Santa Cruz City Council
May 25, 2022

CITY OF SANTA CRUZ
809 Center Street
Santa Cruz, California 95060

CITY COUNCIL AGENDA
Special Meeting – May 25, 2022
9:00 A.M. PRESENTATIONS, ZOOM
COVID-19 ANNOUNCEMENT: Due to the rise of local COVID cases, in an abundance of caution, this meeting will be held via teleconference ONLY.

The meeting may be viewed remotely, using any of the following sources:
 Click on Zoom link (no time delay): https://zoom.us/j/94684401344  Online at http://www.cityofsantacruz.com/government/city-council/councilmeetings  Online at Watch – Community Television of Santa Cruz County  Comcast Channel 25
Or: Call any of the numbers below. If one is busy, try the next one.  1-833-548-0276 (Toll Free)
 1-833-548-0282 (Toll Free)
 1-877-853-5247 (Toll Free)
 1-669-900-9128
Enter the meeting ID number: 946 8440 1344
 When prompted for a Participant ID, press #.
 Press *9 on your phone to “raise your hand” or select “Raise Hand,” in the webinar controls on your device when the Mayor calls for public comment.  It will be your turn to speak when the Mayor calls on you. Press *6 to unmute yourself. The timer will then be set to 3 minutes.

Correspondence to be included in the agenda packet must be received by 3:00 pm on Tuesday, May 24th.

The City of Santa Cruz does not discriminate against persons with disabilities. Out of consideration for people with chemical sensitivities we ask that you attend fragrance free. Upon request, the agenda can be provided in a format to accommodate special needs. Additionally, if you wish to attend this public meeting and will require assistance such as an interpreter for American Sign Language, Spanish, or other special equipment, please call the City Clerk’s Department at 420-5030 at least five days in advance so that we can arrange for such special assistance, or email [email protected]. The CalRelay system number: 1-800-735-2922.

Si desea asistir a esta reunión pública y necesita ayuda - como un intérprete de lenguaje de señas americano, español u otro equipo especial - favor de llamar al Departamento de la Secretaría de la Ciudad al 420-5030 al menos cinco días antes para que podamos coordinar dicha asistencia especial o envié un correo electrónico a [email protected]. El número del sistema Cal-Relay es: 1-800-735-2922.
5/25/2022 City Council Special Meeting 2
City Council Special Meeting
9:00 A.M.

Call to Order
Roll Call
Presentations
The Fiscal Year 2023 Budget can be found here:
https://www.cityofsantacruz.com/government/city-departments/finance/citybudget/fy2023-budget Please note: Public comment will occur once all the department presentations scheduled for this day are complete.

1. FY 2023 Proposed Budget
Conduct the Fiscal Year (FY) 2023 Budget Hearings on May 24th and May 25th, receive presentations from departments, and provide feedback to staff for preparation of the FY 2023 Adopted Budget.

Adjournment
City Council Special Meeting

AGENDA REPORT
DATE: 05/12/2022
AGENDA OF: 05/25/2022
DEPARTMENT: Finance
SUBJECT: FY 2023 Proposed Budget
RECOMMENDATION: Conduct the Fiscal Year (FY) 2023 Budget Hearings on May 24th and May 25th, receive presentations from departments, and provide feedback to staff for preparation of the FY 2023 Adopted Budget.

1.1 Fiscal Year 2023
Capital Investment
Program (CIP)
City of Santa Cruz
May 25, 2022
1 1.2
Agenda
• FY 2023 Proposed CIP
• GF Top CIP Projects by
Department
2 1.3
FY23 CIP by
Department
3 54%
2%
1%
3%

0.3%
10%
1%
29%
Public Works
Fire
Parks &
Recreation
Citywide
Information
Technology
Economic
Development
City Manager
Water
$123M

1.4 Unfunded CIP
by Department
4 PW
70%
Fire
6%
Parks & Rec
16%
Citywide
8%
$365M

1.5 CIP General Fund Projects Priority Criteria
Downtown or
other business
sector
• Project/asset location
providing support to DT or
other business sectors
Infrastructure
• Regulatory/Mandated
• Asset Condition
• Maintenance Value
• Longevity
• Project Readiness
5 Fiscal
sustainability
• Project funding
availability

1.6 GF Top CIP Projects
Department Project Amount
FD Butler Building for Fire Station 3 26,500
FD Fire Station 2 Exercise & Storage Facility (rear expansion) 750,000 FD Generator for Fire Station #3 200,000
PW West Cliff Drive Stabilization 500,000
FD Fire Engine Ladder Pierce Tiller 100’ 1,500,000
FD Fire Station 3 Sewer Line with Clean Out 45,000
PR DeLaveaga Disc Golf Course “Pay to Play” Welcome Area and Course Safety Improvements
235,000
PW Public Facilities- Energy Savings and Maintenance 200,000 FD Fire Stations Paging System 150,000
PR Downtown Recovery- Phase I-IV Infrastructure and Site Beautification and Safety Improvements
470,000
PR Parks Operations Maintenance Yard- Building Safety Improvements 90,000 PR Driving Range Outdoor Safety Improvements 200,000
PR Driving Range Roof & Building Improvements 600,000
Total General Fund CIP Funding Priority Projects 4,966,500 1.7 Public Works CIP

1.8 5 Year Capital Investment Program
• The 5-Year Plan includes approximately 100 projects, at a cost of $180 Million of which $60 Million is grant or fee funded.
• Many projects are multi-year efforts.
• Public Works manages 10 CIP categories: Gas Tax, Arterial Streets and Roads, General CIP, General CIP Citywide, Wastewater, Storm Water Overlay and Citywide, Clean Beaches and Rivers, Refuse and Parking.
• Funding sources are State Gas Tax/SB1, Grants, Traffic Impact Fees, General Fund, Measures D, H and E, Wastewater rates, County Sanitation District, Storm Water rates, Refuse rates and Downtown Parking District Deficiency fees, parking permit fees, parking garage and meter fees. • The Transportation and Public Works Commission Recommended: That the City Council approve the FY 2023-2027 Capital Investment Program Administrative Draft including input from staff at it’s March 21, 2022 meeting. 1.9
Capital Investment Program
New and Most Current Significant Funded Projects that are underway

CONSTRUCTION
• Chestnut Storm Drain and Paving Improvements
• MBSS Rail Trail Segment 7 –Phase 2
• Murray Street Bridge Seismic Retrofit
• Parking Access and Revenue Control System
(PARCS) Upgrade
• Resource Recovery Facility - Landfill Cell 3B
• San Lorenzo Riverwalk Lighting – Water to Hwy 1
• San Lorenzo River Culvert
• State Route 1/9 Intersection Improvements
• Trevethan Storm Drain and Sewer
• West Cliff Drive Storm Damage (at Chico)
• WW Treatment Facility- Title 22 Water
DESIGN
• City Arterial, Collector and Residential Street Paving • Computerized Maintenance Management System
(CMMS) Upgrade
• Downtown Intersections and TWLT Improvements
• MBSS Rail Trail Segments 8 & 9
• Pogonip Creek Sedimentation Removal
• Sewer System Improvements
• Storm Pump Station No.1 Rehabilitation
• WW Treatment Facility –Electrical System
• WW Treatment Facility Major Equipment Study
Implementation
• Bay Drive Protected Bike Lane and Ped. Path
• Escalona Storm Drain Pipe Replacement

1.10 Capital Investment Program-Unfunded Projects
Most Significant Unfunded Projects listed in the CIP:

1. West Cliff Drive Stabilization - $500,000

2. Ocean Street Reconstruction (Paving) - $2,000,000

3. Public Facilities – Energy Savings and Maintenance - $200,000

4. San Lorenzo Blvd-East Cliff (Paving) - $1,500,000

5. Riverside Ave Reconstruction (Paving) - $1,000,000

6. City Hall (Civic) Parking Lot Reconstruction (Paving) - $320,000

7. Bay Street Reconstruction (Paving) - $1,200,000

8. Escalona Ave. Storm Drain Pipe Replacement - $190,000

9. Wharf Roundabout Bike Lane - $500,000

10.Citywide Sidewalk and Curb Ramps - $2,000,000

11.Soquel/Pine Storm Drain Improvements - $1,300,000

12.Branciforte Creek Channel Repair - $3,000,000 1.11
Parks and Recreation
CIP
11 1.12
Capital Improvement

1.13 CIP Snapshot
FY2023 Projects Amount Fund Source
Court Renovations 93,000 Quimby
Tyrell Park Improvements 58,716 Quimby
DeLaveaga Infield Irrigation 30,000 Quimby
HWP Pool Improvements 80,000 Park Tax
West Cliff Design Standards 80,000 Park Tax
DeLaveaga Disc Golf Improvements 40,000 Park Tax
Golf Course Water Conservation 150,000 Park Tax
CIP System Condition Assessment 150,000 Park Tax
TOTAL FY2023 Project Portfolio $681,716
FY2023 General Fund CIP Priorities:
• Downtown Recovery - Infrastructure and Site
Beautification and Safety Improvements
($470K)
• Parks Operations Maintenance Yard - Building
Safety Improvements ($90K)
• Disc Golf Course critical infrastructure and
updates ($235K)
• Structural and safety-related projects at the
driving range ($800K)
Pogonip Meadow Remediation ($2-6M): working
to identify grant support to assist with remediation
FY2023 Funded CIP Allocation Requests:

1.14 Unfunded CIP Total . . .
estimated at close to $70M
in identified projects. . .

1.15 Questions

1.16 ECONOMIC

DEVELOPMENT &

HOUSING CIP

1.17 ECONOMIC DEVELOPMENT CIP FUNDING
New Grant Funding
EDA, EPIC, IIG, AHSC,(not yet budgeted)
Affordable Housing Trust Fund
Annual augmentation, but very variable
Economic Development Trust Fund
Annual augmentation
Former Redevelopment Agency Bonds

1.18 FY 2023 $7,798,021
94 Affordable Units
New Metro Station
Office + Retail
Expanded Maple Paseo
Green Roof
Pacific Station North

1.19 Downtown Library Affordable Housing Project
FY 2023 $3,978,820
120-125 Units of Affordable
Housing
245-310 vehicular parking spaces,
255+ bicycle parking spaces
~2000 SF childcare facility

1.20 Downtown Infrastructure Investment
Farmers Market Structure FY2023 $500,000

1.21 Wharf Infrastructure Investment
Piling Replacement Project EDA Funding FY2023 $275,000

1.22 TOTAL FY2023 EXPENDITURES $12,551,841
CITY PUBLIC TRUST FUND, 2%
MEASURE S, 11%

AFFORDABLE HOUSING
TRUST FUND, 59%
ED TRUST FUND, 10%
HUD/HOME, 24%

1.23 Fire Department
CIP
23 1.24
24 FY 2023 CIPs include:
• “Heart Smart” Station Alerting System ($150,000)
• Fire Station 2 Fitness & Storage Facility ($750,000)
• Fire Ladder Truck: Pierce 100’ Tiller ($1,500,00)
• Generator for Fire Station 3 ($200,000)
• Butler Building for Fire Station 3 ($26,500)
• Fire Station 3 Sewer Line Clean Out ($45,000)
FY 2023 Capital Investment Program Requests

1.25 25
• Current ladder truck is over 10 years old and per NFPA is recommended to be in reserve status (remove from service @ 20)
• Current cost and delivery time from ANY manufacturer is growing. Currently wait list 25 months for delivery with costs increasing 12% in six months (nationwide issue in fire service) • One of only three aerial ladders in the county; essential asset for fire, rescue operations
• Already behind on pre-established apparatus replacement plan ( for engines AND ladder truck)
Fire Ladder Truck: Pierce 100’ Tiller
($1,500,000)

1.26 Thank you
26 1.27
FY 2023 Budget - City Council,
City Manager’s Office, and
City Attorney’s Office
City of Santa Cruz
May 24-25, 2022 Budget Hearings
1 1.28
Agenda
• Services
• Fiscal Year (FY) 2022 Achievements
• FY 2023 Budget
2 1.29
Our Services and Who Delivers Them
3 1.30
Strategy &
Communications
City Clerk
Functions
Administration
& Council
Support
Program & Project
Management
CMO Major Service Areas
4 1.31
City Manager’s Office (CMO) Functions
Administration &
Council Support
Communications
Strategy
City and Council
Administrative Services
Program & Project
Management
City Administration
Division
Homelessness
Response
Clerks Division
Community Information
Election Coordination
Records Management
Agenda and Meeting
Administration -
Council & Others
City Manager’s Office
General Programs &
Projects
Climate, Sustainability
and Equity
5 1.32
When Does the CMO Get Involved?
Citywide
Multiple Departments - Interdepartmental
Interagency
Council Assignment or Other Factors

1.33 6
Program and Project Details
7 • Programs
 Contract Administration, including CORE and Other Social Services Grants
 Independent Police Auditor
 Legislative Program
• Ongoing Committees – Climate Action Task Force;
Commission for the Prevention of Violence Against
Women (CPVAW); Community Programs Committee;
Public Safety Committee; Children’s Fund Oversight Panel

1.34 Program and Project Details
• Ad Hoc Committees
 Budget and Revenue
 Charter Amendment
 Health in All Policies
• Joint Powers Authorities (JPAs)
 Santa Cruz County Animal Services
 Santa Cruz Public Libraries
 Santa Cruz Regional 9-1-1

1.35 8
Program and Project Details
9 • “General” Projects
 (Strategy) Re -Envision Santa Cruz – Interim Recovery Plan  California Voters Rights Act (CVRA)
 Grants Management Integration and Improvements
 Ballot Measures (with Finance)
• Climate Action and Sustainability
 Climate Action Program (CAP) 2030
 Health in All Policies – Annual Work Plan
 West Cliff Drive Adaptation and Management Plan

1.36 Program and Project Details
10 • Homelessness Response
 Three -year Action Plan
 Regional Partnership Relationships and Alignment
 Citywide and Regional Encampment Coordination and
Response
 Ordinance(s)
 Development
 Implementation – storage, safe sleeping, other managed encampment(s), hygiene services, clean-up, etc.

1.37 FY 2022 Achievements
11 1.38
Achievements - Clerks
 City Council hybrid meeting format and
coordination
 Administration of ~27 regular and special Council
meetings
 98% deadline compliance for Statements of
Economic Interest
 Management of ~225 public records request
12 1.39
13 8.0

7.4 6.6

9.6 9.6

8.5 0
2 4
6 8
10 FY 2020 FY 2021 FY 2022
Avg Hours of All Meetings Avg Hours of Regular Meetings Groovy Tuesday(s)

1.40 Last Three Fiscal Years
Council Meeting Times
14 0
2 4
6 8
10 12
14 16
18 Council Meetings in Duration (Hours) by Date
FY 2020 (Aug – April) FY 2021 (Aug – April) FY 2022 (Aug – April)

1.41 City Council and Administrative Services
15  Management of thousands of emails – to and for
Council and City, or triaged out to Departments
 Hosting of 5 citywide employee communications
meetings -> ~6 by end of FY 2022
 Many achievements for Re-Envision Santa Cruz,
along with delivering quarterly updates to Council
 Development of citywide two-year work plan to
bridge Re -Envision and TBD Council strategic plan

1.42 Program & Project Management
16  Coordination of California Voting Rights Act follow-up for 7 districts, plus charter amendment measure
for 6 districts + directly elected mayor
 Polling and facilitation of work for City sales tax ballot measure  2022 legislative program
 Sidewalk vending ordinance and permitting program
 Citywide grant targeted list

1.43 Program & Project Management
17  Delivery of Three -year Homelessness Response Action Plan  Coordination of CA $14 million homelessness funding with County of Santa Cruz
 Additional sheltering and hygiene – 1220 River; Armory; safe parking; mobile shower service
 Draft of Climate Action 2030 Plan (August)
 HiAP two-year+ work plan and community well-being indicators

1.44 FY 2023 Budget
18 1.45
19  Updated City three-year strategic plan
 Additional revenue capacity and sources
 Homelessness Response Action Plan
 Climate Action Plan 2030
 Health in All Policies, Youth, and Diversity, Equity and Inclusion
 City branding plan and first steps
 Training for staff leads of advisory bodies
 Emergency response protocols for Clerk’s functions
FY 2023 Goals

1.46 City Manager’s Office (CMO) Functions
Administration &
Council Support
Communications
Strategy
City and Council
Administrative Services
Program & Project
Management
City Administration
Division
Homelessness
Response
Clerks Division
Community Information
Election Coordination
Records Management
Agenda and Meeting
Administration -
Council & Others
City Manager’s Office
General Programs &
Projects
Climate, Sustainability
and Equity
20 = organizational changes in FY 2023

1.47 Organizational Structure
Community
Relations Specialist
TBD
(0.5 FTE)
Homelessness
Response Coord
Megan Bunch
(0.65 FTE)
Shelter and
Outreach Specialist
TBD
(0.5 FTE)
Shelter and
Outreach Specialist
TBD
(0.75 FTE)
Shelter and
Outreach Specialist
TBD
(0.75 FTE)
City Manager
Matt Huffaker
City Clerk
Administrator
Bonnie Bush
Management
Analyst
TBD
Executive Assistant
to City Manager
Suzanne
Haberman
Administrative
Assistant II
Shari Cope
(0.5 FTE)
Deputy City Clerk
Administrator
Julia Wood
Administrative
Assistant II
Rosemary Balsley
Administrative
Assistant III – Trade
In Vacant AA II
TBD
Records Coordinator
TBD
Principal
Management
Analyst
TBD
Assistant City
Manager
Laura Schmidt
Homelessness
Response Manager
Larry Imwalle
Communications
Manager
Elizabeth Smith
Deputy City
Manager I
TBD
Sustainability and
Climate Action
Manager
Tiffany Wise-West
21 1.48
City Council Budget
Personnel, 75.87%
Services & Supplies,

24.13%
$493,942

1.49 22
CMO Budget
CMO, 60.71%
CPVAW, 0.60%
Police Auditor, 1.33%
City Clerk, 28.00%
Climate Action, 5.08% Memberships & Dues, 4.28%
Note: The independent police auditor
budget will be $15,000 less than what’s
currently in the draft budget.
$3.75 million

1.50 23
CMO Budget – Community Programs
Animal Shelter & Services,

6.16%
Collective of Results &
Evidence-based Investments,

10.41%
Other Community Programs &
Services, 5.35%
Homelessness Response -
Personnel, 7.93%
Homelessness Response -
Outside Agencies, 6.33%
Homelessness
Response - Contractors
and Services, 15.15%
Homelessness
Response -
Sheltering, Storage,
Safe Parking, 48.67%
$10.38 million
24 Note: Homelessness Response All Areas
= 78% of Community-based Budget

1.51 City Attorney’s Office Budget
Retirement Contribution,

1.41%
Base Services, 67.86%
Code Enforcement &
Litigation, 28.64%
$1.57 million Other, 2.10%

1.52 25
Services & Supplies Summary of Changes
• Council – funded community co-sponsorships +
reduced strategic planning
• City Attorney – reduced code enforcement &
litigation and outside counsel
• Clerk’s – reduced training, travel and administration • Climate – funded regional grant service + reduced
travel and temp
• CMO – reduced animal shelter + independent police
auditor + training, travel and administration
26 1.53
Other Notes
• New Activity – Homelessness Response – 6105
• 6103-Community Programs
 Re-organization of some items to 6105-Homelessness
Response
 $25,000 total available for co-sponsorships (note
traditional funding for SC Neighbors for $1,500 and
Open Streets for $7,000)
• Climate Action – $20,000 for regional climate grant
writer (Community Foundation coordinated)
27 1.54
Summary of Reductions
HOPES (Move to
Structural),

10.51%
Animal Shelter Joint Powers
Authority, 28.06%
City Attorney, 19.69%
Independent Police Auditor,

7.97%
CMO, 19.06%
Clerk, 11.05%
Council, 3.66%
Target Total = $163,100
Actual = $188,323*
28 *Note: The independent police auditor
budget will be $15,000 less than what’s
currently in the draft budget and
CPVAW will be $15,000 more.

1.55 Service Impacts
• Improved capacity to implement HRAP
• Funding of CORE for FY 2023 as directed
• Reduced capacity for City Attorney’s Office, plus could be further impacted by contract updates
• On-going professional development will take longer
with less employees with access per year
• Increased funding for co-sponsorships
• Ability to better meet needs in HiAP, DEI, and grants 29 1.56
What Questions
Do You Have?
30 1.57
FY 2023 E C ONOMIC
DE V E LOP ME NT and

HOUS ING
C ity of S anta C ruz
May 25, 2022
1 1.58
Agenda • C ore S ervices & Achievements • Department Team • B udget 2 1.59
Core Services:

Business Services
Infrastructure Development
& Asset Management
Arts & Culture
Housing Development
& Preservation

1.60 PROMOTE BUSINESS
GROWTH
financing and incentives,
beautification grants, and
site selection

SUPPORT BUSINESS

CREATION
permitting, technical
assistance, and promotion
of small businesses

CONVENE BUSINESS

LEADERS
collaboration for citywide
and regional economic
development initiatives

BUSINESS SERVICES

1.61 Temporary Outdoor
Expansion Permits
Issued & Managed
100+
S hop
S anta C ruz
C ampaign
Banners, Advertising, and
Events to Promote Local
Spending
Downtown P ops!
5 spaces secured
3 pop-up activations
with more to come
1 business relocated
through support
Countywide Revolving
Loan Program
Launched
G row S anta
C ruz Loan
B usiness S ervices Accomplishments
5 Businesses provided
assistance and retention
300+

1.62 COMMUNITY

DEVELOPMENT

PROGRAMS
State and federal funding
for programs serving lowincome residents

AFFORDABLE HOUSING

CREATION
partnering on development
of new affordable housing
projects

AFFORDABLE HOUSING

PRESERVATION
Monitoring of affordable
housing units and resources
to connect residents with
housing

HOUSING DEVELOPMENT & PRESERVATION

1.63 CDBG & HOME
Annual Action Plan
FY22
$1M+ AR PA
Updated
Ordinances
aligned with
State legislation
and local needs
Secured several grants for
affordable housing!
C ompetitive
G rants
Housing Accomplishments
7 1.64
Pacific Station South Groundbreaking 5/19/22
70 Units
Affordable Housing
G round F loor
R etail S pace
Santa Cruz Community
Health Centers and
Dientes
Integrated
Healthcare

1.65 NEW HOUSING FUNDING IN FY22
$350k
State HCD
Relocation Funds
~$1.2m
State Permanent
Local Housing
Allocation (PLHA)
$5m
Local Housing
Trust Fund (LHTF)
Grant - 1st Round

1.66 NEW HOUSING FUNDING IN FY23
$5m
Local Housing
Trust Fund (LHTF)
Grant 2nd Round
$1.43m
HUD Home
American Rescue
Plan (HOME ARPA)

1.67 LEASES & CONTRACTS
Attraction & retention of
tenants for City
properties, contract
administration, leasing
properties for City use

MASTER PLANNING
Promoting vitality of
economic engines +
optimizing City assets
for best use

REAL ESTATE MANAGEMENT
Advancing City efforts through
real estate, the purchase of
opportunity sites and sale of
surplus property

INFRASTRUCTURE DEVELOPMENT & ASSET

MANAGE ME NT

1.68 RECENT AWARDS
$29.6m
Affordable Housing &
Sustainable
Communities
(AHSC)
$20.9m
Infill Infrastructure
Grant (IIG)
$1m
EPIC Challenge
Grant

1.69 Infrastructure and Asset Management Accomplishments Pandemic
Recovery
building community and
supporting local businesses,
artists, makers, chefs and
entrepreneurs
Midtown
F ridays
Launched in FY22 and in
the works for this
summer!
Rents approaching near prepandemic levels
Increasing
R ental
R evenues
Del Mar and Café
Campesino
C ompleted
R enovations

1.70 Tannery and Performance Art Building
$3.96m
EDA Grant

1.71 PUBLIC ART PROGRAMS
Mural Matching Grant,
SculpTour, Graphic
Traffic Signal Boxes,
Santa Cruz Recycled Art

SPONSORSHIPS & PROJECTS
Support of community groups and initiatives to
activate public places and initiatives at the
intersection of arts and environmentalism

ARTS & CULTURE

1.72 ARTS & CULTURE

ENERGIZING THE CREATIVE ECONOMY
Promoting the business of art, networking, and
community cohesion

1.73 18 Ocean Conservation
themed murals installed
within three weeks.

Seawalls
S anta C ruz
C AR D P ilot
G rant P rogram
Eleven projects
approved and one
already completed
Storm Drain Mural with
Beach Flats Community
participation for imagery
and painting
P oets P ark
MAH Installation and
multicultural seminars
promoting healing
B lack Health
Matters Ofrenda
Arts P rogram Accomplishments
17 1.74
Agenda • C ore S ervices & • Achievements • Department Team • B udget 18 1.75
FY23 Staffing Request

1.76 Our Team:

Bonnie Lipscomb Rebecca Unitt Sarah Domondon David McCormic Kathyrn Mintz Nathan Kieu Jennifer Yeung Maralise Howze Jessica de Wit
Andrea Inouye Jessica Mellor Tiffany Lake
Brian Borguno

1.77 NEW DEPARTMENT NAME

ECONOMIC DEVELOPMENT
& HOUSING

1.78 Agenda • C ore S ervices & Achievements • Department Team • B udget 22 1.79
TOTAL REVENUES $10,080,138
General Fund 2%
CRM 2%
HOME, 33%
CDBG, 7%
Affordable Housing
Trust Fund, 55%
SA/Housing 1%

1.80 TOTAL EXPENDITURES $6,385,626
Housing &
Community
Development, 23% Asset Development
& Property
Management, 3%
Arts & Culture, 2%
Business Services,
27%
Personnel, 39%
Project Support &
Admin, 6%

1.81 ECONOMIC DEVELOPMENT CIP FUNDING
New Grant Funding
EDA, EPIC, IIG, AHSC, (not yet budgeted)
Affordable Housing Trust Fund
Annual augmentation, but very variable
Economic Development Trust Fund
Annual augmentation
Former Redevelopment Agency Bonds

1.82 FY23 CIP Portfolio

1.83 FY23 Reduction Proposals

1.84 Questions?

1.85 Fire Department
FY 2023 Budget
City of Santa Cruz
Wednesday, May 25, 2022
1 1.86
Agenda –
• Department Overview
• Core Services
• FY2022 Achievements
• FY2023 Proposed Budget
Reductions
• FY2023 Goals
2 1.87
Santa Cruz Fire Department
3 Fire Chief
Division Chief
(Fire Prevention)
Administrative
Assistant I/II
Deputy Fire
Marshal
Fire Prevention
Inspector I/II
Fire Prevention
Technician
Temp - Hydrant
Maintenance
Temp-Fire
Inspectors
Division Chief
(Operations)
Battalion Chief
(A Shift)
Station 1
Downtown
2 Captains
2 Engineers
4 FF
Station 2
Eastside
1 Captain
1 Engineer
1 FF
Station 3
Westside
1 Captain
1 Engineer
1 FF
Station 4
UCSC
1 Captain
1 Engineer
1 FF
Battalion Chief
(B Shift)
Station 1
Downtown
2 Captains
2 Engineers
4 FF
Station 2
Eastside
1 Captain
1 Engineer
1 FF
Station 3
Westside
1 Captain
1 Engineer
1 FF
Station 4
UCSC
1 Captain
1 Engineer
1 FF
Battalion Chief
(C Shift)
Station 1
Downtown
2 Captains
2 Engineers
4 FF
Station 2
Eastside
1 Captain
1 Engineer
1 FF
Station 3
Westside
1 Captain
1 Engineer
1 FF
Station 4
UCSC
1 Captain
1 Engineer
1 FF
Fire Captain
(Marine Safety)
Marine Safety
Officer
Temp Positions
Seasonal
Lifeguards
Battalion Chief
(Training)
Principal Management Analyst
(O.E.S)
Administrative
Assistant III

1.88 Santa Cruz Fire Department
SCZFD Three Pillars
“Our Foundation – Our Future”
• Personnel
• Response
• Community
4 1.89
Santa Cruz Fire Department

CORE SERVICES
• Fire Operations
• Fire Prevention
• Marine Safety
• Training
• OES
5 1.90
Fire Operations .
6  Responded to 8,701 calls for
service annually (2021)
• Fire • EMS/Medical • Rescue • Water Rescue • Public Service • CAL-OES mutual -aid

1.91 Fire Prevention .
7 • Life Safety Inspections (662) • COVID Outdoor Expansion Inspections (125) • Fire Investigations (118) • Vegetation management (13 acres) • Firewise • Homeless response/resource coordination (site inspections)
• Open space management during high fire
danger
• Wildland Urban Interface (WUI) code
outreach/education/enforcement

1.92 Marine Safety
.
8 • Beach Lifeguard Service
• On-call Marine Rescue Unit
• Fire Engine Based Rescue Swimmers
• PWC rescue craft
• Lifeguard services for City of Capitola

1.93 Training
.
9 • Manage training needs/requirements
for all personnel, including live fire
training
• Participate in Regional Santa Cruz
County Fire Academy
• Conduct promotional testing process • Coordinate regional training opportunities with allied agencies (law,
fire, EMS)

1.94 Emergency Management/OES
10 • Manage Emergency Operations
Center (EOC)
• COVID-19 “Virtual” EOC Response
• Community Emergency Response
Team (CERT)
• Grant coordination for vegetation
management & equipment
• Train city staff to manage & support
EOC activations

1.95 Completed WUI
Vegetation
management totaling
13 acres in open
spaces
Successfully
oversaw planning,
procurement of
supplies, cost recovery
of COVID
for the city
Coordinated Insurance
Service Rating (ISO)
submittal for Santa
Cruz Fire Department
Provided statewide
mutual aid in 13 large
incidents; reimbursed
for $987,006
Order new Type 1
Engine to replace a
21+ year old engine
Completed three
Firefighter 1 Academies
(2 regional & 1 internal
department academy
Achievements for FY2022
11 Conducted city EOC
training in Finance and
Operations

1.96 FY2023 Proposed Budget Reductions
12 1.97
13 74%
8%
18%
0%
Fire Department Budget
Personnel Services
Supplies & Other
Revenue
Capital Outlay

1.98 FY2023 Proposed Budget Reductions
14 • Freeze Division Chief (DC) position
for 1 year ($482,313) – Re-evaluate
at mid-year
• Reduce funds for Marine Safety
equipment ($20,000)
• Cancel Purchase of Fire Staff vehicle
($30,000)
• Reduce funds for vegetation
management ($100,000)
• Cancel Capitola Lifeguard Contract
($50,000)

1.99 FY2023 Proposed Budget Reductions - IMPACTS
15 • Reduce funds for vegetation management ($100,000)
Inconsistent maintenance of 1,315 acres of city owned open spaces Increased wildland fire threat to Wildland Urban Interface (WUI) located within city, surrounding areas Increase limited staff time to identify, apply for and manage grant funding • Reduce funds for Marine Safety Equipment ($20,000)
Reduce purchasing of required marine safety equipment (towers, PWC’s, paddleboards) • Freeze Division Chief of Prevention Position ($428,313) Reduce efficiency, effectiveness of prevention division; focus on mandates ONLY (inspections, investigations) Increased workload/responsibility to Fire Chief
Increase limited prevention staff time to apply for grants, assist with homeless response coordination, wildfire resiliency plan development
• Cancel Fire Staff Vehicle Purchase ($30,000)
Reduced liability in staff vehicle fleet
Increased repair/maintenance costs
• Cancel Capitola LG Contract ($50,000)
Prevents/delays regionalization and cost sharing of marine services (Lifeguard’s, Fireboat) 1.100 Santa Cruz Fire Department
FY2023 Goals
• Complete 20 acres of WUI
vegetation management through
grant funding
• Develop RFP and identify
implementation strategy for a
standards of coverage survey
• Identify funding, partnership,
location for a public safety training
center
• Regionalize lifeguard services
• Conduct EOC training and disaster
exercise 16 1.101
Questions?
17 1.102
Planning & Communit y
Development Depart ment
FY 2023 Budget
City of Santa Cruz
May 25, 2022
1 1.103
Agenda • Core Services • Organization Chart • FY 23 Budget • FY 22 Achievements • FY 23 Goals 2 Mission:

Enhance qualit y of
life, safet y, and civic
pride for our
community by
providing land use
and development
guidance through
responsive,
respect ful, and
efficient public
service

1.104
3 Core Services
Land Use &
Development
Efficient Service
Delivery & Qualit y
Cust omer Service
Public Healt h & Safet y

1.105
4 1.106
5 1.107
Organizat ion Chart
Director
Assistant Director

ADMINISTRATION ADVANCE PLANNING
Principal
Management Analyst
Records Coordinator
Admin. Assistant III
Admin. Assistant II
(2.0 FTE)

CURRENT PLANNING
Principal Planner
Senior Planner
(2.0 FTE)
Principal Planner
Senior Planner
(3.0 FTE)
Associate Planner I/II
(3.0 FTE) Planning & Comm.

Dev. Tech (2.0 FTE)

BUILDING & SAFETY CODE

ENFORCEMENT
Chief Building Official
Management Analyst
Code Manager
Code Compliance
Supervisor
Code Compliance
Specialist (4.0 FTE)
Supervising Plans
Examiner
36 Full time staff members
Supervising Plans
Examiner (2.0 FTE)
Supervising Building
Inspector
Senior Building
Inspector (3.0 FTE)
Green Building
Specialist
Deputy Building
Official

1.108
Lee Butler
Director
Eric Marlat t
Assist. Director

ADMINISTRATION
Viviane
Nydia
Tess Allison
Cait ie*

ADMIN SUPPORT

RECORDS
Brianna*

ADVANCE PLANNING
Matt

PLANNERS
Katherine
Susan* John*
Morgan*

CURRENT PLANNING
Rina
Clara
Tim
Mike*
Samantha

CODE COMPLIANCE
Jake Oscar
Laura
Ryan
Nancy
Sarah

PLANNERS
Ann
Jenna Kim

CODE COMPLIANCE

BUILDING & SAFETY

INSPECTORS
Larry Joe
Mark*
Kurt
MANAGE.ANALYST GREEN BUILDING
Phen
Dean
John M.

Megan
Michael*
*Temporary staff providing support
John

PLAN REVIEW

RENTAL SERVICES

1.109
8 1.110
9 FY 23 Depart ment : $7.5 M Tot al Budget
Services & Supplies:
$1.4M (16.8%)
Personnel:
$6.1 M (83.2%)

1.111
10 Annual Revenues / Expendit ures

1.112
11 Green Building Fee Increase
Ant icipat ed Annual Change:
~$170k

1.113
12 • Reduced temporary staffing
• Reduced Community TV budget
• Reduced consultant work
• Reduced travel, opting for Zoom events
• Reduced computer and office supply purchases
Administration Service Impact
$44K Reduct ions

1.114
13 1 Posit ion Request Add Planning & Communit y Development Technician
1 Tit le Change Change t it le of Code Compliance Technician t o Planning & Communit y Development Technician
1 Posit ion Delet ion Delet e Administ rat ive Assist ant II at Mid-Year 1 Posit ion Request Add Code Compliance Supervisor (Sr. CCO approved wit h Sidewalk Vending Ord.)
FY 23: Changes in Personnel

1.115
14 FY 22 Achievement s: Re-Envision Sant a Cruz
Accomplishments Summary Infrastructure DT & Other
Business
Sectors
Fiscal
Sustainability
Core
Services
Equity, Health,
& Well-Being,
Sustainability
New &
Improved
Funding
Sources
Green
Economy
Cont inued t o improve elect ronic permit t ing X X X X Approved 519 resident ial unit s in Current Planning,
including 223 deed-restricted affordable units
X X X
Approved 78 discret ionary permit s, 54 Zoning
Clearances, and 14 short t erm
X X
Assist ed wit h Sidewalk Vending out reach & enforcement X X Remot e inspect ions in Code Compliance and Building &
Safet y Divisions in response t o COVID19
X X X
Implement ed Code Compliance cost recovery fee
structure to a flat-rate system

X X X X
Implement ed new Childcare & Public Safet y Impact Fee & updat ed Green Building Fee

X X X X X
Updat ed ADU Legalizat ion Program t o comply wit h st at e regulations
X
Init iat ed Downt own Plan Expansion Project communit y outreach & hearings

X X X X X X X

1.116
15 Over 1,700
Building
Permit s Issued
Over 8,000
phone calls &
individuals served
Building Permit
Valuation
>$56M
Over 10,700
inspections
completed
FY 22 St at ist ics

1.117
16 Pipeline Housing St at ist ics
Affordable
Housing Unit s
Permanent
Supportive Housing
Unit s
Total
Unit s
~813 ~224 >2,300

1.118
17 831 Wat er 130 Cent er Pacific St at ion Sout h Pacific Front Laurel 350 Ocean 314 Jessie Calvary Church La Quint a
FY 22 Achievement s: Project s

1.119
18 223/519
or 43% of the multi-family units
approved in Current Planning are
deed-restricted affordable units
FY 22 Achievement s: New Housing

1.120
19 Elect ronic Permit t ing implemented improvements
New Land Use Management vendor selection underway
Green Building Fee updated for fiscal sustainability
FY 22 Achievement s: Init iat ives
New Fee Implement at ion public safet y, child care, code compliance

1.121
20 Local Coast al
Program
Downt own
Plan
Expansion
Housing
Element
Object ive
Standards
Sidewalk
Vending
Ordinance
FY 22 Achievement s:

Policy Development & Implement at ion

1.122
21 Elect ronic Permit t ing full Bluebeam implementation Land Management System progress toward implementation
Building Fee St udy update for fiscal sustainability
FY 23 Goals
Advance Planning object ive st andards, downt own
expansion, housing element , local coast al
program

1.123
Planning & Communit y
Development Depart ment
FY 2023 Budget
Questions
22 1.124
Police Department
FY 2023 Budget
City of Santa Cruz
May 25, 2022
1 1.125
Agenda
• Core Police Services
• Organizational Chart
• FY 2022 Achievements
• FY 2023 Budget
2 1.126
Property &
Evidence
Investigations
Administration
& Community
Relations
General Police Patrol
Records
Downtown
Patrol
School
Resource
Officer
Police Department Core Services
3 Homeless
Services
Volunteer
Program
Professional
Standards

1.127
SCPD Organizational Chart
Bernie Escalante
Chief of Police
Gregg Crofts
Patrol Lieutenant
Carter Jones
Patrol Lieutenant
Erich Hoppe
IA Sergeant
Jose Garcia
Deputy Chief
Operations
Jon Bush
Acting Deputy Chief
Administration
4 Wes Morey
Patrol Lieutenant
Mark Eveleth
Sergeant
Brad Burruel
Sergeant
Josh Trog
Sergeant
Patrol
Sergeant
Ruben Badeo
Sergeant
FTE = 134
Denise
Cockrum
Sergeant
Dustin Ross
Sergeant
Megan Patzke
Records
Manager
Patricia Dodge
PMA
VACANT
Investigations
Lieutenant
Karina Cecena
Sergeant
Dan Forbus
Sergeant
Joyce Blaschke
Community
Relations
Jodi Mulloy
Administrative
Assistant II
Erich Hoppe
Professional
Standards Sgt.

1.128
FY 2022 Achievements
Community
Engagement
• Citizens Police Academy
• Teen Academy
Development
• Volunteer Program
Legal Updates
• Military Equipment
Acquisition and Use
(AB 481)
• Racial Identity and
Profiling Act (AB 953)
Traffic Enforcement
• Reinstated Traffic
Enforcement Team
• Solar Traffic Speed Sign
5 Department
Capacity Building
• Leadership Teambuilding
• Recruitment Efforts to
Staff and Diversify our
Team

1.129
Law Enforcement
Staffing Challenges
Current Staffing
Short staffing due to
injuries, vacancies,
academy & field training
Resulting in mandatory overtime,
reduction in proactive and
specialized patrols
• Vacancies = 6
• Police Academy = 12
• Field Training = 7
• On Duty = 59
• Light Duty = 5
• Medical Leave = 5
6 Vacancies
6%
Police Academy
13%
Field Training
8%
On Duty
63%
Light Duty
5%
Medical Leave
5%

1.130
7 STATUS QUO

BUDGET PROPOSAL
FY 2023
Budget
No New Positions
Requested
Only Negotiated Personnel
Services Cost Increases
Status Quo Materials &
Services Request

1.131
$23,422,076 $24,435,476
$20,308,108 $23,411,988 $24,070,039
$5,304,243 $5,599,873
$5,232,826
$5,300,809 $5,867,303
2019 2020 2021 2022 2023
SCPD Budget History
Personnel Services Services, Supplies & Other Charges

1.132
FY 2020
• Status quo budget
• Incorporation of
Park Ranger Team
Budget
• No new positions
FY 2021
$1.7 million required
cuts:
• Ranger Program
Elimination
• Crime Analyst Position
Elimination
• Temp. positions
• Other Community
Programs.
• Multiple Positions
Frozen
FY 2022
• Most frozen
positions made
available
• Status quo budget
• One (1) Lieutenant
position remains
frozen until 2023

RECENT BUDGET CHANGES FOR THE SCPD

1.133
SCPD FY 2023
Proposed Budget
Expenditure Types
The majority of our budget
continues to comprise of
personnel costs and nondiscretionary services and
supplies.
10 Personnel
Costs
$24,070,039
80%
Services &
Supplies
$5,867,303
20%

1.134
SCPD Budget
Services and Supplies Breakdown
11 NetCom 911
JPA Contract & RMS System
Administration, $2,165,326
Liability insurance/
surety bonds
$799,594
Vehicle work order charges -
internal, $326,800
Vehicle lease - outside,
$218,091
Safety clothing and
equipment, $174,000
Training, $164,000
Small tools and equipment,
$142,500
Vehicle fuel island charges -
internal $139,157
Telecommunications service
- outside, $130,000
Sexual Assault Nurse
Examiner program, $79,041
Multi-Disciplinary Interview
Center, $37,481
Task force operations,
$25,707

1.135
Proposed
Cuts
to Meet

2.5%
Reduction
Goal
(Total = $665K)
Vacant Positions:

Freeze: • Admin. Assistant II ($83K) • Police Officers ($136K) • Sergeant ($153K) • Property & Evidence Specialist ($91K)
Cut: • Grant
-Funded Community
Service Officers (2 x $67K)
Supplies & Services Reductions:
• Team Building Consultant
($15K)
• IA Outsourcing ($30K) • Training Reduction ($22K)

1.136
SERVICE CUTS:

SCPD AND COMMUNITY

SERVICE IMPACTS
Limited
Processing of
Revenue and
Evidence
• Admin. Assistant II
• Property &
Evidence Specialist
Elimination of
Specialized Units
(i.e., Downtown Patrol,
Gang Taskforce, Traffic
Enforcement)
• Police Officer
• Sergeant
Reduction in
Organizational
Development
Capacity
• Teambuilding
Consultant
• IA Consultant
• Training

1.137
FY 2023
Priority Goal:

Workforce
Hiring,
Development &
Retention
Targeted
recruitment
strategies for a
more diverse
work force
Professional
development
through training
and special
assignments
Participation
in health and
wellness programs
14 1.138
Questions?
15 1.139
Parks and Recreation
FY 2023 Budget
City of Santa Cruz
May 25, 2022

1.140
Presentation Overview • Department Mission & Core Services • Organizational Structure • FY2022 Achievements • FY2023 Budget • Context & Principles • Reductions/Changes/Challenges • Cost Recovery Case Studies • Children’s Fund Allocation • Key Topics for FY2023 • What is Needed • Feedback/Questions

1.141
2 delivering the mission . . .

Providing quality public spaces
and experiences that build a
healthy community, foster equity
and better the environment

1.142
when you think of Santa Cruz,
what comes to mind?

1.143
tree-lined streets . . .

1.144
open spaces . . .

1.145
wharf and beaches . . .

1.146
8 when you think of Santa
Cruz, what comes to mind?
Parks and Recreation is
Santa Cruz. junior guards . . .

1.147
9 when you think of Santa
Cruz, what comes to mind?
Parks and Recreation is
Santa Cruz. junior guards . . . community arts and culture . . .

1.148
Santa Cruz is Parks and Recreation.

1.149
FY23 Organizational Chart
Tony Elliot
Director
Rachel Kaufman
Superintendent
Recreation
Lindsay Bass
Principal Mgmt Analyst
Administration
Travis Beck
Superintendent
Parks
Iseth Rae
Recreation Supervisor
LNCC
DC Lawson-Thomas
Recreation Supervisor
Sports & Beaches
Kara Newman-Fedolage
Recreation Supervisor
Events & Classes
Robert Acosta
Recreation Supervisor
Youth, Teens, Aquatics &
Cultural Svs
Jessi Bond
Recreation Supervisor
Civic Auditorium
Mike Godsy
Field Supervisor
Neighborhood Parks
Steve Gomez
Field Supervisor
Community Parks
Blake Woessner
Field Supervisor
Open Spaces & Greenways
Miles Hicks
Superintendent
Golf Course
Britt Hoberg
Supervisor
Wharf
Leslie Keedy
Urban Forester
Parks
Noah Downing
Park Planner
Parks
Tremain Hedden-Jons
Admin Svs Supervisor
Administration

5.5 FTE 1.0 FTE 0.5 FTE 1.0 FTE 3.5 FTE

4.0 FTE

12.0 FTE 11.0 FTE 8.0 FTE 7.0 FTE 13.0 FTE 1.0 FTE
Total Dept FTE: 85.00*
*Net (after mid-year corrections): 83.50

1.150
Parks & Recreation
Organizational Engine

1.151
Parks & Recreation
Partners and Volunteers

1.152
FY2022 Achievements
Improve internal/external communications
Updated the department's mission, vision and values and made significant updates to its website
Responsibly manage valued department resources
Secured nearly $1.2M in grants to support Civic Auditorium recovery, Garfield Park improvements, Arana Gulch tarplant restoration and new restroom facilities on Beach St.

Steward our natural resources
Expanded the use of electric parks equipment; and
installed new efficient LED lighting at Harvey West Pool Provide essential services, facilities and programs
Added After School Care programming in partnership with City Schools and supported City Council passage of the
Children's Bill of Rights
Deliver high quality parks
Completed over $300K in existing CIP projects that
improved parks and recreation assets

1.153
Growing grants
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
FY2019 FY2020 FY2021 FY2022

1.154
Department Budget Context
Recent Structural Reductions (Total: >$1.5M)
FY2019: $310,760
FY2020: $421,000 (approx.)
FY2021: $212,178 (+ $890,009 one-time)
FY2022: $617,171
FY2023: Target: $350,200 => $620,345
FY2023 Dept. Budget Principles
• Avoid staff layoffs
• Protect community and City Council highest
priorities in terms of essential infrastructure,
programs and services
• Preserve the ability to cost recover and
generate revenue
• Think long-term 1.155
10%
31%
37%
22%
Administration Recreation Parks Elimination of 4% Temporary Increase Total = $208,007
Proposed Reductions

1.156
Proposed Reductions
Administration ($20,700)
• $3,000 Sister Cities
• $13,900 Emergency Project Contingency
• $3,800 Vehicle Contingency Reduction
Recreation ($64,987)
• $21,196 Youth Program Temporary
• $13,791 Teens Temporary
• $30,000 Classes Activity Guide
Parks ($76,950)
• $5,000 Urban Forestry Miscellaneous Supplies and Services • $12,450 Golf Course Professional Services
• $10,000 Arana Gulch Miscellaneous Supplies and Services • $19,500 Harvey West Pool Operations and Maintenance
• $30,000 Open Space Water, Sewer and Refuse
Withholding of inflationary increases to temporary
staff budgets ($45,370) 1.157
64%
36%
Personnel Supplies, Expenses, Capital Outlay & Debt Service Total = $16.9M
FY 2023 Budget Personnel ($10.92M)
• Budget neutral changes to Administration
• Realignment of administrative costs to the Wharf
• Addition of full-time Special Event Coordinator
Supplies, Expenses, Capital Outlay & Debt Service
($6.02M)
Water, Sewer & Refuse ($1.5M)
Water: Usage has been going down due to conservation
efforts primarily at the Golf Course; expanding systemwide water conservation efforts given anticipated rate increases
Sewer & Refuse: With increased use of parks and open
spaces, added fees for waste management
Professional Services ($1.3M)
Nearly $400K toward tree and vegetation management
About $350K for payments to officials, class instructors and operators
Fleet (Just under $400K)
25% is leased, providing greater flexibility to transition to electric in the future

1.158
• Revenues
• Cost recovery focus is paying off and revenues are
projected to be significantly higher than FY2019
• National cost recovery for similar agencies is 26%
• Personnel Expenditures
• FY2023 Net Effect: Still operating without a
Construction Specialist, a part-time Civic Facility
Attendant and a part-time Civic Box Office
Representative
• Two non-competitive regular staff positions
• Supplies & Expenses
• FY2023 Net Effect: System and service usage is up
from 2019, but operating with $500K less
• Inflation magnifies impact
Adopted
FY2019 FY2020 FY2021 FY2022
DeptRequest
FY2023
FY2023 Budget
4,771,150 4,968,250 4,179,601 4,180,906 5,463,184
(9,635,938) (10,660,148) (9,597,293) (10,457,089) (10,922,657) (6,504,282) (6,483,548) (5,790,241) (5,891,651) (6,025,183) (19,500,000)
(14,500,000)
(9,500,000)
(4,500,000)
500,000
5,500,000
Reductions over time
Supplies, Expenses, Capital Outlay, Debt Service
Personnel
Revenue
Revenues
Expenditures
Cost Recovery
30% 29% 27% 26% 32%

87.25 FTE 84.25 FTE 83.75 FTE 82.50 FTE 85.00 FTE*
* Net addition of 1.00 FTE (Special Events Coordinator) 1.159 1,388,192 1,361,828 2,104,294 1,579,291
(2,003,443) (1,991,712) (2,063,575) (1,581,422)
(2,500,000)
(1,500,000)
(500,000)
500,000
1,500,000
2,500,000
Revenue Expenditures
Golf Course Cost Recovery:

Budget Actuals
Revenues
Expenditures
Actuals
FY2019 FY2020 FY2021 FY2022 (Q3)
Cost Recovery
69% 68% 102% 100%
Creating sustainable operations

1.160
Civic Auditorium Cost Recovery:

Budget Actuals
423,789 300,653 79,227 430,044
(860,704) (873,233) (585,202) (472,277)
(1,000,000)
(500,000)
0 500,000
1,000,000
Revenue Expenditures
Revenues
Expenditures
Actuals
FY2019 FY2020 FY2021 FY2022 (Q3)
Cost Recovery
49% 34% 14% 91%
Creating sustainable operations . . .

1.161
Impact through FY2021:
• Expanded Neighborhood Childcare Center
and Toddler Care Center access to low
income families
• Through Thrive-By-Three, supported 11
child care providers, representing 7 child
care centers and 4 licensed family child
care homes, providing care to a total of
178 children.
• Through FOPAR scholarships awarded
nearly 100 scholarships to families that
were income qualified or experiencing
financial hardship (incl. COVID and CZU
fire impacts)
Children’s Fund

1.162
Purpose:

Allocates 20% of the audited actual total
annual unrestricted revenues from the
Cannabis Business Tax to protect and
expand funding for services that help
children and youth less than 25 years old
to be safe, healthy and productive.

Recommendation for the
FY2021 audited funds ($211,137):

Appropriate funds to Parks and Recreation
and direct them to maintain the same
percentage allocation of funds as in the
last two years:
50% on early child development
50% on prevention and vulnerable youth
Children’s Fund

1.163
Design Excellence. Complete a system-wide assessment
of aging facilities and
deferred maintenance needs
Play, Community Health & Interaction. Support
county-wide implementation of the Park Rx Initiative
Partnerships. Collaborate with City Manager's Office
to implement the Homeless Action Response Plan (HRAP)
resource and land management components
Safety First. Implement frontline staff
safety training program
Stewardship & Sustainability. Update approved
street tree list to promote a diverse and resilient tree canopy Good Governance. Improve customer service experience
for permitting, reservations and/or registrations
Connection & Accessibility. Complete critical ADA work
at key facilities, namely the Civic Auditorium, Golf Course and 222 Market St. Senior Center
FY2023 Strategic Themes

1.164
Homelessness and Parks
City investment in the Homelessness Response
Action Plan (HRAP)
Sidewalk Vending & SB946
Recent adjustments to city ordinance to better
manage influx of vending in key areas
Enforcement in Parks
New Police Department and City leadership are
helping to craft this vision
Supporting Equity and Vulnerable Youth
Continued focus on Children’s Bill of Rights and
implementation of Measure A
Key Topics for FY2023

1.165
Budget approval with requested personnel
changes and additions
General Fund CIP investment in this worldclass Parks and Recreation system Continued focus on revenue generation and
cost recovery
What is needed . . .

1.166
Questions

1.167
Public Works Department
FY 2023 Budget
City of Santa Cruz
May 25, 2022
1 1.168
Agenda • Department Overview • Core Services • FY22 Achievements • FY23 Budget • Overview • Reductions/Changes 2 1.169
FY23 Leadership Team
Mark Dettle
Director
Anne Hogan
Wastewater Systems
Filipina Warren
Operations
Nathan Nguyen
Engineering Vacant
Transportation Engineering
3 Bob Nelson
Resource Recovery
Scott Ruble
Administration
Vacant
Parking Services
Vacant
Transportation Engineering
Scott Ruble
Administration
Janice Bisgaard
Communications

1.170
Public Works Organization
264.4 FTE

1.171
Core Services – Resource Recovery Division

RESOURCE RECOVERY
• Process, market & sell
recyclables
• Hazardous materials
• Divert construction
materials
• Manage landfill space
• Extract landfill gasses

COLLECTION
• Refuse, recycling and
green waste
• Food scraps (new)
• Street sweeping
• Illegal dumping

WASTE REDUCTION
• Public education and
outreach
• Policy development &
implementation
• Green Business Program

1.172
Core Services – Wastewater Division

TREATMENT FACILITY
• Regional wastewater
facility
• Generate electricity
• Recycled water and
biosolids
• 24/7 operations
• Public education

COLLECTION
• Maintain sewer and
storm drain
infrastructure
• Flood control
• Pump stations
• Sewer overflows
• Emergency response
• Landfill leachate facility

ENVIRONMENTAL

COMPLIANCE & LAB
• Sample treatment plant
processes
• Lab analysis and quality
control
• Regulate industrial and
residential discharge
• Monitor environmental
water quality

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Core Services – Parking Division

PARKING PROGRAMS
• Residential parking
programs
• Downtown parking permit
• Validation programs
• Special events
• Wharf “locals” program
• Park cards and ParkMobile
app
• EV parking and charging

PARKING OPERATIONS
• Four parking structures
• Nineteen parking lots –
five fewer than FY22
• 1,900 metered spaces
• Municipal Wharf parking
• Bicycle lockers
• Citywide enforcement
• Revenue collection
• Citation review &
collection

MAINTENANCE
• Downtown district
sidewalk cleaning and
garbage service
• Two sets of public
restrooms
• Parking pay machines and
meter maintenance
• Graffiti removal

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Core Services – Operations Division

MECHANICAL

MAINTENANCE
• Fleet & equipment
maintenance
• Vehicle replacement
• Fueling & charging
services
• Alternative fuels
• Electrification of fleet

STREETS
• Sidewalk, curb & gutter
repair
• Streetlights, street signs
and markings
• ROW Vegetation control
• Flood control
• City events and projects
support

FACILITIES

MAINTENANCE
• Maintenance & repair
of 28 facilities
• Emergency response
• Janitorial & sanitation
• Project assistance
• Safety inspections
ENERGY

MANAGEMENT
• Manage energy
efficiency & solar
projects
• Alternative fuel, electric
& solar grants
• EV charging stations

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Operations Division
New Service

HOMELESSNESS FIELD RESPONSE TEAM
• Four employee team
• Work in support of City’s Homelessness
Response Manager and Coordinator (CM)

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Core Services – Engineering Division

FUNDING ROADS,

SEWERS, STORM

DRAINS & REFUSE
• Gas Tax/SB1
• Measure D (roads)
• Measure H
• Measure E
• Grant funded projects
• Enterprise

ENGINEERING
• Designs capital projects
• Project concepts and
grants
• Development review
• Permitting
• Planning studies
• Enterprise permitting
and programs

CAPITAL INVESTMENT

PROGRAM
• Design, permitting &
construction
• Support City
departments
• Rail Trail Seg 7 Ph II
• Murray Street bridge
• $300 M unfunded
projects

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Core Services – Transportation Engineering

TRANSPORTATION

PLANNING
• Active Transportation
Plan
• Local Roadway Safety
Plan
• Climate Action Plan
• Measure D (roads)
• Grant funding and
administration

ENGINEERNIG
• Design capital projects
• Citizen requests
• Traffic analysis
• On-street parking
analysis
• Traffic signal system
• Pedestrian and bike
network
• Development review
• Coastal Rail Trail

EDUCATION &

OUTREACH
• Traffic Demand
Management
(GO Santa Cruz)
• Street Smarts
• Vision Zero
• Bike Share

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Public Works
FY2022 Achievements
12 Implemented administrative requirements for SB 1383
“Short-Lived Climate Pollutants”
Construction of landfill cell 3B
Infrastructure
Construction of source water pump station and tertiary
treatment facility and distribution system in progress
Entered into second phase of Wastewater Treatment
Facility Infrastructure Study & Condition Assessment*
Completed construction and commissioning of Wastewater
Treatment Facility Ultraviolet Disinfection System

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Public Works
FY2022 Achievements
13 Riverwalk Lighting Project, Library Lane sewer and path widening and near completion of Hwy 1/9 Intersection
Improvements
Infrastructure
Fiscal Sustainability
Received grants for two electric refuse trucks and 12+ EV chargers for public parking areas
Replacement of low gas mileage vehicles with alternative fuel/efficient models including 10 hybrid and 4 all electric Downtown & Business Revitalization
Continued to support business with COVID-19 impacts
through incremental restoration of daily rate in lots and garages
Implemented “Seawalls” murals project art in City garage and lots

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Public Works – Expenditures by Operation
Wastewater
$23.5
Resource Recovery
$25.5 Parking
$3.2
Parking (District)
$6.2
Streets & Operations
$3.4
Mechanical Maint $3.8
Engineering $0.8
Traffic Engineering $0.8 Facilities $1.6
Admin $0.1
Stormwater $2.1
Homelessness Response $0.5
Total Expenditures $71.4 1.181 Numbers in millions
Public Works – Revenues by Fund
Wastewater
$23.0
Refuse
$22.0
Parking (District)
$3.9
General Fund
$4.0
Equipment Operations $2.9
Gas Tax $3.2
Wharf Parking $1.0
Measure E $0.6
Stormwater $0.6
Stormwater Overlay $0.3
Traffic Impact Fee $0.5
Total Revenues $62.0 1.182 Numbers in millions
Expenses
Numbers in millions – may
not total due to rounding
$25.0 $24.1
$22.6
$10.2 $9.6
$3.9 $3.5
Revenues
$22.0
$23.0 $23.0
$21.9
$12.6 $10.8
$72.7 $71.4
$71.4 $62.0 $64.1

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Net General Fund Cost
Numbers in millions – may not total due to rounding

GENERAL FUND EXPENSES
FY22 Amended
Budget
FY23 Requested
Budget Difference
101 General Fund $ 9,254,000 $ 9,049,000 $ (206,000)
104 General Fund (Wharf Gate) $ 729,000 $ 716,000 $ (14,000) Total $ 9,983,000 $ 9,765,000 $ (219,000)

GENERAL FUND REVENUES
FY22 Amended
Budget
FY23 Requested
Budget Difference
101 General Fund $ 4,968,000 $ 3,978,000 $ (990,000)
104 General Fund (Wharf Gate) $ 966,000 $ 951,000 $ (15,000) Total $ 5,934,000 $ 4,929,000 $ (1,005,000)
NET GENERAL FUND COST $ 4,049,000 $ 4,836,000 $ 787,000

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FY23 General Fund Reductions
$ 33,000 Operations encampment cleanup funding avialable $ 27,000 Reduce parking temps
$ 20,000 Parking meter maintenance funding
$ 15,000 Transportation Engineering consultants & other services $ 13,200 Misc Temps, OT, Training
$ 29,700 Other misc supplies & services
$ 137,900
$ 174,000 Eliminate two Service Maintenance Worker positions $ 311,900

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Staffing Changes
Position FTE Funding
Administrative Assistant I/II 0.5 Wastewater Fund
Landfill Gate Attendant 1.0 Refuse Fund
Parking Office Representative 0.5 Parking Fund
Service Maintenance Worker (2.0) General Fund
New Positions/Section FTE Funding
Senior Homelessness Response Field Wkr 1.00 Homelessness Response Homelessness Response Field Supervisor 1.00 Homelessness Response Homelessness Response Field Worker 2.00 Homelessness Response

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Homeless Field Services Positions
Significant Capital Projects
- Rail Trail Segment 7 Phase II
- Murray Street Bridge
- San Lorenzo River Lagoon Culvert
- Pure Water Soquel
Food Scraps Program Rollout
Continued Fleet Electrification
Mandated No Parking Street Sweeping Evaluation
Notable Topics for FY2023

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Public Works Department
FY 2023 Budget
21 Questions & Answers

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