August 26, 2026 Special Minutes
SPECIAL MEETING of the ROSS TOWN COUNCIL
WEDNESDAY, AUGUST 26, 2026
Held In-Person and Teleconference via Zoom
1. 6:00 p.m. Commencement.
Mayor Julie McMillan; Mayor Pro Tem Elizabeth Robbins; Council Members Teri Dowling; Bill Kircher, Jr. (participating via Zoom), Mathew Salter; Town Manager Christa Johnson; Town Attorney Benjamin Stock.
2. Posting of agenda/changes to agenda.
Town Manager Johnson confirmed the agenda was posted according to government requirements.
3. Public Comment for Special Meeting Agenda Item.
Mayor McMillan moved public comments to be given after Item 4’s presentation and Council questions, but before discussion.
4. Town Council to receive a presentation from Gensler regarding the validated Civic Center space program, confirm the proposed program and shared/common support spaces, and provide policy direction regarding planning scenarios to be included in the draft amended Facilities Master Plan.
Project Manager David Kelley introduced the Gensler team—Project Manager Litha Zuber, Project Director Manan Shah, and Architect Jake Gelfand—and provided an overview of the meeting’s purpose and background. He addressed community concerns regarding the evaluation of planning scenarios that consider both a concept without a fire station and a concept that preserves the opportunity for a future fire station.
Mr. Kelley explained that evaluating multiple planning scenarios is a standard planning practice intended to help the Council understand the operational, physical, and financial implications of various approaches before selecting a preferred direction. He clarified that Gensler did not independently establish fire station requirements for purposes of validating the space program; instead, the team relied on the Town’s prior programming work prepared by Mary McGrath and Associates, which evaluated fire service model options.
He also referenced a letter from the Community Advisory Committee (CAC) expressing concerns about evaluating a scenario without a fire station and suggesting an alternative future fire service approach involving a nearby fire facility. The CAC noted that a combined firefighter and paramedic facility, with shared living, kitchen, and support spaces similar to the recently completed Sleepy Hollow Fire Station, could require substantially less square footage than the stand-alone fire station previously programmed by the Town.
He emphasized that an objective of the Facilities Master Plan (FMP) amendment is to provide the Council with sufficient information to evaluate reasonable planning alternatives before determining a preferred direction. Evaluating the operational, site-planning, and cost implications of different approaches does not commit the Council to a particular outcome but August 26, 2026 Special Minutes
2 may identify opportunities for greater efficiency while preserving future options. He then invited Litha Zuber and Manan Shah to present Gensler’s work to date.
Project Director Manan Shah stated that the Gensler team was pleased to present its progress to date and provide an overview of the analysis and recommendations developed during the first project meeting. He noted that Project Manager Litha Zuber would review the agenda and project information, followed by Architect Jake Gelfand’s presentation of site-planning options and strategies for optimizing site utilization.
Project Manager Litha Zuber presented an overview of the project schedule, program validation, shared facilities, and master plan optimization strategy. She outlined upcoming work, including a parking and site-circulation study, a topographic survey, and establishment of the 100-year floodplain to inform site planning. The next phase will involve “blocking and stacking,” which will evaluate building elevations and three-dimensional configurations to determine how the buildings and site elements can be most effectively arranged.
Ms. Zuber emphasized that the project is operating on a 12-week schedule, with additional presentations to the Town Council and scheduled stakeholder meetings. The first meeting with the CAC is scheduled for September 2 at 5:00 p.m.
Mr. Shah then explained that Gensler reviewed and analyzed the information contained in the Facilities Master Plan (FMP) program rather than recreating the program. The team reviewed information and feedback from various Town departments and refined the program in coordination with Project Manager Kelley and Ms. Johnson. The initial program identified approximately 12,780 net square feet. Gensler also reviewed the fire department program prepared by Mary McGrath and Associates and incorporated feedback from the Fire Chief.
To translate the net program into a realistic building area, Gensler applied a 30% grossing factor to account for corridors, walls, storage, mechanical/HVAC spaces, and other areas not included in the net room dimensions. This resulted in an estimated 22,000 gross square feet that the team is seeking to accommodate on the site. Gensler also evaluated opportunities for efficiencies and shared facilities among departments to reduce the overall program area.
Mr. Shah explained that the program consists broadly of two related but distinct groupings. The first includes public safety functions—Fire, the apparatus bay, Police, and Paramedics—which have essential-service requirements and specialized operational needs. The second includes administrative and civic functions, such as Public Works, Council Chambers, Administration and Human Resources, and Planning and Building. These groupings were evaluated independently while allowing flexibility to determine the most operationally efficient approach for combining or separating the various functions.
Architect Jake Gelfand explained that Gensler’s next step was to apply the validated program to the site and evaluate how the available area could best be utilized while creating a civic master plan that complements the character of the Town. He reviewed the existing site conditions and noted that the plan must also accommodate nine affordable housing units. Based on the current August 26, 2026 Special Minutes
3 program, approximately 11,300 additional square feet would be required to meet the overall program needs.
Mr. Gelfand presented an initial approach that consolidates the program into a single building.
This strategy would reduce the overall footprint, improve circulation, and avoid impacts to the existing Town Hall building. However, more than doubling the existing building’s square footage would result in significant aesthetic and structural impacts, potentially including a third floor and substantial modifications to the existing building. Gensler indicated that alternative approaches should therefore be considered.
Study 1 – Consolidated Public Safety and New Civic/Administrative Building Study 1 assumes the full Fire Department program is accommodated on the site from the outset.
Under this strategy, the administrative program would be relocated to a new building on the site of the existing Public Works building, while Town Hall and the Council Chambers would remain unchanged.
The existing Public Safety building would accommodate the Fire Department, Police Department, Paramedics, and shared spaces. Approximately 5,350 additional square feet would be added to the existing building, which Gensler considered more achievable while preserving the building’s existing character. A third building on the north portion of the site would accommodate civic and administrative functions, including Public Works and Human Resources. Shared spaces would continue to be used to improve operational efficiencies.
The primary advantages include no impact to the Town Hall building and the grouping of public safety and administrative functions into efficient shared spaces. Potential disadvantages include possible acoustic conflicts associated with activities in the Public Works building, which could require acoustic separation, as well as impacts to site circulation resulting from the additional building volume.
Phasing Strategy
Mr. Gelfand highlighted the potential flexibility offered by phasing the development. Under the first phase, prior to the Fire Department occupying the site, the existing building could be renovated and modified to accommodate the administrative and civic programs. This would allow the Town to proceed without initially locating the Fire Department on the site while completing necessary improvements to the existing building.
In Phase 2, the administrative and civic functions could be relocated to the new north building, allowing the Fire Department to occupy the improved existing building. This approach would provide the Town with flexibility to introduce the Fire Department at a later date while taking advantage of improvements already made to the existing facility.
Mr. Gelfand presented the next site-planning study that explored a different arrangement of the Town’s programs. Under this approach, the administration, Human Resources, and Planning and Building functions could be located near Town Hall, potentially on the site of the existing portable building, with the opportunity for the facilities to be connected or located in close proximity. This August 26, 2026 Special Minutes
4 arrangement would consolidate related administrative functions and create operational efficiencies.
The Public Safety building would remain generally consistent with Study 1, while Public Works would remain in its existing location, preserving the adjacent lay-down area and accommodating its operational space requirements. Advantages of this approach include co-locating Town Hall, Planning and Building, and Administration functions on the south side of the site while maintaining flexibility for parking and site circulation. He noted that the addition of another building could have cost implications due to the increased number of structures. He also emphasized the importance of being architecturally sensitive to the history and character of Town Hall if an addition is pursued.
Mr. Shah noted that separating the administrative program from the Public Safety building could reduce construction costs by eliminating the need to apply enhanced essential-service structural requirements to a larger building. He also explained that a phased approach would provide additional time to right-size the Fire Department program. Administrative functions could be accommodated on Day 1, while the size of a future Fire Department building could be determined later based on the department’s finalized program and operational needs. This would allow the future building to be appropriately scaled rather than constructed based on preliminary assumptions.
Mr. Gelfand summarized the strategies as a baseline option that combines public safety and administrative functions in one building, along with two alternatives that relocate the administrative and civic program either into an addition or a separate building.
Site Plan Without a Fire Station
Mr. Gelfand also presented a potential site plan that does not include a Fire Department program. Under this approach, the Town Hall program would remain unchanged, while administrative and civic functions, along with Police and Paramedics, would be accommodated within the Public Safety building. This would require a somewhat larger addition to the building but was considered manageable. Public Works would remain in a separate building.
He recommended moving forward with further evaluation of Study 1 or Study 2, along with the alternative site plan that does not include the Fire Department. Mr. Shah noted that if the baseline option is pursued, the overall program would need to be reduced because accommodating approximately 22,000 gross square feet through an addition to the existing building would present significant challenges.
The Gensler team concluded its presentation and invited questions from the Council.
Mayor McMillan asked about the general magnitude of cost if all services were accommodated within a single building.
Mr. Gelfand explained that providing a reliable cost estimate at this stage would be difficult because Gensler has not yet identified a feasible configuration for accommodating the entire program within the existing building. Potential approaches could include adding a third floor or August 26, 2026 Special Minutes
5 expanding the building horizontally; however, a horizontal expansion could negatively affect site circulation or extend toward the street, which Gensler would prefer to avoid.
He noted that a central essential-services building could carry a 30%–40% construction cost premium due to enhanced seismic and foundation requirements. Renovating and expanding an existing building can also be more costly because of the complexity of working with existing foundations. He emphasized that adding a third story could further increase seismic and structural costs. A more reliable cost comparison will be possible once the preferred building configuration is established.
Mayor Pro Tem Robbins asked for clarification regarding the baseline program. Mr. Gelfand explained that the baseline represents the starting point for the project and is based on placing the full program into a single building. It expands upon the CAC concept because the CAC plan included a smaller Fire Department program. Gensler considers the baseline a viable option, but one that would be more difficult to achieve without reducing the overall program.
Mayor Pro Tem Robbins asked whether the program, which appeared to represent a comprehensive list of departmental needs, could be reduced to make the baseline option more feasible. Mr. Gelfand confirmed that reductions may be possible but noted that Gensler has not yet conducted departmental interviews or direct discussions to independently validate the previously developed program. Additional analysis and engagement would therefore be needed to identify potential reductions.
Mayor Pro Tem Robbins clarified whether Study 1 contemplated a Fire Station only as a future phase. Mr. Gelfand explained that Study 1 does include a Fire Station within the Public Safety building, but the phasing strategy allows the space to initially accommodate administrative functions if Fire Department funding is not yet available. Once funding is secured, a second building would be constructed to relocate the administrative functions, allowing the Fire Department to occupy the previously constructed space.
Mayor Pro Tem Robbins confirmed that the space would therefore be planned for the Fire Department but could serve another purpose until the Fire Station is funded. She also asked about Study 2, noting that it appeared to add administrative functions to Town Hall while retaining Public Works in its existing location.
Mr. Gelfand clarified that the concept contemplates rebuilding the Public Works building and locating administrative functions either adjacent to the existing Public Safety building or above/within a new Public Works building on the north end of the site. This approach also provides phasing flexibility by initially renovating the Public Safety building to accommodate administrative functions and subsequently constructing the administrative building when Fire Department funding is secured, allowing the Fire Department to move into the renovated space.
Mayor Pro Tem Robbins questioned why phasing was being considered if constructing the entire program at once could be less expensive. Mr. Gelfand agreed that a single-phase approach would generally be less expensive and explained that Gensler was asked to evaluate phasing as one of August 26, 2026 Special Minutes
6 the project alternatives due to uncertainty regarding the timing and funding of the Fire Department program.
Council Member Kircher noted that a key consideration is determining the amount of space actually required for the Fire Department. He asked when and through what process the Fire Department program would be evaluated and whether the issue would ultimately return to the Council for consideration.
Mr. Gelfand explained that Gensler was provided the Fire Department program prepared by Mary McGrath and Associates, which had been reviewed by the Fire Chief, and used that program as the basis for the current planning work. He noted that alternative fire service models could potentially reduce the required station size. Any reduction, however, would require an operational discussion with the Fire Department to determine how an alternative service model would function and what specific facility requirements would result.
He indicated that, once the preferred service model and operational requirements are established, the Fire Station program could be reduced accordingly. He noted that Gensler has experience with multiple fire station models and could assist the Town and Fire Department in evaluating these alternatives.
Council Member Dowling asked how the proposed concepts would differ from the design presented and supported by the Council several months earlier. Mr. Gelfand explained that the Public Safety building additions shown in Studies 1 and 2 are generally similar in scale to the addition presented in the CAC concept. The primary difference is the consideration of additional building elements elsewhere on the site. Any addition to Town Hall would be designed to respect and complement the existing architecture, potentially through a single-story addition using a compatible architectural style. A similar approach could be applied to the Public Works building.
Council Member Dowling asked about the location of the proposed affordable housing units, noting that the building appeared to be positioned near the edge of the site. Gelfand explained that the current layout reflects required setbacks for multifamily housing and is sized to accommodate the nine required affordable housing units.
Mr. Shah added that the housing was shifted to allow the Public Works program and associated yard to remain in its current location, which Gensler considers appropriate given the operational characteristics of Public Works. He noted that, as the design progresses, Gensler will ensure the housing remains an independent parcel that could be developed separately in the future.
Council Member Dowling also asked whether the spacing and site configuration could create challenges for parking access. Mr. Gelfand acknowledged that the site is constrained and that accommodating both emergency vehicle circulation and the substantial parking requirements will be challenging. He noted that Gensler will address emergency circulation first and then work through the parking requirements, recognizing that the two issues are interconnected and must also account for access and circulation for residents of the affordable housing.
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7 Council Member Salter confirmed that Mr. Gelfand was aware the Town previously operated a Fire Station, Police Department, and Paramedic services within the existing Public Safety building.
He questioned why the current program identifies approximately 3,400 square feet for the Fire Department, noting that the recently reconstructed Sleepy Hollow Fire Station is approximately 2,400 square feet, with an additional 400 square feet of shared gym space.
Town Manager Johnson explained that the Sleepy Hollow facility accommodates three firefighters, while the Ross facility is intended to accommodate three firefighters and three paramedics.
Council Member Salter emphasized the importance of taking a practical approach to the program and questioned whether the current space requirements were based primarily on an older study rather than the Town’s actual operational experience. He asked whether Mr. Gelfand’s prior projects typically involved direct consultation with department heads and consideration of budget, building size, and site constraints when establishing program requirements.
Mr. Gelfand explained that determining program requirements is normally an iterative process involving dialogue with individual departments. In this case, Gensler inherited the previously completed programming work and used it as the basis for the current analysis. He acknowledged that if the objective is to work within the constraints of the existing building while accommodating Fire Department operations, additional discussions with the Fire Department would be necessary to identify operational requirements and opportunities to reduce the program.
Council Member Salter also questioned the approximately 3,800-square-foot Police Department program, noting that the Town is relatively small and typically has two officers and the Police Chief on duty. Mr. Gelfand reiterated that these questions are appropriate and should be addressed through discussions with the departments to determine what space is operationally necessary and what reductions could be made while maintaining effective service delivery.
Council Member Salter noted that the Mary McGrath programming was developed for a standalone facility, which Mr. Gelfand confirmed. Council Member Salter further observed that the Town operated all of these services on the existing site in 2025 under even more constrained conditions. He questioned the substantial increase from approximately 8,400 square feet to 13,000 square feet in the proposed program, noting that the Town was able to operate all departments within the existing facilities.
Mayor McMillan said they only had two people to an engine before, so they are adding one person, a bedroom, locker space.
Council Member Salter emphasized that the goal of the project should be to create a high-quality, attractive facility that fits the character of the Town while remaining within the Town’s available space and budget. He expressed concern that these practical constraints may not have been sufficiently considered in the current programming approach.
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8 Town Manager Johnson explained that the Council directed staff to complete the work by the end of October, resulting in the current 12-week project schedule developed with Gensler. She noted that the compressed schedule limits the depth of analysis that can be completed within the current scope. Staff could request additional time and expand Gensler’s scope to conduct a more detailed review of departmental programming needs; however, doing so would extend the project timeline.
She also suggested that the Council could hold a separate study session with department heads, including the Police Chief, to discuss specific space requirements and reiterated that any change to the scope or schedule would require direction from the Council.
Town Attorney Ben Stock requested that Council members avoid interrupting one another and allow the speaker recognized by the Mayor to finish before responding.
Council Member Salter asked whether the proposed plans assume the existing apparatus bays will be retained. Mr. Gelfand explained that Gensler currently anticipates modifying the existing bays and potentially extending them to accommodate the Town’s current apparatus. The required modifications have not yet been finalized. Gensler will evaluate vehicle dimensions, turning movements, ingress and egress, and whether vehicles can drive through or must back into the bays to determine the appropriate size and configuration. Significant modifications are anticipated.
Council Member Salter questioned the need for such modifications given that Fire Department vehicles operated from the existing bays in 2025. Mr. Gelfand acknowledged that he was not familiar with the operational compromises previously made by the departments when using the existing facility. He explained that Gensler initially approached the project by identifying current operational requirements rather than applying the constraints of the existing building as the primary starting point. He noted that the approach could be adjusted to focus more directly on how the identified requirements can be accommodated within the existing space.
Town Manager Johnson explained that the existing apparatus bays were constructed in the 1990s and that standards for fire engines, equipment, and decontamination areas have since changed.
She noted that the Mary McGrath study, completed in late December and presented to the Council on January 8, 2026, was developed using current fire station standards.
Council Member Salter noted that the Sleepy Hollow Fire Station retained its existing apparatus bays from the same general era and was renovated within the existing constraints rather than expanding or replacing the bays. He also referenced other projects within the Ross Valley Fire Department where existing bays were retained and facilities were adapted to meet operational needs.
He reiterated that the Town has finite financial resources and should focus on accommodating its actual operational needs within those constraints rather than automatically pursuing the highest or most current standards. He emphasized the importance of balancing facility needs, existing conditions, Town character, and available funding.
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9 Mayor McMillan noted that discussion of modifications to the apparatus bays may be premature given the current stage of the project. She asked whether Gensler had evaluated the potential need to elevate the bays or other portions of the facility above the floodplain.
Mr. Gelfand explained that Gensler has not yet completed that evaluation because the topographic survey and determination of the 100-year floodplain are still pending. Once that information is available, the team can evaluate options for modifying or elevating the apparatus bays. He noted that grading the site and raising the building may be potential strategies for addressing floodplain constraints, but additional information from the civil engineer is needed before making a determination.
Mayor McMillan stated that the meeting provided an opportunity for the Council to offer input and asked Mr. Gelfand which of the presented concepts he would consider the strongest based on the assumptions currently being used.
Ms. Zuber cautioned that the project is still in its early stages and that Gensler does not yet have the topographic survey or confirmed 100-year floodplain boundaries, both of which will significantly influence site planning. She noted that while the design team could identify a preliminary preference, the preferred approach could change substantially as additional site information becomes available.
Mr. Gelfand stated that, assuming the current program remains unchanged, he sees value in the options that provide phasing flexibility. In particular, separating the administrative program from the essential-service facilities—either through a combined administrative/Public Works building or an addition—could provide greater flexibility and potentially reduce construction costs because the administrative building would not require the enhanced structural requirements applicable to essential-service facilities.
He added that if the Town instead establishes a more constrained program based on actual operational needs and available resources, a different preferred scenario could emerge. Under a reduced and clearly defined program, constructing the required facilities in a single phase could be more cost-effective than phasing the work.
Mayor McMillan asked Gensler to clarify the specific feedback or direction needed from the Council at this stage of the project.
Mr. Gelfand explained that a fundamental question raised by Council Member Salter is whether the Town’s priority is to maximize the amount of departmental programming accommodated within the existing Public Safety building with only reasonable modifications, or to accommodate the full program as currently defined and determine the most appropriate site configuration for doing so.
He stated that Gensler needs sufficient direction on this issue to continue evaluating the alternatives and identify a preferred approach. The next phase of the work will involve selecting a planning model and developing it through three-dimensional blocking and stacking to further evaluate building massing, site relationships, and functionality. He emphasized that the design August 26, 2026 Special Minutes
10 team is seeking stable preliminary direction from the Council on the presented approaches, or direction to investigate an alternative strategy, before proceeding to the next level of design.
Mayor Pro Tem Robbins questioned whether the Council should consider reducing the overall program to preserve the existing site configuration, potentially allowing all functions to remain in one building and be constructed in a single phase. She noted that the current process appears focused on fitting the full program provided to Gensler onto the site, without first determining whether the program itself could be reduced based on operational priorities and desired tradeoffs.
Mr. Gelfand agreed that this was an important issue for the Council to discuss. He explained that Gensler’s current scope did not include determining which departmental programs could be reduced to achieve a smaller, single-building solution. Instead, the team reviewed opportunities for shared spaces and departmental efficiencies, resulting in approximately 10% program efficiency through shared conference rooms and other spaces. Gensler did not evaluate specific reductions to individual departments, such as significantly reducing Fire or Police Department space. Consequently, the team does not currently have a list of potential program reductions.
Mayor Pro Tem Robbins stated that establishing the appropriate program should be the first step, followed by determining how that program could fit the site. She noted that the current program is substantially larger than the Town’s existing facilities and that the Council and community have not yet had an opportunity to fully discuss the desired tradeoffs. Mr. Gelfand acknowledged the concern.
Town Manager Johnson explained that Gensler’s scope of work, which was included with the Council’s staff report, specifically directed the firm to use the existing FMP programming and add the Fire Department program, since the current FMP did not include a Fire Station. She stated that Gensler is therefore performing the work outlined in its approved scope. If the Council wants a deeper evaluation of program reductions and alternatives, staff can work with Gensler to determine the additional time and cost required and return to the Council with a proposed scope amendment for approval.
She also noted that the Fire Chief has indicated he has limited authority from the Ross Valley Fire Department’s governing board to devote significant additional time to programming discussions.
Because the Fire Department’s operational needs and service model would be central to determining an appropriate Fire Station program, the Fire Chief would need direction from his governing board to participate in a more extensive review. Johnson explained that the same process applies to other departments, such as Police, whose operational requirements inform the amount of space needed. She noted that the existing facilities may not meet current standards for a new station, but if the Council directs staff to undertake a more detailed analysis, staff can begin discussions with Gensler and return with additional information at the October Council meeting.
Mayor Pro Tem Robbins stated it would be helpful for the Council to hear from community members before determining the scope and approach for any additional study.
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11 Council Member Salter asked whether Gensler had reviewed the CAC plan, which included specific blocking and square footage allocations for each department. Mr. Gelfand confirmed that he had reviewed the CAC materials but explained that Gensler’s direction was to use the programming developed by Mary McGrath and Associates and prior KPA studies as the basis for its analysis rather than the CAC program.
Council Member Salter also asked whether Gensler had reviewed the recently completed Sleepy Hollow Fire Station. Mr. Gelfand confirmed that the team was aware of the project but had not used it as a basis for the current programming because it was outside the scope of the work assigned to Gensler.
Council Member Salter suggested that, if directed by the Council, Gensler could review the Sleepy Hollow facility and its design to determine how the operational requirements and space allocations used there might inform the Ross facility. He noted that the Fire Chief was involved in the Sleepy Hollow renovation, making it a potentially useful reference for determining appropriate Fire Department space requirements. Mr. Gelfand agreed that this would be a reasonable approach.
Mayor McMillan noted that Fairfax Station 21 is also undergoing a significant remodel and could provide another relevant reference for evaluating the Fire Department program.
Mayor Pro Tem Robbins asked whether the apparatus bays were being designed to accommodate the same size fire engine currently used by the Town or a different vehicle. Mr.
Gelfand explained that there is not currently an engine specifically assigned to the site and that the planning assumes a standard modern fire engine.
Mayor McMillan opened the public comment period.
Paul Roesler, FORF/Council candidate, stated that more than 400 residents signed an initiative supporting restoration of fire operations in Ross, which FORF withdrew after the Council unanimously advanced the CAC plan, including a fully functional firehouse.
He expressed concern that the current alternatives either eliminate the firehouse or defer it to an uncertain Phase 2. He also questioned using the larger Mary McGrath stand-alone fire station program rather than the more right-sized CAC/FORF concepts.
Mr. Roesler urged the Council to direct Gensler to use the complete CAC plan as the baseline, rather than the McGrath program, and not to include alternatives that eliminate or defer the firehouse. He characterized the current approach as a significant policy change rather than simple program validation and questioned its timing before the election. He also urged the Council to preserve the firehouse option, provide residents with accurate costs, and allow the community to decide the issue transparently and responsibly.
Jeff Kuhn, CAC Chair/Council candidate, expressed strong opposition to adding a no-firehouse option to the CAC plan, which the Council unanimously supported. He stated that preserving the option to restore local fire service was essential to FORF supporters’ decision to withdraw the August 26, 2026 Special Minutes
12 ballot initiative requiring an operational firehouse. He noted that the Town Hall project, with or without a firehouse, is expected to require a $12–$15 million bond measure, requiring 67% voter approval, and stated that FORF would not support a no-firehouse option.
He reiterated the CAC’s offer to assist the Town through a volunteer working group to help implement its plan. He noted that CAC members collectively have extensive experience in real estate, design, development, construction, and finance. He emphasized the constraints of the
2.3-acre Town Center site, which must accommodate administration, public safety, affordable housing, and other uses. He stated that prioritization and tradeoffs will likely be necessary and that departments may not receive their full requested programs. He suggested that shared facilities and existing arrangements could help reduce space requirements, including shared firefighter/paramedic living and kitchen areas, shared conference and gym spaces, continued police vehicle parking behind Town Hall, and potentially off-site parking.
Mr. Kuhn concluded by emphasizing the need for practical solutions within the Town’s limited space and budget, stating, “Please don’t let the perfect be the enemy of the good.” Bob Herbst, FORF President/Council candidate, stated that the CAC believes the Town can achieve an attractive Town Hall and Community Center through thoughtful planning and tradeoffs. He supported including shared Fire and Paramedic living space while retaining the existing apparatus bays, which were constructed in 1995 with $3.5 million in private donations from Ross residents.
Mr. Herbst questioned using the Mary McGrath program, which contemplated a stand-alone fire station, as the basis for the CAC concept, which instead envisions shared firefighter/paramedic living space and retention of the existing apparatus bays.
He recommended that Gensler and Town staff review the recently completed Sleepy Hollow Fire Station as a comparable model, noted that Sleepy Hollow serves a population similar to Ross, retained its existing apparatus bay, and recently constructed approximately 2,400 square feet of firefighter living space. He stated that shared facilities could allow a combined Fire/Paramedic facility in Ross to be accommodated within approximately 3,000 square feet or less. He emphasized that the Sleepy Hollow facility provides a recent, operational RVFD model that could inform the Ross program without requiring extensive additional staff time.
He concluded by urging the Council to reject the no-firehouse option and work toward a unified plan that accommodates the Town’s needs within its space and financial constraints.
Wayne Holter, resident, questioned the effort to preserve space for a potential future fire station before residents have determined whether they would support the ongoing operational costs.
She asked whether the Town has already decided to retain space for a future Fire Department without first establishing whether voters would approve a parcel tax to fund its operations.
Mayor McMillan closed public comments and returned to discussion by the Council.
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13 Project Manager Kelley clarified that providing the Mary McGrath report to Gensler was not intended to advocate for a stand-alone fire station. Rather, the report provides the most recent analysis of space and operational requirements for a modern fire station, including current health and safety standards. He noted that the existing facility lacks several required features, including adequate space for firefighters to remove and manage protective equipment after responding to incidents.
Mr. Kelley stated that substantial facility improvements would need to address current OSHA and health and safety requirements, which staff expects the Fire Chief to identify as necessary. The McGrath report was therefore provided as the best available basis for validating the Fire Department’s space needs, not as a recommendation for a specific facility or cost.
He also noted that Gensler received the paramedic lease agreement, which provides approximately 2,050 square feet for paramedic operations but does not include Fire Department requirements. He questioned whether a combined facility could realistically accommodate three paramedics and six firefighters within approximately 3,000 square feet.
He explained that Gensler also evaluated opportunities to reduce the overall program through shared facilities, including fitness, kitchen, and other common spaces. Staff directed Gensler to minimize square footage while maintaining operational requirements. He also noted that similar reviews were conducted with current and former Police Chiefs to identify space necessary to meet current operational, health, and safety requirements.
Mr. Kelley emphasized that many of these requirements are mandated by current laws and standards when facilities are substantially upgraded or modified, even though they are not present in the existing buildings.
Council Member Dowling asked about the value of evaluating the civic center concept without a Fire Station.
Mr. Kelley explained that evaluating both scenarios is intended to avoid assuming that the Council has already made a final policy decision regarding future fire service. The comparison would provide information on the capital and taxpayer cost differences between facilities with and without a Fire Station, which could help inform a future Council decision and potential ballot measure. He also noted that evaluating the no-firehouse option at this stage would help identify differences in site circulation, building configuration, and other planning considerations. This would allow the Town to make an informed decision without having to restart the planning process if the Council ultimately determines that a Fire Station should not be included. It also allows the Council to consider whether preserving the opportunity for future fire service is appropriate.
Mayor Pro Tem Robbins questioned why a no-firehouse option was being considered, noting that the Council had unanimously endorsed the CAC plan, which included the option for a future Fire Station and was intended to bring the community together. She stated that while funding for future fire operations had not been determined, the Council’s April direction was to advance the CAC/Gensler plan with the Fire Station option preserved.
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14 She expressed concern that eliminating or phasing the Fire Station could undermine community support for a future bond measure and public safety funding, urged the Council to return to the CAC/Gensler plan and retain the Fire Station option without phasing, and also questioned why the program could not be reduced before selecting a building configuration. She suggested reviewing parking and other program elements to identify potential efficiencies and ensure the program reflects Council and community priorities.
She recommended taking additional time, if necessary, to reassess the program and determine whether the full program could be accommodated in one building or, if necessary, two buildings constructed without phasing.
Council Member Dowling expressed support for phasing, particularly to ensure adequate paramedic space is available by January 2029. She also noted that additional evaluation is needed to determine whether Study 2 can maintain the design quality and character previously supported by the Council.
She supported having Gensler review the recently completed Sleepy Hollow and Fairfax facilities to help validate space requirements, questioned whether the project timeline needed to be accelerated for a March ballot, and suggested allowing additional time to evaluate the program, Fire Department needs, and Police Department space requirements.
Council Member Dowling recommended extending the schedule modestly, rather than delaying the project unnecessarily, to provide Gensler and Town staff sufficient time to refine the plans and ensure the proposed facilities meet operational and community needs.
Council Member Kircher stated that the project should retain the Firehouse option consistent with the Council-approved CAC plan and that a no-firehouse alternative is unnecessary at this stage. He supported phasing as an alternative based on future financing, noting that the Firehouse could be constructed when funding is available while allowing the space to serve another purpose in the interim.
He also recommended evaluating opportunities to reduce the overall program to control costs while maintaining safe and effective Police, Paramedic, and Fire services. He suggested adding this evaluation to Gensler’s scope.
Council Member Kircher further recommended obtaining appropriate fire-service expertise, if needed, to evaluate current codes, regulations, and operational requirements. He suggested reviewing other RVFD stations as comparable facilities to determine how current standards have been addressed.
Council Member Salter characterized the current process as a failure of leadership, stating that the Council had previously reached consensus on a plan that included a Fire Station and that the current alternatives undermine that direction. He questioned who directed staff to pursue alternatives that do not align with the Council’s stated goal of preserving Fire Department capacity within existing site constraints.
August 26, 2026 Special Minutes
15 He criticized using the Mary McGrath stand-alone fire station program as the basis for the current planning effort, stating that more relevant examples are available through recently completed RVFD projects at Sleepy Hollow and Fairfax. He also supported using the CAC’s design expertise, noting that CAC members had already developed a plan for the site and had offered to assist.
Council Member Salter questioned the substantial cost and square-footage assumptions associated with the McGrath program and emphasized the potential for shared facilities between firefighters and paramedics. He cited recent RVFD projects as evidence that fire facilities can be designed and constructed more efficiently within existing constraints. He urged the Council and staff to focus on the Town’s actual needs, available budget, and practical opportunities rather than allowing an oversized program to drive costs and potentially make the Fire Station appear unaffordable. He encouraged the Town to pursue a feasible, community-supported solution that preserves the Fire Station.
Mayor McMillan rejected the characterization of the process as a failure of leadership and commended staff and Gensler for their work. She reaffirmed the Council’s April 29 and May 6 commitments to preserve space and options for a future Fire Station and stated that the Town should honor that direction while developing a financially viable plan that can gain community support.
She stated that the purpose of the meeting was to review Gensler’s progress, provide Council and public feedback, and identify areas for further study. She supported reviewing recently completed RVFD facilities, including Station 20 in San Anselmo and Station 21 in Fairfax, to help refine Fire Department space and cost assumptions. She noted that Station 20’s remodel cost approximately $5 million and Station 21’s kitchen and bedroom improvements approximately $1.6 million.
Mayor McMillan emphasized the need to evaluate and reduce the overall program where appropriate, comparing the process to starting with an overly ambitious home renovation and making compromises to remain within budget. She also clarified that she had no involvement or influence in staff or Gensler discussions or preparation of the staff report and stated that the CAC’s letter provided useful guidance for refocusing priorities.
She supported allowing additional time to evaluate Fire Department facilities and all departmental programs, questioned the feasibility of the October project deadline and a March 2027 bond measure, citing prior analysis that indicated challenges in obtaining voter approval given current financial and political circumstances, and suggested revisiting the project timeline to reduce unnecessary pressure on staff and the design team.
She asked whether the feedback provided by the Council and public was sufficient for staff and Gensler to proceed.
Town Manager Johnson summarized that the no-firehouse option will not be pursued. Staff will review San Anselmo Station 20 (Sleepy Hollow) and Fairfax Station 21 as comparable facilities.
She and Mr. Kelley will work with Gensler to develop an amended scope of work addressing a August 26, 2026 Special Minutes
more detailed review of departmental programming and square footage, as well as the two reference stations. The proposed amendmentwill be presented to the Council on October 8. The revised scope will not be ready for the next Council meeting, but the current work will continue in the interim.
Council Member Salter questioned whether the paramedic facility's 2,150-square-foot lease requirement, based on a prior master plan, should constrain the new shared facility design. He advocated reassessing the space needs based on the Town's current budget, priorities, and overall plan.
Mayor ProTern Robbinssupported reviewing theparamedic space as part ofthe broaderfacilities planning process, while emphasizing that the facility must remain functional and attractive and that the Town has committed to providing space for the paramedics.
Mayor McMillan and Council Member Dowling expressed concern about changing the paramedic lease requirements, particularly given the January 1, 2029 delivery deadline and potential contractual and operational risks. Mayor McMillan preferred addressing the issue within the overall facilities planning rather than as a separate agenda item.
Town Attorney Stock advised that the Council could discuss the paramedic lease and space requirements as part of the broader facilities planning and related tradeoffs; a separate agenda item was not necessary.
The Council generally agreed that the paramedic space should be evaluated in the context ofthe overall facility plan, with any necessary lease changes addressed later if the Council ultimately determines they are needed.
Mayor McMillan asked if there were any further comments, and there were none.
5. Adjournment.
The meeting adjourned at 7:55 p.m.
a ry Koblick de Leon
Town Clerk/Senior Management Analyst
Julie McMillan, Mayor
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