A G E N D A
Special Study Session of the
Scotts Valley City Council
Date: March 22, 2022
Time: 5:00 PM
CONTACT INFORMATION MEETING LOCATION POSTING
City of Scotts Valley
1 Civic Center Drive
Scotts Valley, CA 95066
(831) 440-5600
City Council Chambers
1 Civic Center Drive
Scotts Valley, CA 95066
The agenda was posted
3-18-2022 at City Hall and on the
Internet at www.scottsvalley.org.
CALL TO ORDER 5:00 PM
MOMENT OF SILENCE
ROLL CALL
ROLL CALL
ELECTED OFFICIALS:
Donna Lind, Mayor
Jim Reed, Vice Mayor
Jack Dilles, Council Member
Randy Johnson, Council Member
Derek Timm, Council Member
CITY STAFF MEMBERS:
Mali LaGoe, City Manager
Kirsten Powell, City Attorney
Steve Walpole, Chief of Police
Taylor Bateman, Community Development Director
Casey Estorga, Administrative Services Director
Chris Lamm, Public Works Director/City Engineer
Lauren Lambert, Deputy City Clerk
PUBLIC COMMENT TIME
This is the opportunity for individuals to make and/or submit written or oral comments to the Council on any items within the purview of the Council, which are NOT part of the Agenda.
No action on the item may be taken, but the Council may request the matter be placed on a future agenda.
SPECIAL SET MATTER(S)
1. Study Session: Strategic Plan 2022
ADJOURNMENT
AGENDA ITEM 1
DATE: 03-22-22
City of Scotts Valley
CITY COUNCIL STAFF REPORT
DATE: March 22, 2022
TO: Honorable Mayor and City Council
FROM: Mali LaGoe, City Manager
SUBJECT: STRATEGIC PLAN STUDY SESSION
SUMMARY OF ISSUE
As the highest level of leadership in the City, one of the Council’s responsibilities is to establish the vision for the City’s future. In the absence of a City Vision Statement, the Council’s four strategic goals provide insights into that vision. Two of the goals focus on high performance city operations while the other two focus on what makes Scotts Valley the “right place” for people to live, work and visit.
City Operations Community Value
1. Ensure long-term financial stability
2. Implement operational initiatives to
enhance city services
1. Encourage business development
and expand the City’s economic
base
2. Maintain quality of life for residents
Of course, these two categories are interdependent in many ways. For example, the City’s financial stability is dependent on local taxes which come from a thriving business sector and residents’ quality of life is impacted by the city’s operational effectiveness to deliver services.
On a surface level, these four goals provide a broad vision for the City’s future however they are so broad, they risk varied (potentially inconsistent) interpretation. The purpose of this study session, is for the Council to provide further definition of each of these goals by discussing questions such as: What would success look like? How would we know if we were successful?
Staff requests that City Council further defined each of these goals by agreeing on key performance indicators (KPIs). From there, staff will have the information needed to conduct the next steps in the strategic planning process.
Strategic Planning Process
Once desired outcomes (goals) are identified and defined through KPIs by the City Council, Staff will then assess the current situation through questions such as: where 001
AGENDA ITEM 1
DATE: 03-22-22
are we now? What opportunities or resources do we have to support where we want to go and what challenges or obstacles will inhibit our progress? This information will guide staff to define the best next steps (in the form of an annual plan) to move toward the Council’s defined goals.
Summary Process for Strategic Planning
Flexibility and readiness are key to capturing emerging opportunities such as grants or other funding while always keeping our sights on the end goal. Therefore, Staff will repeat steps 2 and 3 as often as necessary to continuously adjust and adapt to changing circumstances while the goals set by Council remain our “north star”.
Strategic Planning Roles
The City Council defines its priorities as high level, outcome-oriented City Goals. The Council’s approval of key performance indicators (KPIs) provides clarity of intent, ensuring broad understanding of what success looks like. It is important to note that KPIs are indications of success but may not be controllable by the City alone. (Step 1) The Executive Team, as the operational leaders of the City, then takes Council’s priorities and operationalizes them based on subject matter expertise, resources and opportunities available. The Executive Team communicates its plans both back to Council to confirm strategic alignment and to staff to guide daily operations. (Steps 2 & 3)
All City staff have a responsibility to know the City’s priorities (as identified by Council) and plans (as developed by the Executive Team) and use those as their daily guide to prioritize tasks, assignments, and teamwork.
Community feedback and input is key at all levels to ensure the City is aligning resources to the community’s highest needs and wants.
Decide best
next steps
Assess current
state,
supports &
constraints
Define
desired
outcomes
(goals)
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AGENDA ITEM 1
DATE: 03-22-22
Summary of Roles for Strategic Planning
Long-Term Strategic Goals and Key Performance Indicators (KPIs) To assist the Council to think through and discuss what success looks like and how would we know if we are successful, staff have developed suggested Key Performance Indicators for each of the 4 broad goals. These measures are not intended to be achievable in one year, but rather help to define what success ultimately looks regardless of how long it takes to get there. KPIs are also not static outcomes, meaning if met in one year, they may not be achievable in the following year if conditions change.
Council and Staff can use KPI status to inform decision making and priority setting in a changing environment.
In addition, the Council may want to consider bringing further focus on the 4th goal, maintaining quality of life for residents. This goal is the most broad and could include several issues of importance to City residents such as pedestrian/bicycle experience/safety, diversity, equity and inclusion, park amenity improvements, street condition, environmental sustainability, affordable housing, cultural and community events, wildfire preparedness, etc.
The Council could consider splitting that goal into 2-3 more specific goals or revise the goal to be more clearly defined. Finally, the City’s goal of building a Town Center may warrant being a standalone goal, if the Council chooses to elevate it’s prominence.
Strategic Planning Cycle
Once staff receive Council direction on the City’s FY 22-23 goals, the Executive Team will develop a plan and identify achievable next steps for the City’s annual plan and incorporate related funding in the FY22/23 proposed budget. The City Manager will provide quarterly updates to the Council on progress and the executive team will bring items for approval at regular Council meetings to move specific projects forward identified in the plan.
City Council
Exec Team
All Staff
•High Level Goals/Outcomes
•Visionary
•Organizational capacity, resources, opportunities
•Operational
•Personal/team capacity, resources
•Daily Tasks
Community input
and feedback
003
AGENDA ITEM 1
DATE: 03-22-22
Summary of Strategic Planning Cycle
FUNDING IMPACT
There is no fiscal impact of this item.
STAFF RECOMENDATION
Staff recommends the City Council discuss and provide direction to staff regarding the City’s long-term goals, strategic planning process, roles, and responsibilities.
Specifically:
1. Continuing the 4 broad goals from 2021/22 with or without changes
2. Approving associated Key Performance Indicators for each goal as proposed or with changes
3. Provide feedback on the roles and planning cycle presented
TABLE OF CONTENTS PAGE
Possible Key Performance Indicators…………………………………………….………………….5 Council provides
direction on City
Goals (March)
Executive Team
operationalizes
through an
annual plan and
budget (AprilMay)
Council
Approves Annual
Budget (June)
City Manager
reports progress
to Council
(quarterly)
Executive Team
brings items
related to annual
plan to Council
for approval
(ongoing)
004
2022 Scotts Valley Strategic Goals and Possible Key Performance Indicators – Draft 3/18/22
ENSURE LONG-TERM
FINANCIAL STABILITY
ENCOURAGE BUSINESS
DEVELOPMENT &
EXPAND CITY’S
ECONOMIC BASE
IMPLEMENT
OPERATIONAL
INITIATIVES TO ENHANCE
CITY SERVICES
MAINTAIN QUALITY OF
LIFE FOR RESIDENTS
General Fund reserves
equal 30% annual
expenses
Budget policies reflect
fiscal prudence
Funds are reserved for
deferred maintenance
and Capital
Improvement projects
on an annual, five- and
ten-year horizon
Pension liability is prefunded to the extent
possible
Five- and ten-year
financial forecasts
include future needs of
the City and considers
economic uncertainties
Technology is utilized to
enhance productivity
and efficient operations
Community development
services are efficient,
consistent and solution
oriented
Sales tax revenue is
consistent from diverse
sources
Commercial real estate
vacancies average below
10%
Business license data
reflects diversity of
sectors and organization
size
Transit Occupancy Taxes
reflect a healthy balance
of work week and
weekend visitors
Technology is utilized to
automate administrative
processes
Online and automated
services are available for
public facing
transactions
Technology is utilized to
monitor and detect
system or facility
problems early
Master contracts are in
place for consultants,
professional services,
and supplementary
services and ready for
deployment as needs
arise
Staff are empowered to
be leaders at all levels of
the organization, to
solve problems in real
time and suggest ideas
for organizational
improvements
Parks are maintained
regularly, and repairs are
addressed timely
Streets are safe for cars,
cyclists, and pedestrians
through regular
maintenance of
surfaces, striping and
signage
Average Police response
time is less than 5
minutes
Community events are
regularly held at city
facilities to build a sense
of community and raise
money for community
groups
Sewer systems, trash
collection, water and
other utilities operate
reliably and efficiently
Resident surveys reflect
a high level of
satisfaction with City
facilities and services
POSSIBLE KEY PERFORMANCE INDICATORS
CURRENT STRATEGIC GOALS
005