Staff Report
Reviewed by: Town Manager, Assistant Town Manager, and Town Attorney
110 E. Main Street Los Gatos, CA 95030 ● 408-354-6832
www.losgatosca.gov
TOWN OF LOS GATOS
COUNCIL AGENDA REPORT
MEETING DATE: 02/20/2018
ITEM NO: 10
DATE: FEBRUARY 15, 2018
TO: MAYOR AND TOWN COUNCIL
FROM: LAUREL PREVETTI, TOWN MANAGER
SUBJECT: ADOPT THE 2018/2020 STRATEGIC PRIORITIES AND PROVIDE DIRECTION
ON THE PREPARATION OF THE FISCAL YEAR 2018/19 OPERATING AND
CAPITAL BUDGETS
RECOMMENDATION:
Staff recommends that the Town Council adopt the 2018/2020 Strategic Priorities and provide
direction on the preparation of the Fiscal Year (FY) 2018/19 Operating and Capital Budgets.
BACKGROUND:
On December 12, 2017, the Town Council listened to public testimony, considered progress to
date on existing Strategic Priorities and ordinances, and discussed potential new Strategic
Priorities.
From the discussion, the Council concurred with the ordinance priorities as identified by the
Town Attorney in his memorandum dated December 5, 2017 (see Attachment 1). In addition,
the items for which two or more Council Members expressed interest included:
• Comprehensive Residential Parking Plan (to address high school student parking in
neighborhoods)
• Streamline Land Use Processes
• General Plan Update Including Objective Standards
• Community Shuttle
• Emergency Preparedness
• Community Emergency Response Team (CERT) Member Utilization
• Annexations
• One Way Street Pilot for North Santa Cruz and University Avenues
• Community Vitality
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SUBJECT: ADOPT THE 2018/2020 STRATEGIC PRIORITIES AND PROVIDE DIRECTION ON
THE PREPARATION OF THE FISCAL YEAR 2018/19 OPERATING AND CAPITAL
BUDGETS
DATE: FEBRUARY 15, 2018
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BACKGROUND (Cont’d):
Items for which a single Council Member expressed interest were:
• Senior Programs
• Non-Hillside Fences
• Refresh Downtown
• PACE (Property Assessed Clean Energy)
• Shade area for pets in front of the Library
DISCUSSION:
Items in Progress
As discussed in December, several of the aforementioned items are currently in the work plans
for Town Departments, including the General Plan Update, emergency preparedness, and the
shade area for pets in front of the Library. Given the Council’s interest in increased CERT
utilization, staff continues to engage with our CERT members as part of our Town -wide
emergency preparedness activities, recruit new CERT participants, and evaluate o pportunities
for greater utilization.
During 2018, the Policy Committee is working on community vitality efforts, including
streamlining of land use processes. The Committee’s first recommendations on specific policy
and/or ordinance changes are expected to come to the Town Council shortly.
While the notion of a Senior Coordinator position was supported by one Council member, staff
has been exploring ways to provide enhanced programing for seniors (and all ages) at the
Library. In addition, executive Town staff is strengthening relationships with Los Gatos-Saratoga
Recreation and other service providers to improve coordination, identify gaps, and reduce
overlaps in service. These efforts are consistent with the Town’s Age Friendly goals and help
foster collaboration between the Town and other entities in a low cost manner.
New Items
As the Town Council considers 2018/2020 Strategic Priorities, it is important to note that the
Town is engaged in many important efforts to address the Town’s Core Goals of Community
Character, Good Governance, Fiscal Stability, Quality Public Infrastructure, Civic Enrichment, and
Public Safety.
Attachment 2 proposes an approach to Strategic Priorities that acknowledges the Town’s
ongoing commitments to key issues, such as addressing pension and Other Post -Employment
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SUBJECT: ADOPT THE 2018/2020 STRATEGIC PRIORITIES AND PROVIDE DIRECTION ON
THE PREPARATION OF THE FISCAL YEAR 2018/19 OPERATING AND CAPITAL
BUDGETS
DATE: FEBRUARY 15, 2018
S:\COUNCIL REPORTS\2018\02-20-18\Strategic Priorities\Staff Report Strategic Priorities.docx 2/16/2018 12:56 PM SLL
DISCUSSION (Cont’d):
Benefits (OPEB), obtaining the Town’s share of the Measure B transportation funding for
investments such as the school shuttle, and participating in Regional Communications and
Interoperability. Attachment 2 also documents many items that are currently underway or just
started, such as the Planned Development modifications, General Plan Update, and Almond
Grove street reconstruction.
Staff proposes to place new items identified in December on the Strategic Priorities list with the
understanding that funding would need to be allocated during the 2018/19 Operating and
Capital Budgets process and/or that other Strategic Priorities would n eed to be completed to
create staff capacity to start one of the new items. This approach recognizes the full work plans
of all Departments (see Attachment 3 to the December 12, 2017 Strategic Priorities Report), the
implementation of funded capital improvements, and additional work that has recently been
absorbed, such as the summer concert series. The new items are discussed in more detail below
with funding estimates as appropriate.
Comprehensive Residential Parking Plan: Loma Alta residents continue to express interest in
residential permits given the impact of high school student parking in the neighborhood (see
Attachment 3 for public comment). Staff has given this topic more thought and offers two
options for consideration:
1. Move forward with the comprehensive approach considered in 2017 with additional
outreach through social media. This item could move forward once staffing becomes
available in the Police Department, Parks and Public Works Department, and/or Town
Manager’s Office. Staff estimates that the material costs would be approximately $1,500
for signs and $2,000 for permits and stickers. Staff time is estimated at 200 hours for
thorough community outreach and follow up.
2. Hire a consultant to conduct a thorough parking analysis, identify specific
implementation measures, and phase in the implementation of the measures. Staff
estimates that the consultant study would cost approximately $60,000 with additional
staff costs of approximately $80,000 (or 0.5 Full Time Equivalent employee) for overall
project management, review of consultant products, and community engagement.
Additional costs may include outreach materials, signs, staff costs for sign installation,
equipment, legal analysis, and potential Town Code modifications. Also, future cost
implications may include parking enforcement staff time and enforcement equipment
needs.
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SUBJECT: ADOPT THE 2018/2020 STRATEGIC PRIORITIES AND PROVIDE DIRECTION ON
THE PREPARATION OF THE FISCAL YEAR 2018/19 OPERATING AND CAPITAL
BUDGETS
DATE: FEBRUARY 15, 2018
S:\COUNCIL REPORTS\2018\02-20-18\Strategic Priorities\Staff Report Strategic Priorities.docx 2/16/2018 12:56 PM SLL
DISCUSSION (Cont’d):
Annexation: Staff continues to work with the Local Agency Formation Commission on an
annexation program for the Town’s small unincorporated pockets. Based on the support from
LAFCO for legal descriptions and other technical support, a work plan could be developed that
would identify the phasing of the annexations as staff become available after the completion of
other Strategic Priorities. Hard costs would include outreach materials, public hearing notices,
and other materials that could be absorbed by the Community Development Department
budget.
Community Shuttle: To understand the potential options, costs, and funding choices of
providing a community shuttle, this effort would involve hiring a consultant to complete a
feasibility analysis at a cost of approximately $75,000. The analysis would need to consider VTA
bus service, target ridership, benchmark data from other communities, etc. The Town’s
Transportation and Mobility Manager would oversee this project without any additional cost to
the Town.
One-Way Downtown Street Pilot: This proposal could be a project in the 2018/19 Capital
Improvement Budget. It would consist of a trial of one way streets for North Santa Cruz and
University Avenues between Highway 9 and Main Street. The project elements that would
need additional consideration and direction include, but are not limited to: duration of the
pilot (e.g., 1 week, one month, three months), traffic signal modifications, parking, expanded
bicycle and pedestrian facilities, parklets, neighborhood and business impacts, and community
outreach. Staff estimates that the cost would be $100,000 ($20,000 for design and $80,000 for
installation and monitoring). Staff support for project management and implementation would
come from the Parks and Public Works Engineering Division at an estimated cost of $30,000.
Direction for the Preparation of the Fiscal Year 2018/19 Operating and Capital Budgets
In addition to the potential capital improvement projects identified above, the Town Council
may also provide additional budget direction. Based on the current Five Year Forecast, staff is
assuming a “status quo” budget with continuation of the Town’s high service levels in all
Departments.
Staff is also preparing budget proposals for Council consideration in May that would fund
equipment purchases for emergency preparedness and CERT, support for the Town’s critical
Information Technology infrastructure, new banners to enhance community vitality and begin
to refresh the Town’s physical appearance, and other Town needs.
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SUBJECT: ADOPT THE 2018/2020 STRATEGIC PRIORITIES AND PROVIDE DIRECTION ON
THE PREPARATION OF THE FISCAL YEAR 2018/19 OPERATING AND CAPITAL
BUDGETS
DATE: FEBRUARY 15, 2018
S:\COUNCIL REPORTS\2018\02-20-18\Strategic Priorities\Staff Report Strategic Priorities.docx 2/16/2018 12:56 PM SLL
DISCUSSION (Cont’d):
Given the available one time surplus from FY2016/17 of $ 3 million, the Council may identify
the potential distribution of these one-time monies to:
• An additional contribution to the Town’s IRS 115 Pension and/or OPEB Trusts
• Specific capital investments, including but not limited to the items in this report
• Special Event Grants
• Other
CONCLUSION:
Staff looks forward to the Town Council discussion of Strategic Priorities and budget direction.
COORDINATION:
The preparation of this report was coordinated with all Town Departments and Offices.
FISCAL IMPACT:
Staff is recommending that the Town Council provide budget direction for the Strategic
Priorities that will be reflected in the Proposed FY 2018/19 Operating and Capital Budgets .
ENVIRONMENTAL ASSESSMENT:
This is not a project defined under CEQA, and no further action is required.
Attachments:
1. Ordinance Priorities
2. Proposed 2018/2020 Strategic Priorities
3. Public Comment