Scotts Valley City Council
May 1, 2024

AGENDA
Special Joint Meeting of the
Scotts Valley City Council and the
Parks & Recreation Commission
In-Person and Remote Access
Date: May 1, 2024
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
OR
Zoom Video Conference
https://us02web.zoom.us/j/83295730901
Agenda posted on 4-26-
2024 at City Hall, SV
Senior Center, SV Public
Works Building, and on the
Internet at:
www.scottsvalley.gov

ELECTED OFFICIALS COMMISSIONERS CITY STAFF MEMBERS
Randy Johnson, Mayor
Derek Timm, Vice Mayor
Jack Dilles, Council Member
Donna Lind, Council Member
Allan Timms, Council Member
David Sanguinetti, Chair
Gillian McGlaze, Vice Chair
Heidi Denger, Commissioner
Kate Kelsey, Commissioner
Rebecca Sorci-Murray,
Commissioner
Mali LaGoe, City Manager
Kirsten Powell, City Attorney
Scott Hamby, Public Works
Allison Pfefferkorn, Recreation
Division Manager
Cathie Simonovich, City Clerk

MEETING NOTICE AND AGENDA PACKET MATERIALS
Notice regarding City Council Meetings:

The City Council meets regularly on the 1st and 3rd Wednesday of each month at 6:00 PM in the City Hall Council Chambers located at 1 Civic Center Drive, Scotts Valley, CA 95066, and via Zoom Webinar remote access.

Agenda and Agenda Packet Materials:

The City Council agenda and the complete agenda packet are available for review by 5:00 PM the Friday before the Wednesday meeting on the Internet at the City’s website:
www.scottsvalley.gov and in the lobby of City Hall at 1 Civic Center Drive, Scotts Valley, CA.

Pursuant to Government Code §54957.5, materials related to an agenda item, submitted after distribution of the agenda packet, are available for public inspection in the lobby of City Hall during normal business hours, Monday-Friday, 8am-12 pm and 1-5 pm. In accordance with AB 1344, such documents will be posted on the City’s website at www.scottsvalley.gov.

Public Participation:

The meeting will be available on Zoom and livestreamed to the City of Scotts Valley’s YouTube channel: https://www.youtube.com/channel/UCLNTBScelB4wTfidYHrocWA For those wishing to participate via Zoom you can join the following ways:

Zoom Webinar meeting link: https://us02web.zoom.us/j/83295730901 Or dial one of these numbers: (669) 900-9128 or (669) 444-9171

City Council Meeting Agenda Page 2
Date: May 1, 2024
Webinar ID: 832 9573 0901
Whether attendance is in-person or remote, you will be given opportunities to provide public comment at the appropriate times throughout the meeting. The time limit is up to 3 minutes for an individual, or 5 minutes for someone who is representing a group of three or more, at the discretion of the Mayor. Please note that this is not a question-and-answer time, but simply a time to provide comments to the Council. At the appropriate times during the meeting for public comment, on items not on the agenda, and on specific agenda items, the Mayor will announce that public comment will be accepted.

How to comment via in-person attendance:

Please proceed to the public comment podium when the Mayor opens the item for public comment.

How to comment via Zoom Webinar:

Use the webinar attendee option to “raise hand” when the Mayor opens the item for public comment. The Clerk will unmute you when it is your turn. If you have joined via Zoom phone call, dial *9 or your phone to “raise your hand”, and the Clerk will unmute you when it is your turn.

CALL TO ORDER 5:00 PM

ROLL CALL

SPECIAL SET MATTER

1. Special Joint Study Session between the City Council and the Scotts Valley Parks & Recreation Commission to review and discuss the 90% draft of the Parks Master Plan

ADJOURNMENT

ADA NOTICE
The City of Scotts Valley does not discriminate against persons with disabilities. The City Council Chambers is an accessible facility. If you wish to attend a City Council meeting and require assistance such as sign language, a translator, or other special assistance or devices in order to attend and participate at the meeting, please call the City Clerk's office at (831) 440-5600 five to seven days in advance of the meeting to make arrangements for assistance. If you require the agenda of a City Council meeting be available in an alternative format consistent with a specific disability, please call the City Clerk’s Office. The California State Relay Service (TTY/VCO/HCO to Voice:

English 1-800-735-2929, Spanish 1-800-855-3000; or, Voice to TTY/VCO/HCO: English 1-800-735-2922, Spanish 1-800-855-3000), provides Telecommunications Devices for the Deaf and Disabled and will provide a link between the TDD caller and users of telephone equipment.

AGENDA ITEM 1.

DATE: 5/1/2024
City of Scotts Valley

CITY COUNCIL STAFF REPORT
DATE: 5/1/2024
TO: Honorable Mayor and City Council
FROM: Allison Pfefferkorn, Recreation Division Manager
APPROVED: Mali LaGoe, City Manager
SUBJECT: Special Joint Study Session between the City Council and the Scotts Valley Parks & Recreation Commission to review and discuss the 90% draft of the Parks Master Plan

SUMMARY OF ISSUE
Background
The City of Scotts Valley Recreation Division's last Parks Master Plan was completed in 1996, with an attempted Master Plan update in 2012 that was never completed.

After the closure of the Recreation Division due to the COVID pandemic, the City partnered with Management Partners to develop a Restoration Plan for the Recreation Division. The Restoration Plan identified 24 recommendations. Recommendation 20 was to develop an updated Parks Master Plan.

The City submitted a Request for Proposals (RFP) in September 2022, which resulted in awarding the project to Odell Engineering. In January 2023, Odell Engineering was contracted to develop Scotts Valley’s Parks Master Plan. Odell Engineering is a Northern California design firm specializing in public infrastructure. Odell has supported the planning, design, and construction of community infrastructure improvements, including parks and public spaces, for nearly 28 years.

The Recreation staff and Park Master Plan Subcommittee of the Parks & Recreation Commission have met throughout the year to steer and guide the draft as it has taken form.

Purpose and Scope
The core purpose of the Parks Master Plan (PMP) is to provide City staff with a usable action plan that captures the needs assessment of the community and supports a vibrant future of the City’s park system. The scope of work does not include specific park plans or allocating funds to individual projects.

The PMP delivers 3 distinct sections: Inventory of existing parks and benchmark cities comparisons, needs assessment & analysis, and recommendations. Below are some key findings:

Inventory of Existing Parks and Benchmark Cities
Scotts Valley consists of 253.75 park acres, with 44.75 acres of developed parkland and 209 of undeveloped parkland. These parklands encompass nine parks, three trail systems, one community center, one senior center, one theater, one community pool, and one community garden.

Parks and Recreation at the City of Scotts Valley fares average when compared to benchmark cities including Capitola, Half Moon Bay and Pacific Grove. The Level of Service (LOS) standard and the park acreage of developed park lands also meets the average. While current staffing within the Scotts Valley Recreation Division is the lowest among benchmark cities, the staffing works with the City’s budget and organization.

Needs Assessment & Analysis
Site visits, public feedback and surveys were key in formulating accurate analysis of the needs of the community. The outreach to the public identified areas of particular strength within the parks and areas of needed improvement.

Overall, many Scotts Valley residents value City parks, like to engage in diverse recreation activities, and frequent parks that provide their favorite amenities or activities. A common sentiment among respondents is to improve existing parks in general and to provide additional maintenance or repairs at high-use areas, such as sports fields.

Recommendations
Existing Parks - A common sentiment from survey respondents is to improve existing parks and, with limited land availability, it is recommended for the City to prioritize park improvements at existing parks.

Funding - Seek out finding sources outside of those currently employed.

Programming - Establish and build core programs and events, expand and build on partnerships, track data on program participation.

Next Steps
After receiving the City Council and Parks and Recreation Commission's feedback today, staff will work with Odell Engineering to complete the Parks Master Plan. The complete plan will be brought back to the City Council for formal adoption. Once adopted, the Parks Master Plan will be used to inform the City's Capital Improvement Program, Development Impact Fee projects and maintenance and operation priorities for the City's park system.

FISCAL IMPACT
There is no financial impact associated with reviewing the 90% draft of the Parks Master Plan.

STAFF RECOMMENDATION
It is recommended that the City Council and the Parks and Recreation Commission receive the 90% draft of the Parks Master Plan and presentation from Odell Engineering, and provide feedback and guidance on the 90% draft to determine if it is in alignment with the City’s General Plan and needs of the City.

TABLE OF CONTENTS

1. 90% -Scotts Valley Parks Master Plan

90% DRAFT

PARKS &

RECREATION

MASTER PLAN
APRIL 2024

CITY OF SCOTTS VALLEY

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CITY OF SCOTTS VALLEY

PARKS & RECREATION

MASTER PLAN
Prepared by:

O’Dell Engineering
6200 Stoneridge Mall Road, Suite 330
Pleasanton, CA 94588
Prepared for:

City of Scotts Valley
1 Civic Center Drive
Scotts Valley, CA 95066

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TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION ....................................................... 9 PURPOSE........................................................................................................................................................................11 ABOUT CITY OF SCOTTS VALLEY.................................................................................................................12 GOALS OF THE PARKS MASTER PLAN........................................................................................................13 EXECUTIVE SUMMARY..........................................................................................................................................14 CONCLUSION............................................................................................................................................................18 CHAPTER 2: CONTEXT ................................................................. 19 PHYSICAL SETTING.................................................................................................................................................21 HISTORICAL ROOTS...............................................................................................................................................21 ECONOMY AND BUSINESS................................................................................................................................21 INCOME AND POVERTY......................................................................................................................................21 DEMOGRAPHICS.......................................................................................................................................................22 LOCAL PLANNING POLICY CONTEXT .....................................................................................................24 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES........ 31 BENCHMARK COMMUNITIES ...........................................................................................................................33 SAFETY & SECURITY...............................................................................................................................................38 ENVIRONMENTAL SUSTAINABILITY.............................................................................................................40 QUIMBY ACT...............................................................................................................................................................40 TRENDS IN PARKS AND RECREATION .....................................................................................................41 CHAPTER 4: INVENTORY .............................................................. 47 EXISTING PARKS AND FACILITIES SYSTEM...............................................................................................49 LEVEL OF SERVICE (LOS) STANDARDS........................................................................................................52 PARK TYPOLOGY.....................................................................................................................................................53 RECREATION DIVISION........................................................................................................................................56 CURRENT PARK PROJECTS ................................................................................................................................59 CHAPTER 5: NEEDS ASSESSMENT & ANALYSIS....................... 61 PUBLIC ENGAGEMENT PROCESS...................................................................................................................63 PUBLIC SURVEY HIGHLIGHTS...........................................................................................................................68 NEEDS ASSESSMENT AND ANALYSIS...........................................................................................................72 PARK DISTRIBUTION AND GAPS IN SERVICE.........................................................................................75 SUMMARY OF NEEDS ASSESSMENT..............................................................................................................81 CHAPTER 6: RECOMMENDATIONS............................................. 83 PARK AND FACILITY RECOMMENDATIONS............................................................................................85 PARK SCORING..........................................................................................................................................................88 RECREATIONAL PROGRAM RECOMMENDATIONS............................................................................94 FISCAL CONTEXT....................................................................................................................................................95 FUNDING MECHANISMS .....................................................................................................................................95 ADD. CONSIDERATIONS FOR DEVELOPING PUBLIC PARKS & OPEN SPACE..................102 PRELIMINARY PARK RECOMMENDATIONS...........................................................................................103 IMPLEMENTATION FRAMEWORK................................................................................................................109 CONCLUSION.........................................................................................................................................................113 REFERENCES .............................................................................................................................................................114 APPENDIX A: PARK SITES & FACILITIES MATRIX.................. 117 APPENDIX B: PARK SCORING.................................................... 121 APPENDIX C: PUBLIC OUTREACH RESULTS......................... 127

LIST OF FIGURES
FIGURE 4.0 EXISTING PARKS & FACILITIES MAP 51
FIGURE 5.0 FLASHVOTE SURVEY RESPONSES 66
FIGURE 5.1 PUBLIC SURVEY HIGHLIGHTS 68
FIGURE 5.2 IMPORTANCE VS SATISFACTION: BENEFITS OF PARKS & OPEN SPACE 70 FIGURE 5.3 IMPORTANCE VS SATISFACTION: FEATURES & AMENITIES 71 FIGURE 5.4 PREFERRED RECREATIONAL PROGRAMS BY SURVEY RESPONDENTS 73 FIGURE 5.5 EXISTING PARKS HALF MILE SERVICE MAP 76
FIGURE 5.6 EXISTING DEVELOPED PARKS HALF MILE SERVICE MAP 77 FIGURE 5.7 EXISTING DEVELOPED PARKS HALF MILE SERVICE OVER TOPO MAP 79 FIGURE 5.8 EXISTING DEVELOPED PARKS HALF MILE SERVICE OVER ZONING MAP 80 FIGURE 6.0 SEVEN SCORING METRICS 89
FIGURE 6.1 RECOMMENDED AREAS OF FOCUS TO CLOSE GAPS 92
FIGURE 6.2 RECOMMENDED AREAS OF FOCUS TO CLOSE GAPS ENLARGEMENT 93 FIGURE 6.3 INDIVIDUAL PARK RECOMMENDATIONS 104

LIST OF TABLES
TABLE 1.0 PARK SCORES FOR EXISTING PARKS 17
TABLE 2.0 SCOTTS VALLEY AGE DISTRIBUTION – 2010 TO 2021 COMPARISON 22 TABLE 2.1 SCOTTS VALLEY RACIAL DISTRIBUTION – 2010 TO 2021 COMPARISON 23 TABLE 2.2 SCOTTS VALLEY ANNUAL PROPOSED BUDGET EXPENDITURES OF THE PAST FIVE YEARS 23
TABLE 2.3 RECOMMENDATIONS FOR SITE FEATURES BY PARK SITE OR FACILITY 28 TABLE 2.4 TOTAL SITE FEATURES ACCESSIBLE RECOMMENDATIONS 29 TABLE 2.5 PARK SITE RECOMMENDATIONS 29
TABLE 3.0 BENCHMARK CITY COMPARISON TABLE 33
TABLE 3.1 STAFFING BUDGET AND FTE AMONG BENCHMARK CITIES FY 2022-23 34 TABLE 3.2 PARKS CURRENT LEVEL OF SERVICE STANDARDS COMPARISON AMONG BENCHMARK CITIES 35
TABLE 3.3 PARK ACREAGE COMPARISON WITH BENCHMARK CITIES 35 TABLE 3.4 NUMBER OF PARKS AND PARKS TYPOLOGY COMPARISON AMONG BENCHMARK CITIES 36
TABLE 3.5 NUMBER OF RECREATION FACILITIES COMPARISON AMONG BENCHMARK CITIES 37
TABLE 3.6 RECREATIONAL AMENITIES IN PARKS AMONG BENCHMARK CITIES 37
TABLE 4.0 DEVELOPED AND UNDEVELOPED PARKS TERMINOLOGY 49 TABLE 4.1 EXISTING PARKS LIST 50
TABLE 4.2 EXISTING COMMUNITY FACILITIES/POOL LIST 50
TABLE 4.3 CITY OF SCOTTS VALLEY LEVEL OF SERVICE STANDARDS WITH 2020 AND 2033 GOALS 53
TABLE 4.4 FUTURE PLANNED PARKS & POTENTIAL PARK SITES 56 TABLE 4.5 FUTURE FACILITIES 56
TABLE 4.6 COMMUNITY CENTER RENTAL FEE SCHEDULE FY 2022-23 57 TABLE 4.7 SILTANEN PARK POOL AND SENIOR CENTER RENTAL FEE SCHEDULE FY 2022-23 58
TABLE 4.8 GAZEBOS AND RENTAL FEE SCHEDULE FY 2022-23 58 TABLE 6.0 PARK SCORES FOR EXISTING PARKS 90
TABLE 6.1 PARKS MASTER PLAN RECREATIONAL PROGRAMS AND SERVICES RECOMMENDATIONS 94
TABLE 6.2 FUNDING SOURCES FOR CURRENT PARK PROJECTS 97
TABLE 6.3 EXAMPLES OF SPECIAL TAXES 101
TABLE 6.4 IMPLEMENTATION TABLE 110

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CHAPTER 1
CHAPTER 1

INTRODUCTION

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CHAPTER 1: INTRODUCTION 11
CHAPTER 1

INTRODUCTION
Great parks make cities healthy, livable, and enjoyable. The Scotts Valley Parks Master Plan is a planning guide on how the City of Scotts Valley can meet the community needs, interests, aspirations, and goals related to parks and recreation for the next 5-10 years. This document is meant to be dynamic in nature and to serve as a road map to manage parks and recreation assets for the City’s future.

The City has evolved since the adoption of the previous Parks Master Plan prepared in 1996.

It is even more timely for the inception and adoption of the 2024 Parks Master Plan as the City continues to re-emerge from a post pandemic world and adapt to new circumstances. In the last 27 years, Scotts Valley has undergone a major transformation, becoming more urban and growing gradually in population size, shaping the community’s identity and their changing recreation needs. The City of Scotts Valley strives to provide high-quality, unique recreational experiences and park amenities for its community and beyond.

PURPOSE
The Parks Master Plan serves as a guiding document for how the City of Scotts Valley can anticipate, as well as plan and prepare for, the growing and diverse needs of the community regarding parks and recreation. It is meant to be forward-thinking and innovative, providing City staff strategic ways to systematically manage their parks system and recreational programming.

The Parks Master Plan seeks to encompass the vision of the City’s planning efforts and to create a parks system that everyone can recreate and experience in.

The core purpose of the Parks Master Plan is to provide City staff a usable, realistic action plan that captures the needs assessment of the community and supports a vibrant future of the City’s park system. The Parks Master Plan also strives to accommodate current and future public uses of City’s parks and recreational offerings and create safe, accessible, and equitable opportunities for everyone to enjoy. Ultimately, the Parks Master Plan aims to provide improved experiences and unique recreational opportunities so all members of the community can interact with the Scotts Valley parks and recreation system.

While the Scotts Valley Parks Master Plan does not provide specific park plans or specifically designate funding to projects, the Parks Master Plan does provide general recommendations of park improvements, along with a prioritization of park improvements based on community feedback and analysis using a park scoring tool.

Individual park recommendations and consideration of community needs for each park are also presented. Refer to “Chapter 6: Recommendations” for park scoring results, which shows a list of parks to prioritize for improvements and recommendations of park improvements. This chapter also provides an implementation table that outlines preliminary associated project costs of park improvements and priority ranking of each improvement for individual parks.

During the Parks Master Plan project, the Scotts Valley General Plan was also in the process of being updated. Recommendations and findings from the Parks Master Plan helped inform policies related to parks and recreation to be included in the 2023 General Plan update. Ensuring the Parks Master Plan is consistent with other City policies and documents is critical in guiding City staff with a shared vision moving forward.

12 CHAPTER 1: INTRODUCTION

ABOUT CITY OF SCOTTS VALLEY
The City of Scotts Valley has been proudly serving the Scotts Valley community since the City was incorporated in 1966. The Recreation Division is currently part of the Public Works Department and is responsible for administering recreation programs. The Recreation Division intends to provide high quality recreation programming that includes children and adult activities, ranging from sports to crafts, to music and aquatics. The Parks Master Plan aspires to support the Recreation Division’s vision and presents recommendations that allow people to access, explore, and engage with the City’s unique parks and recreation system.

The Recreation Division has an advisory board in the Parks and Recreation Commission. The Commission consists of five members appointed by City Council. It was established for the purpose of advising the City Council on matters concerning City parks, open space, recreation, arts, cultural activities and/or other park and recreation services.

At the onset of the COVID-19 pandemic in March 2020, nearly all of the City’s recreation programs came to a halt due to restrictions requiring shutdown. A majority of the City’s full- and part-time recreation staff were also laid off. Understanding the need to restore recreational opportunities for their residents, the City engaged Management Partners, a consulting firm, to prepare a report on the necessary steps to reactivate the Recreation Division.

Guided by the 2021 Recreation Services Assessment and Restoration Report prepared by Management Partners, the Recreation Division has been taking steps to restore and reshape its recreational offerings during the writing of the Parks Master Plan. A focus of the Parks Master Plan effort was to better understand the specific types of programs and recreation the community would be interested in seeing more of.

Value & Benefits of the City’s Parks and Recreation System Meaningful parks and recreation make healthy, vibrant cities and enhance the quality of life for all people. Good, quality parks and recreation improve mental and physical health, provide opportunities for building community with social activities, and protect natural resources. Parks are valuable to communities because they encourage active lifestyles for all ages, make neighborhoods attractive, and contribute to the local economy. There are innumerable health, social, environmental, and economic benefits parks and recreation provide, so it is important that cities design parks in ways that promote participation and encourage use.

A city’s parks system should be equitable, accessible, safe, and convenient for all members of the community, regardless of one’s age, ability, background, or location. Parks and recreational opportunities should reflect the communities’ diverse needs and values and provide recreational opportunities that are compatible with everyone. This is to ensure everyone has access to the same benefits from a city’s parks and recreation system. Investments in park improvements, new development, and programs should support the goals of the City and the community, now and in the future.

Nestled in the unique topography and rolling hills of the Santa Cruz Mountains, Scotts Valley serves as a major gateway for San Lorenzo Valley and the Big Basin Area. Surrounded by wooded hills, the Scotts Valley community has many different opportunities to recreate, enjoy, and engage with the City’s parks and recreation system. This system currently serves a highly engaging community of over 12,000 residents who enjoy the diverse opportunities to recreate at parks, facilities, and trails in Scotts Valley.

CHAPTER 1: INTRODUCTION 13
CHAPTER 1
Scotts Valley currently has 10 City-owned parks that consist of community parks, neighborhood parks, mini parks, and trails. There are many ways for people to interact and connect with the natural environment since over 80% of the City parks total acreage are “undeveloped,” preserving the abundant natural and scenic resources. A geographic challenge is that Scotts Valley is bisected by the Highway 17 corridor, where the east and west sides of the city have historically been disconnected from one another, as well as extensive mountain slopes that are unsuitable for sport courts and fields. Most of the City’s parks and facilities are located on the west side of the highway.

There are two large Community Parks. Siltanen Park on the north side and Skypark on the south side of the city, both west of Highway 17. These two parks offer similar amenities with a few specialty items described in “Chapter 4: Inventory.”

GOALS OF THE PARKS MASTER PLAN
There are five key goals as defined by the City that will contribute to the success and outcome of the Parks Master Plan project. These guiding goals will ensure that the City can provide quality parks and recreation for its community for the next decade, using the guidance of the Scotts Valley Parks Master Plan.

Key goals of the Parks Master Plan are:

1.Identify park and recreational needs and priorities through public engagement and input.

2.Develop best practices and design guidelines that will inform future improvements and expansion.

3.Consider trends in parks and recreation.

4.Provide recommendations for City implementation of
projects and programs.

5.Ensure consistency with other planning documents.

Participation from the community is a critical part of the Parks Master Plan. Community participation helps to understand public interest and gather ideas of what the future of Scotts Valley parks and recreation could be. Other key goals include ensuring recreational offerings are diverse and equitable, identifying priority parks for improvements, effectively utilizing funding mechanisms, and engaging in best practices for long-term sustainability.

14 CHAPTER 1: INTRODUCTION

EXECUTIVE SUMMARY

INTRODUCTION TO THE SCOTTS VALLEY PARKS MASTER PLAN
The 2024 Scotts Valley Parks Master Plan is a planning document that will guide the City of Scotts Valley on the strategic ways to systematically manage their parks system and recreational programming. The document is meant to be forward-thinking and innovative in way where the City of Scotts Valley can prepare, plan, and anticipate the growing and diverse needs of the community regarding parks and recreation.

The core purpose of the Parks Master Plan is to provide City staff a usable, realistic action plan that captures the needs assessment of the community and supports a vibrant future of the City’s park system. The Scotts Valley Parks Master Plan does not provide specific park plans or specifically designate funding to projects. During the Park Master Plan project, the Scotts Valley General Plan was also in the process of being updated. Recommendations and findings from the Parks Master Plan helped inform policies related to parks and recreation in the 2023 General Plan update. Ensuring the Parks Master Plan is consistent with other City policies and documents is critical in guiding City staff with a shared vision moving forward.

EXISTING PARKS INVENTORY & BENCHMARK CITIES COMPARISONS The City of Scotts Valley has a diverse park system many residents of the community and visitors to the area use and enjoy for passive and active recreation, including parks, trails, and open space. The current park system consists of 253.75 park acres, with 44.75 acres of developed parkland and 209 of undeveloped parkland.

As inventoried in February 2023, the City currently owns nine parks, three community centers, one community pool, and one community garden. The park classifications adopted by the City are as follows:
• Community Parks
• Neighborhood Parks
• Mini Parks
• Open Space, Trails, and Undeveloped Parks
Parks and recreation at the City of Scotts Valley fares average when compared to benchmark cities.

Similar to the benchmark cities, the City provides diverse park typologies, recreational opportunities, and facilities for their residents. The Level of Service (LOS) standard and the park acreage of developed park lands also meets the average. While current staffing within the Scotts Valley Recreation Division is the lowest among benchmark cities, the staffing works with the City’s budget and organization. The Recreation Division is currently restoring recreational programs through local partnerships and service providers.

PLANNING PROCESS & COMMUNITY ENGAGEMENT SUMMARY
This document was informed by primary research including site visits, presentations and public feedback at community meetings, and public surveys. The public engagement process intended to identify areas of particular strength within the parks system and areas that needed improvement. A key part of the public input process was to better understand recreational programming and needs from the community because the Recreation Division was in the process of restructuring the programs.

Three outreach meetings were held in April 2023 and they were intended to educate the community

CHAPTER 1: INTRODUCTION 15
CHAPTER 1
about the Parks Master Plan, encourage survey participation, and gather feedback from the community about the City’s park system and what programs they would like to see in the future.

The meetings were held at different times and locations to add flexibility for attendees and to engage as many different members of the community as much as possible.

An online survey was conducted from late April to mid-May 2023 over a month long period and was available in both English and Spanish formats. The survey was meant to gather demographic information, park use and experience, satisfaction and needs regarding the City’s parks, and priorities for recreational programming. There was a total of 899 participants in the survey – there were 899 completed in English and 0 were completed in Spanish. The rate of participation leads to above a 95% level of confidence.

NEEDS ASSESSMENT & SUMMARY OF ANALYSIS & KEY THEMES
Overall, many Scotts Valley residents value City parks, like to engage in diverse recreation activities, and frequent parks that provide their favorite amenities or activities. A common sentiment among respondents are to improve existing parks in general and to provide additional maintenance or repairs at high-use areas, such as sports fields. Increasing quantity of courts, along with, adding site specific improvements, such as shade, were also expressed by respondents. This indicates that the Scotts Valley parks and amenities are heavily visited and used for both active and passive recreation. This trend will likely continue as the population continues to grow in the coming decades, so it is important for the City of Scotts Valley to incorporate and prioritize park improvements to meet current and anticipated demand.

KEY INSIGHTS FROM SURVEY
• Over 75% of respondents were Scotts Valley residents and 25% were visitors. • A majority of respondents live near Skypark and about 20% live near Siltanen Park. • More than half of respondents visit Scotts Valley parks and recreational facilities more than two times a week.
• Skypark was the most visited by respondents. Siltanen Park was the second most visited and Glenwood Open Space ranked third. • About 98% of respondents generally regard providing opportunities to enjoy nature/the outdoors as very or somewhat important. • The top three concerns when visiting City’s parks were amenities were outdated, lack of amenities, and lack of programs and events that interest me. • 81% of respondents regard restrooms as very important. • Hiking, walking, and swimming are top activities respondents enjoy. • The top three improvements respondents would like the City to prioritize are to improve existing parks in general, improve existing fields, and improve bike/pedestrian circulation between neighborhoods and parks. • The top three classes/programs respondents would like offered were swimming, art, and fitness/exercise/training.
• A majority of respondents would like to see additional programs for adult and teens/tweens.

16 CHAPTER 1: INTRODUCTION
At the time of writing this Parks Master Plan, the Recreation Division has been able to provide new and unique programs, events, and opportunities for the 2023 Fall/Winter season. Based on feedback from community meetings, FlashVote results, and the online survey, a strong sentiment from the public regarding recreation programming was the desire for a swim program. Aquatics was the top recreational program respondents would like to see and the re-opening of Siltanen Pool will satisfy a much needed, core amenity for the community.

Other highly rated recreational programs and/or classes the community would like offered are soccer, art, and fitness/exercise/training. The top non-traditional sport programs the community would like to see offered are pickleball, mountain biking, bocce ball, and rock climbing. As the Recreation Division rebuilds their programs after being shut down during the pandemic, it is important to consider implementing fees for program participation and to offer programming for different age groups, as discussed in “Chapter 3: Best Practices.” Offering a diverse set of programs can also attract different user groups.

Based on the park distribution analysis maps, there are notable gaps where neighborhoods lack a developed park space within a 10-minute walk. Due to current zoning and limited land availability, filling in these gaps will be a major challenge.

RECOMMENDATIONS, FUNDING MECHANISMS,
& FINANCIAL PROJECTIONS/OVERVIEW
Best practices and national trends findings, site inventory observations, community outreach results, needs assessment, and analysis maps will guide the recommendations for how the City can prioritize park improvements. These will also inform the categories for a park scoring system that use metrics tailored to the unique makeup and needs of the community. General recommendations are provided, including inclusion and accessibility at parks, playgrounds and equipment, and amenities.

Recommendations
A common sentiment from survey respondents are to improve existing parks and with limited land availability, it is recommended for the City to prioritize park improvements at existing parks.

Because many City-owned parks are heavily visited and used for both active and passive recreation, it is beneficial for both residents and visitors to recreate at parks they already enjoy and go to. Both general recommendations and individual park recommendations for adding new amenities, courts, and other programs are further discussed in “Chapter 6: Recommendations.” Park Scoring
The quality of a park system should be considered when analyzing parks on a holistic level. While parks may be categorized based on typology, each park offers different amenities, hosts different recreation classes, serves different demographics, and accommodates different communities. To better understand and develop a method for prioritization based on park value and opportunity, this Parks Master Plan utilizes a scoring system that analyzes different metrics. The community’s unique demographics, public input results, observations from site investigations, and spatial mapping analysis were factored into the creation of these metrics. The seven park scoring metrics with associated points are:

CHAPTER 1: INTRODUCTION 17
CHAPTER 1

1. Programming (5 points)

2. Quantity of Amenities (10 points)

3. Usability (15 points)

4. Code Infractions (15 points)

5. Community Activation (5 points)

6. Revenue Generators

7. Connectivity
Using the scoring metrics, the park scores for existing parks are provided below.

TABLE 1.0 PARK SCORES FOR EXISTING PARKS *

SCORE PARK NAME TYPOLOGY

5.4 SILTANEN PARK COMMUNITY

5.1 SKYPARK COMMUNITY

4.6 MACDORSA PARK NEIGHBORHOOD

3.5 HOCUS POCUS PARK MINI PARK

2.5 LODATO PARK TRAIL

1.7 VERN HART FISHING PARK MINI PARK

1.5 GATEWAY NORTH PARK MINI PARK

1.3 SHUGART PARK NEIGHBORHOOD

0.8 POLO RANCH PARK MINI PARK

0.3 GLENWOOD OPEN SPACE TRAILS TRAIL
* It is important to note that a higher score means greater needs of improvements.

Refer to “Appendix B: Park Scoring” for a detailed park scoring table with a numeric score for each metric. An in-depth explanation of each metric is also provided.

Strategies for Closing the Gaps
To help close gaps in neighborhoods that lack a park within a half mile, it is recommended for the City to pursue partnerships with State Parks, Santa Cruz County, and local districts, such as Boulder Creek Recreation and Park District, to expand recreational offerings. Partnerships with private schools can also be considered. These partnerships can help close gaps in neighborhoods that lack a park, especially in central Scotts Valley.

Recreational Program Recommendations
Regarding recreational program recommendations, it is recommended the Recreation Division kick start and build core programs. This will provide momentum for the Recreation Division to continue to build partnerships with regional providers to operate facilities or programs, as well as, contracted instructors to host classes that are tailored to the interests of the community.

Another recommendation is for the Recreation Division to start collecting program registration data and to track performance metrics of their programs. Collecting basic attendee demographic data and identifying popular programs through participation numbers are useful ways to identify how well programs are performing and identify core programs. It is also recommended for staff to perform a yearly assessment to track program success rates. Also, the Recreation Division may consider having program participants complete a short survey at the end of the program or class for constructive feedback on how to improve their program or what was executed well.

18 CHAPTER 1: INTRODUCTION
Funding Mechanisms
The Scotts Valley Parks Master Plan is a strategic planning document to guide future park improvements in a systematic way that anticipates the growing and diverse needs of the community.

To achieve this goal effectively and sustainably, funding sources beyond those currently employed must be established. A list of existing funding mechanisms and a list of potential funding sources are presented.

Preliminary Park Recommendations
Based on community feedback, a strong sentiment from respondents was the desire to improve existing parks. It is recommended for the City to focus on continuously improving existing parks since many respondents shared that they value recreating at City parks. Pursuing joint-use agreements and funding opportunities can also work in conjunction with this effort. A holistic park planning approach can help support the City in providing quality parks and recreation for the community long-term. A list of recommendations for each parks and improvement considerations for community interests are presented in this section.

Implementation Table
To ensure the success of the Parks Master Plan, an implementation table of specific improvements and recommendations have been identified for each park, organized by their park score. Cost ranges, priority rankings, and types of project are also displayed. The lower the number, the higher the priority. The table is intended to serve as a guide where the City can make park planning decisions based on available funding, priority, and type of project.

CONCLUSION
Providing safe, accessible, and equitable recreational opportunities can help encourage healthy lifestyles for everyone. Scotts Valley has a highly used parks system that offers a diverse array of active and passive recreational opportunities for its community. Many people value recreating at City parks so it is important for the City to strategically manage this asset for the next decade and beyond. While population growth will be modest, it is key for the City to provide improved recreational experiences and expand recreational offerings through partnerships as the Recreation Division continues to restructure and rebuild their recreational services. This will help fill in gaps, from park amenities to recreational programs, that the community aspires for.

Guided by the implementation framework, the City can create unique recreational opportunities to keep members of the community engaged with the City’s park and recreation system in the next ten years. It is important for the City to perform an ongoing evaluation and update the Parks Master Plan with supplemental appendices and park scoring updates as improvements occur.

Staff may provide a yearly report that is attached as an Appendix citing recommendations that have been addressed, improvements made during the year, and updates on new developments, such as the Town Center.

CHAPTER 2

CONTEXT
CHAPTER 2

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CHAPTER 2: CONTEXT 21
CHAPTER 2

CONTEXT

PHYSICAL SETTING
The City of Scotts Valley is a small city located in Santa Cruz County, California. The City is situated in the foothills of the Santa Cruz Mountains, covering an area of 4.6 square miles. The City is approximately 6 miles from the Pacific Ocean and is at an elevation of about 600 feet above sea level. The area is known for its mild Mediterranean climate, with warm, dry summers and cool, and wet winters. The landscape of the area is characterized by rolling hills, forests of redwoods and other trees, and several small creeks that run through the valley. Scotts Valley serves as a major gateway for the surrounding area, including the San Lorenzo Valley and the Big Basin Area, which is home to the oldest state park in California - the Big Basin Redwoods State Park and Henry Cowell State Park. The city provides access to these areas via State Route 17, which runs through the valley and connects south to Santa Cruz, as well as to the San Francisco Bay Area to the north.

HISTORICAL ROOTS
Scotts Valley has a rich history that dates back to thousands of years ago when it was inhabited by the Ohlone Native Americans before the arrival of European explorers. In the 18th and 19th centuries, the area was part of a vast Spanish land grant known as the Rancho San Agustin, which was eventually acquired by the Scott family in the 1850s. The Scotts were instrumental in developing the agricultural and timber industries in the region, which remained to the present. In the 1950s and 1960s, the construction of the Santa Cruz Highway and the growth of the hightech industry in nearby Silicon Valley spurred rapid development and population growth in Scotts Valley. Today, the city is home to a number of nationally renowned companies and has a reputation for being a safe, family-oriented community. Despite its growth and modernization, Scotts Valley remains proud of its rich history and works to preserve its cultural heritage for future generations.

ECONOMY AND BUSINESS
Scotts Valley’s economy is relatively small but diverse. The City has a growing retail and service industry, and benefits from its location near the coast and the Santa Cruz Mountains, which attract tourists and outdoor enthusiasts.

According to the 2017 Economic Census, Scotts Valley had 84 establishments in the Professional, Scientific, and Technical Services sector, representing roughly 21% of the entire business base and employing 650 people. The second and third biggest sectors are Retail Trade and Accommodation and Food Services, which have 54 and 49 business establishments, employing 760 and 532 people respectively.1
Moreover, more than half of the civilian employed population of Scotts Valley work in occupations of management, business, science, and arts.2 Scotts Valley
residents holding managerial and professional jobs reflect on Scotts Valley’s higher median household income.

INCOME AND POVERTY
Scotts Valley has a median household income of $114,504,3 36.1% higher than the California median household income of $84,097. The 2021 US Census estimates show 4.2% of the City’s population falling below poverty level, which is significantly lower than the overall Statewide rate 1 Data EC1700BASIC, 2017 Economic Census, Census Bureau 2 Data S2401, 2021 American Community Survey, U.S. Census Bureau. 3 Data S1901, 2021 American Community Survey, U.S. Census Bureau

22 CHAPTER 2: CONTEXT
of 12.3%.4 Scotts Valley’s annual per capita income is $60,639, greatly exceeding the Santa Cruz income of $47,619 and the overall Statewide income of $41,276.5

DEMOGRAPHICS
Population Trends and Age Characteristics
Incorporated in 1966, Scotts Valley has grown from a small town of 3,6216 residents in 1970 to a community of 12,224 in 2020. In the last 20 years, population growth has been gradual. From 2000 to 2020, the City of Scotts Valley has experienced an annual population growth rate of 0.5%.

Assuming the same growth rate pattern, it is estimated that by 2033, Scotts Valley will have an estimated population of 13,107.

Understanding age groups can help provide insight on the types of park amenities, recreation, and programs to accommodate the unique makeup of a community. Each age group has a different lifestyle and family type, which has an impact on recreational uses and affects the planning of recreational programs within a jurisdiction.

Scotts Valley is experiencing a significant loss in the younger age groups. The percentage of population groups under the age of 14 has dramatically shrunk from 23.7% in 2000 to 13.6% in 2021. In contrast, the percentage of population groups over the age of 65 has grown from

13.1% in 2000 to 21.3% in 2021. The rise of senior age groups is also revealed in household composition. The percentage of households with one or more persons over the age of 60 in Scotts Valley has increased from 34.4% in 2010 to 49.2% in 2021.

TABLE 2.0 SCOTTS VALLEY AGE DISTRIBUTION – 2010 TO 2021 COMPARISON7 2010 2021
AGE GROUP # % # %
UNDER 5 YEARS 623 5.5% 621 5.1%
5-9 YEARS 885 7.8% 533 5.2%
10–14 YEARS 906 7.5% 527 4.8%
15–19 YEARS 937 4.5% 891 5.2%
20-24 YEARS 659 4.9% 1,043 8.3%
25-34 YEARS 1,064 11.9% 1,147 9.5%
35-44 YEARS 1,588 20.1% 1,207 10.0%
45-54 YEARS 1,956 14.0% 1,702 14.1%
55-59 YEARS 682 4.6% 1,104 9.2%
60-64 YEARS 592 3.2% 986 8.2%
65-74 YEARS 665 4.8% 1,337 11.1%
75-84 YEARS 479 4.5% 544 4.5%
85 YEARS & OVER 315 3.8% 581 4.8%
TOTAL 11,351 100% 12,317 100%
4 Data S1701, 2021 American Community Survey, U.S. Census Bureau 5 2021 American Community Survey, U.S. Census Bureau
6 City of Scotts Valley Community Profile, 2007
7 Data S0101, 2010 and 2021 American Community Survey, U.S. Census Bureau.

CHAPTER 2: CONTEXT 23
CHAPTER 2
The elderly population is more likely to experience disabilities compared to younger age groups.

It is estimated that in Scotts Valley, 368 persons in the age group of 18 to 64 and 424 persons in the age group of over 65 have ambulatory difficulties.8 Race and Ethnicity
Race and ethnicity are important features of any community. The racial composition of the City of Scotts Valley has changed little over the past 10 years. White remains the most predominant population in the City with a minor drop from 86.9% in 2010 to 83.5% in 2021. Asian is the second largest racial group, comprising 5.8% of the population, while the other races making up the rest of the 10.7% population. Generally, the population in Scotts Valley is getting slightly more diverse over time, which aligns with national trends.

TABLE 2.1 SCOTTS VALLEY RACIAL DISTRIBUTION – 2010 TO 2021 COMPARISON9 2010 2021
RACE # % # %
ONE RACE - WHITE 9,862 86.9% 10,290 83.5%
ONE RACE - ASIAN 647 4.7% 717 5.8%
ONE RACE - OTHERS 362 3.2% 488 4.0%
TWO OR MORE RACES 480 4.2% 824 6.7%
TOTAL 11,351 100% 12,317 100%
City Management and Budget
The City of Scotts Valley has a proposed expenditures budget of $38,209,488 for fiscal year 2022-2023, which includes General Funds of $19,841,430 and General Capital Improvements of $4,521,90010. This current General Fund budget is significantly larger than the FY 2021- 2022 General Fund of $14,110,06711, and is a 66.4%% increase from the 2018-2019 budget of $11,923,65612 in fiscal year 2018-2019, which was proposed before the pandemic. The FY 2022- 2023 budget has taken into account the recovery needs from the COVID-19 pandemic.

TABLE 2.2 SCOTTS VALLEY ANNUAL PROPOSED BUDGET EXPENDITURES OF THE PAST FIVE YEARS FISCAL YEAR FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 ANNUAL GENERAL FUNDS $11,923,656 $12,903,627 $12,514,701 $14,110,067 $19,841,430

ANNUAL GENERAL CAPITAL

IMPROVEMENTS
$630,370 $594,650 $525,835 $1,383,900 $4,521,900

ANNUAL PROPOSED

BUDGET EXPENDITURES
$19,788,287 $24,181,341 $22,353,557 $27,578,512 38,209,488 In the current proposed budget, $660,77913 is allocated for Parks for the Public Works department.

The Recreation Division holds a different fund account in the City. The City also sets aside funds for future capital improvement projects. Some of these projects have been included in the FY 2022-2023 budget as part of the comprehensive five-year Capital Improvement Plan. 8 Data S1810 Disability Characteristics, 2021 American Community Survey, U.S. Census Bureau. 9 Data S0101, 2010 and 2021 American Community Survey, U.S. Census Bureau. 10 City of Scotts Valley, Final Proposed Budget Fiscal Year 2022-23, 11. 11 City of Scotts Valley, Final FY 2021-22 Annual Budget and Five- and Ten-Year Financial Plan, 9. 12 City of Scotts Valley, Final FY 2018-19 Annual Budget and Five- and Ten-Year Financial Plan, 10. 13 City of Scotts Valley, Final Proposed Budget Fiscal Year 2022-23, 33.

24 CHAPTER 2: CONTEXT
Current funding sources are provided in further detail in “Chapter 6: Recommendations.”

LOCAL PLANNING POLICY CONTEXT
Scotts Valley Parks Master Plan Draft 2012
A Parks Master Plan serves the purpose of directing the planning process, capturing existing parks inventory, assessing the existing recreation provisions and recreation needs, developing plan objectives and major planned components, and recommending future steps for the City. The draft 2012 Scotts Valley Park Master Plan is an update of the City’s adopted 1996 Park Master Plan with modifications to reflect the changes to project status, programs, and other changes to the existing park system since the 1996 plan was adopted. The 2012 Parks Master Plan was not adopted, but used as a reference.

Scotts Valley General Plan Draft 2020
The 2020 Scotts Valley General Plan Draft sets forward a vision for the next 20 years of development in Scotts Valley. The General Plan envisions Scotts Valley to be a family-oriented community that is surrounded by a mix of natural and built environment. Below is a list of guiding principles of the General Plan that have impacts on the future development of parks and recreation programming in the City:
• CIC-2: “Use high-quality design features and amenities through appropriate architecture, landscape, and streetscape designs that enhance the visual appearance of new development in public spaces, including parks and roadways.”
• NR-1: “Protect and enhance natural and scenic resources – including creeks and hillsides which enhance the city’s character.”
• NR-2: “Act as environmental stewards in the sustainable management of our natural resources and open space.”
Preservation of open spaces are addressed in the plan in the “Open Space & Conservation” (OSC) element under the “Natural Environment” category. Open Space for the Preservation of Natural Resources and Open Space for Outdoor Recreation and Scenic Resources are two categories that have direct impacts on the future development of parks in Scotts Valley. Additionally, the “Community Service & Facilities” (CSF) element further discussed policy directions and implementation measures to parks and recreation services to the community. Planning, design, construction, and maintenance of city parks are overseen by the Public Works Department, which handles all related projects through its Engineering, Maintenance, and Recreation Division.

The following items from the General Plan have been identified as having a particular impact upon future development of parks and recreation programming within the City. • Goal LU-1: Maintain and enhance Scotts Valley small-town valley character and communityfocused quality of life. • Policy LU-1.6: Maintain and improve neighborhood parks with a variety of facilities that cater to the needs and interest of city residents including youth, seniors, and persons with physical disabilities.
• Policy LU-1.16: Require new residential development to dedicate park land and/or to contribute park in-lieu fees to the City that enable the purchase of additional park land, or to provide recreational facilities, or to maintain existing parks consistent with the Parks Master Plan. • Goal ED-2: Promote the city as a positive environment for economic development.

CHAPTER 2: CONTEXT 25
CHAPTER 2
• Goal OSC-1: To protect and conserve Scotts Valley’s natural resources. • Goal OSC-2: To preserve and protect existing viewsheds and scenic open spaces and corridors.
• Goal CSF-3: To provide ample, safe, and well-maintained park and recreation facilities and programs that serve the needs of the community.
• Policy CSF-3.7: Coordinate with local schools to expand parks and recreation opportunities for the community through joint use agreements; co-development, expanding, and refurbishing; and other collaborative efforts.
• Policy CSF-3.10: Ensure that ongoing maintenance needs are addressed in the development and funding plans for any new or expanded parks, recreation facilities, and open space. • Policy CSF-3.12: Provide adequate recreation programs that serve the needs of all members of the community including youth, seniors, and disabled persons. • Policy CSF-3.24: Ensure that adequate park land is provided in conjunction with new residential development, concurrent with the City’s parks, recreation and open space, land and facilities development fee schedule.
• Goal CSF-5: To provide high-quality community facilities and programs that connect members of all ages and abilities to a broad range of cultural, informational, and recreational resources.

The 2015-2023 Housing Element of the General Plan was adopted in 2016 under a separate cover, apart from the General Plan. The Housing Element does not include specific goals and objectives that may have significant impact on future park facility developments.

Scotts Valley General Plan Public Review Draft 2023
In August 2023, the City of Scotts Valley released a public review draft of the General Plan Update (2023 Public Review Draft) along with the notice of the Draft Environmental Impact Report (DEIR). The 2023 Public Review Draft integrates the EIR as a chapter of the General Plan. This environmental review chapter in combination with other elements in the General Plan will serve as the Draft Environmental Impact Report (DEIR) for the General Plan project.

The goals and objectives related to parks, recreational facilities, and programs in the 2023 Public Review Draft show no changes compared to the 2020 Final Draft. In this new environmental review chapter, the EIR process evaluates the impacts of the General Plan under 18 environmental categories, and it concluded that 15 of them may potentially be significantly affected by the implementation of the Plan. It’s important to note that since the General Plan does not include any specific construction or developments, the EIR impact analysis is “programmatic and cumulative in nature.”
Most goals and policies listed under the 2020 General Plan Draft review section that pertain to the City’s parks and recreation programming are determined to have a “less than significant impact” on the physical conditions of the environment. In the category of Biological Resources, several policies in the Open Space and Conservation Element are found to have potential significant impacts. These policies are all related to developments that involve creeks, wetlands, or other riparian resources.

26 CHAPTER 2: CONTEXT
Active Transportation Plan 2021
The Active Transportation Plan was adopted by the City in 2021 with a vision to “create community connections via active transportation routes that are safe, enjoyable, accessible, and wellmaintained.”14 The Pedestrian and Bicycle Plan in Chapter 4 outlines goals and policies related to pedestrian and bike mobilities and associated infrastructure improvements. In relating to this Parks Master Plan, below is a list of policies that are corresponding to General Plan goals in the Mobilities Element:
• Goal M-6: Provide a complete network of bikeways and bicycle facilities in Scotts Valley. » Policy M-6.1: “Ensure that the bikeways in Scotts Valley are well integrated with existing and proposed regional bikeways in Santa Cruz County, particularly to and from downtown Santa Cruz.”
» Policy M-6.3: “Provide bikeways in Scotts Valley that are safe and convenient for bicyclists of all ages and abilities.”
Based on the plan vision and goals, the Active Transportation Plan developed several recommendations. Recommendation #3 that pursues long-term opportunities to install shared use paths may have an impact to future development of several parks. It is noted that the bike and pedestrian connections between Skypark Drive and Kings Village Road are categorized as high priority. The rest are considered low priority.
• Skypark
» “Study options to install shared use path between Lockhart Gulch Road and Coast Range Road”15
» “Widen path to allow for bike & pedestrian access, or install separate path for bicyclists to connect Skypark Drive and Kings Village Road”16
• Siltanen Park
» “Study options to improve paths to school campus”17
Additionally, the Active Transportation Plan also recommends locations for new/upgraded bike parking, most of which are located at existing city parks and the Glenwood preserves.18 Scotts Valley Recreation Services Assessment and Restoration Report 2021 Developed in 2021, the Recreation Services Assessment and Restoration Plan assessed City of Scotts Valley’s recreation programs and amenities that were provided before the pandemic and provided a pathway on how to restore services to the community. The report relied heavily on interviews with City staff and service providers in developing its recommendations.

There were 24 recommendations for City leaders to consider in restoring recreation services in the community. Key recommendations relevant to park planning and recreational programming are:
• Maintain as City responsibilities the provision of parks and recreation facility rentals, sports field uses, and special events programming and coordination. • Conduct a facility rental fee study and establish fees for facility uses at market rates.
• Collaborate with the cities of Capitola, Santa Cruz, and the County for recreation (contract) classes that meet the needs of Scotts Valley residents • Develop a long-range joint-use agreement with the Scotts Valley Unified School District for the use of facilities at its Vine Hill Elementary and Brook 14 Scotts Valley Active Transportation Plan 2021, 4.
15 Map 9, Shared Use Path Recommendations, Scotts Valley Active Transportation Plan 2021, 42. 16 Map 9, Shared Use Path Recommendations, Scotts Valley Active Transportation Plan 2021, 42. 17 Map 9, Shared Use Path Recommendations, Scotts Valley Active Transportation Plan 2021, 42. 18 Map 16, Recommended Bike Parking Locations, Scotts Valley Active Transportation Plan 2021, 57.

CHAPTER 2: CONTEXT 27
CHAPTER 2
Knoll Elementary school campuses.

General Plan and Local Coastal Program for the County of Santa Cruz 1994 The County of Santa Cruz General plan was adopted in 1994. The plan updated and broadened the scope of its original 1980 version. The Parks, Recreation and Public Facilities element in the plan combines various topics to provide community facilities to support existing and future populations. The plan does not address parks within the City of Scotts Valley boundary except for the Glenwood Preserves. However, any Parks Master Plan within the jurisdiction are to be consistent with the Parks and Recreation section policies.

Scotts Valley Town Center Specific Plan 2008
The Town Center Plan was adopted in 2008 and provides guidance on the development of a 58-acre mixed-use district located in the south of Scotts Valley. The extent of this development encompasses the southern portion of Skypark, where the existing amenities, such as pump track and the dog park, will not remain. The pump track and dog park were temporary installations. This Parks Master Plan can consider relocations of these existing amenities, based on community survey results and community needs.

A guiding principle related to parks and recreation planning was approved by the City Council in April 2007:
• Provide a place for community gathering (i.e., farmers market, concerts, festivals and other community events)
The Plan emphasizes the importance of incorporating a large public space such as a public plaza or town green to accommodate community events and public and private assemblies to attract visitors and residents to the Plan Area. The Parks Master Plan will take into account that a space for community gathering is planned at the Town Center.

At the time of writing this Parks Master Plan, the City is working on updating the Town Center Specific Plan document and anticipate community input in 2024. Some site demolition updates have been performed and completed, including the removal of contaminated soil and replaced with clean soil.

Access Audit and Transition Plan Recommendations of Scotts Valley Draft 2016
The Access Audit and Transition Plan assessed 12 sites within the City for accessibility per current Title II of the Americans with Disabilities Act (42 USC 12131) and developed transitions for those sites for retrofitting work with individual report. The evaluation process identified issues in such as maintenance, changes in level and gaps, obstructed accessible routes, accessible route connections, playgrounds, and so on.

Relevant to the Parks Master Plan, Table 2.3 provides a list of park sites or facility with issues of inaccessible routes to horse shoes, tennis courts, basketball courts, baseball fields, athletic fields, grill stations, and picnic areas. Assessments of accessible or inaccessible play equipment are also included. This assessment can provide guidance on the parks to prioritize and guide general improvements in “Chapter 6: Recommendations.”

28 CHAPTER 2: CONTEXT
TABLE 2.3 RECOMMENDATIONS FOR SITE FEATURES BY PARK SITE OR FACILITY19 PARK

SITE OR

FACILITY

SITE FEATURE ASSESSMENT RECOMMENDATION
HOCUS

POCUS PARK
2-5 PLAYGROUND ACCESSIBLE MAKE CORRECTIONS TO REMAIN ACCESSIBLE 5-12 PLAYGROUND NOT ACCESSIBLE LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE

BASKETBALL COURT
(1 OF 1)

NO ACCESSIBLE
ROUTE

MAKE CORRECTIONS TO BECOME ACCESSIBLE
PICNIC AREAS (1 OF 3) NO ACCESSIBLE
ROUTE

MAKE CORRECTIONS TO BECOME ACCESSIBLE
PICNIC AREAS (2 OF 3) ACCESSIBLE ROUTE MAKE CORRECTIONS TO REMAIN ACCESSIBLE SKYPARK 2-5 PLAYGROUND ACCESSIBLE MAKE CORRECTIONS TO REMAIN ACCESSIBLE 5-12 PLAYGROUND ACCESSIBLE MAKE CORRECTIONS TO REMAIN ACCESSIBLE BASKETBALL COURTS (2
OF 2)

ACCESSIBLE ROUTE MAKE CORRECTIONS TO REMAIN ACCESSIBLE
ATHLETIC FIELDS (2 OF 6) ACCESSIBLE ROUTE MAKE CORRECTIONS TO REMAIN ACCESSIBLE ATHLETIC FIELDS (4 OF 6) INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE

GRILL STATIONS INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE
PICNIC AREAS (3 OF 4) ACCESSIBLE ROUTE MAKE CORRECTIONS TO REMAIN ACCESSIBLE PICNIC AREAS (1 OF 4) INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE

TENNIS COURTS ACCESSIBLE MAKE CORRECTIONS TO REMAIN ACCESSIBLE

MACDORSA
PARK

PLAYGROUND NOT ACCESSIBLE LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE

HORSESHOE INACCESSIBLE
ROUTE

MAKE CORRECTIONS TO BECOME ACCESSIBLE

GRILL STATIONS ACCESSIBLE ROUTE MAKE CORRECTIONS TO REMAIN ACCESSIBLE

PICNIC AREAS INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE

SILTANEN
PARK

PLAYGROUND INACCESSIBLE LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE
HORSESHOE (2 OF 2) INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE
BASEBALL FIELDS (2 OF
5)

INACCESSIBLE
ROUTE

MAKE CORRECTIONS TO BECOME ACCESSIBLE
BASEBALL FIELDS (3 OF 5) INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE
ATHLETIC FIELDS (1 OF 1) INACCESSIBLE
ROUTE

MAKE CORRECTIONS TO BECOME ACCESSIBLE
GRILL STATIONS (1 OF 1) INACCESSIBLE
ROUTE

MAKE CORRECTIONS TO BECOME ACCESSIBLE

PICNIC AREAS INACCESSIBLE
ROUTE

LEAVE AS IS UNTIL FUTURE ALTERATIONS OR

RENOVATIONS OCCUR TO MAKE THEM ACCESSIBLE
SCOTTS
VALLEY

COMMUNITY
CENTER

GRILL STATIONS ACCESSIBLE ROUTE MAKE CORRECTIONS TO REMAIN ACCESSIBLE 19 Access Audit and Transition Plan Recommendations Final Report, 2016.

CHAPTER 2: CONTEXT 29
CHAPTER 2
In this plan, it is noted that while there is no guidance as to how many listed amenities should be made accessible, Table 2.4 shows the total amount of amenities from all studied park sites, best practice guidelines, and recommendations. Picnic area access is not yet settled as a final and enforceable standards at the time this plan was developed. Since there is significant guidance regarding picnic area access from the US Access Board, this plan has applied their guidance.

TABLE 2.4 TOTAL SITE FEATURES ACCESSIBLE RECOMMENDATIONS SITE FEATURE TOTAL #

AT CITY
PARKS

ASSESSMENT BEST PRACTICE RECOMMENDATION
PLAYGROUNDS 6 2 OF 6 ARE ACCESSIBLE 1 OF 3 BEING MADE

ACCESSIBLE

NO NEW ACCESS
HORSESHOES 3 NONE ARE ACCESSIBLE 1 OF 3 BEING MADE

ACCESSIBLE

MAKE CORRECTION AT

MACDORSA PARK TO

BECOME ACCESSIBLE
TENNIS COURTS 4 ALL ARE ACCESSIBLE NONE NO NEW ACCESS

BASKETBALL
COURTS
2 2 OF 3 ARE ACCESSIBLE NONE MAKE ACCESS TO ONE; MAKE

CORRECTION AT HOCUS POCUS

PARK TO BECOME ACCESSIBLE
BALLFIELDS 5 NONE ARE ACCESSIBLE NONE MAKE ACCESS TO TWO; MAKE

CORRECTION AT SILTANEN

PARK TO BECOME ACCESSIBLE

ATHLETIC
FIELDS
7 NONE ARE ACCESSIBLE NONE MAKE ACCESS TO THREE; MAKE
CORRECTION TO 1 AT SILTANEN
PARK AND 2 AT SKYPARK

TO BECOME ACCESSIBLE
GRILL STATIONS 4 2 of 4 ARE ACCESSIBLE NONE CREATE ACCESS TO AN

ADDITIONAL ONE
PICNIC AREAS 9 5 of 9 ARE ACCESSIBLE NONE NO NEW ACCESS A transition plan to make corrections to specific amenities, along with costs to each, at every City park and facility was also included in this plan. Table 2.5 lists park site corrections for two parks. This is not the comprehensive list and only relevant corrections are shown for Vern Hart Fishing Park and Lodato Park. Exterior routes and parking corrections are excluded. Refer to the Transition Plan for the full list with additional parks and facilities.

TABLE 2.5 PARK SITE RECOMMENDATIONS

PARK SITE OR FACILITY TYPE OF CORRECTION RECOMMENDATIONS

VERN HART FISHING PARK PARK SITE CREATE ACCESSIBLE ROUTE FROM PARKING

OR SIDEWALK TO GRILLS AND PICNIC TABLES

PARK SITE LOWER RAILING

PARK SITE MAKE CORRECTIONS TO RAMP TO FISHING
AREA

LODATO PARK PARK SITE RELOCATE DOG WASTE BAGS TO BE ALONG

ACCESSIBLE ROUTE

PARK SITE CREATE ACCESSIBLE ROUTE FROM PARKING

OR SIDEWALK TO THE BIKE RACK

30 CHAPTER 2: CONTEXT
This plan recommended retrofit work in three phases, with cost references for the corrective work recommended. To date, sub-projects for FY 2021/22 included ADA improvements to the parking lot and path of travel at Siltanen Park. The City has allocated funding for Phase 1 and Phase 2 ADA improvements.

The first phase of park improvements are for Hocus Pocus Park, MacDorsa Park, Siltanen Park, and Vern Hart Fishing Park, which is planned to occur in FY 2024-25. The second phase of retrofit work consists of providing ADA accessibility to Van Hart Fishing Park, Hocus Pocus Park, MacDorsa Park, Scotts Valley Dog Park, Siltanen Park, and Skypark, as recommended from the Audit and Transition Plan. Work to be completed consists of improvements to exterior routes, doors, park facilities and surfaces, parking, restrooms, and Recreation employee spaces. This would be a 5-year Capital Improvement Plan (CIP) program which would not start until Phase 1 improvements are completed. Funds for Phase 2 have been allocated for FY 2026-27.

CHAPTER 3

BEST PRACTICES &

DESIGN GUIDELINES
CHAPTER 3

Page Intentionally Left Blank

CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 33
CHAPTER 3

BEST PRACTICES & DESIGN

GUIDELINES

BENCHMARK COMMUNITIES
Following a review of demographic data of other cities in close proximity to Scotts Valley, as well as cities along the coastal areas in California, the cities of Capitola, Half Moon Bay, and Pacific Grove were selected as appropriate cities for benchmark comparison to the City of Scotts Valley. These cities are comparable as benchmark cities based on similarities in population and geographic settings. The purpose of comparing Scotts Valley’s parks and recreation management practices to those of similarly sized cities is to create a broader understanding of the current context of public parks and recreation planning.

TABLE 3.0 BENCHMARK CITY COMPARISON TABLE1
CITY COUNTY 2020
POP.

LAND
AREA
(SQ MI)
POP. PER
SQ MI
(2020)
ANNUAL

OPERATING
BUDGET
2022-23
TOTAL
PARK
AREA
(ACRES)2
POP. PER
PARK
AREA
(ACRES)
SCOTTS
VALLEY
SANTA CRUZ 12,2323 4.62 2,647 $38,209,4884 253.45 48
CAPITOLA SANTA CRUZ 9,846 1.59 6,235 $30,884,2655 111 88 HALF

MOON BAY
SAN MATEO 11,363 6.24 1,890 $43,569,4686 71.4 159

PACIFIC
GROVE
MONTEREY 14,988 2.87 5,265 $42,802,6457 449.2 33
The City of Scotts Valley has a similar operating budget to its comparable benchmark cities. Total park acres do vary between Scotts Valley and the benchmark cities and a further breakdown of park typology is shown on Table 3.4. It is important to note that total park acreage may include acreage of schools, State/Regional parks, County parks, and other park categories, as indicated on the latest Parks Master Plan or General Plan of the benchmark city. Coastal communities may also have specific parks and open space areas, including beaches and coastal trails, that Scotts Valley does not have.
1 Data S0101, 2010 and 2021 American Community Survey, U.S. Census Bureau. 2 This reflects total park areas as indicated in the latest Parks Master Plan or General Plan. 3 City of Scotts Valley, Final Proposed Budget Fiscal Year 2022-23, 36. 4 City of Scotts Valley, Final Proposed Budget Fiscal Year 2022-23, 11. 5 City of Capitola & Capitola Successor Agency, Adopted Budget Fiscal Year 2022-23, 25. 6 The City of Half Moon Bay, California, Fiscal Year 2022-23 Adopted Operating Budget, 16. 7 City of Pacific Grove California Adopted Budget Fiscal Year 2022-2023, 27.

34 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES
Department Structure and Staffing
The Scotts Valley Recreation Division was in the process of restructuring its department and reshaping its recreational offerings and programs during the writing of this Parks Master Plan. A closer review of staffing budget and full-time equivalent (FTE) can help determine how staffing within the Recreation Division compares with its benchmark cities. FTE measures the total number of full-time employees within an organization.

Scotts Valley has allocated a staffing budget of $826,638 and 3 FTEs for the Recreation Division under the Public Works Department in the fiscal year 2022-2023. The Recreation Division is responsible for providing recreational services, programs, and activities and has three FTEs to run these services. The current FTE number for the Recreation Division is also a recommendation from the 2021 Recreation Services Assessment and Restoration Plan Analysis report.

The parks and recreational programs in the City of Capitola are managed by its Parks Department and Recreation Department, respectively. These two departments budgeted a total of 8.8 FTE with $1,201,930 for the fiscal year 2022-2023. Similarly, the City of Pacific Grove manages its parks and recreation services through the Public Works Department and Recreation Department, respectively. For the Recreation Department alone, the City budgeted 3.9 FTE and $969,178 for the fiscal year 2022-2023. The City of Half Moon Bay has a different organizational structure where the Recreation Services Division is managed by the Deputy City Manager. The division has a 3.55 FTE with a total budget of $648,832 for the fiscal year 2022-2023.

Detailed breakdowns of parks services under the Public Works Department in the cities of Pacific Grove and Half Moon Bay are not available.

TABLE 3.1 STAFFING BUDGET AND FTE AMONG BENCHMARK CITIES FY 2022-238*

CITY STAFFING BUDGET TOTAL FTE MANAGED BY

PARKS RECREATION PARKS RECREATION
SCOTTS
VALLEY
N/A $826,638 N/A 3 RECREATION DIVISION
(IN PUBLIC WORKS

DEPARTMENT)
CAPITOLA $262,274 $939,656 3 5.8 RECREATION

DEPARTMENTS, PARKS

DEPARTMENT

HALF MOON
BAY
N/A $648,832 N/A 3.55 RECREATION

SERVICES DIVISION,

PUBLIC WORKS

DEPARTMENT

PACIFIC
GROVE
N/A $969,178 N/A 3.9 RECREATION

DEPARTMENT, PUBLIC

WORKS DEPARTMENT
*Staffing Budget includes personal total compensation and department supplies. 8 Based on City budget for Fiscal Year 2022-2023.

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Level of Service
Level of Service (LOS) was developed for the purpose of maintaining a balance between new development and public open space within a jurisdiction. LOS standards are set by individual municipalities and tailored to its unique needs and goals for open space development. Further discussion about LOS standards and where Scotts Valley stands is in “Chapter 4: Inventory.” Table 3.2 shows how City of Scotts Valley’s Parks LOS Standards compare among benchmark cities. Based on the table, LOS Standards are the same as City of Half Moon Bay LOS standards.

There are no park LOS standards for City of Capitola or City of Pacific Grove. The City of Pacific Grove’s General Plan was adopted in 1994 and a policy is noted to establish a new parks development standard in acres for combined neighborhood and community park land per 1,000 residents.

TABLE 3.2 PARKS CURRENT LEVEL OF SERVICE STANDARDS COMPARISON AMONG

BENCHMARK CITIES
CITY LEVEL OF SERVICE STANDARD (ACRES PER 1,000 RESIDENTS) SCOTTS VALLEY 5 ACRES OF DEVELOPED PARKS

CAPITOLA NONE
HALF MOON BAY 5 ACRES OF DEVELOPED PARKS

PACIFIC GROVE NONE
Parks Comparison
Park Acreage
This section includes a comparison of parks, including park acreage, park typology, number of parks and facilities, and park amenities. Table 3.3 shows a detailed breakdown and comparisons of park acreage to better understand which categories the total park acreage is being counted from.

TABLE 3.3 PARK ACREAGE COMPARISON WITH BENCHMARK CITIES

CITY CITY-OWNED SCHOOL

DISTRICT
STATE/

REGIONAL
TOTAL

PARK AREA
(ACRES)

DEVELOPED
PARKS
(ACRES)

UNDEVELOPED

PARKS (ACRES)

OTHER PARK
AREA
(ACRES)

PARK AREA
(ACRES)
SCOTTS
VALLEY
253.75 44.75 209 0 0 0
CAPITOLA9 111 14.6 0 0 9.9 86.5
HALF
MOON
BAY10

71.4 59.4 0 12 0 0

PACIFIC
GROVE11
449.2 123.9 43.82 281.48 0 112
9 2014 Capitola General Plan, LU-8.
10 2019 Half Moon Bay Parks Master Plan, 3.8. Other includes Linear Recreation Assets and City Beaches and Open Spaces.
11 1994 Pacific Grove General Plan, 93. Other includes Public Schools, Visual Open Space Resources, and Other Parks, Recreation Facilities, and Open Space Areas.

36 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES
The City of Scotts Valley compares similarly to City of Pacific Grove in park area. Of note, a high portion of the total park acreage for the City of Pacific Grove includes acreage from several State and Regional parks. Both the City of Scotts Valley and City of Pacific Grove rank high in park area.

Park Typologies and Number of Parks
Reviewing park typologies and the number of parks can see where Scotts Valley stands when comparing them among benchmark cities. While Scotts Valley has the lowest number of neighborhood parks among its benchmark counterparts, the system meets the average number of developed community parks. The number of other park typologies vary among benchmark cities.

TABLE 3.4 NUMBER OF PARKS AND PARKS TYPOLOGY COMPARISON AMONG

BENCHMARK CITIES

CITY TOTAL

NUMBER OF
PARKS

COMMUNITY
PARKS
(DEVELOPED)

NEIGHBORHOOD
PARKS
(DEVELOPED)

MINI/POCKET
PARKS/

SPECIAL
PARKS
SCOTTS VALLEY 10 2 2 4
CAPITOLA 10 2 7 0
HALF MOON BAY 21 1 6 6

PACIFIC
GROVE12
28 3 4 0

CITY OPEN SPACE/

TRAILS/
LINEAR
PARKS

REGIONAL/

STATE PARKS
OTHER
SCOTTS VALLEY 2 0 0
CAPITOLA 0 1 0
HALF MOON BAY 5 0 3

PACIFIC
GROVE13
7 3 11
12 Excludes Public Schools and Visual Open Space Resources. Other includes Shoreline Park Network and Other Parks, Recreation Facilities, and Open Space Areas.
13 Excludes Public Schools and Visual Open Space Resources. Other includes Shoreline Park Network and Other Parks, Recreation Facilities, and Open Space Areas.

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Recreation Facilities
It is important that a jurisdiction provides indoor facilities to their residents. These spaces can provide indoor courts, classes, rentals, and other recreational activities. These facilities can be recreation centers, community centers, senior centers, performance centers, and nature centers.

Among benchmark cities, Scotts Valley has the highest number of recreation facilities and is diverse in the type of centers it has.

TABLE 3.5 NUMBER OF RECREATION FACILITIES COMPARISON AMONG BENCHMARK CITIES14

CITY TOTAL

NUMBER OF

FACILITIES

COMMUNITY
CENTER
SENIOR
CENTER

POOL OTHER
SCOTTS VALLEY 4 1 1 1 1
CAPITOLA 1 1 0 0 0
HALF MOON BAY 1 1 0 0 0
PACIFIC GROVE 2 2 0 0 0
Park Amenities
Cities can provide a variety of active recreation for people of all ages, including tennis, baseball, basketball, skateboard amenities, dog run amenities, and playgrounds. Table 3.6 presents the number of sports amenities each benchmark city offers and the number of parks that are equipped with those amenities.

The City of Scotts Valley provides a diverse range of active recreational amenities in their parks and compares similarly to the City of Capitola. Both of these cities provide a greater variety of recreational amenities more than the City of Half Moon Bay and City of Pacific Grove. Of note, trail quantities in the last column excludes regional and state-owned parks.

TABLE 3.6 RECREATIONAL AMENITIES IN PARKS AMONG BENCHMARK CITIES*

CITY TENNIS BASEBALL/

SOFTBALL
BASKETBALLBOCCE
BALL
SKATE
PARK
SOCCER PLAYGROUNDDOG
PARK
TRAILS
(TOTAL
MI)
SCOTTS
VALLEY
1/1 6/1 2/2 1/1 1/1 2/2 5/5 1/1 2/2
(8.7)15
CAPITOLA 4/1 2/2 1/1 1/1 1/1 1/1 2 1/1 1/1
(0.02)16
HALF

MOON BAY
0 5/1 0 0 1/1 0 1/1 1/1 1/1
(1.5)17

PACIFIC
GROVE
5/1 4/4 1/1 0 0 0 3/3 0 2/2
(0.82)18
*Data shown as the number of fields or courts / number of parks or sites the amenity is located. 14 Per current master plan.
15 Miles of trails include Lodato Park, West Glenwood, and East Glenwood. 16 Miles of trails include Stockton Bridge Park.
17 Miles of coastal trails include Poplar Beach.
18 Miles of trails include George Washington Park and Lynn “Rip” Van Winkle Open Space.

38 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES
Summary of Benchmark Comparisons
Overall, parks and recreation at the City of Scotts Valley fares average when compared to benchmark cities. Similar to the benchmark cities, the City provides diverse park typologies, recreational opportunities, and facilities for their residents. The LOS standard and the park acreage of developed park lands also meets the average. While current staffing within the Scotts Valley Recreation Division is the lowest among benchmark cities, the staffing works with the City’s budget and organization. The Recreation Division is currently restoring recreational programs through local partnerships and service providers. The concept of operating programs through partnerships and other service providers is frequently called “brokering services,” which is becoming more common in park and recreation agencies. To continue supplementing the diverse offerings, the Recreation Division can further prioritize the types of recreational programming based on the findings from the public outreach and the recommendations provided in “Chapter 6:

Recommendations.”
This review of benchmark cities presented comparison data that is useful to understand where City of Scotts Valley stands regarding parks and recreation. The comparison data is a snapshot in time and a closer analysis to determine how other factors, such as population density, expenditure cost per acre or per resident, and revenue can impact the comparisons. Also, it is important to consider that there are nuances when comparing coastal cities because of zoning, vicinity to the coast, and other factors that are different to the makeup of Scotts Valley. Additionally, the benchmark data used for the City of Pacific Grove was a General Plan adopted over 29 years ago and the General Plan used for City of Capitola was adopted 10 years ago – there may have been significant changes since then that the comparison data did not capture.

SAFETY & SECURITY
Providing safe outdoor spaces is crucial to ensure people have an enjoyable and memorable experience. People are more likely to continuously use parks if they feel comfortable and safe.

Crime Prevention Through Environmental Design (CPTED) principles are an internationally recognized set of design standards related to safety in parks and open spaces. CPTED principles utilize design and management of the built environment to reduce and deter crime while building a sense of control and ownership of space within the community.

Natural Surveillance
As a core principle of the First Generation CPTED, natural surveillance builds upon the idea that a person will be less likely to commit a crime if there is a risk of being seen. This principle encourages the idea “see and be seen” concept. As such, new parks should be designed with building fronts and entrances that face areas of high activity. Pedestrian routes should have clear lines of sight to major activity routes and point of entry. The addition of consistent park lighting will help prevent blind spots from excessively dark areas where people can hide and add to a more pleasant outdoor experience. Motion sensor activated lighting may be utilized to provide for a safer environment.

Natural Access Control
This CPTED principle encourages use of creative pathway alignment, landscape/topographic features, signage and other features to direct and control circulation around the park, rather than the use of traditional mechanisms such as fencing or barriers. • Avoid the use of barbed wire fencing where at all possible or other materials that have negative perceptions.
• Utilize clear consistent colors and language on signage to reinforce cohesion and sense of space. Hours of operations, regulations and emergency contact

CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 39
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information should be clearly identified at parks and amenities. • Select low growing plant palette, keeping a clear 2’-6’ visual range to allow for increased surveillance and reduce the perception of danger. Groundcovers and shrubs would ideally be kept to under 36” and tree species selected should be high branching.

Territorial Reinforcement
This CPTED principle focuses on encouraging a sense of ownership by locals and giving them the power to invest in their own public spaces. This can be done through creating thoughtful spaces that reflect the community and build a sense of pride.
• Consider the use of consistent pavement, landscape materials, public art, or signage to delineate public space.
• Incorporate opportunities for community participation in the design of new parks. Designing the park around a common theme or tying it back to the site history are some examples of building community identity and building ownership of space.
• Support the formation of community service groups “adopt-a-park” maintenance programs or involve the youth at a young age.

Maintenance
The “broken window” theory suggests that poorly maintained spaces invite further vandalism and crime due to the lack of care and presence of people. Well-maintained spaces indicate human presence, monitoring of a site, and perceived importance of a site to the community, which can deter criminals and deviants from the area. Maintenance priorities should address litter clean-up and graffiti removal first.
• Regular repairs of site amenities such as benches, picnic tables, playground equipment or trash cans should be done.
• Regularly monitor and maintain park landscape. Ensure trees and shrubs maintain safe visual line-of sight throughout the park.
• Develop outcome-based maintenance standards for landscape and facility maintenance.

Ensure consistent maintenance standards and results.

Another best practice is for the park and recreation agency to adopt outcome-based maintenance standards. An adopted parks and facility maintenance standard provides consistency for routine maintenance and minimize subjectivity. The standards set expectations and serve as a guideline to perform park and facility related maintenance work. Because the standards are outcome-based, this includes assessing park conditions using reliable, measurable, and objective information, along with identifying need for major renovations or capital improvements. This is a proactive approach to improving existing park conditions and helping allocating resources and budget from a maintenance standpoint. The City of Scotts Valley currently does not have park maintenance standards.

40 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES

ENVIRONMENTAL SUSTAINABILITY
The long-term operation of our parks and natural resources is integral in being able to provide recreational opportunities. As such, municipal parks and recreation departments should continuously plan for ways to utilize new technology and low-impact development methods for existing facility retrofits and new facilities.

The following are suggested best practice strategies for municipal parks and recreation agencies. • Implement Low Impact Development (LID) stormwater management techniques/technology
• Install hardy, low-water using plant species where possible with retrofits and new developments. Plants should be selected with the assistance of the State of California’s Water Use Classification of Landscape Species (WUCOLS) system. Avoid using “high” water use plants for the region.

General best practices include avoiding use of invasive species or varieties that would require excessive supplemental watering. Select plant species that are well suited for the region.
• Use gray water (recycled water) irrigation systems in new park facilities. • Integrate modern irrigation technology such as system controllers with weather-based sensors to avoid over-watering.
• Consider incorporating community gardens to foster community ownership and educate the public about food security. Municipalities may want to collaborate with local organizations with experience establishing and running community gardens.
• Limiting landfill waste by providing recycling or composing waste receptacles. Agencies may incorporate educational signage and programs at parks or community gardens to educate and encourage visitors to properly dispose of waste and keep outdoor spaces trash-free. In addition, community events such as hosting composting and trash-free events and drop-off locations, and reusing natural resources recovered from their parks are a great way to incorporate recycling and upcycling into agency planning and maintenance efforts.
• Combating climate change and the urban heat island. Develop long-term strategy to ensure park system tree canopy remains healthy. This may include completing tree assessments, maintaining a database of all trees and their condition, maintenance and necessary removal of trees that may be hazardous, and planting new trees to mitigate loss of removed trees.

QUIMBY ACT
The Quimby Act (California Government Code 66477, 2021) gives cities and counties in the state of California the ability to establish land dedication ordinances and require developers to contribute in one of several ways to dedicating land for park improvements. Quimby Act standards require dedication of 3-5 acres of park land per 1,000 residents as either a neighborhood or community park in a jurisdiction to ensure adequate open space is developed with new housing/subdivision.

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Amenity requirements and design standards for community and neighborhood parks vary and are dependent on the governing agency. It is important to note that five acres per 1,000 population is not the maximum allowable level of service, but the maximum park acreage that may be required of developers under the Quimby Act.

More information regarding Quimby Act and development related fee is presented in “Chapter 6:

Recommendations.”

TRENDS IN PARKS AND RECREATION
As the world is transitioning out of the COVID-19 pandemic, there is no doubt that access to outdoor spaces and participation in outdoor recreational activities is integral in maintaining physical and mental well-being. In 2021, 164 million Americans participated in outdoor recreation at least once, making 2021 the highest participation year on record. On top of this, studies saw an increase in diversity, ethnicity, and age groups among participants. Seniors aged 55 years and older are one of the fastest growing age categories and will continue to grow over time.

Proximity to high-quality parks and recreation opportunities remain an important factor for many when determining where to settle down. The emphasis on providing communities with equal access and quality of parks is growing sentiment. Many municipalities are starting to reinvest in open spaces, whether that’s building new parks, renovating existing ones, or providing additional diverse programs and activities for their community. Understanding the latest trends in parks and recreation planning provides insight into the state of parks, recreation, and sports industry.

This data will help inform park and recreation agencies in planning for current and future projects that will be beneficial to the overall community. Continual participation is crucial for the long-term success of parks and recreation agencies and ensure communities have access to the benefits of outdoor open space. This master plan will review studies from the Outdoor Foundation, National Recreation and Park Association (NRPA), and Sports and Fitness Industry Association (SFIA).

It is important to note that national trends and metrics are meant to provide general, supplemental information. The goals, needs and aspirations should be tallied to the unique community the Scott’s Valley Recreation Division serves. It is highly recommended to involve stakeholders, engage the community, and review the park system on a holistic level when developing new parks.

NRPA Reports
The National Recreation and Park Association (NRPA) Agency Performance Review and the Engagement with Parks Report is an annual report that summarizes findings from an annual nationwide survey inquiring professionals and participants about their perception of park and recreation and recreation habits in the past year. In addition, the report provides a comprehensive evaluation of parks and recreation across the nation and sheds light on key insights about the state of the park and recreation industry. Over the years, the NRPA has shifted from developing standards to metrics. This shift recognizes that each agency serves different communities with unique needs, resources, opportunities, and challenges that would affect the park and recreation offerings in an agency. A summary of findings from the 2022 Engagement with Parks Report and 2023 NRPA Agency Performance Review are shared in the next section.

42 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES
Park Facilities
While every community is unique, many park agencies offer similar facilities and features for residents. At least half of all agencies surveyed manage basketball courts, baseball and/or soccer fields, tennis courts, multi-purpose fields, youth soccer fields, dog parks, community gardens, and outdoor swimming pools.

In terms of passive recreation, 84 percent of agencies incorporate and maintain trails, greenways and/or blueways as part of their park system. Data from the survey suggests that agency location may play a role in the number of miles an agency may have. Those located within a more rural setting or set within geographic landforms tend to have more miles of trails than those in an urban setting.

In addition to outdoor facilities, many agencies offer residents indoor recreation opportunities through recreation and community centers, senior centers, performance amphitheaters, and nature centers. While fewer agencies have them, teen centers are becoming more popular, particularly in urban areas as agencies are making a greater effort to engage tweens/teens.

Studies have shown that this age demographic are more likely to participate less and be engaged in outdoor activities.

Quality Programs
Having recreation facilities is only part of the equation. Providing programming for those facilities is a main driver for engaging people and bringing them into outdoor spaces. The 2023 NRPA report noted that fees from recreation programs generate the largest source of non-tax revenue for most agencies. Implementing fees for program participation is a great way to ensure fiscal sustainability and allow for continued program offerings. Commonly offered programs across agencies include summer camps and after-school care. It is common for agencies to offer programming for segments of their communities including seniors, teens, people with disabilities, as well as non-sport related programs like science, technology, engineering, mathematics (STEM), or arts related programs.

Reasons for Visiting Parks
Visiting a park for socializing and making connections remain a top reason for people to visit a local park and/or recreation facility (54%). In addition, a majority of individuals visit to exercise to stay physically fit (53%) or to take a break from every day stress (32%). Additional reasons for visiting local parks and/or recreation facilities are to experiment excitement/adventure (30%), to connect with members of the community (22%), and to learn a skill or craft (13%). This shows the wide range of reasons people visit parks, showcasing the importance of customizing parks and recreational opportunities to meet the needs and aspirations of each community.

Barriers that Kept People from Experiencing Parks and Recreation Opportunities The most frequently cited obstacle that kept people from greater enjoyment of their local park and recreation facilities was lack of time by 37% of survey respondents, which is the same percent from the 2019 report. Pandemic-related barriers (e.g. closed facilities, stay-at-home order, budget cuts) was the top obstacle in the 2021 report and it was the second most cited obstacle in this latest 2022 report, showing that, unsurprisingly, obstacles related to the pandemic remain high on the list. A little over one-third of survey respondents indicated this (34%).

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Other barriers include concern about personal safety at the parks/recreation facility (20%), lack of quality facilities near home (16%), and unaware of the location/offerings (15%). Survey respondents also indicated additional barriers that kept them from enjoying local parks and recreation opportunities, such as, concern about personal safety traveling to or from the parks/ recreation facility (15%), offerings of local parks/recreation facilities do not match areas of interest (14%), and excessive costs/fees (14%).

Safety concerns related to parks and recreation facilities are important to survey respondents, along with the quality of parks and recreation facilities. Lack of awareness about their local park and recreational opportunities remains on the list, which implies the need for effective marketing methods to reach as many community members as possible.

Demographic Trends
According to the Outdoor Foundation, survey respondents from the 2022 Outdoor Participation Trends Report ranked running as the top outdoor activity to participate in, with hiking in second, fishing third, biking fourth, and camping fifth. The report provides additional insight pertaining to participants and demographic trends. According to the U.S. Census Bureau, the country’s population is projected to increase from 330 million to 419 million by 2060. As the population increases, diversity in ethnicity and age is projected to increase. While more agencies are seeing more ethnically diverse participants, 72% of outdoor recreation participants are Caucasian/White.

Outdoor recreation participation could decrease by half if the outdoor participant base does not become more diverse (ethnicity, age, gender).

Age is another important factor to consider when looking at outdoor trends. Not only is the general population increasing, but it is also increasing with age. The U.S. Census Bureau reports that beginning 2030, one in every five Americans will be at or near retirement age and projects the number of those 65 years and older will outnumber children for the first time in U.S. History.

Agencies will need to accommodate the aging population and incorporate programs and facilities that cater to this age demographic. To support this, the Outdoor Foundation has seen the largest growth in outdoor participation from the senior participation (65+) since 2019. The second largest growing group are those aged 55 to 64.

Families with children have consistently been top participants of outdoor recreation. Survey results show that adults who partook in outdoor recreation as children are more likely to continue to participate as adults and involve future children than those who did not. This suggests family programs and activities are crucial for continuous outdoor participation.

Access to Parks
Data collected from surveys have shown that people who live near a parks and recreation facility are more likely to be active users. However, one in three Americans do not have access to a park within a 10-minute walk of their home. According to the Trust for Public Land, a 10-minute walk is considered the maximum amount of time someone would be willing to walk to reach a destination.

This equals to approximately a half mile radius from a park site, uninterrupted by major roads or other barriers. Figures 5.0 and 5.1 are maps showing the half-mile service area of existing City parks in “Chapter 5: Needs Assessment and Analysis.”

44 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES
In the 2022 NRPA Engagement with Parks report, the survey results indicated that more than 86 million people in the United States do not have walkable access to a park or other recreation facility. Proximity to parks not only affects how active users are, but also how people travel to destinations. Most people travel by car, but individuals living near at least one park are more likely to walk, bike, or run to the park. Access and distribution of parks and services are important factors and should be considered when looking at improving community health and encouraging residents to engage with parks and programs.

Trends in Sports
The pandemic has brought about a big shift in how and which types of sports people participate in. Restrictions enforcing social distancing have left communities desiring more social interaction and social sports. The 2022 SFIA State of the Industry Report indicated the fastest growing sports coming out of 2021 are fast-pitched softball (+15.3%), pickleball (+14.8%), and gymnastics (+10.9%). Other top outdoor activities include walking for fitness (+3.9%), day hiking (18.1%), camping (+27.7%) and tennis (+27.9%) in the past two years. Pickleball and tennis have both emerged as popular sports among youth from the pandemic. Many agencies have been incorporating pickleball courts into parks or adding pickleball court striping within tennis courts.

Many enjoy playing in pickleball due to the inclusive nature of the sport, the ability to play leisurely, and being able to socialize.

Planning programs across age groups will be important to ensure active participation opportunities for those of all ages. Gen X, Millennials and Gen Z make up for more than 50% of program participants with Millennials and Gen Zers more likely to participate in sports team or individual athletic programs.

Trends in Youth Sports
There has been a resurgence of people returning to sports, but participation in youth team sports is still lower than pre-pandemic levels. Numbers indicate that community-based agencies are reopening programs to near or full capacity. However, survey responses indicate that communitybased agencies are struggling with bringing participants back to their programs. Many schools have been able to bring back sport leagues.

TOP 5 OUTDOOR ACTIVITIES
(FEMALES)
HIKING

RUNNING
BIKING

FISHING

CAMPING
TOP 5 OUTDOOR ACTIVITIES
(MALES)
HIKING

FISHING

RUNNING
BIKING

CAMPING

CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 45
CHAPTER 3
Overall, the fastest growing team sports include fast-pitch softball (+15.3%), gymnastics (+10.9%), court volleyball (+8.1%) and swimming on a team (+8.0%). Basketball remains the most popular team sport due to low cost of entry and the ability for participants to play casually or competitively.

Baseball remains the second most popular and outdoor soccer follows in third.

Over the years, agencies have seen a continuous rise in female youth participation in sports. In the past 5 years, there has been significant growth in female youth ages 6-12 in tackle football (20.9%), flag football (34.9%) and touch football (39.1%). Core participation for this age group is strongest in basketball, outdoor soccer and cheerleading. Female youth ages 13-17 are seen with the greatest participation growth in the last five years in fast-pitch softball (70.8%), ice hockey (61.%) and tackle football (57.7%).

The male youth demographic is seeing growth in participation but not as significant of an increase as seen in female participation. Male youth ages 6-12 are seeing strong core participation in baseball, basketball, and outdoor soccer, with track and field (10.9%), volleyball (5.7%) and flag football being the three largest growing within the past years. For male youth ages 13-17, the top three are lacrosse (5.7%), wrestling (3.2%), and flag football (2.8%).

The Young Adults (ages 18-24) category has seen a steady trend in participation since 2018.

Popular sports with the most growth were gymnastics (17.2%), cheerleading (15.1%), and tackle football (14.0%). Over the last year, female participation in basketball (6.1%), beach volleyball (4.0%) and court volleyball (3.9%) has shown the greatest participation growth. For males of the same age group, top sports with greatest participation growth are basketball (23.1%), baseball (9.4%) and outdoor soccer (8.0%) in the last year.

Challenges in Youth Sports
Community based sport programs are seeing a decline in participation. Parents have indicated that they are opting to place their children in private teams and clubs over local programs, citing the desire for more quality experiences for their children. Participation rates in travel sports have doubled in the past year to 29% according to survey participants.

Both the State of Play 2022 Report and 2022 SFIA trends in team sports report indicate that core sports participants are showing a decreased interest in continuing to participate in their sport or even trying a new sport. Reasons for the decreased interest are related to youth mental health issues. Some are feeling what is being called sport burnout when playing a sport repeatedly for several years. Others are facing the pressure of participating in sport leagues and the need to perform on a competitive level. Survey participants indicated that they would prefer to play sports on a casual level over a competitive level to enjoy the sport more.

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CHAPTER 4

INVENTORY
CHAPTER 4

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CHAPTER 4 : INVENTORY 49
CHAPTER 4

INVENTORY
The inventory chapter presents existing parks, community facilities, and a community pool that the City of Scotts Valley provides and maintains as of 2023. Planned parks and potential sites for future parks will be shared. The restructuring status of the Recreation Division is also briefly discussed, along with the intent of recreational programming for the future.

The City of Scotts Valley has a diverse park system many residents of the community use and enjoy for passive and active recreation, including parks, trails, and open space. Scotts Valley’s location in the Santa Cruz Mountains allows for unique and dynamic recreational experiences, from playing an active sport at a community park to leisure hiking on a trail surrounded by creeks and steep wooded hills. About 14% of land is designated as green space – parks and open space. The system also provides a wide array of recreational programs and events at the City’s community center, community pool, senior center, community garden, and performing arts center.

EXISTING PARKS AND FACILITIES SYSTEM
The Scotts Valley community has many opportunities to recreate in a wide variety of parks, facilities, and open spaces throughout the City. The City of Scotts Valley’s current park system consists of 253.75 park acres, with 44.75 acres of developed parkland and 209 of undeveloped parkland. The City has adopted the distinction between developed and undeveloped parks and the definitions are provided in Table 4.0.

TABLE 4.0 DEVELOPED AND UNDEVELOPED PARKS TERMINOLOGY1

TERMINOLOGY DEFINITION EXAMPLES

DEVELOPED
PARKS
Developed parks meet the
need for active recreation.

This includes developed
parks allowing for a variety
of recreation amenities and
uses.

Athletic fields, pathways,
playgrounds, gymnasiums,
community rooms, BBQ
areas, picnic areas, grass,
landscaping and restrooms.

UNDEVELOPED
PARKS
Undeveloped parks meet
the need for passive
recreation. This acreage
is intended to represent
areas of an open space
consisting of low level park
development or no park
development. Any park
development in these areas
would be limited to little or
no impact on the natural
environment.

Hiking trails, bench seating,
and horseback riding trails.

Park boundaries indicated on maps have been approximated using Geographic Information Systems (GIS) but are not technically exact. City platting and parcel data must be consulted for questions regarding exact park size and boundaries. Detailed inventory data for each park can be found in “Appendix A: Park Sites and Facilities Matrix.” 1 City of Scotts Valley, Scotts Valley Parks Master Plan Draft, 2012.

50 CHAPTER 4 : INVENTORY
TABLE 4.1 EXISTING PARKS LIST

PARK NAME PARK TYPE UNDEVELOPED/

DEVELOPED

PARK ACRES

GATEWAY NORTH
PARK
MINI PARK DEVELOPED 0.3

GLENWOOD OPEN

SPACE PRESERVE
TRAIL UNDEVELOPED 160

HOCUS POCUS
PARK
MINI PARK DEVELOPED 1
LODATO PARK TRAIL UNDEVELOPED 49

MACDORSA PARK NEIGHBORHOOD
PARK
DEVELOPED 5
POLO RANCH PARK MINI PARK DEVELOPED 0.72

SHUGART PARK NEIGHBORHOOD
PARK
DEVELOPED 7.23

SILTANEN PARK COMMUNITY
PARK
DEVELOPED 7.5

SKYPARK COMMUNITY
PARK
DEVELOPED 22.5

VERN HART

FISHING PARK
MINI PARK DEVELOPED 0.5
TOTAL PARK ACRES 253.75
TOTAL DEVELOPED ACRES 44.75
TOTAL UNDEVELOPED ACRES 209
The three community centers the City owns are a main community center, a senior center, and a performing arts center, totaling 9 acres. The City also recently renovated and reopened the community pool called Siltanen Pool in Summer 2023. The City also has a community garden located between the Senior Center and Community Center. Plots of varying sizes can be annually rented for a fee.

TABLE 4.2 EXISTING COMMUNITY FACILITIES/POOL LIST

COMMUNITY CENTER LAND ACRES
COMMUNITY CENTER 2
SENIOR CENTER 1

SCOTTS VALLEY PERFORMING

ARTS CENTER
5 SILTANEN POOL 1
COMMUNITY GARDEN2 -
TOTAL 9
2 The acreage of the community garden is part of the Community Center acreage.

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CHAPTER 4
FIGURE 4.0 EXISTING PARKS & FACILITIES MAP
Map source: This map was created based on GIS data from Santa Cruz County.

52 CHAPTER 4 : INVENTORY

LEVEL OF SERVICE (LOS) STANDARDS
The National Park and Recreation Association (NRPA) developed Level of Service (LOS), which is a standard evaluation of park type and acreage across all park and recreation agencies based on what they offer their residences based on their Park, Recreation, Open Space and Greenway Guidelines. The definition of Level of Service (LOS) is the ratio representing the minimum amount of open space and parkland needed to meet the recreation demands of the community.

The purpose of LOS is a way to understand how well the existing jurisdiction is meeting the needs of a community and whether the jurisdiction has surpluses or is deficient in park acreage relative to its population size. Goals of Level of Service are also used to determine the amount of parkland that is needed to accommodate the population within a community, typically comparing current and future trends. This is to understand if the community has adequate parkland now and how much is needed to accommodate the future population.

In essence, the adoption of LOS standards allows people equal opportunity to access park and recreation facilities within their community. LOS standards are tailored to the individual community and their most appropriate range, quantity, and quality of recreational facilities within an agency.

City of Scotts Valley has adopted LOS standards from the 1996 Parks Master Plan.

The most common technique to express equal opportunity is to use acreage of park land per 1,000 residents, even though local conditions and needs vary greatly between communities. In the 2023 NRPA Agency Performance Review, a typical park and recreation agency offers 10.8 acres of parkland per 1,000 residents. However, it is important to note that there is no universal standard that defines a minimum acceptable number of acres per 1,000 people. Every community has unique demographics, climate, needs, and local trends, so using benchmark data can help identify best practices that can provide optimal metrics for a specific community. City benchmark comparisons were performed in “Chapter 3: Best Practices.” Based on this information, the acreage of park land per 1,000 residents has been used to determine Level of Service Standards and Level of Service Goals for the City of Scotts Valley. The City of Scotts Valley uses the LOS standard of 5 acres of developed park land per 1,000 residents.

With a current 2020 population of 12,224, the City owns 44.75 acres of developed park land (US Census). The City needed an additional 16.37 acres of developed parkland to meet 2020 LOS Goals. To anticipate a 2033 population of 31,107, the City will need an additional 20.79 acres of developed parkland to meet 2033 LOS Goals, assuming a 0.5% annual population growth for the next ten years.

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CHAPTER 4
TABLE 4.3 CITY OF SCOTTS VALLEY LEVEL OF SERVICE STANDARDS WITH 2020 AND 2033 GOALS3
CURRENT LEVEL OF SERVICE 2020 LEVEL OF SERVICE
GOALS
2033 LEVEL OF SERVICE
GOALS
LOS
(STANDARD

ACRES PER
1000
RESIDENTS)

PARK ACRES
(AS INVENTORIED IN
2023)*
2020
POP.

CURRENT

LOS RATIO
PER 1000
RESIDENTS
DEVELOPED PARK
ACRES

NEEDED TO
MEET 2020
LOS GOALS**
PARK
ACRES

NEEDED TO
MEET 2020

LOS GOALS
DEVELOPED PARK
ACRES

NEEDED TO
MEET 2033
LOS GOALS***
PARK
ACRES
NEEDED
TO
MEET
2033
LOS
GOALS
5 44.75 12,224 3.66 61.12 16.37 65.54 20.79
This Master Plan uses the 2023 Scotts Valley General Plan’s LOS standards, which have remained unchanged since the adoption of the 1996 General Plan. Currently, Scotts Valley’s LOS standard is five acres of developed parkland per 1,000 population, excluding undeveloped open space and natural resource areas.

PARK TYPOLOGY
Different types of parks provide different recreation opportunities, vary in size and amenities, and serve specific communities. This allows for abundant and diverse opportunities the community can recreate in, encouraging both active and passive users to visit parks and facilities. Providing a variety of park types can appeal to different groups within a community because this allows for different amenities and uses that meet their individual recreational interests and needs.

As inventoried of February 2023, the City currently owns ten parks, three community centers, one community pool, and one community garden. The park typologies adopted by the City are as follows:
• Community Parks
• Neighborhood Parks
• Mini Parks
• Open Space, Trails, and Undeveloped Parks
• Facilities
The definitions of the park typologies are further detailed in the next section. This chapter will present maps that will illustrate the City’s existing parks and facilities and “Chapter 5: Needs Assessment” will illustrate the service areas for Community Parks, Neighborhood Parks, Mini Parks, and Trails.
3 Data S0101, 2010 and 2021 American Community Survey, U.S. Census Bureau. *Developed parks.
**Based on U.S. 2020 Census.
***Based on population growth trajectory of 0.5% annually.

54 CHAPTER 4 : INVENTORY
Community Parks
Community parks serve larger populations of the community and they provide broader amenities and facilities than neighborhood or mini parks. The amenities can include a mixture of those found in a neighborhood park and additional features, such as tennis courts, aquatic facilities, community centers, play fields, and other specific facilities as needed for the community. Community parks offer a diverse range of active and passive recreational opportunities and attract all age groups, from youth soccer players to adult bocce ball players.

They are larger than neighborhood parks and are typically 15-20 acres in size. If park land availability is limited, a community park can be smaller in size and can still classify as a community park, provided that the amenities and activities are appropriate and they align to the standards of a community park. Community parks are designed for a one-mile radius of service and generally serve multiple neighborhoods. They can be accessible by multiple modes of transportation, such as walking, biking, and driving. The City of Scotts Valley currently has two community parks, Siltanen Park and Skypark, totaling 30 acres.

Neighborhood Parks
Neighborhood parks typically serve their immediate, local neighborhood and are at a smaller scale than community parks. Amenities at neighborhood parks may include playgrounds for different age groups, general playing fields, lighting, restrooms, and parking. They can provide concentrated recreation activities and provide both active and passive activities, but these may be designed within a limited amount of space.

They vary in size and are generally 2-6 acres. Like community parks, they should be easily accessible and serve residents of all ages. Because neighborhood parks are intended for residents within a neighborhood, they should be within a 10-minute walking distance or less.

They are designed for a ¼ to ½ mile radius of service. Parking on-site may still be available due to the scope of activities and size. There are two neighborhood parks, Shugart Park and MacDorsa Park, totaling 12.23 acres.

Mini Parks
Mini parks are the smallest type of parks and are designed for special purposes and include limited activities per site. They can also serve a concentrated population or a specific age group but they can also serve the wider community in the immediate area. Mini parks are intended to be accessed by walking but can still allow parking facilities, depending on the type of specific purpose or activity offered. They are designed for ¼ and ½ mile radius of service and are usually less than 1 acre in size. For parks between 1 to 2 acres, they can be designated as Mini Parks or Neighborhood Parks, depending on the types of amenities provided at the park.

There are four mini parks totaling 2.52 acres. These are Gateway North Park, Vern Hart Fishing Park, Polo Ranch Park, and Hocus Pocus Park.

Open Space, Trails, and Undeveloped Parks
This park classification provides the foundation of the Scotts Valley because these areas play an important role in the identity of the community. Open space, trails, and undeveloped parks make up over 80% of the City’s total park land acreage. They provide passive recreation opportunities, including scenic viewing, and specific active recreation opportunities, such as hiking, horseback riding and biking. These areas also protect the hillside forests which provide essential character of the valley as well as habitat communities for conservation of natural and scenic resources.

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CHAPTER 4
Open spaces are primarily designed for the conservation and management of natural resources to preserve and protect resources. They include large parcels of undeveloped steep hillsides and riparian corridors. Trails and bicycle paths allow access and connections to unique parts of Scotts Valley. Though, access to hills remains limited due to steep slopes and protection of biological resources. There are currently two parks under this classification and total 209 acres in area.

The Glenwood Open Space Preserve is owned by the City of Scotts Valley and it is managed by the Land Trust of Santa Cruz. The 2023 General Plan indicates there are two federally listed species and several additional special status species that are occur or are known to occur in Glenwood Open Space Preserve. This preserve also consists of different habitat communities, such as grasslands, riparian forests, and wetlands. Passive recreation use (trails) is limited in these areas.

Community Facilities and Pool
The City owns three community centers and they include a main community center, a senior center, and a performing arts center. They provide recreational opportunities for the community of different age groups and interests.

The community center is a rentable 6,000 square foot facility with a main hall, a full kitchen, a fireplace, and an outdoor, shaded patio with barbeque. The space is rented for church events and recreational classes. The senior center is another rentable facility for special events that has a large, multi-purpose room for up to 100 people. The senior center is a facility spanning 1 acre and is managed by the City’s Center Coordinator. This is a space that provides educational, recreational, and craft activities for seniors. A Senior Center Board manages and supervises the senior organization and is responsible for the organization’s compliance with their bylaws. The Annette Marcum Community Garden is located adjacent to the Senior Center and allows a place for 40 residents to gain gardening experience and grow and maintain a garden bed.

Outdoor picnic gazebos at Hocus Pocus Park, MacDorsa Park, Siltanen and Skypark are available for rent. Fees to rent a facility or an outdoor gazebo vary for residents, non-residents, and nonprofit organizations. At the time of writing this Parks Master Plan, Siltanen Pool reopened for recreational swim.

There is an existing Recreation Department building with one room that is currently being used by Public Works staff. At the time of writing the Parks Master Plan, the Public Works staff is considering a new building for their department. Once this happens, it is anticipated that the Recreation building can be returned as a community center and recreation office. This can be considered the fourth community center for the future.

Bikeways and Bicycle Paths
The City’s park system features assets including bicycle, pedestrian, and equestrian trails and paths linking parks and neighborhoods together. Trails located in undeveloped and natural wooded areas provide passive recreation and are designed for the conservation, preservation, and protection of natural resources. Bicycle paths and multi-use trails also provide connections to the City’s parks and facilities and provide both active and passive recreation opportunities that includes scenic hiking, road and mountain biking, and horseback riding. The existing Scotts Valley bicycle network consists of three types of bicycle facilities: Class I shared-use paths, Class II bicycle lanes, and Class III bicycle routes. There is a total of 17.64 miles of Class I shared-use paths and Class II bicycle lanes.4
4 City of Scotts Valley, Active Transportation Plan, 2021, 12-13.

56 CHAPTER 4 : INVENTORY
Also, several of the City’s existing parks have shared-used paths and unpaved trails. Scotts Valley has 1.27 miles of shared-use paths located in Skypark, Siltanen Park and around the perimeter of the Skypark neighborhood. Glenwood Open Space Trails includes 8 miles of unpaved trails that are open to hikers, bicyclists, and equestrians. Currently, there are limited bicycle parking at many of the key destinations in Scotts Valley and none located at the senior center, the community center, and several City parks.

Future Planned Parks & Facilities
There are also future parks planned, along with available open park space that the City is currently reviewing as potential future park sites.

TABLE 4.4 FUTURE PLANNED PARKS & POTENTIAL PARK SITES

PARK NAME PARK TYPE DEVELOPED/

UNDEVELOPED

PARK ACRES

THE COVE OPEN SPACE TBD TBD -
TOWN CENTER GREEN TBD TBD 0.5
VALLEY GARDENS TBD TBD 26.85
TOTAL POTENTIAL FUTURE PARK ACRES 27.35
Below shows an existing facility anticipated to be considered as a future community center with a rentable recreation room.

TABLE 4.5 FUTURE FACILITIES

FACILITY NAME AMENITIES

RECREATION BUILDING ONE RENTABLE ROOM

FOR RECREATIONAL

CLASSES, PROGRAMS OR

ACTIVITIES

RECREATION DIVISION
The City of Scotts Valley Recreation Division is a division within the Public Works Department.

The Recreation Division is responsible for providing recreational services, programs, and activities, while the Public Works Department is responsible for park and facility maintenance. The Recreation Division intends to provide high quality recreation programming that includes children and adult activities, ranging from sports to crafts, to music and aquatics.

At the onset of the COVID-19 pandemic in March 2020, nearly all of the City’s recreation programs came to a halt due to restrictions requiring shutdown. A majority of the City’s full- and part-time recreation staff were also laid off. Understanding the need to restore recreational opportunities for their residents, the City engaged Management Partners, a consulting firm, to prepare a report on the necessary steps to reactivate the Recreation Division. At the time of the writing of this Parks Master Plan, the Recreation Division was in the process of organizational restructuring and restoring of recreational offerings to the community. As the Recreation Division continues to rebuild and transition from the impacts of the pandemic, this Parks Master Plan provides an opportunity to understand and prioritize the recreational needs and aspirations of the community it serves.

CHAPTER 4 : INVENTORY 57
CHAPTER 4
The Recreation Division has an Advisory Board within the Parks and Recreation Commission.

The Parks and Recreation Commission consists of five commissioners appointed by the City Council. It was established for the purpose of advising the City Council on matters concerning City parks, open space, recreation, arts, cultural activities and/or other park and recreation services.

The future development of recreational programming will be tailored to the unique needs of the community, with consideration of the community outreach results. Recommendations of general park and recreational programming will guide the Recreation Division on the types of sports, classes, and services that the community aspires for.

Current Marketing Strategies
The Scotts Valley community has different ways to learn about recreational offerings provided by the City. The City distributes information across social media, including Facebook Groups, Instagram and Nextdoor, on the website fliers and mailers, and physical copies at schools or events. The Scotts Valley community is highly engaged and appears generally aware of the park and recreational opportunities the City provides.

Current Rental Facilities & Fees
The Recreation Division allows the community to rent outdoor areas such as, BBQ spaces and gazebos, and two indoor facilities. Outdoor rental facilities and indoor recreation facilities can be rented by filling out an online application.

Indoor Recreation Facilities and Fees (as of September 2023) The entire community center and senior center can be rented on an hourly or daily basis and fees vary between residents, non-residents, and non-profit organizations. Additional fees apply to all rentals. Those interested in rentals can submittal an application by email or in person at the Skypark office.

TABLE 4.6 COMMUNITY CENTER RENTAL FEE SCHEDULE FY 2022-23

COMMUNITY CENTER RESIDENT NON-RESIDENT
HOURLY $109 $124
DAILY $1,085 $1,237
NON-PROFIT 75% RESIDENT 75% OF

NON-RESIDENT

ADDITIONAL FEES FOR ALL RENTALS
CLEANING FEE $250

TEAR-DOWN TABLES/
CHAIRS
$81

REFUNDABLE DAMAGE

DEPOSIT
$543

SPECIAL EVENT

INSURANCE ADMIN FEE
$16

58 CHAPTER 4 : INVENTORY
TABLE 4.7 SILTANEN PARK POOL AND SENIOR CENTER RENTAL FEE SCHEDULE FY 2022-23

SILTANEN PARK POOL RESIDENT NON-RESIDENT
INCLUDES 2 LIFEGUARDS,
2 PICNIC TABLES, SMALL
BBQ AND A LIMIT OF 38

PEOPLE MAX
$163 $173

SENIOR CENTER RESIDENT NON-RESIDENT
HOURLY $71 $84
DAILY $705 $835
NON-PROFIT 25% DISCOUNT 25% DISCOUNT

ADDITIONAL FEES FOR ALL RENTALS
CLEANING FEE $125

TEAR-DOWN TABLES/
CHAIRS
$81

REFUNDABLE DAMAGE

DEPOSIT
$543

SPECIAL EVENT

INSURANCE ADMIN FEE
$16
TABLE 4.8 GAZEBOS AND RENTAL FEE SCHEDULE FY 2022-23

SILTANEN, SKYPARK,

HOCUS POCUS,

MACDORSA

RESIDENT NON-RESIDENT
UP TO 50
HOURLY $27 $37
DAILY $271 $369
UP TO 100
HOURLY $38 $50
DAILY $380 $449
UP TO 50
HOURLY $488 $662
DEPOSIT (ALL RENTALS) $362
UP TO 50
HOURLY $705 $835
DEPOSIT (ALL RENTALS) $362
UP TO 50
HOURLY $705 $835
DAILY 25% DISCOUNT 25% DISCOUNT

CHAPTER 4 : INVENTORY 59
CHAPTER 4

CURRENT PARK PROJECTS
The City has several current and upcoming park improvement projects for 2023 and 2024.

This includes replacing some playground equipment at Skypark, as well as restroom repairs and replacement of basketball hoops and posts at Hocus Pocus Park. The Parks Master Plan will consider these planned park improvement projects and provide additional general recommendations to prioritize park improvements.

Page Intentionally Left Blank

CHAPTER 5

NEEDS ASSESSMENT & ANALYSIS
CHAPTER 5

Page Intentionally Left Blank

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 63
CHAPTER 5

NEEDS ASSESSMENT & ANALYSIS

PUBLIC ENGAGEMENT PROCESS
Community outreach was gathered to help inform and guide the Scotts Valley Parks Master Plan and to better understand the public’s needs and aspirations related to parks and recreation.

Detailed results from the public outreach process are presented in “Appendix C: Public Outreach Results.” The public engagement process included a statistically valid survey with 899 responses, an open house style event, a pop-up booth event, and a stakeholder meeting.

PUBLIC INPUT METHODS
• STATISTICALLY VALID SURVEY
• POP-UP BOOTH EVENT
• STAKEHOLDER MEETING
• OPEN HOUSE MEETING
• INTERACTIVE BOARDS
• FLASHVOTE
• POSTCARDS
The outcome of the community engagement process provided key insight into the needs of the Scotts Valley community and this was informative in developing recommendations for improvement opportunities and priorities to focus on for the future.

Outreach Meetings
Three outreach meetings were held in April 2023 and they were intended to educate the community about the Parks Master Plan, encourage survey participation, and gather feedback from the community about the City’s park system and what programs they would like to see in the future. The meetings were held at different times and locations to add flexibility for attendees and to engage with many different members of the community.

The outreach meetings were heavily advertised across different platforms and information was distributed in multiple formats, including flyers, on the City’s website, social media, Mailchimp email blasts, and online groups. A physical postcard with 5 questions was distributed by Parks & Recreation Commissioners at park sites to gather additional feedback from the public. A city generated FlashVote was delivered to community members.

Eight outreach boards were created and displayed at the community meetings. Four boards provided background
information about the project, including the Parks Master Plan and process, imagery of the existing parks and
facilities, and a map showing the locations of the City’s parks and facilities. Four boards were interactive and asked general questions related to parks and recreation, which were different questions from the online survey. The public was able to use sticky dots and post-it notes to provide feedback on these boards. The boards also helped guide
conversations between the project staff and the public. The project staff consisted of the City’s Recreation staff, Parks & Recreation Commissioners, and the consultant team.

64 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
The first meeting was an open house walk through at the City’s Community Center and was held on April 21, 2023. This informal, weekday meeting in the afternoon was geared towards stayat-home parents and seniors. This allowed community members the opportunity to engage and share feedback with the project staff and learn more about the Parks Master Plan project. The second meeting was a pop-up booth event at Skypark and was held on April 22, 2023. This event included the display of all eight interactive and informative boards and provided more visibility about the Parks Master Plan project. Park visitors had the opportunity to visit the booth and provide input through conversations with the project staff.

The third meeting was a focus group meeting where leaders from local Scotts Valley recreation groups and organizations were invited to present information about their needs and aspirations regarding parks and recreation in Scotts Valley. Groups and members of the public that provided feedback include:
• Little League
• Dog Park Advocate
• The Cove Resident
• Santa Cruz Pickleball
• Skypark Bocce Ball Club
• Soccer Club
• Bocce Ball Advocate
Statistically Valid Survey
An online survey was made available to the public from
April 14, 2023 to May 12, 2023 to understand the needs, concerns, and priorities regarding Scott Valley’s parks and recreation facilities. The online survey was heavily advertised on social media, flyers posted through the city and at city facilities and the City’s website. A promotional video was also created and posted on the City’s website.

Members from the Parks and Recreation Commission
went out at parks and trails to hand out postcards to the community throughout the survey period.

The community outreach had a successful outcome
due to a combination of spreading awareness, word of
mouth, and reaching out to the public and key leaders
using a variety of strategies. There was a total of 899 survey respondents that took the survey, leading to a
rate of 95% level of confidence.

OUTREACH MEETINGS
• FRIDAY, APRIL 21, 2023, FROM 1:30 PM TO 3:30 PM AT THE CITY’S COMMUNITY CENTER • SATURDAY, APRIL 22, 2023, FROM 2:00 PM TO 4:00 PM AT SKYPARK • SATURDAY, APRIL 29, 2023, FROM 9:00 AM TO 11:00 AM AT THE CITY’S COMMUNITY CENTER

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 65
CHAPTER 5

ONLINE SURVEY
• GATHER BASIC DEMOGRAPHIC INFORMATION OF SURVEY RESPONDENTS. • IDENTIFY CURRENT USAGE OF PARKS, FACILITIES, AND RECREATION PROGRAMS. • ASSESS IMPORTANCE OF AND USER SATISFACTION OF DIFFERENT ELEMENTS AND QUALITIES OF PARK FACILITIES AND RECREATION PROGRAMS.
• UNDERSTAND BARRIERS TO USER PARTICIPATION IN CITY’S PARKS AND RECREATION RESOURCES.
• ASSESS FUTURE NEEDS AND PRIORITIES FOR PARK FACILITIES AND RECREATION PROGRAMS.

The survey was meant to assess the public’s perception and experience regarding the City’s parks and recreation system. A small focus of the survey questions was to better understand the type of recreational programs the community would like to see more of, so as the Scotts Valley Recreation Division restructures and rebuilds, staff within the division can develop new recreational programs that meet these needs and interests. The survey used a variety of evaluation measurements to assess community sentiment, including multiple choice, free response, and importance/satisfaction ranking questions.

Community Engagement: Key Findings
Meeting Findings
The community had the opportunity to provide
feedback in person outside of the survey at three
separate community meetings. Residents from
Scotts Valley, along with several residents from
adjacent small towns who use the City’s parks,
participated in the meetings. Different members
of the community participated, including seniors,
families, children, young adults, longtime residents,
Parks & Recreation Commissioners, and City staff.

Attendees at the meetings were able provide
feedback on interactive boards with a mix of
multiple choices and free response questions that
asked the following:
• What classes/programs would you like to see?
• What additional amenities would you like to see?
• Which sport facilities would you like to see?
• What improvements would you like to see at the City’s parks and recreational facilities? The top three classes/programs attendees would like to see are swimming, soccer, and bocce ball. The top amenity was shade shelter and the top sport facility was bocce ball court. The last question was a free response question regarding what general improvements attendees would like to see at Scotts Valley parks. There were several recurring themes that emerged, including the desire to improve existing bocce ball courts and trails and to add a dog park and more parking for players.

66 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
At the third focus group meeting, several recurring themes and interests emerged from local recreational groups and organizations. Key leaders from the Little League and soccer club both wanted more lawn maintenance, including fixing gopher holes at the fields. Members from Santa Cruz Pickleball and a local bocce ball group shared the same sentiment of wanting shade over the courts and the addition of pickleball courts and bocce ball courts to meet increasing demand.

The desire for more shade was also expressed by another resident, along with additional site amenities, such as table tennis and inclusive play equipment at, city parks. Generally, the attendees appreciated what the City of Scotts Valley has done for their community and what they are doing to improve parks and recreation opportunities.

FlashVote Survey Findings
Five questions were sent through text to the Scotts Valley community using FlashVote to better understand parks and recreation needs and priorities from May 2, 2023 to May 4, 2023. This was another way to gather feedback from the general population and to gather input quickly and directly. A total of 193 people participated from an invite of 456 people, with a +/- 7% margin of error. It is important to note that while there were 193 participants, not all completed the survey.

The questions included multiple choice and free response. The questions asked were:

1. In the last 12 months, about how often have you used a City of Scotts Valley park or recreational facility?

2. Which do you think makes the most sense for the City to focus on for the next 5 years?

3. Which park amenities do you think we need more of in Scotts Valley parks, if any? (Select up to four.)

4. Look ahead 10 years in the future. Which additional recreational facilities do you think we will need most in Scotts Valley? (Select up to four.)

5. Any other comments or suggestions about improving parks and recreational facilities in Scotts Valley?
From the FlashVote responses, there were several key findings:
• 41.8% of survey respondents visit a Scotts Valley park or recreational facility more than once a week
• 72.2% of survey respondents preferred the City to focus on fixing and improving existing recreational facilities and parks, rather than creating new parks and recreational amenities • The top 2 park amenities desired were shade shelters (62.2%) and park benches/seating (31.5%). The third park amenity was tied at 29.1% for both restrooms and open grass areas. • A majority of respondents wanted an indoor recreational facility (60.8%). The second top choice was more specialty courts such as pickleball, bocce, and tennis (48.8%).

QUESTION 3 RESPONSES QUESTION 5 RESPONSES
FIGURE 5.0 FLASHVOTE SURVEY RESPONSES

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 67
CHAPTER 5

KEY INSIGHTS FROM SURVEY
• Over 75% of respondents were Scotts Valley residents and 25% were visitors. • A majority of respondents live near Skypark and about 20% live near Siltanen Park. • More than half of respondents visit Scotts Valley parks and recreational facilities more than two times a week.
• Skypark was the most visited by respondents. Siltanen Park was the second most visited and Glenwood Open Space ranked third. • About 98% of respondents generally regard providing opportunities to enjoy nature/the outdoors as very or somewhat important. • The top three concerns when visiting City’s parks were amenities were outdated, lack of amenities, and lack of programs and events that interest me. • 81% of respondents regard restrooms as very important. • Hiking, walking, and swimming are top activities respondents enjoy. • The top three improvements respondents would like the City to prioritize are to improve existing parks in general, improve existing fields, and improve bike/pedestrian circulation between neighborhoods and parks. • The top three classes/programs respondents would like offered were swimming, art, and fitness/exercise/training.
• A majority of respondents would like to see additional programs for adult and teen/tween.

A common sentiment expressed by survey respondents was the need for a swimming pool or a water feature. Another shared sentiment was additional bike trails and paths, as well as accessible plan equipment, and/or improvements to old play equipment.

Online Survey Findings
In addition to gathering feedback from community meetings and FlashVote, input from the survey highlighted key interests, perspective, and needs from the greater community. There was a total of 899 survey respondents, indicating that the participation rate leads to a 95% level of confidence. This means that the sample size is representative of the Scotts Valley population and opinions from this sample size can be useful in determining overall perceptions and aspirations regarding Scotts Valley’s parks and recreation. The survey included questions pertaining to demographic data, frequency of visits and participation at parks and programs, areas of concern, areas of priority, recreational programming interests, and levels of importance and satisfaction.

It is important to note that while there were 899 total survey respondents, some questions were skipped or unanswered.

Importance versus satisfaction questions help determine areas of need that are adequately met and areas of opportunity for improvement. One of the questions asked participants to rank importance from a list of park features and amenities and how satisfied they were with the same park features and amenities. Correlating the results can help guide on what improvements to prioritize at parks. An analysis of the survey findings can be found in the Needs Assessment section of this chapter.

68 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
0%
10%
20%
30%
40%
50%
60%
70%
Improvements Respondents Would Like the City to Prioritize Incorporate inclusive play areas for children of all
abiltiies
Improvements to bike/pedestrian circulation
between neighborhoods and parks
Provide additional and updated tables or benches
Improve existing parks in general
Improve existing picnic faciltiies
Improve existing athletic fields
Improve existing playgrounds
Re-landscape areas to include more native or low
water use plants
Provide more passive recreation opportunities
(walking trails, seating areas, game tables, etc.)
Include fitness equipment at parks
Develop space for performing arts and theatre
events
Incorporate artistic elements
TOP 5 RECREATIONAL CLASSES/

PROGRAMS RESPONDENTS WOULD LIKE

1. SWIMMING

2. ART

3. FITNESS/EXERCISE/TRAINING

4. SOCCER

5. SEWING/MAKERS/CRAFTS
TOP 5 OUTDOOR ACTIVITIES/

SPORT RESPONDENTS ENJOY

1. HIKING

2. WALKING

3. SWIMMING

4. BIKING

5. RUNNING
90%

OF RESPONDENTS REGARD

OPPORTUNITIES TO ENJOY

NATURE/THE OUTDOORS

AS VERY IMPORTANT
94% OF RESPONDENTS DRIVE TO
VISIT PARKS OR FACILITIES.

ABOUT 51% WALK

PUBLIC SURVEY HIGHLIGHTS
37%

OF RESPONDENTS ARE IN
THE 35-44 AGE GROUP. 35%

OF RESPONDENTS ARE IN
THE 45-54 AGE GROUP
FIGURE 5.1 PUBLIC SURVEY HIGHLIGHTS

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 69
CHAPTER 5
IMPORTANCE VS SATISFACTION: UNDERSTANDING THE DATA
The public survey included a series of importance and satisfaction questions that asked participants to rank importance of a list of values associated with City parks and recreation programs and then to rank their satisfaction with the same items. A direct comparison of these two question types reveal areas of opportunity for items that are ranked high on the importance scale but low on the satisfaction scale. The combine results show areas where the City may have already adequately fulfilled the needs of the community and areas where there is opportunity of improvement. These opportunity areas are intended to be a tool to help guide the City’s prioritization of funding. 0%
10%
20%
30%
40%
50%
60%
70%
Concerns Regarding Visiting City's Parks
Lack of amenities
Amenities are outdated
Safety
Loitering people
Lack of programs and events that interest me
Lack of accessibility for all people
No safe route to the park via alternate transportation
Other

UNDERSTANDING THE DATA
Figures 5.2 and 5.3 display data compiled from
survey participants regarding their satisfaction
and importance levels of certain park and
recreation program elements. Importance
and satisfaction scores are weighted out of
10 and plotted onto an X-Y axis to determine
an opportunity score. This opportunity score
falls within one of four categories to help
identify community priorities.

LEVEL OF OPPORTUNITY
>15 = extreme opportunity
12–14 = high opportunity
10–11 = solid opportunity
<10 = feature appropriately
served or overserved

70 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
FIGURE 5.2 IMPORTANCE VS SATISFACTION: BENEFITS OF PARKS & OPEN SPACE Provide opportunities to enjoy nature/the outdoors
Provide opportunities for fitness, health & wellness
Enhances neighborhood and community quality of life
Provide spaces to exercise pets
Protect our natural environment
Provide recreation opportunities for people of all abilities Provide spaces for special events and social opportunities Provide opportunities to learn about nature
Make Scotts Valley a more desirable to live

10.3 10.8

10.8 6.4

9.8 11.4

8.9 7.3

8.8 BENEFITS OF PARKS & OPEN SPACE OPPORTUNITY
SCORE

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 71
CHAPTER 5
FIGURE 5.3 IMPORTANCE VS SATISFACTION: FEATURES & AMENITIES Multi-use paved trails
Restrooms
Inclusive play areas promoting play for children of all abilities Shade structures
Picnic areas/BBQ
Open space to enjoy nature
Off-leash dog area
Bike Racks
Parking
Water features (splash pad, decorative fountains, etc)
Skating and scooter
Bike trail
Bike pump track
Equestrian trails
Hiking trails
Fitness equipment
Indoor facilities (gym, dance, recreation rooms, etc.)

9.8 13.2

11.2 12.9

8.1 9.7

5.1 7.1

10.4 8.7

6.2 7.8

5.9 2.3

9.6 4.9

7.3 FEATURES AND AMENITIES OPPORTUNITY
SCORE

72 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS

NEEDS ASSESSMENT AND ANALYSIS
The community outreach process provided insightful and meaningful input from the Scotts Valley community, and visitors from the surrounding area. The amount of data collected helped provide a better understanding about the community’s perception regarding the City’s parks and recreational facilities.

With the statistically valid survey, the large sample size from the survey indicates that the views provided are representative of the Scotts Valley population, based on a 95% level of confidence in the accuracy of data. In addition, the comprehensive input from the community through meetings, interactive boards, and FlashVote contributed to developing a strong needs assessment and analysis with opinions expressed by respondents, identifying several opportunities for improvements. Assessment and analysis in this section will help guide recommendations and park priority scoring in the next chapter.

Overall Park Improvements
Many of the existing city parks are favored and treasured by the Scotts Valley community and visitors. People regularly visit city parks and recreation facilities including many local recreational teams and groups that frequently use existing fields and courts. Based on feedback received from the community, people generally would like to see improvements at the existing parks.

The top two improvements the community expressed for the City to prioritize was to improve existing parks in general and improve existing athletic fields. While city parks and facilities are generally clean and in fair condition, many respondents expressed the need for maintenance of existing parks and trails. Improving existing athletic fields was the second most common sentiment, likely due to frequent use by soccer, baseball, and softball players.

Improving bike/pedestrian circulation between neighborhoods and parks was the third common sentiment shared by respondents. Improving existing playgrounds and incorporating inclusive play areas for children of all abilities was also regarded as a high priority.

Modernizing site furnishings was also a desired improvement by respondents. Many park users utilize the park for passive recreation, including bringing their kids to play areas and using tables and benches to watch or socialize. While many of the existing site furnishings are in fair condition, site furnishings are worn-out and respondents would like to see site furnishings that can meet the unique needs of the community. This may mean a providing a variety of passive recreation opportunities, including modern outdoor fitness equipment, accessible tables, or game tables.

Incorporate Water Play or Features
A strong sentiment from most respondents was the need for a pool facility, along with water play and features. At the time of writing the Scotts Valley Parks and Recreation Master Plan, Siltanen Pool had been renovated and re-opened in Summer 2023, meeting the need for a pool facility within Scotts Valley. Of note, there is a strong demand for pools and this will likely continue, even with the opening of Siltanen Pool, due to anticipated population growth in the next decade.

There are currently no water play features, such as splash pads, at any of the City’s parks. The community strongly expressed the need for water play areas outside of a pool facility, especially during the summer months.

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 73
CHAPTER 5
Park Programming
Currently, the City’s parks and recreational facilities support many of the recreational programmed activities in Scotts Valley. The City provides a diverse range of active and passive recreational opportunities, including sport courts, athletic fields, playground areas, trails, and nature viewing activities. However, respondents cited outdated amenities, lack of amenities, and lack of programs and events of interest, as top three concerns when visiting City’s parks.

Respondents indicated that their top activities they enjoy were hiking, walking, biking, and running. A majority of respondents value opportunities to enjoy nature and providing amenities that enhance quality of life as very important. Protecting the natural environment was the third most important value by respondents.

While City parks are enjoyed by many, there are several needs and priorities indicated by respondents. Generally, this includes not only repairing existing park amenities, but also diversifying them to meet community interests. This includes multi-generational equipment and activities, and dedicated spaces for special events and large gatherings.

Below is a summarized list of amenities commonly expressed by respondents:
• Shade over playgrounds, courts, and other gathering spaces • Increase parking spaces or areas
• Provide spaces for outdoor special events and indoor winter activities • Increase quantity of courts (e.g. bocce ball courts) to meet demand • Increase quantity of site furnishings
• Need for a dog park in different parts of the City, along with dog park amenities Respondents preferred a solid surfacing type, such as rubber surfacing or artificial turf, at the playgrounds rather than engineered wood fiber (EWF).

Recreation Programs
The top five recreational programs respondents would like to see offered are swim programs, art classes, fitness/exercise/training programs, soccer programs, and workshops to learn about sewing and crafts.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%
Traditional Sports Respondents Would Like
to See Offered
FIGURE 5.4 PREFERRED RECREATIONAL PROGRAMS BY SURVEY RESPONDENTS

74 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
• Top 3 traditional sports respondents would like to see offered are swim programs/classes, soccer programs, and basketball programs.
• Top 2 non-traditional sports respondents would like to see offered are pickleball programs, biking/mountain biking programs. Rock climbing and bocce ball programs were tied in third place.
• Top 2 general programs respondents would like to see offered are art programs and fitness/ exercise/training programs. Cooking and sewing/makers/crafts were tied in third place.

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%
Non-Traditional Sports Respondents Would
Like to See Offered

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%
Other Programs Respondents Would Like to
See Offered

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 75
CHAPTER 5
Skypark
As the largest community park in Scotts Valley, Skypark is a popular destination of local residents and visitors alike. Many park users visit Skypark, due to a wide and popular variety of recreational opportunities and park amenities, such as the existing athletic fields, dog park, skate park, pump track, pickleball/tennis courts, picnic areas, playground, bocce ball courts and linear trails. The vicinity of Skypark next to the Senior Center and Community Center contributes to the park’s popularity. This is also supported by the survey results where a majority of respondents have visited Skypark.

Common sentiments expressed by respondents regarding improvements for Skypark are outlined below:
• Repair and regular maintenance of existing turf/athletic fields for field sports • To accommodate large crowds during weekends and summer months, consider increasing parking spaces or provide space for overflow parking
• Update outdated play equipment
• Add shade over bocce ball court
• Replace outdated site furnishings with modern site furnishings Siltanen Park
Siltanen Park is the second most visited park in Scotts Valley by respondents. This will likely remain a popular destination for the Scotts Valley community because of the community pool, sports field, group picnic area and playground. Also, Shugart Park is located west of Siltanen Park and provides open space and parking.

Below are a list of improvements for Siltanen Park expressed by respondents:
• Repair and regular maintenance of existing turf/athletic fields for field sports • Replace outdated site furnishings such as bleachers
• Increase quantity, diversify, and modernize site furnishings • Update outdated play equipment

PARK DISTRIBUTION AND GAPS IN SERVICE
City parks are generally well distributed, despite tight zoning restrictions and limited land availability. However, park amenities and recreational opportunities are not evenly distributed throughout Scotts Valley, particularly between the north and south ends, as well as the east and west sides of Highway 17.
• Most courts are located on the south side of Scotts Valley, including pickleball courts, basketball courts, tennis courts, and bocce ball courts. Soccer fields, along with both the community center and senior center, are also located on the south side. • Most fields are located on the north side of Scotts Valley, including baseball fields and softball fields.
• There is a lack of a dog park on the north side.
• There is only one developed mini park located on the west side of Highway 17. • There are no splash pads or large plazas for gatherings at any of the Scotts Valley parks.

Generally, Scotts Valley parks are in fair condition. There are existing play equipment and site furnishings that are becoming worn-out and would likely need to be replaced. With the exception of Polo Ranch Park and ongoing renovations to play equipment at Skypark, existing play equipment are reaching at the end of their lifespan and could be replaced with new, modern play equipment.

There are also fields and open space trails that require additional maintenance and upkeep due to high use, and natural erosion.

76 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
LEGEND
City Limit
Sphere of Influence
Parks
Half Mile
Service
Planning Area Streams

SCOTTS VALLEY DR

MT HERMON RD

BEAN CREEK RD

GRANITE CREEK RD

GLENWOOD DR

GLEN CANYON RD

WHISPERING PINES RD
HIGHWAY 17

CARBONERA
CREEK
FIGURE 5.5 EXISTING PARKS HALF MILE SERVICE MAP
Map source: This map was created based on GIS data from Santa Cruz County.

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 77
CHAPTER 5
FIGURE 5.6 EXISTING DEVELOPED PARKS HALF MILE SERVICE MAP LEGEND
City Limit
Sphere of Influence
Developed Parks
Half Mile
Service
Planning Area Streams

SCOTTS VALLEY DR

MT HERMON RD

BEAN CREEK RD

GRANITE CREEK RD

GLENWOOD DR

GLEN CANYON RD

WHISPERING PINES RD
HIGHWAY 17

CARBONERA
CREEK
Map source: This map was created based on GIS data from Santa Cruz County.

78 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
Park distribution maps are useful in guiding future planning of park development in neighborhoods that lack a park within a 10-minute walk. Map analysis can provide visual insight on where the City of Scotts Valley can target and develop new parks, along with an understanding of the current spatial distribution of existing parks.

Figure 5.5 shows the half mile service of existing Scotts Valley parks, both developed and undeveloped. The half mile service indicates an approximately 10-minute walk to a park and the likelihood people would travel to access a park. There is a deficiency of park space at the central west and east sides of Scotts Valley, as well as, deficiency of parks along small areas at the outer limits.

Figure 5.6 shows the half mile service of existing developed Scotts Valley parks only. This is to help identify gaps of developed park space, since Level of Service goals only include developed park spaces. There is a deficiency of developed park space located centrally in Scotts Valley on both the east and west sides of Highway 17. The outer areas on the most northern and southern ends of Scotts Valley are also lacking in developed park space.

A further overlay of existing parks and the existing half mile service area with topographic information and zoning can be useful in understanding where the gaps lie in relation to physical conditions. Figure 5.7 shows the half mile service of existing developed Scotts Valley parks with terrain and contours. About half of the central portion of Scotts Valley is bounded by steep terrain and a majority of the gaps on the north and south sides of Scotts Valley have steep areas.

Understanding existing zoning can identify constraints along with potential areas for new parks.

Figure 5.8 shows the half mile service of existing developed Scotts Valley parks with current zoning. Within the gap in the central area of Scotts Valley, there are generally commercial, industrial, and residential zoning. Due to existing zoning, there is limited space to allow for future park development in this area. To help fill the gaps, the City can seek other alternatives, which will be provided in “Chapter 6: Recommendations.”
Gaps in Recreation Programs and Facilities
Currently, the Recreation Division offers facility rentals at Scotts Valley Community Center and outdoor gazebos at City parks. Several recreational classes and after school camps are offered through partnerships with local organizations and community members. The types of programs and classes vary seasonally and remain limited due to the restructuring process of the Recreation Division.

Based on feedback from community meetings, FlashVote results, and the online survey, a strong sentiment from the public regarding recreation programming was the desire for a swim program.

The recent renovation and re-opening of Siltanen Pool will satisfy a much needed, core amenity for the community.

Other highly rated recreational programs and/or classes the community would like offered are soccer, art, and fitness/exercise/training. The top non-traditional sport programs the community would like to see offered are pickleball, mountain biking, bocce ball, and rock climbing. As the Recreation Division rebuilds their programs, it is important to consider implementing fees for program participation and to offer programming for different age groups, as discussed in “Chapter 3: Best Practices.” Offering a diverse set of programs can also attract different user groups.

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 79
CHAPTER 5
LEGEND
City Limit
Sphere of Influence
Developed Parks
Half Mile
Service
Planning Area Streams

SCOTTS VALLEY DR

MT HERMON RD

BEAN CREEK RD

GRANITE CREEK RD

GLENWOOD DR

GLEN CANYON RD

WHISPERING PINES RD
HIGHWAY 17

CARBONERA
CREEK
FIGURE 5.7 EXISTING DEVELOPED PARKS HALF MILE SERVICE OVER TOPOGRAPHY MAP Map source: This map was created based on GIS data from Santa Cruz County and topographic information from U.S. Geologic Survey (USGS).

80 CHAPTER 5 : NEEDS ASSESSMENT & ANALYSIS
LEGEND
City Limit
Sphere of Influence
Commercial
Half Mile
Service
Planning Area
Streams
Zoning
Residential
Industrial
Public/Quasi Public
Developed Parks
Undeveloped Parks
Open Space
Public Schools

SCOTTS VALLEY DR

MT HERMON RD

BEAN CREEK RD

GRANITE CREEK RD

GLENWOOD DR

GLEN CANYON RD

WHISPERING PINES RD
HIGHWAY 17

CARBONERA
CREEK
FIGURE 5.8 EXISTING DEVELOPED PARKS HALF MILE SERVICE OVER ZONING MAP Map source: This map was created based on GIS data from Santa Cruz County and zoning map from the Scotts Valley General Plan.

CHAPTER 5 NEEDS ASSESSMENT & ANALYSIS 81
CHAPTER 5
Indoor recreational facilities are also an important amenity to the community. While the Recreation Division has a community center, there are no indoor sport courts or multi-purpose rooms in this facility. The Senior Center currently does have a commercial kitchen, a main hall with a small stage, and recreation rooms. There is also a Performing Arts Center with a main theater.

Recommendations to help the City fill gaps in recreational programming and faculties are provided in “Chapter 6: Recommendations.”

SUMMARY OF NEEDS ASSESSMENT
The needs assessment from this chapter is based on community feedback and analysis maps, which will help inform recommendations and park scoring in the next chapter. A recreational programming analysis was not performed because the Recreation Division was in the process of restructuring their department, as well as, recreation programs, during the writing of this Parks Master Plan. Once the Recreation Division restructures their programs, the City can consider producing a future report that can be added as an appendix to this Parks Master Plan.

Overall, many Scotts Valley residents value City parks, like to engage in diverse recreation activities, and frequent parks that provide their favorite amenities or activities. A common sentiment among respondents are to improve existing parks in general and to provide additional maintenance or repairs at high-use areas, such as fields. Increasing quantity of courts, along with, adding site specific improvements, such as shade, were also expressed by respondents. This indicates that the Scotts Valley parks and amenities are heavily visited and used for both active and passive recreation. This trend will likely continue as the population continues to grow in the coming decades, so it is important for the City of Scotts Valley to incorporate and prioritize park improvements to meet current and anticipated demand.

Based on the park distribution analysis maps, there are notable gaps where neighborhoods lack a developed park space within a 10-minute walk. Due to current zoning and limited land availability, filling in these gaps will be a major challenge. The City can consider other alternatives to help fill the gaps. “Chapter 6: Recommendations” will provide a thorough review and recommendations on how the City can work towards filling those gaps.

Page Intentionally Left Blank

CHAPTER 6

RECOMMENDATIONS
CHAPTER 6

Page Intentionally Left Blank

CHAPTER 6: RECOMMENDATIONS 85
CHAPTER 6

RECOMMENDATIONS

PARK AND FACILITY RECOMMENDATIONS
Best practices and national trends findings, site inventory observations, community outreach results, needs assessment, and analysis maps will guide the recommendations for how the City can prioritize park improvements. These will also inform the categories for a park scoring system that uses metrics tailored to the unique makeup and needs of the community. While ADA specific recommendations are not provided, general recommendations were provided based on visual assessments during site inventory of non-compliant features, along with assessments from the 2016 Access Audit and Transition Plan. For a more thorough investigation, the City can pursue a full ADA compliance audit for each park. Individual park recommendations are presented later in this chapter.

Inclusion and Accessibility at Parks
There is an increasing sentiment across the nation for inclusion in public spaces and making spaces accessible and welcoming for all, regardless of age, background, ability, or gender. The Scotts Valley community shares this sentiment, since 75% of respondents regarded providing recreation opportunities for all abilities as “very important.” Also, respondents regarded inclusive play areas for children of all abilities as “very important.” When there are opportunities to improve existing parks, the City of Scotts Valley should consider incorporating inclusive site furnishings, accessible pathways, and inclusive play elements into these improvements. Many vendors are also integrating inclusivity in their products so there will be greater opportunities to include costeffective, inclusive features as they are becoming more mainstream and prevalent. This also aligns with the Access Audit and Transition Plan Recommendations 2016 and the City’s ongoing implementation to include ADA improvements in their Capital Improvement Plan (CIP) projects scheduled and budgeted for the next several years, as discussed in “Chapter 2: Context.” Park amenities, such as picnic tables, benches, and drinking fountains, should meet the standards of the Americans with Disabilities Act (ADA). Parking spaces and accessible pathways to ADAcompliant park amenities should also be considered in the park design. At a minimum, there should be an accessible path of travel to each of the following features: ADA picnic table, ADA bench, bi-level drinking fountain, trash and recycling receptacles, a restroom, and any on-site building that is open to the public. While the minimum acceptable width of an accessible path is 4 feet, it is ideal for the path to be 6 feet or wider, to accommodate two-way pedestrian traffic and allow more room for access.

Inclusion is not only limited to ability, but also age groups. Multi-generational play activities that involve all generations, including an adult, a senior, or a caregiver, are also increasing in popularity. Play does not have to be limited to children, but can also extend to the whole family and different generations. This may include fitness equipment, musical equipment, play equipment, and recreational games, such as foosball, game tables, and table tennis. Low impact sports that include pickleball courts and bocce ball courts can also be considered. This reinforces the concept that everyone has the opportunity to play together and to engage in activities that allow for group socialization and bonding with one another.

When playgrounds are inclusive, there are more opportunities for children and families that may be typically marginalized to play with kids of normal abilities. Beyond meeting the standards of the Americans with Disabilities Act (ADA), it is imperative for cities, including Scotts Valley,

86 CHAPTER 6: RECOMMENDATIONS
to create spaces and provide recreation activities that exceed ADA requirements, paving the way for inclusion and accessibility at parks. Tailoring play equipment that not only supports child development, but also accommodates children with different developmental needs can benefit overall community health and minds. There are many factors to consider when discussing inclusion in play spaces. Refer to the Playgrounds and Equipment section for recommendations pertaining to inclusivity in playgrounds.

Playgrounds and Equipment
Playgrounds are important pieces of any park, whether it be a mini park, a neighborhood park, or a community park, so the City should prioritize upgrades and continued maintenance efforts at its playgrounds. About half of City parks have play equipment, but most are worn-out and outdated, with the exception of the newly installed play equipment at Polo Ranch Park and ongoing play equipment upgrades at Skypark. Several existing play structures have shaded roofs covering a small area and a majority of older parks have engineered wood fiber (EWF) playground safety surfacing. Most of the play equipment is nearing the end of its lifespan and may not meet the latest Certified Playground Safety Inspector (CPSI) or ASTM standards. There are also limited inclusive features at the existing playgrounds.

As discussed in the previous section, inclusivity at playgrounds must also be incorporated into the design decisions. About one third of respondents would like improvements to existing playgrounds and 22% would like to incorporate inclusive play areas for children of all abilities. Upgrading play equipment with more modern and inclusive features can provide enhanced play value and can encourage imaginative play, exploration, and social interaction among kids of all abilities.

Playgrounds should incorporate inclusive play elements if possible, and maximize the number of inclusive play elements if budget and space allows.

A truly inclusive play area does not only mean to be accessible, but also age and developmentally appropriate and stimulating to the senses. The City should ensure play equipment addresses different levels of difficulty and engage in diverse
sensory skills as much as possible. The eight
senses are sight, smell, touch, sound, taste,
interoception, vestibular, and proprioception.

Because play is critical for a child’s development
and social skills, it is also important to provide
both easy and challenging components that
allows children to independently choose an
activity. In addition, separation between age
groups and providing age appropriate play
equipment in designated spaces are key to
ensuring kids are playing with equipment that
are appropriate for their age.

While EWF playground safety surfacing is ADA compliant, using solid playground surfacing such as pour-in-place rubber surfacing or synthetic turf is much more accessible and wheel-friendly.

Rubberized safety surfacing tends to be more durable and lower maintenance. When possible and funding is available, it is ideal to use solid playground surfacing over EWF surfacing.

Providing site amenities at playgrounds is also important to consider. Adequate seating, preferably under shade, for parents, grandparents, caregivers, and chaperones will encourage park users to stay longer at playgrounds. It is also a best practice and development standard to provide shade over play equipment because they provide refuge during hot periods. Shade at play structures

CHAPTER 6: RECOMMENDATIONS 87
CHAPTER 6
can not only reduce UV exposure, but also lower
playground maintenance and repair costs as well
as reduce the heat of the play equipment.

Amenities
Amenities in Scotts Valley parks currently serve the
community sufficiently, but some of these amenities
are outdated and not tailored to the current desires
of the community. As funding is available and
where needed, it is recommended for the City to
continue to modernize and update site furnishings,
including benches, picnic tables, drinking fountains,
and trash and recycling receptacles. The City can
also consider adding different site furnishings such
as bike racks. This also extends to playground equipment, where possible, in order to ensure playground areas are safe and up to code. It is important for the City to consider these upgrades, beyond the typical repairs, in order to improve long-term maintenance efficiency. Meaningful, user-friendly upgrades will also reinforce community identity and provide an opportunity to add play value to an existing playground. It may also provide an opportunity to add play value to the playground through design.

Many survey respondents felt that the community is missing programs, events, and specialty recreation spaces. For example, there is no dedicated space for large outdoor gatherings or special events, and the community lacks a splash pad. A large gathering space would be appropriate at a park with existing parking onsite which can accommodate event crowds, such as MacDorsa Park.

The City can consider performing a detailed study to determine a large event space at an existing City park, including noise assessment, parking availability, and traffic.

Popular recreation amenities, such as sports field and courts, are currently concentrated in two main City park locations. There are also other popular amenities, such as pickleball courts and swimming pool, located at one park. One recommendation is for the City to provide additional amenities that meet popular demand, ideally in areas of Scotts Valley that do not have them. In regards to pickleball court locations, the City can consider converting the existing basketball court with pickleball court striping at Hocus Pocus Park or create new pickleball courts at Vern Hart Park.

For mini parks with limited amenities, such as Gateway North Park and Vern Hart Park, the City can explore options to add new amenities or re-purpose the space, where feasible. The City can consider converting the existing lawn to low-maintenance plantings at Gateway North Park. This effort can reduce water use and maintenance costs. The City can also consider creating new pickleball courts at Vern Hart Park. Identifying local community needs and interests will be key to the park improvement process.

Diversifying amenities that can tailor to the evolving interests of the community encourages people to recreate and stay active. As indicated from the 2023 NRPA’s Agency Performance Review report, reasons for visiting parks vary greatly, showing the importance of customizing parks and recreational opportunities to meet the needs and aspirations of the community. Where feasible, the City can evaluate opportunities to provide unique amenities and programs, such as community gardens, fitness courses, or pump tracks. A further, in-depth survey can help understand and identify the specific type of parks amenities the community is interested in.

88 CHAPTER 6: RECOMMENDATIONS
Improvements to existing amenities remain important, as this is the top concern expressed by survey respondents. This means prioritizing specific and needed park improvements, such as regular maintenance of turf fields, or adding a new amenity, such as shade in parks as appropriate at playground areas, picnic and seating areas, and courts, where needed. Prioritizing park improvements for heavily used parks can be the first step to ensuring long-term recreational use and having well-maintained, modern amenities can encourage new users to participate later on.

Park Maintenance Standards
A best practice shared in Chapter 3 was for a park and recreation agency to adopt park maintenance standards. It is recommended that the City of Scotts Valley develop parks maintenance standards to ensure parks are properly maintained. This will allow for consistent park maintenance practices and standards while minimizing subjectivity. The City can also consider an outcome-based maintenance standard which involves assessments of park conditions that can be documented and measured over time.

PARK SCORING
The quality of a park system should be considered when analyzing parks on a holistic level. While parks may be categorized based on typology, each park offers different amenities, hosts different recreation classes, serves different demographics, and accommodates different communities.

These factors affect the quality and value of a park. By understanding a park’s current value and opportunities for improvement, planners can better prioritize funds for improvements and maintenance to maximize park usage and resources.

To better understand and develop a method for prioritization based on park value and opportunity, this Parks Master Plan utilizes a scoring system that analyzes different metrics. The community’s unique demographics, public input results, observations from site investigations, and spatial mapping analysis were factored into the creation of these metrics.

Figure 6.0 explains the seven different metrics that were used in the park scoring calculations.

Each metric is assigned a maximum number of points that can be received. Point values are determined based on the amount of value or recreation opportunity the category can bring to a park. Categories such as quantity of amenities, usability, and code infractions carry greater weight in identifying the amount of improvement opportunities are present and is assigned higher point values.

In general, each park is evaluated based on the seven metrics. Each metric’s total point value is added, then averaged to determine each park’s individual park score. See “Appendix B: Park Scoring” for a detailed park scoring table and in-depth explanation of each metric.

Park Scoring Evaluation
Once implementation occurs, the value of these metrics can change at a higher rate than others as time passes. Upgrades, improvements, or additions to a park may reduce the number of code infractions or increase the number of amenities at a park. These changes will affect the overall park score and may move a park’s score up or down. The Implementation section in this chapter further discusses ways the City can use Park Scoring to evaluate where to prioritize park planning efforts.

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PROGRAMMING QUANTITY OF
AMENITIES*

LACK OF
USABILITY*
CODE
INFRACTIONS*

COMMUNITY

ACTIVATION

REVENUE

GENERATORS
FIGURE 6.0

SEVEN SCORING METRICS
5 pts
10 pts
15 pts
5 pts
15 pts
3 pts = use fees
6 pts = entry fees
10 pts =
Programming measures the number of
programmed elements at a park that draw groups
of people together. This includes recreational
programs held at a park, rentable sport fields/
courts for recreational play, and event spaces
for public gatherings. Parks that accommodate
more programs attract more people and tend to
be highly used.

This metric quantifies the number of park amenities.

Amenities include benches, tables, barbeques,
drinking fountains, play equipment, shade shelters,
and bike racks. Parks with fewer amenities indicate
a greater need and prioritization for improvements.

Understanding the condition of park amenities
is useful in determining the likelihood of people
frequenting a park. Outdated, broken, or worn-out
amenities are often associated with lack of care
and crime and may drive users to other parks.

Usability qualifies the condition of amenities and
places parks that have park amenities in poor
and unusable conditions to a higher priority for
improvements. Parks that have amenities in good
or fair condition are less prioritized.

Code infractions measure the number of local or
federal code violations. Code infractions were
determined based on visual assessments in the
site inventory visits and the 2016 Access Audit
and Transition Plan. Corrections to playgrounds,
ramps, and park sites are only counted. Exterior
routes, shade shelters, and parking are not
included. Parks with more code infractions would
have a higher priority for improvements.

Parks capable of hosting larger social/community
events are highly valuable. These events foster
community identity and social connections. Parks
that hold community events such as festivals,
concerts, or celebrations are given 5 points. tournament/ competitive fees

CONNECTIVITY
The connectivity metric looks at social spaces
within a half-mile radius that may attract users to
a park. These would include schools, churches,
multi-use spaces, shopping malls, etc. Parks
located in areas with more social opportunities
tend to have a greater number of users utilizing
amenities and features.
5 pts *Quantity of amenities, usability, and code
infractions carry greater weight and is assigned
higher point values.

See “Appendix B: Park Scoring” for a detailed
park scoring table with a numeric score for
each metric. An in-depth explanation of each
metric is also provided.

90 CHAPTER 6: RECOMMENDATIONS
Park Prioritization Scoring Results
TABLE 6.0 PARK SCORES FOR EXISTING PARKS *

SCORE PARK NAME TYPOLOGY

5.4 SILTANEN PARK COMMUNITY

5.1 SKYPARK COMMUNITY

4.6 MACDORSA PARK NEIGHBORHOOD

3.5 HOCUS POCUS PARK MINI PARK

2.5 LODATO PARK TRAIL

1.7 VERN HART FISHING PARK MINI PARK

1.5 GATEWAY NORTH PARK MINI PARK

1.3 SHUGART PARK NEIGHBORHOOD

0.8 POLO RANCH PARK MINI PARK

0.3 GLENWOOD OPEN SPACE TRAILS TRAIL
* It is important to note that a higher score means greater needs of improvements.

Strategies for Closing the Gaps
It is apparent that many Scotts Valley residents value City parks, like to engage in diverse recreation activities, and frequent parks that provide their favorite amenities or activities. The community outreach process revealed a common sentiment to improve existing parks in general and to provide additional maintenance or repairs at high-use areas, such as fields. Respondents expressed the desire to increase the quantity of sports courts, along with adding site specific improvements, such as shade features. It is recommended for the City to improve existing parks and to prioritize park improvements based on the park scoring results.

The analysis maps indicated the limitations of building new park space due to steep slopes and existing zoning. Additionally, available space for parking, circulation, and general access will need to be considered. It is recommended for the City to pursue dedication of new park land, where possible, with new residential development, to align with the 2023 General Plan policy. This will help increase City-owned developed park land and move towards meeting Level of Service (LOS) goals. The City can also expand recreational offerings through joint-use agreements, as discussed in the next section.

Opportunities for Expanding Recreational Offerings Through Joint-Use Agreements Due to the limitations of zoning, limited development space, and steep topography, it is recommended for the City of Scotts Valley to pursue joint-use agreements with school districts to expand recreational offerings to their community. The California Civic Center Act (Education Code Section 38130 et. seq.) requires that every public school structure and facility built with public dollars is accessible to the public for uses beyond schooling. The management, direction, and control over the use of school facilities lies with the governing board of a school district. They are responsible for ensuring the use of school facilities is consistent with the use of the school facilities for school purposes and does not interfere with the regular conduct of school work.

The Act also allows the governing board of a school district to charge an amount, not to exceed its direct costs for use of its school facilities or grounds. A governing board that levies these charges shall first adopt a policy specifying which activities shall be charged an amount not to exceed direct costs.

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As most park and recreation agencies, whether a city, county, or special district, are looking for use of additional facilities, it is natural for the agency to establish a formal working relationship with local school districts. This is an especially valuable relationship as the majority of use by a park and recreation agency is after hours, which is the exact time school districts have facilities available for use.

Facility use agreements (or sometimes called Joint-Use Facility agreements) are important, both for the protection of the school district and the park and recreation agency and to allow the school district to ensure that use complies with State law. An agreement may contain:
• Terms of use of school facilities
• Hours of permitted use/type of permitted use
• Insurance requirements of users
• Policies and regulations for use of facilities including set up and clean up requirements • Any health and safety protocols required by the State and/or school district • Schedule of fees for use
• Supervision responsibilities for use
• Cancellation and change of schedule process
• Description of capital replacement funds, if any, which are to be provided to the school district
When a park and recreation agency enters into an agreement for use of school facilities, the park and recreation agency might want to offer the school district use of park and recreation agency facilities in the form of an exchange of facilities agreement. This type of agreement can allow a school district access to facilities that might not normally be available to a school district, and may also help offset the costs for the agency to use school facilities.

Formal adoption of any agreement is required by both agencies, and should be intended to be a long term agreement so both parties understand their working relationships moving forward. The agreement should also include renewable options to spell out how the agreement is renewed and/ or amended in the future.

Facility use agreements need a commitment from both sides to work together to make adjustments and changes that are needed over time as use of any facility does not happen without issues.

Additionally, a written agreement is necessary to document the conditions and agreements that is intended to last longer than the current staff from the school district and the park and recreation agency. As personalities of staff can change over time, and can be beneficial or harmful, written agreements are important to represent the positive working relationships as intended by the original boards when the agreement was approved.

Scotts Valley Areas of Focus
In addition to implementing joint-use agreements with local school districts, the City can consider pursuing partnerships with State parks, Santa Cruz County, and local districts such as Boulder Creek Recreation and Park District, to expand recreational offerings. Partnerships with private schools can also be considered. These partnerships can help close gaps in neighborhoods that lack a park within a half mile, especially in central Scotts Valley. Figure 6.1 shows the potential outcome of filling the gaps based on partnerships with Santa Cruz County, school districts, and private schools. While this will still leave remaining gaps, the City can review other opportunities in the park planning process, such as acquisition of private land and new residential development areas, and identify areas to place smaller parks to help fill the gaps. Figure 6.2 shows an enlargement of areas that do remain deficient in parks even with joint-use agreements.

92 CHAPTER 6: RECOMMENDATIONS
LEGEND
City Limit
Sphere of Influence
Developed Parks
Half Mile
Service of
Existing City
Developed
Parks, Joint-Use
Schools and
County Park
Planning Area
Streams
Open Space
Undeveloped Parks
State Park
Public Schools
Private School
County Park
Half Mile
Service of
Private School

SCOTTS VALLEY DR

MT HERMON RD

BEAN CREEK RD

GRANITE CREEK RD

GLENWOOD DR

GLEN CANYON RD

WHISPERING PINES RD
HIGHWAY 17

CARBONERA
CREEK
FIGURE 6.1 RECOMMENDED AREAS OF FOCUS TO CLOSE GAPS
Map source: This map was created based on GIS data from Santa Cruz County and zoning information from the Scotts Valley General Plan. The Open Space areas are identified from the Scotts Valley General Plan. Undeveloped parks and developed parks are terminology used to distinguish to different parks owned by City of Scotts Valley.

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FIGURE 6.2 RECOMMENDED AREAS OF FOCUS TO CLOSE GAPS ENLARGEMENT LEGEND
City Limit
Sphere of Influence
Developed Parks
Half Mile
Service of
Existing City
Developed
Parks, Joint-Use
Schools and
County Park
Planning Area
Streams
Open Space
Undeveloped Parks
State Park
Public Schools
Private School
County Park
Half Mile
Service of
Private School

SCOTTS VALLEY DR

GRANITE CREEK RD

GLENWOOD DR
HIGHWAY 17
Map source: This map was created based on GIS data from Santa Cruz County and zoning information from the Scotts Valley General Plan. The Open Space areas are identified from the Scotts Valley General Plan. Undeveloped parks and developed parks are terminology used to distinguish to different parks owned by City of Scotts Valley.

94 CHAPTER 6: RECOMMENDATIONS

RECREATIONAL PROGRAM RECOMMENDATIONS
As the Scott’s Valley Recreation Division continues to establish recreation programs, it is recommended for the Recreation Division to focus on providing core recreation programs where attendance has been known to be high and the community has actively participated in the past.

Several of the recreation services were outlined from the 2021 Scotts Valley Recreation Services Assessment and Restoration Report:
• Aquatics
• Instructional Classes
• School Age Recreation (Childcare) and Summer Camps
• Sports Programs
• Facility Rentals
• Senior Center Programs
• Special Events
TABLE 6.1 PARKS MASTER PLAN

RECREATIONAL PROGRAMS AND SERVICES

RECOMMENDATIONS
ART

FITNESS
SOCCER

CRAFTS / MAKERS

TEEN AND ADULT SPORTS
It is recommended the Recreation kick start and build core programs. This will provide momentum for the Recreation Division to continue to build partnerships with regional providers to operate facilities or programs, as well as, contracted instructors to host classes that are tailored to the interests of the community. This includes the recent renovation and re-opening of Siltanen pool in Summer 2023. Aquatics was the top recreational program respondents would like to see and the re-opening of Siltanen Pool will satisfy a much needed, core amenity for the community.

Other top programs respondents would like to see were art, fitness/exercise/training, soccer, and sewing/makers/crafts. Classes now offered include yoga, gymnastics, dog training, and arts and crafts. Special events such as a Paint Night, a Halloween event and a Cooking Demo event were also listed. These new classes and events are setting the foundation for the Recreation Division to provide unique and tailored recreational programs and opportunities for the Scotts Valley community. This Master Plan recommends the Recreation Division continue to build partnerships with regional providers to operate facilities and programs, and with contracted instructors to host classes that are tailored to the interests of the community.

A recurring theme from survey results indicated that respondents would like to see different recreation programs and services for teens and adults. Diversifying recreational programs that would appeal to different age groups can expand recreational opportunities to more members of the community, building stronger connections and encourage social interaction among likeminded peers. While there are youth sport programs and senior programs currently offered by the Recreation Division, it is important to consider adult sport programs, along with other recreation programs and opportunities that the community are interested in participating.

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It is recommended for the Recreation Division to start collecting program registration data and to track performance metrics of their programs. Collecting basic attendee demographic data and identifying popular programs through participation numbers are useful ways to analyze the performance of City programs. It is also recommended for staff to perform a yearly assessment to track program success rates. The Recreation Division may consider having program participants complete a short survey at the end of the program or class for constructive feedback on how to improve their program or what was executed well.

As discussed in “Chapter 5: Needs Assessment,” there is a lack of indoor recreational facilities and multi-purpose rooms available for to the general public. Similar to program offerings, it is recommended for the Recreation Division to partner with schools through joint-use agreements to use their facilities, both indoor and outdoor spaces. Opportunities for expanding recreational offerings through joint-use agreements are further detailed later in this chapter.

As the Recreation Division is in the process of restructuring, marketing efforts of recreational programs and services has been improving. A designated Public Outreach staff in the Recreation Division has been able to perform direct outreach and marketing of the City’s recreational programs and activities. It is recommended for the Recreation Division to continue to use digital platforms, such as social media, for marketing because this can reach a wide audience. It is also recommended for City staff to use partnerships with community leaders and organizations to expand public outreach of recreational programs and help spread the word. This can include local media, local sport groups and organizations, health-care clinics, childcare centers, and schools (counselors, nurses, and health coordinators). Implementing a strategic, ongoing marketing plan can improve awareness of the City’s recreational programs.

FISCAL CONTEXT
The City Council has established nine priorities for fiscal year 2023-24, five of which relate to park improvements and recreation programming and associated operational and maintenance costs:
• Identify additional revenue sources to support a thriving City. • Explore new ways to connect and partner with local businesses to explore Scotts Valley’s brand and competitive advantage.
• Re-establish recreation programming that support the diverse interests of our community. • Invest in improvements to bike and pedestrian safety. • Support cultural events, art, and projects that celebrate Scotts Valley.

Although the need for park and recreational improvements is apparent and desired, the City currently has a structural budget deficit that will require drawing down $5 million in General Fund and $3 million in designated Capital Improvement Program reserve funds in the current fiscal year. The structural budget gap is attributed to pre-planned one-time expenses as well as rising operating and capital costs. A structural deficit will persist absent corrective action.

FUNDING MECHANISMS
The Scotts Valley Parks Master Plan is a strategic planning document to guide future park improvements in a systematic way that anticipates the growing and diverse needs of the community.

To achieve this goal effectively and sustainably, funding sources beyond those currently employed must be established.

96 CHAPTER 6: RECOMMENDATIONS
Existing Funding Sources
The City currently uses five funding sources for park improvements, as described below.

General Capital Improvement Fund
The City’s General Capital Improvement Fund is mainly funded by transfers from the General Fund. The primary revenue sources for the General Fund include the Sales Tax, Property Tax, and the Transient Occupancy Tax (TOT).

Lennar Funds
The Lennar Fund was created as the result of a development agreement between the City and Lennar Homes of California for residential construction of the property formerly known as Polo Ranch. A condition of approval required Lennar Homes to pay the City $1 million for park and recreational opportunities. Lennar funds have been used to fund a variety of park-related infrastructure projects. However, with an approximate fund balance of $600,000, this funding source will run its course as annual funding for park improvements is programmed.

Park and Recreation Facilities Funds
The Park and Recreational Facilities fund is a Special Revenue Fund consisting of development impact fees collected through the approval process and assessed at the time a construction permit is issued. The impact fee is charged to residential developers based on the number of housing units to be constructed. The fee revenue helps fund planned park improvements to meet the needs that new developments have on community resources.

The estimated fund balance as of July 1, 2023, is approximately $1.6 million and the City expects to receive $257,000 in fee revenue in the current fiscal year. Although the fund balance for this revenue source has increased from approximately $925,000 in 2019 to nearly $1.6 million in 2023, (a cumulative increase of 71.8%), the increase is mainly associated with larger development projects approved within this timeframe that generated substantial fee revenue. It is anticipated that the funding will be used for near-term park improvements.

Federal Funding
When available, federal funding can be used for park improvements. The City has secured $1.4 million in Community Project Funding from the Department of Housing and Urban Development (HUD) to replace the childcare building at Vine Hill Elementary School. Approximately $760,000 in Community Project Funding through HUD will be used for play structure improvements at Skypark.

Proposition 68 Parks Grant
California voters approved Proposition 68 in 2018, which authorized $4 billion in state general obligation bonds to fund various state and local parks, environmental protection projects, water infrastructure projects, and flood protection projects. Funds are available through an annual grant application process based on various eligibility requirements.

The City is using Proposition 68 funding in the amount of $178,000 to help fund tot lot improvements at Skypark.

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Five-Year Capital Improvement Program
The City’s current five-year Capital Improvement Program (CIP) identifies 18 park projects totaling approximately $4 million. Identified funding sources are itemized in Table 6.2.

TABLE 6.2 FUNDING SOURCES FOR CURRENT PARK PROJECTS

FUNDING SOURCE PERCENTAGE OF TOTAL FUNDING
CAPITAL IMPROVEMENT FUND 22%
DEVELOPMENT IMPACT FEES 14%
LENNAR FUNDS 6%
PROPOSITION 68 FUNDING 4%
FEDERAL FUNDING 54%
TOTAL 100%
As Table 6.2 reflects, the current CIP relies on one-time funding sources (Lennar Funds, Proposition 68 Funding, and Federal Funding) for nearly two-thirds of its planned capital projects, with the remaining one-third funded by general tax revenues and development impact fees. As the City plans for future park infrastructure improvements, it will be important to reduce the reliance on one-time revenue sources and general tax revenues, the latter of which is required to subsidize parks and recreation operating expenses.1
Potential Funding Sources and Strategies
The City’s current funding sources for park improvements are limited to General Fund revenues, Lennar Funds, development impact fees, and grant funding when available. Funding sources beyond those currently used will be needed for future sustainable improvements. This section discusses potential funding sources and strategies and their relative suitability to Scotts Valley.

There are pros and cons to each funding source/strategy and a thorough analysis is necessary to determine what methods make best sense for the City to pursue and what the resource constraints may be. Additionally, the funding sources and strategies discussed below are not exhaustive.

Park Dedication/In-Lieu (Quimby Act) Fees
California Government Code Section 66475 et. seq. allows cities to establish requirements for new residential subdivisions to dedicate land, or pay an in-lieu fee, for parks and open space.

Use of the fee revenue is restricted to the development of new parks or to make improvements to existing parks and not for ongoing maintenance.

Suitability to Scotts Valley: The City does not currently assess a park dedication/in-lieu fee though Chapter 16.35 of the municipal code establishes the ability to do so. Collecting a park dedication/ in-lieu fee would efficiently add an ongoing revenue source associated with certain new residential developments.

Corporate and Community Partnerships
Many local governments adopt policies to facilitate corporate and community partnerships to raise funds for park and recreational community programs, events, and facilities. Such policies may include the establishment of special revenue funds to account for donations. Key examples of such partnerships are briefly described below.
1 The Parks and Recreation Division required a 70% General Fund subsidy in fiscal year 2022-23 in the amount of $215,000. The fiscal year 2023-24 budget eliminates the Recreation enterprise fund, with all revenues and expenses moved to the General Fund.

98 CHAPTER 6: RECOMMENDATIONS
Donor Campaigns
Both residents and the business community recognize how park and recreational facilities and programs impact a community’s vibrancy and quality of life and are often willing to help fund such efforts. Donor campaigns can be used to seek such support whether it pertains to large/ high-profile projects of citywide import that require major corporate funding or location specific amenities where community members may be willing to conduct fundraising or donate their time to provide or maintain an amenity in their neighborhood.

Suitability to Scotts Valley: The City has a donation and gift policy that establishes conditions and criteria for accepting donations of money, goods, or services for specific acquisitions or projects.

Additionally, advocacy groups such as the newly formed Community Advocates of Scotts Valley sponsor events to raise funds for recreational projects. As future park amenities are planned, the City can collaborate with community advocacy partners to conduct donor campaigns.

Crowdfunding
Crowdfunding is an internet-based resource that allows a large number of people to contribute funds to a specific project or program via an online platform.

Suitability to Scotts Valley: This funding mechanism represents an opportunity for the City to evaluate on a pilot basis for supporting small projects, although some jurisdictions are evaluating the application of crowdfunding to large infrastructure projects. Examples of crowdfunding aggregators include Indiegogo, Mightycause, and Infrashares (specific to large scale infrastructure).

Public-Private Partnership
Public-private partnerships (PPP or P3) involve collaboration between a government entity and a private company to finance, build, and operate infrastructure projects. Funding a project in this fashion can facilitate its efficient completion or make it possible in the first place. For parks and recreation, PPPs can also involve outsourcing. The National Recreation and Park Association is a good resource for information on P3 models.

Suitability to Scotts Valley: Park projects that may benefit from corporate sponsorships or publicprivate partnerships include pickleball courts currently under discussion.

Corporate Sponsorships
Some cities seek corporate partnerships to sponsor park and recreational programs, events, and facilities. For example, the City currently uses sponsorships for its Independence Day Parade, and such sponsorships help fund events like the Art and Wine Festive presented by the Scotts Valley Chamber of Commerce. A common type of sponsorship used to help fund public facilities includes the purchase of naming rights for a defined period such as the life of an asset and the City has a naming rights policy in place to evaluate opportunities as they may arise.

Suitability to Scotts Valley: To be determined.

Other Partnerships
Partnerships with other government or nonprofit organizations can be considered to jointly fund park projects. For example, the City is considering joint-use agreement(s) with the District to share facilities.

Suitability to Scotts Valley: The City’s geographic location in proximity to Santa Cruz and as a major gateway to the San Lorenzo Valley and Big Basin area provide opportunities for local government and recreation district partnerships that sync with multi-use trailway and bikeways goals established in the General Plan and Active Transportation Plan.

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Private Foundation/Gifts
Some government entities pursue planned giving strategies to raise funds from tax exempt, nonprofit organizations established with private donations associated specific activities or causes.

Currently, the City is party to a Memorandum of Understanding (MOU) with the Land Trust of Santa Cruz County for the preservation of approximately 170 acres divided into nine parcels owned by the City (with a portion of one parcel owned by the Scotts Valley Water District). An endowment fund of approximately $1 million was established for the long-term management of the preserved land.

Additionally, a recently formed nonprofit advocacy groups, the Community Advocates of Scotts Valley (CASV), is looking to raise funds to augment the City’s capital project for upgrades to the small children’s playground at Skypark.

Suitability to Scotts Valley: The City can consider evaluating and expanded partnership with the Land Trust of Santa Cruz County for financing park projects. To further this strategy, the City can conduct best practices research on foundations throughout the country. The National Association of Park Foundations is a resource for this purpose.

Private Trusts
Private trusts are typically set up with high net-worth individuals who wish to leave a portion of their wealth particular park and recreation amenities, facilities or programs in a city. Private trusts helped to fund the construction of Scotts Valley’s Glenwood Open Space Preserve and Al Shugart Park.

Suitability to Scotts Valley: This strategy is interrelated with establishing a park foundation. Given the City’s proximity to Silicon Valley and the number of high net-worth families in the area, pursuing this strategy for future park construction can and should be considered.

Additional Grant Funding
Scotts Valley currently receives limited grant funding for park improvements. The Office of Grants and Local Services (OGALS) of the California Department of Parks and Recreation provides information on funding opportunities. In addition to Proposition 68 funding, OGALS administers annual Land and Water Conservation Fund (LWCF) funds from the National Parks Service, the Habitat Conservation Fund, and the Recreational Trails Program.

In addition to state and federal sources, private foundations, large corporations, and nonprofit organizations offer funding opportunities for specific park projects.

Suitability to Scotts Valley: The City recently hired a grant writing firm to assist in identifying and applying for grants. However, in general grant funds are limited and usually allocated on a competitive basis or in small annual amounts, which presents challenges for capital improvement planning. Grant award often come with reporting requirements, which also must be considered when applying. As an additional step, the City could subscribe to GrantStation to monitor grant opportunities.

Additional Revenue and Land-Based Financing Options
As the City plans for future park improvements, other funding options specifically tied to new developments or related to residents and residential/commercial property owners such as new or increased taxes and fees can be considered. These options are briefly discussed below.

100 CHAPTER 6: RECOMMENDATIONS
Community Benefits Program
More cities are considering community benefits programs as an alternative regulatory mechanism to entitle development projects. These programs offer development bonuses in exchange for contributions to community facilities such as park improvements.2 An important aspect of these
programs includes allowing higher development densities/intensities (for residential as well as commercial projects) to create financial incentives for developers, which requires evaluation in context with overall regulatory framework for city development and land use policies.

Such programs can be negotiated in development agreements on a case-by-case basis and/or codified in policy so that community benefits can be incorporated in project approvals without the necessity of an agreement.

Community benefits programs vary widely in terms of how they are implemented and are affected by local market conditions and community desires. Effective programs require constructive collaboration and communication between city leaders, developers, residents, and community groups.

Suitability to Scotts Valley: Currently, the City considers incorporating park improvements as a condition of approval for discrete residential development projects. Evaluating the establishment of a broader community-based program could be an effective tool for future land use decisions that strategically incorporate park improvements.

Special Districts
Special districts are public agencies established to provide a specific service or services to a community. Examples of such services include water, sewer, parks, and fire protection. In California, special districts can be “dependent” or “independent.” Dependent districts typically appoint elected officials from a city or county to serve as decision-makers, while independent districts operate under a locally elected board of directors. Special districts are funded through property taxes, special assessments, and fees for service.

An important distinction between cities and special districts is that the latter may cross city and county boundaries to provide services on a regional basis.

Suitability to Scotts Valley: Cities in Santa Cruz County are generally not well-funded for park and recreational amenities. As a longer-term strategy, the City may wish to discuss opportunities with neighboring jurisdictions (including county unincorporated areas) for regional collaboration through the creation of a special district.3
New or Expanded City Taxes
General Tax Revenue
In California, all local tax revenue is designated as either general or special taxes. The City’s largest General Fund revenue sources (Sales Tax, Property Tax, and TOT) are general taxes.

Increasing existing or establishing new general taxes requires local ballot measure approval by majority vote (50%, plus one).
2 Community benefits are broadly defined and may include improvements ranging from transportation to housing to particular community facilities. 3 Given that Scotts Valley is bordered by unincorporated county areas, the potential exists for collaboration with the state to establish a regional park district.

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Suitability to Scotts Valley: The City is evaluating additional revenue that could eliminate the City’s structural budget deficit and could potentially free up general revenues for park improvements.

Special Tax Revenue
A special tax is any tax imposed for a specific purpose such as Parcel Taxes, Benefit Assessments, and Community Facilities Taxes. With the exception of benefit assessments4 , the voter approval
threshold requirement to adopt a special tax is a two-thirds majority (66.8%), which is much higher than the simple majority required for general taxes and therefore more challenging to pass. Table

6.3 provides brief descriptions of special taxes.

TABLE 6.3 EXAMPLES OF SPECIAL TAXES

PARCEL TAXES
A parcel tax is a tax levied on parcels of property that can be used for any purpose.

Use of revenue generated is restricted to services specified on the ballot measure.

Ordinances adopting parcel taxes commonly identify them as an excise tax based on the availability or use of municipal services and/or facilities.

BENEFIT ASSESSMENTS
Benefit assessments are charges levied on real property to pay for public improvements or services in a defined district (which can encompass the entire boundary of a city) according to the special benefit each parcel receives. Benefit assessments are imposed as pay-as-you-go financing or to provide bonded indebtedness for large capital construction projects. Examples include districts for landscaping or street lighting and major street/sidewalk improvements. Within the district boundary, only the defined special benefits are assessable.

COMMUNITY FACILITIES TAX5
Adoption of a community facilities tax enables the establishment of a community facilities district (CFD) to debt finance the purchase, construction, improvement, expansion, or rehabilitation of public capital facilities and related services. Authorized facilities include park, recreation and open space; school sites and buildings; libraries; childcare; street improvements; and parking. Authorized services include public safety-related programs; recreation programs; library; and operation/maintenance of parks, open space, museum and other cultural programs.

Suitability to Scotts Valley: Currently, the City has one benefit assessment associated with parks for maintaining a linear park and greenbelt areas adjacent to Skypark (which is the responsibility of 190 proximate parcel owners). The City has other assessment districts and a community facilities district not directly related to parks. The City may wish to consider establishing other benefit assessments related to parks and park improvements in the future. 4 Benefit Assessments do not require a two-thirds majority vote. Rather, establishment of a Benefit Assessment District requires a majority vote of property owners within the defined area. 5 Debt financing associated with community facilities districts or other instruments such as general obligation bonds must be evaluated in accordance with the City’s debt management policy which limits long-term borrowing to instances where existing reserves or other one-time resources are not available.

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Operational Cost Recovery
Although cities in California charge recreation program (user) fees, the revenue collected is not sufficient to cover the full cost of providing all recreational programs and services.6 As such, the
operational costs of administering recreation programs must be subsidized by other revenue sources, typically with tax revenue provided by an agency’s General Fund. In fiscal year 2023-24, the City anticipates that a $600,000 General Fund subsidy will be required to cover the operational costs of the Parks and Recreation Division (PRD), which is approximately 70% of the division’s operating budget.

A user fee study is currently underway that will evaluate the City’s level of subsidy to help determine if additional cost recovery efforts/increased fees are warranted that can reduce the ongoing impact to the General Fund.

ADDITIONAL CONSIDERATIONS FOR DEVELOPING PUBLIC

PARKS AND OPEN SPACE
The City may choose to propose ordinances to the current Municipal Code which would require earlier review and approval of developer-proposed parks and open space. This would allow the City to participate in a pre-approval discussion with developers about any proposed open space and clarify parkland dedication, ownership, and maintenance responsibilities at an early point in the subdivision approval process.

Specifically, it may be appropriate to add specific verbiage to the Title 16 - Subdivisions section, within the Tentative Map and Final Map sections (16.08 and 16.10, respectively) of the City’s Municipal Code. The following verbiage is quoted from the City of Ceres Municipal Code and demonstrates the level of detail recommended:

17.03.320 – Open space ownership and maintenance
Areas within a subdivision designated or planned as open space or for use for park and recreation purposes shall be shown as part of the general plan and any applicable specific plan and shall be at a location within the subdivision acceptable to the approving authority. Areas shall be either:

A. Designated as a separate parcel(s) and offered for dedication to the City for park and recreation purposes.

B. Designated as a separate parcel(s) and maintained as common open space.

C. Contained within the various lots of the subdivision and maintained by the owners of such lots.

Moreover, the City may choose to consider an ordinance to the same section of the Municipal Code which would encourage developers to propose public versus private open space within a proposed subdivision. The City currently allows a 50% credit against the total required acreage of parkland within a proposed development for proposed private parks. Lowering this fraction to 25% may further incentivize the development of public open spaces within new developments. 6 The California State Constitution, including successive amendments resulting from statewide ballot measures, establishes requirements for governmental service fees that impact how user fees can be used to cover the costs associated with service provision.

CHAPTER 6: RECOMMENDATIONS 103
CHAPTER 6

PRELIMINARY PARK RECOMMENDATIONS
Based on community feedback, a strong sentiment from respondents was the desire to improve existing parks. It is recommended for the City to focus on continuously improving existing parks since many respondents shared that they value recreating at City parks. Pursuing joint-use agreements and funding opportunities can also work in conjunction with this effort. A holistic park planning approach can help support the City in providing quality parks and recreation for the community long-term.

Figure 6.3 provides three different categories for each City park: existing conditions based on site observations, general park recommendations, and considerations for community needs. General park recommendations include maintenance and small park improvements. Considerations for community needs are based on community feedback from the public outreach process. Additional suggestions are listed in this category to help fill in amenities or programs that the community desires.

It is recommended for the City to consider additional or more diverse park amenities, as this was a common sentiment from the community during the public outreach process. Top community needs are listed below:
• Stage/amphitheater
• Pickleball courts
• Dog park
• Splash pad
• Full-size basketball courts
• Pumptrack

104 CHAPTER 6: RECOMMENDATIONS
FIGURE 6.3 INDIVIDUAL PARK RECOMMENDATIONS

SKYPARK
COMMUNITY PARK 22.5 ACRES
Condition:
• Generally in good condition with some areas in
decline
• New tot playground has recently been installed
and the renovations at the main playground are
in the early stages of planning
• Shade structures at bocce ball courts have been
refinished and repainted
Recommendations:
• Skate park – remove leaves from bowls and fix
fencing
• Replace worn signage
• Repair skate park fence
• Provide more seating or picnic tables under
shade canopy
• Repair turf fields
• Clean, sand and refinish wood structures
• Common areas surrounding picnic – clear
vegetation and provide rock mulch as a temporary
adjustment. Long term, create pathways through
native vegetation to provide nature experience
through gardens.
• Pickleball/Tennis courts – repair surface, nets
and screening on fence
Recommendations (Continued)
• Pickleball/Tennis courts - provide restroom
building
• Linear trail – paint utility boxes and fitness
equipment to avoid rust
• Repair / replace basketball court surfacing
• Install additional bocce ball courts and
pickleball courts
Considerations for Community Needs:
• Relocate and improve the off-leash dog area
• Provide shade shelter over the bocce ball
courts
Considerations for Community Needs:
• Master plan Siltanen Park for renovation
to meet current and future needs of the
community
• Consider an aquatic center for this park

SILTANEN PARK
COMMUNITY PARK 7.5 ACRES
Condition:
• Older facility in fair condition. Field has been
reported to be in poor condition by the community.

Recommendations:
• Remove horseshoe components – area is used
for storage
• Reduce the amount of turf in areas that are not
for active recreation, such as areas that border
the fields and bleachers. Replace with drought
tolerant species and irrigation, to save water, a
precious resource
• Repair, aerate, re-seed and fertilize turf areas.

Repair field turf
• Clean or repaint Little League Standings board
• Clean, sand and repaint worn bleachers
• Repairs steps and provide code-compliant
handrail
• Provide accessible drinking fountain
• Remove weeds and vegetation from seating area

CHAPTER 6: RECOMMENDATIONS 105
CHAPTER 6 CHAPTER 6
1 ACRE

HOCUS POCUS PARK

MINI PARK
Condition:
• Turf is uneven
• Play equipment needs repair / replacement
• Basketball court surface is dilapidated and uneven
Recommendations:
• Repair, aerate, re-seed, and fertilize turf areas
• Replenish engineered wood fiber (EWF) safety
surfacing
• Replace basketball court surface
• Replace benches that are worn
• Verify lighting is functional

MACDORSA PARK
NEIGHBORHOOD PARK 5 ACRES
Condition:
• Lawn is patchy
• Picnic tables have been added near playground
• One piece of play equipment with the red curved
poles is installed too high and cannot be reached
• Concrete pad for picnic tables have had tables
removed
• Service table at large BBQ station is not ADA
compliant
• Gazebo and wood seating is worn
Recommendations:
• Provide concrete pad at bicycle racks for parking
• Renovate playground with equipment for all ages
and abilities and replace with a playground that
has a modern play equipment and swings
• Verify that the service table at large BBQ station
is ADA compliant, and, if not, renovate
• Reduce the amount of turf in areas that are not for
active recreation, such as the narrow landscape
strip between the parking lot and playground and
at picnic areas, and replace with drought tolerant
species and irrigation, to save water, a precious
resource
• Repair, aerate, re-seed and fertilize turf areas
• Refurbish or replace wooden structures
Recommendations (Continued):
• Replace worn picnic tables and add new
picnic tables on existing concrete pad
• Add shade trees or shade shelter over picnic
tables to provide shade
• Provide an accessible ramp entry to the
gazebo
Considerations for Community Needs:
• Develop a stage and amphitheater for
outdoor improvements
• Extend parking lot to the west, if additional
parking is needed
• Renovate park to include a larger inclusive
playground for 2-5 and 5-12 age groups,
with adjacent picnic and bench seating
Considerations for Community Needs:
• Renovate basketball half courts to a full size
courts
• Add a fenced, off-leash dog area

106 CHAPTER 6: RECOMMENDATIONS

VERN HART PARK
MINI PARK 0.5 ACRES
Condition:
• Stocking of fish has been eliminated over the
years; consider renovation and re-design of this
park
• Area clean and bark mulch provide in landscape
areas
• Boardwalk is uneven and wood is worn
Recommendations:
• Consider incorporating additional amenities or
revitalizing the park with new park amenities
• Replace picnic table or bench seating at existing
concrete slab
• Re-stripe parking space designations
• Remove existing concrete slabs with no apparent
use, replace with native vegetation
• Add pertinent information in kiosk
Considerations for Community Needs:
• Re-imagining the park for current and future
community needs
• Consider a pickleball court or an off-leash
dog park
• Utilize current parking areas for active use
• Consider natural passive area such as
a California Native Plant demonstration
garden

LODATO PARK
TRAIL
Condition:
• Trail is uneven, brush extends over path
• Entry area has recently been fixed due to storm
damage
Recommendations:
• Upgrade first portion of the trail to be accessible
• Continue to maintain trails by removing
overgrown brush, repairing uneven trail surface,
and removing trash
• Remove broken asphalt surface and repair trail
49 ACRES

CHAPTER 6: RECOMMENDATIONS 107
CHAPTER 6

SHUGART PARK
NEIGHBORHOOD PARK 7.23 ACRES
Condition:
• Generally in good condition
• This park has planned improvements that have
not been installed.

Recommendations:
• Repair cracked areas of asphalt walkway
• Continue maintenance of planting areas and bark
mulch
• Install a permanent restroom building
• Complete development of the park, specifically
dog park area Considerations for Community Needs:
• Add off-leash dog park for all
• Add pickleball / tennis courts
• Add bocce ball court

0.32 ACRE
Considerations for Community Needs:
• Convert portions of existing turf to native,
low-maintenance plantings
• Add a welcome mural on the existing block
wall

GATEWAY NORTH PARK

MINI PARK
Condition:
• Unhealthy trees need to be removed / replaced
• Sidewalk needs repair / replacement
• Turf is uneven
Recommendations:
• Repair, aerate, re-seed, and fertilize turf areas
• Repair cracked sidewalk surface
• Remove unhealthy trees
• Reduce the amount of turf in areas that are not
for active recreation, and replace with drought
tolerant species and irrigation, to save water, a
precious resource

108 CHAPTER 6: RECOMMENDATIONS

POLO RANCH PARK
MINI PARK 0.72 ACRES
Condition:
• Newly opened, all new equipment, surfacing, site
furniture, restroom
• Restroom is currently managed by the HOA of the
housing development
Recommendations:
• None

GLENWOOD OPEN SPACE
TRAIL 160 ACRES
Condition:
• Generally in good condition
• Restoration of native vegetation is in progress
• Currently managed by the Land Trust of Santa
Cruz County
Recommendations:
• Continue to maintain trails by removing
overgrown brush, repairing uneven trail surface,
and removing trash
• Add bench seating at key locations
• Provide accessible path to trailhead from an
accessible parking stall to the entrance

CHAPTER 6: RECOMMENDATIONS 109
CHAPTER 6

IMPLEMENTATION FRAMEWORK
This implementation framework presents a park scoring evaluation strategy and an implementation table that features specific improvements ranked by priority for each park. Together, this outlines a strategic, sustainable approach for the City to upgrade parks and expand recreational offerings.

As the City implements actions, the City can perform an annual or bi-annual assessment of the park planning progress and outcomes. The City can also consider keeping the Parks Master Plan up to date with these reports in supplemental appendices. This is meant to track progress of park improvements as they are being implemented, so the Parks Master Plan can continuously be referred to and updated in real-time.

It is important to note that conditions may change over the next ten years and it may necessitate modifications to the implementation actions. Changes in demographics, development patterns, economics, population, and recreational interests can alter needs and priorities. To stay committed in providing quality recreational opportunities, the City can improve and refine implementation approaches. The implementation actions are flexible in nature and can be adjusted and improved upon based on current conditions.

Annual Park Scoring Evaluation
The park scoring table in the Parks Master Plan captures the current state of park priorities for improvements based on seven metrics. Park scoring is not intended to rank the parks, but to better understand the current value of existing parks and where there may be opportunities to improve both on an individual park level and as a whole system. Using the park scoring table, the City can re-evaluate the scores on an annual basis and update the metric data as the community changes and improvement projects are completed throughout the year that may alter the way a park scores. A more detailed breakdown of the current park scoring table showing each metric with a score is in “Appendix B: Park Scoring.” In-depth descriptions of each metric are also presented.

As implementation proceeds, the numeric value for each metric may change, which will impact the overall park score for an individual park. As the City makes upgrades, improvements, or additions to a park, they may change a park’s score and the park’s ranking may shift up or down.

For instance, if the City starts to prioritize park improvements at Siltanen Park and implemented changes, the park score will change and it will shift down in ranking. Addressing even one metric can impact a park score. In a specific instance, if the City primarily addresses all code infractions at Siltanen Park, the value of the Code Infraction metric will be set to zero and the overall park score will be changed to 3.6. Based on budget, current priorities, and other factors, the City can then decide to continue park improvements at Siltanen Park or to prioritize park improvements at other parks that have a higher park score.

Implementation Table
To ensure the success of the Parks Master Plan, an implementation table of specific improvements and recommendations have been identified for each park, organized by their park score. Cost ranges, priority rankings, and types of project are also displayed. The lower the number, the higher the priority. Table 6.4 is intended to serve as a guide where the City can make park planning decisions based on available funding, priority, and type of project.

110 CHAPTER 6: RECOMMENDATIONS
TABLE 6.4 IMPLEMENTATION TABLE
PARK
SCORE
1=High
2=Medium (start within 1-2
years)
3=Low (start within 5 years)

PROJECT
TYPE
$=Less than 100k
$$=$100k to $500k
$$$=500k to $2 mil
$$$$=$2 mil+
No. Project type Priority Category Cost
1 General Operations and Maintenance

1.1 Throughout all parks, continue maintenance. Repair, replace, repaint existing site amenties. Consider a
dedicated funding source on an annual basis.
1 O & M ongoing
2 Siltanen Park 5.4

2.1 Consider a park specific master plan for renovation to meet current and future needs of the community.

Consider an aquatic center or splash pad for this park. 1 Large project $$

2.2 Turf fields - repair 1 O & M $

2.3 Wood bleacher seating at all areas - clean, sand and repaint. Remove weeds to allow for full use of seating. 1 O & M $

2.4 Accessible path of travel - provide code compliant
walkways at bleachers, barbeque shelter, etc. 1 Large project $$-$$$

2.5 Playground - replenish EWF 1 O & M $

2.6 Horseshoe area - remove horseshoe game elements
that are not used. Consider bleacher seating facing the ball field.
2 O & M $

2.7 Little League Standings board at Fitz Memorial -
refurbish 2 O & M $

2.8 Playground - replace playground equipment with
inclusive, ADA compliant and modern equipment
incorporating sustainable durable materials.
2 Small project $$

2.9 Parking lot on Vine Hill Road - replenish plant material.

Install trees for shade. Re-install signage that is
damaged.
2 Small project $

2.10 Landscaping - reduce the amount of turf in areas that are not for active recreation, such as areas that border the fields and bleachers. Replace with drought tolerant species and irrigation, to save water and reduce
maintenance costs.
3 Small project $$

2.11 Playground - drinking fountain - replace with an
accessible drinking fountain with pet bowl and bottle
filler
3 Small project $
3 Skypark 5.1

3.1 Consider preparation of a park specific master plan for a permanent stage to align with the Town Center Specific
Plan, renovation that utilizes the space efficiently,
creating opportunity to improve for current and future
trends including possible relocation of the dog park and pump track
1 Large project $$

3.2 Skate park - replace worn signage, repair and paint fence 1 O & M $

3.3 Landscaping - renovate common areas located outside of active play zones, to include drought tolerant, low
water-use planting and irrigation. Consider installing
connecting pathways through the garden areas.
1 Small project $$

3.4 Playground - replace 5-12 age playground equipment
with inclusive, ADA compliant and modern equipment
incorporating sustainable durable materials.
1 Small project $$

3.5 Skate Park - provide picnic and bench seating under shade shelter 2 O & M $

3.6 Signage - repair or replace throughout the park. 2 O & M $ PARK
O&M = Operations and Maintenance

CHAPTER 6: RECOMMENDATIONS 111
CHAPTER 6
PARK
SCORE
1=High
2=Medium (start within 1-2
years)
3=Low (start within 5 years)

PROJECT
TYPE
$=Less than 100k
$$=$100k to $500k
$$$=500k to $2 mil
$$$$=$2 mil+
PARK

3.7 Turf Fields - repair 2 O & M $

3.8 Basketball court - replace surfacing 2 Small project $$

3.9 Bocce Ball courts - install shade shelter over full courts and picnic areas 2 Small project $$

3.10 Pickleball/Tennis courts – repair walkways, wood
retaining walls, court surfaces, nets and screening on
fence
2 O & M $

3.11 Pickleball/Tennis courts - provide restroom building 2 Large project $$-$$$

3.12 Pickleball/Tennis courts - install shade shelters with seating outside of the court areas 2 Small project $$

3.13 Linear trail - paint utility boxes and fitness equipment to avoid rust 2 O & M $

3.14 Dog off-leash park - relocate prior to Town Center construction 3 Large project $$$

3.15 Pump-track - relocate prior to Town Center construction 3 Large project $$$ 4 MacDorsa Park 4.6

4.1 Consider a park specific master plan for renovation to meet current and future needs of the community.

Consider revitalizing the playground and amphitheater.
1 Small project $$

4.2 Playground renovations - pursue either #1 or #2 option depending on available funding
#1 Option - renovate the existing playground with
equipment for all ages and abilities. Remove and
replace the unused piece of equipment.
#2 Option - renovate to include a larger inclusive
playground for 2-5 and 5-12 age groups, with adjacent
picnic and bench seating
#1 option-1
#2 option-2
#1 option -
Small project
#2 option -
Large project
#1 option-$$
#2 option-$$$

4.3 Accessbile Path of Travel - provide code compliant
walkways to the gazebo and the Scott House entry. 2 Small project $

4.4 Bicycle parking - provide a concrete pad at existing bicycle racks 2 Small project $

4.5 Site furniture - replace worn picnic tables and add new picnic tables on existing concrete pad 2 O & M $

4.6 BBQ area - renovate the amenities in this area to meet ADA requirements, including fixtures, and counters 2 Small project $$

4.7 Landscaping - reduce the amount of turf in areas that are not for active recreation, such as the narrow
landscape strip between the parking lot and playground
and at picnic areas, and replace with drought tolerant
species and low water-use irrigation, to save water
3 Small project $$

4.8 Turf areas - repair 3 O & M $

4.9 Picnic tables - add shade trees or a shade shelter over picnic tables 3 Small project $
5 Hocus Pocus Park 3.5

5.1 Turf areas - repair and replenish 1 O & M

5.2 Playground safety surfacing - replenish engineered
wood fiber (EWF) safety surfacing to a minimum depth
of 12" in all areas. Verify that rubber safety surfacing is code compliant and not past its lifespan.
1 O & M $

5.3 Basketball - replace surfacing 1 Small project $

5.4 Lighting - verify functionality for nightime safety 1 O & M $ O&M = Operations and Maintenance

112 CHAPTER 6: RECOMMENDATIONS
PARK
SCORE
1=High
2=Medium (start within 1-2
years)
3=Low (start within 5 years)

PROJECT
TYPE
$=Less than 100k
$$=$100k to $500k
$$$=500k to $2 mil
$$$$=$2 mil+
PARK

5.5 Landscaping - Reduce the amount of turf in areas that are not for active recreation, such as areas that border the street sidewalk, and small interior planting areas.

Replace with drought tolerant species and irrigation, to save water and reduce maintenance costs
2 Small project $$

5.6 Site furniture - replace worn benches, tables and
barbecues 2 O & M $

5.7 Consider installation of a small off-leash dog area in this park 2 Large project $$$

5.8 Basketball - consider renovation of the two half-courts to one full size court 3 Large project $$
6 Lodato Park 2.5

6.1 Trailhead - renovate the trailhead with accessible path of travel and bench seating 1 Small project $

6.2 Trail - continue to maintain trails by removing overgrown brush, repairing uneven trail surface, and removing
trash
2 O & M $

6.3 Bike rack - repair or replace 2 O & M $
7 Vern Hart Fishing Pak 1.7

7.1 Consider a park specific master plan for renovation that utilizes the space efficiently, creating opportunity to improve for current and future trends, including
accessible access to the creek, and additional
recreational amenities
1 Small project $$

7.2 Maintenance - Remove existing concrete slabs with no apparent use, replace with native vegetation or add new picnic tables over existing concrete slabs.
1 O & M $

7.3 Site furniture - add picnic table or bench seating where possible. Repaint trash receptacles. 2 O & M $

7.4 Parking - restripe existing parking areas 2 O & M $

7.5 Kiosk - utilize this space for City notices and marketing 2 O & M $

7.6 Landscaping - consider California native plantings with signage enhancing this riparian zone 3 Small project $
8 Gateway North Park 1.5

8.1 Landscaping - reduce the amount of turf in areas that are not for active recreation, and replace with drought tolerant plants and low water-use irrigation, saving water and reducing maintenance costs
1 Small project $$

8.2 Arbor - verify structural integrity of the arbor to ensure safety 1 O & M $

8.3 Wall - consider installing a colorful mural on the wall 2 Small project $

8.4 Trees - remove unhealthy trees 2 O & M $

8.5 Pathways - replace broken concrete 3 Small project $ 9 Shugart Park 1.3

9.1 Park improvements - review the current design of the park, verify that it meets current community needs, and develop the improvements.
1 Large project $$$$

9.2 Pathways - repair cracked areas of asphalt walkway 2 O & M $

9.3 Landscaping - continue maintenance of planting areas 2 O & M $

9.4 Provide a permanent restroom building 2 Large project $$-$$$ 10 Polo Ranch Park 0.8

10.1 None
O&M = Operations and Maintenance

CHAPTER 6: RECOMMENDATIONS 113
CHAPTER 6
PARK
SCORE
1=High
2=Medium (start within 1-2
years)
3=Low (start within 5 years)

PROJECT
TYPE
$=Less than 100k
$$=$100k to $500k
$$$=500k to $2 mil
$$$$=$2 mil+
PARK
11 Glenwood Open Space (Managed by The Land Trust
of Santa Cruz County) 0.3

11.1 Trails - continue to maintain trails by removing
overgrown brush, repairing uneven trail surfaces, and
removing trash
2 O & M $

11.2 Trail head(s) - consider developing an accessible
pathway from the accessible parking stall, and provide a seating area
2 Small project $$
O&M = Operations and Maintenance

CONCLUSION
Providing safe, accessible, and equitable recreational opportunities can help encourage healthy lifestyles for everyone. Scotts Valley has a highly used parks system that offers a diverse array of active and passive recreational opportunities for its community. Many people value recreating at City parks so it is important for the City to strategically manage this asset for the next decade and beyond. While population growth will be modest, it is key for the City to provide improved recreational experiences and expand recreational offerings through partnerships as the Recreation Division continues to restructure and rebuild their recreational services. This will help fill in gaps, from park amenities to recreational programs, that the community aspires for.

Guided by the implementation framework, the City can create unique recreational opportunities to keep members of the community engaged with the City’s park and recreation system in the next ten years. It is important for the City to perform an ongoing evaluation and update the Parks Master Plan with supplemental appendices and park scoring updates as improvements occur.

Staff may provide a yearly report that is attached as an Appendix citing recommendations that have been addressed, improvements made during the year, and updates on new developments, such as the Town Center.

114 CHAPTER 6: RECOMMENDATIONS

REFERENCES
American Community Survey, U.S. Census Bureau. https://www.census.gov/programs-surveys/ acs/data/data-tables.html
City of Capitola. (2014). Capitola General Plan. https://www.cityofcapitola.org/sites/default/files/ fileattachments/page//general_plan_-_update_2019.pdf
City of Capitola and Capitola Successor Agency. (2023). Adopted Budget Fiscal Year 2022-

23. https://www.cityofcapitola.org/sites/default/files/fileattachments/finance/page/2415/2023_ adopted_budget.pdf
City of Half Moon Bay and BluePoint Planning. (2019). Parks Master Plan. https://www.half-moonbay.ca.us/DocumentCenter/View/2161/Final-Master-Plan_12419v6 City of Half Moon Bay. (2023). Fiscal Year 2022-23 Adopted Operating Budget. https://www. half-moon-bay.ca.us/DocumentCenter/View/4978/FY-2022-23-City-of-Half-Moon-Bay-AnnualBudget---Adopted---Online-Secured City of Pacific Grove. (1994). General Plan. https://www.cityofpacificgrove.org/our_city/ departments/community_development/programs___projects/general_plan.php#outer-269 City of Pacific Grove. (2023). Adopted Budget Fiscal Year 2022/2023. https://files.cityofpacificgrove. org/Document_Center/Departments/Administrative%20Services/Annual%20Budget%20&%20 Financial%20Reports/Budget/2022-23/Budget%20Adopted%20by%20Council%20FY%202022- 2023.pdf
City of Scotts Valley. (2007). Community Profile. https://www.scottsvalley.gov/DocumentCenter/ View/719/City-Profile-and-History-PDF
City of Scotts Valley and RRM Design Group. (2008). Scotts Valley Town Center Specific Plan. https://www.scottsvalley.gov/DocumentCenter/View/935/Scotts-Valley-Town-Center-SpecificPlan-December-2008-PDF City of Scotts Valley and Parks and Recreation Commission. (2012). Scotts Valley Parks Master Plan. https://www.scottsvalley.gov/DocumentCenter/View/3222/Scotts-Valley-Parks-MasterPlan-DRAFT-May2012__NotAdopted City of Scotts Valley and Management Partners. (2016). City of Scotts Valley Recreation Services Assessment and Restoration Plan.
https://www.scottsvalley.gov/DocumentCenter/View/3224/Scotts-Valley_Recreation-ServicesAssessment_2021-Report_Management-Partners City of Scotts Valley and Recreation Accessibility Consultants. (2016). Access Audit and Transition Plan Recommendations. https://www.scottsvalley.gov/DocumentCenter/View/602/Conclusionsand-Recommendations-for-All-Sites-PDF City of Scotts Valley. (2019). Final FY 2018-19 Annual Budget and Five- and Ten-Year Financial Plan. https://www.scottsvalley.gov/DocumentCenter/View/1329/FY-2018---2019-Final-AnnualBudget-PDF

CHAPTER 6: RECOMMENDATIONS 115
CHAPTER 6
City of Scotts Valley. (2021). Active Transportation Plan. https://www.scottsvalley.gov/ DocumentCenter/View/2800/SV-Active-Transportation-Plan
City of Scotts Valley. (2022). Final FY 2021-22 Annual Budget and Five- and Ten-Year Financial Plan. https://www.scottsvalley.gov/DocumentCenter/View/2817/FY-2021-2022-Final-AnnualBudget-PDF City of Scotts Valley. (2023). Final Proposed Budget Fiscal Year 2022-23. https://www.scottsvalley. gov/DocumentCenter/View/3148/FY-2022-2023-Final-Annual-Budget-PDF City of Scotts Valley. (2023). General Plan. https://www.scottsvalley.gov/DocumentCenter/ View/4668/Scotts-Valley-General-Plan---Adopted-November-2023 National Recreation and Park Association. (2022). Engagement with Parks Report. https://www. nrpa.org/contentassets/257fe28053c6420786927fcffc2f9996/2022engagementreport.pdf National Recreation and Park Association. (2022). NRPA Agency Performance Review. https:// www.nrpa.org/contentassets/3ae6ba685dbf47a1b537af2f15c615d9/2023-agency-performancereview.pdf Outdoor Foundation. (2022). Outdoor Participation Trends Report Executive Summary. https:// outdoorindustry.org/wp-content/uploads/2015/03/2022-Outdoor-Participation-Trends-Report-1. pdf
Santa Cruz County. (1994). General Plan and Local Coastal Program.

Santa Cruz County GIS. Geographic Information Services. https://gis.santacruzcounty.us/ Sports and Fitness Industry Association. (2022). State of the Industry Report.

Sports and Fitness Industry Association. (2022). U.S. Trends in Team Sports Report.

U.S. Census Bureau. (2017). Economic Census. https://www.census.gov/programs-surveys/ economic-census/year/2017/economic-census-2017/data.html U.S. Census Bureau. https://data.census.gov/
U.S. Geologic Survey. The National Geologic Map Database - Topographic Map. https://ngmdb.usgs.gov/topoview/viewer/#4/40.01/-100.06

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APPENDIX A

PARK SITES & FACILITIES MATRIX

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APPENDIX A: INVENTORY 119

APPENDIX A

PARK SITES AND FACILITIES
PARK

SITES AND

FACILITIES
TypeSize (Acres)AmphitheaterAuditorium/StageBarbecue FacilitiesBaseball FieldBasketball CourtBike RacksBocce Ball CourtChildren's Play EquipmentChildren's SwingsConcessions or KitchenFitness EquipmentHorseshoe AreaIndoor ActivitiesMeeting RoomsNature PreserveOff-leash Dog SitePickleball CourtsPicnic AreaRestroomsShade ShelterSoccer FieldSoftball FieldSwimming PoolTennis CourtsTrail AccessPlaza AreaParking (Excludes Street Parking) Community
Center CC
2 ▪ ▪ ▪ ▪ ▪ ▪
Performing Arts
Center CC
5 ▪ ▪ ▪ ▪
Senior Center CC 1 ▪ ▪ ▪ ▪ ▪ ▪ ▪
Siltanen Park CP 7.5 ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
Skypark CP ϮϮ͘ϱ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
MacDorsa Park NP ϱ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
Shugart Park NP 7.23 ▪ ▪
Hocus Pocus
Park MP 1 ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪
Polo Ranch Park MP 0.72 ▪ ▪ ▪ ▪ ▪ ▪
Vern Hart
Fishing Park MP 0.5 ▪ ▪ ▪
Gateway North
Park MP 0.32 ▪
Glenwood Open
Space Trails T 160 ▪ ▪
Lodato Park T ϰϵ ▪ ▪ ▪
T = Trails
CC = Community Center
CP = Community Park
NP = Neighborhood Park
MP = Mini Park
ϭ Page 124 of 173
120 APPENDIX A: INVENTORY

APPENDIX B

PARK SCORING

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APPENDIX B: PARK SCORING 123

PARK SCORING TABLE

PARK SCORE
Typology
Ranking
Park Name
ProgrammingProgramming
Points (5)
Quantity of
Amenities
Weighted Score
Quantity
Points (10)
Lack of Usablilty Lack of Usability
Points (15)
Code Infraction Code Infraction
Points (15)
Community
Activation
Community
Activation
Points (5)
Revenue
Generators
Revenue
Generators
Points
Connectivity Connectivity
TOTAL
CP 1 Siltanen Park 3 3 27 8 3 4 12 14 18 Y 5 Y 13 Y 5 5.4 CP 2 Skypark Park 7 5 36 10 1 5 15 9 12 Y 5 Y 13 Y 5 5.1 NP 3 MacDorsa Park 2 2 18 5 6 5 15 12 15 Y 5 Y 3 Y 5 4.6 MP 4 Hocus Pocus Park 1 1 20 6 5 3 9 9 12 Y 5 Y 3 N 0 3.5 T 5 Lodato Park 0 0 2 1 10 4 12 2 3 N 0 N 0 N 0 2.5
MP 6 Vern Hart Fishing Park 0 0 2 1 0 4 12 4 5 N 0 N 0 N 0 1.7 MP 7 Gateway North Park 0 0 3 1 10 1 3 1 2 N 0 N 0 Y 5 1.5 NP 8 Shugart Park 0 0 1 1 10 1 3 0 0 N 0 N 0 Y 5 1.3
MP 9 Polo Ranch Park 0 0 10 3 8 0 0 0 0 N 0 N 0 N 0 0.8 T 10 Glenwood Open Space Trails 0 0 0 0 0 0 0 2 3 N 0 N 0 Y 5 0.3 MAXIMUM VALUE 7 36 5 12

SCOTTS VALLEY PARK SCORING
PARK SITE METRIC #1 METRIC #2 METRIC #3 METRIC #4 METRIC #5 METRIC #6 METRIC #7

124 APPENDIX B: PARK SCORING

PARK SCORING METRICS

1. PROGRAMMING (5-POINT SCALE)
The programming metric measures the number of programmed elements at a park that draw groups of people together. This includes different recreational programs held at a park, rent-able sport fields/courts for competitive play, and park event spaces for City gatherings. Programs include bike maintenance class and skateboarding class at Skypark and rentable gazebos at MacDorsa Park. Each type of program is given one point. Then, the maximum number of total programs at a park is used to develop a weighted score. The scores are re-calculated into a 5-point scale. Parks that can accommodate more programming attract more users, therefore holding a higher number of programming points.

2. QUANTITIES OF AMENITIES (10-POINT SCALE)
This metric captures the quantity of common park amenities at each park. These include benches, tables, barbecues, drinking fountains, play equipment, shade shelters, pet waste stations, and bike racks. Restrooms/ concessions, sports courts, sports fields, amphitheaters, pools, and gazebos are excluded. These features are excluded because they are not typical features of a park. Also, only counting typical park amenities will prevent scoring from skewing to parks with a variety of park amenities, but do not have core park site features.

At a minimum, a park should have some core park amenities, such as benches and tables Data compiled from the site inventory was used to calculate the number of amenities at each park. Each amenity counts as a point and totaled for each park. Then, the maximum number of total amenities at a park is used to develop a weighted score. The scores are re-calculated into a 10-point scale. The final score is reversed numerically, so a park with a few amenities indicate a greater need, prioritizing this park for improvements. In this park scoring table, the maximum number of amenities at a park is 17 and was averaged to create a weighted score. Parks with a greater number of amenities indicates less priority for improvements.

3. LACK OF USABILITY (15-POINT SCALE)
Regardless of the quantity of amenities of a park, the condition of its amenities will greatly impact user experience and attendance to a park. Some residents may travel further to enjoy a park with modern amenities and is located in a safer neighborhood over a run-down neighborhood park. This could result in underutilized parks that have outdated, broken, or worn-out amenities.

This usability metric measures the conditions of park amenities, placing higher priority on parks with greater points, indicating a higher lack of usability. A point is given to an existing amenity that is outdated, broken, or worn-out. For instance, one point is given for the worn-out benches at Gateway North Park and three points given for the outdated play equipment, uneven basketball court, and worn-out benches at Hocus Pocus Park.

Based on the maximum number of usability points, a final weighted score is developed into a 15-point scale.

APPENDIX B: PARK SCORING 125

4. CODE INFRACTIONS (15-POINT SCALE)
Code infractions touches upon general safety concerns that violate local or federal code. Code infractions were determined from a visual assessment during site inventory visits and the 2016 Access Audit and Transit Plan. Corrections to playgrounds, ramps, and park sites are only included in this metric. Exterior routes, shade shelters, and parking are not included. Playgrounds assessment at Skypark are excluded because both playground sites were being renovated or planned for renovation at the time of writing this Parks Master Plan.

Each item is counted as one point. As these pertain to the safety, health and well-being of the public, parks that receive a higher code infraction score should hold a higher priority for improvements than those with a lower score.

5. COMMUNITY ACTIVATION (YES=5 POINTS, NO=0 POINTS)
Parks are social places. It is important that parks continue to be a place for people to gather and encourage social connections with each other. The community activation category aims to measure an existing park’s ability to do this by assigning priority points for parks that hold community events, such as festivals, concerts, or celebrations.

6. REVENUE GENERATORS
(NONE= 0 POINTS, USE FEES=3 POINTS, ENTRY FEES=6 POINTS, TOURNAMENT/ COMPETITIVE SPORT FEES=10 POINTS)
The programming metric measures the number of programmed elements at a park that draw groups of people together. This includes different recreational programs held at a park, rent-able sport fields/courts for competitive play, and park event spaces for City gatherings. Each type of program is given one point. Parks that can accommodate more programming attract more users, therefore holding greater park value.

7. CONNECTIVITY (YES=5 POINTS, NO=0 POINTS)
The connectivity metric looks at social places within a park’s half-mile vicinity that would attract users to the park. These would include schools, churches, multi-use spaces, shopping malls, etc. Parks located in areas with more social opportunities tend to have a higher number of users. While it is important to continuously maintain parks, parks with higher number of users generally lead to more worn amenities due to increase usage.

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APPENDIX C

PUBLIC OUTREACH RESULTS

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APPENDIX C: PUBLIC OUTREACH RESULTS 129
Scotts Valley Parks Community Survey Results Scotts Valley Parks Master Plan Community Survey 1 / 42

77.54% 694

22.46% 201
Q1 Do you live in Scotts Valley or are you a visitor ?
Answered: 895 Skipped: 4
TOTAL 895
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
I live in
Scotts Valley
I am a
visitor.

ANSWER CHOICES RESPONSES
I live in Scotts Valley
I am a visitor.

130 APPENDIX C: PUBLIC OUTREACH RESULTS
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63.55% 570

20.40% 183

10.37% 93

5.57% 50

0.11% 1
Q3 How often do you visit Scotts Valley parks or facilities? Answered: 897 Skipped: 2
TOTAL 897
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
More than two
times per week
Once a week
One or two
times a month
A few times a
year
Never

ANSWER CHOICES RESPONSES
More than two times per week
Once a week
One or two times a month
A few times a year
Never
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63.55% 570

20.40% 183

10.37% 93

5.57% 50

0.11% 1
Q3 How often do you visit Scotts Valley parks or facilities? Answered: 897 Skipped: 2
TOTAL 897
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
More than two
times per week
Once a week
One or two
times a month
A few times a
year
Never

ANSWER CHOICES RESPONSES
More than two times per week
Once a week
One or two times a month
A few times a year
Never Scotts Valley Parks Master Plan Community Survey

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0
Q4 If you answered “Never” to Question #3, what are the reasons you don’t visit Scotts Valley parks or facilities? (Please select all that apply) Answered: 0 Skipped: 899
Total Respondents: 0
! No matching responses.

ANSWER CHOICES RESPONSES
Lack of features/amenities
Too far from home
Lack of restrooms
Safety
Lack of accessible features
Lack of transportation
Lack of safe routes for alternate transportation (biking, walking, etc.) Use parks and facilities in other areas. (Please specify where in the "Other" section) Other (please specify)
Scotts Valley Parks Master Plan Community Survey

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0

0.00% 0
Q4 If you answered “Never” to Question #3, what are the reasons you don’t visit Scotts Valley parks or facilities? (Please select all that apply) Answered: 0 Skipped: 899
Total Respondents: 0
! No matching responses.

ANSWER CHOICES RESPONSES
Lack of features/amenities
Too far from home
Lack of restrooms
Safety
Lack of accessible features
Lack of transportation
Lack of safe routes for alternate transportation (biking, walking, etc.) Use parks and facilities in other areas. (Please specify where in the "Other" section) Other (please specify)

APPENDIX C: PUBLIC OUTREACH RESULTS 131
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Q5 Which parks or facilities have you visited? (Select all that apply) Answered: 871 Skipped: 28
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hocus Pocus
Park
Lodato Park
Trail
Mac Dorsa Park
Siltanen Park
Skypark
Skypark Dog
Park
Skypark Skate
Park
Skypark
Pumptrack
Skypark
Pickleball/T...

Skypark Linear
Trail
Vern Hart
Fishing Park
Glenwood Open
Space
Shugart
Park/Glenwoo...

Community
Garden
Community
Center
Senior Center
Scotts Valley
Performing A...

Skypark
Pickleball/Tennis
Shugart Park/Glenwood
Parking Lot
Scotts Valley
Performing Arts Center

132 APPENDIX C: PUBLIC OUTREACH RESULTS
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6 / 42

61.88% 539

43.74% 381

45.92% 400

79.79% 695

95.98% 836

45.35% 395

34.67% 302

42.37% 369

35.82% 312

64.06% 558

12.86% 112

68.08% 593

33.41% 291

9.87% 86

28.01% 244

23.19% 202

21.01% 183
Total Respondents: 871

ANSWER CHOICES RESPONSES
Hocus Pocus Park
Lodato Park Trail
Mac Dorsa Park
Siltanen Park
Skypark
Skypark Dog Park
Skypark Skate Park
Skypark Pumptrack
Skypark Pickleball/Tennis
Skypark Linear Trail
Vern Hart Fishing Park
Glenwood Open Space
Shugart Park/Glenwood Parking Lot
Community Garden
Community Center
Senior Center
Scotts Valley Performing Arts Center

APPENDIX C: PUBLIC OUTREACH RESULTS 133
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Protect our
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Protect our
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Protect our
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Q6 To start, how IMPORTANT are each of the following to you? Answered: 807 Skipped: 92
Provide
opportunitie...

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opportunitie...

Enhances
neighborhood...

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to exercise...

Protect our
natural...

Scotts Valley Parks Master Plan Community Survey
Provide
recreation...

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Very Important
Somewhat Important
Less Important
Not Important
Provide opportunities to enjoy nature/the
outdoors
Provide opportunities for fitness, health &
wellness
Enhances neighborhood and community
quality of life
Provide spaces to exercise pet
Protect our natural environment
Provide recreation opportunities for
people of all abilities
Provide spaces for special events and
social opportunities
Provide opportunities to learn about
nature
Make Scotts Valley a more desirable
place to live
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90.68%
730

7.83%
63 1.24%
10 0.25%
2 805 3.89

74.06%
588

20.03%
159

5.04%
40 0.88%
7 794 3.67

83.25%
666

14.37%
115

2.00%
16 0.38%
3 800 3.81

35.07%
269

29.20%
224

20.86%
160

14.86%
114 767 2.84

71.12%
554

23.49%
183

4.75%
37 0.64%
5 779 3.65

74.66%
598

20.35%
163

4.37%
35 0.62%
5 801 3.69

55.64%
444

33.33%
266

9.40%
75 1.63%
13 798 3.43

32.08%
255

41.26%
328

22.52%
179

4.15%
33 795 3.01

61.31%
488

25.75%
205

10.43%
83 2.51%
20 796 3.46
VERY

IMPORTANT

SOMEWHAT

IMPORTANT
LESS

IMPORTANT
NOT

IMPORTANT

TOTAL WEIGHTED

AVERAGE
Provide opportunities to enjoy
nature/the outdoors.

Provide opportunities for fitness, health
& wellness.

Enhances neighborhood and
community quality of life.

Provide spaces to exercise pets.

Protect our natural environment.

Provide recreation opportunities for
people of all abilities.

Provide spaces for special events and
social opportunities.

Provide opportunities to learn about
nature.

Make Scotts Valley a more desirable
place to live.

APPENDIX C: PUBLIC OUTREACH RESULTS 135
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Q7 Great! Now we want to know how SATISFIED you are with the following. For additional responses select other at the bottom.

Answered: 799 Skipped: 100
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Enhances
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Protect our
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Q7 Great! Now we want to know how SATISFIED you are with the following. For additional responses select other at the bottom.

Answered: 799 Skipped: 100
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Answered: 799 Skipped: 100
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Enhances
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Q7 Great! Now we want to know how SATISFIED you are with the following. For additional responses select other at the bottom.

Answered: 799 Skipped: 100
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Enhances
neighborhood...

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Protect our
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Q7 Great! Now we want to know how SATISFIED you are with the following. For additional responses select other at the bottom.

Answered: 799 Skipped: 100
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opportunitie...

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Enhances
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Q7 Great! Now we want to know how SATISFIED you are with the following. For additional responses select other at the bottom.

Answered: 799 Skipped: 100
Provide
opportunitie...

Provide
opportunitie...

Enhances
neighborhood...

Provide spaces
to exercise...

Protect our
Scotts Valley Parks Master Plan Community Survey
Protect our
natural...

Provide
recreation...

Provide spaces
for special...

Provide opportunities to enjoy nature/the
outdoors
Provide opportunities for fitness, health &
wellness
Enhances neighborhood and community
quality of life
Provide spaces to exercise pet
Protect our natural environment
Completely Satisfied
Somewhat Satisfied
Somewhat Dissatisfied
Dissatisfied
Provide recreation opportunities for
people of all abilities
Provide spaces for special events and
social opportunities
Provide Opportunities to learn about
nature
Make Scotts Valley a more desirable
place to live
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opportunitie...

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Valley a mor...
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Valley a mor...
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Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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recreation...

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Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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recreation...

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for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
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recreation...

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for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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opportunitie...

Make Scotts
Valley a mor...
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Valley a mor...
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opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
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recreation...

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for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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recreation...

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for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
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natural...

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recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
Protect our
natural...

Provide
recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
Protect our
natural...

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recreation...

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for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Make Scotts
Valley a mor...

136 APPENDIX C: PUBLIC OUTREACH RESULTS
Scotts Valley Parks Master Plan Community Survey
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36.48%
290

57.86%
460

5.28%
42 0.38%
3 795 3.30

25.35%
201

54.85%
435

16.52%
131

3.28%
26 793 3.02

25.41%
201

62.20%
492

10.75%
85 1.64%
13 791 3.11

41.32%
312

40.00%
302

12.72%
96 5.96%
45 755 3.17

33.12%
258

58.28%
454

7.83%
61 0.77%
6 779 3.24

22.05%
172

53.85%
420

17.05%
133

7.05%
55 780 2.91

38.91%
307

49.81%
393

9.51%
75 1.77%
14 789 3.26

25.19%
194

57.27%
441

15.45%
119

2.08%
16 770 3.06

29.74%
232

56.15%
438

10.38%
81 3.72%
29 780 3.12

COMPLETELY

SATISFIED

SOMEWHAT

SATISFIED

SOMEWHAT

DISSATISFIED

DISSATISFIED TOTAL WEIGHTED

AVERAGE
Provide opportunities to enjoy
nature/the outdoors.

Provide opportunities for
fitness, health & wellness.

Enhances neighborhood and
community quality of life.

Provide spaces to exercise
pets.

Protect our natural
environment.

Provide recreation
opportunities for people of all
abilities.

Provide spaces for special
events and social
opportunities.

Provide opportunities to learn
about nature.

Make Scotts Valley a more
desirable place to live.

APPENDIX C: PUBLIC OUTREACH RESULTS 137
Scotts Valley Parks Master Plan Community Survey
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53.77% 435

66.50% 538

21.76% 176

11.99% 97

30.78% 249

14.96% 121

12.61% 102

38.32% 310
Q8 What are your top 3 concerns regarding visiting the City's parks? Select your top 3.

Answered: 809 Skipped: 90
Total Respondents: 809
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Lack of
amenities
Amenities are
outdated
Safety
Loitering
people
Lack of
programs and...

Lack of
accessibilit...

No safe route
to the park ...

Other (please
specify)

ANSWER CHOICES RESPONSES
Lack of amenities
Amenities are outdated
Safety
Loitering people
Lack of programs and events that interest me
Lack of accessibility for all people
No safe route to the park via alternate transportation
Other (please specify)
No safe route to the park
via alternate transportation
Lack of programs and
events that interest me
Lack accessibility for all
people

138 APPENDIX C: PUBLIC OUTREACH RESULTS
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Q9 Now how IMPORTANT is it to have the following features and amenities at parks or facilities?
Answered: 773 Skipped: 126
Multi-use
trails
Restrooms
Inclusive play
areas for...

Shade shelters
Picnic
Scotts Valley Parks Master Plan Community Survey
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Q9 Now how IMPORTANT is it to have the following features and amenities at parks or facilities?
Answered: 773 Skipped: 126
Multi-use
trails
Restrooms
Inclusive play
areas for...

Shade shelters
Picnic
Scotts Valley Parks Master Plan Community Survey
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Picnic
areas/BBQ
Open space to
enjoy nature
Off-leash dog
area
Bike racks
Parking
Water features
(splash pad,...

Scotts Valley Parks Master Plan Community Survey
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Picnic
areas/BBQ
Open space to
enjoy nature
Off-leash dog
area
Bike racks
Parking
Water features
(splash pad,...

Scotts Valley Parks Master Plan Community Survey
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Picnic
areas/BBQ
Open space to
enjoy nature
Off-leash dog
area
Bike racks
Parking
Water features
(splash pad,...

Scotts Valley Parks Master Plan Community Survey
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Picnic
areas/BBQ
Open space to
enjoy nature
Off-leash dog
area
Bike racks
Parking
Water features
(splash pad,...

Scotts Valley Parks Master Plan Community Survey
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Picnic
areas/BBQ
Open space to
enjoy nature
Off-leash dog
area
Bike racks
Parking
Water features
(splash pad,...

Scotts Valley Parks Master Plan Community Survey
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Q9 Now how IMPORTANT is it to have the following features and amenities at parks or facilities?
Answered: 773 Skipped: 126
Multi-use
trails
Restrooms
Inclusive play
areas for...

Shade shelters
Picnic
Scotts Valley Parks Master Plan Community Survey
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Q9 Now how IMPORTANT is it to have the following features and amenities at parks or facilities?
Answered: 773 Skipped: 126
Multi-use
trails
Restrooms
Inclusive play
areas for...

Shade shelters
Picnic
Scotts Valley Parks Master Plan Community Survey
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Q9 Now how IMPORTANT is it to have the following features and amenities at parks or facilities?
Answered: 773 Skipped: 126
Multi-use
trails
Restrooms
Inclusive play
areas for...

Shade shelters
Picnic
Scotts Valley Parks Master Plan Community Survey
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Q9 Now how IMPORTANT is it to have the following features and amenities at parks or facilities?
Answered: 773 Skipped: 126
Multi-use
trails
Restrooms
Inclusive play
areas for...

Shade shelters
Picnic
Scotts Valley Parks Master Plan Community Survey
Picnic
areas/BBQ
Open space to
enjoy nature
Off-leash dog
area
Scotts Valley Parks Master Plan Community Survey
Skating and
scooter
Bike trail
Multi-use trails
Restrooms
Inclusive play areas for children of all
abiliteis
Shade shelters
Picnic areas/BBQ
Very Important
Somewhat Important
Less Important
Not Important
Open space to enjoy nature
Off-leash dog area
Bike racks
Parking
Water features (splash pad, decorative
fountains, etc.)
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Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Provide
opportunitie...

Make Scotts
Valley a mor...

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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opportunitie...

Make Scotts
Valley a mor...
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Valley a mor...
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Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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Provide
recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
Protect our
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Provide
recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
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Provide
recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
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recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
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recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...

Scotts Valley Parks Master Plan Community Survey
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Completely… Somewhat … Somewhat … Dissatisfied
Protect our
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Provide
recreation...

Provide spaces
for special...

Provide
opportunitie...

Make Scotts
Valley a mor...