in line with virtually every museum in our area (see appendix), and signal to the region that Los Gatos values inclusivity, community, and culture. Please vote to reduce rent for the upcoming year & invest in our town’s history to support NUMU’s critical role in maintaining–and expanding–the Town’s cultural footprint, moving toward a deep and permanent partnership.

NUMU’s relationship with the Town of Los Gatos is vital to us and our ongoing ability to serve our community. Thank you from all of us for your continued support.

In partnership,
Kimberly Snyder | Executive Director Jan Schwartz | Board President -2-
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Request
● Allocate $25K in funds to offset 2024/25 rent.
● Allocate $68K in matching funds for NUMU’s Los Gatos History Project for the Institute and Library Sciences Grant.

What services does NUMU provide to the Town of Los Gatos? ● The Los Gatos History Project is NUMU’s unprecedented effort to catalog and dive deeper into its permanent collection. This Project makes our permanent art and history collection accessible in-person and through an online database. NUMU displays, stewards, protects, and in the future, will loan our collection of art and history objects that represent Los Gatos. The staff has decades of cumulative experience in collections care. NUMU stewards unique objects and archives from Los Gatos history, including the world’s most comprehensive collection representing the lives of prolific artists and life partners Frank Ingerson and George Dennison, and their home, Cathedral Oaks, a mountain destination for creatives in mid twentieth century Los Gatos. NUMU has fundraised over $440k to underwrite the Los Gatos History Project.

The Town of Los Gatos
● NUMU’s mission directly supports the Town’s priorities for local history, community vitality, and inclusivity.
● We hosted and will travel the exhibition, Reclamation, a partnership between the Muwekma Ohlone Tribe and San Jose State University, featuring Los Gatos and Bay Area places of significance to the Tribe. It amplifies the Muwekma Ohlone Tribal Council’s efforts to gain visibility and federal recognition.
● The ArtNow high school exhibition program creates visibility for Los Gatos with high schools county-wide, and attracts a large audience to the Museum and the Town. The program features teen artists from Los Gatos and across the county, and provides scholarships for award winners. ● NUMU collaborates with local community partners like the Los Gatos Library, LGS Recreation, the History Club, the Anti-Racism Coalition, the Chamber of Commerce, Los Gatos Art Association, CASSY, and Mosaic America to implement programs and exhibitions that provide a platform for underrepresented artists and communities. ● has provided $7,500 in funding for the preservation of its cultural patrimony since 2020. ● NUMU is a key feature of the Town Culture initiatives in the 2040 Town Plan. The 2040 General Plan for Los Gatos commits to “Enrich the Town by making visual arts, the performing arts, literary arts, and other cultural amenities more accessible to the Town’s residents.” How will the Town work towards budgetary support for the arts in Los Gatos? ● NUMU runs the Footbridge summer camp program in partnership with LGS Recreation to enhance the Town and involve students in local history. ● Museums provide cultural vitality to a community of our size. They provide an experience that is both local and global.
● Museums provide a sense of culture and vitality with an experience that extends beyond the boundaries of the Town. Our exhibits demonstrate awareness and inclusion of people of all races, religions, ethnicities and sexual orientations.
● Free First Sundays at the museum are free to all, we also offer a free public tour at 11am and 2pm.
● Community Events - NUMU is thrilled to partner with community organizations from Los Gatos and beyond to provide Free Community Days that have art and history activities, and multicultural performing arts.
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Examples of Museum/City Partnerships
Museum City Rent Utilities Bldg/Groun
ds upkeep
Town/City
Employees
Public/Priv
ate Private
Partnership
Ainsley
House,
Campbell
Civic Center
Campbell $0 $0 $0 Yes Yes
.Foundation
Campbell
History
Museum,
Campbell
Civic Center
Campbell $0 $0 $0 Yes Yes.

Foundation
Los Altos
History
Museum,
Civic Center
Los Altos $0 $0 $0 No Yes. Annual
Fund/Board
Palo Alto Art
Center,
former City
Hall
Palo Alto $0 $0 $0 Yes Yes.

Foundation
San Jose
Museum of
Art
San Jose $0 heavily subsidized by
city. Operating
expenses offset by
Cultural Affairs Grant
financed through ToT
tax
$0 No Yes. Annual
Fund/Board
Triton
Museum,
Santa Clara
Santa Clara $1 per year $0 Electricity waived
in return of art and
history collection
management. $Gas
based on usage.
$0 No Yes. Annual
Fund/Board
Children's
Discovery
Museum
San Jose $0 heavily subsidized by
city. Operating
expenses offset by
Cultural Affairs Grant
financed through ToT
tax
$0 No Yes. Annual
Fund/Board
The Tech
Museum
San Jose $0 heavily subsidized by
city. Operating
expenses offset by
Cultural Affairs Grant
financed through ToT
$0 No Yes. Annual
Fund/Board
-4-
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tax
Mexican
Heritage
Plaza
San Jose $0 heavily subsidized by
city. Operating
expenses offset by
Cultural Affairs Grant
financed through ToT
tax
$0 No Yes. Annual
Fund/Board
Santa Cruz
Museum of
Natural
History
San Jose $0 $0 No Yes. Annual
Fund/Board
-5-
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Annual Report 2022-23
Project progress made to date.

The Los Gatos History Project (LGHP) is a three phase project launched September 2020.

Over the course of the past year the team has made significant strides. The goal of the project is to tell untold stories of Los Gatos and surrounding communities through an exploration of NUMU’s permanent art and history collections.

Phase I This phase entails cataloging, rehousing, and digitizing NUMU’s entire Art and History Collections of over an estimated 3,000 objects; in addition to updating the furnishings in the collections storage room and purchasing museum-grade materials to properly house artifacts and artworks for preservation.

Phase I update: Program Manager, Cristiano Colantoni, has successfully revamped the collection room with new collections storage, equipment, and furnishing, ranging from shelving units, cabinets, flat files, and bookshelves. All remaining furnishing for the collections room has been successfully installed. The collections room houses all artifacts, art and ephemera that have been cataloged, rehoused, and digitized by registrar, Alexandra Schindler. Our online collections database hosted by CatalogIt was launched to the public in December 2021. Students, scholars, community members, and researchers from across the globe may explore our database of 1900 items and growing! Items are sorted into 4 categories: Archives, Art Collection, History Collection, and Natural History Collection. We anticipate the cataloging portion will take through 2023 to complete. We’re also to share that we have received additional funding from the Institute of Museum and Library Services to continue and expand this ongoing project. Explore the database! Phase II A demonstration and prep lab will be created to serve as a dedicated semi-public space to display artifacts, conduct conservation efforts and present public educational programs. -6-
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Phase II update: The museum continued to face challenges with supply chain issues and rising costs for furnishing. Due to this impact, Colantoni redesigned the space and identified new furnishings needed to complete the space. We anticipate all items being delivered by Fall 2023.

Phase III includes sharing the history and untold stories of our past, and educating local and global communities about the lives and times of Los Gatos residents and surrounding communities.

Phase III update: NUMU was excited to launch phase III of the project in March 2021. Since then Programs manager, Alexandra Schindler, has hosted a wide offering of programs, and established many strong community partnerships including: the Los Gatos Library, Los Gatos-Saratoga Recreation, Muwekma Ohlone Tribe, Campbell Museums, Winchester Mystery House, Saratoga Historical Museum, History San José, Mosaic America, and San José State University.

Phase IV: Assess artifacts for conservation and implement an internship program for graduate students to learn and assist in archiving the collection. Update Collections Plan and Policy.

Phase IV update: Have had 2 successful internship cycles. Reaching out to conservators in the area as partners. Working on identifying and prioritizing items in the collection for conservation.

Summary of Program Offerings
● Family Art + History Day: Celebrating National Diversity Day: Hosted a community event in partnership with LGS Rec, featuring other history organizations and activities highlighting the diversity of Santa Clara County. (75 Attendees) ● History Still Life: In partnership with Los Gatos Library, participants had the opportunity to sketch objects from the collection that were brought out specifically for the program (10 attendees)
● Final Frontiers: An in-person panel discussion talking about the history of place-making, anthropology, and human development (35 attendees)
● Honoring the Earth Event: with Mosaic America, an Earth Day event celebrating the rich cultural history of our area with a variety of performing artists, including the Muwekma Ohlone Tribe (300 attendees)
● (3) Virtual Programs: with the Muwekma Ohlone Tribe and SJSU (recordings available on NUMU website) (25 attendees per session)
○ Politics of Erasure: Federal Reaffirmation of the Muwekma Ohlone Tribe ○ The Muwekma Ohlone Past and Present: Heritage Sites of Significance ○ The Making of an Exhibition: Reclamation of the Muwekma Ohlone Tribe’s History and Heritage
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● Public Museum Tours: One Curator tour with Allison Railo featuring exhibition updates.

And offer a free history tour monthly on the first free sunday. ● School Tours: Programs Manager educated elementary school students in the classroom and at the museum; kids handle objects & learn how to think critically about history.(500+ students)
● (2) Weeklong summer camps: Youth learn the untold stories of Los Gatos History and the surrounding areas; in addition, participants were able to explore items in our permanent collection. These camps are already scheduled and fully booked for June 2023.

View video of last year’s program
● Virtual content:
○ Dedicated page on the website,
○ Bimonthly e-newsletter,
○ Instagram Social Media Posts featuring content from the permanent collection ● Scholarship: Richard D. Mohr, ceramics historian, author, and Professor Emeritus at the University of Illinois - Urbana, for part one of a lecture series on local artists Frank Ingerson and George Dennison. The Boys, as they were affectionately known, are the subjects of his recently published book The Splendid Disarray of Beauty: The Boys, the Tiles, the Joy of Cathedral Oaks - A Study in the Arts and Crafts Community.

How much grant funding has been raised to date.

The museum has successfully secured 440k to fund this project. The initial phases were 250k funded by the County of Santa Clara’s Historic Grant Program. To continue the project the museum secured a 3 year grant from the Institute of Museum and Library Services (IMLS) of $190K. The IMLS grant requires 1:1 matching funds.

When the project is expected to be completed and open to the public.

There are multiple milestones in the project and each has a different timeline of when it will be open to the public. The public programming portion of the program is well underway and ongoing, with a goal to host them in the Collections Prep Lab when it opens in Fall 2023. As mentioned above, CatalogIt, the online database, has been accessible to the public since December 2021 and the public may make appointments with the NUMU team to view items in collections storage rooms.

The museum’s lower level space is dedicated to Los Gatos History and opened a corresponding exhibition, The Los Gatos History Project: Telling Untold Stories, which features items in our collections that the public is able to visit and enjoy. -8-
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Collections Prep Lab (before) Collections Prep Lab (in progress) In-person Programing
Final Frontier Lecture Curator tour
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Honoring Mother Earth with Mosaic America Museum Explorer School Tour Youth Summer Camp (Footbridge Mural Project)
History Still Life Class Family Art Day - National Diversity Day Collections Room Images
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Virtual Content
Online Collections Database
Social Media Posts
Timeline
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PREPARED BY: Gitta Ungvari
Finance Director
Reviewed by: Town Manager, Assistant Town Manager, and Town Attorney 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/15/2023
ITEM NO: 13

ADDENDUM
DATE: August 14, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive an Update on American Rescue Plan Act (ARPA) Public Safety Expenses and General Fund Council Priorities – Economic Recovery Reserve Tracking and Provide Direction for the Use of the Remaining Funds in this Reserve
REMARKS:

Attachment 3 contains public comment received between 11:01 a.m., August 10, 2023, and 11:01 a.m., August 14, 2023.

Attachments previously received with the Staff Report:

1. Memorandum from Council Members Matthew Hudes and Rob Moore to the Los Gatos Town Council

2. Public Comment received before 11:01 a.m. Thursday, August 10, 2023 Attachments received with this Addendum:

3. Public Comment received between 11:01 a.m., August 10, 2023, and 11:01 a.m., August 14, 2023

ATTACHMENT 3
From: Nancy Rollett
Sent: Friday, August 11, 2023 10:45 AM
To: Laurel Prevetti <[email protected]>
Subject: Council Agenda 8/15 - Item #13
[EXTERNAL SENDER]
Hi Laurel,
Please share with Town Council the support from Los Gatos-Saratoga Recreation for the proposal to allocate remaining general fund monies made available from ARPA funds for near-term improvements of the Adult Recreation Center.

The center serves older adults and the broader community. We recognize there is a long term effort underway to fund a new center and view interim funding as a way to make the center more inviting and useful in the meantime. It is also possible the improvements would serve to kickstart additional investment from donors, grantors and others to invest in the larger project of an entirely new center.

If the proposal is approved, we look forward to sharing ideas for improvement with other community partners and the Town. It’s exciting to consider what this would mean for our customers, other stakeholders and the broader community.

Thank you for your consideration.

Warm regards,
Nancy
Nancy Rollett
Executive Director
Direct: 408.207.4900
LGS Recreation
Main Office: 408.354.8700
208 E. Main St, Los Gatos, CA 95030
Building a Healthy Community Through Enrichment, Innovation, and Fun!

ATTACHMENT 3
From: Kathy Mlinarich
Date: August 11, 2023 at 2:41:53 PM PDT
To: Matthew Hudes <[email protected]>
Subject: Ryan's response
[EXTERNAL SENDER]
-------- Forwarded Message --------
Subject: Re: ARPA funds
Date: Fri, 30 Jun 2023 12:51:58 -0700
From: Kathy Mlinarich
To: Ryan Baker <[email protected]>, Laurel Prevetti <[email protected]>, Rob Rennie <[email protected]>
We need more then 22K this year. I was told that their is additional ARPA money available.

On 6/25/2023 1:52 PM, Ryan Baker wrote:

Hi Kathy,
Live Oak Senior Nutrition will be on the second year of our 2-year Sustaining Grant to your organization. $22,000 is already earmarked for your organization for this year, without the need for you to re-submit an application.

The check should be processed after we move in to the new fiscal year in July. I will follow with you directly when I have a better idea of the processing time.

Ryan
Ryan Baker ● Library Director (he/him)
Los Gatos Public Library ● 100 Villa Ave, Los Gatos CA95030 Ph: 408.354.6894 ● [email protected]
Monday-Sunday 10am-6pm

PREPARED BY: Nicolle Burnham
Parks and Public Works 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: 08/15/2023
ITEM NO: 14
DATE: August 4, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Report on Downtown Paid Parking Program Models and Consider the Following Actions:
a. Direct Staff to Return to Council with an Updated Fee Resolution to:
i. Increase the Rates Effective January 1, 2024 for Residential Permit Parking to $52 per Year for Vehicle One, and $72, $92, and $112 for Vehicles Two, Three, and Four, Respectively;
ii. Set Rates for Residential Permits in the Olive Zone to Match Rates for the Town’s Other Residential Parking Zones Effective January 1, 2024; and
iii. Eliminate the Annual Fee for Employee Parking in the Olive Zone Effective January 1, 2024;
b. Provide Direction to Staff Regarding the Establishment of Residential Permit Rates for Low Income Residents Defined as Households with Income of Less than 80% of Area Median Income;
c. Provide Direction to Staff Regarding the Two Free Visitor Passes that are Available to Each Household in the Residential Permit Parking Areas; and d. Provide Feedback and/or Direction on the Paid Parking Program Options, Pricing Models, Service Delivery Scenarios, and Staffing Alternatives Required to Support a Functioning and Effective Downtown Paid Parking Program
RECOMMENDATION:

Receive the report on downtown paid parking program models and consider the following actions:
a. Direct staff to return to Council with an updated Fee Resolution to:

PAGE 2 OF 11
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
RECOMMENDATION (continued):
i. Increase the rates effective January 1, 2024 for residential permit parking to $52 per year for vehicle one, and $72, $92, and $112 for vehicles two, three, and four, respectively;
ii. Set rates for residential permits in the Olive Zone to match rates for the Town’s other residential parking zones effective January 1, 2024; and iii. Eliminate the annual fee for employee parking in the Olive Zone effective January 1, 2024;
b. Provide direction to staff regarding the establishment of residential permit rates for lowincome residents defined as households with income of less than 80% of Area Median Income (AMI);
c. Provide direction to staff regarding the two free visitor passes that are available to each household in the Residential Permit Parking Areas; and
d. Provide feedback and/or direction on the paid parking program options, pricing models, service delivery scenarios, and staffing alternatives required to support a functioning and effective downtown paid parking program.

EXECUTIVE SUMMARY:

The Town of Los Gatos has long been considering ways to manage parking. In 2019, the Town Council accepted the Dixon Parking Roadmap1. Following acceptance of the Parking Roadmap, a limited number of programs and policies have been implemented with some success.

Programs that currently exist include residential permits, Olive Zone permits, downtown employee parking permits, and parking enforcement. Council has also directed installation of wayfinding signs to improve visibility and provide guidance to existing parking lots, which is moving slowly due to a recent loss of a staff resource. Installation of parking pay kiosks and a mobile application have been delayed due to lack of staffing.

The report proposes changes to residential permit fees and Olive Zone fees based on past Council direction. Attachment 1 is a map of the downtown parking zone and Olive Zone.

Future improvements to, or expansion of, the parking program are not possible without the addition of staffing resources. In December 2022 Town Council asked staff to document the parking fees that would be required for parking to be a cost recovery operation. This staff report analyzes four options for paid parking, with the costs and revenue for each. The analysis demonstrates that a paid parking program in Los Gatos could recover costs by charging a rate of $1.25 per hour for on-street parking; charging $1.00 per hour for public off-street parking after the first two free hours; and making some changes to employee and residential permit programs and Oak Meadow Park parking.

1 www.losgatosca.gov/DocumentCenter/View/23807/Los-Gatos-Parking-Roadmap

PAGE 3 OF 11
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
EXECUTIVE SUMMARY (continued):

A key consideration is that generating the revenue from parking requires adding staff to implement the program, but adding the staff before there is revenue is not fiscally prudent.

The report discusses scenarios for contracting services related to implementing the program and staff is looking forward to Council direction.

BACKGROUND:

As employees and patrons arrive to downtown Los Gatos, parking is the first impression of their experience. Providing both an efficient wayfinding and parking program is crucial in promoting a positive experience and increasing economic and community vitality.

Recognizing the importance of parking experience, on December 17, 2019 Town Council accepted the Parking Roadmap2(Roadmap) developed by Dixon Resources Unlimited (Dixon).

The Roadmap is a multi-step, multi-phase guide to enhancing parking in Downtown. The Roadmap is clear that significant resources are needed to develop and support a consistent and positive parking experience. At the time the report was accepted, the Council discussed the need for consistent enforcement of the timed parking, importance of an effective wayfinding program, and supported various other aspects of the Roadmap. It was also recognized by the Town Council and staff that such a program would require additional staffing resources.

The Roadmap documents that an effective parking program has many layers to function successfully and requires intention to implement and maintain. When in place and operating effectively, customers and employees spend less time looking for available parking and have a clear understanding of the requirements for particular spaces, resulting in an overall improved parking experience. In a fully implemented and staffed parking program, policies like employee permits, paid parking, and short-term parking options provide stakeholders greater flexibility to park in a location that meets their needs. Guests who choose to stay parked longer (e.g., when shopping, dining, or for other services) can pay remotely to alleviate the stress of having to move their vehicle to comply with two- or three-hour time limits. Employees can park worry free for the duration of their shift.

Since 2019, implementation of the Parking Roadmap has been a key Council priority. As such, staff has been working to develop parking related programs and has learned that staff is stretched too thin to successfully provide the Town’s existing parking services and that additional programs require commensurate additional staffing to implement and manage.

2 https://www.losgatosca.gov/DocumentCenter/View/23807/Los-Gatos-Parking-Roadmap

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SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
BACKGROUND (continued):

Among work completed, staff contracted with Hunt Design to update the downtown wayfinding signage; developed and implemented an employee parking program; and explored with Council a “park once” philosophy and the “Pay to Stay” program. In June 2020, a part-time parking program manager [0.25 Full Time Equivalent (FTE)] was hired into the Police Department to begin the Parking Roadmap implementation. The 0.25 FTE temporary position expired in June 2023, and its funding was not renewed. Early work on implementation of the parking program was hampered by the COVID-19 pandemic.

The pilot downtown employee permit parking program (hereafter not referred to as a pilot) has been a success with over 1,000 employees registered for an employee permit during the pilot program period that started in July 2022. A survey completed in April 2023 indicated that 72% of participating employees experienced improvements in their parking experience. 71% of respondents said it took less than five minutes to find an available employee parking space. 83% of the employees also indicated that the employee parking program either improved or had no negative impact on visitor parking.

On December 6, 2022, Town Council received an update on the progress made toward implementing the Parking Roadmap. After hearing public comment, including suggestions from the Chamber of Commerce that supported a paid parking program downtown, the Council provided the following direction:

1. Determine the necessary fees and charges for a parking program that would be fully cost recoverable;

2. Explain how a paid parking program could help the downtown business community;

3. Implement the wayfinding program; and

4. Evaluate the charges for residential permits.

Council’s general direction included a move toward two-hours of free off-street parking with pay-to-stay fees ranging between $2.00 to $2.50 per additional hour; on-street parking was assumed to remain free. At that time, staff had been working on a Request for Proposals for parking kiosks that would allow users to pay at their respective parking lots and a phone-based application that would facilitate ease of payment remotely.

Following that direction, staff contracted with Dixon to evaluate the staffing model necessary to support a paid program and potential parking rates that would generate the revenue needed to make the operation fully cost recovery. In addition, staff and Dixon evaluated the elements of the parking program that had been implemented and provided an update on those elements.

This analysis is discussed further in this report and in Attachments 2 and 3.

PAGE 5 OF 11
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
BACKGROUND (continued):

The wayfinding and signage project is still in development at this time. Hunt Design is preparing the final documents to allow for competitive bidding of the project. Parks and Public Works will facilitate the bidding for construction and oversee the implementation of the signage (including removal of the older signs). Staff anticipates bidding the project in September, awarding in early November with construction occurring over the winter.

DISCUSSION:

RESIDENTIAL PERMIT PARKING
Currently, residential parking permits in the downtown costs $42 and residential parking permits in the Olive Zone cost $248. Staff recommends aligning both the downtown and Olive Zone to have the same residential permit parking rates.

Rate Adjustments: As noted in the December 2022 Town Council discussion, the fees associated with residential permits have not been adjusted in many years. Dixon recommended that the current downtown base rate of $42 per year be escalated by $20 for each additional vehicle. Staff recommends increasing the rates higher than Dixon recommended to $52, $72, $92, and $112 per year, for the first, second, third, and fourth vehicles respectively. This pricing is intended to more accurately reflect to true cost of parking and discourage residents from procuring unnecessary permits. It is recommended that the Olive Zone rates be adjusted to match the downtown rates. If Council agrees, staff will return with an updated Fee Resolution with these changes.

Low-Income Rate: In addition to adjusted rates, Dixon recommended that the Town offer lowincome residents (defined as households at or below 80% Area Median Income) a discounted rate of $25 per car for up to four vehicles. While this is a good idea, income verification is time consuming and beyond the Town’s existing staff resources. For this reason, staff is not recommending implementing a low income rate, but is seeking feedback from Council on this concept.

Visitor Permits: At present, each resident in the residential zone is eligible to have two visitor permits each year at no charge. There is nothing to prevent residents from using the free visitor parking permits on a regular basis to avoid purchasing parking permits for a second and third vehicle. Staff is seeking direction from Town Council regarding the future of the residential zone visitor parking permits, and whether these permits should be issued free of charge.

PAGE 6 OF 11
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
DISCUSSION (continued):

OLIVE ZONE EMPLOYEE PERMIT PARKING
Currently, the Town offers parking permits to employees of businesses located in the downtown and Olive Zone. Employee parking permits in the Olive Zone are $248 per year with limited participation and employee permits in downtown are free. As previously noted, staff recommends making the Olive Zone employee parking permits free to align them with the downtown employee parking permits. Since there is no designated employee parking in the Olive Zone, employees would be able to park in any space and would be verbally discouraged from parking in front of businesses.

Ideally, Olive Zone employee parking would be restructured by moving all employee parking off West Main Street to Church Street and Villa Avenue. Parking Lot 7 at Alpine should also include designated employee spaces. This would allow the Olive Zone and downtown programs to operate on the same principle and provide visitors with the best available parking. With both areas essentially functioning on the same principle, the two programs could be combined, allowing for free or very low-cost permits. This would create an equitable system for all employees. However, current staffing levels in Parks and Public Works are such at implementing these additional changes in Olive Zone parking are not possible.

EFFECTIVE PAID PARKING FOR LOS GATOS
Dixon produced two documents to support discussion of a paid parking program. These are a Cost Recovery Evaluation (Attachment 2) and a Staffing Plan (Attachment 3) to effectively support paid parking. Together these reports outline how the Town could implement paid parking as a full cost recovery operation and in a manner that would provide the support needed to provide a positive experience for the public.

The following four options of paid parking were evaluated:
 Option 1: Retain existing time limits for on-street parking; introduce paid parking offstreet.  Option 2: Retain existing time limits for on- and off-street parking.  Option 3A: Implement paid on- and off-street parking at lowest rates possible to achieve cost recovery.
 Option 3B: Implement paid on- and off-street parking at market rates for municipal parking.

Table 1 outlines the financial impacts of each option as well as other considerations. The results of the analysis indicate Options 1 and 2 are not full cost recovery. Neither of these programs implement paid on-street parking. If paid on-street parking were not implemented,

PAGE 7 OF 11
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
DISCUSSION (continued):
but payment is required for the lots, then users would vie for the limited number of available on-street spaces while the surface lots remain underutilized.

For Options 3A and 3B, paid on-street parking is included with two hours of free parking provided in the lots. Excess revenue generated from these options would be used for improvements in the downtown area, such as improvements to parking assets, streetscape improvements, etc.

Table 1. Summary of Strategy and Financial Impacts per Option Note: Excerpted from Parking Program Cost Recovery Evaluation, Appendix A prepared by Dixon (Attachment 2).

OPEX indicates annual operating expenditures and CAPEX indicates capital expenditures. In addition to initial capital costs of installing equipment, the equipment can have an ongoing operational cost due to pay station network fees, credit card fees (currently $0.25 plus 3% per transaction), cellular access to facilitate transactions, and equipment servicing warranties or contracts.

PAGE 8 OF 11
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
DISCUSSION (continued):

Revenue: Revenue was estimated for each option with the following assumptions:

1. Paid parking is implemented at Oak Meadow Park at $6.00 per vehicle per day for all users, residents, and non-residents alike. This fee would match Vasona County Park’s parking fee. Options would be available for annual pass for frequent users and for senior users at a rate of $80 and $60 per year respectively. Staff is not recommending implementing paid parking at Vasona at this time unless and until Council directs an increase in staffing resources.

2. Olive Zone is added as a paid parking area unless otherwise specified. If paid parking is not implemented in the Olive Zone, but is implemented in the remaining areas of downtown, patrons may be inclined to park in the Olive Zone and walk downtown, which would impact Olive Zone businesses. The revenue analysis completed by Dixon assumed that fees for Olive Zone would match the fees for downtown. The analysis did not assume free employee parking permits in downtown and the Olive Zone as discussed in more detail below.

3. The Town currently offers parking permits to employees of businesses located in the downtown and Olive Zone. Employee parking permits in the Olive Zone are $248 per year with limited participation and employee permits in downtown are free. For the financial analysis, employee parking permits in both zones are assumed to be $10 per month, with a low-income rate of $5 per month. Despite this model assumption, staff is proposing at present for all employee parking remain free (i.e., eliminate the fee for Olive Zone) until a staffing model can be developed that would support management of the employee permits, at which time, all employee parking permits would be priced at an appropriate structure.

4. Currently, the rate for downtown residential parking permits is $42 for up to four vehicles per household. The analysis assumed that residential permit rates are adjusted per Dixon’s recommendation to escalate the fee for each additional vehicle by $20: $42 per year for the first vehicle, and $60, $80, and $100 for the second, third, and fourth vehicles respectively. The $42 base fee has been in place for a number of years with no increase, so staff is recommending that the rate for the first vehicle be $52 per year, or $1.00 per week. Pricing for the second, third, and fourth vehicles are proposed at $72, $92, and $112 per year respectively. This pricing is intended to more accurately reflect to true cost of parking and discourage residents from procuring unnecessary permits.

5. Revenue from leasing parking spots to Tesla for charging stations in the amount of $96,000 annually would be contributed to the parking program. Tesla revenue currently supports downtown improvements. (Note: ChargePoint revenue of approximately

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SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
DISCUSSION (continued):
$28,400 per year is credited to the Streets program and is not considered as revenue for the parking fund).

For more information on these assumptions, see Attachment 2.

Staffing: Parking programs in other jurisdictions that have not been fully staffed and thoughtfully implemented have struggled to succeed. Dixon provided case studies on the paid parking management in the cities of Paso Robles, Santa Rosa, and Sausalito (Attachment 4).

These three cities were selected for their similar demographics to the Town. As such, staff is strongly recommending thoughtful consideration of both the paid parking model and the required staffing to support the selected model.

Existing Staffing Resources and Challenges: Parking enforcement is currently staffed from 9 a.m. to 6 p.m. Monday through Saturday, consistent with signage and permit parking area restrictions. Two Parking Control Officers (PCO) are responsible for parking enforcement Townwide as well as assisting the Police Department with other duties, such as assisting with traffic management during the Presidential visit.

All residential and Olive Zone permits are handled by the Police Outreach Coordinator, including guiding permit holders with the online system, providing customer service to residents who are not comfortable with online transactions, and working with the parking vendor who manages the permit software. This position is also responsible for resolving parking tickets, organizing, and staffing Neighborhood Watch meetings, conducting other Community Policing outreach events, and other duties.

Previously, a part-time temporary Parking Manager established and implemented the downtown employee parking permit program and monitored utilization of the designated employee parking spaces. In 2023, the position was located in the Parks and Public Works Department to facilitate the wayfinding project as well as other aspects of the program.

This position was not included in the adopted Fiscal Year 2023/24 Budget and this work has not yet been reassigned to an existing employee given other workload priorities in the Parks and Public Works (PPW) Department. There is currently a gap in managing downtown employee permits and providing customer service. Specifically, there is no staff assigned to remove employees that no longer work in Town, handle renewals, or respond to requests for permits for new employees.

Proposed Staffing Alternatives: Staffing needed to support each of the four paid parking options is presented in Table 1. Costs for each option were determined using fully burdened

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SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
DISCUSSION (continued):
salary information for the required staffing needed. Staffing levels were determined from review of industry best practices for municipal parking programs. Staffing classifications were considered as well as responsibilities and best practices for the standard functions of program management, enforcement, and field staff.

Given the need for additional staffing to implement any of the paid parking options, staff is seeking direction from Council as to which option it would like to explore further, if any. If Council decides not to pursue paid parking at this time, then staffing options to manage the existing employee parking permit program include a modification to the Budget to reinstate the temporary Parking Manager position or a realignment of the duties of an existing PPW position, recognizing that other work would not be completed.

If Council would like to pursue a paid parking option, below are three staffing alternatives for consideration and direction:

Staffing Alternative A: The Town adds staff and manages a paid parking program with internal resources. This is the model upon which the Dixon analyses are based.

Staffing Alternative B: Contract the services of a parking program manager. The cost for this would be determined through competitive bidding and would be based on the final scope of services. Initial estimates suggest costs could be approximately $150,000 for one year of program management, which would be less than the fully loaded cost of adding Parking Manager staff position. Examples of work that could be completed in Year 1 include with this type of contract might include installation of paid parking kiosks (capital costs would be in excess of the management fee noted), implementation of a mobile application for payment, development of the job class specifications for the various parking related positions the Town would need to add to support the permanent program, and ongoing outreach and coordination with the community.

Staffing Alternative C: Contract the services for capital development, operation, maintenance, enforcement and management of the paid parking program, including residential and employee permits. The cost for this level of service has not been determined at this time.

Staffing Alternative B and C would require staff time to develop the program, competitively bid the service and oversee its implementation, in addition to the resources needed to manage the current program for residential and employee permits during the transition. If those alternatives were to be considered, staff recommends the addition of a Parking Manager or Parking Coordinator position to oversee the work of the contractors.

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SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 4, 2023
CONCLUSION:

Staff is recommending changes to the residential permit parking program fees, which have not been increased in recent years; modifications to the Olive Zone parking fees and structures; and is seeking feedback and direction on implementing low-income rates once staffing is added to the parking program.

Staff has evaluated four options for implementing a paid parking program in Town. All of these require additional staff to support the program and two of these are projected to be fully cost recovery. If the Council is interested in pursuing paid parking, Options 3A or 3B would ensure the program is fully cost recoverable. Staff is seeking direction from Council on next steps.

COORDINATION:

This report was coordinated with the Economic Vitality Manager, Town Manager, Town Attorney, Finance Director, and the Los Gatos Monte Sereno Police Chief.

Outreach is occurring in coordination with the Complete Streets and Transportation Commission and the Los Gatos Chamber of Commerce on August 10, 2023. A supplemental memorandum will be prepared to provide a summary of the feedback received during that outreach.

FISCAL IMPACT:

Revenue from the residential and Olive Zone parking permit programs was $46,041 for Fiscal Year 2022/2023. Changes to the residential permit parking fees may increase revenue slightly, and the actual amount will vary on the number of permits issued. Charging higher rates for additional cars may reduce the number of total permits issued.

Other proposed actions are policy considerations and have no revenue implications until additional direction is provided.

ENVIRONMENTAL ASSESSMENT:

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

Attachments:

1. Downtown and Olive Zone Boundaries

2. Cost Recovery Evaluation

3. Parking Staffing Plan

4. Case Studies

Attachment 1. Map of Downtown and Olive Zone Boundaries ATTACHMENT 1

August 1, 2023 1
Memorandum
To: Town of Los Gatos
From: Dixon Resources Unlimited
Date: August 1, 2023
Re: Parking Program Cost Recovery Evaluation
Introduction
By request of the Town of the Los Gatos (Town), Dixon Resources Unlimited (DIXON) is hereby providing an evaluation of three potential next steps for the parking program: introducing off-street paid parking only, retaining status quo, and introducing on- and off-street paid parking. This memorandum highlights the Town’s progress to date on previous recommendations and expands on the Town’s paid parking options, including the benefits and disadvantages, policy adjustments required, initial implementation steps, and financial impact of each option. This memorandum also reiterates general recommendations that should be applied regardless of what path the Town selects.

The steps outlined in the 2019 Parking Roadmap, as well as this memorandum, should be taken incrementally with ongoing evaluation and community feedback to shape future actions. Steps outlined in either document do not need to be followed in exactly the same order as they are presented. The documents are meant to be used to highlight important considerations, measures, and best practices to optimize operations, regardless of the approach chosen. The Town is encouraged to adjust the implementation approach as needed to design a program that best fits the unique and ever-changing needs of the community.

Goals
As a reminder, the Towns goals for the parking program are to:
• Develop a parking program that can grow and adapt over time while maintaining the small-town charm;
• Achieve a balance between parking and loading options to support diverse needs of business owners, employees, customers, residents, and visitors; • Develop a financially-sustainable parking solution that supports downtown businesses while providing a customer-friendly parking experience; • Support downtown vitality through parking policies that improve access and safety; and
• Provide ongoing management and oversight to track performance and optimize the operation.

ATTACHMENT 2

August 1, 2023 2
Progress to Date
Of the recommendations made within Phase 1 of the Parking Roadmap, the Town has made progress on the following:
 Established a Downtown Employee Parking Permit Program. About 1,000 employee parking permits have been requested to date. However, these permits are free, meaning that the program does not generate any revenue to cover its own operating costs and does not contribute to the Parking Budget. Also, free permits make it harder to know when employees no longer need a permit as they have no incentive to communicate staffing updates to the Town. This makes it difficult to keep the permit pool database accurate and the Town may give more permits than needed over time.
 Budgeted for a (quarter-time) Parking Program Staff Member. In June 2020, a temporary Parking Program staff member [0.25 Full Time Equivalent (FTE)] was hired to begin the Parking Roadmap implementation. The 0.25 FTE temporary position expired June 2023 and has been vacated by the current employee. Funding to keep this position has not been proposed. The burdened annual salary for a full-time Parking Manager position has therefore been included in the financial models for all parking program options that the Town is considering.
 Released Requests for Proposal (RFPs) for Pay Station equipment and Mobile Payment application vendors to evaluate the proposed costs of each.  Data collection with License Plate Recognition (LPR) is possible as the Town has one purchased LPR system and is budgeting to acquire a second unit. The Town is only using it for enforcement at this moment and there is the opportunity to implement a policy to leverage LPR for data collection.
 Identified wayfinding improvement cost estimates for fabricating and installing recommended signage for the greater Downtown area. The Town will be seeking approval of bids at a future Council meeting.

Existing Conditions
Today, the Town offers free on- and off-street parking, with time limited spaces set to a maximum of 90 minutes, two hours, and three hours. Time limits are in effect from Monday to Saturday, 9am to 6pm. The Town is currently running a pilot Employee Permit Parking Program. Employees in Downtown Los Gatos are currently offered parking permits free of charge. Employees in the Civic Center area (also known as the “Olive Zone”) are charged at an annual rate of $248 for permits. Additionally, there is a residential parking permit program that exists for five (5) districts charged at an annual rate of $42/permit.

This report leverages the results of a financial modeling exercise that was completed with the following assumptions:
• Parking space inventory counts reflect current, post-pandemic levels and includes deductions for on-street spaces now occupied by parklets. • Moving forward, any established Oak Meadow Park parking fee will apply to all visitors, including residents, seniors, and visitors with physical disabilities (all who are currently able to park for free).

August 1, 2023 3
Program Scope
As the Town considers the following parking program options, it will also have to decide whether the scope includes only the Downtown Zone or both the Downtown and Olive Zones. The map in Figure 1 below demonstrates the boundaries of each zone, while Table 1 below shows the inventory of parking spaces per zone.

Inventory of Time Limited
Parking Spaces* On-Street Off-Street
# of Spaces, Downtown 440 435
# of Spaces, Olive Zone 175 23
Total # of Spaces 615 458
It is highly recommended for the Town to include the Olive Zone in the program scope from the onset, regardless of which option is selected. New regulations implemented in just one area often push parking issues to surrounding areas as drivers seek free or unregulated parking elsewhere. These impacts are termed “spillover effects.” Implementing paid parking in just the Downtown area will likely lead to drivers parking for free in the Olive Zone and Table 1. Parking Space Inventory Per Zone
Figure 1. Map of Downtown and Olive Zone Boundaries
Map prepared by Lynx Technologies, Inc.
*Does not include ADA, employee permit, electric vehicle charging, or loading spaces.

August 1, 2023 4
walking Downtown, creating parking supply challenges in the Olive zone. Implementing parking program changes at once to both zones will reduce spillover effects and ensure an equitable approach for residents, business owners, and employees in and around both areas.

See Appendix B for a breakdown of projected paid parking revenue between Downtown and the Olive Zone for select scenarios.

The Rationale for Paid Parking
The options provided in this document include suggestions for a paid parking program to be implemented in the Town. The primary purpose of paid parking is as a parking demand management strategy, which encourages drivers to park in underutilized locations, improve availability in spaces requiring higher turnover, and encourage alternative modes of transportation when available. The industry uses a benchmark of 85% occupancy to determine whether parking management actions need to be taken—block faces that frequently see higher than 85% occupancy means that drivers will spend more time looking for parking, which leads to increased congestion and greenhouse gas emissions.

The Parking Roadmap report stated that Los Gatos has a parking management challenge rather than a parking supply shortage. Paid parking is an effective strategy used by other Bay Area agencies like Alameda, Berkeley, Fremont, and Santa Rosa to manage the supply and demand of parking spaces.

Aside from being a parking
management strategy, paid
parking can also provide
benefits such as increasing
flexibility for drivers and
providing the potential to
generate revenue that can be
reinvested into the Town.

When agencies set up time
limits on parking spaces, it
prevents patrons from staying, shopping, or enjoying the location for longer than the posted duration. Replacing time limits with a pay-to-stay model gives drivers the opportunity to stay for as little and as long as they want. With today’s technology, drivers can also conveniently extend their parking sessions via text or by a mobile app, which takes away the hassle of having to come out and pay at a pay station or meter.

Paid parking also provides the opportunity to generate funds that can be reinvested into programs and infrastructure. If the Town proceeds with an option that generates revenue, the Town is encouraged to identify goals and projects to fund as part of the implementation process. This enables both the Town and the public to clearly see how paid parking revenues are reinvested. Some examples of projects the Town can invest paid parking revenue into include:

Bay Area Agencies with Paid Parking in Downtown or
Key Commercial Zones
Alameda
Berkeley
Burlingame
Daly City
Fremont
Mill Valley
Oakland
Redwood City
San Anselmo
San Francisco
San Jose
San Mateo
San Rafael
Santa Rosa
South San Francisco
Tiburon
Vallejo
Table 2. Select Agencies with Paid Parking in Public Spaces

August 1, 2023 5
• Rebuild streetscape (such as for the N. Santa Cruz sidewalks) • Perform a feasibility study to consider building a garage to provide additional parking spaces (for example, on Lot 6)
• Implement a downtown community shuttle
• Perform parking lot maintenance, such as general restriping and resurfacing • Introduce dynamic parking guidance signs and systems to improve wayfinding The Town Council has already established a fund for parking revenues to be allocated for parking program and Downtown improvements. The fund includes revenue generated from the agreement with Tesla for its Supercharging network in the Northside Lot.

Besides predetermining how paid parking revenue will be invested, it is also general industry best practice to ensure that where possible, paid parking is introduced either for both onstreet and off-street locations simultaneously, or on-street first. This is because on-street spaces are considered the more “premium” spaces in terms of value to both businesses and customers.

Overarching Strategies
Regardless of the option selected by the Town, the following strategies should be applied to all options:
• Oak Meadow Park Parking: The Town should shift responsibility of parking management at Oak Meadow Park to the parking program. This means that funding for the Park Services Officer will come from the Parking Budget, and the revenue from parking payments to be reallocated from the General Fund to the Parking Budget. This move would enable the Town to consolidate Oak Meadow Park as part of a cohesive parking management strategy, ensuring consistency and equity across all parking facilities.
• Short-term Parking: The Town should implement one or two 30-minute time-limited parking spaces per block face to accommodate for quick stops, such as for deliveries, ride hailing, and pick-ups. These spaces will remain free for use and the time limit ensures fast turnover. They can either be applied at the beginning and/or end of each block face for convenience, or in the middle of each block face for even faster access to the shops on that block face and to free up corners for the potential installation of pay stations.
• Employee Permit Program: The Downtown Employee Permit Parking Program is a pilot program that began in July 2022. After adjustments to the number of spaces allocated, a survey was completed in April 2023 that demonstrated 72% of participating employees experienced improvements in their parking experience. As such, the Town is recommended to conclude the pilot and permanently adopt a program such that it can continue to benefit workers in the Town’s Downtown. • Employee Permit Rates: Currently, the Town charges $248 annually for Olive Zone employee permits, while there is no fee for the Downtown employee permits. First, the Town should ensure that the same program rates prevail across both employee permit parking zones to prevent employees from paying a lower permit fee and walking to

August 1, 2023 6
the other zone. It is recommended that the Town introduce a charge for the Downtown permits and reduce the cost of the Olive Zone permits to ensure equity between the two zones. Second, the Town should have two monthly prices: a regular permit rate and a low-income rate1
. Offering permits with a monthly fee is
recommended as it provides the Town with the most flexibility to adjust policies in the initial period and is ideal for temporary and part-time employees in roles that have higher turnover. The recommended rates to introduce are as follows:

Low-Income Permit Rate $5/month (translate to $60/year) Regular Permit Rate $10/month (translates to $120/year) These rates are significantly lower than what was previously proposed in the Parking Roadmap as the Town piloted the Downtown Employee Permit Parking Program at no cost to employees, as opposed to introducing the program with a fee from the start.

Rates are reduced to the amounts shown above to encourage adoption. In the financial modeling workbook, it was estimated that half of the employee permits sold would be at the low-income rate.
• Rename the Olive Zone: The Town had named the Civic Center area “Olive Zone,” originally with the plan of ultimately identifying other zones and giving them colorbased names. Currently, the term “Olive Zone” is used to refer to a geographic area that contains a no reparking rule. The color-based zone naming plan has not continued, and therefore the Town should consider relabeling the area with an easily referenced term related to the purpose or main landmarks of the area, such the “Civic Center Zone.”
• Repurposing Parking Spaces: To implement an effective employee parking plan, the Town must re-evaluate which locations are ideal for employee parking so as not to impact visitor parking. To increase the quantity of dedicated employee parking spaces, the Town can consider repurposing the Alpine Lot (L7) into an employee parking lot and identifying employee permit-only spaces along Villa Ave. The Town should ensure that any on-street employee permit-only spaces are not directly in front of any businesses since that would displace parking from customers. • Residential Permits: The Town should introduce an escalating rate structure2 to the Residential Parking Permit Rate to encourage residents to utilize on-site parking options (such as in the garage or on the driveway) where possible and reduce excess car parking on-street. It is important to note that an escalating rate structure is intended to influence demand and not to generate higher revenue. Today, Los Gatos enables an address to register up to 4 permits and it is recommended that the Town 1 It is recommended that the Town identify the low-income rate criteria based on that of an existing government-operated or -regulated program in the Town or County (e.g., a utility program). Otherwise, the Town can set an income threshold, such as the State’s minimum wage level or according to Santa Clara County’s income limits. 2 The rate structure recommended here differs from that of the original Parking Roadmap. This is due to the addition of a low-income permit rate and a preference to maintain the first permit at the current rate. Additional permits escalate by $20, which is consistent with that of the original Parking Roadmap.

August 1, 2023 7
continue with that cap. Verified low-income households3 should be able to register all 4 of their permits at the low-income rate. As the Town does not have data regarding which proportion of current residential permitholders may qualify for low-income status, the financial modeling performed for this report assumes no low-income permits sold.

Low-Income Permit Rate $25/year
Permit 1 $42/year
Permit 2 $60/year
Permit 3 $80/year
Permit 4 $100/year
• Staffing Improvements: The associated “Staffing Plan for Downtown Parking” memorandum (Staffing Plan) delivered in conjunction with this memorandum provides recommendations on staffing roles and levels per function, per parking program option. The Town’s parking operations are currently understaffed, and the Town should provide the required additional staffing counts listed to improve compliance and operational effectiveness.
• Paid Parking Equipment: For the options that involve
hourly paid parking, the Town should introduce pay
stations (kiosks) and mobile payments as the two
primary means of paying for parking with credit card.

The Town will need to update the Town Code to
enable mobile payments. The Town is advised to
install one coin-enabled pay station per zone (a zone
is identified as an area with the same rate structure) to increase accessibility for unbanked and technologylight people. The industry standard is to install one pay station for every ten on-street spaces, and one pay
station per level of an off-street parking facility
installed near pedestrian exit routes. Pay stations have a small footprint (approximately 1-2 square feet, see Figure 2) to accommodate any narrow sidewalks, and can be installed in the corners of blocks so that they also serve the attached side streets. Figure 3 indicates the proposed locations where pay stations would be placed.
3 Similar to the employee permit program, the Town can utilize the low-income criteria of an existing government-operated or -regulated program in the Town or County or set an income threshold.

Figure 2. Demonstrated Footprint
of a Pay Station

August 1, 2023 8
Figure 3. Proposed Location of Pay Stations (for Option 3) Map prepared by Lynx Technologies, Inc.

August 1, 2023 9
• Free All-Day Parking Lots and Signage:

As the Town wishes to retain the Northside
Lot and Miles Avenue area for free all-day
parking, the Town should install additional
signage that informs visitors and residents
of this and directs them to the sites.

Regardless of whether paid parking is
implemented, this is a great strategy to
improve utilization of these off-street lots. In
the future, the Town should consider the
option of implementing dynamic
wayfinding signage, which can reduce
congestion and confusion by informing
drivers where to find available parking.

Digital signs (such as the one shown in Figure 4) can be designed with the aesthetic of the community in mind so that the signage integrates visually with its environment. • Time Limits within the Olive Zone: Due to parking challenges around the Los Gatos High School, the Town can consider retaining time limits and a no reparking rule on top of any added parking regulations in the area. This can extend throughout the Olive Zone, or at minimum in areas impacted by student parking. This is to ensure that students who can afford to pay for parking all day do not take up premium on-street spaces that should be reserved for customers of local businesses. The Town should ensure a no reparking rule for time limits is included in the Town Code. • Outreach Strategy: The Town is encouraged to initiate an outreach plan to engage local businesses and the Chamber of Commerce on the future of the parking program. The plan should be tailored if Council has proceeded with a given option. If paid parking is to be implemented, the plan should focus on sharing the benefits and impacts of paid parking on local businesses and aim to host discussions on how parking revenues can be reinvested. Businesses are usually interested in investments which increase foot traffic and the customer length of stay and may be supportive of shuttle services, streetscape improvements, and merchant validation programs.

What is a Merchant Validation Program?
Merchant validation programs are a great way for businesses to encourage customers to visit or spend money at businesses in areas where paid parking is implemented. Businesses can acquire a package of coupons or codes at a bulk reduced rate, which they can then hand out to customers to activate a certain period of free parking. The amount of free parking time is decided by the agency. Customers will park in a paid parking space, visit a participating business, and the business provides a coupon or code to the customer which enables them to redeem, for example, one hour of free parking.

This benefits customers, especially in the introduction of a paid parking program, as they earn free hours and educates them on how to use paid parking equipment. Businesses also mutually benefit by inviting in new customers who are looking for a parking validation coupon, which increases foot traffic and brand awareness.

Figure 4. Sample digital signage with custom
wrap to retain small town charm

August 1, 2023 10
Parking Program Options
The Town is presenting four main options to Council following the most recent presentation given in the December 2022 Town Council meeting. Option 1 addresses the direction that Council has requested further research into (which consists of introducing paid parking only for off-street locations), Option 2 refers to maintaining status quo, and Option 3 demonstrates the benefits of implementing a comprehensive paid parking program that is sustainable (in which projected expenses are covered by parking revenue) with two rate structures shared in the form of Option 3A and 3B. At a high level, the options are generally differentiated as follows:

All options include shifting Oak Meadow Park parking responsibilities and revenue to the Parking Budget and require the procurement and installation of one (1) pay station on-site.

The following section outlines the advantages and disadvantages of each option, and any considerations that are important to note. A table summarizing the key points can be found in Appendix A.

OPTION 1
The Option 1 addresses the Council’s interest in reviewing the option of introducing only offstreet paid parking in current limited day-time parking facilities, while keeping the on-street spaces free with a time limit of two hours:

On-Street Strategy Off-Street Strategy Year 1 Net Impact 2-hour time limit
(with no reparking rule)
3-hour time limit (Olive Zone),
2 hours free, pay to stay at
$2.50/hour (Downtown)
-$382,449.14
Pay-to-stay would only apply to off-street parking spaces that currently feature time limits. Any all-day parking locations (such as Northside Lot and the Miles Avenue area) will remain as is, without time limits or paid parking.

Impacts
The benefits of Option 1 include the ability to incrementally introduce the concept of paid parking to residents and visitors. It also provides the Town with a chance to purchase pay station equipment at a lower quantity and test it prior to a potential expansion of paid parking in the future. However, there are a number of concerns with the Option 1. Introducing paid off-street parking does not solve any on-street parking management issues (and may even exacerbate them) as there is no incentive to park in available off-street spaces when onstreet spaces are free. Only long-term parkers, such as employees, would see a benefit to parking off-street due to the no reparking rule.

OPTION 1
Retain status quo of
time limits for on-street
parking and introduce
off-street paid parking.

Program is not
financially sustainable.

OPTION 2
Retain status quo of
time limits for on- and
off-street parking.

Program is not
financially sustainable.

OPTION 3A
Introduce on-street and
off-street paid parking at
the lowest rates feasible.

Program is financially
sustainable.

OPTION 3B
Introduce on-street
and off-street paid
parking at market
rates. Program is
financially sustainable.

August 1, 2023 11
Additionally, this model of offering 2 hours free and the option to pay and stay longer (also known as the customer value rate model) has been tested in other cities and invalidated as a sustainable option since it typically results in a majority of transactions being free. This results in minimal parking revenue to cover any capital and operating expenses, leading to a financially unsustainable program. This is not a recommended approach for the Town.

Policy Requirements
In order to implement this option, a no reparking rule must be introduced and enforced at all time-limited spaces in order for the time limits to be effective in increasing turnover and availability of parking spaces. The Northside Lot and Miles Avenue area should continue to have free all-day parking, without time limits.

What is the No Reparking Rule?
This rule prohibits reparking within the same block on the same side of the street within two (2) hours of the last session and is intended to ensure that time limits fulfill their purpose of reducing the length of stay. Without the no reparking ordinance, drivers can simply move their car to a new space each time, effectively nullifying the purpose of time limits and disincentivizing employee participation in the permit program.

Enforcing the no reparking rule is best conducted using LPR technology, which can be programmed to monitor for time limits and reparking designations. Patrols should ideally occur hourly; however, the frequency depends on available staffing. This has been factored into the associated Staffing Plan.

It is important to note that the no reparking rule explained here applies to time limits, whereas the Town’s current no reparking rule listed in Sec. 15.40.065 of the Town Code refers to no reparking in the context of vehicle storage. For the purposes of this program, the ordinance should indicate that the no reparking rule does not apply to any all-day parking lots established by the Town.

Parking rates should be adjusted should occupancy rates exceed the standard industry benchmark of 85%. The Town can choose to either set this as a business rule or encode it within the Town Code. To support this, the Town should implement ongoing data collection for occupancy counts and utilization rates.

Initial Implementation Steps
If this option is selected, the key initial actions are:
 Adopt a “Park Once” motto and establish a no reparking rule for all on-street locations.  Hire or reassign a current employee as a full-time Parking Manager to backfill the expired quarter-time role and identify the parking division’s organizational structure.  Review the Town Code to ensure the selected paid parking program can be executed, especially regarding the no reparking rule for time limits and payment methods.  Initiate shift of Oak Meadow Park parking responsibilities and revenue to the Parking Budget.
 Install and procure a pay station for Oak Meadow Park.  Ensure consistent time limit signage stating the no reparking rule and enforcement hours is implemented in all impacted areas.

August 1, 2023 12
 Implement time limited parking signage for 30-minute short-term spaces.  Shortlist proposals and interview vendors proposals for the Pay Station and Mobile Payments RFPs.
 Introduce escalating rate to the Residential Parking Permit Program.  Introduce the same low-income and regular rate across all employee parking permits.  Review the associated staffing plan and prepare to hire any additional staffing and adjust the enforcement schedule as described.

OPTION 2
The Option 2 suggests minimal change to the current parking demand management strategy by retaining the existing time limits for on-street and off-street parking:

On-Street Strategy Off-Street Strategy Year 1 Net Impact 2-hour time limit
(with no reparking rule)
3-hour time limit
(with no reparking rule) -$135,649.59
The Northside Lot and Miles Avenue area would continue to have free all-day parking, without time limits. The only change is the addition of a pay station at Oak Meadow Park with parking fees set to match those of Vasona County Park.

Impacts
This option is the considered the least impactful to the Town’s current operations and results.

It is the easiest option to implement and reduces the amount of change that needs to be introduced to the public. Retaining time limits would also give employees an incentive to participate in the permit program.

However, there are many downsides, including that current parking management issues are not addressed, and customers continue to go without the flexibility to pay-to-stay longer.

Should the Town find that visitors and residents have difficulties finding long-term parking, then the Town may consider converting some time-limited lots to all-day parking. By selecting Option 2, the Town may have to revisit the parking management discussion in the near future in order to evaluate paid parking again or other review its strategies (though paid parking is already one of the most versatile parking management strategies). Also, continuing in the status quo is financially unsustainable.

Policy Requirements
To ensure that time limits are effective as a parking management tool, the Town must implement and enforce the no reparking rule for time limits, as explained in Option 1.

Initial Implementation Steps
If this option is selected, the key initial actions are:
 Introduce the same low-income and regular rate across all employee parking permits.  Adopt a “Park Once” motto and establish a no re-parking rule for all time-limited areas.
 Review the Town Code to ensure the selected paid parking program can be executed, especially regarding the no reparking rule for time limits.

August 1, 2023 13
 Initiate shift of Oak Meadow Park parking responsibilities and revenue to the Parking Budget.
 Install and procure a pay station for Oak Meadow Park.  Ensure consistent time limit signage stating the no reparking rule and enforcement hours is implemented in all impacted areas.
 Implement time limited parking signage for 30-minute short-term spaces.  Introduce escalating rate to the Residential Parking Permit Program.  Review the associated staffing plan and prepare to hire any additional staffing and adjust the enforcement schedule as described.

OPTION 3
Options 3A and 3B both suggest paid parking at on-street and off-street locations. As mentioned in Option 1, the customer value rate model has been proven unsustainable and the Town is therefore recommended to select a paid parking model that does not include any free hours on-street. Under Option 3, there are two different rate models recommended where both lead to an outcome of excess revenue and cost recovery.

OPTION 3A: implementing the lowest paid parking rates while still achieving cost recovery.

On-Street Strategy Off-Street Strategy Year 1 Net Impact 0 hours free,
Pay to stay at $1.25/hour
2 hours free,
Pay to stay at $1/hour $365,203.46
OPTION 3B: implementing paid parking at market rates.

On-Street Strategy Off-Street Strategy Year 1 Net Impact 0 hours free,
Pay to stay at $3/hour
2 hours free,
Pay to stay at $2.50/hour $1,984,873.65
This off-street strategy does not apply to any existing all-day parking lots (such as the Northside Lot and the Miles Avenue area).

Impacts
Introducing paid parking where parking was previously free could be a big change for the public. The benefits of this option include introducing low rates with a very cost-efficient offstreet model, which are two factors in successfully directing longer-term drivers to off-street locations. On-street turnover is important as this ensures the availability of premium parking space for patrons who support the local business economy. However, introducing on-street paid parking requires a significantly higher number of pay stations, which increases both the one-time capital and recurring operational costs of the parking program. The reception of a paid parking program is also highly dependent on how it is introduced to residents and local business stakeholders. To support adoption, the Town is encouraged to develop a public outreach plan and consider implementing a merchant validation program.

August 1, 2023 14
Option 3B specifically offers the added benefit of higher revenue, which enables the Town to imagine the infrastructure and technology upgrades it could fund, as well as the opportunity to hire more staff to support the operation. However, the pay-to-stay rates are a significant jump up from the free parking that used to be there.

Policy Requirements
With the removal of time limits, a no reparking ordinance will no longer be required.

Like with Option 1, parking rates should be adjusted should occupancy rates exceed the standard industry benchmark of 85%. The Town can choose to either set this as a business rule or encode it within the Town Code. To support this, the Town should implement ongoing data collection for occupancy counts and utilization rates.

Initial Implementation Steps
If this option is selected, the key initial actions are:
 Adopt a “Park Once” motto and encourage drivers who need long-term parking to park off-street. Public education and outreach campaigns are highly recommended.  Hire or reassign a current employee as a full-time Parking Manager to backfill the expired quarter-time role and identify the parking division’s organizational structure.  Review the Town Code to ensure the selected paid parking program can be executed, especially regarding payment methods.
 Initiate shift of Oak Meadow Park parking responsibilities and revenue to the Parking Budget.
 Install and procure a pay station for Oak Meadow Park.  Remove any existing signage referring to time limits on- or off-street and implement new signage referring to 30-minute short-term spaces.
 Shortlist proposals and interview vendors for the Pay Station and Mobile Payments RFPs.
 Introduce escalating rate to the Residential Parking Permit Program.  Introduce the same low-income and regular rate across all employee parking permits.  Review the associated staffing plan and prepare to hire any additional staffing and adjust the enforcement schedule as described.

August 1, 2023 15
Recommendation
The Town should consider how each option contributes to the five established parking program goals of being adaptive over time, supporting diverse needs, being financiallysustainable, improving access and safety, and optimizing operations. The table below quickly sums up how each option supports the program goals.

Goal Option 1 Option 2 Option 3A Option 3B
Adapts over time Yes Yes
Supports diverse needs Yes Yes Yes Yes
Financially sustainable Yes Yes
Improves access and safety Yes Yes Yes
Optimizes operations Yes Yes Yes
The Town is encouraged to pursue an option which achieves as many of the key parking program goals as possible. In the table above, both versions of Option 3 would achieve all the goals listed.

The Town should first and foremost ensure that the program is financially sustainable where projected revenue exceeds expenses already in the first year. Parking should at the very least be a cost-neutral program and not become a net negative expense for the Town. Any excess revenue generated can be set aside and reinvested in an assessment district, for example, to help pay for facility maintenance, enforcement, infrastructure improvements, or transportation alternatives.

Flexibility is also key for the Town. Options 3A and 3B are the only options that offer a holistic and versatile parking management tool as it sets the Town up for a demand-based parking program where paid parking rates can be adjusted depending on parking demand trends. It also increases access for drivers, who can park for as long as they wish to thanks to the payto-stay model.

Once the Town has decided on which of the options to pursue, the Town should prioritize pursuing the initial implementation steps listed for that option, define further steps based on the original Parking Roadmap, review the associated staffing plan to implement the appropriate staffing levels, and implement an ongoing data collection effort to evaluate results. It is critical that the Town continuously adapts the phased approach provided in the larger Parking Roadmap such that the steps are relevant to the community’s current needs.

June 29, 2023 16
Appendix A - Summary of Strategy and Financial Impacts per Option Option 1 Option 2 Option 3A Option 3B
Strategy
On-/OffStreet
For Downtown only:
- Free, 2h time limit on-street
- 2h free, then $2.50/h off-street
For Olive Zone:
- Free, 2h time limit on-street
- Free, 3h time limit off-street
For Downtown & Olive Zone:
- Free, 2h time limit on-street
- Free, 3h time limit off-street
For Downtown & Olive Zone:
- 0h free, $1.25/h on-street
- 2h free, $1.00/h off-street
For Downtown & Olive Zone:
- 0h free, $3.00/h on-street
- 2h free, $2.50/h off-street
Permits/
Other
- Escalating rate model for Residential Parking Permits:

Permit 1 $42; Permit 2 $60; Permit 3 $80; Permit 4 $100; low-income permit $25 (per year) - Employee Parking Permits (all zones): $10/month ($120/year); $5/month for low-income rate ($60/year) - Introduce 30-minute short-term spaces on-street
- Shift Oak Meadow Park responsibilities and revenue to parking fund.

Policy - Add no reparking rule. - Add no reparking rule. - Remove most time limits. - Remove most time limits.

Benefits
- Enables Town to trial paid
parking equipment with a
smaller scope.
- The no reparking rule will
improve availability of onstreet parking.
- Minimal changes to
implement.
- Minimal outreach and public
education required.
- Gentle introduction of paid
parking with low rates.
- Removal of time limits
enhances customer
flexibility.
- Maximizes revenue to fund
other initiatives.
- More likely to encourage
parking space turnover.
- Maximizes employee
utilization of permit zones.

Drawbacks
- May not change on-street
parking behavior without
consistent enforcement.
- Program is unsustainable.
- Program is unsustainable.
- Customers have very few
options for all-day parking.
- Generates less revenue to
fund other initiatives.
- More expensive for
customers and visitors.

Equipment Needs
+ 1 pay station (Oak Meadow)
+ 9 pay stations (Downtown)
+ 1 pay station (Oak Meadow) + 1 pay station (Oak Meadow) + 29 pay stations (Downtown)
+ 18 pay stations (Olive Zone)
Staffing Needs4
+ 1 Park Services Officer Temp
+ 1 Parking Manager FTE
+ 1 Maintenance Worker FTE
+ 1 Parking Control Officer FTE
+ 1 Park Services Officer Temp
+ 1 Parking Manager FTE
+ 1 Parking Control Officer FTE
+ 1 Park Services Officer Temp
+ 1 Parking Manager FTE
+ 1 Maintenance Worker FTE
+ 1 Admin Assistant FTE
+ 2 Parking Control Officer FTE
Estimated Annual Budget5
Revenue Total $300,388.50 $254,409.00 $1,443,872.24 $3,111,057.20 OPEX
Equipment6 $142,718.65 $12,054.14 $256,670.69 $304,185.46 Staffing $540,118.99 $378,004.45 $821,998.09 $821,998.09 Total OPEX $682,837.64 $390,058.59 $1,078,668.78 $1,126,183.55 Year 1 Net Gain/Loss -$382,449.14 -$135,649.59 $365,203.46 $1,984,873.65 Initial CAPEX7 $217,500.00 $56,000.00 $540,500.00 $540,500.00 4 The quantity of additional staffing per option may vary from the recommendations of the Staffing Plan depending on the Town’s hiring practices. 5 Annual budget considers additional revenue and expenses beyond the current parking program budget. 6 Equipment operating costs include software fees, credit card transaction fees, mobile payment convenience fees, spare parts, and warranty (where applicable). 7 Capital expenditures include pay station hardware, one-time platform integrations, vehicles, LPR units, handheld citation devices, and signage investments.

June 29, 2023 17
Appendix B – Paid Parking Revenue Projections by Zone
Option 1 Option 2 Option 3A Option 3B
Oak
Meadow ZONE TOTAL $125,875.00 $125,875.00 $125,875.00 $125,875.00 Downtown
On-Street $0.00 $0.00 $837,144.00 $2,009,145.60
Off-Street $45,979.50 $0.00 $18,391.80 $45,979.50
ZONE TOTAL $45,979.50 $0.00 $855,535.80 $2,055,125.10
Olive Zone
On-Street $0.00 $0.00 $332,955.00 $799,092.00
Off-Street $0.00 $0.00 $972.44 $2,431.10
ZONE TOTAL $0.00 $0.00 $333,927.44 $801,523.10
COMBINED TOTAL $171,854.50 $125,875.00 $1,315,338.24 $2,982,523.20

June 29, 2023 18
Appendix C – Summary of Required Staffing Levels (from
Staffing Plan)8
Option 1 Option 2 Option 3A/B
Program
Management +1 FTE Parking Manager +1 FTE Parking Manager +1 FTE Parking Manager +1 FTE Admin Assistant
Enforcement +1 FTE PCO +1 FTE PCO +2 FTE PCOs
Field Staff +0.5 FTE Maintenance
Worker + N/A +1 FTE Maintenance
Worker
8 The quantity additional staffing here may differ from that described in the paid parking options due to the Town’s current hiring practices.

June 29, 2023 19
Appendix D – Parking Map for the Downtown Zone
Map prepared by Lynx Technologies, Inc.

June 29, 2023 20
Appendix E – Parking Map for the Olive Zone
Map prepared by Lynx Technologies, Inc.

1 Memorandum
To: Town of Los Gatos
From: Dixon Resources Unlimited
Date: August 1, 2023
Subject: Staffing Plan for Downtown Parking Program
Introduction
Dixon Resources Unlimited (DIXON) has prepared this memorandum on behalf of the Town of Los Gatos (Town) to review industry best practices for staffing a parking division as the Town is considering transitioning into a paid parking operation.

For this memo, the recommended staffing levels will be provided in consideration of the Town’s current consideration of four parking program options. These pathways are outlined in detail in the associated Parking Program Cost Recovery Evaluation memorandum, and in brief in Table 1.

Table 1. Summary of Parking Program Options
Option 1 Option 2 Option 3A Option 3B
Parking
Strategy
- On-street: retain
time limits
- Off-street: 2 hours
free, then $2.50/h
- On-street: retain
time limits
- Off-street: retain
time limits
- On-street: 0 hours
free, then $1.25/h
- Off-street: 2 hours
free, then $1/h
- On-street: 0 hours
free, then $3/h
- Off-street: 2 hours
free, then $2.50/h
Program
Changes
- Shift management of Oak Meadow parking services to the Parking Program. - Add escalating rate to residential permits.
- Standardize the employee permit rate and introduce a low-income rate. - Introduce 30-minute short-term spaces on-street.

New
Items
- Introduce “no reparking rule” where there
are time limits
- Introduce paid parking equipment,
including mobile payment options and
merchant validation programs.

The staffing recommendations for Options 3A and 3B are the same, as they share the same parking strategy and only differ in rate structure. This combined staffing recommendation will be referred to as Option 3 in this memo.

Current Staffing Analysis
The Town’s parking enforcement operation is currently situated within the Police Department (2 FTE). Prior to June 30, 2023, there was also a 0.25 FTE in Parks & Public Works responsible for program management.

The parking program is also supported by several roles from the Police Department. The following chart details the duties for each role:

ATTACHMENT 3

2 Parking Program Staff Member - PPW
(0.25 FTE Temp1, funding ended
6/30/2023)
Parking Control Officer - PD
(2 FTE) Other Supporting Roles - PD
- Implements Parking Roadmap.
- Responds to parking questions/complaints.
- Research, prepares, and presents Staff
Reports at commissions and Town Council
meetings.
- Attends various public meetings
representing the Town’s Parking
Department.
- Coordinates with Town Attorney to develop
Parking Resolutions and Ordinances.
- Research and develops parking policies and
procedures.
- Conducts Parking Survey and prepare data
analysis reports.
- Performs community outreach for parking
related matters.
- Develops, manages, and implements
parking-related Request for Proposal
projects.
-Provides general strategic planning.
- Enforces and prevents violations of parking
codes and ordinances.
- Places warning tags on vehicles subject to
towing, arranging for towing of violating
vehicles.
- Prepares reports, reviews citation appeals,
and appears in court to present evidence as
required.
- Issues warnings and parking citations;
directs traffic and enforces parking
regulations.
- Performs light maintenance duties,
reporting missing signs and colored curbs.
- Responds to parking complaints.
- Assists with Police Department community
outreach events, coordinating vehicle
maintenance, and responds to other
general public commentary.

Traffic Sergeant (approx. 8 h/week)
- Oversees Parking Control Officers
- Addresses parking and compliance issues
Police Community Outreach Coordinator
(approx. 36.5 h/week)
- Manages residential and employee
parking permit applications.
- Manages contracted vendors.
- Prepares purchase orders for supplies and
equipment.
- Attends public meetings to represent the
Town’s Parking Department, perform
community outreach, customer service.
- Prepares, distributes parking information.
- Provides daily direction to Parking Control
Officers.
- Manages citation complaints.

With over 1,000 parking spaces to patrol in the Downtown and Civic Center/Olive Zone areas, as well as employee and residential parking permit programs to enforce, it is abundantly clear that Los Gatos is understaffed especially in terms of enforcement. Regardless of which parking program option the Town elects to proceed with, staffing and resource changes are recommended to create a more effective program. This would lead to increased compliance and a more accurate understanding of parking impacts, which is critical for future decision-making regarding parking regulations and investments. The Town is exploring technology resources to improve enforcement efficiency, and additional staffing is also needed to address gaps in coverage.

Key staffing considerations include:
• Insufficient enforcement staffing resources: Since the top priorities for the Police Department are safety and security, Parking Control Officers (PCOs) frequently fulfil other requests as directed by the Traffic Sergeant. Besides parking-related tasks, PCOs also support equipment and fleet maintenance, assist with various policing or safety-related traffic control, assist significantly with special events and community outreach, and assist significantly during emergency incidents, among other tasks. Only about 75% of a PCO’s time is currently spent on parking enforcement whereas a dedicated FTE should be spending 100% of their time on such tasks. Additionally, redundancy is challenging due to the limited number of FTEs, succession planning, and transition training. If a PCO is on paid time off or sick leave, work hours are adjusted to best address peak enforcement hours periodically, resulting in impacted coverage. • Need for dedicated parking staff: Currently, staff managing and operating the program are parttime resources that pull from the focus of the Police Department. As an example, the Police Community Outreach Coordinator may spend up to 1.5 hours per day (during off-peak season) to 4 hours per day (during peak season) on parking-related tasks, detracting from other community engagement focuses. The Police Department has expressed a need for an FTE dedicated to parking program management, which could potentially result in a dedicated parking division to manage parking strategy and daily operations. This new parking division could take over permit 1 Note: The duties require 1 FTE but only a 0.25 FTE is currently funded. Pace of progress for all duties above is impacted.

3 program management and PCO supervision from the Police Department for the same reasons outlined in the previous point.

As modeled by other agencies, the key roles of an effective and self-sufficient parking division can be divided into the following categories: Program Management, Enforcement, and Field Staff. For each function, this memo will provide a definition with best practices, an analysis of the Town’s current capacity versus the industry standard, and a range of staffing levels required for the Town to achieve success depending on which of the options it moves forward with.

Program Management Staffing
Standard Program Management Responsibilities & Best Practices This category includes any role that is responsible for managing, coordinating, or supporting the planning and execution of parking management strategies. Some key functions that may be considered part of this role include:
• Sourcing and managing vendors who provide technology systems (such as for citation management or permit management) or provide services (such as for citation processing and facility maintenance).
• Coordinating permit programs, including the phases of launching and reviewing applications, setting up internal processes and backend systems for management, and answering the public’s questions.
• Hiring, scheduling, and providing direction to Town parking staff, maintenance workers, and any outsourced staff.
• Overseeing enforcement productivity and setting up the enforcement staffing schedule when there is no direct manager related to parking enforcement.
• Conducting public outreach, preparing council reports, and liaising with other internal divisions and external parties.
• Managing the cash retrieval and count process from paid parking equipment. • Analyzing data and processes for future improvements and recommendations. • Supporting the financial, analytical, and contractual elements of parking operations.

Some titles that may be common for this category of roles are:
• Parking Manager
• Parking Program Manager/Coordinator
• Parking Services Manager/Coordinator
• Administrative Assistant
• Parking Analyst
Parking can sit in a variety of departments, including Finance, Public Works, and the Police Department.

The most effective teams involve a centralized parking management approach whereby the program management roles share the same department as enforcement, regardless of which department enforcement falls under. This way, parking management can be consolidated such that revenue and expenses directly relate to one another and parking enforcement staff can be dedicated to the overarching goals of the program, versus splitting their focus with other responsibilities.

4 Program Management Staffing Level Considerations
Every agency with a robust parking management program is recommended to have at least 1 FTE dedicated to managing or coordinating the parking program. This is to ensure that one person is designated to focus on the plan and activities surrounding parking and has oversight over the impact that any policy or regulation changes may have on the accessible and availability of parking for all on-street and off-street spaces.

There are two main indicators of when an agency may need to expand the number of staff in the program management function. The first is if the responsibilities for the role begin to far outweigh the number of hours the person has per week to execute on all items. The second is when parking has demonstrated its financial value in terms of cost recovery and warrants the approval of a second staff member.

When there is more than one program management staff member, the roles can either be divided by program or the roles can share all similar focuses. For example, the Town could allocate just the management of the permit parking programs to a Coordinator, or the Town could hire an Assistant that supports the Manager in all parking tasks as directed.

Evaluation for the Town
Up until June 30, 2023, Los Gatos staffed one 0.25 FTE Parking Program Staff Member to guide all strategic and operational elements of parking. The hours for this position were not continued in the FY 2023-24 budget. The Town should transition to a structure where parking has more dedicated administrative support by filling the position of a dedicated full-time Parking Manager in lieu of the expired 0.25 FTE role.

The greatest impact to the program management workload would be the introduction of paid parking and the management of any vendors and technology associated with that program. With the expiration of the

0.25 FTE position, the Town will need to fund the staffing recommended below.

Table 2. Recommended Additional Program Management Staffing per Option Option 1 Option 2 Option 3
Required Staffing +1 FTE Parking Manager +1 FTE Parking Manager +1 FTE Parking Manager +1 FTE Admin Assistant
The Town should consolidate the program management (including the residential and employee parking permit programs and any paid parking) and enforcement aspects such that parking is managed under one division for optimal feedback and to simplify budget allocations. Enabling full-time, dedicated staffing in the form of a Parking Manager and/or Admin Assistant will relieve the Police Department of such responsibilities and ensure the larger strategy of parking can better support other divisions, including those focused on economic and community development, housing, and infrastructure planning.

5 Enforcement Staffing
Standard Enforcement Responsibilities & Best Practices
This job category provides critical support to encouraging public compliance with parking regulations and increasing the effectiveness of parking management policies and strategies. Enforcement staff are typically responsible for the following:
• Conducting regular patrols of on-street and off-street parking facilities to ensure that policies, time limits, and any paid parking rules are being applied by those parking. • Writing warnings and citations to vehicles violating parking regulations. • Collecting parking occupancy data as part of the regular patrol routes. • Supporting cash collection efforts from pay stations and meters installed in the field. • Answering inquiries, complaints, and comments from the public; educating the community about parking current and upcoming parking regulations.

For many drivers, a PCO may be the only Town staff member that they interact with while visiting downtown Los Gatos. As such, it is important to ensure PCOs are highly trained not only on enforcement activities, but also on customer service, community relations, de-escalation, safety, and other interpersonal trainings.

Common titles for an enforcement staff member include:
• Parking Enforcement Officer
• Parking Compliance Officer
• Parking Control Officer (what the Town uses)
• Community Service Officer
• Parking Ambassador
This function is most commonly situated within the agency’s Police Department or Public Works function.

In the Police Department, PCOs may be directed to hold other responsibilities beyond parking enforcement. To increase effectiveness, it can be more advantageous for PCOs to be situated within and report to a dedicated parking function within a different department in order to be fully focused on parking enforcement. However, parking enforcement is most effective at supporting the parking program when it is under the oversight of parking management staff, regardless of which department that is.

Enforcement Staffing Level Considerations
There are a variety of factors to consider when determining how many enforcement staff should be employed and how to schedule them. In general, enforcement should be performed multiple times per day and with the following in mind:
• For time limits, each space should be patrolled at least twice per maximum parking duration. For example, there should be sufficient enforcement staff to patrol the same space every 2 hours if the timed regulation is for maximum 2-hour parking. Also, consider if there is a no reparking rule2 to enforce.
2 A no reparking rule typically stipulates that a vehicle cannot park again in the same space (or within a certain distance from the original space) for a certain number of hours. This is typically applied to spaces with time limits with the goal of preventing vehicles from simply rolling into a space a few feet away to “restart” the time limit.

6 • For paid parking, it is best to implement a patrol route and schedule that maximizes the number of times a space is patrolled. This provides the added benefit of collecting more occupancy and turnover data.
• It is recommended that there are always two PCOs working at the same time during core operating hours.

Some of the key factors to consider when identifying the number of enforcement staff required include:
• Number of on-street and off-street parking spaces.
• Whether PCOs patrol on foot or by car, and whether each officer has access to a handheld or vehicle-mounted license plate recognition (LPR) system. o If patrolling by car, consider rush hour traffic and other peak congestion times. • What are the programs that need to be patrolled? Is there a paid parking program? Is there a residential permit parking program?
o If there is a residential permit parking program, consider whether there are overnight parking hours.

When enforcement teams grow past 4-5 FTE, a Parking Control Manager may be added to manage and schedule the team of PCOs. If parking enforcement sits within the Police Department, then this role is typically covered by the Sergeant. If parking enforcement sits within Public Works or another department, then the managerial role should be created when managing the PCOs begins to take a considerable amount of the Parking Manager’s time and the parking budget justifies the hiring of a Parking Control Manager. Prior to hiring a Parking Control Manager, the PCOs should follow the direction of the Parking Manager.

Evaluation for the Town
As emphasized in the “Current Staffing Analysis” section, there is an insufficient level of enforcement staffing in the Town. This is evidenced by clear gaps in enforcement coverage, lack of redundancy (whereby enforcement is considerably impacted should one or both current PCOs take time off), the size of geographic scope, and division of time between parking enforcement and other traffic duties.

The job description of PCOs mostly align with the industry standard. However, there are a couple of important adjustments recommended:
• It is important for the Town to confirm that PCOs are only assigned tasks that they have jurisdiction to complete as per the California Vehicle Code. The Town is recommended to review PCO job duties to ensure compliance with state legislation.
• Should paid parking be implemented, the Town should include cash collection in the duties of PCOs. Cross-training PCOs to perform cash collection, and light maintenance duties, is a good practice. When scheduling the PCOs, it is important that there is an overlap between shifts such that two staff members (two PCOs, or one PCO and one Maintenance worker) are able to collect cash together (as described in the “Field Staff” section). Should PCOs remain under the Police Department, the Town needs to investigate whether this duty can be added to their job description. • Should paid parking be implemented, the Town should also update the training schedule for PCOs to ensure that they are well-acquainted with paid parking technology and can educate the public on how to use and comply with any paid parking regulations.

Based on information regarding current enforcement staffing conditions (see Appendix A) and industry standard enforcement practices, the Town is recommended to have a total of 4 full-time PCOs to monitor a full paid parking program alongside permit parking and time limits.

7 Table 3 illustrates the additional enforcement staffing recommended for the town in order to maximize compliance and Table 4a and 4b provide sample shift schedules for the maximum staffing level recommended.

Table 3. Recommended Additional Enforcement Staffing per Option Option 1 Option 2 Option 3
Required Staffing3 +1 FTE PCO +1 FTE PCO +2 FTE PCOs
Table 4a. Sample Enforcement Schedule for Option 3 on a 5/8 schedule Mon Tue Wed Thu Fri Sat Sun
PCO 1 7:30am –
4:00pm
7:30am –
4:00pm
7:30am –
4:00pm
7:30am –
4:00pm
7:30am –
4:00pm
PCO 2 7:30am –
4:00pm
7:30am –
4:00pm
7:30am –
4:00pm
7:30am –
4:00pm
7:30am –
4:00pm
PCO 3 11:00am –
7:30pm
11:00am –
7:30pm
11:00am –
7:30pm
11:00am –
7:30pm
9:00am –
5:30pm
PCO 4 11:00am –
7:30pm
11:00am –
7:30pm
11:00am –
7:30pm
11:00am –
7:30pm
9:00am –
5:30pm
Table 4b. Sample Enforcement Schedule for Option 3 on a 4/10 schedule Mon Tue Wed Thu Fri Sat Sun
PCO 1 7:30am –
6:00pm
7:30am –
6:00pm
7:30am –
6:00pm
7:30am –
6:00pm
PCO 2 7:30am –
6:00pm
7:30am –
6:00pm
7:30am –
6:00pm
7:30am –
6:00pm
PCO 3 9:00am –
7:30pm
9:00am –
7:30pm
9:00am –
7:30pm
9:00am –
7:30pm
PCO 4 9:00am –
7:30pm
9:00am –
7:30pm
9:00am –
7:30pm
9:00am –
7:30pm
It is recommended that the Town set up patrol routes that enable PCOs to patrol the Downtown and Olive Zone areas 2-3 times per day for any time limited or paid parking spaces. 3 PCO staffing levels are recommended by DIXON and differ to the Town’s intended PCO FTE hires of +0 for Options 1 and 2, and +1 for Option 3. Following the Town’s intended PCO counts results in a smaller enforcement team and therefore lower effectiveness. The result is an estimated -10% in compliance rate, which would need to be updated in financial modeling scenarios.

8 Field Staffing
Standard Field Staff Responsibilities & Best Practices
Besides enforcement staff, there are additional field staff positions that typically address the following key functions:
• Collecting, counting, and reconciling cash from any pay stations against the backend. • Providing Level 1 (basic preventative) maintenance and cleaning services, such as for paid parking equipment (including pay stations and meters) and for off-street parking facilities. • Providing customer service to drivers having trouble finding a parking space, using paid parking equipment, or inquiring about the Town’s parking services. • Remaining on the site during large events or peak hours to manage the traffic flow in and out of offstreet parking facilities and providing customer service. • Report, inspect, and repair any issues with signage, equipment, or infrastructure.

Some common roles that fit within this category include:
• Maintenance Worker
• Customer Service Representative
Regarding revenue collection, the Town is recommended to use mostly credit card-only machines to minimize the need for cash collection; however, a cash-enabled machine is required by state law to be accessible to those who cannot pay with credit cards. Where cash collection and counting are concerned, here are some important operating procedures to incorporate:
• Paid parking monies should be collected in pairs, with a set route defined and a clear set of Standard Operating Procedures (SOPs) defined.
• The frequency of revenue collections will depend on utilization. Meter revenue should be collected at least once per week as a starting point. The revenue collections schedule can be reassessed once demand and utilization are fully understood. Focusing on establishing a primarily credit card-based payment structure (such as number of cash-and-card pay stations and implementing a mobile payment application option) will also reduce the frequency of cash collection runs.

Field Staffing Level Considerations
The following should be considered when evaluating the number of staff required in field roles:
• The number of off-street facilities in operation, and whether the agency wishes to add in-person roving customer service support.
• The number of paid parking devices (such as pay stations or parking meters) deployed, and how many of them accept cash.

Based on the industry standard of performing cash counting in pairs, it is recommended that a Maintenance Worker perform the counting in tandem with a PCO, if another Maintenance or Administrative staff member is not available.

Evaluation for the Town
Today, light maintenance duty falls under the responsibility of Parking Control Officers. However, should the Town implement paid parking, the quantity of work increases due to the addition of paid parking devices (such as pay stations) and the job of cash collection from the field. As such, it is supportive for the

9 Town to hire a dedicated Maintenance Worker for the parking division who would be responsible for maintaining and troubleshooting any paid parking hardware, facilities and infrastructure, signage (including any future digital signage), and to perform cash collection and counting duties. The Town is not in need of Customer Service Representatives and Parking Attendants to support off-street facilities. Table 5 provides an overview of the additional field staffing required.

Training should be provided to all Parking division staff, especially those that will be out in the field (including PCOs), on how to support public questions and handle any comments or complaints appropriately. Ideally, the Town begins with scheduling cash collection on a once per week basis and then adjusts the frequency of the collection schedule as needed depending on the actual quantities of cash being processed.

Table 5. Recommended Additional Field Staffing per Option Option 1 Option 2 Option 3
Required Staffing +0.5 FTE Maintenance Worker + N/A +1 FTE Maintenance Worker Other Improvements
To supplement the recommendations above, the Town can also consider the following.

Job Descriptions
Based on the publicly available parking-related job descriptions, the Town demonstrates a straightforward definition of the roles and responsibilities per position and clearly highlights the career progression within the Parking Control Officer role. Once additional roles have been approved to operate a paid parking program, the Town should consider adding the following into job descriptions:
• Cross-training: The Town should suggest that candidates be open to spending time shadowing and learning other parking-related functions in order to better understand the full parking ecosystem in the Town. By cross-training, the Town may also find that this can improve coverage and effectiveness.
• Ready for technology: The Town should futureproof the vocabulary of job descriptions by referencing potential technological upgrades. The Town should require candidates to learn to manage, operate, or maintain “devices and software related to parking.” Outsourcing
Outsourcing select operations has become a common industry practice. Both private and public sector parking providers generally outsource parking operational services to organizations that specialize in offering these services, including management, maintenance, and equipment/capital improvements.

Purposes for outsourcing include:
• Personnel management: Outsourcing transfers employee and personnel management functions and the associated risks to a contractor dedicated to this line of business and allows agency resources to focus on facility maintenance, improving products/offerings, quality control/assurance, and customer satisfaction without the distractions of implementation and daily functions. The contractor would be accountable for the coverage of open shifts, sourcing temporary and permanent staffing, and training the staff to achieve the levels of performance expected by the agency, relieving the agency of the execution of such responsibilities.

10 • Cost Savings: The total cost for outsourced labor is typically lower than the fully burdened cost of agency staff due to differences in salary and benefit requirements. For select roles where a full-time employee is not required, the vendor may also have more flexibility than the Town in covering partial hours, which reduces the potential of overstaffing. • Staffing consistency: Outsourcing enables the agency to leverage the vendor’s temporary staffing services such that the responsibility to ensure these roles are filled are now that of the vendor, as opposed to an agency staff member. It ensures that the agency is able to provide the first-class customer service its residents and visitors are accustomed to while minimizing the time spent hiring and training staff to attend to parking facilities. Additionally, the Town may wish to have coverage during hours that are more difficult to fill. Contracting out these shifts will put the responsibility of filling them on the vendor.

The Town can consider issuing an RFI to understand whether outsourcing its non-enforcement parking operations (such as cash collection, maintenance, permit program management, etc.) would derive more financial and indirect benefits to the Town than hiring staff to fulfill those roles. In this situation, the Town would still need to create a new position so there is a designated Parking Manager responsible for the program and will have a direct line of communication with the vendor’s assigned project manager. The Parking Manager will now manage this outsourced project manager, as opposed to several direct reports, while also having access to a direct line of communication with the PCO team.

If the Town is considering outsourcing enforcement, a full-service vendor can provide enforcement labor as well as numerous add-ons, including (at an additional monthly charge to the Town) enforcement vehicles, LPR units, uniforms, etc.

From Control to Compliance
The Town should consider renaming the PCO positions to create a more positive impression of parking enforcement. Many agencies have begun to adopt a different approach to the naming of parking enforcement roles due to negative associations the public may have with the role, including sentiments of hierarchy or an assumption that PCOs are “out to get them” and fill a quota of citations. In order to combat this, the concept of “Enforcement” is being re-termed to “Compliance” to demonstrate a more supportive and educational angle of helping the public understand and observe parking regulations. For the agencies that have made this switch, the result is a more positive, friendlier impression of PCOs when they meet drivers out on the street. As such, The Town should consider an alternate name for the position of Parking Control Officer, such as Parking Compliance Officer or Parking Ambassador.

Enforcement Devices
The Town should also consider the number of LPR units that it has access to. For agencies that implement LPR, enforcement labor costs and staffing levels could be reduced by an estimated 10%-12% annually due to increased enforcement efficiency and coverage.

There are two formats of LPR: fixed-mount LPR devices which can be installed on vehicles used for enforcement (consistent with the Town’s current equipment), and mobile LPR units which refer to handheld technology that assists an employee to capture data on foot. Currently, the Town has one vehiclemounted mobile LPR set, which means that only one PCO at a time is able to perform enforcement in an efficient, drive-by manner. The Town is also recommended to leverage handheld citation issuance devices to monitor for compliance during foot patrols.

11 Summary
The Town is currently understaffed in its parking operations, especially in terms of enforcement. Staffing level changes are recommended regardless of which parking program option the Town proceeds with.

Especially if paid parking is implemented, additional staffing will be required to accommodate the enforcement and management needs of a more robust parking operation.

Once the Town has selected an option to pursue, the Town is recommended to target additional staffing counts that are as close as possible to the required staffing levels provided in this memo and summarized in Appendix B. Choosing to hire below the required staffing levels may result in lower compliance, a lack of program oversight, impacts to paid parking equipment performance, and impacts to accurate and timely revenue counts and collections.

After 6 months and then 12 months of fully staffed operations, the Town is recommended to review staffing levels to evaluate the impact on compliance and adjust accordingly.

12 Appendix A – Current Enforcement Staffing Conditions The Town has provided the following data for consideration:
• Approximately 400 citations issued per month.
• 615 on-street and 435 off-street surface lot spaces to patrol for a total of 1050 parking spaces. • The Town has access to one vehicle with one Mobile LPR system mounted. • Approximately 600 residential parking permits issued per month, with two districts that have overnight operating hours.
• The Town intends to enforce parking Monday to Saturday. Timed parking spaces today have varying operating hours between 9am and 7pm. Under Option 3, paid parking spaces would be in effect from 9:00am to 6:00pm.
• Oversight of the PCOs currently falls within the scope of the Traffic Sergeant.

The Town currently has 2 FTE PCOs enforcing Monday to Saturday from 7:30am to 7:30pm. Their shifts are as follows:
• Officer 1: Begin at 7:30am, end at 4:00pm (Monday to Friday) o Focus is on time limits, which is in effect from 9:00am to 6:00pm Mondays to Saturdays. • Officer 2: Begin at 11:00am, end at 7:30pm (Tuesday to Saturday) o Focus is on residential permit parking and any special evening events.

Appendix B – Summary of Required Staffing Levels Per Option Option 1 Option 2 Option 3
Program
Management +1 FTE Parking Manager +1 FTE Parking Manager +1 FTE Parking Manager +1 FTE Admin Assistant
Enforcement +1 FTE PCO +1 FTE PCO +2 FTE PCOs
Field Staff +0.5 FTE Maintenance
Worker + N/A +1 FTE Maintenance
Worker
Note: The staffing charts here exclude the addition of a Temporary Park Services Officer (PSO), who would be responsible for executing daily parking operations (including enforcement, maintenance, and fee collection) at Oak Meadow Park. The Town plans to request the addition of this PSO regardless of the option that Town Council proceeds with.

DIXON RESOURCES UNLIMITED 1
Memorandum
To: Town of Los Gatos
From: Dixon Resources Unlimited
Date: March 31, 2023
Subject: Paid Parking Management Case Studies
Introduction
Dixon Resources Unlimited (DIXON) has prepared this memorandum on behalf of the Town of Los Gatos (Town) to demonstrate case studies focused on paid parking management in the cities of Paso Robles, Santa Rosa, and Sausalito. DIXON and the Town selected these three cities as they have (a) demographic similarities to that of the Town, and (b) have already implemented a paid parking program, which the Town is considering as part of the Parking Roadmap completed by DIXON in 2019.

The following case studies will highlight the revenue figures, parking rate structures, and staffing plan of each City.

Paso Robles
The parking program in the City of Paso Robles consists of 468 on-street paid parking spaces, 5 off-street lots (3 of which provide permit parking), a merchant validation program, an employee parking permit program, and a senior parking permit program. The City initiated their paid parking program in 2018 and it is overseen by one Parking Coordinator. Their paid parking program revenues for the fiscal year of 2021-2022 was $408,640.

Paso Robles offers a unique customer value rate model for their on-street spaces, as well as free public parking and permit parking at their off-street lots. Paso Robles’ on-street rate model includes 2 hours of free parking, followed by a rate of $2/hour (increased from $1/hour as of February 2023). The intent of the free period was to blend the benefits of a two-hour time limit with the flexibility of the ability to pay to stay longer.

Although this rate model has helped the City’s parking program earn awards and recognition, Paso Robles ultimately concluded that it did not generate enough paid parking revenue to cover costs, or data to determine next steps, as 95% of all parking sessions were within the free period and no data was collected regarding duration of stay. The City also launched the program with insufficient parking enforcement staffing, so the compliance was low. The future of the parking program in Paso Robles is uncertain as the City aims to collect data and review next steps.

Prior to implementing paid parking, the City piloted an employee parking permit program focused on voluntary compliance to encourage employees to park in off-street locations before introducing any on-street policies. Despite extensive outreach efforts, low-cost permits, guaranteed permit parking spaces, and ongoing community education efforts, utilization trends showed that employee behavior patterns did not change; they still preferred to take up valuable on-street spaces. This emphasizes the importance of introducing a no reparking rule in locations with time limits, or converting to a paid parking program.

ATTACHMENT 4

DIXON RESOURCES UNLIMITED 2
Regarding equipment, the City currently uses Flowbird to manage both pay stations (accepting coin and credit card) and mobile payments, and recently introduced a Pay By Text feature. Its Merchant Validation Program has three validation options that can be purchased in bulk at a discounted rate.

Administering this program is the Downtown Parking Operations Division, which sits under the Policy department and encompasses the following staff primarily focused on parking:

Function Role # of Staff
Program Management / Administrative Parking Coordinator 1 FTE Enforcement Parking Ambassadors 2 FTE, 1 PTE
The program lacked sufficient staffing during the early stages of its operation with 2 full-time staff members but only one fully dedicated to the parking program. However, as of August 2022, Paso Robles now has a small team of Parking Ambassadors providing parking enforcement for the program and support for the Parking Coordinator. For its scale of operations, Paso Robles’ parking team is still considered understaffed in administrative and program management capacities.

Santa Rosa
The parking program in the City of Santa Rosa consists of 4,656 on- and off-street paid parking spaces, a merchant validation program, and a residential permit parking program. Their paid parking program started in 1945 and continues to operate today, except for certain event-driven suspensions such as during the COVID-19 pandemic. Santa Rosa’s parking program revenues for the fiscal year of 2021-2022 was $3,182,043.

Santa Rosa’s parking rates are categorized as “Premium” (in high-demand spaces downtown) or “Value” (in the periphery of downtown) and are as follows:

Type of Space Rate Application
Premium Spaces $1.50/hour up to 3 hours max On-street and off-street Value Spaces $1.00/hour up to 4 hours max On-street, off-street surface lots, and without a time limit in garages
Santa Rosa uses a combination of coin and credit card pay stations and single-space meters, along with a mobile payment application. As of July 1, 2023, Santa Rosa is offering free parking in their garages for the first hour of each session, as well as on weekends in the winter between Thanksgiving and the New Year. The City also offers a merchant validation program where vouchers can be purchased in bundles.

The Parking Division is located within the City’s Finance department and encompasses the following staff1 primarily focused on parking:
1 Data from https://publicpay.ca.gov for the year 2021.

DIXON RESOURCES UNLIMITED 3
Function Role # of Staff
Program Management /
Administrative
Parking Manager 1 FTE
Parking Operations Coordinator 3 FTE
Parking Programs Coordinator 1 FTE
Field Staff Parking Operations Aide 6 FTE, ~5 PTE
Senior Maintenance Worker – Parking 1 FTE
Maintenance Worker 2 FTE
Enforcement Supervising Parking Enforcement Officer 1 FTE Parking Enforcement Officer 1 FTE, 4 PTE
Santa Rosa’s staffing levels demonstrate that of a consistent, developed program where parking management has demonstrated its value.

Sausalito
The City of Sausalito’s parking program consists of metered and permitted on-street parking spaces, 4 prepaid parking lots and 1 short-term free parking lot, a Daily Parking Card program, an employee permit parking program, and a residential permit parking program. In total, the City has 770 paid parking spaces.

The program used to be part of the Parking & Transportation Department until it was dissolved and moved to the Police Department. Its annual parking program revenues for the fiscal year of 2020-2021 was $1,393,956.

As a location that attracts much tourism, their parking rates distinguish between whether it is during “Peak Demand” (May 1 through September 30) or “Off-Peak” (October 1 through April 30) season. Their on-street rates are further categorized geographically into “Downtown Core”, “Downtown Periphery” (within 250 feet of the Downtown Core), or “Non-downtown Commercial” areas as follows:

On-Street Off-Street
Peak
Demand
• Downtown Core: $6/hour
• Downtown Periphery: $4.50/hour
• Non-downtown Commercial: $3/hour
$3-$5/hour,
$30-$50 max per day
Off-Peak $2.50/hour in all zones
$2-$3.50/hour,
$20-$35 max per day
Sausalito uses single-space meters for on-street parking, and a combination of pay stations and a mobile payment application for pre-paid off-street parking. The City offers a Daily Parking Card program that allows daily parkers to park for a flat fee of $6 per parking session (increased from $4/session in December 2022).

The City also offers an employee permit parking program and a resident parking permit program.

At its peak, Sausalito’s parking program was overseen by up to 10 permanent employees and 11 part-time employees before the Parking & Transportation Department was dissolved, which was when Parking Access and Revenue Control System (PARCS) equipment was removed, attendant positions were dissolved, and the shuttle program was defunded. Today, Parking Services sit under the Police Department and consists of the following staff:

DIXON RESOURCES UNLIMITED 4
Function Role # of Staff
Program Management
/ Administrative
Police Captain, Support Services 1 FTE
Parking Operations Manager 1 FTE
Enforcement Police Lieutenant 1 FTE
Parking Enforcement Officers 4 FTE
Many of Sausalito’s key parking program roles are now contracted out (including coin collection, revenue counting, citation processing, and parking permit fulfillment). The number of contracted staff is equivalent to approximately 2.5 FTE. The City has changed directions multiple times in how resources are directed to parking, and the choice to outsource much of the parking services today points to the City’s strategy to minimize internal resources and focus on parking management.

DIXON RESOURCES UNLIMITED 5
Appendix A – Comparison Table
City Annual Parking Revenue Total # of Paid Spaces Est. Total # of FTE/PTE Paso Robles $408,640 On-street: 468
Off-street: 0
3 FTE / 1 PTE
Santa Rosa $3,182,043 On-street: 1,170
Off-street: 3,486
16 FTE / 9 PTE
Sausalito $1,393,956 On-street: 180
Off-street: 590
7 FTE

PREPARED BY: Nicolle Burnham
Director of Parks and Public Works
110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/15/2023
ITEM NO: 14

ADDENDUM
DATE: August 11, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Report on Downtown Paid Parking Program Models and Consider the Following Actions:
a. Direct Staff to Return to Council with an Updated Fee Resolution to:
i. Increase the Rates Effective January 1, 2024 for Residential Permit Parking to $52 per Year for Vehicle One, and $72, $92, and $112 for Vehicles Two, Three, and Four, Respectively;
ii. Set Rates for Residential Permits in the Olive Zone to Match Rates for the Town’s Other Residential Parking Zones Effective January 1, 2024; and
iii. Eliminate the Annual Fee for Employee Parking in the Olive Zone Effective January 1, 2024;
b. Provide Direction to Staff Regarding the Establishment of Residential Permit Rates for Low Income Residents Defined as Households with Income of Less than 80% of Area Median Income;
c. Provide Direction to Staff Regarding the Two Free Visitor Passes that are Available to Each Household in the Residential Permit Parking Areas; and d. Provide Feedback and/or Direction on the Paid Parking Program Options, Pricing Models, Service Delivery Scenarios, and Staffing Alternatives Required to Support a Functioning and Effective Downtown Paid Parking Program.

REMARKS:

On August 10, 2023, outreach was conducted for this Council item with the Complete Streets and Transportation Commission and business stakeholders, which included two meetings held Chamber of Commerce.

Over 150 business stakeholders were invited via direct email, and additional meeting information was shared on the Town’s social media platforms and through the Chamber of Commerce’s business communication. The meetings at the Chamber of Commerce were attended by approximately 20 business owners, property owners, and employees of downtown businesses. Feedback and requests for additional discussion received included:

PAGE 2 OF 3
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 10, 2023
REMARKS (continued):

1. The employee parking program is working well. Several attendees concurred that these permits should remain free, for the long-term, to encourage usage and support the Town’s downtown employees.

2. Employee parking should be expanded to include Saturdays, which would then encompass the full duration of time-regulated parking. Currently, it is set for Monday through Friday, and employees that work on Saturdays find it more difficult to park.

3. Full support was expressed for adopting equitable permit fees (no charge) for all employee parking permits.

4. Consideration must be given to the high school students, their use of parking, and pickup/drop-off circulation.

5. Comparison of parking rates for parking in other Bay Area jurisdictions would be helpful to better understand the area’s market rates; and, for those with pay to stay options, understanding how long is free before the pay per hour begins.

6. Understanding of when paid parking programs were implemented elsewhere, any effects on visitor attrition and leakage to other neighboring jurisdictions without paid parking.

7. Before implementing paid parking, staff should consider how the program could impact businesses with private parking lots.

8. Several businesses stakeholders expressed full support for implementing a paid parking program that offers their customers more flexibility when appointments and visits to downtown are longer than anticipated, especially when coupled with no daily parking time limits. This may encourage visitors to feel more relaxed and stay in Town longer to patronize more businesses. Others were less supportive of moving to any form of paid parking and questioned why it is being considered. The divide was typically related to the industry of the specific business.

9. Specific parking rate amounts were not a topic that drew much discussion, rather the concept of any paid parking versus no paid parking, except as they relate to the cost of employee parking permits. There was general concurrence that the employee permits should remain much less expensive than if an employee were to regularly use the paid parking option in the general parking lot areas to keep employees parked in their designated permit spaces.

10. If a paid parking program is implemented, most businesses showed interest in having a validation option that is simple for both the customer and the business.

The item was agendized for discussion at the regularly scheduled meeting of the Complete Streets and Transportation Commission. The item included a summary of costs and discussion of the staffing needs to provide a paid parking program. Comments from the Commission members varied and included the following:

PAGE 3 OF 3
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 10, 2023
REMARKS (continued):

1. Consideration of high school parking, pick-up and drop off should be included for any paid parking scenario.

2. Many employers charge employees for parking to discourage driving and to meet Transportation Demand Management goals. Based on this, paid parking for employees should be considered.

3. Contract of the operation of a paid parking program should be explored, including developing an understanding of how that might change any fees and charges and revenue generation.

4. In setting rates, consideration should be given to low-income visitors; fees should balance disincentivizing occupying spaces for the long term but be low enough to not discourage visitors from coming to Town. Others suggested that higher rates for parking cars would encourage walking and biking.

Attachments received with the Staff Report:

1. Downtown and Olive Zone Boundaries

2. Cost Recovery Evaluation

3. Parking Staffing Plan

4. Case Studies

PREPARED BY: Nicolle Burnham
Director of Parks and Public Works
110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 08/15/2023
ITEM NO: 14

ADDENDUM B
DATE: August 14, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Report on Downtown Paid Parking Program Models and Consider the Following Actions:
a. Direct Staff to Return to Council with an Updated Fee Resolution to:
i. Increase the Rates Effective January 1, 2024 for Residential Permit Parking to $52 per Year for Vehicle One, and $72, $92, and $112 for Vehicles Two, Three, and Four, Respectively;
ii. Set Rates for Residential Permits in the Olive Zone to Match Rates for the Town’s Other Residential Parking Zones Effective January 1, 2024; and
iii. Eliminate the Annual Fee for Employee Parking in the Olive Zone Effective January 1, 2024;
b. Provide Direction to Staff Regarding the Establishment of Residential Permit Rates for Low Income Residents Defined as Households with Income of Less than 80% of Area Median Income;
c. Provide Direction to Staff Regarding the Two Free Visitor Passes that are Available to Each Household in the Residential Permit Parking Areas; and d. Provide Feedback and/or Direction on the Paid Parking Program Options, Pricing Models, Service Delivery Scenarios, and Staffing Alternatives Required to Support a Functioning and Effective Downtown Paid Parking Program
REMARKS:

Attachment 5 contains public comments received between 11:01 a.m. Thursday, August 10, 2023, and 11:00 a.m. Monday, August 14, 2023.

Attachments received with the Staff Report:

1. Downtown and Olive Zone Boundaries

2. Cost Recovery Evaluation

3. Parking Staffing Plan

4. Case Studies

PAGE 2 OF 2
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 14, 2023
Attachments received with this Addendum B:

5. Public Comments received between 11:01 a.m. Thursday, August 10, 2023, and 11:00 a.m.

Monday, August 14, 2023

< >
From:

Sent: Friday, August 11, 2023 12:50 PM
To: Council <[email protected]>
Cc: Monica Renn <[email protected]>; Mike Millen
Subject: Los Gatos Downtown Paid Parking Program comments [EXTERNAL SENDER]
Dear Council:

I have reviewed the staff report and I attended one of the meetings this week about the parking programs in town.

First, I am very much in support of the current employee parking program and I believe it should be expanded to include Saturdays (currently it is Monday through Friday only).

Second, I am very much against any paid customer parking program. Such a program will harm my tenants, discourage customers from coming to Los Gatos, further reduce our competitiveness with downtown Campbell, and the program will cost a lot of money and the costs will naturally increase dramatically as time goes on.

The entire issue of a paid customer parking program appears to be caused by high school students parking spilling out on the Main Street area and clashing with salon customer parking. This is not a good reason to create a new downtown-wide program that will have so many negative effects. One solution to the high school kids parking issue is to have the town contact our state senator and state representative and ask them to change California law and allow high school kids to carpool together to and from school ONLY. This will not be a safety issue and will cut the number of kids driving to school by 50% or more. A simple, cost effective solution that protects the community and does not require another government program.

I urge you to expand the employee program to include Saturdays.

I urge you to reject all paid customer parking programs for downtown Los Gatos.

Thank you,
Mark Millen
Los Gatos, CA
ATTACHMENT 5

-----Original Message-----
From: Mary Patterson < >
Sent: Wednesday, July 26, 2023 3:03 PM
To: Town Manager <[email protected]>
Subject: Parking
[EXTERNAL SENDER]
If you require people to pay for parking, they will not come and there will be more empty store fronts!!!
M. Patterson
Resident
Sent from my iPhone
From: Inder Singh < >
Sent: Friday, August 11, 2023 1:06 PM
To: Council <[email protected]>
Subject: Against paid parking
[EXTERNAL SENDER]
Hello Council,
Paid parking will really make shopping not a pleasant experience for my customers.

I currently also have a location at Valley Fair Mall,last year Valley Fair started paid parking which was so annoying for customers.I had lot of Los Gatos customers shopping at Valley Fair I can’t tell you how many customers said to me personally they will never shop at valley Fair again.which is what made me come to Los Gatos.now same thing again.

It is my humble request to drop the idea of paid parking for customers.

Regards
Inder singh
Departures
301N Santa Cruz Ave
Los Gatos Ca 95030

From: < >
Sent: Friday, August 11, 2023 12:50 PM
To: Council <[email protected]>
Cc: Monica Renn <[email protected]>; Mike Millen
Subject: Los Gatos Downtown Paid Parking Program comments [EXTERNAL SENDER]
Dear Council:

I have reviewed the staff report and I attended one of the meetings this week about the parking programs in town.

First, I am very much in support of the current employee parking program and I believe it should be expanded to include Saturdays (currently it is Monday through Friday only).

Second, I am very much against any paid customer parking program. Such a program will harm my tenants, discourage customers from coming to Los Gatos, further reduce our competitiveness with downtown Campbell, and the program will cost a lot of money and the costs will naturally increase dramatically as time goes on.

The entire issue of a paid customer parking program appears to be caused by high school students parking spilling out on the Main Street area and clashing with salon customer parking. This is not a good reason to create a new downtown-wide program that will have so many negative effects. One solution to the high school kids parking issue is to have the town contact our state senator and state representative and ask them to change California law and allow high school kids to carpool together to and from school ONLY. This will not be a safety issue and will cut the number of kids driving to school by 50% or more. A simple, cost effective solution that protects the community and does not require another government program.

I urge you to expand the employee program to include Saturdays.

I urge you to reject all paid customer parking programs for downtown Los Gatos.

Thank you,
Mark Millen
Los Gatos, CA

-----Original Message-----
From: Sue Farwell
Sent: Monday, August 14, 2023 10:45 AM
To: Monica Renn <[email protected]>
Subject: Council Parking Agenda
[EXTERNAL SENDER]
Esteemed Council Members,
I would like to offer my input on the downtown paid parking models in the report proposed by staff of the council meeting. Monica Renn and Nicole Burnham presented the different options at a stakeholder meeting last week at the chamber of commerce. I haven’t reviewed at the Dixon parking report in a while, but both Monica and Nicole referenced the report with regard to many of the models in the proposals.

On the updated fee schedule I feel the cost recovery as proposed for residential parking is fair under (a.i). I live in a residential parking zone and without the residential permits I would not be able to find parking near my home. I also feel that the town needs to keep the 2 visitor parking permits per address at no fee, these are used occasionally and should be included if you have paid for a residential parking permit. I would like to express my strong dislike of the “Get a Permit” web app to pay for residential permits. The website is difficult to update and their response time and ability to resolve issues is terrible.

Matching rates in the olive zone for employee parking seems equitable as well and should be included in a town wide employee parking permit fee. The purpose of the employee parking permit is to allow employees to park once and not have to continually move their car. This permit should cost a minimal amount and be renewable every 6 months. The renewal process should be seamless, and perhaps a $10 or $20 fee associated with the permit would allow for the cost recovery of processing the permit. This will help with the accounting of the true number of employee parking permits issued and the number of required employee parking spaces. The system now has no accounting of “active” and “non-active” employee permits since they are free they in essence don’t expire, so the town really has no idea of the true number of employee parking spaces needed. Having proof of employment and a small fee associated with the issuance and renewal of the employee permit will result in the expired permits to be removed from the system.

On the option for paid parking, perhaps we’re not “there” yet if we can control the actual need for employee parking, but it would allow for a longer or all day option for our customer base. In considering the paid parking structure, none of the options presented allow for a 30 minute or 1 hour free on street parking only. I understand these are “prime” parking spaces to charge a fee, but if the time limits were shortened then the parking spaces would turn over more often, encouraging the longer parking time limits to move to the surface lots. This eliminates the

need for multiple parking pay stations on the street, and the ability to quickly park and shop for to-go items or a make a quick retail shopping trip easy.

In my opinion, the paid parking would encourage customers to stay longer and not worry about getting a ticket. The consensus in the most of the options is to allow for 3 free hours, and then charge a fee on an hourly or full day basis. If this was implemented with $1.00 per hour rate after 3 hours or a $5.00 all day option the cost should be acceptable to most of our customer base. This should allow for the cost recovery, not necessarily a profit or revenue option, but we shouldn’t be trying to profit off our parking if we are not going to use the money to build another parking garage.

Oak Meadow parking…allow for a free 1 hour option to encourage the use of the play structures which is so important and enjoyable for the kids.

There are so many options presented, perhaps the best move is to eliminate at least 2 of the options, or create an option 4 that has the best of the 3 paid parking scenarios included. I myself do not like the idea of the pay stations on the street, so I would encourage all street parking to be short term and free. I also do not like the no re-park rule, what if you need t make 2 trips to downtown, not you will be ticketed for re-parking in the same or different lot.

Sincerely,
Sue Farwell

PREPARED BY: Nicolle Burnham
Director of Parks and Public Works
__________________________________________________________________________________________ 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: 08/15/2023
ITEM NO: 14

DESK ITEM
DATE: August 15, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive the Report on Downtown Paid Parking Program Models and Consider the Following Actions:
a. Direct Staff to Return to Council with an Updated Fee Resolution to:
i. Increase the Rates Effective January 1, 2024 for Residential Permit Parking to $52 per Year for Vehicle One, and $72, $92, and $112 for Vehicles Two, Three, and Four, Respectively;
ii. Set Rates for Residential Permits in the Olive Zone to Match Rates for the Town’s Other Residential Parking Zones Effective January 1, 2024; and
iii. Eliminate the Annual Fee for Employee Parking in the Olive Zone Effective January 1, 2024;
b. Provide Direction to Staff Regarding the Establishment of Residential Permit Rates for Low Income Residents Defined as Households with Income of Less than 80% of Area Median Income;
c. Provide Direction to Staff Regarding the Two Free Visitor Passes that are Available to Each Household in the Residential Permit Parking Areas; and d. Provide Feedback and/or Direction on the Paid Parking Program Options, Pricing Models, Service Delivery Scenarios, and Staffing Alternatives Required to Support a Functioning and Effective Downtown Paid Parking Program
REMARKS:

The staff report had a couple of errors and this Desk Item provides the correct information.  The staff report incorrectly stated that the residential rate in the Olive Zone was $248.

The cost of all residential permits is $42 a year per vehicle. The Villa/East Main Street Residential Permit Parking district is on the east side of Highway 17, includes Villa Avenue and Jackson Street, and overlaps with the Olive Zone business parking (which is not to be confused with the Olive District Residential Permit area that is located west of N. Santa Cruz Avenue near Robert’s Road and the Department of Motor Vehicles office).

PAGE 2 OF 2
SUBJECT: Paid Parking Models and Strategies and Other Recommendations DATE: August 14, 2023
REMARKS (continued):
 In the “Existing Staffing Resources and Challenges” section on page 9 of the report, the gap that has occurred without the temporary, part-time Parking Manager is in parking management and community outreach. Specifically, there is no staff assigned for permit parking program oversight and analysis, policy development, research, data collection and analysis, parking striping/signage maintenance, parking vendor contracts and management, equipment and technology procurement and implementation, and other efforts (e.g., preparation of reports).

All parking permits are handled by the Police Department’s Community Outreach Coordinator, including all downtown employee permits. This is the staff member who is currently providing direct customer service to all businesses, employees, and residents interested in any of the Town’s parking permits. Even though the permit application is on-line, considerable hand holding is needed to help customers navigate the software and respond to questions.

Attachment 6 contains public comments received between 11:01 a.m. Monday, August 14, 2023, and 11:00 a.m. Tuesday, August 15, 2023.

Attachment 7 contains a PowerPoint presentation.

Attachments previously received with the Staff Report:

1. Downtown and Olive Zone Boundaries

2. Cost Recovery Evaluation

3. Parking Staffing Plan

4. Case Studies
Attachments previously received with Addendum B:

5. Public Comments received between 11:01 a.m. Thursday, August 10, 2023, and 11:00 a.m.

Monday, August 14, 2023
Attachments received with Desk Item:

6. Public Comments received between 11:01 a.m. Monday, August 14, 2023, and 11:00 a.m.

Tuesday, August 15, 2023

7. PowerPoint Presentation

ATTACHMENT 6
From: Julie Conlisk <j >
Sent: Monday, August 14, 2023 7:57 PM
To: Maria Ristow <[email protected]>; Mary Badame <[email protected]>; Matthew Hudes <[email protected]>; Rob Moore <[email protected]>; Rob Rennie <[email protected]>; Town PPW <[email protected]> Cc: Brian Conlisk
Subject: NO - TO PAID PARKING PROGRAM
[EXTERNAL SENDER]
To: Los Gatos Town Council, Parks and Public Works
We have reviewed staff’s presentation and object for numerous reasons. We believe adding parking fees will NEGATIVELY IMPACT DOWTOWN RETAIL AND SERVICES (We are not involved any downtown business other than as patrons and can walk to town most days). We are long time residents who have always supported the downtown merchants and restaurants. Our town retail has suffered through many life altering events; most notably the internet shopping and now, unique to Los Gatos, is the beach traffic. In order for Los Gatos merchants to survive they need not only town support but support from neighboring communities. Access and parking are key. Adding paid parking programs and the town looking for a further revenue source from retail shoppers or diners is very wrong.

Why put yet another obstacle in our town’s business’ path? Some of our concerns with the proposal include:
*People should be able to pull in and park, not find a Kiosk or download an app to do so. *Can you pull in to a spot and not mess with a parking meter if you are staying less than 2 hours? *What about people who are not tech savvy and find using an app confusing? *Parking apps are not universal, visitors will be required to download an app in order to park.

We should be trying to figure out how to make Los Gatos more user friendly, not more challenging.

We should not be in a hurry to change the small town feel of Los Gatos.

The town should not be looking for revenue from downtown shopping and dining visitors, especially when retailers are already struggling.

Best regards,
Brian and Julie Conlisk
From: Paul Gunsky < >
Sent: Monday, August 14, 2023 9:40 PM
To: Town PPW <[email protected]>; Monica Renn <[email protected]> Subject: Downtown Parking Discussion - Comments from CineLux Theatres, Operator of The Los Gatos Theatre
[EXTERNAL SENDER]
Honorable Mayor and Town Council:

I am providing this comment as the managing entity of The Los Gatos Theatre. I did attend the recent workshop provided by the Town. However unfortunately I am out of town August 15 and find it necessary to provide comment in the best interest of the theatre regarding possible changes to the downtown parking program.

ATTACHMENT 6
CineLux Theatres has been granted the privilege of operating this iconic theatre since late 2022. The relaunch of this theatre has been challenging as it was closed for nearly three years. The Los Gatos Theatre was the last cinema in Santa Clara County to reopen after the pandemic.

As an industry, we are still recovering as we wait for Hollywood Studios to return to their pre pandemic levels of films released. At The Los Gatos Theatre we have worked tirelessly to engage the community and to be a good steward of the theatre.

The theatre’s attendance has consistently increased over the past eight months. We are still building awareness and expect attendance to increase. The Theatres’s patrons frequent other nearby restaurants and businesses. It’s truly a win win for the downtown.

I am concerned that a paid downtown parking program will negatively affect the The Los Gatos Theatre. Unlike other businesses in the downtown, the theatre’s product (filmed entertainment) is identical and simultaneously exhibited in other nearby cinemas; cinemas that do not require paid parking. There is no other cinema in Santa Clara County which requires paid parking (exception Valley Fair which is Validated by Westfield / Property owner).

There are very few downtown theatres which still exist. It was through the Goetz’s vision and commitment which preserved this wonderful venue. A paid parking program would greatly reduce the appeal and convenience of The Los Gatos Theatre.

For the record, CineLux Theatres introduced reserved seating which eliminates “overlap” parking. In other words the audience will leave prior to the arrival of the next audience. Reserved seating eliminates the need for guests to arrive early, as their seats have already been selected online.

My apologies for my absence. I do look forward to working with the Town and the community in keeping The Los Gatos Theatre vibrant and the center piece of the downtown.

With regards,
Paul Gunsky
Manager,
CineLux Theatres Los Gatos LLC
P.O. Box 54100, San Jose, CA 95154 USA
Phone: 408-559-7469
Fax: 408-580-5000
Email: [email protected]
www.CineLuxTheatres.com
facebook.com/CineLuxTheatres
https://www.instagram.com/cineluxtheatres
--
Paul Gunsky

ATTACHMENT 6
From: Heather Maggetti < >
Sent: Tuesday, August 15, 2023 6:51 AM
To: Town PPW <[email protected]>
Subject: Town council meeting parking
[EXTERNAL SENDER]
Good morning!
l am the owner of Parlour 308 hair salon at 308 E. Main St. This October, we proudly celebrate our 17th year of being in business. I'm sure I don't need to tell you that the last few years have been difficult. Covid was particularly hard on hair salons. Thankfully, we managed to weather the storm and rebuild to become a successful storefront once again.

The beginning of 2023 was a turning point for us. We were finally seeing both stylist and clients feeling comfortable enough to return to the salon. As that happened, road construction was booming (I understand that was unavoidable), The Club Gym completed their remodel, and many sophomore high schoolers were getting their drivers licenses and able to drive themselves to school for the first time. These things combined have been the perfect storm and leave us with virtually no place for either our stylist or our patrons to park. It's been challenging to say the least! Clients come in upset and stylist have to interrupt their workday every 90 minutes to run out and try and find a new parking spot! It's exasperating!
I was made aware the the town of Los Gatos provides parking permits downtown for the low, affordable price of $42 and even has special spots designated for employee parking only! Our side of town pays $252 for a parking permit and has no special spots! I have to ask... why the preferential treatment??? I attended the town council meeting last week to hear what possible options are being considered. The “pay to stay” option I believe will only make our parking situation worse on E. Main. Parents of Los Gatos high school students will have NO problem paying for their students to park in olive zone parking all day and this is pretty much the only lot available for out patrons to park. This option will be absolutely disasterous for our side of town. I support “pay to stay” in down town proper… University and Santa Cruz Avenue but implementing anywhere near the high school will only worsen the existing problem! Our salon provides a space for over 20 professional independent contractors to call home.That's over 20 business liceses to the town of Los Gatos each year! Our clients also bring a TON of business to other storefronts and restaurants throughout town... our clientele spans the Bay Area and they love to make a day of it when they get their hair done.

I was born and raised in this town and have called it home for nearly 53 years. I went to school at both St Mary's and Los Gatos high school. I have watched this town evolve from small village to a booming epicenter of commerce for the Bay Area. I love this town and have always been proud to call it my home! We donate constantly to fund raising events and really try to be a strong member of the community. I beg of you to consider helping us! Our parking situation is hurting our business!
Thank vou for your consideration!
Heather Maggetti
Owner
PARLOUR 308
Sent from my iPad

ATTACHMENT 6
-----Original Message-----
From: Karen Jensen < >
Sent: Tuesday, August 15, 2023 7:59 AM
To: Town PPW <[email protected]>
Subject: NO Paid Parking please
[EXTERNAL SENDER]
Hello
My name is Karen Jensen. I have lived in Los Gatos for 25 years now. I currently own a retail business at 88 West Main St. for 15 years.

The paid parking program would be a horrible idea. It would negatively impact our retail and restaurant business in town. Retailers already suffer enough with Internet shopping and our beach traffic. The town should not be looking for extra revenue from downtown shopping and dining visitors.

Let our town work on being more user-friendly, not more challenging.

Thank you,
Karen Jensen
Loma Alta Ave
Los Gatos
Sent from my iPhone
From: Mark Oliverez < >
Sent: Monday, August 14, 2023 8:46 PM
To: Council <[email protected]>
Subject: Public Comments #14 a,d Parking
[EXTERNAL SENDER]
Dear Council members,
14a. I understand the desire to solve problems and increase revenue for the city/town, but increasing the parking permits fees for residents or owners should not be the solution, nor should it be considered. Residents and owners should not be singled out or burdened by additional fees because of where they live. Residents and owners that live just outside of downtown do not pay any permit fees ( as it should be) and neither should residents or owners of downtown homes. It's not fair, it does not solve any parking problems; and it only serves to punish downtown residents for living where they do. Increases like these seem to be done without thought or consideration to what

ATTACHMENT 6
is right or fair to all residents of the community. Just because you can is not a reason to do something.
14d. This is another bad idea which falls into the same category of "just because you can, it does not mean it's a good idea". Paid parking in downtown Los Gatos would be a disaster to businesses, and another bad idea. Do not allow the town Los Gatos to become a penny wise, but pound foolish town. I am a local residential and commercial real estate sales broker, as well as a consumer of local retail and business. The current 2-hour and 3-hour parking is a must, and a benefit to keeping the businesses thriving in this town. Meters are a pain and not welcoming to a consumer. Yes, they are in many cities and towns, but not in all, and that's a good thing. Whether the meters have apps, credit cards or coins, nobody likes them and the initial feeling a downtown visitor gets is you are not really welcome here, but we will take your money whether to stay long or not. No, No and wrong. Let this town be a welcoming town, that means: make it easy to park and easy to hang out. With the current parking times a family can easily enjoy shopping, dining and visiting professional businesses without feeling rushed because of some silly meter. In fact, if any change were to be made, I would say "make all 2-hour parking, 2.5 or 3-hour parking". This would actually allow for a more relaxed visit.

In conclusion, I believe I speak for most of our Los Gatos residents when I say: "do not let yourself be swayed by the illusion of progress." Leave meters, high permit fees, or short stays to the big cities who really don't care whether you feel welcome or not. That way of thinking is not what Los Gatos is about, so I implore you not to allow these proposals to occur.

Thank you for your time,
Mark Oliverez
University Ave Resident/Owner

ATTACHMENT 6
From: Ginger Rowe < >
Subject: Pay to Stay Parking
Date: August 15, 2023 at 11:00:39 AM PDT
To: [email protected]
Cc: [email protected], [email protected], [email protected], [email protected], [email protected]
Good morning,
While I have been reading, following, and dealing with parking issues from a business perspective as well as a residence for the past 30+ years. I do not agree that now is the time for our downtown business community to making changes like this. Those of us that have been around long enough have drudged through the past several years during Covid to stay alive, staff, and deal with changing times, business environment, etc. This past year has brought even more challenges with the downturn in the economy and threat of another extended recession.

I feel that any more hurdles that we as businesses would have to face could potentially devastate us. I can’t say that I am completely opposed to a “pay to stay” model for our parking lots, eventually….many customers complain constantly about the limited time for things in town. I would say either first address extending time by an hour for free currently, or wait until there has been an upswing in business in general before implementing another change in what we are facing as brick and mortar stores. I also firmly believe that it would have to be approached in a very careful manner in the future.

Thank you,
Ginger Rowe
Time Out Clothing
108 N. Santa Cruz Avenue
Los Gatos, CA. 95030
(408) 354-8653
www.timeoutclothing.com
From: Rachael Martines < >
Sent: Tuesday, August 15, 2023 8:44 AM
To: Town PPW <[email protected]>
Subject: Parking council meeting
[EXTERNAL SENDER]
Ladies and gentlemen of the city council,
Im Writing to address a pressing concern that affects the heart of our community – the limited availability of affordable permit parking for our local business employees.

My number 1 topic & concern,
Is some thing that the town could solve for us right away!

ATTACHMENT 6
The parking permits, and they all of zone for a business license holders!
The ongoing construction projects, coupled with the demand for high school parking and the scarcity of accessible public parking, have created a complex issue that requires our immediate attention and collaborative solutions.

As we witness our city evolve with new construction projects, it is essential to acknowledge the strain this places on our local businesses. The Business owners, who contribute to our
vibrant economy often struggle to find affordable and
convenient parking options, hindering their ability to serve our community effectively.

Simultaneously, our local high school students deserve a secure and organized parking solution that doesn't encroach upon the needs of our local businesses. Their education and safety must remain paramount, without exacerbating the
parking challenges we face.

This would include a second route for the school traffic to come and go from the high school, as well as a parking
structure on school grounds for the students and special events and sports events.

The scarcity of accessible public parking compounds this issue. As we strive for a city that thrives, we must recognize the importance of accommodating residents and visitors alike.

A well-planned public parking system will not only alleviate

ATTACHMENT 6
the congestion but also foster an environment where everyone can enjoy the amenities our city has to offer.

Los Gatos needs parking structures in several areas of the town, before any new housing projects come along!
Los Gatos is bursting at the seams and businesses are suffering to the lack of parking and the effects the high school has on the town with their lack of parking.

I urge this council to consider a multi-faceted approach that balances the interests of all stakeholders.

Starting with granting our business license holders within our salon, free or same price parking permits as what they are offering downtown business license holders.

Collaborating with local businesses, schools, and urban planning experts, we can design a comprehensive parking strategy that accounts for the ongoing construction, serves the needs of our local high school, and provides ample accessible parking options for residents and visitors.

Let us seize this opportunity to demonstrate our commitment to the vitality and harmony of our community. By addressing this issue, we can enhance the quality of life for all and ensure that our city remains a welcoming and prosperous place for generations to come.

Thank you for your time and consideration.

Rachael Martines
Parlour 308

Permit Parking
Recommendations and Paid
Parking Program Models
Town Council Meeting
August 15, 2023

PARKING PROGRAM ACCOMPLISHMENTS

1. Established successful downtown employee parking pilot program

2. Released Request for Proposals for pay station kiosks and pay to stay software

3. Acquired license plate recognition (LPR) system to support parking enforcement

4. Developed wayfinding and signage program and associated cost estimates

5. Staffed 0.25 Temporary Parking Manager from July 1, 2020 through June 30, 2023

BACKGROUND

1. Implement the wayfinding program

2. Evaluate the charges for residential permits

3. Explain how a paid parking program could
help the downtown business community

4. Determine the necessary fees and charges
for a parking program that would be fully
cost recoverable (consider $2.00 to $2.50
per hour for off-street lots)
Council direction from December 6, 2022

WAYFINDING PROGRAM UPDATE
August 2023 Design Documents Complete
Early Fall 2023 Staff will Seek Construction
Authorization for Bidding
Winter 2024 Construction / Implementation
of Program Begins

RESIDENTIAL PERMIT PROGRAM
• Protect residents from spillover parking
• Escalating rates:
 Encourage use of garage/driveway parking
 Reduce excess parking on-street
• Administered by Police Department
• Current Rate: $42 per vehicle for up to four
vehicles + two free visitor passes + contractor
passes at $25 per day

RESIDENTIAL PERMIT PROGRAM
Proposed 2024 Rates: $52, $72, $92, $112 for first four vehicles Discussion Points:
• Should visitor passes remain free?
• Should there be a reduced fee for low-income households?

OLIVE ZONE
• Existing: Employee permits $248 per year
• Recommend setting Olive Zone employee
permits to match downtown rates.

WHY PAID PARKING?
General Plan Element MOB-14.2: Implement parking management or Transportation Demand Management (TDM) in the Downtown to address long-term (employee) and short-term (customer) parking demands and maximize the efficient use of parking • Paid parking is a management tool, not revenue generation • Maximize efficient use of available parking resources • Improve the experience for all users by reducing the time it takes to find available parking
• Increase turnover of parking space occupancy and maximize underutilized parking spaces to improve the economic vitality of downtown

PARKING MANAGEMENT OPTIONS
Current Town Approach

REVENUE ASSUMPTIONS
• Implement $6 per vehicle per day fee at Oak Meadow Park • Implement fee for on-street parking spaces (Options 3A and 3B) • Charge for parking in the Olive Zone at the same rate as downtown • Charge for employee parking passes ($10 per month; $5 per month for lowincome) • Increase rates for residential permits
• Allocate Tesla charging station revenue to parking program

EXPENSE ASSUMPTIONS
• Includes ongoing equipment management and charges for credit card transactions
• Includes additional staffing necessary for program to fully function Existing Staff
Additional Staff
Option 1 Option 2 Option 3A/3B
Program
Management
• 0.25 Manager (through 6/2023)
• Traffic Sergeant (1 day/week)
• Police Community Outreach
Coordinator (30+hr/week)

1.0 Parking Manager 1.0 Parking Manager 1.0 Parking Mgr

1.0 Admin Assistant
Enforcement 2 Parking Compliance Officers (PCO) 1.0 PCO 1.0 PCO 2.0 PCO Field Staff None

1.0 Maintenance
Worker N/A 1.0 Maintenance
Worker
Park Services NA – No paid parking

1.0 Park Service Officer
(PSO) 1.0 PSO 1.0 PSO

COST ANALYSIS

PAID PARKING CONSIDERATIONS
• Merchant validation program could be established with Option 3A or 3B • Consultant cost analysis assumed that all staff are Town employees. • Alternatives include:
• Staffing Alternative A: Town staff is added to support program • Staffing Alternative B: Town contracts a Parking Manager to support development of program
• Staffing Alternative C: Contract services needed for entire program

STAFFING CONSIDERATIONS
• If Council decides not to pursue paid parking at this time, staff resources are still needed for the administration of employee permit and residential permit programs.
• Options include:
• Direct a modification to the budget to reinstate the temporary Parking Manager position, or
• Realign the duties of an existing staff (from Parks and Public Works or Police Department), recognizing that other work would not be completed.

RECOMMENDED ACTIONS SUMMARIZED
• Direct the Preparation of the Town's Fee Resolution, effective January 1, 2024, to:
 Increase Residential Permit Parking to $52, $72, $92, and $112 for Vehicles One, Two, Three, and Four,
 Set Residential Permit Rates in the Olive Zone to Match Rates in Other Residential Parking Zones,  Eliminate the Annual Fee for Employee Parking in the Olive Zone; • Provide Direction Regarding the Establishment of Residential Permit Rates for Low-Income Residents (Households with Income of Less than 80% of Area Median Income) • Provide Direction Regarding the Two Free Visitor Passes that are Available to Each Household in the Residential Permit Parking Areas
• Provide Feedback and/or Direction on the Paid Parking Program Options, Pricing Models, Service Delivery Scenarios, and Staffing Alternatives Required to Support a Functioning and Effective Downtown Paid Parking Program

PREPARED BY: Jennifer Armer, AICP
Planning Manager
Reviewed by: Town Manager, Town Attorney, Assistant Town Manager, and Community Development Director
110 E. Main Street Los Gatos, CA 95030 ● 408-354-6832
www.losgatosca.gov
MEETING DATE: 08/15/2023
ITEM NO: 15

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
DATE: August 10, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Receive and Discuss a Status Update on the 2023-2031 Housing Element Process
RECOMMENDATION:

Receive and discuss a status update on the 2023-2031 Housing Element process.

BACKGROUND:

The following is a summary of public meetings, formal California Department of Housing and Community Development (HCD) comment letters received, and other actions taken toward the certification of the Housing Element in 2023. Attachment 1 contains a more detailed summary of events and the schedule moving forward.
 January 12, 2023 – Town received a HCD findings/comment letter.  January 30, 2023 – Town Council adopted the 2023-2031 Housing Element with modifications to the Sites Inventory.
 February 3 to 10, 2023 – Seven-day public review period for the 2023-2031 Housing Element as adopted by the Town Council on January 30, 2023.  February 13, 2023 – Town submitted the adopted 2023-2031 Housing Element to HCD. A cover letter was included in the submittal describing that the Town was in the process of addressing all the remaining comments found in the HCD findings/comment letter and would be resubmitting a Draft Revised Housing Element after all the revisions were completed. The cover letter and submittal documents are available online at:
https://www.losgatosca.gov/HousingElement.

PAGE 2 OF 6
SUBJECT: Receive and Discuss a Status Update on the 2023-2031 Housing Element Update Process
DATE: August 10, 2023
BACKGROUND (continued):
 February 16, 2023 – The Housing Element Advisory Board (HEAB) met to review and discuss the HCD findings/comment letter, and how the comments and findings would be addressed.
 March 16, 2023 – The HEAB reviewed the Draft Revised 2023-2031 Housing Element which included modifications to the Town Council adopted 2023-2031 Housing Element in response to the January 12, 2023, HCD comments.
 March 23 to 30, 2023 – Seven-day public review period for the Draft Revised 2023-2031 Housing Element as recommended by the HEAB.
 March 31, 2023 – The Town submitted the Draft Revised 2023-2031 Housing Element to HCD for review. The March 31, 2023, cover letter, and submittal documents are available online at: https://www.losgatosca.gov/HousingElement.  April 4, 2023 – The Town Council reviewed and discussed the Draft Revised 2023-2031 Housing Element as submitted to the HCD on March 31, 2023.  April 14, 2023 – The Town received a HCD findings/comment letter on the adopted Housing Element that was submitted to HCD on February 13, 2023.  April 21, 2023 and May 10, 2023 – Staff met with the Town’s HCD reviewer to discuss the March 31, 2023 resubmittal and to receive preliminary feedback.  May 30, 2023 – The Town received a HCD findings/comment letter on the Draft Revised Housing Element. The findings/comment letter is in reference to the Town’s Draft Revised Housing Element submitted to HCD on March 31, 2023. HCD determined that the Town’s Draft Revised Housing Element addresses many statutory requirements, and identified revisions necessary to comply with State Housing Element law.  June 15, 2023 – The HEAB met to review and discuss the May 30, 2023 HCD findings/comment letter, and how the comments and findings could be addressed.  June 20, 2023 – Staff met with the Town’s HCD reviewer to receive clarification on HCD’s most recent findings/comment letter. The HCD reviewer provided examples from the City of Torrance, Rolling Hills, and Rolling Hills Estates on housing programs that address Affirmatively Furthering Fair Housing (AFFH). This information was provided Town’s AFFH consultant, Root Policy Research, to strengthen this portion of the Town’s Housing Element.
 On July 20, 2023 – The HEAB met to review and discuss portions of the Town’s Interim Working Draft Revised Housing Element.

On August 1, 2023, two Council Members requested a Housing Element status update be added as an agenda item on the next possible Town Council meeting. The Mayor scheduled the item for August 15, 2023.

PAGE 3 OF 6
SUBJECT: Receive and Discuss a Status Update on the 2023-2031 Housing Element Update Process
DATE: August 10, 2023
DISCUSSION:

A. Housing Element Advisory Board
On July 20, 2023, the HEAB held a special meeting to review and discuss portions of the Town’s Interim Working Draft Revised Housing Element, as well as the Interim Working Draft Response Memorandum breaking HCD’s findings/comment letter into individual comments and summarizing the modifications staff has prepared thus far (https://www.losgatosca.gov/AgendaCenter/ViewFile/Agenda/_07202023-2313). The HEAB provided feedback that significant work had been accomplished toward addressing HCD comments, and that the HEAB looked forward to learning more about the analysis from the Town’s consultants.

On August 24, 2023, the HEAB is scheduled to hold a special meeting to review and discuss additional modifications to the Interim Working Draft Revised Housing Element. The content of the new revisions is expected to focus primarily on the topics of AFFH and providing additional information for the properties identified in the Sites Inventory. The staff report packet will be published online on Friday, August 18, 2023.

B. Timelines
In response to comments from the HEAB at the June 15, 2023, meeting, Town staff prepared and posted a timeline online for the Housing Element update process and a separate scheduled for the Zoning and General Plan amendments to help the community understand where the Town is in these processes, and what remains to be completed. The timeline for the Housing Element update process is provided as Attachment 1, and the timeline for the Zoning and General Plan amendments is provided as Attachment 2.

C. Consultants
Throughout the Housing Element update process, the Town had worked with EMC Planning Group Inc. For this final phase of the Housing Element update process the Town’s needs are more focused, and for this reason, the Town has contracted with Root Policy Research, who has previously provided AFFH analysis as a subconsultant of EMC Planning Group Inc., and Veronica Tam and Associates, who has a strong history and reputation for assisting agencies in obtaining certification of their Housing Elements. The proposal provided by Veronica Tam and Associates for the services is provided as Attachment 3.

D. Meetings with HCD
The Housing Element update process has included meetings and consultation with the Town’s HCD reviewer throughout the process. The most recent meeting occurred on June

PAGE 4 OF 6
SUBJECT: Receive and Discuss a Status Update on the 2023-2031 Housing Element Update Process
DATE: August 10, 2023
DISCUSSION (continued):
20, 2023, in which Town staff received some clarification on the comments received on May 30, 2023. With the assistance of the Town’s consultant, a meeting is now being scheduled with the Town’s HCD review and with Paul McDougall for the first week of September. The goal for this meeting is to review the Town’s proposed methodology for addressing the remaining HCD comments and to confirm the methodology meets their expectations.

E. January 31, 2024 Rezoning Deadline
If a Housing Element is not certified by May 31, 2023, the rezonings of the properties on the Sites Inventory to the minimum density specified in the Inventory must be completed by January 31, 2024. The deadline is specific to the rezoning of sites on the Housing Element Sites Inventory; this is not a deadline to obtain certification of a Housing Element.

While the deadline could affect the process for updating the Town’s Housing Element by requiring that rezoning be completed prior to certification of the Housing Element, it does not trigger any additional State requirements or allow the State to take over the Town’s land use authority of proposed development applications. If the necessary rezoning is not complete by January 31, 2024, HCD will not be able to certify the Housing Element until the rezoning has been completed. In addition, HCD is authorized to refer to the agency to the State Attorney General. (Gov. Code Section 65585(i), (j).

It is the intent of the Town to complete the rezoning by the deadline to prevent delay in certification of the Town’s Housing Element.

F. Sites Inventory
The Town’s adopted Housing Element contains a buffer of 16 percent of units above the Regional Housing Needs Allocation (RHNA) of 1,993 housing units to accommodate instances in which planning applications are approved at a density below the density described in the Town’s Housing Element. The most recent Draft Revised Housing Element submitted to HCD in March 2023 contains a buffer of 25 percent.

The Town has received four Senate Bill 330 (SB 330) preliminary applications. The second phase of the North Forty, the Post Office project, and the Los Gatos Lodge project have submitted SB 330 preliminary applications that propose density and affordability distributions below the density and affordability distributions described in the March 2023 Draft Revised Housing Element.

In the event that formal planning applications are approved that create a shortfall of units in the Town’s Sites Inventory, the Town will need to comply with the State’s “no net loss”

PAGE 5 OF 6
SUBJECT: Receive and Discuss a Status Update on the 2023-2031 Housing Element Update Process
DATE: August 10, 2023
DISCUSSION (continued):
provisions. The State “no net loss” law requires that, if and when a project is approved below the density described in the Town’s Housing Element, the Town must rezone sufficient sites to make up the shortfall within six months of project approval. In other words, the “no net loss” provisions kick in upon project approval. Town staff has discussed the SB 330 preliminary applications with our HCD reviewer at least twice, and HCD knows that the Town intends to comply with the “no net loss” provisions if a project approval results in a shortfall.

While there is no requirement to adjust the Sites Inventory until project approval, there is nothing prohibiting the Town from increasing the buffer now. However, Town staff is not recommending that the Town do so at this time. Town staff is concerned that making the adjustment to the Sites Inventory at this point in time may delay HCD’s certification of the Town’s Housing Element by introducing new information that was not previously reviewed.

That said, HCD’s May 2023 comment letter asks for the Town to provide more documentation that there is a “realistic possibility” that the sites in the sites inventory will be redeveloped. Town staff is currently working with the Town’s consultant to provide an analysis of the “realistic possibility” of redevelopment for HCD’s review. If this analysis demonstrates that there is in fact not a “realistic possibility” of redevelopment, Town staff will recommend that the Sites Inventory be expanded.

PUBLIC COMMENTS AND COUNCIL MEMBER QUESTIONS:

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

Questions from the Vice Mayor, sent to Town staff are included as Attachment 4. Discussion of the issue raised by the Vice Mayor is discussed under the Sites Inventory section of this report.

Public comments are encouraged throughout the Housing Element update process and can be emailed to [email protected].

CONCLUSION:

Staff looks forward to the Town Council’s discussion.

COORDINATION:

The Community Development Department coordinated with the offices of the Town Attorney and Town Manager in the preparation of this report.

PAGE 6 OF 6
SUBJECT: Receive and Discuss a Status Update on the 2023-2031 Housing Element Update Process
DATE: August 10, 2023
ENVIRONMENTAL ASSESSMENT:

An Environmental Analysis was prepared for the Housing Element update. Although the Housing Element update could have a significant effect on the environment, it was found that all potentially significant effects have been analyzed adequately in the Town of Los Gatos 2040 General Plan Environmental Impact Report (EIR), pursuant to applicable standards including CEQA Guidelines Section 15168(c)2, and the Housing Element update is consistent with the growth projections evaluated in the General Plan EIR. A copy of the Environmental Analysis is available online at: https://www.losgatosca.gov/1735/General-Plan---Housing-Element.

Attachments:

1. Housing Element Update Timeline

2. Zoning and General Plan Amendments Timeline

3. Veronica Tam and Associates Proposal

4. Questions from the Vice Mayor

5. Public Comment received before 11:00 a.m. on August, 10, 2023

Housing Element Timeline
o Resolution 2021-032 Adopted by the Town Council to Establish the Housing Element Advisory Board (HEAB) – August 3, 2021
o 17 HEAB Meetings: October 2021 – June 2023 (Subsequent meetings noted below.) o Housing Element Community Meeting – March 31, 2022
o Joint Study Session – Town Council, Planning Commission, and HEAB – April 6, 2022 o Seven-Day Public Review Draft Period: August 29 – September 27, 2022 o Initial Public Review Draft Submitted to HCD (first submittal): October 14, 2022 o Planning Commission and Town Council Hearings on Draft Housing Element: January 2023
o HCD Comment Letter (on first submittal) Received: January 12, 2023 o Housing Element Adopted by the Town Council: January 30, 2023 o Adopted Housing Element Submitted to HCD (second submittal): February 13, 2023 o Draft Revised Housing Element Submitted to HCD (third submittal): March 31, 2023 o Town Council Meeting: April 4, 2023
o HCD Comment Letter (on second submittal) Received: April 14, 2023 o HCD Comment Letter (on third submittal) Received: May 30, 2023 o Housing Element Advisory Board Meeting: July 20, 2023 o Special Housing Element Advisory Board Meeting: August 24, 2023 (WE ARE HERE) o Tentative Housing Element Advisory Board Meeting: late September 2023 o Tentative Seven-Day Public Review Draft Period: September 22 – 29, 2023 o Tentative Draft Revised Housing Element Submitted to HCD (fourth submittal): October 9, 2023
o Tentative HCD Comment Letter (on fourth submittal) Expected to be Received: December 8, 2023
o Tentative Planning Commission Meeting to Recommend Adoption of the Draft Revised Housing Element (fourth version): December 13, 2023
o Tentative Town Council Hearing to Adopt the Draft Revised Housing Element (fourth version): January 16, 2024
o Tentative Certification by HCD (fourth version): February 23, 2024 ATTACHMENT 1

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Zoning and General Plan Amendments Timeline
o Special General Plan Committee Meeting: July 20, 2023 o Planning Commission Meeting(s) to Consider Recommendation on the Zoning and General Plan Amendments: August 23, 2023 (WE ARE HERE)
o Tentative Town Council Meeting(s) to Adopt the Zoning and General Plan Amendments:

October – November 2023
o Tentative Town Council Second Reading of Zoning Ordinance Amendments: December 19, 2023
o Tentative Effective Date of Zoning Code Amendments: January 18, 2024 o HCD Deadline to Complete the Rezoning: January 31, 2024* * Because the Housing Element was not certified by May 31, 2023, the rezonings must be completed by January 31, 2024. The deadline is specific to the rezoning of sites on the Housing Element Sites Inventory; this is not a deadline to obtain certification of a Housing Element. If a Housing Element is adopted after January 31, 2024, HCD cannot find it in compliance with State Law until all necessary rezonings are adopted.

ATTACHMENT 2

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June 18, 2023
Joel Paulson, Director
Community Development Department
110 E. Main Street
Los Gatos, CA 95030
Dear Mr. Paulson:

Veronica Tam and Associates, Inc. (VTA) is pleased to submit this proposal to assist the Town of Los Gatos in the Housing Element update. Our scope of work focuses on addressing specific comments of the State Department of Housing and Community Development (HCD) on the Town’s Revised Draft Housing Element, as outlined in the May 30, 2023 HCD letter.

VTA has substantial experience in preparing Housing Elements and we are familiar with new State laws and HCD review standards. For the current 6th cycle Housing Element, as of June 2023, VTA has assisted more than 40 jurisdictions in the SCAG, SANDAG, and ABAG regions in achieving Housing Element compliance.

We look forward to discussing our proposal with you. Please let me know if you have questions or require additional information.

Sincerely,
Veronica Tam, AICP
Principal
ATTACHMENT 3

107 S. Fair Oaks Avenue, Suite 212
Pasadena, CA 91105
P (626) 304-0440
F (626) 304-0005
Project Understanding
The Town of Los Gatos submitted a revised the Housing Element on March 31, 2023, and received HCD comment letter on May 30, 2023. We understand that the Town is requesting supplemental consulting assistance to address findings in this letter.

We also understand that the Town has already retained a separate consultant to address the Affirmatively Furthering Fair Housing (AFFH) requirements. Therefore, our proposed scope of work includes assistance in responding to two specific HCD comments (#4 and #23) as requested by the Town.

Scope of Work
Task 1: Housing Element Revisions
Sites Inventory: This is by far the most difficult comment to address. Based on responses provided by staff, additional revisions are still needed to meet HCD standards.

Specifically:
 Justification of SB 9 trend and lot eligibility analysis. Typically, this analysis involves looking at lot size and lot coverage to identify eligible parcels. Then estimate the number of parcels that may process an SB 9 application based on recent trends.
 Realistic Capacity - Likelihood of mixed use sites being redeveloped without housing. A general discussion is usually not adequate. The Town should provide specific data to substantiate trend.
 Nonvacant Sites – The Town qualified some sites based on property owner interest. However, quite a few parcels have no “substantial evidence” to demonstrate existing uses would not impede redevelopment. VTA has developed a methodology to establish “substantial evidence” as required by State law:
o Review existing conditions of parcels with pipeline projects or developer/owner interest. These include types of existing uses, age of structures, improvement to land value ratio, existing floor area ratio or lot coverage, among other factors that describe the existing conditions of uses on site.
o Compare parcel-by-parcel, the existing conditions of parcels in the inventory with the thresholds established based on pipeline projects and parcels with redevelopment interest.
 Small Sites – The Town’s proposed strategy of shifting small sites to Above Moderate Income RNA may be the most efficient approach.

Land Use Controls: We will work with staff to address HCD comments on governmental constraints such as development standards, planning and development impact fees,

107 S. Fair Oaks Avenue, Suite 212
Pasadena, CA 91105
P (626) 304-0440
F (626) 304-0005
local processing procedures, and reasonable accommodation procedures, among others.

We will work with staff to compile the responses.

Special Housing Needs: This section will be comprehensively updated to include an estimate of numbers of special needs households, housing needs, and resources available. To the extent data is available, tenure and income information will be included.

Programs and Quantified Objectives: Programs will be comprehensively reviewed and revised to establish specific timelines and objectives. The ADU program will be expanded to include a mid-cycle review. The adequate sites program (Program D – Additional Housing Capacity) will be revised to reflect the Town’s RHNA obligations and specific requirements under State law. We will work with staff to develop quantified objectives that are achievable.

Public Comments: We will summarize public comments received and how the Town responded to these comments.

AFFH Analysis: We will assist in the response to the two specific comments on AFFH:
#4 Identified Sites and AFFH – This analysis requires that we use GIS to compare the distribution of RHNA units by income group with AFFH factors such as concentration of minority and low income populations, concentration of housing cost burden and overcrowding, location of RE/CAP and RCAA neighborhoods, and TCAC resource categories, among other factors. We will also provide a summary of RHNA units by either neighborhood or by census tract. Based on this detailed analysis, the Town may need to include place-based strategies for neighborhood improvements. #23 AFFH Actions: We recommend reorganizing the Town’s current AFFH actions to a template provided by HCD. Actions will be provided for each of the five themes required by HCD: 1) fair housing outreach and education; 2) housing mobility; 3) new opportunities in high resource areas; 4) place-based strategies for neighborhood improvements; and 5) tenant protection and anti-displacement. Each action is also required to include specific timeline, geographic target, and measurable outcomes.

By reorganizing into the HCD format, we can identify the gaps in actions and commitments. New actions may also be needed, depending on the conclusions of the revised AFFH analysis.

Task 2: HCD Communications
We recommend setting up meetings with HCD to discuss our approach to responding to their comments. We will coordinate regular check-in meetings with HCD to discuss our proposed strategies for addressing their comments. As necessary, when appropriate the final round of revisions, we can arrange a live edit session with HCD to make the final edits to confirm certification of the Housing Element.

Task 3: Project Management and Communications