HomeMy WebLinkAbout10-19-2022 City Council Agenda Packet, Amended 10-20-2022Saratoga City Council Agenda October 19, 2022 – Page 1 of 5
SARATOGA CITY COUNCIL
REGULAR MEETING
OCTOBER 19, 2022
AMENDED AGENDA
• 10/18/2022 ITEM 1.1 SUPPLEMENTAL MEMO ADDED
• 10/19/2022 JOINT SESSION PRESENTATION MATERIALS ADDED
• 10/19/2022 ITEM 1.1 WRITTEN COMMUNICATIONS ADDED
• 10/19/2022 ITEM 2.2 WRITTEN COMMUNICATIONS ADDED
• 10/19/2022 ITEM 2.3 PRESENTATION SLIDES ADDED
• 10/20/2022 ITEM 2.1 WRITTEN COMMUNICATIONS ADDED
Teleconference/Public Participation Information to Mitigate the Spread of COVID‐19
This meeting will be held entirely by teleconference. All members of the City Council and staff
will only participate via the Zoom platform using the process described below. The meeting is
being conducted pursuant to recent amendments to the teleconference rules required by the
Ralph M. Brown Act allowing teleconferencing during a proclaimed state of emergency when
local official have recommended social distancing. The purpose of the amendments is to provide
the safest environment for the public, elected officials, and staff while allowing for continued
operation of the government and public participation during the COVID-19 pandemic.
Members of the public can view and participate in the 6:00 p.m. Joint Session by:
• Using the Zoom website https://us02web.zoom.us/j/87637524453; Webinar ID 876 3752
4453 OR
• Calling 1.408.638.0968 or 1.669.900.6833 and entering the Webinar ID provided above
Members of the public can view and participate in the 7:00 p.m. Regular Session by:
• Using the Zoom website https://us02web.zoom.us/j/81684184388; Webinar ID 816 8418
4388 OR
• Calling 1.408.638.0968 or 1.669.900.6833 and entering the Webinar ID provided above; OR
• Viewing the meeting on Saratoga Community Access Television Channel 15 (Comcast
Channel 15, AT&T UVerse Channel 99 and calling in following the direction above; OR
• Viewing online at http://saratoga.granicus.com/MediaPlayer.php?publish_id=2 and calling in
following the direction above.
The public will not be able to participate in the meeting in person.
Written Communication
Comments can be submitted in writing at www.saratoga.ca.us/comment. Written
communications will be provided to the members of the Council and included in the Agenda
Packet and/or in supplemental meeting materials.
Public Comment
Members of the public may comment on any item for up to three (3) minutes. The amount of
time for public comment may be reduced by the Mayor or by action of the City Council.
Saratoga City Council Agenda October 19, 2022 – Page 2 of 5
Meeting Recording Information
In accordance with the Saratoga City Council’s Meeting Recording Policy, City Council Study
Sessions, Joint Meetings, Joint Sessions, Commission Interviews, Retreats, meetings with the
Planning Commission, and Regular Session Meetings are recorded and made available following
the meeting on the City website.
6:00 PM JOINT SESSION
Joint Session with Hakone and SASCC
Recommended Action:
Receive updates from Hakone and SASCC
Hakone Presentation Materials (Added 10/19/2022)
SASCC Presentation Materials (Added 10/19/2022)
7:00 PM REGULAR SESSION
ROLL CALL
REPORT ON POSTING OF THE AGENDA
The agenda for this meeting was properly posted on October 13, 2022.
REPORT ON JOINT SESSION
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Any member of the public may address the City Council on matters not on the Agenda. The law
generally prohibits the City Council from discussing or taking action on such items. However,
the Council may instruct staff accordingly.
ANNOUNCEMENTS
CEREMONIAL ITEMS
Domestic Violence Awareness Month Proclamation
Recommended Action:
Proclaim October 2022 as Domestic Violence Awareness Month in the City of Saratoga.
Staff Report
Attachment A – Domestic Violence Awareness Month Proclamation
1. CONSENT CALENDAR
The Consent Calendar contains routine items of business. Items in this section will be acted
on in one motion, unless removed by the Mayor or a Council Member. Any member of the
public may speak on an item on the Consent Calendar at this time, or request that the
Mayor remove an item from the Consent Calendar for discussion.
1.1. City Council Meeting Minutes
Recommended Action:
Approve the Minutes for the October 5, 2022 City Council Regular Meeting.
Staff Report
Attachment A - Minutes for the October 5, 2022 City Council Regular Meeting
Supplemental Memo - Revised Recommended Action and Minutes
Saratoga City Council Agenda October 19, 2022 – Page 3 of 5
Supplemental Memo - Written Communications (Added 10/19/2022)
1.2. Review of Accounts Payable Check Registers
Recommended Action:
Review and accept check registers for the following accounts payable payment cycles:
9/28/22 Period 3; 10/5/22 Period 4; 10/6/22 Period 4.
Staff Report
Attachment A - Check Register 09-28-2022 Period 3
Attachment B - Check Register 10-05-2022 Period 4
Attachment C - Check Register 10-06-2022 Period 4
1.3. Meeting Recording Policy Correction
Recommended Action:
Adopt the resolution correcting the Meeting Recording Policy to include the full list of
meetings to be recorded previously approved by the City Council.
Staff Report
Attachment A – Resolution Correcting the Meeting Recording Policy
1.4. Big Basin Way Turnaround Temporary No Parking Restriction
Recommended Action:
Approve an MV Resolution temporarily restricting parking at the Big Basin Way
Turnaround.
Staff Report
Attachment A - MV Resolution
Attachment B - Parking Restriction Diagram
Attachment C - Final Turnaround Plans
1.5. Quito Village Subdivision Improvement Agreement with Pulte Home Company
Recommended Action:
Approve Subdivision Improvement Agreement with Pulte Home Company, LLC. to
develop the property known as Assessor’s Parcel Number 389-12-020, a portion of the
project known as Quito Village, and authorize the City Manager to execute the same.
Staff Report
Attachment A - Subdivision Improvement Agreement - Pulte
2. GENERAL BUSINESS
2.1. Saratoga Local Roadway Safety Plan
Recommended Action:
Approve the Saratoga Local Roadway Safety Plan dated July 2022 and direct staff to move
forward with implementing safety improvements recommended in the Plan.
Staff Report
Attachment A –Saratoga Local Roadway Safety Plan
Supplemental Memo - Written Communications (Added 10//20/2022)
2.2. Commercial and Recreational Vehicle Parking Restriction Options
Recommended Action:
Staff recommends that the City Council review the information in this report and provide
staff direction as needed.
Staff Report
Saratoga City Council Agenda October 19, 2022 – Page 4 of 5
Supplemental Memo - Written Communications (Added 10/19/2022)
2.3. Communications Platforms Review and Website Recommendations
Recommended Action:
Receive presentation from Tripepi Smith on Platforms Review; and provide direction on
selection of website redesign features.
Staff Report
Attachment A – Tripepi Smith Platforms Review
Attachment B – Website Feature Examples
Attachment C – 2015 Tripepi Smith Report
Presentation Slides (Added 10/19/2022)
2.4. Report on Mills Act Agreements
Recommended Action:
Staff recommends that the City Council receive the report.
Staff Report
Attachment A- City Council Resolution 03-016 -Establishing Mills Act Tax Abatement
Program
Attachment B- Mills Act Monitoring
COUNCIL ASSIGNMENTS
Mayor Tina Walia
Cities Association of Santa Clara County-City Selection Committee
Cities Association of Santa Clara County-Legislative Action Committee
Cities Association of Santa Clara County
Council Finance Committee
Hakone Foundation Board of Trustees and Executive Board
KSAR Community Access TV Board
Silicon Valley Clean Energy Authority Board of Directors
West Valley Mayors & Managers Association
Vice Mayor Kookie Fitzsimmons
Council Finance Committee
Hakone Foundation Board of Trustees
Santa Clara County Housing and Community Development (HCD) Advisory Committee
Saratoga Chamber of Commerce Board
Saratoga Sister City Committee Liaison
Council Member Mary-Lynne Bernald
Saratoga Historical Foundation Board of Directors
Council Member Rishi Kumar
Santa Clara County Library District Board of Directors
Santa Clara Valley Water Commission
West Valley Clean Water Program Authority Board of Directors
West Valley Solid Waste Management Authority Board of Directors
Council Member Yan Zhao
Association of Bay Area Governments
Saratoga Area Senior Coordinating Council Board of Directors
Saratoga Ministerial Association
Saratoga City Council Agenda October 19, 2022 – Page 5 of 5
Valley Transportation Authority (VTA) Policy Advisory Committee
Valley Transportation Authority (VTA) State Route 85 Corridor Policy Advisory Board
West Valley Sanitation District Board of Directors
CITY COUNCIL ITEMS
COUNCIL COMMUNICATIONS
CITY MANAGER'S REPORT
ADJOURNMENT
CERTIFICATE OF POSTING OF THE AGENDA, DISTRIBUTION OF THE AGENDA
PACKET, COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT
I, Britt Avrit, City Clerk for the City of Saratoga, declare that the foregoing agenda for the
meeting of the City Council was posted and available for review on October 13, 2022 at the City
of Saratoga, 13777 Fruitvale Avenue, Saratoga, California and on the City's website at
www.saratoga.ca.us.
Signed this 13th day of October 2022 at Saratoga, California.
Britt Avrit, MMC, City Clerk
In accordance with the Ralph M. Brown Act, copies of the staff reports and other materials
provided to the City Council by City staff in connection with this agenda, copies of materials
distributed to the City Council concurrently with the posting of the agenda, and materials
distributed to the City Council by staff after the posting of the agenda are available on the City
website at www.saratoga.ca.us and are available for review in the office of the City Clerk at
13777 Fruitvale Avenue, Saratoga, California.
In compliance with the Americans with Disabilities Act and the Governor’s Executive Order, if
you need assistance to participate in this meeting, please contact the City Clerk at
bavrit@saratoga.ca.us or calling 408.868.1216 as soon as possible before the meeting. The City
will use its best efforts to provide reasonable accommodations to provide as much accessibility
as possible while also maintaining public safety.
[28 CFR 35.102-35.104 ADA title II]
Mission:
Dedicated to conserve and
enhance Hakone Estate and
Gardens for the enjoyment and
benefit of the public, to
preserve its Japanese
authenticity for the future, to
promote a deeper understanding
of Asian cultures, and to serve
as a global forum.
Board of Trustees
Executive Committee
Ann Waltonsmith
Chairperson
Emily Lo
Vice-Chairperson
Faramarz Yazdani
Treasurer
Yuki Hashimoto
Secretary
Tina Walia
Saratoga City Council
Connie Young Yu
Immediate Past-Chair
Trustees
Kookie Fitzsimmons
Beverly Harada
Robert Himel
Adrienne Reiko Iwanaga
Sandra Miller
Hiroshi Tomita
Phyllis Tung
Patricia Workman
Shozo Kagoshima
Executive Director
P.O. Box 2324
Saratoga, CA 95070
(408) 741-4994
www.hakone.com
The Hakone Foundation is a
registered 501-c3 Not-for-Profit
Corporation.
FEIN: 77-0054274
Hakone Foundation/City of Saratoga Joint Meeting
October 19, 2022
Annual Update
1) Financial Report (Safdar)
2) Attendance for Calendar Year
a) 2019 – 37,514
b) 2020 – 31, 677
i) Closed 3/17-5/3 due to the Shelter-in-Place Order by the State.
ii) Hanami at Hakone was cancelled.
c) 2021 – 75,272 (includes Hanami Night Viewing)
d) 2022 – 51,343 (YTD 9/30/22)
3) Impact of Hanami 2022- (March 22 – April 11)
a) March – 12,423 (Day and Evening)
b) April – 10,401 (Day and Evening)
4) Saratoga “Free” Days (includes Santa Clara County residents*)
a) 3,562 Free admissions through September.
i) First Tuesday, April - 1,278
ii) Total admissions for the day – 1,438
(1) *As part of our grants from the County of Santa Clara for four
different projects we agreed to offer free admission to Santa
Clara County resident one day a month, through December
2025.
5) Events
a) Total number of Booked events (weddings, family events, business
meetings) for the calendar year:
i) 2019 – 128
ii) 2022 - 186
6) Gardens
a) Update on Pond Renovation
i) Fundraising efforts have begun so that construction of the pond
renovation can begin in November 2024.
(1) We are currently at $1.1 million in committed funds and
grants, $4 million is needed to complete Phase 1 of the
Master Plan.
b) Mon Roof renovation – The cedar shingles on the Mon will be
replaced thanks to a Historic Heritage Preservation Grant we
received from the Santa Clara County Parks.
7) Membership
a) Total current members- 1,257
8) CONCLUSION- Hakone Foundation has recovered from the COVID-19
pandemic and financially, we are doing well. Thank you to our
community, and the City of Saratoga, for your support. We couldn’t do it
without you.
5
HAKONE FOUNDATION
6
YEAR IN REVIEW FY22
7
YEAR IN REVIEW FY22
8
P&L –HISTORICAL TREND SUMMARY
FY23
BUDGET
FY22
ACTUAL
$
CHANGE
%
CHANGE
FY21
ACTUAL
FY20
ACTUAL
FY19
ACTUAL
FY18
ACTUAL
ENTRANCE FEES 621,900 $580,173 41,727 7%$559,557 $205,081 $309,054 255,524
FUNDRAISING EVENTS 5,000 $2,463 2,537 $0 $125,657 $79,672 89,353
DONATIONS 58,000 $125,592 (67,592)-54%$431,234 $132,331 $79,525 77,434
GIFT SHOP 216,861 $213,413 3,448 2%$168,074 $92,920 $99,650 97,415
MEMBERSHIP 87,900 $99,332 (11,432)-12%$131,175 $59,515 $76,021 81,370
EVENTS 687,850 $675,416 12,434 2%$246,311 $298,057 $509,381 518,944
PROPERTY DAMAGE $3,744 (3,744)
Total Ops Income $1,677,511 $1,700,134 $ (22,623)-1%$1,536,351 $ 913,560 $1,153,304 $1,120,040
Cost of Goods Sold $ 95,871 $ 86,287 $ 9,584 11% $ 67,976 $ 40,721 $ 43,079 $ 45,946
SALARIES & BENEFIT 912,649 735,337 177,312 24% 735,130 722,347 698,925 651,160
GENERAL & ADMIN 166,972 167,338 (366)0% 100,882 121,797 122,480 111,917
MKTG/EVENT/FUNDRAISER 55,145 48,743 6,402 13% 27,024 80,589 154,686 85,583
GARDEN/FACILITIES 84,120 43,709 40,411 92% 29,123 49,142 59,100 67,440
Total Ops Expenses $1,218,887 $ 995,127 $ 223,759 22% $ 892,159 $ 973,875 $1,035,191 $ 916,100
Net Operating Income $ 362,754 $ 618,719 $ (255,966)-41% $ 576,216 $ (101,036) $ 75,034 $ 157,994
Net Other Income/(Exp) $ (13,436) $ 106,592 $ (120,028)NA $ (15,940) $ (75,902) $ (16,409) $ (19,748)
Net Income $ 349,318 $725,312 $(375,994)-52% $560,276 $(176,938) $ 58,625 $ 138,246 9
Total
Income
4000 Revenue from Direct Contributions
Total 4000 Revenue from Direct Contributions $ 27,483
4100 Donated Goods & Services Revenue
4110 Donated Goods $ 300
Total 4100 Donated Goods & Services Revenue $ 300
4200 Revenue from Non-Government Grants
4230 Corporate/Foundation Grants $ 10,000
Total 4200 Revenue from Non-Government Grants $ 10,000
4500 Revenue from Government Grants
4510 Government Grants - Unrestricted $ 494,494
Total 4500 Revenue from Government Grants $ 494,494
5000 Revenue from Program-Related Sales & Fees
5010 Program Service Fees $ 33,471
Total 5000 Revenue from Program-Related Sales & Fees $ 33,471
5100 Revenue from Investments
5120 Dividends & Security Interest $ 7,333
Total 5100 Revenue from Investments $ 7,333
5200 Revenue from Other Sources
5270 ACC Private Pay $ 1,234
5290 Misc Revenue $ 0
Total 5200 Revenue from Other Sources $ 1,234
5300 Revenue from Product Sales
5320 Advertising Sales $ 11,750
Total 5300 Revenue from Product Sales $ 11,750
5800 Special Events
Total 5800 Special Events $ (296)
6100 Unrealized Gain / Loss $ -
6200 Realized Gain / Loss $ 105,855
Total Income $ 691,623
Gross Revenues $ 691,623
Expenses
7200 Salaries & Related Expenses 7210 Salaries & Wages $ 511,521
Total 7200 Salaries & Related Expenses $ 616,185
7500 Contract Service Expenses
Total 7500 Contract Service Expenses $ 48,490
8100 Nonpersonnel Expenses
Total 8100 Nonpersonnel Expenses $ 101,597
8200 Facility & Equipment Expenses
Total 8200 Facility & Equipment Expenses $ 50,068
8300 Travel & Meetings Expenses
Total 8300 Travel & Meetings Expenses $ 938
Saratoga Area Senior Coordinating Council (SASCC)
Statement of Financial Activity
July 2021 - June 2022
10
8400 Client-Specific Expenses
Total 8400 Client-Specific Expenses $ 32,077
8500 Other Expenses
8590 Other Expenses $ 17,203
Total 8500 Other Expenses $ 47,231
Total Expenses $ 896,585
Net Operating Income $ (204,961)
Other Income
Total Other Income $ 249,584
Other Expenses
9000 Prior Year Adjustment $ (29)
Total Other Expenses $ (29)
Net Other Income $ 249,613
Net Income $ 44,652
11
12
13
14
15
16
17
SARATOGA CITY COUNCIL
MEETING DATE:October 19, 2022
DEPARTMENT:City Manager’s Department
PREPARED BY:Crystal Bothelio, Assistant City Manager
SUBJECT:Domestic Violence Awareness Month Proclamation
RECOMMENDED ACTION:
Proclaim October 2022 as Domestic Violence Awareness Month in the City of Saratoga.
BACKGROUND:
October has been recognized by communities throughout the United States as Domestic Violence
Awareness Month each year since 1987. The goal of Domestic Violence Awareness Month is to
connect domestic violence victims with resources and raise awareness of this issue.
ATTACHMENTS:
Attachment A –Domestic Violence Awareness Month Proclamation
18
PROCLAMATION OF THE CITY COUNCIL
OF THE CITY OF SARATOGA PROCLAIMING
OCTOBER 2022 AS
DOMESTIC VIOLENCE AWARENESS MONTH
WHEREAS,communities across the United States have been recognizing October as
Domestic Violence Awareness Month since 1987; and
WHEREAS,the goal of Domestic Violence Awareness month is to connect victims
with resources and raise awareness of the prevalence and impacts of domestic violence; and
WHEREAS,while tremendous progress has been made in preventing and ending
domestic violence as well as providing support to survivors and their families, important work
remains to be done; and
WHEREAS, domestic violence impacts people of all genders, sexual orientations,
ages, races, ethnicities, cultures, religions, and economic groups; and
WHEREAS, in California in 2020, there were 87 domestic violence related homicides
and 7% of all homicides in California were related to domestic violence in 2020; and
WHEREAS, domestic violence is the third leading cause of homelessness among
families in the United States; and
WHEREAS, survivors deserve access to responsive programs and services to increase
their safety and self-sufficiency.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Saratoga
does hereby proclaim October 2022 as Domestic Violence Awareness Month in the City of
Saratoga and urges residents to observe Domestic Violence Awareness Month by becoming
aware of the impacts of domestic violence and supporting those who are working diligently to
end it.
WITNESS MY HAND AND THE SEAL OF THE CITY OF SARATOGA on this 19th
day of October 2022.
Tina Walia, Mayor
City of Saratoga
19
SARATOGA CITY COUNCIL
MEETING DATE:October 19, 2022
DEPARTMENT:City Manager’s Department
PREPARED BY:Britt Avrit, MMC, City Clerk
SUBJECT:City Council Meeting Minutes
RECOMMENDED ACTION:
Approve the Minutes for the October 5, 2022 City Council Regular Meeting.
BACKGROUND:
Draft City Council Minutes for each Council Meeting are taken to the City Council to be reviewed
for accuracy and approval. Following City Council approval, minutes are retained for legislative
history and posted on the City of Saratoga website. The draft minutes are attached to this report
for Council review and approval.
FOLLOW UP ACTION:
Minutes will be retained for legislative history and posted on the City of Saratoga website.
ATTACHMENTS:
Attachment A -Minutes for the October 5, 2022 City Council Regular Meeting
20
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 1 of 7
MINUTES
WEDNESDAY, OCTOBER 5, 2022
SARATOGA CITY COUNCIL REGULAR MEETING
At 6:00 p.m., the City Council held a Joint Session with Santa Clara County Supervisor Joe
Simitian via teleconferencing through Zoom.
Joint Session with Santa Clara County Supervisor Joe Simitian
Recommended Action:
Receive updates from Supervisor Simitian
Mayor Walia called the Regular Session to order 7:00 p.m. via teleconferencing through Zoom.
TheCityClerkexplained theCityCouncilmeeting wasconductedpursuantto Statelawasrecently
amended by Assembly Bill 361, which allows the meeting to be conducted entirely by
teleconference. The City Council has met all the applicable notice requirements and the public is
welcome to participate. All Council Members, staff, and meeting attendees participated by Zoom.
Informationonhowthepubliccanobservethemeetingandprovidepubliccomment wasprovided.
ROLL CALL
PRESENT:
Mayor Tina Walia, Vice Mayor Kookie Fitzsimmons, Council Members
Mary-Lynne Bernald, Rishi Kumar, Yan Zhao
ABSENT:None
ALSO PRESENT:James Lindsay, City Manager
Crystal Bothelio Assistant City Manager
Richard Taylor, City Attorney
Britt Avrit, City Clerk
John Cherbone, Public Works Director
Nick Pegueros, Administrative Services Director
Debbie Pedro, Community Development Director
Nicole Johnson, Senior Planner
Lauren Blom, Public Information Officer
Ann Xu, Accountant II
REPORT FROM JOINT SESSION
Mayor Walia provided a report of the City Council Joint Session with Santa Clara County
Supervisor Joe Simitian.
REPORT ON POSTING OF THE AGENDA
The City Clerk reported the agenda for this meeting was properly posted on September 29, 2022.
Mayor Walia discussed the number of attendees and the number of participants who have indicated
they would like to address the City Council and requested the City Council consider reducing the
public speaking time to one minute.
21
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 2 of 7
BERNALD MOVED TO CHANGE THE PUBLIC SPEAKING TIME TO ONE MINUTE
FOR ALL ITEMS ON THE AGENDA FOR THIS MEETING.
Vice Mayor Fitzsimmons requested a friendly amendment to change the speaking time to two
minutes.
BERNALD/FITZSIMMONS MOVED TO CHANGE THE PUBLIC SPEAKING TIME
TO TWO MINUTES FOR ALL ITEMS ON THE AGENDA FOR THIS MEETING.
MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD, KUMAR, ZHAO,
FITZSIMMONS, WALIA: NOES: NONE. ABSTAIN: NONE. ABSENT: NONE.
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Mayor Walia invited public comment.
The following individuals spoke at this time:
Sankaran Suresh discussed October as Domestic Violence Awareness Month.
Belal Aftab discussed the increase in traffic near the pumpkin patch on Saratoga Avenue near Cox.
ANNOUNCEMENTS
Mayor Walia shared information about the Citywide Scarecrow Competition, Pizza & Politics,
Witchy Walk-a-Bout, South Asian Literature & Art Festival and the Saratoga 5k Fun Run & Walk.
CEREMONIAL ITEMS
Appointment of Library & Community Engagement Commissioner
Recommended Action:
Adopt the Resolution re-appointing Cristina Meiser to the Library & Community
Engagement Commission and direct the City Clerk to administer the Oath of Office.
RESOLUTION 22-040
ZHAO/BERNALD MOVED TO ADOPT THE RESOLUTION RE-APPOINTING
CRISTINA MEISER TO THE LIBRARY & COMMUNITY ENGAGEMENT
COMMISSION AND DIRECT THE CITY CLERK TO ADMINISTER THE OATH
OF OFFICE. MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD,
KUMAR, ZHAO, FITZSIMMONS, WALIA. NOES: NONE. ABSTAIN: NONE.
RECUSED: NONE. ABSENT: NONE.
Proclamation Declaring October 5, 2022 Clean Air Day
Recommended Action:
Proclaim October 5, 2022 Clean Air Day in the City of Saratoga.
The City Council proclaimed October 5, 2022 Clean Air Day in the City of Saratoga.
22
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 3 of 7
Commendation for Anna Huang
Recommended Action:
Commend Anna Huang for her service on the Saratoga Parks & Recreation Commission.
The City Council commended Anna Huang for her service on the Saratoga Parks &
Recreation Commission.
1.CONSENT CALENDAR
Mayor Walia invited public comment on the Consent Calendar.
No one requested to speak.
1.1. City Council Meeting Minutes
Recommended Action:
Approve the Minutes for the September 21, 2022 City Council Regular Meeting.
BERNALD/FITZSIMMONS MOVED TO APPROVE THE MINUTES FOR THE
SEPTEMBER 21, 2022 CITY COUNCIL REGULAR MEETING. MOTION PASSED
BY VERBAL ROLL CALL. AYES: BERNALD, KUMAR, ZHAO, FITZSIMMONS,
WALIA. NOES: NONE. ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
1.2. Review of Accounts Payable Check Registers
Recommended Action:
Review and accept check registers for the following accounts payable payment cycles:
9/15/22 Period 3; 9/22/22 Period 3
BERNALD/FITZSIMMONS MOVED TO REVIEW AND ACCEPT CHECK
REGISTERS FOR THE FOLLOWING ACCOUNTS PAYABLE PAYMENT
CYCLES: 9/15/22 PERIOD 3; 9/22/22 PERIOD 3. MOTION PASSED BY VERBAL
ROLL CALL. AYES: BERNALD, KUMAR, ZHAO, FITZSIMMONS, WALIA. NOES:
NONE. ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
1.3. Treasurer’s Report for the Month Ended August 31, 2022
Recommended Action:
Review and accept the Treasurer’s Report for the month ended August 31, 2022.
BERNALD/FITZSIMMONS MOVED TO REVIEW AND ACCEPT THE
TREASURER’S REPORT FOR THE MONTH ENDED AUGUST 31, 2022. MOTION
PASSED BY VERBAL ROLL CALL. AYES: BERNALD, KUMAR, ZHAO,
FITZSIMMONS, WALIA. NOES: NONE. ABSTAIN: NONE. RECUSED: NONE.
ABSENT: NONE.
1.4. Goleta Avenue Right of Way Easement - Resolution
Recommended Action:
Approve a resolution accepting the Grant of Easement dated July 28, 2022 from the
Cupertino Union School District (CUSD), property owner of 12300 De Sanka Avenue
(APN 386-55-001), for a right of way easement along Goleta Avenue.
RESOLUTION 22-041
23
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 4 of 7
BERNALD/FITZSIMMONS MOVED TO APPROVE A RESOLUTION ACCEPTING
THE GRANT OF EASEMENT DATED JULY 28, 2022 FROM THE CUPERTINO
UNION SCHOOL DISTRICT (CUSD), PROPERTY OWNER OF 12300 DE SANKA
AVENUE (APN 386-55-001), FOR A RIGHT OF WAY EASEMENT ALONG
GOLETA AVENUE. MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD,
KUMAR, ZHAO, FITZSIMMONS, WALIA. NOES: NONE. ABSTAIN: NONE.
RECUSED: NONE. ABSENT: NONE.
2.PUBLIC HEARING
2.1. APCC22-0002 - Appeal of a Temporary Compliance Plan for Winery Operations at
House Family Vineyards at 13340 Old Oak Way.
Recommended Action:
1. Conduct a public hearing and consider the application that is the subject of the appeal.
2. Adopt a resolution denying the appeal (APCC22-0002) and approving the Temporary
Compliance Plan for the limited winery operations for House Family Vineyards subject to
conditions as approved by the Community Development Department.
Nicole Johnson, Senior Planner, presented the staff report.
The Applicant and Appellant provided presentations.
Mayor Walia invited public comment.
The following individuals spoke at this time: Cheriel Jensen, Steve Coates, Chris Vasquez,
Stan, John Reed, Mohini Balakrishnan, Glenda Aune, Rich Walker (Denodo), Ingrid Sywak,
Ken, Andrey Tovchigrechko, Harry & Rosemary Wong, Cindy Watkins, Pragati Grover,
Carol & Marty Miranda, Tom C
Mayor Walia requested a recess at this time.
Mayor Walia reconvened the meeting at 9:10 p.m.
Public comment continued with the following individuals speaking at this time: Imran,
Litsung Chen, Paul Porrini, Gerard, Shree, Jim, Bill K, Tony, Alex, Bob Araldi, Adam,Mario,
Mike Cowburn, Don Campagna, Karen, Ge Deng, David Rossi, Mike Nedved,Ronald
Schoengold, Dave Z, Mike Giomi, Athena, Ken Czworniak, Flohun, WN, Paul, Jim Cargill,
Jeffrey Becker, Martin Rossip, Rodrigo, Kelly Medrano, Jon Dutra, Lauren Huang
KUMAR/FITZSIMMONS MOVED TO ADOPT A RESOLUTION DENYING THE
APPEAL (APCC22-0002) AND APPROVING THE TEMPORARY COMPLIANCE
PLAN FOR THE LIMITED WINERY OPERATIONS FOR HOUSE FAMILY
VINEYARDS SUBJECT TO CONDITIONS AS APPROVED BY THE COMMUNITY
DEVELOPMENT DEPARTMENT.
Council Member Bernald requested a friendly amendment to amend the Temporary
Compliance Plan (TCP) amending the hours of operation to Thursday – Sunday, noon-5:00
p.m. by appointment only with no more than 49 people, and the applicant must agree to the
change within one week in order for the amended TCP to be in effect.
24
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 5 of 7
WALIA/ZHAO MOVED TO UPHOLD THE APPEAL.MOTION FAILED BY VERBAL
ROLL CALL. AYES: ZHAO, WALIA: NOES: BERNALD, KUMAR, FITZSIMMONS.
ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
RESOLUTION 22-042
KUMAR/FITZSIMMONS MOVED TO ADOPT A RESOLUTION DENYING THE
APPEAL (APCC22-0002) AND APPROVING THE TEMPORARY COMPLIANCE
PLAN AS AMENDED FOR THE LIMITED WINERY OPERATIONS FOR HOUSE
FAMILY VINEYARDS SUBJECT TO CONDITIONS AS APPROVED BY THE
COMMUNITY DEVELOPMENT DEPARTMENT.MOTION PASSED BY VERBAL
ROLL CALL. AYES: BERNALD, KUMAR, FITZSIMMONS: NOES: ZHAO, WALIA.
ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
Mayor Walia requested a recess at this time.
Mayor Walia reconvened the meeting at 11:25 p.m.
3.GENERAL BUSINESS
3.1. Reconsider and Confirm Findings Pursuant to Assembly Bill 361 and Provide
Direction on Continuing Virtual Meetings
Recommended Action:
1. Reconsider and confirm findings pursuant to Assembly Bill 361 of the continued public
health officials’ recommendation to social distance and to therefore continue the option of
holding City of Saratoga Brown Act meetings by teleconference.
2. Discuss and provide direction on continuing virtual meetings.
Britt Avrit, City Clerk, presented the staff report.
Mayor Walia invited public comment.
The following individuals spoke at this time: Chuck Page, Glenda Aune
KUMAR MOVED TO RECONSIDER AND CONFIRM FINDINGS PURSUANT TO
ASSEMBLY BILL 361 OF THE CONTINUED PUBLIC HEALTH OFFICIALS’
RECOMMENDATION TO SOCIAL DISTANCE AND TO THEREFORE
CONTINUE THE OPTION OF HOLDING CITY OF SARATOGA BROWN ACT
MEETINGS BY TELECONFERENCEAND MOVE TO THE HYBRID OPTION FOR
FUTURE MEETINGS.
Vice Mayor Fitzsimmons requested a friendly amendment to begin the hybrid option
beginning with the 7:00 p.m. Regular Session on November 2, 2022.
25
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 6 of 7
KUMAR/FITZSIMMONS MOVED TO RECONSIDER AND CONFIRM FINDINGS
PURSUANT TO ASSEMBLY BILL 361 OF THE CONTINUED PUBLIC HEALTH
OFFICIALS’ RECOMMENDATION TO SOCIAL DISTANCE AND TO
THEREFORE CONTINUE THE OPTION OF HOLDING CITY OF SARATOGA
BROWN ACT MEETINGS BY TELECONFERENCE AND MOVE TO THE HYBRID
OPTION FOR FUTURE MEETINGS BEGINNING WITH THE 7:00 P.M. SESSION
ON NOVEMBER 2, 2022.MOTION PASSED BY VERBAL ROLL CALL. AYES:
BERNALD, KUMAR, ZHAO, FITZSIMMONS, WALIA: NOES: NONE. ABSTAIN:
NONE. RECUSED: NONE. ABSENT: NONE.
COUNCIL ASSIGNMENTS
Mayor Tina Walia
Council Finance Committee – stated the Committee received an overview of the Comprehensive
Fee Study project and received a progress report of the current fiscal year.
West Valley Mayors & Managers Association – stated the Association reaffirmed the VTA
selection process; stated the Association determined a rotation system for the Silicon Valley
Regional Interoperability Authority which will provide each City an opportunity to be on the
Board; Saratoga will choose the Alternate at the annual Council Assignment discussion in
December.
Vice Mayor Kookie Fitzsimmons
Nothing to report.
Council Member Mary-Lynne Bernald
Saratoga Historical Foundation Board of Directors – stated the roof and outside siding are
complete for the Blacksmith Shop, it is anticipated the project will be complete in the Spring;
landscaping will take place in two phases and stated a fundraiser ‘Spirit of Saratoga’ may take
place in January which will feature contributors to the community over the last 50 years.
Council Member Rishi Kumar
Nothing to report.
Council Member Yan Zhao
Saratoga Area Senior Coordinating Council Board of Directors – stated the Executive Director
provided a Health Fair recap, the Board discussed SASCC Board and employment policies, stated
a Special Meeting will be held on October 25, 2022 to discuss the West Valley Mission
Community College District special project and stated a Closed Session was held for the Executive
Director’s evaluation.
Saratoga Ministerial Association – stated the Board discussed upcoming Celebration of Light and
Thanksgiving Day Events and discussed the upcoming November 16
th Joint Meeting with the City
Council.
CITY COUNCIL ITEMS
None.
COUNCIL COMMUNICATIONS
Mayor Walia thanked Girl Scout Service Unit 618, Don Eberhard, the Youth Commission,
Resource Table hosts, City Staff and attendees of the recent State of the City Event.
26
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 7 of 7
CITY MANAGER'S REPORT
None
CITY ATTORNEY'S REPORT
None
ADJOURNMENT
ZHAO/FITZSIMMONS MOVED TO ADJOURN THE MEETING AT 11:58 P.M.MOTION
PASSED BY VERBAL ROLL CALL. AYES: BERNALD, ZHAO, FITZSIMMONS, WALIA:
NOES: NONE. ABSTAIN: NONE. RECUSED: NONE. ABSENT: KUMAR.
Minutes respectfully submitted:
Britt Avrit, City Clerk
City of Saratoga
27
CITY OF SARATOGA
Memorandum
To: Mayor Walia & Members of the Saratoga City Council
From: Britt Avrit, MMC, City Clerk
Meeting Date: October 19, 2022
Subject: Revised Minutes
Following publication of the agenda packet for the October 19, 2022 City Council meeting, Mayor
Walia requested an amendment to the motion for Item 2.1 of the October 5, 2022 Minutes.
KUMAR/FITZSIMMONS MOVED TO ADOPT A RESOLUTION DENYING THE
APPEAL (APCC22-0002) AND APPROVING THE TEMPORARY COMPLIANCE
PLAN, AMENDING THE HOURS OF OPERATION TO THURSDAY – SUNDAY,
NOON-5:00 P.M. BY APPOINTMENT ONLY WITH NO MORE THAN 49 PEOPLE,
AND THE APPLICANT MUST AGREE TO THE CHANGE WITHIN ONE WEEK IN
ORDER FOR THE AMENDED TCP TO BE IN EFFECT, AS AMENDED FOR THE
LIMITED WINERY OPERATIONS FOR HOUSE FAMILY VINEYARDS SUBJECT
TO CONDITIONS AS APPROVED BY THE COMMUNITY DEVELOPMENT
DEPARTMENT. MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD,
KUMAR, FITZSIMMONS: NOES: ZHAO, WALIA. ABSTAIN: NONE. RECUSED:
NONE. ABSENT: NONE.
The revised Minutes are attached to this memo and the revised Recommended Action is provided
below if the Council wishes to approve the Amended Minutes.
Recommended Action:
Approve the Minutes as amended and shown in the Supplemental Memo for the October 19, 2022
City Council Meeting.
28
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 1 of 7
MINUTES
WEDNESDAY, OCTOBER 5, 2022
SARATOGA CITY COUNCIL REGULAR MEETING
At 6:00 p.m., the City Council held a Joint Session with Santa Clara County Supervisor Joe
Simitian via teleconferencing through Zoom.
Joint Session with Santa Clara County Supervisor Joe Simitian
Recommended Action:
Receive updates from Supervisor Simitian
Mayor Walia called the Regular Session to order 7:00 p.m. via teleconferencing through Zoom.
The City Clerk explained the City Council meeting was conducted pursuant to State law as recently
amended by Assembly Bill 361, which allows the meeting to be conducted entirely by
teleconference. The City Council has met all the applicable notice requirements and the public is
welcome to participate. All Council Members, staff, and meeting attendees participated by Zoom.
Information on how the public can observe the meeting and provide public comment was provided.
ROLL CALL
PRESENT:
Mayor Tina Walia, Vice Mayor Kookie Fitzsimmons, Council Members
Mary-Lynne Bernald, Rishi Kumar, Yan Zhao
ABSENT: None
ALSO PRESENT: James Lindsay, City Manager
Crystal Bothelio Assistant City Manager
Richard Taylor, City Attorney
Britt Avrit, City Clerk
John Cherbone, Public Works Director
Nick Pegueros, Administrative Services Director
Debbie Pedro, Community Development Director
Nicole Johnson, Senior Planner
Lauren Blom, Public Information Officer
Ann Xu, Accountant II
REPORT FROM JOINT SESSION
Mayor Walia provided a report of the City Council Joint Session with Santa Clara County
Supervisor Joe Simitian.
REPORT ON POSTING OF THE AGENDA
The City Clerk reported the agenda for this meeting was properly posted on September 29, 2022.
Mayor Walia discussed the number of attendees and the number of participants who have indicated
they would like to address the City Council and requested the City Council consider reducing the
public speaking time to one minute.
29
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 2 of 7
BERNALD MOVED TO CHANGE THE PUBLIC SPEAKING TIME TO ONE MINUTE
FOR ALL ITEMS ON THE AGENDA FOR THIS MEETING.
Vice Mayor Fitzsimmons requested a friendly amendment to change the speaking time to two
minutes.
BERNALD/FITZSIMMONS MOVED TO CHANGE THE PUBLIC SPEAKING TIME
TO TWO MINUTES FOR ALL ITEMS ON THE AGENDA FOR THIS MEETING.
MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD, KUMAR, ZHAO,
FITZSIMMONS, WALIA: NOES: NONE. ABSTAIN: NONE. ABSENT: NONE.
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Mayor Walia invited public comment.
The following individuals spoke at this time:
Sankaran Suresh discussed October as Domestic Violence Awareness Month.
Belal Aftab discussed the increase in traffic near the pumpkin patch on Saratoga Avenue near Cox.
ANNOUNCEMENTS
Mayor Walia shared information about the Citywide Scarecrow Competition, Pizza & Politics,
Witchy Walk-a-Bout, South Asian Literature & Art Festival and the Saratoga 5k Fun Run & Walk.
CEREMONIAL ITEMS
Appointment of Library & Community Engagement Commissioner
Recommended Action:
Adopt the Resolution re-appointing Cristina Meiser to the Library & Community
Engagement Commission and direct the City Clerk to administer the Oath of Office.
RESOLUTION 22-040
ZHAO/BERNALD MOVED TO ADOPT THE RESOLUTION RE-APPOINTING
CRISTINA MEISER TO THE LIBRARY & COMMUNITY ENGAGEMENT
COMMISSION AND DIRECT THE CITY CLERK TO ADMINISTER THE OATH
OF OFFICE. MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD,
KUMAR, ZHAO, FITZSIMMONS, WALIA. NOES: NONE. ABSTAIN: NONE.
RECUSED: NONE. ABSENT: NONE.
Proclamation Declaring October 5, 2022 Clean Air Day
Recommended Action:
Proclaim October 5, 2022 Clean Air Day in the City of Saratoga.
The City Council proclaimed October 5, 2022 Clean Air Day in the City of Saratoga.
30
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 3 of 7
Commendation for Anna Huang
Recommended Action:
Commend Anna Huang for her service on the Saratoga Parks & Recreation Commission.
The City Council commended Anna Huang for her service on the Saratoga Parks &
Recreation Commission.
1. CONSENT CALENDAR
Mayor Walia invited public comment on the Consent Calendar.
No one requested to speak.
1.1. City Council Meeting Minutes
Recommended Action:
Approve the Minutes for the September 21, 2022 City Council Regular Meeting.
BERNALD/FITZSIMMONS MOVED TO APPROVE THE MINUTES FOR THE
SEPTEMBER 21, 2022 CITY COUNCIL REGULAR MEETING. MOTION PASSED
BY VERBAL ROLL CALL. AYES: BERNALD, KUMAR, ZHAO, FITZSIMMONS,
WALIA. NOES: NONE. ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
1.2. Review of Accounts Payable Check Registers
Recommended Action:
Review and accept check registers for the following accounts payable payment cycles:
9/15/22 Period 3; 9/22/22 Period 3
BERNALD/FITZSIMMONS MOVED TO REVIEW AND ACCEPT CHECK
REGISTERS FOR THE FOLLOWING ACCOUNTS PAYABLE PAYMENT
CYCLES: 9/15/22 PERIOD 3; 9/22/22 PERIOD 3. MOTION PASSED BY VERBAL
ROLL CALL. AYES: BERNALD, KUMAR, ZHAO, FITZSIMMONS, WALIA. NOES:
NONE. ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
1.3. Treasurer’s Report for the Month Ended August 31, 2022
Recommended Action:
Review and accept the Treasurer’s Report for the month ended August 31, 2022.
BERNALD/FITZSIMMONS MOVED TO REVIEW AND ACCEPT THE
TREASURER’S REPORT FOR THE MONTH ENDED AUGUST 31, 2022. MOTION
PASSED BY VERBAL ROLL CALL. AYES: BERNALD, KUMAR, ZHAO,
FITZSIMMONS, WALIA. NOES: NONE. ABSTAIN: NONE. RECUSED: NONE.
ABSENT: NONE.
1.4. Goleta Avenue Right of Way Easement - Resolution
Recommended Action:
Approve a resolution accepting the Grant of Easement dated July 28, 2022 from the
Cupertino Union School District (CUSD), property owner of 12300 De Sanka Avenue
(APN 386-55-001), for a right of way easement along Goleta Avenue.
RESOLUTION 22-041
31
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 4 of 7
BERNALD/FITZSIMMONS MOVED TO APPROVE A RESOLUTION ACCEPTING
THE GRANT OF EASEMENT DATED JULY 28, 2022 FROM THE CUPERTINO
UNION SCHOOL DISTRICT (CUSD), PROPERTY OWNER OF 12300 DE SANKA
AVENUE (APN 386-55-001), FOR A RIGHT OF WAY EASEMENT ALONG
GOLETA AVENUE. MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD,
KUMAR, ZHAO, FITZSIMMONS, WALIA. NOES: NONE. ABSTAIN: NONE.
RECUSED: NONE. ABSENT: NONE.
2. PUBLIC HEARING
2.1. APCC22-0002 - Appeal of a Temporary Compliance Plan for Winery Operations at
House Family Vineyards at 13340 Old Oak Way.
Recommended Action:
1. Conduct a public hearing and consider the application that is the subject of the appeal.
2. Adopt a resolution denying the appeal (APCC22-0002) and approving the Temporary
Compliance Plan for the limited winery operations for House Family Vineyards subject to
conditions as approved by the Community Development Department.
Nicole Johnson, Senior Planner, presented the staff report.
The Applicant and Appellant provided presentations.
Mayor Walia invited public comment.
The following individuals spoke at this time: Cheriel Jensen, Steve Coates, Chris Vasquez,
Stan, John Reed, Mohini Balakrishnan, Glenda Aune, Rich Walker (Denodo), Ingrid Sywak,
Ken, Andrey Tovchigrechko, Harry & Rosemary Wong, Cindy Watkins, Pragati Grover,
Carol & Marty Miranda, Tom C
Mayor Walia requested a recess at this time.
Mayor Walia reconvened the meeting at 9:10 p.m.
Public comment continued with the following individuals speaking at this time: Imran,
Litsung Chen, Paul Porrini, Gerard, Shree, Jim, Bill K, Tony, Alex, Bob Araldi, Adam, Mario,
Mike Cowburn, Don Campagna, Karen, Ge Deng, David Rossi, Mike Nedved, Ronald
Schoengold, Dave Z, Mike Giomi, Athena, Ken Czworniak, Flohun, WN, Paul, Jim Cargill,
Jeffrey Becker, Martin Rossip, Rodrigo, Kelly Medrano, Jon Dutra, Lauren Huang
KUMAR/FITZSIMMONS MOVED TO ADOPT A RESOLUTION DENYING THE
APPEAL (APCC22-0002) AND APPROVING THE TEMPORARY COMPLIANCE
PLAN FOR THE LIMITED WINERY OPERATIONS FOR HOUSE FAMILY
VINEYARDS SUBJECT TO CONDITIONS AS APPROVED BY THE COMMUNITY
DEVELOPMENT DEPARTMENT.
Council Member Bernald requested a friendly amendment to amend the Temporary
Compliance Plan (TCP) amending the hours of operation to Thursday – Sunday, noon-5:00
p.m. by appointment only with no more than 49 people, and the applicant must agree to the
change within one week in order for the amended TCP to be in effect.
32
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 5 of 7
WALIA/ZHAO MOVED TO UPHOLD THE APPEAL. MOTION FAILED BY VERBAL
ROLL CALL. AYES: ZHAO, WALIA: NOES: BERNALD, KUMAR, FITZSIMMONS.
ABSTAIN: NONE. RECUSED: NONE. ABSENT: NONE.
RESOLUTION 22-042
KUMAR/FITZSIMMONS MOVED TO ADOPT A RESOLUTION DENYING THE
APPEAL (APCC22-0002) AND APPROVING THE TEMPORARY COMPLIANCE
PLAN, AMENDING THE HOURS OF OPERATION TO THURSDAY – SUNDAY,
NOON-5:00 P.M. BY APPOINTMENT ONLY WITH NO MORE THAN 49 PEOPLE,
AND THE APPLICANT MUST AGREE TO THE CHANGE WITHIN ONE WEEK
IN ORDER FOR THE AMENDED TCP TO BE IN EFFECT, FOR THE LIMITED
WINERY OPERATIONS FOR HOUSE FAMILY VINEYARDS SUBJECT TO
CONDITIONS AS APPROVED BY THE COMMUNITY DEVELOPMENT
DEPARTMENT. MOTION PASSED BY VERBAL ROLL CALL. AYES: BERNALD,
KUMAR, FITZSIMMONS: NOES: ZHAO, WALIA. ABSTAIN: NONE. RECUSED:
NONE. ABSENT: NONE.
Mayor Walia requested a recess at this time.
Mayor Walia reconvened the meeting at 11:25 p.m.
3. GENERAL BUSINESS
3.1. Reconsider and Confirm Findings Pursuant to Assembly Bill 361 and Provide
Direction on Continuing Virtual Meetings
Recommended Action:
1. Reconsider and confirm findings pursuant to Assembly Bill 361 of the continued public
health officials’ recommendation to social distance and to therefore continue the option of
holding City of Saratoga Brown Act meetings by teleconference.
2. Discuss and provide direction on continuing virtual meetings.
Britt Avrit, City Clerk, presented the staff report.
Mayor Walia invited public comment.
The following individuals spoke at this time: Chuck Page, Glenda Aune
KUMAR MOVED TO RECONSIDER AND CONFIRM FINDINGS PURSUANT TO
ASSEMBLY BILL 361 OF THE CONTINUED PUBLIC HEALTH OFFICIALS’
RECOMMENDATION TO SOCIAL DISTANCE AND TO THEREFORE
CONTINUE THE OPTION OF HOLDING CITY OF SARATOGA BROWN ACT
MEETINGS BY TELECONFERENCE AND MOVE TO THE HYBRID OPTION FOR
FUTURE MEETINGS.
Vice Mayor Fitzsimmons requested a friendly amendment to begin the hybrid option
beginning with the 7:00 p.m. Regular Session on November 2, 2022.
33
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 6 of 7
KUMAR/FITZSIMMONS MOVED TO RECONSIDER AND CONFIRM FINDINGS
PURSUANT TO ASSEMBLY BILL 361 OF THE CONTINUED PUBLIC HEALTH
OFFICIALS’ RECOMMENDATION TO SOCIAL DISTANCE AND TO
THEREFORE CONTINUE THE OPTION OF HOLDING CITY OF SARATOGA
BROWN ACT MEETINGS BY TELECONFERENCE AND MOVE TO THE HYBRID
OPTION FOR FUTURE MEETINGS BEGINNING WITH THE 7:00 P.M. SESSION
ON NOVEMBER 2, 2022. MOTION PASSED BY VERBAL ROLL CALL. AYES:
BERNALD, KUMAR, ZHAO, FITZSIMMONS, WALIA: NOES: NONE. ABSTAIN:
NONE. RECUSED: NONE. ABSENT: NONE.
COUNCIL ASSIGNMENTS
Mayor Tina Walia
Council Finance Committee – stated the Committee received an overview of the Comprehensive
Fee Study project and received a progress report of the current fiscal year.
West Valley Mayors & Managers Association – stated the Association reaffirmed the VTA
selection process; stated the Association determined a rotation system for the Silicon Valley
Regional Interoperability Authority which will provide each City an opportunity to be on the
Board; Saratoga will choose the Alternate at the annual Council Assignment discussion in
December.
Vice Mayor Kookie Fitzsimmons
Nothing to report.
Council Member Mary-Lynne Bernald
Saratoga Historical Foundation Board of Directors – stated the roof and outside siding are
complete for the Blacksmith Shop, it is anticipated the project will be complete in the Spring;
landscaping will take place in two phases and stated a fundraiser ‘Spirit of Saratoga’ may take
place in January which will feature contributors to the community over the last 50 years.
Council Member Rishi Kumar
Nothing to report.
Council Member Yan Zhao
Saratoga Area Senior Coordinating Council Board of Directors – stated the Executive Director
provided a Health Fair recap, the Board discussed SASCC Board and employment policies, stated
a Special Meeting will be held on October 25, 2022 to discuss the West Valley Mission
Community College District special project and stated a Closed Session was held for the Executive
Director’s evaluation.
Saratoga Ministerial Association – stated the Board discussed upcoming Celebration of Light and
Thanksgiving Day Events and discussed the upcoming November 16th Joint Meeting with the City
Council.
CITY COUNCIL ITEMS
None.
COUNCIL COMMUNICATIONS
34
Saratoga City Council Minutes ~ October 5, 2022 ~ Page 7 of 7
Mayor Walia thanked Girl Scout Service Unit 618, Don Eberhard, the Youth Commission,
Resource Table hosts, City Staff and attendees of the recent State of the City Event.
CITY MANAGER'S REPORT
None
CITY ATTORNEY'S REPORT
None
ADJOURNMENT
ZHAO/FITZSIMMONS MOVED TO ADJOURN THE MEETING AT 11:58 P.M. MOTION
PASSED BY VERBAL ROLL CALL. AYES: BERNALD, ZHAO, FITZSIMMONS, WALIA:
NOES: NONE. ABSTAIN: NONE. RECUSED: NONE. ABSENT: KUMAR.
Minutes respectfully submitted:
Britt Avrit, City Clerk
City of Saratoga
35
CITY OF SARATOGA
Memorandum
To: Mayor Walia & Members of the Saratoga City Council
From: Crystal Bothelio, Assistant City Manager
Meeting Date: October 19, 2022
Subject: Written Communications, Item 1.1
Following publication of the agenda packet for the October 19, 2022 City Council Regular Meeting,
written communications were submitted for Item 1.1. The communications are attached to this
memo.
36
From:noreply@civicplus.com
To:Mary-Lynne Bernald; Yan Zhao; Rishi Kumar; Tina Walia; Kookie Fitzsimmons; James Lindsay; Britt Avrit; Crystal
Bothelio
Subject:Online Form Submittal: Council Comments Form
Date:Tuesday, October 18, 2022 4:38:15 PM
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments
or clicking links, especially from unknown senders.
Council Comments Form
Your Name N Archuleta
Phone Number Field not completed.
Email Address
Subject Item 1.1 for 19 oct
Comments This year council officer take over 5000 dollar from wine
applicant and vote on 5 oct.
California code 84308 violation. 6c and 6d
Email Subscription Field not completed.
Email not displaying correctly? View it in your browser.
37
SARATOGA CITY COUNCIL
MEETING DATE: October 19, 2022
DEPARTMENT: Administrative Services - Finance
PREPARED BY: Vivian Lu, Accounting Technician
SUBJECT: Review of Accounts Payable Check Registers
RECOMMENDED ACTION:
Review and accept check registers for the following accounts payable payment cycles:
9/28/22 Period 3; 10/5/22 Period 4; 10/6/22 Period 4.
BACKGROUND:
The information listed below provides detail for City check runs. Checks issued for $20,000 or greater are
listed separately as well as any checks that were voided during the time period. Fund information, by check
run, is also provided in this report.
ATTACHMENTS:
Attachment A – 9/28/22 Check Register in the ‘A/P Checks by Period and Year’ report format
Attachment B – 10/5/22 Check Register in the ‘A/P Checks by Period and Year’ report format
Attachment C – 10/6/22 Check Register in the ‘A/P Checks by Period and Year’ report format
REPORT SUMMARY:
Attached are Check Registers for:
Date
Ending
Check #
9/28/2022 146049 146071 23 101,885.26 9/28/2022 9/22/2022 146048
10/5/2022 146072 146101 30 319,628.58 10/5/2022 9/28/2022 146071
10/6/2022 146102 146102 1 23,480.00 10/6/2022 10/5/2022 146101
Accounts Payable checks issued for $20,000 or greater:
Date Check # Dept. Amount
9/28/2022 146065 San Jose Water Company General Fund Various Water Services 36,412.96
10/5/2022 146089 Orchard Keepers Inc General Fund PW July and August Orchard Maintenance 27,649.23
10/5/2022 146093 Sandis Civil Engineers Surveyors ARPA/SLFRF Fund P W Village Parking Project & Citywide Storm Drain 166,348.72
10/5/2022 146095 Shute, Mihaly & Weinberger General Fund Various August Attorney Services 31,064.03
10/5/2022 146100 Villalobos & Associates CIP Street Project Fund PW Pierce Road Stabilization 47,389.00
10/6/2022 146102 Mario Topete Tree Care General Fund PW Tree Mainte nance Services 23,480.00
Accounts Payable checks voided during this time period:
AP Date Check #Amount
N/A
Accounts Payable
Fund Purpose
StatusReason Issued to
Issued to
Prior Check Register
Checks ReleasedTotal Checks Amount
Accounts Payable
Accounts Payable
Ending
Check #
Starting
Check #Type of Checks Date
38
SUNGARD PUBLIC SECTOR PAGE NUMBER: 1
DATE: 09/28/2022 CITY OF SARATOGA VENCHK11
TIME: 15:30:04 CHECK REGISTER - FUND TOTALS ACCOUNTING PERIOD: 3/23
FUND FUND TITLE AMOUNT
111 GENERAL FUND 54,648.56
233 SARAHILLS LIGHTING DIST 234.87
244 CUNNINGHAM/GLASGOW LND 9.58
251 MCCARTYSVILLE LANDSCAPE 19.46
252 PRIDES CROSSING LANDSCAPE 28.60
271 BEUACHAMPS L&L 63.84
272 BELLGROVE L&L 593.17
274 HORSESHOE DRIVE L&L 9.64
276 TOLLGATE L&L 355.78
411 CIP STREET PROJECTS FUND 18,015.53
412 CIP PARKS PROJECT FUND 6,600.00
622 IT SERVICES 6,998.31
624 BUILDING MAINTENANCE 11,354.92
713 WVCWP AGENCY FUND 2,953.00
TOTAL REPORT 101,885.26
39
SUNGARD PUBLIC SECTOR PAGE NUMBER: 1
DATE: 09/28/2022 CITY OF SARATOGA VENCHK11
TIME: 15:29:31 CHECK REGISTER ACCOUNTING PERIOD: 3/23
FUND - 009 - DISBURSEMENT FUND
CHECK NUMBER CASH ACCT DATE ISSUED --------------VENDOR-------------- ACCT -------DESCRIPTION------- AMOUNT
146049 11111 09/28/22 234 A T & T 63211 TITUS/PRSPECT MED-IRR 25.43
146049 11111 09/28/22 234 A T & T 63211 PROSPECT RD GRACE BLD 48.06
146049 11111 09/28/22 234 A T & T 63211 HISTORICAL PARK IRR 25.43
146049 11111 09/28/22 234 A T & T 63211 SUPERTRUNK 417.68
146049 11111 09/28/22 234 A T & T 63211 BIG BASIN WAY IRR 25.43
TOTAL CHECK 542.03
146050 11111 09/28/22 552 CA DEPARTMENT OF JUSTICE 64161 AUG FINGERPRINT APPS 32.00
146051 11111 09/28/22 1412 CIVICPLUS 64141 MUNICODE SUBSCRIPTION 3,001.60
146052 11111 09/28/22 342 DATA TICKET INC 62481 APR 2022 CITATION 100.00
146053 11111 09/28/22 341 DU-ALL SAFETY, LLC 66211 SAFETY TRAINING 2,094.50
146054 11111 09/28/22 421 EWING IRRIGATION 61341 LANDSCAPE SUPPLIES 121.75
146055 11111 09/28/22 500 FRANK WYANT 43481 TREE REF TRF22-0297 130.00
146056 11111 09/28/22 454 GACHINA LANDSCAPE MANAGEM 64552 CSP FENCE REMOVAL 510.00
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 45.46
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 215.32
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 124.12
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 38.12
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 180.78
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 173.77
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 190.25
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 49.49
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 78.78
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 154.34
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 558.85
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 21.65
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61331 ROAD MAINT SUPPLIES 1.93
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61331 ROAD MAINT SUPPLIES 71.91
146057 11111 09/28/22 488 HOME DEPOT CREDIT SERVICE 61341 LANDSCAPE SUPPLIES 131.25
TOTAL CHECK 2,036.02
146058 11111 09/28/22 63 INTERSTATE TRAFFIC CONTRO 81121 STREET SUPPLIES 9,922.50
146059 11111 09/28/22 1595 KEENAN & ASSOCIATES 67713 WVCWP LIAB INS 22/23 2,683.00
146059 11111 09/28/22 1595 KEENAN & ASSOCIATES 67711 WVCWP AUTO INS 22/23 270.00
TOTAL CHECK 2,953.00
146060 11111 09/28/22 1062 NI GOVERNMENT SERVICES, I 63211 8/22 AIRTIME 80.71
146061 11111 09/28/22 1745 ODP BUSINESS SOLUTIONS, L 61111 OFFICE SUPPLIES 24.74
146061 11111 09/28/22 1745 ODP BUSINESS SOLUTIONS, L 61111 OFFICE SUPPLIES 50.42
146061 11111 09/28/22 1745 ODP BUSINESS SOLUTIONS, L 61111 OFFICE SUPPLIES 26.10
TOTAL CHECK 101.26
146062 11111 09/28/22 1767 OMNIWARE NETWORKS 68523 COMM EVENT GRANT RMB 2,000.00
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 BEAUCHAMPS 63.84
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 BELLGROVE CIRCLE 593.17
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 BUILDINGS 10,024.47
40
SUNGARD PUBLIC SECTOR PAGE NUMBER: 2
DATE: 09/28/2022 CITY OF SARATOGA VENCHK11
TIME: 15:29:31 CHECK REGISTER ACCOUNTING PERIOD: 3/23
FUND - 009 - DISBURSEMENT FUND
CHECK NUMBER CASH ACCT DATE ISSUED --------------VENDOR-------------- ACCT -------DESCRIPTION------- AMOUNT
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 CUNNINGHAM/GLASGOW 9.58
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 HORSESHOE DR LNDSCAP 9.64
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 MCCARTYSVILLE 19.46
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 PARKS/OPEN SPACE 1,128.48
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 PRIDES CROSSING 28.60
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 SARAHILLS LIGHTING 234.87
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 TOLLGATE 15.82
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 TRAFFIC SIGNALS 1,822.22
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 CITYWIDE STREETLIGHTS 887.13
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 VILLAGE LIGHTING 2,366.95
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 AZULE LIGHTING 246.37
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 QUITO LIGHTING 692.44
146063 11111 09/28/22 173 PACIFIC GAS & ELECTRIC 63111 LOAN RETROFIT PROGRAM 653.83
TOTAL CHECK 18,796.87
146064 11111 09/28/22 1092 PALACE ART & OFFICE SUPPL 61111 OFFICE SUPPLIES 57.75
146065 11111 09/28/22 87 SAN JOSE WATER COMPANY 63112 BUILDINGS 864.71
146065 11111 09/28/22 87 SAN JOSE WATER COMPANY 63112 PARKS/OPEN SPACE 29,362.50
146065 11111 09/28/22 87 SAN JOSE WATER COMPANY 63112 TOLLGATE 339.96
146065 11111 09/28/22 87 SAN JOSE WATER COMPANY 63112 MEDIANS/PARKWAYS 5,845.79
TOTAL CHECK 36,412.96
146066 11111 09/28/22 1432 SITEIMPROVE, INC. 64313 WEBSITE ANALYTICS 6,998.31
146067 11111 09/28/22 343 TMT ENTERPRISES INC 61341 WHH LANDSCAPE SUPPLY 211.91
146067 11111 09/28/22 343 TMT ENTERPRISES INC 61341 WHH LANDSCAPE SUPPLY 164.06
TOTAL CHECK 375.97
146068 11111 09/28/22 500 TOD HUDDLESON 43481 TREE REP TRP21-0457 125.00
146069 11111 09/28/22 1287 TAPCO 81121 STREET SUPPLIES 3,507.88
146069 11111 09/28/22 1287 TAPCO 81121 STREET SUPPLIES 3,507.88
146069 11111 09/28/22 1287 TAPCO 81121 STREET SUPPLIES 1,077.27
TOTAL CHECK 8,093.03
146070 11111 09/28/22 1716 VOLUNTEERLOCAL, LLC 64312 ANNUAL SOFTWARE SPPRT 800.00
146071 11111 09/28/22 1437 WESTFALL ENGINEERS, INC. 81143 HAKONE GARDENS SURVEY 6,600.00
TOTAL FUND 101,885.26
TOTAL REPORT 101,885.26
41
SUNGARD PUBLIC SECTOR PAGE NUMBER: 1
DATE: 10/05/2022 CITY OF SARATOGA VENCHK11
TIME: 20:21:42 CHECK REGISTER - FUND TOTALS ACCOUNTING PERIOD: 4/23
FUND FUND TITLE AMOUNT
111 GENERAL FUND 64,656.98
252 PRIDES CROSSING LANDSCAPE 268.00
411 CIP STREET PROJECTS FUND 63,880.75
412 CIP PARKS PROJECT FUND 5,301.86
414 CIP ADMIN PROJECTS FUND 14,071.59
422 PARK IN-LIEU FEES FUND 2,583.75
435 ARPA/SLFRF FUND 159,158.84
611 LIABILITY /RISK MGMT FUND 4,234.28
622 IT SERVICES 860.40
623 VEHICLE & EQUIPMENT MAINT 2,427.13
624 BUILDING MAINTENANCE 2,185.00
TOTAL REPORT 319,628.58
42
SUNGARD PUBLIC SECTOR PAGE NUMBER: 1
DATE: 10/05/2022 CITY OF SARATOGA VENCHK11
TIME: 20:20:41 CHECK REGISTER ACCOUNTING PERIOD: 4/23
FUND - 009 - DISBURSEMENT FUND
CHECK NUMBER CASH ACCT DATE ISSUED --------------VENDOR-------------- ACCT -------DESCRIPTION------- AMOUNT
146072 11111 10/05/22 35 ACCENT GRAPHICS 61111 OFFICE SUPPLIES 81.85
146072 11111 10/05/22 35 ACCENT GRAPHICS 61111 OFFICE SUPPLIES 294.18
TOTAL CHECK 376.03
146073 11111 10/05/22 1187 ASSOCIATED SERVICES COMPA 61133 FACILITIES SUPPLIES 518.74
146074 11111 10/05/22 1137 BEAR ELECTRICAL SOLUTIONS 64534 TRAFFIC SIGNALS MAINT 1,297.98
146075 11111 10/05/22 1249 BELKORP AG, LLC 64611 MAINTENANCE VEH 2,427.13
146076 11111 10/05/22 1316 BELLECCI & ASSOCIATES, IN 81142 SARA TDA SIDEWALK 2,496.25
146076 11111 10/05/22 1316 BELLECCI & ASSOCIATES, IN 81142 SARA TDA SIDEWALK 217.51
146076 11111 10/05/22 1316 BELLECCI & ASSOCIATES, IN 81142 SARA TDA SIDEWALK 142.50
TOTAL CHECK 2,856.26
146077 11111 10/05/22 357 BMI IMAGING SYSTEMS 81148 DOCUMENTS SCAN SVCS 1,785.25
146077 11111 10/05/22 357 BMI IMAGING SYSTEMS 81148 DOCUMENTS SCAN SVCS 7,669.84
TOTAL CHECK 9,455.09
146078 11111 10/05/22 1357 COMCAST 63213 COMCAST (PROSPECT) 118.22
146079 11111 10/05/22 991 COMCAST 63213 COMCAST (TV) 47.96
146080 11111 10/05/22 1369 COMCAST CORPORATION 63213 COMCAST (P2P) 694.22
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64541 AUG AZULE PARK 715.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64541 AUG BROOKGLEN PARK 120.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64555 AUG DOG TRL STATIONS 652.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64541 AUG FOOTHILL PARK 191.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64541 AUG GARDINER PARK 191.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64547 AUG PRODES CROSSING 268.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64543 AUG PROSPECT MEDIANS 417.00
146081 11111 10/05/22 1717 DINSMORE LANDSCAPE COMPAN 64541 AUG RAVENWOOD PARK 120.00
TOTAL CHECK 2,674.00
146082 11111 10/05/22 1766 DISABILITY ACCESS CONSULT 81161 ADA CONSULTING SVCS 2,250.00
146083 11111 10/05/22 500 HACHI JU HACKI 81161 BUS RNWL GRANT PROG 1,075.00
146084 11111 10/05/22 1384 HEALTH EDUCATION SERVICES 61133 FACILITIES SUPPLIES 170.50
146085 11111 10/05/22 500 INN AT SARATOGA 81161 BUS RNWL GRANT PROG 1,270.00
146086 11111 10/05/22 500 KATHERINE DEMAREE 24211 DEP REFUND FACILITY 500.00
146087 11111 10/05/22 499 CARPENTERS LOCAL 2236 (MI 21262 DED:3000 DUES 260.00
146088 11111 10/05/22 1572 NBBM SERVICES, INC 64511 JANITORIAL SERVICES 1,260.00
146089 11111 10/05/22 1658 ORCHARD KEEPERS, INC. 64554 JUL ORCHARD MAINT 17,163.34
146089 11111 10/05/22 1658 ORCHARD KEEPERS, INC. 64554 AUG ORCHARD MAINT 10,485.89
TOTAL CHECK 27,649.23
146090 11111 10/05/22 173 PACIFIC GAS & ELECTRIC 63111 BUILDINGS (MUSEUM) 8.11
146090 11111 10/05/22 173 PACIFIC GAS & ELECTRIC 63111 MONTE VISTA DRIVE 10.62
146090 11111 10/05/22 173 PACIFIC GAS & ELECTRIC 63111 BUILDINGS 193.48
43
SUNGARD PUBLIC SECTOR PAGE NUMBER: 2
DATE: 10/05/2022 CITY OF SARATOGA VENCHK11
TIME: 20:20:41 CHECK REGISTER ACCOUNTING PERIOD: 4/23
FUND - 009 - DISBURSEMENT FUND
CHECK NUMBER CASH ACCT DATE ISSUED --------------VENDOR-------------- ACCT -------DESCRIPTION------- AMOUNT
146090 11111 10/05/22 173 PACIFIC GAS & ELECTRIC 63111 VILLAGE LIGHTING 18.34
TOTAL CHECK 230.55
146091 11111 10/05/22 1550 PLAN JPA 62419 AUG GEN LIAB CLAIMS 4,234.28
146092 11111 10/05/22 1686 SAFETY NETWORK TRAFFIC SI 81121 STREET SUPPLIES 6,147.01
146093 11111 10/05/22 1754 SANDIS CIVIL ENGINEERS SU 81142 VILLAGE PARKING PROJ 19,760.81
146093 11111 10/05/22 1754 SANDIS CIVIL ENGINEERS SU 81142 CITYWIDE STORM DRAIN 139,398.03
146093 11111 10/05/22 1754 SANDIS CIVIL ENGINEERS SU 81144 EL QUITO PK SURVEY 2,583.75
146093 11111 10/05/22 1754 SANDIS CIVIL ENGINEERS SU 81144 ELVA /CANYON SURVEY 4,606.13
TOTAL CHECK 166,348.72
146094 11111 10/05/22 111 SARATOGA HISTORICAL FOUND 63211 PHONE BILL 34.17
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65223 GENERAL PLAN 2,666.60
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65256 NON-DEP 102.75
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65215 PW 676.20
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65212 ADMIN SVC 505.40
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65213 CDD 9,948.40
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65214 CDE 877.80
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65219 CITY CLERK 2,287.60
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65211 CM 3,830.40
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65256 NON-DEP 127.28
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65217 OH/CC MEETINGS 2,527.00
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65215 PW 2,287.60
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 65227 RISK MANAGEMENT 452.20
146095 11111 10/05/22 154 SHUTE MIHALY & WEINBERGER 22119 AHFV EIR-ENV21-0011 4,774.80
TOTAL CHECK 31,064.03
146096 11111 10/05/22 1246 STATEWIDE TRAFFIC SAFETY 81121 STREET SUPPLIES 2,882.35
146097 11111 10/05/22 500 SUSHAMA THAKKER 24211 DEP REFUND FACILITY 500.00
146098 11111 10/05/22 500 THE CONRADO COMPANY INC 43471 PERMIT 22-1333 CANCEL 386.74
146098 11111 10/05/22 500 THE CONRADO COMPANY INC 43112 PERMIT 22-1333 CANCEL 1.50
146098 11111 10/05/22 500 THE CONRADO COMPANY INC 41412 PERMIT 22-1333 CANCEL 58.01
146098 11111 10/05/22 500 THE CONRADO COMPANY INC 43117 PERMIT 22-1333 CANCEL 20.00
TOTAL CHECK 466.25
146099 11111 10/05/22 372 UNION PACIFIC RAILROAD CO 81143 VASONA PED/BIKE TRAIL 5,301.86
146100 11111 10/05/22 1524 VILLALOBOS & ASSOCIATES 81161 PIERCE ROAD STABILIZE 33,990.00
146100 11111 10/05/22 1524 VILLALOBOS & ASSOCIATES 81161 PIERCE ROAD STABILIZE 13,399.00
TOTAL CHECK 47,389.00
146101 11111 10/05/22 500 YOUPING DENG 43481 TREE REF TRF22-0342 130.00
TOTAL FUND 319,628.58
TOTAL REPORT 319,628.58
44
SUNGARD PUBLIC SECTOR PAGE NUMBER: 1
DATE: 10/06/2022 CITY OF SARATOGA VENCHK11
TIME: 15:56:42 CHECK REGISTER - FUND TOTALS ACCOUNTING PERIOD: 4/23
FUND FUND TITLE AMOUNT
111 GENERAL FUND 20,865.00
272 BELLGROVE L&L 2,615.00
TOTAL REPORT 23,480.00
45
SUNGARD PUBLIC SECTOR PAGE NUMBER: 1
DATE: 10/06/2022 CITY OF SARATOGA VENCHK11
TIME: 15:56:33 CHECK REGISTER ACCOUNTING PERIOD: 4/23
FUND - 009 - DISBURSEMENT FUND
CHECK NUMBER CASH ACCT DATE ISSUED --------------VENDOR-------------- ACCT -------DESCRIPTION------- AMOUNT
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64544 KMP REMOVE TREE 690.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64581 QUITO RD RMV TR LIMB 1,970.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64581 QUITO RD TREE CLEANUP 617.50
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64581 QUITO RD RMV BRANCHES 912.50
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64581 SARA INN RMV TR LIMB 2,650.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64581 SARA INN TREE MAINT 1,035.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64544 HISTORICAL PK TREES 2,760.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64544 ALLNDALE TREE MAINT 805.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64544 BEAUCHAMPS TREE MAINT 2,270.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64544 AZULE TREE MAINT 3,750.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64544 QUITO PARK TREE MAINT 3,405.00
146102 11111 10/06/22 1750 MARIO TOPETE TREE CARE, I 64549 BELLGROVE TREE MAINT 2,615.00
TOTAL CHECK 23,480.00
TOTAL FUND 23,480.00
TOTAL REPORT 23,480.00
46
SARATOGA CITY COUNCIL
MEETING DATE:October 19, 2022
DEPARTMENT:City Manager’s Department
PREPARED BY:Crystal Bothelio, Assistant City Manager
SUBJECT:Meeting Recording Policy Correction
RECOMMENDED ACTION:
Adopt the resolution correcting the Meeting Recording Policy to include the full list of meetings
to be recorded previously approved by the City Council.
BACKGROUND:
The City Council adopted the Meeting Recording Policy in June 2021 to formalize meeting
recording practices.The policy was amended in March 2022 to include City Council Finance
Committee meetings. Under the policy, the following meetings will be recorded:City Council
Regular Meetings held in the Civic Theater; City Council Study Sessions, Joint Sessions,
Commission Interviews, Retreats, and meetings with the Planning Commission; City Council
Finance Committee meetings; and, Planning Commission Regular Meetings held in the Civic
Theater and Study Sessions.Adoption of the attached resolution will correct the policy to include
the full list of meetings to be recorded, which was inadvertently left out of the March 2022
resolution.
ATTACHMENTS:
Attachment A –Resolution Correcting the Meeting Recording Policy
47
RESOLUTION NO. 22-___
RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF SARATOGA CORRECTING THE POLICY
FOR MEETING RECORDINGS
WHEREAS, the City Council recognizes that recordings of meetings provide the most
complete and comprehensive record of a meeting; and
WHEREAS, the City Council also values that meeting recordings allow the public to view
meetings after they have occurred, providing the community with additional options to track and
observe the City’s decision making and advisory bodies; and
WHEREAS, the City of Saratoga’s video archives for City Council Regular Meetings goes
back as far as 1991 and the City’s archives for Planning Commission Regular Meetings dates back
to 2004; and
WHEREAS, the City Council established the Meeting Recording Policy via Resolution
21-046 to formalize meeting recording practices and amended the policy via Resolution 22-006 to
add City Council Finance Committee meetings to the list of meetings to be recorded; and
WHEREAS, adoption of this resolution corrects the Meeting Recording Policy to
accurately reflect the list of meetings to be recording in accordance with City Council direction
and policy.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Saratoga hereby
amends the attached Meeting Recording Policy and declares that this resolution shall replace and
supersede all prior resolutions, policies, and understandings related to the Meeting Recording
Policy.
The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga
City Council held on the 19th day of October 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Tina Walia, Mayor
ATTEST:
DATE:
Britt Avrit, MMC, City Clerk
48
City of Saratoga Meeting Recording Policy
(Adopted and Amended October 19, 2022 via Resolution 22-__) – Page 1 of 1
CITY OF SARATOGA MEETING RECORDING POLICY
Adopted and Amended October 19, 2022 via Resolution 22-__
The City Council of the City of Saratoga has approved this policy concerning recording of
meetings.
1. All City Council Regular Meetings held in the Civic Theater shall be video recorded and
indexed to allow ready viewing of particular agenda items. The video recordings shall be made
available to the public on the City website.
2. City Council Study Sessions, Joint Sessions, Commission Interviews, Retreats, and City
Council meetings with the Planning Commission shall be video recorded. The video
recordings shall be made available to the public on the City website. These video recordings
are not required to be indexed.
3. Planning Commission Regular Meetings held in the Civic Theater shall be video recorded and
indexed to allow ready viewing of particular agendaitems. The video recordings shall be made
available to the public on the City website.
4. Planning Commission Study Sessions shall be video recorded. The video recordings shall be
made available to the public on the City website. These video recordings are not required to
be indexed.
5. City Council Finance Committee meetings shall be video recorded. The video recordings shall
be made available to the public on the City website. These video recordings are not required
to be indexed.
49
SARATOGA CITY COUNCIL
MEETING DATE:October 19, 2022
DEPARTMENT:Public Works
PREPARED BY:Emma Burkhalter
SUBJECT:Big Basin Way Turnaround Temporary No Parking Restriction
RECOMMENDED ACTION:
Approve an MV Resolution temporarily restricting parking at the Big Basin Way Turnaround.
BACKGROUND:
In May 2022, a concern was brought to the Traffic Safety Commission about pedestrians being unable
to use the gate that connects the Saratoga Oaks HOA to Saratoga Village at the Big Basin Way
Turnaround. To address this concern the Traffic Safety Commission,at its meeting on July 14th,
recommended that the City Council temporarily restrict parking at the Big Basin Way Turnaround as
an interim step before the plans previously prepared by the City’s traffic consultant, Fehr & Peers, are
implemented. These plans include parking stalls with a pedestrian walkway that connects to the gate.
The plans are expected to be implemented by 2024.
The attached MV resolution establishes this temporary No Parking restriction. The restriction goes
into effect when the signs are installed and is lifted when the signs have been removed.
It is therefore recommended that the City Council approve the MV resolution temporarily
restricting parking at the Big Basin Way Turnaround.
ATTACHMENT:
Attachment A –MV Resolution
Attachment B –Parking Restriction Diagram
Attachment C –Final Turnaround Plans
1573615.1
50
RESOLUTION NO. MV- ______
RESOLUTION AUTHORIZING A TEMPORARY NO PARKING ZONE ON
BIG BASIN WAY, WEST OF 6TH STREET, AT THE TURNAROUND
The City Council of the City of Saratoga hereby resolves as follows:
I. Based upon an engineering and traffic study:
NAME OF STREETS LOCATION RESTRICTION
Big Basin Way Big Basin Way
Turnaround, west of 6th
Street
Temporary No Parking zone for
approximately 100’ feet with
signage.
II. All prior resolutions and other enactments imposing a parking restriction at the location
specified above are hereby repealed to the extent of their inconsistency with the restriction
specified above.
III. This resolution shall become effective at such time as the signs and/or markings are
installed and shall be lifted upon removal of the signs and/or markings.
The above and foregoing resolution was passed and adopted by the City Council of the City of
Saratoga at a regular meeting held on the 19
th day of October, 2022, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
______________________________
Tina Walia, Mayor
ATTEST:
____________________________
Britt Avrit, City Clerk
1170540.1
51
Temporary
No Parking
Restriction
52
53
SARATOGA CITY COUNCIL
MEETING DATE:October 19, 2022
DEPARTMENT:Public Works
PREPARED BY:Emma Burkhalter
SUBJECT:Quito Village Subdivision Improvement Agreement with Pulte Home
Company
RECOMMENDED ACTION:
Approve Subdivision Improvement Agreement with Pulte Home Company, LLC. to develop the
property known as Assessor’s Parcel Number 389-12-020, a portion of the project known as Quito
Village,and authorize the City Manager to execute the same.
BACKGROUND:
In September 2022, Parcel A (APN 389-12-020) of the previously subdivided “Quito Village”
property was sold to Pulte Home Company, LLC (Pulte). In order to complete the previously approved
development of 90 condo units and accompanying, required off site improvements, Pulte was required
to enter into a Subdivision Improvement Agreement (SIA) with the City of Saratoga and acquire the
appropriate bonds. The signed SIA with Pulte’s labor and materials and performance sureties is
attached.
It is therefore recommended that Council approve the SIA with Pulte to develop the property known
as Assessor’s Parcel Number 389-12-020 and authorize the City Manager to execute the same.
ATTACHMENT:
Attachment A –Subdivision Improvement Agreement -Pulte
54
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63
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85
SARATOGA CITY COUNCIL
MEETING DATE:October 05,2022
DEPARTMENT:Public Works
PREPARED BY:Mainini Cabute, Environmental Programs Manager
SUBJECT:Saratoga Local Roadway Safety Plan
RECOMMENDED ACTION:
Approve the Saratoga Local Roadway Safety Plan dated July 2022 and direct staff to move forward
with implementing safety improvements recommended in the Plan.
BACKGROUND:
The City of Saratoga recently completed development of its Local Roadway Safety Plan (LRSP).
The City’s development of the LRSP has been in response to federal transportation legislation
and regional efforts requiring state and local agencies to have a roadway safety plan for public
roads to reduce fatalities and serious injuries using a data-driven approach.States are required to
have a Strategic Highway Safety Plan (SHSP) and local agencies are required to have an LRSP.
To support the roadway safety effort, Caltrans has funded LRSPs for local agencies throughout
the state, and recently implemented a requirement for an LRSP to be in place for state grant
eligibility,such as the Highway Safety Improvement Program (HSIP) funding.
In 2020, the City applied for Caltrans LRSP grant funds and in early 2021, Caltrans awarded the
City $41,000 with a local match of $19,000. In June 2021, the City retained Fehr and Peers
traffic engineers to help with the development of Saratoga’s LRSP.
The City has many different types of residential roads without continuous sidewalks and biking
facilities. Consequently,it is important to develop a safety plan to enhance the safety conditions
of its roadways for all modes of transportation.
The development of the Saratoga LRSP included the foll owing tasks:
1. Safety Data Analysis
2. Selection of Emphasis Areas
3. Community Engagement
4. Drafting LRSP Document
86
Safety Data Analysis and Selection of Emphasis Areas
The LRSP effort involved an extensive level of data collection and evaluation of past collisions,
roadway characteristics and input from the Technical Advisory Committee (TAC). The TAC
included City staff, Santa Clara County Sheriff’s Office deputies, community members and the
Traffic Safety Commission.The TAC identified the most critical safety risks based on the
patterns in these areas and high-risk features that could contribute to future high volume of
collisions. Using the data collected and community input, the group identified five priority
emphasis areas. Below is a table of the high priority emphasis areas and the top injury factors of
these areas.
Intersection Top Injury Factors
Big Basin Way between Saratoga-Los
Gatos Road and 6th Street
Unsafe Speed, Driver not yielding,
Improper Turning
Big Basin Way between 6th Street and
Congress Springs Lane
Improper Turning, Unsafe Speed,
Vehicle on Wrong Side of Road
Pierce Road between Old Oak Way
and Saratoga Heights Drive
Unsafe Speed, Improper Turning,
Vehicle on Wrong Side of Road
Saratoga Avenue between Crestbrook
Drive and Ranfre Lane
Unsafe Speed, Driver not Yielding,
Improper Turning
Saratoga Avenue between Bellgrove
Circle to Cox Avenue
Unsafe Speed, Driver not Yielding
Community Engagement
In October 2021, City staff held an outreach meeting at its Traffic Safety Commission and
presented the LRSP safety improvement options. At that meeting, community members
expressed concerns about speeding and traffic safety around schools and interest in seeing more
bicycle lanes, street lighting and traffic safety education. The City will incorporate
recommendations contained in both the LRSP and also those in the Safe Routes to School Master
Plan when evaluating future traffic safety improvements around schools.
The LRSP development used the Safe System approach in prioritizing high collision areas and
determining the most appropriate improvements at those areas to reduce future collisions, serious
injuries, and fatalities. A Safe System approach integrates the following five elements of a safe
transportation system to determine the best countermeasures: 1) safe road users, 2) safe vehicles,
3) safe speeds, 4) safe roads, and 5) post-crash care. The LRSP contains a Caltrans-approved
safety countermeasures toolbox for the City to reference for future improvements.
The LRSP also includes a conceptual plan with safety recommendations for the five priority
areas of emphasis. In May 2022, the TAC participated in a walking audit to discuss the
appropriateness of the potential countermeasures for three of the five focus area locations before
completing the LRSP. City staff plans to integrate safety improvements recommended in the
LRSP when implementing other capital improvement program projects at Saratoga street
corridors or intersections to leverage project costs with grant funding.
Staff recommends that the City Council approve the Saratoga LRSP.
ATTACHMENTS:
Attachment A –Saratoga Local Roadway Safety Plan
87
DATE: JULY 2022
PREPARED FOR: CITY OF SARATOGA
Saratoga
Local Roadway
Safety Plan (LRSP)
88
ISaratoga LRSP
ACKNOWLEDGEMENTS
THE 2022 SARATOGA ROADWAY SAFETY PLAN
WAS FUNDED THROUGH A HIGHWAY SAFETY
IMPROVEMENT PROGRAM (HSIP) GRANT
PROVIDED BY THE CALIFORNIA DEPARTMENT
OF TRANSPORTATION (CALTRANS).
INPUT WAS SOUGHT FROM CITY
STAFF AND THE SAFETY PARTNERS,
AN ADVISORY GROUP CONSISTING OF
KEY STAKEHOLDER GROUPS AND THE
COMMUNITY. FEHR & PEERS ASSISTED
SARATOGA IN PREPARING THE PLAN.
SARATOGA STAFF
Mainini Cabute
Project Manager
Emma Burkhalter
Associate Engineer
Lauren Pettipiece
Public Information Officer
Jojo Choi
City of Saratoga Traffic Safety Commission
Chris Coulter
City of Saratoga Traffic Safety Commission
Mitch Kane,
City of Saratoga Traffic Safety Commission
FEHR & PEERS CONSULTANT TEAM
Meghan Mitman, AICP, RSP2I
Taylor Whitaker
Steve Davis, PE
Michelle Chung
STATEMENT OF PROTECTION OF DATA FROM
DISCOVERY AND ADMISSIONS
SECTION 148 OF TITLE 23, UNITED STATES CODE REPORTS DISCOVERY AND ADMISSION INTO EVIDENCE OF CERTAIN
REPORTS, SURVEYS, AND INFORMATION — Notwithstanding any other provisions of law, reports, surveys, schedules,
lists, or data compiled or collected for any purpose relating to this section, shall not be subject to discovery or
admitted into evidence in a Federal or State court proceeding or considered for other purposes in any action for
damages arising from any occurrence at the location identified or addressed in the reports, surveys, schedules,
lists, or other data.
This study applies a systemic safety approach that identifies certain features on particular roadways that are correlated
with specific collision types and frequencies. This broad approach is necessitated by the inherent nature of covering an
entire agency’s facilities in one study and the limited scope/budget available to prepare LRSPs. Limited time is available
to perform field observations throughout the study area to contextualize the data, and therefore, it is beyond the scope of
work to perform in-depth “hot spot” evaluations at all locations.
89
ABOUT
SARATOGA
Located in SANTA CLARA COUNTY, CA
POPULATION (2019 US Census)
30,500 people
DEMOGRAPHICS
49% White
48% Asian
0.8% Black
1.4% American Indian/Alaska Native
0.7% Some other race
Approximately 4.67% of Saratoga
residents are in poverty, with a City-
wide median income of $191,677
The city has consistently made a conscious
effort to retain the character of the community
while providing adequate capacity and safety
for vehicles and other modes of travel.
03
Community
Input| Page 6
• Technical Advisory
Committee (TAC)
01
Introduction | Page 1
• What is an LRSP?
• Guiding Principals
• Vision Statement
07
Implementation &
Monitoring| Page 39
• Policy Support
• Funding Opportunities
• Implementation Strategies
• Monitoring & Evaluation
06
Non-Engineering
Countermeasures|
Page 36
• Safe Speeds
• Safe Road Users
• Safe Roads
• Safe Vehicles
• Post-Crash Care
04
Safety Analysis | Page 8
• Collision Data Source
• Collision Analysis Summary
• System Analysis
02
Existing Efforts | Page 3
• Related Plans and Policies
• Related Ongoing Efforts
A-B
A Summary of Systemic Profiles
B Countermeasure Toolbox
05
Systemic Profiles
| Page 16
• Systemic Profiles
• Countermeasures Overview
• Countermeasures Toolbox
• Priority Projects
CHAPTER CHAPTER CHAPTER
CHAPTER CHAPTER CHAPTER
CHAPTER APPENDIX
II 1Saratoga LRSP Saratoga LRSP
Introduction01
The City of Saratoga is committed to
proactively implementing multimodal
transportation safety improvements to
eliminate severe injuries and fatalities in
the city. This Local Roadway Safety Plan
(LRSP) evaluates hot spots and collision
trends throughout the city to identify
the proven countermeasures that can be
implemented through the current and
future Capital Improvement Plan (CIP),
as well as complementary programs and
policies. This section defines the Safe
System approach, an idea which underlies
this LRSP, and provides background about
Saratoga and ongoing safety efforts.
WHAT IS AN LRSP?
Federal transportation legislation requires each
state to have a Strategic Highway Safety Plan (SHSP)
that establishes goals, objectives, and emphasis
(or challenge) areas to reduce fatalities and serious
injuries on all public roads using a data-driven
approach. In support of the California SHSP, Caltrans
has funded LRSPs for local agencies throughout the
state, and recently implemented a requirement for an
LRSP to be in place for eligibility for Highway Safety
Improvement Program (HSIP) funding. A proven safety
countermeasure, as designated by the Federal Highway
Administration (FHWA), an LRSP provides a framework
for agencies to proactively and systematically identify
and address unique safety issues prevalent in their
jurisdiction by facilitating partnerships with key
stakeholders in the community.
TABLE OF CONTENTS
90
2 3Saratoga LRSP Saratoga LRSP
The LRSP process offers an opportunity to learn from
many perspectives – from collision hot spot data to
feedback on perceived safety issues to contextual
patterns in collision data that may be similar systemically
– to develop and prioritize a list of meaningful and grant-
competitive safety projects for Saratoga. This study also
sets up a process for multi-disciplinary collaboration,
transparency, and accountability that can last far beyond
this effort.
GUIDING PRINCIPLES
SAFE SYSTEM APPROACH
Each day, people are killed and seriously injured on
California roads. Crashes can irreversibly change the
course of human lives, touching victims, their families
and loved ones, and society as a whole. Through
collective action on the part of all roadway system
stakeholders—from system operators and vehicle
manufacturers to law enforcement and everyday
users—the City of Saratoga can move to a Safe System
approach that anticipates human mistakes, with the goal
of eliminating fatal and serious injuries for all road users.
A Safe System acknowledges the vulnerability of the
human body – in terms of the amount of kinetic energy
transfer a body can withstand – when designing and
operating a transportation network to minimize serious
consequences of crashes.
According to the
World Health
Organization,
the goal of a
Safe System is
to ensure that if
crashes occur,
they “do not result
in serious human
injury.” A Safe
System approach
addresses the five
elements of a safe
transportation
system – safe
road users, safe
vehicles, safe speeds, safe roads, and post-crash care
– in an integrated manner, through a wide range of
interventions.
The Safe System approach to road safety started
internationally as part of the Vision Zero proclamation
that, from an ethical standpoint, no one should be killed
or seriously injured on the road system. It is founded
on the principle that people make mistakes, and that
the road system should be adapted to anticipate and
accommodate human mistakes and the physiological
and psychological limitations of humans. Countries
that have adopted the Safe System approach have had
significant success reducing highway fatalities, with
reductions in fatalities between 50 and 70%.
The Institute of Transportation Engineers (ITE) and the
Road to Zero Coalition’s Safe Systems Explanation and
Framework articulate that to anticipate human mistakes,
a Safe System seeks to:
• Separate users in a physical space (e.g.,
sidewalks, dedicated bicycle facilities)
• Separate users in time (e.g., pedestrian
scramble, dedicated turn phases)
• Alert users to potential hazards
• Accommodate human injury tolerance through
interventions that reduce speed or impact force
Creating a Safe System means shifting a major share of
the responsibility from road users to those who design
the road transport system. “Individual road users have
the responsibility to abide by laws and regulations” and
do so by exhibiting due care and proper behavior on the
transportation system. While road users are responsible
for their own behavior, this is a shared responsibility
with those who design, operate, and maintain the
transportation network: including the automotive
industry, law enforcement, elected officials, and
government bodies. In a Safe System, roadway system
designers and operators take on the highest level of
ethical responsibility. This report is organized by the
Safe System key principles to encompass the full range
of safety stakeholders and facilitate cross-disciplinary
collaboration and accountability. This is consistent with
the methods outlined in the United States Department
of Transportation (USDOT) National Roadway Safety
Strategy and the Caltrans commitment to a Safe System
approach to achieving Vision Zero goals.
SafeSpeedsREDUNDANCY IS CRUCIALSAFETY I
S
P
R
O
A
C
TIVE
RESPONSIBILITY I S S H A R E D HUM ANS ARE VULNERABLEH
U
MA
NS
MAKE MI
STAKESD EA T H /S E R I O U S I N JURY IS UNACCEPTABLE
SafeVehicles
Post-CrashCare
Safe RoadUsers
SafeRoads
THESAFE SYSTEMAPPROACH
VISION STATEMENT
“Proactively implement multi-modal
transportation safety improvements
to eliminate severe injuries and
fatalities in Saratoga.”
FIGURE 1 THE SAFE
SYSTEM APPROACH
02 Existing Efforts
Over the past several years, the City of
Saratoga has made investments in roadway
safety through project implementation,
traffic education and enforcement
activities, grant applications, maintenance
activities, and adoption of planning
documents that identify priorities and
future projects. Planning documents
that have specific safety-related goals,
policies, projects, and recommendations
were reviewed to set the foundation for
the LRSP. The planning documents include
the City of Saratoga General Plan, the
Speed Survey, and the Transportation
Needs Assessment. Additionally, recently
completed, funded, and planned
infrastructure projects were reviewed.
RELATED PLANS
AND POLICIES
CITY OF SARATOGA GENERAL PLAN
The City of Saratoga General Plan 2040 aims to provide
a safe and sustainable living environment, enhance
traffic mobility, and encourage economic growth
through land use developments while preserving the
existing residential neighborhoods and open space
areas. It contains seven state-mandated elements:
Land Use, Circulation, Open Space and Conservation,
Safety, Noise, and Housing. Each element includes
descriptions of the current and future conditions and
a list of goals, policies, and implementation strategies
for future improvements. Currently, the City is in the
process of updating the Land Use, Circulation, and
Open Space and Conservation elements. FEHR & PEERS FOR FHWA
91
4 5Saratoga LRSP Saratoga LRSP
2040 GENERAL PLAN UPDATE WORKING DRAFT OF
CIRCULATION AND SCENIC HIGHWAY ELEMENT
The Circulation Element of the General Plan 2040 pro-
vides guidance for improving safety and mobility of the
current transportation network and addressing potential
growth in travel demand and change in transportation
technologies. It provides a comprehensive overview of
the current transportation system in the city of Saratoga,
including existing conditions of the city’s roadway sys-
tem and scenic highways and the current use of different
transportation modes. The major circulation concerns
discussed include traffic volume and travel speed in res-
idential areas, safe access to schools and parks, parking
for private employee shuttles, traffic circulation during
special events, and implementation of transportation
demand management (TDM) programs. In addition, the
Circulation Element outlines the predicted traffic condi-
tions in the future; describes potential improvements of
the roadway system and transportation network; and
lists specific goals, policies, and implementation meas-
ures that the City adopted to guide future transportation
developments.
2040 GENERAL PLAN UPDATE WORKING DRAFT OF
LAND USE ELEMENT
The Land Use Element of the General Plan 2040 provides
insights on the existing land use conditions in the city
of Saratoga, lists the city’s guiding principles for land
use planning, and describes the land use density and
intensity of each subcategory within the four land use
categories: residential, commercial, public facilities, and
open space. In addition, it explains the potential growth
in housing and commercial space demands, population,
and employment. The Land Use Element also includes
current implementation strategies as well as goals,
policies, and implementation measures that the City
adopted to guide future land use developments.
CITY OF SARATOGA 2020 SPEED SURVEY
The 2020 Speed Survey assessed the posted speed limits
on 44 roadway segments in the city of Saratoga by com-
paring the posted speed limits on a roadway segment
to the 85th percentile speed and provided recommen-
dations on whether the posted speed limit is consistent
with current speed limit setting requirements. The sur-
vey found that the posted speed limit could be increased
for eight of the roadway segments, but adjustment of the
posted speed limit was not recommended after consid-
ering pavement width, residential density, collisions, and
other pedestrian and bicycle safety issues. The posted
speed limit on Saratoga Avenue from Fruitvale Avenue
to Dagmar Drive was recommended to be reduced from
40 mph to 35 mph because the 85th percentile speed ex-
ceeds the posted speed limit by one mph and two mph
in the northbound and southbound direction respective-
ly and 15 speed-related collisions were observed over
a five-year period. A comparison of the 2013 and 2020
speed surveys found an increase in the 85th percentile
speeds on 65% of the roadway segments. This analysis
is notable considering for speed and the potential for
injuries and fatalities if a collision occurs.
SAFE ROUTES TO SCHOOL
In 2022 Saratoga adopted the Safe Routes to School
Master Plan. The goal of the plan was to identify all of
the potential walking and bicycling routes to schools in
Saratoga and list all of the improvements that should
be made at those routes to accommodate walking and
bicycling to school. The City developed safe routes to
school route maps for students to use once the safety
improvements have been implemented. Once the route
maps have been distributed, the City will promote annu-
al events, such as walk or bike to school events.
CITYWIDE TRANSPORTATION NEEDS ASSESSMENT
The Citywide Transportation Needs Assessment
examined the current conditions of the roadway,
transit, bicycle, and pedestrian networks in the city of
Saratoga, and the travel characteristics and patterns
of the residents and commuters, to identify areas
where transportation needs were not sufficiently met.
The assessment found that the primary needs include
improving pedestrian access facilities and sidewalk
connectivity, increasing access to transit service
and filling in service gaps between residential and
commercial areas, and providing sufficient parking
spaces for private vehicles and employee shuttles.
RELATED ONGOING
EFFORTS
The following describes currently proposed
transportation infrastructure projects that the City is
already working towards.
Fruitvale Avenue Speed Limit Signs:
Four Flashing SR4-1(CA), School Speed Limit Assembly C
(CA), and radar enforcement signs were proposed near
the intersections of Fruitvale Avenue and Career Way,
and the intersection of Saratoga Avenue and Scotland
Drive. A 25 mile per hour school speed limit sign was
proposed at Saratoga Avenue and Crestbrook Drive, and
the intersection of Allendale Avenue and Science Way.
Reid Lane:
Three speed tables along Reid Lane between Saratoga-
Sunnyvale Road and Saratoga Hills Road were proposed
for a traffic calming plan. At the intersection of Lynde
Avenue and Reid Avenue, intersection restriping was
proposed to realign the centerline at Lynde, and add
striping along Lynde and the west side of the intersection
across Reid Lane.
Sobey Road:
A conceptual phased Traffic Calming Plan on Sobey Road
from Quito Road south of Pollard Road to Quito Road
south of Twin Creeks Road. This traffic calming plan
includes installing high-visibility crosswalks, Rectangular
Rapid Flashing Beacons (RRFB) and raised crosswalks,
speed feedback signs, speed humps, centerline striping
with guard rails, and 25 mile per hour right-turn warning
signs.
Allendale Avenue:
A buffered bicycle lane striping concept (see Figure 12
below) is proposed along Allendale Avenue between
Fruitvale Avenue and Chester Avenue. This striping
concept includes a 6’ buffered bicycle lane on both sides
of Allendale Avenue and connects to the existing buffered
bike lanes east of Chester Avenue.
Source: National Association of City Transportation Officials (NACTO)
FIGURE 2 BUFFERED BIKE LANES
92
6 7Saratoga LRSP Saratoga LRSP
Community
Input
03
Valuable input was
received from Saratoga
staff and the community
to address the unique
transportation safety
concerns in the
city of Saratoga.
TECHNICAL ADVISORY
COMMITTEE (TAC)
The TAC included community members, City staff, Traffic Safety Commission (TSC)
members, and Santa Clara Sheriff officers. The TAC provided direct input and feed-
back throughout the process of developing the plan and the countermeasures and
implementation recommendations. The TAC met three times throughout the project:
1) at project kick-off to set goals and objectives; 2) before the walking audits to go
over a potential set of toolbox options; and 3) after the walking audits to debrief and
provide further input and refinement of recommendations.
OUTREACH
Outreach Meeting
On October 9, 2021, a virtual community meeting was held at the City’s Traffic
Safety Commission meeting where the draft recommended toolbox of options for
improvements was presented. The community meeting also provided an opportunity
to gain additional input from attendees.
Most of the attendees of the community meeting were residents of Saratoga and
were largely concerned about traffic safety within the city and interested in seeing
OBSTACLES FOR WALKING AND BIKING
SUGGESTIONS FOR IMPROVEMENT
future improvements around safety near schools. Attendees were mainly concerned about speeding and safety. Most
attendees felt that more sidewalks were needed to improve walking and bicycling in the community, especially near
schools. Other suggestions included traffic calming, traffic safety education, bicycle lanes, and adding street lighting.
These categories align with Saratoga’s efforts for Safe Routes to School.
Walking Audits
Walking audits were held on May 5, 2022, with City staff and stakeholders to discuss potential countermeasures for
three focus area locations. The group walked Big Basin Way between Saratoga-Los Gatos Road and 3rd Street. The
group then discussed potential countermeasures for Big Basin Way between 6th Street and Toll Gate Road. The group
also walked Saratoga Avenue between Crestbrook Drive and Ranfre Lane. Key insights from these walking audits are
reflected in the proposed projects for those study areas.
93
8 9Saratoga LRSP Saratoga LRSP
10
20
30
40
50
60
70
80
2015 2016 2017 2018Collisions Injury Collisions
KSI Collisions
Safety Analysis04
Chapter 2 of Caltrans’ Local
Roadway Safety Manual
(LRSM) instructs safety
practitioners to “consider a
wide range of data sources
to get an overall picture of
the safety needs.” Collision
data and contextual data
were collected and analyzed
as part of this plan, as well
as anecdotal input from
City staff, the Traffic Safety
Commission (TSC), and
stakeholders. This section
summarizes the results of a
broad collision analysis for
the City of Saratoga, which
will inform the project prior-
itization and countermeas-
ures for the City.
COLLISION DATA SOURCE
This analysis considers injury collision data for the five-year period spanning January
1, 2015, through December 30, 2018 – the five most recent years of data available at
the time the project was undertaken. The data was collected from the Transportation
Injury Mapping System (TIMS), which provides geocoded access to California collision
data using the Statewide Integrated Traffic Records System (SWITRS) data for injury
and fatal collisions. Collision databases have been found to have certain reporting
biases, including:
• Collisions involving people walking, on bicycles, or on motorcycles are less
likely to be reported than collisions involving people driving automobiles
• Property damage collisions are less likely to be reported
compared to more severe collisions
• Younger victims are less likely to report collisions
• Alcohol-involved collisions may be under-reported
• Race, income, immigration status, and English proficiency may also
impact reporting, but there is limited research on these factors
CONTEXTUAL DATA OVERVIEW
The primary collision factor of collision data can mask
other factors that may have been involved in the cause
of a collision. This is because the data is limited to
only those fields available in the collision report form.
To better understand systemic collision patterns in
Saratoga, several contextual factors were analyzed in
conjunction with collision characteristics. Key contextual
factors include proximity to bicycle facility type,
crosswalk facility type, schools, and parks. Additional
contextual data including street centerline data,
sidewalk gap data, and transit stop data were collected
for the project through existing data from the City and
through verification of field conditions. Additionally,
collisions were matched with the characteristics of the
roadway in which they occurred, including roadway
classification, number of lanes, and posted speed limit.
The proximity to each contextual factor varied based on
its area of influence (e.g., a school has a much larger area
of influence than a transit stop).
The collected data was spatially referenced and mapped
in ArcGIS. Each collision was assigned to the nearest
intersection within 250 feet, or the nearest roadway
segment if no intersection was within range. A raw
count of collisions was calculated for each intersection
and roadway segment, and intersection collisions were
separated by signalized and unsignalized locations.
Roadway characteristic data were similarly spatially
referenced as part of the analysis.
SUMMARY OF
COLLISION ANALYSIS
This section summarizes the four-year collision history
for injury collisions occurring in the city of Saratoga from
2015 through 2018. Vulnerable road users, including
bicyclists and pedestrians, are more susceptible
to fatal or severe injury collisions. Broken down by
collision mode, motor vehicle collisions accounted
for 71% of injury collisions but 47% of fatal collisions.
By contrast, pedestrian-involved collisions made up
7% of injury collisions and 9% of fatal collisions, and
bicycle collisions made up 23% of injury collisions and
44% of fatal collisions. The bicycle and pedestrian
collisions are disproportionately high in Saratoga
relative to the mode share. Figures 3-5 show the injury
collisions in Saratoga broken down by year, mode,
and killed or seriously injured (KSI), respectively.
Approximately 13% (32) of all injury collisions
resulted in a FATALITY or a SEVERE INJURY.
The top PRIMARY COLLISION FACTORS include:
• Unsafe Speed (36%)
• Improper turning (19%)
• Vehicle Right of Way Violation (14%)
The top PRIMARY COLLISION TYPES are:
• Rear end (24%)
• Broadside (22%)
• Hit Object (14%)
The top LOCATIONS for the primary collision types are:
• Big Basin Way
• Saratoga Avenue
• Saratoga Sunnyvale Road
10
20
30
40
50
60
70
80
2015 2016 2017 2018Collisions Injury Collisions
KSI Collisions
FIGURE 3 INJURY COLLISIONS
Killed or Seriously Injured
(KSI) Collisions by Mode
Severe injuries resulting from a traffic
collision can result in several catastrophic
impacts, including permanent disability,
lost productivity and wages, and ongoing
healthcare costs. These injuries can include:
• Broken bones
• Dislocated or distorted limbs
• Severe lacerations
• Unconsciousness at or when taken
from the collision scene
Throughout this plan, the acronym KSI is used
to denote collisions where someone was killed
or severely injured. Figure 8 shows the collision
hot spot locations and KSIs in the city.
94
10 11Saratoga LRSP Saratoga LRSP
INJURY COLLISIONS BY TYPE
Collision types describe how a collision is reported by law enforcement based upon the parties who were involved
and generally describes the way contact was made between the involved parties. As shown in Figure 6, the
primary injury collisions in Saratoga, by type, are Rear End (24%), Broadside (22%), and Hit Object (14%). For KSIs,
Other accounted for the highest share of collisions (31%), followed by Hit Object (19%), and Broadside (13%).
INJURY COLLISION FACTORS
Primary collision factors (PCFs) describe the primary reason(s) for a collision reported by law enforcement based
upon citations or violations of the California Vehicle Code (CVC). Identifying the outcomes of the collision (the injuries
or type of damage which occurred) is a key part of assessing the environment and safety factors around the site of
the collision. As shown in Figure 7, the major primary collision factors in Saratoga for injury collisions are Unsafe
Speed (36%), Improper Turning (19%), and Vehicle Right of Way Violations (14%). For KSIs, the most common was
Unsafe Speed (41%) followed by Improper Turning (22%) and Driving or Bicycling Under the Influence (13%).
2
4
6
8
10
12
14
16
2015 2016 2017 2018CollisionsFIGURE 4 INJURY COLLISIONS BY MODE FIGURE 5 KSI COLLISIONS BY MODE
0 10 20 30 40 50 60 70
Rear End
Broadside
Hit Object
Other
Sideswipe
Vehicle/Pedestrian
Overturned
Head-On
Not Stated
Injury Collisions
KSI Collisions
FIGURE 6 INJURY COLLISIONS BY TYPE
10
20
30
40
50
60
70
80
2015 2016 2017 2018Collisions Vehicle Collisions
Bicycle Collisions
Pedestrian Collisions
0 10 20 30 40 50 60 70 80 90
Unsafe Speed
Improper Turning
Vehicle Right of Way Viola�on
Traffic Signals and Signs
Driving or Bicycling Under the
Influence of Alcohol or Drug
Wrong Side of Road
Pedestrian Right of Way Viola�on
Other Than Driver (or Pedestrian)
Unknown
Unsafe Star�ng or Backing
Improper Passing
Unsafe Lane Change
Pedestrian Viola�on
Other Improper Driving
Other Hazardous Viola�on
Hazardous Parking
Injury Collisions
KSI Collisions
FIGURE 7 INJURY COLLISIONS BY FACTOR
FIGURE 8 INJURY COLLISIONS AND KSI COLLISIONS
QUITO RD∙85
∙9
∙9Saratoga
KSI Collisions
Injury Collisions
N*5-year total (2015-2019)
10
20
30
40
50
60
70
80
2015 2016 2017 2018Collisions Vehicle Collisions
Bicycle Collisions
Pedestrian Collisions
Injury Collisions by Factor
• Auto Right-of-Way (R/W)
Violation refers to a driver infringing
upon the right-of-way of another party
in violation of CVC 21800-21809.
• Improper Turning identifies a
collision where a party made a left or right
turn in violation of CVC 22100-22113.
• Unsafe Speed refers to a
collision where a party is identified to
be traveling at a speed exceeding that
deemed reasonable or prudent for
conditions in violation of CVC 22350.
• Traffic Signals and Signs describes
a party disobeying a traffic control device
such as a traffic signal or roadside sign
in violation of CVC 38280-38302.
• Following Too Closely refers to a
driver of a motor vehicle driving behind
another vehicle at distance that is too
short to be reasonable or prudent for
conditions in violation of CVC 21703.
• Driving Under Influence identifies
a collision where a driver is found to
have been operating a vehicle while
impaired by a substance –typically
alcohol – in violation of CVC 23152.
• Unsafe Lane Change describes a
collision where a party moves between two
lanes or deviates course in a hazardous
manner and/or without signaling
appropriately in violation of CVC 22107.
• Unsafe Starting or Backing refers
to a driver unsafely beginning movement
of a stopped vehicle or backing a vehicle
onto a roadway in violation of CVC 22106.
• Unknown/Other refers to a collision
for which the primary cause was either not
reported or was not consistent with any
of the CVC violations described above.
95
12 13Saratoga LRSP Saratoga LRSP
WHO
• Hispanic, white, and Black people are disproportionately affected by injury collisions
when compared to their share of the population. The Hispanic population is the
most disproportionate and the Asian population is the least, Figure 9.
• People between the ages of 20 – 59 years are disproportionately affected by injury collisions as
compared to age groups younger than 20 years old and older than 60 years old, Figure 10.
• Males in Saratoga are more likely to be victims and parties in collisions when compared to females, Figure 11.
TRAVEL MODE BEHAVIOR
• The vast majority (86%) of people in Saratoga drive to work, Figure 12.
• 71% of collisions involve vehicles and 21% of collisions involve bicyclists. Drivers
make up 50% of fatal collisions. Bicyclists and pedestrians make up the other half
of fatal collisions representing 50% of fatal or severe injury collisions.
• Bicyclists and pedestrians make up a disproportional share of collisions
when compared to the low percentage of mode share.
WHEN
• The highest number of collisions and KSI collisions in the city occur during the midday (10 AM – 3 PM), Figure 13.
• Tuesdays and Wednesdays experience the highest number of collisions and the
highest KSIs are occurring on Tuesdays and Sundays, Figure 14.
• March and September have the highest number of collisions. January, April, and
August have the highest number of KSI collisions, Figure 15.
0%
10%
20%
30%
40%
50%
60%
Asian Black Hispanic White Other Not
Stated
Par�es %Vic�ms %Census
0%
10%
20%
30%
40%
50%
60%
70%
Under 20 20-59 60+
Par�es %Vic�ms %Census
0%
10%
20%
30%
40%
50%
60%
Female Male Not Stated
Par�es %Vic�ms %Census
0
20
40
60
80
100
120
140
Overnight
(7PM-6AM)
Morning Peak
(6AM-10AM)
Midday
(10AM-3PM)
Evening Peak
(3PM-7PM)
UnknownCollisions Injury Collisions
KSI Collisions
FIGURE 9 INJURY COLLISIONS BY RACE
FIGURE 10 INJURY COLLISIONS BY AGE
FIGURE 11 INJURY COLLISIONS BY GENDER
FIGURE 13 INJURY COLLISIONS BY TIME
FIGURE 12 MODE OF TRANSPORTATION TO WORK VS. INJURY COLLISIONS
96
14 15Saratoga LRSP Saratoga LRSP
FIGURE 16 TOP INJURY COLLISION INTERSECTIONS & CORRIDORS FOR ALL MODES
WHERE
Following conventional collision mapping processes, the top intersections and corridors where collisions occurred in the five-
year analysis period were identified. The locations of KSI collisions were overlaid to reveal where the most severe collisions
occurred and to display any overlap with the collision hotspots. The majority of collisions occurred near downtown, on
Caltrans facilities, and major intersections. The Top Injury Collision Intersections & Corridors for All Modes are noted below
and in Figure 16:
0
5
10
15
20
25
30
35
40
45
50
CollisionsInjury Collisions
KSI Collisions
0
5
10
15
20
25
30
35
CollisionsInjury Collisions
KSI Collisions
FIGURE 14 INJURY COLLISIONS BY DAY OF WEEK
FIGURE 13 INJURY COLLISIONS BY MONTH
Key Collision Locations
Key Collision Corridors
Intersections:
• Saratoga Avenue and Fruitvale Avenue
• Saratoga Sunnyvale Road and Pierce Road
• Saratoga Sunnyvale Road and Herriman Avenue
• Prospect Road and Lawrence Expressway
Corridors:
• Big Basin Way: Ambric Knolls Road
and Congress Springs Lane
• Big Basin Way: Saratoga Los Gatos Road and 3rd Street
• Saratoga Sunnyvale Road: Herriman
Avenue and Reid Lane
• Herriman Avenue: Lexington Court
and Saratoga Sunnyvale Road
• Saratoga Sunnyvale Road: Pierce Road and Cox Avenue
• Saratoga Avenue: Ranfre Lane and Crestbrook Drive
• Saratoga Avenue: Bellgrove Circle
and McFarland Avenue
• Prospect Road: Lawrence Expressway and Lyle Drive
97
16 17Saratoga LRSP Saratoga LRSP
Systemic Profiles05
This chapter presents
profiles identified
through the hotspot
and systemic analyses
as well as key safety
countermeasures
applicable to different
roadway contexts
across Saratoga.
SYSTEMIC PROFILES
The systemic analysis combined collision
history with contextual data on roadway
characteristics and input from local
stakeholders to produce a set of 10 profiles
to highlight the most common and severe
collision patterns in Saratoga. These
profiles describe roadway characteristics
and/or driver behaviors that are found to
be associated with collisions. They can
therefore be used to proactively identify
locations that have similar contexts but may
have experienced fewer collisions in the
past, allowing for potential countermeasures
to be implemented before the collision rate
increases. Potential countermeasures are
also noted in Table 1 and described in detail
in the following sections:
COLLISION RISK
PROFILE DESCRIPTION FACTORS NUMBER OF
COLLISIONS POTENTIAL COUNTERMEASURES
Bicycles at Midblock
Bicyclists who are
involved in collisions with
vehicles away from an
intersection
Bicyclists and vehicles
involved parties,
location is not at an
intersection
30 Injury (11%),
5 KSI (15%)
Traffic Calming
Protected Bikeways
Bike Lanes
Roadway Safety Lighting
Rumble Strips
Bicycles on Mountain
Roads
Bicyclists who are
involved in collisions
on mountain roads in
Saratoga
Bicyclists and vehicles
involved parties,
location is mountain
road
19 Injury (7%),
8 KSI (24%)
Traffic Calming
Widen/Pave Shoulder
Roadway Safety Lighting
Curve Advance Warning Sign
Painted Centerline and Raised Pavement
Markers at Curves
Speed Feedback Sign
Bicycles Conflicting
with Left Turn at
Major Intersections
Bicyclists who are
involved in collisions at
intersections where party
is making a left turn
Bicyclists and vehicles
involved parties, location
is not intersection, party
is making left turn
11 Injury (4%),
2 KSI (6%)
Protected Intersections
Two-Stage Turn Queue Bike Box
Extend Green Time for Bikes
Bicycle Signal/Exclusive Bike Phase
Bike Detection
Green Conflict Striping
Centerline Hardening
High-Visibility Crosswalks
Roadway Safety Lighting
Pedestrians at Major
Intersections
Pedestrians involved
in collisions at major
intersections
Pedestrians and vehicles
both involved parties,
location is major
intersection
5 Injury (2%),
0 KSI (0%)
High-Visibility Crosswalks
Close Right-Turn Slip Lanes
Pedestrian Refuge Island and/Medians
Protected Signal Phasing
Upgraded Signal Heads
Turn Radius Reduction
Additional Signal Heads
Leading Pedestrian Interval
Pedestrian at
Uncontrolled
Locations
Pedestrians who are
crossing outside of
crosswalks involved in
collisions
Pedestrians and vehicles
both involved parties,
location is uncontrolled
10 Injury (4%),
3 KSI (9%)
Stop Signs or Traffic Signals
Pedestrian Hybrid Beacons
Flashing Beacons
High Visibility Crosswalks
Yield Here to Pedestrians Signs
Roadway Safety Lighting
Road Diet
Speed Limit Reduction
Vehicle Speed Feedback Signs
Turn Radius Reduction
Vehicle at Major
Intersections Vehicle collisions at major
intersections
Vehicles are the involved
party, location is major
intersection
25 Injury (90%)
3 KSI (9%)
Additional Signal Heads
Retroreflective Backplates
on Traffic Signals
Upgrade Signal Heads
Intersection Reconfiguration
Roundabout
Protected Signal Phasing
Turn Radius Reduction
Speeding Vehicles at
Major Gateways
Vehicles involved
in collisions where
speed is identified as a
contributing factor at
major gateways
Unsafe speed identified
at major gateways
38 Injury (14%)
3 KSI (9%)
Vehicle Speed Feedback Signs
Arterial Traffic Calming
Road Diet
Roundabouts
Protected Bikeways
Lane Reduction or Narrowing
Turn Radius Reduction
Speed Limit Reduction
TABLE 1 SYSTEMIC PROFILES
98
SAFETY
COUNTERMEASURES
TOOLBOX
This section presents key safety
countermeasures applicable in different
roadway contexts across Saratoga.
LRSM COUNTERMEASURE
Many of the countermeasures are Caltrans-approved, with an associated Crash
Reduction Factor (CRF) and crash type (i.e., all modes, bicycle and pedestrian
crashes only, etc.) as outlined in the 2020 California Local Roadway Safety Manual
(LRSM). The higher the CRF (100% being the highest), the greater the expected
reduction in crashes. Countermeasures not in the LRSM are scored on a “low-
medium-high” AVAILABILITY OF RESEARCH scale based on proven safety studies;
otherwise, denoted as “N/A” when limited safety studies are available. The higher
the AVAILABILITY OF RESEARCH rating, the greater the expected reduction in
crashes.
COUNTERMEASURE
Extend Green Time For Bikes
+
Prolongs the green phase when bicyclists are present to provide additional time for bicyclists to clear the intersection. Can occur automatically in the signal phasing or when prompted with bicycle detection. Topography should be considered in clearance time.
LRSM CODE: S03
Countermeasure title
Countermeasure icon
LRSM indication
Countermeasure
description
Crash reduction factor
Mode(s) this
countermeasure
a ff e c t s
Crash reduction factor or e cacy
Countermeasure e c a c y assessmentbased on availableresearch
Caltrans 2022 Local Roadway Safety Manual countermeasure code
CRF 15%
CRASH TYPE
AVAILABILITY OF RESEARCH
LOW MED HIGH
Countermeasure
in the LRSM
Countermeasure
not in the LRSM
What You’ll See Inside:
Safety Research Sources
A Vision for Transportation Safety, SFMTA and SFDPH for TRB, 2015.
Application of Pedestrian Crossing Treatments for Streets and Highways, NCHRP, 2016.
California Local Roadway Safety Manual, Caltrans, FHWA & SafeTrec, 2020.
Development of Crash Modi cation Factors for Uncontrolled Pedestrian Crossing Treatments , NCHRP, 2017.
Evaluation of Bicycle-Related Roadway Measures, Pedestrian and Bicycle Information Center, 2014.
Evaluation of Pedestrian-Related Roadway Measures, Pedestrian and Bicycle Information Center, 2014.
Safety Countermeasures
Toolbox
Many of the countermeasures are Caltrans-approved for
HSIP funding, with an associated Crash Reduction Factor
(CRF) and crash type (i.e., all modes, bicycle and pedes-
trian crashes only, etc.) as outlined in the 2020 California
LRSM. The higher the CRF (100% being the highest), the
greater the expected reduction in crashes. Counter-
measures not in the LRSM are scored on a “low-medi-
um-high” Availability of Research scale based on proven
safety studies; otherwise, denoted as “N/A” when limited
safety studies are available. The higher the Availability of
Research rating, the greater the expected reduction in
crashes.
CHAPTER 7
Countermeasure Toolbox
Westminster Local Roadway Safety Plan 75
This toolbox presents safety
countermeasures covering safe
road users, safe vehicles, safe
speeds, safe roads, and post-
crash care. Considerations for
equitable implementation of
these countermeasures are also
noted throughout the chapter.
The safety strategies in this
chapter cover the five elements
of a Safe System, as shown
in the figure on the right.
California has adopted the Safe
System approach and a focus on
equity as part of its Strategic
Highway Safety Plan.
WYOHERE ARE
ONTHE
SAFE SUYSTEMJOURNEY?
Implementing the Safe System approach is our shared responsibility,
and we all have a role. It requires shifting how we think about
transportation safety and how we prioritize our transportation
investments. Consider applying a Safe System lens to upcoming
projects and plans in your community: put safety at the forefront and
design to accommodate human mistakes and injury tolerances. Visit
safety.fhwa.dot.gov/zerodeaths to learn more.
Making a commitment to zero deaths means addressing every aspect of crash risks through the five
elements of a Safe System, shown below. These layers of protection and shared responsibility promote a holistic
approach to safety across the entire transportation system. The key focus of the Safe System approach is to
reduce death and serious injuries through design that accommodates human mistakes and injury tolerances.
The Safe System
approach addresses
the safety of all road
users, including
those who walk,
bike, drive, ride
transit, and travel by
other modes.
Vehicles are
designed and
regulated to
minimize the
occurrence and
severity of collisions
using safety
measures that
incorporate the
latest technology.
Humans are unlikely
to survive high-speed
crashes. Reducing
speeds can
accommodate human
injury tolerances in
three ways: reducing
impact forces,
providing additional
time for drivers to
stop, and improving
visibility.
Designing to
accommodate human
mistakes and injury
tolerances can greatly
reduce the severity of
crashes that do occur.
Examples include
physically separating
people traveling at
different speeds,
providing dedicated
times for different
users to move through
a space, and alerting
users to hazards and
other road users.
When a person is
injured in a collision,
they rely on
emergency first
responders to quickly
locate them, stabilize
their injury, and
transport them to
medical facilities.
Post-crash care also
includes forensic
analysis at the crash
site, traffic incident
management, and
other activities.
Safe Road
Users
Safe
Vehicles
Safe
Speeds
Safe
Roads
Post-Crash
Care
THE SAFE SYSTEM APPROACH VS. TRADITIONAL ROAD SAFETY PRACTICES
Traditional
Prevent crashes
Safe System
Prevent deaths and serious injuries
Improve human behavior Design for human mistakes/limitations
Control speeding Reduce system kinetic energy
Individuals are responsible Share responsibility
React based on crash history Proactively identify and address risks
Whereas traditional road safety
strives to modify human behavior
and prevent all crashes, the Safe
System approach also refocuses
transportation system design and
operation on anticipating human
mistakes and lessening impact
forces to reduce crash severity
and save lives.
SAFE SYSTEM ELEMENTS
Safe System Elements
Source: Fehr & Peers for
This plan's focus on the elements of the Safe System approach and an emphasis on
equity helps to provide alignment with current LRSP guidelines, but also sets the City of
Westminster up for success in recognition of emerging safety best practices.
Safe Roads
The Safe Roads Element of the Safe
System approach involves the physical
design of roadways, including the sep-
aration of users in time and space, and
whether designs are accommodating to human mistakes
and injury tolerance levels. Saratoga should continue
to emphasize roadway design projects with a focus on
safety enhancements.
18 19Saratoga LRSP Saratoga LRSP
COLLISION RISK
PROFILE DESCRIPTION FACTORS NUMBER OF
COLLISIONS POTENTIAL COUNTERMEASURES
Vehicles Rear
Ending at 35+ mph
Roadways
Vehicle colliding with the
back of another vehicle
on roadways 35 mph or
greater
Vehicles are the involved
party, collision type is rear
end, location is greater
than or equal to 35mph
42 Injury (15%),
0 KSI (0%)
Traffic Calming
Road Diet
Roadway Safety Lighting
Signal Interconnectivity and
Coordination
Retroreflective Backplates on Traffic
Signals
Upgrade Signal Heads
Vehicle Speed Feedback Signs
60+-Year-Old Drivers
at Midblock
Vehicle Collisions involving
people aged 60 years
or older at midblock
crossings
Vehicles are the involved
party, location is not in
an intersection, age is 60
and older
20 Injury (7%)
2 KSI (6%)
Additional Signal Heads
Retroreflective Backplates on Traffic Signals
Upgrade Signal Heads
Turn Radius Reduction
Speed Limit Reduction
Vehicle Speed Feedback Signs
Vehicles along
Boulevards (35+
mph, 4 lanes)
Vehicle collisions on
roadways 35 mph or
greater with 4 or more
lanes
Vehicles are the involved
party, location is greater
than or equal to 35 mph
with four or more lanes
85 Injury (30%)
7 KSI (21%)
Road Diet
Lane Reduction or Narrowing
Signal Synchronization
Reduce Cycle Lengths
Extend Yellow and All Red Time
Additional Signal Heads
SAFE SYSTEM ELEMENTS
SAFE SYSTEM APPROACH
The Safe System approach addresses the five elements of a safe transportation system – safe road users, safe vehicles,
safe speeds, safe roads, and postcrash care – in an integrated manner, through a wide range of interventions. The table
below describes the key focuses and elements of the Safe System approach.
FEHR & PEERS FOR FHWA
Source: Fehr & Peers, 2022
99
Priority Projects
Through the collision and contextual data analysis, a set
of safety priority projects for the City were identified that
align with the Safe Roads Element of the Safe System ap-
proach. These priority projects were selected in collabo-
ration with the City and with the inclusion of community
and stakeholder feedback on areas of concern, and the
data on the number of collisions, and systemic analysis
results. Figures 19-24 illustrate the focus area cut-
sheets and include the collisions, top injury factors, and
proposed countermeasures at each location.
In addition to the quantitative and geographic data
analyzed as part of this LRSP, a combination of in-person
and virtual (using satellite, aerial, and virtual photograph
imagery from sources such as Google and Bing) investi-
gations were conducted to better understand existing
conditions, constraints, opportunities, and needs at
each project location. The combination of data analysis
and site investigations was used to identify issues and
candidate treatments.
Walking Audit Insights
After the walking audits, adjustments to preliminarily
identified countermeasures at each location were iden-
tified for consideration not only in those areas, but also
for similar treatments in each of five emphasis areas.
Specific elements discussed during the walking audit
and through subsequent collaboration with the city
included:
• Potential benefit of traffic operation
analysis to further evaluate modifications to
elements such as signal modifications
• Potential recommendations of making Big Basin
Way between Saratoga Avenue and 6th Street
into a pedestrian and bicycle friendly street.
Figure 17 shows one potential alternative for Big
Basin Way. The analysis and recommendations in
this report are conceptual in nature based upon
limited information, and before implementing any
changes, the City of Saratoga should conduct a more
detailed analysis and prepare design drawings that
reflect a subsequent review of field conditions.
The final five priority projects reflect a variety of
contexts, including a multi-lane arterial corridor,
downtown “main street” context, mountain road,
and a highway underpass. This allows the potential
countermeasures identified for the final priority projects
to provide a representative framework for evaluating
safety countermeasures at locations throughout the
city as part of future efforts. The five final priority
projects are shown in Table 2 and Figure 18:
20 21Saratoga LRSP Saratoga LRSP
FIGURE 18 PRIORITY EMPHASIS AREAS
b
a
d
c
e
TABLE 2 FINAL PRIORITY EMPHASIS AREAS
LOCATION
Total
Injury
Collisions
KSI
Collisions TOP INJURY FACTORS
a Segment
Big Basin Way between Saratoga-Los Gatos Road and 6th Street 13 2 Unsafe Speed
Driver not yielding
Improper Turning
b Segment
Big Basin Way between 6th Street and Congress Springs Lane 26 4 Improper Turning
Unsafe Speed
Vehicle on Wrong Side of Road
c Segment
Pierce Road between Old Oak Way and Saratoga Heights Drive 8 0
Unsafe Speed
Improper Turning
Vehicle on Wrong Side of Road
d Segment
Saratoga Avenue between Crestbrook Drive and Ranfre Lane 17 0
Unsafe Speed
Driver not Yielding
Improper Turning
e Segment
Saratoga Avenue between Bellgrove Circle to Cox Avenue 7 0
Unsafe Speed
Driver not Yielding
FIGURE 17 BIG BASIN WAY ALTERNATIVE
100
Walking Audit Map
Corridor A
Big Basin Way
Between 5th Street and Saratoga Sunnyvale Road
4th St3rd St4th St5th StSaint Charles St
Arbeleche Ln
3rd StSaratoga Ave
9
9
• Advance stop bar • RRFB
• Advance yield lines
• Rectangular Rapid Flashing Beacon (RRFB)
• Advance yield lines
• Bulb-outs
• RRFB
• Advance yield lines
• In-street ped crossing sign
• Leading pedestrian interval
• Speed feedback signs
• Evaluate roundabout for feasibility
Breakdown of
Respondents
Collision History (2015-2018)
8
Total Injury
2
6
5 Vehicle
Collision
2 Bike Collision
1 Pedestrian
Collision
Top Violations
• Unsafe Speed
Top Type
• Sideswipe
Fatal or
Severe Injury
All Other
Injury
Corridor-Wide Improvements:
• High-visibility crosswalks
at all intersections
• Curb ramps
• Vehicle lane width
reductions
• Bike lanes
• Green bike conflict markings
• Consider consolidating
some driveways
• Consider raised crosswalks
101
Walking Audit Map
T
oll Ga
t
e
Rd
Jacks Rd6th StBig Basin W a y
Congress Springs Rd
Big Basic Way Springer AveBig Basic Way
9
9
T
oll Ga
t
e
Rd
Corridor B-1
Big Basin Way
Between 6th Street and Toll Gate Road
• Vehicle Speed Feedback Sign
• Intersection lighting
• Headlights on sign
• Curve ahead sign
• Chevrons along curve
• Guard rails
• Median rumble strip
• Chevron signs on horizontal curves
• Vehicle Speed Feedback Sign
• Lighting
• Add Bike May Use Full Lane Signage
• Curve Advance Warning Sign
• Rectangular Rapid Flashing Beacon (RRFB)
• Advance yield lines
• Bulb-outs
• Driveway ahead signage
• Driveway ahead signage
• Driveway ahead signage
• Chevrons
• Guard Rails
• Intersection lighting
• Lighting
• Driveway ahead signage
Breakdown of
Respondents
Collision History (2015-2018)
26
Total Injury
4
22
25 Vehicle
Collision
0 Bike Collision
1 Pedestrian
Collision
Top Violations
• Failing to Signal
• Unsafe Speed
Top Type
• Hit Object
Corridor-Wide Improvements:
• Intersection lighting
• Roadway lighting
• Additional warning signs
• Refreshed pavement
markings
• Speed limit reduction
• Edge line rumble strip
• Consider median
barriers along curved
roadway segments
• Retroreflective paint
• Arterial traffic calming
All Other Injury
Fatal or Severe Injury
102
Walking Audit Map
Saratoga Creek
Toll G
ate R
d
B
a
n
k
Mill Rd
B ig Basin WayCongress Spring s R d
Congress Springs Ln
Congress Springs Rd
9
9
9
9
Corridor B-2
Big Basin Way
Between Toll Gate Road and Congress Springs Lane
• Curve ahead sign
• Chevron signs
• Guard Rails
• Turnout warning sign
• Curve ahead sign
• Chevron signs • Chevron signs
• Vehicle speed feedback signs
• Chevron signs
Breakdown of
Respondents
Collision History (2015-2018)
26
Total Injury
4
22
25 Vehicle
Collision
0 Bike Collision
1 Pedestrian
Collision
Top Violations
• Failing to Signal
• Unsafe Speed
Top Type
• Hit Object
Corridor-Wide Improvements:
• Intersection lighting
• Roadway lighting
• Additional warning signs
• Refreshed pavement
markings
• Speed limit reduction
• Edge line rumble strip
• Consider median
barriers along curved
roadway segments
• Retroreflective paint
• Arterial traffic calming
All Other Injury
Fatal or Severe Injury
103
Walking Audit Map
Corridor C
Saratoga Avenue
Between Bellgrove Circle and Cox Avenue
Breakdown of
Respondents
Collision History (2015-2018)
7
Total Injury
7
6 Vehicle
Collision
0 Bike Collision
1 Pedestrian
Collision
Top Violations
• Unsafe Speed
• Driver not Yielding
• DUI
Top Type
• Rear End
• BroadsideAll Other Injury
• Pedestrian Refuge Island
• Bulbouts
• Extend yellow and all red time
• Retroreflective Backplates on Traffic Signals
• Pedestrian Refuge Island
• Bulbouts
• Extend yellow and all red time
• Retroreflective Backplates on Traffic Signals
• Upgrade signal heads
• Sidewalk widening on NE corner
• Intersection lighting
• Left-turn sign
• Advance yield lines
• Speed Feedback Signs
Corridor-Wide Improvements:
• High-visibility crosswalks
at all intersections
• Curb ramps
• Vehicle lane width
reductions
• Upgrade Class II to
Class IV bike lanes
• Green bike conflict markings
104
Walking Audit Map
Crestbrook DrScotland DrVia Monte DrVia Arriba Dr
Sage CtRanfre LnFruitvale AveKerwin Ranch CtSaratoga Ave
Saratoga Ave Sara t oga Ave
Corridor D
Saratoga Avenue
Between Crestbrook Drive and Ranfre Lane
• Advance stop bar
• Modify or remove pork chop island
• Extend median nose on west leg for pedestrian refuge island
• Leading pedestrian interval
• Retroreflective Backplates on Traffic Signals
• Upgrade signal heads
• Retroreflective Backplates on Traffic Signals
• Upgrade signal heads
• Upgrade RRFB to PHB
• Extend median nose on west leg for pedestrian refuge island
• Green bike conflict striping
• Retroreflective Backplates on Traffic Signals
• Upgrade signal heads
Breakdown of
Respondents
Collision History (2015-2018)
17
Total Injury
17
14 Vehicle
Collision
2 Bike Collision
1 Pedestrian
Collision
Top Violations
• Unsafe Speed
• Vehicle right of
way violation
Top Type
• Broadside
• Rear EndAll Other Injury
• Prohibit eastbound left turn or modify median to provide left-turn lane
• Retroreflective Backplates on Traffic Signals
• Upgrade signal heads
• Green bike conflict striping
Corridor-Wide Improvements:
• High-visibility crosswalks at all intersections
• Curb ramps
• Vehicle lane width reductions
• Upgrade Class II to Class IV bike lanes
• Green bike conflict markings
105
Walking Audit Map
Corridor D-1
Pierce Road
Between Old Oak Way and Saratoga Heights Drive
Collision History (2015-2018)
3 Vehicle
Collision
5 Bike Collision
0 Pedestrian
Collision
Top Violations
• Unsafe Speed
• Improper Turning
• Vehicle on Wrong
Side of Road
Top Type
• Hit Object
• SideswipeAll Other Injury
Corridor-Wide Improvements:
• Intersection lighting
• Roadway lighting
• Additional warning signs
• Refreshed pavement
markings
• Speed limit reduction
• Edge line rumble strip
• Consider median
barriers along curved
roadway segments
• Retroreflective paint
• Arterial traffic calming
• High-Visibility Crosswalks
at Intersections
• Vehicle Lane Width
ReductionsBreakdown of
Respondents
8
Total Injury
3
5
• Intersection lighting
• Left-turn sign
• Advance yield lines
• Speed Feedback Signs
Fatal or Severe Injury
• Vehicle Speed Feedback Sign
• Intersection lighting
• Headlights on sign
• Curve ahead sign
• Chevrons along curve
• Median rumble strip
• Driveway Ahead Signage
106
Walking Audit Map
Corridor D-2
Pierce Road
Between Old Oak Way and Saratoga Heights Drive
Corridor-Wide Improvements:
• Intersection lighting
• Roadway lighting
• Additional warning signs
• Refreshed pavement
markings
• Speed limit reduction
• Edge line rumble strip
• Consider median
barriers along curved
roadway segments
• Retroreflective paint
• Arterial traffic calming
• High-Visibility Crosswalks
at Intersections
• Vehicle Lane Width
Reductions
Collision History (2015-2018)
3 Vehicle
Collision
5 Bike Collision
0 Pedestrian
Collision
Top Violations
• Unsafe Speed
• Improper Turning
• Vehicle on Wrong
Side of Road
Top Type
• Hit Object
• Sideswipe
Breakdown of
Respondents
8
Total Injury
3
5
All Other Injury
Fatal or Severe Injury
• Intersection lighting
• Left-turn sign
• Advance yield lines
• Speed Feedback Signs
• Vehicle Speed Feedback Sign
• Intersection lighting
• Headlights on sign
• Curve ahead sign
• Chevrons along curve
• Median rumble strip
107
36 37Saratoga LRSP Saratoga LRSP
Non-Engineering
Countermeasures
06
This section describes
non-engineering
countermeasures
associated with the
elements of the Safe
System approach.
This includes an
emphasis on equity,
which helps to provide
alignment with current
LRSP guidelines, in
recognition of emerging
safety best practices.
SAFE SPEEDS
The Safe Speeds element of the
Safe System approach focuses on infrastructure and
policy changes that specifically target speed as a
major factor in collisions and collision severity.
Speed Limit Modification
Use California Assembly Bill (AB) 43 methodology
to lower speed limits on additional corridors. AB
43 features the following five major components,
focused on providing local jurisdictions more
flexibility in setting speed limits, especially regarding
vulnerable road users:
• Engineering & Traffic Survey (E&TS) - option
to extend enforceable time period
• Post E&TS - agency can elect to retain
current or immediately prior speed limit
• Speed Limit Reduction - reduction of additional
5 mph based on several factors, including
designation of local “Safety Corridors”
• Prima Facie Speed Limits - options for
15 and 25 mph in certain zones
• Business Activity Districts - option for 20 or 25 mph
Safe Speeds Education Campaign
Continue existing safety education campaign targeting
safe speeds. This could include yard signs, wall boards/
posters in prime injury-corridor neighborhoods, ads on
bus exteriors, radio ads, changeable message signs, etc.
To maximize effectiveness, this should be an ongoing
program.
SAFE ROAD USERS
The Safe Road Users element
of the Safe System approach
addresses safety from the
behavioral perspective and focuses on education,
engagement, and enforcement.
Education and Public
Awareness Campaign
Expand upon existing social media to establish an
ongoing public education media campaign focused
on safe and responsible driving, discouraging drinking
and driving, and encouraging increased awareness of
pedestrians and bicyclists. An example of this campaign
would be collaborating with local radio stations to
disseminate safety messages.
Partner with Businesses on
Hot Spot Corridors
Conduct targeted education to businesses along the hot
spot corridors (e.g., use caution when exiting driveways).
Educational materials could include pamphlets, stickers,
window displays, etc. This effort could include materials
on how businesses can help drivers be more aware
of their surroundings. For drinking establishments or
restaurants, this could also include information to reduce
driving under the influence (e.g., safe ride home number,
local taxi number, etc.).
High Visibility Enforcement for DUIs
The Santa Clara County Sheriff’s Office could consider
high visibility enforcement for DUIs. Deterrence policies
focus on raising the actual and perceived risk of detection
of driving under the influence. These policies should be
highly visible to increase awareness of the risks of driving
under the influence. Publicized sobriety checkpoints,
saturation patrol, and other forms of high visibility
enforcement are effective for safety outcomes.
Integrated enforcement would include coordination
with Public Awareness Campaigns and Education of
Businesses. For example, widespread dissemination
of multilingual educational messaging and promotion
of safe rides home programs in advance of major
enforcement efforts will help to mitigate equity concerns
about disproportionate impacts of fines/fees on lower
income residents.
Expand Safe Routes to School
Expand school area traffic safety measures through
the Safe Routes to School grant awarded to the City
in partnership with school districts. This grant-funded
project provides an opportunity to conduct further
outreach on projects proposed in this LRSP, expand the
toolkit to additional school areas, and pair engineering
and non-engineering countermeasures citywide.
Pair Education with Key
Engineering Countermeasures
Educational materials can be used to teach people how
to use new and unfamiliar safety countermeasures,
such as pedestrian hybrid beacons (PHB), roundabouts,
or protected bikeways. These materials can consist of
informational signs or demonstration videos, and should
be presented in multiple languages, including English,
Vietnamese, and Spanish.
Enforcement of traffic laws is a common strategy
to increase street safety, but historical enforcement
techniques and strategies have raised concerns about
racial profiling, police violence, and the impacts of policing
on communities of color. According to the US Department
of Justice, Black and Hispanic people are more likely than
white people to experience use of force when they are
stopped by police. To ensure that efforts to improve safety
recognize that all people have the right to move about
their communities safely, cities have shifted to equity-
based strategies that target specific reckless behaviors
that pose the highest safety risk while working to mitigate
potential inequities in enforcement. Equity considerations
can be considered in a range of enforcement strategies,
including enacting progressive fine structures and
analyzing demographic data in traffic citations.
108
This Local Road Safety Plan is the framework for engaging residents, stakeholders, employers, planners, engineers,
enforcement agencies, and emergency medical service providers across the county in improving transportation
safety in Saratoga. While safety-specific plans and programs are critical to achieving the vision for safety in Saratoga,
traditional transportation planning, design, operations and maintenance decision-making processes, programs,
and policies should proactively integrate safety as well. The emphasis areas and strategies in this plan present
short-term safety needs and solutions that can be used by stakeholders countywide as funding and implementation
opportunities present themselves. Ongoing coordination and collaboration will enhance implementation efforts and
set the stage to evaluate progress on policies, programs, and projects.
POLICY SUPPORT
Projects following the Safe System approach may often require tradeoffs to be made between on-street parking,
vehicle level of service, and pedestrian and bicycle safety and accessibility, when funding and/or right of way are
limited. A Vision Zero policy and Council Resolution in support of this can help clarify how these decisions will be
made at a citywide scale rather than on a project-by-project basis. The policy can also support equity goals in the
community by precluding unequal opportunities to those with the historically “loudest” voices or most resources for
civic participation.
Other complementary policies to this plan may include a citywide crosswalk policy and transition plan and a speed
management policy and program.
FUNDING OPPORTUNITIES
Although HSIP is a common avenue for funding safety improvements, a variety of additional funding sources can be
used to finance safety projects. Table 3 outlines regional, state, and federal programs related to transportation, air
quality, sustainability, and housing that can be utilized to fund associated safety improvements depending on context.
This chapter identifies
funding and implementation
considerations that will be
important to City staff as
they seek to program and
construct safety projects.
38 39Saratoga LRSP Saratoga LRSP
Safe Ride Home
Develop partnerships between the City of Saratoga,
the Santa Clara County Sheriff’s Office, transportation
network companies (TNCs), VTA, and local businesses
to offer promotional codes for free or discounted rides
home from establishments or events in Saratoga to
reduce the potential for DUI, drowsy driving, or distracted
driving. This program may be focused on particular
holidays or event days or applied more broadly to
weekend nights.
SAFE VEHICLES
Some existing and emerging
on-board vehicle technologies
require investments in public infrastructure in order to
function properly. For example, lane departure warning
technology common on newer vehicles requires regular
maintenance of roadway striping and the use of highly
retroreflective materials to maximize effectiveness.
Emerging Vehicle-to-Infrastructure (V2I) technologies will
likely require integration with existing infrastructure. The
Safe Vehicles element also includes policies to encourage
or regulate vehicle size, as larger vehicles are more
likely to cause severe injuries during a collision. Simpler
technologies such as truck lateral protective devices
(LPDs) have been required in Japan and Europe since
the 1980s and have been shown to reduce fatalities in
side collisions with trucks. Cities in the United States are
increasingly requiring LPDs for municipal fleets and city
contractors.
Emerging Technology, including
Autonomous and Connected Vehicles
Near Miss Data
Near misses have historically been difficult to study in
practical safety applications due to an overall lack of
reported information. In the absence of sufficient crash
data, near miss data is an important indicator for guiding
crash prevention. There are several technologies that
are closing the gap and providing key safety insights
regarding near misses, including:
• Video Data: Video machine learning is an
effective means of classifying collisions
and collecting near miss data.
• Commercially Available Event Data: With the
capability of vehicles to capture and transmit real-
time data on driver behavior wirelessly, these data are
increasingly becoming an integral part of reporting
near misses especially given the introduction of
automated vehicles (Avs) on public roadways.
AV Readiness Planning
Having strategies prepared to meet and address the
oncoming challenges posed by AV technology will
be crucial in advancing road safety in Saratoga. Fully
automated vehicles have the potential to modify travel
behavior and improve safety outcomes given that Avs
are ultimately intended to operate lawfully and eliminate
or reduce human error. Some strategies for preparation
include educating the public on current and future safety
features and limitations; continuing to upgrade signal
equipment; and maintaining roadway surfaces, striping,
and signage.
POST-CRASH CARE
While much of the Safe System
approach centers on collision
prevention, Post-Crash Care is an important element in
reducing fatalities or life-changing complications when
collisions do occur. Within road design, Post-Crash
Care involves balancing prioritizing access for active
transportation modes while considering emergency
vehicle access needs
Rapid Response Safety Communication
Protocol and Multi-Disciplinary Team
Saratoga Public Works and Police Department staff
work closely to address safety challenges at key collision
locations. The City should continue to employ an internal,
multidepartment communication strategy in response to
severe and fatal collisions. The protocol should outline
a path forward for Public Works staff to be a part of the
immediate on-the-ground-response to an investigation
of severe and fatal collisions, ensuring a multidisciplinary
response team focused both on the behavioral and
engineering elements of a collision. This multi-disciplinary
team can also support timely data sharing among
Saratoga departments, ensure data accuracy, and
develop near-term interventions.
Implementation
& Monitoring
07
109
FUNDING SOURCE PROGRAM PURPOSE
CONGESTION MITIGATION
AND AIR QUALITY (CMAQ)
IMPROVEMENT PROGRAM
The FAST Act continued the CMAQ program to provide a flexible funding
source to state and local governments for transportation projects and
programs to help meet the requirements of the Clean Air Act. Funding is
available to reduce congestion and improve air quality for areas that do
not meet the National Ambient Air Quality Standards for ozone, carbon
monoxide, or particulate matter (non-attainment areas) and for former
non-attainment areas that are now in compliance (maintenance areas).
BETTER UTILIZING
INVESTMENTS TO
LEVERAGE DEVELOPMENT
(BUILD) TRANSPORTATION
DISCRETIONARY GRANT
PROGRAM
This program supports projects that are "road or bridge projects eligible
under title 23, United States Code;" and "intermodal projects." This
program replaces the TIGER program.
HIGHWAY SAFETY
IMPROVEMENT PROGRAM
(HSIP)
California's Local HSIP focuses on infrastructure projects with nationally
recognized crash reduction factors (CRFs). Local HSIP projects must
be identified on the basis of collision experience, collision potential,
collision rate, or other data-supported means.
ACTIVE TRANSPORTATION
PROGRAM (ATP)
ATP is a statewide competitive grant application process with the goal
of encouraging increased use of active modes of transportation. The
ATP consolidates existing federal and state transportation programs,
including the Transportation Alternatives Program (TAP), Bicycle
Transportation Account (BTA), and State Safe Routes to School (SR2S),
into a single program with a focus to make California a national leader
in active transportation. The ATP is administered by the Division of Local
Assistance, Office of State Programs.
SB-1 TRANSPORTATION
FUNDING
The State Transportation Improvement Program (STIP) is the biennial
five-year plan for future allocations of certain state transportation funds
for state highway improvements, intercity rail, and regional highway and
transit improvements.
SANTA CLARA COUNTY 2016
MEASURE B
A one-half cent sales tax measure in Santa Clara County for transpor-
tation improvements to enhance transit, highways, expressways, and
active transportation through April 1, 2047.
METROPOLITAN
TRANSPORTATION
COMMISSION (MTC) ONE
BAY AREA GRANT (OBAG)
PROGRAM
Federally funded program administered by MTC to invest in local
street and road maintenance, streetscape enhancements, bicycle and
pedestrian improvements, transportation planning, and safe routes
to school while advancing regional housing goals.
FUNDING SOURCE PROGRAM PURPOSE
CALTRANS SUSTAINABLE
TRANSPORTATION PLANNING
GRANT PROGRAM
To encourage local and regional planning that furthers state goals,
including, but not limited to, the goals and best practices cited in the
Regional Transportation Plan Guidelines adopted by the California
Transportation Commission.
CALIFORNIA OFFICE OF
TRAFFIC SAFETY (OTS)
OTS administers traffic safety grants in the following areas: Alcohol
Impaired Driving, Distracted Driving, Drug-Impaired Driving, Emergency
Medical Services, Motorcycle Safety, Occupant Protection, Pedestrian
and Bicycle Safety, Police Traffic Services, Public Relations, Advertising,
and Roadway Safety and Traffic Records.
AFFORDABLE HOUSING AND
SUSTAINABLE COMMUNITIES
(AHSC)
The Affordable Housing and Sustainable Communities (AHSC) Program
makes it easier for Californians to drive less by making housing, jobs,
and key destinations accessible by walking, biking, and transit.
SAFE STREETS FOR ALL
GRANTS
The recent federal infrastructure bill established the new Safe Streets
for All program to provide $5 billion in grant funding to develop and
implement Vision Zero safety plans. Current legislation emphasizes
funding of planning efforts, but the focus on implementation funding is
expected to increase over the next few years.
TABLE 3 FUNDING SOURCES
In addition to pursuing funding for the priority and
systemic projects identified in this LRSP via upcoming
grant opportunities, Saratoga should consider reactive
and project safety project opportunities through:
• Capital Improvement Projects, such as repaving efforts
• Development Impact Review and Mitigation: new
guidance from the Institute of Transportation
Engineers presents opportunities for bringing the
Safe System approach into the development review
process: https://www.ite.org/pub/?id=94372DF6-
BAB5-AE00-E6D5-471ED4F338CE
IMPLEMENTATION
STRATEGIES
Implementation of the LRSP is a vital step in the process
where identified strategies and projects are executed.
To successfully implement programs and projects,
partnerships, trust, funding, and coordination need to
be proactively managed. Successful implementation
requires sustained and coordinated support from key
stakeholders, elected officials, and City staff. Some
strategies are outlined below:
OVERSIGHT & ACCOUNTABILITY
Establishing a committee or task force with key officials
and stakeholders (in and outside of the city) that meets
bi-annually or quarterly is recommended to facilitate ef-
fective delivery of safety projects and programs. Having
appointed leadership will be a crucial part of main-
taining buy-in and support for the LRSP from not only
officials, but the community as well. Leadership could
additionally include members from identified LRSP part-
ners. Holding the City’s community development, engi-
neering, and public safety departments accountable is
crucial for effective implementation, along with holding
County departments accountable as well. Some duties
could include conducting briefings and presentations at
board and agency meetings, collecting and sharing in-
formation on a regular basis, and updating a public-fac-
ing database (or scorecard) on LRSP goal progress.
COORDINATION & PARTNERSHIP
Throughout the lifetime of the LRSP, coordination and
partnership amongst diverse stakeholders will be es-
sential for effective delivery of the LRSP. Some strategies
include regularly informing leaders and stakeholders on
41Saratoga LRSP40Saratoga LRSP
110
progress and key milestones, consulting partner agen-
cies early on in the implementation process to gather
suggestions and feedback, and finding opportunities for
partnership via project bundling (e.g., integrating LRSP
projects with pavement resurfacing and maintenance).
COMMUNICATION
Having continued communication and transparency
with stakeholders and community members can allow
for greater trust and support of the LRSP’s goals. Some
strategies include communication across diverse chan-
nels (e.g., updated webpage, news, and social media),
actively addressing community concerns, publishing
updating factsheets on plan progress, and holding reg-
ular public meetings using effective community engage-
ment techniques. An oversight committee or task force
could aid with leading efforts on communication and
trust-building.
IMPLEMENTATION ACTIONS,
PHASING & SEQUENCING
Implementing countermeasures, projects, and programs
identified in the LRSP typically requires an ongoing,
long-term commitment from the City. To facilitate the
evaluation and prioritization of funding, it can be desir-
able to consider the implementation of safety projects
through different time horizons.
MONITORING AND
EVALUATION
Evaluation allows the City to understand its perfor-
mance in achieving its safety goals and inform future
decision-making accordingly. It provides the basis for
determining selection of emphasis or priority areas,
countermeasures, and locations to reduce collisions
and collision severity. Using the goals and strategies in
the LRSP, planners and engineers can track and plan for
safety on the transportation system by:
• Reviewing past, current, and predicted
safety trends – Are trends changing? Are the
identified strategies reducing fatal and severe
crashes within each emphasis area?
• Revising safety goals and strategies – Have the
goals been achieved early, or are they progressing
slower than expected? Are the responsible
parties implementing the strategies, and if
not, what are the barriers to implementation
(funding, staff resources, lacking champions)?
• Identifying new projects and strategies to
achieve results – Safety research and innovative
programs are continually advancing. Are new
and more effective strategies available that
can be used to better improve safety?
• Monitoring and evaluating system performance – Are
systems in place to effectively monitor and evaluate
safety throughout the city? Do opportunities exist
to improve data collection and accuracy/quality?
UPDATE THE PLAN REGULARLY
For example, scheduling an update every two years
could assist with organizing and directing evaluation
efforts. As conditions within the city and region could
change, it will be necessary to update the LRSP in the
future.
IDENTIFY TARGET METRICS AND MEASURE
GOAL PERFORMANCE IN PRIORITY AREAS
To understand progress and safety conditions, several
metrics should be used in LRSP evaluation. Examples
of measuring goal performance include monitoring the
number of total collisions, specific types of collisions,
and/or safety infrastructure improvements installed.
Additional regular measurement of goal progress in
priority areas can be performed every year. One example
is a safety scorecard. Safety scorecards that are released
annually can be a powerful tool for measuring effec-
tiveness, highlighting areas that need further attention
and resources, and identifying tasks and deadlines for
responsible stakeholder parties.
CONTINUE ENGAGEMENT OF STAKEHOLDERS
Efforts around evaluation should include expanding
partnership from diverse sources (e.g., officials, agen-
cies, community advocacy groups). Input from identified
stakeholders and future partners, along with collected
target metrics, could be used to adapt the plan based on
community feedback and expert insight as projects and
programs are rolled out.
Conduct pre- and post-project surveys with community
members to measure how their actions and views have
shifted after engagement around traffic safety. Local
partners can be tasked with disseminating the pre- and
post-project surveys to residents. Surveys should evalu-
ate whether respondents express a shift in behavior after
having participated in traffic safety programming. The
metrics for evaluation can also be developed in partner-
ship with local partners to facilitate broader accessibility
for the public.
Saratoga
Local Roadway
Safety Plan:
Appendices
43Saratoga LRSP42Saratoga LRSP
111
1Saratoga LRSP
Appendix A:
Summary of Systemic Profiles
112
Saratoga Local Roadway Safety Plan
Collision Profiles
113
•Based on the analysis of collision history,collision rates , and contextual
factors
•Systemic process to proactively identify locations that have similar
contexts , but may have experienced fewer or no collisions in the past
•10 draft collision profiles have been identified to highlight the most
common and severe collision patterns based on the 5-year study period
(2015 –2019)
What is a Collision Profile?
2 114
1.Bicycles at Midblock
2.Bicycles on Mountain Roads
3.Bicycles Conflicting with Left -Turn at Major Intersections
4.Pedestrians at Major Intersections
5.Pedestrian at Uncontrolled Locations
6.Vehicle at Major Intersections
7.Speeding Vehicles at Major Gateways
8.Vehicles Rear-Ending at 35+ mph Roadways
9.60+ Year Old Drivers at Midblock
10.Vehicles along Boulevards (35+ mph, 4 lanes)
Draft Collision Profiles
3 115
Top Injury Collision Intersections &
Corridors for All Modes
4
b
a
d
1
2
3 4
5
6
7
8
c
Intersections
a.Saratoga Avenue and Fruitvale Avenue
b.Saratoga-Sunnyvale Road and Pierce Road
c.Saratoga-Sunnyvale Road and Herriman Avenue
d.Prospect Road and Lawrence Expressway
Corridors
1.Big Basin Way: Ambric Knolls Road and Congress
Springs Lane
2.Big Basin Way: Saratoga-Los Gatos Road and 3rd Street
3.Saratoga-Sunnyvale Road: Herriman Avenue and Reid
Lane
4.Herriman Avenue : Lexington Court and Saratoga-
Sunnyvale Road
5.Saratoga-Sunnyvale Road: Pierce Road and Cox Avenue
6.Saratoga Avenue :Ranfre Lane and Crestbrook Drive
7.Saratoga Avenue : Bellgrove Circle and McFarland
Avenue
8.Prospect Road: Lawrence Expressway and Lyle Drive
116
•Insert map of collision profile here
Midblock Bicycle Collisions
5
•Description: Bicyclists who are involved
in collisions with vehicles away from an
intersection
•Number of Collisions: 30 Injury (11%), 5
Seriously Injured or Killed (KSI, 15%)
•Potential countermeasures:
•Traffic Calming
•Protected Bikeways
•Bike Lanes
•Roadway Safety Lighting
•Rumble Strips
117
•Insert map of collision profile here
Mountain Road Bicycle Collisions
6
•Description: Bicyclists who are involved
in collisions on mountain roads in
Saratoga
•Number of Collisions: 19 Injury (7%), 8
KSI (24%)
•Potential/Typical countermeasures:
•Traffic Calming
•Widen/Pave Shoulder
•Roadway Safety Lighting
•Curve Advance Warning Sign
•Painted Centerline and Raised
Pavement Markers at Curves
•Speed Feedback Sign
118
•Insert map of collision profile here
Left-Turn Bicycle Collisions at Intersections
on Bicycle Facility
7
•Description: Bicyclists who are involved in
collisions at intersections where party is
making a left-turn
•Number of Collisions: 11 Injury (4%), 2 KSI
(6%)
•Potential countermeasures:
•Protected Intersections
•Two-Stage Turn Queue Bike Box
•Extend Green Time for Bikes
•Bicycle Signal/Exclusive Bike Phase
•Bike Detection
•Green Conflict Striping
•Centerline Hardening
•High-Visibility Crosswalks
•Roadway Safety Lighting
119
•Insert map of collision profile here
Major Intersection Pedestrian Collisions
8
•Description: Pedestrians involved in
collisions at major intersections
•Number of Collisions: 5 Injury (2%), 0
KSI (0%)
•Potential countermeasures:
•High-Visibility Crosswalks
•Close Right-Turn Slip Lanes
•Pedestrian Refuge
Island and/Medians
•Protected Signal Phasing
•Upgraded Signal Heads
•Turn Radius Reduction
•Additional Signal Heads
•Leading Pedestrian Interval
120
•Insert map of collision profile here
Pedestrian Collisions at Uncontrolled Locations
9
•Description: Pedestrians who are crossing
outside of crosswalks involved in collisions
•Number of Collisions: 10 Injury (4%), 3 KSI
(9%)
•Potential countermeasures:
•Stop Signs or Traffic Signals
•Pedestrian Hybrid Beacons
•Flashing Beacons
•High-Visibility Crosswalks
•Yield Here to Pedestrians Signs
•Roadway Safety Lighting
•Road Diet
•Speed Limit Reduction
•Vehicle Speed Feedback Signs
•Turn Radius Reduction
121
•Insert map of collision profile here
Vehicle Collisions at Major Intersections
10
•Description: Vehicle collisions at major
intersections
•Number of Collisions: 25 Injury (90%), 3
KSI (9%)
•Potential countermeasures:
•Additional Signal Heads
•Retroreflective Backplates
on Traffic Signals
•Upgrade Signal Heads
•Intersection Reconfiguration
•Roundabout
•Protected Signal Phasing
•Turn Radius Reduction
122
•Insert map of collision profile here
High-Speed Vehicle Collisions at Major Gateways
11
•Description: Vehicles involved in
collisions where speed is identified as a
contributing factor at major gateways
•Number of Collisions: 38 Injury (14%), 3
KSI (9%)
•Potential countermeasures:
•Vehicle Speed Feedback Signs
•Arterial Traffic Calming
•Road Diet
•Roundabouts
•Protected Bikeways
•Lane Reduction or Narrowing
•Turn Radius Reduction
•Speed Limit Reduction
123
•Insert map of collision profile here
Rear-End Vehicle Collisions at 35mph+ Roadways
12
•Description: Vehicle colliding with the
back of another vehicle on roadways 35
miles per hour or greater
•Number of Collisions: 42 Injury (15%), 0
KSI (0%)
•Potential countermeasures:
•Traffic Calming
•Road Diet
•Roadway Safety Lighting
•Signal Interconnectivity and
Coordination
•Retroreflective Backplates on Traffic
Signals
•Upgrade Signal Heads
•Vehicle Speed Feedback Signs
124
•Insert map of collision profile here
Vehicle Collisions 60+ Years Old at Midblock
13
•Description: Vehicle Collisions involving
people aged 60 years or older at
midblock crossings
•Number of Collisions: 20 Injury (7%), 2
KSI (6%)
•Potential countermeasures:
•Additional Signal Heads
•Retroreflective Backplates on
Traffic Signals
•Upgrade Signal Heads
•Turn Radius Reduction
•Speed Limit Reduction
•Vehicle Speed Feedback Signs
125
•Insert map of collision profile here
Vehicle Collisions along Boulevard (35+mph, 4 lanes)
14
•Description: Vehicle collisions on
roadways 35 miles per hour or greater
at 4 or more lanes
•Number of Collisions: 85 Injury (30%), 7
KSI (21%)
•Potential countermeasures:
•Road Diet
•Lane Reduction or Narrowing
•Signal Synchronization
•Reduce Cycle Lengths
•Extend Yellow and All Red Time
•Additional Signal Heads
126
2 Saratoga LRSP
Appendix B:
Countermeasures Toolbox
127
LRSM COUNTERMEASURE
Many of the countermeasures are Caltrans-approved, with an associated Crash
Reduction Factor (CRF) and crash type (i.e., all modes, bicycle and pedestrian
crashes only, etc.) as outlined in the 2020 California Local Roadway Safety Manual
(LRSM). The higher the CRF (100% being the highest), the greater the expected
reduction in crashes. Countermeasures not in the LRSM are scored on a “low-
medium-high” AVAILABILITY OF RESEARCH scale based on proven safety studies;
otherwise, denoted as “N/A” when limited safety studies are available. The higher
the AVAILABILITY OF RESEARCH rating, the greater the expected reduction in
crashes.
COUNTERMEASURE
Extend Green Time For Bikes
+
Prolongs the green phase when bicyclists are present to provide additional time for bicyclists to clear the intersection. Can occur
automatically in the signal phasing or when prompted with bicycle detection. Topography should be considered in clearance time.
LRSM CODE: S03
Countermeasure title
Countermeasure icon
LRSM indication
Countermeasure
description
Crash reduction factor
Mode(s) this
countermeasure
affects
Crash reduction factor or efficacy
Countermeasure efficacy assessment based on available research
Caltrans 2022 Local Roadway Safety Manual countermeasure code
CRF 15%
CRASH TYPE
AVAILABILITY OF RESEARCH
LOW MED HIGH
Countermeasure
in the LRSM
Countermeasure
not in the LRSM
What You’ll See Inside:
Safety Research Sources
A Vision for Transportation Safety, SFMTA and SFDPH for TRB, 2015.
Application of Pedestrian Crossing Treatments for Streets and Highways, NCHRP, 2016.
California Local Roadway Safety Manual, Caltrans, FHWA & SafeTrec, 2020.
Development of Crash Modification Factors for Uncontrolled Pedestrian Crossing Treatments, NCHRP, 2017.
Evaluation of Bicycle-Related Roadway Measures, Pedestrian and Bicycle Information Center, 2014.
Evaluation of Pedestrian-Related Roadway Measures, Pedestrian and Bicycle Information Center, 2014.
Safety Countermeasures
Toolbox
128
LRSM COUNTERMEASURE
INCLUDED IN LRSMSUMMARY OF COUNTERMEASURES
A. SIGNAL TIMING & PHASING
Additional Signal Heads
Extend Green Time For Bikes
Extend Pedestrian Crossing Time
Extend Yellow and All Red Time
Flashing Yellow Turn Phase
Green Wave
Leading Pedestrian Interval
New Traffic Signal
Pedestrian Phase Recall
Pedestrian Scramble
Permissive Lefts To Protected
Reduce Cycle Lengths
Separate Right-Turn Phasing
B. INTERSECTION & ROADWAY DESIGN
Close Slip Lane
Convert 2-Way Stop to All-Way Stop
Lane Narrowing
New Sidewalk
Partial Closure/Diverter
Protected Intersection
Raised Intersection
Raised Median
Realign Intersection to 90 Degrees
Repurpose Extra Travel Lanes
Road Diet
Roundabout
Speed Humps or Speed Tables
Splitter Island
Turn Radius Reduction
Widen Shoulder
D. BIKEWAY DESIGN
Bicycle Crossing (Solid Green Paint)
Bicycle Ramps
Bicycle Signal/Exclusive Bike Phase
Bike Box
Bike Detection
Bike Friendly Drains
F. OTHER
Access Management/Close Driveway
Curbside Management
Far-Side Bus Stop
Intersection, Street-Scale Lighting
Keep Roadway Clear Of Debris
Remove Obstructions For Sightlines
G. LOW-COST AND QUICK-BUILD
Hardened Centerline
Paint and Plastic Curb Extension
Paint and Plastic Median
Paint and Plastic Mini Circle
Paint and Plastic Pedestrian Refuge Area
Paint and Plastic Separated Bikeway
Paint and Plastic Turn Radius Reduction
Traffic Diverter
C. SIGNS & MARKINGS
Advance Stop Bar
Advance Yield Markings
Bicycles May Use Full Lane Sign
No Right Turn On Red
Parking Restrictions/Daylighting
Radar Speed Feedback Sign
Time-Based Turn Restriction
Turn Prohibition
Wayfinding
Yield To Pedestrians Sign
E. PEDESTRIAN CROSSINGS
ADA Ramps & Audible Push Button Upgrades
Curb Extensions
Extended Time Pushbutton
High-Visibility Crosswalk
Pedestrian Countdowns
Pedestrian Detection
Pedestrian Hybrid Beacon
Pedestrian Lighting
Pedestrian Median Barrier
Pedestrian Refuge Island
Raised Crosswalk
Remove Crossing Prohibition
Restripe Crosswalk
Rectangular Rapid Flashing Beacon
Upgrade Curb Ramp
D. BIKEWAY DESIGN (continued)
Class I Bicycle Path Or Trail
Class II Bike Lane
Class IV Separated Bikeway
Floating Transit Island
Green Bike Lane Conflict Zone Markings
Mixing Zone
“On Roadway” Bicycle Sign
Parking Buffer
Shared Sidewalk Sign
Signing and Striping in Support of Bicycle Boulevard
Traffic Calming in Support of Bicycle Boulevard
Trail Crossing
Two-Stage Turn Queue Bike Box
Widen Sidewalk
Safety Countermeasures
Toolbox
129
LRSM COUNTERMEASURE
A. SIGNAL TIMING & PHASING
COUNTERMEASURE
Extend Pedestrian Crossing Time
+
Increases time for pedestrian walk phases, especially to
accommodate vulnerable populations such as children and the
elderly.
CRF 15%
CRASH
TYPE
COUNTERMEASURE
Additional Signal Heads
+
Additional signal heads allow drivers to anticipate signal changes farther away from intersections, decreasing the likelihood of driver
error resulting in a collision.
CRF 15%
CRASH
TYPE
Extend Green Time For Bikes
+
Prolongs the green phase when bicyclists are present to provide additional time for bicyclists to clear the intersection. Can occur
automatically in the signal phasing or when prompted with bicycle detection. Topography should be considered in clearance time.
CRF 15%
CRASH
TYPE
COUNTERMEASURE
Flashing Yellow Turn Phase
Flashing yellow turn arrow alerts drivers to proceed with caution and
decide if there is a sufficient gap in oncoming traffic to safely make a turn. To be used only when a pedestrian walk phase is not called.
Protected only phases should be used when pedestrians are present.
AVAILABILITY
OF RESEARCH
LRSM CODE: S02 LRSM CODE: S03
LRSM CODE: S03
COUNTERMEASURE
Leading Pedestrian Interval
Gives people walking a head start, making them more visible to drivers turning right or left. “WALK” signal comes on a few seconds
before the cars get their green light. May be used in combination with No Right Turn on Red restrictions.
CRF 60%
CRASH
TYPE
LRSM CODE: S03 COUNTERMEASURE
New Traffic Signal
New traffic signals can help to organize travel of all modes at an intersection, limiting interactions between vehicles, pedestrians, and
bicyclists with conflicting movements. Using this countermeasure for HSIP applications requires documentation of signal warrants.
CRF 25%
CRASH
TYPE
LRSM CODE: NS03
COUNTERMEASURE
Extend Yellow and All Red Time
+
Extending yellow and all red time allows drivers and bicyclists to safely cross through a signalized intersection before conflicting traffic movements are permitted to enter the intersection.
LRSM CODE: S03
CRF 15%
CRASH
TYPE
COUNTERMEASURE
Green Wave
GREEN WAVE
Occurs when a series of traffic signals are coordinated to allow for uninterrupted bicycle traffic flow through those intersections in at least one direction. Coordinating signals to allow for bicyclist progression gives bicyclists and pedestrians more time to safely cross through the ‘green wave’ intersections.
LRSM CODE: S03
CRF 15%
CRASH
TYPE
COUNTERMEASURE
LOW MED HIGHMED
130
LRSM COUNTERMEASURE
A. SIGNAL TIMING & PHASING
COUNTERMEASURE
Reduce Cycle Lengths
-
Traffic signal cycles should be kept short (preferably 90 seconds
maximum) to reduce pedestrian delay. When delay is significant, pedestrians are more inclined to ignore signal indications.
CRF 15%
CRASH
TYPE
COUNTERMEASURE
Pedestrian Scramble
This is a form of pedestrian ‘walk’ phase at a signalized intersection in which all vehicular traffic is required to stop, allowing pedestrians
to safely cross through the intersection in any direction, including diagonally.
CRF 40%
CRASH
TYPE
LRSM CODE: S03
COUNTERMEASURE
Separate Right-Turn Phasing
Provides a green arrow phase for right-turning vehicles. Avoids
conflicts between right-turning traffic and bicyclists or pedestrians crossing the intersection on their right.
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Permissive Lefts to Protected
Provides a protected green arrow phase for left turning vehicles
while showing a red light for both on-coming traffic and parallel pedestrian crossings. Eliminates conflicts between pedestrians and
left-turning vehicles.
CRF 30%-55%
CRASH
TYPE
LRSM CODE: S06/S07
LRSM CODE: S19PBCOUNTERMEASURE
Pedestrian Phase Recall
Signals can be put in “recall” for key time periods of day such as peak business hours or school drop-off/pick-up times. During these
periods the “ WALK” signal would be displayed every signal cycle without prompting by a pedestrian push button.
AVAILABILITY
OF RESEARCH
LOW MED HIGH
LOW MED HIGHMED
LOW MED HIGHMED
131
LRSM COUNTERMEASURE
B. INTERSECTION & ROADWAY DESIGN
COUNTERMEASURE
Protected Intersection
Protected intersections use corner islands, curb extensions, and colored paint to delineate the bicycle path across an intersection
and allow a two-stage left-turn for bicycles parallel to the crosswalk. Provides space for drivers to yield outside the travel lane.
COUNTERMEASURE
Close Slip Lanex
Modifies the corner of an intersection to remove the sweeping right turn lane for vehicles. Results in shorter crossings for pedestrians,
reduced speed for turning vehicles, better sight lines, and space for landscaping, green infrastructure, and other amenities.
COUNTERMEASURE
Lane Narrowing
A reduction in lane width produces a traffic calming effect by encouraging motorists to travel at slower speeds where existing
lanes are over-designed, lowering the risk of collision with bicyclists, pedestrians, and other motorists.
COUNTERMEASURE
New Sidewalk
Sidewalks and walkways are “pedestrian lanes” that provide people with space to travel within the public right-of-way that is separated
from roadway vehicles. They are associated with reduced crashes where pedestrians were walking along the roadway.
CRF 80%
CRASH
TYPE
LRSM CODE: R34PB
COUNTERMEASURE
Raised Intersection
Elevates the intersection to bring vehicles to the sidewalk level. Serves as a traffic calming measure by extending the sidewalk
context across the road.
CRF 35%
CRASH
TYPE
LRSM CODE: R36PB COUNTERMEASURE
Raised Median
A concrete or landscaped area, between the two directions of travel. Reduces vehicular speeding and discourages risky turning
movements.
CRF 25%
CRASH
TYPE
LRSM CODE: S12/NS14/R08
COUNTERMEASURE
Partial Closure/Diverter
A roadway treatment that restricts through vehicle movements using physical diversion while allowing bicyclists and pedestrians to
proceed through an intersection in all directions.
EXCEPTEXCEPT CRF 50%
CRASH
TYPE
LRSM CODE: S14/NS15
COUNTERMEASURE
Convert 2-Way Stop to All-Way Stop
STOP
ALL WAY
Converting 2-way stops to all-way stops prevents motorists, bicyclists, and pedestrians from having to cross free-flowing lanes of
traffic at a side-street stop-controlled intersection and reduces the risk of collision.
LRSM CODE: NS02
CRF 50%
CRASH
TYPE
AVAILABILITY
OF RESEARCH
MED HIGHLOW
AVAILABILITY
OF RESEARCH
MED HIGHLOW
AVAILABILITY
OF RESEARCH
MED HIGHLOW
132
LOW MED HIGH
LOW MED HIGH
LRSM COUNTERMEASURE
B. INTERSECTION & ROADWAY DESIGN
COUNTERMEASURE
Realign Intersections to 90 Degrees
By eliminating acute or obtuse angles between intersection
roadways, intersection sight distance may be improved, allowing motorists to see pedestrians more easily.
COUNTERMEASURE
Speed Humps or Speed Tables
These traffic calming devices use vertical deflection to raise the entire wheelbase of a vehicle and encourage motorists to travel
at slower speeds to avoid damage to the undercarriage of an automobile.
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Roundabout
Roundabouts are circular intersections designed to eliminate left turns by requiring traffic to travel in a counter-clockwise direction and exit to the right. Installed to manage vehicular speeds, reduce pedestrian exposure, improve safety at intersections through eliminating angle collisions, and help traffic flow more efficiently.
VARIES
CRASH
TYPE
LRSM CODE: S16/NS04/NS05COUNTERMEASURE
Road Diet
Depending on the street, road diets may change the number of lanes, turn lanes, center turn lanes, bike lanes, parking lanes, and/or sidewalks. Road diets optimize street space to benefit all users by improving the safety and comfort of pedestrians and bicyclists, and reducing vehicle speeds and the potential for rear end collisions.
CRF 30%
CRASH
TYPE
LRSM CODE: R14
COUNTERMEASURE
Repurpose Extra Travel Lanes
Repurposing travel lanes at spot locations, such as extra receiving lanes at an intersection, is a strategy used to make space for other
safety improvements such as, widening sidewalks, creating space for bicycle, pedestrian, or transit lanes, and other improvements.
AVAILABILITY
OF RESEARCH
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Splitter Island
A raised area that separates the two directions of travel on the minor street approach at an unsignalized intersection or roundabout. Helps channelize traffic in opposing directions of travel. Typically installed at
skewed intersections or where speeds on minor roads are high.
CRF 40%
CRASH
TYPE
LRSM CODE: NS13
COUNTERMEASURE
Widen Shoulder
Widened shoulders create a separated space for bicyclists and also
provide motor vehicle safety benefits, such as space for inoperable vehicles to pull out of the travel lane.
CRF 30%
CRASH
TYPE
LRSM CODE: R15
CRF
MED HIGHLOW
MEDLOW HIGH
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Turn Radius Reduction
Modifies the corner of an intersection to reduce turning radii for vehicles. Results in shorter crossings for pedestrians, reduced
speed for turning vehicles, better sight lines, and space for landscaping, green infrastructure, and other amenities.
133
MEDLOW HIGH
MEDLOW HIGH
LRSM COUNTERMEASURE
C. SIGNS & MARKINGS
COUNTERMEASURE
Advance Yield Markings
Yield lines are placed 20 to 50 feet in advance of pedestrian
crossings to increase visibility of pedestrians. Can reduce the likelihood of a multiple-threat crash at unsignalized midblock
crossings.
CRF 25%
CRASH
TYPE
COUNTERMEASURE
Radar Speed Feedback Sign
YOURSPEE
A roadway treatment that uses radar to alert drivers to their actual
speed relative to the posted speed limit, encouraging drivers who exceed to the speed limit to slow down.
COUNTERMEASURE
No Right Turn On Red
ON RED
Can help prevent crashes between vehicles turning right on red from one
street and through vehicles on the cross street, and crashes involving pedestrians. Should be considered where exclusive pedestrian “WALK”
phases, LPIs, sight distance issues, or high pedestrian volumes are present.
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Time-Based Turn Restriction
Restricts left-turns or right-turns during certain time periods when
there may be increased potential for conflict (e.g., peak periods, school hours).
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Parking Restrictions/Daylighting
P
By restricting parking at curbs in front of intersection crosswalks, sight lines are cleared between pedestrian crossings and oncoming motorists, reducing
the risk of collision. Reducing visibility obstructions caused by parked vehicles, known as daylighting, allows all users to better gauge interactions.
COUNTERMEASURE
Turn Prohibition
Bans left or right turns at locations where a turning vehicle may conflict
with pedestrians in the crosswalk or where opposing traffic volume is high. Reduces pedestrian interaction with vehicles when crossing. Important
tool when road diets are infeasible and a grid network of streets is present.
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Advance Stop Bar
STOPA stop bar placed 5 to 7 feet ahead of the crosswalk at stop signs and signals reduces instances of vehicles encroaching on the
crosswalk.
CRF 15%
CRASH
TYPE
LRSM CODE: S20PB LRSM CODE: NS07
LRSM CODE: R26
COUNTERMEASURE
Bicycles May Use Full Lane Sign
MAY USEFULL LANE
A sign placed on roads with lanes that are too narrow to allow safe
side-by-side passing to indicate that bicyclists may occupy the full lane. This discourages unsafe passing by motorists.
LRSM CODE: NS05
CRF 15%
CRASH
TYPE
CRF 30%
CRASH
TYPE
MEDLOW HIGH
LRSM CODE: NS11
CRF 20%
CRASH
TYPE
134
LRSM COUNTERMEASURE
C. SIGNS & MARKINGS
COUNTERMEASURE
Wayfinding
A network of signs that highlight nearby pedestrian and bicycle
facilities. Can help to reduce crossings at locations with poor sight distance or limited crossing enhancements.
COUNTERMEASURE
Yield To Pedestrians Sign
The “Yield Here to Pedestrians” (e.g. R1-5, R1-5a) signs alert drivers about the presence of pedestrians. These signs are required with
Advance Yield Lines. Other sign types (e.g. R1-6) can be placed on the centerline in the roadway.
CRF 15%
CRASH
TYPE
LRSM CODE: NS06
MED HIGHLOW
AVAILABILITY
OF RESEARCH
135
MED HIGHLOW MED HIGHLOW
LRSM COUNTERMEASURE
D. BIKEWAY DESIGN
COUNTERMEASURE
Bicycle Crossing (Solid Green Paint)
Solid green paint across an intersection that signifies the path of the bicycle crossing. Increases visibility and safety of bicyclists traveling
through an intersection.
MED HIGHLOW
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Bicycle Ramps
Connects bicyclists from the road to the sidewalk or a shared use path.
COUNTERMEASURE COUNTERMEASURE
Bicycle Signal/Exclusive Bike Phase Bike Box
A traffic signal directing bicycle traffic across an intersection. Separates
bicycle movements from conflicting motor vehicle, streetcar, light rail, or pedestrian movements. May be applicable for Class IV facilities when
the bikeway is brought up to the intersection.
A designated area at the head of a traffic lane at a signalized
intersection that provides bicyclists with a safe and visible way to get ahead of queuing traffic during the red signal phase.
CRF 15%
CRASH
TYPE
CRF 15%
CRASH
TYPE
COUNTERMEASURE
Bike Detection
Bike detection is used at signalized intersections, either through use of
push-buttons, in-pavement loops, or by video or infrared cameras, to call a green light for bicyclists and reduce delay for bicycle travel. Discourages
red light running by bicyclists and increases convenience of bicycling.
LRSM CODE: S03 LRSM CODE: S20PB
COUNTERMEASURE
Class I Bicycle Path or Mixed Use Trail
Provides a completely separate right of way that is designated for
the exclusive use of people riding bicycles and walking with minimal cross-flow traffic. Paths and trails offer opportunities for the lowest
stress bicycle travel.
CRF 80%
CRASH
TYPE
LRSM CODE: R34PB COUNTERMEASURE
Class II Bike Lane
Using designated lane markings, pavement legends, and signage, bike lanes provide dedicated street space for bicyclists, typically
adjacent to the outer vehicle travel lane.
CRF 35%
CRASH
TYPE
LRSM CODE: R32PB
COUNTERMEASURE
Bike Friendly Drains
Bike friendly drains avoid placing grating in the right-of-way that may
pose a hazard to bicyclists by increasing their risk of falling.
AVAILABILITY
OF RESEARCH
MED HIGHLOW
AVAILABILITY
OF RESEARCH
AVAILABILITY
OF RESEARCH
136
MED HIGHLOW
MED HIGHLOW
LRSM COUNTERMEASURE
D. BIKEWAY DESIGN
COUNTERMEASURE
Parking Buffer
Pavement markings denoting door zone of parked vehicles to help bicyclists maintain safe positioning on the roadway.
COUNTERMEASURE
Floating Transit Island
An in-street transit boarding island is used in conjunction with a Class IV bike facility, separating transit traffic from bicycle traffic,
reducing conflict between the two modes and lowering the risk of collision.
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Mixing Zone
P ONLYPlaces a suggested bike lane within the inside portion of a dedicated motor vehicle turn lane. Lane markings delineate space for bicyclists
and motorists within the same lane and indicate the intended path for bicyclists to reduce conflict with turning motor vehicles.
COUNTERMEASURE
Shared Sidewalk Sign
Signs communicate to pedestrians that bicyclists may also use the sidewalk and that bicyclists must yield to pedestrians.
MED HIGHLOW
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
“On Roadway” Bicycle Sign
ON
ROADWAY
Street sign that communicates to drivers that bicyclists are on the road. Signs enhance visibility for bicyclists, reminding drivers that
they are on the road.
CRF 15%
CRASH
TYPE
LRSM CODE: NS06/R22
AVAILABILITY
OF RESEARCH
COUNTERMEASURE
Green Bike Lane Conflict Zone Markings
Green pavement within a bicycle lane to increase visibility of bicyclists and to reinforce bicycle priority. The green pavement can
be either as a corridor treatment or as a spot treatment in conflict areas such as frequently used driveways.
COUNTERMEASURE
Class IV Separated Bikeway
Space on the roadway set aside for the exclusive use of bicycles
and physically separated from vehicle traffic. Types of separation may include, but are not limited to, grade separation, flexible posts,
physical barriers, or on-street parking.
CRF 45%
CRASH
TYPE
LRSM CODE: R33PB
AVAILABILITY
OF RESEARCH
MED HIGHLOW
AVAILABILITY
OF RESEARCH
MED HIGHLOW
COUNTERMEASURE
Signing and Striping in Support of
Bicycle Boulevard
BIKEBLVD
Bicycle boulevards are roads that encourage low automobile traffic volumes and speeds through signing and striping while giving
bicyclists priority and encouraging non-motorized travel.
CRF 35%
CRASH
TYPE
LRSM CODE: R32PB
137
LOW MED HIGH
MED HIGHLOW
LRSM COUNTERMEASURE
D. BIKEWAY DESIGN
COUNTERMEASURE
Trail Crossing
A continental crosswalk with a bike stamp in the middle, placed at
locations where trails intersect with or cross the roadway.
COUNTERMEASURE
Two-Stage Turn Queue Bike Box
This roadway treatment provides bicyclists with a means of safely making a left or right turn at a multi-lane signalized intersection from
a bike lane or cycle track on the opposite side of the lane. In this way, bicyclists are protected from the flow of traffic while waiting to turn.
COUNTERMEASURE
Traffic Calming in Support of Bicycle
Boulevard
EXCEPT
25 MPHTraffic calming includes measures that encourage slower speeds to
bring automobile speeds closer to those of bicyclists. This has the effect of reducing in-lane passing, improving driver perception and
reaction time, and reducing the severity of collisions.
COUNTERMEASURE
Widen Sidewalk
Wide sidewalks can provide space for both pedestrians and bicyclists to use a shared facility. Wide sidewalks can be important
for locations with high volumes of pedestrians.
AVAILABILITY
OF RESEARCH
AVAILABILITY
OF RESEARCH AVAILABILITY
OF RESEARCH
MED HIGHLOW
AVAILABILITY
OF RESEARCH
MED HIGHLOW
138
LRSM COUNTERMEASURE
E. PEDESTRIAN CROSSINGS
COUNTERMEASURE
Curb Extensions
Widens the sidewalk at intersections or midblock crossings to shorten the pedestrian crossing distance, to make pedestrians more
visible to vehicles, and to reduce the speed of turning vehicles.
COUNTERMEASURE
ADA Ramps & Audible Push Button Upgrades
Curb ramps and push buttons must comply with Americans with Disability Act (ADA) standards for accessibility. Pushbuttons should be visible and conveniently located for pedestrians waiting at a crosswalk. Accessible pedestrian signals, including audible push buttons, improve access for pedestrians who are blind or have low vision.
COUNTERMEASURE
Extended Time Pushbutton
A pushbutton that can be pressed to request extra time for crossing
the crosswalk, beyond the standard crossing time. Ideal near senior-serving land uses.
COUNTERMEASURE
High-Visibility Crosswalk
A crosswalk that is designed to be more visible to approaching
drivers. Crosswalks should be designed with continental markings, also known as ladder markings, and use high-visibility material such
as inlay tape or thermoplastic tape instead of paint.
CRF 25%-35%
CRASH
TYPE
COUNTERMEASURE COUNTERMEASURE
Pedestrian Countdowns Pedestrian Detection
Displays “countdown” of seconds remaining on the pedestrian signal. Countdown indications improve safety for all road users, and
are required for all newly installed traffic signals where pedestrian signals are installed.
An intersection treatment that relies on sensors to detect when a pedestrian is waiting at a crosswalk and automatically trigger the
pedestrian ‘walk’ phase.
CRF 25%
CRASH
TYPE
CRF 25%
CRASH
TYPE
LRSM CODE: S17PB LRSM CODE: S17PB
LRSM CODE: NS6/NS17/NS18
COUNTERMEASURE
Pedestrian Hybrid Beacon
Pedestrian-activated beacon used at mid-block crosswalks and side-street stop controlled crossing locations to notify oncoming
motorists to stop with a series of red and yellow lights.
CRF 55%
CRASH
TYPE
LRSM CODE: NS23PB COUNTERMEASURE
Pedestrian Lighting
At pedestrian crossings, research indicates pedestrian lighting should be placed 10 feet from the crosswalk, in between the approaching vehicles
and the crosswalk. At intersections, pedestrian lighting should also be placed before the crosswalk on the approach into the intersection.
CRF 35%-40%
CRASH
TYPE NIGHT TIME
LRSM CODE: S1, NS1, R1
CRF 25%
CRASH
TYPE
LRSM CODE: S17PB
CRF 25%
CRASH
TYPE
LRSM CODE: S17PB
AVAILABILITY
OF RESEARCH
MEDLOW HIGH
139
LRSM COUNTERMEASURE
E. PEDESTRIAN CROSSINGS
COUNTERMEASURE
Upgrade Curb Ramp
Curb ramps must follow Americans with Disabilities Act (ADA) design guidelines. Tactile warning devices must be detectable to visually
impaired pedestrians.
COUNTERMEASURE
Pedestrian Refuge Island
Pedestrian refuge islands provide a 6’ minimum protected area for pedestrians at the center of the roadway. They reduce the exposure
time for pedestrian crossing the intersection. They simplify crossings by allowing pedestrians to focus in one direction of traffic at a time.
CRF 25%-45%
CRASH
TYPE
LRSM CODE: S12/NS19PB
COUNTERMEASURE
Raised Crosswalk
The crosswalk is elevated to match the sidewalk to make
pedestrians more visible to approaching vehicles. Typically located at midblock crossings, they encourage motorists to yield to
pedestrians and reduce vehicle speed.
CRF 35%
CRASH
TYPE
LRSM CODE: R36PB COUNTERMEASURE
Remove Crossing Prohibition
Removes existing crossing prohibitions and provides marked
crosswalk and other safety enhancements for pedestrians to cross the street.
CRF 25%
CRASH
TYPE
LRSM CODE: S18PB
COUNTERMEASURE
Restripe Crosswalk
Periodic restriping of crosswalks is necessary to ensure the traffic markings are visible. Crosswalk may be restriped with high visibility
markings.
CRF 25%
CRASH
TYPE
LRSM CODE: NS07 COUNTERMEASURE
Rectangular Rapid Flashing Beacon
Pedestrian-activated flashing lights and additional signage enhance the visibility of marked crosswalks and alert motorists to pedestrian
crossings.
CRF 35%
CRASH
TYPE
LRSM CODE: NS22PB/R37PB
COUNTERMEASURE
Pedestrian Median Barrier
Pedestrian median barriers restrict pedestrians from crossing the median at locations where nearby crossings are available and
midblock crossings may have poor sight distance or insufficient crossing enhancements for the conditions.
CRF 35%
CRASH
TYPE
LRSM CODE: S13PB/R10PB
AVAILABILITY
OF RESEARCH
MED HIGHLOW
140
LRSM COUNTERMEASURE
F. OTHER
COUNTERMEASURE
Access Management/Close Driveway
Vehicles entering and exiting driveways may conflict with pedestrians and with vehicles on the main road, especially at driveways within
250 feet of intersections. Closing driveways near intersections with high crash rates related to driveways may reduce potential conflicts.
COUNTERMEASURE
Curbside Management
Curbside management can better prioritize reliable transit and safe
bicycling infrastructure, freight deliveries, passenger pick-ups/drop-offs, green stormwater infrastructure, public spaces, and parking
management.
COUNTERMEASURE
Remove Obstructions For Sightlines
Remove objects that may prevent drivers and pedestrians from having a clear sightline. May include installing red curb at intersection approaches
to remove parked vehicles (also called “daylighting”), trimming or removing landscaping, or removing or relocating large signs.
CRF 20%
CRASH
TYPE
LRSM CODE: NS11
COUNTERMEASURE
Intersection, Street-Scale Lighting
Street and intersection lighting helps make other road users or hazards
more visible to motorists at night, improving driver perception and reaction time and reducing the risk of collision.
CRF 35%-40%
CRASH
TYPE
LRSM CODE: S01/NS01/R01
NIGHT TIME
AVAILABILITY
OF RESEARCH
MED HIGHLOW
AVAILABILITY
OF RESEARCH
MED HIGHLOW
COUNTERMEASURE
Keep Roadway Clear of Debris
A smoothly paved surface free of debris enhances safety for vehicles and bicyclists.
AVAILABILITY
OF RESEARCH
MED HIGHLOW
COUNTERMEASURE
Far-Side Bus Stop
Far-side bus stops are located immediately after an intersection, allowing the bus to pass through the intersection before stopping for passenger loading and unloading. Far-side stops encourage pedestrians to cross behind the bus for greater visibility, and can improve transit service reliability.
AVAILABILITY
OF RESEARCH
MEDLOW HIGH
141
LRSM COUNTERMEASURE
COUNTERMEASURE
Hardened Centerline
Uses paint to widen left-turn radii and rubber curb with plastic
bollards on the receiving roadway’s centerline to modify the angle of motorists turning left. Widening the turning radii of left-turning
vehicles expands the field of vision for drivers and increases the visibility of pedestrians.
CRF 10%
CRASH
TYPE
COUNTERMEASURE
Traffic Diverter
Traffic diverters use paint, plastic posts, and/or planters to divert
auto traffic from a residential street. The diverters do allow bicycles to enter the approach, reducing conflict between bicyclists and
vehicles.
LRSM CODE: S09
AVAILABILITY
OF RESEARCH
MEDLOW HIGH
COUNTERMEASURE
Paint and Plastic Turn Radius Reduction
A painted corner with plastic posts to reduce the turning radii at an intersection. Results in reduced speed for turning vehicles, better
sight lines, and reduced pedestrian exposure.
EXCEPTEXCEPT AVAILABILITY
OF RESEARCH
G. LOW-COST AND QUICK-BUILD
CRF 25%
CRASH
TYPE
COUNTERMEASURE
Paint and Plastic Median
A painted median with plastic posts, between the two directions of travel. Reduces vehicular speeding and discourages risky turning
movements.
LRSM CODE: S12/NS14/R08
COUNTERMEASURE
Paint and Plastic Pedestrian Refuge Area
Paint and plastic post pedestrian refuge spaces provide a designated area for pedestrians at the center of the roadway. Pedestrian refuge
areas constructed from paint and plastic should be implemented in conjunction with additional safety projects, such as an Rectangular Rapid
Flashing Beacon (RRFB) or road diet, to reduce pedestrian exposure.
CRF 25%-45%
CRASH
TYPE
LRSM CODE: S12/NS16 COUNTERMEASURE
Paint and Plastic Separated Bikeway
A lane on the roadway dedicated to bicycles that is physically separated from vehicles by a raised barrier of plastic posts and
painted pavement.
LRSM CODE: R33PB
CRF 45%
CRASH
TYPE
COUNTERMEASURE
Paint and Plastic Curb Extension
Widens the sidewalk at intersections or midblock crossings to
shorten the pedestrian crossing distance, to make pedestrians more visible to motorists, and to reduce the speed of turning vehicles.
AVAILABILITY
OF RESEARCH
MEDLOW HIGH
COUNTERMEASURE
Paint and Plastic Mini Circle
Mini circles use paint and soft hit posts to replace stop-controlled
intersections with a circular design that calms traffic and eliminates left turns. Installed to reduce vehicular speeds, improve safety at
intersections by reducing severe collisions, and help traffic flow more efficiently.
AVAILABILITY
OF RESEARCH
MEDLOW HIGH
LOW MED HIGH
142
CITY OF SARATOGA
Memorandum
To: Mayor Walia & Members of the Saratoga City Council
From: Crystal Bothelio, Assistant City Manager
Meeting Date: October 19, 2022
Subject: Written Communications, Item 2.1
Following publication of the agenda packet for the October 19, 2022 City Council Regular Meeting,
written communications were submitted for Item 2.1. The communications are attached to this
memo.
143
1
Crystal Bothelio
From:noreply@civicplus.com
Sent:Wednesday, October 19, 2022 6:58 PM
To:Mary-Lynne Bernald; Yan Zhao; Rishi Kumar; Tina Walia; Kookie Fitzsimmons; James Lindsay; Britt
Avrit; Crystal Bothelio
Subject:Online Form Submittal: Council Comments Form
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking
links, especially from unknown senders.
Council Comments Form
Your Name Jacqueline Holmes
Phone Number
Email Address
Subject Comments for TONIGHT
Comments (Names withheld)
Oak Street, Saratoga CA 75070
Feedback, Regarding:
Saratoga Local Roadway Safety Plan
We are new-ish residents of Saratoga, based near the Village.
Apple brought us to the area 2 years ago, leading us to look for
a neighborhood in the Bay Area to create a home. We started
just renting in Saratoga a little over a year ago, attracted by the
lovely views and nature combined with a walkable downtown.
Saratoga is a warm and beautiful community, and we have feel
very welcomed! We are just learning about the issues being
discussed by City Council & in the region.
Reading the Saratoga LRSP was very interesting. We greatly
appreciate the Vision Statement, and the Safe System
approach. We were happy to see the Safety Analysis, speed
recommendations, and that there is a plan for Safe Routes To
School (which should positively impact pedestrians and
bicyclists more broadly, as we make improvements to
accommodate walking/biking to school, and to locations such
as the library, nearby higher education, and commerce).
We are writing to comment on how important these issues are
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2
to us. Both traffic safety, and related issues. For the
“Circulation” element within the City of Saratoga General Plan,
we would very much like to center the importance of
pedestrians, and of multi-modal transportation (including
biking/e-biking), and of public transportation where feasible.
We see great opportunity with this for the future of Saratoga,
and its current as well as future neighbors and
community/housing growth. We greatly value the benefits we
see from this approach, including : safety; health and well-
being ; pollution and climate impact reduction ; appealing
lifestyle and community ; and downtown/commercial vitality and
revenue.
In the Policy Support section , we agree that a safe systems
approach with limited resources may require tradeoffs between
on-street parking, vehicles, pedestrian and bicycle safety and
accessibility.
For the Technical Advisory Committee, we agree with all
obstacles and recommendations identified. Sidewalks are
important , and also, bicycle lanes (ideally which are physically
separated from car lanes, rather than simply drawn lines).
We are so thankful for the Citywide Transportation Needs
Assessment. We recognize the challenge of public
transportation, and, we would love to see connections to
neighboring towns included as a consideration, for residents
and also current/potential employees/customers. Shuttles as
well as busses are complicated, yet might prove valuable and
transformative, and might possibly garner support from
corporate neighbors, larger neighboring towns, and nearby
commerce.
The additional funding sources identified are great!!! We hope
for all of them. And, we consider these matters so important,
we hope they can be prioritized by the City in its core budget,
even in the situation of limited resources.
Mostly, we offer appreciation to the City Council & extended
team for working on these important (and complex) matters.
Thank you for allowing us to comment. We look forward to
learning and contributing more!
Sincerely,
JH / JM
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146
SARATOGA CITY COUNCIL
MEETING DATE: October 19, 2022
DEPARTMENT: Community Development Department
PREPARED BY: Tony Gonzalez, Code Compliance Officer
SUBJECT: Commercial and Recreational Vehicle Parking Restriction Options
RECOMMENDED ACTION:
Staff recommends that the City Council review the information in this report and provide staff
direction as needed.
BACKGROUND:
On September 7, 2022, staff presented to the City Council a report detailing the regulations related
to recreational vehicles, commercial trailers and large commercial vehicles parked and/or stored
on public streets. The City Council was given details of the frequency of these complaints received
by Code Enforcement and the Sheriff’s Department; Code Enforcement received approximately
ten (10) complaints and the Sheriff’s Department received approximately sixty-nine (69)
complaints over a two-year period.
The City Council was also presented with several examples of how surrounding Cities currently
regulate the parking of recreational vehicles, commercial trailers and large commercial vehicles
on the streets with more restrictive ordinances.
At the conclusion of the presentation, the City Council directed staff to return with
recommendations and or suggestions as to how the current Saratoga Municipal Code Section 9-
25.030 could be amended to facilitate the enforcement of recreational vehicles, commercial trailers
and large commercial vehicles parked and/or stored on the streets.
DISCUSSION:
In consultation with the Santa Clara County Sheriff Department, staff recommends amending City
Code section 9-25.030 as follows:
9-25.030 - Parking of certain commercial vehicles on residential streets.
(a) No person who owns or has possession, custody or control of any commercial vehicle
recreational vehicle, boat or commercial trailer, measuring more than twenty feet in
147
length or eight feet in height shall park or leave standing such vehicle upon any street in
a residential district or abutting any property or area within a residential district,
between the hours of 8:00 P.M. and 8:00 A.M. of the following day for a period of
seventy-two consecutive hours or more. A vehicle shall be considered to have been
parked or left standing for seventy-two or more consecutive hours if it has
remained inoperable or has not been moved at least one mile during the seventy-
two-hour period.
(b) Unattached boats and commercial trailers shall not park or stand upon any public
street.
NEXT STEPS:
Based on Council’s direction, staff will return with a draft ordinance at a future meeting.
148
CITY OF SARATOGA
Memorandum
To: Mayor Walia & Members of the Saratoga City Council
From: Crystal Bothelio, Assistant City Manager
Meeting Date: October 19, 2022
Subject: Written Communications, Item 2.2
Following publication of the agenda packet for the October 19, 2022 City Council Regular Meeting,
written communications were submitted for Item 2.2. The communications are attached to this
memo.
149
From:noreply@civicplus.com
To:Mary-Lynne Bernald; Yan Zhao; Rishi Kumar; Tina Walia; Kookie Fitzsimmons; James Lindsay; Britt Avrit; Crystal
Bothelio
Subject:Online Form Submittal: Council Comments Form
Date:Thursday, October 13, 2022 9:31:52 PM
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or clicking links, especially from unknown senders.
Council Comments Form
Your Name Robert McMahon
Phone
Number
Email
Address
Subject Commercial and Recreational Vehicle Parking Restriction Options
Comments Hi,
As a Saratoga resident, I have some questions and comments about the staff
report with SUBJECT: Commercial and Recreational Vehicle Parking Restriction
Options found at https://legistarweb-
production.s3.amazonaws.com/uploads/attachment/pdf/1607470/Staff_Report.pdf
It's my understanding this item will be discussed on October 19th.
I want to suggest that the commercial trailer be defined. Does this include trailers
used to carry things like Dune buggies or race cars for sporting purposes? What
about empty trailers? Not sure why the term "commercial" is needed and what it
limits.
Also, can there be a distance limit about where parked vehicles are relative to
property lines, e.g. need to be within 150 feet of the property lines of the owner of
the trailer? The ordinances as they are defined seem to have no limitation on
trailer parking location relative to others' property lines. The complaint we
registered occurred when the owner(s) of the trailers parked them blocks away
from their own property for over 6 months. They parked and stored their trailers
on our cul-de-sac likely in order to reduce complaints from their nearby neighbors.
They also loaded and unloaded the trailer late at night and early in the morning
waking others. We didn't have a clue whose trailers these were so if we needed
them moved or wanted to request more reasonable hours for loading &
unloading, there was no direct way for us to reach the owner(s) directly. Most
people thought they were trailers used for construction or something and didn't
realize that it was a distant resident using our cul-de-sac for their storage
purposes.
150
Our only option was to complain to the Sherriff who informed us that the current
City ordinances allowed for this distant parking irrelevant of our property lines.
When I finally happened to cross paths with the trailer owners and found out they
were residents. I mentioned a few issues about how the trailers were hard to see,
etc. and their response was, "These are public streets and we can park our
trailers on any Saratoga street we want. The Sherriff Deputy told us so." The
Sherriff Deputy also informed me per the current Saratoga City Ordinances that
this was the case. I think most Saratoga residents would be surprised by the lack
of ordinances over what's parked alongside a resident's property lines and for
how long, particularly for extended periods, e.g. for 72 hours or even overnight.
Finally, can there be ordinances about the visibility of the trailers, particularly
empty trailers? These tend to be low in vision and can be missed. As a youth, I hit
an empty boat trailer parked around a dark corner when riding a bike just past
sunset even with bike lights which caused me bodily harm. Things like safety
cones and mandated reflectors can help make sure such obstacles are more
visible. Saratoga has dark streets and many residents who walk wear yellow
reflective safety jackets for improved visibility. It seems prudent that trailers
parked around dark corners have some form of visibility requirements.
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151
From:noreply@civicplus.com
To:Mary-Lynne Bernald; Yan Zhao; Rishi Kumar; Tina Walia; Kookie Fitzsimmons; James Lindsay; Britt Avrit; Crystal
Bothelio
Subject:Online Form Submittal: Council Comments Form
Date:Friday, October 14, 2022 2:11:11 PM
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments
or clicking links, especially from unknown senders.
Council Comments Form
Your Name Robert McMahon
Phone Number
Email Address
Subject City Parking Ordinances follow up
Comments Hi,
This is Robert McMahon again. I thought I'd summarize my
longish comment to bullet points about suggested goals in new
proposed City Ordinances around parking on Saratoga's
residential streets.
o) Limit the distance from the trailer owner's property line about
where a vehicle can be stored. The mile distance seems a bit
much. (Choosing to store vehicles such as empty trailers blocks
away from one's own property may be desirable for the trailer
owner and their neighbors but it, in turn, places the issues on
others that have limited to no control & information over these
vehicles. Not very neighborly behavior so to speak.)
o) Maybe designate some public streets next to public properties
for such free, vehicular, multi-day storage. Or suggest residents
use a commercial storage provider that is in business to offer
such services. Or maybe a Church parking lot?
o) Define some form of visibility requirements, e.g. reflectors &
traffic safety cones, particularly since Saratoga has limited
residential street lighting that could illuminate unexpected
obstacles on a residential street
o) Ordinances should choose safety as a priority. A preferred
location, e.g. wider and better lit over a dark and less narrow
blind corner is safer - even if the number of residents are visually
impacted by the parking & storage on the wider street is greater
and may generate more complaints.
o) Place some time of day limits around the unloading and
loading of trailers & equipment (including sporting recreational
equipment such as dune buggies, moto-cross bikes, race cars)
as not to impact the sleep of nearby neighbors
152
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From:noreply@civicplus.com
To:Mary-Lynne Bernald; Yan Zhao; Rishi Kumar; Tina Walia; Kookie Fitzsimmons; James Lindsay; Britt Avrit; Crystal
Bothelio
Subject:Online Form Submittal: Council Comments Form
Date:Tuesday, October 18, 2022 1:38:28 PM
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments
or clicking links, especially from unknown senders.
Council Comments Form
Your Name Kent Bossange
Phone Number
Email Address
Subject Agenda Item 2.2. Commercial and Recreational Vehicle Parking
Restriction Options
Comments City Council,
The Greenbrier Homeowners and Taxpayers Association
(GHTA) Board has reviewed the changes to the code as
proposed by City Staff and believes these changes will prevent
future occurances of the commercial parking issues we have
experienced. We urge the Council to accept these proposed
changes and update the city code.
We also wish to thank the Council and Staff for addressing this
issue so promptly.
Regards,
Kent Bossange
Board President, GHTA
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154
SARATOGA CITY COUNCIL
MEETING DATE: October 19, 2022
DEPARTMENT: City Manager’s Department
PREPARED BY: Lauren Blom, Public Information Officer
SUBJECT: Communications Platforms Review and Website Recommendations
RECOMMENDED ACTION:
Receive presentation from Tripepi Smith on Platforms Review; and provide direction on
selection of website redesign features.
BACKGROUND:
A strong communications strategy enables local governments to connect with constituents.
Through various platforms, agencies can inform community members of initiatives; invite
residents to attend meetings and events; solicit community members’ input; and organize residents
in case of an emergency. Leveraging these interactions to engage residents ultimately creates a
stronger community. To see the most benefit from communications efforts, cities must build trust
with residents and set their expectations through regular, proactive communications efforts.
Furthermore, cities must adapt their practices to the rapidly evolving communications platforms,
strategies, and public preferences for consumption of information and engagement.
Consequently, the City of Saratoga continually seeks to expand and evolve its communications
efforts to further engage the community in a meaningful way. The City hired Tripepi Smith to
review and research its existing external communications platforms and to develop
recommendations for the City to better execute communications. Tripepi Smith did a similar
assessment in 2015 (Attachment C), as well as a website visioning document that is included as an
appendix in the 2022 platforms review. The report documents current methods, notes where the
City has seen success, and identifies opportunities to help the City make the most out of its efforts.
Tripepi Smith made these determinations through a combination of methods, such as: interviewing
City Council Members and communications staff, weighing the City’s practices against local
government communication best practices, and quantitative data analysis of message reach and
engagement.
At the City Council meeting, Tripepi Smith will provide a presentation on their efforts, findings,
and recommendations.
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Additionally, staff is seeking direction from the City Council that will guide the website redesign
and mark the official start of this major work effort that will take 7 to 8 months to complete, starting
in late 2022 and extending through 2023. Council input provided at the October 19, 2022 meeting
will guide implementation of specific features, as well as influence other design elements
throughout the website.
In this report, staff has also provided information about next steps and other recommendations
provided by Tripepi Smith and staff.
Website Redesign
Staff has identified five specific features of the City website homepage for the Council to provide
direction on. Specifically, staff is seeking input on:
1. Layout and Search Location
2. Drop-Down Menus
3. Buttons
4. News Section
5. Calendar
These features are described in detail below, and examples of design options for these features are
included in Attachment B. The Council can select elements from different examples, rather than
choosing one example as is. It is also important to note that Saratoga’s website may not look
exactly like any of the examples. Each feature will be adapted to incorporate the City’s branding.
In addition to the above features, staff is recommending that the most viewed pages and most
searched terms on the website be more readily accessible on the homepage, as recommended in
Tripepi Smith’s interviews with the City Council, and that they be integrated into appropriate
website features, such as buttons and drop-down menus. The most frequently viewed pages and
searched terms include:
• Agendas
• Arborist Services
• Building Division/Inspections
• Business Licenses
• Calendar
• City Council
• Facilities
• Newsletter Sign Up
• Permits
• Planning Division
• Safety
• Trending Topics (i.e., Accessory Dwelling Units, Housing Element Update and Heritage
Orchard)
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• Feature 1: Layout and Search Location
The current homepage features a prominent photo and search tool. The current look can be
modernized, but featuring a photo continues to be a popular website design trend. The
Council can choose to continue with an updated, but similar format or make adjustments,
such as making the photo smaller, not using a photo, and/ or moving the search bar location.
Attachment B shows several different layout options, which are also described below:
a) Prominent Photo, Discreet Search Tool
b) Prominent Photo & Search Tool
c) Prominent Search Tool, No Photo
• Feature 2: Drop-Down Menus
The current website utilizes landing pages rather than drop-down menus. The website’s
design and content organization can be improved to make navigation easier and more
intuitive for visitors. This can be accomplished with the addition of drop-down menus
accessible on every page of the website. Currently, the City’s website does not include
drop-down menus. The addition of drop-down menus would help users avoid scrolling and
reduce the number of clicks necessary to access content. Council may direct staff to
continue utilizing landing pages or implement a drop-down menu with varying options for
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the number of pages and information shown within the drop-down menu. If a drop-down
menu is implemented, staff would also like to include a “How Do I…” section to highlight
frequent interactions with the City. Attachment B shows different options for drop-down
menus, which are also described below:
a) Detailed Menu
b) Simple, Expandable Menu
• Feature 3: Buttons
Buttons are a useful way highlight the most frequently visited pages. Because buttons are
a semi-permanent feature as they cannot be as easily updated, staff recommends using
buttons for evergreen content, such as agendas, Community Development Department
content, facilities, newsletter sign ups, permits, and/or safety. With direction of the City
Council, buttons will continue to be included in the website redesign featuring popular
pages, as well as pages that the City wants to draw attention to. The Council may provide
feedback on which style buttons they prefer, or leave the choice to staff as part of the more
thorough design process. Examples of website buttons are shown in Attachment B and
listed below:
a) Colorful Buttons with Titles & Descriptions
b) Monochrome Buttons with Titles, No Descriptions
• Feature 4: News Section
While evergreen content can be incorporated into more permanent features of the website,
the news section is an appropriate location to highlight timely topics of interest as they
change throughout the year, such as events or project updates. With direction of the City
Council, the news section on the homepage will be retained. The Council can choose
whether to include photos/graphics in the news section or only utilize text. Examples of
news sections are shown in Attachment B and listed below:
a) Text Only
b) Photos/Graphics & Text
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• Feature 5: Calendar
The calendar is currently accessible from the homepage via a button, but is not displayed
on the homepage. The City can now include its calendar on the homepage of the website
and add an option for visitors to filter by different types of calendar items, including public
meetings or community events. With direction of the City Council, a calendar of upcoming
events and meetings will be included on the homepage. Examples of this feature with
different display options are shown in Attachment B and listed below:
a) List of Events with Filters, No Month View
b) Month View & Events List with Filters
Next Steps
The CivicPlus website redesign process is expected to take 7 to 8 months. Staff will implement
the features selected by the City Council on the homepage and use that direction to guide other
design elements throughout the website. Staff will also work with each department to consolidate
pages and update content.
In addition to the website redesign, staff will also be working on implementation of the
recommendations provided by Tripepi Smith to help Saratoga enhance its communications efforts
and optimize platforms to further engage its audience. The recommendations from Tripepi and
insights from staff for the City Council’s high-level awareness are below.
• Recommendation 1: Establish a Cross-Department Communications Planning
Process
While staff previously held regular communications meetings with individual departments,
the meetings have not always garnered a high level of engagement. Staff plans to
reestablish meetings with some adjustments and new approaches to ensure the City is
leveraging all possible outreach opportunities.
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• Recommendation 2: Regularly Analyze Available Metrics
The insights gathered from analytics will continue to influence future communication
efforts, particularly those related to the website. Existing analytics will heavily influence
the website redesign and will continually be tracked to ensure the redesign efforts have
their intended effect. Analytics will also continue to be analyzed to track the success of
social media efforts and influence future messaging.
• Recommendation 3: Optimize Social Media Strategy
Over the years, the City has received feedback from community members regarding the
frequency they would like to receive communications from the City on social media.
Anecdotally, residents have shared they would ideally like to see the City post 3-4 times a
week and no more than once per day to ensure City information does not become “white
noise.” Since that time, the various social media platforms have evolved, as have the
algorithms that share City information with followers. Users no longer automatically see
information from the accounts they follow, so the City must take additional steps to ensure
followers see its content. The City should utilize new tools offered by each platform (i.e.,
stories, videos, and pinned posts), post more frequently, and pay to “boost” posts. While
this may contradict historical feedback, it should produce more successful outcomes.
• Recommendation 4: Establish Formal Policies
No additional insights. Staff will be reviewing existing policies for updates and considering
options for additional communications policies.
• Recommendation 5: Build a Stock Video Library and Update Stock Photo Library
Staff has hired photographers to capture events and City facilities to continually update the
stock photo library. As video continues to become a highly utilized and preferred outreach
method, staff may need additional resources to build the video library.
• Recommendation 6: Revisit Website Design
Based on a review of general website best practices and interviews with Saratoga City
Council and staff members, Tripepi Smith provided recommendations to best optimize and
modernize the City website. These recommendations will be incorporated into the website
redesign.
ATTACHMENTS:
Attachment A – Tripepi Smith Platforms Review
Attachment B – Website Feature Examples
Attachment C – 2015 Tripepi Smith Report
160
City of Saratoga, CA
Platforms Review Report
Submitted: October 7, 2022
By: Karen Villaseñor, Sr. Business Analyst
Skyler Addison, Jr. Business Analyst
Jacob Lyle, Jr. Business Analyst
Cailyn Thompson, Jr. Business Analyst
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2
Table of Contents
TABLE OF CONTENTS 2
EXECUTIVE SUMMARY 3
ABOUT THE CITY OF SARATOGA 6
THE IMPORTANCE OF COMMUNICATION 8
ENGAGEMENT APPROACH 9
COMMUNICATION TEAM 9
SARATOGA BY THE NUMBERS 10
CURRENT COMMUNICATION METHODS 11
OTHER DIGITAL COMMUNICATION TOOLS 32
EMERGENCY NOTIFICATION SYSTEMS 35
NEWSLETTERS AND PRINTED MATERIALS 37
COMPARATIVE ANALYSIS 43
RECOMMENDATIONS 48
APPENDIX A – INTERVIEW PARTICIPANTS 55
APPENDIX B – COMMUNICATION-RELATED POLICIES AND PLANS 57
APPENDIX C – WEBSITE BEST PRACTICES 70
APPENDIX D – WEBSITE RESOURCES 77
APPENDIX E – COLOR CONTRAST TEST 85
APPENDIX F – 2015 WEBSITE VISIONING DOCUMENT 88
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Executive Summary
With the goal of strengthening community engagement and communication with the public,
the City of Saratoga engaged Tripepi Smith to evaluate the City’s existing communication
assets and processes. To identify gaps and opportunities for improvement, the firm conducted
interviews with the City Council, which focused primarily on the City’s website, and two staff
members (the City’s Public Information Officer and Assistant City Manager), which focused on
the City’s current methods of communication.
Following interviews, Tripepi Smith analyzed the City’s current communications methods and
developed a series of recommendations, which generally center on:
• Strengthening planning processes across departments;
• Optimizing existing communications platforms;
• Regularly collecting and analyzing available metrics; and
• Establishing clear policies and procedures.
Tripepi Smith has outlined a complete list of its observations and recommendations, including
specific action steps, at the end of this report. By implementing the firm’s recommendations,
the City would be completing a critical move toward the next level of its communication and
engagement efforts with the residents of Saratoga.
Observations
General
• Two fulltime staff members handle all communication efforts with input from various
departments when necessary.
• There are not very many written policies and practices in place, but staff has a general
understanding of systems and roles.
• The City typically translates postcards, with the exception of last-minute, time-sensitive
ones.
• The City does have a unified approach to communications. As communications became
centralized in 2016 with the Public Information Officer position being created.
Strategy & Policy
• The City of Saratoga has a Social Media Policy.
• The City of Saratoga does not have a Style Guide.
• The City of Saratoga has a website privacy policy.
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• The City of Saratoga has an accessibility policy.
• The City has a Crisis Communication Plan.
Website (saratoga.ca.us)
• Saratoga has an external-facing website at saratoga.ca.us. The website operates under
the CivicPlus Content Management System.
• The website is mobile responsive.
• Saratoga has Google Analytics installed on the website but does not regularly report on
metrics.
• The public information officer and assistant city manager are responsible for
maintaining the website. Any department that needs to update the website must route
it through them.
• The majority of searches and pages viewed are related to Community Development.
• Both City Council and City Staff share a sentiment regarding the desire for an update to
the website, both aesthetically and functionally.
Social Media
• The public information officer handles the majority of the social media development
process and distribution, with support from the assistant city manager and other staff
depending on the topic.
• If a member of City staff wants to share content on social media, they can email the
public information officer or assistant city manager.
• There is not a documented process for creating/obtaining graphics or images for use
on social media.
• Saratoga’s Nextdoor account has the largest audience of all its social media platforms
with 16,583 members as of June 2022.
Summarized Recommendations
1 – Establish a Cross-Department Communications Planning Process
Saratoga has a centralized communications process led by the Public Information Officer
(PIO)/City Manager’s Office. Still, not all departments proactively identify and funnel
communications opportunities to the PIO/CMO. By establishing a formal planning process that
involves representatives from each department, the City can be proactive in its outreach, better
reaching and engaging constituents while simultaneously improving staff efficiency to execute
on communications. Notably, the City’s PIO/City Manager’s Office has previously held monthly
and quarterly communications meetings with individual departments, but the meetings haven’t
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5
always garnered a high level of engagement; a cross-departmental meeting where all
department representatives meet together could potentially help encourage increased
participation and planning from individual departments.
2 – Regularly Analyze Available Metrics
Saratoga staff would benefit from regularly collecting, analyzing and reporting on all available
communications platforms data. The City currently reviews and analyzes some metrics but has
the opportunity to create a more holistic reporting process. By analyzing the City’s
communications-related data on a consistent basis, Saratoga staff can gather insights to use in
improving the City’s communications efforts.
3 – Optimize Social Media Strategy
Social media is an integral part of any communications plan for municipalities today. The City is
present on Facebook, Twitter and Nextdoor. Even with accounts on various platforms, there is
room for improvement, particularly as it relates to optimize platforms and processes to better
engage with stakeholders, make better use of staff efforts and unify its brand.
4 – Establish Formal Policies
Managing communications efforts is easier when an organization has established policies to
guide its efforts. Established policies also provide potential legal protections. Saratoga should
update and establish certain key policies for communications.
5 – Build a Stock Video Library and Update Stock Photo Library
Photos and videos are two of the most powerful ways to tell a story. For Saratoga, a library of
videos can help improve the City’s communications efforts across its website, social media
platforms and newsletters and create efficiency in content development. Additionally,
continually updating its existing photo library will ensure staff has up-to-date images to use
across communications efforts.
6 – Revisit Website Design
For municipalities, their website is often the highest profile, most utilized communication
platform by residents, visitors and stakeholders. It is important for Saratoga to have a website
that is useful to the public, is easily navigable and highlights the character of the City.
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6
About the City of Saratoga
Incorporated in 1956, the City of Saratoga resides in Santa Clara County, California. The City is
a community of over 31,000 in 12.4 square miles located in the foothills of the Santa Cruz
Mountains.
According to the United States Census Quick Facts Profile on Saratoga1, the City of Saratoga’s
racial makeup is:
• 43.5% White (Non-Hispanic)
• 49.6% Asian (Non-Hispanic)
• 2.5% Hispanic or Latino
• 3.8% Two or More Races
• 0.4% American Indian and Alaska Native
• 0.2% Black or African American
Per the 2020 American Community Survey (ACS) 1-Year Estimates Age and Sex2, the City’s
median age is 50.5—higher to the 37.2 median age for all of Santa Clara County. The US
Census Quick Facts Profile on Saratoga indicates that the City population is fairly even in terms
of sex, with 50.4% female and 49.6% male. The largest group of the population is the 18 - 65-
year-old range, making up 54% of the population with the next largest group being the 65
years and older range (23.9%).
According to the 2020 ACS 5-Year Estimates Language Spoken at Home Report3, nearly 46.1%
of the Saratoga population speak a language other than English, with more than half (53.9%) of
the population speaking only English. Of those who speak a language other than English,
32.3% speak Asian and Pacific Islander languages, 10.7% speak other Indo-European
languages, 1.4% speak Spanish and 1.7% speak other languages. Of the residents who speak a
language other than English, it’s estimated that 28.6% of those individuals speak English less
than “very well,” which equates to about 13.2% of the Saratoga population or approximately
13,905 residents.
1 https://www.census.gov/quickfacts/saratogacitycalifornia
2 https://data.census.gov/cedsci/table?q=Age%20and%20Sex&g=1600000US0670280&tid=ACSST5Y2020.S0101
3 https://data.census.gov/cedsci/table?q=languages%20spoken&g=1600000US0670280
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The 2020 ACS 5-Year Estimates Income and Earnings4 reports that the median household
income of the Saratoga population is $201,046, compared to $130,890 for Santa Clara County.
As stated in the 2020 ACS 5-Year Estimates Comparative Housing Characteristics5, there is a
total of 11,486 housing units in the City, 11,064 of which are occupied, with a 86.1%
homeownership rate. The median home value of over $2,000,000. In comparison, Santa Clara
County has a 56.4% homeownership rate and a median existing home value of $1,061,900.
The 2020 ACS 5-Year Estimates Selected Economic Characteristics6 states average travel time
to work for City residents is approximately 29.3 minutes, indicating that a significant amount of
the population works outside of City limits.
In summary, the Saratoga population differs from the County’s population in most areas such
as age and sex, racial makeup and income.
Mission & Values Statement7
Mission Statement
Provide essential municipal services which protect health, safety and welfare, and satisfy the
community’s desires to maintain its quality of life while practicing fiscal responsibility.
Value Statement
The City of Saratoga strives to maintain a high quality of life for its residents through careful
planning and infrastructure maintenance, through activities to build community, and by
providing opportunities for extensive citizen participation in community issues. Succinctly, the
statement of values for our City is that:
Saratoga is a Community….
Where the common good prevails;
Where diversity and inclusivity are celebrated;
Where the community values, respects, and actively supports the well-being of seniors,
families, and people of all abilities;
Where neighbors and community members work together for the common good;
4https://data.census.gov/cedsci/table?q=Income%20and%20Earnings&t=Income%20and%20Earnings&g=1600000
US5357745&tid=ACSST5Y2019.S1901
5https://data.census.gov/cedsci/table?q=housing%20characteristics&g=1600000US0670280&tid=ACSDP5Y2020.DP
04
6 https://data.census.gov/cedsci/table?g=1600000US0670280&tid=ACSDP5Y2020.DP03
7 https://www.saratoga.ca.us/274/Mission-Values-Statement
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Where the natural beauty of the City and its hillsides is preserved;
Where historic assets are preserved and promoted;
Where value is placed on an attractive, well-maintained and well-planned community with a
small town, residential atmosphere;
Where homes and neighborhoods are safe and peaceful;
Where local businesses provide a vibrant presence in the Village and the other commercial
areas;
Where desirable recreational and leisure opportunities are provided;
Where quality education is provided and valued;
Where the arts and cultural activities that serve the community and the region are encouraged;
Where government provides high quality, basic services in a cost-effective manner;
Where government values community involvement;
Where leadership reflects community goals; and
Where, because of the foregoing, the residents and the families of Saratoga can genuinely
enjoy being a part of and proud of this special community.
The Importance of Communication
Local government is the form of government that is closest to the people and is often the only
point of civic engagement for constituents in a given year. It is also, on average, the most
trusted form of government in America. Residents can interact directly with elected leaders and
public agency staff in their daily lives; leveraging that interaction to engage residents can
ultimately create a stronger community.
A strong communications strategy means the government can inform residents of upcoming
initiatives, alert constituents to community meetings, and organize community members in
case of an emergency. To see the most benefit from their communications efforts, cities must
build trust with residents and set their expectations through regular, proactive communications
efforts.
The City of Saratoga has the opportunity to expand their current communications efforts to
further engage the community. Residents and businesses alike would benefit from increased
and strategic communications efforts across all departments. This report identifies current
communication methods, notes where the City has seen success, and suggests areas of
opportunity to help the City make the most out of its communications efforts.
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Engagement Approach
The City engaged Tripepi Smith to review and research its existing external communications.
The goal of this Platform Review is to assess existing platforms and to develop
recommendations for the City to better execute its communications. Tripepi Smith made these
determinations through a combination of methods, such as: interviewing key stakeholders,
weighing the City’s practices against local government communication best practices, and
quantitative data analysis of message Reach and Engagement.
Tripepi Smith began the engagement on May 18, 2022, with a Platform Review kickoff
meeting. During the weeks of June 6-10, 2022, June 13-17, 2022, June 20-24, 2022 and
August 15-19 2022, Tripepi Smith conducted virtual interviews with City staff and council
members listed in Appendix A. Interviews primarily focused on the perceived quality and value
of the City’s external communication tactics, such as social media and website. Tripepi Smith
additionally followed up with key staff to round out data and verify information.
Within this report, Tripepi Smith has documented facts about existing external communication
platforms and tactics, identified opportunities for improvement in the City’s communications,
and surfaced best practices that the City can integrate effectively into existing processes.
Communication Team
The City of Saratoga employs two full-time staff members that are responsible for the City’s
communications: Public Information Officer (PIO) Lauren Pettipiece and Assistant City Manager
(ACM) Crystal Bothelio. The PIO’s role is entirely focused on communications, while the ACM’s
communications-related responsibilities are secondary to other duties. The positions work
collaboratively to coordinate all aspects of external communications, including graphic design,
website management, social media platforms, and media relations. Formerly, the City also
employed a part-time staff member to assist the PIO with communications. including social
media content, articles for the Mayor and newsletters for the City. As of May 2022, the City
does not employ a part-time member in this role.
Lauren has been in the PIO position since 2016. Prior to her joining the City, the PIO
responsibilities were integrated with the Administrative Analyst role. During this time, each City
Department was responsible for their own communications content. The City created the PIO
role to centralize communications and ensure consistent, transparent messaging.
Now, the City’s Departments contact both Lauren and Crystal on an as-needed basis to relay
items for external communications. The City utilizes an organic system for approving content. If
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the topic doesn’t contain sensitive material, the PIO will relay items externally without a formal
approval process. When material contains more in-depth information related to specific City
initiatives and projects, such as the Housing Element, the PIO will coordinate with the
corresponding Department to ensure accuracy in messaging via language, tone and content.
For select items of interest, the PIO will request the City Manager’s office, either the Assistant
City Manager or City Manager, to review content prior to distribution.
For external communication inquiries, the PIO acts as a primary point of contact, with the
Assistant City Manager serving as support on an as-needed basis.
With the exception of a few action steps, the Communications Team has implemented the
majority of recommendations included in Tripepi Smith’s 2015 Communications Assessment,
including:
• Continue Assigning a Staff member to Focus on Communications
• Create a 12-Month Content Calendar for the City’s Communications
• Change the Distribution Method for the Saratogan
• Focus on Physical Assets as a Key Tool for Communication
• Expand Direct Electronic Communications with Residents
• Promote City Communication Platforms
• Routinely Collect and Report on Metrics Related to Communications
• Revisit Website Design
Saratoga by the Numbers
Saratoga communicates with its residents using several tools and methods. Each means of
communication provides an opportunity to reach its audience in a different way. To reach as
many audience members as possible, an effective communications plan will leverage a variety
of platforms and tools such as websites, social media, email and printed collateral.
The Saratoga By the Numbers chart below includes a comparison to data from the
Communications Assessment that Tripepi Smith completed in 2015. As seen in the chart, the
City’s social media presence has grown substantially since 2015. The number of users on
Nextdoor increased 692%, on Facebook by 392%, on Twitter by 1870%, on YouTube by 752%
and on LinkedIn by 322%.8
8 The City did not have an Instagram account in 2015.
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Current Communication Methods
Website
The City of Saratoga website (saratoga.ca.us) runs on the content management system
CivicPlus. Analytics for the website are available via Google Analytics. Public Information
Officer, Lauren Pettipiece and Assistant City Manager Crystal Bothelio are responsible for
maintaining the website and publishing all content to the website. If a staff member needs to
update content on the website, they must contact Lauren or Crystal to complete the edits.
Analytics – Google Analytics and Piwik
Google Analytics is now installed on the website; however, prior to using Google Analytics, the
City used Piwik—the website analytics tool available within CivicPlus— to collect and analyze
website data. In 2021, CivicPlus announced that Piwik would be shutting down in December
31, 2021 and due to the change, they would be transitioning all CivicPlus websites to Google
Analytics. The City has been periodically collecting website traffic via Google Analytics since
December 13, 2021 for internal staff review.
2,394
(2015)
653
(2015)85
(2015)
104
(2015)17
(2015)
16,583
2,600
1,720 1,611 439 145
0
4,000
8,000
12,000
16,000
20,000
Nextdoor users Facebook
Followers
Twitter Followers Instagram
Followers
LinkedIn Followers YouTube
Subscribers
Saratoga By the Numbers (2015 -2022)
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For the purpose of this report, all Piwik data is from June 1, 2021 to December 12, 2021 and all
Google Analytics data is from December 13, 2021 to May 31, 2022, to ensure there is no
overlap in data. The City of Saratoga’s Piwik does filter out internal traffic from employees,
which is a best practice to ensure an accurate representation of the City’s external audiences.
The City of Saratoga’s Google Analytics account does not currently filter out internal traffic
from employees, which may be artificially inflating website traffic and affecting visitor behavior
data. Excluding internal traffic will ensure Google Analytics data is an accurate representation
of the City’s external audiences.
General Traffic to the Website
Piwik
From June 1, 2021 to December 12, 2021, 141,448 visits (the number of “Sessions” 9) were
made and 237,005 pages were viewed on the website. Sessions on the website remained
steady for this portion of the year.
Website visitors largely come to the saratoga.ca.us website by searching for City of Saratoga
(or other relevant terms) on search engines such as Google and Bing.
Google Analytics
From December 13, 2021 to May 31, 2022, 385,429 Users visited the website 415,013 times
(the number of “Sessions”) and viewed 230,771 pages. Sessions on the website remained
steady for the majority of the year with a significant decrease from May 15, 2022 – May 31,
2022.
Website visitors largely come to the saratoga.ca.us website in one of two ways:
1. They are visiting a browser bookmark, typing the URL into their address bar, or
clicking/tapping an email link. This is the “(direct) / (none)” statistic in the chart below.
2. They are searching for City of Saratoga (or other relevant terms) on search engines such
as Google and Bing.
9 A “Session” is the period of time a user is actively engaged with your website.
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PIWIK GOOGLE ANALYTICS
SEARCH ENGINE VISITS SEARCH ENGINE VISITS
Google 50,397 (direct)/(none) 343,516
Bing 1,605 google / organic 36,114
Yahoo! 1,489 bing / organic 1,221
DuckDuckGo 899 yahoo / organic 966
Ecosia 62 duckduckgo / organic 562
Baidu 37 saratoga.ca.us / referral 493
StartPage 22 m.facebook.com / referral 348
Qwant 17 baidu / organic 246
Yandex 11 newsbreakapp.com / referral 221
Yahoo! Japan 8 openspace.org / referral 206
Top 10 Most-Viewed Webpages
The homepage is typically the most popular page on a website since it is usually the main entry
point for Users, and the same goes for saratoga.ca.us. Data from both Piwik and Google
Analytics showed similar most-viewed webpages with the majority of those pages being
related to Community Development.
Piwik
From June 1, 2021 to December 12, 2021, 28,716 of pageviews were of the homepage.
Tripepi Smith notes that the majority of the top-viewed pages were related to Community
Development such as:
• Permits
• Building Inspection Processes
• Building Division
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Google Analytics
On Saratoga’s website, 11.8% of pageviews from December 13, 2021 to May 31, 2022 were of
the homepage. Tripepi Smith notes that the majority of users visit pages were related to
Community Development such as:
• Housing Element Update (3.59%)
• Permits (2.86%)
• Building Division (2.65%)
• Building Inspection Processes (2.25%)
• Planning Division (1.57%)
PIWIK GOOGLE ANALYTICS
PAGES VISITS PAGES PAGEVIEWS
Index 28,716 Home Page 27,230
Facilities 16,138 Housing Element Update 8,275
Agenda Center 6,983 Permits 6,600
Permits 7,682 Building Division 6,106
Building Division 7,219 Building Inspection Processes 5,193
Building Inspection Process 6,577 Government 4,702
Calendar 6,080 City Council 4,673
Heritage Orchard 6,204 Agenda Center 4,181
Archives 4,742 Calendar 4,088
Form Center 4,622 Planning Division 3,633
Website Traffic Geolocation
Both Piwik and Google Analytics estimates the location and language of the City website’s
users by matching IP addresses with general geographic locations and noting the language
settings in users’ web browsers.
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Piwik
From June 1, 2021 to December 12, 2021, Piwik reports that the largest number of Users were
from an unknown location. The unknown location could be due to Piwik not being able to
determine a user’s location due to privacy settings or due to a high number of bots causing an
inflation in the website’s total number of sessions.
San Jose, CA was the second top location identified, this is likely due to people who commute
to San Jose and visit the website while at work. Surprisingly, Saratoga is not in the top 10 but is
listed as the 11th top location identified by Piwik. The remaining identified locations are in close
proximity to Saratoga.
PIWIK GOOGLE ANALYTICS
CITY VISITS CITY VISITS
Unknown 127,151 Overland Park, California,
United States
135,289
San Jose, California, United
States
2,201 Kansas City, Kansas, United
States
110,676
Santa Clara, California,
United States
1,678 (not set) 77,122
San Francisco, California,
United States
771 San Jose, California, United
States
10,993
Cupertino, California, United
States
724 Saratoga, California, United
States
9,588
Sunnyvale, California, United
States
543 San Francisco, California,
United States
3,544
Antioch, California, United
States
459 Cupertino, California, United
States
3,131
Oakland, California, United
States
307 Sunnyvale, California, United
States
1,479
Campbell, California, United
States
262 Campbell, California, United
States
1,280
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PIWIK GOOGLE ANALYTICS
CITY VISITS CITY VISITS
Fairfield, California, United
States
250 Los Gatos, California, United
States
1,268
Google Analytics
Google Analytics reports that the largest number and second largest number of Users were
from cities in Kansas, Overland Park and Kansas City, when they visited the website. Many
websites that use Google Analytics report higher traffic specifically from cities in Kansas.
Research has shown that most of this traffic is false traffic caused by not being able to
determine a user’s location due to privacy settings and Google assigning a user’s data to the
default location for the United Stated which is Kansas. This traffic causes issue by inflating total
session numbers and accounting for over half (63.79%) of website traffic.
San Jose, CA is the fourth top location Google Analytics identified10, this may be due to
people who commute to San Jose and visit the website while at work. Saratoga is the fifth top
location and the majority of the remaining cities Google Analytics identified are neighboring or
close in proximity to Saratoga, with the outlier being a location labeled as (not set)11.
Site Search
Google Analytics and Piwik both offer Site Search reports that provide data about the
keywords users are searching for within the website’s search tool.
Piwik
From June 1, 2021 to December 12, 2021 the majority of the top 10 site search keywords were
related to Community Development for example:
• “permits”
10 Google Analytics reports on the city in which users were located when they visited the website, not necessarily
where they live.
11 (not set) is a placeholder name that Google Analytics uses when it hasn’t received any information for the
dimension selected.
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• “adu”
• “housing element”
• “permit”
• “building permit”
Google Analytics
From December 13, 2021 to May 31, 2022, a total of 10,503 Unique Searches12 were reported.
The top term searched was for Kevin Moran Park, a popular park in the City. Anecdotally, the
majority of the remaining top search terms are relating to Community Development such as:
• “housing element” (0.84%)
• “Housing Element Update” (0.67%)
• “housing” (0.43%)
• “sb 9” (0.43%)
• “building permit” (0.35%)
PIWIK GOOGLE ANALYTICS
KEYWORD # OF
SEARCHES
KEYWORD # OF
SEARCHES
permits 127 Kevin Moran Park 113
jobs 96 housing element 88
adu 73 Housing Element Update 70
arborist 68 tennis 56
housing element 65 permit 51
kevin moran park 63 housing 45
business license 60 sb 9 45
12 Total Unique Searches is the number of times people searched your site. Duplicate searches within a single visit
are excluded.
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PIWIK GOOGLE ANALYTICS
KEYWORD # OF
SEARCHES
KEYWORD # OF
SEARCHES
permit 60 January 2, 2022 Weekly
Sheriff’s Report (PDF)
44
building permit 59 jobs 41
inspection 59 Building permit 37
User Device Preference
Both Google Analytics and Piwik can determine whether a website visitor is viewing the site on
a desktop/laptop computer, a tablet, or a mobile device. On both Piwik and Google Analytics,
saratoga.ca.us has a significantly higher percentage of desktop/laptop visitors than other
observed public agencies where the split between desktop/laptop and mobile/tablet is at least
50-50 or skewing heavier toward mobile/tablet devices. It is possible that the lack of IP address
filtering at City Hall is also contributing to a higher percentage of desktop/laptop visits.
PIWIK GOOGLE ANALYTICS
DEVICE TYPE VISITS DEVICE TYPE VISITS
Desktop 85,881 desktop 357,564
Smartphone 49,684 mobile 25,870
Tablet 3,423 tablet 1,237
Website Analysis
Favicon
As of this writing, the website features a custom favicon (short for “favorite icon”): a favicon is
the 16x16 pixel image that displays next to the webpage title in your browser window. This is a
best practice, as having the City logo as a favicon helps users identify the brand.
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Figure 1 – The current website favicon.
Content Organization
The Saratoga website’s top navigation bar includes Saratoga’s logo (that also serves as a link to
the home page), the City name, quick links to the City’s social media profiles and 4 parent
pages: About, Government, Residents and Business. The main navigation menu does not
include sub menus; users must click to a parent page to see other available subpages.
Immediately below the navigation bar, the website features a photo of a local park with an
internal search bar. Beneath that are five icons linked to City information and services: Events,
Agendas, Recreation, Permits and Safety. Following these icons, the website features a News &
Announcements section, a Spotlight on Saratoga section, a Welcome to Saratoga message and
a footer with helpful links to assist visitors to the website.
Figure 2 - saratoga.ca.us homepage screenshot - desktop
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Mobile Design
The Saratoga website has a mobile responsive design that helps users
easily navigate the website through the web browser on their mobile
device. Because website traffic from mobile devices continues to
increase over time, having a mobile responsive design is essential.
When users view the website on their mobile device, the top
navigation bar becomes a menu icon which opens on the left side to
show all parent pages. Pages on the mobile website are formatted as
a single column which makes the pages long but easy to read. The
internal site search is included at the top of every page and the quick
links menu is available at the end of each page, making it easy to find
information.
Security
The Saratoga website has a Secure Sockets Layer (SSL) certificate,
which is a best practice. An SSL certificate enables encryption of
sensitive data during online transactions, which is especially important
for Saratoga since the City collects personal information through website forms. SSL certificates
improve website Search Engine Optimization (SEO) as well: Google uses SSL as a signal in its
search ranking algorithms to ensure websites with SSL appear higher in search results.
Privacy Policy
The Saratoga website has a Privacy Policy page titled Privacy Policy, which is easily found on
the website’s footer. The footer links to a dedicate page that outlines how Saratoga gathers,
uses, discloses and manages data they collect from the website. This is a best practice as
Saratoga collects personally identifiable information through website forms, such as the Online
Payments functionality.
Accessibility and Americans with Disabilities Act (ADA) Notice
The Saratoga website has an American with Disabilities Act (ADA) Notice which is easily found
on website’s footer titled Accessibility, which is a best practice. The footer links to a dedicated
page that provides a general explanation of the ADA. The notice provides alternative resources
to those with sight or hearing impairments to make content more accessible, such as assistive
plug-ins. The page also outlines non-communications related ADA matters. The page also
provides information on the website’s accessibility and compliance with Section 508 and the
Web Content Accessibility Guidelines (WCAG) international standard 2.0 A and AA.
Figure 3 - saratoga.ca.us
homepage screenshot - mobile
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The WCAG guidelines require certain color contrast ratios depending on use. The ratio
measures how bright or dark colors appear on screens compared to each other, between all
text or non-text and the backgrounds they lay on. Currently, the City’s website complies with
the WCAG international 2.0 A and AA standards.
Social Media
Social media is an integral part of any communications plan for municipalities today. The City
of Saratoga owns several social media accounts, including Nextdoor, Facebook, Twitter and
Instagram.
Nextdoor
The City’s Nextdoor account is primarily managed by Lauren Pettipiece, with Assistant City
Manager Crystal Bothelio providing supplementary support. The City’s Nextdoor account has a
sizable following and regularly posts three to six times per week. Posts usually include either a
graphic or a link to a resource for residents.
Figure 4 Example Nextdoor post.
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On average, the City publishes 16.2 posts on Nextdoor per month, resulting in a monthly
average of 20,114.75 impressions and 21.7 engagements13. These numbers will naturally
fluctuate between months based on the interests of the community and the status of ongoing
hot button issues. Over the past year, popular topics have included fire safety, general city
updates and housing- particularly the Housing Element.
Figure 5 Number of posts per month from June 1, 2021 to May 31, 2022.
13 In Nextdoor, there are two primary ways for residents to engage with posts from the City. Residents can either
“Thank” the post or leave a comment. For the purposes of this report, engagement includes both of these metrics.
12
17
14
1112
17
20
1514
2122
19
0
5
10
15
20
25
MayAprilMarchFebruaryJanuaryDecemberNovemberOctoberSeptemberAugustJulyJuneNextdoor Posts by Month
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Figure 6 Impressions per month from June 1, 2021 to May 31, 2022
Facebook
Facebook is one of the most prominent social network with more than 190 million users in the
United States in 2021. The City of Saratoga has been active on Facebook since 2012 and has
established an audience of 2,630 Followers.
The City publishes posts on Facebook regularly and users frequently reshare the City’s posts.
Posts routinely include a picture or a graphic to capture the attention of users and effectively
use captions to drive traffic to resources offered by the City.
17691
25335
19452
38967
11376
14572
19575
1482213270
25270
1998921058
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
MayAprilMarchFebruaryJanuaryDecemberNovemberOctoberSeptemberAugustJulyJuneNextdoor Impressions by Month
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Figure 7 Example Facebook post.
The City’s Facebook correctly identifies the City as a government organization in the “About”
section. The Page also displays a link to the City website and main phone number. The Page
features a cover photo and a profile photo of the City of Saratoga’s logo, which uniformly
appears across all of Saratoga’s social media accounts. While all “About” sections are
complete, the City does not link to its social media policy anywhere on the page, which is
typically found in a Page’s About section. The Page looks professional and reflective of an
official government communications channel.
The City’s page does not currently use all available features. Photos do not include custom
alternative text. While the City has boosted posts in the past, it does not appear to be a
regular strategy for increasing viewership. When the City has boosted posts, the total budget
has ranged from $14 to $100 per post. Additionally, the City does not post Facebook stories.
Pages that leverage all available features appear higher in search results and reach more users.
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On average, from June 1, 2021 to May 31, 2022, the City’s Facebook account received 8,487.7
impressions14 and 407.4 engagements per month. The number of posts varied significantly
between months, with a low of 13, a high of 28 posts, and an average of 19.9 posts.
The most popular topics on Facebook were related to community events, general city news
and fire safety information. The City often reshares posts from municipal partners that are
providing resources or information that may be pertinent for residents.
Figure 8 Facebook Post Reach by month from June 1, 2021 to May 31, 2022.
14 Facebook uses the term “reach” to describe the number of people who see a post. This terminology is reflected
in the graph below.
9024 8645
6551
5271
7015
8464 8750
4029
5353
15609
7361
15780
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
JuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayFacebook Post Reach by Month
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Figure 9 Facebook Engagements by month from June 1, 2021 to May 31, 2022.
The largest share of followers, 28.3%, self-identify as living in the City of Saratoga followed by
San Jose, Los Gatos and Campbell. Women are a significant majority of the Facebook
audience, with 68.9% of all followers identifying as female. The number of followers under 35 is
considerably smaller than in other age groups. The largest age demographic among the City’s
followers is people between 35 and 44. The share of audience trails of with age, however an
interesting note is that the 65+ demographic is still a larger share of the audience than the 25-
34 age group.
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227
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JuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebruaryMarchAprilMayFacebook Engagements by Month
Figure 10 Facebook Age & Gender distribution; data sourced from Facebook Page Insights.
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Twitter
The City’s Twitter account has been active since September 2014 and has 1,723 followers.
From June 1, 2021 to May 31, 2022, the account has averaged 10.2 tweets per month that
garner on average 3,842.9 impressions and 67.5 engagements. Follower growth has been
consistently positive, with an average of 7.7 new followers each month.
Figure 11 Example Tweet.
The most popular tweets over the past year were related to environmental and sustainability
issues, community events and general city updates.
As is known, but replicated in the City’s metrics, engagement and impressions move in
tandem. As more people engage with a post, the more likely the algorithm is to show the post
to more people, leading to increased impressions. As a local government, content that is most
likely to draw engagement is information on hot-button local issues, such as housing, public
safety and community events.
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Figure 12 Tweet Frequency and Engagement by month from June 1, 2021 to May 31, 2022.
Figure 13 Number of Twitter Impressions by month from June 1, 2021 to May 31, 2022.
6 6
11 10 9
19
10
3
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JuneJulyAugustSeptemberOcotoberNovemberDecemberJanuaryFebuaryMarchAprilMayTweet Frequency
Number of Tweets
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JuneJulyAugustSeptemberOctoberNovemberDecemberJanuaryFebuaryMarchAprilMayNumber of Impressions
Number of Impressions
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Figure 11 Twitter Engagement by month from June 1, 2021 to May 31, 2022.
Instagram
The City’s Instagram account, @cityofsaratogaca, is controlled by Public Information Officer,
Lauren Pettipiece.
As of May 31, 2022, the account had 1,605 followers and 150 posts. The account was created
in 2019 and used throughout 2020 but began posting on a more regular basis in 2021.
The City posts a mixture of graphics and original photos. Some common topics include
emergency preparedness, City Council meeting notifications, COVID-19 information, City
owned and sponsored recreational and volunteer events and holiday observances. Posts with
the most likes on the account feature original photos depicting community development and
events, such as in-action construction work, emergency services vehicles, Celebration of Light,
Saratoga Village Development Council St. Patrick’s Day event, and Heritage Orchard apricot
picking.
From June 1, 2021 to May 31, 2022, the most popular post features the Celebration of Light
Event, which received 29 engagements. Including 28 likes and 1 share. The post uses
Instagram’s carousel feature, which allows users to post multiple photos at once. Carousel
posts have been found to be a highly effective tool for boosting engagement on the
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JuneJulyAugustSeptemberOcotoberNovemberDecemberJanuaryFebuaryMarchAprilMayTwitter Engagement
Engagment
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platform.15 The post features high-quality photos from the event. Generally, photos of familiar
people and places tends to pique audience interest and engagement.
Figure 14. Screenshot of a post on the City of Saratoga Instagram profile.
The account is fully built out with a proper profile photo, about section and link to the City
website. While the profile bio links to the City’s website, the account also does not use a
linking tool, like LinkTree, which allows accounts to aggregate more than one link in the profile
bio and allow the City to reference multiple links throughout posts without have to replace the
link in the bio every time. Because Instagram captions are currently not compatible with
clickable or copy-friendly links, having a linking to is ideal. As of this writing, the account has
not been verified, primarily due to an existing City of Saratoga Instagram account to which the
City does not have access; however, city staff is in the process of working with Instagram to get
the City’s account verified.
From June 1, 2021 to May 31, 2022, the City’s posted 54 times averaging approximately five
posts per month. Notably, the City did not post to Instagram from June, 2021 to September,
2021. Looking at the total posts from an eight-month time period when the City was actively
posting, the City posted approximately eight posts per month.
15 https://blog.hootsuite.com/instagram-carousel/
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During this same time period, the City’s posts reached users 3,439 times, with each active
posting month averaging a total reach of 430. The City received 398 total engagements at an
average of 50 engagements per month.
Video Platforms
Youtube
The City’s PIO also manages all video platforms, including YouTube and Vimeo. When
highlighting City projects, the PIO will coordinate with other Departments to create the script
and film the footage.
The City primarily posts to YouTube. On the platform, the City has 146 subscribers. Since June
1, 2021, the City posted 25 times at an average of 1.4 times a month. The topics of these
videos include Youth Commission, Housing Element and emergency preparedness. In this
time, the City posted 10 times regarding the Housing Element update, which garnered the
most views as a topic of interest to the Saratoga community.
From June 1, 2021 to May 31, 2022, the City’s YouTube channel received a total of 12,824
views. Users watched the City’s videos for a total of 340.3 hours at an overall average view time
of 1,065 minutes per user. During this time period, the City gained 25 unique subscribers at a
continuous rate of growth.
The City received the most views in November, 2021 at 1,587, followed by June 2021 at 1,525
and December, 2022 at 1,472 views. The months with the most watch time include June, 2021
at 90.6 hours, followed by November, 2021 at 30.1 hours.
The top three most popular videos to-date are:
1. Garbage, Recycling, and Green Waste;
a. 31,958 Views
b. Posted Sep 24, 2014
c. Description: “Saratoga Vice Mayor Howard Miller takes viewers through all the
new and numerous items that can be dropped into green waste or recycling bins
instead of garbage cans in Saratoga, Campbell, Los Gatos and Monte Sereno.”
2. Hike the Saratoga to Skyline Trail
a. 1,772 Views
b. Posted Nov 18, 2020
c. Description: “Come along to hike a segment of the Saratoga to the Skyline Trail
from Quarry Park. This new trail is the beginning of your journey from Saratoga
to the Sea.”
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3. Video 1: Housing Element Overview;
a. 870 Views
b. Posted Mar 12, 2021
c. Description: “The City has created a series of videos about the Housing Element
Update. This is the first video and will provide an overview of the Housing
Element. Please watch the other videos in this series, and also visit
www.saratoga.ca.us/housing to subscribe to the Housing Element newsletter,
find a schedule of upcoming community meetings, and schedule your own small
group meeting.”
Vimeo
The City last posted to Vimeo in 2018, highlighting the Saratoga Neighborhood Watch. The
City account has 2 followers and 19 videos. This account is inactive, as the City uses YouTube
as a means of publishing videos instead.
Other Digital Communication Tools
CivicPlus Notify Me
The City uses Notify Me, a product of CivicPlus—the City’s website content management
system— to send direct emails and texts to subscribers. Within Notify Me, the City has various
subscription lists which are all categorized within the following labels: Agenda Center, Alert
Center, Bid Postings, Calendar, and Notify Me.
The Agenda Center, Alert Center, Bid Postings and Calendar categories house subscriber lists
related to public meetings, emergency alerts, City RFPs and community events, respectively.
Notify Me includes a number of topic-based newsletters, including the Housing Element
Updates, 2040 General Plan Update, Saratoga Source newsletter, Saratoga Neighborhood
Watch, Saratoga CERT, Local Roadway Safety Plan (LRSP), Palm Villas, House Family Vineyards,
Quito Village Development Project, Safe Routes to School, Saratoga Retirement Community,
and Weekly Sheriff’s Office Reports.
Residents may opt in for Notify Me alerts on the City’s website. While the City primarily uses
the tool for email communications, users may also add a phone number to receive text
messages. Users may unsubscribe at any time.
The PIO distributes all emails with the exception of Neighborhood Watch Newsletter, which
the Assistant City Manager distributes.
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Figure 15. The City of Saratoga's Notify Me sign-up page.
The City has a total of 8,283 subscribers across 19 distribution lists within the Notify Me tool.
Of all lists, 14 are currently active and available on the website for users to subscribe. The top
three most popular distribution lists include City Newsletters (Saratoga Source), Housing
Element Update and Saratoga Neighborhood Watch. The number of subscribers by
distribution list can be found below:
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Lists Subscribers
2040 Plan General Update 263
City Council 8
City Newsletters (Saratoga Source) 4452
City Staff 50
House Family Vineyards 107
Housing Element Update 962
Local Roadway Safety Plan (LRSP) 27
Palm Villas 85
Quito Village Development Project 372
Safe Routes to School 43
Saratoga CERT 137
Saratoga Neighborhood Watch 814
Saratoga Retirement Community 149
Weekly Sheriff’s Office Reports 556
Figure 16. The City of Saratoga's newsletter subscription lists.
From June 1, 2021 to May 31, 2022, the City distributed 102 unique Notify Me messages via
both email and text through CivicSend, also a product of CivicPlus. CivicSend works in tandem
with the Notifty Me communication module, allowing the City to send multi-channel
communications through a single point of access.
Across the 102 unique messages distributed by the City, all text and email notifications had an
open rate of 45%. The City sent a total of 122,110 notifications across all subscribers. The City
gained 3,142 unique subscribers across all email lists. The Housing Element Update list
received the most unique subscribers at 913, followed by Saratoga Source, receiving 803
subscribers. Across all distribution lists, the City lost 734 unique subscribers. The most users
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unsubscribed from Saratoga Source at 170 people, followed by 2040 General Plan Update at
85 people.
Emergency Notification Systems
The City has access to various emergency alert tools including the Wireless Emergency Alerts
(WEA), Alert Santa Clara County (Alert SCC) and the City’s CivicPlus AlertCenter. Notably, the
City has access to the various platforms but in most instances would only be the lead notifying
agency when using the CivicPlus AlertCenter.
WEA
WEA communications system is managed by the Federal Communications Commission (FCC).
WEA is a public safety system that allows customers who own compatible mobile devices to
receive geographically targeted, text-like messages alerting them of imminent threats to safety
in their area. WEA enables government officials to target specific geographic areas.
The City has access to this system’s platform, though the City has not used it before. In most
instances, WEA Alerts would be sent by the Santa Clara County agencies, including the
Sheriff’s Office, County Fire, or Office of Emergency Management. The City would be unlikely
to trigger this system without first consulting County partners.
A search on the City’s website does not currently yield mention of the WEA system.
Santa Clara County Emergency Notification
On the main page of the City’s website, residents may click the “Safety” button to access the
“Staying Safe” page, which contains various safety resources including emergency notification
system Alert SCC. Residents may also access this page under the Explore section on the
homepage by clicking “Public Safety,” housed under Government, “Safety,” or “Connect With
the City,” housed under Residents.
The “Alert Santa Clara County” platform is a reverse 911 alert system managed through the
County, used to communicate with residents who opt-in to the platform in cases of emergency.
AlertSCC is a free, easy, and confidential way for anyone who lives or works in Santa Clara
County to get emergency warnings sent directly to their cell phone, mobile device, email, or
landline.
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While the City has received training on the tool, the City has never used this tool before, as it is
reserved for extreme emergencies, which could be deemed as life-threatening, and in most
cases the lead agency using Alert SCC would be the Santa Clara County Sheriff’s Office, Santa
Clara County Fire or the County of Santa Clara. While the City has access to the system and
could trigger an alert if needed, the City would likely contact the County Communication
Office and request their office send the notification if ever necessary. The City does not have
their own fire department or law enforcement agency, instead contracting through the County
for these services.
The Santa Clara County Fire Department (SCCFD) is responsible for serving the Cities of
Campbell, Cupertino, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Saratoga and some
unincorporated portions of Santa Clara County on the west side of the County. SCCFD also
manages a contract with the Saratoga Fire District and executes the City’s Office of Emergency
Services.
CivicPlus Alert Center
Though sparingly, the City has used the CivicPlus Alert Center tool to distribute emergency
notifications. In March 2020, the City used the tool for the first time to inform residents of
changes in services due to the coronavirus pandemic; in total the City, has sent eight
emergency alerts through the tool. The City sent the most recent emergency alert on August
23, 2020 entitled “CZU Lightning Complex Fire Update.” In the past, the City has also issued
emergency alerts related to public safety and wildfire evacuations.
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Figure 17. City of Saratoga previously-sent emergency alert messages.
Newsletters and Printed Materials
Traditional communications methods like newsletters and printed publications provide
municipality’s an avenue beyond digital communications tools to reach their audience. The City
of Saratoga uses printed materials in a few ways with the goal of reaching residents who may
prefer more traditional methods of communication.
Newsletters
The Saratogan
The City published the Saratogan until 2019, with both quarterly and annual editions tried at
different times. Past issues of The Saratogan are available on the City’s website. The newsletter
included 150-500-word articles about community events, city services and important issues in
Saratoga. Templates and content for the newsletter changed often, disrupting the process of
creating a recognizable look for readers. While a significant investment of time and resources,
a regular general-purpose quarterly newsletter could provide value in reaching residents who
do not want a weekly newsletter.
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The Saratoga Source
The Saratoga Source is a weekly e-newsletter currently distributed by the City. It is created by
Lauren Pettipiece and is distributed via email. Residents can sign-up to receive the newsletter
on the City website, and the sign-up form is regularly advertised on social media when the
newsletter is released. The newsletter typically lists a series of articles with a short description
and a link to get more information. The newsletter does not include graphics. This newsletter is
a source for residents to stay up to date on City news and is an economic way to achieve that
objective.
Neighborhood Watch Newsletter
The City also produces the Neighborhood Watch Newsletter. This newsletter is distributed
monthly. Assistant City Manager Crystal Bothelio and Lauren Pettipiece are the primary staff
resources responsible for the production of this newsletter. Crystal collaborates with Santa
Clara County Sheriff’s Office staff to obtain content and verify accuracy. It is created and
delivered to subscribers through Civic Send.
Printed Materials
Postcards
The City uses postcards occasionally throughout the year to communicate important
community information. The City uses several templates across different topics to distinguish
different types of content. Postcard topics have included crime safety, wildfire safety, and
information on the Housing Element process. Postcards typically include the City’s seal and
logo on both sides, helping residents recognize it as an official piece of communication. Some
postcards include text in Chinese, directing recipients to the City’s Chinese language
resources, helping to make sure that this information is accessible to all residents. While
postcards require significantly more time and resources compared to other methods of
communication, the City uses them because they are guaranteed to be delivered directly to
resident households and can help reach hard-to-reach segments of the community.
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Figure 18 City of Saratoga Wildland Urban Interface (WUI) Preparedness Postcard, Front
Figure 19 City of Saratoga Wildland Urban Interface (WUI) Preparedness Postcard, Back
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Figure 20 City of Saratoga Public Safety Tips Postcard, Front
Figure 21 City of Saratoga Public Safety Tips Postcard, Back
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Figure 22 City of Saratoga Housing Element Postcard, Front
Figure 23 City of Saratoga Housing Element Postcard, Back
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Flyers
The City produces a number of printed flyers that are distributed throughout the year. They are
typically created in-house by Lauren Pettipiece or Crystal Bothelio; however, the graphic
design work for the flyers is occasionally contracted out. Flyers are used to advertise upcoming
City events and programs. The design of the flyers is generally simple and easy to read. Flyers
are distributed at in-person events and posted around the City. The City does not have a
regular schedule for flyer production; flyers are produced as events arise.
Street Banners
Street banners are posted at seven locations across the City:
• the intersection of Fruitvale Avenue and Allendale Avenue;
• Saratoga-Sunnyvale Road near Arbeleche Lane;
• Saratoga-Sunnyvale Road near Prospect Road;
• Prospect Road and Highway 85 (near Plumas Drive);
• Saratoga Avenue near Westview Drive;
• Saratoga Avenue near the Highway 85 intersection;
• and the intersection of Saratoga Avenue and Fruitvale Avenue.
Figure 24 City of Saratoga Street Banner Example
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With five out of seven locations along either, Saratoga Avenue or Saratoga-Sunnyvale Road,
the City is maximizing the potential of these banners. According to data from an administrative
draft of the City’s General Plan 2040, Saratoga Avenue and Saratoga-Sunnyvale Road are the
number one and number two roads in the City in terms of traffic volume.
The City uses large fonts, double-sided print and crisp colors in its banner design to maximize
visibility for passing motorists. This ensures that the information presented is accessible to the
intended audience. In addition to City-related banners, the City also permits private
organizations to display banners in these locations, in support of community events. By limiting
banners to a handful of locations across the City and restricting their content to community-
related events, residents are able to rely on these banners as sources of community news.
The City also lays out guidelines for private organizations to maintain presentation standards
when the City is not directly creating banners.
Comparative Analysis
Comparison to Other California Cities
City staff chose to benchmark Saratoga’s social media efforts against the cities of San Carlos,
Los Altos, Cupertino, and Los Gatos due to similarity in population, demographics, community
type16 and regional proximity.
Social Media Management
City City Social Media
Platforms
Managed By
Saratoga Nextdoor, Facebook,
Twitter, Instagram,
YouTube, LinkedIn
The City’s Public Information Officer manages all City
social media sites and utilizes Hootsuite for social media
planning. The Assistant City Manager provides
supplementary support as necessary.
San Carlos Nextdoor, Facebook,
Twitter, Instagram,
YouTube
The City Manager’s Office/Communications Team
manages the City’s social media accounts.
16 Saratoga, San Carlos, Los Altos, Cupertino and Los Gatos are all bedroom communities.
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Los Altos Nextdoor, Facebook,
Twitter, Instagram17,
YouTube
The City’s Public Information Office runs the main City
sites. Department sites are managed by an assigned staff
member within each department, but the PIO also
manages the department profiles as necessary.
Cupertino Nextdoor, Facebook,
Twitter, Instagram,
YouTube, LinkedIn
Multiple people within the City’s Public Information Office
manage the City’s social media accounts.
Los Gatos Nextdoor, Facebook,
Twitter, Instagram,
YouTube, LinkedIn
A single part-time staff member manages the main Town
sites. Other part-time staff members manage individual
department (i.e. Library and Police Dept.).
All “comparison cities” have multiple social media site administrators, though the Departments
these employees are in vary. Typically, the main City sites are run by the City Manager’s Office
or Public Information Office, with Department-specific pages run by staff in those departments.
All comparison cities have a social media policy; the City of Los Gatos is in the process of
updating its current policy. Additionally, all comparison cities regularly engage with the
community via comments, mentions, or tags across social media platforms. Los Altos notes
specifically that the team tries to engage on social media whether a comment, mention or tag
is positive or negative.
Cupertino and San Carlos are both aware of community-managed groups on social media but
neither Cities are members of the groups nor monitor them regularly.
Of the four comparison cities, San Carlos, Los Altos, Cupertino use the “Boosted Post” feature
on Facebook. Los Gatos does not Boost posts.
Total Followers on Main City Social Media Accounts
While a Total Follower Count across social media sites is the most basic metric available and is
heavily tied to the number of social media sites a City operates, noting the total count can
17 The Los Altos Instagram has been inactive since 2020.
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indicate how well a City is engaging its audiences and promoting its own communication
channels.
Note: It is likely that some people Follow multiple City social media sites, so the total numbers
are not totals of unique people.
Figure 25 Total Followers Each Comparison City Has Across All Social Media Platforms
Average Number Posts per Month
Across all comparison cities, Facebook is the most prominently used social media platform with
each city publishing the greatest number of posts on Facebook per month compared to other
platforms. Notably, Los Gatos publishes the most posts across all social media platforms on
average per month. Saratoga averages the second to fewest number of posts per month,
mostly balancing the number of posts across different platforms. In comparison, San Carlos and
Los Gatos heavily favor certain platforms over others, with San Carlos favoring Twitter over
Instagram and Los Gatos favoring Instagram over Nextdoor.
0
10,000
20,000
30,000
40,000
50,000
60,000
Saratoga San Carlos Los Altos Cupertino Los Gatos
Nextdoor Facebook Twitter Instagram YouTube
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Figure 26 Avg. Number of Posts Per Month Across Comparison City Social Media Accounts
Average Reach per Month
Among the comparison cities, Los Gatos garners the most Reach on average per month, which
can be attributed at least partially to the City’s prolific posting schedule. Notably, the average
reach per month chart (Figure 27) and average number of posts per month chart (Figure 28)
show the same pattern across the comparison cities. Generally, monthly Reach will increase or
decrease depending on the number of posts published in a month. Although Saratoga could
expand its overall Reach through increased posting, the City’s social media use is efficient in its
use of staff resources to create social media content.
0
50
100
150
200
250
300
Saratoga San Carlos Los Altos Cupertino Los Gatos
Nextdoor Facebook Twitter Instagram
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Figure 27 Avg. Reach per Month Across Comparison City Social Media Accounts
Average Engagement per Month
Reach and Engagement are closely linked. When posts reach more users, there is simply a
larger pool of users available to interact with the content. Vice versa, social media platforms
reward posts with high engagement by preferring them in the platform’s algorithm and
increasing their Reach. Consequently, since Saratoga lags Cupertino, Los Gatos and San Carlos
in Reach, it also is behind those cities in the number of Engagements. Across all five cities,
Nextdoor yields the fewest engagements; Facebook and Instagram are the primary platforms
for users to engage with City social media accounts.
Figure 28 Avg. Engagement Per Month Across Comparison Social Media Accounts
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Saratoga San Carlos Los Altos Cupertino Los Gatos
Nextdoor Facebook Twitter Instagram
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Saratoga San Carlos Los Altos Cupertino Los Gatos
Nextdoor Facebook Twitter Instagram
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Recommendations
Tripepi Smith developed the recommendations below to help Saratoga enhance its
communications efforts and optimize platforms to further engage its audience. Tripepi Smith
formed the recommendations with both a general goal and specific actions to take to achieve
that goal. Each recommendation is focused on improving the execution, delivery and impact of
the City’s outreach and messaging efforts.
1 – Establish a Cross-Department Communications Planning Process
Generally, Saratoga has a centralized communications process led by the Public Information
Officer (PIO)/City Manager’s Office. Still, not all departments proactively identify and funnel
communications opportunities to the PIO/CMO. By establishing a formal planning process that
involves representatives from each department, the City can be proactive in its outreach, better
reaching and engaging constituents while simultaneously improving staff efficiency to execute
on communications. Notably, the City’s PIO/City Manager’s Office has previously held monthly
and quarterly communications meetings with individual departments, but the meetings haven’t
always resulted in a remarkable source of information; a cross-departmental meeting where all
department representatives meet together could potentially help encourage increased
participation and planning from individual departments.
Action Steps
• Establish a quarterly cross-departmental communications meeting in which all
departments (ideally, the department head would be the representative) are involved
and are prepared to identify their top communications stories for the next 12 months.
These items should be organized in the City’s communications calendar.
o One-to-two weeks prior to the meeting, send the department head and/or
assigned representative a prompt asking them to begin identifying upcoming
programs, services and/or projects that the City may need to be communicated
about. Provide examples of recent programs, services and/or projects that the
City has had to communicate about to help departments brainstorm.
o Everyone in the department should receive the prompt and send their list to the
department head and/or assigned representative or directly to the PIO/City
Manager’s Office prior to the meeting.
• Reestablish assigned resource within each City department to take lead on identifying
communications opportunities and proactively reaching out to the Communications
Department with information in between cross-departmental communications meetings.
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o Ensure assigned resource is trained to identify communication opportunities
within their departments; assigned resource may be asked to regularly question
whether a program, service or project has a component that needs to be shared
with the public and/or requires public feedback.
• Ensure that all necessary parties are involved in these regular communications meetings
so they: (1) remain updated on happenings across departments, and (2) can identify
communications opportunities early on and in between quarterly cross-departmental
communications meetings.
• Reestablish communications request template that empowers staff to submit requests
for website, social media and other communications materials efficiently and with
properly summarized information. At a minimum, the request template should allow
provide the PIO/CMO with details about where staff envisions the information will be
distributed a summary of the message to be communicated, the audience and the
objective.
2 – Regularly Analyze Available Metrics
Saratoga would benefit from regularly collecting, analyzing and reporting on all available
communications platforms data. The City currently reviews and analyzes some metrics but has
the opportunity to create a more holistic reporting process. By analyzing the City’s
communications-related data on a consistent basis, Saratoga staff can gather insights to use in
improving the City’s communications efforts.
Action Steps
• Plan to collect and analyze on available metrics on a regular basis, either monthly or
quarterly. The PIO/City Manager’s Office may use the data to make adjustments to the
City’s communications efforts as necessary; additionally, sharing the report internally
among staff may encourage more proactive communications among departments.
• Leverage insights from each metric and analytic report to inform message strategy and
distribution.
• Determine key metrics to report on regularly. At a minimum, metrics should include:
o Website: Sessions, Users, Avg. Sessions Per Day, Avg. Session Length, Top
Pages, Most/Least Active Days, Traffic Source, Site Search Top Keywords
§ To start, the City should aim to stay within 5% above or below of each
quarterly average for website Sessions, Users, Avg. Sessions Per Day and
Session Length, Post Reach, and Post Engagement.
§ By accounting for Top Pages, Most/Least Active Days, Traffic Source and
Site Search Top Keywords, the City will learn what information its
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community is interested in. The City should use this qualitative data to
inform choices on organizing and maintaining website content.
o Social Media: Likes, Followers, Number of Posts, Post Reach, Post Engagement
§ To start, the City should aim to stay within 5% above or below of each
quarterly average for number of post, post reach and post engagement.
§ For social media Likes and Followers, the City should strive to maintain
or increase growth.
o As the City establishes regular metrics reporting, the 5% goal noted above can
be updated to reflect the City’s baseline averages.
• Optimize Saratoga’s Google Analytics account to ensure quality data is retrieved:
o Create an additional “data view” for testing filters.
o Create a “filter” to exclude internal staff traffic.
• The website’s current most popular pages should be regularly reviewed and matched
with easy-to-find links on the homepage.
o Non-public needed information currently on the website should be moved to an
archive to streamline public-facing content organization.
• Discuss metric reports at quarterly content calendar meetings to encourage staff
investment in outreach and inform message strategy.
• Ensure the City has full and proper access to Google Analytics.
o Currently, the City’s Google Analytics account, which is connected through the
public information officer’s email was set up by CivicPlus and is currently a
Property under an overarching CivicPlus Google Analytics account. This set up
doesn’t allow the City full control of the account (i.e. when signed into the public
information officer’s account, access to the Google Analytics account cannot be
granted to other users).
o Google Analytics is phasing out the UA and transitioning entirely to G4, Tripepi
Smith recommends creating the G4 Property as soon as possible within a new
Google Analytics account to ensure the City has full access.
3 – Optimize Social Media Strategy
Social media is an integral part of any communications plan for municipalities today. The City is
present on Facebook, Twitter, Instagram and Nextdoor. Even with accounts on various
platforms, there is room for improvement, particularly as it relates to streamlining platforms
and processes to better engage with stakeholders, make better use of staff efforts and unify its
brand. By following the action steps below, staff can take the City’s social media presence to
the next level.
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Action Steps
• Define the City of Saratoga’s goals and objectives for its existing social media
platforms: Facebook, Twitter and Nextdoor.
o Social media reach and engagement relies on posting content consistently.
Many social media platforms encourage posting every single day. If a social
media site does not have any new posts for 6 months, or consistently posts only
once or a few times per month, consider deleting or merging that social media
site.
• Regularly review and discuss social media metrics to analyze whether goals are being
met.
• Continue using existing social media content calendar to ensure communication
opportunities are identified and communicated via social media platforms when
necessary. Additionally, continue using Hootsuite to schedule social media posts across
platforms.
• Allocate a portion of the annual budget (anecdotally, $2,000 is a good starting point) to
support “Boosting” Posts on Facebook, advertising and general paid engagement
strategies across social media, but with an emphasis on Facebook. Spending should be
geographically targeted at those living in Saratoga, unless purposely trying to reach a
broader audience.
o Monitor the outcome and engagement results of the advertising to identify what
works and what does not work, and how it plays with the Saratoga audience.
o Launch quarterly social media advertising campaigns specifically to gain new
Likes/Fans/Followers on the various platforms, the campaign budget can range
but start with $100 to gauge possible results.
• Continue leveraging and supporting other City and County accounts to supplement
City posts (tag, share, engage).
• Identify City-specific hashtags to foment ease of discovery and a shared City voice on
community activity that can be used by sister agencies, community partners and
residents alike. The City’s name is relatively unique, so the hashtags should include the
name of the City.
o Hashtags that the City can start using are: #Saratoga #Cityof Saratoga
#SaratogaCommunity #SaratogaStrong #SaratogaParks #SaratogaSchools
#SaratogaSafety #SaratogaCouncil #WeAreSaratoga.
• Create a dedicated City webpage that includes links to the City’s digital assets, such as
all social media sites as well as email and newsletter sign-up form.
• Standardize all staff email signatures to include links to the City’s digital assets,
especially the City website, social media sites and email sign-up.
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• Given the racial makeup of the City population, be cognizant of using imagery on social
media that reflects a wide variety of people from various age groups, gender identities
and ethnicities.
• Take full advantage of branding/customization features on each platform to provide
visitors and Fans/Followers with as much useful information as possible. In general, the
following can apply to multiple social media platforms and some items can be executed
on immediately.
o City Facebook:
§ Enable the Call-to-Action Button to direct page viewers to follow the
page, contact the City or visit the City’s website.
§ Upload closed captions/subtitle files to all videos.
• Rev18 offers English captioning at $1.25 per minute and foreign
subtitles ranging from $3-$7 per minute.
§ Add alternative text to photos.
§ “Pin” key City messages to the top of the Page and rotate out regularly.
§ Pursue Facebook Page verification19.
§ Complete Facebook Authorizations to minimize issues with boosting
posts.
o City Twitter:
§ Create “Lists” of Users, such as local businesses or artists, to quickly and
easily reshare and monitor posts.
§ “Pin” key City messages to the top of the Profile and rotate out regularly.
o City Nextdoor:
§ Continue to post information already being shared to other City social
media accounts and targeting messages to individual Neighborhoods (as
defined by Nextdoor users, but adjustable by submitting GIS maps to
Nextdoor) as necessary. This is especially helpful for Public Works and
Community Development projects that only affect certain
residents/geographic areas.
§ The City can work through Neighborhood Leads (users designated and
granted additional capabilities by Nextdoor to “help their
neighborhoods run more smoothly”) to promote City messages and
events.
18 https://www.rev.com
19 The City’s Page was previously verified but verification checkmark no longer appears, likely due to Facebook
phasing out grey verification checkmarks. The City now needs to apply for blue checkmark verification.
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4 – Establish Formal Policies
Managing communications efforts is easier when an organization has established policies to
guide its efforts. Established policies also provide potential legal protections. Saratoga should
update and establish certain key policies for communications.
Action Steps
• Work with the City Attorney to develop a media policy. At a minimum, the Policy
should identify:
o The PIO as the single spokesperson who is responsible for funneling media
inquiries and vice-versa.
o How and when staff and elected officials may interact with the media. Generally,
staff should only interact with the media to direct them to the PIO.
o When press releases should include quotes from the Mayor, other Council
Members, Directors or the City Manager.
• Evaluate the City’s existing social media policy. At a minimum, the policy should
outline:
o Internal: governance, branding consistency, content guidelines for posts and
comments, enforcement, records retention, employee engagement on agency
and non-agency social media sites, council member engagement or agency
social media sites.
o External: content guidelines for posts and comments, alternate methods for
contact staff and submitting complaints.
• Officially adopt policies and ensure all staff members know where they can be found.
• Expand the ADA policy on the website to include information on how the site is
currently set up to be accessible (for example: fonts, colors, plug-ins, etc.).
• Ensure all City-related social media sites clearly link to the City’s official social media
policy on the City website. This is usually done through “Bio” or “About” sections.
5 – Build a Stock Video Library and Update Stock Photo Library
Photos and videos are two of the most powerful ways to tell a story. For Saratoga, a library of
videos can help improve the City’s communications efforts across its website, social media
platforms and newsletters and create efficiency in content development. Additionally,
continually updating its existing photo library will ensure staff has up-to-date images to use
across communications efforts.
Action Steps
• Establish a central location where photos and videos will live that all staff can access.
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• Develop a shot list of photos and videos that would be beneficial to have readily
available for communications.
• Schedule a day to capture photos and videos of all items in the shot list.
• Encourage field-level staff to take photos and videos of projects in progress, completed
projects and other tasks for which they’re responsible.
o Ensure field-level staff who are tasked with taking photos and videos are
equipped with the proper tools and resources to capture usable content; this
may require access to smart phones and high-level training on how to capture
high quality images and videos.
• Regularly note and take inventory of missing photos and videos that would benefit the
organization’s communications efforts.
6 – Revisit Website Design
For municipalities, their website is often the highest profile, most utilized communication
platform by residents, visitors and stakeholders. It is important for Saratoga to have a website
that is useful to the public, is easily navigable and highlights the character of the City.
Action Steps
• Restructure the format of the website to ease navigability and make small cosmetic
updates:
o Reformat the website to incorporate dropdown menus into the navigation bar.
o Consolidate or differentiate between the “Sign Up,” “Notify Me” and “Create
An Account” buttons as they all share the same landing page. Make these
buttons clearer to clarify what a user is signing up for.
o Update social media icons on the homepage.
o Consider a website refresh to reflect a more modern look.
• Consolidate pages and ensure information and content on the website are up to date:
o Optimize the internal search tool to ensure the latest information is displayed.
• Continue to track website metrics through Google Analytics.
o Optimize analytics to determine what content on the relevant to users. Use that
same data to update buttons on the homepage to link to the most viewed
pages.
• Exclude City Hall sourced traffic from the Google Analytics results to get a less
“polluted” view of the analytics on the public’s use of the website.
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Appendix A – Interview Participants
City Staff
Crystal Bothelio, Assistant City Manager
Lauren Pettipiece, Public Information Officer
City Council
Tina Walia, Mayor
Kookie Fitzsimmons, Vice Mayor
Mary-Lynne Bernald, Councilmember
Rishi Kumar, Councilmember
Yan Zhao, Councilmember
Staff and Council Website Feedback and Recommendations
The overall sentiment from City Staff and City Council was that there is room for improvement
with the City’s website. The main concerns expressed were related to navigation, design,
structure and ease of use.
Elements to Improve and Features to Add:
Staff and City Council identified the following elements that they believed were difficult to use,
in need of improvement or could be added for improvement. The main concern was navigation
and the ability for users to find information.
• Reduce amount of clicks necessary to reach pages, especially with the homepage
navigation bar.
• Optimize the internal search tool as it provides a large amount of outdated information.
• Consolidate or differentiate between the “Sign Up,” “Notify Me” and “Create An
Account” buttons as they all share the same landing page. Make these buttons clearer
to clarify what a user is signing up for.
• Make the newsletter sign up more prominent.
• Update the social media icons, specifically Nextdoor, on the the homepage.
• Improve organization of and navigation to the City’s municipal code as ordinances are
difficult to find.
• Provide a simplified, clarified and transparent presentation with a more uniform font
with less cursive to ensure that is easily readable.
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• Modernize the website as it seems outdated compared to surrounding cities’ websites.
• Implement an app for the website and City services, such as a GoGov application to
serve as a citizen reporter app.
• Implement dropdown menus for easier navigation as navigating to other pages on the
website can be difficult.
• Prioritize relevant and most-viewed content for easily accessible information.
• Add calendar events to the homepage.
• Make the calendar’s filter tool more prominent to make events easier to find.
• Consolidate pages as there are too many subpages which can be difficult to navigate
and invest in an archiving tool.
• Add quick and prominent contact buttons.
• Update and consolidate the Council and Commission sections of the website and
organize agendas, minutes and videos on fewer pages.
• Create a request portal where users can track progress on a request.
• Update homepage buttons to ensure they lead to relevant information.
• Optimize analytics to determine what content on the website is relevant to users.
• Update the feature that allows residents and visitors to book community rooms, sports
fields, etc. to be more prominent and easily found.
• Allow forms to be sent to individual Council Members, Commission Members, etc.
These forms are currently sent to the entire group.
Easy to Use Elements
• Organization and navigation of permit section is easy.
• Easy to find council videos and agendas within Government section.
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Appendix B – Communication-Related Policies and Plans
Social Media Policy
RESOLUTION 12 -011
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
ADOPTING A SOCIAL MEDIA POLICY
WHEREAS, the term "social media" refers to the web -based and mobile technologies that allow for
interactive dialogue, collaboration, and sharing; and
WHEREAS, examples of social media sites include Facebook, Twitter, and YouTube; and
WHEREAS, in recent years, an increasing number of Americans have started to use social media sites
and in December 2011, it was reported that Facebook alone had more than 800 million active users worldwide;
and
WHEREAS, an increasing number of Americans use social media sites as their primary method for
obtaining information and communicating with others; and
WHEREAS, a number of cities throughout the United States have started to use social media sites to
increase communications with members of their communities and have effectively used social media sites for a
variety of purposes, including civic engagement, economic development, and emergency notifications;
WHEREAS, the attached Social Media Policy serves as a tool to regulate use of City of Saratoga social
media sites and ensure that the City's sites are maintained properly; and
NOW, THEREFORE BE IT RESOLVED, that the City Council of the City of Saratoga hereby adopts the
attached City of Saratoga Social Media Policy.
Attachments:
1. City of Saratoga Social Media Policy
The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga City Council
held on the 15 day of February 2012 by the following vote:
AYES:Council Member Manny Cappello, Emily Lo, Howard Miller, Vice Mayor Jill
Hunter, Mayor Chuck Page
NOES:None
ABSENT:None
ABSTAIN:None
If 0
Chuck Page, Mayor
ATTEST:IP
C 64vvf JM wilA)DATE: 111 /Dr_
al Morrow, City Clerk
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SUBJECT: Social Media Policy
I. Introduction
Many residents obtain information and communicate with one another through social
media. Consequently, government organizations are finding that social media has
become a useful tool for relaying information and communicating with the public.
II. Purpose
This policy has been established to provide internal and external standards of use for
social media sites that are created for City purposes. Social media includes, but is not
limited to, internet -based websites that allow two -way communication between the
City and the public, such as social networking websites (e.g. Facebook or Twitter),
media sharing websites (e.g. YouTube or Flickr), blogs (e.g. WordPress), and wikis
i.e. Wikipedia). A social media site is created for City purposes when an account is
established on a social media website in accordance with this policy. The City has an
overriding interest and expectation in protecting the information posted on its social
media sites and the content that is attributed to the City and its officials.
III. Policy
A. Creating and Maintaining City of Saratoga Social Media Sites
1. City of Saratoga social media sites may be used as a supplement to the
City of Saratoga website for:
a. Marketing/promotional purposes
b. Community engagement purposes
c. Communicating important City information quickly to a broad
audience
2. The City of Saratoga website will remain the City government's primary
and predominant internet presence.
3. Each City of Saratoga account established on a social media website must
be approved by the City Manager or his/her designee.
a. For each City of Saratoga social media account, the following
information will provided to the City Clerk within one business
day of opening the account and shall be updated within one day of
making any changes to the account or account management
responsibilities:
i. Account name and login information;
ii. Date established;
iii. Purpose of account;
iv. Employee primarily responsible for site management and
maintenance; and
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v. Date account closed.
b. Department directors shall provide direction to department
employees regarding the amount of time spent reviewing and/or
participating in the City's social media sites.
c. Any use of social media sites not related to an employee's job
duties is subject to the City of Saratoga Electronic
Communications Resources Policy.
4. Each City of Saratoga social media site shall be regularly monitored by the
employee designated as the site manager for site management and
maintenance to ensure comments and postings on the City's social media
sites are in compliance with this policy.
5. The City shall respond to all requests for City documents in accordance
with the California Public Records Act.
6. In the event that a site receives a posting or other information of relevance
to another City department, the employee primarily responsible for the site
will promptly notify the other department of the fact.
7. City of Saratoga social media sites shall be periodically reviewed by the
City Manager or his/her designee for compliance with this policy.
8. City of Saratoga social media posts shall be topic specific. Whenever
possible, features on social media sites that allow for discussion on
unrestricted topics shall be disabled. For example, the ability to post on the
Wall" of a City of Saratoga Facebook site will be disabled. Only
designated department employee(s) shall make posts.
9. Whenever possible, information posted on City of Saratoga social media
sites shall also be available on the City's website.
10. Whenever possible, postings on City of Saratoga social media sites shall
contain links to the City website to provide the public with access to more
in -depth information, forms, documents, or online services.
11. All City of Saratoga social media sites shall have City of Saratoga contact
information and a link to site use policies prominently displayed.
12. The City may cancel or otherwise terminate any City of Saratoga social
media site at any time, provided, however, that records of the site shall be
maintained in accordance with the records retention program following
cancellation or termination.
B. Policies and Laws Applicable to City of Saratoga Social Media Sites
1. All content posted to City of Saratoga social media sites shall comply with
the City's Website Policy.
2. All content on City of Saratoga social media sites is subject to the
California Public Records Act and subject to public disclosure.
2
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3. All content on City of Saratoga social media sites is subject to the City's
Records Retention Policy. Records must be maintained for at least two
years or a longer retention period, as indicated in the City's Records
Retention Policy, in a format that preserves the integrity of the record and
is readily accessible.
4. Use of City of Saratoga social media sites by members of the City
Council, City Commission, and other committees is subject to the Ralph
M. Brown Act (California's open meeting law) shall comply with the City
Council Electronic Communications Policy.
5. All content on City of Saratoga social media sites should comply with the
City of Saratoga Code of Ethics and Values. City employees and officials
who are using City social media sites are expected to represent themselves
and the City in a way that is consistent with this policy.
6. City of Saratoga social media sites shall not be used to directly further any
political campaign or ballot measure.
C. Acceptable Use of City of Saratoga Social Media Sites
1. Users of City of Saratoga social media sites should be aware that the
purpose of these sites is to communicate with the public and promote
services offered by the City.
2. The following forms of content shall not be allowed on City of Saratoga
social media sites:
a. Comments not topically related to the particular site;
b. Comments not topically related to the content being commented
upon;
c. Profane language or content;
d. Content that promotes, fosters, or perpetuates discrimination on the
basis of race, creed, color, age, religion, gender, marital status,
status with regard to public assistance, national origin, physical or
mental disability, or sexual orientation;
e. Sexual content or links to sexual content;
f. Solicitations of commerce;
g. Conduct or encouragement of illegal activity;
h. Personal information provided to the City by a private individual,
with the reasonable expectation that the information will remain
confidential;
i. Information that may tend to compromise the safety or security of
the public or public systems;
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j. Content that violates intellectual property rights or other legal
ownership interest of any other party, including but not limited to
copyright, trade secrets, trademarks, and publicity rights; and
k. Content directly in support of, or in opposition to, any political
campaigns or ballot measures.
3. The City reserves the right to restrict or remove any content that the City
reasonably determined is or may be in violation of this policy or any
applicable laws. Moreover, the City reserves the right to ban users who
consistently violate this policy.
4. If a City of Saratoga social media site allows public comments, it will only
allow comments that are topically related to the particular social media
site and thus within the purpose of the limited public forum established by
that site, with the exception of the prohibited content listed above.
5. All City of Saratoga social media sites that allow public comment shall
contain the following notice: "All postings are subject to disclosure in
accordance with the California Public Records Act. The views of the
individuals posting comments on this site do not necessarily represent the
views of the City."
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Community Event Promotion and Sponsorship Policy
RESOLUTION NO. 21-019
RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF SARATOGA ESTABLISHING THE
COMMUNITY EVENT PROMOTION AND SPONSORSHIP POLICY
WHEREAS, community events help bring residents together, build community, and
establish an identity for the City; and
WHEREAS, some event organizers lack ability or resources to conduct their own event
outreach and periodically submit requests to the City to receive support promoting their event; and
WHEREAS, the attached City of Saratoga Community Event Promotion and Sponsorship
Policy outlines the types of events that the City may promote; and
WHEREAS, in addition to requests for promotion of community events, the City also
periodically receives requests to provide support for unexpected events that must occur quickly
and are intended to draw Saratoga residents together to support a common purpose or cause that
is of broad interest to the community; and
WHEREAS, the attached City of Saratoga Community Event Promotion and Sponsorship
Policy provides guidance for when these events may become City -sponsored and hosted as a City
event, thereby permitting use of City resources for the event;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Saratoga does
hereby adopt the attached Community Event Promotion and Sponsorship Policy.
The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga
City Council held on the 71h day of April 2021 by the following vote:
AYES: Mayor Yan Zhao, Vice Mayor Tina Walia, Council Members Rishi Kumar, Kookie
Fitzsimmons, Mary -Lynne Bernald
NOES:
ABSENT:
k
Yan Zhao, Mayor
A
DATE:
ebbie Bretschneider, CMC
City Clerk
222
63
City of Saratoga Community Event Promotion and Sponsorship Policy
Adopted April 7, 2021 via Resolution No. 21-019
I. Introduction
The City of Saratoga recognizes the value of community events and their role in bringing residents
together, building community, and establishing an identity for the community. The City
recognizes that some event organizers may not have the ability to promote their events through
their own means or through programs such as the City of Saratoga Median Banner Program. To
offer support, the City operates a Community Event Grant program each year to give local event
organizers the opportunity to seek funding for their events. Typical community events must go
through the Community Event Grant program process to receive support from the City, but the
City also acknowledges there may be times when community members feel the need for an event
to rally residents together around an unanticipated, time -sensitive cause or purpose of
community interest. In these instances, organizers may lack the resources needed to organize
the event, as well as the time needed to go through traditional process to request funding.
The following policy describes the City's criteria and procedures for how the City will
accommodate requests for promotion of events in Saratoga when City outreach channels are
available and the event promotes City of Saratoga values. City partners, including other public
agencies, non-profit lessees of City property, and recipients of significant City funding or support,
are eligible to be considered for City promotion of their events and the policy describes the
criteria for events sponsored by others to be considered for promotion. The policy also describes
criteria and procedures for requests for City sponsorship of unanticipated events hosted on City
property.
City initiatives and events will retain priority when conflicts arise, and the City retains full
discretion to deny event promotion or sponsorship requests. Event promotion will be conducted
in the same manner the City typically conducts outreach for City initiatives and events. This policy
shall be administered by the City Manager's Department.
II. Policy Goals
Maintain integrity of City communications and outreach effort while also informing
residents of events in Saratoga that promote community identity and civic pride.
Provide clear guidance on the City's practices related to promotion of community events.
Provide procedures for considering requests of support for unanticipated events in the
City of Saratoga that are time -sensitive in nature and are intended to draw Saratoga
residents together for a common purpose or cause of broad interest to the community.
Establish consistent practices related to promotion and sponsorship of events in Saratoga.
City of Saratoga Community Event Promotion and Sponsorship Policy I Page 1
Adopted April 7, 2021 via Resolution No. 21-019
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III. Event Promotion
A. Eligibility for City Promotion of Events
All events hosted by City partners are eligible to be considered for City promotion. All other
events must meet the following criteria to be considered for promotion through City
communication channels:
1) Event must be located within the City of Saratoga.
2) Event is free and open to the public.
3) Event does not promote the sale of a good, service, or commodity.
4) Event celebrates Saratoga's character, diversity, history, or community, not a small group
of individuals.
5) Event is not considered a personal or campaign activity as defined by California
Government Code 8314.
B. Methods of Event Promotion
When eligible requests are received, the City will determine whether the event warrants
inclusion in City communications and the optimal approach for communication in alignment
with City communication practices.
C. Requests for Promotion
Requests for promotion of events shall be submitted to the City Manager's Department.
IV. Event Sponsorship
A. Definition of Event Sponsorship
Events that are approved for sponsorship will be hosted and organized by the City. As with
any other City event, such as ribbon cuttings or the Tree Lighting Ceremony, the City will
oversee event logistics and outreach. The resident(s) requesting the event must be willing to
volunteer during the event as well as recruit additional volunteers as needed and determined
by City staff to help support the event.
B. Eligibility for Sponsorship of Events
Events must meet the following criteria to be considered for City sponsorship:
1) Event is located on City property.
2) Event is free and open to the public.
3) Event does not promote the sale of a good, service, or commodity.
4) Event is proposed by resident(s) of Saratoga and proposing resident(s) must be willing to
volunteer to support the event and recruit additional volunteers as needed.
5) Event will draw residents together for a common cause or purpose that is of broad
interest to the community.
6) Event has not been considered for or received City of Saratoga Community Event/Street
Closure Grant Program funding.
7) Event must be held in a time -sensitive environment and consideration cannot be
postponed to the next annual City of Saratoga Community Event/Street Closure Grant
Program application process.
City of Saratoga Community Event Promotion and Sponsorship Policy I Page 2
Adopted April 7, 2021 via Resolution No. 21-019
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8) Event is not considered a personal or campaign activity as defined by California
Government Code 8314.
C. Consideration of Requests for Sponsorship
Requests for sponsorship of events shall be submitted to the City Manager's Department. If
time permits, requests will be scheduled for City Council consideration at the next regular
City Council Meeting. If time does not allow for consideration to be placed on a City Council
Regular Meeting agenda and no City funds are needed to hold the event, the Mayor is hereby
authorized to approve or deny requests for event sponsorship.
City of Saratoga Community Event Promotion and Sponsorship Policy I Page 3
Adopted April 7, 2021 via Resolution No. 21-019
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Website Policy
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Appendix C – Website Best Practices
Design
The design of a website is important as it relates to the website’s navigation, ease of use and
accessibility for its users, while also being a reflection of your brand. Design elements should
be intuitive, highly functional and accessible. The design should keep visitors engaged and
allow information to be easily found.
Navigability and Ease of Use
Website navigation is key to ensuring a website is user friendly and that information is easy to
find. The first page users generally visit on a website is the homepage, so it is arguably the
most important.
To ease navigation, it is a best practice to list navigation menus and buttons in a way to make it
easy for users to find the content they seek. Having clearly defined and grouped navigation
items can assist users in finding relevant information.
To ensure that visitors are able to find the information they need, top-viewed content should
be prioritized on the homepage. Currently Saratoga utilizes buttons on the homepage that link
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to important information Events, Agendas, Recreation, Permits and Safety. This is a best
practice, as it assists users in reaching relevant information quickly. It is important that the City
reevaluates the most viewed pages to ensure the buttons continue to be relevant and update
them accordingly.
Accessibility
Website accessibility is essential in effectively reaching all website visitors, including visitors
who are visually impaired or speak a language other than English.
Currently, Saratoga’s website links to an Accessibility page in the website’s footer which is a
best practice. The page provides information on the website’s accessibility and compliance
with Section 508 and the Web Content Accessibility Guidelines (WCAG) international standard
2.0 A and AA. The page also lists browser accessibility information and additional resources
such as assistive plug-ins.
Additionally, Saratoga’s website has a Google Translation feature that is available on each
page as a “sticky button20” on the bottom right, which is a best practice as it makes it easy for
users to translate the website from whichever page they view.
Using descriptive link text is another best practice as it ensures that individuals using assistive
technology such as screen reader technology are able to have an accurate description of a
link’s destination. Currently, Saratoga’s website does use descriptive link texts but there is
room for expansion on this practice by spelling out email addresses. Spelling out the email
address makes it as clear as possible that by clicking/tapping on the link, you will email that
person. It is also a best practice to capitalize each new word in an email address.
Don’t Do This:
• Wildfire prevention and preparedness is important to the City of Saratoga. Learn more
here.
• Email Mayor of Saratoga
Do This:
• Learn tips for wildfire prevention and the importance of being prepared.
• Email Mayor@saratoga.ca.us
20 A “sticky button” is one that stays on a webpage as a user scrolls down.
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Adding alt text21 (“alternative text”) to images is recommended as it assists visually impaired
visitors that leverage screen reading technology. Alt text also gives search engines better data
that boosts search engine optimization (SEO). When developing strong alt text, avoid using
solely keywords but providing a short and specific description.
Don’t Do This:
• Alt = phone
• Alt = phone social media iPhone Instagram app application hand computer photos
photographs
Do This:
• Alt = A hand holding a mobile phone open to Instagram
Adding captions to videos is also recommended as it ensures this content is accessible to
individuals that are hearing impaired. All video-only or audio-only content on a website should
have a text transcript or captions built into the video.
Example:
Figure 29 - Example of Video Captions from the City of La Cañada Flintridge’s RHNA Explanation Video
21 Alt text (“alternative text”) describes the appearance and function of images embedded on your website, emails
or social media posts.
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The WCAG guidelines require certain color contrast ratios depending on use. The ratio
measures how bright or dark colors appear on screens compared to each other, between all
text or non-text and the backgrounds they lay on. WCAG Success Criterion 1.4.3 requires a
color contrast ratio of at least 4.5:1 for normal text (14 pt. or below) and 3:1 for large text (18 pt
or ³14 pt bold). This criterion refers to text that falls under Level AA – Text.
WCAG Success Criterion 1.4.11 requires a color contrast ratio of at least 3:1 for user interface
(UI) components and graphics. UI components and graphics fall under the Level AA – Non-Text
category.
WCAG Success Criterion 1.4.6 requires a color contrast ratio of at least 7:1 for regular text and
4.5:1 for large text. This criterion refers to text that falls under Level AAA – Text.
The charts in Appendix B identify the consistent colors used on the website and show which
color combinations meet color contrast requirements.
Branding Tools
An agency’s website is a reflection of its brand and it is important that its brand is represented
accordingly. The use of branding tools can assist in communication. With proper use of
branding and branding tools, goals such as investment, engagement, community, reach and
impact can be achieved through creating a consistent visual and recognizable identity.
Branding tools, such as a city logo, city seal, city signature and city colors, are used to visually
represent a city in various ways. It is important that an agency has a style guide that outlines
what each of these branding tools is, how to use them and when to use them. These tools can
be used in a myriad of ways from official documents to digital content. Currently, Saratoga
does not have an official style guide.
Although Saratoga does not have an official style guide, Saratoga’s website does use
consistent colors, logos and fonts, which is a best practice. The site also features a custom
favicon (short for “favorite icon”): a favicon is the 16x16 pixel image that displays next to the
webpage title in your browser window. Although the favicon is different from the City logo, this
is a best practice as having a custom favicon helps users identify the brand.
Content Organization
Content organization and design go hand in hand as they both relate to user experience.
Having comprehensive content organization and an intuitive design help optimize a website
and improve user experience.
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Navigability and Ease of Use
An important component of a website’s content organization and accessibility is its site map. A
site map is a file that contains a list of all present and visible webpages on your website that
are accessible by search engines and users of the webpage. Site maps are helpful for users
when navigating as they generally display the whole structure of the website.
Currently, Saratoga does link to its site map within the footer of the homepage but the site
map is not comprehensive as it only lists the main categories (i.e. Home, About, Government,
Residents and Business) and two custom links to the Neighborhood Watch and Sheriff’s Office
pages but not the pages within those categories. The City is unable to fully upload its site map
due the nature of its navigation set up using landing pages in place of drop down menus.
As mentioned in the Design section, top-viewed or frequently used pages should take priority
in design as well as content organization. Optimizing tools such as buttons and dropdown
menus with relevant topics is important to assist users in finding the information they seek.
Currently, the Saratoga website does not utilize dropdown menus. Using dropdown menus is a
best practice as it helps streamline the process of finding information.
The City’s website does feature consistent links in its footer across the entire website. This is a
best practice as it helps visitors navigate to important pages.
Mobile Optimization
The use of mobile devices continues to grow and is expected to continue growing. Creating a
website with a responsive mobile design is important to better serve users who are visiting the
site with their smartphones and tablets.
Currently, the City’s website does have a mobile responsive design that allows users to
navigate the website through their web browser on their mobile device. This is a best practice
as website traffic from mobile devices can be 50% or more of user traffic.
Content Relevance and Consolidation
As mentioned above, the homepage is arguably the most important page on any website and
it should prioritize relevant content that users are the most interested in.
Providing an easily accessible calendar with relevant and updated content will help engage
citizens in local events, meetings and discussions. Calendar information on the homepage
should be focused on upcoming events, meetings, and link to a more detailed calendar.
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Another way to assist users with finding relevant information is by featuring an open search bar
with predictive search. Currently, the City’s website does feature a prominent predictive search
bar function, which is a best practice. The search bar encourages users to find information on
the website like they would in a search engine rather than having to navigate through the
website to find relevant information.
To ensure relevant and correct information is being provided it is important that the City
consolidates information onto fewer pages so that information isn’t unnecessarily repeated
across multiple pages. Content consolidation is a best practice as it removes irrelevant and
outdated information and groups information into more relevant, in-depth and useful
resources.
Staff and Council Website Feedback and Recommendations
The overall sentiment from City Staff and City Council was that there is room for improvement
with the City’s website. The main concerns expressed were related to navigation, design,
structure and ease of use.
Elements to Improve and Features to Add:
Staff and City Council identified the following elements that they believed were difficult to use,
in need of improvement or could be added for improvement. The main concern was navigation
and the ability for users to find information.
• Reduce amount of clicks necessary to reach pages, especially with the homepage
navigation bar.
• Optimize the internal search tool as it provides a large amount of outdated information.
• Consolidate or differentiate between the “Sign Up,” “Notify Me” and “Create An
Account” buttons as they all share the same landing page. Make these buttons clearer
to clarify what a user is signing up for.
• Make the newsletter sign up more prominent.
• Update the social media icons, specifically Nextdoor, on the the homepage.
• Improve organization of and navigation to the City’s municipal code as ordinances are
difficult to find.
• Provide a simplified, clarified and transparent presentation with a more uniform font
with less cursive to ensure that is easily readable.
• Modernize the website as it seems outdated compared to surrounding cities’ websites.
• Implement an app for the website and City services, such as a GoGov application to
serve as a citizen reporter app.
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• Implement dropdown menus for easier navigation as navigating to other pages on the
website can be difficult.
• Prioritize relevant and most-viewed content for easily accessible information.
• Add calendar events to the homepage.
• Make the calendar’s filter tool more prominent to make events easier to find.
• Consolidate pages as there are too many subpages which can be difficult to navigate
and invest in an archiving tool.
• Add quick and prominent contact buttons.
• Update and consolidate the Council and Commission sections of the website and
organize agendas, minutes and videos on fewer pages.
• Create a request portal where users can track progress on a request.
• Update homepage buttons to ensure they lead to relevant information.
• Optimize analytics to determine what content on the website is relevant to users.
• Update the feature that allows residents and visitors to book community rooms, sports
fields, etc. to be more prominent and easily found.
• Allow forms to be sent to individual Council Members, Commission Members, etc.
These forms are currently sent to the entire group.
Easy to Use Elements
• Organization and navigation of permit section is easy.
• Easy to find council videos and agendas within Government section.
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Appendix D – Website Resources
CivicPlus offers downloadable online resources for local government agencies. The resources
are provided in various mediums, such as brochures, webinars, eBooks, fact sheets,
infographics, etc. Their resources cover topics from web design, digital optimization, and
department-specific categories. All free resources are available for download on the CivicPlus
Free Local Government Resources webpage.
CivicPlus also offers ongoing training and consulting for its CMS users. The training and
consulting include customized on-site or virtual training, training videos and webinars. Details
about pricing and offerings can be found on the CivicPlus Ongoing Training and Consulting
webpage.
Available Features
CivicPlus offers a number of features and product suites to its CMS users. Tripepi Smith notes
that some of the listed features and products below are not currently part of the City’s plan
with CivicPlus and would require further payment.
CivicEngage For municipal websites: digital communications solutions designed for
municipalities.
CivicReady For mass notifications: send emergency and routine notifications quickly,
reliably, and securely.
CivicRec For recreation management:
grow membership, participants, and manage activities.
CivicOptimize For workflow automation: time-saving digital optimization solutions.
CivicClerk For agenda & meeting management:
Digit al solution to make agendas and meetings effortless.
SeeClickFix For citizen request management:
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built to support strong communities and more efficient government.
CivicHR For employee management: recruit, identify, hire, and onboard talent and
assess employee performance.
Municode For codification: code digitization and online access.
CivicGov For planning, permitting, and licensing:
end-to-end zoning, building, and inspection management.
Saratoga does not currently use all of these products. But there are potential solutions that
could help optimize the City’s website.
Within CivicEngage Central there are three main categories under Modules22 that organize the
features of the website: Content, Site Tools and Live Edit. Currently, the City uses 30 features
in Content, 15 in Site Tools and 13 in Live Edit which are explained below:
Content Modules
Activities Organize and publish community activities available for registration.
Specify categories, descriptions, sessions, and single-instance or recurring
activity.
Agenda Center Create and display meeting agendas. Enter minutes directly into agendas.
Includes templates and work flows for efficiency and accuracy.
Alert Center Post emergency or other important notifications. Users can also sign up to
receive alerts via email and/or text with the Notify Me module.
22 Modules populate dynamic information that links throughout the site and relates to the
appropriate pages.
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Archive Center Sort and store date-sensitive documents in easy-to-search list format.
Perfect for reports, budgets, newsletters, etc.
Bid Postings Organize and post bid opportunities. Provide details, attach supporting
documents, and offer sign up for notification when new bids are available.
Blog Open lines of communication by writing on topics of interest or concern
and asking for feedback. Increase government transparency and citizen
interaction.
Calendar Post upcoming events to keep citizens informed. Offer sign up for
email/text notification when new events are posted.
CivicSend Easily create and send visually rich messages to your GCMS lists via
multiple communication channels.
Community
Connection
Allows users to connect with each other. Users can create groups, post
comments, and vote on various discussions.
Community
Voice
Create categories and encourage citizens to post ideas. Promotes
innovation, improvement, and collaboration.
Document
Center
Stores documents, forms, and other files for public access. Create folders
and sub-folders to organize documents by department and division.
ePayment
Center
Works with the Forms Module to process simple payments.
Facilities Allows users to view and request facilities reservations. Includes custom
registration form, calendar showing current reservations, and slideshow
manager. Ties to ePayment module.
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FAQs Provide a list of answers to frequently asked questions about your
organization. Cut down on phone and foot traffic.
Form Center Create online, fillable forms from scratch using simple drag-and-drop
functionality. Form Center is recommended for all forms other than Citizen
Request Tracker forms as Form Center forms are more mobile-friendly.
Forms Create custom, online forms for users to fill and submit electronically.
Form contents can be automatically emailed to a specified address. Forms
is recommended for Citizen Request Tracker forms.
Graphic Links Create your own image-based buttons or stylized “fancy” graphic buttons
for your website. Reuse buttons via the Graphic Links widget.
Info Advanced Allows for special website features, such as a Mayor's Corner, contact
information boxes, advertising, etc.
Jobs Post job opportunities and details. Users may download a job application,
subscribe to receive notification of new job postings, and email resumes
to a specified address.
Locations Stores locations (address, city state, zip) for use by other modules
including Form Center, Calendar, and Activities.
My Account Similar to a social media profile. Allows users to message each other, post
thoughts, manage settings and direct requests, manage groups, view site
use leaders, and track site activity.
News Flash Post organizational news items of interest right on your home page and/or
create categories to designate where the news flash is posted.
Notify Me Allows users to sign up for any/all of the various email lists you offer. You
can send a mass email to everyone on a subscription list in a few easy
steps. It also connects to the Alert Center for emergency notifications.
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Online Job
Application
Allows users to complete job applications online. Completed applications
are saved in pdf format for download and review. Can be used in
conjunction with the Job Postings module.
Opinion Polls Allows admin users to post questions to the public and view responses.
Users can also see how others responded, once their answer is submitted.
Pages Controls module parameters, properties, permissions, and custom
widgets for Live Edit pages. All other pages work is done on the front-
end. Archives can be viewed from the admin side.
Photo Gallery Allows you to showcase photos from in and around your organization. You
may also allow site visitors to upload photos.
Quick Links Place links to related and often-requested information directly on the
page of your choice.
Real Estate
Locator
Lists residential and commercial properties within your community.
Residential properties are separated from commercial properties and each
has its own search functionality.
RequestTracker Organizes follow-up communication when a user request is issued. Create
categories to help users locate their specific problem and report it easily.
Resource
Directory
Lists contact information for area businesses. Organized by category for
easy location.
Staff Directory Lists contact information for departments and divisions, as well as
individual employees.
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Site Tool Modules
Custom 404 Allows admin users to add custom content to their 404 page. Includes an
editor for formatting content.
Design Center Used primarily by CivicPlus staff to manage the look and feel of your
website. Contains Layout Manager, Theme Manager, Widget Manager,
and Migration Center.
Group
Administration
The control center for front-end and back-end user groups (create, add,
remove). Users signing up from the front-end are added to a front-end
group; users added from within the module may be added to either
group. Group assignment determines access to content, modules, and
system admin functions.
History Log Logs all activity on the system – from approving and publishing to
creating and modifying module content. Listed items are linked to the
corresponding activity.
Redirects Allows users to create redirects for links, URLs, and domains (often used
by clients with multiple domains). Create short, easy-to-remember URLs
that link (redirect) to a specified website page. Also used to help search
engines find moved content.
Search Allows you to view what site visitors are searching for to help determine
what information is most important and what users are having a tough
time finding.
Subscriber
Management
View and manage subscribers of site notification lists.
Tag
Management
Implement, manage, and maintain tags on the site for data collection.
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Template
Manager
Build design templates to associate with selected modules. Used in
conjunction with Department Header Packages.
User
Administration
Control center for individual user settings, including user-groups, login
credentials, email, and photo. Allows you to add or remove users and
view login history.
Expiring Items A list of items set to expire (based on unpublish dates). Includes title,
expiration date, modified by, and corresponding links. Allows users to
search date ranges, timeframes, and content types.
Google
Analytics
Links to your Google Analytics instance, providing access to web traffic
data. Login is required.
Piwik Links to your site’s Piwik instance, providing access to front-end web traffic
data. Login is required.
Site Map Redirects users to the sitemap on the front-end of the website, allowing
them to make changes in Live Edit mode. No settings, parameters, or
permissions are adjustable.
Site Properties Control center for items such as the default notification send time, various
link behavior defaults, privacy policy, and terms and conditions.
Live Edit Modules
Some of the features from the Content Modules are also part of the Live Edit Modules.
Activities Organize and publish community activities available for registration.
Specify categories, descriptions, sessions, and single-instance or recurring
activity.
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Alert Center Post emergency or other important notifications. Users can also sign up to
receive alerts via email and/or text with the Notify Me module.
Blog Open lines of communication by writing on topics of interest or concern
and asking for feedback. Increase government transparency and citizen
interaction.
Calendar Post upcoming events to keep users informed. Offer sign up for email/text
notification when new events are posted.
Community
Voice
Create categories and encourage users to post ideas. Promotes innovation,
improvement, and collaboration.
Facilities Allows users to view and request facilities reservations. Includes custom
registration form, calendar showing current reservations, and slideshow
manager. Ties to ePayment module.
FAQs Provide a list of answers to frequently asked questions about your
organization. Cut down on phone and foot traffic.
Jobs Post job opportunities and details. Users may download a job application,
subscribe to receive notification of new job postings, and email resumes to
a specified address.
News Flash Post organizational news items of interest right on your home page and/or
create categories to designate where the news flash is posted.
Pages Controls module parameters, properties, permissions, and custom widgets
for Live Edit pages. All other pages work is done on the front-end. Archives
can be viewed from the admin side.
Photo Gallery Allows you to showcase photos from in and around your organization. You
may also allow site visitors to upload photos.
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Quick Links Place links to related and often-requested information directly on the page
of your choice.
Appendix E – Color Contrast Test
Color Sample Hex Code
084039
338380
E06C15
E9925A
F4F2E9
FCFCF6
Colors Tested
(Column 1 = Text/
Column 2 = Fill)
Sample Contrast
Ratio
Compliant?
(Yes/No)
Level AA – Text
(Regular/Large)
Level AA – Non-Text Level AAA – Text
(Regular/Large)
FCFCF6 084039 Test 11.31:1 Yes/Yes Yes Yes/Yes
FCFCF6 338380 Test 4.34:1 No/Yes Yes No/No
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FCFCF6 E06C15 Test 3.22:1 No/Yes Yes No/No
FCFCF6 E9925A Test 2.34:1 No/No No No/No
FCFCF6 F4F2E9 Test 1.09:1 No/No No No/No
F4F2E9 084039 Test 10.39:1 Yes/Yes Yes Yes/Yes
F4F2E9 338380 Test 3.98:1 No/Yes Yes No/No
F4F2E9 E06C15 Test 2.96:1 No/No No No/No
F4F2E9 E9925A Test 2.15:1 No/No No No/No
F4F2E9 FCFCF6 Test 1.09:1 No/No No No/No
E9925A 084039 Test 4.84:1 Yes/Yes Yes No/Yes
E9925A 338380 Test 1.86:1 No/No No No/No
E9925A E06C15 Test 1.38:1 No/No No No/No
E9925A F4F2E9 Test 2.15:1 No/No No No/No
E9925A FCFCF6 Test 2.34:1 No/No No No/No
E06C15 084039 Test 3.51:1 No/Yes Yes No/No
E06C15 338380 Test 1.35:1 No/No No No/No
E06C15 E9925A Test 1.38:1 No/No No No/No
E06C15 F4F2E9 Test 2.96:1 No/No No No/No
E06C15 FCFCF6 Test 3.22:1 No/Yes Yes No/No
338380 084039 Test 2.61:1 No/No No No/No
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338380 E06C15 Test 1.35:1 No/No No No/No
338380 E9925A Test 1.86:1 No/No No No/No
338380 F4F2E9 Test 3.98:1 No/Yes Yes No/No
338380 FCFCF6 Test 4.34:1 No/Yes Yes No/No
084039 338380 Test 2.61:1 No/No No No/No
084039 E06C15 Test 3.51:1 No/Yes Yes No/No
084039 E9925A Test 4.84:1 Yes/Yes Yes No/Yes
084039 F4F2E9 Test 10.39:1 Yes/Yes Yes Yes/Yes
084039 FCFCF6 Test 11.31:1 Yes/Yes Yes Yes/Yes
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Appendix F – 2015 Website Visioning Document
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WEBSITE FEATURE EXAMPLES
Feature 1: Layout and Search Location
a) Prominent Photo, Discreet Search Tool – Napa, CA (population: 78,294)
b) Prominent Photo & Search Tool – Riley County, KS (population: 74,059)
c) Prominent Search Tool, No Photo – McKinney, TX (population: 191,197)
285
Feature 2: Drop-Down Menus
a) Detailed Menu – Dodge City, KS (population: 27,186)
b) Simple, Expandable Menu – McKinney, TX (population: 191,197)
286
Feature 3: Buttons
a) Colorful Buttons with Titles & Descriptions – McKinney, TX (population: 191,197)
b) Monochrome Buttons with Titles, No Descriptions – Brea, CA (population: 44,182)
287
Feature 4: News Section
a) Text Only – Brea, CA (population: 44,182)
b) Photos/Graphics & Text – Anaheim, CA (population: 353,085)
288
Feature 5: Calendar
a) List of Events with Filters, No Month View – Brea, CA (population: 44,182)
b) Month View & Events List with Filters– Napa, CA (population: 78,294)
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City of Saratoga
Communications Assessment Report
July 2015
Submitted by Ryder Todd Smith
Shannon O’Hare
Version 2.1
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Table of Contents
Executive Summary ....................................................................................................................................... 4
About Saratoga ............................................................................................................................................. 5
The Importance of Communications ........................................................................................................ 5
Engagement Approach Summary ............................................................................................................. 6
A Changing Communications Landscape ...................................................................................................... 6
Saratoga by the Numbers ............................................................................................................................. 7
Current Communication Methods ................................................................................................................ 8
Website ..................................................................................................................................................... 8
Social Media ............................................................................................................................................ 12
Median Banners ...................................................................................................................................... 15
Photography ............................................................................................................................................ 16
Community Newsletter – The Saratogan ............................................................................................... 16
Television/Video Assets .......................................................................................................................... 17
Radio Station ........................................................................................................................................... 19
Media Relations ...................................................................................................................................... 19
Department Communication Activities ...................................................................................................... 20
City Manager’s Office .............................................................................................................................. 20
Recreation and Facilities Department .................................................................................................... 21
Public Works Department ....................................................................................................................... 22
Community Development Department .................................................................................................. 23
Administrative Services Department ...................................................................................................... 24
Partner Agencies and Outside Perspectives ............................................................................................... 24
Santa Clara County Fire Department ...................................................................................................... 24
Santa Clara County Sheriff’s Office ......................................................................................................... 25
Santa Clara County Library District ......................................................................................................... 26
School Districts ........................................................................................................................................ 27
West Valley Community College ............................................................................................................. 29
Business Community and Chamber of Commerce ................................................................................. 29
Observations ............................................................................................................................................... 30
Saratoga’s Population ............................................................................................................................. 30
A Strong Foundation for Communications ............................................................................................. 30
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City Communications Are Not Reaching Their Full Potential.................................................................. 31
Recommendations ...................................................................................................................................... 32
Conclusion ................................................................................................................................................... 39
Appendix A - Interview Participants ........................................................................................................... 40
Appendix B – City Website Email Notification Subscribers......................................................................... 42
Appendix C – Website Review .................................................................................................................... 43
Appendix D– Facebook Metrics .................................................................................................................. 44
Appendix E – Typical The Saratogan Production Schedule ........................................................................ 45
Appendix F – Granicus Viewership Rates .................................................................................................... 46
Appendix G – Santa Clara County Sheriff’s Office Media Relations General Order ................................... 48
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Executive Summary
The City of Saratoga engaged Tripepi Smith & Associates to assess the City's current communications
strategy and processes, with the long-term goal of strengthening the City's communications with its
citizens. To this end, Tripepi Smith conducted interviews with City Councilmembers, City staff,
representatives of partner agencies, and involved citizens in order to analyze the City's existing
communication platforms and determine how the City could improve and expand its current
communication methods.
City communications and citizen engagement are a critical aspect of city operations. Maintaining open
lines of communication with residents can avoid conflict, empower citizens to help improve their
community, and deliver on the myriad benefits of transparency. The City of Saratoga evidences a strong
foundation for communications in its practices and executes certain aspects of communications with
consistency and skill. The City staff also defines the communications experience as one of a strong
customer service experience where the small town experience allows staff to focus on individual
connections with community residents.
The City of Saratoga is a bedroom community of professionals known for its excellent school districts.
Consequently, the City's demographic largely consists of busy residents focused on work and family life
rather than on engaging in City matters. Assessment participants noted that Saratoga is a changing
community, with longer-term residents being more resistant to change, while families new to the area
were less resistant to change around the City’s small-town feel. Changes in the city are also evidenced
by increased ethnic diversity, due to growing Chinese and South Asian communities.
The City recognizes the benefits of having an educated population, while realizing the challenges of
reaching a demographic with so little free time to participate in civic engagement. Residents dedicate
the spare time they do have to participating in school-related matters. Seizing such opportunities to
reach residents through better communications would serve to strengthen the City’s ties to the
community.
Media coverage of Saratoga is consistent with the size and relative location to the much larger media
market of the Bay Area. The City receives relatively little media coverage outside of hyper-local
publications.
Over the years Saratoga has employed a largely centralized approach to communications. While
department heads are empowered to speak to the media, City communications usually flow through the
City Manager’s Office.
With a small staff concerned with doing their very best for the community, communications is often a
secondary consideration for staff outside of the City Manager’s Office in the hustle of day-to-day
operations. As a result, the City has not adopted the necessary processes and procedures required to
execute an effective and proactive communications strategy.
The City has a number of dedicated communications platforms in use, as well as a strong foundation of
processes in place to support communications. The City has a quarterly newsletter with strong content,
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regularly authors press releases1, and has a good foundation for developing social media assets. Tripepi
Smith’s recommendations generally center on improving existing processes, documenting and
formalizing certain policies and procedures, broadening into other platforms and leveraging existing
communication channels.
Additionally, Tripepi Smith identified specific areas for improvement in the area of communications with
action steps in each of those areas. The general theme in these areas was identifying how to improve
upon existing processes or to drive an evolution in strategy that could yield stronger communications for
the City.
About Saratoga
The City of Saratoga is a suburban community of over 30,000 residents and roughly 11,000 households
nestled against the Santa Cruz Mountains in the heart of the Silicon Valley.2
The City’s population is highly educated with a median household income of $159,212.3 Nearly 78% of
the population holds a bachelor’s degree or higher.4 Saratoga is known for its excellent schools, safe
neighborhoods, and small-town feel. Relative to the surrounding communities in Santa Clara County,
Saratoga is historically politically conservative. 5
Saratoga’s two largest ethnic groups are Caucasian (54%) and Asian (41%). 35% of the population speaks
a language other than English at home, with 10.5% of the population speaking English less than “very
well.” The city has notable Chinese and South Asian populations, with 22% and 14% of the City's
population consisting of these two ethnic groups.
Prompted by concerns that the neighboring City of San Jose would annex the area, the City of Saratoga
was incorporated in 1956 to preserve its home rule. The City is run in a small and efficient manner, and
contracts out many services as a way to manage costs. Staff and Council often refer to the City as a
“minimal services” city.
The Importance of Communications
Local government is the institution of government closest to the people. It is often a citizen’s only point
of civic engagement in any given year. It is also the most trusted form of government, in part, due to the
ability of residents to interact directly with elected leaders and staff in the course of everyday life.6
1 A full list of press releases from the City Manager’s Office can be found at
http://www.saratoga.ca.us/whatsnew/press_releases.asp
2 According to the U.S. Census Bureau, Saratoga had 10,940 households from 2009 -2013
http://quickfacts.census.gov/qfd/states/06/0670280.html
3 http://quickfacts.census.gov/qfd/states/06/0670280.html
4 http://quickfacts.census.gov/qfd/states/06/0670280.html
5 City residents voted 63% for Governor Jerry Brown in the 2014 election where the Santa Clara County Voted 73%
for Governor Jerry Brown.
6 http://www.gallup.com/poll/5392/trust-government.aspx
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Building and consistently executing a communications plan helps cities foster an engaged community. By
leveraging established communications platforms and creating new ones, cities can inform residents of
upcoming initiatives, alert citizens to community meetings, and organize the community in response to
emergencies. To see the most benefit from their communication efforts, cities must build trust. Times of
crisis are not the best time to begin a dialogue with the community. Reactionary communications on
controversial community issues can appear artificial and desperate. Regular communications are
essential to establishing trust with residents.
Saratoga is a small community with busy residents that is largely underserved by mainstream media
outlets. Consequently, the City cannot rely on conventional news outlets to adequately provide
information to residents. This report documents the City’s current processes, identifies successes and
suggests future goals for the City’s communication efforts.
Engagement Approach Summary
In order to evaluate the City’s current communications strategy and processes, Tripepi Smith met with
leadership from departments within the City as well as outside agencies and community influencers that
either create or consume City communications. These interviews allowed Tripepi Smith to assess
existing communications from both internal and external viewpoints. For a full list of assessment
participants, see Appendix A.
Having completed the interview process outlined above, Tripepi Smith set about documenting existing
processes and platforms, identifying opportunities for improvement in City communications and
surfacing best practices that the City could most effectively integrate into existing processes.
Consideration was given to organizational culture and fiscal viability.
In addition to evaluating the City’s communications, Tripepi Smith was asked to identify and formulate
recommendations for electronic platforms to increase the reach of existing communications. The
observations and recommendations included in this document are intended to act as a starting point for
the City, and may change due to budgetary and staff considerations. Emphasis was placed on common
solutions like enhancing the existing website, leveraging social media more extensively or further
leveraging emails tools.
A Changing Communications Landscape
During the course of the interview process, staff and community members repeatedly stated that
Saratogans largely get their information from word of mouth. The decline of the local newspaper across
America and concurrent rise of the Internet has diversified sources for local news. The situation is made
more complex by the consolidation of newspapers in the Bay Area and the rise of a highly saturated
market in remaining outlets. Saratoga’s conventional media market is dominated by San Francisco and
San Jose. As a result, conventional media can not be counted on to cover the local news that relates to
the City government and would be important to residents.
Additionally, residents have significantly evolved the tools they use to gather information. For large
numbers of residents, this is through the Internet and delivered on traditional computers or mobile
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phones. The information may come from social media, online newspaper sites, bloggers or the City’s
own platforms. The possible channels of communication have only increased, so delivering messages to
residents requires the dissemination of information across all available platforms to reach the widest
possible audience.
Saratoga by the Numbers
The City of Saratoga has a number of different means and methods for communicating with its
residents, and each channel allows for an opportunity to reach residents in a slightly different way. An
effective communications effort will focus on using the platforms that residents are most comfortable
with, and can include: websites, email campaigns, social media accounts, print advertising, and
television spots.
Understanding size and characteristics of the audience is important to setting goals and defining
engagement success. The chart below illustrates the various market metrics to evaluate the total
potential audience and existing audience for communications.
7
7 Saratoga Residents- http://quickfacts.census.gov/qfd/states/06/0670280.html
Facebook Users numbers gathered from Facebook Business Manager Ad Service
Number of Registered Voters and Voters in Local Election
https://www.sccgov.org/sites/rov/Statistics/Documents/sov/2014/E101_SOV_Final.xls
Voters in November 2014 Election-
http://results.enr.clarityelections.com/CA/Santa_Clara/54209/149818/Web01/en/summary.html
Households - http://quickfacts.census.gov/qfd/states/06/0670280.html
Recreation Constant Contact mailing list and Business License numbers provided by staff
Facebook Likes as of 6/29.2015
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
Saratoga by the Numbers
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Current Communication Methods
Website
City websites can be one of the most powerful tools for communications with the public. The website
can serve as a platform for the latest news and developments in the City, a showcase for economic
development and tourism, and a place to download forms and conduct City business.
City staff and Council members identified the City website as a communications platform due for an
update in the near future. Each department has been empowered to add content to the City website
and multiple staff members can add to the City of Saratoga website home page, yet most content on the
home page is static and does not receive regular updates. There is no process for determining what
content is displayed on the home page, or when individual pages are reviewed for updates. The City
does not have a designated website editor or policy determining access rights to the City website.
Currently, Administrative Analyst Brian Babcock and City Clerk Crystal Bothelio manage the majority of
content on the home page.
Residents can subscribe for notifications regarding website updates and City communications. For
metrics of resident subscriptions, see Appendix B – City Email Notification Subscribers.8
Staff communicated a desire for increased search engine optimization (SEO) capabilities for the City of
Saratoga website. While a full SEO audit is beyond the scope of this assessment, Tripepi Smith noted
some basic SEO observations and best practices for the City to implement on the website. For additional
observations and critiques of the website, see Appendix C – Website Review.
Website Analytics
The City installed Google Analytics on the City’s website in November 2014. Google Analytics provides
an array of information about website visitors, content popularity, overall traffic volumes and visitor
platforms of choice used to access the website. Previously, the City had relied on Civica's proprietary
analytics program to collect information about website use.
Review of these website statistics is an important part of executing a website strategy. The City can
gauge the interest of the public in certain issues based on the relative traffic volume of certain pages.
The City does not regularly review its Google Analytics metrics, although staff in the City Manager’s
Office occasionally viewed Civica’s analytics. Tripepi Smith has executed a website metrics review as part
of its assessment process.
8 City website policy can be viewed here: http://www.saratoga.ca.us/about/website_policy.asp
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Top 10 Most-Visited Webpages
The ten most-visited webpages of the City of Saratoga website are listed below. The data is pulled from
looking back at all available activity (starting on November 8, 2014). Predictably, the most-visited page
on the website is the home page. However, the level of interest in the Recreation & Facilities page may
reflect, in part, the effectiveness of the Recreation Department’s email campaign efforts and online
registration process in addition to the community’s general interest in recreation programming.
0
5000
10000
15000
20000
25000
30000
35000
40000
Top 10 Most-Visited Pages
Page Views
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Website Traffic by Device
Visitors to the website are primarily using desktop computers, but roughly 20% of visitors use mobile
phones and 9% use tablet devices. Though the website is viewable on mobile devices, it is not optimized
for mobile users.
Website Traffic by Source
Like many websites, Google Search is the primary source of traffic to the City website. Google
Webmaster Tools has not been enabled on the City website. Consequently, it is not possible to see all
search terms visitors type into search engines to find the City website.
Website Traffic by Device
Desktop Mobile Tablet
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11
9
9 Large volume of direct traffic possibly caused by internal traffic by staff
300
12
Website Traffic by Geography
Traffic to the website largely comes from Saratoga and its surrounding communities. This is expected
behavior, particularly given that Saratoga is a not significant tourist/travel destination.
Please note that geographic information could be inaccurate in some cases based upon technical issues
and best-guess geolocation by IP address. Additionally, residents who are working outside city limits
could be accessing the website. It should also be noted that Google Analytics is not currently set to
exclude traffic coming from within City Hall, so some data is a result of City staff using the website.
Social Media
Social media is a powerful tool that is flexible, can target specific segments of the community, and is
cost-effective. Unlike traditional media, social media has the potential for enhanced connectivity and
ongoing direct engagement with residents, as it allows for two-way communication. According to Pew
Research Center, 80% of adults online use social networking sites. Although social media is still used at
higher rates by young adults, Facebook use by online adults age 65 and over is at 56% as of September
2014.10
10 Maeve Duggan, Nicole B. Ellison, Cliff Lampe, Amanda Lenhart and Mary Madden. Social Media Update 2014.
Pew Research Center’s Internet Project, 9 Jan. 2015. http://www.pewinternet.org/2015/01/09/social-media-
update-2014/
0
2000
4000
6000
8000
10000
12000
14000
San Jose Saratoga San Francisco Cupertino Santa Clara
Traffic to Website -Top 5 Cities
Visits to Website
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The City has the following social media accounts:
City of Saratoga Social Media Accounts
Social Media Account Social Media Manager
Number of
Likes/Followers/Subscriptions11
City of Saratoga Nextdoor City Manager’s Office 2,394
City Hall Facebook Page City Manager’s Office 653
Saratoga Recreation Facebook
Page
Saratoga Recreation
Department 552
City of Saratoga Nextdoor Active
Users12 City Manager’s Office 164
City of Saratoga LinkedIn Account Human Services Department 104
Saratoga City Hall YouTube
Account City Manager’s Office 17
@CityofSaratoga Twitter Account City Manager’s Office 85
@SaratogaCM James Lindsay 39
The City Manager’s Office is responsible for all City Hall social media efforts, including producing content
for the City’s Facebook, Nextdoor.com and Twitter accounts as well as producing and filming video
content for the City’s YouTube and Vimeo accounts.
Social media metrics are not collected and documented on a regular basis, although staff reviews social
media metrics in passing. Staff views Nextdoor.com as driving more public comment and event
attendance, although Facebook receives a fair amount of public attention as well.
The City has a social media policy, and noted at one point that Nextdoor.com and Facebook were
underutilized.13 The City makes a point of posting information that will gain quality engagement from
residents who will have a continued interest in City affairs. The City does not monitor or contribute to
the City’s Yelp, Wikipedia, or other external digital assets. The City coordinates communications with the
Santa Clara County Sheriff’s Department when there are joint functions (neighborhood watch and public
safety forums) co-hosted by the City and the Department.
Facebook
The City Manager’s Office experimented with “Boosting” Facebook posts to reach a wider audience14.
The City ran one Facebook Ad campaign to attract more “Likes” to the Page, but has not run ad
campaigns on Twitter, YouTube or Vimeo. The City started a hashtag (#SaratogaCA) for social media
accounts in an effort to provide residents with centralized conversation tracking.
11 Data sampled in May 2015
12 Defined as active users in the last 30 days as of the sampling.
13 For the City of Saratoga social media policy see:
http://saratoga.granicus.com/MetaViewer.php?view_id=9&clip_id=725&meta_id=29900
14 To date, the City Manager’s Office has spent $20.00 on a page advertising campaign and $65.00 Boosting posts
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The Recreation Department maintains a “Saratoga Recreation” Facebook Page. Multiple staff can
contribute content to the Page, but part-time employee Tiffany Hsia primarily manages the Page. Staff
has experimented with multiple approaches to the asset, but hasn’t observed the Page to be a powerful
tool for program participation. The Department has experimented with paying modest amounts to
“Boost” Facebook Page Posts to reach a wider audience, but did not observe tangible results from these
efforts. Staff also ran a contest to “Like” the Recreation Facebook Page by giving away a Starbucks gift
card, but did not experience an increase in activity due to this effort, either. To see comparison metrics
of City Facebook audiences, see Appendix D – Facebook Metrics.
Twitter
The City Manager’s Office uses a Twitter account to share information with the public. The Manager’s
Office does not cross-post between Facebook and Twitter, preferring to play to the strengths of each
platform. The City regularly Retweets content from partner agencies, and incorporates pictures and
video in order to get the most mileage out of the platform. The City has not engaged with members of
the media via Twitter or run Twitter ads to build a larger following.
LinkedIn
The Human Resources department currently maintains and contributes to the City’s LinkedIn account,
which is used almost exclusively for job recruitment purposes. HR previously had its own LinkedIn
account, but that account is no longer in use.
Nextdoor.com
Saratoga’s Nextdoor.com account consists of 34 active neighborhoods. City staff worked with Nextdoor
to create neighborhood boundaries based on physical divisions, characteristics and community interests.
Soon after Nextdoor launched, the first residents to sign up for Nextdoor in a neighborhood had the
ability to redefine neighborhood boundaries. Consequently, some neighborhood boundaries were reset
during the process. The platform has 3,294 registered members, with 165 of those members active
within the past 30 days. Staff noted that activity on Nextdoor.com is generally in line with the intention
of the platform and has little negative activity. Comments staff see (the City can only see responses to
City postings) on Nextdoor.com relating to City projects are sent to the department responsible for the
project and added to the project list’s comments section. For example, when a handful of people had
comments about a proposed noise ordinance update, public comments were added to the list of
comments.
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Figure 1 Map of Saratoga neighborhoods on Nexdoor.com
Median Banners
Saratoga introduced a median banner program and corresponding policy in late 201315. There are seven
banner locations throughout the city in high-traffic areas deemed the most visible and safe for traffic.
Banner locations are available for City use and qualifying community organizations, as outlined in the
median banner policy. The City fully manages the Median Banner Program and maintains a priority on
banner location reservation. Due to concerns from the community regarding the aesthetics of
continuously displaying banners, some City banner locations are left unused at times. The City
Manager’s Office coordinates with the City’s Public Works Manager of Parks Maintenance on banner
rotation.
Community organization may request and use median banner locations to promote their events. Most
organizations use three to four banner locations at one time, though the City goes through times where
no banners locations are booked, and where the banner locations are fully booked. The fee is $30.00 per
15 Median Banner Policy can be found at: http://www.saratoga.ca.us/civicax/filebank/blobdload.aspx?BlobID=7874
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location for up to two weeks and the policy is first come, first served. The process requires a formal
application, payment for locations, and a mockup of what the draft banner looks like.
The City conducted a survey of community groups regarding the effectiveness of the banner program
and received positive feedback. City staff also generally affirmed that banners are one of the most
effective advertising platforms for City information and to support community programs.
Photography
Saratoga does not have a dedicated staff photographer, though a 2014 summer photography intern
developed some photographic assets for the City. City Clerk Crystal Bothelio or Administrative Analyst
Brian Babcock takes photographs at City Council meetings, and the City Manager’s Office is investing in a
high-quality camera. Photographs are stored on a shared City directory folder accessible to all staff
members. All photographs from Saratoga’s 2014 summer intern are stored on that same drive and
accessible to all staff members. Although primarily used by the City Manager’s Office, other
Departments have used the photographs on occasion. When needed, the City Manager’s Department
uses Bing search to source royalty-free photography.
Recreation staff primarily gathers photographic assets via camera phone or solicits pictures of recreation
programming from class instructors. Occasionally, staff in other departments, such as Public Works, will
take pictures of projects in progress.
Community Newsletter – The Saratogan
The Saratogan is a quarterly newsletter distributed to each resident as an insert in the City’s Recreation
Program Catalog. Each issue of The Saratogan has a loose theme centered on City functions and features
such as parks, public safety or upcoming projects. Additional copies of The Saratogan are available in
coffee shops, newspaper racks, the library, Chamber of Commerce, and the Book-go-Round.
Staff presents preliminary topics and story ideas for The Saratogan at City Council meetings. Council
members recommend topics for the upcoming issue. The Administrative Analyst is responsible for the
production process and writes all content for the publication. Content creation takes three to four days
per newsletter. Administrative Analyst Brian Babcock uses Adobe Creative Suite software for the layout
of The Saratogan. The budgeted expense for the newsletter is $7,000 per year for printing and insertion
into the Recreation Guide. The City prints approximately 12,500 units of each issue. For a typical
publication cycle for The Saratogan, see Appendix E.
Relative to many city publications Tripepi Smith has reviewed, The Saratogan contains features critical
to a strong newsletter. Specifically, the publication does a good job of featuring new hires, profiling key
staff and members of the community, featuring a Q&A section on City functions and procedures, and
weaving themes into each edition.
Readership is unknown, although staff rarely receives feedback on the publication. To save on postage
costs, the City distributes The Saratogan as an insert in the Recreation Catalog. However, members of
the community Tripepi Smith spoke with noted that, relative to the size of the population, few residents
participate in Recreation programming. Consequently, many residents discard the Catalog without
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reading the cover or noticing that a City newsletter is inside. City Staff also recognized that the
newsletter is discarded along with the Recreation Catalog. The City is in the process of considering
supplementing the print publication with an electronic edition or moving to a completely digital edition
of the newsletter.
Figure 2: Summer 2015 edition of The Saratogan
Television/Video Assets
The City Manager’s Office is the primary content creator for the City’s video assets, YouTube and Vimeo.
When highlighting city projects, the City Manager’s Office will coordinate with other Departments to
create the script and film the footage. Generally, City Council members make suggestions for new video
content. Videos are shared with the City’s public and government access station, KSAR.
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Video YouTube Views16 Vimeo Views
Quarry Tour 915 587
Garbage, Recycling, and Green
Waste 639
185
State of the City 2014 267 116
Introducing Captain Rick Sung 208 40
Village Enhancements - Stage II 191 71
Prospect Road Improvement
Project 143
262
Quito Road PSA 116 22
State of the City 2013 63 312
Happy Holidays 62 N/A
Quito Bridges Replacement
Projects 36
183
Candidate Forum 2014 8 4
KSAR
KSAR is the government and community access station for the City of Saratoga. KSAR is broadcast live
through Granicus, on channel 15 on Comcast, and Channel 99 on AT&T U-Verse (shared with other Bay
Area public access stations). KSAR was a joint venture between West Valley College and the City of
Saratoga and shares studio facilities with West Valley College. KSAR was moved to a nonprofit structure
in the mid-2000s after cuts to the budget supporting local government access. There have been talks
about how to scale KSAR’s efforts, including some discussions about collaborating with the Mid-
Peninsula Community Media Center cable access JPA. KSAR has one part-time program manager and
contracts all other videography staffing. KSAR’s bylaws require that the Board consist of a mix of
community volunteers and the following City-related positions:
A Saratoga City Council voting member
A representative voting member from the City government of Saratoga
One representative voting member from West Valley College
4-12 additional members, the majority being residents of Saratoga who are subscribers to the
Saratoga cable TV system
The City contracts with KSAR for filming City Council and Planning Commission meetings and indexing
video into the Granicus software solution ($700/meeting). KSAR also manages the public access station
for an annual amount of approximately $29,000 for Fiscal Years 2014/15 and 2015/16. The City will
occasionally contract with KSAR at a separate rate for additional programming or producing internal
video footage. KSAR is currently working with the City on the upcoming contract in 2016 to: provide an
annual amount with City Council Meetings and Planning Commission meetings; and itemize special
16 Views as of May 9, 2015
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events and other video services. At the time of this assessment, the City and KSAR are in the process of
putting together a proposal for KSAR to use approximately $100,000 of PEG funds (public access funds:
public, education and government) to buy new equipment that KSAR would own.
Meetings are available on the KSAR cable station, as well as hosted on the City’s website and KSAR’s
website via Granicus. KSAR programming is not available in high-definition due to a lack of an HD cable
line feeding the station, though programming is open to any community member that meets the KSAR
programming standards. KSAR volunteers recently started rebroadcasting Santa Clara County Board of
Supervisors Meetings by downloading meetings off the web.
A community bulletin board consisting of a mix of video, jpeg images and text runs on a loop when there
is available programming space. Items for the bulletin board are sent by community organizations to the
KSAR program manager. Volunteers from KSAR will also shoot footage for the bulletin board on a Canon
camera, but KSAR is rarely paid commission for additional video services.
No metrics or viewership rates are available for the KSAR station or KSAR website, though Granicus
provides metrics on digital viewership. 1,866 views of KSAR programming occurred through the live feed
in the previous 12 months. In the course of this assessment, Tripepi Smith informed staff that Granicus
metrics were available. For a full list of metrics associated with the Granicus platform, see Appendix F.
Staff noted that KSAR has seen a gradual decline in community participation in creating programming.
The KSAR station manager reaches out to students at West Valley College to recruit programming;
generally, these shows do not last longer than one school year cycle and there are no standing college
courses at West Valley College that give credit for producing a show on KSAR. Efforts to reach out to
local high schools to provide programming content have been similarly unsuccessful.
Radio Station
Currently, the City does not develop material for the City’s radio station, 1610 AM. The City Manager’s
Office is responsible for developing all content on the radio station, which is recorded in a conference
room in City Hall. Content for the radio station is not regularly updated because other efforts are a
higher priority.
Previously, the City rotated material for the radio station a couple times a month, pulling from various
community events. The City does not currently promote the radio station or solicit material from
partner agencies to include in the radio station content.
Media Relations
Located in the competitive Bay Area media market, Saratoga television outlets or radio stations rarely
cover City news, according to staff (Tripepi Smith did not execute a media audit as part of this
communications assessment). The City has one weekly publication that is, anecdotally, thought to be
widely read by the community: The Saratoga News (owned by the Bay Area News Group). Most staff
observed this is the only paper that will reliably cover City affairs, but noted that larger regional issues
(mainly related to school districts) will be picked up by the Mercury News or other regional news outlets.
The Saratoga News is delivered on an irregular basis to residents free of cost, or accompanying delivery
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of the Mercury News. Copies of the paper are also available for sale. Community members have
commented that The Saratoga News readership is thought to be declining. With the exception of
breaking news events, television and radio media rarely cover City affairs. The City Manager’s Office
does not currently cultivate relationships with reporters outside of staff at The Saratoga News.
The City does not have a media policy that identifies the protocol of handling media inquiries. Currently,
the City Manager’s Office acts as the central point of contact for press contact and press release
creation, but subject matter experts on staff are empowered to answer questions from the press. Other
Departments occasionally create and send their press releases, usually focusing on programming. Staff
notifies the City Manager of press inquiries, but press releases are not sent to internal stakeholders or
partner agencies.
The City has no official policy dictating what news items warrant a press release, nor does the City track
press release coverage in the newspaper. Prior to hiring the Administrative Analyst Brian Babcock, the
City had an outdated press release list. The list is now updated regularly.
Department Communication Activities
City Manager’s Office
The City Manager’s Office is the center of communications for the City of Saratoga. The City does not
employ a full-time Public Information Officer; instead, the City Manager serves as the central point of
contact for communications with partner agencies. Administrative Analyst Brian Babcock fulfills many of
the duties of a traditional Public Information Officer, along with his additional job responsibilities.
Currently, the Administrative Analyst’s communication responsibilities span a number of communication
items including:
Primary author of press release and media contact
Content provider for Saratoga website
Social media manager and primary content creator for City Hall Facebook, Twitter, YouTube and
Nextdoor accounts
Author of City Newsletter The Saratogan
Staff seat on KSAR board
Responsible for City content on 1610 AM
The City Manager’s Office also produces a weekly internal City Manager update memo with information
and department activities intended for Department heads and Councilmembers. The document serves
as a briefing to keep key parties apprised of City projects, initiatives and news. Some Department heads
forward on the memo to staff, while other staff reported they do not get that memo.
City Clerk’s Office
The level of transparency in a City is often most apparent when residents interact with the Office of the
City Clerk. The Clerk’s Office has the responsibility of maintaining the integrity of the City and the trust
of the residents by keeping and providing accurate and accessible records to the public, fulfilling Public
Information Act requests, and recruiting for all City Commission vacancies. Staff estimated that Council
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meetings generally have a handful of people in attendance, although many of the same community
members attend each meeting.
The City collects speaker slips from each speaker at Council meetings. Previously, speaker slips were only
scanned for the City’s internal document repository system. Recently, the City started publishing the
speaker slips online through the Granicus software. Although the City collects email addresses on each
speaker slip, the information is only used for individual follow-up items.
The City Clerk, Crystal Bothelio, currently shares website maintenance responsibilities with staff in
various departments. The City Clerk also has elevated access to the backend of the Civica Content
Management System.
Recreation and Facilities Department
The Recreation and Facilities Department is responsible for the administration of City recreation
programs and facility rentals. The Recreation Department is often one of the most powerful public
points of contact for a City. Recreation programming can help solidify a sense of community and
increase the number of positive interactions with government services and servants. The Department
has 1,114 participants in programs in the past year, with 593 participants residing in Saratoga and the
remaining 521 participants residing in other communities.
The Recreation and Facilities Department is the only department Tripepi Smith observed as having an
online option for residents to conduct City business. Since 2003, the Department has used RecTrac
software (http://www.vermontsystems.com/web.wsc/index.htm?id=8) to manage online recreation
program registration and management.
The largest Communications platform the Department uses is the quarterly Recreation Activity Guide,
which is sent to all residents of Saratoga via mail and made available on the City’s website. Printing costs
on the Catalog are $22,000 each year plus mailing costs, which are a portion of the $18,000 the City
spends annually on postage for the joint catalog/Saratogan newsletter mailing.
The Department has a part-time employee, Tiffany Hsia, who creates the graphic design portion of the
Catalog in Adobe Creative Suite. Hsia also designs the majority of the flyers produced by the
Department. The Recreation and Facilities Department either distributes flyers along the community
wall at the recreation facility or through direct mail to prior participants of popular programs. Four times
a year, the Department distributes flyers to local schools, usually to advertise upcoming camps.
The Department has used the email marketing platform Constant Contact (www.constantcontact.com)
to publicize events since 2006—currently, the master list consists of 8,941 email contacts. Staff collects
emails through class registration, email sign-ups to Constant Contact, and sign-ups on the City website.
The Department sends monthly emails promoting upcoming programming, as well as additional email
campaigns when the Activity Guide has been published. The Department also uses the Survey feature in
Constant Contact to gain feedback on program offerings from customers. Staff noted that there is a
material connection between engagement/enrollment and the execution of email campaigns. Tripepi
Smith reviewed metrics on the Constant Contact account and observed a trailing three month Open
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Rate of 27% with a click rate of nearly 16% These are very high numbers and reflect a positively engaged
email audience for the Department. The email list represents the single most significant repository of
resident engagement and contact information that the City possesses.
The Department occasionally coordinates with the City Manager’s Office on joint messaging, but there is
no ongoing routine contact between the two Departments. Staff has not used the City radio station or
local public access station KSAR to promote any of its programming. However, Staff is looking for a
volunteer videographer to help publicize some of its programming.
Staff finds word of mouth personal interaction with residents to be one of the most powerful tools the
Department has to promote its programming. Staff also identified information tables at community
events as effective in recruiting for Recreation programming.
The Department has experimented or initiated other outreach measures. The Department maintained a
blog for about six months, but abandoned it due to the amount of time it required to keep fresh with
content. Department contractors or staff provide all photography for the Department, sometimes via
camera phone. The Department has set up a Yelp account but does not maintain it.
Staff identified confusion between the City of Saratoga Recreation Department and the Los Gatos-
Saratoga Recreation Department as an ongoing challenge. Staff and community interviewees noted that
the relatively large size of the Los Gatos-Saratoga Recreation Department, its close relationship with the
school districts in the area, and its shared instructors with Saratoga Recreation lead to
challenges/competition in attracting program participants for the City programs. This competition has
also reportedly created confusion about which recreation agency is offering which classes.
Public Works Department
The Saratoga Public Works Department oversees three divisions: Engineering, Streets and Park
Maintenance. The Department’s primary communications focus with residents centers on special
projects for the City. The Department sometimes sends full-page flyers directing residents to the City
website, some of which have full graphic design elements created by Management Analyst Mainini
Cabute. The Department coordinates press releases, social media posts, and additional communications
efforts with the City Manager’s Office. Staff also works with the City Manager’s Office on videos for the
City’s YouTube Channel. Management Analyst Mainini Cabute is the primary staff member responsible
for developing communications plans for Public Works projects, coordinating video content, and taking
pictures of larger projects for the Department. Staff observed that most contact with residents is done
on a one-on-one basis, and that community members in Saratoga expect this kind of communication.
Mainini Cabute uses Adobe Creative Suite to create flyers and sends electronic versions to the City
Manager’s Office to publicize via social media and press release. The Department finds that visually
interesting flyers reach further and provide more context than non-visual or text-only notices.
The Public Works Department collects emails and addresses at community meetings to generate
Interest Lists by specific projects. Interest Lists are stored in Excel documents and Administrative
Assistants in the Department are responsible for digitally maintaining this information. There is no
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standing communications list for the Public Works Department, or inter-departmental sharing of
Interest Lists. The lists of parties interested in specific projects are generally archived after the project is
complete.
Website access in the Public Works Department is managed by project. Producing timely information on
the website is generally a challenge due to time constraints. Staff does not review metrics on visits or
viewership of the website. The Department does not currently review sign ups for eNotifications for
certain pages on the Civica website. Staff estimates five employees have access to the Public Works
section of the website.
Years ago, staff designed ads in local newspapers promoting repaved streets, but has not done so in
recent years due to time constraints. Staff feels the greatest opportunity for communications with the
public comes through displaying information and visuals about in-process projects at the project site.
The Public Works Department does not receive media inquiries on a regular basis.
Community Development Department
The Community Development Department is responsible for the Building Division, the Planning Division,
tree preservation, and code enforcement for the City. The Department Director handles
communications—there is no Management Analyst to handle communications. The Department
Director finds that discussing communications and outreach efforts with the City Manager’s Office is a
simple and ongoing process. Staff noted that some of the strongest communication with residents is
done on an individual basis, either via phone, email, or in-person visit.
Staff identified physically displaying project progress as one of the most effective ways to communicate
with the community. Specifically, the use of “story poles” seems to help the community conceptualize
and understand projects in progress.
Community Development Department staff recently began updating the Department’s webpages and
plans on including a list of pending projects and user-friendly links to the applicable municipal code
sections. For Code Enforcement contacts, most residents will usually call or fill out a complaint form to
initiate code enforcement service requests to address issues. Complaint forms can be downloaded on
the website, but residents must fill out a paper application.
Staff estimates that they send notices for at least 100 development application projects to residents per
year for notices of public hearings for specific projects. Most of these involve a 500-feet mailed notice of
the public hearings (Planning Commission and City Council). Several staff noted that residents often
ignore these notices. For larger items, such as the Housing Element or Safety Element Updates, the
Department advertises community meetings in the local newspaper, the website, and on social media
platforms.
The City uses TRAKiT (http://www.crw.com/land-management-software-building-permit-software-
permit-tracking-software/) for land use, inspection scheduling and permitting. There is currently a
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barebones implementation of an online ETRACKiT solution running on the City’s website
(http://trakit.saratoga.ca.us/etrakit/index.aspx).
Administrative Services Department
The Administrative Services Department is responsible for the City’s Administrative, Finance, and
Information Technology departments. The Department also has a repository for most business licenses
in the City; however, this list is not used for any other purpose than business license renewal. Currently,
Finance does not offer online business license applications, although an online vendor registration form
is available for download on the website.
The Administrative Services Department leaves most outward communications to the City Manager’s
Office. The Department primarily shares Department-related news at the weekly Management Meeting
or through the internal City Manager update. The Department’s primary contribution to external
communications is a collaborative effort with the City Manager’s Office on the annual “Budget In Brief”
tri-fold brochure.
The City was the second city to launch the OpenGov platform, but after there was no feedback from the
community, the staff and Council decided to discontinue the service. Staff feels that the City does an
exceptional job of financial transparency.
Partner Agencies and Outside Perspectives
Saratoga contracts for many of its services. Staff indicated that it has relationships with several service
providers, with the strongest coordination efforts related to communication about events. Tripepi Smith
has summarized the community communications activities and coordination efforts of these
complementary agencies.
Santa Clara County Fire Department
The Santa Clara County Fire Department (SCCFD) is responsible for serving the Cities of Campbell,
Cupertino, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Saratoga and some unincorporated
portions of Santa Clara County on the west side of the County. SCCFD also manages a contract with the
Saratoga Fire District and executes the City’s Office of Emergency Services.
Compared to other sister agencies, Fire Department staff have limited interaction with City staff.
Department personnel do not attend the weekly Management Meeting at the City of Saratoga. The
primary mode of communication with the City is the annual update to the City Council. The
Department’s other communications with the City Manager and Council consist of incident releases sent
to the City Manager, who is then responsible for sharing information with the City Council. The
Department does not produce its own newsletter or collaborate with the City on The Saratogan or other
community outreach efforts with the City.
New leadership in the Department, realizing the importance of community outreach and promotion of
Department programs, hired a full-time Public Information Officer, Stephanie Stuehler. Due to scarcity
of breaking news incidents in the area and negative media coverage of neighboring Fire Departments,
staff previously had a mentality that it was is best to “fly under the radar” rather than proactively
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engage with the media. That has changed. The Department is in the process of creating a cohesive
approach to communications. With the addition of the Public Information Officer, the Department has
started monitoring media via Google Alerts, leveraging social media in the Department, and working on
developing longer-term communications plans for the department. The Department currently uses
Facebook and Twitter.
Prior to hiring the PIO, Battalion Chiefs were responsible for managing media inquiries and public
inquiries during breaking incidents. However, due to the reluctance of Battalion Chiefs to speak with the
media because of their primary need to focus on the incident, the on-call Deputy Chief would often
handle public information inquiries while the incident was in progress. The Department does have a
media policy and social media policy to guide staff. Staff recalled the Department had media training in
the past, but could not recall media training within the last 15 years. Fire fighters on staff with previous
public information experience sporadically wrote press releases. In the past, the Department’s
Community Education Office staff handled social media and other public communications efforts.
The Department also has an “Alert SCC” platform to communicate with residents who opt-in to the
platform via phone, mobile device, email, or landline in cases of emergency. City staff can access and
program the platform, but are not currently trained on Alert SCC. Fire Department Staff did not identify
the Department as using a Nextdoor.com or Nixle.com account.
The Department does not have a resident photographer or have a central location for amateur staff
photography. However, a volunteer regularly takes high-quality photographs for the Department.
Santa Clara County Sheriff’s Office
The Santa Clara County Sheriff’s Office Captain Rick Sung serves as the Chief of Police for cities of
Saratoga and Cupertino, Town of Los Altos Hills, and surrounding unincorporated areas of Santa Clara
County. Staff from the Sheriff Office and the City noted a strong relationship and clear and responsive
communications between the two agencies. Captain Sung and City of Saratoga Administrative Analyst
Brian Babcock coordinate on communications, mainly at the City’s weekly Management Meeting. The
Sheriff’s Office will sometimes collaborate with the City on larger issues like crime prevention measures.
The City has coordinated with Sheriff’s staff for content on City platforms including featuring the
Sheriff’s Office in The Saratogan and on the City’s YouTube Channel.
During an incident, the Sheriff’s Office shares information with the City Manager and Sheriff’s Public
Information Officer, if necessary. The City Manager is responsible for communicating incident-related
information to the City Council. The Sheriff’s Office also has an additional staff member serve as a liaison
to share information with any other interested parties. Captain Sung determines which inquiries filter to
the Sheriff’s Headquarters PIO versus which inquiries stay with the Station. All media relations are
guided by the Media Relations General Order (See Appendix G)
The Sheriff’s Office has a Public Information Officer responsible for the entire County, as well as
deputies who receive media training from the PIO. Trained deputies serve as PIOs in the PIO’s absence.
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In 2014, the Office recommended that neighborhoods establish virtual “neighborhood watch” programs
through the local social network Nextdoor.com. Headquarters Patrol has a Community Liaison who
monitors what is on their respective Nextdoor.com account. Captain Sung, a Lieutenant, and an
Administrative Sergeant all have access to Nextdoor.com to ensure they are monitoring social media
and responding to questions in a timely manner. The Sheriff’s Office has three Nextdoor accounts: the
County Nextdoor.com, as well as the West Valley and Headquarters Nextdoor.com accounts, though
only the West Valley group and the County PIO update the West Valley’s account.
The Sheriff’s Office uses additional social networks to connect with the community, including Facebook,
Twitter, Instagram, YouTube, and Nixle.com. The Office notes that the Nixle account has not been used
recently. The Public Information Officer and two staff members monitor the social media accounts but
have not experimented with advertising on social media platforms.
Santa Clara County Library District
The Santa Clara County Library District provides library services for the City of Saratoga. Allison Lew is
the Community Librarian for the Saratoga Branch of the Library and primary point of contact for the
City. Library staff noted a strong working relationship with the City. City Staff recently invited the Library
to use City video programming, and library information has been included in City materials. Library staff
and City staff exchange fliers, event details, and other information. The Library has also used the City’s
Median Banner Program to publicize programs. Library Commissioners, appointed by the City,
collaborate with library staff regularly on projects including ones related to communication. The Library
also has a wall inside the Library that features City leadership and information.
Each branch of the Library is empowered to contribute to local media relations, branch program
publicity, as well as contribute to the Library website and social media platforms.
The County Library System uses Facebook, YouTube, Twitter, Pinterest, Instagram, Nextdoor.com, Yelp,
and various other sites (social media and other non-social media sites) to communicate with residents.
All social media accounts are countywide with the exception of the Saratoga Branch Facebook Page
(which has a County page as well as a City-specific page), with multiple staff from both Library
Headquarters (the Services and Support Center) and the various County branches having access rights to
update content on the accounts. Staff identified existing social media and media policies for the Library
system.
Library Headquarters staff author press releases that apply to all of the branches, and branches are
allowed to customize press release content to fit the specifics of each branch. Branch staff are also able
to author programming press releases independent of Library Headquarters. Staff noted that local print
and television media is straightforward to work with and gives helpful coverage.
Library Headquarters staff maintains the library’s website. In addition to an active staff-maintained blog
and a monthly countywide digital newsletter, the Saratoga Library provides information to the Friends of
the Saratoga Libraries for its newsletter (digital and print). The Library website also includes a detailed
events calendar. Librarians at each branch may author blog posts independently, subject to review by a
supervisor. The Library regularly reviews website analytics.
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School Districts
With seven different school districts and two private schools, Saratoga has a national reputation of
being home to some of the most rigorous and prestigious schools in the country. 17 During the
assessment, Tripepi Smith met with staff from the Los Gatos-Saratoga Joint Union High School District
and Saratoga Union School District. There was near-unanimous consensus that one of the primary draws
of new residents moving to the area was the strength of the schools. School district staff noted City staff
as responsive to district needs whenever collaboration was needed. Staff from both districts also noted
the busy nature of families in Saratoga and the reliance on electronic communication to distribute
information.
School districts have a huge advantage when it comes to engaging the public: schools are directly
connected to the family’s precious asset that is their child/children. As a result, adult family members
are generally much more heavily involved and interested in the activities of their school districts than in
the cities in which they reside. Additionally, the nature of the community around school districts tends
to create social connections among the district community that are not as prevalent among those in the
more generic geographic connectivity of those living within a city’s limits. Thus, comparisons to school
district communication successes do not directly translate to best practices for cities.
Los Gatos-Saratoga Joint Union High School District
The Los Gatos-Saratoga Joint Union High School District serves the cities of Saratoga and Los Gatos, with
roughly equal distributions of students in both communities. The school district rarely coordinates with
the City on specific items aside from a meeting once a year with staff and Council members. Staff did
note that the recent hiring of the new City Manager has led to a closer relationship with the district and
more positive communications.
The principals send weekly electronic newsletters to parents and students consisting of calendars,
activities, and accomplishments of the District. The School District uses social media as a specific
messaging campaign for the recent Measure E bond for facilities improvement: the bond has specific
Twitter and Facebook accounts. The School District almost exclusively uses electronic communications
for communication, based on parent feedback and cost concerns.
The School District uses learning management software Canvas as a school-specific social network and
online interactive platform for assignments and school news. The school regularly collects metrics on
the Canvas network, but does not regularly review District website statistics.
The City does not currently collaborate with the Los Gatos-Saratoga Joint Union High School District on
issues of The Saratogan or any social media platforms.
17 Public School Districts include: Saratoga Union School District, Campbell Union School District, Cupertino Union
School District, Moreland School District, Los Gatos-Saratoga Joint Union High School District, Fremont Union High
School District and Campbell Union High School District. Private schools include Saint Andrew’s School and Sacred
Heart School.
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The District regularly receives media inquiries; due to the high rankings of the School District, they
occasionally receive national coverage. The School District contracts with a public relations firm for as-
needed support. In all other instances, the Superintendent serves as the Public Information Officer,
although principals are empowered to answer media inquiries related to general point of information
stories.
When appropriate, the City occasionally coordinates with the School District on promoting City
programs and events.
Saratoga Union School District
The Saratoga Union School District primarily serves students within the City of Saratoga. The School
District noted a positive relationship with City staff and Councilmembers. The District notes that the
strength of the relationship between the schools and the City largely relies on how proactive the current
City Council is at including school personnel in City functions and events. Staff also cites the City’s Youth
Commission and City Hall’s Open House as additional points of contact with the school system.
One of the primary forms of coordination with outside agencies happens through the distribution of
flyers. The District curates flyers from outside agencies, which then have to be approved by the District
Office before being posted on the District website and sent via the City eNews. Staff estimates that the
City requests distribution of information a couple times per month, and includes program flyers and
other items the City sends the District when appropriate.
The Saratoga Union School District uses the SchoolMessenger program to send most communications,
especially notices to parents. The District also maintains a Facebook Page, and the Superintendent has a
professional Twitter account. Staff notes that 88% of parents prefer electronic/digital communication. In
order to meet these preferences, the District recently developed an app and redesigned the District
website. Electronic messages include board meeting agendas sent out on the Friday prior to the
meeting, and brief summaries of the agenda on the Friday after the board meeting. Each school is
responsible for sending a weekly eNewsletter to students and a monthly letter from the principal. When
necessary, the Superintendent sends specific critical information to parents. The School District employs
a District Information Coordinator but does not have a dedicated Public Information Officer.
There are a number of Facebook Groups for Saratoga Union School District parents. The Superintendent
occasionally uses Nextdoor.com to connect with new residents or correct misstated information. Staff
notes that the Superintendent, principal, and board member Office Hours are one of the most powerful
communications methods with parents. The Saratoga Union School District has an open door policy and
an ethos of staying in close contact with engaged parents.
The City does not currently collaborate with the Saratoga Union School District on issues of The
Saratogan or any social media platforms.
The District continues to attempt to develop relationships with local media, but generally does not
receive positive, accurate or reliable coverage by local news outlets. The Superintendent sends all press
releases and media package to local media. Staff notes that local media is widely read enough to where
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inaccurate coverage can spread misinformation in the community. Unlike the City, the District
occasionally receives news coverage for both positive and negative stories by television media, although
on an infrequent basis.
West Valley Community College
City staff and members of West Valley Community College have a strong relationship according to West
Valley Community College staff. West Valley Community College has a student population of roughly
8,000. Of these students, approximately 750 are Saratoga residents, although this population is growing.
The College employs a four-person marketing and communications team. This team, in coordination
with the College president, handles all press releases and media inquiries. The communication team
manages the social media presence for the College, which includes Facebook, Twitter, LinkedIn and
YouTube. The College also has an email newsletter, but finds that students do not use email
communications frequently.
Staff notes that the City is a strong partner in working on issues related to the College, and elected
officials make a good effort to be present at College events. However, the City does not currently
collaborate with the College on issues of The Saratogan or any of the City or College’s social media
platforms.
West Valley receives regular coverage in The Saratoga News and occasional coverage by television
media. Staff considers the digital billboard outside of the College one of the West Valley’s strongest
forms of communication.
Business Community and Chamber of Commerce
Based on what Tripepi Smith heard in our interviews, the City of Saratoga is not seen as a center for new
business or significant tourism. The Chamber of Commerce noted that the City has a positive
relationship with the business community and City staff is viewed as a helpful collaborator on projects
and events. The Chamber maintains a Constant Contact newsletter as well as Twitter and Facebook
accounts, but does not regularly collaborate with the City on cross-promotion on either platform.
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Observations
Tripepi Smith made the following observations about the community, City Staff and City operations
during our discovery process for this engagement.
Saratoga’s Population
Assessment participants noted Saratogans are generally sophisticated and satisfied with the small local
government in Saratoga. Representatives from the City and partner agencies observed many families in
Saratoga consist of professionals who work long hours and spend much of their free time dedicated to
family life. Tripepi Smith also found:
o Saratogans are perceived as leading busy lives with little time to participate in civic affairs
o Long-time residents are more attached to Saratoga’s current image (notably the Saratoga
Village) versus newly arrived families who are less compelled by the heritage of the area and
more compelled by the schools
o The primary points of contact many residents have with City Hall are related to home
improvements and building and permitting regulations
o Staff from school districts noted electronic communication and face-to-face conversations were
the most effective ways to engage and reach busy parents
o Saratoga is a diverse city with many ethnic communities within the City and an evolving
demographic mix
o The City does not have a substantial population whose fluency in English requires translation of
City materials into additional languages
A Strong Foundation for Communications
The City’s current communications efforts are on the right track. Staff managing social media have a firm
understanding of how different social media platforms operate and how information should be
conveyed differently on each platform. Furthermore, Tripepi Smith found a level of technological
sophistication that is uncommon among City staff Tripepi Smith has worked with. Additionally, the City
Staff’s ability to consistently produce a thoughtful and well-received quarterly newsletter evidences a
communications capacity that some similarly sized cities are not able to execute.
Areas where City Staff and existing processes excel include:
o Communications content produced by the City is generally of excellent quality
o City videos feature solid production concepts, including council member involvement, an
explanatory tone, reasonable editing and pacing, appropriate video and audio quality, and City
Branding
o Department staff indicated they have a strong working relationship with the City Manager’s
Office in relation to communication activities
o Communications are regularly discussed at the executive level
o Routine media inquiries are regularly answered by Council Members and subject matter experts
within City Hall
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o The City has a number of official policies and de facto operating procedures for communications
o City staff identified that the strength of the City’s communications with the public was in its
dedication to resident support and high-touch customer service
There are also areas where process and platforms are not ideal, and the following were noted:
o City initiatives, issues, and meetings are not analyzed from a communications perspective after
the fact in an instructive debrief
o City staff universally acknowledged that a lack of frequency and consistency was a main
weakness in current City communications
o The City staff feel the website is not fulfilling its potential
o The City enjoys strong relationships with user groups and external agencies, but does not
currently send communications items to stakeholders. Groups and external agencies do a good
job of communicating information with executive staff and elected officials, but do not include
Administrative Analyst Brian Babcock on press release materials.
City Communications Are Not Reaching Their Full Potential
Although Saratoga has a variety of communications efforts with quality content, there is little evidence
that these efforts are reaching a significant audience. Given the fractured nature of communications,
this is not a situation unique to Saratoga. Tripepi Smith noted that:
o City staff and community members observed that The Saratogan is not a widely read publication
due to the fact that it is hidden as an insert in the Recreation Activity Guide
o YouTube views of City created video content averages viewership in the low hundreds
o There is significant dead time on the local cable access station and the radio station is nearly
abandoned
o The City’s presence at community events is helpful to their ethos of high touch customer
service, but significant planning and coordination is not invested in these efforts
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Recommendations
Based on the observations above, Tripepi Smith formulated the following recommendations to help the
City enhance its communications, as well as create or expand platforms to engage its residents.
Continue Assigning a Staff Member to Focus on Communications
An Administrative Analyst in the City Manager’s Office is currently responsible for content production
and managing communications and public information. Based on reviewing the content and quality of
communications, Tripepi Smith recommends continuing this structure. Tripepi Smith also recommends
that this resource work closely with staff across departments to create a comprehensive
communications plan based on critical projects in that department. Department staff has the technical
expertise and background in project specifics, but often do not have the time to dedicate to
communication efforts or background to package communications in a way that is understandable and
compelling to a larger audience.
Communication Objective(s)
o Ensure deliberate thought and resources are dedicated to City communications
o Create communications material that is easily understandable to residents
Action Steps
o Assign staff to work closely with leadership on specific projects so high-profile initiatives are
being communicated effectively to the public in a proactive and transparent manner
o Have the Administrative Analyst review communication efforts and public outreach for
effectiveness and lessons learned. Share outcomes of communication efforts with leadership
staff in order to revise and improve future outreach strategies.
o The staff member should proactively connect with media contacts commonly covering City news
to increase rate of media coverage
o This staff member should connect with sister agencies to seek out communications partnership
opportunities that yield a stronger community message
o Involve Administrative Analyst early in major City projects and improvements to create project-
specific communication plans that can be incorporated into broader City communications by
leveraging all City platforms
Create a 12-Month Content Calendar for the City’s Communications
City staff is already pre-planning communication items. However, many city platforms are underutilized
due to limited staff time. Establishing a 12-month calendar for communications can more effectively
allocate staff resources.
Communication Objective(s)
o Create a culture of communication that wraps all departments into proactive communication
efforts
o Document communications efforts so staff can efficiently plan and anticipate potential staff
time for projects
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Action Steps
o Create a communications calendar to more efficiently identify and generate content that tells
the City’s overall story
o Have staff members identify City activities that are “story-worthy” events as far in advance as
possible and add them to the calendar
o Involve all department leadership in a holistic review of upcoming City activities and cyclical
processes to identify where communications can be leveraged to help the success of the project
or better tell the story of the City
o Decide how to incorporate the City radio station into this communications calendar
Change the Distribution Method for The Saratogan
The Saratogan is a solid publication and powerful tool for telling the City’s story. However, because it is
hidden as an insert in the Recreation Catalog, its reach and impact is diminished. Consider also that the
City invests significant time and resource into content production and planning for the newsletter (not
directly accounted for in budget costs), and that investment should be leveraged as much as possible.
Communication Objective(s)
o Grow readership and impact of The Saratogan
Action Steps
o Change the packaging of The Saratogan. Explore publishing the Recreation Catalog as a double-
sided publication with The Saratogan on one side
o Alternatively, move to a completely electronic distribution method for The Saratogan
and supplement with all email sources from across the organization
o Consider revising the graphic design layout of the publication from block formatting to a more
visually interesting design
o Consider linking stories on The Saratogan to online versions on the City’s website that are more
expansive versions of the printed stories
o Consider dedicating one issue of The Saratogan to just the budget and how the budget relates to
Council goals
Focus on Physical Assets as a Key Tool for Communication
Interviews indicated many residents are busy and take little effort to proactively find City news. Tripepi
Smith also heard from several sources that the new City Median Banner Program is one of the most
effective advertisement platforms for the City. Additionally, we heard the physical displays of signs
related to programs and projects throughout town are effective tools at informing the public of progress
or change.
Communication Objective(s)
o Reach less engaged residents with a cost-effective platform
o Promote progress and improvements in the community
Action Steps
o Where possible, physically display project plans and progress at the site; this can include project
plans or a rendering of park improvements
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o Develop key messages for median banners throughout the City and leverage them as much as
possible
o Test the limits of frequency in pushing City information on median banners and having median
banners erected
o Use median banners to drive attention to City online resources and registration so that extensive
communications can continue with registered/engaged residents
Expand Direct Electronic Communications with Residents
Direct electronic communication is a timely, cost-effective way to reach a large audience. It is also the
mode of information gathering the more and more residents prefer to use to learn about new and
information. Examples include email campaigns, text alert systems and broadcast media. The
demographics of the community and comments heard throughout the interview process suggest the
Saratoga residents are willing to receive regular City communications and prefer electronic forms of
communication.
Communication Objective(s)
o Reach residents in their preferred mode of communications
o Provide a starting point for transition to more electronic and fewer print communications
Action Steps
o Combine emails from Public Works, council meeting name cards, existing registered email
addresses and the Recreation and Facilities Constant Contact lists to generate a list for a City
email campaign effort
o Explore using Constant Contact or an alternative email marketing solution to send digital
communications, including editions of The Saratogan
o Track open rates, opt-out rates, and other key metrics to determine if information is
effectively reaching residents
o Add e-newsletter registration to the homepage of the website and clarify what residents
get for signing up
o Use City phone system on-hold recording as an opportunity to communicate to residents
regarding important City messages or to advertise ways to stay engaged with the
City/community
o Consider developing a list of ‘evergreen’ public information messages to broadcast on the City
radio station
o Consider use of a customer relationship management software package to track interactions and
work supporting residents that can also house contact information and data about those
residents so as to maintain or improve customer service
Promote City Communication Platforms
One of the realities of today's communications is that it is becoming increasingly difficult to build and
reach a larger audience. In order to do so, a promotional budget is necessary. Facebook, while a free
platform for cities to use, is continually moving towards a model where “Page” entities need to pay in
order for their content to display in News Feeds of Facebook users. Similarly, video is a powerful tool;
but without the audience to view the material, the City is not getting the potential return on investment
considering the time and effort put into developing these assets.
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Communication Objective(s)
o Increase communication platforms impact by reaching a larger audience
Action Steps
o Establish a budget for social media marketing on Facebook, Twitter and YouTube with the
specific advertising goal of gaining followers or engagement on the various platforms
o Review returns on advertisements and determine if further advertising is worth the investment
Routinely Collect and Report on Metrics Related to Communications
Tripepi Smith’s review uncovered no evidence the City is currently routinely gathering or analyzing
available metrics for the website or other communications. Although City staff members passively view
some metrics associated with the website and social media, these numbers are not documented or
shared with the larger organization. Nor are they considered in a longitudinal progression that looks at
change or evolution of the City’s platforms. Measuring communications efforts is important, and the
adage holds true: measure what matters.
Google Analytics was added to the City website in November 2014, but the feature is not currently being
reviewed to understand how the website is used by visitors, what drives traffic to the site, or where
visitors are coming from. Furthermore, the City does not use an email marketing solution that provides
metrics nor does staff track social media to metrics such as residents reached and who shares City
content.
Communication Objective(s)
o Measure resident use of City platforms to determine interest in City services and initiatives
o Track use of City platforms to determine if communications efforts are reaching desired
audience size
o Benchmark reach over time and adjust processes and communication investments as necessary
Action Steps
o On a quarterly basis, collect and review website statistics (visits, unique visitors, traffic
source, geographic origin, platform used, frequently accessed content, click-throughs to other
content)
o Collect and review metrics on all email correspondence when possible, including open rates and
click-through rates
o Collect and review metrics on social media platforms, such as the number of shares, likes, post
reach, and video views
o Review email counts available from the Recreation database
o Exclude metrics that source from the City’s IP address in order to remove staff engagement data
pollution
o Identify key metrics for communications and define goals for success related to those metrics
o Share results with leadership, review successes, and assess room for improvement or additional
channels that may need to be used to reach residents
o Clarify metrics from Granicus to better explain suspicious consistency in certain viewership
metrics
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Revisit Website Design
The City is looking to redesign the current website. Although a full website redesign is beyond the scope
of this engagement, Tripepi Smith noted the City could leverage several basic functions seen on other
City websites.
Communication Objective(s)
o Increase the functionality of the website to match resident’s experience with other online
experiences.
o Ensure the City website experience does not bias resident perceptions of the City government
Action Steps
o Draft a vision paper for what the City website should achieve and define specific user scenarios
that would evidence success with the new website features (i.e. things you want to do that
you cannot do now)
o Exclude City Hall sourced traffic form the Google Analytics results to get a less “polluted” view of
the analytics on the public’s use of the website
o Using a prioritized communications calendar, establish key communications goals that the
website can support, and execute a wireframe layout that allocates screen real estate to achieve
these objectives
o Create a version of the website that is responsive to mobile devices to better serve users who are
visiting the site with their smartphones and tablets. Creating a website with a responsive design
has many of the advantages of creating a City app, but without the additional cost, and does not
require an opt-in to an application.
o Review metrics on current website traffic to determine how website is currently used and any key
trends that should drive a future website redesign.
o Register and deploy a user-friendly URL, such as cityofsaratoga.org or saratogaca.org
o Consider rolling the new URL promotion out simultaneously with the rollout of a new website to
build brand identification around the new URL
o Create a governance policy to define roles and responsibilities for staff regarding management
of the site, content refresh goals, approval processes and homepage content editorial decisions
o Place an emphasis on a highly effective search tool on any new site that will accurately find
content throughout the pages and uploaded documents
Improve Website SEO Functionality
Creating quality content is imperative in creating an effective and successful website. However, the
quality of the content matters little if no one can find it. City staff requested Tripepi Smith provide some
basic recommendations to improve Search Engine Optimization (SEO) for the City of Saratoga website.
Communication Objective(s)
o Make information for residents easier to find on the website through either the search engine
on the website or through use of common external search engines like Google or Bing.
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Action Steps:
o Leverage Google and Bing Webmaster Tools to help these respective search engines properly
index content on the website
o Provide alt text on each image on the website to enable search engines to “read” visual content
o Install an XML sitemap for the City website so that search engines can easily find new content
o Create meta descriptions for each page of the website to help search engines determine content
of each page
o Upgrade the website to use https protocol for communications. Https shows search engines that
websites use secure communications, and helps with page rankings in search engine results
o Ensure the website design is mobile- and tablet-friendly. “Responsive design” is now favored in
search engine rankings
o Consider installing Google Site Search function so that Google can easily find/index content, and
in order to view what terms are searched for within the site in Google Analytics
Coordinate with City Stakeholders and Partner Organizations
Tripepi Smith found word of mouth was one of the primary ways Saratogans receive their news. While
direct citizen engagement is an ideal form of communication, prominent citizens and community
organizations are among the most powerful coordinators of news. The City has strong working
relationships with partner organizations, but does not routinely send these organizations City press
releases or City news on a regular basis.
Communication Objective(s)
o Leverage opportunities for joint messaging where appropriate to strengthen communications
Action Steps
o Assemble a list of community stakeholders, including members of commissions, school boards,
and leadership at the Chamber of Commerce
o Send City news and press releases to that internal stakeholder list to inform the community
o Approach partner agencies with opportunities for regularly scheduled times to cross-coordinate
with agencies. For example, make it a routine lunch event spearheaded by the City but that
invites communication professionals from all sister agencies to gather and chat informally.
Consider inviting press to this gathering upon occasion.
Develop Relationships with Regional Media
Although developing relationships with local media takes staff time and effort, media relationships can
be critical in crisis situations and useful to publicize major city accomplishments. There is no way to
know whether these relationships will bring measurable results. Therefore, rather than a full-scale
media engagement plan, Tripepi Smith recommends the City take some basic steps to engage local
media.
Communication Objective
o Expand media coverage of Saratoga and invest in relationships that could prove helpful in the
future.
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Action Steps
o Identify a major City accomplishment or upcoming event and pitch the story to local media
outside the normal media coverage channels
o Twitter is a powerful tool that can help the City develop relationships with reporters—
strategically pick a few television reporters who cover the area and share information with them
via Twitter
o Consider holding a “Meet the Press” day at City Hall where regional reporters can meet City
leadership
o Consider holding a single-stop experience for media to get familiar with regional entities and key
communicators by organizing a joint “Meet the Press” day with other agencies and entities
Develop a Marketing Plan for Recreation Programming
Recreation programming is often one of the single most powerful points of positive contact with
residents. In many cities, it can be used as a tool to generate citizen engagement or happy consumers of
City services. In Saratoga, Recreation programming efforts are complicated by the competing Los Gatos
– Saratoga Recreation (LGS Recreation), and related brand confusion undermines the total potential
goodwill generated by the City’s programming. Effort needs to be put into defining the identity of
Saratoga Recreation as City-related.
Communication Objective(s)
o Elevate the goodwill generated by the City’s investment in the Recreation Department
Action Steps
o Establish consistent branding for recreation programming
o Identify the relationship the City Manager’s Office will have relative to the Recreation
Department regarding promotion of programming
o Identify opportunities to distinguish Saratoga Recreation programs from Los Gatos – Saratoga
Recreation Department
o Share results with leadership, review successes and assess room for improvement
Improve KSAR’s Deliverables and Strategic Role
During the assessment process, staff and representatives from KSAR noted that the upcoming contract
renewal in 2016 would likely bring a number of changes. Tripepi Smith agreed with these proposed
changes as well as noting additional items for consideration.
Communication Objective(s)
o Increase KSAR’s capability as a partners to the City’s communication efforts
Action Steps
o Identify a set number of community events and additional content KSAR will film each year as
part of the contract
o Invest in upgraded equipment with high-definition capability for use on Granicus and cable feed
o Consider looping content during available times in programming instead of feeding a community
bulletin board
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o Consider merits of handing ownership of assets over to KSAR versus retaining City ownership
o Review plans of Mid-Peninsula and the possibility of partnering with this JPA for content or
support (http://midpenmedia.org/)
Develop a Crisis Communications Plan for the City
Even the best-run cities can experience a crisis. Preparing for non-natural disaster crisis communications
is an important activity for a mature communications process to undertake. During crises, the public
needs accurate information quickly, as well as assurance that steps are being taken to rectify the
situation. These are also opportune times to build trust with the community to transparently
demonstrate how leadership resolves crises.
Communication Objective(s)
o Prepare for worst-case scenarios where starting from scratch on communications can be
avoided
Action Steps
o Create a crisis communications plan that clearly distinguishes the role of the City PIO in relation
to the EOC and notes when one or the other or both are activated
o Write holding press releases and statements for various scenarios
o Create a media and resident outreach plan
o List stakeholder contact information
o Train City Staff on the Alert SCC application
Conclusion
Saratoga is a great place to live. Surrounded by natural beauty, Saratoga’s proximity to centers of
business in the Silicon Valley make it an ideal home for those who have successfully retired, as well as
those who have professional careers. The school districts are nationally recognized, which is great for
busy families who value education. As a result of all these positive features, property values are well
above average and the population trends well-educated, higher income and technologically adept.
Even with limited resources, the City is producing content on a number of different platforms with great
discernment for all of the facets and components that go into the City's communications. The next step
in enhancing City communications is to better plan and measure the City's communications with the
public. Without measurement, evaluating the effectiveness of communications is a difficult - if not
impossible - task.
The City has a strong foundation for communications and internal talent on which it can build even more
effective engagement strategies.
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Appendix A - Interview Participants
City Council & Staff
Brian Babcock, Administrative Analyst 1
Mary-Lynne Bernald, City Council Member
Crystal Bothelio, City Clerk
Mainini Cabute, Public Works Management Analyst
John Cherbone, Public Works Director
Manny Cappello, Vice Mayor, City Council
Cassie Findley, Recreation Coordinator
Mary Furey, Administrative Services Director
Adam Henig, Recreation Supervisor
Rishi Kumar, City Council Member
Emily Lo, City Council Member
James Lindsay, City Manager
Emily Lo, City Council Member
Tony McFarlane, Finance Manager
Howard Miller, Mayor, City Council
Erwin Ordonez, Community Development Director
Outside Viewpoints
Leonard Almalech, Planning Commissioner
Bradley Davis, President, West Valley Community College
Allison Lew, Community Librarian, Saratoga Library
Ping Li, Parks and Recreation Commissioner
Pat Martell, President, Chamber of Commerce
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Bob Mistelle, Superintendent, Los Gatos-Saratoga Union High School District
Tom Moran, President of KSAR
Arati Nagaraj, Saratoga Union School District School Board Member
Steve Prziborowski, Deputy Chief Administration, Santa Clara County Fire Department
Khalida Sarwari, Reporter, Saratoga News
Annette Stransky, Heritage Preservation Commissioner, President of Saratoga Historical
Foundation
Rick Sung, Captain, Santa Clara Sheriff's Office
Lane Weiss, Saratoga Union School District Superintendent
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Appendix B – City Website Email Notification Subscribers
List Subscribers
Total Unique Email Subscribers 319
City of Saratoga News 106
City Council Agendas 104
Saratoga Community Events 91
Sheriff's Weekly Reports 90
Planning Commission Agendas & Minutes 89
The Saratogan 86
Parks & Recreation Commission Agendas & Minutes 53
City Council Public Notices 52
Planning Commission Public Notices 48
Traffic Safety Commission Agendas/Minutes 48
Pedestrian, Equestrian, and Bicycle Trails Advisory Committee Agendas/Minutes 47
Library Commission Agendas/Minutes 42
Heritage Preservation Commission Agendas/Minutes 42
Press Releases 35
Youth Commission Agendas/Minutes 30
Environmental/CEQA Documents & Notices 22
Commission Recruitments 13
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Appendix C – Website Review
Good Elements of the Website:
o Strong visual space used for news and current events
o Video integration on homepage
o Direct and easy access to staff via the staff directory, including phone numbers and email
addresses
o Dropdown menu provides easier navigation to website content
Areas that Need Improvement:
o Optimize the site design for mobile or tablet devices (responsive design)
o Add a sitemap and integrate Google Webmaster Tools and Bing Webmaster Tools to ensure
proper search engine site indexing
o Improve the iconography and overall design to make the site more visually pleasing
o Add prominent invitation on the homepage for subscription to electronic
newsletter/communications
o Consolidate information on Department pages
o Rely less on PDFs to manage the content for significant components of the site, and try to put
more of the content into actual HTML code. This will make finding and consuming content much
easier.
o “Current Projects” portion of the website appears to link to outdated/broken webpages
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Appendix D– Facebook Metrics
Recreation Facebook Insights
Gender of Fans Recreation Page All of Facebook
Women 75% 46%
Male 22% 54%
Age of Page
Fans 13-17 18-24 25-34 35-44 45-54 55-64 65+
Women 0.92% 2% 8% 14% 20% 10% 5%
Male 0.70% 4% 4% 9% 10% 8% 5%
Page Fans by City
Saratoga 153
San Jose 119
Los Gatos 31
Campbell 23
San Francisco 17
All Others 206
Total
549
City Hall Facebook Insights
Gender of Fans City Hall Page
Women 60%
Male 40%
Age of Page
Fans 13-17 18-24 25-34 35-44 45-54 55-64 65+
Women 0.90% 4% 13% 24% 21% 7% 5%
Male 0.70% 2% 4% 6% 4% 4% 2%
Page Fans by City
Saratoga 258
San Jose 117
Los Gatos 25
Santa Clara 16
Campbell 14
All Others 220
Total 650
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Appendix E – Typical The Saratogan Production Schedule
Staff begins outlining potential topics and content 2 months before due to printer
Topics brought to Councilmembers for
suggestions
1 month before due to printer
Writing and Layout 3 weeks before due to printer
Review and Edits 2 days to 1 week before due to printer
Layout Proof Sent to Printer 1 day
Proof Reviewed, Edited and Sent to Print 1 to 3 hours
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Appendix F – Granicus Viewership Rates
For Period: May 1, 2015- May 1, 2015
Video Number of Views
Saratoga Live Feed 1866
City Council - Feb 18th, 2015 1504
CITY COUNCIL 439
CITY COUNCIL 329
CITY COUNCIL - Nov 19th,
2014 302
Planning Commission 302
Live Planning Commission
Link - Apr 22nd, 2015 243
Planning Commission - Oct
22nd, 2014 220
Planning Commission 137
CITY COUNCIL 110
CITY COUNCIL 110
CITY COUNCIL 110
CITY COUNCIL 110
CITY COUNCIL 108
CITY COUNCIL 82
CITY COUNCIL 82
CITY COUNCIL 82
Planning Commission 82
CITY COUNCIL 55
City Council Reorganization 55
Planning Commission 55
CITY COUNCIL 54
CITY COUNCIL 54
Planning Commission 54
CITY COUNCIL 27
Planning Commission 27
CITY COUNCIL 27
CITY COUNCIL 27
CITY COUNCIL 27
CITY COUNCIL 27
Planning Commission 27
CITY COUNCIL 27
CITY COUNCIL 27
Planning Commission 27
Planning Commission 27
CITY COUNCIL 27
CITY COUNCIL 27
Planning Commission 27
CITY COUNCIL 27
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New Event - Feb 19th, 2015 27
Name Page Views
*Granicus Analytics eliminates traffic from City Hall IP addresses. Exploring discrepancies in view rates, including the large number of meetings with 27 views and some meetings receiving disproportionately higher views would involve a full review of metrics with Granicus, and was not within the sco pe of this assessment.
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Appendix G – Santa Clara County Sheriff’s Office Media Relations
General Order
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338
50
339
51
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City of Saratoga
Platforms Review Findings
October 19, 2022341
Why We Are Here
Saratoga asked Tripepi Smith to analyze:
1.Social media
2.Print materials
3.Digital materials
4.Community engagement
5.Other communication methods and processes
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City Communication Tools
•saratoga.ca.us
•Nextdoor
•Facebook
•Instagram
•YouTube
•Twitter
•Vimeo
•CivicPlus Notify Me
•CivicPlus Alert Center
•Wireless Emergency Alerts (WEA)
•Santa Clarita County Emergency Notification
•E-Newsletters:
o The Saratogan
o The Saratoga Source
•Printed Materials
o Postcards
o Flyers
o Street Banners
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16,583
2,600
1,611 1,720
439 145
2,394
(2015)
664
(2015)92
(2015)
104
(2015)
17
(2015) -
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
Nextdoor Members Facebook Followers Instagram Followers Twitter Followers LinkedIn Follower YouTube Followers
Saratoga By the Numbers (2015 –2022)
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•30,163 City Population
•16,300 –19,200 Service Area Potential Facebook
Reach
Summarized ObservationsPotential Audience
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Agency Comparison
•Benchmarked Saratoga’s social media efforts against San
Carlos, Los Altos, Cupertino and Los Gatos
•Each city chosen is similar to Saratoga in population,
demographics, community type and regional proximity
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Agency Comparison
City City Social Media Platforms Managed By
Saratoga Nextdoor, Facebook, Twitter,
Instagram, YouTube, LinkedIn
The City’s Public Information Officer manages all City social media sites and utilizes
Hootsuite for social media planning. The Assistant City Manager provides supplementary
support as necessary.
San Carlos Nextdoor, Facebook, Twitter,
Instagram, YouTube
The City Manager’s Office/Communications Team manages the City’s social media accounts.
Los Altos Nextdoor, Facebook, Twitter,
Instagram, YouTube
The City’s Public Information Office runs the main City sites. Department sites are managed
by an assigned staff member within each department, but the PIO also manages the
department profiles as necessary.
Cupertino Nextdoor, Facebook, Twitter,
Instagram, YouTube, LinkedIn
Multiple people within the City’s Public Information Office manage the City’s social media
accounts.
Los Gatos Nextdoor, Facebook, Twitter,
Instagram, YouTube, LinkedIn
A single part-time staff member manages the main Town sites. Other part-time staff
members manage individual department (i.e.Library and Police Dept.).
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Website Best Practices
•Design
•Content Organization
•Available Features
•Staff Concerns and Recommendations
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Summarized Observations
•The City website is mobile responsive but would benefit from an
update/refresh.
•Opportunity to formalize communication-related policies, procedures and
planning.
•Digital communication tools, including social media, can be optimized and
improved.
•Opportunity to more regularly review and assess metrics.
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Our Recommendations
1.Establish a Cross-Department Communications
Planning Process
2.Regularly Analyze Available Metrics
3.Optimize Social Media Strategy
4.Establish Formal Policies and Procedures
5.Build a Stock Photo and Video Library
6.Revisit Website Design
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Questions?
Jennifer Nentwig
949.426.8747
jennifer@tripepismith.com
Karen Villaseñor
949.750.9189
karen@tripepismith.com
Cailyn Thompson
562.539.2339
cailyn@tripepismith.com
Jacob Lyle
951.376.0091
jacob@tripepismith.com
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Website Feature Examples
352
Website Features
•Layout and Search Location
•Drop -Down Menus
•Buttons
•News Section
•Calendar
353
Layout and Search Location
a)Prominent Photo,
Discreet Search Tool
b)Prominent Photo &
Search Tool
c)Prominent Search Tool,
No Photo
354
Layout and Search Location
a) Prominent Photo, Discreet Search Tool
355
Layout and Search Location
b) Prominent Photo & Search Tool
356
Layout and Search Location
c) Prominent Search Tool, No Photo
357
Drop-Down Menus
a)Detailed Menu
b)Simple, Expandable Menu
358
Drop-Down Menus
a) Detailed Menu
359
Drop-Down Menus
b) Simple, Expandable Menu
360
Buttons
a)Colorful Buttons with
Titles & Descriptions
b)Monochrome Buttons
with Titles, No
Descriptions
361
Buttons
a) Colorful Buttons with Titles & Descriptions
362
Buttons
b) Monochrome Buttons with Titles, No Descriptions
363
News Section
a)Text Only
b)Photos/Graphics & Text
364
News Section
a) Text Only
365
News Section
b) Photos/Graphics & Text
366
Calendar
a) List of Events with Filters,
No Month View
b) Month View & Event List
with Filters
367
Calendar
a) List of Events with Filters, No Month View
368
Calendar
b) Month View & Event List with Filters
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SARATOGA CITY COUNCIL
MEETING DATE:October 19, 2022
DEPARTMENT:Community Development Department
PREPARED BY:Nicole Johnson, Senior Planner
SUBJECT:Report on Mills Act Agreements
RECOMMENDED ACTIONS:
Staff recommends that the City Council receive the report.
BACKGROUND:
At the July 20, 2022 meeting, the City Council directed staff to provide a report on how City
staff monitors the 10 year restoration plans for the Mills Act properties within the City.
In March 2003 the City Council approved Resolution 03-016 establishing the City’s participation
in the Mills Act Program. The Mills Act enables the City to enter into 10-year contracts with
owners of historic properties, and the contracts are automatically renewed annually for an
additional year. Under these contracts,the owners agree to maintain and if necessary, rehabilitate
their historic structures. In exchange for these restrictions the owners receive a reduced assessed
valuation of their property thereby lowering their property taxes.
To qualify for the program, a structure must be on the Heritage Resource Inventory (HRI) and a
designated historic landmark. When an application for a Mills Act contract is received, it is taken
before the City Council for review. If the Council determines that an agreement is appropriate,
they will adopt a resolution authorizing the City Manager to enter into the agreement with the
property owner. Once the Mills Act contract is executed by all parties, the City will record it
with the County of Santa Clara and the County Assessor’s Office will then recalculate the
property taxes accordingly.
It is Council policy that no more than three applications for the Mills Act be approved per year.
The City has entered into a total of sixteen Mills Act contracts since the program was created.
Each year staff reaches out to the property owners of these properties to obtain information of the
work that they have done on the property in order to comply with their 10 year restoration plan.
Staff collects documentation from the property owners and conducts site visits for these
properties.
Out of the sixteen Mills Act agreements with the City, seven have completed their 10 year
restoration plans.Five of the properties are in various years of their restoration plans.the
remaining four, are more recently approved agreements and are expected to begin the reduced
tax assessment from the County in the 2023/2024 tax year.
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ATTACHMENTS:
Attachment A - Resolution 03-016
Attachment B - Mills Act Monitoring
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Mills Act Monitoring (10 year restoration plan)
APN Address
Year
Designated Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9
Year
10
Contract
Fulfilled
378-25-021 Walbrook Drive 11995 2004 Yes
397-13-066 Chester Avenue 14288 2005 Yes
503-22-075
Saratoga Sunnyvale Road
14051 2005 Yes
393-45-017 Saratoga Avenue 13855 2007 Yes
517-08-017 Oak Street 14683 2011 Yes
517-11-003
Saratoga Los Gatos Road
20330 2011 Yes
386-47-039 Cox Avenue 19161 2012 Yes
397-25-099 Saratoga Avenue 14065 2013
397-19-010 Fruitvale Avenue 15095 2014
397-22-053 Oak Place 14475 2019
517-08-017 Orchard Road 20331 2019
517-22-130 Peach Hill Road 15320 2020
389-04-007 Shubert Drive 19277 2020
389-05-016 DeHavilland Drive 19174 2021
517-11-005
Saratoga Los Gatos Road
20280 2021
517-08-047 Oak Street 14666 2022
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