Task.4.1.18.2 - Document Review, Site Field Investigations, Testing, and Modeling Subtask 2.1 – Kick-off Meeting
HDR will conduct a virtual meeting with the City to introduce the project team, collect background information, discuss the City’s project goals and objectives, and establish lines of communication.
The City’s safety requirements will be discussed.
Deliverables: Meeting agenda and minutes.
Assumptions: Kick-off meeting to be held the same day as the visit for data gathering. Up to two HDR team members will attend this meeting, assumed to be up to one hour in length.
City Responsibilities: Participate in kick-off meeting.
Subtask 2.2 – Document Collection and Review
HDR will gather and review related existing documents, including: single line diagrams, record drawings, operations and maintenance (O&M) manuals, and utility (PG&E) information. HDR will analyze these documents, prior to performing the field data collection.
Assumptions:
1. The city will coordinate with PG&E.
2. HDR will markup existing single line diagrams or create new single lines sketches, as necessary, during field visits.
City Responsibilities:
1. Provide latest coordination study performed for the facility, as well as protective relay settings that may have changed since last coordination study, if available. Provide minimum, normal, and maximum operating service voltage levels, three-phase short circuit MVA and X/R ratio, line-to-ground short circuit MVA and X/R ratio at the point of connection, and cable information and distances for utility connection to facility meter.
2. Or, provide customer service representative’s contact information, from whom HDR can retrieve this data.
Subtask 2.3 – Field Surveys
HDR will perform a field survey of electrical equipment to determining the information necessary to perform the study. All electrical equipment where survey is to be done, needs to be de-energized.
Field surveys will be performed at the following facility:
1. Felton Booster Station
An energized work permit or job safety analysis for field work where live parts are exposed will be provided by HDR.
HDR will visually inspect equipment to collect the necessary nameplate data used in the analysis.
HDR will be responsible for visual verification of this data, including transformers, switchgear and breakers, relays, and direct-acting trip units. Data collection will include the stepdown transformer from the utility service, down through each motor control center (MCC) and 120/208 volt or 120/240-
23.30 Santa Cruz Program Management – Service Order 9
6-5-2023
volt panel for the systems. Data collection for utility-owned equipment will be limited to data provided by the utility.
The City shall be responsible for opening all electrical equipment enclosures necessary to collect nameplate data.
Field data collection and system modeling will be based upon the system represented by the single line drawings and other drawings provided by the City. HDR will make hand-markups of corrections and updates to the single line drawings and documents to reflect actual field findings as necessary to complete the work. If no single line diagrams exist, HDR will sketch a single line diagram during the site visit.
Assumptions: We have budgeted 24 hours for the field surveys (includes travel time). The field survey will include equipment rated 4160 volts and less. Based on documentation provided, no 12 KV equipment will need to be accessed.
HDR assumes that none of the equipment will be located in a confined space area. If there are pieces of equipment in a confined space, the city will provide confined space mitigation equipment, and will assist in gathering the necessary data, under HDR’s direction.
City Responsibilities:
1. Open all electrical equipment enclosures necessary to collect nameplate data. On energized equipment, where de-energization is not possible, the electrician, or personnel opening the electrical equipment shall be responsible to wear appropriate personal protective equipment (PPE). The personnel will also be responsible to gather any information, necessary to perform the analysis, requested by the engineer.
2. Coordinate the de-energization of live equipment, as needed.
3. Assist with the collection of data, as needed.
Subtask 2.4 – Electrical and Power Distribution System Modeling SKM Power Tools will be used to model the electrical system and calculate the short circuit currents, breaker and fuse tripping times, and resulting arc flash energies.
Deliverables: Power system model in PDF.
Assumptions: SKM Power Tools will be used.
Subtask 2.5 – Short Circuit Analysis, Protection Coordination Study, and Arc Flash Hazard Analysis
Short Circuit Analysis
HDR will perform a short circuit and equipment duty analysis to determine maximum short circuit currents at electrical equipment and verify that equipment is rated to safely handle short circuit currents without creating hazardous conditions.
Deliverables: Short Circuit Analysis in SKM format.
Assumptions: SKM Power Tools will be used.
23.31 Santa Cruz Program Management – Service Order 9
6-5-2023
Protection Coordination Study
HDR will perform a protective device coordination study and analysis to determine the existing coordination of electrical equipment and overcurrent devices and provide recommended equipment settings for improvement. The protective device coordination study and analysis will help verify proper electrical system reliability and determine if arc flash hazard energy levels can be reduced.
Deliverables: Protection coordination study in SKM format.
Assumptions: SKM Power Tools will be used.
Arc Flash Hazard Analysis
HDR will perform an arc flash hazard analysis in accordance with the 2018 Edition of Institute of Electrical and Electronics Engineers (IEEE) Standard 1584 to determine the hazard risk category associated with each piece of equipment as defined in the 2020 Edition of NFPA 70E. Arc flash hazard assessments will be performed for locations and/or equipment where workers are exposed to risk. The arc flash analysis study will determine incident energies, and hazard/risk categories for equipment.
HDR will provide recommendations or modifications to reduce incident energy.
The following items of electrical equipment, if in use at the facility, will be required to have a risk category assigned:
1. switchgear
2. switchboards
3. MCC
4. panel boards
5. VFDs and control panels (separately mounted)
6. transfer switches
Deliverables will include the following:
1. Single line diagrams (11”x 17”) showing the configuration of electrical distribution equipment from the 12 KV level down to 480-volt level divided into sections. The single line diagrams include switchgear, switchboards, generators, transfer switches, MCCs, variable frequency drives (VFDs) control panels, 480-volt power panels, and transfer switches. The single line diagrams include the following information:
2. Buses and connections
3. Arc flash analysis results, including incident energy (cal/cm2), arc flash boundary (inches), and hazard/risk category
4. Bus labels and locations
5. Bus rating
6. Bus short circuit interrupting rating
7. Description and tag numbers for all loads
8. Horsepower, kW, or kVA rating for loads
9. Power cable voltage, phase, sizes, and lengths
10. Transformer kVA, voltages, and impedances
11. Current transformer (CT) and potential transformer (PT) ratios
12. Protective device table that includes the following information (if available):
13. Physical location and tag number
23.32 Santa Cruz Program Management – Service Order 9
6-5-2023
14. Source description and tag number
15. Existing trip settings of circuit breakers and fuses
16. Manufacturer and model
17. Coordination diagrams (time versus current curves) of major components down to the coordination of 480-volt equipment.
18. Arc flash evaluation table that includes the following information:
19. Bus name
20. Bus kV
21. Incident energy (cal/cm2)
22. Arc flash boundary (inches)
23. Hazard/risk category
24. Working distance (inches)
Deliverables: Single line diagrams and arc flash analysis in SKM format. Updated site single line diagrams drawings will also be provided in PDF format.
Assumptions: SKM Power Tools will be used.
City Responsibilities: Evaluation review.
Task 4.1.18.3 – Summary Report
Subtask 3.1 – Report Preparation
HDR will provide a detailed arc flash hazard analysis report for each circuit condition and arc location analyzed that includes the following information:
1. Arching fault magnitude
2. Device clearing time
3. Duration of arc
4. Arc flash boundary
5. Working distance
6. Incident energy
7. PPE requirements for each incident energy level
8. Recommendations for new equipment and/or system changes necessary to reduce the calculated arc flash energy level below.
9. Recommendations for arc flash hazard reduction
The report will include single line diagram updates.
Deliverables: PDF copy of the draft report for review and comment by City staff. PDF copy of the final report. MS Word or Excel files and PDF file of the final report.
City Responsibilities: Review report and provide comments to HDR within ten business days.
Subtask 3.2 – Review Meeting
HDR will meet with City staff to discuss the draft report. Meeting will be attended by up to two HDR team members.
Deliverables: Meeting agenda and minutes.
Assumptions: Meeting will be virtual. Duration will not exceed 2 hours in length.
23.33 Santa Cruz Program Management – Service Order 9
6-5-2023
City Responsibilities: Participate in the meeting.
Task 4.1.18.4 - Arc Flash Warning Labels and Signage/Breaker Settings Subtask 4.1 - Arc Flash Warning Labels and Signage Production / Breaker Settings HDR will provide the required warning labels and other signage as determined by the study and evaluation. HDR will provide the final breaker settings, as determined by the report, that will provide both breaker coordination as well as reduce the arc flash incident energies.
Deliverables: Arc flash warning labels and signage. Final breaker settings.
City Responsibilities: Affix the arc flash labels to the equipment.
Task 4.1.19 – GHWTP SCADA Radio System Replacement
The radios that the City uses are now obsolete. The City is concerned about replacement radios should one of their existing radios fail. As part of the program to upgrade all of their remote sites, there is a desire to switch their existing radio system over to a new radio system. The City has decided to perform the radio upgrades in house, but is looking to HDR to provide documentation review. Part of this scope will involve the evaluation of the proposed technologies, the participation in the radio study, and the evaluation of reports and designs, and participation in the startup, and commissioning of the new radio system.
Total estimated coordination visits: 2
Support: 24 hours over the project duration.
Task 4.2 – Preliminary Engineering Efforts [None scoped for FY24].
Task 4.3 – Asset Management
Task 4.3.1 – Task 4.3.5 completed under previous Service Orders.
Task 4.3.6 – Asset On-boarding Support
This task provides as-needed support to implement asset onboarding for capital projects that will be designed or constructed during FY2024 as well as additional services to help the Department improve the use of their data management systems to support asset management. The effort for this task is based on allocating a budget for two capital projects in the Design Phase (28 hours of support for each) and two projects in the Construction phase (a total of 66 hours total) during the fiscal year, and budget to provide data management support to update the AMMS database so that data collected during construction of these new capital projects is ready for use, Meetings:
1. Up to two meetings with each project team for training and project coordination (total of ten meetings for four projects)
2. Two meetings to support as-needed data management for the AMMS Deliverables:
1. Training materials for asset on-boarding for each project
23.34 Santa Cruz Program Management – Service Order 9
6-5-2023
Assumptions:
1. Each project’s PM will be responsible for developing the initial managed asset list during project design.
2. Contractors will be responsible for providing construction-phase asset data in the defined format during project construction.
3. There will be five projects that are in the design phase during fiscal year 2024 and six projects entering the construction phase that require asset on-boarding services.
Task 4.3.7 – Computerized Maintenance Management System Implementation Support The Department is in the process of implementing a new computerized maintenance management system (Cityworks). The vendor (Centricity) is providing implementation services that cover specific activities for software installation and training, and is expected to complete implementation by the end of September. This task is a continuation of the support services provided by HDR under SO
8.Task 4.3.7.1 – CMMS Implementation Management
This subtask is a continuation of the management activities needed to keep the implementation on schedule and on track. HDR will continue to prepare invoices and work with Department staff to coordinate activities on a monthly basis, including coordination with the CMMS vendor, assistance in planning and scheduling on-site meetings, and coordinating the quality assurance effort.
Meetings:
1. As-needed project status meetings.
Deliverables:
1. Monthly status reports
2. Monthly invoices
Task 4.3.7.6 – CMMS Training
HDR will participate in vendor-led End-User and Administrator training sessions and then develop standard operating procedures (SOPs), specific to the Department, for the common processes.
These SOPs will provide standardized steps that staff can follow in order to fully utilize the system to support their operations and maintenance work practices. These procedures will cover the most common data management functions of the system, including:
Adding/updating asset records
Creating new preventive maintenance procedures and schedules Assigning and scheduling work
Creating and completing work orders
Creating task lists and procedures
A draft copy of the SOPs will be provided to the Department for review and comment. These comments will be addressed and the final version of the SOPs will be submitted to the Department.
Once the SOPs have been completed, HDR will provide work-process specific training to assist the Department in optimizing the use of the system to support various Department functions such as main break response, meter change outs, and customer service.
23.35 Santa Cruz Program Management – Service Order 9
6-5-2023
Meetings:
1. Vendor-led training sessions
2. Review draft SOPs
3. Work process training
Deliverables:
1. Draft and final SOPs
2. Work process documentation
Assumptions:
1. HDR will participate in the Vendor-led training activities
2. Up to three days of work process training are anticipated Task 4.3.7.7 – CMMS Post-implementation Support
Once the system has been configured and the Department is fully trained on its use, it will be ready to be used by staff. HDR will facilitate this implementation in coordination with the Department and the vendor. HDR will provide on-site support during the implementation to assist the Department as needed. During the rollout, HDR will help Department staff perform the new work processes and SOPs and help troubleshoot any issues or problems that may come up.
Once the rollout has been completed, HDR will provide post-implementation support. This includes conducting up to 12 weekly change management meetings following the software’s “go-live” date.
The goal of these meetings is to discuss issues and topics uncovered by Department staff after implementation, prioritize any changes requested by the Department, and facilitate problem resolution. It is anticipated that these meetings may initially occur frequently (e.g. weekly) and become less frequently needed over time, but should still be scheduled once a quarter. Over time, the Department will take over scheduling and running these meetings so that they can continue to manage and improve the use of the system themselves.
Meetings:
1. Go-live planning meeting (2 hours)
2. 12 change management meetings
Deliverables:
1. Go-live planning
2. Post-implementation support
3. Change management meeting agendas and notes
Assumptions:
1. System configuration changes identified during the go-live process will be addressed by the vendor
23.36 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 4.3.7.8 – Implementation Plan to support Main Break Risk Modeling This task will develop and initiate a plan to incorporate the main break risk modeling into the Cityworks CMMS. Currently the main break data is captured and managed in a separate set of spreadsheets. The break data are entered via a mobile application in the field during main break repair activities. Moving forward, the Cityworks CMMS will be used to capture main break repairs on a work order instead of being managed in a separate tool and data source. The goal of this task is to determine how best to transition to Citworks for main break data capture, and to define how the Cityworks data will be used to update the main break model in the future.
The outcome of this task will be a technical memorandum describing the approach to implementing/integrating the main break risk modeling with Cityworks. The draft TM will be provided to the City for review and comment. Comments will be addressed in the final version.
Also included is a small budget for implementation. This budget may not be sufficient for full implementation. Once the planning effort is completed, a revised implementation effort will be estimated. Implementation will not proceed until authorization is received from the City.
Meetings:
1. 2 meetings with Engineering to discuss the current process and identify the implementation approach (2 hours each)
2. 1, 2-hour meeting to discuss City review comments and implementation planning Deliverables:
1. Meeting notes
2. Draft and Final Main Break Implementation Plan
Assumptions:
1. The training provided by Centricity as part of the CMMS Implementation (in a separate project that is already being executed) is assumed to be sufficient to enable the City to complete the implementation themselves with support from HDR
2. Up to 20 hours of technical staff time are budgeted for implementation support Task 4.4 – Task 4.6 [ Not Used]
Task 4.7 – Design: Beltz 12 Ammonia Removal
Since 2020, elevated ammonia and varying levels of hydrogen sulfide has put Beltz No. 12 out of production due to limited treatment capacity. It was determined that equipment and site improvements would be required to remove ammonia and hydrogen sulfide at Beltz 12 to regain operational functionality of Beltz 12.
The project is proceeding in two phases. Phase I will install a new contact tank, piping, and modify the chlorine injection system to increase chlorine contact time. Construction for Phase I kicked off in FY23 under Service Order 8 and will continue into FY24. Phase II will review the need of replacing current metering pumps and design a replacement onsite chlorine generation system to increase chlorination capacity. The decision to replace the current onsite chlorine generation system was established after reviews of other treatment alternatives. Design for Phase II began in FY23 under Service Order 8 and will complete in FY24, followed by construction.
23.37 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 4.7.1 – Design Management and Quality Assurance/Quality Control (QA/QC) Design management is a continuous task throughout the project duration including project administration and meetings. Project administration includes monitoring and controlling project budget and schedule, informal project updates, quality assurance and quality control (QA/QC) for project deliverables, and staff scheduling.
Project coordination and review meetings are also included as part of the project management task.
HDR shall prepare agendas, and record and distribute meeting minutes. We assume thirteen total meetings. The meetings shall be:
1. One (1) bid and award Q&A prep meeting (non-Stage-Gate meeting)
2. Twelve (12) monthly check-in meetings
Deliverables:
1. Meeting agenda and minutes, including action items
2. Monthly Invoices and Progress Reports
Assumptions:
1. Prep meetings will be completed via telephone call or online meeting and will last no more than 1 hour.
2. Agenda for all meetings will be emailed at least one day in advance of the meetings.
3. Draft meeting minutes will be emailed within 1-day after the meeting. The City will have 2-days to review and provide comments. Final meeting minutes will be released 5-days after the meeting.
City Responsibilities:
1. Provide review and comment on all meeting minutes.
2. Timely review and payment of invoices.
3. Select representative(s) to participate in bi-weekly status meetings.
Task 4.7.2 – Engineering Services During Construction (Phase I) HDR will provide engineering services during construction of Phase I including the review and responses to RFIs and submittals, assisting in permitting activities such as updating the O&M manual and completing record drawings. This task was initiated in FY23 under Service Order 8 and will continue through the end of construction of Phase I in FY24.
Deliverables:
1. Submittal reviews
2. RFI responses
3. Materials required for permit applications
4. Startup and commissioning services.
23.38 Santa Cruz Program Management – Service Order 9
6-5-2023
Assumptions:
1. One (1) RFI per sheet
2. Two (2) Submittals per sheet
3. One site visit for startup and commissioning, and for punch-list walk
4. Up to two HDR staff will participate in the weekly construction progress meetings City Responsibilities:
1. City will lead the construction management efforts including communications with contractor.
Task 4.7.3 – 100% (Final) Design (Phase II)
HDR engineering staff will complete the final design documents for the onsite chlorine generation system based on latest long-term design criteria and City’s comments to the 50% design submitted under Service Order 8.
Deliverables:
1. Engineering design plans at 100% design level in electronic and CAD format
2. Specifications at 100% design level
Task 4.7.4 – Bid Documents (Phase II)
HDR engineering staff will prepare bid documents to support City’s bid and award process for the Phase II design of the onsite chlorine generation system. Phase I design of the pressure contact vessel was completed under Service Order 8
Deliverables:
1. Complete bid documents in electronic and CAD format.
City Responsibilities:
1. Lead bid and award efforts.
Task 4.7.5 – Bid Period Services (Phase II)
HDR staff will facilitate and attend Pre-bid meeting in person.
Assumptions:
1. HDR will coordinate and facilitate the Pre-Bid meeting.
2. HDR will not attend a pre-bid site walk. It is assumed that the City will provide a conference meeting room to host all interested contractors. One HDR staff will attend the pre-bid meeting in person and will answer questions.
3. HDR assumes up to two (2) addenda to the original design City Responsibilities:
1. Lead internal bidding process to ensure adequate construction time.
23.39 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 4.7.6 – Engineering Services During Construction (Phase II) HDR will provide engineering services during construction of Phase II including the review and responses to RFIs and submittals, assisting in permitting activities such as updating the O&M manual and completing record drawings.
Deliverables:
1. Submittal reviews
2. RFI responses
3. Materials required for permit applications
4. Startup and commissioning services.
Assumptions:
1. One (1) RFI per sheet
2. Two (2) Submittals per sheet
3. One site visit for startup and commissioning, and for punch-list walk
4. Up to two HDR staff will participate in the weekly construction progress meetings City Responsibilities:
1. City will lead the construction management efforts including communications with contractor.
23.40 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 5—Construction Management
Construction Management (CM) for the Program projects is implemented in accordance with the CM Strategy and CM Guidelines documents that were developed during mobilization and are included in the PgMP. CM may be performed by the City, HDR, an integrated City-HDR team, or in certain circumstances, by a third-party firm. HDR will implement or continue CM services for the following project subtasks for this service order:
Task 5 – 0.0 General Construction Management Oversight
Task 5 – 1.5 Newell Creek Dam Inlet/Outlet
Task 5 – 2.2.1 Newell Creek Pipeline Felton/Graham Hill Task 5 – 2.2.3 Brackney Landslide Area Risk Reduction
Task 5 – 2.4 Intertie 1: Santa Cruz - Scotts Valley
Task 5 – 4.3 Graham Hill WTP Concrete Tanks Project
Task 5 – 4.7 Beltz 12 Well Ammonia Removal
Task 5 – 6.1 U4 Tank Rehab / Replacement
Each project subtask includes performing construction management services that align with the phase(s) of project construction during FY2024. Table 2 summarizes the types of services for each task that are planned for Service Order 9. A detailed description of each type of service follows.
Table 2. Construction Management Key Activities Duration by Project Task No. Project
PreConstructio
n Services
Construction
Phase
Services
Facility Testing and
Commissioning
Project Closeout &
Transfer of Operations
1.5 Newell Creek Dam
Inlet/Outlet(2)
Done Done Done 3 months
2.2.1 Newell Creek Pipeline
Felton/Graham Hill(2)
2 months 4 months included in
construction phase
not in FY24
2.2.3 Brackney Landslide Area
Risk Reduction(3)
8 months 4 months included in
construction phase
not in FY24
2.4 Intertie 1: Santa Cruz -
Scotts Valley(1)
6 months 6 months included in
construction phase
not in FY24
4.3 Graham Hill WTP
Concrete Tanks Project(3)
not in FY24 12 months included in
construction phase
not in FY24
4.7 Beltz 12 Well Ammonia
Removal(1)
not in FY24 Phase I: 5 mo.
Phase II: 4 mo.
included in
construction phase
Phase I: 7 mo.
Phase II: not in FY 24
6.1 U4 Tank Rehab/
Replacement(1)
7 months 5 months Included in
construction phase
Not in FY24
1. City-led PM/CM team. If HDR support inspection is needed, scope will be added via amendment.
2. Third-party-led CM team.
3. HDR-led CM team (may include part-time City support or part time HDR and subcontractor inspectors).
23.41 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 5.0. General Construction Management CM Support. Key Scope Activities The CM lead or designee will provide oversight of construction management planning and implementation for the Program. Typical tasks will include:
1. Coordinate planning for CM services with project PMs and Program Director.
2. Lead staffing for CM team, whether HDR or integrated City/HDR teams.
3. Develop project-specific CM services budgets.
4. Oversee CM services across Program for consistency and adherence to CM Strategy and CM Guidelines to facilitate accomplishment of Project goals, including timely reporting and communication with the City of Santa Cruz on key issues.
5. Develop monthly CM Report, for inclusion in Program Monthly Report, to provide status on each project in the construction phase, including those such as Newell Creek Dam Inlet/Outlet with a third-party CM.
6. Coordinate technical support resources, as required, for the construction phase such as cost estimating. Provide cost estimating support during the construction phase, either “in house” or from third-party party consultant.
7. Champion the use of the Program’s CM information system software (Procore) for all projects, wherever possible. Coordinate technical support and training supplements to enhance use by CMs and optimize capability of the system.
Assumptions:
1. The LOE for the CM Lead to perform the above tasks is 0.0.8 FTE. In addition, this task includes 22 hours for Ops Liaison support, 40 hours for CM support and 80 for CM Document Controls Administrator.
Task 5 – 1.5 Newell Creek Dam Inlet/Outlet
Up to 24 hours of construction phase support for this project is assumed for the Program CM Lead.
Task 5 – 2.2.1 Newell Creek Pipeline Felton/Graham Hill Up to 50 hours of construction phase support for this project is assumed for the Program CM/RE, including CM procurement; Contractor pre-qualification; Bid Phase support.
Task 5 – 2.2.3 Brackney Landslide Area Risk Reduction
Construction Management (CM) for the Program projects is implemented in accordance with the CM Strategy and CM Guidelines documents that were developed during mobilization and are included in the Program Management Plan (PgMP). CM may be performed by the City, HDR, an integrated City-HDR team, or in certain circumstances, by a third-party firm. HDR will implement or continue CM services for the following project subtasks for this service order:
Each project subtask includes performing construction management services that align with the phase(s) of project construction during FY2023. Table 1 summarizes the types of services for each task that are planned for Service Order 8. A detailed description of each type of service follows.
23.42 Santa Cruz Program Management – Service Order 9
6-5-2023
Table 1. Construction Management Key Activities Duration by Project Task No. Project
Construction
Duration in
FY 2023
PreConstruction
Services
Construction
Phase
Services
Facility Testing
and
Commissioning
Project Closeout
& Transfer of
Operations
2.2.3 Brackney Landslide
Area Risk Reduction(1)
not in FY23 4 months not in FY23 not in FY23 not in FY23 Notes:
1. HDR-led CM with full-time HDR CM/RE, no City support assumed, and part-time HDR administration support and subcontractor labor compliance and materials testing.
2. Construction will be begin in FY24 (Aug 2023)
Task 5.0. General Construction Management
The CM lead or designee will provide oversight of construction management planning and implementation for the Program. Typical tasks will include:
1. Coordinate planning for CM services with project PMs and Program Director.
2. Lead staffing for CM team, whether HDR or integrated City/HDR teams.
3. Develop project-specific CM services budgets.
4. Oversee CM services across Program for consistency and adherence to CM Strategy and CM Guidelines to facilitate accomplishment of Project goals, including timely reporting and communication with the City of Santa Cruz on key issues.
5. Develop monthly CM Reports, for inclusion in Program Monthly Report, to provide status on each project in the construction phase, including those such as Newell Creek Dam Inlet/Outlet with a third-party CM.
6. Coordinate technical support resources, as required, for the construction phase such as cost estimating. Provide cost estimating support during the construction phase, either “in house” or from third-party party consultant. [Note for FY23, the only cost estimating support is scoped for the Concrete Tanks Replacement project (4.3).]
7. Champion the use of the Program’s CM information system software (Procore) for all projects, wherever possible. Coordinate technical support and training supplements to enhance use by CMs and optimize capability of the system.
Assumptions:
1. The LOE for the CM Lead to perform the above tasks is 1.0 FTE (1920 hours). In addition, this task includes 60 hours for CM Program Lead, 112 hours for scheduler, 60 hours for Project controls, and 320 for CM Document Administrator.
Task 5 – 2.2.3 Newell Creek Pipeline Brackney
This section describes each of the key activities that may occur during FY2023 for a specific project subtask, as indicated by the construction phases in Table 2. This section is organized as follows:
Activity 1 – Project-Specific Construction Management Activities
1.1 Project Management and Construction Management Plan
1.2 Communications
23.43 Santa Cruz Program Management – Service Order 9
6-5-2023
1.3 Document Control and internet-Based Communication System (Procore)
1.4 Contract Compliance Verification
1.5 Progress and Coordination Meetings
1.6 Schedule Monitoring
1.7 Change Management
1.8 Contractor Invoices and Payment Recommendations
1.9 Quality Assurance / Quality Control
1.10 Submittal Process
1.11 Request for Information (RFI) Process
1.12 Record Documents
Activity 2 – Inspections, Special and Specialty Inspections
2.1 Inspections
2.1 Specialty Inspections
Activity 3 – Division 1 and Special Provisions Compliance Activity 4 – NOT USED
Activity 5 – Training, Testing, Start-Up, and Commissioning
5.1 Operators Training
5.2 Testing, Start-Up, and Commissioning
Activity 6 – Acceptance and Close-Out
Activity 1. Project-Specific Construction Management Activities Program Manager (PgM) will administer the construction contract in accordance with the requirements as stated in HDR’s agreement with City of Santa Cruz. HDR will maintain Project records and finalize during Project close-out. The Construction Manager (CM) will coordinate the activities of the Project participants including the City of Santa Cruz management and operations staff, designer, and the construction Contractor. The CM will balance the objectives of stakeholders to achieve completion of construction, startup and commissioning while managing the Project risks including cost, schedule, and quality.
1.1. Project Management and Construction Management Plan This task includes all Project management efforts required to organize PgM’s Construction Management team, assign and control work, and report progress to the City in the form of monthly progress reports.
The Construction Management Plan (CMP) defines Project guidelines and procedures that conform to the Program’s CM Guidelines as applicable and incorporates the PgM’s CM best practices to address and mitigate the anticipated challenges and risks of each Project. The CMP will define the approach of the CM team in completing the scope of services. It will explain the structure and organization of the CM team with roles and responsibilities defining tasks and deliverable actions of team members, as well as communication between the CM team, City of Santa Cruz staff, designer, Contractor, and other Project participants. The processes and procedures for construction contract administration and quality assurance will be defined along with the methodology for their
23.44 Santa Cruz Program Management – Service Order 9
6-5-2023
implementation. The CMP will provide for documentation and recordkeeping and define the document control system and use.
The CM will:
1. Define an approach to effectively manage and administer the construction contract;
2. Develop and implement a CMP that includes guidelines, procedures and policies for management of Project construction. The CMP guidelines and procedures will conform with the construction contract documents and/or consultant's CM best practices as applicable and appropriate;
3. Include, but not be limited to, the following components in the CMP:
a. Construction management organization, structure, roles and responsibilities, staffing plan and contact list, including identifying CM team staff to conduct direct communications with City of Santa Cruz and design consultant performing the Project design services (City of Santa Cruz Designer).
b. Construction management activities and deliverables, including, but not limited to, communications protocols, document control, progress meetings, schedule reviews, change management, Contractor invoicing, quality assurance and quality control (QA/QC), submittal process, and Request for Information (RFI) process, preparation of record documents;
c. Inspections and Contractor compliance with City of Santa Cruz’s Special Provisions portion of the Contract Documents;
d. NOT USED
e. Training, testing, and start-up;
f. Partnering and dispute management;
g. Spare parts and warranties;
h. Acceptance and close-out of Construction Contract;
4. Amend and update the CMP during the Project as required to incorporate changes or refinements in scope, schedule, or deliverables; and
5. Implement the CMP.
Deliverables:
1. Original and Updated CMPs, as necessary.
1.2. Communications
The Construction Manager will facilitate teamwork; achieve common goals for the Project; facilitate coordination of team members to complete tasks without disruption of plant operations; and generate and maintain a record of Project activities, communications, quality of performance, negotiations, and payments.
Construction Manager will:
1. Coordinate communications among the participants in the Project by directing communications through the Construction Manager or other representative at the job site, in accordance with the Consultant’s CM best practices as applicable and appropriate.
Participants include, but not limited to, Contractor, City of Santa Cruz, and City of Santa Cruz’s Designer.
23.45 Santa Cruz Program Management – Service Order 9
6-5-2023
2. Serve as the primary point of communication for coordination between the Contractor, the City of Santa Cruz, City of Santa Cruz’s Designer, and other parties; receive Contractor correspondence, prepare draft responses, and transmit City of Santa Cruz approved responses.
3. Establish, implement, and manage a master calendar of significant events and meetings for the construction Project. The Master Calendar will be accessible by team members from their personal computer workstations.
4. Establish, implement, and maintain a master Project directory listing Project participants, their role on the Project, address, phone number(s), email address, and other pertinent information. The master Project directory will be accessible by team members from their personal computer workstations.
5. Initiate correspondence with and respond to correspondence from Contractor, Designer, the City of Santa Cruz, and other entities as may be required to administer the Project.
Deliverables:
1. Project data and communications as compiled within the document control system (the Project record).
1.3. Document Control and internet-Based Communication System The Program has selected and will provide Procore, the web-based Document Control System (DCS), and internet connectivity to facilitate efficient communication and maintain Project data and records. DCS will include features to log and track documents (submittals, RFIs, PCO) as well as store electronic copies. It will provide secure viewing levels that will be controlled by the City, and it will be configured and monitored by the CM team who will train project participants on its use. A primary objective of the DCS is to provide the Project team with a centralized document exchange portal to communicate technical and other Project-related information. The Construction Manager will post Project information, logs and reports, meeting agendas and notes, QA reports, and other similar information. The DCS will provide a repository for Project data and records; its electronic database will be archive-able and will provide for a protected record of the Project history.
The CM will maintain complete, current files utilizing City of Santa Cruz’s Project directory on Project-related records including correspondence, construction photographs, public outreach tracking inquiries, job files, submittals, shop drawings, requests for information, Contract Document clarification, potential change order documentation, directed change order documentation, change order and potential change order documentation, issue/action tracking log, claims, nonconformance reports, stop-work notices, daily inspection diaries, weekly inspection summary report, field memos, claims management files, warranty/guarantee files, as-built drawings and specs, shop drawings, training plan, qualification records, material test reports, Project payment estimates and records, certified payrolls, manpower utilization reports, insurance, bonds, status reports and meeting minutes, in accordance with the CM best practices as applicable and appropriate.
1. Establish anon-site document management system (Procore) for the timely logging, filing, and tracking of Project-related correspondence, and to enable efficient retrieval and to establish the chronology of events;
2. Procure, and maintain an internet-based communication system which can be asked to share information among team members and track Project communication by date, subject, and status and contract specification number;
23.46 Santa Cruz Program Management – Service Order 9
6-5-2023
3. Allow the use of the internet-based communication system to connect the Project controls system to the jobsite, central Project personnel, and City of Santa Cruz managers;
4. Provide training for City of Santa Cruz, Consultant, Designer, and Contractor as appropriate for proper use of internet-based communication system; and
5. At completion of the Project, provide the complete Project database of construction management documentation to City of Santa Cruz in format that does not need the internetbased system to review.
Assumptions:
1. The CM will organize and maintain the document control system (Procore).
1.4 Contract Compliance Verification
The CM will administer the construction Contract Documents to check Contractor compliance with its terms and conditions. The CM will:
1. Administer the Construction Contract including prosecution and progress of work, quality control administration, daily documentation of work, and measurement and payment;
2. When necessary and appropriate, consult and coordinate with City of Santa Cruz’s Designer regarding interpretation of the Contract Documents; notify City of Santa Cruz in writing in cases of disagreements regarding such interpretations that require resolution. CM will analyze such disagreements and provide input to City of Santa Cruz;
3. Document Contractor-obtained permits, licenses, insurance, bonds, warranties, and guarantees in accordance with the Contract Documents;
4. Monitor that documentation required from Contractor is received in a timely manner and that Project records are complete; and
5. Review and document compliance with the Contract Documents.
1.5 Progress and Coordination Meetings
The CM will organize, coordinate, and lead progress and coordination meetings. The CM will provide Project team with agendas, meeting notes, action items, and identify follow-up activities. The weekly meetings will include review of recent activities and agenda items, exchange of new information, and planning and coordination of upcoming construction and related activities.
The CM will:
1. Organize and conduct regular weekly Progress Meetings with Contractor, City of Santa Cruz and other participants as necessary to discuss construction progress and planned work, coordination with City operations, submittals, RFIs, construction issues, potential change orders;
2. Organize and conduct periodic and special meetings to resolve issues with Contractor, utilities (e.g., PG&E), regulators, and local agencies having jurisdiction (e.g., Department of Health Services, fire department, Bay Area Air Quality Management), City of Santa Cruz's operations staff and contractors, and any participants as necessary and appropriate;
3. Identify construction, schedule and/or cost, coordination and potential dispute issues and recommend an approach for resolving issues;
4. Prepare agendas, and produce meeting minutes with a summary of meeting discussion, action items and decision logs; and
5. If required, attend other periodic and/or special meetings organized by City of Santa Cruz.
23.47 Santa Cruz Program Management – Service Order 9
6-5-2023
Deliverables:
1. Meeting agenda, minutes, and action items log
Assumptions:
1. The CM will organize and lead Project meetings and will receive information from other team members in planning and coordinating meetings;
2. Deliverables will be distributed through the DCS and email;
3. Meetings will be held weekly for the duration of the Project or as otherwise directed by City of Santa Cruz.
1.6. Schedule Monitoring
The CM team will manage contract time through the implementation of Project controls on the construction schedule. The CM will review the Contractor's preliminary and baseline schedules prior to commencement of work to verify that the full scope of construction work is included and properly sequenced, and that adequate time is provided for the performance of construction activities.
Monthly monitoring of Contractor’s schedule and progress will provide early feedback on deviations from the baseline schedule and identify trends which could lead to Project delay. To validate the schedule for measuring work progress, the CM will confirm that the schedule updates provided by the Contractor are consistent with the work actually performed. In order to maintain an accurate accounting of Project time from the Notice to Begin Work to Project completion, schedule updates will be compared with previous submissions, noting progress compared to observations of current and planned work activities.
Negotiated adjustments in contract time and schedule will be evaluated by analyzing each PCO and change order for its impact. The CM will include and evaluate rain delays, work disruptions and other impacts to Contractor’s schedule for adjustments to Project completion. Incorporating the baseline schedule with the time adjustments made during change management will provide a basis for evaluating timely completion, evaluating potential assessment of liquidated damages, and the resolution of potential claims.
The CM will:
1. Review construction baseline schedule and monthly updates for conformance with the Contract Documents with regard to activity sequencing, logic, milestones, and constraints, in accordance with the Program Construction Guidelines and/or PgM’s CM best practices as applicable and appropriate; check for proper preparation and accuracy of the Contractor’s schedule and recommend acceptance or rejection to City.
2. Review monthly construction schedule updates and evaluate progress and associated effect on Project cost.
3. Monitor and document actual start and finish dates.
4. Track and document individual activity duration and sequencing through comparisons with daily inspector’s reports.
5. Identify critical and sub-critical activities, including City of Santa Cruz's operational requirements; check that Work is scheduled in an acceptable sequence with reasonable manning, and includes appropriate time for shop drawing preparation, review, material fabrication and shipping, complete installation, finishing, systems testing, and delivery of third party’s material and equipment; verify that submittals are included in the schedule and that
23.48 Santa Cruz Program Management – Service Order 9
6-5-2023
schedule includes acceptance-testing period and indicates milestone completion for each separate portion and/or phase of Work.
6. Review activities that interface or tie-in within the same construction contract, or with other construction contracts or City of Santa Cruz activities to optimize preparation for the coordination of these interfaces or tie-ins.
7. Evaluate initial schedules submitted by Contractor pending complete schedule submittal are adequate to pursue initial construction work.
8. Conduct a pre-schedule submission meeting with Contractor to inform the Contractor of its Contract responsibilities regarding the development and submission of the preliminary and baseline schedules.
9. After prior approval by the City of Santa Cruz’s Project Manager, CM will require Contractor to prepare and submit a recovery schedule demonstrating its program and proposed plan to make up a lag in scheduled progress and to demonstrate completion of the Work within the contract time. CM will review Contractors’ Recovery Schedule for compliance with the Contract Documents and coordination with the overall Project and submit it to the City of Santa Cruz’s Project Manager with written recommendation for acceptance or rejection.
10. On a monthly basis, review the progress of construction, evaluate the percentage complete of each construction activity as indicated in the Contractor’s Updated Schedule and review such percentages with Contractor.
11. After City’s acceptance, use the accepted schedule to monitor progress. When significant changes are made to the Contract Documents or when time extensions are granted, CM will direct Contractor to immediately revise the schedule based on the changed conditions.
12. Evaluate potential delays and advise the City accordingly. CM will highlight such matters during each weekly progress meeting.
13. Observe the Contractor's progress with the Work and evaluate whether completion will occur within the specified time and will conform with the requirements of the Contract Documents.
If a delay in the Work is identified or it appears that the Work is not progressing such that the Project can be completed within the specified time, or if the Project is beyond the completion date and still not complete, inform City of Santa Cruz promptly.
14. If delays continue and it appears likely that the Construction Contractor is not cooperating in correcting the problem, PgM will immediately consider and recommend appropriate contract enforcement actions to the City.
1.7 Change Management (Contract Document Clarification, Potential Change Orders, Directed Change Orders, and Change Orders)
The PgM will perform services relating to changes to the Contract Documents including change orders. The CM will:
1. Develop a Change Management Process to manage and control changes to the Contract Documents, including claims in accordance with the City of Santa Cruz’s and/or PgM’s CM best practices as applicable and appropriate.
2. Manage timely processing of documents in accordance with the construction Contract Documents.
3. Work with Contractor to mitigate field conditions that could result in added work or completion schedule delays.
4. Institute a screening process for change requests initiated by City of Santa Cruz; City of Santa Cruz's Designer, or Contractor.
5. Initiate appropriate negotiation, approval, payment, and documentation of changes;
23.49 Santa Cruz Program Management – Service Order 9
6-5-2023
6. Administer the changes as follows, for each PCO:
a. Receive Contractor’s proposal and perform technical analysis for negotiations of final term and price;
b. Analyze Contractor’s requests for time extensions with analytical software and generate an independent fragnet schedule, and prepare findings of fact for extending or not extending time;
c. Compare and evaluate Contractor’s proposal with the reconciled and City of Santa Cruz approved independent cost estimate and schedule analysis; d. Upon City of Santa Cruz’s approval, negotiate with Contractor the cost and any time extensions associated with the PCO work; if mutually agreeable terms cannot be negotiated on Change Orders, submit to the City of Santa Cruz’s Project Manager the pertinent facts and a recommendation of what action should be taken; e. For Change Orders on which agreement has not been reached on the amount of equitable adjustment prior to commencing work, CM will inspect construction Contractor performance, and make detailed records of equipment, material, and labor utilized, the impact of changed and unchanged work, and other data or information pertinent to a determination of the amount of equitable adjustment of contract price and time of performance;
f. Prepare a change order package for approval and execution by City of Santa Cruz and Contractor; for each change order package, prepare and submit to City of Santa Cruz; g. Issue Directed Change Order to Contractor for the purpose of unilaterally modifying the Contract Documents if: (a) Contractor fails to submit a proposal for PCO work within the time specified; (b) when City and Contractor cannot agree on the terms and conditions of PCO work within a reasonable amount of time as determined by City of Santa Cruz and CN;
h. Or when in the judgment of City of Santa Cruz it is impractical because of the nature of the change or for any other reason, such as the best interests of the City of Santa Cruz or the public, for City of Santa Cruz and Contractor to determine and agree on the costs and schedule impacts before the change must be performed. CM will prepare a draft Directed Change Order with a cover letter for City of Santa Cruz's Project Manager's approval before issuing; and
i. Negotiate with Contractor mutually acceptable terms and conditions of a Change Order to replace a Directed Change Order, if deemed appropriate by City of Santa Cruz.
7. Establish and implement a Construction Contract Change Order management system to track the status of proposed and executed changes in the work of the Contractor, in a format acceptable to, or prescribed by, the City of Santa Cruz.
8. Keep City of Santa Cruz informed of potential changes. All changes affecting Project design, quality, schedule, or costs are subject to approval by the City.
1.8. Contractor Invoices and Payment Recommendations
The CM will review the Contractor’s proposed schedule of values for reasonableness and ease of monitoring in progressing payments. Changes will be negotiated as needed to provide for accurate valuation, ease of verification, and processing payments. Once approved, the schedule of values will be entered into the City of Santa Cruz’s standard payment forms and submitted for City of Santa Cruz approval. The approved payment form will be used by the CM and Contractor in preparing monthly payment requests. The progress payments will incorporate Contract Document changes, payment for materials on hand, and retentions withheld.
23.50 Santa Cruz Program Management – Service Order 9
6-5-2023
In reviewing the Contractor's payment request, CM will consider compliance with permits, SBE participation, prevailing wages, quality of work, current insurance certificates, SRF funding requirements labor compliance requirements, and other items. Each month, the CM will review the progress payment with the Contractor and members of the CM team to confirm progress of the work and its conformance with the Contract Documents.
The CM will, in accordance with the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate:
1. Review the Contractor’s initial cost breakdown (Schedule of Values) for reasonableness and ease of monitoring; examine the Schedule of Values to evaluate for no front-loading; that the Work is sufficiently itemized to determine appropriate progress payments; and the Work item values are realistic.
2. Provide an independent assessment of progress, quantities of materials placed and equipment delivered and installed based upon acceptability of work.
3. Document Contractor has updated record drawings and provided monthly Project schedule update.
4. Review applications for payment with Contractor for compliance with contract requirements and verify that payment requested comprises payment due based on work completed as related to the schedule of values, and materials and equipment furnished but not incorporated into the Work.
5. Evaluate and document that Contractor certified payroll submittal provides labor compliance monitoring.
6. Prepare monthly progress payment using City's standard form. The payment application review period will comply with review period requirements established in the Construction Contract.
1.9 Quality Assurance / Quality Control
The objective of QA/QC Plan is to monitor the Contractor in compliance with the Contract Documents and permit requirements. The QA/QC plan will address the Contractor’s work requirements including plant operations and startup and testing. The CM will perform QA inspections to identify and address potential defects in construction. The CM will establish Field Quality Assurance Plan, providing procedures and guidelines to monitor Contractor’s QA/QC activities.
1. Establish the Field Quality Assurance Plan, including describing the methods for conducting and evaluating that the required Special Inspections and tests are performed according the construction contract drawings and specifications, as well as in compliance with applicable codes, standards, and regulations.
a. Review and approval of Contractor’s QA/QC Plan;
b. Field design change control;
c. Monitoring of special processes;
d. Manufacturing source inspection and witness testing; e. Inspections and test control; special and specialty inspections; and f. Verification and calibration of measuring and test equipment;
2. Document the Contractor's compliance with QA / QC plan including materials testing requirements in accordance with Program CM Guidelines, City of Santa Cruz and/or CM best practices, as applicable and appropriate.
23.51 Santa Cruz Program Management – Service Order 9
6-5-2023
a. Develop and implement as part of the Field Quality Control the methods for inspections and verifications, but not be limited to, the following activities:
Inspection of civil work, including excavation and backfill, pile driving, concrete construction, paving;
b. Inspection of structural work;
c. Mechanical equipment inspection;
d. Plumbing, HVAC and Fire Protection inspections;
e. Electrical inspection and testing;
f. Field welding and inspection;
g. Hydrostatic and pneumatic testing;
h. Instrumentation and control inspection and testing; and i. Special and Specialty Inspections, if applicable.
3. Document the Contractor's compliance with the QA/QC plan including materials testing requirements in accordance with Program CM Guidelines, City of Santa Cruz, and/or CM best practices, as applicable and appropriate.
1.10 Submittal Process
The CM will coordinate and manage the submittal and shop drawing review and approval process.
Each Project design requires specialized materials, equipment, and performance of tasks which are specified within the Contract Documents. The submittal process will provide an understanding between the Contractor, City of Santa Cruz’s Designer, the City of Santa Cruz, and the CM of the acceptability of products or procedures proposed by the Contractor.
Product information or proposed procedures will be submitted to the CM and processed with reviews by City of Santa Cruz's Designer, the City of Santa Cruz, and the Construction Manager. Submittals will be reviewed and stamped (approving or not approving) in accordance with the Contract Documents, with the comments provided. Submittals not meeting specification requirements will be returned to the Contractor for correction. Complete submittals when approved will be distributed to parties and provide for a common understanding of the acceptable materials to be incorporated into the Project. SRF funding compliance may require American Iron and Steel (AIS) compliant product certification as part of the submittal.
The CM will, in accordance with the Program Construction Guidelines and/or CM best practices as applicable and appropriate:
1. Review Contract Documents and prepare anticipated submittal list;
2. Receive, log, confirm compliance with submittal requirements, and distribute for review, and monitor the submittals to achieve timely return to Contractor;
3. Review submittals for format, compliance, and general completeness prior to forwarding to City of Santa Cruz’s Designer;
4. Forward or return submittals within two business days from time of receipt by CM;
5. Prepare the submittal tracking log in accordance with City of Santa Cruz standards;
6. Maintain a computerized submittal base showing submittal number, description, date received, dates forwarded to and returned from City of Santa Cruz and/or City of Santa Cruz's Designer, date returned to Contractor and approval status;
7. Develop a tracking procedure to enable follow-up on the status of materials and equipment through the entire duration of the Project including documentation of AIS compliance;
8. Develop lists and monitor status of manufacturer’s certificates, services, spare parts, manuals, and warranties;
23.52 Santa Cruz Program Management – Service Order 9
6-5-2023
9. Receive, log and file manufacturer’s certificates, including warranties; review for compliance with Contract Documents;
10. Receive, log, and turn over spare parts to City of Santa Cruz; and
11. Receive, log and distribute manufacturer’s O&M manuals for review and acceptance; review for compliance with the Contract Documents.
1.11 Request For Information (RFI) Process
The CM will coordinate and manage a formal Request for Information (RFI) review and approval process. RFIs submitted by the contractor will be processed into the DCS by the Construction Services Manager and routed to City of Santa Cruz’s Designer and the City of Santa Cruz for information and comment. The review comments of the CM team, City of Santa Cruz's Designer, and the City of Santa Cruz will be coordinated and a response is logged into the DCS and provided to the Contractor.
The CM will, in accordance with the Program CM Guidelines and/or CM best practices as applicable and appropriate:
1. Receive, review, analyze, log and distribute for review, and monitor the RFIs to achieve timely return to Contractor.
a. Determine required response suspense date to avoid Contractor delay; b. Track the status of RFIs and advise City of Santa Cruz’s Designer of unusual site conditions affecting RFI review;
c. Review RFIs for appropriateness, format, content, and general completeness prior to forwarding to City of Santa Cruz’s Designer; and
d. Forward or return RFIs within two business days from time of receipt by the CM;
2. Prepare the RFI tracking log;
3. Develop and maintain a computerized RFI database showing RFI number, general description, date received, responsible party or parties, dates forwarded to and returned from party or parties, date returned to Contractor, and disposition status; continually monitor status of RFIs to track responses and/or compliance with contract specified turn-around times, as applicable;
4. In the case an RFI requests for change, or a response to an RFI results in change, provide input based on the contractual merit of the request or response;
5. Monitor status of responses for compliance with agreed or contract specified turn-around times; and
6. Track reasons for each RFI, including unforeseen conditions, design issue, and answerable in existing contract documents (unnecessary).
1.12 Record Documents
The CM team will maintain a set of Contract Documents recording of the addenda, design clarifications and other modifications implemented during the Project. At the conclusion of the Project, the CM team will combine this information with additional documentation from the Contractor’s as-built drawings. The Contractor's as-built documents reflect precisely how the Contractor constructed the Project, including changes made to the Contract Documents during construction. These compiled specifications and drawings will provide a complete field record of the Contract documents and their revisions.
23.53 Santa Cruz Program Management – Service Order 9
6-5-2023
The CM team will also provide the marked-up plans and specifications to City of Santa Cruz’s Designer who will utilize them to update the Contract Documents and create Record Drawings. The complete, revised Contract Documents will then be provided to the City of Santa Cruz as the Record Documents for the Project. Accuracy and completion are important as they are a critical Project record for City’s ongoing maintenance and operations of the plant.
Construction Manager will, throughout the Project and otherwise as appropriate during individual phases of construction or necessary due to interim plant operational status:
1. Maintain a control and record set of plans and specifications with any changes as a result of RFIs, Potential Change Orders, Directed Change Orders, Change Orders, or field memo.
2. Review and maintain records of marked-up as-built drawings and specifications so that Record Documents will be consistent with the construction in progress; the marked-up asbuilt drawings and specifications will be neat, clean, and accurately reflect work as constructed. The marked-up as-built drawings will include accurate graphical representations of construction changes, including redlines, detailed drawings, sketches, call-outs, and notes. The marked-up specifications will include redlines and text describing the specific changes. Just referencing RFIs, submittals, design clarifications, or change order documents on the marked-up, as-built drawings and specifications will not be sufficient or acceptable.
3. After confirming the completeness, coordinate the transmittal of Record Documents from City of Santa Cruz’s Designer to City of Santa Cruz.
4. Secure from Contractor, review for compliance with the Contract Documents, and transmit to City the required guarantees, warranties, bonds, waivers, keys, manuals, as-built drawings, maintenance stocks, and originals of other Contract Documents and papers, including correspondence.
Activity 2. Inspections, Special and Specialty Inspections The CM team inspection staff will provide immediate feedback to the CM on Project activities, site and operational conditions, and will document the work performed in detailed daily reports. The reports will be logged into the DCS and will be readily available for viewing by the City of Santa Cruz. The inspection reports will provide a detailed accounting of the work performed and serve to assure work is completed in accordance with Contract Documents.
2.1 Inspections
The CM’s inspection staff will be present during construction work hours to evaluate if work is accomplished in accordance with the Contract Documents.
Inspections will provide for monitoring of the construction work and field verification of Contractor’s QC Program.
The CM Lead and Contractor will plan and coordinate inspections of construction work to provide the needed special and specialty inspections. Inspections will focus on Contractor compliance with Contract Documents, permit requirements, and coordination with ongoing plant operations.
The inspection reports will provide a written and photographic record of observations including weather conditions, Contractor work force and equipment, and significant material or equipment deliveries.
23.54 Santa Cruz Program Management – Service Order 9
6-5-2023
The CM team will monitor the work quality through visual inspection and materials testing and will utilize as-needed special and specialty inspections.
During inspections, the Contractor will be advised of any nonconforming work observed and, if not corrected within designated timeframes, the City of Santa Cruz will be notified.
Nonconforming work, corrected or not corrected in accordance with designated timeframes, will both be recorded on deficiency lists and addressed.
The CM will:
1. Provide sufficient qualified, experienced inspection staff (as-needed) to monitor major work activities associated with work performed on shifts and days worked by Contractor, and to perform inspections, special and specialty inspections as required per the Contract Documents;
2. Inspect materials, equipment, construction procedures, work in progress, and completed work for compliance with the Contract Documents;
3. Monitor Contractor’s look-ahead schedule and confer with Contractor to schedule qualified personnel including specialty inspectors on an as-needed basis to inspect and monitor quality control for major work activities;
4. Monitor completed work for contract compliance and generate appropriate deficiency lists;
5. Prepare Daily Inspection Reports detailing weather conditions, status of work, and the location and type of work performed by Contractor, in accordance with the City of Santa Cruz’s Construction Manual and/or Co CM best practices as applicable and appropriate.
6. For each work activity, document the number and classification of craft labor, supervision, equipment (including idle equipment), and materials used;
7. Note material and equipment deliveries or off-hauls, any non-adherence to delays (including cause of delay), equipment breakdowns or other field problems, visitors, and other pertinent observations. Augment reports with sketches and digital photographs;
8. Track progress of work for payment purposes and evaluate if the Contractor’s progress payment request reflects the submitted schedule of values and the work actually performed; and
9. Develop and implement a written communication system and database notifying Contractor of nonconforming work
2.2 Specialty Inspections (If-Needed)
The as-needed inspections will include structural steel, concrete, soil, and other architectural and mechanical specialties. These inspections will require specialized training and in many cases are associated with risks of wind, seismic, and fire. CM will provide highly skilled specialty inspectors to provide assurance that the work quality will mitigate these potential risks.
The CM will:
1. Provide and conduct special inspections in accordance with the requirements set forth in Chapter 17 of the CBC; and
2. Provide, at minimum, special inspections for the following work:
a. Structural steel inspections and verification, including special provisions for seismic resistance;
b. Concrete inspections and verification, including special provisions for seismic resistance;
23.55 Santa Cruz Program Management – Service Order 9
6-5-2023
c. Inspection for wind resistance;
d. Foundation soil inspections and verification;
e. Inspections and verification for seismic resistance for other building systems, including designated seismic systems, mechanical and electrical components, storage racks and access floors, and architectural components;
f. Provide specialty inspections for the following work disciplines: architectural, structural, mechanical, plumbing, HVAC, Fire Protection, electrical, and process and instrumentation.
Activity 3. Division 1 and Special Provisions Compliance The Special Provisions section of the Contract Documents state work requirements for the Project including phasing and sequencing, construction coordination with plant operation, and permit compliance. The Project Construction Manual provides specific instructions on monitoring for Special Provisions compliance such as restrictions on work hours, traffic control, and limiting impacts to surrounding neighborhood.
The CM team inspection staff will monitor Contractor compliance with the Special Provisions and mitigation measures thereby reducing Project risk. Key areas of monitoring by the Consultant include storm water (SWPPP), environmental compliance, discharge permits, and disruption to the neighborhood.
The CM will, in accordance with the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate:
1. Monitor Contractor compliance with Division 1 and Special Provisions specifications including, but not limited to, mitigation commitments, wildlife protection and environmental permits, discharge permits and erosion and sedimentation control requirements;
2. Monitor Contractor’s noise, vibration, traffic, and odor control mitigation plans for contract requirements;
3. Provide written notification to Contractor and City of Santa Cruz with a compliance concern; and
4. Provide immediate notification to Contractor and City of Santa Cruz of non-compliance with specifications and permits.
Activity 4 – NOT USED
Activity 5. Training, Testing, Start-Up, and Commissioning The CM will perform services relating to City of Santa Cruz staff training, plant start-up, and commissioning.
5.1 Operators Training (If-Needed)
The CM will coordinate Contractor-provided operator training and assist in developing operating procedures and processes so City of Santa Cruz staff can learn to operate the upgraded plant.
The CM will arrange for manufacturer-provided staff training, focusing on operations within the upgraded treatment plant. Trainings will include an on-site training facility with video and audio facilities, and after installation of equipment, instruction classes will be held on operation and maintenance of the equipment. Operations manuals for process equipment will be reviewed and
23.56 Santa Cruz Program Management – Service Order 9
6-5-2023
their procedures incorporated into the plant operation manual. The CM will assist the City of Santa Cruz in developing interim operation procedures and assist staff in initial phases of operation.
The CM will:
1. Facilitate and coordinate training of City of Santa Cruz’s plant operators with Contractor, manufacturers/suppliers, City of Santa Cruz’s staff, and City of Santa Cruz’s Designer;
2. Review Contractor’s training schedules and training plans; and
3. Coordinate and provide logistics for the training.
5.2 Testing, Start-Up, and Commissioning (If-Needed)
Consultant will coordinate training once the equipment has arrived and installation is advanced sufficiently to provide for manufacturer inspections and certification of proper installation.
A representative of the manufacturer will visit the site and examine installation to confirm proper installation. After necessary adjustments are made, the manufacturer’s representative will certify the proper installation of equipment and provide operations staff with training on operation and maintenance.
The plant operations support team will organize a Start-up Team from City of Santa Cruz staff, City of Santa Cruz’s Designer, and the Contractor and lead this team in testing, startup, and commissioning for each phase of the Project.
The CM will:
1. Coordinate functional and operational testing activities with Contractor, manufacturers, City of Santa Cruz’s Designer and City of Santa Cruz;
2. Review Contractor’s test procedures; witness Contractor’s testing; and receive and review Contractor’s test reports;
3. Coordinate and schedule start-up and commissioning activities; and
4. Lead, coordinate, direct, and manage day-to-day start-up and commissioning activities.
Activity 6. Acceptance and Close-Out
The CM will facilitate commissioning in accordance with the Project construction phases and facilitate acceptance of each Project milestone and the Project once their respective commissioning period has been completed. During the later stages of construction for each milestone and of the Project, the CM will meet with the Contractor and develop deficiency lists based on record of inspection and observed non-compliant work.
The CM will regularly follow-up with the Contractor to address the deficient work items prior to commencement of operational testing. Included with system acceptance will be obtaining required warranties and guarantees from equipment manufacturers and contractors that fully comply with the Contract Document.
The CM will begin the process of milestone acceptance near the conclusion of each milestone and the process of Project acceptance and Construction Contract close-out near the conclusion of the Project.
23.57 Santa Cruz Program Management – Service Order 9
6-5-2023
The CM will implement the steps called out in the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate. Each step will be documented and include a complete review of contract administration, quality assurance and inspection, and plant operations.
A complete review of the DCS will be made to identify any unresolved issues for RFIs/submittals/deliveries/warranties services or certifications. Documentation for each step of the close-out process will be assembled along with a calendar of warranty inspection and follow up activities.
The CM will, in accordance with the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate:
1. Manage deficiency list process;
2. Coordinate the efforts of City of Santa Cruz’s Designer, City of Santa Cruz, City of Santa Cruz Operations, Permit Authorities to develop a list of deficiencies;
3. Coordinate with Contractor, City of Santa Cruz Operations, and other parties to correct the deficiencies;
4. Conduct an inspection of the completed work for each milestone, and of the entire jobsite, and review documents to determine if all construction efforts are in compliance with the Contract Documents;
5. Evaluate the closure/completeness/delivery of RFls, submittals, O&M documents, spare parts, training and testing activities, record documents, construction photographs, warranties, guarantees, maintenance bonds, non-conformance reports
6. Provide City of Santa Cruz with complete documentation required for each milestone acceptance and the final Project acceptance and closeout of the Construction Contract;
7. Coordinate warranty services with Contractor and the City through completion of each milestone as required and through final completion and acceptance of the Project; and
8. Provide City of Santa Cruz with warranty calendars with recommended warranty inspection dates prior to warranty expirations.
Task 5 – 2.4 Intertie 1: Santa Cruz - Scotts Valley
Up to 50 hours of construction phase support for this project is assumed for the Program CM/RE, including CM procurement; Contractor pre-qualification; Bid Phase support.
Task 5 – 4.3 Concrete Tanks Replacement CM
This section describes each of the key activities that may occur during FY2024 for a specific project subtask, as indicated by the construction phases in Table 2. This section is organized as follows:
Activity 1 – Project-Specific Construction Management Activities
1.2 Project Management and Construction Management Plan
1.2 Communications
1.3 Document Control and internet-Based Communication System (Procore)
1.4 Contract Compliance Verification
1.5 Progress and Coordination Meetings
1.6 Schedule Monitoring
1.7 Change Management
1.8 Contractor Invoices and Payment Recommendations
1.9 Quality Assurance / Quality Control
23.58 Santa Cruz Program Management – Service Order 9
6-5-2023
1.10 Submittal Process
1.11 Request for Information (RFI) Process
1.12 Record Documents
Activity 2 – Inspections, Special and Specialty Inspections
2.2 Inspections
2.2 Specialty Inspections
Activity 3 – Division 1 and Special Provisions Compliance Activity 4 – Safety Management
Activity 5 – Training, Testing, Start-Up, and Commissioning
5.1 Operators Training
5.2 Testing, Start-Up, and Commissioning
Activity 6 – Acceptance and Close-Out
Activity 1. Project-Specific Construction Management Activities PgM will administer the construction contract in accordance with the requirements as stated in HDR’s agreement with City of Santa Cruz. HDR will maintain Project records and finalize during Project close-out. The Construction Manager (CM) will coordinate the activities of the Project participants including the City of Santa Cruz management and operations staff, designer, and the construction Contractor. The CM will balance the objectives of stakeholders to achieve completion of construction, startup and commissioning while managing the Project risks including cost, schedule, quality and safety.
1.1. Project Management and Construction Management Plan This task includes all Project management efforts required to organize PgM’s Construction Management team, assign and control work, and report progress to the City in the form of monthly progress reports.
The Construction Management Plan (CMP) defines Project guidelines and procedures that conform to the Program’s CM Guidelines as applicable and incorporates the PgM’s CM best practices to address and mitigate the anticipated challenges and risks of each Project. The CMP will define the approach of the CM team in completing the scope of services. It will explain the structure and organization of the CM team with roles and responsibilities defining tasks and deliverable actions of team members, as well as communication between the CM team, City of Santa Cruz staff, designer, Contractor, and other Project participants. The processes and procedures for construction contract administration and quality assurance will be defined along with the methodology for their implementation. The CMP will provide for documentation and recordkeeping and define the document control system and use.
The CM will:
1. Define an approach to effectively manage and administer the construction contract;
2. Develop and implement a CMP that includes guidelines, procedures and policies for effective management of Project construction. The CMP guidelines and procedures must be in
23.59 Santa Cruz Program Management – Service Order 9
6-5-2023
conformance with the construction contract documents and/or consultant's CM best practices as applicable and appropriate;
3. Include, but not be limited to, the following components in the CMP:
a. Construction management organization, structure, roles and responsibilities, staffing plan and contact list, including identifying CM team staff to conduct direct communications with City of Santa Cruz and design consultant performing the Project design services (City of Santa Cruz Designer).
b. Construction management activities and deliverables, including, but not limited to, communications protocols, document control, progress meetings, schedule reviews, change management, Contractor invoicing, quality assurance and quality control (QA/QC), submittal process, and Request for Information (RFI) process, preparation of record documents;
c. Inspections and Contractor compliance with City of Santa Cruz’s Special Provisions portion of the Contract Documents;
d. Project-Specific Safety Management Plan, Safety Oversight, and Emergency Response; e. Training, testing, and start-up;
f. Partnering and dispute management;
g. Spare parts and warranties;
h. Acceptance and close-out of Construction Contract;
4. Amend and update the CMP during the Project as required to incorporate changes or refinements in scope, schedule, or deliverables; and
5. Implement the CMP.
Deliverables:
1. Original and Updated CMPs, as necessary.
1.2. Communications
The Construction Manager will utilize all forms of available communication to facilitate teamwork; achieve common goals for the Project; facilitate coordination of team members to efficiently complete tasks without disruption of plant operations; and generate and maintain a clear and concise record of Project activities, communications, quality of performance, negotiations, and payments.
Construction Manager will:
1. Provide effective, efficient, and coordinated communications among all the participants in the Project by directing all communications through the Construction Manager or other representative at the job site, in accordance with the Consultant’s CM best practices as applicable and appropriate. Participants include, but not limited to, Contractor, City of Santa Cruz, and City of Santa Cruz’s Designer.
2. Serve as the primary point of communication for coordination between the Contractor, the City of Santa Cruz, City of Santa Cruz’s Designer, and other parties; receive Contractor correspondence, prepare draft responses, and transmit City of Santa Cruz approved responses.
3. Establish, implement, and manage a master calendar of all significant events and meetings for the construction Project. The Master Calendar shall be accessible by all team members from their personal computer workstations.
23.60 Santa Cruz Program Management – Service Order 9
6-5-2023
4. Establish, implement, and maintain a master Project directory listing all Project participants, their role on the Project, address, phone number(s), email address, and other pertinent information. The master Project directory shall be accessible by all team members from their personal computer workstations.
5. Initiate correspondence with and respond to correspondence from Contractor, Designer, the City of Santa Cruz, and other entities as may be required to administer the Project.
Deliverables:
1. Project data and communications as compiled within the document control system (the Project record).
1.3. Document Control and internet-Based Communication System The Program has selected and will provide Procore, the web-based Document Control System (DCS), and internet connectivity to facilitate efficient communication and maintain Project data and records. DCS will include features to log and track documents (submittals, RFIs, PCO) as well as store electronic copies. It will provide secure viewing levels that will be controlled by the City, and it will be configured and monitored by the CM team who will train project participants on its use. A primary objective of the DCS is to provide the Project team with a centralized document exchange portal to communicate technical and other Project-related information. The Construction Manager will post Project information, logs and reports, meeting agendas and notes, QA reports, and other similar information. The DCS will provide a repository for Project data and records; its electronic database will be archive-able and will provide for a protected record of the Project history.
The CM will maintain complete, current files utilizing City of Santa Cruz’s Project directory on Project-related records including correspondence, construction photographs, public outreach tracking inquiries, job files, submittals, shop drawings, requests for information, Contract Document clarification, potential change order documentation, directed change order documentation, change order and potential change order documentation, issue/action tracking log, claims, nonconformance reports, stop-work notices, daily inspection diaries, weekly inspection summary report, field memos, claims management files, warranty/guarantee files, as-built drawings and specs, shop drawings, training plan, qualification records, material test reports, Project payment estimates and records, certified payrolls, manpower utilization reports, insurance, bonds, status reports and meeting minutes, all in accordance with the CM best practices as applicable and appropriate.
1. Establish a secure on-site document management system for the timely logging, filing, and tracking of Project-related correspondence to assure timely responses, and to enable efficient retrieval and establish the chronology of events;
2. Procure, and maintain a secure, internet-based communication system which can be asked to share information among team members and track Project communication by date, subject, and status and contract specification number;
3. Allow the use of the internet-based communication system to connect the Project controls system to the jobsite, central Project personnel, and City of Santa Cruz managers;
4. Provide training for City of Santa Cruz, Consultant, Designer, and Contractor as appropriate for proper use of internet-based communication system; and
5. At completion of the Project, provide the complete Project database of construction management documentation to City of Santa Cruz in format that does not need the internetbased system to review.
23.61 Santa Cruz Program Management – Service Order 9
6-5-2023
Assumptions:
1. The CM will organize and maintain the document control system.
1.4 Contract Compliance Verification
The CM will administer the construction Contract Documents to verify Contractor compliance with its terms and conditions. The CM will:
1. Administer the Construction Contract including prosecution and progress of work, quality control administration, daily documentation of work, and measurement and payment;
2. When necessary and appropriate, consult and coordinate with City of Santa Cruz’s Designer regarding interpretation of the Contract Documents; notify City of Santa Cruz in writing in cases of disagreements regarding such interpretations that require resolution. CM will analyze such disagreements and provide input to City of Santa Cruz;
3. Verify Contractor-obtained permits, licenses, insurance, bonds, warranties, and guarantees in accordance with the Contract Documents;
4. Monitor and verify that documentation required from Contractor is received in a timely manner and that Project records are complete; and
5. Review and document compliance with the Contract Documents.
1.5 Progress and Coordination Meetings
The CM will organize, coordinate, and lead progress and coordination meetings. The CM will provide Project team with agendas, meeting notes, action items, and identify follow-up activities. The weekly meetings will include review of recent activities and agenda items, exchange of new information, and planning and coordination of upcoming construction and related activities.
The CM will:
1. Organize and conduct regular weekly Progress Meetings with Contractor, City of Santa Cruz and other participants as necessary to discuss construction progress and planned work, coordination with City operations, submittals, RFIs, construction issues, potential change orders;
2. Organize and conduct all periodic and special meetings to resolve issues with Contractor, utilities (e.g., PG&E), regulators, and local agencies having jurisdiction (e.g., Department of Health Services, fire department, Bay Area Air Quality Management), City of Santa Cruz's operations staff and contractors, and any participants as necessary and appropriate;
3. Identify construction, safety, compliance, schedule and/or cost, coordination and potential dispute issues and recommend an approach for resolving issues;
4. Prepare agendas, and produce meeting minutes with a summary of meeting discussion, action items and decision logs; and
5. If required, attend other periodic and/or special meetings organized by City of Santa Cruz.
Deliverables:
1. Meeting agenda, minutes, and action items log
23.62 Santa Cruz Program Management – Service Order 9
6-5-2023
Assumptions:
1. The CM will organize and lead Project meetings and will receive information from other team members in planning and coordinating meetings;
2. Deliverables will be distributed through the DCS and email;
3. Meetings will be held weekly for the duration of the Project or as otherwise directed by City of Santa Cruz.
1.6. Schedule Monitoring
The CM team will manage contract time through the implementation of Project controls on the construction schedule. The CM will review the Contractor's preliminary and baseline schedules prior to commencement of work to verify that the full scope of construction work is included and properly sequenced, and that adequate time is provided for the performance of construction activities.
Monthly monitoring of Contractor’s schedule and progress will provide early feedback on deviations from the baseline schedule and identify trends which could lead to Project delay. To validate the schedule for measuring work progress, the CM will confirm that the schedule updates provided by the Contractor are consistent with the work actually performed. In order to maintain an accurate accounting of Project time from the Notice to Begin Work to Project completion, schedule updates will be compared with previous submissions, noting progress compared to observations of current and planned work activities.
Negotiated adjustments in contract time and schedule will be evaluated by analyzing each PCO and change order for its impact. The CM will include and evaluate rain delays, work disruptions and other impacts to Contractor’s schedule for adjustments to Project completion. Incorporating the baseline schedule with the time adjustments made during change management will provide a basis for evaluating timely completion, evaluating potential assessment of liquidated damages, and the resolution of potential claims.
The CM will:
1. Review construction baseline schedule and monthly updates for conformance with the Contract Documents with regard to activity sequencing, logic, milestones, and constraints, in accordance with the Program Construction Guidelines and/or PgM’s CM best practices as applicable and appropriate; check for proper preparation and accuracy of the Contractor’s schedule and recommend acceptance or rejection to City.
2. Review monthly construction schedule updates and evaluate progress and associated effect on Project cost.
3. Monitor and verify actual start and finish dates.
4. Verify individual activity duration and sequencing through comparisons with daily inspector’s reports.
5. Identify critical and sub-critical activities, including City of Santa Cruz's operational requirements; check that Work is scheduled in an acceptable sequence with reasonable manning, and includes appropriate time for shop drawing preparation, review, material fabrication and shipping, complete installation, finishing, systems testing, and delivery of third party’s material and equipment; verify that all submittals are included in the schedule and that schedule includes acceptance-testing period and indicates milestone completion for each separate portion and/or phase of Work.
23.63 Santa Cruz Program Management – Service Order 9
6-5-2023
6. Review activities that interface or tie-in within the same construction contract, or with other construction contracts or City of Santa Cruz activities to optimize preparation for the coordination of these interfaces or tie-ins.
7. Verify that initial schedules submitted by Contractor pending complete schedule submittal are adequate to pursue initial construction work.
8. Conduct a pre-schedule submission meeting with Contractor to inform the Contractor of its Contract responsibilities regarding the development and submission of the preliminary and baseline schedules.
9. After prior approval by the City of Santa Cruz’s Project Manager, CM shall require Contractor to prepare and submit a recovery schedule demonstrating its program and proposed plan to make up a lag in scheduled progress and to demonstrate completion of the Work within the contract time. CM will review Contractors’ Recovery Schedule for compliance with the Contract Documents and coordination with the overall Project and submit it to the City of Santa Cruz’s Project Manager with written recommendation for acceptance or rejection.
10. On a monthly basis, review the progress of construction, evaluate the percentage complete of each construction activity as indicated in the Contractor’s Updated Schedule and review such percentages with Contractor.
11. After City’s acceptance, use the accepted schedule to monitor progress. When significant changes are made to the Contract Documents or when time extensions are granted, CM shall direct Contractor to immediately revise the schedule based on the changed conditions.
12. Evaluate potential delays and advise the City accordingly. CM shall highlight such matters during each weekly progress meeting.
13. Observe the Contractor's progress with the Work and evaluate whether completion will occur within the specified time and will conform with the requirements of the Contract Documents.
If a delay in the Work is identified or it appears that the Work is not progressing such that the Project can be completed within the specified time, or if the Project is beyond the completion date and still not complete, inform City of Santa Cruz promptly.
14. If delays continue and it appears likely that the Construction Contractor is not cooperating in correcting the problem, PgM shall immediately consider and recommend appropriate contract enforcement actions to the City.
1.7 Change Management (Contract Document Clarification, Potential Change Orders, Directed Change Orders, and Change Orders)
The PgM will perform services relating to changes to the Contract Documents including change orders. The CM will:
1. Develop a Change Management Process to manage and control changes to the Contract Documents, including claims in accordance with the City of Santa Cruz’s and/or PgM’s CM best practices as applicable and appropriate.
2. Manage timely processing of documents in accordance with the construction Contract Documents.
3. Work with Contractor to mitigate field conditions that could result in added work or completion schedule delays.
4. Institute a screening process for change requests initiated by City of Santa Cruz; City of Santa Cruz's Designer, or Contractor.
5. Initiate appropriate negotiation, approval, payment, and documentation of changes;
6. Administer the changes as follows, for each PCO:
23.64 Santa Cruz Program Management – Service Order 9
6-5-2023
a. Receive Contractor’s proposal and perform technical analysis for negotiations of final term and price;
b. Analyze Contractor’s requests for time extensions with analytical software and generate an independent fragnet schedule, and prepare findings of fact for extending or not extending time;
c. Compare and evaluate Contractor’s proposal with the reconciled and City of Santa Cruz approved independent cost estimate and schedule analysis; d. Upon City of Santa Cruz’s approval, negotiate with Contractor the cost and any time extensions associated with the PCO work; if mutually agreeable terms cannot be negotiated on Change Orders, submit to the City of Santa Cruz’s Project Manager all pertinent facts and a recommendation of what action should be taken; e. For Change Orders on which agreement has not been reached on the amount of equitable adjustment prior to commencing work, CM shall inspect construction Contractor performance, and make detailed records of equipment, material, and labor utilized, the impact of changed and unchanged work, and other data or information pertinent to a determination of the amount of equitable adjustment of contract price and time of performance;
f. Prepare a change order package for approval and execution by City of Santa Cruz and Contractor; for each change order package, prepare and submit to City of Santa Cruz; g. Issue Directed Change Order to Contractor for the purpose of unilaterally modifying the Contract Documents if: (a) Contractor fails to submit a proposal for PCO work within the time specified; (b) when City and Contractor cannot agree on the terms and conditions of PCO work within a reasonable amount of time as determined by City of Santa Cruz and CN;
h. Or when in the judgment of City of Santa Cruz it is impractical because of the nature of the change or for any other reason, such as the best interests of the City of Santa Cruz or the public, for City of Santa Cruz and Contractor to determine and agree on the costs and schedule impacts before the change must be performed. CM shall prepare a draft Directed Change Order with a cover letter for City of Santa Cruz's Project Manager's approval before issuing; and
i. Negotiate with Contractor mutually acceptable terms and conditions of a Change Order to replace a Directed Change Order, if deemed appropriate by City of Santa Cruz.
1. Establish and implement a Construction Contract Change Order management system to track the status of proposed and executed changes in the work of the Contractor, in a format acceptable to, or prescribed by, the City of Santa Cruz.
2. Keep City of Santa Cruz informed of potential changes. All changes affecting Project design, quality, schedule, or costs are subject to approval by the City.
1.8. Contractor Invoices and Payment Recommendations
The CM will review the Contractor’s proposed schedule of values for reasonableness and ease of monitoring in progressing payments. Changes will be negotiated as needed to provide for accurate valuation, ease of verification, and processing payments. Once approved, the schedule of values will be entered into the City of Santa Cruz’s standard payment forms and submitted for City of Santa Cruz approval. The approved payment form will be used by the CM and Contractor in preparing monthly payment requests. The progress payments will incorporate Contract Document changes, payment for materials on hand, and retentions withheld.
23.65 Santa Cruz Program Management – Service Order 9
6-5-2023
In reviewing the Contractor's payment request, CM will consider compliance with permits, SBE participation, prevailing wages, quality of work, current insurance certificates, SRF funding requirements labor compliance requirements, and other items. Each month, the CM will review the progress payment with the Contractor and members of the CM team to confirm progress of the work and its conformance with the Contract Documents.
The CM will, in accordance with the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate:
1. Review the Contractor’s initial cost breakdown (Schedule of Values) for reasonableness and ease of monitoring; examine the Schedule of Values to verify no front-loading; that the Work is sufficiently itemized to determine appropriate progress payments; and the Work item values are realistic.
2. Provide an independent assessment of progress, quantities of materials placed and equipment delivered and installed based upon acceptability of work.
3. Verify Contractor has updated record drawings and provided monthly Project schedule update.
4. Review applications for payment with Contractor for compliance with contract requirements and verify that payment requested comprises payment due based on work completed as related to the schedule of values, and materials and equipment furnished but not incorporated into the Work.
5. Verify Contractor certified payroll submittal provide labor compliance monitoring.
6. Prepare monthly progress payment using City's standard form. The payment application review period will comply with review period requirements established in the Construction Contract.
1.9 Quality Assurance / Quality Control
The objective of QA/QC Plan is to monitor the Contractor in compliance with the Contract Documents and permit requirements. The QA/QC plan will address the Contractor’s work requirements including plant operations and startup and testing. The CM will perform QA inspections to identify and address potential defects in construction. The CM will establish Field Quality Assurance Plan, providing procedures and guidelines to monitor Contractor’s QA/QC activities.
1. Establish the Field Quality Assurance Plan, including describing the methods for conducting and verifying that the required Special Inspections and tests are performed according the construction contract drawings and specifications, as well as in compliance with applicable codes, standards, and regulations.
a. Review and approval of Contractor’s QA/QC Plan;
b. Field design change control;
c. Monitoring of special processes;
d. Manufacturing source inspection and witness testing; e. Inspections and test control; special and specialty inspections; and f. Verification and calibration of measuring and test equipment;
2. Verify the Contractor's compliance with QA / QC plan including materials testing requirements in accordance with Program CM Guidelines, City of Santa Cruz and/or CM best practices, as applicable and appropriate.
a. Develop and implement as part of the Field Quality Control the methods for inspections and verifications, but not be limited to, the following activities:
23.66 Santa Cruz Program Management – Service Order 9
6-5-2023
Inspection of civil work, including excavation and backfill, pile driving, concrete construction, paving;
b. Inspection of structural work;
c. Mechanical equipment inspection;
d. Plumbing, HVAC and Fire Protection inspections;
e. Electrical inspection and testing;
f. Field welding and inspection;
g. Hydrostatic and pneumatic testing;
h. Instrumentation and control inspection and testing; and i. Special and Specialty Inspections, if applicable.
3. Verify the Contractor's compliance with the QA/QC plan including materials testing requirements in accordance with Program CM Guidelines, City of Santa Cruz, and/or CM best practices, as applicable and appropriate.
1.10 Submittal Process
The CM will coordinate and manage the submittal and shop drawing review and approval process.
Each Project design requires specialized materials, equipment, and performance of tasks which are specified within the Contract Documents. The submittal process will provide an understanding between the Contractor, City of Santa Cruz’s Designer, the City of Santa Cruz, and the CM of the acceptability of products or procedures proposed by the Contractor.
Product information or proposed procedures will be submitted to the CM and processed with reviews by City of Santa Cruz's Designer, the City of Santa Cruz, and the Construction Manager. Submittals will be reviewed and stamped (approving or not approving) in accordance with the Contract Documents, with the comments provided. Submittals not meeting specification requirements will be returned to the Contractor for correction. Complete submittals when approved will be distributed to all parties and provide for a common understanding of the acceptable materials to be incorporated into the Project. SRF funding compliance may require American Iron and Steel (AIS) compliant product certification as part of the submittal.
The CM will, in accordance with the Program Construction Guidelines and/or CM best practices as applicable and appropriate:
1. Review Contract Documents and prepare anticipated submittal list;
2. Receive, log, confirm compliance with submittal requirements, and distribute for review, and monitor the submittals to achieve timely return to Contractor;
3. Review submittals for format, compliance, and general completeness prior to forwarding to City of Santa Cruz’s Designer;
4. Forward or return all submittals within two business days from time of receipt by CM;
5. Prepare the submittal tracking log in accordance with City of Santa Cruz standards;
6. Maintain a computerized submittal base showing submittal number, description, date received, dates forwarded to and returned from City of Santa Cruz and/or City of Santa Cruz's Designer, date returned to Contractor and approval status;
7. Develop a tracking procedure to enable follow-up on the status of materials and equipment through the entire duration of the Project including documentation of AIS compliance;
8. Develop lists and monitor status of manufacturer’s certificates, services, spare parts, manuals, and warranties;
23.67 Santa Cruz Program Management – Service Order 9
6-5-2023
9. Receive, log and file manufacturer’s certificates, including warranties; review for compliance with Contract Documents;
10. Receive, log, and turn over spare parts to City of Santa Cruz; and
11. Receive, log and distribute manufacturer’s O&M manuals for review and acceptance; review for compliance with the Contract Documents.
1.11 Request For Information (RFI) Process
The CM will coordinate and manage a formal Request for Information (RFI) review and approval process. RFIs submitted by the contractor will be processed into the DCS by the Construction Services Manager and routed to City of Santa Cruz’s Designer and the City of Santa Cruz for information and comment. The review comments of the CM team, City of Santa Cruz's Designer, and the City of Santa Cruz will be coordinated and a response is logged into the DCS and provided to the Contractor.
The CM will, in accordance with the Program CM Guidelines and/or CM best practices as applicable and appropriate:
1. Receive, review, analyze, log and distribute for review, and monitor the RFIs to achieve timely return to Contractor.
a. Determine required response suspense date to avoid Contractor delay; b. Track the status of all RFIs and advise City of Santa Cruz’s Designer of unusual site conditions affecting RFI review;
c. Review RFIs for appropriateness, format, content, and general completeness prior to forwarding to City of Santa Cruz’s Designer; and
d. Forward or return all RFIs within two business days from time of receipt by the CM;
2. Prepare the RFI tracking log;
3. Develop and maintain a computerized RFI database showing RFI number, general description, date received, responsible party or parties, dates forwarded to and returned from party or parties, date returned to Contractor, and disposition status; continually monitor status of RFIs to ensure timely responses and/or compliance with contract specified turnaround times, as applicable;
4. In the case an RFI requests for change, or a response to an RFI results in change, provide input based on the contractual merit of the request or response;
5. Monitor status of responses for compliance with agreed or contract specified turn-around times; and
6. Track reasons for each RFI, including unforeseen conditions, design issue, and answerable in existing contract documents (unnecessary).
1.12 Record Documents
The CM team will maintain a set of Contract Documents recording all of the addenda, design clarifications and other modifications implemented during the Project. At the conclusion of the Project, the CM team will combine this information with additional documentation from the Contractor’s as-built drawings. The Contractor's as-built documents reflect precisely how the Contractor constructed the Project, including all changes made to the Contract Documents during construction. These compiled specifications and drawings will provide a complete field record of the Contract documents and their revisions.
23.68 Santa Cruz Program Management – Service Order 9
6-5-2023
The CM team will also provide the marked-up plans and specifications to City of Santa Cruz’s Designer who will utilize them to update the Contract Documents and create Record Drawings. The complete, revised Contract Documents will then be provided to the City of Santa Cruz as the Record Documents for the Project. Accuracy and completion are important as they are a critical Project record for City’s ongoing maintenance and operations of the plant.
Construction Manager will, throughout the Project and otherwise as appropriate during individual phases of construction or necessary due to interim plant operational status:
1. Maintain a control and record set of plans and specifications with any changes as a result of RFIs, Potential Change Orders, Directed Change Orders, Change Orders, or field memo.
2. Review and maintain records of marked-up as-built drawings and specifications to ensure the Record Documents will be consistent with the construction in progress; the marked-up as-built drawings and specifications shall be neat, clean, and accurately reflect work as constructed. The marked-up as-built drawings shall include accurate graphical representations of construction changes, including redlines, detailed drawings, sketches, call-outs, and notes. The marked-up specifications shall include redlines and text describing the specific changes. Just referencing RFIs, submittals, design clarifications, or change order documents on the marked-up, as-built drawings and specifications will not be sufficient or acceptable.
3. After confirming the completeness, coordinate the transmittal of Record Documents from City of Santa Cruz’s Designer to City of Santa Cruz.
4. Secure from Contractor, review for compliance with the Contract Documents, and transmit to City the required guarantees, warranties, bonds, waivers, all keys, manuals, as-built drawings, maintenance stocks, and originals of all other Contract Documents and papers, including correspondence.
Activity 2. Inspections, Special and Specialty Inspections The CM team inspection staff will provide immediate feedback to the CM on Project activities, site and operational safety conditions, and will document the work performed in detailed daily reports.
The reports will be logged into the DCS and will be readily available for viewing by the City of Santa Cruz. The inspection reports will provide a detailed accounting of the work performed and serve to assure work is completed in accordance with Contract Documents.
2.1 Inspections
The CM’s inspection staff will be present during construction work hours to verify work is accomplished in accordance with the Contract Documents.
Inspections will provide for monitoring of the construction work and field verification of Contractor’s QC Program.
The CM Lead and Contractor will plan and coordinate inspections of construction work to provide the needed special and specialty inspections. Inspections will focus on Contractor compliance with Contract Documents, permit requirements, and coordination with ongoing plant operations.
The inspection reports will provide a written and photographic record of observations including weather conditions, Contractor work force and equipment, and significant material or equipment deliveries.
23.69 Santa Cruz Program Management – Service Order 9
6-5-2023
The CM team inspection staff will monitor the work quality through visual inspection and materials testing, and will utilize as-needed special and specialty inspections.
During inspections, the Contractor will be advised of any nonconforming work observed and, if not corrected within designated timeframes, the City of Santa Cruz will be notified.
Nonconforming work, corrected or not corrected in accordance with designated timeframes, will both be recorded on deficiency lists and addressed.
The CM will:
1. Provide sufficient qualified, experienced inspection staff to monitor all major work activities associated with work performed on all shifts and days worked by Contractor, and to perform all inspections, special and specialty inspections as required per the Contract Documents;
2. Inspect materials, equipment, construction procedures, work in progress, and completed work for compliance with the Contract Documents;
3. Monitor Contractor’s look-ahead schedule and confer with Contractor to ensure that qualified personnel including specialty inspectors are scheduled on an as-needed basis to inspect and monitor quality control for all major work activities;
4. Monitor completed work for contract compliance and generate appropriate deficiency lists;
5. Prepare Daily Inspection Reports detailing weather conditions, status of work, and the location and type of work performed by Contractor, in accordance with the City of Santa Cruz’s Construction Manual and/or Co CM best practices as applicable and appropriate;
6. For each work activity, document the number and classification of craft labor, supervision, equipment (including idle equipment), and materials used;
7. Note material and equipment deliveries or off-hauls, any non-adherence to safety procedures along with corrective action taken, delays (including cause of delay), equipment breakdowns or other field problems, visitors, and other pertinent observations. Augment reports with sketches and digital photographs;
8. Verify progress of work for payment purposes and ensure that Contractor’s progress payment request reflects the submitted schedule of values and the work actually performed; and
9. Develop and implement a written communication system and database notifying Contractor of all nonconforming work and safety violations.
2.2 Specialty Inspections
The as-needed inspections will include structural steel, concrete, soil, and other architectural and mechanical specialties. These inspections will require specialized training and in many cases are associated with risks of wind, seismic, life safety, and fire. CM will provide highly skilled specialty inspectors to provide assurance that the work quality will mitigate these potential risks.
The CM will:
1. Provide and conduct special inspections in accordance with the requirements set forth in Chapter 17 of the CBC; and
2. Provide, at minimum, special inspections for the following work:
a. Structural steel inspections and verification, including special provisions for seismic resistance;
b. Concrete inspections and verification, including special provisions for seismic resistance;
23.70 Santa Cruz Program Management – Service Order 9
6-5-2023
c. Inspection for wind resistance;
d. Foundation soil inspections and verification;
e. Inspections and verification for seismic resistance for other building systems, including designated seismic systems, mechanical and electrical components, storage racks and access floors, and architectural components;
f. Provide specialty inspections for the following work disciplines: architectural, structural, mechanical, plumbing, HVAC, Fire Protection, electrical, and process and instrumentation.
Activity 3. Division 1 and Special Provisions Compliance The Special Provisions section of the Contract Documents state work requirements for the Project including phasing and sequencing, construction coordination with plant operation, and permit compliance. The Project Construction Manual provides specific instructions on monitoring for Special Provisions compliance such as restrictions on work hours, traffic control, and limiting impacts to surrounding neighborhood.
The CM team inspection staff will monitor Contractor compliance with the Special Provisions and mitigation measures thereby reducing Project risk. Key areas of monitoring by the Consultant include storm water (SWPPP), environmental compliance, discharge permits, and disruption to the neighborhood.
The CM will, in accordance with the City of Santa Cruz’s CM Guidelines and/or CM best practices as applicable and appropriate:
1. Monitor Contractor compliance with all Division 1 and Special Provisions specifications including, but not limited to, mitigation commitments, wildlife protection and environmental permits, discharge permits and erosion and sedimentation control requirements;
2. Monitor Contractor’s noise, vibration, traffic, and odor control mitigation plans for contract requirements;
3. Provide written notification to Contractor and City of Santa Cruz with a compliance concern; and
4. Provide immediate notification to Contractor and City of Santa Cruz of non-compliance with specifications and permits.
Activity 4. Safety Management
The City of Santa Cruz has an on-call Safety Consultant to provide site safety oversight. The CM will prepare and coordinate the CM team’s safety plan with the City of Santa Cruz safety rules and Contractor's safety plan and will implement these practices to provide for a coordinated approach to Project safety.
The CM will coordinate with City Safety Consultant, in accordance with the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate to:
1. Review, monitor and adhere to Contractor’s safety program and work activities for compliance with the Contract Documents and safety regulations such as Cal/OSHA;
2. Implement safety oversight activities as identified in Consultant's Project-specific Safety Management Plan portion of the CMP;
3. Ensure that the CM’s employees when first engaged in the job be provided with safety instructions in accordance with Cal/OSHA's General Safety Orders prior to exposure to
23.71 Santa Cruz Program Management – Service Order 9
6-5-2023
hazards of the job site. This includes the Consultant's own subconsultants and others providing services including City of Santa Cruz staff and City of Santa Cruz's Designer who may frequently or occasionally visit the site to conduct business related to the Project;
4. At all times comply with all safety rules and regulations enacted or implemented by the City and any local, state or federal agency;
5. Monitor, identify, and notify Contractor and City of Santa Cruz immediately, of any potential safety issues; ensure Contractor's compliance with all required safety provisions and requirements.
Activity 5. Training, Testing, Start-Up, and Commissioning The CM will perform services relating to City of Santa Cruz staff training, plant start-up, and commissioning.
5.1 Operators Training
The CM will coordinate Contractor-provided operator training and assist in developing operating procedures and processes so City of Santa Cruz staff can learn to operate the upgraded plant.
The CM will arrange for manufacturer-provided staff training, focusing on operations within the upgraded treatment plant. Trainings will include an on-site training facility with video and audio facilities, and after installation of equipment, instruction classes will be held on operation and maintenance of the equipment. Operations manuals for process equipment will be reviewed and their procedures incorporated into the plant operation manual. The CM will assist the City of Santa Cruz in developing interim operation procedures and assist staff in initial phases of operation.
The CM will:
1. Facilitate and coordinate training of City of Santa Cruz’s plant operators with Contractor, manufacturers/suppliers, City of Santa Cruz’s staff, and City of Santa Cruz’s Designer;
2. Review Contractor’s training schedules and training plans; and
3. Coordinate and provide all logistics for the training.
5.2 Testing, Start-Up, and Commissioning
The CM will coordinate training once the equipment has arrived and installation is advanced sufficiently to provide for manufacturer inspections and certification of proper installation.
A representative of the manufacturer will visit the site and examine installation to confirm proper installation. After all necessary adjustments are made, the manufacturer’s representative will certify the proper installation of equipment and provide operations staff with training on operation and maintenance.
The plant operations support team will organize a Start-up Team from City of Santa Cruz staff, City of Santa Cruz’s Designer, and the Contractor and lead this team in testing, startup, and commissioning for each phase of the Project.
The CM will:
1. Coordinate functional and operational testing activities with Contractor, manufacturers, City of Santa Cruz’s Designer and City of Santa Cruz;
23.72 Santa Cruz Program Management – Service Order 9
6-5-2023
2. Review Contractor’s test procedures; witness Contractor’s testing; and receive and review Contractor’s test reports;
3. Coordinate and schedule start-up and commissioning activities; and
4. Lead, coordinate, direct, and manage day-to-day start-up and commissioning activities.
Activity 6. Acceptance and Close-Out
The CM will facilitate commissioning in accordance with the Project construction phases and facilitate acceptance of each Project milestone and the Project once their respective commissioning period has been completed. During the later stages of construction for each milestone and of the Project, the CM will meet with the Contractor and develop deficiency lists based on record of inspection and observed non-compliant work.
The CM will regularly follow-up with the Contractor to address the deficient work items prior to commencement of operational testing. Included with system acceptance will be obtaining required warranties and guarantees from equipment manufacturers and contractors that fully comply with the Contract Document.
The CM will begin the process of milestone acceptance near the conclusion of each milestone and the process of Project acceptance and Construction Contract close-out near the conclusion of the Project.
The CM will implement the steps called out in the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate. Each step will be documented and include a complete review of contract administration, quality assurance and inspection, and plant operations.
A complete review of the DCS will be made to identify any unresolved issues for RFIs/submittals/deliveries/warranties services or certifications. Documentation for each step of the close-out process will be assembled along with a calendar of warranty inspection and follow up activities.
The CM will, in accordance with the City of Santa Cruz’s Construction Manual and/or CM best practices as applicable and appropriate:
1. Manage deficiency list process;
2. Coordinate the efforts of City of Santa Cruz’s Designer, City of Santa Cruz, City of Santa Cruz Operations, Permit Authorities to develop a list of deficiencies;
3. Coordinate with Contractor, City of Santa Cruz Operations, and other parties to correct the deficiencies;
4. Conduct an inspection of the completed work for each milestone, and of the entire jobsite, and review all documents to determine if all construction efforts are in compliance with the Contract Documents;
5. Verify closure/completeness/delivery of all RFls, submittals, O&M documents, spare parts, training and testing activities, record documents, construction photographs, warranties, guarantees, maintenance bonds, non-conformance reports
6. Provide City of Santa Cruz with complete documentation required for each milestone acceptance and the final Project acceptance and closeout of the Construction Contract;
7. Coordinate warranty services with Contractor and the City through completion of each milestone as required and through final completion and acceptance of the Project; and
8. Provide City of Santa Cruz with warranty calendars with recommended warranty inspection dates prior to warranty expirations.
23.73 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 5 – 4.7 Beltz 12 Well Ammonia Removal CM Support. Key Scope Activities Up to 24 hours of construction phase support for this project is assumed for the Program CM Lead and up to 32 hours of construction phase support assumed from Concrete Tanks CM.
Task 5 – 6.1 U4 Tank Rehab/Replacement CM Support. Key Scope Activities Up to 16 hours of construction phase support for this project is assumed for the Program CM Lead and up to 24 hours of construction phase support assumed from Concrete Tanks CM.
23.74 Santa Cruz Program Management – Service Order 9
6-5-2023
Task 6—Program Support
Task 6 groups together a number of tasks and activities that are critical to project success, including environmental support services, ROW investigation and acquisition, survey, geotechnical investigation, and other miscellaneous services. Project type and phase of development dictate the degree to which particular projects may require the use of these tasks. For example, a treatment plant project may have very extensive geotechnical investigation needs, but very little survey, or ROW needs. The following subtasks are included in this service order:
Task 6.1 – Environmental Advisory, Compliance, and Technical Support (12-month expected duration)
Task 6.1-0 – Environmental Advisory/General Environmental Support Task 6.1-1.5.1 – Newell Creek Instream Restoration
Task 6.1-1.5.2 – Newell Creek Riparian Habitat Restoration Task 6.1-1.5.3 – Restoration of Temporary Non-Jurisdictional Impacts Task 6.1-1.5.4 – Loch Lomond Shoreline Restoration
Task 6.1-1.5.5 – Canham Meadow Restoration
Task 6.1-4.3 – GHWTP Concrete Tanks Compliance Management Task 6.2 – University Tank 4 (U4) Project
Task 6.2 – ROW Acquisition (6-month expected duration in FY24) Task 6.2-2.2.1 – Newell Creek Pipeline Felton/Graham Hill ROW Task 6.2-2.2.3 – Newell Creek Pipeline Brackney ROW
Task 6.3 – Support Communications and Public Outreach (12-month expected duration) Task 6.3.1 – Ongoing Communications and Public Outreach Support Task 6.4 – Surveying and Mapping [Not Used]
Task 6.5 – Geotechnical Investigations [Not Used]
Task 6.6 – Project Funding Assistance [Not Used]
Task 6.7 – Program Technical Support (12-month expected duration) Task 6.1 – Environmental Advisory, Compliance, and Technical Support Under Service Order 9, HDR will support all projects across the program as noted below.
Task 6.1-0 – Environmental Advisory / General Environmental Support Under Service Order 9, HDR will support all projects across the program by providing environmental advisory support in the form of program quality assurance, project level quality control, process improvement, and professional development for the environmental team members. The Environmental Advisor will work with each project Environmental Lead collectively and individually to understand the projects and provide useful and objective technical strategy. They will work with Program leadership to identify and lead process improvement opportunities as well as staff development and advancement opportunities. They will coordinate with the CEQA/Permitting consultant to bring consistent quality assurance and objective feedback to our extended team. They will support the hiring and development of environmental team members and provide support as needed (either directly or through the identification of specific technical expertise or availability within the HDR Program Team).
The Environmental Advisor will participate in regular program and team meetings including, but not limited to the monthly program PM meetings, monthly environmental project review meetings,
23.75 Santa Cruz Program Management – Service Order 9
6-5-2023
monthly environmental program team meeting, monthly HDR environmental team meetings, monthly HDR program team meetings, monthly HDR leadership meeting, project-specific strategy, and asneeded controls or planning meetings, WIFIA/funding strategy meetings, risk management meetings, program trainings or team building meetings. The Environmental Advisor will further participate in as needed meetings with the CEQA/Permitting consultant, other program team meetings, environmental team initiative meetings, or other program meetings requiring environmental advisory services.
Outside of general environmental advisory, under Service Order 9, HDR could, upon request, provide other types of environmental technical support such as, but not limited to:
Maintenance of Program Management Plan Chapter 17
Coordination with HDR technical support
Participation in Program meetings
Support Program environmental processes and advancements Preparation of technical resource studies
Providing peer review technical studies or documents
Scoping or providing strategic advisory to technical approach Completion of historic records searches, cultural resource inventory analysis, field survey, or review of studies prepared by City or other consultant
Completion of aquatic resource delineations, biological reconnaissance surveys, avian surveys, or other site verification surveys
Completion of field verifications or surveys and prepare related reports to support environmental reviews or permitting
Conducting fisheries studies, modeling, or engineering Reviewing or providing guidance or direction on storm water issues including coordination with local storm water consultant
Reviewing or providing guidance or direction on hazardous materials issues including coordination with local hazardous materials consultant/contractor Hazardous material support might be needed to advise on materials found at FIP and U4 sites
MBARD air contaminant permitting
Supporting construction teams on unexpected or unprescribed technical issues at the direction of the project environmental lead. An additional 8 hours per project was added to cover undefined hazmat, storm water, biological, cultural, or other undefined technical support for the following construction projects:
o Newell Creek Pipeline – Felton to Graham Hill
o Newell Creek Pipeline – Brackney
o Intertie 1: Santa Cruz - Scotts Valley
o Riverbank Filtration
o U4 Tanks
Providing geospatial or GIS support to assessing environmental conditions Supporting regulatory consultation processes
Providing quality control or peer technical review on environmental methodology or study reports
Support project alternative screenings including analysis Support project consultant negotiations
Support project business case evaluations
23.76 Santa Cruz Program Management – Service Order 9
6-5-2023
Coordination with environmental consultants to the City to maintain performance standards Working with environmental team to continue to develop the environmental processes and functions of the overall program
Other environmental support functions as defined through the project development and collaboration process
Task 6.1-4.3 – GHWTP Concrete Tanks Compliance Management Under Service Order 9, HDR will provide continued construction compliance management for the GHWTP Concrete Tanks Project. Specifically, HDR will provide technical compliance managers with expertise in cultural resources and biological resources with the roles and responsibilities defined below.
The cultural resources compliance manager will oversee and guide the work of the contractors during project initiation and should cultural or archeological resources be encountered during construction.
The biological resources compliance manager will oversee and guide the work of Jodi McGraw and team (Jodi McGraw Consulting), the biological monitoring consultant, and Kurt Fouts (Consulting Arborist).
No storm water compliance management or monitoring is assumed under this task. A local subconsultant will provide storm water compliance support during FY24 as part of project CM Task 5-4.3. The compliance manager will coordinate with the local storm water subconsultant on scheduling their site visits.
The compliance manager will function under the purview of the City’s Environmental Lead for the project. Activities might include:
Site visits, estimated at one visit every 6 months
Yearly special-status species surveys, estimated at 2 per year Develop, review, or update worker environmental awareness training Preparation of monthly compliance reports
Compliance tracking of all CEQA mitigations and permitting conditions Oversight and coordination with monitoring subcontractors Support monitoring procurement processes
Work with the project environmental lead to develop project-specific monitoring plans, bringing processes and lessons learned from across the program Relay project requirements to the monitoring team
Participate in project construction monitoring meetings, as needed Participate in project construction status meetings, as needed (e.g., when construction schedule changes or changes in activities are expected) Manage monitoring resourcing when there is a change in monitor, change in construction schedule, or when multiple monitors are needed
Resolve issues with monitoring team, should they arise Provide day-to-day point of contact to monitoring team, environmental lead, construction management team, or project team for compliance questions Help resolve monitoring or finding questions/issues
Collect and document daily/weekly reports
23.77 Santa Cruz Program Management – Service Order 9
6-5-2023
Manage and file all pertinent project transmittals
Schedule and review agency noticing
Two subcontractors are included in this scope of work: Jodi McGraw who is performing biological monitoring and Kurt Fouts, an arborist. The scope of work for each will be revisited as the project progresses and after project startup to find efficiencies and process improvement; however, based on current negotiations, Jodi McGraw will complete necessary daily biological monitoring including that required for the Mount Hermon June beetle. She will lead WEAP trainings and make necessary updates through the course of the project. She will make sure BMPs are in place and maintained with integrity, and will support regulatory engagements and provide updates to the compliance tracking. The arborist scope of work is limited to as-needed arborist surveys when work is required onsite. That work will be identified by the City’s environmental lead and coordinated by the compliance manager.
Task 6.1-1.5.1 – Newell Creek Instream Restoration
Under Service Order 9, HDR will serve in a PM support function including participation in biweekly project meetings, design reviews, and quality control reviews. Building off of FY23, this is estimated as 4 hours per month.
Task 6.1-1.5.2 – Newell Creek Riparian Restoration
Under Service Order 9, HDR will serve in a PM function including participation in biweekly project meetings, design reviews, and quality control reviews. Building off of FY23, this is estimated as 6 hours per month.
Task 6.1-1.5.3 – Restoration of Temporary Non-Jurisdictional Impacts Under Service Order 9, HDR will serve in a PM function including participation in biweekly project meetings, design reviews, and quality control reviews. This is estimated as 5 hours per month.
Task 6.1-1.5.4 – Loch Lomond Shoreline Restoration
Under Service Order 9, HDR will serve in a PM function including participation in monthly project meetings, invoice reviews quality control reviews, and maintenance and monitoring oversight.
Building off of FY23, this is estimated as 2 hours per month for the PM. Includes one site visit by HDR to assess condition of restoration site.
Task 6.1-1.5.5 – Canham Meadow Restoration
Under Service Order 9, HDR will serve in a PM support function including participation in monthly project meetings, quality control reviews, and maintenance and monitoring oversight. Building off of FY23, this is estimated as 1 hour per month. Includes one site visit by HDR to assess condition of restoration site.
Task 6.1 Assumptions:
1. The estimated LOE for Task 6.1-0 (Environmental Advisor / General Environmental Technical Support) assumes 26 hours per month (generally considering 12 hours per month for Environmental Advisor and 14 hours per month for other General Environmental Technical Support) and includes regular participation in program, team, and project meetings, program- and project-level discussions, process development/maintenance
23.78 Santa Cruz Program Management – Service Order 9
6-5-2023
initiatives with the City’s environmental team, undefined technical support (storm water, biological resources, cultural resources, hazardous materials, regulatory), and project-level quality control reviews of all deliverables.
2. Up to 10 one-day trips are included in the scope either by the Environmental Advisor or general environmental technical support team members.
3. Per the City’s CEQA Process Review Guidance, quality control reviews are anticipated to include the project and alternative descriptions, Notice of Preparations, Administrative Draft Initial Studies/EIR documents, Draft Final documents, or other document iterations, sections, materials or supporting studies, as needed.
4. Task 6.1-0 includes CEQA and Permitting contract reviews.
5. Support for projects that do not have a designated 6.1-X subtask will be provided as General Technical Support under Task 6.1-0.
6. Task 6.1-0 includes two hours per month (included in Assumption #1 hours) for Clayton Mokri to support the Newell Creek Pipeline Project.
7. Environmental compliance management functions are anticipated for the Concrete Tanks Project (ongoing). Any other compliance support needs will be addressed through the contract change/amendment process.
8. The scope of work and LOE for the Concrete Tanks Project, including that of subcontractors, are based on negotiations prior to starting the construction phase of the project. This scope and LOE will be revisited with subcontractors prior to issuing the FY25 task to assess efficiencies and process improvements, however this scope of work is intended to encompass what might be performed and the related LOE.
9. Fees for literature reviews, licenses, trainings, permit fees, agency environmental document review fees, or other external expenses will be covered by the City or negotiated separately when the need arises.
10. Environmental support functions assume work from an HDR office other than onsite meetings when needed. No seconded positions are assumed.
11. HDR is not authorized to coordinate directly with permitting or regulatory agencies without task-specific or project-specific authorization to do so from a City Project Manager or Associate Planner.
Task 6.2 – ROW Acquisition
Various Program projects will require permits-to-enter (for planning and design work) and/or rightsof-way or property purchase (for construction and permanent facilities). HDR will be responsible for:
1. Research and investigation into existing easements and property boundaries.
2. Compiling record information
3. Negotiating temporary and permanent easements
4. Coordinating ROW and property acquisitions with City staff
5. Obtaining Appraisals and Market Valuations as required
6. Interfacing with land, facility, or property managers, real-estate agents, brokers, surveyors and title companies.
In FY2024, HDR anticipates providing ROW services for the following projects:
1. Newell Creek Pipeline – Felton/Graham Hill (2.2.1) and Brackney Landslide Area Pipeline Risk Reduction (2.2.3).
23.79 Santa Cruz Program Management – Service Order 9
6-5-2023
HDR will support the procurement of temporary and permanent easements. Services for this fiscal year may include:
a. Continuing consideration of acquisition strategies when favorable circumstances for funding, cost mitigation and environmental compliance develop. b. Engagement with City staff and property owners / tenants to acquire necessary Temporary and Permanent Easements.
Negotiation of agreements with property owners for use of staging and/or mitigation area(s) for both projects through completion of construction.
Assumptions:
1. HDR will manage Acquisition Subconsultant. Other efforts are not currently budgeted.
Amendments to this scope will be negotiated separately, as needed based on project definition
Task 6.3 – Support Communications and Public Outreach
Communications and public outreach on the Program generally occur in the following areas:
1. Internal Departmental Communications: Communications between Program Team and Department staff members about Program activities.
2. Management Communications: Communications from the Program Team to City management staff, the City Council, and the Water Commission. These communications will always flow through City Staff, usually the Program Director and the Director of Engineering.
3. Public Outreach: External communication to the public at large. This is usually “one way” in nature (from the Program out to the public) and involves communications with the public about the purpose and progress of the Program. These communications flow through the City Communications Lead.
4. Stakeholder Communications and Engagement: External communication to specific members of the public. This is usually “two way” in nature and involves communicating with specific stakeholders about issues impacting them individually (e.g., a homeowner that we’re trying to purchase a pipeline easement from). These communications may involve the PM and/or Department Directors, but always engage the City Communications Lead.
Task 6.3.1 – Ongoing Communications and Public Outreach Support Provide support for Communications and Public Outreach by doing the following:
1. Internal Communications: Train new staff on the Communications Guidelines and assessment tool.
2. Management Communications: Support the Program Director by preparing memos, PowerPoint presentations, graphics, and other support materials for use in communicating with Council and Water Commission.
3. Public Outreach: Support the City Communications Lead by preparing text, graphics, and other support materials for use in communicating with public. Support the preparation public information documents (e.g., fliers, brochures, posters, FAQs) for use at public meetings/workshops, for uploading to City’s Water Program and Projects web pages, and participate in those meetings if requested.
23.80 Santa Cruz Program Management – Service Order 9
6-5-2023
Assumptions:
1. 40 hours are allocated for implementing communications and outreach support per Task
6.3.1. Task 6.4 – Surveying and Mapping [not used this service order] Task 6.5 – Geotechnical Investigations [not used this service order] Task 6.6 – Project Funding Assistance [not used this service order] Task 6.7 – Program Technical Support
Outside of specific technical reviews on projects (covered in Task 2—Design and Planning Management), HDR will provide technical expert input on water infrastructure, treatment, and water quality issues, as requested by the City. An allocation of 60 senior-level labor hours has been made in this service order for these as-needed efforts.
23.81 Estimated Work Effort and Fee Estimate
Table 3 - Estimated Work Effort and Fee Estimate (6-6-23) City of Santa Cruz
Program Management Services, Service Order 9 — Fiscal Year 24 Program Activities (assumed NTP July 1, 2023) Task
No. Task Description Total HDR Total APC Charge Total HDR Expenses Subs w/ Total
Rate Range Labor Hours ($) $5.25 + 5% MU ($) 5% MU ($) Cost ($) SERVICE ORDER 9
Task 2 - Design and Planning Management
Subtotal Task 2 14,129 $3,176,794 $43,298 $35,400 $0 $3,255,492 Task 3 - Program Administration
Subtotal Task 3 6,646 $1,465,090 $34,123 $24,530 $0 $1,523,743 Task 4 Planning Efforts
Subtotal Task 4 1,718 $362,426 $8,660 $5,363 $0 $376,448 Task 5 Construction Management
Subtotal Task 5 3,117 $904,548 $1,973 $95,523 $160,659 $1,162,704 Task 6 Program Support
Subtotal Task 6 1,417 $303,348 $6,811 $11,410 $293,685 $615,254 COLUMN TOTALS (SO9 - Full Scope) 27,027 $6,212,210 $94,864 $172,226 $454,344 $6,933,644 6/6/2023 Cost Breakdown Page 1
Exhibit B
23.82 Activity ID Activity Name Dur Start Finish
City of SCWP 248 03-Jul-23 28-Jun-24
Service Order 9 - z01 - HDR Project Management Contract-1 Service Order 9 - z01 - HDR Project Management Contract-1 248 03-Jul-23 28-Jun-24 SO9-00000 Notice to Proceed 0 03-Jul-23*
Task 2 - Design and Planning Management Task 2 - Design and Planning Management 248 03-Jul-23 28-Jun-24 Sub Task A - Support Collaborative Delivery Method Implementation Sub Task A - Support Collaborative Delivery Method Implementation 248 03-Jul-23 28-Jun-24 SO9-2A10 Implementation oversight of delivery method contract 248 03-Jul-23 28-Jun-24 SO9-2A20 Coordination and/or support of the City's legal department in delivery method use 248 03-Jul-23 28-Jun-24 Sub Task B - Select Final Design (or other) Consultants Sub Task B - Select Final Design (or other) Consultants 248 03-Jul-23 28-Jun-24 SO9-2B10 City meeting agenda and minutes 248 03-Jul-23 28-Jun-24 SO9-2B20 Draft and final design RFP(s) 248 03-Jul-23 28-Jun-24 SO9-2B30 Written recommendation for selection of final design consultant 248 03-Jul-23 28-Jun-24 SO9-2B40 City Council agenda package (attachments to staff reports) for final design contracts 248 03-Jul-23 28-Jun-24 Sub Task C - Monitor Project Progress and Changes Sub Task C - Monitor Project Progress and Changes 248 03-Jul-23 28-Jun-24 SO9-2C10 Meeting agendas, presentations, and minutes from project coordination and review meetings 248 03-Jul-23 28-Jun-24 SO9-2C20 Change log entries, as required 248 03-Jul-23 28-Jun-24 SO9-2C30 Monthly project status reports 248 03-Jul-23 28-Jun-24 SO9-2C40 Permit applications (prepared by others) 248 03-Jul-23 28-Jun-24 Sub Task D - Technical Review of Deliverables, Plans and Specifications Sub Task D - Technical Review of Deliverables, Plans and Specifications 248 03-Jul-23 28-Jun-24 SO9-2D10 Review Comments at 30%, 60%, 90% and 100% Final Design Completion 248 03-Jul-23 28-Jun-24 SO9-2D20 Agenda and Minutes for City O&M Staff Reviews at 60% and 90% Final Design Consultant Submittals 248 03-Jul-23 28-Jun-24 SO9-2D30 Spreadsheet to Document and Track Design Review Comments and Actions 248 03-Jul-23 28-Jun-24 Sub Task E - Facilitate Bidding Process Sub Task E - Facilitate Bidding Process 248 03-Jul-23 28-Jun-24 SO9-2F10 Agenda and Minutes from Pre-Bid Meetings 248 03-Jul-23 28-Jun-24 SO9-2F20 Contractor Pre-Qualification Solicitation Documents 248 03-Jul-23 28-Jun-24 SO9-2F30 Bid Tabulations 248 03-Jul-23 28-Jun-24
Sub Task F - Develop Cost Estimating Support Sub Task F - Develop Cost Estimating Support 248 03-Jul-23 28-Jun-24 SO9-2H10 Cost Estimate and basis of estimate document 248 03-Jul-23 28-Jun-24 Task 3 - ProjectAdministration Task 3 - Project Administration 248 03-Jul-23 28-Jun-24 Sub Task 3.1 - General Program Administration Sub Task 3.1 - General Program Administration 248 03-Jul-23 28-Jun-24 SO9-3110 Draft and final Service Order scope, fee, and Annual Work Plan 248 03-Jul-23 28-Jun-24 SO9-3120 Monthly Program Progress Report 248 03-Jul-23 28-Jun-24 SO9-3130 Monthly invoices 248 03-Jul-23 28-Jun-24
SO9-3140 Contract change log updates 248 03-Jul-23 28-Jun-24 SO9-3150 Staff approval requests, as applicable 248 03-Jul-23 28-Jun-24 SO9-3160 Updates to working Program tracking tools, including staff planning spreadsheets, and program improvement log 248 03-Jul-23 28-Jun-24 SO9-3170 PGP updates, as applicable 248 03-Jul-23 28-Jun-24 Sub Task 3.2 - Risk Management Sub Task 3.2 - Risk Management 248 03-Jul-23 28-Jun-24 Risk Register & Tool Updates Risk Register & Tool Updates 248 03-Jul-23 28-Jun-24 SO9-3200 Risk Register and Planning Tool updates 248 03-Jul-23 28-Jun-24 Quarterly Risk Reviews Quarterly Risk Reviews 205 01-Sep-23 28-Jun-24 SO9-3210 Quarterly Risk Reviews (1st Quarter of FY 2024) - Risk Register Update 20 01-Sep-23 29-Sep-23 SO9-3220 Quarterly Risk Reviews (2nd Quarter of FY 2024) - Risk Register Update and Risk Review Meeting 20 01-Dec-23 29-Dec-23 SO9-3230 Quarterly Risk Reviews (3rd Quarter of FY 2024) - Risk Register Update 21 01-Mar-24 29-Mar-24 SO9-3240 Quarterly Risk Reviews (4th Quarter of FY 2024) - Risk Register Update and Risk Review Meeting 19 03-Jun-24 28-Jun-24 Risk Workshop(s) 79 10-Oct-23 05-Feb-24
SO9-3250 Program Quantitative Risk Workshop 1 10-Oct-23 10-Oct-23 SO9-3260 Program Quantitative Draft Risk Report 41 18-Oct-23 18-Dec-23 SO9-3270 Risk Report Meeting 1 19-Dec-23 19-Dec-23
SO9-3280 Program Quantitative Final Risk Report 30 21-Dec-23 05-Feb-24 Sub Task 3.3 - Document Management Sub Task 3.3 - Document Management 248 03-Jul-23 28-Jun-24 SO9-3310 Provide general management and over-sight of the Document Management and SharePoint processes and support tasks248 03-Jul-23 28-Jun-24 SO9-3320 Provide ongoing document management support 248 03-Jul-23 28-Jun-24 SO9-3330 Provide basic SharePoint administration support 248 03-Jul-23 28-Jun-24 SO9-3340 Provide ongoing SharePoint maintenance, configuration and technical support 248 03-Jul-23 28-Jun-24 SO9-3350 Support continuous improvements 248 03-Jul-23 28-Jun-24 Sub Task 3.4 - Training and Workforce Development Sub Task 3.4 - Training and Workforce Development 248 03-Jul-23 28-Jun-24 SO9-3400 Monthly Refresher Trainings 248 03-Jul-23 28-Jun-24 Training Schedule 187 24-Aug-23 23-May-24
SO9-3410 Hour Training #1 1 24-Aug-23 24-Aug-23
SO9-3420 Hour Training #2 1 21-Sep-23 21-Sep-23
SO9-3430 Hour Training #3 1 26-Oct-23 26-Oct-23
SO9-3440 Hour Training #4 1 25-Jan-24 25-Jan-24
SO9-3450 Hour Training #5 - Bluebeam Refresher 1 28-Mar-24 28-Mar-24 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2023 2024
CITY of SANTA CRUZ WATER PROGRAM
Capital Improvement Projects
Level 3 - z01 Detail Schedule
Remaining
Actual
Critical Remaining Work
Milestone
Summary
Actual Work
Remaining Work Page 1 of 3 City Program Director: Heidi Luckenbach HDR Program Manager: Karen Pappas
Data Date: 31-Mar-23
Print Date: 04-May-23
Exhibit C
23.83 Activity ID Activity Name Dur Start Finish
SO9-3460 Hour Training #6 1 25-Apr-24 25-Apr-24
SO9-3470 Half Day Training #1 1 23-May-24 23-May-24
Sub Task 3.5 - Quality Management Sub Task 3.5 - Quality Management 248 03-Jul-23 28-Jun-24 SO9-3510 Updates to the PgMP 248 03-Jul-23 28-Jun-24
SO9-3520 Monthly Quality Reports 248 03-Jul-23 28-Jun-24 SO9-3530 Quality Review and Report #1 23 01-Aug-23 31-Aug-23 SO9-3540 Quality Review and Report #2 20 01-Dec-23 29-Dec-23 SO9-3550 Quality Review and Report #3 22 01-Apr-24 30-Apr-24 Sub Task 3.6 - Program Controls Sub Task 3.6 - Program Controls 248 03-Jul-23 28-Jun-24 Task 3.6.1 - Program General Management Task 3.6.1 - Program General Management 248 03-Jul-23 28-Jun-24 SO9-36110 Program Meetings 248 03-Jul-23 28-Jun-24
SO9-36120 Program Director and Program Manager Support 248 03-Jul-23 28-Jun-24 SO9-36130 Participate in and provide training for various Program processes and tools 248 03-Jul-23 28-Jun-24 Task 3.6.2 - Program Schedule Task 3.6.2 - Program Schedule 248 03-Jul-23 28-Jun-24 SO9-36210 Updated Monthly Schedules 248 03-Jul-23 28-Jun-24 SO9-36220 Updated Scheduling Processes, Tools as part of PgMP updates 248 03-Jul-23 28-Jun-24 Task 3.6.3 - Program Cost/Estimating Task 3.6.3 - Program Cost/Estimating 248 03-Jul-23 28-Jun-24 SO9-36310 Monthly Dashboards posted to Sharepoint, and a Cost Performance Report 248 03-Jul-23 28-Jun-24 SO9-36320 Updated Cost and Estimating Processes and Tools as part of the PgMP 248 03-Jul-23 28-Jun-24 Task 3.6.4 - Program Change Management Task 3.6.4 - Program Change Management 248 03-Jul-23 28-Jun-24 SO9-36410 Updates to Section 2 (Change Management) of the PgMP 248 03-Jul-23 28-Jun-24 SO9-36420 Coordinate with PMs to prepare and submit proposed changes 248 03-Jul-23 28-Jun-24 Task 3.7 - Water Finance / Accounting Supportto the Water Department Task 3.7 - Water Finance / Accounting Support to the Water Department 248 03-Jul-23 28-Jun-24 SO9-3700 Water Finance / Accounting Support to the Water Department 248 03-Jul-23 28-Jun-24 Task 3.8 - Design Drawing Review Software Task 3.8 - Design Drawing Review Software 248 03-Jul-23 28-Jun-24 SO9-3820 Project support for projects moving into design 248 03-Jul-23 28-Jun-24 SO9-3830 Updated Program Documents 248 03-Jul-23 28-Jun-24 SO9-3810 Bluebeam Refresher 1 28-Mar-24 28-Mar-24
Task 4 - Planning and Preliminary Engineering Task 4 - Planning and Preliminary Engineering 248 03-Jul-23 28-Jun-24 Task 4.1 - Planning Efforts Task 4.1 - Planning Efforts 244 03-Jul-23 24-Jun-24 Task 4.1.6 - Distribution System Water Quality Improvements Task 4.1.6 - Distribution System Water Quality Improvements 224 01-Aug-23 24-Jun-24 SO9-41610 Draft Distribution System Water Quality Improvements TM 124 01-Aug-23* 31-Jan-24 SO9-41611 City Review of Draft TM 20 01-Feb-24 29-Feb-24 SO9-41620 Final Distribution System Water Quality Improvements TM 20 01-Mar-24 28-Mar-24 SO9-41630 Draft Design Services Solicitation Package 20 29-Mar-24 25-Apr-24 SO9-41631 City Review of Draft Solicitation Package 20 26-Apr-24 23-May-24 SO9-41640 Final Design Services Solicitation Package 20 24-May-24 24-Jun-24 Task 4.1.18 - Felton Booster Pump Station ARC Flash Study Task 4.1.18 - Felton Booster Pump Station ARC Flash Study 47 03-Jul-23 07-Sep-23 SO9-411810 Project Management 47 03-Jul-23 07-Sep-23
SO9-411820 QA/QC Program 47 03-Jul-23 07-Sep-23
SO9-411830 Kick-off Meeting 1 03-Jul-23 03-Jul-23
SO9-411840 Document Collection and Review 10 05-Jul-23 18-Jul-23 SO9-411850 Electrical and Power Distribution System Modeling 5 19-Jul-23 25-Jul-23 SO9-411860 Short Circuit Analysis, Protection Coordination Study, and Arc Flash Hazard Analysis 10 26-Jul-23 08-Aug-23 SO9-411870 Report Preparation 5 09-Aug-23 15-Aug-23
SO9-411880 Review Meeting 1 23-Aug-23 23-Aug-23
SO9-411890 Arc Flash Warning Labels and Signage Production/Breaker Settings 5 31-Aug-23 07-Sep-23 Task 4.1.19 - GHWTP SCADA Radio System Replacement Task 4.1.19 - GHWTP SCADA Radio System Replacement 122 02-Oct-23 29-Mar-24 SO9-411900 GHWTP SCADA Radio System Replacement 122 02-Oct-23 29-Mar-24 Task 4.3 - Asset Management Task 4.3 - Asset Management 248 03-Jul-23 28-Jun-24 Task 4.3.6 - Asset On-boarding Support Task 4.3.6 - Asset On-boarding Support 248 03-Jul-23 28-Jun-24 SO9-43600 Training materials for asset on-boarding for each project 248 03-Jul-23 28-Jun-24 Projects In Design 180 03-Jul-23 22-Mar-24
SO9-43610 4.4 - GHWTP Facility Improvements Project 180 03-Jul-23 22-Mar-24 SO9-43620 6.1 - University Tank 4 Rehab/Replacement 137 03-Jul-23 22-Jan-24 SO9-43650 4.7 - Beltz 12 Well Ammonia (Phase II) 101 03-Jul-23 28-Nov-23 SO9-43630 2.4 - Intertie 1 Santa Cruz-Scotts Valley 92 03-Jul-23 14-Nov-23 SO9-43640 3.3.1 - ASR Mid County Existing Infrastructure 123 03-Jul-23 29-Dec-23 Projects in Construction 248 03-Jul-23 28-Jun-24
SO9-43680 4.3 - GHWTP Concrete Tanks Project 248 03-Jul-23 28-Jun-24 SO9-43690 4.7 - Beltz 12 Well Ammonia (Phase I) 98 05-Jul-23 22-Nov-23 Task 4.3.7 - Computerized Maintenance Management System Implementation Support Task 4.3.7 - Computerized Maintenance Management System Implementation Support 248 03-Jul-23 28-Jun-24 Task 4.3.7.1 - CMMS Implementation Management Task 4.3.7.1 - CMMS Implementation Management 248 03-Jul-23 28-Jun-24 SO9-437100 CMMS Implementation Management 248 03-Jul-23 28-Jun-24 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2023 2024
CITY of SANTA CRUZ WATER PROGRAM
Capital Improvement Projects
Level 3 - z01 Detail Schedule
Remaining
Actual
Critical Remaining Work
Milestone
Summary
Actual Work
Remaining Work Page 2 of 3 City Program Director: Heidi Luckenbach HDR Program Manager: Karen Pappas
Data Date: 31-Mar-23
Print Date: 04-May-23
23.84 Activity ID Activity Name Dur Start Finish
Task 4.3.7.6 - CMMS Training Task 4.3.7.6 - CMMS Training 30 03-Jul-23 14-Aug-23 SO9-437610 Vendor-led Training Sessions 19 03-Jul-23 28-Jul-23 SO9-437620 Draft SOPs 19 03-Jul-23 28-Jul-23
SO9-437630 Draft SOP Review Meeting 1 31-Jul-23 31-Jul-23 SO9-437640 Final SOPs 10 01-Aug-23 14-Aug-23
SO9-437650 Work Process Training 10 01-Aug-23 14-Aug-23 Task 4.3.7.7 - CMMS Post-Implementation Support Task 4.3.7.7 - CMMS Post-Implementation Support 45 21-Aug-23 24-Oct-23 SO9-437710 CMMS Post-Implementation Support 45 21-Aug-23 24-Oct-23 Task 4.7 - Beltz 12 Ammonia Removal Task 4.7 - Beltz 12 Ammonia Removal 248 03-Jul-23 28-Jun-24 SO9-47110 Task 1 - PM and QA/QC 248 03-Jul-23 28-Jun-24 SO9-47310 Task 3 - Bid Documents (Phase II - Process Improvement) 22 18-Sep-23 18-Oct-23 SO9-47510 Task 5 - Engineering Services During Construction (Phase II - Process Improvement) 191 18-Sep-23 24-Jun-24 SO9-47410 Task 4 - Bid Period Services (Phase II - Process Improvement) 39 28-Nov-23 25-Jan-24 SO9-47710 Task 7 - Long-term Solution Resolution (Phase II - Process Improvement) 83 26-Feb-24 24-Jun-24 Task 5 - Construction Management Task 5 - Construction Management 248 03-Jul-23 28-Jun-24
5.0. General Construction Management Oversight 5.0. General Construction Management Oversight 248 03-Jul-23 28-Jun-24 SO9-5000 General Construction Management Oversight 248 03-Jul-23 28-Jun-24 CM Support 248 03-Jul-23 28-Jun-24
SO9-5015 1.5 - Newell Creek Dam Inlet/Outlet CM Support 248 03-Jul-23 28-Jun-24 SO9-50221 2.2.1 - Newell Creek Pipeline Felton/Graham Hill CM Support 248 03-Jul-23 28-Jun-24 SO9-50223 2.2.3 - Brackney Landslide Area Risk Reduction CM Support 248 03-Jul-23 28-Jun-24 SO9-5024 2.4 - Intertie 1 - Santa Cruz-Scotts Valley CM Support 248 03-Jul-23 28-Jun-24 SO9-5043 4.3 - GHWTP Concrete Tanks Replacement CM Support 248 03-Jul-23 28-Jun-24 SO9-5047 4.7 - Beltz 12 Well Ammonia Removal CM Support 248 03-Jul-23 28-Jun-24 SO9-5061 6.1 - U4 Tank Rehab/Replacement CM Support 165 31-Oct-23 28-Jun-24 Task 6 - Program Support Task 6 - Program Support 248 03-Jul-23 28-Jun-24 Task 6.1 - Environmental Advisory, Compliance and Technical Support Task 6.1 - Environmental Advisory, Compliance and Technical Support 248 03-Jul-23 28-Jun-24 SO9-6100 Environmental Advisory/General Environmental Support 248 03-Jul-23 28-Jun-24 Environmental Support Environmental Support 248 03-Jul-23 28-Jun-24 SO9-61155 1.5 - Canham Meadow Restoration 248 03-Jul-23 28-Jun-24 SO9-61154 1.5 - Lock Lomand Shoreline Restoration 248 03-Jul-23 28-Jun-24 SO9-61153 1.5 - Restoration of Temporary Non-Jurisdictional Impacts 248 03-Jul-23 28-Jun-24 SO9-61152 1.5 - Newell Creek Riparian Restoration 248 03-Jul-23 28-Jun-24 SO9-6143 4.3 - GHTWP Concrete Tanks Compliance Management 248 03-Jul-23 28-Jun-24 SO9-61151 1.5 - Newell Creek Instream Restoration 248 03-Jul-23 28-Jun-24 Task 6.2 - ROW Acquisition Support Task 6.2 - ROW Acquisition Support 144 03-Jul-23 31-Jan-24 SO9-62221 2.2.1 - Newell Creek Pipeline Felton/Graham Hill ROW 93 03-Jul-23 14-Nov-23 SO9-62223 2.2.3 - Newell Creek Pipeline Brackney ROW 144 03-Jul-23 31-Jan-24 Task 6.3 - Support Communications and Public Outreach Task 6.3 - Support Communications and Public Outreach 248 03-Jul-23 28-Jun-24 SO9-6310 Ongoing Communications and Public Outreach 248 03-Jul-23 28-Jun-24 Task 6.7 - Program Technical Support Task 6.7 - Program Technical Support 248 03-Jul-23 28-Jun-24 SO9-6700 Program Technical Support 248 03-Jul-23 28-Jun-24 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2023 2024
CITY of SANTA CRUZ WATER PROGRAM
Capital Improvement Projects
Level 3 - z01 Detail Schedule
Remaining
Actual
Critical Remaining Work
Milestone
Summary
Actual Work
Remaining Work Page 3 of 3 City Program Director: Heidi Luckenbach HDR Program Manager: Karen Pappas
Data Date: 31-Mar-23
Print Date: 04-May-23
23.85 6/6/2023 Fiscal Year 2024 Annual Work Plan 1 of 15 Fiscal Year 2024-Annual Work Plan
Santa Cruz Water Program
Introduction
The City of Santa Cruz’s Water Department is implementing the Santa Cruz Water Program (Program) to address a number of critical needs for backbone infrastructure rehabilitation or replacement and to develop supplemental supply that would improve the reliability of the Santa Cruz water system. In the fall of 2017, the Water Department selected HDR to provide program management services to support implementation of the Program, and in December 2017, The City Council approved a five-year Master Services Agreement that is the basis for developing specific task or service orders. The Master Services Agreement was renewed for another five years as of July 1, 2022. This Annual Work Plan (AWP) summarizes Service Order 9 and covers HDR’s anticipated program management activities, staffing, schedule, and fees in fiscal year 2024 (FY 2024), which covers the period of July 1, 2023 to June 30, 2024.
Overview of Work Performed during FY 2023
Over the past fiscal year, the Program team of City and HDR staff engaged in Program implementation in the areas of design and planning project management, program administration and controls, planning and preliminary engineering, construction management, and other program support areas such as environmental and right-of-way services. Table 1 summarizes the Program-wide and project level activities for fiscal year 2023.
Table 1 – Project Work Completed (Fiscal Year 2023)
No. Projects Phase Key Work Completed
1.1 Laguna Creek Diversion Retrofit Construction • Issued Notice of Completion • Installed post-construction environmental restoration plantings, and completed monitoring and reporting
• Completed asset record updates and project closeout
checklist
1.3.1 Tait Diversion Rehab /
Replacement Project
Planning • Completed salinity study surveying report
• Completed fish screening alternatives business case
evaluation
1.4 Felton Diversion and Pump Station Planning • Pump Station Condition Assessment and Tech Memo
1.5 Newell Creek Dam Inlet/Outlet
Replacement Project
Construction • Partnering with the contractor
• Tunnel backfill
• Completed 48-inch pipe installation in tunnel
• Obtained Division of Safety of Dams approval on
abandonment plan
2.2.1 Newell Creek Pipeline -
Felton/Graham Hill
Design • Submitted WIFIA funding application
• Completed SRF Loan application package
• Performed appraisal inspections for ROW
• Completed 100% design
• Developed Construction Manager procurement
documents
• Issue Contractor Prequalification Documents
2.2.3 Brackney Landslide Area Pipeline
Risk Reduction
Design • Completed 100% design
• Developed Construction Manager procurement
strategy
23.86 6/6/2023 Fiscal Year 2024 Annual Work Plan 2 of 15 No. Projects Phase Key Work Completed
• Issued ROW letters of introduction to property owners and performed appraisal inspections
2.4 Intertie 1 – Santa Cruz-Scotts
Valley
Design • Project initiation
• Procured design, Right of Way, and CEQA consultant
services
• Completed review of CEQA project description
• Received and reviewed Basis of Design TM
3.1 Water Supply Augmentation Planning • Securing Our Water Future policy adoption • Initiated SGMA Mid-County Groundwater Agency
Optimization Study
• Vulnerability Assessment and Adaptation Planning
report
• Submitted Round 2 DWR SGMA Grant Application for
SMGWB
• In partnership with Soquel Creek Water District,
Procured consultants for the SGMA grant funded MidCounty Groundwater Agency Optimization Study and groundwater modeling in support of the Study
3.3 ASR Mid County Planning and
Design
• Completed ASR Phase 1 Final Report
• Procured consultant for Year 2 of Beltz 8 and 12
demonstration study
• Issued quarterly reporting to RWQCB on ASR
demonstration testing
• Completed Beltz 8 Test Summary of Operations Report
• Completed Beltz 9 ASR Pilot Test Work Plan
• Completed successful extraction at Beltz 8 and 12 ASR demonstration tests; procured designer for ASR
infrastructure
4.3 Graham Hill WTP Concrete Tanks Construction • Partnering with the contractor • Updated risk quantification model
• Completed Solids Tank demolition and new Solids tank
shotcrete
• Electrical building
• Reclamation tank leak test
• Installed seasonal SWPPP
• Completed Washwater Supply Pump Station
• Initiated planning for interim and final commissioning
4.3.1 Graham Hill WTP Entrance Gate
Improvements
Construction • Issued Notice of Completion
4.4 Graham Hill WTP Upgrades
(Facility Improvement Plan)
Design • Submitted WIFIA funding full application
• Received Basis of Design Report and Cost Estimate
• Completed geotechnical borings
• Performed jar testing to confirm treated water quality • Received and reviewed 30% and 60% design
deliverables and associated cost model updates
4.4.1 Distribution System Water Quality
Improvements Study
Planning • Reviewed schedule, scope, and priorities with Operations team
4.5 Riverbank Filtration Study Planning • Developed scope to produce updated business case evaluation tech memo
4.7 Beltz 12 Well Ammonia Treatment Design,
Construction
Phase 1 (Pressure Contact Vessel):
• Completed 100% design of Phase 1
23.87 6/6/2023 Fiscal Year 2024 Annual Work Plan 3 of 15 No. Projects Phase Key Work Completed
• Issued RFB and award construction contract to Don
Chapin
• Issued Construction NTP
• Submitted CEQA Notice of Exemption for Phase 1
and Phase 2 activities
Phase 2 (Chlorination System):
• Completed Alternatives Analysis for replacement
chlorination system
• Completed 50% design of Phase 2
4.8 Beltz Water Treatment Plant
Upgrades
Design • Approval to initiate and fund project
• Procured design consultant for alternative analysis
• Held workshops to establish evaluation criteria,
weighting and ranking of alternatives
5.2 Meter Replacement Construction • Completed contractor led installations
6.1 University Tank No. 4 Rehab /
Replacement
Planning • Submitted WIFIA funding full application
• Completed 10%, 30%, and 60% design deliverables
• Coordinated with UC Santa Cruz on project elements
NCIP.912 Branciforte Creek Restoration
Project
• Completed preliminary engineering and restoration
alternatives analysis
• Completed 60% design
N/A Asset Management Planning • Initiated implementation of new Computerized Maintenance Management System (CMMS) software
with Centricity/Cityworks
• Completed the planning and preliminary
configuration of the system
• Currently performing user acceptance testing and
final configuration of the system. Final training and
gp-live anticipated in early fall 2023
N/A Program Wide Items All / Ongoing • Risk Management: quarterly program risk reviews; risk quantification workshop and annual update to
risk quantification model
• Quality Management: triennial reviews and reports
• Monthly Program reporting
• Updates to Program Management Plan
o Project Delivery Model
o Change Management
o Business Case Evaluation (BCE) Format
o O&M Coordination
o Program Controls Plan - IT Approach
o Program Controls Plan – Invoice Review
o Program Controls Plan – Progress Reporting
and Annual Workplan
o Quality Management Plan
o Training and Workforce Development Plan
o Design Management Guidelines
o Cost Estimating Guidelines
o Communications and Public Outreach Plan
o Environmental Program Management
• Workforce development trainings including Change
Management, Successful Meetings, Decision
Making, Stress Management, Giving & Receiving
23.88 6/6/2023 Fiscal Year 2024 Annual Work Plan 4 of 15 No. Projects Phase Key Work Completed
Constructive Feedback, and Cost Estimating, and
Procore
• Maintained program progress while supporting
Water Department leadership transitions
• Program controls implementation: monthly schedule
updates and master format enhancement, cost
management system updates with monthly reporting,
document management, finance team support of
fiscal year budgeting
• Implemented program schedule improvements
• “Regulator Roadshow” engagement to maintain
collaborative communication on upcoming projects
and reviews
• Review and update the Program Escalation Factor
• Document management maintenance; initiated
MS365 user integration
• Program safety reporting
• Design Review (Bluebeam) software training
• Full implementation of O&M Liaison role to support
treatment projects and balance operations
resource limitations
23.89 6/6/2023 Fiscal Year 2024 Annual Work Plan 5 of 15 Photo 1: GHTWP Facility Improvements - Clearwell Inspection Photo 2: GHTWP Facility Improvements - Team Building at Crow’s Nest Restaurant
Photo 3: Beltz 12 Well - Injection Drop Tubes and
Temporary Piping Setup at Beltz 12 for ASR Demonstration Study Year 2
Photo 4: Brackney Landslide Area after Winter Storms
23.90 6/6/2023 Fiscal Year 2024 Annual Work Plan 6 of 15 Photo 5: Newell Creek Dam Inlet/Outlet Replacement
– Installing Steel Pipe in Tunnel
Photo 6: Newell Creek Dam Inlet/Outlet Replacement –
Snow Fall
Photo 7: Newell Creek Dam Inlet/Outlet Replacement
– Installation of Electrical for Dam Face Ductbank
Photo 9: Newell Creek Dam Inlet/Outlet Replacement –
Installation of Rebar for Outlet Structure
Photo 8: Newell Creek Dam Inlet/Outlet Replacement
– Welding on 48" Steel Pipe at Sta 11+00
Photo 10: Newell Creek Dam Inlet/Outlet Replacement –
LOX System Startup
23.91 6/6/2023 Fiscal Year 2024 Annual Work Plan 7 of 15 Photo 11: GHWTP Concrete Tanks Replacement –
Framing Roof of New Electrical Building
Photo 12: GHWTP Concrete Tanks Replacement – Installing Conduit in Ductbank between the New Electrical Building and Electrical Vaults
Photo 13: Graham Hill WTP Concrete Tanks Replacement – Installed Rebar and Column Metal Forms at the Reclaim Tank
23.92 6/6/2023 Fiscal Year 2024 Annual Work Plan 8 of 15 Photo 14: GHWTP Concrete Tanks Replacement -
Contractor's Certified Welder Welding the 16-inch Treated Water Steel Piping on the Access Road
Photo 15: GHWTP Concrete Tanks Replacement -
Compaction between the Solid Tank and the Soil Nail Wall Photo 16: GHWTP Concrete Tanks Replacement – Pouring
Red Concrete on the Electrical Ductbank near the New
Concrete Tanks
Photo 17: GHWTP Concrete Tanks Replacement –
Installed Overly of 2 1/2-inch Asphalt on the Access Road
23.93 6/6/2023 Fiscal Year 2024 Annual Work Plan 9 of 15 Photo 18: GHWTP Entrance Improvements - New
Pedestrian Entry Gate in the Closed Position
from the Outside
Photo 19: GHWTP Entrance Improvements - New Entry
Gates in the Closed Position and Access Pad
from the Outside
Photo 20: GHWTP Entrance Improvements - New Right
Exit Lane with Newly Striped Bollard
Photo 21: GHWTP Entrance Improvements - New Entry
Gates in the Closed Position from the Inside Exit Lane
Photo 22: GHWTP Entrance Improvements - New
Electrical Cabinets, Conduit, and Pull Boxes Located next to the New Entry Gates on the Inside
23.94 6/6/2023 Fiscal Year 2024 Annual Work Plan 10 of 15 Overview of Planned Work during FY 2024
During FY 2024, the Santa Cruz Water Program team of City and HDR staff will continue to implement the Program Management Plan, an organizational framework with processes for managing and staffing individual capital projects that are at different stages of development. During FY 2024, projects will continue to progress from planning into design and from design into construction and through the construction phase. Table 2 lists the Program projects starting or ongoing in FY 2024 and divides them into their particular phase(s) of work: Planning Projects, Projects in Design and Projects in Construction.
Table 2 – Program and Project Work Planned by Phasea(Fiscal Year 2024) Program-Wide
• Risk management: quarterly reviews,
risk model update
• Technical expert support and
deliverable reviews
• Quality management implementation
• Design Review software
implementation – ongoing support
• Monthly Program reporting
• Program controls implementation:
schedule, cost, change management
• Document management
• Department finance support
• Program CM Oversight
• Program Environmental Advisory
• General electrical staff support
• Program O&M Liaison
• Workforce development trainings
• Asset Management (Asset
Onboarding and CMMS
Implementation support)
• Right-of-Way support
• Constructability reviews
Planning Projects Projects in Design Projects in Construction
3.1 - Water Supply Augmentation
3.3 - Aquifer Storage & Recovery Planning
4.4.1 - Distribution System Water Quality
Improvements
2.4 - Intertie 1 – Santa Cruz-Scotts Valley
3.3.1 - ASR Mid County Existing
Infrastructure
4.4 - Graham Hill WTP Facilities
Improvement Project
4.5 - River Bank Filtration Study
4.7 - Beltz 12 Well Ammonia Removal
(Phase 2)
4.8 - Beltz Water Treatment Plant
Upgrades
6.1 - University Tank No. 4 Rehab /
Replacement
1.5 - Newell Creek Dam Inlet/Outlet
Replacement
2.2.1- Newell Creek Pipeline Rehab/
Replacement (Felton/Graham Hill)
2.2.3 - Brackney Landslide Area Pipeline
Risk Reduction
2.4 – Intertie 1 – Santa Cruz-Scotts
Valley
3.3.1 - ASR Mid County Existing
Infrastructure
4.3 - Graham Hill WTP Concrete Tanks
4.7 – Beltz 12 Ammonia Removal
(Phase 1 & 2)
6.1 – University Tank No. 4 Rehab /
Replacement
a) Projects may be shown twice if they transition between phases, for example from design to construction.
This AWP includes a wide range of services focused on progressing each of the projects forward. Table 3 summarizes the types of services for each of the three categories of services that HDR will be providing during FY 2024 as part of Service Order 9.
23.95 6/6/2023 Fiscal Year 2024 Annual Work Plan 11 of 15 Table 3 –Types of Services for Each Project Phase (Fiscal Year 2024) HDR Planning Services HDR Design Management Services HDR Construction Services • Review and document existing
information and identify data gaps
• Conduct planning level studies to
define technical feasibility and cost
• Prepare reports, presentations, and
briefing materials to support
decision making processes and stage
gate meeting approvals
• Develop implementation and
sequencing plans and schedules for
recommendations
• Facilitate planning meetings and
workshops for Water Department
Staff to discuss alternatives and
coordinate with stakeholders
• Perform/support business case
evaluations and document
recommendations
• Support Water Department Staff in
the update and calibration of
hydraulic models
• Perform infrastructure condition
assessments to support planning
• Assist the Department in financial
analysis associated with program
funding efforts
• Support the Department’s
implementation of asset
management system onboarding for
capital projects
• Augment the city staff by providing
PMs, and project engineers for
various projects including: Water
Supply Augmentation including ASR
planning
• Assist in reviewing of planning
consultant deliverables
• Provide environmental advisory
support, program-wide
• Provide discipline specific support
including: general electrical
engineering, operations specialist,
structural, geotechnical,
environmental staff augmentation
support
• Support PMs in management of
consultants and alignment with
program reporting and processes
• Support implementation of design
management and cost estimating
guidelines
• Augment the City staff by providing
PMs and/or project engineers for
various projects including: U4 Tank
Project, GHWTP Facility
Improvement Project, and Beltz 12
Ammonia Removal Project
• Assist in reviewing consultant
deliverables and conducting cost
estimating reviews, as requested
• Support ROW acquisition activities
(Newell Creek Pipeline projects
(Felton/Graham Hill, Brackney,
ASR)
• Provide designated environmental
lead for permitting efforts
associated with: Newell Creek
Pipeline Rehab/Replacement
• Provide environmental compliance
management services
• Assist with other environmental
technical support, including CEQA,
NEPA, technical study, field surveys,
or permit application
• Support Department Staff in the
development and implementation
of communications and community
engagement plans
• Provide technical expert input as
requested
• Support ongoing implementation
and use of collaborative design
review software on projects
• Provide Construction Management
lead
• Implement Program Construction
Management Guidelines
• Implement Construction
Management software for new
construction projects
• Augment the City staff by providing
PMs and/or project engineers for
construction phase projects including:
Newell Creek Dam Inlet/Outlet
Pipeline, Newell Creek Pipeline
Felton/Graham Hill, Brackney
Landslide Risk Reduction, Belt 12
Ammonia Removal, Intertie 1, and
Concrete Tanks Replacement
• Provide project manager, project
engineer, construction management
resident engineer, document
manager, lead and special
inspector(s), as required, for the
Newell Creek Dam Inlet/Outlet,
GHWTP Concrete Tanks project, and
Entrance Improvements project
• Provide post construction start-up
commissioning and operations
support
• Provide monthly Program reporting of
CM activities
• Provide workforce development
training in areas of Construction
Management
• Assist with environmental mitigation,
monitoring and/or procurement of
such services
Figure 1 shows the schedule of activities planned for each project, with work broken down into several phases: planning, design, bidding, construction, and project close out.
23.96 6/6/2023 FY 202
4 Annual Work Plan 12 of 15
Figure 1: Santa Cruz Water Program Master Program Schedule
23.97 6/6/2023 FY 2024 Annual Work Plan 13 of 15
Staffing
The major resources being provided through the HDR Program Management Contract involves staffing services. These services are necessary because, on average, the Water Department’s annual capital program expenditures are rising nearly five-fold over spending levels during the last decade. The Water Department’s Engineering Section currently includes around 12 full time equivalent (FTE) positions supporting the capital program in various capacities, including vacant engineering positions. The staffing analysis completed in 2018 during the Program Validation effort estimated total staffing needs required to manage and support the Program projects in peak years at 20 FTEs. Staff augmentation for project management (including project managers, engineers, environmental leads, but not including program administration or construction management, for example) is estimated at 8.3 FTEs for FY 2024.
The staffing augmentation plan for FY 2024 was developed to support the implementation plans and schedules for each Program project. The staffing plan integrates the Water Department’s available staff in Engineering, Operations, and Maintenance and supplements resource needs with compatible HDR staff. A key focus of both City and HDR administrative and operating personnel who are part of the Program is the consistent and efficient delivery of project from planning through construction, while maintaining the Department’s ability to produce and deliver a reliable supply of high quality drinking water to its customers throughout project construction. Achieving this goal requires ongoing planning and coordination by all members of the team.
Part of the ongoing work on the Program to date has been to identify, integrate, and maintain HDR Program team members. Table 4 identifies HDR key staff in each of the three major Service Order 9 work areas.
Table 4 – Key HDR Staffing for Planned Program Management Services (Fiscal Year 2024) HDR Planning Services HDR Design
Management Services
HDR Construction Services
Sifang Shan
Allan Scott
Kristine Shaw
Jillian Brown
Jill Dressler
Tom McCormack
Leslie Tice
Lock Kwan
Ray Genato
Pierre Kwan
Greg Bradshaw
Holly Burles
Phoenix Nguyen
Brian Watanabe
Shane Clements
Jillian Brown
Ray Genato
Guy Voss
Pierre Gouley
Mike Munson
Shelly Austin
Alan Hang
Uri Shelby
Augustine Inferrera
Travis Baggett
Allison McReynolds
Sifang Shan
Anand Patel
Morgan Deangelis
Ron Perkins
Roger Hatton
Pierre Gouley
Shane Clements
Sandie Goings
Scott Joslyn
Julie McNamara
Jillian Brown
Ongoing Program management and administration will be led by Karen Pappas (Program Manager), Allison McReynolds (Deputy Program Manager), Molly Owens (Controls Manager), and Sandie Goings (Document Management).
Implementation of the Santa Cruz Water Program also involves a range of ongoing administrative and quality control services including, for example:
• Monthly progress reporting including cost and schedule tracking, risk management, and quality assurance; • Document management and SharePoint site maintenance and updates; and • Application and updates to the Program Management Plan and implementation of the program health and safety plan.
23.98 6/6/2023 FY 2024 Annual Work Plan 14 of 15
All personnel to support the Program are identified in writing and authorized by the City’s Program Director. The personnel and labor hours for the FY 2024 Work Plan represent the Program Team’s best understanding of the strategic, technical, and administrative requirements for delivering the planned services. Actual requirements may vary and the City and HDR will work together to adjust the staffing and distribution of labor hours within this AWP to maintain progress toward delivery of the Program.
Estimated Fees
Table 5 presents the FY 2024 HDR fees for services for the work to be done on each project during the coming year. The fee estimate is also presented by task and total hours as an attachment to Contract Amendment 2024-01.
Table 5 –Project Budget and Associated HDR Fee
# Project
HDR FY24
Service Order
Budget
Planning Design Bid Construction
1.5 Newell Creek Dam Inlet-Outlet Pipeline Replacement
Project
94,307 X
2.2.1 Newell Creek Pipeline Rehab/Replacement – Felton / Graham Hill
352,365 X X
2.2.3 Newell Creek Pipeline – Brackney Landslide Area
Pipeline Risk Reduction
301,440 X X
2.4 Intertie 1 – Santa Cruz-Scotts Valley 292,771 X X X
3.1 Water Supply Augmentation a 446,419 X
3.3.1 ASR Mid County Existing Infrastructure 20,871 X X X
4.3 Graham Hill WTP Concrete Tanks Project 1,759,136 X
4.3.1 Graham Hill WTP Entrance Improvements 9,626
4.4 Graham Hill WTP Facility Improvements Project 914,342 X
4.4.1 Distribution System Water Quality Improvements 75,896 X
4.7 Beltz 12 Well Ammonia Removal 254,585 X X X
4.8 Beltz Water Treatment Plant Upgrades 177,532 X
6.1 University Tank No. 4 Rehab/Replacement 52,301 X X X NCIP.
912 Branciforte Creek Restoration 38,331 X
ECIP.
301 Felton Diversion Emergency Pipeline 103,204
N/A Asset Management: Onboarding and Computerized
Maintenance Mgt. System Implementation Support
136,679 X
N/A Program Administration b 1,516,083
N/A Other Program-Wide Work c 387,753
Total HDR FY24 Service Order 9 Budget 6,933,641
a
Includes planning support for all Water Supply Planning projects, including Recycled Water Feasibility (3.2), and ASR Planning (3.3) b Includes General Program Administration, Risk Management, Document Management, Procurement and Contract Administration Implementation support, SH&E Plan documentation, Quality Assurance Implementation, Project Delivery Model Implementation, Program Controls (Schedule, Cost Management, and Program Monthly Report), Annual Work Plan, Workforce Development Trainings, Program Staffing and Resource Management, and Invoice Preparation.
c Includes Staff Augmentation (Planning & Design Management, Project Management, Project Engineering Support, Environmental Leads, Environmental Advisory, Electrical Support, Operations Support), Design Review Software Implementation, General Construction Management Oversight, Construction Management Information System Procurement, Support for Right-of-Way, Communication & Public Outreach, Project Funding, and Program Technical (General).
23.99 6/6/2023 FY 2024 Annual Work Plan 15 of 15
Funding Source:
Funding for all activities planned as part of Service Order 9, including the program management fee, is included in the Water Department’s FY 2024 Capital Investment Program. Additional work planned for FY 2024 includes continuation of minimal activities pre-authorized and funded within the prior Service Order 8. As many of the projects included in the Water Program are large and will occur over multiple years, the Department developed the 2021 Long Range Financial Plan to identify the steps needed to fund these investments in rehabilitating or replacing existing water system infrastructure and developing a supplemental supply to improve the reliability of the Santa Cruz water system. That plan was approved by the City Council on April 6, 2021 and is guiding the Department’s approach to planning for and funding this more than decade long capital reinvestment cycle.
The Water Department executed two low-interest loans through the State Revolving Fund (SRF). The Department also submitting the Water Infrastructure Finance and Innovation Act (WIFIA) loan application and received approval for projects. Both the State (SRF) and Federal (WIFIA) loan programs reimburse for design, construction, and program management costs to implement a project. Finally, the City has secured Federal Emergency Management Agency (FEMA) Hazard Mitigation Program grant funding for one project (2.2.3), Sustainable Groundwater Management Act (SGMA) grant funding for the groundwater basin, is in the process of applying for SRF loan forgiveness for PFAS treatment components of the GHWTP Facility Improvements project, and continues to seek grant opportunities for others.
23.100
City Council
AGENDA REPORT
DATE: 06/01/2023
AGENDA OF: 06/13/2023
DEPARTMENT: Economic Development and Housing
SUBJECT: Downtown Association: Parking and Business Improvement Area Assessments for FY 2024 (ED)
RECOMMENDATION: Resolution confirming the Parking and Business Improvement Area FY 2024 Plan prepared by the Downtown Association and levying the Parking and Business Improvement Area Assessments for FY 2024.
BACKGROUND: At its May 23, 2023 meeting, the City Council approved the annual plan prepared by the Downtown Association for FY 2024. In addition, the City Council adopted a resolution stating its intention to levy Parking and Business Improvement Area Assessments for FY 2024, and scheduled a public hearing for June 13, 2023, in accordance with state law.
DISCUSSION: At the June 13, 2023 public hearing, written and oral protests may be made in accordance with State Streets & Highways Code Sections 36524 and 36525 regarding the levy of the business improvement assessments. The Downtown Association’s annual plan proposes no change in the assessment area for FY 2024; however the per square foot rate of assessment will increase from $0.45 to $0.47 based on the Consumer Price Index adjustment allowed in the assessment formula.
At the conclusion of the public hearing, absent a majority protest, staff recommends that Council adopt a resolution confirming the Downtown Association’s plan. The resolution shall also constitute a levy of the parking and business improvement assessments for FY 2024.
FISCAL IMPACT: There is no fiscal impact to the City. Revenues collected from the assessment are turned over to the Downtown Association to be spent for promotional activities in the Parking and Business Improvement Area.
Prepared By:
Rebecca Unitt
Economic Development
Manager
Submitted By:
Bonnie Lipscomb
Director of Economic
Development and Housing
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. RESOLUTION.DOCX
24.1 RESOLUTION NO. NS-XX,XXX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ
CONFIRMING THE DOWNTOWN PARKING AND BUSINESS IMPROVEMENT AREA
ANNUAL PLAN AND LEVYING BUSINESS IMPROVEMENT ASSESSMENTS FOR FISCAL YEAR 2024
WHEREAS, the Downtown Association has prepared an annual plan to the City of Santa Cruz for Fiscal Year 2024 pertaining to the Downtown Parking and Business Improvement Area Assessments for the Downtown Association Parking and Business Improvement Area under California Streets and Highways Code §36533; and
WHEREAS, that annual plan was filed with the City Clerk; and WHEREAS, the City Council on May 23, 2023 adopted Resolution No. NS-30,148 stating its intention to levy business improvement assessments for FY 2024; and WHEREAS, pursuant to City Council’s May 23, 2023 Resolution of Intention, the City Council on June 13, 2023 in accordance with California Streets and Highways Code §§36535 and 36541, held a public hearing as provided for in Streets and Highways §§36524 and 36525, at which time it considered the annual report and the levy of business improvement assessments for FY 2024; and
WHEREAS, at said public hearing, the City Council considered all protests to the annual levy of the business improvement assessments.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz as follows:
1. The Downtown Parking and Business Improvement Area Annual Plan for Fiscal Year 2024 filed by the Downtown Association of Santa Cruz with the City Clerk, is hereby confirmed by the City Council.
2. The City Council hereby finds that the formula for assessment established pursuant to Santa Cruz Municipal Code §5.05.040 is a reasonable estimate of the benefits derived by the categories of business classified therein. The City Council finds said businesses derive substantial benefit from the improvements and promotional events funded by the assessment, which make the business improvement zone a cleaner, safer, more enjoyable and more economically viable place to conduct business. The formula contained at §5.05.040 is hereby found to constitute a reasonable means of allocating said estimated benefit, by taking into account: (1) the type of business operation; (2) the location; and (3) the size of the operation.
3. The adoption of the resolution shall constitute Fiscal Year 2024 levy of assessment provided for in Chapter 5.05 of the Santa Cruz Municipal Code pertaining to downtown parking and business improvement area zones and rate of business promotion assessments.
24.2 RESOLUTION NO. NS-XX,XXX
2 PASSED AND ADOPTED this 13th day of June, 2023 by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
24.3 City Council
AGENDA REPORT
DATE: 06/01/2023
AGENDA OF: 06/13/2023
DEPARTMENT: Planning and Community Development
SUBJECT: Expansion of Technology Surcharge (PL)
RECOMMENDATION: Motion to:
1) Adopt a resolution to rescind Resolution No. NS-27,559, the Council’s 2007 Technology Surcharge resolution, and expand the application of a six (6) percent Technology Surcharge to certain fees collected by the Planning and Community Development, Finance, Public Works, Parks and Recreation, Fire, and Water Departments; and
2) Direct staff to take related implementation actions.
BACKGROUND: The City of Santa Cruz charges fees for a wide variety of planning and building permits and other cost recovery. The Technology Surcharge is designed so as not to exceed the estimated cost to provide the service for which the Technology Surcharge is levied.
On June 26, 2007, the City Council adopted a resolution establishing the Technology Surcharge for Planning and Building Fees (Resolution No. NS-27-559). The Technology Surcharge was initially intended to offset costs of new technologies in the Planning and Community Development Department’s development review and approval process, including new land management software (LMS). The fee was a five-percent surcharge on all planning and building permit fees (excluding impact fees, General Plan Maintenance Fee, or other administrative fees).
The Technology Surcharge is managed by the Planning and Community Development Department and administered by staff in the divisions of Current Planning and Building and Safety. The Technology Surcharge has not increased since 2007, even though employee costs to maintain the software and annual software license fees have increased. Further, since its rollout in 2008, the land management software has been expanded to support the Rental Inspection Program, as well as several permits processed by other City departments including Finance, Public Works, Fire, and Water, requiring the City to purchase a greater number of software licenses.
The City’s 15-year-old land management software is antiquated in that it lacks integration with key systems, includes minimal automation, has an outdated user interface, and is no longer supported by the vendor. Lack of vendor support has affected the mobile inspection module, which is not fully functioning. Further, the portal for online application submittals is vulnerable to security threats and is not being used.
25.1 For the past year, City staff has gone through an extensive LMS request for proposal (RFP) process and is in final negotiations with the top vendor. In addition to solving many of the identified issues with the current land management system, the new software will enable the City to implement more automated and efficient processes, improve the flow of communication among staff and customers, include a decision engine that will guide members of the public through application submittals and public record requests, enable mobile inspections, and provide enhanced data collection and reporting to help track progress toward department and citywide goals. A draft contract is currently expected to be before the City Council on June 27, 2023. The annual license fees are expected to exceed the combined total of existing Technology Surcharge revenues and the adopted project budget.
DISCUSSION: Expanding the Technology Surcharge to additional departments and programs using the land management software will more equitably distribute annual software license costs and address the anticipated deficit. In addition to services already subject to the Technology Surcharge, staff recommends the Technology Surcharge include the following departments and programs currently using the existing land management software but that were not included in the original Resolution No. NS-27,559 adopting the Technology Surcharge in 2007:
Planning and Community Development: Code Compliance Cost Recovery and Residential Rental Inspection Program;
Finance Department: Business Licenses;
Public Works Department: Concrete permits, tree damage inspection, street opening permits, sewer repair permits, permanent and temporary encroachment permits, temporary no parking permits, and subdivision review;
Water Department: Conservation services, plan review fees, inspection services, and meter installation;
Fire Department: Fire prevention permits, including fire alarm, fire combo, fire sprinklers residential, fire sprinkler, fire service underground, fire service underground commercial, fire sprinkler tenant improvement; and
Parks and Recreation Department: Tree Removal Permits.
Annual software license fees for the new LMS are expected to be approximately $300,000 for the first five years. The adopted budget for the new LMS software is $100,000 for FY 2024, and the existing Technology Surcharge has generated a five-year average annual revenue of approximately $126,000, leaving an estimated annual deficit of $74,000. Table 1 summarizes the funding sources expected to fund the new LMS upgrade if the Technology Surcharge were to remain at its current five-percent rate.
Table 1: Summary funding sources for new land management system upgrade Funding Sources Department Expected Funds
Adopted budget (i.e., General Fund
contribution) for new Land Management
System (LMS) software
Information Technology $100,000
Existing Technology Surcharge at 5% assessed
on Building and Current Planning fees
Average annual revenue from FY18 – FY22
Planning and Community
Development
$126,000
Expansion of Technology Surcharge Revenue
for new departments and programs
Other Departments $74,000
25.2 Expected annual software license fees $300,000
Maintaining the five-percent rate results in an anticipated 67-percent cost recovery (or 33-percent general fund subsidy). While some general fund subsidy is warranted since the software will be used by members of the public to obtain general information that is not necessarily permit related, staff considered options to raise the surcharge to achieve a greater level of cost recovery that is more in line with the expected general public software usage. The analysis included a review of other central coast jurisdictions that have implemented a Technology Surcharge applying to various permits (Table 2) and considered increases ranging from six- to sevenpercent (Table 3).
Table 2: Summary of jurisdictions with a Technology Surcharge % Jurisdiction Type of Permits
3% County of Santa Cruz Planning and building permits, and all other staff charges (except Code Enforcement)
County of San Mateo Planning and building permits
City of Marina All building plan check and permit fees
4%
City of Scotts Valley Building, Planning, Public Works, and Waste Water Permits 5% City of Salinas Public Works, Code Enforcement, Planning, Public Works
7.04% County of Monterey All permits
Table 3: Summary of potential Technology Surcharge revenue by percentages Potential Technology Surcharge
Revenue
Departments
Average
Potential
Revenue
Collected from
Applicable
Permits
% of
Potential
Revenue 5% 6% 7%
Planning $2,911,149 70% $145,557* $174,669 $203,780
Finance $815,938 20% $40,797 $48,956 $57,116
Public Works $249,347 6% $12,456 $14,947 $17,438
Water $114,768 3% $5,738 $6,886 $8,034
Fire $55,644 1% $2,782 $3,339 $3,895
Parks &
Recreation
$8,234
0%
$412 $494 $576
$4,155,081 100% $207,743 $249,291 $290,840
*Includes proposed revenue from Cost Recovery Program and Rental Program.
A more detailed analysis projecting revenue to be generated by assessing a Technology Surcharge of five- to seven-percent across these six departments (including the Code Compliance Cost Recovery and Residential Rental Inspection Program), is included as Attachment – Detailed Analysis of Assessment of Technology Surcharge on Additional Fees. Based on this analysis, staff is recommending an increase in the Technology Surcharge rate from five-percent to six-percent. Not only will this rate be within the range of other central coast jurisdictions, but it has the potential to increase the average annual revenue from $126,000 to approximately
25.3 $249,000, resulting in a General Fund subsidy of 17-percent. (The Fiscal Impact section below provides additional discussion regarding cost containment in years six through 10.) A sample list of permits from each of the departments that would be subject to the fee and the proposed 6% surcharge is included in Table 4:
Table 4: Sample of permits from each department after assessment of proposed 6% Technology Surcharge
Permit Department Base
Fee
Technology
Surcharge at 6%
Water Irrigation Plan Check
(Up to 5,000 square ft)
Water $206.00 $12.36
Encroachment Permit Public Works $952.00 $57.12
Fire Sprinkler – Residential
(<5,000 square feet)
Fire $252.00 $15.12
Business License (Class A, B and C) Finance $145.15 $8.71 Tree Removal Permit Parks $50.00 $3.00
Annual Rental Inspection Registration Fee
($60) plus Inspection for One Unit ($27)
Planning $87.00 $5.22
Most fees affected by this proposal would result in minimal increases in the overall cost of the permit, license, or plan check. The benefits derived from the software will be significant and beneficial to the customer and include the enhanced abilities to submit applications and pay fees, schedule inspections, and check on the status of a permit online. It should be noted that many of the fees included in the Unified Master Fee Schedule are subject to annual increases based on the Consumer Price Index (CPI). Since the Technology Surcharge is applied to those fees, there is no need for it to be subject to annual CPI increases and the proposed City Council resolution includes language confirming as such. As indicated above, staff recommends that this surcharge be expanded to cover annual license fee costs associated with a contract that is expected to be before the City Council on June 27, 2023. The proposed Council resolution includes a clause confirming that the fee does not take effect unless and until a contract is executed.
Next Steps
If the Technology Surcharge is adopted on June 13, 2023, under State law, the effective date would be 60 days later (approximately August 12, 2023), assuming the new LMS contract is approved before that time. If the proposed resolution is adopted, each impacted Department will inform customers, update forms and website, and monitor the correct application of the Technology Surcharge to the specified fees.
HEALTH IN ALL POLICIES: The goal of Health in All Policies (HiAP) is to ensure that decision-makers are informed about the impacts on the three HiAP pillars of health, equity, and sustainability when reviewing projects and policy options. Expansion of the Technology Surcharge meets the pillars of equity and fiscal sustainability by more evenly distributing the fee across all users of the land management software in a way that attains cost recovery. From an environmental sustainability standpoint, the surcharge is intended to pay for software licenses that will enable users to electronically submit plans and pay fees, thereby reducing vehicle trips necessary to complete business transactions.
25.4 FISCAL IMPACT: Applying the Technology Surcharge to these additional departments and programs at six percent would generate approximately $249,000 of the $300,000 in fees. A special revenue fund will be established for the Technology Surcharge to offset the cost of the annual license fees associated with the new land management system.
As the Technology Surcharge is expanded to the additional departments utilizing the Land Management System, the additional increase in the generated revenue will eventually reduce the current appropriation of $100,000 from the General Fund that the Information Technology Department is putting towards the LMS. The Information Technology Department has increased funding in the first year because it is included in the project implementation cost, but the Information Technology Department cannot absorb the increase in FY 2025 and beyond.
However, the General Fund would still cover a portion of the system since it holds historic records and is used as a research tool by members of the public, examples for which the Technology Surcharge will not be charged.
Additionally, City staff recently issued a request for proposal for a fee study to ensure that existing fees collected by the Planning and Community Development Department, as well as other departments reviewing development permits, are calibrated to capture the full, true costs of public services and to provide an opportunity for City to fully capture said costs of services. An updated fee schedule is expected to be before City Council within a year. As part of that effort, staff expects to evaluate the Technology Surcharge to reduce the General Fund impact in years two through five, as well as increased costs of licenses in years six through ten of the contract.
Prepared By:
Viviane Pearson
Principal Management
Analyst
Submitted By:
Lee Butler
Director of Planning and
Community Development
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. RESOLUTION
2. DETAILED ANALYSIS OF ASSESSMENT OF TECHNOLOGY SURCHARGE ON
ADDITIONAL FEES
3. SUMMARY ANALYSIS OF POTENTIAL REVENUE FROM ASSESSMENT OF
TECHNOLOGY SURCHARGE BY DEPARTMENT
25.5 RESOLUTION NO. NS-XX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ RESCINDING RESOLUTION NO. NS-27,559, EXPANDING THE APPLICATION OF A SIX PERCENT (6%) TECHNOLOGY SURCHARGE TO CERTAIN FEES CHARGED BY THE PLANNING
AND COMMUNITY DEVELOPMENT, FINANCE, PUBLIC WORKS, WATER, FIRE, AND
PARKS AND RECREATION DEPARTMENTS, AND DIRECTING STAFF TO TAKE
RELATED IMPLEMENTING ACTIONS
WHEREAS, the City of Santa Cruz in 2007 adopted, via Resolution No. NS-27,559, a Technology Surcharge of five-percent (5%) to be assessed on all planning and building permits fees and charges, except duplication, General Plan Maintenance Fees, Traffic Impact Fees, Parkland Dedication Fees, Inclusionary Housing In-Lieu Fees, other development impact fees, and any project with total fees and charges less than $100. These fees were intended to partially offset the costs of the new planning and building technology not currently covered in existing fees, including a permitting system, document imaging, and field access technology; and WHEREAS, since the adoption of the Technology Surcharge, additional departments across the city have begun using the existing land management software, thus incurring additional license fees and additional staff time to maintain the software. Therefore, additional adjustments are required to expand the Technology Surcharge’s application to other departments to recover costs associated with annual license fees; and
WHEREAS, it is the City Council’s intent to now apply a Technology Surcharge of sixpercent (6%) to the departments and programs utilizing the land management software and incorporate said increase into the City Unified Master Fee Schedule, with a footnote indicating that the annual Consumer Price Index does not apply to the fee; and WHEREAS the City Council finds the application of the Technology Surcharge does not exceed the estimated cost to provide the service for which the Technology Surcharge is levied.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz as follows:
(1) City Council hereby rescinds Resolution No. NS-27,559; (2) The Technology Surcharge of six-percent (6%) is hereby adopted as to the fees identified below, including fees and charges less than $100:
a. For the Planning and Community Development Department, the Technology Surcharge will be assessed on all planning and building permits fees and charges, including fees associated with Code Compliance Cost Recovery, and the Residential Rental Inspection Program; and
b. For the Finance Department, the Technology Surcharge will be assessed on all business license taxes, except for those exempted as per Santa Cruz Municipal Code section
5.04.080 (Exemptions); and
25.6 c. For the Public Works Department, the Technology Surcharge will be assessed on concrete permits, tree damage inspection, street opening and sewer repair permits, permanent encroachment permits, temporary encroachment permits, temporary no parking permits, and subdivision fees; and
d. For the Fire Department, the Technology Surcharge will be assessed on fire prevention permits (including fire alarm, fire combo, fire sprinkler residential, fire sprinkler, fire service underground, fire service underground commercial, fire sprinkler tenant improvement, and range hood); and
e. For the Water Department, the Technology Surcharge will be assessed on conservation services, plan review fees, inspection services, and meter installation.; and f. For the Parks and Recreation Department, the Technology Surcharge will be assessed on Tree Removal Permits.
(3) The following fees are exempt from the Technology Surcharge: duplication, General Plan Maintenance Fees, Traffic Impact Fees, Parkland Dedication Fees, Inclusionary Housing InLieu Fees, and other development impact fees; (4) Staff is directed to take related implementing actions. Specifically:
a. The Finance Department shall create a special revenue fund for said Technology Surcharge;
b. The Finance Department shall update and publish the Master Fee Schedule to reflect the contents of this Resolution; and
c. Staff is directed to update all associated department fee schedules and post them online. (5) This surcharge is intended to cover costs associated with annual software license fees, and it does not take effect unless and until an updated land management system contract is executed and no sooner than sixty (60) days after the final adoption of this resolution.
PASSED AND ADOPTED this 13th day of June, 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
25.7 APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original of
Ordinance No. 2023-xx and that it has
been published or posted in accordance
with the Charter of the City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator
25.8 ATTACHMENT –
Detailed Analysis of Assessment of Technology Surcharge on Additional Fees By Department
PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT
Potential Technology Surcharge Revenue at 6%: $175,000
The Planning and Community Development currently charges a Technology Surcharge of 5% for applicable Building and Current Planning fees collected in the existing land management system. Building and Current Planning generates an average revenue of approximately $2,500,000 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% has the yield of an average annual revenue of approximately $175,000.
There are two additional Planning Department program staff is proposing to apply the Technology Surcharge to: Residential Rental Inspection Program and Code Compliance Cost Recovery. These programs’ management, invoices, and inspections will be facilitated through the new land management system. Furthermore, Staff proposes charging the Technology Surcharge to fees below $100, which differs from current practice. Residential Rental Inspection Program requires owners of short- and long-term rentals to comply with registration and inspection schedules. The Program generates an average revenue of approximately $360,000 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% has the potential yield of an additional average annual revenue of approximately $21,500.
Code Compliance Cost Recovery enforces the City code compliance services provided on properties within the City of Santa Cruz that are in violation of State and/or City law.
The fees are charged to non-compliant property owners to encourage compliance, and the fees help recover costs for providing services of review, inspections, and compliance attainment. Code Compliance Cost Recovery generates an average revenue of approximately $27,000 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% has a potential yield of an additional average annual revenue of approximately $1,600.
FINANCE DEPARTMENT
Potential Technology Surcharge Revenue at 6%: $49,000
The Finance Department currently does not charge a Technology Surcharge for the Finance fees collected in the existing land management system. Staff propose applying the Technology Surcharge to Business Licenses given the application review and issuance of Business Licenses will be facilitated through the new land management system. Business Licenses are required for operation of a business within City limits. Business Licenses generate an average revenue of $815,938 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% has the potential yield of an additional average annual revenue of approximately $49,000.
25.9 ATTACHMENT – DETAILED ANALYSIS OF ASSESSMENT OF TECHNOLOGY SURCHARGE ON ADDITIONAL FEES BY DEPARTMENT
PUBLIC WORKS DEPARTMENT
Potential Technology Surcharge Revenue at 6%: $15,000
The Public Works Department currently does not charge a Technology Surcharge for the Public Works fees collected in the existing land management system. Staff propose applying the Technology Surcharge to the following fees given the permit review and final issuance of these permits will be facilitated through the new land management system:
Concrete Permits are required if sidewalks, curb, gutter, or driveway are being demolished, constructed, or repaired in the public right of way. Tree Damage Inspections are to inspect tree damages.
Street Opening and Sewer Repair Permits are required if the street will be cut open for utility work as part of the project, and the street or sidewalk are to be restored to City Standard Details once work has been completed.
Permanent Encroachment Permits are required for projects that will result in a permanent occupation or alteration of the public right-of-way, such as bike sharing kiosks and outdoor café seating.
Temporary Encroachment Permits are required for projects when a portion of the public right-of-way is temporarily blocked off for construction or staging purposes (such as construction fencing or scaffolding).
Temporary No Parking Permits are provided for special events, construction, utility work, or any other reason to reserve parking.
Subdivision Fees are for reviews of subdivision projects that occur within the City, including parcel map, subdivision map, lot line adjustment, final parcel map, and final subdivision map.
These Public Works fees generate an average revenue of approximately $249,000 annually (FY 2018 to FY 2022). A technology fee of 6% across these Public Works fees would have the potential yield of an additional average annual revenue of approximately $15,000.
WATER DEPARTMENT
Potential Technology Surcharge Revenue at 6%: $6,800
The Water Department currently does not charge a Technology Surcharge for the Water fees collected in the existing land management system. Most of the billing is completed through Utility Billing. Staff propose applying the Technology Surcharge to the following fees given the permit review that will be facilitated through the new land management system:
Conservation Services are plan reviews including landscape/irrigation plan review. Plan Review Fees are charges that are applied for review of construction and development plans or drawings by Water Engineering to ensure compliance with water codes and design standards.
Inspection Services are required for applicant or contractor installed service lines, line extensions, and devices, and
Meter Installations are required when new service connections will require the installation of a new meter by Santa Cruz Water District. The Size and type of meter installed will be according to the approved plans.
25.10 ATTACHMENT – DETAILED ANALYSIS OF ASSESSMENT OF TECHNOLOGY SURCHARGE ON ADDITIONAL FEES BY DEPARTMENT These Water fees generate an average revenue of approximately $61,000 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% across these Water fees would have the potential yield of an additional average annual revenue of approximately $6,800.
FIRE DEPARTMENT
Potential Technology Surcharge Revenue at 6%: $3,300
The Fire Department currently does not charge a Technology Surcharge for the fees collected in the existing land management system. Staff propose applying the Technology Surcharge to the Fire Prevention Permit Fees, which includes fire prevention permits, including fire alarm, fire combo, fire sprinklers residential, fire sprinkler, fire service underground, fire service underground commercial, fire sprinkler tenant improvement, and range hood. Fire Prevention permits generate an average revenue of $56,000 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% has the potential yield of an additional average annual revenue of approximately $3,300.
PARKS AND RECREATION DEPARTMENT
Potential Technology Surcharge Revenue at 6%: $500
The Parks and Recreation Department currently does not charge a Technology Surcharge for the Parks and Recreation fees collected in the existing land management system. Most of the applicable fees are collected through the existing Parks and Recreation system, RecTrac. Staff propose applying the Technology Surcharge to the Tree Permit given the permit review and final issuance these will be facilitated through the new land management system. Tree Permits are required to remove or trim trees on private property if the tree measures 14” in diameter or greater, measured 4.5 feet from the ground, or trimming greater than 25% of the tree. Tree Permits generate an average revenue of $8,200 annually (FY 2018 to FY 2022). A Technology Surcharge of 6% has the potential yield of an additional average annual revenue of approximately $500.
25.11 ATTACHMENT –
Summary Analysis of Potential Revenue from Assessment of Technology Surcharge by Department Departments Proposed Fees to Apply Technology
Surcharge
Average Annual
Revenue Collected
Average
Revenue at 5%
Average
Revenue at 6%
Average
Revenue at 7%
Planning &
Community
Development
BUILDING & CURRENT PLANNING
CODE COST RECOVERY
RESIDENTIAL RENTAL INSPECTION
PROGRAM
$2,911,149 $145,557 $174,669 $203,780
Finance BUSINESS LICENSE $815,938 $40,797 $48,956 $57,116 Public Works Concrete Permits
Tree Damage Inspection
Street Opening & Sewer Repair Permits
Permanent Encroachment Permits
Temporary Encroachment Permits
Temporary No Parking Permits
Subdivision Fees
$249,347 $12,456 $14,947 $17,438
Water CONSERVATION SERVICES
PLAN REVIEW FEES
INSPECTION SERVICES
METER INSTALLATON
$114,768 $5,738 $6,886 $8,034
Fire FIRE PREVENTION
Fire Alarm
Fire Combo
Fire Sprinklers Residential
Fire Sprinkler
Fire Service Underground
Fire Service Underground Commercial
Fire Sprinkler TI
Range Hood
$55,644 $2,782 $3,339 $3,895
Parks & Recreation Tree Removal Permits $8,234 $412 $494 $576 $4,155,081 $207,743 $249,291 $290,840
*EzEden revenue reports were generated from FY 2018 to FY 2022 for each proposed Departments’ fee analysis to determine average transactions captured by EzEden and average revenue.
25.12 City Council
AGENDA REPORT
DATE: 06/01/2023
AGENDA OF: 06/13/2023
DEPARTMENT: Parks and Recreation
SUBJECT: Tree Appeal 233 Union Street (PR)
RECOMMENDATION: Resolution to deny the appeal and uphold the Parks and Recreation Commission's approval of tree removal permit application # 23-0005 submitted by Dorth Raphaely to remove two Coast Redwood trees located at 233 Union Street.
BACKGROUND: On January 11, 2023, Dorth Raphaely submitted an application requesting the removal of two heritage size Coast Redwood trees located at 233 Union Street. The reasons stated on the request for tree removal in summary are trees are causing damage to the foundation/house. An email dated January 11, 2023 describing the locations of the two trees and the damage to the property was also included with the application as well as photographs (Tree Permit Application 23-0005 with attachments.pdf).
City Council Resolution No. NS-23,710, Exhibit A 1.(c) requires that one or more of the following findings must be established by the applicant and confirmed by the Director of Parks and Recreation for the alteration or removal of a Heritage Tree (Resolution NS-23,710 Exhibit A Criteria and Standards for Tree Removal Permit.pdf):
(1) The heritage tree or heritage shrub has, or is likely to have, an adverse effect upon the structural integrity of a building, utility, or public or private right of way; (2) The physical condition or health of the tree or shrub, such as disease or infestation, warrants alteration or removal; or
(3) A construction project design cannot be altered to accommodate existing heritage trees or heritage shrubs.
On February 13, 2023, Elise Casby and Marvin Lewis filed an appeal of the staff decision stating “The Director/ City Urban Forester has cited ‘damage to the building’ as the reason for the removal of the two trees, which are mature, redwood heritage trees. I believe that mitigation is possible to prevent further damage to the building and to correct the damage to the building that has already occurred. I have examined the trees (from the public sidewalk) and reviewed the photographs included in the application and reviewed it and I am convinced based on my background and educated opinion that these two heritage redwood trees are extremely valuable to the wildlife, the neighborhood, and history of the locale, that mitigation is not only feasible but necessary and these two trees should not be removed.” The appellant admits damage to the building in her stated reason for the appeal and did not present evidence contrary to Chapter 9.56 or the findings listed within the Criteria & Standards
26.1 City Council Resolution No. NS-23,710, Exhibit A 1.(c)(1) to support the appeal. As stated per
9.56.070(a)(2), the appellant did not specifically cite which provisions of Chapter 9.56 were relied upon to support the appellant’s contention that the Director of Parks and Recreation acted in error (SCMC 9.56.070 (A)(2).pdf).
Additionally, the City Urban Forester met with the appellants prior to the appeal filing and walked them onto the property showing them the two trees proximity to the structure and the associated damage to the building and utility. The Urban Forester explained the reasoning by Resolution as to why the two trees met the criteria for removal as per the Council Criteria & Standards Resolution.
On April 24, 2023, the Parks and Recreation Commission held a Public Hearing to discuss the 233 Union Street tree appeal. With one Commissioner absent from the meeting, the vote outcome was a tie—three in favor and three opposed. According to Commission By-Laws (Parks and Recreation Commission BYLAWS.pdf), a tie vote during the absence of one or more members shall cause the item to be automatically continued to the next meeting. On May 8, 2023, the Parks and Recreation Commission heard the item a second time with all Commissioners present, and voted—four in favor and three opposed— to deny the appeal and uphold the staff recommendation to remove the two Redwood trees per Resolution NS-23,710, Exhibit A 1.(c) (Meeting Summary_Parks Recreation Commission_05.08.2023.pdf).
DISCUSSION: Staff has determined that per City Council Resolution No. NS-23,710, Exhibit A 1.(c) findings have been established by the applicant and confirmed by the Director of Parks and Recreation, that the heritage tree or heritage shrub has, or is likely to have, an adverse effect upon the structural integrity of a building, utility, or public or private right of way.
The tree to the east is in full contact with the wall of the structure, and is also in contact with the gas line to the home. The tree is likely to damage both the house and the utility, and represents a potential public safety concern if the gas line were to rupture. The door behind the tree is nonfunctional, and the tree prohibits safe access to the utility closet. The tree has cracked interior sheetrock in the past and has pushed in the siding of the home, over which some has been painted. The site drainage system has also been impacted by the tree contact.
The tree to the west has had a bio barrier root containment devise installed in the past to mitigate the tree root concerns and prolong tree removal. The roots have breached this root containment system. The tree is causing flooding in the interior of the home on the east side and has altered site drainage.
Mitigation and root pruning are not possible on these two trees give the proximity of the trees to the structure. There are no reasonable options to save the two trees or prevent ongoing damage to the structural integrity of the building. The two redwood trees are still relatively juvenile given the expected lifespan of this native tree which can be thousands of years. They are also still of a relatively small diameter given the girth that redwood trunks develop into, generally exceeding 20 feet in diameter (General Species Information for Coast Redwood (NPS).pdf).
Staff has determined that this application meets stated criteria required for tree removal approval as specified by City Council Resolution No. NS-23,710, Exhibit A 1.(c). The heritage tree or heritage shrub has, or is likely to have, an adverse effect upon the structural integrity of a
26.2 building, utility, or public or private right of way (Resolution NS-23,710 Exhibit A Criteria and Standards for Tree Removal Permit.pdf).
Staff recommends that City Council uphold the May 8 vote of the Parks and Recreation Commission to deny the appeal submitted by Elise Casby on May 18, 2023 (Appeal Submitted
05.18.2023 by Appellant.pdf), and support staff approval of tree removal permit application # 23-0005 submitted by Dorth Raphaely to remove two Coast Redwood trees located at 233 Union Street.
FISCAL IMPACT: None.
Prepared By:
Leslie Keedy
Urban Forester
Submitted By:
Tony Elliot
Director, Parks and Recreation
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. RESOLUTION_COUNCIL UPHOLDS APPROVAL233UNION.DOCX
2. TREE PERMIT APPLICATION 23-0005 WITH ATTACHMENTS.PDF
3. MITIGATION & STAFF INSPECTION CHECK LIST.PDF
4. TENTATIVE TREE PERMIT NOTICE OF ACTION.PDF
5. APPEAL FORM C SUBMITTED BY APPELLANT.PDF
6. RESOLUTION NS-23,710 EXHIBIT A CRITERIA AND STANDARDS FOR TREE REMOVAL PERMIT.PDF
7. SCMC 9.56.070 (A)(2).PDF
8. LETTER TO APPELLANT DATED 02.21.2023 RE SCHEDULING OF APPEAL.PDF
9. GENERAL SPECIES INFORMATION FOR COAST REDWOOD (NPS).PDF
10. CORRESPONDENCE FROM 04.24.2023 PRC MEETING PACKET.PDF
11. PARKS AND RECREATION COMMISSION BYLAWS.PDF
12. DOCUMENTS RECEIVED FOR THE COMMISSION ON 04242023.PDF
13. DOCUMENTS RECEIVED FOR THE COMMISSION BY 05082023.PDF
14. MEETING SUMMARY_PARKS RECREATION COMMISSION_05.08.2023.PDF
15. PRIVATE ARBORIST REPORT_DON COX.PDF
16. PRIVATE ARBORIST REPORT_KURT FOUTS.PDF
17. PRIVATE PROFESSIONAL ENGINEER (PE) REPORT.PDF
18. APPEAL SUBMITTED 05.18.2023 BY APPELLANT.PDF
26.3 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ DENYING THE
APPEAL AND UPHOLDING THE PARKS AND RECREATION COMMISSION'S DECISION
TO APPROVE AN APPLICATION TO REMOVE TWO COAST REDWOOD TREES LOCATED AT 233 UNION STREET, SANTA CRUZ, CALIFORNIA
WHEREAS, Dorth Raphaely property owner at 233 Union Street, Santa Cruz, has filed an application for a tree removal permit to remove two Coast Redwood trees located at 233 Union Street, Santa Cruz; and
WHEREAS, the application was approved and Elise Casby& Marvin Lewis appealed the staff decision to approve the application and filed an appeal with the staff to the Parks and Recreation Commission; and
WHEREAS, Parks and Recreation Commission upon consideration of the request and written reports on the subject Coast Redwood trees upheld staff’s decision, approving the removal of the trees; and
WHEREAS, a letter of appeal from Elise Casby was submitted to the City Clerk following the Parks and Recreation Commission's decision on May 8, 2023, to approve the request for the removal of two Coast Redwood trees; and WHEREAS, the City Council of the City of Santa Cruz held a public hearing on the matter on June 13, 2023.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz that the Parks and Recreation Commission’s decision is upheld and authorization for the removal of two Coast Redwood trees located at 233 Union Street is hereby granted.
PASSED AND ADOPTED this 13th day of June, 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED:
Fred Keeley, Mayor
ATTEST:_______________________
Bonnie Bush, City Clerk Administrator
26.4 26.5
26.6 26.7
26.8 26.9
26.10 26.11
26.12 26.13
26.14 26.15
26.16 26.17
26.18 26.19
26.20 26.21
26.22 26.23
26.24 26.25
26.26 26.27
26.28 26.29
26.30 26.31
26.32 26.33
26.34 26.35
26.36 26.37
26.38 26.39
26.40 26.41
26.42
!
"##$"$!
%$
%&
'()"*""**
+,-./0,1,2,30,45678961:/;36838<13;38=561>?@:/3A BCDEFGHIDJJDHKLMHDNOPQMHDNRNFHPFSCTUSFVWMXY BTDZ[\][^_^`\`a`Z BMabcGNDdFNefOSFNGHeDCgRfFhMMVSMEY dSaiFCXjDkGNOEFCXcDkGNRhMPEFGcVSMEYlmFCgNnoDSCDFPGMHdMEEGNNGMHOpCSMEEGNNGMHRNFHPFSCTUSFVWMXYlmFCgNFHJoDS OpFCgNFHJCDSRNFHPFSCTUSFVWMXYlBMHfbccGMPOPDccGMPRNFHPFSCTUSFVWMXYljDNcGDqDDJfOcgDDJfRNFHPFSCTUSFVWMXYlBMHfdMHJMPPG OPSMHJMPPGRFeSKcFkVSMEY \FPPFShEDHPNr\Zist BCDDuppDFcr^``vHGMHwPtmFCgNnoDSCDFPGMHdMEEGNNGMHoDWTcFCiDDPGHWxupCGc\_y^_^`xdMTHSGcdhFEeDCNr]_zdDHPDCwPtl {|}~ |~~ }|~~~~}}~}| }}}||}}| |}~|~||}||}|~ }~}|| }¡}~ ~ }~}¢}|£¤~ ¥¦§¥ }~} }}|~}| ~¥}}|¥~¢¨}~~ ~~ }||}|}|}}~|}| ¦}|£|~¡~¤}| }
|||©ª }¤ ~ |}~}||~}|«¬~ ¤|~}|}| |~} }~~}¤ ~ }
|}|}~ ¤} }
| |~| }~|| }~}| } ~¤®}|} }}~}~}}~~}¯ }¡~~~ °~~ }±²³~ }}~´}~´}~ ´µ¶~·¸¹ µ´´µ¶µº£ ¦¢«» ¼¨¬«» ½¾¿ÀÁÂÃÄſľÆÇÈÉÊÇÁÁÇÈÉ ËÌÍÎÌÏÐÑÒÓÔÕÖÐ×ØÍÔÙÖÐÚÛÍÕÚÒÛÕÜÑÒÝÍÒÎÐÒÜÚÒÛ×ÞÕ×ÙÔÐÖÑÕÞÒÕÖ×ÞØÚÌßßÔÜÐ×ØàáÌÛ×ÒÎÒÓÔÐ×ØàÕÜÑÙÒâÒÎ×ÞÒ ÒÜÏÐÎÌÜßÒÜ×ã
äåæçè{|}~µ~é~}ê ëìíîè~}|«¬º ïæè}±²³~éð~~¶ê ñòè{|}~µ~é~}êóô¯ }~é| }~}|êó~·¸µ}~~} é}~~}~¶êó~¸é~~¶êó{||} 26.43
!
"##$"$!
%$
%&
'()"*""**
+,-../0,1234,35678539:0;<=>-2./-?--@A+.B--@A1234,35678539:0;<=C04AD04@0E+,[email protected]< JKLMNOPQR3;-6-5-/;-@S0T4U06I3V04/4W6/V4:S06FAXI3/.
YZ!* * * [
" \]^_`a`b`c_`defg]cehceiacgcehjg]^gckjceiacgcehlm`n^coefalmpfkgn^coqrstsug]^gd`kbacl`kfahc_`k d`g^cok^lfvg^empafb`dva`k^lfvgnm^pp`^o^ed]`^acehj^g^oow x %y
z '$'#Y
{
!$
z
y
{
#
{$
Y
'
!{
Y
'#
'{Y y
|
!$
|Y
'
%
%Y!'
Y
##$" }
%#
!'
~$
##$y
y
Y
!
#
{
%
!$%!Y
#Y
Y
"
$
%
z '$'#Y
!y
%#Y
{
!$%y
!$
y
y
!!
# Y!!"
z
z '$'
%#Y
"YY
!
!$" z '$'$!$#
"Y
Y!
##${y $
%
y
yY!! y %"
z$'$#
" z$''$#
" z
!$
Y#Y{
{$
|
!$
|" Y
YZ!*
%
y yY" Z$$%
"
%!$
%#
~$
y !! Z!*" zy{ %Y!!
$
!$
%
#Z!y
"y" z#
y
%
{Y{
!$
#
%y
z
!$
!
"" z 'Y$'$!$ #
"Y"
#!
%! #
%
!!
Y
#{
y $
!
" Y! !
y y
!$
!$
#
!!
Y y
!!
Yy
"
'yY$!!
Y{
Y*y y
!
%
##%
!!"
!!
Y
#
zyy
y
"yyy
!
zy
#
$y'Y
%
y
y
yy
{$
~$
##$
"yz#
!!" z !
"Y#
'%Y
!!
Y
#|
y |" 26.44
!
"##$"$!
%$
%&
'()"*""**
+#+
%
%
!,
#
!!
,
#-.
, /
0! /
!$'
.%
!
#
" 1
'!$
!!
,
"2//
/
"3,,#" 4!$
4$!$4/ $ $
,
50#2/ $ +$'
671
18/ !
'
#
/ $
%
$ %,$,!!"+$'
/ % '
#!!
$!$,!" 9
+ '
$',
#
0$!
!
4
#4/ $ +!$
!#,
##$,# $
!#/ %" :
% ,
,
%
.,/ %.
'%
!,
#,
#.
!$
.
%#,!!+ '
$',
%/
%#,
#
" + '
% ,$ $ ,#,
+ '$
,$'#
#,
.
/
.$
$" ; +/,
##$
% ,
'.,
.
$+$
!,#+$'
% !#
/
%
%',#
#
.
/
0!$
/
..,,!$
/
<,
$ 23,
$
,=.
.#
>$
<
%
.$
!$
," +%%
.
.#
,
#/
+/
.$
!$
"
$
!$
,/$
$'
!'
,"
, !#
#
,
'.
%!$
" ,
',
$ + !,
'%," 1$, ?<.,
26.45
!""#!#
$
#
$%
&'(!
!!
)*+,-./0/1/2./345678509-:25727;02:27<450=>*9-2? @ABCDAEAAFGHCIAAFGJBKLMKNOPQNKRSTUV WPAXYZ[Y\]\^Z\_X` WT_abCDBAcKBdGaHNKBDLdAOIJGKeTTRNTfVgWOAfKDLhAFFALijTLABHMkTLABJBKLMKNOPQNKRSTUV cN_lKOU@AmDBHfKOUCAmDBJeTMfKDCRNTfVgnKOIBopANOAKMDTLcTffDBBDTLHqONTffDBBDTLJBKLMKNOPQNKRSTUVgnKOIBKLFpAN HqKOIBKLFOANJBKLMKNOPQNKRSTUVgWTLGbCCDTMHMACCDTMJBKLMKNOPQNKRSTUVgWTLGcTLFTMMDHMNTLFTMMDJKdNiCKmRNTfVgWOKUDBrANI HMdANIJBKLMKNOPQNKRSTUV \KMMKNefALMBs\lrt unKOIBrDQe\^]XZ[Z]v`]RqFwgunKOIBrDQe\^]XZ[Z]vx]RqFwg yz{|}~|
|
||z
{
|
{|{
z
{|
|{{{
|
{|{
|}|{|y
|}
~
|}|
|{{|{|y
|}{|
{{ |
|}z}{|z|{y
|{{|z|{|{~|}|{|
|}
|z|}
|
{||{
|~}||z
|z|z|
|{{z}{|z |{z
z
zy{|
|}
{
|yz
|
{|||{
|{|{
z y |~z
{{|{z|{
||
¡¢{£|
|{z
|
{||z
|~¤|
{|{
¡}
|
z
|{z
|{
|{
|}{
|{z
|
z{|z
|z
{¥|
{||{|{z
yz
|
{||z
{
|~}|~
{
|{|{
}|
|
{
|z
||{¦|{y |}
|
{|||
||zz
{|~||z}z
|{z{z
{
|{|{z{{|}
|}§¨©
ª«¬®¯|°~±z~|{²³ ´µ¶·®|}¸{¨© ¹ ©¸¢ º¬®{|z»|}}|z¼z|± ¤z|²z
{¥³ ½¾®¯|°~±z~|{²³¿¢{£|±{|² ³¿À{¡Á|{|z°z ±{z²z {¥³¿À{z}Á|±{z}{|²z
{¥³¿z¯
±
|
²z
{¥³¿£||Â||}±||}²z
{¥³¿z°z}ñ
z}ò~³ ´ÄÅƵ¾·®»|{|||}Çyz{zzÈ{zÇ{~¯
ÉÊ
Ë
!
ÌÍÎÏÐÑÐÒÐÓÏÐÔÕÖ×ÍÓÕØÓÕÙÑÓ×ÓÕØÚ×ÍÎ×ÓÛÚÓÕÙÑÓ×ÓÕØÜÝÐÞÎÓßÕÖÑÜÝàÖÛ×ÞÎÓßáâãäãå×ÍÎ×ÔÐÛÒÑÓÜÐÛÖÑ ØÓÏÐÛ ÔÐ×ÎÓßÛÎÜÖæ×ÎÕÝàÑÖÒÐÔæÑÐÛÎÜÖæ×ÞÝÎààÐÎßÎÕÔÍÐÎÑÓÕØÚÎ×Îßßç è
$é
ê
&#&"É
ë
#
ê
é
ë
"
ë#
É
&
ë
É
&"
&ë
Éé
ì
#
ì
É
&
$
$É
&
É
""#!
í
$"
&
î#
""#é
é ï
ð
ñ
É
"
ë
$
#$
É
"É
É
!
26.46
!""#!#
$
#
$%
&'(!
!!
#
$
)
&#&"*
+
$"*
,
#$+
- #
+
+
" *
!
)
)
&#&
$"*
!./*
*
#!
)
&#&# #"
!/*
*
""#,-+ #
$
+
+*
+
$!
)
#&#
"
!
)#&&
#
"
!
)
#
*"*,
,#
0
#
0!
*
*1
$
+
+
*!
1##$
!2
$
#
$"
3#
2+
1
!
)+,
$*
#
#
$
"1 +
!.+!
)"
+
$
,*
,
#
"
$
+
)
- #
!!
)
&*#&# #
"
!/*!
4
"
$
"
$
*
54
".
,
54
+ #
!
4
*-
+ +
#
#
"
* +
*+
!
&.+*#
*6,
*
+ +
$
""$
!
4
*
"
)+
+
+
!.+
++
)+
"
#
+&*
$
+
+
++
,
#
3#
""#
!.+
)"
!
)
!/*"
&$*
*
"0
+
0!
)")
$
$
*
"
*
"6,
*
+
-
+
#&
,
$
"
!
4
&
#
*
!.++
+
!/*
*"!
0
#
0# #0+ # #
*
7-".+ # )#&
854
49
+
&
"
+ #
$
#
$*
#*
!)#&
+
$
&
"
# #* !
26.47
!""#!#
$
#
$%
&'(!
!!
)
*
&
#&
+
"
,#
-
"-. # * #
"+
""# +"
#
".
$!
/
$ +
+
$
0+
.
$
0
&$
+
" +
"
0
#
0
$"+
*
&
#&
+
$.
$
"+
"
!
*
&
$ +# #
+
"+
*
&
#
+#&"
"+
0
.
0#
#!
1 *.
+
""#
$ +
&0
+
0
#*#
+"*#&
$ "
.
$
$&
+"
"
0
.
, #
.
00+
+ #
.
2
+
#
34+
#
+5
0
0
"
6#
2
$
0#
#
+!
*
$$
0
0"
+
".
*.
0#
#
!
#
#
+
.#
#&
&
+!
+ "
"
+
&
0
$
#
!
+
&+
#
* +
&
$
+!
7#+
82
0+
26.48
!""#!#
$
#
$%
&'(!
!!
)*+,-./0-1*2*1/-34-225..5-16**/51789*/-45/:;.3<5=9>* ?@ABCDEBFGHIEBAJFCKLMGENOOPIOQR STCUVWXVYZY[WY\UY SO\SOJGDOJ]O^^AH^IOJ]O^^AMEFI_@E`PIOQR DI\?@ABCDEBFGHIEBAJFCKLMGENOOPIOQRabEKLBcdCIKCE^AOJDOQQABBAOJHeKIOQQABBAOJMBEJ^EIKTfIEPgOhRaiEKhjC`AB HQEKh@C`ABMNO^QEA@PIOQRaSKCQEAJkC]]CJ_lOJCBH^mOJCBMBEJ^EIKTfIEPgOhRabEKLBEJ]dCI HeEKLBEJ]KCIMBEJ^EIKTfIEPgOhRaSOJG?@@AO^H^C@@AO^MBEJ^EIKTfIEPgOhRajCB@ACnCC]GH@LCC]GMBEJ^EIKTfIEPgOhR
op
q
!r
so
o
o
"
op
t # s
u
o
$v
w
x
$
o#
$"
#
#o
"
t
$
o
o
$
&o
#
oy#
ou
!
ou
t
s
#
o! st
v&o#
o
u
s
t
"
z#
r
st
#& "&o
s
$
u
u
t
"
!
!r
o
"o
{
o
o
o
o
#
ot
o
t
#
oy"
vvo
tu
$
o
$"
#v"
$
"
#
o
$
$
o#
$"p
! s
t
"
"
r
o"|
r
}
z#
q
vvo
t
$
$"
#
v
"
#$
$
&v
o
t
vo
&$&
#
v#
u
vo
t
v
$
"
#
o"
"
$
$
t # t
#
"
op
!
!
"
#&
o#
&~t!
op
#
t s
"
"
o
|
!
#
#
"
#
#
v
v#
u
vo
t
t
!
"
#&
t
$$
#
#
$"p
t
# "
o
""
t
"
#
$"
$
o#
#
$!
!""tp
p
o"
#
"
"
t s
s$
"
! s
t
""
t
#
$v#
#
v
"
$"o
p
! #
oy"
vvo
u
tt
o&
#&
vo
t
! s
t
u
v&
&o&&#
$
#wsv&v
y
x
t
#
oy"
#
oy
"
"
$&
v#
#
#
$t
#
w
t
o"
v#&tx
""
&
#&
t
o p
! 26.49
!""#!#
$
#
$%
&'(!
!!
)
*
!
&+*
*
*
"
!
$
, #
#
$ * # *
&
#-
*
.$
,&
.#
#
.#
/
.,
*
.
! )$
"
"
#
*#
.,
*)*
,
0#
1
/
!
,/
,
$$
$"*
#
,
.
#
$
#
"-
"
$
,#
0#
1
$*
#
,2$$#
..,
*
*
#
,
"
#
#
,
* #.
$&
#
.# *
/
."
,."
$
$
,#
$"-
#
#
$"
$
,#
#
$
$",
#
$% 3
&
,
,/
)$
&
.
,
#
"
,/
#
*
&&
)
*
*
$
$
"
.
! ) ,
*
*
/
)
&
.
,
#
#
,2"
"
$
,#
$
,
$
)*
#
",
*
,
,
,
.
! )*
.&,
)
$,
#
,
##
#*
*
,
#"!
,
&,
# ",
$
/
!1
! )*.
*
"
"
"
"
*
.
.
,
",
$
"
.
4 ! 5#, 61
.,
26.50
!""#!#
$
#
$%
&'(!
!!
)*+,-,.,/+,0123452-6*7/24/48-/7/4912-:;<6*/= >?@ABCDAEFGHDA@IEBJKLFDMNNOHNPQ RSBTUVWUXYXZVV[X\ RN[RJBPD@I]B^^BI_`NIBAGabNIBALADIaDHJScHDOdNeQ CH[>?@ABCDAEFGHDA@IEBJKLFDMNNOHNPQfgDJehBi@AGPDJe?Bi@ALMNaPD@?OHNPQfjDJKAklBHJBDa@NICNPP@AA@NI GmJHNPP@AA@NILADIaDHJScHDOdNeQfjDJKADI^lBHGmDJKADI^JBHLADIaDHJScHDOdNeQfRNIF>??@NaGaB??@NaLADIaDHJScHDOdNeQfhBA?@B nBB^FG?KBB^FLADIaDHJScHDOdNeQfRNIFCNI^Naa@GaHNI^Naa@LDEH_?DiOHNPQ
op
q
! rstuvwvxvyuvz{|}sy{~y{wy}y{~}st}yy{wy}y{~vty {|w|}ty
}st}zvxwyv|w~yuv zv}ty
t|}t{w|xvzwvt|}tvt
t{zsvtwy{~t}t
$
&#&"o
#
"
#
o
&
o
&"
&
o
#
o
&
$
$o
&
o
""#!
$"
&
#
""#
o
"
$
#$
o
"o
o
!
#
$
&#&"o
$"o
#$
#
" o
!
&#&
$"o
!o
o
#!
&#&# #"
!o
o
""# #
$
o
$!
#&#
"
! #&&
#
"
!
#
o"o
#
#
!
o
op
$
o! p##$
!
$
#
$"
#
p
!
$o
#
#
$
"p
!! "
$
o
#
"
$
#
!!
&o#&# #
"
!o!
"
$
"
$
o
"
#
!
o
#
#
"
o
o
!
&o#
o
o
$
""$
!26.51
!""#!#
$
#
$%
&'(!
!!
)
*
"
+,
,
,
!-,
,,
+,
"
#
,&*
$
,
,
,,
.
#
/#
""#
!-,
+"
! +
!0*"
&$*
*
"1
,
1! +"+
$
$
*
"
*
"2.
*
,
3
,
#&
.
$
"
! )
&
#
*
!-,,
,
!0*
*"! 1
#
1# #1, # #
*
43"-, # +#&
56)
)7
,
&
"
, #
$
#
$*
#*
!+#&
,
$
&
"
# #* ! 8
+
&
#&
*
"
3#
1
"1, # + #
"*
""#*"
#
",
$! 9
$ *
*
$
.*
,
$
.
&$
*
"*
"
.
#
.
$"*
+
&
#&
*
$,
$
"*
"
! +
&
$ *# #
*
"*
+
&
#
*#&"
"*
.
,
.#
#! : +,
*
""#
$ *
&.
*
.
#+#
*"+#&
$ "
,
$
$&
*"
"
.
,
3 #
,
..*
* #
,
;
*
#
-0*
#
*<
.
.
"
/#
;
$
.#
#
*! +
$$
.
."
*
",
+,
.#
#
!
#
#
*
,#
#&
&
*!
* "
"
*
&
.
$
#
!
*
&*
#
+ *
&
$
*! )#* =;
.*
26.52
!""#!#
$
#
$%
&'(!
!!
)*+,-./012131/4156+7*813/0/+9:9521;.< =>?@ABC@DEFGC@?HDAIJKECLMMNGMOP QMHRSTUSVWVXVXYZU [MY[MHEBMH\M]]?F]GMH\M]]?KCDG^>C_NGMOP BGY=>?@ABC@DEFGC@?HDAIJKECLMMNGMOP`aCIJ@bcAGIAC]?MHBMOO?@@?MHFdIGMOO?@@?MHK@CH]CGIefGCNgMhP`[IAOC?HiA\\AH^ jMHA@F]kMHA@K@CH]CGIefGCNgMhP`aCIJ@CH\cAGFdCIJ@CH\IAGK@CH]CGIefGCNgMhP`[MHE=>>?M]F]A>>?M]K@CH]CGIefGCNgMhP`QCIh lA_?@FOCIh>A_?@KLM]OC?>NGMOP
mn o
pp q
!r
m
"m
m
ms
! t
m
r
mn
m"u
r
v
"
r
m"u
r
v
m
s
!
!
t
w
m
wmp
x$
mn
"tx
m
w
#
my
w
zu
w#
#
! t
w#
#
! t
&
tx
#
#
x
! wm
x
p ! t m
m
ms
#
my
m
w{
$
$ m
m
m!
m
m"
m
!r
! t
x
m
&x
t
&
$ $
"m
"
{
m
r
mn
m"
r
m"u
r
v! |&
t
&s
w
m
"
xm
s
m! t
#
m
#
m
&
x
mms
r
m"u
r
v
ms
"
$
#"
"
$
m#
$"
}#
r
! ~
&
m
$n
! x
$
m#
$"
}#
r
#
"
mn
! ~#
&
x#
&
$w#
#
w
##$
xwm
#
m"u
r
v"
w#x
m
z u
m
&
#"
$
$
m#
$"
mn
!
t
&s
w
"
#x
$
$x
#
x
#$x #
#
"
$
$x"
#
##
#x
x! tw$m
"m""
"
!r
! n
t
#
x
x
&{
t
!
m
&m
# "m
""
x
ms
t
&t#m
#
"""m
! 26.53
!""#!#
$
#
$%
&'(!
!!
)*+$,+
#
*
"
)
+
)*
#
#
,
"
)
&
! "
$ )
##
,
#
)
*
#
"
#
)*
! *&)*
+
+#
#
$
-#
.+,
* &$
/ !
!
)
+
,
+,/
*$
,0
")*
,
+
#
,1
+
23
+#
#
! )
&
)*
#
#
*
! +,
*
/ !
,
#, 4.
+,
26.54
!""#!#
$
#
$%
&'(!
!!
)*+,-./0.123.45-.677./-89:;.<=).>5-/:?..=@A>98=3.,/:B0/A4).2:./=@9A C9DD@00@9A9AE5A.FGHGIGJ KLMNOLPQOLROMMSTMUOLROMMSVWXUYZW[\UO]^ _`Labcdbefegcehij kOhlZSmnQWmXPTUWmSLXnopVPWNOO\UO]^qrWopmWLRsnUTtWopmWLRonUVmWLMWUo`uUW\vOw^ QUhrWopmxsnUonWMSOLQO]]SmmSOLTtoUO]]SmmSOLVmWLMWUo`uUW\vOw^qkOLPlZZSOMTMnZZSOMVmWLMWUo`uUW\vOw^ yz{|}~{~
{||z~~{z|{z
zz{z|{||zz~ }z~~z|~ z~
z
z|{z|zz{z{~
z |~~zzz
{ |¡~~{z~¢|zz
z{z{
z~z|z{|
z~~~
{~
zz
z{£z||{
z{|{
zz¤|z{|~
zz~z~~zz~z|
{z~z~~{~{¥z| |zz¦§z|~{
{~
z
~
z{||
z~~¨~©|ª««zz
z¬{|~ ®zyz{|zzz
~~
z{
zz¤{{~~zzz
~~~z ~{z~¢
z~~¯°±²²³´µ¶²·¸·¹¸¯±³º´»¼¹¸°¹»¸°¹½¸¾¿±¾¯À½´µ¸°·¿±¸·¸°·µ±Á·½¹¯Â½¯¸¯³°·¿Ã²·¿À´½ ¶ÃIJ¹³°·±½¹»ÅÆ ~{~z{z|
{}{ª««Çz~~{z{{{zzz{{|zzz¤z ~{ |È{z|¦
§~{|
~|~~zz¤|z~~z{z~
{{
{
z|{z|zz{z{
z{|{
z~
zz|{|z{|~~zz
z
z{||zz{
{zzÉ~~ z
z{||zz
|{~
{|z{|zzz
z~~~|z{| zz~{È {~~z ~|z|zzz
z
z{|
z{z{{{ ~z{zzz~~{
z|z{|zz|
{~|{~
zz
~
|{ z{z|z
z
z{|{z{¡z
z{z{{{zzz{{|zz{ Êz|z{z©{z{z~ {¡z
z|
{z|{z{{{zz
z
|{z{z |
z{|
z{z{z
{{z{
{~zz|z|~
zz©
z¬{|~®z|z{yz{|z~ {
|Ëz~
zz
z{z{
z{||{{z|{z{~z
z{zzz¨~{|zzz
§|~
~~|z~~¡z||¬z{~zzz|zz{z {¡z|
z|z~~|z~
Ìz~|z{|~ ÍÎÏÐÑÒÓÔÕÒÓÖÒ××Ø Ù
ÚÛ
Ú
Ù
Ú"Ü
Ù
Ý Þß
à
#
á
â#
ã!#
26.55
!""#!#
$
#
$%
&'(!
!!
)*+,-./0123415678410952:;<64=>>?8>@A BCDE-F=G:1H46IJK:0/LMINONMMPLQRS T+-30U6>VW49U43:GXYR4:;1Z[28:24\>97K4:;149H:28<149U48:GX84?]>^A _`-J9U=>963>9H>a7U8>9H>a<458Y/4b?8>@AcK:8>@@0110>9<149U48:GX84?]>^ BdefC`E-gbPR/2412W8=2HG/2JKK24/V>:h2iU[2]G/4:S22\9]>VU=2R4:;149H[28:24\>93>@@0110>9 >9jG92LNINONM
kl
m
n
!o
!p
q
"r
$
q
k
!
ks
&
q
$r
k#
&tr
u
$
k#
$"
v#
p!
w
$
k#
$"
v#
pr
u
k
!
l
$ q
k
$&u
k
$
#
r
#
"l
$
k#
$"
#
qr
##
$
#
$"
$l
!
n
$
#
l x
k
r
u
y$
$y "#
&
$
"
y #
$y"$
yky! #
#&
"
q
kl x
"$
q
r
$
r
l
"
#
l
$
qr
#
$"
w
y$
k#
y
$"
#!
$r
#
"
#r
#
k"
ku"
$"
r
&
#
kl
!
z#
r
#
k{"
#
u"
$
k#
$" l
k"|z
r
#
k
u
"
u
$
&
"
r
$r
q
$
$u#
$
# #""
u
w
$
k#
$"
z
p
}
v#
p
$r # r
u
k
!
q
r
"
"
v#
n
k
#"$
u#
u
$
r
&
#
kl
$
u#
!
!
&trk#
r
! &
k #
kl x
!n
$
$
!
&tr"
"
"
"
p
k"z
p
}
#
ku"
$
k #
$"
kl
$"
u#
!
n
$
# #
r
l x
"
q
#
k
$
q r
u
$
k#
$"
v#
p 26.56
!""#!#
$
#
$%
&'(!
!!
$)
*
+,$
,+
-"
##
*
##
!
.#
*
+
$
$
$
.#
$"
/#
0!
.
"
*
+
1
$
.#
$"
#
-
*+
$!
"*
.
+
!2
!
-
$$
!0
!
.
#.
20
+.
3*
$ 4567820
+.9#
+
:.
!#;
<68
9
=:
#
>#
!$&;
?@820
+.9#
+
:.
!#;A
&B*9
&*:
!#;A
C/#
09 #:
#
>#
!$&;
DEFG8
.)
H DIJKE@G8
L#
)
"M1
/$
$"
/#
0
" 20
+.
&B*
N1OP L
0
>0)QR
O
,20
+.,9#
+
:.
!#;
,
&B*,9
&*:
!#;
H
/#
0
-
*
$
#"*
.
$
.
"
&
#
.S
$ +
1
$
.#
$ "
/#
0
$* # *
+
.
!
-
$
&
,L #
$,"
/#
0
*
#
$
") *
+!
T
.) O
!
-
*
$
#&
.
-
) O
.
")
/#
$-"-*
$
*
+
,$
,
$ *&
,$
,
$"
#!
.
*+
$
.#
$"
L
0
>
/#
0
* *
&B*
-*
+
!
26.57
!""#!#
$
#
$%
&'(!
!!
)
*"
&+,
"
$
&
-.
/
0.
$
"
* $
-1
#"
#
*#
,
.
"&
"
$
,
,
&
$
*#
$"
2#
3
##$
,!
4
,
#
$
*
#
,
0
!
/
5#*6
*
*
, # 5
*
!
, # 5#
2#
3
*0 7
$*8 #
6
&
0
&*
,
*#
&+,
8
$
*#
$ "
2#
3!
8
$
*#
$"
1
3
9
2#
3,.
*
,
&+,
5,
.
.*
3!
*
&*
#
!
5
6
$
*
.*
.
#&
!
1#*
:3
.*
26.58
!""#!#
$
#
$%
&'(!
!!
)*+,-./-0123*4,-*45**678+9:;;<87=8 >?@ABCDEFGH?@AICDEFJKLMH?EINOLHP QKRSTUVTWXWVUYZ[\ QLZQ@CH?E]^C__C]`aL]CFGMbL]CFJF?]M?O@RcO?NdLAPef?@gFhiCO@C?MEL]jLHHEFFEL]Gk@OLHHEFFEL]JF?]M?O@RcO?NdLAP jOZCIEFCO?FlmGO?FE]lC@gJm?KLLNOLHPef?@gF?]_iCOGk?@gF?]_@COJF?]M?O@RcO?NdLAP nC?@Q@CH?E]^C__C]`aL]CFo?]_ f?@gF?]_iCO@C?MEL]jLHHEFFEL]C@FZ QKC^C@EM?dCQ@CCL@_E]?]OCCpkIEOEMImFM?MCFMK?M?kkC?IFDEIIlCKC?@_?MMKC]CpMq@CdRI?@Im FOKC_RIC_HCCME]drLsMKCf?@g?]_iCO@C?MEL]jLHHEFFEL]RkL]MC]_?mkRlIEO]LMEOCdEAC]E] @Cd?@_MLMKCKC?@E]dLs?]?kkC?IN nRCMLMKCjLHHEFFEL]I?kFCE]kLFME]dFEd]F]LMEsmE]dMKCkRlIEODEMK?MC]_?m]LMEOCML?@CdRI?@Im FOKC_RIC_HCCME]dsL@MKC_?MCLstk@EIUXMKMKC?kkC?IMLlCKC?@_E]@Cd?@_MLWVVu]EL]vM@CCMD?F R]EI?MC@?IIm@CFOKC_RIC_sL@tk@EIWSMKDKEOKEF]LM?@CdRI?@ImFOKC_RIC_HCCME]dN wEAC]MK?MMKCkRlIEO@CIECFRkL]MKCI?]dR?dCLsL@_E]?]OCFMLlLMKE]sL@Hk@LOCFF?FDCIIO?IC]_?@F E]sL@HE]dLkkL@MR]EMECFsL@k?@MEOEk?MEL]MKC]MKC@C@?EFCFMKCk@LFkCOMLsICFFMK?]_RCk@LOCFFE]MKEF O?FCN fIC?FCFOKC_RICMKC?kkC?IsL@WVVu]EL]MLlCKC?@_?MMKC]CpM@CdRI?@ImFOKC_RIC_kRlIEOHCCME]d RkL]?_CxR?MCkLFMC_]LMEOCdEAC]?FE]sL@HC_lmMKCL@_E]?]OCMLlCaR]CUWoWXWVN QK?]gmLRsL@mLR@OL]FE_C@?MEL]E]MKEFH?MMC@N iCFkCOMsRIImmLR@Fo >?@ABCDEF
26.59
!
"##$"$!
%$
%&
'()"
""
*+,-./01/234/56./788/0.9:;</=>*/?6.0;@//>AB?:9>4/-0;C10B5*/3;/0>A:B D:EEA11A:B:BF6B/GHIHJHK LMNOPQRSNTTNRUVWRNXYZ[WRNX\XPRZP]M^_]P`aWbc Ld^efghfijihgklim LWlnopQXNqPXrsnY]PXQRrNMt\sPdWW`]WOc q]luPMbvNwQXYOPMbpNwQX\dWZOPQp`]WOcxyPMtXz{N]MNPZQWRqWOOQXXQWRY|M]WOOQXXQWR\XPRZP]M^_]P`aWbcxLWRsoppQWZ YZNppQWZ\XPRZP]M^_]P`aWbc }~
~
~~
~ ¡ ¢£¤ ¥¥~~~~¤~¡¢¢£ ¦£§¨£¢©¢ª
~~
~¥
« ~~~~~~~ ~~£¬ ¥~~
¥~¡¢¢£~® ¥~~¥~ ¥~~£®¯¥« ~¯¥® ¥£
®~
«®¯¥ ~
£® ¯~~££ °
± ¤
¯¯¯ ²³´µ¶· ²²³²¤¦§¢¨¢ ¸¹º¡£»¢£§©§ ¼½º¡£»¢£§©¡ ¾¿ÀÁÂ}~²ÃÄ£
Å ÆÇÈɤ~¡¢¡½´ ÊÀÂ
± ÃËij£¯Å ÌÍÂ}~²ÃÄ£ ÅίϥÃ
¯~¥Ä
~£
Å䵶²
Ã
ij£¯Å ÆÐÑÒÇÍÉ´~~¤~Ó¶~´¶²
¡ ¢
# ÔÕÖ×
'ØÙ
ÚÛÜÝ
Þ
Õ
ßÕàá
Ü
âÔÕÖ×âã$Ö ä× "$å
â
'ØÙâã'Ùä
"$å
26.60
!
"##$"$!
%$
%&
'()"
""
*
+$
,
-.
%
$#.
/
%
/!!#
'!
$
/0
%1
2
%
/$
% #
+$
,
%. $ .
1
/
"
-
%
'
!!
34!$
%3#
+$
,
.
$
%
#5!.
1"
6
!
!
/5!7"
-
.
%
! $'
/
- 5!7
/
#5!
+$
%-#-.
%
.
13%
3
% .'
3%
3
%#
$"
/
.1%
/$
%#
4
,
8
+$
,
. .!!
'9.-.
!!
1 "
:
/#
'9.
!!
#
%
'
;1<
51
%!
#
!!
/%
;4
!$#
$
/$.1
!!
#'#
%
.
.
'
!!
%
/$
%#
+$
,$$%
!
."
=
.
!!
!$
%
/
$
.5!
"
<
-$/0
/
/
. $ -
/
" . $ -$!
+$
,
/5!7
%/2!$
0
'
!! 5!
'/!!.
/$!!
'9.
2
%
/$
% #
+$
,"
2
%
/$
%#
4
,
8
+$
,.1
/
.
'9.-.
!!
1 1/
,"
/
'/
$
"-0
%
/
!
1/
1
! $'
!"
4$/
>,1/
26.61
!
"##$"$!
%$
%&
'()"
""
*+,-./01/234/56./788/0.9:;</=>?/@6.0;A//>BC@:9>4/-0;D10C5?/3;/0>B:C E:FFB11B:C:CG6C/HIJIKIL MNOPQRSPTUVWSPOXTQYZ[US\]]^W]_` a\bcdefdghgfeijek a]jlSYZPSXmnQWVoSYZPSXmYQW[PSXpSWYbqWS^r]s` RWja]XUR]Xm]ppOVpW]Xm]ppO[STWtNSu^W]_`vlSYZPwnQWYQSpO]XR]__OPPO]XVoYW]__OPPO]X[PSXpSWYbqWS^r]s` xy!
! z
"{
"|
}#~%
}
x
"
!!
x
'
!!
} %~
x$!!
'~
%
x$
%#
$
|"
%
x$
%#
$
|~
x
" y
% }
x%'x
%! $~
$
!!
#y!
%
x$
%#
$}~!
$$!
%
$
%#
%y!
" z
%
! $y!
x
~
%
%
#$
'
%
#
!$
%
#%
x
" ! $ $'
!!#
}
xy!
#%
}
~
% ~
y!
#
$
y!
%
}~
$
%#
%
x$
%#
$"
%~$
#
!$~
$
x#
!
x #
%#
!!~
'
!$
xy!
" $
~
$
x#
!
!!
$
#
%
x$
%#y!
!!
x#
~
$
x
#
%
'#
~
%~
} %
% $
%
$!$##
!!
%
x$
%#
|
$
|
%~ $ ~
x
" }
~
#
#
$
z!
!!x!
$#%
!
$
%
~
'
!$
xy!
%
$
"
"
'~x$!!
!~
"!'
x! $
xy!
"z
%
!
%
"
'~##
#
#
|
x#
|
!
$
x#
%
x$
%#
xy!
%#
!!
$
" z
%
$! $~
y!
#
}
$x
%
}~
!!
%
x$
%#
$
| !
%y!
~
%
}#
!
$$!
~
!
$$!
"
x$!!
~
!!
%%
%
x$
%#
$
|"
x
#
~
%
x$
%#
$} !
!!~
%"
!
#~
x
"{
" 26.62
!
"##$"$!
%$
%&
'()"
""
*%%
"+
" ,
$, -+.,
/0
% 12345-+.,6$. 7, "$8 9356 :7
$
;$"%'8 <=5-+.,6$. 7, "$8>
'?06'07
"$8>
@A$
+ 6!$7
$
;$"%'8 BCDE5
,F!
G BHIJC=E5
K$
F!!#LM
A%
%#
A$
+
# -+.,
'?0
NMOP
K
+
;+FQ
O R-+.,R6$. 7, "$8 R '?0R6'07
"$8 G
A$
+ *0
%
$#0
,
%
,!!#
'!
$
,S
%.
M
%
,$
% #
A$
+
%0 $ 0
.
,
" *
%
'
!!
RK!$
%R#
A$
+
0
$
%
#F!0
." T
!
!
,F!O" *
0
%
! $'
,
* F!O
,
#F!
A$
%*#*0
%
0
.R%
R
% 0'
R%
R
%#
$"
,
0.%
,$
%#
K
+
;
A$
+
0 0!!
'?0*0
!!
. " N
,#
'?0
!!
#
%
'
U./
F.
%!
#
!!
,%
UK
!$#
$
,$0.
!!
#'#
%
0
0
'
!!
%
,$
%#
A$
+$$%
!
0" V
0
!!
!$
%
,
$
0F!
" /
*$,S
,
,
0 $ *
,
" 0 $ *$!
A$
+
,F!O
%,M!$
S
'
!! F!
',!!0
, $!!
'?0
M
%
,$
% #
A$
+" M
%
,$
%#
K
+
;
A$
+0.
,
0
'?0*0
!!
. .,
+" ,
',
$
"*S
%
,
!
.,
.
! $'
!" K$, 26.63
!
"##$"$!
%$
%&
'()"
""
*+,-
26.64
!
"##$"$!
%$
%&
'()"
""
*+,-.,/01,23+,455,-+6789,:;<,=3+-8>,,;?@=76;1,*-8A.-@2<,08,-;?7@ B7CC?..?7@7@D3@,EFGFHFI JKLMNOPMQRSTPMLUQNVWXRPYZZ[TZ\] ^Y_`abcadedcbcfdb ^Zf^VN\PLUgNhhNUijZUNMSklZUNMXMPUkPTV_mTP[nZo] OTfJKLMNOPMQRSTPMLUQNVWXRPYZZ[TZ\]pqPVorNsLMS\PVoKNsLMXYZk\PLK[TZ\]ptPVWMuvNTVNPkLZUOZ\\LMMLZU SwVTZ\\LMMLZUXMPUkPTV_mTP[nZo] # xyz{ '|}
~
y
y
xyz{$z { "$ '|}'}
"$
$
y }
%
$#}
{
%
{!!#
'!
$
{
%z
%
{$
% #
$
y
%} $ }
z
{
"
%
'
!!
!$
%#
$
y
}
$
%
#!}
z"
!
!
{!
"
}
%
! $'
{
!
{
#!
$
%#}
%
}
z%
% }'
%
%#
$"
{
}z%
{$
%#
y
$
y
} }!!
'|}}
!!
z " ~
{#
'|}
!!
#
%
'
z
z
%!
#
!!
{%
!$#
$
{$}z
!!
#'#
%
}
}
'
!!
%
{$
%#
$
y$$%
!
}"
}
!!
!$
%
{
$
}!
"
${
{
{
} $
{
" } $ $!
$
y
{!
%{!$
'
!! !
'{!!}
{ $!!
'|}
%
{$
% #
$
y"
%
{$
%#
y
$
y}z
{
}
'|}}
!!
z z{
y" {
'{
$
"
%
{
!
z{
z
! $'
!" ${ xyz{ 26.65
!""#!#
$
#
$%
&'(!
!!
)*+,-./,+0*12-+/,345,1672-+89:;<==,070-1>,0*2-+98*>,*2.0+,?*,,/,@8A07 0.BCC)-28-D.*,,. EFGHIJKHLMNOKHGPLIQRSMKTUUVOUWX YTZ[\]\^_^`abc_d YUcYQIWKGPeIffIPghUPIHNijUPIHSHKPiKOQZkOKVlUmX JOcEFGHIJKHLMNOKHGPLIQRSMKTUUVOUWXnoKQmpIqGHNWKQmFIqGHSTUiWKGFVOUWXnrKQRHstIOQIKiGUPJUWWGHHGUP NuQOUWWGHHGUPSHKPiKOQZkOKVlUmXnpIHFGIvIIfMNFRIIfMSHKPiKOQZkOKVlUmX w x
$$
$
$
y
z#
"
$
$"
w#
{
$
| #
|
$!
x} ~
!
x
"#
$
$
z
x "#"
"
#
$"x
{
x"y
{
w#
# x
z
x!
z&
x
""#
"
z"x
# xzx
$!! }
x
z
$
#&
"
"
x}
x
"" #
x}
"
$
z#
x
z"$
|
$"
w#
{|
z#
! &"
$
x
$
x
"
$"
"
$
z#
$
x}
$$
##
$
x#
$"
{
x"y
{
w#
{
#
$
$
x#
!
&
! "
x}
$
x#
$"
w#
{
#
$
x
$
&
$
$"
w#
{! ¡¡ ¢££¤¥¦§¨£©ª «ª¬£ ¤£®¯°£¤£®±£ ££ ²©«ª¬ ³¥ " &
´
!
´
$
x
""
# " x
#
$
#
#
z#z
#
$
$"
w#
{"x
$$
$
#
xµ´
"
z $
&
$
! ¶«ª¬®¯°£ ¯·¯¸£¹«ª¬¥º »¹ª ª«ª¬ ¤£®·£¯·¯¸£«ª ¬¤££ ¥ 26.66
!""#!#
$
#
$%
&'(!
!!
)*+,-,./**0-.1*/2314/5*02*6573*-/.807.+39/17*/4/5/:7;*0790/.7*0-3</;.-.=>+;7=;7*? @/53-<9A4/BB7;7,<7*8/,2*73>2.,4/5,-,./**7AA<7802*1-.,/B<77*-.=/B*07C2;132.,D7E;72*-/. F/<<-33-/.*0-38/5A,G7? +E0/37/.7/B*0737,2*73*02*4/5/BB7;7,>0/87:7;>+*0-.1*0-3-32<-<9/;*2.*<2**7;/B95GA-E-.*7;73*2., -*30/5A,*2179A2E72*2;7=5A2;A43E07,5A7,<77*-.=/B*07C2;132.,D7E?F/<<-33-/.? CA7237A7*<71./8*072.387;*/*0-36573*-/.233//.234/52;72GA7*/>G7E2537+82.**/02:7<429972A 2.,*07E-*4H39A2.B/;*0707;-*2=7*;77;7</:2A*/G7072;,2*2;7=5A2;C2;132.,D7E;72*-/.I77*-.=>23*0-3 8/5A,G7*07G73*824B/;*0795GA-E*/G72GA7*/G7-.B/;<7,2.,2A3/>*/92;*-E-92*7-.*07<2**7;? JK
L
&&
"
#
LM$
$
"
&
"
K
$K
"
"N
LN
K
O"
N P
K # K
L
K
L
""
!
K&L
L""
K
L
"
$
#
$ K
O! Q
RK
$
$
#&
"
O
$
RK
LK
O O
$
O"
S#
T
$
$
L#
$
U
#
LV
K
L
""
#
"N !
"
#
L
O
$
L#
$"
S#
T! CA7237;79A4*/<46573*-/.2G/5*02:-.=*07072;-.=/B<429972A,5;-.=2;7=5A2;A43E07,5A7,<77*-.=/B *07C2;132.,D7E?F/<<-33-/.>*02*+2<37.,-.=*/4/5-.*0-37<2-A>W53*233//.234/52;72GA7*/>I;? X7,,7.YZ/.73? +2A3/;72AA4299;7E-2*7-B4/58/5A,E2AA<7*0-32B*7;.//.>233//.239/33-GA7>2B*7;4/53772.,;72,*0-3 7<2-A>2G/5**0-3;7Y3E07,5A7,,2*7/BI/.,24>)9;-A[\>[][^2.,807*07;*02*8-AAG72;7=5A2;A43E07,5A7, <77*-.=/B*07C2;132.,D7E?F/<<-33-/.>/;807*07;-*-32>_397E-2A<77*-.=_8-*0/.A4<429972A2., 072;-.=2.,*0-3<2**7;/B*07E-*4H39A2..7,;7</:2A/B*07*8/07;-*2=7*;773? `07;73*/B<4E/.E7;.32G/5*,2*732.,*0792E17**02*+,-3E533G7A/87337.*-2AA4B/AA/8B;/<*072G/:7 </3*-<9/;*2.*6573*-/.2.,9/-.*/BE/.E7;.? `0737,2*732.,2=;77<7.*387;7<2,78-*0/5*<7G7-.=2,7652*7A4-.B/;<7,2G/5**07*497/B<77*-.= *02*+8/5A,G72=;77-.=*/-.<42=;77<7.**/;73E07,5A7*0729972A072;-.=B/;I/.,24>)9;-A[\>[][^? N" L
#
$
K#
#
$"L
$ L
L
K$$
$
L
#
L
ab
L
"! b#K
#
R
K
c$L##
O
O$
$
$R K"K
L
"L
O#
#
OL
LN
O"d ! K&$"
!
K
V
K # &L
OR
"L##
O
c
O
RK
""K
L
O
"
$
KOR
&L K
#
"
$
S#
T
$K# L
! # "L
eK # K
&O
N
O"
#
O#M&K
$
L#
$f
"
"
"
b
T
c""#"
aO
J
#$
L
#$"
$K # g
#
LK
#
! "
#
L
$
K # K
$
$"
T
L" b
T
c
S#
$e#
"
LN
f#
L
"
$"L
$
"L
""#
#
$"
$! h
RK
"OLL
!
K
$
RK
""OLL
LK
"
#
O$
$"
S#
T
! 26.67
!""#!#
$
#
$%
&'(!
!!
)$
$"
*
+",
*
-
.#
*
$
+ "
$/0
"
/
+#
!
&10
$
+
&+
$"
2"
$
&
#
+"
$
"
3,
,
*
-45
+
##$
$
#
5#
! 0
/5&
#
+#
0
$
+ "
$
/
+
5$
6789:;6:<=>?7@9:7@A77BCD8EFB?7GCB<EFH;DB;G69IJ;6K=;D@L7>67;BCED GEAAC==CED
5
+
+ "
$
0
5$
"# +
$! /0
"
"#
+"+
!"
&+
#
2
0
5
4
+
+
+"
+)
5#
/0
"
5#
#
$
#5"
+)
$ "
$
.#
*
$05
$
#2
+
$
"
#
"4! 0&"0
&$
#
$
$"
.#
*
$"
#
+",
*
-
")
/
$+
$"
5
M
$
+ #
.#
*
$! )/
+
$
"0
/
#&
0
+#
& 10
$
$
"
+)
0
0
5#
#
5#2
N
5+
#
+
0
#4
5
$0
&
+
3,
+
/0
+
5
OO
$! )
+
#
5#"
N
5+
0
#+
$
0
+#
"+
"
$+
$0
$! /0
"3,
&$
O
&$0
"
*
+",
*
-
.#
""#*
# ,
0 /
5
5
O
$
+
! )
" O
+
+) P
/
&
"3,
/5&
$
5
"
M
$"
.#
*0
$0
#
")
/
5+&"0
+#
+
2
N
$
5
5+
#
+4! /
Q
#"0
+#
&10
+"+
5
#&
0
+
$
0 #
5& "! "
$
+N
#
0
&
0"
5#
0
5
5""
$0 #
5#
")
0
&5$&"+#
& 10
5
$
+
0
0
+
+
""#
$
+) P
! /0
+
#
$ +
"
M
"#$
"
"
+
#0
/#"
+
+
0
#"+
"/
$
+
$$
#
+2
+
#&
$
/
"
"
3,
+4
$&
5#
N
+
"
5#
&
+
5"
5
#
+R
&
0
$0
0
$
!
/# 0 +
""
0
"
+) S
+)
!
T
/
+
##
"+
$
+#
$"
.#
*
$
5#R
0
#
" M #
05# #
5#0
5
0 "
U #
$U
+
$
"+
5
! V;WCD8?;@;F7XACD9B7=BEB?CDK;YE9BB?7CAZ:C>;BCED=EF;::B?C=[FC6=BEF;::B?7F;C:967;D@B?7:;>KEF DEBC>7BEB?7Z9Y:C>B?;BX;=DEBA;@7B7D@;<=CD;@W;D>7EFB?76789:;6:<=>?7@9:7@J;6K=;D@L7>\ GEAAC==CED[;D@B?767=>?7@9:CD8EFB?7?7;6CD8B?;B<E9?;=BC:<@C67>B7@A7BEX;6@[];A7^B67A7:< >ED>76D7@;YE9BB?7;ZZ7;:?7;6CD8Y7=7BEDB?7_`B?EFaZ6C:\ 26.68
!""#!#
$
#
$%
&'(!
!!
)*+,-+./01+-2-+34+,-+./56102-7589:.;<=5<><?@5A,30+,3B-:C/-02D3E:3-+.10F1GG.//.10A.;;H3 ,1;2.0I-:3IJ;-:;7/E,32J;325*J;;7:3IJ;-:G33+.0I*1:-02A.+,+,3BJH;.E1*+,3F.+71*K-0+-F:JL5A,.E, A1J;2.0E;J23+,330+.:3:3IJ;-:9:1E332.0I/-02+,33M93E+32-02:3NJ.:329JH;.E01+.E3/-023M93E+-+.10/ 10+,39-:+1*+,39JH;.EE.+.L30:75)+,.0CA30332+1A-.+-02,-O3+,3,3-:.0I1*G7-993-;-H1J++,3 :3G1O-;1*+,3+A1,3:.+-I3:32A112+:33/J0+.;.+E-0H3/E,32J;32+1H3,3;22J:.0I-:3IJ;-:;7/E,32J;32 G33+.0I1*+,3B-:C/-02D3E:3-+.10F1GG.//.10P
Q
"Q
#
#
" #
!! RS
Q
Q
Q
T
##"Q
S$
&
#&
S
T
! R
Q#
R
SU #
Q
Q
##
T
#
T$ T"
T#
$
$"
V
Q"W
V
X
Y#
V
$
"
#
T#Z#
"#
S
"
"
T#
$
V
Q[T
\
Z
&
S
$S
Q
[W
W
V
XV]^_
`
!
Q ST
R
Q
#&Q
#
_
Q
#
#
$ ##
"
$
"
! W#Q
!aV
TQ # ``b
b
c#
T
dQ
!#e
$
fU`b W
V
XV]^_
`
26.69 BYLAWS
of the
Parks and Recreation Commission
City of Santa Cruz, California
Under authority of applicable statutes of the State of California, and the City Charter of the City of Santa Cruz, California, for the purpose of establishing rules and regulations governing the organization and procedures of the Parks and Recreation Commission of the City of Santa Cruz, CA
Adopted December 1, 2003
Amended by Commission March 1, 2010
Approved by City Attorney March 15, 2010
Approved by Council March 23, 2010
Amended by Commission November 1, 2021
Amended by Commission, Approved by Council December 14, 2021
26.70 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 2 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Parks and Recreation Commission Bylaws
Table of Contents
ARTICLE I – NAME AND/OR AUTHORITY ....................................................................................... 4 ARTICLE II – PURPOSE.......................................................................................................................... 4 ARTICLE III – DUTIES AND RESPONSIBILITIES............................................................................ 4 ARTICLE IV – MEMBERSHIP ............................................................................................................... 5 Section 1. Membership ................................................................................................................................. 5 Section 2. Qualifications............................................................................................................................... 5 Section 3. Application for Membership........................................................................................................ 5 Section 4. Method of Appointment............................................................................................................... 5 Section 5. Good Standing and Reporting of Absences................................................................................. 5 Section 6. Termination.................................................................................................................................. 6 Section 7. Ex-Officio Membership “Optional”............................................................................................. 6 ARTICLE V – TERM OF OFFICE.......................................................................................................... 6 Section 1. Term............................................................................................................................................. 6 Section 2. Membership Year......................................................................................................................... 6 Section 3. Length of Term ............................................................................................................................ 6 Section 4. Dual Service................................................................................................................................. 6 ARTICLE VI – OFFICERS AND ELECTIONS..................................................................................... 6 Section 1. Officers ........................................................................................................................................ 6 Section 2. Election of Officers...................................................................................................................... 6 Section 3. Term of Office ............................................................................................................................. 6 Section 4. Nominations................................................................................................................................. 7 Section 5. Voting .......................................................................................................................................... 7 Section 6. Vacancy of an Officer.................................................................................................................. 7 Section 7. Removal of Elected Officers........................................................................................................ 7 Section 8. Duties of the Chair....................................................................................................................... 7 Section 9. Duties of the Vice Chair............................................................................................................... 7 Section 10. Duties of the Acting Chair......................................................................................................... 8 ARTICLE VII – STAFF SUPPORT......................................................................................................... 8 Section 1. Staff.............................................................................................................................................. 8 Section 2. Staff Relationship to the Advisory Body ..................................................................................... 8 ARTICLE VIII – MEETINGS .................................................................................................................. 9 Section 1. Time and Location of Meetings................................................................................................... 9 Section 2. Cancellation ................................................................................................................................. 9 Section 3. Special Meetings.......................................................................................................................... 9
26.71 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 3 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc ARTICLE IX – CONDUCT OF MEETINGS ................................................................................... 9 Section 1. Compliance with the Brown Act and Council Policies................................................................ 9 Section 2. General Conduct of Meetings...................................................................................................... 9 Section 3. How Items Are Placed on the Agenda ......................................................................................... 9 Section 4. Quorum ...................................................................................................................................... 10 Section 5. Absence of a Quorum ................................................................................................................ 10 Section 6. Agenda ....................................................................................................................................... 10 Section 7. Order of Business ....................................................................................................................... 10 ARTICLE X – MOTIONS ....................................................................................................................... 10 Section 1. Call for Motion .......................................................................................................................... 10 Section 2. Seconding a Motion ................................................................................................................... 10 Section 3. Lack of a Second ........................................................................................................................ 10 Section 4. Discussion/Debate ...................................................................................................................... 10 Section 5. Time Limits on Discussion/Debate ............................................................................................ 10 Section 6. Amending a Motion ................................................................................................................... 10 Section 7. Withdrawing a Motion ............................................................................................................... 11 Section 8. Motion to Table .......................................................................................................................... 11 Section 9. Results of Voting ....................................................................................................................... 11 ARTICLE XI – VOTING ......................................................................................................................... 11 Section 1. Statements of Disqualification ................................................................................................... 11 Section 2. Voice Vote ................................................................................................................................. 12 Section 3. Roll Call Vote ............................................................................................................................ 12 Section 4. Sealed Ballot Votes .................................................................................................................... 12 Section 5. Adoption of ................................................................................................................................ 12 Section 6. Tie Votes .................................................................................................................................... 12 ARTICLE XII – REPORTS .................................................................................................................... 12 Section 1. Agenda Reports to Advisory Body ............................................................................................ 12 Section 2. Committee Reports .................................................................................................................... 13 Section 3. Preparation of Advisory Body-Generated City Council Agenda Reports ................................. 13 ARTICLE XIII – RECORD KEEPING ................................................................................................. 13 Section 1. Maintenance of Records ............................................................................................................. 13 Section 2. Action Agenda ........................................................................................................................... 13 Section 3. Minutes ...................................................................................................................................... 13 Section 4. Audio and Video Recording of Meetings .................................................................................. 13 ARTICLE XIV – COMMITTEES .......................................................................................................... 14 Section 1. Ad Hoc Committees ................................................................................................................... 14 Section 2. Standing Committees ................................................................................................................. 14 Section 3. Staff Support to Committees ...................................................................................................... 14 Section 4. Appointments ............................................................................................................................. 14 Section 5. Committee Meetings .................................................................................................................. 14 ARTICLE XV – AMENDMENTS .......................................................................................................... 14 ARTICLE XVI – ADOPTION OF BYLAWS ........................................................................................ 15
26.72 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 4 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Parks and Recreation Commission Bylaws
ARTICLE I – NAME AND/OR AUTHORITY
The Name of this organization shall be the Parks and Recreation Commission of the City of Santa Cruz, California; hereinafter referred to as the Commission, or the Advisory Body.
ARTICLE II – PURPOSE
The Parks and Recreation Commission will advise City Council on matters pertaining to public facilities including neighborhood and regional parks, the greenbelt, museum, wharf, urban forest, golf course and medians after receiving public input. The Commission will also advise City Council on matters pertaining to recreation programs and facilities including youth, teen, adult, and senior activities, arts and cultural programs, beaches and pools, and other community facilities.
ARTICLE III – DUTIES AND RESPONSIBILITIES
The Parks and Recreation Commission shall have the ability, as vested by the City Council, and be required to:
• Recommend to the City Council, after public input, the adoption, amendment or repeal of ordinances, resolutions, or requirements pertaining to the preservation, enhancement and advancement of the viability and attractiveness of parks and recreation programs and facilities;
• Make recommendations to the City Council concerning programs policies and decisions relating to trees under Chapter 9.56 (Preservation of Heritage Trees and Heritage Shrubs) and Chapter 13.30 (Trees);
• Undertake studies in the area of parks and recreation; • Act in an advisory capacity to the City Council in all matters pertaining to public recreation, including playgrounds, music and entertainment;
• Grant or deny heritage tree and heritage shrub permit applications on appeal pursuant to chapter 9.56.030 (Heritage Trees and Heritage Shrubs);
• Hear appeals to major public event permits pursuant to Chapter 10.64.250 (Major Public Special Events);
• Hear appeals to public gathering and expression permits pursuant to Chapter 10.65.230 (Public Gathering and Expression Events);
• Hear appeals from persons aggrieved by any decision of the director relating to trees pursuant to chapter 13.30.050 (Trees)
• Hear appeals to “adopt-a-park” applications pursuant to Chapter 13.40.050 (Park Adoptions); • Receive complaints pertaining to parks and recreation programs and facilities; • Review and make recommendations to the City Council pertaining to the department annual budget during its preparation;
• Review, monitor, and make long-range recommendations concerning the planning of a program for parks and recreation for the inhabitants of the city, promote and stimulate public interest therein, and to that end, solicit to the fullest extent possible the cooperation of school authorities and other public and private agencies interested therein;
26.73 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 5 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc • Review for comment qualified permit parking requests adjacent to City parkland or other public facilities pursuant to Chapter 10.41.040 (Vehicles and Traffic Citywide Permit Parking);
• Consult with the Parks & Recreation Director on any changes to park hours of operation pursuant to Chapter 13.04.011 (Parks and Recreation Hours of Operation); • Hear and decide matters relating to parks and recreation programs and facilities; and • Accept money, personal property or real estate donated to the city for park or recreational purposes, subject to the approval of the City Council.
• Perform other duties as may from time to time be prescribed by the City Council.
ARTICLE IV – MEMBERSHIP
Section 1. Membership
The Parks and Recreation Commission shall consist of seven Parks and Recreation Commission members, hereinafter referred to as members.
Membership, term of office, and procedures for removal of members and the filling of vacancies shall be as established by City Ordinance or by the City Council.
Section 2. Qualifications
The seven members of the Parks and Recreation Commission shall be qualified electors of the City of Santa Cruz pursuant to 2.40.011 of the Municipal Code and City Council Policy, Section
5. Section 3. Application for Membership
Prospective members shall file an application in the office of the City Clerk.
Section 4. Method of Appointment
The Parks and Recreation Commission shall consist of seven (7) members, appointed by the City Council and serving thereafter at the pleasure of the Council.
Section 5. Good Standing and Reporting of Absences
Absences will be identified as “with notification” and “without notification.” An absence is considered as “with notification” if the member notifies the Staff or the Chair prior to a regular or special meeting. If there has been no prior notification, the absence is considered “without notification.”
Each member is allowed three absences with notification per calendar year. Should a member exceed the allowed absences from regular and special meetings, Staff shall notify the City Clerk. Excessive absences shall result in termination of membership. A leave of absence, approved by the City Council according to Council Policy is not subject to termination.
It is the responsibility of staff of an advisory body to bring serious attendance issues to the attention of the Mayor or City Clerk prior to reaching the limit, if possible. If either through study of the annual attendance report or through other channels, the Mayor learns that a member has more than the allowable number of absences, the Mayor may notify the member or chairperson that action may be initiated by City Council to remove the member from the
26.74 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 6 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc advisory body. The Mayor may choose to postpone or withhold notification to City Council in unusual circumstances: for example, if the member is actively performing work for the advisory body outside of the regular meetings or is involved in subcommittee work.
Section 6. Termination
After three meetings following appointment to the Advisory Body, each member shall be subject to removal by motion of any Councilmember, adopted by at least four affirmative votes.
Section 7. Ex-Officio Membership “Optional”
The Parks and Recreation Commission may find that, because of the complexity of its work, it is desirable to add member(s) at-large to the Advisory Body to serve as non-voting ex-officio members to lend other opinions or expertise to the work of the Advisory Body. The City Council will authorize the Chair of the Advisory Body to nominate member(s)-at-large for Council approval to be non-voting ex-officio members for a determined period of time.
ARTICLE V – TERM OF OFFICE
Section 1. Term
Term of office for each member shall be four years. A member may be appointed to complete an unexpired term. A member may continue to serve until their successor has been appointed.
Section 2. Membership Year
A membership year shall be from February 1st to January 31st of each year.
Section 3. Length of Term
A member shall not serve more than two consecutive full four-year terms. Upon completion of a member's eighth consecutive year of service, that member will be ineligible for reappointment for a period of two years. Members who have six years or less at the time their term expires are eligible for reappointment.
Section 4. Dual Service
No member shall be eligible to serve on two Advisory Bodies unless one is established for less than 13 months.
ARTICLE VI – OFFICERS AND ELECTIONS
Section 1. Officers
Officers of the Advisory Body shall consist of a Chair and Vice Chair.
Section 2. Election of Officers
As soon as is practicable following the first day of February of every year, there shall be elected from among the membership of the Advisory Body a Chair and Vice Chair.
Section 3. Term of Office
The term of office for the Chair and Vice Chair is one calendar year. Officers may not serve in the same position for more than two consecutive years.
26.75 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 7 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Section 4. Nominations
The Chair will open the floor to nominations. Any member may nominate a candidate from the membership for the position of Chair or Vice Chair; nominations need not be seconded.
A member may withdraw their name if placed in nomination, announcing that, if elected, s/he would not be able to serve; but s/he shall not withdraw in favor of another member.
Once the nominations are complete, the Chair will ask for a motion to close the nominations; a second of, and vote on, the motion is required.
The Chair then declares that it has been moved and seconded that the nominations be closed, and the members proceed to the election.
Section 5. Voting
Voting may be by voice vote or by roll call vote.
The candidate who receives a majority of the votes is then declared to be legally elected to fill the office of Chair, and will immediately chair the remainder of the meeting.
The same procedure is followed for the election of Vice Chair.
Section 6. Vacancy of an Officer
Should a vacancy occur, for any reason, in the office of Chair or Vice Chair prior to the next annual election, a special election shall be held to fill the vacant office from among the membership. That member shall serve until a new appointment has been made.
Section 7. Removal of Elected Officers
The Chair or Vice Chair may be removed by a majority vote of the full Advisory Body at a regularly scheduled meeting of the Advisory Body, when all appointed members are present, or at a special meeting convened for that purpose at which a quorum is present. Any officer removed ceases to hold the office once the vote has been tallied and announced. If the Chair is removed, the Vice Chair shall become the new Chair. An election for the Vice Chair shall then be agendized for the next meeting.
Section 8. Duties of the Chair
The Chair shall preside at all regular meetings and may call special meetings. The Chair shall decide upon all points of order and procedure during the meeting; their decision shall be final unless overruled by a vote of the Advisory Body, in compliance with Article IX, Section 2, “General Conduct of Meetings.” The Chair may not make motions, but may second motions on the floor. The Chair acts as primary contact for staff and shall represent the Advisory Body before City Council whenever the Advisory Body or Council considers it necessary. The Chair and staff shall jointly set the meeting agenda.
Section 9. Duties of the Vice Chair
The Vice Chair shall assume all duties of the Chair in the absence or disability of the Chair.
26.76 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 8 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Section 10. Duties of the Acting Chair
In case of absence of both the Chair and the Vice Chair from any meeting, an Acting Chair shall be elected from among the members present, to serve only during the absence of the Chair and Vice Chair.
ARTICLE VII – STAFF SUPPORT
Section 1. Staff
Staff support and assistance is provided, but advisory bodies do not have supervisory authority over City employees. While they may work closely with advisory bodies, staff members remain responsible to their immediate supervisors and ultimately to the City Manager and Council.
The Director of Parks and Recreation, or their designee, shall act as Liaison on behalf of the City and shall designate a secretary to the commission (Secretary) to assist and support the Advisory Body. Staff shall attend all regular and special Advisory Body meetings.
The Liaison shall:
• work closely with the Chair between meetings to identify and schedule agenda topics; • be responsible for coordination of reports, studies, and recommendations as are necessary to assist the Advisory Body in the conduct of its business; • enlist the assistance of other departments as required; • make recommendations, prepare reports and proposals to the Advisory Body; • represent the Advisory Body at meetings, presentations, and other public functions as requested; and
• oversee administrative tasks.
The Secretary shall:
• ensure compliance with all Brown Act postings and noticing requirements; • record minutes of the meetings in accordance with the guidelines established in the “Preparation of Minutes” section of the City Councilmembers' Handbook; • maintain proper records and files pertaining to Advisory Body business; • receive and record all exhibits, petitions, documents, or other materials presented to the Advisory Body in support of, or in opposition to, any question before the Advisory Body; sign all notices prepared in connection with Advisory Body business; • attest to all records of actions, transmittals, and referrals as may be necessary or required by law.
Section 2. Staff Relationship to the Advisory Body
Given limited staff resources, the Chair or individual members shall not make separate requests of staff without approval of the Advisory Body. If a member has a research or report request, it shall be brought to the Advisory Body for discussion, consideration, and recommendation prior to making the request of staff. If not approved by the Advisory Body, the individual member shall be responsible for their own research or report.
The Liaison and the Chair shall jointly set the meeting agenda. The Secretary shall schedule appeals and public hearings according to legal requirements.
26.77 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 9 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc ARTICLE VIII – MEETINGS
Section 1. Time and Location of Meetings
The Advisory Body will hold its regular meeting on the second Monday of every other month (February, April, June, August, October, December) which shall begin at 4:00 pm in the City Council Chambers and will adjourn no later than 6:00 pm, unless the Chair, with concurrence of the Advisory Body, extends the time of adjournment.
If the scheduled date for a regular meeting falls on a holiday, such meeting shall be rescheduled in accordance with Council policy.
Section 2. Cancellation
If a majority of the membership deems it necessary or desirable, a scheduled regular meeting may be cancelled or rescheduled upon giving notice, unless a public hearing has previously been noticed.
Section 3. Special Meetings
The Chair of the Advisory Body, staff, or a majority of the membership of the Advisory Body may call a special meeting. Notice of such meeting shall state the purpose or the business to be transacted during such special meeting. No other business may be transacted at such special meeting other than as stated in the notice. Oral Communications are not required at special meetings as long as a statement appears on the agenda identifying that there will be no Oral Communications, but that members of the public will have the opportunity to address the Advisory Body on item(s) on the agenda.
ARTICLE IX – CONDUCT OF MEETINGS
Section 1. Compliance with the Brown Act and Council Policies All regular, special, and adjourned meetings of the Advisory Body shall be open meetings to which the public and the press shall be admitted in compliance with the Brown Act. Meetings will be held at City facilities which are accessible to persons with disabilities.
Section 2. General Conduct of Meetings
Points of order and conduct, including those not addressed by these Bylaws, shall be settled by the Chair, unless overruled by a majority vote of the Advisory Body. Points of order and conduct shall comply with the Brown Act, these Bylaws, and the City Councilmembers’ Handbook. The Chair will consult with staff as necessary. Unresolved issues shall be referred to the City Attorney and continued to a future meeting.
Section 3. How Items Are Placed on the Agenda
A request to have an item placed for consideration on a future agenda may be made by staff, any Advisory Body member or a member of the public. The Chair and staff will consider the validity (within the approved scope of work) and urgency of the request and determine when and if that item should be placed on an Advisory Body agenda. Issues can be referred to an advisory body by the City Council and may have time sensitive deadlines. The items must comply with the procedures in Article XII, Section 1, “Agenda Reports to Advisory Body.”
26.78 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 10 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Section 4. Quorum
A quorum of the Parks and Recreation Commission shall consist of four (4) members, whether or not there are vacancies on the Advisory Body.
Section 5. Absence of a Quorum
In the absence of a quorum at any meeting, such meeting shall be adjourned to the next regular meeting date by the Chair, Vice Chair, or staff.
A meeting may be declared adjourned for lack of a quorum after a 15-minute period has elapsed from the scheduled time of the start of the meeting. A meeting may also be declared adjourned in advance, if absence notifications received by staff provided for lack of a quorum. Adjournment may be declared by any member or staff.
Section 6. Agenda
The Chair and staff shall jointly set the meeting agenda and its format shall conform to the template set by Council Policy.
Section 7. Order of Business
The Chair or a majority vote of the Advisory Body may change the order of business.
ARTICLE X – MOTIONS
Section 1. Call for Motion
Upon conclusion of preliminary discussion, any member other than the Chair may place a motion on the floor. The motion shall contain the proposed action.
Section 2. Seconding a Motion
The Chair shall receive all motions and shall call for a second to each motion. The Chair may second a motion.
Section 3. Lack of a Second
If, after a reasonable time, no second has been made, the motion shall be declared dead for lack of a second, and the Chair shall state this. This shall not be considered an action of the Advisory Body and shall not be included in the minutes.
Section 4. Discussion/Debate
After a motion has been made and seconded, the Chair shall call for a discussion of the question.
All discussion shall be limited to the motion on the floor. At the close of the discussion, the Chair shall put the matter to a vote.
Section 5. Time Limits on Discussion/Debate
The Chair may, at their discretion, limit debate of any motion; except that each member shall have the opportunity to speak.
Section 6. Amending a Motion
A motion to amend may be made by any member to revise a motion on the floor; but it cannot be a freestanding motion on its own, nor can it substitute for a main motion. The motion to amend
26.79 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 11 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc must be voted upon, unless the maker and the second accept it as a friendly amendment, and, if it passes, it then becomes part of the main motion.
Section 7. Withdrawing a Motion
Any motion may be withdrawn by the maker and the second and shall not be included in the meeting minutes.
Section 8. Motion to Table
A motion to table may be made to suspend consideration of an item that appears on a meeting agenda for reasons of urgency or to end an unproductive discussion. A motion to table is not in order when another member has the floor. A motion to table requires a second, is not debatable, is not amendable, requires a majority vote for passage, and, if adopted, cannot be reconsidered at the meeting at which it is adopted. Members will refrain from using a motion to table as a means of capriciously limiting debate among members, to suppress a minority of the Advisory Body, or to avoid public input on an agenda item under consideration by the Advisory Body.
Section 9. Results of Voting
The Chair shall state the results of each vote, e.g., “The motion passes by a vote of five to two.” ARTICLE XI – VOTING
Section 1. Statements of Disqualification
Section 607 of the City Charter states that “...All members present at any meeting must vote unless disqualified, in which case the disqualification shall be publicly declared and a record thereof made.” No member may abstain from voting on any item, except on the approval of the minutes, when that member was absent.
The City of Santa Cruz has adopted a Conflict of Interest Code, and Section 8 of that Code states that “no person shall make or participate in a governmental decision which s/he knows or has reason to know will have a reasonably foreseeable material financial effect distinguishable from its effect on the public generally.”
Any member who has a disqualifying interest on a particular matter shall do all of the following:
1) Publicly identify the financial interest that gives rise to the conflict of interest or potential conflict of interest in detail sufficient to be understood by the public, except that disclosure of the exact street address of a residence is not required; 2) Recuse themselves from discussing and voting on the matter, or otherwise acting in violation of government code Section 87100;
3) Leave the room until after the discussion, vote, and any other disposition of the matter is concluded unless the matter has been placed on the portion of the agenda reserved for uncontested matters;
4) Notwithstanding paragraph 3, a public official may speak on the issue during the time that the general public speaks on the issue.
Any question regarding conflicts of interest shall be referred to the City Attorney.
26.80 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 12 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Section 2. Voice Vote
All questions shall be resolved by voice vote. Each member shall vote “Aye” or “No” and the vote shall be so entered into the minutes, noting the vote of each member. A member may state the reasons for their vote, which reasons shall also be entered into the minutes of the meeting.
All members including the Chair shall vote on all matters, except where they have a disqualifying interest.
Section 3. Roll Call Vote
Any member may request a roll call vote, either before or immediately after a voice vote. A roll call vote shall be taken without further discussion. The Advisory Body staff shall call the roll and each member shall state their vote for the record.
Section 4. Sealed Ballot Votes
No Advisory Body shall take a sealed ballot vote in open session.
Section 5. Adoption of
Adoption of a motion shall be made by a simple majority of the members present, except as otherwise provided. The Chair shall restate the vote for the record, e.g., “The motion is approved by a vote of five to two.”
Section 6. Tie Votes
Tie votes will be resolved as follows:
Statement of Disqualification: A tie vote resulting from a Statement of Disqualification of one or more members, with no members absent and no vacancies on the Advisory Body, shall constitute a defeat of the motion.
Absence: A tie vote during the absence of one or more members, or when there is a vacancy on the Advisory Body, shall cause the item to be automatically continued to the next meeting; except that, as to matters on which action must be taken on a date prior to the next meeting, a tie vote shall constitute a denial of the requested action.
Successive Tie Vote: A tie vote at the next meeting on a matter that has been continued as a result of a tie vote shall constitute a denial of the appeal or defeat of the motion.
ARTICLE XII – REPORTS
Section 1. Agenda Reports to Advisory Body
All agenda items require a written report or an oral report. Written reports serve as the analysis, detail, history, and justification for each agenda item. Oral and written reports shall include recommendation(s) and background. If a report is initiated by an Advisory Body member, a draft of that report shall be provided to staff for formatting at least 10 business days prior to the meeting. Staff shall then format reports to be consistent with content, style, and formatting of City Council agenda reports. Items initiated by a committee shall be processed in the same manner. Draft reports not submitted in a timely manner shall be placed on a future agenda.
26.81 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 13 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc Section 2. Committee Reports
Committee reports may be verbal or written and may be accompanied by written documentation.
Section 3. Preparation of Advisory Body-Generated City Council Agenda Reports All resolutions and recommendations adopted by the Advisory Body and addressed to the City Council shall be delivered to the Mayor as soon as possible. If the action requests City Council action, the item shall be placed on a future City Council agenda. Agenda reports to the City Council from the Advisory Body shall be written reports consistent with content, style, and formatting of City Council agenda reports.
Additionally, the agenda report shall include a section called analysis, which includes the pros, cons, and foreseeable consequences of the recommendation(s). In the event that staff and the Advisory Body disagree, an analysis of both recommendations shall be included.
ARTICLE XIII – RECORD KEEPING
Section 1. Maintenance of Records
All records shall be maintained according to the City of Santa Cruz Records Retention Schedule.
Section 2. Action Agenda
Action agendas are required for Standing Advisory Bodies as referenced in Council policy 5.14.
An action agenda is an unofficial record of the meeting and shall consist of attendance, meeting start and adjourn time and a brief description of action taken. The action agenda shall be made available online within four working days of the meeting.
Section 3. Minutes
Action-only minutes will be produced for all Advisory Body meetings in the same format as that used for City Council meetings. Advisory Body members who want a particular comment included in the minutes must state “for the record” before making such comment. Minutes shall be reviewed, corrected as appropriate, and or amended and approved by the Advisory Body at a subsequent meeting. Minutes are a permanent document and shall be maintained in hard copy in addition to an electronic version.
Subcommittee reports presented orally in a meeting shall be summarized in the minutes.
Section 4. Audio and Video Recording of Meetings
Proceedings for all Advisory Body meetings shall be recorded electronically whenever possible.
The electronic media shall be retained for one year pursuant to the City of Santa Cruz Records Retention Schedule.
As appropriate and/or when requested by the Advisory Body or City Council, a meeting of the Advisory Body may be video recorded or televised.
Members of the public have the right to make recordings of a meeting without disrupting the proceedings under any circumstances.
26.82 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 14 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc ARTICLE XIV – COMMITTEES
Section 1. Ad Hoc Committees
Ad hoc committees are established by an Advisory Body to gather information or deliberate on issues deemed necessary to carrying out the functions and purpose of the Advisory Body. Ad hoc committees generally serve only a limited or single purpose, are not perpetual, and are dissolved once their specific task is completed. An ad hoc committee shall be less than six months in term and shall have fewer members than a simple majority of the membership of the appointing Advisory Body. Ad hoc committees shall bring back information to the Advisory Body in either oral or written form.
Following ad hoc committee input, the Advisory Body shall then discuss, deliberate, and make recommendations on the designated issue, thereby providing the public with the opportunity to participate in the decision-making process. This shall take place in the presence of a quorum of the Advisory Body at a properly noticed public meeting.
Ad hoc committees shall not be subject to the Brown Act. City staff shall not be required to be present at ad hoc committee meetings. All ad hoc committees shall provide a final report to the Advisory Body in lieu of minutes.
Section 2. Standing Committees
Standing committees are bodies established to gather information or deliberate on issues deemed necessary to carrying out the functions and purpose of the Advisory Body. Standing committees are ongoing in nature and are created to deal with issues and make decisions on behalf of the Advisory Body. The public has a right to participate in this process. Standing committees are subject to the Brown Act and staff will provide only such support as to ensure such compliance.
Section 3. Staff Support to Committees
City staff shall normally not be required to attend or provide support for standing or ad hoc committee meetings, unless directed by the department head. All ad hoc committees shall provide a final report to the Advisory Body in lieu of minutes. All standing committees shall provide reports, no less than quarterly, to the Advisory Body.
Section 4. Appointments
The Commission may establish Standing Subcommittees and Temporary Subcommittees in accordance with Council Policy 5.12. The Chair of the Advisory Body may designate or solicit participation for standing and ad hoc committees.
Section 5. Committee Meetings
All standing or ad hoc committee meetings shall be held upon call of the Committee Chair.
ARTICLE XV – AMENDMENTS
A majority of the full membership of the Advisory Body may amend these bylaws, subject to the approval of the City Council.
26.83 Bylaws of the City of Santa Cruz Parks and Recreation Commission Page 15 P:\Advisory Bodies\Bylaws\2022 Updated Bylaws\Parks and Recreation Bylaws Clean.doc ARTICLE XVI – ADOPTION OF BYLAWS
Immediately upon favorable vote of not less than four sevenths (4/7) of the full membership of the Parks and Recreation Commission of the City of Santa Cruz and approval of the City Council, these Bylaws shall be in full force and effect. Any and all previously adopted bylaws are hereby superseded.
These Bylaws shall not be considered or construed as superseding any ordinance or directive of the City Council of the City of Santa Cruz, nor shall they preclude the preparation and adoption of further procedural manuals and policies by which the Advisory Body may direct its activities.
Approved:_______________________ ___________
Jane Mio, Chair Date
Attest:___________________________ _______________
Tremain Hedden-Jones, Secretary to the Commission Date
26.84 26.85
26.86 26.87
From: Elise Casby
To: Pauline Seales
Cc: Elise Casby; Marv Lewis
Subject: About The Heritage Trees, The Home and The Neighborhood at 233 Union Street. Please Attend Continuance of the Appeal!
Date: Thursday, May 04, 2023 8:46:32 PM
There Is A Continuance of a Heritage Redwood Tree Appeal at City Hall, Monday May 8, 2023, at 4 pm. Please Attend. We Appellants Need Your Support.
Please, also, help us get the word out about this continuance of our appeal. Please post to your email lists, put on your calendars, and face book pages and whatever other social media you use, please. If you are motivated, please write a letter to the editor of the Sentinel, or even an Op-ed.
Greater Attendance at the Monday, Special Meeting of the Parks and Recreation Commission could help us win this appeal and save these wonderful, heritage redwood trees.
Below is a colorful and informative spiel about the heritage trees, the house, our appeal, the neighborhood, and more. Please use it if you want to, borrow
liberally in your social media postings and anything that helps us promote attendance at the appeal, and or for written pieces, to inform people about the city's attempt to, "remove" the trees.
We co-appellants are working to keep the heritage redwood trees up, alive and in place on the property at 233 Union Street, one block down from the Goodwill.
For one thing, the home on that property is historically important because it is listed on the national register of historic places.
National Register of Historic Places - National Park Service These redwood trees, which appear to be three trees at least in so far as how they appear to the eye- are integral to this place and the character of the home.
These heritage redwood trees contribute a distinctive ambiance and show the natural history of this area.
They are essential to what makes the entire neighborhood of a very special, delightful and National Register of Historic Places (U.S. National
Park Service)
National Register of Historic Places, a program of the National Park Service
26.88 historical character.
They add a lot of gorgeous green canopy and wildlife habitat to the site and surrounding area as well, which has unique landscape features in the small leafy green parks built into the corners directly in front of the home on both sides of the street and also, walking sidewalks adjacent to the regular block sidewalks directly in front of the property.
There is a unique walking ramp not far from here which takes people up to the westside of Locust street up the hill, across the street from the back of city hall and which rises up from another park called, Rincon Park.
The property borders and intersects Angle Alley and Chestnut Streets.
These trees remind one of a redwood forest and they contribute to the historical nature of the home, which is an example of a type of architecture called, "the vernacular", which is the reason that the house is listed on the National Register of Historic Places.
Also, the delightful train, the Santa Cruz Beach Train - Roaring Camp Railroads, comes out of the tunnel from the bottom of a rocky cliff next to Chestnut Street, in this same exact neighborhood.
These many particular and lovely features combine with these heritage redwood trees and create a mosaic of character in this gem of a neighborhood.
It is one of the last really green corners of our city.
I particularly love walking down this street and seeing the train decorated with Christmas lights go by this corner where the trees, the home and the property are.
I wave at the people in the train as it goes by, chugging away, in this unique nook by this Santa Cruz Beach Train - Roaring Camp Railroads
Departing from the Santa Cruz Mountains, travel through ancient redwoods, down the scenic San Lorenzo River Gorg...
26.89 storied property.
Carrying sightseers right through this neighborhood, the people on the train surely find enchantment in the neighborhood with its lilting canopy from these redwood trees and other delightful effects that remind one of a time gone by.
When I face the house, I see the tree canopy shading the arresting angles of the house, when I turn around, I see the steep hilly rise of Green Street.
From there I can follow the lure of the neighborhood, which has captured me many times.
I often follow the curve of Chestnut Street where Green Street comes down to intersect the little parks, right across from these heritage redwood trees and one can find other engaging features only a couple blocks away, such as the Santa Cruz Mission State Historic Park and the The Town clock.
We are appealing the applicant's request and the city's decision to remove these three (although there are only two listed on the application) heritage redwood trees.
The trees are very healthy and not actually, "adversely effecting the structural integrity of the structure", which is the historical home on that site. [Even the Home Inspection Report Did Not Cite, Specifically, Convincingly that the trees were causing that, "adverse" effect on, "structural integrity" of the house.You may find this Inspection Report on page 116, in the Agenda Packet for the P & R Commission Special Meeting that took place on Monday, April 24, 2023. The trees are cited but not that they are without a doubt having this adverse effect upon the structural integrity of the house.] This bolded language is the essence of the law, part of the Heritage Tree Ordinance that the City's Urban Forester is quoting in order to justify removing these heritage redwood trees.
The trees are not impacting the, "structural integrity" of the house.
Neither are they, "likely" to, which is more language of the law, if the drainage system is maintained, and some other more superficial measures are taken to maintain the tree on the east side, especially, as well as the the drainage system on the property.
The drainage system that keeps the tree roots away from the house has not been maintained, the pump is broken and needs to be replaced for the proper drainage to be restored.
This drainage system is very extensive and very effective at deterring the tree's roots from seeking water under the house, however, the drainage system needs to be kept up and repaired.
It is very easy to see the detritus that falls from the trees has not been removed from the gutter nor the drains, and it is visible from the sidewalk and the back alley.
George showed me.
26.90 I was shown this lack of upkeep that has accumulated all over the drainage system by the former owner of the home.
The former owner of the house, Mr. Henry George Berkeley, testified at the Commission's Hearing of our Appeal, on the 24th of April.
He is the person who installed the drainage system (and he was a jet propulsion expert), he is extremely familiar with the drainage system and its effect on the house and property.
Mr. Berkeley presented compelling testimony to the Parks and Recreation Commission on April 24th, about this issue, that it was the drainage system and not the trees that is affecting the home, and this problem could be corrected with maintenance of the drainage system.
The Appeal Hearing resulted in a tie vote, and that is the reason our appeal is being continued at this Monday's meeting of the Parks and Recreation Commission, the commissioner who was absent from the April 24th public hearing of the appeal will most likely be present at this Monday's hearing.
His name is Nik Strong-Cvetich, and I am looking for a good email for him and in fact, I'm looking for contact emails for all the Parks and Recreation Commissioners, (but not the city's general email which must first go through the Secretary of the P & R commission). The reason that I am asking for these emails is so that I and we can lobby Nik in particular, as well as all the commissioners again. So, if anyone I am emailing here has some good contact emails for the Parks and Recreation Commissioners, I would appreciate it if you would pass them on to me. My email is at the bottom of this spiel.
This is a gem of a neighborhood and these trees are vital to the whole feel of it and the sustainability of the area, not only environmentally, in economic ways, too.
Without the trees, the area will be much more barren, but the critical issue is that they are not, as the city's urban forester claims,
"having an adverse effect on the structural integrity" of the house, nor are they, "likely" to do so ...with a little assistance and maintenance of the trees, the drainage system, and other aspects of the house.
Please, my friends, and fellow activists, come and attend this continuance of the hearing of our appeal this coming Monday at Santa Cruz City Hall.
Please, also, help us get the word out about the appeal meeting @ 4pm at City Hall on Monday, May 8th.
We Need to Keep our Eyes on the Prize: The Heritage Redwood Trees Left Standing at 233 Union Street, Santa Cruz, California.
We do not know at present if there will be any more time allowed for the public to address the Parks and Recreation Commissioners, however, your presence would put more of the public spotlight upon them and that adds a great deal of power to the probability of our cause prevailing.
26.91 Thanks very, very much for any help with this matter.
Yours truly,
Elise Casby
email: <[email protected]>
26.92 4/25/2023 Gmail - Flooding at 233 Union Street NOT due to the redwood trees. https://mail.google.com/mail/u/0/?ik=096b96a3a0&view=pt&search=all&permthid=thread-a:r8071286429676125145&simpl=msg-a:r806798146324275… 1/2 Henry George Berkley <[email protected]>
Flooding at 233 Union Street NOT due to the redwood trees. 1 message
Henry George Berkley <[email protected]> Mon, Apr 24, 2023 at 2:27 PM Reply-To: [email protected]
To: Elise Casby <[email protected]>, Marv Lewis <[email protected]> To Whom it May Concern,
The flooding at 233 Union Street is not caused by the redwood trees on the property. The flooding happened because of a failure to maintain the drainage system.
Removing the redwood trees will not mitigate the flooding problem. The drainage system needs to be repaired and needs to be clean and inspected on an annual basis. There is evidence that the requisite maintenance was not performed and that the sump pump is not getting power. In addition the backup gravity drain is clogged.
The redwood trees have been on the property for many years and have not caused any flooding problems in the past.
The flooding only started happening recently, after the drainage system was neglected.
There is evidence that the sump pump is not getting power and that the backup gravity drain is clogged.
I recommend that the owner of the property repair the drainage system and clean and inspect it on an annual basis.
This will fix the flooding problem and prevent it from happening again in the future.
I owned 233 Union Street from 1994 to 2010. During that time, the property flooded twice from ground water intrusion.
The property is on a stepped lot with the front yard higher than the back and the ground floor. This creates water pressure from the front yard which forces water up into the ground floor. In 2004 I constructed and installed a drainage system which mitigated the problem.
The drainage system consists of a curtain drain (French drain) which surrounds the house to the base of the footing of the foundation, a sump pit in the carport in the back of the house, and a system of pipes that drain to Locust Street through Angle Alley in the back. The sump pit in the carport has a half-power sump pump with a pipe that discharges into a drain at the entrance to Angle Alley. The drain at the entrance to Angle Alley drains to Locust Street through three pipes that exit on the curb. In addition there is a backup gravity drain from the sump pit to Locust Street. The backup drain consists of two four-inch pipes that open to a drain where Angle Alley turns. The drain where Angle Alley turns has two pipes which open in the drain at the entrance to Angle Alley at Locust Street.
The building inspector reports that the sump pump is not getting power. Comment 33 states that the exterior GFCI outlet would not reset. Noted at the exterior right side of home. That GFCI outlet is in series with the power to the sump
26.93 4/25/2023 Gmail - Flooding at 233 Union Street NOT due to the redwood trees. https://mail.google.com/mail/u/0/?ik=096b96a3a0&view=pt&search=all&permthid=thread-a:r8071286429676125145&simpl=msg-a:r806798146324275… 2/2 pump. If that GFCI can't reset, the pump can't get power.
The drain in Angle Alley where it turns so filled with dirt that plants are growing in it. This is where the backup gravity drain from the sump pit exits. Because it's filled with dirt, the backup gravity drain is clogged and will not exit to the drain at the entrance to Locust Street.
Here are some steps that you can take to repair the drainage system at 233 Union Street:
1. Clean the drainage system. The first step is to clean the drainage system. This can be done by using a garden hose to flush out the pipes. You may also need to use a power washer to remove any dirt or debris that is clogging the pipes.
2. Inspect the drainage system. Once the drainage system is clean, you should inspect it for any damage. The drainage system has clean-outs installed which can be used to inspect it with a fiber optic camera.
3. Replace the sump pump. The sump pump is an important part of the drainage system. If the sump pump is not working properly, it will not be able to remove water from the foundation. If your sump pump is old or damaged, you should replace it.
4. Install a backup sump pump. A backup sump pump is a good idea if you live in an area that is prone to flooding.
A backup sump pump will provide an extra layer of protection in case your primary sump pump fails.
5. Have the drainage system inspected annually. Once the drainage system is repaired, you should have it inspected annually by a qualified professional.
This will help to ensure that the drainage system is working properly and that it is not damaged.
The flooding happened because:
failure to maintain the drainage system.
the sump pump is not getting power
the backup gravity drain is clogged
Removing the redwood trees will not mitigate the flooding problem. The drainage system needs to be repaired and needs to be cleaned and inspected on an annual basis.
- Henry George Berkley
Previous Owner of 233 Union Street
26.94 From: Candace Brown
To: Parks & Recreation Commission
Subject: May 8th Agenda Item - 233 Center Street - Removal of Redwood Heritage Trees Date: Monday, May 08, 2023 12:06:05 PM
As a Parks Commission, amongst your many duties is to ensure we have a vital City Urban Canopy of trees. The City also has a Heritage Tree Ordinance and it is your duty to honor it.
While there are always challenges dealing with this Urban Canopy, the Parks Commission should allow the heritage trees to live with the maintenance normally required for any homeowner for proper drainage and mitigations to ensure they do not impact the structural integrity of the house.
There is no indication that the structural integrity of the house is being jeopardized, therefore the appeal should be approved to save the heritage trees.
Thank you for your service, Candace Brown
26.95 From: Lira Filippini
To: Parks & Recreation Commission
Subject: Retain Trees at 233 Union Street
Date: Monday, May 08, 2023 12:19:00 PM
Dear Commissioners,
Please review the report on the house and trees closely. These substantial community trees are not found to be a threat to the house on the property they have historically shared space with.
The previous owner's testimony shows that great care and funds have gone into a drainage system that should be properly maintained (as with any useful system). These 2-3 trees are beautiful, a symbol of our special habitat where redwoods meet the coast, and are of a size and age that deems them worthy of preservation both morally and legally.
Thank you for your thoughtful consideration,
Lira Filippini
26.96 From: Hector Marin
To: Parks & Recreation Commission
Subject: Save the Heritage Trees
Date: Monday, May 08, 2023 12:39:09 PM
Dear Parks and Rec Comission,
As a Latino resident of Santa Cruz County, it is imperative to fight against climate change and environmental racism. These issues are intersectional to race, class, and gender, and the Heritage Trees play an instrumental role in our ecology to ensure that we have clean air and a clean atmosphere, in our beautiful town of Santa Cruz.
I have talked to thousands of residents in Santa Cruz County and have received over 1300 votes in their support of my campaign as the sole Latino candidate, where environmentalism and climate change was discussed. Saving the Heritage Trees is imperative, and as a Community Organizer and Latino resident of this town, I urge you to save these trees through your vote in the Commission.
Thank you and don't hesitate to reach out if you have any thoughts or concerns on this matter.
Warm regards,
26.97 From: Shelley Hatch
To: Parks & Recreation Commission
Subject: Tree appeal today
Date: Monday, May 08, 2023 12:29:29 PM
Dear Commissioners,
I attended the April Zoom meeting of the commission about the appeal for the redwood trees at 233 Union Street.
The information presented by the appellant was well researched and the other in person supporters of the appeal added clarity and details to the facts that should be considered.
The information from the former owner who installed the extensive drainage system is of integral importance in understanding what has happened at 233 Union . Had the current owners made sure it was functioning as designed, this request to remove the trees most likely would not have happened. And the person who knows much about redwoods from his work at Henry Cowell presented valuable information about redwood growth.
Another important comment was from the person who said that the verbal references were always about the " historical house " , but that the trees are even older and are historical trees that should be saved if at all possible.
Thank You for your careful deliberation on this appeal.
Shelley Hatch
26.98 From: Henry George Berkley
To: Parks & Recreation Commission
Subject: Upcoming Special Meeting on 8May2023
Date: Saturday, May 06, 2023 11:18:00 AM
Attachments: Gmail - Flooding at 233 Union Street NOT due to the redwood trees_.pdf Hi Parks and Rec Commission,
Attached is an email that I sent to the activists appealing the permit to remove the trees at 233 Union Street.
It basically says the the flooding occurred at this winter at 233 Union was NOT due to the Redwood trees. It was due to neglected maintenance of the drainage system on the property.
If possible, please attach it to the meeting packet for 8May2023.
Best regards,
-- Henry George Berkley
Former Owner of 233 Union Street
26.99 CITY OF SANTA CRUZ
Parks & Recreation Department
323 Church Street
Santa Cruz, California 95060
PARKS & RECREATION COMMISSION
Regular Meeting Summary
May 8, 2023
4:00 PM GENERAL BUSINESS AND MATTERS OF PUBLIC INTEREST, COUNCIL CHAMBERS (809 CENTER ST)
Parks & Recreation Commission
Call to Order – 4:05 PM
Roll Call - Commissioners: Bradley Angell, Leonardo Cruz, Jane Mio, Jacob Pollock (via Zoom), Nik Strong-Cvetich (via Zoom); Vice Chair Hollie Locatelli and Chair Kristina Glavis.
Staff: Tony Elliot (Director), Travis Beck (Superintendent of Parks), Lindsay Bass (Principal Management Analyst), Jessi Bond (interim Recreation Superintendent), Leslie Keedy (Urban Forester), Noah Downing (Park Planner), and Tremain HeddenJones (Secretary).
Presentations – None.
Statements of Disqualification – None.
Oral Communications
Members of the public spoke.
Announcements
Chair K. Glavis moved announcements toward the end of the agenda.
Item heard at 4:11 PM.
26.100
Approval of Minutes
1. Approval of Minutes for the April 24, 2023 special meeting of the Parks & Recreation Commission.
Motion carried to approve the meeting minutes from the special meeting of the Parks & Recreation Commission on April 24, 2023, as submitted.
Consent Agenda – None.
Public Hearings – None.
General Business
2. Tree Appeal –233 Union Street (Continued from prior meeting).
Motion carried to uphold staff's decision to approve request for a Heritage Tree Removal Permit (Application #23-0005) to remove two Coast Redwood trees located at 233 Union Street as required by City Council Resolution.
3. San Lorenzo Park Redesign Process.
Motion carried to recommend the City Council accept the draft guiding principles and design goals for the San Lorenzo Park Redesign process.
Note: Commissioner N. Strong-Cvetich departed the meeting at 4:59 PM.
Information Items – None.
Subcommittee Oral Reports – None.
Adjournment – 5:55 PM
26.101
ARBORIST REPORT
Trees and Built-Property Conflict Assessment
233 Union St., Santa Cruz, California
May 25, 2023
Prepared for:
Danny Alvarez
Maverick Group Real Estate
Prepared by:
Donald W. Cox
Certified Arborist WE3023A
(510) 994-1143
[email protected]
26.102
Arborist Report: 233 Union St, Santa Cruz May 25, 2023
1 Arborist Assignment__________________________________________ Don Cox, independent consulting arborist, has been called on to assess the condition, conflicts, and suitability for preservation of two existing trees on a property at 233 Union St., Santa Cruz, California
The arborist site visit took place on May 20, 2023.
Plans, laws, and standards used for site and tree assessment:
City of Santa Cruz Heritage Tree Ordinance Chapter 9.56 Best Management Practices: Tree Risk Assessment (2nd Edition 2017) (A publication of the International Society of Arboriculture) Best Management Practices: Managing Trees During Construction (2 nd Edition 2016)
(A publication of the International Society of Arboriculture) Summary Of Tree Assessment
Two coast redwoods are located, one on each side of a home in Santa Cruz.
Redwoods are extremely large growing forest trees, which are beautiful and desirable trees if located in the right place with ample space for the eventual size. Unfortunately, the potential problems with root, root crown and trunk expansion, frequent limb and top breakage, were overlooked with this planting in a very small residential built environment.
Now the “wrong tree – wrong place” principle has become evident. The characteristic root crown expansion is past the limit of tolerable tree retention and cannot be allowed to continue without certain property damage and devaluation of the property.
Removal and replacement with a more suitable tree selection is recommended. ,
26.103
Arborist Report: 233 Union St, Santa Cruz May 25, 2023
2 Description Of Subject Trees __
1. Coast Redwood (Sequoia sempervirens)
Location: 233 Union St, Santa Cruz (left/east side of house) Trunk Size: 76-inches DBH (diameter at breast height, 54-inches above soil grade).
This is a multi-stemmed tree with a 6-foot diameter trunk at base, which bifurcates at 8- feet above soil grade to form two stems of approximately 30-inches and 28-inches in diameter.
(Multi-stemmed tree means a tree that has one stem at ground level but that splits into two or more stems above ground level. Trees whose stems diverge below ground level are considered separate trees.)
Height: 115-feet
Condition: Mature tree, appears physiologically healthy and structurally sound at this time, but extremely over-grown for the site.
Suitability for preservation: Not suitable to retain if the structural integrity of the house foundation is a priority, and the economic impact of the inevitable root and root crown encroachment with certain property damage is considered.
TPZ: For purposes of root protection and the preservation of structural-root integrity and tree stability, the Tree Protection Zone recommendation is 40-feet radius, distance from the tree trunk in all directions as a non-intrusion, no root cutting zone for tree preservation. (ISA BMP - Trunk diameter method – 8:1, using adjusted trunk diameter of above burl)
26.104
Arborist Report: 233 Union St, Santa Cruz May 25, 2023
3 2. Coast Redwood (Sequoia sempervirens)
Location: 233 Union St, Santa Cruz (right/west side of house) Trunk Size: 38-inches DBH (diameter at breast height, 54-inches above soil grade) Height: 85-feet
Condition: Mature tree, appears physiologically healthy and structurally sound at this time, but a wrong tree, wrong place situation with expanding root crown and large root encroachment extending under the house.
Suitability for preservation: Not suitable to retain if the structural integrity of the house foundation and the neighbor’s property are a priority, and the economic impact of the inevitable root and root crown encroachment with certain property damage is considered.
TPZ: For purposes of root protection and the preservation of structural root integrity and tree stability, the Tree Protection Zone recommendation is 25-feet radius, distance from the tree trunk in all directions as a non-intrusion, no root cutting zone for tree preservation. (ISA BMP - Trunk diameter method – 8:1).
Root flare expansion with large structural root encroaching under foundation.
26.105
Arborist Report: 233 Union St, Santa Cruz May 25, 2023
4 Conditions applicable to both of the subject trees:
City of Santa Cruz Municipal Code Protection Status: Classified as a ‘heritage tree’ according to current ordinance definition based on size.
Potential destabilization of the trees: Significant damage and potential destabilization to the trees would be inevitable with any excavation and root cutting within the recommended Tree Protection Zone.
Risk and potential targets:
Risk of major damage to foundation of house and interior flooring within two to five years from root and root crown expansion. Neighboring properties are also at risk.
Tree-parts most likely to fail: Deadwood. One or more live limbs. Top of central leader breakage.
Targets for falling tree parts: Roof of house and neighboring houses, yards and walkways.
Arborist Recommendation_____________________________________ Almost everyone who lives in northern California knows how big redwoods grow. In this case, this fact was not considered or was ignored, creating an unsustainable situation.
Two redwood trees were planted in extremely close positions to existing structures, without intelligent regard for eventual size and root expansion as the trees mature. It a classic case of “wrong tree - wrong place”. The trees are now overmature for the site and will cause significant property damage if they are allowed to grow and encroach on the built structures.
In order to restore the safety, aesthetic quality, and economic value of the property, further damage abatement is required. Excavation in the proximity of the base of the trees is necessary. The required excavation would be impossible without causing extreme physiological stress and severe damage to the tree (cutting of structural roots and root collar) and possible destabilization (risk of wind-throw toppling).
Removal is determined as unavoidable due to proximity to the structures. The trees are obstacles for essential repairs. No reasonable means of mitigation is available that would preserve the trees. Removal and replacement with more suitable trees will benefit the property and the community.
26.106
Arborist Report: 233 Union St, Santa Cruz May 25, 2023
5 Arborist Disclosure Statement:
Arborists are tree specialists who use their education, knowledge, training, and experience to examine trees, recommend measures to enhance the beauty and health of trees, and attempt to reduce the risk of living near trees. Clients may choose to accept or disregard the recommendations of the arborist, or to seek additional advice.
Arborists cannot detect every condition that could lead to the structural failure of a tree. Trees are living organisms that fail in ways that we sometimes do not fully understand. Conditions are often hidden within trees and below ground.
Arborists cannot guarantee that a tree will be healthy or safe under all circumstances, or for a specified period of time. Likewise, remedial treatments cannot be guaranteed.
Treatment, pruning, and removal of trees may involve considerations beyond the scope of the arborist’s services such as property boundaries, property ownership, site lines, disputes between neighbors, and other issues.
Arborists cannot take such considerations into account unless complete and accurate information is disclosed to the arborist.
Trees can be managed, but all factors cannot be controlled. To live near trees is to accept some degree of risk.
Information contained in this report covers only those items that were examined and reflects the conditions of those items at the time of inspection.
The inspection is limited to visual examination of accessible items without dissection, excavation, probing, or coring. There is no warranty or guarantee, expressed or implied, that problems or deficiencies of the plants or property in question may not arise in the future.
Certification:
I hereby certify that all the statements of fact in this report are true, complete, and correct to the best of my knowledge and belief, and are made in good faith, in the best interests of the trees, the property owners and the community.
______________________________
Donald W. Cox,
ISA Board Certified Master Arborist WE-3023BUM retired.
Municipal Arborist, Utility Arborist, Tree Risk Assessment, Plant Health Care/IPM Specialist
26.107
ARBORIST REPORT
Evaluation &
Recommendations for Two
Coast Redwood
233 Union Street
Santa Cruz, CA 95060
5/26/2023
Prepared for:
Mr. Danny Alvarez
129 Water Street
Santa Cruz, CA 95060
Prepared by:
Kurt Fouts
ISA Certified Arborist WE-0681A
Tree Risk Assessment Qualification (TRAQ)
26.108
Table of Contents
Background ................................................................................................................... 1 Summary………………………………………………………………………………………………………………………….………..1 OBSERVATIONS.................................................................................................................... 2-8 DISCUSSION..............................................................................................................................9 RECOMMENDATIONS…………………………………………………………………………………………………..10 Attachments:
Assumptions and Limiting Conditions
26.109
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 1
Background
Two mature coast redwood are causing issues to a home at 233 Union Street, Santa Cruz. I was contacted by Mr. Danny Alvarez, Realtor, to give a general evaluation of the tree, address areas of concern, and provide management recommendations.
On 5/26/2023 I met onsite with Mr. Alvarez. He described the issues created by the two redwoods, which are occurring because the trees are growing too close to the home.
Following our meeting I evaluated the health and structure of the tree and took a closer look at the potential issues caused by the redwoods.
Summary of Findings
Two coast redwood are causing damage to the home’s infrastructure including the siding, utilities.
One tree is causing flooding to the home.
After investigation, I have determined that the tree’s trunk and roots are creating these problems.
Due to the tree’s close location to the home, the damage caused by the tree’s trunk and root(s), and no suitable mitigation options, I am recommending removal of the two trees.
The trees meet removal criteria of the City of Santa Cruz Resolution No. NS-23,710, Exhibit 1. (c), (1) The heritage tree has or is likely to have an adverse effect upon the structural integrity of a building, utility or public right of way.
An assessment of the trees current condition, and the reasons for my recommendation are dicussed in more detail in the report that follows.
26.110
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 2
Observations
On 5/25/2023 I inspected the two mature coast redwood trees, (Sequoia sempervirens). The trees have a trunk diameter greater than 14-inches and meet the City of Santa Cruz criteria to be defined as a heritage tree. The trees grow in the side yard of the home, (Image #1).
Image #1 – Two coast redwood. T1 on left and T2.
Tree T1, a 72-inch diameter redwood is about 120-feet tall and has a 30-foot canopy spread. From a single trunk, the redwood splits two trunks at 5-feet above grade. The trunks share the same root ball and therefore are considered a single tree.
Tree T2, a 45-inch redwood is about 85-feet tall and has a 25-foot canopy spread.
Both trees have dense canopies, well developed structures, and are in good condition.
T1
T2
26.111
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 3
The trunk of tree T1, redwood, grows against the siding of the home, (Image #2).
Image #2 –Tree T1, coast redwood. Note trunk growing against home siding. Also note trunk is very close to gas line running against home siding, (arrow).
The tree trunk is pushing against the siding and causing it to warp and deform.
The trunk is very close to a ¾” gas supply line, (Image #2).
26.112
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 4
The trunk of tree T1 grows very close to a utility room door, (Image #3).
Image #3 –Tree T1, redwood growing near utility room door.
The redwood grows less than one foot from the door, limiting the distance the door can open.
26.113
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 5
Tree T1 is growing against a 4-inch sewer clean out, (Image #4) Image #4 –Tree T1, note sewer clean out. (arrow).
Trunk bark is growing over and around the cleanout.
26.114
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 6
Tree T2, coast redwood is growing less than 4-feet from the house, (Image #5).
Image #5 –Tree T2, coast redwood grows < 4-feet from home.
The mature redwood is growing adjacent to an entry doorway.
26.115
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 7
Because roots were lifting a walkway between the tree and a doorway, water was entering the home through the doorway. Flooding into the home occurs during rain events. Because of the flooding, the brick walkway was removed, and soil was excavated to determine the extent of root growth causing the flooding, (Image #6).
Image #6 – Tree T2, redwood and 8” diameter buttress root. Note root is growing below root barrier. Second 2” root arrow.
The excavation revealed an 8-inch buttress root that grows towards the foundation and doorway, (Image #6). A tree root barrier was installed some years ago to prevent root intrusion towards the foundation, (circled, Image #6). The root barrier (biobarrier geotextile impregnated with herbicide) has not been effective at limiting the root growth, as the root has grown below and beyond the barrier limit.
The root is growing down against the bottom of the foundation and may be growing underneath it.
A second 2-inch diameter root, (arrow, Image #6). is also growing towards the foundation.
26.116
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 8
The trunk buttress is also growing towards the foundation and doorway, (Image #7).
Image #7 –Tree T2, view of root and trunk buttress. (circled), growing towards foundation and doorway.
Deck posts installed for a deck attached to the home (Image #5), are being lifted by the redwoods shallow surface roots causing an uneven deck surface.
26.117
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 9
DISCUSSION
The two redwoods were planted too close to the home. Current industry standards for planting large trees require a minimum distance of 10 feet. The two trees were planted much closer than this standard.
Both trees are causing multiple problems for the home.
Tree T1, is causing damage to the siding by physically compressing the wood. Moisture trapped between the trunk and siding has or is likely to cause the siding to rot and fail. Access to the utility room adjacent to tree T1 is limited and as the trunk continues to expand, at some point it will not be possible to enter the room. The trunk buttress grows within inches from a gas line that if ruptured could cause significant damage and harm to people. The access to a 4-inch cleanout is limited because of trunk diameter expansion.
Tree T2 is causing flooding to the adjacent room. Because of the size and location of the root, the brick entryway grade has been raised so that water easily enters the home during rain events.
Shallow surface roots are raising the deck posts of the adjacent deck and causing an uneven deck surface.
The redwoods are both in good condition, growing vigorously and their trunks and roots will continue to enlarge by root diameter expansion. This will only increase the problems listed above.
Mitigation
Tree T1:
Chipping and cutting into the tree’s trunk bark to create trunk clearance from the home, gas line and sewer line clean out, would be a temporary solution that would need to be repeated frequently and this is not a feasible alternative. Access to the utility room is already limited, large appliances or fixtures cannot currently be brought in, and there is no feasible alternative to remedy this problem.
Tree T2:
The large 8-inch diameter root would need to be cut at the trunk to reduce the flooding problem and provide a minimum amount of clearance for entry into the doorway.
The grade around the trunk buttress is the same as, or close to the grade at the doorway entry, and it is likely that other anchoring roots between the tree and the home would need to be cut to eliminate the possibility of flooding. Removal of most of the shallow anchoring roots on one side of the tree could cause it to become unstable and greatly increase the risk of whole tree failure. There are several homes that are a target in the event of tree failure.
The two trees are too close to the home because their trunk and/or roots cannot be successfully pruned or cut to eliminate the problems they cause. There are no reasonable mitigation measures that could be performed to either tree to prevent further property damage, additionally root pruning this close to the tree trunks is not industry standard and could destabilize trees.
For the reasons above tree removal is the best mitigation option in this situation.
26.118
Evaluation of Two Coast Redwoods 5/26/2023
233 Union Street, Santa Cruz Page 10
Replacement Trees
If removal is granted by the approval authority, replacement trees may be required. The number and container size of tree(s) will be determined by the City Santa Cruz Urban Forester.
RECOMMENDATIONS
1. Remove the two coast redwood trees.
2. To eliminate the possibility of root regrowth, use of a stump grinder is recommended if the contractor can ensure it is safe to use close to the foundation and utilities.
Respectfully submitted,
Kurt Fouts ISA Certified Arborist WE0681A
ISA Tree Risk Assessment Qualification
26.119
ASSUMPTIONS AND LIMITING CONDITIONS
1. Any legal description provided by the appraiser/consultant is assumed to be correct. No responsibility is assumed for matters legal in character nor is any opinion rendered as the quality of any title.
2. The appraiser/consultant can neither guarantee nor be responsible for accuracy of information provided by others.
3. The appraiser/consultant shall not be required to give testimony or to attend court by reason of this appraisal unless subsequent written arrangements are made, including payment of an additional fee for services.
4. Loss or removal of any part of this report invalidates the entire appraisal/evaluation.
5. Possession of this report or a copy thereof does not imply right of publication or use for any purpose by any other than the person(s) to whom it is addressed without written consent of this appraiser/consultant.
6. This report and the values expressed herein represent the opinion of the appraiser/consultant, and the appraiser/consultant’s fee is in no way contingent upon the reporting of a specified value nor upon any finding to be reported.
7. Sketches. Diagrams. Graphs. Photos. Etc., in this report, being intended as visual aids, are not necessarily to scale and should not be construed as engineering reports or surveys.
8. This report has been made in conformity with acceptable appraisal/evaluation/diagnostic reporting techniques and procedures, as recommended by the International Society of Arboriculture.
9. When applying any pesticide, fungicide, or herbicide, always follow label instructions.
10. No tree described in this report was climbed, unless otherwise stated. We cannot take responsibility for any defects which could only have been discovered by climbing. A full root collar inspection, consisting of excavating around the tree to uncover the root collar and major buttress roots, was not performed, unless otherwise stated. We cannot take responsibility for any root defects which could only have been discovered by such an inspection.
CONSULTING ARBORIST DISCLOSURE STATEMENT
Arborists are tree specialists who use their education. Knowledge, training, and experience to examine trees, recommend measures to enhance the beauty and health of trees, and attempt to reduce risk of living near trees, Clients may choose to accept or disregard the recommendations of the arborist, or to seek additional advice.
Arborists cannot detect every condition that could possibly lead to the structural failure of a tree.
Trees are living organisms that fail in ways we do not fully understand. Conditions are often hidden within trees and below ground. Arborists cannot guarantee that a tree will be healthy or safe under all circumstances, or for a specified period of time. Likewise, remedial treatments, like medicine, cannot be guaranteed.
Trees can be managed, but they cannot be controlled. To live near trees is to accept some degree of risk. The only way to eliminate all risk associated with trees is to eliminate all trees.
26.120
26.121
26.122
26.123
26.124
26.125
26.126
26.127
26.128
26.129
26.130
26.131
26.132
26.133
26.134
26.135
26.136
26.137
26.138
26.139
26.140
26.141
26.142
26.143
26.144
26.145
26.146
26.147
26.148
26.149
26.150
26.151
26.152
26.153
26.154
26.155
26.156
26.157
26.158
26.159
26.160
26.161
26.162
26.163
26.164
26.165
26.166
26.167
26.168
26.169
26.170
26.171
26.172
26.173
26.174
26.175
26.176
26.177
26.178
26.179
26.180
26.181
26.182
26.183
26.184
26.185
26.186
26.187
26.188
26.189
26.190
26.191
26.192
26.193
26.194
26.195
26.196
26.197
26.198
26.199
26.200
26.201
26.202
26.203
26.204
26.205
26.206
26.207
26.208
26.209
26.210
26.211
26.212
26.213
26.214
26.215
26.216
26.217
26.218
26.219
26.220
26.221
26.222
26.223
26.224
26.225
26.226
26.227
26.228
26.229
26.230
26.231
26.232
26.233
26.234
26.235
26.236
26.237
26.238
26.239
26.240
26.241
26.242
26.243
26.244
26.245
26.246
26.247
26.248
26.249
26.250
26.251
26.252
26.253
26.254
26.255
26.256
26.257
26.258
26.259
26.260
26.261
26.262
26.263
26.264
26.265
26.266
26.267
26.268
26.269
26.270
26.271
26.272
26.273
26.274
26.275
26.276
26.277
26.278
1 Rosemary Balsley
From: A Webb <[email protected]>
Sent: Sunday, June 11, 2023 7:32 PM
To: City Council; Fred Keeley
Subject: 6/13/23 Agenda Item #26 - Heritage Trees appeal Please uphold the Appeal.
The main purpose of a Heritage Tree ordinance is to protect and preserve this fastly disappearing asset for all residents of the city in their unique air scrubbing canopies and carbon sink contributing to healthy air quality for all, and provide climate change mitigation with shade on buildings,roads, and to rest under, and provide homes for wildlife that are critical part of a healthy ecosystem. A new young tree, or no tree replacement, simply cannot compare.
As I understand it, the City's policy includes a fund program to assist with heritage tree maintenance for property owners ‐ that should've been sought out long ago for ongoing management of tree root growth in the face of any concerns, wouldn't you agree?
Thank you for upholding important local laws that we entrust you to steward and enforce.
These sentinel trees MATTER, for present and future generations.
Sincerely,
Anita Webb
Santa Cruz resident
26.279
1 Rosemary Balsley
From: Lira Filippini <[email protected]>
Sent: Monday, June 12, 2023 2:53 PM
To: City Council
Subject: Agenda Item 26; 6/13/23
Dear Mayor Keeley and Council Elect,
Please review the report on the house and trees closely. These substantial community trees are not found to be a threat to the house on the property they have historically shared space with.
The previous owner's testimony shows that great care and funds have gone into a drainage system that should be properly maintained (as with any useful system). These 2‐3 trees are beautiful, a symbol of our special habitat where redwoods meet the coast, and are of a size and age that deems them worthy of preservation.
Thank you for your thoughtful consideration,
Lira Filippini
26.280
1 Rosemary Balsley
From: Elise Casby <[email protected]>
Sent: Monday, June 12, 2023 5:00 PM
To: City Council
Cc: Elise Casby; Marv Lewis
Subject: Fw: Commercial Value of Trees at 233 Union Street Tree Appeal Letter from Appellant Attachments: Letter to City Council for Tree Appeal Monday, June 12, 2023.docx And I'm sending this to your collective new email.
Thanks again,
Elise Casby
----- Forwarded Message -----
From: Elise Casby <[email protected]>
To: [email protected] <[email protected]> Cc: Elise Casby <[email protected]>; Marv Lewis <[email protected]> Sent: Monday, June 12, 2023 at 04:58:15 PM PDT
Subject: Fw: Commercial Value of Trees at 233 Union Street Tree Appeal Letter from Appellant Dear Council Members, Mayor and Vice Mayor,
I just want to be sure you all are receiving this letter from the about the heritage redwood tree appeal.
I already sent it to your individual emails.
Thank you,
Elise Casby
----- Forwarded Message -----
From: Elise Casby <[email protected]>
To: Fred Keeley <[email protected]>; [email protected] <[email protected]>; Sandy Brown <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>; skalantari[email protected] <[email protected]> Cc: Elise Casby <[email protected]>; Marv Lewis <[email protected]> Sent: Monday, June 12, 2023 at 04:53:48 PM PDT
Subject: Commercial Value of Trees at 233 Union Street Tree Appeal Letter from Appellant To: Santa Cruz City Council Members, Mayor Keeley, and Vice Mayor Golder From: Elise Casby, Appellant
Re: Tree Appeal 233 Union Street on tomorrow’s city council agenda, June 13, 2023 Date: Monday, June 12, 2023
Dear Council Members, Mayor Keeley and Vice Mayor Golder, I am looking forward to presenting our tree appeal tomorrow, in order to ask you all to please vote to support our appeal of the city’s decision to approve the permit to allow the removal of the two heritage coastal redwood trees on the property at
26.281
2 233 Union Street. The following paragraph is from our City of Santa Cruz website and this page is about the, “Downtown Neighborhood Historic District”
The 52-acre Downtown Neighborhood Historic District was established in 1979 by the City Council and placed on the National Register in 1989. The district is the oldest residential area in the City and contains an exceptional concentration of older homes that typify the City’s social and architectural diversity over the period of its early growth, from the 1860’s to the early 20th century. All major architectural styles that were adopted locally during these years can be found in the area. The area began to develop in the 1850’s when Santa Cruz was profiting from the gold rush. The neighborhood was also home to many of the community’s commercial and cultural leaders. Much of the area was laid out by businessman and developer Frederick A. Hihn and many of the elegant homes were built for his family members.
These coastal redwood trees are on this property, with the house that is listed in the, “Historical Building Survey”, the APN number is, 005-032-30, and I believe it is located in the Downtown Neighborhood Historic District. These trees and the neighborhood hold tremendous potential for enhanced commercial value, through There is great potential commercial value to be developed through tourism and visits by local history buffs and geology aficionados in this somewhat hidden and neglected neighborhood of downtown Santa Cruz. Please consider my appeal, not only on the legal and technical basis that I will present to you and which is summarized in the, “Summary for the Basis of The Appeal”, which was included in the agenda packet for tomorrow’s, June 13th, 2023, meeting and begins on page 376 and finishes on page 377 of the meeting’s agenda packet. Also, for legal justifications and summaries of my appeal, please also read and review my argument that is also included in the agenda packet for tomorrow’s meeting and is entitled, “Letter of Appeal to the City Council” and begins on page 371 of the agenda packet and concludes on page, 375 of the agenda packet. But now I am asking you all to consider the commercial, historic and future tourist and visitor values embedded in this property, the heritage trees, the house, and in the neighborhood in which they are situated.
This neighborhood, has tremendous historic value of interest to visitors and tourists, as well as geological value for natural history buffs, and is in very close proximity to the downtown shops, restaurants and of course, a little further away, the beach. Furthermore, these coastal redwood trees are endangered. These heritage trees are also very historical, and also hold great potential commercial value as they are some of the very few coastal redwood trees left on the alluvial plane of the San Lorenzo River and are fine, healthy specimens. They are very near one of the most stately, breathtaking trees which towers over the property next door to 233 union Street. The alluvial plane is in fact, the downtown area of Santa Cruz, as we move forward these heritage trees and the home will become of greater and greater interest to people as these cultural and natural artifacts will become rare and therefore, interesting.
The closeness of this property to many walking paths, such as; the big scenic ramp that climbs up on the natural historical cliffs goes from Rincon Park (behind city hall) to the upper west side of Laurel Street, behind city hall, the walking street, Green Street which goes up to Mission Street very close to Mission Plaza Park, the steep walking stairs that lead from River Street behind the town clock up to school street adjacent to the Santa Cruz Mission Historic State Park, and which is just down the block from the Holy Cross remodeled Mission Chapel. There is also Mission Street itself, which people can walk up to the Santa Cruz Mission State Historic Park where some of the most breathtaking views of downtown Santa Cruz and beyond to the Monterey Bay are only know to a few people.
If the city were to remodel the house on the property as is possible conclusion to the matter of saving the trees and which is cited, also in the agenda report (see page…370 of Jennifer Bennet’s report), by the engineer’s report second recommendation, which is entitled, “Protect the Existing Trees”, a site could be established wherein the remodeled house on the property could be shown as a model of environmental design, and the altered, historic home would highlight the kind of alteration that accommodates for such important artifacts as these fine coastal redwood trees.
This, admittedly would be extremely innovative, however, it could be done and could draw travelers, tourists of the new era in the age of climate change. It could also draw more traditional kinds of tourists who enjoy beautiful, engaging historic neighborhoods that feature fascinating stories near delightful shops and restaurants.
Please consider this novel idea and let’s think in a visionary way to enhance this gem of a neighborhood by purchasing the property with the historic house and preserve the amazing coastal redwood trees.
Thank you for reading this letter.
Sincerely,
Elise Casby
26.282
To: Santa Cruz City Council Members, Mayor Keeley, and Vice Mayor Golder From: Elise Casby, Appellant
Re: Tree Appeal 233 Union Street on tomorrow’s city council agenda, June 13, 2023 Date: Monday, June 12, 2023
Dear Council Members, Mayor Keeley and Vice Mayor Golder, I am looking forward to presenting our tree appeal tomorrow, in order to ask you all to please vote to support our appeal of the city’s decision to approve the permit to allow the removal of the two heritage coastal redwood trees on the property at 233 Union Street. The following paragraph is from our City of Santa Cruz website and this page is about the, “Downtown Neighborhood Historic District” The 52-acre Downtown Neighborhood Historic District was established in 1979 by the City Council and placed on the National Register in 1989. The district is the oldest residential area in the City and contains an exceptional concentration of older homes that typify the City’s social and architectural diversity over the period of its early growth, from the 1860’s to the early 20th century. All major architectural styles that were adopted locally during these years can be found in the area. The area began to develop in the 1850’s when Santa Cruz was profiting from the gold rush. The neighborhood was also home to many of the community’s commercial and cultural leaders. Much of the area was laid out by businessman and developer Frederick A. Hihn and many of the elegant homes were built for his family members.
These coastal redwood trees are on this property, with the house that is listed in the, “Historical Building Survey”, the APN number is, 005-032-30, and I believe it is located in the Downtown Neighborhood Historic District. These trees and the neighborhood hold tremendous potential for enhanced commercial value, through There is great potential commercial value to be developed through tourism and visits by local history buffs and geology aficionados in this somewhat hidden and neglected neighborhood of downtown Santa Cruz. Please consider my appeal, not only on the legal and technical basis that I will present to you and which is summarized in the, “Summary for the Basis of The Appeal”, which was included in the agenda packet for tomorrow’s, June 13th, 2023, meeting and begins on page 376 and finishes on page 377 of the meeting’s agenda packet. Also, for legal justifications and summaries of my appeal, please also read and review my argument that is also included in the agenda packet for tomorrow’s meeting and is entitled, “Letter of Appeal to the City Council” and begins on page 371 of the agenda packet and concludes on page, 375 of the agenda packet. But now I am asking you all to consider the commercial, historic and future tourist and visitor values embedded in this property, the heritage trees, the house, and in the neighborhood in which they are situated.
This neighborhood, has tremendous historic value of interest to visitors and tourists, as well as geological value for natural history buffs, and is in very close proximity to the downtown shops, restaurants and of course, a little further away, the beach. Furthermore, these coastal redwood trees are endangered. These heritage trees are also very historical, and also hold great potential commercial value as they are some of the very few coastal redwood trees left on the alluvial plane of the San Lorenzo River and are fine, healthy specimens. They are very near one of the most stately, breathtaking trees which towers over the property next door to 233 union Street. The alluvial plane is in fact, the downtown area of Santa Cruz, as we move forward these heritage trees and the home will become of greater and greater interest to people as these cultural and natural artifacts will become rare and therefore, interesting.
The closeness of this property to many walking paths, such as; the big scenic ramp that climbs up on the natural historical cliffs goes from Rincon Park (behind city hall) to the upper west side of Laurel Street,
26.283
behind city hall, the walking street, Green Street which goes up to Mission Street very close to Mission Plaza Park, the steep walking stairs that lead from River Street behind the town clock up to school street adjacent to the Santa Cruz Mission Historic State Park, and which is just down the block from the Holy Cross remodeled Mission Chapel. There is also Mission Street itself, which people can walk up to the Santa Cruz Mission State Historic Park where some of the most breathtaking views of downtown Santa Cruz and beyond to the Monterey Bay are only know to a few people.
If the city were to remodel the house on the property as is possible conclusion to the matter of saving the trees and which is cited, also in the agenda report (see page…370 of Jennifer Bennet’s report), by the engineer’s report second recommendation, which is entitled, “Protect the Existing Trees”, a site could be established wherein the remodeled house on the property could be shown as a model of environmental design, and the altered, historic home would highlight the kind of alteration that accommodates for such important artifacts as these fine coastal redwood trees.
This, admittedly would be extremely innovative, however, it could be done and could draw travelers, tourists of the new era in the age of climate change. It could also draw more traditional kinds of tourists who enjoy beautiful, engaging historic neighborhoods that feature fascinating stories near delightful shops and restaurants.
Please consider this novel idea and let’s think in a visionary way to enhance this gem of a neighborhood by purchasing the property with the historic house and preserve the amazing coastal redwood trees.
Thank you for reading this letter.
Sincerely,
Elise Casby
https://www.cityofsantacruz.com/government/city-departments/planning-and-communitydevelopment/programs/historic-preservation-in-santa-cruz/historic-districts/downtown-neighborhoodhistoric-district
26.284
3 https://www.cityofsantacruz.com/government/city-departments/planning-and-community-development/programs/historicpreservation-in-santa-cruz/historic-districts/downtown-neighborhood-historic-district
26.285
26.286
Parks and Recreation
Department
26.287
233 Union Street
Appeal of Parks and
Recreation Commission
Approval of application
#23-0005 to remove two (2)
Coast Redwood Trees
26.288
26.289
Staff Findings #1:
• The Redwood tree is
healthy, vigorous, and of
normal size and color.
• The trunk is sound and
solid.
• No insects or disease are
present.
26.290
Staff Findings #1:
• The tree is causing damage
drainage problems &
flooding in the basement.
• Roots are under the
structure.
• A biobarrier was installed in
the past in an effort to
retain the tree & the barrier
has been breached & roots
are damaging the home.
26.291
26.292
26.293
26.294
26.295
Staff Findings #2:
• The Redwood tree is
healthy, vigorous, and of
normal size and color.
• The trunk is sound and solid
and codominant at
approximately 10 feet
above grade.
• No insects or disease are
present.
26.296
Staff Findings #2: • The tree is in contact with the house. • The tree has eliminated access to the
utility closet & the door cannot be
opened for necessary access.
• The tree is in contact with the gas
supply line & could represent a
hazard.
• The tree has impacted the site
drainage system for the home.
• The tree has cracked interior
sheetrock which has been repaired.
• The tree is putting pressure on the
exterior siding of the home.
26.297
26.298
26.299
26.300
Staff Findings #1&2: • There are no reasonable mitigation options to save the 2 trees.
• Mitigation – a root containment
barrier system has been used in the
past (tree #1) & has failed.
• The trees are too close to the home
to be root pruned without potentially
destabilizing the tree or causing tree
health consequence.
• The trees are relatively young & will
continue to cause structural damage
as they increase in girth.
26.301
Recommendation
That the City Council upholds the Parks
and Recreation Commission decision to
approve Heritage Tree removal permit
application
#23-0005 to remove two (2)Redwoods as
required by City Council Resolution.
26.302
Chapter 9.56 City of Santa
Cruz Municipal Code
The Heritage Tree has, or is likely to have, an
adverse effect upon the structural integrity of a
building, utility, or public or private right of way;
The physical condition or health of the tree, such
as disease or infestation, warrants alteration or
removal;
A construction project design cannot be altered to
accommodate existing Heritage trees.
26.303
City Council
AGENDA REPORT
DATE: 06/01/2023
AGENDA OF: 06/13/2023
DEPARTMENT: Planning and Community Development
SUBJECT: Ordinance Amending Select Portions of Chapter 10.40 of the Santa Cruz Municipal Code, Along with Santa Cruz Municipal Code Section
10.41.060, Pertaining to the Parking of Oversized Vehicles (PL/CA) RECOMMENDATION: Introduce for publication an ordinance amending select portions of Chapter 10.40 of the Santa Cruz Municipal Code pertaining to the parking of oversized vehicles.
BACKGROUND: In 2021, the Council adopted Ordinance No. 2021-20, which addressed the parking of Oversized Vehicles on public rights-of way. After Ordinance No. 2021-20 was adopted, the City engaged in a process with the California Coastal Commission (Coastal Commission or CCC), with the goal of obtaining a Coastal Development Permit (“CDP”), to authorize the City to implement Ordinance No. 2021-20 in the Coastal Zone.
The City’s initial approval of the CDP by the Zoning Administrator was appealed to the Planning Commission. The Planning Commission’s approval was appealed to the City Council, and the City Council’s approval was eventually appealed to the Coastal Commission. On May 11, 2023, the Coastal Commission approved the City’s CDP (Application No. A-3-STC-22-0018), authorizing the City to enforce Ordinance No. 2021-20 in the Coastal Zone, subject to various conditions.
During the City’s CDP process with the Coastal Commission, it became apparent that small revisions to Santa Cruz Municipal Code section 10.40.120 are appropriate in order to effectuate the intent of the Council and comply with all Coastal Commission direction.
DISCUSSION: Coastal Commission staff expressed disapproval of Santa Cruz Municipal Code section 10.40.120(f), which prohibited parking oversized vehicles within 100 feet of intersections. This section is, therefore, not included in the City’s CDP. In order to avoid confusion and potentially inappropriate enforcement of the referenced 100-foot rule, staff recommends that the language contained in Section 10.40.120(f) be stricken from the City’s Municipal Code, as provided in the attached draft ordinance.
Additionally, Santa Cruz Municipal Code section 10.40.120(g)(6) exempted enforcement of the 12 a.m. -5 a.m. oversized vehicle prohibition (contained in Section 10.40.120(a)) during “a nonpandemic-related state of emergency”[.] Given that, primarily for Federal Emergency Management Agency (FEMA) funding reasons, a state of emergency can last for months or years after the actual emergency circumstances have ended, the Council may wish to modify Section
27.1 10.40.120(g)(6) to clarify its intent as to when enforcement should cease during a declared state of emergency. The amendment prepared by staff would prohibit enforcement of Santa Cruz Municipal Code section 10.40.120(a) (the 12 a.m. -5 a.m. oversized vehicle prohibition) during the first 10 days of a declared state of emergency. Thereafter, the Council could adopt a resolution or the City Manager could issue a directive continuing non-enforcement due to the emergency’s significant impact on the need for oversized vehicles to park from 12:00 a.m. – 5:00 a.m. on city streets.
Lastly, Santa Cruz Municipal Code section 10.41.060 currently prohibits the City from issuing daytime residential parking permits to Oversized Vehicles. Staff does not believe that this was the intent of Council, given that Council also authorized a variety of nighttime parking permit programs, including for residents, guests of residents, and contractors. Therefore, staff has proposed a minor amendment to this section to effectuate what staff believes was the true intent of Council.
Health in All Policies: The proposed changes further Health in All Policies (HiAP) principles in that they support the implementation of the Oversized Vehicle Ordinance, which has been found consistent with the HiAP pillars.
Environmental Review: This project is found to not be considered a project under the California Environmental Quality Act (CEQA), and if it were considered a project, it would be found exempt from environmental review pursuant to Sections 15301, 15305, 15307, 15308, and 15321 of the Guidelines for Implementation of the California Environmental Quality Act (CEQA), as further detailed in the attached ordinance.
FISCAL IMPACT: None.
Prepared By:
Lee Butler
Director of Planning and
Community Development
Cassie Bronson
Assistant City Attorney
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. DRAFT ORDINANCE - CLEAN
2. DRAFT ORDINANCE – TRACK CHANGES
27.2 ORDINANCE NO. 2023-XX
AN ORDINANCE OF THE CITY OF SANTA CRUZ AMENDING SELECT PORTIONS OF CHAPTER 10.40 OF THE SANTA CRUZ MUNICIPAL CODE, ALONG WITH SANTA CRUZ MUNICIPAL CODE SECTION 10.41.060, PERTAINING TO THE PARKING OF OVERSIZED
VEHICLES
WHEREAS, in 2021, the Council adopted Ordinance No. 2021-20, which addressed the parking of Oversized Vehicles on public rights-of way;
WHEREAS, after Ordinance 2021-20 was adopted, the City engaged in a process with the California Coastal Commission, with the goal of obtaining a Coastal Development Permit (“CDP”), to authorize the City to implement Ordinance No. 2021-20 in the Coastal Zone; WHEREAS, the City’s initial approval of the CDP was appealed to the Planning Commission. The Planning Commission’s approval was appealed to the City Council, and the City Council’s approval was eventually appealed to the Coastal Commission. On May 11, 2023, the Coastal Commission approved the City’s CDP (Application No. A-3-STC-22-0018), authorizing the City to enforce Ordinance No. 2021-20 in the Coastal Zone, subject to various conditions; WHEREAS, during the City’s CDP process with the Coastal Commission, it became apparent that small revisions to Santa Cruz Municipal Code section 10.40.120 are appropriate in order to effectuate the intent of the Council and comply with all Coastal Commission direction; WHEREAS, specifically, Coastal Commission staff expressed disapproval of Santa Cruz Municipal Code section 10.40.120(f) which prohibited parking oversized vehicles within 100 feet of intersections. This section is, therefore, not included in the City’s CDP. In order to avoid confusion and potentially inappropriate enforcement of the referenced 100-foot rule, the language contained in Section 10.40.120(f) should be stricken from the City’s Municipal Code; WHEREAS, Santa Cruz Municipal Code section 10.40.120(g)(6) exempted enforcement of the 12AM-5AM oversized vehicle prohibition (contained in Section 10.40.120(a)) during “a nonpandemic-related state of emergency”[.] Given that, primarily for Federal Emergency Management Agency (FEMA) funding reasons, a state of emergency can last for months or years after the actual emergency circumstances have ended, the Council wishes to modify Section
10.40.120(g)(6) to clarify its intent as to when enforcement should cease during a declared state of emergency;
WHEREAS, Santa Cruz Municipal Code section 10.41.060 currently prohibits the City from issuing any daytime residential parking permits to Oversized Vehicles. This was not the intent of Council at the time Ordinance No. 2021-20 passed, given that Council also authorized a variety of nighttime parking permit programs, including for residents, guests of residents, and contractors.
The Council desires to amend this section to effectuate its true intent.
BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:
27.3 ORDINANCE NO. 2023-XX
2 SECTION 1. Section 10.40.120(f) of the Santa Cruz Municipal Code is amended as follows:
“(f) [Intentionally omitted.]”
SECTION 2. Section 10.40.120(g)(6) of the Santa Cruz Municipal Code is amended as follows:
“(6) Parking of any oversized vehicle during the first ten (10) days of a state of emergency declared to exist within the city of Santa Cruz by the city council, city manager or governor.
Thereafter, enforcement of section 10.40.120(a) shall re-commence, except if the council adopts a resolution or the city manager issues a directive continuing non-enforcement of section 10.40.120(a) for all or part of the state of emergency due to the emergency’s significant impact on the need for oversized vehicles to park from 12:00 a.m. – 5:00 a.m. on city streets.” SECTION 3. Section 10.41.060 of the Santa Cruz Municipal Code is amended as follows:
“The local authority shall be authorized to issue parking permits for the city’s permit parking programs, pursuant to the requirements of this chapter. An oversized vehicle (OV), as defined by Section 10.04.106, is eligible for a permit pursuant to the requirements of this chapter.
However, any such permit issued to an OV shall not entitle the OV to, without an OV overnight permit issued pursuant to SCMC 10.40.120, park between the hours of 12 a.m. – 5 a.m. in violation of SCMC section 10.40.120(a).”
SECTION 4. Environmental Review. The City Council finds and determines that the adoption of this ordinance is not considered a “project” under the CEQA guidelines (Cal. Code Regs. title 14 § 15378(a)). Further, even if the adoption of this ordinance were deemed a CEQA “project”, it would be categorically exempt from CEQA under Cal. Code Regs. title 14:
1) Section 15301 (“the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use[]”; 2) Section 15305 (“minor alterations in land use limitations . . . which do not result in any changes in land use or density”);
3) Section 15307 (“actions taken by regulatory agencies as authorized by state law or local ordinance to assure the maintenance, restoration, or enhancement of a natural resource”); 4) Section 15308 (“actions taken by regulatory agencies, as authorized by state or local ordinance, to assure the maintenance, restoration, enhancement, or protection of the environment”); and
5) Section 15321 (“Actions by regulatory agencies to enforce or revoke a lease, permit, license, certificate, or other entitlement for use issued, adopted, or prescribed by the regulatory agency or enforcement of a law, general rule, standard, or objective, administered or adopted by the regulatory agency”).
27.4 ORDINANCE NO. 2023-XX
3 Further, none of the categorical exemptions listed above are barred by any of the exceptions listed in Cal. Code Regs. title 14 § 15300.2.
SECTION 5. Severability. If any section or portion of this ordinance is found to be invalid by a court of competent jurisdiction, such finding shall not affect the validity of the remainder of the ordinance, which shall continue in full force and effect.
SECTION 6. This ordinance shall take effect and be in force thirty (30) days after final adoption.
PASSED FOR PUBLICATION this #th day of [Month], 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this #th day of [Month], 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
27.5 ORDINANCE NO. 2023-XX
4 This is to certify that the above and
foregoing document is the original
of Ordinance No. 202x-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator
27.6 ORDINANCE NO. 2023-XX
AN ORDINANCE OF THE CITY OF SANTA CRUZ AMENDING SELECT PORTIONS OF CHAPTER 10.40 OF THE SANTA CRUZ MUNICIPAL CODE, ALONG WITH SANTA CRUZ MUNICIPAL CODE SECTION 10.41.060, PERTAINING TO THE PARKING OF OVERSIZED
VEHICLES
WHEREAS, in 2021, the Council adopted Ordinance No. 2021-20, which addressed the parking of Oversized Vehicles on public rights-of way;
WHEREAS, after Ordinance 2021-20 was adopted, the City engaged in a process with the California Coastal Commission, with the goal of obtaining a Coastal Development Permit (“CDP”), to authorize the City to implement Ordinance No. 2021-20 in the Coastal Zone; WHEREAS, the City’s initial approval of the CDP was appealed to the Planning Commission. The Planning Commission’s approval was appealed to the City Council, and the City Council’s approval was eventually appealed to the Coastal Commission. On May 11, 2023, the Coastal Commission approved the City’s CDP (Application No. A-3-STC-22-0018), authorizing the City to enforce Ordinance No. 2021-20 in the Coastal Zone, subject to various conditions; WHEREAS, during the City’s CDP process with the Coastal Commission, it became apparent that small revisions to Santa Cruz Municipal Code section 10.40.120 are appropriate in order to effectuate the intent of the Council and comply with all Coastal Commission direction; WHEREAS, specifically, Coastal Commission staff expressed disapproval of Santa Cruz Municipal Code section 10.40.120(f) which prohibited parking oversized vehicles within 100 feet of intersections. This section is, therefore, not included in the City’s CDP. In order to avoid confusion and potentially inappropriate enforcement of the referenced 100-foot rule, the language contained in Section 10.40.120(f) should be stricken from the City’s Municipal Code; WHEREAS, Santa Cruz Municipal Code section 10.40.120(g)(6) exempted enforcement of the 12AM-5AM oversized vehicle prohibition (contained in Section 10.40.120(a)) during “a nonpandemic-related state of emergency”[.] Given that, primarily for Federal Emergency Management Agency (FEMA) funding reasons, a state of emergency can last for months or years after the actual emergency circumstances have ended, the Council wishes to modify Section
10.40.120(g)(6) to clarify its intent as to when enforcement should cease during a declared state of emergency;
WHEREAS, Santa Cruz Municipal Code section 10.41.060 currently prohibits the City from issuing any daytime residential parking permits to Oversized Vehicles. This was not the intent of Council at the time Ordinance No. 2021-20 passed, given that Council also authorized a variety of nighttime parking permit programs, including for residents, guests of residents, and contractors.
The Council desires to amend this section to effectuate its true intent.
BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:
27.7 ORDINANCE NO. 2023-XX
2 SECTION 1. Section 10.40.120(f) of the Santa Cruz Municipal Code is amended as follows:
“(f) Oversized vehicles shall not be parked at any place within one hundred feet of a crosswalk, intersection, boulevard, stop sign, official electric flashing device or approach to any traffic signal.[Intentionally omitted.]”
SECTION 2. Section 10.40.120(g)(6) of the Santa Cruz Municipal Code is amended as follows:
“(6) Parking of any oversized vehicle during the first ten (10) days pendency of a nonpandemic-related state of emergency declared to exist within the city of Santa Cruz by the city council, city manager or governor. Thereafter, enforcement of section 10.40.120(a) shall recommence, except if the council adopts a resolution or the city manager issues a directive continuing non-enforcement of section 10.40.120(a) for all or part of the state of emergency due to the emergency’s significant impact on the need for oversized vehicles to park from 12:00 a.m. – 5:00 a.m. on city streets.”
SECTION 3. Section 10.41.060 of the Santa Cruz Municipal Code is amended as follows:
“The local authority shall be authorized to issue parking permits for the city’s permit parking programs, pursuant to the requirements of this chapter. An , for vehicles that do not fall within the definition of “oversized vehicle (OV),s” as defined by Section 10.04.106, is eligible for a permit pursuant to the requirements of this chapter. However, any such permit issued to an OV shall not entitle the OV to, without an OV overnight permit issued pursuant to SCMC 10.40.120, park between the hours of 12 a.m. – 5 a.m. in violation of SCMC section 10.40.120(a)..” SECTION 4. Environmental Review. The City Council finds and determines that the adoption of this ordinance is not considered a “project” under the CEQA guidelines (Cal. Code Regs. title 14 § 15378(a)). Further, even if the adoption of this ordinance were deemed a CEQA “project”, it would be categorically exempt from CEQA under Cal. Code Regs. title 14:
1) Section 15301 (“the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use[]”; 2) Section 15305 (“minor alterations in land use limitations . . . which do not result in any changes in land use or density”);
3) Section 15307 (“actions taken by regulatory agencies as authorized by state law or local ordinance to assure the maintenance, restoration, or enhancement of a natural resource”); 4) Section 15308 (“actions taken by regulatory agencies, as authorized by state or local ordinance, to assure the maintenance, restoration, enhancement, or protection of the environment”); and
5) Section 15321 (“Actions by regulatory agencies to enforce or revoke a lease, permit, license, certificate, or other entitlement for use issued, adopted, or prescribed by the regulatory
27.8 ORDINANCE NO. 2023-XX
3 agency or enforcement of a law, general rule, standard, or objective, administered or adopted by the regulatory agency”).
Further, none of the categorical exemptions listed above are barred by any of the exceptions listed in Cal. Code Regs. title 14 § 15300.2.
SECTION 5. Severability. If any section or portion of this ordinance is found to be invalid by a court of competent jurisdiction, such finding shall not affect the validity of the remainder of the ordinance, which shall continue in full force and effect.
SECTION 6. This ordinance shall take effect and be in force thirty (30) days after final adoption.
PASSED FOR PUBLICATION this #th day of [Month], 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this #th day of [Month], 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
27.9 ORDINANCE NO. 2023-XX
4 This is to certify that the above and
foregoing document is the original
of Ordinance No. 202x-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator
27.10 From: Karen PORET
To: City Council
Subject: Why is this being considered?
Date: Sunday, June 11, 2023 2:41:06 PM
In all honesty, why is this being considered from the very real safety ( not!) standpoint! These behemoths are a hazard enough as they are huge, with their “ trappings” too close behind for any sense of purpose.
Please don’t allow this to happen! No one pays attention to their surroundings in a vehicle, and this additional corner sight blockage would be disastrous at best.
Thank you!
Karen Poret
Eastside homeowner
“Allow RV parking within 100 feet of an intersection or traffic signal anywhere in the city. Currently, the rule only applies to part of the city.”
Sent from Karen’s
27.11 Oversized Vehicle
Ordinance Updates
CITY COUNCIL
JUNE 13, 2023
27.12 100’ from intersections
Emergency declarations
Residential parking permits
27.13 100’ from intersections
10.40.120(f)
27.14 Emergency declarations
10.40.120(g)(6)
27.15 Residential parking permits
10.41.060
27.16 City Council
AGENDA REPORT
DATE: 06/01/2023
AGENDA OF: 06/13/2023
DEPARTMENT: Economic Development and Housing
SUBJECT: Cooperative Retail Management Business Real Property Improvement District Assessments for FY 2024 (ED)
RECOMMENDATION: Motion to:
1) Approve the FY 2023 Annual Report and FY 2024 Plan prepared by the Downtown Management Corporation;
2) Adopt the Resolution of Intention to levy a Cooperative Retail Management Business Real Property Improvement District Assessment for FY 2024 and schedule a public hearing for June 27, 2023, after the hour of 1pm, on the levy of the assessments for FY 2024; and 3) Introduce for publication an ordinance confirming that Chapter 5.06 of the Santa Cruz Municipal Code shall apply to the Cooperative Retail Management Business Real Property Improvement District within the District’s modified boundaries and to the increased assessments approved and levied by the City Council for the District’s 2023-2024 Fiscal Year.
BACKGROUND: On February 8, 1994 the City Council adopted Ordinance No. 94-06 adding Chapter 5.06 to the Santa Cruz Municipal Code establishing the Cooperative Retail Management (CRM) Business Real Property Improvement District (District) and levying assessments on the properties along Pacific Avenue pursuant to the Parking and Business Improvement Area Law of 1989 for the purpose of establishing a Downtown Hospitality Program. In 1996, the area was expanded to include side streets between Cedar and Front Streets and some downtown alleyways including Plaza, Locust, Commerce, Elm Lane, Birch Lanes, Pearl Alley, Lincoln-Cathcart and Pacific-Front alleyways.
The CRM District is managed by the Downtown Management Corporation (DMC) Board of Directors which includes three property owner representatives, three business owner representatives, two City Councilmembers, and the Economic Development and Housing Director as Chief Financial Officer.
In accordance with State law, the DMC is required to submit an Annual Report/Plan for each year in which assessments are to be levied in the District. The attached FY 2023 Annual Report and FY 2024 Plan prepared by the DMC is provided for Council consideration.
28.1 DISCUSSION: The FY 2023 Annual Report and FY 2024 Plan proposes the following changes to the CRM District assessment: an increase in the assessment rates and formula and an expansion of the district boundaries.
The current District includes properties used for commercial or business purposes with frontage on Pacific Avenue between Water Street and Laurel Street and those with frontage on the side streets and alleyways between Cedar and Front Street. The assessments are based upon the linear foot frontage and lot size and building size of the real property used for commercial or business purposes within the CRM District. For property fronting Pacific Avenue, the rates are $6.35 per linear foot, $.07 per lot square foot and $.05 per building square foot. The rate per linear foot is $4.75, $.07 per lot square foot and $.05 per building square feet for property with frontage on side streets and alleys as follows: between Cedar and Front Streets and located on Soquel Avenue; Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; Pearl Alley; Lincoln-Cathcart and Pacific-Front alley ways. Rental residential property is assessed at a discounted rate of $.025 per building square foot. If a property borders Pacific Avenue, a side street and an alley in the CRM District, the alley side will not be assessed (in other words, no more than two sides will be used in the assessment methodology).
Proposed Changes to Assessment Methodology and District Boundaries:
The Board recommends increasing the assessment rates and expanding the District boundaries.
The current CRM District includes all real property used for commercial or business purposes on parcels with street frontage on Pacific Avenue between Laurel and Water Streets and located on Soquel Avenue; Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; Pearl Alley; and Lincoln-Cathcart and PacificFront alley ways. The DMC recommends that all real property used for commercial or business purposes on parcels with street frontage on Cedar Street, Front Street, the south side of Mission Street and Water Street, and the north side of Laurel Street be annexed into the District. For property fronting Pacific Avenue, the proposed increased rates and expanded district would be the rates are $7.0393 per linear foot on Pacific Avenue, $5.2795 per linear foot for all other linear frontage, $.0811 per lot square foot and $.0718 per building square foot. The rate per linear foot is $5.2795, $.0608 per lot square foot and $.0538 per building square feet for all other property with frontage on side streets and alleys.
Each parcel’s assessment is calculated as follows:
Linear Feet Frontage x Linear Feet Frontage Rate = Linear Footage Assessment Lot Area Square Footage x Lot Area Square Footage Rate = Lot Assessment Building Square Footage x Building Square Footage Rate = Building Assessment Linear Footage Assessment + Lot Assessment + Building Assessment = the annual assessment
As Downtown Santa Cruz has grown over the past decade and future downtown development projects planned, the need to expand the existing District boundary and review the assessment methodology is paramount to the success of a safe, clean, and vital downtown. The proposal is to expand the district boundary to include parcels on Front Street as well as Cedar Street. In addition, the methodology is to assess all parcels equally (churches are still exempt) given the fact that the services are delivered to all sidewalk frontages regardless of land use.
28.2 A financial consultant with experience in assessment districts provided assessment methodology options to DMC and provided an analysis to determine if assessed parcels benefit from these services. After carefully considering the options, the Board recommends the proposed expanded district boundaries, increased assessment rates and an annual adjustment based on the Consumer Price Index or 5%, whichever is greater. The full Methodology Summary Report from the financial consultant is included as an attachment to the FY 23/24 Annual Report/Workplan.
FY 2024 Planned Activities:
The Annual Report/Plan outlines the DMC’s FY 2024 planned activities, budgeted expenses and revenues and contributions from sources other than the assessments levied. Under the proposed changes to the assessment methodology and expanded district, the City will contribute $80,381.85 to the District for City-owned properties, an increase from $44,522.99 under the prior rates. The City provides an additional revenue contribution of $16,500 received by the City from kiosk rentals and extension area licenses. The City also contributes $10,000 toward the downtown cleaning contract and provides funds for County mental health/social outreach services in the downtown. Under the expanded district the contribution to the downtown cleaning contract would increased to $13,500.
The DMC Board of Directors recommends continuing the Downtown Ambassador Program contract with the Downtown Association with the goals of encouraging a positive experience on the street; providing proactive assistance to visitors; providing eyes on the street to report disruptive or criminal behavior; and reporting and resolving vandalism, graffiti, waste, and cleanliness issues. The program will provide one Operations Director and sufficient Ambassador hours to walk the DMC district 10am - 6pm, 7 days per week and staff the Information Kiosk during peak hours.
The DMC’s plan has been approved by the DMC Board with the proposed changes in the assessment for FY 2024. Following approval of the DMC Annual Report/Plan, a resolution declaring the intention of the City to levy and collect assessments within the District must be adopted. The resolution will also set a public hearing to be held on June 27, 2023. Notice of the public hearing will be given by publishing the Resolution of Intention in a newspaper of general circulation in the City once at least seven days prior to the public hearing. The law also requires that no sooner than 10 days after adoption of the resolution of intention, the City Council must hold a public hearing at which time it is required to take public testimony and receive protests pertaining to the proposed assessment. Written and oral protests, if any, may be made in accordance with Sections 36524 and 36525 of the Law. City Council may then adopt a resolution levying the assessment only if there is not a majority of the property owners opposed to the levy.
FISCAL IMPACT: The City owns property within the boundaries of the District. The assessment for City properties under the current assessment is $44,522.99. The assess for City properties under the increased rates and expanded district is $80,381.85. As mentioned above, the City also contributes $16,500 from kiosk rentals and sidewalk license areas and $13,500 from Economic Development and Housing Department towards the downtown cleaning contract. Staff believes that the benefit provided by the assessment district justifies the expenditure of City funds.
28.3 Prepared By:
Rebecca Unitt
Economic Development
Manager
Submitted By:
Bonnie Lipscomb
Director of Economic
Development and Housing
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. DMC ANNUAL REPORT PLAN.PDF
2. RESOLUTION.DOCX
3. ORDINANCE.DOCX
28.4 Downtown Management Corporation
FY 2023 Annual Report
FY 2024 Plan
Approved May 18, 2024
28.5 2
Introduction
The Downtown Management Corporation (DMC) oversees the Cooperative Retail Management District (CRM), covering Pacific Avenue from Water Street to Laurel Street, and the side streets off of Pacific Avenue. The CRM District is an improvement district funded by an assessment levied on property owners in this geographic boundary to fund enhanced programs and services focused on a clean, safe and welcoming Downtown.
The objectives of the DMC, as stated in the bylaws, are:
• To improve public perception of downtown Santa Cruz by enhancing safety and security; • To provide information and direction to shoppers and visitors in downtown Santa Cruz; • To provide a visible presence in downtown Santa Cruz to observe and report street disorder.
The DMC is governed by a volunteer board of directors that includes two City of Santa Cruz Councilmembers, the City’s Economic Development Director, three business owner representatives, and three property owner representatives. This work plan has been developed by the Board and staff to serve as a roadmap to guide the activities and resource allocations of the Downtown Management Corporation for fiscal year 2023-2024.
28.6 3
Downtown Management Corporation
FY 2023 Annual Report and FY 2024 Plan
1. Are there any proposed changes to the Cooperative Retail Management Business Real Property Improvement District (CRM)?
The Board recommends increasing the assessment rates and expanding the District boundaries. The current CRM District includes all real property used for commercial or business purposes on parcels with street frontage on Pacific Avenue between Laurel and Water Streets and located on Soquel Avenue; Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; Pearl Alley; and Lincoln-Cathcart and Pacific-Front alley ways. The DMC is recommending that all real property used for commercial or business purposes on parcels with street frontage on Cedar Street, Front Street, the south side of Mission Street and Water Street, and the north side of Laurel Street be annexed into the District.
The proposed increased rates and expanded district would be:
Each parcel’s assessment is calculated as follows:
Linear Feet Frontage x Linear Feet Frontage Rate = Linear Footage Assessment Lot Area Square Footage x Lot Area Square Footage Rate = Lot Assessment Building Square Footage x Building Square Footage Rate = Building Assessment Linear Footage Assessment + Lot Assessment + Building Assessment = the annual assessment
As downtown Santa Cruz has grown over the past decade and future downtown development projects planned, the need to expand the existing District boundary and review the assessment methodology is paramount to the success of a safe, clean, and vital downtown. The proposal is to expand the district boundary to include parcels on Front Street as well as Cedar Street. In addition, the methodology is to assess all parcels equally (churches are still exempt) given the fact that the services are delivered to all sidewalk frontages regardless of land use.
DMC hired a financial consultant to provide assessment methodology options and to determine if assessed parcels benefit from these services. After carefully considering the options, the Board recommends the proposed expanded district boundaries, increased assessment rates and an annual adjustment based on the Consumer Price Index or 5%, Expanded District:
Existing + Front +
Cedar
Comm Bldg
SF Assmt
Res Bldg
SF Assmt
Lot SF
Assmt
Pacific Ave
Linear
Frontage
Assmt
All Other
Linear
Frontage
Assmt
Pacific Ave Parcels $0.0718 $0.0718 $0.0811 $7.0393 $5.2795 All Other Parcels $0.0538 $0.0538 $0.0608 $0.0000 $5.2795
28.7 4
whichever is greater. The full Methodology Summary Report from the financial consultant is included as Attachment No. 3.
2. Describe the improvement activities that were provided for the year.
Please see Attachment No. 1.
3. Describe the budget for the improvements and activities.
Please see Attachment No. 2.
4. Describe the method used to levy assessments for FY 23.
Under the current CRM District assessment methodology, the assessments are based upon the linear foot frontage, lot size and building size of the real property used for commercial or business purposes within the CRM District. The individuals or entities subject to the proposed assessment shall be those persons or entities who own commercial or business real property within the assessment district which have frontage on Pacific Avenue, downtown side streets and downtown alleyways. The proposed assessment shall be payable in two equal installments due on or before July 1st and January 1st. New property owners shall not be exempt from levy of the assessment.
For property fronting Pacific Avenue, the rates are $6.35 per linear foot, $.07 per lot square foot and $.05 per building square foot.
For property fronting side streets and alleys, the rates are $4.75 per linear foot, $.05 per lot square feet and $.04 per building square foot. Frontage on side streets and alleys include properties located: on Cedar and Front Streets and located on Soquel Avenue; on Center Street between Cedar and Mission, Mission, Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; in Pearl Alley; in Lincoln-Cathcart and Pacific-Front alley ways. If a property borders Pacific Avenue and a side street and alley in the CRM District, the alley side will not be assessed.
Rental residential property is assessed at a discounted rate of $.025 per building square foot for buildings located on Pacific Avenue and $.02 for buildings located on side streets or alleys. Owner-occupied residential properties in the district are exempt from the assessment.
Each parcel’s assessment is calculated as follows:
Linear Feet Frontage x Linear Feet Frontage Rate = Linear Footage Assessment Lot Area Square Footage x Lot Area Square Footage Rate = Lot Assessment Building Square Footage x Building Square Footage Rate = Building Assessment.
Linear Footage Assessment + Lot Assessment + Building Assessment = the annual assessment
28.8 5
Assessment Rate Linear Feet Frontage Lot Area Square
Footage
Building Area Square
Footage
Pacific Avenue $6.35 $0.07 $0.050
Side Street and
Alley
$4.75 $0.05 $0.040
Rental residential square footage is assessed at 50% rate of building square feet rate
5. Show the amount or any surplus or deficit revenues carried over from the prior year.
The FY 2023 Operating Budget is estimated to have a fund balance of thirty-one thousand five hundred fifteen dollars and fifty-one cents ($31,515.51).
6. The amount of contributions from other sources, if any.
The Economic Development Department provided administrative support in the form of membership mailings and the coordination of regular meetings of the DMC Board of Directors.
In addition to the proceeds by the CRM Assessment District in FY 2023, the DMC received $16,500 collected by the City for cafe extension license fees and kiosk rent.
The City also contributed $10,000 to the Uncle Poop’s Pet Waste Removal contract.
7. The proposed work plan for the next fiscal year.
The following proposed activities were approved by the Board of Directors at the May 18, 2023 Board Meeting for Fiscal Year 2024 based on the estimated revenue generated from the proposed expanded district and increase rates. The Board voted to allow the activities and reserve funding to be revisited throughout the year for reallocation as needed as conditions change and based on actual costs for services. See Attachment 2 for the proposed work plan budgets based on the recommended changes to the assessment and district boundaries.
Downtown Ambassador Program
The DMC Board of Directors recommends continuing to contract with Block By Block Inc., through the Downtown Association of Santa Cruz (DTA) to provide Downtown Ambassador Services within the CRM district for FY 2024. DMC will allocate three hundred thirty-nine thousand dollars ($339,000) for the 12-month contract.
The Ambassador Program provides one Operations Director and sufficient Ambassador hours to walk the DMC district 10am - 6pm, 7 days per week and staff the Information Kiosk during peak hours.
The Ambassadors will provide the following services:
28.9 6
a. Offer and provide assistance, information and directions to visitors of the downtown.
b. Provide a uniformed ambassador presence by walking the service area. c. Inform persons as to Santa Cruz Municipal Codes on standards of conduct with the goal of achieving compliance.
d. Promptly report disruptive or criminal behavior to the appropriate public agency and cooperate as necessary for enforcement.
e. Notify appropriate authorities to respond to medical or mental health emergencies.
f. Pick up trash such as newspapers and small debris.
g. Address light litter and graffiti and report large graffiti, spills on sidewalk, and other conditions that may impact public safety to the appropriate department if unable to remediate.
Downtown-Beach Shuttle
The Beach-Downtown shuttle replaces the Santa Cruz Trolley program and will provide transportation for thousands of visitors between the beach and downtown during the summer months. The program has restarted in 2023 after pausing following the 2019 season due to the pandemic. Shuttle operations are funded through a combination of sponsorships, advertising revenue, fares and grants. DMC Board of Directors believes that the number of visitors that the shuttle brings to the CRM district is beneficial and warrants a contribution of $6,500 to shuttle operation costs.
Uncle Poop’s Pet Waste Removal
The work plan includes the continuation of the maintenance contract with Uncle Poop’s Pet Waste Removal for seventy-nine thousand dollars ($79,000) to provide animal and human waste cleanup services for public and private property in the CRM District.
Pet Waste Bag Dispensers
The work plan includes a continuation of maintenance for the five pet waste bag dispensers in the district and purchase of at least 2,000 bags for an estimated cost of two hundred dollars ($200). The waste bags were installed as a pilot program to monitor any changes in behavior from conveniently located bags in high traffic areas in an effort to reduce after-hour calls for pet waste pick up and reduction in daily collection numbers.
The bags have been utilized by the community and minimal vandalism has occurred to the dispensers.
28.10 7
Attachment No. 1
DMC FY 2023 Work Program
The objectives of the DMC, as stated in the bylaws, are:
• To improve public perception of downtown Santa Cruz by enhancing safety and security; • To provide information and direction to shoppers and visitors in downtown Santa Cruz; • To provide a visible presence in downtown Santa Cruz to observe and report street disorder.
The DMC Board of Directors, pursuant to its bylaws, consists of nine members, including:
• Three representatives of the City: Mayor and Vice Mayor (or their designees) and Director of Economic Development Department.
• Three downtown property owners or designated agents.
• Three downtown business owners or designated agents selected by the DMC Board of Directors.
Downtown Management Corporation Board of Directors FY 2023 Chris Murphy, Business Representative
Larry Pearson, Business Representative
Ian McRae, Business Representative
Kris Reyes, Property Owner Representative
Ryan Coonerty, Property Owner Representative
Renee Culver, Property Owner Representative
Bonnie Lipscomb, Director, Economic Development
Scott Newsome, Councilmember
Shebreh Kalantari-Johnson, Councilmember
Kamala Allison, Business Representative (resigned fall 2022) Donna Meyers, Councilmember (Term Expired January 2023) Justin Cummings, Councilmember (Term Expired January 2023) Downtown Ambassador Program
In the FY 2023 workplan the DMC Board of Directors
continued the contract with the Downtown Association
of Santa Cruz to provide hospitality services in the
district for a second year of service.
The Ambassador program has been designed based on
best practices of Downtown Management
Organizations, with the specific and unique needs of
Downtown Santa Cruz in mind. The primary objective
of the program is to foster a welcoming and friendly
environment in the Downtown and to provide support
to the business community. The program provides one Operations Director and sufficient Ambassador hours to walk the DMC district 10am - 6pm, 7 days per week and staff the Information Kiosk during peak hours. The Ambassadors are tasked with offering assistance and directions to visitors, providing eyes on the street to report disruptive or criminal behavior, picking up trash and debris to promote cleanliness downtown, and reporting graffiti, sidewalk
28.11 8
spills, and other conditions to the proper departments or agencies. The Ambassadors also maintain close relationships with the merchants in the district to provide information and address concerns to support their success downtown.
Uncle Poops Pet Waste Removal
Uncle Poop’s Pet Waste Removal provides daily animal and human waste removal services in the CRM District. The contractor travels the entire CRM District every morning looking for waste on public and private property and removing it. The contractor also responds on-call to promptly clean up messes. This service has resulted in cleaner sidewalks and has relieved business owners of the burden to pick up waste in their alcoves and entry ways.
Related Services That Enhance the Downtown Ambassador Program City Services
The Downtown Police Patrol enhances the efforts of the ambassadors. The Downtown Police Officers are in communication with the Ambassadors daily to monitor issues impacting the downtown and maintain communication between the businesses.
Homeward Bound Program
The City’s Homeward Bound Program provides funding for Greyhound tickets to people in need after verifying that they are returning to family, medical services or employment.
Downtown Outreach Worker
The Downtown Outreach Workers (DOW), a social worker funded equally by County Mental Health and the City of Santa Cruz, has been extremely effective in identifying and assisting people with social and mental health problems and in referring them to needed services. The DOW works closely with the ambassadors, police and downtown businesses to increase the awareness of the position and to provide assistance to the business owners with social problems occurring in their premises and in the downtown generally. The DOWs work seven days a week and serves as a case manager to provide ongoing support to individuals to assist them with medical services, transportation and housing.
Downtown Association
The DMC continues to collaborate with the Downtown Association of Santa Cruz (DTA) on creating a clean, safe and friendly downtown. The DTA sponsors orientation workshops for new downtown employees and invites the police and the downtown outreach workers to attend and to provide information on services.
The DTA also operates the Downtown Information Kiosk which is located at 1130 K2 Pacific Avenue. The professional, friendly staff provides information to thousands of visitors and locals on area services, events, downtown opportunities and directions. They answer numerous questions including information about the public property ordinances in the downtown. Staff keeps a watchful eye on the area surrounding the kiosk and works cooperatively with police and downtown outreach workers.
28.12 9
Attachment No. 2
Downtown Management Corporation
Estimated Operating Budget FY 2023 and Proposed Budget for FY 2024 FY 23 Estimated
Actual
FY 24 Proposed
No Assessment
Change
FY 24 Proposed
Assessment Increase
Expanded District
Revenue
Assessment 215,207.75 219,041.88 397,260.00
City Contribution 10,000.00 10,000.00 13,500.00
Kiosk Rent 6,500.00 6,500.00 6,500.00
Café Extension 10,000.00 10,000.00 10,000.00
Interest 82.76 80.00 80.00
Beginning Reserve 40,878.38 31,515.51 31,515.51
Total Revenue 282,668.89 277,137.39 458,855.51
Expenses
Ambassador Program 213,783.96 213,783.96 339,000.00
Insurance 1,303.00 1,303.00 1,300.00
Tax Preparation 1,533.15 1,533.15 1,200.00
Taxes 100.00 100.00 60.00
Downtown-Beach Shuttle - - 6,500.00
Pet Waste Bag Dispensers 268.27 200.00 200.00
Maintenance (Uncle Poop's) 34,165.00 30,000.00 79,000.00 Total Expenses 251,153.38 246,920.11 427,260.00
Net Income (Loss) (9,362.87) (1,298.23) 80.00
Accumulated Reserve 31,515.51 30,217.28 31,595.51
28.13 10
Attachment No. 3
Methodology Summary Report
28.14 Santa Cruz, California
May 2023
Prepared by:
Kristin Lowell, Inc.
Cooperative Retail Management District
Downtown Santa Cruz
Methodology Summary Report
28.15 TABLE OF CONTENTS
SECTION A: Introduction ........................................................................................ 1 SECTION B: Description of Services...................................................................... 2 SECTION C: District Boundary and Expansion Area............................................ 3 SECTION D: Proposed Budget................................................................................ 5 SECTION E: Assessment Methodology ................................................................. 6 SECTION F: Parcel Assessment Options .............................................................. 9
28.16 Cooperative Retail Management District May 2023
Methodology Summary Report Page 1 of 13
SECTION A: INTRODUCTION
In 2014, the Cooperative Retail Management District (District) amended its financing district in downtown Santa Cruz to assess all downtown parcels except for single family owner-occupied and church parcels. The District assesses each parcel to fund a hospitability ambassador program, maintenance services, sidewalk cleaning, and shuttle services between downtown and the beach. The current assessments are based on each parcels’ linear street frontage (including side streets and alleys), lot square footage, and building square footage.
As downtown Santa Cruz has grown over the past decade and future downtown development projects planned, the need to expand the existing District boundary and review the assessment methodology is paramount to the success of a safe, clean, and vital downtown. The proposal is to expand the district boundary to include parcels on Front Street as well as Cedar Street. In addition, the methodology is to assess all parcels equally (churches are still exempt) given the fact that the services are delivered to all sidewalk frontages regardless of land use.
This report reviews the provided services, estimated budget and the assessment rates for the expanded district.
28.17 Cooperative Retail Management District May 2023
Methodology Summary Report Page 2 of 13
SECTION B: DESCRIPTION OF SERVICES
The work plan consists of the Downtown Ambassador Program administered by the Downtown Association through a contract with Block by Block, Inc. The Ambassadors make regular and continuous patrols of each parcel that is subject to the assessment within the District. These patrols are made along the frontage, side streets, and alleyways of each parcel. They provide assistance to businesses occupying the assessed parcels and provide information to shoppers, tourists and local residents while on patrol. The Ambassadors act as additional eyes and ears for the police, advising them of any suspicious activities and requesting their response if needed.
They serve as goodwill ambassadors for the benefit of the property owners and their tenants. The Ambassadors are in touch with all of the merchants occupying the assessed parcels on a regular basis. Each Ambassador maintains records of their contacts with the public during their patrol and these records are submitted to the Board of Directors on a bi-monthly basis.
For the past 12 months, the Downtown Ambassador Program has been comprised of one Operations Director and sufficient Ambassador hours to walk the DMC district 10am - 6pm, 7 days per week and staff the Information Kiosk during peak hours. Staffing is adjusted according to demand, with hours decreasing during the late fall and winter, while increasing during the late spring and summer.
The work plan also includes a contribution for the operation of the Downtown-Beach Shuttles.
The two electric vehicles shuttle thousands of visitors between the beach and downtown during the summer months. Shuttle operations are funded through a combination of sponsorships, advertising revenue, fares and grants. DMC Board of Directors believes that the number of visitors that the shuttles bring to the CRM district is beneficial and warrants a contribution to shuttle operation costs.
Additionally, the work plan includes funds to hire a maintenance contractor to remove animal and human excreta from public and private property.
28.18 Cooperative Retail Management District May 2023
Methodology Summary Report Page 3 of 13
SECTION C: DISTRICT BOUNDARY and EXPANSION AREA
Existing Boundary
The current District boundary includes all parcels with street frontage on Pacific Avenue between Mission Street and Laurel Street and all side streets off of Pacific Avenue between Front Street and Cedar Street including, Soquel Avenue, Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; Pearl Alley; LincolnCathcart and Pacific-Front alley ways.
Expansion Area
The proposed expansion area will now include all parcels with frontage on either Front Street or Cedar Street from Mission Street to Laurel Street. The proposed budget and assessment rates reflect expanding into these areas.
Service Zones
The District is allocated into two service zones; those with frontage on Pacific Avenue, and those that do not. The parcels with Pacific Avenue frontage have the highest concentration of commercial use and pedestrian traffic, and thus will receive the highest level and frequency of the District services. All other parcels in the District will receive the same services but less frequently.
These parcels will be assessed at 75% of the Pacific Avenue parcels.
See the District boundary map on the following page.
28.19 Cooperative Retail Management District May 2023
Methodology Summary Report Page 4 of 13
28.20 Cooperative Retail Management District May 2023
Methodology Summary Report Page 5 of 13
SECTION D: PROPOSED BUDGET
The following table outlines the assessment budget for 2024.
EXPENDITURES TOTAL
Ambassador Program - Block by Block $339,000
Maintenance - Uncle Poop's $79,000
Insurance $1,300
Tax Preparation $1,200
Taxes $60
Downtown-Beach Shuttle $6,500
Pet Waste Bag Dispensers $200
Total Expenditures $427,260
REVENUES TOTAL
City Contribution $30,000
Assessment Revenues $397,260
Total Revenues $427,260
28.21 Cooperative Retail Management District May 2023
Methodology Summary Report Page 6 of 13
SECTION E: ASSESSMENT METHODOLOGY
Methodology
Determining the proportionate benefit among the parcels of real property within the proposed assessment district is the result of a four-step process:
1. Defining the proposed services,
2. Determining which parcels benefit from the proposed services,
3. Determining how the proposed services benefit parcels,
4. Determining the proportional special benefit each parcel receives in relation to all other parcels in the District receive (see below).
Each parcel within the District will be assessed based upon each parcel’s unique characteristics in relationship to all other parcels’ characteristics. Due to the proportionate benefits received by each parcel from the District services, each parcel will be assessed a rate which is commensurate with the amount of benefits received.
Each parcel’s proportional special benefit from the services is determined by analyzing three parcel characteristics: Building Square Footage, Lot Square Footage, and Linear Street Frontage. These parcel characteristics are an equitable way to identify the proportional special benefit that each of the assessed parcels receive. Building square footage is relevant to the current use of a property and is also closely correlated to the potential pedestrian traffic from each parcel and the demand for the District services. The lot square footage reflects the long-term value implications of the District. A parcel’s linear street frontage is relevant to the street level usage of a parcel and the demand for the District services. Together, these parcel characteristics serve as the basic unit of measure to calculate how much each parcel’s characteristics are relative to all other parcels in the District.
Building square footage is defined as the total building square footage as determined by the outside measurements of a building. The gross building square footage is taken from the County Assessor’s records. Building square footage is used as the characteristic to assess 1/3 of the budget. All building square footage that is not on Pacific Avenue will be assessed at 75% of the Pacific Avenue assessment rate.
Lot square footage is defined as the total amount of area within the boundaries of the parcel.
The boundaries of a parcel are defined on the County Assessor parcel maps. Lot square footage is used to assess 1/3 of the budget. All lot square footage that is not on Pacific Avenue will be assessed at 75% of the Pacific Avenue assessment rate.
Linear street frontage is defined as the number of linear feet of each parcel that directly fronts a street or alley that will receive the District services. Corner lots or whole block parcels will be assessed for each side of the parcels’ street frontage. Linear street frontage is used to assess 1/3 of the budget. Linear street frontage is then weighted based on the location of each side of the parcel’s frontage. All frontage that is not on Pacific Avenue will be assessed at 75% of the Pacific Avenue assessment rate.
28.22 Cooperative Retail Management District May 2023
Methodology Summary Report Page 7 of 13
The table below illustrates the number of linear feet, lot square feet and building square feet for the both the existing district boundary plus the expansion areas.
Service Zone Bldg SF Lot SF
Pacific Ave
Frontage
Other
Frontage
Existing District - Pacific Ave Parcels 1,206,402 701,774 4,553 4,179 Existing District - Other Parcels 319,438 344,802 0 5,620 Cedar Street Expansion 45,740 111,453 0 1,390
Front Street Expansion 273,869 474,531 261 2,809
TOTALS: 1,845,450 1,632,560 4,813 13,998
Assessment Calculation
The assessment methodology acknowledges that the parcels with Pacific Avenue frontage receive the highest level of District services. Therefore, these parcels are assessed at a higher rate than all other parcels within the District boundary. Parcels that do not have Pacific Avenue frontage are assessed at 75% of the rate of parcels with Pacific Avenue frontage.
As previously discussed, the budget is allocated 1/3 each to building square footage, lot square footage, and linear street frontage. Using the footages from the table above, below are the assessment rates per foot for both Pacific Avenue parcels and all other parcels.
SERVICE ZONE Bldg SF Assmt
Parcel SF
Assmt
Pacific Ave
Frontage
Assmt
All Other
Frontage
Assmt
Pacific Ave Parcels $0.0718 $0.0811 $7.0393 $5.2795
All Other Parcels $0.0538 $0.0608 $0.0000 $5.2795
To calculate each parcel’s assessment is as follows, respective of each parcel’s location:
Building square footage x building square footage assessment rate Linear frontage x linear frontage rate
Lot square footage x lot square footage assessment rate Sample Parcel Assessments
A parcel’s assessment on Pacific Avenue with 50 linear feet on Pacific Avenue, 5,000 parcel square feet, and 10,000 building square feet is calculated as follows:
Bldg square footage x the assessment rate (10,000 x $0.0718) = $718.00 Lot square footage x the assessment rate (5,000 x $0.0811) = $405.50 Linear street frontage x the assessment rate (50 x $7.0393) = $351.97 Initial annual parcel assessment $1,475.47
28.23 Cooperative Retail Management District May 2023
Methodology Summary Report Page 8 of 13
A parcel that is on the corner of Pacific Avenue with 50 linear feet on Pacific Avenue, 50 other linear frontage, 5,000 parcel square feet, and 10,000 building square feet is calculated as follows:
Bldg square footage x the assessment rate (10,000 x $0.0718) = $718.00 Lot square footage x the assessment rate (5,000 x $0.0811) = $405.50 Pacific street frontage x the assessment rate (50 x $7.0393) = $351.97 Other frontage x the assessment rate (50 x $5.2795) = $263.98 Initial annual parcel assessment $1,739.45
All parcel assessments are calculated in the same manner.
28.24 Cooperative Retail Management District May 2023
Methodology Summary Report Page 9 of 13
SECTION F: PARCEL ASSESSMENTS
APN OWNER Parcel Address
2024 Parcel
Assmt
005-152-35
1010 Pacific Investors
Attn: Donna Rivera 1010-1014 Pacific Avenue $11,899.79
005-081-61
1200 Pacific LLC
c/o Redtree Properties 1218 Pacific Avenue $9,196.89
005-951-04 207 CHURCH STREET LLC 877 Cedar St $293.38
005-047-09 AKIN GERMAINE GRANGER TRUSTEE 200 Locust St $1,085.80 005-081-19 Allen Property Goup 1308 Pacific Avenue $694.92 005-042-35 Allen Property Group 1537 Pacific Avenue $1,512.85 005-142-07 Alyssa Pullen 112 Elm Street $897.76
005-145-10 Andrea Jamie Tischler 15 Birch Lane $409.97
005-153-25 Anton & Joyce Wolf, Trustees 1100 Pacific Avenue $2,853.53 005-152-36 Anton Development Company $8,312.45
005-043-02 Awe Sum Organics 121-123 Locust Street $679.41 005-041-14 Bank of the West 1551 Pacific Avenue $2,488.48 005-041-12 BANK OF THE WEST 110 Mission St $106.00
005-143-10 BAVA VERNON A & JOANNE MARIE CO-TRS 412 Cedar St $0.00 005-043-17 Bay Properties Inc. 1411-1415 Pacific Avenue $2,329.38 005-151-
33/32 BIERMAN JAMES 408 Front St $1,545.02
005-053-27 C W SWENSON INC 740 Front St $6,594.51
005-148-17 CALVARY CHURCH RECTOR CHW & VEST OF 532 Center St $2,632.56 005-148-21 CALVARY CHURCH RECTOR CHW & VEST OF 524 Center St $0.00 005-148-22 CALVARY CHURCH RECTOR CHW & VEST OF $0.00
005-148-12 CALVARY EPISCOPAL CHURCH 532 Center St $0.00 005-148-18 CALVARY EPISCOPAL CHURCH 538 Center St $0.00 005-153-16 Canfield Laurel & Pacific Ltd. 1128-1132 Pacific Avenue $1,158.62 005-153-23 Canfield Laurel & Pacific Ltd. 1134 Pacific Avenue $6,445.03 005-141-20
Canfield Laurel & Pacific
Limited Parnership 1101 Pacific Avenue $7,368.32
005-048-07 CEDAR CHURCH PROPERTY, LLC 903 Cedar St $978.86 005-141-11 Christophe & Cecile Bellito 113 Lincoln Street $1,620.17 005-152-17 City of Santa Cruz 818 Pacific Avenue $409.18 005-152-18 City of Santa Cruz 820 Pacific Avenue $409.18 005-152-33 City of Santa Cruz Lot 12, Maple Alley $2,431.95 005-152-34 City of Santa Cruz 822 Pacific Avenue $1,397.46 005-153-10 City of Santa Cruz 1124 Pacific Avenue $4,662.74 005-041-16 City of Santa Cruz Parkling Lot 2 $1,802.11
005-042-12 City of Santa Cruz
118 Locust Street, Locust
Garage $861.96
28.25 Cooperative Retail Management District May 2023
Methodology Summary Report Page 10 of 13
APN OWNER Parcel Address
2024 Parcel
Assmt
005-042-13 City of Santa Cruz
120 Locust Street, Locust
Garage $861.96
005-042-14 City of Santa Cruz
122 Locust Street, Locust
Garage $1,614.33
005-042-36 City of Santa Cruz
Surface Lot, Locust
Garage $3,867.99
005-075-12 City of Santa Cruz Lot 8, Pearl Alley $2,704.19 005-076-06 City of Santa Cruz
Lot 3, Cedar/Church
Garage) $11,379.60
005-081-51 City of Santa Cruz Lot 1, Soquel Garage $12,496.59 005-141-21 City of Santa Cruz Lot 4, Cedar/Cathcart $7,126.21 005-142-09 City of Santa Cruz Lot 9, Cedar/Elm $2,707.38 005-144-14 City of Santa Cruz 114 Birch Lane $462.53
005-153-17 City of Santa Cruz Lot 7, Cathcart/Front $1,808.75 005-081-08 City of Santa Cruz Soquel $1,954.32
005-152-22 City of Santa Cruz 329 Front St $1,136.20
005-152-32 City of Santa Cruz 333 Front St $3,040.62
005-153-02 City of Santa Cruz 523 Front St $113.75
005-153-03 City of Santa Cruz 521 Front St $702.57
005-153-28 City of Santa Cruz 515 Front St $870.47
005-153-29 City of Santa Cruz $256.83
005-153-05 City of Santa Cruz 511 Front St $476.98
005-152-08 City of Santa Cruz 325 Front St $263.97
005-151-48 City of Santa Cruz 310 Front St $1,276.01
005-151-35 City of Santa Cruz $531.64
005-151-34 City of Santa Cruz 328 Front St $507.08
005-048-10 City of Santa Cruz 915 Cedar St $822.35
005-148-24 City of Santa Cruz Cathcart Paseo $0.00
005-148-25 City of Santa Cruz Cathcart Paseo $250.29
005-053-25 City of Santa Cruz 24 River St $11,174.66
005-052-26 COMERICA BANK CALIF 25 River St $4,507.33
005-081-55
Cooper House LLC
Jay Paul Company
1374 Pacific Avenue, 100-
110 Cooper Street $10,899.26
005-052-25 COUNTY OF SANTA CRUZ 842 Front St $2,144.27
005-043-16 Daly John C. Trustee 124 Church Street $1,333.32 005-145-09 David Boxer 310 Cedar St $1,414.17
005-051-12 David Lyng Real Estate Attn: Gail Mayo 113 Cooper Street $1,480.11 005-048-06 DAVIS JOHN R 911 Cedar St $626.33
005-081-20 Dell Williams Inc. 1320 Pacific Avenue $684.21 005-081-21 Dell Williams Inc. 1320 Pacific Avenue $684.21 005-051-13 Dennis Wagstafffe 111 Cooper Street $333.08
005-147-05 DEWITT ROBERT L & JANIS F 403 Cedar St $706.04 005-141-01 Dong Ventures LLC 1129 Pacific Avenue $2,881.22
28.26 Cooperative Retail Management District May 2023
Methodology Summary Report Page 11 of 13
APN OWNER Parcel Address
2024 Parcel
Assmt
005-153-31 El Centro/Mercy Services Corporation 1106-1110 Pacific Avenue $4,540.70 005-075-
07/08 Eulensen Family LLC 120 Pearl Alley $3,215.22
005-047-06 EVERETT RICHARD E & LAURA MAY 1013 Cedar St $407.84 005-082-18 FFF-SANTA CRUZ LLC 600 Front St $5,903.68
005-082-14 FFF-SANTA CRUZ LLC 698 Front St $9,688.48
005-082-22 FFF-SANTA CRUZ LLC $394.36
005-082-19 FFF-SANTA CRUZ LLC 720 Front St $2,018.22
005-141-02 Francis Alexander Prandi Trustee Etal 1121-1125 Pacific Avenue $1,593.92 005-146-04 GAO XIANGJIAN 313 Cedar St $537.72
005-148-03 Germaine Akin 515 Cedar St $830.18
005-148-05
GLASS JONATHAN LAWRENCE & TATIANA
DAHER 501 Cedar St $962.27
005-046-02 GOLDSTEIN ALAN TRUSTEE ETAL 1109 Cedar St $390.48 005-051-10 Green Valley Corporation 1520-1532 Pacific Avenue $9,818.59 005-151-37 Green Valley Corporation 514-518 Front St $2,479.50 005-151-44 Green Valley Corporation 524 Front St $939.48 005-151-46 Green Valley Corporation 530 Front St $1,996.02 005-051-11 Green Valley-Ross Partnership 1502-1510 Pacific Avenue $4,541.69 005-042-29 Green Valley-Ross Partnership 1529-1531 Pacific Avenue $1,194.74 005-147-01 GRUBER DONNA A U/W 419 Cedar St $0.00
005-145-11 Gutierrez Family Trust 803 Pacific Avenue $984.45 005-151-49 HANDLOFF DAVID U/M TC ETAL 512 Front St $626.88 005-146-06 HARRIS STEPHEN 302 Laurel St $201.25
005-041-09 Huffman John S. & Karen B. 1541 Pacific Avenue $2,640.29 005-146-03 HUGHES WILLIAM D 315 Cedar St $0.00
005-074-27 HUTCHINSON CONSTANCE A 202 Lincoln St $875.76 005-144-15 Jack Cross Properties LLC 811 Pacific Avenue $2,003.78 005-043-07 Jack L. Gachesa 120 Church Street $463.03
005-075-15 Jeffie Feakins, Welsh Trustee 1213 Pacific Avenue $2,518.74 005-075-17 Jeffie Feakins, Welsh Trustee 1201-1208 Pacific Avenue $3,198.18 005-145-01 Jeffie Feakins, Welsh Trustee 809 Pacific Avenue $1,501.06 005-075-14 Jeffie Feakins, Welsh Trustee 114 Pearl Alley $1,200.60 005-075-04 Jerry Vellutini 1207 Pacific Avenue $618.06
005-042-15 Joslin Kim C. Trustee 1533 Pacific Avenue $747.87 005-142-04 Kane Randall P. Trustee 1009 Pacific Avenue $1,181.75 005-142-11 Kane Randall P. Trustees 1011 Pacific Avenue $2,946.24 005-143-02 L M Properties, LLC 923 Pacific Avenue $1,514.77 005-142-01 Lam Robert F Trustee 1017 Pacific Avenue $1,306.01 005-147-02 LE VAN DAVID TRUSTEE 417 Cedar St $767.42
005-081-30 Leroy V Pera & Helen N Co-Trustees 1220 Pacific Avenue $1,447.74 005-144-01 Lido J & Marie R Marietti Trustees Etal 817 Pacific Avenue $3,107.54
28.27 Cooperative Retail Management District May 2023
Methodology Summary Report Page 12 of 13
APN OWNER Parcel Address
2024 Parcel
Assmt
005-144-08 Lido J & Marie R Marietti Trustees Etal 115 Maple Street $483.53 005-144-09 Lido J & Marie R Marietti Trustees Etal 111 Maple Street $330.65 005-144-10 Lido J & Marie R Marietti Trustees Etal 109 Maple Street $410.00 005-144-13 Lissner Properties Inc. 320 Cedar Street $4,732.19 005-141-13 Livingston John Trustee 1117 Pacific Avenue $2,965.94 005-145-12 Locatelli Properties III LLC 801 Pacific Avenue $1,493.06 005-042-31 Louis Emmet Rittenhouse 1523 Pacific Avenue $774.35 005-042-33 Louis Emmet Rittenhouse U/M 1527 Pacific Avenue $473.34 005-047-07 MACKAY JESSICA 1011 Cedar St $646.88
005-047-08 MACKAY JESSICA 1005 Cedar St $653.52
005-046-05 MARIDON BRIAN TRUSTEE ETAL 118 Union St $1,224.63 005-142-14 Mariolo Robert S. & Harlene Trustees 221 Cathcart Street $1,146.78 005-146-01 MASHIAN EMANUEL & CORNELIA H/W CP RS 201 Maple St $714.02 005-081-59 McPherson Center 725 Front Street $3,139.63
005-081-60 McPherson Center 725 Front St $315.29
005-043-15 Mehdi and Debra Shahmirza 912 Cedar $1,392.94 005-142-13 Miller Investors LLC 1013-1015 Pacific Avenue $1,519.88 005-143-04 MoBo Sushi, Inc. 901 Pacific Avenue $1,340.25 005-076-18 Mondo Family 102 Walnut Avenue $3,622.74
005-147-04 NEKLASON CHRISTOPHER C TRUSTEE ETAL 407 Cedar St $0.00 005-081-43 P Neary LLC 1360-1368 Pacific Avenue $1,913.68 005-076-21 Pacific Ave - Church St LLC 101 Church Street $9,835.33 005-143-03 Pacific Avenue Land, LLC 903 Pacific Avenue $2,626.46 005-076-07 Pacific Commerce Properties LLC 1325-1329 Pacific Avenue $1,882.86 005-043-11 Pacific Square Limited Partnership 1407-1409 Pacific Avenue $1,570.18 005-043-21 Pacific Square Limited Partnership 1401-1405 Pacific Avenue $8,102.10 005-043-19 Pacific Square Limited Partnership 103-109 Locust Street $1,189.30 005-081-35 Palomar Associates 1330 Pacific Avenue $6,067.71 005-081-37 Palomar Associates 701 Front St $1,989.88
005-041-19 Penjak LLC 1543 Pacific Avenue $2,541.78
005-146-02 PERERA NIRSHAN 317 Cedar St $0.00
005-047-05 PERIE CELESTE FARAOLA & DAVID MICHAEL 1015 Cedar St $465.90 005-042-10 Prindle Building LLC 1515 Pacific Avenue $2,129.44 005-075-03 Rader Robert P. & Nancy G. Co-Trustees Etal.. 1209 Pacific Avenue $732.25 005-041-11 Rees Burton S. & Cynthia C. 1545 Pacific Avenue $538.40 005-076-14 Rees Burton S. & Cynthia C. Trustees 1315 Pacific Avenue $458.68 005-146-05 RIBEIRO CAROLE EBERHARDT TRUSTEE 309 Cedar St $0.00 005-076-08 Rick Melrose 1345 Pacific Avenue $608.00
005-076-19 Rick Melrose 1349 Pacific Avenue $1,416.41
005-051-01 Rittenhouse Building and Investment 1536-1550 Pacific Avenue $3,103.23 005-041-20 Roaring Park Pacific LLC 1547-1549 Pacific Avenue $7,296.24
28.28 Cooperative Retail Management District May 2023
Methodology Summary Report Page 13 of 13
APN OWNER Parcel Address
2024 Parcel
Assmt
005-143-01 Robert D. Fallon U/M 939 Pacific Avenue $1,869.67 005-143-14 Robert D. Fallon U/M 107 Elm Street $1,009.47 005-148-04 Robert Lam 507 Cedar Sr $857.79
005-153-22 Roger Crissman, Successor Trustee 1114 Pacific Avenue $1,963.51 005-147-03 SALSABILIAN MAHMOOD 411 Cedar St $712.57
005-076-13
Santa Cruz Beach, LLC c/o Allen Property Group,
Inc 1319 Pacific Avenue $560.14
005-152-05 Santa Cruz Metropolitan Transit District 912 Pacific Avenue $1,660.82 005-152-30 Santa Cruz Metropolitan Transit District 1004 Pacific Avenue $2,651.77 005-152-31 Santa Cruz Metropolitan Transit District 920 Pacific Avenue $5,301.24 005-151-39 SC RIVERFRONT LLC 418 Front $896.77
005-151-22 SC RIVERFRONT LLC 428 Front St $2,122.76
005-151-30 SC RIVERFRONT LLC 440 Front St $1,344.59
005-151-31 SC RIVERFRONT LLC 504 Front St $1,292.86
005-151-50 SC RIVERFRONT LLC 508 Front St $505.24
005-151-43 SCFS VENTURE LLC 316 Front St $931.64
005-151-29 SCFS VENTURE LLC 320 Front St $500.02
005-151-51 SCFS VENTURE LLC 322 Front St $1,395.82
005-042-09 Scott Pinheiro 1517-1519 Pacific Avenue $919.69 005-075-01 Sharkey Properties LLC 1221-1233 Pacific Avenue $2,315.47 005-072-46 SHUMATE, MICHAEL & GAIL 130 Walnut Ave $1,235.39 005-142-10 Spodick Cathcart Street, LLC 231-235 Cathcart $2,251.28 005-142-05 Spodick Pacific Avenue LLC 1003 Pacific Avenue $902.47 005-142-06 Spodick Pacific Avenue LLC 1001 Pacific Avenue $1,324.99 005-151-38
STAGNARO COTTARDO & CLAUDINE
TRUSTEES ETAL 412 Front St $598.12
005-143-11 Stanley & Sandra Mock 418 Cedar $1,256.03
005-041-01 TARANTINO MARK A 109 Mission St $1,746.80
005-052-35 United States of America 850 Front St $6,233.46 005-076-10 Ursula Scholz Gross 1335 Pacific Avenue $449.39 005-081-31 Vellutini Fred G & Evalyn L Trustees 1224 Pacific Avenue $1,968.39 005-076-09 Vellutini Fred G. & Evalyn L., Trustees 1339 Pacific Avenue $675.02 005-074-23 WALNUT AVENUE PROPERTIES LLC 155 Walnut Ave $1,260.19 005-042-22 Wenzel Robert L. and Jacqueline L. Trustees 1521 Pacific Avenue $903.96 005-145-04 Willard Kent & Marlyene Schwartz 212 Laurel St #201 $1,310.15 005-153-26 WOLF-PACIFIC LLC 1100 Pacific Avenue $291.05 005-152-01 Zoccoli’s Delicatessen 429-435 Front Street $2,937.61 005-051-02 Zoccoli's Delicatessen 1534 Pacific Avenue $627.51 005-051-09 Zoccoli's Delicatessen 1534 Pacific Avenue $31.00 TOTAL ASSESSMENT: $397,260.00
28.29 RESOLUTION NO. NS-XX,XXX
RESOLUTION OF INTENTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ TO: 1) LEVY INCREASED ASSESSMENTS FOR THE COOPERATIVE RETAIL
MANAGEMENT BUSINESS REAL PROPERTY IMPROVEMENT DISTRICT FISCAL YEAR 2023/2024; 2) LEVY CURRENT ASSESSMENTS FOR THE FISCAL YEAR 2023/2024 IF THERE IS A MAJORITY PROTEST TO THE INCREASED ASSESSMENTS; 3) MODIFY THE BOUNDARIES OF THE BUSINESS REAL PROPERTY IMPROVEMENT
DISTRICT TO INCLUDE BUSINESSES IN ADDITION TO THOSE BUSINESSES
CURRENTLY IN THE DISTRICT
WHEREAS, in accordance with California Streets & Highways Code §36533, the Downtown Management Corporation has prepared an annual report/plan (“Plan”) to the City of Santa Cruz for the fiscal year (FY) 2023/2024 pertaining to the Cooperative Retail Management Business Real Property Improvement District (“District”); and WHEREAS, the Plan recommends a FY 2023/2024 increase in the annual assessment to be levied illustrated by Exhibit “A” hereto which sets forth the current assessment and Exhibit “B” which sets forth the recommended increased FY 2023/2024 assessment; and WHEREAS, the Plan recommends a levy in the amount of the current assessment should there be a majority protest in opposition to the recommended increased assessment; WHEREAS, the Plan recommends a modification of the District’s boundaries to include businesses in addition to those businesses already in the District illustrated by Exhibit “C” which depicts the current District boundaries and Exhibit “D” which depicts the boundaries of the recommended expanded District;
WHEREAS, pursuant to California Streets & Highways Code §36533, the City Council has heretofore considered the Plan and by motion approved the Plan’s report; and WHEREAS, California Streets & Highways Code §36541 authorizes the City Council to implement increased assessments and District boundary modifications, as recommended in the Plan, by following the procedures set forth in said statute; and WHEREAS, Santa Cruz Municipal Code §5.06.030 provides for the levy of semiannual assessments within the District pursuant to the formulas set forth in this resolution at Exhibits “A” and “B”.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz as follows:
1. The City Council hereby declares its intention to levy and collect, on a semiannual basis, increased assessments within the District for the FY 2023/2024 as set forth in Exhibit “B”.
28.30 RESOLUTION NO. NS-XX,XXX
2. The City Council hereby declares and finds that the proposed increased assessment is based upon a proportionate degree of special benefit derived by each owner and tenant of business real property in the District. In particular, the proceeds of the proposed increased assessment will be used to continue to operate and expand coverage of the Downtown Ambassador Program, contract for and expand coverage for daily and oncall pet and human waste removal and contribute funding to the Downtown-Beach Shuttle program.
3. Alternatively, the City Council hereby declares its intention to levy and collect, on a semiannual basis, current assessments as set forth in Exhibit “A” within the District for the FY 2023/2024 should a majority protest be lodged in opposition to the proposed increased assessment referenced at paragraph 1 of this Resolution.
4. The City Council hereby declares and finds that the current assessment is based upon a proportionate degree of special benefit derived by each owner and tenant of business real property in the District. In particular, the proceeds of the assessment will be used to operate the Downtown Ambassador Program and a contract for daily and on-call pet and human waste removal services.
5. The City Council hereby declares its intention to modify the District boundaries as recommended in the report and delineated in Exhibit “D”.
6. The City Council hereby alternatively declares its intention to levy assessments within the current District boundaries, delineated in Exhibit “C”, should those businesses which are recommended to be added to the District by way of the recommended District boundary modification oppose their addition to the District by a majority protest lodged in accordance with paragraph 11 of this Resolution.
7. The FY 2023/2024 Plan filed with the City Clerk by the Downtown Management Corporation of Santa Cruz contains a full and detailed description of the improvements and activities provided to the District in FY 2022/2023. In addition, the report specifically identifies the current boundaries of the District, the recommended expanded District boundaries, and the proposed increased or current assessments to be levied upon the businesses within the District for FY 2023/2024.
8. The proposed increased assessments for FY 2023/2024 are based upon the linear foot frontage, lot size and building size of the real property used for commercial or business purposes within the District. The methodology for the proposed increased assessment is revised to assess rental residential at the full rate per building square feet and if a property borders Pacific Avenue, a side street and an alley in the District, the alley side will be assessed. If the District boundaries are modified as recommended in the Plan, the increased assessments to all businesses in the District would be as set forth in Exhibit “B”.
9. The current assessments for FY 2023/2024 are based upon the linear foot frontage, lot size and building size of the real property used for commercial or business purposes
28.31 RESOLUTION NO. NS-XX,XXX
within the District. Rental residential property is assessed at a discounted rate of $.025 per building square foot for buildings located on Pacific Avenue and $.02 for buildings located on side streets or alleys. If a property borders Pacific Avenue, a side street and an alley in the District, the alley side will not be assessed. Proposed current assessment rates are set forth in Exhibit “A”.
10. The public interest and convenience will be served by initiating these assessment district proceedings to levy increased assessments, alternatively to levy current assessments, and to modify District boundaries in that the activities and improvements to be financed through assessments derived from the assessment district will generally result in the continued and increased revitalization of the downtown business, shopping and tourism district, thereby, in turn, resulting in a stronger tax base for the City of Santa Cruz. The assessee-business real property owners will be particularly benefitted inasmuch as the improvements and activities to be financed through the assessments will serve to sustain and enhance the market value and rental value of the business real property owned by the assessee through: hospitality services to businesses and visitors in the District; maintenance of privatized sections of property in the District; and enhanced District property security against graffiti and other forms of vandalism for the various benefitted business property storefronts, thereby enhancing the appearance of said properties.
11. Notice is hereby given that on Tuesday, June 27, 2023, at the hour of one p.m. or as soon thereafter as the matter may be heard, at the meeting place of the City Council, City of Santa Cruz, 809 Center Street, Santa Cruz, California, a public hearing will be conducted on the proposed levy of increased assessments and the alternatively proposed levy of current assessments and on the District’s boundaries including the proposed modification to those boundaries. At the June 27, 2023 City Council meeting the ballots will be tabulated as follows:
i. Proposed increased assessment. If ballots opposing the increased assessment are received from the owners of businesses in the District who will pay fifty percent (50%) or more of the increased assessments to be levied1 (and are not withdrawn so as to reduce ballots opposed to less than fifty percent (50%)), no further proceedings to levy the increased assessment as set forth in the Resolution of Intention, shall be taken for a period of one (1) year from the date of the finding of a majority protest by the City Council. ii. Alternative current assessment. If ballots opposed to the alternative current assessment are received from the owners of businesses in the District who will pay fifty percent (50%) or more of the current assessments to be levied (and are not withdrawn so as to reduce the ballots opposed to less than fifty percent (50%)), no further proceedings to operate the District, as set forth in the 1 Ballots shall be weighted according to the proportional financial obligation of the affected property.
28.32 RESOLUTION NO. NS-XX,XXX
Resolution of Intention, shall be taken for a period of one (1) year from the date of the finding of a majority protest by the City Council.
If both the proposed increased assessment and the alternative proposed current assessment receive the requisite minimum fifty percent (50%) approval, the proposed increased assessment shall be levied whether or not its approval is by a greater percentage than the proposed current assessment’s approval. iii. Modification of District boundaries. If ballots opposed to the modification of District boundaries are received from businesses proposed to be added to the District from the owners of said businesses who will pay fifty percent (50%) or more of the assessments to be levied upon the added businesses (and are not withdrawn so as to reduce the protests to less than fifty percent (50%)), no further proceedings to modify the District boundaries, as set forth in the Resolution of Intention, shall be taken for a period of one year from the date of the finding of a majority protest by the City Council.
The City Council shall consider all qualified written ballots in favor and opposed that are filed with the City Clerk prior to the City Council meeting at which the public hearing is conducted and prior to the closure of the public hearing itself. Each protest to be considered shall contain a description of the business real property in which the person subscribing the protest has an ownership interest sufficient to identify the business real property and, if the subscribing person is not shown on the official records of the City as the owner of the business real property, written evidence that the subscribing person is the owner of the business real property.
Any protest objecting to the regularity or sufficiency of the proceedings to levy increased or current assessments or to modify the District’s boundaries shall clearly set forth the irregularity or defect to which the objection is made. All protests shall conform to the requirements set forth therefor in California Streets and Highways Code Sections 36524 and 36525.
12. New businesses in the District will not be exempt from the levy of assessment.
13. The City Clerk is hereby directed to give further notice of the public hearing referenced in paragraph 11 by publishing this Resolution of Intention once in a newspaper of general circulation in the City of Santa Cruz at least seven (7) days prior to the public hearing.
28.33 RESOLUTION NO. NS-XX,XXX
PASSED AND ADOPTED this 13th day of June, 2023 by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
28.34 RESOLUTION NO. NS-XX,XXX
Exhibit A:
Current 2022/2023 CRM District Assessment
Under the current CRM District assessment methodology, the assessments are based upon the linear foot frontage, lot size and building size of the real property used for commercial or business purposes within the CRM District. The individuals or entities subject to the proposed assessment shall be those persons or entities who own commercial or business real property within the assessment district which have frontage on Pacific Avenue, downtown side streets and downtown alleyways. The proposed assessment shall be payable in two equal installments due on or before July 1st and January 1st. New property owners shall not be exempt from levy of the assessment.
For property fronting Pacific Avenue, the rates are $6.35 per linear foot, $.07 per lot square foot and $.05 per building square foot.
For property fronting side streets and alleys, the rates are $4.75 per linear foot, $.05 per lot square feet and $.04 per building square foot. Frontage on side streets and alleys include properties located: on Cedar and Front Streets and located on Soquel Avenue; on Center Street between Cedar and Mission, Mission, Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; in Pearl Alley; in Lincoln-Cathcart and PacificFront alley ways. If a property borders Pacific Avenue and a side street and alley in the CRM District, the alley side will not be assessed.
Rental residential property is assessed at a discounted rate of $.025 per building square foot for buildings located on Pacific Avenue and $.02 for buildings located on side streets or alleys.
Owner-occupied residential properties in the district are exempt from the assessment.
Each parcel’s assessment is calculated as follows:
Linear Feet Frontage x Linear Feet Frontage Rate = Linear Footage Assessment Lot Area Square Footage x Lot Area Square Footage Rate = Lot Assessment Building Square Footage x Building Square Footage Rate = Building Assessment Linear Footage Assessment + Lot Assessment + Building Assessment = the annual assessment
Assessment
Rate
Current
District
Linear
Feet Frontage
Lot Area
Square Footage
Building Area
Square Footage
Pacific
Avenue
$6.35 $0.07 $0.050
Side Street
and Alley
$4.75 $0.05 $0.040
Rental residential square footage is assessed at 50% rate of building square feet rate.
Owner-occupied residential properties in the district are exempt from the assessment.
28.35 RESOLUTION NO. NS-XX,XXX
Exhibit B:
Proposed 2023/2024 CRM Expanded District & Increased Assessments Under the proposed expanded CRM District, the following methodology would be used to levy assessment for Fiscal Year 2023/2024:
The assessments are based upon the linear foot frontage, lot size and building size of the real property used for commercial or business purposes within the CRM District. The individuals or entities subject to the proposed assessment shall be those persons or entities who own commercial or business real property within the assessment district which have frontage on Pacific Avenue, Front Street, and Cedar Street between Water and Laurel Streets including the south side of Mission Street and Water Street, and the north side of Laurel Street; and located on Soquel Avenue; Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; Pearl Alley; LincolnCathcart and Pacific-Front alley ways. The proposed assessment shall be payable in two equal installments due on or before July 1st and January 1st. New property owners shall not be exempt from levy of the assessment.
For property fronting Pacific Avenue, the rates are $7.0393 per linear foot of Pacific Avenue frontage, $5.2795 per linear foot for all other frontage, $.0811 per lot square foot, $.0718 per commercial building square foot, and $.0718 per residential building square foot.
For property fronting all other streets and alleys, the rates are $5.2795 per linear foot, $.0608 per lot square feet, $.0538 per commercial building square, and $.0538 per residential building square foot.
Frontage on side streets and alleys include properties located: on Cedar and Front Streets between Water and Laurel Streets including the south side of Mission Street and Water Street, and the north side of Laurel Street; and located on Soquel Avenue; on Center Street between Cedar and Mission, Mission, Locust, Cooper, Church, Walnut, Lincoln, Cathcart, Elm and Maple Streets; Plaza, Locust, Commerce, Elm and Birch Lanes; in Pearl Alley; in Lincoln-Cathcart and Pacific-Front alley ways.
Each parcel’s assessment is calculated as follows:
Linear Feet Frontage x Linear Feet Frontage Rate = Linear Footage Assessment Lot Area Square Footage x Lot Area Square Footage Rate = Lot Assessment Building Square Footage x Building Square Footage Rate = Building Assessment Linear Footage Assessment + Lot Assessment + Building Assessment = the annual assessment The methodology includes an annual adjustment based on the Consumer Price Index or 5%, whichever is greater. Owner-occupied residential properties and churches in the district are exempt from the assessment.
Expanded District:
Existing + Front + Cedar
Comm Bldg
SF Assmt
Res Bldg
SF Assmt
Lot SF
Assmt
Pacific Ave
Linear
Frontage
Assmt
All Other
Linear
Frontage
Assmt
Pacific Ave Parcels $0.0718 $0.0718 $0.0811 $7.0393 $5.2795 All Other Parcels $0.0538 $0.0538 $0.0608 $0.0000 $5.2795
28.36 RESOLUTION NO. NS-XX,XXX
Exhibit C:
Current CRM District Boundaries Map
28.37 RESOLUTION NO. NS-XX,XXX
Exhibit D:
Proposed Expanded CRM District Boundaries Map
28.38 ORDINANCE NO. 202X-XX
AN ORDINANCE OF THE CITY OF SANTA CRUZ CONFIRMING THAT CHAPTER 5.06 OF
THE SANTA CRUZ MUNICIPAL CODE SHALL APPLY TO THE COOPERATIVE RETAIL
MANAGEMENT BUSINESS REAL PROPERTY IMPROVEMENT DISTRICT WITHIN THE DISTRICT’S MODIFIED BOUNDARIES AND TO THE INCREASED ASSESSMENTS APPROVED AND LEVIED BY THE CITY COUNCIL FOR THE DISTRICT’S 2023-2024
FISCAL YEAR
BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:
Section 1. Section 5.06.120 is hereby added to the Santa Cruz Municipal Code to read as follows: “5.06.120 Continued Application. The provisions of this Chapter shall continue to apply to the Cooperative Retail Management Business Real Property Improvement District with the modified boundaries and increased assessments approved and levied by the City Council for the District’s 2023-2024 fiscal year.”
PASSED FOR PUBLICATION this 13th day of June, 2023 by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this 27th day of June, 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED: ______________________________
Fred Keeley, Mayor
28.39 ORDINANCE NO. 202X-XX
2 ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 202x-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator
28.40 Cooperative Retail
Management Assessment
Business Real Property Improvement
District Assessments for FY 2024
June 13, 2023
28.41 1 CRM Annual Renewal Process
2 DMC FY 2023/24 Annual Plan
3 DMC District Expansion
Agenda
28.42 Assessment Renewal Process
45 Day Public Notice
Public Notice and Official
Ballots mailed to all existing
CRM district property
owners and those in
proposed expansion area
Resolution of
Intention to Levy
Assessment
First Council action to
approved DMC work plan
and adopt resolution of
intention to levy assessment
Notice of Public
Hearing
Public Notice published and
mailed to all property
owners notifying of public
hearing
Public Hearing
Adopting Resolution
Levying Assessment
Public Hearing to tabulate
ballots and if there is not a
majority of property owners
opposed, adopt the
resolution levying the
assessment
May 12, 2023 June 13, 2023 June 27, 2023
28.43 • Established in 1994 as property improvement district • CRM District is managed by the Downtown Management
Corporation (DMC) Board of Directors:
• 3 property owner representatives
• 3 business owner representatives
• 2 City Councilmembers
• Economic Development and Housing Director as Chief Financial Officer
28.44 28.45
Increased Assessment Rates for current and expanded district properties
Proposed Changes to the Assessment
Expanded District Boundaries to include properties with frontage on Front and Cedar Streets
28.46 Rates Have Remained Flat
for Over a Decade
Expanded District to Include
Development on Front & Cedar
DMC EXPANSION
Increased Rates Cover Cost of
Services & Increased Service
28.47 Approve the FY 2023 Annual Report and FY 2024 Plan prepared by the 1 Downtown Management Corporation.
Adopt the Resolution of Intention to levy a Cooperative Retail Management Business Real Property Improvement District Assessment for FY 2024 and schedule a public hearing for June 27, 2023, after the hour of 1pm, on the levy of the assessments for FY 2024.
2 Adopt the first reading of an ordinance of the City of Santa Cruz confirming that Chapter
5.06 of the Santa Cruz Municipal Code shall apply to the Cooperative Retail Management Business Real Property Improvement District within the District’s modified boundaries and to the increased assessments approved and levied by the City Council for the District’s 2023-2024 Fiscal Year.
3 Recommendation
28.48 Questions?
28.49 City Council
AGENDA REPORT
DATE: 06/01/2023
AGENDA OF: 06/13/2023
DEPARTMENT: Finance
SUBJECT: Fiscal Year 2024 Proposed Budget Adoption (FN) RECOMMENDATION: Motion to:
1) Adopt a resolution adopting the Fiscal Year (FY) 2024 Budget including the Capital Investment Program (CIP), effective July 1, 2023; authorize the City Manager to allocate within the applicable funds the FY 2024 Schedule of Administrative Budget Changes to the appropriate accounting classifications and to approve related and applicable transfer in/out between funds; and authorize the Finance Director to create additional appropriations to provide for commitments carried over from the prior fiscal year, including contract and purchase order encumbrances and unexpended project balances, so long as there is a sufficient fund balance to finance these commitments; and
2) Accept the Water Commission’s recommendations regarding the Water Department’s FY 2024 Operating and Capital Investment Program (CIP).
BACKGROUND: The City Charter requires the City Manager to annually prepare the proposed budget for the start of the new fiscal year and transmit it to the Council at or before the first Council meeting of June. The FY 2024 Proposed Operating Budget and Capital Investment Program were posted to the City’s website on May 10, 2022. Both documents can be accessed online at www.cityofsantacruz.com, or at the City Clerk’s Office at 809 Center Street, Room 9, and at the Downtown Library. The Final Adopted Budget and CIP will be published online on the City’s Budget webpage, after all the approved changes have been made.
The Water Commission annually reviews the budget for the City of Santa Cruz Water Department and makes recommendations to the City Council. The Commission met on June 5, 2023, at a publicly noticed meeting and performed a detailed review of the Water Department’s budget. Attached are the Commission’s recommendations and details of the Operating and CIP budget.
DISCUSSION: On May 23 and May 24, 2023, City Council was presented with a FY 2024 Proposed Budget totaling $394,259,977, including $133,563,344 in the General Fund, and $132,172,865 in the Capital Investment Program (CIP). Earlier today, departments provided more detail about their CIP projects.
29.1.1 The City’s focuses for the FY 2024 budget are fiscal sustainability, downtown business revitalization, and infrastructure. Fiscal sustainability, in part, means developing an efficient service delivery and adding new and improved funding sources (revenues). As the City moves on from the pandemic, a focus has been placed on our downtown and business revitalization plan. The City is actively reinvesting in the downtown area. New construction is underway, adding affordable and market rate housing as well as new retail and restaurant spaces. The City is also focusing on infrastructure: creating a green economy and workforce. Planning for more parks and open spaces and improvements to existing structures are integral to this focus area.
The City will maintain this focused approach while continuing to address major fiscal concerns.
Rising liability insurance costs, an aging Enterprise Resource Planning (ERP) system that nears end-of-life, rising employee benefit costs, and the threat of another recession loom large.
Increased demand for City services and the implementation of important, but costly, Council priorities have strained the City’s fiscal capacity. To aid in ensuring a sustainable financial outlook, the City is currently working on a Long-Range Financial Plan with the help of consulting firm, Baker Tilly.
Given this financial backdrop, General Fund departments were directed to maintain a status quo operating budget and absorb any increased operating costs. General Fund departments were not required to absorb increases to salaries from negotiated memorandum of understanding (MOU) increases or non-operating expenditures, such as liability insurance and internal cost allocation plan charges. These were absorbed by the General Fund.
Throughout the two-day budget hearings, departments shared with Council their FY 2024 budgets, achievements from FY 2023, goals for FY 2024, and position requests, if any. The proposed budget document, “Personnel Profile – Overview of Changes” articulated how these position requests would increase operational efficiency and provide departments with improved capacity to implement new programs. Not included in that overview is the addition of a Senior Professional Engineer position for the Water Department: this was inadvertently left out. The proposed personnel requests would have a net increase of 8.0 full-time equivalent (FTE) positions to the General Fund and 5.0 FTE net increase within the Enterprise and other funds, for a total increase of 13.0 FTE. Additional information on these personnel changes will be presented by the Human Resources Department in the item following this agenda report.
Earlier today, Council was presented with a CIP budget proposal, which followed the theme for the General Fund CIP: to pause, prioritize and plan. The General Fund has paused any new funding for projects. Departments were asked to review all active projects and prioritize reaching milestones and completing these projects before considering new ones. Finally, departments were tasked with determining if current, active projects were moving forward or not. If not moving forward, the funding for these projects were reallocated to new projects. As a result of this analysis, the total amount being reallocated to new projects is $310,000. The plan is to come back to Council at mid-year with a new CIP funding proposal if additional project funding is needed.
Finally, attached is a list of minor adjustments and administrative budget corrections (Exhibit A).
Edits to the budget book will be reflected in the published adopted budget book, though they are not outlined here as they are non-substantive in nature. Attached are updated General Fund tax revenue graphs (Exhibit B) as the ones included in the proposed document were inaccurately represented. Also attached is an updated Capital Outlay section with FY 2024 amounts. Prior
29.1.2 year details were mistakenly left in the FY 2024 document, however, department budgets and all financial reports reflected accurate FY 2024 amounts.
FISCAL IMPACT: The FY 2024 Adopted Budget includes $395,881,203 of total appropriations. Included in the operating budget is the City’s primary General Fund of $135,098,592 which supports our day-to-day operations, including public safety, roads, traffic, and parks.
Prepared By:
Tracy Cole
Budget Manager
Submitted By:
Elizabeth Cabell
Finance Director
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. RESOLUTION.DOCX
2. EXHIBIT A - FY 2024 SCHEDULE OF ADMINISTRATIVE BUDGET CORRECTIONS.PDF
3. EXHIBIT B - UPDATED GENERAL FUND TAX REVENUE GRAPHS.PDF
4. EXHIBIT C - CAPITAL OUTLAY- CORRECTED.PDF
5. WATER COMMISSION RECOMMENDATION TO COUNCIL INCLUDING PROPOSED BUDGET & CIP.PDF
29.1.3 RESOLUTION NO. NSA RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ ADOPTING A BUDGET FOR FISCAL YEAR 2024
BE IT RESOLVED, by the City Council of the City of Santa Cruz, that the budget of the City of Santa Cruz for Fiscal Year (FY) 2024, including the Capital Investment Program (CIP), as proposed in that certain document entitled “City of Santa Cruz Proposed Annual Budget Fiscal Year 2024,” on file with the City Clerk, is hereby adopted for FY 2024, effective July 1, 2023, with the addenda thereto as determined by the City Council and detailed in the attached Exhibits:
Exhibit A: Schedule of Administrative Budget Corrections Exhibit B: Updated General Fund Tax Revenue Graphs
Exhibit C: Capital Outlay - Corrected
BE IT FURTHER RESOLVED that the Finance Director is authorized to create additional appropriations in order to provide for necessary commitments carried over from the prior fiscal year, including contract and purchase order encumbrances and unexpended project balances, so long as there is a sufficient fund balance to finance these commitments.
PASSED AND ADOPTED this 13th day of June, 2023, by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
APPROVED:
Fred Keeley, Mayor
ATTEST:
Bonnie Bush, City Clerk Administrator
29.1.4 Schedule of Budget Changes FY 2024 Proposed to Adopted Revenue
Dept Fund
Add/Reduce
/New Project # Project Name GL Account String Account Description Amount
inc/(dec)
Onetime Annual Justification
ED 130 Add 130-00-00-0000-49790
Other loan principal
receipts 300,000 x
311 Reduce h512302
CFSC - SCAP Housing
Renovation 311-00-00-0000-49126 From CDBG Fund (93,411) x Project completed in FY 2023 and should
not have been budgeted in FY 2024
311 Reduce g301201 Teen Center - CDBG 311-00-00-0000-49126 From CDBG Fund (35,000) x Project completed in FY 2023 and should
not have been budgeted in FY 2024
FR 101 Add
Public safety impact
fee - Fire 80,000 x
Increase budget based on actuals in FY
2023
PD 101 Add
Public safety impact
fee - Police 100,000 x
Increase budget based on actuals in FY
2023
101 Add 101-00-00-0000-41111 Property Tax 1,177,028 x
Updated Property Tax estimate based on
updated projection from HdL
Total 1,528,617
Proposed General Fund at Budget Hearings 132,086,098
Updated Proposed General Fund 133,443,126
Total GF change 1,357,028
Proposed Total Funds at Budget Hearings 363,499,174
Updated Proposed Total Funds 365,027,791
Total change 1,528,617
Expenditures
Dept Fund
Add/Reduce
/New/Move Project # Project Name GL Account String Account Description Amount
inc/(dec)
Onetime Annual Justification
CMO 101 Add p102213 Grant Writing Services 101-10-03-1210-54990 Miscellaneous supplies
and services 20,000 x
The addition of $20K was missed to bring
this program to its full funding of $50K
CMO 101 Move Communication Team 101-10-03-1210-51xxx misc salary accounts (869,380) x Move the Communication Team to its own
activity for better tracking
CMO 101 Move Communication Team 101-10-03-1218-51xxx misc salary accounts 869,380 x Move the Communication Team to its own
activity for better tracking
ED 261 Reduce h512302
CFSC - SCAP Housing
Renovation 261-00-00-0000-59103 To General CIP (93,411) x Project completed in FY 2023 and should
not have been budgeted in FY 2024
29.1.5 ED 261 Reduce g301201 Teen Center - CDBG 261-00-00-0000-59103 To General CIP (35,000) x Project completed in FY 2023 and should
not have been budgeted in FY 2024
PR 101 Reduce 101-30-43-3211-52119 Group health admin (7,424) x Budgeted in wrong fund PR 104 Add 104-30-43-3211-52119 Group health admin 7,424 x Budgeted in wrong fund WT 711 Add 711-XX-XX-XXXX-51XXX misc salary accounts 206,965 x Adding a Senior Professional Engineer to
the Water Department
PW 731 Reduce 731-XX-XX-XXXX-51XXX misc salary accounts (7,602) x Reallocation of position 106-058 from
Refuse Fund to Equipment Operations
PW 811 Add 811-XX-XX-XXXX-51XXX misc salary accounts 7,602 x Reallocation of position 106-058 from
Refuse Fund to Equipment Operations
PR 101 Add m301902 Arana Gulch Restoration 101-30-41-3114-54990 Supplies and services 15,000 x New operating project PR 101 Add m301901
Wharf Storm Damage
Repairs Project 104-30-43-3211-54390
Maintenance- other
infrastructure 36,810 x New operating project
PR 101 Add m302001
Pogonip Lower Meadow
Site Remediation 101-30-40-3101-54312
Maintenance- park
improvements 69,862 x New operating project
PR 101 Add o300801 Ocean Villa Cleanups 101-30-41-3106-54990 Supplies and services 1,000 x New operating project Total 221,226
Proposed General Fund at Budget Hearings 133,563,344
Updated Proposed General Fund 133,698,592
Total GF change 135,248
Proposed Total Funds at Budget Hearings 394,259,977
Updated Proposed Total Funds 394,481,203
Total change 221,226
CHANGES TO BUDGET NARRATIVE - CORRECTING THE NARRATIVE
Introduction
Added councilmembers' district number to City Council cover page Updated Commission and Committee Chairpersons
Updated Economic Development and Housing department name to add "and Housing" throughout the entire document.
City Overview
Added additional supporting funds to Economic Development and Housing Budget Discussion
Updated graphs for Property tax, Sales tax, TOT, and UUT Updated graphs for Citywide Operating Expenditures and General Fund Expenditures Department Summaries
CMO added accomplishments for the Children's Fund Oversite Committee and District Engagement policy per councilmember request.
29.1.6 Economic Development and Housing added revitalization of Downtown as a goal per Councilmember Kalantari-Johnson's suggestion during the Budget Hearings.
Fiance added DEI goal per Councilmember Brunner suggestion during the Budget Hearings.
Police changed "FY24 Goal" to "FY24 Anticipated" per Councilmember Brunner suggestion during the Budget Hearings.
Planning added FY23 accomplishment of submitting draft of 6th Cycle Housing Element to state and FY24 goal of Housing Element Certification per councilmember suggestions.
Public Works added West Cliff Action Plan as a goal suggested by Councilmember Kalantari-Johnson.
Capital Outlay
Updated the Capital Outlay section with FY 2024 amounts. Prior year amounts were mistakenly left in the FY 2024 document, however, department budgets and all financial reports reflected accurate FY24 amounts.
Appendix
Added acronyms to listing based on feedback from departments
29.1.7 FY2024 Budget
Property and sales tax are the two largest sources of tax revenue for the city’s primary General Fund. Property taxes and sales taxes account for approximately 28.1% and 28.9%, respectively, of the fund’s total estimated tax revenues for FY 2024.
After a significant increase in FY 2022 sales tax revenues, we are projecting a 2.5% reduction in FY 2023 and only 1% growth in FY 2024. The overall trend for sales tax revenues is increasing but at a slower pace than from FY 2021 to FY 2022.
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23
Est
FY 24
Prop
1/4% Local Trans. and Use - - - - 2.292 3.145 3.572 4.139 4.148 4.211 Local Trans. & Use 5.844 6.044 6.164 6.396 6.680 6.416 7.233 8.394 8.403 8.500 Prop 172 0.350 0.347 0.359 0.379 0.390 0.394 0.433 0.504 0.503 0.510 Sales & Use 10.379 11.543 10.839 11.281 11.679 11.420 12.447 14.187 14.117 14.654 $0
$5
$10
$15
$20
$25
$30
In millions
Sales Tax Trend
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23
Est
FY 24
Prop
Prop Tax in Lieu of VLF 4.705 5.026 5.280 5.603 5.967 6.328 6.622 6.894 7.367 7.762 Property Tax 12.200 13.224 14.114 15.079 15.784 17.002 17.022 18.389 18.566 19.383 $0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
In millions
Property Tax Trend
29.1.8 FY2024 Budget
Utility users’ taxes are imposed on all utility services within the city limits at a rate of 8.5% of taxable services.
Transient occupancy taxes are levied at a rate of 12% for motels, hotels, and inns, and 14% for shortterm residential vacation rentals.
They each accounted for 13.1% and 13.6%, respectively, of the fund’s total estimated tax revenues for FY 2024.
FY 15 FY 16 FY 17 FY 18 FY 19 FY20 FY 21 FY 22 FY 23
Est
FY 24
Prop
One-Time TOT Audit 0.027 0.190 0.088 0.071 0.045 0.143 0.252 0.109 0.118 0.146 Fund 101 & 311 Transient Occupancy Tax 8.228 8.837 9.194 10.115 10.913 7.892 8.869 11.942 12.478 12.797 $5
$6
$7
$8
$9
$10
$11
$12
$13
$14
$15
In millions
Transient Occupancy Tax Trend
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23
Est
FY 24
Prop
Utility Users Tax Trend 10.672 11.029 11.314 11.569 11.821 11.459 11.601 12.265 12.316 12.494 $9.5
$10.0
$10.5
$11.0
$11.5
$12.0
$12.5
$13.0
In millions
Utility Users Tax Trend
29.1.9 FY2024 Budget
Capital Outlay
Information Technology
Activity Description Amount Detail
Activity 1251- IT
Operations
Computer
Equipment $35,000 Virtual Server Host Replacement
Activity 1251- IT
Operations
Computer
Equipment $55,000
Switches, Routers
and Firewalls, &
Backup Appliances
Activity 1251- IT
Operations
Computer
Equipment $30,000 Storage
Total Information Technology $120,000
Parks & Recreation
Activity Description Amount Detail
Activity 3107 –
Community and
Regional Parks
Parks and
playground
equipment
$95,000 Tractor replacement
Total Parks & Recreation $95,000
Public Works
Activity Description Amount Detail
Activity 7202 –
Wastewater
Collection / Flood
Control
Computer
Equipment $5,000
iPads for Mobile
SCADA
(Wonderware)
Vehicle Equipment $140,000
Replace vehicle
#216: 2002 747
Trailer Jet
Vehicle Equipment $64,000 Replace vehicle
#435: 2008 F-150
Activity 7203 –
Wastewater
Treatment Facility
Computer
Equipment $66,000 Additional computer equipment costs
Computer
Equipment $15,000
Additional security
cameras and
installation for
WWTF
Computer
Equipment $20,000
New O&M portal:
currently running on
unsupportable endof-life servers
29.1.10 FY2024 Budget
Public Works (continued)
Activity Description Amount Detail
Computer
Equipment $6,000
Microsoft terminal
server licenses to
add remote access
users to SCADA
terminal services
Computer
Equipment $12,000
Improve cyber
security with a
redundant Cisco
ASA firewall
Computer
Equipment $10,000
Eliminate downtime
and loss of access
with a redundant
router
Computer
Equipment $9,000 Install and configure WIN900 remote
Computer
Equipment $10,000
Upgrade to
Wonderware flex
licensing model
Computer
Equipment $6,000
VPN license for
firewall, as use of
VPN access for
SCADA is increasing
Computer
Equipment $6,000
WIN911 remote
license to remotely
view and respond to
SCADA alarms
Equipment
Components $12,000
Admin Building
MCC A/C
Condenser: system
has leaks and is at
the end of its
service life
Equipment
Components $45,000
Replace centrifuge
room wall fans as
current fans are
approaching end-ofservice life
Equipment
Components $28,000
Upgrade Cogen #2
DSM module
control system for
engineer operation
and protection
29.1.11 FY2024 Budget
Public Works (continued)
Activity Description Amount Detail
Equipment
Components $12,000
Replace aging
electric work
maintenance cart
Equipment
Components $60,000
Replace
components
reaching end-of-life:
PSS Scum Drives 3
and 4 sprocket and
shear pin assemblies
Equipment
Components $30,000
Replace
components
reaching end-of-life:
secondary air
control valves
Equipment
Components $100,000
Replace 3 secondary
air supply fans at
end-of-life
Other Machinery
and Equipment $30,000 Upsize current SFT grinder to 10 inches Other Machinery
and Equipment $203,000 New boat for lab
Activity 7205 –
Wastewater Source
Control
Computer
Equipment $2,000
Basic computer
equipment for
satellite lab test
program
Office Furniture /
Equipment $1,000
Acquisition of
replacement and/or
new office
equipment
Other Capital Outlay $120,000
Environmental
Compliance
sampling trucks
Activity 7206 –
Wastewater Pump
Hose
Other Capital Outlay $25,000 Rebuild parts on
Influent pump #2
Activity 7208 –
Wastewater Lab
Office Furniture /
Equipment $2,000
Miscellaneous office
furniture for the
laboratory
Other Machinery
and Equipment $40,000 Replace 17-yearold, malfunctioning,
29.1.12 FY2024 Budget
Shimadzu TOC-V
Analyzer system
Total Wastewater $1,079,000
Public Works (continued)
Activity Description Amount Detail
Activity 7302 –
Resource Recovery
Collection -
Container
Other Machinery
and Equipment $14,000 10-yard cover rolloff boxes
Other Machinery
and Equipment $16,000 20-yard cover rolloff boxes
Other Machinery
and Equipment $20,000 30-yard cover rolloff boxes
Other Machinery
and Equipment $32,000 3-yard vertical compactor
Vehicle Equipment $45,000
Gold service
contract for Mack
LRE
Vehicle Equipment $290,000
Roll-off truck
replacement for
truck #760; Mack
chasis
Activity 7303 –
Refuse Disposal
Office Furniture /
Equipment $2,500 Miscellaneous office equipment
Other Machinery
and Equipment $40,000 Heavy duty 40-yard roll-off bins
Other Machinery
and Equipment $60,000 Portable litter control fences
Activity 7304 –
Recycling Program -
Processing
Other Machinery
and Equipment $40,000 Heavy duty 40-yard roll-off boxes Activity 7305 –
Resource Recovery
Collection – Cart
Vehicle Equipment $750,000
Electric truck side
arm replacement for
#753 BYD
Total Resource Recovery $1,309,500
Activity 7401 – OffStreet ParkingOther Machinery
and Equipment $26,100
Lease program year
3 of 5 for
replacement T2
Luke machines in
the Downtown
District
Vehicle Equipment $50,000 Sidewalk scrubber
Total Parking $76,100
29.1.13 FY2024 Budget
Activity 7501 –
Storm Water
Management
Flood Control and
Storm Drainage
Facilities
$53,000 Miscellaneous
facility expense
Total Storm Water Management $53,000
Public Works (continued)
Activity Description Amount Detail
Activity 7831 –
Mechanical
Maintenance
Other Capital Outlay $25,000 Fuel island upgrades
Other Capital Outlay $55,000
Upgrade for CMMS,
overhead crane,
wash rack, fuel
island overhead
nozzles, and outside
grease gun
Total Equipment Operations $80,000
Total Public Works $2,597,600
Planning and Community Development
Activity Description Amount Detail
Activity 1301-
Planning
Administration
Office
furniture/equipment $5,000 Stand-up desk replacements
Total Planning Administration $5,000
Economic Development and Housing
Activity Description Amount Detail
Activity 5591-
Property
Management
Other building costs $30,000 Midtown event
infrastructure
Total Economic Development & Housing $30,000
Water
Activity Description Amount Detail
Activity 7106 –
Water Production Computer equipment $15,000
Eyasco/Merlin web
and database
servers
Computer equipment $7,500
Two ASA Firewalls,
Network
Segmentation
29.1.14 FY2024 Budget
Other machinery &
equipment $20,000 Turbidity meters
Other machinery &
equipment $10,500 Chlorine Analyzers
Water (continued)
Activity Description Amount Detail
Other machinery &
equipment $30,000 VFD replacement for FBPS and CPS
Vehicle equipment $50,000 Misc. vehicle
equipment costs
Activity 7108 –
Water Distribution Vehicle equipment $377,732
Vehicle equipment
for vehicles #492,
495, 502, 611
Total Water $510,732
Total Capital Outlay $3,358,332
29.1.15 WATER COMMISSION
212 Locust Street, Suite A, Santa Cruz, CA 95060 Phone: (831) 420-5200 June 6, 2023
Mayor Fred Keeley
Vice Mayor Renee Golder
Councilmember Sandy Brown
Councilmember Sonja Brunner
Councilmember Shebreh Kalantari-Johnson
Councilmember Scott Newsome
Councilmember Martine Watkins
Dear Mayor Keeley, Vice Mayor Golder, Councilmembers Brown, Brunner, Kalantari-Johnson, Newsome and Watkins:
Re: Water Commission Recommendation on the Santa Cruz Water Department’s Fiscal Year 2023-2024 Operating Budget and Capital Investment Program The Santa Cruz Water Commission (Commission) is pleased to convey our recommendations regarding the Water Department’s (Department’s) Fiscal Year (FY) 2024 Recommended Operating Budget and Capital Investment Program (CIP). Based on our analysis, as summarized in the discussion below, we unanimously recommend the Council’s approval of the proposed budget and CIP.
Before sharing more detail about the Commission’s recommendations on the FY 2024 Operating Budget and CIP, I want to provide a few additional highlights on the Commission’s other activities during the past 18 months. • One major focus of the Commission’s work in the last year was the development of the Securing Our Water Future Policy, which was unanimously approved by the City Council on November 29, 2022.
The Commission has had a long-standing focus on water supply reliability including its active engagement in reviewing and participating in the Department’s work to implement the Council-approved recommendations of the Water Supply Advisory Committee in November 2015. During 2022, the Commission was actively engaged in the Department’s very robust modeling and analytical work that resulted in the Securing Our Water Future policy. The
29.1.16 Mayor Keeley, Vice Mayor Golder, and Councilmembers June 6, 2023