ITEM NO. 18.
18 •Central point of coordination for
Senior Services including tech support
Q3/32
•Large room exercise classes and
weekly dance in new community
center. Q2/32
•Host local community theater, music,
and dance group programs.
Q3/32
•Promote engagement by organizing
regional large group meetings (SCC
Cities Association, SSC Seniors Agenda,
Caregiver Conference, Aging Wisely
Conference, etc. ) Q4/32
provides some of these
items.
•LGTF is hosting another
community meeting to determine
“must haves” for a new multigenerational community center.
But, it should be noted again that
the current LGS Recreation space
provides some of these items.
GOAL 4: VOLUNTEER SUPPORT &
ENGAGEMENT
UPDATE FOR ANNUAL REPORT
JULY 1, 2023 - JUNE 30, 2024
Goal 4. First Steps
● Establish an ad hoc volunteer task
force.
● Create a listing of organizations
needing volunteers.
● Engage service clubs in the
initiative.
PROJECT V1: Establish Volunteering
Task Force
- Collaborate with the Community
Health & Senior Services Commission
and/or other commissions to form an
ad hoc task force with Town liaison
identified. Consider adding guest
members. Q1/23
In process
In process
In process
Many conversations have been held
regarding this first goal to form an ad
hoc task force with the Town Liaison.
Currently, the Goal Area committees,
which consist of CHSSC members and
representatives from Los Gatos
Recreation, Kiwanis, Rotary, the
Episcopal Church and a few other
community members, constitute our
Volunteer Task Force. As we continue
to seek other members, there is a need
for volunteers to serve as ambassadors
to our local senior communities and
provide feedback on the content of the
HUB.
On hold; members of the Goal Area 4 currently serve
as the Volunteer Task Force. It is scheduled to meet
as needed and/or once a month on the 3rd
Wednesday at 3:00pm @ the LG Methodist Church.
The LG REC 55+ Program and the CHSSC worked
collaboratively to develop and launch the HUB on the
Los Gatos Rec 55 Plus Program website in 2023. This
page provides a comprehensive list of information
and services that support older adults living in the
Los Gatos community. Included on The HUB is a
Volunteer Engagement link whereby organizations,
that need volunteers to support their respective
missions, can be listed.
Q3/Q4/24
On hold
Conversations have continued regarding this first goal
to form an ad hoc task force with the Town Liaison.
Currently, the Goal Area committees, which consist of
CHSSC members and representatives from Los Gatos
Recreation, Kiwanis, Rotary, the Episcopal Church and
a few other community members, constitute our
Volunteer Task Force. Furthermore, the CHSSC is
unable to coordinate a project of this magnitude on
its own. It requires a full-time, paid, resource
coordinator to manage a pool of volunteers and
coordinate their assignment into specific volunteer
opportunities. This goes beyond the reasonable scope
of a Commission staffed with part-time volunteers
alone.
ITEM NO. 18.
19 Develop a list of groups needing
volunteers for programs, events, and
activities. Q2/23
- Establish a joint alliance of service
clubs for volunteering composed of a
designated person from each
organization with an alliance
representative on the ad hoc task
force. Q4/23
PROJECT V2: Recruit and Build a
Volunteer Community with the Ad
Hoc Task Force
- Establish a process to coordinate
between organizations needing
volunteers. Q4/23
- Provide links on The HUB to
organizations needing volunteers.
Q2/24
- Establish methods for volunteers to
connect to opportunities via print and
electronic communications. Q2/24
- Include volunteer opportunities in
local event calendars. Q3/24
- Publicize opportunities and recruit
volunteers at community events (First
Fridays, etc.). Q3/24
- Issue volunteer opportunity alerts.
Q4/24
- Promote volunteerism and explore
new ways to marshal the expertise of
older adults in Los Gatos.
- Ensure equitable and inclusive
opportunities to increase engagement
of older adult volunteers. (continuing)
PROJECT V3 Establish a Volunteer
Corps
- Obtain part time staff support for
coordinated volunteer intake and
coordination of the Volunteer Core.
Q1/25
IN process
Nancy Pearson has volunteered to be
the point person for setting up at least
one meeting per year to discuss goals.
Currently, the HUB does have a link for
volunteers. The information found
there are links to the Los Gatos
Recreation 55 Plus program,
membership in 501 © 3 nonprofit
service volunteer clubs such as, AAUW,
Kiwanis Club, LWV SWSCV, Lions Club,
Rotary Club AM & PM, and the Town
of Los Gatos. Conversations have been
held regarding some redesign and
additions such as, Religious/Spiritual
Communities, etc. There is also an
extensive list of 501©3 nonprofits
operating in Los Gatos that is being
vetted to determine who can, who
wants or who should be listed. A major
area of concern relates to liability
issues. A decision has been made that
the LG Recreation and/or the Town of
Los Gatos will list these opportunities
but those who wish to volunteer must
deal directly with the organization
regarding volunteer activities, location,
etc. The LGRec and the Town of Los
Gatos assume no responsibility.
The Goal Area 4 Committee has
determined that in order for this area
to become a vital part of our Senior
Services Program, a coordinator is
needed to establish, coordinate and
oversee such a program. Without such
a staff person, it will be impossible to
get this Volunteer Program functional
as envisioned.
Future project
Future project
On-going process, for example, ST. Luke’s and House
of Hope have been recently added.
Under discussion
Currently, the HUB does have a link for volunteers.
The information found there are links to the Los
Gatos Recreation 55 Plus program, membership in
501 © 3 nonprofit service volunteer clubs such as,
AAUW, Kiwanis Club, LWV SWSCV, Lions Club,
Rotary Club AM & PM, and the Town of Los Gatos.
Conversations have been held regarding some
redesign and additions such as, Communities of
Faith, etc.
Chair of Goal 4, Commissioner Sterne, surveyed
surrounding communities (Campbell, Cupertino,
Saratoga,Los Altos, Mtn. View, Palo Alto, Palo Alto
Avenidas, Sunnyvale) to learn how they list their
Volunteer Links.
There is also an extensive list of 501©3 nonprofits
operating in Los Gatos that is being vetted to
determine who can, who wants or who should be
listed. Due to liability issues, it has been determined that the LG Recreation and/or the Town of Los Gatos
will list these opportunities but those who wish to
volunteer must deal directly with the organization
needing/wishing for support. etc. The LGRec and the
Town of Los Gatos assume no liability.
The Goal Area 4 Committee reiterates that in order
for this area to become a fully functioning part of
our Senior Services Program, an Age-Friendly/Senior
Services coordinator is needed to establish,
coordinate and oversee the program. Without such a
staff person, it will be impossible to get this
Volunteer Program functioning as envisioned.
Future project
On request
ITEM NO. 18.
20 - Establish a volunteer coordinating
team with required service clubs’
representation. Q1/25
- Develop a method for volunteer
tracking. Q3/25
- Provide periodic events for
volunteers to socialize and exchange
information on opportunities. Q3/25
Establish a senior mentorship service
that utilizes talents and skills that can
be shared in a multigenerational
setting. Q2/25
- Develop and coordinate volunteer
opportunity exchanges (volunteer
tables at Town events, bulletin boards,
volunteer fair, etc.). Q4/25
- Develop opportunities exchange site
on The HUB. Q4/25
- Establish a referral process to
support connections between those
with needs for household chores and
service providers, clubs (including high
school and middle school), other
groups interested in volunteering and
local businesses. Q4/26
- Establish and support a volunteer
information component to the
welcome kiosk at the new community
center. Q1/32
Future project
Future project
Future project
Future project
Future project
Future project
Future project
Future project
Future project
Future project
Future project
Future project
Future project although information has been
gathered about the Avenidas program in Palo Alto as
a model.
Future project
Future project
Future project
GOAL AREAS 5: Transportation
Options
STATUS UPDATE AS OF OCTOBER
2023
UPDATE FOR ANNUAL REPORT
JULY 1, 2023 - JUNE 30, 2024
1-Year
Form senior transportation advisory
committee (tracking, input,
advocacy). Promote availability of
mobility options and information.
Increase use of existing Bus 27 and
advocate for expanded local transit
services.
Taskforce bringing reps from CHSSC
and CTSC has been formed. Focusing
on bringing awareness around existing
public transportation options.
Planned an event (hopefully recurring)
utilizing bus 27 for the older adults
Taskforce still functioning. Richard Conrad, co-liaison, will also be part going forward.
"Ride & Taste LG" program in full swing with 3
completed events. Bi-monthly event bringing together
20 seniors, with VTA providing transportation
overview, riding on 27, having sponsored lunch in Los
Gatos establishment, then shopping. Goal - bringing
seniors together, highlighting public transportation
options and challenges, supporting local businesses.
ITEM NO. 18.
21 3-Year
Implement a Town shuttle.
Expand mobility services - auto,
bicycle, walking, & public
transportation. Add Age-Friendly
accessible walking paths.
10-Year
Create Age-Friendly accessible
walking track. Develop a door to door
shuttle service.
FIRST STEPS:
Establish collaboration with
Commissions and form a Senior
Transportation Advisory Committee
Start exploring shuttle options.
Expand community knowledge of
available mobility options.
Take action to create a more
walkable Town.
Goal 5: PROJECTS
PROJECT T1: Implement and Promote
Transportation Awareness and Use
- Collaborate with Complete Streets &
Transportation Commission and
Community Health & Senior Service
Commission to form an ad hoc Senior
Transportation Committee with Town
liaison identified. Consider adding
guest members. Q1/23
- Obtain community input on needs &
concepts. Q3/23
- Seek grant opportunities in the
transportation area.
- Monitor General Plan 2040- Section
5- Mobility- Implementation Programs
A-S. Q2/24
- Establish a mechanism for continuing
assessment of Los Gatos, County,
Completed (functioning)
In progress
In progress
Future planning
Good progress has been made in
creating transportation awareness in
Los Gatos, primarily through "Ride and
Taste LG" initiatiive. Details below.
Collaboration started and on-going.
Taskforce has been created with
representatives from Complete Streets
& Transportation Commission,
Community Health & Senior Services
Commission and community at large.
Gathering of community input in
progress. Not formally. Perhaps, a
good idea to formalize the process in
Q1'24
Explore options, research existing services in
nearby cities, and possible collaborations.
Explore grants
Completed (functioning)
In progress
In progress
Future planning
"Ride and Taste LG" initiative is in full execution mode. 3 events already happened. We have funding secured
for next year. Need CHSSC support, too
Collaboration on-going. Taskforce has been
functioning with representatives from Complete
Streets & Transportation Commission, Community
Health & Senior Services Commission and community
at large.
Gathering of community input in progress, informally
during community events and gatherings. Goal is to
gather input on needs in Q2/Q3 2024.
ITEM NO. 18.
22 State and Federal master plans, laws
and grants involving all forms of
mobility impacting older adults for
possible recommendation. Q4/24
- Explore wheelchair accessible
parking needs. continuing
- Track VTA bus actions. continuing
- Enhance community knowledge and
use of RYDE, VTA Access, and Santa
Clara County Mobility Management
Program (e.g., intro to use bus pass,
low income senior passes, eligible
registered dining participant passes).
Q3/23
- Promote distribution and awareness
of the VTA Senior Mobility Guide.
continuing
- Link transportation information and
new options to The HUB. continuing
- Promote use of bicycles through
education, training and repair, safety
programs and classes. Promote
development and awareness of bike
and pedestrian pathways, support for
more bikeways, valet use for older
adult events with secure bike parking
facilities. – continuing
- Achieve increased community use of
existing Bus 27 and use data to
advocate for expanded local VTA
transit services. Q2/26
- Develop “Transportation Los Gatos”
software that links all forms of
mobility (Flex Denmark Model). Q1/32
Held a few meetings with VTA reps. No
major changes in the plan for Los
Gatos.
"Ride and Taste LG" - the taskforce has
planned a first senior daycation event
with the goal to share senior
community with existing
transportation options. The event will
start at the LGS rec with knowledge
sharing of transportation options for
seniors. The VTA reps will attend in
person. The event will continue by
seniors riding the VTA bus (#27) to free
sponsored lunch at Double D's then
continuing shopping local in Los Gatos.
Based on the success of the first event,
the goal is to host these on a regular
basis (ideally, monthly). Hope is that
this event will bring seniors together
and help them understand existing
transportation options and identify
needs.
Future project
Future project
Held meetings with VTA reps. No major changes in the
plan for Los Gatos.
"Ride and Taste LG" - the taskforce has planned and
executed on senior daycation event called "Ride &
Taste LG" with the goal to share senior community
with existing transportation options. 3 events have
already been executed with great success. The event
starts at the LGS rec with knowledge sharing of
transportation options for seniors. The VTA reps
attend in person. The event continues by seniors
riding the VTA bus (#27) to free sponsored lunch at a
local restaurant (Double D's, Los Gatos Cafe, Baja
Fresh so far) then continuing shopping local in Los
Gatos. Based on the success of these events, the goal
is to host these on a bimonthly basis. Hope is that this event will bring seniors together and help them
understand existing transportation options and also
identify needs. We have funding secured for a year
through SASSC (Saratoga Area Senior Coordinating
Council). CHSSC should fund, too. (Flyer for second
event on the side)
VTA was present at “Spring into Green” Event and
distributed information.
Future project
Future project
ITEM NO. 18.
23 PROJECT T2: Advocate for an AgeFriendly Walking Plan - Coordinate with existing
commissions and the General Plan to
advocate for an Age-Friendly walking
plan. Continuing
- Create a more walkable Town
through signage, increased benches,
safer and more accessible sidewalks
and crosswalks. Q4/23
- Create an Age-Friendly accessible
walking track (Campbell Community
Center track as a possible model)
accessible to public at fixed hours,
suitable for people with mobility
limitations. Q2/26
- Add new walking paths in Town
parks. Q3/24
- Conduct a senior safety zone study.
Q2/25
- Enhance signage, pavement
markings, evaluate extended traffic
signal timing, and participate in a
Vision Zero collaboration. Q4/26
PROJECT T3: Expand Mobility Options
Including Evenings and Weekends
- Work with RYDE to extend weekday
hours of service M: Q4/23
- Explore Town shuttle options and
focus on the best option. Consider
fixed+flexible Town shuttle: contract
or volunteer based, collaboration with
large scale developers and employers,
cooperative programs with
neighboring cities (e.g., Cupertino VIA
shuttle), cooperative programs with
new Town community developments,
cooperative programs with local
businesses or senior housing entities,
and explore possible subsidies). M:
Q4/24
- Launch a Town shuttle that provides
or includes an evening and weekend
older adult transportation service.
Q4/26
- Promote ride voucher programs with
health care providers. Q3/25
Community feedback collection in
progress. No concrete progress yet on
action items.
Future project
Future project
Future project
Initial discussion/exploration
Initial offline conversation has started.
Extension of RYDE hours or exploration
of other ride-sharing options focused
on older adults
Future project
Future project
Will plan for community feedback collection in Q2/Q3
2024 and identify areas for action
Future project
Future project
Future project
Initial discussion/exploration continues
Initial offline conversation has started. Extension of
RYDE hours or exploration of other ride-sharing
options focused on older adults.
Future project
Future project
ITEM NO. 18.
24 - Create or expand existing programs
to include a door-to-door shuttle
service. M: Q1/32
Transportation challenges for older
adults
Future project
Future project
Future project
Future project
-No standard options focused for senior adults
-First mode of transportation is still through personal vehicles or walking when feasible. Town shuttle or
even ride-sharing options should be explored.
-Decent walkway options available but lack of clear
signage, instructions for both walking older adults and other others including drivers concerning, especially to connect east and west sides of Los Gatos (across
Highway 17). This should be a relatively low hanging
fruit to ensure safety of walking older adults.
GOAL 6: SENIOR HOUSINGINFORMATION & APPROACHESUPDATE AS OF OCTOBER 2023
UPDATE FOR ANNUAL REPORT
JULY 1, 2023 - JUNE 30, 2024
Goal 6 Fist Steps:
•Establish an older adult housing
advisory committee for inventorying
housing options and advocacy.
*Promote development of affordable
housing for older adults.
*Advocate for older adults living
independently in the community
It was decided by the Los Gatos Town
Council that this goal area, except for
an inventory of residential options,
would be addressed after Los Gatos’
Housing Element has been approved
by the state of California
Los Gatos’ Housing Element was approved by the state
of California in May 2024.
The Los Gatos Town’s Report on Senior Housing is
accessible via the Town’s website and the HUB. It will
be reviewed and edited as needed in Q3/Q4 of 2024.
This is an on-going goal that guides the CHSSC in their oral and written publications.
GOAL AREA 7: INTEGRATED
GOVERNANCE, FUNDING, AND
ACCOUNTABILITY FOR SENIOR
SERVICES
UPDATE AS OF OCTOBER
2023
UPDATE FOR ANNUAL REPORT
JULY 1, 2023 - JUNE 30, 2024
Committee proposed four (4)
recommended Town Council actions
the first year to achieve the:
Proposed Integrated Governance
Model
•One-three-ten year fiscal planning
This is a comprehensive and
culminating goal area developed to
ensure governance, funding, and
accountability measures are in place to
ensure successful implementation of
the Roadmap.
The Proposed Integrated Governance
Model has four recommended Town
Council Actions to achieve this model.
2023: Outreach and reports generated with 7 service
providers to assess alignment with the Senior
Roadmap Goals and needs to accomplish that
alignment.
Service Providers, governed by their own Boards,
resisted double reporting to the CHSSC.
ITEM NO. 18.
25 •Measurement and accountability
tracking
•Roles and responsibilities decisions
•Roadmap maintenance and update
process
Goal 7 Projects:
•Integrated governance model that
includes : Distinct roles for nonprofits; Coordinated management model ; Sustainable financial
planning; Methods for measurement,
accountability, and maintaining
transparency
•One-Three-Ten Year Fiscal Planning
•Measurement and Accountability
Tracking
•Roles and Responsibilities
•Roadmap maintenance and update
process
During 2023, this Goal Area Team
focused on outreach to our 4 main
local service providers, plus others
who serve the community, to gather
information on needs, such as
financial, enrollment, sustainability.
•2024: letters sent to extensive list of service
providers to list their primary accomplishments and
how CHSSC can better assist them in meeting goals.
Few responded.
•Service Providers, governed by their own Boards,
resisted double reporting to the CHSSC.
•Service Providers were asked to respond to 2
questions:
1.What are your funding needs/wishes for the next
two years?
2. What changes, if any, to the Town’s budgeting
processes would be helpful for your budget planning.
•There will be an on-going assessment of the Core
Services Providers through reports and newly
identified Task Force members as point of contact
identified in Goal 2.
•Overarching concern for all Service Providers and the
CHSC is sustainability and more community
awareness.
•Dedicated Age-Friendly/Senior Services Coordinator
is needed to address this area.
ITEM NO. 18.
26 May 2, 2024
To: CHSSC
Fr: Jeff Blum, Chair Goal 1
Re: Annual Report of Community Health and Senior Services Commission to Town Council Goal One: Appealing and Inviting Facility
Projects:
Needs analysis, fundraising, optimize existing space, community facility direction, community facility design, community facility construction, community facility operations These projects are to occur over an anticipated period of up to ten years. *Fund raising:
A 501(c)3 nonprofit organization was created, a fund-raising committee was recruited, and planning sessions were held.
*Liaisons from CHSSC were appointed to the Los Gatos Thrives Foundation for Older Adults, the nonprofit group founded to attain goal one. One member of CHSSC serves on the community center committee, which is intended to determine the size, scope of services, and needs of the community for a new center (needs analysis). The community center is also tasked with finding a suitable location for a center. The other CHSSC member is on the foundation’s marketing/communications committee, which is intended to promote and educate the community about the needs for, and desirability of having, a new community center. This committee arranged for monthly Monday morning movie premieres at the Los Gatos Theatre. The goal is to promote the foundation and its goals. The first such movie (May 6th) allowed attendees to watch a first run movie (Fall Guy with Ryan Rosling) and receive a coffee and a pastry, for $10. The liaisons also participated in a presentation to the town council to better inform council members about the progress the foundation is making in implementing goal one.
*With the assistance of CHSSC liaisons, the foundation has developed a timeline and other committees (in addition to those mentioned above) to implement goal one. *One of the liaisons had an article published concerning the foundation and its goals. With the assistance of the liaisons, a website has been established for the foundation. The foundation has also developed a logo relating to the attainment of goal one.
*As a part of its needs analysis and for optimization of existing space: the foundation and CHSSC considered what upgrades are needed for the existing Los Gatos Recreation facility: CHSSC co-sponsored with the Town and held a community workshop to discuss upgrades. This well attended event (approximately 40-50 people participated) brainstormed ideas in answering questions about what types of improvements/upgrades should be made and what types of services should be offered. Following this workshop, in furtherance of goal one’s project for optimization of existing space, CHSSC reviewed the results from it and made recommendations to the town council about the types of upgrades most appropriate and the criteria to be used in selecting service providers to utilize space in the upgraded facility.
ITEM NO. 18.
27 *Further needs analysis: Tours of other community centers: The CHSSC liaisons participated in tours of community centers in Los Altos, Mountain View, Morgan Hill, Saratoga, and Palo Alto, to gain ideas for a new/improved community center in Los Gatos. In addition, the tours aided in helping organize and prepare presentations for workshops, as additional needs analysis. *Additional needs analysis: The foundation is creating a survey to distribute to town residents, which will inform the community about the foundation, explain the need for a new center, and solicit information from town residents about what they consider as priorities for a new/improved community center. *The foundation’s survey will be followed by a workshop to obtain further input from the community and to further inform the community about the goals of the foundation and aid in needs analysis. This workshop (“Community Center Dreaming”) will be held June 20th from 5-8:30 p.m. at the Masonic Lodge. It will ask attendees to focus on the question of what we, as a community, want in a community center. *CHSSC will review the results of the survey and the Community Center Dreaming workshop in August or September and recommend next steps for the foundation vis a vis fulfillment of goal one project to do a needs analysis.
*Community facility direction/development of a design example/model: The foundation has obtained commitments from architectural staff and students on a voluntary basis, to assist with possible design and construction plans for a new community center.
ITEM NO. 18.
28 May 6, 2024
To: Los Gatos Town Council
Fr: George Rossman, Chair Goal 7
Re: Annual Report 2024: Goal 7 - Governance
In 2023 Reports were generated for the following core service providers:
* 55 Plus
* Live Oak Nutrition
* Live Oak Day Care
* West Valley Community Services
* SASCC
* KCAT
*Jewish Family Services
The following process was followed:
1. Provide each of the listed entities with the Road Map goals.
2. Ask them to outline their services of older adults and then discuss with them which of the seven goals epitomize what they are doing.
3. Determine to what extent these groups are fulfilling the Road Map goals.
4. Determine what services are most needed for the implementation of the goals and ask them how they might expand their services to cover those needs.
5. Let them know that we want to partner with them in providing those services that align their goals with the goals in the Road Map.
6. Ask them a number of questions:
a. How do they communicate with older adults?
b. What does their outreach to older adults entail?
c. How do they bring in new people?
d. How do older adults get to their events?
e. How can the town help their organization?
7. Ask them to provide us with a brief written summary of their responses to our inquiries.
8. Inform the groups we will be providing the town council with a report.
9. Consider creating additional inquiries to these service providers tailored towards their unique services.
The reports were used to determine performance of Road Map Goals and identified critical areas in need of attention.
This year (2024) letters were sent to the extensive list of providers in the Service Providers Network. We asked them about their primary accomplishments in 2023 and how CHSSC can help in achieving 2024 Goals.
There was little to no response. Recently, the House of Hope and St. Luke’s were added to the core list and a liaison was assigned to each core provider.
The Road Map envisioned that an integrated governance model with accountability for senior services would yield significant benefits: increased efficiencies, enhanced services, additional sources of support, and greater long-term stability of programs. However, since the publication of the Road Map, there has been significant pushback of that model by the independent Senior Service Providers (SVPs), whose participation would be voluntary. Further, the SVPs are governed by independent Boards of Directors who were not likely to go along
ITEM NO. 18.
29 with an integrated governance model. So instead of pursuing that model, it was proposed that CHSSC continue to provide encouragement and support to the SVPs and asked to further assess and report on the quality of their services to the Town Council.
Further analysis of the services provided in our community and their impact is necessary. Like the earlier assessment, much of the critical information would be obtained through collaboration with the SVPs, either in the form of reports or presentations. The objectives of this continuing analysis are to
1. Expand the number of SVPs interviewed,
2. Utilize both common (service quality, sustainable business plan) and unique (strategy, capacity, participation) metrics to provide a broad assessment of the capabilities of our SVPs.
3. Uncover weaknesses in service coverage and operations based on these metrics and external benchmarks,
4. Indicate to our SVPs how they might alter or expand their service operations to fulfill Road Map goals. Here are two specific questions that we would like answered.
1. What are your funding needs/wishes for the next two fiscal years?
2. What changes to the town’s budgeting processes would be helpful for your budget planning? There will be an ongoing assessment of the Core Services Providers through reports to the Commission.
ITEM NO. 18.
30 CHSSC Recommends: Appointment of an Age Friendly/Senior Services Coordinator Vibrant communities provide opportunities for older members to become volunteers and/or to find needed assistance from volunteers. Promoting and supporting volunteerism allows the community to marshal the expertise of older adults and to increase engagement of older adults for the benefit of the entire community.
Our Committee found that many older adults want to volunteer, and many others need volunteers for help.
With volunteer time in California currently estimated at approximately $30hr by the Independent Sector organization, the many 1000’s of hours available locally represents an important resource for the Town to take advantage of as much as possible.
An Age-Friendly Coordinator could address many of these goals:
•Integrate the delivery of services to older adults
•Assist with implementing the Senior Services Committee’s Road Map •Report and make recommendations to the Town Council about his/her observations concerning the delivery of services and how best to streamline the services provided by service providers •Act as the point of contact for the Commissions, Service Provider organizations, Los Gatos Foundation For Older Adults To Thrive, and regional nonprofits providing services for Los Gatos older adults •Be the point of contact for the key provider of recreational services to older adults (currently LGS Recreation) •Receive information from the three CHSSC activities coordinators involving Communication & Engagement, Roadmap Tracking, and Annual Assessments
•Serve as the point of contact for questions about volunteer opportunities as Roadmap projects advance in support of this goal
•Facilitate review and presentation to Town Council of the Annual Assessment of Senior Services provided by the CHSSC for receipt by the Town Council
•Provide information and support for the Town Council review of the Roadmap progress and governance on a semiannual basis
As the Roadmap successes accrue in future years and senior services delivery advances, there may be considerable leverage gained by increasing the fractional 0.5 FTE allocation to the Town’s Age-Friendly Coordinator. This graded approach could facilitate the transition of Los Gatos senior services governance from a fragmented model to an integrated partnership model.
Next steps:
1. An Age-Friendly Coordinator is hired
2. Funding: Town of Los Gatos, Los Gatos Thrives Foundation, Grants,
3. Purposed: Ensure the Coordinator is briefed on the senior services landscape. This position would provide an important step to realizing the Roadmap vision of a coordinated partnership for senior services between the Town, Town commissions and boards, the Los Gatos Foundation For Older Adult to Thrive, community service providers, and other nonprofits and regional providers.
ITEM NO. 18.
31 LIVE OAK ADULT DAY SERVICES - CHSSC REPORT
Program Update
April 25, 2024
FROM: LISA LENOCI, Program Director
Live Oak Adult Day Services (“Live Oak”) operates a specialized adult day program. It was started in 1983 in Los Gatos in response to a demand for services for an aging population and an increased rate of dementia. That need has continued to grow. Live Oak currently has four sites in Santa Clara County, including the one in Los Gatos. It is a 501(c)(3) organization.
Live Oak and the Roadmap Goals:
Live Oak's program addresses a few goals of the Senior Roadmap, namely, core services (an adult day program), caregiver respite and support, and volunteer engagement.
Scope of Services:
Live Oak’s mission is to improve the quality of life of its senior participants by removing them from social isolation and offering a variety of stimulating activities to improve their psychological and physical well being.The program includes a variety of activities such as music, art projects, chair exercise, bingo, trivia, reminiscing and many cognitive activities. The program also includes the service of a nutritious breakfast, lunch and snack each day. A corresponding objective is to extend the time the seniors can remain in their homes and avoid or delay a move to long-term care. A companion goal is to provide support and much needed respite to their family caregivers. In addition to providing respite, Live Oak currently hosts three caregiver support group meetings each month and shares information with the family caregivers regarding useful resources such as health fairs and conferences.
Seniors Served:
The seniors served by the program are seniors who suffer from various cognitive and/or physical impairments including Alzheimer’s, mild to moderate dementia, Parkinson’s, stroke, and cerebrovascular diseases. Eligible seniors are those who are unable to participate in mainstream community programs and who would benefit from socialization, physical activity and mental stimulation.
Since the Los Gatos site reopened in June 2023, it has served 10 Los Gatos residents. That number has and will continue to fluctuate. Live Oak currently serves a total of 23 seniors at its Los Gatos site. Seven of those are residents of Los Gatos and the others reside in the surrounding communities of Campbell and San Jose.
Not too long ago, the Los Gatos site was on the verge of starting a waiting list but with staffing and turnover that was averted. Live Oak operates Monday - Friday from 9 AM - 3 PM. The participants do not all attend every day. There is not a minimum number of days required for attendance but at least two days per week is recommended to help establish a routine. The roster fluctuates based on turnover and ongoing enrollments.
Capacity is partly dictated by staffing and partly by the size of the Los Gatos site. Live Oak maintains a 1:5 ratio (one staff for every 5 participants). Currently, based on staffing, the number of participants is limited to 15 per day. A new Assistant Director has been hired and is scheduled to start the middle of May. At that time, the number of daily participants can be increased but given space limitations, the total will only increase to about 18-20. However, this is beneficial in many respects. A smaller size group is less chaotic and helps to maintain the supervised, structured setting of the program.
ITEM NO. 18.
32 Volunteers/Intergenerational Activity:
Live Oak welcomes volunteers of all ages. Volunteers help to keep the program vibrant and greatly assists with the budget. Some of the volunteers spend time interacting and socializing with the senior participants and assist staff in the service of the daily activities. Those volunteers join us for either the whole 6 hour day or a partial day. Others volunteer their time for a specific one-hour activity such as providing musical entertainment or leading an exercise class. Several of those volunteers are seniors so we have seniors entertaining seniors.
Other times the volunteers are high school students working on their community service hours. Many of those student volunteers come from Bellarmine. Bellarmine mandates that their students complete a certain number of community service hours each year and in their sophomore year, the hours must be completed at either an environmental organization or one that serves the elderly or the physically/mentally challenged.
However, the number of volunteers from Los Gatos High School has recently increased, including a significant number of students recently from the badminton team.
In addition to the intergenerational interaction between the senior participants and high school volunteers, the program participants enjoy watching the young children at the adjacent Grace Preschool play outside and on occasion, an interactive activity is planned with the preschool.
Financials:
Live Oak is supported by a diversified funding portfolio which includes client fees, government funding, foundation grants, individual donations and fundraising. The total budgeted revenue for the year is $139,792.24, although the YTD Actual is $167,417.81. From the clients, there is a recommended daily contribution for attendance, ranging from $25 - $90 a day, based on income. The client fees generally account for only about 50% of the operating budget so outside funding is needed to enable Live Oak to bridge the gap and fully cover expenses. Our total budgeted expenses for the year are $213,985.29 (the YTD Actual is $151,255.17). The major expenditures include payroll, rent, performers/independent contractors and food/supplies. A totality of all funding sources is needed to fully cover expenses and there is an ongoing need for further grants and donations.
Also, about 70% of the clients fall in the very low to extremely low income range. Live Oak abides by the philosophy that no one will be denied enrollment due to inability to pay. Some sponsorship opportunities are available. The Veterans Administration provides financial assistance to veterans in some cases. For the past few years, Santa Clara County offered an adult day services subsidy pilot program to assist low income seniors who might otherwise lack the financial means to participate in an adult day program. Each of the adult day programs in the County were allocated a certain number of slots. Since Live Oak’s Los Gatos site reopened last June 2023, five of the program’s participants have benefited from that County program. However, the subsidy program is slated to end at the end of this fiscal year. There is a need for financial sponsorship opportunities for low income seniors.
Ways the CHSSC and Town Can Best Support Live Oak and Its Sustainability:
● Publicization or Promotion: The CHSSC and Town can assist Live Oak in its efforts to familiarize the community with the services offered by the adult day program. For the program to be sustainable, there is an ongoing need to increase or at least maintain enrollment. Live Oak maintains a website, participates in various local resource and health fairs, and receives referrals from a number of sources including Kaiser and similar health providers, the Alzheimer’s Association, LGS Rec 55+, and Live Oak Senior Nutrition. However, the Hub would be a great additional resource. To increase the effectiveness
ITEM NO. 18.
33 of the Hub, it is requested that a cross-reference amongst categories be added. Currently Live Oak is listed under the category for “Adult Day Program”. However, not everyone is familiar with adult day programs and in their search for resources, they may search under other categories such as “Alzheimer’s & Dementia” or “Caregiver Support”.
Efforts are already under way to list Live Oak under the Volunteer Opportunities category on the Hub.
That is much appreciated. Many of Live Oak’s performers are paid but a few provide entertainment and assistance on a volunteer basis which helps with the budget and helps Live Oak offer an eclectic array of activities.
● Funding: It may go without saying that funding is certainly a way the Town can support Live Oak. As referenced above, Live Oak depends on a myriad of funding sources to operate the program and continuously is searching and applying for further grants. In the past, Live Oak has generously received a $12,000 grant from the Town. A continuation of that grant and/or an increase in the amount of the grant for the next two years would greatly assist Live Oak in continuing to provide services to the residents of Los Gatos and the surrounding communities.
If additional funding is available, consideration of a sponsorship for low income seniors to attend Live Oak would be desirable. The County subsidy program was covering attendance at the adult day programs for up to 3 days a week at a daily rate of $85.
Budget Planning:
Live Oak is not currently familiar with the Town’s budgeting processes. Information regarding the process and timing would be helpful. Similarly, it would be helpful to know which committees and/or commissions make funding recommendations to the Council regarding senior services and the meeting schedules of those committees and commissions and the timing of their recommendations to the Council.
ITEM NO. 18.
34 1
PROGRAM UPDATE
APRIL 25, 2024
Kathy Mlinarich
Executive Program Director
2 Senior Dine-in Lunches
Monday thru Friday
* SC County Senior Nutrition Program
Open Table Food Bank 4x
Monday, Tuesday, Wednesday, Friday
*Second Harvest Food Bank
Senior Activities & Socialization
Yoga, Tai Chi, BINGO, Special Events
Supporting a Healthy Senior Community
ITEM NO. 18.
35 3
• Seniors 60+
• Registered with SCC Senior Nutrition Program
• Live in Los Gatos & surrounding communities
• Average 85 people served Monday-Friday
• Many Clients:
Have only 1 healthy meal a day
Eat & live alone. Need Socialization
Have poor access to food and/or unable to cook
Our Live Oak Dine-in Clients
4 Live Oak Dine-in Funding
FY 2023-24 FY 2024-25
Projected
Income
$229,663 $262,395
County
Grants
Town of Los Gatos
Donations
Fundraisers
Projected
Expenses
$343,897 $475,570
Food
Occupancy
Payroll
Insurance
Supplies
Projected
Shortfall
-$114,234 -$213,234
ITEM NO. 18.
36 5
Funding Needs For Next 2 Fiscal Years
• Reimbursement for meals not covered by County
• $213,174 shortfall for 2024-25 fiscal year
• Payroll: 1 full time director, 2 part time employees
• Additional employee hours expected as we expand.
• Growth, an aging facility and our newly
donated van add to program operating costs
6 What changes are needed to help with the
LG Town budget planning process?
• Ongoing information about our program offerings and
financial status?
• Participation in LG budgeting decisions that affect us? • Parks & Rec and Senior 55+ Center resource sharing?
Limited instructors & supplies for on-site programs.
Live Oak strives to be a model for some aspects of the
new community center. This includes, no or low senior
fees, food service, social activities and learning events.
ITEM NO. 18.
37 7
How is the Roadmap Supported by Live Oak?
Socialization identified as Senior Roadmap Priority
• Dine-in meals provide a safe place to eat nutritious
meals and socialize with friends
• Many clients arrive at 10:45am and stay until 3:00pm
• A recent surveys found that over 65% come to
our program for socialization
8 Live Oak Socialization & Health Programs
No Cost Senior activities & opportunities
• Chair Yoga, Tai Chi, BINGO
• Museum Tours
• Health screening & seminars
• Entertainment: Dance & theatre groups, musicians
• Holiday special celebrations
• Live Oak Volunteering (20+ senior volunteers)
• Senior ‘volunteer’ lead social outings
* hiking, plays, meals
ITEM NO. 18.
38 9
Open Table Food Bank
• Partnering with Second Harvest of SV
• Groceries offered 4 days/week
• 64,000 lbs. of food provided in 2023
• 25-30% increase expected in 2024-25
• Refrigerated van donated by SHFB
• Additional information, pictures, & a
recent news article in the agenda packet.
10 CHSSC Supporting Growth & Sustainability?
• Promote & keep us visible within the community
• Help with Social Media development
• Monitor & inform us of new grant opportunities
• Assist with Grant Writing
• Support volunteer recruitment
ITEM NO. 18.
39 11
Thank You
ITEM NO. 18.
40 Los Gatos-Saratoga Community Education & Recreation
208 East Main Street, Los Gatos, CA 95030
Phone:(408)354-8700 www.lgsrecreation.org
Prepared For: Town of Los Gatos Community Health and Senior Services Commission Prepared By: Lisanne Kennedy, Recreation Coordinator, [email protected] Prepared On: 4/15/2024
This document provides an update about 55 Plus Program activity as requested by the CHSSC.
Program Update
LGS Recreation 55 Plus Program provides comprehensive free or low-cost programs for people ages 55 and over. For a full listing of programs visit The PRINT archive www.lgsrecreation.org/55-plus/the-print/. Office hours are Monday through Friday from 9am5pm for drop-in and calls to 55 Plus Office.
From July 2023-April 12
th
:
• 55 Plus phone line received 2381 calls which is an average of 238 calls/month *this does not include calls that go to the front office, or directly to staff extensions. • The HUB resource page was visited 3503 times which is an average of 350 visits/month • The APRIL Print had 800 online visits and physical copies printed and picked up from our center.
• We also receive and respond to emails sent to [email protected] 55 Plus Annual Membership
• 2023 Membership - 806 *record high year
o 40% ages 70-79, 32% ages 80-89, 5% ages 90+
• 2024 Membership as of 4/15/2024 - 681 *great start to 2024 Membership
Historical Data:
2017- 395
2018 - 394
2019- 372 *
2020 – 270
2021 – 277
2022- 652**
Membership is annual and expires in December, typically the largest growth in membership is within the first quarter.
*LGS membership numbers were 372 at onset of the SASSC outsourcing agreement in 2019, at the conclusion of the SASSC contract membership numbers were 270 as reflected in Q1 of year 2020. The onset of COVID 19 Pandemic in March 2020 prevented rebuilding of membership. **Town of Los Gatos ARPA Grant Funding Year
ITEM NO. 18.
41 Page 618
ITEM NO. 18.
42 Page 619
ITEM NO. 18.
43 Page 620
ITEM NO. 18.
44 REPORT FOR CHSSC
5/15/24
ITEM NO. 18.
45 Thank you CHSSC for your continual
encouragement and participation in this
innovative program!
The Town of Los Gatos and CHSSC have clearly made a
commitment to prioritize our senior community. We are
proud of what has been accomplished and excited about
the future of The Producers Network. TPN has been
transformative for our seniors and goes well beyond
typical 55+ activities by combining storytelling, media education, volunteering, and socializing into a creative, immersive, and impactful experience.
In addition, KCAT and The Producers Network have been
supporting the Senior Roadmap by providing media
services as needed. Most recently, we filmed a video
and promoted the Los Gatos Seniors Thrive Foundation’s
Monday movie event.
ITEM NO. 18.
46 One of the most endearing and meaningful aspects of the pilot program is that we have created a warm and
welcoming environment enabling people (from 55-98
years young!!) to give their time and talent, get involved, learn unique skills, enjoy socialization and find new paths of fulfillment by combining media and storytelling.
The Producers Network has become a very special place
to support the mental health and wellness of a wide
variety of 55+ individuals while helping them grow and
thrive in new adventures. With our ability to pivot
quickly to meet the needs of the community, KCAT has
successfully developed an engagement program and
philosophy which contributes to the vitality of the Town and the well-being of our seniors.
Giving a voice…
ITEM NO. 18.
47 kcat.org/producers
We have successfully executed our plan to create from scratch an impactful and innovative program, The Producers Network (TPN), serving adults 55+. ü Exceeded goal of 50 participants to 200+ with 85% unique to local senior programs ü Produced 30 new show and podcast episodes
ü Continue to offer well-attended monthly meetings with expert speakers, hands-on learning, brainstorming in a warm, social setting
ü Create better infrastructure, website registration, and participant engagement via surveys; promote TPN in newspapers, friend-bring-a friend, and word-of-mouth; and design the TPN brand for ads, shirts, signage, etc.
ü Welcome new participants with 1:1 meetings to ascertain interests ü Promote a cross generational environment of students continually working with adults 55+ in a variety of fun and creative projects
ü Ongoing expansion of technical trainings to produce and film more shows as as The Producers Network grows
ü Ongoing purchases of user-friendly equipment to accommodate and better serve seniors so they excel in their roles as producers, directors, filmmakers and editors ü Continually provide the Producers Network with volunteer opportunities in the community and at KCAT, such as Jazz on the Plazz, Oktoberfest, Music in the Park, Town, Veteran and service club events
ü Calendar red carpet premiere events to showcase all of the work and new shows created by The Producers Network
ü Embark on new and exciting adventures to add to the menu of opportunities at KCAT: documentaries, murder mystery movie, pop-up podcasts, and more! The Producers
Network Pilot
2 nd year
Achievements
ITEM NO. 18.
48 kcat.org/producers
Ø Hire a full-time manager position to implement a revenue generating program model which will include events, classes, podcasts, donations Ø Increase number of participants to ~250+ by expanding marketing outreach in local newspapers and targeted social media platforms, broaden “friend-bring-a-friend” program, and schedule speaking engagements to the retirement community, service groups and other organizations to recruit new people
Ø Add 5 new TV and podcasting shows with 8 episodes each Ø Offer video production services to create Legacy videos for families Ø Continue to increase volunteerism in the community and at KCAT Ø KCAT will launch a multi-faceted funding campaign to sustain The Producers Network based on metrics, achievements, and growth opportunities.
Sources include:
o Local, regional, state and federal foundations and philanthropy groups o Community fundraising events and programs (Friends of the Producers) o Sponsorship opportunities for businesses and donors (shows, podcasts) o Create KCAT Society/Endowment designed to encourage 55+ volunteers and friends to consider KCAT in their planned giving
FY24 Goals
for The
Producers
Network
ITEM NO. 18.
49 ARPA Financial Report as of 4/30/24
Funds will be depleted by January 2023.
During this pilot program period, we have acquired valuable insights, patterns, and metrics that we can now leverage to secure grants, sponsorships, and other forms of sustainable financial support for years to come.
Next year The Producers Network will be self-sustainable and boast a business model that is fundable to sponsors and grantors.
ITEM NO. 18.
50 Thank you CHSSC for your support!
On behalf of the Board of Directors of KCAT PUBLIC TV & RADIO, we thank the council and commissioners for your belief in us to launch a pilot senior program from scratch.
Your support has enabled KCAT to implement this proof of concept which serves as a vital program in our community.
ITEM NO. 18.
1 ATTACHMENT 2
Senior Services Roadmap for Los Gatos
A Report Prepared for the Town of Los Gatos
by request of the Town Council
January 30, 2023
ITEM NO. 18.
2 Table of Contents
Topic
Title Page
Table of Contents
Committee Composition
Executive Summary
Overview
Actions To Date
Key Milestones
Senior Services Ecosystem in Los Gatos
Los Gatos One-Three-Ten Year Roadmap Goals
Goal 1. Appealing and Inviting Facility
Goal 2. Core Senior Services
Goal 3. Communications and Engagement
Goal 4. Volunteer Support and Engagement
Goal 5. Enhanced Transportation Options
Goal 6. Senior Housing
Goal 7. Integrated Governance, Funding,
and Accountability
Roadmap Communication
Conclusions
Page
1 2
3 4
6 7
9 19
26 26
28 31
34 36
38 40
47 48
ITEM NO. 18.
3 Senior Services Roadmap for Los Gatos
A Report Prepared for the Town of Los Gatos
by request of the Town Council
Senior Services Committee
Tom Picraux, Senior Community Leader, Chair
Maureen Heath, Senior Community Leader, Vice Chair
Matthew Hudes, Council Member
Rob Rennie, Council Member & Mayor (Sept. 2021 - Apr. 2022) Maria Ristow, Mayor & Council Member (Apr. 2022 – Jan. 2023) Nancy Pearson, Service Clubs (Kiwanis)
Catherine Somers, Los Gatos Chamber of Commerce
Kathy Mlinarich, Service Provider (Live Oak Nutrition)
Lisa Lenoci, Service Provider (Live Oak Adult Daycare)
Diana Miller, County Department of Aging Representation Brennan Phelan, El Camino Hospital
Dick Konrad, CHSSC (Chair in 2022)
George Rossmann, CHSSC (Chair in 2021)
Maia Bernholz/Arshia Mathur, CHSSC Youth Representatives Eleanor Yick, CHSSC Member
Jeff Blum, CHSSC Member
Pradeep Khanal, CHSSC Member
Arn Andrews, Assistant Town Manager, Town Liaison
January 30, 2023
ITEM NO. 18.
4 ATTACHMENT 2
Executive Summary
The Senior Services Committee was created by the Town Council to study the needs of the older adult community. Issues laid bare by the pandemic and identified by the Community Health and Senior Services Commission (CHSSC) motivated this initiative. This Committee of stakeholders, including two Councilors and chair of CHSSC, was asked to prepare a roadmap for senior services, including a long-term vision and strategic plan. Over the past 15 months the Committee conducted extensive data gathering and outreach, including a survey of older households, stakeholder workshops, benchmarking of peer cities, and extensive engagement.
This Roadmap provides a 10-year plan for revitalizing senior services for the community atlarge in an age-friendly Los Gatos. Our vision is to create a community where older adults are engaged, valued and provided equitable opportunities to thrive in an environment that protects against isolation and promotes inclusion. Based on data, community input, and analysis, seven goals were chosen to achieve this vision:
1) Appealing & Inviting Facility (renovate or build);
2) Core Senior Services;
3) Communication & Engagement;
4) Volunteer Support & Engagement,
5) Enhanced Transportation Options for Older Adults;
6) Senior Housing – Information on Approaches & Options; 7) Integrated Governance, Funding, & Accountability.
One, three, and 10-year activities were developed for each area as well as specific projects with milestones. By addressing these in priority order the goals can be achieved with sustainable Town investment and by engaging dedicated, talented members of our community.
Significant leverage will be gained through community fundraising, volunteer engagement and government/foundation grants. At the end of 10 years our population of 55+ adults is anticipated to be nearly 1/3 of our Town. Our goal is to move from a Town with one of the regionally lowest, least-coordinated efforts for senior services to a thriving age-friendly Town where older adults provide substantial contributions and support. First steps to achieve these long-term objectives are:
● Engage Town commissions and boards to support Roadmap goals:
○ CHSSC (Communications & Engagement, Roadmap Tracking, Annual Assessment) ○ CSTC (Transportation Options for Older Adults)
○ Parks (Community Garden)
○ Other Commissions or Boards as appropriate
● Sustainably support core senior services:
○ Town: social, educational, healthy living activities provided by LGS Recreation; ○ Community: grants to services (Live Oak Nutrition, WVCS, re-establish Adult Day Care, etc.);
ITEM NO. 18.
5 ATTACHMENT 2
● Create an Age-Friendly Coordinator position (0.2 FTE) as the central point of contact for coordination of Town and community older adult services, initiatives, and accountability.
● Recognize and encourage community-lead efforts to enhance support for senior services, including a planned 501(c)3 nonprofit Foundation (Friends of Los Gatos Seniors) to raise funds for senior programs and for a community facility with space for senior activities.
● Transition from planning to action by engaging the Senior Services Committee to assist the Town in publicizing and jump-starting year 1 projects and then sunset the Committee in 2023.
Other first year objectives include to engage volunteers and community organizations, and to enhance accountability by an annual assessment, and inventory senior housing opportunities.
Our study of peer cities indicates that this community Roadmap for senior services can bring substantial benefit to the Town of Los Gatos. The experience of Saratoga, Palo Alto, and Morgan Hill demonstrates that developing a robust senior services program through a citycommunity partnership can significantly increase resources for older adult programs without substantially increasing the cost to the city and with the benefits extending to all residents.
ITEM NO. 18.
6 ATTACHMENT 2
Overview
This section provides a high level overview of the Senior Services Roadmap for the Los Gatos community at large and the essential first steps required in year one to achieve the Roadmap’s 10 year vision. It is a community plan, recognizing that the Town cannot provide all services.
Roadmap 1-3-10 Year Vision
The 1-3-10 year goals of the Roadmap supports the vision for Los Gatos fully participating as an age-friendly community.
Our Roadmap for Senior Services vision includes a transition from fragmented services to a coordinated partnership, including greater older adult community engagement over the onethree-ten year period.
Year One Implementation
Much progress has been made over the last 15 months in planning, engaging the older adult population, and in gaining the enthusiastic support of community leaders. For this progress to not be lost there are several steps that the Committee recommends the Town Council take.
Consistent with the Town’s current financial environment these near term steps have been tailored to require limited financial investment to sustain the effort while beginning to put in place the community structure needed for future senior services support at the local, regional,
ITEM NO. 18.
7 ATTACHMENT 2
and state level. Our benchmarking studies have shown that resources supporting senior programs and facilities can be greatly increased through such community efforts that serve to supplement limited municipal resources. These resource additions will be essential to achieve the 10 year vision of the Roadmap. Key steps requested of the Town Council to achieve this progress are:
1) Engage commissions and ad hoc committees in support of the Roadmap goals (e.g., CHSSC for increased communication and engagement, CSTC for senior transportation, Parks Commission for Community Garden, etc.);
2) Sustainably support core senior services:
- Town: social, educational, healthy living activities provided by LGS Recreation, - Community: grants to services (Live Oak Nutrition, WVCS, re-establish Adult Day Care, etc.); 3) Create an Age-Friendly Coordinator position (0.2 FTE) as the central point of contact for coordination of Town and community older adult services, initiatives, and accountability; 4) Recognize and encourage community-lead efforts to enhance senior services support, including a planned 501(c)3 nonprofit Foundation, Friends of Los Gatos Seniors, to raise funds for senior programs and a community facility with space for senior activities.; 5) Transition from planning to action by engaging the Senior Services Committee to jumpstart year 1 projects and then sunset the Committee.
The figure below provides a visual representation of these critical steps by the Town Council and the Community.
Actions to Date
Background
As part of the ongoing strategic priorities of the Los Gatos Town Council to enhance the lives of older adults, the Council committed $500,000 in grants from ARPA (American Rescue Plan Act) funds in April 2021 to non-profits for revitalizing older adult programs. Part of these
ITEM NO. 18.
8 ATTACHMENT 2
proceeds were used for a first statistically valid survey of older adults, senior recreation and activity programs, and to support a community health fair.
On August 3, 2021 the Los Gatos Town Council established a Senior Services Committee (SSC) to examine in depth the longer-term senior services issues initially presented by the Community Health and Senior Service Commission (CHSSC) and develop a road map for revitalizing senior services in Los Gatos. Council Resolution 2021-035 provided the SSC’s charter:
“The Committee should develop a long-term vision and strategic plan through extensive community outreach, including workshops, that would culminate in a comprehensive report of how best to serve the needs of the Town's older adult community. The Committee should leverage the breadth of Committee membership and existing coalitions in the identification and prioritization of needs and develop recommended solutions. The Committee should take into consideration the value proposition of recommendations, estimated level of effort, potential providers and service provision models, availability and timing of service delivery, and future funding requirements;”
The SSC members were subsequently appointed by the Council to represent the following areas:
o Community Health and Senior Service Commission – Two (2) members Chair and Youth Commissioner
o Councilmembers – Two (2) Councilmembers
o Service Club Representation – One (1) member
o Chamber Representation – One (1) member
o Service Provider Representation – Two (2) members
o Senior Community Leaders – Two (2) members
o County Department of Aging Representation – One (1) member o Healthcare Provider Representation – One (1) member
In September the membership was expanded from 12 to 16 to include all members of the CHSSC. A list of the members and the groups they represent is given in Appendix A.
The SSC held its first meeting in September 2021 and has subsequently met on a monthly basis (except for December 2021). Tom Picraux was elected as chair and Maureen Heath as vice chair. Subcommittees were established by the SSC in compliance with the Brown Act on an asneeded basis to carry out its specific tasks. A list of the subcommittees appointed and their membership is given in Appendix B.
The Committee's initial action was to develop a plan to accomplish its tasks with an associated timeline. It then gathered the data necessary to make an assessment of the state of senior services in Los Gatos. This activity included supporting the first statistically valid survey of older adults in Los Gatos, holding workshops with community groups to hear input on unmet needs of older adults, and benchmarking senior services in Los Gatos relative to comparable towns and cities elsewhere. The resulting findings were then used to establish a set of seven goals for enhancing future senior services in Los Gatos. Activities needed to support these goals were subsequently identified and used to develop detailed projects for each goal, as well as the
ITEM NO. 18.
9 ATTACHMENT 2
requirements and resources needed to meet these goals. This information was then assembled into this Senior Services Roadmap for delivery to the Town Council in February 2023.
In all of the work of the Committee its considerations and recommendations have been guided by the Town’s diversity, equity and inclusivity goals. The Committee is committed to all of these objectives in all our Roadmap goals, valuing all community members, regardless of religion, immigration status, ethnicity, race, disability, gender, sexual orientation or gender identity. The Committee strives to ensure all community members feel safe, respected and comfortable to be themselves and express all aspects of their identities and oppose any attempts to undermine the safety, security and rights of any members of our community. In addition the Committee has embraced the previous goals of Los Gatos in becoming an AgeFriendly City and the Committee has developed its recommendations consistent with the WHO and AARP Age-Friendly Cities initiative that encourages promoting opportunities for older people to participate fully in town life (active aging), to continue to live independently for as long as possible in their community, and to live in a community where people of all ages are engaged, valued and afforded equitable opportunities to thrive.
Throughout the work of the Committee, the Town Council has approved key milestones developed by the Committee to assure alignment with the Council’s objectives. The following Section III.B. provides an overview of the key milestones accomplished by the Committee in developing the data needed to establish a long-term road map. In the course of the work of the Committee to develop long-term goals it became apparent that there were some short-term actions that could be taken immediately. These actions not only benefited older adults but also served to provide valuable insights in the development of the longer-term goals. They are summarized in Section III.B.6 below.
Key Milestones
During the fall of 2022 the Committee developed the following Vision and Mission for a Senior Services Roadmap. The Town Council approved these guiding principles in February 2022.
Vision
“CREATING A COMMUNITY WHERE OLDER ADULTS THRIVE
Our vision is to create a community where older adults are engaged, valued and provided equitable opportunities to thrive in an environment that protects against isolation and promotes inclusion.”
The Committee Vision is illustrated visually in the graphic on the following page.
Mission
Our mission is to provide an age-friendly community that:
● Provides resources and facilities for older adults to live full and healthy lives with volunteer and leadership opportunities that provide a sense of purpose, connection and belonging.
ITEM NO. 18.
10 ATTACHMENT 2
● Promotes physical activity and physical, cognitive, mental and spiritual health for socially enriching lives.
● Promotes adequate and healthy nutrition through community programs. ● Embraces walkable spaces with safe, accessible and affordable transportation. ● Promotes increased participation
and communication with the
older adult community.
● Partners with local agencies that
provide services and assistance
for older adults, creating a
network that supports public
information that delivers
services in a coordinated and
collaborative manner.
● Ensures accountability by
measuring and monitoring the
results of efforts to provide
services for older adults.
The Committee also developed a Work
Plan for development of the road map,
which is given in Appendix C.
Benchmarked Survey
The Saratoga Area Senior Coordinating Committee (SASCC) was funded to implement and manage the administration of this Community Assessment Survey for Older Adults (CASOA) by POLCO in partnership with the National Resource Center (NRC), and the Committee participated in that effort. SASCC previously worked with POLCO to conduct the CASOA survey in Saratoga. CASOA provides a statistically valid survey of the strengths and needs of older adults as reported by older adults themselves. Aspects of livability are explored within six community dimensions: Community Design, Employment and Finances, Equity and Inclusivity, Health and Wellness, Information and Assistance, and Productive Activities. Overall community quality is assessed also. The report is intended to enable local governments, community-based organizations, the private sector, and other community members to understand more thoroughly and predict more accurately the services and resources required to serve an aging population.
The Committee worked with SASCC to develop the CASOA survey for Los Gatos and the survey was launched in early February 2022. The survey concluded in mid-March 2022. A total of 2,400 households with an adult member 60 years or older were randomly selected to receive the survey. Completed surveys from 529 older adults were obtained, providing an overall response rate of 22.0 % and a margin of error +/- 4.26%. An open participation survey was also
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offered and a total of 102 additional surveys were received and found to be consistent with the statistically validated random survey.
The objectives of the survey were to determine Town strengths that support older adults, to determine needs or gaps in services and to determine potential future needs. Goals of this study were:
● Immediate: planning, resource allocation, advocacy, increased engagement. ● Intermediate: implement programs to meet needs, increase the number of quality programs, and implement effective policies.
● Long Term: foster a community of older adults that are healthier, engaged, empowered, independent, productive, and vibrant.
The Survey Report of Results consisting of 173 pages was received in April 2022. How older residents of Los Gatos viewed their community overall and how likely they are to recommend and remain in Los Gatos provides a high-level overview of the quality and livability of the community:
• Over 9 in 10 of older residents living in Los Gatos rated their overall quality of life as excellent or good. Most of the older residents surveyed scored the community positively as a place to live and would recommend the community to others. More than three-fourths said they planned to stay in the community throughout their retirement. • Older residents tended to give lower scores to the community as a place to retire than they did to the overall quality of life in the community. About 7 in 10 respondents provided assessments of excellent or good to the community as a place to retire.
Community readiness was assessed through a series of older resident ratings in the six different livability domains and the summarized ratings are given below. The areas of community livability found to be strongest in Los Gatos were Safety, Physical Health, Community Inclusivity, and Social Engagement, while the areas showing the largest need for improvement were Housing (affordability, options, and accessibility issues), Employment (opportunities and quality), Information on Older Adult Services (more than 50% reported lack of available information on older adult services, programs, and activities), Independent Living (ability to continue living in one's home), and Mental Health (depression, isolation, anxiety and memory loss). Also, there was a lower rating for “new urbanism”, where older adults desire to live close to places where they can eat, shop, work and receive services. One more important gap was noted related to caregiving, where over 1/3 of respondents reported providing care for someone 55+: Los Gatos does
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not have an adult day care service, and it was found that long-term care services information is lacking, and a future crunch is predicted for caregiving support.
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The survey also assessed the economic contribution older adults make through employment and caregiving. It estimated that older residents in Los Gatos contribute $188 million annually to their community through paid and unpaid work.
The complete survey can be found at https://drive.google.com/file/d/1W8- VVqqF2FJckT8tQcC8lArka4e1L04M/view . An index detailing the areas covered by the survey is given in Appendix D.
Community Workshops
During its formation the Senior Services Committee was encouraged to engage and ‘energize’ the Town regarding the future of Senior Services as it learned about the needs of older adults in Los Gatos. Community outreach subcommittee members determined that a series of Community Workshops to reach out to various older adult communities in Los Gatos would be a valuable form of engagement and learning about needs. The workshops were organized to increase awareness in the community of the efforts of the Committee and the official survey to boost response and at the same time to gain additional insights into specific local interests and concerns of our older adult residents. The responses to an open discussion of what people liked and what they felt was missing in a focus-group like setting helped add ideas and insights to the higher-level knowledge gained from our official survey findings. It was recognized that holding the workshops with existing groups meant that the sampling represented a particular demographic of an active and engaged older population. However, these participants are also more likely to be early adopters and engage in new programs as we seek to build senior services.
Members Nancy Pearson and Catherine Somers conducted the workshops. Using a theme of re-imagining senior services, the participants were asked to think about what things would enrich their lives and those of their friends, family, and neighbors. The Town’s effort to revitalize senior services and to encourage participation in the survey was described. They were then asked to talk about the top three things that they would like to see the Town offer older adults and the three things that the Town needed to do better. Responses were noted and are summarized below. The workshops typically lasted 30 minutes.
Workshops were conducted between January and April with the following groups: Lions Club, Kiwanis Club, Los Gatos/Saratoga Service Providers, Democracy Tent, History Club, Live
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Oak Nutrition, El Sombroso Oaks (walking the community), Rotary (noon), Rotary (morning), 55 Plus Adult Rec., Terraces, and the Los Gatos Interfaith Council.
Key findings from the Workshops are:
Communication: with complaints ranging from having no communication during the pandemic to simply not knowing where to go or who to reach out to, it became apparent that communications to the older adult community was one of the biggest gaps. In addition, there were many requests for a ‘one-stop-shop’ hub of information. Needs ranged from how to find transportation, how to get a meal delivered, how to find a reliable handyman etc., to how to find out what is going on in Town and how to participate in group activities. Interest was also noted in the mountain communities with such residents asking that they be included in communications.
Transportation: older adults who no longer drive had many questions and concerns about transportation. These concerns were related to timing (e.g., last minute appointments needs) to coverage (e.g., does RYDE serve the mountain communities?) to cost (e.g., for just a needed short ride). One woman at the Terraces couldn’t get a ride to her church in Saratoga, as it was outside the range served for their vehicles and she didn’t know who to reach out to for help (which goes back to communication) Technology: whenever we asked about email/internet ability, the response varied, generally based on age. Younger seniors were fine with being on email lists, while older seniors preferred print and regular mail. Many said that they would like to be taught how to use their mobile phones properly, as well as social media (especially Facebook) and devices for reading, such as Kindles. They expressed a desire for the younger generations to help them.
Socialization: older adults generally want a place to go, perhaps to share a meal, play a game, listen to music, or otherwise socialize. Many also expressed a desire to volunteer.
Some notable quotes were:
“Everyone enjoys…everyone needs…a sense of belonging.”
“Volunteering is better than working…and has other effects too, such as building friendships and keeping busy in mind and body…”
Cities Benchmarking
To better understand the status of senior services in Los Gatos, services and spending (mostly pre-pandemic) for Los Gatos older adults were benchmarked against seven other peer communities by a benchmarking subcommittee. The peer communities were the cities of:
● Campbell,
● Cupertino,
● Los Altos/Los Altos Hills,
● Morgan Hill,
● Palo Alto,
● Princeton (NJ),
● Saratoga.
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Benchmarking areas were selected around four categories: 1) Environment; 2) Purpose, Connection and Belonging; 3) Healthy Living – Physical, Cognitive and Mental Health; and 4) Coordinated Network of Providers.
A summary overview of the cities benchmarking results is given below where green, yellow, and red indicate qualitative high, medium, and low scoring by the subcommittee. Total community older adult funding and the municipal component of that funding are given across the top of the chart for each city, as well as the senior 60+ total and percentage populations (based on census numbers). The AARP Senior Livability Index is also given. Results for Los Gatos are given with and without abatements provided during the pandemic. Services highlighted in pink (column on the left) are judged to be particularly important areas for older adults. Detailed benchmarking results for each of the cities studied are given in Appendix E.
Table III.1a. Summary overview of cities benchmarking comparison for the categories of Environment and Purpose and for Connection and Belonging.
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Table III.1b. Summary overview of cities benchmarking comparison for the categories of Healthy Living and for Coordinated Network of Providers.
Observations based on these results and some of the key gaps they reveal for Los Gatos will be given in Section IV.G. Also, as part of the benchmarking studies and the subcommittees work on the Roadmap goals related to facilities and governance, several other city community centers with senior services facilities were visited.
Comparing Other City Community Centers and Governance Models Facility and Governance subcommittee members made visits to community centers in Los Altos, Palo Alto (Avenidas), and Morgan Hill. The visits provided an opportunity to examine the uses of senior services space and to hold detailed discussions with local leaders on their governance, funding, and accountability processes. The discussions afforded an excellent opportunity to better understand facility utilization and to review the history, successes and issues in creating and managing new facilities and supporting senior services. The visits revealed three distinct operating models. The Los Altos facility is a newly completed community center with dedicated space for senior programs. It is a city-operated model with community input. The Palo Alto facility, Avenidas, is in a remodeled 1960s police station that has undergone three major renovations and has a substantial endowment seeded by two legacy donations of homes. It is a non-profit-operated model with city input and coordination. The Morgan Hill facility is a community center with dedicated space for senior programs that was built in the mid-2000’s. It is a mixed model for operation and funding
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involving a partnership between nonprofits and the city. “Visiting these facilities really opened our eyes to what was possible and what it took to achieve new or remodeled facilities.” M. Hudes.
Explore Selected New Initiatives and Community Engagement As part of the Work Plan finalized in January 2022, the Committee planned to conduct several exploratory activities in the community to gain further insight into how to increase engagement. One long-standing need was for more convenient and better information on local senior services, one of the goals in Los Gatos’ Age-Friendly Cities initiative. The Committee worked with the CHSSC to help support its 2022 goal to create an online information hub for senior services. The CHSSC and LGS Rec 55 Plus worked together and now have a first version of the online HUB. These results have demonstrated the clear benefit of continuing to refine the HUB as a valuable source of information for older adults and the entire community.
A second exploratory initiative was partnering with the service clubs in Town to work as a coordinated group of clubs to initiate events. One example was to explore opportunities to increase social activities of interest to older adults. Working with the Committee a monthly “First Fridays” social meet-up was initiated with the Palms restaurant on their patio in October 2022. The response was beyond expectations with about 50 seniors in attendance each month.
The events also provided an opportunity for service club representatives to promote community volunteering.
A third successful effort to engage the community in a social setting for older adults was the Committee’s reception held in partnership with the LGS Recreation in April 2022. The reception celebrated the completion of the benchmark survey, workshops and cities benchmarking and served as an outreach to inform the community about the Committee and the results of its data collection activities. “The ARC Bar” reception served to transform the Adult Recreation Center and make it a special evening of social engagement. The attendance was far larger than anticipated with nearly 150 people attending. Independent of the Committee but with its members supportive engagement LGS Recreation re-launched the 55 Plus program which had been shut down due to the pandemic with a Town Council 2022 ARPA grant. With the effective efforts of the new 55 Plus manager the program rapidly grew participation over the course of 2022 to 730 members, approximately twice pre-pandemic levels.
Another exploratory activity is The Producers program at KCAT TV, also funded by a Town Council 2022 ARPA grant. This program for 55+ volunteers trains participants in all aspects of TV and radio production and has had good response.
These exploratory efforts demonstrated that there is a tremendous appetite for social engagement, as well as recreational and learning activities, in the Los Gatos older adult community. Outreach also revealed a range of different socialization interests, with different groups seeking different venues and types of activities (“one size does not fit all”). Multiple future ideas came from this community engagement, including new social events, bringing service clubs into the mix, and finding new opportunities for volunteering and promoting senior
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services. The results of the exploratory engagement efforts strongly confirmed the data collected from the surveys, workshops and cities benchmarking efforts.
Roadmap Goals
After gathering data from the array of sources summarized above, the Committee analyzed results and conducted a study session to discuss and reach a consensus on the critical goals the Roadmap needs to address to revitalize senior services and achieve its vision. These goals are:
● Goal 1. Appealing and Inviting Facility (Renovate or Build) ● Goal 2. Core Senior Services
● Goal 3. Communications and Engagement
● Goal 4. Volunteer Support and Engagement
● Goal 5. Enhanced Transportation Options for Older Adults ● Goal 6. Senior Housing - Information on Approaches and Options ● Goal 7. Integrated Governance, Funding, and Accountability for Senior Services Studies by the Committee indicate a new community facility will enable the enhancing and energizing of all senior services. Second, core senior services are essential to senior programs.
Third, the studies show that communications of needed information and engagement of the older adult community is essential to a successful senior services program. Fourth, a robust volunteering element provides for a vibrant community and greatly enhances engagement.
Next, transportation and housing are of the utmost importance to older adults and the ability to age in place for an Age-Friendly City. Finally, governance, funding, accountability are necessary for a sustainable program.
The selected Roadmap goals were presented to Town Council and approved in June 2022.
At that time Goal 2 and 3 were two separate goals, Communications and Information Access and Increased Engagement in Social, Educational and Healthy Living Activities. However, as the goals were studied further and Roadmap timelines and projects developed it was determined that there was considerable synergy and overlap between community and engagement, while core senior services were not well represented in a single goal. Thus the first two areas were merged and the latter area developed into a single goal. These goals will be described later in detail in Section V along with the projects proposed to implement the goals and the 1-3-10 year vision for their success.
Development of Roadmap 1-3-10 Year Goals, Milestones and Timeline As a culmination of all the data gathering and analysis work the Committee completed its work in the second half of 2022 by developing and documenting the Senior Services Roadmap.
Subcommittees were appointed for each Roadmap goal area and expert guest participants were invited to participate; guests included representation from the Complete Streets and Transportation and the Planning Commissions, the 55 Plus program, and Jewish Family Services.
Each subcommittee developed detailed 1, 3, and 10-year milestones for their area. Bullet points were included for each milestone to provide clarifying background. These documents were then used to develop specific projects for each milestone objective to provide key elements that would need to be addressed for that milestone and the timescale for each of the elements. The work of the goals subcommittees was then integrated together by the roadmap writing
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committee. The intent of including specific milestones and projects for each goal was to provide a starting point for any future commission, committee, or ad hoc group to understand the Committee’s thinking and to use as a starting point as they develop a plan for that goal area.
The detailed 1-3-10 year milestones and project documents along with the timeline are presented in a subsequent section of the report.
Participation
The Committee acknowledges and expresses appreciation to the many people and commissions who have contributed valuable information to this report.
Tylor Taylor, Saratoga Area Senior Coordin. Comm. Ellen Schwartz, Princeton, NJ Lisanne Kennedy, LGS Recreation 55 Plus Manager Lee Fagot, Democracy Tent Bob Buxton, CST Commission Vikki Pearce. History Club of Los Gatos Jeff Thompson, CST Commission Debbie Vasquez, Morgan Hill Ali Miano, CST Commission Cricket Rubino, Morgan Hill
Jeffrey Barnett, Planning Commission John Sink, Avenidas, Palo Alto Ann Peterson, Live Oak Adult Day Services Bridget Matheson, Los Altos Mary Jo Price, Los Altos
Arn Andrews, Los Gatos, Committee Liaison Laurel Prevetti, Los Gatos Town Manager Senior Services Ecosystem in Los Gatos
Population
According to the US Census Bureau there were 6685 adults 65 or older in 2020 representing about 20.2 % of the Los Gatos population. For comparison there were only 15.2% 65+ in the state of California. The 65+ in Los Gatos was approximately 15% in 2000, 18% in 2010, 20% in 2020. The population of older adults is growing in Los Gatos and there have been projections that this demographic will reach 30% by 2030. This growth in the percentage of older adults suggests that by the end of this 10-year Roadmap plan for senior services the number of people over 55 could represent nearly 1/3 of the population of the Town.
Key Services and Communities
The Goal 2, Core Senior Services, of this Roadmap is focused on maintaining essential services in the Town for older adults. These services are provided by a community of providers that extend beyond the boundaries of Los Gatos. The Town’s older adult community ranges from those who are in the upper income level to those who struggle to meet basic needs.
Essential services are especially critical for those in the lower economic income range. Services address needs in the areas of nutrition and food security, transportation, housing, adult day care and caregiver support, information on available resources and social work support, and the availability of social, recreation, education, and healthy living activities.
Service Providers Directory
A listing of nonprofit and community organizations located locally and providing services that include older adults is given in Table 4. These groups provide essential core services to many of our older adults in Los Gatos. In many cases these local organizations work with and
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significantly extend the important benefits provided by county, state, and federal programs such as Meals on Wheels, Sourcewise (Santa Clara County Area Agency on Aging), county Nutrition Program, etc. During 2022 the Town of Los Gatos provided grant support to supplement the operations of: Live Oak Senior Nutrition Service Center, Next Door Solutions to Domestic Violence, and West Valley Community Services. The Town also provided contracts to SASCC (Outlook monthly newspaper and health fair), LGS Recreation (55 Plus senior program and rent relief) and KCAT TV (The Producers senior program) from federal ARPA funds during 2022.
Organization Address Website Services
Addison-Penzak
Jewish Community
Center
14855 Oka Rd.
Los Gatos
apjcc.org Exercise, recreation, healthy living &
wellness, arts & culture, community
engagement
CADRE (Collaborating
Agencies Disaster
Relief Effort)
2731 North First
St.
San Jose
cadresv.org Network of organizations that provide
community emergency preparedness
information
El Camino Health 815 Pollard Rd, Los
Gatos &
2500 Grant Rd,
Mountain View
www.elcaminoheal
th.org
Hospital community programs,
transportation services, mental health
and addiction services
Embodied Recovery 20 S Santa Cruz
Ave # 319, Los
Gatos
embodiedrecovery.
com
Outpatient mental health and addiction
treatment services
Good Samaritan
Hospital
2425 Samaritan
Dr.
Los Gatos, CA
goodsamsanjose.co
m
Hospital community programs,
addiction services, mental health
House of Hope –
Calvary Church
16330 Los Gatos
Blvd. Los Gatos.
CA
www.calvarylg.com
/local
Food bank, hot meals, legal counseling,
financial aid, grief counseling
Jewish Family Services
of Silicon Valley
14855 Oka Road
#202 Los Gatos, CA
www.jfssv.org/serv
ices.html
Food bank, financial aid, legal
counseling, grief support, holocaust,
refugee assistance, senior care
LDS Church 15985 Rose Ave.
Los Gatos, CA
jesus-christ-oflatter-day-saintschurches.cmac.ws/c
hurch-of-jesuschrist-of-latter-daysaints-los-gatosward/13755/ Refugee settlement, employment
services, addiction programs, Bishop
Storehouse food & grants, emergency
preparedness
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LGS Recreation 208 E. Main St.
Los Gatos, CA
www.lgsrecreation.
org
Community social, educational, and
recreational activities through 55 Plus
senior program
Live Oak Adult Day
Care [currently closed]
111 Church St.
Los Gatos, CA
liveoakadultdaycar
e.org
Senior adults day programs, social,
games, exercises
Live Oak Senior
Nutrition Service
Center
111 Church St.
Los Gatos, CA
lgumc.org/live-oaksenior-nutritioncenter/60+ age, Lunches, Excess food availability, and
social/emotional/healthy living
supplemental support
Los Gatos Chamber of
Commerce
10 Station Way
Los Gatos, CA
www.losgatoscham
ber.com
Programs/events to strengthen,
promote businesses, enhance quality of
life
Los Gatos Community
Health and Senior
Services Commission
110 East Main St.
Los Gatos CA
www.losgatosca.go
v/278/CommunityHealth-SeniorServicesCommission
Supporting and coordinating
community health and senior services
needs
Next Door Solutions to
Domestic Violence
234 E. Gish Rd.
#200, San Jose
www.nextdoorsolu
tions.org
Supports victims of domestic violence
and their families
S.A.I.L. Health
Concierge
sailhealthconcierge.
com
Aging in place services, concierge
medicine, planning
Saratoga Area Senior
Coord. Council (SASCC)
19655 Allendale
Ave. Saratoga, CA
www.sascc.org Senior center, RYDE transportation
program, adult day program, Outlook
community newspaper for seniors
St. Luke’s Outreach
Program
20 University Ave.
Los Gatos, CA
stlukeslg.org/pantr
y/
Soup kitchen, spiritual, social,
homeless showers, ministry
St. Mary’s Immaculate
Conception Church
219 Bean Ave.
Los Gatos, CA
stmaryslg.org/losgatos-homeless-stlukeSpiritual, financial aid, home/hospital visitation
West Valley
Community Services
10104 Vista Dr.
Cupertino, CA
www.wvcommunity
services.org
Food bank, case management, housing
support, financial aid, social
engagement
Table 2. Los Gatos Senior Service Providers Directory. (Courtesy of the West Valley Service Providers network, T. Picraux, coordinator, December 2022)
Town Grants to Non-Profit Service Providers
The Town has maintained a grant process for many years in support of local arts enrichment and core community services. The core services grants provide supplemental support to help maintain essential services in the community to residents in need by local nonPage 648 ITEM NO. 18.
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profit organizations. This program accepts grant opportunities for review and recommendation by the Arts Commission and Community Health and Senior Services Commission with final selection and approval by Town Council. During the FY 2022-23-year support was provided for non-profits with services which include in part older adults:
● Live Oak Senior Nutrition: $22,000/yr
● West Valley Community Services: $20,000/yr
● Next Door Solutions To Domestic Violence: $10,000/yr
● NAMI Santa Clara County (mental health services): $7,500/yr ● Bay Area Housing Corp (home modifications for disabilities): $7,500/yr During the FY 2021-22 support was also provided to the Live Oak Adult Day Services at $13,000 but was not provided during FY 2022-23 due to continuing post-pandemic closure of the center. Also in FY 2021-22 one-time grants were provided to Parents Helping Parents ($10,000), Methodist Church showers ($10,000), and also to West Valley Community Services for $10,000..
Special one-time ARPA Supplement grants for senior services post-pandemic recovery were provided by the Town Council during FY 2021-22 to:
● LGS Recreation 55 Plus: $328,500
● KCAT TV: $100,000
● SASCC: $71,500.
Provider to Service Matrix
The table below provides a matrix of main services to service providers for a partial listing of community service providers in Los Gatos. Note that Live Oak Day Services is listed but has not yet reopened. This matrix can serve to initiate a comprehensive directory of services and providers that our older adult community can access.
Town
of Los
Gatos
LGS
Recrea
-tion
SAS
CC
County
of
Santa
Clara
Live
Oak
Nutrition
Live
Oak
Day
Care
Meals
on
Wheels
Chamber of
Commerce
KC
AT
West
Valley
Community
Services
Case Management
�
Communication
� � � � � �
Recreation � � �
Education � �
Nutrition � � � �
Housing �
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Transportation
�
Adult Day
Services
�
Service Assessment
Cities strive to provide a set of core services to meet essential needs of older adults. For some residents these greatly enhance their quality of life while for others services may provide an essential safety net. While many services are provided or supplemented by regional, state, or federal sources, the extent and quality of these services often depend on local initiative. This qualitative assessment of our Town services has been based on our benchmarking of other cities in comparison to Los Gatos.
A particularly high area of services are our meals programs. These programs include the non-profit Live Oak Nutrition weekday lunches which also often include opportunities for socialization and exercise activities. The county-wide Meals on Wheels program is also available to all qualifying older adults and disabled residents. Other areas with strong Town engagement are emergency preparedness for meeting disaster events and personal safety for all residents.
In addition, the Town Council has taken an active role in addressing senior services needs over the past year, however Town support of senior services or coordination staffing is lower than in peer cities.
In 2009, the Town restructured support for senior services through a Lease Agreement in which LGS Recreation was given rent relief in return for providing some specific services for older adults (Appendix G). LGS Recreation serves a broad community and range of age groups within Los Gatos and Saratoga. While LGS Recreation is currently providing a set of services for the Town’s older adults, the actual services provided have evolved since the original agreement, and at times services have deteriorated when the financials of LGS Recreation have been insufficient to support those services. The three school boards that established LGS Recreation through a Joint Powers Authority, do not have an older adult constituency, rather a youth-oriented student constituency. Because of this structure, the relationship does not represent a strong alignment between the interests of the Town’s older adult community and the governance of LGS Recreation. Transportation is an area that is at the mid-level of senior service provision, with the RYDE program providing scheduled weekday senior transportation at a sliding scale. Committee investigations indicate there is a need for weekend and evening ride programs, possibly served by an on-demand shuttle service. Areas that rank at a lower level include educational/technology/life skills training and employment opportunities. Caregiver support and adult day services also rank lower with adult day services not yet opened after the pandemic. Also, while mental health services for residents are provided primarily by local hospitals and non-profits, regional studies are showing that the community, including older adults, would greatly benefit from a nearby regional health clinic (for example in the West Valley) that provides additional services and a nearby source of support.
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One area that ranked low at the beginning of our study but has been rapidly improving due to the use of $500,000 investment in ARPA funds by the Town Council is social and recreational opportunities. As a result of this support the adult recreational program of LGS Recreation has increased its participation by over 100% compared to pre-pandemic levels. Combined with exploratory social events initiated by this Committee, such as First Fridays, it is estimated that engagement in social and recreational programs has reached over 10 % of the older adult population, demonstrating the possibilities of growth for senior engagement. Also, a new ARPAsupported program was initiated to teach TV and radio production by older adults. Another area which has shown improvement is that of information and communication targeted to older adults. The Outlook monthly newspaper provided by SASCC provides specific Los Gatos information. A Los Gatos weekly, the Los Gatan, provides community information. Also, efforts by the CHSSC in partnership with LGS Recreation 55 Plus and this Committee has resulted in the creation of an information HUB that is providing increased awareness of senior services, demonstrating the successes that can be achieved by revitalizing senior services in Los Gatos.
Gaps and Unmet Needs
Observations of key points learned for the peer cities from the Committee’s city benchmarking work as given in Section III.B.5. are summarized below.
Los Altos/Los Altos Hills
• New $35m facility funded by the City
• No membership fee
• Paid transportation
• Medium participation rate
Palo Alto
• Modern senior facility
• Wide range of choices of activities
• Organized and transparent about finances
• High participation rate
Princeton, NJ
• Provided by non-profit: 70% from contributions, 19% from City revenues and 11% fees • City makes annual contribution
• High participation rate, including from surrounding communities Cupertino
• Services differ because of higher homogeneity of ethnic population • City budget is considerably higher within the peer group • Medium participation rate
Morgan Hill
• Good integration of senior services and senior center into the city's community center • Well organized community programs that supplement senior services • City and charitable foundation funded through senior center with volunteers • High participation rate
Saratoga
• Coordinated governance & management of programs with central accountability by local entity (SASCC)
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• Services are funded primarily from outside grants and contributions • Independent non-profit operates with small (5%) support from the City. Funding tripled since 2016
• City is actively informed & Council participates on Board of Directors of non-profit Strong board
• High participation rate
Campbell
• City converted high school into Community Center with pool & outdoor fitness area - used by many LG residents
• Goals are set and measured on city website
• City funded and run through rec department with 3.5 employees supporting senior programs
• High participation rate
These observations can be contrasted to those for Los Gatos below.
Los Gatos
• Among the highest quality, walkability, parks, personal safety, emergency preparedness, and meals program for peer group
• Active engagement of Council in effort to improve senior services • Unique arrangement: Services primarily provided by community education organization funded by in-kind facility use fee-relief from Town • Secondarily provided by volunteers and nonprofits with some funding by Town grants • Informal coordination of services through community grants with minimal direct governance
• Among the lowest senior staffing, participation rate, information availability, accountability, and volunteer coordination among peer group • Least attractive and functional senior activity center of peer group • Lowest per senior budget of peer group on both a total community basis and municipal spend basis
• Relatively high cost of individual events/programs combined with moderate cost annual fee
• Low participation rate
Some key gaps apparent from these observations have been the low participation rate of older adults in Los Gatos, low budget expenditures, inadequacy of the senior center, and lack of coordination or accountability of senior service programs. The Los Gatos 55+ program has achieved rapid improvement in enrollment during 2022 (from approximately 390 pre-pandemic levels to 730 participants at the conclusion of 2022). There is significant room for further improvement in senior program participation in Los Gatos, for example by increases in the current 55 Plus membership which now represents approximately 10% of older adults.
Community response to the short term efforts of the Committee and CHSSC (the information Hub, First Fridays, engagement of groups) suggest that there is a large untapped potential in Los Gatos to enhance and expand opportunities for and participation by older adults.
ITEM NO. 18.
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Los Gatos One-Three-Ten Year Roadmap Goals, Projects, and Milestones The Committee organized its seven goals into 1 year, 3 years, and 10 years activities and then used these activities to develop specific projects for each goal area with associated timelines and milestones. The projects are intended to serve as descriptive information and insight into learning by the Committee. These projects provide a starting point for consideration by commissions, committees and community non-profits in implementing the goals of the Roadmap. An overview of the seven goals, an overview for the 1-3-10 year activities, and the projects with milestones to accomplish these goals are presented below. The 1-3-10 year vision activities detail is presented in Appendix F.
Goal 1. Appealing and Inviting Facility (Renovate or Build) Subcommittee - Heath (chair), Blum, Hudes, Lenoci, Picraux This goal is to renovate or build a community facility including older adult space/services. develop plans, fund, and implement a revitalized community center with dedicated space for older adult programs. Currently, the ground floor of the building at 208 E. Main Street is being used for the older adult recreational/social programs by LGS Recreation. The facility and the space available are insufficient, as judged by the Committee and based on the feedback received in peer city reviews. The decision to renovate or build a new community facility that includes older adult space/services will be decided as part of this goal.
Age-friendly communities have spaces that are welcoming where residents can come together to engage in social, educational, and enriching activities. Community centers which either include or are dedicated to the needs of older adults provide an important focal point for residents and are found in all our benchmarked cities. Approaches to building or refurbishing facilities are many, but in every case the approaches have required a concerted, long-term effort with deliberate planning. This area would address:
● More welcoming building with adequate multipurpose space than currently exists. A portion of the facility dedicated to meet the needs of older adults ● A funding strategy, fund-raising mechanisms and a 501(c)(3) Friends of Seniors entity to provide long-term support
● Coordinated community strategy and support for development of senior facilities ● Intergenerational space for meetings, clubs, community events, recreational, cultural, educational, learning, health education and information services ● Deliberate evaluation of effectiveness and value of investment in existing facilities ● Evaluation of multiple use options and how Town assets might be utilized in the creation of a community facility
Goal 1. The 1-3-10 Year Activities Overview
One Year - Form facilities advisory committee, explore fundraising options, establish a 501(c)3 non-profit for facilities and services, and optimize interim repairs to existing facility Three Year - Develop 3 models for community center, perform feasibility study, make, fix or build decision (selecting from 3 models), form building committee, and begin substantial fundraising
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Ten Year - Ensure ample quality space for older adult services and programs, provide a staffed welcome desk, and perform ribbon cutting of welcoming facility Goal 1. Projects Overview
Goal 1. Projects
PROJECT F1 Needs Analysis
- Form an ad hoc group to conduct needs analysis. Q2/23 - Community input on needs and concepts. Q1/24
- Community charrettes/workshops (needs & conceptual plan). Q1/24 - Evaluate off-site venues and potential partners. Q4/24 PROJECT F2 Fundraising
- Establish a 501(c)3 non-profit to support fundraising for senior services. Q2/23 - Establish a fundraising committee. Q4/23
- Form board for the senior non-profit. Q1/24
- Launch capital campaign. Q4/24
- Partner with county supervisors and state legislature on funding plans. Q4/24 - Capital campaign consultant and develop annual targets. Q4/24 - Explore government grants - local, state & federal. Q4/24 - Complete capital campaign. Q1/28
PROJECT F3 Optimize Existing Space
- Evaluate existing space & renovation options. Q1/24
- Track existing facility utilization. Continuing
- Ongoing projects- ADA accessible bathroom upgrade. Q4/24 PROJECT F4 Community Facility Direction
- Develop a design example/model. Q2/24
- Conduct feasibility study. Q2/24
ITEM NO. 18.
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- Define space alternatives. Q3/24
- Establish key features of the facility. Q3/24
- Ability to rent
- Host large community and county-wide events
- Enhanced recreational and fitness activities
- Educational and social activities
- Accessible
- Identify the preferred alternative (renovate or build). Q2/25 PROJECT F5 Community Facility Design (Renovate or Build) - Develop an implementation plan. Q3/25
- Form building committee. Q2/24
- Architectural drawings and a model to support fundraising. Q3/25 - Architect consultation. Q2/25
- Builder consultation. Q2/25
- Conceptual design. Q3/26
PROJECT F6: Community Facility Construction (Renovate or Build) - Property divestiture and acquisition, if required. Q1/27 - Initiate facility construction. Q1/28
- Complete facility construction. Q2/30
PROJECT F7: Community Facility Operations
- Establish business support options - how to run and operate a community center. Q1/29 - Operating model. Q1/29
- Sustainable financial plan. Q1/29
- Ensure ample quality space for older adult services & programs. - Provide a staffed welcome desk to answer questions and accept volunteers. Q1/31 - Ribbon-cutting and opening. Q1/31
Goal 1. First Steps
• Form 501(c)3 non-profit
• Recruit fundraising committee
• Plan for community charrettes
Goal 2. Core Senior Services
Subcommittee - Pearson (chair), Khanal, Konrad, Lenoci, Mlinarich, Picraux A thriving town needs to provide essential core services for older adults. These services cover such areas as support for social, educational, and healthy living activities. Also, it is essential to meet basic nutrition and health needs for the disadvantaged. Services for older adults are provided by a diversity of municipal, county, regional, and state organizations. The Town gains much leverage for this goal by encouraging and supporting the work of community nonprofits and organizations such as hospitals and health clinics that are essential to the Town’s safety net. Provisions for physical and mental health, as well as support for caregivers and their loved ones, are also essential. The availability and use of community parks, gardens and open spaces provides significant core support, not only to older adults, but to all. Efforts to preserve and provide adequate core services include:
ITEM NO. 18.
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● Social, educational, and healthy living opportunities ● Funding and expanding essential services for all stages of aging including nutrition and adult day care programs
● Training and classes to enhance marketable and/or new skills ● Personal safety, scam avoidance, legal assistance awareness, etc. ● Promote food security and options
● Promotion of County mental/behavioral health offerings and the local availability of these services
Goal 2. The 1-3-10 Year Activities Overview
One Year - Continue to support essential services in Town.
Three Year - Re-establish adult day care services.
Ten Year - Promotion of mental health services in the West Valley.
Goal 2. Projects Overview
Goal 2. Projects
PROJECT S1 Support Continuation of Social, Educational, Healthy Living and Meal Services for Older Adults
- Ensure continuation of senior adult recreation, social, educational and healthy living provided by the 55 Plus program. Q1/23
- Ensure continuation of the Live Oak Nutrition Program and funding to provide food security for older adults. Q1/23
- Promote and enhance food security and healthy options for older adults, including supplemental food collection and distribution, local food bank services, etc. Q3/23 PROJECT S2 Support Re-establishment of Adult Day Care Services
ITEM NO. 18.
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- Promote establishment, support, and use of adult day care services in Los Gatos Q3/23 - Establish facilitated caregiver support programs for families and family caregivers. Q2/24 - Promote caregiver respite programs. Q4/26
- Facilitate an expanded adult day care program with more space and a controlled-access outdoor area to provide services for future growth. Q4/27
PROJECT S3 Support Continuation of Other Core Services in Los Gatos by Community Organizations
- Advocate for support of community nonprofits that provide services and assistance to older adults in Los Gatos (WVCS, SASCC, Next Door Domestic Violence, Jewish Family Services, House of Hope, local hospitals, etc.). Q1/23
- Promote and advocate on behalf of services for older unhoused people and for those in danger of becoming unhoused. Q3/23
- Advocate for and seek to expand the availability of case management workers serving older adults in Los Gatos. Q4/24
- Establish an ongoing mentor program to enlist local organizations and seniors with special skills to provide social, educational & healthy living enrichment courses. Q2/24 - Promote County fall prevention programs. Q3/23
- Promote programs that provide information on personal safety devices, scam/fraud avoidance, and legal assistance. Q3/24
PROJECT S4 Support CHSS Commission Objectives to Establish a West Valley Health Clinic with Mental Health Services
- Support the Community Health and Senior Services Commission efforts, as well as those by community groups and the County to establish a health clinic in the West Valley. Q2/23 - Monitor and promote County initiatives and government grant opportunities to provide mental health services in the West Valley. continuing
- Promote establishment of a mental health task force in the West Valley. Q4/23 - Create a mental health information directory. Q4/24
PROJECT S5 Expand Use of Parks, Community Gardens, and Other Facilities - Support the efforts of the Parks Commission as they relate to senior use of parks, community gardens and related facilities.
- Establish exercise programs in parks and on Town plaza. Q4/23 - Initiate a program to enhance cluster seating in parks for meet up areas. Q2/24 - Support and promote establishment and multigenerational use of community gardens (volunteer planning, landscape design, site plot layout). Q4/24 - Expand recreational use of existing parks and facilities (e.g., pickleball by striping to selected Town tennis courts, bocce ball facility renovation at Oak Meadow Park, establish lawn bowling site, etc.). Q1/26
PROJECT S6 Health and Welfare Assessment
- Provide a continuing assessment of community essential services for older adults in Los Gatos.
Q1/24
- Review the welfare safety net status for older adults and the utilization and coordination of older adult services with County and community non-profit programs. Q1/26 Goal 2. First Steps
ITEM NO. 18.
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• Negotiate an agreement for continuation of 55 Plus social, educational, and healthy living program.
• Re-establish adult day care services.
• Continue support of community essential core services by non-profits.
Goal 3. Communications and Engagement
Subcommittee - Konrad & Pearson (co-chairs), Miller, Mlinarich, Picraux, Somers, Yick, Guest:
Kennedy (LGS Rec 55 Plus)
Older adults and caregivers need ways to obtain information about available services, resources, and events in multiple formats. It is also essential that they have opportunities to engage in social, lifelong learning, and healthy living activities. Productive activities outside of work promote quality of life and contribute to active aging. Finding and engaging in social activity and volunteering in activities of interest becomes increasingly challenging as people age. Opportunities to participate and socialize with others, volunteer in meaningful and productive activities and engage in the community in which one lives contribute to a feeling of belonging and personal satisfaction. The survey and workshops point to these areas as critical elements to solve problems, participate in community activities and enhance quality of life.
Benchmark results for other cities indicated that Los Gatos could offer more programs.. This goal helps residents age in place. Areas addressed would include:
● Availability of resources, activities, programs (clubs, local centers, and government - supported services, etc.)
● Presented in the form of an Information Hub (trusted, well-curated content on services availability, activities pointer, events calendar, etc.) - short term. Includes web, mobile, and social network capabilities. Phone feature with live senior services and volunteer coordinator - longer term
● Navigation to services tools (medical, maintain physical health) ● Information included from other goals of transportation, volunteering, and housing (stay in home support options, wellness calls, assistive devices) ● Consistent availability, coordination, engagement, and age-friendly accessibility of weekly activities and monthly social events
● Promotion ranging from print to in-person engagement by going to where older adults live (ambassadors, volunteers, etc.)
● Finding ways to subsidize existing programs to expand reach to older adults - medium to short term
● Enlisting local organizations and expertise to help enhance programming ● Highlight special events that are Age-Friendly
Goal 3. The 1-3-10 Year Activities Overview
One Year - Provide older adults ways to easily learn information about available services and resources. Increase engagement in social, educational, and healthy living programs. Promote volunteering. Establish measurable goals.
Three Year - Partner with service providers to expand participation in events promoting social, educational and healthy lifestyle programs.
Ten Year - Move into a beautiful Community Center with dedicated space for senior programs.
ITEM NO. 18.
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Goal 3. Projects Overview
Goal 3. Projects
PROJECT C1: Information HUB Development and Deployment
- Refine, edit, and broaden HUB 2.0 to make access to senior services much more intuitive and broaden HUB coverage to include other senior services in the local community: Q4/23 - Recruit and sustain a volunteer Hub advisory group to collect information on what's not available, help maintain the accuracy of the HUB information and promote HUB. Q2/23 - Develop a program with merchants to help promote Hub. Q2/23 - Identify a HUB administrator with technical skills to incorporate identified missing services and maintain the HUB advisory group. Q2/24
- Create conceptual design including master release schedule e.g., 2.0, 3.0, 4.0. Q2/24 - Evaluate the benefits of developing a mobile app. Q4/24 - Invite the creator of Cupertino Senior Services website to review and make suggestions.
Q4/23
- Coordinate with government agencies to take advantage of resources. Q2/24 - Partner with District 5 County Supervisor to benefit other cities and offset costs. Q2/24 - Incorporate video tutorials into HUB (e.g., how to sign up for RYDE, etc.) and explore and utilize evolving technology tools Q4/24
- Use digital inclusion initiatives to teach people how to access information on the HUB, use QR codes, etc. Q4/23
- Utilize KCAT to advertise and to help develop videos for HUB. Q2/24 - Continue tracking HUB clicks and identify the most popular areas. Q1/23 - Continue tracking the number of calls that come into the office for older adult information from all sources (55 Plus; Chamber; Others). Q1/23
- Require Town participation and promotion to ensure success of objectives. Q1/23 PROJECT C2 Promotion of Community Awareness and Engagement in Services
ITEM NO. 18.
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- Publicize senior services available in Los Gatos. Q1/24 - nutrition
- adult day services
- recreation and socialization opportunities
- educational opportunities and health fairs
- Collaborate with other local organizations to promote Town and community events and services. Q3/24
- Join the AARP Network of Age-Friendly Communities. Q3/23 - Promote on-going awareness of HUB and Town senior events by Town in social media, website, and newsletter and in local newspapers with articles and ads. (Los Gatan, The Outlook, etc.). Q4/23
- Increase participation in Town events. Q2/23
- Establish an outreach ambassador volunteer program (go to where older adults live to promote awareness and participation). Q2/23
- Promote use of faith-based community services (e.g., Jewish Family Services of Silicon Valley’s Aging with Dignity and Healthy Aging Programs. Q3/23 PROJECT C3 Events Calendar
- Initiate an events calendar website that includes Town meetings and special events. Q1/24 - Establish connectors (APIs) to various organization’s information. Q2/24 - Include monthly events summary in the monthly older adult newsletters. Q3/23 - Assist with community holiday events and promotion. Q2/24 - Develop a mobile app. for smart phones to sign up for local events. Q4/24 PROJECT C4 Provide and Engage Older Adults in Social, Healthy Living, and Life Learning Skills Activities
- Promote monthly special social activities. Q1/23
- Organize First Friday monthly events. Q1/23
- Greatly increase engagement in ongoing LGS Rec. activities and classes (exercise, swimming, etc.), senior club activities, JCC exercise and other programs. Q1/23 - Promote programs with emphasis on multigenerational activities. Q1/23 - Establish diet, nutrition & healthy eating classes and programs. Q3/23 - Promote technology training programs (including library programs, etc.). Q1/24 - Promote personal safety and cyber security presentations and classes. Q1/24 - Develop training classes to enhance marketable skills. Q4/24 - Partnership with West Valley Community College to deliver local life-learning courses oriented to older adults. Q3/24
- Develop Distinguished Guest Lecture program. Q3/30
PROJECT C5 Transition to In-Person Services at New Community Center - Publicize new dedicated senior facility space for senior programs. Q1/32 - Have an information kiosk near the entrance for verbal, posted and printed materials including volunteer information. Q2/32
- Central point of coordination for Senior Services including tech support. Q3/32 - Large room exercise classes and weekly dance in new community center Q2/32 - Host local community theater, music and dance group programs. Q3/32
ITEM NO. 18.
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- Promote engagement by organizing regional large group meetings (SCC Cities Association, SCC Seniors Agenda, Caregiver Conference, Aging Wisely Conference, etc.). Q4/32 Goal 3. First Steps
● Expand & promote information HUB.
● Expand engagement of the senior community by increasing participation in social, educational & healthy living activities.
● Engage volunteers to implement programs.
Goal 4. Volunteer Support and Engagement (be a volunteer/seek a volunteer) Subcommittee - Pearson (chair), Picraux, Somers, Yick
Vibrant communities provide opportunities for older members to become volunteers and/or to find needed assistance from volunteers. Promoting and supporting volunteerism allows the community to marshal the expertise of older adults and to increase engagement of older adults for the benefit of the entire community. Our Committee found that many older adults want to volunteer, and many others need volunteers for help. With volunteer time in California currently estimated at $29.95/hr. by the Independent Sector organization, the many 1000’s of hours available locally represents an important resource for the Town to take advantage of as much as possible. The volunteer support and engagement goal would include:
● Develop and coordinate volunteer opportunity exchange (aggregated Town page of opportunities)
● Support connections between service providers, clubs and those interested in volunteering (consider holding volunteer fair)
● Support equitable and inclusive processes to engage older adult volunteers ● Consider a ‘Community Unity’ bulletin board approach for two-way volunteering as promoted in the past by former Mayor Wasserman
Goal 4. The 1-3-10 Year Activities Overview
One Year - Develop a process for older adults to become a volunteer or to find needed assistance from volunteers.
Three Year - Establish a volunteer corps with a coordinating team, tracking, a coordinator, and creation of an opportunity exchange.
Ten Year - Establish a volunteer station at the welcome desk in the new community center and provide regular volunteer socialization.
Goal 4.c. Projects Overview
ITEM NO. 18.
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Goal 4. Projects
PROJECT V1: Establish Volunteering Task Force
- Collaborate with the Community Health & Senior Services Commission and/or other commissions to form an ad hoc task force with Town liaison identified. Consider adding guest members. Q1/23
- Develop a list of groups needing volunteers for programs, events, and activities. Q2/23 - Establish a joint alliance of service clubs for volunteering composed of a designated person from each organization with an alliance representative on the ad hoc task force. Q4/23 PROJECT V2: Recruit and Build a Volunteer Community with the Ad Hoc Task Force - Establish a process to coordinate between organizations needing volunteers. Q4/23 - Provide links on The HUB to organizations needing volunteers. Q2/24 - Establish methods for volunteers to connect to opportunities via print and electronic communications. Q2/24
- Include volunteer opportunities in local event calendars. Q3/24 - Publicize opportunities and recruit volunteers at community events (First Fridays, etc.).
Q3/24
- Issue volunteer opportunity alerts. Q4/24
- Promote volunteerism and explore new ways to marshal the expertise of older adults in Los Gatos. continuing
- Ensure equitable and inclusive opportunities to increase engagement of older adult volunteers. continuing
PROJECT V3 Establish a Volunteer Corps
- Obtain part time staff support for coordinated volunteer intake and coordination of the Volunteer Core. Q1/25
- Establish a volunteer coordinating team with required service clubs representation. Q1/25 - Develop a method for volunteer tracking. Q3/25
- Provide periodic events for volunteers to socialize and exchange information on opportunities. Q3/25
- Establish a senior mentorship service that utilizes talents and skills that can be shared in a multigenerational setting. Q2/25
ITEM NO. 18.
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- Develop and coordinate volunteer opportunity exchanges (volunteer tables at Town events, bulletin boards, volunteer fair, etc.). Q4/25
- Develop an opportunities exchange site on The HUB. Q4/25 - Establish a referral process to support connections between those with needs for household chores and service providers, clubs (including high school and middle school), other groups interested in volunteering and local businesses. Q4/26
- Establish and support a volunteer information component to the welcome kiosk at the new community center. Q1/32
Goal 4. First Steps
● Establish an ad hoc volunteer task force.
● Create a listing of organizations needing volunteers. ● Engage service clubs in the initiative.
Goal 5. Enhanced Transportation Options for Older Adults Subcommittee - Heath (chair), Khanal, Picraux, Ristow, CSTC member expert partners Buxton, Thompson, and Miano
Livable communities facilitate transportation options for older adults, including auto, bicycling, walking and public transportation. Older adults consider the need for flexible transportation options to be especially important as they age, including:
● Better information distribution on mobility options (e.g., VTA Senior Mobility Guide) ● RYDE awareness and enhancement
● VTA and VTA Access awareness
● Lyft/Uber supplemented programs
● In-Town shuttle provided by Town
● Last minute rides through volunteer network
● Options for mobility-challenged older adults
Goal 5. The 1-3-10 Year Activities Overview
One Year - Form senior transportation advisory committee (tracking, input, advocacy).
Promote availability of mobility options and information.
Increase use of existing Bus 27 and advocate for expanded local transit services.
Three Year - Implement a Town shuttle.
Expand mobility services - auto, bicycle, walking, & public transportation.
Add Age-Friendly accessible walking paths.
Ten Year - Create Age-Friendly accessible walking track.
Develop a door to door shuttle service.
Goal 5. Projects Overview
ITEM NO. 18.
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Goal 5. Projects
PROJECT T1: Implement and Promote Transportation Awareness and Use - Collaborate with Complete Streets & Transportation Commission and Community Health & Senior Service Commission to form an ad hoc Senior Transportation Committee with Town liaison identified. Consider adding guest members. Q1/23 - Obtain community input on needs & concepts. Q3/23
- Seek grant opportunities in the transportation area. continuing - Monitor General Plan 2040- Section 5- Mobility- Implementation Programs A-S. Q2/24 - Establish a mechanism for continuing assessment of Los Gatos, County, State and Federal master plans, laws and grants involving all forms of mobility impacting older adults for possible recommendation. Q4/24
- Explore wheelchair accessible parking needs. continuing - Track VTA bus actions. continuing
- Enhance community knowledge and use of RYDE, VTA Access, and Santa Clara County Mobility Management Program (e.g., intro to use bus pass, low income senior passes, eligible registered dining participant passes). Q3/23
- Promote distribution and awareness of the VTA Senior Mobility Guide. continuing - Link transportation information and new options to The HUB. continuing - Promote use of bicycles through education, training and repair, safety programs and classes.
Promote development and awareness of bike and pedestrian pathways, support for more bikeways, valet use for older adult events with secure bike parking facilities. - continuing - Achieve increased community use of existing Bus 27 and use data to advocate for expanded local VTA transit services. Q2/26
- Develop “Transportation Los Gatos” software that links all forms of mobility (FlexDenmark Model). Q1/32
PROJECT T2: Advocate for an Age-Friendly Walking Plan
- Coordinate with existing commissions and the General Plan to advocate for an Age-Friendly walking plan. continuing
- Create a more walkable Town through signage, increased benches, safer and more accessible sidewalks and crosswalks. Q4/23
ITEM NO. 18.
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- Create an Age-Friendly accessible walking track (Campbell Community Center track as a possible model) accessible to public at fixed hours, suitable for people with mobility limitations. Q2/26
- Add new walking paths in Town parks. Q3/24
- Conduct a senior safety zone study. Q2/25
- Enhance signage, pavement markings, evaluate extended traffic signal timing, and participate in a Vision Zero collaboration. Q4/26
PROJECT T3: Expand Mobility Options Including Evenings and Weekends - Work with RYDE to extend weekday hours of service M: Q4/23 - Explore Town shuttle options and focus on the best option. Consider fixed+flexible Town shuttle: contract or volunteer based, collaboration with large scale developers and employers, cooperative programs with neighboring cities (e.g. Cupertino VIA shuttle), cooperative programs with new Town community developments, cooperative programs with local businesses or senior housing entities, and explore possible subsidies). M: Q4/24 - Launch a Town shuttle that provides or includes an evening and weekend older adult transportation service. Q4/26
- Promote ride voucher programs with health care providers. Q3/25 - Create or expand existing programs to include a door-to-door shuttle service. M: Q1/32 Goal 5. First Steps
● Establish collaboration with Commissions and form a Senior Transportation Advisory Committee.
● Start exploring shuttle options.
● Expand community knowledge of available mobility options. ● Take action to create a more walkable Town.
Goal 6. Senior Housing - Information on Approaches and Options Subcommittee Heath (chair), Miller, Picraux, Planning Commission Guest: Jeffrey Barnett Opportunities for older adults to continue to live in Los Gatos after retirement and to enjoy the community and friends as they age, with services that help older adults manage living situations and age in place including such things as service referrals, home maintenance helpers, and realtors.
Goal 6. The 1-3-10 Year Activities Overview
One Year - Form Housing Advisory Committee.
Identify and produce an inventory of residential options. Encourage development of housing options.
Three Year - Establish aging in place programs. Facilitate crisis housing and support.
Support programs that help with home upkeep and accessibility.
Ten Year - Monitor housing while promoting opportunities for older adults to continue to live in Los Gatos after retirement and to enjoy the community and friends as they age.
Goal 6. Projects Overview
ITEM NO. 18.
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Goal 6. Projects
PROJECT H1 Identify and Inventory Residential Options for Older Adults - Establish a committee for older adult housing information and advocacy in coordination with the Planning Commission and the Housing Element Advisory Board. Q1/24 - Support Los Gatos Housing Element as adopted by the Town Council as it relates to older adults. Q3/24
- Identify and produce an inventory of residential options for older adults. Q4/24 - Encourage developers to consider the needs of older adults through all stages of aging including smaller units, one story units, housing close to accessible transportation and/or restaurants and stores,(new urbanism), walkable spaces and multi-residency units for caregivers. Q1/25
- Advocate for legislation that supports quality care and services at local residential care facilities; promote culturally competent services. Q1/26 PROJECT H2 Enable Development of Affordable Housing for Older Adults - Engage with local and state stakeholders to promote programs for older adults living independently. Q1/25
- Advocate for the development of housing options through all stages of aging as well as affordable housing for older adults. Q3/25
- Pursue potential funding (state & federal) for housing income support and housing modifications and repairs. Q4/25
PROJECT H3 Establish Aging in Place Programs (Including a Los Gatos Village) - Develop infrastructure and programs for aging in place and establish a Los Gatos Village (subscription-based association based on Beacon Hill/Avenidas model). Q1/27 - Develop a home maintenance (small job) helper referral service with volunteer coordinator (service clubs). Q1/25
- Support programs that provide help with modification and accessibility of homes. Q3/25 - Support older adults living independently in the community through down-sizing or stepdown independent living options. Q1/25
ITEM NO. 18.
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PROJECT H4 Facilitate Crisis Housing
- Facilitate crisis housing for older adults. Q1/26
- Promote disaster preparedness programs with focus on older adults including online information and the safety of older adults in residential care facilities during emergencies or disasters. Q4/26
PROJECT H5 Monitor and Evaluate Housing Needs and Stock - Complete a comprehensive Older Adult Housing Report (for inclusion in the General Plan and Housing Element’s 5-year update). Q3/27
Goal 6. First Steps
● Establish an older adult housing advisory committee for inventorying housing options and advocacy.
● Promote development of affordable housing for older adults. ● Advocate for older adults living independently in the community.
Goal 7. Integrated Governance, Funding, and Accountability for Senior Services Subcommittee - Hudes (chair), Blum, Heath, Miller, Phelan, Picraux, Rossmann In this section there is first a description of the benefits and proposed elements that will be needed to achieve an integrated model for governance and accountability for senior services.
Second, the Committee proposes four recommended Town Council actions for the first year to achieve this model. Finally, a proposed approach is presented to sustain progress on the Roadmap in subsequent years. The Committee is of the opinion that these actions provide an essential component for achieving the 10-year vision of an affordable and sustainable Roadmap for senior services.
Integrated Governance Model
Currently our Town has a distributed model of senior services with minimal central planning, measurement, coordination, or accountability for maintaining and advancing services. Creating an integrated governance structure with accountability for services could result in significantly increased efficiencies, enhanced senior services leading to additional sources of support, and longterm stability of programs. A recommended governance model for Los Gatos includes:
● Distinct roles for non-profits, Town administration, and others serving older adults, ● A coordinated management model (accountability, metrics, oversight, etc.) ● Funding mechanisms to help support older adult programs and services ● Sustainable financial plan, including pro forma budgets for consideration by deciding bodies
● Methods for measurement, accountability and maintaining transparency ● Approaches to maintain Town oversight
The Committee analysis suggests that an integrated governance model will also lead to stronger community participation and will result in greater support for services, more successful funding initiatives, and greater transparency of senior services operations. The benchmarking survey of other cities and our assessment of services in Los Gatos show that Los Gatos currently has a fragmented model of service delivery coupled with little accountability.
To enhance accountability, the Roadmap proposes and discusses below four key interrelated elements that will need to be developed for a future model of senior services governance :
ITEM NO. 18.
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● One-Three-Ten-year fiscal planning
● Measurement and accountability tracking
● Roles and responsibilities decisions
● Roadmap maintenance and update process
One-Three-Ten Year Fiscal Planning
The Committee recommends that an integrated budget process for senior services be adopted. This financial plan would include:
● All of the entities providing services for older adults in Los Gatos; ● Establishing a comprehensive process for fiscal analysis and budget planning, including Town, county, state, and federal and third-party organizations; ● Annual budgets that would include:
o Services provided and residents served
o Capital and operating budgets (decoupled)
o Planned and actual budgets
o Sources, including grants and fundraising
● Timing would be coordinated with Town, area, and third-party budget processes.
Information assembled over the first year of the Roadmap is proposed to provide the basis for development of the fiscal plan under guidance of the Town Council. The plan is recommended to be developed during the first quarter of 2024 as part of a review of Roadmap progress, as discussed in the Roadmap Maintenance and Update Process section below.
Next steps:
1. Set schedule for subcommittees to provide resource estimates prior to Committee sunsetting;
2. Provide template and assistance in developing pro-forma financial estimates for key initiatives;
3. Involve Town staff in financial estimates and budgeting;
4. Create a budget model.
Measurement and Accountability Tracking
In order to make progress in delivering services in a sustainable manner to older adults there is a need to develop measures of the services provided and their impact. To best support integrated governance these measures would include the full range of senior service providers, including Town, regional, and third-parties. Measures of service would include the number of people served in a transparent and easily understood format. Much of the information would be obtained through a collaboration with the various service providers serving older adults.
Recommended activities include:
● Determine what measures of effort are needed and how the results would ensure success of the Roadmap goals;
● Identify who would receive the reports and at what frequency; ● Establish a process to provide an annual report describing the State of Senior Services in Los Gatos based on an assessment of the measurements that are tracked and the services that are being provided to older adults.
Next CHSSC steps:
ITEM NO. 18.
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1. Establish a measurement and tracking process based on the above recommendations;
2. Review examples of annual senior services reports by other cities and the state to provide a starting point for an Annual Los Gatos Report;
3. Compile metrics from other communities and service providers on what data and rate of collection is most useful for an efficient accountability tracking process.
Roles and Responsibilities
The Committee recommends that for the changes proposed by this Roadmap in support of our older adult community to occur it will be important to define the roles and responsibilities, as existing organizations are modified, and new organizations are put in place. From a long term perspective it would be valuable for the Town to consider the following questions regarding roles and responsibilities:
● Given the goals and resources required, what oversight is appropriate to ensure success?
● Are new or re-comprised teams, committees, or roles required? If so, how should new and existing teams and roles be modified and participation encouraged? ● Are new or updated service agreements or contracts needed? The Year 1 Actions proposed by the Committee below provide suggested approaches to these questions for the near term.
To transition from the decentralized, or what might be characterized as a fragmented delivery of services to our older adults, to a more reliable and sustainable means of providing these services in a coordinated community partnership, our Integrated Governance subcommittee realized that some changes would be helpful. This was further reinforced by site visits and fact-finding conversations with several other communities, especially with Palo Alto, Los Altos, and Morgan Hill. Also further considerations would be needed upon making a decision concerning facility direction in about 3 years’ time.
For now, it appears that the Morgan Hill approach and governance model offers the most similar and promising starting point to address needs over the next several years. With the successful development of this approach over a 3- to 10-year period, a long-term model closer to that of Palo Alto’s Avenidas, where even greater community contributions to support senior services as well as to initiate a “Village” concept for aging in place may become possible.
Why the Morgan Hill model in the near-term?
While there are demographic differences from Los Gatos, the provision of services to older adults in Morgan Hill offers some situational similarities. In Morgan Hill, recreation-oriented senior services were previously provided by the YMCA, which was serving a broad age-range of community members through fee for service as well as contracted services for seniors.
The organization ran into financial constraints that challenged the provision of services for seniors. The community also embarked on the creation of a community recreation center that included space where older adults would participate. This required substantial fundraising as well as contribution of city-owned properties in order to build the new center, which was completed in the mid-2000’s and is operated by the city. Later the community
ITEM NO. 18.
43 ATTACHMENT 2
established an independent 501(c)3 Friends of Morgan Hill Seniors Foundation to provide additional support for senior services, with a city representative participating on the Board of Directors. In addition, the city established an independently operated Senior Advisory Committee to sustain senior programs. This committee includes a city representative and representation from community leaders, service providers, the community center staff, and the Foundation and has subcommittees for transportation, life-long learning, endowment, and outreach. The city recreation center with its senior space provided the catalyst for these governance decisions.
As the transition to the new Morgan Hill community center and charitable foundation funded facilities and programs proceeded, some of the key personnel of the YMCA and predecessor organizations transitioned to the new organizations as well as to the city. Some of the best people are still serving Morgan Hill’s older adult community, yet they transitioned to a new organization. Today, a vibrant senior services program is being provided in an excellent community center, funded significantly by charitable giving and grants, along with moderate city support. Los Gatos is facing similar constraints regarding Town finances and similar financial constraints faced by LGS Recreation in providing a recreation-oriented services program for older adults. Los Gatos can learn from the Morgan Hill story in developing a journey for enhancing senior services for the older adult community.
Proposed Year 1 Actions to Transition to Integrated Governance for Senior Services To support the transition of this Senior Services Roadmap for revitalizing senior services from planning to action the Committee recommends the Town Council begin with the following roles and responsibilities for the first year of the Roadmap:
1. Engage Town Commissions and Boards
By expanding its role the Community Health and Senior Services Commission has suggested it would undertake the following three activities considered critical for maintaining Roadmap progress. The first area of communication and engagement represents the essential support for maintaining the momentum of the other Roadmap goals while the second and third activities address initial needs in the governance and accountability of senior services. Those activities include the following:
i. Communication and Engagement: This activity is the portion of the Roadmap addressing Goal #3. It is suggested that the CHSSC create an ad hoc subcommittee from its membership to fulfill the tasks involved and to also consider adding a few community expert guests to help support the subcommittee and extend its reach. ii. Roadmap Tracking: In this activity the CHSSC would be responsible for tracking and assessing whether the goals of the Roadmap are being accomplished according to the timelines set forth in the Roadmap. This may be done via the necessary communication and annual or more frequent written assessments.
iii. Annual Senior Services Assessment: In this activity the CHSSC would be responsible for assessing and reporting on the nature and quality of senior services in Los Gatos. This may be done via an annual State of Los Gatos Senior Services written report.
ITEM NO. 18.
44 ATTACHMENT 2
The CHSSC could consider creating subcommittees to assist in implementing activities ii) and iii) if needed. Similar to activity i), the CHSSC would be responsible for appointing the members of the subcommittees and could include expert guests as appropriate. Consideration could be given to requesting that the Town Council appoint a liaison from the Council to the CHSSC, to assist in the foregoing work and/or help with recruitment of people to serve on the CHSSC and its subcommittees.
Duties and responsibilities on issues relating to other Roadmap goals such as housing and transportation would remain with the Town boards and commissions currently responsible in those areas. However, in its role of Roadmap tracking the CHSSC would periodically meet with the boards and commissions responsible for these areas, to assess their progress and align goals with them related to these areas. Some examples found in the project proposals of this Roadmap include: 1) Parks Commission: the development of a Community Garden 2) Complete Streets and Transportation Commission: transportation options for older adults including walking paths and exploration of a shuttle 3) Planning Commission and/or Housing Element Advisory Board: creation and maintenance of an inventory and directory of housing options for seniors. These enhancements might include subcommittees or cross-commission ad hoc teams as well as specific older-adult-related tasks in the annual work plans of the Town Commissions and Boards, and could include issuing reports to the Town Council about progress on these items. Members of the Senior Services Committee could help organize these activities during the period before the sunset of the Senior Services Committee.
Next steps:
1. CHSSC assigns members to coordinate each of the above three activities
2. Town Age-Friendly Coordinator and/or CHSSC plans projects to be pursued with other Commissions or Boards
2. Appoint Town Age-Friendly Coordinator (0.2 FTE)
The Committee recommends the Town Council appoint a part time (0.2 FTE) Coordinator for senior services in Los Gatos. The Coordinator is envisioned to be a staff member within the town administration. Their allocated time would be dedicated to being a point of contact for senior services in Los Gatos. This position would provide an important step to realizing the Roadmap vision of a coordinated partnership for senior services between the Town, Town commissions and boards, the proposed Friends of Los Gatos Seniors Foundation, community service providers, and other nonprofits and regional providers. The Coordinator would also be a member of the Foundation advisory committee. Responsibilities for the Age-Friendly Coordinator might include:
● Act as the point of contact for the Commissions, Service Provider organizations, Foundation, and regional nonprofits providing services for Los Gatos older adults ● Be the point of contact for key provider of recreational services to older adults (currently LGS Recreation)
● Receive information from the three CHSSC activities coordinators involving Communication & Engagement, Roadmap Tracking, and Annual Assessment ● Serve as the point of contact for questions about volunteer opportunities as Roadmap projects advance in support of this goal
ITEM NO. 18.
45 ATTACHMENT 2
● Coordinate receipt of budget proposals to both the Town of Los Gatos as well as the Friends of Los Gatos Seniors Charitable Foundation
● Facilitate review and presentation to Town Council of the Annual Assessment of Senior Services provided by the CHSSC for receipt by Council
● Provide information and support for the Town Council review of the Roadmap progress and governance during the first quarter of 2024 and subsequently as discussed in the Roadmap maintenance section below.
As the Roadmap successes accrue in future years and senior services delivery advances, there may be considerable leverage gained by increasing the fractional 0.2 FTE allocation to the Town’s Age-Friendly Coordinator. This graded approach could facilitate the transition of Los Gatos senior services governance from a fragmented model to an integrated partnership model.
Next steps:
1. Town appoints an Age-Friendly Coordinator
2. Ensure the Coordinator is brief on the senior services landscape.
3. Recognize and Encourage Community-Based Activities to Support Senior Services It is recommended that the Town Council recognize and encourage community efforts in support of the Senior Services Roadmap. This support would include recognizing a communityplanned 501(c)3 nonprofit Foundation that will be formed and having the Town Age-Friendly Coordinator participate in the nonprofit’s Advisory Committee.
The community-based Friends of Los Gatos Seniors Foundation will be created for raising funds in support of senior programs and facilities to supplement Town funding, and establishing a sustaining endowment from individuals and corporate entities. The Foundation will explore options and funding mechanisms for a new or refurbished community facility with dedicated space for senior programs. It will also seek funds to supplement and enhance support for senior programs and activities. As an independent nonprofit entity it will have a Board of Directors and it is recommended that they appoint an Advisory Committee. The Advisory Committee may assist the Board in such areas as investigating community facility options, creating a capital facility fundraising campaign, seeking methods to raise funds for senior service activities, seeking grants to support these efforts, and, over time, establishing a sustaining endowment. It is recommended that the Foundation coordinate its activities with the Town.
Next steps by the nonprofit:
1. Establish a Board of Directors for the Friends of Los Gatos Seniors Foundation
2. Apply for 501(c)3 status
4. Re-Establish Baseline Services
As part of an integrated governance model the Committee believes that sustainable support of core senior services is necessary to re-establish the pre-pandemic baseline in order to achieve the vision of the Roadmap. These services are considered to be essential to be maintained as a base of support for an important and often older segment of our senior population. There are two provider areas for these services:
● Town: social, educational, healthy living activities provided by LGS Recreation,
ITEM NO. 18.
46 ATTACHMENT 2
● Community: grants to nonprofit community service providers to help supplement their services in Los Gatos (Live Oak Nutrition, West Valley Community Services, re-establish Live Oak Adult Day Care, etc.).
Role of Los Gatos-Saratoga Recreation
LGS Recreation has been providing services to the seniors of Los Gatos based under an agreement initiated in 2009. The 20-year lease agreement defines the scope of services that are to be provided in return for partial rent relief. After obtaining a better understanding of the services and associated funding of LGS Recreation, it appears this full suite of services currently (in 2022) being provided to the senior community cannot be sustained without an increase in funding. In fact, as of 2023, even baseline services are not funded given the direction of the LGS Recreation Board to no longer fund senior services with surpluses from other LGS Recreation programs. Additionally, services and governance aspects of the original 2009 Lease Agreement (see Appendix G) with LGS Recreation have changed.
The Committee has reviewed the base-line services that LGS Recreation is providing and recommends that the Town negotiate an acceptable one-year agreement to maintain essential services. Also, the Committee notes from its benchmarking studies of peer cities that essential services by nonprofits are not charged rent for the municipal facilities they occupy to provide the services, in contrast to the pre-pandemic practice in Los Gatos. For the following three-year period, it is recommended to re-evaluate the provision of services by LGS Recreation as circumstances change while also considering the ability of the newly formed Friends of Los Gatos Seniors Foundation to raise additional funds to provide supplemental support for these senior services. If LGS Recreation is able to provide an ongoing role in the delivery of services to the seniors of Los Gatos, it is important to re-evaluate and document changes to the services initially enumerated in the 2009 Lease Agreement. It could also be beneficial for collaboration to have a Town representative participate on the Board of LGS Recreation and have the Town’s Age-Friendly Coordinator provide a point of contact for LGS Recreation services for older adults.
5. Sunset Senior Services Committee
The Committee recommends that the transition from planning to action be facilitated by engaging the Senior Services Committee to assist the Town in publicizing and jump-starting year 1 projects and then to sunset the Committee in 2023.
Roadmap Maintenance and Update Process
The Committee recommends that for the Roadmap to be of continuing value, both during its implementation and beyond, there needs to be a process for this document to evolve as circumstances change, as current needs are satisfied, and as new needs emerge in the community. Maintaining and updating the Roadmap will ensure that it is sustainable and of continuing value. Recognizing that the ultimate authority for the Roadmap implementation rests with the Town Council the Committee recommends the following process:
● During the first quarter of 2024 the Town Council would review the Roadmap progress over its first year and the effectiveness of its governance, making any needed modifications;
● The review would be informed by the tracking data and annual assessment of senior
ITEM NO. 18.
47 ATTACHMENT 2
services provided by the CHSSC and any other information collected. The Age-Friendly Coordinator would facilitate this effort;
● During the proposed year 1 review it is recommended that the 1-3-10 year fiscal planning process also be completed;
● In the subsequent years two and three it is recommended that the Council repeat this process, ensuring that the Town continues to make progress in transitioning to an integrated governance model with community engagement, and address any issues as circumstances change;
● The review process for this 10-year Roadmap could thereafter be repeated only as needed, for example if plans are initiated for the renovation or construction of a new community center with space for senior programs.
Roadmap Communication
The Committee recommends that the Roadmap be communicated to both community leaders and the larger Los Gatos community. During the period of transition to implementation of the Roadmap the Committee members will participate in the following activities over the next couple of months through the direction of the Chair.
Roadmap Awareness
To increase community awareness the Committee will develop an action plan to promote the Roadmap and the proposed 1-3-10-year goals. In partnership with the Town administration, Town commissions, the Chamber of Commerce, service clubs and others, Committee members will promote the Roadmap via print, social media, email, and group presentations. Individuals and groups will be made aware of what they’ve already done to help and identify needs, emphasizing an opportunity to become involved. The objective will be for the community to become engaged in what the Roadmap proposes, to be aware of the benefits it can bring to older adults and the community at large, to plan for the next steps, and to get people excited about the future.
Tailored Messages to Request Participation
In coordination with the CHSSC, Committee members will meet with Town commissions such as CSTC, Planning Commission, and Parks Commission to present specific elements of the Roadmap 1-3-10-year goals and project ideas and to explore if they would be willing to lead those efforts within their area. Also, members will hold meetings with the Chamber of Commerce, SASCC, regional, county, state leader and other potential partners. The Committee hopes commissions and other groups that have participated in the development of the Roadmap plans will join forces in the proposed Roadmap effort so that the community moves toward a common goal.
Conduct Roadmap Town Halls
Launch Town halls similar to the original community workshops that were held during February – April 2022 with the objective of explaining the Roadmap content, reaching additional groups and individuals.
ITEM NO. 18.
48 ATTACHMENT 2
Conclusions
This Roadmap provides an actionable, community plan for revitalizing senior services in Los Gatos. It was developed by first creating a vision where older adults are engaged, valued, and provided equitable opportunities to thrive in an inclusive, Age-Friendly Town. The needs of Los Gatos older adults were then assessed and ways in which these needs were addressed in other communities were analyzed. Seven overall goals were developed and broken down into 1, 3, and 10-year plans for each goal. The work required to achieve these goals was structured into projects with quarterly milestones and these projects organized into programs. Finally, a plan to transition the governance and accountability of services to achieve these goals in a Towncommunity partnership was identified. To achieve this five “asks” of the Town Council were identified as detailed in Section II.B. Our objective is at the end of this 10-year Roadmap to have prepared our community for the next generation of older adults when it is estimated that those aged 55 or older in Los Gatos will approach ⅓ of the Town’s population. The Committee respectfully submits that with a sustained, affordable commitment by the Town and with strong engagement and support by the community this 10-year Roadmap will provide a thriving Town environment where the entire community benefits.
ITEM NO. 18.
49 ATTACHMENT 2
ITEM NO. 18.
ATTACHMENT 3
ITEM NO. 18.
ITEM NO. 18.
ITEM NO. 18.
PREPARED BY: Katy Nomura
Assistant Town Manager
Reviewed by: Town Manager, Town Attorney, and Finance Director 110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 08/06/2024
ITEM NO: 19
DATE: July 30, 2024
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Provide Direction on Senior Services Coordinator Options RECOMMENDATION:
Provide direction on Senior Services Coordinator options.
BACKGROUND:
On May 21, 2024, the Town Council directed staff to look into the cost of either hiring or contracting for a 0.4 full time equivalent (FTE) for a Senior Services Coordinator.
At its June 11, 2024 meeting, the Community Health and Senior Services Commission (CHSSC) discussed the 0.4 FTE Senior Services Coordinator position and made a motion to recommend to Town Council that the Town hire a full-time Senior Services Coordinator with duties as described in the Commission’s Annual Report (page 30) (Attachment 1).
DISCUSSION:
The cost of a Senior Services Coordinator depends on the specific duties of the position. The following are some options for the Senior Services Coordinator providing varying levels of expertise to older adults. For the Council’s consideration, the following information is organized by existing Town classifications with duties for the Senior Services Coordinator identified for each as well as the estimated cost.
For all options, any real-time functions, such as answering phones, would be limited by the number of hours worked and would need to take into account that sick time or time off would result in delayed responses since there would not be a back-up staff person to do the work in the Senior Services Coordinator’s absence. In addition, for all options, this position would be
ITEM NO. 19.
PAGE 2 OF 4
SUBJECT: Senior Services Coordinator Options
DATE: July 30, 2024
DISCUSSION (continued):
under the supervision of the Town Manager’s designee and would therefore have their day-today role directed by the Town Manager and not any elected or appointed body.
For the purposes of this analysis, costs were estimated as if the position were to be hired as Town staff. If the position is contracted out, it is assumed the costs may be similar; however, until the Town requests proposals, the actual costs could vary. Estimated costs are provided both for 0.4 FTE and 1.0 FTE given the CHSSC’s recommendation and the possibility that recruiting for a part-time position may be challenging.
Option 1: Administrative Assistant
Examples of potential Senior Services Coordinator duties:
o Answer phone calls regarding senior services
o Respond to requests for information regarding senior services. o Serve as a navigator to help seniors access the appropriate senior services from outside agencies and non-profits, providing some follow up if needed. o Compile information from senior services providers that is publicly available or provided directly (does not include analysis or recommendations on such information).
Cost (calculated using FY 2023/24 salary schedules):
o 0.4 FTE (unbenefited): $35,636
o 1 FTE (benefited including pension costs): $146,871
Option 2: Administrative Analyst
Examples of potential Senior Services Coordinator duties:
o Act as a Town liaison to senior services providers by serving as a key point of contact, communicating any feedback from users regarding their services, and sharing other information that might be useful to the providers. o Coordinate among senior services providers.
Note: The coordination could involve sharing what other providers are doing, suggesting synergies and opportunities to collaborate among different providers, and to have a general pulse on service provider activities and needs. This would not be the same as directing the providers as they are not under the purview of the Town. o Provide suggestions on potential changes in service delivery or ways the Town/providers could better support seniors.
Note: Providers would not need to implement any suggestions as the Town does not have authority over them.
ITEM NO. 19.
PAGE 3 OF 4
SUBJECT: Senior Services Coordinator Options
DATE: July 30, 2024
DISCUSSION (continued):
o Support implementation of the Senior Roadmap.
Note: The amount of support provided would be limited by the number of hours per week and bandwidth after completing other duties. It is also worth noting that not all of the Senior Roadmap actions are for the Town to implement; however, the Senior Services Coordinator could facilitate and monitor the implementation actions of other groups in some instances.
o This higher-level position could also perform duties included in Option 1:
Administrative Assistant. If the Council would like the Senior Services Coordinator to perform the duties of Option 1 and Option 2, a full-time position will be necessary for the workload.
Cost (calculated using FY 2023/24 salary schedules):
o 0.4 FTE (unbenefited): $47,322
o 1 FTE (benefited including pension costs): $212,042
Option 3: Senior Case Manager
Note: The Town does not have the internal expertise to manage the responsibilities and liability that come with a position at this level and would need to contract out these duties to an outside organization.
Examples of potential Senior Services Coordinator duties:
o Provides casework services to individuals in the areas of crisis intervention, stabilization, and goal planning.
o Conducts intakes, assessments and follow up appointments with individuals and family members to obtain information for formulating program/service eligibility and case plans.
o Identifies social, economic and physical needs and barriers with clients; and assesses client's support systems, available community resources and other factors to develop an appropriate case plan.
o Determines client eligibility for services offered by other organizations; collects client information; evaluates and verifies applicable client information. o Ensures compliance with all Federal, State, local, and department laws, regulations, and requirements.
Cost: If this option is chosen, staff would conduct a Request for Proposals (RFP)/Request for Qualifications (RFQ) to determine actual costs.
If there are other duties not represented in the above options, Council should identify them at the meeting and staff can return with further information.
ITEM NO. 19.
PAGE 4 OF 4
SUBJECT: Senior Services Coordinator Options
DATE: July 30, 2024
DISCUSSION (continued):
It is worth noting that the Town received a County grant that provides funding for case management for older adults which could be used for senior services navigation support as described in Option 1 or true case management as described in Option 3. This grant could potentially supplement or partially pay for this position with $74,000 in one-time funds if the position includes either of these functions. As staff understands it, the grant funds are intended to be used for services in alignment with Option 1. However, if the intent for these grant funds was for true case management as described in Option 3, Council’s direction would be helpful at this time.
CONCLUSION:
Staff looks forward to Council’s direction on this topic. The Council’s discussion may be guided by the following questions:
Which options and duties does Council wish this position to fulfill? Would Council prefer this position to be a Town employee or to be contracted out? Would Council prefer 1 FTE, a 0.4 FTE, or other part-time option? FISCAL IMPACT:
There is not fiscal impact associated with this discussion; however, should Council wish to add a Senior Services Coordinator, staff will return with a budget adjustment request to fund such a position as directed by Council.
ENVIRONMENTAL ASSESSMENT:
This is not a project defined under CEQA, and no further action is required.
Attachment:
1. CHSSC’s Recommendation for Senior Services Coordinator Duties
ITEM NO. 19.
30 CHSSC Recommends: Appointment of an Age Friendly/Senior Services Coordinator Vibrant communities provide opportunities for older members to become volunteers and/or to find needed assistance from volunteers. Promoting and supporting volunteerism allows the community to marshal the expertise of older adults and to increase engagement of older adults for the benefit of the entire community.
Our Committee found that many older adults want to volunteer, and many others need volunteers for help.
With volunteer time in California currently estimated at approximately $30hr by the Independent Sector organization, the many 1000’s of hours available locally represents an important resource for the Town to take advantage of as much as possible.
An Age-Friendly Coordinator could address many of these goals:
•Integrate the delivery of services to older adults
•Assist with implementing the Senior Services Committee’s Road Map •Report and make recommendations to the Town Council about his/her observations concerning the delivery of services and how best to streamline the services provided by service providers •Act as the point of contact for the Commissions, Service Provider organizations, Los Gatos Foundation For Older Adults To Thrive, and regional nonprofits providing services for Los Gatos older adults •Be the point of contact for the key provider of recreational services to older adults (currently LGS Recreation) •Receive information from the three CHSSC activities coordinators involving Communication & Engagement, Roadmap Tracking, and Annual Assessments
•Serve as the point of contact for questions about volunteer opportunities as Roadmap projects advance in support of this goal
•Facilitate review and presentation to Town Council of the Annual Assessment of Senior Services provided by the CHSSC for receipt by the Town Council
•Provide information and support for the Town Council review of the Roadmap progress and governance on a semiannual basis
As the Roadmap successes accrue in future years and senior services delivery advances, there may be considerable leverage gained by increasing the fractional 0.5 FTE allocation to the Town’s Age-Friendly Coordinator. This graded approach could facilitate the transition of Los Gatos senior services governance from a fragmented model to an integrated partnership model.
Next steps:
1. An Age-Friendly Coordinator is hired
2. Funding: Town of Los Gatos, Los Gatos Thrives Foundation, Grants,
3. Purposed: Ensure the Coordinator is briefed on the senior services landscape. This position would provide an important step to realizing the Roadmap vision of a coordinated partnership for senior services between the Town, Town commissions and boards, the Los Gatos Foundation For Older Adult to Thrive, community service providers, and other nonprofits and regional providers.
ATTACHMENT 1
ITEM NO. 19.
PREPARED BY: Meredith Johnston
Administrative Technician
Reviewed by: Town Manager, Assistant Town Manager, Town Attorney, Finance Director, and Parks and Public Works Director
110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 08/06/2024
ITEM NO: 20
DATE: July 22, 2024
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Conduct a Public Hearing to Consider Objections to the 2024 Weed Abatement Program Assessment Report and Adopt a Resolution Confirming the Report and Authorizing Collection of the Assessment Charges RECOMMENDATION:
Conduct a public hearing to consider objections to the 2024 Weed Abatement Program Assessment Report (Attachment 1) and adopt a resolution (Attachment 2) confirming the report and authorizing collection of the assessment charges.
BACKGROUND:
The Weed Abatement Program (the Program) is a different, but complementary program to the Brush Abatement Program. Both programs work to protect the Town by preventing fire hazards created by vegetative growth and the accumulation of combustible debris on private property with the goal of voluntary compliance. The Town of Los Gatos Municipal Code Chapter 11, Article II, requires property owners to prevent potential fire hazards to provide protection for the property and any nearby structures by clearing hazards. The Program is administered by the County on behalf of the Town and is funded from fees assessed on the properties included on the assessment list. Every year while in the Program, each of the property owners are charged an annual compliance inspection fee and some incur costs for additional inspections, administrative, and abatement fees.
Typically, a property is placed in the Program after a Santa Clara County (County) inspector identifies a potential fire hazard on the premises. Fire Departments, Code Enforcement, Public Works, and other public agencies can also submit complaints to the County. Once a parcel is
ITEM NO. 20.
PAGE 2 OF 3
SUBJECT: Weed Abatement Program Public Hearing to Consider Objections to the 2023 Weed Abatement Program Assessment Report and Adopt a Resolution Confirming the Report and Authorizing Collection of the Assessment Charges DATE: July 22, 2024
BACKGROUND (continued):
placed in the Program, it will remain until it demonstrates compliance for three consecutive years, at which point it will be removed.
Property owners in the Program are given the opportunity to abate their weeds prior to receiving an annual compliance inspection by County staff. The annual inspection is conducted to determine if the property has been cleared of hazards according to the requirements defined in the Santa Clara County Weed Abatement Program Weed Abatement Brochure. If the property owner has not complied with the requirements of the Program by the time of the County inspection, then the Town authorizes the County to remove the weeds. The County recovers its costs through a special assessment on each parcel’s property tax bill.
On December 5, 2023, the Town Council passed Resolution 2023-066 (Attachment 3) declaring hazardous vegetation (weeds) a public nuisance, providing for their abatement, and setting January 16, 2024 as a public hearing date for the annual program. The County mailed property owners a notice of the January 16, 2024 Public Hearing for the Los Gatos jurisdiction along with guidelines on the Weed Abatement Program (Attachment 4).
DISCUSSION:
The 2024 Weed Abatement Assessment Report list includes assessment charges for the annual compliance inspection fee of $96, and any additional inspection, administrative, and abatement fees (Attachment 1). The letter provided to each property owner affirms these costs and acknowledges they will be assessed by the County Tax Collector against the respective properties.
In accordance with the Town Code Section 11.20.035, the assessment report was posted in three (3) prominent places in Town, one (1) of which was at Town Hall. The Town of Los Gatos mailed property owners a notice of the August 6, 2024 Public Hearing for the Los Gatos jurisdiction, including detailed information on the assessment charges and contact information for potential questions about the assessments (Attachment 5). A similar notice was also published twice in the Los Gatos Weekly, a newspaper of general circulation published in the Town. This public hearing is an opportunity to allow property owners who are on the assessment report to object to the assessment. At this time, no objections have been received.
ITEM NO. 20.
PAGE 3 OF 3
SUBJECT: Weed Abatement Program Public Hearing to Consider Objections to the 2023 Weed Abatement Program Assessment Report and Adopt a Resolution Confirming the Report and Authorizing Collection of the Assessment Charges DATE: July 22, 2024
CONCLUSION:
Staff recommends that the Council conduct a public hearing to consider objections to the 2024 Weed Abatement Program Assessment Report and adopt a resolution confirming the report and authorizing collection of the assessment charges.
COORDINATION:
This program has been coordinated with the County's Consumer and Environmental Protection Agency (CEPA) - Weed Abatement Program.
FISCAL IMPACT:
Funds allocated in the adopted Operating Budget cover the cost of publishing the legal notices for the program. The County’s cost to administer and carry out the program are recovered through the tax roll assessment charges levied against the properties included in the assessment report.
ENVIRONMENTAL ASSESSMENT:
This is not a project defined under CEQA, and no further action is required.
Attachments:
1. 2024 Weed Abatement Program Assessment Report
2. Resolution Confirming the Report and Authorizing Collection of the Assessment Charges
3. Resolution 2023-066 Declaring Hazardous Vegetation (Weeds) a Public Nuisance and Providing for their Abatement
4. County Letter to Property Owners (December)
5. Town Letter to Property Owners (July)
6. Public Comment Received
ITEM NO. 20.
APN
TAXROLL
AMT
831 POLLARD 406-26-011 $96.00
102 VIA TERESA 407-12-016 $96.00
CALLE MARGUERITA 409-04-049 $96.00
CALLE MARGUERITA 409-04-052 $96.00
WEDGEWOOD 409-08-001 $4,739.10
17349 WEDGEWOOD 409-14-017 $96.00
14344 LA RINCONADA 409-14-019 $96.00
14330 LA RINCONADA 409-14-020 $96.00
14341 BROWNS 409-14-035 $96.00
14329 MIULLBERRY 409-15-021 $96.00
17631 WEDGEWOOD 409-17-010 $96.00
103 SPORLEDER 409-24-035 $96.00
109 SPORLEDER 409-24-036 $96.00
110 SPORLEDER 409-24-037 $96.00
104 SPORLEDER 409-24-038 $96.00
14810 CLARA 409-25-030 $96.00
14821 GOLF LINKS 409-27-005 $96.00
14885 LA RINCONADA 409-32-004 $96.00
14635 GOLF LINKS 409-46-025 $96.00
16245 BURTON 424-06-115 $96.00
BURTON 424-06-116 $96.00
14823 LOS GATOS 424-07-065 $96.00
14990 TERRENO DE FLORES 424-10-004 $96.00
14926 LOS GATOS 424-10-009 $96.00
16171 SUN RAY 424-19-070 $642.00
15545 BENEDICT 424-20-008 $96.00
15710 WINCHESTER 424-27-013 $96.00
LAUREL 510-41-068 $4,050.50
72 FAIRVIEW PLAZA 510-43-010 $96.00
WOOD 510-46-006 $96.00
WOOD 510-46-007 $96.00
110 WOOD 510-47-038 $96.00
138 WOOD 510-47-044 $96.00
148 HILLBROOK 523-11-018 $96.00
UNION 523-42-011 $96.00
101 DRYSDALE 527-04-008 $96.00
15777 SHADY 527-05-005 $642.00
16084 GREENRIDGE 527-15-002 $96.00
LARGA VISTA 527-16-013 $96.00
SITUS
2024 WEED ABATEMENT PROGRAM
ASSESSMENT REPORT
TOWN OF LOS GATOS
ATTACHMENT 1
ITEM NO. 20.
14850 BLOSSOM HILL 527-18-014 $96.00
401 SURMONT 527-20-002 $96.00
14510 BLOSSOM HILL 527-23-027 $96.00
110 BELVALE 527-30-020 $96.00
125 BELVALE 527-30-028 $96.00
175 BELWOOD GATEWAY 527-30-032 $96.00
310 SANTA ROSA 527-55-036 $96.00
118 HARWOOD 527-56-020 $96.00
112 HARWOOD 527-57-008 $96.00
615 BLOSSOM HILL 529-16-026 $96.00
17047 PINE 529-20-011 $96.00
BELLA VISTA 529-23-015 $96.00
BELLA VISTA 529-23-016 $96.00
401 ALBERTO 529-23-018 $96.00
BELLA VISTA 529-23-019 $96.00
BELLA VISTA 529-23-020 $96.00
50 RESERVOIR 529-29-065 $96.00
30 RESERVOIR 529-29-066 $96.00
39 RESERVOIR 529-33-022 $96.00
140 FOSTER 529-37-015 $4,122.91
TOURNEY 529-39-047 $96.00
TWIN OAKS 532-16-006 $96.00
16508 KENNEDY 532-17-025 $96.00
16461 KENNEDY 532-17-027 $96.00
16481 KENNEDY 532-17-028 $96.00
150 BROOKE ACRES 532-18-039 $96.00
17511 PHILLIPS 532-39-009 $96.00
17435 PHILLIPS 532-39-013 $96.00
15312 KENNEDY 537-15-001 $96.00
15220 KENNEDY 537-15-004 $96.00
14050 SHANNON 537-17-027 $96.00
233 FORRESTER 537-21-010 $96.00
229 FORRESTER 537-22-011 $96.00
210 WOODED VIEW 537-23-046 $96.00
15876 SHANNON 537-26-009 $96.00
15780 SHANNON 537-26-016 $96.00
15760 SHANNON 537-26-018 $96.00
209 FORRESTER 537-28-005 $96.00
16060 CERRO VISTA 537-30-004 $96.00
15975 CERRO VISTA 537-30-007 $96.00
16380 HARWOOD 567-18-068 $96.00
ITEM NO. 20.
1 of 2
Draft Resolution Adoption Date
ATTACHMENT 2
DRAFT RESOLUTION
RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF LOS GATOS
ADOPTING REPORT DESCRIBING PARCELS OF REAL PROPERTY,
AND SHOWING AMOUNT OF HAZARDOUS VEGETATION(WEEDS)
ABATEMENT ASSESSMENTS TO BE COLLECTED ON THE
SECURED PROPERTY TAX ROLL OF THE TOWN OF LOS GATOS IN
THE COUNTY OF SANTA CLARA, FOR 2024
WHEREAS, the Town Council of the Town of Los Gatos, pursuant to Sections 39501 and 39502 of the Government Code of the State of California, has adopted by ordinance a procedure for the abatement of hazardous vegetation (weeds) and the collection of the charges therefore on the tax roll, as contained in Chapter 11, Article II, Sections 11.20.010 through 11.20.045 of the Los Gatos Town Code; and
WHEREAS, pursuant thereto, Resolution No. 2023-066 declaring weeds a public nuisance and providing for their abatement, was adopted by the Town Council on December 5, 2023; and WHEREAS, pursuant to notice duly and regularly given, the public hearing was held with respect thereto on January 16, 2024, considering objections to the proposed abatement of hazardous vegetation (weeds) for properties listed on the 2024 Weed Abatement Commencement Report and ordering abatement of weeds as a public nuisance, was adopted by the Town Council; and
WHEREAS, a written report has been filed with the Town Clerk of the Town of Los Gatos, containing a description of each parcel of real property, and showing the amount of the charge to be collected on the secured property tax roll with respect thereto, computed in conformity with the charges prescribed by said ordinance; and
WHEREAS, the Town Clerk has set the 6
th day of August 2024, in the Town Council
Chambers, Town Hall, 110 East Main Street, Los Gatos, California, and utilizing teleconferencing, as the time and place when and where said Town Council would hear and consider all objections or protest, if any, to said report.
RESOLVED, by the Town Council of the Town of Los Gatos, County of Santa Clara, State of California, that the Town Council does hereby find and declare:
1. That notice of said public hearing was duly and regularly published and given as required by Section 11.20.035 of the Los Gatos Town Code and as otherwise required by law; and
ITEM NO. 20.
2 of 2
Draft Resolution Adoption Date
ATTACHMENT 2
2. All persons desiring to be heard during said hearing were given an opportunity to do so, all matters and things pertaining to said report were fully heard and considered by the Town Council, and all protests and objections, if any, are hereby overruled.
FURTHER RESOLVED, that said report, and each charge thereon, with any charges that may be noted on the face of said report pursuant to action taken by this Town Council, is hereby confirmed and approved.
FURTHER RESOLVED, that the charges are affirmed and shall be assessed against the real properties listed on the property tax bill if not sooner paid.
PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Los Gatos, California, held on the ____ day of _________, 2024, by the following vote:
COUNCIL MEMBERS:
AYES:
NAYS:
ABSENT:
ABSTAIN:
SIGNED:
_______________________________
MAYOR OF THE TOWN OF LOS GATOS
LOS GATOS, CALIFORNIA
ATTEST:
___________________________________
TOWN CLERK OF THE TOWN OF LOS GATOS
LOS GATOS, CALIFORNIA
ITEM NO. 20.
ATTACHMENT 3
ITEM NO. 20.
ITEM NO. 20.
ATTACHMENT 4
ITEM NO. 20.
ITEM NO. 20.
(over)
TRA 03
Notice to
Destroy
Weeds
NOTICE IS HEREBY GIVEN that on December 5, 2023, pursuant to the provisions of Section
11.20.020 of the Town Code of the Town of Los Gatos, the Town Council of said Town adopted a Resolution declaring that all weeds growing upon any private property or in any street, sidewalk or alley, as defined in Section 11.20.020 of such code, constitute a public nuisance, which nuisance must be abated by the destruction or removal thereof.
NOTICE IS FURTHER GIVEN that property owners shall within thirty days after the adoption of such resolution, or within the time specified in a written agreement with the Director of Parks and Pubic Works of the Town of Los Gatos, or the Director of Parks and Pubic Works' representative, whichever time shall be later, remove all such weeds from their property, the abutting sidewalks, and the abutting half of the street in front, and alleys, if any, behind such property, and between the lot lines thereof as extended, or such weeds will be destroyed or removed and such nuisance abated by the Town of Los Gatos, in which case the cost of such destruction or removal will be assessed upon the lots and lands from which, or from the front or rear of which, such weeds shall have been destroyed or removed; and such cost will constitute a lien upon such lots or lands until paid, and will be collected upon the next tax roll upon which general municipal taxes are collected. All property owners having any objections to the proposed destruction or removal of such weeds are hereby notified to attend a meeting of the Town Council of such Town to be held in the Council Chambers of said Town at 110 East Main Street, Los Gatos, California, on Tuesday, January 16, 2024 at 7:00 p.m., or as soon thereafter as the matter can be heard, when their objections will be heard and given due consideration.
The language and format for this notice is required by California Health and Safety Code Sections 14891 Et. Seq.
ITEM NO. 20.
(over)
LOS GATOS WEED ABATEMENT PROGRAM SCHEDULE
January 16, 2024 Public hearing to consider objections to Abatement List.
April 15, 2024 PARCEL ABATEMENT DEADLINE
Parcel must be free from hazardous vegetation by this date or Inspector will order abatement.
July-August, 2024 Assessment Hearing to protest abatement charges (Date subject to change, please confirm with City Clerk)
2024 COUNTY WEED ABATEMENT FEES
Properties in the Weed Abatement Program, you will be responsible for an annual inspection fee of $96.00 per parcel.
Please be advised that the property owner of any parcel found to be non-compliant on or after the April 15th deadline will be charged a processing fee of $546.00 and the property will be scheduled for abatement by the County contractor. If you complete the abatement work before the County contractor performs the abatement, you will not incur further charges.
Should the abatement work be performed by a County contractor, you will be assessed the contractor’s charges plus a County administrative fee of $884.00 per parcel. 2024 COUNTY CONTRACTOR’S WEED ABATEMENT PRICE LIST
A) Disc Work**
PARCEL SIZE: 1
st Disc + 2nd Disc = Total Discs
0-12,500 sq.ft. $424.26 $170.56 $594.83
12,501sq.ft.- 43,560sq.ft. $424.26 $170.56 $594.83
Larger than 1 Acre $308.19 $150.51 $458.70 (PER ACRE)
** It is required that parcels be disced twice a year. The cost for the first discing is higher due to additional work normally required during the first discing.
B) HANDWORK $5.73 PER 100 Square Feet (SF)
C) FLAIL 6 Foot Mower $7.31 PER 1,000 SF
MOWING 12 Foot Mower $7.31 PER 1,000 SF
D) LOADER WORK $175.31 PER HOUR
E) DUMP TRUCK $161.82 PER HOUR
F) BRUSH WORK $5.47 PER 100 SF
G) DEBRIS REMOVAL $60.20 PER HOUR
H) DUMP FEE 100%
Added to orders with debris removal at 100% of the dump site charge. *Please note this program does not offer herbicide application as a method of abatement.
ITEM NO. 20.
Sample
ITEM NO. 20.
MINIMUM FIRE SAFETY STANDARDS (MFSS)
Fire Safety
Through
Vegetation
Management
Fire Resistant Landscaping
Santa Clara County
Consumer and Environmental
Protection Agency
Weed Abatement Program
1553 Berger Drive #1
San Jose, Ca 95112
Phone (408) 282-3145
Fax: (408) 286-2460
[email protected]
1. Vegetation must not exceed 6 inches in height any time after the compliance deadline.
2. Maintain grasses and weeds below 6 inches for 10 feet horizontally on both sides of all roadways, including driveways and access routes. Roads and driveways must maintain a clearance of 10’ W by 13’6” H for all vegetation.
3. Clear flammable vegetation a minimum of 30 feet around any structure, occupied or not. Ornamental vegetation should be kept clear of dead material. Some conditions, such as slopes, may require up to a 100 foot clearance.
4. Parcels one acre or less shall be completely abated. Parcels over one acre up to five acres require 30 foot clearance around structures and perimeter property lines. Additional 30 foot cross fuel breaks may also be required.
5. Parcels larger than five acres require 30 foot clearance around structures and perimeter property lines in addition to 30-foot cross fuel breaks as needed to separate the remaining vegetation into sections no larger than five acres.
6. Keep property clear of accumulation of combustible debris, such as trash, wood, and dead vegetation. Stacked firewood and neatly piled yard waste is not considered to be combustible debris.
7. Keep vegetation cleared from under the eaves of houses.
8. Trim tree branches to at least 10 feet away from chimneys. Trim tree branches up from the ground to provide at least 6 feet of vertical clearance.
9. Clear leaves, pine needles and debris from roof and gutters.
The following is a partial list of fire resistant plants that you may choose to use around your home to reduce the risk of fire. Contact your local nursery for selections appropriate to your area. All grasses, including those purportedly fire resistant, must be maintained below 6” in height.
Trees:
African Sumac
California Pepper
Shrubs:
Bearberry
Carmel Creeper
Carolina Cherry
Catalina Cherry
Escallonia
Hopseed Bush
Lemonade Berry
Groundcover:
Aaron’s Beard
Australian Daisy
Candytuft
Sterile Capeweed
Freeway Daisy
Rock Rose (except Gum
Variety)
ITEM NO. 20.
The Santa Clara County Weed
Abatement Program
The Santa Clara County Consumer and Environmental Protection Agency and your city are working together to protect your community from fire. We need your help. Please read and follow the directions provided in this brochure regarding fire prevention on your property. The purpose of the Weed Abatement Program is to prevent fire hazards posed by vegetative growth and the accumulation of combustible materials.
The Weed Abatement program is entirely funded from fees charged to residents. Fees will be assessed for any property in the program.
This is to cover the cost of the compliance inspection for the property. Properties that fail the compliance inspection will be charged a failed inspection fee, even if the resident completes the weed abatement. If the property requires abatement by the County contractor, the property owner will be responsible for the actual cost of abatement plus an administrative fee. Properties that meet and maintain the minimum fire safety standards will not be charged other than the annual fee.
Program staff annually inspect parcels at the beginning of the fire season, which is typically in March or April depending on your jurisdiction. If the parcel is not in compliance at the time of inspection, the property owner will be charged a failed inspection fee, and the owner will be sent a courtesy notice as a reminder to abate the weeds. If the weeds are not abated by the property owner, the work will be completed by the County contractor. The property owner will pay the contractor’s fees plus a County administrative fee. All fees will be included in your property tax bill.
Our Goal Is Voluntary Compliance
Property Owner’s Responsiblilities
• Do not allow a fire hazard to exist on your property. The Minimum Fire Safety Standards (MFSS) in this brochure give you guidelines to follow in order to maintain your property and protect against a fire hazard. Please contact our office if you need guidance or have any questions regarding the requirements!
• Make arrangements to have your property maintained throughout the year. Contractors can be found in the yellow pages. You may choose to have the County contractor maintain your property. A current price list is included in your packet.
• Please complete and return the Reply Form provided in your mailing packet by the date on the form. Indicate your preference regarding performance of weed abatement services.
Program Staff Responsibilities
• Weed Abatement Inspectors will perform periodic inspections on all parcels included in the Santa Clara County Weed Abatement Program. Properties that fail the compliance inspection will be charged a failed inspection fee, even if the resident completes the weed abatement.
• Inspectors will order the County contractor to perform all necessary abatement work on any parcel where the MFSS are not met. An attempt will be made to give the owner a courtesy notice prior to releasing the work order.
• The County contractor uses several methods of abatement including discing and handwork. The property owner is free to select whatever method they choose, provided the MFSS of all federal, state and local laws are met.
• The Weed Abatement Program will place inspection costs and the charges for County contractor services plus a County administrative fee on the property owner’s tax bill during the next fiscal year.
Burrowing Owls
Frequently Asked Questions
Q. Why have I received an Abatement Notice?
A. Typically, a property is placed on the program if a Weed Abatement Inspector identified a potential fire hazard on the property. Fire Departments and other agencies also submit complaints to the Weed Abatement Program.
Q. What is required of me now that I am in the Program? A. All property owners are required to maintain their property free of fire hazards throughout the year.
Q. The grasses planted on my property are fire resistant. Are they exempt from the Weed Abatement program?
A. No. Even grasses that possess some fire resistant qualities are not fire proof, and they can add fuel to any site that is subject to a fire. Additionally, fire resistant grasses are rarely found in a pure, homogenous stand but rather are usually found to occur mixed with other common introduced annual grasses that are highly flammable and hazardous in a fire event. Finally, many grasses occur in Santa Clara County and species identification is difficult in the field, especially after the spring when the reproductive portions required for identification have dried and dispersed. Weed Abatement Inspectors can only focus on the presence of grasses and weeds on your property and the Minimum Fire Safety Standards, and not on grass species identification. Therefore, all grasses are required to be below 6 inches in height.
Q. What is the SC County Weed Abatement Program?
A. This is a monitoring program and our primary objective is voluntary compliance. See the first two paragraphs of this brochure for further specifics.
These small owls nest in abandoned ground squirrel
burrows. Discing collapses the burrows and kills the young.
These owls are listed as a state Species of Special Concern and are protected by the federal Migratory Bird Treaty Act. If you suspect burrowing owls on your property you must use another form of weed abatement such as mowing or weedeating. If you request the County perform abatement services, please notify program staff or your City if burrowing owls are known to exist on your property.
More FAQ:
Q. How long will I be on the Program?
A. Your property will remain on the Program for three years. If no hazards are found during that time, your property may be removed from the program.
Q. How much will this cost me?
A. There will be an annual fee to cover the cost of the compliance inspection. If the parcel does not meet the MFSS when it is first inspected in the spring, or if work is required by the County contractor, you will be charged additional fees. Our goal is to ensure that the MFSS are met at the lowest possible cost to the property owner.
Q. How will I be billed?
A. Any charges for the inspection and any abatement work performed will appear as a special assessment on your next property tax bill.
Q. Why have you performed work on my property while the vegetation is still green?
A. Grass, weeds or piles of combustible debris have been declared a public nuisance by your jurisdiction. Abating fire hazards in the spring minimizes the volume of combustible material before the hazards increase and dries out completely during the peak fire season.
Q. Will you notify me prior to beginning abatement work? A. Property owners are responsible for preventing fire hazards on their property. If the MFSS have been met, but further work is necessary, you will receive notice prior to the County contractor performing the work. If the MFSS have not been met, an attempt will be made to give the owner a courtesy notice prior to initial abatement.
Q. Where can I find someone to provide abatement
services?
A. Weed Abatement contractors can be found in the Yellow Pages under “Weed Control Services” or “Discing Services”.
You may have the County contractor perform the necessary work; see your mailing packet for a current price list as administrative costs are charged.
Q. How can I get additional information or assistance
regarding the specific requirements for my property?
A. Weed Abatement Inspectors are available to assist you and answer your questions. Please call our Customer Service line at (408) 282-3145 to schedule a consultation with program staff or to obtain additional information.
Q. I have Grazing Animals do I need to perform abatement? A. Grazing animals do not absolve you of your responsibilities to provide a fire safe condition on your property. You will need to check with our office to determine if grazing is adequate or if additional work is required. Page 700
ITEM NO. 20.
ATTACHMENT 5
TOWN OF LOS GATOS
PARKS AND PUBLIC WORKS DEPARTMENT
PHONE (408) 399-5770
July 22, 2024
RE: NOTICE OF PUBLIC HEARING ON AUGUST 6, 2024, AT 7:00 P.M. TO CONSIDER THE 2024
WEED ABATEMENT PROGRAM ASSESSMENT REPORT AND ADOPT A RESOLUTION
CONFIRMING THE REPORT AND AUTHORIZING COLLECTION OF THE ASSESSMENT
CHARGES
You are receiving this letter because you own a parcel that is included in the 2024 Weed Abatement program. On December 5, 2023, the Town Council authorized the initiation of the annual Weed Abatement program.
The Town Council of the Town of Los Gatos has scheduled a public hearing on August 6, 2024 to consider the 2024 Weed Abatement Assessment Report and Adopt a Resolution Confirming the Report and Authorizing the Collection of the Assessment Charges.
The attached Assessment Report reflects the charges that will be assessed on your tax roll.
A copy of the letter you received in December 2023 describing the charges is attached for your reference.
If you have questions about the program or proposed charges, we encourage you to contact the Santa Clara County Weed Abatement Department PRIOR to the public hearing at 408-282-3145.
By contacting the County (who manages the program for the Town), you will be able to discuss any concerns you may have, with the intent of achieving resolution prior to the public hearing procedure.
IMPORTANT NOTICE: This is a hybrid meeting and will be held in person at the location listed on the agenda and virtually through the Zoom webinar application. Members of the public may provide public comments during the public hearing in person or virtually through the Zoom webinar, by following the instructions listed on the meeting agenda. The live stream of the meeting may be viewed on television and/or online at www.LosGatosCA.gov/TownYouTube.
When the meeting agenda is posted, it will include instructions for the participation in the public process. The live stream of the meeting may be viewed on television and/or online at www.LosGatosCA.gov/TownYouTube.
Town Council reports related to the Weed Abatement program may be viewed on the Town’s website at www.LosgatosCA.gov – under the Agenda & Minutes page. The Council dates that contain these reports are December 5, 2023, January 16, 2024, and August 6, 2024 (8/6 will be available for public review three days prior to the meeting).
SERVICE CENTER
41 MILES AVENUE
LOS GATOS, CA 95030
ITEM NO. 20.
ATTACHMENT 5
Persons wishing to protest the proposed assessment report and/or collection of assessment charges may do so by mailing the protest to the Town Clerk 110 E. Main Street, Los Gatos, CA 95030; emailing to the Town Clerk - [email protected], or attending the public hearing by teleconference and speaking. Any written protest must be received by the Town Clerk no later than 11:00 a.m. on August 6, 2024, as described above. Protests must identify the grounds for the protest, the person filing the protest, and the property owned by the person filing the protest.
All INTERESTED PERSONS are encouraged to appear at the Public Hearing and be heard. If anyone wishes to challenge the action on the above application in court, they may be limited to raising only those issues they or anyone else raised at the Public Hearing described in this notice, or in written correspondence delivered to the Town Council at, or prior to, the Public Hearing. Deadline for all written correspondence is 11:00 a.m. the day of the meeting.
Sincerely,
Meredith Johnston
Administrative Technician, Parks and Public Works
ITEM NO. 20.
ITEM NO. 20.
ITEM NO. 20.
ITEM NO. 20.
ITEM NO. 20.
ITEM NO. 20.
PREPARED BY: Meredith Johnston
Administrative Technician 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: 08/06/2024
ITEM NO: 20
ADDENDUM
DATE: August 2, 2024
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Conduct a Public Hearing to Consider Objections to the 2024 Weed Abatement Program Assessment Report and Adopt a Resolution Confirming the Report and Authorizing Collection of the Assessment Charges REMARKS:
Attachment 7 contains a response provided by the Weed Abatement Manager in regards to the protest of the proposed 2024 Weed Abatement Report for APN 537-28-005 (Attachment 6).
Attachment 8 contains public comments received between Thursday, August 1, 2024 11:01 a.m. and Friday, August 2, 2024 11:00 a.m.
Attachment 9 contains a response provided by the Weed Abatement Manager in regards to the protest of the proposed 2024 Weed Abatement Report for APN 409-15-021 (Attachment 8).
ATTACHMENTS:
Previously received with the August 6, 2024 Staff Report:
1. 2024 Weed Abatement Program Assessment Report
2. Resolution Confirming the Report and Authorizing Collection of the Assessment Charges
3. Resolution 2023-066 Declaring Hazardous Vegetation (Weeds) a Public Nuisance and Providing for their Abatement
4. County Letter to Property Owners (December)
5. Town Letter to Property Owners (July)
6. Public Comment Received
Received with this Addendum:
7. Response provided by the Weed Abatement Manager on Thursday, August 1, 2024 in regards to Attachment 6.
8. Public comments received between Thursday, August 1, 2024 11:01 a.m. and Friday, August 2, 2024 11:00 a.m.
ITEM NO. 20.
PAGE 2 OF 2
SUBJECT: Weed Abatement Program Public Hearing
DATE: August 2, 2024
Received with this Addendum (continued):
9. Response provided by the Weed Abatement Manager on Friday, August 2, 2024 in regards to Attachment 8.
ITEM NO. 20.
From: Kumre, Moe <[email protected]>
Sent: Thursday, August 1, 2024 1:41 PM
To: Meredith Johnston <[email protected]>
Subject: RE: Protest of Proposed Weed Abatement Report - August 6 Public Hearing [EXTERNAL SENDER]
Meredith
This property was added in 2023 as stated it had high grass and weeds at the time of the inspection. It is clear that the construction company didn’t manage the grass and weeds. The property owner is misreading the information. First, this program has been in place within the town for a very long time, and the documents stated this was an annual process. Also, the owner was notified of the January hearing. This was his opportunity to contest being in the program. They had responded to the original notice but did not contest it at that hearing. The property passed the inspection, and we are attempting to recover the cost of the inspection. All of these complaints should have been heard at the January hearing. Once the list was authorized, we were required to inspect and recover the cost assessed on the property tax bill.
Moe Kumre
Weed Abatement Manager
County of Santa Clara
Consumer and Environmental Protection Agency
office: (408)282-3123 email: [email protected]
ATTACHMENT 7
ITEM NO. 20.
ATTACHMENT 8
From: Sundar
Sent: Friday, August 2, 2024 9:20 AM
To: Clerk <[email protected]>
Subject: Mulberry Drive - Protest Against Inclusion in Weed Abatement Program [EXTERNAL SENDER]
Dear Wendy Wood,
I hope this email finds you well. I am writing to formally protest the inclusion of my property, located at Mulberry Drive Los Gatos, 95032 in the town's weed abatement program.
Firstly, I was not aware of the existence of such a program until I received a letter from Santa Clara county weed abatement in May 2023, after they had flagged my property. I did not receive any prior warning or notice to clear weeds as mentioned in the town's notice. Immediately after received the letter, I reached out to the SCCWeed Abatement team and I was told that I need to wait for the Town's meeting to protest the inclusion.
I believe there has been a misunderstanding regarding the condition and maintenance of my property, and I would like to provide some context to clarify the situation.
In April 2023, the county weed abatement team took a picture of my property when I was in the process of obtaining a new construction permit for the said property. I have been regularly maintaining the property free from weeds and had just cleared in March 2023, but due to the showers in March and April, the weeds had regrown by the time the picture was taken in April.
Additionally, this was an unfortunate timing as well, as I was also affected by a job loss last year and was deeply involved in job search activities. Despite the unfortunate timing, I cleared the weeds right away after coming to know of such a program, but I had to wait for this meeting / notice to officially protest, as per the SCC Abatement team.
Since then, the property has been diligently maintained and kept free of weeds. Additionally, I am currently in the process of getting a remodel permit and plan to lay a new driveway in the coming months, which will further improve the property's upkeep and appearance.
RedactedRedacted
ITEM NO. 20.
ATTACHMENT 8
Given these circumstances, I kindly request that the town consider this as a one-time issue and exclude my property from the weed abatement program. I assure you that I am committed to maintaining the property in accordance with town regulations and standards moving forward.
Thank you for your understanding and consideration. I look forward to your favorable response.
Sincerely,
Sundar Swaminathan
ITEM NO. 20.
ATTACHMENT 9
From: Kumre, Moe <[email protected]>
Sent: Friday, August 2, 2024 9:50 AM
To: Meredith Johnston <[email protected]>
Subject: RE: Mulberry Drive - Protest Against Inclusion in Weed Abatement Program [EXTERNAL SENDER]
Meredith
This was added in 2023 and the owner indicated in this message that they received that notice. We sent to the same address the annual commencement notice which also provided information about the commencement hearing. This would have been the opportunity to contest the inclusion in the program. The hearing we are having on Tuesday is to approve the fees. The fee being assessed here is the inspection fee only. The inspection was conducted as approved by the town council and is to recover the cost of that inspection. Every property in the program can protest the inclusion in the program at the commencement hearing. This is the wrong hearing for that protest.
Moe Kumre
Weed Abatement Manager
County of Santa Clara
Consumer and Environmental Protection Agency
office: (408)282-3123 email: [email protected]
Redacted
ITEM NO. 20.
PREPARED BY: Sean Mullin, AICP
Senior Planner
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: 08/06/2024
ITEM NO: 21
DATE: August 1, 2024
TO: Mayor and Town Council
FROM: Laurel Prevetti, Town Manager
SUBJECT: Review Consultant Proposal and Cost Estimate, and Provide Direction on Next Steps for Potential Revisions to the Town’s Objective Design Standards RECOMMENDATION:
Review consultant proposal and cost estimate, and provide direction on next steps for potential revisions to the Town’s Objective Design Standards.
BACKGROUND:
On November 15, 2022, the Town Council adopted Objective Design Standards for Qualifying Multi-Family and Mixed-Use Residential Development (Attachment 1). Adoption of the Objective Design Standards was the culmination of a three-year effort involving the Town Council, Planning Commission, Planning Commission Subcommittee, and the Los Gatos community. Planning staff led the effort and worked with a consultant, M-Group, to write the Standards.
The preparation of the document was in response to State legislation [Senate Bill (SB) 167, SB 35, and SB 330] requiring jurisdictions to adopt objective standards and to implement them in a streamlined review of qualifying housing development applications, such as multi-family and residential mixed-use developments. Objective Design Standards are defined under State law as, “standards that involve no personal or subjective judgement by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant or proponent and the public official prior to submittal” (California Government Code, Section 65913.4).
ITEM NO. 21.
PAGE 2 OF 3
SUBJECT: Objective Design Standards
DATE: August 1, 2024
BACKGROUND (continued):
The purposes of developing objective design standards are to:
Comply with State housing legislation;
Implement the State-required streamlined and ministerial review processes for qualifying housing proposals;
Ensure that these qualifying proposals align with the Town’s expectations and vision to maintain and support the character of the Town;
Provide a set of clear criteria to guide development; and Establish an objective framework by which a qualifying project is evaluated.
Since their adoption, the Town’s Objective Design Standards have been implemented in the review of nine qualifying pending Planning applications.
On May 7, 2024, the Town Council voted to direct staff to approach M-Group, the consultant that assisted in drafting the Town’s Objective Design Standards, and ask for a proposal to work on additional standards related to view standards, architectural styles, and high-quality building design. Further, the Town Council asked that M-Group speak to their experience developing Objective Design Standards for these topics.
DISCUSSION:
In May 2024, staff contacted M-Group requesting a proposal as requested by the Town Council.
M-Group’s proposal is included as Attachment 2. The proposal contains initial feedback on each topic under consideration, evaluation of several jurisdictions referenced by the Town Council during the discussion on May 7, 2024 discussion, a scope of work, and a proposed budget. The proposal also speaks to M-Group’s experience in drafting Objective Design Standards for the specified topics.
The proposed scope of work identifies challenges to developing Objective Design Standards for protecting views and addressing architectural styles. The scope of work includes development of additional objective standards that focus on strategic façade and massing details and a reexamination of the massing assumptions in the Town’s existing Objective Design Standards.
CONCLUSION:
This agenda item has been scheduled to allow Town Council to further discuss potential work on additional Objective Design Standards and provide direction to staff on how to proceed.
Staff recommends consideration of the following questions:
ITEM NO. 21.
PAGE 3 OF 3
SUBJECT: Objective Design Standards
DATE: August 1, 2024
CONCLUSION (continued):
1. Would the Town Council like staff to prepare a request for proposals (RFP) to see if another firm(s) provides a proposal that includes view standards and architectural styles?
2. Would the Town Council like staff to work with the previous consultant (M-Group) for this effort based on the provided proposal?
Staff looks forward to the Town Council’s discussion and direction.
FISCAL IMPACT:
The development of the existing Objective Design Standards involved a grant from the State for $160,000. Most of this amount ($121,920.90) went toward a contract with M-Group and the remaining partially offset staff time.
The proposed budget provided in the M-Group proposal is $91,234 for their services, which does not include staff time. Staff is not aware of grants available to cover the cost of the consultant or to offset staff time for the development of additional objective standards.
General Plan funds are one potential funding source for the work that the Town Council can consider.
ENVIRONMENTAL ASSESSMENT:
This is not a project defined under CEQA, and no further action is required.
Attachments:
1. Objective Design Standards for Qualifying Multi-Family and Mixed-Use Residential Development, approved on November 15, 2022
2. M-Group proposal, dated June 13, 2024
ITEM NO. 21.
Objective Design Standards January 31, 2023
TOWN OF LOS GATOS
OBJECTIVE DESIGN STANDARDS FOR
QUALIFYING MULTI-FAMILY AND MIXED-USE RESIDENTIAL DEVELOPMENT Updated January 31, 2023
PURPOSE AND APPLICABILITY
The purpose of the Objective Design Standards is to ensure that new qualifying projects in Los Gatos provide high-quality architecture, integrate with surrounding development, and include well-designed amenities and outdoor areas to enhance community character.
These standards are intended to guide property owners, applicants, developers, and design professionals by providing clear design direction that enhances the Town’s unique character and ensures a high-quality living environment.
California Government Code Section 65559.5 identifies Qualifying Housing Development Projects to include:
• Multi-family housing developments;
• Residential Mixed-Use Housing developments with a minimum of two-thirds of the square footage designated for residential use; or
• Supportive and transitional housing development.
A Qualifying Housing Development Project shall be approved through a streamlined, ministerial review process when the project complies with these Objective Design Standards as well as complying with all existing objective development regulations in the Town, including but not limited to the following:
• General Plan;
• Town Code;
• Guidelines and Standards for Land Use Near Streams;
• Bicycle and Pedestrian Master Plan;
• Parks and Public Works Standards; and
• Santa Clara County Fire Department Requirements.
These standards are only to be used for review of qualifying projects where Town review, approval, and/or denial is limited to only objective design standards. Many projects will proceed through the standard review process, in which case the objective design standards included herein would not apply.
ORGANIZATION
The Objective Design Standards are organized into two primary sections: Site Standards; and Building Design. The Site Standards section includes objective design standards for site layout and building placement; vehicular access and parking; and outdoor areas and amenities. The Building Design section includes objective design standards for building form and massing; façade articulation; materials; and roof design.
ATTACHMENT 1
ITEM NO. 21.
Objective Design Standards January 31, 2023
KEY TERMS
Community recreation space in Residential Mixed-Use developments means public gathering spaces, such as: plazas, outdoor dining areas, squares, pocket parks, or other community areas for the use of all residents and the business patrons and tenants.
Community recreation space in multi-family developments means gathering spaces, such as:
play areas, pool areas, patios, rooftop decks, or other community areas for the use of all residents.
Façade articulation means the division of a building façade into distinct sections; including the materials, patterns, textures, and colors that add visual interest to a building or façade.
Fenestration means the design, construction, and presence of any openings in a building, such as: windows, doors, vents, wall panels, skylights, curtain walls, and louvers.
Landscaping means an area devoted to plantings, lawn, ground cover, gardens, trees, shrubs, and other plant materials; excluding driveways, parking, loading, or storage areas.
Multi-family use means the use of a site for three or more dwelling units on the same site.
Objective Design Standards means development regulations that are measurable, verifiable, and knowable to all parties prior to submittal of a qualifying project. A planning review process based on objective design standards involves streamlined ministerial review with no personal or subjective judgement by a public official.
Primary building means a building within which the principal or main use on a lot or parcel is conducted. Where a permissible use involves more than one building designed or used for the primary purpose on the subject property, each such building on the parcel shall be construed as constituting a primary building.
Private recreation space at ground level means an outdoor enclosed patio or deck accessible from a single dwelling unit.
Private recreation space above ground level means an outdoor balcony, terrace, or rooftop deck, accessible from a single dwelling unit.
Residential Mixed-Use means a development project where a variety of uses such as office, commercial, and institutional, are combined with residential use(s) in a single building or on a single site in an integrated project. Two thirds of the project square footage must be residential uses.
Transitional and supportive housing means a type of housing used to facilitate the movement of people experiencing homelessness into permanent housing and independent living.
ITEM NO. 21.
Objective Design Standards January 31, 2023
A. SITE STANDARDS
A.1. Pedestrian Access
1.1 All on-site buildings, entries, facilities, amenities, and vehicular and bicycle parking areas shall be internally connected with a minimum four-foot-wide pedestrian pathway or pathway network that may include use of the public sidewalk. The pedestrian pathway network shall connect to the public sidewalk along each street.
1.2 Pedestrian pathways within internal parking areas shall be separated from vehicular circulation by a physical barrier, such as a grade separation or a raised planting strip, of at least six inches in height and at least six feet in width. A pedestrian pathway is exempt from this standard where it crosses a parking vehicular drive aisle.
Figure A.1.2
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Objective Design Standards January 31, 2023
A.2. Short-Term Bicycle Parking (Class II)
Short-term bicycle parking (Class II bicycle parking facility) consists of racks that support the bicycle frame at two points and allow for the bicycle frame and one wheel to be locked to the rack with a U-lock.
2.1 Short-term bicycle parking space shall be located within 50 feet of the primary pedestrian building entrance.
2.2 Short-term bicycle parking shall be provided at a rate of one space per dwelling unit and one space per 2,000 square feet of non-residential floor area.
2.3 Each short-term bicycle parking space shall be a minimum of seven feet in length and two feet in width.
2.4 If more than 20 short-term bicycle spaces are provided, at least 50 percent of the spaces shall be covered by a permanent solid-roofed weather protection structure.
ITEM NO. 21.
Objective Design Standards January 31, 2023
A.3. Long-Term Bicycle Parking (Class I)
Long-term bicycle parking facilities (Class I bicycle parking facility) consists of bicycle lockers or bicycle rooms with key access for use by residents.
3.1 Long-term bicycle parking facilities shall be located on the ground floor and shall not be located between the building and the street.
3.2 Multi-family residential and residential mixed-use buildings shall provide one long-term bicycle parking space per dwelling unit. Developments such as townhomes that include individual garages for each unit shall not be required to provide long-term bicycle parking.
3.3 Bicycle locker minimum requirements:
a. Dimensions of 42 inches wide, 75 inches deep, and 54 inches high. b. Must withstand a load of 200 pounds per square foot. c. Opened door must withstand 500-pound vertical load.
Figure A.3.3
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Objective Design Standards January 31, 2023
3.4 Bicycle rooms with key access minimum requirements:
a. Bicycle rooms shall have a minimum ceiling height of seven feet. b. Bicycle rooms shall contain racks that support the bicycle frame at two points and allow for the bicycle frame and one wheel to be locked to the rack with a U-lock.
c. Long-term bicycle parking spaces shall be served by an aisle with a minimum width of six feet.
d. Maneuverability space of at least two feet shall be provided between the aisle and long-term bicycle parking spaces
e. Each horizontal long-term bicycle parking space shall be a minimum of seven feet in length, two feet in width, four-and one-half feet in height. Each vertical long-term bicycle parking space shall be a minimum of three-and one-half feet in length, two feet in width, and seven feet in height.
Figure A.3.4
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Objective Design Standards January 31, 2023
A.4. Vehicular Access
4.1 Off-street parking lots shall have vehicular circulation using an internal vehicular network that precludes the use of a public street for aisle-to-aisle internal circulation.
Figure A.3.1
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Objective Design Standards January 31, 2023
A.5. Parking Location and Design
5.1 Surface parking lots and carports shall not be located between the primary building frontage and the street.
5.2 Uncovered parking rows with at least 15 consecutive parking spaces shall include a landscape area of six feet minimum width at intervals of no more than 10 consecutive parking stalls. One tree shall be provided in each landscape area.
Figure A.4.2
A.6. Parking Structure Access
6.1 Any vehicular entry gate to a parking structure shall be located to allow a minimum of 18 feet between the gate and the back of the sidewalk to minimize conflicts between sidewalks and vehicle queuing.
6.2 A parking structure shall not occupy more than 50 percent of the building width of any street-facing façade, and it shall be recessed a minimum of five feet from the street-facing façade of the building.
6.3 For projects with five or more residential units and that have a vehicle access gate to the parking structure, a pedestrian gate shall also be provided.
ITEM NO. 21.
Objective Design Standards January 31, 2023
A.7. Utilities
7.1 Pedestrian-oriented lighting shall be provided along all pedestrian paths in community recreation spaces. Exterior lighting fixtures shall be a minimum of three feet and a maximum of 12 feet in height. Light fixtures shall be placed along the pedestrian path at a spacing of no more than 30 linear feet.
7.2 Exterior lighting shall be fully shielded and restrain light to a minimum 30 degrees below the horizontal plane of the light source. Lighting shall be arranged so that the light will not shine directly on lands of adjacent residential zoned properties. Uplighting is prohibited.
Figure A.6.2
7.3 Street-level views of ground level utility cabinets, mechanical equipment, trash, and service areas shall be screened from sight with landscape planting, fencing, or a wall, as allowed by the Town Code. The screening shall be at least the same height as the item being screened and screening that is not landscape material shall be constructed with one or more of the materials used on the primary building.
7.4 Rooftop mechanical equipment shall be screened from view from the street.
Solar equipment is exempt from this requirement.
ITEM NO. 21.
Objective Design Standards January 31, 2023
A.8. Landscaping and Screening
8.1 At least 50 percent of the front setback area shall be landscaped.
8.2 A minimum 10-foot-wide landscape buffer shall be provided along the full length of the shared property line between multi-family or Residential Mixed-Use development and abutting residential properties. The buffer shall include the following:
a. A solid masonry wall with a six-foot height, except within a street-facing setback where walls are not permitted; and
Figure A.7.2a
b. Trees planted at a rate of at least one tree per 30 linear feet along the shared property line. Tree species shall be selected from the Town of Los Gatos Master Street Tree List and shall be a minimum 15-gallon size.
8.3 Surface parking lots shall be screened from view of the street with landscaping or a wall with a minimum three-foot height to screen the parking lot when not already screened by a primary building. When located in a street-facing setback, screening may not exceed a height of three feet.
ITEM NO. 21.
Objective Design Standards January 31, 2023
A.9. Fencing
9.1 Fences, walls, and gates within required setbacks along all street frontages are prohibited unless used to screen on-site parking spaces from view from the street.
9.2 Chain link fencing is prohibited.
9.3 Perimeter barrier gates for vehicles and pedestrian entry gates shall have a maximum height of six feet.
9.4 Solid vehicular and pedestrian entry gates are prohibited. Entry gates shall be a minimum 50 percent open view.
A.10. Retaining Walls
10.1 Retaining walls shall not exceed five feet in height. Where an additional retained portion is necessary, multiple-terraced walls shall be used. Terraced walls shall set back at least three feet from the lower segment.
10.2 Retaining walls shall not run in a straight continuous direction for more than 50 feet without including the following:
a. A break, offset, or landscape pocket in the wall plane of at least three feet in length and two feet in depth; and
b. Landscaping at a minimum height of three feet at the time of installation along a minimum of 60 percent of the total length of the retaining wall.
A.11. Landscaped, Private, and Community Recreation Spaces
11.1 The landscaped, private, and community recreation spaces listed below are required for all qualifying projects. Community recreation spaces and private recreation spaces are calculated independent of each other. Landscaped areas within community recreation spaces can contribute to required minimums for both landscaped area and community recreation space.
a. Landscaped space: A minimum of 20 percent of the site area shall be landscaped.
b. Private recreation space: The minimum horizontal dimension is six feet in any direction and a minimum area of 60 square feet. The minimum vertical clearance required is eight feet. Private recreation space shall be directly accessible from the residential unit. Landscaped sections of private recreation space shall not count towards required landscaping requirements. i. Each ground floor dwelling unit shall have a minimum of 120 square feet of usable private recreation space.
ITEM NO. 21.
Objective Design Standards January 31, 2023
ii. Each dwelling unit above the ground floor shall have a minimum of 60 square feet of usable private recreation space. Where multiple balconies are provided for a single unit, the 60-square-foot minimum can be an aggregate of all balconies, provide each balcony meets the requirements for minimum horizontal dimensions.
c. Community recreation space: The minimum dimensions are 10 feet by six feet. A minimum of 60 percent of the community recreation space shall be open to the sky and free of permanent solid-roofed weather protection structures. Community recreation space shall provide shading for a minimum 15 percent of the community recreation space by either trees or structures, such as awnings, canopies, umbrellas, or a trellis. Tree shading shall be calculated by using the diameter of the tree crown at 15 years maturity. Shading from other built structures shall be calculated by using the surface area of the overhead feature.
i. Community recreation space shall be provided in Residential Mixed-Use developments at a minimum of 100 square feet per residential unit plus a minimum of two percent of the non-residential square footage. ii. Community recreation space shall be provided in multi-family residential development projects at a minimum of 100 square feet per residential unit.
iii. A project with four or less residential units is exempt from community recreation space requirements.
iv. Landscaped roof space can satisfy both required landscaping requirements and community recreation space requirements.
Landscaped roof space may not be used to satisfy more than 50 percent of the required landscaping for the site.
ITEM NO. 21.
Objective Design Standards January 31, 2023
A.12. Building Placement
12.1 To ensure buildings provide a continuous frontage along sidewalks, development in commercial zones shall place at least 75 percent of any ground floor street-facing façade on or within five feet of the setback line designated in the Town Code.
Figure A.11.1
12.2 A Residential Mixed-Use project with a ground-floor non-residential use shall provide site amenities on a minimum of 15 percent of the ground plane between the building and the front or street-side property line. The site amenities shall be comprised of any of the following elements:
a. Landscape materials or raised planters;
b. Walls designed to accommodate pedestrian seating, no higher than 36 inches;
c. Site furnishings, including fountains, sculptures, and other public art; or d. Tables and chairs associated with the ground floor use.
ITEM NO. 21.
Objective Design Standards January 31, 2023
B. BUILDING STANDARDS
B.1. Massing and Scale
1.1 Multiple-story building façades that face a street shall incorporate breaks in the building mass by implementing a minimum of three of the following solutions along the combined façade area of all primary buildings facing the street:
a. A minimum of 40 percent of the upper floor façade length shall step back from the plane of the ground-floor façade by at least five feet; Figure B.1.1a
ITEM NO. 21.
Objective Design Standards January 31, 2023
b. Changes in the façade plane with a minimum change in depth of two feet for a minimum length along the façade of two feet at intervals of no more than 30 feet;
Figure B.1.1b
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Objective Design Standards January 31, 2023
c. Recessed façade plane to accommodate a building entry with a minimum ground plane area of 24 square feet. Where an awning or entry covering is provided, it can extend beyond the wall plane;
Figure B.1.1c
d. An exterior arcade that provides a sheltered walkway within the building footprint with a minimum depth of eight feet. For a façade 50 feet or greater, the arcade must be a minimum length of 65 percent of the full building façade; for a facade less than 50 feet, the arcade must be a minimum of 80 percent of the full building façade.
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Objective Design Standards January 31, 2023
Figure B.1.1d (1)
Figure B.1.1d (2)
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Objective Design Standards January 31, 2023
e. Ground floor open area abutting street-facing façade with a minimum area of 60 square feet; or
Figure B.1.1e
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Objective Design Standards January 31, 2023
f. Vertical elements, such as pilasters or columns, that protrude a minimum of one foot from the façade and extend the full height of the building base or ground floor, whichever is greater.
Figure B.1.1f
1.2 Upper floors above two stories shall be set back by a minimum of five feet from the ground-floor façade.
ITEM NO. 21.
Objective Design Standards January 31, 2023
B.2. Parking Structure Design
2.1 The ground-floor façade of a parking structure facing a street or pedestrian walkway shall be fenestrated on a minimum of 40 percent of the façade.
2.2 Façade openings on upper levels of a parking structure shall be screened at a minimum 10 percent and up to 30 percent of the opening to prevent full transparency into the structure.
2.3 Parking structures facing a street and greater than 40 feet in length shall include landscaping between the building façade and the street, or façade articulation of at least 25 percent of the façade length. The façade articulation shall be implemented by one of the following solutions:
a. An offset of the façade plane with a depth of at least 18 inches for a minimum of eight feet in horizontal length; or
b. A different building material covering the entire façade articulation.
B.3. Roof Design
3.1 At intervals of no more than 40 feet along the building façade, horizontal eaves shall be broken using at least one of the following strategies:
a. Gables;
b. Building projection with a depth of a minimum of two feet; c. Change in façade or roof height of a minimum of two feet; d. Change in roof pitch or form; or
e. Inclusion of dormers, parapets, and/or varying cornices.
3.2 Skylights shall have a flat profile rather than domed.
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Objective Design Standards January 31, 2023
3.3 The total width of a single dormer or multiple dormers shall not exceed 50 percent of the total roof length at the street-facing façade. The dormer width shall be measured at dormer roof fascia, or widest part of the dormer.
Figure B.3.3
3.4 Carport roof materials shall be the same as the primary building.
ITEM NO. 21.
Objective Design Standards January 31, 2023
B.4. Façade Design and Articulation
4.1 Buildings greater than two stories shall be designed to differentiate the base, middle, and top of the building on any street-facing façade. Each of these elements shall be distinguished from one another using at least two of the following solutions:
a. Variation in building mass for a minimum of 60 percent of the length of the street-facing façade through changes in the façade plane that protrude or recess with a minimum dimension of two feet;
Figure B.4.1a
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Objective Design Standards January 31, 2023
b. Balconies or habitable projections with a minimum depth of two feet for a minimum of 20 percent length of the street-facing façade; Figure B.4.1b
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Objective Design Standards January 31, 2023
c. Variation in façade articulation, using shade and weather protection components, projecting a minimum of three feet for a minimum of 20 percent length from the street-facing façade;
Figure B.4.1c
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Objective Design Standards January 31, 2023
d. The use of at least two different façade materials, each covering a minimum of 20 percent of the street-facing façade, or
e. The upper floor shall implement a façade height that is a minimum of two feet greater than the façade height of the floor immediately below. The greater façade height shall be made evident by taller windows or arrangement of combined windows.
Figure B.4.1e
4.2 All façade materials, such as siding, window types, and architectural details, used on the street-facing façade shall be used on all other building façades.
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Objective Design Standards January 31, 2023
4.3 Variation in the street-facing façade planes shall be provided for buildings greater than one story by incorporating any combination of the following architectural solutions to achieve a minimum of 16 points:
Architectural features, such as:
o Arcade or gallery along the ground floor; 8 points
o Awnings or canopies on all ground floor windows of
commercial space;
6 points
o Building cornice; 5 points
o Façade sconce lighting at a minimum of one light fixture per 15 linear feet.
3 points
Bay or box windows projecting a minimum of 18 inches
from the façade plane and comprising a minimum of 20
percent of the fenestration on the upper floors of the
facade;
6 points
Balconies or Juliet balconies provided on a minimum of 40 percent of the fenestration on the upper floors of the
facade;
5 points
Landscaped trellises or lattices extending across a
minimum of 65 percent of any level of the facade;
5 points
Materials and color changes; 3 points
Eaves that overhang a minimum of two feet from the
facade with supporting brackets;
3 points
Window boxes or plant shelves under a minimum of 60
percent of the fenestration on the upper floors of the
facade; or
3 points
Decorative elements such as molding, brackets, or corbels. 3 points
4.4 Garage doors shall be recessed a minimum of 12 inches from the façade plane and along the street-facing façade shall not exceed 40 percent of the length of the building façade.
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Objective Design Standards January 31, 2023
4.5 Changes in building materials shall occur at inside corners.
Figure B.4.5
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Objective Design Standards January 31, 2023
4.6 A primary building entrance shall be provided facing a street or community recreation space. Additionally, all development shall meet the following requirements:
a. Pedestrian entries to ground-floor and upper-floor non-residential uses shall meet at least one of the following standards:
i. The entrance shall be recessed in the façade plane at least three feet in depth; or
ii. The entrance shall be covered by an awning, portico, or other architectural element projecting from the façade a minimum of three feet.
Figure B.4.6a
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Objective Design Standards January 31, 2023
b. For ground-floor commercial uses, façades facing a street shall include windows, doors, or openings for at least 60 percent of the building façade that is between two and 10 feet above the level of the sidewalk.
Figure B.4.6b
4.7 Pedestrian entries to buildings shall meet minimum dimensions to ensure adequate access based on use and development intensity. Building entries inclusive of the doorway and the facade plane shall meet the following minimum dimensions:
a. Individual residential entries: five feet in width
b. Single entry to multiple residential unit building, including Residential MixedUse buildings: eight feet in width c. Storefront entry: six feet in width
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Objective Design Standards January 31, 2023
4.8 Mirrored windows are prohibited.
4.9 Awnings shall be subject to the following requirements:
a. A minimum vertical clearance of eight feet measured from the pedestrian pathway;
b. Shall not extend beyond individual storefront bays; and c. Shall not be patterned or striped.
4.10 For buildings abutting a single-family zoning district or existing single-family use, no part of a rooftop or upper floor terrace or deck shall be closer than five feet from the facade plane of the lower floor, to prevent views into adjacent residential uses.
4.11 Balconies are allowed on facades facing the street and those facades facing existing non-residential uses on abutting parcels. Such balconies shall be without any projections beyond the building footprint.
4.12 Residential Mixed-Use buildings shall provide at least one of the following features along street-facing façades where the façade exceeds 50 feet in length:
a. A minimum five-foot offset from the façade plane for a length of at least 10 feet;
b. Multiple pilasters or columns, each with a minimum width of two feet; or c. Common open space, such as a plaza, outdoor dining area, or other spaces.
4.13 Continuous blank façades on any floor level shall not exceed 25 percent of the entire façade length along any street.
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Appendix A - Evaluation of Existing Developments
The following developments in the Town of Los Gatos were analyzed to see if they would meet the three following standards that offer multiple design solutions (B.1.1, B.4.1, and B.4.3). These projects were designed and built without requirements to adhere to specific objective design standards. While some of the projects would not comply with all of the standards below, incorporating additional design solutions would be easily accomplished during the design phase.
C. BUILDING STANDARDS
C.1. Massing and Scale
1.1 Multiple-story building façades that face a street shall incorporate breaks in the building mass by implementing a minimum of three of the following solutions along the combined façade area of all primary buildings facing the street:
a. A minimum of 40 percent of the upper floor façade length shall step back from the plane of the ground-floor façade by at least five feet; b. Changes in the façade plane with a minimum change in depth of two feet for a minimum length along the façade of two feet at intervals of no more than 30 feet;
c. Recessed façade plane to accommodate a building entry with a minimum ground plane area of 24 square feet. Where an awning or entry covering is provided, it can extend beyond the wall plane;
d. An exterior arcade that provides a sheltered walkway within the building footprint with a minimum depth of eight feet. For a façade 50 feet or greater, the arcade must be a minimum length of 65 percent of the full building façade; for a facade less than 50 feet, the arcade must be a minimum of 80 percent of the full building façade.
e. Ground floor open area abutting street-facing façade with a minimum area of 60 square feet; or
f. Vertical elements, such as pilasters or columns, that protrude a minimum of one foot from the façade and extend the full height of the building base or ground floor, whichever is greater.
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Objective Design Standards January 31, 2023
B.4. Façade Design and Articulation
4.1 Buildings greater than two stories shall be designed to differentiate the base, middle, and top of the building on any street-facing façade. Each of these elements shall be distinguished from one another using at least two of the following solutions:
g. Variation in building mass for a minimum of 60 percent of the length of the street-facing façade through changes in the façade plane that protrude or recess with a minimum dimension of two feet;
h. Balconies or habitable projections with a minimum depth of two feet for a minimum of 20 percent length of the street-facing façade; i. Variation in façade articulation, using shade and weather protection components, projecting a minimum of three feet for a minimum of 20 percent length from the street-facing façade;
j. The use of at least two different façade materials, each covering a minimum of 20 percent of the street-facing façade, or
k. The upper floor shall implement a façade height that is a minimum of two feet greater than the façade height of the floor immediately below. The greater façade height shall be made evident by taller windows or arrangement of combined windows.
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Objective Design Standards January 31, 2023
4.3 Variation in the street-facing façade planes shall be provided for buildings greater than one story by incorporating any combination of the following architectural solutions to achieve a minimum of 16 points:
Architectural features, such as:
o Arcade or gallery along the ground floor; 8 points
o Awnings or canopies on all ground floor windows of
commercial space;
6 points
o Building cornice; 5 points
o Façade sconce lighting at a minimum of one light fixture per 15 linear feet.
3 points
Bay or box windows projecting a minimum of 18 inches
from the façade plane and comprising a minimum of 20
percent of the fenestration on the upper floors of the
facade;
6 points
Balconies or Juliet balconies provided on a minimum of 40 percent of the fenestration on the upper floors of the
facade;
5 points
Landscaped trellises or lattices extending across a
minimum of 65 percent of any level of the facade;
5 points
Materials and color changes; 3 points
Eaves that overhang a minimum of two feet from the
facade with supporting brackets;
3 points
Window boxes or plant shelves under a minimum of 60
percent of the fenestration on the upper floors of the
facade; or
3 points
Decorative elements such as molding, brackets, or corbels. 3 points
ITEM NO. 21.
Appendix A - Page 1 of 4
Objective Design Standards January 31, 2023
Appendix A – EXAMPLE SCORING OF EXISTING DEVELOPMENTS
University Avenue at Los Gatos-Saratoga Road
B.1.1 - (Minimum 3)
b. Changes in the façade plane with a minimum change in depth of two feet for a minimum length along the façade of two feet at intervals of no more than 30 feet.
c. Recessed façade plane to accommodate a building entry with a minimum ground plane area of 24 square feet.
e. Ground floor open area abutting street-facing façade with a minimum area of 60 square feet.
B.4.1 – Not applicable, only two stories.
B.4.3 – (16 points minimum)
Arcade (8 points)
Building cornice (5 points)
Sconce lighting (3 points)
Balconies (5 points)
Decorative elements (3 points)
TOTAL = 24 points
ITEM NO. 21.
Appendix A - Page 2 of 4
Objective Design Standards January 31, 2023
Aventino – Winchester Boulevard
B1.1 - (Minimum 3)
b. Changes in the façade plane with a minimum change in depth of two feet for a minimum length along the façade of two feet at intervals of no more than 30 feet.
c. Recessed façade plane to accommodate a building entry with a minimum ground plane area of 24 square feet.
B4.1 – (Minimum 2)
a. Variation in building mass for a minimum of 60 percent of the length of the street-facing façade through changes in the façade plane that protrude or recess with a minimum dimension of two feet;
b. Balconies or habitable projections with a minimum depth of two feet for a minimum of 20 percent length of the street-facing façade; B4.3 – (16 points minimum)
Material and color changes (3 points)
Balconies or Juliet balconies (5 points)
Eaves that overhang a minimum of two feet from the façade with supporting brackets (3 points)
Window boxes or plant shelves (3 points)
Decorative elements such as molding, ornamentation, or corbels (3 points):
TOTAL = 17 points
ITEM NO. 21.
Appendix A - Page 3 of 4
Objective Design Standards January 31, 2023
North 40 - Market Hall
B1.1 – (minimum 3)
b. Changes in the façade plane with a minimum change in depth of two feet for a minimum length along the façade of two feet at intervals of no more than 30 feet; e. Ground floor open area abutting street-facing façade with a minimum area of 60 square feet; or
ITEM NO. 21.
Appendix A - Page 4 of 4
Objective Design Standards January 31, 2023
B4.1 – (Minimum 2)
a. Variation in building mass for a minimum of 60 percent of the length of the street-facing façade through changes in the façade plane that protrude or recess with a minimum dimension of two feet;
c. Variation in façade articulation, using shade and weather protection components, projecting a minimum of three feet for a minimum of 20 percent length from the street-facing-façade;
d. The use of at least two different façade materials, each covering a minimum of 20 percent of the street-facing façade;
B4.3 – (16 points minimum)
Awnings or canopies (6 points)
Material and color changes (3 points)
Eaves that overhang a minimum of two feet from the façade with supporting brackets (3 points)
Decorate elements such as molding, brackets, or corbels (3 points) TOTAL = 15 points
ITEM NO. 21.
Appendix B - Page 1 of 10
Objective Design Standards January 31, 2023
Appendix B – OBJECTIVE DESIGN STANDARDS CHECKLIST
APPLICANT RESPONSIBILITY
Applicants are responsible for accurately responding to each objective design standard listed below by indicating whether each standard has been met or does not apply. Applicants shall indicate the sheet(s) within the project plans that show compliance with each objective design standard.
A. SITE STANDARDS
A.1. Pedestrian Access
YES NO N/A Objective Design Standard SHEET
A.1.1 All on-site buildings, entries, facilities, amenities, and vehicular and bicycle parking areas shall be internally connected with a minimum four-foot-wide pedestrian pathway or pathway network that may include use of the public sidewalk. The pedestrian pathway network shall connect to the public sidewalk along each street.
A.1.2 Pedestrian pathways within internal parking areas shall be separated from vehicular circulation by a physical barrier, such as a grade separation or a raised planting strip, of at least six inches in height and at least six feet in width. A pedestrian pathway is exempt from this standard where it crosses a parking vehicular drive aisle.
A.2. Short-Term Bicycle Parking (Class II)
YES NO N/A Objective Design Standard SHEET
Short-term bicycle parking (Class II bicycle parking facility) consists of racks that support the bicycle frame at two points and allow for the bicycle frame and one wheel to be locked to the rack with a U-lock.
A.2.1 Short-term bicycle parking space shall be located within 50 feet of the primary pedestrian building entrance.
A.2.2 Short-term bicycle parking shall be provided at a rate of one space per dwelling unit and one space per 2,000 square feet of non-residential floor area.
A.2.3 Each short-term bicycle parking space shall be a minimum of seven feet in length and two feet in width.
A.2.4 If more than 20-short term bicycle spaces are provided, at least 50 percent of the spaces shall be covered by a permanent solid-roofed weather protection structure.
ITEM NO. 21.
Appendix B - Page 2 of 10
Objective Design Standards January 31, 2023
A.3. Long-Term Bicycle Parking (Class I)
YES NO N/A Objective Design Standard SHEET
Long-term bicycle parking facilities (Class I bicycle parking facility) consists of bicycle lockers or bicycle rooms with key access for use by residents.
A.3.1 Long-term bicycles parking facilities shall be located on the ground floor and shall not be located between the building and the street.
A.3.2 Multi-family residential and residential mixed-use buildings shall provide one long-term bicycle parking space per dwelling unit.
Developments such as townhomes that include individual garages for each unit shall not be required to provide long-term bicycle parking.
A.3.3 Bicycle locker minimum requirements:
a. Dimensions of 42 inches wide, 75 inches deep, and 54 inches high.
b. Must withstand a load of 200 pounds per square foot. c. Opened door must withstand 500-pound vertical load.
A.3.4 Bicycle rooms with key access minimum requirements:
a. Bicycle rooms shall have a minimum ceiling height of seven feet. b. Bicycle rooms shall contain racks that support the bicycle frame at two points and allow for the bicycle frame and one wheel to be locked to the rack with a U-lock.
c. Long-term bicycle parking spaces shall be served by an aisle with a minimum width of six feet.
d. Maneuverability space of at least two feet shall be provided between the aisle and long-term bicycle parking spaces
e. Each horizontal long-term bicycle parking space shall be a minimum of seven feet in length, two feet in width, four-and one-half feet in height. Each vertical long-term bicycle parking space shall be a minimum of three-and one-half feet in length, two feet in width, and seven feet in height.
A.4. Vehicular Access
YES NO N/A Objective Design Standard SHEET
A.4.1 Off-street parking lots shall have vehicular circulation using an internal vehicular network that precludes the use of a public street for aisle-to-aisle internal circulation.
A.5. Parking Location and Design
YES NO N/A Objective Design Standard SHEET
A.5.1 Surface parking lots and carports shall not be located between the primary building frontage and the street.
A.5.2 Uncovered parking rows with at least 15 consecutive parking spaces shall include a landscape area of six feet minimum width at intervals of no more than 10 consecutive parking stalls. One tree shall be provided in each landscape area.
ITEM NO. 21.
Appendix B - Page 3 of 10
Objective Design Standards January 31, 2023
A.6. Parking Structure Access
YES NO N/A Objective Design Standard SHEET
A.6.1 Any vehicular entry gate to a parking structure shall be located to allow a minimum of 18 feet between the gate and the back of the sidewalk to minimize conflicts between sidewalks and vehicle queuing.
A.6.2 A parking structure shall not occupy more than 50 percent of the building width of any street-facing façade, and it shall be recessed a minimum of five feet from the street-facing façade of the building.
A.6.3 For projects with five or more residential units and that have a vehicle access gate to the parking structure, a pedestrian gate shall also be provided.
A.7. Utilities
YES NO N/A Objective Design Standard SHEET
A.7.1 Pedestrian-oriented lighting shall be provided along all pedestrian paths in community recreation spaces. Exterior lighting fixtures shall be a minimum of three feet and a maximum of 12 feet in height.
Light fixtures shall be placed along the pedestrian path at a spacing of no more than 30 linear feet.
A.7.2 Exterior lighting shall be fully shielded and restrain light to a minimum 30 degrees below the horizontal plane of the light source. Lighting shall be arranged so that the light will not shine directly on lands of adjacent residential zoned properties. Uplighting is prohibited.
A.7.3 Street-level views of ground level utility cabinets, mechanical equipment, trash, and service areas shall be screened from sight with landscape planting, fencing, or a wall, as allowed by the Town Code.
The screening shall be at least the same height as the item being screened and screening that is not landscape material shall be constructed with one or more of the materials used on the primary building.
A.7.4 Rooftop mechanical equipment shall be screened from view from the street. Solar equipment is exempt from this requirement.
ITEM NO. 21.
Appendix B - Page 4 of 10
Objective Design Standards January 31, 2023
A.8. Landscaping and Screening
YES NO N/A Objective Design Standard SHEET
A.8.1 At least 50 percent of the front setback area shall be landscaped.
A.8.2 A minimum 10-foot-wide landscape buffer shall be provided along the full length of the shared property line between multi-family or Residential Mixed-Use development and abutting residential properties. The buffer shall include the following:
a. A solid masonry wall with a six-foot height, except within a street-facing setback where walls are not permitted; and b. Trees planted at a rate of at least one tree per 30 linear feet along the shared property line. Tree species shall be selected from the Town of Los Gatos Master Street Tree List and shall be a minimum 15-gallon size.
A.8.3 Surface parking lots shall be screened from view of the street with landscaping or a wall with a minimum three-foot height to screen the parking lot when not already screened by a primary building. When located in a street-facing setback, screening may not exceed a height of three feet.
A.9. Fencing
YES NO N/A Objective Design Standard SHEET
A.9.1 Fences, walls, and gates within required setbacks along all street frontages are prohibited unless used to screen on-site parking spaces from view from the street.
A.9.2 Chain link fencing is prohibited.
A.9.2 Perimeter barrier gates for vehicles and pedestrian entry gates shall have a maximum height of six feet.
A.9.4 Solid vehicular and pedestrian entry gates are prohibited. Entry gates shall be a minimum 50 percent open view.
A.10. Retaining Walls
YES NO N/A Objective Design Standard SHEET
A.10.1 Retaining walls shall not exceed five feet in height. Where an additional retained portion is necessary, multiple-terraced walls shall be used. Terraced walls shall set back at least three feet from the lower segment.
A.10.2 Retaining walls shall not run in a straight continuous direction for more than 50 feet without including the following:
a. A break, offset, or landscape pocket in the wall plane of at least three feet in length and two feet in depth; and
b. Landscaping at a minimum height of three feet at the time of installation along a minimum of 60 percent of the total length of the retaining wall.
ITEM NO. 21.
Appendix B - Page 5 of 10
Objective Design Standards January 31, 2023
A.11. Landscaped, Private, and Community Recreation Spaces YES NO N/A Objective Design Standard SHEET
A.11.1 The landscaped, private, and community recreation spaces listed below are required for all qualifying projects. Community recreation spaces and private recreation spaces are calculated independent of each other. Landscaped areas within community recreation spaces can contribute to required minimums for both landscaped area and community recreation space.
a. Landscaped space: A minimum of 20 percent of the site area shall be landscaped.
b. Private recreation space: The minimum horizontal dimension is six feet in any direction and a minimum area of 60 square feet.
The minimum vertical clearance required is eight feet. Private recreation space shall be directly accessible from the residential unit. Landscaped sections of private recreation space shall not count towards required landscaping requirements.
i. Each ground floor dwelling unit shall have a minimum of 120 square feet of usable private recreation space.
ii. Each dwelling unit above the ground floor shall have a minimum of 60 square feet of usable private recreation space.
Where multiple balconies are provided for a single unit, the 60-square-foot minimum can be an aggregate of all balconies, provide each balcony meets the requirements for minimum horizontal dimensions.
c. Community recreation space: The minimum dimensions are 10 feet by six feet. A minimum of 60 percent of the community recreation space shall be open to the sky and free of permanent solid-roofed weather protection structures. Community
recreation space shall provide shading for a minimum 15 percent of the community recreation space by either trees or structures, such as awnings, canopies, umbrellas, or a trellis. Tree shading shall be calculated by using the diameter of the tree crown at 15 years maturity. Shading from other built structures shall be calculated by using the surface area of the overhead feature. i. Community recreation space shall be provided in Residential Mixed-Use developments at a minimum of 100 square feet
per residential unit plus a minimum of two percent of the non-residential square footage.
ii. Community recreation space shall be provided in multi-family residential development projects at a minimum of 100 square feet per residential unit.
iii. A project with four or less residential units is exempt from community recreation space requirements.
iv. Landscaped roof space can satisfy both required landscaping requirements and community recreation space requirements.
Landscaped roof space may not be used to satisfy more than 50 percent of the required landscaping for the site.
ITEM NO. 21.
Appendix B - Page 6 of 10
Objective Design Standards January 31, 2023
A.12. Building Placement
YES NO N/A Objective Design Standard SHEET
A.12.1 To ensure buildings provide a continuous frontage along sidewalks, development in commercial zones shall place at least 75 percent of any ground floor street-facing façade on or within five feet of the setback line designated in the Town Code.
A.12.2 A Residential Mixed-Use project with a ground-floor non-residential use shall provide site amenities on a minimum of 15 percent of the ground plane between the building and the front or street-side property line. The site amenities shall be comprised of any of the following elements:
a. Landscape materials or raised planters;
b. Walls designed to accommodate pedestrian seating, no higher than 36 inches;
c. Site furnishings, including fountains, sculptures, and other public art; or
d. Tables and chairs associated with the ground floor use.
B. BUILDING DESIGN
B.1. Massing and Scale
YES NO N/A Objective Design Standard SHEET
B.1.1 Multiple-story building façades that face a street shall incorporate breaks in the building mass by implementing a minimum of three of the following solutions along the combined façade area of all primary buildings facing the street:
a. A minimum of 40 percent of the upper floor façade length shall step back from the plane of the ground-floor façade by at least five feet;
b. Changes in the façade plane with a minimum change in depth of two feet for a minimum length along the façade of two feet at intervals of no more than 30 feet;
c. Recessed façade plane to accommodate a building entry with a minimum ground plane area of 24 square feet. Where an awning or entry covering is provided, it can extend beyond the wall plane; d. An exterior arcade that provides a sheltered walkway within the building footprint with a minimum depth of eight feet. For a façade 50 feet or greater, the arcade must be a minimum length of 65 percent of the full building façade; for a facade less than 50 feet, the arcade must be a minimum of 80 percent of the full building façade.
e. Ground floor open area abutting street-facing façade with a minimum area of 60 square feet; or
f. Vertical elements, such as pilasters or columns, that protrude a minimum of one foot from the façade and extend the full height of the building base or ground floor, whichever is greater.
B.1.2 Upper floors above two stories shall be set back by a minimum of five feet from the ground-floor façade.
ITEM NO. 21.
Appendix B - Page 7 of 10
Objective Design Standards January 31, 2023
B.2. Parking Structure Design
YES NO N/A Objective Design Standard SHEET
B.2.1 The ground-floor façade of a parking structure facing a street or pedestrian walkway shall be fenestrated on a minimum of 40 percent of the façade.
B.2.2 Façade openings on upper levels of a parking structure shall be screened at a minimum 10 percent and up to 30 percent of the opening to prevent full transparency into the structure.
B.2.3 Parking structures facing a street and greater than 40 feet in length shall include landscaping between the building façade and the street, or façade articulation of at least 25 percent of the façade length. The façade articulation shall be implemented by one of the following solutions:
a. An offset of the façade plane with a depth of at least 18 inches for a minimum of eight feet in horizontal length; or
b. A different building material covering the entire façade articulation.
B.3. Roof Design
YES NO N/A Objective Design Standard SHEET
B.3.1 At intervals of no more than 40 feet along the building façade, horizontal eaves shall be broken using at least one of the following strategies:
a. Gables;
b. Building projection with a depth of a minimum of two feet; c. Change in façade or roof height of a minimum of two feet; d. Change in roof pitch or form; or
e. Inclusion of dormers, parapets, and/or varying cornices.
B.3.2 Skylights shall have a flat profile rather than domed.
B.3.3 The total width of a single dormer or multiple dormers shall not exceed 50 percent of the total roof length at the street-facing façade.
The dormer width shall be measured at dormer roof fascia, or widest part of the dormer.
B.3.4 Carport roof materials shall be the same as the primary building.
ITEM NO. 21.
Appendix B - Page 8 of 10
Objective Design Standards January 31, 2023
B.4. Façade Design and Articulation
YES NO N/A Objective Design Standard SHEET
B.4.1 Buildings greater than two stories shall be designed to differentiate the base, middle, and top of the building on any street-facing façade.
Each of these elements shall be distinguished from one another using at least two of the following solutions:
a. Variation in building mass for a minimum of 60 percent of the length of the street-facing façade through changes in the façade plane that protrude or recess with a minimum dimension of two feet;
b. Balconies or habitable projections with a minimum depth of two feet for a minimum of 20 percent length of the street-facing façade;
c. Variation in façade articulation, using shade and weather protection components, projecting a minimum of three feet for a minimum of 20 percent length from the street-facing façade; d. The use of at least two different façade materials, each covering a minimum of 20 percent of the street-facing façade, or
e. The upper floor shall implement a façade height that is a minimum of two feet greater than the façade height of the floor immediately below. The greater façade height shall be made evident by taller windows or arrangement of combined windows.
B.4.2 All façade materials, such as siding, window types, and architectural details, used on the street-facing façade shall be used on all other building façades.
ITEM NO. 21.
Appendix B - Page 9 of 10
Objective Design Standards January 31, 2023
B.4. Façade Design and Articulation (continued)
YES NO N/A Objective Design Standard SHEET
B.4.3 Variation in the street-facing façade planes shall be provided for buildings greater than one story by incorporating any combination of the following architectural solutions to achieve a minimum of 16 points:
Architectural features, such as:
o Arcade or gallery along the ground floor; 8 points
o Awnings or canopies on all ground floor windows
of commercial space;
6 points
o Building cornice; 5 points
o Façade sconce lighting at a minimum of one light
fixture per 15 linear feet.
3 points
Bay or box windows projecting a minimum of 18
inches from the façade plane and comprising a
minimum of 20 percent of the fenestration on the
upper floors of the facade;
6 points
Balconies or Juliet balconies provided on a minimum of 40 percent of the fenestration on the upper floors of
the facade;
5 points
Landscaped trellises or lattices extending across a
minimum of 65 percent of any level of the facade;
5 points
Materials and color changes; 3 points
Eaves that overhang a minimum of two feet from the
facade with supporting brackets;
3 points
Window boxes or plant shelves under a minimum of 60
percent of the fenestration on the upper floors of the
facade; or
3 points
Decorative elements such as molding, brackets, or
corbels
3 points
TOTAL
B.4.4 Garage doors shall be recessed a minimum of 12 inches from the façade plane and along the street-facing façade shall not exceed 40 percent of the length of the building façade.
B.4.5 Changes in building materials shall occur at inside corners.
B.4.6 A primary building entrance shall be provided facing a street or community recreation space. Additionally, all development shall meet the following requirements:
a. Pedestrian entries to ground-floor and upper-floor nonresidential uses shall meet at least one of the following standards:
i. The entrance shall be recessed in the façade plane at least three feet in depth; or
ii. The entrance shall be covered by an awning, portico, or other architectural element projecting from the façade a minimum of three feet.
ITEM NO. 21.
Appendix B - Page 10 of 10
Objective Design Standards January 31, 2023
B.4. Façade Design and Articulation (continued)
YES NO N/A Objective Design Standard SHEET
b. For ground-floor commercial uses, façades facing a street shall include windows, doors, or openings for at least 60 percent of the building façade that is between two and 10 feet above the level of the sidewalk.
B.4.7 Pedestrian entries to buildings shall meet minimum dimensions to ensure adequate access based on use and development intensity.
Building entries inclusive of the doorway and the facade plane shall meet the following minimum dimensions:
a. Individual residential entries: five feet in width
b. Single entry to multiple residential unit building, including Residential Mixed-Use buildings: eight feet in width
c. Storefront entry: six feet in width
B.4.8 Mirrored windows are prohibited.
B.4.9 Awnings shall be subject to the following requirements:
a. A minimum vertical clearance of eight feet measured from the pedestrian pathway;
b. Shall not extend beyond individual storefront bays; and c. Shall not be patterned or striped.
B.4.10 For buildings abutting a single-family zoning district or existing singlefamily use, no part of a rooftop or upper floor terrace or deck shall be closer than five feet from the facade plane of the lower floor, to prevent views into adjacent residential uses.
B.4.11 Balconies are allowed on facades facing the street and those facades facing existing non-residential uses on abutting parcels. Such balconies shall be without any projections beyond the building footprint.
B.4.12 Residential Mixed-Use buildings shall provide at least one of the following features along street-facing façades where the façade exceeds 50 feet in length:
a. A minimum five-foot offset from the façade plane for a length of at least 10 feet;
b. Multiple pilasters or columns, each with a minimum width of two feet; or
c. Common open space, such as a plaza, outdoor dining area, or other spaces.
B.4.13 Continuous blank façades on any floor level shall not exceed 25 percent of the entire façade length along any street.
ITEM NO. 21.
m-group.us 51 E. Campell Avenue #1247 Campbell, CA 95009 a new design on urban planning
June 13, 2024
Joel Paulson, Community Development Director
Community Development Department, Town of Los Gatos
110 E. Main Street,
Los Gatos, CA 95030
RE: Los Gatos Objective Design Standards Updates
Dear Joel Paulson,
M-Group is pleased to provide a proposal for services to prepare additional targeted Objective Design Standards for the Town of Los Gatos. The project would result in an expanded set of criteria to augment the Town’s existing Objective Design Standards.
BACKGROUND
Based on our phone call following the Town Council meeting on May 7th, 2024 (May 7th meeting), M-Group reviewed both that Council meeting and the Joint Town Council and Planning Commission Study Session (Joint Study Session) that had taken place September 12th, 2023.
M-Group understands the direction from the Town Council to staff at the May 7th meeting to seek a proposal to develop standards that regulate views, ensure high quality building design, and regulate architectural styles. Let me first provide a summary of these issues before describing how we would approach this project. Attached to this letter is a scope of work and budget that would implement an M-Group approach.
View Standards
During the May 7th meeting, the Council identified standards in Grover Beach and Pismo Beach as being exemplary of their expectations for potential view standards. However, our research found neither jurisdiction has adopted objective regulations of views or viewsheds. • The City of Grover Beach Development Code Section 2.30.050.G includes a discussion of protecting viewsheds, however, the standards are not objective. • The Pismo Beach Development Standards do not regulate views but refer to a View Consideration Overlay Zone in Chapter 17.096 of the Municipal Code that includes regulations of viewsheds, however the regulations are not objective.
During the Joint Study Session, Barbara Kautz noted that she would not recommend regulating views due to the difficulty in considering them objectively. M-Group does not have experience developing view or viewshed standards and we agree with Ms. Kautz that objective standards for views would be difficult to prepare and implement. We do not recommend that the Town attempt to develop objective design standards that target views or viewsheds, especially given the lack of objective case studies.
ATTACHMENT 2
ITEM NO. 21.
a new design on urban planning
m-group.us 51 E. Campbell Avenue #1247 Campbell, CA 95009 2 Architectural Style
At the May 7th meeting, the Council identified standards in Palo Alto and San Bruno as exemplary of potential regulations for architectural style. • The City of Palo Alto Objective Design Standards do not include specific regulation of architectural styles and notes the standards are “not intended to convey required architectural style. Rather, the objective design standards aim to accommodate a variety of styles.”
• The City of San Bruno does not have objective design standards but has adopted Residential Design Guidelines (for single-family homes) that discuss a variety of architectural styles, noting the “guidelines are not intended to establish or dictate a specific style” and that “a wide range of architectural styles is acceptable.” Objective standards for architectural style are most often seen in greenfield or new town development, where the developer has direct control over the number of total buildings and the number of defined architectural styles. Additionally, they are usually applied to a singlefamily typology and would not necessarily translate to a multi-family building, which will be a number of stories taller than single-family and with a much larger footprint and mass.
M-Group does not have experience preparing objective standards for architectural styles, especially at a multi-family scale. To be able to develop such standards, architectural styles would need to be defined, as well as the scale of development the styles are intended for, which was noted by the Council. This could prove difficult for a town such as Los Gatos, where decades of development have resulted in an eclectic range of styles, in many cases well-executed in terms of attention to detail, quality of materials, and construction craft.
Arriving at a list of qualified architectural styles for multi-family buildings could prove to be difficult and time-consuming for the Town.
High Quality Building Design
During the May 7th meeting, the Council identified standards in Santa Cruz as exemplary of potential high quality building design objective standards. • The City of Santa Cruz Objective Development Standards, found in Section 24.12.185 of the Municipal Code include regulation of building materials including a minimum number of materials that may be used in the building facade, prohibitions on vinyl windows, requirements for materials on exterior corners, and regulations for living walls. The standards are objective and can guide the development of similar objective standards for Los Gatos.
Additionally at the May 7th meeting, the Council discussed that high quality building design might be regulated objectively by keying on the most notable features of a building’s design, such as windows and building materials. We agree that those features are among the most noticeable parts of the building façade and therefore heavily impact its overall appearance.
Regulations discussed in existing objective design standard case studies, paired with additional direction from Town decision makers can guide the development of regulations
ITEM NO. 21.
a new design on urban planning
m-group.us 51 E. Campbell Avenue #1247 Campbell, CA 95009 3 concerning exterior materials, window features, and additional design components that contribute to the quality of a building’s design.
M-GROUP APPROACH
Because M-Group does not have experience developing objective standards for views or viewsheds, nor for architectural styles at multi-family building scale, we are unable to respond to those parts of the Council’s request. However, we propose to build off the Town’s existing Objective Design Standards and develop additional standards that address Council priorities and focus on two key components.
Building Design and Architectural Features
Using the guidance provided by the Council at the May 7th meeting, M-Group would work in collaboration with an appointed working Group to prepare objective standards that focus on strategic façade and massing details. Using case studies noted by Council, such as the Santa Cruz, Palo Alto objective standards and subjective San Bruno Design Guidelines, together with additional M-Group case study communities research, we would prepare standards that are objectively measurable while advancing the subjective phrase “high quality.” Building Massing and Height
Additionally, we propose to reexamine the massing assumptions in the Town’s existing Objective Design Standards given the significantly increased density allowances under AB 1287, the 2024 density bonus law. The massing and upper floor stepback assumptions would be updated to provide the Town with objective standards that facilitate ministerial review of projects significantly taller than the town might have previously seen under the existing density bonus law included in Government Code Section 65915-65918.
We hope you will take these issues and the M-Group approach into consideration in your review of our proposed scope of work, attached to this letter. Please let me know if you have any questions or concerns.
Sincerely,
TOM FORD, AICP
Principal
[email protected]
510.473.3078
ITEM NO. 21.
a new design on urban planning
m-group.us 51 E. Campbell Avenue #1247 Campbell, CA 95009 4
SCOPE OF WORK
TASK 1: BACKGROUND ISSUES
M-Group will prepare background research, including but not limited to case study documents identified by the Town Council and Town staff. The background research will detail issues of high-quality building design, including potential regulations for window detailing, façade features, and building materials. The research will include projects previously worked on by the M-Group team, such as the Town of Hillsborough Residential Design Guidelines, which, while subjective in approach, provide potential avenues into the development of objective standards for issues of design technique and quality of materials.
TASK 2: WORKING GROUP MEETING #1
M-Group will facilitate a meeting with a working group made up of Town decision makers or appointees to discuss design and development issues in line with Council priorities and which could potentially be developed for the expanded objective design standards.
TASK 3: DRAFT OBJECTIVE DESIGN STANDARDS
Based on the discussion with working group members, M-Group will prepare a set of draft objective design standards for development issues that target design quality and building massing.
TASK 4: WORKING GROUP MEETING #2
M-Group will facilitate a second working group meeting to discuss and critique the draft objective design standards.
TASK 5: REVISED DRAFT OBJECTIVE DESIGN STANDARDS
M-Group will revise the draft objective standards based on the discussion and comments received from working group members at the meeting in Task 4.
TASK 6: PLANNING COMMISSION MEETING #1
M-Group will attend a meeting of the Los Gatos Planning Commission to discuss and receive comments on the revised draft objective design standards. Planning Commission members will receive the document in advance of the meeting.
TASK 7: INCORPORATION OF PLANNING COMMISSION COMMENTS
M-Group will revise the draft objective standards to address comments and direction received from the Planning Commission in Task 6.