SPOTLIGHT: HOMELESSNESS AND PARKS
Public parks are designed to provide aesthetically pleasing green spaces where communities can gather for recreation, rest and leisure. Whether by design or by circumstance, public parks and open spaces are frequently a refuge for those experiencing homelessness. While the department provides many essential services to those living under these challenging circumstances, the impacts of encampments on public park spaces can be severe. As a result, the department finds itself on the front lines when it comes to matters of homelessness in the City of Santa Cruz.
For example, the Open Space and Greenways team was tasked with several major encampment cleanups this fiscal year. In one instance, the west side of Highway 9 across from Sycamore Grove had essentially been transformed into a small village.
Structures of scrap lumber and metal had been built into sloped hillsides, nailed into trees, and dug into the ground. Further, stairs and drainage lines had been carved into the soil. This sensitive habitat had been inundated with litter, fecal matter and hazardous materials. Highly flammable materials, including 62 propane tanks, 21 fire pits, 32 BBQs, 9 gas generators and other items greatly increased the potential for fire. In the end, the month long clean-up took three city departments, as well as outside contractors, and cost an estimated $133,500. In addition to the hazardous materials outlined above, 138 tons of garbage, 161 car batteries and thousands of syringes were ultimately removed from the site.
With site clean-up completed, the restoration of the area was initiated out of serious concern that the degraded site would make it particularly susceptible to erosion and debris flow following the CZU fire. The entire Parks & Recreation Open Space & Greenways team set to work placing and staking 900 feet of straw wattles to protect the hillside from erosion and to ensure Highway 9 would not be inundated by silt and soil come heavier rains. An outside contractor was hired to hydro-seed the entire site, which helped to fortify the hillside and encourage the growth of native plant species, to restore the massive encampment site to its original condition. In the end, the cost and staff time required to address the public and environmental safety issues resulting from this large open space encampment was significant. Staff cannot help but ask, “what might have been achieved had time and resources been set to advancing open space habitat management rather than reversing detrimental impacts?”
As another example, the department worked to balance the concerns and needs of both traditionally housed park users and those facing homelessness near San Lorenzo Park. After a court injunction mandated campers in the park not be moved due to concerns with COVID-19 spread, the department estimates it had around 118 tents and 137 occupants living in San Lorenzo community park through March 2021. By April, court orders allowed the City to relocate campers to 122 temporary campsites in the Benchlands area of San Lorenzo Park, where campers remained through the end of June.
The solutions to homelessness are not held by one department or government agency or organization. Resolving the complex issues associated with homelessness in parks requires time, understanding and collaboration. A focus on resolving the causes, as opposed to the symptoms, of homelessness may substantially reduce the prevalence of unsheltered homeless in parks. But, it will take a coordinated strategy across the vast resources of both the public and private sector. The Park and Recreation Department, in the role of serving all members of the community, will be an integral part of the solution.
28.20 Parks and Recreation
CAPITAL IMPROVEMENT PROGRAM
The pandemic demonstrated what many in the Santa Cruz community already embrace: parks and recreation is essential infrastructure. The department maintains amenities that promote better physical and mental health, serve as meeting places that brings family, friends and fellow neighbors together, and contribute as an integral part of community environmental and disaster response. Park and recreation infrastructure is diverse and includes recreation centers, community centers, pools, sports fields and courts, bridges, skate bowls, urban forests, outdoor lighting, electrical and water utilities, and many other assets.
DEEP DIVE: Department-Specific Capital Improvement Revenues Quimby Fees. These fees were established pursuant to the Quimby Act which authorized the City Council to require developers of new subdivisions to dedicate land for park development or pay fees in‐ lieu of park dedication which are restricted to park or recreational purposes. In lieu fees are assessed at three dollars per square foot.
Fees accrue to four different funds that align with city quadrants – Northwest, Southwest, Northeast and Southeast. Funds must be used on projects that will benefit the same quadrant of the City in which the fee was collected. Further, funds are to be used within five years of being collected.
Park & Recreation Facilities Tax. This is a special tax collected on the construction of new or remodeled residential dwellings. The fee is also three dollars per square foot and is assessed on new square footage only. For example, if the remodel of a dwelling is not increasing the existing square footage, then no fee would be assessed. Further, Accessory Dwelling Units (ADUs) are exempt from fees for square footage up to 750 square feet. In the case of an 800 sq. ft. ADU, fees would only be assessed on 50 sq. ft, resulting in a total tax of $150.
Associated Challenges. The department is thankful to have dedicated sources to support its capital improvement, but as with anything, there are challenges. In the case of Quimby funds, there are restrictions in how and where funds are spent. Further, in some cases timing requirements mean that the department cannot allow funds to accrue for larger projects. Instead, they must be spent down, making it hard to address larger issues and opportunities. In the case of both sources of revenue, the cycle and unpredictability of new developments makes it difficult to depend on revenues and plan long-term. In the past ten years, Park Tax and Quimby fees have delivered $5.6 million, which is not insignificant. However, this level of funding will never be enough to address the expanding gap of deferred maintenance within the Santa Cruz park and recreation system.
To fulfill our mission and vision, the department cannot focus solely on maintaining existing infrastructure. Parks and recreation must grow and evolve with our Santa Cruz community. To do so, the department must evaluate the current state of its system amenities and prepare objective evaluations and options for consideration by the community, City Council and city leadership.
Ultimately, trade-offs may have to be made to restore this magnificent parks and recreation system to its full potential.
Active CIP Project Name Active CIP Project Description Allocation FY21 Status CIP Allocations Made in FY2021 Budget
Grant St Park Plumbing Upgrade Install grinder tank and new lateral in city sewer $35,000 In Process Laurel Park Court Resurfacing Resurface Laurel Park Basketball court. $12,000 In Process Trail Across 135 DuBois St. Construct a trail across the easement at 135 DuBois St. $80,000 In Process Beach St. Restrooms Renovate the Beach Street Restrooms. $325,000 In Process CIP Allocations Made In Prior Budget Years
Central Park Playground Upgrade Install drainage, create sub base, install Pour N' Play surfacing, and new play equipment structures.
$84,406 In Process
Lighthouse Ave Playground Upgrade Renovate the playground at Lighthouse Avenue Park. $30,000 Complete San Lorenzo Park Redesign San Lorenzo Park redesign master planning process. $100,000 Pre-Planning Sgt Derby Pickleball Courts Construct pickleball courts at Sgt. Derby Park. $55,000 Pre-Planning Trails Study Conduct an Open Space Trails Study. $40,000 Pre-Planning
28.21 FAST FACTS
Operating Budget (FY2021)
Division Adopted
Expenditure Budget
Adopted
Revenue Budget
Actual
Expenditures
Actual
Revenues FTE
Parks $10,542,519 $2,349,858 $9,587,268 $3,406,200 58.00 Recreation $3,171,226 $1,549,068 $2,394,891 $849,889 16.75 Administration $1,673,789 $280,675 $1,537,666 $105,555 9.00 Total $15,387,534 $4,179,601 $13,519,824 $4,361,644 83.75 Public Assets
Community Facilities 8
Auditoriums 2
Community Centers 2
Museums 2
Senior Centers 2
Parks 49
Neighborhood Parks 32
Community/Regional Parks 6
Disc Golf Course 2
Ballfields (baseball, soccer, softball) 12
Basketball Courts 5.5
Beaches 4
Bike Park /Pump Tracks 5
Bocce Ball Courts 5
Community Gardens 5
Community Garden Plots 115
Dog Parks 8
Exercise Courses 6
Golf Courses 1
Horseshoe Pits 4
Lawn Bowling Greens 1
Open Spaces 7
Park Playgrounds 21
Pickleball Courts 10
Public Boat Landings 1
Reservable Picnic Areas 16
Reservable Sports Fields 11
Skate Parks 3
Swimming Pools 1
Table Tennis 3
Tennis Courts 6
Volleyball Courts (sand) 21
Wharf 1
Staffing
Employee Type Total
Full-Time Regular Staff FTE 77.00
Part-Time Regular Staff FTE 6.75
Temporary Staff - Hours 4,645
Department Footprint
Total Acres of Parkland 1,729
Neighborhood Parkland 49
Community/Regional Parkland 332
Open Spaces 1,315
Beaches 33
Total Sq. Ft. of Facilities Maintained 169,000
Trail Network
Total Mileage of Urban Trails 23.2
Paved 13.9
Non-Paved 9.3
Estimated Mileage of Hiking Trails 13.9
Community Health
FY2020 Core Program Participation
Adult Sports Leagues 2,703
Classes 2,076
Senior Classes 10,455
Community Events 78,662
Youth & Teens (Summer Camps, Junior
Guards, Children’s Theater, Interns)
1,923
Adopt-A-Park Agreements 9
Fast facts are intended to provide public data updated once per year. Data is accurate as of July 1, 2021 and reflective of the adopted budget.
City Workload Indicators
Indicator FY19 FY20 FY21 FY22 Goal
Participants in programs, classes & events 137,268 95,819* 30,000* 102,951 Facility, field, court & picnic areas reservations 6,900 6,149* 5,224* 6,210 Tons of general refuse/green waste removed 201/126* 283/111 319/109 304/115 Annual labor hours (recreation facilities)/ 1,000 sq ft N/A N/A 99.54 99.54 Annual labor hours (parks and open space)/per acre N/A N/A 60.15 69.77 Indicator FY19 FY20 FY21 FY22 Goal
Percent tree canopy cover N/A N/A 38.9 38.9
Percent of residents within a 10 minute walk to a park 96 96 85* 96 Operating expenditures per acre of parkland $9,198 $8,317 $7,825 $9,493 Percent costs recovered from non-tax revenues 34 27 33 25 * Number impacted by COVID Shelter-In-Place Orders and subsequent COVID restrictions; italics indicate estimated number.
28.22 Parks and Recreation
Parks & Open Spaces Beaches
1 Moore Creek Open Space Preserve
2 University Terrace Park
3 Westlake Park
4 Trescony Park
5 Sgt. Derby Park
6 Garfield Park
7 Bethany Curve Park
8 Neary Lagoon Wildlife Refuge
9 Depot Park/Bicycle Trip Bike Park and Scott
Kennedy Fields
10 Beach Flats Park
11 Poet’s Park
12 Branciforte Dog Park
13 Mission Plaza
14 Harvey West Park
15 Pogonip Open Space
16 Grant Park
17 San Lorenzo Park
18 Central Park
19 Ken Wormhoudt Skate Park at Mike Fox Park
20 Jessie Street Marsh Open Space
21 Ocean View Par
22 Tyrrell Park
23 Arana Gulch Open Space
24 Frederick Street Park
25 Star of the Sea Park
26 Laurel Park
27 DeLaveaga Park
28 DeLaveaga Golf Course
29 DeLaveaga Disk Golf
30 John Franks Park
31 Lighthouse Avenue Park
32 Pump Track
33 Pacheco Dog Park
34 Mimi de Marta Dog Park
35 Riverside Gardens Park
36 Santa Cruz River Walk (San Lorenzo River
Corridor)
• Main Beach
○ Cowell Beach
◙ Its Beach
◘ Mitchell’s Cove (Beach)
Facilities
A Surfing Museum
B Santa Cruz Wharf
C Beach Flats Community Center
D London Nelson Community Center, Santa
Cruz Teen Center and Downtown Seniors
E Civic Auditorium
F City Hall
G Harvey West Clubhouse, Scout House and
Pool
H Museum of Natural History
I Kaiser Permanete Arena
J Tannery Arts Center
K Town Clock
28.23 Parks and Recreation
28.24 Parks and Recreation
FY 2021 Annual Report
Santa Cruz City Council, Apr. 26, 2022
28.25 Mission:
Providing quality public spaces and experiences that build a healthy community, foster equity, and better the environment. 2021 Goals
• Safe parks & facilities for all
• Core amenities and essential services provided
• Community, environment and fiscal sustainability through forward-looking and resilient planning
• Increase cost recovery through partnerships and new revenues • Effective department operations and communications
28.26 Department Highlights
• 99% of park acreage remained open with a 10%
vacancy rate due to hiring freeze
• Increased use of parks
• Investment in the natural environment
• Reforested Audrey Stanley Grove
• Tarplant Restoration
• First Solar Array
• Battery-powered lawn equipment
• Street Tree Master Plan
• Investment in community services
• Essential worker childcare
• Summer school classes at Bayview and Gault
• Teen employment opportunities
• Senior community support
28.27 Lessons Learned
1. The Annual Report can help support a dialogue with
the community on the value of parks and recreation.
Feedback will also inform next year’s report.
2. Progress is being made toward standardizing our
benchmarks, key performance indicators and
embedding progress towards Parks and Recreation
master plan implementation.
3. Continue to balance information needs with keeping
the report streamlined and succinct.
28.28 Key Takeaways
1. Parks and Recreation is essential
2. Facing the challenges of the time
3. A point of pride
28.29 Discussion & Questions
28.30 29.1
29.2 29.3
29.4 29.5
29.6 29.7
29.8 29.9
29.10