Agenda packet — Santa Cruz City Council, May 10, 2022 (part 2 of 2)

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3) Assault rifles should not be listed as "standard issue service weapons" and must have use policies. Hopefully we can add the AR-15s to the list of military equipment and possibly anything else that could cause serious bodily harm or death.

Transparency is key!
4) The military equipment policy needs to incorporate new state limitations, contained in AB 48, on the use of chemical agents such as tear gas and rubber bullets – considered military equipment under AB 481 - for crowd control. AB 48 prohibits the use of chemical agents, such as tear gas, and kinetic impact rounds in crowd control situations, except “if the use is objectively reasonable to defend against a threat to life or serious bodily injury,” which is a high standard. This needs to be added to be explicitly stated in the policy.
5) The military equipment policy should clearly define procedures for documenting any use of military equipment – not only uses of force - to meet AB 481’s report requirements. AB 481 requires law enforcement agencies that receive approval for use of military equipment to publish an annual report on “how equipment was used and the purpose of its use,” summaries of complaints and audits, and the quantity of any military equipment the agency intends to acquire (Section 7072). How this will be done is not yet clearly laid out in the current policy. 6) The military equipment policy must clearly state to whom any deployments visible to the community will be reported and how records will be kept. The current policy does not include, but must, a private right of action. There is an impact on the community when military equipment is shown - not only used; it can increase fear, provoke trauma and trigger memories for anyone who has experiences with war or traumatizing use of this equipment. The private right to action would allow community members recourse to ensure that military equipment policies conform to AB481 and that agencies comply with the policies as adopted. Without the private right to action, accountability would depend on the vigilance of elected Council members. 7) Please consider each of the items included in the current inventory of military equipment and whether they are truly needed in our small community, whether they would contribute in any way to the safety of our community, or whether they may actually work against community safety. These are weapons not "tools" and need careful consideration before being approved. Please do not simply blanket approve them on the advice of the police department alone. Please note that there are several studies which show that the acquisition and use of military-grade equipment by civilian law enforcement has not reduced crime or attacks on officers but has contributed to community fear and increased the likelihood of police departments using violence. Below you will find a helpful list of questions to consider for each type of military equipment.

Thank you for your serious attention to this matter and to taking the full 180 days to get this ordinance and policy correct. Please listen to community members who will be impacted by your decisions.

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~Erin Wood
Westside Resident
Licensed Acupuncturist
Showing Up for Racial Justice Santa Cruz County
*****Questions to ask about use policies for each type of military equipment***** ~Would the proposed policy prohibit any uses? The policy should spell out any uses that are prohibited. Does the policy require that: “All uses that are not authorized by this policy are prohibited?”
~Review the costs and quantities of equipment in the proposed use policy. Is the city or county getting expensive or large amounts of military equipment at the expense of unmet community needs (mental health services, school closures, housing)? ~Is it ever appropriate to use military equipment against residents? If so, when? ~Does the policy define authorized uses of the equipment - that is, in what situations it can be legally used - or only users - who can use the equipment? AB 481 requires the policy to define authorized uses but some police agencies do not define which “uses” are authorized, only proposing which officers (“who”) are authorized to use it. ~Will use be authorized during First Amendment assemblies (i.e. protests, rallies, etc.)? What is the impact of deploying military equipment on the right to peaceful protest? ~Do any of the use policies name situations for authorized use but with language like “including but not limited to” these situations? If so, this has the effect of authorizing any and all uses, since the listed situations are only examples. ~AB 48 (different from AB 481) limits police use of teargas and rubber bullets during protests. Does the proposed use policy fully incorporate AB 48’s required restrictions on the use of teargas and rubber bullets?
~Will uses of equipment, including planned uses such as SWAT deployments to serve warrants, be authorized when children or other vulnerable populations are present? ~Given how even the display of military equipment can be interpreted as aggressive, how will communication with mentally ill or non-English speakers be conducted? How will an officer determine that a community member is able to understand law enforcement or is physically able to respond prior to deployment of military equipment? ~Does the use policy exclude or prohibit use of military equipment for public relations purposes or activities, such as bringing an armored vehicle to a fair or school? ~For planned uses of equipment, what alternatives will be considered? For example, for an arrest warrant, will arrest outside the home, if children and other uninvolved persons might be present, be considered? Will arrest outside the presence of vulnerable persons

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be evaluated and prioritized?
~For planned uses of equipment, what information must be gathered beforehand? Does the information gathered address not only risks to officers, but risks to community members, including trauma and property damage, from deployment of the equipment? ~Does the use policy govern when weapons or equipment are deployed, or only when force is used? AB 481 requires policy governing all uses, not just uses of force. ~If the use policy refers to another policy or general order, such as a use of force or firearms policy, does the referenced policy describe specifics of authorized uses? Are all policies referenced in the military equipment policy on an accessible web page linked to the military equipment use policy?
~How will authorized uses distinguish between subjects who are unarmed, armed with a firearm, or with another object?
~Do costs for equipment include costs of initial and ongoing training of officers in its use? If not, how much does that training for use of the military equipment cost, initially and annually?
~Many departments record uses of force, but as a matter of policy do not register deployments of military equipment. Since AB 481 requires an annual report on uses of military equipment (whether or not force is used), how will the department ensure that deployment of the equipment is documented?
~Does the use policy identify a process for community members to submit complaints, concerns or questions about the use of military equipment, and how the law enforcement agency will respond in a timely manner, as required by AB 481? --
VOTE NO ON MEASURE D!
No Way Deceptive Greenway! Yes to Rail and Trail!
"In every age, no matter how cruel the oppression carried on by those in power, there have been those who struggled for a different world. I believe this is the genius of humankind, the thing that makes us half divine: the fact that some human beings can envision a world that has never existed." ~Anne Braden, 1924-2006, a white anti-racist organizer, journalist, and leader in racial justice movements in the South.

Erin Wood (she/her) L.Ac., M.S.

Acupuncture and Herbal Medicine
510.717.WOOD
www.erinwoodacupuncture.com
I currently live in Santa Cruz County, California, the traditional homelands of the Amah Mutsun Tribal Band
Herbal Wellness Check-Ins Virtually
Wednesday afternoons & Fridays all day in Boulder Creek, in the San Lorenzo Valley

26.9 5
Order supplements on Wellevate!
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Rosemary Balsley
From: Peter Gelblum <[email protected]>
Sent: Monday, May 09, 2022 9:10 AM
To: City Council; Bonnie Bush; Tony Condotti; Bernie Escalante Subject: May 10 City Council meeting, Agenda Item #26: 2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD) Dear Mayor, Vice-Mayor, Counsilmembers, Chief Escalante, and Mr. Condotti:

Item 26 for the May 10 Council meeting fails to reflect action by the Council at its April 26 meeting.

The official summary of the April 26, 2022 City Council meeting on the Council website says:

27. AB 481 - Military Equipment Funding, Acquisition and Use Policy (PD) Motion carried to:
 Introduce for publication Ordinance No. 2022-09 amending City of Santa Cruz Municipal Code (“SCMC”) Chapter 9.90; and
 Approve Santa Cruz Police Department (“Department”) Policy 705 and an inventory of military equipment as defined by AB 481; and  Add AR-15s to the inventory list, requiring additional oversight and qualifying as military equipment. (Emphasis added)
Councilmember Golder's motion to this effect is at 6:52:25 of the recording of the meeting. The unanimous vote in favor of the motion is at 7:11:00.

Item 26 on the May 10 Agenda says simply: "2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD); Motion to adopt Ordinance No. 2022-09 adding Chapter 9.90 AB 481 Military Equipment Use to the City of Santa Cruz Municipal Code (“SCMC”).

In clear and direct violation of the action by the Council on April 26, there is no indication that AR-15s have been added to the SCPD Inventory. On April 26, Council approved the inventory if and only if the rifles were added. That new inventory has not been submitted to either the public or Council, as AB 481 expressly requires. AB 481 also expressly requires that the inventory include a use policy with several required elements.

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problem, because AB 481 gives the Council 180 days after the initial presentation of the inventory to approve or reject it. AB 481 provides this lengthy review period precisely to allow the Council to carefully consider the issues and make necessary changes, such as those the Council imposed at the April 26 meeting.

At an absolute minimum, the Agenda Item must be modified to include a clear statement that the ordinance will not be effective unless and until the SCPD complies with AB 481, as set forth in the preceding paragraph.

To do otherwise and proceed as set forth in the Agenda would be an abdication of Council's duties, would allow the SCPD to flout the Council's oversight powers, and would violate AB 481.

Thank you for your continued attention to this important matter, Peter Gelblum
Chair, Santa Cruz County Chapter
ACLU of Northern California

26.12 1
Rosemary Balsley
From: Bonnie Bush
Sent: Monday, May 09, 2022 9:26 AM
To: Peter Gelblum; City Council; Tony Condotti; Bernie Escalante Subject: RE: May 10 City Council meeting, Agenda Item #26: 2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD) Good morning, Mr. Gelblum,
The additional language you have below was action taken at the April 26th meeting, as reflected in the minutes for approval (item 12th on the May 10th agenda). Council does not need to take action on adding the AR-15s to the inventory list again.

Bonnie Bush, CMC
City Clerk
City of Santa Cruz
831-420-5035
Public Records Requests may be submitted online via the Public Records Request form, by email, or by hard copy form available at the City Clerk’s Office located at 809 Center Street, Room 9, Santa Cruz, CA 95060.

Please note: Public Record Act Requests submitted via email, fax, USPS, or dropoff after 5:00 p.m. on a business day, Saturdays, Sundays, or holidays will be processed as received on the next open business day. The 10-day response period begins when the request is received.

From: Peter Gelblum <[email protected]>
Sent: Monday, May 9, 2022 9:10 AM
To: City Council <[email protected]>; Bonnie Bush <[email protected]>; Tony Condotti <tcondotti@abc‐law.com>; Bernie Escalante <[email protected]> Subject: May 10 City Council meeting, Agenda Item #26: 2nd Reading and Final Adoption of Ordinance No. 2022‐09 AB 481 Military Equipment Use (PD)
Dear Mayor, Vice-Mayor, Counsilmembers, Chief Escalante, and Mr. Condotti:

Item 26 for the May 10 Council meeting fails to reflect action by the Council at its April 26 meeting.

The official summary of the April 26, 2022 City Council meeting on the Council website says:

27. AB 481 - Military Equipment Funding, Acquisition and Use Policy (PD) Motion carried to:

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 Introduce for publication Ordinance No. 2022-09 amending City of Santa Cruz Municipal Code (“SCMC”) Chapter 9.90; and
 Approve Santa Cruz Police Department (“Department”) Policy 705 and an inventory of military equipment as defined by AB 481; and  Add AR-15s to the inventory list, requiring additional oversight and qualifying as military equipment. (Emphasis added)
Councilmember Golder's motion to this effect is at 6:52:25 of the recording of the meeting. The unanimous vote in favor of the motion is at 7:11:00.

Thus, the Agenda item must be withdrawn, the SCPD must present to the public for public comment a new inventory that includes the assault rifles in a satisfactory manner, i.e. including all of the information that AB 481 requires in a use policy for each weapon on the inventory, and a new ordinance given a first and second reading after the inventory has been updated pursuant to Council's direction. This does not create a timing problem, because AB 481 gives the Council 180 days after the initial presentation of the inventory to approve or reject it. AB 481 provides this lengthy review period precisely to allow the Council to carefully consider the issues and make necessary changes, such as those the Council imposed at the April 26 meeting.

To do otherwise and proceed as set forth in the Agenda would be an abdication of Council's duties, would allow the SCPD to flout the Council's oversight powers, and would violate AB 481.

Thank you for your continued attention to this important matter, Peter Gelblum
Chair, Santa Cruz County Chapter
ACLU of Northern California

26.14 From: Tim Fitzmaurice
To: City Council
Subject: [CAUTION: Verify Sender Before Opening!] Council Polikce aghnda Items Date: Monday, May 09, 2022 1:02:15 PM
Attachments: Dear City Council 5 9 22.docx
May 9, 2022
Items 12 & 26
Santa Cruz City Council
Dear City Council,
Please do not approve changes to the municipal code or approve Police policy 705.

Introduce a demilitarization policy for the SCPD. Lead a change and create a community conversation about policing, including tactics, uniforms, vehicles, weapons.

I remember, in my first year in office, I voted to give a permit to build Borders Books, way back. I was told in no uncertain terms—by city attorney, city manager, everybody—that I had no alternative. It was just a legislated right from on high that needed to be approved.

Somehow, I forgot that giving my approval is never commanded; it is a choice; it is on my conscience, my validation of a complex issue. After that vote, I decided I would only respond to my conscience and to the community that elected me. My way of saying that the world won’t end if I vote NO but it and I will be changed if I vote yes. And I slept better.

How many of the uses of the “Bearcat” have involved BIPOC groups? What does your community need for you to do to make sure your vote is a vote for justice? Not for a move to a police force based on intimidating certain people. I don’t care if the machine gun gets called “standard” and therefore acceptable and appropriate in some kind of authoritarian newspeak. What does the term “less lethal” mean by the way? The council should be deescalating the police encounters with Santa Cruz people, not escalating them. This may make police less threatened because they are correctly perceived as less threatening.

The
misguided Police administration has chosen to advocate for this paranoid militarization & weaponization approach to the community. That is their right. But you are in charge of this. It’s on you.

Borders went out of business, but only after it took another bookstore or two with it.

Mardi Wormhoudt, I recall, asked me, when I voted for Borders, “Why?” and I said “It is the law!” And she said to remember who I worked for. And she was right.

And if you are going to justify this action, please do not call out the deaths of police officers I knew and respected, who in fact would not have been saved by more militarization. I visited Butch Baker in the hospital a few months before he was murdered serving a warrant.

He was a respected friend. I mourn his death and Elizabeth’s whom I also knew. Please don t use them to make this argument. He would not have been saved by a Bearcat. It is a specious argument and rather self-serving.

I know these decisions are hard and always have two or three valid arguments for different

26.15 choices, but please do not choose militarizing my police force. The Bearcat was a grant; so, like the first taste of heroin, it was free. Let’s not go down that path. Remember what year this is. We should be in the vanguard of finding new ways to do policing, not reverting to the worst impulses.

I want to say I honor your service and know the difficulty of making these hard choices.

Tim Fitzmaurice, 107 Green Street, Santa Cruz CA
Former Mayor and Councilmember 1998-2006

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1 Rosemary Balsley
From: Ron Pomerantz <[email protected]>
Sent: Monday, May 09, 2022 1:32 PM
To: City Council
Cc: Sandy Brown; Justin Cummings; Sonja Brunner; Martine Watkins; Shebreh KalantariJohnson; Donna Meyers; Renee Golder Subject: Council agenda May 10, 2022 Item # 26: 2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD)
Re. Council agenda May 10, 2022 Item # 26: 2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD)
Good day Council members and Mayor Brunner.

I strongly encourage the Council to vote NO on Agenda Item #26, the second reading and Final Adaption of Ordinance #2022-09 AB 481 Military Equipment Use.

The motion that carried unanimously at the Council meeting on April 26, 2022:
- Introduce for publication Ordinance No. 2022-09 amending With of Santa Cruz Municipal Code (“SCMC”) Chapter 9.90; and
- Approve Santa Cruz Police Department (“Department") Policy 705 and an inventory of military equipment as defined by AB 481; and
- Add AR15s to the inventory list, requiring additional oversight and qualifying as military equipment.

The language of the motion by Councilmember Golder, and the subsequent discussion, intended AR15’s be added to the Santa Cruz Police Department’s inventory of Military equipment per AB 481 now, not at some undetermined date in the future. It appeared that the Council saw the wisdom to include these military assault rifles due to their developed use on a battlefield, and therefore should fall under additional policy review that AB 481 requires.

I strongly urge the Council to vote NO on agenda item #26. Once put to rest provide a new motion that clarifies Council’s intent to add AR15s as military equipment under AB 481 now under this year’s AB 481 inventory. Realizing this would delay Council's final authorizing approval of SCPD’s military equipment, I find the best approach is to get policy right at the present not at some unknown time down the road. There’s plenty of time per AB 481.

Thank you for your time and thoughtful attention.

Ron Pomerantz

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Rosemary Balsley
From: Lee Brokaw <[email protected]>
Sent: Monday, May 09, 2022 1:44 PM
To: City Council
Cc: Sandy Brown; Sandy Brown; Justin Cummings; Justin Cummings; Martine Watkins; Sonja Brunner; Shebreh Kalantari-Johnson; Renee Golder; Donna Meyers; Bernie Escalante
Subject: Letter to Council regarding Consent Items #s 12 & 26

Santa Cruz City Council 05/09/2022

Re: Council Agenda items #12 (minutes meeting 04/26/2022) & #26-2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD)

Dear Council Members,

BOTH ITEMS 12 & 26 Consent Agenda, MUST NOT BE APPROVED at your May 10th meeting.

Item 12, minutes from Council meeting 04/26/2022 are incomplete and ambiguous regarding the disposition of the assault weapons, which were not listed by SCPD in their AB 481, Military Equipment Inventory, as presented to Council on 04/26/2022. Council discussion implied the intent of Council member Golder’s motion was to add AR15's to the SCPD inventory of military weapons.

The minutes of the 04/26/22 meeting refer to Council Member Golder’s motion:
“MOTION: Councilmember Golder moved, seconded by Councilmember Kalantari-Johnson, to:
 Introduce for publication Ordinance No. 2022-09 amending City of Santa Cruz Municipal Code (“SCMC”) Chapter 9.90; and
 Approve Santa Cruz Police Department (“Department”) Policy 705 and an inventory of military equipment as defined by AB 481; and  Add AR-15s to the inventory list, requiring additional oversight and qualifying as military equipment.”
The motion was incomplete and no direction was given to SCPD regarding when the assault rifles should be listed.

The legislative intent of AB481 is obvious-Transparency regarding the inventory of military equipment and especially FIREARMS!

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Recommended ACTION: the minutes must be amended to include direction to SCPD to return to Council with an updated inventory, for a new First & Second Reading

Item 26. 2nd Reading and Final Adoption of Ordinance N. 2022-9 AB 481 Military Equipment use (PD). I strongly urge this agenda item be withdrawn or voted against until the original motion is corrected to read adding assault rifles along with the other inventory of military equipment.

The Council agreed with the Public in their comments, making a motion and voting unanimously, to instruct SCPD to add its assault rifles. While the motion was incomplete, unclear, see above, it is clear that SCPD has failed to follow the law and withheld information that it vital to the very transparency that AB 481 intended.

Recommended ACTION- Council must vote NO on this item and instruct SCPD to follow the law, comply with AB 481:

 Give notice to the public for the revised inventory
 Hold a public meeting, per directions posted in AB 481 where the public can give their voice
 Bring the newly noticed inventory to Council for both a new first & second reading

It is important that Law Enforcement in this community apply enforcement equally to themselves as well as the citizens.

Given that we do not have a Civilian Oversight Board for SCPD, it is extremely IMPORTANT that this governing body provide that public oversight .

Please let’s get this right for everyone’s benefit,

Thank you,

M. Lee Brokaw

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Rosemary Balsley
From: Peter Gelblum <[email protected]>
Sent: Monday, May 09, 2022 2:35 PM
To: Bonnie Bush
Cc: City Council; Tony Condotti; Bernie Escalante
Subject: Re: May 10 City Council meeting, Agenda Item #26: 2nd Reading and Final Adoption of Ordinance No. 2022-09 AB 481 Military Equipment Use (PD) Good afternoon, Bonnie - I'm aware of what the minutes say; indeed, I quoted them in my email to which you're responding. However, I beg to differ from your conclusion. The problem is that there is no indication that SCPD has done what the Council directed. In fact, at the April 26 meeting Chief Escalante expressed his incorrect opinion that he did not have to add the rifles to the inventory until the next annual report required by AB 481. See meeting recording at 6:55:11.

On the SCPD website, in the "Transparency Portal," under AB 481, SCPD posts Policy 705, but not the inventory. Policy 705.4 says:
705.4 MILITARY EQUIPMENT INVENTORY. The following constitutes a list of qualifying equipment for the Department: [Insert attachment here]
The attachment is not there.

Moreover, as Mr. Condotti knows, AB 481 requires the inventory and related policies to be posted on a public website for 30 days before any action is taken. Because the inventory will have an additional item - assault rifles - SCPD must start the process again with respect to the rifles so that the public may comment.

I urge you to respect and follow both the law and the public's right to be informed and be heard.

Thank you for your anticipated cooperation.

Peter Gelblum
Chair, Santa Cruz County Chapter
ACLU of Northern California
On Mon, May 9, 2022 at 9:25 AM Bonnie Bush <[email protected]> wrote:

Good morning, Mr. Gelblum,
The additional language you have below was action taken at the April 26th meeting, as reflected in the minutes for approval (item 12th on the May 10th agenda). Council does not need to take action on adding the AR-15s to the inventory list again.

26.21 2
Bonnie Bush, CMC
City Clerk
City of Santa Cruz
831-420-5035
Public Records Requests may be submitted online via the Public Records Request form, by email, or by hard copy form available at the City Clerk’s Office located at 809 Center Street, Room 9, Santa Cruz, CA 95060.

Dear Mayor, Vice-Mayor, Counsilmembers, Chief Escalante, and Mr. Condotti:

Item 26 for the May 10 Council meeting fails to reflect action by the Council at its April 26 meeting.

The official summary of the April 26, 2022 City Council meeting on the Council website says:

27. AB 481 - Military Equipment Funding, Acquisition and Use Policy (PD)

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Motion carried to:
 Introduce for publication Ordinance No. 2022-09 amending City of Santa Cruz Municipal Code (“SCMC”) Chapter 9.90; and
 Approve Santa Cruz Police Department (“Department”) Policy 705 and an inventory of military equipment as defined by AB 481; and  Add AR-15s to the inventory list, requiring additional oversight and qualifying as military equipment. (Emphasis added)
Councilmember Golder's motion to this effect is at 6:52:25 of the recording of the meeting. The unanimous vote in favor of the motion is at 7:11:00.

26.23 4
To do otherwise and proceed as set forth in the Agenda would be an abdication of Council's duties, would allow the SCPD to flout the Council's oversight powers, and would violate AB 481.

Thank you for your continued attention to this important matter,

Peter Gelblum
Chair, Santa Cruz County Chapter
ACLU of Northern California

--
Peter Gelblum
Chair, Santa Cruz County Chapter
ACLU of Northern California

26.24 City Council

AGENDA REPORT
DATE: 04/28/2022
AGENDA OF: 05/10/2022
DEPARTMENT: Economic Development
SUBJECT: 2022-2023 HUD Action Plan and 2021-2022 HOME-ARP Plan (ED) RECOMMENDATION: Motion to:
1) Adopt a resolution for the 2022-2023 Annual Action Plan (AAP) and 2021-2022 HOME-ARP Plan (HRP) and funding recommendations for the City’s Housing and Community Development Program, direct staff to submit the AAP and HRP to HUD, and authorize the City Manager to sign an application for federal funding assistance for the 2022-2023 and 2021-2022 program years; and
2) Authorize appropriating funds for the FY 2023 budget; and 3) Authorize the City Manager to execute program/project contracts, loan agreements and related loan documents with Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) sub-recipients and contractors in connection with Consolidated Plan activities proposed in the 2022-2023 Action Plan and any subsequent revisions to the 2022- 2023 Action Plan and 2021-2022 HOME-ARP Plan and corresponding FY 2023 budget appropriations in a form approved by the City Attorney.

BACKGROUND: The City receives Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) entitlement funding annually from the U.S.

Department of Housing and Urban Development (HUD). In order to obtain these funds, the City must develop and adopt a five-year Consolidated Plan which identifies and analyzes strategies for addressing specific community needs. The Five-Year Consolidated Plan provides strategic direction for housing and community development activities carried out in the City of Santa Cruz.

The City’s current Consolidated Plan is effective for Program Years 2020-2025. The Plan was prepared and submitted for approval to HUD’s Office of Community and Planning Development (CPD). The City is receiving a one-time HOME-ARP Grant, requiring an amendment to the 2021-2022 Annual Action Plan.

CONSOLIDATED PLAN PROCESS
The Consolidated Plan is divided into six sections.

1. Executive Summary

2. The Process

27.1 3. Needs Assessment

4. Market Analysis

5. Strategic Plan

6. First-Year Action Plan
An Annual Action Plan (AAP) is approved for each year covered by the Consolidated Plan as the vehicle to implement Consolidated Plan strategies. AAPs set the annual budget- allocating funds from that year’s CDBG or HOME funding plus any unused/uncommitted funds from prior years or any program income received during the preceding year. The City must annually approve an AAP which specifies activities that will be undertaken during that Program Year (PY). A core component of the AAP is the budget which determines CDBG and HOME Program funding.

The latest 2022-2023 Action Plan budget is provided as an attachment to this report. Final funding numbers from HUD have not been provided, so the budget hasn’t been updated to reflect the exact amount that will be available. Thus, the plan will need to designate an activity or activities to absorb the needed increase or decrease when the final HUD funding numbers are known.

At the February 24, 2021 Community Programs Committee (CPC) the members reviewed application requests and made funding recommendations. At the March 22, 2022 meeting, City Council voted to adopt the CPC recommended budget and directed staff to draft the AAP. This plan will be adopted and finalized at the second Public Hearing at the City Council meeting on May 10, 2022. Staff will update the AAP based on the outcome of the May Public Hearing and the AAP will be available for review and public comment for another 15 days before it is submitted to HUD. This year’s AAP will be the third under the 2020-2025 Consolidated Plan.

The AAP is normally due to HUD by mid-May. In recent AAP cycles, government delays in appropriating HUD funds pushed the submission deadline to mid-June. As of this date, HUD has not yet modified the AAP submission date, but because final grant allocations have not been provided yet, the Action Plan is estimated to be due around late June and can be submitted without final numbers as long as a plan is laid out for which activities will absorb the difference between the estimated grant and final grant amounts. In order to move forward with the Annual Action Plan and HOME-ARP plan and stay on track for finalizing contracts with awardees, the dates of the upcoming Public Hearings and final awards should not be pushed beyond the May 10, 2022 second Public Hearing.

CDBG PROGRAM OVERVIEW
CDBG funds are used for a wide range of community development activities directed toward neighborhood revitalization, economic development, and improved community facilities and services. Activities that can be funded with CDBG dollars include, but are not limited to:
acquisition of real property, acquisition and construction of public works and facilities, reconstruction and rehabilitation of residential and nonresidential properties, homeownership assistance, micro-enterprise assistance, and the provision of public services such as employment, food banks, crime prevention, childcare, health, drug abuse, education, and fair housing counseling. The primary beneficiaries of CDBG funded projects or programs must be very-low, low and moderate-income person(s) and household(s). Other beneficiaries of CDBG funded projects can include: seniors, homeless persons and disabled adults.

27.2 HUD regulations limit how CDBG funds are used. The City’s CDBG funded programs or projects must either benefit low income areas (Area Benefit) or low income individuals (Limited Clientele). Programs receiving funding under Limited Clientele requirements must document that at least 51% of their clientele are low income. To qualify under Area Benefit, an activity must be located in and serve a low income neighborhood. The City’s primary low income neighborhoods in the Beach Flats and Lower Ocean make up the City’s HUD Neighborhood Revitalization Strategy Area (NRSA). This area is a priority for CDBG funding. HUD approves NRSA designations with the expectation that there will be increased CDBG funding utilized in these areas, therefore ensuring that these areas are improving. Community Based Development Organizations (CBDOs) must be located within the NRSA and must maintain a governing board of directors comprised of a mix of at least 51%: low-income residents, executive level entrepreneurs in the neighborhood and governing members of neighborhood groups. CBDOs located within a HUD approved NRSA can receive funding for Public Services over the usual 15% cap on this category of funding. The City currently has one qualified CBDO - Nueva Vista.

HOME PROGRAM OVERVIEW
HOME Program funds are exclusively used to help provide housing for low income households.

This can be done in two ways. Funding assistance can be provided to: (1) help develop or rehabilitate income restricted housing units or (2) support programs that provide financial assistance directly to low income renters or home buyers enabling them to then access or retain housing. To oversee programs and projects using HOME Program funding, HUD sets the administration levels at ten percent (10%) of the combined grant allocation plus program income (PI).

Additionally, the City must set aside 15% of each grant to be used only by a Community Housing Development Organization (CHDO). The City currently has two qualified CHDOs – Habitat for Humanity Santa Cruz County and Mid-Peninsula the Farm, Inc. Though, the City received an application from First Community Housing (FCH), a non-profit affordable housing developer with CHDO status in San Jose. FCH will be working on the Metro Pacific Station North Project and an affordable housing project at Barrios Unidos. It is anticipated that FCH will be approved based on the submitted application and pending expansion of their board to include Santa Cruz residents.

HOME-ARP Overview
HOME Investment Partnership American Rescue Plan (HOME-ARP) are one-time program funds to be exclusively used to reduce homelessness and increase housing stability across the country. This can be done in four ways. The funding can be used for: (1) Production or Preservation of Affordable Housing; (2) Tenant-Based Rental Assistance (TBRA); (3) Certain Supportive Services, Homeless Prevention Services, and Housing Counseling from HUD approved providers (4) Purchase and Development of Non-Congregate Shelter (non-congregate shelter under HUD’s definition must have bathrooms, heating, running water and be built to code, i.e. would be akin to Single Room Occupancy (SROs) designated as shelter). To oversee programs and projects using HOME program funding, HUD sets the administration levels at fifteen percent (15%) of the grant allocation.

27.3 DISCUSSION: CDBG PROGRAM BUDGET RECOMMENDATIONS
The 2022-2023 HUD funding levels have not been provided to the City of Santa Cruz. For the 2022-2023 PY it is estimated that the City will receive $605,000 in CDBG funds from HUD.

Although HUD has not yet calculated our award amount, Congress did approve the spending bill funding CDBG with an approximate 5% decrease in funding compared with last year, so our estimate should be close to the final award amount. The exact amount also uses a formula based on the City’s population and percent of residents living in poverty, and as these numbers change from year to year, we will have to await the allocation numbers from HUD. Combined with program income estimated at $55,000 and unspent funds from prior years of $60,000, the total CDBG budget will be $720,000 with $132,000 of this budgeted for Program Administration costs. Administrative funding levels are set by HUD formula at 20% and the City is required to maintain existing Rehabilitation programs.

At the first Public Hearing on March 22nd, 2022, Council approved the CPC budget recommending that the application for Public Services be funded at the historic levels for: the Teen Center, Nueva Vista, Second Harvest Food Bank and CRLA. The recommendations above would fund Public Services at the 15% cap set by HUD, although it appears that we are exceeding the HUD mandated Public Service cap by ~$100,000. The $100,000 awarded to Nueva Vista for Public Services can be excluded from this category while they maintain their status as a CBDO as described in the background section above, which is why we can fund this category for a total of $190,000. If the final CDBG award amount is under our estimated amount by more than ~$15,000 then the corresponding 15% Public Services Cap would be lowered and we would need to decrease the awards in this category. Staff recommends that if HUD funding levels are significantly lower than the estimate that the awards for Public Services be proportionally lowered to within the cap or correspondingly increased if the award is greater than estimated.

The CPC recommendation to fund all three Capital Improvement Project applications was approved at the first Public Hearing on March 22, 2022. The current budget funds the Parks and Recreation Depot Freight Building renovation at the requested $62,000 in order to paint, update plumbing (new sinks), and improve the worn flooring. In addition to providing public restrooms and classroom space, this space has recently served as a polling place, COVID testing site, and meal distribution site for the homeless. The full funding amount is needed for the project to be completed. The application from CFSC at the full ask of $93,411 was also approved to renovate the Santa Cruz Aids Project (SCAP) housing which provides supportive affordable housing to community members living with HIV/AIDS. The funding will facilitate much needed improvements to maintain safe living conditions in this affordable housing. Improvements will include: needed bathroom and kitchen renovations, fence repair, electrical and plumbing repairs and improvements to energy efficiency. Finally, the remaining CDBG funding estimated at $242,589 was awarded for Homeless Infrastructure projects. When the final grant numbers are announced by HUD, and the exact amount of CDBG funding is known, staff recommends that the Homeless Infrastructure Project receive any residual funds if the final grant numbers exceed the current projected award amount, and likewise that it be decreased if the award amount is lower than the estimate.

Health in All Policies (HiAP) - The external Public Service programs help in the goal to invest in downtown and other local businesses (with some being located downtown, lower Ocean and the Beach Flats area). Funding for the Public Service activities is consistent with the HiAP

27.4 framework, especially the pillars of equity, and sustainability. Because the NRSA allows funding public services at levels above the 15% cap, the City can provide additional funding to Nueva Vista (the Beach Flats Community Center) and (Familia Center) in order to bring additional funding to the City’s lowest income neighborhoods. Additionally, funding for vulnerable populations to provide affordable housing for those living with HIV/AIDS and expand homeless infrastructure contribute to the pillars of Equity and Public Health.

HOME PROGRAM BUDGET RECOMMENDATIONS
Proposed HOME program funding recommendations will be divided into three categories:

Program Administration (calculated by formula), Ongoing City Programs, and HOME affordable housing projects which can receive residual receipts development loans. When HOME funds are used for low interest loans, this helps to ensure that the value will stay in the community and helps in the aim to leverage the dollars further (when the development has cash flow in excess of what is needed for its annual operation then the loans can begin to be repaid and can re-fund the HOME pot for additional affordable housing). There will be an estimated $425,000 available for allocation under the 2022-2023 HOME grant and an additional estimated $125,000 of Program Income. There is also prior year funding of $1,551,517, bringing the total amount available to approximately $2M. A little over $250,000 of that $2M is restricted and may only go to a CHDO. The City is at risk of losing some of the CHDO set-aside funds (approximately $60K) if not awarded to a CHDO this year, and incrementally could lose about the same amount each subsequent year until it is awarded and committed to a CHDO project.

At the March 22, 2022 first Public Hearing, council approved awarding the funds to the CHDO eligible Pacific Station North project application from First Community Housing (FCH). This project will provide 95 affordable rental apartments, including a mix of 1, 2 and 3 bedrooms (167 bedrooms total) in the City’s downtown. The income levels will be set at 30% AMI or Extremely Low Income for 27 units, 50% AMI (VLI) for 31 units and 60% AMI for 37 units with 2 manager units. A minimum of 23 units will be available to households that are experiencing homelessness or at risk of homelessness and supportive services will be provided to these households. The project received its planning permit and Coastal permit last year. The application request is for the full HOME funding amount which would be approximately 2% of their total project budget. FCH has considerable development experience in San Jose and is expanding its CHDO board to include Santa Cruz, meaning that it can receive CHDO set-aside funds that have typically been more difficult to award due to the limited number of CHDOs in Santa Cruz.

Recommendations are as follows:

1. Program Administration (restricted to 10% of total HOME Entitlement)

2. CHDO Set Aside

3. HOME Program Housing Projects $1.8M for Pacific Station North HOME-ARP Plan Discussion
The proposed HOME-ARP program funding recommendations will be divided into two categories: Program Administration (calculated by formula at 15%) and production of affordable housing for the Homeless. This recommendation is based on the City’s feedback from consultations with members of the County of Santa Cruz Continuum of Care (CoC) and through

27.5 feedback from a public survey. In the survey, production of affordable housing was consistently ranked as the number 1 and number 2 choices for use of the HOME-ARP funds. When HOMEARP funds are used for low interest loans, this helps to ensure that the value will stay in the community and helps in the aim to leverage the dollars further (when the development has cash flow in excess of what is needed for its annual operation then the loans can begin to be repaid and can re-fund the HOME pot for additional affordable housing). There is approximately $1.43 million available for allocation under the HOME-ARP grant and approximately, $215,000 is set by HUD formula for program administration. The recommendation is to use the HOME-ARP funds for production of affordable rental apartments designated for at-risk or homeless households and individuals at Pacific Station North per the HOME-ARP regulations. To qualify to apply for Low Income Housing Tax Credits (LIHTC), the Pacific Station North project needs to show that all other funding is committed including the HOME-ARP funds. The number of designated HOME-ARP rental apartments will be based on the required HOME-ARP subsidy per bedroom.

While another possible use of the HOME-ARP funds is Tenant Based Rental Assistance (TBRA), HOME funds require: an HQS inspection from licensed inspectors, an active lease, rent reasonableness calculations, and maximum rent limits that make administering such a program administratively burdensome without waivers to streamline the process and have made it problematic to use HOME funds for this purpose when partnering with community organizations that have minimal staff capacity. For this reason, and because it was ranked consistently lower in the survey, staff recommends that the HOME-ARP funding be used for affordable housing production instead of TBRA.

FISCAL IMPACT: Until funds are committed, there is no fiscal impact for the City from the proposed actions. Under the proposed draft budget approximately $720,000 in CDBG and $550,000 in HOME Program funds will be allocated under the Action Plan. The proposed draft budget does not include funding from the General Fund.

Prepared By:

Tiffany Lake,
Principal Management
Analyst
Jessica de Wit
Housing and Community
Development Manager
Submitted By:

Bonnie Lipscomb
Director of Economic
Development
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. 2022-2023 HUD ACTION PLAN RESOLUTION.DOCX

2. HUD 2022-2023 ACTION PLAN BUDGET.PDF

27.6 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ ADOPTING THE CITY’S 2022-2023 HUD ACTION PLAN AND THE 2021-2022 HOME ARP PLAN,

ALLOCATING CDBG AND HOME FUNDING, AUTHORIZING THE CITY MANAGER TO

SIGN AN APPLICATION FOR FEDERAL FUNDING AND EXECUTE ALL CONTRACTS AND DOCUMENTS FOR THE 2022-2023 AND 2021-2022 PROGRAM YEARS AND

SUBMIT DOCUMENTS TO HUD
WHEREAS, the City of Santa Cruz is a designated U.S. Department of Housing and Urban Development (HUD) entitlement grantee that annually receives federal Community Development Block Grant (CDBG), Community Development Block Grant (CDBG), Home Investment Partnerships Program (HOME) and HOME-ARP grant funds from HUD; and WHEREAS, HUD requires that any jurisdiction receiving federal Community Development Block Grant (CDBG) and the Home Investment Partnerships Program (HOME) grant funds from HUD prepare an annual Action Plan to allocate grant funds; and WHEREAS, the U.S. Department of Housing and Urban Development (HUD) requires that any jurisdiction receiving Federal Community Development Block Grant (CDBG) and the Home Investment Partnerships Program (HOME) grant funds from HUD prepare an annual Action Plan to identify the activities that will be undertaken in the coming 2022-2023 Program Year (PY) and requires an update to the 2021-2022 Annual Action Plan for the HOME-ARP Plan; and
WHEREAS, the City Council, in accordance with its approved Citizen Participation Plan, held public hearings on March 22, 2022 and May 10, 2022, for the purpose of soliciting input from the public on the proposed 2022-2023 Action Plan and on May 10, 2022 for soliciting input for the proposed 2021-2022 HOME-ARP Plan for the City’s Housing and Community Development Program; and
WHEREAS, the City Council directed the preparation of an Annual Action Plan, an Annual Action Plan Amendment for the HOME-ARP Plan and an application to HUD for funding, following consideration of comments and recommendations following 2 publicly noticed 30 day public review periods for the Annual Action Plan and a 15 day public review period for the HOME-ARP Plan.

WHEREAS, the City Council certifies that it has fulfilled the requirements for, decisionmaking, and action pertaining to development of the Federal funding application for 2021-2022 Program Year and 2022-2023 Program Year.

WHEREAS, the City Council of the City of Santa Cruz adopted a program of activities to be funded under the Federal Consolidated Plan Program for the 2022-2023 Program Year as the 2022-2023 HUD Annual Action Plan (AAP); and
WHEREAS, allocations have been made to various non-profit and public subrecipient organizations, to provide funding for public services, facilities, housing and other projects; and

27.7 WHEREAS, the approved sub-grantee organizations are profit, nonprofit or public agencies created and operated for the purpose of providing public services, facilities, housing and other projects.

WHEREAS, in accordance with its approved Citizen Participation Plan, the Action Plan must be amended whenever a decision is made to propose a substantial change in the Plan; and NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Santa Cruz does hereby:

1. Adopt the 2022-2023 Annual Action Plan (AAP) and 2021-2022 HOME-ARP Plan (HRP) and funding recommendations for the City’s Housing and Community Development Program, direct staff to submit the AAP and HRP to HUD, and authorize the City Manager to sign an application for federal funding assistance for the 2022-2023 and 2021-2022 program years.

2. Authorize appropriating funds for the FY 2023 budget.

3. Authorize the City Manager to execute program/project contracts, loan agreements and related loan documents with Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) sub-recipients and contractors in connection with Consolidated Plan activities proposed in the 2022-2023 Action Plan and any subsequent revisions to the 2022-2023 Action Plan and 2021-2022 HOME-ARP Plan and corresponding FY 2023 budget appropriations in a form acceptable to the City Attorney.

PASSED AND ADOPTED this 10th day of May, 2022, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Sonja Brunner Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

27.8 2022-2023 PROGRAM YEAR (PY) BUDGET

HOUSING & COMMUNITY DEVELOPMENT (HCD) PROGRAM
$605,000 2022-2023 CDBG Entitlement
$55,000 Estimated 2022-2023 Program Income (PI)
$60,000 Prior Years' CDBG Funds Available for Reprogramming $720,000 Total CDBG Program Budget
$132,000 City Program Administration Funding for CDBG
$588,000 CDBG Funding Available for Allocation
$425,000 2022-2023 HOME Program Entitlement Grant Estimate $125,000 Estimated 2022-2023 Year Program Income (PI)
$550,000 Total HOME 2022-2023 Grant
$1,551,517 Prior Years' Reserve HOME Funding
$2,101,517 Total HOME Program Budget
$1,434,354 Toal HOME-ARP Budget
$3,535,871 Total HOME and HOME-ARP
$55,000 Total Program Administration Funding
$215,153 Total HOME-ARP Program Administration Funding
$3,265,718 HOME Program Funding Available for Allocation 2022-2023 PY HCD PROGRAM BUDGET

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)

HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME)

27.9 ADMINISTRATION (FORMULA: 20% of total Entitlement and Program Income) Activity: Grant Administration $132,000
Applicant: City of Santa Cruz (By Formula)
TOTAL ADMINISTRATION FUNDING AVAILABLE $132,000
Requested
Funding
Prior Year
Funding
Recommended
Funding
Activity: Rehabilitation Program Delivery Costs $5,000 $8,000 $5,000 Applicant: City of Santa Cruz
TOTAL ONGOING CITY PROGRAMS $5,000
Requested
Funding
Prior Year
Funding
Recommended
Funding
Activity: Teen Center $35,000 $40,000 $35,000
Applicant: City of Santa Cruz
Activity: Food Banks $25,000 $25,000 $25,000
Applicant: Second Harvest Food Banks
Activity: Legal Services $30,000 $25,000 $25,000
Applicant: CRLA
TOTAL PUBLIC SERVICES SUBJECT TO 15% CAP $85,000
Activity: Nueva Vista & Beach Flats Community Centers (CBDO) $100,000 $100,000 $100,000 Applicant: Nueva Vista Resources
TOTAL PUBLIC SERVICE FUNDING (INCLUDING CBDO) $185,000
Requested
Funding
Prior Year
Funding
Recommended
Funding
Activity: Depot Park Renovation $62,000 $0 $62,000
Applicant: City of Santa Cruz
Activity: Darwin St. SCAP Renovation $93,411 $0 $93,411 Applicant: CFSC
Activity: Homeless Infrastructure Projects $350,000 $236,000 $242,589 Applicant: City of Santa Cruz
TOTAL PROJECTS FUNDING $398,000
GRAND TOTAL CDBG FUNDING $720,000
$132,000
2022-23 PY CDBG BUDGET

CDBG PROGRAM BUDGET
2022-2023 PROGRAM YEAR

CITY PROGRAMS
PUBLIC SERVICES (Subject to 15% CAP)

CAPITAL IMPROVEMENT PROJECTS

27.10 ADMINISTRATION (Formula: 10% of total Entitlement and Program Income) Activity: Grant Administration & Planning $55,000
Applicant: City of Santa Cruz Economic Development
Activity: Grant Administration & Planning (HOME-ARP) $215,153 Applicant: City of Santa Cruz Economic Development
TOTAL ADMINISTRATION $270,153
PROJECTS & PROGRAMS Requested
Funding
Recommended
Funding
Activity: CHDO Set-Aside $63,750 $63,750
Applicant: Certified CHDOs in Santa Cruz
Activity: Pacific Station North HOME Funds $1,800,000 $1,800,000 Applicant: Affordable Housing Projects
Activity: Pacific Station North HOME-ARP Funds $1,219,201 $1,219,201 Applicant: Affordable Housing Projects
Activity: Future HOME Projects- Reserve $182,767 $182,767 Applicant: Affordable Housing Projects
$3,265,718 $3,265,718
TOTAL HOME FUNDING BUDGETED AMOUNT $3,535,871

HOME PROGRAM BUDGET
2022-2023 PROGRAM YEAR

TOTAL NEW HOME FUNDING

TOTAL PROJECT/PROGRAM FUNDING

27.11 ORDINANCE NO. 2022-06
AN ORDINANCE OF THE CITY OF SANTA CRUZ TRANSITIONING TO DISTRICTBASED ELECTIONS WHEREAS, members of the City Council of the City of Santa Cruz ("City") are currently elected in "at-large" elections, in which each City Councilmember is elected by the registered voters of the entire City; and
WHEREAS, the City received a certified letter dated February 13, 2020 ("Notice") from Attorney Robert Goodman, on behalf of Gabriela Joseph (“Prospective Plaintiff”), asserting that the City's at-large Councilmember electoral system violates the California Voting Rights Act ("CVRA") and threatening litigation if the City declined to voluntarily change to a district-based election system, in which Councilmembers are elected by the voters in the district in which the candidate resides; and
WHEREAS, under Elections Code Section 14028(a), a CVRA violation is established if it is shown that racially polarized voting occurs in elections. "Racially polarized voting" means voting in which there is a difference in the choice of candidates or other electoral choices that are preferred by voters in a protected class, and in the choice of candidates and electoral choices that are preferred by voters in the rest of the electorate (Elections Code Section 14026(e)); and WHEREAS, in response to the Notice, and in consideration of the evidence and arguments provided in the Notice, the City entered into a settlement agreement with Prospective Plaintiff, and the Council passed Resolution No. NS-29,657, which declared the Council’s intention to transition from at-large to district-based elections by November 2022; and WHEREAS, over the last several months, the City has held public meetings and has been engaging with the public on the upcoming change to district-based elections; and WHEREAS, on February 22, 2022, the Council passed Resolution No. NS-29,932, in which the Council directed that a proposed charter amendment, contemplating a directly elected at-large mayor, appear on the June 7, 2022 ballot (“Measure E”); and WHEREAS, as stated in Resolution No. NS-29,932, the City Council desires this ordinance to be written in a contingent way, such that if Measure E passes, then the City would convert to a 6-district system, with an at-large, directly elected mayor. But, if Measure E fails, then the City would convert to a 7-district system, without an at-large mayor; and WHEREAS, California Government Code Section 34886 permits the legislative body of a city to adopt an ordinance to change its method of election from an "at-large" system to a "districtbased" system; and WHEREAS, the purpose of this ordinance is to transition to district elections, and this change in the method of electing members of the legislative body is being made in furtherance of

28.1 ORDINANCE NO. 2022-06
2 the purposes of the California Voting Rights Act of 2001 (Chapter 1.5 (commencing with Section 14025) of Division 14 of the Elections Code); and
NOW THEREFORE, BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:

Section 1.

The above recitals are true and correct.

Section 2. Conversion to By-District Elections.

In furtherance of the purposes of the California Voting Rights Act of 2001, the Council hereby requires that, going forward, Councilmembers shall be elected by-district or by-district with an elective mayor, as further specified herein.

Section 3. Six Districts Plus At-Large Mayor if Measure E Passes on or Before July 6, 2022. (a) If, on or before July 6, 2022, Measure E has passed and that result has been certified by the Santa Cruz County Elections Department, or if the City Elections Official, in consultation with the County Elections Department and the City Attorney, has determined that Measure E is likely to pass with reasonable certainty, then:
(1) The City shall be divided into six Council districts, and the district map to be implemented is District Map 602 (also attached as Exhibit A to this Ordinance); (2) An at-large mayor and Councilmembers shall be elected by-district in City Council Districts Nos. 4 and 6 in the General Municipal Election in November 2022, and every four years thereafter. Councilmembers shall be elected in City Council Districts Nos. 1, 2, 3 and 5 in the General Municipal Election in November 2024, and every four years thereafter; and
(3) Section 7 of this Ordinance shall become operative for the November 2022 election and thereafter.
(b) The City Clerk is directed to timely provide District Map 602 (Exhibit A) and the above-stated election-sequence to the Santa Cruz County Elections Department, to be used in the November 2022 election, should the scenario described in Section 3(a) occur.

Section 4. Seven Districts if, as of July 6, 2022, Measure E Fails. (a) If, by July 6, 2022, Measure E has either failed or it is not likely to pass with reasonable certainty (as determined by the City Elections Official, in consultation with the County Elections Department and the City Attorney), then:

28.2 ORDINANCE NO. 2022-06
3 (1) The City shall be divided into seven Council districts and the district map to be implemented is District Map 101 (also attached as Exhibit B to this Ordinance); (2) Councilmembers shall be elected by-district in City Council Districts Nos. 4, 5, and 6 in the General Municipal Election in November 2022, and every four years thereafter.

Councilmembers shall be elected in City Council Districts Nos. 1, 2, 3 and 7 at the General Municipal Election in November 2024, and every four years thereafter; and (3) Section 6 of this Ordinance shall become operative. (b) The City Clerk is directed to timely provide District Map 101 (Exhibit B) and the above-stated election-sequence to the Santa Cruz County Elections Department, to be used in the November 2022 election, should the scenario described in Section 4(a) occur.

Section 5. Uncertain Election Results as of July 6, 2022 Followed By Measure E Passing Later.

If the Measure E election results are uncertain as of as of July 6, 2022, but then the County Elections Department later certifies that Measure E has indeed passed, then:
(a) Section 6 of this Ordinance shall be operative for the November 2022 election only and shall thereafter become inoperative, and Section 7 shall become operative after the November 2022 election and in in time to conduct a first round of elections at the same time as the 2024 statewide primary elections.

(b) For the November 2022 Municipal Election Councilmembers shall be elected by-district in City Council Districts Nos. 4, 5 and 6 as shown on Map 101. (c) An at-large mayor and Councilmembers shall be elected by-district in City Council District Nos. 1, 2 and 5 (of Map 602) for the 2024 City Council election cycle, and every four years thereafter, and Councilmembers shall be elected in City Council District Nos. 3, 4 and 6 commencing with the 2026 election cycle, and every four years thereafter. (d) A vacancy in the office of a councilmember elected in November 2022 in Districts 4, 5 or 6 (as shown on Map 101), shall be filled by an appointee or candidate who lives in and is a registered voter in Districts 3, 4 or 6, respectively (as shown on Map 602).

Section 6. Amendment of Code if Measure E Does Not Pass.

If Measure E does not pass, then Section 7 of this Ordinance shall be inoperative, the text below shall be added into Santa Cruz Municipal Code Chapter 2.34, and seven city council districts referenced below shall be established in accordance with Map 101 as set forth Exhibit B, attached hereto and incorporated herein by reference.

28.3 ORDINANCE NO. 2022-06
4 “2.34.040. District Elections.
(a) In furtherance of the purposes of the California Voting Rights Act of 2001, Councilmembers shall be elected by-district. No existing term of any City Councilmember, elected at-large prior to November 2022, shall be affected by the conversion to by-district elections. One Councilmember shall be elected from each City Council district. Election shall be by the registered voters of that District alone.

The candidate who receives the most votes within the District shall earn a four year term on the Council.
(b) A candidate for City Council must live in, and be a registered voter in, the City Council District in which the candidate seeks election at the time nomination papers are issued. A Councilmember elected to represent a City Council District must continue to reside in that District and be a registered voter in that District.

Should a Councilmember terminate residency within the Councilmember’s District and fail to re-establish such residency within thirty (30) days thereafter, or such other time as the Council, by five affirmative votes, finds reasonable and appropriate under the circumstances, the Councilmember shall be deemed to have surrendered their seat on the Council, thereby creating an immediate vacancy for that City Council District.

2.34.050. District Boundaries, Election Schedule, and Council Vacancies.

Seven City Council districts shall be established, as shown and numbered on the map entitled City of Santa Cruz District Map 101, a copy of which shall be maintained on file in the office of the City Clerk.

2.34.060. Council Vacancies.

Should any vacancies occur on the City Council outside of this election schedule, such vacancies shall be filled in accordance with City Charter Section 605 provided, however, that a vacancy in the office of a Councilmember elected by district shall be filled by an appointee or candidate who lives in and is a registered voter of the district in which the vacancy has occurred.

2.34.070. Adjustment of District Boundaries.

The City Council shall adjust district boundaries when required by law, and the City Council may adjust district boundaries when permitted by law. All adjustments to boundaries shall be adopted in full compliance with all applicable laws and regulations.

28.4 ORDINANCE NO. 2022-06
5 2.34.080. Interpretation of Sections 2.34.040-2.34.070 To the extent the terms and provisions of Sections 2.34.040-2.34.070 may be inconsistent or in conflict with the terms or conditions of any prior City law, ordinance, motion, resolution, rule, or regulation governing the same subject, the terms of Sections 2.34.040-2.34.070 shall prevail with respect to the subject matter thereof.”
Section 7. Amendment of Code if Charter Amendment Proposal Passes on or Prior to July 6, 2022.

If Measure E passes on or prior to July 6, 2022, or the City Elections Official, in consultation with the County Elections Department and the City Attorney, determines that it is likely to pass with reasonable certainty, then Section 6 of this Ordinance shall be inoperative, the text below shall be added into Santa Cruz Municipal Code Chapter 2.34, and six City Council districts shall be established in accordance with Map 602 as set forth Exhibit A, attached hereto and incorporated herein by reference.
“2.34.040. District Elections.
(a) In furtherance of the purposes of the California Voting Rights Act of 2001 and consistent with the City Charter, six Councilmembers shall be elected bydistrict, and there shall be one at-large, directly elected mayor. (b) Six City Council districts are hereby established, as shown and numbered on the map entitled City of Santa Cruz District Map 602, a copy of which shall be maintained on file in the office of the City Clerk.”
Section 8. Implementation and Technical Adjustments.

The City Clerk, City Manager, City Attorney, and their designees, are authorized and directed to take all reasonable and necessary action to facilitate the implementation of this Ordinance. If necessary to facilitate the implementation of this Ordinance, the City Clerk is authorized to make technical adjustments to the City Council District boundaries that do not substantively affect the populations in the Districts, the eligibility of candidates, or the residence of elected officials within any District. The City Clerk shall consult with the City Manager and City Attorney concerning any technical adjustments deemed necessary and shall advise the City Council of any such adjustments required in the implementation of the Districts.

Section 9. Environmental Determination.

The Council finds that the adoption and implementation of this ordinance are exempt from the provisions of the California Environmental Quality Act under section 15061(b)(3) of Title 14 of the California Code of Regulations, in that the Council finds there is no possibility that the implementation of this ordinance may have significant effects on the environment.

28.5 ORDINANCE NO. 2022-06
6 Section 10. Interpretation of Ordinance
(a) If any subsection, sentence, clause, or phrase of this chapter is for any reason held to be invalid or unconstitutional by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this chapter. The City Council hereby declares that it would have adopted this section, and each and every subsection, sentence, clause, and phrase thereof not declared invalid or unconstitutional, without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional. (b) Nothing in this chapter shall be interpreted or applied so as to create any requirement, power, or duty in conflict with any federal or state law.
(c) In enacting and implementing this chapter, the city is assuming an undertaking to promote the general welfare. It is not assuming, nor is it imposing on its officers and employees, an obligation for breach of which it is liable in money damages to any person who claims that such breach proximately caused injury.

Section 11. Effective Date.

This ordinance shall take effect immediately upon adoption, in accordance with Charter section 611(a) and Government Code section 36937(a).

PASSED FOR PUBLICATION this 19th day of April, 2022, by the following vote:

AYES: Councilmembers Kalantari-Johnson, Golder, Meyers; Vice Mayor Watkins; Mayor Brunner.

NOES: Councilmembers Cummings, Brown.

ABSENT: None.

DISQUALIFIED: None.

APPROVED: ______________________________
Sonja Brunner, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

28.6 ORDINANCE NO. 2022-06
7 PASSED FOR FINAL ADOPTION this _____ day of _______, 2022, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Sonja Brunner, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2022-06 and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

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e
l
D
r
Meder St
H
a
g
a
r
Dr
Glenn Coolidge Dr
Heller
Dr
Mclaughlin Dr
Bay St
Laurent St
Walnut Ave
Rincon
St
Center
St
High St
Jenne St
Upper Park R Carb d onera Dr
Allerton St
Prospect Heights
Trevethan
Ave
I
s
b
e
l
D
r
Seabright
Ave
Fred
eri
ck
St
Water St
E
m
e
l
i
n
e
Av
e
N
Branciforte
Ave
Soquel Ave
Proposed Election Sequence:2022: 4 (Cummings), 6 (Golder )+ Mayor2024: 1 (Watkins), 2 (Brunner), 3 (Kalantari-Johnson& Meyers) and 5 (Brown) �2021 CALIPER
ORDINANCE NO. 2022-06

EXHIBIT A

28.8 NDC 602
District 1
Total Pop 10,855
Deviation from ideal 339
% Deviation 3.22%
% Hisp 22.5%
% NH White 64%
% NH Black 2%
% Asian-American 7%
Total 8,138
% Hisp 13%
% NH White 76%
% NH Black 1%
% Asian/Pac.Isl. 8%
Total 7,880
% Latino est. 13%
% Spanish-Surnamed 13%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 82%
% NH Black 1%
Total 6,912
% Latino est. 12%
% Spanish-Surnamed 11%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 84%
% NH Black 1%
Total 5,662
% Latino est. 9%
% Spanish-Surnamed 9%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 86%
% NH Black est. 1%
ACS Pop. Est. Total 10,956
age0-19 18%
age20-60 59%
age60plus 23%
immigrants 15%
naturalized 36%
english 78%
spanish 14%
asian-lang 5%
other lang 3%
Language Fluency Speaks Eng. "Less than Very Well" 9%
hs-grad 38%
bachelor 28%
graduatedegree 20%
Child in Household child-under18 26%
Pct of Pop. Age 16+ employed 63%
income 0-25k 18%
income 25-50k 11%
income 50-75k 10%
income 75-200k 41%
income 200k-plus 20%
single family 79%
multi-family 21%
rented 38%
owned 62%
Total population data from the 2020 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

Latino voter registration and turnout data are Spanish-surname counts adjusted using Census Population Department undercount estimates. NH White and NH Black registration and turnout counts estimated by NDC. Citizen Voting Age Pop., Age, Immigration, and other demographics from the 2015-2019 American Community Survey and Special Tabulation 5-year data. 2 10,691
175

1.66%
24%
63%
2%
6%
8,381
14%
77%
1%
4%
7,508
13%
12%
2%
1%
84%
1%
6,437
11%
11%
2%
1%
85%
1%
5,192
9%
9%
2%
1%
87%
1%
10,503
14%
68%
18%
14%
44%
78%
15%
2%
4%
5%
39%
26%
22%
15%
77%
22%
15%
13%
40%
11%
60%
40%
66%
34%
3 10,442
-74
-0.70%
18%
64%
2%
12%
8,857
14%
73%
3%
9%
7,160
12%
11%
4%
1%
82%
2%
6,146
11%
11%
3%
1%
83%
2%
4,998
11%
10%
3%
1%
83%
2%
10,980
16%
63%
21%
15%
37%
81%
11%
5%
4%
5%
31%
27%
31%
19%
64%
20%
15%
11%
38%
16%
73%
27%
48%
52%
4 10,285
-231
-2.20%
26%
57%
3%
10%
7,165
13%
74%
4%
6%
6,619
13%
13%
4%
1%
76%
3%
5,456
12%
11%
4%
1%
78%
3%
4,289
11%
10%
4%
1%
81%
3%
10,090
21%
61%
18%
16%
31%
73%
18%
4%
5%
10%
29%
26%
27%
21%
70%
30%
19%
12%
28%
11%
47%
53%
65%
35%
5 10,269
-247
-2.35%
33%
40%
8%
16%
9,277
24%
46%
4%
23%
3,682
14%
13%
4%
1%
75%
4%
2,603
13%
12%
4%
1%
78%
4%
2,784
16%
15%
5%
1%
72%
4%
11,131
49%
43%
8%
15%
33%
60%
17%
15%
8%
5%
28%
33%
26%
22%
46%
19%
10%
14%
36%
21%
69%
31%
36%
64%
6 10,551
35 0.33%
21%
58%
4%
13%
8,886
17%
67%
1%
12%
6,453
11%
11%
4%
1%
83%
1%
5,469
10%
10%
4%
1%
84%
1%
4,680
11%
11%
3%
1%
84%
1%
10,898
27%
55%
18%
14%
44%
73%
12%
8%
7%
5%
26%
32%
30%
21%
58%
22%
16%
9%
33%
20%
72%
28%
50%
50%
Total
63,093
586

5.57%
24%
58%
3%
11%
50,704
16%
68%
2%
11%
39,302
13%
12%
4%
1%
81%
2%
33,023
11%
11%
3%
1%
82%
2%
27,605
11%
10%
3%
1%
83%
2%
64,558
24%
58%
17%
15%
37%
74%
14%
7%
5%
6%
33%
28%
26%
20%
62%
22%
15%
11%
36%
15%
66%
34%
53%
47%
02/09/2022 2:42 Page 1 of 1
Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Voter Turnout
(Nov 2018)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats

28.9 4
5 2
7 1
6 California Santa
Univ of 3
Cruz
Santa Cruz Main
Jail
Coast Rd
River
St
Mission
St
Shaffer Rd
Modesto Ave
Sw
ift
St
Delaware Ave
Fa
ir
Ave
Alta Ave
A
l
m
a
r
Av
e
Wo
o
d
row
Av
e
Col
u
mbi
a
S
t
Laurel St
Beach 2n St d St
W
Cl
iff
Dr
C
a
l
i
fo
r
n
i
a
S
t
King
St
Palm St
Cen
ten
n
ial S
t
La
g
u
n
a
S
t
L
i
g
h
t
h
o
u
s
e Ave
F
ro
n
t
St
Broadway
Highland Ave
Co
ra
l St
Meadow Rd
N
o
b
e
l
D
r
Meder St
H
a
g
a
r
Dr
Glenn Coolidge Dr
Heller
Dr
Mclaughlin Dr
Bay St
Laurent St
Walnut Ave
Rincon
St
Center
St
High St
Jenne St
Upper Park R Carb d onera Dr
Allerton St
Prospect Heights
Trevethan
Ave
I
s
b
e
l
D
r
Fred
eri
ck
St
Water St
E
m
e
l
i
n
e
Av
e
N
Branciforte
Ave
Buena
Vista
Ave
Windham St
Soquel Ave
Proposed Election Sequence:2022: 4 (Cummings), 5 (Golder, Kalantari-Johnson, & Meyers), and either 6 (vacant) or 7 (vacant)2024: 1 (Watkins), 2 (Brunner), 3 (Brown) and either6 (vacant) or 7 (vacant)Alternate Election Sequence:2022: 4 (Cummings), 6 (vacant) and 7 (vacant) 2024: 1 (Watkins), 2 (Brunner), 3 (Brown) and5 (Golder, Kalantari-Johnson, & Meyers) �2021 CALIPER
ORDINANCE NO. 2022-06

EXHIBIT B

28.10 Map 101
District 1
Total Pop 9,029
Deviation from ideal 16
% Deviation 0.18%
% Hisp 19.0%
% NH White 67%
% NH Black 2%
% Asian-American 7%
Total 6,809
% Hisp 10%
% NH White 79%
% NH Black 1%
% Asian/Pac.Isl. 7%
Total 6,908
% Latino est. 12%
% Spanish-Surnamed 11%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 84%
% NH Black 1%
Total 6,103
% Latino est. 11%
% Spanish-Surnamed 10%
% Asian-Surnamed 3%
% Filipino-Surnamed 1%
% NH White est. 85%
% NH Black 1%
Total 5,013
% Latino est. 8%
% Spanish-Surnamed 8%
% Asian-Surnamed 2%
% Filipino-Surnamed 1%
% NH White est. 88%
% NH Black est. 1%
ACS Pop. Est. Total 9,063
age0-19 18%
age20-60 58%
age60plus 25%
immigrants 15%
naturalized 36%
english 80%
spanish 13%
asian-lang 4%
other lang 3%
Language Fluency Speaks Eng. "Less than Very Well" 8%
hs-grad 37%
bachelor 28%
graduatedegree 20%
Child in Household child-under18 27%
Pct of Pop. Age 16+ employed 63%
income 0-25k 15%
income 25-50k 11%
income 50-75k 10%
income 75-200k 43%
income 200k-plus 21%
single family 85%
multi-family 15%
rented 32%
owned 68%
Total population data from the 2020 Decennial Census.

Surname-based Voter Registration and Turnout data from the California Statewide Database.

1.41%
20%
67%
2%
6%
7,340
12%
80%
1%
4%
6,754
11%
10%
2%
1%
86%
1%
5,862
10%
10%
2%
1%
86%
1%
4,822
8%
8%
2%
1%
88%
1%
8,912
14%
65%
20%
13%
45%
80%
13%
2%
5%
4%
39%
26%
22%
15%
76%
21%
14%
12%
42%
11%
62%
38%
64%
36%
3 9,047
34 0.38%
20%
64%
3%
8%
6,966
13%
74%
3%
7%
6,477
12%
11%
4%
1%
80%
2%
5,299
11%
10%
3%
1%
81%
2%
4,217
9%
9%
4%
0%
84%
2%
8,838
22%
56%
22%
12%
54%
81%
10%
5%
5%
4%
27%
33%
28%
24%
63%
19%
9%
12%
41%
20%
75%
25%
37%
63%
4 8,991
-22
-0.24%
35%
47%
3%
10%
5,823
18%
67%
5%
7%
4,623
19%
18%
4%
1%
71%
4%
3,613
17%
16%
4%
1%
73%
4%
2,808
16%
15%
4%
1%
75%
4%
8,654
18%
69%
13%
18%
24%
67%
23%
5%
5%
13%
36%
22%
22%
18%
74%
35%
24%
14%
21%
6%
33%
67%
80%
20%
5 9,005
-8
-0.09%
18%
66%
2%
9%
6,994
12%
77%
3%
6%
6,798
12%
11%
3%
1%
83%
2%
5,856
11%
10%
2%
1%
83%
2%
4,752
10%
10%
2%
1%
84%
2%
8,787
19%
57%
24%
14%
42%
82%
10%
3%
5%
4%
29%
33%
25%
20%
64%
21%
12%
10%
37%
19%
78%
22%
49%
51%
6 9,060
47 0.52%
16%
64%
2%
14%
8,031
15%
73%
1%
10%
6,371
11%
10%
5%
1%
83%
1%
5,499
10%
9%
4%
1%
85%
0%
4,398
9%
9%
4%
1%
85%
0%
9,872
15%
66%
19%
14%
47%
79%
9%
6%
5%
5%
27%
27%
36%
18%
62%
19%
19%
10%
35%
17%
70%
30%
47%
53%
7 8,821
-192
-2.13%
41%
27%
9%
21%
8,741
30%
36%
4%
28%
1,371
24%
22%
10%
1%
59%
5%
791
20%
19%
8%
1%
64%
4%
1,595
27%
25%
8%
2%
56%
5%
10,430
60%
39%
1%
17%
25%
51%
22%
19%
8%
6%
26%
26%
36%
31%
42%
36%
12%
15%
24%
14%
49%
51%
68%
32%
Total
63,093
319

3.54%
24%
58%
3%
11%
50,704
16%
68%
2%
11%
39,302
13%
12%
4%
1%
81%
2%
33,023
11%
11%
3%
1%
82%
2%
27,605
11%
10%
3%
1%
83%
2%
64,558
24%
58%
17%
15%
37%
74%
14%
7%
5%
6%
33%
28%
26%
20%
62%
22%
15%
11%
36%
15%
66%
34%
53%
47%

Page 1 of 1 ends

Total Pop
Citizen Voting Age Pop
Voter Registration
(Nov 2020)
Voter Turnout
(Nov 2020)
Voter Turnout
(Nov 2018)
Age
Immigration
Language spoken at home
Education
(among those age 25+)
Household Income
Housing Stats

28.11 Proof of Publication
(2015 C.C.P.)
I, the undersigned, declare:

That I caused the attached legal notice/advertisement to be published in the Santa Cruz Good Times, a weekly newspaper published and circulated in the County of Santa Cruz, and adjudged a newspaper of general circulation by the Superior Court of California in and for the County of Santa Cruz, under Proceeding No. 68833; and that the legal notice/advertisement was published in the above-named newspaper on the following date(s), to wit:

May 4, 2022
I declare under penalty of perjury that the foregoing is true and correct to the best of my knowledge.

This 4th day of May, 2022, Santa Cruz, California
____________________________
Julia Wood
Deputy City Clerk Administrator
Julia Wood

28.12 DECLARATION OF POSTING

STATE OF CALIFORNIA )
) SS.

COUNTY OF SANTA CRUZ )
On the 2nd day of May, 2022, I posted conspicuously in three public places within the City of Santa Cruz, Ordinance No. 2022-06, to wit:

1. City Hall: 809 Center Street: Bulletin Board outside Room 9/10

2. City Hall: Bulletin Board outside Council Chambers

3. The City of Santa Cruz website
The document, posted in its entirety, consists of pages 1—7.

I declare under penalty of perjury that the foregoing is true and correct. Executed this 2nd day of May, 2022, in Santa Cruz, California.
_______________________________
Julia Wood
Deputy City Clerk Administrator
Julia Wood

28.13 1
Rosemary Balsley
From: Garrett <[email protected]>
Sent: Thursday, May 05, 2022 5:16 PM
To: City Council
Subject: 5.10.22 Agenda Item # 28 Adopting a 7 district map

5.10.22 Agenda Item # 28 Adopting a 7 district map
Dear Council,
It is fairly clear you gave little thought to the 7 district model of district elections in that it is simply the default transition of what is currently not a very good system of electing Mayors, to one that is no better and leaves public oversight completely out of that process.

You could have done better and suggested a third choice which was a charter amendment for 7 districts that allows the public to choose from among all the future council members for Mayor, but didn't. Measure E or this 3'rd choice would then be an actual choice, most votes win, of how the Mayor is elected by the public, and what you present would again be the default if both failed.

There is nothing that prevents you from having a public advisory vote on who they want for Mayor even with the existing charter. You could do that.

The public should know there is nothing that prevents a future charter amendment being submitted to the people providing a public choice of Mayor from among the entire willing future council members in a 7 district model of governance.

The public should know Measure E is fairly permanent and hard to change if adopted although I suppose the Mayor term could be with another charter amendment. You should have given the people the choice of Mayor term, but didn't.

I like public oversight, the more the better. I like balance and fairness, the more the better. That this is the 12 hour and no time was allowed to debate the "final" decision" of the council is a (your) fault.

While I prefer a 6 district option with an at-large elected Mayor, your version of this is probably the worst lopsided version imaginable with a 4-2 alternation that a) forces forever the same 4 district incumbents to leave the council for 2 years if they want to run for Mayor, and 2 that do not have to wait.
b) a 3-3 district election sequence every two years would have been more balanced.

28.14 2
c) a 2 year term Mayor solves a lot of these district unfairness type problems and provides more public oversight. A good Mayor will win re-election in a landslide, a bad one.. hasta la vista.

Experienced executive government people are hard to come by and reducing this number is not a benefit to the city in Measure E, and the people in any case should decide Mayor.

Garrett Philipp - Westside Santa Cruz

28.15 1
Rosemary Balsley
From: Dennis <[email protected]>
Sent: Sunday, May 08, 2022 11:21 AM
To: City Council
Subject: District maps
Dear City Council members:

I am very disappointed in the “yes” map (602) for the Lower Westside. So, I’ll need to vote “no” to keep my neighborhood together in a district, regardless of how I feel about having a “strong” mayor.

Map 602 splits the Lower Westside on Columbia and divides the Circles neighborhood into two districts.

Residents that face Lighthouse Field are crazily divided into two districts (Pelton residents into one district and Columbia residents into another). Yet the residents on Pelton, facing Lighthouse Field, are in the same district as those who live at the corner of Bay and Meder.

So for me, the choice on the ballot is not between strong‐mayor vs Council‐selected‐mayor. Instead, it is a choice between keeping the Lower Westside together or not.

Dennis Hagen
Lower Westside

28.16 City Council

AGENDA REPORT
DATE: 04/20/2022
AGENDA OF: 05/10/2022
DEPARTMENT: City Clerk
SUBJECT: Transportation and Public Works Commission (TPWC) Appointment (CC) RECOMMENDATION: Motion to appoint one member to the Transportation and Public Works Commission, with a term ending January 31, 2024.

BACKGROUND: Due to a resignation, there is a vacancy on the Transportation and Public Works Commission.

DISCUSSION: The following people are seeking appointment:

Sabrina Lopez
Ryan Meckel
Alex Ponik
Joy Schendledecker
Zennon Ulyate-Crow
FISCAL IMPACT: None.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. APPLICATIONS.PDF

29.1 29.2

29.3 Sabrina Lopez
, Santa Cruz, CA 95060

EDUCATION
2015 – 2019 B.S., Molecular, Cellular, and Developmental Biology University of California, Santa Cruz 2019 UC Center Sacramento Program University of California, Davis 2018 UCD School of Earth Sciences exchange program University College of Dublin, Ireland

EXPERIENCE
June 2020 – Current. Health Program Specialist, SANTA CRUZ COUNTY • Case manages patients and families who experience childhood lead poisoning • Leads outreach and education activities for community members • Maintains inter and intra-agency connections and collaborations • Communicates with medical personnel, public health officials, families/patients, and other collaborators • Educates community on pedestrian and cyclist safety
• Collaborates with Residential Care Facilities for COVID-19 prevention education October 2017 – August 2019. University and Student Life Guide, UNIVERSITY OF CALIFORNIA, SANTA CRUZ • Led groups of 30+ people on 90 minute campus tours 2-3 times a day • Gained extensive public speaking skills, acting as a campus representative • Developed expansive knowledge base of UCSC academics, student life, and history January 2019 – March 2019. Undergraduate Intern, CALIFORNIA ENVIRONMENTAL PROTECTION AGENCY/UC CENTER

SACRAMENTO
• Conducted personal project regarding asbestos testing at a low-income public school • Assisted CalRecycle with recycling facility compliance in West Oakland • Worked with stakeholders and Non-Profit Organizations on the Stockton Air Quality and Water Quality improvement efforts • Aided in document editing and analysis for various projects • Educated in policy courses
• Carried out individual research about methane gas and climate change policy implementation June 2018 – August 2018. Big Lift Inspiring Summers (BLIS) Learning Facilitator Intern, SAN MATEO COUNTY LIBRARIES • Facilitated a summer learning camp of rising kindergarteners focused on STEM for cognitive development • Led low-income children through hands-on educational activities • Collaborated with county faculty, educators, parents, and students for a focus on educational enrichment to prevent summer learning loss
March – June 2018. Undergraduate Research Assistant, UNIVERSITY OF CALIFORNIA, SANTA CRUZ • Assisted in Diatom research in an Earth and Marine lab at UC Santa Cruz, utilizing micro and molecular biology techniques under the supervision of principal investigator Marilou Sison-Mangus Summer 2016 – 2018. Lead Outreach Intern, SAN MATEO COUNTY LIBRARIES • Managed and supervised high school summer interns across the county library system • Helped lead trainings for new employees (ex. 3-D printing training) • Organized and facilitated community events for children, teens, and adults SKILLS
• Strong analytical and critical thinking skills
• Excellent interpersonal and communication skills
• Proactive and enthusiastic approach to work
• High attention to detail
• Works well both independently and as part of a
team
• Adaptable and flexible
• Strong time management skills

29.4 29.5

29.6 29.7

29.8 29.9

29.10 29.11

29.12 29.13

29.14 Zennon Ulyate-Crow
March 8, 2022
Transportation and Public Works Commission Application
As a UCSC student and well versed transit/mobility activist, I apply to the Transportation and Public Works Commission with a unique set of skills and qualifications.

I've always been passionate about the issue of transportation. It started with drawing bird's-eye maps of cities in Elementary School and commenting at Los Angeles Metro community scoping meetings throughout Middle School.

But quickly it grew from a hobby to a passion. By 9th grade I was working on securing grant funding for a safe walking route from my local elementary school to the library. In 10th, I attempted to save my school's busing system by redesigning my school's entire 16 route school bus network in a night, but when that didn't work I conceived and successfully advocated for the creation of a new public bus route. This route directly served my high school and saved a collective 3 hours and 20 minutes of travel time each week for over 160 students. In 11th, I joined the Los Angeles Metro as an intern and wrote a report on all-door bus boarding mechanisms for the CEO (attached below).

Throughout all of this I educated myself further and further on the topic. I co-led a talk on Congestion Pricing at a UCLA transportation conference, took a UCLA class in Urban Planning, read countless reports on global best street designs, signal timings, transportation networks, bus intervals, and more.

I fought for safe streets in my neighborhood while serving on my local community council for over 2 years as a Youth Advisor. Additionally, I worked as a projects advocacy lead where I followed public works and housing projects throughout the government process, writing letter head advocacy in technical terms to support their safe passage. It was through serving on my community council and working within the bureaucracy I learned about the local public works process in and out.

Bringing us to Santa Cruz, I've already begun talking to Santa Cruz METRO transportation planners to institute all-door boarding on campus and crafted a parking policy uniquely suited to tackle our transportation crisis (attached below). I've also brought my intersection redesign series to the Eastside's spaghetti intersection of Morrissey/Soquel/Water, creating a conceptual reallocation of space that incorporates protected bike lanes and safe pedestrian infrastructure (attached below). Statewide, I've crafted a bill white paper for value-capture around transit infrastructure that would effectively allow transportation agencies and cities to finance their own mass-transit projects (attached below).

29.15 But more importantly, I want to introduce a new perspective to the commission not yet heard in its history.

I want to bring my role as a student to the table.

Our city is around 30% students and 55% of METRO riders are UCSC students, yet our voice has never had a seat on the commission. As a bus rider, biker, and car owner, I can bring both a lived and learned perspective of transportation expertise to the issues our city faces today. When I don't feel safe biking up High or Bay Streets towards campus, when I go into town on a Saturday with friends and miss the last bus at 12:30, when anything east of Ocean Street is Terra Incognita because it takes over an hour with transfers to travel the same distance as a 12 minute drive, it's from the unique perspective of a student. 69% of our city's emissions come from transportation. We know the transition away from vehicles is necessary and students will be an extremely large part of that equation. We need representation, and I hope to fill that voice.

Thank you for considering my application for the Transportation and Public Works Commission.

All the Best,
Zennon Ulyate-Crow

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29.20 Zennon Ulyate-Crow -
Bodie Shargel -
January 2022
Citywide In-Lieu Parking Fee to Fund Active Mobility
and Transit
Context
Parking policy is one of the most interconnected issues municipalities face, affecting housing affordability, access to mobility, transit use, climate change, and neighborhood livability.

Research has demonstrated Santa Cruz and other cities’ current minimum parking requirements damage the climate, housing affordability, and walkable neighborhoods. We must transition away from our current overwhelmingly auto-dependent infrastructure, but the question of parking reform is always a chicken or egg situation.

Do cities begin by implementing parking maximums to create walkable communities while suffering the short-term consequences of insufficient transit and packed street parking? Or do they look for the current non-existent funds to invest in transit first while still promoting development that disincentives its usage?
Policy
Currently, Santa Cruz’s Downtown Parking District allows businesses and developers to pay an in-lieu fee for each parking spot they cannot provide. The city uses the money to build shared parking and downtown street improvements.

We want to pursue a citywide in-lieu parking fee that exclusively funds active mobility and transit infrastructure. The fee would be priced lower than the cost of constructing parking and could replace up to 100% of parking requirements.

Implications
Making the in-lieu fee cheaper than parking construction reduces building costs and provides a strong incentive for usage. Each additional parking space per unit raises rents by 20% on average, and reductions in parking have been shown to result in lower rents, making homes and storefronts more affordable. Furthermore, the fee could be reduced for deed-restricted affordable units, extending the value of our tax dollars and incentivizing more affordable housing overall.

This policy will right-size parking requirements to each unique development. Our current minimums paint a broad brush and often result in more parking than would otherwise be constructed. For example, city law mandated that a recent project with 233 student-oriented homes build 214 parking stalls. Students use cars at significantly lower rates, but providing a free parking spot induces them to own a vehicle. If priced similarly to the Downtown In-Lieu fee of $20,000 per space, the project’s 209 parking spots would convert to over $4 million in funds, and that’s just from this one project!
1 29.21
Zennon Ulyate-Crow -
Bodie Shargel -
January 2022
In practice, this policy would hardly ever eliminate all parking spots but instead right-size requirements to anticipated usage. There are still strong incentives for parking construction, from construction financing to customer desires. Furthermore, our current infrastructure is far too car-dependent to facilitate an immediate transition to neighborhoods not reliant on vehicles.

But by using this money to build car-free infrastructure while also gradually reducing parking and creating dense communities, we can achieve the chicken and the egg simultaneously.

The climate change implications are obvious: significant new funding for transit to help combat the 69% of city carbon emissions coming from transportation, fewer cars on the road from right-sized parking, and dense communities that ensure fewer per-capita carbon emissions from each resident. It’s important to note our climate plans rely on a 15% reduction in Vehicle Miles Traveled, in addition to widespread electric car adoption. Hence, conversion to other transportation modes is paramount.

From an equity standpoint, most METRO riders cannot afford a car, with 75.3% earning less than $35,000 annually. People of color and disabled individuals use transit at higher rates, so funding mobility improvements will directly result in better outcomes for society’s most vulnerable populations–especially considering access to transportation is the number one determinant in an individual’s ability to escape poverty.

Comparable Examples
Parking districts that create shared parking structures and street improvements within a defined geographic area are highly prevalent nationally. Santa Cruz, Redwood City, and Santa Monica are all local examples. These fees can fund transit and streetscape projects; however, their primary purpose is to create shared parking garages that district businesses and residents can utilize.

Our proposal for Santa Cruz is innovative and unique. Many cities have recognized the need for parking reform and transit improvements in recent years. San Francisco, Berkeley, and Minneapolis all eliminated parking minimums. Others imposed transit impact fees on new developments, but this policy raises housing costs and still mandates the parking that induces driving and creates unwalkable communities. No other city has attempted to convert parking construction costs directly into transit and active mobility funds.

Additionally, our proposal is the first to propose a citywide parking in-lieu fee. Movement happens on an inter and intra city scale, so implementing this policy at a city level ensures effective, comprehensive plans to reduce overall congestion.

Conclusions
While without precedent, this policy will incentivize the necessary transition to a more balanced transportation system while also recognizing our city’s current need for parking. We can lead the nation with this policy, cementing Santa Cruz’s place as an innovative hub for governance and ideas that can tackle the pressing issues of our time. 2 29.22
Sunset Blvd/Hollywood Blvd/Virgil Ave/Hillhurst Ave in Los Angeles, CA

29.23 Huntington Drive/Garfield Ave/Atlantic Blvd/Los Robles Ave in Alhambra, CA

29.24 Water/Soquel/Morrissey in Santa Cruz, CA
Twitter thread explaining each intersection design choices and compliance:
https://twitter.com/zennonuc/status/1378103324335960064?s=20&t=9fi84QQy625j-f1rf8j- g

29.25 29.26
Ulyate-Crow, 2
Context
In California, our transportation infrastructure is failing us. Crippled by congestion, Californians lose $29.1 billion in lost time and fuel annually due to traffic. In Los Angeles alone, commuters spend an extra 5 full days in their cars every year. In the past, we’ve looked to more highway construction and expansion to try and alleviate these issues. However, decades of research have shown highway expansion is counterproductive and futile due to a concept called induced demand. Just look at the $1.1 billion 405 Sepulveda Pass widening project, where travel times through the pass increased by a minute only a year after construction.

Additionally, today we are reckoning with institutional racism at every level and facing the unprecedented challenge of climate change. Correcting the policies that purposely put poorer communities of color in the paths of highways, exposing residents to harmful PM 2.5 toxins that cause cancer and asthma, and led to 42.9% of our carbon emissions coming from road vehicles, should be of paramount priority.

Reflecting on all of this, California lawmakers have already recognized that we need to invest in public transportation, the greener, denser, and cheaper option for Californians.

However, it has been an endless struggle to fund the day-to-day operations of transit agencies throughout the state, let alone the billions in costs (and rising) required to build alternatives to our current auto-based infrastructure. In a country with limited federal transit funding and a state where Proposition 13 and other voter initiatives have made it challenging to pass and create new funding sources for transit, agencies have been unsure how to provide capital for these massive investments.

For the solution to fund and sustain transit, we can look back at our recent past.

History
Looking back to the heyday of public transportation in the US in the early 1900s, transit systems were primarily financed not by the fares they generated but by the land they improved.

For example, Henry Huntington built Los Angeles’s Pacific Electric Railways, previously the world’s largest public transportation network, by buying empty land in places like Redondo or Huntington Beach then selling it at a premium once he connected it to the interurban railway. He then used those funds to buy more land and expand the rail network. Beloved streetcar suburbs around the state, such as Berkeley and Pasadena, were built upon this land-development model: wholesale developers buying land then selling to prospective homeowners, in-tandem developing profitable commercial uses for the new residents and stations.

However, by the 1940s, the era of rail transportation dominance came to an end.

Increasing competition from the government-subsidized automobile and a series of poor decisions that did not consider long-term financial sustainability led to transit providers going bankrupt throughout the country. Similar to the growth Ponzi scheme documented in suburban

29.27 Ulyate-Crow, 3
sprawl, initially transit agencies turned a year-over-year profit. However, when 40 years had passed, and the rail infrastructure needed a wholesale replacement, no funds were left to finance it. But out of the ashes many countries and companies internationally, especially in Asia, learned from the mistakes of American transit and adopted similar but reformed methods of real-estate development and transit expansion.

Asian transit agencies operate with two key distinctions to ensure financial sustainability.

First and foremost, their stations’ development is considerably higher density than the traditional American model. A minimum density threshold is required to sustain rail ridership, and most US streetcar suburbs did not meet this threshold. There were too few people living near stations, and therefore there wasn’t enough ridership to justify service. Second, US operators primarily outright sold the land they owned, which created large short-term profits but no long-term financial model accounting for the costs associated with maintenance of track, rolling stock, and other liabilities. Today, Asian counterparts predominantly use rents rather than lump sales, enabling a model of operation that doesn’t depend on constant expansion.

For example, the profitable Hong Kong Mass Transit Railway (MTR) finances its transit development by owning land near stations then developing parcels in partnership with private developers. MTR collects either ongoing lump-sum payments, a percentage of the total building profits, or a number of the building’s businesses to fund operations. We also see this phenomenon as a critical driver of railway development in Japan and its fringes.

In California, we’ve begun to partially experiment with this model through AB 2923, passed and signed into law by Governor Brown in 2018. AB 2923 mandated Bay-Area cities to upzone to the same level as BART’s TOD standards on BART-owned land, essentially allowing the transit agency to control zoning on parcels they owned. BART was then empowered to enter agreements with private partners to develop these lots. This bill is expected to result in up to 20,000 units in the Bay Area alone. However, it only applied to BART, excluding every other transportation agency in the state. While we haven’t yet seen any projects directly resulting from this bill due to its relatively recent passage, developments such as Mandela Station in West Oakland are a prime example of the buildings that should occur near transit.

Transforming Transit Real-estate Authority Near Stations to Invest in Transportation (TTRANSIT) Act
In short, the Transforming Transit Real-estate Authority Near Stations to Invest in Transportation (TTRANSIT) Act would empower every transit provider statewide to have full discretionary development authority on the land they own within ¾ mile of a train or bus-rapid-transit station. However, for the bill to work effectively, detailed below are provisions necessary to facilitate its usage.

29.28 Ulyate-Crow, 4
Land-Use Authority & Development
Provision Reasoning
Within ¾ mile of rail transit or
bus-rapid-transit stations, transit agencies
would have full discretionary development
authority over properties they own, essentially
exempting them from any local zoning
restrictions.

This development right given to agencies
would automatically raise the value of the
land they buy. Being allowed to build more
than was initially permitted means you can
extract more value than previously possible.

Additionally, this will enable the construction
of the densities and uses needed to sustain
transit.

So long as the uses are non-polluting and
conducive to transit, agencies will be allowed
to construct any use on these properties,
whether that be housing, commercial, leisure,
or office, to maximize cross-subsidization.

All communities and transit agencies have
different needs, so mandating a type of use
could lead to no construction when there isn’t
a need for the required use. Allowing for local
choice ensures practical application in our
diverse state. Additionally, considering the
purpose of the development is to subsidize
public transit, we shouldn’t be precluding
uses that could create more revenue.

When soliciting developers, agencies will use
a weighted scoring rubric to determine which
project to select for any given site. This rubric
will be out of 100 points, with 75 points
allocated to state priorities and 25 to local
priorities. The state and local municipality will
submit their priorities to the transit agency.

Then the agency will conduct an independent
analysis to determine, based on the rubrics
the state and local municipality submitted,
which project scored the highest.

A joint committee of CA HUD and Caltrans
representatives will create the state priorities,
which will require the governor’s approval. On
the local side, the local municipality’s
electoral body will determine priorities. For
the state, the rubric will ideally include priority
aspects such as the number of affordable
housing units, projected profitability, and
contractor reliability while also considering
secondary elements such as integration with
This weighted rubric will be how the state can
implement regional priorities, such as
affordable housing construction, through
weighing specific criteria more than others.

The rubric process for selecting a builder will
also encourage good development and
solicitation practices while reflecting local
municipalities’ concerns. By giving
municipalities the power to submit their
preferences, developments can incorporate
local circumstances, however not to the
extent it entirely limits a transit agency’s
ability to construct on their property.

Additionally, contracting out construction and
development allows smaller agencies without
the expertise to reap the benefits of projects
but outsource the technical skills required.

A mix of transit and urban development
professionals determining the state rubric
ensures good policy, while approval from the
governor allows political preferences to be
incorporated. Giving the transit agency the
ability to issue the grading system allows for
an independent review of proposals and a fair
evaluation of which development to select.

29.29 Ulyate-Crow, 5
transit, green buildings, and neighborhood
compatibility. This rubric will incorporate
elements from the state to advance regional
priorities; however, it will also include a
portion of weight for local preferences, so
long as these priorities don’t make it
impossible for site development.

In no way is this an exhaustive list, but
hypothetically a weighted rubric would work
on a points system like this:

State
20 points - Projected profitability
10 points - Number of affordable units
10 points - Contractor reliability
10 points - Projected transit users
10 points - Environmentally sustainable
construction
10 points - VMT reduction
5 points - Integration with Transit
Local
20 - Neighborhood compatibility
5 - Number of affordable units
If transit agencies would like to develop their
land using an in-house team, they must gain
approval from the joint committee of Caltrans
and CA HUD representatives. The committee
will consider the development proposal using
the same rubric process as when soliciting
private development, and if the proposed
project scores more than 70 points, it will be
permitted.

While unlikely to be utilized as the expertise
required to engage in this type of in-house
development is not in the wheelhouse of any
current transit agencies, in the future, this
option gives a pathway for an eventual
consolidation of construction. This would
allow for greater efficiencies and profits as not
relying on developers can lead to more
money for the agency. If it ever happened,
only large-scale transit agencies or a
statewide intercity rail operator would likely
use it.

Property Acquisition & Transit Construction
Provision Reasoning
Agencies will be allowed to finance the
upfront capital required to buy land and build
transit by issuing revenue bonds. Revenue
bonds do not require voter approval because
the future user fees and revenues used to
cover the upfront costs are not new taxes. In
this case, farebox revenues, development
profits, and other currently existing taxes will
be the user fees and revenues the Treasurer
can issue bonds against.

By allowing the issuance of revenue bonds
against development profits, agencies can
quickly acquire large sums of cash to
purchase land and construct transit projects.

Transit agencies can access a more
dependent form of funding and expand at an
expedited rate by not requiring voter
approval.

29.30 Ulyate-Crow, 6
Transit agencies will have preemptive
purchasing rights to all property within ¾ of a
mile of stations for a period of 15 days after
being on the market.

Giving transit agencies the exclusive right to
place an offer on land before it goes to the
general marketplace shields them from a
bidding war and gives them a better chance
to own more property.

Agencies will be allowed to purchase land
before they announce a project and only have
to disclose these acquisitions every 6
months, giving them time to amass a portfolio
before speculation.

Transportation infrastructure announcements
often lead to a land speculation boom that
rapidly increases land value. This is
problematic because increases often result in
prices far above the real value of the land,
and those trying to purchase property spend
far more than before a project’s
announcement. For example, when
speculators discovered Henry Huntington
bought the local land-holding company in
Redondo Beach, overnight prices
skyrocketed. Investors realized this purchase
was a signal of future rail investment in the
community. Considering the slow-moving
nature of public entities, any additional
property secured after this boom would likely
be over-evaluated.

Only in the most extreme circumstances will a
total land sale be allowed. The default form of
property transaction will be long-term ground
leases, recurring lump sums, a portion of
business profits, ownership of several
businesses, or other revenue sharing
agreements.

Only when a transit agency owns the land
can they utilize their development authority,
and continuing to own the land allows for
more options when agencies need to expand
or modify transit infrastructure. Additionally,
guaranteeing revenue through long-term
leases means a sustainable funding source
for continued operation.

Agencies will be encouraged to engage in
unique property acquisition methods that
don’t necessarily involve traditional
purchasing.

This kind of creativity in governance could
allow for unique property transfers, such as
Japan’s “land readjustment” acquisition
method. Used primarily in rural areas with
large parcels, property owners keep half of
their property and give half away to the
agencies. The railway company provides full
infrastructure support (water, power, roads,
etc...) for the private land and uses their half
to install roads and transit infrastructure. Land
readjustment can also refer to the practice of
pooling inefficient property shapes and
dividing the land into more efficient plots.

Transit agencies could facilitate this type of

29.31 Ulyate-Crow, 7
adjustment among property owners to
guarantee contiguous and viable pieces of
land.

Agencies are encouraged to “land bank” by
consolidating smaller parcels into larger plots.

Especially when building large-scale projects
near transit hubs, land banking allows for the
property acquisition required to consolidate
smaller parcels into the larger pieces of land
necessary for construction. By encouraging
land banking, we can incentivize large-scale
developments that can better meld with the
community and result in more profit.

Conclusion
Access to transportation is the number one determinant in a person’s ability to escape poverty. As a state, we know that we need to invest in public transit to combat many significant issues we face. Whether it be climate change, access to opportunity, or congestion, all problems point to a need for wholesale change in transportation policy. This bill will allow agencies to take this mandate and run with it. The inflated values of California land, especially in urban areas where regional transportation exists, means the funds transit agencies can acquire through their development authority will transform agencies’ budgets. This bill requires no new taxes and creates environmentally friendly communities supporting transit. Good policy begins synergistic cycles that far outlive the original bills, and the stimulation of transit and community growth will do just that.

29.32 City Council

AGENDA REPORT
DATE: 04/23/2022
AGENDA OF: 05/10/2022
DEPARTMENT: City Manager
SUBJECT: Re-Envision Santa Cruz (Interim Recovery Plan) Update and Draft Citywide Work Plan (CM)
RECOMMENDATION: Motion to:
1) Accept the City’s most recent quarterly progress reports on Re-Envision Santa Cruz, a 12-18 month interim recovery plan, and provide feedback as desired; and 2) Review a draft two-year citywide work plan to bridge the transition from Re-Envision Santa Cruz and a new City strategic plan to be developed in early calendar year 2023.

BACKGROUND: Beginning in December 2019, a novel coronavirus caused an outbreak of respiratory illness (COVID-19) in China. Illness with this virus has ranged from mild to severe, with a highly significant impact on our health care system and personnel. The impact from the virus touched all aspects of our community. Unlike other emergencies, COVID-19 is a public health emergency and the City of Santa Cruz must abide by local public health orders set by the County of Santa Cruz Public Health Officer and statewide orders issued by the Governor.

Public Health Actions:
- On March 4, 2020, the County of Santa Cruz Health Services Agency declared a Local Health Emergency regarding COVID-19.
- On March 10, 2020, City Council declared a local health emergency disaster. - All of the County actions can be found at the County’s COVID-19 Public Information page:
http://santacruzhealth.org/HSAHome/HSADivisions/PublicHealth/CommunicableDiseaseControl/Coronavi rusHome/PublicInformation.aspx
City Strategic Planning Efforts:
- Strategic Plan. On January 14, 2020, Nicole Young of Optimal Solutions Consulting launched the City’s Strategic Plan project at the City Council meeting. Prior to this launch, Optimal Solutions worked with Council at its June 2019 Council Retreat to develop a shorter-term 6 month work plan. In early 2020, staff worked with the consultant to do an internal landscape analysis across all Departments. In March 2020,

30.1 the City was supposed to begin its external outreach with the community to gather its inputs and opinions. Due to the sheer volume of work needed for COVID-19 response, the outreach and the larger strategic plan project were postponed indefinitely. - Convergence of COVID-19 and Strategic Planning. As the pandemic changed course and different actions were needed, Council and staff recognized that the City needed to stay focused on responsive actions required to make quick adjustments to State and County changes, but also to shift some time to evaluation of recovery for both community scale needs such as economic recovery but also internal City operational needs such as workplace safety, new delivery mechanisms, and budget management. - On June 9, 2020, the Council heard and discussed an update which ultimately resulted in shifting from our former broad-based strategic plan to an Interim Recovery Plan encompassing a planning timeline of 12-18 months and establishing a Council Interim Recovery Plan Committee (CIRPC) to work on the Interim Recovery Plan, which would also include a more formal rubric/a set of criteria for decision making for prioritization of tactical City response and recovery.
- On October 29, 2020 at a special meeting, Council engaged in a workshop facilitated by Management Partners and developed:
 Three priority areas of focus for the Council’s and staff’s attention over the next 12 to 18 months.
 Key metrics for tracking recovery.
 A framework for making decisions about new work, services or projects during this period so that Council members and staff can prioritize time and resources on the key areas of focus.
- On November 24, 2020, Council received the Interim Recovery Plan document authored by Management Partners based upon the October workshop and adopted the plan. Key content components of the IRP are:
 Focus Areas:
o Fiscal Sustainability
o Downtown and Other Business Investment
o Infrastructure
 Principles and Processes:
o Equity, Health & Well-being and Sustainability
o Green Economy
o Community Engagement
o Delivery of Core Services
o Risk Management
o Pursuit of All Funding Sources
- On February 23, 2021, Council received and approved an update regarding staff work to operationalize the Interim Recovery Plan, refine its contents to “Re-Envision Santa Cruz”, and adopt on-going status reporting formats.
- On April 27, 2021, Council received and approved Re-Envision’s first quarterly reports and also directed staff to further explore suggestions to incorporating an equity lens into the current metrics and overall measurement model.
- On August 10, 2021, Council received and approved Re-Envision’s second set of quarterly reports.

30.2 - On October 26, 2021, Council received and approved Re-Envision’s third set of quarterly reports.
- On January 25, 2022, Council received and approved Re-Envision’s fourth set of quarterly reports.

DISCUSSION:

1. Quarterly Progress Report (attached) – January 1, 2022 through March 31, 2022. Highlights include:

The City continues to make strong progress across the focus areas. Highlights for downtown and business revitalization include affordable and market-rate housing agreements and grants for Pacific Station South and Pacific Station North. Additionally, baseline policy updates to assist with housing production and meeting housing goals include updates to Single Room Occupancy (SRO) and Small Ownership Unit (SOU) ordinances, the City’s Housing Element, and key milestone progress on Objective Standards.

On the fiscal sustainability front, staff has mapped grant needs to grant opportunities for the next year, finalized a memorandum of understanding for a feasibility analysis to develop payto-play plan at DeLaveaga Disc Golf, and executed further steps for the Skypark property including environmental remediation and ongoing maintenance of water monitoring.

Infrastructure remains a diverse area. For Climate and Energy Action Plan 2030, ongoing engagement, two city council study sessions and several commission meetings are all completed with the draft plan going to Council for adoption in early August. The Wharf EDA-funded Piling Replacement Project will be bid and construction will star in fall 2022.

The work on the Monterey Bay Scenic Sanctuary Trail (MBSST) Rail Trail continues for Segment 7 and staff hosted a public Community Open House via Zoom for Segments 8 and 9 in March 2022. Design completion for these segments is expected in spring 2023. Finally, the workforce development team is gearing up apply for California’s accelerator grant in fall 2022.

2. Performance Metrics Quarterly Report (attached) – Fiscal Year (FY) 2020 Year-to-Date (July-December 2019) Compared to FY 2022 Year-to-Date (July-December 2021)1.

The business-related metrics continue to show mixed results for the City. While business licenses are down as compared to two years ago, the net change from the previous quarter has been stable. For business utility terminations, the City’s terminations during the past two quarters remain challenging, but is down ~20% from the previous YTD report. 1 At the beginning of Re-Envision Santa Cruz’s reporting, FY 2019 (July 1, 2018 through June 30, 2019) was selected for comparison as the last full “standard” fiscal year that would not have COVID-19 impacts in its numbers.

Since metrics have now been reported for one fiscal year, the time horizon has rolled and now compares FY 2020 to FY 2022. Additionally, please remember that this report lags the narrative report by one quarter due to data availability from reporting sources.

30.3 Regarding construction and building, building permits are relatively stable when compared to FY 2020. Additionally, valuation of the permits issued shows a significant downturn; however, this is largely attributed to FY 2020 including $43 million for La Bahia Hotel.

For the revenue sources:
- Transient Occupancy Tax (TOT) saw a strong ~15.9% increase in the latest YTD numbers as compared to FY 2020’s YTD.
- Sales Tax is up by ~13.9% from FY 2020 and follows an increase last quarter as well. - Admission Tax is down ~10.8% from FY 2020 but includes a strong last quarter during key summer months of July through August.

Summaries of the three revenue streams over the past four fiscal years (FY 2022 is in process) are below and show the City approaching or exceeding pre-pandemic quarterly totals in many cases:

30.4 Staff has also begun to develop and report on Health in All Policies (HiAP) informed metrics. Progress since the last report includes the following:
- There were at least 10 community partnerships forged this period. Many of these are supportive of the workforce development project but others relate to climate action and sustainability, open space preservation, and programming for equity, healthy community and youth.
- Parks and Recreation Department reported nearly 2,000 hours of volunteer service related to park adoption activity.
- Parks and Recreation Department identified targets for their two metrics as noted in the attachment “Re-Envision Santa Cruz Performance Metric Report”. - The Finance Department is defining demographics fields for inclusion in the new land management system for business licenses (e.g., small, women owned, BIPC (black, indigenous, persons of color) owned, etc.).
- Similarly, the Planning and Community Development and Economic Development Departments are considering demographic fields to integrate into the new land management system for building permits.

Two new equity metrics are geographic maps of:
- Business closures with an overlay of opportunity zones. - General Fund capital maintenance budget with an overlay of opportunity zones.

Business Closures
2019 2021
In Opportunity Zone 31% 30%
Outside of Opportunity Zone 69% 70%
Closures percentages within and outside of the opportunity zone remain consistent between the two comparator years.

General Fund Capital Maintenance

30.5 For FY 2022 Capital Investment Program (CIP) projects, the City’s capital maintenance percentage within the opportunity zone is 40%. However, individual project scope, costs and impact vary widely depending on the project. In future reports, total CIP project valuation will be reported within and outside the opportunity zones.

3. Two-year Citywide Work Plan (Work Plan). As FY 2022 ends, the time horizon for ReEnvision Santa Cruz will sunset. The current target is to have a strategic plan process run from fall 2022 through early 2023, producing an updated three-year City strategic plan in March 2023. Given the ongoing relevancy of Re-Envision’s focus areas, staff proposes to keep those in place and add a few additional ones (asterisked) that enable the inclusion of Council directed high priority programs and projects.

The updated focus areas to bridge until the new strategic plan is in place are:
 Fiscal Sustainability
 Downtown & Business Revitalization
 Development and Other Foundational Policy Updates*
 Infrastructure
 Health and Safety*
 Employee and Organizational Vitality*
Furthermore, an important aspect of the Work Plan is that items on it are projects – work that starts and ends, and are not City recurring services. It focuses on allocating scarce*, discretionary capacity within the City that is not already taken for running and managing the ongoing services for our community and for one another (in the case of provision of an internal service).
*Staffing for projects generally averages about 20-30% of total effort for a Department, with 70-80% of staff time dedicated to ongoing services and other ad hoc, emergency work:

30.6 Projects
Ongoing Services
The Work Plan (see attachment) for the projects “above the water line” is inherently high level as it shows the entire City in one summary, two-page document. It includes targeted outcomes, risk impact, Health in All Policies alignment, service category, start dates, end dates, and major milestones
The timeline to move from the Work Plan to an updated City Three-year Strategic Plan is:

FISCAL IMPACT: None.

30.7 Prepared/Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. Re-Envision Santa Cruz Quarterly Progress Report

2. Re-Envision Santa Cruz Performance Metric Report

3. List of Projects – Re-Envision Santa Cruz

4. Citywide Two-year Work Plan

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cityofsantacruz.com/recovery
Quarterly Report: January-March 2022
Summary
The Re-Envision Santa Cruz recovery plan focuses the City on our community’s collective recovery and ongoing resilience. Through the 12-18 month plan, we will execute a bold vision centered on sustainability, equity, community engagement and essential service delivery. We will explore ways to inject our local economy with new jobs, green businesses, affordable housing and resilient green infrastructure. We will bolster what makes Santa Cruz special by supporting our businesses, advocating for new and improved funding sources, and reinvesting in the Downtown and infrastructure, from roads and water to parks, facilities and open spaces.

During the fifth reporting period, City staff made progress toward the plan’s goals. Key accomplishments include:
• Awarded the Blue City Certification, recognizing our commitment to healthy waterways and oceans.
• Reopened the 1100 Block of Pacific Avenue to traffic and modified outdoor dining locations for businesses on that street.
• Authorized a temporary extension of commercial use permit abandonment periods in connection with the COVID-19 pandemic.
• Approved nine City Arts Recovery Design (CARD) Pilot Grant Program project applications, totaling funding of $290,313.
• Won a $29.9 million grant for Pacific Station North for transit and active transportation infrastructure, workforce training, the Maple Paseo and a $20 million low-interest loan for affordable housing.
• Sought funding for an expanded Pre-Apprenticeship Program and subsequent employment for successful program participants.
• Substantially completed the 1,500-foot tunnel to house the new inlet-outlet pipeline for the Newell Creek Dam and successfully intersected the new Loch Lomond reservoir intake structure.

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Downtown and Business Revitalization
Downtown Reinvestment
Downtown Recovery Plan
Economic Development (ED) continues to work on implementing and managing the Temporary Outdoor Expansion Program as part of the Downtown Recovery Plan. In March, ED worked with the businesses with outdoor dining on the 1100 Block of Pacific Avenue to make modifications to their spaces and allow for reopening the street, as directed by City Council in late 2021. The decision to reopen Pacific Avenue came after reviewing the competing needs of businesses, residents, and customers on the block and in the surrounding area. Now with the street reopened, the businesses can better share the space.

Temporary closures will continue on this block to allow for special events, such as the monthly Makers Market.

Downtown Plan Expansion
The primary goal of the Downtown Expansion Plan is to increase housing opportunities south of Laurel Street. This grant-funded project will also allow the City to plan around a permanent, new Santa Cruz Warriors arena in the expansion area. The team developed a project website to elicit community feedback on the urban design and development options, and an online community survey was open for five weeks until mid-December for additional feedback. City staff and the consultant team reviewed this community feedback and created several draft development scenarios. These draft development scenarios were presented to the public at an open house community event at Kaiser Permanente Arena on April 20, 2022. The draft development options will also be presented to the Planning Commission and City Council in May and June to help narrow in on one development scenario for further study.

Permanent Outdoor Expansion Program
Progress toward the permanent parklet program is ongoing. ED is working with local landscape architecture firm Dillon Design Associates to develop two pre-approved parklet design models.

Simultaneously, ED has worked with Planning, Public Works, Fire, Police, and Parks to revise the parklet design guidelines, fees, and permitting process. A community meeting and follow-up survey are planned for April to allow the team to solicit feedback from both restaurants and other business and community members on the parklet designs and guidelines. Staff will incorporate feedback and bring proposed program revisions to the necessary commissions and the City Council for approval this summer.

Parking District Infrastructure
Ten Downtown parking pay stations will be replaced this spring with updated units ensuring continued easy and secure payment for our customers.

Additional Business Recovery: Temporary Extension of Commercial Use Permits In January, the City Council adopted a resolution brought forward by ED, Planning and Community Development and the City Attorney’s Office that authorized a temporary extension of commercial use permit abandonment periods in connection with the COVID-19 pandemic. This resolution governs all active commercial use permits as of March 4, 2020, and those approved up to and including the expiration date of the local health emergency declaration. It automatically extends the permits to expire one year from the expiration of the emergency declaration unless otherwise extended by the City Council. Under the current municipal code, a use permit expires once a business closes or leaves a location for more than six consecutive months. Resuming operations requires the business to obtain new permits and meet current code requirements. This resolution provides a recovery tool to support impacted businesses to protect the life of their permit. It also provides opportunities for new business

30.10 3
owners by allowing them to continue operations of use permits abandoned during the pandemic.

Through this extension, new businesses can reopen in the same location, or new owners can take over the space with the same operations. The extension also provides significant savings on permitting and time to open in our commercial districts. It is beneficial to brokers and property owners in marketing their vacancies to offer a space that has entitlement approval still in place. To date, four businesses have already utilized this extension to fill what could have been long-standing vacancies in the Downtown.

Economic Recovery and Resiliency
Arts In Recovery Grant Program Launch
City staff and an Arts Commission Ad Hoc Application Review Committee reviewed the 16 City Arts Recovery Design (CARD) Pilot Grant Program project applications received in December and identified nine projects totaling $290,313 to be approved for funding. The Department of Transportation Clean California grant, awarded to the City for the Beach Street Bathroom Remodel Project, will provide the funding for a tenth CARD project. One of the sponsorship agreements for the nine projects was completed, and the others are in negotiation. Review of the remaining applications is underway. One project, Music in the Parks, will launch on April 2.

Increase Affordable and Market-Rate Housing
Affordable Housing Agreements: New Development Projects The Pacific Station South project has a signed Affordable Housing Development Agreement. This agreement outlines the term of affordability and affordability levels in this project. It also outlines compliance monitoring once the project is operating. The City is working with the developer on the Affordable Housing Development Agreements for Cedar Street Apartments and has executed two additional affordable housing development agreements during this period. ED staff continues to work with developers nearing their permit and map approvals to execute affordable housing agreements, as the Santa Cruz Municipal Code requires.

Pacific Station South
Pacific Station South, a 100 percent affordable housing project adjacent to the Metro Center, is planned to close financing on April 15, 2022 and begin construction on April 18. On April 4, staff also submitted an application to the Department of Toxic Substances Control’s Equity and Community Revitalization Grant for approximately $800,000 to support the cleanup and remediation of hazardous fuel residues on-site resulting from the former auto body shop.

Pacific Station North
The City was awarded State HCD Affordable Housing and Sustainable Communities (AHSC) funding of approximately $29.9 million for transit and active transportation infrastructure, workforce training, the Maple Paseo and a $20 million low-interest loan for affordable housing. Pacific Station North was also invited to compete in The Next EPIC Challenge: Reimagining Affordable Mixed-Use Development in a Carbon-Constrained Future, along with a $1 million design phase grant to study and design energy and resource efficiency systems within the project. Pacific Station North will compete against two other San Francisco Bay Area projects for up to $9 million in build phase funding and bragging rights as the region’s most sustainable affordable housing project.

SRO/SOU Ordinance Amendments
Single Room Occupancy (SRO) and Small Ownership Unit (SOU) are housing developments that focus on smaller units. While SROs are a common unit type, SOUs are unique and not often found elsewhere.

30.11 4
There is a changing landscape of small unit development requirements and a lot of recent State legislation on housing. The Council’s adoption of the Housing Blueprint Subcommittee recommendations directed staff to review the SRO and SOU ordinances to determine if improvements can be made to further support housing production and increase the diversity of housing options. On February 3, 2022, Planning Commission heard the item and recommended the ordinance amendment to Council. Council approved the ordinance amendment at the March 8, 2022 public hearing.

Housing Element Update
The Housing Element Update is a required document used to show the State how the City intends to meet specified housing goals for a given eight-year time period. The City’s next Housing Element eightyear cycle is from 2024 through 2031, so this Housing Element update must be completed by December 2023. Staff has begun developing a request for proposals document that will be released in early April 2022. A qualified consultant will then be chosen by June 2022 to assist in the Housing Element Update project. The City will likely receive its final Regional Housing Needs Allocation numbers from the Association of Monterey Bay Area Governments in the summer of 2022.

Objective Standards
California now requires cities only to use objective standards when reviewing residential development proposals. The City has existing objective standards in place, but some standards are not fully objective and need to be updated. Draft standards were presented to the Planning Commission and at a virtual community meeting in November 2021 were posted online through early December 2021. The project team is reviewing comments from the Planning Commission and the public and is currently developing final draft standards. The final draft standards will then be presented to the Planning Commission and City Council for adoption in summer 2022.

Library Mixed-Use Project
The most recent progress on the Library Mixed-Use Project includes progress on the schematic design and site programming. The environmental analysis, arborist study, Phase 1 Cultural Resources Inventory Report, and historical evaluation are all underway, with a report in progress for the arborist study. Staff has also applied for a CA Building Forward Library Infrastructure Grant. The project is scheduled to complete the schematic design in the second quarter of 2022 and will move into design development in the third quarter of 2022. Staff is planning to submit a design pre-application to Planning in April and will continue community outreach on the schematic design and design development progress.

Fiscal Sustainability
Efficient Service Delivery
Digitization of Annual Compliance Monitoring
ED worked to digitize the annual compliance monitoring process in late 2021. Staff is now implementing the online process and continues to update annual compliance monitoring materials on the City website as the various monitoring responses are due.

New and Improved Funding Sources
Grant Writing Managed Service
During the first quarter of 2022, staff worked on optimizing our success in obtaining grant awards. Staff compiled a grants opportunity matrix that matches grant needs with upcoming opportunities, mapped those over the next year and specified resources to complete the grant writing. There are resource constraints to pursuing grant opportunities, and some departmental staff needs training in grant writing

30.12 5
and administration. To solve these issues, the City is preparing a Request for Proposals to maintain a roster of firms that departments can hire for grants services. Also, the City, along with other Monterey Bay jurisdictions, pooled funds to hire a regional climate project developer and grant writer.

State and Federal Funding Grants
ED staff is consulting with the County of Santa Cruz Continuum of Care (CoC) members for feedback on utilizing approximately $1.2 million in programmable funds from the City’s HOME Investment Partnership American Rescue Plan (HOME-ARP) funding. Staff has launched a community survey to receive feedback and plans to bring the HOME-ARP allocation recommendation to the City Council in conjunction with the 2022 Annual Action Plan Second Public Hearing on May 10, 2022.

Skypark Disposition
Weber-Hayes completed their environmental characterization of the Skypark Property and has provided staff with a draft report of recommended near-term soil remediation and likely long-term mitigation requirements due to nearby dry-cleaner-related contamination. Between both the Santa Cruz and Scott’s Valley-owned properties, recommended estimates for near-term remediation before any sale of the property would run between $150,000 and $200,000. The City of Scotts Valley is also seeking easements along Mount Hermon Road to install new sidewalks.

Staff is working with Santa Cruz County Environmental Health and Pratt, the neighboring property owner, on an agreement for ongoing maintenance of water monitoring of wells on the site and the eventual decommissioning of those wells.

Cannabis Ordinance Updates
Updates to the Cannabis Ordinance aim to change the enforcement of illegal cannabis activity to better support legal cannabis operators in the City of Santa Cruz. After coordinating with the County of Santa Cruz, the City continues to work out project details and may bring forward a draft of an illegal cannabis enforcement ordinance amendment in fall 2022.

Cannabis Equity Grant
The City Council approved the Cannabis Equity Program Manual in February. This was the final major deliverable of the State grant-funded scope of work. The Equity Program manual sets a framework for the City to work towards implementing the City’s Cannabis Equity Program. The adoption of the program manual allows the City to be eligible for future State grant funds for the program’s operation.

Staff continues to work on identifying what a fully-formed Cannabis Equity Program could look like and the resources needed to establish it to determine if the City should move forward with a Type 2 implementation grant from the State.

DeLaveaga Disc Golf Fees
The Parks and Recreation Department (PR) is finalizing an MOU with DeLaveaga Disc Golf Club to formalize the partnership and collaborate on a feasibility analysis to develop a plan for pay-to-play during the first quarter of 2022. PR will be requesting appropriations through the fiscal year 2023 budget process, which, if approved, would be dedicated toward investments into needed infrastructure to enable a pay-to-play model at the disc golf course.

Recreation Programming Plan/Revenue Policy

30.13 6
PR completed the Revenue Policy and, during the first quarter of 2022, will finalize a Recreation Programming Plan. Elements of the Policy and Plan are already in operation, such as a partnership with Simpkins Swim Center to operate the Harvey West Pool through the winter and spring seasons. The fees charged to County Parks (Simpkins Swim Center) capture full cost recovery at the pool and generate revenue for the City’s general fund.

PR Contract Partner Agreements
PR is reviewing and updating all contract partner agreements with support from the City Attorney. Some agreements have not previously existed and have recently been memorialized (e.g., Save the Waves).

Infrastructure
Green Economy and Workforce
Workforce Development Initiative
With solid partnerships in place, the Workforce Development and Green Economy working group turned its focus to seeking funding to implement its action plans. The working group currently includes representatives from the City of Santa Cruz, the Santa Cruz County Office of Education and a local nonprofit, Your Future is Our Business.

During the reporting period, they collaborated to create a funding proposal for the Congressional Community Projects funding process, commonly known as earmarks. Recognizing that the competitive Congressional Community Projects funding process is an uncertain source of funding, the work to develop the proposal will be leveraged by looking for other state and local funding sources. One example is the California Workforce Development Board’s Workforce Accelerator Program, which has an annual funding cycle in the fall.

The funding proposal articulates the shared goal of accelerating the expansion of local construction, skilled trades and green economy workforces. The action plan aims to recruit school-age youth and young adults into an expanded Pre-Apprenticeship Program offered by the Santa Cruz County Office of Education. It will also support employment opportunities for successful participants in the program.

Employment opportunities will address climate change through activities such as building weatherization and helping low-income prooerty owners prepare for electrification. These activities will prioritize using a contracted service provider whose contract includes a provision requiring hiring local labor.

Climate and Energy Action Plan, including Green Economy / Green Recovery Analysis The Climate and Energy Action Plan 2030 development process, Resilient Together, was initiated in April 2021 and will identify the City’s most equitable pathway to carbon neutrality. Staff has conducted ongoing engagement, two city council study sessions and several commission meetings. Staff and the consultants are currently preparing the funding and implementation piece, CEQA documentation for the action set, and drafting a plan document for public review in June. The CAP 2030 will come to City Council for adoption in early August.

Municipal Fleet Electrification Plan
In February, the City applied to Central Coast Community Energy to fund a consultant to bring together various completed components that support fleet electrification and to deliver an implementable plan.

In the meantime, staff continue to apply for grants for fleet electrification and make progress on bolstering charging infrastructure. This summer, the City will site a grant-funded mobile solar battery

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electric vehicle charger at the Civic Auditorium parking lot. It will enable staff and public vehicle charging and provide a portable electricity source as an emergency mutual aid asset for incidents with no available electricity. The City’s first grant-funded, all-electric refuse truck is expected to be operational within the next three months.

Public Facility Maintenance and Energy Upgrades
Contract for solar upgrades and City facilities, including Harvey West, the Civic building and Soquel/Front garage, is currently in review.

Parks, Recreation and Open Spaces
Wharf Master Plan
Judge Burdick’s decision and Writ of Mandate were delivered to the City in late February, requiring the City to decertify the Wharf Master Plan EIR and rescind the adoption of the Wharf Master Plan until the City conducts an additional study of potential recreational and recreational land use policy-related impacts from the Wharf Master Plan. Staff is working with the plaintiff in the case to settle legal fees and explore options that may reduce the time needed to get the Wharf Master Plan back on track.

Wharf EDA Grant for Piling Replacement
City Council granted authority to proceed with bidding for the construction of the Wharf EDA-funded Piling Replacement Project at the former Miramar Site. Bids are planned for release later this spring, with a target construction date in fall 2022.

Resiliency and Improvements
Pure Water Soquel Creek Water District
Construction of the source water pump station and tertiary treatment facility continues at the Wastewater Treatment Facility (WWTF). Pipe installation construction continues and has advanced past Ocean Street toward the Soquel facility.

Wastewater Treatment Facility Infrastructure Projects
The City issued a Request for Qualifications for a qualified engineering firm to provide design and construction services for the WWTF projects listed in the 5-year Capital Improvement Program.

Monterey Bay Scenic Sanctuary Trail (MBSST) Rail Trail
Segment 7 Phase 2 is currently advertised, with bids due April 21, 2022. If there is enough grant funding for the project, construction will begin in the summer of 2022. Staff hosted a public Community Open House via Zoom on Segments 8 and 9 in March 2022. Design completion is expected in spring 2023.

West Cliff Drive Multi-use Repair, Storm Damage Repair at Chico and Stair Rehabilitation The West Cliff Storm Damage Repair Project began in April 2022. The project will include repairing storm damage, construction of a retaining wall, barrier rail and guardrail, and relocation of the path back toward West Cliff Drive. Completion is expected in July 2022.

State Route 1/9
The State Route 1/9 intersection improvement project is expected to be completed in the summer of 2022. The project will provide additional turn lanes and bike and pedestrian improvements.

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Downtown Intersection Improvements
A consulting firm has been hired to provide concept plans, which may come to the Transportation and Public Works Commission this spring.

Water Capital Improvement Program
The 1,500-foot tunnel that will house the new inlet-outlet pipeline for the Newell Creek Dam is now substantially complete and has successfully intersected the new Loch Lomond reservoir intake structure, which has been constructed in parallel with the tunneling work. This incredible accomplishment required the tunneling work to intersect a precise location in three-dimensional space under the reservoir with virtually no margin for error.

The continuing Meter Replacement Project will replace some 25,000+ water meters throughout the service area, and new meter box lids are an integral part of the project. In addition, the concrete foundation for the first of three new concrete tanks at the Graham Hill Water Treatment Plant is being poured, and the walls will start going up soon.

Water Augmentation Strategy
During the January to March period, Water Department staff worked to develop a work plan for the 2022 policymaking and direction-setting process on water supply augmentation. Staff is calling the proposed process “Securing Our Water Future,” which is intended to be the “final act” of the formalized Water Supply Advisory Committee (WSAC) effort. Realistically, however, even with the proposed policylevel direction set, implementation of supply augmentation projects will be an ongoing effort that will require continuous consideration and response to additional information generated from the project development efforts. Appropriately, WSAC-developed criteria, values and considerations have been thoroughly integrated into how the Department does business and will continue to be influential as the work proceeds.

Staff presented to and discussed with the Santa Cruz Water Commission the proposed approach for developing policy recommendations for Council consideration at its April 4 meeting. They also provided a schedule of Water Commission agenda topics for the remaining meetings in 2022 to actively engage them in the planning work.

30.16 Metric
July 2019-
December 2019
FY 2020 YTD
July 2021-
December 2021
FY 2022 YTD
% Change
Between Fiscal
Years
Previous Report's %
Change Notes:

Business Licenses Issued 161 82 -49.07% -46.00%
Average Downtown Retail
Commercial Vacancy Rate 3.85% 5.60% +1.75% +2.20% This metric has shifted to focus on the Downtown retail vacancy rate as staff determined that the data are more reliable.

Business Closures Reported
A. Closures Reported
B. Utility Terminations
A. 218
B. 42
A. 84
B. 68*
A. -61.47%
B. +61.90%
A. -68.32%
B. +79.17%
A. The number of discontinued business licenses is only what is reported to us by business owners. The data does not account for the potential business owners who do not report to the City that they are closing.

B. Thus, we are also using data from Santa Cruz Municipal Utilities to see if there is data that sheds different light in this area. We assume that utilities are a more proactive approach since business owners terminate service once the business closes to avoid ongoing fees.

Number of Permits Issued
A. Planning Applications
B. Building Permits
A. 243
B. 904
A. 151
B. 882
A. -37.86%
B. - 2.43%
A. -48.53
B. -1.60%
Number of planning applications is number of planning applications approved
Total Valuation of Building Permits
Issued $80,796,211 $33,393,616 -58.67% -1.81%
These permits capture (most) residential, commercial and industrial construction activity => overall investment.*For the valuation, 2019 included the La Bahia Hotel, which was over $43 million, so that accounts for large difference between 2019 and 2022
Transient Occupancy Tax (TOT)
Revenue $5,783,378 $6,702,742 +15.90% +3.93%
Sales Tax Revenue $12,145,787 $13,839,825 +13.95% +14.33% Admission Tax Revenue $1,421,764 $1,268,724 -10.76% -7.46% General Fund Reserve ~$25,500,000 ~$18,200,000 -29.20% -29.20% FY 2021 is estimated year-end fund balance as of 11/2021.

FY 2022 is estimated year-end fund balance as of 11/2021.

General Fund Capital Maintenance
Budget $2,581,135 $2,875,762 +11.41% +11.41% Numbers are adopted budget.

Maintenance of Parks and Open
Space - Labor Hours per Acre for
Fiscal Year
A. Budgeted
B. Actual
A. 69.77
B. 63.76
A. 68.57
B. 62.56
A. -3.80
B. -3.85%
A. -1.72%
B. -1.96%
Since Shelter-in-Place orders have been issued, parks and open space usage has surged. So, while usage has increased, maintenance budgeted and actually done has decreased. Parks and Rec is currently working on a process to further refine the actual hours. Target established is 77.40 hours / acre.

Maintenance of Recreational
Facilities - Labor Hours per 1,000
square feet for Fiscal Year
A. Budgeted
B. Actual
A. 99.54
B. Actual Not
Available
A. 99.54
B. Actual Not
Available
A. 0.00%
B. Not Available
A. 0.00%
B. Not Available
Parks and Rec is currently working on a process to measure actual hours.

Target established is 139.6 hours / 1,000 square feet.
*Due to data issue, number for January 2022 updated from what was reported.

Interim Recovery Plan
Year-to-Date (YTD) Fiscal Year Comparison Metrics Report

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Commercial Retail Vacancy Rate
FY 2019 FY 2020 FY 2021 FY 2022
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Sales Tax Revenue
FY 2019 FY 2020 FY 2021 FY 2022

30.17 City of Santa Cruz ‐ Re‐Envision Santa Cruz
Projects for Our 12‐18 Month Interim Recovery Plan
January 1, 2021 ‐ June 30, 2022
ID Focus Area Project Category Project
Lead
Department Long(er) Description Re‐Envision Recovery
Green
Economy
Engaged
Community
Equity and
Well‐being
Essential
Service
Delivery
93 Downtown and Business
Revitalization
Downtown Reinvestment Downtown Recovery Plan ED Expansion of Downtown Needs Assessment efforts, expanded into pandemic recovery. X
113 Downtown and Business
Revitalization
Downtown Reinvestment Pacific Avenue Beautification ED RDA bond‐funded and Council approved project based on the Downtown Design Standards including landscaping, sidewalk improvements, lighting, security and some construction costs for placemaking and activation.

X
114 Downtown and Business
Revitalization
Downtown Reinvestment Downtown Alley Improvements ED Bond funded and Council approved Capital Improvement Project to include lighting, placemaking an wayfinding improvements in downtown alleys.

X
115 Downtown and Business
Revitalization
Downtown Reinvestment Lower Pacific Ave Improvements ED Bond‐funded and Council‐approved Infrastructure improvements including parking, street beautification and other related improvements in connection with the METRO project
X
76 Downtown and Business
Revitalization
Downtown Reinvestment Library Mixed‐Use Project ED 35,000‐40,000 square foot new public library, 50‐75 affordable units, commercial/retail and up to 400 public parking spaces.

X XXX
80 Downtown and Business
Revitalization
Downtown Reinvestment Library /Civic Core Revisioning
Process/Project
ED Re‐envisioning of future use of existing library site as part of a larger civic core revitalization project. XX X
79 Downtown and Business
Revitalization
Downtown Reinvestment Farmers' Market Permanent
Location/Structure
ED Permanent downtown home and year‐round structure for farmers' market.
42 Downtown and Business
Revitalization
Downtown Reinvestment Downtown Plan Expansion PLACD Grant‐funded planning for expansion of the Downtown Plan into areas that currently have lower allowed development intensity. The expansion is expected to move the Downtown. The process will increase development capacity for housing and commercial/office uses.

X
21 Downtown and Business
Revitalization
Downtown Reinvestment Parking District Infrastructure PW Design and construct various infrastructure projects within the Downtown parking District.

XX
82 Downtown and Business
Revitalization
Economic Recovery and Resiliency Arts in Recovery Grant Program Launch
ED Design and implement grant program to improve efficiency and expand community involvement in City Arts
programming.

X
99 Downtown and Business
Revitalization
Economic Recovery and Resiliency Economic Development Strategy ED Five year strategic work plan guiding the focus of business development division. XX
78 Downtown and Business
Revitalization
Economic Recovery and Resiliency Grow Santa Cruz Loan Program ED Expanded revolving loan program leveraged with EDA grant funds, focused on pandemic recovery. X
77 Downtown and Business
Revitalization
Economic Recovery and Resiliency Permanent Outdoor Expansion Program
ED Use of public and private adjacent parking areas for outdoor dining. X
92 Downtown and Business
Revitalization
Economic Recovery and Resiliency Permanent Warriors Arena ED Permanent home for SC Warriors and possible mixed‐use project.

XX
98 Downtown and Business
Revitalization
Economic Recovery and Resiliency Wharf Property Management Tenant Retention + Re‐leasing Strategy
ED Specific Wharf strategy to address vacancies and potential new lease rates in an effort to retain City tenants and ensure businesses remain solvent. Re‐leasing vacant City owned spaces
X
68 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Putney Perry Acquisition ED Parcels needed for Pac South site assemblage.

XX
73 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Fee Waiver/Deferral Process ED For multiple upcoming affordable housing projects (125 Coral, Calvary‐Cedar, PacNorth and PacSouth and Library mixed use housing).

XX
74 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Establish Lease‐up Process for AB 2162 Units Working with Housing Authority & County
ED For multiple upcoming affordable housing projects utilizing AB 2162 (Calvary, PacSouth, PacNorth and Library Mixed
Use).

XX
21‐04‐06 Final Project List.xlsx Page 1 of 6 30.18 4/16/2021 11:53 AM City of Santa Cruz ‐ Re‐Envision Santa Cruz
Projects for Our 12‐18 Month Interim Recovery Plan
January 1, 2021 ‐ June 30, 2022
ID Focus Area Project Category Project
Lead
Department Long(er) Description Re‐Envision Recovery
Green
Economy
Engaged
Community
Equity and
Well‐being
Essential
Service
Delivery
60 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Pacific Station South ED 85 unit affordable housing mixed use project. 20,000 square foot office/medical for Santa Cruz Community Health Center and Dientes, providing low‐cost community medical and dental care and approximately 4,000 square foot retail frontage on Pacific.Coastal Permit to demolish three commercial buildings and construct a seven‐story, mixed‐use building with 85 affordable residential apartments, 15,228 square feet of ground floor commercial and residential amenity space, and 15,665 feet of medical office space on the second floor, on a property located within the CBD/CZ‐O/FP‐O zone district and within the Pacific Avenue Retail District and Front Street/Riverfront Corridor subareas of the Downtown Pl
XX
61 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Pacific Station North ED 89‐100 unit affordable housing and mixed‐use transit center with METRO, and approximately 5,000 commercial retail frontage on Pacific.

XX
90 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
5‐Yr HUD Consolidated Action Plan ‐ CARES Act
ED CARES Act (CDBG‐CV) funding allocations require additional reporting and planning. X
110 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Affordable Housing Agreements: New Development Projects ED As new housing projects are developed, it is a requirement to execute affordability, participation and other agreements between the developer/owner and the City. There is also ongoing management and review of these agreements both through the annual monitoring and through communications between owners and staff.

X
111 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Analysis of Impediments to Fair Housing (AI)
ED Assist, research and coordinate effort as needed for Analysis of Impediments to Fair Housing (AI). Complete trainings, research requirements and procedure for applying. Coordinating with outside agencies, advance planning and possibly consultants. Plan timeline and needed deliverables for AI. Develop work‐plan and strategize due date in coordination with NRSA due date.

XX
83 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Inclusionary Housing Ordinance‐Workforce Housing Definition ED Develop a workforce housing component of the
Inclusionary housing ordinance, including an employer housing and school housing option.

XX
84 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
555 Pacific ED Renegotiation of existing development agreement. X 86 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Develop Affordable Housing Academy ED Per City Council sub‐committee and Council adopted Housing Blueprint Recommendations, create an annual Affordable Housing Academy program for the public to educate on affordable housing in Santa Cruz and affordable housing production.

XX X
112 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Neighborhood Revitalization Strategy Area (NRSA)
ED Evaluate City NRSA for alignment with HUD objectives and requirements, planning of timeline for updating NRSA (due June 2022). Coordinate and investigate timeline and requirements to strategize deliverable deadlines.

XX
62 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
190 West Cliff PLACD Coastal Permit, Design Permit, Special Use Permit, Density Bonus Request to exceed height, Encroachment Permit for street and intersection improvements, and Tentative Map to construct a four‐story mixed use project consisting of two levels of underground parking, ground level commercial, and 89 residential condominium units on a parcel located in the RTB(PER)/CZ‐O/SP‐O zone district.

XX
21‐04‐06 Final Project List.xlsx Page 2 of 6 30.19 4/16/2021 11:53 AM City of Santa Cruz ‐ Re‐Envision Santa Cruz
Projects for Our 12‐18 Month Interim Recovery Plan
January 1, 2021 ‐ June 30, 2022
ID Focus Area Project Category Project
Lead
Department Long(er) Description Re‐Envision Recovery
Green
Economy
Engaged
Community
Equity and
Well‐being
Essential
Service
Delivery
63 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Front Street Project PLACD Coastal Permit, Non‐Residential Demolition Authorization Permits, Design Permit, Tentative Map, Special Use Permit, Administrative Use Permit, Revocable License for Outdoor Extension Area, Heritage Tree Removal Permit, and Street Tree Removal to remove one street tree and three heritage trees, to combine five parcels, demolish three commercial buildings including two historic commercial buildings, and to construct a seven‐story, mixed‐use building with 175 residential condos and 11,498 square feet of ground floor and levee front commercial space on property located within the CBD (Central Business District)/CZ‐O (Coastal Zone Overlay)/FP‐O (Floodplain Overlay) zone district and within the Front Street/Riverfront subarea of the Downtown Plan
XX
50 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
SRO/SOU Ordinance Amendments PLACD Updates to the Single‐room Occupancy (SRO) and Small Unit Occupancy Ordinances were described in the Council Housing Blueprint Subcommittee recommendations to add more clarity and better coordination of regulations of these two housing types.

X
44 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Housing Element Update PLACD The City of Santa Cruz must update its General Plan Housing Element every eight years. This update will include existing conditions analysis of housing in the City, public outreach, development of policies and objectives, environmental documentation, and adoption of the final Housing Element document.

X
43 Downtown and Business
Revitalization
Increase Affordable and Market Rate Housing
Objective Standards PLACD Planning has received grant funding to create objective development standards for multi‐family residential projects. The State of California now requires cities to only use objective standards when reviewing residential development proposals. Development of the standards will include public participation and review by Planning Commission throughout the process.

X
109 Fiscal Sustainability Efficient Service Delivery Digitization of Annual Compliance Monitoring
ED Project to convert the Annual paper monitoring process to an online, digital process to facilitate the completion of annual monitoring and to adapt to the changing needs in COVID and post‐COVID climate.

X
36 Fiscal Sustainability Efficient Service Delivery Land Use Management Upgrade (TRAKiT)
IT The City has used TRAKiT, for over a decade for land use management, permitting and licensing. The current version of TRAKiT is nearing end of support status from the vendor, making the upgrade a high priority for departments citywide. This upgrade is an opportunity for the City to review and refine existing business processes for efficiency and assess data and reporting needs.

X
39 Fiscal Sustainability Efficient Service Delivery MyCityofSantaCruz Phase 2 IT Add additional payment types to MyCityofSantaCruz.

Payment types to be determined, but likely to include payments for building and planning applications/permits, TOT, Cannabis and Parking Tickets/Permits.

X
54 Fiscal Sustainability Efficient Service Delivery Digital Intake ‐ Building PLACD Convert the previous paper‐only submittal process to all‐ electronic plan review for building permits. X
55 Fiscal Sustainability Efficient Service Delivery Digital Plan Review ‐ Building PLACD Digital review of building plan sets received from applicants. X
58 Fiscal Sustainability Efficient Service Delivery Online Rental Inspection Scheduling PLACD Update software systems to allow for customers to schedule their own rental inspections online, thereby
saving staff time
X
159 Fiscal Sustainability New and Improved Funding Sources Grant Writing Managed Service CMO Develop business case for using consulting services for grant research and writing to maximize grants awarded to City, with built in cost recovery of consulting services.

X
139 Fiscal Sustainability New and Improved Funding Sources Revenue Ballot Measure CN Explore the feasibility of a sales tax ballot measure for in November 2021. XX
21‐04‐06 Final Project List.xlsx Page 3 of 6 30.20 4/16/2021 11:53 AM City of Santa Cruz ‐ Re‐Envision Santa Cruz
Projects for Our 12‐18 Month Interim Recovery Plan
January 1, 2021 ‐ June 30, 2022
ID Focus Area Project Category Project
Lead
Department Long(er) Description Re‐Envision Recovery
Green
Economy
Engaged
Community
Equity and
Well‐being
Essential
Service
Delivery
117 Fiscal Sustainability New and Improved Funding Sources Cannabis Equity Grant ED GoBiz state‐funded project to conduct an equity assessment of the cannabis industry and impact of the war on drugs locally and to develop a local equity program to provide resources and support to equity applicants for the cannabis industry.

XX
85 Fiscal Sustainability New and Improved Funding Sources State/Federal Funding Grants ED Applying for competitive funding for affordable housing and community development opportunities.

XX
94 Fiscal Sustainability New and Improved Funding Sources Skypark Disposition ED Sale of City‐owned property in Scotts Valley. X53 Fiscal Sustainability New and Improved Funding Sources Impact Fee Development ‐ Public Safety and Childcare
PLACD Completion of Child Care and Public Safety Impact Fee studies to determine fee amount, and consideration to adopt three new development fees.

XX
49 Fiscal Sustainability New and Improved Funding Sources Cannabis Ordinance Amendments PLACD A coordinated effort to amend cannabis regulations with the aim to provide greater enforcement of illegal cannabis activity to better support legal cannabis businesses in the City.

X
56 Fiscal Sustainability New and Improved Funding Sources Fee Studies ‐ Building, Code, Misc Fees.

PLACD Completion of study of fees for service related to building permits. Current fee structure based off of 1997 Administrative Building Codes. Other fees may be included such as code fees and other administrative fees like administrative fee for completing payments in person, and fees to cover extended outreach services for planning applications.

X
57 Fiscal Sustainability New and Improved Funding Sources Revision to Code Compliance Division Fee Schedule
PLACD Updating division charges from actual costs to flat rates. X 120 Fiscal Sustainability New and Improved Funding Sources Wharf Parking Fee Increase PR Raising parking fees on the Wharf to generate additional revenues.

X
127 Fiscal Sustainability New and Improved Funding Sources DeLaveaga Disc Golf Fees PR Develop infrastructure and business plan around monetizing disc golf at DeLaveaga. X
132 Fiscal Sustainability New and Improved Funding Sources Recreation Programming Plan/Revenue Policy
PR Update fees, cost recovery targets, and fiscal sustainability plan for Recreation.

X
145 Fiscal Sustainability New and Improved Funding Sources PR Contract Partner Agreements PR Wide‐ranging updates to contracts with P&R partners for programs and services to change fee structures, liability, and expectations.

X
126 Fiscal Sustainability New and Improved Funding Sources West Cliff Parking Fees PR Implement parking fees on West Cliff Drive to generate revenue.

X
146 Fiscal Sustainability New and Improved Funding Sources Updated Water Rates WT The current water rate schedule expires on 6‐30‐21. New rates are required to provided fiscal sustainability for the Water Department and support ongoing work for infrastructure and supply reliability and sustainability.

X
2 Fiscal Sustainability New and Improved Funding Sources City's Re‐envision Santa Cruz ‐ State and Federal Communication and Outreach Plan
WT Develop and implement an integrated state and federal communication and outreach plan for the Santa Cruz Community Investment and Reinvestment Initiative.

X XXXX
28 Infrastructure Green Economy and Workforce Resilient Coast Santa Cruz + Other Pending Grant Projects
CMO West Cliff Drive Public Works Plan adopted by 5/1/2021; LCP amendment adopted by 6/1/2021; 3 new projects identified during Resilient Coast are pending final stage grant award.

X
29 Infrastructure Green Economy and Workforce Climate and Energy Action Plan including Green Economy / Green Recovery Analysis
CMO Determine quick to implement strategies that benefit economy and climate and longer term strategies that support both.

X
35 Infrastructure Green Economy and Workforce Existing Building Decarbonization Retrofit Study
CMO Identify markets, pathways and incentives for existing building electrification retrofits. Proposal pending requested funding from 3C with SLO and SC resources matches pledged.

X
33 Infrastructure Green Economy and Workforce Green Workforce Development Initiative
ED Develop a series of strategies to increase the number of Green Economy jobs and local businesses working on improvement projects with the City. Could include: Mayors Roundtables on Green Economy/Climate Readiness, and other concepts.

XXXX
21‐04‐06 Final Project List.xlsx Page 4 of 6 30.21 4/16/2021 11:53 AM City of Santa Cruz ‐ Re‐Envision Santa Cruz
Projects for Our 12‐18 Month Interim Recovery Plan
January 1, 2021 ‐ June 30, 2022
ID Focus Area Project Category Project
Lead
Department Long(er) Description Re‐Envision Recovery
Green
Economy
Engaged
Community
Equity and
Well‐being
Essential
Service
Delivery
32 Infrastructure Green Economy and Workforce Municipal Fleet Electrification Plan PW Will be completed as part of the PW facilities division work plan in September 2021. X
25 Infrastructure Green Economy and Workforce Public Facility Maintenance and Energy Upgrades
PW Some energy upgrades in progress. Building Maintenance minimally funded.

X
34 Infrastructure Green Economy and Workforce Planning and Funding of West Cliff Drive (WCD) Project
PW WCD adopted by May 1; FY22 CIP and next step
studies/design will be prioritized for funding and
implementation.
3 Infrastructure Green Economy and Workforce City's Build Back Better ‐Workforce Development Initiative
WT City's Build Back Better ‐ Develop and implement a
Workforce Development Initiative.From #33: See developing proposal for other actions, e.g., Mayors Roundtables on Green Economy/Climate Readiness; WTR and other concepts.

XXXX
4 Infrastructure Green Economy and Workforce City's Re‐envision Santa Cruz ‐ Infrastructure and Facilities List
WT Develop the Integrated and Comprehensive Infrastructure and Facilities List to inform local businesses of upcoming projects.

XX
1 Infrastructure Green Economy and Workforce City's Re‐envision Santa Cruz ‐ Integrated and Strategic
Communications
WT Develop and implement an integrated and Strategic
Communication Initiative. XX X
0 Infrastructure Green Economy and Workforce City's Re‐envision Santa Cruz ‐ Community Investment / Reinvestment Strategy
WT Community Investment / Reinvestment Initiative includes projects and initiatives related to: Green Economy; Infrastructure Rehabilitation and Replacement; Workforce Development; Climate Action and Climate Adaptation; Sustainability, and Quality of Life in Santa Cruz.

XXXXXX
87 Infrastructure Parks, Recreation and Open Spaces Rail Trail Art Implementation ED Negotiate Rail Trail Master Agreement with the RTC for Right of Entry along the Rail Trail. Negotiate donation agreements, commissions and installations on the completed segment 97 Infrastructure Parks, Recreation and Open Spaces Wharf Popup/Pandemic Recovery Efforts
ED Help draw new visitors to the wharf by complementing the existing vendors on the wharf with short term new business concepts and curated programming. 118‐01 Infrastructure Parks, Recreation and Open Spaces Wharf Master Plan PR The WMP is a joint effort between PR and ED. It is complete and Council‐approved, but has received a legal challenge. We anticipate needing to work on this over the next several months or more
XX
118‐02 Infrastructure Parks, Recreation and Open Spaces Wharf EDA Grant for Piling Replacement
ED Project to replace subset of wharf pilings (wooden posts on which the wharf sits). This replacement is a constant
rotating need.

X
118‐03 Infrastructure Parks, Recreation and Open Spaces Wharf Master Plan Implementation:

Phase I: Gateway Signage and
Ticketing Entry
ED Funds are secured and the public process for design of the Gateway sign may proceed as directed by Council. X
118‐04 Infrastructure Parks, Recreation and Open Spaces Wharf Master Plan Implementation:

Phase II+
ED Long term implementation of plan including public
outreach and ongoing grant funding.

XX
161 Infrastructure Parks, Recreation and Open Spaces Pogonip Vegetation Management Program
FD Complete shaded fuel breaks within our largest open space, Pogonip.

X
162 Infrastructure Parks, Recreation and Open Spaces Wild Urban Interface 5 Year Vegetation Master Plan
FD Compile master plan for vegetation management in our open spaces and create integrated plan for the next 5 years. X 136 Infrastructure Parks, Recreation and Open Spaces Pogonip Clubhouse PR Philanthropic funding available for renovation of Pogonip Clubhouse; structural review complete; will need design review, access, contract approvals.

X
123 Infrastructure Parks, Recreation and Open Spaces Harvey West Pool Feasibility Study PR Per City Council sub‐committee, develop a pool feasibility study leading to a donor‐based capital campaign. X
140 Infrastructure Parks, Recreation and Open Spaces Westside Pump Track PR Project to renovate Westside Pump Track to an asphalt surface.

X
119 Infrastructure Parks, Recreation and Open Spaces Wharf "Public Works" Plan PR Coastal Commission will need a "public works" plan for the Wharf, similar to the Beach Management Plan, to provide a blanket permit for maintenance and CIP investment into the Wharf
X
10 Infrastructure Parks, Recreation and Open Spaces Monterey Bay Sanctuary Scenic Trail (MBSST) Rail Trail Segments 8 & 9
PW Design and complete environmental review for project, from Wharf roundabout to 17th Ave.

XXX
27 Infrastructure Parks, Recreation and Open Spaces West Cliff Drive Multi‐use Repair, Storm Damage Repair at Chico and
Stair Rehabilitation
PW Repair the path from John to Swanton, repair 2 stairs and address the storm damage near Chico. XXX
21‐04‐06 Final Project List.xlsx Page 5 of 6 30.22 4/16/2021 11:53 AM City of Santa Cruz ‐ Re‐Envision Santa Cruz
Projects for Our 12‐18 Month Interim Recovery Plan
January 1, 2021 ‐ June 30, 2022
ID Focus Area Project Category Project
Lead
Department Long(er) Description Re‐Envision Recovery
Green
Economy
Engaged
Community
Equity and
Well‐being
Essential
Service
Delivery
11 Infrastructure Parks, Recreation and Open Spaces MBSST Rail Trail Segment 7 Phase 2 PW Construct rail trail from Bay/California to Wharf Roundabout (along WWTF and Neary Lagoon).

XXX
13 Infrastructure Parks, Recreation and Open Spaces Swanton Blvd Multi‐Use Trail Connector
PW Development of multi‐use trail along Swanton and
Delaware.

X XXX
116 Infrastructure Resiliency and Improvements Ocean Street Beautification ED Bond‐funded and Council‐approved CIP Project including design development for improvements based on the Ocean Street Plan including development of the design details for landscaping, sidewalk, streetlights.

X
20 Infrastructure Resiliency and Improvements Resource Recovery Facility Infrastructure
PW Design and construct various required infrastructure projects at the recycling center and landfill.

XX X
7 Infrastructure Resiliency and Improvements State Route 1/9 PW Widen intersection to provide additional lanes, and bike and pedestrian improvements. Project also involves property acquisitions and an eminent domain process, both being assisted by City Attorney's office and Economic Development
X
8 Infrastructure Resiliency and Improvements State Route 1 Bridge Replacement PW Replace existing functionally obsolete bridges with one new wider structure.

XX
5 Infrastructure Resiliency and Improvements Downtown Intersection Improvements PW Revise Front/Soquel, Front Laurel and Pacific/Laurel based on Downtown development.
12 Infrastructure Resiliency and Improvements Riverside Ave Utility Undergrounding and Streetscape
PW Utility undergrounding and streetscape on Riverside from the bridge to Beach Street.

X
19 Infrastructure Resiliency and Improvements Pure Water Soquel Creek Water District
PW Upgrade Regional Wastewater Treatment Facility
infrastructure to treat reclaimed water and construct dual pipeline to city limits. 17 Infrastructure Resiliency and Improvements Wastewater Collection System Infrastructure Projects
PW Improve wastewater mains and pump stations city wide. X 18 Infrastructure Resiliency and Improvements Wastewater Treatment Facility Infrastructure Projects
PW Upgrade Regional Wastewater Treatment Facility
infrastructure. XX
150 Infrastructure Resiliency and Improvements Water Capital Improvement Program WT Infrastructure reinvestment and climate adaptation ‐‐ key projects include: Meter Replacement, Newell Creek Inlet‐Outlet Pipeline Replacement, GHWTP Concrete Tanks Replacement, GHWTP Facilities Improvement Project design‐build contract award, Laguna Diversion Capital MaintenanceThis is an approximately $600 million reinvestment it the water system's backbone infrastructure: raw water storage, transmission, and water treatment facilities as well as funding for the water supply projects selected as a result of the water supply augmentation strategy work described XX X
149 Infrastructure Resiliency and Improvements Water Augmentation Strategy WT This effort will culminate in the selection of one or more water supply augmentation projects that will be implemented to improve water supply reliability.

X
147 Infrastructure Resiliency and Improvements Updated Long Range Financial Plan WT The Water Department has developed a 10 year financial plan to guide financial planning and management for the decade ahead. We need to update the 2016 document.

X
148 Infrastructure Resiliency and Improvements Updated Urban Water Management Plan
WT The Water Department is required to update its Urban Water Management Plan and submit it to the state every 5 years.

X
151 Infrastructure Resiliency and Improvements Council Action on Water Shortage Contingency Plan
WT Council action to accept this plan in the specified timeline is needed to ensure that we have a relevant plan in place before the upcoming water demand season in the event we need to implement water restrictions.

X
21‐04‐06 Final Project List.xlsx Page 6 of 6 30.23 4/16/2021 11:53 AM City of Santa Cruz
Two Year Work Plan
Work Plan and Risk Assessment v12.xlsx Page 1 of 2 4/24/2022 10:05 AM Q1 FY 2022 Q2 FY 2022 Q3 FY 2022 Q4 FY 2022 Q1 FY 2023 Q2 FY 2023 Q3 FY 2023 Q4 FY 2023 Focus Area / Program or Project Lead Impact /
Consequence
Health in All
Policies
Service
Category Outcome Start End Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Fiscal Sustainability
New Revenue Source - June 2022 Council High Sustainability Mandatory Service and program funding from new, 11/21 06/22 ^Council Action recurring revenue stream.

New Revenue Source - Nov 2022 Council High Equity Essential Service and program funding from new, 11/21 11/22 ^Council Action recurring revenue stream.

Skypark ED High Sustainability Discretionary Site contamination plan and sale. 08/21 12/22 ^Work Plan and Council Direction Long Range Financial Plan Finance High Sustainability Discretionary Sustainable and comprehensive financial plan for 05/22 02/23 ^Kickoff *Study ^Draft ^Council Adoption debt, investments, capital, pension, etc. Session
Capital Investment Program (CIP) Financing Finance High Sustainability Discretionary Capital related services and facilities achieved via 01/22 12/23 ^Kickoff long-term, sustainable funding. Completion - 02/24
Grants Managed Services Pilot CMO Medium Sustainability Mandatory Successful award of hazard mitigation pilot grant 12/21 04/22 ^Letter of Intent ^Application and grants roadmap for 2022.

Parks & Rec Fuller Cost Recovery/Fee Updates PR Medium Sustainability Essential More complete cost recovery for programs 07/21 04/22 ^PR Revenue Policy Fees Updated^ and services. Wharf Business Plan Concept^
Building, Code and Misc Fee Updates PlaCD Medium Sustainability Essential More complete cost recovery for services 01/22 12/22 ^RFP ^Vendor Selection ^Council Action and enforcement.

Modernization of Land Management Processes PlaCD Medium Sustainability Mandatory Improved customer service, time savings via 10/21 06/24 ^RFP ^Vendor Selection ^Start Project and Systems + IT automation, and better data for decision support. Completion - 10/23 Consolidated of Payments to One Portal IT Medium Equity Essential One stop for payments for the community, more 07/21 07/24 <=Permits, Business Licenses, Utility Billing, etc. Restart Rollouts in FY 2024 efficient processing, and reduced transact costs.

Downtown & Business Revitalization
Downtown Plan Expansion PlaCD High Sustainability Discretionary Additional housing capacity. Opportunity for 08/21 07/23 ^Kickoff ^Discovery ^Development Scenarios ^Downtown Plan Amendments ^CEQA permanent Warriors arena. Completion - 07/23
Downtown Pops! ED High Sustainability Discretionary Stimulate downtown economy by activation of 08/21 07/22 ^Council Update ^Council Update vacant storefronts and retail spaces.

Outdoor Expansion Program (Temp+Permanent) ED High Equity Discretionary Transition of Temporary Outdoor Expansion to 08/21 12/22 ^Program Extension ^Permanent Program Kickoff Transition to Operations=> Permanent Outdoor Dining Program.

Grow Santa Cruz County Revolving Loan Fund ED High Equity Mandatory Ongoing leveraged revolving loan fund for Santa Cruz 09/21 09/23 ^Council Update businesses + EDA grant administration. Recovery EDA Grant Completion - 09/23 City Arts In Recovery Grant Program ED Medium Equity Discretionary Art grants awarded for economic recovery and racial 08/21 06/23 ^Council Update Current Program Completion^ equity and inclusivity.

Civic Core Revisioning (COMPLETED) ED Medium Equity Discretionary Vision for reuse of current Downtown Library site. 02/21 08/21 Completed^ Parking District Planning PW High Sustainability Essential Plan for parking needs for approved housing. 02/22 01/23 ^Council Update Pacific Station South ED High Equity Mandatory Affordable housing and mixed-use development 08/18 03/24 ^$5 M LHTF Grant ^Groundbreaking project. Grand Opening - 03/24
Pacific Station North ED High Equity Mandatory Affordable housing and mixed-use development 08/01 12/25 ^$20 M IIG Grant ^$5 M LHTF Grant Match ^Groundbreaking (est) project + METRO Center renovation. ^$29 M AHSC Grant ^$1 M EPIC Grant Grand Opening - 12/25 Library Mixed-Use Project ED High Equity Mandatory Library + affordable housing and mixed-use 01/16 12/26 <=Council Approval - 06/20 ^Council Approval-Updated Site Program and Design project ^State Library Grant Submission Est Groundbreaking - 04/24 + Grand Opening - 12/26 Warriors Arena ED High Health Essential New Warriors mixed-use arena south of Laurel, ideally 01/21 12/25 to include affordable housing. Est Plan Approval - 10/23 + Grand Opening - 12/26 Development and Other Foundational Policy Updates
Objective Standards PlaCD Medium Equity Essential Improved design for residential buildings. 09/20 08/22 ^Planning ^Council <==CA Coastal Commission==> Commission
SRO/SOU Ordinance Amendments PlaCD Low Equity Discretionary Expanded opportunities for small units. 07/21 07/22 ^Planning ^Council <==CA Coastal Commission==> Commission
Housing Element (HE) Updates (including meeting PlaCD High Equity Mandatory Certified HE is prerequisite for many grants. 01/22 12/23 ^RFP ^Vendor Selection RHNA Goals+Possible Gen Plan Amend/Re-zonings) May expand residential growth capacity. Element Completion - 12/23 Districts Re: California Voters' Rights Act CMO High Equity Mandatory Compliance w/ CVRA and lawsuit settlement / voting 05/20 11/22 ^Public Meeting ^Council-Charter Amendment ^Maps to County ^1st District Based Election districts established and first elections done. ^Public Meeting ^Hearing ^Hearing Council Ad Hoc Charter Amendment Committee CMO Medium Equity Discretionary Recommendations to Council re: number of districts 12/21 06/22 ^Comm Formed ^Council-Charter Amendment ^Charter Amendment Vote ^1st District Based Election Re: Districts and Mayor and/or directly elected Mayor.

Infrastructure
Workforce Development WT High Sustainability Essential Provide equitable and diverse training and 08/21 First Site Tours of WTP and WWTP^ <=====Business Outreach=====> <=Workforce Accelerator Grant App=> and opportunities for employment in SC County (On-going w/ COE Pre-Apprenticeship Program) (Construction, skilled trades, green economy businesses) Green Economy (GE) CMO Medium Sustainability Essential Connecting job seekers to available green jobs. 01/22 07/22 ^Job Showcase ^GE Action Adoption Climate Action Plan 2030 CMO High Sustainability Mandatory Development and adoption of plan for CAP 2030 10/21 07/22 ^Study Session ^Study Session ^ Council Adoption targets and funding.

Resilient Coast Santa Cruz CMO High Sustainability Essential California Coastal Commission approved resiliency 11/19 12/22 <==CA Coastal Commission==> plan for Santa Cruz.

Existing Building Decarbonization Retrofit Study CMO Medium Sustainability Essential Roadmap to implement decarbonization and 10/21 12/22 ^Roadmap ^Council Adoption adoption of ordinance.

Risk

30.24 City of Santa Cruz
Two Year Work Plan
Work Plan and Risk Assessment v12.xlsx Page 2 of 2 4/24/2022 10:05 AM Q1 FY 2022 Q2 FY 2022 Q3 FY 2022 Q4 FY 2022 Q1 FY 2023 Q2 FY 2023 Q3 FY 2023 Q4 FY 2023 Focus Area / Program or Project Lead Impact /
Consequence
Health in All
Policies
Service
Category Outcome Start End Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Risk
Infrastructure continued
Fleet Electrification Plan PW Medium Sustainability Essential Plan to electrify the fleet including charging 04/22 04/23 ^Kickoff/Grant Award Completion^ facilities and vehicles.

Public Facility Maintenance and Energy Upgrade PW Medium Sustainability Essential Plan to address deferred public facility maintenance 08/21 05/23 ^Planning and Kickoff ^Council Plan Review Completion^ Plan and energy upgrades. ^Implementation =>
Food Waste Rollout PW Medium Sustainability Mandatory Food waste mandates met. 07/21 12/22 ^Council Action ^Updated Rates ^Rollout Start Rollout End^ Wharf Master Plan Launch PR Medium Sustainability Essential Certified environmental impact report in place so can 05/21 TBD ^Determination of Next Steps ======> Timelines TBD based Upon Options implement master plan.

Parks Resiliency and Sustainability PR High Sustainability Essential Various projects to enable longer-term sustainability 01/22 12/22 ^Pogonip clean-up/endangered species ^Master Street Tree List ^Civic Roof & Solar of Parks & Recreation resources. ^Golf Course Solar ^Water Use Plan ^Harvey West Boiler & Solar Pogonip Master Plan + Homeless Garden Project PR High Equity Mandatory HGP farm site operational in Lower Meadow. 02/18 06/22 ^Upper Meadow Research Completion ^Lower Meadow Remediation Feasibility Study Completed ^CEQA Next Steps TBD ===>
San Lorenzo River Management PW High Sustainability Essential River mouth project for FEMA certification of river 03/22 09/22 Tiffany - Council update date levee.

Rail Trail (7b Construction and 8 & 9 Design) PW Medium Health Discretionary Construct a Trail along the rail line from West of 02/22 06/23 <=Bid 8 and 9 - 05/20; Award of 8 and 9 - 03/21 ^Bid 7b ^Award of 7b Shaffer Rd to 17th Ave. ===>Construction 7b through est 05/23 Construction 8 and 9 Fall 23 through Fall 25 Murray St Bridge Seismic Retrofit and Expansion PW High Health Mandatory Seismic retrofit, expansion for bike lanes and County 01/22 01/26 <==Bid==> ^Estimated Construction Start force main for waste water. Three Year Construction - Completion - 01/26 Office 365 - Office Productivity Tools (not including IT High Sustainability Essential Improve employee collaboration, business continuity, 01/22 01/23 ^Planning ^Pilot ^Rollout Start ^Completion Support email) data security, and access.

Enterprise Application Backbone (ERP) IT High Sustainability Essential Current financials, HR and procurement system past 01/23 01/26 ^Project Planning ^RFP Finance, HR, Payroll, Purchasing, Timecards, etc. end of life and needs modern functionality and security. Completion - 12/26 Santa Cruz Water Capital Improvement Program WT High Sustainability Mandatory 07/21 5 Yrs+ Many multiyear projects - see Water updates with Council Work Order System Replacement (Public Works
IT Medium Sustainability Essential Centralization of maintenance information and improve- 03/22 12/23 ^RFP ^Vendor Selection ^Project Kickoff and Water) ment of maintenance operations and asset management. Completion - 12/23 Health and Safety
Cybersecurity Updates/Improvements IT High Sustainability Mandatory Protect critical City technology resources and infra- 07/22 06/23 ^RFP ^Project Kickoff Completion^ structure to facilitate business continuity.

Three-year Homelessness Response Action Plan CMO High Health Essential Implement prioritized homelessness response actions 05/21 3 Yrs+ (HRAP) in: capacity & partnerships; housing; basic support services; care & stewardship; and community safety See https://www.cityofsantacruz.com/community/homelessness for HRAP work plan Emergency Services Planning Updates FD High Health Mandatory Updated plan to meet increasing public safety 9/1/21 06/23 emergency requirements for the community.

Wildland Urban Interface & Open Space PR & FD High Sustainability Essential 5 year plan for vegetation management. 01/22 09/22 ^Kickoff Completion^ Vegetation Management
Diversity, Equity, Inclusion Program Framework for PR Medium Equity Essential Approach definition for more equitable access to high- 02/22 08/22 PR DEI First Approach and Framework ^Kickoff Completion^ Access to Parks & Rec Programs and Services quality spaces, programs and services.

Employee and Organizational Vitality
Equity in Budgeting CMO & Medium Equity Discretionary Equity and overall Health in All Policy lens applied to 10/21 11/22 ^HiAP Scored in Budget Solutions-FY 2023 ^HiAP Integrated with Budget Planning-FY 2024 Finance budget options and ultimately integrated with planning.

Organizational Health Programming HR Medium Health Essential Employee engagement survey and work-plan to 04/22 09/22 ^Vendor Selection ^Survey Results Work Plan^ follow-up on specifics.

Compensation Study HR Medium Sustainability Mandatory Citywide compensation study. 11/21 03/22 ^Vendor Selection ^Draft Final Report^ Succession Planning and Other Workforce HR Medium Sustainability Essential Updated and documented program and web site. 03/22 07/22 ^Kickoff Updated Programs^ Development ^Rollout
Negotiations HR High Sustainability Mandatory New memorandum of understanding with 6 01/22 09/22 ^SEIU MOU End 04/15/22 ^Supervisors and Mid-mgrs MOUs End 08/19/22 ^POA and PMA MOUs End 03/03/23 bargaining groups. ^SEIU Temp MOU End 06/10/22 ^Fire MOU End 09/16/22; Fire Mgt MOU End 09/30/22 Mentorship Program HR Low Sustainability Discretionary Revision and refreshment of mentorship program. 04/22 07/22 Updated Program^ Updated Remote Work Administrative Procedure HR & IT Medium Health Essential Enablement of City work via different channels for 03/22 06/23 ^Kickoff Completion^ Order flexibility, competitiveness, and climate sustainability.

Impact / Consequence High, Medium, Low
Health in All Policies Equity, Health, Sustainability
Service Category Mandatory, Essential, Discretionary

30.25 Re-Envision Santa Cruz
Building a future for everyone, together
Council Update
May 10, 2022

30.26 Agenda
01 02
03 Accomplishments
Metrics
Citywide Work Plan
2 30.27
Re-Envision Santa Cruz

30.28 Our Focus Areas
Fiscal Sustainability
Rebuild the City’s strong financial foundation to
maintain excellent service delivery, improve quality of life, and build the resiliency to face future challenges.

Downtown and Business Revitalization
Invest in Santa Cruz’s robust and diverse locally owned businesses, focusing on the Downtown as a center for housing, commerce and transportation, to ensure an equitable recovery for all.

Infrastructure
Reimagine improvements to facilities, systems, and open spaces with a focus on resilience, climate adaptation, and supporting a high quality of life. 4 30.29
Accomplishments (Subset)
See Attachment 1 for Full Progress Report
Infrastructure
• Workforce Development funding
proposal for Congressional
Community Projects (earmarks)
• Climate Action 2030 – significant
progress, anticipated to Council in
August 2022 for adoption
• Fleet electrification –
implementation plan; mobile
vehicle solar battery charger;
refuse truck operational within
three months
Fiscal Sustainability
• DeLaveaga Disc Golf –
progress toward pay-to-play
feasibility analysis
• Citywide grant inventory and
targets
• Skypark – environmental
characterization draft report
• Cannabis Ordinance Updates
– progress on enforcement of
illegal cannabis activity
targeted for fall 2022
Downtown and Business
Revitalization
• Pacific Station South – affordable
housing agreement
• Pacific Station North – ~$29.9 million
state funding
• Progress on baseline housing
policies – Housing Element and
Objective Standards
• Permanent outdoor expansion
program – two pre-approved parklet
design models + overall program
structure revisions – in process
5 30.30
Metrics – July 2021-December 2021
6 • Business-related: mixed results
 Business licenses down, stable from previous quarter;  Business-related utility terminations continue
• Construction and building:
 Permits relatively stable;
 Valuation of permits lower, but largely attributed to La Bahia being in FY 2020 comparator
• Revenue: recovering to pre-pandemic levels, but offset by inflation + growth not back to previous projections
See Attachment 2 for Full Metrics Report

30.31 Metrics – Health in All Policies
7 • Parks & Recreation – 2,000 volunteer service hours
related to park adoption
• Demographics – part of new land management
system:
 Business licenses
 Building permits
• First draft maps for:
 Business closures and opportunity zones
 Capital investment program and opportunity zones
See Agenda Report

30.32 Citywide Work Plan

30.33 Timeline for Updated City Strategic Plan
Project Setup and
Planning
October
^Council Workshop
November December January February March
Community Survey
Department Survey
Council Interviews
Draft
Refinement Finalization
^At Council
At Council^
2022 2023

30.34 City Three-Year Strategic Plan
Interim Recovery Plan
Citywide Work Plan

30.35 Projects
Ongoing Services

30.36 Process
12 • Citywide Brainstorm
• Risk Based Analysis
• Whittling - Consolidation and
Summary

30.37 Updated Categories
13 • Fiscal Sustainability
• Downtown & Business Revitalization
• Development and Other Foundational Policy Updates
• Infrastructure
• Health and Safety
• Employee and Organizational Vitality
Blue = New

30.38 Some Details
14 30.39
Citywide Two-year Work Plan Draft

30.40 Re-Envision Santa Cruz
Building a future for everyone, together
Motion to:

1. Accept the City’s most recent quarterly progress reports on Re-Envision Santa Cruz, a 12-18 month interim recovery plan, and provide feedback as desired; and

2. Review a draft two-year citywide work plan to bridge the transition from ReEnvision Santa Cruz and a new City strategic plan to be developed in early calendar year 2023.
16 30.41
City Council

AGENDA REPORT
DATE: 05/05/2022
AGENDA OF: 05/10/2022
DEPARTMENT: City Manager’s Office
SUBJECT: Homelessness Response Quarterly Update (CM)
RECOMMENDATION:

Motion to:
1) Receive updates regarding Council-directed homelessness response programs and services, including Council-requested Homelessness Response Action Plan implementation details, objectives, and outcomes; and
2) Adopt resolution amending the Classification and Compensation Plans by administratively implementing staffing to support the City’s new Homelessness Response Action Plan and appropriate funds for the positions from the State of California $14 million and the General Fund; and
3) Authorize staff to pursue purchasing options and appropriate funds for the services identified in the expenditure plan for the State of California $14 million including: County Mental Health Liaison, land and resource management services, legislative advocacy, planning and proposal development, and vehicle abatement, and return to Council as needed, consistent with standard purchasing procedures.

BACKGROUND:

In 2021, the City Council passed the Camping Standards and Services Ordinance (CSSO) and Oversized Vehicle Ordinance (OVO). These two ordinances contain programmatic elements aimed at providing alternative shelter and parking locations for those living unhoused on City streets. In addition, the City Council adopted the City’s first comprehensive Homelessness Response Action Plan (HRAP) on March 8, 2022. With these new policies and plans in place, staff has been diligently working on developing best practice programs and identifying funding and partnerships to ensure long-term sustainability. To keep Council and the public abreast of the new programs coming online, program outcomes, and the means by which the programs are funded, staff has committed to providing quarterly homelessness response programming updates to the Council.

31.1 DISCUSSION:

Traditionally, the City’s role in the area of homelessness response has been one of support to the County both as a partner in the region’s Continuum of Care and through in-kind contributions to County-funded health and human services programming. However, the passage of the Camping Services and Standards Ordinance (CSSO) and the Oversize Vehicle Ordinance (OVO), and the associated programming, have ushered the City into the new realm of ongoing service provision for homelessness response. The establishment of additional City infrastructure and resources are needed to support the significantly increased requirements and responsibilities that come with a comprehensive and holistic approach to homelessness response.

In recognition of this fact, staff created the Homelessness Response Action Plan (HRAP) that was adopted by Council on March 8, 2022. The HRAP is a living breathing, action-oriented plan to help guide the City’s homelessness response for the next three years. Embedded in this new HRAP are steps necessary to help ensure: 1. Growth of City organizational capacity to execute the plan; 2. The necessary coordination with the County and regional partners; 3.Identification of funding sources to support ongoing programming; 4. Appropriate data collection and reporting for tracking success; 5. Adequate alternative shelter options throughout the region; and 6.

Effective land stewardship by the City. Upon the adoption of the HRAP, Council requested the plan be augmented with additional objectives and metrics to create a more concrete road map.

As the City takes on significant new shelter service provision, the need to collaborate and align with the County and other local jurisdictions becomes even more essential. To this end, the City and County have established regular collaborative meetings focused on north county homelessness response. These meetings have allowed both agencies to better understand their respective efforts and intentions, as well as to share insights on provision of services, successes, and resource identification. One example of this recent collaboration is the joint efforts underway to create a north county navigation center and an expanded Coral Street campus. The planning steps for this joint venture are reflected in the City’s newly adopted HRAP.

The City-County collaboration does not ensure that both agencies always see eye-to-eye on the best path forward. Although the goal of minimizing homelessness is shared, there is not alway agreement on the means to get there, particularly as limited funding is available. As the County shifts its investments from emergency shelter provision to a focus on more permanent supportive housing and service-rich shelter beds focused on improved outcomes, the number of emergency shelter beds for individuals in the City remains a significant challenge. The County’s coordinated entry system has been fully subscribed for some time now, making access to the limited number of existing shelter beds difficult. The County’s shift should provide more stable shelter options and better overall outcomes for homeless in the long run, but in the short term, the City is left to carry a significant burden as the number of County-run emergency shelter sites continue to close in our region. These challenges are compounded by the concentration of regional homelessness service located within the City and fewer services elsewhere in the County, creating a concentration of the number of unhoused in the City of Santa Cruz.

The City continues to acquire the resources and infrastructure needed to supplement the County’s emergency shelter facilities. This has taken time as the City builds capacity for proactive homelessness response efforts and as funding is identified. The CSSO was passed in June 2021, and the City was successful in acquiring a one-time State allocation of $14 million to support the homelessness response efforts in late 2021. These funds are being leveraged, along with federal American Rescue Plan Act (ARPA) funding, to launch and expand the City’s safe

31.2 sleeping and safe parking programs, stand up additional emergency shelter sites, and bolster our organization’s overall homelessness response capacity and effectiveness.

Contained in this agenda report is a description of the Council-requested additions to the City’s adopted HRAP; a detailed description of the ongoing City-County collaborations, including the allocations of the State funding; and a comprehensive update on the City’s homeless response programming.

UPDATES:

Homeless Response Action Plan
In recognition of the City’s expanded role in homelessness response, a three-year HRAP was developed and approved by Council. This plan also provides a comprehensive list of actions to ensure the City has the necessary infrastructure to successfully implement the programs associated with the CSSO and OVO. This includes the establishment of data collection mechanisms to ensure the programming can be evaluated and outcomes can be tracked. In addition, the HRAP contains detailed steps in the areas of permanent affordable and supportive housing, basic support services, care and stewardship, and community safety.

Although the Council adopted the HRAP, they requested more detailed objectives and outcomes, strategies for targeting and supporting the different homeless populations, and a more comprehensive explanation of some of the proposed staffing and contracted consultant needs.

The accompanying detailed implementation plan addresses the issues raised by Council and will serve as a functional guiding document for staff across City departments.

Objectives and Outcomes
The Homeless Response Action Plan consists of five Action Areas, each with multiple supporting goals. The HRAP implementation plan (attached) now includes desired outcomes associated with each goal, as well as the objectives that need to be accomplished to make progress towards the desired outcome. A timeline for each objective has also been added, as has the lead department.

In the process of developing the specific outcomes, the lack of local and regional data collection and data integration became clear. Since the City has not traditionally overseen health and human services, it does not presently have the necessary infrastructure and systems for data collection, nor in many cases, access to systems at the County level. In the first Action Area of the HRAP, “Building Capacity & Partnerships,” several of the goals and objectives are focused on City-County collaboration, including the establishment of more comprehensive data collection and data sharing mechanisms across jurisdictions and local agencies. This goal is extremely important for evaluation and evidence-based assessments to determine effectiveness of our efforts. In the meantime, the outcomes listed in the HRAP implementation plan are only metrics-based when City-managed or accessible data exists. Additional metric-based outcomes will be added to the implementation plan, as appropriate, once the City has data collection and data sharing infrastructure in place. In addition, staff in the Finance Department and City Manager’s Office have been working on developing an integrated, Citywide budget tracking system and homelessness response budget for Fiscal Year (FY) 2023. Together, these tools will improve the City’s ability to make effective financial decisions on homelessness response and make efficient use of resources.

31.3 Strategies for targeting and supporting the different homeless populations The consideration of specific target populations has been integrated in the planning for expanded shelter options, including the possibility of shelter space specifically for disabled individuals, women, or a sober living environment. For example, staff are considering focusing the second Transitional Community Camp on serving those who have special needs with respect to mobility and access. The Action Areas and goals in the HRAP also delineate strategies for supporting persons experiencing homelessness who are in need of substance abuse treatment and mental health services.

Staffing to support the City’s Homelessness Response
Homelessness response has been a Citywide effort touching nearly every department, and as such, the workload delineated in the HRAP exceeds the current capacity of City staff. The homelessness response efforts outlined in the CSSO and OVO, in addition to the continued demand brought on by the ongoing homelessness crisis, requires an expansion of Citywide resources and staffing. The HRAP outlines the development of new and expanded services and programs, as well as the infrastructure expansion needed for successful implementation. In recognition of this added workload, the HRAP includes several staff positions and contracted consultant and vendor roles.

City staff positions already approved by Council on March 8, 2022:
● Deputy City Manager (1.0 Full Time Equivalent (FTE)): This position is not new, but rather a replacement of the current Deputy City Manager II who will return to his previous position as Director of Planning and Community Development. This position will provide the executive-level oversight of homelessness response. Human resources has posted this position, and applications are currently under review. This position is being funded through the general fund.
● Homelessness Services Coordinator (0.65 FTE): This position is a new classification and will oversee the operational management of the City’s homelessness response. A similar role has existed for over three years in the form of a temporary position. This new, permanent position will solidify this role in the City Manager’s Office. This position was posted internally, and the recruitment is in the interview stage. This position is being funded by the general fund.
● Homelessness Response Outreach and Shelter Specialist (2.0 FTE): These positions will provide oversight and case management of the City’s Transitional Community Camps and offer outreach services to unhoused individuals throughout the City limits.

Similar roles have existed for the past year in the form of temporary positions. These new, permanent positions will solidify these roles in the City Manager’s Office. Human resources has posed this position and applications are currently under review. These positions are being funded with ARPA funds for the first year. Additional funding allocation will be needed moving forward.
● Community Service Officer (2.0 FTE): Similar to the existing Community Service Officer (CSO) classification, these homelessness response CSOs will support in the enforcement of laws and regulations and promote public safety. Human resources is working with the Police Department in the recruitment of these additional CSO positions and aims to have these positions filled in the summer of 2022. These positions are being funded for one year by the State’s $14 million in funds provided to the City. Additional funding allocation will be needed moving forward.

31.4 In addition, the HRAP outlined several other City staff positions that have not yet been approved. Staff is recommending that Council adopt a resolution (attached) authorizing the below City positions. For FY 2023, these positions will be funded through the State’s $14 million in funds at a total cost of $564,791. Presently, there is not a funding source in place for subsequent years.
● Community Relations Specialist (0.5 FTE): This position will work with the Communications Manager in developing and disseminating information on the City’s homelessness response activities and programs to residents and individuals experiencing homelessness in the City of Santa Cruz. The Community Relations Specialist will also lead the implementation of community engagement efforts to collect community input and build community consensus on specific homelessness response projects. A draft Homeless Response Action Plan Community Engagement Plan is attached with more details for the Council’s information. (Budget: $111,836) ● Public Works Building Maintenance Worker II (0.5 FTE): This position has been created to provide maintenance support to facilities and equipment related to all homelessness support services. The City’s shelter programs require ongoing maintenance to keep the structures, showers, and facilities operational. This new position will become a part of the newly created homelessness division within the Public Works Department, which is further described below. (Budget: $67,094)
● Public Works Homelessness Response Field Worker (2.0 FTE): These positions will be responsible for mitigating the community impacts of encampments within the City, working on homelessness-related clean-up and refuse management, and proactively working in coordination with the homelessness response team for resource management. (Note: These positions were originally brought to Council on March 8, 2022 with the title of “Land and Resource Management.”) (Budget: $173,128)
● Public Works Field Supervisor and Senior Homelessness Response Field Worker for Homelessness Response Field Division (2.0 FTE): To most effectively coordinate these functions, Public Works will create a homelessness response field division. Two existing positions within Public Works that are not currently filled will be deleted and funding used toward creating a supervisor and senior worker for this new division. These changes will be brought to Council as part of the FY 2023 budget process. These new positions, along with the Building Maintenance Worker II position, will create a new team of five within Public Works that will be a critical part of the integrated citywide homelessness response. (Budget: $212,733)
These proposed new positions will work across all City departments as part of the City’s integrated approach to homelessness response. Although these positions will reside across multiple departments (e.g., Homelessness Response Field Worker positions in Public Works, Community Service Officers in Police Department), the work of these employees will be part of a coordinated effort supported by the City Manager’s Office. An organizational chart depicting the relationship of these new positions and their respective departments is included as an attachment to this report.

The HRAP also identified the need for several contracted roles with speciality expertise to augment the City’s homelessness response capacity. At the March 8, 2022 meeting, Council requested staff to return with more information on the the following consultant/vendor roles identified as line items in the expenditure plan for the $14 million in State funding:
● Contract with County of Santa Cruz for additional Mental Health Liaisons: This will expand the contract with the County to increase the Mental Health Liaisons, who

31.5 work closely with the Police Department, from 2.0 FTE to 4.0 FTE. This will allow for expanded hours of County behavioral health staff available to assist first responders and will increase the number of calls where a behavioral health specialist can make an initial response with law enforcement. (Budgeted: $188,000)
● Planning & Proposal Development Consultant: This contracted role will provide specialized technical and professional support for the development and evaluation of requests for proposals for the City, preparation of operational plans and processes, return on investment analyses, feasibility studies, cost forecasting models, and templates for homelessness response activities. As can be seen with the complexity of the implementation plan, the steps to support the HRAP are significant and managing the components requires additional help for the team. Additionally, the team wants to proceed with partner contractors and consultants based on a measured, financially responsible and operationally practical basis. This scope of work may include more than one consultant. (Budgeted: $336,000)
● Legislative Advocacy Consultant: This consultant will support the development of annual targeted state and federal legislative asks for policy reform and funding related to homelessness response, mental health, and substance use disorders; track legislation and support advocacy efforts for the City on these issues; and support and facilitate efforts to build a statewide coalition of municipalities for legislative change and funding requests. (Budgeted: $150,000, reduced from $216,000)
● Land & Resource Management Contractor: These contracted vendors will provide refuse management, sanitation, and land restoration services to mitigate the environmental impacts of encampments in the City. (Budgeted: $520,000) ● Vehicle Abatement Contractor: This contracted role will support in the abatement of abandoned and in-operable vehicles and will work with City staff to address and resolve other issues associated with abandoned vehicles. (Budgeted: $37,500) Specific agreements for these services will be brought to Council for consideration at future meetings in a manner consistent with the City’s purchasing policies and procedures.

Regional Collaborations on Homelessness
At the March 8, 2022 City Council meeting, staff presented an expenditure plan for the State of California $14 million appropriation that was developed collaboratively with the County of Santa Cruz. The use of these funds was integrated into and supports the goals and objectives in the HRAP. It is important to note that the evolving context in homelessness response requires ongoing flexibility - including in the specific uses of the State funds. The broad categories of funding will remain consistent, however, the specifics may need to change based upon the availability of other funding opportunities, the development of other programs and services by the County, or as a result in shifting needs and priorities. For example, eviction prevention emerged as a critical need with the expiration of the State eviction moratorium, so Council authorized (April 12, 2022) the allocation of $150,000 of the State funds to be used to support eviction prevention efforts.

State of California Funding - Implementation
Staff has continued to work collaboratively with the County to begin implementation of several of the items detailed in the plan funded by the State of California $14 million, including:
● Hygiene Bay Remodel: Public Works released the Request for Proposals on April 14, 2022, and the pre-bid meeting for potential bidders was held on April 26, 2022. The

31.6 submission deadline is May 12, 2022. The remodel project consists of ground floor work including selective demolition for the installation of new walls, floors, moisture barriers, partitions, and fixtures. A new reception desk, cabinets, and lockers will be installed for a new reception area. New electrical work includes new lighting, power supply for various new components, and a new electrical panel. The new HVAC work will include new ducts and exhaust fans installation, among other tasks. A building permit has been issued for the project. The project is estimated to cost between $1.5 - $1.8 million, and will be funded through ARPA funds, with the $14 million from the State also providing funding, as needed. The funding for this was included in both ARPA and the $14 million from the State, with the expectation that the funding would shift from ARPA to the $14 million from the State. As noted above, flexibility will be needed in how the $14 million is spent, as homelessness response remains dynamic. It has subsequently been determined the hygiene bay will be funded through ARPA, so the remaining money from the $14 million from the state that was previously allocated to the hygiene bay is currently expected to go to sheltering.
● Pre-Development Funding: Staff is finalizing a Request for Proposals (RFP) to provide financial support to local entities to complete pre-development work that is necessary in order to successfully compete for state and/or federal funding (e.g., Project HomeKey) for a permanent support housing, shelter, or transitional housing project. There has been $500,000 allocated for this fund, with individual awards expected to be in the $50,000 - $125,000 range. Release of the RFP is expected by the end of May 2022. The applications will be reviewed on a rolling basis while funding is available. Staff worked collaboratively with the County on the application criteria and scoring rubric and will also collaborate with the County in the review process. ● Coral Street Master Planning & Design Services: Staff is finalizing a RFP for Design Services to select a consulting firm to lead a master planning design charrette for the Coral Street campus. A later RFP will be issued to provide design services as part of the development process, which is anticipated to include a navigation center and permanent supportive housing, though the ultimate uses will be explored as part of the design charrette and master plan process. A total of $710,000 was allocated for these services, with $110,00 dedicated to the master planning and $600,000 for the subsequent design work associated with the development.
● Eviction Prevention: In partnership with the County of Santa Cruz and other local jurisdictions, there was an agreed-upon need to augment eviction prevention efforts given the impending expiration of the State eviction moratorium and a backlog in the processing of applications for relief that tenants and landlords submitted to the State. The Council authorized (April 12, 2022) the allocation of $150,000 of the state funds be used to support eviction prevention efforts in alignment with the County’s commitment of $500,000. This funding will expand an existing contract with Community Action Board to provide assistance in to support legal education and mediation services to reduce potential evictions and prevent homelessness.

Housing for Health Partnership
The regional Continuum of Care (CoC) organization “launched” under its new governance structure on April 20, 2022. Formerly the Homeless Action Partnership, the CoC is now called the Housing for Health Partnership (H4H). The City has two representatives (Vice-Mayor Martine Watkins, and Director of Planning & Community Development Lee Butler) on the 15- person Policy Board that is responsible for high level planning and decision-making. It sets overall policy direction, provides system oversight, and delegates implementation, operational,

31.7 and planning responsibilities to specific Operational Committees and Working Groups. Staffing for the H4H Partnership continues to be provided by The County of Santa Cruz Human Services Agency, Housing for Health Division.

Collaboration on Recent County Grant-Funded Programs
Santa Cruz County was one of four counties in the state to participate in the most recent encampment-focused cohort of the Governor’s 100-day Challenge to reduce homelessness and connect persons experiencing homelessness to to stable housing. City staff participated as part of the project team. The planning began in November 2021, and the 100-day challenge kicked-off in January 2022. In the 100-Day Challenge, the agencies and organizations that make up the homelessness response system in a community work together to set goals, streamline systems and relationships, and explore new ways to support community members experiencing homelessness. At the conclusion of the 100-day in April 2022, 33 people experiencing unsheltered homelessness were placed in housing and another 54 people were put on the pathway to housing, using a combination of shelters and managed encampments. City staff were integral partners in this initiative with 29 of the 54 people reported to be on a path to housing being participants in the City’s 1220 River Transitional Community Camp.

As reported at the March 8, 2022 quarterly update to Council, the County received a $2.3 million Encampment Resolution Grant from the State of California focusing on connecting persons living in encampments along the San Lorenzo River to permanent and stable housing. This new program will combine outreach and case management with flexible “housing scholarships” to help eliminate financial barriers to the services and supports they need to successfully transition to stable housing. The County expects to have the staffing in place to launch this program in July 2022.

CSSO/Safe Sleeping Program
Implementation of the CSSO calls for an 24/7 sanctioned sheltering location and/or available homeless persons’ storage, with 150 safe sleeping spaces identified as a minimum. The Homelessness Response Team has continued its work to stand up sanctioned sheltering locations, as directed by Council. The need for safe sleeping capacity has taken on further urgency in recent months following the Countywide reductions of County shelter options due to the expiration of pandemic related funding. The City is working in collaboration with the County to further expand capacity in the City.

Armory City Overlook:

After a three-month delay, the City received a signed contract from the Salvation Army (TSA) for six-month operation of a 24/7 emergency shelter. This tent-based managed camp will be located at the Armory on the south lawn and will shelter up to 75 individuals. Since receipt of the signed contract, City and TSA staff have worked jointly to ensure the shelter can open as soon as possible. TSA currently operates a County-funded emergency shelter at the Armory and is leveraging staff from that program, as well as the recently closed Pavilion program also at the Armory site, to allow the City Overlook program to have a soft opening of 20 individuals. As TSA is able to increase their staffing to support additional capacity, more individuals will be enrolled in the program. The estimated date of full capacity is late May. Outreach efforts are actively underway by City and TSA staff to enroll interested individuals in the new City Overlook program.

31.8 The existing contract with TSA was set for operations from January – June 2022. Because of the delay in processing the contract, a contract adjustment is being drafted to shift the operational timeline to May – October 2022. TSA is also requesting a contract adjustment to request additional funding to support their human resource efforts. Currently the County funds 1.0 FTE human resource staff member and 0.5 FTE accountant. TSA is requesting the City take on these costs, as the County is ending their contract with TSA at the end of the current fiscal year. The existing County-funded emergency shelter inside the Armory building, with a current capacity of 65, will close on June 30. While the above position requests have been made by TSA, City staff is currently in negotiations with TSA to determine what if any budgetary adjustments will be made to the current contract. As soon as those adjustments are agreed upon, a revision will be brought to Council for approval.

Transitional Community Camps:

The City’s first Transitional Community Camp (TCC) has been open and operational since the beginning of this calendar year. It is located at the City-owned 1220 River St. property and currently has 30 participants. This low barrier camp offers basic services such as showers and cooking facilities, with staff providing daily oversight and case management. A cohesive camp community and camp council has been established with participants working together to maintain the facilities and support one another in adhering to the rules and expectations.

Since its opening, the 1220 TCC has supported 43 individuals who have participated in weekly case management meetings with staff to identify goals and connect participants to services. All current 1220 TCC participants are enrolled into the Homeless Management Information System (HMIS), so services and outcomes can be tracked. All participants have been provided access to on-site County benefits specialists. In additional to vital records and benefit acquisition, some other noted outcomes from the pilot program include: six participants have moved onto more stable shelter/housing (two rehoused, two to sober living environments, two to Rebele Family Shelter); five have acquired housing vouchers since entering the program; three have enrolled in the County’s medication assistance treatment (MAT) program; four have been connected to mental health support; and six have obtained employment.

Given the initial success of the 1220 TCC, the City intends to open a second TCC in the coming months. This site will be designed for those with mobility challenges and will therefore need to be placed in a location accessible to services. Funding for this additional TCC has been identified as part of the $14 million from the State, and efforts to open the site, including participant and neighborhood outreach, will begin as soon as staff capacity allows. The goal is to enroll a minimum of 15 participants in this new TCC, and potentially up to 30 if the location and site design can accommodate the greater numbers.

Shelter Expansion:

In addition to the opening of a second TCC, the City continues to pursue additional shelter programs to expand the number of emergency shelter spots available. There may be some available allocations from the State funding that can be used to fund additional shelter in the near term. The following shelter options are currently being explored by City staff as well as regional partners:
● Armory Building: The closure of the County’s shelter program at the Armory is set for June 30. This will leave the inside of the building available for a new program. The City is currently reaching out to local vendors to explore interest and capacity to operate a

31.9 replacement program at this site. This facility has the capacity for approximately 75-80 cots for an overnight only program or approximately 60 spots for a 24/7 program. ● Housing Matters’ Expansion: As was reported at our last homelessness response update, the City, the County, and Housing Matters have engaged in collaborative discussions around expanding the current capacity at Housing Matters. This proposed capacity increase will utilize Pallet Shelters (or similar sleeping cabin structures) purchased by the City and will include the other necessary infrastructure to support the program. It is anticipated that this new 24/7 shelter will be operated by Housing Matters, through a contract with the County, offering program participants access to Housing Matters’ staff who will provide case management and housing navigation. The plans for this initial new expansion are underway with the hope to have additional bed capacity as soon as July 2022. We are also analyzing the best use of the currently vacant River Street Shelter, a City-owned property on the Housing Matters campus, to see how best to further expand the number of shelter beds. The options include renovating the structures to accommodate up to 15 persons or demolishing the structures and replacing them with either mobile trailers or Pallet Shelters (or similar) that could further increase capacity. ● Motels/Hotels: Using COVID-19 funding, the County has funded temporary shelter operations in a number of hotels and motels throughout the County, including some in the City. Some of those have since ceased operations. Others are expected to cease operations in the coming months (Oceana Inn). The County is exploring whether and how some of those buildings or additional hotels/motels could be leased for medium-term shelter operations (one to three years). It is currently anticipated that the shelter operations would be staffed 24/7, and services would be provided to connect individuals to permanent housing options. To support this effort, the City and County have engaged in conversations about potential hotels that could be used for these purposes. Staff have analyzed locations, surrounding land uses, number of rooms, transient occupancy tax revenues, and various other factors as a means to identify various options for the use.

Preliminary analysis has the City and County considering a range of potential hotels/motels (e.g., Ocean Lodge, Continental Inn, Oceana Inn, The Islander, or others), though it is likely that only one or two would actually be used for such purposes. It is also important to note that the County has made some initial inquiries, but not all of these property owners have even been contacted to gauge interest in such a program. Further analysis will be needed as this potential approach is explored. Of note, the County has been awarded Project Homekey funding for a hotel conversion in Ben Lomond, and it is also pursuing Project Homekey funding for converting the Rodeway Inn in Watsonville into housing to serve the homeless.
● Sober Living Shelter: The County is exploring plans to add a sobering center and an addiction recovery facility on County property in the City of Santa Cruz, adjacent to the County Jail.

OVO Implementation and Safe Parking Program (Tier 1, Tier 2 and Tier 3) The OVO was adopted by Council on November 9, 2021. Several key elements of the OVO include parking restrictions on City streets between midnight and 5 a.m., a new residential permit program, and the restriction of discharging sewage or greywater on streets or in storm drains.

The Council also directed staff to launch a three-tier safe parking program to allow oversized vehicles a legal, overnight parking option within the City limits.

31.10 Upon passage of the OVO, staff applied and received initial approval for the necessary Coastal Development Permit and the Design Permit. The decision by the Zoning Administrator to approve these permits was appealed to the Planning Commission for review. The Commission met on March 3, 2022 and upheld the permit approval with additional requirements to the safe parking program design. On April 12, 2022, the City Council reviewed the Commission’s decision and modified the conditions of approval. As of the drafting of this report, an appeal of the Council’s action to the Coastal Commission has not been filed, however, it is expected that one will be filed prior to the deadline of May 5, 2022. It is expected that a Coastal Commission hearing to consider the Coastal Permit will take place on June 8, 9, or 10, 2022, though that has not yet been confirmed. It is expected that implementation of the OVO will begin following the conclusion of the appeals process, assuming permits are approved, and following completion of these steps: establishment/expansion of the safe parking programs (see updates below); establishment of a rate structure for residential permits via Council resolution; rollout of the residential permit program, including public education; augmentation of staffing and operations for safe parking; and installation of applicable signage.

Although the OVO has not been fully implemented, the initial Safe Parking programming portions of the ordinance have been activated and will be expanded in the coming months.

Tier 1 Emergency Safe Parking (3 spaces total): Emergency, night only parking spots continue to be available in the SCPD parking lot. SCPD is administering the Tier 1 program and interested participants can contact SCPD directly.

Tier 2 Multiple Safe Parking Sites (30 spaces total): The Tier 2 program is currently operational in two downtown City lots with six spots total. Each of these parking lots has capacity to increase the number of spaces at that location, and each currently has available capacity.

Program participants are able to stay overnight for up to 30 days as part of the initial pilot, with extensions having been granted thus far based on availability, with one participant approaching 60 days as of the drafting of this report. It is anticipated that said participant will be granted another extension if requested. The number of nights that participants can be continuously enrolled at a location will be evaluated as the full program is implemented. Program parking spots have designated signs and participants are given permits to display in their windshield.

Trash facilities are provided on-site, and a portable restroom and hand-washing station is available. Staff have identified additional City-owned lots, so expansion to 30 Tier 2 spots can occur as program demand increases. Outreach regarding the Tier 2 program is currently being done by parking and SCPD staff as well as through City and County outreach workers. The only requirement to participate in this program is that participants must sign the participant agreement and adhere to the rules of conduct to participate in the program.

Tier 3 Operator Supported 24/7 Safe Parking Site (15-20 spaces total): The third tier of the Safe Parking Program is designed to provide more stability to participants through a 24/7 parking program tied to case management. An operational vendor was selected through the City’s open Homeless and Housing Services Request for Qualifications process. Staff is now working with this vendor to determine scope of work and operational budget so a contract can be drafted. The site location has been identified and can accommodate 20 oversized vehicles, with more possible depending on the size of vehicles. Once the contract is finalized, it will be brought to the Council in early June. The goal is to open the Tier 3 program at the beginning of the fiscal year.

Encampment Management

31.11 CalTrans Closures of Camps in Right-of-Ways
In the last several weeks, CalTrans has engaged in a series of encampment abatement efforts on their property within the City of Santa Cruz. Most notably, this included the large “Hell’s Trail” encampment situated between Highway 1 and the Santa Cruz Memorial Cemetery. The closure of this camp displaced between 60-70 persons, and while a significant number of persons relocated to the Benchlands, many persons established tents along the San Lorenzo River levee.

Since this time, City staff have been working to keep the levee and riparian areas clear of camping and have encouraged and supported campers to relocate out of these areas.

Benchlands Camp
As a result of the closure of the Cemetery and Hell’s Trail camps, the number of persons camping in the Benchlands has increased significantly compared to the beginning of the year.

Earlier this year, Council provided staff direction to work toward closing the Benchlands to camping, and on April 12, 2022, the City Manager reported to Council that staff are working towards a closure in July 2022. Staff is in the process of developing an operational plan for the closure to camping on this timeline, along with a plan for the restoration of the area to its intended use as a park that is utilized by the entire community. Several factors are critical to the success of this effort are already underway, including expansion of existing shelter capacity in the City, along with collaboration with the County to expand case management, service connections, and rehousing efforts for persons camping in the Benchlands in advance of the closure. City and County staff are already working to expand their efforts in these regards, and the County is expected to set up a mobile office for its outreach workers behind the County building to serve the Benchlands. In the coming weeks, City and County outreach staff hope to engage every person camping in the Benchlands and work with them to develop a rehousing/sheltering plan.

Health in All Policies (HiAP)
HiAP is a collaborative approach to improving the health of all people by incorporating health considerations into decision-making across sectors and policy areas. HiAP is based on 3 pillars:
equity, public health, and sustainability. The goal of HiAP is to ensure that all decision-makers are informed about the health, equity, and sustainability impacts of various policy options during the policy development process. The actions and approaches discussed herein support the pillar of equity by providing services, such as safe sleeping, safe parking, and case management services that support individuals experiencing homelessness. They support public health by providing mental health, case management, and hygiene resources to those experiencing homelessness. The actions and approaches support sustainability by providing resource and land management staff, shelter, and hygiene resources, thereby decreasing the amount of litter, debris, and human waste that is disposed of improperly. Therefore, these actions and approaches are consistent with the three pillars of HiAP.

FISCAL IMPACT:

The recommended actions in this report were included in the expenditure plan for the $14 million received from the State of California that was authorized on March 8, 2022, as well as the ARPA funds that were authorized on December 14, 2021. The personnel actions included in the attached resolution have a total cost of $564,791 for FY 2023, with $352,058 from the State of California $14 million and $212,733 from the General Fund. However, the net impact to the

31.12 General Fund will be $39,605 in FY 2023, as two vacant positions in Public Works will be deleted as part of these position changes. The contracted/vendor roles recommended in this report were also included previously as part of the State of California $14 million expenditure plan, and specific contracts and agreements will be brought back to Council as needed, consistent with City purchasing policies and procedures. Post-FY 2023 funding for ongoing services identified herein will need to be identified as part of future budget cycles.

Prepared By:

Larry Imwalle
Homelessness Response
Manager
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:
1) Resolution - Human Resources Homelessness Response Position Changes 2) HRAP Implementation Plan
3) Homelessness Response Staffing Organizational Structure 4) Draft Homelessness Response Action Plan Community Engagement Plan 5) Homelessness Response Three-Year Action Plan Cost Projections (Revised)

31.13 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING THE CLASSIFICATION AND COMPENSATION PLANS – PUBLIC WORKS

DEPARTMENT AND CITY MANAGER OFFICE
WHEREAS, staff has recommended certain modifications to the Classification and Compensation Plans.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz, as follows:

That, effective May 14, 2022 the City of Santa Cruz Classification and Compensation Plans be modified to:

Class No. Activity Classification Title Salary (New
Classifications)
PUBLIC
WORKS
Add New
Classification and
2 Positions
Add New
Classification and
Position
Add Position
Add Position
CITY

MANAGER
Add Position
122-xxx
123-xxx
118-xxx
308-xxx
757-xxx
Homelessness Response Field
Worker 1.00 FTE x 2
Senior Homelessness Response
Field Worker 1.00 FTE
Building Maintenance Worker
II
.50 FTE
Field Supervisor 1.0 FTE
Community Relations Specialist
.50 FTE
$3,313/mo - $5,140./mo
$3,607/mo - $5,595/mo

31.14 PASSED AND ADOPTED this 10th day of May 2022, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: _______________________
Sonja Brunner, Mayor
ATTEST: _____________________
Bonnie Bush, City Clerk Administrator

31.15 Work Teams Estimated
Completion Status
Goal
Outcome
Obj. All City Depts. May 2022 Completed
Goal
Outcome
Outcome
Obj. HR June 2022 Underway
Obj. HR June 2022 Underway
Obj. CMO Aug. 2022
Obj. HRT Sept. 2022
Goal
Outcome
Obj. HRT and County June 2022
Goal
Outcome
Outcome
Obj. HRT and County Ongoing Underway
Obj. LAC July 2023
Goal
Outcome
Obj. HRT Jan. 2023
Obj. HRT Ongoing
Obj. LAC Dec. 2023
Goal
Outcome
Obj. HRT March 2022 completed
Obj. County, all City Depts. July 2022
Increase response capacity through integrative citywide services and addition of a full-time, dedicated team.

Create and launch three-year action plan, including how to use the $14 million in state aid.

Collaborate with County and community-based organizations to create effective regional data systems to inform homelessness response.

Partner with community-based organizations to expand regional capacity to address homelessness.

Develop list of priority areas with asssociated resources needs and goals Collaborate and support the County to expand substance abuse and mental health services.

Partner with the County to secure additional funding for substance abuse services and treatment
Expand regional capacity in order to increase access to services for unhoused and to minimize community impacts of homelessness.

Gain City access to HMIS for City outreach workers
City staff to begin utilizing County's new HMIS outreach module Identify funding sources to support local partnerships
Conduct survey of community-based organizations to identify assets and gaps in service capacity
Determine roles and responsibilities to optimize the new homelessness response team Work with the County to determine roles and responsibilities for encampment management
Hire Homelessness Services Coordinator (approve by Council on March 8, 2022) Hire one Deputy City Manager (approve by Council on March 8, 2022) Contract with a Planning & Proposal Development Consultant Established data systems for informed decision making capacity on issues of homelessness.

Action Area: Building Capacity & Partnerships
Program Administiration
Proactively manage and reduce unsactioned encampments within the City.

These activities focus on an organizationl response to homelessness and housing instability, including greater internal coordination and alignment of services and expanding the City and it's partners overall capacity and effectiveness. Specifically, this area plans to increase and improve organizational capacity through staffing, data collection and evaluation as well as expand legislative outreach and public engagement.

Comprehensive Citywide plan to guide homelessness response efforts for the next 3 years.

Increased capacity to manage and administer programs.

Agreed upon Standard Operating Procedure (SOP) for encampment management.

Continue to partner with existing local community-based organizations such as Downtown Streets Team, Encompass, and Downtown Oureach Workers
With the County, develop a roles and responsiblities matrix for homelessness response.

Continue regular City-County collaborative meeting to articulate City needs and interests.

Increase number of County outpatient mental health and substance abuse treatment services.

Increase number of County residential mental health and substance abuse treatment beds.

31.16 Work Teams Estimated
Completion Action Area: Building Capacity & Partnerships Status These activities focus on an organizationl response to homelessness and housing instability, including greater internal coordination and alignment of services and expanding the City and it's partners overall capacity and effectiveness. Specifically, this area plans to increase and improve organizational capacity through staffing, data collection and evaluation as well as expand legislative outreach and public engagement.

Obj. HRT, County July 2023
Obj. HRT Jan. 2023
Goal
Outcome
Outcome
Outcome
Obj. HRT Sept. 2022
Obj. HRT, CMO June 2023
Obj. LAC June 2023
Obj. LAC Ongoing
Goal
Outcome
Obj. HRT, LAC Sept. 2022
Obj. HRT, participating
jurisdictions, LAC Jan. 2023
Obj. HRT, participating
jurisdictions, LAC June 2023
Goal
Outcome
Obj. HRT, PPDC Oct. 2022
Obj. PPDC Ongoing
Goal
Outcome
Obj. HRT, Finance Dept. PPDC June 2023
Goal
Outcome
Develop annual targeted state and federal legislative ask for policy reform and funding related to substance use disorder, mental health, and homelesness response.

Integrate data reports into homelessness quarterly updates to Council Work with County to develop a regional metrics dashboard Lead effort to build a statewide coalition of municipalities for legislative changes and funding.

Create database to track state, federal, and community-based grant funding opportunities Apply for directly and/or support community partner applications for homelessness response funding
Financial Responsibility
Develop estimating tools to help generate cost calculations for homelesness support services.

Create a standardized process requiring detailed financial impacts for any new homelessness response services, ordinance, and policies.

Identify and cultivate additional revenue streams.

Develop guidelines for homelessness response project and program planning including financial impacts
New financial Standard of Practice (SOP) for homelessness response planning.

Increase non general fund resources for homelessness response.

Identify and invite staff representing like-sized jurisdictions to participate Schedule and begin monthly meetings to identify common goals/issues Work with new jurisdictional partners to advocate to state for resources and policy change Advocate with County for expanded substance and mental health treatment capacity Identify and obtain new funding sources
Advocate to change state homeless-response funding allocation to small jurisdictions Working coalition of municipalities advocating collectively.

Spreadsheet templates for common homelessness related costs to provide accurate estimates.

Identify and contract with Legislative Advocacy Consultant Increase funding sources to support the community-wide homelessness response efforts.

Increase state or federal funds for expanded substance abuse and mental health treatment.

Increase state funding allocation policy to support jurisdictions with high per capita rate of unsheltered population (regardless of jurisdiction size).

Legislative Action

31.17 Work Teams Estimated
Completion Action Area: Building Capacity & Partnerships Status These activities focus on an organizationl response to homelessness and housing instability, including greater internal coordination and alignment of services and expanding the City and it's partners overall capacity and effectiveness. Specifically, this area plans to increase and improve organizational capacity through staffing, data collection and evaluation as well as expand legislative outreach and public engagement.

Obj. CMO, HRT, Finance Dept. April 2022 Completed
Obj. HRT, PPDC, Finance Dept. Dec. 2022
Goal
Outcome
Obj. CMO, HRT, Finance Dept. April 2022 Completed
Obj. Finance Dept. July 2022
Obj. CMO, HRT, Finance Dept. July 2023
Goal
Outcome
Obj. HR July 2022
Obj. CRS Dec. 2022
Obj. CRS Dec. 2022
Goal
Outcome
Obj. HRT Ongoing Underway
Goal
Outcome
Obj. CRS Jan. 2023
Obj. CRS Jan. 2023
Work Team Abbreviation Key: District Attorney (DA), City Manager's Office (CMO), Community Relations Specialist (CRS), Economic Development (ED), Human Resources (HR), Homelessness Response Team (HRT), Land & Resource Management Contractor (LRMC), Legislative Advocacy Consultant (LAC), Mental Health Liaison (MHL), Parks and Recreation (P&R), Planning and Community Development (P&CD), Planning and Proposal Development Consultant (PPDC), Public Works (PW), and Santa Cruz Police Department (SCPD)
Share important updates and information through City communication channels.

Develop annual budget with revenue and expense projections Quarterly homelessness response updates to Council.

Prepare staff reports and presentation materials
Deliver a transparent, sustainable, integrative homelessness response budget by 2023.

Conduct and participate in community engagement regarding homelessness programs and policies
Revise City's homelessness response page to include community feedback mechanism and provide public with information on how to access quarterly Homelessness Response updates to Council
Create internal tracking system for homelessness-related costs throughout the City Review previous expenses and create tools & templates for cost analyses Establish regular homelessness response communication tools Improve community understanding of the City's and region's homelessness response and services.

Establish regular homelessness response updates to the community.

City-wide comprehensive homelessness response budget for FY 2024 and beyond.

Implement time tracking systems across City departments to quantify homelessness response staff time/costs
Create a new homelessness response division within the City's financial structure to facilitate financial tracking
Community Engagement
Hire one (@ 50% FTE) Communty Relations Specialist
Revise/expand City's Homelessness Response webpage
Provide opportunities for community input and engagemet on specific projects.

Deliver quarterly homelessness response and programming updates at Council meeting.

31.18 Work Teams Estimated
Completion Status
Goal
Outcome
Obj. Support the development of affordable housing projects, both City-sponsored and private/nonprofit driven P&CD, ED Ongoing Obj. Obtain a 6th Cycle certified Housing Element, with an emphasis on affordable housing and Affirmatively Furthering Fair Housing P&CD, ED Dec. 2023 Underway Goal
Outcome
Obj. Evaluate and enact local housing policies to promote housing development, particularly additional low- and very-low income housing P&CD, ED Ongoing
Obj. Continue to actively monitor state legislation; consider implications for Santa Cruz, the region, and the state; and provide comments and take positions on bills to further housing production statewide LAC, P&CD, ED Ongoing Obj. Continue to advocate state and federal legislators on housing funding and faciliatation LAC, P&CD, ED, CMO Ongoing Goal
Outcome
Obj. Through RFP process, identify and contract with design firm HRT, P&CD, ED Aug. 2022 Obj. Work with County and contracted consultant to develop a master plan for acceptance by the Council HRT, P&CD, ED, County Dec. 2022
Obj. Work with contracted consultant to prepare plans for a navigation center and other related uses, as determined through the master plan process, and apply for grant funding to develop the project HRT, P&CD, ED, County Jan. 2023 Goal
Outcome
Outcome
Obj. Support County in its efforts to expand case management and rehousing programs HRT Ongoing Obj. Work with County to identify additional funding sources to expand case management & supportive services HRT, LAC Ongoing
Goal
Outcome
Obj. Provide funding support to local eviction prevention, rental assistance, legal assistance, and tenent education ED April 2022 Underway
Work Team Abbreviation Key: District Attorney (DA), City Manager's Office (CMO), Community Relations Specialist (CRS), Economic Development (ED), Human Resources (HR), Homelessness Response Team (HRT), Land & Resource Management Contractor (LRMC), Legislative Advocacy Consultant (LAC), Mental Health Liaison (MHL), Parks and Recreation (P&R), Planning and Community Development (P&CD), Planning and Proposal Development Consultant (PPDC), Public Works (PW), and Santa Cruz Police Department (SCPD) Action Area: Permanent Affordable & Supportive Housing
Increase the number unsheltered and sheltered persons that transition into more stable housing.

This Action Area focuses on the advancement the City's role as a leader in proactive and innovative appraoches to expanding permanent affordable and supportive housing opportunities.

Develop recommendations for ongoing tenant counseling, landlord support, and rental assistance.

Collaborate with the County on housing readiness support to aid those transitioning into permanent supportive and permanent housing.

Work with partner agencies to deliver a plan for Coral Street campus and navigation center and acquire needed properties.

Champion federal, state, and local policy updates to facilitate more housing opportunities in Santa Cruz.

Meet or exceed regional housing needs requirements of low-and very low-income categories over the next three years by issuing the target number of housing permits.

Increase the percentage of City residents in need who receive supportive servcies.

Increase the number of low- and very low-income housing units developed in the City.

Expand the City's capacity to identify and utilize policy changes to increase housing capacity.

Master plan for homelessness shelter and services at the Coral Street campus.

Decrease the number of recently housed individuals who return to living on the streets.

31.19 Work Teams Estimated
Completion Status
Goal
Outcome
Outcome
Obj. HRT, County Ongoing Underway
Obj. HRT, County Dec. 2022
Obj. HRT, County Feb. 2023
Goal
Outcome
Outcome
Obj. HRT Aug. 2022
Obj. HRT Jan. 2022 Completed
Obj. HRT May 2022 Underway
Obj. HRT July 2022
Obj. HRT July 2022
Obj. HRT Jan. 2023
Obj. HR Sept. 2022
Obj. HRT, County Ongoing Underway
Obj. HRT, LAC Ongoing
Goal
Outcome
Outcome
Obj. HRT May 2022 Underway
Obj. HRT July 2022
Obj. HRT, County Ongoing
Obj. HRT July 2022
Obj. HRT July 2022
Obj. All City Depts. July 2022
Goal
Reduce the number of individuals camping within the City.

Reduce the number of persons living in unsanctioned encampments within the City.

Open new emergency and transitional shelters within the City Support the County in the implementation of the "Housing Pathways Scholarship" program Enroll and relocate campers into City and County shelter programs Open new or expanded storage program for those living outside Deploy new homelessness response staffing team to offer outreach, shelter navigation, and connection to County services
Close the Benchlands sanctioned camp
Continue regular City-County collaborative meeting
Create shelter specific work and operational plan for shelter type Continue to advocate at the County, State and Federal level to expand funding and siting resources for short and long-term sheltering
Open additional Transisional Community Camp operated by the City of Santa Cruz (20 sites) Open additional shelter sites as needed to full implement the operational plan Expand the number of emergency, transitional and permanent shelter spaces in the City.

Reduce the number of unsheltered individuals in the City.

Continue regular City-County collaborative meetings
Open 1220 River St. Transitional Community Camp (30 sites) Open Armory City Overlook program operated by Salvation Army (75 sites) Open Housing Matters Exansion at Coral St. (30 sites)
Establish safe parking programs, including at least one location with direct services aimed at connection to permanent housing.

Reduce the number of unsactioned encampments within the City.

Action Area: Basic Support Services
Hire one (@ 50%) Building and Maintanance Worker II to maintain new infrastructure Create and obtain approval from CoC of standard criteria for shelter locations The provision of effective care and support services is the focus of this area with overarching goals of expanding emergency, temporary, & permanent shelter capacity, creating safe parking programs, increasing access to public hygiene stations, and reducing camping within the City.

Work with County and CoC jurisdictions to create inventory (and determine zoning requirments) of viable publicly-owned and vacant parcels Collaborate with the County and other local cities to identify 20 new location for sheltering within the County of Santa Cruz.

Develop a comprehensive list of at least 20 sites that are vetted and viable locations within the County of Santa Cruz.

Expand shelter capacity within the County of Santa Cruz to reach County-wide goal of 600.

Develop an operational plan that addresses all levels of sheltering.

31.20 Work Teams Estimated
Completion Action Area: Basic Support Services Status
The provision of effective care and support services is the focus of this area with overarching goals of expanding emergency, temporary, & permanent shelter capacity, creating safe parking programs, increasing access to public hygiene stations, and reducing camping within the City.

Outcome
Outcome
Outcome
Obj. HRT, Parking March 2022 Completed
Obj. HRT, SCPD March 2022 Completed
Obj. HRT, Parking July 2022 6 of 30
Obj. HRT July 2022
Goal
Outcome
Obj. HRT, PW July 2022
Obj. HRT, PW, PPDC July 2022
Obj. PW March 2023
Goal
Outcome
Obj. HRT July 2022
Goal
Outcome
Outcome
Outcome
Obj. HRT, County March 2023
Obj. HRT, PPDC July 2023
Determine program components, requirements, locations, enrollment Increase number of participants in the safe parking programs.

Provide program participants access to outreach and case management.

Reduce the number of people living in oversized vehicles on City streets.

Establish storage capacity for at least 100 persons experiencing homelessness.

Produce or partner to provide storage for unhoused persons, focusing on easy accessabiltiy.

Create a proper waste disposal program for recreational vehicles.

Open Tier 3: 20 spots for 6 month 24/7 program with direct services Create and implement voucher program with existing local dumping provider(s) Determine feasiblity of a waste disposal dump site within the City and install if feasible Open Tier 2: 30 spots for night-only safe parking
Open Tier 1: 3 spots for emergency one night only safe parking Identify vendor(s) with capacity to provide mobile pumping services and implement pumping services as needed
Reduce the number of reported illegal dump instances.

Identify site and vendor, contract with vendor, and open new or expanded storage program(s) for those living outside.

Identify siting and funding for installation of expanded (emergency and long-term) public Create Standard of Practice (SOP) for emergency public hygiene services.

Expand existing long-term public toilet options within the City.

Expand mobile shower services within the City.

31.21 Work Teams Estimated
Completion Status
Goal
Outcome
Outcome
Obj. HRT, SCPD Jan. 2023
Obj. HRT, County Sept. 2022
Obj. HRT, County Dec. 2022
Obj. HRT, County March 2023
Obj. HRT, County Ongoing
Goal
Outcome
Outcome
Outcome
Obj. HR May 2022 Underway
Obj. HRT, County July 2022
Obj. HRT June 2022
Goal
Outcome
Outcome
Obj. HRT, County July 2022
Obj. CRS Aug. 2022
Obj. HRT, CRS, County Oct. 2022
Goal
Outcome
Obj. HRT, County, MHL June 2023
Action Area: Care & Stewardship
Providing Care
Develop and present recommendations to County of additional support services needed Contract with County to hire an additional two FTE Mental Health Liaisons Expand the number of Mental Health Liaisons to support City staff from 2 to 4.

Increase the number of mental health and substance abuse related calls for service attended to by SCPD that include a Mental Health professionals.

Establishing effective care and support services for the unhoused as well as stewardship of the environment is the concentration of this action area with the intention of increasing access to mental health, substance abuse service, and employment support in addition to measures aimed at protecting and enhancing our natural resources.

Develop recommendations and work with the County to optimized City-funded mental health and substance use disorder response resources.

Work with County to expand the number of hours that Mental Health Liaison support is available, ideally creating 24 hour access to specilized support services Work with County HOPES team to identify temporary shelter location to support individuals on waitlist for detox/recovery beds
Support the County in implementing their "Healing the Streets" program Shift City outreach staff from temporary to permanent employment to establish continuity of care.

Establish coordinated/integrated outreach efforts with County services.

Increase the number of unhoused indivduals who receive outreach services within the City.

Expand City's outreach and shelter team to connect unhoused individuals to County's continuum of care and permanent supportive housing.

Partner with the County to develop an implementation plan for the CARES Court Executive Order with clear jurisdictional roles, responsibilities, and resources.

Collaborate with County to develop an easy-to-understand, consolidated guide that unsheltered individuals can use to connect to services.

Coordinate with County's "Housing Pathways Scholarship" program staff to align outreach efforts Hire (2 FTE) Homeless Outreach and Shelter Specialist (approve by Council on March 8, 2022) Work with County to survey local organizations to determine current services provided and assess existing resources lists/guides for accuracy
Work with County to diseminate and update new resource guide Engage in collaborative meetings with the County as local plans are developed to ensure City needs and interests are considered
Reduction in the number of persons experiencing homelessness with untreated mental health needs.

Create new County-wide, comprehensive resource guide.

Ensure all unhoused individuals in the County of Santa Cruz have access to the comprehensive, updated resource guide.

Work with County to facilitate access to their shelter navigation system Determine most effective means to diseminate and keep updated the new resource guide

31.22 Work Teams Estimated
Completion Action Area: Care & Stewardship Status
Establishing effective care and support services for the unhoused as well as stewardship of the environment is the concentration of this action area with the intention of increasing access to mental health, substance abuse service, and employment support in addition to measures aimed at protecting and enhancing our natural resources.

Goal
Outcome
Outcome
Outcome
Obj. HRT, ED March 2023
Obj. LAC Sept. 2023
Obj. HRT, HR Sept. 2023
Obj. HRT, CRS, County Sept. 2023
Obj. HRT, CRS, County Dec. 2023
Goal
Outcome
Obj. All City Depts.,
PPDC
Sept. 2022
Obj. PPDC, Finance Sept. 2022
Goal
Outcome
Outcome
Obj. HR, PW July 2022
Obj. HR Dec. 2022
Goal
Outcome
Partner with community-based organizations to create more transitional employment programs, including expansion of Downtown Streets Team.

Work with the County, community-based organizations, and City outreach staff to connect individuals with transitional employment programs (including individuals within existing shelter systems) Identify funding support to help community-based organizations expand capacity Survey local organizations to assess interest and capacity to develop or expand transitional employment programs
Work with City Human Resource Dept. to identify existing vacancies that would be appropriate for a transitional emplolyment program within the City
Collaborate with County and community-based organizations to create at least 1 additional transitional employment program.

Create a comprehensive list of transitional employment programs to be disseminated .

Connect unsheltered indivduals with access to transitional employment programs.

Work with County and community-based organizations to create a database/resource list of existing transitional employment programs
Open City-wide purchase order(s) for quick access to refuse and restoration services.

Environmental Stewardship
Through Request for Proposal (RFP) process, identify and contract Land & Resource Management Contractor(s) to provide services outside of staff capacity for refuse removal and restoration Close San Lorenzo Park Benchlands to camping and restore impacted area.

Adjust City job descriptions to include homelessness response duties, including the creation of a dedicated Public Works Homelessness Response Division.

Assess current gaps in City staffing capacity
Survey current City positions to identify the positions that are impacted by or engage with homelessness on a regular basis and update the position descriptions to highlight homelessness Organizational Stewardship
Increased effectiveness of City's response to homelessness-related issues.

Clear expectations of homelessness-related staffing needs (from hiring to projects to cost tracking).

Expand emergency shelter capacity to provide more stable shelter options for those currently camping in the Benchlands.

Establish a Homelessness Response Field Service Division in Public Works -Hire 2 FTE Homelessness Response Field Worker II
-Hire Supervisor and Senior Homelessness Response Field Worker (new request for FY 2023) Identify and scope top priorities for citywide contracts to support safe and clean community areas and natural resource restoration.

31.23 Work Teams Estimated
Completion Action Area: Care & Stewardship Status
Establishing effective care and support services for the unhoused as well as stewardship of the environment is the concentration of this action area with the intention of increasing access to mental health, substance abuse service, and employment support in addition to measures aimed at protecting and enhancing our natural resources.

Outcome
Outcome
Obj. HRT, County July 2022 Ongoing
Obj. HRT, SCPD July 2022
Obj. P&R July 2022
Obj. P&R Aug. 2022
Goal
Outcome
Outcome
Obj. P&R July 2022
Obj. P&R, HRT Sept. 2022
Obj. P&R Dec. 2022
Goal
Outcome
Obj. P&R, PW July 2022
Obj. Water Dept. March. 2023
Obj. PW, LRMC Sept. 2022
Identify and encourage additional community-based organizations to participate in restoration Establish Parks and Recreation protocols to ensure restoration efforts are appropriate Notice and close the Benchlands sanctioned camp
Open expanded shelter capacity within the City to allow for closure of Benchlands Contract with vendor to clean-up the area post closure
Identify funding for and expand the existing Benchlands Environmental Stewardship Program Partner with community groups for restoration of affected habitats throughout the City.

Work with community-based organizations and volunteers to restore the area Work Team Abbreviation Key: District Attorney (DA), City Manager's Office (CMO), Community Relations Specialist (CRS), Economic Development (ED), Human Resources (HR), Homelessness Response Team (HRT), Land & Resource Management Contractor (LRMC), Legislative Advocacy Consultant (LAC), Mental Health Liaison (MHL), Parks and Recreation (P&R), Planning and Community Development (P&CD), Planning and Proposal Development Consultant (PPDC), Public Works (PW), and Santa Cruz Police Department (SCPD)
Quickly remove abandoned refuse to mitigatage the potential environmental damage Collaborate with the Department of Fish and Wildlife to explore shared enforcement of environmental regulations along the San Lorenzo river watershed Replace/restore closed area postings
Minimize the impact of unsanctioned camping within the City.

Enforce existing environmental protection regulations and address emergent issues through pursuing new regulations.

Habitat restoration guidelines for community-based groups.

Partner with additional community group to increase restoration efforts.

Restore the area for preservation of habitat.

Integrate the Benchlands back into the publicly accessable areas of San Lorenzo Park.

31.24 Work Teams Estimated
Completion Status
Goal
Outcome
Obj. SCPD, DA, Sheriff July 2023
Goal
Outcome
Obj. CRS Sept. 2022
Obj. CRS Sept. 2022
Obj. HRT, County, CRS Sept. 2022
Obj. CRS, Parking Sept. 2022
Obj. HRT, P&CD June 2022
Obj. PPDC, SCPD Sept. 2022
Goal
Outcome
Obj. HRT, County, MHL July 2022
Obj. HR July 2022
Obj. HRT, County, MHL March 2023
Goal
Outcome
Obj. ED May 2022 Underway
Obj. SCPD Sept. 2022
Obj. ED, CRS Dec. 2022
Goal
Outcome
Obj. Work with the District Attorney and Court system to assess existing collaborative programs HRT, SCPD, County, DA Dec. 2023 Action Area: Community Safety
Obtain Coastal Development & Design Permits for OVO & Safe Parking programming Increase the percent of SCPD citations/arrests that are successfully prosecuted .

Revise/expand City's homelessness response webpage to include information on how to access available shelter, storage, and safe parking programs
Revise/expand City's Parking webpage to include information on how to enroll in the residential RV parking permit program
Work with County sheriff, district attorney, and courts to identify and close gaps in the current criminal code enforcement and prosecution
Develop community education materials to incease public awareness of ordinances and related programs.

Ensuring that Santa Cruz is a safe environment for all is the intent of this Action Area. Priority is given to working with our partners to ensure enforcement is occuring when appropriate and alternative outreach options are available when there is no criminal behavior.

Equitably enforce criminal behavior by coodinating with County judiciary and other local agencies.

Communicate requirements and operational plans for Oversized Vehicle Ordinance and Camping Services and Standards Ordinance.

Work Team Abbreviation Key: District Attorney (DA), City Manager's Office (CMO), Community Relations Specialist (CRS), Economic Development (ED), Human Resources (HR), Homelessness Response Team (HRT), Land & Resource Management Contractor (LRMC), Legislative Advocacy Consultant (LAC), Mental Health Liaison (MHL), Parks and Recreation (P&R), Planning and Community Development (P&CD), Planning and Proposal Development Consultant (PPDC), Public Works (PW), and Santa Cruz Police Department (SCPD)
Develop community education materials to communicate updates on these ordinances to the public (ex. update website, create fact sheets)
Ensure City, County, and community-based outreach workers have access to updated infromation on ordinance-related program and enforcement
Hire 2.0 FTE Community Service Officers (CSO) to support City outreach effforts Increased Community Services Officers patrolling downtown Establish regular ongoing meetings between City Departments and downtown businesses Create or expand collaborative court programs.

Decrease the number of non-criminal calls for service by SCPD to address issues related to persons experiencing homelessness.

Decrease calls for service for refuse or criminal issues.

Work with downtown businesses to develop an agreed upon framework for community safety Support the County in the implementation of their "Housing Pathways Scholarship" and "Healthy Streets" programs, both of which expand the County's outreach staff within the City Work with the County to explore the development and/or expansion of collaborative court programs.

Partner with downtown businesses to develop a community safety strategy, including expansion of community servce officer program.

Work with County to develop homelessness outreach standard of practice (SOP) Create homelessness engagement and outreach protocols for City and County staff.

Contract with Vehicle Abatement vendor to coordinate abatement of abandoned vehicles and related nuisance issues

31.25 1
Integrated Homelessness Response
City Attorney’s
Office Public Works Parks & Recreation CMO Police Fire Water Deputy City
Attorney Field Supervisor Communications Manager Superintendent Crew Leaders Maint Workers Deputy Director Watershed Mgr Ranger Community Service Officer (2 FTE) Division Chief Fire Marshall Firefighters Deputy City Manager I Senior
Homelessness
Response
Worker
Community
Relations Specialist
(0.5 FTE)
Community
Relations Specialist
(0.5 FTE)
Lieutenant
Sergeant
Officers
CSOs
Homelessness
Response
Manager
Homelessness
Response Field
Worker (2 FTE)
Homelessness
Services
Coordinator
Outreach &
Shelter Specialist
(2 FTE)
Engineering
Facilities
Operations
Parking
Refuse Approved 03/08, hiring in process
LegendExisting PositionsFY 2023 - recommended 03/08, further clarification 05/10 (CA $14 million) FY 2023 - delete vacant positions and use funding toward new ones Building
Maintenance
Worker II (0.5
FTE)
Economic
Development
ED and Dev
Managers
Business Liaison
HRAP – Building Capacity

31.26 DRAFT
1 | Page
Homelessness Response Action Plan
Community Engagement Plan
The Homelessness Response Action Plan was unanimously adopted by the Santa Cruz City Council on March 8, 2022. Five program areas were identified, each with numerous goals and tasks. The program below details the implementation of the communications and community engagement activities to support the plan, with a particular emphasis on the Building Capacity and Partnerships action area. Staff envisions implementation during the three years of implementation of the Homelessness Response Action Plan.

Contents
Contents ........................................................................................................................................................ 1 Key Action Areas ........................................................................................................................................... 1 Community Engagement .............................................................................................................................. 1 Key Messages ................................................................................................................................................ 2 Audiences ...................................................................................................................................................... 3 Communications Strategies & Tactics ........................................................................................................... 3 Plan Implementation: Staff Support ............................................................................................................. 7 Plan Implementation: Schedule .................................................................................................................... 8 Key Action Areas
Communications and community engagement are woven throughout the Homelessness Response Action Plan. Below are the key action areas that will be supported through the community engagement strategies throughout the life of the plan.

Action Area: Building Capacity & Partnerships
Legislative Action
 Develop annual targeted state and federal legislative asks for policy reform and funding related to substance abuse disorder, mental health, and homelessness response.

Community Engagement
 Build a task force of community and business partners to work collectively on homelessness response solutions for the City.
 Share important updates and information through City communications channels.  Deliver quarterly updates at Council meetings.
 Provide opportunities for community input and engagement on specific projects.

31.27 DRAFT Homelessness Response Action Plan/Community Engagement Plan 2 | Page
Action Area: Permanent Affordable & Supportive Housing
 Champion federal, state, and local policy updates to facilitate more housing opportunities in Santa Cruz.

Action Area: Care & Stewardship
Providing Care
 Collaborate with County to develop an easy‐to‐understand, consolidated guide individuals can use to connect to services.

Environmental Stewardship
 Close San Lorenzo Park Benchlands to camping and restore impacted area.

Action Area: Community Safety
 Communicate requirements and operational plans for Oversized Vehicle Ordinance and Camping Services and Standards Ordinance.

Key Messages
Key Messages convey to the public and other audiences the most important information about the Action Plan. Messages are the “big picture” explanations that the City wants all audiences to know; further, they provide the context for the various Plan elements. These are basis of all comments to the media, written articles, speeches, presentations, web postings and all other communications from the City. The bullets under each message serve to explain or expand on the message, adding facts, anecdotes, etc. It is important to note that messages will not necessarily be used verbatim by staff or elected/appointed officials; each individual speaks with a unique voice, and the messages should be used as a guideline for communicating the most important thoughts about each issue (thus they are not the same as “talking points”). These should be updated and refined regularly.  The Action Plan will strive to balance the needs of individuals with the impact on the community
‐ Homelessness is a highly complex set of challenges
‐ Has proven extremely difficult for many communities similar to Santa Cruz ‐ Working to rebuild community trust after many years of few proactive plans or solutions ‐ Researching innovative steps taken in other areas
 City of Santa Cruz is on the front lines of dealing with homelessness and is proactively building capacity to facilitate pathways to County services and housing ‐ We partner with the County, local service programs, and the State and federal governments ‐ Continually seek new partners and programs to augment City efforts ‐ Has become clear that we can’t act alone
 The new 3‐year Action Plan is focused and achievable – we will have fewer people on the streets, in camps and living in their vehicles
‐ Homeless will get the help they need
‐ Fewer illegal oversized vehicles
‐ There will be fewer camps that spring up

31.28 DRAFT Homelessness Response Action Plan/Community Engagement Plan 3 | Page
‐ We will protect the environment
 The new approach will require the support and involvement of the entire community: the City of Santa Cruz cannot do this without everyone – we can all step up ‐ Try hiring the homeless
‐ Don’t do “NIMBY”
‐ Don’t file a lawsuit when you don’t agree with a plan or program ‐ Participate
‐ Learn and listen
Audiences
Internal
Santa Cruz city employees
Members of city boards/commissions
Frontline Responders: Police, Fire, Parks & Rec, Water, Resource and Land Management Team External
Current and former individuals experiencing homelessness Residents by neighborhood
Businesses by area of the city
Housing for Health Action Partnership members
Service providers of homeless services
Environmental organizations
Seniors
Parents
Visitor organizations
Business organizations: chamber, downtown organization
Mental health leaders/service providers
Housing boards
Human rights organizations
U.C. Santa Cruz
Veterans’ organizations
Faith‐based leaders
Communications Strategies & Tactics
Input Through Surveys
This strategy is designed to build engagement and ensure the Action Plan’s implementation reflects the views of members of the community and other key audiences.

Tactic #1: Employee survey
Conduct employee online survey in spring 2022 and again in spring of 2023, repeat in 2024.

Compare responses and inform internal audiences about the changes in views/perceptions. Use responses to refine messages and content.

31.29 DRAFT Homelessness Response Action Plan/Community Engagement Plan 4 | Page
Tactic #2: Community survey
Conduct online survey of community in early summer 2022 and again in summer of 2023, repeat in 2024. Compare responses and inform community about the changes in views/perceptions.

Use responses to refine messages and content.

Reaching the Community Through Media Relations
This strategy is designed to ensure traditional and non‐traditional media outlets are telling Santa Cruz’ story to address the needs of those who are homeless. This strategy reflects that most people in the community, especially opinion leaders, get the bulk of their news from media outlets.

Tactic #1: Quarterly media background briefing
Prior to each City Council quarterly update, conduct a media briefing for the journalists who’ve written about homelessness.

Tactic #2: Create media pitching calendar
Identify story ideas and match with a particular print, broadcast, or online outlet. Types of media outlets: business, community news, tourism, etc. Pitch one story per quarter.

Tactic #3: Media inquiry responsiveness
Respond to media inquiries on an immediate basis to ensure accurate coverage of Plan implementation.

Tactic #4: Prepare “opinion” stories for distribution through the City’s communications channels Authoring op‐ed stories is an effective method to share the views of various City officials. Goal is at least two opinion stories per year.

Facilitate Access to City and County Services
Through the Homelessness Response Action Plan, the City is committed to creating and operating programs that directly serve unhoused individuals in Santa Cruz. A critical component of the success of these programs is clear communication about what services are offered by the City and the County and how to access them.

Tactic #1: Increase County Coordination
Just as coordination and partnership with the County on the programmatic elements of the Action Plan are critical to its implementation, coordination on communications and community engagement will also be required. Establish regular check‐ins and joint strategies with the County Communications Manager and the Housing for a Healthy Santa Cruz Action Partnership.

Tactic #2: Service Mapping
Navigating the confusing web of services can be a barrier to an unhoused individual getting support they need. Collaborate with County to develop an easy‐to‐understand, consolidated

31.30 DRAFT Homelessness Response Action Plan/Community Engagement Plan 5 | Page
print and web‐based guide individuals can use to connect to services. Work with service providers to ensure distribution to those who need it.

Connecting Via Social Media
Social media plays an important role in today’s information flow. Populating City channels and others will reach those who do not subscribe to or read traditional news sources. Social media is also an ideal vehicle for the telling of personal stories.

Tactic #1: Post Action Plan implementation steps to City channels Post 2‐3 updates per month regarding Action Plan implementation, progress, new elements, etc.

Tactic #2: Share posts from other organizations on new channels (or City’s channels) Focus the comments/observations of others on City channels. Include both negative and positive comments.

Tactic #3: Use City social media channels to humanize the stories of those experiencing homelessness
Social media is an ideal vehicle to humanize the situation faced by someone experiencing homelessness. Building empathy and understanding by the community will generate more support for the programs identified in the Action Plan. Include one personal story per month.

Outreach Using Community Relations
Targeting audiences via community relations will help achieve the goal of community engagement.

Tactic #1: Brand the program
There are many organizations and service providers working to address the issue of homelessness. The City’s NEW Action Plan and accompanying activities should be thoughtfully branded to ensure that when residents see a communique about homelessness, they understand it is from the City, regarding City efforts.

Tactic #2: Conduct community meetings at the neighborhood level Smaller neighborhood‐level meetings have multiple benefits, including enabling more targeted discussions/Q&A sessions, control over meeting tenor, etc. Goal is two meetings per year in each of the most impacted neighborhoods: Downtown, Beach Flats, Lower Ocean, Lower Westside, Midtown and Seabright.

Tactic #3: Ensure key City boards and commissions are informed Commissioners play an important role to not only represent the community within the City governance structure but they are viewed as City Hall insiders by the community. It’s important for them to be aware of City goals, programs, projects, and issues, and proactive measures are needed to expand their knowledge base. Staff will create an email list and provide a quarterly update to the relevant commissions: Public Works, Parks and Recreation, Planning, Water, and the Public Safety Committee.

31.31 DRAFT Homelessness Response Action Plan/Community Engagement Plan 6 | Page
Tactic #4: Conduct service club and community organization presentations Making presentations to community organizations will ensure key opinion leaders are informed and engaged. Types of organizations listed here. Goal is two presentations per month. ‐ Current and former individuals
experiencing homelessness
‐ Residents by neighborhood
‐ Businesses by area of the city
‐ Housing for Health Action Partnership
members
‐ Service providers of homeless
services
‐ Environmental organizations
‐ Seniors
‐ Parents
‐ Visitor organizations
‐ Business organizations: chamber,
downtown organization
‐ Mental health leaders/service
providers
‐ Housing boards
‐ Human rights organizations
‐ U.C. Santa Cruz
‐ Veterans’ organizations
‐ Faith‐based leaders
Tactic #5: Broadly share significant or big picture media coverage As important articles appear about the City’s Action Plan, share using the City’s existing and new tools, such as via social media and the e‐newsletter described in the next section.

Digital Communications: Website, Video, Photography
Tactic #1: Create community member database
Create a database of those interested in homelessness in order to distribute a regular electronic newsletter. (Note: this tool will build on the existing email list for general City news, such as the City Manager’s Newsletter, etc.).

Tactic #2: Create, distribute Action Plan e‐newsletter
Design a City e‐newsletter focused specifically on the Action Plan. Distribute using a widely available e‐news program such as Constant Contact. (Note: this tool should be used to distribute other general City news, such as the City Manager’s Newsletter, etc.). Goal is to send first e‐ news by early fall 2022; send quarterly.

Tactic #3: Produce 2‐3 minute videos re: Action Plan, service delivery, community volunteers, non‐profits, etc.

Brief videos featuring the various City officials involved in the Action Plan, from the Mayor/Council member to the City Manager to the key City staff involved is an effective method of providing short updates. Goal is one video per month.

Tactic #4: Empower City employees to photograph Action Plan progress Asking City staff to photograph (with permission) those delivering services, working in camps/shelters, receiving services, etc. will help bring to life the stories of those touched by the Action Plan. Goal is to generate several new usable photos each month.

31.32 DRAFT Homelessness Response Action Plan/Community Engagement Plan 7 | Page
Tactic #5: Build detailed webpage with extensive resource list and place for all communication content: Use San Rafael as a model
Storytelling: First Person Testimonials
One of the main challenges of community engagement in support of homeless programs is the lack of understanding about what causes and perpetuates homelessness.

Tactic #1: Create articles and 2‐3 minute video interviews This will use the personal story of houseless individuals to explain how and why they became homeless and highlight their successes in City programs on the road to housing. Distribute via social media and show at community organization meetings. Can use to pitch stories to the media.

Generate Regional and Statewide Attention Through State Associations and Cities, Counties City departments should regularly submit content to regional/state/federal publications and apply for awards from government/NGO organizations for the successful programs that address the needs of residents. Promoting the creative solutions being implemented by Santa Cruz will help the City become known for its innovation, which will underscore its relevancy as the leader of a statewide coalition.

Tactic #1: Submit articles
The League of California Cities, National League of Cities and the United States Interagency Council on Homelessness regularly publish articles before, during, and after innovative programs that would be of interest to other local leaders. Goal is one article per year in local and national publications.

Tactic #2: Apply for awards
The League of California Cities Helen Putnam Award for Excellence, the California State Association of Counties Challenge Aware, and the Institute for Local Government Beacon Award all honor local government programs. Recommend applying in year three of the Action Plan.

Plan Implementation: Resources
This robust, three‐year Community Engagement Plan will pay significant dividends to bring together many facets of the community to support and embrace the Homelessness Response Action Plan.

However, there is insufficient staff resources within City Hall to implement this plan. Therefore, it is recommended that a half‐time Community Relations Specialist position be added to coordinate all facets of this plan. The strategies and tactics recommended above were developed and included with the notion that additional staff support would be required and that a half‐time position should be adequate to implement the program.

Additional funding for the creation and distribution of communications assets, such as design, printing videography, social media, and photography, will need to be identified to execute the plan.

31.33 DRAFT Homelessness Response Action Plan/Community Engagement Plan 8 | Page
Plan Implementation: Schedule
Strategy Tactics:

Input Through
Surveys
Employee
Survey
Community
Survey

Media Relations Media
background
session
Media
Fracture
Response
Social Media Post to City
channels
Create new
channels
Share other
posts

Community
Relations
Neighborhood
meetings
Parent
education
City board
member
information
Community
presentations
Share
coverage
Electronic Tools Database/E‐
Newsletter
Videos Photos Webpage
Storytelling Articles Videos
Outside Attention Articles Awards
First Year Priority =
Second Year Priority =
Third Year Priority =

31.34 City of Santa Cruz
Homelessness Response 3 Year Action Plan
Additional Funding Requirements
Area Resource Internal or External Count
Approximate
Cost Per Extended Costs Year Needed
Year 1*****
Est 07/01/22 - 06/30/23
Funding Source
Year 2
Est 07/01/23 - 06/30/24
Year 3+
Est 07/01/24 =>
The below represents estimated additional operational capacity needed and targeted capital infrastructure for the City's homelessness response program.

OPERATIONS
Basic Services + Care and Stewardship
Shelter, Care + Org Stewardship Mental Health Liaison II External/County 1 $ 100,000 $ 100,000 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Mental Health Liaison I External/County 1 $ 88,000 $ 88,000 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Outreach and Shelter Specialist (75%) Internal 2 $ 121,412 $ 242,824 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Outreach and Shelter Specialist (50%) Internal 1 $ 91,184 $ 91,184 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Homelessness Response Field Worker Internal 2 $ 86,564 $ 173,128 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Resource and Land Management External/Vendor 1 $ 520,000 $ 520,000 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Community Service Officer Internal 2 $ 98,458 $ 196,916 1-3+ CA $14 Million Unfunded* Unfunded* Shelter, Care + Org Stewardship Public Works Field Supervisor****** Internal 1 $ 91,850 $ 91,850 1-3+ General Fund General Fund General Fund Shelter, Care + Org Stewardship Senior Homelessness Response Field Worker****** Internal 1 $ 120,833 $ 120,833 1-3+ General Fund General Fund General Fund Shelter, Care + Org Stewardship Building Maintenance Worker Internal 0.5 $ 134,188 $ 67,094 1-3+ CA $14 Million Unfunded* Unfunded* Basic Services
Sheltering & Hygiene Armory External 1 $ 2,454,000 $ 2,454,000 1-3+ CA $14 Million Unfunded* Unfunded* Sheltering & Hygiene Sheltering (Housing Matters) External 1 $ 1,300,000 $ 1,300,000 1-3+ CA $14 Million ARPA*** Unfunded* Sheltering & Hygiene Transitional Camps (2) Internal 2 $ 106,858 $ 213,716 1-3+ CA $14 Million Unfunded* Unfunded* Sheltering & Hygiene Safe Parking External/Vendor + Internal 1 $ 1,049,000 $ 1,049,000 1-3+ CA $14 Million Unfunded* Unfunded* Storage Storage External/Vendor 1 $ 40,000 $ 40,000 1-3+ CA $14 Million Unfunded* Unfunded* Eviction Prevention Legal Assistance & Education/Mediation Services External/Vendor 1 $ 150,000 $ 150,000 1 CA $14 Million N/A N/A Sheltering & Hygiene Vehicle Abatement Contractor External/Vendor 0.75 $ 50,000 $ 37,500 1-3+ CA $14 Million Unfunded* Unfunded* Expanded Capacity and Partnerships
Program Administration Planning and Request for Proposal Specialist External/Vendor 1 $ 336,000 $ 336,000 1 ARPA*** N/A N/A Program Administration Mgt Analyst to Homelessness Services Coordinator Internal 1 $ 31,782 $ 31,782 1-3+ General Fund General Fund General Fund Program Administration DCM I from A2CM and DCM II to Std Dept Head**** Internal 1 $ 44,593 $ 44,593 1-3+ General Fund General Fund General Fund Legislative Action Legislative Advocacy External/Vendor 1 $ 150,000 $ 150,000 1-3+ CA $14 Million Unfunded* Unfunded* Communications Community Relations Specialist Internal 0.5 $ 223,672 $ 111,836 1-3+ CA $14 Million Unfunded* Unfunded* Operations Total $ 7,610,256

CAPITAL
Permanent Housing
Permanent Housing Master Plan Development External/Vendor 1 $ 110,000 $ 110,000 1 CA $14 Million N/A N/A Permanent Housing Predevelopment for Permanent Supportive Housing External/Vendor 1 $ 500,000 $ 500,000 1 CA $14 Million N/A N/A Permanent Housing 125 Coral St Asset Acquisition 1 $ 3,010,000 $ 3,010,000 1 CA $14 Million N/A N/A Permanent Housing Design & Predevelopment for Navigation Center External/Vendor 1 $ 600,000 $ 600,000 1 CA $14 Million N/A N/A Basic Services
Sheltering & Hygiene Hygiene Bay Repairs + Shelter Expansion External/Vendor 1 $ 1,718,800 $ 1,718,800 1 CA $14 Million N/A N/A Sheltering & Hygiene Shelter Infrastructure External/Vendor 1 $ 1,076,000 $ 1,076,000 1 CA $14 Million N/A N/A Sheltering & Hygiene Van for Transportation Asset Acquisition 2 $ 75,000 $ 150,000 1 ARPA*** Unfunded** Unfunded** Capital Total $ 7,164,800
Grand Total $ 14,775,056
*Funding will need to come from General Fund new revenue sources or reductions to other services. **Vehicles will need to be replaced as they age. Funding will need to come from General Fund new revenue sources or reductions to other services. ***American Rescue Plan Act
****This returns the Deputy City Manager II to a Planning and Community Development Director Only, and Converts the Vacant Assistant to the City Manager to a DCM I *****Some items will begin immediately and others in FY 2023. ****** Two vacant positions in Public Works will be deleted, funding of $173,123 will be applied to these 2 new positions. The net impact to General Fund is $39,605

31.35 1
Rosemary Balsley
From: Garrett <[email protected]>
Sent: Friday, May 06, 2022 11:08 AM
To: City Council
Subject: 5.10.22 Agenda Item #31 Homeless response "plan"

5.10.22 Agenda Item #31 Homeless response "plan"
Dear Council,
As regards your Item 31 Homeless Response Update I would simplify my opinion to it as follows:

This "plan" seems to assume Santa Cruz has a perfectly normal sized perpetual homeless condition the solution to which is a larger and expensive perpetual welfare just here in the city in the form of emergency shelters, parking areas for live in RV’s, and lots and lots of perpetual staff expense.

I see nowhere an actual numeric goal of a reduction in homelessness and dependence with yearly measurable metrics we can then judge the worthiness of such expenses and effort.

It just seems like a bigger more expensive government program with no end game.

You seem to be embarking on a pure welfare commitment without full funding, or even a guess at future funding expenses or sources.

I note the footnote on year 2 and 3 of your 3 year plan blank HRP “plan”:
“*Funding will need to come from General Fund new revenue sources or reductions to other services.”
No one would lease a new car without some idea of how to pay for it besides the down payment. Only an unscrupulous car dealer would allow someone to sign such an agreement. Apparently you “just forgot” to mention what those other reduced services might look like as they become a lower non-priority than this new welfare system.

Welfare is a tricky business largely the responsibility of the Federal/State government and charity. People can be just as trapped in the welfare state not daring to dig themselves out of it for fear of lost benefits, even if quite capable of doing so. Such is the fate of millions of people.

You wouldn’t hold up the citizens of Santa Cruz to blow the whole 14 million in year one and mandate funding of future programs for astronomic numbers of homeless here by threatening loss of tax payer services or else, would you?

31.36 2
There are 30 acres fronting the Pogonip up and down the railroad tracks across from Paradise Park for sale cheap ($350k). It says mostly not buildable, but you’re the government and can decide such things. Some parcels have PG+E and water.

PARCEL NUMBERS ARE 061-311-18, +19 AND 061-421-12, +13, +14, +21.

Maybe some homeless people would like to live there?
Garrett Philipp - Westside

31.37 1
Rosemary Balsley
From: Big Joe 77 <[email protected]>
Sent: Sunday, May 08, 2022 4:42 AM
To: City Council
Subject: Public Correspondence: Agenda Item 31/ Homeless Quarterly Update Honorable Mayor, Vice Mayor, and Council members,
It seems to me that the only thing the City Council has been able to achieve (through TOLO & CSSO) is to create MORE bureaucracy:
“Traditionally, the City’s role in the area of homelessness response has been one of support to the County both as a partner in the region’s Continuum of Care and through in-kind contributions to County-funded health and human services programming. However, the passage of the Camping Services and Standards Ordinance (CSSO) and the Oversize Vehicle Ordinance (OVO), and the associated programming, have ushered the City into the new realm of ongoing service provision for homelessness response. The establishment of additional City infrastructure and resources are needed to support the significantly increased requirements and responsibilities that come with a comprehensive and holistic approach to homelessness response.” (5.10.22 Summary Report) I read the City Manager’s weekly reports (when someone bothers to publish them), and I see massive transient camp clean ups (tonnage) citywide (from Moore Creek to Hells Trail). There are areas of the Levee’s” Riverwalk” that have to be contracted out as they are too unsafe for city staff to work in/ around.

Your “experiment” in converting the San Lorenzo Park from an urban outdoor area into a massive drug slum doesn’t seem to be working out either.

31.38 2
What I dare you to do as elected officials is set time constraints upon the City’s Homeless Response Team regarding returning Parks and Open Spaces within City Limits back to their rightful owners: the Community. Personally, I don’t believe you have the “guts” to do that.

Sincerely,

31.39 3
--
Big Joe 77
Keepin' it Real
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31.40 1
Rosemary Balsley
From: Bonnie Bush
Sent: Monday, May 09, 2022 1:31 PM
To: City Council
Subject: FW: 3/10/2022 item #31, the Homelessness Response Quarterly Update (CM) Attachments: SFTPCommunityGuidelines.pdf
Bonnie Bush, CMC
City Clerk
City of Santa Cruz
831-420-5035
Public Records Requests may be submitted online via the Public Records Request form, by email, or by hard copy form available at the City Clerk’s Office located at 809 Center Street, Room 9, Santa Cruz, CA 95060.

From: Joy Schendledecker <[email protected]>
Sent: Monday, May 9, 2022 1:14 PM
To: Sonja Brunner <[email protected]>; Bonnie Bush <[email protected]> Cc: Matt Huffaker <[email protected]>; Larry Imwalle <[email protected]>; Justin Cummings <[email protected]>; Sandy Brown <[email protected]>; Martine Watkins <[email protected]>; Renee Golder <[email protected]>; Shebreh Kalantari‐Johnson <SKalantari‐[email protected]>
Subject: 3/10/2022 item #31, the Homelessness Response Quarterly Update (CM) Dear City Council and Staff:

I am writing in response to item #31, the Homelessness Response Quarterly Update (CM). First, I’d like to acknowledge some positives:

 Seems to be much more coordination with County


31.41 2

 More fiscal transparency


 Inclusion of 24/7 mental health response goal seems responsive to community surveys 

 Services are being established or improved in advance of anticipated final approval of OVO; this proves  that the ordinances are not necessary and could be rescinded with no consequences for the community and no additional burden on our police department (since multiple laws are already in place and enforced)


 Love to hear that people at 1220 River St are doing well and connecting to programs and housing 

 Increasing staff on the ground and moving staff from temporary to full-time is great 

 Establishing a mobile office by the courthouse and Benchlands is a good idea 

 Increasing sanitation and working with the county to establish standards is awesome, as is community  cleanup/restoration engagement and guidelines (something Sanitation for the People has advocated for over a year, see attached)


 Community Engagement Plan looks to shift public perception and conversations around houselessness,
 something that many community groups have been working on for years 

31.42 3
I do still have a number of significant concerns:

The numbers of sanctioned spaces for people living outside or in vehicles continues to be (and the projections remain) far lower than total numbers needed. Closure of the Benchlands in July 2022 seems premature as there will only be about 150 “shelter spaces,” (many of them tents and less than ¼ of need) leaving several hundred people unaccounted for with services, sanctioned spots, or housing. Anticipated enforcement of OVO with only around 50 spaces (less than ⅙ of need) is unconscionable.

Staff salaries for the Homeless Response Field Workers will be approx $20-34hr, well below AMI, so they will likely be rent-burdened, precariously- or un-housed, and/or face long commutes, while they do the most physically and emotionally demanding work. Pay at the bottom should be increased while pay at the top should at least be capped, with the goal of minimizing labor inequities.

The first community safety priority being, “Increase the percent of SCPD citations/arrests that are successfully prosecuted,” seems to keep the focus on “fee and fine” tactics and criminalization rather than the priority being to decrease citations/arrests via services, programs, sanctioned spaces, etc.

Some of the suggestions in the Community Engagement Plan for ways that the community can “step up” come across as uninformed, for example, “try hiring the homeless.” While training and employment programs are important and should be expanded, it’s not so simple as just “trying out” hiring someone. It could work for some, but others would need support for complex situations which are barriers to legally gaining and maintaining employment.

Past and recent city presentations, documents, and ordinances (including CSSO and OVO) contain language and/or photos that contribute to stereotypes, falsehoods, and misconceptions about people experiencing houselessness in our community (and in general). If the city is serious about changing narratives, an acknowledgement, apology, and correction of these long-time practices within the dominant culture of elected and appointed city officials and city staff should take place immediately. In addition, the “Whereas” preambles to CSSO and OVO should be re-written to eliminate these stereotypes, falsehoods, and misconceptions.

The Community Engagement Plan could be seen as an attempt to “care-wash” city efforts through careful branding, social media posts, positive photos, humanizing stories, and opinion pieces. While a positive perspective and championing successes is a laudable goal, there needs to be a building of trust between stakeholders and a firm foundation of established services–and an absence of criminalization of a class based on housing status–BEFORE embarking on this part of the plan. The community won’t be fooled by branding.

Sincerely,
Joy Schendledecker

31.43 Thanks so much for offering to help with Sanitation for the People! Community Guidelines:

1. Assume that everyone is doing their best. We don't throw each other under the bus, make personal attacks, or make demands on each other for how things should be done.

2. Our clean up work is non-judgemental.

3. Photos should be taken with consent. We don't engage in weaponized imagery that could be used to stigmatize people; we have an ongoing discussion about the ethics of photos of trash and camps.

4. Solidarity, not Charity. We're not saving people, we're working together for mutual survival and system change.

5. We respect a diversity of tactics. These are big issues we're dealing with, we're going to need to work with all sorts of people and organizations.

6. It's all about relationships. We move at the speed of trust. *************
On our regular sessions, we have relationships with people living in the community, so we shouldn’t be a surprise to anyone. If it’s a special session outside of our usual area, we will have done some outreach in advance, but in case people have missed the notice, we should introduce ourselves and take extra care in choosing where we work.

We are entering into the living areas of people, and even though we’re there to help, it’s also intrusive. It can be overwhelming and even trigger trauma for people living where a lot of activity will be going on-- most people living outside have experienced multiple dislocations and loss of possessions. Our goal is to help people manage their trash, or to clean up abandoned areas, not to impose a certain standard of cleanliness.

Relationships are more important than trash; if in doubt, leave it.

First and foremost, talk to people living in the area to make sure they’re ok receiving help (ideally this will have happened ahead of time), verify what’s in use, what’s abandoned or trash, and areas that are or are not ok to go into. If there are a lot of people helping, or if things are close together, mark off areas to leave alone and communicate that to others.

We should employ extra sensitivity around the homes of women and anyone else who seems vulnerable, and we should ask if it’s ok for men to work nearby. I think there are issues of consent and ongoing consent that we could embed even more deeply in our work.

If there are a lot of people involved, break into smaller groups.

Start by cleaning up in areas away from tents, closer to the road, or in verified/obviously abandoned areas. Sometimes what looks like garbage or an abandoned site to us may

31.44 be important or useful to someone. It’s important to ask whenever possible if something is ok to throw away. I think it’s also a good idea to work with buddies or groups, so that we can support each other as needed.

Photographs: If you do want to take before/after photos, please try to get permission from nearby residents and don’t include peoples’ homes unless you have explicit consent. Please do not post photos publicly that could be used to shame our unhoused neighbors, feed anti-homeless rhetoric, or be used against needle exchange services.

Definitely wear good, sturdy, weatherproof shoes. In winter, it could be muddy and possibly slippery. You might want to bring an extra pair of shoes to change into at your car and when you get home leave work shoes outside, clean them, etc. There can be bacteria and other yucky stuff.

Bring your own gloves (heavy-duty kitchen or garden gloves are good), water, snack, mask, etc if you have them and want to. We also provide gloves and other supplies.

Dress in layers and consider wearing a light-weight long-sleeve shirt if the weather is warm.

We have garbage bags, plastic gloves, masks, tools, and work gloves. The tents go waaay back so we’ll have to walk back and forth quite a bit. If you’re not up for lots of walking, there are cleanup opportunities closer to the road too.

While we don’t generally see a lot of loose needles mixed in with garbage, we’ll all want to be conscientious and aware as we’re moving stuff around. If you do find needles, pick them up carefully wearing gloves and/or using a picker, and put them in a sharps container (we have a setup). We’ll pass them on to County Syringe Services or the Harm Reduction Coalition. Likewise, if you find batteries, put them in the collection container. We are trying to keep them out of mixed waste because they are a fire hazard in trucks and landfills.

If you want to help but can’t be on site for whatever reason, thank you for your support, whatever form that takes! We could use more Costco trash bags (outdoor black bags with red ties, white compactor kitchen bags) and tools (ask for details before purchase), as well as any supplies for living outside. We could also use help with behind-the-scenes organizing. If you want to donate money to purchase materials, we currently do that through Venmo @sanitationforthepeople.

I thought this article resonated with what a lot of us are thinking here: https://www.seattlemag.com/news/seattle-nonprofit-aims-clean-homeless-encamp ments-rather-sweep-them-away
authored by Joy Schendledecker
Sanitation for the People, last updated November 2021

31.45 Homelessness Response
Quarterly Update
May 10, 2022

31.46 Agenda
01 02
03 Quarterly Update & Progress Report
Homelessness Response Action Plan
Implementation
Regional Collaboration on Homelessness
2 31.47
1 Homelessness Response Action Plan
Implementation
3 31.48
Homelessness Response Action Plan
(HRAP), Implementation
4  Council directed enhancement of HRAP
• Objectives & Outcomes
• Support of Different Homeless Populations
 City staff positions to support work of the HRAP
 Contracted roles to support work of the HRAP

31.49 Homelessness Response Action Areas
Building Capacity & Partnerships
Permanent Affordable & Supportive Housing
Basic Support Services:

Hygiene, Sheltering & Storage
Care & Stewardship
Community Safety
5 31.50

31.51 Support of Different Homeless Populations
7  Working with County on coordinated entry system that prioritizes vulnerable populations (women, children, families, seniors, veterans)
 Prioritizing vulnerable populations in intake process for City safe-sleeping programs (e.g. Armory)
 Creation of Transitional Community Camps that focus on specific populations including those with disabilities and/or mobility issues, and/or women only
 Expansion of Mental Health Liaison’s for crisis response  Expansion of mental health and substance abuse treatment

31.52 8
Integrated Homelessness Response
City Attorney’s
Office Public Works Parks &
Recreation CMO Police Fire Water
Deputy City
Attorney Field Supervisor Communications
Manager
Superintendent
Crew Leaders
Maint Workers
Deputy Director
Watershed Mgr
Ranger
Community
Service Officer
(2 FTE)
Division Chief
Fire Marshall
Firefighters
Deputy City
Manager I
Senior
Homelessness
Response
Worker
Community
Relations Specialist
(0.5 FTE)
Lieutenant
Sergeant
Officers
CSOs
Homelessness
Response
Manager
Homelessness
Response Field
Worker (2 FTE)
Homelessness
Services
Coordinator
Outreach &
Shelter Specialist
(2 FTE)
Engineering
Facilities
Operations
Parking
Refuse Approved 03/08, hiring in process
Legend
Existing Positions
FY 2023 - recommended 03/08, further clarification 05/10 (CA $14 million) FY 2023 - delete vacant positions and use funding toward new ones Building
Maintenance
Worker II (0.5
FTE)
Economic
Development
ED and Dev
Managers
Business Liaison
HRAP – Building Capacity

31.53 HRAP: Approved City staffing changes
9  Council approved (March 8, 2022) positions:

Add 1.0 FTE Planning & Community Development Director
Add 3.0 Positions Homelessness Response Shelter & Outreach Specialist I/II
Add 1.0 FTE Homelessness Services Coordinator
Add 2.0 FTE Community Service Officers
Delete .65 FTE Management Analyst
Delete 1.0 FTE Assistant to the City Manager
Informational Only – No Council Action Needed
Deputy City Manager I/II = Alternately staffed classification which is currently staffed at the II, but will now be staffed at the I (salary reduction).

31.54 HRAP: Requested City staffing changes
10  Presented to Council on March 8, 2022, but not yet approved:
• Add 0.5 FTE Building Maintenance Worker
• Add 2.0 FTE HR Field Worker
• Add 1.0 FTE Public Works Field Supervisor*
• Add 1.0 FTE Senior HR Field Worker*
• Add 0.5 FTE Community Relations Specialist
*These positions will replace existing but vacant positions in Public Works

31.55 HRAP: Requested Contracted Roles
11  Presented to Council on March 8, 2022, but not yet authorized:
• County of Santa Cruz Mental Health Liaisons
• Planning & Proposal Development Consultant
• Legislative Advocacy Consultant
• Land & Resource Management Contractor
• Vehicle Abatement Contractor
 Next steps:
• Council authorization to begin seeking vendor proposals • Specific agreements will be brought to Council for approval

31.56 2 Regional Collaboration on Homelessness
12 31.57
Regional Collaboration on Homelessness
13  State of California Funding Implementation
 Hygiene Bay Remodel
 Pre-development Funding
 Coral Street Master Planning
 Eviction Prevention
 County Funded Grant Programs
 Housing for Health Partnership

31.58 3 Quarterly Update & Progress Report
14 31.59
Existing Safe Sleeping/Sheltering
 Transitional Community Camp – 1220 River
 30 participants
 All participants have participated in weekly case management meetings; enrolled in HMIS, access to on-site County benefits specialists.
 Armory City Overlook – The Salvation Army
 75 spaces, 24/7 program, meals, transportation, storage  Program starts May 16 for initial 20 participants, with full enrollment planned form the end of the May or early June

31.60 Safe Sleeping/Shelter Expansion
 Housing Matters Shelter Expansion at Coral Street
 City purchase of Pallet-type shelters, Housing Matter operating program through contract with County starting as soon as possible
 Armory Building
 Exploring City-supported program inside building for 60-80 people after County program ends on June 30
 Motels/Hotels (County funded)
 Exploring master-lease options at properties in the City  Sober Living Shelter (County funded) 31.61
Safe Parking Program
 Tier 1 Operational at SCPD lot with 3 spaces
 Tier 2 Operational at Lots 4 & 5
 Currently 6 spaces with available spaces
 Additional spaces at these locations when needed
 Expansion plans for other lots to reach 30 spaces
 Tier 3 Full-time Program with Case Management
 In contract discussions with prospective vendor for an expected start in July accommodating approximately 20 vehicles

31.62 Oversize Vehicle Ordinance
 Coastal Development & Design Permits Process
 Council reviewed and approved Coastal Development & Design Permit on April 12, 2022
 Appeal to Coastal Commission was submitted
• Hearing with Coastal Commission will take place in June or July • Enforcement of midnight to 5:00 a.m. restrictions only after permit process complete

31.63 Encampment Management
 Preparing for Benchlands Closure
 Expanding safe-sleeping & shelter capacity in the City  Coordinating with County Outreach, Case Management, and Rehousing Efforts
 Healing the Streets Program (County Behavioral Health)  Additional outreach and rehousing efforts for unhoused along San Lorenzo River with California Encampment Resolution grant funded program beginning in July
 City & County Staff on-site in the Benchlands, working with persons camping in the Benchlands to develop a housing/sheltering plan.

31.64 Recommendations
1) Receive updates regarding Council directed homelessness response programs and services, including Council requested Homelessness Response Action Plan implementation details, objectives and outcomes; and
2) Adopt resolution amending the Classification and Compensation Plans by administratively implementing staffing to support the City’s new Homelessness Response Action and appropriate funds for the positions from the State of California $14 million and the General Fund; and
3) Authorize staff to pursue purchasing options and appropriate funds for the services identified in the expenditure plan for the State of California $14 million including: County Mental Health Liaison, land and resource management services, legislative advocacy, planning and proposal development, and vehicle abatement, and return to Council as needed, consistent with standard purchasing procedures. 29 31.65
What Questions Do You Have?
Homelessness Response Update
Balancing individual needs and
community impacts

31.66 32.1

32.2 32.3

32.4 32.5

32.6 32.7

32.8 33.1

33.2 33.3

33.4 33.5

33.6

Santa Cruz City CouncilMay 10, 2022

Santa Cruz City Council
May 10, 2022