Los Gatos City Council
October 17, 2023

2 of 2
Ordinance Council Meeting Date

SECTION II
The Town Code of the Town of Los Gatos is hereby amended to change the zoning of the property at 15810 Los Gatos Boulevard (Santa Clara County Assessor Parcel Number 523-01- 001) as shown on the map attached hereto as Exhibit A, and is part of this Ordinance, from R-1:8 Prezone (Single-Family Residential, Minimum Lot Size of 8,000 square feet) to CH (Restricted Commercial Highway).

SECTION III
This Ordinance was introduced at a regular meeting of the Town Council of the Town of Los Gatos on the 17th day of October 2023, and adopted by the following vote as an ordinance of the Town of Los Gatos at a regular meeting of the Town Council of the Town of Los Gatos on the 7
th day of November 2023. This ordinance shall take effect 30 days after the date it is adopted. The Town Clerk shall cause this ordinance or a summary thereof to be published in accordance with Section 36933 of the California Government Code.

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: __________________

OLEANDER AV

OSSOM LN

AUGUSTINE AV

CAMELLIA TER

LOS GATOS BLVD

FRANK AV
APPLE

LILAC WY

CAMELLIA TER

TOWN OF LOS GATOS
Application No.

Change of zoning map amending the Town Zoning Ordinance.

Zone Change
Prezoning
From: R-1:8 Prezone To: CH
Z-23-001 A.P.N. # 523-01-001
Forwarded by Planning Commission
Approved by Town Council
Clerk Administrator
Date:

Mayor
Date: July 12, 2023
Ord:
§
15810 Los Gatos Boulevard

This Page
Intentionally
Left Blank

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

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 10/17/2023
ITEM NO: 15
DATE: October 5, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Authorize the Town Manager to Execute an Agreement for Revenue Ballot Measure Consultant Services with NBS in an Amount Not to Exceed $105,000 and Authorize an Expenditure Budget Adjustment in an Amount of $105,000 from the Available General Fund Capital/Special Projects Reserve RECOMMENDATION:

Authorize the Town Manager to execute an agreement for revenue ballot measure consultant services with NBS in an amount not to exceed $105,000 and authorize an expenditure budget adjustment in an amount of $105,000 from the available General Fund Capital/Special Projects Reserve.

BACKGROUND:

On January 24, 2023, the Town Council determined its Strategic Priorities for 2023-2025, which included exploring new revenue opportunities and addressing the forecasted structural deficit.

Over the years, the Town has added the following additional revenues in an incremental and diversified way:
 November 2016 Measure T increased the Transient Occupancy Tax (TOT) from 10 percent to 12 percent. The 2% increase raises approximately $400,000 annually in additional revenue.
 November 2018 Measure G creates a 1/8 cent dedicated district sales tax for a 20-year period. The adoption of the dedicated tax provides approximately $1,000,000 annually in additional revenue.
 In February 2019, Council approved an Ordinance allowing regulated short-term rentals subject to TOT. Approximately $80,000 of additional TOT is collected annually.

PAGE 2 OF 4
SUBJECT: Revenue Ballot Measure Consultant
DATE: October 5, 2023
BACKGROUND (continued):
 In June 2019, Council voted to annex 24 unincorporated County pockets. This action results in approximately $1,000,000 in property taxes remaining in the Town instead of being diverted to the County.
 November 2022 Measure J increased business license taxes for the first time since 1991, raising approximately $1,100,000 annually in additional revenue.

In an effort to explore new revenue opportunities to address the forecasted deficits, the Town may want to consider a revenue ballot measure in 2024. On June 20, 2023, the Town Council authorized the Town Manager to issue a Request for Qualifications (RFQ) for revenue ballot measure consulting services. Revenue ballot measure consulting services provide public opinion research, polling, public information and engagement strategies, ballot measure recommendations, and overall support if a ballot measure is pursued.

On July 11, 2023, the Town issued a Revenue Ballot Measure RFQ and submissions were due on August 1, 2023. The Town received five submissions from the following firms by the deadline:
 FM3 Research
 NBS (subcontracting with Gene Bregman & Associates)
 Props and Measures and Probolsky Research
 Team CivX and True North Research
 Tripepi Smith
Based on the submissions, interviews, and reference checks considered during the review process, staff selected NBS to provide the Town with revenue ballot measure consulting services.

DISCUSSION:

NBS and their subconsultant Gene Bregman & Associates (GBA) have decades of experience supporting local governments with revenue ballot measures. While NBS would focus on strategy, community engagement, and communications, GBA specializes in public opinion research and polling. Both firms have worked together successfully on several ballot measures.

The consulting work from NBS and GBA would help inform the type of potential revenue measures the Town may want to consider, and GBA would conduct polling to determine how viable the measures may be. From this analysis, NBS and GBA would provide recommendations on which measures may be most viable and whether the Town should pursue a measure in 2024. These recommendations would be brought to the Finance Commission and the Town Council in early 2024. The work leading up to and including providing these recommendations will be considered Phase I and is estimated to cost $44,600.

PAGE 3 OF 4
SUBJECT: Revenue Ballot Measure Consultant
DATE: October 5, 2023
DISCUSSION (continued):

At that point, the Town Council would review the recommendations with the Finance Commission’s input and determine whether or not to pursue a revenue measure.

If the Town Council wishes to pursue a revenue measure at that time, the consultant would begin Phase 2 which includes public education and outreach, ballot measure language refinement, and a final resolution for the Town Council to place the measure on the 2024 ballot. Phase 2 is anticipated to cost $39,325.

Throughout Phase 1 and 2, mailing and printing costs are estimated at $12,000 and travel expenses are estimated to be $3,500. Combining these costs with Phase 1 and 2 estimates results in an approximate total cost of $99,425. A 5.6% buffer of $5,575 has been included to account for any unforeseen costs, resulting in a not to exceed amount of $105,000.

CONCLUSION:

Staff recommends that the Town Council authorize the Town Manager to execute an agreement for revenue ballot measure consultant services with NBS in an amount not to exceed $105,000 and authorize an expenditure budget adjustment in an amount of $105,000 from the General Fund.

If the Town does not move forward with these consulting services, an opportunity for revenue generation to address the forecasted structural deficit may be missed. Without additional revenue sources, the Town may need to reduce levels of service to have a balanced budget in light of the forecasted deficit.

COORDINATION:

This staff report was coordinated with the Town Manager, Town Attorney, and Director of Finance.

FISCAL IMPACT:

Revenue ballot measure consulting services were not budgeted in Fiscal Year 2023/24. As a result, an expenditure budget adjustment in an amount of $105,000 from the available General Fund Capital/Special Projects is necessary to engage in these services. If the Town Council does not wish to pursue a revenue measure after the completion of Phase 1, the remaining funds unspent for Phase 2 will return to the General Fund at year end, unless otherwise directed.

PAGE 4 OF 4
SUBJECT: Revenue Ballot Measure Consultant
DATE: October 5, 2023
ENVIRONMENTAL ASSESSMENT:

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

Attachment:

1. Draft Agreement with Exhibit A - Scope of Services

Agreement for Revenue Ballot Measure Consultant Services with NBS ATTACHMENT 1

AGREEMENT FOR REVENUE BALLOT MEAURE CONSULTANT SERVICES THIS AGREEMENT is made and entered into on October 18, 2023 by and between TOWN OF LOS GATOS, a California municipal corporation, (“Town”) and NBS Government Finance Group, DBA:

NBS, S Corporation (“Consultant”), whose address is 870 Market Street, Suite 1223, San Francisco, CA 94102. This Agreement is made with reference to the following facts.

I. RECITALS

1.1 The Town desire to engage Consultant to provide revenue ballot measure consultant services.

1.2 The Consultant represents and affirms that it is willing to perform the desired work pursuant to this Agreement.

1.3 Consultant warrants it possesses the distinct professional skills, qualifications, experience, and resources necessary to timely perform the services described in this Agreement.

Consultant acknowledges Town has relied upon these warranties to retain Consultant.

II. AGREEMENTS

2.1 Scope of Services. Consultant shall provide services as described in the Scope of Services, which is hereby incorporated by reference and attached as Exhibit A.

2.2 Term and Time of Performance. This contract will remain in effect from October 18, 2023 to November 5, 2024.

2.3 Compliance with Laws. The Consultant shall comply with all applicable laws, codes, ordinances, and regulations of governing federal, state and local laws. Consultant represents and warrants to Town that it has all licenses, permits, qualifications and approvals of whatsoever nature which are legally required for Consultant to practice its profession. Consultant shall maintain a Town of Los Gatos business license pursuant to Chapter 14 of the Code of the Town of Los Gatos.

2.4 Sole Responsibility. Consultant shall be responsible for employing or engaging all persons necessary to perform the services under this Agreement.

2.5 Information/Report Handling. All documents furnished to Consultant by the Town and all reports and supportive data prepared by the Consultant under this Agreement are the Town’s property and shall be delivered to the Town upon the completion of Consultant's services or at the Town's written request. All reports, information, data, and exhibits prepared or assembled by Consultant in connection with the performance of its services pursuant to this Agreement are confidential until released by the Town to the public, and the Consultant shall not make any of the these documents or information available to any

Agreement for Revenue Ballot Measure Consultant Services with NBS ATTACHMENT 1 individual or organization not employed by the Consultant or the Town without the written consent of the Town before such release. The Town acknowledges that the reports to be prepared by the Consultant pursuant to this Agreement are for the purpose of evaluating a defined project, and Town's use of the information contained in the reports prepared by the Consultant in connection with other projects shall be solely at Town's risk, unless Consultant expressly consents to such use in writing. Town further agrees that it will not appropriate any methodology or technique of Consultant which is and has been confirmed in writing by Consultant to be a trade secret of Consultant.

2.6 Compensation. Compensation for Consultant's professional services in the amount of $99,425 plus $5,575 for unanticipated services and shall not exceed $105,000, inclusive of all costs. Payment shall be based upon Town approval of each task.

2.7 Billing. Billing shall be monthly by invoice within thirty (30) days of the rendering of the service and shall be accompanied by a detailed explanation of the work performed by whom at what rate and on what date. Also, plans, specifications, documents or other pertinent materials shall be submitted for Town review, even if only in partial or draft form.

Payment shall be net thirty (30) days. All invoices and statements to the Town shall be addressed as follows:

Invoices:

Town of Los Gatos
Attn: Accounts Payable
P.O. Box 655
Los Gatos, CA 95031-0655

2.8 Availability of Records. Consultant shall maintain the records supporting this billing for not less than three years following completion of the work under this Agreement. Consultant shall make these records available to authorized personnel of the Town at the Consultant's offices during business hours upon written request of the Town.

2.9 Assignability and Subcontracting. The services to be performed under this Agreement are unique and personal to the Consultant. No portion of these services shall be assigned or subcontracted without the written consent of the Town.

2.10 Independent Contractor. It is understood that the Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and not an agent or employee of the Town. As an independent contractor he/she shall not obtain any rights to retirement benefits or other benefits which accrue to Town employee(s). With prior written consent, the Consultant may perform some obligations under this Agreement by subcontracting, but may not delegate ultimate responsibility for performance or assign or transfer interests under this Agreement. Consultant agrees to

Agreement for Revenue Ballot Measure Consultant Services with NBS ATTACHMENT 1 testify in any litigation brought regarding the subject of the work to be performed under this Agreement. Consultant shall be compensated for its costs and expenses in preparing for, traveling to, and testifying in such matters at its then current hourly rates of compensation, unless such litigation is brought by Consultant or is based on allegations of Consultant's negligent performance or wrongdoing.

2.11 Conflict of Interest. Consultant understands that its professional responsibilities are solely to the Town. The Consultant has and shall not obtain any holding or interest within the Town of Los Gatos. Consultant has no business holdings or agreements with any individual member of the Staff or management of the Town or its representatives nor shall it enter into any such holdings or agreements. In addition, Consultant warrants that it does not presently and shall not acquire any direct or indirect interest adverse to those of the Town in the subject of this Agreement, and it shall immediately disassociate itself from such an interest, should it discover it has done so and shall, at the Town's sole discretion, divest itself of such interest. Consultant shall not knowingly and shall take reasonable steps to ensure that it does not employ a person having such an interest in this performance of this Agreement. If after employment of a person, Consultant discovers it has employed a person with a direct or indirect interest that would conflict with its performance of this Agreement, Consultant shall promptly notify Town of this employment relationship, and shall, at the Town's sole discretion, sever any such employment relationship.

2.12 Equal Employment Opportunity. Consultant warrants that it is an equal opportunity employer and shall comply with applicable regulations governing equal employment opportunity. Neither Consultant nor its subcontractors do and neither shall discriminate against persons employed or seeking employment with them on the basis of age, sex, color, race, marital status, sexual orientation, ancestry, physical or mental disability, national origin, religion, or medical condition, unless based upon a bona fide occupational qualification pursuant to the California Fair Employment & Housing Act.

III. INSURANCE AND INDEMNIFICATION

3.1 Minimum Scope of Insurance:
i. Consultant agrees to have and maintain, for the duration of the contract, General Liability insurance policies insuring him/her and his/her firm to an amount not less than: two million dollars ($2,000,000) combined single limit per occurrence for bodily injury, personal injury and property damage. ii. Consultant agrees to have and maintain for the duration of the contract, an Automobile Liability insurance policy ensuring him/her and his/her staff to an amount not less than one million dollars ($1,000,000) combined single limit per accident for bodily injury and property damage.

Agreement for Revenue Ballot Measure Consultant Services with NBS ATTACHMENT 1 iii. Consultant shall provide to the Town all certificates of insurance, with original endorsements effecting coverage. Consultant agrees that all certificates and endorsements are to be received and approved by the Town before work commences.
iv. Consultant agrees to have and maintain, for the duration of the contract, professional liability insurance in amounts not less than $1,000,000 which is sufficient to insure Consultant for professional errors or omissions in the performance of the particular scope of work under this agreement.

General Liability:
i. The Town, its elected and appointed officials, employees, and agents, are to be covered as insured as respects: liability arising out of activities performed by or on behalf of the Consultant; products and completed operations of Consultant, premises owned or used by the Consultant. This requirement does not apply to the automobile or professional liability insurance required for professional errors and omissions. ii. The Consultant's insurance coverage shall be primary insurance as respects the Town, its elected and appointed officials, employees, and agents. Any insurance or self-insurances maintained by the Town, its elected and appointed officials, employees, and agents, shall be excess of the Consultant's insurance and shall not contribute with it. iii. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the Town, its elected and appointed officials, employees, and agents.
iv. The Consultant's insurance shall apply separately to each insured against whom a claim is made or suit is brought, except with respect to the limits of the insurer's liability.

3.2 All Coverages. Each insurance policy required in this item shall be endorsed to state that coverage shall not be suspended, voided, cancelled, reduced in coverage or in limits except after thirty (30) days' prior written notice by certified mail, return receipt requested, has been given to the Town. Current certification of such insurance shall be kept on file at all times during the term of this agreement with the Town Clerk.

3.3 Workers’ Compensation. In addition to these policies, Consultant shall have and maintain Workers' Compensation insurance as required by California law and shall provide evidence of such policy to the Town before beginning services under this Agreement. Further, Consultant shall ensure that all subcontractors employed by Consultant provide the required Workers' Compensation insurance for their respective employees.

Agreement for Revenue Ballot Measure Consultant Services with NBS ATTACHMENT 1

3.4 Indemnification. The Consultant shall save, keep, hold harmless and indemnify and defend the Town, its elected and appointed officials, employees, and agents, from all damages, liabilities, penalties, costs, or expenses in law or equity that may at any time arise or be set up because of damages to property or personal injury received by reason of, or in the course of performing the work described in this contract.

IV. GENERAL TERMS

4.1 Waiver. No failure on the part of either party to exercise any right or remedy hereunder shall operate as a waiver of any other right or remedy that party may have hereunder, nor does waiver of a breach or default under this Agreement constitute a continuing waiver of a subsequent breach of the same or any other provision of this Agreement.

4.2 Governing Law and Venue. This Agreement, regardless of where executed, shall be governed by and construed to the laws of the State of California. Venue for any action regarding this Agreement shall be in the Superior Court of the County of Santa Clara.

4.3 Termination of Agreement. The Town and the Consultant shall have the right to terminate this agreement with or without cause by giving not less than fifteen days (15) written notice of termination. In the event of termination, the Consultant shall deliver to the Town all plans, files, documents, reports, performed to date by the Consultant. In the event of such termination, Town shall pay Consultant an amount that bears the same ratio to the maximum contract price as the work delivered to the Town bears to completed services contemplated under this Agreement, unless such termination is made for cause, in which event, compensation, if any, shall be adjusted in light of the particular facts and circumstances involved in such termination.

4.4 Amendment. No modification, waiver, mutual termination, or amendment of this Agreement is effective unless made in writing and signed by the Town and the Consultant.

4.5 Disputes. In any dispute over any aspect of this Agreement, the prevailing party shall be entitled to reasonable attorney's fees, including costs of appeal.

4.6 Notices. Any notice required to be given shall be deemed to be duly and properly given if mailed postage prepaid, and addressed to:

Town of Los Gatos
Attn: Town Clerk
110 E. Main Street
Los Gatos, CA 95030
NBS Government Finance Group, DBA: NBS, S
Corporation
870 Market Street, Suite 1223
San Francisco, CA 94102
or personally delivered to Consultant to such address or such other address as Consultant designates in writing to Town.

Agreement for Revenue Ballot Measure Consultant Services with NBS ATTACHMENT 1

4.7 Order of Precedence. In the event of any conflict, contradiction, or ambiguity between the terms and conditions of this Agreement in respect of the Products or Services and any attachments to this Agreement, then the terms and conditions of this Agreement shall prevail over attachments or other writings.

4.8 Entire Agreement. This Agreement, including all Exhibits, constitutes the complete and exclusive statement of the Agreement between the Town and Consultant. No terms, conditions, understandings or agreements purporting to modify or vary this Agreement, unless hereafter made in writing and signed by the party to be bound, shall be binding on either party.

IN WITNESS WHEREOF, the Town and Consultant have executed this Agreement.

Town of Los Gatos by:

Laurel Prevetti, Town Manager

Recommended by:

Katy Nomura, Assistant Town Manager
Consultant, by:

Printed Name and Title
Approved as to Form:

Gabrielle Whelan, Town Attorney

Statement of Qualifications for Town of Los Gatos NBS | 3

4. Project Approach
Summary of Approach
NBS will communicate with the Town staff throughout
the duration of the project to clarify the Town’s goals, identify any special circumstances, and develop a realistic project schedule. The following Work Plans detail the steps needed to put the Town in the best position to propose a viable local funding ballot measure for the November 2024 election.

Although not mentioned in the Town’s Request for
Qualifications, an additional service we can provide is Revenue Measure Modeling to calculate financial benefit to the Town of a Special Financing District. This is
listed as an optional item in our proposed budget.

Phase 1 | October - December 2023 | Issue Research, Polling, Community Survey NBS will work with your team to understand the specific needs for, and demand on, the Town’s programs and services, and will provide an analysis of various tax models for the Town to understand potential options.

Develop Stakeholder Outreach and Public Engagement Messaging: NBS will work with staff, elected officials and stakeholders to develop agreed-upon messaging that will ensure the sharing of consistent ideas and concepts with the community during Phase One services such as polling. Standard messaging will provide clarity to community members and prevent confusion.

NBS will partner with the Town Manager, Town team, and our subconsultant GBA to provide the research needed for the Town to understand its most viable revenue measure options.

Voter Poll: Working with NBS and the Town team, GBA will draft a survey questionnaire for Town approval, and conduct a poll among likely voters within Los Gatos that will achieve the following objectives:
• Explore the current image of the Town of Los Gatos, voters' attitudes towards the Town, and their assessments of the strengths and weaknesses of local government; • Determine voter perceptions of the needs of the Town and the priorities that voters set for those needs;
• Determine voter attitudes towards various revenue measures for the Town, and the optimum amount to place before the voters;
Exhibit A: Scope of Services
Exhibit A

Statement of Qualifications for Town of Los Gatos NBS | 4 • Evaluate voters' top priorities for money raised in order to design a measure that best addresses the desires of the community;
• Determine the most effective and important reasons for your voters to support a ballot measure; • Develop a demographic profile of Town voters, including how various demographic groups differ in their opinions and attitudes towards a possible ballot measure.

Polling Methodology: Our subconsultant, GBA, will select the survey sample from highly sophisticated and up-to-date voter registration files. This information, when combined with the answers to our survey questions, is essential as we identify voters who are most likely to vote in general, primary, municipal, special, or mail-only elections. It is critical to remember that any survey must interview only likely voters.

Being a registered voter is not enough. Those likely to vote will have demonstrated their interest in voting through their history in previous elections.

The sample will be drawn from lists of registered voters which have been matched with telephone directories and other lists to maximize the quantity of available telephone numbers. Since this is a small city, we would expect that a smaller sample of voters will be adequate, even if it is no more than 100-200 completed interviews.

GBA believes that it is of the utmost importance to go beyond simple questions and simple answers. For example, you will never see us ask if a problem is serious or not serious. We require differentiation between those with strong opinions and those with weaker opinions, those who say the problem is "extremely serious," or "very serious" rather than those who say it is only "somewhat serious" or "not too serious." Therefore, virtually all questions in our polls will delve into the intensity of feeling that voters bring to an issue. Only in this way can we separate those voters with a general opinion on an issue from those who are moved to take action because of that same issue (even if the "action" is just voting "yes" or "no").

Telephone interviews are conducted by a regularly employed staff of full-time professional interviewers who specialize in conducting interviews for public opinion surveys. GBA supervises the interviewing process and verifies that interviews are conducted according to specifications. Supervisory procedures include continuous on-site and telephone monitoring of interviews. GBA follows established industry standards for call backs of busy or "not-at-home" numbers designed specifically to maintain the randomness of interviewee selection and the validity of the survey. A regularly employed staff of fulltime professional interviewers conducts interviews in English, Spanish, Vietnamese, Cantonese, Mandarin, and other languages.

To summarize, we will provide to the Town of Los Gatos:
• Random telephone and on-line survey of likely voters
• Consultation solely with principal of Gene Bregman & Associates • Assistance in developing topic areas to be investigated • Development of survey questionnaire
• Scientific sample selection to assure reaching an accurate representation of the voting population • Pre-testing of questionnaire
• Conduct of field work from our central phone bank, as well as surveys completed from text and email contacts
• Editing, coding, and electronic data processing
• A full computer printout of all cross-tabulated data

Statement of Qualifications for Town of Los Gatos NBS | 5 • Analysis of survey results
• On-going strategy and consultation
Feasibility Analysis of Ballot Measure Options and Expenditure Plan: Incorporating polling data, NBS and GBA will make recommendations to the Town team on a proposed ballot measure amount and ballot measure expenditure plan elements. If polling is favorable for a potential funding measure, this would be an optimal time to present polling data to the Town Council for discussion and recommendation to draft ballot measure language. This allows time for community outreach, input and consensus building among key stakeholders prior to finalizing the proposed ballot language and the resolutions Council must adopt to officially place a measure before voters.

Decision from Council to move to Phase 2.

Phase 2 | January 2023 – July 2024 | Message Toolkit, Stakeholder Outreach and Public Engagement
Outreach to key stakeholders (business, labor, and other community leaders) before a measure is officially proposed can be key to the success of its passage. This is where potential bumps in the road are uncovered, and ideally resolved. NBS will work with the Town team to develop a Stakeholder Outreach Plan and strategy to help build community consensus around the need for a ballot measure to maintain the quality of life that Los Gatos residents desire.

NBS will work with the Town team to create a Key Stakeholder Outreach Plan and a list of key stakeholders and media outlets, develop website content, and an Informational Toolkit (fact sheet, Q&A, PowerPoint presentation) that can be used to educate and engage leaders in the public and private sector, business community, and community-based organizations about the need for additional funding for essential public services.

Once the Council acts to place a measure on the ballot, the Town may consider some informational outreach to educate residents on the proposal itself through online and news media communications and through the mail. Working with your staff and legal counsel, we can assist with crafting and implementing that communications program.

Community Survey: In addition to the quantitative research conducted by GBA, CivicMic can conduct qualitative research in the form of a community survey of residents at large. This outreach through email and social media will be comprised of an abbreviated survey asking residents to weigh in with their priorities for town services and programs. This community engagement effort provides additional perspectives to the research and can be helpful in conveying the Town’s commitment to inclusivity and transparency.

Statement of Qualifications for Town of Los Gatos NBS | 6 Finalize Ballot Measure Language and Ballot Argument
To place a ballot measure on the November 5, 2024 ballot, all election-related Council action and resolutions must be completed and noticed to the County by August 9, 2024, providing an important window of time for informing and engaging community members around the need for additional revenue before officially proposing and finalizing the ballot measure language.

NBS will work with the Town Manager and Town Attorney to draft ballot measure language and accompanying resolutions for Town Council approval.

Engagement Activities
Aiming to reach residents with diverse backgrounds allowing for unique perspectives, CivicMic would:

Create a customized webpage for your project on civicmic.com. This site would feature a variety of engagement tools and informational materials.

Develop an email campaign strategy to reach out to community members and stakeholders who may not have access to social media or may not regularly visit the Town website.

Include specialized mapping and graphics on CivicMic.com, such as sample maps showing community participation in the survey.

Design content related to the Town’s challenges in maintaining high services levels for resident programs and services.

Coach various Stakeholders on ways to share educational materials with community members through workshops and printed materials.

Create an email list of community members who have expressed interest in receiving updates.

Statement of Qualifications for Town of Los Gatos NBS | 7

DRAFT TIMELINE
The following is an overview of our proposed project schedule. We will discuss a detailed schedule at the kick-off meeting, along with the expected timing for individual tasks. Note: This page is intentionally formatted differently to improve legibility of the table contents.

Apr '24 May '24 June '24 Jul '24 Aug '24 Sep '24 Oct '24 Nov '24 Phase 1 – Issue Research, Polling, Community Survey
Kickoff Meeting
Revenue Modeling (optional financial analysis)
Develop Stakeholder Outreach and Public Engagement Messaging Public Opinion Research
Draft Poll Questionnaire
Poll in Field
Initial Results
Crosstabs Available
Complete Full Analysis of Survey Results
Present Poll Results, Feasibility Analysis, Recommendations to Council for discussion (not action)
Phase 2 – Messaging, Stakeholder Outreach, Public Engagement Community Survey
Develop Message Toolkit
Stakeholder Outreach (key community leaders, businesses, orgs) Public Education/Engagement (Community Mtg, Email, Social Media) Finalize Ballot Language / Resolutions for Council Action Work Plans
PROJECT SCHEDULE - TOWN OF LOS GATOS Oct '23 Nov '23 Dec '23 Jan '24 Feb '24 Mar '24 Deadline for Council to
submit measure-related
documents to County:
8/9/24

Statement of Qualifications for Town of Los Gatos NBS | 8

5. Costs
Our professional fees are based on our understanding the Town’s needs and the effort we believe is necessary to complete the scope of services described.

Director
(Wood)
Project
Manager
(Lewis)
GBA
Flat Fee
NBS
Consultant
(ArgerichValentine)
NBS Senior
Consultant
(Dayhoff)
NBS
Specialist
and Analyst
(Savage)
Consultant
Labor (Hrs.)
Consultant
Costs ($)
with
Optional
Services
Consultant
Costs ($)
without
Optional
Services
$250 $200 $30,000 $175 $200 $150
Work Plans
Phase 1 – Issue Research, Polling, Develop Communications Plan Kickoff Meeting 1.0 1.0 - 1.0 1.0 - 4.0 $ 825 $ 825
Revenue Modeling (Optional) 2.0 2.0 - 2.0 30.0 - 36.0 $ 7,250 $ - Develop Stakeholder Outreach & Public Education Messaging 7.0 7.0 - 5.0 - 8.0 27.0 $ 5,225 $ 5,225 Public Opinion Research* (design voter poll, analyze data) 2.0 4.0 1.0 - - - 7.0 $ 31,300 $ 31,300 Total Phase 1 $ 44,600 $ 37,350
Phase 2 – Messaging, Stakeholder Outreach & Public Engagement Community Survey Implementation (Optional) 4.0 10.0 - 10.0 - 20.0 44.0 $ 7,750 $ - Complete Stakeholder Outreach & Public Education Plan 8.0 8.0 - 5.0 - - 21.0 $ 4,475 $ 4,475 Create Informational Toolkit (e.g., webpage content, Fact Sheet, FAQ) 4.0 12.0 - 12.0 - 4.0 32.0 $ 6,100 $ 6,100 Stakeholder Outreach & Public Education (meetings, flyers, social media) 8.0 40.0 - 20.0 - 20.0 88.0 $ 16,500 $ 16,500 Draft Ballot Language 5.0 5.0 - - - - 10.0 $ 2,250 $ 2,250 Finalize Ballot Language / Resolution for Council 5.0 5.0 - - - - 10.0 $ 2,250 $ 2,250 Total Phase 2 $ 39,325 $ 31,575
GRAND TOTAL FEES 46.0 94.0 1.0 55.0 31.0 52.0 279.0 $ 83,925 $ 68,925

ESTIMATED EXPENSES
Travel Costs Per In-Person Meeting (not to exceed)1 Mailing and printing costs $ 12,000 $ 12,000 Travel and meeting expenses $ 3,500 $ 3,500
TOTAL INCLUDING ESTIMATED EXPENSES $ 99,425 $ 84,425

OPTIONAL SERVICES PRICING
Labor & Travel Costs Per Optional In-Person Meeting $ 2,000 $ 2,000 Cost associated with the design/print/postage per mailer Grand Totals

1. Travel-related cost and direct reimbursable expenses; all other expenses are included in labor rates. This cost will be $0 if all meetings and presentations are held remotely.

FEE SCHEDULE

TOWN OF LOS GATOS
Hourly Rate

Statement of Qualifications for Town of Los Gatos NBS | 9

ADDITIONAL POLLING INFORMATION
Three major factors determine the cost for a survey: the number of interviews to be completed; the average length of each interview; and how easy or hard it is to reach and complete interviews with qualified voters. Of course, the more interviews that are completed, the more reliable is the data, as shown by the changes in sampling tolerance, or margin of error (MOE), at different completion rates. The following table shows how the MOE changes with the number of completes:
200 completed interviews = Margin of Error +/- 6.9%
300 completed interviews = Margin of Error +/- 5.7%
In addition, when the overall sample size increases, the sample sizes for various voter sub-groups will also increase, and their margins of error will decrease.

HOURLY RATES
Title Hourly Rate
Director / Senior Review $250
Associate Director / Engineer $225
Senior Consultant $200
Consultant $175
Project Analyst / Specialist $150
Project Resource Analyst $130
Clerical / Support $110
TERMS
Public Engagement services are invoiced on a monthly basis. Expenses will be itemized and included in the next regular invoice. If the project is prematurely terminated by either party, NBS shall receive payment for work completed. Payment shall be made within 30 days of submittal of an invoice. If payment is not received within 90 days, simple interest will begin to accrue at the rate of 1.5% per month. Either party can cancel consulting contract with 30 days’ written notice.

Statement of Qualifications for Town of Los Gatos NBS | 10

EXPENSES
Customary out-of-pocket expenses are billed at actual cost to NBS. These expenses may include, but not be limited to, boundary map and assessment diagram preparation (time, materials, plotting and all related costs), mailing fulfillment, postage, supplies, reproduction, telephone, travel, meals and various third-party charges for data, maps, and recording fees.

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

TOWN OF LOS GATOS

COUNCIL AGENDA REPORT
MEETING DATE: 10/17/2023
ITEM NO: 15

ADDENDUM
DATE: October 16, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Authorize the Town Manager to Execute an Agreement for Revenue Ballot Measure Consultant Services with NBS in an Amount Not to Exceed $105,000 and Authorize an Expenditure Budget Adjustment in an Amount of $105,000 from the Available General Fund Capital/Special Projects Reserve REMARKS:

Attachment 2 contains public comment received after 11:00 a.m. Friday, October 13, 2023, and before 11:01 a.m. on Monday, October 16, 2023.

Attachments previously received with the October 17, 2023, Staff Report:

1. Draft Agreement with Exhibit A - Scope of Services
Attachments received with this Addendum:

2. Public comment received after 11:00 a.m. Friday, October 13, 2023, and before 11:01 a.m. on Monday, October 16, 2023

From: Rob Stump
To: Maria Ristow; Mary Badame; Rob Rennie; Rob Moore; Matthew Hudes Cc: Laurel Prevetti; Wendy Wood; Nicolle Burnham
Subject: Agenda Item 15 - Revenue Ballot Measure Consultant Services, October 17 Date: Monday, October 16, 2023 9:37:12 AM
Attachments: Agenda Item 15 - October 17 LG Town Councli.pdf [EXTERNAL SENDER]
Town Council Members,
Attached is a letter that outlines why Wildfire Preparation and Prevention should be strongly considered as the public safety issue for a revenue ballot measure in 2024.

Simply put, if we do not provide a reliable on-going source of funding to this public safety threat, Los Gatos will not significantly reduce the threat of wildfire.

One lesson learned from Marin County.In 2020, Measure C was passed, 70.8% yes, resulting in the establishment a Joint Powers Authority (JPA) to address the threat of wildfire. This tax generates $19.3 million/year for wildfire programs and initiatives.

One of the key takeaways, this ballot measure was strongly supported by the public.

It is my opinion that the people of Marin County understood the threat and supported the ballot measure. Eighteen of twenty cities in Marin County passed the measure.

Two cities chose not to participate and now wish they had.

Thanks for your time and consideration.

Rob Stump
ATTACHMENT 2

October 16, 2023
Dear Town Council Members,
At your October 17 Council meeting, you will likely approve Item 15 on the agenda, Revenue Ballot Measure Consultant Services. As the Council considers a ballot initiative and a use or uses for generated funds, I strongly suggest that it be focused on Wildfire preparation and prevention or on Public Safety as a broader initiative.

Why address Wildfire preparation and prevention through a new source of generated revenue? While the Town has been successful in “winning” grant funding for fuel reduction and vegetation management, grant funding cannot be relied upon to address all that needs to be done. What needs to be done to save lives and property?

1. Roadside Fuel Reduction: This is an on-going need. Once through the first pass (6-year plan, 5 miles/year), regular maintenance work needs be performed on a 6-year cycle. The Town does not have money built into its operating budget to fund this critical on-going activity. This maintenance must be performed on public and private roads in the WUI.

2. Weed Abatement: The Town needs to abate weeds along its owned roadside rights-of-way. Funding must be secured to make two passes/year (31 miles of roadway). There is currently no funding in the operating budget to fund this critical activity. This must also be funded for both public and private roads. A high percentage of wildfires begin within 50 feet of a roadway.

3. Evacuation Routes: There are numerous substandard width (less than 20 feet) roadways in Los Gatos. A complete review of the roadways and major evacuation routes throughout the WUI must be undertaken to determine needed roadway improvements – public and private. Correction of substandard width roadways in Los Gatos may run into the millions.

4. Emergency Communication: Installation of an Emergency Communication system owned and operated by the Town will cost between $1.5 to $2 million.

5. Water Service: There are neighborhoods in the hillside that do not have standard utility-supplied water service. Without this service, fire protection is more challenging. Why? Access to hydrants may be a long distance from the source of a fire. Readily available water will address a localized fire and reduce the potential of it becoming a wildfire.

6. Wildland Fire Specialist and Fuels Crew: These programs will likely have a limited life due to funding constraints. An on-going source of funding is required to sustain them.

I will stop at this point. I think the need is clear and funding is an ongoing challenge.

While the Town has had good success securing grants for wildfire initiatives, grants are not a guaranteed source of funding. A reliable source of revenue will enable expedited projects and maintenance that will TRULY make Los Gatos more Wildfire resilient.

In 2020, Marin County passed Measure C (70.8% yes) and formed a Joint Powers Authority (JPA). This tax generates $19.3 million/year for wildfire programs and initiatives. While Los Gatos would not generate that amount of revenue per year, borrowing against future years' tax collection is possible and would expedite critical projects.

I am ready to assist the Town in developing the case for a Wildfire or broader Public Safety parcel tax. Let me know how I can help you in moving this critical initiative forward for the Town of Los Gatos.

Rob Stump
Los Gatos Hillside Resident

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: 10/17/2023
ITEM NO: 16
DATE: October 10, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Discuss and Provide Direction Regarding Potential Changes to the Town’s Boards, Commissions, and Committees
RECOMMENDATION:

Discuss and provide direction regarding potential changes to the Town’s Boards, Commissions, and Committees.

BACKGROUND:

In January 2023, the Town Council added a Strategic Priority to evaluate the Town’s Boards, Commissions, and Committees (hereafter, Commissions) to determine potential refinements to align with the Council’s Strategic Priorities. The 2023-2024 Strategic Priorities are contained in Attachment 1.

Some of the Town’s existing bodies have a specific regulatory, land use purpose, or appeal function, including the following (the Department providing primary administrative and technical support to the Commission is identified in parentheses):
 Building Board of Appeals (Community Development)
 Conceptual Development Advisory Committee (Community Development)  Development Review Committee (Community Development)
 General Plan Committee (Community Development)
 Historic Preservation Committee (Community Development)  Housing Element Advisory Board (Community Development)  Personnel Board (Human Resources)
 Planning Commission (Community Development)
The Finance Commission was established by a ballot initiative and can only be modified by Los Gatos voters. The Town Manager’s Office, Finance Department, and Clerk’s Office provide administrative and technical support to this Commission.

PAGE 2 OF 3
SUBJECT: Town Boards, Commissions, and Committees
DATE: October 10, 2023
BACKGROUND (continued):

Other Town Commissions, which are the focus of this report, include the following (the Department providing primary administrative and technical support to the Commission is identified in parentheses):
 Arts and Culture (Library Department)
 Community Health and Senior Services (Town Manager’s Office)  Complete Streets and Transportation (Parks and Public Works)  Library Board (Library Department)
 Parks Commission (Parks and Public Works)
 Youth Commission (Police)
The enabling resolutions for each of these Commissions identify the scope and membership of each Commission. The resolutions can be found on the website for each Commission, respectively. In addition, Town Council recently adopted an enabling resolution to establish a new Diversity, Equity, and Inclusion (DEI) Commission, which will be primarily administered by the Town Manager’s Office.

The Town Clerk and Town Attorney provide valuable guidance to all Town’s advisory bodies and Commissions to ensure compliance with State laws and regulations as well as consistency in administrative practices.

DISCUSSION:

As the Town Council deliberated on the creation of the DEI Commission, Council members raised questions regarding other subject areas for which a Commission would be useful.

Specifically, interest was expressed in a Sustainability Commission to give heightened awareness and attention to a variety of environmental issues facing the Town.

The Council should define the scope of sustainability as it has many facets, including but not limited to Greenhouse Gas reduction, tree canopy, recycling, energy conservation, water conservation, climate resiliency, etc. Depending on the Council’s focus, one option may be to expand the scope of an existing Commission (e.g., Parks Commission) to cover sustainability and rename it (e.g., Parks and Sustainability Commission).

The Council was also interested to know the workload implications of adding new Commissions.

A new Commission does bring additional workload to the Town’s lean staffing resources. The ability of a Department to absorb the additional work varies by Department. For example, if the Parks Commission were to expand to a Parks and Sustainability Commission, it would likely need to meet monthly instead of every other month. Parks and Public Works staff can absorb this increment of new work better than a new Commission which would meet regularly in addition to the Complete Streets and Transportation Commission and Parks Commission.

PAGE 3 OF 3
SUBJECT: Town Boards, Commissions, and Committees
DATE: October 10, 2023
CONCLUSION:

This agenda item provides the Town Council the opportunity to discuss alignment of the Commissions to the Council’s Strategic Priorities, direct any modifications to enabling resolutions, and provide other guidance as appropriate.

COORDINATION:

The preparation of this report was coordinated with all Department Directors, the Town Clerk, and the Town Attorney.

FISCAL IMPACT:

The discussion of Commission refinements has no fiscal impact.

ENVIRONMENTAL ASSESSMENT:

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

Attachment:

1. 2023-2025 Strategic Priorities

Prudent Financial Management
Quality Of LifE
Traffic/Transportation
Safety
Address Pension & OPEB Obligations
Sell or Lease Certain Town Properties
Develop a Five-Year Structurally Balanced
and Sustainable Operating Forecast
Explore New Revenue Opportunities
Cure Forecasted Structural Deficit
Develop a Five-Year Full Funded Capital Plan
Community Vitality
Diversity, Equity & Inclusion Efforts
Community Where Older Adults Thrive
Adopt a Senior Road Map
Events & Other Town-Wide Efforts
Community Engagement
Environmental Sustainability/Climate Resiliency
Economic Vitality & Pandemic Recovery
Policies & Ordinances
Semi-Permanent Parklets
Streamline Permit Process
Land Use Planning
General Plan 2040
Housing Element
Affordable Housing Partnerships
SB9 Implementation
Work with Town Partners to Support Needs of
Unhoused Residents
Redefine Town Commissions in Alignment with
Strategic Priorities
Comprehensive Parking Study
Short, Medium, and Long-Term Actions
Transportation Demand Management
Measure B Transportation Projects
Bicycle & Pedestrian Improvements
Community Shuttle
Summer/Rush Hour/School Traffic
Regional Transportation Issues
Traffic Calming/Safety for All Users
Community Policing
Emergency Preparedness
CERT Recruitment & Training
Communications, EOC Readiness &
Emergency Plan Development
Fire Protection
Implementation of Ad Hoc Wildfire
Mitigation Plan
Vegetation and Hazardous Tree
Management
Ongoing Strategic Priorities
2023-2025
Attachment 1

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: 10/11/2023
ITEM NO: 17
DATE: October 11, 2023
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Accept the Diversity, Equity, and Inclusion (DEI) Plan and Identify First Year Priorities for the DEI Commission
RECOMMENDATION:

Accept the Diversity, Equity, and Inclusion (DEI) Plan and Identify First Year Priorities for the DEI Commission.

BACKGROUND:

In 2021, Town staff began to identify Town processes, policies, and other Town work that would enhance equity and inclusion in Los Gatos. In addition, the adopted 2040 General Plan contains a new Racial, Social, and Environmental Justice Element. On August 17, 2021, the Town Council approved engaging ALF Insights (ALFI), the consulting arm of American Leadership Forum Silicon Valley, to complete a phase of discovery, engaging community partners to ascertain their understanding of the Town’s Diversity, Equity, and Inclusion (DEI) work to date as well as gather input on equity and inclusion efforts in the Town. ALFI summarized the themes and ideas gathered in those meetings and provided a set of recommendations in a Discovery Report accepted by the Town Council on September 6, 2022.

Also on September 6th, the Town Council directed the Town Manager to continue work with ALFI to assist in strategizing and identifying Justice, Equity, Diversity, and Inclusion (JEDI) Implementation Actions to include clear goals and action items. ALFI engaged a Community Working Group to assist in the development of its recommendations for the Town.

On September 19, 2023, the Town Council received ALFI’s Implementation Actions and voted to establish a DEI Commission. On October 3, the Council considered and approved a revised enabling resolution for the new Commission.

PAGE 2 OF 3
SUBJECT: Accept the Diversity, Equity, and Inclusion (DEI) Plan and Identify First Year Priorities for the DEI Commission
DATE: October 11, 2023
DISCUSSION:

In addition to ALFI’s efforts with the Community Working Group, staff sought a larger engagement of the community in preparation of a comprehensive DEI Plan. Staff met with almost every Town Board, Commission, and Committee to discuss the recommendations in the 2022 Discovery Report, consider DEI in the work of each body, identify potential additional DEI action items, and obtain related input.

The Town also held a community workshop over Zoom with smaller break out discussion groups to discuss similar topics as the Commissions. Finally, an internal employee Equity Team met to consider these topics and an anonymous survey was sent to all Town staff to garner input.

Many different voices were heard during these various meetings. Some people questioned why the Town was doing this work at this time; asked what specific problem a DEI Plan was intended to solve; expressed that the Town is welcoming to all people currently; shared stories of personal experiences that indicated that not everyone is welcome in Los Gatos; recognized the long term work associated with DEI; indicated that the Town government cannot do DEI work alone; and made other suggestions and comments.

Staff has compiled a comprehensive DEI Plan that brings together the ALFI Implementation Actions, the General Plan 2040 Racial, Social, and Environmental Justice Element Implementation Programs, internal Town efforts that have been underway since 2021 (e.g., Police reforms), and the broader community, Town Commissions/Boards/Committees, and staff input into a single document.

As directed by the Town Council, the Plan identifies short, medium, and long term action items.

The Plan also contains action items that are ongoing and do not have a specific conclusion. All action items are organized by the same goals founds in the ALFI Implementation Actions document plus a goal pertaining to internal Town operations:
 Oversight: Create a process for oversight of the Town’s DEI Plan;  Safety: Create a robust and safe process for equity-focused, community-based programming;
 Collaboration: Leverage community resources to ensure equity efforts are collaborative and inclusive;
 Communication: Develop a communications campaign that highlights the Town’s equity work;
 Housing: Educate the community about affordable housing to ensure that the Town meets its Housing Element Goals; and
 Increase equity in internal Town operations, service delivery, and customer interactions.

PAGE 3 OF 3
SUBJECT: Accept the Diversity, Equity, and Inclusion (DEI) Plan and Identify First Year Priorities for the DEI Commission
DATE: October 11, 2023
CONCLUSION:

The DEI Plan acknowledges the ongoing work that the Town is doing to become a more diverse and inclusive community. This agenda item provides the Town Council an opportunity to discuss the Plan, modify the timeframe(s) for specific action items, and identify a couple of first year priorities for the DEI Commission and staff.

COORDINATION:

The DEI Plan was reviewed by all Town Department Directors, Town Attorney, Town Clerk, and Assistant Town Manager.

The preparation of the Plan included input from the Arts and Culture Commission, Community Health and Senior Services Commission, Complete Streets and Transportation Commission, Finance Commission, Library Board, Parks Commission, Personnel Board, Planning Commission, and Youth Commission. Resident members of the Historic Preservation Committee and Housing Element Advisory Committee (which includes the General Plan Committee) were invited to the Planning Commission’s discussion.

FISCAL IMPACT:

The acceptance of the Plan and identifying first year priorities has no fiscal impact.

ENVIRONMENTAL ASSESSMENT:

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

Attachment:

1. Draft DEI Plan

Attachment 1
Town of Los Gatos Diversity, Equity, and
Inclusion (DEI) Plan

1 1. PURPOSE
This Diversity, Equity, and Inclusion (DEI) Plan is intended to be an actionable plan for the Town of Los Gatos to become a more inclusive place where all community members feel welcome and a sense of belonging. It is a living and evolving document.

2. GOALS AND ACTION ITEMS
Some of the goals and action items listed below are attributed to either the Los Gatos 2040 General Plan or the American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions document. Those items without specific attribution came from input received from either Town Boards/Commissions/Committees, Town staff, or the broader community. Please see Section 3 below for more details on how this feedback was obtained.

All of the goals and action items listed below are dependent on authorization, direction, and prioritization from the Town Council.

A. GOAL: Oversight. Create a process for oversight of the Town’s DEI Plan. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions)

1. Short Term Action Items
a. In partnership with other Commissions, DEI Commission to review the community grants rubric for the community grant distribution process through an equity lens. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 6)
b. DEI Commission to create an annual review process and evaluation of the DEI Work Plan action items. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 6)
i. Create standing discussion item for the DEI Commission to review progress on the DEI Plan.
ii. Submit annual progress update to the Council.

2. Long Term Action Items
a. DEI Commission to recommend additional action items to the Town Council to make visible the equity issues that matter to the larger community. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 6)
i. Utilize DEI Commission meetings to obtain community feedback, discuss and identify potential equity action items to inform the ongoing JEDI Plan Implementation, and listen to other community ideas.

2 3. Ongoing Action Items
a. Town staff/Commissions/Council to examine all proposed policies and ordinances in the context of promoting, facilitating, and improving equity, diversity, and inclusion in Los Gatos.

B. GOAL: Safety. Create a robust and safe process for equity-focused, communitybased programming. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions)

1. Short Term Action Items
a. Town staff/DEI Commission to review the Town’s four events (Spring into Green, 4th of July Symphony in the Park, Screen on the Green, and Winter Celebration) with an equity lens. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 7) i. Consider potential modifications to existing Town events. ii. Consider adding a statement in the Town’s Special Event Permit application indicating that the Town encourages events to consider our community’s diversity and to support equity and inclusion. b. Town staff/DEI Commission to evaluate heritage/holiday celebrations and recognitions in the Holiday and Recognition Work Plan. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 7)

2. Medium Term Action Items
a. Town staff/DEI Commission/Community Partners to create public forums and garner feedback from the community on the types of equity programming they would like to see offered in the Town, including but not limited to: community members; business owners; faith leaders; community-based organizations; and youth. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 7)
b. Town staff/DEI Commission/Community Partners to work with other Boards, Commissions, and Committees to curate safe and engaging learning, dialogue and advocacy spaces for all community members. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 8) c. Town staff/Commissions to explore opportunities for public art/murals that celebrate underrepresented groups.
d. Town staff to explore the possibility of film festivals/benefit events at the Los Gatos Theatre.
e. Town staff/Commissions to explore options for bringing diversity and incorporating equity into Town parks, open space, and the community garden. i. Consider a Park Stewardship Program to develop meaningful relationships between different groups (example: seniors) and each park.

3. Long Term Action Items
a. Town staff/DEI Commission/Community Partners to develop a community learning opportunity focused on historical inequities and the history of the

3 Town of Los Gatos. Focused on but not limited to: Indigenous communities; redlining practices; and other items as identified through community partners. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 8)
b. Town staff to develop diversity, sensitivity, and awareness training courses and curriculum for residents, business owners, and local organizations to take part in. Training could include, but is not limited to, an informational column in the weekly newsletter and/or links to recommended online materials, lectures, and community engagement events. (Los Gatos 2040 General Plan, p. 2-9)

4. Ongoing Action Items
a. Town staff in the Police Department to continue to offer a Community Police Academy, or similar program, to educate community members on law enforcement policies, practices, and problem solving, as well as promoting the opportunity for one-on-one interaction with Department members in a relaxed environment. (Los Gatos 2040 General Plan, p. 2-8)
b. Town staff/Arts and Culture Commission/DEI Commission to explore ways to potentially incorporate DEI into new art projects as they arise. c. Town staff/Complete Streets and Transportation Commission to continue to look for ways to improve transportation accessibility, bicycle/pedestrian access, ADA access on sidewalks, and public transportation options. d. Town staff/Library Board/DEI Commission to make suggestions for the Library’s DEI reading list(s) and share those lists with local schools. e. Town staff to continue to enhance awareness of DEI through expanded Library programing for both adults and children.
f. Town staff to continue to increase technology offerings at the Library to help low-income community members who do not have access to WiFi and/or other devices.

C. GOAL: Collaboration. Leverage community resources to ensure equity efforts are collaborative and inclusive. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions)

1. Short Term Action Items
a. Town staff/DEI Commission/Community Partners to foster collaboration between community groups and other partners engaging in equity work in order to offer joint activities. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 8) i. Meet with community partners to determine how they would like to manifest equity learning in the community. Focused on, but not limited to, the following local groups: local businesses; community-based organizations; nonprofits; education partners; faith-based partners; Town Departments; and other Town Commissions.
ii. Focus on collaborative projects that promote healing.

4 iii. Evaluate Town spaces available for joint activities and projects and consider how those spaces can be best used to promote equity and belonging.

2. Medium Term Action Items
a. Town staff/School Districts/Youth to identify needs for both community-based and school-based programming. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 9) i. As requested by local schools, share resources that support the schools’ equity work.
ii. Intentionally connect school districts to community groups for joint projects, centered in art and expression.
iii. Host a joint session with community partners and school leaders regarding equity dialogues and in support of their joint planning efforts.
iv. Explore the possibility of the Town hosting or partnering on a DEI assembly or event with local schools.
b. Town staff/Chamber of Commerce/other community organizations to organize an annual career and job fair with local employers to highlight local employment and employment training opportunities for Los Gatos residents. (Los Gatos 2040 General Plan, p. 2-8)
c. Town staff to research the viability of increasing support for the acceptance of food vouchers at local food retailers and farmers’ markets. (Los Gatos 2040 General Plan, p. 2-9)

3. Ongoing Action Items
a. Town staff to continue to work with the Los Gatos Saratoga Union High School District and Los Gatos Union School District on the Positive Community Norms effort.
b. Town staff to explore opportunities for collaborating with other municipalities on DEI work.

D. GOAL: Communication. Develop a communications campaign that highlights the Town’s equity work. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions)

1. Short Term Action Items
a. Town staff/DEI Commission/Community Partners to create a yearly communications campaign centered around equity education and promotion of community events. Include in this process: visible signage/banners, local art, and art displays. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 9)

2. Medium Term Action Items
a. Town staff/DEI Commission/Community Partners to create a new Town tagline, in concert with the mission statement that involves the spirit of ‘belonging’, as

5 a north star for ongoing work. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 10) i. Engage the community in the development of this work. ii. Garner input from Commissions, businesses and community-based organizations.
iii. Present to Council for approval.
b. Town staff/DEI Commission/Community Partners to engage the business community as a partner in promoting the benefits of the DEI Plan and the positive attributes of the Town of Los Gatos. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 10) i. Develop a local business pledge about belonging and unwillingness to tolerate discrimination.
ii. Create a plan for outreach and support for minority-owned businesses.
iii. Engage the business community in supporting the development of more affordable housing as a path to support their businesses. c. Town staff to develop clear and inclusive outreach materials to increase and advance racial, social, and environmental justice initiatives. (Los Gatos 2040 General Plan, p. 2-8)
d. Town staff/DEI Commission to reexamine Welcome Packets sent to new Los Gatos residents for opportunities to make them more inclusive.

3. Long Term Action Items
a. Town staff to develop mechanisms to communicate and engage members of the community who are not typically active in civic issues to foster relationships with the Town and the Police Department. This can be accomplished by leveraging technology and by focusing resources on nonenforcement interaction with the community. (Los Gatos 2040 General Plan, p. 2-9)

4. Ongoing Action Items
a. Town staff to develop clear and inclusive outreach materials, expand media campaigns, and implement other strategies to engage the public in the Town’s processes. (Los Gatos 2040 General Plan, p. 2-10)
b. Town staff to communicate actively on social media and in other forums to reinforce messages of inclusion, belonging, and welcoming.

E. GOAL: Housing. Educate the community about affordable housing to ensure that the Town meets its Housing Element goals. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions)

1. Long Term Action Items
a. Town staff to dispel the misconceptions surrounding affordable housing by providing:
i. Developer tours to completed affordable housing build outs.

6 ii. Education about affordable housing residents and the services they receive. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 11)
b. Town staff to investigate ways to attract affordable housing developers to the Town of Los Gatos. (American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions, p. 11) i. Review the work of other jurisdictions and what policy changes they have made to incentivize the building of affordable housing. ii. Publicize opportunities to build affordable housing with developers. iii. Educate the community about what affordable housing brings to the Town in order to leverage and develop community support for these projects.
c. Town staff to create a program to ensure that all rental multifamily housing is inspected on a three to five-year cycle to ensure compliance with all building, housing, and other codes for safe and sanitary housing. (Los Gatos 2040 General Plan, p. 2-10)

2. Ongoing Action Items
a. The 2040 General Plan was adopted with its Racial, Social, and Environmental Justice Element on June 30, 2022. The Implementation Programs from that Element are included in this DEI Plan.
b. The Housing Element with modifications was adopted by the Town Council on January 30, 2023. The Town is continuing to address the detailed comments from the State, engaging with the community in that process. Once certified by the State, the Town will need to implement the Housing Element programs.

F. GOAL: Increase equity in internal Town operations, service delivery, and customer interactions.

1. Short Term Action Items
a. Town staff to enhance the Town’s Tree Lighting event with other inclusive activities to transition it to an Annual Winter Celebration. b. Town staff to create a defined set of criteria that measures and prioritizes equitable distribution of Capital Improvement (CI) Projects Town-wide. (Los Gatos 2040 General Plan, p. 2-9)

2. Medium Term Action Items
a. Town staff to develop and facilitate a community-based budgeting process to provide the public an opportunity to identify funding priorities annually. This program could feature in-person and online engagement opportunities. (Los Gatos 2040 General Plan, p. 2-8)
b. Town staff to determine effective recruitment strategies to attract diverse candidates to Town employment opportunities. Work with educational institutions and other entities to promote local government job opportunities

7 with middle school, high school, technical school, and college students. (Los Gatos 2040 General Plan, p. 2-8)
c. To remove any administrative barriers to increase access to healthy foods, Town staff to conduct an internal audit of and make necessary changes to Town regulations, including but not limited to the Zoning Ordinance. (Los Gatos 2040 General Plan, p. 2-9)
d. Town staff to increase opportunities for DEI conversations among Town staff and Departments with guest speakers/brown bag lunches.
e. Town staff to explore the possibility for team-building exercises for staff.

3. Long Term Action Items
a. Town staff to develop a study to measure tree canopy distribution throughout the Town and encourage the use of native plants when increasing green space. (Los Gatos 2040 General Plan, p. 2-9)
b. Town staff to implement the Town’s ADA Transition Plan as funding permits.

4. Ongoing Action Items
a. Form a Social and Racial Justice Commission that will serve as an advisory board to the Town Council to advance the Town’s racial equity work. (Los Gatos 2040 General Plan, p. 2-8) – Approved by Council September 19, 2023 with meetings beginning January 2024.
b. Town staff to update the Town’s Anti-Harassment Policy to meet current best practices, including anti-bullying.
c. Town staff to continue to evaluate the annual proposed Capital Improvement Budget and any service expansion/contraction in the Operating Budget to ensure that all neighborhoods are treated equitably in the availability of services and infrastructure investment. (Los Gatos 2040 General Plan, p. 2-8) d. Require all Town staff to undergo ongoing DEI/implicit bias training. (Los Gatos 2040 General Plan, p. 2-8)
e. Continue to offer DEI training for Councilmembers and Commissioners. f. Town staff to develop an annual survey which measures the successfulness of advancing social equity and diversity Town-wide. (Los Gatos 2040 General Plan, p. 2-8)
g. Town staff to continuously expand access to Town records and information to further demonstrate the Town’s commitment to transparency in governmental operations.
h. Town staff to continue to provide Biannual Reports to review progress at Town Council meetings on Police Reforms, including independent investigations, mental health/homeless support, traffic stop data, and options for nonemergency calls. i. Town staff to continue to strengthen the Police Department relationship with County Behavioral Health and Crisis Response Teams.
j. Town staff to work toward the Police Chief’s goal for all Department personnel to exceed the minimum number of hours of training in de-escalation and crisis intervention.
k. Town staff to continuously review and update Town policies and procedures to ensure that it is employing the best practices for hiring, training, eliminating bias, and ensuring the public’s safety.

8 l. Town staff to foster a more diverse work force by continuing to update job descriptions and minimum qualifications to encourage a broader set of candidates, promoting job opportunities using conventional and unconventional techniques to reach deeper into the talent pool, and encouraging professional development to expand skills and abilities. m. Town staff to continually reevaluate the Commission application process to facilitate more equity and inclusivity.
n. Town Council to examine/update the Town Council Code of Conduct. o. Town staff to conduct staff surveys on a regular basis to assess if employees feel welcomed and included.
p. Town staff to explore options for assisting unhoused Los Gatos residents.

Staff explored the option of including metrics for each item; however, after extensive outreach, research, and attending DEI training sessions put on by the Government Alliance of Race and Equity (GARE), the conclusion reached was that metrics/performance measures are not only extremely difficult for this work, but not advised. DEI work is long-term term and ongoing over generations of people and progress cannot adequately be measured in a shorter timeframe of a few years. Additionally, aiming for a goal of a certain demographic makeup (for example, X amount of employees of Y ethnicity/race) can be misleading because even if that goal is reached is does not necessarily mean that all feel welcome or as they belong.

3. DESCRIPTION OF PROCESS FOR DEVELOPING THE DEI PLAN
Community Advisory Group Led by American Leadership Forum Silicon Valley Insights (ALFI) On September 6, 2022, the Town Council authorized the Town Manager to continue working with DEI Consultant ALFI on the development of a DEI Plan. To do this work, ALFI convened a Community Advisory Group to move the initial Discovery Report recommendations forward and provide concrete steps for implementation. The Community Advisory Group met on a monthly basis from February through September 2023 for two and a half hours each meeting and utilized the initial Discovery Report recommendations as a jumping off point for dialogues. The Group helped put together the American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions document and provided numerous action/implementation items included in this DEI Plan. The most significant recommendation to come out of the group was for the Town to establish an equity-focused Commission. On September 19, 2023, the Town Council approved the enabling resolution to create the Diversity, Equity, and Inclusion Commission.

Community Workshop
On April 20, 2023, the Town held a community workshop to give the broader Los Gatos community an opportunity to provide input on the Discovery Report and the potential action items for this DEI Plan.

Attendees were divided into two smaller breakout group discussions to provide feedback used to shape this plan.

9 Town Boards, Commissions, and Committees Participation During the months of March and April, Town staff met with each Board/Commission/Committee, and/or solicited written feedback on the potential DEI Plan action items and the recommendations in the Discovery Report. Input was also sought regarding how DEI work intersects with each Commission, how Commissions can work to increase equity and inclusivity in Los Gatos, and other ideas for how the Town can work holistically toward becoming a more inclusive place. Ideas garnered from those sessions are reflected in this DEI Plan.

Town Staff Engagement
Outreach regarding the development of this plan and other Town DEI work was also conducted with staff. In 2022, the Town Manager’s Office offered the first Employee Equity Survey to all Town staff.

The Town staff is much more diverse than the broader Los Gatos community. At a high level, survey results indicated 70% of respondents reported feeling welcome at work while 30% did not. Responses also indicated a need for increased education for Town staff about the DEI work being done and a desire for DEI training.

In 2023, the Town Manager’s Office conducted another anonymous survey specific to input relating to the Discovery Report recommendations and potential DEI Plan action items. Discussions on these topics also occurred during the Staff Equity Team’s monthly meetings. Themes from this staff feedback are also found in this Plan.

Training
Based on staff demand as illustrated in the Employee Equity Survey results, in November 2022, the Town held a mandatory staff Diversity, Equity, and Inclusion training entitled "Creating Environments of Belonging" led by DEI trainer and former prosecutor Mwanaisha Sims. The topic discussed included:
• Awareness of workplace diversity issues, such as those affecting underrepresented groups, in daily interactions;
• Exploration of internal beliefs and unconscious biases; • An understanding of what motivates (and demotivates) those around us; • Collaboration skills to help work more effectively with people who have different qualities from your own;
• How to stand up to discrimination such as racial bias or sexual harassment; and • Skills to foster an inclusive workplace culture.

In February 2023, the "Creating Environments of Belonging" DEI training was also offered to the Town Councilmembers and all Town Commissioners.

In May 2023, based on demand, Ms. Sims returned to offer Town staff a second training that specifically focused on learning tools for how to respond to microaggressions, bias, and uncomfortable conversations.

DEI training can help build a safe and equitable workplace for all staff and promote an environment where everyone feels comfortable being their authentic selves at work.

10 4. DEFINITIONS
Ableism. Ableism is the discrimination of and social prejudice against people with disabilities based on the belief that typical abilities are superior. At its heart, ableism is rooted in the assumption that disabled people require ‘fixing’ and defines people by their disability. (Access Living) Anti-Semitism. The belief or behavior hostile toward Jews just because they are Jewish. It may take the form of religious teachings that proclaim the inferiority of Jews, for instance, or political efforts to isolate, oppress, or otherwise injure them. It may also include prejudiced or stereotyped views about Jewish peoples. (Anti-Defamation League)
Belonging. Belonging is a core need of all humans and is defined as a system of values and practices where no person is left out of the circle of human concern. It is more than just access. It is having a meaningful voice and an opportunity to participate in the design of cultural structures. Belonging includes the right to contribute as well as the right to make demands and it requires shared power, access, and opportunity among all individuals within a shared system. Belonging is about being seen, heard and valued for the uniqueness that each individual brings into the circle (Source: Othering and Belonging Institute). Distinction Between Diversity, Inclusion, and Belonging: You can have diversity without inclusion (e.g. tokenism, assimilation). You can’t have inclusion without diversity. Focusing on inclusion gets you further than just focusing on diversity. Belonging is a term that goes beyond the legal or HR definitions and gets to how power and meaningful inclusion can look and feel within the context of a group or network. (Race Forward)
BIPOC. Acronym referring to Black, Indigenous, and Persons of Color. (Los Gatos 2040 General Plan, p. 2- 3)
Community Member. Any individual who resides, owns property, is a business owner, or is employed in the Town of Los Gatos. (Los Gatos 2040 General Plan, p. 2-3) Debiasing Strategies. Interventions to eliminate, mitigate or prevent bias are often focused on the individual level, rather than at the institutional level, where interventions are most needed. Debiasing strategies focused on individual change (e.g. “just be aware of your bias),” have dubious impacts and success. Debiasing strategies focused at the institutional levels can help prevent and remove opportunities for bias by instituting practices, policies, and protocols that require institutional actors to address institutional racism. (Race Forward)
Disadvantaged Community. An area identified by the California Environmental Protection Agency (CalEPA) pursuant to Section 39711 of the California Health and Safety Code or a predominately lowincome area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation. (Los Gatos 2040 General Plan, p. 2-3)
Diversity. A variety of racial identities or characteristics (e.g. African Americans, Native Americans, Latinx) as well as people from a range of different social, racial, ethnic, cultural, and economic backgrounds; genders; sexual orientations; abilities; experiences; perspectives; and other personal identities. Diversity is a quantitative measure of representation. (Race Forward)

11 Environmental Justice. The fair treatment of people of all races, cultures, incomes, political and religious affiliation, and national origins with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies including climate adaptation strategies. (Los Gatos 2040 General Plan, p. 2-3)
Equality. Is sameness; everyone gets the same thing. Equality focuses on everyone getting the same opportunity, but often ignores the realities of historic exclusion and power differentials among whites and other racialized groups. (Los Gatos 2040 General Plan, p. 2-3) Equity. Ensures that outcomes in the conditions of well-being are improved for marginalized groups, lifting outcomes for all. Equity is a measure of justice (Los Gatos 2040 General Plan, p. 2-3). Distinction Between Equality and Equity: Equality uses the same strategies for everyone, but because people are situated differently, they are not likely to get the same outcomes. Equity uses differentiated and targeted strategies to address different needs and to get to fair outcomes. Equality-focused strategies don’t work for, or benefit, everyone – e.g. teaching everyone the same way does not work for different kinds of learners -- each must be taught the appropriate way for them. (Race Forward) Explicit Bias. Conscious attitudes and beliefs about a person or group, also known as overt and intentional bias. (Los Gatos 2040 General Plan, p. 2-3) Implicit Bias. Attitudes or stereotypes that affect our understanding, decisions, and actions in an unconscious manner. (Los Gatos 2040 General Plan, p. 2-3) Individual Bias. Bias by individuals. But if the individual is acting in an institutional capacity (e.g. a teacher or a police officer) their individual bias is also a manifestation of institutional bias. (Race Forward)
Individual Racism. Lies within individuals. These are private beliefs and biases about race that reside inside our own minds and bodies. For White people, this can be internalized privilege, entitlement, and superiority; for people of color, this can be internalized oppression. Examples: prejudice, xenophobia, conscious and unconscious bias about race, influenced by the white normative or dominant culture. (Race Forward)
Institutional Bias. Bias by institutions — such as patterns, practices, policies, or cultural norms that advantage or disadvantage people of color. (Race Forward) Institutional Racism. Occurs within institutions. It involves unjust policies, practices, procedures, and outcomes that work better for White people than people of color, whether intentional or not. Example:

A school district that concentrates students of color in the most overcrowded, under-funded schools with the least experienced teachers. (Race Forward)
Interpersonal Racism. Occurs between individuals. Bias, bigotry, and discrimination based on race.

Once we bring our private beliefs about race into our interactions with others, we are now in the interpersonal realm. Examples: public expressions of prejudice and hate, microaggressions (common place intentional or unintentional terms or hostility), bias and bigotry between individuals. (Race Forward)

12 Inclusion. The measure of the quality of representation, such as full access, authentic representation, empowered participation, true belonging and power-sharing. Inclusion is a qualitative measure of representation and participation. (Race Forward)
Intersectionality. The concept of intersectionality describes the ways in which systems of inequality based on gender, race, ethnicity, sexual orientation, gender identity, disability, class and other forms of discrimination “intersect” to create unique dynamics and effects. All forms of inequality are mutually reinforcing and must therefore be analyzed and addressed simultaneously to prevent one form of inequality from reinforcing another. Intersectionality brings our understanding of systemic injustice and social inequality to the next level by attempting to untangle the lines that create the complex web of inequalities. It is also a practical tool that can be used to tackle intersectional discrimination through policies and laws. (Center for Intersectional Justice)
LGBTQIA+ Discrimination. Being harassed, discriminated against and/or being denied access to employment, housing, access to basic goods and services and/or the ability to participate meaningfully in our society's decision making processes, based on gender identity, sexual orientation and/or gender expression. (Gender Equity Law Center)
Racial Equity. A process of eliminating racial disparities and improving outcomes for everyone. It is the intentional and continual practice of changing policies, practices, systems, and structures by prioritizing measurable change in the lives of people of color. From GARE: Racial equity is realized when race can no longer be used to predict life outcomes, and outcomes for all groups are improved. (Race Forward) Racial Justice. A vision and transformation of society to eliminate racial hierarchies and advance collective liberation, where Black, Indigenous, Latinx, Asian Americans, Native Hawaiians, and Pacific Islanders, in particular, have the dignity, resources, power, and self-determination to fully thrive.

Distinction Between Racial Equity and Racial Justice: Racial equity is the process for moving towards the vision of racial justice. Racial equity seeks measurable milestones and outcomes that can be achieved on the road to racial justice. Racial equity is necessary, but not sufficient, for racial justice. (Race Forward)
Resident. Any individual who resides in the Town of Los Gatos. (Los Gatos 2040 General Plan, p. 2-3) Social Capital. A concept in social science that involves the potential of individuals to secure benefits and invent solutions to problems through membership in social networks. Social capital revolves around three dimensions: interconnected networks of relationships between individuals and groups (social ties or social participation); levels of trust that characterize these ties; and resources or benefits that are both gained and transferred by virtue of social ties and social participation. (Los Gatos 2040 General Plan, p. 2-3)
Socially Disadvantaged Individuals and Groups. Socially disadvantaged individuals and groups who have been subjected to prejudice or some form of discrimination or bias because of their perceived identity as a member of a particular group (i.e., race, ethnicity, culture, sex, political or religious affiliation, sexual orientation, age, immigration status) without regard to their individuality and/or merit. (Los Gatos 2040 General Plan, p. 2-3)
Structural Racism. Racial inequities across institutions, policies, social structures, history, and culture.

Structural racism highlights how racism operates as a system of power with multiple interconnected,

13 reinforcing, and self-perpetuating components which result in racial inequities across all indicators for success. Structural racism is the racial inequity that is deeply rooted and embedded in our history and culture and our economic, political, and legal systems. Examples: The “racial wealth gap,” where Whites have many times the wealth of people of color, resulting from the history and current reality of institutional racism in multiple systems. (Race Forward)

5. RESOURCES/APPENDICES
American Leadership Forum Insights Discovery Report (2022):
https://www.losgatosca.gov/DocumentCenter/View/31460/Final-Discovery-Report American Leadership Forum Insights Justice, Equity, Diversity, and Inclusion Implementation Actions (2023):
https://www.losgatosca.gov/DocumentCenter/View/36518/ALFI-Implementation-Actions Racial, Social, and Environmental Justice Element of the Los Gatos 2040 General Plan (2022):
www.losgatosca.gov/DocumentCenter/View/31980/2-LGGP_2040_Racial-Social-and-EnvironmentalJustice-Element Town of Los Gatos Becoming an Inclusive Community Website:
https://www.losgatosca.gov/2604/Becoming-an-Inclusive-Community