 Okay, is the city clerk ready? I am, but I only see you and Councilmember Calentari-Johnson. Okay, I will begin as I pull up my notes if city clerk is ready. Okay. I am ready, but we do not have a quorum. Okay. I will begin. Good morning and welcome to our 9 AM, May 25th, 2020. Special meeting of the Santa Cruz City Council. And I would like to ask the clerk to please call roll. Thank you, Mayor. Councilmember Calentari-Johnson. Present. Boulder. Currently absent. Coming. Here. Brown. Here. Present. Vice Mayor Watkins is absent. And Mayor Brunner. Present. Thank you. Today's presentation is part two of the city's budget presentations. We will receive presentations from the remaining departments that we did not get to hear from yesterday. At the end of today's presentations, I will call for public comment on the departments who have presented today. Today we will be hearing from economic development, planning and community development, and public works, police, city attorney, parks and recreation. And I think that's it. I will now, and I will after each department call for council questions and comments after each presentation. So with that being said, we are anticipated to be here until about 5.30pm today. And I would like to begin by calling on Bonnie Lipscomb, director of economic development to give a presentation on the economic development and housing budget. Thank you. Good morning, Mayor and members of the council, Bonnie Lipscomb, director of economic development and housing. And I'm going to share my screen. And today's presentation will be presenting the fiscal year 23 economic development and housing budget for the city of Santa Cruz. And I want to first just start off and say thank you to all of my staff. Everyone had a hand in preparation of today's budget as well. Specifically I want to call out Catherine Mence and Tiffany Lake who pulled this presentation together. So this would not be possible without their support. First going to start off talking about some of our core services achievements. And as we talk through each of the core services, business services, housing development and preservation, infrastructure development and asset management and arts and culture, we'll talk about the accomplishments as we go through each of those. I will say overall economic development is a very small department. We're roughly 2.9% of the net general fund budget. And that's possible because we do work across a lot of different funding sources and as well as our funding sources specifically for housing and then grant funding. And then we still have redevelopment bonds that we're moving forward with some of our CIP projects. We also have our economic development trust fund which is a small 1% of the TOT revenue that comes in to help us move forward with many of our infrastructure projects as well. I will say overall we've been very busy the last few years, the last couple years specifically really working on economic recovery efforts for the city. And you'll see that as we go through some of the following slides. Specifically focusing on business services, we do support business creation, permitting technical assistance and promotion of small businesses. A couple of the photos you see there from our recent small business summit with small business development center that was at the mall. We do other events and coordinate other events like the new tech meetup with Santa Cruz Works and other events across the city. We do convene business leaders, we collaborate regionally on economic development initiatives and we do promote business growth through financing incentives, beautification grant like our facade improvement program, this one you see of the buttery and site selection efforts. Typically some of our business services accomplishments over the last year is our shop Santa Cruz campaign. We also have over 100 temporary outdoor dining permits through our program. We will be in the process of transitioning that we've been working on the permanent program for the last six months or so and meeting individually with businesses prior to the expiration in December. We've launched with national development council an expansion of our pre-existing gross Santa Cruz loan program but we were able to really partner during the pandemic with our neighboring jurisdictions to launch a countywide gross Santa Cruz loan program and we're really proud of that collaboration. We've also assisted and provided assistance and retention efforts to more than 300 businesses in the last year and then through our downtown pops program and related efforts. Secured five spaces through the program, three pop-up activations with more to come in the works and then one business relay paid it through support related to the program. Looking at some of our housing development and preservation, we do obviously affordable housing creation. This is a rendering of on the far left of our taxation south project which we'll talk more in just a minute. We also do affordable housing preservation, monitoring affordable housing units within the city, a couple thousand units every year and then community development programs from community development block grant home some of the funding and funding assistance we have with some of our community partners like Housing Authority of Santa Cruz County and Community Action Board for a couple of our housing assistance programs. Specifically on some of our housing accomplishments, securing American Rescue Plan Act funding over a million of CDBG in home through our annual action plan really taking advantage of some of the state ordinance, state legislative changes by updating some of our housing related ordinances and obviously working on that with planning and then securing several large grants for affordable housing. Again, this is the pack station south groundbreaking, which was last week. This project, which is now underway is over 70 is 70 units of affordable housing. It includes a new home, a new downtown home for a Santa Cruz community health center and deans is providing low cost medical and dental care for Santa for the Santa Cruz community. We will have a sort of a retail, hopefully a cafe component on the corner to really help activate that lower Pacific Avenue. And then as you can see a Paseo that connects as part of the downtown plan with the Riverwalk and specifically, you know, on this project. We and I'll get into that in a second, but we've been able to secure some major grants really help pay for some of those public infrastructure improvements. We have over 20 million between two grants totaling over 51 million that specifically for infrastructure improvements and lower Pacific Avenue improvements related to these housing developments. So we're really excited about being able to implement the original vision as part of the downtown plan related with these two affordable housing projects pack station south and pack station north. We've also secured 350,000 through state HCD relocation funds that we've been able to put into the creation of affordable housing 1.2 of the state permanent local housing allocation that matches our own affordable housing trust fund. This is a permanent source of funding going forward. I will say this allocation is over five years. We get roughly 300,000 a year for that. And we do have to come up with a five year plans, which five year five year increments we plan sort of the next the next allocation. And then we applied for and were successful and actually two rounds, but for included in the current fiscal year 22 budget, we have 5 million that was secured as a grant fund match to our affordable housing trust fund through the local housing trust fund at through HCD new funding and fiscal year 23. We applied for and received another $5 million grant match second round to our affordable housing trust fund. And additionally through the American Rescue Plan Act, we secured another 1.3 million through HUD. So quite a bit of funding that we've been able to secure and really take advantage of being in that sort of both developer hat and partnering on public private partnerships being in a position to be very competitive for state and federal funding sources. On our infrastructure development and asset management side, we do a considerable amount of master planning. Here's an example, you know, the Wharf master plan. We've also done this for the Tennery Arts Campus Ocean Street corridor. We do these and obviously work work closely with planning on a lot of these efforts, but do a lot of economic analysis. I'm really looking at it from the lens of promoting economic sort of vitality and prosperity and prosperity in Santa Cruz. We also do a lot of real estate management and managing the city's assets, as well as looking at the city as a whole and looking at future opportunities. So the middle photo shows the Tennery Arts Center, which is what city owned asset one of our former redevelopment now housing successor assets and a real opportunity we have going forward is looking at what you see in that sort of pink, purple section, looking at the Caltrans own property as a future opportunity for a mixed use affordable housing project. So working with our legislators, working with our council and our, you know, our city leadership to really help secure these new opportunities to create affordable housing in the future. And then finally, we do manage, you know, over 80 leases and license agreements across the city for city owned property, manage those tenants do contract administration and leasing property and kiosk for city use. Recent awards, I mentioned these, I won't talk too much about them, but securing actually over 52 and a half million between these three grants for two of our two of our main affordable housing projects in the downtown on Pacific Avenue pack station south and pack station north. And of that 52.5 million, you know, 20 million of that is specifically for infrastructure and the balance of that over 30 million goes straight into the affordable housing creation that the actual construction of the affordable housing. And then additionally working with some of our partners in the city, including Tiffany wise West and public works. We secured a million dollar epic challenge award through the California Energy Commission. So specifically in sort of designing and modeling a state of the art energy and water sustainability infrastructure for pack station north. Some of our recent sort of accomplishments on the infrastructure and asset management side through pandemic recovery. Specifically looking at the photo that you see here is of Midtown Fridays of really trying to create these activation and vitality of some of our areas and see own assets. This is again a former redevelopment agency on asset. This is the east side what we call the east side parking lot. And we're excited to be kicking this off again with event Santa Cruz this June June 3rd for another long period of Midtown Fridays. So we're really excited about that. We are in the process of finishing up. It's been a very long haul the Del Mar storefront is going in I think later this week and we should be finishing up early next month and be ready to lease out that space as well as some renovations that we did to our kiosk at campus, you know, we're getting really close back to pre COVID rental revenues across our leases at the city which is really great to see but we also have been as a city entity in a position of support during the pandemic. And so that's something that we will come forward to you in the months ahead to look a little more closely at that. Then we also received economic development administration grant for just a little under four million to do the last sort of vision that was for the tannery arts center campus which is the dance building. So we've been working closely with leadership at the tannery arts center campus on moving forward and what that new center would look like. The arts and culture side we have a number of and this is our newest program is the city art of recovery design pilot grant program. This is a close collaboration with the arts council. We also have the Santa Cruz equity collab was created around the Black Lives Matter mural. The tannery world's dance center Black Health Matters a friend initiative and then the sponsoring of the Seawall Santa Cruz. This is the last the last salmon I think which is one of my favorite favorite murals in the downtown on the backside of the Soquel garage. But through the Santa Cruz sponsorship of Santa Cruz Seawalls we were able to help support the creation of 18 city murals citywide within three weeks which is a pretty incredible accomplishment. Also want to reaffirm the recognition of the importance of the creative economy. That's why one of the reasons arts in economic development. This study which is already kicked off by the arts council does have funding from the city of Santa Cruz to our arts program. It's going to take a place over the course of the next year. The last time this study was done was in 2014. And we're really excited to be to be a part of this effort and really important to show what that direct impact is. The other photo that you see is actually the first completed the mariachi eternal with UCSC which was performed at London Nelson which is one of the first completed projects of our card program. Arts program accomplishments. I mentioned Seawalls already our card pilot grant program. The mural shown here is Kaia Koopman's Let's Solve the Dissolve and worked also through on Stormdrain mural at Poets Park and as I mentioned the Black Health Matters of Frenda. Want to just talk briefly as we move into our budget about our department team. This year we have 14.5 positions authorized but 1.5 of those those are in the light blue were vacant and actually we were slated to delete one of those positions but we do have a request to fill those positions as well as add a development manager specifically on the housing front to really help us move forward with the really complicated affordable housing projects development projects we have underway as well as the management of the affordable housing grants and other funding sources that are that are helping us move these projects forward. This is our team and as I said they've all pitched in in helping prepare this presentation and obviously in doing all the all the work that we do and I'm just I'm really honored to be a part of this team and all the work that they've done over the over the last year and with that I want to acknowledge our new name Santa Cruz Economic Development and Housing. Obviously housing has always been a critically important part of our department but sort of acknowledging that and expanding our name that reflects more the proportion and the the emphasis on the work that we do and particularly the work that we have underway and going forward into the future with the recognition of the importance of really creating housing in Santa Cruz and that need that we have in our community. Looking quickly at our budget our total expenditures our total revenues are 10 million and you can see the majority of that is through our affordable housing trust fund our home funds less than 2% of our funding comes from the general fund and we do have quite a bit of work across these areas on the housing and community development front. Our total expenditures for this year is six million and you can see the breakdown from business services housing community development project support and personnel. As we look at overall funding this is sort of our CIP funding sort of a snapshot for coming forward later new grant funding affordable housing trust fund ED trust fund and former redevelopment agency bonds we do not have any general fund in our CIP projects that we have going forward. If you look at the middle column for fiscal year 23 that 12 million is our new funding across the funding sources that I just briefly mentioned across grants ED trust fund and and former redevelopment agency bond funding. Our budget reductions this year we proposed we're identified 86,000 we are moving forward with these with the exception of the allocation of graffiti program staff at 19,000 we're not going to to do that portion this year and we are not moving forward with recommending the annual funding to the arts council we're keeping that one points the 1,700 in in their budget without that reduction this year but we are reducing some of our planning services facade improvement funding as well as some of our contributions to the get virtual website program that program is still ongoing. With that I'll wrap it up and happy to take any questions that you have. Thank you director Bonnie lips. That was a very thorough and quick summary and great presentation. If you could go back to that last reduction side quickly. Thank you and so let's see what do you these are all the reductions that you're you've identified. These are the ones that we identified and through a meeting a staff meeting with the city manager's office and sort of talking through these we agreed to move forward with all of these reductions with the exception of the very first one which is the allocation of graffiti program staff this is what we allocate the work that we do administratively on our end for the other departments and allocating for for example if a graffiti is in a parks you know so it's sort of our internal allocation we're not going to do that piece and charging that to other departments we're just going to absorb that through our existing team and then the other piece we're not moving forward on is the reduction the 1700 in reduction to the arts council okay so the the new total is about what 60 66,000 yeah i'd say yeah 60 63,000 roughly okay thank you i will now bring it out to council members for questions comments i see council member Cummings go ahead honey thanks for that presentation um it's great to hear about all the good work that's happening all the funding that's getting secured i'm just wondering and maybe um you can circle back to this question but um i'm just curious you know it seems like there's funding that's going there's a lot of funding that's moving around as it relates to the affordable housing trust fund and i'm just kind of curious about what is kind of like the guess what's like the balance right now if you take into account and what's been allocated towards the various projects that are you know underway and what we've received i will say actually all of our affordable housing trust fund is allocated right now and that's largely a result of the type of funding that's coming in to match our affordable housing trust so for example when we do the rounds of the five million that we did for the local housing trust fund we had to match that with our affordable housing with our affordable housing trust fund and on top of that we had to allocate which projects it was going for in order for them to award us the funding so when we try to leverage our funding we often have to commit it to a specific project so we do right now have all of the current funding allocated across that's coming in to the affordable housing trust fund that's currently in i should say across pack station south pack station north and the like the for library affordable housing mixed use project but i will say we do have ongoing funding sources that that will be coming in this year that aren't yet allocated so we do have some funding coming in some small amount of funding coming in um that's part of a development agreement on 555 pacific avenue um we do have funding that will be coming in on inloothes or development fees that will come into the project we don't have those budget yet because we don't quite know what the timing of those will be but as that funding comes in that funding will be will be available and that's important and i'm glad you brought the question up because we will be coming to you at some point in the next few months looking at some really important and critical private privately led projects really looking at the city on whether or not there can be a waiver of a certain of number of city fees and so you know we want to support all those projects to the extent that we to the extent that we can we do have roughly i think it's 650,000 that should be coming in within the next six months off the circles the arid circles project and we were hoping to have that available for the natural bridges for housing authority project and but there are some other privately funded projects that are really hoping to have their fees either waived or deferred and so we're looking at those and looking at ways that we can help that where possible but that's going to is going to be a major decision point for you coming forward in the next few months right and then i'm just curious uh how the um you know we launched a small business um small business microloan COVID-19 program and you know a lot of businesses took advantage of that and i'm just curious are we starting to see some of i mean it's a bit you know it really was intended to help small businesses and you know as they recover slowly pay that back and so i'm just kind of curious what the status of that program is yeah so we had two different programs we had one early on like really early on in the pandemic where we quickly got out 50 loans 500 000 and the majority of those at least half of those have already been paid back a lot of them were bridge funding and by and large we should go back and look at the number of those visits but i believe by and large they're all still open and running active businesses which was really the intent is to keep these businesses alive provide some much needed emergency sort of capital whether or not it's paying you know paying for payroll just keeping those doors open during the pandemic what we do see right now particularly as we look at vacancies in the downtown and through our recent broker breakfast that we had with the downtown association last month is that while there's still a number of vacancies particularly downtown when you look at that because that's where we have the greatest concentration of businesses in a in a you know sort of core area there's a lot of leasing activity underway right now so i do think that we are going to be seeing a lot of the remaining vacancies be filled in the months ahead and folks are are feeling better about you know about the year ahead thank you councilmember Cummings is that complete your questions yes okay councilmember Calentari Johnson thank you thanks so much Bonnie for the presentation and all the work it's it's amazing to see it synthesized in this way there's so much that's been done i just had one question about the the reductions um so in particular i was i was curious about the get virtual website marketing program i know that there are pretty small programs sort of a shoe string budget what happens to their capacity to to fully implement with our cuts and how are we working with them to help them get some other resources yeah that's a great question i i just will say i absolutely love the get virtual program and that collaboration that we have with ucsc and nada when it first started and was really kicking off we were the main um sponsor of that program and then during the pandemic we gave it additional funding so and and that was critical actually during the pandemic for helping some of those businesses quickly get online when they no longer had a brick and mortar you know access point for the community so get virtual was critical it's still a really important tool but they have a step they're a little more established now they don't need us as the main funder so we are still a providing funding it's 10 000 in our budget it's just not the same amount that we had previously when we were really trying to make sure that this program stayed afloat and provided that resource critically for businesses who didn't have online platforms or that e-commerce tool so we we still are a big supporter of the program okay thank you thanks so much for all the work thank you count uh councilmember calentari johnson councilmember brown i thank you mayor and thank you bonnie for the overview it was great to see um all of the wonderful work that's happening and just so impressive the funding that you've been able to leverage for affordable housing projects so and just can't can't thank you enough for all of your work and your team mall and minnie team um i just have one question and i feel like i already like i've asked this and i can't remember the answer so i'm just gonna ask again um wondering um about the economic development trust fund in the um fund balance recap in our budget it's my page 49 you'll know you'll i don't think i need to refer you to it but it's page 49 it's um number economic development where am i at 136 fund balance and i said we have uh projected other financing uses 1.3 million and i'm i'm just wondering what that allocation was about it's about half of the trust fund balance hold on i have staff coming in because i don't i can't find that page and i'm sorry i'm sorry i was gonna send this to earlier for yesterday and i just ran out of time but um i thought it's not yeah can you repeat that number please it's page 49 it's item it's the public um it's the economic development trust fund it's um fund 136 okay sorry just quick quick debrief there okay it's a rolling up of two programs um that we're continuing and expanding next year um 500 000 of that is um anticipated for potentially another round of loan funds recovery funds and um and then we have as part of that of doing the permanent outdoor expansion program we wanted to have a loan fund available um which would have a forgivable element for those doing outdoor dining expansions recognizing that that transition from temporary outdoor dining um to permanent is costly particularly as we're looking at having uniform having an option to have a uniform design in the downtown specifically and the estimate of those is between 40 and 70 000 so we wanted to have an opportunity to have uh forgivable loans a portion forgivable uh loan funding available to help finance that over a five-year period and then if they keep that their business open for that period they would have a portion of that forgiven each year so it's it's to really move forward with some of our economic development programs and financing tools that we have available in the budget thank you that was my only question okay great thank you council member brown uh it looks like that concludes our council questions uh thank you so much for that presentation and um i will continue on to the next department thank you thank you mayor thank you council okay i will now call on lee butler director of planning and community development to give a presentation on planning and community development's budget thank you mayor brunner and council members good morning i'm lee butler director of planning and community development let me get my presentation going here all right can you all see my screen yes thank you all right um i've got about uh 15 minutes here and i'm going to go through the five things identified here our core services our team the budget our achievements for last year and our goals for this coming year um our mission is to enhance quality of life safety and civic pride for our community by providing land use and development guidance through responsive respectful and efficient public service so let's dive into those in land use and development we've got long-range planning current planning and building working on those aspects we have in community we have community engagement components and we have of course our plan review permit issuance and inspection functions in public health and safety we inspect rental housing to ensure the safety of that we respond to code compliance issues we work with tiffy wise west on sustainability issues like green building practices such as the building electrification and we inspect construction to ensure structural integrity escape and rescue emergency lighting and a whole range of other safety measures with respect to efficient delivery of our services and quality customer service we are shifting to improve and interact more in the digital realm so working on online and electronic plan review and submittal services while still recognizing that it's important and helpful to be able to talk with some of our customers face to face so here we are talking with some of our customers in our permit center and of course we do lots of plan review in the office and in the field as I mentioned that those paper copies are shifting to electronic more and more and then of course we're conforming confirming that the plans are matching what's getting constructed out in the field you can see here some of our team at work looking at rebar and electrical and structural and so forth we've got five divisions in our department we've got 36 FTEs full-time equivalents in the upcoming budget that's proposed between administration advanced planning current planning building and safety and code enforcement divisions and here are the individuals on our team who work hard day in and day out to serve our community they've done a lot of great work this past year and really have a great team here we are together as coming together not on a screen for the first time this was the first time we were together not on a screen in a long time so it's exciting as we're able to do that again jumping into the budget we have about 7.5 million in our total budget for the fiscal 23 request the vast majority of that 83% is in personnel about 17% is in supplies and services and those supplies and services the biggest chunk of those are in advanced planning and in building where we've got consultants to help us with some of our work let's take a quick closer look at our revenues and expenditures compared to the past few years let's look first at revenues the red lines on the top here are actual numbers so in 21 we had about four million and in revenues in 22 this is as of Monday and so that can go up and it will go up before the end of the fiscal year and depending on when some of those big projects we've got a few big projects that are about to pull building permits so those could hit later this year and bump us up pretty substantially but we do expect that with some of the big projects that we have in the pipeline we are going to see a bump in revenue in this next coming fiscal year looking at personnel you can you can see that there has been an increase in personnel costs and i'll talk there is one additional position that the council has previously approved and i'll talk to you about those positions in a moment and you can see here in the services and supplies in fiscal year 22 we actually had a bump and that was due in part to some grants that got funneled into those services and supplies and you can see in 23 we are back down but slightly higher than 21 and we are planning for some additional costs associated with our housing element in that fiscal year 23 services and supplies budget as far as budgetary solutions go the biggest one was one that the council approved last month and that was an increase in our green building fee that's going to bring in that's anticipated to bring in about 170 thousand dollars annually in additional revenues and then we did also end up having reductions in our administrative division in the services category about 44 thousand and we spread that out to limit the impacts and i'm happy to talk to you about any of those if you like but you can see some of the things here with some of our tim staff and office equipment and so forth we we are reducing our community tv budget but we do expect that we'll still be be fine with respect to having plenty to televise the planning commission on at each meeting this coming year jumping into the personnel changes i'm going to talk about these first three together because they're tied together and as we move towards more electronic planner review and online services we need our team to have the technical skills to support our internal customers and customers out in the community with these digital services so the planning community development technician would do just that they would assist with project intake they confirm that the required materials are provided they're going to set up projects in blue beam and our permit tracking system and then they'll troubleshoot with customers if they're having difficulty in that process and in getting their plans submitted or in accessing the online information that we're providing and so we're looking at at changing the title we have a code compliance technician right now and they are focused in rental inspection and code compliance they would still work in that realm but to provide that flexibility and to provide potential coverage options we would change that to a planning and community development technician and then we would add a planning and community development technician that would assist with building and planning and then on vacations and so forth and cross training with with cross training those two would be able to cover each other we would at mid-year delete an administrative assistant too so the thought is essentially that we would have an essentially an upgrade of our positions and admin too would be dropped a planning community development tech would come in and then we've got the lateral with the code compliance tech to planning community development tech the last thing i wanted to point out on this slide we'd be adding a code compliance supervisor and the the council approved the senior code compliance officer with the sidewalk vending ordinance and in consultation with human resources that individual would really be supervising both our internal staff and our our contract staff in enforcing the sidewalk vending ordinance and so we've changed that title to code compliance supervisor versus a senior code compliance officer the next slide here is just i mean we're going to go through some of these accomplishments but i just wanted to point out that with all of these re-envisioned Santa Cruz categories as well as our interim strategic plan with infrastructure downtown support, fiscal sustainability, equity and so forth that we really hit on all of these categories and so i'm going to jump in to some of these here with some statistics starting off we're expecting to issue over 1700 building permits this year and we're fielding over 8 000 calls or individuals in our permit center i want to flag that one for you because that's actually a reduction and this this 8 000 calls that's just to our main admin line and as we're going into this electronic plan review a lot of these customers don't have to go through our main line anymore they're able to to get these services through our online portals and so that number is down we're keeping close eye on that to see how that to see how that goes but that is an indicator that people are getting directly to the people that they need to get to at first and they're able to do some of their business without calling in we expect to have nearly 11 000 inspections completed between building and code and rental and then our building permit valuation is over 56 million and again there could be a substantial bump in that if we end up with if we end up with some of those big projects hitting this year the pipeline housing stats right now this is this is from preliminary review that's been submitted through construction we have about 813 affordable housing units 224 of those are supportive housing units and over 2,300 units in the pipeline so let's jump into some of the projects that we had substantial milestones in this past fiscal year 831 water i'm going to run through these quickly you can ask me questions later but i think you're all familiar with these 831 water 55 to 82 affordable units there out of 140 that passed through SB 35 a lot of work on the team went through that but no building permit submitted for that 130 center that has 35 very low income units and over 200 single remock agency units that was approved in planning earlier this year and they just submitted their building permits last week so we're excited that that project is moving forward expeditiously and PAC South Bonnie talked about that 70 affordable units there we processed the coastal permit and issued a grading permit we're ready to issue the planning permit or excuse me the building permit for that Pacific Front Laurel our building division has been working hard on the inspections out there and you can see that building beginning to take shape that helped facilitate the PAC South with the land dedication they had there 350 ocean that project was completed completed construction so all the inspections were done and that has over 60 D restricted affordable units there 314 Jesse 50 affordable units there and coastal permit was processed this year Calvary Church that one has 65 affordable units and that one is nearing building permit issuance as well and then la quinta that has 60 rooms in that hotel and that construction was completed so all the inspections were finished this year looking at some additional stats so far this year the multifamily projects we have approved 519 multifamily units in the planning division in current planning and 223 or 43 percent of those are affordable units so that's that's really impressive and that is a reflection of some of the great work that not just our team has been doing but economic development and and I have to mention you know all those projects on the prior page these are really team efforts between our not only in our divisions but public works economic development water fire police review these plans a lot of work across the city goes into this and so it is certainly a team effort a few initiatives we implemented some new fees public safety child care and code compliance we made a lot of progress on our electronic permitting we brought in blue beam as consultants are really kickstart the baby steps that we had been taking towards that and we are expecting full implementation of that next year which i'll get to in a moment we've got our land use and management sorry our new land use management system the vendor selection is under way there and that's a real partnership with information technology group and then we updated our green building fee as i talked about lots of of progress on policy initiatives objective standards are going to planning commission next week for the first round we expect to have those we're going to have multiple rounds at the planning commission and then expect to have those to the council later this summer we made some substantial progress with our local coastal program that hasn't been updated since our new general plan was adopted in 2012 we had a public review draft that was released we brought that to the coastal commission and we are pumping the brakes right now as we were responding to a bunch of the coastal commission comments but we have made some substantial progress there and want to keep that progress going as we address the coastal commission comments we've got a housing element rfp that went out and i've got some respondents we're hoping to bring that contract to you next month and get that process underway the downtown plan expansion you'll be seeing that on June 14th with respect to the preferred land use alternatives and then the sidewalk vending ordinance our team was instrumental in the enforcement components with police and code compliance primarily and then also with the permitting components in conjunction with parks and others some of our goals for next year keeping a lot of those advanced planning things moving we've got some really big milestones coming up for those we do want to have full bluem implementation this coming year we want to we're bringing on that consultant for our land management system and then we are expecting to complete a new building fee study so that we can help better align our fiscal sustainability in that regard and with that i'm available for any questions that you may have okay thank you for that in-depth presentation you're welcome i will bring it out to council members for questions and comments i see councilmember Cummings thank you mayor thanks for that presentation and it's great to see that you know of the units the multifamily units have been approved that you know 43 percent that's a really good achievement and hopefully we can exceed that you know each year and and set goals for ourselves to get more and more with that ratio of affordable to market rate housing in our community um i had a question about one project in particular which is the hotel that's being built on riverside in the brand over in the beach flats there's kind of where i mean that thing's been going for like four years now um and a lot of you know projects have you know started and finished and that thing's just still kind of slowly making its way along and i'm wondering if you can just speak a little bit about kind of what's what that project is and kind of what's why it's been taking so long so that will be a marriott hotel and that project has undergone a number of shifts in the general contractor and they have they have finally started making some substantial progress i'll tell you that project was under construction before i started here almost five years ago and it's proceeded in fits and starts and i'd say more fits than starts but it i i will say i i've asked recently about that and i will say our team is hopeful that late this summer they will be ready to issue a certificate of occupancy and um you know this has been a long process so i i i don't know if other things are going to come up other things can come up but that's what we are hoping for that they will be ready at that point and um yes that that's a good example of how in our department sometimes things out of our control will actually create expenses for us over many many fiscal years right so even in a regular project you know these big projects will be 18 24 months of construction so we might get pacific station south this fiscal year but we'll still be spending that money in fiscal year 24 not next fiscal year but the fiscal year after that right and so there is a lot of carryover and that particular project has taken a particularly long time but we're hopeful that very soon we'll have that ready to get occupied and similarly i'm wondering if you could speak to also uh where the um lava here used to be sure that that's stalled out during covid but then people have been asking like there's this giant hole in the ground and what's going on yes yeah so thanks for asking about that councilmember Cummings we they did they did stall out as you know um you know covid created hardships for a lot of different businesses and that was poised to move forward and actually had building permits issued back just before the pandemic and they have recently started that backup they have finished up some of the demo work that they have out there and they are finishing up some of the groundwater testing and sampling so that they can proceed with that construction and the commencement of the construction of the hotel itself so we do anticipate that happening the the actual construction beginning in the very near future as as they are ramping up and there was a there was a time frame in there where it it it stalled due to the pandemic i think that's all i well i do have one more question you know with inflation going up um and the cost of everything going up that also impacts you know workers because of the fact in you know our departments because um you know people are impacted with the cost of everything going up has there been any consideration of increasing any fees to account for the increase of inflation so um we do want to do a new building fee study this coming year we budgeted for that and um actually our hope is and one of the things that we've talked about with other groups other departments here is that we make that more comprehensive looking at the process that we undergo in public works and in water and in fire and our various development review partners economic development how those folks also play into that entire development review process and so we're our plan is to actually partner with those different groups and um complete a fee study so that we can increase our revenues to to be closer to cost recovery we do have you know some of our services are not cost recovery you know we've got code compliance services for example where you know if someone um has a violation uh someone calls in they complain we go out and we work with that owner to fix it if they do that then there aren't any fines or anything associated with that and so those are not going to be cost recovery but we do want to um get our development review services aligned as much as we can with uh cost recovery so that uh the people that are benefiting from those services are the ones that are paying for the service okay that's all my questions thanks thank you thank you council member Cummings that was also one of my questions on the uh building fee study and what that entails and and what that um what would that cost be is that and how often do you do that so it's it's been some time since we did that what what it entails is um essentially we bring in a consultant that does an analysis of our time spent on those activities the costs that our department has um both internal as well as with consultants and the time that we spend with customers and then they adjust the costs for building permit applications and so both for plan check and for inspection services they adjust those accordingly to hopefully better align with our cost recovery efforts and there would be a similar process that would happen with public works and others so you know we route our building plans to all the different review departments and then they also have some of their own permits that they do for example you know public works will have an encouragement permit if someone's closing a sidewalk for construction and so i'd like to and we've talked about doing this um talked with mark and others the other department heads about doing a more comprehensive study and that's where we anticipate heading um with this fee study is is really getting more bang for our buck what that you you asked how much that study costs um i would say that typically if we were just doing building um i would estimate that would be somewhere between 30 and 45 000 um we could get some economy of scale if we are um if we're working with other departments and so you know how much economy of scale i'm not sure but um we've we've budgeted um for that in our services and supplies for this year so we expect that we'll be able to accomplish that with the funding that we have thank you you're welcome uh let's see council member brown thank you mayor thank you lee that was uh great overview as well um good to see all of the projects that are happening and um let's see i have so some of my questions have been answered but just following up on the um please schedule and the cost recovery um it was so i know that we adopted a full cost recovery policy that council did a while back i i'm fast i can't remember if it was 2018 or 2019 somewhere around there um but so i'm really glad to see that this is moving forward in a comprehensive way the idea of really getting a handle on what um full cost recovery looks like and where it's possible um and the bar chart was really helpful too just looking at that in your presentation as you talked about it to show um how those the kind of revenues can be uneven because they the revenues from permitting come in when permits are pulled you know at various points in time and so it doesn't kind of correspond with the cost of you know running the planning department uh and doing all of the other functions so that it was really helpful to just see that and think about that and i'm wondering if that's um something that is like how does that work i mean that's is that a real challenge for you all to or if as you budget does it kind of just work out that you get it covered so great question thank thank you councilmember brown um yes it is a challenge and yes it works out um and i'll tell you briefly how it does is um you know one the revenues that we get go into the general fund right so we're anticipating all right here is um here is the workload that we've got coming up because we can predict that based on where projects are in the process and we can say all right are we going to need to have more consultants um this here and and sometimes we have to come back to the council and say hey um we need more consultant budget because we got these big projects that came in and we're sending them to plan check we don't have the ability to process them and within the within the expected timelines and we've got um one plan checker right now plus a green building specialist who works in that realm um and so a lot of our um applications a lot of our plan check applications go out to a third party and depending on what we get in sometimes sometimes we get surprised right a a project will come along and they won't have talked with us at all in advance and so what we do when we're when we're predicting our revenues is we we take all of our known projects and say when is when is this going to come in for building permits the middle when is it going to come in for that and when are they going to pull their building permits um and sometimes that doesn't always align you know somebody something happens and someone doesn't pull their permit but then somebody else comes along and we say hey we knew nothing about this project and they're ready to submit um so um that's where it somewhat balances out and it it's kind of an art and a science we we do talk with all of the developers to it's a kind of project out um but then sometimes we do need to make those changes but you know the revenues right now are covering the the costs for some of the projects that paid last year um because we're still doing those inspections and so it's kind of a carryover from year to year um at one point we were we were carrying over our consultant budgets we've actually switched that because it's it's actually better for accounting purposes and so that's why you might see some additional so a need to increase some of the consultant services but that helps us really understand like all right here's how much we're spending each year instead of how much was carried over from last year and how much was carried over from the year before that thank you that's that's helpful so just a follow-up to that in terms of the the study itself and kind of this the steps moving forward for council to take action do you have a projected timeline for that I know it sounds like a lot of work it is a lot of work one of the things that I will tell you I am nervous about just being upfront is that um our land management system is also going to take a lot a lot a lot of work from our teams as they're you know really pulling apart not only our procedures but also the um the how that translates to our tracking system and how we um log each of those steps and what information we need to track for reports like our budget report and the statistics that we send to the department of finance and housing and community development and so forth so tons of work there fortunately some of those efforts align well right dissecting the process for that works with who for the land management works with dissecting the process for our our fee study that said they're both heavy lifts and there are some very independent components so I would say best case scenario we will have that study early you completed early next year we've got a draft RFP together I would like to get it done a lot of cities end up doing that towards the beginning of the calendar year so that they try to hit the start of the new fees at the beginning of the fiscal year I'd like to avoid that busy time if possible but we also need to make sure that we're not overloading our team with heavy lifts on the land management system and heavy lifts in the fee realm at the same time and so we'll know a little bit more about the specific timing when we bring a consultant on board for the land management system and understand that but I do want to get that RFP out in the near future we need to coordinate with our colleagues in the other departments and so that that could create a little bit of a delay but fall I'm hoping we would start that and it usually does take a few months of work to to get it done that's really helpful thank you and then let's see I was glad to see mention of the local coastal program because I didn't see it in the goals in our Finder budget and so I was going to ask about that but I appreciate that you mentioned that and then my last question is really and I I think I'm I think I know the answer but I just want to make sure in terms of the upgrade of positions and the dropping of the admin too in particular that was a position I see is being dropped that's not is that an actual person who's working in that position is that potentially a layoff or are we looking at somebody moving so so we do have a vacant position as an a to right now okay and we do need to consider how that recruitment occurs and you know we we do anticipate that it would be an internal recruitment I can tell you that and so a twos across the city would have that opportunity to potentially move in and so even if that position were filled you know there there could be some shuffling but that our goal is to not have you know we don't we don't want to impact individuals right in terms of layoffs so that's something we'll be working with HR on and I am 100 with you on where I think you were going with that of not not wanting to impact individuals and if I could just on the lcp the reason why we didn't include that in the goals is because I can't say that I'm confident that we will bring that we will work with the Coastal Commission this coming year and get that in a position where it is ready for council to adopt and for the Coastal Commission to certify we got that to the Coastal Commission last year and we got comments from them this year just a couple of months ago and there was a long lag time in that and they wanted some they they wanted some pretty substantial restructuring of that so we're off doing that but just understanding the the workload that we're sending to the Coastal Commission and the delays that we're seeing on some of those I'm not confident that we'll have that done this year I would love to say that we do get it done but we'll have to see how that goes we're we're working to get it back to the Coastal Commission ASAP and we don't want to bring it forward to the council with a lot of Coastal Commission questions because that just creates more work on the back end our preference is to work with the Coastal Commission in advance and hopefully bring something forward that the Coastal Commission will be able to support so that we don't have to come back to the council afterwards particularly if there are significant changes it's really helpful as well thank you so much you're welcome thank you councilmember brown uh it looks like that concludes our questions and comments for this department thank you so much director lee butler thank you all okay uh it looks like now i'll call on laura schmitt assistant city manager to give a presentation on the city council and city manager's office budgets and then we'll hear from tony kandadi city attorney to give a presentation on the city attorney's office city attorney office's budget thank you mayor um actually the entire presentation is consolidated for everybody that i'll be doing great what i'll cover today with everybody are the services in the city manager's office including all of our subsidiary divisions as well as the city attorney's office the fiscal year 2022 objective achievements and that will include the city council as well and then what we are projecting for our fiscal year 23 budget and the attendant goals that we want to achieve with that budget so to give you a little bit of background about the services in this space and who delivers them when you look at the city manager's office and step back we have the city clerk functions and the we have administrative and council support we have program and project management and strategy and communications building that down a little bit within the city's clerk's division we are one of the main thoroughfares for the community to access information about the entire city and all of our functions so we have a reception area and a lobby where we triage requests from the community as well as through email and other means how to help people basically navigate to the other departments within the city within the clerk's division they also manage all of our historical records and meet the archiving requirements and any statutory requirements from the state of california or the federal level and then the they also coordinate all of our elections and the other thing that you guys are very aware of and near and dear to your heart is our city clerk's office manages the agenda and the meeting administration for the council and then they also serve as a subject matter expertise for any staff person who is also acting as a clerk for a commission or a committee so they help coordinate all of that and the use of the chambers and the technology on the city administration side of it within the city council and administrative services we do administrative support we do with the human resources functions for the city managers and clerk's office and all of our divisions contract support and then all of the support for the council and the mayor we also develop and help coordinate the city strategy so as council policy gets determined we translate that into a strategy we help facilitate the strategic plan that the council puts together usually every other year that's the cadence that happens there it may differ depending upon things like covid and fires and and other things that might intervene in the cadence we also have a very robust communications function that we've been building out over the last couple of years and that falls underneath this vertical as well on the program and project management this is where there's a variety of work the general programs and projects and i'll give examples of that subsequently those can change at any given point so some of our programs are constant and that would be climate action and sustainability and diversity equity and inclusion those are constant programs for us and the homelessness response space as well but there are also programs and projects that will come and go things like the charter amendment and district elections due to the California California Voting Rights Act challenge that we received so those things will ebb and flow and increase and decrease on any given cycle one of the questions we get sometimes on that program and project side is when does the city manager's office get involved oftentimes we'll get involved if it's a citywide request so if it impacts all the departments we would be the logical coordination point for that the other time that it may happen is if there are three or four departments involved and there's not an intuitive department to lead it nobody has the charter to necessarily lead that we may end up involved in that sort of program as well where there's a lot of interdepartmental work to be had and we'll be asked to take part in that and help coordinate we are also usually involved in interagency so if we're working hand in hand with the county or a joint powers authority or another local agency like the city of capitol or our Watsonville or scott's valley we'll get involved in that and then sometimes it is council direction and other assignments that come and go and we'll be asked to step in and help out as well that program and projects that are functions that happens in our office i already talked about a little bit about contract administration but to kind of make that come to life that includes things like our core programming in any social services grants that there may be out our independent police auditor program is an ongoing one and the legislative program as well are things that we coordinate on an ongoing basis and all of those have attendant contracts that we help coordinate on the committee side there are ongoing standing committees like the climate action task force the commission for the prevention of violence against women and the community programs committee that we coordinate we also help staff the public safety committee and now that we are going to establish children's fund oversight panel the city manager's office will be working with parks and rec but we will be coordinating that oversight panel and getting that formed and kicked off on the ad hoc committee side these come up and council directs on occasion ad hoc work to happen because there's a hot topic going on and we want to have a subset of council go off and work on a particular issue and then report back into council for recommendations and right now we have a budget and ad hoc revenue committee and we have a charter amendment subcommittee going and then we also have help in all policies the other programs that we are involved in on an ongoing basis are joint powers authorities so our city manager matt sits on the Santa Cruz public libraries board and the Santa Cruz regional 9-1-1 board and i represent along with a Santa Cruz police department represent representative i sit on the Santa Cruz county animal services board other examples of projects that come up re-invasion Santa Cruz our interim recovery plan was a project California voters rights act i already mentioned the grants management integration and improvement work that we've been doing citywide is another example and then ballot measures along with finance and other departments within the city on the climate action and sustainability front our climate action manager is currently coordinating our new climate action plan for 2030 she's coordinating our health and all policies and updates annual work plans and annual reports of achievements related to those work plans and then our west cliff drive adaptation and management plan you've heard a lot recently about our homelessness response program area we just delivered in march uh our first time three-year consolidated homelessness response action plan we also um from the city manager's office coordinate regional partnerships and relationships and conversations with our other partners in our region related to homelessness response and then we do citywide regional encampment coordination and then as needed examples of our ordinance development like csso our camping services and standards ordinance and our oversized vehicle ordinance and then any implementation associated with those ordinances or council direction looking back on fiscal year 22 anticipated an actual achievements for us within our clerk's department they've been working hand-in-hand with our information technology department to deliver the hybrid meeting format and we were lucky enough to launch that recently and then to back off of that given the covid numbers and going on the uptick a little bit for the fiscal year 22 they will have coordinated approximately 27 regular and special council meetings and then they also coordinate compliance with statements of economic interests that we have to do related to our work as council members or as staff and our purchasing and other economic interest declarations and um they have a 98 percent deadline compliance on that and then they also manage or will manage about 225 public records requests for the city and that involves a lot of work on the council side of it uh groovy Tuesdays so if y'all have felt like you're making a little bit progress on the duration of our meetings you have the blue bar represents the average hours of a regular meeting and then the lavender bar represents the average hours of toll meetings so that's a little bit less because that includes special meetings and study sessions but which tend to be shorter so you have shaved off about 1.5 hours on average for a council regular meeting so congratulations on that the last three fiscal years um this is the the yo-yo effect of council meeting time so i track from august to april because we don't meet in July and then our presentations are usually in may for council budget hearings and this gives you the up and down of the of the hours of per meeting through those months so as you can see the trendline here's a little bit lower you have like a uptick here and that's probably a study session there but you're kind of hovering around this underneath the 10 to 12 hour mark right now on this city council and administrative services functions other achievements for fiscal year 22 the team has managed thousands of email over the course of this fiscal year we've hosted five citywide employee communications meetings to date and we plan to do another one by the end of fiscal year 22 at a minimum so that'll get us to six uh you've heard every quarter are the many achievements of all the city departments related to re-envision Santa Cruz and then our quarterly updates that we've delivered around the performance measures as well we also delivered a citywide two-year work plan and it's a bridge document between re-envision Santa Cruz and the anticipated updated council strategic plan which will happen at the beginning of calendar year 2023 on the program and project management side we've coordinated the california voters rights act follow-up for seven districts plus the charter amendment measure for potentially six districts and a directly elected mayor we've also done polling and facilitation work for the sales tax ballot measure that is on in this June election we've delivered an updated 2022 legislative program and then helped coordinate along with many city departments the sidewalk bending ordinance and the permitting program and then we also have developed a citywide grant target list of opportunities for additional revenue sources for the city which is very critical right now additionally we delivered the three-year homelessness response action plan and we've coordinated conversations and worked directly with the county of Santa Cruz related to the 14 million homelessness funding that we received from the state of california we've stood up additional sheltering and hygiene resources the list includes the ones that you see in august the plan is that you will have before you the draft of the 2030 action plan so that's a little bit outside fiscal year 2022 but wanted to put that on your radar and then for health and all policies we've delivered a two-year plus work plan and also a draft of the community well-being indicators as it relates to that program looking forward into the fiscal year 23 these are the boxes we hope to tick we want to deliver an updated three-year strategic plan to you all in the beginning of calendar year 23 we want to have found additional revenue capacity and sources and that is a combination of the work with the council budget and revenue ad hoc committee as well as grant beating the bushes and any other sources that we can find legislative advocacy will be another key point there we will deliver various achievements within the homelessness response action plan as well as the climate action 2030 plan and the health and all policies and youth and diversity and equity and inclusion spaces will launch a city branding plan and take the first steps there probably that work will continue into fiscal year 2024 and then we will develop specific training for staff leads for advisory bodies so these are basically when a staff in another department acts as a clerk as it relates to like the planning commission or the transportation and public works commission we will also put together an emergency response protocols for the clerk's functions those are the targets so that's what we want to achieve those smattering and examples of all from different functions within the city manager's office so let's talk about our asks as it relates to our ability to get to those achievements this is a functional view that i showed earlier of the city manager's office and the lavender boxes represents asks for us as it relates to personnel so within the clerk's division that community information function we are asking for a deletion of a vacant position and an ad of a vacant of a new position for that vacancy and that request will help us be able to triage better the visits to the lobby but it will also bring an additional level of resource for our ability to answer requests and route requests within the community request for service portal you all talked about chris yesterday with information technology department so we get a lot of requests that are general and that means that it doesn't fit a specific category of activity within chris so we need somebody to really own that and be that stable presence to be able to route those those are requests and follow up with them with the other departments as well as if it goes internally to the city manager's office that request goes in concert with a request over here on the administrative division side where we need additional support for council as well as just the overall administrative functions of rfps contracts invoicing and giving our executive assistant some additional bandwidth there so um and i'll show you organizationally how that would work and then on the communications front we're asking and you already have approved a half fte there as a community relations specialist to help do community outreach and implement parts of the homeless response action plan and then we're also asking for additional capacity in the climate sustainability and equity function we have over the years um our manager in this space she is a division function of one and it started out very narrowly focused for climate action and sustainability and over the past couple of years we've added health and all policies to that and then now diverse the equity inclusion so there's a lot more work on the plate of that one person division so we're asking for additional capacity what does it look like as far as actual position changes so the community relations specialist that you approved in the last meeting is a half of an at full-time equivalent so it is a half person that we would hire as a community relations specialist and then the functions that i talked about a combination of clerk capacity for community information routing and triage and being able to be that conduit to the rest of the city as well as councils and administrative support that would be we have a vacant administrative assistant to position we are asking to delete the vacant AA2 and replace it with an AA3 just that additional analysis triage and coordination with the council the mayor as well as the community requests for service portal we think it's a better fit as an AA3 than as an AA2 and then finally i talked about the increased functional scope of this space of climate action and sustainability because we've added things like grants management and diversity equity and inclusion as well as health and all policies being able to give the manager their additional capacity by adding a management analyst to report for her and between them they would cover all of those functions that i spoke about and then also coordinate we believe the grants management function with the roadmap we've established even as we hire and go out to RFP for additional capacity for grant writing on an ad hoc basis we still need additional capacity in-house to be able to do this area justice to coordinate it and be that across the city integration point for all the departments and it's just too much for one person to handle so we're asking for a management analyst to cover all of those functions so those are the personnel changes giving you an understanding of the city council budget you guys have about 493,000 in your budget so 500,000 in your budget about 25 percent of that is in your services and supplies things like being able to host the employee party holiday party do participate and contribute to the strategic plan efforts when you guys want to do that and then personnel you're about 75 percent the city manager's office budget is about 3.75 million and that covers the city manager's staff itself cp the commission for the prevention of violence against women has a specific budget our independent police auditor budget is here city clerks climate action and memberships and dues on the community programs front these are the ways that we invest in different programming we have made a subshift in the homelessness response space and in order to implement the three-year homelessness response action plan we've got about 80 percent of our community programs budget goes to sheltering and storage contractors and other service providers outside agency partners like housing matters and the county and then our actual personnel is here as well and then you guys know about our core investment and we have added to core for this fiscal year for the set aside as you directed a few months ago so that is included in this part of the pie and then other community programs and services where we have contracts with the county to assist us that are sometimes related to homelessness response but not entirely homelessness response like our downtown outreach worker for instance is funded in this other community programs and services space and then our animal shelter jpa participation is in the community programs space as well our city attorney's office budget is a little bit almost 1.6 million our base services where they provide support at the city council other case analysis and work it is the major part of the pie at almost 70 percent we do have split out code enforcement and litigation related to code enforcement into another section of the pie and then there's a retirement contribution as our city attorney's office we fund part of that contribution for him and then we have other litigation other fees that are not related that they we may need to hire specialists that are not within the city attorney's office and that's about 2 percent of the budget a summary of the changes on the council side we are adding a community co-sponsorship fund at council requests we actually stuck that in the community programs budget though not in the council budget but every year we get ad hoc requests related to waivers of fees and sponsorships or post sponsorships of events and it's been very hit and miss and ad hoc the city manager's office will be working directly with parks and rec to implement an actual update to council policy as it relates to co-sponsorship so we'll bring that back to you in a formal request to adjust council policy and you'll be able to weigh in on the proposed process and the structure of doing that at a high level we are looking at recommending that our community programs committee so you have three council members on cpc that they be the review branch for the co-sponsorship requests and that we do that on a periodic basis and those recommendations would come to the larger council to be able to have you weigh in and approve or adjust them on the city attorney's office we made a little bit over 2 percent of a reduction in the code enforcement and outside council buckets and we did not touch the base services because those tend to be actually expended in a fiscal year on the clerk side we made some changes and reductions in training travel and administration across various accounts there and on the climate side we added ten thousand or twenty thousand dollars sorry in to participate in a regional grant service and we also did a very minor reduction in travel and temp there for the city manager's office we reduced the animal shelter participation amount based upon the run rates that have been happening with covid the animal shelter has actually been very accommodating during covid and understood the budget constraints that the participating agencies are under so they their run rate actually got reduced so we have made an adjustment to be able to match that we're still participating at our normal level here but we're just making the budget structurally lined up with where we are right now with the jpa estimates and then for our independent police auditor we're making a reduction there we have we went out to rfp and have had a new independent police auditor and based upon the billings that we saw for the previous fiscal year we made an adjustment and think that's going to be enough to get us through there and then we've also reduced some on the training travel and administration front we created interim finance director bobby mcgee mentioned yesterday that we worked with finance and they've done a lot of they've been a lot of the help to help us create a homelessness response activity code within our financial system so we actually in your budget book you'll notice 6105 it's a new thing that if you've been here previously that wasn't there so we've moved everything over to consolidate homelessness response revenue and expenditures into 6105 and then on the community program side anything that was purely homelessness response we've moved over into that homelessness response division and then we've also put in here a set aside 25 000 for post sponsorships historically within the council budget you would set aside 1500 for santa truce neighbors and open streets for 7 000 so that will if you decide as part of the cpc recommendations to continue this funding it would net out of the 25 000 that you have set aside for this programming on the climate action front i already mentioned that we added in the climate action budget a 20 000 participation for a grant a regional grant writer and that the community foundation is organizing and coordinating on behalf of all the agencies these are the details as far as how it ended up being aligned by our different functions we had a target of 163 000 and we met at about 188 we did notice after publication that there's an error in the numbers and the police auditor and the cpva w was swapped as far as police auditor was supposed to be reduced by 15 000 but it got taken out of cpva w so that will be an adjustment that will make annual the budget book will have to get adjusted when it comes back in june so independent police auditor will be 15 000 less cpva w will be 15 000 more so i just wanted to make note of that but this is the breakdown of how the different activities within our department participated in it in our ability to meet the reduction goals what that translates into potential service impacts will have obviously with all the changes for the homelessness response space will have improved capacity to implement our homelessness response action plan we will be able to fund and fully participate in core as you directed earlier so the set aside is there and then we will have reduced capacity for the city attorney's office based upon the almost 2 percent that we cut in the the two areas there and that could be further impacted by contract updates the city attorney's office has not adjusted their rates since fiscal year 2015 so they are well overdue for some sort of cost to living adjustment so those rates would obviously probably be higher and with a higher rate than the set dollar amounts that we have would not go as far as we figure that information out we will come back to you if we need to do a budget adjustment we could either do that off cycle or we could just do it during the mid-year and that usually happens around february ongoing professional development i had mentioned in various buckets we cut the travel and training budgets across almost all of our divisions that just means professional development might take a little bit longer we might just have to take turns more as staff of who gets to go to something on any given fiscal year and then we've increased the funding for cosponsorship so that's something that we definitely heard a desire from the council and the community so that will be an improvement in a service level and then if the management analyst is approved will have a better ability to meet all the needs and health and all policies to diversity equity and inclusion and the grad space that is the summary for city managers office city clerks city attorneys and council and community programs thank you and what questions do you have thank you so much laura schmidt that was i love that you call me laura schmidt and not just laura thank you that was um thank you for the visuals very thorough um overview um there was a lot in there and um in conjunction with our budget binder i have a little more clarity um i do want to um i have a couple questions but i do want to call out a big thank you for adding the community cosponsorships into the budget and i think that'll be really important i know this past year and a half we've had a lot of community requests and kind of the system to address those has not really been there so i think this will help um add to our community requests for sponsorships and be able to support some of our very important um community requests going forward um let's see my question on the police auditor reduction is that i'm trying to understand the reduction is because there's a new police auditor we had um we had originally estimated 65 thousand dollars per year for the independent police auditor and um it was based upon um historical run rates and we also adjusted it based upon the research that we did when we went out to rfp and looking at other agencies because we hadn't really updated our budgets in a while so um but we've we've gotten about a year and a half underneath the belt with our um the selected auditor from the rfp process the request for proposal process and we the current run rate is around 40 thousand dollars so we reduced the budget to 50 thousand dollars to give us some wiggle room depending upon the work that gets done in any given fiscal year so that's why we made the adjustment okay no reduction in services no reduction in services thank you um okay i'm going to pull it out to council members for questions and um council member Cummings and then council member Calentari Johnson thank you ma'am thank you Laura for that great presentation i had a question about the um the council i had a question maybe a comment regarding the versus with council support i'm just curious so since i've been on council there are a number of times when we approve new positions and the idea was that council would get you know support whether that's with checking emails and getting back to people and like each time we approve those positions we don't see that happen so i'm just kind of curious like what would the person's role be and how can we kind of make sure that there's some level of accountability with that because i mean yeah we're all working full-time obviously and um it would be great to have that support but you know the fact that a couple times we've approved positions and then we don't really you know i don't feel like i get that support in terms of assistance with whether it's well largely around communications so i'm just wondering how we can kind of build that in to make sure that it's effective for council members and i think what has happened over the last couple of years with the pandemic and the retirement incentive we've held vacant and that administrative assistant to for almost two years so that has obviously had a big impact and then we've also had our principal management analysts try to be the kind of sole navigation point for the mayor and the mayor usually has a lot more duties public appearances and coordination of schedule work related to that that office so all of that has been channeled through the principal management analyst so with the approach that we're taking for the administrative assistant three request is to be able to have that person contribute on the clerk side have our city clerk coordinate them but also take some of the administrative routing and support that normally historically has only been the principal management analyst because that person gets pulled into project work the pma and all the commission and committee support as well so that that's the general idea is to have that person act as pull and give some capacity to the city manager's office as well as fulfill some of the city clerk's work and then have our city clerk be the coordination point and the person that oversees that and helps maintain that balance because the city clerk is very good at that sort of supervisory coordination and logistics piece of it and then I see our city manager Matt Huffaker is on as well I think Laura Schmidt answered the question well I would just add that we've been fortunate to have some supplemental help from Casey Hamard as well as Sarah Daley own on special projects that have come through at council's request and you know on a daily basis we're triaging requests for council originated staff items assistance with responding to constituent questions and emails so the structure that we're standing up is all really intended at building a more robust support structure council member Cummings I'm happy to talk through as well of you know what that looks like and how we could best support the council going forward given some of your feedback on past commitments as we as we build to the the cno team but I appreciate the question yes I guess so for clarification it's not necessarily individual support of individual council members it's more along the lines of some of the support that's needed for whether it's like subcommittees obviously the clerk and I guess one question along those lines though is there any potential support with public records requests because there are times when we don't get many and then there are times when we are like inundated with those and those can take a long time especially depending on the time frame from when they want information and I think that that can be something that would really benefit and help council members so I'm just wondering how that might be factored in we could definitely take a look at that we understand and I think staff feels it too depending upon the uptick at any given point a department or a staff person could be triaging just as many if not more on public records requests it is definitely a pain point I think the challenge that we face whether it's public records request or support of individual council members even with the request that we are bringing to you for staffing now it's that supply and demand curve the demand for FTE hours far out outseads what we are asking for so even with the asks that we bring to the table we are trying to thread that needle of fiscal sustainability um and being able to hit that demand signal that's out there so it's a constant struggle for us and and we do appreciate the council's patients related to that and um we'll do what we can but it is we know you feel the pain we're we're we're empathetic with it um but we also have we have a lot of pain ourselves as well okay thank you thank you councilmember Cummings councilmember Kellan Terry Johnson thank you mayor and thank you Laura Schmidt um I'm going to be forever Laura Schmidt now not just Laura that's right I didn't have questions I wanted to thank you for all the work the city manager's office does so much you wear so many hats and it's it's hard to turn it off and turn it on and go into different gears so I just want to acknowledge and thank you for that and and I did want to point out thank you mayor for bringing up the sponsorship I just I want to point out that this really is in the effort to support the health and all policies work and support our DEI work it's often communities who don't have access to resources you know we work with the API community and Black Health Matters Initiative so it's often those community groups that don't have the resources so it's advancing that that commitment that we made as a city so I just wanted to highlight and acknowledge that and and thank you and the whole team for all your work thank you very much thank you councilmember Brown thank you mayor thank you Laura for the blur Schmidt I have to say it too now for the overview and that was a lot and you know the the various functions that fall within the city manager's office it really is complex it really is ever-changing and so I just appreciate you know all you do and how you make that legible to us in this process and I want so I'm glad to hear that the I see Tony's turn his camera on that the city attorney's budget is going to reflect some changes to their fee schedule because when I heard that that their they don't increase their fee their rates for the city despite you know over that amount of time since 2015 seeing considerable inflation I'm glad to see that they'll hopefully get a little relief there with that and hopefully we'll have corresponding reduction in legal needs legal representation needs but I'm I'm not going to hold my breath the question that I have is just is really about this the the branding item and I have a couple of other really kind of minor questions but I'm just wondering if you could talk more about that because I mean I get conceptually what that means but I we haven't really talked about it at the council level and I you know branding has a certain uh you know there's there's you know I have a sense of what that means but like just for you all what does that mean and what does that work look like to develop the city's brand um the the reason why it says planning and first steps on there is there definitely needs to be a coordinated conversation and our communications manager will do that strategically with the council and the community as well as the departments to put together that scope and and the plan before we begin to take the next steps in that space so I believe fundamentally if you if you look whether it's at our website or at the diversity of of city graphic presences that you may notice over the course of a council meeting or correspondence from us um we don't have a unified message and presence there and part of that branding is being able to put the identity there of our mission our vision and our our graphical coordinated presence and and to know this is the city of Santa Cruz and recognize that and then I'll also ask Matt to our city manager Huffaker to respond as well yeah thanks Laura just to add to that it's really I think the spirit behind it council member Brown is to have consistent compelling effective branding and communication across all of our functions we're a little bit scattered right now each department has their own way of approaching the way in which they present themselves to the community into the world I think the same is true for for city-wide image and branding that's some good conversations with Elizabeth on this front as well of how we can ensure that we continue to capture the wonderfully weird way we are as Santa Cruz in the work that we do and it also bleeds into the work that Bonnie and her team are doing around economic development business attraction so that's the idea behind it and of course we would love to hear the council's thoughts as we move into that process I also think there will be an opportunity to align some of that with the upcoming strategic planning we'll be doing in the new year all right that's that's all I've got for now thank you oh I and I also wanted to thank you for really taking seriously the needs for it with our climate and sustainability manager and that workload it's something that I've I think every year I say Tiffany needs somebody if she needs help and so I'm really glad to see that that's getting built in to the budget this year thanks thank you thank you council member brown council member Cummings you have your hand up did you have something else tag yeah I did have one more thing and it was related to what council member Brown just said in the position with Tiffany wise west and you know I think that maybe what should be considered is that we in the future potentially create a position that is focused specifically on kind of diversity equity inclusion health and all policies that can work as a single person with the different departments and the various initiatives because that is a field that has you know there's a lot of research and work that's kind of that field and there are professionals who specialize in that work and I think that given that Tiffany's background is in environmental studies and with all the environmental impacts we're going to be seeing that are facing our community like that's something that we need somebody specifically focused on understanding how we're going to address our environmental issues around sea level rise increase the coastal erosion fires water like that's something that somebody should be specifically focused on because it's only getting worse and if we're really committed to DEI then we should hire somebody with that background to focus on how we can make sure that we're meeting all the needs around diversity equity inclusion as it relates to health and all policies across all the different departments so I'm just going to put that out there as a suggestion because um you know health and all policies and DEI knows not what Tiffany's background is in but I know that if we were able to really have her focusing on environmental issues and having somebody who's training DEI work to focus on diversity issues that we'll be able to meet the needs um and reduce workload thank you council member um Cummings really appreciate your feedback um the more strategic fundamental view of that function is something that Matt and I have talked about um turning to next one of the things we wanted to do this fiscal year was as council member brown alluded to um getting help in this area on the on the flip side of that I think Tiffany has done an amazing job of stepping up to the plate and and figuring out health and all policies with the council members who sponsored those efforts and really pulling she is an amazing um practitioner of pulling in experts in areas if she doesn't have the expertise herself and working effectively with consultants and other subject matter expert professionals and then being able to tee up productively project work and content um while tapping into those experts so I wanted to acknowledge that she she has done a tremendous job of being able to put together the the fundamental structure of our program in in these spaces yeah no absolutely no doubt um about that I just think about you know as we're you know having just gone through one of the biggest fires in our county's history just knowing that we need to be somebody we should have somebody dedicated to working on those kinds of issues around climate change climate impacts that's focused on that and yeah Tiffany is great and she's an amazing person but I think that we can do both um so just something to consider and I totally understand we got to take baby steps and we don't have all the money in the world but just wanted to put that out there so that we could start thinking about that so thank you thank you thank you council member Cummings both and um it looks like that concludes our council questions for this presentation um at this point I will call a 10-minute bio break and we will return at 11.05 and thank you with the next department thank you so much Laura Schmidt and we will resume is the city clerk ready I am thank you thank you um we will resume our presentations our budget presentations from each department I will now call on Bernie Escalante chief of police to give a presentation on the police department's budget good morning mayor and council can you hear me yes good morning thank you not often I say good morning as you see an evening session so thank you for your time um and can everybody see the power point yes presentation okay um I will get started uh I also have Patricia Dodge our principal management analysts operating the slides and with us today to answer any other detailed questions you might have as well as uh deputy chief Garcia and deputy chief John Bush um also to assist if if need be uh next slide Patricia are you ready I could also stop her share and spread it if you want me to okay why don't we go ahead and do that I'm assuming she's having some difficulties is it not showing up on on your screen uh no it is I'm just are you ready to move to the next slide yeah it's advancing on my screen but apparently no that on zoom okay why don't you uh Bonnie if you don't mind thank you Bonnie okay I think we're good now everybody still see it okay all right so the agenda for uh for today we're going to go into speak to our police core services we'll show our organizational chart uh we'll talk about some 2022 achievements and then present our budget proposal for 2000 fiscal year 2023 next slide so core services um right now obviously the biggest chunk of our services is general patrol police services it also includes uh three canines uh and two traffic officers um and some other auxiliary duties and assignments but the bulk of what we do and are doing now is is general police patrol um in the future I would like to add some more proactive sort of uh assignments but right now with some staffing challenges we're really kind of down to the general police patrol services we do have one school resource officer um and obviously we have uh homeless services related to the cso's that we've been newly added to to our budget um our record section again does a tremendous job processing all the paperwork behind the scenes uh investigations um we have a wonderful volunteer program that's probably 30 to 40 people now that just does great things in the community uh professional standards works closely with our independent auditor administration community relations um property and evidence is really part of investigations it's we're all the processing of our evidence and working closely with the district attorney's office for uh case preparation um as well as hopefully you've noticed uh we've we've added some uh community service officers into the downtown and we hope to continue to build on that next slide so our organizational chart here um you know it's it's really kind of down to the the bare bones here uh we're really trying to build and um and so out of the you you see over here on the left hand side with operations we have three patrol lieutenants ideally we would have four um we have six patrol sergeants that's the bare minimum we um can have we have three shifts on each side of the week so um uh we don't have much room for air there and then below them there's there's a total of six patrol teams um currently staffed uh we're working 12 hour schedules due to our staffing challenges um and and no real room for replacements there over on the right side um we got uh acting deputy chief john bush that's kind of trying to balance two positions between the deputy chief of administration and uh also overseeing investigations uh we have two sergeants and i think it's about uh four detectives in investigations and ideally we have eight positions in that section that we would like to fill or four additional we should have eight um but we have four professional standards community relations and the admin assistance also doing a lot of great work behind the scenes for us here next slide so some of our achievements for 2022 um you know we we brought in a leadership team building consultant around november of 2022 that's been working with our leadership team ever since and has really made a tremendous difference for us as an organization and for some individuals in their professional development um obviously we've made a lot of uh efforts and we've made some positive strides in the area of recruitment and in staffing um we're just waiting for some of those folks that make their way through you know the uh police academies and or the field training programs to actually um be useful for us out in the field we also really focused on um you know trying to diversify our our staff uh and our team here around really uh representing our community so that was also a focused effort for us community engagement uh you know we we thoroughly believe in in working with our community and building relationships with them um we were super excited to bring back the citizens police academy this year um and we also are kicking off in collaboration with the district attorney's office and the fire department um a week-long teen academy i believe it's scheduled for around mid june um something that both of those is something we had probably about four years ago and and we we no longer participated in those but it was important for me to bring those back um also we just continue to build on a great volunteer program that does does great work in the community um so those are those are some engagement activities that we're excited about uh as you know we've been working hard through some legal updates uh ab 481 it was the latest and biggest one uh we also continue to work through the racial identity and profiling act um which requires our officers to document uh basically on almost every stop um a ton of information about the individuals stopped um which also adds to their time um to to input that that data that's required so that was that was a big project this last year to get that up and running uh we were also able to reinstate some of our traffic officers um not only for the needs and and the wants of the community but also for internally our staff really enjoys the opportunities to do something a little different so that was really um great for for us to be able to implement and roll out for our staff and the community as well um and we also were able to apply uh to to get this new solar traffic speed sign which um is extremely useful and and helpful in dealing with some of the concerns in our community around speed in in our neighborhoods next slide so uh usually one of the top three questions I usually get is around staffing what does staffing look like for us now and um obviously we we are challenged uh in staffing right now I think the the profession in across the country is challenged um and we continue to try to make proactive efforts in in increasing our staffing and recruiting and on top of all of that we sometimes forget about retention and and retention slips through the cracks um which is really important um in in a lot of the challenges that our officers face today um so as I mentioned earlier we are on mandatory overtime 12 hour shifts um and we really have gotten to the point where I have not been able to implement any sort of real proactive or specialized patrols that that I think ultimately would benefit the community to address some of the the ongoing issues um our current staffing um as you see there we we have we only have six vacancies on paper um proud to say we have 12 in the police academy seven in the field training program uh we have five that are on light duty which means uh the doctors have put them to come back to work on a limited duty status um which is still helpful for us uh and five that are on more of a long-term medical leave that we don't anticipate returning anytime soon so having said all that that really boils down to about 59 people uh out of the 94 budgeted sworn staff that are on duty for us um and you could see the pie chart there and and you could see that about 37 percent of our workforce sworn workforce um are not useful to us right now next slide so for fiscal year 2023 budget um you know it's a fairly status quo as far as materials and services um really the only increases any personnel costs based on you know negotiations and contracts um and there are no new positions that we are requesting um as requested we're submitting a status quo budget next slide just a brief history glimpse here uh back to 2019 and and what it looked like uh you you have personnel services the cost of that and then supplies and services and other charges in the red uh you could see there has not been a whole lot of change over the last four years five years um the 2021 dip that you see there was a result of of concessions that we made as a result of covid uh early retirements and such that that all of the city departments went through so uh that's usually uh that that's signifies the dip there in 2021 but you could see that really the only increase from 2022 to 2023 is personnel and costs and as well as the services and supplies that includes services such as the SART exams the MDIC interview center for for child victims those sort of services are incorporated in that that we've seen a slight increase next slide uh so again a quick historical glimpse back in 2020 again status quo budget other than we did incorporate the team of rangers into that year uh did not not add any new positions other than the rangers uh 2021 we made a 1.7 million dollar cut which resulted in you know the ranger program the crime analyst position 10 positions uh the community programs I think that I talked about related to uh the citizens academies teen academies and such um and then multiple positions that were either frozen uh or early retirements and then last year most of those frozen positions were made available which I believe is part of what we're dealing with now and trying to catch up uh a status quo budget this last fiscal year and we do have one lieutenant's position that remains frozen until early 2023 which was part of the contract negotiations and cuts from 2021 next slide so moving forward of 2023 budget our proposed budget here's here's the kind of high-level breakdown of personnel costs you know 80 percent of our of our budget is is personnel costs the other 20 percent is supplies and services but I would um we will show you here shortly that it's not entirely discretionary to hold 20 percent a lot of that has to do with again certain contract agreements like with netcom with the SART exams mdic center insurance liability is all incorporated in that 20 percent as well so it's a very small room for discretionary funds in our budget next slide but here is that kind of a little bit more into the weeds breakdown of of that 20 percent that you just saw and you could see how a large large chunk of that 20 percent is is not necessarily discretionary funds such as you know work on our vehicles I mean in some of this that's not shown here you're talking about like building maintenance really getting in the weeds of you know building maintenance electricity water all of those things that we would obviously say would are necessary to run our run our facility next slide so uh asked to come up with some proposed cuts to meet a 2.5 percent reduction goal which is a total of 665 thousand for us um you know here's just some options we don't have a lot of options so unfortunately it does in order for us to get to that amount of money it does require us to dip into to personnel because that's one of our biggest cause we currently have a vacant admin assistant to position that we could freeze we currently have a vacant police officer position in a sergeant position that we could freeze as well as a property in a evidence specialist position all four of those positions are currently vacant um and then we could uh or we will cut we had two grant funded cso positions that were working for a couple years on the tobacco grant um educating going around the schools um covert really put a a stop to all that work um and so those positions have been vacant so we can cut those positions at this point the other supplies and services i mentioned earlier the team building consultant that we were working with this year we plan on trying to wrap that up uh close to the end of the end of the fiscal year um although she's been very beneficial to the organization um we do have two independent attorneys that we've outsourced to help us work through some backlogged internal affairs investigations um and they've been a tremendous help to get us back to where we'd like to be so that's another option for us to cut some some money and then last but not least is the training reduction um i honestly you know really worry about any sort of training reduction but you know if necessary that that was an option as well next slide but here's some of the impacts to those those cuts um the admin assistant and property evidence specialist you you know you're going to see uh obviously the evidence specialists and their their ability to keep up with the amount of evidence and processing that's needed for the prosecution in in uh cases that are going on over at the district attorney's office um the admin assistant to you know it just really bogs us down with um some of our revenue resources as far as permitting uh alarm billing, DUI billing, all of those things kind of get put on hold without the extra extra help the elimination of specialty units is something that would come when you start cutting personnel um and and those are just some examples of as far as downtown uh the gang task force traffic enforcement if it's a narcotics team if you know whatever specialty assignment that we feel is is the greatest need for the community those things have to be put on hold until i can ensure that our our response to emergency services on a day-to-day basis are are are being met so um those are some of the risks or or impacts when you cut now like police officers and sergeants um the reduction to uh our development organizational development around the team building consultant uh the i a consultants we have two of them uh and our training those all come with a risk and an impact to to our staff um and as you know there's a lot of demands on on training uh for our staff to respond to a variety of situations and scenarios that are very challenging and when you cut training that that's that's a risky proposition in my opinion next slide so for fiscal year 23 uh you know priority goal is is is staffing um hiring a high quality character workforce um that fits our community uh and they're hard to find um and it's a tough profession to recruit right now so uh hiring development or retention is our primary goal um we do that through um you know a variety of recruitment strategies we continue to try to think outside the box look what other people are doing in the profession to try to expand our options there um we we obviously try to develop our staff through special training and special assignments throughout their career and then also i'm really big into the health and wellness of our staff and taking care of them and their health to to be able to be well enough to respond to the challenging situations they're asked to deal with um next slide i think i'm at my timeline and uh that's all i have for you today and available for any questions thank you chief escalante um okay i was just comparing some of that information with our police budget binder um i have a question before i go out to other council members on the training aspect that you had mentioned potential uh reductions and i know over the past um a couple years council member Cummings and i worked with um chief mills and really looking at uh training and um the anti-bias training use the force training um all of those aspects of training and we learned all about um i think it's post and required post training um for new incoming um officers as well as a required um every so many years i think it was every three years there were um trainings required for officers and knowing that we just received um five new officers and um my um question is um around the training and and my first thought is around public safety and our officers need to be trained on all levels as new incoming as well as um seasoned officers and and regular updated current required trainings and um so what does that reduction potential reduction in training until when you mentioned that yeah that's a that's a great question i mean it's it's really complex there's a lot of layers to it but uh i think the best way i could describe it is our department's historically has had a training season that runs from uh roughly uh october to um the end of may um september ish october to the end of may um i think that we have prided ourselves in the amount and in the um quality of training that we provide our staff that is above and beyond the post mandated hours um i don't have the number off the top of my head but i think that uh posts has every year's you know a mandated of let's say 48 hours uh per officer and our department usually does you know over 100 something hours um in quality training across the board so um you know what the cuts really do to us is uh you know that starts getting us down to that minimum requirement required by post uh that we feel is is the minimum um and it certifies us with posts but it certainly limits our our development and training and educating i for one would um hope that we we don't go that route our officers really are supported with the training and the tools they need to really carry out public safety and um their their jobs um so i'm happy to bring this out to other council member questions at this point council member calentari johnson and then council member brown thank you mayor and thank you chief escalante for the presentation and the work um i just i had a couple questions i was curious when when you spoke about you know innovative ways of doing recruitment and outreach are we connected to um the high school cte programs and and community colleges and if we go out there as well i'm sure we are with what i would ask you know we're we're not as connected to the high schools uh but i do work with uh former um well ginger charles from cabrillo and we've collaborated as it actually an attire county and she's very interested in how she can help all of our organizations prepare students in for the profession and to be successful in the hiring process so that is definitely one thing um and you know quite honestly uh in the past we've had a recruiting team um that comes together with creative ideas and works closely with the schools and we've gone to job fairs and such some of it just comes down to bandwidth and being able to dedicate the time but but i i do like our um our relationship with ginger charles and and atta cabrillo great okay high schools may be another place to connect with so we can maybe talk offline um the other question i had is i'm going back to my community prevention partners days and i know that we were engaged with that initiative and we did um responsible beverage services trainings as part of our community engagement efforts and worked with local merchants to decrease um alcohol sales to minors do we still have those types of programs or have that has that sort of subsided given our staffing capacity challenges we currently have an officer that is technically assigned as the alcohol enforcement unit uh unit of one uh and we have one lieutenant that tries to to manage uh alcohol permits uh entertainment permits all of those sort of events um and and and define them with conditions that hopefully are helpful for our staff when the events are happening um and that particular officer at times collaborates with it you know alcohol beverage and control um and uh but yes we are very uh limited in in the proactive uh educating and or enforcement i mean historically we used to work with establishments educate them on what to look for on ids and such um quite honestly it has not happened in a while okay good to know we'll have to bring in some additional resources for that um yeah i i appreciate the question because some people don't i think realize the the challenges the alcohol establishments have in our community especially downtown on a friday and saturday night and and then you mix in you know a significant college population right um it's a lot of work and it would be nice to be out in front of some of the issues and quite honestly we're usually chasing sure yeah we used to do party patrols too to implement the social host ordinance so not that there's a whole lot of parties happening with covet but um all right well thank you so much for the presentation and the work absolutely thank you council member brown thank you mayor thank you bernie for the overview uh it was really informative um i have a couple of questions related to the i think that well most everything relates to the capacity questions uh and issues that you and challenges really that you've laid out um with respect to the traffic enforcement team i'm glad to see that being reinstated i um i know that it's an issue and across the town but also in particular parts of town um and so i wanted to ask about how um you know how you prioritize where traffic enforcement is happening and how it's happening um i ask um because while i recognize that this is an issue over across the city we get uh communications from particular neighborhoods and and i'm thinking about specifically the kind of grant street and the line market area we and those are pretty consistent and you know high a significant number relative to other parts of town i know there have been issues in seabright appreciate the work that's happening there um but i i just wanted to ask um how that you know how that gets prioritized or what areas get prioritized how you um deploy the traffic enforcement folks or that that element of the work yeah you know uh so lieutenant mori uh lieutenant west mori kind of oversees the two traffic officers and and he kind of you know goes through whether whether it be you know phone messages that get passed his way whether it's email complaints or or you know requests maybe from from city staff um uh and i also believe that we get uh phone calls you know not so much on our tip line but through our website you know you get a variety of phone numbers people will call any one of those numbers and leave messages and so uh those all go to one lieutenant and then the lieutenant is the one that really starts delving those out as assignments to the to the traffic officers and obviously you know there's other thoughts um around that as far as will we look at data source recent traffic collisions and or you know some of the more significant incidents that we have seen uh those rise to the higher to the top thanks um i i yeah i hope that uh and this is this is also kind of a cross department so talking with public works as well but um you know people are just asking for traffic calming measures in that in that particular area and so i'm i'm wanting to try to be responsive and figure out what resources we can bring to bear there uh another question i have is about the cso um the the the not the staffing for of cso's and um you know as as you showed in one of your slides the ranger program was eliminated in in 2021 um which i did not support but um here we are i um um and and the thought at the time was that some of that work would be accomplished through the cso program and uh increased number of officers that potentially rangers would move into some of those positions um and so i'm just wondering how what's how that's work how that's happening and how what's working and you know what challenges or opportunities you've seen with that transition yeah so i can think of uh two rangers uh that are still with us as police officers um so that you know has worked out well i know uh i think at least one of them applied to be a community service officer but did not pass the fto program for that um but yeah i think you know we currently have two uh cso's one unfortunately is out injured but we have two cso's that are assigned kind of to open space sort of uh work um most of it comes down to you know encampment sort of issues but um they're you know out there uh in those open spaces uh it certainly is not enough with the amount of open space that we have in our in our community so um you know we recently uh got to additional community service officers uh to assist with the homeless action plan and so that brings us i believe up to a total of 15 and currently uh we are at 12 so we're getting there we have two that are i'm sorry we have i believe five cso's is that correct John five cso's in the fto program um so uh hopefully as we work through getting them trained and getting them out there that we could certainly use them downtown uh down in the beach area for you know the significant um crowds down there during the summer but as well as you know uh getting people assigned to the open spaces is certainly our goal that's great thank you i'm really glad to hear that i'm i worry as i'm sure everybody does about fire season it seems to be year round now but certainly uh at certain times of the year are more challenging and and i do worry that that's um something that is going to end up costing quite a bit more in terms not just monetary but um you know just you know the for our community so i'm glad to hear that that's um you're getting those positions filled and and hopefully um have people out there um thanks i think that was all of my questions yeah thank you council member brown okay um council member Cummings yeah most of my questions were have been answered so i'm just going to make a comment which is that um i think when we when it comes time to make decisions on this we really need to not cut the um training of officers from the budget um training is like one of the number one things that people ask for when it comes to public safety that we have well trained officers in our community and so i think that um if there are areas where we're gonna try to you know save money and not make those cuts i think that's one of them and also want to acknowledge the cuts that we made for the 2021 budget um while departments i remember back that year i think PD was one of the departments that took the most cuts and so i think we need to really make sure that you know when speaking about equity and needs for services that we um think about where some of the other cuts can be made so that everybody's doing their fair share to uh make sure that we can balance our budget thank you thank you thank you council member Cummings and and my my understanding is that there weren't any cuts but reductions um proposed and that you know even that to me is a concern so i'm happy to um talk more learn more as we get to our June budget uh vice mayor Watkins welcome thank you and i i apologize if i missed um your response to my question but i wonder did you have a chance to touch on some of the mental health liaisons and work that's happening within your organization within scpd and the needs and if that's sort of a factor in not necessarily the budget but part potentially in terms of being able to help meet the needs um for some of our folks who are struggling in that way and if you did touch on it totally fine i will go back and watch and i apologize for you no i i did not and as you mentioned it's not necessarily directly related to our budget but we you know we do have the two county mental health liaisons that are funded by the county that work you know seven days a week in our organization yeah certainly if there was an ability for us to fund um at least one if not two more to work in the evening hours that would be uh unbelievable um i also know that there's a lot of work being done at the county level including with netcom as far as um a better avenue of addressing some of the mental health calls that we receive that might be able to be intersected at a more of a mental health level professional level than a law enforcement level so there's a lot going on a lot of great things going on that i think we're going to see hopefully a shift but uh there definitely is a need to to have mental health liaisons with us you know a little more into the evening um so yeah if if we had the ability to maybe work with the county and co-fund some of that that would be really nice yeah and i know that there's some you know work happening within the city especially around some grant resources and grant writing resources but i do believe that within the state there's going to be a significant amount of money coming into communities for mental health needs and behavioral health needs and so um you know just keeping an eye on what could be potentially available to us um creative or through the county or um through a cdo i i definitely think that could definitely support a lot of individuals and probably the officers in that really meaningful way so anyways thank you appreciate that thank you guys for watching ma'am yes i did want to note that um in the homelessness response action plan the council did approve um usage of part of the california 14 million toward mental health liaisons so we will be starting conversations and larry and moale will be working with the county on the expansion of the mental health liaison work that we do with the county and that'll get funded for fiscal year 23 through the cal state of california funding so those conversations have begun to look at what that expansion looks like we haven't we haven't had a chance to start them at this point but we do have funding in 23 to do that and we will reach out to them it's on the list yeah okay thank you you're welcome thank you so much um are there any other council member questions for chief galante or deputy chief bush um okay i did want to quickly uh plug a community safety meeting that is happening on tuesday may 31st 5 30 p.m to 6 30 p.m um here it is at the civic auditorium um and uh community members can come and participate in a meeting around community safety and future priorities of our santa cruz police department so please register scpdfuture.eventbright.com and um thank you for sharing that and um thank you for that presentation and for all of your hard work and to your entire department thank you thank you okay i will move on now to our next presentation our budget presentation i will call on uh rob odie fire chief to give a presentation on the fire department's budget so we will continue with our essential public safety departments here well thank you thank you mayor thank you council as um you would expect chief s galante is a tough act to follow uh we'll give it my best um you guys can all see my screen yes awesome thank you i want to make sure i don't have any technical difficulties um so again thank you for the opportunity to discuss our department and our budget for fiscal year 23 um our agenda very similar to many of the other agendas that you've seen but of course in department overview discussion as to what our core services are what we've done over the last uh fiscal year um those achievements want to highlight um some important ones of course discuss our proposed budget reductions for fiscal year 23 and uh within that context discuss some of our goals that we have moving forward as well so um again um like many this is sort of our organizational chart of our department broken up into two divisions primarily fire prevention and our fire operations the operations as you drill down a little bit further obviously have our three shifts that are on a 24 hours a day as well as our marine safety division down at the beach and training um on paper we have 69 total full-time employees we're currently at 67 with uh we have one funded firefighter position and then one position that i vacated as the division chief prevention um 62 total swarm personnel of those 24 hour shifts that i talked about a b and c ship you have 55 line personnel that are on um fire prevention itself um while it looks relatively deep in terms of staffing it's basically wind fully staffed an army of three um and comprised of some temp inspectors that we've added recently and also some temporary hydrant workers that work in conjunction with the water department in terms of maintaining um the fire hydrant system within the city and other surrounding areas that the water department serves in terms of staffing um you know we have also had some challenges similar to pd the recruitment and retention but more importantly um workers comp we currently have one who's out on a job related cancer workers comp claim um as well as two other individuals that are currently out of workers comp um and then of course like everybody else we've been dealing with um covid as it as it rears its ugly head we're trying to stay in front of that with a pretty robust daily testing program and it's been rather successful for us and then of course moving into fire season we're concerned about you know our ability to offer up um you know protection here locally and then of course participate in the statewide mutual aid process um and then again just to touch on the marine safety division again it looks as though you know you have our marine safety officer and marine safety captain that are that are down there full time but again what you don't sort of see from the slide is the fact that they're you know especially this time of year 60 to 70 temporary lifeguards um that we share again a portion with parks and rec for the junior guard program and of course the rest provide lifeguard services on the Santa Cruz main beach and the city of capitol beach as well um moving on to um you know given sort of our description of our department i think it's important as we move forward in this discussion to to talk about what we in the fire department refer to as our three pillars um we call them our foundation and our future and with that you know that references personnel response and community um for personnel you know for us it's imperative to ensure that our workforce is healthy engaged satisfied and prepared to meet the challenges of this um challenging job for response you know our mission is to respond as all risk you name it we'll respond to it so as an all risk organization our top priority is you know is to minimize impacts to our community and improve the quality of life for all those that we come in contact with and lastly for that last but not least pillar is the community and of course for us it's imperative to have a strong sense and genuine connection to the community that allows us to excel in our delivery of service and so i bring those up only because when i'm making a decision or i'm working with my command staff to make decisions and of course um developing our budget plan for the upcoming fiscal year we really focused on these three um pillars to help us make decisions that we thought were best not only for the department but for the community that we serve so to talk about some of our core services um of course we have fire operations that's your day to day you call 9-1-1 the fire engine will come to your house or wherever you happen to be fire prevention marine safety which is not just our lifeguard program but also sort of uh bleeds into operations where we have um firefighters on the engine that are trained as rescue soldiers so it's sort of this collaborative effort to respond to the marine environment for ocean rescues and cliff rescues like you can see in this photo just a few months back up in Davenport um of course we can't do any of this without a training program it's rather robust but it is run by one individual and then he is supported by three training captains on each shift um as well as the marine safety captain they sort of help in terms of developing and coordinating and delivering that training um and then last but not least is our our office of emergency services that sort of delves into the EOC that we have for any local disasters as well as some of our grant funding um cost recovery with FEMA um for a variety of things whether it's storms the CZU fire and or COVID um so to drill down a little bit deeper into each of these core services fire operations last year um we responded to um 8701 701 calls for service annually last year it was uh you know significantly higher from the year prior just due to COVID these calls um include you know fires EMS medicals uh rescues water rescues public service those can um you know range from a vehicle lockout uh to someone that's fallen out of bed they need assistance getting back up and then of course our statewide mutual aid um both in county and throughout the state and so to put some of those in context our our biggest uh draw in terms of um calls for service would be um EMS calls there about 56 percent of our total calls so of that 8 000 plus 4 800 were medical calls um 208 281 were fires those are you know structured fires wildland fires vehicle fires um and in addition um we had 62 mutual aid responses and again those are within the county our joining counties and then throughout the state another thing that's sort of important to to note in terms of our call volume it's not just a number but when you look at it and I apologize I don't have a slide but um you know the last 10 years the call volume for us as the city of Santa Cruz fire department has increased 30 percent you expand to over the last 20 years which is pretty much the majority of my career our call volume has increased 48 percent and that's without any sort of significant growth in the fire department staffing or infrastructure so we are a skeleton crew that does a tremendous job at what we do and meet the need of the community day and day out but of course it is a challenge for us and so moving forward we're going to have to be extremely creative as we try and address the needs of the community um next is our fire prevention division um I have you know listed here the things that we had done over the last year you know life safety inspections we completed 662 um might not seem like that big of a number other than to point out that that's an increase of over 380 percent um primarily due to the grand jury report that came out and and sort of required us to do more that we were supposed to be doing and we were able to accomplish that by adding the three temp inspectors that we currently have that really help um fortify that inspection process for us um in addition to all those inspections that we did we helped along with ed and doing cobit outdoor expansion inspections we completed 125 over the last fiscal year 118 fire investigations so in addition to doing inspections um we have two full-time fire investigators within our division that are doing these investigations when we have fires in the city and in the county and we've actually responded to some adjoining counties as a task force to assist in fire investigations um for vegetation management which is obviously important for wildfire resiliency uh locally here um we were able to complete 13 acres of treatment uh shaded fuel break about a little over eight acres in arroyo seiko and almost five acres in dilavia or recently a lot of that was um by being awarded a grant um from the coastal conservancy for a hundred thousand dollars um which again was extremely helpful i'm in addition to that veg management we partner with a variety of neighborhoods those include prospect heights and the most recent addition would be the island fire wise group both are tremendous programs the great partners with us in terms of preparing not only the the environment around those neighborhoods but the residents that live there um for any sort of emergency that they could face and we also participate heavily in the homeless response and resource coordination so we'll do inspections at some of the encampments obviously we'll do open space management during high fire danger i.e. closing the open spaces based on fire weather concerns and then of course of course um with the adoption in 2019 the wild end of an interface fire code we do a lot of outreach education enforcement with homeowners in terms of educating and ensuring that they are fortifying or heartening their home as we call it so doing a lot out there and i think it's also important to note you know along with ed and planning you know a lot of these inspectors the two that we have the the tents don't necessarily participate in this but we really have had a high profile in inspecting on those recent development projects that we referred to previously 350 ocean the la quinta projects so along with just your life safety they're doing a lot of the rough inspections of sprinkler systems and other life safety inspections at these facilities so a lot's going on for these these two individuals um for our marine safety obviously like i mentioned beach lifeguard service for main beach and capitol we also incorporate an uncall marine rescue unit where we'll have lifeguards that are on call 24 hours a day to supplement our rescue based swimmers on the engines for any sort of cliff or ocean rescue in the city or in the county as a whole uh i mentioned the fire engine based rescue swimmers we have a total of 12 at this point and looking to add more but we operate for a pwc personal watercraft uh that we use for rescue um we currently have them staged on cal's beach we have one floating dock off of the wharf and we have um some also stored at the uh the harbour itself for rapid deployment if needed and of course like i mentioned our lifeguards are providing services lifeguard services for the city of capitol that was last year and again this year as well i want to point out i think i mentioned yesterday in the beach safety presentation that total beach attendance in 2021 was uh just um under 860,000 visitors and that's between capitol and santa cruz from that we were you know had 237 water rescues um we also in addition to those had 30 vessel rescues so sailboats that break their moraines people in kayaks those types of things um but along with that one of our most important tasks that we do is that preventative lifeguarding and our lifeguard staff made just under 143,000 contacts with the tourist and local community in terms of making sure people are safe and prepared in the ocean environment the training the division again that division of one manages our training needs and requirements for all of our personnel and that includes live fire training so we'll put all of our people both new and seasoned in live fire training exercises currently that is done up at the ben loman training center partnership we have with cal fire it's it's critical for us to make sure that we're effective efficient and safe we participate in the regional santa cruz county fire academy we're actually completing that this week and have a graduation that'll occur tomorrow at santa cruz bible church that's actually our second regional academy in this fiscal year we also did one in-house and from those three training academies we were able to produce nine firefighters that came to the line unfortunately we lost a few through going to other agencies but again i think we still came out sort of netting more than we lost which is a good thing the training division also conducts all of our promotional testing for all of our ranks and then they coordinate all the regional training opportunities with a lot of our allied fire agencies active shooter training with all the county law and fire as well as ems and amr and county ems our emergency management like i i talked about before managed our eoc up at netcom up in dilavaga park uh they he has this is paul horvath again sort of an army of one if you will has managed the covid-19 virtual response eoc with a lot of other city staff that are assisting in the identification of the need and the procurement and management of all the supplies that we have had city wide also responsible for our community emergency response team aka cert paul also does a tremendous amount of work in the department of helping us identify and apply for grants and of course coordinating those grants for vegetation management particularly that is is high on our list and we just recently have submitted just under $500,000 worth of grants to a number of different sources to procure funding both for the work of creating shaded fuel breaks but also getting the heavy equipment the chippers the masticators the skid steers in addition to that we also like to use some of that money to provide yard waste dumps dumpsters for our firewise partners so that we can sort of help you know create the environment and invite people to do some home hardening and defensible space at their homes and then of course one of paul's big tasks as of late has been to help trans city staff and managing and supporting our eoc activations should we have any in the near future um so talking about what we've accomplished in fiscal year 2022 these are not limited to but include the items you see here again like i mentioned with paul's assistance we successfully oversaw and plan the procurement of supplies and of course the cost recovery for code for the entire city we coordinated our insurance service rating submittal for the santa coup fire department we completed vegetation management like i mentioned in a royal seco and la viega totaling 13 acres total we provided statewide mutual aid and 13 large incidents throughout the state and we were reimbursed for the admin time the equipment and the personnel to a tune of 987 thousand dollars we were also able uh to um with your assistance an approval or to type one fire engine to replace one that is 21 years old and as we'll talk about in the cip process this is becoming an increasingly heavy bigger challenge not only for us but the fire service as a whole to get on a waiting list and have any sort of fire equipment whether it's an engine or a ladder truck delivered went from 18 months when we placed this order to now 25 months and of course as you can imagine with supply chain issues and inflation that cost has increased in the double digits to a tune of i believe 12 percent so that's we're lucky i've gotten this one in here and we're celebrating that process itself like i mentioned we completed three firefighter one academies two regional one internal and we conducted a city eoc training um in the sections of finance and operations and we'll continue to do the same next year with a disaster exercise planned for the entire city and all the participants sometime in october so um moving on to our proposed budget reductions for this next fiscal year this is our fire department budget we sort of included and i think i'm going to sort of provide an explanation or at least some context here but of course the majority like the rest of the departments is tied up in personnel with supplies and services being just eight percent and then 18 percent is sort of the revenue that we bring in and that revenue includes sort of three major things because again the fire department is a service provider it doesn't really collect a lot but when we do it totals out to a total of four million five hundred seventy one thousand that includes three point two million for our ucsc contract to provide fire services on the campus as well as that 987 thousand i talked about that we get from the state for providing mutual aid throughout we also are given 134 thousand plus for lifeguard services rendered to the city of capitol and that this 18 percent also includes the public safety impact fee at its inception we saw 10 20 thousand but we're predicted with the current development that is going on and predicted we're looking to collect 200 000 dollars which will sort of help plug some of the gaps in terms of our apparatus and equipment needed to to meet the need of the community but again part of what i wanted to talk about is if you take away that revenue from the pike chart we really are extremely lean in terms of our supplies and services it's only 10 percent then that that supplies and services is everything from paper clips to chain saws and i say that sort of jokingly but that encompasses our recruitment our promotional process with consultants our safety clothing to outfit all of our personnel our fees to netcom and of course a training budget to make sure that we keep everybody prepared and then of course 90 percent of that is going to be our personnel so we are extremely lean and i will point out that over the last four years our operating and maintenance budget have really been pretty well managed and extremely efficient to where we're down the you know the average over four years is about 14 000 that we have left and reserved so we're really trying to manage and i think we're very successful managing the budget that we are provided so moving on to the proposed budget reductions that we have put forth today first and foremost of that two and a half percent we are looking to freeze the division chief position for one year this position was the position that i vacated and currently will remain vacated with the savings of 482 thousand dollars in addition to that we want to talk about reducing funds for our marine safety equipment those that equipment includes everything from lifeguard towers to paddle boards to even our jet skis or pwcs for rescue we've we've increased our fleet and got them up to date in preparation for this but that's something that we'll be cutting and of course have to be creative by ways of grants or other donations in the future we canceled the purchase of a fire staff vehicle for a total of 30 000 dollars because we have been so historically successful and aggressive with our grant allocation we're looking to reduce our funds for vegetation management by a hundred thousand dollars and you know because we do bring in funds from capitol for providing lifeguard services we still are at a net loss and so if we canceled that contract moving forward we would save 50 000 dollars now with those there's of course impacts and that's sort of what i want to discuss with you today and talk about what this means for for me as the fire chief and as for our department so of course if we reduce the funds for vegetation management and it's a very hot topic and rightfully so it makes it a challenge for us and our partners at parks and public works and water to maintain you know over you know the 1300 acres of city-owned open space that we have we do a really good job again we cooperate and collaborate with our partners but of course decreasing that funding will be a challenge it obviously would potentially increase the wildland fire threat to the louis or the wildland urban interface that is located within the city and our surrounding areas and of course would draw down on staff time to identify and apply for and manage the grant funding that we do get so that's that's sort of what's at risk in terms of reducing our veg management budget for the reduction in marine safety equipment of course like i talked about this is things like towers pwc's paddleboards all the tools that these folks use to do such a great job down there in preparation for this this reduction we've tried to bring everything up to date and of course have a robust maintenance program to make sure that we take care of those things and get a longer life in terms of freezing my old position or the division chief position of prevention let's be honest it's going to reduce our efficiency and effectiveness and in our prevention division we're really going to have to go down to the must-dos which are inspections and fire investigations plan checks those types of things it's going to be an increased workload upon myself as someone that was just in that position i know it intimately i'm willing to take on some of those challenges both as the fire chief and now the de facto fire marshal but again i have a great team there and you know i'm going to be relying on them to assist me in taking on these additional responsibilities and then with that it'll again be an increase to the limited staff time that we currently have in prevention for grants to assist with homeless response coordination and of course we have been in the process of developing a five-year wildfire resiliency plan that's going to take a lot longer and may potentially be tabled in terms of canceling our fire staff vehicle it's you know to me you know somewhat insignificant in the sense that it reduces our liability and in our staff vehicle fleet may increase a small bump in repair maintenance costs but again just like our lifeguard equipment we've we've recently sort of increased our pool so to speak of staff vehicles and so i think we'll be okay with this one and then the impact of canceling the capital lifeguard contract again i think it's an important service that what it would do is it would because we're currently providing the service to capitol but also at the same time shepherding them the city of capitol as well as central fire to possibly be able to stand on their own and provide that service either as capitol as a city on their own or have central fire provide that since they are in their their district so to speak so we're really trying to teach them and bring them up to an operational level to provide that service but with that you know we really are trying to regionalize this approach to marine services both with the lifeguards and potentially procuring a fireboat so by sort of canceling this contract there's a cost savings there but there's also sort of the trickle down in terms of the progress that we've made in in the area of lifeguarding and marine services despite those cuts our goals still remain very lofty for 2023 we're looking to you know extend the acres that we've treated go from 13 to 20 of 20 acres created field breaks in our wooly through grant funding like I mentioned we are in the process of applying for somewhere between 400 to 500 thousand dollars worth of grant funding for the work and the equipment necessary to do it we would also like to develop an RFP identify and implementation strategy for a standards of coverage survey it's basically you know like I mentioned before we our call volume has gone up significantly in the last 20 plus years but we haven't grown as a department in terms of staffing and infrastructure I think we need an outside consultant to sort of tell us where we are now what we need and then take put that under the lens of where we're going and what we may need to make sure that we're meeting the needs of the community now and in the future we want to identify funding partnership and location for a public public safety training center like PD training is a huge part of our of our ability to remain effective efficient and safe we currently only have two training centers in the county and for us they're about 16 miles away there's an outdated facility in Watsonville that we currently use for our academy as well as the Ben Loman Training Center again not within the city makes it very difficult for us to provide support being that they are so far away and again they are very old and outdated and are in need of some assistance so we're really looking to try and to identify funding and partnerships within the county to identify a location and a site and a facility that we can construct there we want to continue to at least focus on regionalizing lifeguard services between capitol and Santa Cruz one of my visions that I've told to the staff down there is what does it look like for us to provide the necessary ocean safety services from Santa Cruz to capitol and all the pocket codes and beaches in between and again we can do that by you know creating relationships and fostering those relationships with Central Fire the Harbor District as well as the city of capitol so we'll continue to do that as well and then last but not least we want to conduct additional EOC training and and also wrap it up with the disaster exercise in the fall to make sure that all city staff as well as ourselves are prepared for the next disaster that we may face and with that I will wrap up I apologize if I went over but I am open to any and all questions that you may have. Thank you so much Chief Odie um okay there was a lot in there as well and um I have a couple questions uh and I see council member Cummings has hand raised so um let's start with council questions uh council member Cummings and then council member Brown. Thank you mayor I was just um wondering well thanks for that presentation first and foremost and I was just wondering you know with the increase in wildfires over the past you know five to ten years but you know with ongoing increasing wildfires and the um attention on that at the state level are there any opportunities for um funds that could go towards vegetation management or any of these other um needs? Yeah so we're working pretty heavily I mean that's my team we worked on you know applying um through uh congressman Panetta's office for an earmark for for just that for the equipment and the funding so it's not necessarily a grant it was more of an earmark but we're really trying to be proactive and creative in identifying these funding sources and again between myself some admin staff uh Paul Harvath in the OES office and my uh team of two in prevention we're trying to sort of um you know look for all those sources for grant funding and of course I think it's another important piece to the firewise relationship that we've created a lot of those folks in Prospect Heights and Highland are you know wildly talented and motivated and have really helped support us or help identify um these grant funding opportunities and we sort of try and go at them um you know with a team approach so we're constantly again I'm and I'm open to any sort of you know um suggestions or help from anybody for that matter. Those are all my questions. Thank you and on that note I know we just received word that um the uh funding in Jimmy Panetta's office that earmark funding did make his list and so there was $400,000 um on that list for wildfire resilience and Santa Cruz to uh support a five-year vegetation management um program workforce development and procurement of heavy equipment um so fingers crossed. Councilmember Brown. Thank you mayor um thank you Rob for the presentation um just so much there to that really demonstrates the creativity and and the innovative ways that you approach uh really challenging uh circumstances and you know how you deal with just under being under staffed um which even at full staffing seems to be the case um and you know so want to want to try to support you in addressing those challenges um I don't have specific questions at the moment but I did want to say um and and this is not to suggest that I mean I think that we should be able to hopefully fund all of the the needed positions in our departments and that's true across the city um but with respect to the marine services contract um marine rescue services contract with Capitola I know that was I don't know it's been ongoing and it it really was uh an effort that met a critical need for Capitola at the time and um you know and obviously there's a benefit to us across you know the the ocean doesn't have those jurisdictional boundaries um and so I'm just I mean I I um I'm very wary of cutting that now especially given what you've said about the work of trying to bolster their their own capacity and and trying to do some uh more regional planning around that and so I guess I um I'd like to see that funding restored just on the face of it based on what I've heard but I would ask if from your perspective um that's something that you feel like given the uh progress being made in that direction that a couple more years or this at least this year would be kind of vital I I want to make sure that I'm getting that directly there from your perspective yeah that that's a great question councilmember brown and as you know um the marine division is near and dear to my heart that's where I came up um both as a full lifeguard and a city lifeguard and was a rescue swimmer for over a decade and so it's really important to me um I think to get there like you mentioned we have to be creative and one of those ways is um I'm really trying to foster those relationships again you you may have seen that in a little bit of the effort we made with that PSA and trying to bring us all together we're all doing the same job sometimes we're we're um we're spinning our wheels and not working collaboratively enough and so I'm really trying to you know we in the past we provided lifeguard services to the harbor to capitol and we need to continue to do that because again I think it's something that it's it's a it's a necessary service but it can be expensive and so I think we're all better off and stronger and more effective if we do it together so I'm going to continue to foster those relationships and I would agree with you that I don't think and this is you know off the record if you will but I don't know if capitol and central will be at that level where my staff is working extremely hard to provide them the training both entry level lifeguard to super supervision to really give them a real life perspective of what it means to run a marine division we've just been fortunate through you know having a long history with parks and rack and now fire department are running that program that we really again feel as though we are the stewards of that program both in the city but also in the county I know even the challenges that state faces with lifeguarding in their state parks I think that even makes us more important so I'm committed to continuing to foster and develop those relationships and maintain them to really make sure that we have a robust shared or maybe regionalized lifeguard service and so I'm committed to that moving forward for sure thank you me too can I ask a follow-up question because of to councilor browns question in regards to capitol that like could they potentially find a way to offset the loss of you know the 50,000 to get the service you know for I don't know I said that's something that's been discussed as an option and I you know Matt may want to jump in because he was part of our negotiations with them there's some some of those losses you know it's sort of hard to quantify that you know there's more operating costs already that we you know that we're that we're doing down at the beach but in terms of the personnel again which is such a heavy lift for our department both on the fireside but also at the at the beach as well that that's some of our costs that we've asked them you know to help supply us with additional supervision you know funding additional positions for that effort and it's just difficult for them to get there but again I think it's more for me it's the educational piece now as I show as my staff works with their staff to sort of show them what is required my hope is that when we reconvene in the fall that they will have a better understanding of of what this job entails and how you in order to do it appropriately and properly it's not just an insurance policy you really have to be there to be effective both you know to affect the rescue but also educate the public and make those those contacts and again I think by us shepherding them in that direction you know we may be able to sort of bridge that gap in terms of funding they'll realize that what is necessary to get there whether it's on their own or as our partner but again I think that's that's the time it's going to take as we teach them and sort of lead the way and show them the proper way of delivering lifeguard services and I don't know if Matt wants to comment I think you covered it well Chief Odi I would just add that we've been an ongoing dialogue with Capitola of what the future partnership could look like I think we're all a fan and understand the merits of leveraging a shared service model across our relatively small region it's been a good fruitful partnership leading up until this point Capitola is at an inflection point trying to determine how best to provide those services in a cost effective way for their organization and obviously we want to help with that and there may very well be opportunities in the future for us to re-engage in a shared service model and potentially pulling central into that as well so those conversations are ongoing and we'll keep the council posted as as they progress thank you Matt thank you so much are there any other council member questions um Chief Odi thank you so much um I think what stood out to me was the increase in the last 10 years did you say 30 increase in uh calls or yeah so without that's the call volume so you know in the last 10 years it's a 30 increase and again those calls range from those pickup and putbacks I talked about or vehicle lockouts to major medicals and of course fires and then of course in 20 years that our call volume has gone up 48 percent so we're always we're just going to see an uptick and not only has the call volume increased but you know the types of calls that we go to seem to expand again when you talk about all risk it's everything under the sun so someone's pipe first in their home they call the fire department we come out and we would call a water evacuation we we have water vacs that will suck up the water will squeegee it out your front door and and sort of get it ready for for um you know another company to sort of come in and repair everything but to obviously our paramedic services where we are going you know to people's homes and treating people that are in cardiac arrest or in a car accident and suffering traumatic injuries as well as in a fire department we respond to fires so it's just amazing um thank you thank you uh so much to your entire department and um i know that we all hope to continue to support this department um with its goals moving forward and the needs um certainly our needs as a community have increased so that we recognize that thank you councilmember brown thank you i just had uh one other uh area that i wanted to um kind of comment on and ask about from your perspective i i kind of building off the increase in in calls for service and the nature of those calls uh such a significant number being medical and um i i mean i see it in the community when i'm out there in the field myself just walking around um that and i and i get that it must be really incredibly frustrating for you all to have so much of your time taken up with those calls and um and i also recognize that there are kind of jurisdictional authority and kind of legal questions and and other rules are around um what kind of response is needed um but i certainly um want to at least you know in whatever capacity i can try to be helpful in um talking about and thinking about how we um find ways to better address that so that you don't get i mean it just feels like it's a big resource time and resource suck um and there there have to be other ways and this isn't to suggest that you haven't thought of them or you know but but just it just feels like that's a space where there's work to be done and um i wanted to just say i'm i'm whatever capacity i can serve and help help with that i want to do that because it just seems like especially without having additional um staffing with that that increasing number of calls your something's gotta give um it's at some point um so anyway i just wanted to it's kind of a commentate question um if you want to weigh in at all otherwise just know that it's a priority for me and i'd like to help councilmember thank you for the comment and for you know the prioritization of it um i will say it's important to note that um it's never a frustration for us to do any response whether it's medical or fire that's what we all signed up for in reality it's sort of you know sort of reaffirms our commitment to the community by way of we we are here for anything and everything but to your point with ems and medical calls you know we are again when i talk about relationships we're currently working you know with the county and netcom and other fire agencies to sort of um uh adjust and you know with the times in terms of what we respond to how we respond to them what units respond and so we'll always continue to have that dialogue and make sure that we are sending the right units to the right call at the right time um i think it's important to note as well as you know we're looking currently with the state of the amr con the amr ambulance contract um they're challenged in staffing as well and their ability to respond which has a negative impact on our on-scene times which then trickles down into our ability to respond to other calls um and so i've got my command staff looking at you know we were approved by council last year to to uh purchase a rescue a heavy rescue and it was going to have an air unit on it but we have decided to pivot based on this need that we've identified um that instead of having an air unit it will be transport capable we'll still have all the rescue components for all of our equipment that's necessary but we have found that with amr's inability to respond into the city in a timely fashion it puts both the community city workers and fire department staff at risk if we can't make sure that we have the right resource to take someone to the right facility so again i'm very keenly aware of of those needs and i'm working with my command staff and other county staff to make sure that we're we're you know meeting all the needs as they come up so yeah i thank you i appreciate that i know there's a lot of layers and a lot going on there but just again if there's ways that council members can be supportive if in trying to get movement in certain areas for example i'm i won't go into into the weeds on that right now but um i you know i'm i'm aware and i know other council members are too so thank you i appreciate that council member and i will definitely be reaching out to each and every one of you when the time comes so thank you thank you so much uh okay so if that concludes questions that concludes this presentation and i want to again thank um robert young robert odie thank you so much for the presentation and for being here at this point we will recess for lunch and uh we will return in 30 minutes so at one o'clock we will continue our presentations thank you is the city clerk ready to resume i am thank you thank you all right at this point we will resume our meeting for today our budget hearings uh we've heard from several departments and next i will call on mark deadl director of public works to give a presentation on the public works budget great good afternoon council uh and it's my pleasure to present the f y 23 budget started here so what i will cover on my presentation is the department overview of course services and uh f y 22 achievements f y 23 budget and overview as well as uh reductions and changes my organizations consist of a leadership team of eight individuals with myself uh we have communications in janice viscardi communications bob nelson in charge of resource recovery and hogan in charge of the wastewater system filipino warren in charge of operations are we sorry to interrupt are we supposed to be able to see something uh that would be helpful huh start my fault let's go back here thank you let's share that am i able to share that or is that i know you have that beautiful slide in the binder yeah um i'm sorry the sharing oh there it is okay got it let's do that let me how's that yes thank you all right i'm sorry about that um i do want to point out i have two vacant positions um that are critical our parking services manager is vacant as well as our transportation manager is currently vacant and we hope to fill those in the in the next few months so public works is your largest organization with 264 fte's our largest group and the largest division is resource recovery with almost 95 employees next we have a wastewater division at 56 fte's parking is our third largest organization at 48 fte's and then operations at 34 and engineering at 19 with traffic engineering at six and admin at six a very lean administration we'll talk about core services and we'll kind of skip through the each of the divisions uh core service for resource recovery uh collection provides refuse recycling green waste collection to residents and businesses provides food scrapped collection at commercial kitchens and we will be expanding this later this summer every household in the city and provides uh street sweeping removing nearly 500 tons debris last year we'll be piloting a mandatory parking restrictions on street on your street sweep day in critical areas that identified in our storm grade plan so high debris areas will be targeting those areas first and then we respond to illegal dumping and hyperdermic needle reports in resource recovery at the facility we process market and sell recyclable materials that we've collected we work with the county to accept household hazardous waste materials and we divert construction materials from the landfill and repurpose those materials uh and then resource recovery also manages the airspace to ensure the longest life of each landfill cell that we create and I like to tell this story when I got here 21 years ago we had about 15 years left of life in the landfill and I think our latest assessment now is we still have over 25 years of life based on the management that our staff has done with that airspace we continue to extract methane from the landfill and produce power and we reduce the the release of greenhouse gases by doing that under waste reduction this is our outreach program that promotes reduction of waste to meet the city and state goals and mandates through public business and school outreach and education programs and events we educate about the source reduction of our reuse recycling wish cycling household hazardous waste composting and pollution prevention we also lead policy development for the city through ordinances such as restaurant food food to go packaging and we provide waste reduction audits for the city's green business certification program under wastewater division our core service uh collections maintains over 150 miles of underground sewer pipes and 29 lift stations we replace up to a mile of pipe every year and clean and maintains storm drain networks and provide flood control support respond to sewer overflows and maintain the leachate collection system at the resource recovery facility which sends it to the wastewater treatment facility for treatment our treatment facility treats wastewater through all natural biological process and treats in excess of seven million gallons a day it's a regional facility and about 50% of our customers are outside the city limits we generate in excess of 70% of our energy used through digester gas and solar saving customers money as cutting the costs we're a key partner in the pure water soak health project important to support county water supplies and treated water is typically used inside the facility for process water and saving potable water although during the construction of the pure water soak health project we are using potable water for a short term but hope to return to using our treated water we produce biosolids for reuse in non-food crops and we educate our customers about their services through outreach and facility tours which we hope to restart their tours in the coming months environmental compliance and lab the environmental compliance provides inspection monitoring and guidance to local businesses on discharges into the sewer system issue they issue discharge permits to industrial dischargers and liquid waste haulers and they work to eliminate violations but they do have citation and fine ability when it's required laboratory provides a wide range of analytical and technical sampling and monitoring of the wastewater treatment process and in support of the city's stormwater watershed and landfill programs it also provides man mandated monitoring of our near shore bacteria and other indicators of environmental health and provides analytical support to other city departments in the county a parking division parking has three main course services parking operations parking programs and maintenance parking operations we maintain four parking structures and 19 parking surface lots by fewer than an FY 22 1900 meters spaces maintain the parking on the municipal wharf our bicycle locker program citywide enforcement parking and revenue collection as well as citation review and collection we've created parking programs including residential parking programs downtown parking permits validation programs special events wharf's local programs park cards and park mobile as well as EV parking and charging which you've recently updated in addition and maintenance our debt we do the maintenance in the downtown district sidewalk cleaning and garbage service two sets of public refs rooms pay parking machines meter maintenance and graffiti removal the core services for the operations division or streets they're small but they're a mighty team of 11 positions on the responsible for sidewalk curving gutter catch basin installation repair repairing and replacing street lights managing the vegetation along our sidewalks roadways bike lanes and other areas to enhance transportation and public safety vegetation sediment debris removal from our streets creeks and rivers to maintain flood control assist on encampment cleanups and debris removal provide critical project coordination logistical support to city projects including unsheltered populations response were repairing replacing installing street signs venting and guardrails and producing signage in-house for other city departments and painting including the street markings such as curbs striping in the sidewalks as well as the critical logistical supports for setups at special events our mechanical maintenance team of six plus one supervisor account assistant provide maintenance of the city fleet including police vehicles refuse and heavy equipment and ministers city fleet including vehicle replacement working to replace vehicles with electric and alternative vehicle alternative fuel vehicles whenever possible they also provide 24-hour fueling service then our facility team of four provides routine maintenance and repair on 28 city-owned facilities provides 24-hour response for facility emergencies provides certain janitorial and sanitation services at various facilities and provides safety inspections for all our facilities and our energy management is energy project coordinator that leads the city critical energy efficiency programs and retrofit projects as well as overseeing our solar solar rotate operation and applies for funding and rebate opportunities assisting meeting the city's 2030 climate action plan goals the new division within public works with this budget is the is the homeless field services response team this is this divisional composed of four employees a supervisor a lead and two workers and it will work in support of the homeless response manager and coordinator position to help implement the homeless response action plan obviously four workers is not going to solve the homeless response but we'll work with other city departments and other employees to help support this effort the exact roles and responsibilities of these positions are rather new and we're still developing them but i'm confident this will be an effective way to kind of focus our effort in homeless response and leave some of the day-to-day activities from other areas of the city and allow people to focus on their core efforts core services on the engineering division we design capital projects or both public or both our utility undergrounding sanitary sewer and treatment storm collection refuse recycling and city facilities improvement as well as multimodal transportation and street design engineering develops the project concepts and secures the grant funding for the project we provide review and inspection for development projects we issue permits for projects such as street opening utility installation concrete work and more we create planning environmental documents including sequence certifications traffic impact these studies area plans utility and facility plans and we develop and implement the city stormwater wastewater and refuse plans and programs and compliance with state federal mandates our funding abroad sewers storm grains and refuse projects engineering manages and administers the utilization of key funding sources which pay for these repairs and improvements gas tax sv1 measure d measure h all funding pay for street improvement projects and raise raising the city's payment condition index trying to reach our goal of 70 out of 100 we're right on the edge there we're about 67 right now this measure e provides funding for projects and programs intended to keep our rivers beaches and oceans clean engineering does an excellent job in seeking grant funding for projects to supplement the city's limited funding resources our capital investment program will be discussed later in the presentation um as a total city-wide capital investment program but engineering develops and implements the city's five-year capital investment plan engineering assists other city departments with the implementation of their capital projects and some examples of two major long-term projects that engineers working on right now is rail trail segment seven phase two which is getting ready to break ground and the murray street bridge seismic retrofit improvement project which hopefully will probably by the end of the year is when we expect to be able to fit out that project the city faces a short and long-term unfunded list to capital projects in excess of 360 million dollars still a major shortfall transportation engineering design capital improvements projects for the city transportation and parking systems they respond as citizen requests and hazard notifications to improve our and maintain our city's transportation system we analyze traffic patterns issues solutions and include including the traffic signal system develop and implement plans for downtown parking and using transportation demand management and other parking analysis to reduce the demand we also develop and implement citywide active transportation plan to improve pedestrian and bicycle networks perform development review and inspection on private development projects as related to transportation and implementing implements the coastal rail trail by leveraging our local measure d dollars as match the state and federal grant transportation planning they develop and update the active transportation plan allows us to apply for active transportation program grants and helps prioritize fundable pedestrian and bike projects develops local roadway safety plan use for the highway safety improvement program hcip grants as well as prioritize fundable crash reduction projects actively seeks and secures grant funding for transportation improvement projects identified in the atp and elsewhere the division currently has an excess of 20 million dollars in grants funded projects scheduled through 2025 so they're very successful going after the the available dollars and they assist with the development of the climate action plan set goals for greenhouse gas and trip productions and ways to improve our multimodal splits under education and outreach and create and influence several educational outreach programs and supporting is for creating safer streets and encouraging alternative transportation the go Santa Cruz is one one such program which is signed up in excessive 1000 individuals and distributed nearly a thousand free transit passes and accounted for tens of thousands of miles of non-single occupancy driving miles the division also utilizes street smarts program to provide targeted education it's working on the development of a city's vision zero implementation plan it's working with other municipalities and educational institutions on the almost on the new almost all county wide bike share program contracts currently in negotiations and we hope to roll that out very soon fund safe routes to school education programs at all Santa Cruz elementary schools and and about achievements from last year we put these in the order of the re-envisioned Santa Cruz and under infrastructure we've implemented administrative requirements for the SB 1383 short-lived climate pollutants or the organics a law that was passed we almost completed the construction of the landfill cell 3b and we're under construction of the source water pump station and tertiary treatment facility and distribution system at the wastewater treatment plant known as pure water so Cal project project we've entered into the second phase of the wastewater treatment facility infrastructure study and condition assessment highlighted what equipment is has a risk and needs to be replaced and then prioritize those for capital improvements we've completed the construction and currently commissioning the wastewater treatment facility ultraviolet disinfection system and the riverwalk lighting project is under construction library lane sewer and path widening was completed and we're nearing the completion of the highway 1 and 9 intersection improvements under fiscal sustainability we've received grants for two electric refuse trucks and 12 plus EV chargers for public parking areas that have been replaced the replacement of low gas mileage vehicles with alternative fuel and efficient models including 10 hybrids or all electric vehicles and under downtown and business revitalation we continue to support business with COVID-19 impacts through parking costs reductions and incremental restoration of the daily rate in lots and garages implemented a seawalls mural project project art in our city garages and lots looking at our budget and our expenditures I think this is a this chart's really illustrative of how public works is expenditures are split and you can see the two major sources of our costs in public works resource recovery in 25.5 million is 32 percent of our total expenditures as well as wastewater at 23.5 million is 29 percent both rate based and then the parking district at 6.2 million dollars is 8 percent also it's funded by parking fees and pay for service at mechanical maintenance is an internal service fund at 3.8 million it's 5 percent parking non-districts that would be your general areas outside the downtown is 3.2 million and that also covers the cost to issue citations and collect those that's 4 percent of our budget street maintenance and operations 3.4 million that's only 3 percent of our budget as well as stormwater at 3 percent and then them all the others are very small at 2 percent 1 percent if we look at our revenue very similar setup where wastewater and resource recovery also make up significant portion 37 percent wastewater and 35 percent for resource recovery general fund is about four million dollars six percent our parking district fund is 3.9 million and then we have gas tax equipment ops worth parking and then the stormwater funds and then tiff and looking at comparison from last year's expenses and last year's revenue to this year I think it's it's illustrated to see it's barely similar on the expenditure side the refuse is a little bit less and wastewater is a little bit more but barely comparable in a 70 million dollar budget it's about about a million dollar difference at that point most of it is split among the funds small increments revenues is a little bit different to look at and I think the big difference here is our parking revenue is down about 3 million dollars and that's all COVID related so that's we're hoping to see a comeback but we have reduced that to be more realistic of where we were last year and that was the one fund that really took a hit with the impact on COVID a net general fund costs if you look at again a comparison from last year to this year we've reduced our general fund by 200,000 reduced worth gate expenditure another 14 so about 219,000 but our general fund revenue is also reduced almost a million dollars and that again the majority of that was parking revenue and citation revenue and then so our net general net general fund cost is up about 787,000 our general fund reductions that we were asked to provide we had a lot of reduced reductions and small increments but the major was eliminating elimination of two service maintenance workers they were vacant positions but we eliminated those that was 174,000 for staffing changes we are adding a half a position in administrative administrative assistant at wastewater fund replacing the landfill gate attended with it was a service maintenance worker will now use it or a refuse worker it will now be a an actual landfill gate attended and have this the refuse worker back work back at the resource recovery facility and then we have a half half FDE in the park is parking office representative to help with any permit assistance at the OVO when that gets in place we'll need assistance to implement that program and we did reduce our two service maintenance workers that were general fund on the from the streets division we are adding the four positions we talked about senior homeless response worker homeless response field supervisor and then two field service workers notable topics for FY 2023 I think the big one for us that how we'll incorporate is the addition of the home field homeless field services positions working hard to put these together and implement those into our operations group and how that fully integrates we have significant capital projects underway rail trail segment seven phase two the Murray street bridge is close to being bid the San Lorenzo river lagoon culvert will start this summer waiting number two permits and pure pure water soquel is currently underway the food scraps program is rolling out to residents we continue our fleet electrification and then the pilot program for the mandate mandated no parking on street sweeping we're going to evaluate the pilot and see how effective that is and then hope to roll that out later in the year and with that I'm ready to answer any questions you may have I know I covered a lot I feel like each presentation just gets meteor thank you so much Mark Dettle I appreciate the presentation and truly represents the scope of work across public works department is varied and there's a lot that's being done so thank you for highlighting all of that and breaking it down I will at this point bring it out to council members for questions and comments and I will start with council member Golder thank you agree that it was really you know interesting hearing all the different components of public works one it's kind of a slightly technical question and I just came to me again while we were listening what streets or what neighborhoods were you going to start that pilot program of the parking on street sweeping days yeah it's you know we were actually going to start with doctor street before COVID sorry yeah sorry no problem we had we had worked with that neighborhood to try that out and and then COVID hit and so we put that all on the shelf we're going to go back to them and see if they're still ready to do that again I think we had a plan laid out but we're really going to focus on the areas of identified in our stormwater permit of high debris areas and work there and kind of roll that out and obviously there'll be outreach to any neighborhood before we start to make sure that that they're on board and they understand because the obviously the issue is where do you park right if you're going to roll that out how do we do that so that people have a place to park their cars in that one to two hours either in the morning when we get out and do the street sweeping to to do that so it may be alternate day street sweeping so that they can park on the other side of the street when we go by or we're going to work all those details out but yeah that's the challenge that's interesting thank you thank you council member colder the other council members have questions for public works budget okay wow okay well then that concludes this department's budget presentation thank you so much for the presentation and the information and if anyone has follow-up questions I know that Mark Dettle will be available to answer those questions thank you so much you're welcome thank you for the opportunity so we will now continue with our budget presentations I will now call on Tony Elliott director of parks and recreation to give a presentation on parks and recreation's budget all right and we'll need public work to stop sharing and then we can share our presentation great thanks guys all right well let's just get that teed up yeah thank you mayor and council for the opportunity to present our fiscal year 23 budget joined by lindsay bass here our principal management analyst and waiting in the wings our park superintendent travis beck and acting recreation superintendent isaeth ray is out there as well all right lindsay let's dive in all right so similar to other departments here's our presentation overview we'll start with a little bit of background and some of our fiscal year 22 achievements we'll get into our fiscal year 23 budget and then talk about some key topics and then what is needed moving into the next fiscal year all right next slide all right wanted to just start our presentation today again just sort of grounding ourselves in the mission of parks and recreation this is really our our why why why does parks and rec exist why the why do we do the work that we do and it's really rooted in in this mission and this mission is also reflective of not just our national trade agency the national recreation and parks association but also the city's health and all policies as our mission is providing quality public spaces and experiences that build a healthy community foster equity and better the environment so we'll carry that theme through our presentation today our next slide please all right so there's a lot a lot to cover as it relates to parks and recreation it's always difficult as we saw with mark delt's presentation how do we cover so much work in a 20-minute period so we just wanted to do a little bit of a parks tour here to start and so when you think of or when a general member of the public or a visitor thinks of Santa Cruz what comes to mind and so we really reflected on this and so there are things like our treeline streets so here's a photo from pacific af and let yeah lindsay keep rolling through thank you um our open spaces our trails places that we have to get outdoors and recreate our beaches the iconic wharf programs like junior guards and then community arts and culture so nutcracker here is seen at the civic auditorium so really Santa Cruz is parks and recreation and parks and rec is at the heart of both that identity the sort of brand of Santa Cruz but really why you know people love to visit love to live and work here as well all right so we'll start with our org chart so the parks and rec department has 83.5 fte's shown on the screen here are a list of names of all of our supervisors these folks cover the recreation division the administrative division and our parks division under each of those names you see a number of fte's are full-time equivalent employees who work in each of these functional areas so i'll go to the next slide lindsay so just wanted to give a shout out to to our people so all those fte's you see the numbers on the previous slide but here are a few photos of the folks who are really the boots on the ground the folks getting the work done out on the field serving the community the folks that are interacting on a day-to-day basis with our community so just want to give a shout out to all of our folks working out in the field this next slide here we definitely can't do the work that we do in parks and recreation without our partners and volunteers this is an area that we've been able to really scale up in the past year through the pandemic and covid people have wanted to get out and volunteer so we've seen numbers and volunteers and increase throughout the department but we've got a lot of formal partnerships as well with groups like Save Our Shores with the Museum of Natural History many others the the famous Jane Mio down in the bottom left corner so just some amazing partners and volunteers that we work with to get the work done in parks and rec wanted to just highlight a few of our fiscal year 22 achievements a lot of really amazing achievements in fiscal year 22 but just to call attention to a couple one I wanted to highlight our after-school care programming after school enrichment partnership with city schools serving youth and families who needed that extra time who really needed that program after school that time after school so a really amazing program to get that going especially with a focus on Bayview and galt elementary schools one of the other categories here is stewarding our natural resources so we've made a lot of really concerted investment into just modernizing some of our aging facilities and infrastructure so investing in new high-efficient led lighting new boilers solar panels of the golf course and a lot more focus on battery-powered parks equipment so if you ever see a gentleman named Mayasha who's working around the city hall campus you'll notice and be amazed how quiet he is with his battery-powered lawn mowers edgers leaf blowers and so forth so with that I also wanted to highlight our grant success over the last year and Lindsay can advance the next slide so over the last year we've really increased our receipt of grant funds in a really significant way so what this reflects is about a $1.4 million total in new grants that have come into the department and we found a bit of a sweet spot with grant applications between the $30,000 and about $500,000 range we've applied for a number of larger grants multi-million dollar grants but have not seen the level of success that we're hopeful for with those just yet but we've seen a lot more success a lot more effort and attention going toward grant applications over the last year and so we hope to continue to grow this but wanted to highlight the success over the last year and so again before we go to the next slide again just wanted to reflect on these both these accomplishments and fiscal year 22 but again the work and scope of operations within parks and recreation so we did a bit of a tour you saw some of our staff but again just big picture in parks and recreation we're maintaining about 1700 acres of parkland 170,000 square feet of facilities and again as we talked about with our mini parks tour really a key part of the one billion dollar annual tourism industry here in Santa Cruz so we'll talk about that a little bit more I'll shift it over to Lindsay to talk about our budget in more detail great thanks Tony so I'll take you guys through the dollars and cents of the FY23 budget and I'll start with some context the department context for how how we found our self-position going into the planning for FY23 so the past four fiscal years we've seen the department make over 1.5 million dollars in structural reductions for FY23 we were given a target of three just over 350 thousand dollars when we added in personnel increases that target grew to just over 620 thousand dollars that's a sobering amount considering the amount of structural reductions already made in past fiscal years it's really exemplified by the picture on the right in terms of the size of the bread has not changed but the amount of peanut butter that we have to work with is getting smaller and smaller so just to approach this as thoughtfully as we could we developed key budget principles and I'll just mention that if we had had to make 620 thousand dollars and change in strict expenditure reductions this year it would have been very hard for us to maintain these principles especially bullets number two and three so it's getting increasingly hard to make reductions that do not affect community and council high priorities it's also getting very hard for us to not impact areas of the department that actually generate revenue for the general fund so these are just a couple of complexities in our budget that we wanted to make you aware of so we didn't have to do that thankfully and we appreciate the flexibility extended to us this year to put forward a mix of both structural revenue increases just over 400 thousand dollars as well as about 200 thousand dollars in structural reductions I believe there's a 30 thousand dollar water reduction here that we're counting that was not counted and maybe the latest list of reductions you all received so just to note that we did shift that over to the wharf to address increased trash issues there but you can see how this folds across the department and more detailed breakdown is given here I'm not going to go into detail on each of these items I will talk about a few of them the first being our reduction to the sister cities budget so that budget started at 6500 we've brought it down to 3500 so it's a three thousand dollar reduction in the past few years we have made significant reductions to other partner budgets that help us produce events like the Japanese cultural fair what he's on the wharf so we're we've seen and have tried to help those groups find creative ways to bridge those gaps we see that happening which is encouraging and we're hoping that this is an opportunity for sister cities to work with their support group as well as the department to find creative ways to bridge this gap the next reductions that I'll talk about are in the recreation area so these first two are teen and youth temporary budget reductions these two areas will still run a full complement of programs however these reductions mean that we really don't have any margin for anything new we know this is a dynamic space we know this is a space that is really embraced by council we would like to be able to engage and partner on new things but we won't have that flexibility moving into FY 23 this also takes away any flexibility that we have had in the past for school schedule changes so say we need an extra week of camp because of a change in the school schedule we really won't have that flexibility to add that in so those are just some considerations for you all in terms of the impact of these reductions the next one that I'll talk about is the classes activity guide this our activity guide is well known in the community we send that out three times a year and we will try to kind of revamp how we do that in the coming fiscal year to really emphasize online as well as do a limited print run that will really leverage our partners so getting those print copies out to our city schools partners as well as library branches and other key access partners again this is one that you know we would love to try to do that re-engineering of how we deliver the activity guide and reinvest that money elsewhere in the department but this is a reduction that we're we're making the final one that I'll mention is the just under $20,000 reduction on the Harvey West pool and this will make it not feasible to run year-round operations at the pool given the increases in utilities water electricity chemicals it is becoming more difficult to run on the margin there this reduction would make that increasingly difficult even with this budget it is a stretch for staff to be able to cover that asset so that is one that will have an impact knowing that it is a priority of the department to pick back up the pool feasibility study and move that forward and what that will do is it will provide options for both investment in the facility and companion operating models that would allow us to understand how we operate the pool year-round in a cost and sustainable manner so that's kind of a broad overview of the reductions that we're putting forward so where does that leave us we will have a $16.9 million budget this year last year we had a $16.3 million budget but with our revenue increases the net impact to the city and the general fund will be less this year so that's a really good thing so really really strong revenue recovery we'll talk more about just how focused the department has been on cost recovery but I'll just cover real quickly the large portion of our budget is in personnel and we run above the national average for parks and recreation agencies in terms of the percentage spent on personnel we will be making some changes this year so we'll see some budget neutral changes in our administrative division that will increase flexibility and allow us to spread our workload a little more effectively and equitably of a cross staff we are aligning some administrative costs to the wharf and the big ask here is the addition of the full-time special events coordinator with the easing of the pandemic we are seeing a surge in registrations and reservations basically everything a request for events across the board so staff whose workloads were less during the pandemic are seeing their plate overflow us and as a consequence it's really really hard for them to absorb this at this point so this added capacity would be a huge huge help to the department if we turn to the gray piece of the budget which is our supplies and expenses capital outlay just want to focus on a few big pieces of this puzzle the first being where are the city's largest water customer so a water sewer and refuse makes up 1.5 million dollars of our budget we have been able to hold our water budget pretty even over the last five six years that's in large part due to conservation efforts we've been spearheading as a golf course so hats off to that team they've been doing a phenomenal job however given what you heard last night in the water department's budget presentation it's going to be increasingly difficult to do that so we're doubling down on water conservation system wide to try and hold this number in check but as you heard those annual increases are projected to be around 10 for the coming years so we're trying to get ahead of that and plan for that but it'll be hard to keep that in check. Sewer and refuse is another area I guess we've seen increased use of our park beaches and open spaces that trash has to get collected and that means increased cost to our department it also underscores a really interesting dynamic between our department and enterprise funds and so as rates go up there so does the need for general fund budget to cover those expenses in our budget. Another big boulder in our budget is our professional services I just want to call out that a big portion of this is spent on tree and vegetation management not nearly enough I'm hearing our park superintendent in my ear but still a good portion of this budget and another unique quality of this line item is the fact that about $350,000 is actually paid out with based on revenue that we take in so as we take in revenue for sports leagues we have to pay sports officials as we take in revenue for classes a percentage of that goes back to class instructors similarly with operators and so this is a fully cost recovered line item but it is a piece that does sit within professional services in our budget and then finally fleet is just under $400,000 of our supply and expense budget and wanted to mention about 25% of the fleet is now leased through enterprise fleet management a program run by public works the nice thing about that is that it provides us some flexibility moving into the out years to begin to electrify our fleet as those options become available and so we're very keenly focused on how we continue to support the city's climate goals so this slide is a lot I'm going to cover it at a high level but just want to put that high level budget a little more in context and give you some sense of how it sits in relation to the past for adopted budgets for the department so to focus on revenues first the green bars let's emphasize the fact that as I mentioned previously we're returning to pre-pandemic cost recovery levels which is awesome we'll be at 32% projected for the coming fiscal year and that's above the national cost recovery average for parks and recreation agencies and I'll also mention that we tend to overperform on revenues so this while it's a high estimate we're being conservative so we have big ambitions for the coming year if we focus on expenditures the lower half of this right hand side of the slide I just want to emphasize that you know if you look at 2019 we had 87.25 FTE $9.6 million in personnel expenses now fewer personnel are costing us more so just really emphasizing the increasing personnel costs and also that you know that doesn't include some of the positions that we have reduced from our budget so you know we're still operating without a construction specialist we're operating without part-time positions that are key for the civic auditorium further it doesn't incorporate how we address the fact that we've got a couple of non-competitive regular staff positions in our compliment our administrative assistant to and recreation supervisor positions were identified in the compensation study being non-competitive so how we figure that out in the midst of you know structural budget deficit challenges is tough but necessary turning to supplies and expenses I'll just emphasize that again in FY 19 we were operating with 6.5 million this year we're operating you know right at 6 million and we're doing that knowing that inflation is really magnifying the the impact of having to operate with a smaller supply budget so that's been the case over the last few years and with inflationary levels right now it's going to make spreading this peanut butter really challenging so just a little more context for you on the budget so I've been talking a lot about revenues and the reason we talk a lot about revenues in the parcel recreation department is because it feels like one of our only ways to address kind of these growing expenditures and make sure that we continue to maintain a cost recovery that basically protects us from any additional reductions so we know it's difficult to do that but we make our best effort and one great proof point of that is what we've seen at the golf course and so I really really want to emphasize the awesome work that's been done by our operator there just before the pandemic they brought in and kind of restructured fees there brought in dynamic pricing got the restaurant up and running and so FY 21 was the first year we saw full cost recovery there in ages we were many years ahead of schedule in the golf course operations plan and doing that and you know we're all kind of worried that that might you know might not sustain as the COVID pandemic bump wanes and we're really excited to share that it is sustaining and that as of quarter three we're still on track to have full cost recovery for this fiscal year which is great and that's due in large part to the combined focus and effort of our team working in close partnership with our operators up there so this is a great example of what we want to replicate in other revenue generating areas of the department one big priority for FY 23 is the civic auditorium you'll see some really wild swings and revenues and expenditures here in the civics data so they got hit really hard with reductions in FY 21 and 22 you'll see their revenues dipped really low in FY 21 when they were basically closed but they have rebounded and that team is so creative and scrappy supervisor Jesse Bond went out and got a small business administration grant of $300,000 to help address a drop in revenues they also because they were closed the first half of the year are now using a lot of that saved temporary staff budget in the back half of the year to load up on events and really drive revenues in the second half of the year so I think when we add in the additional revenue that they bring in through admissions tax on their tickets they would probably be at 100% right now so this gets another smiling face from us we like this trending in the right direction but for the civic team it's something they won't be able to sustain in FY 23 prominently because of the eliminated staffing positions and so they'll have to run a very streamlined set of events but that's something that we want to work with you all on and we really do want to bring and put together a plan and bring that back to you and how we would bring those positions back with event revenue that would help to offset that and really you know put them on a cost recovery trajectory that doesn't impact the general fund and serves as a benefit ultimately so that's a big focus for us these are some examples of where we're going to be working and how we'll want to be engaging with you all on some of these cost recovery journeys just to briefly cover the children's fund it's the first time the children's fund has been in our budget proposal we usually take this as an independent item and I'll just emphasize that in the last several years the fund has really been critical and a critical safety net for vulnerable children and families age ranges from the early ages to elementary to teens so during the course of you know the cdu fires and the pandemics you know making sure that there's access to early childhood care as well as scholarships for our programs has really been essential and we've been hearing that from families that have benefited from children's fund resources moving forward for fy 23 we'll plan to put forward the same type of distribution of the fy 21 audited cannabis business tax that is appropriated for the children's fund and we'll recommend that 50 go towards early childhood development as that has been done in the past and 50 to prevention and vulnerable use um so no changes here just that it's appearing um in this forum rather than as a standalone and with that i'm going to turn the presentation back over to director elia to bring us home right thank you so much lindsay all right i know we're a couple minutes over so i'll move quickly through these final slides here our fiscal year 2023 strategic themes i just wanted to highlight here uh and bring some context to the budget that we brought uh forth to the city manager and the city council here is really in line and reflective of our parks master plan so we get this question from time to time at the parks and recreation commission is how are we implementing the parks master plan that really starts through our budget and so what we've put before the council here is really reflective of these different uh goals and themes that are reflected in our master plan all right as we look ahead to fiscal year 23 again a few key topics a lot of these are geared toward public safety uh in parks we've talked a little bit about the bread as the scope of our work and the peanut butter meeting the resources and so very grateful uh that the council uh and really city is supporting uh more peanut butter in the in the realms of homelessness with the homeless response action plan sidewalk vending and senate bill 946 that we've been working on recently so very grateful that there's additional uh resources or peanut butter in those areas but definitely something to look forward to is a broader conversation with the police department with chief escalante and his team about public safety and enforcement in parks so a key theme that we'll look at in this upcoming fiscal year and likely beyond and then also as lindy alluded to with the children's fund focusing on equity and vulnerable youth and families um implementing the children's bill of rights uh and measure a as well so a few key themes and 23 our next slide please all right so what is needed so we'll continue this analogy to the very end uh the the peanut butter uh those resources are what are most uh critically needed so we've got a lot of bread we've got a large uh park system parks and recreation system in the city a lot of needs deferred maintenance from a capital improvement standpoint that we'll talk about in just a little bit in our cip portion of the budget presentations what's needed for fiscal year 23 and lindy alluded to this a little bit already so uh seeking budget approval uh for the requested personnel changes in additions uh our general fund cip investment into the parks and rec system the overall system um and then this continued focus and really the support from the council the support um across the city this this focus on strategic revenue generation and cost recovery so if we're talking about the war for we're talking about the civic auditorium or the golf course any of these things how do we work together uh to be strategic about revenue generation and making sure that we can sustain the world class amenities that we have throughout our park system i think with that i think that ends our presentation lindsay if you can advance to the last slide there and happy to answer any questions uh that the council may have so thank you very much for your time thank you director elliot and lindsay bass wonderful presentation thank you so much for the peanut butter analogy uh um so much is is uh being done in your department and um i appreciate the breakdown as well as the information in our uh budget binder um i know that we have um if you could just uh i have one question on um the reductions was that a total of 350 that you had um recommended was that the total no we put forward a mix of structural revenue increases that were just over 400 000 and then um about 200 000 in reductions that added up to that target okay the ability the flexibility to include structural revenues um was incredibly helpful this year this would be a very different conversation if that had had to have been just expenditures yes uh completely and i really applied your team for working with limited resources and um really keeping it keeping everything moving forward for our community i'm going to bring it out for questions uh and i will start with council member golder i don't need to go first every time the gas bag over here but i just wanted to say thank you to the parks and rec department for all of the collaboration like in my other role as principal it's been fabulous at the elementary school and i just want to express my appreciation and gratitude on behalf of the school community here at san jacuzzi schools um and that partnership has been phenomenal and i know we're planning on ramping up a little more next year and um i think it's a great way um you know to reach more of the community and i appreciate that so thank you and you did you barely touched on it but it really needs a huge shout out because it's a lot of work thank you that's all thank you council member brown thank you mayor thank you tony and lindsay for the overview uh this is it's always great to see the amazing the the visuals the photos and to hear about the the work that you do and you know just how creative and innovative you all get with the very very limited resources that you have um i have one question i have why have some comments i'd like to make and i have one question which now i'm not remembering so maybe i'll make my comments first oh um i know what so the interest so um on the on the goals for this year uh i it's great i love everything that i'm seeing and i'm um i'm gonna put in another plug for neary lagoon um and i'll talk about it later on the cip as well um but you know it's i see it come up in in lots of the presentations you know images of neary lagoon it was used by multiple departments today um aside from parks and rec and um and i know that there's um you know aging infrastructure there as well and the you know the walkways and and some of that work and and so i'm i'm just hoping that um i didn't see it as a goal i'd love to see it as a goal i know um that may be we may be looking at a year a couple of years out um on that but um just wanted to put in that plug about uh about neary lagoon and then i just i want to make a few comments now while we have a little bit of time to do that um so i um i'm gonna strongly advocate as we are considering our final budget adoption for no reductions to parks and rec this year i recognize that there's um needs across all of the departments and um so i don't really say this lightly um not just because you have some of the you know my favorite programs and and work that the city does in your department but um also because um we know that as you have you know when the really major cuts had to happen in the uh late 2000s uh that your department is really if i look at the and i don't have the exact numbers i was going to look those up and i just it takes a while to find them but i can see um that you know personnel wise he parks and rec has not recovered um to even close to the staffing levels that you had before the great recession and um so i think that um you know given where where you're at that um we ought to be fully funding what your your budget this year um and at a minimum i'd really like to see and this is partly for my colleagues um just to be thinking about um i want to say it now um i'd really like to see um at a minimum the proposed reductions to the youth uh temporary uh workers and and teen temporary program that's about $35,000 if i got that right um be restored uh those are i mean that's a critical program and as you said Lindsay it it it helps the um you know it helps you all be nimble around um needs that come up throughout the um year it certainly i i mean the way that you all stepped up during COVID to provide to help provide um additional uh resources for for children and for city workers families um it's you know it's just your ability to be able to do that is so critical and and i i want you to have a little bit of a cushion to be able to do that i also think it's critical that we provide those opportunities to youth um to teens for as as internships and um that that um you know extra help when it's needed um i also want to say a couple of things about the pool right now um uh councilmember Watkins and Myers and i as some of you know uh were on a subcommittee for uh to talk about how to um how to reopen the pool and um with members of the parks and rec commission and it was a great experience to have those conversations and learn about uh the both the operational needs but also the infrastructure needs there and it became so clear that the pool has really reached well beyond its useful life um and so that work to do that feasibility study which we learned about had been really successful with the harbor high pool project um seems really critical and i know that's um because you have had really limited administrative opacity um and you all are covering so many things um it just feels like having that funding available um and i think it was a 19.5 so about 20k cut for the pool which wasn't specifically for the feasibility study but um i'd like to see that funding restored as well um and not or not cut this year and to keep the pool open or help with the feasibility study whatever the the need um my most need is there and i really hope that we can consider making an additional contribution to that uh should uh you know once the the final picture on potential new revenues becomes clear um so and i absolutely support the events coordinator restoration thank you and thank you to uh folks at the city who are making that happen um so i yeah i just wanted to kind of lay those out those are real priorities for me it's you know when i look at the numbers of the particular asks i'm gonna make to um put back into the budget it's a little it's about $50,000 it's um maybe a little bit more than that um and i'm really hoping we can figure out a way to make that happen and um really my my bigger goal is to not cut your budget at all this year that's what i'd really like to see so um i'll leave it there for now um not not really questions but i i just want to really appreciate the work you all are doing and um you know how you deliver for our community and uh tourists as well um but you know the people who who rely on our services here thank you councilmember brown councilmember Cummings yeah tony lindsey just want to thank you all for all the hard work especially you know during the pandemic and now that we're coming out especially you know with everybody wanting to be outside more and being in groups can definitely understand the challenges that you all are facing and then tony also want to just give you and your team a lot of credit for being able to get the golf course to a point where it's actually you know recovering all its cost i know when i first got on council that was a big issue and um and it's just great to see that you all were able to work that out and we're seeing high demand there so you know um really being able to demonstrate how we can make the golf effective at generating revenues and um you know historically and to councilmember brown's point i know the parks department has taken a lot of cuts and we haven't seen um many of the positions that were cut or many of those cuts restored as we've seen in other departments and so given you know the high demand for parks and services i think it would make sense that you know we try to figure out a way to not cut the park's budget this year um as it was said in that presentation there's an increasingly high demand for parks and the services they provide and um you know there's an opportunity for us to again like you know by supporting them and them demonstrating that they're able to generate revenues i think it would make sense for us to try to really support them right now as their momentum is building and there's opportunities for for them to really um have programs that actually you know recover costs to generate revenue for the community and all the community benefits that come with everybody wanting to be outside so hope we can you know look at that i know there's departments in the past where um we haven't made cuts or reductions and so hopefully we can figure out a way to make it work for the parks department this year they deserve it thank you councilmember Cummings councilmember callentari johnson i'll echo my colleagues um sentiments thank you guys for the presentation and the incredible work you have um a lot of bread to cover and and as you said not enough peanut butter so um whatever we can do to help bring in the peanut butter i mean i i don't know how that would work but if we can um avoid cuts to your department i would be very much in support of that and in particular what what councilmember brown brought up around the youth programs and the teen programs um i don't need to say it to you all but upstream prevention ends up saving us a lot of money um in the larger societal context as as you all know um i did have a comment and a question about the children's fund it's it's really really exciting to see the outcomes the number of people that that served and the outcomes it's produced um trying to find my notes now around it so so fiscal year 21 was 211 thousand and that's before the 20 percent of measure a correct i just wanted to clarify that that's great and then is there a um estimated projection of what f y 22 will bring in because at that point the 20 will have gone in correct correct so f y 22 will be audited so halfway through f y 23 those funds will be available that will still be at the 12.5 percent rate but once we get all the way through f y 23 that'll be a full year at 20 so that'll be the first point in which we can um or we'll see the full effect of measure a we don't have an estimate at this point is that hard to we we have estimated what that amount could be given present cannabis business tax revenues and somewhere between three to 350 okay annually so that's something that we look forward to and um i think as measure a continues to be implemented and the oversight committee gets put in place you know thinking about um agreed upon outcomes that that fund can help drive um will will be a focus that and a conversation that will definitely want and be encouraged to engage in with um you and and other partners in that work great thank you thank you for um helping shepherd that process and and i see my colleague by smear Watkins isn't here but i do just want to acknowledge her leadership and and um bringing this to our our community and generating this source of revenue thanks for all your work thank you council member calentari johnson uh are there any other questions from council members at this time okay um and then then that concludes this department's presentation thank you so much and uh i will now call on bobby McGee interim finance director to give a presentation on the capital improvement programs budget thank you again mayor and uh good afternoon members uh of the council welcome thank you righty so um the next item before you is the capital investment program um this powerpoint presentation includes a number of different departments as well as i'll provide an overview so um i i'll just keep sharing my screen and ask the departments to let me know when they're ready to move forward in the in the slides so on the agenda is the uh 2023 proposed cip and then the general fund top cip projects uh as listed by department and then the departments have some individual items that they would like to discuss so the cip budget uh as it stands right now um includes 123 million dollars as you can see on this graph here most of that is in public works and the water department uh with the remainder of that spread among other departments the unfunded cip by department totals about 365 million dollars as you heard me say yesterday that includes about 70 percent in public works as well as a very large chunk of uh known cip unfunded needs and parks and recreation and so when we were putting this together we created a priority list that included several different criterias we went over this being fiscal sustainability the location the project location and also the infrastructure so items such as what condition is the asset currently in um project readiness is it shovel ready um uh and other types of criteria that you can see listed here so the top recommended cip projects for this year um as i mentioned yesterday there's five million dollars that is programmed into this budget and these are all of the priority projects that were identified um as part of this process in working with all of the departments and so you'll hear a lot more about these as we move on okay and with that i will uh ask the public works department if uh they're ready to start their discussion yes uh good afternoon council members mayor uh nathan wen and the assistant director of public work slash city engineer and i will presenting the uh five-year capital investment program um this first slide is kind of giving you an overview uh of our projects and public works you know roughly we have over 100 projects that we have in our cip um roughly estimating about 180 million dollars and about 60 million of that is grant funded or through uh accepted their fees many of our projects um as you'll see um our experience our multi-year um we do we are able to knock out some projects in the current year once we get them but many of them are long-range efforts and so uh do you require kind of a again a long-range view of them the 10 categories that's uh public works manages are listed right there um gas tax rto and roads um etc um so we do have a lot of different funds uh as you can imagine public works um overseas and has a lot of different functions within the city so from um you know managing streets collections wastewater refuse the parking the funding sources are also widely distributed um i think the lead mark director mentioned some of them earlier you know we have our gas tax sp ones funds that help our roadway reconstruction um traffic impact fees from development uh projects um of course there's assistance from the general fund but then we also have some tax measures there too as well measure d um h and e as well um some deficiency fees we also collect um uh permit parking fees parking and loo fees the parking deficiencies that have actually been converted more of the parking and loo and then of course we have our meter collections uh the cip that was a part of the packet and presented to you guys was presented to the transportation public works commission back on march 21st and uh they recommended me uh approving the administrative draft at that time i could advance above it okay so um as far as our capital investment program this slide essentially highlights some of the most current and significant projects that we have underway you know on the left side you can see there the uh projects that we have under construction so uh storm drain and paving uh improvements that's about a 2.5 million dollar project that was recently awarded to granite rock you'll you'll see the rehabilitation of chestnut um which will include uh replacing i think upwards of 30 curb ramps some pedestrian crossing improvements will be also be associated with that um you know the the project was predicated on you know some failures that we had because of a shallow storm drain um system that we have and so we're using some innovative technique there to do some dual pipes um before that shallow piping um mark also mentioned earlier rail trail segment seven phase two we're very excited we made that award uh just a week ago to anderson pacific it's a about 11 million dollar project and that will extend you know the rail trail from bay california um around the wastewater treatment plant behind the raw raw bronco park to pacific avenue uh roundabout marie street bridge seismic retrograde project you know that's a large project that's um been on our books for quite some time you know that's roughly i think the latest testament is going to be close to 30 million that project will come to you guys actually later uh at the next council meeting but again that is a project uh really a requirement are and to upgrade that that bridge and will include some you know increased with bike lanes and a nicer pedestrian facility on that ocean side um next up we have a parking access revenue control system uh that's the parks upgrade we've been working on that one for quite some time um excited that we're we're getting closer to doing a site acceptance test for this new parking equipment we have it in the riverfront garage as well as the soquel garage uh if successful uh this upcoming month um we'll be looking at expanding it to the soquel garage and out on the wharf uh what's exciting about that too is the back end uh software you know where we're hoping to modernize our permitting system where people can go online to renew the parking permits and kind of expand our capabilities for things like residential parking permits overnight permits etc so it's a great project the resource recovery facility um landfill cell 3b that's a large project um you know so i think it's close to five million dollars and that again extends the life of our our landfill very exciting to see that when i get near to completion the sentiments of riverwalk live project um that is under construction right now um you've probably seen some of the light poles out there um the poles gotten finished in san lorenzo park which we're excited there has been a supply chain issued so um we are waiting i think it's going to be we're looking at july now as far as a completion date for the riverwalk lighting again that's between um barter street and highway one along the riverwalk both on the east and west side the san lorenzo river culvert project again another great exciting project that we're all looking forward to that's roughly the two and a half uh three million dollar project um we are expecting to start on july 5th um with completion in october it is contingent on receiving a couple grants and most importantly one from the army corps which we hope we get any day now uh state route highway one um intersection improvements that project is uh continuing um you know we're excited to see the islands in place couple of the corners of like they're getting closer to being completed uh that that project is looking like though it's going to be pushed up as to a september completion you know that project is roughly six million dollars and a lot of that was paid through a couple different various grants stip and as well as our traffic impact fee program the trevathen storm drain and sewer project uh that project is wrapping up uh quite rapidly uh we should have some final paving i believe this week or next week followed by some finished final striping again that uh alleviated some of the flooding that has been happening for quite some time uh along trevathen and it really is the phase project so this is kind of the first phase and as we look to uh continue to rehab or upgrade the storm drain and sewer system on trevathen um those will be some future projects to come uh let's see west cliff um storm drain uh west cliff drive storm damage repair project you may have seen that one that's definitely a high profile project just given its uh location over by chico uh that's moving forward quite well um a rebirth construction is working on the grade beam out there we had our public works week um uh lunch presentations out there and it was deemed a success and we're excited to get that one hopefully buttoned up uh sometime in july is what we're aiming for uh wastewater treatment facility title 22 water um this is a great project that we're working with the so-called creek water district um again and recycling some of the water that we have um using it reusing it back on site replacing some of our filtration system leave this project that's currently under construction is going to be able to handle upwards of 300,000 gallons a day half of that water will be reused on site and then we are looking and working with um you know the water department and regional transportation commission about a potential future recycled water bulk station maybe somewhere on bank california so those are the major projects we have that are under construction and i'll go through the projects that we have in design um i'll try to go through these a little more quickly here so the city arterial collector streets a paving program um you know we're looking at a few different uh streets to to repave in this upcoming uh year um including ocean street and bay street um potentially san lorenzo avenue and riverside council if you guys approve you know some additional general funding for that uh we have the cms upgrade you know this has been a big project multi departmental it's going to really help streamline some of our processes to to maintain our equipment and we are in process of getting in contract with the highest ranked vendor on that project the downtown intersection uh two-way left turn improvement project is an exciting one you know and this is this project was created in response to all the development that we are seeing now on front street so this includes the three intersections at front and laurel front and calf cart and front and so cal so taking a real fresh look at doing intersection improvements and removing some of that or most of that parking out there to accommodate a two-way left turn lane for the i want to say close to two thousand units you know that we're that will be coming online in in the future um rail trail segments eight and nine um that is currently under design right now i expect a uh an eir to come back to you guys to the public later this summer early fall we're really excited about getting closer to getting some final plans and specs sometime next spring and we are applying for some construction funding atp active transportation cycle six grants uh and that kind of goes from warf all the way the warf round about to 17th avenue and we are in working partnership with the county and rtc on that uh pobunet creek sedimentation removal you know that's an important project we had some flooding a few years ago um over by kind of club a club golf club drive in that area right there was a code violation that we're working through with the adjacent property owner but we are working towards getting some good that sedimentation removal initial work assessment done and then looking for a longer term plan for some engineered solutions sewer system improvements that's something we always are constantly work on year and year out we this year we're looking at lining some manholes um as well as uh doing to extend some of the life of the manholes as well as some of the pipeline we have a storm pump station number one uh rehabilitation this is this is very critical infrastructure this is the pump station over by front and uh laurel uh that keeps the downtown from flooding so um the pump station is it's very old the pipes are very shallow we have an rfq out right now to hire consulted to help redesign that pump station and and may get included with the downtown expansion plan that the planning department is also working in um let's see the last two out wastewater treatment facility electrical system this is another large project that we have we currently have a consultant on board helping us redesign or really modernize the electrical system that we have our treatment facility um it is roughly going to be about a 20 million dollar project so it's quite large again that some of the system electrical components are antiquated and just are no longer supported so that's that's a big one for us um and back in 2019 we did a facility you know equipment study um and you know in that study we had identified roughly at least 15 million dollars worth of projects or or equipment that also needs to be upgraded beyond the electrical system so we are working on um getting hiring another consultant team to help us design and construct um some of those improvements at the wastewater treatment facility and that will be likely a you know five-year plus program as we um work to upgrade that the equipment out there and then the last two items or projects that are listed there are the only two new projects that are being proposed in the public works a capital investment program and the first one there is a bay drive protective bike lane and pet path and that came out out of the request of the transportation public works commission and we're excited about that would remove a northbound lane uh between uh escalona and iowa and allow for a uh protected bike lane as well as a two-way pedestrian path and then a southbound lane uh would be converted to a protected bike lane and then the last one there is escalona storm drain pipe replacement we'd actually did some initial work um completed i think it was this last fall to help alleviate that this this is kind of the extension of of that escalona culvert which would require some right away and a retaining wall and and is added in our CIP program um bobby next slide please okay and this is my final slide it's our final slide to show you here um is the capital investment program the unfunded projects um and as bobby mentioned earlier and we've mentioned in previous budget cycles is that we have a large living uh list of unfunded projects over 300 million dollars worth um you know a lot of that stuff lives in the active transportation program a lot of it is just missing sidewalk and curb ramps and and storm drain projects that we just there is no funding dedicated for um what we have shown here is the listed uh projects that are um in order of significance that we're seeking for general funds to help plug in you know the first one there that you see is the west cliff drive stabilization and this has to do with some of the uh you know uh king ties that we've had over the several years that have started moving some of the um you know large rock down to the bottom we're we're looking at two locations i think near word grow one location near flumbia or we can place some of that in more replace some of that engineered rock to make sure that our path stay stable out there the second one there we have is the ocean street reconstruction and paving project shows two million we were fortunate to be awarded actually a one million dollar stip grant recently so we are requesting about one million dollars to help complete the ocean street reconstruction paving project again that project you've driven on ocean street it is pretty deep up we are hoping to kind of revitalize that entrance to the city of asianica is with that project the third project we have there uh you know public facilities energy saves them maintenance um that's kind of a little bit of a catchall with our public facilities projects you know we're requesting 200 000 from general fund to really focus on rehabilitating the restaurants outside the council chambers so if you've seen some of those restaurants there the flooring is actually uh there's actually a basement there and the flooring is actually starting to um uh deteriorate and so we need to really put some money to rehab those restrooms san lorenzo boulevard east cliff paving project if you've driven on san lorenzo between ocean and riverside that whole are all the way out to laurel street that whole roadway is really beat up and that actually has to kind of do with the uh shoaling that happens on the san lorenzo river mouth as we know the bad water backs up along the river and really just puts it destroys the base uh if you mean it exists over on san lorenzo and so we're hoping after the culvert goes in that this paving project that can also be done to you know extend the life of that roadway um riverside reconstruction and paving now this project came out of um our underground uh riverside utility project i think back in 2016 or 17 unfortunately it was a large expensive project to underground all the utilities um and we weren't able to award that project but the street itself on riverside is still really really in poor shape um with the development of the marriott hotel getting near completion uh we felt that it's time to bring this back uh closer to try to revitalize repave that um entire street and do some you know uh bike and pedestrian improvements as well uh six the civic city hall civic parking lot reconstruction and paving roughly two three hundred and twenty thousand so that's the uh you know parking lot um that leads to fire station one behind the civic um that is a concrete uh driveway street and it is really beat up and you know uh we definitely just want to reduce liability similar to what we're doing behind the parks and rec building later this year uh bay street reconstruction paving uh you may have seen all that work that was happening with pgne be paying their or redoing their gas line on bay street that street too is also a very very poor condition we're excited about that one about how that street connects from the rail trails bay view elementary to ucsc a lot of multimodal use uh on that uh length of street so we'd like to see if we could get some additional funds to help uh repave that street um number eight i mentioned earlier that's the new project escalator storage pipe replacement so that's about half that funding we're searching for now item nine a warf roundabout bike lane this place came out of um the idea of doing a mitigation for uh you know we've had a lot of concerns and and and comments over the years with uh bikes being able to travel northbound on pacific through the roundabout that it's a bit of a challenge we've added striping it's an additional signage over the years but what we're really looking at is trying to do is um add a bike lane uh which would require obtaining some right away and redoing some of the curb better than sidewalk out there so um you put that on there and then 10 i mentioned this earlier about the citywide sidewalk and curb graphs you know that's human is really kind of uh kind of a again an initial step to kind of pick the most critical locations in our city we probably have roughly over 25 million dollars worth of side missing sidewalk and curb ramps um and then you can go do a lot of our different neighborhoods and we still don't have a lot of ADA compliant uh curb ramps outdoor no curb ramps at all and so we are looking and we've we've had requests from different neighborhoods as requesting sidewalk facilities and so this would help help move that needle as far as thinking that those facilities in place um so cal pine storm drain improvements this one's been on our books for a while as well but uh you know if you've uh when it did rain pretty intensely um we had a lot of flooding that happened on so cal in front of the kind of the whole foods parking lot right in that area all that parking is no longer usable in a good storm we do have a design in place so it is essentially shovel ready um and requires tying into the existing storm drain or adding storm drain system along pine street and then lastly we have there is a branch 40 creek channel repair uh roughly three million now potentially more we need to do some more analysis with regards to that and um any funding that we put towards that is going to be a multi-year effort uh that's also going to be uh includes some fish and channel repairs as well um again that that three million that uh we want some starter funding to kind of get us towards that goal uh repairing that and with that that completes the public board of c.i.p. uh do we're doing questions at the end there bobby or i happy to take questions now if the council would like to or we can certainly save them to to the end whatever the council would prefer okay i see a couple of hands up i'm happy to answer questions now um uh let's see uh that means i think i see there yeah thanks for the presentation um i guess one of my questions is you know we we get requests all the time from people in the community about you know for example um speed bumps in certain neighborhoods and sidewalk repairs and so i'm just wondering um like how do people get kind of repairs or what's the prioritization process for people being able to you know get some of these needs addressed around roads and road repair and and road safety yeah thank you for the question there council member comings the most oftentimes i would say that if we are looking at simple repairs you know that are hazards you know we do have the um online portal i think that chris you know response system to create work orders for our operations that have to do some immediate fixes but for things like traffic calming devices or a really traffic calming system you know those kind of comments we try to put towards um our active transportation plan and our local local roadway safety plan developing um projects that can be incorporated into those plans because that is how we um we use those plans to identify funding sources go out for grants and then really program our workload as far as staffing being able to um you know actually generate designs and a bit of a project and things of that nature so you know we we try to focus um the you know the public's requests towards revitalizing those plans when those when those come to before commissions and councils so that that helps staff prioritize um you know the different types of treatments and different streets in the city great and then a follow-up to that i'm just wondering um when the construction of the marriott off riverside and lebrant finishes um is that road going to be repaired i know they're doing a lot of you know they're pouring a lot of concrete for the sidewalks over there but that road's been pretty torn up from all the heavy trucks coming through to build that building that's been going on for a really long time so i'm just wondering what if that's on the list of roads for repair yeah again thank you for the question then councilman comings it is on the list of our unfunded list at the moment so that is project number four that we've listed our number five the riverside avenue reconstruction it's roughly estimated about a million dollars that we're requesting um it and we are cognizant of the fact that marriott is opening and so um you know we want to be able to try to tie it in with that sooner rather than later getting the road rehabilitated um as that again is an entrance to the boardwalk in the you know the whole beach class neighborhood great and then my last question because this came up um i received a complaint a couple days ago um regarding sidewalks and just wondering if you all can speak to you know it sounds like how sidewalks in front of residential properties are the responsibility of the property owner yet it's something that provides a public good and so some people would say you know if the member if that's open to the public and it's not private property why is the city not responsible for paying for that and just wondering if you could speak to that um sure yeah thank you again for that question it's a great question we do receive it a lot in public works um the state the state law or state recognizes the burden at which the cost of putting sidewalks onto local agencies it was too great and so uh there is a state law that essentially allows agencies to um you know put the onus or viability and responsibility of sidewalk repairs and so forth on the adjacent property owner and most if not most local agencies in the state of california essentially have adopted that law including us and so it essentially again states that um the responsibility of the repair of the sidewalk or and kerman gutter is put on the adjacent property owner but we do uh you know through the public works department here we do work tirelessly to try to get grants active transportation program grants highway safety improvement grants to help install those sidewalks that are again in the public right away but then ultimately become the responsibility of the adjacent property owner and is there anywhere people can go to get that information on how they could receive some funding from those grants um the let's see online we do have that information with regards to the responsibility of the sidewalk the grants themselves the granting agencies are typically awarding to local agencies not necessarily to individual homeowners so they can't apply for that through the city not typically now but thank you as well my question i might add actually that um sometimes their insurance their homeowners insurance may help them out because it does remove a liability if somebody trips and falls and on that sidewalk they can sue that property owner so there is an interest there thanks thank you uh councilmember bolder mine is actually kind of a follow-up to councilmember comings but it was um in that during during the pandemic i noticed a lot of people out and about on west cliff and then i got um complaints about uh bikes versus pedestrians versus you know all that and one thing i noticed um i just walked on the other side of west cliff the house side and there was only maybe 15 less than 20 i don't know exactly it's been a couple years since i counted houses on that side that did not have sidewalks but i think if there's any opportunity to and i understand one question is at one point does the property owner have to put the sidewalk in so because is it is there you know a point does that make sense yeah a great question we commonly get that one as well thank you for the question there golder there's councilmember golder uh typically uh when a property owner comes into redevelop their property and it's over 500 square feet it triggers a public improvement requirement and that's most often a sidewalk and or maybe a street light or a curb ramp depending on if you live on the corner uh of a street there and so that's typically the most common way that you'd see a property owner install sidewalk on their own is when there's a redevelopment that happens or remodel that they decided to move forward with and then there's a public improvement that's included with that um we as staff we do work again as i mentioned earlier about applying for grants and you're trying to score grants that are um you know say across the school grants uh there's after transportation grants that you know lead towards you know um commercial and uh recreational facilities you know those tend to score a little better or of course uh neighborhoods that are more in a disadvantaged community that also comes to support better on these grants and so we do try to do sidewalk infill projects we've been successful but um um yeah it is it is an ongoing challenge that we have uh in public works is is there any other is that is that because i mean a lot of the houses already done they're pretty large like is there any other requirements like you know any other permits or other things that one would want where it would trigger um the need for putting that is there is there something we can do to to to kind of think about you know the strategically about what streets people are generally walking on yeah yeah i think that's that's a part of our policies in any way to to um facilitate that um i think that's that would be incorporated with our active transportation plan and we did complete our ATP plan back in 2017 with a lot of neighborhood outreach back in 2015 and 16 and we are trying to revamp that or take a fresh look at the ATP plan and actually we're hoping to again take a look at some of these sidewalk infill projects and see how we can really prioritize them in certain neighborhoods um so that is it is a plan that we have in place and we do look at some of the missing locations for sidewalk and bike lanes and those type of facilities um but taking a fresh look at that plan will help us reprioritize where to you know look for money funding for those type of improvements thank you very much um i don't see any other hands up so i will pass it on to parks and rec thank you so much uh nathan for all that information and presentation okay uh ready for parks and rec all right thank you mayor uh thanks bobby for advancing the slide there all right so just a brief um summary of some of our capital improvement accomplishments uh from the last year and bob you can yeah this is what we'll look forward to to fiscal year 23 so yeah either either slide in that last photo that you saw that was a photo of central park some capital investments that we made at central park if you haven't heard of central park it's a tiny little park over near san lorenzo park um but it means the world to that neighborhood in that community so we were able to make some investments there the iconic um merry-go-round there in the background was able to stay um but uh a really fun day there at central park um overall we made uh over three hundred thousand dollars in capital improvement uh investment throughout parks and recreation and fiscal year 22 um one other project that i wanted to just highlight uh quickly this is not an accomplishment from a 22 fiscal year 2022 uh but we'll uh uh go underway soon and it was a question that councilmember brown uh had during our operational budget a discussion and that's related to neary lagoon so neary lagoon we are working with public works um on that we received a grant for 200 000 dollars from the state of california parks department matched by the wastewater utility of public works so a 200 000 dollar investment uh from public works and 200 200 000 dollar investment from the state to invest in the floating walkway uh about uh 440 linear feet uh of floating walkway over at neary lagoon so that project will get underway uh really soon so um just a very quick snapshot on some of the cip projects last year um and one that is really in the works over at neary lagoon so as we look uh at fiscal year 2023 uh here is a summary of the parks and recreation department's capital improvement allocation requests so two uh different sort of buckets here so on the left hand side of the screen uh this represents our quimby and park facilities tax uh fund source so these are impact fees um based on uh essentially based on new development and so this is the primary source of our capital investment uh fund for parks and recreation so it's a relatively small amount but this is where we draw from typically year over year to find funds to invest into the park system so um a number of items here that we're planning to invest in or hoping to invest in in fiscal year 2023 with council appropriation of the budget um a theme in both of these both quimby uh and park tax and then the general fund cip really the way that we've thought about all of our capital improvement requests this year have been rooted in three themes so one is safety uh second is stewardship and third is investment into operations that are going to create a revenue generation opportunity so we talked about this during our operations budget but we want to invest in things that can generate that revenue from a sustainability standpoint so we'll talk about those um couple that I just wanted to highlight on the quimby and park tax table on the left hand side of the page again in the spirit of stewardship the golf course water conservation investing in modernized infrastructure there to make sure that we can serve as much water as we possibly can up at the golf course knowing that uh water is obviously scarce resource and becoming more expensive um it is a huge portion almost 10 percent of our overall budget parks and recreation so an investment there is really wise water wise environment wise um and financially wise um the last item the cip system condition assessment what this is is we uh we really don't have a strong understanding frankly of our capital improvement needs across parks and recreation we know that there are a lot of needs but we've not done an assessment um with architects and engineers and other experts to really understand what are the the needs how much deferred maintenance do we have and what is that value so to really help the city council finance department to help parks and recreation understand what those needs are we're proposing a system condition assessment that we would do across the parks and rec system to understand really what's needed from a capital investment standpoint the the next slide and you can keep it on this one Bobby but the next slide I'll show you we estimate that it's about a 70 million dollar price tag in terms of deferred maintenance but that system condition assessment will really illuminate what those needs are so that would be an investment um in that respect I'm happy to answer any other questions uh on these certainly the council members may have on the right hand side of the page this is our general fund capital improvement uh request for 2023 um this frankly is not a source of funding uh that parks and rec has really been able to leverage over the past decade or more um with the exception of emergency projects that come up uh where we have needed general fund uh emergency investment uh dollars so the items here uh we're just very grateful to have the opportunity to be on this on this list uh for items um uh to invest in through parks and recreation funded by the general fund so just quickly first one that we have on here is related to downtown recovery infrastructure site beautification safety improvements this is one of the city council's priorities as it's set through the re-envisioned Santa Cruz platform and really would allow us to to kind of build upon or enable the downtown design standards project that is currently underway so a real investment into our downtown the second item that's on here this is in that safety theme so it's our parks operations maintenance yard our parks yard is at harvey west park where we have our um a parks operation housed and we have a failing roof and a leaky roof over there so this would be a proposal to fix the roof in our um maintenance yard over harvey west the next uh item is related to an investment in an area where we can generate some significant revenue uh potential um this is the disc golf course at dale aviega park this is a proposed investment in the infrastructure needed um and updates needed for a paid-to-play model at the disc golf course so we host uh the city host between 40 and 50 thousand rounds of disc golf at dale aviega per year it's a top 10 uh world ranked disc golf course um and we've worked with the disc golf club and had conversations about what this might look like in terms of charging a really nominal amount maybe five or ten dollars uh a round of disc golf but that would generate significant revenue for the city um but that would be enabled really only buy an investment into the infrastructure needed uh to to enable that uh paid-to-play model last item on here is the structural and safety related projects at the driving range so this is in that uh really two categories the category of safety and then the category of uh revenue generation as well so the driving range is part of the golf course um a portfolio overall seen a lot of success there the past couple years the driving range uh is an old facility and in the past year has uh physically collapsed uh so we've had to prop up a portion of the driving range the driving range also serves as our cart barn where golf carts are parked so we've patched that together but the driving range really needs some serious investment um in terms of stabilizing the facility uh making it ada accessible um and making sure that that part of the golf course portfolio is really successful um we were working with our operator and we were losing somewhere in the ballpark of ten thousand dollars or so per month uh in revenue losing that while the the driving range uh was closed because of the the collapse so this would allow us to invest um in that uh aspect of the golf course at the bottom of the screen here and we'll talk about this more with the city council uh at the end of June on a separate topic but related to the uh Poganette lower meadow remediation and the homeless garden project so more to come here but this is something that we have not included on our fiscal year 2023 budget but it's something uh looming out on the horizon that we anticipate the lower meadow contamination this is uh lead contaminants from historic skeet shooting on the park that let the remediation will be in the ballpark of somewhere between two and six million dollars we anticipate but we're getting final numbers on that we'll bring that back to the council in late June and have a better sense of what that might cost and for some context we are hopeful um and really anticipate pursuing state grants to fund that so hopeful that we don't have to absorb that within the city's uh general fund um or other capital improvement budgets so more to come on that all right so the next slide is just the uh our estimate on the capital improvement uh really our deficit our unfunded budget which we we estimated 70 million but that facility assessment uh will allow us to really evaluate uh conditions facilities parks and get a better handle on what that number is and then hopefully as part of the long-range financial plan build a real capital improvement uh strategy or plan how do we fund this how to and what is that amount how do we prioritize these things um over the next five ten uh plus years right so with that uh happy to answer any questions uh Lindsey Bass is still here and then also our park superintendent Travis Beck is here to answer any questions as well so thank you thank you director Elliott uh do any council members have questions on the CIP presentation for Parks and Rock okay all right thank you so much thank you and now economic development and housing thing afternoon mayor brunner and members of the council good to see you again um I have just a few short slides and um I'll just start out by saying our funding for our department for CIP is all non-general funds so we have grant funding um some of it I went over earlier um in earlier today's presentation from economic development administration epic grant infill and infrastructure grant affordable housing sustainable communities grant some of these are not yet budgeted because we don't have those grant agreements yet and haven't received those funds but they have been awarded um we also have funding and I'll go over that um in a couple slides from our affordable housing trust fund and that includes deposits that we were awarded through the state hcd local housing trust fund match and the permanent local housing support we also have economic development trust fund um funding for our CIP and then um we do have some redevelopment agency bonds um that are um specifically for projects that were in our last approved um infrastructure plan for redevelopment that we still are moving forward on next slide um the first project is pack station north that I just want to briefly say is an rcip we do have budgeted this year and this is for incoming grants that we've received for pack station north 7.7 million almost 7.8 million this is for the 94 unit affordable project a new metro center downtown it also includes roughly 8 000 square feet of commercial retail um retail along the bottom of pacific avenue where the metro is now and then some office space above and it does include a green roof um and uh specifically on this project we have uh three million of that seven million three million is in home funding and the balance of that uh about 4.8 million is um from our affordable housing trust fund and that includes our awarded hcd local housing trust fund match funding next slide and then our next project um that we have funding for this year is the downtown library affordable housing project um we do have a total between last year and this year uh 3.9 million um that is set aside uh earmarked for this project through the state hcd local housing trust fund match that's in our affordable housing trust fund so that's the 3.9 at the top um and additionally we do have uh 500 000 in measure s funding funded uh specifically for the library portion of the budget we do track all that separately um for next year and then some in the ed housing trust as well next slide um additionally this year we've been working um per council direction with the farmers market on developing the permanent home for them on lot seven and so we've been working um with the original architect this is group four um to revise the drawings and we've also been having conversations with uh swinson and uh the llc that owns the parking lot behind the um new seasons and specifically about being able to combine some of their parking area with ours on market days so we've been having some really interesting discussions around that um but looking at uh what we have currently budgeted we're asking to budget an additional 500 000 from our economic development trust fund so that we have what we feel like is sufficient funding to be able to do the permanent structure component of the project which is down um scaled a little bit based on feedback from the farmers market leadership on what they want for sort of a year round structure on that lot so more to come on that we will be coming forward to council fairly soon we're hoping to go to the farmers market board um in late june with some preliminary drawings and if they um approve those feel give us some good feedback we'll come to council and present those to you as as well uh next slide then um finally um we have an rcip for this year is um some additional funding to supplement the uh 620 000 economic development administration grant we received last um prior year it wasn't quite last year i think it was a year before um and then we also have um in a prior year budget 154 000 budgeted um from our redevelopment bond so this additional funding is just to make sure we have enough funding um anticipated um we it's out to bid right now um to actually replace the pilings underneath uh underneath this area on the wharf so that we can build and do a new project there going forward uh next slide for the breakdown of our funding sources as i said all non-general fund is the majority of it is our affordable housing trust fund that's why you see our affordable housing projects we do have some for some of the related infrastructure um out of the ed trust fund um also affordable housing sources HUD and home funding um that 500 000 i mentioned other measure S funds um as well as just 2 percent overall um from the city's public trust fund for the wharf next slide i guess that's it any any questions doesn't look like it okay we're good thank you so much thank you bye bye all right welcome chief odie hello mayor brunner council thanks for having me back again um just going to cover um sort of a brief overview of our five year sort of verbally um asks for um cip but more specifically what our fiscal year 23 unfunded requests will be a next slide um so again prior to going into this slide i just wanted to point out that over the next five years um there will be sort of a heavy ask from the fire department um in terms of uh cip requests and they're primarily infrastructure specifically facilities and apparatus the facilities include and you see it's in the in our fiscal year 23 ask um some some you know minor improvements but all the way up to and including um some fire station replacements as well as additional facilities like the training center um which would be an ask um you know in future years in addition to uh facilities we're also going to be like you see in this year's request um fire apparatus um when i came on i inherited a pretty robust um apparatus replacement plan but unfortunately it had been paused um and sort of set back a few years and so i sort of dusted it off and really trying to accelerate that process um because we in terms of our fleet we're ailing i'm keeping it together with bailing duct tape and popsicle sticks um we currently have every reserve apparatus um in service as we speak and our ladder truck which i'm requesting this year um is out of service for the fourth time in two weeks and um i'll talk more about the importance of the ladder truck to our city as well as the entire county but again these are just to sort of paint the picture for the next five years what the fire department is requesting from council and the community as a whole in terms of what we need to make sure we can do our job safely and effectively um so moving on to this year's asks um for um unfunded cip requests again primarily from the general fund um first and foremost is our heart smart station station alerting system um for those that have been by a fire station um it's basically just a speaker in the ceiling that goes off it's extremely loud um there is no gradual um it's basically it's rude to put it at best um that's what we've lived with for for decades um but basically along with how it presents itself and alerts us to calls um we need to upgrade to the 21st century um this is something other departments in the county are doing as well but most importantly i think is um you know there is a health and wellness component associated with this um new station alerting system um it's tied to through a number of different studies reducing job related cancer cardiac issues which are obviously very prevalent in the fire service um as well as mental health issues and career suicide which is a big risk for public safety as a whole in 2018 the world health organization designated shift work and the related sleep disorders as probable carcinogens um and again sleep deprivation can increase suicides by 40% and this is due to the abrupt uh lights and loud alarms that cause the sudden heart rate increased and lead to cardiac and physiological um spiral they call it um so really there is a solution that we've identified um again we're partnering with other local agencies um because we work with our netcom dispatching center they have to be incorporated into this process and so we're asking for 150,000 from the general fund to um integrate and install this brand new system so that we can again be more effective and efficient in serving the community but also take care of our workforce and obviously reduce workers comp and disability claims in the future secondarily we're making a request for fire station number two it was actually in the plans 20 years ago when we had a bottom measure to improve fire stations around the city fire station number two itself actually had no structural upgrades whatsoever it was basically a new carpet and new paint um in the middle in the last about 10 years we did have a 88 bathroom upgrade which was required and needed but one thing that was in that plan 20 years ago was a separate fitness room for um firefighters to maintain their health and wellness as well as a place to store equipment um and that never actually came to fruition and um I don't know if anybody has visited fire station number two but it was built in 1947 and we have effectively outgrown that facility both as the people that live there but the equipment that resides and right now we have firefighters that work out in the same room as two pieces of equipment that are diesel uh motor equipment and so as you can imagine there is the health risk right there and so it's it's something that I've highlighted and I think really needs to be taken care of ASAP third on there actually I'm going to skip over that because I have a slight dedicated to the ladder truck and I'll just skim over these last three really quick but we need a new generator for fire station number three obviously we need to meet the electrical needs for the fire station during power safety shutdowns any outages and also need to meet the electrical requirements and demands of our scba our air bottles that's where we fill them up for the whole entire department and it's very common that when we are in generator power we actually trip breakers and are not able to fill those bottles so that is an upgrade that's needed um obviously for day-to-day operations but for any um you know potential disaster in the future um a butler building at station number three for 26 500 really this is to protect our investment and our apparatus that we currently have and we'll be getting in the future it's basically a metal skinned structure that will be in addition to the facilities that are on site there to protect again the apparatus and equipment that we have because again storage um like many other departments and many people is at a premium and so we need another place to actually store our equipment and protect the city's investment um and last is just sort of something that again wasn't done um years ago and station upgrades and that's just a sewer line clean out for fire station number three on the west side for 45 000 um so next slide sorry that's just there we go um this one here i just want to dedicate some more time because it's extremely important um for a variety of reasons um we're asking um from the general fund 1.5 million dollars for a ladder truck very similar to the one that you see in this photo that was bought 10 years ago our current ladder truck like i just said is over 10 years old and per the national fire protection association is recommended to be put in reserve status um and then consequently uh 10 years after that it's supposed to be retired there's some other factors that are considered but um as i pointed out earlier in this presentation our current ladder truck has been out of service um after being repaired two weeks ago uh four additional times and the most recent was this morning where we had to put a reserve um which is only 75 feet not 100 feet and for those that might think that's trivial um this this ladder gets us not only to the roofs of a number of our buildings that we currently have and are proposed to develop but it's also one of our primary tools for cliff rescue um in our coastal environment um i think it's also important to note as i pointed out current cost and delivery time from any manufacturer um a fire apparatus is um is out of control um they are currently saying that we have a uh pardon me i lost my screen here here we go um the wait list the wait time is 25 months just to get a chassis uh and a frame with cost increasing uh about 12 in six months and this is nationwide that we're seeing this in the fire service when i have meetings with other chiefs in the state um everyone's having the same issues so it's imperative that we get on this list now and again like i mentioned we have this apparatus replacement uh program that was established um by previous chiefs but we need to sort of revisit it and accelerate that or else we're going to find ourselves without the equipment to respond to emergencies um not only is it important to the city as a resource but we are one of only three aerial ladders in the whole county and it's an essential asset for fire and rescue operations like i mentioned um and again not to feed the dead horse but we are already behind on a pre-established apparatus replacement plan that goes for our engines and our trucks and again moving forward on our five-year plan we're going to be asking i believe it's in fiscal year 24 25 uh two engines um so i just want to make you guys aware of our current needs they're critical and uh again they're required for us to be effective at delivering this important service to the community and with that i will go ahead and take any questions thank you chief odi for that realistic sobering analysis and presentation um let's see uh do council members have any questions on these cip projects that council member comings thank you mayor um i'm just curious about the uh lifeguard station on the wharf i know that's something that ever since i've been on council it was like that needed repairs ages ago and i was kind of wondering i know that all these everything you've brought up you know it's it's critical infrastructure that we need to make sure that we're maintaining and funding but i'm just kind of wondering how that's doing how this the lifeguard station is doing and you know what's the timeline on that needing some help especially as it coincides with the wharf um the wharf master plan and and operations out there that's a great question council member comings and it's actually one of those facilities that we address in our five-year plan at this point if i look at here it would be targeted for fiscal year 26 for five million dollars again we have to really coordinate with the wharf master plan that development but we have been in in discussions for that purpose and to answer your question as to where it currently stands i think we're on our third sort of roof repair because as you know the wharf itself is is is always moving right under those pilings and so the roof and everything else in there are sort of you know walls crack roofs crack and so we definitely need something that wasn't built by lifeguards back in the 60s but meets current building standards and also meets our needs for our staff that are down there again we're trying to pile in 60 or 70 temporary employee employees these are you know 16 to 25 year old men and women in this small little place where they share restrooms and showers and dressing rooms and then of course we have all that equipment that we use for our operations on two beaches and so that there is a critical need so i appreciate you bringing that up and and that is part of our long-term plan great yeah thanks for the update on where that's at and i've been in there and took a tour and yeah um however we can help you know i appreciate it yeah thank you i think it really says a lot um when 13 there's 13 priority one city-wide projects and six of them are in fire yeah i think thank you for recognizing that and like i said um i just want to get us back on track to make sure that we work we're there for the community and for the employees that are there to deliver this service as well thank you thank you are there any other questions no okay councilmember Cummings you have your hand up okay thank you welcome back hey thank you mayor and members of the council looks like there are no additional questions so just want to remind the council that staff is recommending that you approve these group of projects as a whole as part of this cip process and if you want to see them again i'm happy to bring them back up other than that that is the end of our presentation all right um um okay and the approval is not today for the cip project that's correct correct just wanted to clarify that and i also just wanted to point out to council members that the summary reduction uh sheet was emailed to us today for us to further look at and um reach out to any of the department heads or city manager with any further questions or comments on any of those and um yeah does that conclude um our presentations then okay at this time then um it looks like i will be going out to public comment um so if you are interested in commenting on our fiscal year 2023 proposed budget you can raise your hand now either by dialing star nine on your phone or selecting raise hand in the webinar controls on your computer when it's your turn to speak you will hear an announcement that you have been unmuted the timer will then be set to three minutes and i will go out to our attendee list and let's see hello attendees i'm not seeing any hands raised not seeing any public comment request okay at this time then i will bring it back and that concludes public comment uh and that also concludes our meeting this meeting is adjourned thank you very much thanks everyone thank you everyone