Staff Report with Attachments
PREPARED BY: JENNIFER ARMER, AICP
Senior Planner
110 E. Main Street Los Gatos, CA 95030 ● 408-354-6832
www.losgatosca.gov
MEETING DATE: 04/30/2019
ITEM: 1
TOWN OF LOS GATOS
GENERAL PLAN UPDATE ADVISORY COMMITTEE
REPORT
REPORT
DATE: APRIL 26, 2019
TO: GENERAL PLAN UPDATE ADVISORY COMMITTEE
FROM: JOEL PAULSON, COMMUNITY DEVELOPMENT DIRECTOR
SUBJECT: CONTINUE THE DISCUSSION OF GENERAL PLAN VISION AND DISCUSS
GUIDING PRINCIPLES
BACKGROUND:
On April 23, 2019, the General Plan Update Advisory Committee (GPAC) held its third meeting
to review the existing General Plan Vision and discuss potential modifications. The Discussion
section of this report focuses on the continued work of the Committee on the Vision and
Guiding Principles.
In addition, the GPAC requested information to help with a better understanding of longer term
economic and demographic trends, and the Town’s budget and five-year forecast.
A. Trends and Projections
As mentioned in the Background Report, the Association of Bay Area Governments and the
Metropolitan Transportation Commission adopted Plan Bay Area 2040 in July 2013. The
Plan is a sustainable communities strategy as required by Senate Bill 375, linking r egional
land use and transportation trends, connecting the Regional Transportation Plan to
measurable actions to reduce greenhouse gas emissions, and including projections for 2040
all cities and counties in the nine-County Bay Area region (Santa Clara, San Mateo, San
Francisco, Marin, Sonoma, Napa, Solano, Contra Costa, and Alameda). For Los Gatos in
2040, the Town is projected to add 600 households (total of approximately 13,000) and
1,200 people (total of approximately 31,500). Pursuant to SB 375, MTC is beginning to
update the Plan with a new horizon year of 2050. To review Plan Bay Area 2040, please
visit: https://mtc.ca.gov/sites/default/files/Final_Plan_Bay_Area_2040.pdf
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PRINCIPLES
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N:\DEV\GPAC\GPAC Staff Reports\2019\4-30-19\Staff Report - Vision and GP FINAL.docx
BACKGROUND (continued):
The GPAC might also be interested in Joint Venture Silicon Valley’s annual Silicon Valley
Index of economic, demographic, and other indicators with data on historical
trends: https://jointventure.org/download-the-2019-index
B. Town Budget and Five-Year Forecast
As mentioned at the April 23rd meeting, the Town follows best practices in municipal
budgeting, forecasting, and auditing. For an overview of various steps in the budgeting
process, please see Attachment 1. The steps identify Council discussions and actions, which
are all conducted in public meetings and the community is welcome to participate. The
Background Report used the Adopted Budget as the published source of data, which is
consistent with planning practice to establish a baseline. Attachment 1 includes the
abbreviation “CAFR” which stands for the Comprehensive Annual Financial Report. This is
an annual audit typically completed in the fall of each year after the close of the previous
fiscal year on June 30th.
The Town’s Budget is adopted in June and reviewed in Febru ary with mid-year data
(through December 31) to determine if revenues and expenditures are tracking as expected
in the Adopted Budget. The Mid-Year Report also consolidates all Council budget
adjustments that have occurred between July and February, including those adjustments
contained in the Mid-Year report. This year, the Council considered the Mid-Year Report on
February 19, 2019, including all salary and benefit expenditures associated with the
negotiated contracts (see agenda item 7):
https://granicus_production_attachments.s3.amazonaws.com/losgatos/f917439a095701f6
e2e4c35c7afcc5920.pdf. Taking into account all budget adjustments, an updated year end
estimate is provided showing that the Town is expected to have revenues exceed expenses
by June 30, 2019.
The Town also produces a Five-Year Forecast to anticipate revenue and expenditures. Also
at the February 19th Council Meeting (agenda item 12; same link as above), the Council
discussed the assumptions contained in the Forecast and reviewed sensitivity analysis that
demonstrated the effects of optimistic and pessimistic scenarios on the Forecast. On May
21, 2019, the Council will consider the Proposed Operating Budget, which will contain an
updated Five-Year Forecast reflecting new information regarding tax revenues, pension
expenses, and other information. GPAC members are welcome to participate in the Town’s
budgeting in addition to their service for the General Plan update.
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PRINCIPLES
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DISCUSSION:
At the GPAC meeting on April 23, 2019, the GPAC members discussed the Vision chapter of the
existing General Plan. In response to this discussion , staff has prepared the following
information to assist in the development of a revised Vision statement, and consideration of
Guiding Principles.
A. Key Words and Concepts
During the April 23, 2019 GPAC meeting, the following key concepts were mentioned for
potential inclusion into the Vision statement or Guiding Principles:
• Safety, police, wildfires
• How to serve specific parts of the community (seniors/youth)
• Fiscally responsible
• Sustainability
• Transportation (pedestrian and bikes)
• Less focus on development
• History
• Businesses
• Technology
• Family-oriented
• Welcoming
• Sense of community
• Arts, culture, and recreation
• Diversity
• Inclusive
• Preservation
• Smart development
• Sensitive development
• Uniqueness
• Housing for all stages of life
• Maintain hillsides
• Fiscally sound
• Climate change and awareness
• Encouraging business
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PRINCIPLES
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DISCUSSION (continued):
B. Draft Vision Statements
The following draft Vision statements were prepared by GPAC members during the April 23,
2019 GPAC meeting with the key concepts listed above are underlined. The second draft
statement includes possible edits for readability:
• In 2040, the Town of Los Gatos will be a Town which welcomes all and cares for each
member of its diverse community. Los Gatos welcomes smart development, embraces
its history and technology while maintaining its unique small town feel. Through
embracing sustainability we maintain the health of our community, preserving it for
future generations.
• In 2040, Los Gatos will be a Town that welcomes all individuals and families and cares
for each member of its diverse community. Los Gatos welcomes smart, sensitive
development, embraces its history as well as innovations, while maintaining its unique
small town feel. Los Gatos encourages a lively/dynamic economic business community
that includes a range of businesses, most of which are local businesses that serves
residents and visitors. Through embracing sustainability and safety, we maintain the
health of our community, preserving it for future generations.
The following draft Vision statements were prepared by Mintier Harnish Planning
Consultants based on the discussion at the April 23, 2019 GPAC meeting:
• In 2040, the Town of Los Gatos is a forward-looking and welcoming community built
upon a strong sense of community and cultural heritage. Residents and visitors alike
cherish the community’s small town ethos, family friendly environment, lively and
accessible downtown, natural beauty and cultural heritage, biking and walking options,
cultural and artistic expression, and the community’s overall quality of life. Our
neighborhoods are safe and healthy, and provide housing and facilities that address the
needs of all stages of life. The Town encourages smart and innovative development
ideas and supports the success of locally-owned businesses, all while maintaining the
Town’s unique character. The community also embraces sustainability and takes an
active role in the stewardship of community resources. Los Gatos takes pride in being a
great place to live, work, and visit.
* Ethos - the characteristic spirit of a culture, era, or community as manifested in its
beliefs and aspirations.
DISCUSSION (continued):
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PRINCIPLES
APRIL 26, 2019
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• In 2040, the Town of Los Gatos is a safe, welcoming, and family-oriented community
that is planned to meet the needs of current and future generations. The Town has
diverse housing opportunities for all ages, excellent neighborhoods and schools, a lively
and accessible downtown, varied and convenient transportation options, excellent
public facilities and services, and an open and responsive local government. Los Gatos
encourages smart and innovative development ideas, supports the success of locally-
owned businesses, and aspires to maintain a community that is economically healthy
and a good place to do business. Los Gatos takes pride in preserving its past while
welcoming new innovations and ideas.
In addition, six additional vision statement examples, as well as the full Introduction
Chapters for the cities of Mountain View and Cupertino, are included as Attachment 2.
C. Draft Guiding Principles
Based on the discussion at the April 23, 2019 GPAC meeting, staff will prepare draft Guiding
Principles for consideration and modification that will be distributed in an Addendum report
on Monday.
NEXT STEPS:
The next steps in the General Plan update process include:
• Continuing and completing General Plan Vision and Guiding Principles discussion for
recommendation to Planning Commission and Town Council;
• Conducting Town Council and Planning Commission Study Session(s); and
• Beginning Phase 4: Land Use Alternatives.
ATTACHMENTS:
1. Budget Process Diagram (one page)
2. Example Vision Statements (23 pages)
3. Public Comments Received before 11:00 a.m., Friday, April 26, 2019
TOWN OF LOS GATOS
ANNUAL BUDGET/CAFR CYCLE
December
January
February
May
June
July
December
Prior FY
(2017/2018)
FY 2018/19
June 30, 2018 CAFR finalized
and presented for Council
approval.
CAFR surpluses assigned per
the Council Reserve Policy as
of June 30, 2018
Council deliberates Strategic
Priorities and Budget direction
for FY 2019/2020
Council determines if previously
assigned surpluses should be
reallocated for FY 2019/2020
Council adoption of the FY
2019/2020 Operating & Capital
Budgets
End of June 30, 2019 CAFR
period
June 30, 2019 CAFR finalized and
presented for Council approval.
CAFR surpluses assigned per the
Council Reserve Policy as of June
30, 2019
ATTACHMENT 1
All Council deliberations and actions include opportunities for public input
Current FY
(2018/2019)
Next FY
(2019/2020)
Start of new FY 2019/2020
Operating Budget year
Council considers Mid-Year
Budget adjustments through
12/31/2018 for FY 2018/2019
Budget.
Review of Five-year Forecast
and assumptions.
͌͌͌͌͌͌͌͌͌͌͌͌͌͌͌͌
Public hearing on FY 2019/2020
Operating & Capital Budgets [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place Feb 19, 2019
This Page
Intentionally
Left Blank
Vision Statements from other Nearby Communities
Cupertino
Cupertino aspires to be a balanced community with quiet and attractive residential neighborhoods; exemplary
parks and schools; accessible open space areas, hillsides and creeks; and a vibrant, mixed-use “Heart of the
City.” Cupertino will be safe, friendly, healthy, connected, walkable, bikeable and inclusive for all residents and
workers, with ample places and opportunities for people to interact, recreate, innovate and collaborate.
Hayward
Hayward will be a distinct and desirable community known for its central Bay Area location, vibrant Downtown,
sustainable neighborhoods, excellent schools, robust economy, and its growing reputation as a great college
town. With a variety of clean, safe, and green neighborhoods, and an accessible network of parks and natural
open space, Hayward will be home to one of the most diverse, inclusive, educated, and healthy populations in
the Bay Area. It will be a destination for life-long learning, entertainment, arts and culture, recreation, and
commerce. It will be a community that values diversity, social equity, transparent and responsive governance,
civic engagement, and volunteerism. Hayward will be a thriving and promising community that individuals,
families, students, and businesses proudly call home.
Millbrae
In 2040 Millbrae is the gem of the Peninsula, distinguished locally for its strong sense of community and
regionally as the Bay Area’s premier transit hub. Residents continue to be proud to call Millbrae “home” because
of its pristine views of the Bay, attractive residential neighborhoods, distinguished schools, charming and lively
downtown, and active civic life. Millbrae is an international destination because of its access to transit, vibrancy
of El Camino Real, diversity of retail and restaurants, and charming atmosphere. Millbrae exemplifies a vibrant
and prosperous community.
Mountain View
In 2030, the City of Mountain View embraces sustainable living and provides for the needs of all residents. It is a
place that values its diversity, balances preservation with innovation and provides quality education. The
community supports a lively Downtown, vibrant neighborhoods and a healthy economy.
Palo Alto
We aspire to create a safe, beautiful City for ourselves, our children and future generations. We envision a City
with diverse housing opportunities and a sustainable transportation network, where the natural environment is
protected, where excellent services are provided and where citizens have a say in government. We aspire to
create a City that is economically healthy and a good place to do business.
Union City
Union City is the heart of the Bay Area and a regional center for commerce, community, and culture. Our
economy is strong and diverse and provides high paying jobs across a broad range of local businesses, high
profile companies, and emerging industries. Our residents and neighborhoods are safe and healthy and our
community is celebrated for its diversity and equitable treatment of everyone. Union City provides effective and
efficient public services and is fiscally stable.
ATTACHMENT 2
chapter 1
Introduction
3
chapter 1
Introduction
chapter 1
Introduction
What is a General Plan?
A general plan is a city’s road map for the future. It describes a
community’s aspirations and identifies strategies for managing
preservation and change. The State of California requires every
city and county to have a general plan to guide growth. General
plans typically include goals, policies, implementing actions and
supporting graphics. These components work together to convey
a long-term vision and guide local decision making to achieve that
vision. The general plan also plays an important role in regulating
land use. Its policies and maps form the foundation for City ordi-
nances, guidelines and plans.
This comprehensive update of the City’s 1992 General Plan
provides goals and policies that reflect present-day community
values and priorities and compliance with current state laws and
local ordinances.
Mountain View’s
General Plan Vision
Mountain View’s General Plan vision
was developed by the community in
2008 as part of the General Plan
Visioning Process. This core vision
represents the community’s ideal
future:
In 2030, the City of Mountain
View embraces sustainable living
and provides for the needs of all
residents. It is a place that values
its diversity, balances preservation
with innovation and provides
quality education. The community
supports a lively Downtown,
vibrant neighborhoods and a
healthy economy.
During the Visioning Process, the
community articulated important values
and planning principles, identified
assets and opportunities, and outlined
key areas for change and preservation.
These components built the foundation
for development of the General Plan
goals, policies and actions.
Where We’ve Been
and Who We Are
Located in the heart of Silicon Valley,
Mountain View is a community defined
by distinctive neighborhoods, diverse
residents, a rich natural environment
and a desirable quality of life. The city
has evolved from its agricultural roots
into one of the country’s foremost
centers of industry and innovation.
Evolution of the City
Mountain View began as an agricultural
community with a compact Downtown
core surrounded by farms and orchards.
The City was incorporated in 1902
and retained its agricultural character
until the 1950s, while gradually adding
population and new development. After
World War II, the population increased
from approximately 6,500 in 1950 to
almost 55,000 in 1970. This rapid
growth transformed Mountain View into
a city with complete services and new
neighborhoods, parks and commercial
and industrial districts. As expansion
took place, different areas of the city
began to take shape, each with a
unique character. These included quiet
family-oriented ranch-style neighbor-
hoods, auto-oriented commercial uses
along El Camino Real and large indus-
trial areas.
Growth continued over the next several
decades. New single-family develop-
ments expanded north of Central
Expressway and south of El Camino
Real. New multi-family residential
developments were built throughout the
city. Regional shopping centers such as
Mayfield Mall and San Antonio Center
opened, offering residents new local
shopping opportunities while attracting
customers from around the region.
5
The past few decades have brought
more change to Mountain View. The
rebirth of Downtown in the 1990s
injected new life into the heart of the
city. Castro Street was redesigned as
an attractive, pedestrian-friendly street
connecting to new light rail service
and Mountain View’s Transit Center.
Community vision, commitment and
investment helped to spur new private
development, creating a thriving Down-
town district of shops and restaurants.
The North Bayshore area also began
its remarkable transformation. Once
defined by its landfill, hog farms and
wrecking yards, the area became an
economic hub of technology offices
and industries. North Bayshore’s rich
natural habitat was complemented by
new recreational opportunities along
the multi-use bayfront at Shoreline at
Mountain View Regional Park. East
Whisman has also experienced signifi-
cant growth in employment, including
technology headquarters, while new
residential developments oriented to
transit were built near the Whisman
Light Rail Station. In addition, some
residential neighborhoods and corridors
such as El Camino Real have seen
moderate amounts of infill development
in recent years.
From Shockley to Start-ups
Mountain View has long been a hub of
innovation. In 1955, William Shockley
established his pioneering silicon-device
manufacturing and research labora-
tory on San Antonio Road. Shockley
co-invented the transistor, which revolu-
tionized computer technology and led to
the rapid development of the computer
and electronics industries in the area.
In the 1960s, many of the first elec-
tronics industries and integrated-chip
manufacturers settled in the Ellis-
Middlefield industrial area.
Mountain View continues to attract
technology industries and start-up
businesses, making the city a major
regional employment center and home
to some of the world’s most prestigious
and forward-thinking companies. While
business parks house many larger
companies, numerous start-up firms
and other thriving enterprises have
located Downtown, where they benefit
from the vibrant pedestrian-oriented
character and access to the Mountain
View Transit Center.
The NASA Ames Research Center at
Moffett Field was established in the
late 1930s as one of the country’s
preeminent intellectual and technolog-
ical centers. It continues its vital work
today, focusing on space exploration,
scientific discovery and aeronautics
research. Owned and operated by the
federal government, NASA Ames plays
an important economic and educational
role in the community and region.
Mountain View’s Quality of Life
Mountain View’s rich and diverse
natural environment offers its residents
an excellent quality of life. The nearby
San Francisco Bay and Stevens and
Permanente creeks present abundant
opportunities for outdoor recreation.
Natural areas and urban forests
chapter 1
Introduction
6
also support valuable habitat for a
number of diverse species. Views of
the surrounding mountains inspired
the city’s name and contribute to its
distinct sense of place.
Mountain View prides itself on a tradi-
tion of building high-quality parks, trails
and public facilities. Shoreline Golf
Links and Rengstorff, Eagle and Cuesta
parks are examples of outstanding facil-
ities with a variety of features including
fields, courts, playgrounds, pools and
recreational programs serving the broad
needs of residents. The City’s vision
and leadership were instrumental in
developing the Stevens Creek, Perma-
nente Creek and Hetch Hetchy trails.
Today, these trails provide expanded
citywide pedestrian and bicycle access
and attractive places for exercising and
socializing.
The City partners with local schools to
create shared open space and recre-
ational facilities, as well as to maximize
access to recreational resources for
students and the larger community.
The Public Library, Civic Center and the
Mountain View Center for Performing
Arts anchor Downtown and benefit resi-
dents with educational, governmental
and cultural opportunities and services.
The Senior Center, Teen Center and the
Whisman and Mountain View sports
centers present civic and recreational
opportunities and services. The historic
Rengstorff House and the Adobe
Building offer unique meeting and
special event spaces and are strong
visual reminders of the community’s
heritage.
Mountain View’s long-standing local
organizations contribute to community
vitality. El Camino Hospital has played
an important role in the city since the
1950s. Kaiser Permanente and Palo
Alto Medical Foundation also supply
community health care services. The
Community School for Music and Arts
has enriched the community with art
and music education for more than 50
years. The El Camino YMCA has offered
recreational facilities and programs
to local families for decades. The
Computer History Museum is home
to one of the world’s largest interna-
tional collections of computing artifacts
including hardware, photos and soft-
ware. It is a popular destination for both
residents and visitors.
The business community helps maintain
Mountain View’s superior quality of life
by supplying local jobs and a substan-
tial tax base. The city’s several large
world-class technology corporations,
along with its many start-up compa-
nies, contribute to Mountain View’s
identity as a generator of cutting-edge
products and innovations. Many small
businesses offer daily goods and
services for these companies and their
employees, as well as for surrounding
neighborhoods. Service businesses are
primarily concentrated Downtown, along
El Camino Real, in industrial areas and
in neighborhood shopping centers.
The Mountain View Community
Mountain View is proud of its rich
history of cultural diversity and
community activism. The community
was defined by large groups of early
settlers from Latin America, Asia and
Europe. This diversity is still evident
today through residents’ varied back-
grounds and histories. The community
values these broad perspectives.
These perspectives help shape the city
and are expressed daily in schools,
community groups, businesses and
government.
7
Mountain View highly values and
supports its school system. Well-
regarded academics and facilities and
strong community involvement make
local schools a desirable choice for
families. The City actively supports the
school system through a range of
partnerships and programs.
Mountain View is home to a variety of
distinctive residential neighborhoods,
including single-family ranch-style
homes south of El Camino Real;
eclectic and architecturally rich homes
in the Downtown area; single-story
Eichler subdivisions; and other diverse
neighborhoods throughout the City.
Many of these areas have strong neigh-
borhood associations actively involved
in both neighborhood and broader
City initiatives. The City supports its
neighborhoods in many ways, including
sponsoring local meetings, distributing
grants for community activities and
projects, and providing a volunteer
mediation program for residents.
Mountain View has been characterized
by many as the “start-up” community
of Silicon Valley. This entrepreneurial
culture is reflected in the number and
diversity of technology companies that
have located here over many years.
The 1992 General
Plan Legacy
Mountain View’s 1992 General Plan
–the fifth such plan since the city’s
inception–positioned it for much of
the change and improvement that has
occurred over the past 20 years.
Mountain View became widely recog-
nized as a pioneer of sustainable
growth in the 1990s by focusing devel-
opment along its transit corridors. The
City approved construction of several
new residential and commercial proj-
ects close to new light and heavy rail
stations. Noteworthy transit-oriented
developments include The Crossings
neighborhood near the San Antonio
Caltrain Station, the Whisman Station
neighborhood and Downtown develop-
ments. The Ellis-Middlefield industrial
area was also revitalized with new
transit-oriented office developments
along the light rail corridor.
Downtown revitalization incorporated
major streetscape improvements, new
civic buildings, and the new Mountain
View Transit Center. North Bayshore
continued its prominence as a center
of innovation with more than 2.5 million
square feet of new office developments.
Improvements included Shoreline at
Mountain View Regional Park upgrades,
a new recycled water system and
enhanced wildlife habitat and wetlands.
Since the 1992 General Plan, the
City adopted many implementation
plans such as the Parks and Open
Space Plan and precise plans to guide
further public and private projects.
New public facilities were designed and
constructed including a senior center,
child-care center and several neighbor-
hood parks. Approximately nine miles
of new trails were built throughout the
chapter 1
Introduction
8
city. Mountain View’s strong emphasis
on urban design continued with new
residential development guidelines.
Several affordable housing projects
were built in recent years, including the
San Antonio Place efficiency studios
and Paulson Place senior housing.
2030 General Plan
Foundation
The Mountain View 2030 General Plan
update began in 2008 with a compre-
hensive Visioning Process, which
included a series of community forums
and meetings.
Dozens of volunteers collected input
from neighborhood groups. This led
to two citywide community visioning
workshops, during which more than 400
community members discussed their
aspirations for Mountain View’s future
and developed a community vision
statement and planning principles. The
Visioning Process set the foundation for
the General Plan by identifying neighbor-
hoods that should be preserved and
enhanced and areas in the city that
could support future change.
Following this initial phase, more than
1,400 community stakeholders partici-
pated in over 70 meetings and public
hearings to further shape the General
Plan. The City also targeted outreach to
neighborhoods, property owners, youth
groups, seniors, business groups and
local organizations to address topics
such as sustainability, transportation
and housing. Multi-lingual outreach was
an important part of the process with
involvement from Spanish, Chinese and
Russian speaking groups.
The City Council and the General Plan
Project Advisory Committee (PAC),
composed of Environmental Planning
commissioners and three City Council
members, reviewed the substantial
community input at milestones in the
planning process. Over the course of
the General Plan’s development, the
Council, PAC, Environmental Planning
Commission and community members
reviewed preliminary Plan materials
and provided further input and recom-
mendations. Each of the City’s boards,
commissions and committees also
reviewed draft materials and provided
comments on the Plan. The General
Plan builds on a number of City plans
and policies including the Environmental
Sustainability Task Force Final Report,
Parks and Open Space Plan, Water
Master Plan and Economic Develop-
ment Strategy and Action Plan.
9
Looking to the Future
The goals and policies of the Mountain
View 2030 General Plan provide vital
direction for the future. They set forth
the City’s commitment to make appro-
priate decisions and allocate necessary
resources to support that direction.
Implementing actions are the specific
to-do steps required to carry out the
Plan’s goals and policies. These actions
are included in a companion Action Plan
that will help carry out the broader goals
and policies.
The General Plan provides a framework
for anticipating future trends through
its vision, goals and policies. However,
it may need to be amended at times
to address new issues and informa-
tion. The Action Plan will be reviewed
regularly by the City and community to
ensure the General Plan is achieving
its goals. Based on this review, General
Plan actions may be amended, added or
deleted.
chapter 1
Introduction
10
General Plan Themes
General Plan goals, policies and actions direct how Mountain View will achieve its
vision for 2030. The following section describes major General Plan themes and
overarching strategies that support the community’s preferred future. As the City
carries out its General Plan, these themes and strategies should ground decision
making and ensure that overall planning direction remains on course. More details
related to each of the overarching strategies can be found within specific General
Plan Elements, as noted in parentheses.
Q ua L i T y o F L i FE
The Mountain View community enjoys an excellent quality of life with its strong
and diverse neighborhoods, vibrant Downtown, excellent schools, well-maintained
community facilities and infrastructure and many open space and recreational
opportunities. The General Plan seeks to maintain this high-quality environment
by preserving the land uses within most neighborhoods and establishing policies
to help enhance and support their distinct characters. Most of the General Plan
change in the city is focused in the North Bayshore area and along transit corridors
in the East Whisman, El Camino Real and San Antonio areas.
Overarching strategies to support Mountain View’s quality of life include:
§Preserving neighborhood character and increasing City revenues to help fund
community facilities and other improvements. (Land Use and Design)
§Continuing the unique partnership and cooperation between the City and the
Mountain View Whisman School District to meet shared open space, recreational
and educational needs. (Parks, Open Space and Community Facilities)
§Expanding parks and open space to support population growth. (Parks, Open
Space and Community Facilities)
§Supporting non-automotive transportation measures. (Mobility)
§Identifying new funding sources to ensure the continued maintenance and
improvement of the city’s infrastructure. (Infrastructure and Conservation)
Su STainabi L i T y
A sustainable community is one that meets current needs without compromising
the ability to meet the needs of future generations. Sustainability is an important
underlying value identified by the Mountain View community. Greenhouse gas reduc-
tion and global climate change are especially critical challenges. This General Plan
includes a comprehensive set of goals and policies to achieve a more sustainable
future for Mountain View while contributing to regional and global sustainability
initiatives.
11
The City’s Greenhouse Gas Reduction Program, developed concurrently with the
General Plan, includes incremental measures the community can undertake to
address its emissions over time. The North Bayshore area, next to San Francisco
Bay, is particularly vulnerable to future rise in sea level. The General Plan calls for
adapting to this future change through further targeted studies and by coordinating
with regional agencies on flood-prevention strategies.
Overarching strategies to support Mountain View’s sustainability include:
§Focusing future growth around major transportation corridors to increase transit
ridership. (Land Use and Design)
§Creating flexible mixed-use land use designations to support “village centers,”
which are neighborhood mixed-use and commercial centers within walking
distance of neighborhoods. (Land Use and Design)
§Developing building, water and energy conservation measures. (Land Use and
Design; Infrastructure and Conservation)
§Encouraging more bicycling and walking through improved connections and
facilities. (Mobility)
D i VERS i T y
Mountain View is a place that embraces and celebrates its diversity including its
mix of cultures, range of ages and incomes and broad spectrum of groups with
special needs. The city’s population is expected to become more diverse in the
future, with an increased senior population and further changes in its cultural and
ethnic makeup. Increased diversity shapes how and where change in the community
should be focused. It also influences how City services and programs are planned
and delivered to address a range of needs.
Overarching strategies to support Mountain View’s diversity include:
§Involving all community stakeholders in planning processes. (Land Use and
Design)
§Providing a broad range of recreational and cultural programs and services to
meet various community needs. (Parks, Open Space and Community Facilities)
§Identifying locations for a range of housing supported by public transportation
options. (Housing; Land Use and Design)
§Continuing innovative housing approaches for lower-income populations.
(Housing)
chapter 1
Introduction
12
HE a LTH an D WELL n ESS
Mountain View residents generally enjoy good health, particularly related to neigh-
borhood quality and access to healthy foods and health care. However, there are
opportunities for improvement, especially for certain groups with specific health
needs or impairments, such as the elderly or those with chronic diseases. Rates of
obesity, diabetes, asthma and other conditions show the need for positive change in
the environment.
Overarching strategies to support Mountain View’s health and wellness include:
§Reducing risk factors for conditions such as obesity by improving bicycle and
pedestrian infrastructure to encourage active, non-automotive transportation
options. (Mobility)
§Creating a land use pattern that improves access to healthy foods, services and
community spaces. (Land Use and Design)
§Maintaining and expanding open space and recreational opportunities for resi-
dents to enjoy physical and social activities in a natural environment. (Parks,
Open Space and Community Facilities)
§Continuing to monitor and improve the community’s air, soil and water quality.
(Infrastructure and Conservation)
§Implementing policies to create a safer community. (Public Safety)
§Enhancing safe and affordable housing. (Housing)
E C ono M i C p R o S p ER i T y
Mountain View has long been home to research facilities and forward-thinking
companies. This supports economic growth with significant new local jobs, a diversi-
fied tax base and worldwide recognition as a hub of technology and innovation. A
strong and diverse economy is vital in helping the City continue to generate the
revenue required to provide high-quality services and programs.
Overarching strategies to support Mountain View’s economy include:
§Supporting business needs through increased land use intensities and highly
sustainable, well-designed business districts. (Land Use and Design)
§Improving the overall economic base and diversity of businesses and increasing
the City’s future revenues. (Land Use and Design)
§Improving transportation services between North Bayshore and the Mountain
View Transit Center. (Land Use and Design)
13
General Plan Organization
Following this introduction, the General
Plan begins with a Planning Area
chapter that frames geographic plan-
ning areas in the city. It describes
current conditions and a preferred
future for each area. Then, the core of
the General Plan includes the topical
elements that make up the remainder
of the document. These include:
§Land Use and Design (page 35)
§Mobility (page 93)
§Infrastructure and Conservation
(page 117)
§Parks, Open Space and Community
Facilities (page 139)
§Noise (page 155)
§Public Safety (page 169)
§Housing (under separate cover)
Each General Plan Element is organized
into sections describing context and key
topics, planning strategies and goals
and policies. The Land Use and Design
Element also includes goals and poli-
cies for key change areas–areas where
the most significant change is planned
in the North Bayshore, East Whisman,
San Antonio, El Camino Real and
Moffett parts of the city.
Legal Requirements
State law requires cities and counties to prepare and adopt a
comprehensive and long-range general plan for its physical
development according to California Government Code Section
65300.
State law also requires that general plans address seven topics or
elements including land use, circulation, open space, conservation,
safety, noise and housing according to California Government Code
Section 65302. Each element is required to include specific statutory
requirements. Mountain View’s General Plan incorporates these
required elements.
chapter 1
Introduction
1introduction
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
I-2
Community Vision 2040 is a roadmap to the future that encompasses the
hopes, aspirations, values and dreams of the Cupertino community. The
underlying purpose of this document is to establish the policy and regulatory
framework necessary to build a great community that serves the needs of its
residents, maximizes the sense of connection between neighborhoods and
enhances Cupertino as a great place to live, work, visit and play.
Community Vision 2040 provides a framework for integrating the aspirations
of residents, businesses, property owners and public officials into a
comprehensive strategy for guiding future development and managing
change. It describes long-term goals and guides daily decision making by
the City Council and appointed commissions. This document functions as
the City of Cupertino’s State-mandated General Plan, and covers a time
frame of 2015–2040. As such, the goals, policies and strategies contained in
this document lay the foundation for ensuring there is appropriate land use
and community design, transportation networks, housing, environmental
resources and municipal services established between now and 2040.
Due to the breadth of topics covered in Community Vision 2040, conflicts
between mutually-desirable goals are inevitable. For instance, increased
automobile mobility may conflict with a safe, walkable community. This
document reconciles these conflicts in the interest of building a cohesive
community. Per State law, every goal and policy in this plan has equal weight.
The City recognizes that the interests of residents of a particular street or
neighborhood may need to be balanced with the overall needs and potentially
greater goal of building a community. These are conscious choices that the
City makes in the interest of building community.
Purpose of Community Vision 2040
CONTENTS:
I-2 Purpose of Community Vision 2040
I-3 Vision Statement
I-4 Guiding Principles
I-6 Organization of the Document
I-7 Community Vision 2040 Adoption
I-8 Community Vision 2040 Implementation
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
In order to prioritize goals and actions, the City developed an overarching
vision statement based on extensive community input received during the
2013-14 General Plan Amendment process. This input culminated in “A Vision
for Cupertino”, shown below, which reflects ideas, thoughts and desires from
residents, local business and property owners, study area stakeholders, elected
and appointed officials, and other members of the Cupertino community.
This updated vision expresses the community’s desires for Cupertino’s future.
It describes the community’s overall philosophy regarding the character and
accessibility of existing and new neighborhoods and mixed-use corridors.
Ultimately, all goals, policies and strategies contained in this document must be
consistent with the vision statement.
Cupertino aspires to be a balanced
community with quiet and attractive
residential neighborhoods; exemplary
parks and schools; accessible open
space areas, hillsides and creeks; and
a vibrant, mixed-use “Heart of the
City.” Cupertino will be safe, friendly,
healthy, connected, walkable,
bikeable and inclusive for all residents
and workers, with ample places and
opportunities for people to interact,
recreate, innovate and collaborate.
I-3
VISION STATEMENT
A Vision for Cupertino
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
I-4
The Guiding Principles provide additional detail about Cupertino’s desired future
necessary to fully articulate the ideas contained in the vision statement. Similarly,
the Guiding Principles were developed based on extensive community input.
GUIDING PRINCIPLES
1
2
3
4
5
6 SUPPORT VIBRANT AND MIXED-USE BUSINESSES
Ensure that Cupertino’s major mixed-use corridors and commercial nodes
are vibrant, successful, attractive, friendly and comfortable with inviting active
pedestrian spaces and services that meet the daily needs of residents
and workers.
ENSURE A BALANCED COMMUNITY
Offer residents a full range of housing choices necessary to accommodate the
changing needs of a demographically and economically diverse population,
while also providing a full range of support uses including regional and local
shopping, education, employment, entertainment, recreation, and daily needs
that are within easy walking distance.
ENHANCE MOBILITY
Ensure the efficient and safe movement of cars, trucks, transit, pedestrians,
bicyclists and disabled persons throughout Cupertino in order to fully
accommodate Cupertino’s residents, workers, visitors and students of all ages and
abilities. Streets, pedestrian paths and bike paths should comprise an integrated
system of fully connected and interesting routes to all destinations.
IMPROVE CONNECTIVITY
Create a well-connected and safe system of trails, pedestrian and bicycle paths,
sidewalks and streets with traffic calming measures that weave the community
together, enhance neighborhood pride and identity, and create access to
interesting routes to different destinations.
IMPROVE PUBLIC HEALTH AND SAFETY
Promote public health by increasing community-wide access to healthy foods;
ensure an adequate amount of safe, well-designed parks, open space, trails
and pathways; and improve safety by ensuring all areas of the community
are protected from natural hazards and fully served by disaster planning and
neighborhood watch programs, police, fire, paramedic and health services.
DEVELOP COHESIVE NEIGHBORHOODS
Ensure that all neighborhoods are safe, attractive and include convenient
pedestrian and bicycle access to a “full-service” of local amenities such as
parks, schools, community activity centers, trails, bicycle paths and shopping.
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
I-5
7
8
9
10
11
ENSURE A RESPONSIVE GOVERNMENT
Continue to be a regional leader in accessible and transparent municipal
government; promote community leadership and local partnerships with
local and regional agencies; and remain flexible and responsive to changing
community needs.
ENSURE FISCAL SELF RELIANCE
Maintain fiscal self-reliance in order to protect the City’s ability to deliver
essential, high-quality municipal services and facilities to the community.
PRESERVE THE ENVIRONMENT
Preserve Cupertino’s environment by enhancing or restoring creeks and
hillsides to their natural state, limiting urban uses to existing urbanized areas,
encouraging environmental protection, promoting sustainable design concepts,
improving sustainable municipal operations, adapting to climate change,
conserving energy resources and minimizing waste.
SUPPORT EDUCATION
Preserve and support quality community education by partnering with local
school districts, community colleges, libraries and other organizations to
improve facilities and programs that enhance learning and expand
community-wide access.
EMBRACE DIVERSITY
Celebrate Cupertino’s diversity by offering a range of housing, shopping
and community programs that meet the needs of the full spectrum of the
community, while ensuring equal opportunities for all residents and workers
regardless of age, cultural or physical differences.
ENSURE ATTRACTIVE COMMUNITY DESIGN
Ensure that buildings, landscapes, streets and parks are attractively designed
and well maintained so they can complement the overall community fabric
by framing streets and offering a variety of active, relaxing and intimate
pedestrian spaces.
12
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
Every General Plan is also required to address a collection of seven “elements”
or subject categories. The City has the authority to address these elements in
whatever organization makes the most sense for Cupertino. The following table
identifies how the sections of the plan address each State-required element.
Community Vision 2040 Chapters State-Required Topics
or Elements
1. Introduction Not Applicable
2. Planning Areas Not Applicable
3. Land Use and Community Design Land Use
4. Housing Housing
5. Mobility Circulation
6. Environmental Resources and Sustainability Conservation, Open Space
7. Health and Safety Noise, Safety
8. Public Infrastructure (optional element)
9. Recreation and Community Services (optional element)
Each topical chapter, or “Element,” of Community Vision 2040 includes an
introduction, background context and information, and a summary of key
opportunities or objectives looking forward. They also include topical goals,
policies and strategies that function in three unique ways:
• Goal: a broad statement of values or aspirations needed to achieve
the vision.
• Policy: a more precise statement that guides the actions of City staff,
developers and policy makers necessary to achieve the goal.
• Strategy: a specific task that the City will undertake to implement the
policy and work toward achieving the goals.
I-6
California state law requires that each city and county adopt a General Plan
for the “physical development of the county or city, and any land outside its
boundaries which bears relation to its planning.” The role of the General Plan is
to act as a community’s “constitution,” a basis for rational decisions regarding
long-term physical development and incremental change. Community Vision
2040 expresses the community’s development and conservation goals, and
embodies public policy relative to the distribution of future land uses, both
public and private.
ORGANIZATION OF THE PLAN
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
I-7
Community Vision 2040 is a living document, and can be adopted or modified
over time as community needs change. Each amendment needs to include
a public review process and environmental impact analysis. Public review
occurs prior to public hearings through community meetings, study sessions
and advisory committee meetings. Public hearings allow the community to
express its views prior to City Council approval.
State law limits the number of General Plan amendments to four per year.
Cupertino ordinances require that the City Council determine if a public hearing
should be set to consider a General Plan amendment.
COMMUNITY VISION 2040 ADOPTION
CHAPTER 1: INTRODUCTION | general plan (community vision 2015 - 2040)
I-8
Community Vision 2040 is the foundation for planning in Cupertino. All
physical development must be consistent with it. State law also requires
that zoning be consistent with the plan. The various goals, policies and
strategies are carried out through a myriad of City plans and approval
procedures, such as special planning areas, use permits, subdivisions, the
Capital Improvement Program and park planning.
The annual review of Community Vision 2040 provides the opportunity
to evaluate the City’s progress in implementing the plan and to assess if
mitigation measures are being followed and if new policy direction should
be considered.
COMMUNITY VISION 2040 IMPLEMENTATION
Name: Dawn Hooper
Comments:
I would love to see Los Gatos become a younger persons town. At the moment it feels like somewhere
your grandmother lives. I would love to see it attract the 25 to 40 year olds. I feel that at 9pm the
place is closed and everyone went to bed. I don't mean we need night clubs but we do need the place
to attract people who want to stay up later than 9pm. There is very little street dining unlike in
Mountain View and Campell and Santana Row. Its a shame because I see these places taking business
from our town when we could so easily attract more people in the evenings to bring in some more
revenue, we have a quaint town that is not utilized enough. I have heard in council meeting restaurant
owners asking for street dining and it just gets a hard NO rather than really looking into. YES lets try if
for a couple of years and see how it goes. I live in Los Gatos and rarely eat there as the place closes
so early and I know I am not alone.
ATTACHMENT 3
From: Maureen Cappon Javey <mcapponjavey@numulosgatos.org>
Date: April 25, 2019 at 7:14:36 PM PDT
To: <jpaulson@losgatosca.gov>
Cc: Barney Davidge <bndavidge@gmail.com>, peggy Koen <peggy@koenfamily.com>, Jan Schwartz
<jsourhilltop@gmail.com>, Kimberly Snyder <kimberly.snyder.losgatos@gmail.com>
Subject: 2040GP Packet materials for the April 30th Committee Meeting
Good evening, Joel
Attached is a PDF document and a link to a Google folder (containing a number of supporting
document files) for inclusion in the April 30th 2040GP Committee Meeting packet.
These materials provide NUMU background information for committee members to review as
they deliberate on updates to the Arts Plan section of the 2040GP.
Please contact me if you've any questions.
Many thanks,
Maureen
https://drive.google.com/drive/folders/1izd8QkLXtPgyT5kgK19usYb5mKfLAAuF?usp=sharing
New Museum Los Gatos/ NUMU by the numbers
10,800 sq ft/ two levels of art and history exhibition galleries, art studios, the Los Gatos permanent
collection and the Los Gatos History Gallery
- Current membership: 350
Since June 2015 (opening Civic Center Plaza):
- Served > 50,000 museum visitors
- Presented > 50 art and history exhibitions
- Showcased the works of hundreds and hundreds of Bay Area artists
- Produced > 10 exhibition catalogs
- Presented > 200 public programs and special events (lectures, demonstrations, panel discussions,
exhibition openings, community days, instructor-lead workshops and classes)
- Welcomed > 6,000 K-5 students to Museum Explorer Program
- Served > 3,500 Santa Clara County high school students through Annual ArtNow Exhibition
- Since 1965, Los Gatos Museum Association has hosted 23 Historic Homes Tours, including 3 tours
presented by NUMU. The Tours have showcased over 150 homes and historic buildings generously
donated for public viewing by generous town residents.
Support
NUMU is supported by members and individual donors, corporate donations, foundations, public and
private grantors, local service clubs, the Town of Los Gatos, and various in-kind donations. The
museum is operated and managed by a paid staff of (currently) seven employees and a Board of
Directors.
Our Mission
NUMU's mission is to engage community at the intersection of art, history and education through
innovative, locally connected and globally relevant exhibitions, programs and experiences.
A Brief History
The Los Gatos Museum Association, founded in 1965 by Dr. Ethel Dana, was originally located in two
historic buildings. Los Gatos offered just about everything in 1965. Everything but a museum, thought
Dr. Ethel Dana. Dr. Dana resolutely believed that her seven children could not grow up in a community
that lacked a museum. So she created Los Gatos’ first museum in the town’s historic firehouse.
After serving the community for fifty years, The Museum expanded and relocated to the Los Gatos
Civic Center, re-opening in June 2015 as New Museum Los Gatos (NUMU). With three times more
exhibition space than the previous location, and dedicated education and MakerSpace classrooms,
NUMU is on it’s way to becoming a vibrant community hub with fresh perspectives on Bay Area
history, art and the innovation of our times.
With a goal to consistently show how the past influences what we define as new, NUMU offers
interactive and frequently changing exhibitions combined with forward thinking programs and a
rigorous education program for all ages.
New Museum Los Gatos offers a variety of programs for visitors. These programs are created to
supplement our exhibits and to foster demographic diversity. NUMU offers programs for youth, adults
and families. We also have targeted education programs for first grade through high school. Topics
are related to exhibits and focus on the Bay Area with a specific look at Los Gatos and Silicon Valley.
Our Audience
1. Los Gatos and surrounding Silicon Valley adult community members: These are the visitors that
come repeatedly to the museum to see exhibits and attend adult programming. They often are
members (or become members) and are donors (or become donors). Because most of our events
occur on Thursday evenings, our local community members are the ones who most often attend these
evening lectures and events.
2. Students K-12: Our educational programs bring in many students from the entire Santa Clara Valley.
We have specific outreach to Eastside San Jose, Gilroy and Morgan Hill. We provide travel
scholarships for Title 1 schools to attend our Explorer Program. Admission is FREE to all under 18 and
as we are located across from the Los Gatos High School, we specifically target those students to be
active at NUMU. Our Atelier has after-school drawing and painting classes that are aimed at 11-8 year
olds and prepare students for college portfolio reviews.
3. Families with children: Most of our weekend visitors are regional families. Our MakerSpace Studio
Program is typically filled each Saturday and Sunday. The Studio caters to 4- 12 year olds and their
parents or guardians.
4. Visitors to the area: Los Gatos is strategically located between Monterey and San Francisco and we
host many visitors on the weekends that are taking day trips. We have benefitted from great press
coverage in both San Francisco and San Jose and have fostered relationships with many larger
organizations in these areas to encourage cross promotion and resource sharing.
Our Niche
As a small museum in a regional community that is smart and sophisticated, we see ourselves as
uniquely situated in a few key ways. First and foremost, we are a combined Art AND History museum.
Our stories in both categories often overlap: we use art to tell history stories and history to talk about
the role of art. We are not encumbered by a singular mission and quite often walk the line in our
exhibits. Secondly, in our mission to be “Locally Connected and Globally Relevant”, we have the
perfect reason for diving deep into our local or regional Bay Area to tell what might be considered a
‘small’ story (or too small for a larger institute) that has had a global effect. So many interesting and
wonderful ideas originated in our area and so many unique and innovative people have lived here – we
have found that there is no shortage of stories to tell and that our community appreciates, learns and
adds to those stories when they visit. Lastly, our mission is to create interaction within the museum
experience. Our exhibits are designed and presented to be inclusive, to create multi generational
dialog, and offer and encourage participation from the visitor. Through visitor interaction, we learn
what the community thinks, feels, likes and learns – and they are never afraid to share their thoughts!
NUMU Permanent Collection
Many artifacts from NUMU's art and history collection of over 4,000 objects are available for public
viewing on e-Hive, a web-based collection cataloguing system. Objects from NUMU's collection are
being added to eHive as the archiving process progresses and depending on the availability of funding
support.
Los Gatos History Gallery
The Los Gatos History Gallery opened in 2016. The gallery features original murals that capture
images, ephemera and snippets of time from Los Gatos history, and are combined with important
objects from the permanent collection, creating an overlapping history of time and place. Like a
modern day scrapbook, the gallery continues to add layers of stories that highlight the people places
and things that make Los Gatos unique. Themes explored in the History Gallery include: Origins,
Business and Industry, Innovators, Artists and Luminaries, and Community.
Museum Explorer: The Museum Explorer program was established in 2007 and introduces
elementary school students from Los Gatos schools and the surrounding Santa Clara County
communities to Art and History in a Museum setting. The program teaches critical analysis skills
through fun, creative, and interactive activities. NUMU educates, lends inspiration, and offers
exposure to a range of cultural perspectives with unparalleled resources such as historical artifacts
and original artwork. New Museum Los Gatos is certified as a Common-Core provider by the Santa
Clara County Office of Education and Silicon Valley Creates.
ArtNow: Annual County Wide High School Exhibit and Program: The Annual Santa Clara County-
Wide High School Art Exhibition and Program runs annually at NUMU, culminating in an exhibition
each spring. Students from public, private, and home-schooling high schools throughout Santa Clara
County are invited to submit their art. A panel of jurors select the work to be shown in the exhibition
and also choose the winning pieces of art in three categories: 2D, 3D & 4D. A People’s Choice winner
is voted on by visitors to the exhibit and the museum’s website.
Lecture Series, Conversations and Panels: Lectures, Conversations, Demos and Panels cover
topics stemming from the content in our exhibitions. Lively and insightful, we invite artists, specialists
and experts to discuss a wide variety of ideas that help our understanding of the artistic process and
the importance of history.
MakerSpace Open Studio: The NUMU Studio houses the MakerSpace, a hands on learning studio
where students and their families can explore, discover and create! Open studio days offer visitors the
chance to view, understand, and interact with art. Programs are inspired by current exhibitions and the
art and history on view in the galleries.
Demos: The MakerSpace Studio offers hands-on workshops for all levels to learn new methods of
creation under the guidance of expert artists and designers. These workshops correspond with the
exhibitions on display, and provide opportunities for visitors to explore a wide range of themes and
medias.
Artist Led Workshops: The Artist Led Workshops Program at NUMU is a collaboration between the
museum and Bay Area Artists that offers a variety of imaginative, innovative, and instructive hands-on
art-making sessions for artists, crafters, and makers of all abilities and skill levels.
Classical Instruction in Drawing & Painting Atelier: An Atelier is, in a broader sense, where artists
gather to study together with a master in order to be guided through the traditional levels of artistic
training. NUMU offers a full curriculum of studio classes where artists of all levels, from beginner to
master, can learn new skills and further develop those they already have. New Museum Los Gatos is
pleased to provide, as part of its broad-reaching education program, a level of instruction in drawing
and painting that is not taught in public schools.