CALL TO ORDER 9:00 AM
PLEDGE OF ALLEGIANCE and MOMENT OF SILENCE
ROLL CALL
AGENDA
Special Study Session of the
Scotts Valley City Council
Date: February 6, 2025, 9:00 AM
February 7, 2025, 9:00 AM
CONTACT
INFORMATION
MEETING LOCATION POSTING
City of Scotts Valley
1 Civic Center Drive
Scotts Valley, CA 95066
(831) 440-5600
Scotts Valley Water District
Santa Margarita Community Room
2 Civic Center Drive
Scotts Valley, CA 95066
Agenda posted on 1-31-
2025 at City Hall, SV
Senior Center, SV Public
Works Building, and on the
Internet
at: www.scottsvalley.gov
ELECTED OFFICIALS CITY STAFF MEMBERS
Derek Timm, Mayor
Allan Timms, Vice Mayor
Steve Clark, Council Member
Krista Jett, Council Member
Donna Lind, Council Member
Mali LaGoe, City Manager
Kirsten Powell, City Attorney
Steve Walpole, Chief of Police
Jayson Rutherford, Police Captain
Scott Garner, Police Captain
Taylor Bateman, Community Development
Director
Stephanie Hill, Administrative Services Director
Rodolfo Onchi, Public Works Director
Allison Pfefferkorn, Recreation Division
Manager
Matthew Spencer-Cooke, Maintenance
Division Manager
Jeremy Long, Wastewater Division Manager
Cathie Simonovich, City Clerk
City Council Meeting Agenda
Date: February 6, 2025
SPECIAL SET MATTER
ADJOURNMENT
The City of Scotts Valley does not discriminate against persons with disabilities. The City Council Chambers is an accessible facility. If you wish to attend a City Council meeting and require assistance such as sign language, a translator, or other special assistance or devices in order to attend and participate at the meeting, please call the City Clerk's office at (831) 440-5600 five to seven days in advance of the meeting to make arrangements for assistance. If you require the agenda of a City Council meeting be available in an alternative format consistent with a specific disability, please call the City Clerk’s Office. The California State Relay Service (TTY/VCO/HCO to Voice: English 1-800-735-2929, Spanish 1-800-855-3000; or, Voice to TTY/VCO/HCO: English 1-800-735-2922, Spanish 1-800-855-3000), provides Telecommunications Devices for the Deaf and Disabled and will provide a link between the TDD caller and users of telephone equipment.
ADA NOTICE
1. Study Session: Strategic Plan 2024
This is the opportunity for individuals attending in person to make oral comments to the Council on any items within the purview of the Council, which are NOT part of the agenda. No action on the item may be taken, but the Council may request the matter be placed on a future agenda.
PUBLIC COMMENT TIME
AGENDA ITEM 1.
DATE: 2/6/2025
City of Scotts Valley
CITY COUNCIL STAFF REPORT
DATE: 2/6/2025
TO: Honorable Mayor and City Council
FROM: Mali LaGoe, City Manager
APPROVED: Mali LaGoe, City Manager
SUBJECT: Study Session: Strategic Plan 2025
SUMMARY OF ISSUE
The Scotts Valley City Council and executive staff meet annually to review the City's current year strategic goals and discuss setting goals for the following fiscal year. This study session is intentionally scheduled before the City's new year budget is developed in order to provide staff the opportunity to build in funding to support the new year's strategic goals, in the budget development process.
The study session will include presentations from each of the City's main departments: Public Works, Police, Finance, Community Development and Recreation, as well as discussions on important City Projects such as the Town Center and emerging issues such as E-bike safety and new state legislation that impacts the City. The Council will also review their Code of Conduct and Legislative Platform.
Staff will take the City Council's input at the strategic planning workshop and bring back action items at regular City Council meetings that incorporate the Council's direction. The Council does not vote or take formal action at the study session.
FISCAL IMPACT
There is no fiscal impact associated with this item as no formal action is taken.
STAFF RECOMMENDATION
Staff recommends the City Council receive updates and information provided and discuss/provide broad direction to staff regarding the City's priorities and strategic goals for FY25/26.
TABLE OF CONTENTS
1. 24-25 Q2 Strategic Workplan FINAL
2. Legislative Platform-Scotts Valley 2024
FISCAL YEAR 2024/25
STRATEGIC
WORK PLAN
Q2RESULTS
October – December 2024
INTRODUCTION
In January 2024, the Scotts Valley City Council met to review the strategic goals for FY 2023/24 and to provide direction to staff regarding the City’s priorities for FY 2024/25. This direction guided the FY 2024/25 budget development and organizational priorities. In June, the Council approved the City’s FY2024/25 budget covering the time period of July 1, 2024 to June 30, 2025.
The City Manager is responsible for developing the strategies, tactics and projects that are achievable and realistic and will drive the City’s progress toward these goals. The City Manager reports to the City Council on a quarterly basis on the progress achieved, challenges and setbacks as related to these goals.
This report covers the second quarter of the fiscal year – October 1st through December 31st 2024. It includes the specific strategies, tactics and projects the City Manager has identified as key leverage points for success.
The status of each project or tactic is described as follows using the following graphic:
Grey = Not started
Red = Behind Plan/schedule
Yellow = In planning/queued up
Light green = In process/on track
Dark green = Complete
OVERVIEW OF GOALS
Invest in operational
enhancements to improve the
efficiency of day-to-day
operations.
Complete pre-development activities
to prepare the Town Center for
Development.
Develop a strategy to maximize recreation
program cost recovery while continuing to
build out the complement of recreation
programs offered to support the diverse
interests of our community.
Complete 80% design and funding plan to
upgrade the wastewater treatment plant
to next generation technology for recycled
water and to comply with emerging water
treatment regulations.
Celebrate Scotts Valley by supporting
cultural events, developing Scotts
Valley’s brand and investing in brand
recognition.
Advance active transportation
planning including redesign of Scotts
Valley Drive and Mount Hermon Road.
Pursue additional revenue
sources to support a thriving
City.
Improve roadway conditions with a focus
on collector streets as identified in the
City’s Pavement Management Plan.
Explore options for City
offices to meet the future
needs of the City.
Boost communication and collaboration
with residents and businesses to foster
relationships and civic engagement.
SUCCESSES
In the second quarter of the fiscal year, the City celebrated several successes. First, the community passed Measure X with over 72% support, modernizing the business license tax starting in FY25/26. This is anticipated to bring $700,000 new revenue to the City annually. In addition, the City Council approved the updated Town Center vision and approved the purchase of the Town Center property from the City of Santa Cruz. Finally, in December, the City achieved full staffing across all departments for the first time in decades. With a full team, the city is positioned to achieve many more successes in the coming year.
CHALLENGES
The City experienced an unprecedented tornado on December 14, 2024.
Fortunately the damage was mostly limited to streetlights and cars and no one was critically injured or killed. This emergency response, coupled with the costs of the 2023 winter storms topping $2 million, has a serious impact on the City’s fund balance as we await state and federal reimbursements.
NEXT STEPS
Progress will continue on all goals, and with full staffing, momentum will build where capacity has been a limiting factor. At the City Council strategic planning workshop in February 2025, the Council will review this progress and start to plan for FY25/26.
RESULT HIGHLIGHTS
STAFFING
STATUS
The City can’t
achieve these goals
without adequate
and consistent
staffing.
In this period, the
City’s vacancy rate
was 0%.
We filled 3 vacant
positions &
0 staff left the City.
The average tenure
of all City staff is
5.5 years.
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 1: Pursue additional revenue sources to support a thriving City.
Notes: The Business License Modernization measure was submitted to the County timely and was assigned Measure X on the November 2024 ballot, which passed by majority vote. With ESS assistance, the City submitted a Cybersecurity infrastructure grant. While we did not receive the award, it is important to continue to identify potential grant opportunities. The Development Impact Fee Study is underway but moving slow with other competing work priorities in Public Works and Community Development. With the Business License Modernization, the City and HdL have conducted a review to identify potential businesses without a license and will utilize the communication of the new modernization as a time to work with these businesses to come into compliance.
STRATEGIES TACTICS STATUS
1. Prepare Business
License
Modernization for
November 2024
ballot
• Prepare ordinance amendments and resolutions for August 7 Council meeting
• Submit required documentation to the County Clerk by August 9
2. Pursue Grant
Funding
• Utilize ESS, the city’s grant writing consultant to identify and prepare three grant applications
• Identify and develop project descriptions and plans required to pursue and be competitive for future grants
3. Increase Business
License program
compliance
• Utilize HdL to identify businesses operating without a license • Conduct audit and compliance activities to bring businesses into compliance
4. Complete
Development
Impact Fee Study
• Identify legal requirements, methodology, and comparative cities • Submit data requests to consultants for analysis
• Staff to prepare recommendations for Council adoption
5. Research additional
financial tools
• Investigate bonds, debt service and other short and long term tools
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 2: Invest in operational enhancements to improve the efficiency of day-to-day operations.
STRATEGIES TACTICS STATUS
1. Document desk
procedures and
implement
standard processes
• Implement citywide contracts management system
• Implement Purchase Orders in OpenGov
• Create SOP for finance functions
2. Strengthen the
City’s Leadership
team cohesion
• Convene the City Leadership Team quarterly for professional development, collaboration and strategic alignment work • Convene a full day off-site meeting with the Leadership Team to assess strengths, build organizational culture and team building • Continue Executive Team leadership training and cohesion building
3. Finish
implementation of
software solutions
for automation and
efficiency
• Select and implement CMMS software
• Analyze software options for Public Works permitting
• Purchase engineering software for in-house project design • Finalize and maintain SharePoint intranet site for templates, policies, forms, and other resources
4. Attract and retain
qualified staff in all
departments
• Continue to build positive work culture and support professional development
• Conduct staff engagement survey
• Recognize and reward high performance
Notes: The City celebrated being fully staffed for the first time in many years during this quarter. City staff remain focused on implementing technology and efficient systems to streamline productivity. Purchase Orders are being now utilized in OpenGov, which allows for better tracking and reporting. Additional SOP’s are being developed to help maintain continuity and consistency for departments finance functions. Progress with CMMS vendor has been a bit slow, remains in planning phase. Public Works Team purchased Civil 3d and AutoTurn licenses required for design. With a fully staffed engineering team, the City invested in software to facilitate in-house design for CIP projects, saving significantly on outside consulting costs. The City’s Executive Team is also focused on enhancing cohesion, collaboration and cross-departmental communication to strengthen relationships and prepared the Employee Engagement Survey for distribution in Q2.
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 3: Complete pre-development activities to prepare the Town Center for Development.
STRATEGIES TACTICS STATUS
1. Complete land
acquisition
• Finalize purchase sale agreement
• Process Community Grant funding of $1M
2. Finalize the update
Town Center
Specific Plan
• Engage with neighboring commercial stakeholders, the community and development experts on design options
• Complete preferred option design by December 2024
• Develop updated objective design standards by March 2025
3. Complete
Environmental
Review
• Determine level of EIR the City is willing to fund
• Conduct EIR analysis
• Adopt updated EIR with updated Specific Plan
4. Develop RFP for
development
partner/s
• Draft RFP compliant with the surplus lands act mixed use project exemption
• Develop timeline and process
Notes: The City approved the purchase of the Town Center land during this quarter after completing the HUD grant process including an unexpected requirement to complete a NEPA analysis before the purchase could be finalized. In addition, the Council approved the updated preferred layout for the Town Center specific plan, unlocking the next phase of the project as described in strategies 3 and 4.
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 4: Develop a strategy to maximize recreation program cost recovery while continuing to build out the complement of recreation programs offered to support the diverse interests of our community.
Notes: Recreation and Finance staff brought updated recreation fees to the Parks and Recreation Commission where they supported it being brought to City Council. Council approved updated Recreation Fees in November.
STRATEGIES TACTICS STATUS
1. Establish updated
fees for facility
rentals
• Determine cost of service for programs, events and rentals • Develop proposed fee schedule revisions and take to Senior Center and Parks & Recreation Commissions for input
• Prepare updated fee schedule for City Council approval in October 2024
• Implement new Fees starting January 2025
2. Establish Cost
Recovery Goals for
events, classes and
programs
• Develop a matrix of recreation service users and cost of services • Analyze public benefit of each audience and service to determine individual cost recovery goals appropriate for each • Present findings to the City Council for direction on cost recovery goals
3. Increase Facility
Rental Revenue
• Target marketing efforts to potential new renters
• Improve facilities to meet renter needs
• Manage reservation bookings to maximize use
4. Build out programs • Set the yearly Calander of City Run programs • Evaluate community response to programming
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 5: Complete 80% design and funding plan to upgrade the wastewater treatment plant to next generation technology for recycled water and to comply with emerging water treatment regulations.
Notes: As new staff have been hired and are getting up to speed on this project, 80% design by the end of FY24/25 is likely overly ambitious. However, staff, in collaboration with Kennedy Jenks, have selected Kubota as the preferred system to move forward and complete the 10% design. Strategy 2 has commenced with the selection of the Kubota system, while Strategies 3–4 remain in the "Not Started" phase.
STRATEGIES TACTICS STATUS
1. Conceptual design
selection
• Define Design Criteria
• Evaluate MBR/UV package plan vendor options
• Estimate probable construction costs
2. Preliminary design • Package plant Vendor Selection
• Establish funding and delivery options
• 30% design
3. Design and funding
plan
• Complete 100% design
• Finalize funding strategies
4. Identify and
implement
financing strategy
to accelerate
project
implementation
• Analyze options to finance project
• Make recommendations to City Council
• Implement City Council direction
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 6: Improve roadway conditions with a focus on collector streets as identified in the City’s Pavement Management Plan.
STRATEGIES LOCATIONS/PROJECTS STATUS
1. Annual street
resurfacing and
striping work
• Various Roads (Hacienda Dr, Bean Creek Rd, Erba Ln, Whispering Pines Dr, Granite Creek Rd, Victor Sq, N. Navarra Dr, Glenwood Dr, Lockwood Ln, El Pueblo Ln, Janis Wy)
2. Other projects as
identified in the CIP
and PMP
• Granite Creek Overcrossing Pavement improvement project Notes: Now with a fully staffed department, approximately 18 lane-miles of roads have been identified for resurfacing and striping. Staff is currently developing a PS&E (Plans, Specifications, and Estimate) package, which is scheduled to be put out to bid early this 2025, with construction anticipated to begin this spring. For projects within Caltrans right-of-way, such as the Granite Creek Road Overcrossing, staff is re-evaluating previous design concepts and advancing the design to expedite Caltrans approval. Funding options are also being evaluated to ensure the project can progress efficiently.
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 7: Advance active transportation planning including redesign of Scotts Valley Drive and Mount Hermon Road.
Notes: The Mount Hermon Road Signal Project is currently in the design phase with Kimley-Horn, the traffic consultant. Once the traffic analysis phase is completed, the project will move forward with the installation of new signal equipment and implementation of coordinated timing. The Mount Hermon Bike/Ped Complete Streets project is also progressing, with the initial evaluation work completed. The full design of the Scotts Valley Drive project is set to begin early this year. The project scope includes installing a pavement surface treatment and a Type 2 bike lane with striped buffers, as directed by the City Council on 9/18/24.
STRATEGIES TACTICS STATUS
1. Advance the Mount
Hermon Road signal
upgrade project
• Evaluate current traffic signal systems
• Plan upgrades for improved coordination
• Implement upgraded systems
• Monitor performance
2. Redesign Mount
Hermon Road from
Hwy 17 to Glenn
Canyon for
improved bike/ped
safety
• Assess existing infrastructure
• Engage stakeholders
• Develop detail Improvement plans and secure funding
• Project implementation
3. Redesign Scotts
Valley drive from
Civic Center to
Glenwood for
improved bike/ped
safety
• Analyze existing conditions
• Facilitate community engagement
• Develop comprehensive design plan and secure funding
• Construct and implement project
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 8: Explore options for City offices to meet the future needs of the City.
Notes: The City does not have a Facility Master Plan so the Executive Team has meet to discuss the current and future needs of each department.
As a result, staff identified a need for approximately 25,000 square feet for current and future office needs. This is 10,000 square feet more than the current City Hall facility. In addition, the City procured a land survey of the City Hall site and is working on adjusting the lot line between the upper and lower parcels.
STRATEGY TACTICS STATUS
1. Consider facility
consolidation for
more efficient use
of existing City
Facilities
• Assess space needs for each department
• Analyze synergies/efficiency of co-location among departments • Determine options for space configuration to meet future needs • Reassess the public Works building plan
2. Consider Cityowned property to
surplus
• Obtain reports needed to assess city property value and opportunities for redevelopment
3. Explore existing
vacant commercial
properties for
potential relocation
of offices
• Engage with a commercial realtor to assess existing inventory
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 9: Boost communication and collaboration with residents and businesses to foster relationships and civic engagement.
Notes: The newsletter continues to be a popular resource for information sharing with residents and staff are in a regular routine of sending in articles and getting the newsletter published biweekly. The City hosted a Holiday Bingo activity to encourage shopping local during the holiday season, however a tornado touched down on a December 14, a Saturday afternoon during prime shopping time, which impacted some local businesses. The Citizens academy planning will start in Q3.
STRATEGIES TACTICS STATUS
1. Expand Social Media
engagement
• Increase promotion of official City social media accounts • Increase collaboration among departments and social media accounts to drive more views to City’s platform
• Add regular and relevant content to encourage sharing and reposting
2. Newsletter • Design a public newsletter using existing software resources • Develop content guidelines and expectations for department contributors
• Publish newsletter bi-weekly
3. Citizens Academy • Prepare and promote application process with a goal of 15 applicants
• Schedule speakers, venues, content for the program
• Host 3rd Citizens Academy in the Spring 2025
4. Host and participate
in Community
Events
• Host outreach events related to the Town Center designs • Host outreach events related to Scotts Valley Drive redesign • Table at community events as opportunities arise
5. Econ development
committee/chamber
• Sponsor a Shop Local Campaign around the holidays
• Host a business community open house in Spring 2025 (BLT implementation, city updates)
Scotts Valley Strategic Workplan for Fiscal Year 24/25
Status as of 12/31/2024 (Q2)
GOAL 10: Celebrate Scotts Valley by supporting cultural events, developing Scotts Valley’s brand and investing in brand recognition.
STRATEGIES TACTICS STATUS
1. Host 4th of July
parade (2024 and
2025)
• Police and Recreation to work together to plan event with support from PW Maintenance
• Expand Kidz Zone to offer more for families pre and post parade in partnership with the Boys and Girls Club for 2025
• Update event playbook for future years
2. Support the Art and
Wine Festival,
Multicultural Fair,
and similar events
at city parks
• Provide staff support, supplies and resources for City sponsored community events.
• Attend events with City booth/table where appropriate
3. Host National Night
Out in August
• Police Department organizes this event and provides food • Recreation and other staff attend and support
4. Scotts Valley Brand
development
• Gather input from businesses and residents
• Develop recognizable brand themes
• Develop banners for SV drive with brand themes
5. Community Grants
Program
• Conduct application process and recommendations to City Council • Consider grants to businesses to support Autism Certification • Execute contracts with awarded recipients
• Monitor contract compliance and close out before fiscal year end Notes: The City supported the Light Up The Night event and a Holiday Shopping Bingo activity during this quarter. An event playbook for the 4th of July Parade was completed. Recreation is in the planning stages with Boys and Girls club and Food Truck A GoGo in expanding the Kidz Fun zone.
The National Night Out was hosted once again this year with more vendors than years past. The Economic Development Committee discussed the banners program and continued business outreach. With Measure X passing in November, the Community Grant Program is planned to begin mid January 2025.
City of Scotts Valley
Legisla�ve Pla�orm 2024
The City of Scots Valley’s Legisla�ve Pla�orm for 2024 is intended to reflect the City’s posi�on on current and future legisla�on that posi�vely or nega�vely affects the City’s ability to operate effec�vely and meet the needs of the community. The pla�orm also guides the Mayor, Councilmembers, and staff to effec�vely address legisla�on to support the City’s interests and maintain local control when necessary. Throughout all priori�es, two overarching posi�ons exist – opposing unfunded mandates, and opposing any federal or state legisla�on which takes away local control.
Economic Development
Support legisla�on that will atract and retain businesses to the City Support legisla�on that will provide tools and incen�ves to support job crea�on in the City Support legisla�on that will assist the City in recovering from economic downturns Support legisla�on that ensures ci�es receive promised repayments from the State related to the dissolu�on of redevelopment agencies.
Housing/Affordable Housing and Community Development
Support legisla�on that allows local government to make decisions regarding house density levels
Oppose legisla�on that erodes local decision making authority related to land use and community development
Support legisla�on that provides federal and state funding and grants to support the produc�on of affordable housing and maintenance of exis�ng affordable housing Support legisla�on that gives local municipali�es credit and incen�ves for ac�ons under their direct control, including the approval of housing developments
City of Scots Valley
Legisla�ve Pla�orm 2024
Infrastructure & Mobility
Support new statewide funding opportuni�es for maintenance and repair of local roads Support legisla�on and funding regarding increasing safety for pedestrians and bicycles Support legisla�on that generates funding for local wastewater infrastructure and storm drain capacity and maintenance
Support legisla�on that would allow flexibility for public contrac�ng associated with rou�ne public works projects
Climate Resiliency & Natural Resource Protec�on
Support legisla�on that streamlines the CEQA/NEPA process Support legisla�on that preserves open space and natural resources Support legisla�on related to wildfire preven�on and suppression Support legisla�on to address affordability of commercial and property insurance for businesses and residents including, but not limited to, wildfire risk Support legisla�on that aids local communi�es in accessing �mely reimbursement for disaster response expenses
Support legisla�on to provide funding for to support local water conserva�on including recycled water and ground water recharge infrastructure
Public Safety & Health
Support legisla�on and policies related to accessing resources to provide high quality police services
Support legisla�on that makes it easier to implement emergency preven�on and risk reduc�on programs for at-risk popula�ons
City of Scots Valley
Legisla�ve Pla�orm 2024
Public Safety & Health (con�nued from page 2)
Support legisla�on that provides funding for disaster preparedness and local emergency opera�ons management
Support legisla�on that regulates vaping devices and other e-cigaretes and their packaging, adver�sement and promo�on to youth
Support legisla�on that supports mutual aid agreements between local governments Support legisla�on and funding for regional homelessness programs and to mi�gate the impacts of homelessness and substance abuse on the environment and communi�es Fiscal Sustainability
Support legisla�on to reimburse ci�es for unfunded state-mandates that are owed, as iden�fied by the State Treasurer
Oppose legisla�on that would limit the City’s ability to collect taxes, fees and other vital revenue sources.
Support con�nued flexibility for using municipally generated funds, such as U�lity Users Tax, Development Impact Fees, etc.
Support legisla�on or ballot measures that prevent the State from redirec�ng local governments funds such as local taxes, sales taxes, property taxes, etc.
Oppose legisla�on that would increase local costs related to public employee re�rement benefits
Support legisla�on intended to stabilize local government financing, to increase funding op�ons for local governments, and to equitably allocate revenues from the State Support legisla�on that reduces the electoral threshold for passing bonds and taxes that fund city services, affordable housing and public infrastructure projects Support legisla�on that preserves local funding avenues
City of Scots Valley
Legisla�ve Pla�orm 2024
Government Transparency
Support government transparency, public access to required mee�ngs and records, and legisla�on that facilitates these principles while s�ll allowing flexibility in government opera�ons
Support legisla�on that allows and expands on the ability of local governments to use digital communica�ons and archiving technology
Oppose legisla�on that expands the Public Records Act without funding to carry out the new requirements
Oppose legisla�on that affects the ability of joint powers authori�es to self-regulate Overarching Posi�ons
Oppose legisla�on that preempts local authority
Oppose legisla�on for new program mandates that are unfunded or underfunded