 Well good morning everybody, welcome to our 10 a.m. session of the May 7th 2019 special meeting of the City Council. I would ask our clerk to now please call the roll. Thank you Mayor. Council Member Crone is currently absent. Glover? Here. Myers? Here. Brown? Here. Matthews is currently absent. Vice Mayor Cummings? Here. And Mayor Watkins? Here. I have a few announcements and then we will move on to our presentation. So today's meeting is being broadcast live on community television channel 25 and is streaming on our city's website at thecityofsanacruz.com. Lynn Dutton is our technician for today and I want to thank you Lynn for your work and for being here with us today. So the purpose of today's meeting is to hear from eight of our departments in our city ahead of tomorrow's budget hearing for the 2020 fiscal year. So representatives from each department will provide their presentation and that will be followed by questions from council and after public comment will return to council for more questions and any discussion. So we have eight department presentations and are anticipating no longer than an hour per presentation ideally. So we will start with the following order. We'll begin with finance and we have Marcus here and a team to kick us off and then information technology will move to fire department, human resources, the city manager's office, Santa Cruz city libraries, the police department and the department of water. I believe around 12 o'clock is when we will take our break and have lunch and then that will come after our city manager or department presentation and then we'll return at one o'clock for our library department presentation and so on. Are there any questions from the council at this time? Any additional information from the city manager's office? No? Okay. So that said we'll go ahead and jump right in and I'll go ahead and turn it right over to you Marcus. Good morning. Hello. Thank you for being here. Sure. We'll keep it short and sweet. I'm gonna start I struggled a little bit and just to let you know I want these presentations to be meaningful and remind full. Our department's the new wants department that lives behind the scenes. We generically call the finance department but we do a lot more beyond that. So when I'm gonna start with this is story. The story of people. So we've we're really proud of the culture of our department. We're really proud of the commitment and the people we've stolen from other agencies to come here and we're most proud of the people we've grown and developed and introduced to local government. So I'm gonna start with a few stories. You mind spacing me through the first one. Kim Wigley. Kim came to the city from an outside audit firm and was an accountant when I came here in 2012. Shortly thereafter in 2012 RDAs became a target and ultimately were dissolved. So big pork. One of the most dynamic parts of our funding source for housing and economic development was gone overnight. Kim was asked but then volunteered with a smile to go help our economic development department navigate through this space. Something she didn't have a lot of experience in. She's smart, talented, committed and works really hard. So she went over there and helped economic development for a long time through it and ultimately a position came open in economic development and we were proud of her when she took that job. We didn't regret losing her although we did but we were proud that she took that job and now we stole her back. So she's an example of somebody that came from the outside, introduced to local government, we saw how dynamic she was, jumped in to help another department and did it with a smile the whole time. That's Kim Wigley. Next one. Ralph Reeder. Ralph also an accountant came from an outside audit firm but has a different background. Ralph, cars with a chainsaw, wooden bears. Ralph was a professional bowler. That's Ralph. Ralph, similar to Kim, also volunteered to go to ED to help him and then volunteered to start our robust TOT audit program. He volunteered with a smile and was nervous at first, then got into it and what's great about Ralph is he develops a relationship with all of our oddities. So when somebody gets a letter that they're gonna be audited their stress levels go off the charts just like any of you might but we purposely not wanted to have an RIRS audit feel. Ralph brings humanity and community connections to every audit. He's smiling, he's helpful, we have people telling me at the end of the audit, they've enjoyed the audit. Never in my life thought that would be possible. That's Ralph. Ralph is just compassionate, dedicated, works his tail off and has done a lot of things. Everything we've asked Ralph he's done outside of an accountant's world. He's done. Maya was hard to find a picture. I realize Maya is very dynamic personality but hides from cameras. So we found this picture and so it's not necessarily professional but I'm running with it. Maya was a cashier in our department years ago when I first came here. Just a very committed, thoughtful, big thinker as a cashier. Asked a lot of great questions, showed up on time but more than that just provided a really great smile and cared about people coming in. Maya then we lost her to the library. She worked for the library and then had kids. She's got three daughters, Serena, Sophie and Charlie, nine, four and three. So she's an active mom. Came back to us because she's looking to get back in the rhythm of things. She had her kids. Came back to us as an entry in our revenue department and is now our accounting technician and has stepped in to be a supervisor of our revenue operations. She's grown and evolved and is a dynamic value add, amazing personality for our team. Those are just three people, examples of amazing people on our team and you'll hear a few more about our internships. I've probably taken all of my a lot of time so I'm gonna stop talking and just power through the rest of the slides because now we'll get in some technical stuff. Too much information but this is what we do. Look at it later. We were talking about how to make it connected so you got, you know, a Seinfeld reference accounting. We do the same thing so there's a gif in there. The guy just doing the same thing over and over and over and over again. If you're in accounting that's what it feels like. Payroll. Everything is now. We're bringing employees. There's no time. You can't wait till later. It's now. It's now. It's now. High pressure, high deadlines. A lot of our work is high pressure, high deadlines. We can't move our deadlines in finance. And then there's another one that sometime we'll show you. Risk management. We brought on risks a couple years ago. We just contracted out. We brought it into the city and that's an image of a basketball player passing it to his coach who then passes it back to the floor to be an active play. That's what risk management is. We help an active situation get better. We're participants and partners in that. So there's a lot there that we do. Cheryl Five, Assistant City Finance Director. First of all, I'd like to go over our awards. This is our latest and greatest. This is the California Society of Municipal Finance Officer, CSMFO, innovation 2018 Innovation Award. And this was selected by this agency, which is, I think there's over 2,500 members involved in that. And one of the reasons that they chose, let me say that they, it was for our Action Labs that we did. One of the reasons that they chose the Action Lab as an innovation that deserved the award was it supported leadership and development of finance staff. And it also, out of it, came 67 workable ideas for a sustainable budget. So that's our latest and greatest award. We also have the CAFRA Award, which is from the Government Finance Officers Association. And this is for excellence in finance reporting. It usually takes about four to five months to develop our finance, our annual finance report. And we submit it to the Government Finance Officers Association. And we receive this award. And we're really proud of that. And we also have the Distinguished Budget Presentation Award. And that's also from the Government Finance Officers Association. And we received this for the first time about three or four years ago. And it's, there's quite a large criteria for making this award. Good morning. Tracy Cole, Principal Management Analyst. Among these awards, we've also been working towards our fiscal year 2023 sustainability plan. Everybody has heard about this. Everybody has seen this wonderful spreadsheet that we have about it. We've been working on this since the fiscal year 1516 when we saw deficits in our forecast. And we will continue working on this through fiscal year 2023. And then also coming up, we have OpenGov. I don't know if any of you have heard of OpenGov. It's an online platform that we're going to be bringing out in July, hopefully this summer. And it's just a transparency tool so that anybody can internally or externally get online and see how the city is doing. I'll just speak to this one because I think I want to make up some time. So long story short, my first experience of walking into the finance department was hallways of cabinets and dark. We walked in the door and it was cabinets, hallway cabinets and dark, just dark, dark, dark. All the windows covered, sort of. We've got rid of about all of our finance cabinets for finance department paper people. We have no paper. We've done a lot of things. It's not just scanning. We don't print reports anymore. We save them. We went to budget and CAFRA reports and now they're digital. So we just try and avoid creating paper. So we've done a lot of stuff of just making it more streamlined for our own cost, but it's also better all around. So we've tried to embrace going green wherever we can. Growing tomorrow's government leaders. I don't know. There's so many interviews that I do where someone comes for the interview and they go, I don't know what it is. I've gotten my degree and no one hires me. So one of the things that they lack is experience. And so the finance department has started a few years ago, started an internship program and we have quite a few successes. One of the ones I'd like to mention is Ashley Borba. She is now a senior auditor for Deloitte, the number one CPA firm in the world, but she came to us, worked in our TOT revenue audits and then she worked in the accounting group and learned a lot of skills so she was able to be hired at the CPA firm. And we hope that she comes back someday to our department. And currently I'm working with Ramon. He's a teacher out in, I believe it's Watsonville. And he is just looking for something different. He wants to service community. He's a full-time teacher, but he wants to learn more about the government service. And so he's come and he's working with us. He helped put together these wonderful budget documents that you have. He was really instrumental in getting a lot of information, so I just wanted to recognize him. We have two names there, Nick and Joseph, who came to us as interns and now they're still with us. They've taken on permanent roles. We're really proud of that. Not only that we kept them, but we've kept them local. We've kept them around. We've kept them interested in government, so we're excited about that. This is our finance department, how it's broken up into the funds. How we have a 4.4 million, that's the general fund supported. We also have the risk department, which is liability. And that's an internal service fund, and that's 4.5 billion. We also started an equipment lease program to where we're self leasing the equipment to other departments and other funds. And in the process, we're building a reserve. So if something happens, it's not, it doesn't, we have the money to, you know, to replace the equipment. Finance is 4% of the 2020 general fund. And it's 2020 position in SEIU and other 16 SEIU members and 18 other members, which would be management and executive. And I just want to mention that, you know, we are a small but mighty department. We support all of the general fund and enterprise operations. It's a $262.6 million budget that we helped to oversee. And I think we do an amazing job at it. So we have a lot of things coming up next, obviously balanced budget. We're eager about moving towards a strategic plan that we can then build performance measures to support the strategic plan. We've got a lot of recruitments you see a half of our department picture with mystery positions we've got to fill. We've got to bring some bodies on board. We're a little short handed right now. And as Tracy mentioned, we're also simultaneously doing other things such as trying to go live with a new open gov financial transparency platform that the public would have access to. And all council members certainly, we want to get there. We're really, really close. We've the closest we've ever been. So I think I want to finish there. I know we're just about out of time from our presentation went a little bit long. There was a quiz I wanted to do maybe another time. Left you have some post-its. But we had questions of how many accountants do you think we might have? And if you think of all the city's parts, if you think of a $50 million business, a water department, how many accountants might they have a wastewater parks and rec, how many accountants might those independent businesses have? And if you do the math, we've got four. And if you do the math, you might say, well, there's probably should be 20. So we do a lot with just a few, few, few bodies. In addition to contracting out libraries, we've supplied admin services to entire library administrative systems. So that ends our presentation available for questions. Thank you. It's lovely to hear about the folks that are working in your department about your accomplishments and awards and about the work you did. So thank you very much for your presentation. I'm wondering if there's any member of the community who's interested in addressing the council on our finance department's presentation. Okay. Seeing none, we'll go ahead and return back for questions and comments. Councilman Brown. Thank you for the presentation and overview in a brief amount of time. I do want to get the answers to the quiz though. Should we do it? I make prizes, you know, you'll all get a prize. Because I was frantically trying to find the and I found different 34 or 32 total staff. But what's Eden and how? So Eden is our financial system. That's what I thought. So most software systems you think about, you know, three, five, seven years old, that's a lifespan, 20. It turns 20 this year. And some of you might have been around when we brought Eden on board in 2003. And that was created in 99. And actually, if you think about it, it was designed with 1997 thinking. So go back in 1997 and think of internets, web, government transparency, long range forecasting, none of that was happening. And that's the system we're using. Question? Just one, could you give an update on the short term vacation rental and permit process and how many permits are left and what your thoughts on what feedback you've heard? I believe we're close to the number of permits in planning department closely watches that number right now. I don't have that number, but we're close to our total issue. We're still actively finding and identifying. We find a lot of people who are operating without a permit and we're notifying them and ceasing operations. We're collecting back and arrears, TOT and interest in payment, transit occupancy tax, interest in penalties. So we're still very active in that space. I think the abuse is shrinking, but it's probably still out there. I just want to thank you. You always convey the people and the pride in your department, which I love. And if we could get your hard copy of this. Sure. Samir, coming. I said one question. First, thanks for the presentation. I was wondering what are some of the struggles you've been having to fill the positions that are vacant in your department? Trouble is not the right word. It's success. We've had a very successful succession development plan. We reorganized our we used to be very top heavy and very single track heavy. You know, we wanted to give anybody who came into finance. They want my job. Let's give them a path to get there. And so we're having success. People are promoting up. People are learning. People are adapting. People are getting promoted to other agencies. I talk fast. Sorry. But it's a success that's we're struggling with now is we've got nearly eight or nine vacancies. I can't remember the exact number right now for department or size. That's, you know, we're at 30% of our department. That's big. It's a big deal with budget negotiations systems. We're trying to bring online and other things we're doing. So it's a struggle of finding people we noticed years ago. We put out flyers for jobs and we get very, very few interest because there's a lot of great jobs over the hill meaning not great jobs. These are great jobs, but the pay is attractive to a lot of people. So professional industries, your engineers, your accountants, your technicians, your electricians, those professional places are having a hard time. We're having a hard time competing with the low employment market. Reminders of the customer club. I was just curious, how how does your department work with, for example, state legislation? So for example, sales tax recapture. So are you helping to assess those bills or how are we? How are you interacting with that? Those kinds of changes that obviously would affect our budget? Multiple layers. A lot of us stay active in other associations. There's a clone, Marcus Pimentel, who's on the League Revenue and Finance Committee. There's also a clone who's working on another statewide society on political activism. Finance activism, sorry. That's your other job. So those other clones are active in that space and we have staff who try to do it. We've got some city, some staff in the city manager's office who's dynamic. Economic development does a good job of alerting us to things. So it's kind of a team approach. Great. Thank you. Hey Marcus, great energy as usual. I'm always great to hear your presentations. Just curious with the information that you just shared about the Eden program or the system. Is there a reason why we're running a system that was designed in 1997 to manage our finances? Costs. $3 million is not a priority right now to spend on a system and resources. We don't have the in-house resources to put everything on the shelf for five months because it's a city-wide systems are now integrated with everything else. A system will be building permits. A system will be class registration. So to get that on board, it's resources, staff, strategic commitment and funding. So just you were saying that just to replace Eden would cost $3 million and five months of shelving? Those are just raw guesses. It's been six or seven years since I've been in this market. Ironically, when I first came here, that was the first thing people told me is replace Eden. And we've looked at how to get value out of Eden and support it with other ways to keep it limping along. Has there been, I mean, I just like you were saying but there were kind of loose numbers. So has there been a concerted effort to identify alternative financial systems that could be implemented in Santa Cruz and the benefits associated with that? We are active in that space of looking at it. Cities around us have gone to systems. I'm interested in regional approaches. I've got some ideas that we might be able to share costs and regionally have a single system instead of everybody buying the same system in different agencies. So, well, that's my question. I'd love to learn more about that. Thank you. All right. Thank you very much and have a wonderful day. Thanks for the presentation. So at this time, we'll go ahead and invite up our information technology department presentation. And we have Laura Schmidt who will be presenting for us. Thank you. This is unexpected, I think, is the word for this. Good morning, everybody. I'm Laura Schmidt, the IT director for this city. And it'll take more than five months to implement a replacement for you then. You're welcome. I just didn't want that number of months to stick in your head as we move forward in the next few years. So I will be giving you an overview of our information technology department. I'll give you some idea of what we do as a department over the last two to three years, a few of our banner accomplishments, and then what's next for next fiscal year. So our department, we are a department of 20 full-time equivalents, and we are divided into four divisions. And two of our resources are funded by the wastewater treatment facility enterprise fund and the water treatment enterprise fund. So what do we do in technology, the value that we deliver, if you start from the, what is this, right side of this chart on the bottom yellow part, when you plug in your device or your computer is plugged into the network and you turn it on, you expect it to hook up to files. You expect to be able to enter your time card and Kronos. When you pick up the phone, you expect a dial tone. So this is the electricity of IT. You plug something in and you expect it to work and there are resources behind the scenes. So that is our infrastructure services group. And then you have all of these devices that are consuming that infrastructure. And these devices could be your smartphone, it could be your desktop, your laptop, your phone, all of those things. These are productivity enhancing devices that our main target audience there is the employees. So we want our employees to be productive using technology on a day in and day out basis. So that's our client services and systems administration group. And then those employees use the devices to hook up to applications or systems. Mark has talked about EDEN, our financial and human resources system. So whenever you are using an application, either delivering a service to another department in the city or delivering services directly to our community, those applications are supported by our process and application solutions group. And then overall behind the scenes, you expect us to have some sort of strategic plan and a roadmap for information technology, how it benefits the city and the community as well as our employee departments being able to deliver services out to our community. That and the overhead of hiring personnel on our budget is in our strategic and administrative services group. So those are four divisions. So those four divisions manage and administer a lot of stuff that could be voice over internet protocol phones, all the conference rooms across the city. We manage 600 plus PCs, a bunch of laptops, other mobile devices. We manage thousands of licenses, whether that's for a large system like our enterprise resource planning system that has finance, human resources, purchasing and payroll on it or the Microsoft license that sits on your desktop. We manage those licenses. We manage almost 100 applications across the city. And those could be specific to a department or shared across the city. We manage almost 100 switches and routers in our network data closets across the city, about 90 uninterruptible power supplies. So if the if PG&E goes down here, our data center has to stay up. So we have a giant UPS in the basement. And we have smaller ones of those scattered throughout the city. We also have all these servers and they store data and they store applications. And virtual servers are always an interesting concept. So to make the virtual server a little bit more real, part of our servers in the virtual environment are dedicated to storing files. So right now, just in files, not email, just in public, when you connect to your P Drive and you have a file there, we have about nine terabytes of data stored on file shares in our virtual environment. Finance takes up 75% of those. I was just kidding. If you look at that nine terabytes of data, if you stack and were to print out two-sided pieces of paper, that would stack would be 90 miles high. So you can travel on our file shares from here to San Rafael, here to Tracy or Los Banos. And it's equivalent to about 4,500 hours of movies. And that's just the file shares in our virtual environment. Let's talk a little bit about applications and make them real. So your utility bill comes out of a system that the IT department supports and administers. A parking violation comes out of our AIMS ticketing system. If you have a permit or a business license need, that goes into our land management system. And then if you buy a Bill Mayer ticket out of the Civic that comes out of a ticketing system that we support with Parks and Rec. So just trying to give you a little bit more of a true flavor of what this mysterious technology stuff it is that our department does. Let's talk about some of our accomplishments over the last couple of years. In 2016, we brought the help desk back before, believe it or not, there was not a centralized phone number for you to call to get help. So all of those devices that we support and anything that you needed with the system, you kind of like went and hunted down technology people to do that. So we reopened the help desk in 2016 and we average about 6,000 to 7,000 tickets a year. So over the years, it has increased. The small number on the other side, that is our average days to close. So a little bit under 2.7 days to close. And then out of those 6 to 7,000 tickets, we're servicing anywhere from mid 500 to 600 unique customers in those tickets any given fiscal year. Another thing that we do is anytime an employee starts our temporary life guard or an intern or somebody leaves, whether it's a temporary person or a permanent person retires or somebody needs to move desks, that is all represented in what we do on a day in, day out basis. So this is more of our operational stuff. So you can see over a given fiscal year that we do several hundred of these types of moods, ads, and changes. In 2017, we redesigned the internet and we went from a fairly unmodern and a city departmental driven view of our work here at the city out to the public. And we went through a Google's analytic process and we highlighted the most hit items, put them in the forefront of our website and redesigned it according to how somebody in the public might try to navigate the website. And we did that with actual surveys and we actually had some people, we analyzed behavior of them now trying to find things on our website. We have an ongoing security program. We have a past end of life system in multiple places throughout the city. And this is a laundry list of things that we've either changed and upgraded and replaced the aging out of date infrastructure or we might be adding new things. This is an example of new infrastructure that we put by the SoCal front garage to give you an idea of the clarity of the system that we've put in place. So these are just some quick shots of the camera views around the garage and Frazier-Luisling. We launched a community request for service portal. So scattered throughout our website we had 16 to 17 different ways to go about requesting service from the city. We went after the most used locations within the website and consolidated them into this community request for service portal. And the evolution of this is ongoing. If your request doesn't fit into any one of these, you can find the more specific one located within our sub pages. Are you going to enter in a general request? And then we will route that. And this system integrates with three of our existing systems. So this integrates with a graffiti vendor. It integrates with a work order system and it also integrates with our land management system. So that's pretty good. And those actually start within those systems the internal processes to create something in workflow. And so that is also helping on the efficiency on the city staff side of being able to get these items and move them through the process to resolution. Every year we do PC replacements. So this will give you an idea of the number of replacements we do. PC replacements are not, we don't do them because we want to do them. We do them because we have to do them. So we are looking at the age of the PC as well as the age of the software and the operating system that is on the device. So right now we have a mix of Windows 10 and Windows 7 out there. Windows 7 is end of life. We need to replace all of those by the date that Microsoft will no longer support that operating system. So that'll give you an idea of what drives the PC replacement numbers. Water we piloted with about 500 customers of water smart application where you can go into that. And the application will give you ideas of you can save $239 a year if you were to look at planting these water saving plants. So it's very direct to the consumer and trying to relate to them that if you do this you can save this. Any given month in a year our email filtering program and our network and systems administrator they work really hard to make sure that what comes into the city is safe to open. Some stuff still gets through and so for those of you that forward those to the help desk for us to look at I really appreciate that. And know that only about 25 to 30% of our incoming email is valid at any given point. And it's our filtering system that is catching those other ones and trying to stop the phishing attempts and the viruses and the hackers from getting into our network. What's next? So our fiscal year 20 budget very similar to some other departments that you've seen where 60% on the personnel side and 40% in service and supplies and others and the service and supplies and others. Think of things like hardware maintenance, software maintenance, professional services, computer equipment, non-capital those are the types of things that are housed in that 40% of our budget. How do we decide in IT what we're going to work on in any given fiscal year? Every two years we update a strategic plan which I haven't included in this because of the limited time frame we've got. But just now behind the scenes that we do make a market conscious effort of how we make decisions and recommendations of what we work on and what we replace in any given fiscal year. So we have sustainability measures behind the scenes where we look at the age of equipment whether that's hardware or the age of equipment. So we have a sustainability measure behind the scenes that we're going to work on in any given fiscal year. We're going to work on the sustainability of software and we're going after those areas on any given fiscal year based upon a red, yellow, green. Red means past end of life, yellow it's approaching end of life, green means replace to new. And I haven't brought those because they're quite busy right now. The vendors no longer going to support but Tyler Technologies is supporting Eden for now. So it's a balancing act on any given fiscal year how we go about approaching applications and the hardware stuff on the infrastructure side. We also work very closely with our departments. So every two, three months somebody in information technology will meet in a relationship building information gathering mode with the department where project managers and IT managers are assigned to a given department and they meet with them every two to three months and see how things are going. And that conversation runs a gamut of production support issues, enhancements and programs and projects that are bigger. We also do an annual information gathering from all the departments and we have an IT steering committee here at the city and we meet with some of the projects that we have in the pipeline. I'm not going to go over the long list because I've got some limited time with you. If you have any questions just let me know. And then when I think of the future items beyond fiscal year 20, these are some of the things that I worry about when I look into the future. So we have an ongoing security program project. We have an ongoing parking garage project. We're in a constant state of being compliant with the credit card industry standards so that's us taking credit cards here at the city and our land management system needs upgrading and possible replacement. And there's a lot of revenue going through that system so it's quite important. And our agenda and document management system, our existing software was acquired and that product that was acquired is no longer going to be supported by the vendor because they have a competitive product so those are one of those things when we look at the red and green yellow, it's a red one and the timeline is not something that we necessarily set versus the vendor. Office 365, you may use Office 365 at home. We currently are managing our Microsoft licensing individually because it is much more financially sustainable for us but at some point we will need to go up to Microsoft's cloud. We will also need to do an email upgrade and possibly move that to the cloud. The departments are clamoring for a collaboration tool so whether that is a Microsoft whatever product, think of being able to easily share documents with one another and you don't have to be inside of our network walls because our shared drives are great to share with one another but the moment you have an external party present then it is difficult so the departments want something not just for internal collaboration but external collaboration and they also want something that is more instead of being operationally department focused program and project focused so a project comes up boom and we can put something out there related to the project, take it down, move on. Enterprise resource planning application replacement, that is Eden so that is a big ticket item and it is going to be a big deal because hooked up to Eden is time cards, every employee touches a time card as well as it's got the finance accounting systems, the human resources systems and then all of our purchasing and our utility billing system is actually in Eden as well. Data analytics is a huge thing. We have all of these transactional systems with all of this great information. How do we get that information into a place to help business companies to be able to actually make that information powerful and use for operational decisions and strategic planning. And then of course cybersecurity is a huge thing. We do not want to be in the papers, we want to be able to keep our city resources and our data safe and we're in a constant battle of keeping up with the evolution of technology out there and how we safeguard our city's technology assets. Thank you, Laura. Welcome. Maybe before we do that, we'll go ahead and see if there's any members of the public who'd like to address the council. Okay, and I don't think so, so we'll go ahead and return back for questions and I want to thank you for the brief presentation. I know you do and your team does a lot for our city. I also know that City Manager Martin Bernal sent out an email to the council for us to set up individual times to reach out to directly so I encourage those who want to dive deeper to do so because I think you touched on a lot of really great big topics. I'll go ahead and see if there's any questions amongst the council. Councilmember Brown, Matthews, Cron, Meyers, and then Glover. Okay. I want to say thank you for the presentation and all of the work you do. I have to say a big shout out to your client services staff. They are amazing, so competent, and so quick to turn around requests. I mean even when there isn't somebody right there at the desk and somebody sees me panicking and wandering about in your section of the offices, somebody helps and it's amazing. I've never had such an experience where if I have an IT issue it gets resolved pretty close to almost immediately. So I really, really appreciate that. Can't say enough about it. And then the one question I had was related to, you know, requests for, through the portal and looking at it, it looks like your goal, one of the goals is new categories, new service types for community requests for service portal. Just wondering how you decide what those are. Do you track and see what their big requests are in the other category, emerging? So we have an Excel spreadsheet of the existing 16. Half of those were converted to the community portal already. So we have the next ones in the queue as far as what the demand signal from the user community, the community was as far as they're hitting those sub pages. So those are in the queue. And then also what we're doing is on the general request side, what is in there? So we are able to extract the information out of the portal and then crunch the information of what are the high ticket items that are showing up over and over again in that general request bucket. So those will become the foundation for the next phase. You're welcome. And thank you about the compliments to the team. Customer service has been a huge focus of us. So I appreciate that and I'm sure they do too. You don't want the compliments. For the fiscal year 20 goals, are those represented in the capital improvements? And other, I mean, those are already integrated in the details. They're an amalgamation. Some of them are operational and some of them are capital project oriented and some of them even like the parking one that's in the public works parking budget. So it's multiple sources. Moving over to future, are these things that are not in the coming year budget but that are imminent? The security program parking garages and agenda and document management are in the budget. Land management is partially funded and then the other ones are not funded. So around office 365 and land management is only partially funded and office 365 down is not funded. Is land management is that basically planning, permitting and all that stuff? Is planning, permitting, inspections, business licensing and all of that. It is mostly planning and community development but for instance parks and rec uses that application for tree permits. The fire department uses it for some of their permits so it is really a city wide application but the majority of the use is from planning and community development. Thank you very much for the presentation, really appreciate it. Three questions. I didn't see the items that people request most. What were those 10? Did you have a list that I missed it? I think Prezi is hard to do on this slide. So this is bike, it's hard to read. Bike and pedestrian hazard, graffiti, sewer spill or backup and traffic concern and the bucket of anything else that doesn't fit there goes into the general request. So this list was developed because of the traffic to the site that was interested in these issues. And which ones were the heaviest hitters? And say somebody comes in and does a credit card for $100, how much does a credit card company get for that? I honestly don't know. 3%. Thank you, Marcus. So I assume also when you talk about outside folks being able to work with one another on a similar document, the Google doc thing just isn't secure. But that's the kind of thing that we would have to go with Google. We would obviously do a competitive process as far as pricing and we would have to go with a Google that is an enterprise version, not a consumer version, because when people use the consumer version of any of these given applications for city work, then we don't have any way to administer that or to have any ability to help with that. So that's the kind of thing that we would have to do with the Google license at that point. Is that cost prohibitive right now or have we looked into that? We have looked into it and we did not see a market price difference between the major players. They've kind of converged on being monopolies. Equally pricey. So that's the only partially funded in this year's budget. What is the missing amount on that system? We actually went out for a mini request for proposal process on that and the numbers that we got back were substantially higher than what we had anticipated. So we are in the process of analyzing those numbers and diving a little bit deeper into the vendors at some point but we're also mindful of what's going to be happening given the fiscal situation that we're in this fiscal year so we're kind of doing a wait and see approach at this point and being able to analyze the actual pricing that came back from the vendor which on a baseline level was higher than what we anticipated as well as what we're going to have to contribute as far as helping the general fund situation. So we're going to go back and wait and see as far as the rest of the month of May and how the budget process goes. And the amount that's partially funded will that give you functional capacity for the certain parts of the management system? We're actively working with the departments that use the land management system and we're trying to creatively slice and dice whether or not we can use the rapid application development tool that this community request for service portal sits on to do some creative application development to help with all of the various functional needs that would be most of a direct to consumer improvement on our processes and trying to focus on those and can we do something in-house to be able to help this on this rapid application development system. So we're looking into all of those aspects right now. Thank you. I just had one quick question on the data, the police department crime analytics and is that something that is internally developed or is that another product that is? That's a great question and I didn't touch on it. When it comes to the IT department you'll notice that there are a lot of internal time equivalents. So with that number we cannot develop a lot of in-house applications. We are probably 90 plus percent vented in the city and vented means we rely upon the development of other companies so we buy commercially off the shelf ready packages and then we support them, configure them to the city needs and then help upgrade them if there is a chance to develop a new product. So the crime analytics solution that we would be looking at for police department is a vented application, it's something we would purchase. That's not funded for the coming year. It is in the fiscal year 20 budget. One of the things that's not funded for the coming year is that it's not funded for the coming year. Although they do work closely with the IT department in terms of having integration. So that is going to be replaced. And with the new system the current system, there's two systems, one that just includes the cities and a separate one for the county. Neither cities or cities have a system that works for everyone. So it's more cost effective, it's more integrated and it actually is more functional because the system we currently have has a lot of challenges with respect to collecting data doing data analysis and that sort of thing. This system will help with that but the new records management system will also be a great improvement. So that is anticipated to be a proportionate share on that system. It's about a two to $3 million system again shared by the cities and the county with respect to paying for that system over a period of time. And I just want to add my thanks to your department, just all the work you guys do, especially some of the new things that I think our community is greatly appreciative of the way to just get rapid response and that's a great question. Thank you. I love technology. So I love your department. It's wonderful and just as councilmember Brown said a lot of the times where I've needed assistance with my items or IT support, they're right there, they're super friendly and they get the job done. So great job there. I was interested by this community request service portal. One of the questions that I had from councilmember Brown's question, so that's really interesting, is there a way to look at the ratings of the other issues that came up or the other sub pages that have been going on and then where would we be able to find a list of the general requests? So we can do a report out of the system for the general requests and be able to basically dump the database for that for the sub pages and then the other items we have those in a spreadsheet as far as what the historical trends were for those sub pages. And do you find, because I noticed that a lot of these have to do with infrastructure things here and there, is it a place where people report other things outside of infrastructure? I guess I would get that through the general request report. So I'll just be in touch. Thank you. You're welcome. Thank you for the presentation. I just one quick question about the cost associated with the addition of new applications. I was just wondering if you could speak to that. Are you talking holistically like any application or a service type within this portal? Mainly around the service type within this portal. So this platform is something called a rapid application development platform. And that learning that tool enables our developers to be able to amend it and change it and then also build new ones. So adding a request type to this existing portal would be done by our two programmer analysts. If we were to need to want to create a brand new application on this platform, if it was something that was similar to community request for service functionality, they might be able to do it on their own, but if it had a lot of complex new functionality we were trying to build, we might need consulting help from the company to be able to learn new ways of developing on it. But the baseline support of this happens now with our existing programmer analysts. And that's one of the reasons why we chose this platform. It's relatively easy to learn and the learning curve is pretty quick as far as turnaround time between learning it and being able to deliver value with the programming for it. It's simple enough that I could probably learn something and they're back at their desk going no! Thanks, Laura. Really quickly in terms of is this on an app as well? It's an app so you're marketing it out to the community if I remember correctly you can do it as a web link on our www site and then this is a screenshot but you can click on the website to download it from the Apple App Store and the Google Play Store so it can be both. Those that may be interested in getting the app? Thank you very much for the presentation. I'll just say I use this thing all the time. It's great. Sofa on sidewalk damaged utility box just over. The general request is anything else that needs attention. It's great. Thank you. So we'll go ahead and move right along to our next presentation which is our fire department presentation. Here's the... Are we ready? Here's missing but hello city council. Jason Heideck fire department fire chief. I've got Pat Gallagher division chief of operations that our OBS manager will be taking some turns presenting some of the information within the packet. So just framing some of the things that the fire department does we're primarily a response based agency and so how we engage in some of the city functions is kind of dependent on the situation but within the community engagement our CERT program which is our community emergency response team training that we do our ROP program that we do with the high schools City Hall to U structures EOC which supports disaster management and Paul will be talking about that in a little bit as far as the FEMA reimbursement. Our economic vitality marine safety and fire prevention specifically within there the boardwalk is a huge economic driver because of tourism which is what the economic vitality one of the goals of that and there when they've done surveys that public safety is one of their first and foremost concerns. Fire prevention dealing with new industries in the city specifically cannabis that has been a huge lift you know it's a new process and working with them to develop standards that they can adhere to so that they can function. Financial stability new revenue sources whether that's from contracts that we've signed with outside agencies to funding mechanisms to get reimbursement for some of our responses within the state the community obviously disaster preparedness and then something that we've implemented and been working on for a number of years is the URVI which is the unified response to violent incidents so think of terrorist events active shooter events and having a coordinated approach between law enforcement and the fire department to a Las Vegas incident we recently deployed in the entire county so it's not just us ballistic helmets invest in all fire engines so that we can provide medical care in areas that previously we did not have medical care. Organizational health internally we have our pillars that we've been working on and our people are our primary product they are who do the work and so supporting them and their ability to do that work is also for the next step when they get hired as a firefighter being an engineer being a captain and providing that support internally as well as our peer and mental health outreach keeping them healthy and also recognizing that some of the things they're exposed to has a cost and so providing that peer counseling team that we've developed internally as well as having that ability to reach outside for more professional care and then environment and resources EOC activation and FEMA reimbursement two years ago during 2017 we had significant rains we had significant impacts to the city that had road closures and one of the biggest things that we dealt with was our water supply we had a three-day water supply for the city and so working with the water department working with public works working with FEMA to identify what those costs are what needs to happen so that we can sustain those resources here in the city so our budget for fiscal year 2020 is nearly 19 million little over 19 million dollars of expenditures across all of our different divisions between administration, operations prevention, marine safety and OES couple that with what our fiscal year revenue is going to be which is over 4 million dollars and that is a combination of our UCSC service contract our state OES reimbursement our local service contracts fee schedule and capital lifeguard contract and so the UCSC contract I think is a pretty straightforward equation as far as we contract for services and we have a fire station up there our state OES reimbursement would be for when we respond out of the county to statewide incidents so the campfire and paradise the Thomas fire in Ventura and that's a floating number we get paid our personnel cost of reimburse completely and then there's also an administrative fee and a vehicle fee that is reimbursed by the state and so all of our costs associated with that are reimbursed and that's a revenue stream for the services that we provide. Local service contracts include a response in Paradise Park with Cal Fire it's in their jurisdiction it's outside of city limits but because we're the closest resource we contract for emergency response for the medical calls for the initial response for fires and then our fee schedule that was adopted for permits and for plan review and then the capital lifeguard contract I believe we're going into our eighth year with them and that's nearly $100,000 a year so if you subtract that out our fiscal net expenditures is a little over $14 million for everything when you take into account the revenue that we're generating which is unusual for fire department we generally are not revenue generators in the sense that we don't sell a product we provide a service so within our budget this just kind of gives you a slice of what we have our administration our operations prevention marine safety OES and then mutual aid reimbursement these are all on the expenditure side of how these are broken up and as you can see the line share of what we spend our money on and our resources on is within operations that is the 9-1-1 call when someone calls for help that we have the right set of resources that arrives in a timely manner with the right equipment for people to take care of that problem administration is there to support those functions and prevention is on kind of the other side of what the fire department does as far as dealing with building codes and fire investigation mutual aid reimbursement that's a new change to our budget previously we are capturing all of those OES reimbursements and strike team deployments within operations and it kind of muddied it a little bit so we're trying to make it very clear where that money is being spent and where it's being reimburse so we can divide it out between what we're spending our money on here in the city for what we're responsible for and then recognizing that we're part of a larger mutual aid system within the state of California and we receive that aid when needed and we provide it when we can and then you don't have to go back but overall if you take our net expenditures and our gross we are about 16.6% of the overall general fund budget and we're also getting into the expenditures so getting into the services that we provide within operations our primary function is we're a fire department and so that is structural firefighting as well as wildland firefighting we also are ALS and a BLS provider that's advanced life support and basic life support and then we also have a tactical medic program where we have firefighters who are cross trained and they're embedded within that is their only job we also do a large number of technical rescues confined space for the entire county technical rope rescue vehicle extrication water rescue hazardous materials those are all subsets of operations that we provide both here in the city and in the county our marine safety division is our lifeguard services and our marine rescue services and that is primarily for the city of Santa Cruz and then we also contract with the city of Patpatola our prevention division inspection and investigation and public education is part of our community risk reduction program and then our allied agencies we work with on a regular basis and that would be our regional fire academy that's ongoing right now that's all the departments in the county we have an academy that's ongoing and so we share resources for that and at the end of the academy we all get a getting their career statewide OES response and then Cal Fire Mutual Aid Agreements so within the fire service no one agency in this county can handle a large significant incident with the resources that you have on standby we're designed for what we can expect on a day and a day out basis with the potential for a little bit of surge and so we have mutual aid agreements with all of our partners as part of that the statewide OES response is if we have a significant incident here the regional operation center and request resources to come they do the same for us and again that's part of the statewide reimbursement process then locally Cal Fire we have mutual aid agreements for wild land they have access to a lot of resources that as a city it just doesn't make sense for us to have that capacity every single day of the year because that's not our primary function but having hand crews, having bulldozers having aircraft and having access to those when needed that's part of our mutual aid agreement and it goes back and forth we respond into areas that we're much closer than than they are and in return we get resources when needed when we have a fire in Delavie again we need hand crews for two days to do the overhaul when we have a fire in Pogonep and we need fixed wing aircraft to drop retardant we don't have those kind of resources but we have access to those resources because of our mutual aid agreements so also within our services is the offices of emergency services and that's a principal management analyst that's Paul Horvath he's the manager for that we manage our EOC which is located in Netcom and also has been the primary liaison for FEMA which is a very complicated process and they change the rules on an ongoing basis and that is millions of dollars of reimbursement with a lot of paperwork and support and coordination between our department as far as what gets submitted and then making sure that the work has actually been done so the road going to Delaviega washed out that's a primary artery to that neighborhood it's a primary artery to where our 9-1-1 center is located so working with the engineers working with the different project managers to do that also he's the fire safe council president which in the last couple years has taken on a much larger role in California with what we've had with wildland incidents within the state and then our emergency management council city representative does training for the EOC and then grant coordination for vegetation management as well as fire department equipment and EOC equipment we had a shish gap grant funding that is funding some equipment for the EOC it's funding vehicle and other equipment for the fire department so kind of managing that whole process and being the liaison between our city and the county city and the federal government a lot of different moving parts in there so next up I'm going to call our division chief Pat Gallagher he's going to get a little bit more in-depth into some of the operational components of what we do for the fire department morning council Pat Gallagher division chief operations and when we talk about operations the meat and potatoes is really running on the calls that's what the majority of the work we do is when we look at 2018 it was certainly a very busy year for the Santa Cruz fire department we saw about a 6% increase in our call volume which is about 9,000 calls and when we talk about what a call is there's a big disparity really 9,000 is just a number but we look at one particular incident it could be one single crew leaving the station and go out and helping somebody on a medical call with a turnaround time of say 30 minutes whereas the number two call could be a multi-day incident including multi-jurisdictions over a period of three or four days so a call is not necessarily equitable as far as the staffing and the resources needed so when we look at calls that's kind of what we're looking at the majority of our calls are medical related about 75% of our calls are medical emergencies and that's why we provide the ALS service in our city so we can have the highest available quick response medical system possible to our citizens we do run a lot of other types of calls for instance we average about 40 structure fires a year and that's not necessarily a response to a structure fire but that's actually a house or a building that is actually on fire so three or four of those a month in the last year we had two multi alarm fires in the city one was at a hotel and the other was a car dealership and some of the upticks we've seen as far as operations and the types of calls we're going are primarily in the vegetation type fires last year we saw over 70 types of vegetation fires in the city of those it included the Pugnant fire and the Rincon fire which were multi jurisdictional multi agency responses although Santa Cruz fire did provide all the initial attack and the incident command structure for both of those fires for the first day and a half some of the other calls that we're seeing a real uptick in in the past few years is rescues and we've transitioned although we are the fire department fire numbers over time have gradually gone down due to fire prevention and better code enforcement through building but our rescue services has gone up drastically and we talk about rescue we're looking at water rescues cliff rescues vehicle rescues and in any type of rescue where there's some technical side attached to a medical incident so we've seen quite a few of those and that's where we put a lot of our effort into training is trying to increase our capability as far as technical rescues go next slide please so our operations is really it's a streamlined operation that we run the city here with the exception of when we incorporated UCSC firefighters into our fire department we haven't seen an increase in daily staffing in the city in 25 years so it's we're getting a lot of bang for our buck for our fire department we generally we can run the majority of our calls on our local jurisdictions daily to assist us on larger type incidents often times we just get busy in general on multiple incidents and they'll come in and assist so that goes back and forth it's reciprocal between the jurisdictions but overall the city tends to use more mutual aid than the surrounding agencies when you look at the slide up there operationally we have about 55 personnel assigned to operations most of that is your firefighters that are in the fire stations responding to the calls with a small amount of overhead to support that each day there's a minimum of 16 firefighters on duty within the four stations that's 24-7 and one of the things we're really proud of when it comes to that is Santa Cruz Fire Department has been a paid professional organization for 125 years this year and 125 years ago when they opened the first station over on church street we've never closed our doors so 24-7 for 125 years is really impressive we run three shifts to keep those stations staffed so every two days there's a rotation of crews people coming and going to keep the stations going next slide please looking at our four stations you can see on the slide that stations one and two are by far the busiest they run over 70% of the calls in the city when we look at how busy those stations are they're not just the busiest in the city they're the two busiest stations in the county when we drop down to the station three on the west side which runs only 17% of the calls in the city it's still one of the busiest stations in the county so Santa Cruz Fire is a fairly busy fire department for our size the 34% of all calls that's related to all calls in the county so there's about 30 stations in the county and we have four of those stations and we run 34% of the calls volume countywide gives you some reference to how busy your stations are when we look at historic fire events primarily what we're looking at is this last year California had the worst fire season ever and we all know that how it impacted everybody and including your local fire department we responded to 15 statewide incidents just from our firefighters alone some of those with just one engine company some with multiple engine companies and some with overhead staff included so it was a really busy season in that respect we had the RINCon and the Pogonet Fires which were both affected the city geographically and with our resources going to our facilities starting with station one this is a really old station built in 1939 some of the issues we're having with this fire station is it was built for apparatus it was 80 years old smaller less staffing and when we look at current standards the station is completely overwhelmed what we've done modifications wise the station is we've widened the doors we've raised the doors we've raised the ceiling we've moved the plumbing we've extended the station in length we've lowered the floor we've done everything we could possibly do to fit our apparatus in the station and now we're ordering custom apparatus that actually fits in what we have available to us so we've in the bottom line is we've really tapped out the station in an awesome facility for 80 years but looking down the road to keep buying modern fire apparatus we're going to really have to be looking at a modern fire station to go with it so out of the station we have an engine company which is the pumpers that carry the water the hose three person crew there's a ladder truck which is primarily there for rescue it's also a three person crew and then a battalion chief that supervises the daily operations going to station two built in 1947 this station has not seen very significant upgrades over the years and also we've had issues with the height and length of our apparatus in the station we have to order again we have to order apparatus that fits a certain height restriction that we have which is going to be much more problematic as time goes on and we did remodel it back in 2000 it was primarily earthquake standard modifications and aesthetically very little done to get us up to the modern standards we need to run a firehouse out of that station you'll see another engine company with three personnel we went on to station three built in 1954 this station is probably our most modern station we have it has seen significant upgrades over the years it still remains within its original footprint but we were able to build an apparatus bay that can house taller wider apparatus although we don't have the ability to store much in the way of reserve apparatus so we'd like to see a deeper bay on this station at some point so we can house more backup fire engines another three-person staff engine company and then finally you'll see the station four which is on UCSC campus this was built 1975 when UCSC opened up its own fire department and has not seen any significant upgrades since then the station needs to be tore down and rebuilt and this is a station that we lease from UCSC part of our contract for service and out of there we run one three-person engine company and finally on the facilities we have lifeguard headquarters this was built in 1960 next slide please this was built in 1960 and my understanding it was built primarily by the lifeguards and some volunteers that decided they needed basically a station to house their equipment and have a lifeguard tower on top and they went out there and built it since then we haven't seen any significant upgrades until this last year when council approved some funding through the workers comp fund to do some safety upgrades which is really beneficial for the employees that are working out there but ideally it needs to be rebuilt because it's I think this building is only about 1200 square feet and houses about 60 seasonal lifeguards every year so it's definitely overwhelmed right hello Paul Horvath emergency operations center manager OES coordinator as well for the city of Santa Cruz I want to talk to you briefly about the community engagement and we talk about fire prevention office of emergency services operations part which is kind of the biggest part of our department but we do a lot of other things as well one is we have a community emergency response team training where we train citizens to respond within their neighborhoods to emergencies it's a 24-hour class we offer two classes a year we do a refresher one evening each month out of the library and it's a really great program and something we're very proud of we also teach CPR classes we do ROP instruction for the high schools just to give students an opportunity to see if they would be interested in working for the fire department as a potential career so we've been doing that for quite a while we also team up with the police department in a teen academy we have teenagers come to learn about public safety and to inform them on what we do and how we respond we do school presentations and tours where we'll have schools come to the fire station we'll give them tours and talk it's kind of fun when the kids show up we'll give them little hats and stickers it's a good pub ed opportunity for us we also partner with the parks and rec department to manage the junior lifeguard program and then two other really cool programs that we participate in are the right-of-way program for people with disabilities we get them out on surfboards and it's just a really awesome program as well as the Wounded Warriors program for people who have disabilities out on the water and have experience of their lifetime those are some of the things that we do with our community engagement within the fire department that we're very proud of my area is the office of emergency services essentially, I'm not going to go through every bullet on the slide but essentially the office of emergency services is a location where we coordinate at the 911 dispatch center where we get city employees all have a responsibility in responding to large disasters the reason we activate that operation center is because the resources that we have in the field are inadequate to manage the emergency so the last formal time that we activated the EOC was during the 2017 storms where we had around a little over $3 million in damage where we've received back $1.8 million and we still have about another $1.3 million coming so that's a really extensive process but the way we're broken up within the office of emergency services is we have training we do disaster exercises we develop plans we have mitigation programs where we mitigate hazards throughout the community through grant funding mostly and then we have our response our response it's big it's mostly what we do but within the EOC it's usually pretty small because we tend to respond to catastrophic events catastrophic events don't happen every day so what we do a lot of is we focus on training and conducting disaster exercises so our staff is ready when called upon and we develop plans that allow us to use them as a tool so we can train our folks on what their roles are in a disaster so this year we'll be on some training for all city-wide staff and we'll be conducting disaster exercises as well so that's kind of OES in a nutshell turn it back over to the fire chief so within the marine safety division we have two full-time employees we have a captain and a marine safety officer the captain position rotates we have about 65 seasonal lifeguards and a lot of those people go on to other activities whether they're teachers or they go into the fire service it's kind of an incubator here in the community as far as getting exposed to not only being safe in the ocean which is one of the primary functions but also just that positive physical outlet and kind of some guidance and mentorship during that time period in their lives we have approximately 900 junior lifeguard participants on an annual basis which has been going on since the 60s it is a foundational program I think for a lot of people within the city and the county and again it's something that we work in collaboration with Parks and Rec all the instructors are lifeguards first and foremost and then there are instructors for Parks and Rec for that program we absolutely support it lifeguard headquarters we have two vehicles for PWCs or personal watercraft we have eight lifeguard towers go to the next one so on an annual basis there's over a million visitors that come to our beaches that's a big number and they interact with the lifeguards on a daily basis and it's everything from where's the boardwalk to what is a rip current we had over 200 water rescues 34 boat rescues within the area and we had over 300 significant medical calls down there the other thing that's really interesting in this number is stayed fairly constant is we had over 200 lost and found persons we find kids on the beach who have been separated from their family sometimes for five minutes sometimes for five hours but we do get them reunited not we call Santa Cruz police and we will take care of them until they're reunited and then additionally a lot of what we do in the marine safety division is that proactive preventative talking with people who don't have a really good ocean awareness what not to do in the ocean and we'd rather do that than have a rescue moving into the fire prevention bureau we have four full time personnel and we're really mandated we're enforcing the fire code doing fire cause and origin investigation we review all the plans for new buildings that are coming in and then so that's one segment and the other component is that community risk reduction what can we do to prevent an incident from happening in the first place and this last year we partnered with my safe California which is a non-profit and canvas some of the neighborhoods to ensure that they had smoke detectors and that's something they'll be coming back the junior lifeguard CPR training and then we also developed some water safety public safety announcements that we will be releasing next week as part of our Memorial Day kickoff to the summer season we also formed a first fire wise group in de la viega since then we've had two other groups one up off of western and one up off of highland and again this is giving people the tools that they can engage within their house for wild and prevention again prevention is much better de la viega we've been working on fuel reduction in that area we are almost completed with that and we will start moving into other areas of the city for 2019 the really big things for us is getting and doing the state mandated inspections for the R1s and R2s those are primarily hotels and motels whether they're transient or permanent we also have coded option coming up this year it's on a three-year cycle moving forward with the fuel reduction projects the city owned wildland urban interface and then pursuing grants for continued vegetation management put this up here is these are the areas within the city they're within our wildland urban interface and the shaded areas are the areas that the city owns so those are open spaces that have fuel that we need to engage in vegetation management and we have highlighted the number of linear feet as well as the amount of acreage that's encapsulated within there these are projects on a rolling three to five-year plan these are the things that we need to engage in to prevent a significant fire from impacting the city as a whole so Chief Gallagher touched on this but as a department we are response-based and our goal is to respond and mitigate a problem whether it's a fire, a medical or rescue and also try to prevent that from happening and as he touched on this year is the 125th year anniversary of this department being a paid professional department in this community and it's continually evolved from horses drawing wagons to engines that we can't fit into our stations but the basic premise and the mission of our department had not changed Questions Thank you so much for the presentation and for all of the services that you provide both as intervention services but also the educational auxiliary services as well great to hear the story so thank you so much Are there any members of the community who wanted to address the council at this time? Okay, seeing them we'll go ahead and see if there's any questions or comments from our council members. Council Member Glover? Yeah, so just thanks for the presentation I was curious about the fuel reduction that's going on up at the De La Viega area super important to deal with fire stuff. What process goes into that fuel reduction? As far as the actual reduction of fuel well there's a couple different options we have we have hand cruise so by hand we have mechanical which would be equipment like a masticator which is a large rotating drum that just shaves off everything in front of it or we can do prescribed burns within De La Viega we're really limited to using hand cruise and some mechanical equipment, wood shippers masticators those type of things but we're not a good candidate for doing a prescribed burn we do have areas within our open space that we've gone through the process of identifying those we have a very narrow window for when we can do that safely and primarily those would be an iranigulch and Pogonip open grassy areas are much better for doing burn than steep wooded hillsides. And then with that after the removal of the fuel that's already dried in there that's ready to burn what is the kind of mitigation plan to stop more or new growth from coming in replacing I just want to make sure that because the parks and rec department decided to stop using herbicides specifically like glyphosate so is that something that the fire department uses or No we don't use any chemicals I mean that's been a city policy for a long time and it's a challenge so up in our area like around Loch Lomond we don't have responsibility for fire suppression in that area even though it's city owned we would be involved in that process and get notified one of the challenges that they found up there with the scotch broom because of the reseeding and the cycle with that taking that on with mechanical equipment or by hand is incredibly inefficient and not very effective and the use of chemicals is more effective but we're not allowed to do that so within De La Viega what we've done is create a shaded fuel breaks where we're not clear cutting the forest the forest is still there and a shaded fuel break you have shade which means the canopy is intact and what we're trying to do is provide horizontal fuel breaks or separation between those fuels as well as vertical separation so that a fire that starts on the ground doesn't transition from grass to brush to the tree into the crown so a shaded fuel break is thinning out that fuel minimizing the size of a fire that may start as well slowing its spread from you know the canopy or from the canopy from the ground itself so we do that with chipping and removal but we don't use chemicals and then just I think one more question is who's doing the labor associated with the physical and manual removal is it fire department staff or Parks and Rec Public Works? It's been a combination it's been a collaborative effort with Parks and Rec since it's their open spaces the primary work has been done through two mechanisms and that has been through the CCC the California Conservation Corps and also through Cal Fire with the use of their inmate hand crews out of Ben Lohman but they are supervised and we have staff that's on site primarily that's been Parks and Rec it has been some fire department people and then through the formation of Firewise when we have Cal Fire hand crews come in there's a ratio of supervision that they need and the closer you get to population centers the higher that ratio is so when we're out in the middle of the you know cross pod rates national forest they don't need the number of what they call sponsors which is you know people who are there they're not doing the work they're just there for another set of eyes and generally that has been with Parks and Rec personnel being on site as those sponsors but because of the Firewise group going and getting training we've had volunteers have been able to take that position and free up that Parks and Rec person to do something else. Great thank you. Council Member Myers and Vice Mayor I've got a couple of questions but mostly just want to compliment your department to start off and thank you guys for coming out today I know you've been really busy and you also are entering into the busy season so a couple of things I'm encouraged to hear that you guys are pursuing I know the governor designated a lot of funding for exactly what you're just speaking to so I'm encouraged are you able to get working through the Fire Safety Council are you able to get some of those grants out there or is there any issues with not being able to bring some of that funding back to the community? You know, so the grant funding in the spectrum of wild land and doing vegetation management ahead I think there's a lot more funding opportunities than there were two years ago I think statewide everyone is awakened that responding to an incident is not what we want to do so one of our challenges for the grant funding is just the administration front application process and then also the kind of administrative support and the ability to fulfill all the different components of that grant it's something that we're looking at and we've identified areas that we want to apply for and so we are pursuing that and that's both with grants for doing education and supporting firewise groups as well as actually doing hands-on vegetation management either through personnel cost being reimbursed or actually pursuing equipment that we can use for that And do you guys I know the fire safe council is being sort of, I know it's a partnership but I know the resource conservation district for example has services I mean are you guys working in a partnership so that we're kind of keeping track of all those funds as they're being distributed We're definitely doing that we just really got our fire safe council up and running I'm the president of the fire safe council closely with other areas mostly in the unincorporated areas throughout the county because we do have a lot of projects going on we do have a lot of great work that's getting done we just want to make sure that we continue to track it and then we support it as well so we recently at the fire department were awarded some funding to do some vegetation management in the Del Aviga area through grant funding most of what we're doing is getting paid through grant funding CES we're definitely doing that we're working on public education to the entire county so that they can be informed as well as trying to find 501C3s that will assist in accepting state funding to manage vegetation management projects throughout the county Great and then I had a question on the lifeguard tower building I know that's scheduled for hopefully some improvements or could you just speak to that? So the building itself is absolutely too small it's not designed for what is being used for it was very much kind of cobbled together there was not a lot of strategic planning about those buildings and I view lifeguard headquarters or fire stations as being 50 to 75 year investments that's kind of the time frame we're looking at and most of our buildings have kind of gotten to that point so the work that we did this last year was really it was to prevent a workplace injury it was to fix leaking roofs that were rotting the beams it was to fix exposed electrical it was it wasn't an upgrade it was literally just to take care of those holes that we had within the building so that we didn't have it for you know and we literally had buckets on the floor catching water because we had leaks in the roof so the work that was done this last year was an upgrade in the sense that it looks much better than it was but we didn't change the physical layout we didn't expand in size we didn't change the functionality of it we still have one restroom for females one restroom for males and we have 65 employees that are coming through there on a regular basis with the junior lifeguard program and then our on duty staffing we're looking at 30 people trying to use one facility at the same time and so the work that was done was literally to patch holes and to fix electrical and plumbing okay and just so I'm clear that's a general fund that that would be an impact general fund in terms of any kind of improvements to that building correct? It'd be CIP CIP got it and then lastly I just want to compliment you this is probably not what a lot of people think of when but I met with a business owner on the west side a solar company apparently is our first micro grid company in California from what I understand and they were very complimentary to working with you guys on really kind of permitting the very first sort of type of building like that which is basically a building that is completely off the grid and it has gigantic batteries in its place and just working with your staff I guess was really great for them so I just want to pass that compliment on it's not something that I know a lot of people know you guys are doing but supporting our local businesses who are actually doing green energy and really cutting edge stuff is so thank you for your work with that and all that you guys do. Thank you Thanks for the presentation. I just had a couple questions one my first question was just around what kind of success have you all seen around the career recruitment efforts at high schools and whether you've seen more people coming on to the fire department from those efforts? Yes and no. So the recruitment that's a joint fire academy and so that's a way to capture funding streams so that it's a dollar amount through the educational system basically per hour and then having a mechanism to train someone here locally or expose them here locally to want to be in the fire service and so like our junior lifeguard program, our lifeguard program, there's seasonal employees and if they're interested in the fire service I'd love to have them here but if they get a job somewhere else I think that's great too. We're struggling right now with recruitment and retention here locally because of the cost of living and we're not unique but also in the fire service as a whole the recruitment numbers are down and I attribute that to a couple of different reasons. One, we hire people who have to have a paramedic license so you know 40 years ago the requirements to apply were less and now we've kind of added those on and then I think it's just a generational impact as far as wanting to go into the fire service and have a singular career for that amount of time. We're seeing a lot of people that you know they want to move jobs, they want to move locations and we've been around for 125 years and we do things at work and we change slowly because we want to make sure that what we implement is going to be effective but recruitment's been a challenge for us it's something that it's an ongoing problem. Then my second question was around the fuel removal are there any partnerships happening with fire ecologists or restoration ecologists around one preventing the spread of invasive species through the removal and then just different types of removal processes? As far as fire ecologists know we've had some biologists involved most of what we're doing is removing invasive species period we're not spreading those most of what we've done is the larger stuff has been removed the smaller stuff has been shipped and left on site which actually retain soil inhibits weed growth the reality is fuel in our world fuel being you know grass brush trees it grows so we don't really have a really good mechanism of you know preventing that from happening other than recognizing that we need to go back and do that on a regular maintenance schedule like I said probably every three to five years we're not going to be able to prevent all fires but we're really trying to do is prevent a rapid spread or rapid growth by putting in those fuel breaks while leaving why a lot of us like to live in Santa Cruz you know we like our green open spaces we like our forest we like that and so we're not trying to remove it all we're trying to put some buffers in around it thank you Councillor Mathews and then comes fascinating presentation as always the breadth of services is remarkable and from immediate to very long term very rare couple of questions I remember when we did the 2000 upgrades and they really were just kind of basic what is your well let's just say kind of hoped for schedule for replacement of the they all seem like they're too small these days and that's obviously are these on the unfunded CIP list? So Mar I need to start the conversation about that because these are huge ticket items and I recognize that but they're also very long-term investments in the community and what we do you know for example the UCSC fire station has a single bathroom a single shower and we have mixed-gender companies working up there and we don't have the capacity of storing our existing emergency vehicles we're storing emergency response vehicles in unsecure areas outside and they get broken into and so just the ability to house our existing equipment is one of my priorities as well as being able to plan for the ability to house things are going to be different shapes station three is a perfect example of that when we replace the apparatus bay out there in 2000 as part of that remodel those doors are much larger than any of our other stations that we have our station two and station one you know built in 1939 built in 47 it's concrete and so we don't have the ability to adjust those heights very readily so I put that out there is our day in out service that we need to support that is going to be a conversation much like it talked about red yellow and green we're getting toward that red component we haven't had failure yet but we're approaching it and and I understand the lifeguard station I think when I talked with you that that's so bad and it's what we have and I recognize that there's a lot of different pressures on the CIP you know on the budget as a whole and I put these out there that these are long-term investments that require a lot of upfront money but I need to put it out there that it's something we need to look at and put on the schedule and this is separate from our operating cost of what we do on a day in a day out basis and and just quick I don't take up a lot of time but is the UCSC station not on their dime to take care of yes and no so we have a contract for services we have a separate contract for a lease where we actually pay them to lease that building their process is a little bit different time frame than what I'm used to dealing with on some issues but we have put it in there as an identified component of their long-range development plan that that station we need to identify a place up there and a mechanism to pay for it whether it's with them with us if they charge us we're going to charge them back a percentage of it but the location of the station itself is challenging and the actual structure itself is challenging and it is within their long-range development plan is one of the identified needs along with many and then another one just quickly I recall that there was discussion of renegotiating the medical response contract with AMR and I know department considered putting in a bid for that didn't in the end what's the status of that now you do not want to answer that I can answer it so we did not put a bid in because of the parameters and ultimately I think we would have been okay but to put the city on the hook for that countywide requirement was not financially smart so we withdrew with that we do have a subcontract that we're about to sign that will give us reimbursement and that is collectively of all the fire departments in the county and there have been some changes to what we can we call the 201 and 224 rights within the state of California for the ability of a jurisdiction being able to provide transport and not have a county overlay for a exclusive operating area so we do have a subcontract that we're entering into with the ambulance provider but the ability for us to provide that transport for us and the entire county that opportunity we didn't step into basically the existing contract was updated revised yes thank you for the presentation thank you for all of your work and I know it's a busy time and with just making the transition into your current role maybe more than you bargained for so I appreciate all of your efforts and good natured responsiveness just a quick question I'm going to say it again I've said this since I came onto the council the lifeguard headquarters and the east side fire station having taken those tours I mean if you haven't been in there it's really it's understood the minute you walk in the door it's really understood how critical it is for all of the personnel that operate through those doors quick question on the number of fire inspections that I see in the narrative on the budget fluctuates here and I'm just wondering is that part of the cycle the three year cycle that you talked about I mean I know that was a different category of inspections but the number of fire inspections in fiscal 16 was 2950 and then fiscal year 1811 65 that's a combination of plans coming through and also staffing we are finally staffed up and so we're engaging in that and that number does fluctuate based on what's being built what complaints come in so yeah there's a radical you know change in that number but that's based on outside things thanks thank you for the presentation just wondering the mutual aid can you talk about that a little more in terms of is it a northern California thing is it a regional is it a do we pay anything into being a member of joint operations no so to answer I'll take the first we don't pay anything and then the answer to all your other questions is yes we have a statewide OES area that's subdivided up between north and south ops and then it's subdivided up into regions we are in region two south which is basically the coastal zone that goes all the way up to Dill Norte and within each region we have an operational coordinator and center that we go through and that gets funneled up to the geographic area coordination points so it's a scalable as much as just here within the county us calling central fire or aptos fire and saying will you help us to a larger incident where we will go out through the region and ask for help and that can be under the master mutual aid which is free for the first 12 hours and then the state decided they were going to assign a number to it and start reimbursement for resources that are coming in so it's yes we're broken down into very small areas and then we're part of the larger hole within the state and then the state is also tied into the federal system so that we can reach out and this last year we had resources you know from Oregon from Washington from Florida from Alaska and so that coordination happens at that level did we pay for that too no no we will pay our proportion of our people but as far as asking for resources again that is through reimbursement at the state level or at the federal level and could you give us an idea did we understand we participated in the paradise fire absolutely and what was that like and how who went or not people persons but like well how many persons in so we had a engine up there as part of a strike team which is five of the same type of pieces of equipment with a strike team leader that were engaged on front line operations as far as you know fire suppression damage assessment Paul Horvath actually went up underneath a different mechanism of mutual aid to work within their EOC and so when they ask for resources we always have the right to say no based on what our needs are if we can't support that staffing on an ongoing basis but what they request is really dependent on what they need do they need emergency managers to put out fire do they need emergency managers to coordinate and so they put those resource requests out through the mutual aid system my missing rescues on here is it on here what was the number of rescues then for I guess marine rescues marine rescues I think we had a little over 200 water rescues over the year and those are actually swimming out and bringing someone back and those are that is within the life guard stats that is what you think of when you think of a life guard in a tower you know Sandy Beach that is separate from our water rescues that we perform off of the engine off of Westcliffe you know one o'clock in the morning or the middle of winter when we don't have life guard services in motion and follow up last question is on Vice Mayor Cummings question about hiring and how difficult is it to hire a female and you talked about the mixed gender companies I understand we have one female firefighter now captain we have one captain female and we're not unique within the fire service it's been a struggle this last application period we had no females apply for our department and the numbers it used to be thousands for you know one position we are not seeing those numbers and I think again it has to do with the minimum requirements being raised as far as what you need to have to even apply and we've found success through our athletic departments and I'll just go back to water polo probably being one of the primary places that we can draw females out of that want to do this job and have the physicality and the desire to do it I would love to have more people apply in that arena and something that we do outreach within the junior life guard program as they get older into high school as well as reaching out to some of the programs here in the county and through Cabrillo specifically so we're doing that if you know someone who wants to and they meet the requirements have them apply we'll be recruiting again this summer it's better if we have an ongoing sort of organized outreach rather than just ad hoc it's not as organized as I would like I'll admit that it's been a challenge well thank you very much for your presentation very dynamic work that you do and I just want to also thank you for the services that you provide for the education components of the work that you do and always welcoming students to come to the fire station and I get to see some of the junior life guards jump off the fire you know tower at the end of the year and really just wonderful services that you provide so thank you very much for your presentation alright so next up we have human resources and Lisa Murphy coming on up just give me a few minutes oh off at the end I can try cool that's awesome she said 12 Bonnie can you help me get to the file should I go ahead and get started there's three missing still and we're the most important department so I'd prefer to wait until they decide to rejoin to hear all about us you want to wait I know they'd be disappointed of course they would let's go ahead and get started I'm able to decide to join us well that's okay good afternoon Mayor City Council I'm Lisa Murphy I'm your HR director and I see a number of my staff in the audience and wave alright let me tell you about our mission that our staff develop as a resource and trusted advisor we strive to cultivate an inspiring and fulfilling work environment that attracts and engages a talented workforce because if you think about it you wouldn't have your police you wouldn't have your fire if it weren't for the folks that are sitting in this audience which there's your team a little team bonding experience that we had out at the Batchi Courts there and for us it's all about the people so let me tell you a little bit about our budget because we were just a muscular little piece of the pie as you can see we were just 2% of the city's general fund yet we have such I would say a tremendous impact on the organization our budget has stayed relatively flat over the last year we've maintained even a slightly lower level this year for the FY20 budget again we are just 2% 7 million dollars of your entire little over 100 million dollar budget what is that budget what are we composed of well we have five divisions we have our volunteer program which is just 1% of our budget our administration is 22% unemployment insurance 1% workers comp 45% of our budget and medical insurance and benefits so forth 31% a little bit about administration nothing we do is more important than hiring and developing people we are busy we are extremely busy in our department 122 recruitments last year we processed over 3600 applications every one of those have to be read reviewed we promoted 37 employees from within and we had hired 13 temporary employees into our regular permanent positions we also have another piece of our administration which is our employee relations division we strengthened the employer-employee relationship through a number of different ways we resolved workplace issues this is the lead for our negotiations course discipline investigations conflict resolution we also have our equal employment opportunity committee is out of this particular division tell you a little bit about the EOC committee in the 2018 the purpose is to serve as a communication channel between city employees the community city manager city council and the EEO coordinator unequal employment opportunity concerns and who's on that commission we have two that are appointed by the council and there are members of the public one executive that's appointed by the city manager three employees that's also appointed by the city manager there's an SEIU member and then the two other bargaining units we have eight in total but they rotate themselves through membership in 2019 the goals are committed to a non-discriminatory and respectful work environment raise awareness about all types of discrimination equal opportunity issues in the workplace and ensure pay equity for all employees some recent initiatives that this committee has undertaken is a gender pay gap study they recently implemented the respectful workplace conduct policy and beginning on a program for the elimination of bias in the hiring process I'll give you a little bit of a breakdown of what I think diversity is in this city for our employees so the first sliding in number here I'm just trying to play with some of the tools available on PowerPoint so bear with me is the city population of diversity so you see 2% African-American with 8% Asian 75% Caucasian 19% Latino Hispanic and 1% Native American and then with regards to what our city employees are the makeup of diversity is 2% are African-American we have 6% Asian 72% Caucasian 20% Latino 4% Native American and I put a little bit too soon so we mirror our population quite well but also layer on top of that we need to look at our applicant pool and how are we doing there and there was our applicant pool so 4% of our applicants are African-American 9% Asian 55% Caucasian 27% Latino and 1% Native American and 4% unknown and that's because this is you self-identify and some choose not to identify on that this is one of our first times looking at the diversity and the makeup of our applicant pool and there's a lot of work to be done and we're trying to we're learning ourselves about workplace bias implicit bias and hiring process and we're educating ourselves in that process and how to diversify our employee pool is really important to the EEOC committee and our department is charged with oversight of that committee so now I do the ethnic diversity but also what's our gender diversity so the city population no surprise 50% male city employees 70% are male and then our applicants are just slightly over 60% so the female population city population it's 50-50 that's statewide too amazing how that works but when you look at our category for female employees it's 30% and just a surface level dive into that number is because we are heavily dominated industry that are male populated so our police our fire our public works our landfill sanitation workers tend to be male and then in terms of applicants just under 40% so and I welcome questions at any time let me okay technology doesn't like me there we go okay another part of what's really important that our department does is which path will you choose what does that mean employee training and development we have doubled our budget over the past two years to really focus on employee training and development growing your own if you already live here you're more likely to stay here if you already work here so it's very important for us not only to try to get that grass roots from there you know grow your own employees but also the people that are here we want to we want to prepare you for the future we hope that future is here but if it's not you're going to come from somewhere that has loved and supported you and encouraged your growth we do have some mandatory training that we oversee understanding cultural diversity and harassment and discrimination we also have a leadership development academy anybody can attend it's not restricted to recommendations it's a process so what's great about that leadership academy if you complete all of the courses that we designate as part of that then you can gain one year supervisory experience that'll go to your credit so when you're going for a job if you haven't had that supervisory experience which a lot of them require you can get it if you go to our academies they can choose from over 65 classes they're amazing just very briefly under the communication we have unconscious bias becoming an emotionally intelligent leader under the category of openness cultural equity, powerful thinking we have customer service how to plan your time we have inspired a shared vision leading a team the selection is amazing anything should appeal to just about everybody that we have and we try to make it so that it can go anybody can attend and try to diversify the times we also offer financial management classes and wellness classes with regards to in the same category we also oversee organizational development which has been a desire of the council as well there was a strategic initiative several years ago to do an employment survey which we did and we're in our second year so the report hasn't come out but from the first year we had our survey developed a work plan and each department had their own work plan that they were to implement for them based on the results of the survey and pretty soon I'm going to come back to you with the results of the one we just recently took to see that we've made some modest improvements but as a result of the employment program and the desires of what employees wanted to see we did expand our leadership training programs one of the things we also did was made a requirement for executives and managers to attend at least no less than two leadership courses a year we also from the employment program expanded our succession development program where we've created just recently what's called the stretch assignment policy and what that does is it allows employees who maybe would like to try they would like to promote into position in which they do not have any experience in and they're not able to work out a class in that position because they're not qualified so how do you get to be qualified well we'll give you the opportunity to work on special projects and have the opportunity to stretch and learn and grow so that you will be prepared and you can then promote into that position we also just implemented an over hire policy which we're having a lot of retirements and there has been some turnover as well within the organization and if we know particularly when somebody is going to leave there's a particular retirement that we can hire somebody for about two months to overlap that's for knowledge so the seamless continuity that would occur is the wealth of knowledge so letting it walk out the door it can stay internal so that's a policy but of course there's restrictions to that budget and so forth we also again the career development program that we've been implementing we have coaching programs we have mentoring programs that we've implemented they've been in for quite a while there's more participation so a lot of opportunities available to develop our own folks here for the future another division we have is our benefits they're the quiet unsung heroes you have over 800 employees who want to change their health benefits during open enrollment they want medical information they retirement information there's levers of absences it's amazing how many people we service with day to day questions that's so of course medical dental, vision life insurance disability, retirement leaves of absences when can I use this sick leave can I vacation donations it's amazing the level of customer service that we provide with just a small staff we also have our workers compensation division of course if we help employees when they're injured on the job we're tracking on the statistics just a little bit late on that where we had 98 new claims in 2018 but I can tell you that that is fairly normal that can be from the injured finger or just even report you're required to report an injury even if you're not going to file a claim so I can get you the trend line but unfortunately I said I didn't prepare that for you we also oversee the volunteer program Laurel Keith is housed in our department it's a contract service with the volunteer center CityServe is actually what it's called they supported over almost 1,400 volunteers last year with a total number of 27,000 volunteer hours one person shop she's pretty amazing our department priorities in plain development professional development that remains one of our number one goals it has been in the past two years I want to see the consistency there's a lot of growth that still can occur in this area so that's why it remains an ongoing project for us in succession planning the stretch assignments to over hire the coaching that is a goal that needs to be nurtured and maintained and ingrained into this organization because people will as they retire and the silver tsunami we have to be prepared and we have to have those individuals from SEIU to supervisor or management they need to be prepared to move up and step into those roles and it could be the next day they'll get hit by the bus we want you ready and improving organizational culture again that was another strategy that the council had identified that's an ongoing process and through the employee engagement program that's I think we've had those indicators to see where our growth and where we need to improve has been very instrumental in implementing some changes that have occurred and I personally think we've seen quite a bit of difference in the organizational culture of here within my own department but citywide quite a positive impact and I thank you for making that one of your goals employees should be your number one goal and concern when over 70% of your budget is for employees we are a service organization we're not selling anything we are out there for the public so the investment in your people is extremely important and I appreciate that and HR, we serve the people who serve the community without us where would you be that concludes my presentation I want to take just a moment they're phenomenal they do an amazing job and I think them love them you guys are amazing so thank you thank you Lisa and staff for the presentation and for the work and I think you leave us with a really great quote that's absolutely true at this time I'll go ahead and see if there's any member of the community who has a question for us or would like to speak to us during public comment and I'm seeing none I just want to start by thank you all for your hard work HR is an extremely important department for making sure that the workers are protected and happy and so I just want to thank you there I also want to thank you and commend you for all the work you're doing on addressing diversity within the city in addition to cultural and ethnic but also the gender diversity and the gender pay gap and all the work that you're doing around professional development and leadership I think it's really important to be producing leaders in our community I was just curious about the study and the graph that you put up there was that, is this the first time this 2018 study has been done or has these types of studies been done over longer periods of time? They have always been doing the EOC committee has always had the statistics but the opportunity for us to do a dive into them and really, I'm sorry because of all my fun little graphics sorry is new for us and do you have the bandwidth to really dive in and look into this and see it's not always a priority but I think it has changed and it needs to be more of a priority we're learning a lot about hiring process and one of the things again, thank you for sending us to outside training because what we are learning now is about unconscious bias we're in hiring process we're learning about how better to reach out to other diverse groups we're also learning about what to look at in job descriptions and maybe we should be changing those so that individuals who have more work life experience versus an actual degree in some positions would open the doors for a lot of individuals so these are all new things that we are starting to dive in and look at and test Thanks and I want to first thank you for all the work that you all are doing again and then I think one of the things will be interesting too is seeing how these numbers change over time so for example the people who are in these positions who may have been hired who are in more senior positions and then how the hiring trend is changing over time I think would be really great to look at so thank you for pulling these numbers in We now have a new system that allows us to access this and we didn't really have that before Technology is great Council Member Myers Council Member Brown and then Council Member Glover Yeah thank you everyone for everything you do for all the employees of the city Yeah I just I had a question a little around the CityServe program Is there I mean that seems to be one of the stellar programs I know that's been around for a long long time Do we have an idea of how many people are actually are we recruiting through CityServe is it Here's what I have to tell you I don't know very much at all about CityServe and I don't know Joe you want to have an opportunity to speak to that if you know anything you can write up here to the podium Everyone I'm Joe McMullen There is a quarterly report published as an FYI to you from CityServe that would tell you the exact number of people to be recruited Okay I will look that up Thanks That was I think my main question I think I'll have maybe some questions tomorrow but thank you Thanks for all your work Council Member Brown and then Council Member Glover Thank you as always for all the work you do and thank you to your staff for being here it helps us have an audience in the chambers on a daily basis so I hope you're finding it interesting So just a quick question or actually it's a follow-up maybe a comment more related to Vice Mayor Cummings question in terms of tracking it might also be interesting to and you know it's a little more complicated tracking but you know it would be interesting to understand better where the ethnic diversity breakout and gender diversity breakout is in terms of wage scales where workers fall I know we've talked about the gender pay gap but maybe an ethnic diversity you know to the extent that's possible to track and I think it probably is it sounds like based on the new systems that you're looking at We're exploring it so I could try to figure out if that's available So it would just be interesting to see that as just a deeper dive at some point but thank you for providing this Council Member Glover Great presentation good numbers love the intention especially with the diversification of the city in general I was curious looking at the numbers that you presented here where were you getting those for specifically the city population From the EOC Committee report that they pull from I believe it's from the census data again I'm sorry the data is from the census data I'm just looking at the census website right now and it says that the African American or black population is 1.4% so I'm just curious why that's presented as 2% and then along with that it's interesting because I was reviewing the most at least to my understanding it's the most recent report from the Equal Opportunity Employment Committee their analysis of the staffing is a little bit different the numbers that they came up with were that there's only 1.2% oh no there we go it was the Native American population of people that are working for the city the Equal Opportunity Employment Commission says that there are 0% of Native American men and 0% of Native American women so I was just curious how you got 4% I don't know how I got from the report so maybe I typed in rather than 0.04 but the other the African American that could just be from rounding but I pulled it directly from there so I might have typed it in wrong I just want to make sure that that's known for my colleagues as well it's not 4% it's 0.4% with the Native American population the report was that there was very little change in the percentage of ethnic groups the proportion of white males increased slightly and the white female employees decreased slightly so that was a little concerning for me personally also with that analysis and then also talking about gender pay equity there was a really rough calculation that was done with regards to transparent California I'm sure you're probably familiar with that so it just seemed that there was a severe disparity between male and female employees especially the highest paid employees of the city where we're looking somewhere in the lines of 80 to 90% of the people that are paid some of the top paid receivers of the city are men and usually it's between 16% of them are women so do you know what active steps are being taken to address that severe gender disparity? Well I have to look at it because I think if you just look at it statistic wise I have to know exactly what you're looking at because that grand sweeping statement doesn't do justice of being able to give you a good policy discussion to look at it and say okay we have 13 department heads and how many females are on there and whether they're salary ranges and if you look at even the salary ranges here we have an assistant city manager who's a female at one time when I first came here the predominant executives were women so I think the shift and tide if I looked at it individually I could probably give you an answer that wasn't off the cuff but was more meaningful great well maybe we could connect sometime and get that info definitely there's a lot of wonderful options for trainings notice that unfortunately some of them are scheduled at times that make it really difficult to attend I was also wondering for my experiences of the trainings they've not been very interactive it's a lot of it's been sitting and watching a web webinar or something like that so what's the feasibility of us getting more interactive like for example racial bias or implicit bias in that conversation there's organizations and groups in Santa Cruz that actually facilitate interactive racial bias training as opposed to just watching a webinar so what's the feasibility of implementing things like that actually we do I attended our racial bias training that we had just a couple weeks ago over at the PD and the two presenters that we brought in I can't remember from the the organization it was very interactive we had us up and moving around and crossing different areas and up on the board writing it was extremely interactive and so unfortunately it sounds like maybe you attended a class because some are just cut and dried no fun, can't stand those either but I would say many of ours are live presenters and I tried to attend as many as I can so I can give feedback and say that one's not so great and these are better so I would say if you had an experience and I take those evaluations if you had an experience that was not good we my lead trainer Niko we're on that Niko's great, absolutely I'm sorry you might have had that experience but the one I attended racial bias training with the two individuals was phenomenal then the last thing is wellness is something that's super important in employment and HR and just in general in our community usually it gets overlooked with the workflows that we all have responsibilities we carry there was a wellness class that was coming up talking about the importance of sleep and unfortunately that class was canceled due to a lack of attendance so I was curious if there's an intentional step in prioritizing wellness trainings and making it so that they're more accessible or more readily filled but that's a really good class and people don't understand how important sleep is that was disappointing I have to say in terms of our efforts to try to get more attendance I'm sure we could do a better outreach job I think the wellness piece is probably put aside for some people as opposed to doing the leadership training classes it's sort of more of an after thought and not understanding how important that is but that's why we don't eliminate them but I really do think we could probably do a better job in making it more convenient we try to do lunch hours we try to go to the different sites as well we see in fire really hard for us to get at so we try to alter our schedules to meet them as well but anything we could always do a better job on that particular area thank you I just want to acknowledge your real dedication to career development giving people a path and then moving forward to that succession planning taking a lot of attention and it shows in the numbers too there are a lot of promotions and they just it's great to see and can we get a copy of your slides too yes you can definitely thank you very much for the presentation just a couple follow-up are you familiar with SB 179 which one is that that is the non-binary as a third gender so we have no one who do we have that on our employment application can you check off a box that says non-binary rather than male or female have we updated our applications I don't think we have updated them yet but we also do we try to really encourage people to do online and I believe that abilities are online but I'll have to follow up on that it's a huge issue at the university and I noticed 27% of the folks surveyed teenagers as non-binary the other thing is you don't identify that on your application that's voluntary that's the piece that's at the so I'll have to check on that for you thank you so I did and I was hoping to get a little bit from you count because I did the transparent California and you identified the five people who are the highest paying out of the top 50 45 are men and 5 are women out of the 193 are men and 7 are women out of the top 100 employees top paid employees in the city of Santa Cruz out of 107 are women out of 150 14 are women and out of 228 are women and out of 250 city employees 39 people who are very successful of their work it's save me as the mayor what we are doing to promote and have a program or organized if we have something active we are promoting to include more and you mentioned that you could point to that said the X amount of people took this program and were promoted and on a male female. No, I actually haven't done that level of analysis, but it definitely would be worthwhile. But when I look around just anecdotally and I think about the new gal that just took over for the wastewater treatment plant, that's traditionally a male position. And now we have a female engineer that has taken over that position. So then, and we also just had in our parks and rec, we just had an internal recruitment and promotion of a female. So we're not specifically targeting gender in terms of how we're looking at our promotion and recruitment's minimum qualifications experience. That's our first level, but it's how, what does that level say? What is that piece and is that opening or closing doors? So that's I think where we need to really focus on and look to see so we can't make those opportunities more available. We are again more heavily dominated by a male industry. So again, off the top of my head, knowing the same studies that you looked at and who are those positions. So when you look across the city and say, okay, where are those highest paid salaries that you refer to? And I know you were looking at FIRE when we only have one female. You look at PD where we don't have any females in that upper echelon, which is the deputy chiefs and the lieutenants. So again, that's why it's more male dominated. We have our public works department, which you know there's initiatives through the local schools of getting more females into mathematics and engineering because that's really where it's got to start and rise. So in those upper echelons, you also probably see like our assistant public works director and public works, again, male dominated industries and how but opening the doors to females. Of course, when you look at HR, right, typically female. But then you have an IT director who is a female, which is typically male dominated. So I think our efforts haven't been as necessary as a proactive, but certainly try not to be biased in our abilities. But now I think education for us has taught us how to look at new ways. And that's what we're trying to do. So I don't have the data and the trends for you. No worries, I'm worried as a parent, I have two daughters and I know one of them is in tech and it breaks down 70, 30. And unless you work for a company that has a program and is assertive about going out for female applicants, it makes it more difficult, you're gonna have a lot more men. I'm sorry, I didn't hear that last part. You're gonna have a lot more men if you don't actively recruit females and see that if you, I mean, would you say that's a problem? I'm using the 2017 transparent California out of it. I didn't get the 500, I just counted up the 250. The first 250, 84% are male, 16% are women. Of course that's disappointing. I'd love to see a female fire captain, a female chief. Sure, because we bring a different perspective, right? What you bring to the table, whether you are gay, lesbian, your racial diversity, your female, male, binary, you bring a completely different perspective to the table. And that's, so you may have your leader there, but also the team around you. It's important to have a diversified team around you, so I see what you're saying, because you bring something else, a different piece to the table. And it's a model too, I mean, thanks a lot, appreciate it. Can I just have the, as Lisa mentioned, public safety is really the big challenge. And it's not unique to Santa Cruz. I mean, virtually every community in the country sort of has a challenge with being able to attract women in particular to public safety fire and police. With respect to police, I think we have been making some strides there, and the chief will present later. So we do have actually, at least in my history being here, probably more female officers than we've ever had. Fire, that's been probably the more challenging one. So that's what kind of skews the numbers, particularly for public safety agencies or cities like ours that have large public safety agencies, it's just a big challenge overall. Okay, thank you. Thank you, Lisa. And I'll just add by saying I appreciate your comment around the CTE and the career technical education starting early and navigating some of our social kind of constraints and dynamics and really important. Important to get that seed planted early, particularly in relation to STEM work for young women. We'll go ahead and break for lunch now, we'll return around 1.30 here. And when we get back from lunch, we'll have our city manager department presentation, library, police, and then end the day with water. Okay, so we'll see you back here at 1.30, thanks. Thank you. Shifted, it was a deputy city manager. We have our city clerk administrator, Bonnie, right here. And next to her, Julia, our deputy city clerk administrator. We have a records coordinator, Kelly. We have two admin assistants who really carry the day. That's Rose, Anna, and Sherry. And then over to the other side, we have a couple of other special divisions. And that is our sustainability and climate action. And that's, of course, Tiffany, whom you hear from quite frequently. And then special events. So you can see that our office has some core administrative functions, but we also do a few special things. And then to talk a little bit more about what the department delivers, you can see some information here on the slide. I wanted to provide a little more context for you. So our office, we do have quite a large charge for the amount, the 12.5 FTE that we have. We oversee the city's $200 million budget. We oversee the day-to-day operations of about 12 departments. And that's split between myself and the city manager, Martine Bernal. We ensure internal coordination. We ensure that council direction is played out across the city. And we focus on the work plan implementation. So you have that two-year work plan, and it is our charge to make sure that the major categories of housing, public safety, and well-being, those goals are being carried forward. We also help with council support, and that takes the form of consulting with you, taking in your ideas, talking about policy concepts, creating agenda reports, correspondence, endless mayors, proclamations, and other certificates of appreciation. So a lot just to handle both the ceremonial and the policy function of the city council. We also maintain, we're the official record keeper for the entire city, and I really hands off to, across from me here is Bonnie and her team manage our 150 years of records, which includes everything from preservation of very fragile old minutes books that we have back in the vaults, to making sure we have all the contemporary action you take available digitally as soon as possible because our community wants to see that. So there's a lot of work that happens behind the scenes with Bonnie's team just to maintain the records for the public. And they respond to hundreds of public records act per year. We have a very curious community. They have lots of questions for us, so we actually get a lot of those coming in. I'd say far more than the average community of our size. And so we manage that within the deadline set forth under law. We deal with state filings, like the form 700s, and what's our compliance rate this year? 98%. 98% compliance rate, which is amazing because there's over a thousand of those that come in. A lot of staff across the city are advisory bodies, and so Bonnie's managing a 98% compliance rate by the deadline. I mean, that really is tremendous, so thanks so much Bonnie for your efforts. Your gentle reminders for all of us to get our filings in on time. And then another thing we do are the elections, and that's a significant thing to manage. There's a lot of legal requirements, documentation resolutions, all of that. We've had some complex, very intricate issues, and again, the city clerks team has really handled that so well. Another thing we do in our office, special events permitting. So we're very excited to be part of that vibrant part of our community special events. We have so many, as you know here, races, parades, festival. We do film permits, the us film, that was so huge, that was permitted through our office. And triathlon, so that really is a key element to what makes Santa Cruz special. We also have the independent police auditor function out of our office. That's a contract with an individual overseen by the city manager that works within our police department. He's on site about twice a month. He reviews our internal audits and investigations and provides an opinion around that. He also conducts ride-alongs. He goes out with our officers and provides best practices and feedback to our police management pretty continuously. So that's out of our office. We also manage the over $1 million in social services grants that the council gives out every year. And to that effect, we are in the third year of the core program. So core, we shifted from more of a historical practice of funding that was based on needs as they arose from time to time, to a very strategic way of approaching social service funding investment. And that was, I won't go into a lot of depth here, but that was about a year long effort to work with strategic plans around areas of need, homelessness, services for youth, mental health issues. There are strategic plans around that and from that we built objectives. And trying to get to a system, we have strategy and objectives and evidence-based practices drive social investment. So we're the third year of that process and that's something that our office helped pilot with the county of Santa Cruz and now is in its first evolution. Lessons learned, how do we improve and more of that will be coming forward to you in the course of the next 12 months. Moving forward, we have, next on the list, climate action. And I mentioned a bit, Dr. Tiffany Wise West does so much for our city of our size. We really are a leader in the state doing incredible work on climate resiliency, energy savings, all kinds of planning efforts, she stays very busy. In addition, she's working on flood management work. So there's a lot of coordination with the US Army Corps of Engineers on our levees as a flood project. And that affects the insurance rates for our community, and so Tiffany is also carrying that body of work now too. And you'll be hearing more from her. Another element that our office does is producing your meetings here today. So you spend a lot of time in these meetings, we know that. It also takes a lot of time to produce and manage them. All the work ahead of time, compiling the agenda reports, putting together the packets, getting them out timely. Ensuring we're translating community public comment to a place where you can see it and the community can see it. Managing the meetings, producing minutes, producing live streaming. The city has done so much, I think, in the past five, six years for public transparency that you can be sitting at home and really be alongside the council as you're working through policy. So huge appreciation to the city clerks for doing that. And the main public counter and phones. So right now, I believe we have Anna over there, is it Anna? Yes, ready for there for anyone who walks into city hall with any question under the sun. And she will direct that person, she will get them what they need, and we do it so professionally. I just have such appreciation for everyone who helps out as need be. And we are that switchboard for the city. So someone walks in and you have to know the answer to basically every question, or at least know where to send someone. And that takes a great deal of skill and dedication, so we have so much appreciation for that. We also do special projects, and our largest special project these days has been homelessness. As you all know, we've been on quite a journey this year so far. And our office helps coordinate that effort, and we've been very engrossed in that. But we take up whatever the issue at the time that needs that executive leadership or the city wide leadership will take that on. We also do the Cal Beach working group out of our office, downtown streets team is managed out of our office, so a lot of special initiatives. And then two more on this list, there is the commission for the prevention of violence against women. That is staffed out of our office and has been for at least 10, 12 years. And then finally, we have JPA representation. So the city is a member of several JPAs. We are a part of the library, as you know, the 911 board, the animal shelter. We have a regional shelter and Monterey Bay Community Power. And that takes some membership out of our office, usually Martine or I, representing the city at those meetings. So we definitely stay busy in the city manager's office. And then our budget, here's how our budget roughly breaks down. And I know you have black and white copies, so a way to navigate this is that the 1% at the top, that corresponds with the CPVAW budget. And then as you move clockwise around it, it goes in order of what you see on your legend. So the 1% is CPVAW, the city clerk is 15%, police auditor 1%, city manager 28%. So you can see that of this, our total budget, let's see 28% plus 15, 43% is the staffing administration, so the bulk of our budget are other things. Usually contracts, all of the $1 million in social services grants, the $1 million in social services contracts, which includes our downtown outreach worker, the mental health liaisons, et cetera, are in our budget. So really the majority of our budget is these outside contracts and services that we're part of. And finally, before I sign off, I just wanted to highlight some major goals that we are looking forward for in fiscal year 2020, and there are many, we do lots of things as I went over very quickly. But some of the top ones we're really eyeing for the upcoming fiscal year are first, to facilitate strategic planning. It's time to update the council's two-year work plan that expires at the end of this fiscal year. Again, that was built around the strategic areas of housing, public safety and community, public safety and well-being and infrastructure. So updating that paradigm, we have a new council, so going through that process and council's already provided direction. And I think we are meeting this month for the first session to get that going. So we're eager to help you in that. Second is supporting a couple of specific policy work you've directed, the Health and All Policies Subcommittee, as well as the Community Advisory Committee on Homelessness. So we're getting that up and going too, and that will be probably a large amount of work coming out of our office to support those. The third one is, of course, and always working on our fiscal sustainability plan and eliminating our deficit. This is one of the most significant and serious issues that we're facing as a city. This is going to require a lot of attention out of our office to work on that. The next one is homelessness. So the council has a plan on homelessness, the homelessness coordinating committee recommendations. So continuing to advance those and work on your round shelter, there's no doubt this is something that needs to happen. So as we're shifting out of the encampment into other sheltering, what is the long-range plan? How do we get there in partnership with the county and other jurisdictions and with state funding as well? Next one is converting the council agenda and records management system. So I believe this was touched on earlier in your discussion, I think, in the IT budget. But we need to convert our system, which is no longer being supported, it's aging out into a new system. And so that will be our public records system or agenda management system. It's a big change over for us. It will require, I think, come with a lot of improvements. We're very excited to be able to present an even more dynamic agenda to you. But it will take a lot of work out of our office to manage that transition that touches every department. And then finally, just continuing our climate action and sustainability efforts. There is urgency around this. Council is direct to that urgency and we have a lot of work to do on it. So that is a very brief nutshell. I know you have a lot more presentations ahead of you, but I'm happy to answer any questions you may have. Thank you for the presentation and excuse my tardiness to returning ahead of phone call. Are there any members of the public who wanted to address the council on this presentation at this time? Let's come forward and you'll have up to two minutes. How much? Two minutes. My name is Nicholas Whitehead. In the past, I used to investigate allegations against the police. And I was very care-minded and I issued reports on that subject. I know what I'm doing in that area. I'm very interested in the independent police order. What are the metrics by which the performance is measured? Is there a record of how many citizens needed that service? And how many of them were satisfied and how many were dissatisfied? Are there any metrics on the activities of that particular officer? Or attorney, whoever you're interested to hear that. Thank you. Are there any other members of the community who'd like to address this at this time? Okay, seeing them, we'll go ahead and return back to the council. We'll have opportunity for questions for council members of staff. And we know you're small and mighty and we appreciate all the support and work you've been up to these past several months. So has not gone unnoticed. If you do have the answer to the question that was raised by the community member, we could go ahead and address that. At this time, if not, we can maybe get back to that person. I will find, Mr. Whitehead, correct? Yeah, I will find him afterwards and talk with him about the program, how it operates. And our independent police auditor is Robert Aronson, and he's widely available to anyone in the community. We have a webpage on our website, so anyone can reach out with him directly. So I will pass on the information, because I think he could also hear from Mr. Aronson, and I'm happy to talk to him about how it works. Great, thank you. Okay, council member. As far as I know, the police auditor is going to present to the public safety committee on May 21st at 10 AM. So you might want to put that in your calendar. May 21st, 10 AM, I think I'm right, is that correct? But that's not an open session. That's not an open session, that's closed session. Excuse me, no, it's not. Yeah. Strike that. But council member Crohn, what we do is the public safety committee issues a report that is presented to the community with your observations at the end of that. So that is a public document. Thank you. All right, are there any questions from council members at this time? Mr. Rem. Thank you for the presentation and all of your work. I think this is the department that we most directly engage with on a regular basis and just want to give my appreciation for all of the work you do responding to many, many requests for assistance and information that makes our jobs easier. Just a quick question on the commission for the prevention of violence against women budget. I see, and I think I just want to make sure that I recall how this is working. The budget increased as amended, and was that, that was the amendment. So it was 30, 34,416. The adopted budget was the same, 39,000, approximately 39K, which is the same request as this year. But we amended that to 52, a little over 52,000. And my recollection was this was related to women's self defense, which was run through the CPVAW. The line item is the end, but now it's going back. Or is that, I just wondering if you could clarify on that, what that's about. Yeah, I appreciate that question. And I don't, I think that was the study that the CPVA, the study, got extra funding for. Got it, okay, thank you. For one time. Great, thanks. Yeah, thank you for the clarification. Any other questions of, let's have, okay, see you next. Thank you very much. Thank you. And thank you for being flexible for the time. Sure. As well as our next presentation, which is our library presentation. So I believe we have Susan here to present on the library. Hi, Susan. Thank you. Hello, I'm Susan Nimitz. I'm the director of the Santa Cruz Public Library. It's a pleasure to be with you. I want to talk to a little bit about the libraries today. I just want to refer that the libraries are governed by a joint powers authority. We have four members. The city administrators for Santa Cruz, Scots Valley, Capitola, and then the county administrator. And we're operating under a fourth amendment to our JPA. Our original JPA goes back to 1996. Our JPA does not include the city of Watsonville or the Watsonville Library system. And most decisions by the JPA need to be unanimous for things to move forward. So things like the budget and staffing and scope of services require a four zero vote. I just wanted to talk a little bit about our accomplishments. We're going to get into measure S a little bit later, but we've been working hard on buildings. In the last year, we have begun construction of the Felton and Capitola branches. We've created designs for La Selva Beach and Boulder Creek. And we're hoping to have designs for Garfield Park, Brant's Affordee, and Live Oak done by July 1st. We've received council endorsement on the downtown plan. I know that's been controversial, but it took a lot of time. We developed scope and partnership agreements with county parks and recs on the Live Oak annex. And we've created some criteria documents for the Aptos Library. We last year eliminated kids fines, and I'm really, really proud of that, honestly. It's hard to do. I know to take a negative to a one's budget. But really looking at the research, children having fines reduces their access to the library. And our board and their good judgment allowed us to eliminate kids fines, and year one's gone great. We're developing a brand new summer reading program where we're moving to books as prizes. We're proud of that. We've expanded school partnerships extensively, created steam programs, and worked on programs for kids that we haven't been serving as well as we'd like, particularly Spanish speaking children in our community. We've replaced all our voice over IP hardware throughout the library system. We've run all of our staff through a digital skills refresh program and 75 of our employees have completed that. We're in the process of completing a whole new service model so that as the branches come online, we have a new way of providing the services. We've completed round two of an employee innovation program. This is also something we worked with the JPA on where we allow employees to write grants for improvements within the library. I think we provided 17 grants this year. And it's really allowing our staff to do things sometimes potentially outside the daily confines of their jobs, but we've just had incredible success. And it really is building morale for change in the library system. And we've worked with the friends on their infrastructure. If you look over the last 18 months, the friends have raised over $3 million across the 10 libraries, which is remarkable. Like all departments, we've kind of taken it hard in the great recession. Our staffing peaked in 2009 at 120 FTE, and right now we have 92 FTE running the same 10 libraries. As a result, we've moved in the last three years from a highly centralized structure to a regional structure. The west region includes downtown Garfield Park and Brantza 40, the city libraries. We also have an east region and a north region. And then we do extensive outreach through the jail system and through our bookmobiles. Our bookmobile is primarily hitting place bound adults, primarily seniors. We do go to agricultural workers, housing, and some of the affordable housing units where people just don't have physical access to the library. So we do the traditional things. We do printing, digital collections. We do reference services. We do computers and Wi-Fi and printing. You'd be shocked at how many people in our community use those services. It's stunning. And the people using the services aren't necessarily the people you think are using the services. A typical user is a 50-year-old male. And then we provide study and learning spaces, so you can come in and check out a program room or a study spot, tutor someone in the library. I think the place that libraries are really changing is they're moving from reading organizations to learning organizations. And we're really focusing on five areas of learning. Early literacy, pretty traditional for us. Student success, digital literacy, life skills, we'll talk a little more about that, and creative aging. I just literally did this slide this morning, so none of this was planned. I just, I'm going to look at what's going on in the city's libraries today. So downtown, we have the outreach workers office hours. We're serving primarily our patrons experiencing homelessness. We have office hours and our Vet Connect Center, which is interesting because I know the Vet Center is a block away. But we do a remarkable amount of business in the library, connecting veterans to resources in our communities. And the Genealogical Society has their monthly meeting, and they actually staff the library five hours a day, seven days a week. And all three of those services are volunteers or partnerships with other entities where we're embedding them in the library and expanding what the library can do. Today we also have a genealogical workshop on your Polish ancestors. If you have them, I think there's still time. We have a do-it-yourself craft for children that happened this morning. Tonight we have a conservation for change. We're trying to do sort of community interactive groups. This is a group that comes in and gets the community to talk about its issues. And tonight's topic is tribalism. So I think that's a very interesting and timely topic. And then we also provide technical assistance at the downtown library for each hour that we're open. It's the only library where we've been able to do so. B40 had a toddler time, a literacy program this morning. Lego fund this afternoon after school. They're doing a homework help tutoring session. Garfield Park has a lecture tonight on how galaxies die. So you can see the kind of spectrum of educational program that we're providing in a single day in just three of our ten libraries. If you carry this over a week, over a month, over a year, it's an incredible place where the community learns together, where they connect with one another, where we partner with the resources in our community to bring in the skills and knowledges that our community has and provide an opportunity for people to share that. Our funding comes from primarily sales tax, which is the blue pie. The red is the city's general fund and the other three jurisdictions provide property tax. We also get a small amount from fines and fees. Unfortunately, we're still charging adults and gifts. The city pays money directly out of its general fund for the public library system, in addition to sales taxes from the city area. Right now, it's about 1.67 million annually. There's an agreement between the four entities that the city's share will go up $70,000 a year, over a five-year period, which ends in 2022. To offset, though, that cost, the library purchases its overhead services from the city. So the library employees are city employees. And the library uses the city's HR offices, financial offices, risk management, a whole series of that infrastructure. For the privilege of doing so, we pay the city $462,000. And that's been going up about 5% annually. We are asking in our 2020 budget of the JPA for an additional five FTE, because our staff is run through the city. You will see this five FTE showing up in your accounting. And the five FTE really are to help us manage this growth in library space that's going to happen in the upcoming year when the Capitola Library and the Felton Library open up. We're also working with the JPA to add $50,000 a year to our capital maintenance budget. We're hoping to do it over eight years so that we have enough funds to maintain the buildings we have. Our work plan is going to be the hardest work year of my professional career. I need to say this out loud. I keep saying to the staff, no vacations after January 1st. We have to open Felton, which I think is five times bigger than the current library. We have to open Capitola, which is three times bigger. We're going to close La Selva Beach Boulder Creek. Our hope is to close Garfield Park for a nine month renovation and Brantza 40 for a 12 month renovation. So it's kind of going to be fruit basket upset with staff and programs. We're probably going to see us doing more programming out in the community while facilities are down. We're going to add hours to the remaining libraries that are open to try to cover the service. But it should be an intense year. We're also going to complete renovations at Scotts Valley and Live Oak. We believe we can stay open at those two branches. We're still working on the Live Oak Annex, Aptos, and the Downtown Library. We're going to implement this new service model that we've been working on all year. We're developing a new community led programming model, which is going to allow more and more of the community to lead programming where we just facilitate their leadership. And we've got a whole bunch of infrastructure to do like approved JPA leases with each jurisdiction, create a scope policy, figure out how we allow people to use the buildings after hours when we're not there. And I just wanted to show you hours. You can see that as of July 1st, it'll be the first set. Both Brantza 40 and Garfield Park are planned to be open 36 hours a week with downtown at 58. In November 1st, La Selva Beach and Felton will go down. On February 1st, Felton will open and Brantza 40 and Garfield Park will close. And then on April 1st, Capitola will open. Measure S, thank you. I need to thank my public representatives because there's a lot of people in this community who worked really, really hard to ensure that measure S passed. This is not the sales tax measure. This is the measure that brought $67 million in capital funding for the 10 branches of the Santa Cruz Public Library system. And I know some of the people sitting at this table worked tirelessly for this to occur. Many of our buildings hadn't been touched in 30 years, some as long as 50 years. It was really important for our future that we invest in the buildings. It passed in 2016. The interesting piece is the money didn't go to the JPA, it actually went to the four jurisdictions. So each city and the county are responsible for the physical facilities that are being remodeled or built, and the ownership remains local. Though the obligation to maintain it will be an obligation of the Joint Powers Board. It provided $10 million to Capitola, Santa Cruz got $31.25 million. Scotts Valley, $3.75 million, and the county $32.5 million. I will say that many of the other jurisdictions are bringing additional resources to these projects because there's not enough money. Not only construction costs have been growing monumentally, but my understanding of measure S is they really went out and asked what would the taxpayer be willing to fund. They didn't necessarily base it on the individual needs of the individual branches. So I just wanted to say that we have public meetings coming up in Garfield and Brantza 40. I think Garfield's at seven at night, Brantza 40's at six at night. I would love for you all to come. We're going to show people a concept and get their reaction to it. With Garfield Park, it's one of the original Carnegie libraries. It's a beautiful building. It actually hasn't had an upgrade and is predominantly ADA accessible. There's still some ADA work we need to do, but the infrastructure of the building is really solid. But I think it's been over-loved, the interiors haven't been done. There's things like bookcases in front of all the windows. And so I think we can do some really amazing things bringing it back to almost the original style of when it was created 100 years ago. Brantza 40 is another actual gem. The bones on that building are gorgeous. If you've never been inside, please go. It's a mid-century modern with this beautiful vaulted wood ceiling. And again, I think we want to bring that building a little bit back to its era and remodel it so that it has a programming space because it really doesn't have that kind of programming space and it's big enough to have it, but maintain that beautiful character of that mid-century modern building. It's really fun now because all the furniture is mid-century modern. So I think we could do some really great things with it. And then I just want to say the downtown branch is still under discussion. The City Council last September endorsed the DLAC recommendation for a mixed use project and made some changes to the parking structure. But we have not yet moved forward with the community outreach or hiring someone to help us with design. And so that remains an issue for this council to work on. And that's all I have to say today. Thank you, Susan, and to the team throughout our entire county providing these incredible services to so many different people. And I really appreciated the snapshot, so thank you for doing that. Before we go to questions from the council, are there any members of the community who wanted to address us on the library presentation? Seeing them, we'll go ahead and return back. Are there any council members who have questions for Susan at this time? Okay, Council member? I just wanted to get that. What was the overall, I see the city contributes 1.212 million. What's the overall budget for the library? For 14.3 million, I don't want to undersell the city's share though because the city is participating in the sales tax. It's a quarter of a cent. Any other questions? Okay, Vice Mayor Cummings. Thank you for that presentation. I had one question. You mentioned that you all offer services for veterans and also for some homeless services. Do you all have any funding coming in to help support those services at all? Or is there an opportunity to apply for grants to help support the library around the services that are provided there? Yes, we started our Veterans Connect program from a grant from the state and it was the state library that provided the grant. We are now running totally on volunteer support. But the truth of the matter is they gave us the startup funds to create the space. They gave us the computer and some materials. And then it gave us time to develop the partnership we needed. So I actually think it's a sustainable model for us into our future. Homeless services has been more difficult. I think our strategy has been to partner with entities in the community who in some ways are better equipped to handle some of the research questions. People experiencing homelessness experience in the library. So the ability to embed the downtown workers in the library has actually helped us so incredibly. And I think it's really essential that the library become part of the network of people that are working on these issues in communities where there aren't services for the homeless. The public library often becomes the day center. And so I think it's just really essential that we work together as part of that team to make sure that the people experiencing homelessness in our community have access to the resources they need. I do think there are some people that are willing to, the library comes from a position of high trust. We don't ask people for their name. We don't ask things of them. So we find that our partners and even our reference desk sometimes make progress on difficult issues just because there's a trust and openness within the library. Our hope is in the long run to inbred all sorts of programs and services within the library. Almost to have a service center where an agency could come for two hours a week. You know, it could be healthcare navigation. It could be someone helping people with financial aid forms or Medicare Part B. But I think if we don't have those resources in the library, they come to the desk and ask the librarian for them. And we're not always as well equipped. And I think we can partner, because we are an information resource for so many people in this community. And I think right now we're working with about five or six agencies in the library. Tomorrow I know there's a housing navigator that's coming in for a few hours. I also have to just say the variety of people experiencing homelessness that we see in the library is fast. And I think sometimes the community has an image of a single type of person. But we have parents with children, we have teenagers, we have a lot of college students who are living out of their cars. So I think we play a really important role. And we are not trying to be the day center, but we are trying to maintain our role as an information center for everyone in our community. Thank you. Council Member Meyers, and then Council Member Brown. Real quick, I just want to clarify the five personnel, the five FTEs. Are those across all branches, or are those, where are those positions? I know it's hard with all your branches sort of doing lots of different things in the next few years, closing and opening. Council Member Meyers, it's a really good question. There are days that the JPA is a federation of four library systems, and there are days it's a system. And I prefer to think of it as a system so that the five will be across all and help all. The truth of the matter is that justification for the five is the opening and growth of the capitol and the Felton libraries. I will say because of the five year commitment that was made three years ago, they would not affect the city's payment for the next two years at least. All of the, we're actually recommending to the JPA deficit spending using some of our balances to pay for it. Over the next two years, the other issue, and this gets really complicated is the county has held back some resources. So we're asking the county to commit those resources to the library in two years when this commitment is done, when this agreement is done. Okay, great, thank you. And I just am curious if you can just speak briefly about the sort of the impact of the library closures as you're either remodeling or whatever it may be. And I'm curious too just about our branch here. So maybe just speak a little bit about how you get ready for that. What are the kinds of things that basically sort of get lost to the public during those processes? And just if you could speak a little bit to that. It's hard to give you a short answer. I did seven libraries in Minnesota one at a time. So I really do not know what this is going to be like. There's a tremendous amount of work that has to go into shutting the library down. We go through the entire collection. We weed aggressively, books that aren't going out. We send our best volumes to other libraries and overstock them so they can continue to be used. We store some. We go, we do extensive planning about when you open what the new collection's going to look like. We do a big furniture sale. Right now we're buying furniture fixtures, technology, all of that needs to be set up to open. I don't know what it's going to be like if we are forced to take down a library of this magnitude. In Minnesota when we took down our largest library, we ended up paying for a temporary warehousey thing for 18 months because it would have had such a huge impact on our programs and services. And the truth of the matter is most people when they're getting a book from the library, they're often asking for it and it's coming from this location and getting sent to La Selva Beach. So it serves as our base warehouse for every library. So we're going to have to have a long conversation. I'm not recommending temporary libraries in every other case because they're costly. And then you end up spending your bond money on a temporary facility and not on the building, and the building lasts for 30 years. But if we have to close this, I'm not sure we can. Without real disruptions to services at all 10 branches. And we think minimally, a temporary facility would cost about three quarters of a million of dollars. Okay, thank you. And thanks for your presentation and everything you guys do. Librarians are heroes. Yeah, I think my question was pretty much answered through Donna's question framed a little differently. So thank you, but I did just want to take a moment to say thank you. Librarians are heroes and anybody who doesn't visit the downtown library in the other branches, just I recommend checking books out, going there. Even if it's not a book you need, you will find amazing collections. You will find librarians who are resources. I mean, every time I've checked out a book, I've had a recommendation for something else. Alerting me to, other things I might be interested in, they're amazing resources. And so proactively providing that information to us in such a engaged, energetic way, it's really fun. And when we get through measure S, we're going to knock your socks off. Just you wait. Well, thank you for that and I'll just echo having gone to reading time for some of the students in the service that you provide in partnership with the schools. It's fantastic. You would indulge me one thing, Janice O'Driscoll, who's my deputy director, is retiring at the end of June. And I just wanted to acknowledge her. Janice served as the interim library director through a really difficult time. And she's trained me in, and honestly, I don't think I could have done it without her. And I just wanted to recognize Janice in all of our work. Congratulations on your retirement, Janice. And thank you for your years of service. Okay, so that concludes our library presentation. Thank you very much for you and your team being here and conducting that presentation. So we'll go ahead and move on to our next presentation, which is our police department presentation. And we have Chief Mills here, amongst many others, to present. Good afternoon. Well, good afternoon, council. While we're spinning up this presentation, I think, I'll start off with a few comments. We have several staff members here to help present this information today. And we're certainly proud of all that's been accomplished this past year. It's been a very busy year for us after starting out with going through the process of trying to get what the community expects of the police department. We've been going to a lot of community meetings. We now have put that in place and have marched forward. There's been an enormous workload that's been done by the police department in spite of some significant staffing challenges. We've had up to 19 people at one point injured or unlike duty for various reasons and most of that comes out of patrol. And as well as we've hired 22 people for this year, including putting most of those people through the academy, which is an enormous expense. But you take that 40 people right out of the line staffing and it hurts. But we've managed it. We're on the upside now. A lot of these folks are getting out of the academy and men and women are taking the field and that's going to hopefully bring a great deal of relief to a department that has really stepped up to the plate in a big way. We've also accelerated change. In the last year and a half, we have gone through an enormous amount of change. And just let me bring a couple of highlights for you. We've enhanced our de-escalation policies and procedures so that we have the opportunity to resolve some of these conflicts we find ourselves in without heavy uses of force. We now make it mandatory that 40 millimeters, for instance, are carried in the field. Those are sponge rounds that can stop people who might be armed with less than lethal weapons, such as a knife or a rake or a bat or a glass bottle. So that's a very important thing for us, so those are now in the field. We've also put everybody through extensive de-escalation training in our department as well as we've spread that to the community. We've brought community members to also figure out how to de-escalate and to bring some of these conflicts down. As you well know, we've done a lot with neighborhood policing and neighborhood policing has become a significant priority for us. We've had to reshape it because of the staffing issues, but we've still carried it forward. And I'm really happy to say that Carter Jones and John Bush and any four of us have just been stalwarts and with how they've gotten to the community, worked with the community priorities and now we have a very good system in plan in place. As part of that, this fall, we will be hosting the 29th Annual Pop Conference, problem-oriented policing conference right here in town. And that'll be exciting to continue to help push that agenda forward. One of the things that the community led us to and our officers as we discussed is creating our mission statement, which is safety through vigilance. That being focused and understanding what the priorities of our community are and staying on top of those, those things to create a safe environment for everybody. And as we do that, we are continuing to move forward. What you have now is my technology guru here. She's a former Geek Squad, right? Yeah, former Geek Squad, so we're happy to have her most of the time. Most of the time, I mean, all the time, which you have in front of you is the organizational chart of the police department. And I am really blessed because they have two very senior, very capable leaders in Dan Filippo and Rick Martinez. Both are just bright, capable, experienced, understand the history of our city and the culture of our city and are able to help guide me as we make decisions jointly together to push the department forward. Rick has all of operations, so everybody you see in uniform, which is about 70% of the department is under Deputy Chief Martinez. Including the Everett Police, seeing patrol operations, community service officers, the rangers, and then our crime analysts. And then Dan has all the plain clothes and civilian staff members, including our records section, our investigators, our professional standards unit, which is internal affairs and our property and evidence. And then of course we have Joyce and our volunteer program, which has just been an enormous boon for our department as they continue to pick up communities that we just can't get to as police officers and are helping make our community safe. We're just could be more proud of that program. So next up is our police expenditures by type, and I think that is going to be our wonderful PMA, Patricia Dodge. Deputy Chief Filippo sends his regrets. He had really hoped to present this to you today, but he is sick with a bad flu, so we're hoping he gets well soon. So this is, as you can see, a very high level picture of how our budget is built. We're all about our people, and I know you keep hearing that today. But in our case, both when it comes to the work we do and the money we spend, it's really going towards the people who are doing the work. So 84% of our department's budget is going towards personnel costs. That includes our liability payments towards the pension as well, so that's one slice. When it comes to that other 16%, we wanted to give you a little bit of a close up of what that looks like and not to overwhelm you with too many numbers, but the 16% of the budget that's not personnel, the majority of that goes to our netcom Joint Power Agreement. So that comes out of the police department budget. So overall, that's about 7% of the budget, but in terms of non-personnel, it's about 43%. Everything else is pretty small, vehicles, utilities. In terms of our major service contracts, I won't go into a lot of detail about these, but for the most part, you can see that they're relatively modest in size, with the exception of our 9-1-1 contract, which is super important for all of us. And the second largest would be our private security contract with First Alarm. So those are our neighborhood site-specific security contracts. This is how we spend our money. A huge portion of our money is spent on police patrol, staff and patrol, followed by investigations. We've got our records department, administration, police community services, police traffic, and park services. So instead of going into a lot of detail about what each of these teams does, we're going to give you a little sense of what it's like to spend a day with the folks that work for these teams. So we'd like to invite you to do a little ride along with us here, beginning with the patrol officer. And just as an aside, we want to invite all of you to do this in real life anytime you're interested. It's a great way to learn about the job. So I'm going to talk about Officer Taylor Trueblood, who's here with us today. He was born and raised in Santa Cruz, went to Happy Valley Elementary School, went to Cabrillo and got a BA in communications from San Jose State. While he was in school, he worked at the Safeway on Morrissey, which gave him a good slice of life in Santa Cruz and all of the issues that we have here. He also worked at Best Buy and was on the Geek Squad as well, so we have a lot of techies. And he was a security guard at the boardwalk. He's been with us for three years now. We asked him to tell us a little bit about his average day. He let me know that he responds to calls for service through most of the day, averaging about 34 calls per shift. He addresses a lot of nuisance crimes, public urination, theft, trespassing, as well as some serious crimes such as domestic violence, traffic accidents, burglary and assault. When not on a call, he's proactively patrolling by car or foot. During an average shift, he drives 30 miles and walks three and a half miles throughout the city. Not a lot of downtime. He spends his day making arrests, taking suspects to county jail, sobering center or the hospital. He writes three to four reports a day and collects and books evidence, data and video. When I asked him what the best part of his job was, he said he loves to retrieve stolen cars and see the look on somebody's face when they get it back. It's a really tough job and I asked him what are the skills that you need to do this job well and for a long time. And he told me it really takes creativity, quick thinking, empathy, a thick skin, a good sense of humor and an ability to maintain a work life balance. So that's Officer Troublette and we'll hear a little bit from him later. Let's do a ride along with the Ranger. As I learned, it's more accurate to say a walk along with the Ranger. He's on his feet a lot. So this is Ranger Gonzalez, also from Santa Cruz, born and raised, but went to Brant's Forty Elementary School, Santa Cruz High School, study criminal justice at Cabrillo. When he was in school, he worked at a retirement home in Scotts Valley. He's a middle child, which means he's really good at making the piece, which is really perfect for his roll out on the streets. And he's worked as a Ranger for three years. First with the Parks and Rec Department and then with the police when the team moved over. So he's assigned the downtown area, so you may have seen him around. I see him all the time, downtown, as a downtown resident myself. He patrols mostly by foot, walking an average of six and a half miles per shift. I wasn't sure I believed him and he showed me his step counter, so I can verify that. He responds to requests from downtown merchants and neighbors, patrols the area downtown, answers questions from visitors, provides information. He does issue citations for municodes, and when things get more serious, he requests officer support. He said he really enjoys the appreciation he gets from downtown visitors and residents. And next, I'll invite my colleague Joyce Blaschke to give us a ride along with the investigations detective. Council, okay, so I have the pleasure of talking about a ride along with investigation detective, Howard Gibbon. First off, this is her first year in investigations, but I want to read to you something. She had been in patrol before her promotion into investigation as a detective. And really, this sums up everything about Elizabeth. In January, she was officer of the month, and here's just a quote that just encapsulates who she is. And this is when she was on patrol before her promotion into investigations. She's a good cop, doing a difficult job with grace and relentless effort. And this both came from the command staff and the feelings from her peers in the department. Elizabeth is now in her first year in investigations. She typically has 20 to 30 cases to manage. And it's a good thing she's a real rocket scientist. Let me back up. Elizabeth is from the Bay Area. She went to Oakland, California. She's from Oakland, California. She has a Bane Anthropology from UCSC, so I think that's how we got her at Santa Cruz Police Department. And then she has associate degrees, so she is one smart cookie. She has associate degrees in social and behavioral sciences, arts, and humanities. She also shared with us that she's a cancer survivor. She has a previous employment with the Geek Squad, which I was really surprised that we have multiple staff who come from the Geek Squad, and more interesting, she also worked at NASA. She's five years in the department and we're really excited to see what she's going to do in investigations. So as I mentioned earlier, she typically has 20 to 30 cases to manage. As you see from the long list of degrees, it's comprehensive and long. The one thing I can say about Detective Howard Gimman, we also call her HG. Is that okay if I move into that? HG has tenacity and the fortitude to do the work and always with an amazing, pleasant demeanor, no matter how tough the demand is. She always presents respectfully to anyone she works with. She still gets the job done, effectively. She is going to bring this kind of energy to our investigation department. And again, I really anticipate making big moves up there. She's very thorough. She did not hesitate to take on interviewing victims of sexual abuse crimes. And it's a long and arduous process once that happens with a victim who's in, as you can imagine, a crisis. She does an amazing job of walking them through that process and then going on to the case and trying to get the best results possible. She books right away getting in there, investigators book and collect evidence at crime scenes. They review video footage. They create photo lineups. Actually now investigations has turned into more of an IT job and we're lucky we have somebody from NASA who has rocket chip experience because you get creative and to solve a problem now or to look at a lot of these IT photos, videos, that's the new way we get information. She's able to share that knowledge with her other core workers. So that's the HG, she's fantastic. Let's move on, oops, am I, I'm the clicker? Let's ride along with our public record technician, Puja Raika. I almost want to say it's a little bit of a sit-along and a lot more of a dash-along. Puja comes all the way from Fiji, can you believe it? I mean we really have where we can hire a multi-ethnic department. And Puja has come with us from amazing experience. She used to work in the front office as a trainer at a medical field. And more interestingly, she interned at the Office of Women's Policy, where she worked on educating young women about their rights, worked with them on educating them about opportunities for them. And she actually brought that passion and actually found ways that she could incorporate those ideas in our teen academy to help women feel stronger and more assertive in projecting themselves. Puja's been with us for three years as a record tax, and she starts her day at six o'clock in the morning. She hits the ground running, she's one busy lady. As a record tax, she processes hundreds of documents every day. And that could be from multiple systems, from our CAD system. You've heard about the legendary Alliance system. As she makes sure the justice files are updated, officer files come through her. She gets information on anything from as simple as a fax machine, which is still regularly used by law enforcement to many other high system processing. If you have a records tax, there's nine in our department and each of them are processing 30 to 40 officer reports a day in addition to citations, in addition to public records act, multiple hundreds to thousands of documents are processed through our records department. And Puja is just one phenomenal busy lady there getting it done. I'll spoil it, I'm thinking someone's going to turn the slide for me. It's me, oh, there you go, it's me, right along with your community programs. Really the best aspect of my job, absolutely the best of my job is talking about the good work that our officers do, that wear the badge and this amazing staff that help support the police department. And also the community that we get to work with, anytime I have an opportunity to talk about them, promote them, find ideas that are going to motivate and support the city and our public safety process, it's a great day. Some of the things we do outline there are town hall meetings. That one event was a huge event, it happened five times, five different communities. We took that show on the road. We spoke to over 2,000 community members from every single community. Councilman Crone, I think you went to almost all of them, so thank you. And we saw a lot of council members there. When you were there, you recognized community members, neighbors showed up, and they're fully invested. One thing about the town hall meeting that we did was absolutely different is we made the officers, our line staff officers, and our command staff accessible to community members. They asked questions, they gave input. We did exercise where they shared what they wanted our goals to be, what would make the biggest impact and difference in their communities. So we got a lot of great feedback from that. We did take all that information and put it back out and ultimately developed into the rolling out of our neighborhood policing teams. And again, we took the show on the road and did five different community meetings, introducing these neighbors to community policing team that would support and help them move their public safety concerns forward. So that was a really big partnership and it was done in an innovative way that hadn't been done before. We also had officers participate in the beach flat clean up and block party. Biggest takeaway from there is they're very appreciative that we would be invested in their community, not just helping clean it up, but actually spent most of the day talking to community members, getting to know who are our people in our neighborhoods. There's a song about that. All right, I'm pleased to talk about our Bosta and Pride program. These are two of our targeted youth programs that we have. Pride stands for personal responsibility, individual development ethics. I know, it is not a very good acronym, but don't get hung up on that. It is the substance of the programs, the kids' lives that we are working with are changing and it's making a difference. This program is put together in conjunction with Santa Cruz City Schools. It's a real collaboration. We work with both middle school aged kids, both at Brenta 40 and Mission Hill. And we meet with them throughout the school years. We educate, mentor, and guide them how to make healthier choices for themselves. This has been going on for the last eight years and we're looking at over 250 teens that have been helped by this program. We also have another program called Bosta. This is a better acronym, are you ready? It goes, broad base apprehension, suppression, treatment, and alternatives. In Spanish it means enough. So this one has helped over 500 teens. It's a collaboration that we did with the Santa Cruz County Education. And it has been phenomenal. They work with teens year round. In addition, we support their Bosta Summer Sports Program. And that helps teens, again, learn to make better choices for themselves. I think one of the biggest takeaways is it's also in both of these youth programs an opportunity to build trust between youth and police officers were able to create lasting relationships with students. And these interactions are the beginnings to changing positive change for law enforcement and these young individuals in their lifetime. So their first interaction with the police officer isn't one on an arrest or a detention. It is one where they get to play, engage, or helping. And that's a very powerful program in our youth program. We do another program open to all teens across the city. It's our Teen Public Safety Academy. It is one that where we work with teens actually to get a full week of working with police officers in the fire department, learning what it's like to have a job in public safety. They do 911 calls, they go up to 911 dispatch. They get to do everything that we do in our Citizens Police Academy. So the fire truck is a big deal, but they also like learning how to go into a room and do a search and investigation and what it's like to put the tape up and find clothes. So that's a very popular one that we do with the youths. Really, our goal with those is to build trust between the police in our community and we really want to invest in our kids future and part of that is seeing us as a whole with the department and be healthy. We also have the Citizens Police Academy, that's something that we hope every council person decides to do. It's open to everyone in our city. You really get to experience the inside and the workings of a police department. It's hands on lectures, demonstration and training. It goes for 12 weeks. We run this program for both English speakers and Spanish speakers. We've actually doubled the program in years past. There was that many people wanted to get involved. They learn about investigation, gang culture, narcotics, the use of force, arrest tactics, court system. Actually, the best part of this class is no question is off limits. So everybody in the class, again, has frontline access to our officers. We're telling them exactly how we do our job and why we do our job, but it's important they do different interactions or different policies are in place. So that's a great one. If you haven't done it, sign up. One other thing that we do is we support Mercy Housing. There's a big family fair and it's great because what I like about this program is we're talking about the whole neighborhood, all of our neighborhood through our Mercy Housing partnership. We support residents with resources they need to be good neighbors and good members of our greater community. So that's one we're really proud of. Mercy Housing has residents at low income housing and we want to support neighborhoods and neighbors, residents in all neighborhoods. So that's another community outreach that is really a focus that we have that's very important to us. But you'll see that we do a diverse community outreach and we're not afraid of mobilized to make it happen. So one of the things that to do that, we did that in the Martin Luther King March for a Dream. That brought hundreds and hundreds of people down to the city of Santa Cruz from all backgrounds. And that was a partnership with the NAACP, Santa Cruz Branch. It hadn't been done before at this level and really it brought stakeholders from all over the Bay Area. It brought groups from diverse backgrounds here. Again, they were walking with our police officers to support a very positive cause. Another thing is we supported the Santa Cruz Women's March. Part of that was to make sure we create a safe environment. There wasn't, that was a growing march and we weren't sure how many people were going to show up. So it would best that we support that march to make sure it's a safe environment for everyone. Again, another event that brought hundreds of thousand people to the city. And they could see that the department was supportive of a good cause. And the last thing is our volunteer police program. I'm especially proud of that. It was an added assignment to me, but this program has taken off in a big way. It is really an auxiliary service for our police department. They do not enforcement action, but they have taken on a lot of roles that help our department and support department. You'll see them walking downtown doing foot patrols. They're training right now to do bike patrols. They really are added eyes and ears to support the department. It's been a great help to the department. I'm impressed at the number of people who are signing up and their commitment to be a part of this program. There are more things to come with that. All right, thank you very much. All right, lucky enough that I don't need any introduction. You've already seen my slide, hopefully. All right, I'm going to talk a little bit about the cost to hire and train as Santa Cruz police officer. The first five steps that you can see on the screen here, there's a psychological exam, a polygraph, a live scan check, a background check, and a medical exam. These five steps actually need to be completed before even being considered for the position. There's also steps that you need to take to become a sworn peace officer, which are the police academy and the training academy and field training that an officer has to complete. In addition to those costs, you also have to have the cost of having a field training officer that teaches a training how to become a good police officer. All these costs in total are about $116,000. So each officer, whether they're successful in the program or not, these are the costs that can be attributed to that. And next, I'll introduce officer Taylor Trubled. I'll be quick, since you guys have gotten the death by PowerPoint today, I'm sure. So to piggyback on what HG said, the cost to outfit a police officer is roughly $12,000. A lot of it, our major costs come from the body worn camera, it's close to $2,000. And we recently implemented that with the idea behind creating transparency for the police department. Not only does it keep us honest, it keeps the public honest as well. They've done multiple studies on body cams and the numbers prove it. Secondly, a lot of our bigger purchases come from the non-lethal weapons. So our tasers and our 40 millimeter launchers, they're more hefty purchases, but they're obviously worth the money, right? We want to explore those avenues first part, then going out of the routes. And also in this photograph, we didn't list, but Brad's modeling career, we didn't include the cost for a spray on Tantan, or he's a Suavecito hair gel, so, pass along. Thank you, Officer Trubled. Good afternoon, thank you. I'm Lieutenant Vasquez. I just want to talk a little bit about our training program and our professional development. At the police department, we take great pride in our training and development of our officers. Obviously, we want to produce the most advanced and educated officers to be able to best serve the community and deliver that highest level of service. So, listed on the slide here, excuse me. There's a number of training topics, if you will, there. But that's just really a snapshot into what we do. And it's already been alluded to that just to get in the door and to get adequately trained to be able to do this line of work, takes a lot of time and training, which includes the police academy, which is about six months, and then followed up with a four month field training program. So that is an extensive and in-depth, hands-on learning environment to get people ready for what they'll encounter in this profession. But beyond that, following all of that, there's a minimum state standard, which we must meet. And that's a 24-annual, 24 hours of annual training that the Commission on Police Officers Standard and Training has outlined for us. We have typically gone well above and beyond that. This year alone, we're actually doubling that. In years past, we've done some more. But that's really our standard that we operate at, as I mentioned. We want to try and produce the most highly educated and well-trained officers to serve our community. And just to highlight a few of those, and you can see a few of them up there. One of them is that we attended just this last year, was a Los Angeles Police Department, Lesley, the Force Options Symposium. And you'll see a theme here. And our theme and our training is essentially geared toward de-escalation and decision-making abilities and what we've encountered over the last few decades in our profession. We've also explored and have gone to child exploitation classes, behavioral threat assessment, unconscious bias training, human traffic symposium, our Problet-Borion Policing Conference. And as the Chief mentioned, we will be hosting that later this year. Women's Leader in Law Enforcement on our de-escalation training, which we have also not only done in-house with our officers, but we've actually extended it out to the community as well. And then what's really important as well to mention that is not on this slide is our Crisis Intervention Training, which is a collaborative effort with our mental health liaisons that we have in our vehicles every day of the week. And so being able to address those folks in crisis and be able to de-escalate that situation has been vital for us. So really, you know, all this training, as I mentioned, we take great pride in that. It's really where our profession is going. It's not utilizing the tools on our belt, but all those tools that are accessible to us. So that's a snapshot of our training program. Thank you, Arnold Rick Martinez, your Deputy Chief of Police Operations Division. So let's talk about some highlights that we've had over the last fiscal year starting with our Crisis Intervention Training for the community. So besides the internal training that we've done utilizing our in-house trainers, Lieutenant Christian Lamoss and Sergeant Carter Jones, we've actually trained 200-plus citizens in our community. And the emphasis was really on de-escalation techniques, on encounters that they may have out and about in the community. Each one of those sessions was pretty much sold out. So we had wait lists for every one of those, and we're hoping to continue those in the near future. Neighborhood policing, the Chief touched on this. It's continuing, but we had to do a little retooling because of our staffing levels. So we've created more of a centralized point of contact, which is Lieutenant Escalani, who's now running that team, with Sergeant Carter Jones, Sergeant John Bush, and Danny Forbus, all taking the lead on communicating directly with the community, assessing those needs. And of course, Taylor and our response to meet the needs of the community. Next, we participated and received a California DOJ tobacco grant for education and enforcement. We were a little slow in getting that up and running, but along with other communities, we were able to get our team in place. So far, we've educated over 500 students and gone out and done some education and outreach to over 48 tobacco retail locations. Our team is now up and running, and we're hoping to pretty much get all of our city schools, youth educated on the ills of tobacco use. California OTS, Office of Traffic Safety, Traffic Enforcement Grant. We've really utilized that for a lot of internal training in relation to drug recognition and drunk driving, as well as traffic investigation. We have a lot of pedestrian and bicycle versus vehicle collisions in our community. So we've utilized this grant in order to up our game a little bit and ensure our traffic investigators are able to adequately investigate those cases, as well as partner with communities around us that are also participating in the grant on directed enforcement efforts throughout our community in order to address traffic safety issues. Officer Wellness Program, this is something Lieutenant Vasquez put together. And it's something we were long overdue in putting together. And I really applaud him for making this magic happen, if you will. We partner with the Dignity Health to do medical health screenings. We work with a local vendor, Torque Fitness, to put together fitness regimens for our staff. I think at least 40-plus officers are participating in that now. And they actually have online access to track their progress, which is pretty darn cool. And a unique one that we came up with is a partnership with Cypress Health Institute for massage therapists. We've brought in massage therapists in order to get their hours. And initially, our officers weren't necessarily rough and tumble officers, but they warmed up to the idea fairly quickly of actually having a massage therapist, you know, get some time on them. And to visualize it, it's basically just, you know, one of those massage chairs you'd see in an airport. And we have it in our gym, and people just sign up and come in and get those. So it's actually been very well received. We integrated rangers into our department as well. I just had a conversation with the Parks Commission last night about further integration. And so far, it's really upped the level of training as well as really, I guess, perfected the specialization of the enforcement component that the rangers do. They were kind of jack-of-all-trades. And the enforcement component wasn't necessarily the best fit for Parks because it's not necessarily what they do. So taking that enforcement component, bringing it in-house, really improves the equipment that they're given as well as the training and really matches that of our officers. Police volunteer program, Joyce touched on this. She should really be applauded for putting this together. We have 30-plus volunteers. She mentioned some of their functions. But they also include vehicle baitment as well as community outreach and the You Are Not Alone program, which I think Chief Mills will touch on later. Talk about some upcoming challenges on the horizon for our department. There's a nationwide hiring crisis in relation to law enforcement. When I was hired in this profession, I tested with 300 people at the Santa Cruz High Gym. It was a couple of years ago, of course. But there were two positions available that I was able to negotiate my way through the process and was one of the two that were hired out of 300 candidates. Today when we hold a test, we have anywhere from 18 to 8 candidates that show up. On average, we need probably 200 vetted before we actually get a single candidate or two that's hired. We haven't necessarily lowered our standards, so the pool is fairly shallow, to say the least. POST, Peace Officer Standards for Training in California, estimates that we're going to need another 10,000 police officers within the next five years. That number really hasn't changed and we're having a very difficult time recruiting and for us, even retaining the talent that we have. When I talk about those numbers and what we're up against in terms of recruitment, we also have to look at what our staffing levels look like today. 26% of the current Santa Cruz officers in your department are eligible to retire and many are immediately upon eligibility. We have six actually retiring here in June. Dan Flippo, my counterpart, mentioned that we hired at a record pace. In the last 18 months, we hired 22 officers. Of those 22, I have a feeling by the end of June, we're going to be probably in the whole by two. So we're going to lose about 23 within that period of time. I know Dan touched on that in the previous meeting, but retention is a very difficult thing for us right now because we're competing with neighborhood police departments, not only locally, but in the Silicon Valley. We've always had to compete with the Silicon Valley. Obviously, we're never going to match that pay, but now we're competing locally. UCSC has about five to six of our officers currently in process. We're getting some of that second hand. I know we have at least three. They're looking to hire 11. It comes down to better benefits, better pay, and much easier and more conducive working conditions to raise in a family in this community. We're also still projecting some losses to Silicon Valley. So as you're hearing these conversations today, I really think about the hard work in men and women that are committed to the public service here in our community. I'm going to leave you with a quote that I came across in just in a recent conversation in relation to police oversight. It actually comes from a 1999 Metro Santa Cruz article. The article simply was related to police oversight in the city of Santa Cruz back in 1999. Many of you are around for this conversation, and some of you are actually referenced in the article. But the leadership that I'm going to quote today worked with on some initiatives and really found his quote incredibly insightful. And I think it holds true today in relation to accountability, and I think it holds true in relation to retention of talent that we currently have. And what Scott Kennedy said in 1999 was that in his view, the police department's accountability to the public is much more powerfully affected, although much more subtly by salaries, training, and management. That observed Kennedy influences the quality of the officer on the street. So think about that when you're engaged in this conversation and what we truly need in order to have a higher level of accountability and a level of professionalism, and of course, to retain the existing talent that we have. With that, I'm going to turn it over to Lieutenant Escalani to talk about crime trends. Thank you. Good afternoon. We'll just jump right into a couple slides here related to crime trends. This will be a comparison for 2017 to 2018. As you can see, we've had a decrease in almost all property crimes. We've had a 4% decrease in violent crime between the 2017 and 2018. And a 21% reduction in property crimes. The next slide, I will highlight just a few things related to nuisance crimes. So this is different than our UCR uniform crime reporting data. These are nuisance crimes. We had an overall 17% increase in nuisance crimes between 2017 and 18. The most significant was in the trespassing citations. And we had a 14% increase in drug abuse violations. We saw a decrease in the vandalism's solicitations. And obviously, well, most of you probably are aware, about midway through 2018, we ceased any illegal camping citations. So that's where you see that huge reduction. And in relation to the downtown, I'd like to highlight that it's not on the slide, but in 2019, so far we've seen a 23% decrease in calls for service in the downtown area. And that's between the months of December and March. So December 2018 to March 2019, and the same time period the previous year. We're 23% down, so that's a good note. I think that's all I got, and if you haven't met, this is Chief Andy Mills. Well, that mostly wraps up our presentation. A couple things that you can expect this year for us to expand. First one is our You Are Not Alone project where volunteers go and call in elderly members of the public who are shut in and maybe don't have people checking on them regularly to make sure that they're not becoming the victims of crime. And if they are, then report to the police. And to be very honest, just check on them to make sure that they're happy and healthy. And this is, I think, one of the most important things we can do as a police agency. Second one is city strides. We're going to have our patrol officers and our command staff walking with community members all over the city. Do a full patrol with neighborhoods and let them show us in their neighborhoods what they're concerned about, so that we can see it up close and personal. I don't think anybody can understand the intricacies of a neighborhood like the people who live in that neighborhood. And driving by at 30 miles an hour, you don't get the same picture you do when you're looking out your front window. And then lastly, we are also expanding our body-worn camera program to include the rangers. So shortly, we will have all the rangers wearing body-worn cameras as well and recording their interactions with the public, as well as all of our police officers and CSOs currently have them. All our staff is still here. We'd be happy to answer any questions that you might have of either our budget or our programming. Well, thank you so much for the presentation and for the journey through the ride-alongs and bringing this into the people behind the titles or the uniforms. It was a nice insight to the work that you do for our community and thank you for your service to our community. Working in education, I just want to give a shout-out to SCPD. You always show up. You're always there for BASTA or tobacco prevention, youth violence prevention. It doesn't go unnoticed. So thank you for being active in prevention efforts for our youth as well. So with that, we'll see if there's any member of the community would like to address us in public comment. And I don't see anybody, so I'm going to say that's probably not happening. And we'll go ahead and return back to the council and see if any council members have any questions for you at this time. Council Member Brown, Council Member Matthews. Thank you for the presentation and thank you for integrating, including so many of your personnel to help make that presentation. It's really great to see the faces and hear from lots of voices. So, and yeah, I mean ride-alongs, highly recommended. I'm about to go on another one. So for those of you, if you have, I'm assuming everybody's done it or wants to do it. It's really a great experience. Quick question and a comment related to this question. It's interesting to see the reduction, the crime reduction statistics because when we hear from constituents in virtually all neighborhoods, everybody seems to be reporting increased crime. So I'm not sure where the reductions are happening to get us to this overall, but it's great to know that that to put in perspective. And just a quick question on trespassing citations, seeing that go up significantly. I mean, I imagine that's related to the decline in camping citations and just ask, I would ask if you could clarify why the significant increase is that related to increased no trespass areas. It's a pretty significant jump. Yeah, so it is a significant jump. And I think it's primarily two things. One is when a community member calls and says there's somebody in my property that I don't want here, we go and we issue a citation. And whether it's a person's property in the outer skirts of our town or a person sleeping in the doorway of a downtown business that has a letter of agency on file where we can go and issue those citations. The second major piece of that is people who are trespassing on railroad property. When people are trespassing on railroad property, that is against the law and that can receive a citation. And so I think primarily it's those two pieces of why you're seeing an increase. I had just a few quick ones. I appreciate all your presentations about the challenges of hiring, recruiting and succession. And we can continue that conversation. That's profound. I could just comment on succession planning. It is a difficult issue for us as a police department. How do we prepare the next generation for leadership? And I think some of the nuances in the presentation are, for instance, we recognize that we lack women in our higher ranks in leadership positions. And we're really trying to remedy that by moving people into positions where they can get experience. And once they get that experience, really push them to try to promote. One of the ways we do that, for instance, is the Willie Conference, the Women in Law Enforcement Conference that we send almost every woman in our department to every year. To get them exposed to other chiefs of police who are women as well as other command staff all over the nation. And so that is a huge effort on our department's behalf. And I'm proud to say that many of the women are taking this seriously and understanding how important it is to have that voice. Great. And just a couple other questions, mostly relating to your volunteer programs. When we met with representatives of the police department, POA, and management, they mentioned that some of the really high benefit but optional programs were having to be curtailed right now. Just staffing levels. And I assume that's true. So what you're telling us is your desired goal. Right. Is that a correct understanding or not? Yeah. Last year we had to take a temporary pause on a couple of the programs. And we fully intend to make sure that those are re-implemented as soon as staffing levels get to a point where we obviously have to staff the field first. But those do have a high benefit. The response of community members who are participating in those is really great. Oh, it's enormous. And then just questions on the You Are Not Alone program, is that up and running or about to launch? Very good question. We've received the training. They are now going and beginning to speak with people and marketing for that. So they went to Meals on Wheels. They went to Loudon and Elson Center, as well as some senior places where, I guess, people my age hang out and are able to recruit people for that. So yes, that has begun. And my thought there was there's so many really great senior programs that it should be more than checking in, obviously referral and two-way street there. Yeah, absolutely. And then on the city strides, is that up and running yet? You will let us know when neighborhood representatives can sign up for the walk-along? Yes. Joyce Blotschke will be putting that out within the next month as to where we'll initially be. And so our thought process is to get it going by saying we'll be in these neighborhoods over the next month and then letting neighborhoods contact us to say we want to walk in our neighborhood. And then we'll follow up with that. I know some people. I know. I'll be chomping at the bit for that. And then do those, do your volunteers, are they counted as part of CityServe or is that an independent? Because it occurs to me, and maybe there's a question for other city staff. We have volunteers in the master recycler. So I think we have a heavy volunteer community. And I think the potential is enormous. Are they? Okay. Yeah. They sign up there. And then, yeah. Thank you. Sign up for CityServe. Okay. Councilmember Glover, Vice Mayor Cummings, and then Councilmember Meyers. Excellent. Thank you for the presentation and for all the different voices. That was nice. I just wanted to get your input on the private security listed here under the major service contract, because by far the biggest one besides the JPA contract. So just how, you know, essential, crucial, you know, imperative are the private security contracts in the different areas? Are there areas that are more needed than others? Are there somewhere there that they almost never go with reports or stuff like that? Yes. Councilmember Glover, I think we would divide it into two areas. One is the effectiveness in terms of crime control reduction, and the other is effectiveness in terms of comfort for the community. I think in terms of comfort for the community, there is a benefit in each of these areas. In terms of crime control, we're pushing first alarm and having discussions with them to help us understand what exactly they're doing as opposed to just being present. And so as we try to get better data from them to understand the effectiveness of that guard rather than just the presence, like we get a report annually that tells us they make this many contacts with the public. Well, what do those contacts mean? Are they shooting people off property? Are they talking to people providing services? There's a variety of things that we take a look at. As far as where it is effective, which I think was part of your question, certainly the wharf and upper ocean seem to be the two locations that we hear most about from the community in terms of, you know, that people want to see that security guard there. But it's helpful, certainly. And I think that it could be effective, but we, you know, I really believe in data, so we have to figure out how to measure it a little bit better than we have in the past. And we've had that discussion with First Alarm once. And now we're going to try to actually apply metrics and then look at those neighborhoods compared to neighborhoods that don't have it. So we have a control group to measure it that way. And do you know how many years consecutively we've had the private security contract and has it maintained at about 230,000 or? I think Deputy Chief Martinez would probably be better situated to answer that part of the question. Thank you. It's actually greatly increased. It was actually much smaller. A portion of that is prisoner watch as well as special event coverage. So Halloween, New Year's, Fourth of July, a lot of closures or special events that require private security come out of that contract. But prisoner watch is a good line share of it as well. The neighborhood presence or patrols, that has probably increased that budget exponentially for us. Okay, thank you for that. Just jump on the prisoner watch thing just so the public may understand what that is. When we have a prisoner that has to go to the hospital, because let's say their blood pressure is high or they're under the influence of methamphetamine, rather than having an officer sit there for three, four, five hours, first alarm will come and take over that for us. And when they're ready to be booked, then an officer will go and pick up that person and take him to jail. So it gets that officer freed to be back in the field. So that's the purpose of it. Okay, great. Thank you. So it was great to hear from Officer Trueblood and also the background. I also went to Harbor High, wherever he is. To work? Yeah, totally. The question is that it's come up with some different people in the community. Some that have come to speak at City Council, some others that have just approached me, but about wanting officers to get out of their cars and be more engaged with the community. So the Ranger walks 6.5 miles, but offers a Trueblood 3.5 miles. Is that because of the distance he needs to travel and the speed or is there possibilities of getting officers out of their cars more frequently? Well, we would love nothing more than for our officers to be able to get out and do more time on foot in neighborhoods and downtown area and the beach area and the wharf and the main corridors. The simple fact is that 80% of their day, especially during day watch and second watch, has spent responding to emergency calls driving all over town. That's why you see him zipping back and forth. That's the purpose, one of the purposes of us doing the City Strides program because I really want the officers to be able to get out and meet the public and also for the public to meet the police and to build that relationship so that they're more comfortable doing foot patrols when they have the time. And as our staffing increases and we are getting there rapidly, our hope would be that we create different programs that allow the officers to have greater touch with the community. Okay, great. Two more questions. The cost associated with hiring and training a police officer, we've had a chance to talk about this a few times. One of the issues that came back when we were talking was the issue of credit checks. I'm not sure, is that still something that are on our books with regards to the limiting ability for people to get into the role of police officer and then other barriers that were in place that were stopping both the ability for people to apply and also the diverse representation of officers that are doing the applying. So has there been any motion on that to make it more accessible for people? Well, thank you for that question. Yes, we have had movement on that and we take a very close look at and use judgment as opposed to just a hard line on stuff. So if somebody has credit that's not too strong, we take a look at why. Now, if they're running up credit cards at Nordstrom, that's a very different thing than school debt. Or maybe they're from a family that just didn't have the means like we all did with our children to pay off those credit cards and have them pay us back. So we have moved on that and we do take a look at those individually and do use a little bit more judgment on those folks so that we can say what's the purpose of this debt. The second piece is we are looking at other things as well. For instance, I talked to a person yesterday who was disqualified and he came in to sit down with me and say, I don't understand why I'm disqualified. So he looked at his background packet and he had been terminated from two jobs. That's an automatic permanent disqualification from our department. But then we need to take a look at why and how old was it? Was it the paper boy and he got terminated from a job for throwing it through somebody's window? Or was it something substantial like theft or malfeasance? Very different subjects. And so those are the kind of standards that we're trying to pick apart and make sure that we're viewing things very broadly and using greater judgment on who we hire to become Santa Cruz police officers. Great. Thank you for that. And then the last question, just on the cost to output a police officer. What is our policy currently on the M4 carbon rifle? They're issued to all of our officers and the body cams because that was mentioned that that's the highest one. I love that we have them. Are those able to be turned off? Yes. And is there a reason we decided to go with the turned off version as opposed to the not being able to turn off version? Well, I don't know that there's any version that can be turned on permanently. Rick, are you aware? But just as part of that though, those batteries only last so long. And at the end of 12, 14, 15 hours, there's no battery life left even with them turning them off and turning them on. And then the second thing for me personally, there comes a time during the shift, during a 12 hour shift where I'm, I have to go to the bathroom a lot and I don't want that recorded. Right. Or if we're talking to a victim of a sexual assault, it's probably not the best thing to record at that point. As well as many other things we might be talking to informants or talking to people giving us information in the community who really don't want their identity known. There's a whole host of reasons. So the officers do have the ability to turn them on and turn them off. But as part of that, we also have our internal affairs sergeant randomly check. So we'll pull up a traffic stop, make sure that that traffic stop was recorded. So that there's a quality control mechanism in place for us to make sure that we're inspecting that and ensuring that our officers are recording. And if they don't record, then it becomes a disciplinary matter. We have to figure out what happened, why, did you just forget? How many times have you forgotten? Are you forgetting all your traffic stops? Or is it just one abnormality? So there's a variety of... That's a great thing. That's the oversight. Thank you. Complexities to it. In addition to... Yeah, sure. Any enforcement contact by policy has got to be audio recorded or activated on the body cam. Storage, besides battery life and everything else that Chief Mills had mentioned, but storage was a huge issue in terms of the amount of storage needed for constant video. These cameras are a nice gap, or I guess a stop gap for that. They have a built-in buffer that you can actually set. They also have the capability, if somebody walks up and the conversations go on sideways and they activate it, it'll fire cameras all around them. So I think that that module is still pending, but that's the reason we went with that system is because it had those capabilities. Those policy violations, if they do come up, are quickly addressed. Thank you. I appreciate that clarity. Vice Mayor, come in. I had a quick question for public clarification. I know that you all have mentioned and brought up how retention and recruitment of police officers has gone down. At the same time, we've added the rangers, and so for some folks they see, well, we don't have that many more police, but we have more of that police presence with having increased rangers and added to the police force. So could you just clarify the difference in the roles between police officers and rangers and the importance of needing more police officers? Yeah, absolutely. All our enforcement positions, rangers, community service officers and police officers are critically important to the efficacy of our police department. The rangers mostly enforce in the parks and downtown area around the city municipal code violations. Again, they do an amazing job in doing that. The community service officers' specific positions are to offload many of the duties incumbent on the police officers. So for instance, they'll do investigations for burglaries, cold burglaries. They'll do investigations of somebody breaking into a vehicle or a shed, as well as doing some enforcement for municipal code violations. Only police officers have the powers of arrest that are needed to do that high level enforcement. And their training is obviously a lot different in terms of the length and the context of the training. So just very different positions. We are expanding the duties of the community service officers. For instance, last year we sent Regina Romero and another CSO to Crime Prevention through Environmental Design School so that they can go, as we had a guy from a synagogue come and ask us, hey, could you help us with security? Well, we'll send them over and to take a look at their facilities and really design a smart security function based on academics. And so we're vastly expanding their duties, but there are certain things only a person with a badge, a sworn position can do. That's right. Just a couple of quick questions. On the total FTEs, it looks like you're going to just stay flat this year with regards to 136, and that includes rangers and CSOs, the whole gamut. Okay, good. I had a note on the workload indicators. It looks like a lot of things have sort of either balanced or not grown substantially, even gone down in some cases. Number of reports written, it's gone up by about almost 3,000. Is that due to new state law or where's that increased just based on some of the other indicators? I'm just curious. Yes, I think overall calls for service are actually down 4%, but reports have gone up and there's a reason for that. We started categorizing the reports differently. Okay. So it used to be that every incident would have multiple reports attached to it. So for instance, if there was a robbery, five people could go and write those reports and it all attached to that incident. Now we count those as separate reports. And so that would actually force the number of reports up even though that's still responding to that particular crime. That one incident. Okay. And so that's the difference between what previous procedure was. That's correct. Okay. I was just curious if there was some law that was causing that, it's a significant amount. So I just wanted to understand a little bit more on that. Yeah. That's 10 reports a day almost. Yeah. Yeah. Which is a lot of paper. Yeah. The last thing was, one thing I hear a lot about is the impression from our community that bike theft is just rampant. Does that show up? I know your statistics. I don't know where that falls in in terms of, if it's, you consider that nuisance or where that might fall. And I'm just curious if any, there's any sort of focus on that by a particular group of neighborhood policing teams or just if you could just comment on that. Sure. Bike theft is far too high in our city. Yeah. We have a couple of things working in the backgrounds. They're trying to get launched, which will be important for that. That would be categorized in the theft reports. Which are down overall, but depending on the price of the bike, so it could either be a grand theft or a petty theft, depending on the value of the bike. So if the bike's, you know, $5,000 carbon fiber bike, obviously a grand theft. If it's, you know, $200 bike, then it's going to be a petty theft. So it would just depend. We do categorize bike thefts. And do we have a, I'm looking at my crime analyst. Do you have off the top of your head? Okay. Not with us. I know we do capture it, but just so you know, we've got a patrol officer and a volunteer working on a project to try to figure out how we can track bikes better. Okay. Like with technology, as well as Joyce has been working on a project. It's a liquid DNA, where you can basically spray the bike with this invisible stuff and then look at it under ultraviolet and then figure out whose bike it belongs to. Because one of the difficulties we have is that the bikes get all chopped up quickly. And so you got, you know, random pieces and it becomes very difficult to track. And we run multiple bikes, serial numbers every single day. And for the most part, they come back record not in file. Okay. And so that's difficult. So we are working a variety of projects to try to get there. And we do offer a bike, a bait bike program, where we'll put a bike out there with a technology on board that allows us to track that bike. We went up arresting those folks on a regular basis. Neighbor police scene normally does that. And all of those kinds of things would be covered in the budget and capabilities for this coming year. Sounds like, okay. Great. And then just, I just wanted to thank your staff and you and you guys do a lot in the community. And I especially am really impressed with the work you're doing with the youth and bringing volunteers from our neighborhoods and our community to understand what you guys do and how they can be involved in also making our city safe. And so thank you. Thank you. Yeah. Thank you, Mayor. Really, really fine presentations. Thank you. Those, those are really, you know, took some time to put together. And Joyce mentioned about going to the community meetings too. Like those were also well done and you're a good teacher. You involved the community in those presentations. My background is in education. I've taken a lot of classes. I want to underline the collection of data about First Alarm. I think that's a great idea and I just hope we can see some of that. That'd be wonderful. And picking up on Council Member Meyers about bike thefts and stuff. It's a really troubling thing in our community. I'm wondering if we ever thought about just having taken 90 days or something, having a specific group within the police department focused on that, on just bike theft and get to sort of the bottom of it. Oh, you know, who's doing it? Where is there chop shops going on? I kept hearing these reports from East Siders saying, oh yeah, these people are, you know, dismantling these bikes in these garages. I mean, why can't the police, you know, focus on that for a while so it stops? Yeah, I mean, it's certainly a tough... Not that you're not, but in a more concerted, sort of, you know, you know, academic way almost. Yeah, it's a project we certainly would need to work on. And it's certainly a priority for us because it's such an immense problem for the greater community. Bike theft, actually all theft. People are tired of getting their cars broken into and they're, you know, even all the way down to hoses still on out of their front yard to bicycles and, you know, we have, I think, different levels here. One is you, when you have these races come to town and all of a sudden six, $10,000 bikes wind up missing, that's a very different problem than what we have almost every day here, which is a person just swiping a bike out of a front yard. And we certainly would want to be able to work on that. As staffing comes up, these problems allow us to actually approach some of those problems and try to solve them from an analytical perspective a lot more easily. Right now we're just, to be honest, keeping our nose above water. But we're actually learning how to swim now and so hopefully we'll be able to get in the race. Yeah, and I think that the department's taking bike theft seriously because it is a serious issue for Santa Cruzans because we are so reliant on our bikes. Clara will tell you 13% of communities are riding their bikes in Santa Cruz. I love to hear those statistics. About the trespassing versus the camping citations, there's a conversation in the community that, okay, you're not giving out camping, you're giving out trespassing. In my sense of the camping citations is always that using the term blood from a stone, you can give so many to people but they're not going to pay it. When you say the same things going on with the trespassing citations too, if you're having multiple citations to certain individuals, yes, in short. I mean, there's a high percentage in the 90% tile of failure to appears on citations. And that is a problem. In fact, one of the questions I just posed to our entire department is how do we hold people accountable when it's a 90% plus failure rate to appear on citations for camping? And we're not writing those anyway, but so that is a substantial problem and there has to be a better solution. So I reached out to our department and I'm actually going to reach out to the community as well and say, hey, give us your thoughts of how do we hold people accountable? How do we encourage people to comply with the law in a thoughtful, legal, moral way? But at the same time, there has to be some level of social order. So it's a substantial problem. Yeah. Well, my last thing really is a comment and I feel as a council member and as somebody who lives in Santa Cruz, I feel like you've really worked hard to build a level of trust and I think that you hopefully received that from this council. I certainly feel it from you and we've had some candid conversations over the last two and a half, three years. I remember the first month you got here and I picked you up at the police station in my Nissan Leaf and I'm not going to bother you about why we don't have Nissan Leafs as police cars because I saw how it was difficult to get in the car but you still made it. Fairly. And we went over to where I used to live in a neighborhood that I have a lot of fondness for and a certain marsh, Jesse Street Marsh. And I said, you want to walk? And you said, sure. And we jumped out of the car and we walked all over the Jesse Street Marsh. We walked up to Ocean View Park. You had a whole perspective in the lay of the land and you were making some, I thought, really insightful comments just having gotten the Santa Cruz. And so I'm really excited about this City Strides project that you're undertaking because I think it's great because that is a huge, one of the first things it's like, let's talk about it but if you're in the car behind glasses, sunglasses, whatever, that's a lot of times people look at police officers and it's sad that there's not that relationship building. And I know it takes time and money but I'm really happy that you're on this City Strides program. The last thing I'll ask or put plant is I'd love to see more police officers on bicycles. Again, I'm going back to my original thing about bicycles. It just sets a model and I think we could get it to where it's a cool thing to do. I don't know how the officers feel but I think within the community I think people would think it could be cool to be on bicycle. Well, I'm glad you brought that up because there's one more initiative that we just went through. We actually just trained our volunteers, our CSOs, our Rangers and a lot of police officers and we have to actually have a post-certified bike course which we sent somebody through and now we've got probably 30 people in our department trained to ride bicycles. We took the wheels off, the train wheels and now we're ready to go. But I'm actually excited about it because I actually want to go through the courses. I love riding a bicycle also. And so we can get out and ride and get into the communities and it's amazing what you can see when you're either on foot or on a bicycle at a much slower speed. And so we're looking forward to that and hopefully you'll see a lot more of that this year. Thanks. Thanks, Mayor. Well, on that note, thank you very much for your presentation this afternoon and thank you to the staff who was able to make it as well. I've got a stellar staff, don't I? Yes, you do. You indeed do. Yes, thank you for your service and your entire team. Thank you. So last but certainly not least, we have our water presentation and we have Rosemary Menard here from our water department. I'm going to set up, so if anyone needs a bio break, now is the time. I didn't know about it, man. Hey. Good afternoon. I don't have a cast of thousands with me today. Doesn't mean I don't have a great staff but they're all sort of working hard back at the salt mine, so to speak. There we go. So I've handed around a one-page sort of water department at a glance handout. What we did was we tried to sort of cover some of the details about our organization and what we do and kind of some of our metrics, if you will, in a sort of a brief accessible at-a-glance kind of way and then to provide you with a map of our service area on the back. I think of the things here that probably is maybe a little bit of a surprise, we have a pretty active school program where we talk to, we have kids come to our watershed both from the Live Oak and the Santa Cruz and the San Lorenzo Valley Schools. We serve about 100,000 population inside the city and outside the city. We answer, our customer service group answers about 45,000 calls and also deals with tens of thousands of walking customers at our office over on Locust Street every year. We have about 114 employees, about 60% are in the operations division which includes distribution, production, water quality and our watershed management group which includes Lachlan and water resources. We have a lot of infrastructure and I'm going to talk more about that in a minute and we are heavily regulated both from the state and federal level on drinking water quality and we have a solid record of producing a quality product and deliver about 2.7 billion gallons of water to our customers a year. What I've done with this presentation is really to talk a little bit more about the key things that are driving our organization and so you're not going to see the same level of this aggregation of our budget. You're going to hopefully have an opportunity to learn about what are the key drivers and for those of you who haven't been on the council long I would be delighted now that it's sort of stopped raining to plan a day to give you a system tour because I think those who've taken it over the years have found it to be really interesting and a useful way to really get a context about how diverse and large and sort of scattered around our water system is and what it takes to make water and have it be delivered. So we talked about the attic land. I want to talk to you a little bit about our view of our department's stewardship roles and goals and that's really a key word for us and then I want to talk to you about key drivers for planning and action which have to do with climate change, water supply reliability, infrastructure rehabilitation replacement, natural resources stewardship, financial stewardship and affordability. These are the key issues that are really driving what we're doing in the organization apart from the 24, 7, 365 job of delivering, you know, millions of gallons of water a day to our customers. So that's the nature of this presentation. For us, the definition of stewardship and the role that we play is that we really have been charged with supervising, managing, something that especially something considered worth caring for and preserving. The water system is a tremendous community asset. It probably has a billion dollar replacement value if we were to replace it over again at this stage. It's been in place and has grown incrementally over many, many years. We had our 100th anniversary of being a city water system in 2016. So stewardship is a big deal for us and we have a set of stewardship goals that have a lot to do with supporting, enhancing the long-term sustainability of our natural and water resources that we're responsible for. We are the stewards of tremendous water resources that make water available to us and that we have to plan for under a whole range of circumstances. And then we also have a lot of natural resources because probably apart from the parks department one of the largest landowners, much of the land that we own or that we're stewards of on behalf of the city and its citizens are outside the city limits. So we have thousands of acres of lands in Malakloman watershed in the Laguna and some North Coast lands. We have rights of way. We have a whole set of issues that have us sort of working outside of the city in a number of very different environments from what's in the city. We need to address uncertainty associated with climate change by taking the opportunity that we're working on now and infrastructure rehabilitation and replacement to design in greater resiliency and adaptive flexibility in all of the things that we're doing. So that is a really big part of what we're thinking about is we're making some very large investments in water infrastructure over the next decade or more. That's a key outcome that is a result that is really important. And then in order to really deliver all of that we have to invest in and be stewards of our organization's resources in terms of their people. And so we've been doing a lot of work over the last few years to develop an organizational culture that supports a participatory and engaged workforce and I think we're seeing some good results from that. So one of the things that you might not know is we operate out of about five or six different physical locations because of the nature of our work and so that does create big challenges for an organization trying to do an organization sort of making a cohesive organization. So I want to start with sort of planning, talking about planning it for and adapting to climate change. We've been working over the last five years really on a number of different climate change, using a number of different climate change scenarios and not the possible future implications of climate change on our water resources. And the ones that you see here, this bottom one here is it's called GFDL 2.1A2. That's a downscaled global climate model from about, it was developed in 2014. We use this climate model with the Water Supply Advisory Committee. You can see that the little blue dots up here, it's typically more warm and dry than some of the other models that have been developed. This form model ensemble is a more recently developed climate model that comes from, also it's a global downscaled climate model. And this one is a little bit more neutral in terms of warm and dry. It tends to be perhaps a little bit wetter and slightly less dry than some of the other options. And then finally, this historical catalog model is, it's a model that's been developed for the Santa Cruz Mid County Groundwater Basin Groundwater Planning work. And this one comes out of taking the whole historical data set and picking out the more typically warmer and drier years and randomizing those into a series of sort of a forecast that is a created forecast. So this one is, you can see has some very dry and warm kinds of characteristics about it, but it's not quite as dry or warm as the GFDL5. So we've been looking at all of these models and we've done quite a bit of analysis, putting them side by side and trying to understand their implications. And here's a good example of them. These climate models help us look at the length of the worst year shortages, the sort of drought, the worst drought and the degree to which that would affect our available supply. And so you can see in historical, the worst year drought was about 1.2 billion gallons off of a 3.2 roughly billion gallon demand. That it's a two-year drought. The second year is worse. This is sort of 76, 77. That's the two years of that one. And you can see that the total is about 1.9 billion gallons shortage up at the worst case. And in the first climate model, the GFDL 2.1, you can see it's about a little bit bigger, 2.1. In the four model, it's a three-year worst case drought. And it's about 2.5 billion gallons. And then in the climate catalog, it's about 2.4 billion gallons. These are all looking at basically surface water hydrology. It's looking at the implications of changing climate on surface water hydrology. And so these things are helping us really focus on what kinds of projects we should be doing, what kinds of, how big the gap is under various kinds of changing circumstances. We're not saying one of these is right. We're really trying to, you know, sort of understand the space, if you will. And so we've got a lot of really good work that's been looking at these, this climate work. And I think we're feeling pretty solid that there's more to do on this and that we've got a, particularly as it relates to the vulnerability of surface water, which is 95% of our supply to climate change in ways that could really undermine the reliability of our supply. So that's one of the things that we're working on. So I've sort of basically said this before, the long-term vulnerability of surface water to climate change and the design and climate resiliency to all the infrastructure projects. So this is just an example where we have a lot of raw water pipelines, which are the big pipelines that bring water down from the North Coast sources into town and also down from Newell Creek. One of the things we experienced in 2017, you're going to see more about in a minute, is we had a lot of pipeline breaks due to landslide hazards in the, particularly in the Newell Creek basin during the 2017 very wet year. And so really trying to understand the alignments of those pipelines and to the extent that we're going to be replacing them because of their condition, moving them to out of those landslide hazard areas so that you have more climate resiliency. It's a big message that's going on really in the water industry statewide. So improving water supply reliability, one of our challenges is we have a tremendous variability. Since I've been here, which started in 2014, which is this year right here, we've had a critically dry and a wet that have been at the extreme end of the spectrum. We've had one normal, two dries, and a second wet once going on this year. So I don't know, normal might not be normal anymore. It's one of the things we're sort of concluding out of this, but when you have the kind of water system that we have, this is a very challenging situation. And it's, the system is vulnerable to water supply issues in both wet conditions. This is a, I love this picture right here. This is the Atmospheric Rivers that hit the West Coast in 2017. It's, you know, one after another, we were in emergency operations most of January, February that year. Water was still coming out. Most people probably didn't know it, but we had a tremendous number of issues that year. So we have problems in the wet years and in the dry years. This is the specific information about the three-year lead-up to the 2014 drought where you can see that runoff. In the first year, in 2012, rainfall was about 70% of normal. Runoff was about 50% of normal. The second year, about 60, 60. And then in the last year, we had rainfall was, this was apparently a year to date, so that was way low, but the runoff was only 11%. So with the size of our storage and the dependence on surface water, we can get into a big problem pretty darn fast, but once it starts to rain, as it did in 2016, 2016, over that 15, 16 winter, we got out of the problem sort of equally fast. So for us, the vulnerability to dry situations really associated with limited storage, fish flow requirements, which I'm going to talk about a little bit more, high variability of supply, and then the seawater intrusion issues that we're dealing with in the Santa Cruz-Mid County groundwater basin and climate change. Of these, limited storage is the most significant and conservation alone cannot solve this problem, so water conservation alone cannot solve it. So from the Water Supply Advisory Committee recommendations in 2015, there was a series of actions that we've been working on. We've got progress on every single one of these items. We've increased water conservation programs. We've explored the feasibility of winter water harvests, including testing out, pilot testing, and in-lube water transfer with Soquel Creek Water District this last winter, and also pilot testing of the storage and recovery in the belts well system over in Live Oak this winter. And we've completed preliminary work on exploring the alternatives, including having the Council act last November to put desalination and the back burner because of the permitting and challenging permitting issues associated with that. That was a viable project. So the alternative that the Water Supply Advisory Committee recommended was recycled water in the event that some of these others don't pan out. So we've done a good study identifying a whole range of options on recycled water. We'll be coming to you a little bit later in the year talking about kind of where we're going with this project, and I think that'll be something good for maybe the fall timeframe. Another thing that's going on is there was from the Water Supply Advisory Committee, there was a very strong emphasis on working with regional providers. You can see this blue dotted line here is the boundary of the Santa Cruz mid-county groundwater basin, and the red one is the boundary of the Santa Margarita basin. The city has been very actively engaged in groundwater sustainability planning, plan development. The mid-county one is coming out in July due to the state at the end of January next year. The Santa Margarita one is a couple of years behind because it's a medium priority basin instead of a high priority. But we've been very actively engaged in the groundwater planning work associated with this, and a lot of the work that we're doing is looking at various kinds of collaborative projects and conjunctive use of surface water and groundwater to improve everyone's reliability. Okay, addressing the water system infrastructure. This is kind of a pretty high-level inventory of the infrastructure we have. We have an earth build dam in Reservoir, 35 miles of large-diameter groundwater pipelines, surface water treatment plant built in 1960. And there was a thing in Sentinel sometime in the last few months that said it came online in 1959 and it cost $1.6 million. I would love to have that again, but I'm afraid that's not what a big project up there would cost. Hundreds of large and medium and small valves everywhere throughout our system. Distribution storage, numerous pump stations, 264 miles of distribution mains, and 3,000 fire hydrants in about 26,000 water meters. So it's a big, complicated system. It's analogous more to the systems, for example, of the San Francisco PUC or the East Bay Municipal Water Utility or the Contra Costa Water District in the sense of all of the range of activities because of the having reservoirs and dams and what have you. It's so, that's quite different from our neighboring agencies who are mostly groundwater utilities and are therefore don't have, for example, the raw water transmission lines or the dam fill, the dam reservoir and reservoir or the surface water treatment plan. So it's a big, complicated system and kind of in a compact environment here in Santa Cruz County. In the winter of 2017, the chickens came home to roost with respect to infrastructure reliability. The Nill Creek Pipeline had five breaks on it between sort of January and March. Majors and Lydell, which are North Coast sources, had water main, major sort of transmission line breaks. I see their Paradise Park was flooded from a water main break. A number of culverts and road washouts happening in Henry Cal, which are Nill Creek Pipeline crosses. The coast pump station flooded. This is the building that's immediately next door to the 1220 River Street Camp. This is one of our major facilities that operates to bring water from the coastal sources and the diversion on the San Lorenzo River and pumps it up to the Graham Hill Water Treatment Plant. That was flooded. That's Lydell Springs. That's another North Coast source that had a water main break on that. Additional leaks on the North Coast Pipeline culvert failures and then two more North Coast Pipeline leaks. So this is sort of behind, although not entirely behind, as we've been talking about the state of the water system since 2015, but we have developed what's called the Santa Cruz Water Program that's working on renewing the diversions, pipelines and pumps, improved treatment reliability and water supply augmentation. And this is a program that we are in partnership with a program management company, which is HDR. It's an engineering firm. We have an integrated team and we're working together to plan for and implement the capital program, the very large capital program that is required to address the issues that we have. So again, we're looking at climate resiliency and we're looking specifically at more robust treatment process at the Graham Hill Water Treatment Plant. It increases our ability to treat water at either the very wet end of the spectrum or the very dry end of the spectrum and that flexibility will be really valuable in the coming uncertainty about climate change. Moving now to natural resources stewardship. We're focused very heavily, although we have a number of habitat conservation plans, one for the Mount Herman June beetle and another one that we've been working on for some sort of red-legged frogs and other kinds of species. We're very heavily focused right now on salmonella conservation in the San Lorenzo Laguna majors in our source waters. As you can see, the San Lorenzo is really the priority area associated with what the opportunities are for, both habitat restoration and then access for these fish. The fish, if you're not a fish person, these particular fish have life cycles that include both freshwater life cycles and ocean life cycles. Most of the fish that we're dealing with are they come into the river systems to spawn, typically usually in the spring or the fall, and then their eggs are laid down. They need to be protected during the incubation period. Then they hatch out. These are rearing juveniles that need to have summer flows to rear, and this is a big change in the kinds of things that we've developed to make sure that there are flows in the river, particularly in the summertime. We're sharing our resources with the salmonella populations. The dark blue is the in-stream flow requirement that we've developed and worked with the federal and state fish agencies, the National Marine Fisheries Service and the California Fish and Wildlife. The blue is the total monthly production of water from all sources. You can see in the spring the flows are pretty high because it's an in-migration, out-migration time frame. Then in the summer, things stabilize and come down a little. That's the time for rearing the fish, particularly as it relates to the lower river between Tate Street and the lagoon. This is a really important habitat for those species. Flows are being bypassed really for the first time. It's been doing it somewhat frequently in the last, say, decade. Before that, the river was... We took the water out of the river and dried the river up below our project. Pretty common, but we don't do that anymore. We're sharing our water resources with really important, threatened steelhead and endangered coho salmon. So the last couple sections I want to talk about money. It's the money, and I'm not talking specifically about our budget proposal, but I want to talk a little bit about the trends and the financial planning work we've been doing. Since finishing the Water Supply Advisor Committee work in 2015, I knew that we really needed to work on the financial planning situation. And so we developed a financial plan and brought that to the Council in June of 2016. We did a lot of work on rate increases at that point that we've been implementing. But the real place that we were was... The red line is our sort of fund balance. And so you can kind of see from about 2005 to about 2011 there was a pretty nice increase in the fund balance and then beginning in about 13, 12, 13, a project to replace Bay Street Reservoir with two tanks in Bay Street. A $26 million project was implemented and cash financed. And with the various other challenges that we were dealing with at the time, including in 14 and in 15, implementing water rationing, which obviously big chunks of our revenue are coming from water rates. We were in a position where it looked pretty dire. And we have to... We can't go broke because we have to have the money to run the system. So we did a lot of work to stabilize our financial situation. We have increased rates starting in 2016. And I'll show you a slide in a second. But one of the things that was covered in the financial plan was the development of a series of reserves and medium reserve targets so that we could be credit worthy when it came time to going to borrow money to pay for these big projects, which we've accomplished quite a bit. And so when you look at our various kind of account balances, you will see some pretty serious reserves there. And they're based on the analysis that was shared with the council during the 2016 development of the Long Range Financial Plan. And I'd be happy to revisit those with you at any time. But I think it's really critical for us relative to the things we're facing. One of the other issues that's going on financially is that our customers have done a fabulous job of conserving. And in fact, this 2016-2018 demand curve is about half a billion, six billion gallons, 600 million gallons less than what we forecast that they would be using in 2015. And most of our revenue comes from water rates. So the less water we sell, the more challenging it is for us to keep our head above water financially. Luckily, because we were coming out of the drought when we did the Long Range Financial Plan, I made the assumption that we would be selling about 2.5 billion gallons, because that's what we sold in 2014. And everyone said, oh, you're crazy, there'll be more use than that. Well, we haven't hit 2.5 billion gallons yet. So just fairly recently, we've kind of looked at this result and we've said, well, what is causing that? And interestingly, two things are causing it. A lower than anticipated number of new service connections accounts for about 25% of the forecast error. In other words, why is the demand much lower? And then customer response to increasing prices. You can see this is our sort of average single family customer using 500 cubic feet, which is 100 cubic feet is 748 gallons. This is what's happening to their, that's been happening to their rates over time. And this is just the water portion. But the point of all of this is that we don't now think, we think that ultimately demand will creep up a little bit, but we have a very stable demand. We don't see it moving from kind of the level of demand that existed during the drought. The good part about that is, okay, we have some stability now and we can plan for that. The bad part of that is, if you have this kind of demand, where we have a 48 gallons per person per day average residential consumption. If you have the same kind of drought we had in 2014 and 2015, and you have a goal of reducing consumption by 20 or 30%, there's hardly any place to go. Our consumption on irrigation has really been reduced. And so this is one of the things that I think is it's kind of an interesting opportunity for us to acknowledge that demand is lower. But it means that our reliability, the needs that we have to meet our reliability goals are even stronger than they were before. Because the community has reduced its consumption and stabilized it to such a very conservative level. So this, I wouldn't be surprised if some of you are looking at this sort of uptick in the cost of water and asking yourself, well, where does this end? And I will tell you that water affordability is definitely on my radar as a key issue as we go forward. This is our 2019 to 2028 CIP. You can see that there are some years in the very near future where the annual spending is in the neighborhood of 60 million. We have three really big projects and three more that are 194 million between the three of them. You'll be seeing one of those projects next week at the council meeting, the Neal Creek Dam Inlet Outlet Project. Most of it is on rehabilitation and replacement of existing infrastructure. Things that are needed to be done in order to assure that we have infrastructure reliability. There's some money in here for water supply augmentation, but frankly we've kind of found some new strategies that we'll share with you a little bit later on in the fall. About how we can use existing infrastructure particularly. The groundwater system and the belt system to add more storage to the system without necessarily having to build a lot of infrastructure. It's pretty darn expensive. And also when we do the Graham Hill treatment plant to get some benefits, some water supply reliability benefits by the changes that we're proposing in that project that we're thinking about anyway. So this is a big deal for me and I understand that even though we're sort of going here that what's coming is going to be a challenge for our community. And so I've started over the last probably year or so to really look at the water affordability issues and think about where these go. And so I think one of the biggest challenges is that the utility business model is we're an enterprise funded organization. All of our rate revenue, all of our revenues come from water rates. We don't have other sources of revenues. We are expected to be entirely self supported in most cases. And we're highly regulated both from the water quality but also sort of general management point of view. Proposition 218 I think you've probably heard some things about is a 1996 proposition amendment to the state constitution that got extended to water utilities, wastewater utilities. Basically everybody who's kind of a publicly owned municipal utilities, not to PUC related utilities like PG&E or investor owned water utilities. But it expressly prohibits charging one group of customers more than the cost of providing service as a means of generating revenue to subsidize the cost of providing service to another group of customers. And that's a big issue. It's kind of got our hands tied behind our back. But at the stay level there's a lot going on with respect to water affordability. There was a recent January 2019 a framework and tool for evaluating California's progress in achieving human rights to water. There's quite a bit of work that's been going on at a group called the Community Water Center out of Fresno. This group has opened an office in Watsonville. There's a whole set of, there was a water conservation, low income water rate assistance program. A draft was put out in January by the California Department of EPA. That was a response day before 01 which is a piece of legislation passed in 2015. I think it asked to look at water affordability and potential statewide program for low income water rate assistance. And this individual here that I met last week when I was in Sacramento, her name is Laurel Firestone. She's one of the co-founders of the Community Water Center out of Fresno and the governor has pointed her to the State Water Resources Control Boards Board. I think that it's a pretty big signal that this is going to, it's a big issue already and it's going to be a bigger issue. And I think that it's that appropriate because clearly water rates are being driven by in our case and in many other cases like ours by the need to reinvest in capital. Most of our capital facilities are more than 30, 40, 50, 60 years old and they don't last forever. So the unfortunate thing is maybe everything is kind of coming together and do at one time. But the bottom line is it's a valuable and necessary piece of community infrastructure and we really do need to invest in it. So I've started a campaign to, this is a little bit of information about what's in the human rights to water framework, water quality, accessibility which means reliability and then affordability. And this is a really interesting framework to think about what we should be trying to accomplish and how we should balance these things. But one of the things I've tried to do is that I've been sort of reaching out to people at the state level over the last six, eight months about are we headed for a train wreck between water affordability and the need for us as entities to reinvest in our water system both for aging infrastructure issues and also because of the need to address the climate change challenges that we're having. And so I've been taking opportunity to meet with legislative staff and to start really talking with folks about what do we need to do to avoid this train wreck that's coming. And part of it might be some kind of 218 reform that would open things up for people to do things locally. Maybe it's a recognition that instead of all water bonds or state programs funding with bang new things that we ought to be investing in some existing things and reinvesting in existing things because of their importance. When I was in Sacramento last week on Monday, the governor had just issued a new executive order on wanting to improve the resiliency of water utilities and also the water infrastructure around the state and I think that could potentially provide an opportunity. But recognizing that having water, having water service protects public health and it's an important value, I'm really embracing this issue as something that I need to be working on personally to try to see how we can take on this challenge and achieve what we need to achieve to improve the water systems reliability at the same time protecting customers access to this important resource. And my final slide is, I need to, sorry, this is, oops. So even with the rate increases we've had, if you compare a 12 ounce serving of bottled water or a cup of coffee or 12 ounce glass of water from your kitchen tap, water service is still an extremely good value. Two-tenths of one cent for a 12 ounce glass of water from your tap. It's a service that's available to you 24 hours a day, every day of the year. I have 100 and some people who work every day to make the water come out and they do a darn good job. I think that we have water system accessibility that's good now and the investments we need to make in part are to make sure that we have, we continue to have that in our community. It's not free and it won't happen unless we make the investments we need to make. So with that, I will take your questions. Thank you, Rosemary, and to your entire team that I know puts in the work every day. And we're lucky to have you in Santa Cruz and for your advocacy at the state level and in terms of the value I think we all really share. And I trust you'll let us know if and when the time comes for us to support the work. Before we jump into questions, we'll see if there's any member of the community who wanted to address us in public comment on our water presentation. You'll have up to two minutes. My name is Nicholas Whitehead. I agree with the statement that bonds are not the best way to go anymore. Would it be possible, Mr. Akhandari might know this, the possible to make a special assessment on all major users of the water supply. The assessment purely, it's a levy really, to enable the city to replenish and renew the infrastructure. Is that the sort of thing that could happen? We'll go ahead and pause the time. So we'll go ahead and take note of your questions during your time for public comment and then if we'll go ahead and after your time set, we'll go ahead and- I have another question. It may be a little extraneous, but I was one of the people who was urging the city manager to find a water supply for the campers at the gateway camp. I approached the water department, I didn't see the head of the department. I saw some engineers and I approached the planning department and I approached the city manager. And he assured me, the city manager assured me, yeah, all the departments would work together and it would be resolved within a week, he said. Well, nothing ever happened on the city providing water, which is disappointing. This city is a signatory to the Universal Declaration of Human Rights. We're not under that law, but we did sign the declaration about 25 years ago. So I'm disappointed in the actions of the city in not looking after those human needs. Was that a judgment on the people who were there or was it an inability? It's probably just an inability, but I think that ought to be looked at. Thank you, and I enjoyed your presentation very much. Thank you. Okay, we'll see. If maybe Mr. Condoni does have a response to the question that was raised by the community member. Yes, the city can establish an assessment to fund the cost of capital infrastructure, but it's constrained in its ability to do so by the same body of law that the director referred to Proposition 218. The requirements for an assessment are different than the requirements for ordinary rate setting. Generally what's required to occur is that a detailed engineering analysis is done that looks at both the cost of creating or constructing a facility and the relative benefit that each individual or property owner will derive the unique special benefit that each individual property that is assessed will derive from the project and the costs are split proportionately. And then there has to be a vote on the assessment and it has to be approved by the individuals or property owners that will be subject to the assessment. And the voting is weighted in accordance with the relative special benefit that's received. So it is a viable mechanism for funding capital infrastructure. In my experience, it's typically used to support a bond issue when an assessment is going to be paid off over a number of years. And the funds for a capital project are necessary when the project is built. So it's an option, but it has its limitations. Thank you for the summary. Could I just add one thing? I mean, I think we all think, oh, someone else must be using a lot of water. But the reality is in our system, residential is using about two thirds of all the water commercials used. So we have met the enemy, it is us, so to speak, in terms of who would have to be assessed. We don't have one or two big water users. I think as an individual user, the university is the largest, I think 6% of the total. But our top ten customers are not the, you know, don't represent a huge portion of the total water use. Thank you for the clarification. Any council member's questions? Council member Brown, council member Myers? I feel like I start all the time. I actually don't have questions right now, primarily because our water director, Ms. Menard has been so incredibly helpful and other members of the Water Department staff in helping us understand this really complex system and how to talk about it with the general public as well as ourselves. Understanding that, I mean, it really is an incredible asset that we need to be good stewards of. And in order to do that, we need to understand how, at least to some extent, how it works. So I just wanted to make the comment that right after we met yesterday, I said, well, no, people haven't really been asking about increased water rates, which I think is a great thing. I was in line at the credit union just earlier today on my way in. And I mentioned to my neighbor was in line, and I said, well, we're working on the budget. And he mentioned the water rates and how they had not stopped watering their lawn, which I think actually looks just fine, regardless. But it was great to just be able to give, not the elevator speech, but in the credit union line overview. And he was like, well, thank you so much for explaining that, and really not that he was really griping, but just to actually be able to respond and feel like I knew what I was talking about was a pretty good feeling. So just an attest to all the work that you do to make us knowledgeable. So those comments, so Ramayas. I just have a couple of questions. So Director Menard, it looks like are you adding some FTEs this year? We have asked for in the budget, we've asked for four additional FTEs. Two are positions that are in our production. One is a new treatment operator, and the second one is a facility mechanical maintenance tech. What we're doing with the capital program is we are engaging the production distribution staff who will be the ultimate owners, operators, maintainers of these facilities in the processes of planning for and designing these facilities. And what that means is that operating staff, senior treatment operators who have a lot of experience and knowledge about the variability of the source water and the treatment processes and the mechanical people, maintenance people who take care of them, the electronics and instrumentation people who manage those pieces. Are coming to the table along with our engineers and our consultant teams and going through the projects and participating and giving their input as equal stakeholders to everyone else. So that means that those operating people aren't as available to do the operations. And so the two positions we've asked for are proposed to backfill some of those needs. We're asking for a management analyst in our operations division, because that kind of resource has not been available to the deputy director up there historically. And we do think there are great opportunities to use that kind of skill set to help support improvements, efficiencies, looking at effectiveness kinds of things, helping to support the staff in their various hiring processes. Like a lot of, maybe you heard this from public works of when they spoke a few weeks ago. But we have a lot of turnover in some of our key positions. We can't keep a senior electrician position filled. We have people who take those jobs and we train them and then they go someplace else, right? So we have a lot of that kind of support that's necessary to help to facilitate working with the staff up there. That's our largest group of employees. It's almost 70 employees in that group. And then lastly, we've worked with the information technology department to look at how we can meet our business systems needs. We have major business systems. You guys were talking about Eden this morning I heard when Marcus was here. Eden is our billing system because of state legislation, including SB 998 that was passed at the end of the last session of the legislature. The billing system is really under a lot of stress to do a lot more things than it might have ever been really intended to do. So the billing system we need to be looking at and replacing our laboratory information management system. We're looking at file sharing and document management across the organization, particularly as we're going through this major infrastructure replacement cycle. We obviously, we have a computerized maintenance management system that's not meeting our needs. For one thing, it does not talk to GIS. Most of our data is GIS in the GIS system. And so we've been looking at the possibility of a new maintenance management system of some sort. And we've just acquired and will be implementing a construction management set of software. So our needs for some of that sort of staff support, particularly someone who really can understand our business needs. And support that is, we worked with the IT department to make a position request that they would fund and that we would fund and would live with their group just like our SCADA coordinator does. And so I think that's a, it's really a strong business need for our organization. And I was just curious, is there any creative thinking in Sacramento around this asset management issue in terms of, is there any role for the insurance companies? Or I mean, avoided costs to having water systems burned down or disrupted? Anything else? I haven't heard anything. What I've heard about the insurance companies is that if you happen to have a piece of property in the urban wildland interface, forget about having fire insurance. They're going the wrong way. Okay. So I haven't heard that. I know there's, SB 45 is sort of a draft of a wild fire recovery flood. And I think climate adaptation bond, piece of bond measure that has been being floated around out there. But I'm not seeing anything sort of in the creative side of how we would solve the sort of fundamental disconnect problem. That's the Allen bill, right? I think so, yeah. Okay, okay. Well, thank you and I just want to echo you guys are amazing in terms of what you do for all of our customers and also just want to recognize the deep commitment that you guys have made to the environment as well. Thank you. I don't think, I know of any water district, barely any water districts that are actually committing their fish flows in the water rights. So that's leading and cutting edge for Santa Cruz to be doing that and really sets an example for other water districts to really look at statewide. And they like us in Sacramento. They think we're a poster child. Okay, Vice Mayor Cummings and then Councilor Matthews. Kind of following up on that. I was just curious whether there's current monitoring happening with the cell monitor population. And is there going to be a report that comes out to kind of show the before and after pictures? Yeah, so a couple of things about that. One is Steelhead, which is, there's been a Steelhead monitoring program in the San Lorenzo. I'm actually in a whole series of surface water supplies from, I think from the late 90s. So maybe more than 20 years now. And the county has been working on kind of pulling all that data together and sort of doing some analysis of that. So we should have a report on that sometime this year, I think. A couple of years ago in 17, I think, my staff, the water resources staff, who work up out of the Graham Hill Water Treatment Plant, they do annual snorkel surveys and saining. So sometime a little bit later on this spring, they'll be doing saining and pit tagging for some of the population. And I know that a couple of years ago, the Steelhead were so numerous that there was a lot of, there was a lot of celebration about the fact that, particularly in the light of the fact that during the drought, things were so strained. We had been providing flows there and we saw good results. From Coho perspective, we've seen Coho in Laguna Creek, which is a really nice intact watershed, so that's been a really positive thing. We saw some Coho in Coho juveniles in Lydell this last year, which is also a new thing. And we've seen Coho spawning in the San Lorenzo. One of the other strategies we've been working on sort of collaboratively for a number of years is that the city is making the commitment of the flows. But flows aren't enough. We need a functioning watershed that has a healthy functioning watershed in terms of habitat diversity and large woody debris and riparian areas and what have you. So we've been working collaboratively with the Resource Conservation District and the county and the Coastal Watershed Council and then the city to create a kind of a long range plan for implementing watershed restoration. Part of the work that you're going to hear about next week in terms of this grant for the lagoon is embedded in those strategies for trying to make the lagoon more functional as rearing habitat for steelhead. So there's a lot of work going on and I think that, as I mentioned, if you're available at some point in the next few months to come and do a watershed tour, we'll take you up to and show you all the things that are going on. And it's pretty good and the group of folks who are involved in it are really, they're very dedicated and they've got some pretty cool results to show. It's better than pretty good. It's great, yeah, I thank you for the offer and I appreciate the opportunity. Council Member Matthews? And it's the result of so much work over so many years by so many people. My question is our agreement with Fish and Wildlife or whoever at the state level, is that a done deal now? I remember we were just arm wrestling for years. The fish flows, we have agreement on the fish flows and we are in the process of finalizing the Salmon and Habitat Conservation Plan. We have initiated water rights changes that would improve our flexibility for the water rights that we have, we include changes to place of use so that we can collaboratively, we can conjunctively use water, especially in the Santa Margarita and the Mid County Basin. And the EIR for the water rights changes will be coming out in the fall and we're hoping to have the HCP, the administrative draft of the HCP coming out before that. It includes a number of things besides the flows, so it includes the financial assurances and will ultimately result in a 30 year permit from National Marine Fisheries Service for us to operate our facilities, both the water system and then the lower river parts of the system as well, so public works and some other areas. So a tremendous amount of progress has been being made and I think in part after the Water Supply Advisory Committee acknowledged the sort of the flows and built that into their work, there was a really good opportunity for us to cut to the chase and get to agreement and we've done that. Sounds like it's almost on a near horizon now. Almost, yeah, we're close. It's really a big deal. Okay, Councilor McCormick. Thank you for your presentation, it's kind of dire. I only said the train wreck is coming and I'm really happy that you're going to Sacramento because I do think that's where a lot of what we need to do is going to come from, especially with reforming 218, that's a train wreck too. I'm really happy that our friend John Laird is running. He is someone who's been, did his senior thesis when he was at Cowell College on water in this area, so he will be somebody who I hope- I'm already working with him. Yeah, no, I'm sure and he doesn't even have any elected power yet, so hopefully, if that happens, what did you mean when you said we can't just refresh my memory, can't conserve our way out of this? So the work of the Water Supply Advisory Committee looked at the existing conservation, level of conservation and the performance of conservation from really all sources, but price elasticity of demand, sort of the regulatory drivers from building code and plumbing code changes, and then additional sort of increment of sort of programmatic conservation. And those three things together represented about a billion gallons of demand reduction. And that was built into our demand forecast for the next 20 years, and that demand forecast was flat. So the additional sort of ability to reduce that by 1.2 billion gallons in order to close the gap, the committee basically said can't get there from here. So I think that at that point there was clarity about sort of what the problem was in terms of limited storage. As I mentioned, we can get into a problem really quickly because the storage doesn't adequate to carry us over multiple years. And yet when it starts to rain this year, for example, you get out of it fast also. So it's really not feasible to continue to cut demand in a way that would fully close the gap, even with a lower demand, it's not feasible to do it. With respect to if you had the power to change water rates and charge other people more, other users, larger users, where do the hotels fit into this? And who would you tax if we received proposition 218 relief? I think that one of the things that's happened as a result of the rate changes we put in in 2016, I may recall that we moved, we're only collecting about 8% of the total revenue in the fixed charge, which is very unusual, and we're collecting about 92% in the variable charge. That structure of rates sent a pretty darn strong signal to our, particularly our residential customers, so the multi-family and single-family all got that price signal. And there was a lot of desire in the community to have that kind of clear price signal and lowering the fixed charge in particular. So it's shoved most of the consumption into the lowest tier. And I think that if we were going to look around for how to break that apart, not only looking at the commercial rates, which is currently a fixed, a uniform rate it's called. I mean, we might do a summer, winter maybe rate on that that might help some. Our peaking, as you notice from those two graphs, is also sort of flattening out. So that's another issue in terms of differentiating the summer rate from the winter rate in terms of 218 and the requirement to demonstrate cost of service. But there are some things we can do, but candidly the toolbox is not very full. And I think that's one of the reasons why looking for some significant resource, not in the form of low interest loans, which we are definitely pursuing, but in the form of a grant for something big like the Water Treatment Plan upgrade that needs to be done. Which is really what I'm trying to figure out how to go and get. I really appreciate you bringing in the whole notion of climate change today and planning for that because it is overwhelming for even people who study it. It's not something we can easily talk about and readily talk about. And I wanted to bring the notion of uncertainty, what you said about uncertainty. I was looking at the Union of Concerned Scientists has something on their website that says, decision makers in our society, scientific input all the time. But they could not make a critically wrong choice if the unknowns aren't taken into account. For instance, city planners could build a levy that were too low to evacuate enough coastal communities along an unexpected landfall zone or a hurricane if uncertainty is unstated. And these reasons, uncertainty plays a key role in informing policy. But then it goes on to talk about the high level of confidence that scientists, most scientists have in climate change, and some people call it disruption, which I tend to call climate disruption. What do you mean exactly when you said the uncertainty about climate change? Well, so if you just look, we have these three options, which is often much more than many people have. We have three different approaches that we've been looking at and trying to see what the differences are. Not interestingly, in one of those options, if you have the higher demand, the 3.2 billion gallon demand and you want to do an aqua storage and recovery project where you're taking quote unquote winter flows and putting them into the ground, in the climate catalog scenario that was developed by Andy Fisher and Bruce Daniels. Serendipitously, I think, most of the precept in every one of the years in that climate catalog happens in a single month. So what happens is that you have the situation where you can't run a program of putting water in the ground day after day. Over the whole winter, if all of the precept is only coming in a single month. You can do it if you want to build infrastructure, upsize the capacity of your pipes and have the number of wells so that you can shove it all in the ground when you have it, but it's not very efficient. So that's one thing that we're looking at and trying to understand, well, how likely is that? That thing was, that climate catalog was created using historical, real data. But it turned out to have this kind of a little bit of a quirky outcome. Some of our other options, we've looked at the four climate ensemble came from the most recent, what's called CMAP five, which is out of the Caladapt data set. The way that one was done maybe is not the full range of what the options are too. So we're sort of like a little bit like blind men trying to find our way, feeling out the edges. The one thing that's happening is, as we're going through and looking at multiple ones of these scenarios, you get a sense of, well, this is kind of one of the things that will be pretty consistent, right? So you saw those numbers in that chart. I showed you that nothing was going to three billion gallons at the size of the shortage. So the size of the gap was becoming kind of multiple places kind of giving you the same kind of thing. So even if that thing doesn't happen, maybe you're still in the right ballpark, right? There's one other thing that we've been talking about doing and that's sort of a different version. There's a gentleman at Amherst, University of Massachusetts in Amherst who does, his name is Casey Brown, and he does this sort of stress testing. And he comes at you and he says, okay, I'm going to look at your infrastructure and your facilities and your sources and whatever. And I'm going to, we're not going to ask what the climate is going to do. We're going to ask, what would happen? What would be your vulnerability if X, Y, or Z happen? And it just takes a number and says, oh, you've got a really big vulnerability to earthquakes or to floods or whatever it is. And he looks at it sort of from the bottom up. And I think it's really a bottom up top down kind of a strategy where you just keep pushing the envelope and understanding how consistent is the story we get back under different scenarios. It's a scenario planning kind of strategy. Thank you for your time here too today. I would be remiss to my climate activists and also activist friends if I didn't just say that I don't think it's the permitting cost that sunk diesel. I think that it was an active aware community that put it on hold at least. I don't disagree with what happened. We were asked to look at the, particularly the changes from 13, 2013. And it was the change in the ocean plan amendment that looked at the requirement for subsurface intakes. And frankly when we had a meeting with the coastal commission staff and the regional water quality control board and the state board staff. They looked at us and they said, yeah, the ocean plan amendment is very vague. It doesn't say what's feasible and not feasible. So you have to prove it's not feasible, but it doesn't tell you how. And they said to us, don't do this, do recycling if you have to do something. I just have one quick question, Rosemary. We, I think a couple years ago talked about the potential of being able to round up your water bill. And have that be sort of a donation account. Is that related to the Eden constraints of our system? And would it be factored into a newer system? You know, I think that probably Eden could do that. We'd have to check more with the folks who work on that to see how realistic that is. But we've talked a lot about a lot of different options. And certainly if people wanted to pursue that, we could see how it could be done. Yeah, I mean, I don't know. I mean, in terms of a potential relief for community can step up to help other community members. It might be an option to think about. Okay, well, I want to thank you for your presentation and for closing out our day today with exceptional presentations all day. And actually a prior meetings in terms of the work that's happening on behalf of the city. So we'll go ahead and adjourn the meeting till tomorrow morning and we'll re-engage with our budget discussion. Okay, thank you very much. Thank you.