Attachment 3 - AppendicesThis Page Intentionally Left Blank draft | May 2014
North 40 Specific Plan DRAFT Last Modified: July 2, 2014 Appendix A - Market Study and Business Opportunities Assessment
This Page Intentionally Left Blank appendix A draft | May 2014
1 Market Study & Business Opportunities Assessment Town of Los Gatos Submitted by BAE Urban Economics August 12, 2011
bae urban economics August 12, 2011 Ms. Jessica von Borck Economic Vitality Manager Town of Los Gatos P.O. Box 949 Los Gatos, CA 95031 Dear Ms. Von Borck: On behalf of BAE Urban Economics, Inc., we are pleased to submit the enclosed North 40 Market Study and Business Development Strategy for the Town of Los Gatos pursuant to Purchase Order Contract #20110317. We have enjoyed working with you and your st aff colleagues as well as the North 40 Advisory Committee, Planning Commission, and Town Council on this exciting opportunity to enhance the Town’s economic vitality through the developm ent of the North 40 Specific Plan area. Sincerely, David L.R. Shiver Raymond Kennedy Principal Vice President San Francisco Sacramento Los Angeles Washington DC New York City 1285 66 t h Street 803 2 n d Street 5405 Wilshire Blvd. 1346 U Street NW 121 West 27 t h Street Second Floor Suite A Suite 291 Suite 403 Suite 705 Emeryville, CA 94608 Davis, CA 95616 Los Angeles, CA 90036 Washington, DC 20009 New York, NY 10001 510.547.9380 530.750.2195 213.471.2666 202.588.8945 212.683.4486 www.bae1.com
Table of Contents Executive Summary ........................................................................................................ 1 Site Description and Location ................................................................................................... 1 Demographic and Economic Overview .................................................................................... 1 Retail Market Assessment ......................................................................................................... 2 Office Market Assessment ........................................................................................................ 6 Hotel Market Assessment ......................................................................................................... 7 Conference/Meeting Space Market Assessment ....................................................................... 8 Strategies for North 40 Development ........................................................................................ 8 Site Description ............................................................................................................. 13 Site Location .................................................................................................................. 15 Demographic Overview ................................................................................................ 19 Definition of Retail Trade Area vs. Market Area .................................................................... 19 Population and Household Trends .......................................................................................... 24 Household Characteristics ....................................................................................................... 26 Employment Trends ................................................................................................................ 28 Retail Market Assessment: Existing Retail Real Estate Conditions ......................... 33 Retail Real Estate Market Conditions ..................................................................................... 33 Overview of Los Gatos and Retail Trade Area Retail Nodes ................................................. 34 Retail Market Assessment: Sales and Leakage Analysis .......................................... 45 Estimated Retail Sales in Los Gatos and the RTA by Major Retail Category ........................ 45 Retail Sales by Major Retail Category in Los Gatos, Santa Clara County, and California .... 49 Los Gatos Taxable Retail Sales by District ............................................................................. 54 Leakage and Injection Analysis for Lo s Gatos and the Retail Trade Area (RTA) .................. 59 Retail Market Assessment: Summary ......................................................................... 71 Existing Conditions ................................................................................................................. 71 Leakage and Injection Analysis .............................................................................................. 74 Potential for New Retail Development in Los Gatos .............................................................. 75 Office Market Assessment ........................................................................................... 77 Office Inventory ...................................................................................................................... 77 Office Market Trends .............................................................................................................. 77 Office Employment Trends ..................................................................................................... 80 Office Demand Analysis ......................................................................................................... 82
Hotel Market Assessment ............................................................................................. 89 Existing Supply ....................................................................................................................... 89 Planned and Proposed Competition ........................................................................................ 91 Performance Trends ................................................................................................................ 93 Meeting Space Market Assessment ............................................................................ 97 Hotel Meeting Space ............................................................................................................... 97 Day-Use Meeting Facilities ................................................................................................... 102 Demand from Major Employers ........................................................................................... 107 Opportunities & Strategies for Development ........................................................... 109 Overview ............................................................................................................................... 109 Retail Development Opportunities ........................................................................................ 110 Retail Development Strategies .............................................................................................. 114 Office Development Opportunities ....................................................................................... 116 Hotel Development Opportunities ........................................................................................ 118 Conference and Meeting Space Development Opportunities ............................................... 119 Prioritizing Opportunities ...................................................................................................... 121 Appendices .................................................................................................................. 125
Executive Summary Site Description and Location The North 40 site is a highly strategic lo cation in the West Valley for new commercial development: − The North 40 site is located at the intersection of Highways 85 and 17, making it a highly visible and desirable location for a variet y of uses, particularly for retail, hotel, and meeting/conference facilities. − The North 40’s location at the crossroads of the West Valley’s freeway system makes it easily accessible to many of the region’s major hubs of activity, including major employers such as Apple Computer, Netflix, and cultural attractions in downtown San Jose. Demographic and Economic Overview While Los Gatos itself is a small community, the To wn and the Retail Trade Area (RTA) that it is situated in have a significant concentration of high-income households and high rates of homeownership that retailers and hotel operators w ill likely find attractive –despite modest future population and household growth: − The Town of Los Gatos had a population of 29,413 in 2010 and experienced limited population or household growth in the last decade. − Los Gatos is characterized by relatively small households, a high rate of home ownership, and high incomes. The medi an household size for Los Gatos was 2.35 persons per household in 2010 compared to the Bay Area average household size of 2.69. The Town’s median annual household income is over $115,000, significantly higher than the $79,000 figure for the Bay Area. Approximately 63 percent of occupied housing units are owner-occupied, in contrast to just over 56 percent for the Bay Area. − While not at the levels of the Town, the Retail Trade Area (RTA) with a 2010 population of 606,000 also has high incomes and high rates of home ownership. The median household income was just over $94,000 in 2010. The RTA’s homeownership rate was 61 percent of occupied housing units. The RTA represents population and buying power within a 10 minute drive of the North 40 site. − Both Los Gatos and the Retail Trade Area will experience modest population growth from 2010 to 2020. Based on the Town’s recently adopted General Plan, the Town is North Forty Specific Plan Market Study and Business Development Strategy Page 1 of 150
slated to add approximately 3,200 resident s over the decade, based in part on the potential for new housing at the North 40 site. Future residential development opportunities in the Town and the RTA will largely be infill on sites such as the North 40. Despite a commute pattern of more residents commuting out of the RTA than others commuting in, there are nearly 100,000 workers commuting into the RTA every day who most likely patronize local retailers and service providers. The North 40 site benefits from the proximity of major employers in the adjacent Good Samaritan Hospita l and other medical facilities –these employees may be target market for new retail: − Los Gatos and the RTA function as a bedroom residential community in Silicon Valley with more residents commuting out every day for work (186,900) than commute in (98,300). − Good Samaritan hospital is two minute driv e from the North 40 site, employs 1,800 people and generates 88,000 patient days annually. − Columbia Health Care/Mission Oaks Hospita l is a three minute drive from the North 40 and employs 2,000 people. Retail Market Assessment Los Gatos has a very strong retail sector with a diverse mix of retailers: − Retail sales for the Town for 2008 are estimated at approximately $838 million. The three largest categories by sales volume are motor vehicle and parts dealers at 30 percent, food and beverage stores at 23 percent, and food services and drinking places at 15 percent. The proportion of the Town’s total retail sales in motor vehicle and food store sales are very high, although motor vehicle sales have declined since 2008. − On a per capita basis, retail sales in Los Gatos are quite high, at $28,653 annually compared to less than $14,000 annually for the RTA; the only sectors lagging the RTA in per capita sales are the building materials group and general merchandise stores. − The Town is unusual in that it also attracts shoppers for everyday items such as groceries, due in part to the location of supermarkets and drugstores near the edges of Town and in part due to the lack of shopping in Monte Sereno, Saratoga and other nearby unincorporated areas. North Forty Specific Plan Market Study and Business Development Strategy Page 2 of 150
− Long-term declines in retail sales in Lo s Gatos over the last decade have been related largely to the decline in the au tomotive sector. In 2010, taxable motor vehicle sales in the Town were only 21 percent of 2000 levels after adjusting for inflation. − With its high per capita sales levels, Los Gatos shows injections of sales in most major retail categories, indicating attracti on of shoppers from outside the Town. − The Town is unusual in that it also attracts shoppers for everyday items such as groceries, due in part to the location of supermarkets and drugstores near the edges of Town and in part due to the lack of retail in Monte Sereno, Saratoga and other nearby unincorporated areas. − Injections are also high for motor vehicle and parts dealers and food services (which includes restaurants). Two categories, building materials and general merchandise stores, stand out for their substantial leakages. − The Town’s primary retail areas are the Downtown, Los Gatos Boulevard and the four neighborhood centers. These areas co mbined make up 59 percent of all Los Gatos retail outlets but generate 88 percent of the Town’s taxable retail sales. Los Gatos’ Downtown, while impacted by regional and national economic trends, has remained a strong regional retail destination, attrac ting shoppers from outside the Town. − Downtown is seen as a retail destination, drawing shoppers from Los Gatos as well as other nearby communities. Downtown is also a tourist destination, with out-of-towners coming to experience the small town and pedestrian-friendly ambience. In 2010, Downtown Los Gatos generated appr oximately $209 million in taxable retail sales, or over 50 percent of the Town’s total taxable retail sales, confirming its significance as a shopping destination and as a tax generator for the Town. − On an inflation-adjusted basis, this sal es level has declined from taxable sales of $225 million in 2008, but has rebounded fro m $198 million in 2009. This recent uptick is due in part to increasing sales at the Apple Store. − The Downtown Core area accounts for nearly three-quarters of all businesses in the Downtown. The largest concentrations ar e in apparel, eating and drinking, and other retail, which includes various types of specialty retail outlets such as sporting goods, toy, and books/stationery stores. The Core is characterized by smaller floor plates, and because of the formula retail ordinance as well as the limited number of larger store spaces available, the Core contains few chain retailers. North Forty Specific Plan Market Study and Business Development Strategy Page 3 of 150
− Formula retail, while restricted in the Downtown Core, nevertheless accounts for a significant proportion of taxable retail sales. In 2010, stores designated as formula retail in the Downtown Core provided over 30 percent of taxable retail sales in the area, while making up only 11 percent of the retail outlets (excluding food-related retail and service stations). Excluding these same outlets, (not subject to the formula retail ordinance), formula retaile rs account for over half of the taxable retail sales in the Downtown Core. Los Gatos Boulevard is a mix of community s hopping centers anchored by supermarkets, auto dealers and related businesses, and free-standing retail outlets. − The four larger shopping centers are all anchored by supermarkets, in a cluster that serves Los Gatos and nearby areas of Campbell and San Jose. The high proportion of supermarkets indicates the area is a shopping destination for food items. − Los Gatos Boulevard had taxable retail sales of approximately $152 million in 2010, a steep decline from earlier years r esulting largely from decreasing sales in the automotive sector. The neighborhood centers are largely occupied by local-serving retailers providing everyday convenience goods and services. − Los Gatos has four major neighborhood centers: Rinconada Center, Downing Center, Walgreens Square, and Vasona Station. − These neighborhood centers are all located at or near the Town boundaries, thus attracting shoppers from outside the Town since they represent the closest grocery or drug store shopping. These centers combined accounted for a much smaller proportion of retail sales than Downtown or Los Gatos Boulevard. The Retail Trade Area contains a large mix and variety of regional retail shopping destinations which will be competitive with any region-serving retail at the North 40. − The RTA’s retail sales for 2008 are estimated at approximately $8.4 billion, about 10 times the sales in Los Gatos alone. The RTA’s levels of per capita retail sales are only about half the levels for the Town. − Levels of leakages and injec tions appear to be much lower on a per capita basis, indicating a relative balance between retail sales and resident expenditures in most categories. North Forty Specific Plan Market Study and Business Development Strategy Page 4 of 150
The Town may be able to enhance its retail base in a range of retail types. − Along with general merchandise stores a nd home improvement centers, specific store types that appear to be lacking in sales in the Town include appliance stores, and specialty food stores such as meat markets, fish and seafood markets, and produce markets. The sales injections for clothing and clothing accessories stores reflects an overall strength, but the appare l stores in the Town tend to be high-end stores, not necessarily carrying the types of inexpensive everyday apparel more commonly found in many general merchandise stores. − Given the Town’s already-strong attr action as a food shopping destination and demographic profile, the lack of specialty food stores may also represent an opportunity to broaden the food retailing mix and enhance the Town’s strong position for this retail category. − To some extent, the leakage of retail sales in certain categories dominated by large-format stores of 30,000 square feet or more reflects the Town’s desire to retain a small-town feel, with smaller shops and in the Downtown Core, limited formula retail. As a result, there are few retail spaces in Los Gatos of approximately 10,000 square feet or more that are available to accommodate larger users such as appliance stores, home improvement stores, or general merchandise stores. While the Town will undoubtedly seek to retain its character, appropriately designed development at the North 40 site may present an opportunity to provide retail space for larger users that might compleme nt the existing retail mix in Los Gatos and provide goods and services that r esidents currently seek elsewhere. North Forty Specific Plan Market Study and Business Development Strategy Page 5 of 150
Office Market Assessment While the Los Gatos office market comprises a small percentage of th e regional office market it has performed better office space in the Market Area and South Bay, − Los Gatos currently has an office inve ntory estimated by Cornish and Carey Commercial Newmark Knight Frank to be approximately 1.4 million square feet, representing approximately 2.2 of total inventory in the South Bay. − Historically the Los Gatos office market has generally outperformed its Market Area and South Bay benchmarks with higher o ccupancy rates and rents. The current average full-service asking rent in Los Gato s is $2.58 per square foot compared to $2.39 for space in the Market Area and $2.48 in the South Bay as a whole. Los Gatos has an office vacancy rate of 8.8 percent co mpared to 9.3 percent in the Market Area and 16.6 percent in the South Bay. The Town’s higher lease rates and lower vacancy rate indicate that is an attractive and desirable office location. − During the Great Recession Los Gatos rents were compressed to near the market average and have rebounded slightly duri ng the current recovery. While demand elsewhere in the South Bay has significantly strengthened, office demand has not fully recovered in Los Gatos. Demand tends to be driven by smaller users and end users that require larger floor plates such as Netflix. The North 40 would be an attractive site fo r office and employment projections support construction of office space, taking into acc ount existing vacant space and planned and proposed projects. − Based upon employment projections prepared by the Association of Bay Area Governments (ABAG), BAE estimates that the Market Area can support an additional 698,000 to 957,000 feet of new office sp ace between 2010 and 2030 after accounting for planned and proposed projects, including the proposed 550,000 square foot office use at the Albright site in Los Gatos. − With its strong location, the North 40 site could capture between 70,000 and 191,000 square feet of this total net demand, applying a 10 and 20 percent capture rate. − Potential office product types could include la rger Class A space for larger users or an end user (100,000+ square feet) or medical offices. Another potential target market could be multitenant Class B or A space for start-ups, small ventures, and medical office that would find the whole package of North 40 amenities highly attractive (e.g., retail and hotel/meeting space). North Forty Specific Plan Market Study and Business Development Strategy Page 6 of 150
Hotel Market Assessment Los Gatos has two existing high-end full service hotel properties. The performance of hotels within the Market Area has followed the business cycl e but has out-performed its Santa Clara County benchmark. − The Market Area for hotels has an inventory of almost 2,000 rooms, representing 7.6 percent of the total rooms in Santa Clara County. Over 79 percent of these rooms in the Market Area are in properties considered as “upscale” or better by Smith Travel Research (STR). − Los Gatos is home to two high-end full service hotels with 186 rooms, or 9% of high-end hotel rooms in the Market Area. − Throughout the current business cycle, hot el properties in the Market Area have consistently out-performed those in other pa rts of Santa Clara County with respect to occupancy levels and room revenues. Occ upancy in Market Area properties peaked at 75 percent in 2007, fell to a low of 65 percent, and recovered to 72 percent as of the end of 2010. In contrast, properties in Santa Clara County rose to a high of 70 percent in 2007, dropped to a low of 58 percent in 2009, and rose back to 68 percent in 2010. − Revenues in the Market Area have not recovered as strongly as occupancy: the average daily rate peaked at $148 in 2008 and now st ands at $127. Revenue per available room also follows a similar trend. Higher occ upancies have been achieved by maintaining competitive room rates. While a small part of the Market Area and Santa Clara hospitality market, Los Gatos has been an attractive destination . − Interviews with key community and busin ess informants indicate that Los Gatos’ existing lodging facilities and overall co mmunity amenities complement the main demand drivers for overnight room stays in Los Gatos, which include: • Business travel generated not only by firms located in Los Gatos, but also those located in downtown San Jose and other areas of central Silicon Valley; general managers of local hotels have found considerable success marketing to high-level business travelers, particularly those who travel with their spouses; • Leisure travel related to shopping and dining in downtown Los Gatos, as well as area wineries; and • Weddings and other social events. North Forty Specific Plan Market Study and Business Development Strategy Page 7 of 150
New hotel construction is planned in Cupertino. − Two planned and proposed hotel projects would add as many as 370 rooms to the Market Area with at least 123 rooms deemed upscale or better. These two projects are located at the northern end of the Market Area in Cupertino. There are opportunities for new hotel development at the North 40 site. − There is a noteworthy lack of national and global luxury hotel branded properties in Silicon Valley. The location and setting of th e North 40 coupled with Los Gatos’ rich set of amenities may be attractive to luxu ry hoteliers looking for a Silicon Valley presence or to boutique operators/developers seeking to expand in the Market Area. − One disadvantage to the North 40 site for gl obal luxury brands is its location outside a major business cluster. Conference/Meeting Space Market Assessment − There is a general lack of meeting and conference space that can accommodate more than 250 persons in the Market Area. − Interviews with key informants indicate that there would be local support for new, state-of-the-art meeting facilities with a capacity of 250 to 500 persons. Strategies for North 40 Development Developing Uses Complementary to Downtown Los Gatos The General Plan EIR guidance states that new development at the North 40 should “complement and not compete with Los Gatos’ downtown and the rest of the community.” BAE has formulated several strategies to honor this goal of complementary retail development: Retail Strategy 1: Establish a clear difference in the shopping experience between the Downtown and North 40. The Town’s Formula Retail Ordinance helps maintain the downtown’s small-town feel and a large presence of independent retailers with unique products and services and limits the number of formula retailers such as the present mix of Sur La Table, Apple Store, Banana Republic, Restoration Hardware, and the Gap among others. The North 40 experience should be differentiated by a focus on formula retail with less emphasis on independent retailers. Adding formula retail to the Town-wide inventor y of retail properties would help Los Gatos capture sales (and generate additional sales tax re venue) from Town residents who currently travel outside the town to shop at formula retail ou tlets as well as from shoppers who would come from outside Los Gatos. There are several local ex amples of downtowns a nd new shopping complexes complementing each other with such differentiated shopping experiences: Downtown and Stanford North Forty Specific Plan Market Study and Business Development Strategy Page 8 of 150
Shopping Center in Palo Alto, and Elmwood/Rockridge and Bay Street in the inner East Bay (Berkeley, Oakland, and Emeryville). Retail Strategy 1.1: Formulate a coordinated market campaign for both the Downtown and North 40 retail development. A cooperative marketing effort between the Town of Los Gatos, local Downtown merc hants, and the North 40 developer can help brand and position each retail district appropr iately to reinforce their respective core strengths and cross-market events and a nnouncements –all to reinforce Los Gatos as a shopping destination. Retail Strategy 1.2: Continue and Enha nce Downtown Merchant Vitality Programs . The Town of Los Gatos presently operates several programs oriented to business development and merchant assistance. Th ese program which include business workshops in partnership with the Chamber of Commerce and West Valley College, mentoring services for small businesses, and marketing even ts, should be continued and enhanced to offer assistance to merchants downtown to eff ectively market to new shoppers brought in by the North 40. Retail Strategy 1.3: Reinforce the Downtown ’s Role as Community Hub and Social Center . By continuing to program Farmers Markets, music and art festivals, and special events, Los Gatos can maintain the Downtown as the Town’s community hub. With its diverse set of buildings and traditional street layout the Downtown offers an authentic small downtown experience that is hard for a new development that is planned at one time to reproduce and compete with. The recent re ported purchase of the Los Gatos Theater by a local investment group to keep it as a small movie theater will boost the Town’s efforts to maintain a vital Downtown. Retail Strategy 1.4: Branding and Iden tify for Los Gatos Shopping Districts . The branding of the North 40 for any retail use should be approached from the idea that strong identities for all Los Gatos’ shopping districts should be reinforced and branded to offer Los Gatos as a whole “package” of shopping and leisure activities, including nearby wineries. Branding and identity should be accomplished in part by well designed and consistently applied wayfinding and signage tr eatments that clearly identify where one is within the Town. For new shoppers coming into Los Gatos for retail at the North 40, the North 40 could serve as a “gateway” to the Town with information kiosks (both portable/seasonal and permanent). Retail Strategy 1.5: Improve Way Finding and Public Parking Signage. Some key informants reported that a perception of lack of parking presents a barrier to local residents patronizing Downtown merchants and businesses. Most residents visit Downtown by car and parking while adequate is sometimes be difficult to find or is not always in the most North Forty Specific Plan Market Study and Business Development Strategy Page 9 of 150
convenient locations. Installation of better directional signage or electronic signs with available spaces noted lots could help overcome this perception. Retail Strategy 1.6: Provide Shuttle or “Shared Bike” Program to Link North 40 and Downtown . By providing a shuttle connection and/or free bicycle rental, the North 40 and Downtown could be linked to promote easy movement between the two districts. Many cities in both the United States and Europe (s uch as Paris, Portland, and Prague) provide free, shared-use bicycles to encourage sustai nable and healthy alternative transportation over short distances. Stations could be established at the North 40 and Downtown. Strategy 2: Promote New Retail at the North 40 to Provide Goods and Services that are Leaking from the Community and Generate More Sales Tax Revenue for the Town. To strengthen and diversify its sales tax base, the To wn should consider promoting new formula retail at the North 40 site since the Town’s own experience with formula retail Downtown has shown that just a few formula retailers can generate a large amount of sales tax revenue. The North 40 could offer a new and fresh shopping experience in contrast to some of the older facilities outside the Town in the RTA, thus potentially attracting new shoppers from outside the Town. Strategy 2.1: Avoid “Tax-shifting” from Relocation of Formula Retail Downtown to North 40 . While some may disfavor formula reta il Downtown, in order for the Town to realize a net fiscal gain, formula retailers Downtown should be encouraged to remain Downtown and not relocate to the North 40. This can be achieved through non-compete clauses in the Town’s development agreement with the North 40 developer or through other legally appropriate mechanisms. Strategy 4: Promote New Retailers that will Capture Existing Sales Leakage . Los Gatos should consider using the North 40 development opportunity to establish new retail uses in the general merchandise home improvement categori es by permitting larger floor plate (e.g., over 30,000 square foot) floor plates. Retail Strategy 5: Encourage New Specialty Retail at North 40 . Los Gatos should work with the North 40 developer to identify new specialty retail uses that will complement the Town’s mix such as specialty foods (e.g., “market hall”), an a ppliance store, as well as formula retail that will bring in shoppers from outside Los Gatos. Retail Strategy 3: Encourage Neighborhood and Convenience Retail at the North 40 . The Town should encourage neighborhood and convenience retail at the North 40 to support not only new residents at the site but other nearby residential and business neighborhood across Los Gatos Boulevard. North Forty Specific Plan Market Study and Business Development Strategy Page 10 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 11 of 150 Office Strategy 1: Promote New Office Space to Expand Town Inventory . Los Gatos should encourage a mix of new office space at the North 40 site geared to providing large-place Class A office as well as new Class A or B space configured for multitenants. Office Strategy 2: Pursue the Concept of a “Los Gatos Innovation Center .” The North 40 represents a potential opportunity to accommodate start-up and new ventures and create jobs by establishing a facility providing share-work spaces and social networking/collaboration opportunities. Hotel Strategy 1: Develop Language in the Specific Plan that will Encourage/Permit a New High-end Hotel/Lodging Use at the North 40 . The Town should consider a hotel use for the North 40 to expand the Town’s inventory of high-end hotel properties and complete an overall amenity package at the North 40. Meeting Space Strategy 1: Incorporate Meeting Space into a Hotel Development . Since a day conference center typically requires subsidy, the Town should consider incorporating a conference/meeting space use into a new hotel prope rty. To meet the large meeting space gap in the Market Area, Los Gatos could consider requi ring as has the City of Cupertino a space with a capacity for up to 400 to 500 as a condition of hotel use. The hotel would have to be sized over 150 to 200 rooms to support such a meeting space.
Site Description The North 40 site is located in the Town of Lo s Gatos within Santa Clara County. The North 40 area is bounded to the east by Los Gatos Boulevard, to the west by Highway 17, to the south by Lark Avenue, and to the north by Highway 85, and consists of approximately 44 acres. The area is predominantly agricultural in use, with pockets of existing residential use primarily along Bennett Way, and Burton Road and several nonresidential uses located along Los Gatos Boulevard. The area consists of APNs 424-07-009, 010, 024 thro ugh 027, 031 through 037, 052 through 054, 060, 063 through 065, 070, 081 through 086, 090, 094 through 096, 099, 100, and 424-06-115, 116, and 129. The site slopes downward slightly to the west from Los Gatos Boulevard. Figure 1: Site Map Source: Google Earth Pro North 40 Project Site North Forty Specific Plan Market Study and Business Development Strategy Page 13 of 150
Site Location The North 40 Specific Plan Area (the “North 40”) is located at the intersection of Highway 17, which connects Santa Cruz to Silicon Valley, and Highway 85, which swings through western Santa Clara County from Moffett Field in Mountain View to South San Jose. In addition, Los Gatos Boulevard, a busy commercial thoroughfare, ru ns along the eastern edge of the site. These highways carry substantial volumes of traffic, ma king the North 40 well positioned in terms of both vehicular access and visibility for a variety of commercial uses. The North 40’s location at the crossroads of th e West Valley’s freeway system makes it easy to reach many of the region’s major attractions. S ituated in Los Gatos amidst Santa Clara County’s affluent residential belt, the North 40 is proximate to both the scenic Santa Cruz Mountains and the nodes of high technology that define Silicon Valle y. The following two tables (Tables 1 and 2) detail distances and drive times between the North 40 and the region’s key attractions and major employers, respectively. (Note that the list of major employers is limited to the Market Area as defined for the office and hotel markets.) A discussion of the strategic importance of these nearby “demand generators” is provided in the analytical sections that follow. North Forty Specific Plan Market Study and Business Development Strategy Page 15 of 150
Table 1: Demand Generators, Selected South Bay and Santa Cruz Area Distance from SiteDrive Time Demand Generators (miles)(minutes) (a)Notes (b)Good Samaritan Hospital (San Jose)0.8 288,000 annual patient days El Camino Hospital Los Gatos (c)1.8 7 Downtown Los Gatos 2.7 8 Santa Clara Valley Medical Center (San Jose)5.4 10126,000 annual patient days Santana Row/Valley Fair (San Jose)6.4 7Over 2.0 million sf combined retail Montalvo Arts Center (Saratoga)6.5 14200,000 annual visitors Winchester Mystery House (San Jose)6.8 11 Santa Clara University 8.5 129,000 full-time students Downtown San Jose 9.3 12Details below Triton Museum of Art (Santa Clara)9.8 15175,000 annual visitors Norman Y. Mineta San Jose Int'l Air port 10.8 178.2 million annual passengers Santa Clara Convention Center 10.8 19302,000 sf meeting space NASA Ames Research Center (Mtn. View)14.4 20 Computer History Museum (Mtn. View)14.9 1975,000 annual visitors CA's Great America Theme Park (Santa Clara)15.5 21 Stanford University 21.9 2914,500 full-time students UC Santa Cruz 27.1 3816,750 full-time students Attractions in Downtown San Jose Children's Discovery Museum 8.3 12300,000 annual visitors San Jose Convention Center 8.9 12272,000 sf meeting space San Jose Center for Performing Arts 8.9 12 HP Pavilion 9.0 12280,000 sf meeting space; seats up to 20,000 Ballet San Jose 9.2 1364,000 annual attendees Tech Museum of Innovation 9.3 13446,000 annual visitors San Jose State University 9.3 1324,000 full-time students San Jose Repertory Theater 9.5 14100,000 annual attendees San Jose Museum of Art 9.6 1489,000 annual visitors Opera San Jose (California Theater)9.8 1376,000 annual attendees Notes:(a) Drive times calculated from the intersection of Lark Ave. and Los Gatos Blvd. using Google Maps.(b) All performance figures are reported for 2009.(c) Formerly Community Hospital of Los Gatos. Information on the number of patient days is unavailable because patient days at the Los Gatos campus are reported in aggregate with those at the Mountain View campus.Sources: Silicon Valley/San Jose Business Journal; City of San Jose, 2010; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 16 of 150
Table 2: Major Public and Private Sector Employers, Market Area, 2010 DistanceDrive Time from Site(minutes)Private Sector Employers (a)Industr y Location(miles) (b)(b) (c)Employees(d)Good Samaritan Hospital Health care San Jose 0.8 21,850 Courtside Tennis Club Health & fitnessLos Gatos 1.0 4200 Columbia Health Care/Mission Oaks HospitalHealth care Los Gatos 1.2 32,000 Netflix E-commerce Los Gatos 1.3 6900 El Camino Hospital Los Gatos Health care Los Gatos 1.8 7700 Barracuda Networks Inc.TelecommunicationsCampbell 1.8 7250 Xilinx Inc.SemiconductorsSan Jose 2.1 71,320 Alain Pinel Realtors Home realty Los Gatos 2.4 7220 Verizon TelecommunicationsLos Gatos 2.7 8200(e)eBay Inc.E-commerce San Jose 4.8 93,300 O'Connor Hospital Health care San Jose 6.6 101,315 Trend Micro Inc.Software Cupertino 7.7 13250 Oracle Corp.Information technologyCupertino (f)7.9 148,000(f)Pegasystems (formerly Chordiant)Software Cupertino 8.0 14285 Hewlett-Packard Co. (g)Information technologyCupertino 10.2 153,000 Apple Inc.Computers/consumerCupertino (f)10.6 1510,000(f)electronics Public Sector Employers Los Gatos Union School District School districtLos Gatos 1.3 4300 Los Gatos-Saratoga High School DistrictSchool districtLos Gatos 2.1 6300 Santa Clara Valley Medical Center Health care San Jose 5.7 104,935 San Jose/Evergreen Comm. College DistrictHigher educationSan Jose (f)6.0 121,200(f)Cupertino Union School District School districtCupertino 8.2 151,679 Foothill/De Anza Comm. College District Higher educationCupertino (f)8.7 131,241(f)Notes:(a) Large retailers were omitted from the table as they are unlikely to generate demand for either conference space or overnight room stays.(b) Distances and drive times are reported for the headquarters or principal office location within the Market Area.(c) Drive times calculated from the intersection of Lark Ave. and Los Gatos Blvd. using Google Maps.(d) Estimates drawn from different sources with different standards of reporting. Therefore, while some figures represent full-time equivalent employees, others represent full- and part-time employees.(e) Number of employees reported for 2009 because 2010 data was not available. However, as Town of Los Gatos records show employment remaining flat between 2005 and 2009, this assumption is deemed fair and accurate.(f) Number of employees are reported for a ll of Silicon Valley. Estimates of the num ber located solely within the Market Area were not available.(g) HP has sold its Cupertino offices to Apple and plans to consolidate its workforce in Palo Alto by October 2012.Sources: Silicon Valley/San Jose Business Journal; Town of Los Gatos; City of Campbell; City of Cupertino; City of San Jose, 2010; County of Santa Clara; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 17 of 150
Demographic Overview In this section BAE presents background informa tion on current and projected demographic and economic conditions in the Town of Los Gato s and the Retail Trade Area. For comparison purposes, data from Santa Clara County as a whole and the Bay Area are also provided. Developing a profile of how Los Gatos and surrounding communities have changed—and are expected to change—helps to identify key factor s that will influence future market conditions, and to assess the potential impacts of prospective development on existing commercial properties and centers. This analysis utilizes data published by the U.S. Census Bureau, the California Employment Development Department (EDD), the Associa tion of Bay Area Governments (ABAG), and Claritas—a private vendor that provides estimates of current and future demographic conditions. Definition of Retail Trade Area vs. Market Area One goal of this research effort is to provide an overview of the market demand for several commercial real estate products under consideration as uses of the North 40 Specific Plan properties (North 40), including: reta il, office, hotel, and meeting space. In a densely urbanized area such as Western Silicon Valley (West Valley), commercial activity extends across political boundaries. Residents of Los Gatos will travel to Campbell, San Jose, and beyond to work and shop, and vice versa. Therefore, when analyzing the demand for new commercial development, it is critical to identify the population that can reasonably be expected to use the development in question, rather th an just the population living in the immediate vicinity. In this analysis, two such broader geographies are used: the Retail Trade Area (the “RTA”) and the Office/Hotel/Meeting Space Market Area (the “Market Area”). While these two areas share much in common, they feature distinct boundaries th at reflect the fact that retail activity in the West Valley follows a different geographic logic than business activity, which encompasses office, hotel, and meeting uses. The following section defines the RTA and Market Area according to these distinct logics. Retail Trade Area For most consumers, the decision about whether or not to shop at a certain retail outlet is determined in large part by travel time and whethe r or not there is a comparable outlet that can be reached in less time. Since the potential retail ou tlets to be located on the site are still unknown, BAE has chosen a retail trade area that reflects th at the site is likely to draw from beyond Los Gatos itself. Since the larger West Valley area contains an abundance of retail opportunities, as a starting point a 10-minute drive time was used in delineating the retail trade area. However, as shown in Figure 2, a geography based on drive tim e is highly irregular, skewed by the impact of North Forty Specific Plan Market Study and Business Development Strategy Page 19 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 20 of 150 freeways and geographic boundaries such as hillsides. BAE has thus translated drive time into a corresponding group of Zip Codes in order to create an area for which demographic and more reliable retail sales data can be derived. Note that while some Zip Codes grossly expand the boundaries of the RTA beyond the 10-minute threshold, they encompass sparsely developed hillsides in the Santa Cruz Mountains. While residents of these areas may live beyond a 10-minute drive time, Los Gatos and the more urbani zed portions of the RTA represent the closest available shopping opportunities. The ultimate retail mix at the North 40 may attract additional shoppers from outside this defined Retail Trade Area. However, using this area for the analysis assures that a “worst case” scenario with respect to potential impacts on existing retail nodes in Los Gatos.
Figure 2: Retail Trade Area Source: BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 21 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 22 of 150 Office/Hotel/Meeting Space Market Area The Market Area (see Figure 3) differs slight ly from the Retail Trade Area described above. While it is also based on a 10-minute drive time, the Market Area is trimmed down in order to reflect the realities of Silicon Valley’s competitiv e business submarkets. Specifically, the Market Area has been designed to exclude downtown San Jose, Sunnyvale, and Santa Clara. Downtown San Jose is a distinct commercial node that features a dense cluster of corporate offices, major hotel and conference facilities, and la rge cultural institutions. If a business traveler is visiting the South Bay in order to attend a m eeting or event downtown, then it is likely that he/she will stay at one of downtown’s many hotels. Similarly, if a company wants to be located amidst the high volume of business services and tran sit options that downtow n provides, then that company is unlikely to seek office space elsewhere. As such, downtown San Jose should be considered a distinct business submarket with wh ich the North 40 will not compete directly. The Market Area therefore excludes most land east of Highway 87. In a similar vein, the area surrounding San Jose International Airport and Highway 101—including North San Jose, Santa Clara, and Sunnyvale—features unique qualities that distinguish it from Los Gatos and adjacent areas. If a business traveler wants to be close to the airport, then there he/she will opt to stay at one of the many hotels nearby, rather than on the North 40 site, which is approximately 10 minutes away. Similarly, the North 40 lies too far from the 101 Corridor to attract office tenants for whom that particular milieu of innovation provides a strategic position. As such, most land north and west of I-280 and I-880 has been excluded from the Market Area.1 From a commercial standpoint, the North 40 is located in a distinct region of Silicon Valley that is as much defined by its location at the foot of the Santa Cruz Mountains as it is by its ability to attract technology firms. The boundaries of the Ma rket Area reflect this reality by encompassing large residential areas, including exclusive encl aves and hillsides, historic downtowns, and a few clusters of business activity with the potential to attract the Valley’s leading innovators. However, this boundary line does not serve as a “h ard” edge. Decisions regarding whether or not a site located outside of the Market Area was re levant to the analysis at hand were made on a case-by-case basis. In such instances, BAE u sed its longstanding knowledge of Silicon Valley business patterns to judge the like lihood that such properties would compete with the North 40 for office, hotel, and/or conference users. 1 It should be noted that key informants interviewed for this report indicate that hotels in downtown Los Gatos are able to attract some business travel away from the heart of Silicon Valley by marketing Los Gatos’ unique and walkable historic environment. However, as the North 40 is locate d outside of the orbit of downtown Los Gatos, a prospective hotel should not be considered directly competitive with standard hotel produc ts in downtown San Jose and the 101 Corridor.
Figure 3: Office/Hotel/Meeting Space Market Area Source: BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 23 of 150
Population and Household Trends Population growth has been limited in the Town of Los Gatos; between 2000 and 2010, the Town added only 821 residents to reach a population of 29,413 in 2010, amounting to only a 0.3 percent compound annual rate of growth. The RTA grew at a slightly more rapid rate year-over-year, adding approximately 30,000 residents. While the RTA grew on par with the Bay Area as a whole (0.5 percent per annum), Santa Clara Count y experienced a slightly higher growth rate. The slower growth for Los Gatos and the RTA is lik ely due to the fact that the developable land in the West Valley is relatively built out. Table 3: Population Trends, 2000-2010 A vg. Annual % Change Geograph y 200020102000-2010 Town of Los Gatos 28,59229,413 0.3%Retail Trade Area (a)575,582606,056 0.5%Santa Clara County 1,682,5851,781,642 0.6%9-County Bay Area (b)6,783,7607,150,739 0.5%Notes:(a) See Figure 2 for definition of the Retail Trade Area.(b) The Bay Area consists of the Counties of Alameda, Contra Costa,Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano, and Sonoma.Sources: U.S. Census, 2000 & 2010; BAE, 2011. According to the Association of Bay Area Governments’ Projections 2009 , Los Gatos will continue to see very limited growth over the ne xt two decades, with the RTA showing a slightly higher growth rate. As shown in Table 4, AB AG projects that Los Gatos will add only 500 new residents between 2010 and 2030. This amounts to just a 1.7 percent change overall, reflecting the fact that ABAG estimated that Los Gatos has a limited ability to accommodate future residential expansion. However, the Town’s recently adopted General Plan allows for enough additional housing such that the projected popula tion of the Town in 2020 could reach 32,600.2 A significant portion of this growth (750 housing units), though, is projected for the North 40 site so the ability of the Town to reach this figure will depend largely on the outcome of the North 40 Specific Plan process currently underway. , ABAG projects that the population of the RTA (excluding San Jose 3 ) will grow by five percent, or around 8,600 people. Relative to the size of the RTA, this is very limited growth. 2 Town of Los Gatos 2020 General Plan Draft Environmental Impact Report , prepared for the Town of Los Gatos by Design, Community & Environment, March 10, 2010. North Forty Specific Plan Market Study and Business Development Strategy Page 24 of 150 3 ABAG does not publish projections for sub-city areas. Therefore, the RTA in Table 5 is treated as the Town of Los Gatos and the Cities of Monte Sereno, Sa ratoga, Cupertino, and Cam pbell, as well as their
In contrast, Santa Clara County and the Bay Area, both of which have a relatively higher proportion of land suitable for new residential development, are projected to grow by 27 percent and 19 percent, respectively. Table 4: Population Projections, 2010-2030 Projected % Change Geograph y 2010 (a)20152020202520302010-2030 Town of Los Gatos (b)29,60029,90030,00030,00030,100 1.7%Retail Trade Area (c)165,900168,400171,500173,100174,500 5.2%Santa Clara County1,822,0001,945,3002,063,1002,185,8002,310,800 26.8%9-County Bay Area (d)7,341,7007,677,5008,018,0008,364,9008,719,300 18.8%Notes:(a) ABAG Projections were completed prior to release of Census 2010, and thus estimates for 2010 may differ from previous table.(b) Based on Town boundaries, not Sphere of Influence.(c) ABAG does not publish projections for sub-city areas. Therefore, the Market Area is treated as the Town of Los Gatos and the Cities of Monte Sereno, Saratoga, Cupertino, and Campbell, as well as their respective Spheres of Influence. San Jose is excluded in its entirety because the majority of the city is located outside of the Market Area.(d) The Bay Area consists of the Counties of Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano, and Sonoma.Sources: Association of Bay Area Governments, 2009; BAE, 2011. Household growth trends between 2000 and 2010 mirror those population trends described above. Between 2000 and 2010, Los Gatos added only 367 new households, amounting to a 0.3 percent compound annual rate of growth. The RTA a dded 10,203 new households. Santa Clara County and the Bay Area added households at a slightly higher rate than the RTA. Household size changed very little in the Town, the RTA, the County, or the State. As shown in Table 5, Los Gatos in 2010 featured a much lo wer average household size (2.35 persons), than either the RTA at 2.69 persons per household or Santa Clara County, with 2.90 persons per household, featured the largest households, on av erage. The Bay Area had an average household size in 2010 of 2.69 persons. North Forty Specific Plan Market Study and Business Development Strategy respective Spheres of Influence. San Jose is excluded in its entirety because the majority of the City is located outside of the RTA. Page 25 of 150
Table 5: Household Trends, 2000-2010 A vg. Annual % Change Area 200020102000-2010 Town of Los Gatos Number of Households11,98812,355 0.3%Avg. Household Size 2.332.35 0.1%Retail Trade Area (a)Number of Households213,273223,476 0.5%Avg. Household Size 2.682.69 0.0%Santa Clara Count y Number of Households565,863604,204 0.7%Avg. Household Size 2.922.90 -0.1%9-County Bay Area (b)Number of Households2,466,0192,608,023 0.6%Avg. Household Size 2.692.69 0.0%Notes:(a) See Figure 2 for definition of the Retail Trade Area.(b) The Bay Area consists of the Counties of Alameda, Contra Costa,Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano, and Sonoma.Sources: U.S. Census, 2000 & 2010; BAE, 2011. Household Characteristics While it should be anticipated that Los Gatos and the RTA will experience relatively slow rates of population and household growth moving forw ard, both geographies feature household characteristics that are favorable to retail development. As shown in Table 6, as of 2010, the median household income in Los Gatos was over $115,000, or 27 percent higher than the countywide median of around $90,500, which was itself substantially higher than in the greater Bay Area. At approximately $94,000, the median household income in the RTA more closely matche d that of the County. However, these figures obscure more substantial differenc es in per capita income resulti ng from variations in household size. At around $64,000, the per capita income in Los Gatos in 2010 was approximately 62 percent higher than the countywide average of just under $40,000. Similarly, per capita figures reveal that the RTA features substantially higher incomes on a per person basis than the County (15 percent). In fact, once Santa Clara County’s ab ove-average household size is taken into account, Countywide per capita income more closely matches that of the entire Bay Area. North Forty Specific Plan Market Study and Business Development Strategy Page 26 of 150
Table 7 shows rates of owner-occupancy that co rrespond to the hierarchy of household income discussed above. As of 2010, approximately 63 and 61 percent of households in Los Gatos and the RTA, respectively, owned the homes in which they lived, as compared to 58 and 56 percent in the County and Bay Area, respectively. Taken together, these data indicate that the Town of Los Gatos and the RTA feature above-average levels of per capita income and homeownership, both of which likely translate to increased consumer spending. Table 6: Income, 2010 Median HouseholdPer Capita Geograph y IncomeIncome Town of Los Gatos $115,371$64,227 Retail Trade Area (a)$94,264$45,613 Santa Clara County $90,581$39,549 9-County Bay Area (b)$78,981$38,282 Notes:(a) See Figure 2 for definition of the Retail Trade Area.(b) The Bay Area consists of the Counties of Alameda,Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano, and Sonoma.Sources: Clarit as, 2010; BAE, 2011. Table 7: Owner and Renter Occupancy, 2010 Occupied Housing Units % Owner-% Renter-Geograph y OccupiedOccupied Town of Los Gatos 63.0%37.0%Retail Trade Area (a)61.4%38.6%Santa Clara County 57.6%42.4%9-County Bay Area (b)56.2%43.8%Notes:(a) See Figure 2 for definition of the Retail Trade Area.(b) The Bay Area consists of the Counties of Alameda,Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano, and Sonoma.Sources: U.S. Census 2010; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 27 of 150
Employment Trends Table 8 contains information on commuter flows in and out of the RTA in 2000, the most recent year for which such data are available. These fl ows are of interest to this report because workers commuting into the RTA represent an additional source of demand for retail sales, while commuting out represent a potential loss of sales, as those workers may choose to shop closer to where they work rather than where they reside. As of 2000, 65 percent of workers residing insi de the RTA commuted elsewhere to work, while only 49 percent of those workers working inside the RTA commuted in from elsewhere. On the whole, roughly twice as many workers (187,000) commuted out of the RTA on a daily basis than the number that commuted in (98,000). Table 8: Commuter Flows, 2000 RTA Residents by Place of Work (a)Place of Work Number% Total In Retail Trade Area 100,665 35.0%Elsewhere in Santa Clara County 158,913 55.3%Elsewhere outside Santa Clara County28,016 9.7%Total 287,594100.0%Residents Commuting out of Area186,92965.0%RTA Workers by Place of Residence (a)Place of Residence Number% Total In Retail Trade Area 100,665 50.6%Elsewhere in Santa Clara County 68,291 34.3%Elsewhere outside Santa Clara County29,964 15.1%Total 198,920100.0%Workers Commuting into Area 98,255 49.4%Sources: Census Transportati on Planning Package, 2000; BAE,2011. As shown in Figure 4, Santa Clara County has undergone two economic cycles over the course of the past decade, both of which caused large changes in regional employment. Between 2000 and 2004, employment fell markedly as a result of the Internet bust. The number of employed residents in Los Gatos and Santa Clara County fell by 16 percent and 15 percent, respectively, causing unemployment to nearly double (see Table 9). North Forty Specific Plan Market Study and Business Development Strategy Page 28 of 150
Figure 4: Employment Trends in the Civilian Labor Force, 2000-March 2011 Town of Los Gatos 0.0%1.0%2.0%3.0%4.0%5.0%6.0%7.0%8.0%13,500 14,000 14,500 15,000 15,500 16,000 16,500 17,000 17,500 Resident Unemployment Rate Employed Residents Employment Unemployment Rate Santa Clara County 0.0%2.0%4.0%6.0%8.0%10.0%12.0%750,000 775,000 800,000 825,000 850,000 875,000 900,000 925,000 950,000 Resident Unemployment Rate Employed Residents Employment Unemployment Rate Sources: California Employment Development Department; BAE, 2011. Between 2004 and 2008, the economy underwent a rec overy. However, only about a third of the jobs lost during the Internet bust were recaptured, reflecting the fact that the dot-com “bubble” at the onset of the decade led to unrealistic empl oyment inflation. The mid-decade recovery, North Forty Specific Plan Market Study and Business Development Strategy Page 29 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 30 of 150 therefore, did not lead to recovery to the peak levels of employment achieved in 2000. Since 2008, the regional economy has declined considerab ly, owing largely to the nationwide recession spurred by the housing market bust. Though the job losses incurred during the latest crash have been small relative to the Internet bust, unemployment has spiked to unprecedented levels due to persistently high unemployment in the construction sector. It should be noted that the unemployment rate in Los Gatos remained consis tently lower than in the rest of the County through the two economic boom/busts that characterized the previous decade. As of March 2011, unemployment in Lo s Gatos was under seven percent, as opposed to over ten percent in the County as a whole. After peaking in 2010, the rate of unemployment in both geographies has begun to fall, though the long-term trajectory of employment remains uncertain.
North Forty Specific Plan Market Study and Business Development Strategy Page 31 of 150 Table 9: Employment Trends in th e Civilian Labor Force, 2000-March 2011 Town of Los Gatos Labor Unemployment Year (a)Force (b)EmploymentUnemployment Rate 2000 16,800 16,500 300 1.8%2001 16,700 16,100 500 3.0%2002 15,600 14,800 900 5.8%2003 14,900 14,100 800 5.4%2004 14,600 13,900 600 4.1%2005 14,500 14,000 500 3.4%2006 14,600 14,200 400 2.7%2007 15,000 14,600 500 3.3%2008 15,400 14,800 600 3.9%2009 15,200 14,100 1,100 7.2%2010 15,200 14,000 1,100 7.2%March 2011 15,200 14,100 1,000 6.6%Change 2000-2010 Number -1,600 -2,500 -300 Avg. Annual % Change -1.0%-1.6%13.9%Santa Clara County Labor Unemployment Year (a)Force (b)EmploymentUnemployment Rate 2000 940,700 911,600 29,200 3.1%2001 939,500 891,800 47,700 5.1%2002 891,600 816,900 74,700 8.4%2003 850,100 779,200 71,000 8.4%2004 824,900 771,700 53,200 6.4%2005 817,000 773,200 43,700 5.3%2006 823,600 786,700 36,900 4.5%2007 845,100 805,600 39,500 4.7%2008 869,700 818,000 51,800 6.0%2009 874,300 779,400 94,900 10.9%2010 874,000 776,500 97,400 11.1%March 2011 871,600 781,700 89,900 10.3%Change 2000-2010 Number -66,700-135,100 68,200 Avg. Annual % Change -0.7%-1.6%12.8%Notes:(a) Data represent annual averages of monthly labor force data. Based on March 2011 benchmark.(b) Civilian Labor Force refers to workers by place of residence. Sums may not equal parts due to independent rounding. Sources: California Employment Development Depar tment; BAE, 2011.
Retail Market Assessment: Existing Retail Real Estate Conditions This chapter profiles existing retail real estate c onditions in the Retail Trade Area (RTA) and Los Gatos. The RTA has a large number of retail nodes and centers potentially competitive with the North 40, and also with existing retail centers and districts in Los Gatos. This chapter summarizes overall market trends in the regional and local retail real estate market, followed by brief profiles of some of the key retail nodes in Los Gatos and the RTA. The analysis here is based on several area tours, interviews with br okers handling retail properties, and additional research including online searches and contacts with store operators and staff in Los Gatos and other jurisdictions in the area. The next chapter discusses retail sales and provides a leakage analysis, and the chapter following that summarizes the retail market assessment. Retail Real Estate Market Conditions In any retail market, existing retail space is v acated on a regular basis due to functional obsolescence or the general cycle of retail closur es and openings over time. For instance, until recently there had been a long-term trend in th e supermarket industry toward larger stores and consolidation, with older stores reused by “sec ond generation” tenants such as dollar stores, furniture outlets, and even non -retail uses such as fitness centers.4 Thus any retail market is likely to have a certain percentage of vacant space due to normal turnover and changes in retailing; in fact, some amount of vacancies keeps rents more affordable and prevents the market from stagnating due to roadblocks to the entry of new competitors. Overall, the retail real estate market in Los Gatos has fared well through the current economic downturn. According to Terranomics, a major regional retail brokerage firm, at the end of 2010, the retail vacancy rate in Los Gatos was 5.0 pe rcent, well within normal ranges for commercial vacancies.5 Overall, West County 6 showed a vacancy rate of 5.5 percent at year-end 2010. Countywide, the reported rate was somewhat higher, at 6.7 percent. Within the RTA, Cupertino showed the highest vacancy rate, at 18.5 percent. The 5.0 percent rate for Los Gatos was up from 3.7 percent at year-end 2009, but because of the size of the inventory covered for the Town, a single vacant space of approximately 10,000 square feet could cause this fluctuation. Brokers North Forty Specific Plan Market Study and Business Development Strategy 4 More recently, niche grocery stores such as Trader Joe’s, Fresh & Easy, Grocery Outlet, and ethnic supermarkets have started to occupy smaller spaces that are either new or that have been vacated by supermarket chain stores, in some ca ses subdividing a larger supermarket sp ace and only using a portion of it. 5 Santa Clara County Retail Report, Year-End 2010 , Terranomics. It is important to note that Terranomics does not necessarily cover all retail space in an area, but the trends shown should be indicative of overall market conditions. 6 Defined by Terranomics as Palo A lto, Mountain View, Los Altos, Sunnyvale, Cupertino, Saratoga, and Los Gatos. Page 33 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 34 of 150 interviewed also confirmed the Town’s low retail vacancy rate, especially relative to the County overall.7 The brokers stated two key reasons for th e strong occupancy in Town: a limited supply, particularly for larger spaces of 10,000 square f eet or more; and the very strong demographics of Los Gatos. For these larger floor plates, dema nd exceeds supply, so wh en such a space becomes available (e.g., due to larger corporate bankruptci es, such as Borders), they are re-tenanted in short order. In fact, one of the key drivers for vacancies nationally in the last few years has been the closure of chain stores due to bankruptcies and downsizing; Circuit City and Borders are two examples of this. In Los Gatos, the recently closed Borders in Old Town ex emplifies this trend, as does the consolidation of the Gap under one roof. However, many of these vacant boxes nationally are in prime or high-visibility locations and are being re -tenanted as a result. In any case, the limited amount of national chain retail in the Town has limited its exposure to these types of vacancies. Rents dropped during the recession, but are still stronger than surrounding communities and have rebounded somewhat. Brokers report rents rangi ng from $2 to $5 per square foot, with Downtown commanding the highest rents, particul arly at the south end of Downtown. One broker active in multiple centers and properties re ported that rents in Los Gatos dropped 15 to 20 percent overall, but only five to ten percent downtown. Overview of Los Gatos and Retail Trade Area Retail Nodes The Retail Trade Area (RTA) has a large number of retail nodes and centers that could be competitive with the North 40, and that compete wi th existing retailers in Los Gatos, who are in turn concentrated in certain ar eas of the Town. Following is a description of some of the key region-serving retail nodes, followed by a descripti on of the retail districts of Los Gatos. The Town’s retail districts are described in more de tail, with the focus for the RTA on major centers rather than an inventory of all retail centers. Competitive Retail Centers in Retail Trade Area The RTA contains a number of retail concentrati ons. The focus here is on major retail nodes and centers that would constitute the competition for region-serving retail at the North 40 site. These nodes and centers are shown in Figure 5. While there are many smaller convenience-oriented centers and other retail centers, they are seen as primarily local-serving and not competitive with the North 40’s potential retail tenants.8 7 A list of brokers interviewed can be found in Appendix F. 8 Much of the information on the regional centers was provided by Hurst/Harrigan Associates, with additional research and verification by BAE.
Figure 5: Major Retail Centers in the Retail Trade Area Westgate Mall/El Paseo de Saratoga/Westgate West. These three centers are in San Jose clustered near the border with Saratoga, approxi mately eight minutes drive time from the North 40 site.9 Westgate Mall is a 645,000 square-foot cen ter which opened in 1961, with renovations in 1989 and 1996. It is configured in part as a traditional enclosed mall, and in part has stores facing outward, and it is no longer anchored by traditional department stores; instead, the largest stores is a Target, and another former departme nt store space is co-anchored by a Nordstrom Rack and a Burlington Coat Factory. Other tenants include Old Navy, Ross, Barnes & Noble, Any Mountain, and Safeway. Westgate West is a 235,768 square-foot open-air center with Trader Joe’s CVS, and Orchard Supply Hardware . This center is owned by Grosvenor, the developer for the North 40, and opened in 1965. El Paseo de Saratoga is a 340,949 square-foot North Forty Specific Plan Market Study and Business Development Strategy 9 All drive times measured from the Boulevard Ta vern on Los Gatos Boulevard, using MapQuest. Page 35 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 36 of 150 open-air center originally opened in 1974, and was co mpletely rebuilt in 1997. It is anchored by REI, Petco, Lucky, Office Max, and an AMC 14-screen movie theater complex. Vallco Shopping Mall. This enclosed mall spans North Wolfe Road in Cupertino in the northwest portion of the RTA and is approximately 13 minutes drive time from the North 40 site. The 1.3 million square-foot center opened in 1975, and is anchored by Macy’s, JC Penney, and Sears, and includes an AMC 16-screen theater comple x, an ice rink, and a bowling alley. While some renovations were completed in 2007, especially with respect to the movie theater complex, this center has perhaps the most dated appearance of the RTA centers discussed here. According to the City of Cupertino, this center has approvals for a 46,000 square-foot expansion, but the developer indicates a year or more of intern al review will occur prior to breaking ground.10 The Pruneyard/Kohl’s/Fry’s Electronics. This retail concentration is located near the Hamilton Avenue exit from Highway 17 in Campbell, approximately seven minutes drive time from the North 40 site. The Pruneyard is a 250,000 square foot lifestyle center located at South Bascom and East Campbell Avenue which first opened in 1969, and underwent substantial renovation in the 1990s and later. It is part of a larger mixed-use project which includes a hotel and office space. Key tenants include Barnes & Noble, Trader Joe’s, Marshalls, and the Camera 7 Cinemas. Nearby on the other side of Highway 17 on Ha milton are two major free-standing stores, Kohl’s and Fry’s Electronics. The Fry’s sells a wide va riety of electronics and appliances, and would provide substantial competition for a similar outlet at the North 40. Target/Home Depot on Hillsdale. These stores in San Jose are the home improvement center and large-format discount general merchandise stor e closest to the North 40 site, at six minutes drive time from the North 40 site. Each of these stores is approximately 110,000 square feet. There are a number of other businesses clustered in the vicinity, including TJ Maxx, 24 Hour Fitness, and Payless Shoe Source. Westfield Oakridge and Environs. Westfield Oakridge is a regional mall of approximately 1.3 million square feet, anchored by Macy’s, Sears, and Target, with a total of over 200 stores, including a 20-screen theater complex. This center opened in 1973, and has been extensively remodeled over the years, including a major reconstr uction of the cinema complex in 2003. It is approximately eight minutes drive time from the North 40 site. There are several other centers and freestanding retail stores in the vicinity of this mall. These include the 559,000 square-foot Almaden Plaza, an chored by Costco, with Barnes & Noble, Ross, and Trader Joe’s, and Hillview Plaza, anchored by Kohl’s and Home Depot. Almaden Ranch is a proposed power center to the north of Highway 85 on Almaden Expressway, planned at 350,000 to 400,000 square feet with a possible opening da te in 2012. Additionally, Walmart has plans to 10 For planned and proposed projects in the RTA, see Appendix B.
re-tenant a vacant Expo Design Center space on th e northwest corner of Almaden Expressway and Highway 85. There is a Best Buy frontin g Almaden Expressway adjacent to this former Expo Design Center. The Plant. The Plant is a value-oriented power center at the eastern edge of the RTA at Monterey Highway and Curtner Avenue in Sa n Jose, 13 minutes drive time from the North 40 site. Opened in 2007, the Plant totals 643,325 square feet, anchored by Target and Home Depot, with Best Buy, Toys R Us/Babies R Us and Ross as other major tenants. Westfield Valley Fair. This upscale regional mall is located at the northern edge of the RTA, straddling the San Jose/Santa Clara border,11 nine minutes drive time from the North 40 site. Originally opened as two centers in the 1950s and consolidated into one large mall in the late 1980s, the center has seen substantial remodeling and reconfiguration over the years, and currently includes approximately 1.5 million square feet of sp ace. Anchor tenants include Nordstrom, Macy’s, and Macy’s Men’s & Home, w ith over 250 additional stores. The center has approved plans for an additional 550,000 squa re-foot expansion, possibly including Neiman Marcus and Bloomingdale’s as a dditional anchors, but these plans have been on hold pending economic recovery. There is a movie theater co mplex just to the south of this center on Winchester Boulevard. Santana Row. An upscale open-air lifestyle center, Santana Row first opened in 2003, and is located directly across Stevens Creek Boulevard from Westfield Valley Fair, with additional construction occurring since then, including retail, office, and residential space. This mixed-use complex currently includes 582,000 square feet of retail space, and also includes residential, office, and hotel uses, in an attempt to create an environment resembling an urban Main Street. Tenants include Best Buy, Anthropologie, Brooks Brothers, Crate & Barrel, and the six-screen CinéArts Santana Row movie theater complex s howing a mix of first-run major movies and independent, foreign, and documentary films. While dominated by formula retailers, the retail mix of this center somewhat resembles that of downtown Los Gatos in targeting higher-income shoppers and in the mix of shops and dining, an d its opening was the subject of concern among retailers in Los Gatos. The impacts of its openi ng on Downtown are discussed later in this report in the sales analysis chapter. Hitachi Site. At the far eastern edge of the RTA on Cottle Road near where Highway 85 terminates at U.S. 101 at 11 minutes drive time from the North 40 site, is a 100-acre site proposed for both residential and commercial development, with 30 acres entitled for retail development, adjacent to a Lowe’s and an Orchard Supply Hardware, with a Walmart across Monterey Highway. North Forty Specific Plan Market Study and Business Development Strategy 11 While the map of the RTA shows this center as insi de its boundaries, the center uses a Santa Clara Zip Code that is not included in the RTA definition. Thus the sales in this center are not part of those reported for the RTA. Page 37 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 38 of 150 In summary, the RTA contains a large mix and variety of regional retail centers ranging from discount to high end shopping, and from power centers to lifestyle centers to major enclosed malls. In addition to these centers, there are other regional centers beyond the RTA that draw shoppers from the RTA; for example, Stanford Sh opping Center is an upscale open-air mall with Neiman Marcus and Bloom ingdale’s and other small high-end sh ops; similar retail or new outlets for these stores in Los Gatos could recapture high-i ncome destination shoppers from the RTA. At the other end of the spectrum, the Great Mall in Milpitas is a large outlet mall that is easily accessible from the RTA. There are numerous other centers in the region that may also attract RTA residents. Development at the North 40 could serve to attract and recapture sales in types of retail not currently found in Los Gatos, achievi ng the Town’s goals as stated in its recently adopted General Plan to “support an active busin ess community that provides a wide variety of goods and services and a broad range of employment opportunities, minimizing the need to travel to other communities,”12 as well as enhancing the fiscal health of the Town. Retail Districts and Centers in Los Gatos The Town of Los Gatos has a number of distinct retail districts and centers. For analytical purposes, the majority of retailers in the To wn are in one of the following areas: • Downtown • Los Gatos Boulevard • Neighborhood Centers Downtown. This larger area includes three subareas , the Downtown Core, Downtown North, and the Blossom Hill/University district, as shown in Figure 6. The Downtown Core represents the “heart” of Los Gatos, with a mix of small shops in a small-town main-street setting with many historic structures, primarily along Santa Cruz Avenue and Main Street. Downtown North is more auto-oriented, with a few larger stores, and more conventional strip centers as well as scattered free-standing outlets along North Santa Cruz. Blossom Hill/University consists largely of non-retail uses, including office and residential, with the largest concentration of retail and service businesses along the east side of University south of Blossom Hill Road. Based on State Board of Equalization (SBOE) data , the mix of businesses by type is as shown in Table 10, keeping in mind that because of varyin g store sizes, the mix by business type does not necessarily represent the proportions of sales for each category.13 Retail sales are discussed in more detail in subsequent sections of this report. 12 Town of Los Gatos 2020 General Plan , prepared for the Town of Los Gatos, prepared by Design, Community & Environment, January 7, 2011, p. VIS-1. 13 Note that businesses not required to collect sales taxes are not in the SBOE listings, so the focus here is largely on the retail sector. Includes businesses active at any time in 2010.
Figure 6: Los Gatos Retail Districts As shown in Table 10, the Core area accounts fo r nearly three-quarters of all businesses in the Downtown, and has the strongest orientation to ward retail. SBOE lists 243 retail businesses in the Core, across all the major retail categories. The largest concentrations are in apparel, eating and drinking, and other retail. Approximately one-third of busin esses are in the “all other outlets” category, which includes wholesale, industry, and business and personal services. Table 11 provides a more detailed breakdown of these categor ies for the Downtown Co re; the majority of the other outlets are also consumer oriented personal services businesses (e.g., hair salons). North Forty Specific Plan Market Study and Business Development Strategy Page 39 of 150
Table 10: Downtown Businesses by Type, 2010 Downtown CoreDowntown NorthBlossom Hill/UnivDowntown Total Business Categor y (a)Number% of TotalNumber% of TotalNumber% of TotalNumber% of Total Auto Dealers & Auto Supplies2 0.6%3 3.3%1 1.9%6 1.2% Home Furnishings/Appliances26 7.2%3 3.3%1 1.9%30 6.0% Bldg. Matrl./Farm Implements5 1.4%2 2.2%1 1.9%8 1.6% Food Stores 13 3.6%5 5.6%- 0.0%18 3.6% Service Stations 1 0.3%2 2.2%1 1.9%4 0.8% Apparel Stores 50 13.9%4 4.4%- 0.0%54 10.7% General Merchandise Stores1 0.3%1 1.1%- 0.0%2 0.4% Eating and Drinking Places59 16.4%9 10.0%2 3.8%70 13.9% Other Retail Stores 86 23.9%18 20.0%11 20.8%115 22.9%Retail Stores Total 243 67.5%47 52.2%17 32.1%307 61.0%All Other Outlets 117 32.5%43 47.8%36 67.9%196 39.0%Total 360 100%90 100%53 100%503 100%(a) Categories used here are based on the 2007 and earlier SBOE classification system.Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. Downtown North makes up only 18 percent of the businesses listed, and shows a higher proportion of non-retail businesses, with only slightly more than half of the listings for SBOE as retailers; restaurants and other retail stores make up the largest proportions of these 47 outlets. Blossom Hill/University has only eleven percent of the Downtown’s businesses, and less than one-third of these 53 are classified as retailers. The Downtown Core is characterized by smaller floor plates, and because of the formula retail ordinance, the Core contains few chain retailers. The chain retailers are clustered largely in the Old Town development straddling University. With the exception of the eastern portion of Old Town, the Core businesses are for the most part di rectly on the streets, with parking provided on-street and in municipal lots behind the stores on Santa Cruz. The lot between Santa Cruz and University provides access to both streets, with some stores providing entrances directly from the lot. Brokers and other key informants stated th at there is a perception that parking is limited downtown, although site visits by BAE, in one case on Sunday during the farmers market, indicated that while the best-located lots were full, parking was still available. North Forty Specific Plan Market Study and Business Development Strategy Page 40 of 150
Table 11: Downtown Core Business Detail, 2010 Business Categor y (a)Number% of Total Auto Dealers & Auto Supplies2 0.6% Home Furnishings/Appliances26 7.2% Bldg. Matrl./Farm Implements5 1.4% Food Stores 13 3.6% Service Stations 1 0.3% Apparel Stores 50 13.9% General Merchandise Stores1 0.3% Eating and Drinking Places59 16.4% Other Retail Stores A rt, Gift, Novelties 8 2.2%Boat/Motorcycle 1 0.3%Cigar Stores 2 0.6%Florists 2 0.6%Jewelry Stores 1 2 3.3%Liquor Stores 2 0.6%Music Stores 2 0.6%Office Eqpmt Store Coun t 1 0.3%Second Hand Stores 4 1.1%Specialty Stores 44 12.2%Sporting Goods 5 1.4%Stationery/Books 3 0.8%Other Retail Subtotal 86 23.9%Retail Stores Total 243 67.5%All Other Outlets Business To Business 3610.0%Personal Services 6518.1%Miscellaneous 164.4%All Other Outlets Subtotal11732.5%Total 360 100%Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. In the North subarea, there are some larger stores, especially Walgreens and the soon-to-open rebuilt and expanded Safeway,14 and conventional strip centers such as the Walgreens Center and the Los Gatos Shopping Center, with stores set back from the street by parking lots. The mix of retail types, as well as the leakage analysis for Los Gatos as discussed in the next chapter, indicate that Downtown is seen as a reta il destination, drawing shoppers from Los Gatos as well as other nearby communities. Interv iews with retailers, brokers, and other key informants 15 confirmed this. Because of a lack of retail, Monte Sereno and Saratoga residents in particular appear to be attracted to Los Gato s for both the downtown specialty shops, as well as the convenience-oriented retail in the Downtown North area and on Los Gatos Boulevard. For instance, the re-opening Safeway will be the clo sest supermarket to Monte Sereno residents. 14 Grand opening is set for August 26, 2011. http://safewaydowntownlosgatos.com , accessed July 15, 2011. North Forty Specific Plan Market Study and Business Development Strategy 15 A list of key informants can be found in Appendix F. Page 41 of 150
Shoppers from other nearby cities, such as Cupe rtino, Campbell, and San Jose, have ample convenience-oriented retail nearby but come to Los Gatos for the Do wntown experience. Additionally, some informants stated that the Down town is also a tourist destination, with out-of-towners (particularly those stayin g at the local hotels) coming to experience the small town and pedestrian-friendly ambience. Los Gatos Boulevard. Los Gatos Boulevard is a mix of community shopping centers, auto dealers and related businesses, and free-standing reta il outlets. The four largest shopping centers are each anchored by a supermarket. The area is defined as shown in Figure 6 above. Los Gatos Boulevard is strongly differentiated fro m Downtown in its retail mix, with a more limited number of stores carrying “comparison” goods such as home furnishings and apparel (see Table 12). There are considerably more mid-size store spaces, such as the supermarkets, drug stores, and hardware store. There are approximately 100 retail outlets in the area, as compared to over 300 Downtown. There are also a substa ntial number of non-retail businesses such as business and personal services, such as auto repair which does also sell parts and thus reports taxable sales. Table 12: Los Gatos Boulevard Businesses b y T y pe, 2010 Business Categor y (a)Number% of Total Auto Dealers & Auto Supplies13 7.9% Home Furnishings/Appliances3 1.8% Bldg. Matrl./Farm Implements2 1.2% Food Stores 13 7.9% Service Stations 4 2.4% Apparel Stores 1 0.6% General Merchandise Stores2 1.2% Eating and Drinking Places23 13.9% Other Retail Stores 37 22.4%Retail Stores Total 98 59.4%All Other Outlets 67 40.6%Total 165 100%(a) Categories used here are based on the 2007 and earlier SBOE classification system.Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. While the Downtown configuration allows for a strong pedestrian-oriented experience, Los Gatos Boulevard is generally auto-oriented. The Boulev ard’s retail mix is bifurcated between the auto-related retail and the convenience-oriented shopping provided by th e four supermarket-oriented centers. However, two of the supermarkets , Whole Foods and Trader Joe’s, are niche supermarkets rather than more generic markets. Lunardi’s is part of a smaller regional chain, and broker interviews and other sources indicate extr emely strong sales. As will be seen from the leakage analysis discussion, the Town is a strong a ttractor for grocery shoppers, likely due in part North Forty Specific Plan Market Study and Business Development Strategy Page 42 of 150
to the variety of stores on Los Gatos Boulevard that are also easily accessible to parts of Campbell and San Jose. Because of the retail mix this area serves larg ely as a shopping destination for everyday needs (aside from the remaining new car dealers), complementing the Downtown’s more specialized and region-serving mix. This was confirmed by the key informants interviewed, although there are some specialty shops such as the Wooden To y Horse Store which draw from a broader area. The remaining new car dealers are Moore Buick, Los Gatos Acura, and Los Gatos Luxury Cars. In recent years, Los Gatos Boulevard has lost Chevrolet, Honda, and Ford dealerships as the automotive industry has restructured in the face of declining sales. There are a variety of auto-related ancillary businesses, which include car rental facilities, auto repair, and auto parts outlets. In addition to the three supermarkets mentioned ab ove, there is a Nob Hill Foods in the El Gato Village center. Rite Aid is located in the Blossom Hill Shopping Center with Whole Foods, and CVS/Pharmacy is in Kings Court with Lunardi’s. The CVS is moving to a free-standing store in the near future on the former site of the Chevrolet dealership. There are also plans for approximately 30,000 square feet of commercial sp ace on the former site of the Ford dealership (see Appendix B for planned a nd proposed developments). Other retail in the area includes a broad variety of restaurants, one of the Town’s two hardware stores, Los Gatos Ace Hardware, and an Office Depot across from the North 40 site. Unlike Downtown, several of the restaurants are f ast-food franchises such as McDonald’s and Jack-in-the-Box. Neighborhood Serving Centers. Los Gatos has four major neighborhood centers, as shown in above in Figure 6: • Rinconada Center • Downing Center • Walgreens Square • Vasona Station These centers are convenience-oriented, with anc hors and other stores that largely serve nearby residents rather that attracting a regional client ele. Interestingly, these neighborhood centers are all located at or near the Town boundaries, thus attracting shoppers from outside the Town since they represent the closest grocery or drug store shopping. The two supe rmarkets and two drug stores in these centers thus contribute to the Town ’s capture of sales even in local-serving retail categories, as discussed in the leakage analysis. North Forty Specific Plan Market Study and Business Development Strategy Page 43 of 150
The following table presents the mix of businesses by type for each of the neighborhood centers.16 Table 13: Neighborhood Cent ers Businesses by Type, 2010 Downing CenterRinconada Cente r V asona StationWalgreens SquareTotal Business Category (a)Numbe r % of TotalNumbe r % of TotalNumbe r % of TotalNumbe r % of TotalNumbe r % of Total Auto Dealers & Auto Supplies- 0.0%- 0.0%- 0.0%- 0.0%- 0.0% Home Furnishings/Appliances- 0.0%- 0.0%1 10.0%- 0.0%1 1.8% Bldg. Matrl./Farm Implements- 0.0%- 0.0%- 0.0%- 0.0%- 0.0% Food Stores 2 16.7%2 11.1%1 10.0%- 0.0%5 8.8% Service Stations - 0.0%- 0.0%- 0.0%1 5.9%1 1.8% Apparel Stores 1 8.3%- 0.0%- 0.0%- 0.0%1 1.8% General Merchandise Stores- 0.0%1 5.6%1 10.0%1 5.9%3 5.3% Eating and Drinking Places5 41.7%4 22.2%4 40.0%3 17.6%16 28.1% Other Retail Stores 2 16.7%4 22.2%1 10.0%4 23.5%11 19.3%Retail Stores Total 10 83.3%11 61.1%8 80.0%9 52.9%38 66.7%A ll Other Outlets 2 16.7%7 38.9%2 20.0%8 47.1%19 33.3%Total 12 100%18 100%10 100%17 100%57 100%(a) Categories used here are based on the 2007 and earlier SBOE classification system.Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. Downing Center is anchored by a Safeway, with a mix of other small stores including a liquor store, a consignment shop, restaurants and other small businesses and services. Rinconada Center, in the northwest portion of th e Town on the border with Campbell, is also anchored by a Safeway and a CVS, and includes a number of smaller businesses in a mix of retail stores, restaurants, and business and personal services. Walgreens is the anchor tenant for Walgreens Square, on the border with San Jose in the eastern portion of Los Gatos. In addition to the pharmacy, the center has a number of smaller businesses, including a high proportion of pe rsonal services, three restaurants, and other miscellaneous retail. Unlike the other neighborhood centers, the smaller Vasona Station is not anchored by a supermarket or major chain drug store (although there is a small pharmacy that is largely prescription-oriented). Instead, it is a mix of smaller businesses, particularly restaurants. The largest and busiest of the restaurants is Aldo’s Ristorante & Bar. This center is located on Winchester Boulevard at the Town boundary ad jacent to Campbell. There are several office-oriented businesses in the center also. North Forty Specific Plan Market Study and Business Development Strategy Page 44 of 150 16 Note once again that businesses not required to collect sales taxes are not in the SBOE listings; the businesses listed are thus only those that sell tangible it ems rather than just services, such as retailers and personal services (e.g., hair salons that also sell beauty products). In cludes businesses active at any time in 2010.
Retail Market Assessment: Sales and Leakage Analysis This section examines retail sales conditions in Los Gatos and the Retail Trade Area (RTA). Data for the Town and the RTA are presented, along with comparative data from Santa Clara County and California. The analysis presents an overview of retail sales focusing on categories that might represent the primary competition with re tail at the North 40 site. A leakage analysis for the Town and the RTA is undertaken to identif y the relative strength of major retail sectors. The primary source of information on general retail expenditures in California is the taxable retail sales data published by the State Board of Equalization (SBOE). SBOE publishes Taxable Sales in California , a quarterly and annual publication that reports taxable sales by major store categories by city and county. With adjustments made to take into account nontaxable sales such as food and prescriptions, this source usually offers the best baseline data for jurisdictions for which it is available. However, beginning in 2009 SBOE used a new categorization of businesses that makes comparisons with earlier data and a continued time series difficult if not impossible. Because of the limitations with SBOE data with r espect to availability for subareas of larger cities such as San Jose which makes up a large portion of the RTA, and for unincorporated areas (which also constitute part of the RTA), the leakage analysis itself utilizes estimates based on 2008 Zip Code and County Business Patterns employment da ta benchmarked to adjusted data on sales per employee from the 2007 Economic Census, with adjustments by category made based on crosschecks with SBOE data and to reflect more current conditions. The use of this data source also allows analysis by far more detail by retail sector. Estimated Retail Sales in Los Gatos and the RTA by Major Retail Category As noted above, retail sales data for the overall RTA cannot be derived from the available taxable sales data, since those data are not published separ ately for sales in the portion of San Jose which is in the RTA or for the unincorporated portions of the RTA. Furthermore, because of disclosure issues, the level of detail available for some of th e cities in the RTA is insu fficient for the analysis here. In order to compare actual expenditures fo r all RTA residents with potential expenditures by store category, an alternative estimate methodology for estimating sales for the overall RTA has been developed. This point-in-time estimate can then also account for the entire population of the RTA to derive per capita sales estimates fo r use in comparison with a benchmark for the leakage analysis. For comparativ e purposes, similar estimates have been derived for the Town of Los Gatos, Santa Clara County, and California. These estimates have been derived using the most recent available data from the Census of Retail Trade and Zip Code Business Patterns. These estim ates provide point-in-time data for the Town North Forty Specific Plan Market Study and Business Development Strategy Page 45 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 46 of 150 al , ell and the RTA by detailed retail category. Further explanation of the methodology can be found in Appendix I. For the purposes of the analysis here, the estimat ed retail sales have been grouped into eleven categories: • Motor Vehicle and Parts Dealers • Home Furnishings and Appliance Stores • Bldg. Matrl. and Garden Equip. and Supplies • Food and Beverage Stores • Health and Personal Care Stores • Gasoline Stations • Clothing and Clothing Accessories Stores • Sporting Goods, Hobby, Book, and Music Stores • General Merchandise Stores 17 • Miscellaneous Store Retailers • Food Services and Drinking Places 18 Sales at non-store retailers (e.g. mail order and au ction houses) are not included in the analysis, nor are sales occurring at non-retail outlets. Los Gatos As shown in Table 14, retail sales for the Town for 2008 are estimated at approximately $838 million (all sales are presented in inflation-adjusted 2010 dollars). The three largest categories are motor vehicle and parts dealers at 30 percent of sales,19 food and beverage stores at 23 percent, and food services and drinking places at 15 percent. The proportion of the Town’s tot retail sales in motor vehicle and food store sales are considerably higher than found in the RTA the County, or the State. The Town shows almost no sales in General Merchandise stores, w below the proportions for the other geographies. On a per capita basis, retail sales in Los Gatos are quite high, at $28,653 annually compared to less than $14,000 annually for the other three geographies. Several sectors have per capita sal es at more than twice the levels found in the RTA; the only sectors lagging the RTA in per capita sales are the building materials group and general merchandise stores. While the leakage analysis will present a more refined picture, the proportions of per capita sales by category are a first indicator of strengths and weaknesses in the retail sector in Los Gatos. 17 Includes stores that sell a broad range of merchandise. Examples include traditional department stores such as Macy’s, discount department stores such as Walmart, and warehouse stores such as Costco. 18 This category includes all types of restaurants, as well as catering services. 19 As noted, these are estimat ed sales from 2008; as will be seen fro m the SBOE data, motor vehicle sales have declined considerably since then.
Retail Trade Area The RTA’s retail sales for 2008 are estimated at approximately $8.4 billion, about 10 times the sales in Los Gatos alone. While somewhat sm aller proportionally than for the Town, motor vehicle and parts dealers, food and beverage stores, and food services and drinking places are the three largest categories for sales. While there ar e some variations by store category, the RTA’s levels of per capita sales are much closer to the countywide and statewide le vels than the Town’s. Once again, the leakage analysis will present a more refined picture, but these levels of per capita sales relative to the larger areas are indicative of a general balance between the retail supply and demand for the RTA as a whole. North Forty Specific Plan Market Study and Business Development Strategy Page 47 of 150
Table 14: Total Estimated 2008 Retail Sales Sales in 2010 $000 (a)Town ofMarketSanta Clara Los Gatos A reaCountyCalifornia Motor Vehicle and Parts Dealers $249,000$1,816,000$4,428,000$99,923,000 Home Furnishings and Appliance Stores $39,000$632,000$1,750,000$27,409,000 Bldg. Matrl. and Garden Equip. and Supplies $19,000$613,000$1,671,000$31,266,000 Food and Beverage Stores $190,000$1,316,000$3,738,000$77,082,000 Health and Personal Care Stores $70,000$395,000$1,169,000$24,313,000 Gasoline Stations $52,000$603,000$1,562,000$41,590,000 Clothing and Clothing Accessories Stores $47,000$582,000$1,869,000$30,438,000 Sporting Goods, Hobby, Book, and Music Stores$18,000$257,000$593,000$9,527,000 General Merchandise Stores $1,000$796,000$2,745,000$60,013,000 Miscellaneous Store Retailers $30,000$202,000$617,000$11,799,000 Food Services and Drinking Places $123,000$1,125,000$3,468,000$60,316,000 Retail Outlets Total $838,000$8,337,000$23,610,000$473,676,000 Sales per Capita in 2010 $ Town ofMarketSanta Clara Los Gatos A reaCountyCalifornia Motor Vehicle and Parts Dealers $8,514$3,028$2,514 $2,734 Home Furnishings and Appliance Stores $1,333$1,054 $994 $750 Bldg. Matrl. and Garden Equip. and Supplies $650$1,022 $949 $855 Food and Beverage Stores $6,496$2,194$2,122 $2,109 Health and Personal Care Stores $2,393$659 $664 $665 Gasoline Stations $1,778$1,005 $887 $1,138 Clothing and Clothing Accessories Stores $1,607$970$1,061 $833 Sporting Goods, Hobby, Book, and Music Stores $615$428 $337 $261 General Merchandise Stores $34$1,327$1,558 $1,642 Miscellaneous Store Retailers $1,026$337 $350 $323 Food Services and Drinking Places $4,206$1,876$1,969 $1,650 Retail Outlets Total $28,653$13,899$13,404$12,959 2008 Population (b)29,247599,8351,761,37536,551,809 Notes:Sales estimates were initially generated using 2008 Zip Code and County Business Patterns employment data and per-employee sales data by detailed NAICS code from the 2007 Economic Census. These numbers by major category above were then cross-checked against SBOE data and 2007 Economic Census data where available to confirm, with some adjustments made as indicated by inconsistencies between the sources. Because of differences in categorization schemes, data by category may not be directly comparable to SBOE numbers presented elsewhere.2008 represents most recent data available at time of analysis. Market area definitions are the same as for the demographics analysis, but include some point-level Zip Codes not present in the demographic analysis. See Appendix A for Zip Codes covered.(a) Retail sales have been adjusted to 2010 dollars based on the Bay Area and California Consumer Price Index calculated by the California Department of Industrial Relations (based on data from the Bureau of Labor Statistics) for California, and the Bay Area Consumer Price Index from the U.S. Bureau of Labor Statistics for the smaller areas. Total sales estimates rounded to nearest million $.(b) Population estimates for the market areas derived based on Census 2000 and Claritas 2010 estimates, assuming a constant rate of growth over the period to obtain the 2008 estimate.Sources: 2000 and 2010 U.S. Census; U.S. Census of Retail Trade, 2007; Zip Code and County Business Patterns,2007 and 2008; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statistics; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 48 of 150
Retail Sales by Major Retail Cate gory in Los Gatos, Santa Clara County, and California The following section presents historic data on retail sales by major store/outlet category, to supplement the single-year estimate provided in the previous section. The following discussion relies on taxable sales data published by SBOE. Un fortunately, SBOE taxable sales data are not available for the Retail Trade Area as a whole; the discussion here focuses on Los Gatos, with comparative data from Santa Clara County and the Ca lifornia provided. All data are presented in constant 2010 dollars, based on the Bay Area and Ca lifornia Consumer Price Indexes. It is important to note that the discussion here specifically covers taxable sales, not total sales. For instance, food purchases, prescription drugs, and services (e.g., auto repair) are not taxable. Nevertheless the taxable sales data are the best indicator available of retail sales trends by major store category over a period of years, even thou gh they do not provide complete coverage of the retail sector, and thus the estimates are lower than provided by the Zip Code data discussed above. The leakage analysis following the mark et overview is based on the static estimate derived from Zip Code and County Business Patterns and the Economic Census in order to cover the total retail sector. Because of the reclassification of businesses by SBOE beginning with 2009, it is not possible to consistently track retail sales by major store cate gory into 2009 with the published data. Even a time series for overall retail sales is not availabl e, as some businesses were moved out of retail and into the “all other outlets” category. This is particularly a problem in Los Gatos, where Netflix, a major sales tax generator, was moved out of the retail group – thus the trend line for total retail sales shows a significant drop from 2008 to 2009, but this is not due to an actual decline in sales. As a result, retail sales by major category are discussed for the 2000 to 2008 period, and then separately for 2009. For Los Gatos, BAE obtained more recent data for the 2008 through 2010 period, using the older classification system. However, these data are not directly comparable to the 2000 through 2008 data due to differing data reporting methodologies, and the same source data was not available for Santa Clara County or California. North Forty Specific Plan Market Study and Business Development Strategy Page 49 of 150
Los Gatos Between 2000 and 2008, total inflation-adjusted taxable retail sales in Los Gatos dipped in the early part of the decade following the dot-com bus t, and then gradually increased to peak at nearly $760 annually in 2006 (see Figure 7). By 2008, total retail sales had declined again to $694 million in 2010 dollars. However, prior to 2009, Netflix was classified as a retail outlet (in the “other retail stores” category), skewing sales upward as their sales boomed. Figure 7 also shows total retail sales excluding Netflix and the entire other retail subcategory; this shows the remainder of taxable retail sales peaking in 2005, with a decline in every year through 2008. These changes in retail sales occurred against a b ackground of very limited population growth in the Town. Figure 7: Los Gatos Taxable Retail Sales and Population Trends, 2000-2008 Notes: Population data derived from 2000 and 2010 Census, with assumption of constant annual growth. All sales shown in 2010 dollars. For details, see Appendix C.Source: BAE 2011, based on sources as noted in Appendix C.‐10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 200020012002200320042005200620072008 Population Taxable Sales in $000 Total Retail Sales Excluding Other Retail Stores Population SBOE-published sales data from 2009 are not comparable to earlier years, due to SBOE’s reclassification of all outlets. However, a nnual sales for the 2008 through 2010 period are shown in the data obtained for the City only. As s hown in Figure 8, taxable retail sales continued their decline into 2009, but stabilized and rebounded slight ly in 2010. In 2010, total taxable retail sales were estimated at slightly more than $400 million.20 North Forty Specific Plan Market Study and Business Development Strategy Page 50 of 150 20 Note that this total excludes Netflix.
The key factor in the long-term decline of reta il sales (excluding Netflix) in Los Gatos is the decline in the motor vehicle sector. By 2010, taxa ble motor vehicle sales in the Town were only 21 percent of 2000 levels after adjusting for infl ation (see Appendices C-1 and C-2). Thus this decline is not just a result of the economic downturn of the last few years. No other sector shows this level of decline; in fact, most of the ma jor retail sectors have 2010 inflation adjusted sales similar to those in 2000. Only the other retail gr oup shows a substantial decline, to 60 percent of 2000 levels. Figure 8: Los Gatos Taxable Retail Sales and Population Trends, 2008-2010 Notes: Population data derived from 2000 and 2010 Census, with assumption of constant annual growth. All sales shown in 2010 dollars. For details, see Appendix C.Source: BAE 2011, based on sources as noted in Appendix C.‐5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 $450,000 $500,000 2008 2009 2010 Population Taxable Sales in $000 Total Retail Sales Population North Forty Specific Plan Market Study and Business Development Strategy Page 51 of 150
Santa Clara County The County also shows a pattern of taxable retail sales decline early in the decade, followed by a mid-decade increase, and another decline late in the decade. On an infla tion-adjusted basis, sales never again achieve the 2000 levels of nearly $25 billion in annual taxable retail sales; in 2008 taxable retail sales were below $20 billion in the Coun ty (see Figure 9). In 2009, this fell further to under $17 billion.21 Figure 9: Santa Clara County Taxable Retail Sales and Population Trends, 2000-2008 Notes: Population data derived from 2000 and 2010 Census, with assumption of constant annual growth. All sales shown in 2010 dollars. For details, see Appendix C.Source: BAE 2011, based on sources as noted in Appendix C.‐500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 200020012002200320042005200620072008 Population Taxable Sales in $000 Total Retail Sales Population North Forty Specific Plan Market Study and Business Development Strategy Page 52 of 150 21 Because of the reclassification of businesses in 2009, it is possible that some of the change between 2008 and 2009 is due to businesses formerly classified as retail now being excluded from that group (e.g., Netflix in Los Gatos).
California As shown in Figure 10, taxable retail sales levels for California were relatively flat from 2000 through 2002, reflecting the dot-com bust and pos t 9/11 decline, effects of which were not as greatly felt statewide as in Santa Clara County. Statewide sales then increased through 2005, with declines since that year. Inflation-adju sted estimated sales of $361 billion for 2008 are below 2000 levels (also inflation-adjusted), even though the population of the state increased by eight percent in the same period. In 2009, total inflation-adjusted taxable retail sales for the state were reported at $315 billion, indicating a further decline. 22 Figure 10: California Taxable Retail Sales and Population Trends, 2000-2008 Notes: Population data derived from 2000 and 2010 Census, with assumption of constant annual growth. All sales shown in 2010 dollars. For details, see Appendix C.Source: BAE 2011, based on sources as noted in Appendix C.‐5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 45,000,000 50,000,000 $0 $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 $400,000,000 $450,000,000 $500,000,000 200020012002200320042005200620072008 Population Taxable Sales in $000 Total Retail Sales Population North Forty Specific Plan Market Study and Business Development Strategy 22 As with the County, the reclassification of businesse s in 2009 makes it possible that some of the change between 2008 and 2009 is due to businesses formerly classifi ed as retail now being excluded from that group. Page 53 of 150
Los Gatos Taxable Retail Sales by District The following analysis is based on informati on provided by the Town, broken out by three separate subareas: Downtown, in cluding the Downtown Core, Do wntown North, and Blossom Hill/University; Los Gatos Boulevard; and th e neighborhood serving centers, including Rinconada Center, Vasona Station, Wa lgreens Square, and Downing Center. Figure 11 provides an overview of recent taxable retail sales by subarea, as well as an indication of the levels of sales tax generation by each s ubarea relative to each other and the Town. Downtown is the largest of the three subareas in terms of taxable sales, with Los Gatos Boulevard slightly lower and the neighborhood centers contribut ing a far smaller share of the Town’s overall taxable retail sales.23 North Forty Specific Plan Market Study and Business Development Strategy Page 54 of 150 23 The discussion here is with respect to taxable retail sales, not total retail sales. The three store types where this is significant factor are auto dealers (which of ten provide non-taxable services), food stores, and drug stores. Note that Netflix sales have been excluded from all years.
Downtown In 2010, Downtown Los Gatos generated approxim ately $209 million in taxable retail sales, or over 50 percent of the Town’s total, indicating its significance as a shopping destination and as a tax generator for the Town (see Table 15). On an inflation-adjusted basis, this sales level has declined from $225 million in 2008, but has re bounded from $198 million in 2009. This uptick is due in part to increasing sales at the Apple Store, which is one of the top 25 largest sales tax generators in the Town. While disclosure rules for SBOE data limit the deta il that can be provided, the Table also shows some sales by category. Of the disclosed categories, Eating and Drinking Places show annual taxable sales in the range of approximately $64 million to $67 million, and Apparel Stores have sales at approximately $25 to $27 million annually. Both of these categories had year-over-year sales declines between 2008 and 2009, but in creases between 2009 and 2010. Apparel sales in 2010 were above 2008 levels on an inflation-adjust ed basis. Most of the remaining taxable sales are lumped together in the Other Retail Stores category, which because of the disclosure issues also includes automotive, home furnishings/app liances, service stations, and general merchandise stores.24 This large grouping of stores shows declining taxable sales in 2009, with limited recovery in 2010 to $106 million. Within the overall Downtown area, the Core is responsible for 80 percent of total taxable sales (also shown in Table 15). Downtown North makes up 16 percent of the Downtown total, with the remainder coming from the Blossom Hill/University area. These percentages vary little over the three-year period. North Forty Specific Plan Market Study and Business Development Strategy 24 Under this classification system there are two gene ral merchandise stores, the two pharmacies. In some other tables in the analysis here for recent data, they have been placed in the health and personal care stores category per NAICS. Page 55 of 150
Table 15: Downtown Taxable Retail Sales Trends, 2008-2010 Sales in 2010 $000 (a) (b) (c)200820092010 Auto Dealers & Auto Supplies ### Home Furnishings and Appliances ### Bldg. Matrl. and Farm Implements$5,528$4,399$5,654 Food Stores $4,710$4,323$4,457 Service Stations ### Apparel Stores $26,413$24,805$26,574 General Merchandise Stores ### Eating and Drinking Places $67,832$63,879$65,614 Other Retail Stores (c)$120,633$100,244$106,371 Retail Stores Total $225,115$197,650$208,671 Downtown Core $180,586$160,168$166,913 Downtown North $34,448$29,771$32,508 Blossom Hill/University $10,080$7,710$9,250 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S.Bureau of Labor Statistics. Categories used here are based on the 2007 and earlier SBOE classification system, due to the source used.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. Formula retail, while restricted in the Downto wn Core, nevertheless accounts for a significant proportion of taxable retail sales. In 2010, stor es designated as formula re tail in the Downtown Core provided over 30 percent of all taxable retail sales in the area, while making up only 11 percent of the retail outlets (excluding food-re lated retail and service stations). Appendix J provides a map showing the location of formula retailers in the Downtown Core. Over half of the Downtown Core’s taxable sales in apparel stores are in formula retail stores, and a much higher proportion of taxable sales in home furnishings and appliances are in formula retail stores. The only drug store downtown is Pharmaca, a formula retailer. The recently closed Border’s, a formula store, was the only bookstore. Excluding restaurants and food stores (neither of which are subject to the formula retail ordina nce), formula retailers account for over half of the taxable retail sales in the Downtown Core. Long-term trends in overall taxable sales in the Downtown Core from 2000 through 2010 are presented in Table 16.25 This period covers two major r ecessions and the opening in 2003 of Santana Row, a major perceived competitor for Downtown Los Gatos. As shown, in inflation- North Forty Specific Plan Market Study and Business Development Strategy Page 56 of 150 25 Additional detail by category is unavailable due to SBOE disclosure rules.
adjusted dollars, sales were substantially higher in 2000 than in 2010. Sales declined from 2000 through 2003, but rebounded in 2004 even with Santana Row opening in 2003. Sales increased again in 2005, declined in 2006, increased to a post-2010 peak in 2007, and then declined as the recession took hold, reaching the low point of th e decade in 2009. A modest increase was seen in 2010. It appears that general macroeconomic regi onal trends were a greater factor influencing sales levels in the Core than the addition al competition provided by Santana Row. Much of this decline, however, was not in the major retail categories for the Core, but instead in auto-related retail (dealers and service stations ) and non-retail outlets (personal and business services). The key retail sectors combined showed smaller declines over the decade, and eating and drinking places showed much less variation over the ten years. Table 16: Downtown Core Taxable Retail Sales Trends Sales in 2010 $000 (a)20002001200220032004200520062007200820092010 Retail Stores Total$226,509$191,596$169,509$164,749$179,016$202,584$191,590$207,465$180,586$160,168$166,913 A ll Other Outlets $23,038$20,582$12,579$10,526$10,364$9,398$11,766$12,011$10,001$9,385$8,220 Total All Outlets $249,547$212,179$182,088$175,275$189,380$211,982$203,356$219,475$190,587$169,554$175,134 Key Retail Sectors (b)$119,352$106,677$91,409$83,804$91,138$92,523$89,597$95,287$95,231$84,540$97,807 Eating & Drinking Places$62,407$57,763$55,596$57,526$57,712$62,057$61,172$66,876$62,053$58,503$59,108 Other Outlets, Combined (c)$33,105$28,353$19,413$17,746$17,941$17,480$18,884$16,275$13,935$12,611$11,977 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, from the U.S. Bureau of Labor Statistics.(b) Includes all retail sectors except auto dealers & supplies, service stations, and eating and drinking places.(c) Includes auto dealers & supplies, services stations, and non-retail (all other outlets).Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011. In summary, Downtown’s taxable retail sales dec lined as the recession took hold in 2009, but have recovered somewhat in 2010, albeit not to the levels of 2008. The Core constitutes the large majority of sales in the overall Downtown area. While formula retail outlets make up only a small proportion of all stores in the Downtown Core, they generate nearly one-third of the Core’s taxable retail sales, and are dominant sales in a pparel stores, home furnishings and appliance stores, and general merchandise/drug stores. Excluding restaurants and food stores (which are not subject to the formula retail ordinance), formul a retailers account for over half of the taxable sales in the Downtown Core. Los Gatos Boulevard As shown in Table 17, the Los Gatos Boulevard commercial district had taxable retail sales of approximately $152 million in 2010 . This is a steep decline from $191 million in 2008 (inflation adjusted), and results largely from declines in th e automotive sector, due to the closure of two North Forty Specific Plan Market Study and Business Development Strategy Page 57 of 150
major dealerships. Taxable sales in the automo tive sector on Los Gatos Boulevard declined from $80 million in 2008 to $57 million in 2010. Due to SBOE data rules, the only other sectors presented separately are food stores and eating and drinking places. Food store sales have been relatively constant at slightly below $22 million annually, as consumers continue to purchase grocer ies even as they forgo larger purchases such as cars. Most of these sales occur at the four supermarkets, with limited sales at scattered smaller outlets. It should be noted that as a “rule of thumb,” only about one-third of food store sales are taxable; if non-taxable sales are considered, the food stores generate a much larger share of retail sales on Los Gatos Boulevard. Eating and drinking places have seen a very slight decline over the 2008 to 2010 period, to appr oximately $14 million annually in 2010. Other retail outlets combined have also seen a decline in taxable sales, from $73 million in 2008 to $59 million in 2010. Table 17: Los Gatos Boulevard Taxable Retail Sales Trends, 2008-2010 Sales in 2010 $000 (a) (b) (c)200820092010 Auto Dealers & Auto Supplies$80,449$57,481$56,771 Home Furnishings and Appliances ### Bldg. Matrl. and Farm Implements ### Food Stores $21,557$21,536$21,792 Service Stations ### Apparel Stores ### General Merchandise Stores ### Eating and Drinking Places $15,528$15,276$14,498 Other Retail Stores (c)$73,102$59,962$59,018 Retail Stores Total $190,636$154,255$152,078 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S.Bureau of Labor Statistics. Categories used here are based on the 2007 and earlier SBOE classification system, due to the source used.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 58 of 150
Neighborhood Centers The neighborhood centers (Downing Center, Rincona da Center, Vasona Station, and Walgreens Square) provide a much smaller share of the To wn’s sales tax than Downtown or Los Gatos Boulevard. These centers combined accounted fo r approximately $34 million in taxable retail sales in 2010 (see Table 18). With the exception of Vasona Station, these centers are dominated by supermarkets or chain pharmacies and thus disclosure rules prohibit showing information on individual centers or by type of retail. Table 18: Neighborhood Centers T axable Retail Sales Trends, 2008-2010 Sales in 2010 $000 (a) (b) (c)200820092010 Retail Stores Total $38,604$36,769$33,741 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S.Bureau of Labor Statistics. Categories used here are based on the 2007 and earlier SBOE classification system, due to the source used.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.Sources: SBOE; U.S. Bureau of Labor Statistics; Muni Services; Town of Los Gatos; BAE, 2011. Leakage and Injection Analysis for Los Gatos and the Retail Trade Area (RTA) Overview of Methodology Retail leakage and injection analysis compares actual retail sales in an area with some benchmark that provides a measure of the potential sales generate d by that area's residents. If sales levels are below the predicted level, the area may be able to support increased sales, either through the opening of new outlets targeting those leakages or a repositioning of existing outlets through changes in strategy and marketing, merchandise mix, or store configuration such that they could capture a portion of that leakage. A lower-than-predicted sales volume is a strong indi cator that consumers are traveling outside the area to shop; thus, the sales are “leaking” out of the study area. Conversely, if the area shows more sales than would be expected from the area's characteristics, there are sales “injections” into the study area. Often, an injection of sales indicates that the study area is serving as the regional shopping destination for a broader area. On the ot her hand, if an area shows substantial leakage, it may be due to the presence of a region-serving retail node outside but near the study area capturing those “leaked” sales. North Forty Specific Plan Market Study and Business Development Strategy Page 59 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 60 of 150 There are a number of factors that can be used to predict sales levels, with the two most important factors being the number of persons in the area and the disposable income available to that population. Additional factors influencing retail sp ending in an area include household type, age of population, number of workers in the area (i.e., daytime population), tourism expenditures, tenure patterns (owner vs. renter), and cultural factors. As noted above, Los Gatos and the RTA have overall per capita sales above county and statewide levels. This alone, however, does not indicat e that these areas are necessarily capturing sales from other locales; for instance, higher income le vels could account in part for differing local spending patterns, and shopping patterns may va ry due to consumer preferences as well as the retail options available locally. To better determine the levels of leakages and injections for Los Gatos and the RTA, BAE has obtained a Nielsen/Claritas Retail Market Poten tial Opportunity Gap (RMP) report for the two geographies. This report estimates retail demand based on the Consumer Expenditure Survey, a national survey conducted for the Department of Labor Bureau of Labor Statistics by the U.S. Census Bureau which measures c onsumer expenditures and provid es data on differing spending patterns by age, income, ethnicity, and other variables. This source information is converted to expected expenditures by store type, to obtain an estimate of demand by retail store category. Next, BAE fine-tuned the RMP expenditure estim ates based on actual expenditure patterns in Santa Clara County as reflected in total re tail sales by major store category. Following the calculation of the RMP expenditure estim ate, the next step in the leakage analysis is the use of an adjustment factor by store cat egory to take into account changes in actual sales and potential demand since 2008, the year for which actual data were obtained.26 For Los Gatos, these adjustment factors are derived from the ch ange in actual sales by major store category between 2008 and 2010 as indicated in the analys is of taxable sales data, and on a national demand adjustment factor based on changes in in flation-adjusted per capita sales derived from national data on estimated retail sales. These multip liers vary by retail store type; for instance, since food items are a daily necessity, food store sal es have not declined as much on a percentage basis as other categories.27 For the RTA, the national adjustor is used throughout, since no comparative data for 2010 are available for the area. The refined demand/expenditure data are then co mpared to the estimated sales by major store category for Los Gatos and the RTA as shown above in Table 19, on a total and per capita basis. 26 Taxable sales data could not be obtained for the RTA as it crosses jurisdictional boundaries and includes unincorporated areas for which data are not published. The data source used also takes into account total retail sales, not just taxable sales. 27 The procedure here is conservative in that it adjusts expected sales downward to reflect current recessionary conditions. It is possible that economic conditions will improve by the time any retail outlets actually open in the North 40.
The results of the leakage analysis are summarized in Figure 12 and Table 19, with detail on this analysis provided in Appendices D and E. Los Gatos Leakage Analysis With its high per capita sales levels, Los Gatos shows injections of sales in most major store categories, as shown in Figure 12. Injections ar e particularly high for food and beverage stores, motor vehicle and parts dealers, food services, and health and personal care stores.28 Two categories, building materials and general merc handise stores, stand out for their substantial leakages; over half of potential resident expe nditures in the building materials category are leaking out of Los Gatos, and nearly all resi dent expenditures for general merchandise stores appear to be leaking out of Los Gatos. The lack of sales in general merchandise stores is directly related to the lack of such stores in Los Gatos;29 in fact, the California State Board of Equalization (SBOE) does not currently report any outlets in this category in the Town. For the building materials group, there are several outlets includi ng two hardware stores, but the Town does not have a large home improvement store such as Ho me Depot or an independent lumber yard. Overall, the analysis indicates that by major st ore category, Los Gatos has estimated combined injections of nearly $320 million in retail sales annually, and combined estimated leakages of approximately $80 million annually. The high level of injections of sales for food and be verage stores is particularly noteworthy, since groceries are a convenience item that is usually purch ased locally. To some extent, this is due to the location of the stores in Los Gatos. Th e Safeway stores in the Downing and Rinconada Centers are near the Town boundary, and their specific local trade areas include areas outside the Town. Furthermore, the two neighboring cities of Saratoga and especially Monte Sereno and the unincorporated areas to the south of Town have limited retail offerings, with Los Gatos offering the closest shopping for some of their residents. This may be a factor for other store types also, particularly health and personal care stores. Additionally, Los Gatos Boulevard has four s upermarkets on a major arterial street which continues into neighboring Campbell and San Jose; two of these stores, Whole Foods and Trader Joe’s, are niche stores which likely draw from a larger area than a generic neighborhood-serving store would, and Lunardi’s is a smaller local ch ain which also attracts shoppers from a larger trade area. Another issue to consider in evaluating leakages and injections is the potential for substitution by store type. For example, apparel can be purchased in both clothing stores and general merchandise stores. In Los Gatos, the lack of general merchandise stores may be responsible for some injections, particularly for drug stores, which are in the health and personal care store North Forty Specific Plan Market Study and Business Development Strategy 28 The health and personal care stores category includes pharmacies as the largest subcategory. 29 The closest major general merchandi se store to Los Gatos is the Target on Hillside Avenue in San Jose. Page 61 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 62 of 150 category.30 While the majority of drug store dollars are spent at the prescription counter, chain drug stores stock a variety of everyday items that are typically found in larger discount department stores. Supermarkets also carry a selection of housewares, paper goods, and other items that one might also purchase at a discount department store. One additional key factor is that one outlet with extremely strong sales can mask poor performance by the rest of that store category. For example, in Los Gatos the home furnishings and appliances category is dominated by sales in th e Apple Store. This store’s extremely strong sales may be masking limited sales across the rema inder of the category. This issue will be explored in the discussion of per capita sales by more detailed store type found after the leakage analysis for the RTA. Retail Trade Area Leakage Analysis For the larger RTA, the levels of leakages and in jections appear to be much lower on a per capita basis, indicating a relative balance between re tail sales and resident expenditures in most categories. Even though the RTA is much more populous than the Town, estimated combined injections are lower, at approximately $230 million annually, and are concentrated in auto-related retail. The combined leakages are greater, at n early $590 million annually, but are spread across a number of categories, with the largest leakages in the general merchandise store category. The leakages in the general merchandise category may be related in part to Westfield Valley Fair’s presence just outside the RTA although it certainly attracts sales out of the RTA to its anchor stores.31 30 In fact, up until 2009, SBOE classified drug stores as general merchandise stores. 31 Valley Fair straddles the Santa Clara/San Jose city li ne and has a Santa Clara Zip Code address which is not part of the RTA.
Figure 12: Per Capita Retail Sales Leakages by Major Retail Store Category Source: BAE Urban Economics, based on sources as noted in Table 19 and Appendices D and I.General Merchandise Stores Bldg. Matrl. and Garden Equip. and Supplies Sporting Goods, Hobby, Book, and Music Stores Clothing and Clothing Accessories Stores Home Furnishings and Appliance Stores Miscellaneous Store Retailers Gasoline Stations Health and Personal Care Stores Food Services and Drinking Places Motor Vehicle and Parts Dealers Food and Beverage Stores Annual Per Capita Leakages/Injections Los Gatos Per Capita Retail Sales Leakages Injections →bae ←Leakages General Merchandise Store s Food Services and Drinking Places Clothing and Clothing Accessories Stores Food and Beverage Stores Health and Personal Care Stores Miscellaneous Store Retailers Home Furnishings and Appliance Stores Bldg. Matrl. and Garden Equip. and Supplies Gasoline Stations Sporting Goods, Hobby, Book, and Music Stores Motor Vehicle and Parts Dealers Annual Per Capita Leakages/Injections Trade Area Per Capita Retail Sales Leakages Injections →bae ←Leakages North Forty Specific Plan Market Study and Business Development Strategy Page 63 of 150
Table 19: Summary of Leakage Analysis Los Gatos 2010 Total Annual Injection/Retail Sales in $000TotalPer Capita Leakage Injection/Injection/(Leakage)(Leakage)EstimatedEstimated as % of SalesResident Potential Store Categor y in AreaExpenditures$000 Sales Motor Vehicle and Parts Dealers $161,339$92,148$69,191$2,35275%Home Furnishings and Appliance Stores $47,964$36,100$11,864$40333%Bldg. Matrl. and Garden Equip. and Supplies$14,043$35,723 Food and Beverage Stores $179,336$76,836$102,500$3,485133%Health and Personal Care Stores $70,701$26,001$44,700$1,520172%Gasoline Stations $44,782$28,923$15,858$53955%Clothing and Clothing Accessories Stores $48,247$39,330$8,917$30323%Sporting Goods, Hobby, Book, & Music Stores$18,819$13,141$5,678$19343%General Merchandise Stores $999$58,322 Miscellaneous Store Retailers $26,420$13,389$13,031$44397%Food Services and Drinking Places $119,818$73,758$46,060$1,56662% Total $732,467$493,672$238,795$8,11948%Market Area ($21,680)($737)-61%($57,323)($1,949)-98%2010 Total Annual Injection/Retail Sales in $000TotalPer Capita EstimatedEstimated as % of SalesResident Potential Store Categor Leakage Injection/Injection/(Leakage)(Leakage)y in AreaExpenditures$000 Sales Motor Vehicle and Parts Dealers $1,682,675$1,513,989$168,686$27811%Home Furnishings and Appliance Stores $560,862$581,031 Bldg. Matrl. and Garden Equip. and Supplies$560,238$577,276 Food and Beverage Stores $1,319,441$1,361,405 Health and Personal Care Stores $399,097$436,516 Gasoline Stations $534,082$510,114$23,968$405%Clothing and Clothing Accessories Stores $565,599$658,592 Sporting Goods, Hobby, Book, & Music Stores$252,796$214,317$38,479$6318%General Merchandise Stores $798,972$1,002,377 Miscellaneous Store Retailers $196,399$223,713 Food Services and Drinking Places $1,127,384$1,276,097 Total $7,997,544$8,355,427 All sales and leakages are in 2010 dollars. For detail on methodology and sources, see Appendices D and I.Sources: BAE, based on sources as noted in Appendix D.($20,169)($33)-3%($17,038)($28)-3%($41,963)($69)-3%($37,419)($62)-9%($92,993)($153)-14%($203,405)($336)-20%($27,314)($45)-12%($148,714)($245)-12%($357,882)($591)-4% North Forty Specific Plan Market Study and Business Development Strategy Page 64 of 150
Comparative Retail Sales by Detailed Store Category While the leakage analysis above provides a broad-brush picture of the retail market in Los Gatos and the RTA, a more detailed approach should give a better view of particular subcategories that may have weak or strong sales relative to the po pulation base. The following analysis drills down to more detailed store types by NAICS code, by comparing annual per capita sales for Los Gatos and the RTA with Santa Clara County. This analysis is not a more detailed version of th e leakage analysis itself, but a slightly different type of analysis. First, it does not take into account changes in sales since 2008, as it was not possible to provide adjustments at this greater leve l of detail. For example, the declines in motor vehicle sales due to dealer closures is not take n into account, nor are the increasing sales for the Apple Store, which were considerably higher in 2 010 than 2008. This is noted in the discussion which follows with respect to car dealers and the Apple Store. Second, the analysis includes no adjustments for local demographics (e.g., high incomes and home ownership) as provided by the RMP report from Nielsen/Claritas. The ability of consumers to substitute between store types and the quality of the RMP data do not reasonabl y allow per capita sales adjustment factors for these more detailed store types. The tables in the following discussion highlight the subcategories where Los Gatos’ per capita sales are more than 50 percent below those for Santa Clara County, as these may represent some of the better opportunities to expand retail in the Town, and because this extreme level of variation would still be present even if adjustme nts for local conditions in the Town and the RTA had been possible. Since the County has lower ove rall income levels and lower expected resident expenditures, this is a strong indicator of sub categories where there is a substantial gap between sales and expenditures in the Town.32 The following discussion is organized by major retail category as shown in the leakage analysis above. North Forty Specific Plan Market Study and Business Development Strategy 32 It should also be noted that the sa les figures here in this detailed an alysis are based on 2008 sales and are inflation-adjusted only, and have not been adjusted to account for changes in the economy and retail mix subsequent to 2008, such as the decline in new car sales in Los Gatos due to the closure of several car dealerships and the overall decline in the economy. The prior overall leakage analysis section makes adjustments for these factors. Page 65 of 150
Motor Vehicle and Parts Dealers. As noted in the leakage analysis above, Los Gatos is attracting sales in this category, even after adjusting for the considerably lower sales levels of 2010. Within the category, the Town’s sales are concentrated in the new car dealer subcategory;33 furthermore, Los Gatos has two luxury car dealer s selling relatively expensive automobiles. The Town has no used car, RV, or boat dealers, but th ese are retail types unlikely to find suitable sites in Los Gatos. Furthermore, these subcategori es appear to be better-represented in the larger RTA, so the general region is fairly well-served. Once again, it is important to note that the sales in this detailed analysis are from 2008, and do not always reflect current conditions, e.g., dealer closures. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty New car dealers $8,100366%$2,699122%$2,211 Used car dealers $00%$59153%$39 Recreational vehicle dealers $00%$00%$17 Motorcycle, ATV, and pers onal watercraft dealers $154297%$68131%$52 Boat dealers $00%$12166%$7 All other motor vehicle dealers $00%$12259%$5 A utomotive parts and accessories stores $123114%$9890%$108 Tire dealers $144192%$80107%$75 Motor Vehicle and Parts Dealers $8,521 $3,028 $2,514 Home Furnishings and Appliance Stores. The broad-brush leakage analysis in the previous section of this report indicates substantial injecti ons for this major category overall, likely driven in large part by the Apple Store. Unfortunately, the sales data presented do not show this effect fully, as the store had not yet reached current sales levels and the following numbers do not take into account the increase in sales in the Apple Store since 2008. Nevertheless, the data do indicate some potential opportunities for Los Gato s. While the Town also shows strong per capita furniture store sales, appliance store and electronics (excluding computers) stores show sales below countywide levels. Appliance stores in par ticular appear to be a gap in the retail mix. Although computer store sales shown here based on 2008 data appear low, this subcategory may no longer have such low per capita sales due to the Apple Store’s increasing sales. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Furniture stores $448320%$143102%$140 Floor covering stores $2756%$4185%$49 Window treatment stores $17274%$696%$6 A ll other home furnishings stores $561374%$207138%$150 Household appliance stores $1020%$4795%$50 Radio, television, and other electronics stores $8937%$251104%$241 Computer and software stores $11635%$334100%$335 Camera and photographic supplies stores $72306%$26109%$23 Home Furnishings and Appliance Stores $1,340 $1,054 $994 North Forty Specific Plan Market Study and Business Development Strategy Page 66 of 150 33 The sources for these tables can be found in Appendix A .
Building Materials, and Garden Equipment and Supplies. This major store category was one of the two that showed leakages for Los Gatos. This is largely due to the lack of a large home improvement store such as Lowe’s or Home De pot. The Town’s sales in this category are concentrated in the hardware store subcategory, which has per capita sales higher than the RTA or the County. This is likely an example wher e local shoppers are substituting purchases at local hardware stores and garden centers for purchases at home improvement centers. This propensity to purchase locally rather than drive out of town to a home improvement center is limited, though, as the overall building materials/garden equipmen t category still has estimated per capita sales below RTA and countywide levels. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Home centers $00%$407108%$378 Paint and wallpaper stores $1036%$51179%$29 Hardware stores $397356%$229205%$112 Other building material dealers $10329%$24368%$360 Outdoor power equipment stores $00%$12112%$11 Nursery, garden center, and farm supply stores $150250%$80133%$60 Bldg. Matrl. and Garden Equip. and Supplies $660 $1,023 $949 Food and Beverage Stores. Los Gatos is unusual in the level of sales capture in this overall category, where per capita sales are estimated to be over twice the level of local resident expenditures. As discussed above, this is due in part to the location of many of the stores, particularly the two Safeways near opposite e dges of the Town, as well as the attraction to these stores of residents of nearby unincorporated areas to the south of Town, since Los Gatos supermarkets are the closest such stores. Also discussed above, the clus ter of supermarkets on Los Gatos Boulevard includes stores that have a more region-serving nature, and the lack of general merchandise stores in Town may lead to local shoppers purchasing a higher proportion of non-grocery items in these local supermarkets. Additionally, the downtown Safeway is the closest supermarket to Monte Sereno and some of Saratoga. Despite the Town’s profile, with high home owne rship and income levels, the Town has limited specialty food retail, showing no sales in meat markets, fish and seafood markets, and produce markets.34 Given the Town’s already-strong attraction as a food shopping destination, this may represent an opportunity to broaden the food re tailing mix and enhance the Town’s strong position for this retail category. North Forty Specific Plan Market Study and Business Development Strategy 34 Los Gatos Meats and Smokehouse provides some specia lty meats, but is classi fied as a restaurant. Page 67 of 150
Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Supermarkets and other grocery (except convenience) stores$6,055319%$1,967104%$1,897 Convenience stores $301335%$7584%$90 Meat markets $00%$12100%$12 Fish and seafood markets $00%$4122%$3 Fruit and vegetable markets $00%$866%$12 Baked goods stores $373%$371%$5 Confectionery and nut stores $58592%$18185%$10 A ll other specialty food stores $17171%$15147%$10 Beer, wine, and liquor stores $6882%$92111%$83 Food and Beverage Stores $6,503 $2,195 $2,122 Health and Personal Care Stores. This category is dominated by drug stores, and shows substantial injections in Los Gatos. As noted in the leakage analysis, some of these injections may be due to local residents using drug stores as general merchandise stores due to the lack of such stores in the Town. Additionally, many of the drug stores are at or near the edges of the Town, with even the Downtown Walgreens as the closest pharmacy for Monte Sereno and some of Saratoga. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Pharmacies and drug stores $1,658313%$50996%$530 Cosmetics, beauty supplies, and perfume stores $636882%$81112%$72 Optical goods stores $1763%$31112%$27 Food (health) supplement stores $1795%$23127%$18 A ll other health and personal care stores $55327%$1592%$17 Health and Personal Care Stores $2,383 $658 $664 Clothing and Clothing Accessories Stores. Los Gatos has strong sales in this major retail category, and in most of the subcategories. There are no estimated sales in the clothing accessories subcategory, but this subcategory re presents a fairly small proportion of sales in the clothing store group. Thus the overall sales injec tions for clothing and clothing accessories stores reflects an overall strength, with limited opportunities to capture additional sales from Los Gatos residents. However, it should be noted that the apparel stores in the Town tend to be high-end stores, not necessarily reflecting the types of inexpensive everyday apparel more commonly found in discount general merchandise stores such as Target, Kmart, or Walmart, or in lower-end mall department stores such as JC Penney or Sears. North Forty Specific Plan Market Study and Business Development Strategy Page 68 of 150
Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Men's clothing stores $4189%$3882%$46 Women's clothing stores $431231%$11360%$186 Children's and infants' clothing stores $65147%$4398%$44 Family clothing stores $557129%$463107%$433 Clothing accessories stores $1031%$11 34%$33 Other clothing stores $92196%$70148%$47 Shoe stores $10683%$10280%$128 Jewelry stores $222184%$11999%$120 Luggage and leather goods stores $82365%$1253%$22 Clothing and Clothing Accessories Stores $1,607 $970 $1,061 Sporting Goods, Hobby, Book, and Music Stores. Among this group of store types, Los Gatos shows per capita sales above Santa Clara County fo r most subcategories. Sporting goods store sales, the largest category, are due in large part to the Town’s bicycle shops. Los Gatos shows no sales for news dealers/newsstands and prerecorded tape, compact disc, and record stores, but these categories are small categories which have been impacted by a switch to online news reading and downloadable music. Additionally, the per capita book store sales shown here for the Town do not take into account the recent closure of Borders; it is possible there may now be an opportunity for a smaller, independe nt bookstore in Los Gatos, but this subcategory has also been impacted by online sales (e.g., Amazon) and now by e-readers, which may affect the potential long-term viability of such a store. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Sporting goods stores $274207%$208158%$132 Hobby, toy, and game stores $144218%$82124%$66 Sewing, needlework, and piece goods stores $51447%$22188%$11 Musical instrument and supplies stores $1452%$2491%$27 Book stores $116129%$8494%$90 News dealers and newsstands $00%$00%$1 Prerecorded tape, compact disc, and record stores $00%$989%$10 Sporting Goods, Hobby, Book, and Music Stores $598 $429 $337 General Merchandise Stores. Los Gatos is almost entirely lacking in general merchandise stores, and as a result has almost no sales in this category. While some of these sales may be occurring in other types of outlets such as drug stores, this category overall represents a substantial gap in the retail mix in the Town. North Forty Specific Plan Market Study and Business Development Strategy Page 69 of 150
Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Department stores (except discount department stores)$00%$449103%$435 Discount department stores $00%$45978%$587 Warehouse clubs and supercenters $00%$23951%$468 A ll other general merchandise stores $4465%$181264%$68 General Merchandise Stores $44 $1,328 $1,558 Miscellaneous Store Retailers. Los Gatos has extremely strong per capita sales across the store types comprising this catch-all major category. Th e two store types with very limited per capita sales have special market niches that are not substantial opportunities in the context of the Los Gatos retail mix. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Florists $38300%$19153%$13 Office supplies and stationery stores $209289%$80110%$72 Gift, novelty, and souvenir stores $431825%$70134%$52 Used merchandise stores $1028%$30 82%$36 Pet and pet supplies stores $243374%$76117%$65 A rt dealers $21495%$7169%$4 Manufactured (mobile) home dealers $00%$0 0%$51 Tobacco stores $17107%$21133%$16 A ll other miscellaneous store retailers (except tobacco stores)$58143%$3586%$41 Miscellaneous Store Retailers $1,026 $337 $350 Food Services and Drinking Places. The Town’s overall strength in this category as indicated above in the leakage analysis carries through for almost all of the subcategories. Full-service restaurants have particular strong per capita sal es on an absolute basis, making up approximately half of the restaurant sales in the Town. The onl y subtype lacking in Los Gatos is cafeterias/grill buffets/buffets. This niche is probably not pa rticularly well-suited to the area demographic profile of high income households. Los Gatos Retail Trade Area 2008 Estimated Annual Per Capita Sales in 2010 $Per Capita A s %Per Capita A s %Santa Clara Salesof CountySalesof CountyCounty Full-service restaurants $2,181263%$873105%$831 Limited-service restaurants $684110%$648104%$622 Cafeterias, grill buffets, and buffets $00%$2691%$29 Snack and nonalcoholic beverage bars $468276%$192113%$170 Food service contractors $561233%$8335%$240 Caterers $123455%$1763%$27 Mobile food services $7753%$192%$1 Drinking places (alcoholic beverages)$185379%$3673%$49 Food Services and Drinking Places $4,209 $1,876 $1,969 North Forty Specific Plan Market Study and Business Development Strategy Page 70 of 150
Retail Market Assessment: Summary Existing Conditions Los Gatos has fared relatively well with respect to its retail real estate over the past few years. Currently, the retail vacancy rate for the Town is estimated at approximately five percent, indicative of a balanced market where vacancies occur as a regular part of the business cycle. Vacancy rates for the entirety of west Santa Cl ara County are slightly higher, but still not at extremely high rates on average. For the Town, low vacancies have been driven by the strong demographics of the area, and by a constrained supply; the supply of spaces of 10,000 square feet or more is particularly limited. The limited pr esence of national chains such as Borders that have undergone downsizing and liquidation has also helped keep vacancies lower in Los Gatos. Rents in Los Gatos declined at the onset of the recession, but have since rebounded somewhat. Downtown has shown the strongest rents and lesser dollar decreases. The RTA contains a large mix and variety of regi onal retail centers ranging from discount to high end shopping, and from power centers to lifestyle centers to major enclosed malls. In addition to these centers, there are other regional centers beyond the RTA that draw shoppers from the RTA. Some of these centers both within and outside th e RTA will be competitive with any region-serving retail at the North 40, depending on the particul ar shopping experience that is provided by the project. The RTA’s retail sales for 2008 are estimated at approximately $8.4 billion, about 10 times the sales in Los Gatos alone. While some what smaller proportionally than for the Town, motor vehicle and parts dealers, food and beverage stores, and food services and drinking places are the three largest categories for sales in the RTA. There are some variations by store category, but the RTA’s levels of per capita sales are much closer to the countywide and statewide levels than the Town’s. Retail sales for the Town for 2008 are estimated at approximately $838 million (in inflation-adjusted 2010 dollars). The three largest categories by sales volume are motor vehicle and parts dealers at 30 percent, food and beverage stores at 23 percent, and food services and drinking places at 15 percent. The proportion of the Town’s tota l retail sales in motor vehicle and food store sales are considerably higher than found in the RTA, the County, or the State, although they have declined since 2008. The Town shows almost no sales in general merchandise stores, well below the proportions for the other geographies. On a pe r capita basis, retail sales in Los Gatos are quite high, at $28,653 annually compared to less than $14,000 annually for the ot her three geographies. Several sectors have per capita sales at more th an twice the levels found in the RTA; the only sectors lagging the RTA in per capita sales are the building materials group and general merchandise stores. Total inflation-adjusted taxable retail sales in Los Gatos dipped in the early part of the last decade following the dot-com bust, and then gradually in creased to a peak in 20 06; sales declined again North Forty Specific Plan Market Study and Business Development Strategy Page 71 of 150
through 2009, then recovered s lightly in 2010. These changes in retail sales occurred against a background of very limited population growth in the Town. The key factor in the long-term decline of retail sales in Los Gatos is the decline in the motor vehicle sector. By 2010, taxable motor vehicle sales in the Town were only 21 percent of 2000 levels after adjusting for inflation. Most of the major retail sectors have 2010 inflation adjusted sales similar to those in 2000. Aside from th e automotive sector, only the catch-all other retail group (which includes specialty retail such as sporting goods and books) shows a substantial decline, to 60 percent of 2000 levels. The Town’s primary retail areas are the Downto wn, Los Gatos Boulevard and the neighborhood centers. Downtown has three subareas: the Down town Core, Downtown North, and the Blossom Hill/University district. The Downtown Core repr esents the “heart” of Los Gatos, with a mix of small shops in a small-town main-street setting w ith numerous historic structures, primarily along Santa Cruz Avenue and Main Street. The Core area accounts for nearly three-quarters of all businesses in the Downtown, and has the strongest orientation toward retail. The largest c oncentrations are in appa rel, eating and drinking, and other retail, which includes various types of sp ecialty retail outlets such as sporting goods, toy, and books/stationery stores. The Core is characterized by smaller floor plates, and because of the formula retail ordinance, the Core contains few chain retailers. With the exception of the eastern portion of Old Town, the Core businesses are for the mo st part directly adjacent to the street and sidewalks, with parking provided on-street and in municipal lots behind the stores on Santa Cruz. In the North subarea, there are some larger stores, especially Walgreens and the soon-to-open rebuilt and expanded Safewa y, and conventional strip centers such as the Walgreens Center and the Los Gatos Shopping Center, with stores set back from the street by parking lots. Downtown is seen as a retail destination, drawi ng shoppers from Los Gatos as well as other nearby communities, especially Monte Sereno and Saratoga , which have limited retail offerings and come to Downtown for everyday items, specialty goods and services, and dining. Shoppers from other nearby cities such as Cupertino, Campbell, and San Jose, have ample convenience-oriented retail nearby but come to Los Gatos for the downtow n experience. Downtown is also a tourist destination, with out-of-towners coming to e xperience the small town and pedestrian-friendly ambience. In 2010, Downtown Los Gatos generated approxim ately $209 million in taxable retail sales, or over 50 percent of the Town’s total, confirmi ng its significance as a shopping destination and as a tax generator for the Town. On an inflation-adjusted basis, this sales level has declined from $225 million in 2008, but has rebounded from $198 million in 2009. This uptick is due in part to increasing sales at the Apple Store, which is one of the largest sales tax generators in the Town. North Forty Specific Plan Market Study and Business Development Strategy Page 72 of 150
Within the overall Downtown area, the Core is r esponsible for 80 percent of total taxable sales. Long-term trends in overall taxable sales in the Do wntown Core show that in inflation-adjusted dollars, sales were substantially higher in 2000 th an in 2010. Sales declined from 2000 through 2003, but rebounded in 2004 even with Santana Ro w opening in 2003. Sales increased again in 2005, declined in 2006, increased to a post-2010 peak in 2007, and then declined as the recession took hold, reaching the low point of the decade in 2009. A modest increase was seen in 2010. It appears that general macroeconomic regional trends were a greater factor influencing sales levels in the Core than the additional comp etition provided by Santana Row. Much of this decline, however, was not in the ma jor retail categories considered key sectors for the Core, but instead in auto-related retail (dealers a nd service stations) and non-retail outlets (personal and business services). The key retail sectors combined showed smaller declines over the decade, and eating and drinking places showed limite d variation over the ten years. Formula retail, while restricted in the Downto wn Core, nevertheless accounts for a significant proportion of taxable retail sales. In 2010, stor es designated as formula re tail in the Downtown Core provided over 30 percent of taxable reta il sales in the area, while making up only seven percent of the retail outlets. Over half of the Downtown Core’s taxable sales in apparel stores are in formula retail stores, and a much higher proportion of taxable sales in home furnishings and appliances are in formula retail stores (due to the Apple Store). The onl y drug store downtown is Pharmaca, a formula retailer. The recently cl osed Border’s, a formula store, was the only bookstore. Excluding restaurants and food stores (neither of them subject to the formula retail ordinance), formula retailers account for over half of the taxable retail sales in the Downtown Core. Los Gatos Boulevard is a mix of community shoppi ng centers, auto dealers and related businesses, and free-standing retail outlets. The four largest shopping centers are each anchored by a supermarket. Los Gatos Boulevard is strongly diffe rentiated from Downtown in its retail mix, with a more limited number of stores carrying “co mparison” goods such as home furnishings and apparel. There are considerably more mid-size st ore spaces, such as the supermarkets, drug stores, and the hardware store. While the Downtown configuration allows for a strong pedestrian-oriented experience, Los Gatos Boulevard is generally auto-oriented. Los Gatos Boulevard had taxable retail sales of a pproximately $152 million in 2010. This is a steep decline from $191 million in 2008 (inflation ad justed), resulting largely from declines in the automotive sector, due to the closure of two majo r dealerships. Taxable sales in the automotive sector on Los Gatos Boulevard declined from $80 million in 2008 to $57 million in 2010. Los Gatos has four major neighborhood centers: Rinconada Center, Downing Center, Walgreens Square, and Vasona Station. These centers are c onvenience-oriented, with anchors and other stores that largely serve nearby residents rather that attracting a regional clientele. Interestingly, these neighborhood centers are all located at or near the Town boundaries, thus attracting shoppers from outside the Town since they re present the closest grocery or dr ug store shopping. These centers North Forty Specific Plan Market Study and Business Development Strategy Page 73 of 150
combined accounted for approximately $34 million in taxable retail sales in 2010, a much smaller proportion than Downtown or Los Gatos Boulevard. Leakage and Injection Analysis Retail leakage and injection analysis compares actual retail sales in an area with some benchmark that provides a measure of the potential sales generate d by that area's residents. If sales levels are below the predicted level, the area may be able to support increased sales, either through the opening of new outlets targeting those leakages or a repositioning of existing outlets through changes in strategy and marketing, merchandise mix, or store configuration such that they could capture a portion of that leakage. Los Gatos With its high per capita sales levels, Los Gatos shows injections of sales in most major store categories. Injections are particularly high for food and beverage stores, motor vehicle and parts dealers, food services (which includes restaurants), and health and personal care stores. Two categories, building materials and general merc handise stores, stand out for their substantial leakages; over half of potential resident expenditu res in the building materials category are leaking out of Los Gatos, and nearly all resident expend itures for general merchandise stores appear to be leaking out of Los Gatos. The lack of sales in general merchandise stores is due to the near or complete absence of such stores in Los Gatos. For the building materials group, there are several outlets including two hardware stores, but the To wn does not have a large home improvement store such as Home Depot or an independent lumber yard. Overall, the analysis indicates that by major store category, Los Gatos has estim ated combined injections of nearly $320 million in retail sales annually, and combined estimated leakages of approximately $80 million annually. The high level of injections of sales for food and beverage stores and for health and personal care stores is particularly noteworthy, since groceries and drug store items are convenience goods that are usually purchased locally. To some extent, this is due to the location of the stores in Los Gatos, often in centers near the boundaries of the Town . Furthermore, the two neighboring cities of Saratoga and especially Monte Sereno and the unin corporated areas to the south of Town have limited retail offerings, with Los Gatos offering th e closest everyday shopping for some of their residents. One additional key factor is that one outlet with extremely strong sales can mask poor performance by the rest of that store category. For example, in Los Gatos the home furnishings and appliances category is dominated by sales in the Apple Store. This store’s extremely strong sales are masking limited sales across the remainder of the category. Retail Trade Area For the larger RTA, the levels of leakages and in jections appear to be much lower on a per capita basis, indicating a relative balance between re tail sales and resident expenditures in most North Forty Specific Plan Market Study and Business Development Strategy Page 74 of 150
categories. Even though the RTA is much more populous than the Town, estimated combined injections are lower, at approximately $230 million annually, and are concentrated in auto-related retail. The combined leakages are greater, at n early $590 million annually, but are spread across a number of categories, with the largest leakages in the general merchandise store category. Comparative Retail Sales by Detailed Store Category The analysis drilled down to more detailed stor e types, comparing annual per capita sales for Los Gatos and the RTA with Santa Clara County and the State by detailed NAICS subcategory. This comparison highlights the subcategories that might represent some of the better opportunities to expand retail in the Town. Specific store types th at appear to be lacking in sales in the Town include appliance stores, and specialty food stores such as meat markets, fish and seafood markets, and produce markets. The sales injections for clothing and clothing accessories stores reflects an overall strength, but the apparel stores in the Town tend to be high-end stores, not necessarily carrying the types of inexpensive everyday apparel more commonly found in many general merchandise stores. The per capita book store sales for the Town do not take into account the recent closure of Borders; while there might now be an opportunity for a smaller, independent bookstore in Los Gatos, this subcategory has been seriously impacted by online sales and now by e-readers, which may affect the potential long-term viability of such a store. As noted previously, Los Gatos is almost entirel y lacking in all categories of general merchandise stores, and as a result has almost no sales in this category. While some of these sales may be occurring in other types of outlets such as drug st ores, this category overall represents a substantial gap in the retail mix in the Town. Potential for New Retail Development in Los Gatos Los Gatos has a very strong retail sector, even ta king into account the decline in auto sales over the last decade. The Downtown, while impacted by regional and national economic trends, has remained a strong retail destination, bringing in shoppers from outside the Town. The Town is unusual in that it also attracts shoppers for everyda y items such as groceries, due in part to the location of supermarkets and drugstores near the e dges of Town and in part due to the lack of shopping in Monte Sereno, Saratoga and ot her nearby unincorporated areas. The leakage analysis shows that the Town is lo sing retail sales in the general merchandise store and building materials store categories to other retail ou tlets. These leakages are due largely to the lack of large-format stores in these categories in Los Gatos. In particular, there are almost no sales in Town in the general merchandise store category. Th ere are sales in the building materials category, as there are two hardware stores and several other outle ts in Town in this category, but there is not a home improvement center such as Home Depot or Lowe’s. Additionally, the Town has limited options for appliances and consumer electronics; the Apple Store, while extremely successful, provides a limited range of items largely from one manufacturer. North Forty Specific Plan Market Study and Business Development Strategy Page 75 of 150
Given the Town’s already-strong attraction as a food shopping destination and demographic profile, the lack of specialty food stores may al so represent an opportunity to broaden the food retailing mix and enhance the Town’s strong position for this retail category. While specialty food stores might capture some sales going to the superm arkets, they could also create a synergy that attracts more food shoppers to the Town. For example, in the Rockridge neighborhood in North Oakland, a Trader Joe’s can be found in close pr oximity to Market Hall with its mix of specialty food vendors including a produce store, a meat counter, a seafood counter, and a pasta shop. Safeway also has a store near Market Hall, with plans for expansion. Across from the Safeway are a standalone butcher shop and another produce mark et. In Berkeley, there are several specialty food stores clustered near the Monterey Market on Hopkins Street. To some extent, the leakages reflect the Town’s d esire to retain a small-town feel, with smaller shops and in the Downtown Core, limited formula reta il. As a result, there are few retail spaces in Los Gatos of approximately 10,000 square feet or more that are available to accommodate larger users such as appliance stores, home improvement st ores, or general merchandise stores. While the Town will doubtless seek to retain its character, appropriately designed development at the North 40 site may present an opportunity to provide reta il space for larger users that might complement the existing retail mix in Los Gatos. North Forty Specific Plan Market Study and Business Development Strategy Page 76 of 150
Office Market Assessment The purpose of this section is to offer an overvie w of the local office mark et and identify potential opportunities for further evaluation as part of the North 40 Specific Plan process. Current and historical data are provided in order to reveal how the local office market has performed over the course of the most recent economic cycle and suggest where the market is heading. In addition, this section considers employment trends in Sa nta Clara County—combining historical data and future projections—in order to determine the potential demand for new office space. An exhaustive list of projects currently in the devel opment pipeline is provided in order to determine whether future construction will absorb any and a ll potential demand, or whether there will remain residual demand that may support office use as one component of the North 40 development program. Office Inventory As shown in Table 20, the Town had approximately 1.4 million square feet of office space at the end of the first quarter 2011, according to da ta furnished by Cornish & Carey Commercial Newmark Knight Frank. This represents about 12 percent of the 11.7 million square feet of office space in the Market Area but only a fraction of th e South Bay inventory of 61.6 million square feet (2.2 percent). A representative of Cornish & Care y contacted by BAE indicated that most of the Town’s office inventory is comprised of Class C a nd B buildings and that due to the age and floor plate configuration of the Town’s existing buildi ngs it is difficult to find space in the 75,000 to 100,000 square foot range in Class A buildings. Office Market Trends Figure 13 charts the fluctuations of both average asking rents and vacancy rates in Los Gatos, the Market Area, and the entire South Bay over the last five years.35 As shown, vacancy rates increased in both Los Gatos and the Market Area be tween 2006 and 2009, rising faster at the ons of the Great Recession in 2008/2009. Likewise, after declining at the onset of the study period, vacancy throughout the South Bay spiked in et 2010. Starting in 2010 vacancy rates declined in Los Ga tos and the Market Area and fell sharply in the first quarter of 2011. Across the South Bay, v acancies remained high until the end of the first quarter 2011 when leasing activity picked up to reduc e vacancy rates. The shift in vacancy rates generally reflects an increase in technology and t echnology-related leasing. Despite recent gains, vacancy rates in Los Gatos, the Market Area, and South Bay are still markedly higher at the end of the decade than they were in the middle. Trends over the last five years indicate that Los Gatos 35 According to Cornish & Carey Commercial Newmark Kni ght Frank’s formulation, the South Bay consists of Campbell, Cupertino, Los Gatos, Milpitas, Mount ain View, Santa Clara, San Jose, Saratoga, and Sunnyvale. It excludes Palo Alto. North Forty Specific Plan Market Study and Business Development Strategy Page 77 of 150
tends to experience slightly lower levels of v acancy than the Market Area, which itself features substantially lower vacancy than the region. The Town’s performance may be attributed to medical office tenants that tend to be stable during recessions as well as demand by business owners and executives that seek an office location close to their residence. All three geographies saw an increase in average asking rents between 2006 and 2008. Rents began to backslide thereafter during the Great Rece ssion, albeit at a different rate depending on geography. As of the end of first quarter of 2011, asking rents in Los Gatos were lower than they were in 2006, marking a relatively swift rate of decline after peaking above $3.00 in 2008. By contrast, average asking rents in the Market Area and South Bay declined more slowly, causing the performance gap between Los Gatos and su rrounding submarkets to narrow. Figure 13: Average Asking Rent and Vacancy Rate, Los Gatos vs. Market Area vs. South Bay, 2006-Q1 2011 (a) $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 20062007200820092010Q1-2011 Average Asking Rent (full svc .0%3%6%9%12%15%18%21%Vacancy Rate Los Gatos Vacancy Market Area Vacancy South Bay Vacancy (a)Los Gatos Rent Market Area Rent South Bay Rent (a) Note: (a) The South Bay office market includes Campbell, Cuperti no, Los Gatos, Milpitas, Mountain View, Santa Clara, San Jose, Saratoga, and Sunnyvale. It excludes Palo Alto. Sources: Cornish & Carey Commercial Newmark Knight Frank, 2005-2010; BAE, 2011. Table 20 provides a more detailed overview of market conditions as of the first quarter of 2011. The snapshot provided reveals that at present, re gional vacancy rates are continuing to decline, fueled substantially by positive net absorption in Cupertino where Apple Computer Inc. is North Forty Specific Plan Market Study and Business Development Strategy Page 78 of 150
headquartered. The South Bay has seen substantia l net absorption (approxima tely 763,000 square feet) in the first quarter of 2011, accounted for by large blocks of space at Moffett Towers in Sunnyvale being leased to technology companies. On the whole, asking rents in the Market Area are continuing to slide, though asking rents are climbing, slightly, in Los Gatos.36 Therefore, the local office market is showing some signs of recovery, particularly in Los Gatos. Table 20: Office Market Overview, South Bay, Fourth Quarter 2011 (a) OverallNet AbsorptionAvg. Asking Office Market Inventory (sf)V acancy RateQ4 2010-Q1 2011Rent ($/sf) (b)Los Gatos 1,368,790 8.8%(64)$2.58 Market Area 11,745,205 9.3%52,672 $2.39 Campbell 2,267,02 2 16.7%(19,019)$2.19 Cupertino 4,054,170 7.9%34,754 $2.85 Los Gatos see above Saratoga 323,128 9.9%1,686 $2.67 West San Jose (c)3,732,095 6.5%35,315 $1.91 South Bay (a)61,617,115 16.6%762,961 $2.48 Notes:(a) The South Bay office market includes Campbell, Cupertino, Los Gatos, Milpitas, Mountain View, San Jose, Santa Clara, Saratoga, and Sunnyvale. It excludes Palo Alto.(b) Office rents are full service.(c) Data provider tracks office submarket c onditions in West San Jose, which falls wholly inside the Market Area. Sources: Cornish & Carey Commercial Newmark Knight Frank; BAE, 2011. In sum, at the peak of an economic cycle, when office space is in high demand, Los Gatos outperforms both the Market Area and South Bay with lower vacancies and higher rents. At the trough of the cycle, however, while Los Gatos ma intains above-average occupancy, rental rates converge with the regional average. As the local economy recovers, it remains to be seen whether this pattern will reemerge, causing office rents in Los Gatos to rise above competing submarkets, once again. To justify new specu lative Class A, steel frame construction, rents would need to rise to above $3.25 to $3.50 per square foot on a fu ll service basis –this rental range reflects the rent required to make a new office project financially feasible. 36 “Asking rent” refers to the listed re ntal rate and does not reflect the actual contract rate that a landlord and tenant agree to in an executed lease; asking rents tend to be somewhat higher than actual contract rents. North Forty Specific Plan Market Study and Business Development Strategy Page 79 of 150
Office Employment Trends As discussed in the Demographic and Economic Overview section above, Santa Clara County underwent two major economic cycles over the course of the last decade: the Internet Boom that peaked in 2000 and the credit-led expansion fro m 2004 through 2007. Throughout this tumultuous period, however, the unemployment rate in Los Gato s remained consistently lower than in the rest of the County. As of March 2011, unemploym ent in Los Gatos was under seven percent, as opposed to over ten percent in the County as a whole, and appeared to be on the decline in both the micro- and macro-regions (See Figure 4 in th e Demographic & Economic Overview chapter). During the most recent boom/bust (2004 to present), total employment within the San Jose-Sunnyvale-Santa Clara Metropolitan Statistical Ar ea bottomed out at about the same level at which it began. However, the overall balance of th e cycle obscures differential trends by industry. A few sectors underwent steady increases in empl oyment, even growing amidst the market downtown between 2008 and 2010, including: Informa tion (46 percent); Educational Services (25 percent); and Health Care & Social Assistance (20 percent). In addition, jobs in Professional, Scientific & Technical Services grew by seven percent over the course of the cycle, despite declining somewhat from their peak in 2008. On the other hand, a few sectors contracted rapidly during the bust, causing overall declines in employme nt over the course of the cycle. Several of the sectors that suffered the worst overall job losses were those tied to the housing market, including: Construction (29 percent); Real Estate & Rental & Leasing (16 percent); and Finance & Insurance (11 percent). Table 21 aggregates employment trends into two broad categories: those that tend to generate demand for office space and those that don’t (see Table footnote for a detailed breakdown). As shown, during the upswing of the last cycle (2004 to 2008), office employment grew at nearly twice the rate of non-office employment. During the bust that followed, office employment declined by less than one percent, while non-office employment fell by an estimated ten percent. Therefore, despite the economic tumult, office demand sectors added an estimated 27,000 jobs between 2004 and March 2011, wh ile non-office sectors shed around 29,000 jobs. This trend indicates a shift of technology employment from traditional R&D to office functions. North Forty Specific Plan Market Study and Business Development Strategy Page 80 of 150
Table 21: Employment Trends by Sector, San Jose-Sunnyvale-Santa Clara MSA, 2004-March 2011 (a) Employment % Change 2008-2004-Industry Sector 20042008Mar. 20112004-2008Mar. 2011Mar. 2011 Total Farm Employment 6,7006,1004,400-9.0%-27.9%-34.3%Mining & Logging 100300200200.0%-33.3%100.0%Construction 43,00044,20030,5002.8%-31.0%-29.1%Manufacturing 167,200168,000155,8000.5%-7.3%-6.8%Wholesale Trade 34,50039,80035,50015.4%-10.8%2.9%Retail Trade 82,90084,40077,4001.8%-8.3%-6.6%Transportation, Warehousing & Utilities13,50013,50011,9000.0%-11.9%-11.9%Information 32,60042,30047,50029.8%12.3%45.7%Finance & Insurance 20,50019,90018,200-2.9%-8.5%-11.2%Real Estate & Rental & Leasing 14,70014,40012,400-2.0%-13.9%-15.6%Professional, Scientific & Technical Services100,900114,000107,80013.0%-5.4%6.8%Management of Companies & Enterprises12,1009,7009,800-19.8%1.0%-19.0%Administrative & Support & Waste Services52,60055,20048,0004.9%-13.0%-8.7%Educational Services 28,40033,00035,50016.2%7.6%25.0%Health Care & Social Assistance 66,80075,20080,30012.6%6.8%20.2%Leisure & Hospitality 70,90078,10072,80010.2%-6.8%2.7%Other Services 25,00025,40025,2001.6%-0.8%0.8%Government 96,300 97,800 94,100 1.6%-3.8%-2.3%Total (b)868,700921,000867,3006.0%-5.8%-0.2%Office Demand Sectors (c)349,050378,800376,5008.5%-0.6%7.9%Non-Office Sectors 519,650542,200490,8004.3%-9.5%-5.6%Notes:(a) The San Jose-Sunnyvale-Santa Clara MSA was used instead of Santa Clara County because more up-to-date information was available for the MSA, which includes both Santa Clara and San Benito Counties.(b) Numbers may not sum to total due to rounding error.(c) Consists of those sectors that predominantly generate demand for office space, including: Information; Finance &Insurance; Professional, Scientific & Technical Services; Management of Companies & Enterprises Health Care & Social Assistance; Government; and 50% of employment in both Real Estate & Rental & Leasing and Other Services, reflecting the fact that these categories combines office and non-office ta sks.Sources: California Employment Development Department, 2010; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 81 of 150
Office Demand Analysis The following table calculates the long-te rm demand for new office space based on the Association of Bay Area Governments’ (ABAG) projection of employment growth by broad industry sector between 2010 and 2030. By applying the approximate percentage of jobs in each sector that take place in an office and a demand fact or of 250 gross square feet of building space per new job, the calculator estimates how mu ch office space will be needed in order to accommodate job growth over the next twenty years. Table 22: Projected Long-Term Demand for Office Space, Market Area, 2010-2030 Projected PercentNewOfficeProjected New JobsOfficeOfficeDemandDemand Per Industry Sector 2010-2030 (a)Jobs (b)Jobs(sf) (c)Year (sf)Market Area (d)Financial & Professional Services 4,13074%3,039759,680 37,984 Health, Education & Recreational Services 4,85038%1,826456,426 22,821 Other 2,690 53%1,418 354,493 17,725 Total 11,670 6,2821,570,599 78,530 Notes:(a) Based on ABAG projections from 2009.(b) Based on BLS data regarding industry employment by occupation in 2008. Numbers represent the percentage of workers within each industry that tend to labor in an office.(c) Derived by applying the number of new office jobs to 250 square feet, or the estimated gross square footage required per employee with an efficiency factor of 90%.(d) ABAG does not publish projections for sub-city areas. Therefore, the Market Area is treated as the Town of Los Gatos and the Cities of Monte Sereno, Saratoga, Cupertino, and Campbell, as well as their respective Spheres of Influence. San Jose is excluded in its entirety because the majority of the city is located outside of the Market Area.Sources: Association of Bay Area Governments, 2009; U.S. Bureau of Labor Statistics; BAE, 2011. As shown, the Market Area 37 will gain approximately 6,300 new office jobs by 2030, creating a demand for over 1.5 million gross square feet of office space, or 78,000 square feet per year. However, some of that demand will be absorbed by vacancies in existing buildings, while another portion may be absorbed by new buildings constr ucted elsewhere in the Market Area. Table 23 takes these sources of competitive supply under consid eration in order to calculate the projected residual demand for new office space, which could present a market opportunity for office development at the North 40. 37 ABAG does not publish projections for sub-city areas. Ther efore, the Market Area is treated as the Town of Los Gatos and the Cities of Monte Sereno, Saratoga, Cu pertino, and Campbell, as well as their respective Spheres of Influence. San Jose is excluded in its entiret y because the majority of the City is located outside of the Market Area. North Forty Specific Plan Market Study and Business Development Strategy Page 82 of 150
Table 23: Residual Demand Calculator, Market Area Projected Demand for Office Space, 2010-2030 (sf)1,570,599 V acanc y V acant Existing Inventory and Vacancy, 1Q11 (a)Inventory (sf)Rate (sf)Inventory (sf)Los Gatos 1,368,790 8.8%121,001 Campbell 2,267,022 16.7%378,819 Cupertino 4,054,170 7.9%318,252 Saratoga 323,128 9.9%31,990 Total 8,013,110 850,062 Calculation of Residual Demand: 7% Market Vacancy v. 10% Market Vacancy (b)Low Vacanc y High Vacanc y Calculate Existing Inventory Deduction Vacancy Rate, 1Q11 10.6%10.6%Less "Normal" Vacancy (b)7.0%-10.0%-Percent Absorbable 3.6%0.6%Existing Inventory (sf)8,013,110 x8,013,110 x Absorbable Available Inventory (sf)289,145 48,751 Calculate Deduction for New Planned and Proposed Office Expected Net New Office (sf) (c) 613,770613,770 Less "Normal" Vacancy (b)42,964 -61,377 -Absorbable Net New Office (sf)570,806552,393 Calculate Net Residual Demand Projected Demand for Office Space, 2010-2030 (sf)1,570,5991,570,599 Less Absorbable Available Inventory (sf)289,145-48,751-Less Absorbable Net New Office (sf)570,806 -552,393 -Residual Demand (sf)710,648969,455 Notes:(a) West San Jose is excluded in order to match the geographies used in the projected office demand calculator (ABAG).(b) It is assumed that a certain amount of "normal" vacancy will always exist. Based on observation of historical trends, it is assumed that between 7 to 10 percent of current and future inventory will remain vacant.(c ) Represents Expected New Office Construction from Table 24. Sources: Cornish & Carey Commercial Newmark Knight Frank; BAE, 2011. As of the fourth quarter of 2010, the Market Area featured around 930,000 square feet of vacant inventory, amounting to an 11.6 percent vacancy rate (West San Jose was excluded from this tabulation in order to match the available data on employment growth from ABAG). However, not all of this vacant supply should be considered competitive for future demand absorption. Office markets never achieve 100 percent occupancy. Therefore, it should be assumed that there will always be a normalized amount of vacancy. Based on observation of historical trends, this analysis assumes that the Market Area will always feature a sev en to ten percent rate of vacancy. As such, Table 23 presents two analyses of residual demand: one in which a “normal” vacancy rate of seven percent is assumed, and one in which a “norma l” vacancy rate of ten percent is assumed. North Forty Specific Plan Market Study and Business Development Strategy Page 83 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 84 of 150 If the market experiences a high demand for office, l eading to a seven percent normalized rate of vacancy, then around 370,000 square feet of existing available inventory can be considered competitive with a North 40 office project. On the other hand, assuming a ten percent normalized rate, around 130,000 square feet of existing available inventory might compete with the North 40. Either scenario would leave the bulk of the project ed 1.5 million square feet of demand as residual. Some of that residual demand, however, will likel y be captured by other new office developments within the Market Area. Table 24 lists all office developments cu rrently under construction or under planning review in the Market Area.38 While there are five large developments or substantial rehabs under consideration in the vicinity, all but one of them are stalled due to strict commercial lending standards and lingering economic uncerta inty (smaller, neighborhood-serving products seem to be moving forward). 39 While city officials plan to provide continuous support to these larger projects, their eventual realization will be tied to the business cycle, and it is therefore unknown when and if they will come on-line. To move forward, these project developers would have to secure either a single end-user tenant or “pre-lease” over 50 percent of proposed space to multiple tenants (e.g., secure binding lease agreem ents for space to satisfy loan underwriting standards). Projects without such commitments are referred as “speculative” projects and are typically difficult to finance when credit conditions are tightened. In order to account for this uncertainty, it is assumed that only 50 percent of the gross net new office space in the development pipeline—amounti ng to around 614,000 square feet—will be built in a timeframe that is competitive with the devel opment of the North 40. Assuming, again, that seven to ten percent of new office construction w ill remain vacant, this leaves somewhere between 698,000 and 957,000 square feet of residual projected demand in the Market Area. As discussed above, the North 40 is a highly desi rable location for marquee offices. Highways 17 and 85 provide easy access for employees, as well as excellent visibility with Silicon Valley commuters, many of whom are industry thought -leaders and engage regularly in inter-firm networking. Therefore, it should be assumed that a North 40 office project would be a desirable product capable of capturing a competitive portion of residual demand. Assuming a 10 to 20 percent capture rate, the North 40 could support anywhere from 70,000 to 191,000 square feet of office space, making office a potentia lly strategic use for the site. 40 38 On June 7, 2011, Apple Computer Inc. announced plan s to develop a 1.1 million square foot corporate campus on a 50-acre site with existing improvements that it purchased in 2006. As of the date of this draft report, no submittal has been made to the City of Cuper tino. Hence, no information is available to incorporate into the analysis regarding demolition/retention of existi ng structures and new construction (e.g., an estimate of net new space to be developed on its property). 39 The Albright Office Redevelopment project in Los Gato s, which could yield as much as 550,000 square feet of new Class A office space, is currently active, but th e Town Council has yet to approve the required rezoning. 40 This estimate may understate demand for new office space since it does not differentiate between Class A space and Class B/C space. Demand for new office space is typically for Class A while available inventory may be primarily composed of older, less functional Cl ass B and C properties.
Table 24: Planned and Proposed Office Developments, Market Area, April 2011 Name Location/Drive Time Developer Size (sf)Est. TimingComments Under Construction San Jose (a)Willow Glen Town Square Office 24,000office Early 2012Class A office w/ common amenities over ground-floor retail 1104 Lincoln Ave. (14 mins)0 demo (office)(completion)requires demolition of 9,500 sf of existing retail Paja Investments 24,000new Class A Approved (Construction Not Yet Commenced)Los Gatos Walker Medical Building 20,600office Late 20112-story medical office building located between Good 14881 National Ave. (1 min)0 demo (office)(start); seeSamaritan Hospital and the North 40; requires the demolition o Lee Walker 20,600new Class Acommentstwo single-family homes; developer in the process of applying for extension, but hopes to break ground in 2011 15400 Los Gatos Blvd. (1 min)20,000office Start dateRedevelopment of former auto dealership for 2-story mixed-Developer unknown 0 demo (office)unknown;use structure w/ Class A office above restaurant/retail;20,000new Class Asee commentsdeveloper is not moving forward at the moment; Town has granted approval for Planned Development.55 Los Gatos-Saratoga Rd. (5 mins)2,000office Stalled; seeMixed-use structure w/ office and retail and renovation of Pelio & Associates 0 demo commentsadjacent 56-room Los Gatos Motor Inn; developer currently 2,000new Class A in dispute with San Jose Water; project will not move forward until dispute is resolved Campbell 649 Creekside Way (5 mins)170,000office Stalled; see5-story glass office building; developer has received two South Bay Development Co.0 demo commentsextensions; developer intention is to construct when 170,000new Class A a specific user for the project is identified.Cupertino Main Street Cupertino 100,000office Start date17-acre mixed-use development w/ Class A office, retail, Stevens Creek Blvd. & Finch Ave. (14 mins)0 demo unknown;athletic club, hotel, and senior housing around 1-acre park; Sand Hill Property Co.100,000new Class Asee commentsEIR outlines several options; final development program is yet to be determined; City has seen no activity since approvals were granted in 2009 and believes that developer intends to tenant commercial space before commencing construction North Forty Specific Plan Market Study and Business Development Strategy Page 85 of 150
Table 24: Planned and Proposed Office Developments, Market Area, April 2011 (cont.) Name Location/Drive Time Developer Size (sf)Est. TimingComments Approved (continued)One Results Way Campus Redevelopment 155,500office Stalled; see3 new, 2-story glass office buildings; requires demolition of McClellan & Bubb Rds. (14 mins)140,000 demo (Class B)comments140,000 sf of existing office space; HP recently acquired Embarcadero Capital Partners LLC 155,500new Class A major tenant ArcSight and is moving firm to Sunnyvale; projec t stalled in the meantime; City has granted long-term extension on permits & expects that it will move forward eventually San Jose (a)Monroe Mixed Use 90,000office Stalled; seePlanned office adjacent to 104 townhomes & new park in 485 S. Monroe St. (8 mins)110,000 demo (Class B)commentsvicinity of Santana Row; requires demolition of 110,000 sf Silverstone Development 90,000new Class A of existing office; project not moving forward pending identification of tenant. Pending Approval Los Gatos Albright Office Redevelopment 550,000office Start dateProposed redevelopment of 21.6-acre office site to include Albright Way & Winchester Blvd. (3 mins)250,000 demo (Class B)unknown;up to 550,000 sf of new Class A office adjacent to up to 168 Huetigg & Schromm Inc.550,000new Class Asee comments housing units; Town Council has yet to approve required rezoning 16005 Los Gatos Blvd. (3 mins)30,790comm.Mid-2012Redevelopment of former auto dealership for two CHL Ventures LP 0 demo (office)(start); seeneighborhood-serving commercial buildings and 25 units of 0to commentshousing; Project is entitled and developer must obtain 30,790new Class A building permits.475-485 Alberto Way (6 mins)15,650office Start dateExpansion of existing 55,600 sf office campus; application Alberto Way Holdings LLC 0 demo unknown;pending; Town has no further information on project timeline 15,650new Class Asee comments Campbell Merrill Gardens 17,000comm.Spring/Mixed-use development w/ 127 senior housing units &2041-2127 S. Winchester Blvd. (8 mins)0 demo (office)Summer 201321 Alzheimer care units over ground-floor commercial space;SRM Development LLC 0to (completion)commercial space could accommodate small office users 17,000new Class A Saratoga 12250 Saratoga-Sunnyvale Rd. (13 mins)16,000office Fall 20112-story mixed-use building clad w/ prefinished paneling;Timespace Investment Development 0 North Forty Specific Plan Market Study and Business Development Strategy demo (office)(start); seeprofessional/medical office condos w/ retail & children's 16,000new Class Acommentslearning center; requires demolition of 14,000 sf of existing retail & light industrial; developer has submitted for approvals;City expects construction to commence soon after approval. Page 86 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 87 of 150 Table 24: Planned and Proposed Office Developments, Market Area, April 2011 (cont.) Name Location/Drive Time Developer Size (sf)Est. TimingComments Pending Approval (continued)12260 Saratoga-Sunnyvale Rd. (13 mins)16,000office Fall 2011Mixed-use Muslim community center w/ prayer space, retail Muslim Community Group (name unknown)0 demo (office)(start); see& office; requires demolition of existing light industrial uses 16,000new Class Acomments(sf unknown); City expects developer to submit for approvals soon & commence construction thereafter; Anc illory office.Summary Max. Planned and Proposed Class A Office (sf) (b)1,227,540 Planned Demolition of Class A Space (sf)0 Net New Planned and Proposed Class A Office (sf)1,227,540 Expected % Completed in Competitive Timeframe (c50%x Expected Net New Class A Office (sf)613,770 Notes:(a) List of projects in San Jose only includes those with 25,000 sf or more office space.(b) Assumes that all "commercial" space is fully tenanted with office users.(c) Many of these projects face significant hurdles in terms of financial feasib ility before they may come to fruition. Therefore, it is assumed that only 50% of the supply in the pipeline w ill be completed within a timeframe deemed competitive with prospective office development at the North 40 site.Sources: Silicon Valley/San Jose Business Journal, 2009-2011; Los Gatos Patch; Town of Los Gatos; City of Campbell; City of Cupertino; City of San Jose; City of Saratoga; BAE, 2011.
Hotel Market Assessment The purpose of this section is to assess the poten tial for market absorption of a new hotel development at the North 40. This analysis draws on performance data from area hotels provided by Smith Travel Research (STR) to reveal how the Market Area performs in relation to the County as a whole, and how the Great Recession has affected that performance. In addition, this section considers how the site relates geographically to key demand drivers—such as major institutions and leisure destinations—as well as competing properties in order to judge the viability of new hotel development. Insights from interviews conducte d with key informants knowledgeable about the local hotel market are provided, when applicable, as well. Existing Supply Table 25 on the following page presents a breakdow n of the hotel rooms in the Market Area and Santa Clara County according to STR’s brand classification system.41 As shown, the Market Area features nearly 2,000 hotel rooms, or around 7.6 percent of the total number of rooms in the County. Compared to the County, however, the Market Area features an above-average proportion of upscale rooms, reflecting the fact that the West Valley is comprised of high-end residential communities. Hotel rooms qualified by STR as “ups cale” or better (including rooms at upper-tier independent properties) account for 79 percent of supply in the Market Area, as compared to around 68 percent in the County as a whole. Interviews with representatives of the Los Ga tos Chamber of Commerce indicate that this concentration towards stylish properties with high-quality amenities complements the main demand drivers for overnight room stays in Los Gatos, which include: • Business travel generated not only by firms located in Los Gatos, but also those located in downtown San Jose and other areas of central Silicon Valley; • Leisure travel related to shopping and dining in downtown Los Gatos, as well as area wineries; and • Weddings and other social events. Hotel Los Gatos and Toll House Hotel, for exampl e, both feature upscale restaurants and provide access to full-service day spas. Located adj acent to downtown Los Gatos’ unique retail environment and the many vineyards in the near by Santa Cruz Mountains, these hotels are well-positioned to capture lucrative weekend travel. Fu rther, they provide an alluring alternative to hotels located in downtown San Jose or off of Highw ay 101, which lack the historical charm and convenient walkability of downtown Los Gatos. Ac cording to the Chamber, the general managers 41 Smith Travel Research only publishes data on those hotels and motels that respond to the company’s surveys. Therefore, all STR data repr esents a sample, rather than a 100 percent count. However, as their surveys yield a very high participation rate, STR data is deemed a reliable representation of the hotel market as a whole. North Forty Specific Plan Market Study and Business Development Strategy Page 89 of 150
of local hotels have found considerable succes s marketing to high-level business travelers, particularly those who travel with their spouses. Other hotels in the Market Area cater to a simila r set of demand drivers. For instance, Hotel Valencia—the only hotel on Santana Row—features stylish décor, high-end dining, a rooftop lounge, and a full-service spa, not to mention the cachet of San Jose’s most popular retail destination. Both of these hotels, as well as the Kimpton Cypress Hotel in Cupertino, provide desirable venues for weddings and other major social events. Table 25: Room Supply by Hotel Class, Market Area vs. Santa Clara County, 2011 (a) Market AreaSanta Clara Count y Hotel Class (b)Rooms% TotalRooms% Total Economy 1688.6%3,42413.3%Midscale 00.0%2,1508.3%Upper Midscale 19610.0%2,3008.9%Upscale 55528.4%5,03119.5%Upper Upscale 37419.1%5,39620.9%Luxury 00.0%8493.3%Independent 662 33.9%6,688 25.9%Total 1,955100.0%25,838100.0%Upscale or Better (c)1,54479.0%17,48967.7%Notes:(a) Includes all hotels and motels in the Market Area and County that participate in Smith Travel Research's surveys. Figures do not represent a 100 percent count.(b) STR allocates properties by class according to the nationwide ADR of the chain with which it is affiliated. An independent hotel is assigned a class based on its ADR, relative to the chain hotels in its geographic proximity.(c) Includes all rooms in upscale, upper upscale, and luxury hotels, as well as rooms in independent hotels with ADRs that are comparable to "upscale"hotels chains. The percentage of independent rooms that are upscale was calculated for the Market Area only, but was applied to both the Market Area and County. Therefore, the County figures are an approximation and likely overstate the number of rooms that are upscale or better.Sources: Smith Travel Research; BAE, 2011. These customer segments complement one another to buoy performance within the overall Market Area. STR data on performance by day of the week, which can be found in Appendix H, indicates that while business travel supports operations dur ing the week, leisure travelers and wedding guests help boost occupancy during the weekend. On Friday and Saturday nights, Countywide occupancy drops below 60 percent, while Market Area hotels manage to maintain occupancy rates eight to nine percentage points above the baseline (see Appendix H). But the upscale nature of the hotels in the Market Area aside, Table 25 also reveals that luxury North Forty Specific Plan Market Study and Business Development Strategy Page 90 of 150
hotel rooms represent a minute share of County wide supply (three percent). The Fairmont San Jose, with 805 rooms, comprises the vast majority of this market segment, while the Rosewood Resort at CordeValle in San Martin accounts for the remaining 44 rooms.42 The Market Area does not contain any name-brand luxury properties. Despite Silicon Valley’s global reputation as a center of high technology, many of the world’s most famous hotel products are missing from the region. Mandarin Oriental, St. Regis, and Le Meridien all have hotels in San Francisco, and Ritz-Carlton has hotels in both San Francisco and Half Moon Bay. But none of these brands have a presence in the South Bay, where the only luxury products of global notoriety are W Silicon Valley in Newark and Four Seasons Silicon Valley in East Palo Alto. Although the North 40 site is outside a ma jor business cluster it is a short drive from many demand generators and offers an enhanced level of cultural and recreational amenities. Planned and Proposed Competition At the time of writing, only two new hotels were proposed for development within the Market Area, as shown in Table 26. If built, these pr ojects will add approximately 123 rooms deemed upscale or better to the Market Area. However, both prospective sites are located approximately 15 minutes away along Stevens Creek Blvd. in Cupertino, where the intent is likely to capture business generated by Apple and other major corporate tenants. Further, one of the proposed hotels is to be located amidst the Main Street mixed-use devel opment, which will strive to create a self-contained hub of activity akin to Santana Row. As such, th ese projects, in the case that they should come to fruition, should be considered indirectly competitiv e with a prospective North 40 hotel in terms of room stays. Table 1, first discussed in the Site Description above, provides a list of major institutions and leisure destinations in the San Jose-Santa Cruz metro area that may be capable of sparking demand for overnight room stays at a North 40 hotel. This list reveals that the metro area features myriad potential demand generators, including a number of arts and entertainment venues, business hubs, and universities. However, most all of the sites listed are served by existing nodes of hotel ro oms that, for all intents and purposes, have the capacity to absorb demand genera ted by nearby attractions. 42 Rosewood Resort also has a property in Menlo Park outside the Market Area to the north (approximately 23 miles). North Forty Specific Plan Market Study and Business Development Strategy Page 91 of 150
Table 26: Planned and Proposed Hotel Developments, Market Area, April 2011 Name Location/Drive Time Brand Meeting Developer ClassRoomsEst. TimingSpace (sf)RestaurantAmenities Cupertino Hyatt Place Cupertino Hyatt Place123Summer 20116,000The Gallery:Fitness center, 10165 N. De Anza Blvd. (13 mins)Upscale (start); plans guest kitchen/pool, sauna, Shashi Corporation to open by wine barspa, executive end of 2012 board room & lounge Main Street Cupertino Yet to beUp to 250Start dateMost details are yet to be determined; as a Stevens Creek Blvd. & determined unknowncondition of approval, City has stipulated that if Finch Ave. (14 mins)hotel includes 160+ rooms, then developer Sand Hill Property Co.must provide a banquet facility for 400 people Sources: City of Cupertino; BAE, 2011. Demand Generators While downtown San Jose, for instance, houses a de nse cluster of meeting and cultural centers, it also features one of the region’s largest concentrations of hotel rooms. While there are some indications that executive-level travelers may choose to stay in Los Gatos—ra ther than closer to their point of business in San Jose or elsewhere, as discussed above—the average business traveler or tourist is likely to opt for a hotel that pr ovides more ready access to the region’s principal attractions. Similarly, while Stanford University and UC Santa Cruz have th e potential to generate room demand, especially around graduation, they both represent a drive time of 30 minutes or more, and therefore mark the absolute outer orbit of the North 40’s reach in the hospitality market. On the other hand, nearby medical centers may present a viable market capable of supporting additional hotel supply. The North 40 sits directly across Los Gatos Blvd. from the expansive Good Samaritan Hospital, which was ranked the fourth largest hospital in Silicon Valley in terms of gross patient revenue in 2009 by the Silicon Valley/San Jose Business Journal . In addition, El Camino Hospital Los Gatos (formerly Community Ho spital of Los Gatos) and Santa Clara Valley Medical Center—the second largest hospital in Silicon Valley, according to the Journal —are both located within a 10-minute drive of the site. Combined, these facilities amount to well over 200,000 patient census days per year, meaning that, on any given day, there are an average of over 550 patients hospitalized in the surrounding area. In addition, each of these hospitals is flanked by complementary medical labs and offices, many of which handle outpatient procedures. These complexes have the potential to generate de mand for nearby hotel rooms. Interviews with administrative/guest services staff from Good Samaritan and El Camino Hospitals indicate that both organizations rely on area hotels to accommoda te visiting doctors, researchers, and executives, as well as patients travelling long-distances for hos pital procedures and/or extended rehabilitation. In the case of the latter, patients may be travelli ng with family and frie nds that also require North Forty Specific Plan Market Study and Business Development Strategy Page 92 of 150
accommodations. Under such circumstances, proximity is at a premium, as patients and their visitors want to be able to reach the hospital as quickly as possible. At present, Good Samaritan places travelling staff in the Marriott Residence Inn or Larkspur Landing, as they provide amenities that lessen the burden of extended stays, and places executives in Hotel Valencia on Santana Row. Both extended stay properties are located within a five to ten minute drive in Campbell. However, a representative of the Hospital indicates that a North 40 hotel would be a welcomed convenience, particularly if it were to offer rates or discounts below the existing price point for comparable properties. Similarly, a representative of El Camino Hospital Los Gatos, which specializes in hip and joint work , believes that a hotel geared towards long-term stays—one that has a pool and allows pets, for example—could accommodate their rehab patients. In addition to demand generated by nearby medical complexes, high-end leisure travel focused on retail, scenery, and the arts may present a secondary opportunity for hotel development. The North 40 site is located midway between downtown Lo s Gatos and Santana Row/Valley Fair, amounting to a major axis of upscale retail. Similarly, the site provides strategic access to parks and vineyards nestled into the hills above Los Gatos and Sarat oga, which is also home to the popular Montalvo Arts Center. It should be noted that Saratoga is underserved by hotel rooms, and both public officials and business representatives steer visitors to lodging options in Los Gatos. However, as existing hotels in downtown Los Gatos provide imme diate access to local shopping and dining, this strategy would rely on providing convenient transportation linkages between the North 40 and nearby attractions. Performance Trends Data provided by STR allows for comparison betw een the performance of hotels located within the Market Area and those located within Santa Clar a County at large. STR gathers information on key performance indicators from participating hotels. While STR does not capture 100 percent participation, the vast majority of area hotels shar e information, allowing for a meaningful analysis of the hospitality market. As shown in Figure 14, overall occupancy in the Ma rket Area peaked in 2007 at 75 percent. While occupancy fell rapidly over the following two years due to the national recession, bottoming out around 65 percent in 2009, it shot back up in 2010 to 72 percent, nearing peak levels. Room demand in the Market Area in 2010 actually ex ceeded demand in 2007, climbing to over 510,000 room-nights from a previous peak of around 490,000. This growth in demand is obscured by the fact that the Marriot Courtyard in Campbell opene d in early 2010, adding 162 rooms to the Market Area, thus suppressing the overall occupancy rate. In other words, the Market Area experienced more demand for hotel room-nights in 2010 than it did during its pre-recession peak. For more-detailed STR data, see Appendix H. North Forty Specific Plan Market Study and Business Development Strategy Page 93 of 150
Figure 14: Occupancy Rate and Room Demand, Market Area, 2005-2010 (a) 350,000 400,000 450,000 500,000 550,000 600,000 650,000 54%58%62%66%70%74%78%200520062007200820092010 Room Demand (b)Occupancy Rate Occupancy Room Demand (b) Notes: (a) Includes all hotels and motels in the Market Area and Count y that participate in Smith Travel Research’s surveys. Figures do not represent a 100 percent count. (b) Room demand represents the number of rooms sold over a given time period, excluding complimentary rooms. Sources: Smith Travel Research; BAE, 2011. However, this increase in demand has not caused a proportional increase in revenue. As shown in Figure 15, local hotels have encouraged sales by dropping rates. Between 2005 and 2008, the average daily rate (ADR) in the Market Area cl imbed from $122 to $148, be fore falling to $129 in 2009. Between 2009 and 2010, local hotels actually lowered their rates a little further, thus incentivizing demand. This tactic has proven successful, and while rates dropped slightly from 2009 to 2010, revenue per availa ble room (RevPAR) reversed its recessionary decline, rebounding from $83 to $92. Therefore, while hotels in the Market Area have emerged from the recession showing strong demand and occupancy, hotel re venues moving forward will depend on the ability of operators to raise room rates without discouraging sales. North Forty Specific Plan Market Study and Business Development Strategy Page 94 of 150
Figure 15: ADR and RevPAR, Market Area, 2005-2010 (a) $40 $60 $80 $100 $120 $140 $160 200520062007200820092010 $ Per Room ADR RevPAR (b) Notes: (a) Includes all hotels and motels in the Market Area and County that participate in Smith Travel Research’s surveys. Figures do not represent a 100 percent count. (b) RevPAR, or Revenue per Available Room, is calculated by dividing total room revenue by the total supply of rooms for a given period. Sources: Smith Travel Research; BAE, 2011. Figure 16 on the following page compares the historical performance of hotels throughout Santa Clara County to those located in the Market Ar ea, which consistently outperform the countywide baseline. As shown, the difference between the trend line of the Market Area and that of the County remained relatively stable before, during, and after the Great Recession, regardless of performance indicator. This implies that while th e Market Area is as vulnerable to the business cycle as the rest of Santa Clara County, local hotel s, in the aggregate, have performed better than the corresponding County average for all hotel properti es regardless of whether the market is in a peak or trough. North Forty Specific Plan Market Study and Business Development Strategy Page 95 of 150
Figure 16: Occupancy Rate, ADR and RevPAR, Market Area vs. Santa Clara County, 2005-2010 (a) 50%55%60%65%70%75%80%200520062007200820092010 Occupancy Rate Market Area County $40 $60 $80 $100 $120 $140 $160 200520062007200820092010 $ Per Room Market Area ADR County ADR RevPAR (b)RevPAR (b) Notes: (a) Includes all hotels and motels in the Market Area and County that participate in Smith Travel Research’s surveys. Figures do not represent a 100 percent count. (b) RevPAR, or Revenue per Available Room, is calculated by dividing total room revenue by the total supply of rooms for a given period. Sources: Smith Travel Research; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 96 of 150
Meeting Space Market Assessment The purpose of this section is to assess the potentia l for market absorption of meeting facilities on the North 40. Two types of facilities are consid ered: (1) hotels that feature space for business meetings of 50 to 500 people a nd (2) dedicated day-use conference facilities that can host meetings of a similar scale, but do not feature attached hot el rooms. No data is available to assess the utilization or performance of these types of facilities. Therefore, this analysis serves mostly to describe the type and geographical distribution of existing facilities in the Market Area, which make up the competitive supply. In addition, an an alysis of how the site relates geographically to major employers is provided in order to shed limited insight onto whether or not demand can support additional conference facilities. Insights from interviews conducted with key informants knowledgeable about the local conference market are provided, as well, in order to further suggest the magnitude and type of existing demand. Hotel Meeting Space As shown in Figure 17 and Tables 27 and 28, the hot els that feature meeting space for 50 to 500 people are concentrated in a few distinct clusters within the Market Area. Downtown Los Gatos features a collection of full-service hotels with m eeting space. Another cluster exists in Campbell around the Pruneyard Shopping Center, including tw o limited-service facilities and the Courtyard San Jose Campbell, which opened in 2010.43 San Jose features Joie de Vivre’s Moorpark Hotel and Hotel Valencia, which provides the only source of meeting space on Santana Row. Finally, the largest cluster of rooms exists in Cupertino in the vicinity of Apple’s corporate headquarters and a large outpost of Oracle employees. The area of Cupertino around Stevens Creek and North De Anza Boulevards is one of the strongest offi ce hubs within the Market Area, and its prominent technology tenants likely drive a significant portio n of the demand for business travel and meeting space. In fact, two more hotels are planned for this area, representing the only hotel developments currently in the pipeline in the entire Market Area. At present there are no hotels in the Market Area that can accommodate more than 285 people in a single room. A 123-room Hyatt Place recently received planning approval, and the project is slated for completion by the end of 2012. With 6,000 squa re feet of meeting space, the Hyatt Place will become the Market Area’s largest hotel meeting faci lity in terms of conference square footage. Another hotel is planned as part of the 17-acr e Main Street Cupertino development at Vallco Parkway. While the overall project is progressi ng slowly, as the developer seeks to tenant the office and retail components before breaking grou nd, the hotel will likely be the first phase to move forward. The developer has not yet annou nced whether or not the project will include 43 Full service hotels offer more in se rvices and accommodations than limite d service hotel prope rties, typically an attached restaurant, 24-hour valet service, dry cl eaning, heated pools and saun as, well-equipped fitness centers, guaranteed high-speed wireless Internet a ccess, and higher-end furnishing and finishes. North Forty Specific Plan Market Study and Business Development Strategy Page 97 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 98 of 150 meeting space. However, as a condition of approv al, Sand Hill Property Co. has agreed to provide a 400-person banquet facility if the hotel exceeds 160 rooms. Figure 17: Existing and Proposed Meeting Hotels, Market Area Source: BAE, 2011
Table 27: Comparable Hotels with Meeting Space, Market Area (a) Name A menities Location/Drive Time MeetingBus.Outdoor Fitness Brand (if applicable)ClassRoomsBuiltRates (a)Food & Bev.Space (sf)CenterPoolHot tubCenterOther Full Service Los Gatos Los Gatos Lodge Independent1281958$99-159Los Gatos5,000NoYesNoYesBocce court,55 Los Gatos-Saratoga Rd. (5 mins)Lodge Bar &putting green Grill Hotel Los Gatos Upper 712002$189-279Dio Deka 3,472NoHeatedYesNoFull svc. Spa 210 E. Main St. (7 mins)Upscale Rest.Elia on-site; Summit Hotel & Resorts afternoon tea available; comp.access to nearby gym Toll House Hotel Independent1151983$184-3443 Degrees 3,694YesNoYesYesFull svc. Spa 140 S. Santa Cruz Ave. (8 mins)Rest. & Los Gatos Larkspur Collection Lounge next door; comp. bike rentals, same-day laundry Campbell Courtyard San Jose Upscale 1622010$115-205The Bistro1,738YesYesYesYes 655 Creekside Way (8 mins)Courtyard by Marriott Cupertino Hilton Garden Inn CupertinoUpscale 1641998$79-139Great 1,650YesYesYesYes 10741 N. Wolfe Rd. (12 mins)American Hilton Garden Inn Grill Cypress Hotel Upper 2242002$159-259Park Place3,625YesHeatedNoYesHosted wine 10050 S. De Anza Blvd. (13 mins)Upscale Rest.hour Kimpton North Forty Specific Plan Market Study and Business Development Strategy Page 99 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 100 of 150 Table 27: Comparable Hotels with Meeting Space, Market Area (a) (cont.) Name A menities Location/Drive Time MeetingBus.Outdoor Fitness Brand (if applicable)ClassRoomsBuiltRates (a)Food & Bev.Space (sf)CenterPoolHot tubCenterOther San Jose Hotel Valencia Santana RowIndependent2122003$226-256Citrus Rest.3,804YesYesNoYesFull svc. Ayoma 355 Santana Row (8 mins)V Bar Lifespa; Valencia Group Cielo Lounge balcony rooms available Moorpark Hotel Upper 792001$111-149Park Bar & 1,865YesHeatedYesYesBilliards loft; 4241 Moorpark Ave. (9 mins)Upscale Grill comp. wine Joie de Vivre hour Limited Service Campbell Pruneyard Plaza Hotel Independent1711989$144-244N/A 4,090YesHeatedYesYes 1995 S. Bascom Ave. (9 mins)Campbell Inn Independent951985$114-249N/A 1,000YesYesNoNoTennis courts;675 E. Campbell Ave. (10 mins)comp. access to nearby gym, bike rentals, 24-hour shuttle to SJO Cupertino Cupertino Inn Independent1251987$219-239N/A 1,720NoHeatedYesNoComp. access 10889 N. De Anza Blvd. (11 mins)to nearby gym, limo service to SJO, cocktails/hors d'ouevres nightly Notes:(a) Includes all hotels that feature indoor meeting spaces that can accommodate groups of 50 to 500 persons seated theater styl e.(b) Price survey conducted on April 18, 2011. Ranges exclude ultra-luxury suites on the high end.Sources: Smith Travel Research; BAE, 2011.
Table 28: Summary of Meeting Spaces at Comparable Hotels, Market Area (a) Name Capacity by Configuration Location/Drive Time Meeting Space (a)Size (sf)TheaterClassBanquetReception Los Gatos Los Gatos Lodge El Gato Room 1,80015080120N/A 55 Los Gatos-Saratoga Rd. (5 mins)De Anza Room 1,2421004080N/A Garden Room 1,240903575N/A Hotel Los Gatos Monte Sereno Room1,90010080150200 210 E. Main St. (7 mins)Salons ABC or CDE1,225606080N/A Salons BC or CB 953504060N/A Toll House Hotel Larkspur 1/2 1,92018090150N/A 140 S. Santa Cruz Ave. (8 mins)Larkspur 1 1,1521004080N/A Larkspur 2 758703050N/A Dining Room 576503036N/A Campbell Courtyard San Jose Campbell Room 1,390905464N/A 655 Creekside Way (8 mins)Pruneyard Plaza Hotel Harvest Room 1,060906590 90 1995 S. Bascom Ave. (9 mins)Orchard Room 730604060 80 Fireside Atrium 812603650 50 Campbell Inn Dining Room 1,00060N/AN/A 60 675 E. Campbell Ave. (10 mins)Cupertino Cupertino Inn De Anza Room 760604055N/A 10889 N. De Anza Blvd. (11 mins)Hilton Garden Inn CupertinoGarden Room ABC 1,6501206090120 10741 N. Wolfe Rd. (12 mins)Garden Room AB or BC1,100804060 80 Cypress Hotel Cali Ballroom 3,040250150200250 10050 S. De Anza Blvd. (13 mins)Cali A, B or C 1,026703060 70 Parkview 1,2451005080125 Parkview West 745603050 75 San Jose Hotel Valencia Santana RowValencia 2,268200100170285 355 Santana Row (8 mins)Valencia I or II 1,1341005684140 Santana 768503050 80 Moorpark Hotel Gentry Room 1,086603240 80 4241 Moorpark Ave. (9 mins)Note:(a) Includes all spaces that can accommodate a business meeting of 50 to 500 persons seated theater style. Outdoor spaces are excluded.Source: BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 101 of 150
Day-Use Meeting Facilities Figure 18 and Table 29 reveal that the Market Area is largely devoid of dedicated, day-use meeting facilities that are designed for business use. 44 While a number of facilities exist that can accommodate business meetings of 50 to 500 people, the bulk of them are publicly run community centers and community colleges. Though many of these properties were recently constructed or renovated, and all are outfitted with some degree of meeting equipment, they may not appear professional enough to appeal to certain business users. Historic buildings comprise the next largest segment of day-use meeting space. These facilities include the Opera House and Testarossa Winery in Los Gatos, the Foothill Club in Saratoga, and the Villa Ragusa in Campbell. However, historic facilities may be more appropriate for weddings and social functions than they are for meetings . In order to hold a meeting on-site, businesses often have to either supply their own audiovisual equipment or work through the facility to obtain it for a fee. 44 While the HP Pavilion is also located within the Market Area, it is not likely that a local business looking to hold a meeting would view it as a desirable site. BAE attempted unsuccessful ly on several occasions to contact meeting staff at the Pavilion in or der to confirm the user profile. North Forty Specific Plan Market Study and Business Development Strategy Page 102 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 103 of 150 Figure 18: Existing Day-Use Meet ing Facilities, Market Area Source: BAE, 2011
Table 29: Comparable Day-Use Meeting Facilities, Market Area (a) Name Capacity by Configuration Location/Drive Time DescriptionMeeting SpaceSize (sf)TheaterClassBanquetReception A menities Los Gatos Opera House Banquet FacilityHistoric buildingMain Room 3,50025060260350Comp. WiFi, 140 W. Main St. (7 mins)in downtownMezzanine 1,400753050190tables, chairs, Los Gatos dinnerware;on-site caterer Testarossa Winery Historic vineyardPalazzio Room 1,6558060120120Comp. WiFi, 300-A College Ave. (9 mins)near downtown tables, chairs, Los Gatos dinnerware,non-alcoholic drinks; meeting equipment available (fee);wine discounts Jewish Community Center Modern communityAuditorium 4,000450N/A250N/AMeeting 14855 Oka Rd. (1 min)center across equipment Hwy. 17 from the avalable;North 40 on-site caterer;kosher only Campbell Villa Ragusa Historic buildingEast Gallery Combo8,700600500475N/AComp. tables, 35 S. Second St. (9 mins)in downtownWest Gallery Combo7,000500350350N/Achairs, Campbell East Gallery 5,000450350250N/Adinnerware;Campbell Gallery3,700275175175N/Afull commercial West Gallery 3,200275175175N/Akitchen; meeting equipment available (fee)Cupertino De Anza College CommunityMain Dining Room10,080528450450N/A 21250 Stevens Creek Blvd. (12 mins)college w/ renov.Conference A/B 5,022400280280N/A meeting spacesConference A 2,4941507272N/A available for rentConference B 3,132200125125N/A Fireside Lounge 2,25090120120N/A North Forty Specific Plan Market Study and Business Development Strategy Page 104 of 150
Table 29: Comparable Day-Use Meeting Facilities, Market Area (a) (cont.) Name Capacity by Configuration Location/Drive Time DescriptionMeeting SpaceSize (sf)TheaterClassBanquetReception A menities Community Hall Modern, City-Community RoomN/A17050152320Comp. tables,10350 Torre Ave. (13 mins)owned event chairs; meeting facility in Civic equipment Center; doubles available;as Council catering kitchen;chambers; built green room 2007 Quinlan Community Center City-ownedCupertino Room4,000300100275300Comp. tables,10185 N. Stelling Rd. (13 mins)community center;Social Room 875805080100chairs; meeting doubles as City equipment offices and available;multipurpose full svc. kitchen space; built 1990 San Jose Camden Community Center City-ownedMultiuse Room 4,200300200250400Comp. tables,3369 Union Ave. (6 mins)community center;chairs; meeting renov. 2006 equipment available Saratoga Saratoga Community Center City-ownedMultipurpose Room3,250300200200300Comp. tables,19655 Allendale Ave. (10 mins)community/seniorSenior Center Room2,200200125125200chairs; projector center in Civic available; 2 full Center svc. kitchens Saratoga Foothill Club Historic social hal lMain Room N/A200N/A150150Comp. tables,20399 Park Pl. (12 mins)near downtown chairs; full svc.Saratoga; redwood kitchen interiors; designed by Julia Morgan North Forty Specific Plan Market Study and Business Development Strategy Page 105 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 106 of 150 Table 29: Comparable Day-Use Meeting Facilities, Market Area (a) (cont.) Name Capacity by Configuration Location/Drive Time DescriptionMeeting SpaceSize (sf)TheaterClassBanquetReception A menities Saratoga Prospect Center City-owned eventFriendship Hall 2,264250150150250Comp. tables,19848 Prospect Rd. (13 mins)facility; built 2009 Main Room 2,200753030 75chairs; projector available; full svc. kitchen in Friendship Hall; kitchenette in Main Room Note:(a) Includes all facilities within the Hospitality Market Area that provide an appropriate venue for a corporate meeting or eve nt for 50 to 500 persons seated theater-style. Auditoriums, restaurant s, libraries, and informal facilities such as rec halls and lodges were excluded.Sources: Here Comes the Guid e; BAE, 2011.
Demand from Major Employers It is assumed that the primary source of dema nd for meeting facilities on the North 40 would be nearby firms or organizations that require space for large group activities, such as seminars, sales meetings, and trade shows. Table 2 in the Site Description section lists major private- and public-sector employers located within the Market Area in order of distance from the subject site. As discussed above, medical centers account for a significant share of employment in the project vicinity. Good Samaritan Hospital, Columbia Health Care/Mission Oaks Hospital, El Camino Hospital Los Gatos, Santa Clara Valley Medical Center, and O’Connor Hospital all lie within a ten-minute driving radius. Collectively, this constellation of core health care providers employs over 10,000 people. Taking into consideration the clusters of medical offices and labs that agglomerate around each hospital, health care is a major economic force in the West Valley—one that grew by over two percent annua lly Countywide between 2000 and 2009. While Santa Clara Valley Medical Center and O’Co nnor Hospital are situated closer to meeting hotels in Campbell and San Jose, as well as Campbe ll’s Villa Ragusa, the North 40 is ideally situated to serve Good Samaritan, Mission Oaks, and El Camino’s Los Gatos campus. Interviews with meeting planners from Good Samaritan a nd El Camino Hospital indicate that while El Camino generates little demand for off-site meeting space, Good Samaritan conducts an average of two off-site meetings per quarter. These incl ude board meetings, di rector meetings, union-bargaining sessions, and other events. Good Sama ritan currently uses the Toll House Hotel for conventional meetings because of its proximity, but often looks up to 15 miles away for venues to host its director meetings, which require an ambien ce that appeals to executive clientele. High-end meetings make up the bulk of off-site events generated by the hospital. In addition to health care, Table 2 shows that information technology is the other key private employment engine in the Market Area. Los Gatos itself houses a portion of Verizon’s corporate offices and the headquarters of rising e-commer ce powerhouse Netflix, located only a few minutes from the North 40. However, the largest clusters of tech firms within the Market Area are located in Cupertino and San Jose. In San Jose, the Market Area encapsulates th e offices of eBay and Xilinx—a semiconductor designer—while excluding the bulk of the city’s tech firms, which are located downtown and in North San Jose. Nevertheless, both of these firms have the potential to ge nerate demand for North 40 meeting space, particularly Xilinx, whose Cambri an Park offices are located in relative isolation from most of the Valley’s business services. In addition, Cupertino is home to the worldwide headquarters of Apple as well as offices of Redwood City-based Oracle and smaller software companies such as Trend Micro and Pegasystems.45 While these firms and others amount to a North Forty Specific Plan Market Study and Business Development Strategy Page 107 of 150 45 While HP currently houses approximately 3,000 empl oyees in Cupertino, the company has announced plans to relocate those jobs to Palo Alto by the end of 2012; Apple Inc. has recently announced plans to redevelop the
significant node within Silicon Valley’s innovation economy, Cupertino is relatively saturated with both hotel and day-use meeting options, and will only become more so once meeting hotels now in the pipeline become available. HP site for a new corporate campus that could ultimate permit the company to hous e up to 12,000 employees in Cupertino . North Forty Specific Plan Market Study and Business Development Strategy Page 108 of 150
Opportunities & Strategies for Development Overview The North 40 site, at the intersection of two major freeways in a major metropolitan area, in a locale with a very strong demographic profile, is ex tremely well-situated to capture retail sales and other business from residents of Los Gatos and other nearby communities, and beyond. Given the site’s strong locational attributes, it is likely that any of a broad range of business types would be very successful at site. However, Los Gatos r esidents and elected officials are legitimately concerned about impacts on other businesses in th e Town, particularly the Downtown Core which is a major asset of the Town, and seeks uses that would be complementary to the Downtown. The Town also desires to preserve its small-town character, as stated in its General Plan. The General Plan also states, though, that there is overall comm unity consensus that the town be a “full-service community that is also environmentally sensitive” and should “support an active business community that provides a wide variety of goods and services and a broad range of employment opportunities, minimizing the need to travel to other communities.”46 The process of developing the North 40 site is in large part a process of balancing the goals of retaining the Town’s small-town character while expanding the business community such that Los Gatos residents have less need to travel elsewhere for goods and services. The General Plan EIR provides general guidelines fo r the current North 40 Specific Plan Process: • Complement and not compete with Los Gatos’ Downtown and the rest of the community. • Be based on sustainable and “smart” development practices. • Incorporate mixed-use development with residential uses to the south and retail mixed-use to the north. • Include a plaza at the center of the mixed-use area an d a park at the center of the residential area. • Provide for a variety of residential housing types, both rental and owner occupied. • Provide at least 150 units of housing affordable to households at the moderate income level or below. • Include high-quality architecture and design that reflects the rural and agricultural history of the site. • Provide pedestrian-oriented buildings along the Los Gatos Boulevard frontage, with minimal parking oriented to the street. • Take advantage of the grade change across the site by including split-level buildings that allow for two floors of retail and “tuck under” parking. • Continue the “boulevard treatment” along Los Gatos Boulevard, with interconnections from one parcel’s drive aisle to the next. North Forty Specific Plan Market Study and Business Development Strategy Page 109 of 150 46 Town of Los Gatos 2020 General Plan , prepared for the Town of Los Gatos, prepared by Design, Community & Environment, January 7, 2011, p. VIS-1.
• Include connections to existing intersections along Los Gatos Boulevard and Lark Avenue. • Develop gateway or landmark features at Los Ga tos Boulevard and Lark Avenue, and at Los Gatos Boulevard and the Highway 85 off ramp. • Provide an easily accessible, fully connected st reet network that encourages walking. • Provide a vegetative buffer and screening along Highways 17 and 85. • Preserve Town character and views, including: Preserving views of the hills from Highways 17 and 85. Limit building heights to a two-story maximum along Los Gatos Boulevard. Limit building heights to a four-story maximum on most of the site. Provide for the possible development of a maximum five story hotel.47 The General Plan, for the purposes of its EIR, descr ibes a maximum buildable envelope for the site to assess impacts and guide future development. The stated land use mix provides for maximum capacity of 750 housing units and 580,000 square feet of retail a nd office uses on the site, as well as a hotel. The ultimately approved plan may pr ovide for a lower density of development. The following discussion of potential retail, office, hotel, and conference center opportunities is in the context of both the market assessment a nd these Town guidelines for the North 40 site. Retail Development Opportunities Large-Format Retail The retail analysis noted several gaps in the overa ll retail mix in Los Gatos, where there would be opportunities to broaden the Town’s retail base. Th e two major categories with substantial leakage are general merchandise stores and building materials stores. In particular, the Town is lacking in a large department store (discount/good value such as Target or Nordstrom Rack or regular, such as Nordstrom Macy’s, or JC Penney), and a home im provement center such as Home Depot. While some of the items stocked by these stores can be found at local drug stores, hardware stores, and other outlets, the level of leakage confirms that Town residents are leaving Los Gatos to shop at larger stores such as Target or mall department stores that carry a broad range of goods. Los Gatos also has limited sales in stores carrying major appliances, such as Best Buy, Sears, or Western Appliance. As noted the likely candidates are la rge-format stores which usually require large floor plates 48 , such as Target, Lowe’s, or Best Buy.49 While these stores would be complementary to the 47 Town of Los Gatos 2020 General Plan , prepared for the Town of Los Gatos, prepared by Design, Community & Environment, January 7, 2011, pp. 3-21 to 3-23. 48 In the context of the retail space inventory in Los Gatos, large-format retail is defined here as stores requiring 30,000 square feet or more of space. 49 Even though there is a Target nearby in San Jose, this site is a stronger location, and if the market is strong enough, Target will build stores in close proximity. On e example is in the East Bay, where Target recently North Forty Specific Plan Market Study and Business Development Strategy Page 110 of 150
existing retail mix in the Town, and would be less likely to compete with existing stores, especially those Downtown, it is clear that satisfying this retail demand while reta ining the Town’s small-town character and meeting the general guidelines for development on the North 40 site represents a complex balancing act. Historically, the companies operating these stores prefer large floor plates on a single floor with extensive surface parking, but in recent years they have shown more flexibility in store configuration in order to enter desirable unde rserved markets where large vacant parcels are unavailable for traditional large-format retail developm ent, particularly in built out urbanized areas. Appendix G presents several examples of stores on multiple-floor store spaces and in mix-use configurations across the nation, including Target, Walmart, Best Buy, Home Depot, and Whole Foods in several major U.S. cities. In another more local example, in San Francisco Target recently began renovations to build a smaller-format store of approximately 85,000 square feet in the Metreon complex in San Francisco. While Los Gatos represents a less urban market than these examples, Target has built stores in a two-story c onfiguration elsewhere in more suburban locations in the Bay Area, including the store in Albany in the East Bay. A major home improvement store is probably not suitable for this site given desi gn and site constraints, but even Lowe’s has constructed at least one store in a horizontal mixe d use configuration; in Charlotte, NC, there is a Lowe’s providing rooftop parking which is buffered from a residential neighborhood by townhouses on two sides. Specialty Food For specialty food stores such as meat markets a nd produce markets, a configuration similar to Market Hall in the Rockridge neighborhood in North Oakland where shoppers can walk through multiple stores under one roof, or instead with each store oriented more toward the sidewalk and street, should provide an appropriate scale of build ing development for this component. This type of use, along with some smaller personal ser vice businesses, or other local-serving businesses, would also be supported by residents of an y new housing developed on the North 40 site, enhancing the pedestrian orientation of the development. Although there is some risk that specialty food markets could cannibalize sales from the existi ng supermarkets, they would also enhance Los Gatos Boulevard’s position as a grocery destinati on and thus may attract additional food shoppers to Los Gatos. Formula Retail The retail analysis indicated that while formula retailers constitute a small percentage of stores in the Downtown, they account for a significantly higher percentage of retail sales, especially in the apparel and home furnishings/appliances category. Given the buildable envelope of commercial space at the North 40 site, even if some larger general merchandise or appliance stores locate in the project along with some small specialty and lo cal-serving businesses, there is the potential for considerably more retail space. As noted previous ly, the location at the intersection of two major North Forty Specific Plan Market Study and Business Development Strategy Page 111 of 150 opened a store in Emeryville , only a few minute’s drive time from its Al bany store. In Colma/Daly City, Target has stores even closer together, on opposite sides of the same highway interchange.
freeways indicates that this is a prime location fo r region-serving retail, which could take the form of additional formula retail stores. As the Downtown focus h as been to retain and expand its small town appeal, it may ultimately become even more focused on independent stor es as it repositions. If the Town, however, is proactive in continuing to schedule concerts, farm ers markets, and other events Downtown, as well as working with the developer of the North 40 site on coordinated marketing efforts, the impacts might be sufficiently mitigated. The Downtown would still provide an attractive shopping and dining destination; Rockridge Avenue or Piedm ont Avenue in North Oakland provide examples of successful retail districts with very little formula retail. The strengths of the North 40 site as a regiona l destination with strong demographics should provide the incentive for retailers to be more flex ible as to how a store is scaled and configured, such that the design is deemed appropriate for the Town and does not give the appearance of a suburban power center. For this particular site, the larger retail uses should be configured on the north end of the site with any other large user s (e.g., hotel), with smaller mixed-use, such as buildings containing specialty food or other sma ller shops with office or residences above, could act as a buffer for more residential areas. Movie Theaters/Entertainment Center One commercial use that has not been explored in this report but was mentioned in the key informant interviews is the potential for a new m ovie theater/entertainment complex. Downtown Los Gatos has a small movie theater, but the Town might benefit from additional screens offering a broader variety of movies; some theater-goers at the North 40 site might also choose to dine in the Downtown, especially if cross-promotional efforts are undertaken. In addition to movie theaters, there may be opportunities to incorporate other larger family entertainment venues such as a bowling alley, a rock climbing gym, an indoor spor ts center, or similar other recreation-related uses. While the analysis here has not covere d these uses, the developers should explore the potential for such uses at the North 40 site. The Downtown theater has recently seen an ownership change, and Town staff report that plans are to c onvert back to a single auditorium, and repurpose it such that it is also available as a local performing arts or meeting space. Summary of Retail Opportunities The downtown theater issue epitomizes some of th e issues that need to be considered in considering the balance between the existing businesses in Los Gatos, and growing the overall business base to the benefit of the entire Town and with respect to being able to provide a greater variety of shopping opportunities. Some of the key factors to consider in this balancing act are as follows: • While many of these retail and entertainment uses would generally be complementary to the Downtown, it is important to recognize that it would be virtually impossible to find a retail use that would not compete at least so mewhat with existing stores in the Downtown North Forty Specific Plan Market Study and Business Development Strategy Page 112 of 150
and elsewhere in Los Gatos. For example, Target stores often include a pharmacy, which could compete with existing drug stores in Town, and Best Buy sells a selection of Apple products. However, the four neighborhood cen ters would probably be relatively unaffected by region-serving uses at the North 40 site, since they are strongly oriented toward neighborhood convenience shopping. • The Downtown’s unique character is based on th e large variety of and mix of independent shops in smaller spaces creating a small-town atmosphere, with a limited number of formula retail businesses. However, the form ula retail currently located in the Core accounts for a significant percentage of retail sales, and draws shoppers that may also patronize the independent stores. To the ex tent that new development at the North 40 could cause any formula retailers to relocate from Downtown, this could have impacts on remaining businesses there, and may require adjustments that could be less problematic if the change is more gradual. • The North 40 also has the potential to serve as a hospitality district serving nearby medical facilities, offices, and clinics bordering Los Gatos in San Jose. Neighborhood and convenience retail, along with lodging and mee ting space, would be attractive to the area’s robust medical community since it is within a short walk or drive across Los Gatos Boulevard. • If the North 40 is developed as mixed use, there will be synergies beneficial to all the uses. For example, local residences would benefit from retail that could accessed on foot rather than by automobile. Entertainment uses would benefit from nearby restaurants or shops, as would a hotel/conference center use. Office uses might allow for shared parking with retail. The strengths of the North 40 site as a regiona l destination with strong demographics should provide the incentive for retailers to be more flex ible as to how a store is scaled and configured, such that the design is deemed appropriate for the Town and does not give the appearance of a suburban power center. For this particular site, the larger retail uses should be configured on the north end of the site with any other large user s (e.g., hotel), with smaller mixed-use, such as buildings containing specialty food or other sma ller shops with office or residences above, could act as a buffer for more residential areas. In summary, there is no “ideal world” solution that will perfectly meet all the various goals of the Los Gatos community – any commercial land use pr oduct comes with some level of both business risk and a need for adjustment as existing busin esses adjust to accommodate and compete with new retail users. Change represents both risk and opportunity. Hopefully, the Specific Plan process will lead to thoughtful consideration of these i ssues as the planning and development process continues. North Forty Specific Plan Market Study and Business Development Strategy Page 113 of 150
Retail Development Strategies Developing Uses Complementary to Downtown Los Gatos The General Plan EIR guidance states that new development at the North 40 should “complement and not compete with Los Gatos’ downtown and the rest of the community.” BAE has formulated several strategies to honor this goal of complementary retail development: Retail Strategy 1: Establish a clear difference in the shopping experience between the Downtown and North 40. The Town’s Formula Retail Ordinance helps maintain the downtown’s small-town feel and a large presence of independent retailers with unique products and services and limits the number of formula retailers such as the present mix of Sur La Table, Apple Store, Banana Republic, Restoration Hardware, and the Gap am ong others. The North 40 experience should be differentiated by a focus on formula retail with less emphasis on independent retailers. Adding formula retail to the Town-wide inventory of re tail properties would help Los Gatos capture sales (and generate additional sales tax revenue) from Town residents who currently travel outside the town to shop at formula retail outlets as well as from shoppers who would come from outside Los Gatos. There are several local examples of downtowns and new shopping complexes complementing each other with such differentiated shopping experiences: Downtown and Stanford Shopping Center in Palo Alto, and Elmwood/Rockridge and Bay Street in the inner East Bay (Berkeley, Oakland, and Emeryville). Retail Strategy 1.1: Formulate a coordinated market campaign for both the Downtown and North 40 retail development. A cooperative marketing effort between the Town of Los Gatos, local Downtown merc hants, and the North 40 developer can help brand and position each retail district appropr iately to reinforce their respective core strengths and cross-market events and a nnouncements –all to reinforce Los Gatos as a shopping destination. Retail Strategy 1.2: Continue and Enha nce Downtown Merchant Vitality Programs . The Town of Los Gatos presently operates several programs oriented to business development and merchant assistance. Th ese program which include business workshops in partnership with the Chamber of Commerce and West Valley College, mentoring services for small businesses, and marketing even ts, should be continued and enhanced to offer assistance to merchants downtown to eff ectively market to new shoppers brought in by the North 40. Retail Strategy 1.3: Reinforce the Downtown ’s Role as Community Hub and Social Center . By continuing to program Farmers Markets, music and art festivals, and special events, Los Gatos can maintain the Downtown as the Town’s community hub. With its diverse set of buildings and traditional street layout the Downtown offers an authentic small downtown experience that is hard for a new development that is planned at one time to reproduce and compete with. The recent re ported purchase of the Los Gatos Theater by North Forty Specific Plan Market Study and Business Development Strategy Page 114 of 150
a local investment group to keep it as a small movie theater will boost the Town’s efforts to maintain a vital Downtown. Retail Strategy 1.4: Branding and Iden tify for Los Gatos Shopping Districts . The branding of the North 40 for any retail use should be approached from the idea that strong identities for all Los Gatos’ shopping districts should be reinforced and branded to offer Los Gatos as a whole “package” of shopping and leisure activities, including nearby wineries. Branding and identity should be accomplished in part by well designed and consistently applied wayfinding and signage tr eatments that clearly identify where one is within the Town. For new shoppers coming into Los Gatos for retail at the North 40, the North 40 could serve as a “gateway” to the Town with information kiosks (both portable/seasonal and permanent). Retail Strategy 1.5: Improve Way Finding and Public Parking Signage. Some key informants reported that a perception of lack of parking presents a barrier to local residents patronizing Downtown merchants and businesses. Most residents visit Downtown by car and parking while adequate is sometimes be difficult to find or is not always in the most convenient locations. Installation of better directional signage or electronic signs with available spaces noted lots could help overcome this perception. Retail Strategy 1.6: Provide Shuttle or “Shared Bike” Program to Link North 40 and Downtown . By providing a shuttle connection and/or free bicycle rental, the North 40 and Downtown could be linked to promote easy movement between the two districts. Many cities in both the United States and Europe (s uch as Paris, Portland, and Prague) provide free, shared-use bicycles to encourage sustai nable and healthy alternative transportation over short distances. Stations could be established at the North 40 and Downtown. Strategy 2: Promote New Retail at the North 40 to Provide Goods and Services that are Leaking from the Community and Generate More Sales Tax Revenue for the Town. To strengthen and diversify its sales tax base, the To wn should consider promoting new formula retail at the North 40 site since the Town’s own experi ence with formula retail Downtown has shown that just a few formula retailers can generate a larg e amount of sales tax revenue. The North 40 could offer a new and fresh shopping experience in contr ast to some of the older facilities outside the Town in the RTA, thus potentially attracting new shoppers from outside the Town. Strategy 2.1: Avoid “Tax-shifting” from Relocation of Formula Retail Downtown to North 40 . While some may disfavor formula reta il Downtown, in order for the Town to realize a net fiscal gain, formula retailers Downtown should be encouraged to remain Downtown and not relocate to the North 40. This can be achieved through non-compete clauses in the Town’s development agreement with the North 40 developer or through other legally appropriate mechanisms. North Forty Specific Plan Market Study and Business Development Strategy Page 115 of 150
Strategy 4: Promote New Retailers that will Capture Existing Sales Leakage . Los Gatos should consider using the North 40 development opportunity to establish new retail uses in the general merchandise home improvement categori es by permitting larger floor plate (e.g., over 30,000 square foot) floor plates. Strategy 5: Encourage New Specialty Retail at North 40 . Los Gatos should work with the North 40 developer to identify new specialty retail uses that will complement the Town’s mix such as specialty foods (e.g., “market hall”), an applia nce store, as well as formula retail that will bring in shoppers from outside Los Gatos. Strategy 3: Encourage Neighborhood and Convenience Retail at the North 40 . The Town should encourage neighborhood and convenience reta il at the North 40 to support not only new residents at the site but other nearby resi dential and business neighborhood across Los Gatos Boulevard. Office Development Opportunities The Office Market Assessment chapter indicated that the Los Gatos office market has generally outperformed the broader Market Area and South Bay by maintaining lower vacancy rates and higher lease rental rates over the past several years. However, much of the Town’s inventory is in older Class B and C buildings with few properti es that can accommodate companies seeking space in the 75,000 to 100,000 square foot range. A residual demand estimate suggests that the site could capture between 70,000 to 191,000 square feet of ne w office demand. The North 40 site offers an attractive location and can enhance the Town’s office inventory in several positive ways. New Class A Office Space Targeted to Large or Single Users One opportunity for office development at the North 40 would be allocating a portion of the site to new Class A office space targeted to tenants seeking large floor plates (25,000 to 35,000 per floor or 50,000 to 105,000 square f eet per building, assuming two or three stories. Local brokerage firms report that during the first six months of 2011 ther e has been a significant increase in the number of tenants seeking over 100,000 square feet of space. By offering larger floor plates, new office space at the North 40 would likely not compete signi ficantly with the Downto wn since the Downtown office market is comprised of older and smaller properties. Instead, new office space at the North 40 would most likely compete with other comparab le Class A properties in the West Valley. New Class B or A Multitenant Space In addition to adding larg er floor plate space to the Los Gatos inventory, the No rth 40 site could also add new Class B or A space designed for multitena nt occupancy for small to medium tenants, particularly medical service providers, labs, and support firms, taking advantage of the site’s proximity to a significant cluster of medical ins titutions and clinics. This opportunity would expand the Town’s inventory by adding new space to meet demand generated in the current business cycle but would potentially compete with other existing properties in Los Gatos. The North Forty Specific Plan Market Study and Business Development Strategy Page 116 of 150
benefit to the Town would be adding new state-of-t he-art facilities to its office inventory, thereby offering a greater choice to businesses wi shing to locate in Los Gatos. New Multitenant Office Space Packaged as Los Gatos’ “Innovation Center” A third opportunity for the Town and North 40 de veloper to consider would be to establish an “innovation center” or “technology hub” that offers a variety of office and shared work spaces targeted to venture capital companies and start-up firms. These centers typically offer flexible space configurations from a single desk to space fo r 20 to 30 employees as well as flexible lease terms from month-to-month to a typical term of th ree-to-five years. These facilities are designed to promote collaboration and cross fertilization of ideas and technology among tenants with shared kitchens, lounges, and special events spaces. Th e revival of early-stage venture funding of new technology companies along with the large base of venture capital and technology professionals in Los Gatos and surrounding communities may provide a base of support for such a concept. Having onsite amenities such as a hotel, meeting space, and convenience retail would be critical to make this concept feasible. Many of these centers are sized between 5,000 and 30,000 square feet and thus would not preempt other office development at the North 40 site. A potential constraint for this opportunity, however, may be the North 40’s distance from existing start-up clusters in Palo Alto, Menlo Park, and Mountain View. Summary of Office Opportunities Office development at the North 40 would be c onsistent with the Town’s General Plan by providing a supportable use to complement retail and other commercial uses in the northern portion of the site. The General Plan guidelines calli ng for sustainable and “smart” development, pedestrian-oriented design, and amenities such as plazas and landmark features would enhance the marketability of new office development by giving the North 40 a strong brand and image to distinguish it from other properties in the Market Area. The Town has several office development opportunities that can be pursued by the North 40 developer. As seen with other planned and proposed office projects in the Market Area, specu lative office investment may be difficult to finance without having pre-leased 50 percent or more of planned space. Lending requirements may then make provision of new Class B or A multitena nt and “innovation center” more challenging to finance compared to office space for an identified credit-worthy single tenant requiring a large quantity of space. Hence, the ultimate feasibility of office space at the North 40 will depend to great extent upon the developer’s capacity to finance new development and success at securing leasing commitments. Overall, new office developm ent at the North 40 site will add new, highly functional space the Town’s inventory, improving its ability to retain and attract business and bolstering the Town’s ove rall economic prosperity. Office Strategy 1: Promote New Office Space to Expand Town Inventory . Los Gatos should develop language as part of the Specific Plan process that would promote the expansion of the Town’s inventory of office space, specifically en couraging a mix of new office space at the North 40 site geared to providing large-place Class A o ffice as well as new Class A or B space configured for multitenants. North Forty Specific Plan Market Study and Business Development Strategy Page 117 of 150
Office Strategy 2: Pursue the Concept of a “Los Gatos Innovation Center .” The North 40 represents a potential opportunity to accommodate start-up and new ventures and create jobs by establishing a facility providing shared-work sp ace, collaborative workspace, or co-working facilities, and social networking/collaboration oppor tunities. Los Gatos should consider adopting Specific Plan language encouraging establishment of a “Los Gatos Innovation Center” that is targeted to start-ups, entrepreneurs, or self-e mployed individuals seeking alternative workspace and/or affordable office space and support services. Hotel Development Opportunities The Association of Bay Area Governments projects that Santa Clara County will add nearly 500,000 residents and 386,000 jobs by 2030. While the Market Area is slated to grow at a much slower pace, it is nonetheless projected to add nearly 9,000 residents and over 11,000 jobs. In sum, both the micro- and macro-regions in which the No rth 40 sits are slated to grow over the coming decades, generating as yet unmet demand for new hotel rooms. The North 40 is ideally situated to serve this growing population because of its locati on at the intersection of two of Silicon Valley’s most-traversed highways. This location puts the North 40 within a relatively short driving distance of many of the region’s largest corporations and institutions, as well popular leisure destinations. While some of those demand drivers are already well-served by nearby hotels, the North 40 is geographically positioned to capture strategic market share among the thrivi ng medical complexes and leisure attractions of the West Valley. At the time of this writing, only two new hotels were being considered for development within the Market Area, indicating a lack of competition moving its way through the pipeline. Further, both of those projects were oriented toward capturing business from Apple and other major corporate tenants in Cupertino. As shown in the Hotel Market Assessment chapter, an analysis of comparative trend data from STR indicates that existing hotels in the Market Area consistently outperformed the countywide baseline before, during, and after the Great Recession in terms of both room rates and occupancy. This favorable performance owes, in part, to the f act that the Market Area is an amenity-rich environment capable of attracting high-paying busin ess customers, leisure travelers, and parties seeking a picturesque setting for weddings or other social events. By appealing to this balanced blend of market segments, Area hotels retain above-average room rates on the weekend, when prices fall off more drastically in less-alluring parts of the County. The South Bay appears underserved by name-brand luxury hotel products given the size of its business market with only the Fairmont in Downtown San Jose, Four Season in East Palo Alto, W Hotel in Newark, and Rosewood Sand Hill in Palo Alto. North Forty Specific Plan Market Study and Business Development Strategy Page 118 of 150
The North 40, therefore, might prove viable as a site for a flagship name-brand luxury hotel in the South Bay. By associating the brand with Los Ga tos’ stylish reputation—as in, “The Ritz-Carlton Los Gatos”—such a hotel has a pot ential to become the go-to destination for many of Silicon Valley’s most discriminating travelers. However, a potential limitation of the North 40 for a globally branded hotel is its location outside a major business hub such as downtown San Jose or Palo Alto, according to operators and hotel industry experts contacted by the North 40 developer. Alternatively, appealing to a regional boutique hotelier could present an additional opportunity. Joie de Vivre and Kimpton are both Bay Area-ba sed operators that are looking to expand their presence in destination environments such as Los Gatos. While each of these companies operates a property within the Market Area—Joie de Vivre in West San Jose, and Kimpton in Cupertino—they have demonstrated a willingness and desire to find new opportunities for market share, even in locations where they already have a presence. With its marquee location and potential to appeal to executive-level travelers and recreationalists alik e, the North 40 could represent just such an opportunity to these growing hospitality groups. Hotel Strategy 1: Develop Language in the Specific Plan that will Encourage/Permit a New High-end Hotel/Lodging Use at the North 40 . The Town should consider a hotel use for the North 40 to expand the Town’s inventory of high-end hotel properties and complete an overall amenity package at the North 40. Conference and Meeting Space Development Opportunities The Meeting Space Market Assessment indicated th at the area directly surrounding the North 40 is underserved by both existing and proposed meeting hotels. Approximately 38 percent of the hotel meeting space in the Market Area is located in Lo s Gatos—twice as much as is located in either Campbell or Cupertino, the two next largest mee ting hotel clusters (note that this balance will change when two new hotels in Cupertino come on-line). Los Gatos’ existing supply of hotel meeting space is concentrated downtown. Inte rviews with key informants confirm that the majority of existing conference activity in Los Gatos takes place at the Toll House Hotel and Hotel Los Gatos. These facilities, however, are hampered by their si ze. As shown in Table 28 in the Meeting Space Market Assessment chapter, most of the mee ting hotels in the Market Area are unable to accommodate more than 250 persons seated theater-s tyle (all chairs), and, in fact, the average seated capacity is closer to 100. The Toll H ouse Hotel and Hotel Los Gatos can seat a maximum of 180 and 150 guests, respectively. Represen tatives of the Los Gatos Chamber of Commerce confirm that there is a need for event space in Los Gatos that can hold more than 200 people. The existing day-use facilities, on the other hand, are distributed more evenly throughout the Market Area, and both the Jewish Community Center (JCC) in Los Gatos and the Camden Community Center in San Jose are located in close proximity to the North 40. While the North Forty Specific Plan Market Study and Business Development Strategy Page 119 of 150
Testarossa Winery and the Opera House are also so mewhat restricted with regard to size—seating up to 80 and 250 people theater-style, respectively—the JCC can seat up to 450 people. Indeed, many of the day-use facilities elsewhere with in the Market Area can accommodate groups in excess of 250 people. However, most of these facilities are focused on community users and do not necessarily provide the ambience required by more-professional groups. Representatives of the Los Gatos Chamber of Commerce indicate that the JCC, for example, is not a competitive venue for Silicon Valley business meetings becau se it is relatively informal and imposes kosher restrictions on dining. According to local experts, Los Gatos lacks a des tination conference center that has the potential to compete with high-end facilities in Cupertino and San Jose. They envision a steady stream of users from within the Los Gatos community, in cluding local businesses, trade associations, and non-profit groups looking to hold a fundraiser. The Chamber itself is in need of a large space that can accommodate trade events that showcase local industries, such as a “Taste of Los Gatos” highlighting local restaurants. Demand would al so likely be generated by Good Samaritan Hospital, which values executive-level space that is close by. The Chamber also foresees a strong regional demand for high-end meeting space in Los Gatos, which it would like to further promote as a destin ation by working with a conference facility to market the space to industry leaders in the West Va lley. Key informants observe that a successful facility of this nature would feature the follo wing: a large space to accommodate 200 or more people as well as smaller breakout rooms; the abilit y to transition from a business meeting to an evening event; top-of-the-line audiovisual equipment and WiFi; high-quality food options; and nearby hotel rooms, especially if marketing to large conferences and/or weddings. New conference and meeting space with 200+ capacity could complement the existing facilities in Los Gatos by expanding the size of the market th at could be accommodated. New conference and meeting space facilities at the North 40 woul d advance the General Plan goals for mixed commercial uses at the northern end of the site a nd, integrated with new retail and office uses, would potentially offer a dynamic setting for busi ness and professional meetings as well as expand the scope of offerings for larger special events. While this report finds that there may be market support for new conference and meeting space facilities, new stand-alone conference centers ar e rarely profitable and typically require an operating subsidy. Typically conference centers and meeting space facilities are offered in association with a hotel, leveraging meeting and co nference space to generating overnight stays as well as food and beverage sales from meeting attend ees. Hence the scope and scale of any new conference and meeting space at the North 40 would be driven primarily by a hotel operator brought to the property. North Forty Specific Plan Market Study and Business Development Strategy Page 120 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 121 of 150 Meeting Space Strategy 1: Incorporate Meeting Space into a Hotel Development . Since a day conference center typically requires subsidy, the Town should consider incorporating a conference/meeting space use into a new hotel prope rty. To meet the large meeting space gap in the Market Area, Los Gatos could consider requi ring as has the City of Cupertino a space with a capacity for up to 400 to 500 as a condition of hotel use. The hotel would have to be sized over 150 to 200 rooms to support such a meeting space. Prioritizing Opportunities To assist the Town of Los Gatos with further evaluating and formulating a commercial development program for the North 40, BAE has prepared a matrix that summarizes findings by key decision-making criteria. This matrix can be found on the following two pages.
Criteria Retail Office Hotel Conference/Meeting Space Market Feasibility Yes , leakage and injection analyses indicate areas for expansion of retail mix Yes , analysis indicates residual demand for new office space Likely , analysis limited to survey of key performance indicators; boutique operators are in market seeking opportunities Likely , analysis limited to survey of facilities; identifies gap in market for facility with capacity for over 250; stand alone conference centers frequently not financially feasible without public investment Competition with Downtown? Limited if North 40 focused on formula retail, leakage categories, and convenience retail serving nearby residential and commercial neighborhoods; limited if North 40 and Downtown packaged and branded as destination retail and other retail strategies implemented to support existing Town merchants Lack of large Class A properties offering 75,000 to 100,000 sq. ft. means limited competition with existing inventory; addition of new Class A or B multitenant space expands supply in relatively balanced market; Innovation Center would be new concept with no existing facility in Town New hotel would strengthen Los Gatos position as high-end/boutique destination; Market Area has performed well compared to Santa Clara County; new hotel with conference meeting facility with capacity for over 250 would expand Town’s overall hospitality market share New conference and meeting facility with capacity over 250 would not compete with existing facilities due to lack of comparable facilities in Market Area Fiscal Impacts Diversifies sales tax base to mitigate Netflix impact; generates new net sales tax receipts; net sales tax receipts maximized if non-compete condition attached to North 40 to protect existing formula retail Downtown. Office often generates net fiscal benefits over costs ; ability to retain and attract firms adds to overall retail expenditures by new employees Transient occupancy tax would add to diversity of tax base ; new room nights adds to overall potential retail sales Limited ; supports other commercial uses North Forty Specific Plan Market Study and Business Development Strategy Page 122 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 123 of 150 Criteria Retail Office Hotel Conference/Meeting Space Economic Vitalit y Creates new jobs in retail sector at one job per 500 sq.ft.; bolsters Los Gatos as retail destination both among Town residents and nearby communities Ability to retain and attract firms seeking larger and/or new space; Innovation Center grows future office tenants; creates one job per 250 sq. ft. Creates hospitality sector jobs and expands Town’s package of amenities supporting other business activity; creates one job per one or two hotel rooms, depending on overall package of services Creates hospitality jobs Environmental Sustainability Expanded retail at North 40 encourages residents to shop closer to home reducing trip distances; potential trip reduction with new neighborhood retail for nearby residents and medical complex; shuttle and/or shared bicycle program can reduce auto trips Improves jobs-housing balance by adding jobs close to residential districts in West Valley; shuttle and/or shared bicycle program can reduce auto trips As part of North 40 mixed use commercial project, adds to overall project diversity and potential to reduce overall project trips generated ; shuttle and/or shared bicycle program can reduce auto trips See hotel statement General Plan Consistency – Guiding Principles for North 40 A mixed use commercial program at the North 40 will achieve many of the guidelines set forth the General Plan EIR and preliminary site conceptual plans indicate that phys ical design elements will advance the guidelines.
Appendices North Forty Specific Plan Market Study and Business Development Strategy Page 125 of 150
Appendix A: Zip Codes in Retail Trade Area Zip CodeCit y 95008Campbell 95009Campbell PO Box 95011Campbell PO Box 95014Cupertino 95015Cupertino PO Box 95030Los Gatos 95031Los Gatos PO Box 95032Los Gatos 95033Los Gatos 95042New Almaden 95070Saratoga 95071Saratoga PO Box 95117San Jose 95118San Jose 95120San Jose 95123San Jose 95124San Jose 95125San Jose 95126San Jose 95128San Jose 95129San Jose 95130San Jose 95136San Jose Note: PO Boxes Zip Codes may have businesses listed in Zip Code Business Patterns.Source: BAE Urban Economics, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 126 of 150
Appendix B: Planned and Proposed Retail Developments, Retail Trade Area, April 2011 Project Location/Drive Time Developer Size (sf)Est. Timing Comments Under Construction Los Gatos Safeway expansion 45,600retail Aug. 2011 (completion)Replacement of aging Safeway in downtown Los Gatos;470 N. Santa Cruz Ave. (6 mins)25,000 demo new store to include 55,000 sf of underground parking Safeway Inc.20,600net new retail Campbell Safeway 80,500retail Safeway & gas stationRemodel of existing 75,000 sf building (former Mervyn's) for 950 W. Hamilton Ave. (8 mins)75,000 remodelrecently opened; TI app.56,000 sf grocery store & 19,000 sf in-line retail; Safeway Inc.5,500net new retailfor in-line furniture storeconstruction of new 4,650 sf pad building & 16-pump gas under review station w/ 850 sf retail kiosk Cupertino Rose Bowl 60,000retail Late 2012/early 2013Mixed-use development w/ 204 condominiums over ground-Stevens Creek Blvd. & Wolfe Rd. (14 mins)0 demo(completion)floor retail; construction halted while foundation was being The Evershine Group (KCR Development)60,000net new retail poured; after attempting to sell project mid-construction,developer plans to move forward; City is currently reviewing construction documents for the superstructure San Jose (a)Willow Glen Town Square Retail 17,000retail Early 2012 (completion)Neighborhood-serving retail (mostly restaurants); some 1104 Lincoln Ave. (14 mins)9,500 demo businesses relocated from other locations in Willow Glen Paja Investments 7,500net new retail Approved (Construction Not Yet Commenced)Los Gatos 15400 Los Gatos Blvd. (1 min)20,000officeStart date unknown;Redevelopment of former auto dealership for 2-story mixed-Developer unknown 0 demo (office)see comments use structure w/ Class A office above restaurant/retail;20,000new Class A developer is not moving forward at the moment; Town has granted approval for Planned Development, which does not expire; developer will need to resubmit for Architectural and Site Approval at a later date; Town has no indication when and if project will be completed 55 Los Gatos-Saratoga Rd. (5 mins)2,000officeStalled; see commentsMixed-use structure w/ office and retail and renovation of Pelio & Associates 0 demo adjacent 56-room Los Gatos Motor Inn; developer currently 2,000new Class A in dispute with San Jose Water; project will not move forward until dispute is resolved North Forty Specific Plan Market Study and Business Development Strategy Page 127 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 128 of 150 Appendix B, cont.: Planned and Proposed Retail Developments, Retail Trade Area, April 2011 Project Location/Drive Time Developer Size (sf)Est. Timing Comments Approved (continued)Campbell 1677 S. Bascom Ave. (6 mins)14,000retail Stalled; see commentsMixed-use development w/ 123 condominiums over ground-Bascom Financial LLC 0 demo floor retail; developer can't obtain financing w/ current 14,000net new retail unit plan, but desired changes are not allowed by General Plan w/o amendment; making project feasible would require re-submitting for approvals, adding at least 1 year to timeline 651-671 W. Hamilton Ave. (9 mins)11,150retail Site under remediation;Mixed-use development w/ 108 residential units over Santa Clara Development Co.44,000 demostart date unknown;ground-floor retail; developer currently considering making (Robson Homes)-32,850net new retailsee comments revisions to drawings 276 E. Campbell Ave. (9 mins)10,400retail Pending building permitRenovation of 5,400 sf existing building in CBD to create 3 Imwalle Properties 5,400 remodelapproval; see commentsnew retail spaces & addition of 5,000 sf on adjacent parking 5,000net new retail lot; project has obtained financing; developer plans to begin construction prior to securing tenants, pending building permit approval Cupertino Homestead Square 204,000retail Rite Aid to move toRemodel of existing 153,000 sf building & construction of 4 20580-20680 Homestead Rd. (12 mins)153,000 remodel17,500 sf pad by latepad buildings totaling 51,000 sf of new retail; developer has Sobrato Development Co.51,000net new retail2011; see commentsnot secured any new anchor tenants; first step is to move Rite Aid from principal building to new pad, but developer has not yet pulled building permits Tantau Retail & Parking Garage 10,500retail Start date unknown;Retail building constructed around 1-story, 26,500 sf Stevens Creek Blvd. & N. Tantau Ave. (12 mins)0 demosee comments parking garage; City extended approvals in late 2010, but has Rocktino Fee LLC (Four Corners Property)10,500net new retail seen no further activity from the developer Vallco Shopping Mall Improvements 46,000retail Start date unknown;Addition to existing mall; developer has indicated that they Stevens Creek Blvd & N. Wolfe Rd. (12 mins)0 demosee comments have at least 1 year of internal review to complete before Vallco Shopping Mall LLC 46,000net new retail moving forward Cupertino Village 24,500retail Start date unknown;Neighbor hood-serving retail; project stalled pending economic Homestead Rd. & N. Wolfe Rd. (12 mins)0 demosee comments recovery; approvals expire August 2011 Kimco Realty 24,500net new retail Main Street Cupertino 128,000retail totalStart date unknown;17-acre mixed-use development w/ Class A office, retail, Stevens Creek Blvd. & Finch Ave. (14 mins)164,000in lieu of gymsee comments athletic club, hotel, and senior housing around 1-ac re park; Sand Hill Property Co.0 demo EIR outlines several options; final development program is yet 128,000to to be determined; City has seen no activity since approvals 164,000net new retail were granted in 2009 and believes that developer intends to tenant commercial space before commencing construction
North Forty Specific Plan Market Study and Business Development Strategy Page 129 of 150 Appendix B, cont.: Planned and Proposed Retail Developments, Retail Trade Area, April 2011 Project Location/Drive Time Developer Size (sf)Est. Timing Comments Approved (continued)San Jose (a)Valley Fair Expansion 550,000retail Stalled; see commentsExpansion into surrounding parking lots to create space for 95 2855 Stevens Creek Blvd. (7 mins)0 demo new stores and 2 additional anchors; developer in negotiations Westfield Group 550,000net new retail w/ Neiman Marcus & Bloomingdale's; project put on hold in 2009 & is stalled pending economic recovery Fruitdale Station (Phase II)25,000retail Stalled; see commentsMixed-use development w/ 80 condos over ground-floor SW Expy. & Fruitdale Ave. (9 mins)0 demo retail; no developer activity in over a year; likely waiting for De Anza Properties 25,000net new retail housing market to rebound Ohlone Mixed Use 30,000retail Start date unknown;Mixed-use development w/ 800 units of housing in three W. San Carlos & Sunol Sts. (11 mins)0 demosee comments 15-story towers around new light-rail station and park;Green Republic LLLP 30,000net new retail zoning approved recently; developer waiting for financing and market to be right Whole Foods 33,000retail Start date unknown;Stand-alone grocery store; project scaled back 25% from The Alameda & Stockton Ave. (13 mins)0 demosee comments original application; City has no sense of project timing Whole Foods Market 33,000net new retail Pending Approval Los Gatos 16005 Los Gatos Blvd. (3 mins)30,790comm.Mid-2012 (start);Redevelopment of former auto dealership for two CHL Ventures LP 0 demo (retail)see comments neighborhood-serving commercial buildings and 25 units of 0to housing; developer must complete drawings and obtain 30,790net new retail building permits, but project is active and moving ahead Campbell Merrill Gardens 17,000comm.Spring/Summer 2013Mixed-use development w/ 127 senior housing units &2041-2127 S. Winchester Blvd. (8 mins)31,000 demo (retail)(completion)21 Alzheimer care units over ground-floor commercial space;SRM Development LLC -31,000to commercial space could accommodate small office users -14,000net new retail San Jose (a)Almaden Ranch 400,000retail Start date unknown;Power center on 40 acres of agricultural land w/ 2 anchors;Almaden Expy. & Highway 85 (7 mins)0 demosee comments developer has not disclosed potential anchor tenants; project Hunter Storm LLC 400,000net new retail is in early stages of zoning approval & moving forward Calvary Church Commercial 24,250retail Fall 2011 (start);Neighborhood-serving retail adjacent to Calvary Church;Almaden Expy. & Hillsdale Ave. (13 mins)0 demosee comments Walgreen's interested in occupying 14,500 sf pad; developer Sand Hill Property Co.24,250net new retail actively pursuing approvals; City believes construction will commence by the end of 2011
North Forty Specific Plan Market Study and Business Development Strategy Page 130 of 150 Appendix B, cont.: Planned and Proposed Retail Developments, Retail Trade Area, April 2011 Project Location/Drive Time Developer Size (sf)Est. Timing Comments Pending Approval (continued)Saratoga 12250 Saratoga-Sunnyvale Rd. (13 mins)3,500retail Fall 2011 (start);Mixed-use development w/ professional/medical office Timespace Investment Development 14,000 demosee comments condos, retail & children's learning center; developer has -10,500net new retail submitted for approvals; City expects construction to commence soon after 12260 Saratoga-Sunnyvale Rd. (13 mins)6,000retail Fall 2011 (start);Mixed-use Muslim community center w/ prayer space, retail &Muslim Community Group (name unknown)0 demo (retail)see comments office; City expects developer to submit for approvals soon &6,000net new retail commence construction thereafter Summar y Max. Planned and Proposed Retail (sf) (b)1,829,190 Planned Remodel of Existing Retail (sf)-233,400 Planned Demolition of Existing Retail (sf)-123,500 Planned Net New Retail (sf)1,472,290 Note:(a) List of projects in San Jose only includes those with 25,000 sf or more retail space.(b) Assumes the maximum allowable buildout of retail at the Cupertino Main St. project and that all "commercial" projects are f ully tenanted with retail users.Sources: Silicon Valley/San Jose Business Journal, 2009-2011; Los Ga tos Patch; Town of Los Gatos; City of Campbell; City of Cup ertino; City of San Jose; City of Saratoga; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 131 of 150 Appendix C: Retail Sales Trends Appendix C-1: Los Gatos Taxable Retail Sales Trends, 2000-2009 Sales in 2010 $000 (a) (b) (c)200020012002200320042005200620072008 Motor Vehicles and Parts $297,832$264,904$235,020$196,148$195,073$207,525$182,137$158,495$100,134 Home Furnishings and Appliances$39,533$34,463$27,916$27,636$31,111$31,786$28,937$24,400$17,112 Building Materials $12,564$12,646$11,218$10,687$10,892$13,023$14,253$15,092$16,701 Food Stores $48,956$47,049$45,994$44,179$46,122$47,001$46,845$47,573$46,371 Service Stations $48,920$42,777$37,597$41,462$45,867$48,562$51,677$54,181$56,145 Apparel Stores $33,540$31,468$27,996$26,521$29,677$30,397$29,203$29,948$27,845 General Merchandise Stores $21,419$20,045$19,171$19,412$20,289$19,886$20,201$20,422$20,473 Eating and Drinking Places $87,819$82,981$81,790$82,288$87,206$90,580$90,482$98,751$94,598 Other Retail Stores $122,102$107,630$118,799$145,139$208,666$244,936$295,123$305,340$315,119 Retail Stores Total $712,685$643,962$605,501$593,473$674,903$733,697$758,859$754,202$694,498 Excluding Other Retail Stores $590,582$536,332$486,702$448,334$466,237$488,761$463,737$448,862$379,379 Sales per Capita in 2010 $ (d)200020012002200320042005200620072008 Motor Vehicles and Parts $10,417$9,239$8,173$6,802$6,746$7,156$6,263$5,435$3,424 Home Furnishings and Appliances$1,383$1,202$971$958$1,076$1,096$995$837$585 Building Materials $439$441$390$371$377$449$490$517$571 Food Stores $1,712$1,641$1,600$1,532$1,595$1,621$1,611$1,631$1,585 Service Stations $1,711$1,492$1,308$1,438$1,586$1,675$1,777$1,858$1,920 Apparel Stores $1,173$1,097$974$920$1,026$1,048$1,004$1,027$952 General Merchandise Stores $749$699$667$673$702$686$695$700$700 Eating and Drinking Places $3,071$2,894$2,844$2,854$3,016$3,124$3,111$3,386$3,234 Other Retail Stores $4,271$3,754$4,132$5,033$7,216$8,446$10,148$10,470$10,774 Retail Stores Total $24,926$22,459$21,058$20,581$23,339$25,300$26,094$25,860$23,746 Excluding Other Retail Stores $20,656$18,705$16,926$15,548$16,123$16,854$15,946$15,391$12,972 Population 28,592 28,673 28,754 28,836 28,918 29,000 29,082 29,164 29,247 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S. Bureau of Labor Statistic s. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with cautio n. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 population from decennial Census, and 2010 population estimate from Claritas.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 132 of 150 Appendix C-2: Los Gatos Taxable Retail Sales Trends, 2008-2010 Sales in 2010 $000 (a) (b) (c)200820092010 Motor Vehicle and Parts Dealers $101,090$72,599$63,785 Home Furnishings and Appliance Stores $33,377$31,445$39,973 Bldg. Matrl. and Garden Equip. & Supplies$18,245$13,862$13,132 Food and Beverage Stores $51,706$50,460$47,525 Gasoline Stations $54,464$41,206$45,675 Clothing & Clothing Accessories Stores $31,333$28,968$31,322 General Merchandise Stores $0 $0 # Food Services and Drinking Places $91,248$85,161$86,559 Other Retail Group $81,359$70,605$73,794 Retail Stores Total $462,822$394,306$401,764 Sales per Capita in 2010 $ (d)200820092010 Motor Vehicle and Parts Dealers $3,456$2,475$2,169 Home Furnishings and Appliance Stores $1,141$1,072$1,359 Bldg. Matrl. and Garden Equip. & Supplies $624$473$446 Food and Beverage Stores $1,768$1,720$1,616 Gasoline Stations $1,862$1,405$1,553 Clothing & Clothing Accessories Stores $1,071$988$1,065 General Merchandise Stores $0 $0 # Food Services and Drinking Places $3,120$2,904$2,943 Other Retail Group $2,782$2,407$2,509 Retail Stores Total $15,825$13,444$13,659 Population 29,247 29,330 29,413 (a) Retail sales have been adjusted to 2010 dollars based on the California Consumer Price Index calculated by the California Department of Industrial Relations (based on data from the Bureau of Labor Statistics) for California. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with caution. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 population from decennial Census, and 2010 population estimate from Claritas.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statistics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 133 of 150 Appendix C-3: Campbell Taxable Retail Sales Trends Sales in 2010 $000 (a) (b) (c)200020012002200320042005200620072008 Motor Vehicles and Parts $29,553$29,448$24,457$25,945$27,386$33,478$32,619$28,239$24,761 Home Furnishings and Appliances $49,176$41,412$37,166$32,810$40,082$14,545$19,919$26,330$55,131 Building Materials $164,012$142,786$130,739$131,992$157,045$155,747$152,911$135,163$105,582 Food Stores $31,480$32,574$32,342$32,367$31,879$32,245$33,754$33,737$32,022 Service Stations $70,019$60,345$62,600$64,704$68,319$73,646$71,980$74,366$77,807 Apparel Stores $30,978$27,771$26,766$26,267$28,542$28,330$40,562$40,906$32,401 General Merchandise Stores $64,186$60,599$57,985$53,307$53,496$53,581$53,275$51,271$50,793 Eating and Drinking Places $114,778$111,665$110,383$102,625$104,291$108,089$110,271$114,787$114,852 Other Retail Stores $222,199$172,348$137,458$133,533$135,889$160,876$161,516$148,830$127,585 Retail Stores Total $776,382$678,945$619,895$603,549$646,928$660,538$676,806$653,629$620,936 Sales per Capita in 2010 $ (d)200020012002200320042005200620072008 Motor Vehicles and Parts $775$770$637$674$709$864$839$724$633 Home Furnishings and Appliances $1,289$1,082$968$852$1,038$375$513$675$1,410 Building Materials $4,301$3,732$3,407$3,429$4,067$4,020$3,935$3,467$2,700 Food Stores $825$851$843$841$825$832$869$865$819 Service Stations $1,836$1,577$1,631$1,681$1,769$1,901$1,852$1,908$1,990 Apparel Stores $812$726$697$682$739$731$1,044$1,049$829 General Merchandise Stores $1,683$1,584$1,511$1,385$1,385$1,383$1,371$1,315$1,299 Eating and Drinking Places $3,010$2,919$2,876$2,666$2,701$2,790$2,838$2,945$2,937 Other Retail Stores $5,826$4,505$3,582$3,469$3,519$4,153$4,156$3,818$3,263 Retail Stores Total $20,357$17,747$16,153$15,678$16,752$17,051$17,417$16,768$15,879 Population 38,138 38,257 38,377 38,497 38,618 38,739 38,860 38,982 39,104 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S. Bureau of Labor Statistic s. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with caution. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 and 2010 population from decennial Census.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 134 of 150 Appendix C-4: Saratoga Taxable Retail Sales Trends Sales in 2010 $000 (a) (b) (c)200020012002200320042005200620072008 Motor Vehicles and Parts $4,388$4,112$4,145$4,176$4,228$4,332$4,454$4,278$4,256 Home Furnishings and Appliances $10,057$7,858$6,855$5,285$5,436$5,802$5,107$5,721$4,334 B u i l d i n g M a t e r i a l s ###$3 ,0 8 7##### Food Stores $12,499$12,413$11,699$10,342$9,741$9,369$9,273$8,932$9,296 Service Stations $9,259$7,805$6,670$7,389$8,958$9,784$10,066$10,892 # Apparel Stores $1,192$1,776$1,543$1,189$1,703$1,178$1,123$1,704$1,483 General Merchandise Stores $7,314$6,870$6,683 #$6,782 #### Eating and Drinking Places $35,047$28,998$28,357$25,154$26,604$27,560$27,937$22,024$23,461 Other Retail Stores $20,607$20,496$19,034$21,658$17,709$22,603$22,096$21,129$29,274 Retail Stores Total $100,363$90,329$84,985$78,280$81,160$80,629$80,056$74,680$72,103 Sales per Capita in 2010 $ (d)200020012002200320042005200620072008 Motor Vehicles and Parts $147$138$139$140$142$145$149$143$142 Home Furnishings and Appliances $337$263$230$177$182$194$171$191$145 Building Materials ###$103 ##### Food Stores $419$416$392$346$326$314$310$299$311 Service Stations $310$261$223$247$300$327$337$364 # Apparel Stores $40$60$52$40$57$39$38$57$50 General Merchandise Stores $245$230$224 #$227 #### Eating and Drinking Places $1,174$971$950$842$890$922$935$737$784 Other Retail Stores $691$687$637$725$593$756$739$707$979 Retail Stores Total $3,363$3,026$2,846$2,621$2,717$2,698$2,678$2,498$2,411 Population 29,843 29,851 29,860 29,868 29,876 29,884 29,893 29,901 29,909 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S. Bureau of Labor Statistic s. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with cautio n. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailabilit y for the category due to SBOE confidentialit y rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 and 2010 population from decennial Census.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 135 of 150 Appendix C-5: Cupertino Taxable Retail Sales Trends Sales in 2010 $000 (a) (b) (c)200020012002200320042005200620072008 Motor Vehicles and Parts $56,273$53,152 ##$20,864$3,257$3,524$3,295$3,212 Home Furnishings and Appliances $45,819$30,429$25,229$20,999$15,310$16,165$10,329$10,276$9,810 Building Materials $8,595$6,528$5,815$4,612 ##### Food Stores $31,689$30,024$29,869$28,320$28,305$29,345$28,300$30,826$31,200 Service Stations $58,475$52,898$45,317$50,496$56,881$64,243$63,152$67,564$68,515 Apparel Stores $41,148$33,569$29,579$26,371$23,756$22,769$20,138$19,231$16,145 General Merchandise Stores $241,853$223,030$195,546$176,279$176,379$168,180$158,377$159,050$143,162 Eating and Drinking Places $119,193$113,281$100,376$98,065$96,902$109,771$116,023$118,231$112,054 Other Retail Stores $156,062$149,798$140,683$110,273$77,314$73,682$77,731$275,321$214,737 Retail Stores Total $759,108$692,707$572,415$515,415$495,711$487,413$477,574$683,794$598,836 Sales per Capita in 2010 $ (d)200020012002200320042005200620072008 Motor Vehicles and Parts $1,113$1,037 ##$390$60$64$59$57 Home Furnishings and Appliances $906$593$485$398$286$298$188$184$173 Building Materials $170$127$112$87 ##### Food Stores $627$586$574$537$529$541$514$552$551 Service Stations $1,157$1,032$871$957$1,063$1,183$1,147$1,210$1,209 Apparel Stores $814$655$569$500$444$419$366$344$285 General Merchandise Stores $4,785$4,350$3,760$3,341$3,296$3,098$2,876$2,847$2,527 Eating and Drinking Places $2,358$2,209$1,930$1,859$1,811$2,022$2,107$2,117$1,978 Other Retail Stores $3,088$2,922$2,705$2,090$1,445$1,357$1,412$4,929$3,790 Retail Stores Total $15,018$13,510$11,006$9,769$9,263$8,979$8,673$12,242$10,569 Population 50,546 51,273 52,010 52,758 53,516 54,286 55,066 55,858 56,661 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S. Bureau of Labor Statistic s. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with cautio n. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailabilit y for the category due to SBOE confidenti ality rules that s uppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 and 2010 population from decennial Census.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 136 of 150 Appendix C-6: San Jose Taxable Retail Sales Trends Sales in 2010 $000 (a) (b) (c)200020012002200320042005200620072008 Motor Vehicles and Parts $2,246,877$1,895,444$1,699,864$1,695,468$1,777,480$1,766,284$1,722,330$1,630,225$1,161,933 Home Furnishings and Appliances $534,878$451,038$414,410$389,236$392,143$407,490$396,502$379,454$413,622 Building Materials $919,880$870,164$863,878$854,269$954,004$957,969$951,797$822,866$714,557 Food Stores $515,471$500,637$479,433$460,596$453,354$450,808$444,997$449,822$419,588 Service Stations $988,115$914,038$770,909$862,294$997,982$1,145,959$1,226,762$1,311,833$1,428,528 Apparel Stores $402,134$400,181$406,380$430,972$490,782$534,272$559,487$566,337$599,003 General Merchandise Stores $1,606,208$1,454,137$1,352,055$1,326,210$1,364,526$1,429,670$1,448,971$1,501,148$1,389,893 Eating and Drinking Places $1,126,989$1,073,618$1,024,134$1,041,052$1,118,423$1,174,522$1,226,715$1,270,164$1,256,330 Other Retail Stores $2,372,973$1,937,026$1,661,955$1,577,785$1,543,576$1,590,265$1,713,726$1,789,965$1,333,694 Retail Stores Total $10,713,525$9,496,283$8,673,016$8,637,880$9,092,270$9,457,240$9,691,285$9,721,815$8,717,148 Sales per Capita in 2010 $ (d)200020012002200320042005200620072008 Motor Vehicles and Parts $2,511$2,106$1,878$1,863$1,943$1,920$1,862$1,752$1,242 Home Furnishings and Appliances $598$501$458$428$429$443$429$408$442 Building Materials $1,028$967$955$939$1,043$1,041$1,029$884$764 Food Stores $576$556$530$506$495$490$481$484$449 Service Stations $1,104$1,016$852$948$1,091$1,245$1,326$1,410$1,527 Apparel Stores $449$445$449$474$536$581$605$609$640 General Merchandise Stores $1,795$1,616$1,494$1,457$1,491$1,554$1,566$1,614$1,486 Eating and Drinking Places $1,259$1,193$1,132$1,144$1,222$1,277$1,326$1,365$1,343 Other Retail Stores $2,652$2,152$1,837$1,734$1,687$1,728$1,852$1,924$1,426 Retail Stores Total $11,971$10,552$9,584$9,493$9,937$10,279$10,475$10,450$9,318 Population 894,943 899,917 904,918 909,947 915,004 920,089 925,203 930,344 935,51 5 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S. Bureau of Labor Statistic s. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with cautio n. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 and 2010 population from decennial Census.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 137 of 150 Appendix C-7: Santa Clara County Taxable Retail Sales Trends Sales in 2010 $000 (a) (b) (c)2000 2001 2002 2003 2004 2005 2006 2007 2008 Motor Vehicles and Parts $4,968,565$4,265,768$3,772,377$3,640,370$3,757,926$3,796,149$3,733,332$3,651,501$2,767,127 Home Furnishings and Appliances$1,486,510$1,159,752$1,003,560$924,979$950,271$954,578$956,731$948,802$1,091,072 Building Materials $1,792,956$1,647,928$1,566,758$1,581,975$1,827,088$1,849,946$1,880,555$1,665,481$1,385,137 Food Stores $1,064,362$1,031,159$982,775$949,633$937,851$931,964$923,447$937,407$886,946 Service Stations $1,825,002$1,662,170$1,460,927$1,636,789$1,890,416$2,140,128$2,284,313$2,443,177$2,579,392 Apparel Stores $1,106,359$1,058,166$1,039,426$1,076,539$1,202,588$1,311,924$1,374,616$1,404,572$1,452,716 General Merchandise Stores $3,604,051$3,258,536$3,028,507$2,998,936$3,110,365$3,186,897$3,239,571$3,277,075$3,008,658 Eating and Drinking Places $2,893,614$2,681,991$2,518,527$2,477,754$2,612,452$2,738,626$2,876,838$2,962,251$2,937,559 Other Retail Stores $6,218,929$4,719,754$3,985,797$3,840,683$3,991,103$4,303,219$4,520,575$4,599,032$3,612,357 Retail Stores Total $24,960,348$21,485,224$19,358,654$19,127,657$20,280,059$21,213,429$21,789,977$21,889,299$19,720,964 Sales per Capita in 2010 $ (d)2000 2001 2002 2003 2004 2005 2006 2007 2008 Motor Vehicles and Parts $2,953$2,521$2,217$2,127$2,183$2,193$2,144$2,085$1,571 Home Furnishings and Appliances $883 $685 $590 $540 $552 $551 $549 $542 $619 Building Materials $1,066 $974 $921 $924$1,061$1,068$1,080 $951 $786 Food Stores $633 $609 $577 $555 $545 $538 $530 $535 $504 Service Stations $1,085 $982 $858 $956$1,098$1,236$1,312$1,395$1,464 Apparel Stores $658 $625 $611 $629 $699 $758 $789 $802 $825 General Merchandise Stores $2,142$1,926$1,779$1,752$1,807$1,841$1,860$1,871$1,708 Eating and Drinking Places $1,720$1,585$1,480$1,448$1,518$1,582$1,652$1,691$1,668 Other Retail Stores $3,696$2,789$2,342$2,244$2,318$2,485$2,596$2,626$2,051 Retail Stores Total $14,835$12,696$11,374$11,175$11,780$12,252$12,513$12,499$11,196 Population 1,682,585 1,692,238 1,701,946 1,711,709 1,721,529 1,731,405 1,741,338 1,751,328 1,761,375 (a) Retail sales have been adjusted to 2010 dollars based on the Bay Area Consumer Price Index, U.S. Bureau of Labor Statistic s. At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with cautio n. Beginning in 2009, SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data presented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 population from decennial Census, and 2010 population estimate from Claritas.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 138 of 150 Appendix C-8: Califor nia Retail Sales Trends Sales in 2010 $000 (a) (b) (c)2000 2001 2002 2003 2004 2005 2006 2007 2008 Motor Vehicles and Parts $73,642,245$75,900,902$77,819,616$79,912,840$82,184,658$82,436,082$77,157,65273,870,970 55,052,561 Home Furnishings and Appliances$17,645,813$16,650,104$17,050,368$18,001,228$19,051,612$19,475,949$18,739,35817,451,059 17,360,769 Building Materials $32,201,355$33,046,559$34,232,032$36,580,862$43,119,528$44,417,809$42,916,84134,082,440 26,897,348 Food Stores $23,852,975$23,508,143$23,108,197$23,130,272$23,023,767$23,664,615$23,569,58523,441,943 21,706,335 Service Stations $32,725,704$30,753,380$29,176,773$33,030,343$38,043,921$43,195,866$46,978,93749,141,160 52,503,918 Apparel Stores $16,677,991$16,720,376$17,106,352$18,091,201$19,692,408$20,958,227$21,376,11021,766,676 22,327,906 General Merchandise Stores $59,494,013$58,935,268$59,121,960$60,246,539$62,640,249$63,603,573$63,887,55662,513,093 56,955,574 Eating and Drinking Places $46,035,129$46,019,714$46,432,224$47,731,290$50,255,519$51,983,992$53,069,31353,914,527 52,540,412 Other Retail Stores $70,385,615$65,577,936$63,720,144$64,910,580$68,645,636$71,181,970$71,718,41367,744,788 55,330,512 Retail Stores Total $372,660,839$367,112,382$367,767,667$381,635,156$406,657,299$420,918,084$419,413,765$403,926,655$360,675,335 Sales per Capita in 2010 $ (d)2000 2001 2002 2003 2004 2005 2006 2007 2008 Motor Vehicles and Parts $2,174$2,220$2,254$2,293$2,336$2,321$2,151$2,040$1,506 Home Furnishings and Appliances $521 $487 $494 $516 $541 $548 $523 $482 $475 Building Materials $951 $966 $992$1,050$1,225$1,250$1,197 $941 $736 Food Stores $704 $687 $669 $664 $654 $666 $657 $647 $594 Service Stations $966 $899 $845 $948$1,081$1,216$1,310$1,357$1,436 Apparel Stores $492 $489 $495 $519 $560 $590 $596 $601 $611 General Merchandise Stores $1,756$1,723$1,712$1,729$1,780$1,790$1,781$1,727$1,558 Eating and Drinking Places $1,359$1,346$1,345$1,369$1,428$1,463$1,480$1,489$1,437 Other Retail Stores $2,078$1,918$1,846$1,862$1,951$2,004$2,000$1,871$1,514 Retail Stores Total $11,002$10,735$10,653$10,950$11,557$11,849$11,695$11,156$9,868 Population 33,873,086 34,196,883 34,523,776 34,853,794 35,186,966 35,523,323 35,862,895 36,205,713 36,551,809 (a) Retail sales have been adjusted to 2010 dollars based on the California Consumer Price Index, from the CA Dept. of Industr ial Relations, based on data from the U.S. Bureau of Labor Statistics.At the beginning of 2007, SBOE made some minor changes to their classification system, thus year-to-year comparisons with previous years should be made with caution. Beginning in 2009,SBOE made major changes in their classification system, such that comparisons with the data here cannot be made. 2009 data pre sented in a separate table.(b) Analysis excludes all non-retail outlets (business and personal services) reporting taxable sales.(c) A "#" sign indicates data unavailability for the category due to SBOE confidentiality rules that suppress data when there are four or fewer outlets or sales in a category dominated by one store. Suppressed sales have been combined with Other Retail Stores.(d) Per capita sales calculated based on sales divided by population. Population for each year has been estimated by assuming a constant annual growth rate from 2000 through 2010. 2000 population from decennial Census, and 2010 population estimate from Claritas.Sources: 2000 and 2010 U.S. Census; State Board of Equalization; CA Dept. of Industrial Relations; U.S. Bureau of Labor Statis tics; BAE, 2011.
North Forty Specific Plan Market Study and Business Development Strategy Page 139 of 150 Appendix D: Leakage Analysis Detail Los Gatos Unadjusted Baseline PerEstimatedEstimated A djusted Baseline Annual2010 Total Annual Injection/C ap i ta R eta il S a l es (a )SalesResidentPer Capita Retail Sales R eta il S a l es i n $000 (d )TotalPer Capita Leakage A EstimatedEstimated djustorExpenditureEstimatedEstimatedEstimatedEstimated SalesResident Injection/Injection/as % of A djustorSalesResidentSalesResident )Potential Store Categor (Leakage)(Leakage i n A rea E xpen di tures (a )(b)y (c)(c)in AreaExpendituresin AreaExpenditures Sales Motor Vehicle and Parts Dealers $8,514 $3,41664%92%$5,485$3,133$161,339$92,148$69,191$2,35275%Home Furnishings and Appliance Stores $1,333 $1,397122%88%$1,631$1,227$47,964$36,100$11,864$40333%Bldg. Matrl. and Garden Equip. and Supplies $650 $1,34373%90%$477$1,215$14,043$35,723 Food and Beverage Stores $6,496 $2,63394%99%$6,097$2,612$179,336$76,836 Health and Personal Care Stores $2,393 $884100%100%$2,404$884$70,701$26,001$44,700$1,520172%Gasoline Stations $1,778 $1,12286%88%$1,523$983$44,782$28,923$15,858$53955%Clothing and Clothing Accessories Stores $1,607 $1,390102%96%$1,640$1,337$48,247$39,330$8,917$30323%Sporting Goods, Hobby, Book, and Music Stores $615 $459104%97%$640$447$18,819$13,141$5,678$19343%General Merchandise Stores $34 $1,99699%99%$34$1,983$999$58,322 Miscellaneous Store Retailers $1,026 $47388%96%$898$455$26,420$13,389 Food Services and Drinking Places $4,206 $2,52897%99%$4,074$2,508$119,818$73,758$46,060$1,56662% Total $28,653 $17,641 $24,903$16,784$732,467$493,672$238,795$8,11948%Market Area $000 ($21,680)($737)-61%$102,500$3,485133%($57,323)($1,949)-98%$13,031$44397%Unadjusted Baseline PerEstimatedEstimated A djusted Baseline Annual2010 Total Annual Injection/C apita Retail S ales S ales in $000 SalesResidentPer Capita Retail Sales Retail (a )(d )TotalPer Capita EstimatedEstimated Leakage A djustorExpenditureEstimatedEstimatedEstimatedEstimated as % of SalesResident Injection/Injection/A djustorSalesResidentSalesResident )Potential Store Categor (Leakage)(Leakage in Area Expenditures (a )(b )y (c)(c)in AreaExpendituresin AreaExpenditures$000 Sales Motor Vehicle and Parts Dealers $3,028 $2,72492%92%$2,776$2,498$1,682,675$1,513,989$168,686$27811%Home Furnishings and Appliance Stores $1,054 $1,09288%88%$925$959$560,862$581,031 Bldg. Matrl. and Garden Equip. and Supplies $1,022 $1,05390%90%$924$953$560,238$577,276 Food and Beverage Stores $2,194 $2,26499%99%$2,177$2,246$1,319,441$1,361,405 Health and Personal Care Stores $659 $720100%100%$659$720$399,097$436,516 Gasoline Stations $1,005 $96088%88%$881$842$534,082$510,114$23,96 $405%Clothing and Clothing Accessories Stores $970 $1,13096%96%$933$1,087$565,599$658,592 Sporting Goods, Hobby, Book, and Music Stores $428 $36397%97%$417$354$252,796$214,317$38,47 $6318%General Merchandise Stores $1,327 $1,66599%99%$1,318$1,654$798,972$1,002,377 Miscellaneous Store Retailers $337 $38496%96%$324$369$196,399$223,713 Food Services and Drinking Places $1,876 $2,12399%99%$1,860$2,106$1,127,384$1,276,097 Total $13,899 $14,477 $13,196$13,787$7,997,544$8,355,427 All sales and leakages are in 2010 dollars.(a) Estimated unadjusted actual per capita sales from Table 14.(b) Estimated expenditures per capita sales are derived from Claritas/Nielsen RMP Opportunity Gap Report, adjusted to account for local expenditure patterns in Santa Clara County. These levels of consumer potential are assumed as a benchmark against which to compare actual sales. Sales assumed to be "leaking" from the area if that area has per capita sales below benchmark sales. Per capita calculated based on 2010 population per the U.S. Census:2010 Los Gatos Population:29,413 2010 Market Area Population:606,056 (c) Sales levels in the Town of Los Gatos have been adjusted based on full-year 2010 taxable sales data in comparison with 200 8 data. Estimated resident expenditure potential has been adjusted based on changes in retail sales nationally as reported by the Annual Retail Trade Survey published by the U.S. Census Bureau. As noted some secto rs show greater declines than others. Since comparable data for 2010 were not available for the Retail Trade Area, the national adjustment figure has been used for both estimated sales in the area and esti mated resident expenditures by residents of the area. To be conservative, the adjustment factor from the national data has been capped at 100%. See Appendix E for details.(d) Total sales = adjusted sales/expenditures per capita times area population.Sources: 2010 U.S. Census; CA Department of Industrial Relations. U.S. Bureau of Labor Statistics; U.S. Census of Retail Trad e, 2007; 2007 & 2008 Zip Code and County Business Patterns; Annual Retail Trade Survey, U.S. Census; Claritas/Nielsen; BAE, 2011. ($20,169)($33)-3%($17,038)($28)-3%($41,963)($69)-3%($37,419)($62)-9%8 ($92,993)($153)-14%9 ($203,405)($336)-20%($27,314)($45)-12%($148,714)($245)-12%($357,882)($591)-4%
North Forty Specific Plan Market Study and Business Development Strategy Page 140 of 150 Appendix E: Retail Sales Potential Adjustment Factors Retail Sales in the United States Los Gatos in millions Per CapitaExpenditureSales Uninflated (a)Inflation-Adjusted (b)Inflation-Adjusted (c)A djustment A djustment 20082010 2008201020082010 Factor (d)Factor (e)Motor Vehicle and Parts Dealers $788,688$744,268$798,773$744,268$2,626$2,40892%64%Home Furnishings and Appliance Stores $208,782$188,700$211,452$188,700$695$61188%122%Bldg. Matrl. and Garden Equip. and Supplies$305,085$283,970$308,986$283,970$1,016$91990%73%Food and Beverage Stores $571,245$583,306$578,549$583,306$1,902$1,88799%94%Health and Personal Care Stores $246,976$262,978$250,134$262,978$822$851100%100%Gasoline Stations $502,469$453,252$508,894$453,252$1,673$1,46788%86%Clothing and Clothing Accessories Stores $216,087$213,872$218,850$213,872$719$69296%102%Sporting Goods, Hobby, Book, and Music Stores$84,323$84,474$85,401$84,474$281$27397%104%General Merchandise Stores $596,541$609,816$604,169$609,816$1,986$1,97399% na Miscellaneous Store Retailers $113,170$112,062$114,617$112,062$377$36396%88%Food Services and Drinking Places $456,568$465,977$462,406$465,977$1,520$1,50899%97%$4,089,934$4,002,675$4,142,230$4,002,67513,61812,952 (a) From U.S. Census Bureau Monthly and Annual Retail Trade Survey Data.(b) 2008 data have been inflated to 2010 dollars using U.S Consumer Price Index for All Urban Consumers.2008-2010 inflator:1.012787 (c) Per capita based on inflation-adjusted total sales divided by total U.S. population as estimated in Table 1. Preliminary A nnual Estimates of the Resident Population for the United States, Regions, States, and Puerto Rico: April 1, 2000 to July 1, 2010 (NST-PEST2010-01). Release Date: February 2011. 2010 number does not vary significantly from official counts from 2010 Census .July 1, 2008 population:304,177,401 July 1, 2010 population:309,050,816 (d) Based on change in sales by category from 2008 to 2010. To be conservative, adjustment factor has been capped at 100%. F actor is used for both Los Gatos and RTA. For the RTA, since sales adjustment factor data are unavailable, the expenditure adjustment factor is also used for sales.(e) Based on change in taxable retail sales from 2008 to 2010.Sources: Monthly and Annual Retail Trade Survey, U.S. Census; U.S. Census Population Division; BAE, 2011.
Appendix F: List of Key Informants Lisa Porria Manager, Administrative Services Samaritan Medical Center Jean Altman Manager, Guest Services & G overnment Relations Officer El Camino Hospital Ronee Nassi Executive Director Los Gatos Chamber of Commerce Dianne Anderson Chair of the Board Los Gatos Chamber of Commerce Sloan Mukai Proprietor The Wooden Horse Toy Store Freddy Howell Proprietor Los Gatos Birdwatcher Bob Bortfield Proprietor Vintages – Estate Sale Antiques Sharon Sterling Broker Grosvenor Properties: Trader Joe’s Shopping Center (Not personally involved with North 40 project) Shahram Moussavi Broker Terranomics Properties: Old Town Center, Kings Court North Forty Specific Plan Market Study and Business Development Strategy Page 141 of 150
Doug Ferrari Principal Prime Commercial Properties: Los Gatos Shopping Center, Los Ga tos Village Square, New Town Shopping Center, various buildings in the downtown core James Chung Broker Terranomics Properties: 120 North Santa Cruz, 35 West Main Patty Steele Vice President Cornish & Carey Commercial Newmark Knight Frank North Forty Specific Plan Market Study and Business Development Strategy Page 142 of 150
Appendix G: Innovative Floor Plates for Large-Format Retailers Target | Chicago’s Uptown neighborhood Target opened in Chicago’s Uptown neighborhood in July 2009. The Wilson Yard development spans two blocks along North Broadway and includes a Target, a grocery store, smaller-scale retail, and two affordable rental apartment buildings. The Target site plan contains two floors of retail spanning 126,000 square feet. Parking is located underground. The Red line rail stops 0.2 miles from the store. The $151 million project involved eighteen financi ng sources and federal new market tax credits. Target also invested $33 million. Holsten Real Es tate Development Corp. de veloped the project. North Forty Specific Plan Market Study and Business Development Strategy Page 143 of 150
Walmart | Washington DC Walmart is preparing to open four stores in Washington DC over the next two years. One store, located at 1 st and H Street NW, is currently in planning stages. The design showcases a six-story building atop three levels of underground parking. The ground floor level contains 10,000 square feet of retail space for small, local retailers. Walmart will occupy 76,000-126,000 square feet on the 2 nd floor, which is considerably smaller than their standard 185,000 square super center floor plate. There will also be four stories of apartm ents above Walmart. The total complex will occupy over four acres. The proposed parking ratios are th ree to four spaces for every 1,000 square feet of retail. The site is located 0.4 miles from Union Station. The developers are JBG, JBGR, and Bennett Group. MV+A Architects of Bethesda, Maryland is the architect. North Forty Specific Plan Market Study and Business Development Strategy Page 144 of 150
Home Depot | New York City, Manhattan Home Depot first opened in New York City in 2004 and occupied the basement and ground floor level of two historic buildings. The architect unite d a pair of limestone buildings, and upgraded the 200 foot cast-iron façade. Home Depot takes up 106 ,000 square feet. The floor plan includes a 2-story loft-style interior with escalators to the basement level. Above Home Depot is 500,000 square feet of office space. Whole Foods @ Union Square | New York City, Manhattan Whole Foods opened in Union Square in New York City in 2005. It occupies 47,000 square feet within a 250,000 square-foot building. The store fronts a 3.5-acre park, and is located within a mixed-use district that includes office, residents, students, and a mix of retail types. The store spans three stories. Groceries are located in the basement level, and prepared foods and checkout North Forty Specific Plan Market Study and Business Development Strategy Page 145 of 150
counters are situated on the ground floor. Th e mezzanine level provides seating with large windows that overlook the park. Forever 21 (26,000 square feet), Filene’s Basement (92,000 square feet), and DSW (26,000 sf) are other retail tenants in the building, stacked ver tically above Whole Foods. Vornado Realty Trust bought the building in 1993, and put $46 million into its renovation. Best Buy, Container Store, Ace Hardware | Washington DC, Tenleytown This is an urban rehabilitation of an old Sears Roebuck building that had been abandoned in the 1990s. The developer, Roadside Development, converted the building into a mixed-use development called Cityline at Tenley, which ope ned in 2005. Ace Hardware occupies a below-grade space, and Best Buy and the Container Store are situated at street level. Luxury condominiums rise above the retail floors, and parking is provided underground. The condominiums were priced between $300,000 and $1 ,000,000. The site is located 385 feet from the Tenleytown metro stop. North Forty Specific Plan Market Study and Business Development Strategy Page 146 of 150
Lockwood Place | Baltimore Lockwood Place is a development that contains mixed-use office, retail, and parking located in downtown Baltimore by the Inner Harbor. The co mplex contains a multi-story office tower with 250,000 square feet of Class A office space. Adjacent to the office tower is a three-story shopping complex that covers 98,000 square feet. Best Bu y (37,000 sf) and Filene’s Basement (30,000 sf) are the anchor tenants, and there are a variety of smaller-scale restaurants. A 940-space structured parking garage is located at the back of the bu ilding. The project was developed by David S. Brown Enterprises and A&R Development. The site is located within the downtown in an urban location, and has harbor views. North Forty Specific Plan Market Study and Business Development Strategy Page 147 of 150
Appendix H: Hotel Market Overview, Market Area vs. Santa Clara County, 2005-Feb. 2011 (a) Historic Overview (2005-2010)Occupancy Rate A verage Daily Rate RevPAR (b)Room Demand (c)Market Market Market Market Yea r AreaCount y Diff.A reaCount y Diff.A reaCount y Diff.AreaCount y % Share 2005 66.5%62.6%4.0%$122$100$23$81$62$19414,3165,997,7546.9%2006 72.1%68.3%3.8%$133$108$25$96$74$22471,9376,414,2327.4%2007 75.0%69.9%5.2%$144$119$25$108$83$25491,1066,536,0687.5%2008 72.5%66.1%6.4%$148$124$24$107$82$25474,1646,170,7957.7%2009 64.5%57.9%6.6%$129$105$24$83$61$22421,8495,381,5617.8%2010 72.1%66.6%5.5%$127$105$22$92$70$22510,9126,228,9638.2%Current Market Overview (March 2010-Feb. 2011)Occupancy Rate A verage Daily Rate RevPAR (b)Room Demand (c)Market Market Market Market Month AreaCount y Diff.A reaCount y Diff.A reaCount y Diff.AreaCount y % Share Mar-1066.3%65.3%0.9%$126$106$20$84$69$1440,162519,1577.7%Apr-10 66.2%65.8%0.4%$125$104$21$83$68$1438,801505,8267.7%May-1076.0%68.7%7.3%$125$106$20$95$73$2346,086546,1098.4%Jun-10 80.3%73.0%7.2%$128$106$22$103$77$2547,082561,7708.4%Jul-10 77.1%70.9%6.3%$124$102$21$96$73$2346,754563,3818.3%Aug-1078.3%70.5%7.8%$127$103$24$100$73$2747,445560,9008.5%Sep-1078.7%70.2%8.5%$129$106$23$102$75$2746,141540,4928.5%Oct-10 80.6%73.9%6.7%$130$110$20$105$81$2348,839587,9218.3%Nov-1073.0%65.4%7.7%$129$109$20$94$72$2342,840503,5328.5%Dec-1062.1%52.5%9.6%$125$101$24$78$53$2437,655418,0839.0%Jan-11 64.9%61.2%3.7%$136$111$25$88$68$2039,327487,3918.1%Feb-1175.7%67.9%7.8%$137$113$24$104$77$2741,426488,0698.5%Daily Averages (d)Occupancy Rate A verage Daily Rate RevPAR (b)Market Market Market Day of WeekAreaCount y Diff.A reaCount y Diff.A reaCount y Diff.Sunday53.8%49.5%4.3%$128$105$24$69$52$17 Monday71.2%65.9%5.3%$143$119$23$102$79$23 Tuesday79.4%73.9%5.5%$145$122$23$115$90$25 Wednesday79.8%74.0%5.8%$145$122$23$116$90$26 Thursday71.0%65.1%5.9%$137$112$25$97$73$24 Friday 65.7%57.4%8.3%$116$94$22$76$54$22 Saturday66.8%58.2%8.6%$115$92$23$77$54$23 Total 69.7%63.4%6.2%$134$111$23$94$70$24 Notes:(a) Includes all hotels and motels in the Market Area and County that participate in Smith Travel Research's surveys. Figures do not represent a 100 percent count.(b) RevPAR, or Revenue per Available Room, is calculated by dividing total room revenue by the total supply of rooms for a give n period.(c) Room Demand represents the number of rooms sold over the course of a given time period, excluding complimentary rooms.(d) Daily Averages calculated over the last three years, from March 2008 to Feb. 2011.Sources: Smith Travel Research; BAE, 2011. North Forty Specific Plan Market Study and Business Development Strategy Page 148 of 150
North Forty Specific Plan Market Study and Business Development Strategy Page 149 of 150 y. Appendix I: Notes on Methodology for Retail Sales and Leakage Estimates BAE has developed point-in-time estimates of retail sales by six-digit NAICS 50 category, applying sales per employee data by NAICS from the 2007 Cens us of Retail Trade to generate estimates of total retail sales by category for 2008, the most rece nt data available at the time of analysis. It should be noted that these estimates should be considered as approximate, since the exact employment numbers for each store type are not available; instead, the published data group stores into an employment class size.51 However, the availability of SBOE and Economic Census data for the same general period (2007 or 2008) made refinements possible based on cross-checking the Zip Code-derived estimates against the other s ources and making adjustments accordingly, so these the figures should reasonably estimate the order of ma gnitude of overall retail sales by categor These estimates have the advantage over estimates based on taxable data in that all retail sales are included, so no adjustment factors are necessary to get from SBOE data to total retail sales. The disadvantage of these estimates is that the data are not as current as what SBOE can provide. It is important to note the data are from 2008, when the impacts of the housing market meltdown and recession were not yet at their peak. The leakage an alysis in this report adjusts these sales levels to take into account more current conditions, as shown in Appendix E. With respect to the taxable retail sales analysis based on State Board of Equalization data, it is extremely important to note that total taxable retail sales from the 2008 through 2010 Town data (e.g., Figure 8 and 11) are grouped somewhat differently, and thus cannot be compared to the 2000 through 2008 SBOE data. 50 The North American Industrial Classification System (NAICS) is a federally-direct ed system for classifying establishments by industry. 51 For example, one store size category in the Zip Code Business Patterns ranges from 25 to 49 employees; estimates are based on a central poin t in this range, since the exact number of employees is unknown.
North Forty Specific Plan Market Study and Business Development Strategy Page 150 of 150 Appendix J: Location of Formula Retail Businesses in the Downtown Core
North 40 Specific Plan DRAFT Last Modified: July 2, 2014 Appendix B - Tree List
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B-1 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Perimeter Trees Pinus Radiata Monterey Pine Y Minimal Full E 80'-100'25'-35'fast growing, can be susceptible to disease Populus Nigra Lombardy Poplar N Moderate Full D 40'-100'15'-30'fast growing, tough trees, rural character Sequoia Sempervirens Redwood Y Moderate Full, Partial E 70’-90'15'-30'plant 7’ min apart
B-2 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Orchard Trees Juglans Californica Hindsii California Black Walnut Y Full D 30’-60’30’-40’Bears fruit Malus Floribunda "Parrsi" Pink Crabapple N Moderate Full D 12'-20'12'-20'small flowering tree, bears fruit (not very edible) but nice form Prunus Blireana Purple Leaf Plum N Moderate Full D 40’25’pink blossoms, well drained soil, ornamental, no fruit Prunus Cerasifera Cherry Plum N Moderate Full D 10’-18’10’-18’pink blossoms, ornamental, no fruit
B-3 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Orchard Trees (continued)Prunus Kwansan or Aki Bono Japanese Cherry N Moderate Full D 40’25’flowering accent tree, formal shape, evokes orchard but no fruit Prunus Persica Peach N Moderate Full D 10’-18’10’-18’bears fruit Prunus Persica Nucipersica Nectarine N Moderate Full D 40’25’bears fruit Prunus Salicina Japanese Plum N Moderate Full D 10’-18’10’-18’bears fruit
B-4 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Orchard Trees (continued)Pyrus Calleryana Callery Pear N Moderate Full D 40’25’flowering, ornamental, no fruit Common Open Space Trees Acer ‘Sango Kaku’Coral Bark Japanese Maple N Moderate Partial, Shade D 15’-20’15’-20’Beautiful fall color Aesculus Californica California Buckeye Y Moderate, Minimal Full D 10’-20’+30’+male only, seeds are slightly toxic if ingested, drought tolerant Arbutus Menziesii Pacific Madrone Y Moderate, Minimal Full E 20’-100’20’-100’needs good drainage, beautiful bark
B-5 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Common Open Space Trees (continued)Cedrus Deodara Deodar Cedar N Moderate, Minimal Full E 80’40’Well drained soil Koelreuteria Paniculata Goldenrain Tree N Moderate Full D 20’-35’25’-40’Showy yellow flowers Lagerstroemia Species Crape Myrtles N Moderate, Low Full D 15’-25'20'-25'flowering specimen, nice branch structure, beautiful flowers
B-6 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Common Open Space Trees (continued)Liquidambar Styraciflua Sweet Gum N Moderate Full D 60'20'-25'fall color Liriodendron Tulipifera Tulip Tree N Moderate Full D 60'-80'40'fall color, tulip like flowers Magnolia Grandiflora Southern Magnolia N Moderate Full, Partial D/E 80'60'don't crowd, rich, well drained, neutral to slightly acidic
B-7 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Common Open Space Trees (continued)Magnolia Grandiflora "Little Gem"Dwarf Southern Magnolia N Moderate Full E 8’12'-15'neat small columnar tree, nice flowers, fragrance evergreen Magnolia Soulangiana "Stellata" Saucer Magnolia N Moderate Full, Partial D 12'-18'6'-12'flowering specimen, nice branch structure, beautiful flowers Malus Floribunda "Parrsi" Pink Crabapple N Moderate Full D 12'-20'12'-20'small flowering tree, bears fruit (not very edible) but nice form Pinus Canariensis Canary Island Pine N Minimal Full E 50'-80'20'-35'
B-8 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Common Open Space Trees (continued)Pinus Pinea Italian Stone Pine N Minimal Full E 40'-80'40'-60'develops into an umbrella Pistacia Chinensis Chinese Pistachio N Moderate, Minimal Full D 30'-60'30'-60'fall color, edible nuts Platanus Racemosa Sycamore Y Moderate Full D 30'-80'20'-50'tolerates heat and wind
B-9 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Common Open Space Trees (continued)Prunus Kwansan or Aki Bono Japanese Cherry N Moderate Full D 20’-25’20'-25'flowering accent tree, formal shape, evokes orchard but no fruit Quercus Agrifolia Coast Live Oak Y Minimal Full E 20'-70'20'-70'greedy roots, drops leaves in early spring Quercus Douglasii Blue Oak Y Minimal Full D 30'-50'40'-70'fall colors
B-10 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Common Open Space Trees (continued)Quercus Ilex Holly Oak N Minimal Full E 30'-60'30'-60'Quercus Lobata Valley Oak Y Minimal Full D 50'-70'50'-70'Quercus Suber Cork Oak N Minimal Full E 30'-60'30'-60'Zelkova Serrata Sawleaf Zelkova N Moderate Full D 60'60'good high canopy when trimmed
B-11 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Specimen Trees Acer Palmatum Japanese Maple N Moderate Partial, Shade D 20'20'beautiful fall color Betula Utilis Jacquemontii Himalayan Birch N Moderate Full D 40'20'Cercidiphyllum Japonicum Katsura Tree N Moderate Full, Partial D 40'25'fall colors Cercis Occidentalis Western Redbud Y Moderate, Minimal Full, Partial D 10'-18'10'-18'pink blossoms
B-12 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Street Trees Cinnamomum Camphora Camphor Tree N Minimal Full, Partial E 50'+60'some amount of litter Ginkgo Biloba Maiden Hair Tree N Moderate Full D 30'-50'15'-25'Laurus Nobilis Sweet Bay N Moderate, Minimal Full, Partial E 12'-40'12'-40'
B-13 Last Modified: July 2, 2014 North 40 Specific Plan appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Street Trees (continued)Liquidambar Styraciflua Sweet Gum N Moderate Full D 60'20'-25'fall color Magnolia Grandiflora Southern Magnolia N Moderate Full, Partial D/E 80'60'don't crowd, rich, well drained, neutral to slightly acidic
B-14 draft | May 2014 appendix B Appendix B - Tree List Botanical Name Common Name Native?Water Needs Sunlight Type Height Width Notes Street Trees (continued)Melaleuca Linariifolia Melaleuca N Minimal Full E 20'-30'20'-25'Tilia Cordata Little Leaf Linden Y Moderate Full D 30'-50'15'-30'tolerant of city conditions
North 40 Specific Plan DRAFT Last Modified: July 2, 2014 Appendix C - Young Adult, Senior, and Empty Nester Design Summary
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C-1 North 40 Specific Plan appendix C Last Modified: July 2, 2014 RESIDENTIAL CHARACTERISTICS FOR SPECIFIC DEMOGRAPHICS At the time of this Specific Plan, some of the unmet needs of the Town of Los Gatos include residential product types that respond to emerging needs of the senior, empty nester, and young adult population. The following is a summary of current trends associated with these demographics.GEN Y Gen Y - The generation born between 1981 - 1999 (13-31 years old) - now larger than the baby boomer generation.Gen Y residential/neighborhood design focuses on the wants and needs of the 20–30 year old. There are numerous articles written about Gen Y and the ways that new development can attract this demographic.Below is a summary of key points of what Gen Y is looking for in their living spaces and neighborhoods:• Smaller household sizes (more married couples without kids, more people living alone, and more single parents)• Smaller units with some larger units featuring loft characteristics • Loft characteristics include: Open floor plan; few, if any, bedrooms; unfinished character (exposed ductwork, brick; industrial look)• Affordable studio units with ample common areas for socializing • Denser neighborhoods - this generation is more ethnically diverse and more comfortable in denser housing alternatives • Urban/infill locations or suburban mixed-use neighborhoods as they seek more activity and a sense of place • Lifestyle amenities nearby: large coffee shops like Kreuzberg or Starbucks, entertainment, music, technology, theaters, restaurants, shopping, parks, nightlife, wine bars • Cultural activities • Walkable distance to services, activities, jobs, and transit • Lively and vibrant neighborhood • Amenities within living complex: common gathering areas, clubhouse, barbecue area, common gardens, fitness center, pool, hot tub, tanning beds, wine bar • Safe • Affordable • Stairs are acceptable as opposed to elevators • Architectural Design: flexible spaces (rooms that can be utilized for office, entertainment or sleeping) authentic, tall ceilings, environmentally friendly design elements, sunny protected plaza spaces, modern design elements, technologically advanced, environmentally efficient)
C-2 appendix C draft | May 2014 • Walkable neighborhoods with public transit • Affordable housing and services • Access to quality health care • Opportunities for continuing education, culture, and an active lifestyle • Access to passive open space and trails • Multi-generational settings BABY BOOMERS Baby Boomers - the generation born between 1946 - 1964 (48-66 years old)Residential design focused on attracting the ‘empty nester’ or move-down residential is a current trend for new development. The baby boomer generation is diverse and no one product type will suit their needs. Evidence suggests that as baby boomer households mature, a greater number of them will be interested in more housing options that are oriented towards smart growth principles, (a North 40 guiding principle in the 2020 General Plan). The trends suggest that baby boomers want:• Smart Growth developments in the suburbs. Despite speculation that a large number of maturing baby boomers will return to urban areas when they reach retirement age, the data suggests that only 11 percent of retirement-aged suburbanites have moved back to central cities. There is a greater tendency for baby boomers that are interested in being close to urban amenities to stay in the suburbs so there will be demand for Smart Growth developments in the suburban communities.• Luxury move-down units • On the luxury end, larger units ranging from 1,500 to over 2,000 sf; moderately priced housing could be smaller in size • Stacked flats • Elimination of stairs • Low-maintenance balconies/terraces instead of yards • Places where baby boomers can meet new friends, have a social life, live healthier, be close to essential services, and have low-maintenance housing. In a traditional retirement setting, the community center serves this purpose. In a smart growth setting a plaza, coffee shop, or bookstore will satisfy more sophisticated interests
C-3 North 40 Specific Plan appendix C Last Modified: July 2, 2014 DESIGNING FOR GEN Y AND BABY BOOMERS How does design attract Gen Y and Baby Boomers instead of families?There is an art to designing residential products to target certain generations. The desirable design characteristics are ever-evolving. Some current trends include:• Design of units (e.g., families want attached vs. detached units; yard vs. patio/terrace, direct access to yards vs. elevators – ease of access for riding a bike, playing outside, etc.)• Size of units – typically for both the Gen Y and Baby Boomers, the units are smaller than those required for families; however, there are some hip Gen Y loft products and higher-end Baby Boomer products designed with larger footprints.• Garage access – families prefer garages connected directly to homes (for storage, child safety, infant carrier, ease of access, unloading groceries, etc.)• Density - higher density products (stacked flats) are not good for families due to noise issues (children running and playing in flats)• Common amenities within complex (tot lots vs. wine bar)• Amenities in the locale (nightlife, personal service and recreation vs. schools, parks and grocery stores)
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North 40 Specific Plan DRAFT Last Modified: July 2, 2014 Appendix D - Los Gatos Sustainability Plan
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D-3 North 40 Specific Plan | draft appendix D Last Modified: July 2, 2014 LOS GATOS SUSTAINABILITY PLAN EXCERPTS TR-1a Emphasis on Pedestrian Entrances Measure TR-1a requires all new buildings, excluding single-family homes, to include a principal functional entry that faces a public space such as a street, square, park, paseo, or plaza, in addition to any entrance from a parking lot, to encourage pedestrian foot traffic.Action Items and Responsible Parties To implement this measure, the Town will amend the Municipal Code and Design Guidelines to include this requirement. New residential and nonresidential development, except for single-family homes, will be subject to this requirement, incorporating it either into the project design or as mitigation in the applicable environmental document pursuant to the California Environmental Quality Act (CEQA). In addition, the Community Development Department will review architectural plans for consistency with this measure.TR-1b Pedestrian or Bicycle Connections Measure TR-1b requires new projects, excluding single-family homes, to include pedestrian or bicycle through-connections to existing sidewalks and existing or future bicycle facilities, unless prohibited by topographical conditions.Action Items and Responsible Parties To implement this measure, the Town will amend the Municipal Code and Design Guidelines to include this requirement. New residential and nonresidential development, except for single-family homes, will be subject to this requirement, incorporating it either into the project design or as mitigation in the applicable environmental document pursuant to CEQA. In addition, the Community Development Department will review development applications for consistency with this measure.TR-4b Bicycle Facilities in Development Projects Measure TR-4b requires bicycle parking facilities and on-site showers in major non-residential development and redevelopment projects.Action Items and Responsible Parties To implement this measure, the Town will amend the Municipal Code to include this requirement. Significant new non-residential development and redevelopment will be subject to this requirement, incorporating it either into the project design or as mitigation in the applicable environmental document pursuant to CEQA. In addition, the Community Development Department will review development applications for consistency with this measure.TR-4b Bicycle Facilities in Development Projects Measure TR-4b requires bicycle parking facilities and on-site showers in major non-residential development and redevelopment projects.
D-4 appendix D draft | May 2014 Action Items and Responsible Parties To implement this measure, the Town will amend the Municipal Code to include this requirement. Significant new non-residential development and redevelopment will be subject to this requirement, incorporating it either into the project design or as mitigation in the applicable environmental document pursuant to CEQA. In addition, the Community Development Department will review development applications for consistency with this measure.GB-4 Solar Orientation Measure GB-4 requires that development reduce energy use through solar orientation by taking advantage of shade, prevailing winds, landscaping, and sun screens.RE-2 New Solar Homes Partnership Measure RE-2 requires that residential projects of six units or more participate in the California Energy Commission’s New Solar Homes Partnership, which provides rebates to developers of six units or more who offer solar power in 50 percent of new units and is a component of the California Solar Initiative, or a similar program with solar power requirements equal to or greater than those of the California Energy Commission’s New Solar Homes Partnership.RE-3 Renewable Energy Generation in Projects Measure RE-3 requires that new or major rehabilitations of commercial, office, or industrial development greater than or equal to 20,000 square feet in size incorporate solar or other renewable energy generation to provide 15 percent or more of the project’s energy needs.RE-5 Solar Ready Features Measure RE-5 requires that all new buildings be constructed to allow for the easy, cost-effective installation of future solar energy systems, where feasible.EC-1 Energy-Efficient Appliances and Lighting Measure EC-1 requires new development to use energy-efficient appliances that meet ENERGY STAR standards and energy-efficient lighting technologies that exceed Title 24 standards by 30 percent.EC-3 Energy-Efficient Outdoor Lighting Measure EC-3 requires that outdoor lighting fixtures be energy-efficient.EC-9 Heat Island Mitigation Plan Measure EC-9 directs the Town to develop a “heat island” mitigation plan that requires cool roofs, cool pavements, and strategically placed shade trees.EC-10 Heat Gain Reduction Measure EC-10 requires all new development and major rehabilitation projects to incorporate strategies to reduce heat gain for 50 percent of the nonroof impervious site landscape.WW-1 Water Use and Efficiency Requirements Measure WW-1 requires all water use and efficiency measures identified as voluntary in the California Green Building Standards Code for all new development.
D-5 North 40 Specific Plan | draft appendix D Last Modified: July 2, 2014 WW-3 Bay Friendly Landscaping Measure WW-3 requires new development to use native plants or other appropriate non-invasive plants that are drought-tolerant.OS-1 Community Garden and Urban Farm Sites Inventory Measure OS-1 directs the Town to identify and inventory potential community garden and urban farm sites, and develop a program to establish community gardens in appropriate locations. (We have a group that is pushing for community gardens at this site)OS-2 Garden Areas in New Development Measure OS-2 encourages significant new residential developments over 50 units to include space that can be used to grow food.
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North 40 Specific Plan DRAFT Last Modified: July 2, 2014 Appendix E - Discretionary Approval Table
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E-3 North 40 Specific Plan | draft appendix E Last Modified: July 2, 2014 Chapter Item Summary Development Review Committee Planning Commission Town Council 2 Mixed-use parking reduction Architecture and Site Review (A & S)2 Shared parking agreements Review and approval by Director of Community Development 2 North 40 Neighborhood identification signage (entry features - location and quantity)Architecture and Site Review (A & S)2 Specific Plan standards and guidelines exceptions Architecture and Site Review (A & S)2 Height exceptions (limited towers, spires, elevator penthouses…) as described in Chapter 2 Architecture and Site Review (A & S)2 Additional height allowances to the 35' or the 45' limits in the Transition District per Chapter 2 Architecture and Site Review (A & S) and Conditional Use Permit (CUP)2 Additional height for office (over 35') and hotel (over 45') uses located in Transition and Northern Districts per Chapter 2 Architecture and Site Review (A & S) and Conditional Use Permit (CUP)2 Final street frontage setbacks Architecture and Site Review (A & S)2 Reduced parking requirement for senior/affordable housing Approval by Director of Community Development if findin g s can be mad e 2 Tandem parking restriction per Chapter 2 Approval by the Director of Community Development 4 Street locations and dimensions Architecture and Site Review (A & S) 6 Development applications for new structures Architecture and Site Review (A & S)Minor Specific Plan Amendment Director of Community Development 6 Major Specific Plan Amendment Planning Commission Recommendation Town Council Approval Discretionary Approval Summary Table
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