Staff Reportto`NN MEETING DATE: 02-12-07
STUDY SESSION
cos"6Atos COUNCIL AGENDA REPORT
DATE: FEBRUARY 8, 2007
TO: MAYOR AND TOWN COUNCIL
FROM: DEBRA J. FIGONE, TOWN MANAGER
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
RECOMMENDATION:
Provide feedback and direction on the vision, conceptual costs, funding sources and phasing
options for the Civic Center/Library Master Plan
PURPOSE OF THE MASTER PLAN
In 2001, the Town Council prudently decided to begin a master planning process for the facilities
at the Civic Center. Public buildings do not last forever; moreover, their ability to serve the
public may decrease over time. The purpose of the master plan is to ensure that the Town is
prepared to undertake improvements to the Civic Center, if and when necessary. The master
planning process is intended to determine the public's needs for services, and to evaluate options
for meeting those needs through existing and/or new public spaces. Completion of the master
plan is not a commitment to undertake any of the improvements. It is a plan for how to proceed
over the course of time, if and when the Council and community so determines.
BACKGROUND:
The effort to develop a Civic Center/Library Master Plan had its beginnings in the early 1980s
when the Town Council discussed the space needs of the library and the police department, as
well as the possibilities for obtaining a site to build a new library. In the late 1980s, properties
on Villa Ave. and Fiesta Way were acquired with expansion of the Civic Center in mind, and the
Town applied for funding under Proposition 85, the California Library Construction and
Renovation Bond Act of 1988. That application was not successful.
PREPARED BY: PAMELA S. JACOBS
ASSISTANT TOWN MANAGER
Reviewed by: Assistantr3own Manager Town Attorney
Clerk Administrator ~6 Finance Community Development
z
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
In 1998, the Town once again began planning for a new library to be built at the Civic Center. A
library needs assessment was completed, with funding from the Friends of the Library, the
Library Trust and the Ness Trust. That needs assessment concluded that the library needed more
space to continue to function effectively. Following this assessment, the Town determined that
planning for a new library should be set within the context of the entire Civic Center complex. A
master plan would provide a comprehensive understanding of community needs related to the
municipal services provided at the Civic, Center and of how the Civic Center site and facilities
could best meet those needs. With a master plan, any needed incremental improvements could
occur within a broader context.
On April 15, 2002, the Town Council adopted a resolution authorizing the Town Manager to
execute an agreement with Anderson-Brule Architects (ABA) to serve as consultants in the
development of a strategic Master Plan for the Los Gatos Civic Center and Library.
To-date, the Council has discussed five of the elements of the Master Plan. These include:
■ Town Service Assessment, which identifies the services the community desires the Town
to provide (based on input from focus groups and community forums) - reviewed by
Council on October 7, 2002;
■ Existing conditions analysis of Civic Center facilities - reviewed by Council on January
6, 2003 (note: the project was put on hold from the fall of 2003 until early 2006);
■ Operational Plan, which describes how the Town does and could provide these services -
reviewed by Council on May 1, 2006;
■ Space Program, which identifies the space required to provide these services - reviewed
by Council on May 1, 2006; and,
■ Site concepts for locating the services on the Civic Center site (based on input from a
design charrette with 24 members of the community and staff) - reviewed by Council on
June 5, 2006.
A Town Council ad hoc committee comprised of Mayor Pirzynski and Council member McNutt
has provided policy guidance throughout the CCMP process since 2003 (Mayor Pirzynski and
former Council member Sandy Decker comprised the committee prior to this time). Ad hoc
committee members serve as Council "liaisons" to provide guidance and feedback or projects
and/or events, such as the CCMP, that may have a significant impact on the community.
Attachment 1 presents a summary of the community outreach and participation contributing to
the development of the CCMP to-date. Outreach included six focus groups, two community
forums, and on-line and counter questionnaires to receive input regarding Town services. All of
the Council meetings noted above provided additional opportunities for community input. More
than 150 people participated in these various outreach efforts, and more than 100 questionnaires
were completed.
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
At the June 5, 2006 Study Session and a subsequent Community Forum held on June 8 h, the
Town Council and public provided feedback on four site options. In a workshop held in August,
staff, the Council ad hoc committee, and the consultants translated the feedback on the four
options into a master site layout for the Civic Center. At that time, it was determined an in-depth
parking study was needed to ensure the plan accurately reflects the demand for parking. It was
also determined that more time was needed to understand the range and capacity of various
financing options and sources.
Although the parking study is not yet completed, staff is presenting the vision, conceptual costs,
funding sources, and phasing options for the Civic Center/Library Master Plan at the February
12th Study Session. As discussed later in this report, the information from the parking study and
any changes necessary due to its findings will be included in the final Master Plan to be brought
before Council later in the spring. A detailed financing analysis would be developed after
Council direction is established.
DISCUSSION:
Principles Shaping the Vision for the Civic Center/Librarv Master Plan
Throughout the Civic Center Master Plan (CCMP) process, the Town Council and the
community have articulated principles that have progressively shaped the vision for the Civic
Center site. These principles are reflected in the elements of the CCMP: the Town Service
Assessment; the Operational Plan; the Space Program; the Site Options; and, now, the vision for
the site. Collectively, these principles represent community interests and desires regarding what,
where, and how municipal services are provided. They also represent findings from technical
analyses conducted throughout the course of the planning process. Key principles include:
■ Planning for future municipal facility improvements is prudent. The Council and the
community will need to determine if and when it is necessary to undertake any
improvements.
■ Any proposed improvements, whether in existing or new facilities, must be affordable for
the Town to undertake with current or projected revenues and/or acceptable to the
community to fund through bonds or other tax measures over time.
■ Services provided by the Town or desired by the community should drive the
recommended space program, within the opportunities and constraints presented by the
Civic Center site.
■ The scope of the Civic Center Master Plan should be limited to the existing Civic Center
site, plus the adjacent Town-owned properties (including the building occupied by Los
Gatos-Saratoga Recreation). The Town's corporation yard and museums are not included
in the scope.
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
■ The Civic Center should be the "heart of the community," where there are opportunities
to gather, celebrate, and learn, as well as to receive municipal services.
■ Any improvements or changes to the Civic Center should maintain the "small town" feel.
■ Easily identified central points of services, with clear signage throughout, should be
included in the vision for Civic Center facilities.
■ Available and emerging technologies should be used to enhance access to services
through options for self-service and extended hours.
■ The existing Town Hall facility should be reused for Town services, avoiding significant
high cost retrofitting.
■ Green space should be maximized.
■ Views into the site and beyond should be maximized.
■ Pageant Park should be preserved, with increased access for the public.
■ Significant trees should be protected to the extent possible.
Applying the Principles: Vision for the Civic Center Site
As noted earlier, a design charrette with 24 participants (nine community members and 15 staff
members) produced four site concepts that were presented and discussed at a Council Study
Session in June, 2006 and at a subsequent community forum. The principles above guided the
development of the four site concepts, which were entitled Extended Plaza, Great Green,
Boulevard, and New Town Center. Based on the feedback from the Council and the community
on the four concepts, the Town's consultants prepared a Master Plan site vision that is presented
in Attachment 2 and will be discussed in more detail at the Study Session.
Site Vision for the Civic Center: The vision for the site reflects the principles listed above, input
from the Council and the community, and staff's and the consultant's professional expertise and
analysis. This concept combines features from three of the previously presented concepts (all
except the New Town Center concept). Key features include:
■ Extensive open, green space;
■ View sheds through the site ;
■ Enhanced access to Pageant Park;
■ On-site police facility with associated parking;
■ New facility housing 1-story library, community center and dual-purpose Council
chambers and associated parking;
■ Re-alignment of Fiesta Way on the edge of the site rather than through it;
■ Adaptive use of existing facility for Town administration and services, including a one-
stop community development center;
■ No programming for services in the Town-owned facility on Main St. across from the
Civic Center;
■ Underground and above-ground garages to accommodate increased parking need; and
■ Protection of the majority of significant trees.
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
The square footage for each of the functions and/or facilities is depicted in Attachment 3. As
noted, this vision includes a new facility housing the library, community center and Council
chambers. A key feature of this facility is that the library would be housed on one floor, which is
the preferred configuration from the library industry's "best practices" perspective. The
"community center" represents a number of spaces, including space for the Community Services
department, senior services, a program hall for large events or meetings, rooms for smaller
community meetings and/or classes, and a dual purpose Council chambers/community room.
The community center includes space for Los Gatos-Saratoga Recreation (LGSR), which
currently rents space for recreation programs from the Town in the Town-owned facility across
from the Civic Center and in the Neighborhood Center. This space has been included for
planning purposes, since LGSR currently uses Town space; however, the Town does not have
responsibility for accommodating LGSR's space needs. Any proposed changes to LGSR's
current use of Town space would need to be coordinated with them.
Phased Site Vision
Because the above vision includes a large 64,000-square-foot facility housing a one-story library
and multiple other services, it is not possible to phase its construction if necessary for timing
and/or funding purposes. Given that the goal for the CCMP has always been to include phasing
options, the consultants. have laid out a second vision that accommodates this. The "Phased Site
Vision" is depicted in Attachment 4. The difference in this option is that the new facility is
divided into two buildings, one housing a two-story library and the other housing the
"community center" services. A community room may be to be transferred from the community
center to the library building to enable to the library to be a more complete stand-alone facility if
the library was pursued in a first phase. Parking associated with the library and the community
center is included within their individual footprints, with one level of underground parking
beneath the library and a two-level underground garage beneath the community center.
At the Study Session, the consultants will discuss the features of both the initial vision and the
phased vision, as well as the opportunities and constraints associated with them. Staff and the
consultants are seeking Council feedback on each option, including general thoughts and
comments on specific elements.
Achieving the Vision: Cost and Financing; Considerations
Conceptual Cost Model
Attachment 5 presents the estimated costs for the CCMP. It is important to note that the cost
estimates are based on conceptual, not actual, buildings. That is, the costs derive from the square
feet required times an average square footage cost for that type of facility. For parking, the
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
estimate is based on the number of parking spaces required times the average per space cost for
either above-ground or below-ground parking. The cost model includes primarily space
designated as "core" in the space program. Some "optional" space is not included, and parking
numbers do not account for the optional space not included. If and when any of the facilities are
designed for construction, true cost estimates would take into account any difference in
architectural design, materials, construction challenges, value engineering, or other factors that
may influence costs. These factors could ultimately result in greater or lesser costs for the
facilities.
CONCEPTUAL COST MODEL ESTIMATES
Service
New Police Facility
Parking Garage - Police
Total Square Feet
18,369 s.f. (new)
84 spaces
Total Cost Estimate
$11,267,137
$ 4,582,980
New Library
Parking Garage - Library
New Community Center
Parking Garage - Com. Ctr.
Civic Ctr. Renovation
Total
39,821 s.f. (new)
69 spaces
32,040 s.f. (new)
157 spaces
25,191 s.f. (existing)
$22,060,431
$ 7,712,820
$14,832,258
$17,549,460
$ 9,128,708
$87,133,794
Costs for parking are a significant portion of the total estimated costs. The high costs are largely
attributable to the need to provide two levels of underground parking for the majority of the
parking demand. The parking estimates used for the conceptual cost model are based on the
application of the parking requirements in the Town code. It should be noted that in the case of
the combined Council chambers and community room, two different parking ratios could have
been used. Staff and the consultants opted to use the higher ratio of parking required which
seemed most appropriate given the time of use of these facilities. This resulted in a lower
demand for parking than would have been required at the lower ratio. As noted earlier and
discussed later in the report, a parking study is underway that could recommend a different level
of parking demand overall and/or for this function specifically. The costs could be affected
either way depending on the findings.
The cost estimates include a 35% factor for "General Conditions/Soft Costs," which are
comprised of contractor costs, standard consultants (e.g., architecture, structural, electrical,
plumbing, landscape, etc.) fees, soils and geotechnical reports, development process fees, testing
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
and inspections, specialty consultants (e.g., security, lighting, acoustic, etc), and contingency
allowance. More accurate "soft cost" estimates would need to be calculated in conjunction with
the building design process, and with the development of a specific financing strategy.
The cost estimates also include a 15% building factor which accounts for department to
department circulation, vertical circulation and width of the exterior walls.
Costs not included in the estimate are those for Furniture, Fixtures and Equipment (known as
FFE costs). Typical FFE costs for libraries range from $25 to $35 per sq. ft., suggesting an
estimated FFE cost for the 39,000 sq. ft. library of from $97,500 to $136,500. Different FFE
costs would apply for police facilities (usually higher due to specialty equipment) and for
community spaces range (potentially lower due to large open areas). Accurate FFE estimates
would need to be calculated in conjunction with the building design process. At the time this
was done, estimates for any possible re-use of existing furniture and equipment would be
evaluated.
Another cost not represented in the conceptual cost model is the cost for operations and
maintenance (O&M). These are the costs generated by having additional square footage to
operate and maintain. Actual O&M costs would not likely increase proportionate to the increase
in square footage, however, to the extent that "green technology" is incorporated in the design
and information technology is used to enhance productivity and streamline operations. O&M
costs would need to be calculated in conjunction with the building design process, and ongoing
fiscal capacity to cover any increased costs would need to be identified prior to construction.
Funding Sources
The development of a detailed financing strategy is a critical element in achieving the vision for
the CCMP. The financing strategy takes into account available funding sources and their
capacity over a projected period of time. Available sources are paired with eligible elements of
the CCMP according to the desired phasing plan. This detailed financing strategy will need to
be developed once the vision for the site and the phasing plan are determined.
Attachment 6 describes the funding sources that may be available for the elements of the CCMP
if the Council and community so determine. It is likely that any improvements contemplated in
the CCMP will be funded by a combination of strategies commonly referred to as "Pay-as-You-
Go" and "Pay-as-You-Use" strategies. The first strategy ("Pay-as-You-Go") assumes the use of
existing cash, capital campaigns and other fund raising efforts, real property sales, and joint
government partnerships. The second strategy ("Pay-as-You-Use") assumes the need to borrow
funds in some form of future debt financing. An advantage of Pay-as-You-Use financing is that it
matches the benefit and cost of the improvements with the actual users of the improvements over
time. "Pay-as-You Use" strategies include Redevelopment Agency Tax Increment Financing
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
and General Obligation Bonds. The attachment describes the funding source, current and/or
projected capacity (if known), and general requirements associated with each.
Issues and Considerations
Initial Survey of Los Gatos Voters
As staff worked to bring the vision, conceptual costs, and financing considerations forward for
Council discussion, it became clear that another piece of critical information needed at this stage
is to have preliminary data on public opinion about Town facilities and the public's interest in
supporting new and improved facilities. With the Council ad hoc committee's guidance, staff
engaged Fairbanks, Maslin, Maullin & Associates, a public opinion consultant firm, to conduct
an initial poll of Los Gatos voters.
The poll was a statistically valid, random sample telephone survey administered the week of
January 22na Based on the recommendation of the consultants, no advanced information was
shared about the survey so as not to bias the results. The executive summary and the "topline"
results of the survey are provided in Attachment 7.
Key findings from the survey include:
■ Voters have positive feelings about how the Town provides services and manages Town
finances;
■ Voters do not identify any single issue as a serious problem facing Los Gatos;
■ Over 60% of the voters haven't heard anything about the Civic Center Master Plan and
possible changes or expansions to the library or Civic Center;
■ While most voters indicate support for a bond measure to build a library, community
center and police station, that support falls below the required two-thirds threshold
required for approval;
■ Support for a potential bond measure declines significantly when voters hear the tax
impact of the measure; and,
■ Voters rate a new library higher than a community center or police facility as a potential
use of funds from a bond measure.
Based on the analysis of the survey results, the consultants recommend that the Town undertake
additional public education and outreach before placing a bond measure before the voters and
that the current levels of voter support for a potential bond measure are not sufficient for the
Town to move forward with a bond measure in 2007. Given the declining levels of support
when voters hear the tax impact of a potential bond measure, the consultants recommend
minimizing the cost of the measure and suggest that library improvements should be a central
focus of a potential bond measure.
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTERILIBRARY MASTER PLAN
FEBRUARY 8, 2007
A public opinion survey is a tool to understand the overall opinions of voters, and, in this case,
their opinions without previous knowledge about the CCMP. Through analysis and
interpretation of results, the survey can serve as a guide for educating the community about a
topic. This initial poll tells us where the voters are today, what is necessary to achieve the levels
of support required, and what is the most effective way to get there. It is important to note that
polls cannot predict exactly what the future will be, how voters may feel after more information
is provided, or how external conditions can affect the opinions in the future. One key external
consideration in thinking about public financing for Civic Center facilities is other potential
ballot measures, such as the parcel tax the elementary school district is pursuing, and any other
unanticipated ballot measure that may be pursued by other agencies. The poll conducted for the
CCMP provides valuable benchmark information for the Town as next steps on the CCMP are
contemplated.
Parking Study
As noted above, the Town is undertaking an in-depth parking study to ensure the CCMP
accurately reflects the demand for parking. The Town's current zoning code does not
specifically address public buildings such as the Civic Center, and the types of activities
occurring here. The parking allocation in the CCMP was based on the closest land use
designations available in the Town code, and thus may not accurately reflect the demand. As
part of the parking study, the consultant is conducting occupancy surveys during peak periods at
the Civic Center, estimating parking demand for Town vehicles, surveying other civic centers'
parking occupancy, forecasting future parking demand based on the CCMP, and recommending
the parking supply needed.
The results of the parking study and their implications for the CCMP will be brought forward to
Council as part of the final approval of the CCMP. It is expected that these results will affect the
number of spaces required, and thus the cost associated with providing the spaces.
Interim Needs and Opportunities
Interim Needs
It has been clear throughout the development of the CCMP that ultimately the Council and the
community would need to determine if and when major improvements to the Civic Center would
be undertaken. It has also been clear that the solutions to space needs are not solved only by
building new facilities.
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
At the same time, the analysis conducted over the past five years identifies some key deficiencies
in the Civic Center facilities that warrant addressing in some manner. The Civic Center is a 40-
year-old building, and the 27-year-old Neighborhood Center is a highly-used, multi-purpose
building. In certain cases, addressing the deficiencies in these facilities is necessary regardless of
the timetable for implementation of the COMP. Key deficiencies include the following:
Police services - the most critical need for additional space is for police services. At
5,275 sq. ft., the police department space in the Civic Center is sub-standard with many
issues of overcrowding, insufficient space for interviewing victims, a multi-purpose
dispatch area with many distractions, lack of security for the public and police officers,
out-of-compliance holding cells, lack of vehicle security, insufficient crime evidence
storage, and more. The police department is currently occupying one of the Town-owned
homes to house their operations (1,100 sq.ft. not included in the square foot figure noted
above). In addition, building requirements for public safety space are significantly
greater than for other municipal services, limiting the options for meeting the need in
existing facilities.
Library Disability Access - With its high public usage, the library facility must be
available to members of the public with disabilities. Overcrowded conditions have led to
disabled access deficiencies throughout the library. In addition, the elevator is out of
compliance for disabled access.
Parking - The existing Civic Center experiences parking shortfalls at peak periods
throughout the day and during events with large gatherings of attendees.
Other, less critical deficiencies such as signage, the Neighborhood Center kitchen, and
the need for additional meeting space may need to be addressed depending on the
timetable for implementation of portions of the COMP.
As noted, the police department has the most critical space needs for both the short and the long-
term. While the public opinion survey showed support for funding additional space for police,
that support was not as high as the support for a new library. This is likely because the library is
a visible, highly-used public facility, while the police department gets relatively few visitors and
the vast majority of Los Gatos residents do not have occasion to know about the dire conditions.
Monitoring Opportunities
Even if the CCMP was in place, with implementation underway, the Town should always be
aware of opportunities that may address the Town's space needs in a more efficient, cost-
effective and/or timely manner. For this reason, staff continues to monitor the local real estate
market for land or space that may meet the Town's needs.
Given the critical need for additional space for the police department, staff has focused on
monitoring the market for buildings that could meet these needs. Another reason staff has
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
focused on the police department is because police operations could potentially "unplug" from
the Civic Center. A location adjacent to a major arterial could provide good access to the
Town's neighborhoods. In addition, a full operational presence at the Civic Center is not
necessary given the activities conducted by police and the relatively low contact with the public
at the facility. Finding a cost-effective, affordable space built to the higher building standards
required for public safety may represent a favorable interim or permanent solution to the police
department needs. If police facilities were to be located off-site, a counter presence could still be
maintained for police customers at Town Hall.
Direction Needed and Next Steps
The February 12th Study Session represents a critical juncture in the development of the CCMP.
The feedback and direction provided by Council will lead to the final COMP, to be followed by
implementation as determined by Council. Direction is needed on the following issues in order
to finalize the CCMP:
Vision for the CCMP
o Does this represent a desirable vision for the Civic Center site?
o Should the final CCMP include the option with one facility for the library and
community center, or two facilities for these services?
o Other feedback?
Phasing Approach
o Should one facility be pursued first? Which one?
o Should facilities be pursued concurrently?
o Should an off-site facility be pursued for the police department?
Financing Options
o Does Council have any comments on potential funding sources, such as the use of
RDA money for eligible facility construction or the option to pursue a bond
measure?
Next Steps
Based on Council's feedback and direction, staff and ABA will finalize the CCMP and return to
Council for final approval. The final CCMP will include:
■ Town Service Assessment
■ Operational Plan
■ Space Program
■ Existing Conditions Analysis
■ Vision for the Civic Center Site (site diagram)
■ Conceptual Cost Model
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
■ Phasing Strategy
■ Preliminary Financial Strategy
The CCMP will also include the parking study, with any changes due to its findings incorporated
into the site vision and the cost model.
At the final CCMP approval stage, staff will seek Council direction on next steps, including
direction to proceed with an in-depth financial analysis. The following two options will be
presented for consideration:
Educate then Proceed Option - This option is to undertake an outreach campaign to inform the
community about the CCMP and then to re-assess community support for a bond measure.
Based on the results of the public opinion poll, proceed with the pre-development process,
including schematic design of the Civic Center site with in-depth focus on the first phase facility
or facilities.
Proceed and Educate Concurrently Option - This option is to proceed with the pre-
development process, including schematic design of the Civic Center site with in-depth focus on
the first phase facility or facilities, and undertake an outreach campaign concurrently to inform
the community about the CCMP, followed by re-assessing community support for a bond
measure.
These options will be discussed in greater detail when the final CCMP is brought forward for
Council's consideration. Included in the discussion will be a description of the pre-development
process, options for consideration, and estimated costs. Staff will also seek Council direction on
any concurrent actions to be undertaken with the above options at this time.
CONCLUSION:
The development of the Civic Center Master Plan (CCMP) has been a long, complex endeavor.
Grounded in the prudent decision to plan for the Town's long-term facility needs, the CCMP is
driven by the services the Town currently provides and the community desires. The CCMP that
has unfolded over time reflects many principles articulated by the Town Council and the
community. Community and Town Council input, and analysis of service needs, space
requirements, and site considerations have evolved into a master site vision that shows how the
Civic Center site could ultimately accommodate Town services.
Estimated costs indicate that the build-out of the entire CCMP could cost approximately $90
million in today's dollars. The initial public opinion survey suggests that sufficient numbers of
voters would not support a bond measure of that magnitude at this time, although support for a
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MAYOR AND TOWN COUNCIL
SUBJECT: STUDY SESSION AND DIRECTION ON THE VISION, CONCEPTUAL
COSTS, FUNDING SOURCES, AND PHASING OPTIONS FOR THE CIVIC
CENTER/LIBRARY MASTER PLAN
FEBRUARY 8, 2007
new library is strongest among the potential facilities and satisfaction with the Town in general is
high. The survey results also showed that less than 40% of the respondents have heard of the
CCMP, with 61% saying they hadn't heard anything about it to-date. The poll conducted for the
CCMP provides valuable benchmark information for the Town as next steps on the CCMP are
contemplated.
The next steps for the CCMP include completing the parking study, which will provide more
accurate information about the parking demand at the Civic Center. Council direction on several
issues - the site vision, phasing approach, financing options, and recreation space - is also
needed to complete the CCMP. There are also some critical needs that the Town may need to
pursue concurrently.
The Civic Center Master Plan is a roadmap for the future, enabling the Town Council to make
decisions about facility improvements to enhance service delivery as necessary or as
opportunities arise. Without the CCMP, these decisions would not be able to be made in such a
broad context or with such in-depth analysis. Staff looks forward to the Council's feedback and
direction on the CCMP.
ENVIRONMENTAL ASSESSMENT:
Is not a project defined under CEQA, and no further action is required.
FISCAL IMPACT:
Funds for completion of the Civic Center/Library Master Plan as noted above are included in the
FY 2006-11 Capital Improvement Plan. Any additional work which may be beyond the original
scope or as a result of the Master Plan process will require additional funding.
Attachments:
Attachment 1 -Outreach and Participation Summary
Attachment 2 -
Vision for Civic Center Site
Attachment 3 -
Space Program
Attachment 4 -
Phased Vision for Civic Center Site
Attachment 5 -
Conceptual Cost Model
Attachment 6 -
Potential Funding Sources for CCMP
Attachment 7 -
Key Findings from Los Gatos Voter Survey/Topline Results
Attachment 8 -
February 12, 2007 PowerPoint Presentation
IFIEW- 9 F
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