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HomeMy WebLinkAboutStaff Report 3884 City of Palo Alto (ID # 3884) Policy and Services Committee Staff Report Report Type: Meeting Date: 6/11/2013 City of Palo Alto Page 1 Summary Title: Community Needs Assessment for Cubberley Community Center Title: Discussion and Consideration of Recommendation to the City Council on Whether to Complete a Needs Assessment Study for Cubberley From: City Manager Lead Department: City Manager Recommendation Staff recommends that the Policy & Services Committee recommend that the Council not conduct a needs assessment for Cubberley (and beyond) at this time. A more comprehensive review of needs may be warranted in the future. Background The City Council and the School District received the Final Report and Recommendations of the Cubberley Community Advisory Committee (CCAC) at a special joint meeting on March 14, 2013. The CCAC report was detailed and included reports from four subcommittees (School Needs, Community Needs, Facilities, and Finance) and 17 Recommendations (See Attachment A – Executive Summary). Among those recommendations the CCAC recommended: In the first five years of any lease extension, there should be a community needs assessment developed with professional support”. On May 13, 2013 the Council conducted a follow up discussion on the Cubberley Community Advisory Committee report. During the discussions, Council provided guidance to staff and shared perspectives regarding upcoming negotiations with the School District related to the Cubberley Lease and “Covenant Not to Develop” agreement. As part of its action, Council referred to the Policy and Services Committee discussion and recommendation to the City Council whether a needs assessment study should be completed for Cubberley, and if so what its design would be. City of Palo Alto Page 2 Discussion The CCAC discussed at length the idea of a community needs assessment during the nine months the CCAC was active. The Community Needs Subcommittee recommended, “To evaluate actual community needs, the City should contract for a professional community needs assessment”. The CCAC’s recommendation that a community needs assessment would be beneficial is predicated on the notion that the City and School District will engage in a master planning process for the future of Cubberley Center over the next five years. The community needs assessment is seen as a component in such a master planning process. Staff recommends against initiating a Community needs assessment at this time. First, there needs to be clarity about the scope of such a study and clearer definition of its purpose and effective outcomes. Most important however, is proper sequencing of staff efforts related to Cubberley and the CCAC recommendations. At this time there is not sufficient staff capacity to support such a potentially wide-ranging effort, especially as there is enough near term critical work that must take place relating to the lease and covenant negotiations. There is more than enough effort required over the next six months relating to the lease negotiations. The CCAC report recommended a needs assessment as part of a subsequent master planning process for Cubberley. Staff is prepared to support a discussion at the Policy and Services Committee about the Needs Assessment recommendation. The Committee’s discussion about the parameters and possibilities that could result from a needs assessment can be a worthwhile discussion. However, the Committee should keep in mind that much of the CCAC discussion and the recommendation engender a potential scope that extends far beyond Cubberley and the capacity of that site and location. While those may be worthwhile, we must prioritize and sequence our efforts and resources. Staff recommends that such a discussion occur within the framework of next year’s budget and work plan, and as part of some other City strategic planning effort and context. As it relates to the Cubberley site, given current usage and demand, there appears to be plenty of “community need” to effectively utilize all the existing building and playing field space at Cubberley. Staff is in the process of doing some research related to community needs assessment methodologies and scopes, which will be reviewed with the City Manager sometime during the third quarter of this calendar year. Also, for purposes of discussion staff has also included the scope of services for the City of Palo Alto’s Parks and Recreation Master Plan (Attachment B), and the Parks and Recreation Commission Memo to Council in response to the CCCA Report (Attachment C). Attachments: City of Palo Alto Page 3  Attachment A - CCAC Report Volume I (PDF)  Attachment B - Parks and Recreation Master Plan RFP Scope of Services (DOCX)  Attachment C - Parks and Recreation Commission Memo to Council in Response to the CCAC Report (DOC) education child care dance seniors softball 35 acres. The last large piece of publicly owned land in Palo Alto. What will its future be? Cubberley Community Advisory Committee Report Volume 1 Executive Summary An opportunity CCAC Recommendations culture b’ball art meetings music theater soccer VOLUME I Contents Executive Summary An Opportunity & CCAC Recommendations CCAC REPORT EXECUTIVE SUMMARY Cubberley. One of the most critical and important issues facing the Palo Alto community ... and at the same time one of the greatest opportunities. Originally opened as a high school in the 1950’s, Cubberley was closed due to decreasing enrollment in 1979. Thanks to visionary collaboration between the City and the School District, the vacant high school was replaced by a community center that has grown in use and importance over the years, filling a key and central role in community life. Now Cubberley is again at a critical crossroads. The School District believes that Cubberley will be needed again as a high school, and this is a community where education has a very high priority. At the same time, however, our growing and changing population cannot afford to give up valued and essential community center services, and there are no available comparable locations. Without Cubberley, many of these services could be lost to the community. Based on extensive research and deliberation, this Committee believes that a modern, more efficient site design is feasible, and with such design the site can support both uses — as it must. We strongly recommend taking steps now to prepare for eventual joint use of the site to provide both the school and community programming that are key to our quality of life in Palo Alto. Although the Cubberley Community Center currently occupies the entire 35-acre site, the City only owns 8 acres; the remaining 27 acres are owned by School District, and leased to the City. Together, this 35-acre site is the last major plot of publicly owned land in the City proper, and its long term future use is critical to both community services and education. With the lease between the City and the School District expiring at the end of 2014, a near-term decision must be made about renewal — this decision will set the stage for choices about the long-term future and use of the site. VOLUME 1 ... page i ‘ ’ Two roads diverged in a yellow wood, And sorry I could not travel both ...... Somewhere ages and ages hence: Two roads diverged in a wood, and I — I took the one less traveled by, And that has made all the difference. — Robert Frost This report of the CCAC — the Cubberley Community Advisory Committee — is the culmination of nine months of intense and dedicated effort by a diverse and representative committee of Palo Alto citizens seeking a win/win solution for the City and the School District. Our report is presented to both bodies with the strongest of recommendations that the City and School District work cooperatively to the end of achieving that win/ win outcome by planning for phased development to support co-location at Cubberley for the common good. A true synergy between both bodies working together could lead to opportunites not otherwise available to either. We recognize that this will not be easy, and that much work remains to be done, but the CCAC believes that this is a special opportunity for the community to come together and seize the opportunity to create a positive outcome that will create a better future for Palo Alto. The recommendations for the future of the Cubberley site that resulted from the CCAC process and effort are provided with a summary discussion in the Recommendations section of Volume 1 of this report. These recommendations reflect our basic belief that the community center function of Cubberley must be preserved. Given the School District’s expected need for a high school on the site at some future time, the CCAC recommends that that future be a shared City / School District use. A necessary first step toward achieving this end is for the City and School District to renew the Cubberley lease. But the CCAC unanimously agrees that such a renewal should be tied to a mutual commitment to use the renewal period to make concrete plans for long term sharing of the site. The CCAC believes that this shared use goal can be achieved to the betterment of the entire community — if the City and the School District work cooperatively together with the common goal of a shared use that will serve both the educational and community services of future generations of Palo Altans. This CCAC report is presented in four volumes. Volume 1 is a summary of the opportunity that Cubberley presents and of our recommendations for how to take advantage of that opportunity to create a positive reality for the future that will serve both community and educational needs. Volume 2 presents the reports of our four hard- working subcommittees: School Needs, Community Needs, Facilities, and Finance. The School and Community Needs reports underscore the great importance of both areas to community expectations and to the quality of life in Palo Alto, and include consideration of demographics. The Facilities report presents some exciting concepts about how the site might be used in a far more efficient and productive way to meet the needs of the community. The Finance report considers a number of financial issues associated with Cubberley’s long-term future, ranging from elements associated with the lease to funding options looking to the future. In considering the idea of a shared use of the site, the VOLUME 1 ... page ii VOLUME 1 ... page iii subcommittee work looked into what some other communities have done or are doing to achieve a similar goal. Volume 3 provides a wealth of background information, including the formation of the CCAC and a record of our meetings. Volume 4 is comprised of appendices including: CCAC minutes, master planning documents, City and School District financial outlook and budgetary information, joint use concepts, a CCAC briefing book, and tenant-related information. A very considerable community effort has been the basis for this report. The CCAC hopes that this provides a solid basis for the near-term decisions that must be made by the City and the School District ... and a strong beginning for a longer-term community effort with the City and the School District working closely and cooperatively together with the common goal of making the best and most complete future use possible for the very special community treasure that Cubberley has become. CCAC REPORT — VOLUME 1 Cubberley. An opportunity so important, so significant, and so far-reaching that it will profoundly impact future generations of the greater Palo Alto community. An opportunity so complex that its resolution will require leadership from both elected officials and involved members of the community. Achieving a positive resolution to an issue of this magnitude and import truly is a great opportunity. And, Palo Alto is a community with a history marked by problems that were faced and opportunities seized and solutions achieved that we benefit greatly from today. The last time Cubberley’s future was at risk, the City and School District forged a visionary partnership to serve the Palo Alto community by protecting the site and putting it to valued use that has endured for over 20 years. Today’s circumstances are putting that partnership to the test. This first volume of the CCAC report to the community presents a statement of the opportunity that Cubberley presents together with our recommendations for actions that we believe could lead to constructive solutions that will be our generation’s contribution to Palo Alto’s future greatness. An opportunity CCAC is the acronym for Cubberley Community Advisory Committee, but it could as easily be Community Conundrum About Cubberley. Because the decisions that must be made by the Palo Alto City Council and the Palo Alto Unified School District about Cubberley and which will determine its future present a complex and very difficult conundrum. The fundamental problem faced by the community can be summarized as this: Cubberley is a former high school which the School District thinks will be needed again as a high school at some undetermined time in the future — at the same time, since its closure as a high school, Cubberley has been transformed into a vibrant and irreplaceable community center, but in structures that were not designed to meet the facilities needs of today and which will require substantial additional investment to preserve. With the future of this last community asset of its kind under the cloud of these potential conflicting needs, a decision is pending about whether or not the City and School District should renew the lease, which has raised the question: can both of these community needs VOLUME 1 ... page 1 ‘’Before you attempt a solution, you must first define the problem. —Prof. Gene Webb, Stanford Business School be successfully served or will one advance at the expense of the other? Is a win / win outcome possible? Clearly, the City and the School District need to work together to achieve a win / win. This is the challenge which the community faces and which this CCAC report will attempt to address. The declared position of the School District is that they would like to keep the option open to use all 35 acres of the site for a high school at some yet to be determined future date. (It should be noted that this position was taken early on, without the context of site design options.) This requirement is not absolute, nor is the date that it could be absolute (estimates range from 15 to 25 years in the future), but current projections show increasing enrollment that will exceed the built-out capacities of the two existing high schools. A unique community property. Can we transform a problem into an opportunity? Cubberley comprises 35 acres ... 27 owned by the School District and 8 owned by the City. The owners are, of course, the citizens of our community. This 35 acres is the last large block of publicly owned land in the city proper. Cubberley’s unique, last-of-its-kind quality is that its location is in the core of the city with all the advantages of convenience, accessibility, and ease of meeting service and community needs that its location provides. The City and the School District are faced with a critical decision that must be made by the end of 2013 ... a decision that will significantly impact the future of this property and how it serves the citizens who own it. And that decision is the lease arrangement between the City and the School District that is up for renewal. Should this lease be renewed and if so under what arrangements for the amount of payment and conditions of use? And, what must be done during a renewal period to prepare for the best use of the site into the future? Many complex and daunting issues impact this decision and will be impacted by it. It is the equivalent of attempting to solve a mathematical equation with conflicting boundary conditions. But solve it we must! The dimensions of the problem that the City and School District must resolve include these critical elements: CCAC Report — An Opportunity VOLUME 1 ... page 2 l Potential use of the entire site for a future high school. The position of the School District is that they will eventually need all 35 acres. This require- ment is not absolute, nor is the date that it could be absolute (estimates roughly range from 15 to 25 years in the future). l Community services at Cubberley would be displaced and lost if all 35 acres were to be returned to use as a high school. The community services at Cubberley have grown to become an essential and vital component of, and major contributor to, Palo Alto’s highly regarded quality of life, and if the Cubberley facilities were not to be available many of these services would be lost forever to the community. Even if the City retains its claim on 8 acres, services would have to be consolidated into a much smaller footprint and facilities would have to be redesigned. l ABAG pressures for expanding housing in Palo Alto exacerbate the need for additional school and community services. To the extent that the ABAG housing recommendations for Palo Alto are accommodated, the resultant significant population increase will: (a) make the need for a full high school at Cubberley much more likely, while (b) also creating a greater demand for scarce public services which will be even more scarce if the community center is displaced by the high school use and thus, as noted above, lost to the community. l The financial environment today is very different from when the applicable leases were written. Both the City and School District financial environments today are very different from when the applicable leases were written and the funds for the leases were provided by the Utility Users Tax passed by the voters and incorporated in the City budget. The Cubberley lease income continues to be an important revenue stream for the School District, while the City has a structural deficit and sizable infrastructure and other needs — all with the Utility Tax income flattening. l Extant structures are 57 years old and deteriorating. Whichever the future use or uses, there is already a need for investment in the physical plant at Cubberley ... a need that will continue to grow the longer decisions regarding its future are delayed. l The layout of the current structures is a very inefficient use of the property. With land for public uses far more expensive and much less available than when Cubberley was built, any future use will require much more efficient facility design and land use. VOLUME 1 ... page 3 CCAC Report — An Opportunity l The City and the School District have different planning horizons. Whichever the future use or uses, there is already a strong need for investment in the physical plant at Cubberley ... a need that will continue to grow the longer decisions regarding its future are delayed. Accordingly, planning by both the City and School District needs to start now — and be long term. Decisions must be made about whether to continue investing in aging and costly facilities or instead to invest in a new, more efficient design that can serve the whole community well into the future. If the School District cannot commit to a future community center presence on the site, alternate locations will have to be purchased. Moreover, the School District would have to pay to reclaim the 8 acres owned by the City. l ‘Kicking the can down the road’ will have severe consequences. The issues associated with Cubberley are such that decisions delayed will inevitably lead to even more difficult problems in the future. In the absence of a solution to the Cubberley question, the property will inevitably continue to deteriorate, its use will become increasingly inefficient, and options for addressing the issue of its long-term use will be further constrained. l Availability of alternative parcels will diminish over time. Development pressures from growth-driven demand will generate other uses for the few parcels that might now be available for community services or education. And, because the rapid pace of development could leave the community with few if any options in the relatively near future, the time line for decisions is sooner rather than later. l Which services should be retained, expanded, or eliminated? Currently available data on the supply and demand for Palo Alto community services and programs are insufficient to inform a building program or to determine which should have a future at Cubberley and with what space requirements. l A cooperative, community-wide effort is essential to achieving a successful outcome. The future of Cubberley is a community issue, and its successful resolution will require the City and the School District to recognize that they both serve essentially the same community, which is an implicit mandate to work together to achieve a positive solution for all. Planning for Cubberley’s future is significantly complicated by the fact that the School District cannot know for certain now what its plans are for a high school use of the VOLUME 1 ... page 4 CCAC Report — An Opportunity Cubberley site. It could be for a full high school comparable to Paly and Gunn ... or for some kind of specialized high school ... or, if the population levels off instead of growing as currently projected, not used for a high school at all. Moreover, the time line for the School District knowing this ultimate need can only be characterized as some future time. This uncertainty is surely the basis for the School District’s desire to preserve their potential access to the entire 35 acres. The Community Needs Subcommittee Report (Volume 2) reviews the community services now at Cubberley, and for each includes a brief statement under the heading “If Cubberley were not available.” Taken together, these statements inform us that, due to the lack of alternative and / or affordable locations in Palo Alto, many of these services would be lost to the community or even, literally, be forced to completely shut down. Moreover, the longer we wait to determine their future at Cubberley, the fewer alternatives there will be for relocation. The ABAG mandate, to the degree that it becomes a reality, is the most significant factor that will influence the future of Cubberley. In a city that many feel is already at capacity, thousands of new housing units would significantly increase the pressure for expanded school facilities ... and at the same time the demand for services of the kinds offered at Cubberley. And, today, we do not know either the extent to which this mandate will be followed or the time line if it is. All of which make the decisions that must be made even more difficult. With parts of Cubberley dating back almost 60 years, it is not surprising that many of the structures are deteriorating and in real need of maintenance and upgrading. An uncertain future complicates the decisions to make needed investments in the physical plant, and the longer these decisions are delayed the more expensive and difficult they will become. The fact that the layout of the structures on the property is not efficient further complicates these decisions in the sense that it might make far more functional and financial sense to scrape and rebuild in a way that is a more efficient and effective use of the site. Planning for a future high school, community center, or shared use should begin now. Because completing any of those facilities has a planning horizon of 15 or 20 years or more, some construction can start sooner. Phased development would allow some of the site to be utilized during construction. “Kicking the can down the road” is clearly not a solution. In fact, it could have the VOLUME 1 ... page 5 CCAC Report — An Opportunity consequence of eliminating possible solutions and exacerbating the existing problems. For example, if a future high school use were to result in community services being displaced, the options for relocating those service in the Palo Alto community will be fewer ... or even non existent ... the longer it takes the community to come to grips with how Cubberley will be used in the future. In truth, even today there are very few such options, and state requirements presented via ABAG significantly impact those that are available. Another possible consequence would be to provide support for those who believe that the answer for Cubberley would be for the City to keep its 8 acres and develop that part of the site for community use, leaving the future of the other 27 acres to the School District to determine. This could, of course, proscribe many productive joint use outcomes together with efficiencies that could be gained through planning around compatible uses. And so, to find a solution that is to the benefit of all of the owners of the site, which is to say the entire community, the first problem that must be solved is to find a way for the City and School District to work cooperatively, in unison and partnership, on the same time line, and with a common goal. These and related issues have been reviewed and discussed in great deal by the four CCAC subcommittees: l School needs subcommittee ... Chaired by former Mayor Bern Beecham l Community needs subcommittee ... Chaired by former School District President Diane Reklis l Facilities subcommittee ... Chaired by Parks and Recreation Commission Vice Chair Jennifer Hetterly l Finance subcommittee ... Chaired by former Mayor Lanie Wheeler Each of these subcommittees did a prodigious amount of work and each did an excellent job of studying and understanding the issues and bringing recommendations forward for the full CCAC to discuss and act upon. Their reports are collected in Volume 2 of this CCAC Report, and each is an absolute must read. It was unanimously agreed that the CCAC lacked the time, resources, and expertise to perform the comprehensive needs assessment required to make detailed recommendations about programming for school or community use. Instead, this report, informed by the thoughtful deliberations of a diverse group of community and school representatives, analyzes the challenges and opportunities Cubberley represents and makes specific recommendations about the time line and policy priorities that should drive the development of a plan for Cubberley’s future. VOLUME 1 ... page 6 CCAC Report — An Opportunity —————— Clearly, the question “what to do about the future of Cubberley” is one that needs to be answered sooner rather than later, and equally clearly that answer needs to come from a united community working together in common purpose to the benefit of all. CCAC Recommendations The CCAC recommendations are of two kinds: (1) specific near term decisions that are required as essential components of the long term solution which will serve the best interests of the entire community, and (2) a number of decisions which we have identified as critical steps down a path which will enable the community to ultimately achieve a solution. As noted above, the need is great, the problem is complex, and an ultimate win / win solution will require the best efforts of a united community working together in common purpose. The CCAC researched and discussed the issues associated with Cubberley’s future at great length and in considerable depth. The extensive work of the four subcommittees is reported in great detail in Volume 2 of this report. These subcommittee reports contain and provide a great deal of information essential to understanding the issues and how those issue might be resolved: l School needs subcommittee ... working closely with the School District, the subcommittee’s report provides quantitative data and educational needs infor- mation that are the basis for the School District’s projections of their future requirements that Cubberley will be be needed to meet. l Community needs subcommittee ... the wide range of community services for which Cubberley is home are outlined, together with the possible fate of these services if Cubberley were not available. Their report demon- strates the needs that Cubberley fills for the community. The Community Needs Subcommittee is optimistic that the Cubberley site is large enough that a more efficient layout of buildings could create both the square footage currently VOLUME 1 ... page 7 CCAC Report — An Opportunity ‘’... if it can be thought, it can be done, a problem can be overcome. — E. A. Bucchianeri being used by community services and also high school buildings of similar square footage as Gunn or Paly. However, future shared use might not be able to accommodate all the services that are now served by Cubberley, particularly field sports including softball and soccer. The difficult problem of prioritization is one issue that we believe should and could be addressed by the planning process with professional help. Their report makes it very clear that currently available information about community services supply and demand is insufficient to enable long term prioritization of services and programs or to inform a future building plan. l Facilities subcommittee ... the comprehensive and creative report of this subcommittee analyzes the inefficiencies of the existing facility’s land use, building plan, energy use, and maintenance costs. The report shows how more efficient, modern building design could substantially improve efficiencies in all of these categories—making room for a 21st century facility to meet 21st century educational and community needs at Cubberley. Further, it shows that providing a co-located or shared facility eliminates the burdensome costs of purchasing land to build replacement community service facilities. l Finance subcommittee ... the financial and governance issues surrounding the potential future uses of Cubberley were studied by this subcommittee. With so many open questions about the future of Cubberley, no financing recommendations were made, The studies of this issue, which includes information from other Jurisdictions in somewhat similar situations provide a beginning for the recommended joint planning efforts to follow. The work of the subcommittees was reviewed and discussed by the full CCAC, and from those discussions the following broad major conclusions and recommendations emerged. Recognize that the Community Center function of Cubberley must be preserved As clearly demonstrated by the work of the Community Needs Subcommittee, and presented in Volume 2, the Cubberley Community has developed over the years as a vital and essentially irreplaceable home for a wide range of community services. The community clearly needs — and wants — most of these services. As reported by the Subcommittee, if displaced from Cubberley, many would be lost to the community. VOLUME 1 ... page 8 CCAC Report — Recommendations At the same time, the community also strongly supports education, which led the CCAC to the inescapable conclusion that we must .... Develop a shared community / school use The District’s current formal position on Cubberley is to preserve the possibility of reestablishing a high school on the site, potentially using all 35 acres, at some point in the future if needed to accommodate growth in the student population. Recognizing the inherent conflict between this School District need and the City’s need to maintain to the greatest degree possible the community service functions of Cubberley, and with the understanding that options for relocating these services are few and shrinking, the subcommittees looked into shared use models in other communities (see Finance Subcommittee Report) and into ways to make more efficient use of the Cubberley site (see Facilities Subcommittee Report). As described in Volume 2 and attachments to this report, shared use models do exist, and we came to the conclusion that this was a realistic goal. The Facilities Subcommittee analysis demonstrates that with a more efficient design of the site, over nine acres of usable space could be recaptured for structures and/or playing fields without using multi-story buildings. The promise of realizing such space efficiencies through redesign, even with only single story structures, underscores the shared use potential of the site (See Facilities Subcommittee Report, pages 10-13, and Appendix B). The first step toward developing a shared use future for Cubberley is to ... Renew the lease The strongly held view of the CCAC is that the School District and the City should renew the lease. We recognize that the terms and conditions for the new lease will be the product of negotiation, but the fact of its renewal will accomplish two critical immediate needs: (1) allow Cubberley to continue to provide the many community services for which it is now home in the short term, and (2) provide a defined period of time for the City and School District to do the planning needed to achieve a positive, long-term solution. As noted below, there was considerable discussion about whether the term of the lease should be five years or ten years, and what specific conditions the new lease would have to include to ensure that the City and School District ... Use the period of the lease renewal to develop a long range shared use plan, including professional support and expertise. The CCAC believes that time is truly of the essence relative to the need to develop a VOLUME 1 ... page 9 CCAC Report — Recommendations long term plan for the future of Cubberley, and accordingly that the first years of the renegotiated lease be used to develop a meaningful, substantive, and achievable long range plan for the shared use of the Cubberley facilities. Development of such a plan, sooner rather than later, will give the community the opportunity to address and resolve a myriad of complex and interconnected issues, including: upgrading existing facilities vs. renovation, the extent and location of any redevelopment, determining the most efficient arrangement and location of the City and School District 8 acre and 27 acre components of the site, development of concepts for maximizing the useful acreage by considering elements like multi-story buildings and underground parking, a detailed determination and projection of community needs for both services and education, determination of neighborhood traffic and other impacts of various use and development alternatives, and more — all with the assistance of professional experts who can bring wide experience with and understanding of these and related issues. It is clear that none of this can be achieved unless we ... Establish a cooperative working relationship between the City and School District to determine the future of Cubberley There has rarely been a local issue where it was more important for the City and the School District to work cooperatively together toward a common solution. A shared future use of the Cubberley facility presents significant challenges — and opportunities — and a successful outcome really will require a joint effort toward and commitment to achieving that success. There are many issues that are unlikely to be resolved if addressed by either the City or School District acting alone, including: financing of on-going operations, maintenance, planning studies, any redevelopment, and long-term operations; development of a functional layout and determination of uses that could effectively and efficiently serve a shared use future; creation of a management structure for joint use operation; and a wide range of decisions both near and longer term. —————— CCAC Recommendations Over the course of our work and deliberations, the CCAC took a number of specific votes on various propositions raised by the subcommittees and individual members. These votes are noted below in, with one exception, approximate chronological order. The exception was the question about the term of the lease, which was raised at more than one meeting, and which always resulted in a split vote. VOLUME 1 ... page 10 CCAC Report — Recommendations Term of the lease renewal While most CCAC votes on the issues considered were unanimous or close to unanimous, the question of what term to recommend for the new lease always resulted in a roughly evenly divided vote. The arguments for a shorter (5 year) lease typically revolved around the need to create pressure to get the long term planning done in a timely manner ... it was felt that a shorter lease would have the effect of “putting the collective feet of the City and School District in the fire” with some advocating completion and approval of such a long term plan as a condition for automatic extension of the lease beyond 5 years. Those who supported a longer term (10 year) lease suggested that this approach would provide needed stability for tenants, including making rental of available space (for example, when Foothill College moves out) more easily accomplished and incentivize tenants to pay for improvements to their space or to a maintenance fund; another argument for a 10 year lease was the suggestion that it would likely be 10 years or more before major renovations of the site would be undertaken. The pros and cons of these different lease periods should be carefully considered as the City and School District negotiate the lease extension which, regardless of period, we strongly believe should be accomplished. For example, a longer lease term between the City and School District allows the City to enter into longer term leases with their tenants, possibly producing higher rental rates. The following questions and issues were put to a vote of the full CCAC, and are presented as they were drafted during CCAC discussions and need to be considered in the context of the discussions at the time (as presented in fuller detail later). The formal recommendations are: VOLUME 1 ... page 11 CCAC Report — Recommendations A B It is the strong recommendation of the CCAC that the entire Cubberley site become a joint / shared City / School District use facility. Passed 17-0-0 The CCAC’s preferred option is, not just a shared parcel, but rather a truly integrated use of the site The City and School District should renegotiate a lease extension option with additional conditions. Passed 17-0-0 The conditions of the lease extension should reflect the changed circumstances and economics since the original leases were signed. VOLUME 1 ... page 12 CCAC Report — Recommendations C D E F G H I The current Covenant Not To Develop should be removed from a Cubberley lease extension. Passed 18-0-0 This recommendation should not be understood to imply deleting the dollars associated with the covenant. Child care should continue to be provided at school sites and is important to the community. Passed 18-0-0 This recommendation pertains to the overall existing Lease, not development of the Cubberley site. The CCAC wanted to emphasize the importance of continuing the arrangements for child care at school sites that currently exists. Operating costs should not be shared in a five year window. Passed 19-0-0 During the first five year lease period, all operations on site will be the City’s. Facility upgrades beyond routine maintenance should be negotiated. Passed 19-0-0 Currently the City pays for routine maintenance as determined necessary by the City. If the School District or City wants more extensive maintenance done, they should discuss sharing the costs. Capital expenses in the first five years of the lease extension should be shared. Passed 15-2-1 A site master plan needs to be developed in the first five years of any lease extension. Passed 18-0-0 In the first five years of any lease extension, there should be a Community Needs Assessment developed with professional support. Passed 17-0-1 J K L CCAC Report — Recommendations M N O As a condition of any lease extension or renewal, an MOU shall be developed within one year of its execution that determines how a Community Needs Assessment and Master Plan will be developed in the next five years. Passed 19-0-0 The City and the School District shall explore the possibility of expanding City / School District joint-use agreement models including the expansion of joint-use at City and School District facilities. Passed 20-0-0 Discussed in detail, it was agreed that it would be important for the City and School District to explore this issue for the benefit of our community, but was not suggested to be a part of the lease extension. As a condition of any lease extension or renewal, within one year of its execution near-term improvements to Cubberley shall be identified that can serve most, if not all, current and potential site uses (example: restrooms for playing fields). Passed 20-0-0 Any new leasing of the space should be done in the context of the MOU, Community Needs Assessment, and revised Master Plan Passed 20-0-0 The City and School District should further investigate alternative forms of governance and determine a governance structure for the joint use of Cubberley. Passed 14-0-0 A long-term master plan for Cubberley should not be a part of a 2014 ballot measure. Passed 20-0-0 It was generally agreed that the funding of site improvements at Cubberley is not compatible with a 2014 bond measure for reasons of time constraints and general uncertainties surrounding the project. VOLUME 1 ... page 13 P CCAC Report — Recommendations VOLUME 1 ... page 14 Q Phased construction should occur consistent with the MOU and Master Plan to minimize disruption to existing users. Passed 11-0-1 The City should not relinquish ownership of its 8 acres. Passed 13-4-0 While the School District would like flexibility to use the full 35 acre site, the CCAC’s work has demonstrated: (1) valued current use and likely increasing need for community center space; (2) that the purchase of alternate space is cost prohibitive and unlikely to enjoy the benefits of prime location and easy access by walking, bicycling, or transit; (3) successful examples of shared use in other communities and a variety of options for funding and governing a shared site; and (4) the feasibility of accommodating community center needs while still providing more, and more highly functional, space for school use than the entire current 35- acre facility offers.Planning for co-location and joint use of the whole site offers great potential for a win-win solution. Certainty about a long term City presence on the site facilitates that planning. —————— Please see Volume 3 for further insight to, and understanding of, these CCAC recommendations as provided by the minutes of our discussions, which understanding will, we believe, contribute to flexibility in the design and development of future phases. ATTACHMENT B City of Palo Alto Parks, Trails, Open Space and Recreation Master Plan Request for Proposals PROJECT DESCRIPTION The City of Palo Alto is requesting proposals to hire a consultant to prepare a comprehensive Parks, Trails, Open Space and Recreation Master Plan in response to the Capital Improvement Project (PE- 13003) adopted by the City Council for the 2013 Fiscal year. The City seeks a master plan document that is concise, user friendly and visionary with regards to the health and vibrancy of the city’s parks, trails, open spaces and recreation facilities/programs. The City of Palo Alto has (32) parks comprised of 187.15 acres and (4) open space preserves covering approx. 4,033 acres, along with a network of trails and recreational facilities. The master planning process will include a comprehensive inventory of all Palo Alto parks, trails, open space (developed areas only) and recreational facilities, an analysis of current and forecasted community recreations needs, a prioritization of needed renovation and improvement as well as implementation strategies. The consultant will work closely with City staff and the Parks and Recreation Commission (PRC), in preparing the Master Plan document. The Parks, Trails, Open Space, and Recreation Master Plan is to reflect Palo Alto’s strong commitment to providing high quality recreational activities for the community and will require the approval of the Parks and Recreation Commission and the City Council to gain adoption. OBJECTIVES The purpose of the Master Plan is to create a document that guides future maintenance and improvements to Palo Alto’s Park, Trails, Open Space and Recreation Facilities/Programs providing clear direction to City staff, the Parks and Recreation Commission the Planning and Transportation Commission and the City Council for short-term (2015), mid-term (2025) and long-term (2035) time frame. Specific items to include in the Master Plan, but not limited to, are: 1. Park Analysis/Assessment Study – Analyze and assess the current conditions of all of Palo Alto 32 Parks, 4 open space preserves (developed areas only such as picnic and parking areas, restrooms, boardwalks, etc.), trails (identify gaps in the current city trail plant) and recreation facilities (community gardens, gymnasiums, exercise rooms, basketball courts, pools, play fields, classrooms etc.). This assessment will include services and programs offered at Lucie Stern Community Center, leased and contracted public facilities such as Cubberley Community Center and Palo Alto Unified School District fields and courts. 2. Recreation Program and Services Analysis/Assessment Study - Analyze and assess the current recreation programs and services provided by the city, and identify opportunities and deficiencies for future recreation programs and services. 3. Demographic Analysis Study– Review and interpret demographic trends and characteristics of Palo Alto using available statistical information. Utilize the demographic information to project future park, trails, open space and recreational needs. ATTACHMENT B 4. Community Needs Study – Determine the communities interests and needs for the parks system through community meetings/outreach and surveys (examples include potential community interests in dog parks, skate parks, bocce ball courts, number of athletic fields, other types of recreational programing etc). 5. Capital Development Study - Identify and prioritize important capital improvement projects to consider in a short- term (2015), mid-term (2025) and the long-term (2035) capital improvement program. 6. Costs and Funding Sources Study - Identify probable costs and potential funding sources and mechanisms, including an evaluation of using park impact fees. SCOPE OF WORK TASK 1: Work Plan Prior to embarking on the tasks to be performed under this Scope of Work, the consultant will meet with City Staff to finalize a detailed work scope and schedule and identify all information to be provided. Meetings to Include: • City Staff review meeting of scope and schedule Deliverables  Work Schedule  Updated Work Scope (if necessary)  Identify relevant stakeholders TASK 2: City Policy and Standards Review The Consultant shall assemble and review all existing City of Palo Alto strategic planning documents to insure compatibility with the final Parks, Trails, Open Space and Recreation Master Plan recommendations. The consultant shall also conduct a meeting with City Staff to review current park conditions, maintenance practices, as well as city standards and policies, and to collect and utilize City staff’s existing documentation regarding park infrastructure. Meetings to Include: • Intra Department City Staff Meeting • Staff meetings to review findings Materials to be provided:  City Comprehensive Plan: To include the new and updated document  Park & Open Space ‘As-Built’ Plans  List of Recreational Services/Programs  Past Parks and Recreation Plans ATTACHMENT B  Baylands Master Plan  Fire Management Plan  City wide Trail Plan  City details and specifications  Cubberly Report  Golf Course Plan  Got Space Report  Airport Report  2011 Infrastructure Blue Ribbon Commission Report and associated park/open space condition assessment and list of Parks and Open Space Capital Improvement Projects scheduled for next 25 years.  2011 Bicycle and Pedestrian Transportation Plan TASK 3: Demographic Analysis The consultant shall analyze demographic trends in the region that may impact or affect the needs and demands on the Palo Alto parks, trails, open space and recreation system for the next 20 to 30 years. A demographic analysis report is to include an overview of all the major demographic elements that will impact Palo Alto’s park system, open spaces, trails, recreational facilities and recreational programs. The analysis should also identify underserved user groups including those with disabilities as well as dog owners. The method and approach proposed for analyzing and incorporating the information from the demographic study into the Master Plan should be detailed in the proposal. The report should reference current demographic information to establish a base line. Demographic studies to review:  City Demographic Information www.cityofpaloalto/data  City of Palo Alto Unified School district data  National Parks survey data Deliverables  Demographic Analysis Draft and Final Report TASK 4: Existing Parks, Trails, Open Space and Recreation Facilities and Programs Inventory/Analysis The consultant is to compile a comprehensive inventory & analysis of all parks, open spaces (developed areas only) , trails ( such as ADA compliance, gaps in trails to improve connectivity to park system) and programs and services offered by the existing recreation facilities. The inventory should include an analysis of the user groups and times of usage for all facilities. The consultant is also to inventory and analyze the city’s recreational programs as part of this task to determine the level of recreational needs currently being meet by the city and to identify those recreational areas that are lacking or not being served in Palo Alto. ATTACHMENT B This task is also to include the review and identification of potential locations to expand the cities recreational facilities, (including existing easements, parking lots , etc.) especially in areas of the community lacking in open space. Analysis should also be done that identifies potential revenue sources. The inventory and analysis is to include (for each individual park, trail, open space and recreational facility): 1. Locations – Update City Plan 2. Size & boundary 3. Use – Neighborhood or regional, peak use times, user groups 4. History – Provided by City (Location history, past renovation history and future planned improvments ) 5. Current Condition 6. Facilities – Inventory of all facilities (playgrounds, play filed, ball courts, pools, gyms, trails restroom, structures, parking capacity) 7. Recreation programs - Scheduled of programs throughout the year at each facility –Provided by City 8. Compliance with ADA requirements 9. Constraints - Consultant to identify the features that limit the full potential of the park or facility. 10. Opportunities – Consultant to identify opportunities to expand or enhance recreational opportunities (ex. Lighting) 11. Maintenance – Consultant to review with City & contracted maintenance staff including trash pickup 12. Park, trail, open space and recreational facility expansion – Consultant shall identify potential areas to expand using existing city-owned land. 13. Potential revenue sources – Consultant to identify areas of potential recreational revenue sources. 14. School Facilities – Consultant to review school playfield, gym and court facilities for potential use. 15. Identifying locations for a dog parks. 16. Identifying opportunities to increase sustainable practices. Meetings to Include: • City Staff • Maintenance review meeting • Palo Alto Unified School District review meeting (if deemed necessary per analysis findings) Deliverables  City staff review meeting agenda  Maintenance meeting notes  PAUSD meeting agenda (if deemed necessary per analysis findings)  Existing Recreations Facilities and Programs Inventory/Analysis draft and final Report ATTACHMENT B TASK 5: Gather & Assess Community Needs This task embarks on the community outreach process to solicit community input to assist with determining how Palo Alto parks, trails, open spaces and recreation facilities can better meet the needs of community. The community outreach and public input process will be integral to the Master Planning process. The consultant shall prepare a community outreach agenda and hold (4) community meetings and (2) Stakeholder meetings to gather input (Stakeholder groups to be identified by City Staff). The method and approach proposed for the community and stakeholder meetings should be discussed in detail in the proposal. The proposal should also discuss methods of attracting community involvement in the process from outside Palo Alto. The consultant shall prepare a study session presentation with the City of Palo Alto’s Parks and Recreation Commission to review goals and objectives of the Parks, Trails, Open Space & Recreation Master Plan Project and to gather input and feed-back from the commissioners. The presentation should include the information gathered from the community meetings. A sample community survey should be reviewed with the Commission at this time. A prioritized list of projects shall be developed with the community, stakeholders, and PRC that should be coordinated with the polling of the community for a potential infrastructure bond measure. Meetings to Include: • City Staff review community meeting agenda and presentation • (4) Community meetings • (2) Stakeholders meetings • PRC commission presentation Deliverables  Community Meeting Agendas  Community Meeting Report – one for each meeting  Stakeholders Meeting Agendas  Stakeholders Meeting Report – one for each meeting  Parks and Recreation Commission study session agenda & presentation  Parks and Recreation Commission study session report including a list and cost of potential projects over the short, medium and long-term  Community Survey Sample and final Draft for Parks and Recreation Commission Review TASK 6: Community Survey – Needs Assessment The consultant is to develop a web based city-wide community needs assessment survey to identify community needs and issues related to recreation/park programs and facilities. The survey should accurately represent a sampling of the community population, with a return rate sufficient to provide statistically-valid results. The survey will be used as a baseline to determine park and recreation needs and desires of the community. Vovici web-based survey software shall be utilized to construct the survey. A paper survey is to be mailed out to all Palo Alto residence advertising the web site survey, but ATTACHMENT B also allowing those without web access a chance to fill out a paper survey (paper survey information to be compiled by the consultant). The survey is to be bilingual and should use data gathered in the demographic study to determine the most appropriate language. A survey analysis report will be required to summaries the survey and it’s findings. The survey data is to be compiled in an electronic format that allows for cross tabulation comparative analysis. The method and approach proposed for developing and implementing the survey should be discussed in detail in the proposal. The survey shall be coordinated with the polling firm hired by the City for a future bond measure. Meetings to Include: • (1) City Staff survey review meeting Deliverables  Survey results  Survey analysis report TASK 7: Draft Parks, Trails, Open Space and Recreation Master Plan Report The Draft Parks, Trails, Open Space and Recreation Master Plan Report is to analyze all the data from the previous tasks and synthesize that information into a comprehensive Master Plan report . The consultant is to take into account current and future needs, conditions of existing facilities and cost of modifications in recommending how the current parks, trails, open space and recreational facilities should be maintained, modified or enhanced to serve short, medium and long range needs of the community. The recommendations and prioritization of recreational needs will be reviewed and discussed at a community meeting and with the Parks and Recreation Commission . The consultant is to work with city staff and the Parks and Recreation Committee’s Ad Hoc committee in preparing the draft Master Plan Report. The report should include a matrix that summarizes the findings for each park, trail, open space and recreational facility, in a clear a concise format. The method and approach proposed for developing the draft master plan should be discussed in detail in the proposal. Analysis Section The Report is to gather and summarize the analysis portion of the Master Planning process. This Section should include, but is not limited to:  Analysis, prioritization and assessment of the parks, trials, open spaces and recreational facilities.  City/Maintenance staff input  Demographic analysis  Community input  Stakeholder input  Community survey  Parks and Recreation Commission Input ATTACHMENT B Development Short, Medium and Long-Term Projects The Report is to include the identification of short, medium and long -term project for both standard renovations and installation of new facilities. This Section should include, but is not limited to:  Prioritized list of projects  Area where certain outdated or underutilized facilities should be redeveloped  New specialized facilities (skate park, dog parks, gymnasium, community gardens etc. ) should be considered  Playgrounds or facilities that are not in conformance with ADA standard  List areas of Palo Alto where park land or open space could be acquired  Parks that should be considered for size expansion  A timeline and budget to accomplish the goals of the Parks and Recreation Master Plan  Establish Capital Improvement project list  Establish cost analysis for all expansions and improvements that are recommended  Development of a priority matrices that assists in the selection of short, medium and long term improvements Management and Implementation Section The Report is to include a Management and Implementation section. This Section should include, but is not limited to:  Goal, strategies, priorities and action items  Identify areas of possible revenue generation  Identify potential sources of funding  Identify the responsible party or group for achieving the goals and objectives of the Master Plan  Identify items that will require additional staff time  Maintenance and improvements  Establish a time frame for accomplishing each task Meetings to Include: • (2) City Staff draft review • (2) PRC Ad Hoc Committee draft review • (1) PRC Meeting Deliverables  City Staff Meeting Agenda  City Staff study meeting report  Parks and Recreation Commission study session agenda & presentation  Parks and Recreation Commission study session report  Parks, Trails, Open Space and Recreation Draft Report TASK 8: Park Master Plans The Consultant is to create a site master plan (bubble diagram of proposed renovations/modifications) and a written summary for each individual park. Each site plan and summary shall identify: ATTACHMENT B  New facility or amenities  Potential for expansion: Size or facilities  Components to be removed  Site improvements  Other? Meetings to Include: • City Staff review of plans Deliverables  Site Master Plans TASK 9: City Boards , Commissions and Council Study Session The Consultant is to present the Draft Master Plan Report and Park Master Plans to the Cities Boards, Commissions and Council as a study session for input and feed-back. The method and approach proposed for presenting the draft master plan to the boards , commissions and council should be discussed in detail in the proposal. Meetings to Include:  Parks and Recreation Commission  Planning and Transportation Commission (Study Session)  Public Arts Commission (Study Session)  Historical Review Commission(Study Session)  City Council (Study Session) Deliverables  Meeting Agenda & Presentations  Meeting Summary Reports – one for each meeting TASK 10: Community Master Plan Review Meeting The Consultant is to present the Draft Master Plan Report and Site Master Plans to the Community for feed-back and input. The method and approach proposed for presenting the draft master plan to the community should be discussed in detail in the proposal. Meetings to Include: • (2) Community meeting Deliverables  Community Meeting Agenda  Community Meeting Report ATTACHMENT B TASK 11: Parks, Trails, Open Space and Recreation Master Plan Upon final comment by all City boards, commissions and council as well as the community the consultant is to revise the Draft Master Plan Report and Park Site Plans to reflect the input received. This revised document shall be finalized as the full Parks, Trails, Open Space and Recreations Master Plan. Upon its completion the consultant shall present the Master Plan to the Parks and Recreation Commission for their review and recommendation and to City Council for adoption. Meetings to Include:  Parks and Recreation Commission  City Council - Adoption of Plan Deliverables  Parks, Trails, Open Space and Recreation Master Plan (5 copies) PROJECT TIMELINE 1. Task 1: Project Kick off - March 2013 2. Task 2-5: (Data Collection & Analysis) Spring 2013 3. Task 5 –5 community meetings, 3 stakeholder meetings, 1 PRC meeting – Summer through Fall 2013 4. Task 6: Community Survey July 2013 – prioritize list of projects for potential bond measure 5. Task 7 & 8: Draft Master Plan Report & Plans Winter 2013/14 6. Task 9 & 10: Draft Master Plan Review Spring2014 7. Task 11: Parks, Trails, Open Space and Recreation Master Plan adoption Winter 2014 ATTACHMENT C 1 To: Palo Alto City Council From: Palo Alto Parks and Recreation Commission Date: April 23, 2013 Subject: Report of the Cubberley Community Advisory Committee _________________________________________________________________________________________________ The Parks and Recreation Commission fully supports the recommendations of the Cubberley Community Advisory Committee (CCAC). We specifically want to emphasize the importance of the following recommendations from the CCAC Final Report: A. “It is the strong recommendation of the CCAC that the entire Cubberley site become a joint/shared City/School District use facility.” Community Services make a vital contribution to Palo Alto’s quality of life and build developmental assets among all ages, both during and outside school hours. The co- location of school and community services on Cubberley’s large and easily accessible site offers a unique opportunity to coordinate facility design and programming to accommodate a combination of joint and shared use of the site. Such an outcome promises not only to maximize use of public resources, but also to realize an unprecedented integration of services for Palo Alto’s students and their families and community. We urge you to pursue it. I. “In the first five years of any lease extension, there should be a Community Needs Assessment developed with professional support.” We strongly support investment in a comprehensive community needs assessment with specific direction to look at city-wide public resources, including school sites, fields/gyms, and community centers, with an eye toward geographic distribution suited to needs, accessibility by walking, bicycling and transit and joint use opportunities. We know that community services are supported in both City and School facilities, but there is little, if any, coordination between the two and a dearth of usable data about what is provided where, to whom, and at what cost, and whether or how such programming serves the needs of the community. We advocated for a Long-Range Master Plan for Parks and Recreation because we believe that parks and recreation improvements should not be considered in an ad hoc, reactive way. Instead, investments should be prioritized based on a more holistic view of community needs and resources. Using dog parks as an example, the community might be served better if we understood the type and size of facility and the geographic area(s) of greatest need and likely to get the most use, and then sought the best arrangement to accommodate it - instead of trying to squeeze any dog park into whatever space we can find, when we can find it. ATTACHMENT C 2 Similarly, thoughtful programming for a large site like Cubberley should take into account an understanding of community needs throughout the city and how best to integrate that facility into the network of publicly supported services. While the scope of the Long-Range Master Plan for Parks and Recreation is necessarily limited by the budget allotted, it will provide an important first step toward understanding our current park and recreation needs and resources. What it will not do is evaluate the supply and demand for the full range of publicly supported community services in Palo Alto or forecast the future needs of our growing and changing population. A city-wide, comprehensive needs assessment will fill in those gaps and help both the School District and the City to plan for appropriate programming and flexible new spaces and to make informed decisions about whether to make long term investments in the preservation of specific Cubberley facilities. K. “The City and the School District shall explore the possibility of expanding City/School District joint-use agreement models including the expansion of joint-use at City and School District facilities.” Given our growing population and shrinking opportunities to expand facility resources, the need to maximize use of our existing facilities will only increase. With the information to be gleaned from a comprehensive city-wide needs assessment, the City and School District will be in a good position to identify compatibilities in facility needs and to coordinate and prioritize facility use, both School- and City-owned. This course should be pursued not only at Cubberley, but at all publicly funded facilities. Under the current model, both the City and individual school sites program their facilities with little consideration of the services provided by the other – and based on different guidelines and fee scales. Programming all public spaces in a more coordinated way could avoid unnecessary duplication of services, bring rental fees into balance, (based on type and quality of facility rather than who the landlord is), ensure that public spaces serve the local community, and exploit opportunities for cost efficiencies through cooperative maintenance and/or operations. Expansion of existing joint-use agreements (i.e., the field use agreement) and development of new joint-use models will lay the critical groundwork to support the current and growing needs of our community. Q. “The City should not relinquish ownership of its 8 acres.” As noted above, meeting the needs of our growing and changing local population will require more community facilities, not less. As such, we strongly support retaining City ownership of 8 acres at Cubberley, as it ensures that both the City and the School District have a vested interest in cooperative development of the site while also safeguarding flexibility to address changing needs in the future. ATTACHMENT C 3 Additional Comments: Covenant Not to Develop - The CCAC left it to lease negotiators to determine whether the funds associated with the existing Covenant Not to Develop would continue to flow to the School District in some way. We acknowledge that the School District relies on revenue from the Covenant in their annual budget and that the City also faces substantial demands on those General Fund resources. However, both agencies and the Palo Alto community also share a significant interest in a positive future for Cubberley. In light of the magnitude of the endeavor of comprehensive planning for shared use of Cubberley, we suggest that the City and the School District consider using those "Covenant" dollars to support the steps necessary to realize the vision of integrated school/community use of the site (including funding of such things as needs assessment, planning, design and development.) Athletic Facilities – The CCAC report highlights the potential for a severe impact on availability of fields and gyms for community use if the School District plans a high school with a full athletic program. We are aware that many Council members hope to soften that impact through development of additional field and/or gym space at the Baylands Athletic Center (BAC) complex. However, we think it bears emphasis that the BAC is far from an ideal location, particularly for youth sports, due to its remote location, separated from the community by high traffic corridors and dangerous and limited bicycle and pedestrian connections. As a result, we would anticipate primary access by automobile, contributing to increased traffic congestion and parking demand. We encourage you to work closely with the School District to consider other options either in addition to, or instead of the BAC, to meet community needs for field/gym space, giving safe and easy access primary consideration.