MISSION
The Strategic Plan is based on the City’s Mission Statement, which was developed through a comprehensive process that involved participation by the entire City staff and approved by the City Council. The City’s mission is: “Meeting the needs of our entire community through caring, professional and response services.”
NEEDS ASSESSMENT
SWOT Analysis
The following is a summary of the results of the SWOT Analysis prepared by City staff:
Strengths:
• Diversity
• A community supportive of the City's efforts to implement positive change to address needs
• Cohesive Management Team and Council
• Numerous City amenities, including a municipal airport, local hospital, river, golf course, fairgrounds, pool complex, theatre, and community college satellite campus • Mild climate
• Volunteerism from active groups, such King City in Bloom, King City Volunteer Fire Department, Sol Treasures, service clubs, and Young Farmers • Mobility, including freeway access, lack of traffic, ease of walking and biking, and bus service
• Central location and proximity to many desirable areas • Affordable housing relative to other central coast communities • Access to Pinnacles National Park
• Government services
• History and identity
• Good partnerships with other agencies, including School Districts, Fairgrounds and Hospital
Weaknesses:
• Perception of the City as unsafe
• Aging infrastructure
• Student test scores
• Wind
• Lack of revenue and staffing necessary
• High unemployment and limited job market
• Lack of available housing and existence of substandard housing 232
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• Lack of retail stores
• Remote location
• Deterioration of buildings
• Cultural segmentation
Opportunities:
• Potential to increase tourism due to proximity to wineries, Pinnacles National Park, ag tourism, and Steinbeck history
• 101 frontage properties available for development
• Cannabis tax revenues if permitted businesses open and are successful • Potential for increased airport utilization
• Potential for increased utilization of recreation facilities, San Lorenzo Park, campground, Fairgrounds, Golf Course, and Salinas River • Downtown revitalization
• Property available for development
• King City Community Power programs
• Competitiveness for grants due to needs and demographic data • Potential for increased benefits from Fort Hunter Liggett • Proposed Multi- Modal Transit Center project
Threats:
• City debt and future increases in pension costs
• Gentrification
• Increasing State mandates
• Lack of available housing
• Existence of gangs and potential return of crime
• Increasing construction costs
• Increased difficulty in attracting retail development due to on-line shopping • Potential for economic recession
• Costs to achieve ADA compliance
• Potential for flood
• Potential for damage from earthquake due to unreinforced buildings • Risk of being landlocked due to ag preserves
• Lack of water sources
• Infrastructure deficiencies
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Community Input
The City has conducted two extensive public opinion surveys that were distributed to every household – one in 2016 and one in 2018. Based on the results of both surveys, the items the community feels are most important to enhance include the following:
• Efforts to improve public safety
• Efforts to establish long-term financial stability
• Attraction of stores that provide more shopping options • Street lighting
• Enforcement of blighted and unsafe buildings
• Downtown revitalization
• Balance budget and repay debt
• Support for small business
• Street repairs and improvements
• Efforts to attract visitors to improve the local economy • Job creation
• Youth recreation programs
Planning Efforts
The City has prepared a number of plans over the past few years that have established long-range goals to address a number of different priority needs and issues in the City.
These include the following:
• Comprehensive Plan to End Youth Violence
• Wastewater Collection System Master Plan
• Wastewater Treatment Facilities Plan
• Downtown Streetscape Conceptual Plan
• Economic Development Strategy
• ADA Transition Plan
• Sidewalk Improvement Plan
• Pavement Management Program
The other critical planning document that serves an important role in a strategic planning effort is the City’s General Plan. While the City’s General Plan needs to be updated, there are a number of existing policies that should be considered in the Strategic Plan goals.
The Strategic Plan will assist the City in updating the General Plan by identifying areas where policies should be added or changed.
A review of the General Plan was completed in order to highlight policies that are particularly important to consider in development of Strategic Plan vision statements and long-range goals and strategies. Highlighted policies include the following:
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Land Use Element:
Policy 1.3.1 The City shall assure that adequate sites are available for development of both market rate housing and housing affordable to low- and moderate-income households, for the existing and projected population. Where appropriate, mixed use developments may be considered in order to foster economic growth and tourism while providing affordable housing opportunities.
Policy 1.3.2. The City shall assure that adequate sites are available for both new and existing commercial land uses to provide space for retail uses, business services, offices and visitor serving uses.
Policy 1.3.3. The City shall promote industrial land uses, particularly within the East Ranch Industrial Park, to take advantage of both existing and potentially new economic trends in the Planning Area, in order to expend the City’s economic base and provide jobs to its residents.
3. Commercial Land Use Goal: To provide adequate area for commercial land use to meet the service needs of residents, businesses and visitors and to encourage development of retail commercial, service commercial and highway related uses that are compatible with surrounding land uses.
Policy 3.2.1. Providing for the maximum flexibility in interpreting allowable uses under the zoning ordinance in order to encourage good retailing design and effective utilization of commercial property and shall encourage a mix of residential and commercial use where appropriate.
Policy 3.2.3. Allowing a mix of residential and commercial development within the First Street Corridor and Historic downtown. Residential development shall not exceed twentyfour (24) dwelling units per acre.
Policy 3.3.1. Commercial developments shall be designed and screened in an attractive manner and thereafter maintained so as to visually integrate the entire development with the surrounding environment and land uses.
Program 4.1.1.1. Businesses that support the local tourist industry, such as wine production facilities, will be encouraged.
Policy 5.1.3. Where appropriate, the City shall encourage large new commercial and industrial developments to provide open space and recreational opportunities for their employees to minimize the demand for public open space and recreational facilities.
Policy 7.12.1. The City shall encourage new public and private health care provides to locate their services in the City and existing facilities to expand and modernize their services consistent with the needs of area residents.
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Program 7.12.1.2. Hospital Special Policy Area: The City shall work with Mee Memorial Hospital and other property owners to prepare a Master Plan. This plan shall consider existing land use and circulations patterns, proposed hospital expansion and conversion plans, and potential commercial development. The primary objective of the Master Plan shall be to assure compatibility among existing and future uses; to enhance overall property values; to enhance the commercial development potential of the district; and to provide that ambient levels of traffic, noise and air quality shall be consistent with reasonable requirements of the hospital. The West Broadway Master Plan shall be used as a guide when planning the hospital.
Policy 7.13.1.4. The City shall solicit state open space, park and recreation, and access grants to acquire parkland and/or expand and develop the City’s existing park facilities.
Objective 8.1. Build an efficient, multi-modal transit center surrounded by mixed use developments to improve the quality of life, support economic vitality and reduce greenhouse gas emissions.
Program 8.1.1.3. Support mixed-use development near the MMTC, including low-income and agricultural employee housing.
Policy 8.1.1. The City shall consider adopting a transit district for the property located adjacent to the MMTC.
Circulation Element:
Policy 3.7 The City shall seek opportunities to enhance the gateway areas of the City and all key entry points for its neighborhoods. Where opportunities are presented, the City shall consider requiring developers to install identify signs, special paving for pedestrian cross walks, light fixtures, or landscape features to identify the entry or gateway function.
Policy 7.1. The City shall designate hiking and equestrian trail routes within its open space and conservation elements of the general plan. Routes to be considered shall include San Lorenzo Creek as well as the Salinas River.
Housing Element:
Goal 1. Provide New Housing Units Accessibly to all members of the community in accordance with the reginal fair share housing goals.
Conservation, Open Space & Safety Element:
Program 2.6.1.2. Consideration shall be given to development of recreational facilities, consistent with the riparian habitat of San Lorenzo Creek. These may include recreational 236
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trail that could ultimately connect the municipal park to the San Lorenzo Regional Park along the edges of San Lorenzo Creek and the Salinas River.
Economic Development Element:
Policy F The City will actively seek local expansion of vocational, business and academic/professional training opportunities through extension programs at CSU Monterey Bay and Hartnell College.
Policy G The City will prepare and implement an urban design plan to revitalize Broadway Street as a retail commercial corridor, and First Street as a mixed service commercial and retail commercial corridor. The downtown area should emphasize those uses the would contribute to a pedestrian oriented shopping atmosphere, such as restaurants, jewelry, clothing, fit stores and entertainment.
Policy H The City will strive to retain its position as the retail hub of south county. New retail development and shopping centers will be encouraged to locate within properly zone properties within the community.
QUALITY OF LIFE
Vision Statements
• To be a community based around family units that serves as a village supporting all families and people of all ages.
• To have a thriving, walkable, and beautiful downtown as a hub for activities. • To be a safe, welcoming community.
• To be a place where people can both live and work.
• To be a City that promotes healthy lifestyles.
Goals and Strategies
• Complete implementation of the Comprehensive Plan to End Youth Violence. • Expand the ProYouth After-School Program, including an increase in the number of elementary school students participating, as well as expanding programs to middle and high school students.
• Expand the citywide security camera system to include all parks and problem areas. • Complete implementation of the Downtown Streetscape Plan. 237
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• Design and develop the Downtown Plaza Project.
• Develop a citywide bike and pedestrian path plan with a component integrated with the historical De Anza Trail.
• Expand and implement the public art program, including the installation of wind sculptures and murals at key locations throughout the community. • Expand sports fields, playgrounds and recreation facilities through joint use and maintenance partnerships with the King City Union Elementary School District, the South Monterey County Joint Union High School District, and the Salinas Valley Fairgrounds.
• Promote and expand the Block Party Program and other activities to unite neighborhoods and the community.
• Continue and expand the partnership with King City in Bloom to promote ongoing beautification throughout the community.
• Increase lighting at park sites to increase safety and usage. • Implement an annual program of adding new street lights through funding from King City Community Power and a partnership with PG&E.
• Establish a City Street Tree Management Program, including regular trimming, maintenance and planting where missing segments exist.
• Increase pedestrian safety through a comprehensive intersection and crosswalk analysis and plan.
• Develop a homeless assistance program providing shelter options and services. • Establish a matching grant program for residents to improve City parkway strips. • Transition operation of the golf course to expand and focus on youth activities. • Incorporate a dog park in future park planning designs. • Establish a funding source to provide support for community groups and agencies providing services that assist the City in accomplishing its priorities and mission. • Establish a process and partnerships to work with all governing bodies on an ongoing basis (city, education, chamber, etc.) to establish and implement a common 238
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vision for the community that will serve as a basis for the operations of each of the agencies.
• Install an enclosure over one of the pools to provide year-round usage. • Encourage the development of community gardens.
• Establish a police officer position dedicated to bike and foot patrol, public outreach, and business relations.
• Develop a partnership with Mee Memorial Hospital to promote accessibility to healthy foods.
GROWTH AND DEVELOPMENT
Vision Statements
• To have future moderate and balanced growth constrained to an ultimate buildout that will continue to be served comfortably by one high school. • To facilitate growth that will maximize existing community assets, such as the hospital, airport, Fairgrounds and others.
• To pursue potential expansion of the City’s boundaries to the west, including investigating possible annexation of the Pine Canyon area and/or or other ways to strengthen the existing community connection.
• To encourage mixed use within the downtown and other targeted areas. • To address all different types and levels of housing needs. • To maintain a community with a “small town village feel” with limited stop lights, etc.
Goals and Strategies
• Increase development of new affordable housing projects by creating incentives, partnering with developers in accessing grant funding, and identifying and marketing available sites.
• Continue to promote and expand the Façade Enhancement Program. • Encourage the development of a Senior Assisted Living Facilities and other senior housing options by identifying site alternatives, seeking developers, and partnering on grant funding opportunities.
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• Prepare a comprehensive update of the City’s General Plan, including a feasibility analysis of growth opportunities of the City’s boundaries while maintaining the small town character of the City.
• Work with agricultural companies and property owners to promote development of agricultural employee housing projects.
• Promote the development of workforce development housing (teachers, public safety worker, public employees, health care, etc.) projects. • Coordinate with Fort Hunter Liggett’s growth plans to encourage an increase in their staff to reside, visit and be involved in the community. • Completed design and construction of the Broadway Street/San Antonio Drive roundabout project.
• Access grant funding and prepare a new Master Plan for the Mesa Del Rey Airport. • Work with Union Pacific and Amtrak to develop a train stop at the Broadway Street downtown extension.
• Assist the Salinas Valley Fairgrounds and County of Monterey with efforts to develop and implement a Master Plan for the Salinas Valley Fairgrounds, including building renovations, expansion and partnership on installation of a freeway welcome sign. • Develop a streamlined accessory dwelling unit (ADU) program to increase housing units.
• Design the Wastewater Treatment Plant with a capability to expand to accommodate service to Pine Canyon.
• Work with property owners to prepare a development plan for the vacant properties at the southern area of the City to include:
o Hotel facility adjacent to the Salinas Valley Fairgrounds; o Travel center adjacent to the interchange;
o Housing adjacent to the Golf Course; and
o Regional retail and other attractions along Highway 101. • Utilize affordable housing in-lieu fees to assist in funding renovations of mixed-use buildings.
• Maximize the R-4 zoning districts to allow more intense usage. 240
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LOCAL ECONOMY
Vision Statements
• To attract businesses and programs that will promote “living wage” jobs. • To continue to be a successful agricultural community by maintaining and expanding support for agriculture employers and employees. • To support emerging industries, including cannabis, health services, wineries, tourism, and others.
• To leverage the new cannabis industry development to attract other ancillary businesses and investment.
• To maintain a diversity of businesses within the industrial areas. • To meet the evolving retail and service needs of the community.
Goals and Strategies
• Encourage restaurants, sports bars and other activity oriented businesses in the downtown.
• Implement comprehensive tourism marketing program.
• Facilitate and encourage development of a new hotel.
• Encourage wine tasting and other businesses in downtown linking King City to the Monterey County wine region.
• Establish a comprehensive workforce training program focusing on vocational skills, including apprenticeships, internships, vocational and certificate programs. • Partner with the King City Union Elementary School District, the South Monterey County Joint Union High School District, and Mee Memorial Hospital to design efforts to help address their employment needs.
• Partner with the Chamber of Commerce and Agriculture, non-profits and other Salinas Valley agencies to provide specialized training programs for start-ups, small businesses, and independent contractors and consultants. • Coordinate with local cannabis businesses to identify and attract ancillary businesses through appropriate zoning, regulation and outreach efforts. 241
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• Preserve areas for non-cannabis business needs through zoning restrictions, including limits on cannabis cultivation permits.
• Establish standards and outreach efforts to attract hemp manufacturing and related businesses.
• Construct wind and solar generation facilities through King City Community Power. • Establish on-line drop off options and other online sales incentives designed to enhance local collection of online sales tax revenues.
• Increase high speed, fiber optics capacity throughout the City. • Identify businesses that may directly serve Fort Hunter Liggett and Camp Roberts, such as USAA.
• Coordinate City planning efforts with Mee Memorial Hospital to ensure long-range needs of the hospital are met to ensure future success. • Establish a future outdoor mercado on First Street adjacent to the Multi-Model Transit Center.
CITY FINANCES
Vision Statement
• To maximize fund balances and revenues to achieve long-term stability and resiliency.
Goals and Strategies
• Eliminate General Fund debt.
• Establish a Reserve Policy to maintain a minimum of 20% of the General Fund with a goal to reach 50%.
• Explore revenue enhancement options, including:
o Increased tax revenues from Highway 101/1ST Street Corridor business expansion;
o Options to ensure new development projects are revenue neutral (CFDs); and o Transient Occupancy Tax (TOT) rate increase.
• Maintain focus of budget on established major priorities. 242
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• Ensure full cost recovery of permit processing services/fees for development projects.
• Continue to utilize contract services options to maintain resource flexibility. • Maximize grant funding options.
CITY FACILITIES, SERVICES AND INFRASTRUCTURE
Vision Statements
• To maintain City facilities and services that support healthy lifestyles. • To continue a systemic approach of maintaining and expanding the City’s infrastructure, major assets and facilities.
Goals and Strategies
• Maintain and expand the annual street improvement program based on the Pavement Management Plan with a goal of upgrading all streets to a condition necessary to maintain in the future with ongoing slurry seal or microsurfacing treatments.
• Implement the Sidewalk Improvement Plan.
• Implement the Wastewater Collection System Master Plan. • Implement the Wastewater Treatment Facilities Plan.
• Prioritize and address deficiencies identified in the ADA Transition Plan based on those items that provide barriers to access and are utilized by the public and/or employees on a regular basis.
• Develop a Fixed Asset Depreciation and Replacement Schedule. • Renovate the Skate Park.
• Expand the Employee Training and Development Program. • Address administrative, facility and equipment needs of the Fire Department necessary to support the successful continuation of the volunteer fire services model.
• Increase staffing to a level necessary to maintain ongoing core services. 243
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• Assess and address priority information technology (IT) needs identified by departments necessary to address major service and efficiency goals.
REVIEW AND MONITORING
Each 2-year period, the 20-Year Strategic Plan will be reviewed based on feedback from the biennial community survey and other efforts to assess changing needs. Amendments may be recommended at that time, and items will be reprioritized for consideration of funding in the 10-Year Long-Range Financial Plan and Biennial Budget. A report on progress will be submitted to the City Council during the budget goal setting process. 244
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CAPITOLA CITY COUNCIL MISSION STATEMENT
MISSION
The mission of the Capitola City Council is to represent the community and establish policy to provide the highest quality services to our residents, visitors and businesses.
VISION
The City Council’s vision is for the City of Capitola to be the most desirable place to live, work and play.
VALUES
❖ We value the quality of life in Capitola and are committed to maintaining and enhancing the unique character or our City.
❖ We value an environment that creates the maximum opportunities for success.
❖ We value an accessible, participatory and responsive government.
❖ We value the preservation of our natural environment and resources through responsible land use planning.
❖ We value our cultural and historical heritage.
❖ We value ethical and professional conduct.
❖ We believe in fostering a sustainable community
❖ We believe in ensuring a safe community
In performing our mission, attaining our vision and adhering to our values, we will first look to our core values: Upholding the Public Trust, Practicing Sound Financial Management and Maintaining a Safe & Healthy Environment.
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September 14, 2023
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What is a Strategic Plan?
Roadmap for the future used to prioritize initiatives,
goals, and resources
Generally, summarized in 5 to 6 focus areas & align
with City’s vision and mission statements
Budget Goals and Priorities meeting: staff directed to develop strategic goals for the City allocated $50,000 in budget 247
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Examples
Santa Cruz County:
•Attainable Housing
•Comprehensive Health &
Safety
•Reliable Transportation
•Sustainable Environment
•Dynamic Economy
•Operational Excellence
King City:
•Growth & Development
•Quality of Life
•Local Economy
•City Finances
•City Facilities, Services, &
Infrastructure
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Suggested Strategic Planning
Process
1. Fact Finding: analysis of Citywide needs
2. Outreach: public workshops, surveys
3. Synthesizing: identify proposed goals
4. Visioning: Council half day workshop
5. Drafting: prepare strategic plan staff
6. Fine Tuning: Review & adopt
Consultant/staff
Consultant/staff
Consultant/staff
Consultant
Council
Council/staff
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Considerations
Process requires:
Buy-in & participation from all City departments
Community input
Transparency
City Council time
Staff time
Follow through
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Recommendation
Provide feedback regarding the proposed process to
develop the City of Capitola Strategic Plan.
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The mission of the
Capitola City Council to represent the community and establish policy to provide the highest quality services to our residents, visitors and businesses.
The City Council’s visionis
for the City of Capitola to be the most desirable place to live, work and play.
We Value
o quality of life in Capitola and are committed to maintaining and enhancing the unique character or our City. o environment that creates the
maximum opportunities for success.
o an accessible, participatory and responsive government. o the preservation of our natural environment and resources through responsible land use planning. o our cultural and historical heritage.
o ethical and professional conduct.
o We believe in fostering a sustainable community
o We believe in ensuring a safe community
In performing our mission, attaining our vision and adhering to our values, we will first look to our core values: Upholding the Public Trust, Practicing Sound Financial Management and Maintaining a Safe & Healthy Environment. 253
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4894-8888-9982 v1
Capitola City Council
Agenda Report
Meeting: September 14, 2023
From: City Manager Department
Subject: Interim Building Official
Recommended Action: Adopt a resolution for an exception to the 180-day wait period per Government Code Section 7522.56 & 21221(h) and approve the appointment of Robin Woodman as the Interim Building Official-Retired Annuitant.
Background: The City's Building Official Robin Woodman retired on July 1, 2023.
Staff analyzed several options regarding Ms. Woodman’s impending retirement. Initially, prior to further direction received from CalPERS, staff pursued appointing Ms. Woodman as an “extra help – limited duration Retired Annuitant – Special Advisor to the Building Division” to address the needs of the City.
Now, after further input from CalPERS, staff has opened up recruitment for a permanent part-time Building Official and recommends appointing Ms. Woodman to serve as “Interim Building Official – Retired Annuitant” until September 18, 2024.
City staff is authorized by the applicable provisions of Government Code (GC) section 21221(h) to appoint a retiree as a Retired Annuitant (“RA”) on an Interim basis while an active recruitment is in place to fill the vacant position. Interim RAs may be appointed by City staff and such appointments do not require City Council approval. However, if the City wishes to appoint a RA to an extra help role prior to 180 days after the retiree’s retirement date, City Council approval is required. The circumstances regarding such approval are further discussed below. In addition, there are several requirements for RAs regarding compensation and work duration; they must be appointed for a limited duration and may not work more than 960 hours in a fiscal year.
Ms. Woodman filling the vacant role during this recruitment is critical for the City as she will manage the anticipated backlog of infrastructure repair work considering historic rainfall this past winter. Moreover, Ms. Woodman’s specialized knowledge and expertise are crucial for the City’s ability to ensure the successful launch of several special projects, including the Capitola Road affordable housing project.
As stated in the attached appointment document, Ms. Woodman’s appointment as the Interim Building Official – Retired Annuitant is scheduled to begin on September 18, 2023, after Council’s approval of the attached resolution.
Discussion: GC section 7522.56 provides that a retiree is eligible for post-retirement employment 180 days following his or her retirement date. This requirement applies to retiree employment that begins after January 1, 2013. There are exceptions to the 180-day wait period that are outlined in the GC. The applicable exception to Ms. Woodman’s appointment is when a public agency, such as the City, provides a resolution certifying the nature of the employment and that the appointment is necessary to fill a critically needed position before 180 days has passed. (Gov. Code § 7522.56, subd. (f)(1).) As such, to obtain Ms. Woodman’s services as a Retired Annuitant prior to the expiration of the 180-day waiting period, City Council must approve the exception to the 180-day wait period in a public meeting as an action item by means of adopting a resolution.
Additional applicable requirements to this Retired Annuitant appointment, which are provided in GC section 21224, relate to compensation for the retiree. First, his or her compensation must be reflected as an hourly rate, which is no higher than the maximum monthly base salary paid to employees performing similar duties, as listed on a publicly available pay schedule. Currently, the maximum hourly rate paid to employees performing the Building Official duties is $66.25. Ms. Woodman will be paid this maximum hourly rate as Interim Building Official.
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Second, the retiree may not receive any other benefit, incentive, or compensation other than the hourly rate. Under this appointment, Ms. Woodman will not receive any other benefit, incentive, compensation in lieu of benefits, or other forms of compensation.
Due to the circumstances within the City and the anticipated prolonged recruitment process to find a wellqualified candidate in the area for the permanent Building Official position, the City has a critical need for Ms. Woodman to fill the Interim Building Official – Retired Annuitant sooner than the 180-day wait period generally required by the GC.
Fiscal Impact: The hours required for this appointment are reasonably contemplated within the City’s budget for personnel servicing the Building Division; no significant impact is anticipated from hiring Ms.
Woodman as a Retired Annuitant.
Attachments:
1. Resolution
2. Appointment Document
Report Prepared By: Chloé Woodmansee, Assistant to the City Manager Reviewed By: Julia Moss, City Clerk; Samantha Zutler, City Attorney Approved By: Jamie Goldstein, City Manager
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4869-0113-3694 v1
RESOLUTION NO. ___
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CAPITOLA
180-DAY WAIT PERIOD EXCEPTION GOVERNMENT CODE SECTIONS 7522.56 & 21221(h) September 14, 2023
WHEREAS, in compliance with Government (Gov.) Code section 7522.56 of the Public Employees’ Retirement Law, the City Council of the City of Capitola must provide CalPERS this certification resolution when hiring a retiree before 180 days has passed since their retirement date; and
WHEREAS, Robin Woodman (CalPERS ID 5166434908) retired from the City of Capitola in the position of Building Official, effective July 1, 2023; and WHEREAS, Gov. Code section 7522.56 requires that post-retirement employment commence no earlier than 180 days after the retirement date, which is December 29, 2023, without this certification resolution; and
WHEREAS, Gov. Code section 7522.56 provides that this exception to the 180-day wait period shall not apply if the retiree accepts any retirement-related incentive; and WHEREAS, the City Council of the City of Capitola, the City of Capitola and Robin Woodman certify that Robin Woodman has not and will not receive a Golden Handshake or any other retirement-related incentive; and
WHEREAS, an appointment under Gov. Code section 21221(h) requires the retiree is appointed into the interim appointment during recruitment for a permanent appointment; and WHEREAS, the City has authorized the search for a permanent appointment on September 8, 2023,
WHEREAS, the City Council of the City of Capitola herby appoints Robin Woodman as an interim appointment retired annuitant to the vacant position of Building Official for the City of Capitola under Gov. Code section 21221(h) effective September 18, 2023; and WHEREAS, the Gov. Code Section 21221(h) appointment shall only be made once and therefore will end on September 18, 2024; and
WHEREAS, the entire appointment document between Robin Woodman and the City of Capitola has been reviewed by this body and is attached herein; and WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and
WHEREAS, the employment shall be limited to 960 hours per fiscal year for all CalPERS employers; and
WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and
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WHEREAS, currently the maximum base salary for this position, part-time, is $2,870.831.66 per month and the hourly equivalent is $66.25, and the minimum base salary for this position is $2,361,67 per month and the hourly equivalent is $54.50; and WHEREAS, the hourly rate paid to Robin Woodman will be $66.25; and WHEREAS, Robin Woodman has not and will not receive any other benefit, incentive, compensation in lieu of benefit or other form of compensation in addition to this hourly pay rate; and
THEREFORE, BE IT RESOLVED THAT the City Council of the City of Capitola hereby certifies the nature of the employment of Robin Woodman as described herein and detailed in the attached appointment document and that this appointment is necessary to fill the critically needed position of Interim Building Official for the City of Capitola by September 18, 2023, because of the critical need for this role due to several special and in-progress projects in the City. Specifically, due to historic rainfall this past winter, the City anticipates a substantial burden on resources to continue its infrastructure repairs and storm recovery construction in Capitola Village. Moreover, Ms.
Woodman’s specialized skills and knowledge will be critical to the City’s successful launch of several special projects. Further, appointing Robin Woodman is necessary to fill the critically needed position of interim Building Official, because the City of Capitola is actively recruiting for a permanent appointment, but the City needs an interim Building Official with sufficient knowledge and expertise to oversee the above-referenced projects.
I HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the City Council of the City of Capitola on the 14th day of September 2023, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_____________________
Margaux Keiser, Mayor
ATTEST:
____________________ ___
Julia Moss, City Clerk
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4855-7730-8030 v1
420 Capitola Avenue
Capitola, California 95010
Telephone: (831) 475-7300
FAX: (831) 479-8879
Website: http://www.cityofcapitola.org
September 14, 2023
Robin Woodman
10186 East Zayante Road
Felton, California 95018
Subject: Retired Annuitant Appointment
Dear Robin,
This letter is to confirm your appointment as the Interim Building Official for the City of Capitola.
Your appointment will begin on September 18, 2023, and end on September 18, 2024. You will be paid the maximum hourly rate in effect at the time for employees performing comparable duties.
You will work no more than 960 hours/fiscal year. As a Retired Annuitant – Interim Building Official, you will not receive any other benefit, incentive, or compensation in addition to your hourly rate.
Your appointment as the Interim Building Official is to ensure the City of Capitola temporarily fills this critical role while it actively recruits a permanent Building Official. You will also assist with the current backlog of work associated with: 1) continued storm recovery of both residential and commercial owners in Capitola Village; and2) inordinate public infrastructure repairs the City anticipates beginning late summer 2023 due to historic rainfall this past winter. Your appointment will further assist the Building Division with the following special projects: 1) the 2023-2031 Housing Element Update; 2) the 720 Hill Street hotel project; 3) the 4401 Capitola Avenue affordable housing project; and 4) the anticipated 1698 38th Avenue affordable housing project.
If you have any questions, please contact Renee DeMar, HR Analyst, or Chloé Woodmansee, Assistant to the City Manager.
Sincerely,
Jamie Goldstein, City Manager
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SEPTEMBER 14, 2023
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Interim Retired Annuitant
Government Code Section 21221(h)
Specific rules must be followed:
◦ Work less than 960 hours/fiscal year
◦ Paid only an hourly rate
◦No other benefits
◦Interim while City recruits for employee
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Exception to 180-Day Wait Period
•Per Government Code, retired annuitants
must wait to begin work 180 days after
retirement. Exceptions:
•Appointment is necessary to fill a critically
needed position
•Council must approve this exception by
adopting a resolution
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Recommendation
Adopt a resolution for an exception to the
180-day wait period per Government Code
Section 7522.56 & 21221(h) and approve the
appointment of Robin Woodman as the
Interim Building Official (retired annuitant)
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Capitola City Council
Agenda Report
Meeting: September 14, 2023
From: City Manager Department
Subject: City Council Appointments to City Advisory Bodies Recommended Action: Appoint members of the public to the City of Capitola Arts and Cultural Commission.
Background: The Arts and Cultural Commission (Commission) advises the City Council as to the allocation of public funds for the support and encouragement of existing and new programs in the arts, and for the acquisition of works of art. The Commission was created in 2003 through the adoption of Ordinance No. 851, and is composed of nine members, each serving two-year terms.
Discussion: In accordance with Government Code Section 54974, recruitment was conducted to fill one unscheduled vacancy on the Commission. The notice of vacancy was posted at City Hall, in a local newspaper, on the City website, and advertised through social media. Applications for appointment on any City advisory body are accepted year-round and remain valid for a one-year period.
Attached are the applications for appointment received on or before the printing of this agenda packet.
The Commission met on June 13, 2023, and July 11, 2023, and reviewed the applications received by the City Clerk’s office. The Commission recommends the appointment of Mario Beltramo. The COE received one application for a youth member appointment.
The Commission currently has another vacancy for an artist position. The City Clerk’s office reached out to applicants to see if any were eligible/interested in the artist vacancy. None of the applicants on file are eligible to fill this vacancy.
Fiscal Impact: None.
Attachments:
1. Advisory Group Applications
Report Prepared By: Julia Moss, City Clerk
Approved By: Jamie Goldstein, City Manager
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CITY of CAPITOLA
BOARDS AND COMMISSIONS APPLICATION .
Application for:
❑ Art & Cultural Commission
❑ Artist
❑ Arts Professional
❑ At Large
❑ Finance Advisory Committee
❑ Business Representative
❑ At Large
❑ Commission on the Environment
❑ Historical Museum Board
❑ Planning Commission
❑ Check if applying as youth member for any board
❑ Other Committee______________________________
Name:
Last First
Residential Neighborhood:
Occupation:
Describe your qualifications and interest in serving on this Board/Commission/Committee:
(Use additional paper, if necessary)
Please Note: Appointment to this position may require you to file a conflict of interest disclosure statement with the City Clerk. This information is a public record and these statements are available to the public on request.
______________________ ____________________________________ Date Signature of Applicant
All information contained in this page of the application is public data and will be made available for public review and copying for anyone requesting it and may be posted on the website of the City of Capitola. All information in this page will be provided to the Capitola City Council in a public forum and will be reviewed in public. It will therefore be part of the public record.
Pearlberg Neil
Self Employed
I have organized over 300 live music shows in the last 5 years, I am also the host of the Off the Lip Radio Show Podcast, that covers people, events, and interviews of our community June 13 2023
✔
✔
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BOARD & COMMISSION
APPOINTMENTS
September 14, 2023 268
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Background
Government Code 54974 – Vacancy Notice and
Recruitment
City Clerk had three applications on file
2 Unscheduled vacancies – 1 At-Large & 1 Artist
Applications on file do not meet requirements for Artist Arts & Cultural Commission
Unscheduled At-Large vacancy expires 12/31/2024
3 applicants were reviewed in accordance with the
Commission Bylaws
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Applicants
Arts & Cultural Commission:
The Commission recommends appointment of Mario
Beltramo
Mario Beltramo Jill Payonzeck Lengre
Neil Pearlberg
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Recommended Action
Appoint 1 member of the public to the Arts &
Cultural Commission
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