Special City Council Meeting Agenda
Tuesday, February 18, 2025 at 3:00 PM
33 Church Street, Sutter Creek, CA 95685
The Agenda can be found on the City’s Website: www.cityofsuttercreek.org The City of Sutter Creek City Council Meeting will be available via Zoom and in person.
Join Zoom meeting:
https://us02web.zoom.us/j/81391466458?pwd=4jXmBm1AP5bEbiID3iDwuxk4GpreRY.1 Please note: Zoom participation is only available for VIEWING the Council meeting. *Public Comment will not be taken from Zoom*
Or Dial by phone: 301 715 8592 Webinar ID: 816 8589 0182 Passcode: 186036 Unless stated otherwise on the agenda, every item on the agenda is exempt from review under the California Environmental Quality Act (“CEQA”) per CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resources Code Section 21065.
1. Call to Order and Establish a Quorum for Special Meeting
2. Pledge of Allegiance to the Flag
3. Public Forum
At this time, the public is permitted to address the City Council on items not appearing on the agenda.
Comments may not exceed 5 minutes. In accordance with State Law, however, no action or discussion may take place on any item not appearing on the posted agenda. The City Council may respond to statements made or questions asked or may request Staff to report back at a future meeting on the matter. The exceptions under which the City Council may discuss and/or take action on items not appearing on the agenda are contained in Government Code §54954.2. Public comment on any item listed below shall be limited to five minutes, unless additional time is permitted by the Mayor/Council.
1 4. Administrative Agenda
A. City Manager Introduction to Priority Setting Session Materials will be available at the meeting
B. Council Self Evaluatuion Discussion
As a warm-up, Mayor Gunselman will lead a discussion on the Council evaluating their own performance during the last year, using the attached document as a discussion guide.
C. City Challenges and Priorities Discussion
Review existing priorities and discuss changing/editing/adding for 2025 D. Operations and Performance Management Discussion
Operational challenges, performance metrics
E. Council Advocacy Discussion
How can Council help advocate for the City more broadly F. Discussion deck
5. Adjournment
The next regularly scheduled meeting is at 6 PM today.
2 SAMPLE COUNCIL/COMMISSION SELF-EVALUATION
The evaluation of a manager/administrator is often a frank examination of the overall relationship between the chief administrative officer and the elected governing body he/she serves. To prepare for this process, some council/commission members may find it useful to first examine their own performance as governing body members. This form can be completed by each member of the governing body to evaluate their own performance.
When used in conjunction with an evaluation of the manager/administrator, the results may suggest ways the elected and appointed staff can improve their performance and advance the interests of the organization. In each of the areas noted below, performance levels should be noted, based on the following scale:
1 = Poor (rarely meets expectations)
2 = Below average (usually does not meet expectations)
3 = Satisfactory (meets performance expectations)
4 = Above average (generally exceeds performance expectations) 5 = Excellent (almost always exceeds expectations & performs at a high standard)
Evaluation Period: ___________________ to ____________________ _______ Attends and participates in regular meetings, study sessions and special meetings of the governing body, including budget and planning meetings
_______ Attends and participates in meetings on which the governing body member is an “ex-officio” or council/commission liaison representative
_______ Adequately prepares for the meetings of the governing body by reviewing information provided by the administrator/manager _______ Contacts the manager/administrator prior to meetings with questions, and outlines requests for additional information whenever possible
_______ The governing body member’s composure and attitude are fitting for an individual in such a local elected position
_______ Is open to trying new ideas proposed by staff, citizens or other members of the governing body
3 Section 4, Item B.
_______ Listens well to others, recognizes and appreciates the interests of others, and generally works well with others
_______ Functions primarily in a policy-making, rather than administrative, role
_______ Honors communications from executive sessions as privileged, and does not discuss this information with the public
_______ In criticizing staff work and recommendations, the governing body member is careful to separate comments about the
proposal(s) from criticism of the manager/administrator or staff _______ Protects the administrator/manager from unjust criticism and negative efforts of vocal special interest groups when the manager/administrator is publicly advancing the agenda of the governing body
_______ Recognizes that the governing body member has little legal authority as an individual, and that decisions should be made by majority vote at duly convened meetings of the governing body _______ Is responsive to residents’ concerns and suggestions about the city/county
_______ Gives full consideration to the advisory recommendations of the governing body’s committees, if applicable, prior to taking definitive action on items
_______ Does not introduce new items of a complex nature for action at a public council meeting when not listed on the agenda, but rather presents new items for consideration on a subsequent agenda
_______ Channels complaints and concerns about city services and personnel through the manager/administrator’s office
_______ Helps create and maintain a climate of mutual respect and trust, and offers commendations and praise of staff and fellow elected officials when appropriate
_______ Is consistent in public statements and policy decisions from one community group to the next, among other appointed and
elected government officials, and does not make promises which cannot be kept
OTHER COMMENTS:
4 Section 4, Item B.
COUNCIL ANNUAL PRIORITY SETTING
5 Section 4, Item F.
AGENDA
• Intro
• Council Performance Discussion – led by Mayor
• City Challenges and Priorities
• Operations and Performance Management
• Council Advocacy Discussion
6 Section 4, Item F.
COUNCIL PERFORMANCE
7 Section 4, Item F.
ANNUAL PRIORITIES
pri·or·i·ty ● [prīˈôrədē] noun - the fact or condition of being regarded or treated as more important
8 Section 4, Item F.
TIME ALLOCATED TO DAILY TASKS
Finance Reporting 35%
Finance Budgeting 25%
Facilities Maintenance 50%
Facilities Setup 20%
Parks Maintenance 25%
Parks Capital improvement projects 25%
Transportation Road repair 25%
Transportation Special Projects (Stripping, Construction) 25% Transportation Roadkill removal 5%
Storm water Maintenance 50%
Storm water Repair Projects 25%
Wastewater Operation and Maintenance 75%
Wastewater Compliance and Reporting 25%
Wastewater Plant Upgrade/Large Projects 50%
Collection System Jetting of lines 25%
Collection System SSO cleanup 15%
Collection System Reduction of I/I 25%
Collection System Maintenance 25%
ARSA 50%
Engineering Design 25%
Engineering Contract management 25%
Legal Ordinance writing 25%
Legal Lawsuit mgmt 25%
Legal Agreements 25%
Legal Labor agreements 25%
Police Patrol 65%
Police Investigation 10%
Police Training 10%
Police Compliance and reporting 15%
Category Task % of Week
Admin Meeting planning 5%
Admin Staff reports 15%
Admin Meeting management 30%
Admin Website/social media 5%
Admin Special projects/research 15%
Admin Human Resources 25%
Admin Risk Management 15%
Admin Planning/DRC permit 5%
Admin Events 5%
Admin Facility Rental 10%
Admin Public notices 5%
Admin Public records request 5%
Planning Project approval 15%
Planning Building inspection 15%
Planning General plan 10%
Planning Project review 55%
Planning Design review 10%
Planning Environmental Review 10%
Planning Code enforcement 10%
Finance Payroll 40%
Finance Accounts payable 40%
Finance Purchasing 15%
Finance Accounts receivable 50%
Finance Wastewater billing 30%
9 Section 4, Item F.
REGULAR DAILY ACTIVITIES ARE
90% OF STAFF TIME
10 Section 4, Item F.
PROCESS OF CREATING PRIORITIES
● Definition of a Council Priority:
A Council priority is defined as 3-4 topics that will
receive unusual and significant attention during the
year.
● Purpose of Establishing Council Priorities:
The establishment of Council priorities will assist the Council and staff to better allot and utilize time for
discussion and decision making.
● Proposed Values:
Council should also distinguish between values and
goals.
● City Priorities:
Should not remain a priority for more than three years
Once largely planned and budgeted a priority can be
demoted to ongoing work.
11 Section 4, Item F.
2024 PRIORITIES
1. Developing a comprehensive plan to maintain and improve roadways and executing against it
2. Running the city with a sustainable budget which considers revenue generation and cost cutting through efficiencies and innovation.
3. Addressing Sutter Creeks wastewater treatment needs including collection , treatment and disposal.
4. Nurturing economic development including tourism and local employment.
12 Section 4, Item F.
HOW FAR DID WE GET?
2024 Priority Progress How Complete?
Plan to maintain and improve
roadways
Executed 2 projects
CIP plan created
Local sales tax
X%
Budget, revenue generation,
cost cutting, innovation.
Long term financial forecast
ARSA Debt forgiven
New ERP underway
X%
Wastewater Maintenance repairs
ARSA progress
WWTP funding plan in progress
Nearing RFQ
X%
Economic development
tourism…local employment.
Added events
Repaired relationships
Submitted grant application
X%
13 Section 4, Item F.
2025 PRIORITIES
• Keep Existing Ones
• Are any complete or operationalized?
• Additional Ideas
• Sensible growth, development
• Workforce development
• Beautification, trees
• Bike / Ped, Road safety
• Keep to 3 - 4
14 Section 4, Item F.
2025 PRIORITIES
1. Developing a comprehensive plan to maintain and improve roadways and executing against it
2. Running the city with a sustainable budget which considers revenue generation and cost cutting through efficiencies and innovation.
3. Addressing Sutter Creeks wastewater treatment needs including collection , treatment and disposal.
4. Nurturing economic development including tourism and local employment.
15 Section 4, Item F.
OPERATIONS AND PERFORMANCE
MANAGEMENT
16 Section 4, Item F.
PURPOSE OF GOALS AND METRICS
• Give Council a sense of what each department is focusing on • Goals are first draft, will work with the team to refine them based on overall city priorities and feedback
• Looking for Council input on high level goals, useful metrics • Ideally metrics are generated as part of doing the work to make reporting efficient
• This is NOT a focus solely on dollars. Want to stay out of the weeds. Focus on performance and achieving top goals (we know money is an issue) • Want to spend most time discussing PD and PW, two largest departments 17 Section 4, Item F.
LEGAL DEPARTMENT OBJECTIVES
Objective Metric & Metric Target
1. Effectively and efficiently provide legal advice to City • Create/review/edit legal agreements as needed
• Avoid costly lawsuits
• Advise Council and City Manager on legal options as issues arise • Fulfill role as City Attorney in staff reports and at Council meetings • Update Council on changes to legal environment on state and federal level.
• Manage legal costs/hours to city budget
2. Help facilitate successful completion of Labor
negotiations
• Participate in labor negotiation meetings
• Turnaround drafts on agreed schedule
• Share best practices from other cities
3. Complete dissolution of ARSA and oversee
wastewater improvements from legal perspective
• Complete new agreements with AWA and Amador City
• Oversee final dissolution of the JPA
• Advise on design-build agreement for Wastewater plant upgrades • Advise on developer negotiations for wastewater contributions 18 Section 4, Item F.
ENGINEERING DEPARTMENT
OBJECTIVES
Objective Metric & Metric Target
1. Provide Service at a High Level of
Quality and Responsiveness
• Parcel Map Review - Provide comments to City Staff within 10 business days. • Code Enforcement – Make contact with property owner within 5 business days. • Permits – Review plan checking of building permit and encroachment permits within 10 business days.
2. Manage Projects On Time and Budget • Provide detailed project scopes to create quality and uniform bid results to limit project to 2 change orders.
• Provide design cost estimates prior to project design & construction management estimates prior to construction. Ensure 95% of projects do not go over budget. • Ensure 100% of projects are completed on or before the scheduled completion date to eliminate construction cost overruns.
3. Enable the City to Obtain
Grants/Funding
• Assist the City with seeking grant/funding opportunities by providing exhibits and cost estimates a minimum of 10 days before grant/funding application is due. 19 Section 4, Item F.
PLANNING DEPARTMENT
OBJECTIVES
Objective Metric & Metric Target
1. Streamline the Development
Process
• Create handouts and flow charts for developers and property owners to refer to
• Hold a “how to” meeting for members of the public and elected/appointed officials
• Update current application forms
2. Educate the community on
Accessory Dwelling Units
• Hold an informational session on ADUs
• Provide technical guide
3. Educate/Communicate Housing
Law changes to the community,
including City Council and Planning
Commission
• Provide biannual updates to the Planning Commission and City Council regarding housing policies and laws
• Contribute biannually to the newsletter regarding the “HCD Happenings”
• Add helpful links to the Planning website
20 Section 4, Item F.
FINANCE DEPARTMENT
OBJECTIVES
Objective Metric & Metric Target
1. Successful launch of Tyler
Finance & Utility Software
• Meet scheduled implementation milestones timely for Finance & Utility • Revise Chart of Accounts for efficient budget tracking and reporting • Receivables & Payables account mapping completed accurately • Create key report templates, want feedback from council & the public about usefulness • Full launch of sewer bill generation and printing for July 2025 billing • Minimal hiccups during billing process
• Retain as many autopay & ebill customers during transition
2. Digitize and Simplify
commonly used customer forms
• Create plan to review commonly used customer forms & applications (business license, building permits, monthly TOT forms, etc)
• Based on plan’s schedule and budget, implement new forms online with digital submission process • Execute against the budget and on the schedule
3. Normal Operations – High
Quality Work
• Cashiering timely – keep up weekly deposits to minimize outstanding checks for customers • Minimize corrections needed, review workflow and find efficiencies or roadblocks and create solutions
• Maintain high standard of customer service, minimize complaints • Continue intake and passing along building/planning applications within 2–3-day window 21 Section 4, Item F.
PUBLIC WORKS – OPERATIONS REVIEW
Focus Area Main Operational and maintenance duties for each focus area 1) Collections Systems (City) SSMP cleaning, Respond to spills (contain and cleanup), Implement FOG program
2) Storm Drains Remove leaves from sidewalks, Prepare for storms, Clear clogged drains, Maintain/Clear tributaries and creeks around town (supervise CalFire crews)
3) Roads Pothole elimination, Maintain stripping throughout town, Paint/maintain curbs, Clear brush from road
4) Facilities and Parks Cleaning of facilities and restrooms, Repair of facilities, Maintenance of parks, Setup and tear down of public meetings (council and planning mainly), Maintain grammar school (grounds and interior), Weed abatement
5) WWTP Daily rounds (morning and evening), Waste sludge (average 3 times a week), Collect weekly samples, Maintenance and repair of process equipmentsubmit monthly reports to water board 22 Section 4, Item F.
SIGNIFICANT PW TASKS THROUGHOUT THE YEAR
Month/Season Main Operational and maintenance duties for each focus area Late Winter/Early Spring Spray for weed abatement
After Rain stops (March/April)
till late fall
Begin irrigation of spray fields to eliminate WW from ARSA reservoirs
Spring Creek and Tributary Cleaning
Spring Paint can be applied to curbs and roads (must be warm enough but not to hot)
Fall Creek and Tributary Cleaning
Winter (anytime prior to a
storm)
Leave removal from storm drains, general pickup of leaves prior to storm, remove storm drains to allow flow prior to storm and replacement after
Winter Repair potholes after storms which typically remove any patches that we install. This requires more manpower in the winter months dtff t
23 Section 4, Item F.
PUBLIC WORKS OBJECTIVES
Objective Metric and Metric Target
1 Respond to Citizen issues in
a timely manner
Improve Response time to resident. Initial response should be less than one day, and solve of issue within one week (MMS to verify dates)
2 Reduce and or eliminate
SSO’s.
Amount of Wastewater that has spilled. Tracked in CIWQS over time as to number of spills and quantity (severity of spill). Target to reduce quantity of WW spilled by 20% year over year.
3 Improve/Maintain average
PCI (pavement condition
index) for all roads in Sutter
Creek
Improving roads by resurfacing and or removing storm water issues improves the longevity of our critical infrastructure. We are exploring a new tool to improve PCI data collection through artificial intelligence. As this new tool is implemented, we should be able to track PCI and see improvements year over year. An increasing or stable average would indicate progress as the PCI deteriorates over time. Metric goal would be to not decrease PCI number year over year. 24
Section 4, Item F.
SUTTER CREEK POLICE SERVICES
SCPD offers
24/7 full public
safety services
Patrol Investigations Traffic
Enforcement
Business
Liaison
Concealed
Weapons
Permits
School
Presence
Parade
Management
Evidence
Management Court Liaison
Records
Management
and Release
Animal Control
Coordination
25 Section 4, Item F.
ORGANIZATIONAL ACCOMPLISHMENTS 2024
• 6,522 TOTAL DOCUMENTED INCIDENTS
• 5,254 OFFICER INITIATED INCIDENTS
• 1,589 ENFORCEMENT TRAFFIC STOPS
• 343 CRIMINAL REPORTS TAKEN
• 161 ARRESTS
• 0 LAWSUITS
• 0 CITIZEN COMPLAINTS
• 0 INTERNAL AFFAIRS INVESTIGATIONS
26 Section 4, Item F.
A DAY IN THE LIFE OF SCPD
• SHIFTS GENERALLY 6 AM TO 6 PM, AND 6 PM TO 6 AM
• BRIEFING WITH ON COMING/OFF GOING OFFICERS
• DAILY FOOT PATROL DOWNTOWN
• PRESENCE AT SUTTER CREEK SCHOOLS DURING DROP OFF AND RELEASE TIME • SECURITY CHECKS OF SCHOOLS, CRITICAL AREAS THROUGHOUT THE DAY • RESPONSE TO CALLS FOR SERVICE IN THE FIELD
• DIRECTED ENFORCEMENT AT IDENTIFIED LOCATIONS
• REPORT WRITING AS REQUIRED
• TESTIFYING IN CRIMINAL COURT AS REQUIRED
• ASSIST NEIGHBORING AGENCIES AS NECESSARY
27 Section 4, Item F.
RESPONSE TIMES BY COMPARISON
• DOMESTIC DISTURBANCES, PHYSICAL FIGHTS AND ARGUMENTS:
• SCPD: 3 MINUTES ACSO: 12 MINUTES
• RESIDENTIAL AND COMMERCIAL BURGLARY
• SCPD: 4 MINUTES ACSO: 17 MINUTES
• JUVENILE CALLS:
• SCPD: 5 MINUTES ACSO: 16 MINUTES
28 Section 4, Item F.
POLICE DEPARTMENT OBJECTIVES
Objective Metric and Metric Target
1. Achieve
Sustainable and
healthy staffing levels
Maintain full staffing
Increase sworn officers by 1
Increase reserve officers by +3
Track health and wellness
2. Improve service
levels to the
community
Maintain or improve response time
Report on mutual aid to / from COSC monthly
Hold PD open house
Create 9-week Citizen’s Academy course
3. Improve efficiency Staff admin/record keeping role with non-sworn, part-time person * Return non-emergency phone calls within 48 hours
* Increase sergeant field time to 75%
Complete 100% required training requirements and 1 optional course per officer
29 Section 4, Item F.
COUNCIL ADVOCACY DISCUSSION
30 Section 4, Item F.
HOW CAN COUNCIL HELP ACHIEVE GOALS
• Fundraising Advocacy with Elected Representatives
• State - Senator Marie Alvarado-Gil, Assemblymember Heather Hadwick • State officials - Gov Newsome, Treasurer Fiona MA
• Federal - Congressman Tom McClintock, Senator Alex Padilla, Senator Adam Schiff • Community
• Communication - speaking at organizations, networking outside your regular circle • Letters of support when needed for grants
• Cal Cities
• Networking with cities, council members in similarly sized cities in the state • Education and new ideas
• Sacramento
• Easy day trip
• Access to resources
31 Section 4, Item F.
DISCUSSION
32 Section 4, Item F.