Santa Cruz City Council
August 8, 2023

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

CITY COUNCIL AGENDA
Regular Meeting – August 8, 2022
1:00 P.M. CLOSED SESSION, ZOOM/COURTYARD CONFERENCE ROOM 3:00 P.M. CONSENT, CONSENT PUBLIC HEARING, PUBLIC HEARINGS, GENERAL

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

Correspondence to be included in the agenda packet must be received by 5:00 pm on Monday, August 7th
PLEASE NOTE:
 Council may take a break(s) as needed.
 Requests for extra speaking time on items other than Oral Communications must be made by 5:00 p.m. on Sunday, August 6th by emailing the Mayor and the City Clerk.

Approval will be confirmed via email.
[email protected] [email protected]
August 8, 2023 City Council 2
The City of Santa Cruz does not discriminate against persons with disabilities. Out of consideration for people with chemical sensitivities we ask that you attend fragrance free. Upon request, the agenda can be provided in a format to accommodate special needs. Additionally, if you wish to attend this public meeting and will require assistance such as an interpreter for American Sign Language, Spanish, or other special equipment, please call the City Clerk’s Department at 420-5030 at least five days in advance so that we can arrange for such special assistance, or email [email protected]. The CalRelay system number: 1-800-735-2922.

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

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

Agenda Materials Submitted after Publication of the Agenda Packet: Pursuant to Government Code §54957.5, public records related to an open session agenda item submitted after distribution of the agenda packet are available at the same time they are distributed or made available to the legislative body on the City’s website at: www.cityofsantacruz.com/government/city-councilmeetings and are also available for public inspection at the Office of the City Clerk, 809 Center Street Room 8, Santa Cruz, California, during normal business hours, and at the Council meeting.

Need more information? Contact the City Clerk’s office at 831-420-5030.

August 8, 2023 City Council 3
Closed Session
1:00 PM

1. Conference with Labor Negotiators (Government Code §54957.6) SEIU Temporary Employees
SEIU Service Employees
Mid Managers, OE3
Supervisors, OE3
Executives
City Negotiator – Sara De Leon

2. Conference with Legal Counsel – Liability Claims (Government Code §54956.95)
1) Claimant: Mercury Insurance
2) Claimant: Brent Michael Campagnolo
3) Claimant: Anthony Joseph Toste
4) Claimant: Marisela Hernandez Ramos
5) Claimant: Elaine Rodriguez
Claims against the City of Santa Cruz

3. Conference with Legal Counsel - Existing Litigation (Government Code §54956.9(d)(1))
1) City of Santa Cruz v. The Regents of the University of California, et al.
(Santa Cruz County Superior Court Case No. 22CV00373)
2) Regents of the University of California, et al. v. City of Santa Cruz (Santa Cruz County Superior Court Case No. 20CV02152)

4. Conference with Legal Counsel – Anticipated Litigation (Government Code §54956.9(d)(2)
Significant exposure to litigation (one potential case to be discussed) August 8, 2023 City Council 4
Closed Session (continued)

5. Conference with Legal Counsel - Anticipated Litigation (Government Code §54956.9(d)(4))
Initiation of litigation (one potential case to be discussed) August 8, 2023 City Council 5
City Council
3:00 PM
Call to Order
Roll Call
Presentation

6. Central Coast Community Energy Annual Update
Presiding Officer's Announcements
Statements of Disqualification
Additions and Deletions
City Attorney Report on Closed Session
Council Meeting Calendar

7. The City Council will review the meeting calendar attached to the agenda and revise it as necessary.

Consent Agenda

8. Minutes from the June 27, 2023 City Council Meeting (CC) Motion to approve as submitted.

9. Resolution Ordering an Election for Four Council Seats, Districts 1, 2, 3, and 5, for the March 5, 2024 Primary Election (CC)
Resolution ordering an election, requesting the County Elections Department to conduct the election, and requesting consolidation of the election with the March 5, 2024 Primary Election.

August 8, 2023 City Council 6
Consent Agenda (continued)

10. Five-Year Strategic Plan (CM)
Motion to adopt the City of Santa Cruz’s Five-Year Strategic Plan.

11. Santa Cruz County Civil Grand Jury Response (CM)
Motion to authorize the Mayor to submit responses to the Santa Cruz Civil County Grand Jury on behalf of the Santa Cruz City Council for the following reports:
1) Cyber Threat Preparedness – Phishing and Passwords and Ransomware, Oh My!; and
2) Housing Our Workers – Essential Workers Need Affordable Housing!

12. State Coastal Conservancy Grant Program: Authorization for Application, Acceptance, and Appropriation of Grant Funds for a Living Shoreline, Nature-Based Solutions and Sand Management Feasibility Study (CM)
Resolution ratifying an application for the State Coastal Conservancy’s grant program, and authorizing the City Manager to accept and appropriate funds for a grant to assess the feasibility of living shorelines, nature-based solutions, and sand management along the City of Santa Cruz’s coastline.

13. Authorization to Submit a Grant Application to the Federal Highway Administration Charging and Fueling Infrastructure Discretionary Grant Community Program as a Co-applicant for the Monterey Bay Region Equitable Electric Vehicle (EV) Charging Project (CM)
Resolution authorizing the City Manager to apply for, accept, and execute in the name of the City of Santa Cruz all necessary applications, contracts, agreements, and amendments thereto, and appropriate funds from the Federal Highway Administration to implement and carry out the scope of work for the Monterey Bay Region Equitable Electric Vehicle (EV) Charging Project specific to the City of Santa Cruz.

August 8, 2023 City Council 7
Consent Agenda (continued)

14. Ordinance Requiring Delivery Companies to Provide a Service Enabling Customers to Tip Delivery Drivers (CN)
Motion to authorize an ad-hoc committee to work with the City Attorney to develop an ordinance requiring delivery companies to give customers the option to tip residential delivery drivers.

15. Liability Claims Filed Against the City of Santa Cruz (FN) Motion to reject the liability claims of 1) Mercury Insurance, 2) Brent Michael Campagnolo, 3) Anthony Joseph Toste, 4) Marisela Hernandez Ramos; and to return as late the claim of 5) Elaine Rodriguez, based on staff recommendation.

16. Side Letter of Agreement: Santa Cruz Mid-Management and MidSupervisory OE3 for Short-Term Disability Benefits (HR) Motion to:
1) Adopt a resolution approving a Side Letter of Agreement with the Santa Cruz Mid-Management Association of the City of Santa Cruz Operating Engineers Local #3 (OE3); and
2) Adopt a resolution approving a Side Letter of Agreement with the Supervisory Employees of the City of Santa Cruz Operating Engineers, Local #3.

17. Board of State and Community Corrections of California Officer Wellness and Mental Health Grant Program Award (PD)
Resolution to accept the Officer Wellness and Mental Health Grant funds, administered by the Board of State and Community Corrections of California, and amend the FY 2023 budget in the amount of $50,549.95 and appropriate those funds for improving officer wellness and expanding officer mental health resources.

18. Regional Early Action Planning (REAP) 2.0 Local Funding Grant Application (PL)
Resolution authorizing staff to apply for REAP 2.0 grant funding to advance the development of the Downtown Library and Affordable Housing project.

August 8, 2023 City Council 8
Consent Agenda (continued)

19. San Lorenzo River Vegetation Management for Flood Control Project (m409505) (PW)
Motion to authorize the issuance of a Request for Proposals for the San Lorenzo River Vegetation Management for Flood Control Project (m409505). The City Manager is hereby authorized and directed to execute an agreement in a form approved by the City Attorney. The Public Works Director is authorized to execute contract amendments within the approve project budget.

20. Wastewater Treatment Facility Southside Fence Replacement Project (m409659) – Authorization to Advertise and Award (PW)
Motion to approve the plans and specifications for the Wastewater Treatment Facility Southside Fence Replacement Project (m409659), authorize staff to advertise for bids, and award the contract. The City Manager is hereby authorized and directed to execute the contract as authorized by Resolution No. NS-27,563. The Director of Public Works is authorized to execute change orders within the approved project budget.

21. Adjustment of Water Department Miscellaneous Fees (WT) Resolution adjusting the Water Department’s miscellaneous fees for services due to labor cost increases and rescinding Resolution No. NS29,540.

22. Resolution to Reimburse Capital Expenditures from Future State Water Resources Control Board Financing for the Graham Hill Water Treatment Plant Facilities Improvement Project (WT)
Resolution authorizing the Water Department to be reimbursed by State Water Resources Control Board (SWRCB) for costs related to the Graham Hill Water Treatment Plant Facilities Improvement Project.

August 8, 2023 City Council 9
Consent Agenda (continued)

23. Felton Diversion Pipeline Emergency Repair Project (e702301) – Ratification of Plans and Specifications and Authorization to Advertise for Bids and Award Contract (WT)
Motion to ratify the plans and specifications for the Felton Diversion Pipeline Emergency Repair Project (e702301) and staff’s action to advertise for bids on the City’s website; authorize the Water Director to execute change orders within the approved project budget; find the project exempt under the California Environmental Quality Act; and authorize and direct the City Manager, or designee, to execute the contract per Resolution No. NS-27,563, and in a form approved by the City Attorney.

24. Regional Drought Resiliency Project: Scotts Valley Water District - City of Santa Cruz Intertie-1 Project (c702205) – Project Approval (WT) Motion to approve the Scotts Valley Water District - City of Santa Cruz Water Intertie-1 Project (c702205) considering the certified Santa Cruz Water Rights Project Final Environmental Impact Report and the Intertie-1 Project Addendum to the Santa Cruz Water Rights Project Final Environmental Impact Report.

End Consent Agenda
August 8, 2023 City Council 10
Consent Public Hearing

25. 2022-2023 HUD Annual Action Plan First Substantial Amendment for CDBG Funding Allocation & Budget Adjustment (ED)
Motion to:
1) Adopt a resolution to:
a) Amend the 2022-2023 Annual Action Plan (AAP) to cancel the 2022 Program Year (PY) Darwin Street Renovation Project, allocate this funding to the Homeless Garden Project Office Renovation Project, and direct staff to submit the First Substantial Amendment documents to U.S. Department of Housing and Urban Development (HUD); and
b) Approve the 2022-2023 AAP budget adjustment reallocating 2022-2023 Community Development Block Grant (CDBG) funding from the Darwin Street Renovation Project to the Homeless Garden Project Office Renovation Project and appropriating the funds in the FY24 budget; and
c) Authorize the City Manager to execute project contracts, loan or grant agreements, contract amendments and related loan or grant documents with (CDBG) sub-recipients, departments and contractors in connection with Consolidated Plan activities proposed in the 2022-2023 AAP First Substantial Amendment; and 2) Adopt a resolution to amend the FY24 budget to appropriate funds in the amount of $93,411 for the Homeless Garden Project renovations including, but not limited to mold, asbestos, lead remediation, roof repair, foundation work, and utility hookups.

August 8, 2023 City Council 11
Public Hearings

26. Resolution Establishing a Proposed Resource Recovery Collection Rates Increase Beginning on September 1, 2023 (PW)
Accept the cost-of-service report prepared by HF&H, Inc. which provides the basis for the proposed 5-year refuse rate increases between September 1, 2023 and September 1, 2027, and adopt a resolution revising the schedule of fees for collection of refuse, garbage, trash and recyclables, enclosure maintenance fees, use rates for special containers and customer services, and rescinding Resolution No. NS-29,856.

27. Resolution of Necessity for Regional Drought Resiliency Project:

Intertie 1 for Firehouse Lane Property, APN 067-202-60, Owned by CSHORE, a Partnership, Robert R. and Edithanne Rittenhouse, and Denoyer F. and Nancy T. O’Laughlin (CA/WT)
Resolution finding that public interest and necessity require the acquisition of interests in certain real property on Assessor’s Parcel Number 067-202-60, located in the unincorporated area of Santa Cruz County, and authorizing the City Attorney to proceed with eminent domain proceedings to acquire the real property.

General Business

28. San Lorenzo Park Redesign Process (PR)
Receive an update, provide direction as appropriate, and accept the draft guiding principles and design goals for the San Lorenzo Park Redesign process.

Oral Communications Announcement – Members of the public may address Council on matters not on the agenda, but within the jurisdiction of the Council. 30 minutes is allocated for Oral Communications. No extra time for groups will be granted.

Oral Communications
Adjournment
August 8, 2023 City Council 12

INFORMATION ITEMS PREVIOUSLY DISTRIBUTED TO CITY COUNCILMEMBERS ADDENDUM TO CITY COUNCIL AGENDA – AUGUST 8, 2023

29. Finance Department: Portfolio Management Report – Pooled Cash and Investments as of June 30, 2023 7/24/23 (FNFYI 372)

30. Water Department: Water Project Costs Eligible for Financing - 6/14/23 (WTFYI 082)

MAYOR'S PROCLAMATIONS
ADDENDUM TO CITY COUNCIL AGENDA – AUGUST 8, 2023

31. Proclaiming June 24, 2023 as “Santa Cruz Woodies and Woodies on the Wharf Day” and encouraging all citizens to join in celebrating Woodies on the Wharf as a locally beloved Santa Cruz event.

32. Proclaiming August 4, 2023 as “Ellen Primack Day” and encouraging all citizens to join in paying tribute to her extraordinary contributions, unwavering passion, and unparalleled dedication to the world of contemporary music and the arts community in Santa Cruz.

Advisory Body Appointments
The following positions are vacant. Council will make the appointments at a future meeting. The Water Commission vacancies are scheduled to be filled at the September 12, 2023 City Council meeting. The deadline to submit an application to serve on the Water Commission is Wednesday, September 6, 2023.

County Latino Affairs Commission One opening – at-large nomination Sister Cities Committee Three openings – at-large nominations Water Commission Two openings – One at-large nomination, and one opening to be appointed by
Councilmember Newsome.

August 8, 2023 City Council 13
Public Hearing
If, in the future, you wish to challenge in court any of the matters on this agenda for which a public hearing is to be conducted, you may be limited to raising only those issues which you (or someone else) raised orally at the public hearing or in written correspondence received by the City at or before the hearing.

Any person seeking to challenge a City Council decision made as a result of a proceeding in which, by law, a hearing is required to be given, evidence is required to be taken, and the discretion in the determination of facts is vested in the City Council, shall be required to commence that action either 60 days or 90 days following the date on which the decision becomes final as provided in Code of Civil Procedure Section 1094.6 Please refer to code of Civil Procedure 1094.6 to determine how to calculate when a decision becomes “final.” The 60-day rule applies to all public hearings conducted pursuant to the City’s Zoning Ordinance, Title 24, Santa Cruz Municipal Code. The 90-day rule applies to all other public hearings.

City Council Agenda Legislative History Addendum
No information was submitted.

City staff is responsible for providing the City Clerk with such documentation and information for the Legislative History Addendum. The information will be on file in the City Clerk’s Department.

The Addendum is a listing of information specific to City Council business, but which does not appear on a Council meeting agenda. Such entities would include, but not be limited to: Court decisions, Coastal Commission Appeals of City Council actions, Closed Session Agreements/Settlements, which are public record, Association of Monterey Bay Area Governments, Local Agency Formation Commission.

Presentation to City of Santa Cruz

08.08.2023
Catherine Steadman
Chief Communications Officer

6.1 CCA
Community Choice Aggregation
Investor-Owned Utility Customers
Purchases electricity on
behalf of local communities;
develops programs, rebates,
and incentives
Delivers electricity,
maintains infrastructure,
and handles billing
Benefits from local control,
competitive rates, and
clean energy as well as
CCA programs, rebates,
and incentives

6.2 Our Formation
2017
MBCP founded by
Counties of Monterey,
San Benito, Santa Cruz
2020
Service expands to
Cities in San Luis
Obispo County
2021
CCCE service
expands to County of
Santa Barbara

6.3 Member Agencies in five counties
34 400,000+
Customers
$1 billion
Investment in renewable energy
$26 million in customer programs

6.4 Enrollment in communities
94%
5000 GWh
Electricity delivered in 2022
45,049 Customers in unicorporated Santa Barbara
County and Buellton enrolled in 2021/2022

6.5 Clean and 03 Renewable Power
Our Commitment
01 Local Control 02 Competitive Rates
Community 04 Reinvestiment

6.6 Local Control

6.7 COASTAL CITIES
Marina
Sand City, Seaside
Del Rey Oaks*

PENINSULA CITIES
Carmel* Monterey
Pacific Grove*

SALINAS CITIES
Greenfield
Gonzales*
Soledad

SAN BENITO CITIES
Hollister*
San Juan Bautista

SANTA CRUZ CITIES
Capitola*
Scotts Valley
Our Governance

SLO CITIES
San Luis Obispo* Morro Bay

SLO NORTH CITIES
Paso Robles* Atascadero

SLO SOUTH CITIES
Arroyo Grande
Grover Beach
Pismo Beach*

SB COUNTY CITIES
Guadalupe
Solvang* Buellton

SB COUNTY CITIES
Goleta
Carpinteria*

6.8 Competitive Rates

6.9 Average Residential Savings
Average approximate
difference between PG&E and
CCCE residential generation
rates in 2022
18%
Small to medium commercial*
customers savings after March
2022
2% to 19%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
2018 2020 2022
*Because our IOU imposes an additional demand charge that we do not, we cannot provide a percent savings for large commercial and agriculture accounts.

6.10 Clean & Renewable
Power

6.11 Procurement Targets
2030 Planned Resource Mix 2025 2030
60%
47% 43% 10%
Solar Wind Geothermal
100%

6.12 102 MW
Solar + Storage
575 MW generation
183 MW storage
150 MW solar only
Standalone
Storage
Geothermal
98 MW
Wind
33 MW
9 5 4 1
Procurement Mix
Executed
contracts for 19
renewable
energy projects

6.13 Projects Online in 2022
Coso Geothermal
66 MW Generation
11% Annual Load
January 2022
Slate Solar + Storage
68 MW Generation
34 MW Battery Storage
4% Annual Load
March 2022 Mammoth Casa Diablo IV
7 MW Generation
1% Annual Load
July 2022
22%
Annual
Load
234 MW
46 MW Rabbitbrush
Solar + Storage
60 MW Generation
12 MW Storage
3% Annual Load
October 2022
Mountain View Wind
33 MW Generation
3% Annual Load
July 2022

6.14 Why electrify?
Transportation accounts for 41% of CA
emissions. Gas appliances account for 12%.

Reduce GHG Emissions
Gas appliances impact indoor air quality and
public health. Diesel exhaust is linked to
multiple serious conditions.

Better Health Outcomes
Every CCCE customer is on a pathway to
carbon-free energy by 2030. Switching from
gas to electric vehicles and appliances helps
our region finish the job.

Make an Impact

6.15 Community
Reinvestment

6.16 FY 21/22: Community Reinvestment
Electric School Bus
$1.4M awarded to schools
Est. 148 mT CO2 emissions
avoided each year
$2.4M awarded to customers
Est. 2,500 mT CO2 emissions
avoided each year
$600K+ awarded to
affordable housing
Est. 170 mT CO2 emissions
avoided each year
Electrify Your Ride New Construction
Electrification

6.17 Residential Programs
Service Description Price
Electrify
Your Ride
Plug-In, Battery, Motorcycles,
Leased, Used, Chargers and
Readiness
$1,000-$4,000
Electrify
Your Home
HVAC, Heat Pump Water
Heater, Panel Replacement $450-$4,000
New Construction
Electrification
Fully electric Accessory Dwelling
Units $5,000

6.18 Member Agencies
$5,000 - $100,000 per unit
Electrify Your Fleet
Up to $100,000; additional funds to Plan
Your Fleet
Charge Your Fleet
$100,000 budgeted for third-party
implementation
Reach Code Program

6.19 Businesses
$15,000 - $100,000, designed to cover
between 70% - 100% of project
Ag Equipment
$2,500 per affordable or farm worker
housing unit
New Construction Electrification
Up to $150,000 for DCFC Level 3 Chargers
Electrify Your Ride

6.20 Underserved Communities
Broadband initiative, support for
contractors
Workforce Development
Farmworker
Housing+Transportation
Income-qualified customers eligible for
extra $1,000 EYR + EYH rebates
Additional Incentives

6.21 3CE Energy Programs the City of Santa Cruz
Total Investment: $3.25 million +
Agriculture
Electrification
Program
FY 20/21
New Construction
Electrification
Program
(Developers and
Homeowners)
FY 21/22
Central Coast
Incentive Project
FY 20/21
Electric School Bus
Program
FY 19/20
FY 20/21
Electrify Your Ride
FY 21/22
$8,000 $1,054,000 $391,000 $456,000 $1,019,000
Reach Code Program $15,000
Planning, Innovation, and Implementation Grant $75,000
Medium-Heavy Duty Electric Vehicle Program $250,000

6.22 3cenergy.org

6.23 CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon and infographics & images by Freepik Do you have any questions?
3CE.org
[email protected]

6.24 CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon and infographics & images by Freepik

6.25 Meeting Type
Holiday
Jewish Holiday
Regular Meeting
Special Meeting
Study Session (will be added as scheduled)
Budget Hearing
DATE Location Meeting Type
August 15 Zoom/Council Chambers Study Session - Our Resilient Coast. Open to the Public Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public September 4
Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public September 15/16
September 24/25
Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public November 10
Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public November 23
November 24
December 7/8
Courtyard Conf. Room Closed Session - Closed to the Public Zoom/Council Chambers Council Regular Meeting - Open to the Public December 25
Yom Kippur (City observed - sundown to sundown)
City Council Meeting Calendar for 2023
November 28
December 12
City Hall Closure - Thanksgiving Day
City Hall Closure - Day After Thanksgiving Day
September 12
September 26
Please note: Meeting times are not final and are likely to change City Hall Closure - Labor Day
August 22
December 26 Meeting Cancelled - CITY COUNCIL DARK
City Hall Closure - Christmas Day
Hanukkah (City observed - sundown to sundown)
Rosh Hashanah (City observed - sundown to sundown)
November 14
October 10
October 24
City Hall Closure - Veteran's Day (observed)

7.1 MINUTES ARE UNOFFICIAL UNTIL APPROVED BY COUNCIL
City of Santa Cruz
809 Center Street
Santa Cruz, California 95060

MINUTES OF A CITY COUNCIL MEETING
June 27, 2023
10:45 AM
Mayor Keeley opened the City Council Closed Session at 10:48 a.m. in a public meeting via Zoom and in Council Chambers, for the purpose of announcing the agenda, and receiving public testimony.

Roll Call

Present: Councilmembers Newsome, Brown, Watkins, Brunner, KalantariJohnson; Vice Mayor Golder; Mayor Keeley.

Absent: None.

Staff: City Manager M. Huffaker, Assistant City Manager L. Schmidt, City Attorney T. Condotti, Director of Economic Development and Housing B.

Lipscomb, Deputy City Clerk Administrator J. Wood (via Zoom), City Clerk Administrator B. Bush.

Public Comment
Mayor Keeley opened the public comment period at 10:48 a.m. There were no speakers. Mayor Keeley closed the public comment period at 10:49 a.m., at which time the meeting was closed to the public and Council adjourned to the Courtyard Conference Room.

8.1 June 27, 2023 CITY COUNCIL MINUTES 6511
Closed Session

1. Real Property Negotiations (Government Code §54956.8) 1) Property: Approximately 8.15 acres located on Mount Hermon Road in Scotts Valley, CA
APNs: 022-721-07, 022-721-08, 022-721-09
Owner: City of Santa Cruz
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz and City of Scotts Valley Under Negotiation: Price, terms of payment, or both
2) Property: 333 Front Street
APN: 005-152-32
Owner: City of Santa Cruz
City Negotiator: Bonnie Lipscomb
Negotiating parties: City and Homeless Garden Project
Under Negotiation: Price, terms of payment, or both for potential lease 3) Property: Firehouse Lane, Unincorporated Santa Cruz, CA APN: 067-202-60
Owner: C-SHORE, a Partnership; Robert R. Rittenhouse and Edithanne Rittenhouse; and Denoyer F. O’Laughlin and Nancy T. O’Laughlin City Negotiator: Rosemary Menard
Negotiating Parties: City of Santa Cruz and C-SHORE, a Partnership; Robert R.

Rittenhouse and Edithanne Rittenhouse; and Denoyer F. O’Laughlin and Nancy T. O’Laughlin
Under Negotiation: Price, terms of payment, or both
4) Property: 6000 La Madrona Drive, Scotts Valley, CA
APN: 021-141-20
Owner: Scotts Valley Fire Protection District
City Negotiator: Rosemary Menard
Negotiating Parties: City of Santa Cruz and Scotts Valley Fire Protection District Under Negotiation: Price, terms of payment, or both
5) Property: 175 Sims Road, Santa Cruz, CA
APN: 067-202-66
Owner: Craig Yates and Nichole Yates, Co-Trustees of the Yates Family Trust Dated June 14, 2019
City Negotiator: Rosemary Menard
Negotiating Parties: City of Santa Cruz and The Yates Family Trust Under Negotiation: Price, terms of payment, or both
Council received a status report from the City Negotiators, and no reportable action was taken.

8.2 June 27, 2023 CITY COUNCIL MINUTES 6512
Closed Session (continued)

2. Conference with Legal Counsel - Existing Litigation (Government Code §54956.9(d)(1))
1) City of Santa Cruz v. The Regents of the University of California, et al. (Santa Cruz County Superior Court Case No. 22CV00373)
2) Regents of the University of California, et al. v. City of Santa Cruz (Santa Cruz County Superior Court Case No. 20CV02152)
Council received a status report, and no reportable action was taken.

8.3 June 27, 2023 CITY COUNCIL MINUTES 6513
City of Santa Cruz
809 Center Street
Santa Cruz, California 95060

MINUTES OF A CITY COUNCIL MEETING
June 27, 2023
12:30 PM
Call to Order – Mayor Keeley called the meeting to order at 12:34 p.m. in Council Chambers.

Roll Call

Present: Councilmembers Newsome, Brown, Watkins, Brunner, KalantariJohnson; Vice Mayor Golder; Mayor Keeley.

Absent: None.

Staff: City Manager M. Huffaker, Assistant City Manager L. Schmidt, City Attorney T. Condotti, Director of Parks and Recreation T. Elliot, Finance Director E. Cabell (via Zoom), Director of Planning and Community Development L. Butler, Director of Public Works N. Nguyen, Chief of Police B. Escalante, Chief of Fire R. Oatey (via Zoom), Director of Information Technology K. Morgan (via Zoom), Acting Water Director H.

Luckenbach (via Zoom), Deputy City Manager L. Murphy, Recreation Superintendent T. Hedden-Jones, Purchasing Manager E. Millwee (via Zoom), Director of Economic Development and Housing B. Lipscomb, Economic Development Manager R. Unitt, Transportation Manager M.

Starkey, Homelessness Response Manager L. Imwalle, Principal Management Analyst E. Nguyen, Deputy City Clerk Administrator J.

Wood (via Zoom), City Clerk Administrator B. Bush.

Presentations

3. Mayoral Proclamation Declaring June 27, 2023 as LGBTQIA+ Youth and Allies Leadership Day
Mayor Keeley presented a proclamation declaring June 27, 2023 as LGBTQIA+ Youth and Allies Leadership Day. Stuart Rosenstein, Brian Hanaway, Luka Brown, and Aiden Parten of Queer Youth Leadership and Allies spoke.

8.4 June 27, 2023 CITY COUNCIL MINUTES 6514
Presentations (continued)

4. Mayoral Proclamation Declaring July as Parks and Recreation Month Director of Parks and Recreation T. Elliot and Parks and Recreation Commission Chair Kristina Kincaid Glavis spoke, Recreation Superintendent T. HeddenJones gave a presentation, and Mayor Keeley presented a proclamation declaring July as Parks and Recreation Month.

Presiding Officer's Announcements
Statements of Disqualification – Councilmember Brunner announced she is recusing herself from item 29 as this item has an impact on her employer, the Downtown Association.

Additions and Deletions – City Clerk Administrator B. Bush announced the appellant has withdrawn their appeal for item 30 and the item will not be heard.

City Attorney Report on Closed Session – See pages 6511 and 6512 for the report.

Council Meeting Calendar

5. The City Council reviewed and did not revise the meeting calendar attached to the agenda.

Consent Agenda
Councilmember Brown pulled item 9 for further discussion.

Councilmember Brunner made a comment on item 14.

Purchasing Manager E. Millwee responded to Council questions on item 16.

Councilmember Kalantari-Johnson made a comment on item 23.

Transportation Manager M. Starkey responded to Council questions on item 20.

Councilmember Brown made a comment on item 22.

Director of Planning and Community Development L. Butler responded to Council questions on item 20.

Mayor Keeley pulled item 11 for further discussion.

8.5 June 27, 2023 CITY COUNCIL MINUTES 6515
Consent Agenda (continued)
Mayor Keeley opened the public comment period. The following people spoke:

Kevin Hulin spoke regarding item 7.

Garrett spoke regarding item 11.

Gillian Greensite spoke regarding item 20.

Reggie Meisler spoke regarding item 11.

Robert Norse spoke regarding items 11, 12, and 22, and requested they be pulled for further discussion.

Mayor Keeley closed the public comment period.

Mayor Keeley announced the items pulled would be 9, 11, 12, 20, and 22.

MOTION: Councilmember Watkins moved, seconded by Councilmember Newsome, to approve the remaining Consent Agenda.

ACTION: The motion carried unanimously with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, Brunner, KalantariJohnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

6. Resolution Extending the Emergency Declaration in Connection with the December 2022 and January 2023 Winter Storms (CA/CM)
Resolution No. NS-30,166 was adopted extending by sixty days the Local Emergency Declaration in connection with the December 2022 and January 2023 winter storms.

7. Resolution Amending Card Room Wagering Limits in Accordance with Chapter

5.48 of the Municipal Code (CA)
Resolution No. NS-30,167 was adopted raising wagering limits at cardrooms for Blackjack and Texas Hold 'Em.

8.6 June 27, 2023 CITY COUNCIL MINUTES 6516
Consent Agenda (continued)

8. Minutes of the June 13, 2023 City Council Meeting (CC) Motion carried to approve as submitted.

9. Update of Various Council Policies (CC)
Councilmember Brown spoke.

Mayor Keeley opened the public comment period. The following people spoke.

Robert Norse
Garrett
Unidentified person
Gillian Greensite
Unidentified person
Mayor Keeley closed the public comment period.

MOTION: Councilmember Watkins moved, seconded by Councilmember Brown, to adopt Resolution No. NS-30,168 updating various Council Policies to reflect general language updates, changes in laws, and/or align with the City's current practices, as submitted, with the exception of policies 6.5, 6.6, and

6.7, and directed staff to work with the Mayor and return to Council no later than September with revisions to those policies and the Councilmember Handbook.

ACTION: The motion carried unanimously with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, Brunner,
Kalantari-Johnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

8.7 June 27, 2023 CITY COUNCIL MINUTES 6517
Consent Agenda (continued)

10. Dissolution of the City/County 2x2 Committee and Appointment to the Santa Cruz Housing for Health Partnership (H4HP) Policy Board (CM) Motion carried to:
 Dissolve the City/County 2x2 Committee; and
 Appoint the position of Deputy City Manager to the Santa Cruz Housing for Health Partnership (H4HP) Policy Board.

11. City Overlook Emergency Shelter Operations and Management Contract Approval (CM)
Homelessness Response Manager L. Imwalle responded to Council questions.

Mayor Keeley opened the public comment period. The following people spoke.

Robert Norse
Unidentified person
Mayor Keeley closed the public comment period.

MOTION: Councilmember Watkins moved, seconded by Councilmember Kalantari-Johnson, to authorize the City Manager to execute a contract, in a form to be approved by the City Attorney, with The Salvation Army in the amount of $4,048,426.19 to operate and manage the City Overlook emergency shelter program for a term not to exceed 12 months.

ACTION: The motion carried unanimously with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, Brunner,
Kalantari-Johnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

8.8 June 27, 2023 CITY COUNCIL MINUTES 6518
Consent Agenda (continued)

12. Tier 3 Safe Parking Operations and Management Contract Approval (CM) Mayor Keeley opened the public comment period. The following person spoke.

Robert Norse
Mayor Keeley closed the public comment period.

MOTION: Councilmember Kalantari-Johnson moved, seconded by Councilmember Brown, to authorize the City Manager to execute a contract, in a form approved by the City Attorney, between the City of Santa Cruz and the Association of Faith Communities, in the amount of $430,161.60, to operate and manage the Tier 3 safe parking program.

ACTION: The motion carried unanimously with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, Brunner,
Kalantari-Johnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

13. Designation of Voting Delegate and Alternate to Attend the League of California Cities (LOCC) Annual Conference Being Held in Sacramento September 20-22, 2023 (CN)
Motion carried to designate Vice Mayor Golder as the voting delegate, and Councilmember Brunner as the alternate, in the event that Vice Mayor Golder is unavailable, to attend the League of California Cities Annual Conference in Sacramento.

14. First Amendment to Graffiti Abatement Services Agreement with Graffiti Protective Coatings, Inc. (ED)
Motion carried to authorize the City Manager to execute the First Amendment to Graffiti Abatement Services Agreement, and any amendments thereto, in a form approved by the City Attorney, with Graffiti Protective Coatings, Inc., increasing the not to exceed amount from $125,000 to $147,000 for FY 2023 and extending service through FY 2024 in an amount of $147,688.

8.9 June 27, 2023 CITY COUNCIL MINUTES 6519
Consent Agenda (continued)

15. Proposition 4 Appropriations Limit Adjustment Factors (FN) Resolution No. NS-30,169 was adopted approving the selection of the annual adjustment factors to be utilized in the calculation of the City’s Proposition 4 Appropriations Limit based on the adopted budget for FY 2024, with amendments thereto, if any.

16. Award Contract for Safety Footwear (FN)
Motion carried to:
 Award a contract for citywide purchases for safety footwear to Beck’s Shoes, Inc., Campbell, California for a 3-year term; and  Authorize the City Manager to execute the agreement, in a form approved by the City Attorney, and any amendments within the approved operating budget.

17. Pass-Through Agreement with Volunteer Center of Santa Cruz County - TDA Claimant (FN)
Motion carried to:
 Authorize and direct the City Manager to execute an agreement, in a form approved by the City Attorney, with Volunteer Center of Santa Cruz County, allowing the City to act as claimant for funds obtained from the Santa Cruz County Regional Transportation Commission (SCCRTC) for FY 2024; and  Authorize funding amount of $104,234 for FY 2024.

18. Pass-Through Agreement with Community Bridges/CTSA of Santa Cruz County - TDA Claimant (FN)
Motion carried to authorize and direct the City Manager to execute an agreement, in a form approved by the City Attorney, with Community Bridges/Consolidated Transportation Services Agency/State Transit Assistance (STA), allowing the City to act as claimant for funds obtained from the Santa Cruz County Regional Transportation Commission (SCCRTC) for FY 2024.

8.10 June 27, 2023 CITY COUNCIL MINUTES 6520
Consent Agenda (continued)

19. Award Contract to Tyler Technologies to Implement Tyler Enterprise Permitting and Licensing Software (Tyler EPL, formerly Tyler EnerGov) (PL/IT) Motion carried to authorize the City Manager to execute contracts, in forms approved by the City Attorney, with Tyler Technologies for licensing, maintenance, and implementation of Tyler Technologies’ enterprise permitting and licensing (EPL) software.

20. Contract Amendment for Kimley-Horn Associates for Professional Services Related to the Downtown Plan Expansion (PL)
Transportation Manager M. Starkey and Director of Planning and Community Development L. Butler responded to Council questions.

Public comment on this item took place at the start of the Consent Agenda.

MOTION: Councilmember Watkins moved, seconded by Councilmember Brown, to authorize the City Manager to execute a contract amendment, in a form approved by the City Attorney, with Kimley-Horn Associates in an amount not to exceed $297,500, based on the attached scope of work and budget.

ACTION: The motion carried unanimously with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, Brunner,
Kalantari-Johnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

21. FreeWire Boost Charger for Medium/Heavy Duty Vehicles (g402301) – Award Contract and Budget Adjustment (PW)
Motion carried to:
 Adopt Resolution No. NS-30,170 to amend the FY 2023 budget to appropriate funds in the amount of $233,745; and
 Authorize the purchase of FreeWire Boost Charger from FreeWire Technologies (Newark, CA) in the amount of $214,655.

8.11 June 27, 2023 CITY COUNCIL MINUTES 6521
Consent Agenda (continued)

22. Overnight Parking Permit Fees Related to Oversized Vehicle Ordinance (No. 2021-20) Implementation (PW)
Mayor Keeley opened the public comment period. The following people spoke.

Robert Norse
Unidentified person
Mayor Keeley closed the public comment period.

MOTION: Councilmember Watkins moved, seconded by Councilmember Kalantari-Johnson, to adopt Resolution No. NS-30,171 establishing fees for City-issued oversized vehicle overnight parking permits.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Newsome, Watkins, Brunner, KalantariJohnson; Vice Mayor Golder; Mayor Keeley.

NOES: Councilmember Brown.

ABSENT: None.

DISQUALIFIED: None.

23. West Cliff Drive Stabilization Project (c401501) - Ratification of Plans and Specifications, Authorization to Advertise for Bids and Award Contract, and Authorize Professional Service Agreement for Construction Support Services (PW)
Motion carried to:
 Ratify the plans and specifications for the West Cliff Drive Stabilization Project (c401501), authorize an exemption from local employment requirements, and bid and award the contract. Per Resolution No. NS27,563, the City Manager is hereby authorized and directed to execute the contract, in a form approved by the City Attorney. The Director of Public Works is authorized to execute change orders within the approved project budget.
 Approve and authorize the City Manager to execute a Professional Service Agreement with Mesiti Miller Engineering (Santa Cruz, CA) for Construction Support Services for the West Cliff Drive Stabilization Project (c401501), in a form approved by the City Attorney. The Director of Public Works is authorized to execute contract amendments within the approved project budget.

8.12 June 27, 2023 CITY COUNCIL MINUTES 6522
Consent Agenda (continued)

24. Award Contract for Vapex Micro Odor Control Units (m409659) (PW) Motion carried to award a contract for the purchase of four Vapex Micro Odor Control Units from Vapex Environmental Technologies, LLC (Cocoa, FL) in the amount of $634,242.12.

25. Beltz Well 9 Aquifer Storage and Recovery Pilot Testing – Approval of California Environmental Quality Act Exemption, Plans and Specifications, and Authorization to Advertise and Award Contract (WT)
Motion carried to approve plans and specifications for construction of the Beltz Well 9 Aquifer Storage and Recovery Pilot Testing Program (Project), authorize staff to advertise for bids, find the Project exempt under the California Environmental Quality Act (CEQA), and award the contract. Per Resolution No.

NS-27,563, the City Manager is hereby authorized and directed to execute the contract, in a form approved by the City Attorney. The Water Director is authorized to execute change orders within the approved project budget.

26. Beltz Wells 8 and 12 Aquifer Storage and Recovery Design – Award of Professional Services (WT)
Motion carried authorizing the City Manager to execute an agreement in a form to be approved by the City Attorney with Carollo Engineers (Walnut Creek, CA) for Professional Engineering Services for Beltz Wells 8 and 12 Aquifer Storage and Recovery Design and to authorize the Water Director to execute future contract amendments within the approved budget.

27. Resolution Transferring Funds within the Water Enterprise Funds to Meet FY 2023 Financial Targets – Budget Adjustment (WT)
Resolution No. NS-30,172 was adopted transferring $8,000,000 to the Water Operations Fund (Fund 711) and $600,000 to the Water 90–Day Fund (Fund 716) from the Water Rate Stabilization Fund (Fund 713).

End Consent Agenda

8.13 June 27, 2023 CITY COUNCIL MINUTES 6523
Public Hearings

28. 2nd Reading and Final Adoption of Ordinance No. 2023-08 Amending Select Portions of Chapter 10.40 and Section 10.41.060 of the Santa Cruz Municipal Code, Pertaining to the Parking of Oversized Vehicles (PL/CA) Mayor Keeley opened the public comment period. There were no speakers.

Mayor Keeley closed the public comment period.

MOTION: Councilmember Watkins moved, seconded by Councilmember Newsome, to adopt Ordinance No. 2023-08 amending select portions of Chapters 10.40 and Section 10.41.060 of the Santa Cruz Municipal Code, pertaining to the parking of oversized vehicles.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Newsome, Watkins, Brunner, KalantariJohnson; Vice Mayor Golder; Mayor Keeley.

NOES: Councilmember Brown.

ABSENT: None.

DISQUALIFIED: None.

At this time, Councilmember Brunner recused herself and left the dais.

29. Cooperative Retail Management Business Real Property Improvement District Assessments for FY 2024 (ED)
Director of Economic Development and Housing B. Lipscomb introduced the item. Economic Development Manager R. Unitt spoke.

Mayor Keeley opened the public comment period. There were no speakers.

Mayor Keeley closed the public comment period.

At this time, Council took a break in order for City Clerk Administrator B. Bush to count the ballots that were returned.

Economic Development Manager R. Unitt reported that the City did not receive a majority of ballots in opposition to the proposed assessments; therefore, they passed.

8.14 June 27, 2023 CITY COUNCIL MINUTES 6524
Public Hearings (continued)

29. Cooperative Retail Management Business Real Property Improvement District Assessments for FY 2024 (ED) (continued)
MOTION: Councilmember Newsome moved, seconded by Councilmember Brown, to:
 Adopt Resolution No. NS-30,173 confirming the Cooperative Retail Management Business Real Property Improvement District FY 2024 Annual Plan and levying Cooperative Retail Management Business Real Property Improvement District Assessments for FY 2024; and
 Adopt Ordinance No. 2023-09 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 FY 2024.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, KalantariJohnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: Councilmember Brunner.

At this time, Councilmember Brunner returned to the dais.

30. Appeal of Proposed Single Space Markings on David Way (PW) Prior to the meeting, the appellant withdrew their appeal and this item was not heard.

8.15 June 27, 2023 CITY COUNCIL MINUTES 6525
General Business
At this time, the Mayor reordered the agenda to hear item 32.

31. Five-Year Strategic Plan (CN)
Assistant City Manager L. Schmidt introduced the item.

Nancy Hetrick, Managing Director with Baker Tilly US, gave a presentation and responded to Council questions.

Mayor Keeley opened the public comment period. The following people spoke.

Gillian Greensite
Garrett
Unidentified person
Reggie Meisler
Jasmeen Miah
Joy Schendledecker
Judi Grunstra
Mayor Keeley closed the public comment period.

32. 2022 Commission for the Prevention of Violence Against Women (CPVAW) Annual Report (CM)
Principal Management Analyst E. Nguyen introduced the item.

Danielle Long, Chair of the CPVAW, gave a presentation and responded to Council questions.

Mayor Keeley opened the public comment period. The following people spoke.

Gillian Greensite
Fred Geiger
Mayor Keeley closed the public comment period.

MOTION: Councilmember Watkins moved, seconded by Vice Mayor Golder, to accept the 2022 Commission for the Prevention of Violence Against Women (CPVAW) Annual Report.

Chief of Police B. Escalante responded to Council questions.

8.16 June 27, 2023 CITY COUNCIL MINUTES 6526
General Business (continued)

32. 2022 Commission for the Prevention of Violence Against Women (CPVAW) Annual Report (CM) (continued)
ACTION: The motion carried unanimously with the following vote.

AYES: Councilmembers Newsome, Brown, Watkins, Brunner,
Kalantari-Johnson; Vice Mayor Golder; Mayor Keeley.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

At this time Council returned to hear item 31.

Oral Communications Announcement - The Mayor provided a brief announcement about Oral Communications.

Oral Communications
At 4:30 p.m. Mayor Keeley opened Oral Communications for members of the public who wished to speak regarding items not listed on the City Council agenda.

Fred Geiger spoke regarding parking diversion on West Cliff Drive and the impacts it has caused on Woodrow Avenue and parking on Oxford Way.

Unidentified person spoke regarding a circulator to go around Santa Cruz including stops at the base of the UCSC campus and routes from downtown to the Boardwalk.

Gillian Greensite spoke regarding West Cliff Drive.

Garrett spoke regarding California’s Workforce/Affordable Housing Program.

Grant Wilson spoke regarding Oral Communications.

At 4:45 p.m. Mayor Keeley closed Oral Communications.

Adjournment – Vice Mayor Golder moved, seconded by Councilmember Newsome, to adjourn. By consensus City Council adjourned at 4:46 p.m. p.m.

8.17 June 27, 2023 CITY COUNCIL MINUTES 6527
Respectfully Submitted:

Julia Wood, Deputy City Clerk Administrator
Attest:

Bonnie Bush, City Clerk Administrator
Approved:

Fred Keeley, Mayor

8.18 City Council

AGENDA REPORT
DATE: 07/18/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Clerk
SUBJECT: Resolution Ordering an Election for Four Council Seats, Districts 1, 2, 3, and 5, for the March 5, 2024 Primary Election (CC)
RECOMMENDATION: Resolution ordering an election, requesting the County Elections Department to conduct the election, and requesting consolidation of the election with the March 5, 2024 Primary Election.

BACKGROUND: At the June 8, 2022 election, voters approved a ballot measure amending the City’s Charter to transition to district elections, specifically 6 districts and a directly-elected atlarge Mayor. Also changed within the Charter was the addition of a two-round election system, also known as runoff voting. At the first round of elections, any one candidate receiving a majority of the votes cast (50% + 1) for that office shall be declared elected. If no one candidate receives a 50% + 1 majority, the two candidates receiving the highest number of votes shall be the only candidates at the General Election in November.

DISCUSSION: This resolution orders the City of Santa Cruz election for District 1, 2, 3, and 5, and requests that it be consolidated with the Primary Election on March 5, 2024.

FISCAL IMPACT: The cost of the election is estimated to be in the range of $110,709 to $184,515, based on figures from the County Elections Department.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

9.1 RESOLUTION NO. NS-30,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ ORDERING AN

ELECTION, REQUESTING COUNTY ELECTIONS TO CONDUCT THE ELECTION,

AND REQUESTING CONSOLIDATION OF THE PRIMARY ELECTION IN THE CITY OF SANTA CRUZ ON MARCH 5, 2024
WHEREAS, pursuant to Elections Code Section 10002, the governing body of any city or district may by resolution request the Board of Supervisors of the county to permit the county elections official to render specified services to the city or district relating to the conduct of an election; and
WHEREAS, the resolution of the City Council of the city shall specify the services requested; and
WHEREAS, pursuant to Elections Code Section 10002, the city shall reimburse the county in full for the services performed upon presentation of a bill to the city; and WHEREAS, pursuant to Elections Code Section 10400, whenever two or more elections of any legislative or congressional district, public district, city, county, or other political subdivision are called to be held on the same day, in the same territory, or in territory that is in part the same, they may be consolidated upon the order of the governing body or bodies or officer or officers calling the elections; and
WHEREAS, pursuant to Elections Code Section 10400, such election for cities and special districts may be either completely or partially consolidated; and WHEREAS, pursuant to Elections Code Section 10403, whenever an election called by a district, city or other political subdivision for the submission of any question, proposition, or office to be filled is to be consolidated with a statewide election, and the question, proposition, or office to be filled is to appear upon the same ballot as that provided for that statewide election, the district, city or other political subdivision shall, at least 88 days prior to the date of the election, file with the board of supervisors, and a copy with the elections official, a resolution of its governing board requesting the consolidation, and setting forth the exact form of any question, proposition, or office to be voted upon at the election, as it is to appear on the ballot, acknowledging that the consolidation election will be held and conducted in the manner prescribed in Section 10418. Upon such request, the Board of Supervisors may order the consolidation; and
WHEREAS, pursuant to Elections Code Section 10418, if consolidated, the consolidated election shall be held and conducted, election boards appointed, voting precincts designated, candidates nominated, ballots printed, polls opened and closed, voter challenges determined, ballots counted and returned, returns canvassed, results declared, certificates of election issued, recounts conducted, election contests presented, and all other proceedings incidental to and connected with the election shall be regulated and done in accordance with the provisions of law regulating the statewide or special election, or the election held pursuant to Section 1302 or 1303, as applicable.

9.2 RESOLUTION NO. NS-30,
2 WHEREAS, the resolution requesting the consolidation shall be adopted and filed at the same time as the adoption of the ordinance, resolution, or order calling the election; and WHEREAS, various district, county, state and other political subdivision elections may be or have been called to be held on March 5, 2024;
NOW, THEREFORE, BE IT RESOLVED AND ORDERED that the City Council of the City of Santa Cruz hereby orders an election be called and consolidated with any and all elections also called to be held on March 5, 2024 insofar as said elections are to be held in the same territory or in territory that is in part the same as the territory of the City of Santa Cruz and requests the Board of Supervisors of the County of Santa Cruz to order such consolidation under Elections Code Sections 10401, 10403 and 10418.

BE IT FURTHER RESOLVED AND ORDERED that the City Council requests the Board of Supervisors to permit the Santa Cruz County Elections Department to provide any and all services necessary for conducting the election and agrees to pay for said services, and BE IT FURTHER RESOLVED AND ORDERED that the Santa Cruz County Elections Department conduct the election for the following offices on the March 5, 2024 ballot:

Seats open Office Term District/Division (if app)
1 Councilmember 4 years 1
1 Councilmember 4 years 2
1 Councilmember 4 years 3
1 Councilmember 4 years 5
PASSED AND ADOPTED this 8th day of August, 2023, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ________________________
Fred Keeley, Mayor
ATTEST: _______________________
Bonnie Bush, City Clerk Administrator

9.3 City Council

AGENDA REPORT
DATE: 07/17/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Manager
SUBJECT: Five-Year Strategic Plan (CM)
RECOMMENDATION: Motion to adopt the City of Santa Cruz’s Five-Year Strategic Plan.

BACKGROUND: In late summer 2022, the City initiated a process to develop and update its strategic plan (Strategic Plan). After issuing a Request for Quotes (RFQ), Baker Tilly was selected as the vendor to assist in this endeavor. The Strategic Plan covering FY 2024 to FY 2029 focused on engaging with the Santa Cruz City Council, City staff, and community members in discussing the vision, focus areas, and strategies for the City’s future. The development process consisted of two main components: putting together an environmental scan and strategic planning.

The environmental scan focused on identifying local trends that would inform the discussion of potential focus areas and key strategies for the City over the next five years. This scan allowed participants to better understand the community’s current situation and anticipate future opportunities and challenges.

The strategic planning process involved several activities, including collecting 275 community survey responses, receiving 13 Department Director survey responses, conducting six Council interviews, historical research, reviewing past media stories, and hosting two workshops.

On April 18, 2023, the City conducted a Council study session and workshop dedicated to the Strategic Plan. As a result of this session, the draft vision, focus areas, and associated strategies were formulated and consolidated into the City of Santa Cruz Strategic Plan draft document.

Baker Tilly presented the Strategic Plan to the City Council and community during the June 27, 2023 meeting. Baker Tilly and City staff received valuable feedback that was then incorporated into this version.

The key components of the Strategic Plan include:

Vision Statement
A vibrant, healthy, and resilient community for all.1
1 The City will come back with more comprehensive visioning next steps and a tag line as part of an in process rebranding project.

10.1 Focus Areas
• Fiscal Sustainability and Transparency
• Strong Business Communities and a Vibrant Downtown
• Housing
• Homelessness Response
• Public Safety and Community Well-Being
• Natural and Built Infrastructure
• Thriving Organization
The Strategic Plan serves as a roadmap for guiding the City’s efforts and decision-making to ensure a sustainable and inclusive future for the community.

DISCUSSION: Following the approval of the Strategic Plan, City staff will begin roll-out to all City Departments and will work with them to integrate the focus areas and strategies to departmental roadmaps and work plans.

To ensure transparency and accountability, City staff will provide the City Council with annual progress reports. These reports may cover various topics, including priorities, ongoing performance measures, projects, and new initiatives.

The Strategic Plan is a living document that may require revisiting periodically. As projects evolve or are newly introduced, it may be necessary to adjust priorities, reallocate resources, and adapt to changing circumstances. Factors such as available funding, staffing, new legislation, and emergencies will be considered when revising the plan.

FISCAL IMPACT: None. However, the implementation of programs and projects outlined in the Strategic Plan will be incorporated into the City’s annual and long-term budget priorities.

Prepared By:

Emeline Nguyen
Principal Management
Analyst
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. SANTA CRUZ FIVE YEAR STRATEGIC PLAN.PDF

10.2 CITYWIDE STRATEGIC PLAN
2023 - 2028

10.3 City Councilmembers
• Mayor Fred Keeley
• Vice Mayor Renee Golder
• Councilmember Sandy Brown
• Councilmember Sonja Brunner
• Councilmember Shebreh Kalantari-Johnson
•
•
Leadership Team Members
• Matt Huffaker, City Manager
• Laura Schmidt, Assistant City Manager
• Lisa Murphy, Deputy City Manager
• Bonnie Bush, City Clerk
• Lee Butler, Planning and Community Development Director • Elizabeth Cabell, Finance Director
• Anthony Condotti, City Attorney
• Sara DeLeon, Chief People Officer
• Tony Elliot, Director of Parks and Recreation
• Bernie Escalante, Police Chief
• Bonnie Lipscomb, Economic Development and Housing Director • Rosemary Menard, Water Director
• Ken Morgan, Director of Information Technology
• Nathan Nguyen, Director of Public Works
• Robert Oatey, Fire Chief
• Yolande Wilburn, Library Director
Creating a vibrant, healthy, and resilient community for all is more than a simple statement—it is the vision we hold dear for Santa Cruz. We recognize that bringing this vision to life necessitates thorough planning and conscious policy direction. It requires active involvement from our community, collaboration with our partners, and the dedication of our staff to turn vision into meaningful action.

Your City’s elected leadership is fully committed to Santa Cruz's Fiscal Year 2024-2029 Strategic Plan, which centers around the priorities identified by our community. The Strategic Plan serves as our compass, guiding us towards a City where everyone can find their happiness. It empowers us to take meaningful steps that enhance the vibrancy of Santa Cruz, promote the well-being of our residents, and ensures our resiliency.

We look forward to working with you, in community and in service, as we realize our plan together.

With great enthusiasm and anticipation for the journey ahead, I am proud to share our five-year Strategic Plan. This ambitious plan is the culmination of extensive collaboration, incorporating guidance from the City Council, insights from the community, and valuable feedback from our dedicated leadership team and City staff.

Our focus areas highlight the pillars that will shape our collective success - from fiscal sustainability and transparency to a thriving organization - together we will make this vision a reality.

I extend my heartfelt gratitude to everyone who contributed to this important initiative. Your guidance, input, and feedback have been critical to our success. Collectively, we will transform this vision into a reality, creating a Santa Cruz where all residents can thrive.

A Message from the Mayor and City Council
1 10.4
• The vision
• Focus areas
• Goal statements
• Strategies
• A workplan
The Strategic Plan is a living document, featuring a framework that balances the needs of the community and the City’s resource capacity.

A citywide Strategic Plan is fundamental to successful work planning. It is a policy document that reflects the policy priorities of the City Council. It informs budgeting and annual staff work plans. After adoption, staff integrates the policy focus areas into its operations and workplans. Staff also reports back regularly to Council on progress.

STRATEGIES ALIGNED TO

FOCUS AREAS

WORKPLAN
2 10.5
City Council Community
• Council Interviews. Council members and the Mayor participated in individual interviews as a starting point for the process.
• Department Director Engagement. Department heads provided input on the draft focus areas, goal statements and strategies through a questionnaire and then participated in a workshop held January 31, 2023 to review information gathered in the process. • Community Survey. 275 community members responded to a survey to provide input regarding strategic plan priorities for the City of Santa Cruz. The survey was deployed from December 15, 2022 to January 9, 2023 in both English and Spanish via the City’s social media channels. The compiled responses informed the City Council workshop held April 18, 2023. • Environmental Scan. An environmental scan is a document that provides an overview of factors (internal and external) that impact the community and the organization to set the context for the strategic plan and inform the discussion about goals and strategies. • Strategic Planning Workshop. A City Council workshop was held April 18, 2023 to establish vision, goals, and strategies for the strategic plan.

This strategic plan is the culmination of many activities. An overview of the process is outlined below. 3 10.6

THREATS
•
community
•
•
• Lawsuits
• Mental health and substance abuse
crises
•
•
or unclean

CHALLENGES
•
•
•
•
•
•
•
•
•
•

STRENGTHS
•
•
•
•
•
•
•
•
•

OPPORTUNITIES
•
space
•
•
•
•
low- and moderate-income
•
•
projects
•
,
4 10.7

A VIBRANT, HEALTHY, AND RESILIENT
5 10.8
Fiscal Sustainability and Transparency
Housing
Homelessness Response
Public Safety and Community Well-Being
Natural and Built Infrastructure
Invest in sustainable, climate-adapted infrastructure and community assets in both the natural and built environment.
6 10.9
Fiscal Sustainability and Transparency
Strategies
• Identify creative and expanded revenue approaches that provide sufficient resources and facilities to deliver services and programs that reflect the uniqueness of Santa Cruz • Identify and adopt short- and long-term service priorities and fund them within available resources
• Develop financing strategies for capital investments and deferred infrastructure needs as identified in the long-range financial plan
• Evaluate cost recovery levels and identify fees that need to be updated • Create community participation opportunities and training to increase understanding of the City’s financial standing and transparent fiscal decision making • Modernize financial management software to streamline and automate the City’s processes, help identify patterns and data trends, and improve accuracy • Leverage grant funding and advocate for resources at the state and federal levels 7 10.10
Downtown
Strategies
• Support and expand Santa Cruz’s diverse and robust businesses • Promote Downtown as a safe, youth and family-friendly center for commerce, housing, and transportation
• Implement the Downtown Plan Expansion, including a permanent arena for the Santa Cruz Warriors
• Grow events and cultural activities in the downtown, wharf and other commercial areas (i.e., midtown, westside, lower Seabright, Harvey West industrial area) to attract residents and visitors
• Activate City programs and other efforts to enhance and enliven Downtown, including along the river, and other commercial areas (for example, placemaking attractions like pop-ups, outdoor dining, public art, beautification programs) • Invest in public and green spaces to create a welcoming, safe and attractive place to spend time
8 10.11
Housing
• Support diversity in housing types and affordability levels to accommodate present and future housing needs of Santa Cruz residents
• Implement policies and programs that promote fair housing and equitable access to housing opportunities
• Certify and implement the Housing Element to increase housing production and enable increased funding eligibility
• Leverage partnerships, government resources and private financing to create affordable and transitional housing projects in the community
• Support housing production for permanent supportive housing and low-, very low-, and extremely-low income housing
• Ensure development is adequately balanced with increasing demand on city services Strategies
9 10.12
Homelessness Response
Working with the County and community partners, move toward positive outcomes in homelessness response, safety and health, balancing the interests of persons who are unhoused and housed, and the business community.

Strategies
• Reduce the presence and social and environmental impacts of encampments in the City • Seek funding for capital investment for homelessness response • Support efforts that increase personal responsibility as an element of program outcomes • Contribute to the development of temporary shelter and interim housing in a manner that supports rehousing people
• Collaborate with our community partners to create a regional approach to homelessness • Identify and leverage existing county resources and funding to connect individuals with resources
• Provide services for people at risk of eviction to prevent homelessness • Maintain and update the Homelessness Response Action Plan, with specific focus on developing service delivery and accountability metrics
• Provide outreach services for people living outdoors and in vehicles so they can be connected to housing and support services
• Advocate with the state and federal government for improved mental health and substance use disorder support
10 10.13
Public Safety and Community Well-Being
Provide public safety services that support well-being and healthy communities.
• Ensure opportunities for people of all ages to stay active, keep connected, and contribute to the community’s economic, social, and cultural life • Collaborate with stakeholders and allied agencies to find areas for increased alignment and accountability
• Evaluate and potentially establish an Integrated Health Response Team for the City • Conduct a standards of coverage study for Fire to identify issues and needs • Determine feasibility and funding of a regional public safety training center • Identify opportunities for fire shared services and facilities with neighboring agencies • Evaluate opportunities to utilize new technology, including replacement of aging radio/communication infrastructure, to enhance public safety effectiveness and efficiency
• Seek community input to better define an updated view of public safety • Create opportunities for pro-social youth activities
Strategies
11 10.14
Natural and Built Infrastructure
Invest in sustainable, climate-adapted infrastructure and community assets in both the natural and built environment.

Strategies
• Address deferred maintenance of critical infrastructure (i.e., water facilities and resources, wharf, streets, parks and open space)
• Maintain the quality of parks and other natural amenities for enjoyment of residents and visitors
• Invest in technologies to preserve, protect, and enhance current and future infrastructure
• Maintain and further develop a skilled and trained workforce that can plan, develop, implement and operate climate adapted infrastructure projects, facilities and community assets
• Improve public transportation infrastructure to increase equitable access to sustainable travel options
• Identify and prioritize needed capital investments to support climate adaptation and achieve sustainability goals
• Continue aggressively identifying and pursuing grant, public-private, and low-interest loan financing programs, including becoming educated on how to best plan and structure projects to be grant-eligible
12 10.15
• Foster a positive workplace culture where all employees are valued, included, listened to, and supported
• Increase employee engagement and recognition to ensure employees are productive and feel connected
• Address recruitment and retention challenges
• Drive diversity, equity and inclusion efforts to strengthen sense of belonging among City staff
• Create opportunities for training and professional growth for employees at all levels • Work with regional agencies (Cabrillo College, Santa Cruz City Schools, etc.) and employers to develop a more direct workforce development and recruitment pipeline for the City
• Invest in tools, policies, and training to prioritize staff safety • Continuously improve and modernize City service delivery Strategies
13 10.16
This Strategic Plan is designed to guide the work and future of the City of Santa Cruz. The plan articulates the vision for the City and establishes a set of focus areas and strategies to guide the work of the City of Santa Cruz over the next several years.

An accompanying bi-annual strategic plan status report will update City Council and the public on progress related to the focus areas.

The Strategic Plan reects the guidance and input of the City Council, results of a community survey, and feedback from City executive sta
and managers.

Thank you to everyone who contributed to this important initiative and everyone who will help make the vision a reality.
14 10.17

10.18 City Council

AGENDA REPORT
DATE: 07/17/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Manager
SUBJECT: Santa Cruz County Civil Grand Jury Response (CM) RECOMMENDATION: Motion to authorize the Mayor to submit responses to the Santa Cruz Civil County Grand Jury on behalf of the Santa Cruz City Council for the following reports:
1) Cyber Threat Preparedness – Phishing and Passwords and Ransomware, Oh My!; and 2) Housing Our Workers – Essential Workers Need Affordable Housing! BACKGROUND: Each year, the Santa Cruz County Civil Grand Jury (Grand Jury) issues reports and requires certain agencies and departments to respond.

This year, the Grand Jury issued two reports which require responses from the Council of the City of Santa Cruz. These include:
1) Cyber Threat Preparedness – Phishing and Passwords and Ransomware, Oh My! Response due date: August 16, 2023; and
2) Housing Our Workers – Essential Workers Need Affordable Housing! Response due date: August 31, 2023
DISCUSSION: Following the approach of previous Councils, the Council is being requested to authorize the Mayor to respond, on behalf of the Council, to the two published Grand Jury reports that required responses.

After gathering feedback from various City Departments, staff has prepared two responses for Council’s review. Upon approval, responses will be submitted to the Grand Jury per their deadlines.

FISCAL IMPACT: None.

Prepared By:

Emeline Nguyen
Principal Management
Analyst
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager

11.1 ATTACHMENTS:

1. CYBER THREAT PREPAREDNESS.PDF

2. HOUSING OUR WORKERS.PDF

11.2 Cyber Threat Preparedness Published on May 18, 2023 Page 1 of 10 The 2022–2023 Santa Cruz County Civil Grand Jury
Requires the
Santa Cruz City Council
to Respond by August 16, 2023
to the Findings and Recommendations listed below
which were assigned to them in the report titled
Cyber Threat Preparedness
Phishing and Passwords and Ransomware, Oh My!
Responses are required from elected officials, elected agency or department heads, and elected boards, councils, and committees which are investigated by the Grand Jury. You are required to respond and to make your response available to the public by the California Penal Code (PC) §933(c).

Your response will be considered compliant under PC §933.05 if it contains an appropriate comment on all findings and recommendations which were assigned to you in this report.

Please follow the instructions below when preparing your response.

11.3 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 2 of 10 Instructions for Respondents
Your assigned Findings and Recommendations are listed on the following pages with check boxes and an expandable space for summaries, timeframes, and explanations.

Please follow these instructions, which paraphrase PC §933.05:

1. For the Findings, mark one of the following responses with an “X” and provide the required additional information:
a. AGREE with the Finding, or
b. PARTIALLY DISAGREE with the Finding – specify the portion of the Finding that is disputed and include an explanation of the reasons why, or c. DISAGREE with the Finding – provide an explanation of the reasons why.

2. For the Recommendations, mark one of the following actions with an “X” and provide the required additional information:
a. HAS BEEN IMPLEMENTED – provide a summary of the action taken, or b. HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – provide a timeframe or expected date for completion, or c. REQUIRES FURTHER ANALYSIS – provide an explanation, scope, and parameters of an analysis to be completed within six months, or d. WILL NOT BE IMPLEMENTED – provide an explanation of why it is not warranted or not reasonable.

3. Please confirm the date on which you approved the assigned responses:

We approved these responses in a regular public meeting as shown in our minutes dated August 8, 2023.

4. When your responses are complete, please email your completed Response Packet as a PDF file attachment to both
The Honorable Judge Syda Cogliati [email protected] and The Santa Cruz County Grand Jury [email protected].

If you have questions about this response form, please contact the Grand Jury by calling 831-454-2099 or by sending an email to [email protected].

11.4 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 3 of 10 Findings
F4. The City of Santa Cruz seems to have an adequate IT Department structure; however, in late 2022, 40 percent of its positions remained vacant, leaving them inadequately staffed to mitigate and respond to cyber attacks.

X AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

F5. Inadequate staffing and high attrition has led to overworked staff and raises the risk of cyber vulnerabilities across its networks.

X AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

F6. The City does not have an individual dedicated as the lead for cyber security, which could lead to inadequate preparation for and response to a cyber attack.

X AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

11.5 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 4 of 10 F7. The City of Santa Cruz does not have a Cybersecurity Policy, suggesting that preparations to mitigate a cyber attack are inadequate and not widely shared.

X AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

F8. The City of Santa Cruz does not have an Incident Response Plan, and this absence indicates that the City will be challenged in responding to a cyber attack, especially a ransomware attack.

X AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

F9. Santa Cruz participates in some information sharing organizations such as the California Municipal Information Services Association (MISAC), yet it has minimal collaboration within the county and the other cities, forfeiting opportunities to share best practices and understand threats.

X AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

11.6 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 5 of 10 Recommendations
R4. The City of Santa Cruz should prioritize filling its vacant IT department positions by Fall 2023. The IT Department and the Human Resources (HR) Department should revise its position requirements, compensation packages, and recruiting priorities to enable the City to attract qualified personnel to these positions. (F4)
X HAS BEEN IMPLEMENTED – summarize what has been done
__
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

At the time of the interview with the Civil Grand Jury, the City of Santa Cruz (City) Information Technology (IT) Department was experiencing significant staffing shortages. Since the interview, the IT Department staffing shortages have improved.

Currently, 22 of the 23 Full Time Equivalent (FTE) IT positions have been filled. This includes filling positions critical to helping manage, and proactively improving the City’s overall cybersecurity posture.

11.7 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 6 of 10 R5. By Fall 2023, Santa Cruz should identify and implement creative approaches to hiring and retention so they can maintain a fully staffed IT Department despite the competition with surrounding counties. The City should investigate potential partnerships with one or more of the 18 California colleges and universities with National Centers of Academic Excellence in Cybersecurity. (F5)
__ HAS BEEN IMPLEMENTED – summarize what has been done
X
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

The City’s Human Resources (HR) department is continually exploring avenues to adopt dynamic and innovative recruitment strategies, such as direct networking, compensation analysis, engaging with educational institutions, and fostering workforce development. By fall of 2023, IT recruitments will involve actively seeking collaborations with state and local universities renowned for their academic excellence in cybersecurity.

11.8 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 7 of 10 R6. By Fall 2023, the City of Santa Cruz should assign one individual responsible for cybersecurity. Adoption of a managed service provider arrangement will boost its security posture, although it does not eliminate the need for a dedicated security lead within the City’s IT Department. (F6) X HAS BEEN IMPLEMENTED – summarize what has been done
__
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

Reduced staffing has likely increased the risk of cyber vulnerabilities across City IT networks. In 2022, the City partnered with a Managed Security Service Provider (MSSP) to augment the City’s staffing challenges. The City’s MSSP provides a comprehensive outsourced security solution for the City, including 24-hour-a-day security monitoring of networks and endpoints and incident response assistance.

The IT infrastructure team has jointly managed the City’s cybersecurity initiatives in collaboration with the City's MSSP. Beginning June 1st, 2023, the IT Manager overseeing the infrastructure team will be the single point of contact within the City responsible for performing the duties as the dedicated cybersecurity lead.

Additionally, the City is evaluating the feasibility of adding a dedicated FTE to lead cybersecurity initiatives across the City.

11.9 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 8 of 10 R7. By the end of 2023 or sooner, the City of Santa Cruz should develop and implement a Cybersecurity Plan that encompasses all aspects of information security. (F7)
__ HAS BEEN IMPLEMENTED – summarize what has been done
X
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

The IT Department has completed a draft Cybersecurity Policy Plan, which is currently undergoing an approval process to be formalized as an internal Administrative Procedure Order (APO). The Cybersecurity Policy will be integrated into the City's existing Technology Use APO upon completion. The policy formalization process is expected to conclude by the end of 2023 or potentially earlier.

In addition, the City has initiated discussions with neighboring organizations, such as the County of Santa Cruz, the City of Watsonville, the City of Scotts Valley, and the Santa Cruz Public Libraries, to develop a comprehensive Cybersecurity plan that covers the entire county. The County of Santa Cruz is leading this effort, organizing regular meetings to foster collaboration among the involved parties.

11.10 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 9 of 10 R8. By the end of 2023 or sooner, the City should complete an Incident Response Plan with sufficient detail for city officials to use as a step-by-step guide in the event of a cyber incident. (F8)
__ HAS BEEN IMPLEMENTED – summarize what has been done
X
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

The City’s IT Department has completed a draft Cybersecurity Incident Response plan. This plan will become an integral part of IT’s internal policies upon final approval.

The formalization of this plan is expected to be completed by the end of calendar year 2023 or potentially earlier.

11.11 Required Response from the Santa Cruz City Council Cyber Threat Preparedness Due by August 16, 2023 Page 10 of 10 R9. Once the IT Department has adequate staffing and by the end of 2023, it should expand its participation in local and state information sharing groups to maintain current knowledge of the threat environment and emerging technologies. (F9)
X HAS BEEN IMPLEMENTED – summarize what has been done
__
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

The City’s IT Department is actively engaged in multiple local, state, and federal groups that emphasize sharing cybersecurity-related information among local and state organizations. The City regularly participates in the Northern California Regional Information Center (NCRIC) and the Municipal Information Systems Association of California (MISAC). Additionally, the City has partnered with Cybersecurity and Infrastructure Security Agency (CISA) for regular vulnerability and hygiene scans.

Moreover, several local government agencies have initiated a collaborative effort, namely the City of Watsonville, the City of Capitola, the County of Santa Cruz, and the Santa Cruz Public Library. This newly formed regional group focuses specifically on cybersecurity and conducts regular meetings to exchange knowledge and security insights.

11.12 Housing Our Workers Published on June 2, 2023 Page 1 of 8 The 2022–2023 Santa Cruz County Civil Grand Jury
Invites the
Director, Santa Cruz Planning & Community
Development and Director, Santa Cruz Economic
Development & Housing
to Respond by August 31, 2023
to the Findings and Recommendations listed below
which were assigned to them in the report titled
Housing Our Workers
Essential Workers Need Affordable Housing!
Responses are invited from appointed agency and department heads, appointed committees, and non-profit agencies contracted to the county which are investigated by the grand jury. You are not required to respond by the California Penal Code (PC) §933(c); if you do, PC §933(c) requires you to make your response available to the public.

If you choose to respond, your response will be considered compliant under PC §933.05 if it contains an appropriate comment on all findings and recommendations which were assigned to you in the report.

Please follow the instructions below when preparing your response.

11.13 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 2 of 8
Instructions for Respondents
Your assigned Findings and Recommendations are listed on the following pages with check boxes and an expandable space for summaries, timeframes, and explanations.

Please follow these instructions, which paraphrase PC §933.05:

1. For the Findings, mark one of the following responses with an “X” and provide the required additional information:
a. AGREE with the Finding, or
b. PARTIALLY DISAGREE with the Finding – specify the portion of the Finding that is disputed and include an explanation of the reasons why, or c. DISAGREE with the Finding – provide an explanation of the reasons why.

2. For the Recommendations, mark one of the following actions with an “X” and provide the required additional information:
a. HAS BEEN IMPLEMENTED – provide a summary of the action taken, or b. HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – provide a timeframe or expected date for completion, or c. REQUIRES FURTHER ANALYSIS – provide an explanation, scope, and parameters of an analysis to be completed within six months, or d. WILL NOT BE IMPLEMENTED – provide an explanation of why it is not warranted or not reasonable.

3. When your responses are complete, please email your completed Response Packet as a PDF file attachment to both
The Honorable Judge Syda Cogliati [email protected] and The Santa Cruz County Grand Jury [email protected].

If you have questions about this response form, please contact the Grand Jury by calling 831-454-2099 or by sending an email to [email protected].

11.14 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 3 of 8
Findings
F1. While all city and county planning departments have demonstrated a good understanding of the new State housing laws and the need to facilitate more housing, the failure to do so in a timely manner has served to further decrease the availability of housing and further increase the need and cost of more housing.
__ AGREE
_X_ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

The City of Santa Cruz provides an annual update to the Council on housing legislation changes. With the many annual housing bills, cities and developers alike must be diligent in understanding the latest legislative changes. Even in doing so, the state Housing and Community Development Department and case law provide new interpretations and precedents.

The pace of entitlements and construction in Santa Cruz has increased in recent years, partly due to the changes in state legislation and the City’s rapid incorporation of those changes into the daily narrative and development entitlement decisions.

While the City has taken advantage of regulatory changes to facilitate housing production on properties it owns, the City is also dependent on the private sector to initiate housing production on private properties. The City’s up-to-date understanding of housing legislation does and will continue to facilitate housing production. The City will continue to remain diligent in staying knowledgeable about the latest legislative changes, interpretations, and case law.

F2. With the planned growth of UCSC to 28,000 students, the potential demand for off campus housing for students, faculty and staff has the potential to make the affordable housing problem even worse. _X_ AGREE
__ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

Thus, it is critical for UCSC to provide on-campus housing for its growing student body and accompanying faculty and staff.

11.15 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 4 of 8
F12. While all local municipalities have voiced support for prioritizing housing for local workers, only some of them have clear local preference guidelines that give some priority to local workers. Without clear guidelines and incentives, new housing is more likely to be purchased by those who do not live and work here.
__ AGREE
_X_ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

While new housing can be purchased (or rented) by those who do not currently live and work in the County, it is the City’s experience in projects where the City is involved that the majority of housing does get purchased (or rented) by individuals already living or working in the area.

That said, the City’s inclusionary housing ordinance gives preference to local residents, consistent with state and federal law. (Santa Cruz Municipal Code (“SCMC”) 24.16.045(6).) The City’s Zoning Code requires that local preferences for rental inclusionary units shall be given in the following priority order:
a. Residents of the City of Santa Cruz for at least one year. b. Those employed in the City of Santa Cruz.
c. Residents of the County of Santa Cruz for at least one year. d. Those employed in the County of Santa Cruz.
(SCMC 24.16.045(7).)
As consistent with state and federal law, the City’s inclusionary ordinance also gives preferences for ownership inclusionary units in the following priority order:
a. Those who live or work in the City of Santa Cruz.
b. Those who live or work in the County of Santa Cruz.
(SCMC 24.16.045(7).)
When it comes to market-rate residences that are not subject to the City’s affordability restrictions, the City cannot dictate to whom those residences are sold or rented.

However, as noted above, the City’s local regulations set forth a clear preference for in-County workers and residents in the inclusionary units that are part of private developments. The City also requires the aforementioned local preferences in the housing projects to which the City provides financial support, as a condition of the City providing said support.

11.16 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 5 of 8
F13. All municipalities are trying to identify and facilitate the building of housing projects, but most of that is done independently of the other municipalities or with outside partners. Since workforce housing and transportation gridlock is a county-wide problem, all county municipalities need to work more closely together and with property owners to develop housing solutions.
__ AGREE
_X_ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

While representatives from the different jurisdictions can and do regularly learn from one another and collaborate on the best ways to grow across the region, particularly when it comes to planning for and requiring increased densities in areas close to transit and other daily needs, individual projects are typically best handled by the jurisdiction in which they are located.

Although most specific housing projects are developed without the involvement of outside jurisdictions, there is coordination and communication between the jurisdictions when a city’s’ or the county’s land ownership occurs in another jurisdiction. For example, the City regularly coordinates with the County to facilitate housing development, including affordable housing, on County-owned properties within the City, and the City coordinates with Scott’s Valley regarding land the City owns in that jurisdiction.

Planning Directors throughout the County also meet at least five times per year to collaborate on housing and other related issues. The Planning Department staff from countywide jurisdictions also collaborate through AMBAG meetings, trainings, discussions of state legislation, joint presentations, and various other communication streams.

11.17 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 6 of 8
F17. All municipalities are trying to identify and facilitate the building of housing projects, but most of that is done independently of the other municipalities or with outside partners. Since workforce housing and transportation gridlock is a county-wide problem, all county municipalities need to work more closely together and with property owners to develop housing solutions.
__ AGREE
_X_ PARTIALLY DISAGREE
__ DISAGREE
Response explanation (required for a response other than Agree):

Please see response to F13 above.

Recommendations
R16. By the end of 2023 the City of Santa Cruz should demonstrate that they have reestablished regular meetings of a workgroup or other entity that would allow planners from all 5 county jurisdictions to share ideas on housing development and develop joint projects. (F13)
_X_ HAS BEEN IMPLEMENTED – summarize what has been done __
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

Planning Directors throughout the County meet at least five times per year to collaborate on housing and other related issues. The Planning Department staff from countywide jurisdictions also collaborate through the AMBAG meetings, trainings, discussions of state legislation, joint presentations, and various other communication streams. As previously noted in the response to F13, specific development projects typically are handled by the specific jurisdiction where they are located.

11.18 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 7 of 8
R17. By the end of 2023, the City of Santa Cruz should develop clear, measureable guidelines to ensure that preference is given to local workers in the construction of low income housing. (F12)
__ HAS BEEN IMPLEMENTED – summarize what has been done
__
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
_X_ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

The City does have a Local Business Preference Ordinance (SCMC 3.11), which applies when the City itself is evaluating bids in a competitive process “for goods, supplies, equipment, materials, services or professional services”[.] (SCMC

3.11.012.) Similarly, Chapter 3.10 of the Municipal Code is entitled “Local Hiring – Public Works Contractors” and provides that:
“all city contracts for public works or improvements of estimated value of greater than the formal bid limit shall contain provisions pursuant to which the contractor promises to make a good-faith effort, with the assistance of local labor union hiring halls or community organizations designated by the city to employ qualified individuals who are, and have been for one year prior to the effective date of the contract, residents of the county of Santa Cruz in sufficient numbers so that no less than fifty percent of the contractor’s total construction work force, including any subcontractor work force, measured in labor work hours, is comprised of Santa Cruz County residents.”
(SCMC 3.10.010(1).)
However, it is not typical for these Ordinances to apply to the construction of lowincome housing, given that the City is not the party that directly seeks or reviews bids for construction services. Instead, while the City certainly helps to facilitate the development of low-income housing, the project itself is executed by a housing developer.

Given that the City itself does not have a direct role in contracting for construction services for housing projects, it is not clear that the City has a lawful regulatory path forward to be able to enact the recommended local preferences.

Additionally, the City would note that the available local construction workforce is very limited for many reasons (e.g., housing availability, general cost of living, an overall lack of enough workers currently trained in this sector). Thus, even assuming for the

11.19 Invited Response from the Director, Santa Cruz Community Development Housing Our Workers Due by August 31, 2023 Page 8 of 8
sake of argument that the recommended local preferences could be enacted in a lawful way (which is a major assumption), if the City were to add additional local preference requirements for contractors who build housing (affordable or not), the result would be a smaller bidding pool and rising costs for the work. Enacting more difficult-to-achieve barriers for those building housing is counterproductive to the goal of producing more affordable housing.

Note that the wording of this recommendation was a bit confusing. If this recommendation was intended to convey the idea that local workers should be preferred when it comes to their ability to buy or rent low-income housing, the City has already incorporated that concept into its Municipal Code and, when applicable, conditions of providing financial support. (See City’s Response to F12 above.) R18. By the end of 2023, the City of Santa Cruz should demonstrate progress in working collaboratively with UCSC to develop housing sites that are affordable for UCSC students and essential workers. (F2)
_X_ HAS BEEN IMPLEMENTED – summarize what has been done __
HAS NOT YET BEEN IMPLEMENTED BUT WILL BE IN THE FUTURE – summarize what will be done and the timeframe
__
REQUIRES FURTHER ANALYSIS – explain the scope and timeframe (not to exceed six months)
__ WILL NOT BE IMPLEMENTED – explain why
Required response explanation, summary, and timeframe:

Santa Cruz and UCSC meet regularly, including City representatives from Planning and Community Development, City Manager’s Office, Public Works, Water, Mayor, and City Council, and others coordinating with UCSC representatives from their Planning, Chancellor’s Office, Government and Community Relations, and other relevant counterparts. Santa Cruz encourages UCSC to develop on-campus housing to meet its expanding student enrollment. The City has filed a lawsuit that, in part, seeks to obligate UCSC to link student enrollment to the provision of on-campus housing. UCSC has ample property on campus to develop housing, and the City continues to encourage UCSC to expand housing options on their campus, where students have close access to academics and extracurricular activities.

11.20 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Manager
SUBJECT: State Coastal Conservancy Grant Program: Authorization for Application, Acceptance, and Appropriation of Grant Funds for a Living Shoreline, Nature-Based Solutions and Sand Management Feasibility Study (CM) RECOMMENDATION: Resolution ratifying an application for the State Coastal Conservancy’s grant program, and authorizing the City Manager to accept and appropriate funds for a grant to assess the feasibility of living shorelines, nature-based solutions, and sand management along the City of Santa Cruz’s coastline.

BACKGROUND: At the direction of the California Legislature, the State Coastal Conservancy (SCC) developed a long-term funding plan for the operation of the agency from 2013 – 2023, assuming no new bond funds. In November 2014, California voters approved Proposition 1, a water bond that provides $100.5 million to be administered by the Conservancy. In June 2018, voters approved Proposition 68, the Parks, Environment, and Water Bond, which allocated $226 million to be allocated by the Conservancy. On September 23, 2021, Governor Newsom signed a budget bill that includes a total of $500 million for coastal resilience to be appropriated to the SCC in Fiscal Years 2022-23 and 2023-24. With this unprecedented investment in the resilience and accessibility of the coast, the City of Santa Cruz (City) has been successful at accessing funding available for projects that benefit public access, natural resources, working lands, and climate resiliency.

Between 2019 and 2021, the City led the Resilient Coast Santa Cruz initiative to assess the vulnerability of the coastline to climate change impacts, evaluate options to mitigate those impacts and conduct community outreach to engage residents in coastal management. The Resilient Coast Santa Cruz initiative resulted in the adoption of the West Cliff Drive Adaptation and Management Plan (Plan) as well as policy work currently being integrated into the City’s Local Coastal Program. The Plan specified near-term activities to transition the City from a reactive to proactive, adaptive management of the coastline and indicated options possible for post near-term. The Plan also recognized that more information was needed on some coastal management options and specified future projects to assess the feasibility of living shorelines, nature-based solutions (NBS) and sand management along the City coastline.

DISCUSSION: NBS refer to sustainable, ecosystem-centered strategies that address environmental challenges while providing benefits to both people and nature. NBS leverage natural processes and biodiversity to tackle issues like climate change, water scarcity, and habitat loss, promoting resilience and harmony between human activities and the environment. Living

12.1 shorelines are NBS approaches used to protect coastal areas from erosion and storm damage while maintaining ecological integrity. Unlike traditional hard structures like seawalls and bulkheads, living shorelines use natural elements like plants, marshes, oyster reefs, and other sustainable materials to stabilize shorelines and provide valuable ecosystem services. The approach aims to strike a balance between protecting coastal communities and preserving the environment. Sand management in the context of coastal management refers to the strategic planning and implementation of measures to address the erosion and deposition of sand along coastlines. Coastal areas are dynamic environments, where natural processes, tides, currents, and storms continuously transport sand. However, human activities, such as coastal development, navigation projects, and dam construction, can disrupt these natural processes, leading to imbalances in sand distribution and erosion. Sand management aims to maintain or restore the natural equilibrium of sand along the coast to ensure the stability and resilience of coastal ecosystems, provide recreational access, and protect infrastructure and communities.

Designing and implementing these techniques requires a deep understanding of coastal dynamics, the regulatory and legal context, political and social viability, potential capital and operational costs, and the implications for coastal management, among other factors. Through this project, the City will be able to build upon its current knowledge of these techniques, conduct community engagement, and develop 30% design and ecological monitoring for areas where it is highly feasible to implement such solutions. The study will identify which solutions are the most feasible at specific locations and yield multiple benefits (e.g., coastal storm buffering, wave action attenuation, habitat creation and connectivity, erosion and flooding mitigation, access protection, beach and surf break sand accretion, etc.) to be integrated into the City’s Post Storm Recovery Resiliency Roadmap and ongoing coastal adaptation planning.

Concepts will be modeled into the City’s existing bilingual virtual reality sea level rise application to be used in engagement. These activities will enable the City to implement these techniques appropriately, with regulatory and community support, thus bolstering the resiliency of the coastline while simultaneously providing substantial co-benefits.

SCC grants are accepted on a rolling basis and fund projects that are designed to improve climate resilience and promote environmental equity and justice both in the near term and longer term.

The City was invited to submit an application to the SCC for the project described near the quarterly deadline for submissions. As such, City staff is requesting authorization to apply after the application was already made, requesting $500,000 to carry out the scope of work. The City has been notified that SCC staff are recommending the project for full funding at the September SCC board meeting.

The project supports Health in All Policies, and in particular, the equity and sustainability pillars.

Living shorelines and nature-based solutions inherently support sustainability due to their lighter impact on the environment and their ability to support habitat and ecosystems. In terms of equity, substantial engagement with the community and particularly historically underrepresented and under-served groups was conducted during the Resilient Santa Cruz Initiative and will be conducted during the project. For example, the City engaged with representatives from the Amah Mutsun Tribal Band (AMTB) where it was identified that access limitations existed while there was support for improved access, re-establishing coastal practices, NBS, and interpretative signage on indigenous history. This project will address one of the AMTB’s priorities (NBS) and future projects (e.g., a master signage project) will address others. Finally, an indirect connection can be made to public health in that eventual implementation of these techniques may provide public safety benefits and the engagement conducted may contribute to

12.2 residents’ sense of preparedness, a key condition to be monitored as articulated during past engagement with frontline neighborhood residents.

FISCAL IMPACT: None. The grant application totals $500,000 and while match is not required, staff labor will also be contributed in-kind.

Prepared By:

Tiffany Wise-West, P.E.

Sustainability and Climate
Action Manager
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

12.3 RESOLUTION NO. NS-30,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ RATIFYING

APPLICATION FOR AND AUTHORIZING ACCEPTANCE AND APPROPRIATION OF

GRANT FUNDS FROM THE STATE COASTAL CONSERVANCY FOR A LIVING

SHORELINE, NATURE-BASED SOLUTIONS AND SAND MANAGEMENT FEASIBILITY STUDY
WHEREAS, the California State Coastal Conservancy was established in 1976 through the passage of Proposition 20, also known as the California Coastal Initiative, with a specific mandate to protect, restore, and enhance California's coastal resource.

WHEREAS, on September 23, 2021, Governor Newsom signed a budget bill that includes a total of $500 million for coastal resilience to be appropriated to the SCC in Fiscal Years 2022- 23 and 2023-24.

WHEREAS, the City of Santa Cruz adopted the West Cliff Drive Adaptation and Management Plan in April, 2021 that specified further evaluation of living shorelines, nature-based solutions and sand management as techniques to protect the shorelines, promote ecosystem health and yield co-benefits such as sustained recreational access.

WHEREAS, the City of Santa Cruz City Council reaffirmed a commitment to nature-based solutions through the West Cliff Post Storm Recovery Roadmap process.

WHEREAS, the City of Santa Cruz seeks to conduct a living shorelines, nature based solutions and sand management feasibility study and prepared an application to the Coastal Conservancy to fund this study.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz ratification of the submittal of an application to California State Coastal Conservancy for grants for which the City if Santa Cruz is eligible.

BE IT FURTHER RESOLVED that the City Manager, or his/her designee, is hereby authorized and empowered to execute in the name of the City of Santa Cruz all grant documents, including but not limited to applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project; and PASSED AND ADOPTED this 8th day of August, 2023 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

12.4 RESOLUTION NO. NS-_______
2 APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

12.5 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Manager
SUBJECT: Authorization to Submit a Grant Application to the Federal Highway Administration Charging and Fueling Infrastructure Discretionary Grant Community Program as a Co-applicant for the Monterey Bay Region Equitable Electric Vehicle (EV) Charging Project (CM)
RECOMMENDATION: Resolution authorizing the City Manager to apply for, accept, and execute in the name of the City of Santa Cruz all necessary applications, contracts, agreements, and amendments thereto, and appropriate funds from the Federal Highway Administration to implement and carry out the scope of work for the Monterey Bay Region Equitable Electric Vehicle (EV) Charging Project specific to the City of Santa Cruz.

BACKGROUND: The City of Santa Cruz (City) adopted its California Environmental Quality Act certified, Community-wide Climate Action Plan 2030 (CAP 2030) in 2022. The CAP 2030 includes a legal target to reduce greenhouse gas emissions (GHG) 40% by 2030 from 1990 levels and an aspirational, voluntary target of carbon neutral by 2035. Transportation accounts for 69% of city-wide GHG emissions when considering all sectors regulated by the State. As such, the CAP 2030 contains measures and actions specific to reducing transportation related emissions.

Specifically, measure T-4 aims to increase passenger EV adoption to 35% by 2030 and 40% by 2035, and measure T-5 aims to increase commercial EV adoption to 25% by 2030 and 35% by by 2035. Together, these measures account for over 46% of the GHG emissions reductions needed to reach the City’s legal GHG emissions target. In order to achieve the reductions associated with these measures, the City must install at least 1,247 new public EV charging stations, prioritizing areas of high usage and frontline neighborhoods, by 2030, among other actions. Moreover, the state of California will prohibit the sale of new gas-powered cars in 2035.

Recognizing the need to achieve the deep reductions in GHG emissions that are necessary to reach the CAP 2030 targets, the City is a founding member of the Monterey Bay Regional Climate Project Working Group (RCPWG), which seeks to collaborate among groups and organizations in the Monterey Bay Area region, including Santa Cruz, San Benito, and Monterey Counties, to develop, prioritize, secure funding for, and effectively and equitably advocate for and implement regionally beneficial climate mitigation and adaptation projects and programs.

The RCPWG is funded through yearly membership contributions as well as from a Central Coast Community Energy grant and has hired both a governance consultant and a grant writing consultant to write collaborative regional grant applications to fund climate programs at the regional scale.

13.1 There are numerous funding opportunities becoming available both through state and federal agencies, funded through the Inflation Reduction Act (IRA) and the Infrastructure Investment and Jobs Act (IIJA). In collaboration with the RCPWG, Ecology Action, the Association of Monterey Bay Area Governments (AMBAG), and other partners, the City is tracking these opportunities and identifying those for which a collaborative regional model would be most competitive.

DISCUSSION: The Charging and Fueling Infrastructure (CFI) Discretionary Grant Community Program, administered by the Federal Highway Administration (FHWA) is the first major grant opportunity the RCPWG is pursuing. The FHWA released the Notice of Funding Opportunity for the CFI program on March 14, 2023 and applications were due May 30, 2023 with the deadline extended to June 13, 2023. The CFI Community program has $350 million available to fund charging and fueling infrastructure along any public road. Award amounts range from a minimum of $500,000 to a maximum of $15 million, with a minimum match requirement of 20 percent.

Staff, in collaboration with the RCPWG members, Ecology Action, and AMBAG scoped out a Monterey Bay Region Equitable EV Charging Project and submitted a $15 million grant application to the CFI Community Program for this project. Staff were unable to request authorization from City Council before the deadline due the quick turnaround and staff capacity; thus staff are requesting authorization post-submission. AMBAG is the lead applicant with each RCPWG member, and Ecology Action as co-applicants. The Monterey Bay Region Equitable EV Charging Project will install a minimum of 170 level 2 EV charging locations and 8 DC Fast charging locations throughout the Monterey Bay region. Each location will support a minimum of four charging ports, each with a dedicated parking space. The project will also support an education and outreach component to increase awareness around EVs, especially focused to reach the underserved communities that could greatly benefit from this new infrastructure.

Each location will be sited at a publicly accessible, publicly owned facility, and will be publicly accessible during the hours of operations of the chosen site. Outside of the hours of operations each site host will be allowed to determine whether the infrastructure should remain publicly available or should be prioritized to serve specific EV charging needs such as municipal fleet charging, or a future EV ridesharing fleet.

The Monterey Bay Region Equitable EV Charging Project will allocate funding to install level 2 chargers at up to 24 locations and 1 DC Fast Charger at 1 location in the City. All planning, make ready, installation, maintenance, and operations for a period of 5 years will be fully funded through project funding.

If awarded, AMBAG, as the lead applicant will work with all co-applicants and a stakeholder working group to undertake a competitive solicitation process to select vendors, for the installation, operations, and maintenance of the EV charging infrastructure. The selected private entity will be required to provide the matching funds for the project. This approach, combined with the regional scale of the application will ensure that the City benefits from the deep economies of scales that can be achieved through larger projects, while also ensuring that neighboring jurisdictions also achieve a minimum level of EV infrastructure buildout, which will support community members as they travel to neighboring jurisdictions, and vice versa.

13.2 Health in All Policies: Installation of EV chargers in the Monterey Bay region through this grant will support all three pillars of the City’s Health in All Policies’ initiative: equity, public health and sustainability. The project directly supports achievement of the City’s CAP 2030 GHG emissions reduction targets while reducing particulate matter emitted from internal combustion vehicles and improving outdoor air quality. In an analysis performed by the California Energy Commission Assembly Bill 2127 Electric Vehicle Charging Infrastructure Assessment, current charging infrastructure in the Monterey Bay will only meet 4.3% of the region’s needs by 2030.

This gap in access would lead to a serious shortage of chargers, especially for rental units, multifamily homes and rural areas, exacerbating equity issues in the region. This is compounded by the fact that there is a significant gap between the needs of the area’s disadvantaged, underserved, and rural residents and the continuing private development of EV infrastructure, which prioritizes charging at shopping centers and in tourism-centric, affluent coastal areas.

Most existing public EV chargers are located to meet the needs of current EV drivers who, as a group, have traditionally been relatively affluent and urban. As mobility transitions and EVs become more economical in comparison to internal combustion vehicles, the EV charging needs of underserved populations requires further attention. This is especially important for economically disadvantaged populations, renters, multifamily residents, and residents of rural areas where EV charging is far less available.

To supplement EV chargers installed on private development and more equitably distribute public EV charging infrastructure, the Community EV Charging and Fueling program will provide 648 additional charging ports at 156 publicly accessible locations and 32 DC fast charging ports at eight locations focused on disadvantaged, rural, and underserved communities in the Monterey Bay Region.

FISCAL IMPACT: None. The grant application totals $15 million and the private entity chosen through a competitive selection process to install and operate the units will provide the vast majority of the required match with any remaining match requirements met through in-kind labor matches from Ecology Action, and the RCPWG members. The City of Santa Cruz will receive $30,000 over five years for staff time, to conduct the project management activities related to the installation of the infrastructure.

Prepared By:

Tiffany Wise-West, P.E.

Sustainability and Climate
Action Manager
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

13.3 RESOLUTION NO. NS-_______

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AUTHORIZING

SUBMISSION OF A GRANT APPLICATION AS TO THE FEDERAL HIGHWAY

ADMINISTRATION CHARGING AND FUELING INFRASTRUCTURE DISCRETIONARY

GRANT COMMUNITY PROGRAM AS A CO-APPLICANT FOR THE MONTEREY BAY

REGION EQUITABLE ELECTRIC VEHICLE CHARGING PROJECT
WHEREAS, the Climate Action Plan 2030, adopted in 2022, identifies transportation has the largest source of greenhouse gas (GHG) emissions; and WHEREAS, the Climate Action Plan 2030 identifies a number of transportation electrification measures and actions designed to reduce GHG emissions to meet the GHG emissions goal of 40% reduction by 2030 from 1990 levels; and WHEREAS, since 2021, the Monterey Bay Regional Climate Project Working Group has collaborated among groups and organizations in the Monterey Bay Area region, including Santa Cruz, San Benito, and Monterey Counties to develop, prioritize, secure funding for, and effectively and equitably advocate for and implement regionally beneficial climate mitigation and adaptation projects and programs; and
WHEREAS, the City of Santa Cruz is a founding member Monterey Bay Regional Climate Project Working Group; and
WHEREAS, the Association of Monterey Bay Area Governments, the Monterey Bay Regional Climate Project Working Group, and Ecology Action identified funding opportunities where a regional collaborative approach would be most competitive; and WHEREAS, the Association of Monterey Bay Area Governments is the lead applicant and collaborated with public agencies and non-profit partners on a grant application to the Federal Highways Administration Charging and Fueling Infrastructure Discretionary Grant Community Program for the Monterey Bay region Equitable EV Charging Project.

WHEREAS, the award of this funding will enable the City to scale up its current public EV charging substantially.

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

1. Authorizes the City Manager to apply for, accept, and execute in the name of the City of Santa Cruz all necessary applications, contracts and agreements and amendments thereto and appropriate funds from the Federal Highways Administration to implement and carry out the scope of work specific to the City of Santa Cruz.

13.4 RESOLUTION NO. NS2
PASSED AND ADOPTED this 8th day of August, 2023, by the following vote, AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

13.5 City Council

AGENDA REPORT
DATE: 07/18/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Council
SUBJECT: Ordinance Requiring Delivery Companies to Provide a Service Enabling Customers to Tip Delivery Drivers (CN)
RECOMMENDATION: Motion to authorize an ad-hoc committee to work with the City Attorney to develop an ordinance requiring delivery companies to give customers the option to tip residential delivery drivers.

BACKGROUND: Delivery drivers provide an essential service to our community. They deliver food, medicine and other packages in bad weather and busy traffic. However, there is no option for residents to economically reward these workers with a tip; this stands in stark contrast to other delivery drivers, such as those that deliver meals and passenger rides.

DISCUSSION: Last December, Amazon added a feature to its website authorizing customers to tip their delivery drivers over the Holidays, and thereby demonstrating that the technology to enable customers to tip delivery drivers is already in place. This proposed ordinance would require delivery companies to provide customers the option to tip their delivery drivers. This option could be provided to customers when ordering the product at check out, through a hyperlink attachment in an SMS or e-mail notifying the customer the delivery was completed, or on printed material (like a QR code) either affixed to the delivery box or within the package providing instructions on how to leave a tip.

The requirement for delivery companies to provide the option to tip would not apply to delivery companies with six or fewer employees, delivery drivers who are independent contractors, delivery companies or drivers who are subject to a valid collective bargaining agreement that addresses tipping, the United States Postal Service, or to business-to-business delivery drivers.

The delivery drivers at UPS and DHL are unionized and are subject to a valid collective bargaining agreement. Currently, FedEx residential drivers are employees of logistics companies that contract with FedEx to deliver packages. Amazon has two tracks of delivery drivers, Amazon Flex and the Delivery Service Partner Program. Currently, Amazon Flex is not available in Santa Cruz. The Delivery Service Partner Program drivers, like FedEx, are employees of logistics companies. The companies then contract with Amazon to deliver packages. The proposed ordinance would apply jointly to delivery companies like Amazon and FedEx, and to logistics companies that contract with them.

14.1 The City currently does not have access to information or the resources to implement an enforcement program for this ordinance. Accordingly, it is anticipated that enforcement would entail providing delivery drivers with a legal basis or cause of action to seek damages and/or injunctive relief against companies that fail to adhere to the ordinance’s requirements, along with a provision enabling a successful plaintiff to recover their respective attorneys’ fees and costs.

Based on preliminary research by the City Attorney it does not appear that such an ordinance would be preempted by existing state or federal law. Council direction at this time would facilitate more in-depth research as well as preparation of a suitable ordinance to bring back for Council consideration, likely in September or October.

Health in All Policies (HiAP) – The proposed ordinance is consistent with the HiAP framework, particularly equity and sustainability.

FISCAL IMPACT: No significant fiscal impact anticipated.

Submitted By:

Martine Watkins
Councilmember
Submitted By:

Sonja Brunner
Councilmember
Submitted By:

Shebreh Kalantari-Johnson
Councilmember
ATTACHMENTS:

None.

14.2 City Council

AGENDA REPORT
DATE: 07/12/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Finance
SUBJECT: Liability Claims Filed Against the City of Santa Cruz (FN) RECOMMENDATION: Motion to reject the liability claims of 1) Mercury Insurance, 2) Brent Michael Campagnolo, 3) Anthony Joseph Toste, 4) Marisela Hernandez Ramos; and to return as late the claim of 5) Elaine Rodriguez, based on staff recommendation.

BACKGROUND: N/A
DISCUSSION: I. Claims to be rejected:

1. Claimant: Mercury Insurance
Date of occurrence: 3/21/23
Date of claim: 6/21/23
Amount of claim: $7,218.84
Claimant seeks reimbursement for alleged damage to their insured’s vehicle caused by a tree in the unincorporated area of Santa Cruz County.

Self-Represented

2. Claimant: Brent Michael Campagnolo
Date of occurrence: 2/04/23
Date of claim: 6/23/23
Amount of claim: Unspecified
Claimant seeks reimbursement for damage to his vehicle and general damages for alleged injuries, when his vehicle was struck by a City vehicle.

Represented by legal counsel

3. Claimant: Anthony Joseph Toste
Date of occurrence: 01/05/23
Date of claim: 7/03/23
Amount of claim: $100,000,000.00

15.1 Claimant seeks reimbursement for injuries and damages allegedly caused when he collided his vehicle with a tree in the unincorporated area of Santa Cruz County.

Represented by legal counsel

4. Claimant: Marisela Hernandez Ramos
Date of occurrence: 6/23/23
Date of claim: 7/6/23
Amount of claim: Unspecified
Claimant seeks reimbursement for injuries and damages allegedly resulting from tripping on uneven sidewalk.

Represented by legal counsel
II. Claim to be returned as late:

5. Claimant: Elaine Rodriguez
Date of occurrence: 3/14/22
Date of claim: 12/12/22
Amount of claim: Unspecified
Claimant seeks reimbursement for injuries and damages allegedly resulting from a trip and fall in Monterey County.

Represented by legal counsel
FISCAL IMPACT: No fiscal impact.

Prepared By:

Ross Brandon
Risk & Safety Manager
Submitted By:

Elizabeth Cabell
Finance Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

15.2 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Human Resources
SUBJECT: Side Letter of Agreement: Santa Cruz Mid-Management and MidSupervisory OE3 for Short-Term Disability Benefits (HR) RECOMMENDATION: Motion to:
1) Adopt a resolution approving a Side Letter of Agreement with the Santa Cruz MidManagement Association of the City of Santa Cruz Operating Engineers Local #3 (OE3); and 2) Adopt a resolution approving a Side Letter of Agreement with the Supervisory Employees of the City of Santa Cruz Operating Engineers, Local #3.

BACKGROUND: During the negotiations with the Mid-Management and Supervisory Employees of the City of Santa Cruz Operating Engineers Local #3 (OE3), the City indicated its commitment to enhance employee participation in State Disability Insurance and short-term disability benefits for the supervisory and mid-management employees.

DISCUSSION: In order to formally request this benefit, the State of California Employment Development Department requires an application and approved contractural agreement between the City and the two bargaining units (OE3). The Side Letters of Agreement are the appropriate backup documentation required for the application process and must be approved by City Council.

Mid-management and Supervisory employees currently receive long-term disability benefits only. New York Life is the City’s provider. Long-Term Disabilty has a 60 day waiting period before wage replacement benefits begin. Benefits are paid at 67% of the employees regular earnings. Benefits are payable for a maximum of 24 months. LTD is for an employee with a serious illness or injury.

State Disability Insurance (SDI) is provided by Employment Development Department (EDD) and includes the following benefits:

16.1 SDI Insurance Type Coverage
Start
Benefits
Short-Term Disability After
seven (7)
day
waiting
period.

Long-Term Disability After sixty
(60) day
waiting
period.

Disability Insurance provides wage replacement benefits to workers who are unable to work due to a non-work
related illness or injury; either physical or mental.

Disability includes elective surgery, pregnancy,
childbirth, or related medical conditions. Benefits are paid at 67% of the employees total earnings. Benefits
are payable for a maximum of 52 weeks. If the
employee remains disabled after the 52 weeks, the
employee will be eligible for the City’s LTD bemefit.

Paid Family Leave provides wage replacement benefits
to workers who take time off work to care for a
seriously ill family member or to bond with a new child entering the family through birth, adoption, or foster
care placement.

FISCAL IMPACT: The cost to support the short-term disability program is one (1) percent of the payroll costs for employees. Based on Fiscal Year 2023 payroll costs for supervisory and mid-management employees, an additional $238,000 is necessary to support these benefits to mid-management and supervisory employees.

Employee Group Cost (1% of Payroll)
Mid-Management $170,000
Supervisory $68,000
Total Annual Cost $238,000
Prepared and Submitted By:

Sara De Leon
Chief People Officer
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION – OE3 MID-MANAGERS SHORT TERM DISABILITY BENEFITS.DOCX

2. RESOLUTION – OE3 SUPERVISORY SHORT TERM DISABILITY BENEFITS.DOCX

3. SIDE LETTER OF AGREEMENT WITH OE3 MID-MANAGEMENT FOR SHORT TERM DISABILITY BENEFITS.DOCX

4. SIDE LETTER OF AGREEMENT WITH OE3 SUPERVISORY FOR SHORT TERM DISABILITY BENEFITS.DOCX

16.2 RESOLUTION NO. NS-XX,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ APPROVING

THE SIDE LETTER OF AGREEMENT FOR SHORT TERM DISABILITY BENEFITS

BETWEEN THE CITY OF SANTA CRUZ AND THE MID-MANAGEMENT EMPLOYEES OF THE CITY OF SANTA CRUZ OPERATING ENGINEERS LOCAL #3
WHEREAS, representatives of the City of Santa Cruz (City) and the Mid-Managers Employees of the City of Santa Cruz Operating Engineers Local #3 have met and conferred in good faith to reach an agreement to provide Short Term Disability Benefits through State Disability Insurance; and
WHEREAS, a Side Letter of Agreement have been executed with the Mid-Management Employees of the City of Santa Cruz Operating Engineers Local #3; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz that the City Council hereby approves the Side Letter of Agreement for the PASSED AND ADOPTED this 8th day of August 2023, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

16.3 RESOLUTION NO. NS-XX,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ APPROVING

THE SIDE LETTER OF AGREEMENT FOR SHORT TERM DISABILITY BENEFITS

BETWEEN THE CITY OF SANTA CRUZ AND THE SUPERVISORY EMPLOYEES OF THE CITY OF SANTA CRUZ OPERATING ENGINEERS LOCAL #3
WHEREAS, representatives of the City of Santa Cruz (City) and the Supervisory Employees of the City of Santa Cruz Operating Engineers Local #3 have met and conferred in good faith to reach an agreement to provide Short Term Disability Benefits through State Disability Insurance; and
WHEREAS, a Side Letter of Agreement have been executed with the Supervisory Employees of the City of Santa Cruz Operating Engineers Local #3; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz that the City Council hereby approves the Side Letter of Agreement for the PASSED AND ADOPTED this 8th day of August 2023, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

16.4 Side Letter Agreement
City of Santa Cruz and the
Mid-Management Association of the City of Santa Cruz
(Effective August 8, 2023)
Pursuant to the provisions of the Meyers-Milias-Brown Act (“MMBA”), this Side Letter of Agreement (the “Side Letter Agreement”) is entered into on August 8, 2023, between the City of Santa Cruz (the “City”) and the Mid-Management Employees of the City of Santa Cruz Operating Engineers, Local #3 (“OE3”) as an amendment to the Memorandum of Understanding that is effective September 17, 2022 through August 29, 2025 (“MOU”).

It is understood and agreed that the specific provisions contained in this Side Letter Agreement shall supersede any previous agreements, whether oral or written, regarding the matters contained herein.

Except as provided herein, all wages, hours and other terms and conditions of employment presently enjoyed by the Union in the MOU shall remain in full force and effect.

The City and the Union have met and conferred in good faith in accordance with the MMBA, concerning the terms and conditions of this Side Letter Agreement and agree to the following effective August 8, 2023:

Section 16.04 Benefits, Adding 16.04.01: Short Term Disability. The City will provide, at the City’s cost, to OE3 represented employees California State Disability Insurance (SDI), and will implement the required SDI plan option, as identified during the application process, as soon as administratively feasible.

Santa Cruz Mid Management OE3 City of Santa Cruz
By: ____________________________
Akin Babatola, Mid-Management President
By: ____________________________
Sara De Leon, Chief People Officer
Date: ____________________________ Date: ____________________________ By: ____________________________
Michael Moore, OE3, Mid-Management
By: ____________________________
Tim Davis, Attorney
Date: ____________________________ Date: ____________________________ 







  



 













16.5 Side Letter Agreement
City of Santa Cruz and the
Supervisory Employees of the City of Santa Cruz Operating Engineers, Local #3 (Effective August 8, 2023)
Pursuant to the provisions of the Meyers-Milias-Brown Act (“MMBA”), this Side Letter of Agreement (the “Side Letter Agreement”) is entered into on August 8, 2023, between the City of Santa Cruz (the “City”) and the Supervisory Employees of the City of Santa Cruz Operating Engineers, Local #3 (“OE3”) as an amendment to the Memorandum of Understanding that is effective November 12, 2022 through December 5, 2025 (“MOU”).

It is understood and agreed that the specific provisions contained in this Side Letter Agreement shall supersede any previous agreements, whether oral or written, regarding the matters contained herein.

Except as provided herein, all wages, hours and other terms and conditions of employment presently enjoyed by the Union in the MOU shall remain in full force and effect.

The City and the Union have met and conferred in good faith in accordance with the MMBA, concerning the terms and conditions of this Side Letter Agreement and agree to the following effective August 8, 2023:

Section 18.04.01, Short Term Disability. The City will provide, at the City’s cost, to OE3 represented employees California State Disability Insurance (SDI), and will implement the required SDI plan option, as identified during the application process, as soon as administratively feasible.

Santa Cruz Supervisory OE3 City of Santa Cruz
By: ______________________
Jennie Munster, OE3 President
By: ______________________
Sara De Leon, Chief People Officer
Date: ____________________________ Date: ____________________________ By: ______________________
Jessica Bond, OE3 Secretary
By: ______________________
Tim Davis, Attorney
Date: ____________________________ Date: ____________________________ By: ______________________
Daniel Lawson-Thomas, OE3 Member at Large
Date: ____________________________
By: ______________________
Michael Moore, OE3 Representative
Date: ____________________________









 























16.6 City Council

AGENDA REPORT
DATE: 07/17/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Police
SUBJECT: Board of State and Community Corrections of California Officer Wellness and Mental Health Grant Program Award (PD)
RECOMMENDATION: Resolution to accept the Officer Wellness and Mental Health Grant funds, administered by the Board of State and Community Corrections of California, and amend the FY 2023 budget in the amount of $50,549.95 and appropriate those funds for improving officer wellness and expanding officer mental health resources.

BACKGROUND: The Officer Wellness and Mental Health Grant Program, established in the 2022 Budget Act (AB 178, Chapter 45, Statutes of 2022), provides $50 million for city and county law enforcement agencies for the purpose of improving officer wellness and expanding mental health sources. The Board of State and Community Corrections (BSCC) administers the program and allocates award grant amounts to public safety agencies based on a formula factoring in the number of peace officers per agency. Per the Officer Wellness and Mental Health Grant Program Funding Distribution Schedule, the Santa Cruz Police Department (SCPD) received $50,549.95 in grant program funds.

DISCUSSION: As a recipient of the BSCC Officer Wellness and Mental Health Grant funds, the SCPD is required to submit annual expenditure reports on December 1, 2023, and 2024, with a final report due December 1, 2025, detailing expenditures and the impact each investment had on officer wellness and mental health. Funds were distributed in fiscal year 2023 in full and upfront rather than through a reimbursement process and no cash match requirement. The SCPD is required to expend all funds by December 1, 2025.

The funds must be expended for activities designed to improve officer wellness and expand mental health sources. The grant outlines the following as approved activities:
• Establishing or expanding officer wellness and/or peer support units. • Services provided by a licensed mental health professional, counselor, or other professional that works with law enforcement.
• Expanding multiagency mutual aid programs focused on officer wellness and mental health. • Other programs and services that are evidence-based or have a successful track record of enhancing officer wellness.

The SCPD is currently evaluating various options for the expenditure of the funds to benefit officers in compliance with the grant requirements.

17.1 FISCAL IMPACT: Approval will allow the City to accept $50,549.95 in grant funds with no match requirement.

Prepared By:

Catherine Brothers
Principal Management
Analyst
Submitted By:

Bernie Escalante
Chief of Police
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. Meeting Date: - Agenda Item Caption: Board of State and Community Corrections of California Officer Wellness and Mental Health Grant Program Award (PD)

2. BUDGET ADJUSTMENT.PDF

3. OFFICER WELLNESS AND MENTAL HEALTH GRANT PROGRAM FUNDING DISTRIBUTION SCHEDULE.PDF

4. OFFICER WELLNESS AND MENTAL HEALTH GRANT PROGRAM FREQUENTLY ASKED QUESTIONS.PDF

17.2 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
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ACCOUNT 352-(&71$0( REVENUE EDEN ACCOUNT TITLE
ACCOUNT 352-(&71$0( EXPENDITURE EDENACCOUNT TITLE
NET: $

REQUESTED BY DEPARTMENT HEAD

APPROVAL

BUDGET/ACCOUNTING
5(9,(:('

FINANCE DIRECTOR

APPROVAL

CITYMANAGER

APPROVAL
5HVR

352-(&7
352-(&7
$02817
$02817
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TOTAL EXPENDITURE

TOTALREVENUE
'DWH

1VSQPTF
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 Clear Form
2023
07/14/2023
Provide wellness support to officers through expansion of resources and services within the police department. 101-20-20-2101-43210 g202303-220-2100-4024 PO Wellness & Mental Health St Operating Grants and Contributions 50,549.95 50,549.95
101-20-20-2101-52199 g202303-100-2020-0 PO Wellness & Mental Health Supplies, services & capital outlay 50,549.95 50,549.95

0.00 Catherine
Brothers
Digitally signed by Catherine
Brothers
DN: cn=Catherine Brothers,
o=Santa Cruz Police Department,
ou,
[email protected]
v, c=US
Date: 2023.07.14 16:14:35 -07'00'
Bernie
Escalante
Digitally signed by
Bernie Escalante
Date: 2023.07.17
12:36:58 -07'00'
Edward
Torres
Digitally signed by Edward Torres
DN: cn=Edward Torres, o=City of Santa Cruz, ou,
[email protected], c=US
Date: 2023.07.17 16:28:08 -07'00'
Elizabet
h Cabell
Digitally signed by Elizabeth Cabell
DN: cn=Elizabeth Cabell, o=City of Santa Cruz,
ou=Finance Department,
[email protected], c=US
Date: 2023.07.18 12:32:32 -07'00'

17.3 COUNTY AGENCY NAME AWARD AMOUNT
ALAMEDA COUNTY ALAMEDA CO SD/CORONER $ 709,103.49
ALAMEDA COUNTY ALAMEDA PD $ 47,741.62
ALAMEDA COUNTY ALBANY PD $ 20,000.00
ALAMEDA COUNTY BAY AREA RAPID TRANSIT PD $ 145,331.11
ALAMEDA COUNTY BERKELEY PD $ 106,014.48
ALAMEDA COUNTY EAST BAY REG PARK DPS $ 37,912.46
ALAMEDA COUNTY EMERYVILLE PD $ 28,000.00
ALAMEDA COUNTY FREMONT PD $ 117,949.89
ALAMEDA COUNTY HAYWARD PD $ 113,737.39
ALAMEDA COUNTY LIVERMORE PD $ 63,187.44
ALAMEDA COUNTY NEWARK PD $ 34,402.05
ALAMEDA COUNTY OAKLAND PD $ 483,032.87
ALAMEDA COUNTY PIEDMONT PD $ 15,000.00
ALAMEDA COUNTY PLEASANTON PD $ 54,762.45
ALAMEDA COUNTY SAN LEANDRO PD $ 49,847.87
ALAMEDA COUNTY UNION CITY PD $ 47,039.54
ALPINE COUNTY ALPINE CO SO $ 15,000.00
AMADOR COUNTY AMADOR CO SO/CORONER $ 32,997.89
AMADOR COUNTY IONE PD $ 15,000.00
AMADOR COUNTY JACKSON PD $ 15,000.00
AMADOR COUNTY SUTTER CREEK PD $ 15,000.00
BUTTE COUNTY BUTTE CO SO/CORONER $ 122,162.38
BUTTE COUNTY CHICO PD $ 65,293.69
BUTTE COUNTY GRIDLEY PD $ 15,000.00
BUTTE COUNTY OROVILLE PD $ 15,000.00
BUTTE COUNTY PARADISE PD $ 15,000.00
CALAVERAS COUNTY ANGELS CAMP PD $ 15,000.00
CALAVERAS COUNTY CALAVERAS CO SD $ 40,018.71
COLUSA COUNTY COLUSA COUNTY SD $ 25,000.00
COLUSA COUNTY COLUSA PD $ 15,000.00
COLUSA COUNTY WILLIAMS PD $ 15,000.00
CONTRA COSTA COUNTY ANTIOCH PD $ 77,229.09
CONTRA COSTA COUNTY BRENTWOOD PD $ 46,337.46
CONTRA COSTA COUNTY CLAYTON PD $ 15,000.00
CONTRA COSTA COUNTY CONCORD PD $ 93,376.99
CONTRA COSTA COUNTY CONTRA COSTA CO SO/CORONER $ 435,993.33 CONTRA COSTA COUNTY EL CERRITO PD $ 25,000.00
CONTRA COSTA COUNTY HERCULES PD $ 20,000.00
CONTRA COSTA COUNTY KENSINGTON PD $ 15,000.00
CONTRA COSTA COUNTY MARTINEZ PD $ 28,000.00
CONTRA COSTA COUNTY MORAGA PD $ 15,000.00
CONTRA COSTA COUNTY OAKLEY PD $ 28,000.00
CONTRA COSTA COUNTY PINOLE PD $ 20,000.00
CONTRA COSTA COUNTY PITTSBURG PD $ 62,485.36
CONTRA COSTA COUNTY PLEASANT HILL PD $ 30,891.64
CONTRA COSTA COUNTY RICHMOND PD $ 83,547.84
CONTRA COSTA COUNTY SAN PABLO PD $ 37,912.46
CONTRA COSTA COUNTY SAN RAMON PD $ 46,337.46
CONTRA COSTA COUNTY WALNUT CREEK PD $ 51,252.03
Officer Wellness and Mental Health Grant Program
Funding Distribution Schedule
December 12, 2022 1

17.4 COUNTY AGENCY NAME AWARD AMOUNT
DEL NORTE COUNTY CRESCENT CITY PD $ 15,000.00
DEL NORTE COUNTY DEL NORTE COUNTY SO $ 15,000.00
EL DORADO COUNTY EL DORADO CO SO $ 117,247.80
EL DORADO COUNTY PLACERVILLE PD $ 15,000.00
EL DORADO COUNTY SOUTH LAKE TAHOE PD $ 28,000.00
FRESNO COUNTY CLOVIS PD $ 73,718.68
FRESNO COUNTY COALINGA PD $ 15,000.00
FRESNO COUNTY FIREBAUGH PD $ 15,000.00
FRESNO COUNTY FOWLER PD $ 15,000.00
FRESNO COUNTY FRESNO CO SO $ 288,555.97
FRESNO COUNTY FRESNO PD $ 557,453.63
FRESNO COUNTY HURON PD $ 15,000.00
FRESNO COUNTY KERMAN PD $ 25,000.00
FRESNO COUNTY KINGSBURG PD $ 20,000.00
FRESNO COUNTY MENDOTA PD $ 15,000.00
FRESNO COUNTY ORANGE COVE PD $ 15,000.00
FRESNO COUNTY PARLIER PD $ 15,000.00
FRESNO COUNTY REEDLEY PD $ 25,000.00
FRESNO COUNTY SANGER PD $ 28,000.00
FRESNO COUNTY SELMA PD $ 28,000.00
GLENN COUNTY GLENN CO SO/CORONER $ 30,891.64
GLENN COUNTY ORLAND PD $ 15,000.00
HUMBOLDT COUNTY ARCATA PD $ 20,000.00
HUMBOLDT COUNTY EUREKA PD $ 28,000.00
HUMBOLDT COUNTY FERNDALE PD $ 15,000.00
HUMBOLDT COUNTY FORTUNA PD $ 15,000.00
HUMBOLDT COUNTY HUMBOLDT CO SO $ 128,481.13
HUMBOLDT COUNTY RIO DELL PD $ 15,000.00
IMPERIAL COUNTY BRAWLEY PD $ 20,000.00
IMPERIAL COUNTY CALEXICO PD $ 20,000.00
IMPERIAL COUNTY CALIPATRIA PD $ 15,000.00
IMPERIAL COUNTY EL CENTRO PD $ 28,083.31
IMPERIAL COUNTY IMPERIAL CO SO $ 63,187.44
IMPERIAL COUNTY IMPERIAL PD $ 15,000.00
IMPERIAL COUNTY WESTMORLAND PD $ 15,000.00
INYO COUNTY BISHOP PD $ 15,000.00
INYO COUNTY INYO COUNTY SO $ 28,000.00
KERN COUNTY ARVIN PD $ 15,000.00
KERN COUNTY BAKERSFIELD PD $ 305,405.96
KERN COUNTY BEAR VALLEY PD $ 15,000.00
KERN COUNTY CALIFORNIA CITY PD $ 15,000.00
KERN COUNTY DELANO PD $ 33,699.97
KERN COUNTY KERN COUNTY SO $ 501,989.10
KERN COUNTY MCFARLAND PD $ 15,000.00
KERN COUNTY RIDGECREST PD $ 25,000.00
KERN COUNTY SHAFTER PD $ 25,000.00
KERN COUNTY STALLION SPRINGS PD $ 15,000.00
KERN COUNTY TAFT PD $ 15,000.00
KERN COUNTY TEHACHAPI PD $ 15,000.00
KINGS COUNTY AVENAL PD $ 15,000.00
KINGS COUNTY CORCORAN PD $ 15,000.00
KINGS COUNTY HANFORD PD $ 42,827.04
December 12, 20222

17.5 COUNTY AGENCY NAME AWARD AMOUNT
KINGS COUNTY KINGS CO SHERIFF'S OFFICE $ 136,204.04
KINGS COUNTY LEMOORE PD $ 28,000.00
LAKE COUNTY CLEARLAKE PD $ 20,000.00
LAKE COUNTY LAKE CO SO $ 64,591.60
LAKE COUNTY LAKEPORT PD $ 15,000.00
LASSEN COUNTY LASSEN CO SO $ 38,614.55
LASSEN COUNTY SUSANVILLE PD $ 15,000.00
LOS ANGELES COUNTY ALHAMBRA PD $ 56,868.70
LOS ANGELES COUNTY ARCADIA PD $ 45,635.37
LOS ANGELES COUNTY AZUSA PD $ 36,508.30
LOS ANGELES COUNTY BALDWIN PARK PD $ 40,720.79
LOS ANGELES COUNTY BELL GARDENS PD $ 32,295.80
LOS ANGELES COUNTY BELL PD $ 25,000.00
LOS ANGELES COUNTY BEVERLY HILLS PD $ 94,781.16
LOS ANGELES COUNTY BURBANK PD $ 103,908.23
LOS ANGELES COUNTY CLAREMONT PD $ 28,000.00
LOS ANGELES COUNTY COVINA PD $ 40,720.79
LOS ANGELES COUNTY CULVER CITY PD $ 70,910.35
LOS ANGELES COUNTY DOWNEY PD $ 80,037.42
LOS ANGELES COUNTY EL MONTE PD $ 75,824.93
LOS ANGELES COUNTY EL SEGUNDO PD $ 37,912.46
LOS ANGELES COUNTY GARDENA PD $ 60,379.11
LOS ANGELES COUNTY GLENDALE PD $ 162,883.18
LOS ANGELES COUNTY GLENDORA PD $ 34,402.05
LOS ANGELES COUNTY HAWTHORNE PD $ 64,591.60
LOS ANGELES COUNTY HERMOSA BEACH PD $ 28,000.00
LOS ANGELES COUNTY HUNTINGTON PARK PD $ 37,210.38
LOS ANGELES COUNTY INGLEWOOD PD $ 120,056.14
LOS ANGELES COUNTY IRWINDALE PD $ 25,000.00
LOS ANGELES COUNTY LA VERNE PD $ 28,000.00
LOS ANGELES COUNTY LONG BEACH PD $ 520,243.25
LOS ANGELES COUNTY LOS ANGELES CO SD $ 6,548,325.00
LOS ANGELES COUNTY LOS ANGELES PD $ 6,499,179.21
LOS ANGELES COUNTY MANHATTAN BEACH PD $ 40,720.79
LOS ANGELES COUNTY MONROVIA PD $ 32,295.80
LOS ANGELES COUNTY MONTEBELLO PD $ 47,741.62
LOS ANGELES COUNTY MONTEREY PARK PD $ 49,847.87
LOS ANGELES COUNTY PALOS VERDES ESTATES PD $ 15,000.00
LOS ANGELES COUNTY PASADENA PD $ 152,351.94
LOS ANGELES COUNTY POMONA PD $ 105,312.40
LOS ANGELES COUNTY REDONDO BEACH PD $ 63,187.44
LOS ANGELES COUNTY SAN FERNANDO PD $ 25,000.00
LOS ANGELES COUNTY SAN GABRIEL PD $ 32,997.89
LOS ANGELES COUNTY SAN MARINO PD $ 25,000.00
LOS ANGELES COUNTY SANTA MONICA PD $ 141,118.62
LOS ANGELES COUNTY SIERRA MADRE PD $ 15,000.00
LOS ANGELES COUNTY SIGNAL HILL PD $ 28,000.00
LOS ANGELES COUNTY SOUTH GATE PD $ 51,954.12
LOS ANGELES COUNTY SOUTH PASADENA PD $ 28,000.00
LOS ANGELES COUNTY TORRANCE PD $ 141,820.70
LOS ANGELES COUNTY VERNON PD $ 30,189.55
LOS ANGELES COUNTY WEST COVINA PD $ 65,293.69
December 12, 2022 3

17.6 COUNTY AGENCY NAME AWARD AMOUNT
LOS ANGELES COUNTY WHITTIER PD $ 87,058.25
MADERA COUNTY CHOWCHILLA PD $ 20,000.00
MADERA COUNTY MADERA CO SO $ 75,122.84
MADERA COUNTY MADERA PD $ 40,720.79
MARIN COUNTY BELVEDERE PD $ 15,000.00
MARIN COUNTY CENTRAL MARIN POLICE AUTHORITY $ 28,000.00 MARIN COUNTY FAIRFAX PD $ 15,000.00
MARIN COUNTY MARIN CO SO $ 132,693.62
MARIN COUNTY MILL VALLEY PD $ 20,000.00
MARIN COUNTY NOVATO PD $ 39,316.63
MARIN COUNTY ROSS PD $ 15,000.00
MARIN COUNTY SAN RAFAEL PD $ 44,933.29
MARIN COUNTY SAUSALITO PD $ 15,000.00
MARIN COUNTY TIBURON PD $ 15,000.00
MARIPOSA COUNTY MARIPOSA CO SO $ 44,231.21
MENDOCINO COUNTY FORT BRAGG PD $ 15,000.00
MENDOCINO COUNTY MENDOCINO CO SO $ 75,824.93
MENDOCINO COUNTY UKIAH PD $ 20,000.00
MENDOCINO COUNTY WILLITS PD $ 15,000.00
MERCED COUNTY ATWATER PD $ 20,000.00
MERCED COUNTY DOS PALOS PD $ 15,000.00
MERCED COUNTY GUSTINE PD $ 15,000.00
MERCED COUNTY LIVINGSTON PD $ 15,000.00
MERCED COUNTY LOS BANOS PD $ 30,189.55
MERCED COUNTY MERCED CO SO $ 84,249.92
MERCED COUNTY MERCED PD $ 65,995.77
MODOC COUNTY ALTURAS PD $ 15,000.00
MODOC COUNTY MODOC CO SO $ 15,000.00
MONO COUNTY MAMMOTH LAKES PD $ 15,000.00
MONO COUNTY MONO CO SD $ 20,000.00
MONTEREY COUNTY CARMEL PD $ 15,000.00
MONTEREY COUNTY DEL REY OAKS PD $ 15,000.00
MONTEREY COUNTY GONZALES PD $ 15,000.00
MONTEREY COUNTY GREENFIELD PD $ 20,000.00
MONTEREY COUNTY KING CITY PD $ 15,000.00
MONTEREY COUNTY MARINA PD $ 25,000.00
MONTEREY COUNTY MONTEREY CO SHERIFF'S OFFICE $ 196,583.15 MONTEREY COUNTY MONTEREY PD $ 32,997.89
MONTEREY COUNTY PACIFIC GROVE PD $ 20,000.00
MONTEREY COUNTY SALINAS PD $ 96,887.41
MONTEREY COUNTY SAND CITY PD $ 15,000.00
MONTEREY COUNTY SEASIDE PD $ 25,000.00
MONTEREY COUNTY SOLEDAD PD $ 15,000.00
NAPA COUNTY CALISTOGA PD $ 15,000.00
NAPA COUNTY NAPA CO SO $ 72,314.51
NAPA COUNTY NAPA PD $ 44,933.29
NAPA COUNTY SAINT HELENA PD $ 15,000.00
NEVADA COUNTY GRASS VALLEY PD $ 25,000.00
NEVADA COUNTY NEVADA CITY PD $ 15,000.00
NEVADA COUNTY NEVADA CO SO $ 42,827.04
NEVADA COUNTY TRUCKEE PD $ 20,000.00
ORANGE COUNTY ANAHEIM PD $ 260,472.67
December 12, 2022 4

17.7 COUNTY AGENCY NAME AWARD AMOUNT
ORANGE COUNTY BREA PD $ 41,422.88
ORANGE COUNTY BUENA PARK PD $ 58,272.86
ORANGE COUNTY COSTA MESA PD $ 93,376.99
ORANGE COUNTY CYPRESS PD $ 37,210.38
ORANGE COUNTY FOUNTAIN VALLEY PD $ 42,827.04
ORANGE COUNTY FULLERTON PD $ 79,335.34
ORANGE COUNTY GARDEN GROVE PD $ 122,162.38
ORANGE COUNTY HUNTINGTON BEACH PD $ 148,841.52
ORANGE COUNTY IRVINE PD $ 160,776.93
ORANGE COUNTY LA HABRA PD $ 50,549.95
ORANGE COUNTY LA PALMA PD $ 20,000.00
ORANGE COUNTY LAGUNA BEACH PD $ 34,402.05
ORANGE COUNTY LOS ALAMITOS PD $ 15,000.00
ORANGE COUNTY NEWPORT BEACH PD $ 94,079.08
ORANGE COUNTY ORANGE CO SD/CORONER $ 1,285,513.36
ORANGE COUNTY ORANGE PD $ 102,504.07
ORANGE COUNTY PLACENTIA PD $ 32,295.80
ORANGE COUNTY SANTA ANA PD $ 246,431.01
ORANGE COUNTY SEAL BEACH PD $ 28,000.00
ORANGE COUNTY TUSTIN PD $ 65,293.69
ORANGE COUNTY WESTMINSTER PD $ 57,570.78
PLACER COUNTY AUBURN PD $ 15,000.00
PLACER COUNTY LINCOLN PD $ 25,000.00
PLACER COUNTY PLACER COUNTY SO $ 176,222.75
PLACER COUNTY ROCKLIN PD $ 41,422.88
PLACER COUNTY ROSEVILLE PD $ 89,866.58
PLUMAS COUNTY PLUMAS CO SO $ 25,000.00
RIVERSIDE COUNTY BANNING PD $ 28,000.00
RIVERSIDE COUNTY BEAUMONT PD $ 35,104.13
RIVERSIDE COUNTY BLYTHE PD $ 20,000.00
RIVERSIDE COUNTY CATHEDRAL CITY PD $ 34,402.05
RIVERSIDE COUNTY CORONA PD $ 104,610.32
RIVERSIDE COUNTY DESERT HOT SPRINGS PD $ 25,000.00
RIVERSIDE COUNTY HEMET PD $ 48,443.70
RIVERSIDE COUNTY INDIO PD $ 44,933.29
RIVERSIDE COUNTY MENIFEE PD $ 53,358.28
RIVERSIDE COUNTY MURRIETA PD $ 70,910.35
RIVERSIDE COUNTY PALM SPRINGS PD $ 68,804.10
RIVERSIDE COUNTY RIVERSIDE CO SD $ 1,951,087.72
RIVERSIDE COUNTY RIVERSIDE PD $ 245,026.85
SACRAMENTO COUNTY AMTRAK PD $ 25,000.00
SACRAMENTO COUNTY CITRUS HEIGHTS PD $ 54,762.45
SACRAMENTO COUNTY ELK GROVE PD $ 89,866.58
SACRAMENTO COUNTY FOLSOM PD $ 51,252.03
SACRAMENTO COUNTY GALT PD $ 28,000.00
SACRAMENTO COUNTY SACRAMENTO CO SD $ 902,176.22
SACRAMENTO COUNTY SACRAMENTO PD $ 480,926.62
SAN BENITO COUNTY HOLLISTER PD $ 28,000.00
SAN BENITO COUNTY SAN BENITO CO SO $ 37,912.46
SAN BERNARDINO COUNTY BARSTOW PD $ 28,000.00
SAN BERNARDINO COUNTY CHINO PD $ 77,931.18
SAN BERNARDINO COUNTY COLTON PD $ 37,210.38
December 12, 2022 5

17.8 COUNTY AGENCY NAME AWARD AMOUNT
SAN BERNARDINO COUNTY FONTANA PD $ 136,204.04
SAN BERNARDINO COUNTY MONTCLAIR PD $ 32,295.80
SAN BERNARDINO COUNTY ONTARIO PD $ 193,072.73
SAN BERNARDINO COUNTY REDLANDS PD $ 55,464.53
SAN BERNARDINO COUNTY RIALTO PD $ 78,633.26
SAN BERNARDINO COUNTY SAN BERNARDINO CO SD $ 1,347,296.63 SAN BERNARDINO COUNTY SAN BERNARDINO PD $ 172,010.25
SAN BERNARDINO COUNTY UPLAND PD $ 45,635.37
SAN DIEGO COUNTY CARLSBAD PD $ 84,952.00
SAN DIEGO COUNTY CHULA VISTA PD $ 163,585.26
SAN DIEGO COUNTY CORONADO PD $ 30,891.64
SAN DIEGO COUNTY EL CAJON PD $ 82,845.75
SAN DIEGO COUNTY ESCONDIDO PD $ 94,781.16
SAN DIEGO COUNTY LA MESA PD $ 42,124.96
SAN DIEGO COUNTY NATIONAL CITY PD $ 58,272.86
SAN DIEGO COUNTY OCEANSIDE PD $ 142,522.78
SAN DIEGO COUNTY SAN DIEGO CO SD $ 1,809,969.10
SAN DIEGO COUNTY SAN DIEGO PD $ 1,263,046.71
SAN FRANCISCO COUNTY SAN FRANCISCO CO SO $ 536,391.15
SAN FRANCISCO COUNTY SAN FRANCISCO PD $ 1,407,675.74
SAN JOAQUIN COUNTY ESCALON PD $ 15,000.00
SAN JOAQUIN COUNTY LODI PD $ 47,741.62
SAN JOAQUIN COUNTY MANTECA PD $ 51,252.03
SAN JOAQUIN COUNTY RIPON PD $ 20,000.00
SAN JOAQUIN COUNTY SAN JOAQUIN CO SO $ 223,262.29
SAN JOAQUIN COUNTY STOCKTON PD $ 275,918.49
SAN JOAQUIN COUNTY TRACY PD $ 73,718.68
SAN LUIS OBISPO COUNTY ARROYO GRANDE PD $ 20,000.00
SAN LUIS OBISPO COUNTY ATASCADERO PD $ 25,000.00
SAN LUIS OBISPO COUNTY GROVER BEACH PD $ 20,000.00
SAN LUIS OBISPO COUNTY MORRO BAY PD $ 15,000.00
SAN LUIS OBISPO COUNTY PASO ROBLES PD $ 28,000.00
SAN LUIS OBISPO COUNTY PISMO BEACH PD $ 20,000.00
SAN LUIS OBISPO COUNTY SAN LUIS OBISPO CO SO $ 216,943.54 SAN LUIS OBISPO COUNTY SAN LUIS OBISPO PD $ 42,124.96
SAN MATEO COUNTY ATHERTON PD $ 20,000.00
SAN MATEO COUNTY BELMONT PD $ 25,000.00
SAN MATEO COUNTY BRISBANE PD $ 15,000.00
SAN MATEO COUNTY BROADMOOR PD $ 15,000.00
SAN MATEO COUNTY BURLINGAME PD $ 28,000.00
SAN MATEO COUNTY COLMA PD $ 15,000.00
SAN MATEO COUNTY DALY CITY PD $ 63,889.52
SAN MATEO COUNTY EAST PALO ALTO PD $ 25,000.00
SAN MATEO COUNTY FOSTER CITY PD $ 28,000.00
SAN MATEO COUNTY HILLSBOROUGH PD $ 25,000.00
SAN MATEO COUNTY MENLO PARK PD $ 28,785.39
SAN MATEO COUNTY PACIFICA PD $ 25,000.00
SAN MATEO COUNTY REDWOOD CITY PD $ 56,166.61
SAN MATEO COUNTY SAN BRUNO PD $ 31,593.72
SAN MATEO COUNTY SAN MATEO CO SHERIFF'S OFFICE $ 202,199.81 SAN MATEO COUNTY SAN MATEO PD $ 75,122.84
SAN MATEO COUNTY SOUTH SAN FRANCISCO PD $ 53,358.28
December 12, 2022 6

17.9 COUNTY AGENCY NAME AWARD AMOUNT
SANTA BARBARA COUNTY GUADALUPE PD $ 15,000.00
SANTA BARBARA COUNTY LOMPOC PD $ 28,785.39
SANTA BARBARA COUNTY SANTA BARBARA CO SO $ 348,233.00
SANTA BARBARA COUNTY SANTA BARBARA PD $ 82,143.67
SANTA BARBARA COUNTY SANTA MARIA PD $ 83,547.84
SANTA CLARA COUNTY CAMPBELL PD $ 30,189.55
SANTA CLARA COUNTY GILROY PD $ 43,529.13
SANTA CLARA COUNTY LOS ALTOS PD $ 28,000.00
SANTA CLARA COUNTY LOS GATOS PD $ 28,000.00
SANTA CLARA COUNTY MILPITAS PD $ 60,379.11
SANTA CLARA COUNTY MORGAN HILL PD $ 28,000.00
SANTA CLARA COUNTY MOUNTAIN VIEW PD $ 57,570.78
SANTA CLARA COUNTY PALO ALTO PD $ 47,741.62
SANTA CLARA COUNTY SAN JOSE PD $ 758,951.36
SANTA CLARA COUNTY SANTA CLARA CO SO $ 841,095.03
SANTA CLARA COUNTY SANTA CLARA PD $ 98,291.57
SANTA CLARA COUNTY SUNNYVALE DPS $ 139,012.37
SANTA CRUZ COUNTY CAPITOLA PD $ 20,000.00
SANTA CRUZ COUNTY SANTA CRUZ CO SO $ 101,801.99
SANTA CRUZ COUNTY SANTA CRUZ PD $ 50,549.95
SANTA CRUZ COUNTY SCOTTS VALLEY PD $ 15,000.00
SANTA CRUZ COUNTY WATSONVILLE PD $ 47,039.54
SHASTA COUNTY ANDERSON PD $ 15,000.00
SHASTA COUNTY REDDING PD $ 72,314.51
SHASTA COUNTY SHASTA CO SO $ 82,845.75
SIERRA COUNTY SIERRA CO SHERIFF'S OFFICE $ 15,000.00
SISKIYOU COUNTY ETNA PD $ 15,000.00
SISKIYOU COUNTY LAKE SHASTINA DISTRICT PD $ 15,000.00
SISKIYOU COUNTY MOUNT SHASTA PD $ 15,000.00
SISKIYOU COUNTY SISKIYOU CO SD $ 45,635.37
SISKIYOU COUNTY TULELAKE PD $ 15,000.00
SISKIYOU COUNTY WEED PD $ 15,000.00
SISKIYOU COUNTY YREKA PD $ 15,000.00
SOLANO COUNTY BENICIA PD $ 28,000.00
SOLANO COUNTY DIXON PD $ 20,000.00
SOLANO COUNTY FAIRFIELD PD $ 82,143.67
SOLANO COUNTY SOLANO CO SO $ 120,056.14
SOLANO COUNTY SUISUN CITY PD $ 20,000.00
SOLANO COUNTY VACAVILLE PD $ 70,208.27
SOLANO COUNTY VALLEJO PD $ 61,783.27
SONOMA COUNTY CLOVERDALE PD $ 15,000.00
SONOMA COUNTY COTATI PD $ 15,000.00
SONOMA COUNTY HEALDSBURG PD $ 15,000.00
SONOMA COUNTY PETALUMA PD $ 46,337.46
SONOMA COUNTY ROHNERT PARK DPS $ 51,252.03
SONOMA COUNTY SANTA ROSA PD $ 117,247.80
SONOMA COUNTY SEBASTOPOL PD $ 15,000.00
SONOMA COUNTY SONOMA CO SHERIFF'S OFFICE $ 287,151.81
STANISLAUS COUNTY CERES DPS $ 32,997.89
STANISLAUS COUNTY MODESTO PD $ 127,779.04
STANISLAUS COUNTY NEWMAN PD $ 15,000.00
STANISLAUS COUNTY OAKDALE PD $ 20,000.00
December 12, 2022 7

17.10 COUNTY AGENCY NAME AWARD AMOUNT
STANISLAUS COUNTY STANISLAUS CO SD $ 369,997.56
STANISLAUS COUNTY TURLOCK PD $ 57,570.78
SUTTER COUNTY SUTTER CO SO $ 70,910.35
SUTTER COUNTY YUBA CITY PD $ 41,422.88
TEHEMA COUNTY CORNING PD $ 15,000.00
TEHEMA COUNTY RED BLUFF PD $ 20,000.00
TEHEMA COUNTY TEHAMA CO SO $ 47,039.54
TRINITY COUNTY TRINITY COUNTY SO $ 28,000.00
TULARE COUNTY DINUBA PD $ 28,000.00
TULARE COUNTY EXETER PD $ 15,000.00
TULARE COUNTY FARMERSVILLE PD $ 15,000.00
TULARE COUNTY LINDSAY DPS $ 15,000.00
TULARE COUNTY PORTERVILLE PD $ 46,337.46
TULARE COUNTY TULARE CO SO $ 358,062.16
TULARE COUNTY TULARE PD $ 46,337.46
TULARE COUNTY VISALIA PD $ 102,504.07
TULARE COUNTY WOODLAKE PD $ 15,000.00
TUOLUMNE COUNTY SONORA PD $ 15,000.00
TUOLUMNE COUNTY TUOLUMNE CO SO $ 65,293.69
VENTURA COUNTY OXNARD PD $ 152,351.94
VENTURA COUNTY PORT HUENEME PD $ 20,000.00
VENTURA COUNTY SANTA PAULA PD $ 25,000.00
VENTURA COUNTY SIMI VALLEY PD $ 77,229.09
VENTURA COUNTY VENTURA CO SO $ 503,393.27
VENTURA COUNTY VENTURA PD $ 95,483.24
YOLO COUNTY DAVIS PD $ 39,316.63
YOLO COUNTY WEST SACRAMENTO PD $ 47,741.62
YOLO COUNTY WINTERS PD $ 15,000.00
YOLO COUNTY WOODLAND PD $ 47,039.54
YOLO COUNTY YOLO CO SHERIFF'S OFFICE $ 54,060.37
YUBA COUNTY MARYSVILLE PD $ 15,000.00
YUBA COUNTY WHEATLAND PD $ 15,000.00
YUBA COUNTY YUBA CO SD $ 73,016.60
December 12, 2022 8

17.11 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

Table of Contents
• Grant Overview
• Use of Funds
• POST Resources
• Reporting Requirements
• Retention of Records
• Questions or Technical Assistance
Grant Overview

1. Where can I find information about the Officer Wellness and Mental Health grant program?
Information is available on the BSCC website, on the Officer Wellness and Mental Health Grant program webpage: https://www.bscc.ca.gov/officer-wellness-andmental-health-grant-program/.

2. Who is administering the grant funds?
The BSCC, as established in the Budget Act of 2022 (Assembly Bill 178, Chapter 45, Statutes of 2022, Item 5227-121-0001), will administer the funds allocated for the Officer Wellness and Mental Health grant program.

3. Who is eligible to receive these funds?
The Officer Wellness and Mental Health grant funding is limited to agencies employing officers described in Penal Code section 830.1 based on a schedule developed by the Department of Finance.
(https://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCode=PEN&divi sion=&title=3.&part=2.&chapter=4.5.&article=)

4. How were eligible agencies notified of this grant award? On December 21, 2022, a memorandum was sent to all police chiefs and sheriffs from the BSCC Chair, Linda Penner notifying each agency of the grant award. The memo also included the grant criteria and a copy of the funding distribution list.

5. How many agencies are receiving funds?
There are 394 agencies receiving funds from this grant program.

6. How much will my agency receive?
All eligible law enforcement agencies will receive a portion of the funds based on the number of eligible officers as described in Penal Code section 830.1. The funding allocation schedule is accessible on the Officer Wellness and Mental Health Grant program webpage and includes the amount each agency will receive. (https://www.bscc.ca.gov/wp-content/uploads/BSCC-Distribution-Officer-Wellness2022-post.pdf)

17.12 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

7. When will these funds be available?
The BSCC will distribute grant funds at the beginning of 2023, no later than February 15, 2023.

8. How will be grant funds be distributed?
Funds for the total amount of the grant award will be issued directly to each eligible law enforcement agency via a warrant (check) from the State Controller’s Office (SCO).

9. How will we know the check is for this grant?
The paystub of the warrant (check) will reference Officer Wellness or Officer Wellness and Mental Health Grant. In addition, the amount of the warrant will match the award amount specified for the respective agency on the funding distribution schedule. (https://www.bscc.ca.gov/wp-content/uploads/BSCC-Distribution-OfficerWellness-2022-post.pdf)

10.Are award funds being distributed as a lump sum or on a reimbursement basis?
The awarded funds are being distributed as a lump sum, upfront at the beginning of the grant.

11.What is the grant period or the term of the grant?
The grant period is from July 01, 2022, to December 01, 2025. All grant funds must be expended by the recipient within the grant period.

The technical start date of the grant term aligns with the effective date of Budget Act of 2022 (Assembly Bill 178, Chapter 45, Statutes of 2022) that made appropriations for the 2022-2023 fiscal year.

12.Are there any requirements to participate in this grant program? Yes. Participating agencies must submit a final impact and expenditure report to the BSCC on how the funding was used and a description of the impact of the resources. The BSCC shall provide these reports to the Commission on Peace Officer Standards and Training (POST) and to any designated evaluation entities to assist in their efforts to develop statewide resources and practices related to officer wellness.

See #39 below for more information about reporting requirements.

Additional details about the reporting requirements, including links to the annual report template, the final impact report template, and a sample expenditure report, are also available on the BSCC website, on the Officer Wellness and Mental Health Grant program webpage: https://www.bscc.ca.gov/officer-wellness-and-mentalhealth-grant-program/. Scroll down to the Reporting Requirements section.

17.13 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

13.Is a formal grant agreement (Standard Agreement, form STD 213) required to be executed before funds can be spent?
No.

14.What is the process for making purchases?
Each grantee should refer to their respective city or county procurement policies and procedures and follow generally accepted accounting principles.

15.What is the last date the funds can be spent?
The last date the agency may spend grant funds is on December 01, 2025, the end of the grant period. It’s also the same date the final report is due. Funds may not be encumbered on this date for payment on a future date. Final checks or transactions must be issued on or before December 01, 2025.

16.Will additional grant funds be disbursed in future years? No. This is a one-time grant program. Disbursements are not anticipated in future fiscal years.

17.Are these the same funds as those being administered by POST? No. Although the BSCC is working with the Commission on Peace Officer Standards and Training (POST), funding for this grant program is concurrent with, but separate and distinct from wellness funding received and administered by POST.

Grantees are eligible to apply for additional support, guidance, and resources through POST, referred to as the POST Organizational Wellness and Resilience (POWR) program. See #37 below for more details.

Use of Funds

18.What can these funds be used for?
These funds are designed to improve officer wellness and expand mental health sources. Per the statute, the funding may be used for any of the following purposes:
• Establishing or expanding officer wellness units
• Establishing or expanding peer support units
• Services provided by a licensed mental health professional, counselor or other professional that works with law enforcement
• Expanding multiagency mutual aid programs focused on officer wellness and mental health
• Other programs and services that are evidence-based or have a successful track record of enhancing officer wellness

19.The criteria for the use of funds are very broad. Are there any other details that can be provided that give more specific information about these five areas?

17.14 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

The five allowable uses are broad in nature. This was by design so that each grantee could determine how to utilize the funds to best meet the needs of the peace officers within their respective agency.

20.Are officer wellness units and peer support units one in the same with different titles?
Officer wellness units are most often different from peer support units; however, one may be a subcomponent of the other. If that is the case, peer support units or programs would likely be a subcomponent of a comprehensive officer wellness unit.

21.Does the BSCC review the proposed expenditures before they are made to either approve or deny them?
No. The BSCC will provide guidance and technical assistance for grantees, but the BSCC will not approve specific expenditures. If an agency has questions or concerns about the types of expenses that may be applicable or allowable, we recommend consulting with your city attorney or county counsel to ensure funds are expended in accordance with applicable law(s).

22.What is the definition of “officer wellness”?
“Officer wellness” means the consideration of the physical, emotional, or mental condition or wellbeing of an officer. Officer wellness programs are services or programs that are intended to support or improve the physical, emotional, or mental condition or wellbeing of an officer.

23.Are there resources about programs and services that are evidence-based or that have a successful track record of enhancing officer wellness? Yes. Some resources are available on the BSCC website, on the Officer Wellness and Mental Health Grant program webpage: https://www.bscc.ca.gov/officerwellness-and-mental-health-grant-program/.

24.Can grant funds be used to support non-sworn department or agency staff? No. This grant is restricted to programs and services to support peace officers as defined by Penal Code (PC) section 830.1. (https://codes.findlaw.com/ca/penalcode/pen-sect-830-1/)

25.Does this grant just have to do with mental health?
No, this grant is applicable for officer wellness and/or peer support programs or services that deal with physical, emotional, and/or mental health.

26.Is this grant just for training?
No, but it may include training. See #27 below for more details.

27.Can grant funds be spent on training?
Yes. Training may be allowable if the training is for establishing or expanding officer wellness or peer support units or for expanding multiagency mutual aid programs focused on officer wellness and mental health. Training may also be allowable if it is

17.15 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

a direct program or services being provided to peace officers by a licensed mental health professional, counselor or other professional that works with law enforcement or if it is a direct program or service that is evidence-based or has a successful track record of enhancing officer wellness.

28.Can this funding be used for staffing costs?
Grant funds may be used for staffing costs for the purpose of establishing or expanding an officer wellness and/or a peer support unit, for expanding multiagency mutual aid programs focused on officer wellness and mental health, or for providing programs and services that are evidence-based or have a successful track record of enhancing officer wellness as long as supplanting does not occur. Grant funds should not be used to backfill for officers receiving services.

29.Does this grant allow us to purchase equipment for our Officer Wellness Program?
Yes, the purchase of equipment may be an allowable expense as long as it is for establishing or expanding officer wellness or peer support units or if it is for the provision of programs and services that are evidence-based or have a successful track record of enhancing officer wellness.

30.Can these funds be used to replace or add fitness equipment in the gym at our headquarters?
Yes, as long as the fitness equipment is to establish or expand an officer wellness unit or to provide a program or service that is accessible to peace officers defined in PC 830.1 and is evidence-based or has a successful track record of enhancing officer wellness.

31.Can grant funds be used for gym memberships, yoga classes, or wellness activities?
Yes, as long as the gym memberships, yoga classes, or wellness activities are evidence-based or have a successful track record of enhancing officer wellness.

32.Can these grant funds be used to supplant other funds? No, supplanting is strictly prohibited for all BSCC grant funds.

Supplanting is the deliberate reduction in the amount of federal, state, or local funds being appropriated to an existing program or activity because grant funds have been awarded for the same purposes. For additional information, refer to the BSCC Grant Administration Guide: https://www.bscc.ca.gov/wp-content/uploads/BSCC-GrantAdmin-Guide-July-2020-Final.pdf.

33.Can the grant funds be deposited into an interest-bearing account? Agencies are permitted to deposit the awarded Officer Wellness and Mental Health grant funds into an interest-bearing account so long as the account is secure, meaning there is no risk of losing any of the value.

17.16 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

The interest earned must either be used on officer wellness for the respective agency as specified in the grant criteria and/or it must be returned to the state at the conclusion of the grant period. It is important that the grants funds are used timely to meet the intended needs of the department and not be held for the purposes of earning interest. All grant funds, including interest earned, must be reported on the expenditure reports that are due at the end of each calendar year of the grant period – by December 1st of 2023, 2024, and 2025.

34.What happens if our agency has not used all the grant funds by the conclusion of the grant, by December 1, 2025?
Any remaining funds at the conclusion of the grant must be returned to the BSCC by 12/31/25. Those unspent funds will then be returned to the state’s general fund.

35.We don’t have an officer wellness unit or program. Are there any resources that would be helpful as we look to establish or expand an officer wellness program?
To get you started, a few resources are available on the BSCC website, on the Officer Wellness and Mental Health Grant program webpage:
https://www.bscc.ca.gov/officer-wellness-and-mental-health-grant-program/.

36.Where can we go to get guidance on establishing a wellness program specifically for peace officers?
The POST/University of California, San Diego (UCSD) POWR program team is available to provide guidance and programming to support to agencies that receive funding from the BSCC for the Officer Wellness and Mental Health grant. If interested, POST encourages you to email them for more information:

[email protected]. Also, see #23 above for more resources.

POST Resources

37.Does POST have any resources for officer wellness?
Yes. The Commission on Peace Officer Standards and Training (POST) also received funding for officer wellness, which is being implemented concurrent with, but distinct from, the Officer Wellness and Mental Health grant. Grantees are eligible to apply for additional guidance, support, and resources through POST, referred to as the POST Organizational Wellness and Resilience (POWR) Program.

Agencies will not receive any monetary disbursements from the POWR Program.

POWR is designed to provide resources and services to agencies looking to create a wellness program or enhance their current offerings.

Agencies interested in applying for the POWR Program can access the application form on the POST website: https://post.ca.gov/POST-Organizational-Wellness-andResilience-Program-Application. POWR Program funding is to be used for

17.17 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

innovative approaches to officer wellness programming and partnerships with subject matter experts and relevant community-based organizations. This funding shall be disbursed pursuant to the following:
• Optimize the physical, emotional, and mental health of law enforcement professionals
• Emphasize the intersection of officer wellness, procedural justice, and community relations
• Evaluate outcomes based on a framework which includes qualitative, quantitative, or biometric measurements
To obtain more information from POST regarding the POWR program, please direct your inquiries to:

Michael Dalisay
Email: [email protected]
Phone: (916) 227-7357

38.What type of training courses does POST offer for officer wellness? POST offers a variety of training courses for law enforcement professionals.

Available training courses are listed on the POST Organizational Wellness and Resilience webpage: https://post.ca.gov/Wellness. Available courses can also be found in the POST course catalog: https://catalog.post.ca.gov/Default.aspx.

Reporting Requirements

39.If my agency receives these funds, what are our reporting responsibilities? Grant recipients are required to submit annual reports and a final report.

Webinar: The BSCC will host an informational webinar to provide detailed instructions on the reporting requirements for this grant.

Date: Wednesday, 04/26/23
Time: 10:00 AM – 12:00 PM
Meeting Link (Zoom):
https://us02web.zoom.us/j/83919813951?pwd=eWRZSXVEWS9NSzQrVUNL ZzRXUlhtdz09
All grantees should plan to have at least one individual in attendance who is responsible for the implementation and reporting requirements of this grant.

The webinar will be recorded and posted to the BSCC’s Officer Wellness webpage.

Annual Reports: Recipients of the funds will submit a brief, annual report. Annual reports are due by December 1st of each calendar year – December 01, 2023, and December 01, 2024. The last annual report will be the final report due December 01, 2025.

17.18 Officer Wellness and Mental Health Grant Program
Frequently Asked Questions (FAQs)
Updated: 04/24/23

Final Report: By December 01, 2025, recipients will submit a final impact and expenditure report describing how the funding was used and the impact of the resources on the officers who received the services and/or benefits from the grant funding.

Individuals Responsible for Implementation and Reporting Requirements: By February 28, 2023, please send an email to [email protected] with the contact information of the individual(s) within your agency who will be responsible for implementation and reporting requirements for this grant, so they can be included on the email list for upcoming webinars and reminders related to the Officer Wellness and Mental Health Grant.

Additional details about the reporting requirements are available on the BSCC website, on the Officer Wellness and Mental Health Grant program webpage:
https://www.bscc.ca.gov/officer-wellness-and-mental-health-grant-program/. Scroll down to the Reporting Requirements section.

40.Who will be notified about how the agencies spent their grant funds? The information received from the grantees will be provided to the Commission on Peace Officer Standards and Training (POST) and to any designated evaluation entities to assist in their efforts to develop statewide resources and practices related to officer wellness.

Retention of Records

41.What records must be retained for the grant expenditures? For how long? Maintain records and documentation that support all expenditures in accordance with your agency’s document retention policy, but no less than for the duration of the grant period plus three years.

Questions or Technical Assistance

42.Who do I contact if I have questions or require technical assistance related to the Officer Wellness and Mental Health grant?
Please email the [email protected] with your questions or assistance needs and a BSCC staff member will respond to assist you.

17.19 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Planning and Community Development
SUBJECT: Regional Early Action Planning (REAP) 2.0 Local Funding Grant Application (PL)
RECOMMENDATION: Resolution authorizing staff to apply for REAP 2.0 grant funding to advance the development of the Downtown Library and Affordable Housing project.

BACKGROUND: The adopted FY 2022 California Budget established a second Regional Early Action Planning grant program (REAP 2.0). The City previously received a REAP 1.0 grant to help fund the Downtown Plan Expansion planning efforts. The REAP 2.0 grant has three key objectives: 1) accelerate infill development that facilitates housing supply, choice, and affordability; 2) affirmatively further fair housing (AFFH); and 3) reduce vehicle miles traveled (VMT). REAP 2.0 is administered by the California Department of Housing and Community Development (HCD), and the funding is then managed at the regional level by the Association of Monterey Bay Area Governments (AMBAG).

Two types of REAP 2.0 grants are available: local, non-competitive funding based on jurisdiction size ($180,000 for the City of Santa Cruz) and regional, competitive funding ($6 million total available with a minimum project award of $500,000). This item is for the local non-competitive funding, while the following Council agenda of August 22, 2023, will include a proposed resolution to support a regional competitive funding application. Applications for the local, non-competitive funding are due on August 15, 2023, and applications for the regional, competitive funding application are due on August 31, 2023.

The Downtown Library and Affordable Housing Project received approval by City Council on Tuesday, March 14, 2023, and is in the process of seeking additional grant funding to advance the construction of the project. Several larger funding applications were submitted to HCD related to this project. Staff proposes to apply the REAP 2.0 non-competitive grant funding of $180,000 to pre-development architecture and engineering tasks needed as part of the project.

DISCUSSION: Funding architecture and engineering tasks associated with the Downtown Library and Affordable Housing Project, as well as helping fund property acquisition (the Toadal Fitness site at 113 Lincoln Street) meets the three objectives to qualify for REAP 2.0 funding.

First, the funding accelerates infill development that facilitates housing supply, choice, and affordability, because this funding helps advance the construction of the project which is infill development that includes 124 deed-restricted affordable units. Second, the project affirmatively furthers fair housing because the housing component of the project is 100% affordable, and all

18.1 124 units will be deed restricted as affordable to low incomes in perpetuity. The grant funding helps achieve a completed project that will foster an inclusive community, provide more housing choice, and provide low-income households with improved access to opportunities like employment, high-quality transit, and services to meet daily needs.

Finally, the project meets the criteria of reducing VMT. The project is located only one block from the new METRO transit center, so more people living near the transit center or using transit to access the library is a significant way to reduce VMT. The REAP 2.0 grant could also specifically fund engineering and design activities related to the project’s Traffic Mitigation Program. This would include hiring traffic and parking engineers to design the new bicycle facilities associated with the project which would further reduce VMT.

Following the application for the REAP 2.0 grant funding, AMBAG will approve applications and awards by November 2023. Grant agreements must be executed by February 2024, and the deadline to encumber REAP 2.0 funds is March 1, 2024. All REAP 2.0 funded projects and activities must be completed by March 31, 2026. This grant would fund the outlined property acquisition and predevelopment activities of the Downtown Library and Affordable Housing Project and is not tied to the overall completion of the project itself. Staff anticipates completing the REAP 2.0 funded tasks by mid-2025.

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. REAP 2.0 grant funding of predevelopment engineering activities for the Downtown Library and Affordable Housing Project supports all three pillars. Receiving this grant funding will help actualize a transformative downtown project that includes a new, more accessible library, as well as 124 units of affordable housing. The project will also affirmatively further fair housing and reduce VMT. Combined, this project will achieve the HiAP’s health, equity, and sustainability goals.

ENVIRONMENTAL REVIEW: As part of its approval by Council, the Downtown Library and Affordable Housing Project was deemed eligible for a categorical infill exemption (Section 15332 of the CEQA Guidelines) and a statutory exemption (Public Resources Code 21083.3 / CEQA Guidelines Section 15183). No further environmental documentation is needed for the acquisition and predevelopment activities that would be funded by the REAP 2.0 grant because those activities fall under the previously approved project and its environmental documentation FISCAL IMPACT: The REAP 2.0 grant will provide funding in the amount of $180,000 to advance the construction of the Downtown Library and Affordable Housing Project. Over time, housing generally has a negative fiscal impact for the City, as the cost of providing services tends to exceed the property tax and sales tax increases resulting from the new construction and resident spending. Increased project density reduces the possible negative fiscal impact of residential development due to economies of scale. The central location of this development, where services are already provided to existing residents and businesses, also makes this a relatively more cost-effective location for service provision to residents. The library portion of the project, once built, will be an anchor for the downtown, generating additional foot traffic to downtown businesses, thereby contributing to increased sales tax revenue to the City. The project developer is required to pay City application fees to cover staff time in processing applications and conducting inspections, and impact fees will be paid to help offset the costs of

18.2 planned improvements associated with various City service areas, such as parks and transportation.

Prepared By:

Matt VanHua
Principal Planner
Submitted By:

Lee Butler
Director of Planning and
Community Development
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

18.3 RESOLUTION NO. NS-30,

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ

AUTHORIZING APPLICATION FOR, AND RECEIPT OF, REGIONAL EARLY ACTION PLANNING 2.0 GRANT PROGRAM FUNDS TO SUPPORT THE ADVANCEMENT OF

THE DOWNTOWN LIBRARY AND AFFORDABLE HOUSING DEVELOPMENT

PROJECT
WHEREAS, the State of California 2021-2022 budget allocated $600 million for all regions, cities, and counties prioritizing planning activities that accelerate housing production, support Affirmatively Furthering Fair Housing, and reducing vehicle miles traveled to meet identified needs of every community; and
WHEREAS, pursuant to Health and Safety Code 50515 et. Seq, the State of California Department of Housing and Community Development (HCD) is authorized to issue a Notice of Funding Availability (NOFA) as part of a Grants Program; and WHEREAS, the California Department of Housing and Community Development (Department) released a Notice of Funding Availability (NOFA) on July 26, 2022, in the approximate amount of $510,000,000 for the 2021 Regional Early Action Planning Grant Program (REAP 2.0); and
WHEREAS, funding will be allocated to the Association of Monterey Bay Area Governments (AMBAG) and sub-allocated to eligible local agencies; WHEREAS, the City of Santa Cruz is a qualifying local agency and eligible for up to $180,000 in non-competitive funding through the REAP 2.0 grant; and WHEREAS, the City Council of the City of Santa Cruz desires to submit a REAP 2.0 non-competitive grant application package (“Application”) to AMBAG for approval of grant funding for property acquisition and pre-development architecture and engineering activities to advance the Downtown Library and Affordable Housing development project, thereby accelerating the production of affordable housing, supporting Affirmatively Furthering Fair Housing objectives, and reducing vehicle miles traveled; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz (“Applicant”) as follows:

SECTION 1. The City Manager or his designee is hereby authorized and directed to apply for and submit to AMBAG the Application package;
SECTION 2. In connection with the REAP 2.0 grant, if the Application is approved by AMBAG, the City Manager or his designee is authorized to submit the Application, enter into, execute, and deliver on behalf of the Applicant, an agreement for the amount up to $180,000, and any and all other documents required or deemed necessary or appropriate to evidence and secure the REAP

2.0 grant, the Applicant’s obligations related thereto, and all amendments thereto; and

18.4 SECTION 3. The Applicant shall be subject to the terms and conditions as specified in the NOFA, and the Standard Agreement provided by AMBAG after approval. The Application and any and all accompanying documents are incorporated in full as part of the Standard Agreement.

Any and all activities funded, information provided, and timelines represented in the Application will be enforceable through the fully executed Standard Agreement. Pursuant to the NOFA and in conjunction with the terms of the Standard Agreement, the Applicant hereby agrees to use the funds for eligible uses and allowable expenditures in the manner presented and specifically identified in the approved application.

PASSED AND ADOPTED this 8th day of August, 2023 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: __________________________
Fred Keeley, Mayor
ATTEST: ___________________________
Bonnie Bush, City Clerk Administrator

18.5 City Council

AGENDA REPORT
DATE: 07/19/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Public Works
SUBJECT: San Lorenzo River Vegetation Management for Flood Control Project (m409505) (PW)
RECOMMENDATION: Motion to authorize the issuance of a Request for Proposals for the San Lorenzo River Vegetation Management for Flood Control Project (m409505). The City Manager is hereby authorized and directed to execute an agreement in a form approved by the City Attorney. The Public Works Director is authorized to execute contract amendments within the approve project budget.

BACKGROUND: The San Lorenzo River Vegetation Management for Flood Control Project (m409505) is required as outlined in the San Lorenzo Urban River Plan (SLURP) and by the US Army Corps of Engineers (USACE) Operations, Maintenance, Repair, Replacement and Rehabilitation (OMRR&R) manual. The City of Santa Cruz (City) is required to regularly maintain vegetation on the inboard (water) and outboard (land) side of the San Lorenzo River levee (levee). The annual vegetation maintenance satisfies the requirements outlined in the SLURP and to maintain flood capacity as required by the USACE.

Each year, vegetation management must be conducted primarily within the riverine reach (Tannery/Highway 1 to Water Street bridges), with additional work in the transitional reach (Water Street to Laurel Street bridges) and estuarine reach (the east bank of Laurel Street to the Riverside Avenue bridge). Vegetation work takes approximately four weeks and begins after the nesting bird season is over. The City’s California Department of Fish and Wildlife (CDFW) amended permit allows vegetation maintenance to occur between September 1 and October 15 to decrease project impacts to nesting and breeding birds. The USACE requires that the vegetation maintenance be completed prior to winter flood flows.

USACE's Engineering Pamphlet (EP), EP 1110-2-18, "Guidelines for Landscape Planting and Vegetation Management at Levees, Floodwalls, Embankment Dams, and Appurtenant Structures", outlines the requirements for managing vegetation on levees. This EP outlines the requirements to ensure that landscape planting and vegetation management provide aesthetic and environmental benefits without compromising the reliability of flood control facilities.

Since July 2020, the City has been pursuing Federal Emergency Management Agency (FEMA) Certification of the San Lorenzo River levee. Demonstrating compliance with USACE OMRR&R vegetation management requirements on an annual and ongoing basis throughout the certification period is required. Historically, the outboard side of the levee has been considered a

19.1 park and, as such, has been maintained by the Parks and Recreation Department. As Public Works has taken responsibility for both inboard and outboard sides of the levee for the purpose of the FEMA accreditation efforts in spring 2023, it is most practical to combine the inboard and outboard vegetation management in the Public Works annual flood control project.

DISCUSSION: Staff recommends a Request for Proposal (RFP) procurement method, as opposed to a low bid process to select a contractor. An RFP process will allow staff to award the project to a contractor that 1) meets all the required criteria and 2) demonstrates an understanding of how to execute the project in a environmentally sensitive and responsible manner to preserve as much of the current vegetation for habitat and community value. Staff have met with community members and stakeholders several times and responded to all correspondences related to the FEMA accreditation projects between December 2022 and July 2023.

In response to community input, staff have incorporated several extra requirements which exceed the CDFW amended permit including:

1. Mandate use of hand tools only in in particularly sensitive areas,

2. Require a licensed arborist to inspect the contractor’s work, and

3. Make a desirable qualification for contractors to possesses a Certified Ecological Restoration Practitioner (CERP) and/or Certified Natural Resources Professional (CNRP) to be considered during the RFP scoring process.

Additionally, staff are researching options for ecological consulting and habitat restoration for levee projects.

Staff brought the draft RFP to the June 26, 2023 Transportation and Public Works Commission (TPWC). After receiving community feedback on this item, TPWC recommended this project to Council with the additional request that staff update the previously issued frequently asked questions (FAQ) document published online. The updated FAQ document was released on July 7, 2023. Staff have also created a webpage to ensure community members can easily access project documentation and applicable reference materials.

The project webpage can be found here: https://www.cityofsantacruz.com/government/citydepartments/public-works/engineering/public-works-projects/san-lorenzo-river-levee-projects The updated FAQ document can be found here:
https://www.cityofsantacruz.com/home/showpublisheddocument/94663 The RFP can be found online at: www.cityofsantacruz.com/publicworksprojects The routine vegetation management project, which supports the City’s FEMA accreditation, is estimated to be up to $350,000 annually.

FISCAL IMPACT: There are sufficient FY 2024 funds in projects San Lorenzo River System Maintenance (m409505) and FEMA Levee Certification (c402112) (Fund 752 Stormwater Overlay). The City Council approved $160,000 from the General Fund for fall 2023 project efforts. After the project is completed in FY 2024, the City will need to increase revenue sources

19.2 to fully fund vegetation maintenance and rodent mitigation on the inboard and outboard side of the levee.

Prepared By:

Filipina Warren
Public Works Operations
Manager
Submitted By:

Nathan Nguyen
Public Works Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

19.3 1
Rosemary Balsley
From: Bonnie Bush
Sent: Thursday, August 03, 2023 3:14 PM
To: City Council
Subject: FW: Sierra Club comment letter on Levee Project and RFP Attachments: Sierra Club letter re SLR Levee Project.pdf

Bonnie Bush
City Clerk
City of Santa Cruz
809 Center St., Room 8, Santa Cruz, CA 95060
Phone: 831-420-5035
Email:
[email protected] Web: www.cityofsantacruz.com
Public Records Requests may be submitted online via the Public Records Request form, by email, or by hard copy form available at the City Clerk’s Office located at 809 Center Street, Room 9, Santa Cruz, CA 95060.

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

From: Nathan Nguyen
Sent: Thursday, August 3, 2023 2:52 PM
To: Michael Guth <[email protected]>
Cc: Christina Alberti <[email protected]>; Filipina Warren <[email protected]>; Fred Keeley <[email protected]>; [email protected]; Erika Smart <[email protected]>; Matt Huffaker <[email protected]>; Tony Elliot <[email protected]> Subject: RE: Sierra Club comment letter on Levee Project and RFP

Dear Sierra Club, Santa Cruz Group of the Ventana Chapter:

Thank you for sharing correspondence regarding the San Lorenzo River Levee Burrow Rodent Population Management and Vegetation Management, dated July 31, 2023. We have reviewed your requests for both projects and value your comments regarding the maintenance work required by the City of Santa Cruz, as the levee maintaining agency. The annual San Lorenzo River Levee Vegetation Management for Flood Control project draft Request for Proposal (RFP) is currently published online and includes a detailed list of project specifications. Section 4 of the RFP explains the preliminary scope of services, which includes project objectives, minimum qualifications, scope of work (vegetation prescriptions within each levee zone), and additional project requirements. City staff plans to utilize a RFP format to advertise for the upcoming vegetation management for flood control and future projects. This will allow the City to select qualified and conscientious contractors and allows City staff to give desirable qualifications such as CERP/CNRP licenses weight in the selection process.

The City has been encouraging mowable, native, non-woody seed mixes for any areas disturbed by maintenance since December 2022. This aligns with USACE guidelines for vegetation maintenance. USACE EPEP 1110-2-18 outlines the requirements for managing vegetation on levees and ensures that landscape planting and vegetation management provide

19.4 2
aesthetic and environmental benefits without compromising the reliability of flood control facilities. The City has collaborated with Coastal Watershed Council on this change in programming and this requirement will be incorporated in all City-run projects or any/all future MOU contracts with levee community stakeholders. The Public Works Department must approve all seed mixes ahead of “planting.”
Regarding the burrowing rodent mitigation projects (both current and future), the Burrowing Rodent Mitigation Project (BRMP) is being analyzed extensively after the City’s first grouting project has recently been completed. The City has gained valuable experience this year. In the future, burrowing rodent management will include routine fumigation, installation of bird boxes, and a more precise system for filling burrows. Public Works will likely coordinate this work every two years, with ongoing inspections and maintenance performed, as needed. Staff is coordinating additional cleanup of grout debris removal, well before the rainy season, and will be performed with special care to protect the existing vegetation in place.

Public Works staff has developed a few resources to help share information and updates regarding all San Lorenzo River Levee projects:
 San Lorenzo River Levee Projects FAQ
 San Lorenzo River Levee Projects & Resources
 San Lorenzo River Projects Update (BRMP & VMP) Video
Kind regards,

Nathan N. Nguyen, P.E.

Director of Public Works
City of Santa Cruz | Public Works Department
809 Center St., Room 201, Santa Cruz, CA 95060
Phone: 831-420-5188
Email: [email protected]
Web: www.cityofsantacruz.com

-----Original Message-----
From: Michael Guth <[email protected]>
Sent: Monday, July 31, 2023 9:46 PM
To: Nathan Nguyen <[email protected]>
Cc: Christina Alberti <[email protected]>; Filipina Warren <[email protected]>; Fred Keeley <[email protected]>; [email protected] Subject: Sierra Club comment letter on Levee Project and RFP

Dear Nathan,

Please see the attached letter from the Sierra Club regarding the San Lorenzo River Vegetation Management RFP, expected to be heard at the August 8th City Council meeting. Our letter includes recommendations for you and your department and requests with regard to the RFP, which we hope to see included in the RFP.

Although we are sending this letter to you now, we do also request that it be included in the agenda package for this item at the City Council meeting.

Please do confirm receipt.

Thank you!

Mike Guth

19.5 3
--
Yours Sincerely,
Michael A. Guth
Attorney at Law
(831) 462-8270

19.6 SANTA CRUZ COUNTY
GROUP
Of The Ventana Chapter
P.O. Box 604, Santa Cruz, CA 95061
https://www.sierraclub.org/ventana/santacruz
email: [email protected]
City of Santa Cruz Public Works Department July 31, 2023 Nathan Nguyen, Director
809 Center Street, Room 201
Santa Cruz, California 95060
[email protected]
Re: San Lorenzo River Levee Burrow Rodent Population Management and Vegetation Management
Dear Director Nguyen,
Members of the Sierra Club’s Conservation Committee recently conducted several site visits to the full length of the lower reaches of the San Lorenzo River levee to better understand and assess the work done to manage the burrowing rodent population and repair the rodent damage by grouting. Members also inspected the results of the Vegetation Management work. We read the available documents on both projects and spoke with members of the stakeholder groups involved with river restoration and care.

The Sierra Club recognizes the importance of protecting the levees. The Club is also aware of the process underway for the city to obtain certification to meet FEMA criteria as well as the evaluation conducted by MBK Engineers towards this goal.

Regarding the two main levee projects, the Sierra Club offers these observations and recommendations:

VEGETATION MANAGEMENT
● The upcoming RFP (m409505/PW 2333) for annual vegetation management work, approved by the Transportation and Public Works Commission on 6/26/2023 is slated to appear before city council for discussion and approval in August, with work beginning September 1. We recognize that the city of Santa Cruz has undertaken this work with guidelines and restrictions as required by the US Army Corps of Engineers (USACE); however, as our recent visits to the riverine area show, there is currently a fairly dense

19.7 corridor of remaining vegetation, both native and volunteer, below the 20- foot cleared inboard bank.
● The RFP specifies that a survey for nesting birds shall be conducted by a qualified biologist no more than 3 days before starting work. However, no specifications are given for similar oversight of vegetation removal by a qualified botanist or for any training given to contractor personnel, though flagging of native plants is included. During the previous clearing and grouting, some native plantings which had been flagged were mistakenly noted as rodent burrows and removed, due to confusion in flag colors. Several non- native invasive plants were not removed, such as broom and castor bean. Had work crews received more complete training these errors might have been avoided. We ask that greater oversight and training be standard practice in future vegetation management and clearing. That plus better coordination with existing river stakeholder groups will help prevent future errors.
● We note that 2-6 of the USACE Engineering Pamphlet 1110-2-18 states the”...use of suitable vegetation, such as shrub forms of Salix (willow), riverward of the vegetationfree zone, is encouraged as an environmentally beneficial means to moderate the erosive potential of water currents and wave action.” With this in mind, we ask that the City retain or allow for regrowth of as much suitable woody vegetation as possible. ● We also ask that the City work with stakeholder groups to ensure that replacement plantings in the vegetation-free zone include mowable, native, non-woody seed mixes of both annual and perennial species to restore as much biodiverse habitat as is feasible. • Zones in the levee area are of necessity both constructed and managed, but nonetheless contain scarce and valuable urban habitat for wildlife, add biodiversity, and provide beneficial semi-natural areas for residents and visitors to enjoy. • The Sierra Club requests that these aspects of the river be given increased consideration in future vegetation management work, and that the upcoming RFP be amended to afford them greater attention.

RODENT CONTROL
We observed problems with the work done by the contractor to fill the rodent burrows with grout. There was much spilled grout on the levee including large quantities of grout broken into small pieces scattered over a wide area; non-rodent holes were filled with grout; other rodent holes left unfilled. The images at the end of this email document the problems. You now are no doubt aware of the poor job done by the contractor since by mid-day Tuesday (7/25/23) most of the discarded pieces of grout had been collected and removed. We trust that next year a different, more skilled contractor will be hired.

Perhaps a more suitable material than grout can be evaluated? If the Public Works Department would like the Sierras Club’s support in making a case for such changes before the City Council, don’t hesitate to contact us.

19.8 Thank you for your consideration of these observations, recommendations, and requests. We would appreciate a response to this letter. We also look forward to working cooperatively with the City of Santa Cruz Public Works Department personnel in our mutual goal of managing and protecting all the varied aspects of the lower reaches of the San Lorenzo River.

Yours Sincerely,
Kristen Sandel, Conservation Committee Chair
Michael Guth, Executive Committee Chair
Santa Cruz Group of the Ventana Chapter of the Sierra Club Cc:
[email protected]
[email protected]
[email protected]
[email protected]

19.9 Unfilled rodent tunnels seen near the Mike Fox Park

19.10 Grout covering non-rodent depressions as well as rodent tunnels Excessive grout debris spread during application

19.11 1
Rosemary Balsley
From: Jeb Bishop <[email protected]>
Sent: Thursday, August 03, 2023 4:11 PM
To: City Council
Subject: nature-based solutions for San Lorenzo River levee Attachments: POR Requests 20230803.pdf
To the Santa Cruz City Council,
I urge you to incorporate nature‐based solutions in ensuring the integrity of the San Lorenzo River levee.  Make environmental input a key part of the decision making.  Make the river levee an ecologically healthy asset to our community.  Do NOT repeat acts like cementing of native plants or cutting native manzanita!  The manzanita was an example of an effective nature‐based solution to the ground squirrel problem.

Please see details in the attached, which I support.

Thanks,
Jeb Bishop
319 Brook Ave
Santa Cruz CA 95062

19.12 Requests from Protect our River
regarding
Future Flood Control Policy
The following five requests are the priority requests of the Protect Our River group. They emphasize increased attention to protecting the City’s natural environment based on Nature-based Solutions, improved communication between the community and the City, and increased equity in our relationship with non-English speaking employees of the City.

1. The City will incorporate into its statement of goals the commitment to move rapidly towards Nature-based Solutions in all its projects.

BackgroundThe Congress in 2022 passed legislation which directs agencies like USACE and FEMA to update their flood control guidelines accordingly. As a result, “The Federal Emergency Management Agency is revising its floodplain management requirements to require consideration of nature-based solutions as alternative to all projects that have the potential to affect floodplains or wetlands.” https:// www.whitehouse.gov/briefing-room/statements-releases/2022/11/08/fact-sheetbiden-harris-administration-announces-roadmap-for-nature-based-solutions-to-fightclimate-change-strengthen-communities-and-support-local-economies/

2. The City will require that the Transportation and Public Works Department (TPWD) meet with local environmental advocates and groups in the early stages of the development of all new projects in order to assure that projects seek alignment with Nature-based solutions. (CEQA requires evidence that all environmentally friendly alternatives have been explored before making any decision that has a negative environmental impact. This process would help meet that criteria.) Apart from project specific meetings, the TPWD will also meet at least twice a year, as a group, with members of the Amah Mutsun, the California Native Plan Society, the Santa Cruz Bird Club, Groundswell, and other independent environmental groups that do not depend on City funding for their operations. Individual meetings with representatives of these groups would be in addition to this requirement.

3. The City will seek funding for an in-house environmental specialist to work closely with City staff to evaluate all City projects in terms of its alignment with nature-based solutions.

19.13 4. The City will establish an easily accessible website for community members to monitor all projects that are in the process of meeting with the Environmental Specialist so that the City Council, City Commissioners and the broader community can keep abreast of current developments in City practice regarding the climate crisis and the protection of our natural resources. The Environmental Specialist will cultivate close relationships with independent environmental groups to draw on their knowledge of local conditions and to keep them informed of developments within City government related to environmental protection.

5. Regarding the specifics of the RFP: We suggest the following changes:
• The TPWD will seriously evaluate the feasibility of obtaining an electronic image of the inside of the levee to determine the extent of ground squirrel tunneling, thus establishing a basis for a more informed decision about the necessity of vegetation removal and cementing of ground squirrel tunnels.
• The TPWD will consult with a specialist on ground squirrel behavior to determine when, how, and where ground squirrels build tunnels.

They will explore the relationship between ground squirrel tunnels and the unique hydrology of the San Lorenzo River, which rises and subsides quickly, lessening the penetration of water into the earthen levee and into possible seepage pathways.
• The TPWD will consult with a chemist or other specialist to determine possible toxic consequences of using grout on the squirrel tunnels.
• The TPWD will provide a translator for all trainings of workers on the levee.
• The TPWD will develop a short, reader-friendly Streambed Alterations Agreement, highlighting the key information with clear do!s and don!ts.

This will also be translated.
• The TPWD will use a graded system of bid evaluation not already in place.
• Mitigation of habitat loss due to vegetation management and rodent control will be enacted and factored into the cost of a project.

19.14 • The TPWD will work cooperatively with concerned local environmentalists and welcome and support and their assistance in monitoring worker compliance with regulatory specifications. • Former vegetation management specifications on the inboard slope will be continued unless in direct contradiction with new FEMA regulations.

Protect Our River
Barbara Riverwoman, chair
[email protected]
831 454-0252

19.15 1
Rosemary Balsley
From: Dana Bagshaw <[email protected]>
Sent: Thursday, August 03, 2023 6:06 PM
To: City Council
Subject: Levee vegetation and ground squirrel control
Please review for unintended consequences and modify the measures taken on the levee this past year . Using concrete should be avoided and as well as over removal of vegetation as neither action is good for habitats and the environment.

Thank you,
Dana Bagshaw

19.16 1
Rosemary Balsley
From: Jane Mio <[email protected]>
Sent: Friday, August 04, 2023 2:57 PM
To: City Council
Subject: 8/8 City Council Agenda item # 19
Attachments: 8823 City C. RFP.pdf
Dear City Council,
Thank you the opportunity to submit my comments & inputs to you.

Kind collaboration regards,
jane mio

19.17 Dear Major Keeley and City Council Members,
Thank you for the welcome opportunity to submit my agenda item # 19 comments/inputs to you.

The Request For Proposal(RFP) outlines a new roadmap for the annual Flood Control Work, which folds in the Public Works FEMA Accreditation Vegetation Management Plan.

The Flood Control Work is carried out according to the requirements of the San Lorenzo Urban River Plan and the State CDFW 8/6/19 amended 'Lake or/and Streambed Alteration Agreement' permit.

The federal FEMA Accreditation Vegetation Management Plan receives its directives from the USACE's Engineering Pamphlet (EP) 1110-2-18.

Worth noting: USACE received a 2014 Congress directive for environment friendly updates & the White House released 10/2022 Nature-Based Solutions(NBS) Resource Guide, resulting in the State already integrating NBS as demonstrated in 8/8 Council agenda item #12 that requests a Grant for NBS studies. https://www.whitehouse.gov/wp-content/uploads/2022/11/ Nature-Based-Solutions-Resource-Guide-2022.pdf
The tight timeline of the FEMA Accreditation process for the Vegetation Management/Rodent Control Project(VMRCP) required rushed worked, which didn't allow for FEMA/USACE staff conversation to explore, integrate the USACE Nature-Based Solutions, Engineering With Nature to achieve vegetation mitigations &/or moderations according to the EP 110-2-18 1-3 Environmental Quality and Aesthetics section*.

Considering the VMRCP time pressure, the assigned Public Works(PW) staff did their very best to respond to the various Public & stakeholders environment concerns & inputs. Thanks to this collaboration the PW staff strengthened the VMRCP's environmental approach.

It is highly advisable to remove the obstacles from the RFP that the VMRCP encountered, which will save the City staff time, money & prevented contractors' environment damages.

For this purpose I offer these inputs:

Include a qualified ecologist in the RFP Evaluation Committee to oversee/supervise the RFP's Proposers selection/ hiring, surveyed their work with qualified expertise & quickly responded to any inappropriate work execution.

The proposed RFP is also facing a tight timeline, because the RFP Bid 5 yr. award date will be very close to the timeframe of the permitted 9/1/23-10/15/23 Flood Control Work. This might narrow the availability field for qualified Proposers, who tend to be booked out for months.

A qualified ecologist will safeguard & support the RFP 's well intended goal to achieve an environmentally sensitive and responsible Project outcome. 19.18 The RFP's & USACE goal will be furthered with Proposers' #3 Qualification revision:

Make a required desirable qualification for contractors to possesses a Certified Ecological Restoration Practitioner (CERP) and/or Certified Natural Resources Professional (CNRP) to be considered during the RFP scoring process.

Reason being:
~ The # 19 agenda Summary report & the RFP document No. 2333 (4.2 Minimum Qualifications) state
'Proposer shall have on staff or retain an ISA Certified Arborist to supervise all work conducted involving trees and shrubs.'
This doesn't guarantee that an ISA Certified Arborist has qualified knowledge of habitats nor invasive/native plants as learned during the VMRCP since their expertise is addressing trees & shrubs.

Revising the Summary report's extra #3 requirement will eliminate a questionable result for the 1.3 USACE directive" Environmental quality and aesthetics are of special concern..." & RFP' goal "to execute the project in a environmentally sensitive and responsible manner to preserve as much of the current vegetation for habitat and community value." My additional questions/inputs pertain to RFP document No. 2333 Section 1 GENERAL INFORMATION FOR PROPOSERS
Rephrasing these 2 sentences will reduce contradiction/confusion:

1.2 Summary of Scope of Work~
All applicants must provide thorough and comprehensive responses that clearly demonstrate their team’s approach to and consistency with the below-mentioned standards.

The successful Proposer will provide the a brief statement of services, as detailed further in Section 4 Preliminary Scope of Services.

1.8 Definitions
Does the City's Evaluation Committee include qualified ecologist, who expertly evaluates the Proposer's environment expertise?
d) “Key Staff”, if required, means the employees of the Contractor or subcontractor(s) that will provide project leadership or expertise in lead technical services and are considered essential to the success of the Project.

19.19 2.6 Proposal Format
Would the RFP's intention be served effective & productive by equating cost & quality work equally?
• Submittal 2 Response to RFP Questionnaire: Answers should be complete and in the order presented. Make your proposal as short as possible and do not include generic marketing materials.

Submittal 3 Cost Proposal Provide a comprehensive cost proposal. • 2.11 Cost Proposal /Phase 1 Proposal Evaluation Criteria Does it stand to reason that a highly qualified, expert & experienced Firm trains their teams, crews accordingly, which warrants a higher score than 10%?

4.2 Minimum Qualifications
Would these additions strengthen the RFP's sought for/aspired Qualifications? "Have qualified experience with habitat-sensitive areas, working with native vegetation as well as non-native, invasive species, and knowledge of current environment local, state, and federal standards guidelines, including the CDFW permitting regulations."

4.4 Additional Project Requirements

1. Biologist Training
~ It would be very informative for the stakeholders & Public to have access to the Biologist's contract specifications & reports to gain understanding what the Biologist's Scope of Work entails & achieved.

This measure is well detailed under # 21.
"Prior to conducting any project activities, a qualified biologist shall conduct a survey for nesting birds no more than 3 days prior to starting work."
Worth noting: The Flood Control covers 20 miles, addresses various river habitats over an extended amount of time.

Therefore it is highly advisable that the qualified biologist's contract specifies that the bird survey is conducted 3 days prior to work of each specified RFP Flood Control sections thus avoiding nesting disturbance of birds, whose breeding cycle extends beyond Sept. 1.

This will assure that the CDFW permit requirements are carried out according to the Streambed Alteration Agreement measures & avoid a repeat of the inadequate FEMA Accreditation bird surveys.

19.20 10. Protection of Existing Improvements Existing facilities, utilities, and property shall be protected from damage resulting from the Contractor’s operations.

It will greatly benefit the City & the river environment to include this RFP requirement thus eliminate repeat of previous damage & erosion due to heavy contractor equipment:

Avoid & reduce usage of heavy equipment on the levee banks.

21. Nesting Birds
This section describes the detailed requirements for the nest survey clearly & effectively, which might make the 1. Biologist Training redundant/obsolete.

22. Flagging of Native Plants
It is of essence that the RFP specifies what Qualifications the City requires for carrying out CDFW permit Measure 2.68.
"In accordance with the CDFW permit Measure 2.68, the City will flag native plants to ensure that native plants are note removed during vegetation removal activities. " As a long time San Lorenzo River advocate I offer my sincere Thank You for your time to consider my comments & inputs.
jane mio ~ Santa Cruz Resident
831-429-1461
* 1-3. Environmental Quality and Aesthetics. Environmental quality and aesthetics are of special concern. The design and maintenance of flood damage reduction systems must fully consider the environmental implications of the proposed actions and must ensure that they are consistent with the doctrine outlined in the Corps’ Environmental Operating Principles. Project design should respond appropriately to the visual character of the project context with respect to the characteristics of both the natural and built landscapes. Landscape planting design should consider both human use and the environmental processes and characteristics of the entire area influenced by the project. While it is seldom feasible to preserve the natural setting intact, design techniques and careful construction methods can protect and perhaps enhance local environmental and aesthetic values.

19.21 1
Rosemary Balsley
From: Pauline Seales <[email protected]>
Sent: Friday, August 04, 2023 4:39 PM
To: City Council
Subject: River Habitat Protection
Dear City Council Members,
I have carefully read the list of important requests written and submitted by the group Protect Our River.  I fully support their list of requests which are designed to protect our natural environment — to the extent possible within the constraints of flood control.  The requests also include ideas about  improving communication between the City and local environmental groups, and creating more transparency and accountability between the City and the voters on projects that might have a negative effect on the environment.

I especially hope that the City will prioritize their first request regarding the Nature Based Solutions Roadmap,  based on new federal legislation .  Specifically I hope that the City and Department will make a commitment to actively seek and implement this document which was passed as law under the Biden administration and released at  COP 27 on November 08, 2022 in Egypt.  The law requires agencies like the U.S. Army Corps of Engineers (and FEMA) to actively seek  Nature‐Based Solutions within a broad range of activities, including vegetation management on levees.  The City is now operating on an expired version of the old guidelines, EP 1110 2‐18,  that is not based on this new law and  is therefore technically (though not legally) out‐of‐date.

The Protect Our River Group has submitted variances that do include attention to Nature‐Based Solutions.

I hope the City will carefully consider these suggestions and move quickly to integrate them into local ordinances.

Sincerely,  Pauline Seales

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19.23 1
Rosemary Balsley
From: d wirkman <[email protected]>
Sent: Sunday, August 06, 2023 11:17 PM
To: City Council
Subject: Item 19, Flood Control Management policy
Mayor Keeley and Council,
I’m writing to express my support for the list of requests you’ve received from the group Protect Our River, which are designed to protect our river’s natural environment to the greatest extent possible within the constraints of flood control. The group’s suggestions include ideas for improving communication between the City and local environmental groups, and for creating more transparency and accountability between the City and the voters on projects with potential environmental impacts.

I ask that the City prioritize Protect Our River’s request regarding the Nature-based Solutions Roadmap. Please commit to implementing this document, which was passed into law under the Biden administration and released at COP 27 on November 08, 2022 in Egypt. The new law requires agencies such as the U.S. Army Corps of Engineers and FEMA to actively pursue nature-based solutions for a broad range of activities, including vegetation management on levees. The City is currently operating under an expired version of guidelines, EP 1110 2-18, which is not based on this new law, and is therefore technically (though not legally) out-of-date.

Please carefully consider the suggestions you’ve received from Protect Our River Group and move quickly to integrate them into local ordinances.

Sincerely,
Debra Wirkman

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19.25 1
Rosemary Balsley
From: Roland Saher <[email protected]>
Sent: Saturday, August 05, 2023 10:06 AM
To: City Council
Subject: Levee
Dear city council members,
I strongly urge you to follow the suggestions from the Protect Our RIver group regarding the maintenance of the river levee.

Respectfully, Roland Saher

19.26 1
Rosemary Balsley
From: Joe Hall <[email protected]>
Sent: Saturday, August 05, 2023 10:00 PM
To: City Council; [email protected]
Cc: Bonnie Bush; Bonnie Lipscomb
Subject: City Council Meeting August 8th Agenda River Maintenance RFP Dear Mayor and Councilmembers
Please accept my apologies for a general email to you rather than a specific comment on your August 8th agenda item on the River Maintenance RFP. I am out of the country, and for some reason the Council Agenda does not upload and allow me to comment on a specific agenda item.

I am writing to urge you to approve the Public Works Department’s RFP to continue the necessary annual San Lorenzo River levee maintenance work.

For 30 years now the City has undertaken, annual river maintenance work with the goal of balancing environmental and public safety needs. I do not think I need to emphasize to you the need for this work and the consequences of not maintaining the river levees. Overtime lack of maintenance will lessen the levee’s purpose of providing protection from winter flooding.

However, it is accomplished it is also vitally important to maintain the physical integrity of the levee structure.

There have been numerous efforts to control rodent borrowings in the levee. Without this type of control work and remediation the continual burrowing will provide paths water infiltrating the structure of levees during heavy winter storms.

The need for strong levees was clearly demonstrated in 1982 when the levees withstood very high flood waters. Since then with past Council’s support the San Lorenzo River levees have been improved and maintained. It is vital that this work continue.

Thank you for considering this comment.

Joe Hall

19.27 1
Rosemary Balsley
From: Barbara Riverwoman <[email protected]>
Sent: Saturday, August 05, 2023 7:50 PM
To: City Council
Cc: Jessica york; Beki San Martin; Bratton Online; Christine Barrington; Mathilde Rand Subject: Agenda Item #19, Flood Control
Dear Council Members,
We are including at the end of our letter a list of five requests that the Protect Our River group hopes  you will consider integrating into item #19,  the Flood Control Management policy, before it is approved.

We know that most Council members, as well as community members,  have been dismayed at the amount of damage this summer’s new flood control work has inflicted on the native vegetation of the river levee.  We all love our natural world and the river.  But many of us have trusted that the work has been necessary in order to protect our City from possible flooding, and to ensure that we obtain FEMA certification in order to keep flood  insurance rates low.

But over the last months,  some of us have looked more closely at an intersecting network of topics. We have found  that it is very questionable whether the aggressive vegetation removal or cementing of rodent tunnels is  necessary to achieve either protection from flood or FEMA certification. Our group has been studying everything from the new U.S. Nature‐based Solutions approach (rolled out at the recent COP 27 in Egypt) to the behavior of ground squirrels,  the unique hydrology of the river and the rodent‐deterring virtues of manzanita.  We have also been inspired by the successful history of our City in the early 2000’s in obtaining variances to standard Army Corps/FEMA “requirements”.  (The amount of greenery on the river today is a testament to that effort.) After putting all this together as best we could, we believe that the City will qualify for variances that could protect our natural environment while still satisfying the new nature‐based requirements of FEMA.

In order to achieve this, though, we believe that the Council must ask the Transportation and Public Works Department to institute many of the suggestions we make below.  These must include the pursuit of variances to the currently expired but still legally binding Army Corps document EP 1110 2‐18.  This outdated document is the basis of the advice being given the Public Works Department by the Sacramento‐based consulting firm, MBK Engineers.  It does not accurately reflect current FEMA policy or action.

Thousands of low‐lying native plants on our levee are not only threatened by the current approach to flood control, but have already been destroyed this past spring.   Some may come back a few times, but others won’t.  Replacing them with native grasses that will be mowed year round does not replace the value of these plants in terms of bio‐diversity, nor in terms of environmental value.

Our group has been particularly concerned about the removal of thousands of square feet of  well‐established manzanita on the riverine reach between Water St. and Highway One.  The nectar and berries of this native plant have a high wildlife value for insects, birds, butterflies and other levee creatures.  The densely entangled woody roots of this ground cover plant provide excellent erosion control.  The density of both the above‐ground foliage, as well as the  root system, actually makes this plant a deterrent to ground squirrels. The disturbed soil left after its removal may very likely attract ground squirrels.  Protecting the manzanita, or planting more, would be a  perfect example of a nature‐based solution that discourages ground squirrels while providing food resources for wild animals and erosion control.

The important restoration work of the Coastal Watershed Council and the Estuary Project, work supported by our City,  has also been very negatively impacted by the recent levee work.  Replacing the extensive plantings of these two

19.28 2
groups  with mowable grasses will not begin to meet the high standards for native bio‐diversity that these two groups adhere to.
.

We hope you will seriously consider the following five (5)  suggestions for moving towards  Nature‐based Solutions to our flood control needs.  It may be a long road, but every journey begins with the first step. Our suggestions emphasize increased attention to federal Nature‐based Solutions, improved communication between the community and the City, and increased equity in our relationship with non‐English speaking employees of the City.

1. The City will incorporate into its General Plan the commitment to move rapidly towards Nature‐based Solutions in all its projects.

2. The City will  require that the Transportation and Public Works Department  (TPWD) offer to meet with a wide range of representatives of local environmental groups, as a group, in the early stages of the development of all new projects that could possibly have a negative impact on the environment.   The groups should include, but not be limited to at least one representative from the Amah Mutsun Tribal Band, California Native Plant Society, Santa Cruz Bird Club, Groundswell, the Sierra Club, Coastal Watershed Council and the Valley Women’s Club, groups that each bring a different perspective and strength to the table.  Meetings with individual members of these groups would be in addition to this requirement.

3. The City will seek funding for an in‐house environmental specialist to work closely with City staff and environmental groups to evaluate all City projects in terms of its alignment with nature‐based solutions.

The Environmental Specialist will cultivate close relationships with independent environmental groups to draw on their knowledge of local conditions and to keep them informed of developments within City government related to environmental protection.

4. The City will establish an easily accessible website, ideally managed by the Environmental Specialist, to keep City Council members as well as community members,  informed of all projects being evaluated for alignment with Nature‐based solutions.

5. Regarding the specifics of the RFP: We suggest the following changes: (a)The TPWD will seriously evaluate the feasibility of obtaining an electronic image of the inside of the levee to determine the extent of ground squirrel tunneling before implementing EP 1110 and the “visibility” and “accessibility” criteria.  This will establishing a basis for a more informed decision about the necessity of vegetation removal and cementing of ground squirrel tunnels. (b) The TPWD will consult with a specialist on ground squirrel behavior to determine when, how, and where ground squirrels build tunnels.  They will explore the relationship between ground squirrel tunnels and the unique hydrology of the San Lorenzo River, which rises and subsides quickly, lessening the penetration of water into the earthen levee and into possible seepage pathways. (c)The TPWD will consult with a chemist or other specialist to determine possible toxic consequences of using grout on the squirrel tunnels. (d)The TPWD will provide a translator for all trainings of workers on the levee. (e)The TPWD will develop a  short, reader‐friendly Streambed Alterations Agreement, highlighting the key information with clear do’s and don’ts.   This will also be translated. (f)Mitigation of habitat loss due to vegetation management and rodent control will be enacted and factored into the cost of a project. (g)The TPWD will work cooperatively with concerned local environmentalists in monitoring the removal of native plants and the cementing of ground squirrel tunnels. (h)Former vegetation management specifications on the inboard slope (based on the 2003 San Lorenzo Urban River Plan) will be continued unless in direct contradiction with new FEMA regulations.

Thank you very much for your hard work and your consideration if our proposal.

Sincerely,
Barbara Riverwoman, chair
Protect our River
[email protected]

19.29 Source: USGS https://waterdata.usgs.gov/monitoring-location/11159000 Source: USGS https://waterdata.usgs.gov/monitoring-location/11161000

19.30 Source: USGS https://waterdata.usgs.gov/monitoring-location/11159000 Source: USGS https://waterdata.usgs.gov/monitoring-location/11161000

19.31 City Council

AGENDA REPORT
DATE: 07/19/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Public Works
SUBJECT: Wastewater Treatment Facility Southside Fence Replacement Project (m409659) – Authorization to Advertise and Award (PW)
RECOMMENDATION: Motion to approve the plans and specifications for the Wastewater Treatment Facility Southside Fence Replacement Project (m409659), authorize staff to advertise for bids, and award the contract. The City Manager is hereby authorized and directed to execute the contract as authorized by Resolution No. NS-27,563. The Director of Public Works is authorized to execute change orders within the approved project budget.

BACKGROUND: The City Wastewater Treatment Facility (WWTF) has a security fence running along the southside boundary. The fence has reached the end of its useful life and must be replaced. The Wastewater Treatment Facility Southside Fence Replacement Project will replace and improve the existing fence along the southern boundary of the WWTF.

DISCUSSION: The project consists of removing and replacing 630 linear feet of existing chain-link fence with a new steel fence and mini mesh chain-link fence along the southern boundary of the WWTF. The new fence will enhance security at this critical regional facility which serves over 100,000 residents, protecting it against recent instances of trespassing that jeopardizes facility operation and staff safety.

The project is estimated to cost $185,000, and work will be completed in Fall 2023.

Plans and specifications can be found online at:
https://www.cityofsantacruz.com/government/city-departments/public-works/engineering/publicworks-projects FISCAL IMPACT: Funds are available in the Wastewater Capital Investment Program Fund FY 2024 budget in Wastewater Treatment Facility Equipment Replacement (m409659). The County Sanitation District pays 8/17 of the cost based on WWTF capacity dedicated to the County. There is no impact to the General Fund.

Prepared By:

Antonio Dewitt-Hernandez
Engineering Technician
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager

20.1 ATTACHMENTS:

Plans and specifications can be found online at:
https://www.cityofsantacruz.com/government/city-departments/public-works/engineering/publicworks-projects

20.2 1
Rosemary Balsley
From: A Webb <[email protected]>
Sent: Friday, August 04, 2023 7:17 PM
To: Nathan Nguyen; Nathan Nguyen; Matt Huffaker; City Council; Fred Keeley Subject: Aug 8, 2023, Item #20, Fence Replacement
To all concerned,
I am glad to see this Security Fencing project on the Agenda.

Illegal campers inside Neary Lagoon and other trespassers have been destroying the existing chain link fence for over 20 years, getting worse every year.

The very small section of fence replacement with the black steel and spikey tips on a small section of Neary Lagoon was great to see, and it looks like that is the same type called for in this project.

I was surprised however to see mention of mesh fencing topped with razor wire - when mesh and wire can be destroyed by wire cutters as easily as the existing chain link. Razor wire can also snag unintended wildlife, such as raptors, herons, and other climbing animals. Why waste more money on those materials? Why not use the sturdy treated steel with the outward curved spiked tips for the entire length? At least it cannot be easily cut, and it does the job.

This trespassing problem destroys important wildlife habitat of Neary Lagoon Wildlife Refuge, and the illegal camping, fires, drugs & alcohol use, smoking, prohibited dogs - including off leash, and other illegal behavior down there jeopardizes the safety of all users of Neary Lagoon and soon-to-be Rail Trail, and the residents of all the surrounding housing. Not just employee safety is at risk. A few years ago, an illegal camping fire near the RR tracks raged up the hill in seconds and destroyed a totally disabled neighbor's home - he was rescued by neighbors hearing screams who rushed in to carry him out of his hospital-type bed. He died within a year of that loss and displacement.

Nearby housing, and users of this important green space, will only grow. Time to enforce the rules of use again, and restore and improve Neary Lagoon & Treatment Plant safety and that of the immediate neighbors, and installing the heavier duty fencing and gates will serve towards that goal. A wildlife refuge is for wildlife use at peace, for their nesting, foraging, migratration stopovers - and our respectful observation and enjoyment, and the safe working conditions of employees.

Thank you.

Anita Webb
ClearView Court MH Park homeowner for 25 years
(Treatment Plant, Neary Lagoon, and RailTrail are our next-door neighbors)

20.3 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Water
SUBJECT: Adjustment of Water Department Miscellaneous Fees (WT) RECOMMENDATION: Resolution adjusting the Water Department’s miscellaneous fees for services due to labor cost increases and rescinding Resolution No NS-29,540.

BACKGROUND: The Water Department maintains a miscellaneous fee schedule for asneeded requested services. These fees are charged at the time of service and include customerservice-related fees, engineering plan reviews, and inspection services. The fee amount is calculated to directly offset the cost of labor and materials or parts needed to deliver the service.

The Water Department collected $251,000 in miscellaneous fees in Fiscal Year (FY) 2022 which accounted for 0.6% of the total revenue collected by the Water Department.

DISCUSSION: On June 11, 2019, Council approved revised miscellaneous fees for the Water Department that were calculated using actual labor and material costs from the closed fiscal year, FY 2018. The revised fees were effective July 1, 2019. The Water Department re-calculated the miscellaneous fees based on FY 2021 and FY 2022 actual labor and materials costs and inflation and is recommending approval of the updated fees for implementation on September 1, 2023.

As part of this update, the Water Department added two new fees. These include the manual meter reading fee, and the in-field meter test deposit. The manual meter reading fee is charged to utility customers that have elected to have their water meter read manually instead of via an installed meter radio. This new fee recovers the cost of individually scheduling the manual meter reading; driving to and from the Meter Shop and the meter; gathering the reading; and individually loading the reading into the utility account for billing. The in-field meter test deposit is charged to utility customers who request a physical test of the accuracy of their water meter at the service address. This test was previously offered for free—however, it requires both staff time and special equipment to perform. This deposit covers the cost of scheduling and performing the test; the deposit is returned to the customer if the meter is determined to be inaccurate.

In addition to the above updates, the Water Department has removed the plumbing fixture retrofit violation appeal fee, rerated landscape/irrigation plan review services to be consistent with the other plan review fees and reduced the meter estimate costs. Lastly, the 6% Technology Surcharge approved by Council on June 13, 2023, was added to the plan review, inspection services, and meter installation fees per Resolution No. NS-30,161.

21.1 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. Adjustment of the Water Department miscellaneous ees meets the pillars of equity and fiscal sustainability by assessing the fees to the customers that incur the cost of labor and materials. Such specialty services are needed by an average of 13% of customers annually and, therefore, are not included in the cost-of-service analysis used to set water rates charged to all customers.

FISCAL IMPACT: It is estimated the amount collected in Water Department miscellaneous fees will increase by 64%, resulting in approximately $413,000 in FY 2024 revenue, and $162,000 more revenue for the Water Operations Fund 711 than collected in FY 2022.

Prepared By:

Margaret Haddon
Management Analyst
David Baum
Water Chief Financial Officer
Submitted By:

Rosemary Menard
Water Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOC

2. FEE COMPARISON.PDF

21.2 RESOLUTION NO. NS-XX,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ ADJUSTING

MISCELLANEOUS WATER SERVICE FEES DUE TO LABOR COST INCREASES AND RESCINDING RESOLUTION NO. NS-29,540
WHEREAS, Title 16 of the Santa Cruz Municipal Code provides the rules and requirements governing the administration and operation of the City's Water System, including identification of the various sources of authority to establish and amend miscellaneous service fees; and
WHEREAS, the miscellaneous service fees are designed to fully recover the cost of providing the service requested by the customer; and
WHEREAS, on June 11, 2019, the City Council adopted Resolution No. NS-29,540 establishing revised miscellaneous service fees that recover the cost to provide the service; and WHEREAS, the Water Department is implementing an adjustment based on prior fiscal year labor costs will ensure that the miscellaneous service fee continues to fully recover the cost to provide the service;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz that miscellaneous water service fees will be charged as follows:

Section 1. MISCELLANEOUS SERVICE FEES SCHEDULE

NEW ACCOUNTS AND BILLING
Service description Fee

1. Application for service $63 /application

2. Late payment charge (per SCMC 16.13.040) 10% or $5, whichever is greater

3. Returned payment charge $25

RESTORING SERVICE AFTER SHUT-OFF
Service description Base fee When additional fees may apply

4. Restore service $125 After 3:00pm, fee is $375 *
If customer self-restores service (in addition to above fee):

5. Labor to set or re-set a lock $125/hour Add cost for parts if lock is broken or a locking bracket is needed

6. Labor to remove meter if lock is broken $250 Add $125/hour over 2 hours

7. Labor to reset meter $250 After 3:00pm, fee is $375 *

21.3 2

SERVICE CHARGES
Service description Base fee When additional fees may apply

8. To start or stop service No fee After hour rate will apply after 3:00pm *

9. Service at the meter (such as leak checks, to
dig out box, and verify meter reads)
No fee After hour rate will apply after
3:00pm *

10. Service beyond the meter on property side
(such as testing for cross-connection)
$125/hour Add parts as needed. After hour
rate will apply after 3:00pm *

11. Repair of damage to SCWD
equipment/facilities
$375 Add parts as needed. Add
$125/hour each hour over 3 *

12. Unauthorized connection assessment and
response
$375 Add parts as needed. Add
$125/hour each hour over 3 *

13. Cancellation/Rescheduling without 1
business-day notice of appointments for
contractor related assistance
$250 Per missed appointment

14. Monthly manual meter reading for billing $63 When customers opt out of remote reading for billing
* Every effort will be made to schedule services to charge at the regular business hour rate. Requests for non-emergency services received after 3:00pm will be subject to the after-hours rate of $187.50/hour with a 2-hour minimum.

METER TESTING
Service description Deposit
amount
Deposit policy

15. In-field meter test (during regular office
hours only)
$125

16. Meter bench test, 5/8” or 3/4” meter $250

17. Meter bench test, 1” meter $250

18. Meter bench test, 1-1/2” to 3” meter $375

19. Meter field test, 4” and over meter $250
Deposit will be returned if meter is
found to run more than 2% fast.

PLAN REVIEW FEES**
Charges will be applied for review of construction and development plans or drawings by Water Engineering to ensure compliance with water codes and design standards. Plan review fees are in addition to any other fees and charges that may be required as a condition of approval.

Service description Base fee When additional fees may apply Up to 5,000 sq ft of
landscape area

20. Landscape/ $250 Add $125/hour each hour over 2
Irrigation plan
review: 5,000 – 20,000 sq ft of
landscape area
$500 Add $125/hour each hour over 4

21.4 3
Over 20,000 sq ft of
landscape area
$1001 Add $125/hour each hour over 8

21. Residential w/ separate meter (includes fire
service review)
$125/unit None
3/4” or 5/8” meter $125 Add $125/hour each hour over 1
1” meter $250 Add $125/hour each hour over 2
1-1/2” meter $375 Add $125/hour each hour over 3
2” meter $625 Add $125/hour each hour over 5
3” meter $876 Add $125/hour each hour over 7
4” meter $1126 Add $125/hour each hour over 9

22. Non-residential
or residential on
a master meter
(does not include
fire service
review):
6” meter and over $1251 Add $125/hour each hour over
10 23. Monitoring well permit $125/well Add $125/hour each hour over 1

24. Production well permit $375/well Add $125/hour each hour over 3

25. Commercial fire service $125 each Add $125/hour each hour over 1

26. Fire hydrant $250/ hydrant Add $125/hour each hour over 2

27. Water main extension $687 Add $125/hour each hour over 5- 1/2

28. Water main replacement $1375 Add $125/hour each hour over 11 29. Backflow device $250 Add $125/hour each hour over 2

30. Backflow device retrofit No fee

31. Water facility (such as a pressure regulating
station, booster pump station, or storage tank)
$500 Add $125/hour each hour over 4
INSPECTION SERVICES**
Inspections are required for applicant/contractor-installed service lines, line extensions, and devices.

Service description Base fee When additional fees may apply

32. Water service $375/tap Add $118/hour each hour over 3 33. Fire hydrant $375/
hydrant
Add $125/hour each hour over
3 34. Backflow device $250 Add $125/hour each hour over 2 35. Backflow device retrofit No fee

36. Water service / fire hydrant adjustment
(A separate fee for a Public Works Street
$125 Add $125/hour each hour over
1 21.5
4 Opening Permit or Encroachment Permit may
apply)
Base fee: $125 up to
100lf
Add $1.00 /lf over 100 lf
Plus: Taps $250/tap
Plus: Tie-Ins $1801 each Add $125/hour each hour over
11 Plus: Hydrants $125 each
Plus: Thrust block $125 each
Plus: Disinfection &
pressure testing
$2314 each Add cost of dechlorination
materials. Add $125/hour each
hour over 12

37. Water main
extension or
replacement, Per
lineal feet (lf)
Plus: Water facilities $375 each Add $125/hour each hour over 3 38. Water main extension mapping $500 Add $125/hour each hour over 4 39. Monitoring well permit $125/well Add $125/hour each hour over 1 40. Production well permit $250/well Add $125/hour each hour over 2 METER INSTALLATION**
New service connections will require the installation of a new meter by SCWD. Size and type of meter installed will be according to the approved plans. Total fee will be labor plus the cost of the meter.

Service description Labor cost Plus cost of meter

41. 5/8”, 3/4", or 1” meter $133 Meter estimate: $196 - $233

42. 1-1/2” or 2” meter $530 Meter estimate: $363 -$468

43. 3”, 4”, or 6” meter $795 Meter estimate: $1488 - $1798

44. Over 6” meter Time and materials
** These fees include a 6% technology surcharge per Resolution No. NS-30,161

BULK WATER STATION USE
Users must comply with requirements of the Bulk Water Permit issued by SCWD.

Service description Fee

45. Deposit $173 minimum deposit, based on estimated use

46. Annual permit processing $125 per truck

21.6 5

47. Reported usage, per ccf (monthly) Current commercial inside rate (all commodity rates), $50 minimum

48. Failure to report use (monthly) $100

HYDRANT METER USE
Service description Fee

49. Deposit
Amount is the cost for full replacement. If the meter requires repairs upon return, the deposit amount to be returned will be reduced by the cost of parts and labor to repair.
$3415

50. Application for service $63

51. Water Ready to Service (monthly) Current 3” meter inside rate

52. Water usage, per ccf (monthly) Current commercial inside rate (all commodity rates)

53. Daily use fee $5

OTHER REQUESTS
Service description Fee

54. Records research / data requests
This excludes public records subject to the CA Public Records Act
$125/hour

TEMPORARY CONSTRUCTION SERVICE
All standard applicable fees and charges apply. This includes, but may not be limited to, fees and charges for installation, inspection, application for service, water usage, and System Development Charge. Upon completion of the construction project, the System Development Charge will be refunded or credited to the resulting project. After 180 days, temporary status may be re-evaluated, and account converted to permanent status.

BE IT FURTHER RESOLVED that until such a time as a new Water Department labor cost study has been completed, the City Council authorizes that each fee’s cost basis of providing the service within the Miscellaneous Water Service Fees Schedule shall be increased annually for any annual increase in the Consumer Price Index for all urban consumers for the San Francisco/Oakland Bay Area (all items), provided by the U.S. Bureau of Labor Statistics.

BE IT FURTHER RESOLVED that Resolution No. NS-29,540 is hereby rescinded.

Section 2. This resolution shall be effective September 1, 2023.

21.7 6
PASSED AND ADOPTED this 8th day of August, 2023 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

21.8 Water's Miscellaneous Service Fees
Rate Comparison
Service Type # hours to
perform task
Application for Service 0.5 36.00 62.50
Records Research Per hour 71.00 125.00
Restoration of Service After Shut-Down for Non-Payment
During regular working hours 1.0
After regular working hours 3.0
Set a lock 1.0
Lock replacement
Lock bracket, if needed
Visit to remove meter 2.0
Visit to re-set meter 2.0
Service Calls
During regular working hours 1.0
After regular working hours 3.0
All repairs, including curb stop 3.0
Unauthorized Connection 3.0
Insufficient Notice for Cancellation
Manual meter reading for billing 0.5 NA
Meter Testing by Request
In Field meter testing (flow test) 1.0 NA
Meter bench test, 5/8” or 3/4” meter 2.0
Meter bench test, 1” meter 2.0
Meter bench test, 1-1/2” to 3” meter 3.0
Meter field test, 3” and over meter 2.0
Water Service Plan Review
Landscape, Up to 5,000sqft landscape area 2.0
Landscape, 5,000-20,000sqft landscape area 4.0
Landscape, Over 20,000sqft landscape area 8.0
Residential separate meter 1.0 $ $
Nonresidential, 3/4" x 5/8" 1.0 $ $
Nonresidential, 1" 2.0 $ $
Nonresidential, 1-1/2" 3.0 $ $
Nonresidential, 2" 5.0 $ $
Nonresidential, 3" 7.0 $ $
Nonresidential, 4" 9.0 $ $
Nonresidential, 6" and over 10.0 $ $
Monitoring Well Permit Plan Review 1.0 $ $
Production Well Permit Plan Review 3.0 $ $
Commercial Fire Service Plan Review 1.0 $ $
Fire Hydrant Plan Review 2.0 $ $
FY 2020
Fee
$
$
$ 71.00
$ 213.00
$ 71.00
$ 14.00
$ 26.00
$ 142.00
$ 142.00
$ 71.00
$ 213.00
$ 231.00
$ 213.00
$ 568.00
$ 142.00
$ 142.00
$ 213.00
$ 142.00
104.00
104.00
208.00
312.00
$ 206.00
$ 412.00
$ 824.00
520.00
728.00
936.00
1,040.00
104.00
312.00
104.00
208.00
FY 2024
Fee
$
$
$ 125.00
$ 375.00
$ 125.00
$ 16.00
$ 51.00
$ 250.00
$ 250.00
$ 125.00
$ 375.00
$
$ 375.00
$ 250.00
375.00
$ 375.00
$ 250.00
$ 250.00
$ 250.00
$ 125.00
$ 62.50
125.08
125.08
250.16
375.24
625.40
875.56
$ 250.16
$ 500.32
$ 1000.64
1125.72
1250.80
125.08
375.24
125.08
250.16

21.9 Service Type # hours to
perform task
Water main extension plan review 5.5 $ $
Water main replacement plan review 11.0 $ $
Backflow plan review 2.0 $ $
Facility plan review 4.0 $ $
Inspection Services
Water Service Inspection 3.0 $ $
Fire Hydrant Inspection 3.0 $ $
Backflow Device Inspection 2.0 $ $
Water Service/Fire Hydrant Adjustment 1.0 $ $
Main Extension/Replace: Base fee 1.0 $ $
Main Extension/Replace: add'l lf 0.0 $ $
Main Extension/Replace: Taps 2.0 $ $
Main Extension/Replace: Tie-Ins 14.4 $ $
Main Extension/Replace: Hydrants 1.0 $ $
Main Extension/Repl: Thrust Block 1.0 $ $
Main Extension: Disinfect & Pressure Test 18.5 $ $
Main Extension/Repl: Add'l facilities 3.0 $ $
Water Main Extension Mapping 4.0 $ $
Monitoring Well Permit Inspection 1.0 $ $
Production Well Permit Inspection 2.0 $ $
Meter Installation Labor (parts not included)
5/8" Meter 1.0 71.00 132.50
3/4" Meter 1.0 71.00 132.50
1" Meter 1.0 71.00 132.50
1 1/2" Meter 4.0 284.00 530.00
2" Meter 4.0 284.00 530.00
3" Meter 6.0 426.00 795.00
4" Meter 6.0 426.00 795.00
6" Meter 6.0 426.00 795.00
Over 6"
Bulk Water Station Use
Deposit
Annual permit 1.0
Minimum usage, per ccf (monthly)
Failure to report use (monthly)
Hydrant Meter Use
Deposit (to cover repair or replace) $ $
Service Application 0.5 $ $
Daily Use Fee $ $
*Fees in resolution rounded to the nearest dollar
573.00
1,144.00
FY 2020
Fee
208.00
416.00
312.00
312.00
208.00
104.00
104.00

1.00 208.00
1,499.00
104.00
104.00
1,928.00
312.00
416.00
104.00
208.00
$
$
$
$
$
$
$
$
Actual Cost
$ 173.00
$ 71.00
$ 50.00
$ 100.00
3,415.00

34.00 5.00
687.94
1375.88
250.16
FY 2024
Fee
500.32
375.24
375.24
250.16
125.08
125.08

0.00 250.16
1801.15
125.08
125.08
2313.98
375.24
500.32
125.08
250.16
$
$
$
$
$
$
$
$
$ 173.00
Actual Cost
$ 125.00
$ 50.00
$ 100.00
3,415.00

62.50 5.00

21.10 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Water
SUBJECT: Resolution to Reimburse Capital Expenditures from Future State Water Resources Control Board Financing for Graham Hill Water Treatment Plant Facilities Improvement Project (WT)
RECOMMENDATION: Resolution authorizing the Water Department to be reimbursed by State Water Resources Control Board (SWRCB) for costs related to the Graham Hill Water Treatment Plant Facilities Improvement Project.

BACKGROUND: The Water Department's Long-Range Financial Plan developed over the last several years provides a funding strategy essential to implementing the Department’s Capital Investment Program. Loans are needed to provide resources required to construct necessary infrastructure rehabilitation and replacement projects through Fiscal Year (FY) 2027.

DISCUSSION: The Department proposes to borrow funds and use the proceeds to fund the Graham Hill Water Treatment Plant Facilities Improvement Project (GHWTP FIP), which is part of the five-year Capital Investment Program. Funding from existing reserves and fund balances to complete these projects is not available and debt financing is a fiscally responsible way to make the necessary system investments and reinvestments.

Council adoption of this resolution for reimbursement will allow funds expended after the resolution passage date for the GHWTP FIP to be reimbursed from proceeds resulting from a future State Revolving Fund (SRF) Loan. Without the resolution, the City is limited by the federal tax code to reimbursement of expenditures incurred 60 days or less prior to the SRF Loan. Adopting the resolution does not obligate the City to borrow money. Rather, it puts the City in a position to reimburse current and anticipated near term capital expenditures from Loan proceeds in the event the City does borrow money from SRF.

FISCAL IMPACT: Approval of this action has no impact on the FY 2024 budget. In the absence of a reimbursement resolution, the City would be limited to reimbursing only expenditures incurred within 60 days of closing the Loan. This short time frame would preclude a significant amount of capital expenditures from being eligible to be funded from the SRF Loan.

Prepared By:

David Baum
Water Chief Financial Officer
Submitted By:

Rosemary Menard
Water Director
Approved By:

Matt Huffaker
City Manager

22.1 ATTACHMENTS:

1. RESOLUTION.DOCX

22.2 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AUTHORIZING

THE WATER DEPARTMENT TO BE REIMBURSED BY THE STATE WATER

RESOURCES CONTROL BOARD FOR COSTS RELATED TO THE GRAHAM HILL

WATER TREATMENT PLANT FACILITIES IMPROVEMENT PROJECT
WHEREAS, the City of Santa Cruz (the “City”) desires to finance the costs of constructing and/or reconstructing certain public facilities and improvements relating to its water system including certain treatment facilities, pipeline, and other infrastructure related to the Graham Hill Water Treatment Plant Facilities Improvement Project (the “Project”); and WHEREAS, the City intends to finance the construction and/or reconstruction of the Project or portions of the Project with monies (“Project Funds”) provided by the State of California, acting by and through the State Water Resources Control Board (“State Water Board”); and
WHEREAS, the State Water Board may fund the Project with proceeds from the sale of obligations the interest upon which is excluded from gross income for federal income tax purposes (the “Obligations”); and
WHEREAS, prior to either the issuance of the Obligations or the approval by the State Water Board of the Project Funds the City desires to incur certain capital expenditures (the “Expenditures”) with respect to the Project from available moneys of the City; and WHEREAS, the City has determined that those moneys to be advanced on and after the date hereof to pay Expenditures are available only for a temporary period and it is necessary to reimburse the City for the Expenditures from the proceeds of the Obligations.

NOW, THEREFORE, THE CITY COUNCIL DOES HEREBY RESOLVE, ORDER AND DETERMINE AS FOLLOWS:

Section 1. The City Council hereby states its intention and reasonably expects to reimburse Expenditures paid prior to the issuance of the Obligations or the approval by the State Water Board of the Project Funds.

Section 2. The reasonably expected maximum principal amount of the Project Funds is $154.9 million.

Section 3. This resolution is being adopted no later than 60 days after the date on which the City will expend moneys for the construction portion of the Project costs to be reimbursed with Project Funds.

Section 4. Each City expenditure will be of a type properly chargeable to a capital account under general federal income tax principals.

22.3 Section 5. To the best of our knowledge, this City Council is not aware of the previous adoption of official intents by the City that have been made as a matter of course for the purposes of reimbursing expenditures and for which tax-exempt obligations have not been issued.

Section 6. This resolution is adopted as official intent of the City Council in order to comply with Treasury Regulation §1.150-2 and any other regulations of the Internal Revenue Service relating to the qualification for reimbursement of Project costs.

Section 7. All the recitals in this Resolution are true and correct and this City Council so finds, determines, and represents.

PASSED AND ADOPTED this 8th day of August, 2023, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

I do hereby certify that the foregoing is a full, true, and correct copy of a resolution duly and regularly adopted at a meeting of the City Council as date above.

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

22.4 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Water
SUBJECT: Felton Diversion Pipeline Emergency Repair Project (e702301) – Ratification of Plans and Specifications and Authorization to Advertise for Bids and Award Contract (WT)
RECOMMENDATION: Motion to ratify the plans and specifications for the Felton Diversion Pipeline Emergency Repair Project (e702301) and staff’s action to advertise for bids on the City’s website; authorize the Water Director to execute change orders within the approved project budget; find the project exempt under the California Environmental Quality Act; and authorize and direct the City Manager, or designee, to execute the contract per Resolution No.

NS-27,563, and in a form approved by the City Attorney.

BACKGROUND: Zayante Creek, downstream of Graham Hill Road in Felton, was significantly eroded during the January 2023 storms, causing bank failures and a portion of the Felton Diversion Pipeline to be exposed and damaged. The Felton Diversion Pipeline is critical water infrastructure because it pumps water from the San Lorenzo River (of which Zayante Creek is a tributary) to Loch Lomond Reservoir. Loch Lomond Reservoir is the City’s only source of stored water. In normal and wet years, reservoir storage refills naturally to full capacity with runoff from the Newell Creek watershed. Storage can also be supplemented with water pumped up to the reservoir from the Felton Diversion on the San Lorenzo River via the Felton Diversion Pipeline.

The project will repair the damaged pipeline and stream bank to reduce the potential for additional damage in the Winter of 2023/2024 and to restore operational capability of the Felton Diversion Pipeline for 2024.

DISCUSSION: Flows in Zayante Creek have been lowering, as is typical in the summer season, which is creating a window of opportunity for a repair prior to the October 15 regulatory deadline for instream work. Because time is of the essence, plans and specifications were prepared on an accelerated basis and advertised on the City’s website to enable the start of the bidding process prior to City Council approval. The bid period runs June 29, 2023 – August 10, 2023.

The Federal Emergency Management Agency (FEMA) issued a Disaster Declaration on January 14, 2023: California Severe Winter Storms, Flooding, Landslides, And Mudslides (DR-4683- CA). City staff are actively engaged with the FEMA staff and are seeking full funding.

23.1 City staff will pursue the U.S. Army Corps of Engineers authorization of the Regional General Permit Number 5 (RGP5) for repair and protection activities in emergency situations.

The project is statutorily exempt from further environmental review under the California Environmental Quality Act Section 15269, Emergency Projects; A Notice of Exemption will be filed by staff following City Council approval. The project plans and specifications can be found on the City's website at
https://www.cityofsantacruz.com/Home/Components/RFP/RFP/297/2109 Health in All Policies (HiAP)
This project aligns with the public health pillar of the City’s HiAP initiative by supporting the Water Department’s work in ensuring the reliability of the public drinking water supply.

FISCAL IMPACT: The engineer’s estimate of construction cost is $1,800,000. The Water Department is seeking full reimbursement from FEMA.

Prepared By:

Lewis Kay
Engineering Associate
Submitted By:

Rosemary Menard
Water Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

The project plans and specifications can be found on the City's website at https://www.cityofsantacruz.com/Home/Components/RFP/RFP/297/2109

23.2 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Water
SUBJECT: Regional Drought Resiliency Project: Scotts Valley Water District - City of Santa Cruz Intertie-1 Project (c702205) – Project Approval (WT) RECOMMENDATION: Motion to approve the Scotts Valley Water District - City of Santa Cruz Water Intertie-1 Project (c702205) considering the certified Santa Cruz Water Rights Project Final Environmental Impact Report and the Intertie-1 Project Addendum to the Santa Cruz Water Rights Project Final Environmental Impact Report.

BACKGROUND: In 2013 the City partnered with Scotts Valley Water District (SVWD) and was awarded grant funding for a regional project under a California Department of Public Health Proposition 50 Grant. “Intertie-1” was a component of this project designed to establish regional emergency interties between SVWD, the City, San Lorenzo Valley Water District, and the Mount Hermon Association. Due to a reduction in funding, the Intertie-1 component was not constructed at that time.

In December 2021, SVWD and the City of Santa Cruz Water Department collaborated on a grant application for funding from the California Department of Water Resources (DWR) 2021 Urban and Multi-Benefit Drought Relief Program. SVWD served as the applicant for the Regional Drought Resiliency Project that included two project components: an intertie between the drinking water systems of the City of Santa Cruz and SVWD (Intertie-1 Project), and a new groundwater well in Scotts Valley for SVWD. In March 2022, SVWD received a Letter of Commitment from DWR for grant funding of up to $9,449,783 with a zero matching funds requirement for the Project. An implementation agreement was subsequently established defining the City of Santa Cruz as lead on the Intertie-1 Project and SVWD as lead on their new well.

The purpose and need of the Intertie-1 Project is to increase the emergency and drought resiliency of the City and SVWD by augmenting water supply, water storage, and fire flow capacities. The Project will enable the City and SVWD to better coordinate and maximize use of surface and groundwater supplies and facilitate the active and passive recharge of the Santa Margarita Groundwater Basin. The intertie, which will be used for both emergency and nonemergency water transfers and exchanges between the City and SVWD, will be bi-directional and include a pump station. The intertie was evaluated as a programmatic component of the Santa Cruz Water Rights Project (SCWRP) Final Environmental Impact Report (EIR) that was certified by City Council in December 2021.

24.1 DISCUSSION: Since the evaluation in the SCWRP Final EIR, the Proposed Intertie-1 Project is now being designed, with some modifications from the previously evaluated project. Analysis of the Intertie-1 project under the California Environmental Quality Act (CEQA) is tiered from the analysis of the SCWRP Final EIR, and an addendum to the SCWRP Final EIR was prepared to satisfy the requirements of CEQA.

Intertie-1 will connect the two water systems together from the northern extent of the City’s system north of the Pasatiempo Golf Club and just west of Highway 17 to the southern extent of SVWD’s system on La Madrona Drive and just west of Highway 17. The proposed pipeline alignment is the same as that contemplated in the Final EIR, with the exception that an additional 1,600-linear-foot segment is now proposed and being designed for the reach of pipeline along Firehouse Lane. The additional segment extends from the original southern terminus of the pipeline on Sims Road to a new connection to the City’s Pasatiempo water tanks. Project operation would allow for a flow rate of 1.0 million gallons per day to either the City or SVWD.

Project modifications also include specific information about the construction process, such as identifying areas for construction staging, changing the construction start date from the year 2027 to 2024, and extending the construction period from approximately 6 months to approximately 16 months. Furthermore, the Intertie-1 Project now includes the purchase and/or acquisition of various easements and/or parcels to accommodate project facilities and construction. Finally, the Intertie-1 Project includes the development of an operational agreement between the City of Santa Cruz and SVWD to provide for emergency and non-emergency use of the intertie between the City and SVWD.

Modifications to the intertie project analyzed in the SCWRP Final EIR represent minor changes that would not result in new significant or substantially more severe impacts than those previously identified. Similarly, there are no substantial changes with respect to the circumstances under which the project is undertaken or new information of substantial importance that would result in new significant impacts or a substantial increase in severity of previously identified impacts since certification of the EIR.

The Certified Santa Cruz Water Rights Project Final Environmental Impact Report can be found on the City's website here:
https://www.cityofsantacruz.com/Home/Components/BusinessDirectory/BusinessDirectory/126/ 2089
The Intertie-1 Project Addendum to the Santa Cruz Water Rights Project Final Environmental Impact Report can be found here:
https://www.cityofsantacruz.com/Home/Components/BusinessDirectory/BusinessDirectory/126/ 2089
Following Council action to approve the project, staff will file a Notice of Determination with the Santa Cruz County Clerk and California State Clearinghouse to document project approval and conclusion of the CEQA process for the Intertie-1 Project. The project is planned to be put out to bid in fall 2023, following further City Council action to approve the plans and specifications.

FISCAL IMPACT: None. The cost of the project is being incorporated into the Department’s financial planning efforts.

24.2 Prepared By:

Sarah Easley Perez
Principal Planner
Submitted By:

Rosemary Menard
Water Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

24.3 City Council

AGENDA REPORT
DATE: 07/19/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Economic Development and Housing
SUBJECT: 2022-2023 HUD Annual Action Plan First Substantial Amendment for CDBG Funding Allocation & Budget Adjustment (ED)
RECOMMENDATION: Motion to:
1) Adopt a resolution to:
a) Amend the 2022-2023 Annual Action Plan (AAP) to cancel the 2022 Program Year (PY) Darwin Street Renovation Project, allocate this funding to the Homeless Garden Project Office Renovation Project, and direct staff to submit the First Substantial Amendment documents to U.S. Department of Housing and Urban Development (HUD); and
b) Approve the 2022-2023 AAP budget adjustment reallocating 2022-2023 Community Development Block Grant (CDBG) funding from the Darwin Street Renovation Project to the Homeless Garden Project Office Renovation Project and appropriating the funds in the FY24 budget; and
c) Authorize the City Manager to execute project contracts, loan or grant agreements, contract amendments and related loan or grant documents with (CDBG) sub-recipients, departments and contractors in connection with Consolidated Plan activities proposed in the 2022-2023 AAP First Substantial Amendment; and
2) Adopt a resolution to amend the FY24 budget to appropriate funds in the amount of $93,411 for the Homeless Garden Project renovations including, but not limited to mold, asbestos, lead remediation, roof repair, foundation work, and utility hookups.

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

Department of Housing and Urban Development (HUD). To obtain these funds, the City must develop and adopt a five-year Consolidated Plan (CP) which identifies and analyzes strategies for addressing specific community needs. The five-year CP provides strategic direction for housing and community development activities carried out in the City. The City’s CP was prepared and submitted for approval to HUD’s Office of Community and Planning Development (CPD) in 2020. The CP covers Program Years (PY) 2020-2024.

25.1 Each PY, the City must approve an Annual Action Plan (AAP) specifying activities that will be undertaken during that PY and setting the annual budget by allocating funds from that year’s CDBG and HOME entitlements plus any unused or uncommitted funds from prior years or any program income (PI) received during the preceding year. CDBG funds are used for a wide range of community development activities directed toward neighborhood revitalization, economic development, and improved community facilities and services.

Activities that can be funded with CDBG dollars include but are not limited to: acquisition of real property, acquisition and construction of public works and facilities, reconstruction and rehabilitation of residential and nonresidential properties, and the provision of public services such as employment, food banks, crime prevention, childcare, health, drug abuse, education, and fair housing counseling. The primary beneficiaries of CDBG funded projects or programs must be very-low, low and moderate-income persons and households. Other beneficiaries of CDBG funded projects can include seniors, homeless persons and disabled adults. To oversee programs and projects using CDBG program funding, HUD sets the administration levels at 20% of the combined grant allocation plus program income (PI). This funding covers the City’s costs of administering the CDBG program.

As a requirement of receiving HUD CDBG funding, the City cannot have over 1.5 times its current program year allocation in unspent CDBG funds. If the City is in a state of noncompliance, HUD can reduce future CDBG funding allocations. Therefore, the City considers readiness when allocating funds to projects and programs and reallocates any unspent funds from prior years as necessary.

At the May 10, 2022 City Council meeting, Council adopted Resolution NS-29,985 for the City’s 2022-2023 HUD AAP allocating 2022-2023 CDBG and HOME Funds and appropriating the funds in the FY 2023 budget. In the 2022-2023 AAP, $93,411 was made available for the Darwin Street Santa Cruz AIDS Project (SCAP) Renovation Project to Community Foundation Santa Cruz (CFSC). In March 2023, CFSC decided not to move forward with the CDBG loan, as awarded in the 2022-2023 AAP. This funding is now available for eligible CDBG activities.

After the Council’s final adoption of the 2023-2024 AAP, a local non-profit organization, Homeless Garden Project (HGP), requested assistance from the City to find funding to address needed rehabilitation to their main operations office which is a City-owned building. With the effects of the recent major disaster declaration, the project scope includes roof replacement and remediation of mold damage. CDBG funding can be used for these activities.

Preliminary lead and asbestos testing have been performed and will be reviewed for inclusion in the project scope.

DISCUSSION: The 2022-2023 CDBG funding available to be reprogrammed for HGP Renovations is $93,411. This would include reallocating the funding for the cancelled Darwin Street SCAP Renovation Project.

Staff recommends reallocating all available funding from the Darwin Street SCAP Renovation Project to the HGP Renovation Project to meet the unfunded need and to assist the City in maintaining timeliness requirements pertaining to the 1.5 times current program year allocation in unspent CDBG funds. HGP is currently working on getting a cost estimate based on the proposed scope of work, therefore it is not yet confirmed if the available $93,411 will completely

25.2 cover the project costs. If additional funding is needed, staff will return at a later date with potential options for consideration.

FISCAL IMPACT: Until funds are committed, there is no fiscal impact for the City from the proposed actions. Under the proposed budget adjustment, $93,411 in CDBG funding from HUD will be re-allocated. No General Funds are included in the proposed draft budget.

Prepared By:

Jessica Mellor
Principal Management
Analyst
Jessica de Wit
Housing and Community
Development Manager
Submitted By:

Bonnie Lipscomb
Director of Economic
Development and Housing
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. 2022-2023 HUD ACTION PLAN 1ST AMENDMENT BUDGET SUMMARY.PDF

3. BUDGET ADJUSTMENT.PDF

25.3 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING THE CITY’S 2022-2023 HUD ANNUAL ACTION PLAN FIRST SUBSTANTIAL

AMENDMENT ALLOCATING CDBG FUNDING, AUTHORIZING THE CITY MANAGER

TO SIGN AN APPLICATION FOR FEDERAL FUNDING AND EXECUTE ALL CONTRACTS AND DOCUMENTS FOR THE 2022-2023 PROGRAM YEAR AND SUBMIT

DOCUMENTS TO HUD
WHEREAS, the City of Santa Cruz is a designated U.S. Department of Housing and Urban Development (HUD) entitlement grantee that annually receives federal Community Development Block Grant (CDBG) and Home Investment Partnerships Program (HOME) grant funds from HUD; and
WHEREAS, HUD requires that any jurisdiction receiving federal CDBG and HOME grant funds from HUD prepare an Annual Action Plan (AAP) to allocate grant funds; and WHEREAS, HUD requires that any jurisdiction receiving federal CDBG and HOME grant funds from HUD prepare an AAP to identify the activities that will be undertaken in the 2022- 2023 Program Year (PY) and requires noticing of and a public comment period for amendments to the AAP in accordance with the City’s Citizen Participation Plan; and WHEREAS, the City Council, in accordance with its approved Citizen Participation Plan, held public hearings on March 22, 2022 and May 10, 2022, for the purpose of soliciting input from the public on the proposed 2022-2023 AAP for the City’s Housing and Community Development Program; and
WHEREAS, the City Council held a public hearing on June 13, 2023 to consider an amendment to the AAP, following the publicly noticed 15 day public review period for the 2022- 2023 AAP Amendment; and
WHEREAS, the City Council directed the preparation of an AAP Amendment following consideration of comments and recommendations at the public hearing; and WHEREAS, the City Council certifies that it has fulfilled the requirements for, decisionmaking, and action pertaining to development of the federal funding application for 2022-2023 PY as the 2022-2023 AAP Amendment; and
WHEREAS, allocations have been made to various non-profit and public subrecipient organizations, to provide funding for public services, facilities, housing and other projects; and WHEREAS, the approved sub-grantee organizations are profit, nonprofit or public agencies created and operated for the purpose of providing public services, facilities, housing and other projects.

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

Adopt this resolution to:

1. Amend the 2022-2023 Annual Action Plan to cancel the 2022 PY Darwin Street Renovation Project, allocate this funding to the Homeless Garden Project Office Renovation Project, and direct staff to submit the First Substantial Amendment documents to HUD;

2. Approve the 2022-2023 AAP budget adjustment reallocating 2022-2023 CDBG funding from the Darwin Street Renovation Project to the Homeless Garden Project Office Renovation Project and appropriating the funds in the FY24 budget; and

3. Authorize the City Manager to execute project contracts, loan or grant agreements, contract amendments and related loan or grant documents with CDBG sub-recipients, departments and contractors in connection with Consolidated Plan activities proposed in the 2022-2023 AAP First Substantial Amendment.

PASSED AND ADOPTED this 8th day of August, 2023 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

25.5 CAPITAL IMPROVEMENT PROJECTS
Activity:

Applicant:

Activity:

Applicant:

NET CHANGE $0.00
HGP Renovation & Remediation
Homeless Garden Project (HGP) CDBG $93,411.00
CFSC
CDBG
to be cancelled ($93,411.00)
2022-23 PY HUD Action Plan 1st Amendment Budget Summary CDBG PROGRAM BUDGET - HGP only
2022-2023 PROGRAM YEAR
SOURCE Funding Amount
Darwin St. SCAP Renovation

25.6 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
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25EXPENDITURE ACCOUNT TITLE
NET: $

REQUESTED BY DEPARTMENT HEAD

APPROVAL

BUDGET/ACCOUNTING
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FINANCE DIRECTOR

APPROVAL

CITYMANAGER

APPROVAL
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352-(&7
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$02817
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TOTAL EXPENDITURE

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 Clear Form
2024
07/10/2023
Add new CDBG Project to the 2024 Budget - Homeless Garden Project Renovations including, but not limited to mold, asbestos, lead remediation, roof repair, foundation work, and utility hookups at 30 West Cliff Drive. 261-51-81-0000-43110 h512406-105-1015-3016 Federal operating grants and contributions 93,411 93411
261-51-81-5201-56960 h512406-100-2020-0 CDBG Homeless Garden Project Renovation 93,411 93,411
0 Digitally signed by
Jessica L. Mellor
Date: 2023.07.18
16:27:20 -07'00'
Edward
Torres
Digitally signed by Edward Torres
DN: cn=Edward Torres, o=City of Santa Cruz, ou,
[email protected], c=US
Date: 2023.07.21 11:23:35 -07'00'
Elizabet
h Cabell
Digitally signed by Elizabeth Cabell
DN: cn=Elizabeth Cabell, o=City of Santa Cruz,
ou=Finance Department,
[email protected], c=US
Date: 2023.07.21 14:24:28 -07'00'

25.7 City Council

AGENDA REPORT
DATE: 07/19/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Public Works
SUBJECT: Resolution Establishing a Proposed Resource Recovery Collection Rates Increase Beginning on September 1, 2023 (PW)
RECOMMENDATION: Accept the cost-of-service report prepared by HF&H, Inc. which provides the basis for the proposed 5-year refuse rate increases between September 1, 2023 and September 1, 2027, and adopt a resolution revising the schedule of fees for collection of refuse, garbage, trash and recyclables, enclosure maintenance fees, use rates for special containers and customer services, and rescinding Resolution No. NS-29,856.

BACKGROUND: The City of Santa Cruz (City) resource recovery programs (refuse, recycling, and street sweeping) are operated as a self-supporting enterprise within the Refuse Enterprise Fund. All collection, street sweeping, disposal, recycling processing, customer service, and waste reduction and education operations are completed by City employees. The City owns and operates its own landfill and recycling processing facility on Dimeo Lane and sells the recycled materials. Refuse Enterprise Fund costs also include capital improvements and environmental monitoring needed to design and construct new landfill cells, to maintain and upgrade recycling facilities and to meet environmental regulatory requirements. In FY 2023, the Refuse Enterprise Fund budget includes approximately $21 million in operating costs, $3 million in capital outlay, and $3 million in capital projects.

Residents and businesses within the City of Santa Cruz are required to have at least weekly solid waste collection service, with a minimum 20-gallon refuse cart service level. Resource recovery utility fees are charged monthly on the combined Santa Cruz Municipal Utility bill along with water and sewer fees. In addition to garbage collection, resource recovery collection fees include the cost of curbside recycling and yard waste service for cart-service customers, and recycling collection service for container and drop-box service customers. Resource recovery collection fees include the cost of disposal and processing of the collected materials at the Dimeo Lane Resource Recovery Facility (RRF). The resource recovery collection fees also include street sweeping service, provided in high-use business areas, beach areas and bike paths once a week, and to residential areas approximately twice a month. Resource recovery collections staff also picks up illegally dumped materials within the city limits. A waste reduction outreach and education program are provided to residents, businesses, and schools. Resource recovery collection fees cover the costs for city residents to use a countywide Household Hazardous Waste drop-off program at no additional cost, with one site open on Saturdays at the City RRF.

In addition, several additional services are provided to residential resource recovery collection customers, including Christmas tree collection in January, four free bulky item/appliance pick-up

26.1 tags each year, a $40 discount program for compost or worm bins, and free drop-off locations around the city for fluorescent bulbs, household batteries, and unwanted medications and sharps.

Council last acted to increase the full schedule of resource recovery collection rates on January 27, 2015. (Minor changes affecting two rate categories were approved in August 2021.) The 2015 action approved a four-tiered rate increase taking effect on February 1, 2015, and then on July 1 of the years 2015, 2016, and 2017 and 2018. Resource recovery collection fees have not been increased since July 2018.

The City Finance Department estimated that the Refuse Operations subfund had a FY 2023 beginning fund balance available for appropriation of $15 million as of July 1, 2022.

The Refuse Enterprise also includes three other restricted use subfunds. Two of these, the Landfill Closure subfund and Landfill Post-Closure Maintenance subfund are required under state law to ensure that adequate funds are available to close the landfill and maintain it for at least 30 years after closure in compliance with all environmental regulations. The Refuse 2% for Public Art subfund is the third restricted subfund and is required by City ordinance. Mandatory annual contributions to these restricted subfunds are included in projected expenditures of the operating budget.

The current $15 million fund balance is very substantial for the Refuse Operations subfund. We were able to maintain the fund balance between FY 2018 and FY 2021, in which revenues kept pace with or exceeded expenditures. However, in FY 2022 and again in FY 2023, the construction of the new landfill cell created a deficit of about $3 million each year, severely cutting into the fund balance. Additionally, the cost-of-service study indicates that both the residential and commercial collection operations have been operating in a deficit, although the Fund reserves have softened that impact.

The Refuse Fund supports 98.5 full-time equivalent (FTE) positions and personnel services costs make up over half of the operating budget (not including capital and debt). Budgeted personnel services costs for FY 2023 have increased by 36% over FY 2018 costs (from $8.6 million to $11.7 million). Trucks and heavy equipment are another vital but increasingly expensive part of refuse fund operations. Steel prices and availability have increased truck costs significantly, a front loader truck that cost $360,000 in 2018, is now about $400,00, and the electric version is up to $677.000. In addition to capital outlay costs for vehicles and equipment, capital construction costs can be substantial. Construction of a new lined landfill cell, completed this fiscal year, cost approximately $6 million.

Without a rate increase, expenditures are projected to continue to significantly exceed revenues, Table 1, and are projected to use up the fund balance by FY 2027 and put the refuse fund into a deficit by FY 2028 as shown in Table 2.

The Transportation and Public Works Commission reviewed the proposed resource recovery collection rates increase at their meeting on June 26, 2023. At their June 13, 2023 meeting, Council scheduled a public hearing on the proposed collection rates for August 8, 2023 and authorized staff to mail a notice to property owners and tenants affected by the changes. Notices (copy attached) were mailed out on June 16, 2023 to approximately 19,350 property owners and tenants advising them of the proposed changes and of the process to file a written protest. Two

26.2 advertisements showing the proposed rate changes were published in the Santa Cruz Sentinel on July 28, 2023 and August 7, 2023.

Under the State Constitution (as revised by Proposition 218) and subsequent State law, the City Council may approve increases to refuse collection fees after conducting a public hearing on the proposed fees and charges. The mailed notices and published advertisements meet the legal requirements under state law for Council to adopt the proposed rate changes following the public hearing. At the public hearing, Council must consider all properly submitted written protests against the proposed increase in fees and charges and may not impose the increase if a majority of the property owners submit such protests.

DISCUSSION: There are several reasons for the increased projected expenditures over the next several years. Primarily the passage of the California Short-lived Climate Pollutants: Organic Waste Reductions Act, more commonly known as Senate Bill 1383, created new requirements on cities to provide organic recovery programs. This includes food waste collection programs, food recovery programs for businesses and substantial inspection and compliance, including mandatory non-compliance fines. This has required the city to institute additional commercial and residential collection routes to meet this mandate. The City is looking to replace its aging computer software system in 2026. This software runs financial, human resources, permitting, customer service and billing, and various other citywide services. The estimated cost to the Refuse Fund is between $3 and $4 million. The City refuse fleet is responding to both the local and state mandated push to replace diesel vehicles with electric versions. The difference in cost is currently about $300,000 higher for a similar refuse truck. Even as we attempt to phase these purchases over several years, the additional cost is a significant increase to our yearly expenses.

Finally, there are significant increases in liability insurance, wages, and costs to access other needed City services, such as IT, Human Resources, Administrative, and Finance support services. The Resource Recovery Division hired an outside consultant, HF&H, to do an assessment of the cost-of-service requirements to keep the Refuse Fund healthy, able to respond to unforeseen occurrences, and meet the legal requirements under the State constitution (primarily under Proposition 218).

1. 5-Year Financial Plan
Table 3 shows a 5-year financial plan for the Refuse Enterprise Fund showing proposed revenue increases needed to address the projected revenue deficits to the Refuse Fund that will occur without a rate increase. Table 2 assumes a refuse operations subfund balance available for appropriation of $15 million on July 1, 2022. The financial plan includes both closing the gap between revenues and anticipated spending, but also building up the reserve amount to fund the anticipated 2026 computer software purchase. These expected expenditures include assumed increases in capital outlay, maintenance, liability insurance, and personnel costs. The plan would leave a projected Refuse Operations subfund balance of approximately $14 million in FY 2028.

2. Estimated Target Reserve
Table 4, Several years ago Finance completed a risk characteristic stress test that evaluated the City’s individual factors for extreme and infrequent natural and man-made events, revenue volatility, expenditure volatility, size of debt or unfunded obligations, cash position, unfunded high priority capital projects among other factors. The result of this analysis supported a range of 17% to 25% for base reserves for General Fund obligations. For a self-sustaining Refuse Operation that relies on capital costs for continuation of services and is not meant to be subsidized by general taxes, staff recommends that the target reserve be increased by another

26.3 10% to 15% to reach a range between 27% and 40% depending on near term capital assessments.

This target has been traditionally calculated based on having in reserve one to three months of the annual operating budget of all refuse operations activities, as well as a capital cost contingency. Unfortunately, escalating costs over the last several years, in the areas of construction and environmental clean-up show that our previous target is now too low, it is more appropriate at the high end of that range. The proposed collection rates are projected to result in a fund balance of $14 million by FY 2028 or approximately 50% of our anticipated operating budget.

3. Proposed Cart Service Rates
Table 5 shows the proposed cart service collection rates. The City has a Zero Waste Goal and has established resource recovery collection rates that provide incentives to customers to reduce waste by ordering a smaller refuse cart size at a lower price. This price incentive has been very effective. The number of cart customers choosing smaller carts has increased dramatically when first established and has remained consistent over the last few years. Currently, 38% of cart customers have 20-gallon carts, 43% have 32-gallon carts, 18% have 64-gallon carts and less than 1% have the 95-gallon carts. Although 81% of our customers have the smaller 20- or 32- gallon carts, historically 5% of customers will try to change to a smaller cart size after a rate increase. Although most will change back to the correct size, to achieve the revenue increases needed from within the cart sector while factoring in this shift to lower cost (and thus lower revenue) service, the rates for cart service needed to be adjusted upward slightly for the first year. The cart service collection rates are proposed to increase by 10% on September 1, 2023, and then by 4% on September 1 of 2024, 2025, 2026 and 2027.

New or changed cart collection services are included in the proposed rates:
a. The addition of food scrap collection in the residential bundled rate package. b. Elimination of the Life-Line rate. This fee has been determined illegal under Proposition 218.

4. Proposed Commercial Rates
Table 6 shows the proposed commercial collection rates. The proposed rates continue to provide a financial incentive to reduce waste and to choose a larger container size picked up less often rather than having a smaller container picked up multiple times each week. The commercial container collection rates are proposed to increase by 15% on September 1, 2023, and then by 4% on September 1st of 2024, 2025, 2026 and 2027.

Some commercial rates and fees apply to customers who request one-time and/or temporary collection services, services that are charged each time they are collected, and special services.

The proposed rates for most of these special commercial categories were based on a percentage increase equal to that of the regular commercial rates.

New or changed commercial collection services are included in the proposed rates:
a. Including State mandated food scrap collection into a bundled rate. This means for the basic cost of their refuse container, commercial collection will include recycling, yard waste and food scrap service for no additional cost. This will eliminate the current rates for 64-gallon cart, 1 yard container, 2-yard container and 3-yard container service for food scraps. b. Eliminate the Weekend Collection Surcharge.

26.4 5. Proposed Municipal Wharf Rates
The businesses on the Municipal Wharf have a separate rate schedule because they are mandated to utilize shared City-owned compactors located at several points along the wharf due to collection challenges and to reduce the number of heavy truck trips. The current and proposed monthly resource recovery collection rates for Municipal Wharf customers are shown in Table 7.

The wharf rates were calculated to achieve the overall target revenue percentage increases set forth in the Financial Plan and are proposed to increase by 15% on September 1, 2023, and then by 4% on September 1 of 2024, 2025, 2026 and 2027.

6. City School District Rates
Staff is recommending that the School District rates be increased as shown in Table 8. The proposed rates are based on applying the same percentage increases proposed for regular commercial rates to the current School District rates over the current rates, 15% on September 1, 2023, and then by 4% on September 1 of 2024, 2025, 2026 and 2027.

Under the State Constitution (as revised by Proposition 218) and subsequent State law, the City Council can approve increases to refuse collection fees after conducting a public hearing on the proposed fees and charges. That public hearing must be held no less than 45 days after mailing a notice of the proposed fees and charges to the record owners of each identified parcel which will be impacted. At the public hearing, Council must consider all properly submitted written protests against the proposed increase in fees and charges and may not impose the increase if a majority of the property owners submit such protests.

FISCAL IMPACT: Without the proposed resource recovery collection rate increases, the estimated $14 million FY 2023 beginning fund balance available for appropriation for the refuse operations subfund is estimated to decline to a negative fund balance of at the end of FY 2027, and to a deficit of over $2.8 million by the end of FY 2028. The proposed rate increases are projected to increase revenues over the next five years while slowly spending down the fund balance over the next four years. With the proposed rate increases, annual revenues are projected to approximately equal annual expenditures by FY 2025, fund the computer system upgrade in FY 2025, and return to an ending fund balance of approximately $14 million.

The impact of the proposed fees on collection customers is shown in the attached tables.

Collection rates provide a financial incentive to both residential and commercial customers to reduce to a smaller cart or container size, fully utilize our additional waste reduction services, and to commercial customers to have refuse picked up less frequently. These rates provide financial incentives that should help the City reduce waste, move toward the Zero Waste Goal and increase landfill diversion and landfill life.

Under the proposed plan, collection rates would increase on September 1, 2023, and then on September 1st of 2024, 2025, 2026 and 2027.

Prepared By:

Bob Nelson
Resource Recovery
Operations Manager
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. TABLES.PDF

26.5 2. RESOLUTION.DOCX

3. HF AND H EXECUTIVE SUMMARY RATE MODEL.PDF

4. FINAL PUBLIC HEARING REFUSE RATE INCREASE MAILED NOTICE.PDF

26.6 Table 1 Projected Expenditures – No Rate Increase
Table 2 Projected Fund Balance Available for Appropriation – No Rate Increase City of Santa Cruz
Solid Waste Rate Model
Table 1A - Summary YTD Actual <---- City Budget Toggle
Fiscal year FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Eff. Date 7/1/2022 7/1/2023 7/1/2024 7/1/2025 7/1/2026
Revenue Requirement - Residential $9,329,723 $9,668,063 $10,019,260 $10,383,803 $10,336,160 Revenue - Residential $8,224,797 $8,224,797 $8,224,797 $8,224,797 $8,224,797 Surplus / (Shortfall) -$1,104,926 -$1,443,266 -$1,794,463 -$2,159,006 -$2,111,363 Revenue Requirement - Commercial $8,258,869 $8,551,737 $8,855,734 $9,171,283 $8,947,008 Revenue - Commercial $7,208,433 $7,208,433 $7,208,433 $7,208,433 $7,208,433 Surplus / (Shortfall) -$1,050,436 -$1,343,304 -$1,647,301 -$1,962,850 -$1,738,575 Annual Rate Revenue Increases - Residential 0.0% 0.0% 0.0% 0.0% 0.0% Annual Rate Revenue Increases - Commercial 0.0% 0.0% 0.0% 0.0% 0.0%

26.7 Table 3 Five Year Financial Plan
Table 4 Estimated Fund Balance Available for Appropriation/Reserves – with proposed rate increases
Table 5 Proposed Cart Service Rates City of Santa Cruz
Solid Waste Rate Model
Table 1A - Summary YTD Actual <---- City Budget Toggle
Fiscal year FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Eff. Date 7/1/2022 7/1/2023 7/1/2024 7/1/2025 7/1/2026
Revenue Requirement - Residential $9,329,172 $9,667,491 $10,018,666 $10,383,186 $10,335,519 Revenue - Residential $9,047,277 $9,409,168 $9,785,535 $10,176,956 $10,584,034 Surplus / (Shortfall) -$281,895 -$258,323 -$233,131 -$206,230 $248,515 Revenue Requirement - Commercial $8,259,435 $8,552,325 $8,856,344 $9,171,916 $8,947,665 Revenue - Commercial $8,227,250 $8,556,340 $8,898,593 $9,254,537 $9,624,719 Surplus / (Shortfall) -$32,185 $4,015 $42,249 $82,621 $677,053 Annual Rate Revenue Increases - Residential 10.0% 4.0% 4.0% 4.0% 4.0% Annual Rate Revenue Increases - Commercial 15.0% 4.0% 4.0% 4.0% 4.0% $10.0
$11.0
$12.0
$13.0
$14.0
$15.0
$16.0
$17.0
$18.0
$19.0
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28
Reserves Balance
(Millions)
Projected Year-End Unrestricted Cash Balance
City-Selected Rate
Phasing
No Rate Increases
Current Reserve Target
Current Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Cart Service (Residential and Commercial)
20-gallon cart, one/week $22.36 $24.60 $25.58 $26.60 $27.67 $28.77 32-gallon cart, one/week $36.04 $39.64 $41.23 $42.88 $44.59 $46.38 64-gallon cart, one/week $77.25 $84.98 $88.37 $91.91 $95.59 $99.41 95-gallon cart, one/week $123.60 $135.96 $141.40 $147.05 $152.94 $159.05 Additional unscheduled setout (per bag) $16.72 $18.39 $19.13 $19.89 $20.69 $21.52 Call-back service (carts) $39.53 $43.48 $45.22 $47.03 $48.91 $50.87 Commercial 64-gallon Food Waste Cart once/week $69.48 $79.95 $83.15 $86.48 $89.94 $93.53 Food Waste additional schedule pickup $69.48 $79.95 $83.15 $86.48 $89.94 $93.53

26.8 Table 6 Proposed Commercial Rates
Current Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Commercial Containers (City Owned)
1 CY one/week $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 Additional scheduled weekly pickups $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 Additional unscheduled pickups (each) $61.26 $70.45 $73.27 $76.20 $79.25 $82.42 Food Waste one pickup per week $196.65 $226.15 $235.19 $244.60 $254.39 $264.56 Food Waste additional scheduled (each) $196.65 $226.15 $235.19 $244.60 $254.39 $264.56 2 CY once/week $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 Additional scheduled weekly pickups $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 Additional unscheduled pickups (each) $122.52 $140.90 $146.53 $152.40 $158.49 $164.83 Food Waste one pickup per week $293.11 $337.08 $350.56 $364.58 $379.17 $394.33 Food Waste additional scheduled (each) $293.11 $337.08 $350.56 $364.58 $379.17 $394.33 Temporary Service
Ten-day service, one pick-up $157.52 $181.15 $188.39 $195.93 $203.77 $211.92 Five-day service, one pick-up $108.76 $125.07 $130.08 $135.28 $140.69 $146.32 Each Extra Day (max 15) $31.57 $36.31 $37.76 $39.27 $40.84 $42.47 3 CY once/week $456.74 $525.25 $546.26 $568.11 $590.84 $614.47 Additional scheduled weekly pickups $456.74 $525.25 $546.26 $568.11 $590.84 $614.47 Additional unscheduled pickups (each) $200.87 $231.00 $240.24 $249.85 $259.84 $270.24 Food Waste one pickup per week $411.07 $472.73 $491.63 $511.30 $531.75 $553.02 Food Waste additional scheduled (each) $411.07 $472.73 $491.63 $511.30 $531.75 $553.02 4 CY once/week $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 Additional scheduled weekly pickups $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 Additional unscheduled pickups (each) $245.05 $281.81 $293.08 $304.80 $317.00 $329.67 Temporary Service
Ten-day service, one pick-up $317.24 $364.83 $379.42 $394.60 $410.38 $426.79 Five-day service, one pick-up $216.59 $249.08 $259.04 $269.40 $280.18 $291.39 Each Extra Day (max 15) $62.98 $72.43 $75.32 $78.34 $81.47 $84.73 6 CY once/week $788.32 $906.57 $942.83 $980.54 $1,019.77 $1,060.56 Additional scheduled weekly pickups $788.32 $906.57 $942.83 $980.54 $1,019.77 $1,060.56 Additional unscheduled pickups (each) $367.57 $422.71 $439.61 $457.20 $475.49 $494.51 Temporary Service
Ten-day service, one pick-up $381.01 $438.16 $455.69 $473.92 $492.87 $512.59 Five-day service, one pick-up $259.88 $298.86 $310.82 $323.25 $336.18 $349.63 Each Extra Day (max 15) $62.98 $72.43 $75.32 $78.34 $81.47 $84.73 8 CY once/week $993.28 $1,142.27 $1,187.96 $1,235.48 $1,284.90 $1,336.30 Additional scheduled weekly pickups $993.28 $1,142.27 $1,187.96 $1,235.48 $1,284.90 $1,336.30 Additional unscheduled pickups (each) $462.63 $532.02 $553.31 $575.44 $598.46 $622.39 Delivery charge for reinstation dequinlent accounts (1-8 yd) $145.49 $167.31 $174.01 $180.97 $188.20 $195.73 Special Containers (Downtown MW and Rec Enclosures)
Rate for common use of a refuse container
Maintenance fee for downtown enclosures
Customer Services
Cart locks installation $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Container locks installation $52.74 $60.65 $63.08 $65.60 $68.22 $70.95 Cart cleaning (special request) $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Container renewal (clean/paint) $35.16 $40.43 $42.05 $43.73 $45.48 $47.30 Compactor cleaning (per time) $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 Life-line rate - 20 gallon cart $21.36 $23.50 $24.44 $25.41 $26.43 $27.49 Life-line rate - 32 gallon cart $35.04 $38.54 $40.09 $41.69 $43.36 $45.09 Bulky item pickup (Resi pick up, scheduled) $24.31 $26.74 $27.81 $28.92 $30.08 $31.28 Private enclosed cleaning fee $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 Special service fee (requested by customer) $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Difficult to service fee $30.47 $33.52 $34.86 $36.25 $37.70 $39.21 Additional Rec or GW cart fee $4.25 $4.68 $4.86 $5.06 $5.26 $5.47 Special haul rate (per hour) $564.15 $648.77 $674.72 $701.71 $729.78 $758.97 Special haul rate (minimum charge) $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 Weekend Collection Surcharge 15% 15% 15% 15% 15% 15%
Change of service fee $11.72 $13.48 $14.02 $14.58 $15.16 $15.77 Regular container rate / proportional volume generated by the business or property = monthly refuse rate charged to business or property.

Proportional share of actual maintenance costs based on average volume of refuse collected. 26.9
Table 7 Proposed Municipal Wharf Rates
Table 8 Proposed City School Rates
Municipal Wharf Rates Current Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Muni Wharf - Summer 32 gal Cart $36.04 $41.45 $43.10 $44.83 $46.62 $48.49 Muni Wharf - Winter 32 gal Cart $36.04 $41.45 $43.10 $44.83 $46.62 $48.49 Muni Wharf - Summer Level 0 $97.47 $112.09 $116.57 $121.24 $126.09 $131.13 Muni Wharf - Winter Level 0 $97.47 $112.09 $116.57 $121.24 $126.09 $131.13 Muni Wharf - Summer Level 1 $234.64 $269.84 $280.63 $291.85 $303.53 $315.67 Muni Wharf - Winter Level 1 $189.72 $218.18 $226.91 $235.98 $245.42 $255.24 Muni Wharf - Summer Level 2 $410.70 $472.31 $491.20 $510.85 $531.28 $552.53 Muni Wharf - Winter Level 2 $300.89 $346.02 $359.86 $374.26 $389.23 $404.80 Muni Wharf - Summer Level 3 $693.12 $797.09 $828.97 $862.13 $896.62 $932.48 Muni Wharf - Winter Level 3 $466.18 $536.11 $557.55 $579.85 $603.05 $627.17 Muni Wharf - Summer Level 4 $1,125.26 $1,294.05 $1,345.81 $1,399.64 $1,455.63 $1,513.85 Muni Wharf - Winter Level 4 $803.96 $924.55 $961.54 $1,000.00 $1,040.00 $1,081.60 Muni Wharf - Summer Level 5 $1,988.60 $2,286.89 $2,378.37 $2,473.50 $2,572.44 $2,675.34 Muni Wharf - Winter Level 5 $1,363.68 $1,568.23 $1,630.96 $1,696.20 $1,764.05 $1,834.61 Santa Cruz City School District - Proposed Resource Recovery Collection Rates School Name
Refuse
Containe
r Size
Refuse
Pickups/Week Current Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Bay View Elementary 6 yd 2 $ $1,140.21 $1,185.81 $1,233.25 $1,282.58 $1,333.88 991.48 Branciforte Elementary 4 yd 2 $ $857.93 $892.25 $927.94 $965.06 $1,003.66 746.03 Branciforte Middle School 4 yd 2 $ $857.93 $892.25 $927.94 $965.06 $1,003.66 746.03 DeLaveaga Elementary 4 yd 3 $ $1,232.57 $1,281.88 $1,333.15 $1,386.48 $1,441.94 1,071.80 Gault Elementary 4 yd 2 $ $857.93 $892.25 $927.94 $965.06 $1,003.66 746.03 4 yd 2 $ $857.93 $892.25 $927.94 $965.06 $1,003.66 746.03 4 yd 3 $ $1,232.57 $1,281.88 $1,333.15 $1,386.48 $1,441.94 1,071.80 4 yd 1 $ $483.29 $502.62 $522.73 $543.64 $565.38 420.25 Adult School - La Fonda 4 yd 1 $ $483.29 $502.62 $522.73 $543.64 $565.38 420.25 Mission Hill Middle School 4 yd 3 $ $1,232.57 $1,281.88 $1,333.15 $1,386.48 $1,441.94 1,071.80 Santa Cruz High 6 yd 3 $ $1,639.15 $1,704.72 $1,772.91 $1,843.83 $1,917.58 1,425.35 Football Field 4 yd 1 $ $483.29 $502.62 $522.73 $543.64 $565.38 420.25 229 Weeks - Adult Ed 2 -32 gal 1 $ $55.42 $57.64 $59.94 $62.34 $64.84 48.19 Warehouse (536 Palm) 2 yd 1 $ $293.23 $304.96 $317.16 $329.85 $343.04 254.98 2 yd 1 $ $293.23 $304.96 $317.16 $329.85 $343.04 254.98 4 yd 1 $ $483.29 $502.62 $522.73 $543.64 $565.38 420.25 4 yd 1 $ $483.29 $502.62 $522.73 $543.64 $565.38 420.25 Westlake Elementary
Harbor High

26.10 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ

ADOPTING A SCHEDULE OF FEES FOR COLLECTION OF REFUSE,

GARBAGE, TRASH, AND RECYCLABLES, ENCLOSURE MAINTENANCE FEES,

USE RATES FOR SPECIAL CONTAINERS AND CUSTOMER SERVICE, AND RESCINDING RESOLUTION NO. NS-29,856
WHEREAS, the City of Santa Cruz has established a Refuse Enterprise Fund; and WHEREAS this fund is responsible for collection and disposal of garbage, refuse, trash, and recyclables generated within the City and the proper collection and disposal of such material is vital to the health and welfare of the City; and
WHEREAS, Resolution No. NS-29,856 last established a schedule of rates for the collection of garbage, refuse, trash, and recyclables, enclosure maintenance fees, use rates for special containers and customer services; and
WHEREAS, the analysis of refuse rates indicates the current rates and charges are insufficient to maintain existing refuse utility operational, maintenance and capital improvement needs; and WHEREAS, the City Council has determined that the proposed amendments to the current rates and charges are important for the safe and efficient operation of the City's refuse operation; and WHEREAS, the notice of the public hearing was provided to each parcel subject to the proposed rate increase at least 45 days prior to the public hearing. Notice of the public hearing was also mailed to all refuse customers. Additionally, the notice was placed on the City's website; and WHEREAS, the City Council further finds that the amount of the rates hereinafter set forth does not exceed the amount of the estimated costs required to provide the services for which the rates are levied; and WHEREAS, the City Council further finds that the increases in rates effected by this Resolution are reasonable and required for the proper operation of the refuse system, and are exempt from the California Environmental Quality Act, pursuant to Section 21080(b)(8) of the Public Resources Code, because they are for the purposes of (1) meeting operating expenses, (2) purchasing or leasing supplies, equipment and materials, (3) meeting financial reserve requirements, and (4) obtaining funds for capital projects necessary to maintain service within existing service areas.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz that Resolution No. NS-29,856 is hereby rescinded.

BE IT FURTHER RESOLVED that the schedule of fees contained herein, and the schedule of fees contained in Exhibit “A” City of Santa Cruz School District Fee Schedule, are hereby adopted. This resolution shall take effect and the schedule of fees herein shall apply to charges incurred on or after September 1, 2023; with increases effective on September 1, 2024, September 1, 2025, September 1, 2026, and September 1, 2027, as shown herein.

26.11 RESOLUTION NO. NS2

SERVICE
Note: Service levels describe refuse service. Rates stated also include recycling, yard waste and food scrap collection service carts or containers provided by City.

1. Cart Service (Residential and Commercial):

A. Minimum service level for Residential Dwelling Units is one 20-gallon cart per residential unit per week (or the equivalent volume in container service). Each unit in a multi-family complex is a separate residential unit (for example, a triplex is three residential units).

B. Minimum scheduled service required for Commercial Establishments is one 20-gallon cart picked up weekly.

CART SERVICE (Residential and Commercial) –Monthly rates unless otherwise stated Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
20-gallon cart, one/week $22.36 $24.60 $25.58 $26.60 $27.67 $28.77 32-gallon cart, one/week $36.04 $39.64 $41.23 $42.88 $44.59 $46.38 64-gallon cart, one/week $77.25 $84.98 $88.37 $91.91 $95.59 $99.41 95-gallon cart, one/week $123.60 $135.96 $141.40 $147.05 $152.94 $159.05 Additional unscheduled setout (per bag) $16.72 $18.39 $19.13 $19.89 $20.69 $21.52 Call-back service (carts) $39.53 $43.48 $45.22 $47.03 $48.91 $50.87

2. Commercial and Other Establishments using City-owned Containers (1-6 cubic yards):

COMMERCIAL CONTAINERS — CITY OWNED–Monthly rates unless otherwise stated Current
Rates
FY 2023-
24 FY 2024-
25 FY 2025-
26 FY 2026-
27 FY 2027-
28 1 Cubic Yard one time a week $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 Additional scheduled weekly pickups $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 Additional unscheduled pickups (each) $61.26 $70.45 $73.27 $76.20 $79.25 $82.42 2 Cubic Yards one time a week $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 Additional scheduled weekly pickups $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 Additional unscheduled pickups (each) $122.52 $140.90 $146.53 $152.40 $158.49 $164.83 Temporary Service
Ten-day service, one pick-up $157.52 $181.15 $188.39 $195.93 $203.77 $211.92 Five-day service, one pick-up $108.76 $125.07 $130.08 $135.28 $140.69 $146.32 Each Extra Day (max 15) $31.57 $36.31 $37.76 $39.27 $40.84 $42.47 3 Cubic Yards one time a week $456.74 $525.25 $546.26 $568.11 $590.84 $614.47 Additional scheduled weekly pickups $456.74 $525.25 $546.26 $568.11 $590.84 $614.47 Additional unscheduled pickups (each) $200.87 $231.00 $240.24 $249.85 $259.84 $270.24 4 Cubic Yards one time a week $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 Additional scheduled weekly pickups $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 Additional unscheduled pickups (each) $245.05 $281.81 $293.08 $304.80 $317.00 $329.67 Temporary Service
Ten-day service, one pick-up $317.24 $364.83 $379.42 $394.60 $410.38 $426.79 Five-day service, one pick-up $216.59 $249.08 $259.04 $269.40 $280.18 $291.39

26.12 RESOLUTION NO. NS3
Each Extra Day (max 15) $62.98 $72.43 $75.32 $78.34 $81.47 $84.73 6 Cubic Yards one time a week $788.32 $906.57 $942.83 $980.54 $1,019.77 $1,060.56 Additional scheduled weekly pickups $788.32 $906.57 $942.83 $980.54 $1,019.77 $1,060.56 Additional unscheduled pickups (each) $367.57 $422.71 $439.61 $457.20 $475.49 $494.51 Temporary Service
Ten-day service, one pick-up $381.01 $438.16 $455.69 $473.92 $492.87 $512.59 Five-day service, one pick-up $259.88 $298.86 $310.82 $323.25 $336.18 $349.63 Each Extra Day (max 15) $62.98 $72.43 $75.32 $78.34 $81.47 $84.73 8 Cubic Yards one time a week $993.28 $1,142.27 $1,187.96 $1,235.48 $1,284.90 $1,336.30 Additional scheduled weekly pickups $993.28 $1,142.27 $1,187.96 $1,235.48 $1,284.90 $1,336.30 Additional unscheduled pickups (each) $462.63 $532.02 $553.31 $575.44 $598.46 $622.39 Delivery charge for reinstation delinquent accounts
(1-8 yd) $145.49 $167.31 $174.01 $180.97 $188.20 $195.73

3. Special Containers: City-owned
A. The published City of Santa Cruz 10 to 30 yard container rates include disposal of a limited tonnage of material, which varies by box size. Boxes with heavier loads will be charged additional tonnage fees. No roll-off box may weigh more than ten (10) tons, due to maximum truck weight limits for over-the-road hauling. The driver may require materials to be removed from the box before hauling if the box is too heavy.

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
10 CY
Temporary 15-day service, 1 pickup $459.98 $459.98 $459.98 $459.98 $459.98 $459.98 Minimum permanent Service, 1
pickup/month $511.35 $511.35 $511.35 $511.35 $511.35 $511.35 Additional pickups $485.53 $485.53 $485.53 $485.53 $485.53 $485.53 15 CY
Temporary 15-day service, 1 pickup $573.19 $573.19 $573.19 $573.19 $573.19 $573.19 Minimum permanent Service, 1
pickup/month $637.20 $637.20 $637.20 $637.20 $637.20 $637.20 Additional pickups $605.03 $605.03 $605.03 $605.03 $605.03 $605.03 20 CY
Temporary 15-day service, 1 pickup $671.01 $671.01 $671.01 $671.01 $671.01 $671.01 Minimum permanent Service, 1
pickup/month $745.95 $745.95 $745.95 $745.95 $745.95 $745.95 Additional pickups $708.29 $708.29 $708.29 $708.29 $708.29 $708.29 30 CY
Temporary 15-day service, 1 pickup $866.63 $866.63 $866.63 $866.63 $866.63 $866.63 Minimum permanent Service, 1
pickup/month $963.41 $963.41 $963.41 $963.41 $963.41 $963.41 Additional pickups $914.78 $914.78 $914.78 $914.78 $914.78 $914.78 Weekend Special, 10-yard, 15-yard
10 CY drop off Fri, pickup Mon $292.08 $292.08 $292.08 $292.08 $292.08 $292.08 15 CY drop off Fri, pickup Mon $365.13 $365.13 $365.13 $365.13 $365.13 $365.13

26.13 RESOLUTION NO. NS4
OTHER MATERIALS – ALL BOX SIZES Current Rates
Current
Rates
FY 2023-
24 FY 2024-
25 FY 2025-
26 FY 2026-
27 FY 2027-
28 Any construction, fill and/or recycled material
accepted by ton at the RRF, including refuse if
box is also used for other materials (per pickup)
Rate+RRF Material fee/ton) $367.08+ $367.08+ $367.08+ $367.08+ $367.08+ $367.08+ RRF Fee RRF Fee RRF Fee RRF Fee RRF Fee RRF Fee
OTHER FEES — ALL BOX SIZES
Extra Day Charge (per day, not to exceed 15 days) ..............................$91.10 Extra Tonnage charge – Refuse Boxes (per ton)...................................Per existing Landfill Material charge Roll-Off Call Back Service (per call).......................................................$100.65 Delivery charge for reinstating
delinquent accounts ..............................................................................$289.74

4. Special Containers: Customer-owned compactor containers:

COMPACTOR CONTAINERS — Customer Owned
Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Roll-off truck service (based on 12 CY) $67.35 $77.45 $80.55 $83.77 $87.12 $90.61 Front-loader truck service $29.08 $33.44 $34.78 $36.17 $37.62 $39.12

5. Special Containers: Santa Cruz Municipal Wharf
Muni Wharf - Summer 32 gal Cart $36.04 $41.45 $43.10 $44.83 $46.62 $48.49 Muni Wharf - Winter 32 gal Cart $36.04 $41.45 $43.10 $44.83 $46.62 $48.49 Muni Wharf - Summer Level 0 $97.47 $112.09 $116.57 $121.24 $126.09 $131.13 Muni Wharf - Winter Level 0 $97.47 $112.09 $116.57 $121.24 $126.09 $131.13 Muni Wharf - Summer Level 1 $234.64 $269.84 $280.63 $291.85 $303.53 $315.67 Muni Wharf - Winter Level 1 $189.72 $218.18 $226.91 $235.98 $245.42 $255.24 Muni Wharf - Summer Level 2 $410.70 $472.31 $491.20 $510.85 $531.28 $552.53 Muni Wharf - Winter Level 2 $300.89 $346.02 $359.86 $374.26 $389.23 $404.80 Muni Wharf - Summer Level 3 $693.12 $797.09 $828.97 $862.13 $896.62 $932.48 Muni Wharf - Winter Level 3 $466.18 $536.11 $557.55 $579.85 $603.05 $627.17 Muni Wharf - Summer Level 4 $1,125.26 $1,294.05 $1,345.81 $1,399.64 $1,455.63 $1,513.85 Muni Wharf - Winter Level 4 $803.96 $924.55 $961.54 $1,000.00 $1,040.00 $1,081.60 Muni Wharf - Summer Level 5 $1,988.60 $2,286.89 $2,378.37 $2,473.50 $2,572.44 $2,675.34 Muni Wharf - Winter Level 5 $1,363.68 $1,568.23 $1,630.96 $1,696.20 $1,764.05 $1,834.61

6. Special Containers: Downtown Mixed-waste and Recycling Enclosures A. Rate for Common Use of a Refuse Container
Upon findings of need by the Director of Public Works, business/property owners will be allowed to commonly use a single refuse container within a City-owned mixed-waste and recycling enclosure, and will be charged according to the following formula:

Regular container rate / proportional volume generated by the business or property = monthly refuse rate charged to business or property.

B. Maintenance Fee for Downtown Enclosures

26.14 RESOLUTION NO. NS5
Each business/property owner which uses a City-owned mixed-waste and recycling enclosure will be charged a proportional share of the actual maintenance cost for that enclosure, based on the average volume of refuse collected from the enclosure, through a monthly fee appearing on their refuse bill.

7. Customer Services:

All persons who desire customer services listed in A through H below shall comply with the direction of the Director of Public Works as to procedures for service requests.

A. Cart or Container locks installation:

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Cart locks installation $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Container locks installation $52.74 $60.65 $63.08 $65.60 $68.22 $70.95 B. Cart, Container or Compactor cleaning or painting:

Current
Rates
FY 2023-
24 FY 2024-
25 FY 2025-
26 FY 2026-
27 FY 2027-
28 Cart cleaning (special request) $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Container renewal (clean/paint) $35.16 $40.43 $42.05 $43.73 $45.48 $47.30 Compactor cleaning (per time) $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 C. Bulky Item Pickup – Residential pick-up of items such as large furniture pieces, appliances, mattresses, etc., after scheduling an appointment through Customer Service.

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Bulky item pickup (Resi pick up, scheduled) $24.31 $26.74 $27.81 $28.92 $30.08 $31.28 D. Private Enclosure Cleaning Fee – City cleaning of privately-owned trash and/or recycling enclosure, upon request through Customer Service.

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Private enclosed cleaning fee $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 E. Special Service Fee – Monthly service fee for any of the following special collection services when such service is requested by the customer:
(1) Opening and closing gates to service carts or containers (2) Unlocking and locking carts or containers to empty them (3) Accessing service containers requiring special service (i.e. long walk, excessive shifting of containers required, etc.)
(4) Residential pack-out service (per cart)
Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Special service fee (requested by customer) $15.23 $17.51 $18.22 $18.94 $19.70 $20.49

26.15 RESOLUTION NO. NS6
F. Difficult to Service Fee – Monthly service fee for cart customers with difficult collection services, such as servicing carts that are over 100 feet from the truck, when such service is requested by the customer (per cart):

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Difficult to service fee $30.47 $33.52 $34.86 $36.25 $37.70 $39.21 G. Additional Recycling or Yard Waste Cart Fee – Monthly service fee for each additional recycling and/or greenwaste cart when such service is requested by the customer:

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Additional Recycle or Yard waste cart fee $4.25 $4.68 $4.86 $5.06 $5.26 $5.47

8. Special Haul Service Fees
Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Special haul rate (per hour) $564.15 $648.77 $674.72 $701.71 $729.78 $758.97 Special haul rate (minimum charge) $179.25 $206.14 $214.38 $222.96 $231.88 $241.15

9. Change of Service Fee
A. For all changes in service not otherwise specified herein:

Current
Rates
FY
2023-24
FY 2024-
25 FY 2025-
26 FY 2026-
27 FY
2027-28
Change of service fee $11.72 $13.48 $14.02 $14.58 $15.16 $15.77 B. For refuse cart service customers establishing a new service, no fee will be charged for changes in cart size within the 30 days after initial sign-up.

C. For refuse cart service customers requesting a change in service level to a smaller cart size, the change of service fee shall be waived, as long as they have not increased their cart size in the previous twelve (12) months.

10. Contaminated recycle, yard waste or food scrap materials will be charged as refuse.

11. All persons who use the service for which charges are hereby established shall comply with the direction of the Director of Public Works as to the placement of said containers, and to the specifications of said containers.

Persons who use the service for which charges are hereby established may not place collection carts or containers on the public street or sidewalk prior to 24 hours before the scheduled service, and they must remove the carts or containers from the public street or sidewalk within 24 hours after service has occurred.

12. The Director of Public Works is authorized to waive the requirements for single family residential carts to be placed at curbside provided the residential customer supplies the Director of Public Works with evidence of physical incapacity or other just cause or hardship to waive the curbside placement requirement.

26.16 RESOLUTION NO. NS7

13. The Director of Public Works is authorized to require multiple dwelling complexes to utilize container service rather than carts when use of carts creates a threat to public health or safety, a public nuisance, or when required for safe and efficient municipal utility operations.

PASSED AND ADOPTED this 8th day of August 2023 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________
Mayor
ATTEST:_______________________
City Clerk Administrator

26.17 RESOLUTION NO. NS8

EXHIBIT A

26.18 26.19

26.20 26.21

26.22 26.23

26.24 26.25

26.26 26.27

26.28 26.29
Why Are Rate
Increases Needed?
Our City of Santa Cruz Resource Recovery programs and services described at left are self-supporting operations within the Refuse Enterprise Fund. Their expenditures are covered by refuse collection fees which have not been increased since July 2018 and are projected to exceed revenues and deplete the fund balance by FY2027. There are several reasons for this.

First, personnel service costs for FY2023 have increased by 36% since FY2018. Trucks and heavy equipment are more expensive given steel prices and availability. Also, Resource Recovery is responding to the state-mandate to replace diesel vehicles with electric versions at considerable increase in cost.

Capital construction costs have substantially risen. Construction of a new landfill cell has created a deficit of about $6 million, severely cutting into the fund balance.

The passage of California State’s mandated SB 1383 has brought new costs with requirements to provide residential and commercial food waste collection and recovery programs.

Last, citywide software that runs finances and other services is aging and must soon be replaced; the Resource Recovery portion will cost $3-4 million.

With the proposed rate increases, annual revenues are projected to equal annual expenditures by FY2025 and return a moderate unrestricted fund balance in FY2028 as a hedge against any unforeseen costs.

The proposed fees are based on the refuse container size (volume) and the frequency of collection. They offer customers a financial incentive to reduce waste and move to a smaller cart or container size.

Commercial customers may also choose to have refuse picked up less frequently at lower cost. These financial incentives help our City meet our Climate Action goals of increased waste reduction, increased landfill diversion, and landfill life extension.

The proposed Resource Recovery refuse collection rates are detailed in the following pages.

Services Included with Resource Recovery Refuse Collection Rates Curbside Recycling
Residents and businesses in the City are provided unlimited recycling collection with their refuse service. Recycling reduces the amount of garbage that must be collected and may enable you to reduce cart or container size and lower monthly rates. Materials to recycle include mixed paper, junk mail, newspapers, cardboard, glass bottles and jars, metal cans, bagged and tied plastic bags, and plastic bottles, jars, jugs and tubs. Used motor oil and oil filters may be recycled curbside in City-provided jugs. Please recycle right! Don’t include contaminants such as single plastic bags, garbage, polystyrene foam, or items with food residue—these can damage equipment and/or cause an entire recycling load to be landfilled.

Yard Waste Recycling
Resource Recovery collection rates include weekly collection of a 64-gallon yard waste cart. Grass clippings, leaves, pine needles, prunings, branches, plants, unpainted/untreated lumber scraps, and untreated wood chips, bark, or sawdust may be put into the green cart and placed curbside on your regular collection day. City crews will collect it, grind it, and send it to a local farm for composting or use as mulch. It is critical that you only include the items listed to prevent contamination and damage to the grinder. Yard waste recycling saves landfill space and helps you reduce your refuse cart size and monthly fees.

Street Sweeping
Our City Street Sweeping program is funded through Resource Recovery collection rates. Our crews attempt to sweep streets in the highuse business areas, beach areas, and bike paths at least once a week and more often during high-use seasons. They attempt to sweep residential streets twice a month on the day after collection service.

Heavy on-street parking limits the ability of sweepers to access areas next to curbs. You can help by not parking on the street the morning after your refuse collection. Street sweeping helps keep pollutants out of storm drains, and ultimately, out of Monterey Bay and the ocean.

Sweeping also helps clear gutters of leaves and debris that can clog storm drains and lead to street flooding. Your assistance in helping to keep storm drains near your home free of leaves during the rainy season is appreciated. If you observe a street debris problem that could cause a safety hazard, please call (831) 420-5558.

Food Scrap Diversion Program
(Commercial rates now include this service!)
The new Food Scrap Collection Program serves residents and businesses in compliance with SB 1383 to reduce greenhouse gas emissions. It is now part of the bundled service including garbage, yard waste, and recycling. Collection for residents is curbside, and onsite for businesses. The scraps are turned into mash that is processed into a variety of products including pellets for pig feed; eventually it will be transformed into energy for onsite use at the Wastewater Treatment Facility. Customers are provided containers for food scrap collection that may include vegetables, fruits, meat, dairy products, seafood, solid fats, and more. Learn more at cityofsantacruz.com/foodwaste.

Bulky Item Pickup
Contact Customer Service at (831) 420-5220 or scmu@cityofsantacruz.com to ask about our convenient “on call” bulky item pickup. If the utility bill is in your name, you are eligible to have up to four bulky items collected at one time or one item picked up four times a year, free of charge. Appliances, bags of trash and other “bulky” items qualify. Schedule a pickup any time during the year. Once you have used up your four free opportunities, the regular bulky item fee will be charged to your municipal utility account. If you are a renter and the utility bill is not in your name, bulky item collection is still available for a fee.

Household Hazardous Waste Drop-Off
Our Resource Recovery program provides free drop-off for Household Hazardous Waste (HHW) to all residents.

The Resource Recovery Facility, 605 Dimeo Lane, has a HHW facility open on Saturdays from 7:30 a.m. to 3:30 p.m. City residents may also use the two HHW sites at the County’s Buena Vista Landfill and Ben Lomond Transfer Station. It is both dangerous and illegal to dispose of HHW in the garbage, down the drain, or on the ground. For a free brochure on safe HHW disposal, call (831) 420-5591.

Medications and Sharps Drop-Off Sites
Prescription and over-the-counter medications (pills, liquids, or creams) should never be flushed down the toilet, poured down the sink, or placed in the trash. Used needles and lancets (often called “sharps”) should never be placed in a recycling or trash cart, flushed down the toilet, or discarded individually. Properly dispose of sharps by placing them into an approved red sharps container available at pharmacies. Resource Recovery collection rates help fund a number of free drop-off locations in Santa Cruz for safe disposal of needles and meds. Find drop-off sites at med-project.org/locations.

Home Composting $40 Rebate Program
If you are a City resident and a Resource Recovery collection customer, our Waste Reduction program will give you a $40 rebate the first time you purchase a home compost or worm bin from participating local businesses. Home composting can help you reduce your refuse volume and will produce a soil amendment that your plants will love! Visit cityofsantacruz.com/ homecomposting for the rebate form and a listing of participating merchants.

Fluorescent Bulb & Battery Drop-Off Sites
It is illegal to dispose of fluorescent bulbs and tubes, and household batteries in your trash. You may drop off these items for safe recycling at a number of local businesses or public facilities. There is no fee since your Resource Recovery collection rates include the costs of these programs. Find drop-off locations at cityofsantacruz.com.

For more information, contact:

Resource Recovery Operations Manager Bob Nelson
[email protected] or (831) 420-5548
Public Works Department
809 Center Street, Room 201
Santa Cruz, CA 95060
cityofsantacruz.com

PRSRT STD
U.S. POSTAGE
PAID

SANTA CRUZ, CA
PERMIT #505
Printed on
Recycled Paper
Printed on recycled paper
using plant-based inks.

Notice of Public Hearing
The Santa Cruz City Council will hold
a public hearing on
Proposed Resource Recovery
Refuse Collection Rate Increases
Tuesday, August 8, 2023 - after 11 a.m.

City Council Chambers, 809 Center St.

The City Council will consider adoption of
proposed Resource Recovery refuse collection rate increases affecting all residential and commercial customers. Interested persons are
encouraged to attend and comment on the
issues being discussed.

Written protests: Any property owner or a tenant
who is a customer of the City Resource Recovery
collection program may protest the proposed
Resource Recovery collection rates. Only one
written protest per parcel, filed by an owner or a
tenant who is a customer, will be counted. Only
written and signed protests that include the
writer’s address and/or assessor parcel number
will be counted to determine whether a majority
protest to the proposed Resource Recovery colResource Recovery Programs & Services
In a typical week, our City of Santa Cruz Resource
Recovery Division collects 660 tons of refuse,
252 tons of recycling, and 250 tons of organic
material from over 16,000 residential and 13,000
commercial customers.

All these materials are transported to the Resource
Recovery Facility. There, trash is deposited in the
landfill while all recyclable materials are sorted,
processed, and/or packaged for their next life.

One hundred and three staff members conduct these
and many other operations. They also sweep our City
streets, collect public area trash cans and illegally
dumped waste. They manage household hazardous
waste disposal services and waste reduction education and outreach programs. They conduct capital improvements and environmental monitoring needed
to design and construct new landfill cells and to
maintain and upgrade recycling facilities to meet
regulatory requirements.

They also manage free Christmas tree collection and
bulky item/appliance pick-up, a rebate program for
compost or worm bins, and free drop-off locations
for fluorescent bulbs, household batteries, and unwanted medications and sharps.

The results of these services include an estimated
65% rate of waste diversion from the landfill, while
the national diversion rate is about 34%. The new
food scrap collection program is increasing the
diversion percentage and reducing methane
landfill emissions.

Our City’s landfill disposal level is down about
60,000 tons a year from 120,000 tons in 1989.

This is tangible progress thanks to the active
recycling and waste reduction by our Santa Cruz
residents and businesses.

Public Works Department
Prop. 218 Notice
Proposed Rates
June 2023
Hay tres opciones
para la traducción
al español de este
boletín de tarifas:
• Para leer y/o descargar
nuestra versión, visite
cityofsantacruz.com/
resourcerecoveryrates.
• Recoja una copia impresa:

Departamento de Obras
Públicas, 809 Center St.

Rm. 201, Santa Cruz,
95060
• Llame a Resource
Recovery (831) 420-5575
para recibir una copia.
lection rate increase exists. Written protests
may be mailed or hand delivered to the Santa
Cruz Mayor and City Council at 809 Center
St, Rm. 10, Santa Cruz, CA 95060.

If you oppose the proposed rate increases,
your protest must be submitted in writing
to be counted, even if you plan to attend
the public hearing. To be counted, the
protest must:
l ) be in writing; 2) state opposition to the
proposed rate increase; 3) identify the parcel
by assessor’s parcel number or street address;
4) include the original signature of the owner
of record or a tenant who is a customer of
the City Resource Recovery collection service
submitting the protest; 5) be received before the conclusion of the public hearing on August 8, 2023 which will be held in City
Council Chambers at 809 Center St.

For more information, contact:

Resource Recovery Operations
Manager Bob Nelson
[email protected] or
(831) 420-5548
PHOTO: BRAD KAVA

26.30 Careful Choices
Will Save You Money
Resource Recovery refuse collection rates include weekly service for recycling, yard waste, and food scrap collection. By reducing waste, Recycling Right! and properly sorting and diverting organics, most customers can reduce the size of their refuse container.

Careful waste management
will save you money and
increase the lifespan
of our City landfill.

Current Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Cart Service (Residential and Commercial) 10% 4% 4% 4% 4% 20-gallon cart, one/week $22.36 $24.60 $25.58 $26.60 $27.67 $28.77 32-gallon cart, one/week $36.04 $39.64 $41.23 $42.88 $44.59 $46.38 64-gallon cart, one/week $77.25 $84.98 $88.37 $91.91 $95.59 $99.41 95-gallon cart, one/week $123.60 $135.96 $141.40 $147.05 $152.94 $159.05 Additional unscheduled setout (per bag) $16.72 $18.39 $19.13 $19.89 $20.69 $21.52 Call-back service (carts) $39.53 $43.48 $45.22 $47.03 $48.91 $50.87 Commercial Containers (City Owned) 15% 4% 4% 4% 4%
1 CY one/week $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 Additional scheduled weekly pickups $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 Additional unscheduled pickups (each) $61.26 $70.45 $73.27 $76.20 $79.25 $82.42 2 CY once/week $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 Additional scheduled weekly pickups $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 Additional unscheduled pickups (each) $122.52 $140.90 $146.53 $152.40 $158.49 $164.83 Temporary Service
Ten-day service, one pick-up $157.52 $181.15 $188.39 $195.93 $203.77 $211.92 Five-day service, one pick-up $108.76 $125.07 $130.08 $135.28 $140.69 $146.32 Each Extra Day (max 15) $31.57 $36.31 $37.76 $39.27 $40.84 $42.47 3 CY once/week $456.74 $525.25 $546.26 $568.11 $590.84 $614.47 Additional scheduled weekly pickups $456.74 $525.25 $546.26 $568.11 $590.84 $614.47 Additional unscheduled pickups (each) $200.87 $231.00 $240.24 $249.85 $259.84 $270.24 4 CY once/week $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 Additional scheduled weekly pickups $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 Additional unscheduled pickups (each) $245.05 $281.81 $293.08 $304.80 $317.00 $329.67 Temporary Service
Ten-day service, one pick-up $317.24 $364.83 $379.42 $394.60 $410.38 $426.79 Five-day service, one pick-up $216.59 $249.08 $259.04 $269.40 $280.18 $291.39 Each Extra Day (max 15) $62.98 $72.43 $75.32 $78.34 $81.47 $84.73 6 CY once/week $788.32 $906.57 $942.83 $980.54 $1,019.77 $1,060.56 Additional scheduled weekly pickups $788.32 $906.57 $942.83 $980.54 $1,019.77 $1,060.56 Additional unscheduled pickups (each) $367.57 $422.71 $439.61 $457.20 $475.49 $494.51 Temporary Service
Ten-day service, one pick-up $381.01 $438.16 $455.69 $473.92 $492.87 $512.59 Five-day service, one pick-up $259.88 $298.86 $310.82 $323.25 $336.18 $349.63 Each Extra Day (max 15) $62.98 $72.43 $75.32 $78.34 $81.47 $84.73 8 CY once/week $993.28 $1,142.27 $1,187.96 $1,235.48 $1,284.90 $1,336.30 Additional scheduled weekly pickups $993.28 $1,142.27 $1,187.96 $1,235.48 $1,284.90 $1,336.30 Additional unscheduled pickups (each) $462.63 $532.02 $553.31 $575.44 $598.46 $622.39 Delivery charge for reinstation dequinlent accounts (1-8 yd) $145.49 $167.31 $174.01 $180.97 $188.20 $195.73 Roll-Off Rates **No Rate Change to Roll-Off Rates
10 CY
Temporary 15-day service, 1 pickup $459.98 $459.98 $459.98 $459.98 $459.98 $459.98 Minimum permanent Service, 1 pickup/month $511.35 $511.35 $511.35 $511.35 $511.35 $511.35 Additional pickups $485.53 $485.53 $485.53 $485.53 $485.53 $485.53 15 CY
Temporary 15-day service, 1 pickup $573.19 $573.19 $573.19 $573.19 $573.19 $573.19 Minimum permanent Service, 1 pickup/month $637.20 $637.20 $637.20 $637.20 $637.20 $637.20 Additional pickups $605.03 $605.03 $605.03 $605.03 $605.03 $605.03 20 CY
Temporary 15-day service, 1 pickup $671.01 $671.01 $671.01 $671.01 $671.01 $671.01 Minimum permanent Service, 1 pickup/month $745.95 $745.95 $745.95 $745.95 $745.95 $745.95 Additional pickups $708.29 $708.29 $708.29 $708.29 $708.29 $708.29 30 CY
Temporary 15-day service, 1 pickup $866.63 $866.63 $866.63 $866.63 $866.63 $866.63 Minimum permanent Service, 1 pickup/month $963.41 $963.41 $963.41 $963.41 $963.41 $963.41 Additional pickups $914.78 $914.78 $914.78 $914.78 $914.78 $914.78 Weekend Special, 10-yard, 15-yard
10 CY drop off Fri, pickup Mon $292.08 $292.08 $292.08 $292.08 $292.08 $292.08 15 CY drop off Fri, pickup Mon $365.13 $365.13 $365.13 $365.13 $365.13 $365.13 Current Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Compactor Containers (Customer Owned)
Roll-off truck service (based on 12 CY) $67.35 $77.45 $80.55 $83.77 $87.12 $90.61 Front-loader truck service $29.08 $33.44 $34.78 $36.17 $37.62 $39.12 Municipal Wharf Rates
Muni Wharf - Summer 32 gal Cart $36.04 $41.45 $43.10 $44.83 $46.62 $48.49 Muni Wharf - Winter 32 gal Cart $36.04 $41.45 $43.10 $44.83 $46.62 $48.49 Muni Wharf - Summer Level 0 $97.47 $112.09 $116.57 $121.24 $126.09 $131.13 Muni Wharf - Winter Level 0 $97.47 $112.09 $116.57 $121.24 $126.09 $131.13 Muni Wharf - Summer Level 1 $234.64 $269.84 $280.63 $291.85 $303.53 $315.67 Muni Wharf - Winter Level 1 $189.72 $218.18 $226.91 $235.98 $245.42 $255.24 Muni Wharf - Summer Level 2 $410.70 $472.31 $491.20 $510.85 $531.28 $552.53 Muni Wharf - Winter Level 2 $300.89 $346.02 $359.86 $374.26 $389.23 $404.80 Muni Wharf - Summer Level 3 $693.12 $797.09 $828.97 $862.13 $896.62 $932.48 Muni Wharf - Winter Level 3 $466.18 $536.11 $557.55 $579.85 $603.05 $627.17 Muni Wharf - Summer Level 4 $1,125.26 $1,294.05 $1,345.81 $1,399.64 $1,455.63 $1,513.85 Muni Wharf - Winter Level 4 $803.96 $924.55 $961.54 $1,000.00 $1,040.00 $1,081.60 Muni Wharf - Summer Level 5 $1,988.60 $2,286.89 $2,378.37 $2,473.50 $2,572.44 $2,675.34 Muni Wharf - Winter Level 5 $1,363.68 $1,568.23 $1,630.96 $1,696.20 $1,764.05 $1,834.61 Special Containers (Downtown MW and Rec Enclosures)
Rate for common use of a refuse container Regular container rate / proportional volume generated by the business or property = monthly refuse rate charged to business or property.

Maintenance fee for downtown enclosures Proportional share of actual maintenance costs based on average volume of refuse collected.

Customer Services
Cart locks installation $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Container locks installation $52.74 $60.65 $63.08 $65.60 $68.22 $70.95 Cart cleaning (special request) $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Container renewal (clean/paint) $35.16 $40.43 $42.05 $43.73 $45.48 $47.30 Compactor cleaning (per time) $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 Life-line rate - 20 gallon cart $21.36 $23.50 $24.44 $25.41 $26.43 $27.49 Life-line rate - 32 gallon cart $35.04 $38.54 $40.09 $41.69 $43.36 $45.09 Bulky item pickup (Resi pick up, scheduled) $24.31 $26.74 $27.81 $28.92 $30.08 $31.28 Private enclosed cleaning fee $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 Special service fee (requested by customer) $15.23 $17.51 $18.22 $18.94 $19.70 $20.49 Difficult to service fee $30.47 $33.52 $34.86 $36.25 $37.70 $39.21 Additional Rec or GW cart fee $4.25 $4.68 $4.86 $5.06 $5.26 $5.47 Special haul rate (per hour) $564.15 $648.77 $674.72 $701.71 $729.78 $758.97 Special haul rate (minimum charge) $179.25 $206.14 $214.38 $222.96 $231.88 $241.15 Weekend Collection Surcharge 15% 15% 15% 15% 15% 15%
Change of service fee $11.72 $13.48 $14.02 $14.58 $15.16 $15.77 Santa Cruz City School District - Proposed Resource Recovery Collection Rates School Name
Refuse
Container Size
Refuse
Pickups/Week
Current
Rates FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Bay View Elementary 6 yd 2 $991.48 $1,140.21 $1,185.81 $1,233.25 $1,282.58 $1,333.88 Branciforte Elementary 4 yd 2 $746.03 $857.93 $892.25 $927.94 $965.06 $1,003.66 Branciforte Middle School 4 yd 2 $746.03 $857.93 $892.25 $927.94 $965.06 $1,003.66 DeLaveaga Elementary 4 yd 3 $1,071.80 $1,232.57 $1,281.88 $1,333.15 $1,386.48 $1,441.94 Gault Elementary 4 yd 2 $746.03 $857.93 $892.25 $927.94 $965.06 $1,003.66 Harbor High 4 yd 2 $746.03 $857.93 $892.25 $927.94 $965.06 $1,003.66 4 yd 3 $1,071.80 $1,232.57 $1,281.88 $1,333.15 $1,386.48 $1,441.94 4 yd 1 $420.25 $483.29 $502.62 $522.73 $543.64 $565.38
Adult School - La Fonda 4 yd 1 $420.25 $483.29 $502.62 $522.73 $543.64 $565.38 Mission Hill Middle School 4 yd 3 $1,071.80 $1,232.57 $1,281.88 $1,333.15 $1,386.48 $1,441.94 Santa Cruz High 6 yd 3 $1,425.35 $1,639.15 $1,704.72 $1,772.91 $1,843.83 $1,917.58 Football Field 4 yd 1 $420.25 $483.29 $502.62 $522.73 $543.64 $565.38 229 Weeks - Adult Ed 2 -32 gal 1 $48.19 $55.42 $57.64 $59.94 $62.34 $64.84 Warehouse (536 Palm) 2 yd 1 $254.98 $293.23 $304.96 $317.16 $329.85 $343.04 Westlake Elementary 2 yd 1 $254.98 $293.23 $304.96 $317.16 $329.85 $343.04 4 yd 1 $420.25 $483.29 $502.62 $522.73 $543.64 $565.38
4 yd 1 $420.25 $483.29 $502.62 $522.73 $543.64 $565.38

PROPOSED RESOURCE RECOVERY REFUSE COLLECTION RATE INCREASES Monthly rates unless otherwise stated
PROPOSED RESOURCE RECOVERY REFUSE COLLECTION RATE INCREASES (cont’d) Avoid extra fees from overloading and recycle cart contamination. 420-5220 Choose the right size trash cart based on the number of people in your household & your consumption habits.

26.31 Refuse Collection Rates
Resource Recovery Division

26.32 What’s included in the Resource
Recovery Collection Rates?
 Food Scrap Collection – both residential and commercial customers!  Weekly Refuse Collection
 Weekly Recycling Collection
 Street Sweeping
 Bulky Item pick-up
 Christmas Tree pick-up
 Illegal Disposal Clean-up
 Waste Reduction Outreach and Education
 Extra Service Tags
 School Education
 Home Compost Bins rebate program
 Hazardous Waste Collection and Drop-off
2 26.33
2023 Resource Recovery Budget
Personnel
Supplies and $11.7
Services
$9.1
Capital
Outlay $1.0
Capital
Project $3.1
Debt Service
$0.3
3 FY23 Costs in Millions

26.34 Resource Recovery Division
$8.2 $16.2
$2.8
$1.1 $0.7
Collection
Disposal & Diversion
Recycling Processing
Street Cleaning
Waste Reduction
$25 million FY23 Expenditures Request
$21.7 million FY 23 Projected Revenues
103.5 FTEs
Activities within the Division
FY23 Costs in Millions
4 26.35
Why are rates increasing?
 Last rate increase was July 1, 2018
 State mandated Fleet electrification
 State mandated SB 1383 – primarily for food scrap collection  Planned Citywide Computer Software upgrade in 2027
 Collection expenses exceeding revenues
 Unrealized revenues due to pandemic
 Increased liability insurance costs
 Increased internal service costs
 Increased material costs primarily steel for boxes and vehicles  Increased Labor costs
5 26.36
Table 1 Ending Fund Balance
Table 1
Projected Ending Resource Recovery Fund Balance without Rate Increases FY ‘23-24 FY’24-25 FY’25-26 FY’26-27 FY’27-28
Net Revenue Requirements (a) $16,588,607 $17,219,815 $17,875,010 $18,555,102 $ 23,283,182 Revenue from Current Rates (b) $15,378,925 $15,378,925 $15,378,925 $15,378,925 $15,378,925 Surplus/(Deficit) with No Rate Increase $ (1,209,681) $ (1,840,890) $ (2,496,085) $ (3,176,177) $ (7,904,259) Ending Fund Balance (c) $ 12,573,315 $ 10,732,425 $8,236,341 $5,060,164 $(2,844,095) 6 26.37
Expense vs. Revenue
No Rate Increase
$15,378,925 $15,378,925 $15,378,925 $15,378,925 $15,378,925 $12,573,315 $10,732,425
$8,236,341
$5,060,164
($2,844,095) ($2,844,095)
$(5,000,000)
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY ‘23-24 FY’24-25 FY’25-26 FY’26-27 FY’27-28 FY’28-29
Fund Balance
Revenue
Expenses
7 26.38
Collections Projected Revenue
Table 2
5-Year Financial Plan - Annual Increases in Rate Revenue City of Santa Cruz
5-Year Refuse Financial Plan - Projected Rev. Req'ts. and Rate Revenue FY ‘23-24 FY’24-25 FY’25-26 FY’26-27 FY’27-28
Net Revenue Requirements $16,588,607 $17,219,815 $17,875,010 $18,555,102 $ 23,283,182 Revenue from Current Rates (a) $15,378,925 $15,378,925 $15,378,925 $15,378,925 $15,378,925 Surplus/(Deficit) with No Rate Increase $ (1,209,681) $ (1,840,890) $ (2,496,085) $ (3,176,177) $ (7,904,259) Financial Plan
Proposed Rate Increase % Cart 10%; Coml 15% 4% 4% 4% 4% Revenue with Proposed Rate Increases $16,958,593 $17,963,908 $18,682,464 $19,429,763 $20,206,953 Surplus/(Deficit) with Proposed Increases $369,986 $744,092 $807,454 $874,661 $(3,076,231)(b) Ending Fund Balance (c) $14,152,983 $14,897,076 $15,704,530 $16,579,191 $13,502,960 Target Fund Balance (d) $14,000,000 $14,000,000 $14,000,000 $14,000,000 $14,000,000 a. From current rates and number of customers.
b. Funds spent this FY for citywide computer software upgrade c. Includes estimated Beg. Fund Balance in FY23 of $13,782,997 d. $14 M Reserve target is approximately 6 months of operating expenses by FY28 8 26.39
Expense vs. Revenue
With Proposed Increase
$16,588,607 $17,219,815 $17,875,010 $18,555,102
$23,283,182
$14,152,983 $14,897,076 $15,704,530 $16,579,191
$13,502,960
$13,502,960
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
FY ‘23-24 FY’24-25 FY’25-26 FY’26-27 FY’27-28 FY’28-29
Fund Balance
Revenue
Expenses
9 26.40
Target Unrestricted Reserves
10 Without Rate
Increase
With
Rate Increase
FY ‘22-23 $13,782,997 $13,782,997
FY’23-24 $ 12,573,315 $14,152,983
FY’24-25 $ 10,732,425 $14,897,076
FY’25-26 $ 8,236,341 $15,704,530
FY’26-27 $5,060,164 $16,579,191
FY’27-28 $ (2,84,095) $13,502,960

26.41 Monthly Cart Service
Current
Rate
Sept 1,
2023
Sept 1,
2024
Sept 1,
2025
Sept 1,
2026
Sept 1,
2027
20-gallon cart $22.36 $24.60 $25.58 $26.60 $27.67 $28.77 32-gallon cart $36.04 $39.64 $41.23 $42.88 $44.59 $46.38 64-gallon cart $77.25 $84.98 $88.37 $91.91 $95.59 $99.41 95-gallon cart $123.60 $135.96 $141.40 $147.05 $152.94 $159.05 11 26.42
Commercial Rates
Current
Rate
Sept 1,
2023
Sept 1,
2024
Sept 1,
2025
Sept 1,
2026
Sept 1,
2027
1 Yard
Container $218.50 $251.28 $261.33 $271.78 $282.65 $293.96 2 Yard
Container $325.68 $374.53 $389.51 $405.09 $421.30 $438.15 4 Yard
Container $557.00 $640.55 $666.17 $692.82 $720.53 $749.35 6 Yard
Container $788.32 $906.57 $942.83 $980.54 $1,019.77 $1060.56 12 26.43
In Summary
 Without a rate increase the Refuse Fund will experience a $2.8 million deficit by the end of 2027
 The proposed rate increase will raise revenues to keep pace with expenses
 The rates are structured to accommodate the fleet electrification  By 2027 the rates will generate the additional funds for the Refuse portion of the major citywide computer software upgrade  By 2028 we will be close to our $14 million unrestricted fund balance
 The City will be in full compliance with State mandated SB 1383  The rate structure still encourages customers to reduce waste, helping the City toward our Zero Waste Goal
 Increase landfill diversion and thus landfill life
13 26.44
Refuse Collection Rates
Questions?

26.45 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: City Attorney/Water
SUBJECT: Resolution of Necessity for Regional Drought Resiliency Project: Intertie 1 for Firehouse Lane Property, APN 067-202-60, Owned by C-SHORE, a Partnership, Robert R. and Edithanne Rittenhouse, and Denoyer F. and Nancy T. O’Laughlin (CA/WT)
RECOMMENDATION: Resolution finding that public interest and necessity require the acquisition of interests in certain real property on Assessor’s Parcel Number 067-202-60, located in the unincorporated area of Santa Cruz County, and authorizing the City Attorney to proceed with eminent domain proceedings to acquire the real property.

BACKGROUND: The Water Department developed the Regional Drought Resiliency Project:

Intertie 1 (Project), which includes construction of approximately 9,600 lineal feet of water pipeline to interconnect the potable water systems of the City and Scotts Valley Water District (SVWD) and to construct an associated pump station. The purpose of the Project is to increase the emergency and drought resiliency of the City and SVWD by augmenting water supply, water storage, and fire-flow capacities. The Project will enable the City and SVWD to better coordinate and maximize use of surface and groundwater supplies and facilitate the active and passive recharge of the Santa Margarita Groundwater Basin. The intertie will be used for both emergency and non-emergency water transfers and exchanges between the City and SVWD. It will also improve fire protection through increased fire-response flows.

DISCUSSION: To complete the Project, the City must purchase the Firehouse Lane Property (Property), APN 067-202-60, from its three owners. The Property consists of 0.43± acres of vacant, unbuildable land, located at the end of Firehouse Road in unincorporated Santa Cruz County.

The City requires the Property outright so that it can construct and maintain the Project’s pipeline component of the Project, which will run the length of the Property, and connect the pipeline to SCWD’s existing Kite Hill Tanks.

The title report indicates that the Property is owned by three parties: C-SHORE, a partnership, Robert R. and Edithanne Rittenhouse, and Denoyer F. and Nancy T. O’Laughlin (Owners).

The City contracted with Bender Rosenthal, Inc. (BRI), a full-service independent appraisal firm, to determine the fair market value of the Property. Based on BRI’s appraisal, the City prepared and sent out a formal offer letter to the Owners on March 10, 2023, to acquire the Property for its

27.1 appraised value of $28,227. The parties have not reached an agreement on the terms of the acquisition, primarily because two of the Owners are deceased with their descendants unable to accept the City’s offer without further probate action.

As no agreement can be reached on the purchase price without court direction, staff recommends that the City conduct a hearing to receive comments from the Owners and, if satisfied that the necessary findings can be made, adopt a Resolution of Necessity in which the City would authorize the filing of an eminent domain action pursuant to California Code of Civil Procedure sections 1240.030 and 1245.210 et seq., and 1240.125. If the Resolution of Necessity is adopted, staff will continue to communicate and attempt to reach settlement with the Owners without incurring the burden and expense of formal litigation.

HEARING ON THE RESOLUTION OF NECESSITY
It is always the City’s preference to acquire real property through negotiation; however, with respect to the Property, negotiations have not moved beyond the City’s initial offer.

The City may adopt a Resolution of Necessity only after it has given each person whose property is proposed for acquisition by eminent domain the opportunity to appear and be heard. California Code of Civil Procedure section 1245.235 specifies that the public hearing is intended to provide the opportunity for the property owner to speak to the Council, and not as a general public hearing to solicit input from the public.

The purpose of this hearing is to consider whether the Council should adopt the Resolution of Necessity, authorizing the City to file a condemnation action to acquire the properties. In adopting a Resolution of Necessity, the Council must consider the following findings:

1. Whether necessity and public interest require the project;

2. Whether the proposed project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury;

3. Whether the property sought to be acquired is necessary for the project; and

4. Whether the offer required by Government Code Section 7267.2 has been made to the owner or owners of record.

Adoption of the Resolution of Necessity requires a two-thirds vote of Councilmembers.

Questions regarding the amount of compensation to be paid for the respective properties are not part of this proceeding and the Council does not consider such in determining whether the Resolution of Necessity should be adopted. If the Resolution of Necessity is adopted, the City Attorney’s Office will file documents commencing eminent domain proceedings with the Superior Court in Santa Cruz County. In that proceeding, the Court will determine the amount of compensation to which the Owners are entitled.

SUMMARY
To condemn property in compliance with State law, the City must make specific findings as outlined in California Code of Civil Procedure Section 1245.230(c). To assist the City in determining whether it can or should make these findings, staff has prepared the following summary of the issues involved:

1. Public interest and necessity require the property interests described in the Resolution.

27.2 The Project components consist of a new pipeline and pump station to interconnect the potable water systems of the City and SVWD. With Project implementation, the City and SVWD can better coordinate and maximize use of surface and groundwater supplies as available during emergencies, including water shortages, and facilitate the active and passive recharge of the Santa Margarita Groundwater Basin. The Project will also improve fire protection through increased fire-response flows.

2. The project is planned or located in the manner that will be most compatible with the greatest public good and the least private injury.

The Project is largely built on public rights of way, including public roads, and publicly owned lands. The only private property interests the City seeks to acquire for the Project are located on undeveloped or undevelopable land that are necessary for the construction and operation of the Project. The Property consists of unbuildable land, of narrow shape and steep topography. It is an unpaved road that is not the primary means of accessing any adjacent property interests.

3. The Property is necessary for the project.

To implement the Project, the City needs to acquire the Property to construct and maintain the Project’s water pipeline that will run the length of the Property, connecting the pipeline to SCWD’s existing Kite Hill Tanks. The Project cannot occur without the Property.

4. The offer to the owner or owners of record required by Government Code Section 7267.2 has been made to the owner of record. On March 10, 2023, the City provided the Owners of the Property a written offer of the Property’s full market value, as determined by the corresponding appraisal. The offer was accompanied by a summary statement of valuation, the appraisal, and an informational brochure.

If the City adopts the Resolution of Necessity, it will then be able to file an action for condemnation, which is the next step in acquiring the Property. This action addresses only the acquisition of the real property and no related items or claims resulting from the acquisition.

FISCAL IMPACT: The City’s cost to acquire the Property is expected to be $28,227 at minimum. In addition, there will be legal expenses related to the condemnation action, the estimated cost of which has not yet been quantified.

Prepared By:

Victoria Thompson
Deputy City Attorney
Submitted By:

Rosemary Menard
Water Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. NOTICE OF INTENT TO ADOPT RESOLUTION.PDF

27.3 RESOLUTION NO. NS-30,XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ

FINDING AND DETERMINING THAT THE PUBLIC INTEREST AND NECESSITY

REQUIRE THE ACQUISITION BY EMINENT DOMAIN OF CERTAIN REAL PROPERTY LOCATED AT FIREHOUSE LANE, SOUTHEAST OF 175 SIMS ROAD, SANTA CRUZ, CALIFORNIA 95060 (APN 067-202-60) FOR PUBLIC PURPOSES
WHEREAS, the taking of real property is authorized by Section 19, Article I of the California Constitution, sections 37350, 37350.5, 38730, and 40401 et seq. of the California Government Code, and sections 1230.010 et seq., 1240.110, 1240.120, and 1240.125 of the California Code of Civil Procedure authorizes acquisition of property rights for public use purposes by eminent domain procedures; and
WHEREAS, the real property described here is required for the Regional Drought Resiliency Project – Intertie 1 (the “Project”); and
WHEREAS, this City Council for the City of Santa Cruz finds and determines that notice of its intention to adopt this resolution of necessity was duly given as required by law on July 6, 2023, and on the date and at the time and placed fixed for hearing, the Council did hear and consider all of the evidence presented;
NOW, THEREFORE, BE IT RESOLVED, under Code of Civil Procedure sections 1240.030 and 1245.230, that this City Council finds and determines each of the following:

1. The City Council of the City of Santa Cruz is authorized by statute to acquire property by eminent domain for the Project.

2. The public interest and necessity require the proposed Project; to wit, the Regional Drought Resiliency Project – Intertie 1 to connect the City of Santa Cruz Water Department and the Scotts Valley Water District to enable the two agencies to better coordinate and maximize use of surface and groundwater supplies as available during emergencies, including water shortages, and facilitate the active and passive recharge of the Santa Margarita Groundwater Basin. The Project will also improve fire protection through increased fire-response flows.

3. The interests of real property to be acquired include a fee simple interest in the entirety of property located at Firehouse Lane in unincorporated territory in the County of Santa Cruz, State of California and bearing the Santa Cruz County APN 067-202-60 (the “Property”).

The Project requires constructing approximately 9,600 lineal feet of pipeline from the Pasatiempo Tanks northward along Firehouse Lane, Sims Road, and La Madrona Drive, requiring continued access and use of Firehouse Lane.

4. The Project is planned and located in a manner that will be most compatible with the greatest public good and least private injury.

5. The offer to purchase required by California Government Code section 7267.2 has been made to the owners of the Property.

27.4 RESOLUTION NO. NS-30,XXX

6. The necessary notice of hearing of this Resolution has been given, as required by Code of Civil procedure section 1245.235 on July 6, 2023.

BE IT FURTHER RESOLVED, that the City Council hereby declares that it is its intention to acquire the Property in accordance with the provision of the laws of the State of California governing condemnation procedures.

BE IT FURTHER RESOLVED, that the City Council hereby finds that if any portion of the Property has been appropriated to some public use, the public uses to which it is to be applied by the City of Santa Cruz, as described above, are necessary and paramount public uses, pursuant to Code of Civil Procedure section 1240.610.

BE IT FURTHER RESOLVED, that the City Attorney is hereby authorized and directed to prepare, institute, and prosecute such proceedings in the proper Court having jurisdiction thereof as may be necessary for the acquisition of the Property, including the filing of an application for an Order for Possession prior to judgment.

This Resolution shall be effective immediately upon its adoption.

The Clerk of the City of Santa Cruz shall certify the adoption of this Resolution and certify this record to be a full, true, and correct copy of the action taken.

PASSED AND ADOPTED this 8th day of August, 2023, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
Exhibit A: Legal Description of Property to be Acquired Exhibit B: Map Depicting Property to be Acquired

27.5 RESOLUTION NO. NS-30,XXX
RESOLUTION NO. NS-30,XXX
Exhibit A
Legal Description of Property to be Acquired
Real property in the unincorporated area of the County of Santa Cruz, State of California, described as follows:

BEING ALL OF THE LANDS DESCRIBED IN THE DEED TO TITLE INSURANCE AND TRUST COMPANY, A CALIFORNIA CORPORATION, RECORDED FEBRUARY 24, 1964 IN VOLUME 1599 AT PAGE 596, OFFICIAL RECORDS OF SANTA CRUZ COUNTY.

EXCEPTING THEREFROM THE LANDS DESCRIBED IN THE FOLLOWING DEEDS:
(A) DEED TO ROBERT R. RITTENHOUSE, ET UX., RECORDED AUGUST 3, 1964 IN VOLUME 1635 AT PAGE 260 OF OFFICIAL RECORDS OF SANTA CRUZ COUNTY. (B) DEED TO BOB L. SMITH, ET UX., RECORDED AUGUST 3, 1964 IN VOLUME 1635 AT PAGE 262 OF OFFICIAL RECORDS OF SANTA CRUZ COUNTY.
(C) DEED TO WILLIAM B. CRANDALL, ET UX., RECORDED OCTOBER 18, 1966 IN VOLUME 1789 AT PAGE 616 OF OFFICIAL RECORDS OF SANTA CRUZ COUNTY.

APN: 067-202-60-000

27.6 RESOLUTION NO. NS-30,XXX
Exhibit B
Map Depicting Property to be Acquired

27.7 27.8

27.9 27.10

27.11 27.12

27.13 27.14

27.15 City Council

AGENDA REPORT
DATE: 07/20/2023
AGENDA OF: 08/08/2023
DEPARTMENT: Parks and Recreation
SUBJECT: San Lorenzo Park Redesign Process (PR)
RECOMMENDATION: Receive an update, provide direction as appropriate, and accept the draft guiding principles and design goals for the San Lorenzo Park Redesign process.

BACKGROUND: On October 13, 2020, the City Council approved the Parks Master Plan 2030, which includes goals, policies, and actions for the provision of parks and recreational services, as well as specific recommendations for improvements for the City’s individual parks, beaches, open spaces, and recreational facilities.

The Parks Master Plan 2030 recommendations for San Lorenzo Park include the following:
• Consider a comprehensive renovation of the park. Examples include upgrading the playground, renovating, or removing the pond, adding more colorful gardening displays, providing art, renovating or relocating the restrooms, expanding the number of recreational facilities, installing hidden infrastructure to support events, and constructing functional architectural elements such as entrances, plazas, art, stages, and arbors.
• Increase programming of the park.
• Hold more events and concerts in the park.
• Consider as a location for a permanent or seasonal food truck court. • Partner with the County to provide recreational facilities on the parcel of County-owned land immediately to the north of the lawn bowling facility. Recreational facilities could include pickleball courts, exercise equipment, and/or amenities or features that could be incorporated into weddings or events.

As part of the FY 2019 budget, $100,000 was allocated for the master planning for the redesign of San Lorenzo Park. The project subsequently was put on hold due to delays in the Parks Master Plan 2030 process, staff time constraints, and the COVID-19 pandemic.

In April 2022, the City released a Request for Proposals (RFP) inviting consulting firms to submit a proposal to undertake the planning process. The RFP was sent to 28 firms and posted on the City’s purchasing website. Two proposals were received and were ranked by an interdepartmental review panel. Bionic Landscape ranked the highest through the process and was selected to undertake the project. The agreement was finalized in November 2022 and the project kicked-off in January 2023.

28.1 Process to date: The San Lorenzo Park Redesign process builds from an understanding of existing conditions and needs to a draft plan in three primary stages (Process Stages.pdf). The project is currently reaching the end of Stage 1. As part of Stage 1, the park’s existing conditions were evaluated and initial outreach was collected through stakeholder meetings, a community meeting, and a survey to collect information on needs and help identify opportunities. Initial stakeholder meetings provided important insights and assisted in framing topics for the broader community meeting. Thereafter, the survey provided another opportunity to both collect general feedback and further zero-in on topics which arose as common themes from the outreach.

Additional stakeholder meetings were held to reach more groups. In total, 17 stakeholder meetings, a community meeting, and a survey were conducted (List of Initial Outreach Events.pdf).

Additionally, as part of Stage 1, a Needs Assessment was assembled that documents the opportunities and constraints for the park redesign, summarizes the existing conditions and outreach, and recommends overarching guiding principles and design goals to guide the next steps of the redesign process (Needs Assessment Section 1.pdf; Needs Assessment Section 2.pdf; Needs Assessment Section 3.pdf).

The last steps in Stage 1 of the process involved holding a Parks and Recreation Commission meeting on May 8, 2023, in preparation for this meeting with the City Council, to review the needs assessment and provide feedback and guidance on the recommended guiding principles and design goals.

During the May 8, 2023 Parks and Recreation Commission meeting, the Commission unanimously recommended the City Council accept the draft guiding principles and design goals for the San Lorenzo Park Redesign process (6 in favor, 1 absent). Commissioners also provided feedback on the park and planning process, including the following:
• Translate the executive summary of the needs assessment into Spanish. • Reach out to UCSC as a stakeholder.
• Incorporate dark sky and public safety considerations into the design. • Provide more details for inclusivity.
• The final plan needs to have a capital improvement budget. • Safety and security is critical.
• Viewpoints were shared to keep future improvements free for users as well as concern that revenue generation may be necessary to ensure adequate maintenance levels. • Think bigger and take risks with design and then let the Commission and Council rein in the project.
• Appreciate the transparency of the process.
• Opportunities to socialize are important but do not necessarily involve food service. • Prefer the Tulsa playground examples to the San Francisco ones. • Natural restoration is a key to a successful redesign. • Highlight other City efforts through education, such as pollinator gardens. • Improve education opportunities throughout the park.
• Downtown growth will increase park use. Need to have facilities and infrastructure to accommodate it, such as restrooms.

28.2 Additional Background:

In June 2023, the Executive Summary of the Needs Assessment was translated into Spanish. It has been shared with key stakeholders and is posted on the project website.

Location: The park is approximately 11.12 acres and is centrally located within the city at 137 Dakota Avenue. It sits adjacent to the eastern edge of the San Lorenzo River and is bordered by Water Street to the north; the Santa Cruz County Government Center, Dakota Avenue, a hotel, and an apartment complex to the east; and Branciforte Creek to the south. The park has limited street frontage along Dakota Avenue. The Park is connected to downtown by a pedestrian bridge over the San Lorenzo River. The park can be accessed by numerous neighborhoods along the Santa Cruz Riverwalk which crosses through the park. The low-lying riverlands, as referred to in the Needs Assessment but also known as the benchlands, area along the western edge of the park is located within a flood plain for the river and any development within the flood plain is heavily regulated by the Army Corps of Engineers.

Existing Facilities and Uses: The park has a playground, a tot-lot, nine disc golf baskets, a lawn bowling facility, a restroom (men’s and women’s), and a pond with a small stage. The park has historically hosted multiple events throughout the summer and temporary event parking is often provided at the County Government Center and within the riverlands area. No permanent parking is provided onsite. The pond is a popular destination to bird watch. The playground and tot-lot features are common in other parks and consist of structures with slides, a climbing feature, and swings. A concrete serpent remains from the original playground development in 1964. The park offers an important connection from surrounding neighborhoods to downtown. The park has had long-standing issues with illegal activities and sanctioned and unsanctioned camping activities.

Planning Context: In addition to the Parks Master Plan 2030, there are many recent and past planning processes that help inform the relationship of San Lorenzo Park to the Santa Cruz Riverwalk, surrounding areas, and greater community.
2030 General Plan: San Lorenzo Park is designated as a community park. The General Plan describes that community parks are “…designed to serve the entire community. They are generally larger than neighborhood parks and offer unique facilities...” San Lorenzo Urban River Plan (2003): The San Lorenzo Urban River Plan includes recommendations for a thematic plaza overlooking the river and a seasonal trail down to the river.

Ideas to Activate the San Lorenzo Riverway (2007): The recommendations are broader and do not specifically call-out all locations for improving community engagement. Some of the recommendations for enhancing community engagement include enhancing Riverwalk destinations, developing public art, enhancing recreational opportunities, encouraging events and festivals, and allowing vending opportunities. San Lorenzo Park’s size, proximity to downtown, and midway location along the river are a few reasons why San Lorenzo Park could implement some of the recommendations.

Downtown Plan Amendments and Downtown Expansion Study: The Planning and Community Development Department updated the Downtown Recovery Plan. The plan has many recommendations for increasing the number of housing units downtown and expanding riveroriented commercial and residential uses connecting downtown to the Riverwalk. Much of the

28.3 development intensity is located across the river from San Lorenzo Park. The plan also calls for strengthening the linkage between the river and downtown along Cooper Street through the Galleria to the existing pedestrian bridge leading to San Lorenzo Park. Additionally, a planning study is underway to consider future housing south of Laurel Street. Any growth in downtown could bring additional park users to San Lorenzo Park.

Ocean Street Area Plan (2014): The Ocean Street Area Plan describes increasing development intensities along Ocean Street and enhancing connections from Ocean Street to the Riverwalk and San Lorenzo Park. It identifies a design concept that the City and County collaborate on an outdoor plaza at the County Government Center and create stronger connections between Ocean Street and San Lorenzo Park.

San Lorenzo Park Redesign Master Plan (Disapproved in 1988): In the mid-1980s, there were concerns regarding an increasing number of illegal activities taking place in San Lorenzo Park which included petty vandalism, drug sales, alcohol consumption, and dogs, among others. The Parks and Recreation Commission’s belief was that the current park did not provide any unique features or amenities which could not be found elsewhere and that the park needed to draw more use from the greater community.

The City hired a consultant to prepare the San Lorenzo Park Redesign Master Plan. The San Lorenzo Park Redesign goals included strongly relating the park to the river; providing facilities that have community-wide appeal; increasing security; and enhancing visibility from the adjacent street, from across the river, and from the park to the river.

The San Lorenzo Park Redesign Master Plan provided four alternative design concepts. The preferred design concept discussed expanding the play area; adding a group picnic area, a plaza, sports court, and picnic areas throughout the park; changing the pond to a more urban water feature with some type of sculpture/water feature focal point; creating a plaza with a variety of performing areas and space for mobile food concessions (1988 San Lorenzo Park Redesign Concept.pdf).

On September 13, 1988, the City Council disapproved the plan due to concerns regarding project costs and lack of funding.

DISCUSSION: San Lorenzo Park was opened in 1964 and much of its infrastructure and facilities are dated and, in many instances, need significant reinvestment. The San Lorenzo Park Redesign process is another opportunity to check-in with the community about park needs and desires prior to any major renovation efforts.

The San Lorenzo Park Redesign Needs Assessment is broken into three Sections. Section 1 includes an Executive Summary and Needs Assessment. Section 1 is a synthesis of the existing conditions, research, and observations provided in Section 2. Section 3 contains the meeting notes, letters and emails, and survey results from the outreach efforts.

As part of the Needs Assessment, the Guiding Principles and Design Goals were an important outcome of the process and are based on the evaluation of existing conditions, research, observations and outreach which occurred through this process (Draft Guiding Principles and Design Goals.pdf). Section 1 provides an overview of the Guiding Principles and Design Goals.

28.4 Guiding Principles:
• Keep the park clean, safe, and secure.
• Make the park uniquely Santa Cruz and reflect our culture. • Activate the park.
• Make the park a sustainable green space for everyone. • Promote biodiversity and natural habitat.
• Create a park that attracts the community and visitors. • Offer a range of activities, events, and programs for all ages and abilities. • Increase visibility and accessibility of the park and river.

Design Goals:
• Design a park that is sustainable and maintainable.
• Include a range of spaces for passive recreation such as trails, picnic areas, walking, and bird watching.
• Include a range of spaces for active recreation and different programs. • Promote opportunities for environmental and historical education. • Design for multi-modal access.
• Preserve heritage trees.
• Conduct restoration projects in the riverlands to promote native plant species. • Provide facilities including restrooms, drinking fountains, waste receptacles, andseating. • Connect to the river for education, unique encounters, and stewardship. • Include a playground for all ages and abilities with natural, climbing, and interactive elements. • Create venues for different size events and festivals. • Create prominent entries and connections to the park.

Next Steps: After direction is received from the City Council on the project and Guiding Principles and Design Goals, staff will begin working on Stage 2 of the process. Stage 2 involves the consultant and Parks and Recreation staff working on alternative site layout and design concepts which are in keeping with the project goals and guiding principles. A community meeting will be held to collect feedback on the alternatives and refine them. Thereafter, a community survey will be conducted as another opportunity for the public to provide input on the alternatives. Finally, a meeting will be held with the Parks and Recreation Commission to select a preferred alternative.

Next, Stage 3 of the process involves drafting the redesign plan and holding public meetings with the Parks and Recreation Commission and City Council to review and accept the draft plan pending environmental review.

After the draft plan is accepted, an environmental consultant will be hired to conduct the appropriate level of environmental review under CEQA. Staff will return to the Parks and Recreation Commission and City Council to approve the plan and accompanying environmental review.

Health in All Policies (HiAP) Impacts: The San Lorenzo Park Redesign process seeks to enhance equity by improving park access and providing quality amenities to a growing community. It also improves sustainability by creating a quality park within walking distance of new housing, possible habitat enhancements, updating water features to conserve water, and enhancements to educate the public on important natural resources. It also improves public health by providing opportunities to exercise, relax, or engage in social activities.

28.5 FISCAL IMPACT: None currently. Additional funding will be necessary to complete the environmental review under the California Environmental Quality Act (CEQA) as part of the San Lorenzo Park Redesign Master Plan approval process and for any future improvements to the park.

Prepared By:

Noah Downing
Park Planner
Submitted By:

Tony Elliot
Director of Parks and
Recreation
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. PROCESS STAGES.PDF

2. LIST OF INITIAL OUTREACH EVENTS.PDF

3. NEEDS ASSESSMENT SECTION 1.PDF

4. NEEDS ASSESSMENT SECTION 2.PDF

5. NEEDS ASSESSMENT SECTION 3.PDF

6. 1988 SAN LORENZO PARK REDESIGN CONCEPT.PDF

7. DRAFT GUIDING PRINCIPLES AND DESIGN GOALS.PDF

28.6 2

28.7 San Lorenzo Park Redesign Process
List of Initial Outreach Events
Outreach Event Type Date
Completed
# of
Participants
San Lorenzo Park Neighbors Group Stakeholder 1/18/2023 9 Paradox Hotel Stakeholder 1/18/2023 1
Coastal Watershed Council w. Jane
Mio
Stakeholder 1/18/2023 2
Downtown Association Stakeholder
Meeting 1/18/2023 8
Amah Mutsun Stakeholder
Meeting 1/19/2023 1
Lawn Bowling Club Stakeholder
Meeting 1/25/2023 9
County of Santa Cruz
Stakeholder
Meeting 1/30/2023 2
Other Neighborhoods (Tannery,
Felker Street, Lower Ocean, Blain
Street)
Stakeholder
Meeting
2/6/2023 5
San Lorenzo Park Apartment
residents
Stakeholder
Meeting 2/7/2023 21
Sierra Club, California Native Plant
Society, International Dark Sky
Association, Santa Cruz Bird Club
Stakeholder
Meeting
2/7/2023 5
Community Meeting #1
Community
Meeting 2/25/2023 72
Beach Flats Residents @ Nueva Vista
Center
Stakeholder
Meeting 3/1/2023 14
Teen Center
Stakeholder
Meeting 3/22/2023 16
Santa Cruz High School
Stakeholder
Meeting 3/29/2023 70
Survey #1 (3-24-23 - 4/10/23)
Community
Survey 4/10/2023 1,322
Downtown Streets Team Stakeholder
Meeting 4/13/2023 35
Special Needs
Stakeholder
Meeting 4/18/2023 3
Blaine Street Residents
Stakeholder
Meeting 4/19/2023 16

28.8 San Lorenzo Park Redesign
Section 1: Executive Summary
& Needs Assessment
April 28, 2023

28.9 Landscape Architecture
Urban Design
Planning
PO Box 460309
San Francisco, CA 94146
415.206.0648
www.bioniclandscape.com
Parks and Recreation
City of Santa Cruz
Parks and Recreation Department
323 Church St
Santa Cruz, CA 95060
831.420.5270
For more information, contact:

Noah Downing
[email protected]
Prepared for
Prepared by
2 San Lorenzo Park Redesign 28.10
Table of Contents
4 Section 1 Introduction
6 Executive Summary
16 Needs Assessment

28.11 San Lorenzo Park Redesign 3
The redesign effort began in December 2022 and will be conducted in three stages. Stage 1 consists of research of existing conditions and observations, and community engagement to inform a needs assessment. The needs assessment, included in this document, identifies the unique opportunities, guiding principles, design goals, and potential programs for the park that will guide the redesign effort. Stage 2 consists of drafting alternatives for the park and developing the concept plan. And Stage 3 consists of developing the final preferred plan and final report documenting the complete redesign process and preferred vision for the park.

The design team conducted Stage 1 from December 2022 through April 2023. Stage 1 is documented in three separate documents:
• Section 1: Executive Summary and Needs Assessment
• Section 2: Existing Conditions Research and Observations & Engagement Process
• Section 3: Appendix
This document, Section 1, includes the Executive Summary and Needs Assessment. This was informed by the content in Section 2: existing conditions research and observations, as well as the engagement process summary. See Section 2 and Section 3 for additional information.

Section 1
Introduction
4 San Lorenzo Park Redesign 28.12

28.13 San Lorenzo Park Redesign 5
Executive
Summary
Located at the heart of the city and county, San Lorenzo Park is a cherished but outdated park with unique potential to be transformative for Santa Cruz. The park and surrounding area may have been a site of the indigenous Awaswas-speaking Uypi tribe. Following the devastating 1955 flood, San Lorenzo Park was transformed into its current open space configuration. The park has held significant meaning to many people and peoples throughout history and it has served the city in profound ways during times of crisis. Yet the needs of the City of Santa Cruz have changed since the 1950s when the park was designed. The redesign effort will define the new needs, as well as the unique opportunities the park can offer to an evolving Santa Cruz and the park’s diverse population of users.

San Lorenzo Park serves surrounding neighborhoods and is a downtown park San Lorenzo Park serves the City of Santa Cruz
+
1/2-mile
6 San Lorenzo Park Redesign 28.14
+
Located at the center of Santa Cruz County,
San Lorenzo Park also serves the County

28.15 San Lorenzo Park Redesign
7 Encampment in the riverlands during COVID pandemic, May 2022 Sources suggest that Santa Cruz was a significant site for indigenous villages of the Awaswas-speaking Uypi tribe that may have been located at or near the present-day San Lorenzo Park.* For centuries, indigenous peoples tended to the land through restorative practices. Over time, San Lorenzo park became part of the growing and urbanizing city. Following the devastating 1955 flood, San Lorenzo Park was transformed into its current open space configuration as part of the San Lorenzo River flood-control project and the redevelopment of a large portion of the downtown area.

The park has held significant meaning to many people and peoples throughout history and it has served the city in profound ways during times of crisis. Since its opening, San Lorenzo Park has hosted memorable events, spaces for families and the community to enjoy, and recreational opportunities. The riverlands (formerly referred to as “the benchlands”)** were transformed during the COVID pandemic into sanctioned and unsanctioned encampments.

In 2022, the city returned the riverlands to a vacant open space and began a process of restoration. The redesign process began in December 2022 to envision the future for San Lorenzo Park as it transforms yet again to meet the current and future needs of Santa Cruz’s diverse community.

Park Transformation
* https://coastal-watershed.org/the-meaning-of-aulintak/ Rizzo, M. A. (2016). No Somos Animales: Indigenous Survival and Perseverance in 19th Century Santa Cruz, California. UC Santa Cruz. Doctoral Dissertation, http://www.protectjuristac.org/2020minilessons/
Michelle Lorimer & Shelley Brooks, (2019). Missions’ impact on environment and economy. Teaching California Curriculum Inquiry.
**This project will refer to the benchlands as the riverlands, and the upland as the uplands.
8 San Lorenzo Park Redesign 28.16
Depiction of one of the indigenous peoples from the Monterey Bay area region, Amah Mutsun Tribal Band Source: https://www.amahmutsunlandtrust.org/the-tribal-band Santa Cruz flooded in 1955 flood Plaque in park
Serpent play structure at San Lorenzo Park,
approx. 1964

28.17 San Lorenzo Park Redesign 9
The extreme flood events of winter 2023 remind us that San Lorenzo Park is connected to a dynamic and regional ecological system much larger than the park itself. Designed to fill up in major storm events, the riverlands have historically flooded and are designed to manage large flood volumes. These dynamics define challenges and opportunities for this low-lying area. At roughly

6.3 acres, or 48.5% of the total park area, the riverlands function differently from the uplands and are restricted in the types of improvements and uses that can occur in the low-lying area.” The confluence of San Lorenzo River and Branciforte Creek on the southwest edge of the park also presents a unique opportunity for the park. Confluences often have historical significance. The confluence today is hidden and forgotten. The spaces adjacent to the river offer valuable ecological potential and a reconnection to the river unique to the San Lorenzo Park segment of the river.

A Dynamic Open Space
Confluence of San Lorenzo River and Branciforte Creek
10 San Lorenzo Park Redesign 28.18
Low-lying riverlands
San Lorenzo River & Park
Riverlands designed to flood, January 2023

28.19 San Lorenzo Park Redesign 11
To identify and confirm the project needs, the design team and Parks and Recreation Department staff conducted extensive community engagement in Stage 1 of the redesign process in the form of key stakeholder meetings, email correspondence, 1 community meeting, and an on-line survey. The engagement process was designed to gauge preferences for programs and amenities that should be in the future park, as well as what aspects of the park people would like to see preserved and revitalized. Engagement tools asked respondents about demographics, park uses, the park today, and the park tomorrow. The process identified a range of diverse needs for San Lorenzo Park. The process also identified a broad consensus for a park that is usable, safe, activated, loved, and promotes ecology.

Engagement to Identify Need
key stakeholder meeting attendees*
online survey responses
Stage 1 Engagement by the Numbers
emailed comments
community meeting #1 attendees
1,322
212
73 72
Active: activities such
as a playground,
events, sports facilities
Others
Q16: What overall experience do you think should b
More passive: activities
such as picnic, nature
trails, bird watching
A combination of both active
and passive experiences
Q4: How do you get to the park?
Overall Park Experience
“San Lorenzo Park and the river
are crown jewels in the city.”
Select Quotes
“We want to see the park as
an asset to the community.”
“Restore sacredness to the land.”
“Keep Santa Cruz Memorable.”
Top program recommendations
• Active Recreation
• Events
• Habitat Restoration
• Passive Recreation
• Playground
* See section 2 for list of key stakeholder meetings and attendees. 12 San Lorenzo Park Redesign 28.20
be at the park?
Events
None of the above
Q11: Should the bench lands be used for restorations, events or both? Restore as natural area for
wildlife habitat and nature trails
A combination of boths
Q15: What playground features?
Stage 1 Engagement Images

28.21 San Lorenzo Park Redesign 13
• Keep the park clean, safe, and secure.
• Make the park uniquely Santa Cruz and reflect our culture. • Activate the park.
• Make the park a sustainable green space for everyone. • Promote biodiversity and natural habitat.
• Create a park that attracts the community and visitors. • Offer a range of activities, events, and programs for all ages and abilities. • Increase visibility and accessibility of the park and river. • Repositioning the Park for an Evolving City
• Promoting Traditions & a Civic Destination
• Preserving & Revitalized Existing Park Features
• Restoring Ecology
• Prioritizing Inclusivity
• Designing for Safety & Operations
• Fostering Partnerships & Stewardship
Establishing Ambitious Opportunities,
Principles & Goals
Based on the community engagement process, an analysis of the park’s existing park features and conditions, and the city’s maintenance and operational needs, Stage 1 identified ambitious and forwardthinking opportunities for San Lorenzo Park that can be accomplished through the guiding principles and design goals. These are defined in more detail in the needs assessment and will guide the redesign process in drafting alternatives, developing the concept plan, and informing the final plan.

Park Opportunities Guiding Principles
14 San Lorenzo Park Redesign 28.22
• Design a park that is sustainable and maintainable.
• Include a range of spaces for passive recreation such as trails, picnic areas, walking, and bird watching. • Include a playground for all ages and abilities with natural, climbing, and interactive elements. • Provide facilities including restrooms, drinking fountains, waste receptacles, and seating. • Conduct restoration projects in the riverlands to promote native plant species. • Include a range of spaces for active recreation and different programs. • Promote opportunities for environmental and historical education. • Connect to the river for education, unique encounters, and stewardship. • Create prominent entries and connections to the park. • Create venues for different size events and festivals. • Design for multi-modal access.
• Preserve heritage trees.

Design Goals

28.23 San Lorenzo Park Redesign 15
Community engagement, an analysis of the existing park features and conditions, and an understanding of the City’s maintenance and operational needs have informed the needs assessment. Included in this chapter are ambitious and forward-thinking opportunities for San Lorenzo Park that capture the ideas and aspirations of the community. The opportunities are derived from the unique aspects of the park, its location, and the community’s needs. The opportunities can be accomplished through the guiding principles and design goals. The need assessment, including the opportunities, principles, goals, and potential programs will inform the design alternatives, the concept plan, and the final plan developed in the redesign process.

The complete research and analysis of existing conditions, and the engagement process can be found in Section 2, Existing Conditions Research and Observations & Engagement Process.

Needs
Assessment
Needs Assessment
Existing
Features &
Conditions
Research &
Analysis
City’s
Maintenance
& Operational
Needs
Community
Engagement
16 San Lorenzo Park Redesign 28.24

28.25 San Lorenzo Park Redesign 17
San Lorenzo Park has the potential to be transformative in unique and profound ways for Santa Cruz. Seven opportunities are identified here to redesign San Lorenzo Park as a modern urban park that is equipped to respond to the evolving needs of a growing city with changing climatic conditions.

As part of the transformation of San Lorenzo Park, this project includes re-branding certain terminology and definitions formerly used for areas of San Lorenzo Park. Formerly referred to as the “benchlands”, this project will refer to the lower-lying areas adjacent to the river as the “riverlands”. Formerly referred to as the “upland”, this project will refer to the areas at higher elevations adjacent to Dakota Avenue and the trail as the “uplands”.

During the engagement process, it also became clear that “Lorenzo” the sea serpent is a cherished part of the park. This effort embraces Lorenzo as an important icon for the park and has incorporated a logo of Lorenzo into the design process.

Opportunities
Logo of “Lorenzo” the sea serpent
18 San Lorenzo Park Redesign 28.26
Uplands: 6.7 acre
Riverlands: 6.3 acre

28.27 San Lorenzo Park Redesign 19
Repositioning the Park
for an Evolving City
Prominent Entry Locations
San Lorenzo Park was designed and built in the 1950-1960s for a city with very different needs than today. Santa Cruz is growing and evolving. And the City’s needs and priorities have and are changing. San Lorenzo Park should be repositioned to support the city’s evolution, its growing downtown, and the surrounding communities. There are unique opportunities at the park to offer new resources and amenities. Repositioning the park as a downtown park and a valuable asset for the city is critical.

Improvements that could assist in repositioning the park may include creating signature entries at prominent locations to transform the experience of finding and entering the park, as well as creating a new circulation network (see facing page) that could better connect the park to the downtown and neighborhoods to increase the visibility of the park for access, safety, and usership. 20 San Lorenzo Park Redesign 28.28
Entrance
Trail
Potential New
Connections
& Circulation
Framework

28.29 San Lorenzo Park Redesign 21
Promoting Traditions
& A Civic Destination
Santa Cruz has many unique and valuable attributes, cultures, peoples, inventions, destinations, traditions, and identities. The park has historically been used to host events and boasts signature annual traditions that represent some cultures and aspects of Santa Cruz. The park redesign should honor these traditions, increase the opportunity to host events and traditions for other cultures and peoples, and create spaces for new events, festivals, and traditions to occur. It has the potential to not only support the community, but also to be uniquely Santa Cruz. The redesign process should embrace what is unique about Santa Cruz as fundamental to the design.

Right: Unique
Santa Cruz
Features
22 San Lorenzo Park Redesign 28.30
history
surfing ecology
attractions nature recreation
ocean
arts & culture events

28.31 San Lorenzo Park Redesign 23
The park today has a number of cherished features including the sea serpent “Lorenzo”, the pond, the river, the mature trees, and the Chinatown Bridge. All exist in different conditions: some will be refurbished like “Lorenzo” the sea serpent that will be repainted summer 2023 thanks to the passion and initiative of neighbors and park partners, while others are degraded and in need of significant repair like the pond that leaks frequently.

It is recommended that the City study the feasibility of renovating some of these features to preserve them in their current location and configuration, or if the features need to be relocated or updated. The City should also evaluate the costs of renovating and maintaining the features on a long term basis in conjunction with usership and other competing needs and opportunities for the park.

The existing heritage tree canopy is a valuable urban forest asset that should be preserved. Based on the tree drip line and root zone, there are select locations within the park where improvements for new programs can occur. This constraint will inform the redesign options available while preserving this existing park feature.

Preserving & Revitalized
Existing Park Features
Top to bottom: Mature trees and
San Lorenzo River, the Chinatown
Bridge, sea serpent “Lorenzo”, the
pond. (resource : serpent-Coastal
Watershed Council-https://coastalwatershed.org/seeking-artist-toguide-san-lorenzo-park-communityproject/) Chinatown Dragon
The Chinatown Bridge and Dragon Archway honor Chinese immigrants and the site of Santa Cruz’s last Chinatown 24 San Lorenzo Park Redesign 28.32
n.

Available Space Based on
Mature Tree Drip Line
Benchlands: 3.56 acre
Pond & Lawn Bowling:

Upland: 2.48 acre
Tree Drip
Trail
Playground & Building

28.33 San Lorenzo Park Redesign 25
Restoring Ecology
The extreme flood events of winter 2023 remind us that San Lorenzo Park is connected to a dynamic and regional ecological system much larger than the park itself. Portions of the park are designed to flood. The park already hosts numerous wildlife species along the river and in the park. It has the potential for ecological restoration to allow for broadened biodiversity. A resilient park design will restore native ecologies to the greatest extent possible. It will be designed to adapt to evolving and uncertain climatic changes. And it will encourage a cultural interface with the river and habitats for stewardship, environmental education, and a more connected relationship with the native ecologies.
26 San Lorenzo Park Redesign 28.34
San Lorenzo River & Park provide habitat for swallows, great horned owls, wood ducks, spawning Coho salmons, seals, and steelhead trout.

28.35 San Lorenzo Park Redesign 27
Prioritizing Inclusivity
The engagement and needs assessment showed that park and open space needs in Santa Cruz have changed since the park was designed and built in the 1950s and 1960s. An inclusive park designed for all cultures, ages, backgrounds, languages, and abilities will prioritize and broaden the usability of and equity of access to open space and recreational amenities in the park. The redesign should prioritize inclusivity in all aspects of the park design. Representation of cultures and peoples from all stages of history should be included as part of the design and as educational components. And programmatic elements should be designed for all ages and abilities to participate. 28 San Lorenzo Park Redesign 28.36
Dolores Park Precedent for
Inclusivity in Open Space

28.37 San Lorenzo Park Redesign 29
Designing for Safety
& Operations
Safety was one of the top priorities for stakeholders and is fundamental for a usable park. The redesign effort can equip the park with the tools and infrastructure to manage an urban park and all of the contemporary challenges it faces. Facilities and infrastructure for operational efficiency and safety have spatial requirements that need to be incorporated into the design for long-term success. The city will also need to evaluate the fiscal and regulatory requirements that park safety and operations will require in current and future urban condition for long-term safety and security.

Francisco park in San Francisco includes a new maintenance facility designed as part of the restroom facilities to maintain and operate the new park and serves as a precedent for San Lorenzo Park. 30 San Lorenzo Park Redesign 28.38
Francisco Park, San Francisco
Includes a new maintenance and
restroom facility

28.39 San Lorenzo Park Redesign 31
Fostering Partnerships
& Stewardship
There are many stakeholders interested in the success of the park. The redesign presents unique opportunities to convene and organize people and resources to support the park through management and financing strategies outside of the norm. Based on conversations with stakeholders, the city could foster new partnerships and relationships to fund, build, maintain, and support the park by working with key partners and park stewards. The Presidio Tunnel Tops park in San Francisco was envisioned and realized through the many partnerships within San Francisco, and can serve as an example for Santa Cruz and San Lorenzo Park. 32 San Lorenzo Park Redesign 28.40
City of Toronto urban tree forest
planting stewardship event.
https://www.toronto.ca/community-people/
get-involved/volunteer-with-the-city/treeplanting-stewardship/

28.41 San Lorenzo Park Redesign 33
The guiding principles are established to guide the ambitions and vision for San Lorenzo Park, and accomplish the forward-thinking opportunities. The principles reflect the sentiments and needs heard from the diverse stakeholder groups and individuals that care about, use, and maintain the park. All future design efforts should embrace these principles as integral to the design and future for San Lorenzo Park.

Guiding Principles
34 San Lorenzo Park Redesign 28.42
Ke
ep
the park clean,
safe & secure
Create a park
that attracts the
community and
visitors
Activate
the park
Make the park
a sustainable
green space
for everyone
Promote
biodiversity and
natural habitat
Make the park
uniquely Santa
Cruz & reflect
our culture
Offer a range of
activities, events,
& programs for all
ages and abilities
Increase
visibility and
accessibility
of the park
and river

28.43 San Lorenzo Park Redesign 35
The design goals are measurable and tactical strategies for the design to achieve the ambitious principles for San Lorenzo Park.

The goals reflect the ideas and needs heard from the diverse stakeholder groups and individuals that care about, use, and maintain the park. All future design efforts should employ the design goals to envision a park that is beautiful, usable, cherished, fundable, constructible, supported, and loved.

Design Goals
36 San Lorenzo Park Redesign 28.44
Preserve
heritage trees.

Conduct restoration
projects in the
riverlands to promote
native plant species.

Include a range of
spaces for active
recreation and
different programs.

Design for
multi-modal
access.

Promote
opportunities for
environmental and
historical education.
1 5 6 7 8
2 3 4
Include a range of
spaces for passive
recreation such as
trails, picnic areas,
walking, and bird
watching.

Provide facilities
including restrooms,
drinking fountains,
waste receptacles,
and seating.

Design a park
that is sustainable
and maintainable.

Include a
playground for all
ages and abilities with
natural, climbing, and
interactive elements.

Create venues for
different size events
and festivals.

Create prominent
entries and
connections to
the park.

Connect to the river
for education, unique
encounters, and
stewardship.
9 10 11 12

28.45 San Lorenzo Park Redesign 37
1 Design a park
that is sustainable
and maintainable.

Include a range of
spaces for passive
recreation such as
trails, picnic areas,
walking, and bird
watching. 2
Include a range of
spaces for active
recreation and
different programs. 3
38 San Lorenzo Park Redesign 28.46
Promote
opportunities for
environmental
and historical
education.
4 Design for
multi-modal
access.
5 Preserve
heritage trees.
6 28.47 San Lorenzo Park Redesign 39
Conduct
restoration projects
in the riverlands to
promote native plant
species. 78
Provide facilities
such as restrooms,
drinking fountains,
waste receptacles,
and seating.

Connect to the
river for education,
unique encounters,
and stewardship. 9
40 San Lorenzo Park Redesign 28.48
Include a
playground
for all ages &
abilities with
natural, climbing, &
interactive
elements.
10 Create venues for
different size events
and festivals.
11 Create prominent
entries and
connections to
the park.
12 28.49 San Lorenzo Park Redesign 41
The right program mix for San Lorenzo Park will help keep the park active, safe, and secure throughout the day and year. Selection of the final program mix for San Lorenzo park will occur as part of the design process and will vary depending on feasibility for inclusion of such programs. The list here and images of the facing page represent programs to consider during the design process for San Lorenzo Park. These program ideas are based on previous design efforts and preferences identified in the engagement conducted in Stage 1 of the redesign process. This selection should be considered a starting point for activating San Lorenzo Park in the future and providing a range of program offerings for the diverse park users.

Potential Programs
• Amphitheater
• Art / Sculptures
• Basketball
• Bocce Ball
• Conservatory
• Disc golf
• Food & Beverage
• Garden
• Ice Skating
• Lawn
• Lawn Bowling
• Outdoor Fitness
• Pickleball
• Picnic Areas
• Playground
• Plaza
• Pump track
• Recreation Center
• Restoration Area
• River overlooks /
viewing platform
• Roller Skating
• Slackline
• Soccer
• Stage
• Tennis
• View tower
• Volleyball
• Water feature
• Zipline
Potential Program List
42 San Lorenzo Park Redesign 28.50

28.51 San Lorenzo Park Redesign 43
44 San Lorenzo Park Redesign 28.52

28.53 San Lorenzo Park Redesign 45

28.54 San Lorenzo Park Redesign
Section 2:

Existing Conditions Research and Observations
& Engagement Process
April 28, 2023

28.55 2 San Lorenzo Park Redesign
Landscape Architecture
Urban Design
Planning
PO Box 460309
San Francisco, CA 94146
415.206.0648
www.bioniclandscape.com
Parks and Recreation
City of Santa Cruz
Parks and Recreation Department
323 Church St
Santa Cruz, CA 95060
831.420.5270
For more information, contact:

Noah Downing
[email protected]
Prepared for
Prepared by

28.56 San Lorenzo Park Redesign 3
4 Section 2 Introduction
6 Existing Conditions
Research & Observations
56 Engagement Process &
Overview
Table of Contents

28.57 4 San Lorenzo Park Redesign
Section 2
Introduction
This redesign effort for San Lorenzo Park will define the new City needs, as well as the unique opportunities the park can offer to an evolving Santa Cruz and the park’s diverse population of users.

The redesign effort began in December 2022 and will be conducted in three stages. Stage 1 consists of community engagement and research of existing conditions to inform a needs assessment. The needs assessment, included in this document, identifies the unique opportunities, guiding principles, design goals, and potential programs that will guide the redesign effort. Stage 2 consists of drafting alternatives for the park and developing the concept plan. And Stage 3 consists of developing the final preferred plan and final report documenting the complete redesign process and preferred vision for the park.

The design team conducted Stage 1 from December 2022 through April 2023. Stage 1 is documented in three separate documents:
• Section 1: Executive Summary and Needs Assessment
• Section 2: Existing Conditions Research & Engagement Process • Section 3: Appendix
This document, Section 2, includes the existing conditions research and observations, as well as the engagement process summary. The content in Section 2 informed the Executive Summary and Needs Assessment contained in the Section 1 document. See Section 1 and Section 3 for additional information.

28.58 28.59 San Lorenzo Park Redesign 5
6 San Lorenzo Park Redesign
Existing Conditions
Research &
Observations
Bionic began Stage 1 of the redesign process by conducting an extensive research effort to understand the context, access, circulation, history, habitat, existing features, and previous design efforts to inform the design process. Bionic also researched other downtown park and playground precedents relevant to the scope and scale of San Lorenzo Park. The following section includes the research and observations as part of this phase of the project that has informed the needs assessment.

28.60 Central Location City of Santa Cruz
+
Downtown & Neighborhood
1/2-mile
Santa Cruz County
+
Located at the heart of the city and county, San Lorenzo Park is a cherished but outdated park with unique potential to be transformative for the city of Santa Cruz and its communities.

San Lorenzo Park serves surrounding neighborhoods and is a downtown park. It is located at the center of the city halfway between the ocean and the mountains. It is also central to Santa Cruz County and could serve as a regional destination.

28.61 San Lorenzo Park Redesign 7
8 San Lorenzo Park Redesign
Access & Connections
There are many ways to access the park today by
foot, bicycle, bus, and car. Access to the park from
downtown and adjacent neighborhoods, however, is
unclear, hidden, and disconnected in locations. This
presents opportunities to better connect the park,
create more visibility for accessing the park, and more prominent and safe entry points.

Connecting the Park 28.62

S REVIR OZNEROL NA

REVIR TEERTS

AS ZURC ATN

ESUOHTRUOC

FO YTNUOC

ZURC ATNAS

NORF REVIR T

RAG EGA

WATER STREET

SOQUEL AVENUE

BRANCIFORTE CREEK

DAKOTA STREET

XODARAP LETOH
LETOH

XODARAP

TEERTS NAECO

RIVER STREET

TEERTS TNORF

FRONT STREET

PACIFIC AVENUE
Parking Garage #10
Dakota Ave street parking
County Parking lot
(Select events only)
Transit Stop
Transit & Parking

28.63 San Lorenzo Park Redesign 9
Park Entries
Current Park
Entries
The park currently has many
entries. Some are hidden, hard to
find, unclear, and some community
members feel unsafe.
1 2
3 4
5 6
78 9
10 11
12 10 San Lorenzo Park Redesign 28.64
Current Park Entries
5 6
9 10
3 4
12 1 2
7 8
11 28.65 San Lorenzo Park Redesign 11
12 San Lorenzo Park Redesign
Park History
Serpent play structure at San Lorenzo Park San Lorenzo Park, built 1964 Resource: Santa Cruz Public Libraries Local History
San Lorenzo River at San Lorenzo Park
Resource: Santa Cruz Public Libraries Local History
San Lorenzo Park is the largest park in
downtown Santa Cruz, directly adjacent to
the San Lorenzo River and diverse riverside
neighborhoods. The park was created
in the redevelopment project following
the catastrophic 1955 flood. One of its
attractions since 1964 has been “Lorenzo”
the sea serpent in the play area.

28.66 Historical Events
Historical Bull and Bear Fights
Resource: Library of Congress; Bancroft Library
Swimming in the San Lorenzo River at Brookdale. Right: Decorated boats and barges in the Water Carnival, 1890’s.

Resource: Santa Cruz Public Libraries Local History
The first Venetian Water Carnival, 1895
Resource: Santa Cruz Public Libraries Local History
Central stage for the Water Carnival on the San Lorenzo River, 1890’s
Resource: Santa Cruz Public Libraries Local History
Resource: https://www.hmdb.org/m.
asp?m=100961, Photographed By Jim Cirner

28.67 San Lorenzo Park Redesign 13
Villages Along the River &
Indigenous Santa Cruz Peoples
Source: https://coastal-watershed.org/the-meaning-of-aulintak/ Rizzo, M. A. (2016). No Somos Animales: Indigenous Survival and Perseverance in 19th Century Santa Cruz, California. UC Santa Cruz. Doctoral Dissertation, http://www.protectjuristac.org/2020minilessons/
Michelle Lorimer & Shelley Brooks, (2019). Missions’ impact on environment and The park and surrounding area may have been a village site of the indigenous Awaswas-speaking Uypi tribe. Sources suggest that Chalumü was an indigenous village of the Awaswas-speaking Uypi tribe located at or near the present-day San Lorenzo Park. Archeological evidence suggests that the area was inhabited for approximately 2,000 years before Spanish colonization in the late 1700s. For centuries, indigenous peoples tended to the land through restorative practices. The Amah Mutsun Land Trust is helping restore natural lands in the Monterey Bay area. 14 San Lorenzo Park Redesign 28.68
River Confluence
The confluence of San Lorenzo River
and Branciforte Creek on the southwest
edge of the park also presents a unique
opportunity for the park. Confluences
often have historical significance.

The confluence today is hidden and
forgotten.

28.69 San Lorenzo Park Redesign 15
16 San Lorenzo Park Redesign
Riverlands Designed to Flood, January 2023
Low-Lying Riverlands
River & Habitat
The extreme flood events of winter 2023 remind us that San Lorenzo Park is connected to a dynamic and regional ecological system much larger than the park itself. Portions of the park are designed to flood. The park already hosts numerous wildlife species along the river and in the park. The mature canopy cover along the riparian edge of the river is unique to this section of the river, due to the levee requirements up and downstream from San Lorenzo Park. It allows for riparian habitat and species to exist in this location.

San Lorenzo River & Park provide habitat for swallows, great horned owls, wood ducks, spawning Coho salmons, seals, and steelhead trout.

28.70 Existing San Lorenzo River Section
San Lorenzo Park
Five Highest Historic
Flood Elevations
1/9/2023 24.54’
2/7/2017 23.59’
12/31/2022 22.15’
1/14/2023 21.83’
2/20/2017 21.21’
Downtown Riverlands
San Lorenzo River
Section 1 : Low water volume
Section 2 : High water volume

28.71 San Lorenzo Park Redesign 17
Unique River Section
Reach 1 Reach 2 Reach 3 Reach 4 Reach 5
Reach 2
Reach 3
Reach 4
Reach 5
Reach 1
18 San Lorenzo Park Redesign 28.72
The San Lorenzo Park reach including the riverlands
boasts a unique opportunity to promote riparian
habitat and the ecology of the river. Other reaches of
the river have stringent levee requirements precluding
a riparian corridor. This reach of the San Lorenzo
River has an extensive riparian habitat and extensive
mature tree canopy overhanging the river.

28.73 San Lorenzo Park Redesign 19
Mature Trees
There is an extensive mature tree canopy
that contributes great value to the urban
forest. The heritage trees should be
preserved.
20 San Lorenzo Park Redesign 28.74
Mature Trees
Cherry
Pine
Redwood
Bay tree
Oak
Maple
Sequoia
Cedar
Willow
Pear
Ginkgo
Sweet gum
London plane tree
Blue gum
Lilac
Bottle brush
Primrose
Strawberry marine tree
Roble
Elm
Bushy yate
White alder
Sycamore
Santa Cruz Riverwalk
San Lorenzo River
Water Street
Soquel Street
Dakota Ave
Santa Cruz
County Buildings

28.75 San Lorenzo Park Redesign 21
Where heritage trees are located, the area within
the drip line needs to be preserved in place with
minimal improvements to preserve the trees.
22 San Lorenzo Park Redesign 28.76
Available Space Based on
Mature Tree Drip Line
Benchlands: 3.56 acre
Pond & Lawn Bowling:

Upland: 2.48 acre
Tree Drip
Trail
Playground & Building
Available Space

28.77 San Lorenzo Park Redesign 23
24 San Lorenzo Park Redesign
Existing Park Features
The park today has a number of cherished features including the sea serpent “Lorenzo”, the pond, the playground, and the Chinatown Bridge.

All exist in different conditions: some have been refurbished recently like “Lorenzo” the sea serpent, while others are degraded and in need of significant repair like the pond that leaks frequently. The park has also historically hosted numerous events. Current conditions are not conducive to the level of interest for events in the park.

28.78 Sea Serpent “Lorenzo”
“Lorenzo” will be repainted summer 2023 by
the San Lorenzo Park Neighbors Group.

28.79 San Lorenzo Park Redesign 25
Chinatown Dragon Bridge & Archway
The Chinatown Bridge and Dragon
Archway honor Chinese immigrants and
the site of Santa Cruz’s last Chinatown.
26 San Lorenzo Park Redesign 28.80
The Playground
The playground has been used and
loved by many families for decades. The
playground area has drainage issues and is
not inclusive for all ages and abilities.

28.81 San Lorenzo Park Redesign 27
Events in the Park
The park has hosted numerous events
in the riverlands and uplands areas.
28 San Lorenzo Park Redesign 28.82
The Lawn Bowling Facility
As of Spring 2023, the Lawn Bowling Club
includes 25 members. The facility is a
regulation size, artificial field.

28.83 San Lorenzo Park Redesign 29
Previous Efforts
San Lorenzo Park
Redesign Master Plan (1988)
San Lorenzo Park
Built 1964
San Lorenzo Urban
River Plan (2003)
Ideas to Activate
the San Lorenzo
River (2007)
Ocean Street Area
Plan (2014)
Godbe Quantitative Survey
Draft Downtown
Plan (2017)
San Lorenzo Park
Redesign Plan
City of Santa Cruz Parks
Master
This redesign project is not starting from scratch.

Many previous efforts have studied opportunities for
San Lorenzo Park redesign and will inform this project. 30 San Lorenzo Park Redesign 28.84
Previous Key Observations & Recommendations

28.85 San Lorenzo Park Redesign 31
Summary of Previously Recommended Programs
32 San Lorenzo Park Redesign 28.86
Summary of Recommended Programs

28.87 San Lorenzo Park Redesign 33
Other Santa Cruz Park Offerings
The Santa Cruz Parks
Master Plan 2030
documented recreational
facilities by location
available in Santa Cruz. This
table is from the Santa Cruz
Parks Master Plan 2030 and
will be a reference for this
project.

Source: https://www.cityofsantacruz.
com/government/city-departments/parksrecreation/parks-beaches-open-spaces/ parks-master-plan

2.4: DRAFT EXISTING CONDITIONS
Santa Cruz Parks Master Plan 2030 Page 2.4 - 3
Table 2.4-1 Recreational Facilities by Location
General
Recreational
Facilities by
Location
Baseball/Softball Field
Basketball Court
Bike Park
Bocce Courts
Community Gardens
Disc Golf
Exercise Equipment
Horseshoe Pits
Off-leash Dog Run
Pickleball Court
Playground/Play
Equipment
Pump Track
Reservable Picnic Areas
Roller Hockey
Sand Volleyball Court
Skate Park
Soccer
Table Tennis
Tennis Court
Tot Lot Playground
Beach Flats Park 1 1
Branciforte Dog
Park 1 (fenced)
Central Park 1
Chestnut Park 0.5 1
Cowell Beach 2
Depot Park/Bicycle
Trip Bike Park
/Scott Kennedy
Fields
1 1
1 adult
or 2
youth
practice
Frederick Street
Park 1 (fenced) 1 1 1 (small) 1
Garfield Park 1 1 2 1
Grant Park
1 diamond
field
1 1 1 (fenced) 1 1
Harvey West Park 6
baseball 2 1 2 1 1 9 (7 > 50 capacity) 1
2 (outfield
of
baseball
fields)
1 John D. Franks
Park 1 1
Ken Wormhoudt
Skate Park at Mike
Fox Park

0.5 3 (painted
on multipurpose
area)
1 1
Laurel Park 1 1 (painted
on b-ball) 1 1 1
Lighthouse
Avenue Park
1 (18
plots)
1 1

28.88 San Lorenzo Park Redesign 34

2.4: DRAFT EXISTING CONDITIONS