110 E. Main Street Los Gatos, CA 95030 ● (408) 354-6832 www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 02/11/2025
ITEM NO: 1
DESK ITEM
DATE: February 11, 2025
TO: Mayor and Town Council
FROM: Chris Constantin, Town Manager
SUBJECT: Discussion of the Town’s Strategic Priorities
REMARKS:
Attachment 3 contains the staff presentation.
Attachment 4 contains the Town Council evaluation of the Mission, Vision, Core Goals, and Strategic Priorities.
Attachment 5 contains public comments received before 110:1 a.m. on Tuesday, February 11, 2025.
Attachments Received with The Staff Report:
1. Los Gatos Mission, Vision, and Core Goals
2. 2024-2026 Strategic Priorities
Attachments Received with This Desk Item:
3. Staff Presentation
4. Town Council Evaluation of Mission, Vision, Core Goals, and Strategic Priorities
5. Public Comments Received Before 11:01 a.m. on Tuesday, February 11, 2025 Town Council Strategic
Priorities Review
Town Council Meeting
February 11, 2025
ATTACHMENT 3
Introduction & Purpose
• Why This Review Matters:
• Ensure alignment between priorities &
resource allocation
• Address community concerns & emerging
challenges
• Objective of the Evaluation:
• Assess Council perception of performance
• Inform 2025 budget priorities discussion
• How the Results Will Guide Future Priorities:
• Focus on high-impact areas
• Streamline & refine Council's strategic
direction
Mission Statement
The mission of the Town of Los Gatos is to enhance the
quality of life in Los Gatos by providing the highest
quality leadership and most efficient services and
facilities. The Town strives to provide a working
environment which promotes excellence; fosters
cooperation; values volunteerism; and seeks to meet
the needs of the community and the Town Council,
employees, commissions, committees, and boards.
Vision Statement
The Town of Los Gatos is a welcoming, family-oriented, and safe community nestled in the beautiful foothills of the Santa Cruz Mountains. The Town is a sustainable community that takes pride in its small-town character and provides a range of housing opportunities, historic neighborhoods, local culture and arts, excellent schools, and a lively and accessible downtown. Los Gatos offers a choice of mobility options, superior public facilities and services, and an open and responsive local government that is fiscally sound. The Town includes a mix of businesses throughout Town that serve all residents, workers, and visitors. Los Gatos has a dynamic and thriving economy that includes a mix of businesses throughout Town that serves all residents, workers, and visitors.
Core Goals
Community Character: Preserve and enhance the Town’s historic resources and small-town character; foster the economic vitality of all business locations; maintain and enhance diverse neighborhoods, promote sustainability practices, and protect and conserve the natural environment for present and future generations.
Good Governance: Ensure open, responsive, accountable, transparent, accessible, inclusive, and collaborative government that encourages public involvement.
Fiscal Stability: Maintain current and long-term fiscal stability while striving to deliver high-quality, cost-effective, and efficient municipal services that meet the current and long-term needs of the community.
Core Goals Cont.
Quality Public Infrastructure: Maintain the condition and availability of public facilities, infrastructure, and a well-connected transportation system that enables safe access for all transportation modes, including pedestrians, people with access and functional needs, bicyclists, motorists, transit riders, and people of all ages and abilities.
Civic Engagement: Foster opportunities for meaningful community involvement in government processes, encourage recreational and personal enrichment, and promote ethnic, cultural, and socio-economic diversity and equity to enhance the quality of life in Los Gatos.
Public Safety: Ensure public safety through proactive community policing, effective emergency response, community-wide emergency preparation, education, and a community design that is responsive to the full range of potential natural and human-made hazards and safety issues.
Evaluation
Performance Rating:
• 1 = Poor/Needs Significant Improvement
• 2 = Fair/Below Expectations
• 3 = Adequate/Meeting Expectations
• 4 = Good/Exceeding Expectations
• 5 = Excellent/Far Exceeding Expectations
Future Resource Level:
• 1 - Fewer: The Town should reduce
investment or staff time.
• 2 - Same: The current level of resources is
appropriate.
• 3 - More: Additional funding or staff time is
warranted.
Intended to assess Council’s perception of performance for elements of the mission, vision, core goals and the 2024-2026 strategic priorities.
4.0 3.8
4.0 2.8
4.4 4.0
2.2 2.0
2.2 2.8
1.6 2.2
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
4.0 4.5
5.0 The Town provides the
highest quality leadership to
enhance our community’s
quality of life.
The Town promotes a
working environment that
encourages excellence,
cooperation, and
volunteerism.
The Town delivers services
(e.g., public safety,
maintenance, recreation)
efficiently.
The Town’s facilities (e.g.,
Town buildings, parks,
streets) meet community
needs effectively.
The Town adequately meets
the needs of the Town
Council, commissions,
committees, and boards.
The Town cultivates strong
volunteer involvement and
community partnerships.
Mission Statement Elements
Performance Rating Desired Resource Level
3.4 4.2 4.2
3.8 4.2
3.2 3.8
4.2 2.4
1.8 2.2
2.4 2.2 2.2
2.4 2.4
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
4.0 4.5
5.0 The Town effectively
preserves its small-town, village-like
character.
Town policies and
practices reflect
environmental
sensitivity (e.g., open
space conservation,
sustainability).
Los Gatos maintains a
balanced mix of land
uses (residential,
commercial, open
space).
The Town’s
pedestrian-oriented
approach is
successful in creating
a walkable, accessible
community.
Los Gatos supports an
active business
community that
meets residents’
needs locally.
The Town’s efforts
reduce the need for
residents to travel
elsewhere for goods,
services, or
employment.
Los Gatos provides a
well-run, fiscally
healthy government.
The Town delivers
high levels of public
safety, recreational,
cultural, and
educational
amenities.
Vision Statement Elements
Performance Rating Desired Resource Level
3.6 4.2
3.0 3.0
3.6 4.2
2.6 2.0
2.6 2.8
2.0 2.8
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
4.0 4.5
5.0 Community Character – We
successfully preserve and
enhance the Town’s
appearance, heritage, and
environmental quality.
Good Governance – The
Town is responsive,
accountable, and
collaborative with
stakeholders.
Fiscal Stability – We
effectively maintain ongoing
fiscal health while meeting
community needs.
Quality Public Infrastructure
– The Town’s facilities, roads,
and utilities are well-maintained and meet
demand.
Civic Enrichment – We foster
citizen involvement and
support cultural,
recreational, and educational
opportunities.
Public Safety – We ensure
safety through proactive
policing, effective emergency
response, and preparedness.
Core Goals
Performance Rating Desired Resource Level
2.8 2.6
4.0 2.8 2.8
3.0 2.8
3.0 2.4
2.8 2.6
2.8 0.0
0.5 1.0
1.5 2.0
2.5 3.0
3.5 4.0
4.5 5.0
Overall Rating for Category –
Emergency Preparedness
Overall Rating for Category –
Fire Protection
1.1 Emergency Preparedness
– CERT Recruitment &
Training
1.2 Emergency Preparedness
– Communications, EOC
Readiness & Emergency Plan
Development
1.3 Fire Protection –
Advance and Activate Ad
Hoc Wildfire Action Items
1.4 Vegetation and
Hazardous Tree
Management
Strategic Priorities - Safety
Performance Rating Desired Resource Level
3.2 3.0
3.2 2.6
1.8 1.8
2.6 2.2
2.0 2.6 2.6
2.0 0.0
0.5 1.0
1.5 2.0
2.5 3.0
3.5 4.0
4.5 5.0
Overall Rating for Category –
Prudent Financial
Management
2.1 Address Pension & OPEB
Obligations
2.2 Sell or Lease Certain
Town Properties
2.3 Develop a Five-Year
Structurally Balanced and
Sustainable Operating
Forecast
2.4 Develop a Five-Year Fully
Funded Capital Plan
2.5 Create Council Scorecard
Strategic Priorities - Prudent Financial Management
Performance Rating Desired Resource Level
3.2 3.0
2.8 3.2 3.2
1.6 2.8
2.2 3.2
2.2 2.6
2.4 2.2
2.0 1.4
2.2 1.4
2.2 0.0
0.5 1.0
1.5 2.0
2.5 3.0
3.5 4.0
4.5 5.0
Overall Rating for
Category – Traffic
Management
Overall Rating for
Category – Parking
Management
3.1 Comprehensive
Parking Study –
Short, Medium,
and Long-Term
Actions
3.2 Transportation
Demand
Management –
Measure B
Transportation
Projects
3.3 Transportation
Demand
Management –
Bicycle &
Pedestrian
Improvements
3.4 Transportation
Demand
Management –
Community Shuttle
3.5 Transportation
Demand
Management –
Summer/Rush
Hour/School Traffic
3.6 Transportation
Demand
Management –
Regional
Transportation
Issues
3.7 Traffic
Calming/Safety for
All Users
Strategic Priorities - Traffic/Transportation
Performance Rating Desired Resource Level
4.0 3.8
3.2 2.6
4.0 4.2
3.4 3.2
1.8 2.2
2.6 1.8
2.0 2.0 2.0
2.2 0.0
0.5 1.0
1.5 2.0
2.5 3.0
3.5 4.0
4.5 5.0
Overall Rating for
Category –
Community Vitality
Overall Rating for
Category – Economic
Development/Vitality
Overall Rating for
Category – Land Use
Planning
4.1 Community
Vitality – Diversity,
Equity & Inclusion
Efforts
4.2 Community
Vitality – Community
Where Older Adults
Thrive – Implement
the Senior Road Map
4.3 Community
Vitality – Events &
Other Town-Wide
Efforts
4.4 Community
Vitality – Community
Engagement
4.5 Community
Vitality –
Environmental
Sustainability/Climate
Resiliency
Strategic Priorities - Quality of Life 1 of 2
Performance Rating Desired Resource Level
3.6 3.4
3.2 3.0
3.4 3.6
3.8 1.8
2.2 1.4
1.6 1.6
1.8 1.6
0.0 0.5
1.0 1.5
2.0 2.5
3.0 3.5
4.0 4.5
5.0 4.6 Economic Vitality –
Policies and Ordinances
4.7 Economic Vitality –
Streamline Permit
Process
4.8 Land Use Planning –
General Plan 2040
Implementation
4.9 Land Use Planning –
Housing Element
Certification and
Implementation
4.10 Land Use Planning –
Support a Land Use Mix
and Density that Reflects
the Values of the
Community
4.11 Land Use Planning –
Update Objective
Standards
4.12 Work with Partners
to Support Needs of
Unhoused Residents
Strategic Priorities - Quality of Life 2 of 2
Performance Rating Desired Resource Level
Existing Strategic Priorities – More Resources Indicated Desired Resource Level Rounds to 3
Strategic Priorities Performance
Rating
Desired
Resource
Level
Overall Rating for Category – Fire Protection 2.6 3.0
Overall Rating for Category – Emergency Preparedness 2.8 2.8
1.2 Emergency Preparedness – Communications, EOC Readiness & Emergency Plan Development 2.8 2.8
1.4 Vegetation and Hazardous Tree Management 3.0 2.8
2.4 Develop a Five-Year Fully Funded Capital Plan 1.8 2.6
2.3 Develop a Five-Year Structurally Balanced and Sustainable Operating Forecast 2.6 2.6
1.3 Fire Protection – Advance and Activate Ad Hoc Wildfire Action Items 2.8 2.6 Overall Rating for Category – Parking Management 3.0 2.6 Overall Rating for Category – Land Use Planning 3.2 2.6 Overall Rating for Category – Prudent Financial Management 3.2 2.6 Major Groupings: Fire Safety & Emergency Preparedness, Prudent Financial Management & Budget Stability, Land Use Planning, and Parking Management
Existing Strategic Priorities – Same Resource Level Indicated Desired Resource Level Rounds to 2
Strategic Priorities Performance
Rating
Desired
Resource Level
3.1 Comprehensive Parking Study – Short, Medium, and Long-Term Actions 2.8 2.4
1.1 Emergency Preparedness – CERT Recruitment & Training 4.0 2.4
3.5 Transportation Demand Management – Summer/Rush Hour/School Traffic 2.8 2.2
2.1 Address Pension & OPEB Obligations 3.0 2.2
3.7 Traffic Calming/Safety for All Users 3.2 2.2
4.5 Community Vitality – Environmental Sustainability/Climate Resiliency 3.2 2.2 Overall Rating for Category – Traffic Management 3.2 2.2
3.2 Transportation Demand Management – Measure B Transportation Projects 3.2 2.2
4.7 Economic Vitality – Streamline Permit Process 3.4 2.2 Overall Rating for Category – Economic Development/Vitality 3.8 2.2 Existing Strategic Priorities – Same Resource Level Indicated Cont.
Desired Resource Level Rounds to 2
Strategic Priorities Performance
Rating
Desired Resource
Level
2.5 Create Council Scorecard 1.8 2.0
3.3 Transportation Demand Management – Bicycle & Pedestrian Improvements 3.2 2.0
2.2 Sell or Lease Certain Town Properties 3.2 2.0
4.4 Community Vitality – Community Engagement 3.4 2.0
4.2 Community Vitality – Community Where Older Adults Thrive – Implement the Senior Road Map 4.0 2.0
4.3 Community Vitality – Events & Other Town-Wide Efforts 4.2 2.0
4.1 Community Vitality – Diversity, Equity & Inclusion Efforts 2.6 1.8
4.11 Land Use Planning – Update Objective Standards 3.6 1.8
4.6 Economic Vitality – Policies and Ordinances 3.6 1.8 Overall Rating for Category – Community Vitality 4.0 1.8
4.9 Land Use Planning – Housing Element Certification and Implementation 3.0 1.6
4.10 Land Use Planning – Support a Land Use Mix and Density that Reflects the Values of the Community 3.4 1.6
4.12 Work with Partners to Support Needs of Unhoused Residents 3.8 1.6 Existing Strategic Priorities – Fewer Resources Indicated Desired Resource Level Rounds to 1
Strategic Priorities Performance
Rating
Desired
Resource
Level
3.4 Transportation Demand Management – Community Shuttle 1.6 1.4
3.6 Transportation Demand Management – Regional Transportation Issues 2.2 1.4
4.8 Land Use Planning – General Plan 2040 Implementation 3.2 1.4 Should these priorities be removed?
Considerations
• Infrastructure and Facilities
• Deferred maintenance in Civic Center, Police Dept., and other Town owned facilities
• Bike and pedestrian improvements
Should a new strategic priority address this area?
• Aligning Resources & Execution
• Staff and resource capacity cannot implement all the priorities • We make limited movement on the items rather than more significant movement on a few strategic priorities
• We list tactical items as strategic
Should the Town focus more on a Few Top Priorities that are more strategic? Strategic vs Tactical Priorities
• After review of the priorities, some items were tactical and could pull away from strategic focus. • The following are suggestions to more strategically represent the priorities.
Refined Strategic Priorities Existing Priority
Further the Town’s emergency preparedness,
resiliency, and response capabilities,
particularly in the area of wildfire risk.
Safety
• Emergency Preparedness
• CERT Recruitment & Training
• Communications, EOC Readiness & Emergency
Plan Development
• Fire Protection
• Advance and Activate Ad Hoc Wildfire Action
Items
• Vegetation and Hazardous Tree Management
Goal: Public Safety
Strategic vs Tactical Priorities
Refined Strategic Priorities Existing Priority
Ensure prudent financial management to
result in structurally balanced five-year
forecasts and fully funded five-year Capital
Improvement Plans, managing liabilities such
as pension costs and leveraging the Town’s
assets, efficiencies, partnerships, and revenue
streams.
Prudent Financial Management
• Address Pension & OPEB Obligations
• Sell or Lease Certain Town Properties
• Develop a Five-Year Structurally Balanced and
Sustainable Operating Forecast
• Develop a Five-Year Full Funded Capital Plan
Develop structure to ensure accountability of
how funding resources move forward the
Town’s core goals and priorities.
• Create a Council Scorecard
Goal: Fiscal Stability
Strategic vs Tactical Priorities
Refined Strategic Priorities Existing Priority
Implement transportation demand management
and traffic calming efforts to mitigate traffic
congestion where possible, while ensuring safety
for all users.
Traffic/Transportation
• Transportation Demand Management
• Measure B Transportation Projects
• Bicycle & Pedestrian Improvements
• Community Shuttle
• Summer/Rush Hour/School Traffic
• Regional Transportation Issues
• Traffic Calming/Safety for All Users
Manage downtown parking that is easy to access
and locate for residents and visitors.
• Comprehensive Parking Study
• Short, Medium, and Long-Term Actions
Goal: Quality Public Infrastructure
Strategic vs Tactical Priorities
Refined Strategic Priorities Existing Priority
Preserve the Town’s small-town charm while
diligently maintaining and implementing the
Housing Element.
• Land Use Planning
• General Plan 2040 Implementation
• Housing Element Certification and
Implementation
• Support a Land Use Mix and Density that
Reflects the Values of the Community
• Update Objective Standards
Promote sustainability practices and protect and
conserve the natural environment for present and
future generations.
• Environmental Sustainability/Climate Resiliency
Foster the economic vitality of businesses in Town.
• Economic Vitality
• Policies & Ordinances
• Streamline Permit Process
Goal: Community Character
Strategic vs Tactical Priorities
Refined Strategic Priorities Existing Priority
Maintain and enhance Los Gatos as a welcoming,
family-oriented, and safe community where
people feel a sense of belonging.
• Community Vitality
• Diversity, Equity & Inclusion Efforts
• Events & Other Town-Wide Efforts
• Community Engagement
Continue to engage community service providers
to meet the needs of older adults.
• Community Where Older Adults Thrive
• Implement the Senior Road Map
Continue to engage community service providers
to meet the needs of unhoused residents.
• Work with Partners to Support Needs of Unhoused
Residents
Goal: Civic Engagement
Top Existing Priorities
• Fire Safety & Emergency Preparedness
• Further the Town’s emergency preparedness, resiliency, and response capabilities, particularly in the area of wildfire risk. • Prudent Financial Management & Budget Stability
• Ensure prudent financial management to result in structurally balanced five-year forecasts and fully funded five-year Capital Improvement Plans, managing liabilities such as pension costs and leveraging the Town’s assets, efficiencies, partnerships, and revenue streams.
• Land Use Planning
• Preserve the Town’s small-town character while diligently maintaining and implementing the Housing Element.
Agenda
1 2
3 Consider/adjust refined strategic priorities
• Removals?
• Additions?
Identify 3 strategic priorities to be focus for
next 12-24 months
• Other priorities will continue to be a priority
but selecting the top 3 will allow more strategic
focus and progress
Review
QUESTIONS?
Final Version Page 1 of 10
ATTACHMENT 4
Town Council Evaluation on Mission, Vision, Core Goals, and Strategic Priorities Section 1: Mission
Mission Statement
“The mission of the Town of Los Gatos is to enhance the quality of life in Los Gatos by providing the highest quality leadership and most efficient services and facilities. The Town strives to provide a working environment which promotes excellence; fosters cooperation; values volunteerism; and seeks to meet the needs of the community and the Town Council, employees, commissions, committees, and boards.” Performance Rating: 1 = Poor/Needs Significant Improvement, 2 = Fair/Below Expectations, 3 = Adequate/Meeting Expectations 4 = Good/Exceeding Expectations, 5 = Excellent/Far Exceeding Expectations Desired Resource Level: More – 3, Same – 2, Fewer – 1
Performance
Rating
Desired
Resource Level
1.1. Quality of Life and Leadership
The Town provides the highest quality leadership to enhance our community’s quality of life. 4.0 2.2
The Town promotes a working environment that encourages excellence, cooperation, and volunteerism. 3.8 2.0
1.2. Efficient Services and Facilities
The Town delivers services (e.g., public safety, maintenance, recreation) efficiently. 4.0 2.2
The Town’s facilities (e.g., Town buildings, parks, streets) meet community needs effectively. 2.8 2.8
1.3. Meeting the Needs of Stakeholders
The Town adequately meets the needs of the Town Council, commissions, committees, and boards. 4.4 1.6
The Town cultivates strong volunteer involvement and community partnerships. 4.0 2.2
Final Version Page 2 of 10
Section 2: Vision Statement (paraphrased)
Residents and businesses desire
• A high quality of life and small-town, village-like character • An environmentally sensitive, balanced mix of residential, commercial, service, and open space uses • A pedestrian-oriented community with robust local commerce • A well-run, fiscally healthy government providing public safety, recreational, cultural, and educational amenities Performance Rating: 1 = Poor/Needs Significant Improvement, 2 = Fair/Below Expectations, 3 = Adequate/Meeting Expectations 4 = Good/Exceeding Expectations, 5 = Excellent/Far Exceeding Expectations Desired Resource Level: More – 3, Same – 2, Fewer – 1
Performance
Rating
Desired
Resource Level
2.1. Small-Town Character and Environmental Sensitivity The Town effectively preserves its small-town, village-like character. 3.4 2.4 Town policies and practices reflect environmental sensitivity (e.g., open space conservation, sustainability). 4.2 1.8
2.2. Balanced, Pedestrian-Oriented Community
Los Gatos maintains a balanced mix of land uses (residential, commercial, open space). 4.2 2.2
The Town’s pedestrian-oriented approach is successful in creating a walkable, accessible community. 3.8 2.4
2.3. Active Business Community and Self-Sufficiency
Los Gatos supports an active business community that meets residents’ needs locally. 4.2 2.2
The Town’s efforts reduce the need for residents to travel elsewhere for goods, services, or employment. 3.2 2.2
2.4. Efficient Government and High-Quality Amenities
Los Gatos provides a well-run, fiscally healthy government. 3.8 2.4 The Town delivers high levels of public safety, recreational, cultural, and educational amenities. 4.2 2.4
Final Version Page 3 of 10
Section 3: Core Goals
Community Character, Good Governance, Fiscal Stability, Quality Public Infrastructure, Civic Enrichment, Public Safety Performance Rating: 1 = Poor/Needs Significant Improvement, 2 = Fair/Below Expectations, 3 = Adequate/Meeting Expectations 4 = Good/Exceeding Expectations, 5 = Excellent/Far Exceeding Expectations Desired Resource Level: More – 3, Same – 2, Fewer – 1
Performance
Rating
Desired
Resource Level
3.1. Community Character
Community Character – We successfully preserve and enhance the Town’s appearance, heritage, and environmental quality. 3.6 2.6
3.2. Good Governance
Good Governance – The Town is responsive, accountable, and collaborative with stakeholders. 4.2 2.0
3.3. Fiscal Stability
Fiscal Stability – We effectively maintain ongoing fiscal health while meeting community needs. 3.0 2.6
3.4. Quality Public Infrastructure
Quality Public Infrastructure – The Town’s facilities, roads, and utilities are well-maintained and meet demand. 3.0 2.8
3.5. Civic Enrichment
Civic Enrichment – We foster citizen involvement and support cultural, recreational, and educational opportunities. 3.6 2.0
3.6. Public Safety
Public Safety – We ensure safety through proactive policing, effective emergency response, and preparedness. 4.2 2.8
Final Version Page 4 of 10
Section 4: Strategic Priorities
Performance Rating: 1 = Poor/Needs Significant Improvement, 2 = Fair/Below Expectations, 3 = Adequate/Meeting Expectations 4 = Good/Exceeding Expectations, 5 = Excellent/Far Exceeding Expectations Desired Resource Level: More – 3, Same – 2, Fewer – 1
Strategic – more important overarching goals/initiatives that required significant resource commitment, multiple actions, can require multiple years, and are foundational to a core goal. Tactical – Short-term, specific actions that further a strategic item but are smaller components of larger, broader priorities.
Strategic Priorities Performance
Rating
Desired
Resource
Level
Strategic (S)
or Tactical (T)
Overall Rating for Category – Emergency Preparedness 2.8 2.8 3 – Strategic 2 – Tactical
Overall Rating for Category – Fire Protection
2.6 3.0 3 – Strategic
2 – Tactical
1.1 Emergency Preparedness – CERT Recruitment & Training 4.0 2.4 5 – Tactical
1.2 Emergency Preparedness – Communications, EOC Readiness & Emergency Plan Development 2.8 2.8 5 – Tactical
1.3 Fire Protection – Advance and Activate Ad Hoc Wildfire Action Items 2.8 2.6 4 – Tactical 1 – Strategic
1.4 Vegetation and Hazardous Tree Management 3.0 2.8 4 – Tactical 1 – Strategic
Overall Rating for Category – Prudent Financial Management 3.2 2.6 5 – Strategic
2.1 Address Pension & OPEB Obligations 3.0 2.2 3 – Strategic 2 – Tactical
2.2 Sell or Lease Certain Town Properties 3.2 2.0 4 – Tactical 1 – Strategic
2.3 Develop a Five-Year Structurally Balanced and Sustainable Operating Forecast 2.6 2.6 3 – Strategic
2 – Tactical
Final Version Page 5 of 10
Strategic Priorities Performance
Rating
Desired
Resource
Level
Strategic (S)
or Tactical (T)
2.4 Develop a Five-Year Fully Funded Capital Plan 1.8 2.6 3 – Tactical 2 – Strategic
2.5 Create Council Scorecard 1.8 2.0 4 – Tactical
1 – Strategic
Overall Rating for Category – Traffic Management
3.2 2.2 4 – Strategic
1 – Tactical
Overall Rating for Category – Parking Management
3.0 2.6 3 – Strategic
2– Tactical
3.1 Comprehensive Parking Study – Short, Medium, and Long-Term Actions 2.8 2.4 4 – Strategic 1 – Tactical
3.2 Transportation Demand Management – Measure B Transportation Projects 3.2 2.2 3 – Tactical
2 – Strategic
3.3 Transportation Demand Management – Bicycle & Pedestrian Improvements 3.2 2.0 4 – Strategic
1 – Tactical
3.4 Transportation Demand Management – Community Shuttle 1.6 1.4 4 – Tactical 1 – Strategic
3.5 Transportation Demand Management – Summer/Rush Hour/School Traffic 2.8 2.2 4 – Strategic
1 – Tactical
3.6 Transportation Demand Management – Regional Transportation Issues 2.2 1.4 4 – Strategic 1 – Tactical
3.7 Traffic Calming/Safety for All Users 3.2 2.2 3 – Strategic 2 – Tactical
Overall Rating for Category – Community Vitality
4.0 1.8 4 – Strategic
1 – Tactical
Overall Rating for Category – Economic Development/Vitality 3.8 2.2 3 – Strategic 2 – Tactical
Final Version Page 6 of 10
Strategic Priorities Performance
Rating
Desired
Resource
Level
Strategic (S)
or Tactical (T)
Overall Rating for Category – Land Use Planning
3.2 2.6 3 – Strategic
2 – Tactical
4.1 Community Vitality – Diversity, Equity & Inclusion Efforts 2.6 1.8 3 – Strategic 2 – Tactical
4.2 Community Vitality – Community Where Older Adults Thrive – Implement the Senior Road Map 4.0 2.0 3 – Strategic
2 – Tactical
4.3 Community Vitality – Events & Other Town-Wide Efforts 4.2 2.0 3 – Tactical 2 – Strategic
4.4 Community Vitality – Community Engagement 3.4 2.0 3 – Tactical 2 – Strategic
4.5 Community Vitality – Environmental Sustainability/Climate Resiliency 3.2 2.2 3 – Strategic 2 – Tactical
4.6 Economic Vitality – Policies and Ordinances 3.6 1.8 3 – Tactical 2 – Strategic
4.7 Economic Vitality – Streamline Permit Process 3.4 2.2 5 – Tactical
4.8 Land Use Planning – General Plan 2040 Implementation 3.2 1.4 4 – Tactical 1 – Strategic
4.9 Land Use Planning – Housing Element Certification and Implementation 3.0 1.6 4 – Tactical 1 – Strategic
4.10 Land Use Planning – Support a Land Use Mix and Density that Reflects the Values of the Community 3.4 1.6 2 – Strategic
2 – Tactical
4.11 Land Use Planning – Update Objective Standards 3.6 1.8 5 – Tactical
4.12 Work with Partners to Support Needs of Unhoused Residents 3.8 1.6 3 – Strategic 2 – Tactical
Final Version Page 7 of 10
Section 5: Open-Ended Feedback
• Strengths – What are the Town’s greatest strengths or successes in fulfilling its Mission, Vision, and Core Goals? o Finance Commission leadership.
o Town Manager leadership.
o Delivering on core services – The Town of Los Gatos provides excellent, high-quality public services to our residents. Each one of our departments from LGMSPD to PPW to CDD to the Library to Finance to HR to Admin is deeply committed to serving the people of Los Gatos and meeting the needs of the community.
o Providing a high quality of life to residents – Los Gatos is, without a doubt, a lovely place to live, work, and play. o Land use – while we have major challenges ahead, I believe that the Town of Los Gatos has been doing an excellent job in the past 5 years meeting the land use needs of the community.
o Economic vitality – I feel that Los Gatos, especially downtown, is very vibrant and economically strong. o Supporting our homeless residents – I am incredibly proud of the Hotel Program and the efforts to support case management. o The town has a competent capable work force that works well as a team. The current leadership in PPW has show they are creative at getting things down.
o I believe our police department is a strength. They continue to be loved my out town. The chief looks be doing a good job of rebuilding what was an aging department. The transition is not complete but I have confidence it will. It seems we are hiring and building the values that fit our community.
o Our budget is in better shape than many other cites because of actions we have taken in the past. Need to be careful though. o Engaged community.
o Engaged and informed Council, professional and dedicated staff, and focused Town Manager. o Strong input from community.
o Plans that can be implemented: BPMP, HE, parking Study, Senior services roadmap o Partnerships and relationships with faith, service and education communities o The town has a competent capable work force that works well as a team. The current leadership in PPW has shown they are creative at getting things done.
o I believe our police department is a strength. They continue to be loved my out town. The chief looks be doing a good job of rebuilding what was an aging department. The transition is not complete, but I have confidence it will. It seems we are hiring and building the values that fit our community.
o Our budget is in better shape than many other cites because of actions we have taken in the past. Need to be careful though. o Engaged community.
o The Town has maintained its position as one of the most wonderful and desirable communities. • Improvement Areas – What are the most significant areas for improvement or new opportunities? o Fire Safety.
o Renewed investment in disaster preparedness.
o Continued investment into improving infrastructure in Los Gatos, especially bike and ped improvements, and traffic calming efforts.
Final Version Page 8 of 10
o Continued work in the area of DEI to help all residents of Los Gatos feel safe and welcome in town, especially in light of the federal administration attacking these important initiatives.
o There are too many projects stuffed into the hopper that may be slowing delivery of the top priorities. We have too many priorities such that they are all going slowly. I preferred to pick a few top ones and push them out faster and move to the next. o Emergency readiness, fire resiliency.
o Transportation mobility.
o There are too many projects stuffed into the hopper that may be slowing delivery of the top priorities. We have too many priorities such that they are all going slowly. I preferred to pick a few top ones and push them out faster and move to the next. o How to do more with less—given the increased state mandates and excessive development/growth. • Remove Strategic Priorities – What existing priorities do you believe should be removed from the 2024-2026 Strategic Priorities? o DEI – A commission has been formed.
o Community Shuttle – A wish that won’t be utilized.
o Bicycle improvements – Recent improvements are underutilized (Winchester Blvd). o Needs of Unhoused Residents.
o All “Core Goals” as they are simply aspects of the overall work of the Town of Los Gatos. o Priorities that do not speak to a specific project, program, initiative, or effort. o Efforts that have largely been achieved or are not feasible like:
3.1 Comprehensive Parking Study.
3.4 Transportation Demand Management – Community Shuttle. 3.6 Transportation Demand Management – Regional Transportation Issues. 4.6 Economic Vitality – Policies and Ordinances.
4.7 Economic Vitality – Streamline Permit Process.
4.10 Land Use Planning – Support a Land Use Mix and Density that Reflects the Values of the Community. 4.11 Land Use Planning – Update Objective Standards.
o Emergency Preparedness – CERT Recruitment and Training. o Emergency Preparedness – Communications, EOC Readiness & Emergency Plan Development. o Fire Protection – Advance and Activate Ad Hoc Wildfire Action Items. o All tactical items
o Work with Partners to Support Needs of Unhoused Residents. This is very small number of people serviced to be in strategic priority. o Support a Land Use Mix and Density that Reflects the Values of the Community. This is a bit motherhood and apple pie. How is it executed? What actions?
o Update Objective Standards. This is tactical, mostly political, and will give very little useful results for achieving and goal. o Community Shuttle. Not going to happen.
o Regional Transportation Issues. Not sure what this means? o Measure B Transportation Projects. This sounds like tactics.
Final Version Page 9 of 10
• Other Potential Strategic Priorities – In order to facilitate conversation, identify no more than three items that you believe are priorities that we may want to consider swapping, or if capacity exists, to add to the existing priorities. o Adequately acknowledging and responding to new policies coming from the federal government that are harming residents in our community.
o Altering the Flag Policy to allow for a pride flag raising. o Actively supporting the creation of 100% affordable/ transitional housing in Los Gatos. o Implement Wildfire resiliency policies and action items (replace 1.1, 1.2, 1.3) o I do not want to add priorities. I would like to see execution of some of the top ones we have. I do not believe we have capacity to add.
o Implement effective, reasonable-cost measures to retain our historic buildings and neighborhoods. Every year, buildings are removed from the historic inventory, but none are ever added. Through incremental and cumulative effect, one of the most unique characteristics of our town is diminished each year. This not only impacts the sense of place and the character of the town, but also it diminishes the property values that derive from living in such a unique place. The Historic Preservation Commission provided these recommendations to the General Plan revision process in 2020-2021, but no action was taken:
1) When a building is considered for removal from the historic inventory, have its replacement reviewed by the Historic Preservation Committee for neighborhood compatibility and historically relevant architecture 2) Revise the Anne Bloomfield Los Gatos Historic Resources Inventory with high quality digital photographs, and add missing buildings
3) Revise the pre-1941 historic designation with a 70-year rolling designation (The pre-1941 date was selected 35 years ago.)
4) Support the Bellringer program for documenting and honoring historic resources, perhaps in partnership with a non-profit or service club 5) Consider adjusting/unifying currently fragmented historic districts that have evolved over time. Loss of structures from historic inventory and less than ideal development has left a patchwork where historic districts are not consistent and are adjoined by more historic structures outside the district. We could consider a new, independent, survey to address whether the boundaries of historic districts are optimal for historic preservation. [This may be more complex than the other recommendations]
Consider obtaining state funding for activities to enhance and maintain our historic resources—perhaps some could be applied to the items listed above.
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• Other Thoughts – Please share any other thoughts, suggestions, or clarifications regarding resource allocation or priority setting. o I found this exercise to be a helpful way to collect my own thoughts on our priorities, and I hope the results help inform the structure of the Strategic Priorities session.
o What I think will be difficult is that I imagine between the 5 Councilmembers, there are likely still 15 or 20 goals/ priorities we want to include. It may be helpful to have some sort of “top 5 areas meriting extra staff attention” and then below that a variety of other. focuses for the Town Council, though they may not merit the use of extra staff time this year. o Given the tactics the new federal administration is taking, I do believe that the Town of Los Gatos will need to develop a strategy and/ or policies that prevent these changes from hurting people in our town. This will be a significant area of focus for me over the coming year. I believe that actions like allowing for a pride flag raising help signal to our community that we stand with them. o The cost of the police department needs to be watched. I agree with driving improvement, but we need to choose carefully which improvements we can afford.
o Top 4 priorities:
Emergency preparedness
Enhancing roadway safety for all users
Housing element implementation and adding housing in compliance with objective standards Building the case for a revenue enhancement measure to accomplish all priorities.
From: Linda Swenberg
To: Clerk
Subject: Public Comment Item # 1 Special Meeting of the Town Council Date: Monday, February 10, 2025 11:00:34 PM
[EXTERNAL SENDER]
I genuinely hope you can clarify the Town’s Strategic Priorities tonight. I’ve thoroughly reviewed them while preparing these comments, but I find Attachments 1 and 2 confusing.
Could you please explain how these two documents are related to each other and to the elements defined in the General Plan?
It seems that Public Safety from Attachment 1 is equivalent to Safety in Attachment 2, which is quite clear. However, the relationship between Traffic/Transportation (Attachment 2) and the elements defined in the General Plan becomes unclear.
Attachment 2 may include elements that improve Quality Public Infrastructure (Attachment 1) priorities, but it also excludes many important aspects. For instance, Attachment 1 has admirable goals to ensure “safe access for all transportation modes, including pedestrians, people with access and functional needs, motorists, transit riders, and people of all ages and abilities.” However, Attachment 2’s “traffic/transportation” items seem to lack any focus to “maintain the condition and availability of … infrastructure” by reducing congestion or maintaining the Level of Service at any intersection along one of our few arterial roadways.
Furthermore, there’s an opportunity to simplify Attachment 1 language. For example, listing “people with access and functional needs” and “people of all ages and abilities” simultaneously is redundant and unnecessary.
I wish I could be there to hear the summary of the assessment that was done to evaluate the Town’s effectiveness in fulfilling the mission, vision, core goals, and strategic priorities. I’m sure that you will gain valuable insights from those results. I also am hopeful that you take into account the results you were presented with last year when you were considering putting a sales tax increase on the ballot.
Lastly, what’s the point of all this work if there’s no follow-up or accountability? Beyond “Prudent Financial Management,” I fail to see how the priorities listed in Attachment 2 contribute to “ensure open, responsive, accountable, transparent, accessible, inclusive, and collaborative government that encourages public involvement.” Is it possible to make the goals or priorities measurable? How do we assess whether improvements have been made?
Are some priorities, such as public safety, more important than others? What happens when staff makes recommendations that contradict the Town’s mission, core goals, strategic priorities, or the adopted General Plan? How is anyone held accountable for such performance? What are the consequences?
Regards,
Linda Swenberg
ATTACHMENT 5