CALL TO ORDER 9:00 AM
PLEDGE OF ALLEGIANCE and MOMENT OF SILENCE
ROLL CALL
SPECIAL SET MATTER
ADJOURNMENT
AGENDA
Special Study Session of the
Scotts Valley City Council
Date: February 28, 2024 at 9:00 AM
February 29, 2024 at 11:00 AM
CONTACT
INFORMATION
MEETING LOCATION POSTING
City of Scotts Valley Four Points by Sheraton Agenda posted on 2-23- 1 Civic Center Drive 5030 Scotts Valley Drive 2024 at City Hall, SV Scotts Valley, CA 95066 Scotts Valley, CA 95066 Senior Center, SV Public (831) 440-5600 (831) 438-1500 Works Building, and on the Internet
at: www.scottsvalley.gov
ELECTED OFFICIALS CITY STAFF MEMBERS
Randy Johnson, Mayor
Derek Timm, Vice Mayor
Jack Dilles, Council Member
Donna Lind, Council Member
Allan Timms, Council Member
Mali LaGoe, City Manager
Kirsten Powell, City Attorney
Steve Walpole, Chief of Police
Scott Garner, Police Captain
Taylor Bateman, Community Development Director
Stephanie Hill, Administrative Services Director
Allison Pfefferkorn, Recreation Division Manager
Steve Jesberg, Interim Staff
Scott Hamby, Interim Staff
Cathie Simonovich, City Clerk
Lauren Lambert, Deputy City Clerk
1. Study Session: Strategic Plan 2024
This is the opportunity for individuals attending in person to make 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.
PUBLIC COMMENT TIME
AGENDA ITEM 1.
DATE: 2/28/2024
City of Scotts Valley
CITY COUNCIL STAFF REPORT
DATE: 2/28/2024
TO: Honorable Mayor and City Council
FROM: Mali LaGoe, City Manager
APPROVED: Mali LaGoe, City Manager
SUBJECT: Study Session: Strategic Plan 2024
SUMMARY OF ISSUE
The City of Scotts Valley is committed to providing the highest level of service to our residents, businesses and visitors that we can with the resources available. In 2023, the City Council adopted organizational mission, vision, and values statements that lead and inspire the day-today activities of staff to address both short term and long term challenges. The Council also adopted 2023 strategic goals, which have guided the budget and resource priorities for the 2023-2024 fiscal year.
The strategic planning study session will consist of a series of presentations by staff and consultants to demonstrate the progress made on the 2023 strategic goals and shape the focus areas for the City's 2024 strategic goals. The Council will be asked to provide feedback and input regarding the City's priorities but will not take any action at this special meeting.
Staff will gain valuable insights into where to focus attention and prioritization of work to be brought back to the City Council at future regular meetings for the Council to take action, including consideration of a 2024 Strategic Plan.
FISCAL IMPACT
There is no fiscal impact associated with this study session.
STAFF RECOMMENDATION
Staff recommends the Council receive information and discuss the City's strategic goals.
TABLE OF CONTENTS
1. Scotts Valley MVV
2. Strategic Goals FY23-24
3. Strategic Work Plan update Q2 2023-24
January 26, 2023
Vision:
Scotts Valley is a healthy, safe, and welcoming city, rooted in hometown values and appreciation for the natural environment that surrounds us.
Mission:
Our mission is to create and sustain high-quality amenities and services for our residents, businesses, and visitors to Scotts Valley, in a fiscally responsible way.
Share Values:
• Teamwork. We collaborate, care about, and respect each other. We are each accountable to our team and our community.
• Growth and Learning. We are outcome focused, and committed to continuous improvement and professional development. We are flexible and adaptable. • Health and Safety. We put the health and safety of our employees and our community first. We value work-life balance.
• Integrity. We do the right thing, even when it’s not the easy thing. • Financial Stability. We make prudent decisions to protect long-term financial stability. • Openhearted. We embrace diverse perspectives, strive for fairness and a support a sense of belonging for our staff and community.
• Making a Difference. We do this work because we care about, and are proud of, our community.
• Fun! We are friendly, creative, and enjoy working with one another. • Hardworking. We get things done and celebrate achievements.
Adopted on 2-15-2023
Fiscal Year 2023/24 Strategic Goals
• Identify additional revenue sources to support a thriving City. • Invest in operational enhancements to improve the efficiency of day-to-day operations.
• Plan for the future by completing the General Plan update, Housing Element, and facilitating the future development of the Town Center. • Explore new ways to connect and partner with local businesses to explore Scotts Valley’s brand and competitive advantage.
• Re-establish recreation programming that supports the diverse interests of our community.
• Prioritize implementation of critical Wastewater infrastructure projects. • Encourage civic engagement and improve transparency by launching the City's new website and OpenGov portal and increase use of digital media to share and receive information with Scotts Valley residents.
• Invest in improvements to bike and pedestrian safety. • Support cultural events, art, and projects that celebrate Scotts Valley.
FISCAL YEAR 2023/24
STRATEGIC
WORK PLAN
Q2RESULTS
October – December 2023
INTRODUCTION
In January 2023, the Scotts Valley City Council met to review the strategic goals for FY 2022/23 and to provide direction to staff regarding the City’s priorities for FY 2023/24. This direction guided the FY 2023/24 budget development and organizational priorities. In June, the Council approved the City’s FY2023/24 budget covering the time period of July 1, 2023 to June 30, 2024.
The City Manager is responsible for developing the strategies, tactics and projects that are achievable and realistic and will drive the City’s progress toward these goals. The City Manager reports to the City Council on a quarterly basis on the progress achieved, challenges and setbacks as related to these goals.
This report covers the second quarter of the fiscal year – October through December 2023. It includes the specific strategies, tactics and projects the City Manager has identified as key leverage points for success.
The status of each project or tactic is described as follows using the following graphic:
Grey = Not started
Red = Behind Plan/schedule
Yellow = In planning/queued up
Light green = In process/on track
Dark green = Complete
OVERVIEW OF GOALS
Improve the efficiency of day-today operations
Plan for the future by completing the
General Plan, Housing Element and
facilitating the Town Center
development
Connect with local businesses
to explore Scotts Valley’s brand
Re-establish recreation to
support diverse interests
Improve opportunities for
civic engagement
Prioritize critical wastewater
infrastructure projects
Celebrate Scotts Valley
Improve pedestrian and
bike safety
Identify additional revenue
sources to support a thriving City
SUCCESSES
Major milestones were achieved this quarter as the City’s General Plan and Housing Element were adopted by the City Council. The City also hosted a very successful inaugural Citizens Academy with nine residents completing the program. Progress on the Town Center continues to march forward and City’s focused commitment to implementing software solutions to gain efficiency and improve customer service has progressed on schedule. The Executive Team hosted an employee gratitude lunch at the end of the year to celebrate our successes and recognize staff reaching milestones in their careers with the City.
CHALLENGES
Staffing instability in the Public Works Engineering division has setback progress on important projects. The City continues to recruit for key positions while relying on retired annuitant and consultant support.
NEXT STEPS
Progress will continue on all goals. In the next quarter, the City Council will begin planning for next year’s goals and budget priorities while we continue to work toward the current year goals.
RESULT HIGHLIGHTS
STAFFING
STATUS
The City can’t
achieve these goals
without adequate
and consistent
staffing.
In this period, the
City’s vacancy rate
was 9%.
We filled 7 vacant
positions &
4 staff left the City.
The average tenure
of all City staff is
5 years.
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 1: Identify additional revenue sources to support a thriving City.
Notes: This work is led by the City Manager and Administrative Services Director. A contract was executed with Baker Tilly to conduct financial analysis for both the UUT and BLT structures. The initial draft is complete and will be shared with the City Council at their planning workshop in February.
STRATEGIES TACTICS STATUS
Research Business License
Tax Structures
• Hire consultant to complete financial analysis
• Conduct market research
• Determine whether to place measure on November 2024 ballot by August 2024
Research User Utility Tax
Structures
• Hire consultant to complete financial analysis
• Conduct market research
• Determine whether to place a measure on November 2024 ballot by August 2024
Analyze Transient
Occupancy Tax increase
• Consider an increase from 11% to 12% to match the rest of the County
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 2: Invest in operational enhancements to improve the efficiency of day-to-day operations.
STRATEGIES TACTICS STATUS
Document desk
procedures and standard
processes
Focus areas include:
• Finance
• Development Permitting
• Public Works Maintenance
Identify, prioritize and
promote targeted subject
matter training where
needed
• Create intranet site as a “one stop” resource for all training programs available to staff
• Provide access to on demand training and encourage staff to block time on their schedules to learn new skills
• Utilize staff meetings and shift changes to deliver safety and operational trainings
Finish implementation of
software solutions for
automation and efficiency
• Budget/Finance
• PW Maintenance CMMS
• Building and Planning Permits
• Payroll system
Attract and retain qualified
staff in all departments
• Conduct a classification and compensation study
• Continue to build positive work culture and support professional development
• Recognize and reward high performance
Notes: These efforts are led by the City’s executive team and are the responsibility of all City staff. In late 2023, the public works department experienced a high level of turnover. The CMMS system is somewhat delayed. Staff were recognized at the annual Gratitude Lunch in November with service awards and accomplishment recognition. Many of these tactics are a work in progress.
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 3: Plan for the future by completing the General Plan update, Housing Element, and facilitating the future development of the Town Center.
STRATEGIES TACTICS STATUS
Submit Housing Element for
HCD Certification by
December 2023
• Submit first draft by July 10
• Review HCD comments and submit second draft by October 20 • Adopt Housing Element December 20
• Submit Adopted Housing Element to HCD by February 1
• Continue to work with our HCD reviewer for certification Complete General Plan by
Spring of 2024
• Release EIR for public comment by Aug 10
• Respond to comments by October 30
• Bring final to City Council by December 31
Progress through Town
Center pre-development
work
• Complete surface level environmental clean up
• Hire Architect to update master layout in Specific Plan • Hire a consultant to update the Specific Plan EIR
• Continue working through financing and partnership options Notes: This work is led by the Community Development Director and City Manager. This quarter, the City Council adopted the General Plan and Housing Element. Work continues with HCD to achieve certification. The Town Center planning update is progressing as planned. Additional information can be found on the City’s website pages dedicated to each project.
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 4: Explore new ways to connect and partner with local businesses to explore Scotts Valley’s brand and competitive advantage.
Notes: Most of this work is being led by the Economic Development Subcommittee with City Manager and volunteer support. The Subcommittee started one-on-one meetings with businesses this quarter. In addition, planning for the Community Video Project has resumed.
STRATEGIES TACTICS STATUS
Connect with businesses
via one-on-one meetings,
focus groups, surveys to
collect data related to SV
value proposition
• Build business database utilizing sales tax and business license data, media and networking contacts
• Conduct outreach activities to solicit input
• Aggregate and analyze data
Develop SV tagline with
business and community
input
• Create drafts with business input
• Utilize FlashVote for community input
Explore new marketing
opportunities for Scotts
Valley.
• Complete Community Video Project
• Partner with community organizations to promote Scotts Valley businesses and events
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 5: Re-establish recreation programming that supports the diverse interests of our community.
Notes: This work is led by the Recreation Division Manager with support from the City Manager. The new Recreation Division Manager started in August and has picked up where the previous manager left off. The Siltanen Pool was open for 1 month in the fall of 2023. Planning is underway to operate the pool for a full season in 2024. Classes and programs are rebounding in attendance and community interest. The three commissions that advise this area of City Services are slowly coming back on line with important projects.
STRATEGIES TACTICS STATUS
Continue implementation
of the Recreation
Restoration Plan
• Reassess/reprioritize incomplete recommendations based on current needs and resources
• Develop a marketing plan to promote restoration projects Complete the Recreation
Strategic and Parks Master
Plans
• Support consultant on utilizing public input to draft master plan • Bring plans to the City Council in early 2024 for adoption Develop new partnerships
for programming
• Summer Youth activities
• Siltanen Pool operator
• Expand instructor network
Expand services better
serve the public
• Create a Volunteer Program
• Revamp the Memorial Donation Program
• Expand public hours at the Recreation Office
Utilize the Arts, Parks and
Recreation and Senior
Board Commission to
advise program
enhancements
• Parks and Recreation Commission Subcommittees to address Skypark court issues and Parks Master Plan
• Arts Commission meetings, fill vacancies, reengage in projects • Senior board membership, meetings to advise enhanced
programming and services
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 6: Prioritize implementation of critical Wastewater infrastructure projects.
STRATEGIES TACTICS STATUS
Build staff capacity to
deliver capital projects
• Hire Wastewater Division Manager
• Utilize consultant project managers, engineers on identified CIP projects
• Determine long term WW plant infrastructure direction Identify and implement
financing strategy to
accelerate project
implementation
• Analyze options to finance projects
• Make recommendations to City Council
• Implement Council direction
Notes: This work is led by the Public Works Director with support from Engineering staff until the Division Manager position is filled. This work continues to face setbacks and challenges due to staff capacity, expertise, and the vast complexity of the work. The Interim Public Works Director and City Manager are working on a revised strategy.
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 7: Encourage civic engagement and improve transparency by launching the City's new website and budget portal and increase use of digital media to share and receive information with Scotts Valley residents.
Notes: This work is led by the City Manager with support from the executive team and administrative staff. This work is on track with the first Citizens Academy completed in November with 9 graduates. Feedback from the participants was very positive and a second session is being planned for the Spring 2024. Administrative staff continue to work on website and social media enhancements as time allows.
STRATEGIES TACTICS STATUS
Continue to improve
website content and
accessibility
• Implement CivicClerk for agenda and minutes management • Complete Police Department new website
• Review content and update as needed
Increase City’s social media
presence and reach
• Increase coordination between the city’s multiple pages managed by different staff
• Produce more video content to attract viewers
Host a Citizens Academy
program
• Develop schedule, content, and application
• Deliver program before Dec 2023
• Evaluate program and determine future use
• Deliver 2
nd program in Spring 2024
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 8: Invest in improvements to bike and pedestrian safety.
Notes: This work will be included by Public Works Engineering Division in conjunction with identified projects. Bean Creek Road and various striping projects are complete with new sidewalks and bike lanes. The City was awarded two grants from the Reginal Transportation Commission to support the two planning projects at Mount Hermon Road and Scotts Valley Drive, totaling over $1 million. Staff turnover in public works has precluded these projects from starting.
STRATEGY PROJECTS STATUS
Integrate bike/ped
improvements with funded
road improvement projects
• Bean Creek Road rehabilitation
• Various striping projects
• Granite Creek Overpass improvements
Include bike/ped needs in
future road improvement
plans
• Develop Mount Hermon Road master plan
• Initiate Scotts Valley Drive complete street design
Scotts Valley Strategic Workplan for Fiscal Year 23/24
Status as of 12/31/2023 (Q2)
GOAL 9: Support cultural events, art, and projects that celebrate Scotts Valley.
Notes: This work is led by various departments including Recreation, Police and Administration. This work is tracking well with the successful 2023 4 th of July parade. The Community Grant program received 16 applications and the City Council awarded $50,000 to 8 organizations in October. The new Recreation Manager is participating in the Multicultural Fair planning for 2024 as well as other recreation administrative activities.
STRATEGIES TACTICS STATUS
Support non-profit events
at City facilities
• Create a non-profit facility use policy and application form • Update event application process/forms
• Develop agreements with sports leagues
• Track fiscal impact of non-profit programs
Support the SV Performing
Arts Center with recreation
programming and $1/year
rent of City facility
• Utilize 12 programming days at the PAC for Recreation programming
• Manage lease agreement and programming requirements to ensure expectations are met
Co-host cultural events
such as the Multicultural
Fair
• Participate in planning the 2024 Multicultural Fair with the SV School District
Host the 4th of July parade
(2023 and 2024)
• Police Department to lead planning event with support from PW Maintenance.
• Update Event playbook for future years
Community Grants
Program
• Conduct application process and recommendations to City Council • Execute contracts with awarded non-profit recipients
• Monitor contract compliance and close out before fiscal year end