Page | 28
The parties agree that, to the extent permitted by law, this is special compensation and the City shall report this pay to CalPERS as "Longevity Pay" under 2 C.C.R. 571(a)(1) and 2 C.C.R. 571.1(b)(1).
18.00 GRIEVANCE PROCEDURES
Refer to Rule 15 of the Personnel Rules and Regulations.
18.01 Effect of Failure of Timely Action
Failure of the employee to file an appeal within the required time limit at any step shall constitute an abandonment of the grievance. Failure of the City to respond within the time limit at any step shall result in an automatic advancement of the grievance to the next step.
18.02 Limitation on Stale Grievances
A grievance shall be void unless presented within thirty (30) calendar days from the date upon which the City has allegedly failed to provide a condition of employment, or within thirty (30) calendar days from the time at which an employee might reasonably have been expected to have learned of such alleged failure to provide. In no event shall any grievance include a claim for monetary relief for more than the thirty (30) day period plus such reasonable discovery period.
18.03 Exclusion of Non-Recognized Organizations
For the purposes of this section, the provisions of Section 1.00 of this Agreement shall be construed to limit the employee's right of selection of a representative to the extent that agents or any other employee organization, which is not party to this Agreement, are specifically excluded from so acting. In those cases where an employee elects to represent themselves or arranges for other representation, the Association shall have the right to participate in the resolution procedure for the purpose of protecting the interest of its employees in negotiated conditions of employment.
19.00 SAVINGS CLAUSE
If any provision of this Agreement shall be held invalid by operation of law, or by any court of competent jurisdiction, or if compliance with enforcement of any provision shall be restrained by any tribunal, the remainder of this Agreement shall not be affected thereby, and the parties shall enter into negotiations for the sole purpose of arriving at a mutually satisfactory replacement for such provision.
Page | 29
20.00 ENACTMENT
It is agreed that the foregoing shall be jointly submitted to the City Council by the City Manager and Association for Council's consideration and approval.
21.00 PUBLIC SAFETY OFFICERS BILL OF RIGHTS
The City and the Association acknowledge and reaffirm all rights and privileges granted to the employees by law, including, but without limitation, those provisions of the Public Safety Officers Procedural Bill of Rights Act (Gov. Code § 3300 et seq.) and the Meyers-Milias-Brown Act (Gov. Code § 3500 et seq.).
22.00 DEPARTMENT VEHICLES AND EQUIPMENT
22.01 Definition of Vehicles
Any motor vehicle as defined by Sections 165 and 414 of the California Vehicle Code.
22.02 Repairs
All necessary repairs and maintenance of vehicles (as defined in Section
22.01) shall be performed to insure the safety of the operator of the vehicle.
22.03 Unsafe Vehicles
Under no circumstances shall a supervisor of the City require an employee to operate an unsafe department vehicle.
22.04 Claims - Unsafe Vehicles
Claims of unsafe vehicles will be made by the representatives of the Association to the shift supervisor. The City shall have the sole authority to remove vehicles from service.
22.05 Vehicle Maintenance
Routine maintenance of departmental vehicles shall be no less than required by the manufacturer. Only high quality parts and tires will be used on the vehicles. Department vehicles with over 80,000 miles will be inspected annually by a certified mechanic to include frame, suspension and mechanical parts for wear and stress fractures. Any vehicle deemed unsafe will be repaired or pulled from service, as determined by the Chief of Police or designee.
Page | 30
22.06 Vehicle Equipment
All equipment, lights, sirens and switches shall be uniform and provided the same on each patrol vehicle.
22.07 Mileage
All departmental vehicles used for patrol or emergency response shall be taken out of service upon exceeding 115,000 miles, or sooner, and a replacement vehicle shall be properly equipped in accordance with Section
23.06. The Association agrees to continue to meet and confer over the need to extend these mileage limits due to economic constraints of the City.
22.08 Vehicle Equipment Determination
Any equipment deemed necessary by the Chief of Police shall be provided for the departmental vehicles for the safety of any operator.
23.00 VOLUNTARY EDUCATIONAL INCENTIVE PROGRAM
23.01 Definition and Purpose
Scotts Valley Police Department's Educational Achievement Program is designed to upgrade and/or improve the law enforcement skills and knowledge of its personnel. The Department encourages additional educational achievement, which can lead to a higher level of performance.
23.02 Objectives
(1) To upgrade the educational level of technical skills of the personnel of Scotts Valley Police Department to insure a high quality of law enforcement.
(2) To provide an additional attraction for qualified individuals at the entry level who have an interest in law enforcement as a career. (3) To provide an additional inducement to personnel to improve themselves throughout their career.
(4) To promote the most highly qualified officers to supervisory and administrative levels.
23.03 Procedures for Establishing Educational Incentive Pay Courses used to obtain the educational incentive pay shall represent a logical progression of the employee's goals and/or those classes that shall
Page | 31
be applied toward the achievement of a degree within an approved curriculum.
23.04 Eligibility
The employee shall submit the curriculum to the Education Committee for approval with the following exceptions, which do not require pre-approval:
Police Science Majors
Administration of Justice Majors
Criminology Majors
Public Administration Majors (with minor in any of the above)
23.05 Education Committee
The Committee shall be composed of the following:
(1) Chief of Police or designee; and
(2) Association President or designee.
The Committee shall determine the appropriateness of courses and/or curriculum outside of the above-named majors. In the event the members of the Committee are unable to agree on the appropriateness of the courses and curriculum, the City Manager or designee shall be asked to participate in the decision making process and shall be entitled to vote therein.
23.06 Certification
The Education Committee shall certify to the employee's eligibility in accordance with Section 23.05. Such notification shall then be sent to the City Manager.
23.07 Effective Date
Educational incentive pay shall be effective the first day of the next pay period following receipt by the City Manager of certification in accordance with Section 23.06.
23.08 Educational Incentive Pay
All employees will be eligible for the following educational incentive program (amounts are not cumulative) based upon earning a degree in higher education as follows:
AA or AS degree $150 per month
BA or BS degree $250 per month
Page | 32
MA or MS degree $300 per month
Education Incentive is paid in equal amounts in the first two pay periods of the month.
The parties agree that, to the extent permitted by law, this is special compensation, and the City shall report this pay to CalPERS as "Education Pay" under 2 C.C.R. 571(a)(2) and 2 C.C.R. 571.1(b)(2).
23.09 Course Reimbursement
The City agrees to reimburse employees for the costs associated with college courses and training sessions approved in advance, in writing, by the Chief of Police or designee, up to a maximum of one thousand dollars ($1,000) per employee per fiscal year. Reimbursable costs include only the following:
(a) Tuition; (b) Books; and (c) Course-related fees
The City will not reimburse employees for supplies or mileage used traveling to and from such courses.
To ensure that the City budget has adequate funds to pay for an employee’s course reimbursement request, the employee should submit a request for reimbursement no later than February 15 of each year preceding the July 1 through June 30 fiscal year.
24.00 RETIREMENT
A. CLASSIC MISCELLANEOUS EMPLOYEES
The City provides the CalPERS pension formula of 2.5% at age 55 plan for all eligible employees hired on or before December 31, 2012, or hired after such date but already in the CalPERS system as a classic without a sixmonth break in service.
The contribution for all classic miscellaneous employees shall be nine percent (9.0%) PERSable compensation.
The City shall provide the Government Code 20042 single highest year benefit for all Miscellaneous employees at City expense.
B. PEPRA MISCELLANEOUS EMPLOYEES
For those employees hired on or after January 1, 2013 to the City of Scotts Valley, who are new to the CalPERS system, the City shall provide 2% at 62 for those employees in accordance with State law. The contribution for
Page | 33
new PEPRA employees shall be fifty percent (50%) of the normal cost as determined by CalPERS and may change on an annual basis.
C. CLASSIC SAFETY EMPLOYEES
The City provides the CalPERS pension formula of 3% at age 50 plan based on the highest average annual compensation during any consecutive thirty-six (36)-month (three (3) year) period for all eligible employees hired on or before December 31, 2012, or hired after such date but already in the CalPERS system as a classic employee without a six-month break in service.
The contribution for classic safety employees shall be nine percent (9.0%) of PERSable compensation.
D. PEPRA SAFETY EMPLOYEES
For those safety employees hired on or after January 1, 2013 who are new to the City of Scotts Valley, the City shall provide 2.7% at age 57 plan. The contribution for new PEPRA safety employees shall be fifty percent (50%) of the normal cost as determined by CalPERS and may change on an annual basis.
25.00 LAYOFF POLICY
25.01 Layoffs
The following procedures will be followed in the event of layoffs and/or reductions of personnel.
25.02 Order
Layoffs and/or reductions shall occur in the following order:
(1) Temporary employees
(2) Probationary employees
(3) Regular part-time employees
(4) Regular employees on "Needs to Improve"
(5) Regular employees
The Police Department's monthly evaluations shall not be considered as the appropriate evaluation. The Chief of Police or designee shall evaluate the employee's last yearly evaluations concern #4 above.
Page | 34
25.03 Seniority
Within each classification of sworn or non-sworn personnel, layoffs and reductions shall be made on the basis of inverse order to seniority in City Service.
25.04 Special Skills
Where the Chief of Police or designee deems it in the best interest of the Department, they may waive the order of layoffs or reductions when loss of an employee's skills on a particular assignment or loss of his special skills would negatively affect the Department's work.
25.05 Association President
The President of the Association shall be exempt from layoffs during his/her term of office.
25.06 Notification
The City Manager and the Association agree that the City Manager shall notify the Association immediately (at least thirty (30) days prior) of any pending layoffs and/or reductions affecting employees covered by the Agreement. The Association shall have the right to meet and confer concerning such layoffs and/or reductions.
26.00 MANAGEMENT RIGHTS
The City reserves all rights with respect to matters of general legislative and managerial policy including, among others, the exclusive right to determine the mission of its constituent departments, divisions, commissions and boards; set standards of service; determine the procedures and standards for recruitment and selection of employees within the law; direct its employees; take disciplinary action; relieve its employees of duties because of lack of work or for other good reasons; maintain the efficiency of governmental operations; determine the methods, means and personnel by which governmental operations will be conducted; require overtime; take all necessary actions to carry out its mission in emergencies; and exercise complete control and discretion over its organization and the technology of performing its work; and to develop positive and productive employer/employee relationships. These rights shall not be limited except as specified in this agreement.
27.00 PEACEFUL PERFORMANCE
The Association agrees that during the term of this Agreement neither it nor the employees it represents will engage in, encourage, sanction, or support: (1) strikes; (2) slowdowns; (3) mass resignations; (4) mass absenteeism; (5) picketing which would involve suspension of or interference with normal work of the
Page | 35
department or other City departments; or (6) any other similar actions which would involve suspension of or interference with normal work of the department or other City departments.
28.00 MISCELLANEOUS
28.01 Items Not Covered by Agreement
Existing wages, hours and other terms and conditions of employment including fringe benefits not changed, modified or specifically referenced in this Agreement and not inconsistent with the terms and conditions of this Agreement shall remain in full force and effect during the term of this Agreement.
28.02 New Job Classifications
If a represented employee covered by this Agreement is assigned work of a substantially new or different nature so as to constitute a new job classification, the City and the Association will negotiate the wage rate applicable to the new classification.
29.00 STAY WELL PLAN – SUNSETS NOVEMBER 30, 2024
The City has implemented the following Stay Well Plan, which includes the following conditions:
(1) Each stay well year will be from December 1 through November 30. (2) Eligible employees are those who have accumulated two hundred forty (240) hours of unused sick leave.
(3) The stay well bonus will be paid each year in a separate check on the next pay period after November 30.
(4) Eligible employees shall receive a bonus according to the following schedule, or a pro rata share of this bonus, should they achieve their two hundred forty (240) hours at some point during the stay well year.
Sick Leave Used Straight Time Bonus Pro Rata Bonus
0 sick hours 48 hours 50.0%
8 sick hours 40 hours 41.6%
12 sick hours 36 hours 37.5%
16 sick hours 32 hours 33.3%
24 sick hours 24 hours 25.0%
32 sick hours 16 hours 16.6%
36 sick hours 12 hours 12.5%
40 sick hours 8 hours 8.3%
Page | 36
48 - 96 sick hours 0 hours 0.0%
For example, if an employee has accumulated two hundred forty (240) hours by August of the stay well year and then accrues an additional twenty-four (24) hours from September 1 to November 30, the employee will have a total of two hundred sixty-four (264) hours.
If the employee has taken sixteen (16) sick hours, the employee will receive 33.3% of the twenty-four (24) hours in excess of the required two hundred forty (240) hour minimum.
(5) Personal leave hours are considered sick leave hours for the purpose of the stay well bonus, only if they are used immediately before or immediately following vacation or holidays (for those employees who receive holidays off) except as otherwise authorized by the Chief of Police.
(6) The stay well bonus is payable at straight time.
(7) Employees shall have the option of receiving the bonus or crediting their unused sick hours to their total accumulations. Such a decision must be received by the City Manager prior to December 1 of each year. The City Manager shall forward this notification to the Finance Department immediately.
(8) Sick hours taken off by employees, regardless of the reason, shall be deducted from the potential stay well bonus.
The specific purpose of the Stay Well Plan is to encourage employees to stay physically fit and well and to miss as few work hours as possible due to illness or any other reason.
The last stay well bonus will be paid on November 30, 2024.
Effective December 1, 2024, the Stay Well Plan has ended.
30.00 TERM OF AGREEMENT
The term of this Agreement shall be July 1, 2024, through June 30, 2027.
Page | 37
31.00 ENTIRE AGREEMENT
This Agreement rescinds and replaces any prior agreements between the parties except side letter agreements that are in effect by their terms. “City” “Association”
CITY OF SCOTTS VALLEY SCOTTS VALLEY POLICE
SUPERVISORS ASSOCIATION
City of Scotts Valley:
By: Mali LaGoe, City Manager
Scotts Valley Police Supervisors
Association Representative:
By: Chris Galli
Approved as to Form:
By: Kirsten Powell, City Attorney
Lead Negotiator:
By: Joe Higby
12531094.3 SC010-006
12531094.3 SC010-006
MEMORANDUM OF UNDERSTANDING
Between the City of Scotts Valley and
Scotts Valley Municipal Employees, SEIU Local 521
July 1, 2024 through June 30, 2027
i | Page
TABLE OF CONTENTS
Page
1.00 PREAMBLE............................................................................................................ 1
2.00 RECOGNITION....................................................................................................... 1
3.00 NO DISCRIMINATION............................................................................................ 1
4.00 RELATIONSHIP AFFIRMATION............................................................................ 2
5.00 ORGANIZATIONAL SECURITY............................................................................. 2
5.01 Payroll Deductions........................................................................................... 2
5.02 Bargaining Unit Member Contact Information............................................... 3
5.03 C.O.P.E. Deduction .......................................................................................... 4
5.04 Bulletin Boards................................................................................................. 4
5.05 Relevant Materials............................................................................................ 4
5.06 Visits By Union Representative ...................................................................... 4
5.07 Stewards ........................................................................................................... 5
5.08 Union Negotiators Release Time .................................................................... 5
5.09 Notification of Union Coverage....................................................................... 5
5.10 Memorandum of Understanding - Printing and Distribution........................ 6
5.11 Contracting Out................................................................................................ 6
6.00 MANAGEMENT RIGHTS........................................................................................ 6
7.00 PERSONNEL RULES/ACTIONS............................................................................ 7
7.01 Personnel Rule Revision ................................................................................. 7
7.02 Probationary Period......................................................................................... 7
7.03 Seniority............................................................................................................ 7
7.04 Performance Evaluation .................................................................................. 7
8.00 CLASSIFICATION .................................................................................................. 9
8.01 Reclassifications - General ............................................................................. 9
8.02 Reclassification Probationary Period............................................................. 9
8.03 Self-Initiated Reclassification Studies ........................................................... 9
8.04 Classifications (Wastewater)........................................................................... 9
9.00 HOURS OF WORK............................................................................................... 10
9.01 The Standard Work Day and Work Week ..................................................... 10
9.02 Rest Periods ................................................................................................... 11
9.03 Cleanup........................................................................................................... 11
9.04 Compensatory Time Off (CTO)...................................................................... 11
10.00 COMPENSATION............................................................................................... 11
10.01Salary Increases............................................................................................. 11
ii | Page
10.02Salary Studies ................................................................................................ 11
10.03Longevity ........................................................................................................ 12
10.04Promotions ..................................................................................................... 12
10.05Uniform Allowance......................................................................................... 12
10.06Working Out of Classification Pay shall be as follows:.............................. 13
10.07Standby Pay.................................................................................................... 14
10.08Call-Back......................................................................................................... 15
10.09 Mileage............................................................................................................ 15
10.10 Meal Allowance .............................................................................................. 15
10.11Night Meeting Pay.......................................................................................... 15
10.12Cell Phone Reimbursement........................................................................... 16
11.00 HEALTH AND WELFARE .................................................................................. 16
11.01 Medical Plan ................................................................................................... 16
11.02Life Insurance................................................................................................. 20
11.03LTD.................................................................................................................. 21
11.04State Disability Insurance.............................................................................. 21
11.05Physical Examination .................................................................................... 21
11.06CalPERS Retirement System and Contribution........................................... 21
11.07Wellness Stipend ........................................................................................... 21
11.08Deferred Compensation................................................................................. 21
12.00 HOLIDAYS.......................................................................................................... 22
13.00 VACATION.......................................................................................................... 22
13.01Vacation Accrual............................................................................................ 22
13.02Vacation - Illness............................................................................................ 23
13.03Vacation Accrual Maximum........................................................................... 23
13.04Vacation Schedule Conflict........................................................................... 24
13.05Vacation Sell-Back......................................................................................... 24
14.00 LEAVES.............................................................................................................. 24
14.01Leaves - General ............................................................................................ 24
14.02Sick Leave for Care of Immediate Family..................................................... 25
14.03Unused Sick Leave/Termination................................................................... 25
14.04Paid Bereavement Leave............................................................................... 26
14.05Personal Business Leave.............................................................................. 26
14.06 Medical Leave Insurance Coverage.............................................................. 26
14.07Part-Time Employees..................................................................................... 26
15.00 LAYOFF.............................................................................................................. 27
16.00 SAFETY.............................................................................................................. 28
16.01Compliance..................................................................................................... 28
iii | Page
16.02Unsafe Conditions ......................................................................................... 28
16.03Vehicle Safety................................................................................................. 29
17.00 TRAINING........................................................................................................... 29
17.01Tuition Reimbursement ................................................................................. 29
18.00 PEACEFUL PERFORMANCE - NO STRIKE/LOCKOUT................................... 30
19.00 STAY WELL PLAN – SUNSETS NOVEMBER 30, 2024 ................................... 30
20.00 DISCONTINUANCE OF WASTEWATER OPERATIONS .................................. 31
21.00 TEMPORARY EMPLOYEES.............................................................................. 31
21.01Provisions of MOU applicable to temporary employees. ........................... 31
21.02Temporary Classifications ............................................................................ 32
22.00 FULL UNDERSTANDING................................................................................... 33
23.00 TERM OF AGREEMENT .................................................................................... 33
24.00 GRIEVANCE PROCEDURE ............................................................................... 33
24.01 Introduction .................................................................................................... 33
24.02Grievance Defined.......................................................................................... 33
24.03 Informal Grievance Procedure...................................................................... 34
24.04Formal Grievance Procedures ...................................................................... 34
24.05Appeal to Hearing Officer.............................................................................. 35
24.06Review by City Council.................................................................................. 37 APPENDIX A:................................................................................................................ 39 EXHIBIT A - CLASSIFICATIONS.................................................................................. 40
1 | Page
MEMORANDUM OF UNDERSTANDING
between
CITY OF SCOTTS VALLEY
and
SCOTTS VALLEY MUNICIPAL EMPLOYEES SEIU, LOCAL 521
JULY 1, 2024 - JUNE 30, 2027
1.00 PREAMBLE
The Memorandum of Understanding between City of Scotts Valley and Scotts Valley Municipal Employees SEIU Local 521 ("Agreement") is entered into and by the City of Scotts Valley (hereafter referred to as the "City") and the Scotts Valley Municipal Employees, SEIU Local 521 CTW-CLC (hereafter referred to as the "Union"). "EMPLOYEE" defined for the purpose of this agreement shall mean an EMPLOYEE assigned to a classification within the Scotts Valley Municipal Employees Unit, SEIU Local 521 as delineated in Exhibit A.
The City and the Union (occasionally referred to herein as "Parties") have met and conferred in good faith through their authorized representatives and have arrived at an understanding concerning wages, hours, working conditions and other terms of employment for the period of July 1, 2024 through June 30, 2027.
This contract is subject to Sections 3500-3510 of the Government Code of the State of California and Resolution No. 680.7 (Personnel Rules and Regulations), of the City of Scotts Valley. In the event of conflict between this contract and City Resolution No. 680.7, this contract shall prevail.
Any past practices, policies or agreements not specifically addressed in this Memorandum of Understanding shall continue to apply in full force and effect.
2.00 RECOGNITION
Pursuant to Sections 3500-3510 of the Government Code of the State of California, the City recognized Service Employees International Union, Local 521 as the exclusive bargaining representative of the Scotts Valley Municipal Employees Unit consisting of all regular full time EMPLOYEES, regular part-time (1040 hours per year or more) EMPLOYEES, and temporary EMPLOYEES (as defined by California Government Code 3507.7) listed in the representational unit, except those limited by State or Municipal Codes.
3.00 NO DISCRIMINATION
There shall be no discrimination because of a person's political, religious or Union affiliation or belief, non-affiliation or non-belief, race, color, age, sex, national origin, physical or mental disability, medical condition, genetic characteristic or information,
2 | Page
martial or military status, sexual orientation, ancestry, gender identity, gender expression, and/or any other category protected by federal and/or state law.
4.00 RELATIONSHIP AFFIRMATION
The Union recognizes its obligation to cooperate with the City to assure maximum service of the highest quality and efficiency to the citizens of Scotts Valley, consistent with its obligations to the workers it represents. The City and the Union affirm the principle that harmonious labor-management relations are to be promoted and furthered.
5.00 ORGANIZATIONAL SECURITY
5.01 Payroll Deductions
The City shall rely on a written certification from SEIU requesting a deduction or reduction from employees’ salaries or wages confirming that SEIU has and will maintain individual signed employee authorizations affirmatively consenting to dues deductions that meet the requirements of State and federal law. After providing the required certification, SEIU shall not be required to provide a copy of individual authorizations to the City unless a dispute arises about the existence or terms of the authorization.
Based on the certification from SEIU described above, the City shall deduct, per pay period, the amount of regular and period dues, service fees, insurance premiums, COPE and any other Union-sponsored program (hereinafter “payroll deductions”) asspecified by SEIU. SEIU will provide the City with information regarding the amount ofany payroll deductions and the list of member employees who have affirmatively consented to or authorized such deductions.
The payroll deductions, together with a written statement of the names and amounts deducted, shall be transmitted to SEIU through electronic funds transfer no later thanthirty (30) days after the deductions from the employee’s earnings occur.
The unit member’s earnings must be sufficient, after all other required deductions are made, to cover the amount of the payroll deductions authorized by this Section.
When a unit member is in a non-pay status for an entire pay period, no withholdings will be made to cover that pay period from future earnings nor will the unit member deposit theamount with the City which would have been withheld if the unit member had been in pay status during that period. If a unit member is in a non-pay status during a part of the pay period, and that unit member’s salary is not sufficient to cover the full withholding, the City shall not conduct the payroll deduction on behalf of that employee.In this connection, all other required deductions have priority over the payroll deductionand unit member organization deduction.
5.01.01 Change or Cancellation of Deduction
Dues deductions may be revoked only pursuant to the terms of the employee’s written authorization. Requests to change or cancel deductions shall be directed to SEIU rather than the City. In the event that the City receives an employee’s requestto cancel or
3 | Page
chance deductions, the City shall direct the request to SEIU. The City shall rely on information provided by SEIU regarding whether deductions for SEIU were properly canceled or changed.
5.01.02 Indemnification
SEIU shall indemnify, defend, protect, and hold harmless the City and its elected and appointed officials, officers, employees, officers and agents (collectively hereafter the “Indemnitees”) from and against any and all claims, liabilities, losses, damages, fines, penalties, claims, demands, suits, actions, causes of action, judgments, costs and expenses (including, but not limited to, reasonable attorneys’ fees and court costs) arising from the application of Sections 5.01 and 5.01.01, including, but not limited to,any claims made by any member employees for the membership dues deductions theCity made in reliance on SEIU’s certification, and any claims made by any member employees for any deduction cancellation or modification the City made in reliance on the information provided by SEIU Further, SEIU shall refund to the City any amountspaid to it in error upon presentation of supporting evidence.
5.02 Bargaining Unit Member Contact Information
a. To the extent required by Government Code Section 3558, the City shall provide SEIU with a list of names and contact information (listed below) for any newly hired unit member within 30 days of the date of hire or by the first pay period of the month following hire. The City shall also provide SEIU with a list of all unit member names andcontact information on the last working day of September, January, and May. The information shall include the following information except for any information subject to exclusion pursuant to Government Code Section 6254.3(c):
• Employee name;
• Job title;
• Department;
• Work location;
• Home address; and
• Work, home and personal telephone numbers and personal email addresses onfile with the City.
b. Union Notification of Bargaining Unit Personal Information If the City determines that a Public Record Act request includes a request for personal contact information of bargaining unit employees, then the City will provide a copy of the request to the Union prior to fulfilling the PRA request. Such disclosure must follow state law. Personal contact information is defined as personal cell/home phone numbers, home addresses, payroll deductions, and personal email addresses.
4 | Page
5.03 C.O.P.E. Deduction
The City agrees to the establishment of a payroll deduction program for voluntary EMPLOYEE contributions to the Committee on Political s (C.O.P.E.) subject to the following conditions:
a. Voluntary deductions for C.O.P.E. shall be withheld only if the EMPLOYEE so authorizes in writing on a form provided by the Union and approved by the City.
b. Payroll deductions shall commence on the second pay period after the authorization is received by the City.
c. EMPLOYEES may sign up, change the amount of their
contributions or discontinue their contributions at any time. d. Charges by the City for the cost of administration of the program shall be paid for by the Union.
e. The Union shall indemnify, defend and hold the City, its officers and EMPLOYEES harmless against any and all claims, demands, suits and from liabilities of any nature which may arise out of or by reason of any action taken or not taken by the City under the provisions of this section.
5.04 Bulletin Boards
The Union shall be provided use of adequate and accessible space on bulletin boards for communications at the following locations: City Hall, Wastewater Treatment Plant, Corporation Yard, Recreation offices, and any new work sites agreed upon by the City and Union.
5.05 Relevant Materials
The Union shall have the right to review at reasonable times and receive upon request, without cost, copies of any and all current materials prepared, excluding privileged information, relating to wages, hours, and other terms and conditions of employment, which are relevant for SEIU to fulfill its duties and obligations as the exclusive representative of unit EMPLOYEES covered by this contract. The Union shall be given reasonable notice and given the opportunity to meet and confer with the City management prior to the adoption of a written ordinance, rule, resolution or policy related to the scope of representation. Reasonable notice shall be considered to be ten (10) working days.
5.06 Visits By Union Representative
Representatives of the Union shall be permitted access to City facilities for the purpose of contacting members concerning Union business upon notifying the site administrator. Contact with workers will not interfere with the work of the department. Access shall be restricted to non-working hours, except lunch and
5 | Page
break periods and for the processing and investigation of grievances and disciplinary appeals.
5.07 Stewards
The Union shall designate shop stewards. The Union shall be allowed one steward for each job site. The Union will notify the City of the names and department of the elected stewards and alternate stewards within thirty (30) days of ratification of this Agreement and will provide periodic listings of these stewards and alternates.
Stewards shall be allowed a reasonable amount of paid release time for the purpose of processing and investigating grievances and disciplinary appeals as long as there is no disruption of work. Stewards and Union Officers shall not conduct Union business on City time except for the above purpose or where mutually agreed upon by the Union and City. Stewards must first obtain permission from their supervisor before leaving their work or work location.
Permission will not be unreasonably denied.
Shop stewards shall be provided four (4) hours paid release time each calendar year for the purpose of training on the MOU and its application. Such release time shall be approved in advance by the shop steward's supervisor.
5.08 Union Negotiators Release Time
Union negotiators shall have the right to receive reasonable periods of release time without loss of compensation for meeting and negotiating or meeting and conferring with representatives of the City. The amount of such release time shall be by mutual agreement.
5.08.01 Negotiating Team
Union's negotiating team shall be comprised of the Union's Field Representative and up to four (4) EMPLOYEES including an alternate.
5.09 Notification of Union Coverage
a. When a person is hired in any classification represented by the Union, the City will notify that person that SEIU Local 521 is the recognized bargaining representative for the workers in said unit. A shop steward or Union representative will have time during new employee orientation to meet with each new employee during work time to provide that person with a copy of the current contract. b. If an employee or the Union representative is not able to attend the scheduled orientation, upon request the City shall authorize the employee release time toattend a 30-minute make-up session. The Union and the City will identify a mutually agreeable time for the make-up session.
c. One Union designee shall be granted release time to participate in the orientationor make-up session.
6 | Page
d. Upon request, City management shall leave the room during any orientation or make-up session conducted by the Union with employees. The City shall not discourage an employee’s
participation in the Union’s portion of the orientation/on-boarding process.
e. The Union may distribute copies of its membership/voluntary political contributionauthorization forms and any other Union materials at an orientation or make-up session.
5.10 Memorandum of Understanding - Printing and Distribution The Union will print copies of this Memorandum of Understanding and provide 20 copies to the City.
5.11 Contracting Out
The City will notify the Union in writing at least thirty (30) days in advance if it intends to contract out work currently performed by EMPLOYEES within the unit.
No bargaining unit member will be laid off as a result of contracting out. Upon request, the City will meet with the Union to explain the reason to contract out and to solicit Union views on the proposal. The City will make reasonable efforts to avoid the elimination of bargaining unit EMPLOYEES on the payroll. Prior to a City decision to contract out bargaining unit work, the City will consider whether such work could be accomplished in a fiscally responsible and timely manner by EMPLOYEES within the unit (including by hiring new EMPLOYEES). The City retains the right to contract out work. Exempt from this provision is the filling of temporarily vacant positions with anticipated vacancies of less than 30 calendar days created by an illness, injury, termination or vacation.
6.00 MANAGEMENT RIGHTS
The City reserves all rights with respect to matters of general legislative and managerial policy including, among others, the exclusive right to determine the mission of its constituent departments, divisions, commissions and boards; set standards of service; determine the procedures and standards for recruitment and selection of EMPLOYEES within the law; direct its EMPLOYEES; take disciplinary action; relieve its EMPLOYEES of duties because of lack of work or for other good reasons; maintain the efficiency of governmental operations; determine the methods, means and personnel by which governmental operations will be conducted; require overtime; take all necessary actions to carry out its mission in emergencies; and exercise complete control and discretion over its organization and the technology of performing its work; and to develop positive and productive employer/EMPLOYEE relationships. These rights shall not be limited except as specified in this agreement.
7 | Page
7.00 PERSONNEL RULES/ACTIONS
7.01 Personnel Rule Revision
It is the City's intent, subject to meeting and conferring with the Union on the proposed changes, to review and where appropriate revise its Personnel Rules and Regulations.
7.02 Probationary Period
The probationary period for newly hired EMPLOYEES shall be twelve (12) months.
The probationary period for promoted EMPLOYEES shall be six (6) months.
During the six (6) month probation period for promoted EMPLOYEES, the EMPLOYEE has the right to return to their former classification.
7.03 Seniority
Seniority shall be defined as paid hours of continuous service, exclusive of overtime. City will consider, in the recruitment process, qualified existing EMPLOYEES for the filling of vacancies.
Notice of all job vacancies that are open to the public must be posted on the union bulletin board for a period of five (5) business days prior to the final filing date of any position so that qualified EMPLOYEES may have an opportunity to apply and be considered for the position.
7.04 Performance Evaluation
A uniform system of appraisal shall apply to all performance evaluation reports.
The system utilized shall insure that each employee is evaluated only upon factors which bear directly upon job performance. These factors may include, but need not be limited to: quantity and quality of work; initiative and judgment demonstrated; conduct; and attendance. In addition to ratings based upon individual factors such as those named above, a final rating shall represent an aggregate, overall rating of the employee's performance during the rating period.
The primary purpose of the evaluation report is to provide both the employee and departmental management with a current assessment of the individual's development. These performance ratings shall also be utilized for:
(1) Determining fitness for appointment to permanent status; (2) Determining advancement to higher steps in the salary range; (3) As a guide in awarding promotions;
(4) As a record in matters involving disciplinary action; (5) As the determining factor in effecting layoffs where seniority is equal among two or more employees; and
8 | Page
(6) Determining eligibility for reinstatement.
Performance evaluations shall be presented in an evaluation conference with the immediate supervisor and employee, unless the employee is unavailable due to extended leave, in which case it will be mailed to the employee, according to the following schedule: (1) Upon completion of probation; and (2) On the employee's annual pay anniversary date. Each employee's supervisor is responsible for evaluating the employee's performance in writing and presenting the evaluation to the employee within 60 calendar days of the performance evaluation due date. Any evaluation not presented within 60 calendar days of the due date will automatically result in an "Effective - Meet Standards" evaluation.
If a step increase is based upon the evaluation and the evaluation is not presented within 60 calendar days of the due date, the evaluation will automatically result in an "Effective - Meets Standards" overall evaluation and the date of the step increase shall be that of the evaluation due date. Supervisors shall document and communicate factors which bear negatively upon an employee's job performance during the evaluation period. Supervisors shall attach any documentation which supports negative evaluation ratings in the evaluation. No negative performance evaluation will be arbitrary or capricious.
Employees shall be eligible for additional advanced merit salary increases as per Personnel Regulation 6.04.
All evaluation reports must be completed by the employee's immediate supervisor, reviewed by the next higher-level supervisor and approved by the department head. Following review and approval of the report, a copy shall be made available to the employee and discussed with him/her by the immediate supervisor and such other managers whose participation would be appropriate and beneficial to the discussion. Upon review with the employees, the final report shall be submitted to the City Manager for signature, with a copy to be retained in the employee's personnel file.
Employees may choose to appeal a performance evaluation to the department head within ten (10) working days whenever an evaluation includes ratings that are listed as either "unsatisfactory" or "needs improvement," Employees may formally enter a response to the evaluation in their personnel file. Any unsatisfactory areas in an employee's evaluation shall have attached reasons stated by the rater in the commentary section, shall have all previous written documentation that was given to the employee attached, and shall include specific recommendations for improvement and provisions for assisting the employee in implementing any recommendations made, including identification of any necessary training or specific work skill improvement which is necessary for the employee to achieve a satisfactory employment rating in the future. If a step increase is denied the employee shall be reevaluated at ninety day intervals for performance improvement to determine if performance has improved warranting a step increase.
Employee shall have access, upon request, to their personnel file.
9 | Page
8.00 CLASSIFICATION
8.01 Reclassifications - General
The City retains the right to classify and/or reclassify positions. The City will notify the Union of the creation or abolition of any classification represented by Union and, upon request, meet and confer regarding the salaries attached to positions and/or the effect of changes on promotional opportunities.
8.02 Reclassification Probationary Period
Reclassified EMPLOYEES shall not be subject to a probationary period.
8.03 Self-Initiated Reclassification Studies
Individual EMPLOYEES, or groups of EMPLOYEES within the same classification who believe they are regularly assigned work beyond the scope of their classification, or the Union representative on their behalf, may submit written requests for classification studies of their positions to the Personnel Officer during the month of February by the end of each fiscal year. The City shall conduct up to two (2) reclassification studies for SEIU job classifications per fiscal year.
A written request must be accompanied by a position description form. The Department Head shall offer assistance to EMPLOYEES on completion of the form.
The Personnel Officer will send a reminder notice on reclassification in January to all EMPLOYEES in the bargaining unit.
The reclassification request must specifically identify the duties and responsibilities which the EMPLOYEE(S) believes are not within their present classification.
By March 8, the Personnel Officer will forward reclassification requests to the affected department heads for their review and approval for study.
If a request is approved, the Department Head will, no later than March 31, ask the Personnel Officer to conduct a classification study by an outside consultant. If a request is denied, the Department Head shall provide a written response to the employee stating the reasons for denial, and if requested, the Department Head will meet with the EMPLOYEE and their representative to review the decision.
Reclassification studies shall be completed no later than May 1, and any increases in compensation shall be effective July 1 of the current year. All employees for whom a reclassification study was completed, shall receive a copy of the study of their position, with a copy sent to the Union.
8.04 Classifications (Wastewater)
A Wastewater Plant Operator-In-Training who obtains a Grade I State Certificate and is satisfactorily performing his duties will be classified as a Wastewater Plant Operator I. A Wastewater Plant Operator I who obtains a Grade II State Certificate
10 | Page
and is satisfactorily performing his duties will be classified as a Wastewater Plant Operator II. A Wastewater Plant Operator II who obtains a Grade Ill State Certificate and is satisfactorily performing the duties will receive a merit step increase if the member is currently at step 4 or below on the salary schedule.
9.00 HOURS OF WORK
9.01 The Standard Work Day and Work Week
The standard work day shall be eight (8) hours which includes any combination of accrued vacation, sick leave, holiday, overtime and/or compensated time taken.
Any hours over that shall be considered overtime and payable at a rate of one and one-half (1.5) times the regular rate of pay. Scheduling of work and overtime shall be approved in advance by the department head for all EMPLOYEES.
Unless an agreement is made between the City and the Employee to the contrary, the standard work week for full time workers shall consist of five (5) consecutive days of eight (8) hours per day with two consecutive days off within the work week, except for Wastewater Treatment Plant personnel. Wastewater Treatment Plant personnel who are designated as Duty Operator may be scheduled to work shifts of four (4) hours or less per day on weekends. All EMPLOYEES shall be assigned to work shifts with scheduled starting and quitting time. Should conditions necessitate a change in the regular shift of worker(s), the City will notify the worker in writing at least five (5) working days in advance, unless the schedule is mutually approved by the Department Head and worker. This section shall not preclude the City's right to effect changes necessitated by emergency situations as determined by the City's Emergency Services Director.
9.01.01 Special Schedules
EMPLOYEES may request that their department head consider special scheduling of their work. Examples of special schedules include flex-time, job sharing, voluntarily reduced work hours, and remote work. An alternative work week of four (4) consecutive days of ten (10) hours per day may be established by mutual agreement of the City and the Union, in which case any hours worked after ten (10) hours in a day or forty (40) hours in a week shall be considered overtime. A 9/80 work schedule may also be established by mutual agreement of the City and the Union, which shall consist of four (4) consecutive days of nine (9) hours during one seven (7) day regular work period, followed by four (4) consecutive workdays of nine (9) hours plus one workday of eight (8) hours during the second seven (7) day regular work period. The supervisor and department head may give special consideration to such requests within the existing law and policy, but are not obligated to change an EMPLOYEE'S schedule. All such special schedules require prior written approval of the City Manager, Department Head, and the Employee.
11 | Page
9.01.02 Lunch Periods
All EMPLOYEES shall be entitled to an uninterrupted unpaid lunch period at or about the mid-point of their work day. The length of time for such period shall be no longer than one (1) nor less than one-half (.5) hour.
9.02 Rest Periods
All EMPLOYEES are permitted to take rest periods which insofar as practical shall be in the middle of each work period at the rate of fifteen (15) minutes per four (4) hours or major fraction thereof. Rest periods on evening or special shifts or in unique locations may be scheduled to the mutual convenience of EMPLOYEES and supervisors.
9.03 Cleanup
All EMPLOYEES who work with dirty, contaminated and/or poisonous materials shall be allowed reasonable time for cleanup prior to their lunch period and the end of their shift. City will construct a shower facility at the Public Works Yard for use by EMPLOYEES during the last fifteen minutes of a work shift.
9.04 Compensatory Time Off (CTO)
The maximum accrual of CTO shall be eighty four (84) hours. Overtime not eligible for additional compensatory time off shall be paid at one and one-half (1.5) times the rate of pay. The choice of CTO or paid overtime shall be the EMPLOYEE's, subject to the accrual caps. CTO requests shall be submitted to the department head. Every effort shall be made by the department to allow each EMPLOYEE to use their remaining accrued CTO.
10.00 COMPENSATION
10.01 Salary Increases
Effective the first full pay period after July 1, 2024 or the first full pay period following the date of Council approval of this MOU, whichever is later, the salary range for each classification in the unit will receive a three percent (3%) salary increase.
Effective the first full pay period after July 1, 2025 the salary range for each classification in the unit will receive a three (3.0%) salary increase.
Effective the first full pay period after July 1, 2026 the salary range for each classification in the unit will receive a three (3.0%) salary increase.
10.02 Salary Studies
No later than June 30 of each year, the parties shall agree on three job classes, whose total compensation (wages, retirement, longevity and medical benefits) will be surveyed. The surveys shall be completed no later than January 31 and
12 | Page
provided to the Union upon completion. For purposes of the survey, the City of Santa Cruz, County of Santa Cruz, City of Watsonville, City of Capitola, and City of Scotts Valley shall be included.
10.03 Longevity
The City agrees that all members who have completed five (5) and ten (10)years of continuous full-time service will receive a longevity pay increase. Such increase will be two and a half percent (2.5%) at five (5) years and two and a half percent (2.5%) at ten (10) years. These longevity percentages stack, and, thus, the maximum longevity percentage is 5%. Thus, for example, an employee with twelve (12) years of continuous full-time service will receive a total of a five percent (5%) longevity increase (2.5% at 5 years plus 2.5% at 10 years). The maximum longevity increase is five percent (5%).
The parties agree that, to the extent permitted by law, this is special compensation and the City shall report this pay to CalPERS as "Longevity Pay" under 2 C.C.R. 571(a)(1) and 2 C.C.R. 571.1(b)(1).
10.04 Promotions
The salary of employees who are appointed to a higher class shall be placed on the step in the salary range for the higher class which will provide an increase above the salary step in the lower class which is at least 5%.
10.05 Uniform Allowance
EMPLOYEES in the Wastewater Plant (with the exception of parks and road maintenance personnel) who are required to wear uniforms shall have the uniforms provided and cleaned by the City (shirts, pants, lab coats, mechanics’ smocks).
The City shall also supply one (1) jacket in September of each year and clean same a maximum of four (4) times per year.
On an annual basis, the City shall provide reimbursement for boots and uniforms for workers in Public Works upon the submission of receipts as follows:
Wastewater Treatment/Senior Building Inspector/Code Enforcement Officer (boots and socks only):
Permanent Employees: $500.00
Probationary Employees: $175.00 on hire date; $175.00 upon completion of 6 months of the one-year probationary period; at the completion of 12 months employment, the now permanent employee is entitled to the difference between the allowance already received and the maximum allowable benefit for the fiscal year for a permanent employee. At the start of the next fiscal year after the oneyear probationary period, the now permanent employee is entitled to the uniform allowance as stated for permanent employees.
Parks & Road Maintenance: for boots, socks, pants and shorts (of medium length):
Permanent Employees: $800.00
13 | Page
Probationary Employees: $250.00 on hire date (boots only); $250.00 upon completion of 6 months of the one-year probationary period; at the completion of 12 months of employment, the now permanent employee is entitled to the difference between the allowance already received and the maximum allowable benefit for the fiscal year for a permanent employee. At the start of the next fiscal year after the one-year probationary period, the now permanent employee is entitled to the uniform allowance as stated for permanent employees.
The cost of boot repair shall be the responsibility of the Employee. Public Works EMPLOYEES not entitled to compensation for steel-toed boots, and not required to wear steel-toed boots, are: non-field personnel, such as the Secretary, etc. The boots provided for the EMPLOYEE by the City are for the purpose of safety and are to be worn at all times while on the job. Failure to wear steel-toed safety boots shall be cause for disciplinary action. Wearing of City-provided boots while not on the job shall be cause of disciplinary action.
The City will allow the Wastewater Treatment Plant EMPLOYEES the option of wearing the denim and cotton instead of the polyester clothing currently provided, if there is no difference in cost.
10.05.01 Uniform - Parks and Road Maintenance
The City shall annually provide at no cost to the parks and road maintenance personnel the following uniform items of clothing: Ten (10) cotton t-shirts, seven (7) cotton sweatshirts, one cap, one jacket and one pair of rain boots. Parks and road maintenance employees shall be responsible for the cleaning of these clothing items, including shorts and pants.
10.06 Working Out of Classification Pay shall be as follows:
1. EMPLOYEES assigned to an "out of classification" position will receive outof-class pay within a range of a higher classification beginning the first day of assignment in accordance with CalPERS regulations requirements and limitations.
2. All working out of classification pay will be at the salary step of the higher classification that is an increase of at least 5%.
3. All assignments to an "out of classification" position shall be set forth in a Personnel Transaction Report form prior to the first day of assignment.
4. The parties agree that, to the extent permitted by law, this is special compensation and the City shall report this pay to CalPERS for Classic Members only as "Temporary Upgrade Pay" under 2 C.C.R. 571(a)(3).
14 | Page
10.07 Standby Pay
10.07.01 Standby - General
Whenever emergency work is anticipated but does not warrant full-time staffing, regular EMPLOYEES may be required to remain on standby (available by telephone) for emergency work. Standby shifts shall be scheduled so that no standby shift is more than sixteen (16) hours per day for the maintenance division, twenty (20) hours per day for the wastewater division, nor more than seven (7) consecutive days. Any EMPLOYEE who is required to remain on standby for emergency work shall be paid the equivalent of twelve (12) hours straight time for each standby shift (all hours outside the EMPLOYEE'S regular work schedule, for seven (7) consecutive days) whether or not they are called to work. Said pay is compensation for the EMPLOYEE'S availability, not for hours worked. City Management will determine whether to provide City vehicles to members on a case-by-case basis.
10.07.02 Standby - Overtime
Whenever any EMPLOYEE is ordered to perform emergency work in excess of the normal working hours per day, whether or not they are on standby duty, they shall be paid for such work at the hourly equivalent of their monthly salary times one and one-half (1.5). This pay of one and onehalf (1.5) times hourly equivalent shall be in addition to the eight (8) hours straight time standby pay for EMPLOYEES so assigned. Emergency work for hours worked between 12 am (midnight) and 6 am shall be paid at two (2) times base pay. The two (2) times base pay provision will not apply to hours worked as part of an employee’s regular schedule.
10.07.03 Standby- Emergency
For standby emergency work calls, EMPLOYEES shall be paid at one and one-half (1.5) times base rate for every hour worked for a minimum of two (2) hours pay.
10.07.04 Standby- Road Maintenance Personnel
Road maintenance personnel shall be assigned standby duty during the period commencing no later than December 15th and ending no sooner than March 15th of each calendar year. Such assignment shall be made on a weekly rotational basis, and shall be distributed equally from an established list of qualified volunteers.
The City reserves the right to assign standby duty in the event there are no volunteers, and at other times of the year as conditions necessitate.
15 | Page
10.07.05 Standby – Fatigue Allowance
If an EMPLOYEE is called-in to work for four (4) hours or more during any evening/morning between the hours of 10 pm and 6 am, then that EMPLOYEE shall be permitted to request time off for their regular shift for the following day to allow them a period to rest given the extended hours of work. Such a request for time off will be honored unless there is an emergency situation and such coverage is essential. EMPLOYEE shall submit the request to the supervisor as soon as possible to allow for staff planning. EMPLOYEE shall use one of their available time off accruals for this time off (this may include sick time).
10.07.06 Standby – Time Off
If an EMPLOYEE is assigned Standby Duty Assignment and is unable to perform the assigned duties due to EMPLOYEE’s serious illness, the EMPLOYEE shall notify the supervisor immediately and the supervisor will attempt to find additional coverage. Once the employee is removed from Standby Duty as a result of illness, the EMPLOYEE will not be compensated for any Standby pay for the remainder of their assignment.
10.08 Call-Back
The minimum payment for EMPLOYEES called back to work from their off-duty hours shall be four (4) hours at one and one-half (1.5) times their hourly rate, except if called back within two (2) hours of the start of their next scheduled shift, the EMPLOYEE shall receive two (2) hours pay at one and one-half (1.5) times their hourly rate. Time "called back" shall be defined as the time the EMPLOYEE is notified of the need to return to work.
10.09 Mileage
Mileage reimbursement rate for EMPLOYEES utilizing personal vehicles shall be the IRS rate.
10.10 Meal Allowance
City agrees, whenever the Emergency Operations Center is opened, or in other bona-fide emergencies, as determined by the City Manager, to either provide meals to EMPLOYEES working under emergency conditions, or to reimburse them upon submission of a receipt in accordance with Administrative Policy #5.
10.11 Night Meeting Pay
Clerical staff, except for the City Clerk, who attend meetings of the City Council or of any Board or Commission of the City Council after their regularly scheduled shift, will receive a meal reimbursement of up to $28.00 for each meeting attended.
16 | Page
10.12 Cell Phone Reimbursement
EMPLOYEES who are required by their department head to use their personal cell phones for business will receive a $50 per month cell phone reimbursement during that approved period. The City will not be responsible for cell phone replacement, damage or any other costs associated with the EMPLOYEE'S personal cell phone.
A cell phone reimbursement participating form will be signed by each city employee and kept on file.
11.00 HEALTH AND WELFARE
11.01 Medical Plan
11.01.01 CalPERS Medical
The City provides medical insurance through the California Public Employees' Retirement System (CalPERS). The City's contribution towards medical coverage will be the minimum amount required by Government Code section 22892 for regular full-time.
11.01.02 Cafeteria Plan
The City will also make available a Flexible Benefit Plan (Cafeteria Plan) for active employees. The City shall also pay administrative fees and contingency reserve fund assessments, if any.
11.01.03 11.01.02 City Contribution
a. The City contributes the following amounts to the cafeteria plan per month on behalf of each bargaining unit member. Unit members electing health coverage with a cost greater than the amount paid by the City in this Section shall have the difference deducted automatically from the unit member’s pay on a pre-tax basis. In the event the employee’s monthly health elections are less than the amount shown on the chart below, the difference shall be provided as contribution to the employee’s deferred compensation account. Effective July 1, 2024, the difference shall no longer be provided as a contribution to an employee’s deferred compensation account but shall be provided to the employee as taxable cash.
Enrolment Level City Contribution
(Enrolled by
irrevocable election
prior to 1/1/22)
City
Contribution
(Enrolled
After 1/1/22)
Employee only $ 1,060.90 $ 1,030.00
Employee +1 $ 2,121.80 $ 2,030.00
17 | Page
Employee +2 or
More
$ 3,182.70 $ 3,090.00
The above amounts are inclusive of the City contribution set forth in section 11.01.01 above.
b. Effective January 2025, the City shall contribute the following amounts to the cafeteria plan per month on behalf of each bargaining unit member. The below amounts are inclusive of the City contribution set forth in section 11.01.01 above. The City’s monthly contribution for employee only shall be equal to the monthly medical premium cost for the plan chosen by the employee or one hundred percent (100%) of the cost at the Employee Only level of the average plan premiums offers by the CalPERS Health Benefit Medical Program for Region 1
(excluding out of state plans and plans not available in Monterey, Santa Cruz, or Santa Clara counties), whichever is less.
The City’s monthly contribution for employee + dependents shall be equal to the monthly medical premium cost for the plan chosen by the employee or one hundred percent (100%) of the average premium cost of health plans offered in CalPERS Medical Region 1 (excluding out of state plans and plans not available in Monterey, Santa Cruz, or Santa Clara counties), whichever is less.
c. Effective January 2027, for employee + dependents, the City’s monthly contribution shall be equal to the monthly medical premium cost for the plan chosen by the employee or ninety percent (90%) of the difference between the average employee only premium calculation above (see subdivision b) and same average premium calculation at the employee’s coverage level, whichever is less (excluding out of state plans and plans not available in Monterey, Santa Cruz, or Santa Clara counties) This amount is inclusive of the City contribution set forth in section
11.01.01 above.
11.01.04 Optional Benefits
Employees may also elect the following optional benefits:
1. Medical reimbursement account
2. Dependent care assistance plan
3. AFLAC supplemental insurance
18 | Page
Employees who elect optional benefits may cover the cost of the optional benefits through any unused amount of their cafeteria allowance. If an employee does not have any remaining cafeteria allowance after medical elections, the employee shall use pre-tax salary deductions to cover the cost of the optional benefits.
11.01.05 Cash in Lieu
Effective January 1, 2025, employees who provide adequate proof of alternative essential minimum medical coverage for themselves and their tax family, shall receive three hundred dollars ($300) per month in lieu of City-provided medical insurance.
11.01.06 Dental and Vision Insurance
As soon as administratively possible after Council approval of this MOU, the City shall provide dental insurance to employees. The City shall pay 100% of the employee only premium and shall pay 100% of the employee + dependents premium.
The City will continue to cover the cost of vision coverage benefits under the Vision Service Plan up to twenty ($20) per month.
11.01.07 Employee Retiree Medical Coverage Program
11.01.07.01 Employees Hired Prior to January 1, 2025
It is the purpose of the EMPLOYEES Retiree Medical Coverage program to provide for medical insurance compensation to retired EMPLOYEES in order to insure that these individuals, who have dedicated a number of years of service to the City of Scotts Valley, do not face an economic hardship at the time of retirement in paying for medical insurance coverage. a. For employees hired on or before June 30, 2018
To be eligible for this benefit an EMPLOYEE:
1. Must have been employed with the City for ten (10) years or longer.
2. Shall retire from the City of Scotts Valley. Public safety persons shall be eligible for this benefit upon retiring at age 50 or older; all other EMPLOYEES shall be eligible upon retiring at age 55 or older. Retirement shall be defined as "retiring under the provisions of the PERS Retirement Plan." Consistent with CalPERS requirements, Medicare eligible employees shall enroll in CalPERS Medicare plans upon
Medicare eligible age.
3. The retired EMPLOYEE shall provide annual proof on the anniversary of retirement of current medical insurance
19 | Page
coverage including the costs to the retiree. The retiree must notify the City if the medical insurance policy is cancelled.
Failure to carry medical insurance or to notify the City of its cancellation will eliminate eligibility for this benefit. The retired must secure their own medical insurance coverage.
The medical benefit will be provided directly to the retiree at the following rates:
1. For EMPLOYEES who have served 10 to 15 years with the City: 100% of premiums to a maximum of 33% of the PERSPlatinum plan premium level (benchmark plan); reduced to
16.5% at Medicare eligible age.
2. For EMPLOYEES who have served 15-20 years with the City:
100% of the premiums to a maximum of 50% of the PERSPlatinum plan; reduced to 25% at Medicare eligible age.
3. For EMPLOYEES who have served over 20 years: 100% of premiums to a maximum of 67% of the PERS-Platinum plan; reduced to 33.5% at Medicare eligible age.
The medical benefit will be provided to the retiree and their spouse. However, this benefit shall only be payable while the retiree is living, and shall not be payable to the spouse of the retiree after the retiree's death.
b. For Employees hired on or after July 1, 2018
To be eligible for this benefit an EMPLOYEE:
1. Must have been employed with the City for ten (10) years or longer.
2. Shall retire from the City of Scotts Valley. Public safety persons shall be eligible for this benefit upon retiring at age 50 or older; all other EMPLOYEES shall be eligible upon retiring at age 55 or older. Retirement shall be defined as "retiring under the provisions of the PERS Retirement Plan." Consistent with CalPERS requirements, Medicare eligible employees shall enroll in CalPERS Medicare plans upon
Medicare eligible age.
3. The retired EMPLOYEE shall provide annual proof on the anniversary of retirement of current medical insurance
coverage including the costs to the retiree. The retiree must notify the City if the medical insurance policy is cancelled.
Failure to carry medical insurance or to notify the City of its cancellation will eliminate eligibility for this benefit. The retired must secure their own medical insurance coverage. The
20 | Page
medical benefit will be provided directly to the retiree at the following rates:
For EMPLOYEES who have served 10 to 15 years with the
City up to a maximum of monthly contribution which is
inclusive of the PEMCHA minimum:
Employee Only 250.00
Employees plus Spouse: 375.00
For EMPLOYEES who have served 15 to 20 years with the
City up to a maximum of monthly contribution which is
inclusive of the PEMCHA minimum:
Employee Only 350.00
Employees plus Spouse: 550.00
For EMPLOYEES who have served over 20 years with the
City up to a maximum of monthly contribution which is
inclusive of the PEMCHA minimum:
Employee Only 500.00
Employees plus Spouse: 750.00
The medical benefit will be provided to the retiree and their spouse. However, this benefit shall only be payable while the retiree is living, and shall not be payable to the spouse of the retiree after the retiree's death.
11.01.07.02 Employees Hired on or After January 1, 2025 For bargaining unit members hired on or after January 1, 2025 and who retire from the City while meeting the eligibility of CalPERS retiree health insurance, the City’s contribution toward employee retiree medical coverage shall be the statutory minimum amount required under the PEMHCA as determined by CalPERS under Government Code Section 22892.
11.01.08 Part-Time Employees
Regular part-time EMPLOYEES shall be eligible to receive health benefits on a pro-rated premium basis given the ratio of their work schedule to fulltime work, and subject to the minimum number of hours specified in the City's current health benefits plan.
11.02 Life Insurance
The City shall pay the premium for a $50,000 life insurance plan and a $50,000 Accidental Death and Dismemberment plan for all unit EMPLOYEES.
21 | Page
11.03 LTD
The City shall continue in effect and pay the full premium for a long term disability insurance program with minimum monthly benefit of 60% of salary to a maximum of $6,000.
11.04 State Disability Insurance
EMPLOYEES shall be eligible for paid sick leave benefits in accordance with City rules. EMPLOYEES shall continue to pay the premium cost for State Disability Insurance. It shall be the EMPLOYEE'S responsibility to apply for State Disability benefits and to file with the City immediately upon receipt from the Department of Employment the "Notice of Calculation" for disability insurance.
11.05 Physical Examination
The City will pay the cost of the physical examination required for the Class B License for EMPLOYEES required to have the license by the City.
11.06 CalPERS Retirement System and Contribution
A. Classic Employees
The City provides the CalPERS pension formula of 2.5% at age 55 plan for all eligible Members hired on or before December 31,2012, or hired after such date but already in the CalPERS system as a classic member without a six-month break in service.
All classic employees shall contribute 8.0% of PERSable salary toward the employee’s contribution.
B. PEPRA Employees
For those Members hired on or after January 1, 2013 to the City of Scotts Valley, new to the CalPERS system, the City shall provide 2% at 62 for those Members in accordance with State law. The contribution for new PEPRA Members shall be shared in accordance with State law. PEPRA employee contributions shall be 50% of the normal cost as determined by CalPERS and may change on an annual basis.
11.07 Wellness Stipend
Effective the first full pay period upon ratification, the City shall provide a $50 per month wellness stipend through pay roll as taxable income to all bargaining unit members.
11.08 Deferred Compensation
Employees may contribute to a City authorized deferred compensation account (authorized under the Internal Revenue Code Section 457) via salary redirection.
22 | Page
Effective January 1, 2025, the City will match up to $50.00 during the 1st and 2nd pay period of each month (up to a maximum of $100.00 per month) of an employee’s contribution. The combined contribution between the City’s and the employee’s contribution cannot exceed the maximum permitted by law.
12.00 HOLIDAYS
Each member of the bargaining unit shall be entitled to the following holidays and to receive wages based on the normal scheduled work for the day. Any holiday that would otherwise be on a Saturday will be taken on the preceding Friday. Any holiday that would otherwise be on a Sunday will be taken on the following Monday. 1) The first day of January
2) Third Monday in January - Dr. Martin Luther King, Jr. Day 3) The third Monday in February - Washington's Birthday 4) The last Monday in May - Memorial Day
5) June 19 - Juneteenth
6) July 4th - Independence Day
7) The first Monday in September - Labor Day
8) The second Monday in October - Indigenous People’s Day/Columbus Day 9) November 11 - Veteran's Day
10) Thanksgiving Day
11) The day following Thanksgiving
12) The day preceding Christmas
13) Christmas Day
14) The day preceding New Year's Day
15) Two floating holidays per fiscal year. (Must be scheduled in advance and approved by a supervisor. Members must use the floating holiday within the fiscal year or lose that holiday for that fiscal year.)
16) Every day declared a holiday by the City Council.
13.00 VACATION
13.01 Vacation Accrual
EMPLOYEES shall accrue paid vacation as follows:
a) Less than five years: For EMPLOYEES completing less than five (5) years continuous service, six and two-thirds (6 2/3) hours for each month of service. (Two weeks per year.)
23 | Page
b) Five years or more but less than ten years: For EMPLOYEES completing five or more years but less than ten years of continuous service, ten (10) hours for each month of service. (Three weeks per year.) c) For EMPLOYEES completing ten (10) or more years of continuous service, thirteen and one-third (13-1/3) hours for each month of service. (Four weeks per year.)
d) For EMPLOYEES completing fifteen (15) or more years of continuous service, 14 hours for each month of service (four weeks plus one day per year.)
New employees may accrue paid vacation at a rate negotiated upon hire and approved by the City Manager. Such a negotiated rate shall fall into one of the existing tiers provided under a) through d) of this Section.
At the discretion of the City Manager, a new hire with prior experience equivalent to their position at the City may have all or a portion of their prior years of experience counted as years of service for the purposes of accruing vacation.
13.02 Vacation - Illness
If an EMPLOYEE becomes ill while on vacation and such illness can be supported by a written statement from a licensed medical practitioner, or if the EMPLOYEE is hospitalized for any period, the EMPLOYEE at the EMPLOYEE option shall have the period of illness charged against sick leave, if accrued, instead of vacation time.
13.03 Vacation Accrual Maximum
EMPLOYEES shall be entitled to accrue a maximum of 2 times their annual vacation accrual as provided under Section 13.01. If an employee is over 2 times the annual vacation accrual at the time of Council’s approval of this MOU, the employee will stop accruing vacation until they are below the maximum accrual limit. Vacation use may be deferred by written approval of the City Manager when in the best interest of the City.
It is the responsibility of EMPLOYEES to review the vacation accrual balance printed on each paycheck stub to ensure that they use vacation within the accrual cap unless deferment is requested and obtained from the City Manager as provided herein.
If an EMPLOYEE has requested and been denied vacation leave within four (4) months of the time that the vacation accrual maximum will be reached, enforcement of the vacation leave accrual maximum shall be postponed for six (6) months from the date of denial. The EMPLOYER will make reasonable efforts to ensure that the EMPLOYEE is able to use vacation time to maintain the EMPLOYEE’s accrual below the maximum.
24 | Page
13.04 Vacation Schedule Conflict
In the event of a conflict in scheduling vacations within a department, the EMPLOYEE with the greatest seniority shall receive preference.
13.05 Vacation Sell-Back
The City will buy back up to eighty (80) hours of vacation annually, provided the EMPLOYEE irrevocably elects to do so by December 15 of the prior year per the below requirements and so long as the employee has an accrued vacation balance of at least forty (40) hours remaining following the buy back.
To make the irrevocable election for vacation sell-back, the EMPLOYEE shall submit a written irrevocable election form to the City Manager or designee by December 15, which requests to cash out up to eighty (80) hours of vacation leave earned in the subsequent calendar year. The cash-out will occur in the first full pay period in December of the following calendar year. For example, an employee who submits an irrevocable election form by December 15, 2024, shall receive the cash out in December of 2025, assuming the employee has accrued sufficient vacation in 2025 for the cash out amount and assuming forty (40) hours of vacation remaining following the buy back.
If an employee makes an irrevocable election to cash out vacation in the following calendar year and uses vacation in that subsequent year, the vacation used will come from vacation the employee had earned prior to January 1 of the year the employee has elected to cash out vacation. This is to ensure the vacation used will not reduce the amount of vacation the employee will be eligible to cash out.
14.00 LEAVES
14.01 Leaves - General
Leaves shall be as set forth in the City's Personnel rules.
14.01.01 Workers' Compensation
In the event of a job-related injury or illness, the EMPLOYEE will receive any temporary disability, rehabilitation, and permanent disability benefits that are required under State law.
In addition to this amount, the EMPLOYEE shall receive an appropriate amount of accrued sick leave pay to provide for the difference between the established Workers' Compensation amount and the EMPLOYEE'S regular gross pay. The EMPLOYEE may also use accrued vacation or compensatory time to provide for this difference, once the EMPLOYEE'S accrued sick leave balance is exhausted.
25 | Page
In no event shall the combination of Workers' Compensation benefits exceed the regular gross pay for the affected EMPLOYEE.
It shall be the responsibility of the EMPLOYEE to notify the Finance Department if the EMPLOYEE chooses to use accrued vacation or compensatory time balances for Workers' Compensation purposes.
When an EMPLOYEE is away from the job because of a job-related injury or illness that exceeds one year following the exhaustion of accrued vacation, sick leave, and compensatory time or following the election not to use accrued vacation or compensatory time, the City shall not be required, following the one-year period, to maintain contributions toward group insurance.
An EMPLOYEE who is away from the job because of job related injury or illness shall have the right to return to his or her position until he or she is permanent and stationary and can no longer perform the essential functions of the job or until the EMPLOYEE is declared by the City's doctor to be fit for return to work and the EMPLOYEE, for whatever reasons, does not return to work.
14.02 Sick Leave for Care of Immediate Family
The usage of sick leave for family members shall be governed by the following provisions:
1. Sick leave shall be allowed and used in the case of sickness, disability, medical or dental treatment of a member of the EMPLOYEES immediate family (as defined in the City Personnel Rules & Regulations).
2. A limit of six (6) days each fiscal year may be used for sick leave for family members.
3. When calling in sick the EMPLOYEE is required to indicate that this is sick leave for family members.
4. All other provisions of the City Personnel Rules & Regulations dealing with sick leave shall apply to sick leave for family members.
14.03 Unused Sick Leave/Termination
Upon termination, any unused accrued sick leave, up to a maximum of one hundred and twenty (120) days, shall be paid at the following rate:
Years of Service Percent (%) of Base Salary
5 yrs and 1 day to 10 yrs 20
10 yrs and 1 day to 15 yrs 30
15 yrs and 1 day to 20 yrs 40
26 | Page
20 yrs and 1 day to 25 yrs 60
25 yrs and 1 day or longer 80
In lieu of payoff of sick leave at the above rates, City has amended the PERS contract to add Section 20965 of the California Government Code (Credit for Unused Sick Leave). Unused accumulated sick leave at time of retirement may be converted to additional Service Credit.
14.04 Paid Bereavement Leave
EMPLOYEES shall be granted leave in the event of the death of a member of the EMPLOYEE'S immediate family. The leave available is up to five (5) working days per death. Up to forty such hours are paid. To receive pay for hours in excess of forty, the employee may use any of his or her paid leave accruals, e.g. sick leave, vacation leave, compensatory time off. The immediate family for purposes of bereavement leave is defined as spouse, domestic partner, parent, grandparent, sister, brother, son, daughter, grandchild, mother-in-law, father-in-law, or any person living in the immediate household of the EMPLOYEE or where the EMPLOYEE maintains Power of Attorney or Executor of Estate over a family member, or any other special circumstance as approved by the City Manager.
The leave need not be used consecutively but must be used within three months.
14.05 Personal Business Leave
EMPLOYEES within the bargaining unit shall be eligible to use forty (40) hours per fiscal year of personal leave to be taken in increments of one hour or more with the time chargeable to accumulated sick leave. The taking of personal leave shall be approved in advance by the department head. Approval shall be at the discretion of the department head with due regard for the needs of the EMPLOYEE. Personal leave shall be taken only for purposes of pressing personal business which does not qualify for paid sick leave.
14.06 Medical Leave Insurance Coverage
The City shall continue to provide paid health, dental, and vision coverage to EMPLOYEES during the twelve week period of leave covered by the Family and Medical Care Leave Act. In the event an extension of the medical leave is granted beyond twelve weeks, the City shall pay half the insurance premium through the sixth (6th) month of the leave, at which time the EMPLOYEE may purchase insurance coverage at group rates through the City at their own expense.
14.07 Part-Time Employees
Regular part-time EMPLOYEES shall be eligible to receive pro-rated sick leave, vacation, and holidays.
27 | Page
15.00 LAYOFF
The City Council may abolish any position in the City Service due to lack of funds, work or need.
The layoff of employees resulting from the elimination of positions shall be governed by the following procedure:
a. Layoffs shall be made from within the affected job classification in reverse order of total time in that classification, including any period of probation, paid leave or active military leave. Except as regards military leave, no service credits shall be earned during any leave of absence without pay in excess of thirty (30) days.
Where time in service is equal between two (2) or more affected, their performance evaluations shall service as the determining factor.
b. The order of layoff in the affected classification or classification shall be:
i. temporary employees;
ii. probationary employees;
iii. permanent employees.
The treatment of personnel employed by means of State or Federal grant monies shall be in accordance with regulations for retention as established by the grantor.
In the absence of such regulation, the type of position (Municipal Service or Exempt) shall govern treatment of such personnel.
c. Probationary and permanent employees in the Municipal Service who, under paragraph 2 above, are scheduled to be laid off shall receive at least twenty-one (21) days written notice to this effect.
In lieu of layoff, an employee may elect transfer or demotion to a vacant position in the Municipal Service which the City intends to fill and for which the employee is qualified, in the sole judgment of the City. Such actions shall be governed by the terms of Personnel Rules and Regulations Rule 12.03 and 12.04, and in no event shall result in an employee being placed in a classification carrying a higher maximum rate of pay.
Within ten (10) days from the date layoff notices are issued, an employee who would otherwise be laid off may elect to displace an employee in a classification carrying a lower or the same maximum rate of pay; provided, however, that the displacing employee must have held permanent status in such classification and have greater time in the Municipal Service than the employee being displaced.
A probationary or permanent employee displaced in accordance with this paragraph shall, in turn, be provided the same notice and "bumping" privilege as set forth in this paragraph.
28 | Page
d. Probationary and permanent personnel laid off in accordance with this Rule may be placed on a re-employment list as provided by Personnel Rules and Regulations Rule 9.03. If an employee is re-employed from such a list, all service credits and sick leave accrued to the date of layoff shall be restored. In no event, however, shall the City restore credits for vacation and sick leave paid out at the time of layoff.
At the time of layoff, the employees name shall be removed from all promotional eligible lists, but, at the employee's request, shall be retained on opencompetitive lists subject to the provisions of Personnel Rules and Regulations Rule 9.04.
Prior to the effective date of layoff, the department head shall furnish the Personnel Officer a final evaluation of the employee's performance.
16.00 SAFETY
16.01 Compliance
The City and the EMPLOYEES will conform to and comply with all Federal, State and local health and safety laws and regulations. The City will take all steps necessary to insure EMPLOYEE health and safety on the job. Such steps may include the removal of unsafe conditions and equipment, the provision of adequate training for EMPLOYEES, and the active cooperation of all EMPLOYEES with the City Safety Program. Responsibility for safety is shared equally by the City and EMPLOYEES.
16.02 Unsafe Conditions
An EMPLOYEE shall not be required to work under unsafe conditions or with unsafe equipment or to perform tasks which endanger the EMPLOYEE'S health, safety and well-being. In order to ensure that health or safety hazards are dealt with on a timely basis, the following procedure shall be used to deal with potential hazards.
a) EMPLOYEES shall report health or safety hazards to their immediate supervisor upon discovery.
b) The supervisor shall cause the hazard to be abated as soon as possible and shall remove any and all EMPLOYEES from the hazardous circumstance or area. The supervisor shall also inform the department head of the hazard as soon as possible. An EMPLOYEE may report a continuing and unabated safety hazard to the department head and/or City Manager if the hazardous conditions persist and are jeopardizing EMPLOYEE safety. c) If an EMPLOYEE is working in an unsupervised situation or in a circumstance where an identified safety hazard has not been abated, and the EMPLOYEE has been assigned to a task which, in the EMPLOYEE'S belief and good faith threatens the EMPLOYEE'S health or safety or puts the EMPLOYEE or another person in danger of serious physical injury, the
29 | Page
EMPLOYEE may refuse to perform the task. Any EMPLOYEE'S refusal, in good faith, to perform said task shall not be just cause for discipline provided that the EMPLOYEE'S good faith belief is based on ascertainable, objective evidence and/or experience supporting the EMPLOYEE'S conclusions. No EMPLOYEE shall be discriminated against as a result of reporting any conditions believed to be a violation of health, safety or sanitation laws or regulations. The City and the Union propose to cooperatively identify and abate all hazardous health or safety circumstances and to maintain job safety as the highest priority.
16.03 Vehicle Safety
The City shall provide safe vehicles for use by City EMPLOYEES, whenever an EMPLOYEE'S duties require operation of a motor vehicle. All necessary repairs and maintenance of vehicles shall be performed to insure the safety of the operator. Under no circumstances shall a supervisor of the City require an EMPLOYEE to operate an unsafe vehicle.
Routine maintenance of City vehicles shall be no less than recommended by the manufacturer. Only high quality parts and tires will be used on City vehicles.
EMPLOYEES shall not be required to use their own vehicles for City business.
17.00 TRAINING
The City shall maintain, consistent with budgetary allocations and availability, a training program which will enable EMPLOYEES to upgrade their skills and improve their levels of performance. The City desires to provide a training program for all City EMPLOYEES.
The selection of training opportunities shall be at the sole discretion of the department head and City Manager, consistent with City policies, but the City shall solicit input from EMPLOYEES and will consider training requests.
17.01 Tuition Reimbursement
The City shall reimburse each EMPLOYEE up to $250 per fiscal year for tuition, books and course related expenses after successful completion of courses which are pertinent to their positions with the City.
For a course to be considered "pertinent" it must be an academic or vocational course taken for credit from an accredited college, university or adult education department, and such course must:
a. Improve knowledge and skills for the present position or for positions of higher classification within the City, or
b. Prepare for anticipated technological changes occurring in the EMPLOYEE'S career field.
c. Be approved for reimbursement, in advance, by the department head.
30 | Page
18.00 PEACEFUL PERFORMANCE - NO STRIKE/LOCKOUT
The Union agrees that during the term of this Memorandum of Understanding neither it nor the EMPLOYEES it represents will engage in, encourage, sanction, or support: (1) strikes; (2) slowdowns; (3) mass resignations; (4) mass absenteeism; (5) picketing which would involve suspension of or interference with normal work of the department or other City departments; or (6) any other similar actions which would involve suspension of or interference with normal work of the department or other City departments.
In the event of any job action as described in (1) - (6) above, the Union will immediately notify involved EMPLOYEES that the actions(s) is in violation of this Section, and direct them to cease the action(s).
The City shall not lock out any EMPLOYEE in the bargaining unit.
19.00 STAY WELL PLAN – SUNSETS NOVEMBER 30, 2024
The specific purpose of the Stay Well Plan is to encourage City EMPLOYEES to stay physically fit and well and to miss as few work days as possible due to illness or any other reason.
The Stay Well Plan includes the following provisions:
1) The Stay Well Year shall be from December 1 through November 30. 2) To be eligible for the Stay Well Plan, EMPLOYEES must have accumulated thirty (30) sick days (240 hours).
3) All sick leave (other than personal leave days) taken by EMPLOYEES, regardless of the reason, shall be deducted from the potential Stay Well Bonus. 4) The Stay Well Bonus shall be payable in a separate check to all eligible EMPLOYEES on the first pay date in December at the straight time salary rate in effect on November 30 of each year.
5) EMPLOYEES shall have the option of receiving a Stay Well Bonus on the first pay date in December or crediting their unused sick leave to their total accumulation.
A decision to credit unused sick leave to accumulation must be presented in writing to the City Manager prior to December 1 of each year. The City shall provide a written reminder of this provision to all EMPLOYEES no later than November 1 of each year.
6) Eligible EMPLOYEES shall receive a Stay Well Bonus, or a pro rata share, according to the following schedule should they become eligible at some point during the Stay Well Year.
Sick Leave Bonus Straight Time Bonus Pro Rata Bonus
0 Sick Days 48 hours 50%
1 Sick Day 40 hours 41.6%
31 | Page
2 Sick Days 32 hours 33.3%
3 Sick Days 24 hours 25%
4 Sick Days 16 hours 16.6%
5 Sick Days 8 hours 8.3%
6-12 Sick Days 0 hours 0%
The last stay well bonus will be paid on November 30, 2024.
Effective December 1, 2024, the Stay Well Plan has ended.
20.00 DISCONTINUANCE OF WASTEWATER OPERATIONS
In the event the City decides to discontinue, consolidate, or reduce the scope of its wastewater treatment operations, which may result in the dismissal, displacement or rearrangement of its EMPLOYEES, the City shall give at least ninety (90) days advance written notice to all affected EMPLOYEES and to the Union.
The City shall negotiate with any new service provider with the intent of ensuring that no EMPLOYEE affected by such decision is placed in a worse position with respect to wages, benefits, working conditions, and the rules governing working conditions, than existed prior to the date on which the EMPLOYEE was affected.
The City shall ensure that any remaining positions needed to maintain, operate, monitor, test, or control existing or modified operations shall be staffed by current wastewater treatment personnel.
The City and the Union shall continue to meet and confer throughout the life of this contract regarding the discontinuance, consolidation, or reduction in the scope of operations as it impacts existing EMPLOYEES.
21.00 TEMPORARY EMPLOYEES
Temporary employees hired directly by the City and performing work that is the same or similar to Municipal Employees bargaining unit work are part of the Municipal Employees bargaining unit. Unless specifically made applicable to temporary employees, the terms and conditions of this MOU do not apply to temporary employees as defined herein.
Temporary employees are at-will and do not have a property or other right to- or expectation of-continued employment with the City.
A temporary EMPLOYEE is a causal, seasonal, periodic, extra-help, temporary, relief, limited-term, per diem or any other public employee not hired for a permanent position.
For the purposes of this MOU, a temporary EMPLOYEE does not include an employee employed by a temporary services employer, an independent contractor or a temporary employee whose classification does not have a permanent counterpart position within the Municipal Employees’ bargaining unit.
21.01 Provisions of MOU applicable to temporary employees.
The following sections of this Agreement will apply to temporary EMPLOYEES:
32 | Page
• Article 1.00: Preamble
• Article 2.00: Recognition
• Article 3.00: No Discrimination
• Article 4.00: Relationship
• Article 5.00: Organizational Security
• Article 6.00: Management Rights
• Article 9.02: Rest Periods
• Article 9.03: Cleanup
• Article 9.04: Compensatory Time
• Article 15.00: Layoff
• All of Article 16.00: Safety
• Article 17.00 Training (however not Article 17.01: Tuition Reimbursement)
• Article 18.00: No Strike/Lockout
• Article 22.00 Full Understanding
• Article 23.00 Term of Agreement
• Article 24.00 through Article 24.04.02 (Grievance procedure up to Step 2 on subjects covered in this section of the MOU)
21.02 Temporary Classifications
Any temporary classifications within this bargaining unit shall have a permanent classification counterpart.
Article 21.03 PATHWAY TO PERMANENT EMPLOYMENT
a) Temporary EMPLOYEES employed by the City shall receive priority consideration over external candidates within the City’s hiring process for permanent positions that correspond to the employee’s temporary position. “Priority consideration” means that the temporary EMPLOYEE will be interviewed for the permanent position. Further, the City will consider a temporary EMPLOYEE’s relevant work experience. However, it does not mean that a temporary EMPLOYEE will be hired over a more highly rated applicant. Additionally, to receive “priority consideration” any temporary EMPLOYEE must actually apply for the open permanent position. b) Should a currently City-employed temporary EMPLOYEE be hired into a corresponding permanent position, the days worked as a temporary employee shall reduce the EMPLOYEE’s probationary period in the comparable classification, up to 90% of their total probationary period. c) Should a City-employed temporary EMPOLYEE hired on a temporary contract after July 1, 2024, be hired into a permanent position, the City will determine the equivalent seniority that the formally temporary employee will receive based on their temporary hours worked. Note: temporary contracts worked prior to July 1,
33 | Page
2024 will not count towards seniority. The City will notify the Union of the seniority experience. Should the Union disagree with the equivalent seniority, the Union may request a meeting to discuss the appropriate seniority. The Parties will meet in good faith to determine the appropriate seniority.
22.00 FULL UNDERSTANDING
This Agreement contains all the covenants, stipulations, and provisions agreed to by the parties. It is understood that all terms relating to EMPLOYEE wages, hours and other terms and conditions of employment not covered by this Agreement shall remain the same for the term of this Agreement. Therefore, except by mutual agreement of the parties or as specifically provided otherwise herein, for the life of this Agreement neither party shall be compelled to bargain with the other concerning any mandatory bargaining issue whether or not the issue was specifically bargained prior to the execution of this Agreement.
23.00 TERM OF AGREEMENT
This Memorandum of Understanding shall be effective upon the approval by the City Council and the Union and shall remain in full force and effect from July 1, 2024 through June 30, 2027.
24.00 GRIEVANCE PROCEDURE
24.01 Introduction
The City and the Union recognize early settlement of grievances is essential to sound labor relations. The parties seek to establish a mutually satisfactory and timely method of settlement of grievances of workers. The Union or the aggrieved worker and/or his representative are assured freedom from restraint, interference, coercion, discrimination, or reprisal.
An employee shall have the right to present their own grievance or do so through a representative of the Union. A Union steward and grievant shall be paid release time for grievance arbitrations. Witnesses shall be on paid release time during the time spent testifying. If a grievant is represented by himself/herself, the Union retains the right to be present at every formal stage of the process as an observer.
No grievance settlement may be made in violation of this contract nor shall any settlement be made which affects the rights or conditions of other employees represented by the Union without notification to and consultation with the Union.
24.02 Grievance Defined
A grievance is any alleged violation, misinterpretation or misapplication of the provisions of the City of Scotts Valley Personnel Rules and Regulations or Memorandum of Understanding, except the following:
A. Employee performance evaluations including deferral of merit or pay increases;
34 | Page
B. Written reprimands;
C. Policy decisions of the City Council not related to wages, hours, and/or working conditions;
D. Matters for which there is a separate appeal including disciplinary action; E. Challenge to a reclassification, layoff, transfer or denial of reinstatement unless related to an interpretation of the Personnel Rules and Regulations or Memorandum of Understanding.
24.03 Informal Grievance Procedure
Before filing a formal grievance, an EMPLOYEE shall first attempt to resolve the grievance through informal discussion with their immediate supervisor. The EMPLOYEE shall initiate a request for the meeting within fifteen work days of the alleged action, incident or decision generating the grievance. Meetings shall be scheduled in advance, with the EMPLOYEE stating the nature of the grievance and that he/she is initiating the grievance procedure when the appointment is made. Every attempt will be made by the parties to settle the issue at this level.
24.04 Formal Grievance Procedures
24.04.01 Step 1
If an EMPLOYEE has failed to reach resolution through the informal grievance procedure, the EMPLOYEE or Union may file in writing a formal Step 1 grievance with the Department Head. The grievance shall be filed with the Department Head within 10 work days following the scheduled informal grievance meeting with employee's immediate supervisor.
Form of the Grievance
The grievance shall state the following:
A. Name of the grievant.
B. A brief statement of the date, time and place of the occurrence of the incident(s) and the facts underlying the incident.
C. The specific section of the Memorandum of Understanding or Personnel Rules and Regulation allegedly misinterpreted or misapplied.
D. The steps taken by the grievant to secure informal resolution.
E. The corrective action the grievant is seeking.
F. The name, if any, of the agent chosen by the grievant to represent grievant's interest.
35 | Page
Investigation
Upon receipt of a grievance, the Department Head shall initiate an investigation. The investigation may include, but is not limited to, interviews, review of notes, records or other written material related to the incident, discussions with grievant and/or grievant's representative and discussions with grievant's supervisor.
Upon completion of the investigation, the Department Head shall prepare a written decision within 20 work days of receipt of the Step 1 filing.
24.04.02 Step 2
If an EMPLOYEE has failed to reach resolution through Step 1 of the grievance procedure, the EMPLOYEE or Union may file a formal Step 2 grievance with the Personnel Officer. The grievance shall be filed within 15 work days following the Employee's/Union's receipt of the Step 1 response.
Upon receipt of a grievance, the Personnel Officer shall initiate an investigation. The investigation may include, but is not limited to, interviews, review of notes, records or other written material related to the incident, discussions with grievant and/or grievant's representative and discussions with grievant's supervisor and department head.
The Personnel Officer shall prepare a written decision within 20 work days of receipt of the Step 2 filing.
24.05 Appeal to Hearing Officer
24.05.01 Time for Filing an Appeal
If a grievance is not resolved satisfactorily at Step 2 the Union may, within 10 work days from receipt of the Personnel Officer's decision, file a written notice of appeal of the grievance to a hearing officer. The notice of request for an appeal shall be filed in writing with the Personnel Officer.
24.05.02 Optional Mediation
The timelines in this section may be held in abeyance if the parties have mutually agreed the grievance lends itself to non-binding mediation. In that instance, a mediator shall be requested from the California State Mediation and Conciliation Service. If mediation does not satisfactorily resolve the matter the Union may, within 5 work days of receipt of the mediator's recommendation, file a written request to resume the hearing officer process with the Personnel Officer.
24.05.03 Selection of Hearing Officer
The parties shall request a Hearing Officer from the State Mediation and Conciliation Service to submit to them a list of seven (7) persons qualified and available to act as a hearing officer. Within five (5) work days of receipt
36 | Page
of the list, the parties shall alternately strike names from such list, with the last remaining name to be the person serving as the hearing officer. The party having first choice to strike a name from the list shall be determined by coin toss.
24.05.04 Hearing and Decision
The Hearing Officer shall hold a hearing, receive evidence and prepare written findings supporting its decision. All efforts shall be made to schedule the hearing within 30 days of the notice of appeal. At the request of either party, the hearing shall be recorded, but not transcribed. Should any party desire a transcript they shall bear the expense of the transcript preparation and shall provide a copy to the other side for no fee.
Upon mutual agreement, the City and the Union may submit briefs to the hearing officer in lieu of a hearing.
The hearing officer’s expenses, if any, shall be borne equally by the Union and the City. Each party shall bear the cost of its own presentation.
24.05.05 Evidence
Parties may furnish relevant evidence to the Hearing Officer. Relevant evidence shall be of the sort that a reasonable person would rely upon in the understanding of the rule, regulations or agreement that is the subject of the grievance. Formal rules of evidence do not apply.
24.05.06 Findings
The Hearing Officer shall prepare written findings of fact and recommended resolution of the grievance, specifying the appropriate remedy, if any, as soon as possible after conclusion of the hearing and send those findings to the City Clerk who shall forward the decision to the City Council, the City Manager and to any other official from whose action the appeal was taken, and to the Union.
24.05.07 Finality
The decision of the Hearing Officer is final unless it is appealed to the City Council under subsection 5 below.
24.05.08 Scope of Authority of Hearing Officer
The Hearing Officer shall review all evidence presented and render an impartial decision regarding the grievance. The hearing shall be confined to the interpretation of the explicit section of the Memorandum of Understanding or Personnel Rules and Regulations allegedly misinterpreted or misapplied. The Hearing Officer shall have no authority to add, detract, alter, amend, or in any way modify any provision of the Memorandum of Understanding or Personnel Rules and Regulations.
37 | Page
24.06 Review by City Council
24.06.01 Request for Review
If the City or Union is dissatisfied with the decision of the Hearing Officer, either the City or Union may request a review by the City Council by filing a written request with the City Clerk within 5 work days after receipt of the Hearing Officer's written decision.
24.06.02 City Council Review
If a request is filed, the City Council shall review the Hearing Officer's decision.
24.06.02.1 Time for Review
The City Council shall review the decision within 30 days after receiving the request for review.
24.06.02.2 Scope of Review
The City Council shall review only the written findings and recommendation of the Hearing Officer and the documents presented at that hearing, which shall include the grievance and the City's responses thereto. The City Council may not conduct a new hearing or receive evidence not part of the record of the Hearing Officer.
24.06.02.3 Manner of Review
After reviewing the finding and recommendation of the Hearing Officer and the documents presented at that hearing the City Council shall meet to discuss the matter and make its decision. The meeting shall be open to the public unless it qualifies as a closed session under the Brown Act (Gov. Code sections 54940 et seq.)
24.06.02.4 Decision
The City Council shall render its decision in writing. The decision of the City Council is final.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Signature page follows on next page
38 | Page
Signed:
City of Scotts Valley
By: Mali LaGoe, City Manager
Scotts Valley Municipal Employees,
SEIU Local 521
By: Devon King,
SEIU Lead Internal Organizer
Approved as to Form:
By: Kirsten Powell, City Attorney By: Brian Youmans, SEIU Negotiating Team By: Jose Perez, SEIU Negotiating Team
By: Conner Gera, SEIU Negotiating Team
39 | Page
APPENDIX A:
Agreed Upon Market/Equity Increases.
First pay full period
after July 1, 2024
First full pay
period after July
1, 2025
First full pay
period after July
1, 2026
ACCOUNTANT I 2.0% 2.0% 2.0%
SENIOR BUILDING INSPECTOR 10.0% 7.0% 3.0%
BUILDING INSPECTOR 10.0% 7.0% 3.0%
CODE ENFORCEMENT OFFICER 10.0% 7.0% 3.0%
ASSOCIATE PLANNER 1.0% 0.5% 0.5%
ASSISTANT PLANNER 2.0% 2.0% 1.0%
SENIOR BUILDING PERMIT TECHNICIAN 8.0% 4.0% 4.0%
BUILDING PERMIT TECHNICIAN 8.0% 4.0% 4.0%
MAINTENANCE SUPERVISOR 5.0% 5.0% 5.0%
MAINTENANCE WORKER III 4.0% 2.0% 2.0%
MAINTENANCE WORKER II 5.0% 4.0% 2.0%
MAINTENANCE WORKER I 5.0% 4.0% 3.0%
LABORER 4.0% 2.0% 2.0%
ASSISTANT CIVIL ENGINEER 6.0% 5.0% 5.0%
ENGINEERING ASSOCIATE 3.0% 2.0% 2.0%
ENGINEERING TECHNICIAN 5.0% 4.0% 3.0%
SENIOR PUBLIC WORKS INSPECTOR 2.0% 2.0% 2.0%
PUBLIC WORKS INSPECTOR 3.0% 3.0% 3.0%
SENIOR WASTEWATER LAB ANALYST 3.0% 2.0% 2.0%
SENIOR WASTEWATER PLANT OPERATOR 1.0% 1.0% 1.0%
WASTEWATER PLANT OPERATOR II 1.0% 1.0% 1.0%
WASTEWATER PLANT OPERATOR I 1.0% 1.0% 1.0%
WASTEWATER PLANT OPERATOR IN TRAINING 1.0% 1.0% 1.0%
SENIOR RECREATION LEADER 26.0% 7.0% 7.0%
RECREATION LEADER 32.0% 8.0% 8.0%
ADMINISTRATIVE SECRETARY /ANALYST 2.0% 2.0% 2.0%
ADMINISTRATIVE ASSISTANT III 3.0% 3.0% 2.0%
ADMINISTRATIVE ASSISTANT II 2.0% 2.0% 1.0%
RECREATION COORDINATOR 1.0% 1.0% 1.0%
40 | Page
EXHIBIT A - CLASSIFICATIONS
Accountant I
Accounting Assistant
Administrative Analyst I
Administrative Analyst II
Administrative Assistant I
Administrative Assistant II
Administrative Assistant Ill
Administrative Secretary/Analyst (nonconfidential)
Assistant Civil Engineer
Assistant Planner
Associate Planner
Building Inspector
Building Permit Technician
Chief Wastewater Plant Operator
Code Enforcement Officer
Engineering Associate
Engineering Technician
Facilities Maintenance Specialist
Laborer
Maintenance Supervisor
Maintenance Worker I
Maintenance Worker II
Maintenance Worker Ill
Public Works Inspector
Public Works Inspector/Technician
Senior Building Inspector
Senior Building Permit Technician
Senior Public Works Inspector
Senior Recreation Leader
Senior Wastewater Laboratory Analyst
Wastewater Operator I
Wastewater Operator II
Wastewater Plant/Operator-In-Training
RESOLUTION NO. 1955.30
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SCOTTS VALLEY
APPROVING THE SALARY SCHEDULE AND CLASSIFICATIONS FOR
FISCAL YEAR 2024-25 to 2026-27
WHEREAS, City staff continues to analyze the organization’s evolving needs; and WHEREAS, staff have updated the salary schedules to be reflective of salary escalations per the respective agreements; and
WHEREAS, City Council approval is needed to amend a Salary Schedule.
NOW, THEREFORE, BE IT RESOLVED AND ORDERED by the City Council of the City of Scotts Valley that the Salary Schedule for Fiscal Year 2024-25 to 2026-27 is hereby approved as attached as Exhibit A.
The above and foregoing resolution was duly and regularly adopted by the City Council of the City of Scotts Valley at a meeting held on the 21st day of August 2024 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Approved:
Randy Johnson, Mayor
Attest:
Cathie Simonovich, City Clerk
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 ACCOUNTANT I SEIU 5,053 5,306 5,571 5,850 6,143 6,450 6,772ACCOUNTANT II Mid-Mgmt 6,281 6,595 6,925 7,271 7,635 8,017 8,418ACCOUNTING ASSISTANT SEIU 4,168 4,376 4,595 4,825 5,066 5,319 5,585ADMINISTRATIVE ANALYST I SEIU 6,141 6,448 6,770 7,108 7,463 7,836 8,228ADMINISTRATIVE ANALYST II SEIU 6,980 7,329 7,695 8,080 8,484 8,908 9,353ADMINISTRATIVE ASSISTANT I SEIU 4,168 4,376 4,595 4,825 5,066 5,319 5,585ADMINISTRATIVE ASSISTANT II SEIU 4,458 4,681 4,915 5,161 5,419 5,690 5,974ADMINISTRATIVE ASSISTANT III SEIU 4,847 5,089 5,343 5,610 5,890 6,185 6,494ADMINISTRATIVE SECRETARY /ANALYST SEIU 5,036 5,288 5,552 5,830 6,122 6,428 6,749ADMINISTRATIVE SECRETARY/ANALYST Mgmt & Conf 5,134 5,391 5,661 5,944 6,241 6,553 6,881ADMINISTRATIVE SERVICES DIRECTOR Mgmt & Conf 12,814 13,455 14,128 14,834 15,576 16,355 17,173ASSISTANT CIVIL ENGINEER SEIU 6,611 6,942 7,289 7,653 8,036 8,438 8,860ASSISTANT PLANNER SEIU 6,180 6,489 6,813 7,154 7,512 7,888 8,282 ASSISTANT TO THE CITY MANAGER Mgmt & Conf 8,693 9,128 9,584 10,063 10,566 11,094 11,649 ASSOCIATE CIVIL ENGINEER Mid-Mgmt 8,930 9,377 9,846 10,338 10,855 11,398 11,968 ASSOCIATE PLANNER SEIU 7,199 7,559 7,937 8,334 8,751 9,189 9,648 BUILDING INSPECTOR SEIU 5,750 6,038 6,340 6,657 6,990 7,339 7,706BUILDING OFFICIAL Mid-Mgmt 10,119 10,625 11,156 11,714 12,300 12,915 13,561BUILDING PERMIT TECHNICIAN SEIU 4,501 4,726 4,962 5,210 5,470 5,744 6,031CITY CLERK Mgmt & Conf 8,693 9,128 9,584 10,063 10,566 11,094 11,649 CITY ENGINEER Mid-Mgmt 10,319 10,835 11,377 11,946 12,543 13,170 13,829CITY MANAGER Contract 17,320 18,186 19,095 20,050 21,053 22,106 23,211CIVIL ENGINEER Mid-Mgmt 8,347 8,764 9,202 9,662 10,145 10,652 11,185 CODE ENFORCEMENT OFFICER SEIU 5,299 5,564 5,842 6,134 6,441 6,763 7,101COMMUNITY DEVELOPMENT DIRECTOR Mgmt & Conf 12,814 13,455 14,128 14,834 15,576 16,355 17,173 DEPUTY CITY CLERK Mgmt & Conf 6,030 6,331 6,648 6,980 7,329 7,695 8,080 EMERGENCY DISPATCH CLERK I PBU 5,001 5,251 5,514 5,790 6,079 6,383 6,702EMERGENCY DISPATCH CLERK II PBU 5,542 5,819 6,110 6,416 6,737 7,074 7,428 EMERGENCY DISPATCH CLERK III PBU 5,651 5,934 6,231 6,543 6,870 7,214 7,575ENGINEERING ASSOCIATE SEIU 5,705 5,990 6,290 6,604 6,934 7,281 7,645ENGINEERING TECHNICIAN SEIU 4,967 5,215 5,476 5,750 6,037 6,339 6,656FINANCE MANAGER Mgmt & Conf 9,287 9,751 10,239 10,751 11,289 11,853 12,446HUMAN RESOURCES MANAGER Mgmt & Conf 9,287 9,751 10,239 10,751 11,289 11,853 12,446LABORER SEIU 3,507 3,682 3,866 4,059 4,262 4,475 4,699MAINTENANCE DIVISION MANAGER Mid-Mgmt 8,695 9,130 9,586 10,065 10,568 11,096 11,651 MAINTENANCE SUPERVISOR SEIU 5,416 5,687 5,971 6,270 6,584 6,913 7,259 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 07/01/2024 - 12/31/2024 Exhibit A
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 07/01/2024 - 12/31/2024 MAINTENANCE WORKER I SEIU 3,723 3,909 4,104 4,309 4,524 4,750 4,987 MAINTENANCE WORKER II SEIU 4,188 4,397 4,617 4,848 5,090 5,345 5,612 MAINTENANCE WORKER III SEIU 4,699 4,934 5,181 5,440 5,712 5,998 6,298 POLICE CAPTAIN Mgmt & Conf 12,443 13,065 13,718 14,404 15,124 15,880 16,674 POLICE CHIEF Mgmt & Conf 15,261 16,024 16,825 17,666 18,549 19,476 20,450 POLICE LIEUTENANT PSA 10,962 11,510 12,086 12,690 13,324 13,990 14,690 POLICE OFFICER PBU 7,352 7,720 8,106 8,511 8,937 9,384 9,853 POLICE OFFICER TRAINEE PBU 7,352 7,720 8,106 8,511 8,937 9,384 9,853 POLICE SERGEANT PSA 8,982 9,431 9,903 10,398 10,918 11,464 12,037 PRINCIPAL PLANNER Mid-Mgmt 8,684 9,118 9,574 10,053 10,556 11,084 11,638 PROJECT MANAGER Mid-Mgmt 7,894 8,289 8,703 9,138 9,595 10,075 10,579 PUBLIC WORKS DIRECTOR Mgmt & Conf 12,814 13,455 14,128 14,834 15,576 16,355 17,173 PUBLIC WORKS DIRECTOR/CITY ENG Mgmt & Conf 13,455 14,128 14,834 15,576 16,355 17,173 18,032 PUBLIC WORKS INSPECTOR SEIU 5,361 5,629 5,910 6,206 6,516 6,842 7,184 RECREATION COORDINATOR SEIU 5,210 5,470 5,744 6,031 6,333 6,650 6,982 RECREATION DIVISION MANAGER Mid-Mgmt 8,526 8,952 9,400 9,870 10,364 10,882 11,426 RECREATION LEADER SEIU 3,302 3,467 3,640 3,822 4,013 4,214 4,425 SENIOR ACCOUNTANT Mid-Mgmt 8,278 8,692 9,127 9,583 10,062 10,565 11,093 SENIOR ADMIN ANALYST Mid-Mgmt 8,726 9,162 9,620 10,101 10,606 11,136 11,693 SENIOR BUILDING INSPECTOR SEIU 6,403 6,723 7,059 7,412 7,783 8,172 8,581 SENIOR BUILDING PERMIT TECHNICIAN SEIU 4,925 5,171 5,430 5,701 5,986 6,285 6,599 SENIOR CIVIL ENGINEER Mid-Mgmt 10,852 11,395 11,965 12,563 13,191 13,851 14,544 SENIOR MANAGEMENT ANALYST Mid-Mgmt 6,980 7,329 7,695 8,080 8,484 8,908 9,353 SENIOR PLANNER Mid-Mgmt 8,693 9,128 9,584 10,063 10,566 11,094 11,649 SENIOR PUBLIC WORKS INSPECTOR SEIU 6,061 6,364 6,682 7,016 7,367 7,735 8,122 SENIOR RECREATION LEADER SEIU 3,776 3,965 4,163 4,371 4,590 4,820 5,061 SENIOR WASTEWATER LAB ANALYST SEIU 5,363 5,631 5,913 6,209 6,519 6,845 7,187 SENIOR WASTEWATER PLANT OPERATOR SEIU 6,536 6,863 7,206 7,566 7,944 8,341 8,758 SERVICES SUPERVISOR PSA 6,667 7,000 7,350 7,717 8,103 8,508 8,933 WASTEWATER DIVISION MANAGER Mid-Mgmt 10,853 11,396 11,966 12,564 13,192 13,852 14,545 WASTEWATER LAB/ ENVIRO COMPLIANCE MGR Mid-Mgmt 7,632 8,014 8,415 8,836 9,278 9,742 10,229 WASTEWATER PLANT OPERATOR I SEIU 5,179 5,438 5,710 5,996 6,296 6,611 6,942 WASTEWATER PLANT OPERATOR II SEIU 5,690 5,975 6,274 6,588 6,917 7,263 7,626 WASTEWATER PLANT OPERATOR IN TRAINING SEIU 4,519 4,745 4,982 5,231 5,493 5,768 6,056
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 ACCOUNTANT I SEIU 5,053 5,306 5,571 5,850 6,143 6,450 6,772 ACCOUNTANT II Mid-Mgmt 6,281 6,595 6,925 7,271 7,635 8,017 8,418 ACCOUNTING ASSISTANT SEIU 4,168 4,376 4,595 4,825 5,066 5,319 5,585 ADMINISTRATIVE ANALYST I SEIU 6,141 6,448 6,770 7,108 7,463 7,836 8,228 ADMINISTRATIVE ANALYST II SEIU 6,980 7,329 7,695 8,080 8,484 8,908 9,353 ADMINISTRATIVE ASSISTANT I SEIU 4,168 4,376 4,595 4,825 5,066 5,319 5,585 ADMINISTRATIVE ASSISTANT II SEIU 4,458 4,681 4,915 5,161 5,419 5,690 5,974 ADMINISTRATIVE ASSISTANT III SEIU 4,847 5,089 5,343 5,610 5,890 6,185 6,494 ADMINISTRATIVE SECRETARY /ANALYST SEIU 5,036 5,288 5,552 5,830 6,122 6,428 6,749 ADMINISTRATIVE SECRETARY/ANALYST Mgmt & Conf 5,134 5,391 5,661 5,944 6,241 6,553 6,881 ADMINISTRATIVE SERVICES DIRECTOR Mgmt & Conf 12,814 13,455 14,128 14,834 15,576 16,355 17,173 ASSISTANT CIVIL ENGINEER SEIU 6,611 6,942 7,289 7,653 8,036 8,438 8,860 ASSISTANT PLANNER SEIU 6,180 6,489 6,813 7,154 7,512 7,888 8,282 ASSISTANT TO THE CITY MANAGER Mgmt & Conf 8,693 9,128 9,584 10,063 10,566 11,094 11,649 ASSOCIATE CIVIL ENGINEER Mid-Mgmt 8,930 9,377 9,846 10,338 10,855 11,398 11,968 ASSOCIATE PLANNER SEIU 7,199 7,559 7,937 8,334 8,751 9,189 9,648 BUILDING INSPECTOR SEIU 5,750 6,038 6,340 6,657 6,990 7,339 7,706 BUILDING OFFICIAL Mid-Mgmt 10,119 10,625 11,156 11,714 12,300 12,915 13,561 BUILDING PERMIT TECHNICIAN SEIU 4,501 4,726 4,962 5,210 5,470 5,744 6,031 CITY CLERK Mgmt & Conf 8,693 9,128 9,584 10,063 10,566 11,094 11,649 CITY ENGINEER Mid-Mgmt 10,319 10,835 11,377 11,946 12,543 13,170 13,829 CITY MANAGER Contract 17,320 18,186 19,095 20,050 21,053 22,106 23,211 CIVIL ENGINEER Mid-Mgmt 8,347 8,764 9,202 9,662 10,145 10,652 11,185 CODE ENFORCEMENT OFFICER SEIU 5,299 5,564 5,842 6,134 6,441 6,763 7,101 COMMUNITY DEVELOPMENT DIRECTOR Mgmt & Conf 12,814 13,455 14,128 14,834 15,576 16,355 17,173 DEPUTY CITY CLERK Mgmt & Conf 6,030 6,331 6,648 6,980 7,329 7,695 8,080 EMERGENCY DISPATCH CLERK I PBU 5,101 5,356 5,624 5,905 6,200 6,510 6,836 EMERGENCY DISPATCH CLERK II PBU 5,653 5,936 6,233 6,545 6,872 7,216 7,577 EMERGENCY DISPATCH CLERK III PBU 5,766 6,054 6,357 6,675 7,009 7,359 7,727 ENGINEERING ASSOCIATE SEIU 5,705 5,990 6,290 6,604 6,934 7,281 7,645 ENGINEERING TECHNICIAN SEIU 4,967 5,215 5,476 5,750 6,037 6,339 6,656 FINANCE MANAGER Mgmt & Conf 9,287 9,751 10,239 10,751 11,289 11,853 12,446 HUMAN RESOURCES MANAGER Mgmt & Conf 9,287 9,751 10,239 10,751 11,289 11,853 12,446 LABORER SEIU 3,507 3,682 3,866 4,059 4,262 4,475 4,699
MAINTENANCE DIVISION MANAGER Mid-Mgmt 8,695 9,130 9,586 10,065 10,568 11,096 11,651 MAINTENANCE SUPERVISOR SEIU 5,416 5,687 5,971 6,270 6,584 6,913 7,259 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 01/01/2025 - 06/30/25 (Police Update)
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 01/01/2025 - 06/30/25 (Police Update) MAINTENANCE WORKER I SEIU 3,723 3,909 4,104 4,309 4,524 4,750 4,987 MAINTENANCE WORKER II SEIU 4,188 4,397 4,617 4,848 5,090 5,345 5,612 MAINTENANCE WORKER III SEIU 4,699 4,934 5,181 5,440 5,712 5,998 6,298 POLICE CAPTAIN Mgmt & Conf 12,443 13,065 13,718 14,404 15,124 15,880 16,674 POLICE CHIEF Mgmt & Conf 15,261 16,024 16,825 17,666 18,549 19,476 20,450 POLICE LIEUTENANT PSA 11,181 11,740 12,327 12,943 13,590 14,270 14,984 POLICE OFFICER PBU 7,499 7,874 8,268 8,681 9,115 9,571 10,050 POLICE OFFICER TRAINEE PBU 7,499 7,874 8,268 8,681 9,115 9,571 10,050 POLICE SERGEANT PSA 9,162 9,620 10,101 10,606 11,136 11,693 12,278 PRINCIPAL PLANNER Mid-Mgmt 8,684 9,118 9,574 10,053 10,556 11,084 11,638 PROJECT MANAGER Mid-Mgmt 7,894 8,289 8,703 9,138 9,595 10,075 10,579 PUBLIC WORKS DIRECTOR Mgmt & Conf 12,814 13,455 14,128 14,834 15,576 16,355 17,173 PUBLIC WORKS DIRECTOR/CITY ENG Mgmt & Conf 13,455 14,128 14,834 15,576 16,355 17,173 18,032 PUBLIC WORKS INSPECTOR SEIU 5,361 5,629 5,910 6,206 6,516 6,842 7,184 RECREATION COORDINATOR SEIU 5,210 5,470 5,744 6,031 6,333 6,650 6,982 RECREATION DIVISION MANAGER Mid-Mgmt 8,526 8,952 9,400 9,870 10,364 10,882 11,426 RECREATION LEADER SEIU 3,302 3,467 3,640 3,822 4,013 4,214 4,425 SENIOR ACCOUNTANT Mid-Mgmt 8,278 8,692 9,127 9,583 10,062 10,565 11,093 SENIOR ADMIN ANALYST Mid-Mgmt 8,726 9,162 9,620 10,101 10,606 11,136 11,693 SENIOR BUILDING INSPECTOR SEIU 6,403 6,723 7,059 7,412 7,783 8,172 8,581 SENIOR BUILDING PERMIT TECHNICIAN SEIU 4,925 5,171 5,430 5,701 5,986 6,285 6,599 SENIOR CIVIL ENGINEER Mid-Mgmt 10,852 11,395 11,965 12,563 13,191 13,851 14,544 SENIOR MANAGEMENT ANALYST Mid-Mgmt 6,980 7,329 7,695 8,080 8,484 8,908 9,353 SENIOR PLANNER Mid-Mgmt 8,693 9,128 9,584 10,063 10,566 11,094 11,649 SENIOR PUBLIC WORKS INSPECTOR SEIU 6,061 6,364 6,682 7,016 7,367 7,735 8,122 SENIOR RECREATION LEADER SEIU 3,776 3,965 4,163 4,371 4,590 4,820 5,061 SENIOR WASTEWATER LAB ANALYST SEIU 5,363 5,631 5,913 6,209 6,519 6,845 7,187 SENIOR WASTEWATER PLANT OPERATOR SEIU 6,536 6,863 7,206 7,566 7,944 8,341 8,758 SERVICES SUPERVISOR PSA 6,799 7,139 7,496 7,871 8,265 8,678 9,112 WASTEWATER DIVISION MANAGER Mid-Mgmt 10,853 11,396 11,966 12,564 13,192 13,852 14,545 WASTEWATER LAB/ ENVIRO COMPLIANCE MGR Mid-Mgmt 7,632 8,014 8,415 8,836 9,278 9,742 10,229 WASTEWATER PLANT OPERATOR I SEIU 5,179 5,438 5,710 5,996 6,296 6,611 6,942 WASTEWATER PLANT OPERATOR II SEIU 5,690 5,975 6,274 6,588 6,917 7,263 7,626 WASTEWATER PLANT OPERATOR IN TRAINING SEIU 4,519 4,745 4,982 5,231 5,493 5,768 6,056
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 ACCOUNTANT I SEIU 5,309 5,574 5,853 6,146 6,453 6,776 7,115 ACCOUNTANT II Mid-Mgmt 6,503 6,828 7,169 7,527 7,903 8,298 8,713 ACCOUNTING ASSISTANT SEIU 4,293 4,508 4,733 4,970 5,218 5,479 5,753 ADMINISTRATIVE ANALYST I SEIU 6,324 6,640 6,972 7,321 7,687 8,071 8,475 ADMINISTRATIVE ANALYST II SEIU 7,190 7,549 7,926 8,322 8,738 9,175 9,634 ADMINISTRATIVE ASSISTANT I SEIU 4,293 4,508 4,733 4,970 5,218 5,479 5,753 ADMINISTRATIVE ASSISTANT II SEIU 4,683 4,917 5,163 5,421 5,692 5,977 6,276 ADMINISTRATIVE ASSISTANT III SEIU 5,141 5,398 5,668 5,951 6,249 6,561 6,889 ADMINISTRATIVE SECRETARY /ANALYST SEIU 5,290 5,554 5,832 6,124 6,430 6,752 7,090 ADMINISTRATIVE SECRETARY/ANALYST Mgmt & Conf 5,501 5,776 6,065 6,368 6,686 7,020 7,371 ADMINISTRATIVE SERVICES DIRECTOR Mgmt & Conf 13,464 14,137 14,844 15,586 16,365 17,183 18,042 ASSISTANT CIVIL ENGINEER SEIU 7,150 7,508 7,883 8,277 8,691 9,126 9,582 ASSISTANT PLANNER SEIU 6,492 6,817 7,158 7,516 7,892 8,287 8,701 ASSISTANT TO THE CITY MANAGER Mgmt & Conf 8,953 9,401 9,871 10,365 10,883 11,427 11,998ASSOCIATE CIVIL ENGINEER Mid-Mgmt 9,243 9,705 10,190 10,700 11,235 11,797 12,387ASSOCIATE PLANNER SEIU 7,452 7,825 8,216 8,627 9,058 9,511 9,987BUILDING INSPECTOR SEIU 6,338 6,655 6,988 7,337 7,704 8,089 8,493BUILDING OFFICIAL Mid-Mgmt 10,683 11,217 11,778 12,367 12,985 13,634 14,316BUILDING PERMIT TECHNICIAN SEIU 4,820 5,061 5,314 5,580 5,859 6,152 6,460CITY CLERK Mgmt & Conf 8,953 9,401 9,871 10,365 10,883 11,427 11,998CITY ENGINEER Mid-Mgmt 11,214 11,775 12,364 12,982 13,631 14,313 15,029CITY MANAGER Mgmt & Conf 17,840 18,732 19,669 20,652 21,685 22,769 23,907CIVIL ENGINEER Mid-Mgmt 9,070 9,524 10,000 10,500 11,025 11,576 12,155CODE ENFORCEMENT OFFICER SEIU 5,839 6,131 6,438 6,760 7,098 7,453 7,826COMMUNITY DEVELOPMENT DIRECTOR Mgmt & Conf 13,464 14,137 14,844 15,586 16,365 17,183 18,042DEPUTY CITY CLERK Mgmt & Conf 6,211 6,522 6,848 7,190 7,549 7,926 8,322 EMERGENCY DISPATCH CLERK I PBU 5,306 5,571 5,850 6,143 6,450 6,772 7,111EMERGENCY DISPATCH CLERK II PBU 5,883 6,177 6,486 6,810 7,150 7,507 7,882EMERGENCY DISPATCH CLERK III PBU 5,997 6,297 6,612 6,943 7,290 7,655 8,038ENGINEERING ASSOCIATE SEIU 5,994 6,294 6,609 6,939 7,286 7,650 8,032ENGINEERING TECHNICIAN SEIU 5,321 5,587 5,866 6,159 6,467 6,790 7,130FINANCE MANAGER Mgmt & Conf 9,949 10,446 10,968 11,516 12,092 12,697 13,332HUMAN RESOURCES MANAGER Mgmt & Conf 9,949 10,446 10,968 11,516 12,092 12,697 13,332LABORER SEIU 3,685 3,869 4,062 4,265 4,478 4,702 4,937MAINTENANCE DIVISION MANAGER Mid-Mgmt 9,358 9,826 10,317 10,833 11,375 11,944 12,541MAINTENANCE SUPERVISOR SEIU 5,858 6,151 6,459 6,782 7,121 7,477 7,851 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 07/01/2025 - 06/30/2026
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 07/01/2025 - 06/30/2026 MAINTENANCE WORKER I SEIU 3,987 4,186 4,395 4,615 4,846 5,088 5,342 MAINTENANCE WORKER II SEIU 4,486 4,710 4,946 5,193 5,453 5,726 6,012 MAINTENANCE WORKER III SEIU 4,938 5,185 5,444 5,716 6,002 6,302 6,617 POLICE CAPTAIN Mgmt & Conf 12,815 13,456 14,129 14,835 15,577 16,356 17,174 POLICE CHIEF Mgmt & Conf 15,719 16,505 17,330 18,196 19,106 20,061 21,064 POLICE LIEUTENANT PSA 11,862 12,455 13,078 13,732 14,419 15,140 15,897 POLICE OFFICER PBU 7,955 8,353 8,771 9,210 9,670 10,154 10,662 POLICE OFFICER TRAINEE PBU 7,955 8,353 8,771 9,210 9,670 10,154 10,662 POLICE SERGEANT PSA 9,720 10,206 10,716 11,252 11,815 12,406 13,026 PRINCIPAL PLANNER Mid-Mgmt 9,348 9,815 10,306 10,821 11,362 11,930 12,527 PROJECT MANAGER Mid-Mgmt 8,498 8,923 9,369 9,837 10,329 10,845 11,387 PUBLIC WORKS DIRECTOR Mgmt & Conf 13,464 14,137 14,844 15,586 16,365 17,183 18,042 PUBLIC WORKS DIRECTOR/CITY ENG Mgmt & Conf 14,137 14,844 15,586 16,365 17,183 18,042 18,944 PUBLIC WORKS INSPECTOR SEIU 5,687 5,971 6,270 6,584 6,913 7,259 7,622RECREATION COORDINATOR SEIU 5,419 5,690 5,975 6,274 6,588 6,917 7,263RECREATION DIVISION MANAGER Mid-Mgmt 9,001 9,451 9,924 10,420 10,941 11,488 12,062RECREATION LEADER SEIU 3,673 3,857 4,050 4,252 4,465 4,688 4,922SENIOR ACCOUNTANT Mid-Mgmt 8,567 8,995 9,445 9,917 10,413 10,934 11,481SENIOR ADMIN ANALYST Mid-Mgmt 9,030 9,482 9,956 10,454 10,977 11,526 12,102SENIOR BUILDING INSPECTOR SEIU 7,057 7,410 7,781 8,170 8,578 9,007 9,457SENIOR BUILDING PERMIT TECHNICIAN SEIU 5,274 5,538 5,815 6,106 6,411 6,732 7,069SENIOR CIVIL ENGINEER Mid-Mgmt 11,232 11,794 12,384 13,003 13,653 14,336 15,053SENIOR MANAGEMENT ANALYST Mid-Mgmt 7,224 7,585 7,964 8,362 8,780 9,219 9,680SENIOR PLANNER Mid-Mgmt 8,997 9,447 9,919 10,415 10,936 11,483 12,057SENIOR PUBLIC WORKS INSPECTOR SEIU 6,368 6,686 7,020 7,371 7,740 8,127 8,533SENIOR RECREATION LEADER SEIU 4,162 4,370 4,589 4,818 5,059 5,312 5,578 SENIOR WASTEWATER LAB ANALYST SEIU 5,634 5,916 6,212 6,523 6,849 7,191 7,551SENIOR WASTEWATER PLANT OPERATOR SEIU 6,798 7,138 7,495 7,870 8,264 8,677 9,111SERVICES SUPERVISOR PSA 7,074 7,428 7,799 8,189 8,598 9,028 9,479WASTEWATER DIVISION MANAGER Mid-Mgmt 11,233 11,795 12,385 13,004 13,654 14,337 15,054WASTEWATER LAB/ ENVIRO COMPLIANCE MGR Mid-Mgmt 8,137 8,544 8,971 9,420 9,891 10,386 10,905WASTEWATER PLANT OPERATOR I SEIU 5,389 5,658 5,941 6,238 6,550 6,878 7,222WASTEWATER PLANT OPERATOR II SEIU 5,919 6,215 6,526 6,852 7,195 7,555 7,933
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 ACCOUNTANT I SEIU 5,578 5,857 6,150 6,457 6,780 7,119 7,475 ACCOUNTANT II Mid-Mgmt 6,730 7,066 7,419 7,790 8,180 8,589 9,018 ACCOUNTING ASSISTANT SEIU 4,422 4,643 4,875 5,119 5,375 5,644 5,926 ADMINISTRATIVE ANALYST I SEIU 6,513 6,839 7,181 7,540 7,917 8,313 8,729 ADMINISTRATIVE ANALYST II SEIU 7,404 7,774 8,163 8,571 9,000 9,450 9,923 ADMINISTRATIVE ASSISTANT I SEIU 4,422 4,643 4,875 5,119 5,375 5,644 5,926 ADMINISTRATIVE ASSISTANT II SEIU 4,871 5,115 5,371 5,640 5,922 6,218 6,529 ADMINISTRATIVE ASSISTANT III SEIU 5,400 5,670 5,954 6,252 6,565 6,893 7,238 ADMINISTRATIVE SECRETARY /ANALYST SEIU 5,558 5,836 6,128 6,434 6,756 7,094 7,449 ADMINISTRATIVE SECRETARY/ANALYST Mgmt & Conf 5,666 5,949 6,246 6,558 6,886 7,230 7,592 ADMINISTRATIVE SERVICES DIRECTOR Mgmt & Conf 13,867 14,560 15,288 16,052 16,855 17,698 18,583 ASSISTANT CIVIL ENGINEER SEIU 7,733 8,120 8,526 8,952 9,400 9,870 10,363 ASSISTANT PLANNER SEIU 6,754 7,092 7,447 7,819 8,210 8,621 9,052 ASSISTANT TO THE CITY MANAGER Mgmt & Conf 9,223 9,684 10,168 10,676 11,210 11,770 12,358ASSOCIATE CIVIL ENGINEER Mid-Mgmt 9,568 10,046 10,548 11,075 11,629 12,210 12,821ASSOCIATE PLANNER SEIU 7,714 8,100 8,505 8,930 9,377 9,846 10,338BUILDING INSPECTOR SEIU 6,723 7,059 7,412 7,783 8,172 8,581 9,010BUILDING OFFICIAL Mid-Mgmt 11,057 11,610 12,190 12,799 13,439 14,111 14,817BUILDING PERMIT TECHNICIAN SEIU 5,163 5,421 5,692 5,977 6,276 6,590 6,920CITY CLERK Mgmt & Conf 9,223 9,684 10,168 10,676 11,210 11,770 12,358CITY ENGINEER Mid-Mgmt 12,188 12,797 13,437 14,109 14,814 15,555 16,333CITY MANAGER Mgmt & Conf 18,373 19,292 20,257 21,270 22,334 23,451 24,624CIVIL ENGINEER Mid-Mgmt 9,857 10,350 10,867 11,410 11,981 12,580 13,209CODE ENFORCEMENT OFFICER SEIU 6,195 6,505 6,830 7,172 7,531 7,908 8,303COMMUNITY DEVELOPMENT DIRECTOR Mgmt & Conf 13,867 14,560 15,288 16,052 16,855 17,698 18,583DEPUTY CITY CLERK Mgmt & Conf 6,396 6,716 7,052 7,405 7,775 8,164 8,572 EMERGENCY DISPATCH CLERK I PBU 5,574 5,853 6,146 6,453 6,776 7,115 7,471EMERGENCY DISPATCH CLERK II PBU 6,179 6,488 6,812 7,153 7,511 7,887 8,281EMERGENCY DISPATCH CLERK III PBU 6,302 6,617 6,948 7,295 7,660 8,043 8,445ENGINEERING ASSOCIATE SEIU 6,296 6,611 6,942 7,289 7,653 8,036 8,438ENGINEERING TECHNICIAN SEIU 5,645 5,927 6,223 6,534 6,861 7,204 7,564FINANCE MANAGER Mgmt & Conf 10,657 11,190 11,749 12,336 12,953 13,601 14,281HUMAN RESOURCES MANAGER Mgmt & Conf 10,657 11,190 11,749 12,336 12,953 13,601 14,281LABORER SEIU 3,871 4,065 4,268 4,481 4,705 4,940 5,187MAINTENANCE DIVISION MANAGER Mid-Mgmt 9,686 10,170 10,678 11,212 11,773 12,362 12,980MAINTENANCE SUPERVISOR SEIU 6,336 6,653 6,986 7,335 7,702 8,087 8,491 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 07/01/2026 - 12/31/2026
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 07/01/2026 - 12/31/2026 MAINTENANCE WORKER I SEIU 4,229 4,440 4,662 4,895 5,140 5,397 5,667 MAINTENANCE WORKER II SEIU 4,713 4,949 5,196 5,456 5,729 6,015 6,316 MAINTENANCE WORKER III SEIU 5,189 5,448 5,720 6,006 6,306 6,621 6,952 POLICE CAPTAIN Mgmt & Conf 13,200 13,860 14,553 15,281 16,045 16,847 17,689 POLICE CHIEF Mgmt & Conf 16,190 17,000 17,850 18,742 19,679 20,663 21,696 POLICE LIEUTENANT PSA 12,585 13,214 13,875 14,569 15,297 16,062 16,865 POLICE OFFICER PBU 8,440 8,862 9,305 9,770 10,259 10,772 11,311 POLICE OFFICER TRAINEE PBU 8,440 8,862 9,305 9,770 10,259 10,772 11,311 POLICE SERGEANT PSA 10,312 10,828 11,369 11,937 12,534 13,161 13,819 PRINCIPAL PLANNER Mid-Mgmt 9,675 10,159 10,667 11,200 11,760 12,348 12,965 PROJECT MANAGER Mid-Mgmt 8,794 9,234 9,696 10,181 10,690 11,225 11,786 PUBLIC WORKS DIRECTOR Mgmt & Conf 13,867 14,560 15,288 16,052 16,855 17,698 18,583 PUBLIC WORKS DIRECTOR/CITY ENG Mgmt & Conf 14,560 15,288 16,052 16,855 17,698 18,583 19,512 PUBLIC WORKS INSPECTOR SEIU 6,033 6,335 6,652 6,985 7,334 7,701 8,086RECREATION COORDINATOR SEIU 5,638 5,920 6,216 6,527 6,853 7,196 7,556RECREATION DIVISION MANAGER Mid-Mgmt 9,316 9,782 10,271 10,785 11,324 11,890 12,484RECREATION LEADER SEIU 4,086 4,290 4,505 4,730 4,966 5,214 5,475SENIOR ACCOUNTANT Mid-Mgmt 8,867 9,310 9,776 10,265 10,778 11,317 11,883SENIOR ADMIN ANALYST Mid-Mgmt 9,348 9,815 10,306 10,821 11,362 11,930 12,526SENIOR BUILDING INSPECTOR SEIU 7,487 7,861 8,254 8,667 9,100 9,555 10,033SENIOR BUILDING PERMIT TECHNICIAN SEIU 5,650 5,933 6,230 6,541 6,868 7,211 7,572SENIOR CIVIL ENGINEER Mid-Mgmt 11,626 12,207 12,817 13,458 14,131 14,838 15,580SENIOR MANAGEMENT ANALYST Mid-Mgmt 7,476 7,850 8,243 8,655 9,088 9,542 10,019SENIOR PLANNER Mid-Mgmt 9,312 9,778 10,267 10,780 11,319 11,885 12,479SENIOR PUBLIC WORKS INSPECTOR SEIU 6,690 7,024 7,375 7,744 8,131 8,538 8,965SENIOR RECREATION LEADER SEIU 4,587 4,816 5,057 5,310 5,576 5,855 6,148 SENIOR WASTEWATER LAB ANALYST SEIU 5,919 6,215 6,526 6,852 7,195 7,555 7,933SENIOR WASTEWATER PLANT OPERATOR SEIU 7,073 7,427 7,798 8,188 8,597 9,027 9,478SERVICES SUPERVISOR PSA 7,431 7,803 8,193 8,603 9,033 9,485 9,959WASTEWATER DIVISION MANAGER Mid-Mgmt 11,627 12,208 12,818 13,459 14,132 14,839 15,581WASTEWATER LAB/ ENVIRO COMPLIANCE MGR Mid-Mgmt 8,675 9,109 9,564 10,042 10,544 11,071 11,625WASTEWATER PLANT OPERATOR I SEIU 5,607 5,887 6,181 6,490 6,814 7,155 7,513WASTEWATER PLANT OPERATOR II SEIU 6,159 6,467 6,790 7,130 7,486 7,860 8,253
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 ACCOUNTANT I SEIU 5,578 5,857 6,150 6,457 6,780 7,119 7,475 ACCOUNTANT II Mid-Mgmt 6,730 7,066 7,419 7,790 8,180 8,589 9,018 ACCOUNTING ASSISTANT SEIU 4,422 4,643 4,875 5,119 5,375 5,644 5,926 ADMINISTRATIVE ANALYST I SEIU 6,513 6,839 7,181 7,540 7,917 8,313 8,729 ADMINISTRATIVE ANALYST II SEIU 7,404 7,774 8,163 8,571 9,000 9,450 9,923 ADMINISTRATIVE ASSISTANT I SEIU 4,422 4,643 4,875 5,119 5,375 5,644 5,926 ADMINISTRATIVE ASSISTANT II SEIU 4,871 5,115 5,371 5,640 5,922 6,218 6,529 ADMINISTRATIVE ASSISTANT III SEIU 5,400 5,670 5,954 6,252 6,565 6,893 7,238 ADMINISTRATIVE SECRETARY /ANALYST SEIU 5,558 5,836 6,128 6,434 6,756 7,094 7,449 ADMINISTRATIVE SECRETARY/ANALYST Mgmt & Conf 5,666 5,949 6,246 6,558 6,886 7,230 7,592 ADMINISTRATIVE SERVICES DIRECTOR Mgmt & Conf 13,867 14,560 15,288 16,052 16,855 17,698 18,583 ASSISTANT CIVIL ENGINEER SEIU 7,733 8,120 8,526 8,952 9,400 9,870 10,363 ASSISTANT PLANNER SEIU 6,754 7,092 7,447 7,819 8,210 8,621 9,052 ASSISTANT TO THE CITY MANAGER Mgmt & Conf 9,223 9,684 10,168 10,676 11,210 11,770 12,358 ASSOCIATE CIVIL ENGINEER Mid-Mgmt 9,568 10,046 10,548 11,075 11,629 12,210 12,821 ASSOCIATE PLANNER SEIU 7,714 8,100 8,505 8,930 9,377 9,846 10,338 BUILDING INSPECTOR SEIU 6,723 7,059 7,412 7,783 8,172 8,581 9,010 BUILDING OFFICIAL Mid-Mgmt 11,057 11,610 12,190 12,799 13,439 14,111 14,817 BUILDING PERMIT TECHNICIAN SEIU 5,163 5,421 5,692 5,977 6,276 6,590 6,920 CITY CLERK Mgmt & Conf 9,223 9,684 10,168 10,676 11,210 11,770 12,358 CITY ENGINEER Mid-Mgmt 12,188 12,797 13,437 14,109 14,814 15,555 16,333 CITY MANAGER Mgmt & Conf 18,373 19,292 20,257 21,270 22,334 23,451 24,624 CIVIL ENGINEER Mid-Mgmt 9,857 10,350 10,867 11,410 11,981 12,580 13,209 CODE ENFORCEMENT OFFICER SEIU 6,195 6,505 6,830 7,172 7,531 7,908 8,303 COMMUNITY DEVELOPMENT DIRECTOR Mgmt & Conf 13,867 14,560 15,288 16,052 16,855 17,698 18,583 DEPUTY CITY CLERK Mgmt & Conf 6,396 6,716 7,052 7,405 7,775 8,164 8,572 EMERGENCY DISPATCH CLERK I PBU 5,686 5,970 6,269 6,582 6,911 7,257 7,620 EMERGENCY DISPATCH CLERK II PBU 6,304 6,619 6,950 7,297 7,662 8,045 8,447 EMERGENCY DISPATCH CLERK III PBU 6,429 6,750 7,087 7,441 7,813 8,204 8,614 ENGINEERING ASSOCIATE SEIU 6,296 6,611 6,942 7,289 7,653 8,036 8,438 ENGINEERING TECHNICIAN SEIU 5,645 5,927 6,223 6,534 6,861 7,204 7,564 FINANCE MANAGER Mgmt & Conf 10,657 11,190 11,749 12,336 12,953 13,601 14,281 HUMAN RESOURCES MANAGER Mgmt & Conf 10,657 11,190 11,749 12,336 12,953 13,601 14,281 LABORER SEIU 3,871 4,065 4,268 4,481 4,705 4,940 5,187
MAINTENANCE DIVISION MANAGER Mid-Mgmt 9,686 10,170 10,678 11,212 11,773 12,362 12,980 MAINTENANCE SUPERVISOR SEIU 6,336 6,653 6,986 7,335 7,702 8,087 8,491 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 01/01/2027 - 06/30/2027 (Police Update)
Classification Bargaining Unit Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 CITY OF SCOTTS VALLEY SALARY SCHEDULE: 01/01/2027 - 06/30/2027 (Police Update) MAINTENANCE WORKER I SEIU 4,229 4,440 4,662 4,895 5,140 5,397 5,667 MAINTENANCE WORKER II SEIU 4,713 4,949 5,196 5,456 5,729 6,015 6,316 MAINTENANCE WORKER III SEIU 5,189 5,448 5,720 6,006 6,306 6,621 6,952 POLICE CAPTAIN Mgmt & Conf 13,200 13,860 14,553 15,281 16,045 16,847 17,689 POLICE CHIEF Mgmt & Conf 16,190 17,000 17,850 18,742 19,679 20,663 21,696 POLICE LIEUTENANT PSA 12,836 13,478 14,152 14,860 15,603 16,383 17,202 POLICE OFFICER PBU 8,610 9,040 9,492 9,967 10,465 10,988 11,537 POLICE OFFICER TRAINEE PBU 8,610 9,040 9,492 9,967 10,465 10,988 11,537 POLICE SERGEANT PSA 10,518 11,044 11,596 12,176 12,785 13,424 14,095 PRINCIPAL PLANNER Mid-Mgmt 9,675 10,159 10,667 11,200 11,760 12,348 12,965 PROJECT MANAGER Mid-Mgmt 8,794 9,234 9,696 10,181 10,690 11,225 11,786 PUBLIC WORKS DIRECTOR Mgmt & Conf 13,867 14,560 15,288 16,052 16,855 17,698 18,583 PUBLIC WORKS DIRECTOR/CITY ENG Mgmt & Conf 14,560 15,288 16,052 16,855 17,698 18,583 19,512 PUBLIC WORKS INSPECTOR SEIU 6,033 6,335 6,652 6,985 7,334 7,701 8,086 RECREATION COORDINATOR SEIU 5,638 5,920 6,216 6,527 6,853 7,196 7,556 RECREATION DIVISION MANAGER Mid-Mgmt 9,316 9,782 10,271 10,785 11,324 11,890 12,484 RECREATION LEADER SEIU 4,086 4,290 4,505 4,730 4,966 5,214 5,475 SENIOR ACCOUNTANT Mid-Mgmt 8,867 9,310 9,776 10,265 10,778 11,317 11,883 SENIOR ADMIN ANALYST Mid-Mgmt 9,348 9,815 10,306 10,821 11,362 11,930 12,526 SENIOR BUILDING INSPECTOR SEIU 7,487 7,861 8,254 8,667 9,100 9,555 10,033 SENIOR BUILDING PERMIT TECHNICIAN SEIU 5,650 5,933 6,230 6,541 6,868 7,211 7,572 SENIOR CIVIL ENGINEER Mid-Mgmt 11,626 12,207 12,817 13,458 14,131 14,838 15,580 SENIOR MANAGEMENT ANALYST Mid-Mgmt 7,476 7,850 8,243 8,655 9,088 9,542 10,019 SENIOR PLANNER Mid-Mgmt 9,312 9,778 10,267 10,780 11,319 11,885 12,479 SENIOR PUBLIC WORKS INSPECTOR SEIU 6,690 7,024 7,375 7,744 8,131 8,538 8,965 SENIOR RECREATION LEADER SEIU 4,587 4,816 5,057 5,310 5,576 5,855 6,148 SENIOR WASTEWATER LAB ANALYST SEIU 5,919 6,215 6,526 6,852 7,195 7,555 7,933 SENIOR WASTEWATER PLANT OPERATOR SEIU 7,073 7,427 7,798 8,188 8,597 9,027 9,478 SERVICES SUPERVISOR PSA 7,579 7,958 8,356 8,774 9,213 9,674 10,158 WASTEWATER DIVISION MANAGER Mid-Mgmt 11,627 12,208 12,818 13,459 14,132 14,839 15,581 WASTEWATER LAB/ ENVIRO COMPLIANCE MGR Mid-Mgmt 8,675 9,109 9,564 10,042 10,544 11,071 11,625 WASTEWATER PLANT OPERATOR I SEIU 5,607 5,887 6,181 6,490 6,814 7,155 7,513 WASTEWATER PLANT OPERATOR II SEIU 6,159 6,467 6,790 7,130 7,486 7,860 8,253
AGENDA ITEM 5.
DATE: 8/21/2024
City of Scotts Valley
CITY COUNCIL STAFF REPORT
DATE: 8/21/2024
TO: Honorable Mayor and City Council
FROM: Rodolfo Onchi, Public Works Director
APPROVED: Mali LaGoe, City Manager
SUBJECT: Local Assistance Procedures Manual (LAPM) Compliance
SUMMARY OF ISSUE
The California Department of Transportation (Caltrans), is responsible for the design, construction, maintenance, and operation of California's transportation system. Caltrans partially facilitates these responsibilities through the Local Assistance Procedures Manual (LAPM). LAPM is intended to assist California Local Public Agencies (LPAs) scope, organize, design, construct, and maintain local public transportation facilities utilizing Federal Highway Administration federal-aid or state funding. The LAPM describes the required processes, procedures, documents, authorizations, approvals, and certifications to receive federal aid and/or state funds. In order to comply with LAMP the City of Scotts Valley commits to the following policy as outlined in Form 9-A (attachment A):
• To ensure nondiscrimination in the award and administration of DOT-assisted contracts. • To create a level playing field on which DBE’s can compete fairly for DOT-assisted contracts.
• To ensure that the DBE participation percentage is narrowly tailored, in accordance with applicable law.
• To ensure that only firms that fully meet 49 CFR 26 eligibility standards are permitted to participate as DBEs.
• To help remove barriers to the participation of DBEs in Federal-aid contracts. • To assist the development of firms that can compete successfully in the marketplace outside the DBE Program.
Form 9-A must be approved by the City Council to authorize the City Manager to execute the implementation agreement. Form 9-A discusses the Disadvantaged Business Enterprise (DBE) Program. Caltrans is required under 49 CFR 26 to administer a DBE Program. The DBE Program is intended to ensure a level playing field and foster equal opportunity in federal-aid contracts. As a result, LPAs must complete Form 9-A: DBE Implementation Agreement for Local Agencies annually.
As part of Form 9-A a Disadvantaged Business Enterprise (DBE) Liaison Officer (DBELO)
must be designated. The DBELO is responsible for implementing the DBE Program Plan as it pertains to the City of Scotts Valley to ensure the plan is fully and properly advised concerning DBE Program Plan matters. Staff has selected the City’s Senior Administrative Analyst.
FISCAL IMPACT
There is no fiscal impact on the General Fund.
STAFF RECOMMENDATION
It is recommended City Council authorize the City Manager to enter into the Caltrans Form 9-A DBE Implementation Agreement for Local Agencies and designate the City’s Senior Administrative Analyst as the DBELO.
TABLE OF CONTENTS
1. Caltrans Form 9-A DBE Implementation Agreement for Local Agencies
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
Exhibit 9-A: DBE Implementation Agreement for Local Agencies
CALIFORNIA DEPARTMENT OF TRANSPORTATION (CALTRANS)
DISADVANTAGED BUSINESS ENTERPRISE (DBE) IMPLEMENTATION AGREEMENT For the City/County of__________________________, hereinafter referred to as “SUB-RECIPIENT.” I. Definition of Terms
The terms used in this agreement have the meanings defined in 49 CFR 26.5.
II. Objective/Policy Statement (49 CFR 26.1 and 26.23)
SUB-RECIPIENT intends to receive federal financial assistance from the U. S. Department of Transportation (DOT) through the California Department of Transportation (Caltrans), and as a condition of receiving this assistance, SUB-RECIPIENT will sign the California Department of Transportation Disadvantaged Business Enterprise Implementation Agreement (hereinafter referred to as Agreement). SUB-RECIPIENT agrees to implement the State of California, Department of Transportation Disadvantaged Business Enterprise (DBE) Program Plan (hereinafter referred to as the DBE Program Plan) as it pertains to Local Agencies. The DBE Program Plan is based on U.S. Department of Transportation (DOT), 49 CFR 26 requirements.
It is the policy of SUB-RECIPIENT to ensure that DBEs, as defined in 49 CFR 26, have an equal opportunity to receive and participate in DOT-assisted contracts. It is also SUBRECIPIENT’s policy:
• To ensure nondiscrimination in the award and administration of DOT-assisted contracts. • To create a level playing field on which DBE’s can compete fairly for DOT-assisted contracts.
• To ensure that the DBE participation percentage is narrowly tailored, in accordance with applicable law.
• To ensure that only firms that fully meet 49 CFR 26 eligibility standards are permitted to participate as DBEs.
• To help remove barriers to the participation of DBEs in Federal-aid contracts. • To assist the development of firms that can compete successfully in the market place outside the DBE Program.
III. Nondiscrimination (49 CFR 26.7)
SUB-RECIPIENT will never exclude any person from participation in, deny any person the benefits of, or otherwise discriminate against anyone in connection with the award and performance of any contract covered by 49 CFR 26 on the basis of race, color, sex, or national origin. In administering the Local Agency components of the DBE Program Plan, SUBRECIPIENT will not, directly, or through contractual or other arrangements, use criteria or methods of administration that have the effect of defeating or substantially impairing accomplishment of the objectives of the DBE Program Plan with respect to individuals of a particular race, color, sex, or national origin.
September 2020
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
IV. Annual DBE Submittal Form (49 CFR 26.21)
SUB-RECIPIENT will provide to the Caltrans District Local Assistance Engineer (DLAE) a completed Local Agency DBE Annual Submittal Form (Exhibit 9-B), by June 30 of each year for the following Federal Fiscal Year (FFY). This form must include the name, phone number, email address of the designated Disadvantaged Business Enterprise Liaison Officer (DBELO), and the choice of Prompt Pay Provision to be used by SUB-RECIPIENT for the following FFY.
V. Race-Neutral Means of Meeting Caltrans Overall Statewide Annual DBE Goal (49 CFR
26.51(a))
Caltrans expects SUB-RECIPIENT to meet the maximum feasible portion of Caltrans Overall Statewide Annual DBE Goal through race-neutral means of facilitating DBE participation. Raceneutral DBE participation includes when a DBE wins a prime contract through customary competitive procurement procedures, is awarded a subcontract on a prime contract that does not carry a DBE goal, or even if there is a DBE goal, wins a subcontract from a prime contractor that did not consider its DBE status in making the award (e.g., a prime contractor that uses a strict low-bid system to award subcontracts). Race-neutral means include, but are not limited to, the following:
1. Arranging solicitations, times for the presentation of bids, quantities, specifications, and delivery schedules in ways that facilitate the participation of DBE and other small businesses (e.g., unbundling large contracts to make them more accessible to small businesses, requiring or encouraging prime contractors to subcontract portions of work that they might otherwise perform with their own forces);
2. Providing assistance in overcoming limitations such as inability to obtain bonding or financing (e.g., by such means as simplifying the bonding process, reducing bonding requirements, eliminating the impact of surety costs from bids, and providing services to help DBEs and other small businesses obtain bonding and financing);
3. Providing technical assistance and other services;
4. Carrying out information and communication programs on contracting procedures and specific contract opportunities (e.g., ensuring the inclusion of DBEs and other small businesses on SUB-RECIPIENT mailing lists of bidders; ensuring the dissemination to bidders on prime contracts of lists of potential subcontractors; provision of information in languages other than English, where appropriate);
5. Implementing a supportive services program to develop and improve immediate and long-term business management, record keeping, and financial and accounting capability for DBEs and other small businesses;
6. Providing services to help DBEs and other small businesses improve long-term development, increase opportunities to participate in a variety of types of work, handle increasingly significant projects, and achieve eventual self-sufficiency;
7. Establishing a program to assist new, start-up firms, particularly in fields in which DBE participation has historically been low;
8. Ensuring distribution of your DBE directory through print and electronic means to the widest feasible universe of potential prime contractors; and
September 2020
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
VI.
VII.
VIII.
9. Assisting DBEs and other small businesses to develop their capability to utilize emerging technology and conduct business through electronic media.
Race-Conscious Means of Meeting Caltrans Overall Statewide Annual DBE Goal (49 CFR
26.51(d))
SUB-RECIPIENT must establish DBE contract goals to meet any portion of Caltrans Overall Statewide Annual DBE Goal that cannot be achieved through race-neutral means.
Quotas (49 CFR 26.43)
SUB-RECIPIENT will not use quotas or set-asides in any way in the administration of the Local Agency component of the DBE Program Plan.
DBE Liaison Officer (DBELO) (49 CFR 26.25)
SUB-RECIPIENT has designated a DBE Liaison Officer. The DBELO is responsible for implementing the DBE Program Plan as it pertains to the SUB-RECIPIENT, and ensures that the SUB-RECIPIENT is fully and properly advised concerning DBE Program Plan matters. [Specify resources available to the DBELO; e.g., the DBELO has a staff of two professional employees assigned to the DBE program on a full-time basis and two support personnel who devote a portion of their time to the program.] The name, address, telephone number, email address, and an organization chart displaying the DBELO’s position in the organization are found in Attachment to this Agreement. This information will be updated annually and included on the DBE Annual Submittal Form.
The DBELO is responsible for developing, implementing, and monitoring the SUB-RECIPIENT’s requirements of the DBE Program Plan in coordination with other appropriate officials. Duties and responsibilities include the following:
1. Gathers and reports statistical data and other information as required.
2. Reviews third party contracts and purchase requisitions for compliance with this program.
3. Works with all departments to determine DBE contract goals.
4. Ensures that bid notices and requests for proposals are made available to DBEs in a timely manner.
5. Analyzes DBE participation and identifies ways to encourage participation through raceneutral means.
6. Participates in pre-bid meetings.
7. Advises the CEO/governing body on DBE matters and DBE race-neutral issues.
8. Provides DBEs with information and recommends sources to assist in preparing bids, obtaining bonding and insurance.
9. Plans and participates in DBE training seminars.
10. Provides outreach to DBEs and community organizations to fully advise them of contracting opportunities.
September 2020
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
IX. Federal Financial Assistance Agreement Assurance (49 CFR 26.13) Each agreement SUB-RECIPIENT signs with Caltrans must include the following assurance:
The SUB-RECIPIENT shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of any DOT-assisted contract, or in the administration of its DBE Program, or the requirements of 49 CFR 26. The SUB-RECIPIENT shall take all necessary and reasonable steps under 49 CFR 26 to ensure nondiscrimination in the award and administration of DOT-assisted contracts. The SUB-RECIPIENT’s DBE Program, as required by 49 CFR 26 and as approved by DOT, is incorporated by reference in this agreement. Implementation of this program is a legal obligation and failure to carry out its terms shall be treated as a violation of this agreement. Upon notification to the SUB-RECIPIENT of its failure to carry out its approved program, Caltrans may impose sanctions as provided for under 49 CFR 26 and may, in appropriate cases, refer the matter for enforcement under 18 U.S.C. 1001 and/or the Program Fraud Civil Remedies Act of 1986 (31 U.S.C. 3801 et seq.).
Each contract Sub-recipient signs with a contractor (and each subcontract the prime contractor signs with a subcontractor) must include the following assurance:
The contractor or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR 26 in the award and administration of DOT-assisted contracts. Failure by the contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy, as the Sub-recipient deems appropriate.
X. DBE Financial Institutions (49 CFR 26.27)
SUB-RECIPIENT must investigate the full extent of services offered by financial institutions owned and controlled by socially and economically disadvantaged individuals in the community to make reasonable efforts to use these institutions, and to encourage prime contractors on DOT-assisted contracts to make use of these institutions.
Information on the availability of such institutions can be obtained from the DBELO. The Caltrans Disadvantaged Business Enterprise Program may offer assistance to the DBELO.
XI. Directory (49 CFR 26.31)
SUB-RECIPIENT will refer interested persons to the Unified Certification Program DBE directory available from the Caltrans Disadvantaged Business Enterprise Program’s website.
XII. Required Contract Clauses (49 CFR 26.13 and 26.29) For the purpose of this section, contractor also means consultant, and subcontractor also includes subconsultant. For prompt payment, the following State regulations are referenced: the California Business and Professions Code (CBPC), California Public Contract Code (CPCC) and California Civil Code (CCC).
SUB-RECIPIENT ensures that the following clauses or equivalent will be included in each DOTassisted prime contract:
September 2020
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
A. Contract Assurance
The contractor or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR 26 in the award and administration of DOT-assisted contracts.
Failure by the contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy, as SUBRECIPIENT deems appropriate.
NOTE: This language is to be used verbatim, as is stated in Exhibit 12-G: Required Federalaid Contract Language. See also 49 CRF 26.13(b).
B. Prompt Payment
Prompt Progress Payment to Subcontractors
The Local Agency shall require contractors and subcontractors to pay their subcontractors within seven (7) days for construction contracts, and within fifteen (15) days for consultant contracts, after receiving each progress payment. Any delay or postponement of payment may take place only for good cause and with the Local Agency’s prior written approval. Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions and remedies specified in Section 7108.5 of the CBPC and Section 10262 of the CPCC for construction contract, and Section 3321 of the CCC for consultant contract. This requirement shall not be construed to limit or impair any contractual, administrative, or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance, and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
Prompt Payment of Withheld Funds to Subcontractors
The Local Agency shall ensure prompt and full payment of retainage from the prime contractor to the subcontractor within seven (7) days for construction contracts, or within fifteen (15) days for consultant contracts after the subcontractor’s work is satisfactorily completed and accepted. This shall be accompanied by including; either (1), (2), or (3) of the following provisions [Local Agency equivalent will need Caltrans approval] in their federal-aid contracts to ensure prompt and full payment of retainage [withheld funds] to subcontractors in compliance with 49 CFR 26.29.
1. No retainage will be held by the Local Agency from progress payments due to the prime contractor. Prime contractors and subcontractors are prohibited from holding retainage from subcontractors. Any delay or postponement of payment may take place only for good cause and with the Local Agency’s prior written approval. Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions, and other remedies specified in Section 7108.5 of the CBPC and Section 10262 of the CPCC for construction contracts, and Section 3321 of the CCC for consultant contracts. This requirement shall not be construed to limit or impair any contractual, administrative, or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance, and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
September 2020
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
2. No retainage will be held by the Local Agency from progress payments due to the prime contractor. Any retainage kept by the prime contractor or by a subcontractor must be paid in full to the earning subcontractor within seven (7) days for construction contracts, or within fifteen (15) days for consultant contracts after the subcontractor’s work is satisfactorily completed. Any delay or postponement of payment may take place only for good cause and with the Local Agency’s prior written approval. Any violation of these provisions shall subject the violating contractor or subcontractor to the penalties, sanctions, and remedies specified in Section 7108.5 of the CBPC and Section 10262 of the CPCC for construction contracts, and Section 3321 of the CCC for consultant contracts. This requirement shall not be construed to limit or impair any contractual, administrative, or judicial remedies, otherwise available to the contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the contractor, deficient subcontractor performance, and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
3. The Local Agency shall hold retainage from the prime contractor and shall make prompt and regular incremental acceptances of portions, as determined by the Local Agency of the contract work and pay retainage to the prime contractor based on these acceptances. The prime contractor or subcontractor shall return all monies withheld in retention from all subcontractors within seven (7) days for construction contracts, or within fifteen (15) days for consultant contracts after receiving payment for work satisfactorily completed and accepted including incremental acceptances of portions of the contract work by the Local Agency. Any delay or postponement of payment may take place only for good cause and with the Local Agency’s prior written approval. Any violation of these provisions shall subject the violating prime contractor to the penalties, sanctions, and other remedies specified in Section 7108.5 of the CBPC and Section 10262 of the CPCC for construction contracts, and Section 3321 of the CCC for consultant contracts. This requirement shall not be construed to limit or impair any contractual, administrative, or judicial remedies, otherwise available to the contractor or subcontractor in the event of: a dispute involving late payment or nonpayment by the contractor; deficient subcontractor performance; and/or noncompliance by a subcontractor. This clause applies to both DBE and non-DBE subcontractors.
Any violation of these provisions shall subject the violating prime contractor or subcontractor to the penalties, sanctions and other remedies specified therein. These requirements shall not be construed to limit or impair any contractual, administrative, or judicial remedies otherwise available to the prime contractor or subcontractor in the event of a dispute involving late payment or nonpayment by the prime contractor, deficient subcontract performance, or noncompliance by a subcontractor.
XIII. Local Assistance Procedures Manual (LAPM)
The SUB-RECIPIENT will advertise, award and administer Federal-aid contracts in accordance with the current Local Assistance Procedures Manual (LAPM) including Forms and Exhibits.
September 2020
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
XIV. Vehicle Manufacturers/Specialized Equipment (§26.49) If Federal-aid contracts will include vehicle/specialized equipment procurements, SUBRECIPIENT will require each vendor, as a condition of being authorized to bid or propose on vehicle/specialized equipment procurements, to certify that it has complied with the requirements of 49 CFR 26.69.
XV. Reporting to the DLAE
SUB-RECIPIENT will promptly submit a copy of the Consultant Proposal DBE Commitment (Exhibit 10-O1) at the time of award of the consultant contract.
SUB-RECIPIENT will promptly submit a copy of Consultant Contract DBE Information (Exhibit 10-O2) or the Local Agency Bidder DBE Commitment (Construction Contracts) (Exhibit 15-G) to the DLAE within 30 days after execution of consultant or construction contract.
SUB-RECIPIENT will promptly submit a copy of the Final Report-Utilization of DBE, First-Tier Subcontractors (Exhibit 17-F) of the LAPM, immediately upon completion of each consultant or construction contract.
XVI. Certification (§26.83(a))
SUB-RECIPIENT ensures that only DBE firms currently certified by the California Unified Certification Program (CUCP) will participate as DBEs on Federal-aid contracts.
XVII. Confidentiality
SUB-RECIPIENT will safeguard from disclosure to third parties, information that may reasonably be regarded as confidential business information consistent with federal, state, and local laws.
XVIII. Prompt Payment from the Local Agency to the Contractors (California Public Contract Code §20104.50)
The Local Agency shall make any progress payment within 30 days after receipt of an undisputed and properly submitted payment request from a contractor on a construction contract. If the Local Agency fails to pay promptly, the Local Agency shall pay interest to the contractor, which accrues at the rate of 10 percent per annum on the principal amount of a money judgment remaining unsatisfied. Upon receipt of a payment request, the Local Agency shall act in accordance with both of the following:
(1) Each payment request shall be reviewed by the Local Agency as soon as practicable after receipt for the purpose of determining that the payment request is a proper payment request.
(2) Any payment request determined not to be a proper payment request suitable for payment shall be returned to the contractor as soon as practicable, but not later than seven (7) days, after receipt. A request returned pursuant to this paragraph shall be accompanied by a document setting forth in writing the reasons why the payment request is not proper.
September 2020
_________________________________________
Local Assistance Procedures Manual Exhibit 9-A
DBE Implementation Agreement for Local Agencies
By: _________________________________________ Date: _____________________________ (Signature)
_________________________________________ Phone #: _____________________________ (Print Name and Title)
ADMINISTERING AGENCY
(Authorized Governing Body Representative)
This California Department of Transportation’s Disadvantaged Business Enterprise Program Implementation Agreement is accepted by:
_________________________________________ Date: _____________________________ (Signature of DLAE)
(Print Name of DLAE)
Distribution: (1) Original – DLAE
(2) Signed copy by the DLAE – Local Agency
September 2020
Attachment A
CITY OF SCOTTS VALLEY
PUBLIC WORKS DEPARTMENT
701 Lundy Lane • Scotts Valley • California • 95066
Phone (831) 438-5854 • www.scottsvalley.org
August 21, 2024
SUBJECT: DISADVANTAGED BUSINESS ENTERPRISE (DBE) LIAISON OFFICER The City of Scotts Valley has designated a Disadvantaged Business Enterprise (DBE) Liaison Officer (DBELO) listed below. The DBELO is responsible for implementing the DBE Program Plan as it pertains to the City of Scotts Valley and ensures the plan is fully and properly advised concerning DBE Program Plan matters.
The City of Scotts Valley assigns Senior Administrative Analyst, Carly Blanchard Address: 701 Lundy Lane Scotts Valley, California 95066 Phone: 831-783-5667
Email: [email protected]
AGENDA ITEM 1.
DATE: 8/21/2024
City of Scotts Valley
CITY COUNCIL STAFF REPORT
DATE: 8/21/2024
TO: Honorable Mayor and City Council
FROM: Allison Pfefferkorn, Recreation Division Manager
APPROVED: Mali LaGoe, City Manager
SUBJECT: Adoption of the City of Scotts Valley Parks Master Plan
SUMMARY OF ISSUE
Background
The previous City of Scotts Valley Parks Master Plan was completed in 1996, with an attempt to update it in 2012. Following the closure of the Recreation Division due to the COVID pandemic, the City hired Management Partners to create a Restoration Plan for the Division.
This plan included 24 recommendations, one of which (Recommendation 20) was to develop an updated Parks Master Plan.
In January 2023, the City contracted with Odell Engineering to develop Scotts Valley's new Parks Master Plan. Odell Engineering has extensive experience in planning, designing, and constructing community infrastructure, including parks and public spaces.
Throughout the year, the Recreation staff and the Parks Master Plan Subcommittee of the Parks & Recreation Commission have met to guide the development of the draft plan.
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 & benchmark cities comparisons, needs assessment & analysis, and recommendations.
Existing Parks Inventory & Benchmark Cities Comparisons Compared to the 3 benchmark cities, Parks and Recreation fares average. Similar to the benchmark cities, Scotts Valley boasts a diverse park system with 253.75 acres, including developed and undeveloped parkland,10 parks, 2 community centers, 1 community pool, 1 performing arts center and 1 community garden. Despite having the lowest staffing among benchmark cities, Scotts Valley's Recreation Division effectively manages programs through local partnerships.
Needs Assessment & Summary of Analysis & Key Themes
Site visits, public feedback and surveys were key in formulating accurate analysis of the needs of the community. Residents highly value City parks and seek improvements, particularly in high-use areas like Skypark and Siltanen. The top three improvements respondents would like the City to prioritize are:
• Improve general maintenance in existing parks
• Improve existing fields
• Improve bike/pedestrian circulation between neighborhoods and parks Key survey insights show that over 75% of respondents are residents, with frequent visits to parks like Skypark and Siltanen Park. Top concerns include outdated amenities and lack of programs.
Recommendations, Funding Mechanisms, & Implementation
The plan recommends prioritizing improvements in existing parks and pursuing partnerships, joint-use agreements and other funding opportunities. A park scoring system was developed to prioritize enhancements based on various metrics.
To ensure the success of the Parks Master Plan, an implementation table of specific improvements and recommendations have been identified for each park. Cost ranges, priority rankings, and types of projects are displayed. 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.
Joint Session
In May, a joint session of the City Council and Parks and Recreation Commission was held to review the 90% draft. Feedback from the meeting, along with additional input from the commission, council, and staff, was provided to the consultant to finalize the Parks Master Plan. The final draft was then presented and reviewed at the August 15th Parks and Recreation Commission meeting where the Commission recommended it for approval by City Council.
Next Steps
Over the next year, staff will use the implementation table to help prioritize improvements to existing parks based on available funding and the type of project. Projects identified in the City’s CIP such as Al Shugart Park build-out and the Skypark big kid playground will lead the priority list. As other priorities and funding sources are identified, they will be added to the City’s CIP for future year prioritization.
While staff work on delivering park improvement projects, other top recommendations will be worked on, including:
Development of Parks Maintenance Standards to ensure a
measurable system to improve maintenance of our parks.
Maintenance Manager
A joint use agreement with the school district will be pursued to allow for more recreation programs to be offered to the public at school facilities that offer unique amenities such as sports courts.
Recreation Manager, City
Manager and City School
Subcommittee
Expanded recreation program with signature events Recreation Division Staff Ongoing outreach to partner organizations to expand program offerings and fill service gaps
Recreation Manager
While the 2024 Parks Master Plan focuses on community feedback to improve existing parks, it also provides recommendations to expand and diversify the park amenities. The individual park recommendations lists considerations for each park based on the community needs. This frameworks allows staff to evaluate each park to re-envision how they can be better utilized to serve the community which meets the City’s General Plan Policies.
The Parks Master Plan, in alignment with the General Plan, is a guide to help the City carefully manage the City’s parks assets and recreation offerings and provide safe, accessible, and equitable recreational opportunities to promote healthy lifestyles for years to come.
FISCAL IMPACT
There is no fiscal impact to adopting the City of Scotts Valley Parks Master Plan. The development of this plan was previously approved and funded with Parks DIF funds. Future individual projects will be budgeted in the City's annual budget and Capital Improvement Plan and be considered by the City Council through the standard budget and contract approval process.
STAFF RECOMMENDATION
Staff and the Parks and Recreation Commission recommend the City Council approve Resolution No. 2050 adopting the 2024 Parks Master Plan.
TABLE OF CONTENTS
1. Parks Master Plan Final
2. Resolution No. 2050 Parks Master Plan 2024
PARKS &
RECREATION
MASTER PLAN
AUGUST 2024
CITY OF SCOTTS VALLEY
Page Intentionally Left Blank
ACKNOWLEDGMENTS
City of Scotts Valley Staff
Mali LaGoe
Allison Pfefferkorn
Kirsten Powell
Parks and Recreation Commission
David Sanguinetti
Gillian McGlaze
Rebecca Sorci-Murray
Heidi Denger
Kate Kelsey
City Council
Randy Johnson
Derek Timm
Jack Dilles
Donna Lind
Allan Timms
Consultants
O’Dell Engineering, a Westwood Company
Baker Tilly
Page Intentionally Left Blank
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
Page Intentionally Left Blank
TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION ..................................................... 11 PURPOSE........................................................................................................................................................................13 ABOUT CITY OF SCOTTS VALLEY.................................................................................................................14 GOALS OF THE PARKS MASTER PLAN........................................................................................................15 EXECUTIVE SUMMARY..........................................................................................................................................16 CONCLUSION............................................................................................................................................................20 CHAPTER 2: CONTEXT ................................................................. 21 PHYSICAL SETTING.................................................................................................................................................23 HISTORICAL ROOTS...............................................................................................................................................23 ECONOMY AND BUSINESS................................................................................................................................23 INCOME AND POVERTY......................................................................................................................................23 DEMOGRAPHICS.......................................................................................................................................................24 LOCAL PLANNING POLICY CONTEXT .....................................................................................................26 CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES........ 33 BENCHMARK COMMUNITIES ...........................................................................................................................35 SAFETY & SECURITY...............................................................................................................................................40 ENVIRONMENTAL SUSTAINABILITY.............................................................................................................42 QUIMBY ACT...............................................................................................................................................................42 TRENDS IN PARKS AND RECREATION .....................................................................................................43 CHAPTER 4: INVENTORY .............................................................. 49 EXISTING PARKS AND FACILITIES SYSTEM...............................................................................................51 LEVEL OF SERVICE (LOS) STANDARDS........................................................................................................54 PARK TYPOLOGY.....................................................................................................................................................55 RECREATION DIVISION........................................................................................................................................59 CURRENT PARK PROJECTS ................................................................................................................................61 CHAPTER 5: NEEDS ASSESSMENT & ANALYSIS....................... 63 PUBLIC ENGAGEMENT PROCESS...................................................................................................................65 PUBLIC SURVEY HIGHLIGHTS...........................................................................................................................70 NEEDS ASSESSMENT AND ANALYSIS...........................................................................................................74 PARK DISTRIBUTION AND GAPS IN SERVICE.........................................................................................77 SUMMARY OF NEEDS ASSESSMENT..............................................................................................................83 CHAPTER 6: RECOMMENDATIONS............................................. 85 PARK AND FACILITY RECOMMENDATIONS............................................................................................87 PARK SCORING..........................................................................................................................................................90 RECREATIONAL PROGRAM RECOMMENDATIONS............................................................................96 FISCAL CONTEXT....................................................................................................................................................97 FUNDING MECHANISMS .....................................................................................................................................98 ADD. CONSIDERATIONS FOR DEVELOPING PUBLIC PARKS AND OPEN SPACE..........104 PRELIMINARY PARK RECOMMENDATIONS...........................................................................................105 IMPLEMENTATION FRAMEWORK................................................................................................................111 CONCLUSION.........................................................................................................................................................115 REFERENCES .............................................................................................................................................................116 APPENDIX A: PARK SITES & FACILITIES MATRIX.................. 119 APPENDIX B: PARK SCORING.................................................... 123 APPENDIX C: PUBLIC OUTREACH RESULTS......................... 129
LIST OF FIGURES
FIGURE 4.0 EXISTING PARKS & FACILITIES MAP 53
FIGURE 5.0 FLASHVOTE SURVEY RESPONSES 68
FIGURE 5.1 PUBLIC SURVEY HIGHLIGHTS 70
FIGURE 5.2 IMPORTANCE VS SATISFACTION: BENEFITS OF PARKS & OPEN SPACE 72 FIGURE 5.3 IMPORTANCE VS SATISFACTION: FEATURES & AMENITIES 73 FIGURE 5.4 PREFERRED RECREATIONAL PROGRAMS BY SURVEY RESPONDENTS 75 FIGURE 5.5 EXISTING PARKS HALF-MILE SERVICE MAP 78
FIGURE 5.6 EXISTING DEVELOPED PARKS HALF-MILE SERVICE MAP 79 FIGURE 5.7 EXISTING DEVELOPED PARKS HALF-MILE SERVICE OVER TOPOGRAPHY MAP 81
FIGURE 5.8 EXISTING DEVELOPED PARKS HALF-MILE SERVICE OVER ZONING MAP 82 FIGURE 6.0 SEVEN SCORING METRICS 91
FIGURE 6.1 RECOMMENDED AREAS OF FOCUS TO CLOSE GAPS 94
FIGURE 6.2 RECOMMENDED AREAS OF FOCUS TO CLOSE GAPS ENLARGEMENT 95 FIGURE 6.3 INDIVIDUAL PARK RECOMMENDATIONS 106
LIST OF TABLES
TABLE 1.0 PARK SCORES FOR EXISTING PARKS 19
TABLE 2.0 SCOTTS VALLEY AGE DISTRIBUTION – 2010 TO 2021 COMPARISON 24 TABLE 2.1 SCOTTS VALLEY RACIAL DISTRIBUTION – 2010 TO 2021 COMPARISON 25 TABLE 2.2 SCOTTS VALLEY ANNUAL PROPOSED BUDGET EXPENDITURES OF THE PAST FIVE YEARS 25
TABLE 2.3 RECOMMENDATIONS FOR SITE FEATURES BY PARK SITE OR FACILITY 30 TABLE 2.4 TOTAL SITE FEATURES ACCESSIBLE RECOMMENDATIONS 31 TABLE 2.5 PARK SITE RECOMMENDATIONS 31
TABLE 3.0 BENCHMARK CITY COMPARISON TABLE 35
TABLE 3.1 STAFFING BUDGET AND FTE AMONG BENCHMARK CITIES FY 2022–23 36 TABLE 3.2 PARKS CURRENT LEVEL OF SERVICE STANDARDS COMPARISON AMONG BENCHMARK CITIES 37
TABLE 3.3 PARK ACREAGE COMPARISON WITH BENCHMARK CITIES 37 TABLE 3.4 NUMBER OF PARKS AND PARKS TYPOLOGY COMPARISON AMONG BENCHMARK CITIES 38
TABLE 3.5 NUMBER OF RECREATION FACILITIES COMPARISON AMONG BENCHMARK CITIES 39
TABLE 3.6 RECREATIONAL AMENITIES IN PARKS AMONG BENCHMARK CITIES 39 TABLE 4.0 DEVELOPED AND UNDEVELOPED PARKS TERMINOLOGY 51 TABLE 4.1 EXISTING PARKS LIST 52
TABLE 4.2 EXISTING COMMUNITY FACILITIES/POOL LIST 52
TABLE 4.3 CITY OF SCOTTS VALLEY LEVEL OF SERVICE STANDARDS WITH 2020 AND 2033 GOALS 55
TABLE 4.4 FUTURE PLANNED PARKS & POTENTIAL PARK SITES 58 TABLE 4.5 FUTURE FACILITIES 58
TABLE 4.6 COMMUNITY CENTER RENTAL FEE SCHEDULE FY 2022–23 60 TABLE 4.7 SILTANEN PARK POOL AND SENIOR CENTER RENTAL FEE SCHEDULE FY 2022–23 60
TABLE 4.8 GAZEBOS AND RENTAL FEE SCHEDULE FY 2022–23 61 TABLE 6.0 PARK SCORES FOR EXISTING PARKS 92
TABLE 6.1 PARKS MASTER PLAN RECREATIONAL PROGRAMS AND SERVICES RECOMMENDATIONS 96
TABLE 6.2 FUNDING SOURCES FOR CURRENT PARK PROJECTS 99
TABLE 6.3 EXAMPLES OF SPECIAL TAXES 103
TABLE 6.4 IMPLEMENTATION TABLE 112
Page Intentionally Left Blank
CHAPTER 1
CHAPTER 1
INTRODUCTION
Page Intentionally Left Blank
CHAPTER 1: INTRODUCTION 13
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 to 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.
14 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 15
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.
16 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 a 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 ten parks, two community centers, one community pool, one other facility, 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 17
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 monthlong 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.
18 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 19
CHAPTER 1
1. Programming (5 points)
2. Quantity of Amenities (10 points)
3. Lack of Usability (10 points)
4. Code Infractions (10 points)
5. Community Activation (5 points)
6. Revenue Generators
7. Connectivity (5 points)
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
5.3 SILTANEN PARK COMMUNITY
5.1 SKYPARK COMMUNITY
3.8 MACDORSA PARK NEIGHBORHOOD
2.7 HOCUS POCUS PARK MINI PARK
2 VERN HART FISHING PARK MINI PARK
1.9 SHUGART PARK NEIGHBORHOOD
1.9 LODATO PARK TRAIL
1.8 GATEWAY NORTH PARK MINI PARK
0.9 GLENWOOD OPEN SPACE TRAILS TRAIL
0.8 POLO RANCH PARK MINI PARK
* 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, Scotts Valley Unified School District 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.
20 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
Page Intentionally Left Blank
CHAPTER 2: CONTEXT 23
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, 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 U.S. 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, U.S. Census Bureau. 2 Data S2401, 2021 American Community Survey, U.S. Census Bureau. 3 Data S1901, 2021 American Community Survey, U.S. Census Bureau
24 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 25
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. Current funding sources are provided in further detail in “Chapter 6: Recommendations.” 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.
26 CHAPTER 2: CONTEXT
LOCAL PLANNING POLICY CONTEXT
Scotts Valley Parks Master Plan 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 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 2023
Adopted in November 2023, the 2023 Scotts Valley General Plan sets forward a vision for the next 20 years of development in Scotts Valley. The General Plan envisions Scotts Valley to be a familyoriented 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. • Goal OSC-1: To protect and conserve Scotts Valley’s natural resources.
CHAPTER 2: CONTEXT 27
CHAPTER 2
• 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, and 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.
The General Plan also integrates the Environmental Impact Report (EIR). In this chapter, the EIR process evaluates the impacts of the General Plan under 18 environmental categories, and the report 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 in the 2023 General Plan 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.
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.”
14 Scotts Valley Active Transportation Plan 2021, 4.
28 CHAPTER 2: CONTEXT
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 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 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 29
CHAPTER 2
Parks Master Plan considers 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.”
30 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 31
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 U.S. 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 TRAILHEAD
32 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 Vern 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 Department employee spaces. This would be a 5-year Capital Improvement Plan (CIP) program that 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 35
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.
36 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. Parks is managed by Public Works and Recreation is managed by the City Manager. 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.
In the City of Capitola, the recreational programs are managed by its Recreation Division and parks are managed by the Public Works Parks Department. 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
$660,779 $826,638 6** 3 RECREATION DIVISION,
IN PUBLIC WORKS
DEPARTMENT***
CAPITOLA $262,274 $939,656 3 5.8 RECREATION
DEPARTMENTS AND
PARKS DEPARTMENT
HALF MOON
BAY
N/A $648,832 N/A 3.55 RECREATION
SERVICES DIVISION
AND PARKS, IN PUBLIC
WORKS DEPARTMENT
PACIFIC
GROVE
N/A $969,178 N/A 3.9 RECREATION
DEPARTMENT AND
PUBLIC WORKS
DEPARTMENT
*Staffing Budget includes personal total compensation and department supplies. **The City allocates a part of their 6 FTE maintenance staffing hours for parks. ***Parks is managed by the Public Works Department. Recreation is managed by the City Manager. 8 Based on City adopted budget for Fiscal Year 2022–2023.
CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 37
CHAPTER 3
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.
38 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.
CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 39
CHAPTER 3
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 1 115
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 PICKLEBALLSHARED
COURT16
BASEBALL/
SOFTBALL
BASKETBALLBOCCE
BALL
SKATE
PARK
SOCCER PLAYGROUNDDOG
PARK
TRAILS
(TOTAL
MI)
SCOTTS
VALLEY
2/1 4/1 1/1 5/1 2/2 2/1 1/1 3/1 5/5 1/1 2/2
(8.7)17
CAPITOLA 4/1 0 0 2/2 1/1 1/1 1/1 1/1 2 1/1 1/1
(0.02)18
HALF
MOON
BAY
0 0 0 5/1 0 0 1/1 0 1/1 1/1 1/1
(1.5)19
PACIFIC
GROVE
5/1 0 0 4/4 1/1 0 0 0 3/3 0 2/2
(0.82)20
*Data shown as the number of fields or courts / number of parks or sites the amenity is located. 14 Per current master plan.
15 “Other” refers to the Scotts Valley Performing Arts Theater. 16 Shared court indicates the court can be either 4 pickleball courts or 1 tennis court. 17 Miles of trails include Lodato Park, West Glenwood, and East Glenwood. 18 Miles of trails include Stockton Bridge Park.
19 Miles of coastal trails include Poplar Beach.
20 Miles of trails include George Washington Park and Lynn “Rip” Van Winkle Open Space.
40 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 41
CHAPTER 3
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. Additional examples include gardens and community art. • 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.
42 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 park and facility renovations and new facilities.
The following are suggested best practice strategies for municipal parks and recreation agencies. • Implement Low Impact Development (LID) stormwater management techniques and technology.
• Install hardy, low water using plant species where possible with renovations 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 to 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.
CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 43
CHAPTER 3
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.
44 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%).
CHAPTER 3: BEST PRACTICES & DESIGN GUIDELINES 45
CHAPTER 3
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.”
46 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 47
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 to 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 to 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 to 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 to 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%) have 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.
Page Intentionally Left Blank
CHAPTER 4
INVENTORY
CHAPTER 4
Page Intentionally Left Blank
CHAPTER 4: INVENTORY 51
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.
52 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 44.752
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 GARDEN3 -
TOTAL 9
2 The City’s 2023 General Plan lists the total developed parks as 38.6 acres. The developed park acreage in this Master Plan has been determined by using GIS and accounts for all 8 developed parks. 3 The acreage of the community garden is part of the Community Center acreage.
CHAPTER 4: INVENTORY 53
CHAPTER 4
FIGURE 4.0 EXISTING PARKS & FACILITIES MAP
Map source: This map was created based on GIS data from Santa Cruz County.
54 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 (U.S.
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 10 years.
CHAPTER 4: INVENTORY 55
CHAPTER 4
TABLE 4.3 CITY OF SCOTTS VALLEY LEVEL OF SERVICE STANDARDS WITH 2020 AND 2033 GOALS4
CURRENT LEVEL OF SERVICE 2020 LEVEL OF SERVICE
GOALS
2033 LEVEL OF SERVICE
GOALS
LOS
(STANDARD
ACRES PER
1,000
RESIDENTS)
PARK ACRES
(AS INVENTORIED IN
2023)*
2020
POP.
CURRENT
LOS RATIO
PER 1,000
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.
4 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.