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Town Council Study Session AgendaRandy Attaway, Mayor Joanne Benjamin, Vice Mayor Steven Blanton, Council Member Linda Lubeck, Council Member Patrick O'Laughlin, Council Member TOWN OF LOS GATOS TOWN COUNCIL STUDY SESSION AGENDA 110 EAST MAIN STREET COUNCIL CHAMBERS (DOWNSTAIRS) NOVEMBER 27,1995 -- 5:30 PM LAND USE DECISIONS Council Member Joanne Benjamin raised questions about recent land use decisions in the face of our goals for a healthy local economy. Town Council decided on November 6 to hold a Study Session to discuss this important topic. The purpose of this Study Session is to consider our land use policies and decisions in the context of our goals for a healthy economy. Very often community goals in one area compete with community goals in another. As Council discusses land use and economic goals, staff will be listening carefully and taking notes in order to bring a proposal back to Council as to how to coordinate these goals and avoid any conflicts. Staff will give a brief overview of the community's fiscal status and the impact our local economy has on that status. ADJOURNMENT MGRO921TCAGENDA111-27SS Attachments: 1. 2. 3. 4. Possible Economic Development Principles for Los Gatos October 17, 1995 Letter from Larry Arzie Excerpt from November, 1995 Redevelopment Journal Excerpt of Planning Department List of Pending Projects POSSIBLE ECONOMIC DEVELOPMENT PRINCIPLES FOR LOS GATOS 1. PRESERVE LAND ZONED COMMERCIAL AND INDUSTRIAL FOR FUTURE ECONOMIC DEVELOPMENT. 2. SUPPORT EXISTING CAR DEALERSHIPS. 3. PURSUE RETAIL SELF-SUFFICIENCY BY ENCOURAGING RESIDENT -SERVING BUSINESSES. SOME UNDER -REPRESENTED CATEGORIES INCLUDE ELECTRONICS, MEN'S CLOTHING, SPORTING GOODS, AND APPLIANCES. 4. DEVELOP A COMMUNITY LIST OF DESIRED BUSINESSES. 5. ENCOURAGE LOWER VOLUME SALES ACTIVITIES IN THE DOWNTOWN WHERE PARKING IS LIMITED AND HIGHER VOLUME IN AREAS WHERE PARKING AND TRAFFIC CAPACITIES ARE GREATER. 6. ANALYZE ECONOMIC IMPACTS ON THE TOWN IN REVIEWING PROJECTS FOR APPROVAL. 7. ENCOURAGE DIVERSITY TO ENHANCE ECONOMIC STABILITY. RETAIL IS VOLATILE, AND ONE WAY TO SMOOTH OUT THE PEAKS AND VALLEYS IS TO MAINTAIN A DIVERSE "PORTFOLIO" OF ECONOMIC ACTIVITIES. 8. CONSIDER CAPITAL IMPROVEMENT PROJECTS TO ENCOURAGE ECONOMIC HEALTH. 9. RECOGNIZE THAT LOS GATOS IS A REGIONAL DESTINATION FOR SHOPPING, DINING, AND RECREATION. 10. DEVELOP ADDITIONAL PARKING CAPACITY DOWNTOWN BY CONSTRUCTING NEW SPACES, RELOCATING EMPLOYEE PARKING, OR PROVIDING ALTERNATIVE TRANSPORTATION. 11. STAY FLEXIBLE TO CAPITALIZE ON THE CHANGING RETAIL ENVIRONMENT (E.G., HOME SHOPPING NETWORKS, AUTO LEASING VS. OWNERSHIP, NATIONAL TREND TOWARD AUTO DEALERSHIP CONSOLIDATION). MGRO92 A:\MISCIPRINCIPL.ECO November 22, 1995 ATTACHMENT 1 ■ C ■ m v ^r�\ Yi 9• co O 0 O 3 m ✓ z 0 w m cEi z ■ m co !x co 0) CD 0 N O 0 O O N.) O N N O O 0 O 0 0 0 0 O 0 0 0 0 0 O O 0 0 0 0 I 1 I p pm!! to ! 1 1'!4 MUMS UMS InNRAl 1 MN IDJf02id mild IVIONU9 Other Retal Stores Building Materials & Farm Implements Home Furnishing & Appliances Eating & Driking Places Packaged Liquor Stores Food Stores Drug Stores General Merchandise Stores Apparel Stores Sales Velocity in Los Gatos Business District O ; 200 O 135 N OIV w ONA N - - cCo 7i 4 Expected 2,000 30,000 10,000 W O O O O 40,000 30,000 2,000 2,000 [Area Floor Average 320,000 6,000,000 1,000,000 270,000 220,000 13,600,000 6,150,000 268,000 370,000 Sales CTaxable Projected N W IV O H 0) O O O 10,000] 40 W V O 40 Ai AN O Fs 136,000I 61,500 N lb O L001`£ Sales Tax Projected 0 c co cn 0 m w 3 rn _0 cn 0 (ft70 (D 69 (7' O EA O 0 ER V1 0 N O 0 EA (W 0 O itliooIan sales papadx3 1-1e4o 1-3a94S Wd 8£:£ S6/LZ/1.L N 0 0 O 0 O O O o O O O O O 0 O O N 0 O O 0 0 7J fD CD C <D (n 0 0 0 0 0, N 0 (0 fl (!) t0 co 3 (D 0 O 69 O O O O NJ N 0 O 69 W 0 O Apolan sales pa3oadx3 l 1ie40 1.1aa4S 96/0£/9 Jo se siepenb q o� a 3 Los Gatos Blvd Sales Tax Revenue 0 0 W (O Cr O N G N O CD CD O K ul CO O) (D (D CA (D (D (D 0) (D CO (D cD O co N 0 0 O O O O O O N O O O O O O wd Lzz ssilznI C? Cb co 0) m < co o � o c 3 CD 41, CD x o -o 3 eD a 1 co 0 co , Ill CD 0 '7J m an ;m m j< 3 (D (D y ,c. WdOt 96/lZ/lL 6) co co m w o TI = c 3 a n a O --. ee o mo 3 a co 0 aa o, Wd 99.Z 96/LZ/L G) CD CD 1, m o a c� o -s — 3 c0n* co co 3 (p CD G CD m O x co 3 m fp N 0 O O O O O O A (T (T O Q- ) (7) O U) O (T O O O O O O O 0 O O (n o (ID X o M c a m m C (/) X 3 (D (D cn G) a co m a a m A o < C � � cv=� u,(Doa CD ( x -i(5 -a x • CD 3 ' er) o. — C 0 0 CD A O co) !Aid 8b:1 96/1.Z/1.1. Los Gatos Town Council Planning Commission Dea Council and Commission Members, flr- 18 OCT. 17/95 &oil' lam"' "fly Our town government, which in essence is you and me, nclueding all the town residents have a vested interest in the welfare of our retail to it to provide us with the most return possible. This asset,(our downtown and boulevard) is in the midst of going many directions and it is up to as to make sure that we balance the needs of the'developer, retailor and landlord with the the towns need for money and the welfare of its residents. e must nurture it and groom On this day 6 years ago we lost the ability to see that our retailing direction was doing just fine. That Los Gatos was being sought out by majors following a national trend for store to go back to the neighborhoods. The earthquake and recession put blinders on us and we litterally ran scared and overcompensated by looking for tax dollars in any quarter. We previously declared that buildings were tied to present use within a parking district and no further intensity would be allowed. Instead adhering to the rules we ,buxdaned the parking districts further by disregarding this axiom and allowing the Opera House to become a banquet hall, Boulanger to move into previous no restaurnt use spaces and then we split thier old locationintd two more restaurants. We allowed the Crow bakery to become a coffee house with outdoor seating, Willow street pizza to use retail space, we opened a second Andedf,allowed a muffin store to replace a candy store now with food to go and tables and chairs, a Juice store where a bakery was and the expansion of the Roasting Co. We put in a ,juicy Burger and allowed a lapsed use permit to re -open as a Brewing Co. I may have missed a few but I guess you get the point that we ghettoed the C.D.B. with instantgratification operations that overburdoned Town services, i.e. policeing, parks and public works. In the end we accomplishes a disservice to ourselves becoming the new Saucilito, who crashed with becoming too popular. We are about to crash before we have even had our day, unless we take hold of the situation and work for a final outcome that we can all live with and still be proud of living in Los Gatos. I am not aware of requests from major retailors as used to be, and there seems to be more interest in the boulevard from them, leaving the C.B.D. to marginal operations without enough savvy to sweep thier sidewalks, and hold street festivals that attract the wrong clientele. Seventy percent of the merchants signed a petition and gave it to your mayor to stop the festival but on your behalf he denied thier request. I personally hold myself and you responsible for the mess we are in today. I should'have been at the meetings reminding you of the past direction your predecessors sewed and that you were being bullied histrionics of advisors primarily concerned with perpetuating income. Previous to our lack of direction in the C.B.D. business was good, just ask Domus, Roasting Co. Indian Store, Upstream, of course Los Gatos Porch and the numerous retailors offering goods and services other than souvenirs. There were still parking places and there was no need to succumb to every food operation asking for a variance from retail to resturante. So what are we going to do about it? Chalk off this letter as another,"what do you expect from him"? I hope not, lets start taking responsibility for our actions. There is a lot we can do to reverse our course, so lets get it done. We can start by updating the ordinance that requires non -tax producing operations to be on a second floor or side street to include nail shops and beauty shops. We can put a emergency moratorium on food operations of any sort We can adhere to the 30 vacancy rule that returns any unoccupied space back to it's lowest use possible. We can open our eyes and stop stepping over the dog excrement on our public sidwalks by taking off our blinders and bu'cdbning,exlistingouse permits with steam cleaning of food operations sidewalks. - We wound never nave allowed ourselves to get to this point previous to 1989. The parking district was maxed out and we knew it. If we expected to have better retailing in the C.B.D. and Boulevard and attract good retailors we had to stick to our guns and follow the direction we had made. How on earth did we decieve ourselves into believing we were doing the right thin:i by reversing our decisions of the past. he have done everything possible to make downtown unappealing for investment by retailors who would produce longterm tax bases with minimal use of town services. It doesn't take much to see that our streets and walks are filthy, circulatic is, at a standst1 and of a parking place in sight. Larry Arzi ., by ATTACHMENT 2 el 11.1 R " REDEVELOPMET 1111 ,ouANa� N NOVEMBER 1995 � ED D Downtown Entertainment Centers and Night Life R� 9 S CNTI REDEVEL1) f f ASS CIATI�1�rONf TOWN OF LO8 N0� PLAN QrrrMt aii•-? treet Suite 204 Sacramento CA. 95814 (916) 448-8760 FAX (916) 448-9397 Contents © Redevelopment News Q San Jose —The Entertaining Downtown 0 SanJoseRedevel- opmentAgency 0 Affordable Housing 10 Professional Services and Classified The 1990s has witnessed a renewed interest in the merger of entertainment and retailing experiences. Proj- ects (both developed and planned) range from simple stand alone cinemas to retail projects anchored by a large cinema and limited amounts of retail, to mega —entertain- ment —retail —sports com- plexes. Such projects have been developed at existing tourist sites such as CityWalk at Universal Studios in Los Angeles, but more often they have been developed in older commer- cial districts, such as the concentrations in Pasadena, Santa Monica, Long Beach, and Santa Cruz. Increasingly, redevelopment agencies in California have begun to view entertainment and entertainment —based retail as a catalyst to downtown revitalization efforts, replac- ing traditional retail as the anchor for these older districts. This article seeks to provide background of the evolution of such projects, describe the critical elements for the success of these projects, and identify the issues that must be addressed to implement a revitalization plan which is based on the entertainment and entertain- ment —based retail use. Background Originally developed in downtowns, entertainment uses (particularly cinemas) followed the flight of most retail to planned suburban shopping centers or freeway locations complete with all required parking. Occasion- ally, small movie theaters were incorporated into regional shopping centers, often over the strenuous objections of department Large cinema complexes are capable of attracting in excess of one million people annually. store anchors. Theaters were generally resisted by retailers both in malls and promo- tional centers due to fear of parking conflicts and the incompatibility of shoppers and theater patrons. More recently, however, the integration of cinemas and retail has become increasingly the norm for a number of reasons: • The increased size of the theaters, often in excess of 10 screens, has resulted in a substantial number of theater patrons being attracted to a single location. Large cinema complexes are capable of attracting in excess of one million people annually. Notwithstanding their historic bias against cinemas, developers and retailers alike recognize the benefit of exposure to such a great number of people. • Large, multi —screen cinemas have, in a number of instances, been the only viable candidate to act as an anchor for centers which have lost traditional retail anchors. • Developers and retailers perceive cinemas' contribu- tion to the diversity of the shopping experience, thereby setting such retail apart from the more sterile "value" or "discount" retailing centers. Along with the multi — screen theater, other forms of entertainment uses have developed which draw upon or imitate the cinema's effects. These include virtual reality "arcades", simulation rides and other high—tech based entertainment, enter- tainment/sports centers, special format theaters such as IWERKS and IMAX, and similar entertainment uses.' Like the large theaters, all such uses increase the customers' time spent at the retail locations, and differen- tiate the location from more traditional retail centers. Other forms of retailing have been found to be attracted to locations where entertainment and eating and drinking establishments have been centered. Generally such retailers are destination Continued on Page 2 CRA is an association of California redevelopment agencies and private firms involved in redevelopment. The Journals published monthly by CRA. Executive Director, William A. Carlson, maybe contacted at the CRA office, 1400 °K"St., Ste. 204, Sacramento, CA 95814.Telephone (916)448-8760. ATTACHMENT 3 Continued from Cover /'�1^ '1�"14 1 Officers President James E. Starbird West Covina President Elect Val Toppenberg West Sacramento Vice President/Northern Region—Ceil Cirillo Santa Cruz Vice President/Southern Region —Norman King Moreno Valley Treasurer James Gilley Lancaster Immediate Past President Thomas V. Lee Sacramento Executive Director/ Secretary William A. Carlson Board of Directors James Cox Victorville Paul Desrochers National City Donald R. Duckworth Santa Clarita James Forsberg San Jose Susan M. Georgino Brea Clifford Graves San Francisco CynthiaJ. Nelson Santa Ana Patrick D. O'Keeffe Emeryville Phillip A. Perry Redding Susan F. Shick Long Beach J. Edward Tewes Modesto Diana B. Webb Los Angeles Downtown Entertainment Centers .. . or "entertainment —oriented" retailers, such as bookstores, studio shops, mega —music and video stores, etc. Technical Issues While the positive impact of cinemas in the revitalization of older commercial districts and downtowns has clearly been demonstrated, the successful revitalization requires that the agency or city address a number of technical issues: • Parking: A key to any successful retail/entertainment project is the availability of adequate, well —designed, and well —located parking. Parking requirements can be substan- tial, with the typical standard for theaters being 1 space for every 3 to 4 seats or upwards of 15 to 20 spaces for every 1,000 square feet of building area. Such parking, however, need not necessarily be dedicated or restricted to theater use if the available pool of parking is adequate for all competing uses. Downtown locations often become ideal for such projects as joint use of office and civic center parking can be considered. Long Beach's Pine Avenue AMC Theater was developed with virtually no additional parking for the theater through creative joint use of existing public and private parking facilities. • Security: Given that enter- tainment venues operate beyond the typical retailing hours, security is an absolute prerequisite. While the high level of activity created by theater patronage will certainly enhance the perception of safety, highly visible security personnel is a necessity, especially soon after a project's opening where the theater has yet to be estab- lished in the market area and patronage is low. Old Pasa- dena has successfully inte- grated security measures and a high police visibility to improve the safety. Santa Monica and Long Beach employ numerous measures to increase the sense of security through information guides. • Theater Economics: It is dangerous to generalize the economics of a theater transac- tion. The ability of a theater to pay for all costs is a function of the anticipated "grosses", the strength of the "film zone", and the ability of the theater operator to dominate the zone. Over the last two years in more than a dozen theater transactions in which we have been involved, rental rates have ranged from under $15 per square foot to over $23. Typically, where a developer is involved, the theater will be given a theater shell at a cost of $60 to $70 per square foot. The additional $50 to $60 per square foot required to com- plete the theater is either provided by the theater or by the developer with the rental rates adjusted accordingly. Certain theater operators, including Edwards and Pacific Theaters, are sometimes prepared to finance the entire theater costs internally. In certain circumstances where the public agency has provided the required parking, it has been possible to negotiate an additional parking contribution from the theater, which is usually a function of the number of theater patrons. • Project Financing: Entertain- ment related projects are typic- ally very difficult to finance, requiring extraordinary amounts of equity and a strong theater operator. Less traditional entertainment uses are even more difficult, as operating histories of such projects are not yet available. The result is pro forma returns to entertainment projects substantially higher than typical retail projects. Maximizing the Benefits The construction of a theater in an older commercial area will not, in and of itself, yield the kinds of benefits experi- enced in Old Pasadena, the Promenade in Santa Monica, and Pine Avenue in Long Beach. Countless examples of theaters exist that have not resulted in a high degree of spin—off benefits. The experi- • ence of successful retail/ entertainment districts such as Old Pasadena, Burbank, Pine Avenue and Santa Monica's Third Street suggests the importance of some of the following elements: • A strategic plan which prioritizes actions leading up to the introduction of the theater/entertainment compo- nent and continuing beyond its opening is absolutely essential. Items such as lighting, direc- tional signage, and security must be addressed in the initial phase. Longer —term, the issue of maintaining a diverse retail tenant mix is critical. Pasadena continues to work to strength- en the retail mix while Long Beach continues to assist in the rehabilitation of properties along Pine Avenue to increase the number of retail tenants. • It has been proven that a well —positioned entertainment component can greatly extend the boundaries of the typical retail market. To the extent retail is sought as a component Continued on Page 9 November 1995 Fun Malls raditional "cookie — cutter" malls are losing business, stores are closing and consumers are more interested in their pricey home entertainment centers than in what the malls have to offer. Some major traditional malls, about to close their doors, are looking for revitalization, for reinventing the mall, the shopping center and how to get the consumer off his duff. The new industry buzzwords are "urban entertainment centers" and "location —based entertain- ment." What is the draw? It is places where consumers can dine in restaurants with ongoing entertainment. It is great 3—D screens; it is 10-20 screen movie theaters where the the-ater goer can pick and choose; it is high—tech reality arcades to test their mettle and imagination. The competition to the malls is a response to fear that "cocooning" customers will keep holing up at home with big —screen TVs, state—of—the— art sound systems and increas- ingly sophisticated electronic games. "There's been a fundamental change in the way that we use our leisure time," said Michael S. Rubin, a Philadelphia —based entertain- ment industry consultant. "The challenge is to pull people away from what's become an at—home (entertain- ment) industry." The first Southern Califor- nia mall —based urban enter- tainment center will be when the Irvine Co. opens the Irvine Entertainment Center, a $50 million, Moroccan—themed attraction in the El Toro Y, where the San Diego and Santa Ana Freeways converge. Featured will be a 21— screen cineplex including the West Coast's first 3—D sight — and —sound Imax theater with a six —story screen along with a 100—foot long snack bar. Additional features include a 15,000 square foot virtual reality arcade. Additionally, according to Rick Evans, president of the Irvine Co.'s Retail Properties Group, "We're going to have the world's most exciting motion - based simulator rides and give people more variety than they ever could get at home." While the new breed of malls will remain close cousins to traditional malls, the difference is that traditional malls focus on shopping, while entertainment centers view retail as just another part of the experience. Los Angeles developer Gor- don is transforming a 600,000 square foot shopping mall in Scottsdale Arizona into an in- teractive sporting goods store: golfers test out drivers on fairways with real grass, tennis players try out new rackets, fishermen will cast in a real pond and shoppers will be able to take a pass from Wayne Gretsky and make a shot on the high—tech real —life goalie "who's in your face bad— mouthing you," Gordan said. In Temecula, Zev Buffman is proposing a $60 million nostalgia—themed performing arts, rodeo and entertain- ment center. The Roy Rogers Museum near Victorville is seeking financing for a complex that will blend the museum's historical heritage with high— powered technology. Turn off that big —screen TV and pull yourself out of that easy —lounger. New plans are in the making for your leisure time. Source: Los Angeles Times (Orange County Edition) • Downtown Entertainment Centers... of the entertainment center, basic demand and demo- graphic conditions must be taken into account in arriving at the strategic plan. • The theater (or theaters) must be of sufficient size to provide the variety of screens neces- sary for customers to modify their behavioral patterns and go to areas that are often view- ed as unsafe or pioneering. • The pedestrian environment must be enhanced to create a distinct place that has the feel of success when often the opposite is true. It may be necessary for the agency to orchestrate a series of events to create activity. Quite often a program to initially attract non—traditional uses such as a farmer's market, carts, arts, etc. is often essential. • Monitoring and managing parking resources, operating hours and pricing policies must be ongoing to ensure adequate parking and conve- nience for the customer. Continued From Page 2 Agencies pursuing the revitalization of downtowns based on entertainment should recognize that this revitaliza- tion based upon entertainment retailing occurs slowly and in small increments. The devel- opment form is rapidly evolving, with new forms and players introduced continually. Such projects are accompanied by high risks with the potential for great rewards. ■ 'See Special supplementtotheAugust 1995 Man Land fora more complete discussion of the various urban entertainment venues. "The challenge is to pull people away from what's become an at—home (entertainment) industry." November 1995 9 POSSIBLE ECONOMIC DEVELOPMENT PRINCIPLES FOR LOS GATOS 1. PRESERVE LAND ZONED COMMERCIAL AND INDUSTRIAL FOR FUTURE ECONOMIC DEVELOPMENT. 2. SUPPORT EXISTING CAR DEALERSHIPS. 3. PURSUE RETAIL SELF-SUFFICIENCY BY ENCOURAGING RESIDENT -SERVING BUSINESSES. SOME UNDER -REPRESENTED CATEGORIES INCLUDE ELECTRONICS, MEN'S CLOTHING, SPORTING GOODS, AND APPLIANCES. 4. DEVELOP A COMMUNITY LIST OF DESIRED BUSINESSES. 5. ENCOURAGE LOWER VOLUME SALES ACTIVITIES IN THE DOWNTOWN WHERE PARKING IS LIMITED AND HIGHER VOLUME IN AREAS WHERE PARKING AND TRAFFIC CAPACITIES ARE GREATER. 6. ANALYZE ECONOMIC IMPACTS ON THE TOWN IN REVIEWING PROJECTS FOR APPROVAL. 7. ENCOURAGE DIVERSITY TO ENHANCE ECONOMIC STABILITY. RETAIL IS VOLATILE, AND ONE WAY TO SMOOTH OUT THE PEAKS AND VALLEYS IS TO MAINTAIN A DIVERSE "PORTFOLIO" OF ECONOMIC ACTIVITIES. S. CONSIDER CAPITAL IMPROVEMENT PROJECTS TO ENCOURAGE ECONOMIC HEALTH. 9. RECOGNIZE THAT LOS GATOS IS A REGIONAL DESTINATION FOR SHOPPING, DINING, AND RECREATION. 10. DEVELOP ADDITIONAL PARKING CAPACITY DOWNTOWN BY CONSTRUCTING NEW SPACES, RELOCATING EMPLOYEE PARKING, OR PROVIDING ALTERNATIVE TRANSPORTATION. 11. STAY FLEXIBLE TO CAPITALIZE ON THE CHANGING RETAIL ENVIRONMENT (E.G., HOME SHOPPING NETWORKS, AUTO LEASING VS. OWNERSHIP, NATIONAL TREND TOWARD AUTO DEALERSHIP CONSOLIDATION). MGRO92 A:\MISC\PRINCIPL.ECO November 22, 1995 ATTACHMENT 1 EXCERPT FROM TOWN OF LOS GATOS PLANNING DEPARTMENT PROJECT STATUS REPORT November 22, 1995 The following are major and/or nonresidential projects currently pending in the development review process: 208 Bachman Avenue Conditional Use Permit Application U-95-6 Requesting a modification to an existing conditional use permit to allow an outdoor freestanding fireplace and a revised plan for a retractable awning on property in the C-2-LHP zone. PROPERTY OWNER: Bert Millen APPLICANT: Hannegan's Restaurant 371 Bella Vista Avenue Subdivision Application M-95-10 Requesting approval of a 35 lot subdivision of a 3.06 acre parcel with frontage onto Alberto Way in the R-M:5- 12-PD zone. PROPERTY OWNER: Theodore and Theresa Maggi APPLICANT: Landmark Development Corp. 400 Blossom Hill Road Conceptual Development Advisory Committee Application CD-95-24 Conceptual review of plans to construct an office building on property in the 0 (Office) zone. PROPERTY OWNER: William L. & Virginia B. Higgins 14010 Blossom Hill Road Conditional Use Permit Application U-95-27 Requesting permission to install Personal Communications Services (PCS) wireless utility facility for Pacific Bell Mobile Services (PBMS) on the roof of an existing building within a retail shopping center in the C-1 zone. PROPERTY OWNER: Blossom Hill Investment Co. APPLICANT: Pacific Bell Mobile Services (PBMS) 14090 Blossom Hill Road Architecture and Site Application S-95-84 Requesting approval of a minor exterior modification to a storefront in an existing shopping center in the C-1 zone. PROPERTY OWNER: Blossom Hill Investment Co. 14734 Blossom Hill Road Conceptual Development Advisory Committee Application CD-95-25 Conceptual review of plans for 39 lot subdivision of 103 acres of property in the RC zone. PROPERTY OWNER: Regents of the University of California 499 Loma Alta Avenue Conditional Use Permit Application U-95-30 Requesting to modify conditions of approval for Use Permit previously granted to reduce the residential facilities at Eastfield Ming Quong, to increase conference and administrative facilities and to construct a neighborhood identification sign program on property in the R-1:8 and HR-1 zones. PROPERTY OWNER: Eastfield Ming Quong ATTACHMENT 4 -2- .15166 Los Gatos Boulevard a. Architecture and Site Application S-95-9 b. Negative Declaration Application ND-95-2 Requesting approval of plans to demolish an existing commercial structure and to construct an approximately 28,000 sq. ft. retail store in the CH zone. If no significant environmental impacts are identified as a result of this project, a Negative Declaration will be recommended and an Environmental Impact Report will not be required. PROPERTY OWNER: Charles Carmichael/Office Depot APPLICANT: Mark Thieme Architects 15553 Los Gatos Boulevard Conditional Use Permit Application U-95-20 Requesting permission to operate automobile related services including retail tire sales and service, body work, general automotive repair, and automobile painting and detailing within an existing automobile service facility in the CH zone. PROPERTY OWNER: D'Amico Tire Service Company, Inc. 15643 Los Gatos Boulevard a. Zone Change Application Z-95-2 b. Negative Declaration Application ND-95-5 Consideration of a change in zone from C-1 to CH for property currently occupied by an abandoned automobile service station. If no significant environmental impacts are identified as a result of this project, a Negative Declaration will be recommended and an Environmental Impact Report will not be required. PROPERTY OWNER: Benedict and Dominic Chirco APPLICANT: Speedee Oil Change 15780 Los Gatos Boulevard Architecture and Site Application S-95-46 Requesting approval of plans to convert an existing single family residential structure to commercial/office use on property in the CH zone. PROPERTY OWNER: John Tripp 16101 Los Gatos Boulevard Conditional Use Permit Application U-95-32 Requesting permission to operate a restaurant within a shopping center in the CH zone. PROPERTY OWNER: Alex Byer APPLICANT: Boston Market 16185 Los Gatos Boulevard Conceptual Development Advisory Committee Application CD-95-26 Conceptual review of plans to replace existing single family residence with express oil and lube facility on property in the CH zone. PROPERTY OWNER: Katherine Scilini APPLICANT: Nathaniel C. Lim/Summa Industries 16268 Los Gatos Boulevard a. Architecture and Site Application S-76-57A b. Conditional Use Permit Application U-94-7 Requesting approval of plans to add a sunroom and gazebo and to have a retail/restaurant use on property in the C-1 zone. PROPERTY OWNERS: Winnie and Chan Ng -3- 210 E. Main Street a. Zone Change Application Z-91-4A b. Negative Declaration ND-93-3 Requesting approval of a Planned Development for a zone change from C-1 to C-1-PD to permit the demolition of two existing restaurants and a historical structure (Kerful Cleaners) and the construction of a mixed used development, commercial space, a hotel, and the construction of 13 townhouses on approximately 1.9 acres of property. If no significant environmental impacts are identified as a result of this project, a Negative Declaration will be recommended and an Environmental Impact Report will not be required. PROPERTY OWNER: Eva Ogilvie 140 W. Main Street Conceptual Development Advisory Committee Application CD-95-23 Conceptual review of plans to operate a personal fitness studio (membership) with retail sales on property in the C-2-LHP zone (Opera House). PROPERTY OWNER: Paul Dorsa APPLICANT: Diane Sotie-Holland 140 W. Main Street Conditional Use Permit Application U-95-24 Requesting permission to install Personal Communications Services (PCS) wireless utility facility for Pacific Bell Mobile Services (PBMS) on an existing commercial building in the C-2-LHP zone. PROPERTY OWNER: Paul Dorsa APPLICANT: Pacific Bell Mobile Services 196 W. Main Street Architecture and Site Application S-95-76 Requesting approval of plans for minor exterior modifications to an historic building in the C-2:LHP zone. PROPERTY OWNER: Dennis Burry APPLICANT: Kattengeil/Savers Partnership 17050 Roberts Road a. Zone Change Application Z-94-3 b. Negative Declaration Application ND-94-5 Requesting approval of a Planned Development application to change the existing zone on 1.3 acres of property from R-1:8000 (Single Family Residential) to R-M:5-12:PD (Multiple Family Residential, 5-12 dwelling units Per Net Acre, Planned Development), to demolish an existing single family residence, and to construct 9 new single family residences. If no significant environmental impacts are identified as a result of this project, a Negative Declaration will be recommended and an Environmental Impact Report will not be required. PROPERTY OWNERS: Marjorie Neal, Frank Nickson and Janice Ramatici APPLICANT: Santa Clara Development Co. 354 N. Santa Cruz Avenue Architecture and Site Application S-95-81 Requesting approval of plans for the exterior modification of an existing building in the C-2 zone. PROPERTY OWNER: Robert Bailey, et. al. APPLICANTS: Mr. Darin and Dean Devincenzi 664 N. Santa Cruz Avenue a. Negative Declaration Application ND-94-1 b. Zone Change Application Z-94-1 Requesting approval of a preliminary development plan to demolish an apartment complex and to construct additional retail floor area and residential condominiums as part of a zone change from C-1 (Neighborhood Commercial) to C-1:PD (Neighborhood Commercial: Planned Development). APPLICANT: R & M Properties -4- 664 N. Santa Cruz Avenue Conditional Use Permit Application U-94-4 Requesting permission to maintain an eight unit apartment complex in the C-1 zone. PROPERTY OWNER: R & M Properties 15551 Union Avenue Conditional Use Permit Application U-95-29 Requesting permission to install Personal Communications Services (PCS) wireless utility facility for Pacific Bell Mobile Services (PBMS) on the roof of an existing building within a retail shopping center in the C-1 zone. PROPERTY OWNER: Dwayne Downing APPLICANT: Pacific Bell Mobile Services (PBMS) 50 University Avenue a. Environmental Impact Report EIR-95-1 b. Zone Change Application Z-95-1 c. Downtown Specific Plan Amendment DSP-95-1 Consideration of a zone change application from C-2-LHP to C-2:PD-LHP, an amendment to the Downtown Specific Plan to permit construction above the parking lot and approval of a preliminary development plan for the rehabilitation of the Old Town Shopping Complex. Development plans include the demolition of an existing building containing a restaurant, construction of a new commercial building intended for restaurant use, conversion of the existing theater to retail space, expansion and reconstruction of the existing buildings, and construction of a new commercial building with underground parking. PROPERTY OWNER: Old Town LLC, A California Limited Liability Co. APPLICANT: Ed Storm 50 University Avenue, Suite 38 a. Conditional Use Permit Application U-95-22 b. Architecture and Site Application S-95-64 Requesting approval of plans to demolish an existing restaurant structure (Steamers Restaurant) and to construct a new restaurant structure with outdoor dining at another location on the same property and to reconfigure the parking lot on property in the C-2-LHP zone. PROPERTY OWNER: Old Town LLC, A California Limited Liability Co. APPLICANT: Ed Storm 565 University Avenue a. Conditional Use Permit Application U-95-26 b. Architecture and Site Application S-95-73 Requesting permission to operate a boccie ball facility and to rehabilitate and reconstruct where necessary an existing industrial building in the LM zone. PROPERTY OWNER: Thomas & Maureen Albanese 720 University Avenue Conceptual Development Advisory Committee Application CD-95-27 Conceptual review of proposed development of a 40,000 square foot parcel for multi -family residential use in the LM zone. PROPERTY OWNER: Owens Financial Grp. APPLICANT: Wayne Aozasa -5- 742 University Avenue a. General Plan Amendment GP-95-1 b. Zone Change Application Z-95-3 c. Negative Declaration Appliation ND-95-6 Consideration of a general plan amendment from Light Industrial to Medium Density Residential, 5-12 units per net acre; and a change in zone from LM to R-M:5-12:PD to permit the construction of a 23 unit detached residential planned development with 3 below market priced units for a total of 26 residential units on a 3.1 acre lot. If no significant environmental impacts are identified as a result of this project, a Negative Declaration will be recommended and an Environmental Impact Report will not be required. PROPERTY OWNER: Donald Fitzgerald APPLICANT: The Riding Co. 14675 Winchester Blvd Conditional Use Permit Application U-95-31 Requesting permission to install Personal Communications Services (PCS) wireless utility facility for Pacific Bell Mobile Services (PBMS) on the roof of an existing building within an existing tennis club in the CM-PD zone. PROPERTY OWNER: Courtside Tennis Club APPLICANT: Pacific Bell Mobile Services (PBMS) N:1DEV\LEEIPRJSTAT TOWN OF LOS GATOS CALIFORNIA TOWN COUNCIL/PARKING AUTHORITY STUDY SESSION November 27, 1995 Minutes TOWN COUNCIL The Town Council/Parking Authority of the Town of Los Gatos met in the Council Chambers of the Town Hall, 110 East Main Street, at 5:30 p.m., Monday, November 27, 1995, in study session ATTENDANCE Present: Mayor Randy Attaway, Joanne Benjamin, Linda Lubeck, Patrick O'Laughlin, Town Manager Dave Knapp. DISCUSSION Recently raised questions regarding land use decisions in light of the Town's goals for a healthy local economy were discussed. Issues discussed were competition with other communities for limited resources; residents' concerns that Los Gatos serve Los Gatans; parking, litter, grease, sewers, and traffic impacts in the downtown; support of residential parking permits; consideration of one parking policy for all in the downtown commercial district; don't spoil the balance just for revenue; reconvertion to residential from a previous trend toward commercial; master plan needed; Commercial Specific Plan may be revisited; high traffic and parking generators to be located outside the congested downtown area; encourage pedestrian orientation rather than traffic and cars. ADJOURNMENT The meeting adjourned at 7:30 p.m. ATTEST: David Knapp Town Manager and Deputy Town Clerk TC: D7: M M 112795