Agenda packet — Santa Cruz City Council, April 18, 2023

CITY COUNCIL AGENDA
Special Meeting
April 18, 2023
9:00 A.M. GENERAL BUSINESS, SANTA CRUZ POLICE DEPARTMENT COMMUNITY ROOM – 155 CENTER STREET
PLEASE NOTE: This meeting is in-person only. Members of the public who wish to comment should plan on doing so at the beginning of the meeting.

Correspondence to be included in the agenda packet must be received by 5:00 pm on Monday, April 10th
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 Cal-Relay 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.

Agenda and Agenda Packet Materials: The City Council agenda and the complete agenda packet containing public records, which are not exempt from disclosure pursuant to the California Public Records Act, are available for review on the City’s website:
www.cityofsantacruz.com/government/city-council-meetings and at the Office of the City Clerk located at 809 Center Street, Room 9, Santa Cruz, California, during normal business hours.

Agenda Materials Submitted after Publication of the Agenda Packet: Pursuant to Government Code §54957.5, public records related to an open session agenda item submitted after distribution of the agenda packet are available at the same time they are distributed or made available to the legislative body on the City’s website at:
www.cityofsantacruz.com/government/city-council-meetings and are also available for public inspection at the Office of the City Clerk, 809 Center Street Room 9, Santa Cruz, California, during normal business hours.

Need more information? Contact the City Clerk’s office at 831-420-5030. 4/18/2023 City Council Special Meeting 2
City Council Special Meeting
9:00 A.M.

Call to Order
Roll Call
General Business

1. City Council Strategic Planning Workshop
The City Council will participate in a Strategic Planning workshop.

Adjournment
City Council Special Meeting

AGENDA REPORT
DATE: 02/15/2023
AGENDA OF: 04/18/2023
DEPARTMENT: City Clerk
SUBJECT: City Council Strategic Planning Workshop
RECOMMENDATION: The City Council will participate in a Strategic Planning workshop.

ATTACHMENTS:

1. STRATEGIC PLANNING WORKSHOP AGENDA.DOCX

2. SANTACRUZ_STRATEGICPLAN_CITYCOUNCILWORKSHOP_BRIEFING BOOK.PDF

3. ENVIRONMENTAL SCAN HANDOUT 2023 (FINAL).PDF

1.1 STRATEGIC PLANNING WORKSHOP
APRIL 18, 2023
9 AM TO 3 PM
SANTA CRUZ PD COMMUNITY ROOM, 155 CENTER STREET, SANTA CRUZ, CA 95060 Objectives:
 Establish a shared understanding of the elements to be included in the Strategic Plan
 Review input obtained through engagement activities and information presented in the environmental scan
 Discuss and build consensus on vision, multi-year focus areas and strategies aligned to focus areas for the next five years

1. Call to Order and Roll Call

2. Welcome by the Mayor

3. Public Comment

4. Comments from the City Manager

5. Workshop Objectives and Process Overview

6. Environmental Scan Presentation and Discussion

7. Stakeholder Input: Strengths, Challenges, Opportunities and Threats Break

8. Vision Discussion

9. Focus Areas and Goal Statements Discussion
Lunch

10. Strategies Discussion

11. Wrap Up and Next Steps

12. Adjournment

1.2 Strategic Planning Briefing Book
Table of Contents Baker Tilly
i
April 18, 2023
City of Santa Cruz
Strategic Planning Briefing Book

1.3 Strategic Planning Briefing Book
Table of Contents Baker Tilly
ii
Table of Contents
Briefing Book Overview .......................................................................................................................... 3 Background Information ......................................................................................................................... 4 Strengths, Challenges, Opportunities, Threats ............................................................................ 5 An Introduction to the Strategic Planning Process ............................................................................. 6 Strategic Plan Framework ............................................................................................................... 6 City of Santa Cruz Vision ........................................................................................................................ 7 Vision ................................................................................................................................................. 7 Focus Areas and Strategies ...................................................................................................................... 9 Focus Area 1: Fiscal Sustainability and Transparency .............................................................. 9 Focus Area 2: Strong Business Communities and a Vibrant Downtown .................................. 9 Focus Area 3: Housing ............................................................................................................. 10 Focus Area 4: Homelessness Response ..................................................................................... 10 Focus Area 5: Public Safety ...................................................................................................... 11 Focus Area 6: Infrastructure .................................................................................................... 11 Focus Area 7: Thriving Organization ...................................................................................... 12 Next Steps ................................................................................................................................................. 16 Finalizing the Strategic Plan ......................................................................................................... 16 Attachment A – City of Santa Cruz Community Survey Results .................................................. 17

1.4 Strategic Planning Briefing Book
Briefing Book Overview Baker Tilly
3 Briefing Book Overview
This briefing book serves as a resource for the City of Santa Cruz Strategic Planning Workshop to be held on Tuesday, April 18, 2023 from 9:00 a.m. to 3:00 p.m. It is provided as a starting point for discussion and integrates information gathered through a variety of engagement activities.

During the workshop, you will be asked to provide input on elements of the City’s Strategic Plan. You will first be briefed on the major themes and highlights from engagement activities, including the results of a community survey administered from December 15 to January 9 (Attachment A). Following the background, Council will in engage in discussion about the vision and potential focus areas for the City over the next five years. This briefing book contains the draft elements that will be discussed to provide time for reflection ahead of our time together.

Workshop Objectives
There are several objectives for the workshop, as listed below. • Establish a shared understanding of the elements to be included in the City’s Strategic Plan,
• Reflect on themes and perspectives conveyed through engagement activities and other advance work,
• Build consensus on the City’s vision for the next five years, and • Affirm the focus areas, goal statements and proposed strategies that the City will pursue.

Please review the contents in advance of the workshop.

1.5 Strategic Planning Briefing Book
Background Information Baker Tilly
4 Background Information
As part of the strategic planning process, we gathered input from a variety of sources.

1. Community Survey. Baker Tilly sought community input on City services and on priorities. The survey was provided in both English and Spanish. Highlights will be presented at the workshop and are included in Attachment A of this workbook.

2. Interviews with City Council. Baker Tilly conducted interviews with members of the City Council and reviewed published information on reported priorities. These occurred in December as a starting point for the process.

3. Department Head Input. Baker Tilly obtained input from staff and worked collaboratively with the City’s department heads to develop the draft focus areas, goal statements and strategies contained in this briefing book.

4. Background Documents. Baker Tilly reviewed a variety of background documents available online and provided by City staff.

5. Environmental Scan. Baker Tilly supported staff efforts to develop an environmental scan document that provides an overview of factors (internal and external) that impact the community and the organization to set the context for the strategic plan and inform the discussion about goals and strategies. Highlights will be presented in the workshop and a full report will be provided in advance of the workshop for review.

1.6 Strategic Planning Briefing Book
Background Information Baker Tilly
5 Strengths, Challenges, Opportunities, Threats
Baker Tilly identified major strengths, challenges, opportunities, and threats based on the information gathered through the combination of engagement activities including from the community, elected officials, and staff. The summary is provided below. •Natural environment; mild climate
•Beautiful place to live
•Parks and open spaces
•Passionate, engaged community
•Committed employees
•Reputation for being welcoming of
diversity
•Climate action and sustainability
programs
•Teamwork amongst city staff
•Thriving arts community
Strengths
•Rising home prices, lack of affordable
housing
•Impacts of homelessness, including
environmental damage
•Workforce stability
•Recruiting and retaining talent
•Critical infrastructure needs
•Limitation of resources
•Pressure of policy demands
•Transition to Council districts
•Unsustainable service level expectations
•Budget not fiscally sustainable
(“unfunded mandates”)
Challenges
•Clean and safe parks and open space
•New governance structure (e.g., directly
elected Mayor)
•Increased collaboration between the city,
county, and university
•Expanded community engagement to
bring in more voices
•Support for housing creation for low- and
moderate-income households, including
workforce housing
•Downtown Plan Expansion
•Investment in community beautification
projects
•Support for workforce development and
attracting higher-paid jobs
Opportunities
•Water supply security for the
community
•Distrust in government narrative
•Climate change vulnerability
•Lawsuits
•Mental health and substance abuse
crises
•Impacts of unanticipated weather
events; emergencies
•Developing a reputation as unsafe or
unclean
Threats

1.7 Strategic Planning Briefing Book
An Introduction to the Strategic Planning Process Baker Tilly 6 An Introduction to the Strategic Planning Process
A citywide strategic plan is fundamental to successful work planning. The Strategic Plan is a policy document that will reflect the policy and project priorities of the Council once adopted.

It will inform budgeting and annual staff work plans. After adoption of the Strategic Plan, our team will provide a template for an Implementation Action Plan that City staff can use in making assignments and establishing timelines for implementing the strategies. That document will contain the operational activities that contribute to implementing the strategic plan and will serve as a management tool for ensuring progress, tracking results, and reporting updates.

Strategic Plan Framework
The graphic illustration below shows the key components of the strategic plan.

The vision sets the focus for the future. It is a
statement of where the organization wants to be.

Focus areas are closely aligned with the vision and
state the desired outcomes to be achieved. These
areas provide strategic focus for what the
organization will do. They help City leaders
decide which of the many worthy projects should
be done and when, within available resources.

Goal statements associated with each focus area
provide clarity and direction of what the City
seeks to achieve.

Strategies are the means to achieve the desired outcomes for each strategic focus area. They articulate how the organization will pursue outcomes. Strategies generally include broad areas to pursue, rather than individual projects.

A workplan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Workplans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well suited to periodic check-in about progress, changes or challenges.

Success indicators are developed to track progress towards each goal in the strategic plan.

1.8 Strategic Planning Briefing Book
City of Santa Cruz Vision Baker Tilly
7 City of Santa Cruz Vision
Vision
A vision is a statement of the desired future and describes what the City hopes to accomplish and what kind of organization it hopes to become. The vision should be aspirational.

Characteristics of effective vision statements.
• States the desired future of the organization.
• Short enough to be easily remembered.
• Is written in the present tense as if the City is already there in the future. • Is vivid, challenging, inspiring and succinct.

The City of Santa Cruz adopted a citywide vision statement in the Re-Envision Santa Cruz interim recovery plan. It is presented below.

Building a future for everyone, together.

Reflection about the existing VISION Statement
What do you like about the existing statement?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Is there anything you would change?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Two additional options have been developed based through engagement activities.

Option A: A thriving community based on equity, health, wellness and sustainability.

Option B: A fiercely vibrant and resilient community.

1.9 Strategic Planning Briefing Book
City of Santa Cruz Vision Baker Tilly
8 Reflection about the optional VISION Statements
What do you like about Option A?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ What do you like about Option B?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Extra Credit
Draft an alternative vision statement to share with colleagues during the workshop. __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

1.10 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
9 Focus Areas and Strategies
Focus areas will guide the direction and focus of the organization for the next five years. Goal statements elaborate what is to be achieved in each focus area. Strategies express how the City plans to accomplish its goals.

The focus areas and goal statements, together with the proposed strategies below were developed based on information from the community survey, City Council interviews and department head input. These are intended as a starting point for discussion. You are encouraged to review in advance of the workshop to come prepared to share your thoughts. You may wish to use the space provided to write down your ideas (see page 13).

Focus Area 1: Fiscal Sustainability and Transparency
Goal statement: Ensure that the city is on a strong financial trajectory, through planful investments and revenue development.

Proposed Strategies
• Identify new and expanded revenue sources that provide sufficient resources and facilities to deliver services and programs to the community • Identify and adopt short- and long-term service priorities and fund them within available resources
• Develop financing strategies for capital investments and deferred infrastructure needs as identified in the long-range financial plan
• Evaluate cost recovery levels and identify fees that need to be updated • Create community participation opportunities and training to increase understanding of the City’s financial standing and transparent fiscal decision making • Modernize financial management software to streamline and automate the City’s processes, help identify patterns and data trends, and improve accuracy Focus Area 2: Strong Business Communities and a Vibrant Downtown Goal statement: Cultivate thriving businesses and a vibrant downtown to support local economic health.

Proposed Strategies
• Support and expand Santa Cruz’s diverse and robust businesses • Promote Downtown as a pedestrian-friendly center for commerce, housing, and transportation, including implementation of the Downtown Plan Expansion • Grow events and cultural activities in the downtown, wharf and other commercial areas to attract residents and visitors

1.11 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
10 • Regularly evaluate effectiveness and update City programs and other efforts to enhance and enliven Downtown and other commercial areas (for example, pop-ups, outdoor dining, public art, beautification programs)
• Invest in public and green spaces to create a welcoming, safe and attractive place to spend time
• Make downtown a place that people feel safe
Focus Area 3: Housing
Goal statement: Create and preserve housing for all with a focus on affordable and workforce housing.

Proposed Strategies
• Support diversity in housing types and affordability levels to accommodate present and future housing needs of Santa Cruz residents
• Implement policies and programs that promote fair housing and equitable access to housing opportunities
• Maximize development opportunities to repurpose existing land in support of a thriving community
• Certify and implement the Housing Element to increase housing production and enable increased funding eligibility
• Leverage government resources and private financing and partnerships to create affordable housing projects in the community
• Update and streamline regulations and procedures to reduce barriers for development of housing
• Support housing production for permanent supportive housing and low-, very low-, and extremely-low income housing
• Ensure development is adequately balanced with increasing demand on city services Focus Area 4: Homelessness Response
Goal statement: Move toward positive outcomes in homelessness response, safety and health, balancing the interests of persons who are unhoused and housed, and the business community.

Proposed Strategies
• Reduce the presence and impacts of encampments in the City • Obtain sustainable funding for homelessness response programs • Provide temporary shelter and interim housing in a manner that supports rehousing people

1.12 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
11 • Collaborate with our community partners to create a regional approach to homelessness
• Provide services for people at risk of eviction to prevent homelessness • Maintain and update the Homelessness Response Action Plan • Provide outreach services for people living outdoors and in vehicles so they can be connected to housing and support services
Focus Area 5: Public Safety
Goal statement: Provide public safety services that support well-being and healthy communities.

Proposed Strategies
• Collaborate with stakeholders and allied agencies to find areas for increased alignment and accountability
• Evaluate and potentially establish a Mobile Crisis Response Unit for the city • Conduct a standards of coverage study for Fire to identify issues and needs • Determine feasibility and funding of a regional public safety training center • Identify opportunities for shared services and facilities with neighboring agencies • Evaluate opportunities to utilize new technology, including replacement of aging radio/communication infrastructure, to enhance public safety effectiveness and efficiency
Focus Area 6: Infrastructure
Goal statement: Invest in sustainable, climate-adapted infrastructure and community assets.

Proposed Strategies
• Invest in technologies to preserve, protect, and enhance current and future infrastructure
• Develop a skilled and trained workforce that can plan, develop, implement and operate climate adapted infrastructure projects, facilities and community assets • Improve public transportation infrastructure that would provide better access to job opportunities and less reliability on car ownership
• Identify and prioritize needed capital investments to support climate adaptation and achieve sustainability goals
• Continue aggressively identifying and pursuing grant and low-interest loan financing programs, including becoming educated on how to best plan and structure projects to be grant-eligible

1.13 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
12 Focus Area 7: Thriving Organization
Goal statement: Advance a high performing organization where employees are empowered to deliver outstanding services to the community.

Proposed Strategies
• Foster a positive workplace culture where all employees are valued, included, and supported
• Increase employee engagement and recognition to ensure employees are productive and feel connected
• Address recruitment and retention challenges
• Drive diversity, equity and inclusion efforts to strengthen sense of belonging among city staff
• Create opportunities for training and professional growth for employees at all levels • Provide for a safe work environment
Draft Focus Areas, Goal Statements and Strategies – Reflection Instructions
Review the draft focus areas, goal statements and strategies and answer the following questions based on your review.

Focus Area 1: Fiscal Sustainability and Transparency

1. What would you change?

2. Is anything missing?
_____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

1.14 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
13 Focus Area 2: Strong Business Communities and Vibrant Downtown

1. What would you change?

1.15 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
14 Focus Area 4: Homelessness Response

1. What would you change?

1.16 Strategic Planning Briefing Book
Focus Areas and Strategies Baker Tilly
15 Focus Area 6: Infrastructure

1. What would you change?

1.17 Strategic Planning Briefing Book
Next Steps Baker Tilly
16 Next Steps
Finalizing the Strategic Plan
After the strategic planning workshop on April 18, City staff, with assistance from Baker Tilly, will refine the elements in the strategic plan using the feedback from workshop participants. A draft will be presented to the City’s leaders for an additional round of feedback and edits before being finalized.

1.18 Strategic Planning Briefing Book
Attachment A – City of Santa Cruz Community Survey Results Baker Tilly 17 Attachment A – City of Santa Cruz Community Survey Results Introduction
Baker Tilly deployed a community survey to obtain input regarding strategic plan priorities for the City of Santa Cruz. The survey questions were developed by Baker Tilly and were refined following a discussion with the Santa Cruz project team. We used the SurveyMonkey™ platform to conduct the survey and compile the anonymous responses. The survey results offer many useful insights.

On December 15, 2022, the survey was deployed in both English and Spanish via the City’s social media channels. The survey was open through January 9, 2023 and we received responses from a total of 275 community members. No responses were submitted to the Spanish version of the survey.

Survey Results
The survey was designed to elicit feedback from development review customers about what works well with the development review process and what areas could be improved. Respondents were first asked to provide background on their role in the development review process, the components they have used recently, and how recent their latest communication with the development review staff was.

Strengths are existing positive qualities that City leaders can build on to achieve a desired vision for the future. Table 1 shows the level of agreement that each item is a strength of Santa Cruz. • The top four strengths all relate to the natural amenities including mild climate, natural environment, beautiful place to live and parks and open spaces. • Passionate, engaged community rounds out the top five. • The lowest rated strengths include innovative programs and services and a thriving downtown.

Table 1. Thinking about the City of Santa Cruz as a community and Santa Cruz’s government, indicate whether you strongly agree, agree, disagree or strongly disagree that each item below is a strength of Santa Cruz.

Answer Choices
Weighted
Average
Mild climate 3.52
Natural environment 3.47
Beautiful place to live 3.42
Parks and open spaces 3.17
Passionate, engaged community 3.04
Committed employees 2.97
Climate action and sustainability programs 2.83
Teamwork amongst city staff 2.58
High level of service 2.58

1.19 Strategic Planning Briefing Book
Attachment A – City of Santa Cruz Community Survey Results Baker Tilly 18 Answer Choices
Weighted
Average
Stable revenue 2.41
Resilient city organization 2.40
Collaboration with the community and other
agencies 2.40
Innovative programs and services 2.39
Thriving downtown 2.12
Opportunities may exist as unrealized or untapped potential within the community. These opportunities, if acted upon, could enhance the City in the future.

The survey results show that the highest level of agreement among respondents is for • clean and safe parks and open spaces (64.48% strongly agree and 28.19% agree) • securing a water future for the community (60.23% strongly agree and 31.66% agree) • improving communications with the community (47.88% strongly agree and 39.38% agree) • increasing collaboration between the city, county, and university (50.97% strongly agree and

36.29% agree)
• investing in infrastructure (49.42% strongly agree and 34.36% agree), and • investing in affordable housing for low- and moderate-income households (50.19% strongly agree and 30.50% agree).

The top themes of the open-ended responses indicate homelessness and housing is top of mind. There is a need for better coordination with state, county, and city governments to provide housing for the homeless and change zoning to allow for high density living with support services.

Respondents also mentioned the city's and the need for revitalization and safety in the downtown area, as well as the negative impact of new building heights and heritage tree removal on the environment.

Public safety-related comments include concerns about the high crime rate in the city, the drug epidemic and homelessness, and the ineffectiveness of the police and legal system.

Positive comments were received about the city's natural beauty, thriving arts community, the University of California, Santa Cruz, and the city's demographics and reputation for being welcoming of diversity and the city’s commitment to genuine community engagement.

However, there are also negative comments about the city's treatment of those with less financial resources, lack of inclusion of community and nonprofit efforts, and the state of the streets and public spaces.

1.20 Strategic Planning Briefing Book
Attachment A – City of Santa Cruz Community Survey Results Baker Tilly 19 Vision
A vision statement expresses a desired future.

The vision of Re-Envision Santa Cruz is Building a future for everyone, together. The plan is centered on sustainability, equity, community engagement, and essential services to guide actions.

61.9% of respondents agree the current vision statement and areas of focus reflect what the City of Santa Cruz should strive to be.

The top three key words or phrases respondents would use to describe the vision for the City of Santa Cruz include environmentally focused, fiscally sustainable, and safe. Open-ended remarks include downtown, community and changing.

Key Priority Areas
Considering your vision for Santa Cruz respondents chose priorities that City leaders should focus on in the next three years. The items listed below in italics were identified as key areas in the Re-Envision Santa Cruz plan and remained top of mind for the community. Homelessness response was added to the list of existing focus areas as the number one response. • Homelessness response (37.7%)
• Downtown and business revitalization (37.3%)
• Infrastructure (facilities and natural resources/parks + open spaces) (37.3%) • Fiscal sustainability (33.6%)
Demographics
Table 2. Which of the following best describes your relationship to the City of Santa Cruz? (Check all the apply).

Answer Choices Responses
Live in Santa Cruz 67.08% 163
Shop, eat or use services in Santa Cruz 62.55% 152
Work in Santa Cruz 54.32% 132
Live in Santa Cruz County but not the City of Santa Cruz 24.28% 59 Own a business in Santa Cruz 16.46% 40
Other (please specify) 13.17% 32
Member of a City board or commission 8.23% 20

1.21 Strategic Planning Briefing Book
Attachment A – City of Santa Cruz Community Survey Results Baker Tilly 20 Figure 1. Age range of respondents

1.22 ENVIRONMENTAL SCAN
2023
5 - Y E A R S T R A T E G I C P L A N

1.23 TABLE OF CONTENTS
02 Demographic Trends
03 Economic Development
04 Housing & Homelessness
05 Infrastructure & Safety
06 Organizational Trends
01 Introduction

1.24 INTRODUCTION

COMMUNITY SURVEYS
275

DIRECTOR SURVEY RESPONSES
13 COUNCIL INTERVIEWS
6 The City of Santa Cruz is a lively and diverse place where things are constantly changing. To make sure we're keeping up with the needs of the people who live and work here, we need to do an environmental scan to help identify areas for improvement.

The purpose of this report is to highlight local trends to inform the discussion of potential focus areas and key strategies for the City of Santa Cruz over the next five (5) years. As the City grows and changes, it's important to examine what's happening within the community. That's where the environmental scan comes in. We can better anticipate the opportunities and challenges by gathering information about the City's demographics, economic conditions, and social trends.

The goal of this report is to help guide the Santa Cruz 5-Year Strategic Plan process. The strategic plan is a collaborative effort that reflects the values, goals, and strategies of the Mayor, Councilmembers, City staff, and community members. By examining the factors that could impact the City's future, we can create a roadmap that sets Santa Cruz up for success through the years to come.

WHAT IS AN ENVIRONMENTAL SCAN?
The City of Santa Cruz has teamed up with Baker Tilly, a highly respected consulting firm, to create a vision for the City's future. Baker Tilly has a reputation for helping organizations achieve their goals through strategic planning and organizational development consulting services. By working together, the City and Baker Tilly can identify emerging trends, gather data, and get input from the community to ensure that the vision for the future reflects the needs and desires of everyone in Santa Cruz.

The partnership highlights the City's dedication to building a sustainable and resilient future that benefits everyone - residents, businesses, and visitors alike. With Baker Tilly's expertise, Santa Cruz can develop practical solutions and a plan of action to achieve its goals for the future.

DEVELOPING OUR STRATEGIC VISION

1.25 DEMOGRAPHIC TRENDS
01 Census Data
Datausa.io
This data point provides information on the age range of the City's population. In addition, it helps anticipate potential demands for services and resources.

SOURCES

AGE DISTRIBUTION
Census Data
This data point tracks the change in the City's population over time.

SOURCES

POPULATION GROWTH
02 Census Data
This data point provides a breakdown of the City's population by ethnicity.

SOURCES

DEMOGRAPHIC
03 Census Data
This data point provides information on the level of education attained by Santa Cruz residents greater than 25 years old.

SOURCES

EDUCATION
04 This section presents data showing population growth along with notable demographic trends in Santa Cruz.

1.26 From 2010 to 2020, the population steadily grew by 11.6%, with the most significant increase between 2011 and 2012, at a growth rate of 2.2%. However, the smallest increase occurred between 2018 and 2019, with only a 0.4% growth rate.

While there were no significant spikes or dips in the population growth rate, the steady increase may result in demand for increased City services.

POPULATION GROWTH (2010-2020)
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG TOTAL POP 58,269 59,022 60,319 61,245 62,045 62,752 63,310 63,993 64,273 64,522 65,011 11.6% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
75,000
50,000
25,000
0 1.27
The age distribution data shows that Santa Cruz has experienced notable changes in population demographics over the past decade.

This could have implications for healthcare, social services, and other areas that serve older adults. In contrast, the population aged 35 to 64 decreased by 3.2% over the same period. Additionally, the data highlights a significant increase of almost 18% in the population aged 18 to 34. The percentage of individuals under 18 saw a slight decrease of 0.6% over the same period. These demographic changes may affect public policy, such as planning to provide healthcare, housing, and social services.

Overall, the most significant increase occurred in the population of people over 65, which rose by 58.9% between 2010 to 2020. This trend aligns with the general aging of the US population, but the increase in Santa Cruz is much higher than the national average of 16.8% (US Census Bureau, n.d.).

AGE DISTRIBUTION (2010-2020)
AGE GROUP 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG < 18 8,284 8,713 9,221 8,980 8,678 8,698 8,369 8,346 8,339 8,245 8,238 -0.6% 18-34 24,696 24,373 24,944 26,310 27,274 27,367 27,806 27,853 28,427 28,505 29,128 18.0% 35-64 20,181 20,860 20,786 20,538 20,599 20,608 20,513 20,676 20,007 19,866 19,528 -3.2% > 65 5,108 5,076 5,368 5,417 5,494 6,079 6,622 7,118 7,500 7,906 8,117 58.9% TOTAL POP 58,269 59,022 60,319 61,245 62,045 62,752 63,310 63,993 64,273 64,522 65,011 11.6% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
75,000
50,000
25,000
0 1.28
AM. INDIAN &
ALASKA
NATIVE
ASIAN

BLACK OR
AFRICAN AM.

NATIVE HAW.
& PAC.

ISLANDER
OTHER RACE 2+ RACES

HISPANIC OR
LATINO
WHITE
2010 428 3,431 772 170 1,565 2,630 11,094 49,273
2015 342 5,362 1.204 69 3,039 3,630 12,927 49,106
2020 456 6,723 1,378 48 4,190 5,031 13,467 47,185
% CHG 6.5% 96.0% 78.5% -71.8% 167.7% 91.3% 21.4% -4.2%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
80,000
60,000
40,000
20,000
0 The demographic data from 2010 to 2020 shows the changes in its population composition. The number of American Indian and Alaska Native residents increased by 28, from 428 in 2010 to 456 in 2020, while Hispanic or Latino residents grew from 11,094 to 13,467.

The number of Asians increased substantially, from 3,431 in 2010 to 6,723 in 2020; Black or African American residents increased by 606, from 772 in 2010 to 1,378 in 2020; Other Race residents increased from 1,565 to 4,190; and 2+ Races from 2,630 to 5,031.

However, Native Hawaiian and Pacific Islanders significantly decreased from 170 in 2010 to 48 in 2020, and Whites slightly decreased from 49,273 to 47,185.

The overall data suggest that the area has become more diverse over the past decade, with significant increases in the Asian, Black or African American, Other Race, and 2+ Races categories and a decrease in the Native Hawaiian and Pacific Islander and White populations. The findings have implications for the social and economic fabric of Santa Cruz, including the need to address issues such as cultural diversity, workforce development, and resource allocation.

DEMOGRAPHIC (2010-2020)

1.29 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 40,000
30,000
20,000
10,000
0 DEGREE 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG

HS GRAD,

GED OR ALT
4,388 4,514 4,649 4,943 4,766 4,432 4,578 4,890 4,582 4,493 4,199 -4.3%

SOME COLL
& AA
8,653 8,865 9,587 9,839 10,017 9,810 4,921 10,154 10,082 10,075 10,523 21.6% BA 9,891 10,145 9,668 9,619 9,429 9,841 9,892 10,334 10,050 10,175 9,972 0.8%

MA, PROF &
PHD
7,293 7,505 7,680 7,358 7,476 7,882 8,039 8,523 8,663 9,379 9,532 30.7% This data shows the education obtainment of people aged 25 and above in Santa Cruz from 2010 to 2020 and the percentage change in the population's education level during this period. In 2010, most people had a bachelor's degree (9,891), followed by those with some college and associate's degree (8,653) and those with a master's, professional, or doctoral degree (7,293). The fewest people had a high school degree, GED, or alternative education (4,388).

In 2020, the highest number of people still had a bachelor's degree (9,972), followed by those with some college and associate's degree (10,523) and those with a master's, professional, or doctoral degree (9,532).

The fewest people still had a high school degree, GED, or alternative education (4,199). Looking at the percentage change from 2010 to 2020, there was a decrease of 4.3% in the number of people with a high school degree, GED, or alternative education and a slight increase of 0.8% in the number of people with a bachelor's degree. In contrast, there was a significant increase of 21.6% in the number of people with some college education and associate's degree and 30.7% in the number of people with a master's, professional, or doctoral degree.

Overall, this data suggests that Santa Cruz experienced an increase in higher education levels, particularly in some college and associate's degree and those with a master's, professional, or doctoral degree. These trends indicate that the City is becoming more educated.

EDUCATION (2010-2020)

1.30 ECONOMIC DEVELOPMENT
01 U.S. Bureau of Labor Statistics (BLS)
This data point provides information on the types of industries that employ residents that are 16 years and older. This helps understand the City's economic base and identify areas of growth and diversification.

SOURCES

EMPLOYMENT DISTRIBUTION BY INDUSTRY
City of Santa Cruz, Economic Development Department
California Employment Development Department, 2018; Strategic Economics, 2020 This data point provides information on industries that are unique to the City and may offer opportunities for economic growth. This helps identify areas of economic specialization and promote economic development.

SOURCES

SPECIALIZED INDUSTRIES
02 City of Santa Cruz, Economic Development Department
State of California, Employment Development Department
This data point provides information on the number of residents who are unemployed in the City. This helps identify areas where job growth is needed and understand the overall economic health.

SOURCES

UNEMPLOYMENT
03 City of Santa Cruz, Economic Development Department
CoStar Property Data
This data point reflects the number of vacant commercial properties in the downtown area and is an important indicator of the economic health and vitality of the community. A high vacancy rate can signal an economic issue or a lack of investment in the downtown area.

SOURCES

DOWNTOWN RETAIL VACANCY RATE
04 This section analyzes economic indicators such as the median household income, poverty level, and unemployment rate to assess the overall economic health of the community. This will also review specialized industries and employment distribution by industry to identify economic growth and development opportunities.

1.31 05
City of Santa Cruz, Economic Development Department
The number of active business licenses reflects the number of businesses operating within the City. This data point is important for understanding the local economy.

SOURCES

BUSINESS LICENSES
City of Santa Cruz, Public Works Department
This data point provides insight into the usage of the wharf and the number of people visiting the area. This provides insight into tourism trends in the area.

SOURCES

WHARF PARKING & VISITORS
06 Census Data (City)
Census Data (County)
Census Data (State)
This data point provides information on the average income earned by households in the City. It helps understand economic health and identify areas where economic development is needed.

SOURCES

MEDIAN HOUSEHOLD INCOME
07 City of Santa Cruz, Finance Department
City of Santa Cruz, Planning Department
This data point shows the amount of revenue generated by business licenses. It is an important metric for measuring economic growth and financial health.

SOURCES

BUSINESS LICENSE FEE
08 Census Data
This data point provides information on the percentage of residents in poverty. This helps identify areas where social services and resources are needed.

NOTE: The Census Bureau uses a set of money income thresholds that vary by family size and composition to determine who is in poverty. If the total income for a family or unrelated individual falls below the relevant poverty threshold, then the family (and every individual in it) or unrelated individual is considered in poverty.

SOURCES

POVERTY LEVEL
09 1.32
10 Census Data
This data point provides information on the average time residents spend commuting to work. This helps assess transportation needs and identify areas where transportation infrastructure may need to be improved.

SOURCES

AVERAGE COMMUTE TIME

1.33 The data provided shows the distribution of employment by industry in Santa Cruz in 2010, 2015, and 2020.

In 2010, the largest employment sector was in education, with 31.3% of the employed population working in this sector, followed closely by retail at 10.3%. Other notable industries with significant employees included professional services at 11.4% and arts at 12.9%.

In 2015, there was a shift in employment distribution by industry. Education slightly decreased to 29.6%, while retail increased to 11.4%. Arts also experienced an increase of 15.5%.

In 2020, the distribution of employment by industry changed again. Education increased to 32.4%, while retail decreased to 10%. Professional services also increased to 13%, while arts decreased to 14.9%.

Transportation increased to 2.5%, as did information at 3%.

Overall, there was an 12% increase in employed individuals from 2010 to 2020. While there were some fluctuations in the distribution of employment by industry, it was relatively stable in industries like professional services, education, and arts. It is worth noting that there's a shift from traditional industries such as agriculture, manufacturing, wholesale, retail, and public administration.

EMPLOYMENT DISTRIBUTION BY INDUSTRY (2010, 2015, 2020)

1.34 TOURISM &

HOSPITALITY

TECH & INFORMATION

SPECIALTY FOOD &
BEVERAGE MFG.

SPORTS & OUTDOOR
REC.

BIOTECH & LIFE

SCIENCES
# OF JOBS 2,419 1,428 894 562 558
% GROWTH 43% 38% 204% 33% 8%
Tourism & Hospitality

41.3%
Tech & Information

24.4%
Specialty Food & Beverage Mfg.

15.3%
Sports & Outdoor Recreation

9.6%
Biotech & Life Sciences

9.5%
# OF JOBS
The data shows the number of jobs in Santa Cruz from 2009 to 2018 for various specialized industry groups in Santa Cruz, based on 5,861 jobs. Tourism and hospitality have the highest number of jobs at 2,419 and experienced a 43% growth over the ten years following tech and information, with 1,428 jobs and a 38% growth rate.

Specialty food and beverage manufacturing has had a significant growth rate of 204% over the past ten years, with 894 jobs, sports and outdoor recreation having 562 jobs and a 33% growth rate, while biotech and life sciences have 558 jobs and 8% growth rate.

The data suggest that Santa Cruz has diverse specialized industries, with significant job growth in tourism and hospitality, tech and information, and specialty food and beverage manufacturing. These industries are likely to continue growing and contributing to the local economy in the future.

SPECIALIZED INDUSTRIES (2009-2018)

1.35 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG UNEMP 12.2% 11.9% 10.8% 9.3% 7.9% 6.7% 4.7% 3.9% 3.4% 3.3% 7.9% -4.3% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
15%
10%
5%
0%
The data shows how many people were unemployed from 2010 to 2020. There was a decrease in the unemployment rate from 12.2% in 2010 to 3.3% in 2019. However, in 2020, the unemployment rate rose dramatically to 7.9% due to the pandemic.

It's important to note that high unemployment rates can also have long-term effects on the City's economy. This can lead to less spending, which affects businesses, leading to a slowdown in economic growth and a decline in property values and tax revenues. This, in turn, affects the City to provide essential services to residents.

UNEMPLOYMENT (2010-2020)

1.36 The downtown retail vacancy rate data shows the percentage of vacant retail spaces in the downtown area between 2012 to 2022. From 2012 to 2015, the vacancy rate decreased steadily, indicating a healthy and growing retail sector. However, from 2015 to 2018, the vacancy rate increased slightly, indicating a slight slowdown in the growth in retail.

In 2019, the vacancy rate increased to 4.1%; in 2020, it increased further to 5.2%, indicating a significant increase in retail space vacancies. The rise in the vacancy rate in 2020 could be attributed to the impact of the COVID-19 pandemic on the retail industry, which caused many businesses to close down or reduce their operations.

In 2021, the vacancy rate continued increasing to 5.5%; in 2022, it slightly decreased to 5.1%. Although the overall trend indicates an increase in vacancies, it is worth noting that the data source, Costar, a leading provider of commercial real estate information, analytics, and online marketplaces, relies on realtors updating the data and is not always current and done actively. Therefore, the actual vacancy rate may differ from the reported data.

Overall, the downtown retail vacancy rate data shows the fluctuations in the retail sector and highlights the impact of external factors such as the COVID-19 pandemic on the industry.

DOWNTOWN RETAIL VACANCY RATE (2012-2022)
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG VACANCY 4.7% 4.0% 4.5% 3.5% 3.7% 3.2% 3.7% 4.1% 5.2% 5.5% 5.1% 8.5% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
6%
4%
2%
0%
This reflects old data,
which was been corrected
in next document.

1.37 The data shows the number of active business licenses between 2012 to 2022. Business licenses steadily increased from 2013 to 2017, however, from 2018 to 2019, there was a sharp increase in active business licenses, with 206 in 2019 being the highest number recorded. In 2020, there was a decrease of 18% in the number of active business licenses compared to 2019, and it's worth noting that the decrease could be attributed to the economic impact of COVID-19. In 2021, business licenses increased again. This could indicate a growing interest in starting businesses in the area, which positively affects the local economy.

The overall trend of active licenses increased between 2012 to 2022, with a change of 176.9%, and some fluctuations from year to year, indicating a growing economy and business climate in the area.

BUSINESS LICENSES (2012-2022)
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG ACTIVE 117 101 114 133 126 159 149 206 169 194 324 176.9% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
400
300
200
100
0 This reflects old data, which was
been corrected in next
document.

1.38 2014 2015 2016 2017 2018 2019 2020 2021 2022
$1,000,000
$750,000
$500,000
$250,000
$0
2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG
REVENUE $860,003.94 $846,569.95 $840,152.96 $859,908.26 $822,245.97 $880,532.23 $845,312.20 $793,150 $741,448.04 -13.8% The data includes business license revenue from the City. The data shows that the revenue decreased from $860,003.94 in 2014 to $741,448.04 in 2022, which represents a decline of 13.8%. On the other hand, the revenue from the State increased from $5,088 in 2014 to $21,120.48 in 2022, which represents an increase of 314.10%.

Overall, the revenue from business licenses in the area has been impacted, resulting in a decline in revenue from the City. The decline in City revenue could be attributed to various factors, such as a decrease in the number of businesses in the area, a decrease in business activity, or changes in the licensing fees. However, further analysis would be needed to understand the specific factors contributing to this trend.

BUSINESS LICENSE FEE (2014-2022)

1.39 2018 2019 2020 2021 2022 % CHG
TICKET IN 501,274 484,682 325,022 443,833 410,088 -18.2% 2018 2019 2020 2021 2022
600,000
400,000
200,000
0 The data provided gives us information about the number of visitors who entered the wharf between 2018 to 2022. Unfortunately, due to the COVID-19 pandemic and travel restrictions, there was a significant drop in ticketed visitors in 2020 and 2021. However, in 2022, the number of visitors increased slightly, although it remained lower than before the pandemic.

Looking at the data, we can see a slight decrease in ticketed visitors from 2018 to 2019. Then, from 2019 to 2020, there was a sharp drop of around 33%.

Overall, the data shows a significant decrease of about 18.2% in the number of visitors entering the wharf compared to 2018.

WHARF PARKING & VISITORS (2018-2022)

1.40 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 $100,000
$75,000
$50,000
$25,000
$0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG CITY $61,207 $63,110 $62,755 $61,600 $61,533 $62,164 $62,471 $65,421 $70,102 $77,921 $86,618 41.5% COUNTY $65,253 $66,030 $66,571 $66,519 $66,923 $67,256 $70,088 $73,663 $78,041 $82,234 $89,986 37.9% STATE $60,883 $61,632 $61,400 $61,094 $61,489 $61,818 $63,783 $67,169 $71,228 $75,235 $78,672 29.2% The data represents the median household income for the City, County, and State from 2010 to 2020. The median household income for the City in 2010 was $61,207, steadily increasing over the years, reaching $86,618 in 2020, representing a 41.5% increase over the decade.

Similarly, the median household income for the County in 2010 was $65,253, which also increased over the years, reaching $89,986 in 2020, representing a 37.9% increase over the decade.

On the other hand, the median household income for the State in 2010 was $60,883, which increased to $78,672 in 2020, representing a 29.2% increase over the decade.

Overall, the City and County experienced a higher growth rate and median household income over the decade than the State.

It is important to consider the cost of living in these areas. A higher income may not necessarily mean a higher standard of living if the cost of living in the area is also high. In other words, if the cost of living is high, it may take a higher income to maintain the same standard of living that a lower income could support in an area with a lower cost of living. Therefore, it's crucial to analyze both the median household income and the cost of living to get a complete understanding of the economic situation in the City.

MEDIAN HOUSEHOLD INCOME (2010-2020)

1.41 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 25%
20%
15%
10%
5%
0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG

POVERTY
LEVEL

17.8% 20.2% 20.9% 21.9% 24.3% 23.8% 24.1% 24.4% 23.6% 20.9% 20.2% 2.4% The data shows the poverty level percentage from 2010 to 2020. In 2014, poverty levels peaked at 24.3%, and while there was a slight improvement in the following years, poverty remained relatively high, with about 20.2% of the population living in poverty in 2020.

The data indicate that poverty remains an issue in the area, and while there was some improvement, it was not significant over the past decade.

POVERTY LEVEL (2010-2020)

1.42 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG AVG TIME 22.10 22.30 21.90 22.00 21.90 22.30 22.30 23.50 23.50 23.50 23.00 4.1% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
30 20
10 0
The data represents the average commute time for the years 2010-2020. The average commute time has remained relatively consistent, with a slight increase from 22.10 minutes in 2010 to 23.00 minutes in 2020, representing a 4.1% increase over the decade. However, 2017 increased to 23.50 minutes, and 2018 to 2019 had the same. Specific factors may contribute to this increase in average commute time, including changes in traffic patterns, increased population growth, or changes in transportation options.

Overall, this data suggests that commute times have remained relatively stable over the past decade, with a modest increase in recent years.

AVERAGE COMMUTE TIME (2010-2020)

1.43 HOUSING & HOMELESSNESS
01 Census Data
This data point provides information on the average cost of homes in the City. It helps understand the housing market and identify areas where affordable housing may be needed.

SOURCES

MEDIAN HOME PRICES
City of Santa Cruz, Economic Development Department
This data point provides information on the percentage of households that own their homes versus those that rent. It helps understand the City's housing market and identifies areas where affordable housing may be needed.

SOURCES
HOUSHOLD: OWN VS. RENT
02 Census Data
This data point shows the median cost of rent in the City and helps understand the local housing market and affordability.

SOURCES

MEDIAN RENT
03 City of Santa Cruz, Planning Department
This provides information on the number of housing units at specific affordability levels for the City of Santa Cruz to accommodate its projected housing needs. The City is responsible for identifying adequate sites, providing appropriate zoning, and removing regulatory impediments to incentivize growth and housing production.

SOURCES

REGIONAL HOUSING NEEDS ASSESSMENT (RHNA)
04 This section examines the point-in-time count of individuals experiencing homelessness and the efforts the City has made to mitigate homelessness. It also analyzes median home prices, household ownership vs. renting, and the aging nature of the City infrastructures.

1.44 05
City of Santa Cruz, Economic Development Department
City of Santa Cruz, Planning Department
This data reflects the number and status of current and pending housing projects. It provides insight into how the City addresses the RHNA requirement, the state of the local housing market, and future housing availability.

SOURCES
HOUSING: CURRENT & PENDING PROJECTS
06 07
Santa Cruz County, Housing for Health Partnership
This data point provides an estimate of the number of residents experiencing homelessness in the City at a given point in time. It helps identify areas where homeless services and resources are needed.

SOURCES

HOMELESS POINT IN TIME (PIT) COUNT
City of Santa Cruz, Homelessness Response Team
This data point provides information on the efforts and investments made by the City to address housing and homelessness. It helps understand the city's priorities and identifies areas where additional resources may be needed.

SOURCES

NOTABLE EFFORTS TO MITIGATE HOMELESSNESS

1.45 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG SINGLE $503,125 $451,588 $486,278 $603,750 $659,625 $706,750 $783,000 $825,000 $898,000 $999,999 $1,091,600 117.0% CONDO $300,000 $279,225 $300,000 $371,750 $419,000 $452,500 $525,000 $545,000 $597,250 $627,500 $619,000 106.3% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
$1,250,000
$1,000,000
$750,000
$500,000
$250,000
$0
Based on the data provided, the median home prices in the City have increased significantly from 2010 to 2020. The median home price for single-family homes in 2010 was $503,125, which increased to $1,091,600 in 2020, representing a 117% increase over the decade. Similarly, the median home price for condos in the City was $300,000 in 2010 and increased to $619,000 in 2020, representing a 106.3% increase over the same period.

This data shows a consistent upward trend in the median home prices in the City, indicating a strong demand for housing in the area.

MEDIAN HOME PRICES (2010-2020)

1.46 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG OWNER

OCCUPIED
45% 45% 44% 44% 43% 44% 44% 47% 47% 40% 46% 1%
RENTER

OCCUPIED
55% 55% 56% 56% 57% 56% 56% 53% 53% 60% 54% -1%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
75%
50%
25%
0%
The data on household ownership versus renting shows some interesting trends. From 2010 to 2020, the percentage of households that were owner-occupied increased from 45% to 46%, a relatively small change of 1%.

However, when looking at the trend over the entire decade, there are some noteworthy changes. The percentage of owner-occupied households remained relatively stable, fluctuating between 44% and 47% each year except for a significant drop to 40% in 2019 before rebounding to 46% in 2020. This suggests that there may have been some external factors affecting the housing market during that time period.

On the other hand, the percentage of renter-occupied households remained relatively stable over the decade as well, fluctuating between 53% and 57% each year except for a peak of 60% in 2019. The decrease to 54% in 2020 may be due to the economic impact of the COVID-19 pandemic, which led to job losses and economic uncertainty, potentially making it more difficult for renters to afford housing.

Overall, this data suggests that while there may have been some changes in the housing market over the decade, most households remained either renters or owners.

HOUSEHOLD: OWN VS. RENT (2010-2020)

1.47 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG < $999 3,172 2,931 2,603 2,638 2,366 2,406 2,473 -- -- -- 1,366 -56.9% $1,000-1,499 4,079 3,635 3,500 3,146 3,090 3,139 3,092 -- -- -- 1,523 -62.7% > $1,500 4,092 4,834 5,544 5,652 6,043 -- -- -- -- -- -- N/A $1,500-$1,999 -- -- -- -- -- 3,224 3,054 -- -- -- 2,664 N/A $2,000-$2,499 -- -- -- -- -- 1,659 1,964 -- -- -- 3,307 N/A $2,500-$2,999 -- -- -- -- -- 764 866 -- -- -- 1,242 N/A > $3,000 -- -- -- -- -- 477 606 -- -- -- 1,506 N/A
MEDIAN RENT $1,293 $1,369 $1,463 $1,490 $1,547 $1,545 $1,576 $1,780 $1,992 $1,979 $2,038 57.6% # SURVEYS 11,343 11,400 11,647 11,436 11,499 11,669 12,055 -- -- -- 11,608 2.3% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
$2,500
$2,000
$1,500
$1,000
$500
$0
The data provided shows the median rent for various price ranges and the number of surveys conducted each year. Overall, there has been an increase in median rent prices between 2010 to 2020. In 2010, the median rent was $1,293; by 2020, it had increased to $2,038, representing a 57.6% increase. For the price ranges below $1,500, the median rent prices have fluctuated but have generally increased over the years.

On the other hand, the median rent prices for the lowest price range, < $999, decreased.

In conclusion, it is worth noting that the number of surveys conducted each year varies and could affect the accuracy of the median rent data. There was also a shift in how the Census Data recorded the rent range > $1,500 between 2014 and 2015. The overall trend suggests that the median rent prices in the area have increased significantly over the past 10 years, particularly in the higher price ranges.

MEDIAN RENT (2010-2020)

1.48 INCOME LEVEL

VERY LOW

INCOME UNITS
(VLI)

LOW INCOME
UNITS
(LI)

MODERATE
INCOME
(MOD)
ABOVE

MODERATE

INCOME UNITS

TOTAL UNITS
CURRENT 5TH CYCLE RHNA
(2015-2023) 180 118 136 313 747
UPCOMING 6TH CYCLE RHNA
(2023-2031) 859 562 709 1,606 3,736
The Regional Housing Needs Assessment (RHNA) is a process mandated by State Housing Law that requires local governments to update their Housing Elements periodically. During this process, the State Office of Housing and Community Development (HCD) projects population growth in different areas. It designates regional Councils of Government (COGs) as the agencies responsible for determining how that growth should be allocated among the jurisdictions within those regions.

The City of Santa Cruz is part of the Association of Monterey Bay Area Governments (AMBAG) region, which released a draft plan in April 2022 for the 6th cycle of RHNA. This plan was finalized and adopted in Fall 2022 and will run from December 31, 2023, to December 15, 2031.

For this 6th cycle, the City of Santa Cruz has been assigned 3,736 housing units at specific affordability levels to accommodate the City's projected housing needs. This is known as the City's RHNA, and it's important that the City identifies adequate sites for this estimated growth and provides the appropriate policies, programs, and zoning to incentivize the development of this housing.

While the City can support affordable housing development through programs and funding, it is not responsible for constructing housing. Instead, the City's role is to ensure opportunities for housing development by providing zoning regulations and removing any regulatory barriers to housing production.

The following chart on the following two (2) pages shows current and pending projects with different categories that relate to an affordability level and a specific number of units in a project: Very Low Income (VLI), Low Income (LI), and Moderate Income (MOD). These are based on calculations found either in the City's Ordinances or State Law.

These levels determine the tenants that qualify to live in the units and the maximum rent amounts that property owners can charge. The diversity of income levels in these projects is crucial to meeting the City's housing goals, as outlined in the 6th Cycle Regional Housing Needs Allocation. It's important to note that Advanced Planning is currently working on the Housing Element of how the City plans to meet State's goals. In addition, developing 100% affordable housing projects requires extensive coordination between developers and the City to secure funding for the project.

REGIONAL HOUSING NEEDS ASSESSMENT (RHNA)

1.49 HOUSING: CURRENT & PENDING PROJECTS

PROJECT NAME

DOWNTOWN

PROJECT
100%
AFFORD

DENSITY

BONUS (DB) BASE UNITS DB UNITS
TOTAL
UNITS
530 FRONT X 28 VLI/9 LI Y 184 92 276

CALVARY CHURCH CENTER
X
16 VLI/48 LI
Y 65
126 EUCALYPTUS 2 LI N 76
908 OCEAN 53 LI Y 262 92 354
2035 N PACIFIC X 5 LI N 26

RIVERFRONT

APARTMENTS/

FRONT RIVERFRONT
X 15 VLI/5 LI Y 133 42 175
119 CORAL
X
120 LI
Y 121
415 NATURAL BRIDGES
X
20 VLI
N 20
314 JESSIE ST. X
48 VLI
Y 50
CALYPSO/130 CENTER ST. X 35 VLI Y 155 78 233
831 WATER ST. 55 LI Y 109 31 140

PACIFIC STATION NORTH X
X
125 LI
Y 127
111 ERRETT CIR. N 12

PACIFIC STATION SOUTH X
X
59 VLI/10 LI
Y 70
*Italicized means In Process

1.50 PROJECT NAME

DOWNTOWN

PROJECT
100%
AFFORD

DENSITY

BONUS (DB) BASE UNITS DB UNITS
TOTAL
UNITS
150 FELKER 4 VLI Y 23 9 32
1811 & 1815 MISSION 4 VLI 27

LIBRARY MIXED USE X
X
78 VLI/45 LI
Y 124
915 WATER/RASMUSSEN
PROP
14 VLI Y 70 35 105
515 SOQUEL 3 VLI/3 LI Y 31 12 43
1024 SOQUEL 1 LI Y 12
190 WEST CLIFF 8 VLI/2 LI Y 89
1930 OCEAN ST. 5 LI N 32
727 HANOVER 2 LI N 11
1800 SOQUEL 7 VLI Y 67 17 84
1130 MISSION 8 VLI Y 40 19 59
900 HIGH 5 VLI/4 LI Y 40
1013 PACIFIC 2 LI N 17
DOWNTOWN HOTEL/310
FRONT
X N/A N 228
300 INGALLS ALLEY 24 LI 161
TOTALS
352 VLI
520 LI
20 1,074 427 2,808
RESIDENTIAL ONLY 2,580
*Italicized means In Process

1.51 2011 2013 2015 2017 2019 2022 % CHG
UNSHELTERED 676 892 497 934 865 1,058 56.5%
SHELTERED 394 459 334 306 332 381 -3.3%
TOTAL 1,070 1,351 831 1,240 1,197 1,439 34.5%
0 500 1,000 1,500
2011
2013
2015
2017
2019
2022

HOMELESS POINT IN TIME COUNT (PIT)
The data relates to the point in time count of homeless individuals in a specific area. The unsheltered count shows the number of people who were homeless and living on the streets or in other places that were not habitable. In contrast, the sheltered count indicates the number of people who were homeless but staying in shelters or different types of emergency housing.

The data shows that the unsheltered count has increased significantly, with a 56.5% increase from 2011 to 2022. On the other hand, the sheltered count has remained relatively stable, with a slight decrease of

3.3% from 2011 to 2022.

Looking at the total count, there was an increase of 34.5% from 2011 to 2022. This indicates that while the number of sheltered homeless individuals has not increased significantly, the number of unsheltered individuals has risen substantially, resulting in an overall increase in homelessness.

CITY OF SANTA CRUZ

1.52 The final full report for the 2022 Point in Time (PIT) Count of Persons Experiencing Homelessness was released in September 2022 by Applied Survey Research (ASR). The County’s Housing for Health Division (H4H) presented the initial results of the count to the Board of Supervisors on August 9, 2022. The key findings from that presentation were included in the last quarterly update to Council on August 23, 2022.

The 2022 PIT data indicate an overall increase in homelessness of 6% between 2019 and 2022 (from 2,167 people to 2,229 people) in Santa Cruz County. The unsheltered population increased by 4% (from 1,700 to 1,774). The full report includes detail by jurisdiction and shelter status. In the City of Santa Cruz, the total number of homeless persons increased from 1,197 to 1,439 (20%) between 2019 and 20222. There were increases in the unsheltered (from 865 to 1,058) and sheltered (332 to 381) populations. The results of the survey component of the PIT count (n=333) also indicated that 89% of respondents had lived in Santa Cruz County before losing their housing, and 42% of respondents indicated living in Santa Cruz for at least 10 years before their current episode of homelessness. These both represent increases compared to the 2019 count.

The findings point to some positive trends, including a 59% decrease in homelessness among families with children under 18, a 94% decrease in unsheltered homelessness among families, and a 61% decline in homelessness among youth aged 18-24. These positive findings were tempered by notable increases in homelessness among veterans and people with disabilities that have had multiple or long episodes of homelessness. The 2022 PIT count data indicate that the number of chronically homeless people increased by 129% from 403 in 2019 to 921 in 2022. The 2022 data also shows significant increases in the number of people with self-reported behavioral health and health problems experiencing homelessness.

The County of Santa Cruz has committed to conducting annual PIT counts and is actively planning the next count take will be conducted in Feb 2023.

SANTA CRUZ COUNTY

1.53 Identify and prioritize the short-term actions
HOMELESSNESS RESPONSE 3-YR ACTION PLAN
Community Service Officers (2x)
Field Crew (4x)
Outreach & Shelter Specialists (3x)
Communication Specialist (1x)

TEAM EXPANSION
1220
Transitional
Community
Camp
City Overlook
Safe Parking

SHELTERING

PROGRAMS
Tier 2: Nightonly parking
Tier 3: 24/7
parking

SAFE PARKING

PROGRAMS
230 were
offered shelter
130 were
relocated

ENCAMPMENT

MANAGEMENT
2,300
residential units
in process
~850/2,300 are
affordable
housing
220/850 are
permanent
supportive
housing
Two 100%
affordable
projects are
under
construction

HOUSING

PRODUCTION

PROGRESS
In 2022, there were notable efforts that the City made to mitigate homelessness. The City expanded its team by hiring more Community Service Officers, Field Crew, Outreach & Shelter Specialists, and a Communication Specialist to aid in addressing homelessness. The City also introduced sheltering programs such as the 1220 Transitional Community Camp, City Overlook, and Safe Parking Programs to provide transitional housing and shelter for those experiencing homelessness.

NOTABLE EFFORTS TO MITIGATE HOMELESSNESS
City staff began the process of developing a 3-year action plan to identify and prioritize the short-term actions needed to ensure the City’s contributions to the homeless crisis are appropriate and effective.

HOMELESSNESS RESPONSE 3-YR ACTION PLAN

1.54 Utilizing funding provided by the State to support the City’s Homelessness Response efforts, 10 additional permanent positions were created to expand the Homelessness Response Team. The Team now consists of two (2) Community Service Officers, a four-person Field Crew, three Outreach and Shelter Specialists, and a new Communication Specialist.

The City Outreach Team is credited with supporting at least 250 campers in shelters this calendar year.

TEAM EXPANSION
1220 Transitional Community Camp
The City opened a new tent-based shelter in January 2022. The shelter provided stabilization and case coordination for 50 individuals in 2022. Of those served, 30 participants moved to more stable shelters/housing.

City Overlook
The City opened the City Overlook in May of 2022 and expanded the number of spots available to 135 in September 2022. Since its inception, the City Overlook has provided shelter and essential services to over 225 participants. Of those, 20 have moved into more stable shelters/housing.

Safe Parking Programs
The City opened two (2) Safe Parking Programs this calendar year. Three (3) different tiered programs were opened, serving 32 households in 2022.

SHELTERING PROGRAMS
The City has developed a safe parking program, providing oversized vehicles with locations to park safely overnight.

Tier 2: Night-Only Parking
The Tier 2 program offers access to overnight parking for up to 30 days, with extensions granted when capacity allows. Program parking spots are located in City operated lots. Participants are given permits to display on their windshields that match designated parking spaces. Trash and hygiene facilities are available at overnight parking sites.

Tier 3: 24/7 Parking
The 3rd tier of the Safe Parking Program provides 24/7 parking, plus more stability through support services. The Program has a capacity for 17 oversized vehicles and provides participants access to hygiene services, electrical charging, transportation to and from the program site, and connections to support services.

SAFE PARKING PROGRAMS

1.55 The City’s newly expanded Homelessness Response Team was integral in supporting the closure of the largest encampment in Santa Cruz during the Fall 2022. Over 230 individuals staying in the camp were offered shelter and provided the opportunity to be connected to services. During the closure process, 130 campers were relocated to the shelter.

ENCAMPMENT MANAGEMENT
The City currently has over 2,300 residential units in process, meaning that a project with new residential units is in a stage between when a formal preliminary review application is submitted and when construction still needs to be completed. Approximately 850 of those units are deed-restricted affordable housing units, and over 220 of those affordable units are permanent supportive housing units for people experiencing or at risk of experiencing homelessness. Two (2) 100% affordable projects are under construction (70 units at Pacific Station South and 65 units on the west side of Cedar Street at Cathcart Street, with approximately 35 of those units being permanent supportive housing). The Harvey West Studios project, which includes 120 permanent supportive housing units, has been awarded $26 million in funding, and Housing Matters is anticipating that construction could begin as soon as Spring 2023. Fifty permanent supportive housing units are also planned on Jessie Street (replacing 14 existing permanent supportive housing units), with a similar timeline expected.

In addition to the housing projects in the pipeline, other significant planning projects are underway that can facilitate housing production. The objective standards project (the second reading) provides clarity for staff, developers, and the community on development standards. The Downtown Plan Expansion is increasing the housing capacity in the area south of Laurel Street, and the Housing Element Update is planning for how the City will meet its Regional Housing Needs Allocation for 2024 through 2031 – a total of 3,736 units including 709 Moderate-Income (MOD), 562 Low-Income (LI), and 859 Very-Low-Income (VLI) units.

HOUSING PRODUCTION PROGRESS
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 processing applications for relief that tenants and landlords submitted to the State. On April 12, 2022, Council authorized the allocation of $150,000 of the state funds to support eviction prevention efforts in alignment with the County’s commitment of $500,000. This funding expanded an existing contract with Community Action Board to provide support for legal education and mediation services to reduce potential evictions and prevent homelessness. Through November 30, 2022, approximately $108,000 has been utilized to support 40 households (111 people) in the City from eviction.

EVICTION PREVENTION

1.56 City of Santa Cruz, Public Works Department
City of Santa Cruz, Water Department
The age of the City's infrastructure is an important factor in determining the level of maintenance and investment required to keep it functional. The environmental scan will include an analysis of the age and condition of the city's infrastructure and the potential impact on the community.

SOURCES

AGING NATURE OF INFRASTRUCTURE

INFRASTRUCTURE & SAFETY
01 City of Santa Cruz, Fire Department
City of Santa Cruz, Information Technology Department
Fire calls for service by major type will be analyzed to identify trends and potential areas of concern. This data can help inform decisions related to the Fire Department staffing and equipment needs.

The Geographic Information Systems (GIS) uses data points to map out the locations of fire calls for service. This helps identify areas with high incidences, which can inform resource allocation and prevention efforts.

SOURCES
FIRE: CALLS FOR SERVICE
02 City of Santa Cruz, Police Department
City of Santa Cruz, Information Technology Department
Similar to fire calls for service, police calls for service by major type will be analyzed to identify trends and potential areas of concern. This data can help inform decisions related to the Police Department staffing and equipment needs.

Like Fire, the GIS map uses data points to map police calls for service and helps identify areas with higher incidences of crime and inform resource allocation and prevention efforts.

SOURCES
POLICE: CALLS FOR SERVICE
03 This section analyzes data related to fire and police calls by major types and assesses community safety and the City's infrastructure. This analysis will help identify potential areas of concern and inform decisions related to resource allocation and infrastructure improvements.

1.57 05
City of Santa Cruz, Police Department
The environmental scan will examine the number and nature of police calls on property and violence to assess the overall safety and security of the community. This data can help identify potential areas of concern, such as high crime areas, trends, and patterns, which can inform proactive crime prevention efforts and resource allocation.

SOURCES
POLICE: PROPERTY & VIOLENT CRIME
04 City of Santa Cruz, Police Department
The environmental scan will review the police department's proactive projects, including community outreach and crime prevention initiatives. These efforts can have a significant impact on crime rates and overall community safety.

SOURCES
POLICE: NOTABLE EFFORTS & PROJECTS
City of Santa Cruz, Information Technology Department
This data point provides information on requests submitted and completed from the CRSP Portal. It helps understand the quality-of-life stats based on bike or pedestrian, code violation, encampment, found needle, graffiti, spill of backup, traffic concern, and pothole issues.

SOURCES

COMMUNITY REQUEST FOR SERVICE PORTAL (CRSP)
06 1.58

AGING NATURE OF INFRASTRUCTURE
Engineering
The Engineering Division is facing a variety of internal and external challenges that are affecting its operations. Internally, there are staffing issues with difficulty acquiring and keeping good talent due to unmanageable workloads and housing and cost of living beyond reach for many service positions. In addition, the department needs more technical experts in areas such as Geographic Information Systems (GIS) tool creation and modeling, data science, finance management, and environmental compliance. The aging infrastructure, outdated processes, and procedures are also major issues, with a need for more funding and time to make significant improvements.

There’s a need for tools, equipment, and software for better data collection and management, and challenges are responding to current development projects. The values of the Wastewater Treatment Facility (WWTF) and Pump Station seem low, and there is a need for high-level valuations of the WWTF, 21 sewer pump stations, and seven (7) stormwater pump stations. The department has 160 miles of gravity sewers and one (1) mile of force mains, and the value is $85,008,000 if valued at $100/Linear Foot (LF).

The Sewage Water (SW) system has 35 miles of pipe and a $19M value.

Externally, the department faces challenges complying with the Regional Water Quality Control Board on the City's stormwater quality permit and new restrictive state bills such as AB2097, SB35, SB330, SB9, and SB1383. Coastal erosion and adaptation are also challenges with no dedicated funding sources. The department must comply with federal law regarding 5G applications while balancing the impacts on residents.

Transportation
The Transportation Division is responsible for ensuring that transportation infrastructure in the local community is safe, accessible, and sustainable. The division must comply with state and federal requirements, including the Americans with Disabilities Act (ADA) and specific grant reporting requirements. Planning documents, such as the Active Transportation Plan and the Roadway Safety Plan, are required to receive key grants. The division must also report on the annual maintenance of bikeway miles and pavement and implement programs and projects that reduce greenhouse gas emissions and vehicle miles traveled from transportation sources.

In addition to complying with state and federal requirements, the division must adhere to local muni code requirements. This includes responding to resident requests for traffic calming and safety measures, addressing parking concerns, and reviewing development projects.

The division needs help maintaining sustainability and ensuring the recruitment and retention of staff.

However, by prioritizing infrastructure upgrades and implementing sustainable transportation practices, the division can provide safe and accessible transportation for the community.

PUBLIC WORKS DEPARTMENT

1.59 The Santa Cruz Water Department manages and provides potable water to residents and businesses in Santa Cruz and its surrounding areas. However, the department faces various internal and external trends impacting its operations. These trends include inflation, workforce shortage, climate change, supply chain issues, [RM1] economic climate, technology issues, and increasing workload.

Climate change is a major factor affecting water system operations. Impacts include water quality, regulatory environment, and energy use intensity for water treatment. For example, water quality regulations are becoming more stringent, requiring additional treatment processes that can be energyintensive and costly. These changes add to the operational and financial challenges that the department is facing.

Another challenge the Santa Cruz Water Department faces is the aging infrastructure. As of January 1st, 2022, the department manages 263 miles of distribution system pipelines carrying potable water. The average age of those pipelines is 52 years, with 3% more than 100 years old, 35% between 60 and 100 years old, 31% between 40 and 60 years old, 21% between 20 and 40 years old, and 10% less than 20 years old. The aging infrastructure poses a significant challenge to the department regarding maintenance and replacement costs.

The Santa Cruz Water Department needs to plan and manage its operation to comply with various regional, state, and federal mandates, including the Safe Drinking Water Act, Clean Water Act, Endangered Species Act, California Water Rights requirements, California Division for the Safety of Dams requirements, State Human Rights to Water policy, State SB 998 legislation, the California legislation requiring the development and regular updating of urban water management plans as well as federal and state worker safety regulations.

To overcome these challenges, the water department needs massive upgrades in technology. This includes a technology roadmap, data management system, and document management system. The department is also introducing a powerful new water system modeling and planning tool that can help assess, plan for, and adapt to climate change, the Santa Cruz Water System Model. This model integrates new tools and approaches to support system operations and capital planning for supply augmentation and infrastructure replacement.

Overall, the Santa Cruz Water Department is prioritizing infrastructure modernization to maintain a reliable water supply and ensure compliance with regulatory requirements. The department is taking proactive measures to upgrade its infrastructure, modernize its systems and technology, and develop a comprehensive plan to manage its aging infrastructure.

WATER DEPARTMENT

1.60 STRUCTURE WILDLAND EMS HAZ-MAT
FALSE
ALARMS

MUTUAL AID
OTHER

HAZARDS
OTHER
2011 53 14 3,642 62 282 184 127 1,652
2021 56 128 4,854 79 494 62 121 2,810
% CHG 5.7% 814.3% 33.3% 27.4% 75.2% -66.3% -4.7% 70.1%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
10,000
7,500
5,000
2,500
0 The data represents the number of fire service calls between 2011 and 2021. The number of calls has increased by 43% in 10 years. The most common type of call was for EMS, with 3,642 calls in 2011 and 4,854 calls in 2021, representing a 33.3% increase. In addition, the number of calls for false alarms has significantly increased by 75.2% between 2011 and 2021. On the other hand, there has been a decrease in calls for mutual aid and other hazardous incidents. Mutual aid calls decreased by 66.3%, with 184 calls in 2011 and only 62 in 2021. Other hazardous incidents also decreased slightly by 4.7%. The number of calls for structures increased by 5.7%, from 53 in 2011 to 56 in 2021. The number of calls for wildland incidents increased drastically, from 14 in 2011 to 128 in 2021, representing an 814.3% increase.

The data indicate an overall increase in wildland, false alarms, and other calls, with notable changes in different call categories.

FIRE: CALLS FOR SERVICE (2011-2021)

1.61 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 % CHG CFS 104,835 104,708 103,511 104,616 100,879 102,922 94,607 95,680 85,857 81,352 -22.4% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
125,000
100,000
75,000
50,000
25,000
0 The data provided shows the number of police calls for service between 2012 and 2021. There has been a

22.4% decrease in the total number of calls for service. The peak year for police calls for service was in 2012 with 104,835 calls, and remained relatively stable for the following two years, with 104,708 in 2013 and 103,511 in 2014.

In 2015, the number of calls increased slightly to 104,616 but then decreased in 2016 to 100,879. The number of calls increased again in 2017 to 102,922 but decreased significantly in 2018 to 94,607. The number of calls remained relatively stable the following year, with 95,680 calls in 2019 but then decreased again in 2020 to 85,857 calls. The number of calls in 2021 has seen the lowest at 81,352.

The data suggests a general downward trend in police calls for service over the last decade. It is worth noting, however, that a decrease in calls for service does not necessarily mean that the workload for police officers has decreased. Calls for service can range from minor incidents to major crimes, and officers may still respond to a similar number of high-priority incidents despite an overall decrease in calls.

POLICE: CALLS FOR SERVICE (2012-2021)

1.62 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 % CHG PROPERTY 3,583 3,164 3,272 3,563 3,610 3,685 2,905 2,932 2,237 2,070 -42.2% VIOLENCE 432 406 524 499 521 409 391 390 310 413 -4.4%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
5,000
4,000
3,000
2,000
1,000
0 The data represents the number of reported incidents of property and violent crimes that occurred in a certain area between 2012 and 2021. The number of reported incidents of property crimes decreased by

42.2% over the period, while the number of reported incidents of violent crimes remained relatively stable, with a slight increase of 4.4% between 2012 and 2021.

This suggests that there has been a significant reduction in property crime over time, while the violent crime rate has remained relatively stable. However, further analysis would be necessary to understand the specific factors contributing to these trends and to determine whether any interventions or policies were put in place during this time that may have contributed to the reduction in property crime.

POLICE: PROPERTY & VIOLENT CRIME (2012-2021)

1.63 Benchlands
Ross Camps
2019
Benchlands
Caltrans Highway
Project (Hwy 1 &
River St.)
Pogonip
2021
Benchlands
2022
Additionally, the SCPD provides two (2) full-time Community Service Officers (CS0) to support the City’s Homeless Response Team to prevent entrenched encampments from forming within the City limits. The Homeless Response Team monitors and addresses public health and safety issues that may arise related to other encampments in Santa Cruz. In addition, the team conducts regular assessments and outreach to people who live in encampments in the City’s open space areas. The SCPD provided additional security and enforcement support for the Homeless Response Team by allowing up to three (3) police officers to work an overtime shift, Monday-Friday.

The SCPD provides various services and officer time for homeless encampments. The SCPD has actively participated in Citywide efforts to dismantle sanctioned and unsanctioned encampments; enforce municipal and penal codes within the encampments; supply resources to campers; and provide security to City staff who work in and around the encampments. Between 2019-2022, the most predominate locations where SCPD redirected a significant number of officers for multiple weeks to months to address specific encampments include:

POLICE: NOTABLE EFFORTS & PROJECTS
This reflects old data,
which was been corrected
in next document.

1.64 0 1,000 2,000 3,000
2018
2019
2020
2021
2022

BIKE OR PED CODE

VIOLATION ENCAMP FOUNDNEEDLE GRAFFITI SPILL OFBACKUP

TRAFFIC

CONCERN POTHOLE
2018 39 85 84 9 162 4 36 N/A
2019 70 251 207 197 730 10 84 N/A
2020 107 248 310 223 1,317 14 103 12
2021 94 244 361 201 1,287 24 170 28
2022 106 231 1,093 83 1,230 16 201 17
% CHG 171.8% -171.8% 1,201.2% 822.2% 659.3% 300% 458.3% 41.7% The Community Request for Service Portal (CRSP) data from 2018 to 2022 shows a significant increase in reports for encampments, found needles, graffiti, and spill of backup. These numbers have increased by 1,201.2%, 822.2%, 659.3%, and 300%, respectively, from 2018 to 2022. This suggests that there may be a growing issue with homelessness, drug use, and vandalism in the community. On the other hand, there has been a decrease in reports for bike or ped code violations and potholes from 2018 to 2022. The number of reports for bike or ped code violations decreased by 1.7%, and potholes decreased by 41.7%.

Overall, the data suggests that there are areas where the community can improve, such as addressing the issue of homelessness and drug use, while also recognizing areas where progress has been made, such as bike and pedestrian safety and road maintenance.

It's worth noting that the data only reflect completed work orders from the CRSP application and does not include submissions and work orders being tracked from other City systems. Additionally, no data is available for the years between 2013 and 2017 as the CRSP application came online on September 12, 2018, and 2018 does not reflect a full year of data collection.

COMMUNITY REQUEST FOR SERVICE PORTAL (CRSP)
This reflects old data,
which was been corrected
in next document.

1.65 This section examines the organizational structure of the City, including temporary vs. regular staffing and general fund revenue and expenditure. This data will help identify potential areas for improvement in the management and organization of the City.

City of Santa Cruz, Human Resources Department
This data point provides information on full-time employees working for City departments.

It is important for ensuring the City's workforce capacity.

SOURCES

FTE BY DEPARTMENTS

ORGANIZATIONAL TRENDS
01 City of Santa Cruz, Human Resources Department
This data point provides information on the ethnicity of full-time employees working for the City. It is important for ensuring diversity and inclusivity in the City's workforce.

SOURCES

FTE BY ETHNICITY
City of Santa Cruz, Human Resources Department
Analyzing the turnover rate of City employees is crucial for understanding staffing needs and ensuring that the City can retain qualified and experienced staff. The data examines the number of resignations vs. retirements to identify potential trends or issues.

SOURCES
TURNOVER: RESIGNATIONS VS. RETIREMENTS
02 03
City of Santa Cruz, Finance Department
This is the amount of money allocated from the City's budget to provide essential services such as police and fire protection, infrastructure maintenance, and other services to residents. The environmental scan will analyze this figure to assess the City's overall financial health and identify any potential budgetary issues that may impact the delivery of services to residents.

SOURCES

GENERAL FUND PER CAPITA
04 1.66
05 City of Santa Cruz, Finance Department
This assesses the City's overall financial performance. This analysis will help identify potential areas of financial strength and potential areas where additional investments may be needed to support the delivery of essential services and identify areas where costcutting measures may be implemented to optimize budget allocation.

SOURCES

TOTAL GENERAL FUND REVENUE & EXPENDITURE

1.67 CC/CMO ED FIN FD HR IT LIB P&R PL PD PW WA
FTE 9 11 22 62 11 18 77 76 29 117 213 108
0 50 100 150 200 250
City Clerk/City Manager's (CC/CMO)
Economic Development (ED)
Finance (FIN)
Fire (FD)
Human Resources (HR)
Information Technology (IT)
Library (LIB)
Parks & Recreation (P&R)
Planning (PL)
Police (PD)
Public Works (PW)
Water (WA)
The data shows the number of full-time employees (FTE) in various departments.

The department with the highest number of FTE is the Police Department with 117, followed by Parks & Recreation with 76 and Library with 77. On the other hand, City Clerk/City Manager's Office has the lowest number of FTE, with only 9, followed by Economic Development with 11 and Human Resources Department with 11.

The data suggests that the organization has a relatively large Public Works and Parks & Recreation Departments, with a combined total of 193 FTEs. In contrast, Economic Development Department and City Clerk/City Manager's Office have a relatively small number of FTEs, with a combined total of only 20.

Furthermore, the Finance and Fire Department Departments have 22 and 62 FTEs, respectively, indicating they may require more resources to handle their responsibilities efficiently.

Overall, the data highlights the distribution of FTEs across various departments in the organization, with some departments having a relatively large number of FTEs, while others have a relatively small number.

FTE BY DEPARTMENTS (AS OF JAN 2022)
This reflects old data, which
was been corrected in next
document.

1.68 ASIAN BLACK HISPANIC NATIVE AM. 2+ RACES UNKNOWN WHITE TOTAL FTE FTE 44 15 170 3 19 2 500 753
% 5.8% 2% 22.6% 0.4% 2.5% 0.3% 66.4%
White

66.4%
Hispanic

22.6%
Asian

5.8%
2+ races

2.5%
Black
2%
Out of 751 full-time employees (FTE), the majority of the staff are White (66.4), followed by Hispanics (22.6%), Asians (5.8%), and those who identify as being of 2+ Races (2.5%). The remaining categories, including Blacks, Native Americans, and those who identify as Unknown, each make up less than 2% of the total FTE staff.

While the staff is diverse in terms of ethnicity, the percentage of White employees is significantly higher than that of other ethnic groups.

FTE BY ETHNICITY (AS OF JAN 2022)

1.69 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG

MANAGEMENT
(RESIGN) 4 7 10 8 9 7 13 4 12 13 225%

MANAGEMENT
(RETIRE) 6 7 6 5 10 7 11 10 7 7 16.7%

NON-MANAGEMENT
(RESIGN) 53 74 96 77 120 135 101 76 117 95 79.2%

NON-MANAGEMENT
(RETIRE) 12 19 15 15 25 19 26 37 7 15 25%
0 50 100 150 200
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
According to the data, there was a significant increase in resignations for both management and nonmanagement positions from 2013 to 2022. The overall trend shows that resignations for management positions have increased by 225%, while resignations for non-management positions have increased by

79.2%.

On the other hand, the number of retirements has remained relatively stable for both management and non-management positions, with a slight increase of 16.7% for management retirements and a 25% increase for non-management retirements between 2013 to 2022. The trend in retirements may suggest an aging workforce.

Overall, the data shows an increase in all categories but a significant increase in resignations. It may be helpful for the City to investigate further and explore ways to improve employee retention and job satisfaction.

TURNOVER: RESIGN VS. RETIRE (2013-2020)

1.70 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
2,000
1,500
1,000
500
0 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 % CHG GENERAL FUND 1,155 1,148 1,249 1,290 1,349 1,499 1,494 1,610 1,689 1,609 39.3% The data shows the per capita general fund for fiscal years 2013-2022. In 2021 and 2022, it decreased slightly to $1,689 and $1,609, respectively. However, the data shows that the general fund per capita increased from $1,155 in 2013 to $1,609 in 2022, a 39.3% change increase.

Overall, the trend shows a gradual increase in general fund expenditure from 2013 to 2020, which may indicate increased public service spending for each person in the area.

GENERAL FUND PER CAPITA (FY13-22)

1.71 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 % CHG REVENUE $73,613,217 $78,173,566 $82,017,171 $86,159,435 $92,907,311 $106,120,107 $102,277,346 $107,016,795 $95,866,789 $112,286,515 52.54% EXPENDIT $70,760,947 $96,544,527 $82,611,923 $83,950,952 $92,469,775 $95,296,422 $102,906,642 $101,753,613 $97,577,452 $110,915,008 56.75% FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
125,000,000
100,000,000
75,000,000
50,000,000
25,000,000
0 The table shows the total general fund revenue and expenditure for a City over 10 years, from 2013 to 2022. The red line represents the general fund per capita.

In 2013, the City had revenue of $73,613,217 and expenditure of $70,760,947. Over the years, the revenue increased steadily, reaching $112,286,515 in 2022, a 52.5% increase from 2013. On the other hand, the expenditure also increased over the years, peaking at $110,915,008 in 2022, a 56.8% increase from 2013.

This suggests that the City has been earning more funds over the years and spending more. It is important for the City to monitor its revenue and expenditure to ensure that it is using its resources efficiently and effectively.

TOTAL GENERAL FUND REVENUE & EXPENDITURE (FY13-22)
This reflects old data, which
was been corrected in next
document.

1.72 ENVIRONMENTAL SCAN
2023
5 - Y E A R S T R A T E G I C P L A N

1.73 TABLE OF CONTENTS
02 Demographic Trends
03 Economic Development
04 Housing & Homelessness
05 Infrastructure & Safety
06 Organizational Trends
01 Introduction

1.74 INTRODUCTION

COMMUNITY SURVEYS
275

DEVELOPING OUR STRATEGIC VISION

1.75 DEMOGRAPHIC TRENDS
01 Census Data
Datausa.io
This data point provides information on the age range of the City's population. In addition, it helps anticipate potential demands for services and resources.

SOURCES

AGE DISTRIBUTION
Census Data
This data point tracks the change in the City's population over time.

SOURCES

POPULATION GROWTH
02 Census Data
This data point provides a breakdown of the City's population by ethnicity.

SOURCES

DEMOGRAPHIC
03 Census Data
This data point provides information on the level of education attained by Santa Cruz residents greater than 25 years old.

SOURCES

EDUCATION
04 This section presents data showing population growth along with notable demographic trends in Santa Cruz.

1.76 From 2010 to 2020, the population steadily grew by 11.6%, with the most significant increase between 2011 and 2012, at a growth rate of 2.2%. However, the smallest increase occurred between 2018 and 2019, with only a 0.4% growth rate.

While there were no significant spikes or dips in the population growth rate, the steady increase may result in demand for increased City services.

POPULATION GROWTH (2010-2020)
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG TOTAL POP 58,269 59,022 60,319 61,245 62,045 62,752 63,310 63,993 64,273 64,522 65,011 11.6% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
75,000
50,000
25,000
0 Steady increase
No significant spikes or dips
Key Takeaways
2010-2020

1.77 The age distribution data shows that Santa Cruz has experienced notable changes in population demographics over the past decade.

This could have implications for healthcare, social services, and other areas that serve older adults. In contrast, the population aged 35 to 64 (3.2%) decreased over the same period. Additionally, the data highlights a significant increase in the population aged 18 to 34 (18%). The percentage of individuals under 18 (0.6%) decreased slightly over the same period. These demographic changes may affect public policy, such as planning to provide healthcare, housing, and social services.

Overall, the most significant increase occurred in the population of people over 65 (58.9%) between 2010 to 2020. This trend aligns with the general aging of the US population, but the increase in Santa Cruz is much higher than the national average of 16.8% (US Census Bureau, n.d.).

1.78 AM. INDIAN &
ALASKA
NATIVE
ASIAN

BLACK OR
AFRICAN AM.

NATIVE HAW.
& PAC.

ISLANDER
OTHER RACE 2+ RACES

HISPANIC OR
LATINO
WHITE
2010 428 3,431 772 170 1,565 2,630 11,094 49,273
2015 342 5,362 1.204 69 3,039 3,630 12,927 49,106
2020 456 6,723 1,378 48 4,190 5,031 13,467 47,185
% CHG 6.5% 96.0% 78.5% -71.8% 167.7% 91.3% 21.4% -4.2%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
80,000
60,000
40,000
20,000
0 The demographic data from 2010 to 2020 shows the changes in its population composition. American Indian and Alaska Native (6.5%) residents increased from 428 in 2010 to 456 in 2020, while Hispanic or Latino (21.4%) residents increased from 11,094 to 13,467.

The number of Asians (96.0%) increased substantially, from 3,431 in 2010 to 6,723 in 2020; Black or African American (78.5%) residents increased by 606, from 772 in 2010 to 1,378 in 2020; Other Race (167.7%) residents increased from 1,565 to 4,190; and 2+ Races(91.3%) from 2,630 to 5,031.

However, Native Hawaiian and Pacific Islanders (71.8%) significantly decreased from 170 in 2010 to 48 in 2020, and Whites (4.2%) slightly decreased from 49,273 to 47,185.

DEMOGRAPHIC (2010-2020)
Decrease in Native Hawaiian and Pacific Islander and White Santa Cruz is becoming more diverse
Key Takeaways
2010-2020 1.79
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
40,000
30,000
20,000
10,000
0 DEGREE 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG

HS GRAD,

GED OR ALT
4,388 4,514 4,649 4,943 4,766 4,432 4,578 4,890 4,582 4,493 4,199 -4.3%

SOME COLL
& AA
8,653 8,865 9,587 9,839 10,017 9,810 4,921 10,154 10,082 10,075 10,523 21.6% BA 9,891 10,145 9,668 9,619 9,429 9,841 9,892 10,334 10,050 10,175 9,972 0.8%

Looking at the percentage change from 2010 to 2020, there was a decrease in the number of people with a high school degree, GED, or alternative education (4.3%) and a slight increase in the number of people with a bachelor's degree (0.8%). In contrast, there was a significant increase in the number of people with some college education and associate's degree (21.6%) and people with a master's, professional, or doctoral degree (30.7%).

Overall, this data suggests that Santa Cruz experienced an increase in higher education levels. These trends indicate that the City is becoming more educated.

EDUCATION (2010-2020)
Unexplained drop in Some College & AA Degree in 2016
Decrease in HS Grad, GED or Alternative
Increase in Some College & AA and MA, Professional & PHD Santa Cruz is becoming more educated
Key Takeaways
2010-2020

1.80 ECONOMIC DEVELOPMENT
01 U.S. Bureau of Labor Statistics (BLS)
This data point provides information on the types of industries that employ residents that are 16 years and older. This helps understand the City's economic base and identify areas of growth and diversification.

SOURCES

1.81 05
City of Santa Cruz, Economic Development Department
The number of active business licenses reflects the number of businesses operating within the City. This data point is important for understanding the local economy.

SOURCES

WHARF PARKING & VISITORS
06 Census Data, City
Census Data, County
Census Data, State
This data point provides information on the average income earned by households in the City. It helps understand economic health and identify areas where economic development is needed.

SOURCES

BUSINESS LICENSE FEE
08 Census Data
This data point provides information on the percentage of residents in poverty. This helps identify areas where social services and resources are needed.

SOURCES

POVERTY LEVEL
09 1.82
10 Census Data
This data point provides information on the average time residents spend commuting to work. This helps assess transportation needs and identify areas where transportation infrastructure may need to be improved.

SOURCES

AVERAGE COMMUTE TIME

1.83 The data provided shows the distribution of employment by industry in Santa Cruz in 2010, 2015, and 2020.

In 2010, the largest employment sector was education (31.3%) , followed closely by retail (0.3%). Other notable industries with significant employees included professional services (11.4%) and arts (12.9%).

In 2015, there was a shift in employment distribution by industry. Education (29.6%) slightly decreased, while retail (11.4%) and arts (15.5%) increased.

In 2020, the distribution of employment by industry changed again. Education (32.4%), professional services (13.0%), transportation (2.5%), and information (3.0%) increased, while retail (10.0%) and arts (14.9%) decreased.

Overall, there was a 12% increase in employed individuals from 2010 to 2020. While there were some fluctuations in the distribution of employment by industry, it was relatively stable in industries like professional services, education, and arts. It is worth noting that there's a shift from traditional industries such as agriculture, manufacturing, wholesale, retail, and public administration.

EMPLOYMENT DISTRIBUTION BY INDUSTRY (2010, 2015, 2020)

AGRI CONST MFG WHLS RTL TRANS INFO FIN PROF EDUC ARTS OTH PUBLC
ADM
TOTAL
EMP
2010 1.3% 5.7% 7.6% 2.4% 10.3% 2.1% 1.8% 3.2% 11.4% 31.3% 12.9% 5.8% 4.1% 30,321 2015 1.2% 4.9% 7.3% 1.9% 11.4% 1.7% 2.3% 4% 12.2% 29.6% 15.5% 4.9% 3.1% 31,179 2020 1.4% 4.1% 7.2% 1% 10% 2.5% 3% 3.7% 13% 32.4% 14.9% 4% 2.6% 33,948 % CHG 0.1% -1.6% -0.4% -1.4% -0.3% 0.4% 1.2% 0.5% 1.6% 1.1% 2% -1.8% -1.5% 12.0% 0% 25% 50% 75% 100%
2010
2020
Steady decline in construction, manufacturing, wholesale, retail, other, and public administration Stability in education, arts, and professional services Shift from traditional industries
Key Takeaways
2010-2020 1.84

TOURISM &

HOSPITALITY

TECH & INFORMATION

SPECIALTY FOOD &
BEVERAGE MFG.

SPORTS & OUTDOOR
REC.

BIOTECH & LIFE

SCIENCES
# OF JOBS 2,419 1,428 894 562 558
% GROWTH 43% 38% 204% 33% 8%
Tourism & Hospitality

41.3%
Tech & Information

24.4%
Specialty Food & Beverage Mfg.

15.3%
Sports & Outdoor Recreation

9.6%
Biotech & Life Sciences

9.5%
# OF JOBS
The data shows the number of jobs in Santa Cruz from 2009 to 2018 for various specialized industry groups in Santa Cruz, based on 5,861 jobs. Tourism and hospitality (43%) have the highest number of jobs at 2,419, following tech and information (38%), with 1,428 jobs.

Specialty food and beverage manufacturing (204%) has had a significant growth rate, with 894 jobs, sports and outdoor recreation (33%) having 562 jobs, while biotech and life sciences (8%) have 558 jobs.

SPECIALIZED INDUSTRIES (2009-2018)
Tourism & hospitality and tech & information have the highest number of jobs Specialty food & beverage manufacturing has the most significant growth rate Key Takeaways

1.85 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG UNEMP 12.2% 11.9% 10.8% 9.3% 7.9% 6.7% 4.7% 3.9% 3.4% 3.3% 7.9% -4.3% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
15%
10%
5%
0%
The data shows how many people were unemployed from 2010 to 2020. There was an overall decrease in the unemployment rate (4.3%).

UNEMPLOYMENT (2010-2020)
Unemployment rate decreased between 2010-2019
Unemployment rate increased in 2020
Overall trend shows a decrease
Key Takeaways
2010-2020

1.86 The downtown retail vacancy rate data shows the percentage of vacant retail spaces in the downtown area between 2012 to 2022. From 2012 to 2015, the vacancy rate decreased steadily, indicating a healthy and growing retail sector. However, from 2015 to 2018, the vacancy rate increased slightly, indicating a slight slowdown in the growth in retail.

In 2019, the vacancy rate (4.1%) increased and continued in 2020, indicating a significant increase in retail space vacancies. The rise in the vacancy rate could be attributed to the impact of the COVID-19 pandemic on the retail industry, which caused many businesses to close down or reduce their operations.

In 2021, the vacancy rate (5.5%) continued to increase and slightly decreased in 2022. Although the overall trend indicates a slight increase in vacancies (0.4%), it is worth noting that the data source, Costar, a leading provider of commercial real estate information, analytics, and online marketplaces, relies on realtors updating the data and is not always current and done actively. Therefore, the actual vacancy rate may differ from the reported data.

Overall, the downtown retail vacancy rate data shows the fluctuations in the retail sector and highlights the impact of external factors such as the COVID-19 pandemic on the industry.

DOWNTOWN RETAIL VACANCY RATE (2012-2022)
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG VACANCY 4.7% 4.0% 4.5% 3.5% 3.7% 3.2% 3.7% 4.1% 5.2% 5.5% 5.1% 0.4% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
6%
4%
2%
0%
Steadily decreased from 2012-2017
Significantly increased between 2017-2021
Overall trend shows fluctuations and a slight increase in vacancy rate The actual vacancy rate may differ from the reported data Key Takeaways
2012-2022

UPDATED

1.87 The data shows the number of active business licenses between 2012 to 2022. Business licenses steadily increased from 2012 to 2016. However, in 2019, there was a sharp increase in active business licenses, with 357 being the highest number recorded. In 2020, there was a decrease in the number of active business licenses (30.8%) compared to 2019, and it's worth noting that the decrease could be attributed to the economic impact of COVID-19.

The overall trend of active licenses (97.2%) increased between 2012 to 2022, with fluctuations from year to year, indicating a growing economy and business climate in the area.

BUSINESS LICENSES (2012-2022)
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG ACTIVE 106 111 166 161 307 211 290 357 247 153 209 97.2% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
400
300
200
100
0 Steady increase from 2012 to 2016
Decreased in 2020
Overall trend shows a significant increase
Key Takeaways
2012-2022

UPDATED

1.88 2014 2015 2016 2017 2018 2019 2020 2021 2022
$1,000,000
$750,000
$500,000
$250,000
$0
2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG
REVENUE $860,003.94 $846,569.95 $840,152.96 $859,908.26 $822,245.97 $880,532.23 $845,312.20 $793,150 $741,448.04 -13.8% The data includes business license revenue from the City. The data shows that the revenue decreased from $860,003.94 in 2014 to $741,448.04 in 2022, which represents a decline of 13.8%.

BUSINESS LICENSE FEE (2014-2022)
Decrease in business license fee revenue
Key Takeaways
2014-2022

1.89 2018 2019 2020 2021 2022 % CHG
TICKET IN 501,274 484,682 325,022 443,833 410,088 -18.2% 2018 2019 2020 2021 2022
600,000
400,000
200,000
0 The data provided gives us information about the number of visitors who entered the wharf between 2018 to 2022. Unfortunately, due to the COVID-19 pandemic and travel restrictions, there was a significant drop in ticketed visitors in 2020 and 2021. However, in 2022, the number of visitors increased slightly, although it remained lower than before the pandemic.

Looking at the data, we can see a slight decrease in ticketed visitors from 2018 to 2019. Then, from 2019 to 2020, there was a sharp drop of around 33%.

Overall, the data for tickets (18.2%) shows a significant decrease in the number of visitors entering the wharf compared to 2018.

WHARF PARKING & VISITORS (2018-2022)
Significantly decreased in 2020
Increased in 2021 but remained lower than pre-pandemic level Overall decline in visitors
Key Takeaways
2018-2022

1.90 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 $100,000
$75,000
$50,000
$25,000
$0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG CITY $61,207 $63,110 $62,755 $61,600 $61,533 $62,164 $62,471 $65,421 $70,102 $77,921 $86,618 41.5% COUNTY $65,253 $66,030 $66,571 $66,519 $66,923 $67,256 $70,088 $73,663 $78,041 $82,234 $89,986 37.9% STATE $60,883 $61,632 $61,400 $61,094 $61,489 $61,818 $63,783 $67,169 $71,228 $75,235 $78,672 29.2% The data represents the median household income for the City, County, and State from 2010 to 2020. The median household income for the City in 2010 was $61,207, steadily increasing over the years, reaching $86,618 in 2020, representing a 41.5% increase over the decade.

Similarly, the median household income for the County in 2010 was $65,253, which also increased over the years, reaching $89,986 in 2020, representing a 37.9% increase over the decade.

On the other hand, the median household income for the State in 2010 was $60,883, which increased to $78,672 in 2020, representing a 29.2% increase over the decade.

Overall, the City and County experienced a higher growth rate and median household income over the decade than the State.

MEDIAN HOUSEHOLD INCOME (2010-2020)
The City and County experienced a higher growth rate over the decade Key Takeaways
2010-2020

1.91 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 25%
20%
15%
10%
5%
0%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG

POVERTY
LEVEL

The data indicate that poverty remains an issue in the area, and while there was some improvement, it was not significant over the past decade.

POVERTY LEVEL (2010-2020)
Poverty remains high
Key Takeaways
2010-2020

1.92 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG AVG TIME 22.10 22.30 21.90 22.00 21.90 22.30 22.30 23.50 23.50 23.50 23.00 4.1% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
30 20
10 0
The data represents the average commute time for the years 2010-2020.

The average commute time has remained relatively consistent, with a slight increase from 22.10 minutes in 2010 to 23.00 minutes in 2020, representing a 4.1% increase over the decade.

However, 2017 increased to 23.50 minutes, and 2018 to 2019 had the same. Specific factors may contribute to this increase in average commute time, including changes in traffic patterns, increased population growth, or changes in transportation options.

Overall, this data suggests that commute times have remained relatively stable over the past decade, with a modest increase in recent years.

AVERAGE COMMUTE TIME (2010-2020)
Slight increase in average commute time but relatively consistent Key Takeaways
2010-2020

1.93 HOUSING & HOMELESSNESS
01 Census Data
This data point provides information on the average cost of homes in the City. It helps understand the housing market and identify areas where affordable housing may be needed.

SOURCES

SOURCES
HOUSHOLD: OWN VS. RENT
02 Census Data
This data point shows the median cost of rent in the City and helps understand the local housing market and affordability.

SOURCES

Sources

1.94 05
City of Santa Cruz, Economic Development Department
City of Santa Cruz, Planning Department
This data reflects the number and status of current and pending housing projects. It provides insight into how the City addresses the RHNA requirement, the state of the local housing market, and future housing availability.

Sources
HOUSING: CURRENT & PENDING PROJECTS
06 07
Santa Cruz County, Housing for Health Partnership
This data point provides an estimate of the number of residents experiencing homelessness in the City at a given point in time. It helps identify areas where homeless services and resources are needed.

Sources

SOURCES

NOTABLE EFFORTS TO MITIGATE HOMELESSNESS

1.95 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG SINGLE $503,125 $451,588 $486,278 $603,750 $659,625 $706,750 $783,000 $825,000 $898,000 $999,999 $1,091,600 117.0% CONDO $300,000 $279,225 $300,000 $371,750 $419,000 $452,500 $525,000 $545,000 $597,250 $627,500 $619,000 106.3% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
$1,250,000
$1,000,000
$750,000
$500,000
$250,000
$0
Based on the data provided, the median home prices in the City have increased significantly from 2010 to 2020. The median home price for single-family homes in 2010 was $503,125, which increased to $1,091,600 in 2020, representing a 117% increase over the decade. Similarly, the median home price for condos in the City was $300,000 in 2010 and increased to $619,000 in 2020, representing a 106.3% increase over the same period.

This data shows a consistent upward trend in the median home prices in the City, indicating a strong demand for housing in the area.

MEDIAN HOME PRICES (2010-2020)
Single-family homes increased
Condos increased
Consistent upward trend indicates strong demand for housing in the area Key Takeaways
2010-2020

1.96 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG OWNER

OCCUPIED
45% 45% 44% 44% 43% 44% 44% 47% 47% 40% 46% 1%
RENTER

However, when looking at the trend over the entire decade, there are some noteworthy changes. The percentage of owner-occupied households remained relatively stable, fluctuating between 43% and 47% each year, except for a significant drop to 40% in 2019 before rebounding to 46% in 2020. This suggests that there may have been some external factors affecting the housing market during that time period.

On the other hand, the percentage of renter-occupied households remained relatively stable over the decade, fluctuating between 53% and 60% each year except for a peak of 60% in 2019. The decrease to 54% in 2020 may be due to the economic impact of the COVID-19 pandemic, which led to job losses and economic uncertainty, potentially making it more difficult for renters to afford housing.

Overall, this data suggests that while there may have been some changes in the housing market over the decade, most households remained either renters or owners.

HOUSEHOLD: OWN VS. RENT (2010-2020)
Significant decrease for owner-occupied and an increase in renter-occupied in 2019 Owner-occupied fluctuates between 43-47%
Renter-occupied fluctuated between 53-60%
Owner- and renter- occupied remain stable
Key Takeaways
2010-2020

1.97 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 % CHG < $999 3,172 2,931 2,603 2,638 2,366 2,406 2,473 -- -- -- 1,366 -56.9% $1,000-1,499 4,079 3,635 3,500 3,146 3,090 3,139 3,092 -- -- -- 1,523 -62.7% > $1,500 4,092 4,834 5,544 5,652 6,043 -- -- -- -- -- -- N/A $1,500-$1,999 -- -- -- -- -- 3,224 3,054 -- -- -- 2,664 N/A $2,000-$2,499 -- -- -- -- -- 1,659 1,964 -- -- -- 3,307 N/A $2,500-$2,999 -- -- -- -- -- 764 866 -- -- -- 1,242 N/A > $3,000 -- -- -- -- -- 477 606 -- -- -- 1,506 N/A
MEDIAN RENT $1,293 $1,369 $1,463 $1,490 $1,547 $1,545 $1,576 $1,780 $1,992 $1,979 $2,038 57.6% # SURVEYS 11,343 11,400 11,647 11,436 11,499 11,669 12,055 -- -- -- 11,608 2.3% 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
$2,500
$2,000
$1,500
$1,000
$500
$0
The data provided shows the median rent for various price ranges and the number of surveys conducted each year. In 2010, the median rent was $1,293; by 2020, it had increased to $2,038.

Overall, it is worth noting that the number of surveys conducted each year varies and could affect the accuracy of the median rent data. There was also a shift in how the Census Data recorded the rent range > $1,500 between 2014 and 2015. The overall trend suggests that the median rent prices in the area have increased significantly over the past 10 years, particularly in the higher price ranges.

MEDIAN RENT (2010-2020)
Median rent prices increased significantly
Key Takeaways
2010-2020

1.98 INCOME LEVEL

VERY LOW

INCOME UNITS
(VLI)

LOW INCOME
UNITS
(LI)

MODERATE
INCOME
(MOD)
ABOVE

MODERATE

INCOME UNITS

The charts on the following two (2) pages show current and pending projects with different categories that relate to an affordability level and a specific number of units in a project: Very Low Income (VLI), Low Income (LI), and Moderate Income (MOD). These are based on calculations found either in the City's Ordinances or State Law.

REGIONAL HOUSING NEEDS ASSESSMENT (RHNA)

1.99 HOUSING: CURRENT & PENDING PROJECTS

PROJECT NAME

DOWNTOWN

PROJECT
100%
AFFORD

DENSITY

BONUS (DB) BASE UNITS DB UNITS
TOTAL
UNITS
530 FRONT X 28 VLI/9 LI Y 184 92 276

CALVARY CHURCH CENTER
X
16 VLI/48 LI
Y 65
126 EUCALYPTUS 2 LI N 76
908 OCEAN 53 LI Y 262 92 354
2035 N PACIFIC X 5 LI N 26

RIVERFRONT

APARTMENTS/

PACIFIC STATION NORTH X
X
125 LI
Y 127
111 ERRETT CIR. N 12

PACIFIC STATION SOUTH X
X
59 VLI/10 LI
Y 70
*Italicized means In Process

1.100

PROJECT NAME

DOWNTOWN

PROJECT
100%
AFFORD

DENSITY

BONUS (DB) BASE UNITS DB UNITS
TOTAL
UNITS
150 FELKER 4 VLI Y 23 9 32
1811 & 1815 MISSION 4 VLI 27

1.101
2011 2013 2015 2017 2019 2022 % CHG
UNSHELTERED 676 892 497 934 865 1,058 56.5%
SHELTERED 394 459 334 306 332 381 -3.3%
TOTAL 1,070 1,351 831 1,240 1,197 1,439 34.5%
0 500 1,000 1,500
2011
2013
2015
2017
2019
2022

3.3% from 2011 to 2022.

CITY OF SANTA CRUZ
Unexplained drop in 2015
Unsheltered count increased
Sheltered count remained stable and decreased
Overall increase in homelessness
Key Takeaways
2011-2022

1.102
The final full report for the 2022 Point in Time (PIT) Count of Persons Experiencing Homelessness was released in September 2022 by Applied Survey Research (ASR). The County’s Housing for Health Division (H4H) presented the initial results of the count to the Board of Supervisors on August 9, 2022. The key findings from that presentation were included in the last quarterly update to Council on August 23, 2022.

The County of Santa Cruz has committed to conducting annual PIT counts and is actively planning the next count take will be conducted in Feb 2023.

SANTA CRUZ COUNTY

1.103
Identify and prioritize the short-term actions
HOMELESSNESS RESPONSE 3-YR ACTION PLAN
Community Service Officers (2x)
Field Crew (4x)
Outreach & Shelter Specialists (3x)
Communication Specialist (1x)

TEAM EXPANSION
1220
Transitional
Community
Camp
City Overlook
Safe Parking

SHELTERING

PROGRAMS
Tier 2: Nightonly parking
Tier 3: 24/7
parking

SAFE PARKING

PROGRAMS
230 were
offered shelter
130 were
relocated

ENCAMPMENT

MANAGEMENT
2,300
residential units
in process
~850/2,300 are
affordable
housing
220/850 are
permanent
supportive
housing
Two 100%
affordable
projects are
under
construction

HOUSING

PRODUCTION

HOMELESSNESS RESPONSE 3-YR ACTION PLAN

1.104
Utilizing funding provided by the State to support the City’s Homelessness Response efforts, 10 additional permanent positions were created to expand the Homelessness Response Team. The Team now consists of two (2) Community Service Officers, a four-person Field Crew, three (3) Outreach and Shelter Specialists, and a new Communication Specialist.

The City Outreach Team is credited with supporting at least 250 campers in shelters this calendar year.

Safe Parking Programs
The City opened two (2) Safe Parking Programs this calendar year. Three (3) different tiered programs were opened, serving 32 households in 2022.

SHELTERING PROGRAMS
The City has developed a safe parking program, providing oversized vehicles with locations to park safely overnight.

SAFE PARKING PROGRAMS

1.105
The City’s newly expanded Homelessness Response Team was integral in supporting the closure of the largest encampment in Santa Cruz during the Fall 2022. Over 230 individuals staying in the camp were offered shelter and provided the opportunity to be connected to services. During the closure process, 130 campers were relocated to the shelter.

EVICTION PREVENTION

1.106
City of Santa Cruz, Public Works Department
City of Santa Cruz, Water Department
The age of the City's infrastructure is an important factor in determining the level of maintenance and investment required to keep it functional. The environmental scan will include an analysis of the age and condition of the city's infrastructure and the potential impact on the community.

SOURCES

AGING NATURE OF INFRASTRUCTURE

Like Fire, the GIS map uses data points to map police calls for service and helps identify areas with higher incidences of crime and inform resource allocation and prevention efforts.

1.107
05 City of Santa Cruz, Police Department
This data examines the number and nature of police calls on property and violence to assess the overall safety and security of the community. This data can help identify potential areas of concern, such as high crime areas, trends, and patterns, which can inform proactive crime prevention efforts and resource allocation.

SOURCES
POLICE: PROPERTY & VIOLENT CRIMES
04 City of Santa Cruz, Police Department
This data reviews the police department's proactive projects, including community outreach and crime prevention initiatives. These efforts can have a significant impact on crime rates and overall community safety.

Sources
POLICE: NOTABLE EFFORTS & PROJECTS
06 City of Santa Cruz, Information Technology Department This data point provides information on requests submitted and completed from the CRSP Portal. It helps understand the quality-of-life stats based on bike or pedestrian, code violation, encampment, found needle, graffiti, spill of backup, traffic concern, and pothole issues.

SOURCES

COMMUNITY REQUEST FOR SERVICE PORTAL (CRSP)

1.108

The Sewage Water (SW) system has 35 miles of pipe and a $19M value.

Externally, the department faces challenges complying with the Regional Water Quality Control Board on the City's stormwater quality permit and new restrictive state bills such as AB 2097, SB 35, SB 330, SB 9, and SB 1383. Coastal erosion and adaptation are also challenges with no dedicated funding sources. The department must comply with federal law regarding 5G applications while balancing the impacts on residents.

The division needs help maintaining sustainability and ensuring the recruitment and retention of staff.

However, by prioritizing infrastructure upgrades and implementing sustainable transportation practices, the division can provide safe and accessible transportation for the community.

PUBLIC WORKS DEPARTMENT

1.109
The Santa Cruz Water Department manages and provides potable water to residents and businesses in Santa Cruz and its surrounding areas. However, the department faces various internal and external trends impacting its operations. These trends include inflation, workforce shortage, climate change, supply chain issues, [RM1] economic climate, technology issues, and increasing workload.

WATER DEPARTMENT

1.110

STRUCTURE WILDLAND EMS HAZ-MAT
FALSE
ALARMS

MUTUAL AID
OTHER

FIRE: CALLS FOR SERVICE (2011-2021)
Decrease in mutual aid and other hazardous incidents call Increase in EMS and most common calls
Significant increase in false alarms and wildland calls Overall trend shows an increase with some fluctuations
Key Takeaways
2011-2021 1.111
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 % CHG CFS 104,835 104,708 103,511 104,616 100,879 102,922 94,607 95,680 85,857 81,352 -22.4% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
125,000
100,000
75,000
50,000
25,000
0 The data provided shows the number of police calls for service between 2012 and 2021. There has been a

22.4% decrease in the total number of calls for service.

POLICE: CALLS FOR SERVICE (2012-2021)
Highest number of calls in 2012
Lowest number of calls in 2021
Overall decrease in total calls
A decrease in CFS does not mean that the workload for police officers has decreased Key Takeaways
2012-2021

1.112
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 % CHG PROPERTY 3,583 3,164 3,272 3,563 3,610 3,685 2,905 2,932 2,237 2,070 -42.2% VIOLENT 432 406 524 499 521 409 391 390 310 413 -4.4%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
5,000
4,000
3,000
2,000
1,000
0 The data represents the number of reported incidents of property and violent crimes that occurred in a certain area between 2012 and 2021. The number of reported incidents of property crimes decreased by

42.2% over the period, while the number of reported incidents of violent crimes remained relatively stable, with a slight increase of 4.4% between 2012 and 2021.

POLICE: PROPERTY & VIOLENT CRIMES (2012-2021)
Property crimes decreased
Violent crimes remained relatively stable and slightly decreased Overall total property and violent crimes declined
Key Takeaways
2012-2021

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Benchlands
Ross Camps
2019
Benchlands
Caltrans Highway
Project (Hwy 1 &
River St.)
Pogonip
2021
Benchlands
Sidewalk Vending
Enforcement
West Cliff RV Towing
2022
Additionally, the SCPD provides two (2) full-time Community Service Officers (CS0) to support the City’s Homeless Response Team to prevent entrenched encampments from forming within the City limits. The Homeless Response Team monitors and addresses public health and safety issues that may arise related to other encampments in Santa Cruz. In addition, the team conducts regular assessments and outreach to people who live in encampments in the City’s open space areas. The SCPD provided additional security and enforcement support for the Homeless Response Team by allowing up to three (3) police officers to work an overtime shift, Monday-Friday.

POLICE: NOTABLE EFFORTS & PROJECTS

UPDATED

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0 1,000 2,000 3,000
2018
2019
2020
2021
2022

BIKE OR PED
CODE

VIOLATION
ENCAMP
FOUND
NEEDLE

GRAFFITI

SPILL OF
BACKUP

TRAFFIC

CONCERN

POTHOLE
2018 39 85 84 9 162 4 36 N/A
2019 70 251 207 197 730 10 84 N/A
2020 107 248 310 223 1,317 14 103 12
2021 94 244 361 201 1,287 24 170 28
2022 106 231 1,093 83 1,230 16 201 17
% CHG 171.8% -171.8% 1,201.2% 822.2% 659.3% 300% 458.3% 41.7% The Community Request for Service Portal (CRSP) data from 2018 to 2022 shows a significant increase in reports for encampments, found needles, graffiti, spill of backup, and a decrease in code violations. This suggests that there may be a growing issue with homelessness, drug use, and vandalism.

Overall, the data suggest areas where the quality of life can improve while also recognizing areas where progress has been made, such as code violations.

COMMUNITY REQUEST FOR SERVICE PORTAL (CRSP)
Decrease in code violations
Increase in all other categories
Significant decrease in quality of life
Key Takeaways
2018-2022

UPDATED

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This section examines the organizational structure of the City, including full-time employees, turnover, and general fund. This data will help identify potential areas for improvement in the management and organization of the City.

City of Santa Cruz, Human Resources Department
This data point provides information on full-time employees working for City departments.

It is important for ensuring the City's workforce capacity.

SOURCES

FULL-TIME EMPLOYEES BY DEPARTMENTS

SOURCES

FULL-TIME EMPLOYEES BY ETHNICITY
City of Santa Cruz, Human Resources Department
Analyzing the turnover rate of City employees is crucial for understanding staffing needs and ensuring that the City can retain qualified and experienced staff. The data examines the number of resignations vs. retirements to identify potential trends or issues.

SOURCES

GENERAL FUND PER CAPITA
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05 City of Santa Cruz, Finance Department
This assesses the City's overall financial performance. This analysis will help identify potential areas of financial strength and potential areas where additional investments may be needed to support the delivery of essential services and identify areas where costcutting measures may be implemented to optimize budget allocation.

SOURCES

TOTAL GENERAL FUND REVENUE & EXPENDITURE

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CC/CMO ED FIN FD HR IT LIB P&R PL PD PW WA
FTE 9 11 22 62 11 18 77 76 29 117 213 108
0 50 100 150 200 250
City Clerk/City Manager's (CC/CMO)
Economic Development (ED)
Finance (FIN)
Fire (FD)
Human Resources (HR)
Information Technology (IT)
Library (LIB)
Parks & Recreation (P&R)
Planning (PL)
Police (PD)
Public Works (PW)
Water (WA)
The data shows the number of full-time employees (FTE) in various departments.

Departments with the highest number of FTEs are the Public Works Department (213), followed by Police (117) and Water (108).

Other departments with a relatively high number of FTEs are Libary (77), Parks & Recreation (76), and Fire (62).

On the other hand, City Clerk/City Manager's Office (9) has the lowest number of FTEs, followed by Economic Development (11), Human Resources Department (11), Information Technology (18), and Finance (22).

FULL-TIME EMPLOYEES BY DEPARTMENTS (AS OF JAN 2022)
Lowest number of FTEs are City Clerk/City Manager, Economic Development, Human Resources, Information Technology, and Finance
Highest number of FTEs are Public Works, Police, Water followed by Library, Parks & Recreation, and FIre
Highlights the distribution of FTEs
Key Takeaways

UPDATED

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ASIAN BLACK HISPANIC NATIVE AM. 2+ RACES UNKNOWN WHITE TOTAL FTE FTE 44 15 170 3 19 2 500 753
% 5.8% 2% 22.6% 0.4% 2.5% 0.3% 66.4%
White

66.4%
Hispanic

22.6%
Asian

5.8%
2+ races

2.5%
Black
2%
Out of 753 full-time employees (FTE), the majority of the staff are White (66.4), followed by Hispanics (22.6%), Asians (5.8%), and those who identify as being of 2+ Races (2.5%).

The remaining categories, including Blacks, Native Americans, and those who identify as Unknown, each make up less than 2% of the total FTE staff.

While the staff is diverse in terms of ethnicity, the percentage of White employees is significantly higher than that of other ethnic groups.

FULL-TIME EMPLOYEES BY ETHNICITY (AS OF JAN 2022)
Majority are White, Hispanic, and Asian
Black, Native American, and Unknown each make up less than 2% of the total staff White FTEs are significantly higher than other ethnic groups Key Takeaways

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2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 % CHG

MANAGEMENT
(RESIGN) 4 7 10 8 9 7 13 4 12 13 225%

MANAGEMENT
(RETIRE) 6 7 6 5 10 7 11 10 7 7 16.7%

NON-MANAGEMENT
(RESIGN) 53 74 96 77 120 135 101 76 117 95 79.2%

NON-MANAGEMENT
(RETIRE) 12 19 15 15 25 19 26 37 7 15 25%
0 50 100 150 200
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
According to the data, there was a significant increase in resignations for both management and nonmanagement positions from 2013 to 2022. The overall trend shows that resignations for management (225%) and non-management (79.2%) positions have increased.

On the other hand, the number of retirements has remained relatively stable for both management (16.7%) and non-management (25%) positions between 2013 to 2022.

Overall, the data shows an increase in all categories but a significant increase in resignations. It may be helpful to investigate further and explore ways to improve employee retention and job satisfaction.

TURNOVER: RESIGN VS. RETIRE (2013-2020)
Resignations significantly increased
Retirements remained relatively stable
The trend in retirements suggests an aging workforce, and resignations may indicate employee retention and job satisfaction
Key Takeaways
2013-2022

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The data shows the per capita general fund (GF) for fiscal years 2013-2022.

In 2021 and 2022, it decreased slightly to $1,689 and $1,609, respectively. However, the data shows that the general fund per capita increased from $1,155 in 2013 to $1,609 in 2022, a 39.3% change increase.

Overall, the trend shows a gradual increase in general fund expenditure from 2013 to 2020, which may indicate increased public service spending for each person in the area.

GENERAL FUND PER CAPITA (FY13-22)
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
$2,000
$1,500
$1,000
$500
$0
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 % CHG GENERAL FUND $1,155 $1,148 $1,249 $1,290 $1,349 $1,499 $1,494 $1,610 $1,689 $1,609 39.3% Overall trend shows an increase
A gradual increase suggests increased public service spending per person in the area Key Takeaways
FY13-FY22
FY13-FY22

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FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 % CHG REVENUE $73,613,217 $78,173,566 $82,017,171 $86,159,435 $92,907,311 $106,120,107 $102,277,346 $107,016,795 $95,866,789 $112,286,515 52.54% EXPENDIT $70,760,947 $96,544,527 $82,611,923 $83,950,952 $92,469,775 $95,296,422 $102,906,642 $101,753,613 $97,577,452 $110,915,008 56.75% FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
$125,000,000
$100,000,000
$75,000,000
$50,000,000
$25,000,000
$0
The table shows the total general fund revenue and expenditure for the City from fiscal year (FY) 2013 to 2022. The red line represents the general fund per capita.

In FY13, the City had revenue of $73,613,217 and expenditure of $70,760,947. Over the years, the revenue increased steadily, reaching $112,286,515 in FY22, a 52.5% increase from FY13.

On the other hand, the expenditure also increased over the years, peaking at $110,915,008 in FY22, a

56.8% increase from FY13.

TOTAL GENERAL FUND REVENUE & EXPENDITURE (FY13-22)
Revenue steadily increased
Expenditure steadily increased
Overall, the City has been earning more funds and spending more on services Key Takeaways
FY13-FY22

UPDATED

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1 Rosemary Balsley
From: Garrett <[email protected]>
Sent: Saturday, April 15, 2023 1:52 PM
To: City Council
Subject: Council Agenda Item #1 - 4.18.23
Agenda 4.18.23
Dear Council,
Who is Baker Tilly suggesting what the cities mission statement should be??? To make matters worse, their suggestions are leftist socialist trash containing the vile term "equity".

I'll have none of that.

The problem with socialism is you eventually run out of other people’s money.

As to fiscal transparency, yes more of that. For instance, what happens to the extra money if more water is sold than estimated when the rates were set? What happens to extra parking fees from rate hikes when the actual costs of parking services alone are less?
Increasing these fees to pay for other things except these services is unethical, and an end around the “willingness to pay” except by vote of the people doctrine.

I see no willingness to ever consider this city as having an out of control spending habit, and only see a lamenting of a lack of funds to endlessly expand the government at a rate well above the population growth with a socialist slant. Bigger government, smaller people. Compare population growth to budget growth and explain how there can possibly be an income problem.

Purge diversity, equity and inclusion propaganda and also the globalist leftist Health in All Policies from the government dialog and go back to basics where the purpose of government is to provide what the people pervasively need, want, and are willing to pay for. Pervasive means little controversy. Better to do nothing than do what 49.9% of the people oppose even if 50.1% are for it. The rest of the mission is protecting individual rights.

I see neither of these basic functions listed anywhere. I regard the city currently as the same as a private sector ultra powerful self interested monopoly, beyond the reach of the people, which is one of the flaws in capitalism, with the only check on it is a city council acting as proxy for the people and I’m not so sure you view themselves this way. Some may view themselves as leaders and the rest followers, when in my view

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2 the people can make it clear what they want and are willing to pay for, and the only leadership needed is making that happen. Everything else is authoritarian self interested conceit, and the effects of the wormings of self interested activists into government.

I have read a good many similar outreach surveys, and the questions are written by activists, and mostly filled out by activists and not the average person. If it were a random sample, it would mean more. It draws conclusions that are misleading. Housing prices were not up because of demand, but the inflation caused by cheap debt issuance. How come we count people's options who don't live in the city?
That this is an in-person no audio even meeting only is telling as to how much of public input or transparency you really want. Answer: not much.

As to fiscal transparency, my view is tax income provides the appropriate spending limits and are proxy for what the people are willing to spend, should be used in providing the essential needs and wants that everyone uses, like roads, parks, police, fire, etc. Since the city is a monopoly it should not abuse pricing, therefore more transparency and an understanding should exist that fees should only to be used to provide the efficient well managed actual special stated services they are charged for and otherwise not try to be in a for profit business always trying to attain what the market can bear.

A lot of the 2011-2020 census data is old. A lot has changed in the last 2 years.

Sorry I couldn't make it in at 9am to speak.

Garrett Philipp - Westside Santa Cruz

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1 Rosemary Balsley
From: Bonnie Bush
Sent: Monday, April 17, 2023 4:53 PM
To: City Council
Subject: FW: Strategic Planning Workshop for 4/18/23
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: Gillian Greensite <[email protected]>
Sent: Monday, April 17, 2023 4:38 PM
To: Fred Keeley <[email protected]>; Renee Golder <[email protected]>; Shebreh Kalantari‐Johnson <SKalantari‐[email protected]>; Sandy Brown <[email protected]>; Martine Watkins <[email protected]>; Scott Newsome <[email protected]>; Sonja Brunner <[email protected]>
Cc: Matt Huffaker <[email protected]>; Bonnie Bush <[email protected]> Subject: Strategic Planning Workshop for 4/18/23
Dear Mayor Keeley and City Council members,
Thank you and staff for the wealth of information and provision of tomorrow's public hearing on the city's 5 Year Strategic Plan. I am disappointed not to be able to attend. I have read the material and offer the following for your consideration.

First a minor data correction: under the heading of FTE’s by Department, the report incorrectly states that Police have the highest FTE’s when the data show the top FTE Department is Public Works.

Then, what seems to be a contradiction: in the Environmental Scan document there is an entry regarding Business Licenses over a ten year period. It states that Business licenses have increased in the city by 177% ( I’m rounding numbers). Yet under city Business license fees, the report states that there has been a 14% decline since 2014. This appears on the face of it to be a contradiction.

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2 Now some observations and comments:

1. I am struck by the disconnect between the results of the survey of community members as to their priorities and the Focus Areas delineated in the Strategic Planning Briefing Book. The survey results show a clear community priority for the Natural Environment which came in at a weighted average as #2 at 3.47. In addition, the highest level of agreement among survey respondents was for “clean and safe parks and open spaces” with 64% agreement. The top 3 key words for a vision for Santa Cruz from survey respondents were, “environmentally focussed, fiscally sustainable and safe.” Despite that clear message from the public, the 5 Year Strategic Plan appears to largely ignore it. The only time the natural environment is tangentially mentioned is in Focus Area 2 under the heading, Strong Business Communities and a Vibrant Downtown. The entry reads “Invest in public and green space to create a welcoming, safe and attractive place to spend time.” This in the context of Downtown.

There is a clear public priority for the protection and preservation of open space lands. Despite that clear message and with a robust, well‐funded Homeless Response Team including 2 full‐time CSO’s and augmented by 3 officers on overtime shifts Monday through Friday, the entry in the report reads: “In addition the team conducts regular assessments and outreach to people who live in encampments in the city’s open space areas.” This approach does not respond to nor reflect the priorities of the community and needs to be revised with strategies for permanently removing camps in open space lands.

Given that the city's natural environment is a priority for the community, one would expect that a 5 year Strategic Plan would include at least a recommendation to add an environmental specialist to the city staff. I believe the city of Watsonville has such a position. An environmental specialist could not only prioritize strategies for the protection of open space lands but could also advise the city how to best respond to environmental issues for city projects. Or, for example, advise that having goats and sheep eat all the undergrowth along the rail line in Spring is devastating to small nesting birds. That October would be fine.

2. While the Strategic Report lists lawsuits as “threats” in fact it is only due to the city's inadequate environmental reviews for projects that the city has lost two significant lawsuits since 2015. This, despite paying large sums of money for outside CEQA consultants and legal costs. In both cases the city was determined to be lacking proper environmental review which is in opposition to the wishes of the community and fiscally irresponsible.

3. The Report highlights aging infrastructure in Public Works and the Water Department, plus the need for tools, equipment and software. These basic needs should be better reflected in the Focus Areas.

4. Across departments, the high rate of resignation over a ten year period of both managerial (225%) and non‐ managerial (75%) staff is concerning and needs more attention. Baker Tilly consulting firm apparently did not interview below the level of department heads. Lower level staff interviews may yield helpful insights.

5. The 22% drop in calls for service from SCPD deserves more careful analysis than is articulated in the Report which states “it doesn’t mean they are working less." Similarly, the suggestion that some departments have small numbers of staff while others have bigger numbers and therefore more staff may need to be added to the smaller departments lacks validity without an analysis of the scope of each department's work and responsibilities.

6. There has been a 53% increase in revenues in the General Fund from 2013 to 2022 ($74 million to $112 million) and a 57% increase in expenditures ($71 million to $111 million) This increase has been augmented by a 314% increase in revenue from the State. It would help if the Report covered the areas which have absorbed the increased revenues in the decade studied. My observation is that it is due to a plethora of consultant hirings however I don’t know that for a fact. I do know that the frontline staff who keep our parks safe and clean and our trees healthy have inadequate staffing.

A breakdown of staffing changes and at what level plus consultant hirings over the ten year period studied would be helpful.

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3 Thank you for considering these comments for the Strategic Plan.

Respectfully submitted,
Gillian

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1 Rosemary Balsley
From: Jane Mio <[email protected]>
Sent: Monday, April 17, 2023 4:54 PM
To: Fred Keeley; City Council
Subject: 4/18/23 Special City Council meeting/Strategic Planning Dear Mayor Keeley & City Council Members,
I am submitting my comments for your important Special Strategic meeting.

Thank you for considering my input, which is based is on my community engagement & in support of your work.

Sincerely,
jane mio
City of Santa Cruz Vision
Building a future for everyone, together
Eliminating the separating comma before 'together' creates an inclusionary message of social justice collaboration.

Attachment A ‐ City of Santa Cruz Community Survey Results The survey responses clearly show that Park & Open safety, improving communications with the community rate high.

The survey responders gave the Natural Resources & their passionate & engaged community top ranking.

The mention of the negative height impacts of new projects, tree removals, ineffectiveness of police & legal systems suggest a lack of the City's inclusive collaboration w/the public.

The survey results indicate that the community's priorities need to be effectively & productively integrated in the City's planning, policies & its communications.

Environmental Scan 2023
01 Introduction/Developing Our Strategic Vision
Increase Survey participation:

Send Survey notice to local organizations/various groups(churches, UCSC. Cabrillo, etc) & invite them to share Survey info with their members via their member mailing list.

Reason: The 275 Community Survey responses of a 2020 65.011 population amounts to 0.42%. The suggested outreach stands to see better results because Members of Santa Cruz organizations/groups respond well to call‐of‐action notices.

Demographic Trends
01 Population Growth(2010‐2020)
This chart doesn't include the Covid years, which saw a population decline of annually ‐0.48%, which amounts to ‐1.44% decline between 2020‐2023.
https://worldpopulationreview.com/us‐cities/santa‐cruz‐ca‐population Worth noting:

Statistics for 02 go to 2020
Remaining statistics switch data back & forth between 2020 & 2022.

This data discrepancy hinders thorough strategy insights due to missing statistics.

Economic Development
01 Employment Distribution By Industry (2010, 2015, 2020) Worth addressing:

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2 The new projects tend to be build by out of town construction companies, who supply their own out of town work crews.

Absentee property owners often hire companies from their primary home locations to perform yard, construction, tree removal, maintenance work on their Santa Cruz property.

This raises the question:

Is the 2010‐2020 construction decline of ‐1.6% a reflection of the out of town work forces, which suppress the workers' employment market of local companies?
04 Downtown Retail Vacancy Rate (2012‐2022)
The 2012‐2022 timeline differs from the other referenced charts. This shifting data hinders clear/quick oversight for long range strategy with far ranging consequences.

Question:

Would strategy planning benefit from including data that lists how long businesses stay active? Is Downtown shopping discouraged by length of customers' travel time due to City wide traffic congestions? Housing & Homelessness
04 Regional Housing Needs Assessment (RHNA)
Housing: Current & Pending Projects
A time period chart breakdown for this section would assist insight of how current the projects' list is.

Infrastructure & Safety
02 Fire: calls for Service ~ 10 year Wildland call increase 814.3% 03 Police: Calls for Service ~ 2021call increase for Pogonip 06 Community request for Service Portal (CRSP) ~ 1,2012% encampment call increase These statistics indicate that a focus on Wildland & encampment can be enhanced by a Ranger program.

The Rangers' presence & regular patrols serve as a deterrent of illegal behavior.

Organizational Trends
01 FTE by Departments
In consideration that Santa Cruz Natural Resources are the main City revenue draw it stands to reason that the City employs a FTE Environment Coordinator, who facilitates aligning the Departments various environmental related projects according to City Plans, State/Fed. guidelines & public notifications.

This will save Department staff time, build public trust & avoid failure of complying with City/County, State/Fed policies & guidelines.
03 Turnover: Resignation vs. Retirement
The high, disturbing resignation percentage raises the question:

Does City management have a collaborate, transparent relationship w/the employees that includes policies/directions that integrate/incorporate employees financial, safety, career improvements, job satisfaction concerns? With much appreciation for your time & engaging in an inclusive Strategic Plan that looks to a future for all of us, Kind regards,
jane mio

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City Council
Strategic Planning
Workshop
City of Santa Cruz
April 18, 2023

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Welcome
from the
Mayor

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Public Comment

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4 Opening
Remarks from
City Manager
Matt Huffaker

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Today’s Agenda

1. Welcome and agenda review

2. Strategic planning overview and
summary of completed engagement
activities

3. Present environmental scan and
engagement themes

4. Review vision

5. Discuss focus areas, goal statements
and strategies

6. Wrap up and next steps

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Workshop Overview
6 Next
Steps
Establish a shared
understanding of the
elements to be
included in the City’s
Strategic Plan
Review input
obtained through
engagement
activities and
information
presented in the
environmental scan
Discuss and build
consensus on vision,
multi-year focus
areas, and strategies
aligned to focus areas
for the next five years
Prepare the Strategic
Plan for City Council
adoption, followed
by an
Implementation
Action Plan for staff
to integrate into
work plans and future
budgets
Establish Shared
Understanding
Review
Input
Build
Consensus
Next
Steps

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Ground Rules
7 Keep the
big picture
in mind
Listen with
respect and
inquiry
Assume
good
intent
Stay
focused
Seek
consensus

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Time
Management Tool
Items to discuss later
Bike Rack

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Provides direction to the organization
Aligns everyone toward a common purpose
Creates opportunity to reevaluate outdated goals and strategies Why strategic planning? Why Now?

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Strategic Plan Framework

FOCUS AREAS
(WITH GOAL STATEMENTS)
Strategy Strategy
Vision

IMPLEMENTATION
ACTION
PLAN
BROAD, MUlTI-YEAR STRATEGIC FOCUS AREAs

STRATEGIES ALIGNED TO

FOCUS AREAS

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Facilitate City
Council
Strategic
Planning
Workshop
Management
Partners drafts
Strategic Plan
based on input
and staff takes to
to Council for
adoption
Management
Partners and
staff create
Implementation
Action Plan
Overview of the Process
Reviewed ReEnvision Santa
Cruz and Other
Background
Documents
Conducted
Interview with
City Council
members
Administered
Department
Director
Questionnaire
Administered
Online
Community
Survey
Provided
Guidance for
Environmental
Scan
Facilitated
Executive Team
Strategic
Planning
Workshop

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Environmental
Scan

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?
Discussion
Any surprises? What stands out?

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Stakeholder Input:

Strengths, Challenges, Opportunities, Threats
14 1.143
Strengths
• Natural environment; mild climate
• Beautiful place to live
• Parks and open spaces
• Passionate, engaged community
• Committed employees
• Reputation for welcoming diversity
• Climate action and sustainability programs
• Teamwork among City staff
• Thriving arts community

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Challenges
• Rising home prices, lack of affordable housing
• Impacts of homelessness, including
environmental damage
• Workforce stability
• Recruiting and retaining talent
• Critical infrastructure needs
• Resource limitations
• Pressure of policy demands
• Transition to Council districts
• Unsustainable service level expectations
• Budget not fiscally sustainable (“unfunded
mandates”)

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Opportunities
• Clean and safe parks and open space
• New governance structure (e.g., directly elected
Mayor)
• Increased collaboration between the city, county,
and university
• Expanded community engagement to bring in
more voices
• Support for housing creation for low- and
moderate-income households, including
workforce housing
• Downtown Plan Expansion
• Investment in community beautification projects
• Support for workforce development and
attracting higher-paid jobs

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Threats
• Water supply security for the community
• Distrust in government
• Vulnerability to climate change
• Lawsuits
• Mental health and substance abuse crises
• Impacts of unanticipated weather events;
emergencies
• Developing a reputation as unsafe or unclean

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Community Survey Feedback
19 OPPORTUNITIES
• Clean and safe parks and open spaces
• Securing the City’s water future
• Improving communications with the
community
• Increasing collaboration between the city,
county and university

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Our Community’s Top Priorities
20 1.Homelessness

2.Downtown and business revitalization

3. Infrastructure (facilities and natural
resources / parks + open spaces)

4.Fiscal sustainability

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Takeaways from Stakeholder Engagement
Community
Priorities
City Council
Priorities
Department
Director
Priorities
Department Director
Priorities
• Fiscal sustainability
• Infrastructure
• Homelessness response
• Housing
• Organizational culture and
employee morale
Community Priorities
• Homelessness response
• Downtown and business
revitalization
• Infrastructure (facilities and
natural resources/parks +
open spaces)
• Fiscal sustainability
City Council Priorities
• Housing
• Accountability
• Workforce culture
• Homelessness response
• Economic development

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?
Discussion
What stands out? Is there anything to add?

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> Break

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Vision

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Vision
25 • Vision: a statement of the desired future of the
organization
§ Future-focused
§ Vivid
§ Challenging
§ Inspiring
§ Succinct

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Feedback on Existing Vision
Building a future for everyone, together.

Is this statement…
§ Future-focused?
§ Vivid?
§ Challenging?
§ Inspiring?
§ Succinct?
Total of 61.9% of
survey respondents
agreed the current
vision statement
reflects what the city
should strive to be
Could be for
any organization;
lacks specificity
Keep focus on
environment,
fiscal
sustainability,
and safety

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Vision Statement
Alternative Options
A. A thriving community based on equity,
health, wellness, and sustainability.

OR
B. A fiercely vibrant and resilient community

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Vision Statement
Discussion
Group Discussion
What do you like about the existing vision statement?
What about the alternative options for the vision?
Is there anything you would change?
Bonus: Draft a new option to share.

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>
Lunch
Time

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30 We can’t do
everything,
But we can do
some things
well with focus
30 Providing
Focus

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31 Don’t fill up the bucket
with so many small
rocks that there isn’t
room for the big ones
Put the big
rocks in first
Then add the small
ones where there is
room
“Big Rocks”

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Strategic Focus Areas…
Provide the
direction and
focus of the
organization,
including
resource
decisions
Are to be
addressed
within the
next
five years
Are achieved
through a
range of
strategies

1.161
33 Existing
Focus
Areas
Fiscal sustainability
Focus area 1
Downtown and business revitalization
Focus area 2
Infrastructure
Focus area 3
Development and other foundational policies
Focus area 4
Health and safety
Focus area 5
Employee and organizational vitality
Focus area 6

1.162
34 Proposed
Focus
Areas
Fiscal sustainability and transparency
Focus area 1
Strong business communities and a vibrant downtown
Focus area 2
Housing
Focus area 3
Homelessness response
Focus area 4
Public safety
Focus area 5
Infrastructure
Focus area 6
Thriving organization
Focus area 7

1.163
Focus Areas and Goal Statements
35 • Ensure that the city is on a strong financial trajectory, through planful investments and revenue development
Fiscal Sustainability and
Transparency
• Cultivate thriving businesses and a vibrant downtown to support local economic health
Strong business communities
and a vibrant downtown
• Create and preserve housing for all with a focus on affordable and workforce housing Housing
• Move toward positive outcomes in homelessness response, safety, and health, balancing the interests of persons who are unhoused and housed, and the business community
Homelessness Response
Public Safety • Provide public safety services that support well-being and healthy communities Infrastructure • Invest in sustainable, climate-adapted infrastructure and community assets • Advance a high-performing organization where employees are empowered to deliver outstanding services to the community Thriving Organization

1.164
Fiscal Sustainability and Transparency
Ensure that the city is on a strong financial trajectory, through planful investments and revenue development
Strategies
• Identify new and expanded revenue sources that provide sufficient resources and facilities to deliver services and programs to the community
• Identify and adopt short- and long-term service priorities and fund them within available resources
• Develop financing strategies for capital investments and deferred infrastructure needs as identified in the long-range financial plan
• Evaluate cost recovery levels and identify fees that need to be updated • Create community participation opportunities and training to increase understanding of the City’s financial standing and transparent fiscal decision making • Modernize financial management software to streamline and automate the City’s processes, help identify patterns and data trends, and improve accuracy 36 1.165
Strong Business Communities and a Vibrant Downtown
Cultivate thriving businesses and a vibrant downtown to support local economic health Strategies
• Support and expand Santa Cruz’s diverse and robust businesses • Promote downtown as a pedestrian-friendly center for commerce, housing, and transportation, including implementation of the Downtown Plan Expansion • Grow events and cultural activities in the downtown, wharf, and other commercial areas to attract residents and visitors
• Regularly evaluate effectiveness and update City programs and other efforts to enhance and enliven downtown and other commercial areas (for example, pop-ups, outdoor dining, public art, beautification programs)
• Invest in public and green spaces to create a welcoming, safe, and attractive place to spend time
• Make downtown a place that people feel safe
37 1.166
Housing
Create and preserve housing for all with a focus on affordable and workforce housing Strategies
• Support diversity in housing types and affordability levels to accommodate present and future housing needs of Santa Cruz residents
• Implement policies and programs that promote fair housing and equitable access to housing opportunities
• Maximize development opportunities to repurpose existing land in support of a thriving community • Certify and implement the Housing Element to increase housing production and enable increased funding eligibility
• Leverage government resources and private financing and partnerships to create affordable housing projects in the community
• Update and streamline regulations and procedures to reduce barriers for housing development • Support housing production for permanent supportive housing and low-, very low-, and extremely low-income housing
• Ensure development is adequately balanced with increasing demand on city services 38 1.167
Homelessness Response
Move toward positive outcomes in homelessness response, safety, and health, balancing the interests of persons who are unhoused and housed, and the business community Strategies
• Reduce the presence and impacts of encampments in the City • Obtain sustainable funding for homelessness response programs • Provide temporary shelter and interim housing in a manner that supports rehousing people
• Collaborate with our community partners to create a regional approach to homelessness • Provide services for people at risk of eviction to prevent homelessness • Maintain and update the Homelessness Response Action Plan • Provide outreach services for people living outdoors and in vehicles so they can be connected to housing and support services
39 1.168
Public Safety
Provide public safety services that support well-being and healthy communities Strategies
• Collaborate with stakeholders and allied agencies to find areas for increased alignment and accountability
• Evaluate and potentially establish a Mobile Crisis Response Unit for the City • Conduct a standards of coverage study for Fire to identify issues and needs • Determine feasibility and funding of a regional public safety training center • Identify opportunities for shared services and facilities with neighboring agencies • Evaluate opportunities to utilize new technology, including replacing aging radio/communication infrastructure, to enhance public safety effectiveness and efficiency 40 1.169
Infrastructure
Invest in sustainable, climate-adapted infrastructure and community assets Strategies
• Invest in technologies to preserve, protect, and enhance current and future infrastructure • Develop a skilled and trained workforce that can plan, develop, implement, and operate climate-adapted infrastructure projects, facilities, and community assets • Improve public transportation infrastructure that would provide better access to job opportunities and less reliability on car ownership
• Identify and prioritize needed capital investments to support climate adaptation and achieve sustainability goals
• Continue aggressively identifying and pursuing grant and low-interest loan financing programs, including becoming educated on how to best plan and structure projects to be grant-eligible
41 1.170
Thriving Organization
Advance a high-performing organization where employees are empowered to deliver outstanding services to the community
Strategies
• Foster a positive workplace culture where all employees are valued, included, and supported
• Increase employee engagement and recognition to ensure employees are productive and feel connected
• Address recruitment and retention challenges
• Drive diversity, equity, and inclusion efforts to strengthen sense of belonging among City staff
• Create opportunities for training and professional growth for employees at all levels • Provide for a safe work environment
42 1.171
Discussion of
Draft Focus Areas
and Strategies Review strategies
Are any missing?
Should any be removed or modified?
Report out and discussion

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Establish City Council Priorities

1.173
Dot Voting
on Top
Priorities
451.174
Facilitate City
Council
Strategic
Planning
Workshop
Management
Partners drafts
Strategic Plan
based on input
and staff takes to
to Council for
adoption
Management
Partners and
staff create
Implementation
Action Plan
Strategic Plan Next Steps
Baker Tilly
prepares draft
Strategic Plan
based on input
Staff takes the
Strategic plan to
Council for
adoption
Staff creates an
Implementation
Action Plan with
the support of
Baker Tilly

1.175
Final Comments
and Evaluation

1.176
Thank you!
Nancy Hetrick, Managing Director
Ashley Garcia, Consulting Manager

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Santa Cruz City CouncilApril 18, 2023

Santa Cruz City Council
April 18, 2023