Santa Cruz City Council
December 12, 2023

services at the Coral Street campus, such as a Navigation Center, and by seeking partnerships and funding to effectuate the Council-adopted vision for the area.

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County of Santa Cruz during implementation of their “Moving to Work” program, which their application process for the HUD “Moving to Work” designation that will expand opportunities for financial assistance and vouchers.

ACTION: The motion passed by the following vote:

AYES: Conway, Dawson, Gordon, McKelvey, Polhamus, and Kennedy NOES: None
ABSENT: Maxwell
Information Items-Planning Director Butler advised the Commission of Coastal Commission rulings and projects scheduled for upcoming Planning Commission hearings.

Subcommittee/Advisory Body Oral Reports-None.

Items Referred to Future Agendas-None.

Adjournment-The meeting adjourned at 8:33 p.m.

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STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor

DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT

DIVISION OF HOUSING POLICY DEVELOPMENT
2020 W. El Camino Avenue, Suite 500
Sacramento, CA 95833
(916) 263-2911 / FAX (916) 263-7453
www.hcd.ca.gov
October 27, 2023
Lee Butler, Director
Planning and Community Development Department
City of Santa Cruz
809 Center Street, Room 107
Santa Cruz, CA 95060
Dear Lee Butler:

RE: City of Santa Cruz’s 6th Cycle (2023-2031) Revised Draft Housing Element Thank you for submitting the City of Santa Cruz’s (City) revised draft housing element received for review on August 30, 2023, along with revisions that were received on October 20, 2023. The review was facilitated by a conversation on October 4, 2023, with you, Eric Marlatt, Assistant Director; Mathew VanHua, Principal Planner; and Ines Galmiche, consultant. In addition, the California Department of Housing and Community Development (HCD) considered comments from Santa Cruz YIMBY and COPA pursuant to Government Code section 65585, subdivision (c). Pursuant to Government Code section 65585, HCD is reporting the results of its review.

The revised draft housing element addresses most statutory requirements described in HCD’s August 8, 2023, letter; however, revisions are necessary to substantially comply with State Housing Element Law (Gov. Code, § 65580 et seq), as follows:

An inventory of land suitable and available for residential development, including vacant sites and sites having realistic and demonstrated potential for redevelopment during the planning period to meet the locality’s housing need for a designated income level, and an analysis of the relationship of zoning and public facilities and services to these sites. (Gov. Code, § 65583, subd. (a)(3).) Identify actions that will be taken to make sites available during the planning period with appropriate zoning and development standards and with services… (Gov.

Code, § 65583, subd. (c)(1).)
Suitability of Nonvacant Sites: The element must include an analysis demonstrating the potential for redevelopment of nonvacant sites, including evaluating the extent existing uses impede additional development. To address this requirement, the element explains development classifications or redevelopment types, then lists some recent redevelopment trends and identifies sites by development

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Lee Butler, Director

classification. However, the element should expand the discussion of recent development trends to better relate the experience in redevelopment to identified sites, particularly for Development Classes A and C. For example, Development Class A is aging commercial uses and a typical description in the inventory explains the extent of existing improvements. Therefore, the listing of recent trends (Table G3) should also discuss the extent of existing improvements or other circumstances that indicate redevelopment potential to better relate recent trends to identified sites.

In addition, the element must still evaluate the extent existing uses impede additional development such as evaluating existing leases or other contracts or conditions that would perpetuate the existing use or prevent additional residential development, lack of improvements and frequent turnover in uses. This analysis may be conducted on a site opportunity area basis (e.g., corridor, infill, other) Finally, based on a complete analysis, the element may need to add or modify programs to address a shortfall of sites or incentivize redevelopment of nonvacant sites.

The element will meet the statutory requirements of State Housing Element Law once it has been revised and adopted to substantially comply with the above requirements pursuant to Government Code section 65585.

Public participation in the development, adoption and implementation of the housing element is essential to effective housing planning. Throughout the housing element process, the City must continue to engage the community, including organizations that represent lower-income and special needs households, by making information regularly available while considering and incorporating comments where appropriate. Please be aware, any revisions to the element must be posted on the local government’s website and to email a link to all individuals and organizations that have previously requested notices relating to the local government’s housing element at least seven days before submitting to HCD.

For your information, pursuant to Government Code section 65583.3, the City must submit an electronic sites inventory with its adopted housing element. The City must utilize standards, forms, and definitions adopted by HCD. Please see HCD’s housing element webpage at https://www.hcd.ca.gov/planning-and- communitydevelopment/housing-elements for a copy of the form and instructions. The City can reach out to HCD at [email protected] for technical assistance.

Several federal, state, and regional funding programs consider housing element compliance as an eligibility or ranking criteria. For example, the CalTrans Senate Bill (SB) 1 Sustainable Communities grant; the Strategic Growth Council and HCD’s Affordable Housing and Sustainable Communities programs; and HCD’s Permanent

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Lee Butler, Director

Local Housing Allocation consider housing element compliance and/or annual reporting requirements pursuant to Government Code section 65400. With a compliant housing element, the City will meet housing element requirements for these and other funding sources.

For your information, some general plan element updates are triggered by housing element adoption. HCD reminds the City to consider timing provisions and welcomes the opportunity to provide assistance. For information, please see the Technical Advisories issued by the Governor’s Office of Planning and Research at:
https://www.opr.ca.gov/planning/general-plan/guidelines.html.

We are committed to assisting the City in addressing all statutory requirements of State Housing Element Law. If you have any questions or need additional technical assistance, please contact Jose Armando Jauregui, of our staff, at [email protected].

Sincerely,
Paul McDougall
Senior Program Manager

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HCD Comment:

Suitability of Nonvacant Sites: The element must include an analysis demonstrating the potential for redevelopment of nonvacant sites, including evaluating the extent existing uses impede additional development. To address this requirement, the element explains development classifications or redevelopment types, then lists some recent redevelopment trends and identifies sites by development classification. However, the element should expand the discussion of recent development trends to better relate the experience in redevelopment to identified sites, particularly for Development Classes A and C.

For example, Development Class A is aging commercial uses and a typical description in the inventory explains the extent of existing improvements. Therefore, the listing of recent trends (Table G3) should also discuss the extent of existing improvements or other circumstances that indicate redevelopment potential to better relate recent trends to identified sites.

In addition, the element must still evaluate the extent existing uses impede additional development such as evaluating existing leases or other contracts or conditions that would perpetuate the existing use or prevent additional residential development, lack of improvements and frequent turnover in uses. This analysis may be conducted on a site opportunity area basis (e.g., corridor, infill, other) Finally, based on a complete analysis, the element may need to add or modify programs to address a shortfall of sites or incentivize redevelopment of nonvacant sites.

Below are the relevant sec�ons of Appendix G that were revised to sa�sfy this final comment from HDC.

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Appendix G: Housing Sites Inventory G-5
Santa Cruz Housing Element Update
B. Development Analysis

1. Development Trends and Demand
Residential development has been very strong during the 5th cycle. The City was successfully able to accommodate well over the entirety of its 5th cycle RHNA with a variety of housing types at all income categories, including a number of SRO developments and supportive housing projects.

Table G-3 below provides examples of the types of residential developments that have been approved and developed in the past few years. It should be noted that the City does not receive development applications with densities below that permitted for the zone.

Santa Cruz is a fairly built-out city with limited vacant land opportunities outside of the UC Santa Cruz campus and environmentally constrained areas. As a coastal community with sensitive environmental areas, development is generally restricted to areas that are currently developed.

Following development and community interest, the City is focusing its 6th cycle candidate sites in areas that are considered underutilized, aging, and in need of rehabilitation. Additionally, General Plan Policy LU3.7.1 “[allows] and [encourages] development that meets the high end of the General Plan Land Use designation density unless constraints associated with site characteristics and zoning development standards require a lower density.” The goal is to continue providing property owners and developers with additional opportunities to maximize use of their properties and create rehabilitated corridors that provide current and future residents with a variety of housing options in walking distance to commercial uses, community resources, employment, and access to transportation. Table G-3 shows that existing uses on recently-developed sites did not create constraints to development. The City has established development classes with characteristics that are applicable to the candidate sites identified. These classifications are based on past development projects, and while some comparisons may not be exact matches for the sites identified, they show a strong correlation with the understanding that every parcel is unique in terms of site characteristics, existing use, ownership, and other factors which can affect future development. The development classes are generally defined as:
 Development Class A: Aging commercial uses with revitalization intentions  Development Class B: Vacant parking lot land
 Development Class C: Existing, aging housing units on underutilized parcels  Development Class D: A religious institution
 Development Class E: Various other uses such as a historic commercial building and an existing homeless shelter
The City’s Inclusionary Ordinance has been utilized in the development of affordable units and will continue to play an important part in future developments. Density bonus incentives have also resulted in the development of additional units beyond what the City’s density limits establish.

Additional details on both the Inclusionary Ordinance and the density bonus ordinance are provided in Appendix E.

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Appendix G: Housing Sites Inventory G-6
Santa Cruz Housing Element Update
As it relates to the development of ADUs, the City has seen a steady increase year-over-year and continues to receive inquiries and applications. A survey conducted by the City found that approximately 90 percent of ADUs are currently rented to lower income households. More than half the units in the survey responses are utilized by property-owner family members, at affordable rates or for no rent. More analysis on projected ADU development is provided in the Section 3.3 of this Appendix.

As detailed in the Transportation Corridor Opportunity Sites section ahead, the City has identified a number of existing commercial properties with capacity to accommodate additional units or be fully redeveloped with mixed-use or solely residential. These properties were recently rezoned in 2022 to new mixed-use zones to encourage new and higher-density housing development along the City’s main transportation corridors. Existing uses on non-vacant sites in the corridors include predominantly older commercial uses and service-oriented businesses, as well as small auto shops, parking lots, and some office uses. These sites were selected for a variety of reasons, including:
 Underutilization – large surface parking area, capacity to accommodate a greater use of the parcels, and/or an improvement value that is lower than the value of the land.  No recent improvements.
 No parking requirements for future redevelopment.
 Potential for lots to be consolidated to accommodate a larger residential/mixed-use development.
 Property owner and/or developer interest.
 No large chains or national corporations with potentially long leases, such as Safeway or CVS.

As Table G-3 shows, the City has been seeing significant numbers of redevelopment projects on sites with existing uses, and this trend is expected to continue or accelerate as a result of the greater level of certainty provided through the 2022 mixed-use rezonings and new objective standards. Seven projects listed have recently successfully moved forward with entitlements or construction for the redevelopment of previously commercial parcels. The uses previously included active commercial and service-oriented businesses. While the City does not have access to lease information for non-vacant candidate sites, existing uses have not shown to pose a constraint to development feasibility due to incentives and greater development opportunities.

This included uses owned by nation-wide corporations such as Hertz and Wells Fargo (see table G3). Furthermore, the City has recently received inquiries from developers on sites not included in the candidate sites inventory with existing uses such as duplex/triplex residential buildings, general offices, medical offices, a bank, and an auto dealership. While the candidate sites were screened to only include parcels with older structures, the bank that is expected to redevelop with a mixeduse project with upper floor residential uses in the near-term underwent a substantial remodel and completed an over-2,000-square-foot addition in 2016 – further showing that recently improved and active commercial uses are still gathering interest and may not be a constraint to redevelopment potential.

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Appendix G: Housing Sites Inventory G-7
Santa Cruz Housing Element Update
Additionally, the City has seen redevelopment interest for converting existing parking lots to residential or mixed-use. Table G-3 details two recent projects which have resulted in 154 total units. Of the two, one did not need to include parking nor replace lost spaces given its location downtown and AB 2097. Newly added Government Code Section 65863.2 eliminates parking minimums for residential, commercial, or other development projects within one-half mile of a major transit stop. This new legislation applies to all candidate sites located downtown or along/near high quality transit corridors – meaning existing parking proposed for redevelopment will not need to be replaced on those sites.

Lastly, two groups of parcels have been identified for lot consolidation and redevelopment with some existing residential units. Both groupings are under common ownership and existing, older structures are in major need of rehabilitation. This includes 407 & 415 Pacific Avenue and 218, 222, and 228 River Street. Properties adjacent to the 218 River Street group of parcels has recently been subject to a residential development inquiry; these parcels include duplex/triplex buildings and offices, and while they are not included in the sites inventory, they show promise for redevelopment of parcels with existing residential uses as well as redevelopment interest within the neighborhood. As such, existing residential uses are not considered to be a constraint to development.

Table G-3: Residential Development Trends (2019-2022)
Project Acreage Density Units Prior Use New Development Type Prior Commercial Use (Development Class A)
130 Center St 1.19 195.8 233
Commercial –
older auto
body shop and
Hertz auto
rental center
Mixed-use SRO units which received 50%
density bonus under AB 2345. The project
includes 35 very low income units.
150 Felker St 0.412
23 (x 1.5
density
bonus)
32 Commercial –
older office
building
Apartment building with 4 very-low-income
units through density bonus
Pacific Front
Mixed-Use
Development

1.44 142.36 205
Commercial –
existing (public
transit) Metro
Center,
restaurants,
parking lot,
and small
commercial
store fronts
Mixed-use residential and commercial
Pacific Station
South 2.14 32.7 70
Commercial –
parking lot,
retail building,
and an office
building
100% affordable residential mixed-use
development with commercial and medical
offices on City-owned land
Front St/
Riverfront
Project (428,

1.04 168.7 175
Commercial –
older buildings
with retail,
services,
Mixed-use development with 20 affordable
units and commercial uses, which received a
32% density bonus.

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Appendix G: Housing Sites Inventory G-8
Santa Cruz Housing Element Update
Table G-3: Residential Development Trends (2019-2022)
Project Acreage Density Units Prior Use New Development Type 440, 504, 418,
508 Front)
dance studio
and surface
parking
831 Water St 0.91
Max FAR:

1.75 (x
density
bonus =

2.625)
140
Commercial –
older strip
mall with a
mini mart,
MetroPCS,
massage
services,
laundromat, a
car wash
facility, and
surface
parking
Mixed-use SB 35 streamlining project with
50% affordable residential and commercial.
530 Front St 1.06 260.4 276
Wells Fargo
home
mortgage
office building,
surface
parking, and
restaurants,
retail, and
office building
Demolition of existing Wells Fargo building
and restaurant/retail/office building and
consolidation of four parcels to construct a
mixed-use building with residential units
(including a 50% density bonus) and 6,865
square feet of commercial space. Of the 276
units, 28 will be affordable to very lowincome households and 9 affordable to lowincome households.

Prior Parking Lot (Development Class B)
190 West Cliff 2.18 30 89 Parking lot
Mixed-use development with 10 affordable
units and commercial uses, which received a
35% density bonus. New development
included three levels of subgrade parking and
a small number of surface parking.
532 Center St 0.77 84.4 65
Parking lot -–
Calvary Church
owned the site
and leased it
to the City for
use a parking
lot.

Affordable housing project with 16 very lowincome units and 49 low-income unit. No parking was included for the residential and
commercial uses, due to the project’s
location downtown and AB 2097, but the
project did add parking for the church use
only.

Prior Residential Use (Development Class C)
119 Coral St 0.77 157 120
6-unit
Transitional
Housing
Supportive housing
727 Hanover St 0.476 23 11 Single-family
home
Market-rate multi-family rental development
with 2 inclusionary units
314 Jessie St 0.43 116.28 50
14 apartments
with accessory
structures
100% affordable multi-family development
with supportive services
Prior Religious Use (Development Class D)
111 Errett Cir 1.62 9.88 12 Church 12 single-family parcels.

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Appendix G: Housing Sites Inventory G-9
Santa Cruz Housing Element Update
Table G-3: Residential Development Trends (2019-2022)
Project Acreage Density Units Prior Use New Development Type 532 Center St 0.77 84.4 65
Parking lot -–
Calvary Church
owned the site
and leased it
to the City for
use a parking
lot.

Affordable housing project with 16 very lowincome units and 49 low-income unit. No parking was included for the residential and
commercial uses, due to the project’s
location downtown and AB 2097, but the
project did add parking for the church use
only.
900 High St
2 (existing
parcel size
is 5.9)
201 40 Church
Affordable housing project with 4 low-income
and 5 very low-income units on a site with an
existing church (Peace United Church) in the
R-1-10 (Single Family) zoning district. The
Project includes a lot split to separate the
church use and the proposed residential
development – resulting in 2 acres dedicated
to just residential. Approximately 20 parking
spaces will be provided for the 40 units.
126 Eucalyptus
Ave

3.97 (existing
parcel size
is 6.97)

3.27 132
School owned
by Shrine of
St. Joseph
Demolition of a school on a church site for a
community care residential facility consisting
of 15 memory care and 61 assisted living
units, support spaces and amenities in the R1-5 (Single Family) zoning district. The Project includes a lot split to separate the existing
church use and the proposed community
care facility. Parking will be provided per the
City’s community care residential facility use
requirements.

Other Prior Use (Development Class E)
350 Ocean St 1.59

50.93 (x 1.275
density
bonus)
63 Dilapidated,
long-vacant
residential
structures
100% very low-income mixed-use
Notes:

1. The new lot has a max of 20 units allowed based on the density of the lot. However, the density was calculated over the entire 5.9 acre site with condition to restrict development on the church site so the overall density remains in the range.

2. The Project has 13 full dwelling units that count towards the density but also provides an additional 61 assisted living units.

This analysis of recent development projects shows that residential development occurs within the City on sites that have existing non-residential uses. As indicated, these example sites share many characteristics with the candidate housing sites in Table G-3. This demonstrates that there is development potential on these sites as well as interest in developing these types of sites for residential uses within Santa Cruz.

2. Smaller Sites
AB 1397 identifies parcels measuring between half an acre and ten acres to be appropriate for the development of affordable housing units. Parcels that are less than half an acre (“smaller”) or above ten acres (“larger”) are not deemed adequate to accommodate lower income housing needs unless past performance shows a tendency for affordable housing projects to develop on

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Appendix G: Housing Sites Inventory G-10
Santa Cruz Housing Element Update
those types of sites. The City has not identified any larger sites as part of the candidate sites inventory.

The City has, however, identified sites that are considered smaller due to consolidation interest for neighboring properties, as well as larger sites with parcelization potential. Affordable units on smaller sites are assumed through the City’s Inclusionary Housing Program. As detailed in Appendix E, developers of ownership or rental residential developments consisting of five or more dwelling units must make 20 percent of the dwelling units available for sale or rent to low- and moderate-income households at an affordable ownership cost. For example, the City has identified the 0.22-acre 2120 Mission Street property as a candidate site with an expected density of 89 units per acre for a potential of 14 net units, including 3 units affordable to lower income.

Through the Inclusionary Housing Program, a 14 unit development would need to set aside 2.8 units at affordable rates, which equals the assumed 3 units reported in the candidate sites inventory. All smaller sites in the inventory which include affordable units meet the unit minimum for the Inclusionary Housing Program.

Furthermore, Table G-3 and G-5 show the City has a history of development interest in both smaller and larger parcels. For instance, 908 Ocean Street is a 377-unit pipeline project that recently consolidated 20 parcels. This was done following the adoption of the 2030 General Plan and the Ocean Street Area Plan which support higher density development on this corridor.

Program 1.1e is also included in the Policy Plan to adopt ordinance amendments to further facilitate lot consolidation as a method of promoting the development of affordable units on smaller sites.

3. Replacement Units
The inventory of sites includes parcels with existing residential units. As Table G-3 shows, the City has a history of redeveloping and consolidating sites with existing housing units for the development of high density residential projects and mixed-use projects.

A program is included in the Housing Plan to ensure demolished residential units occupied by lower income households, or households subject to affordability requirements within the last five years, are replaced in compliance with Government Code Section 65915.

4. Review Process
The City is committed to ensuring development occurs appropriately and efficiently. Table G-4 provides the review times for residential projects with affordable units. The average time between the submission of a complete application and the completion of entitlements is approximately 4.5 months. The average time between submission of an application and the granting of building permits is approximately a year and a half; while out of the City’s control, the average time between a project receiving entitlements and submitting for building permits is approximately 16 months. It takes an average of a year for projects to receive Certificates of Occupancy. The review process timeframe is not considered a constraint to development, especially when considering that the above does not take into account the amount of time it takes for an applicant to respond to an incomplete determination, nor does it take into account the amount of time it takes an applicant to prepare detailed working drawings for the building permit submittal.

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Appendix G: Housing Sites Inventory G-11
Santa Cruz Housing Element Update
Further evidence that the City’s review and permitting process is not a constraint on development is the large development interest and number of projects proposed throughout the entire community. Market-rate and affordable housing developers alike have shown great interest in developing in Santa Cruz and working with the City to create projects that address the needs of the community.

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Appendix G: Housing Sites Inventory G-21
Santa Cruz Housing Element Update

3. Infill Opportunity Areas
As part of the sites inventory analysis, the City has identified a number of “Opportunity Areas” to accommodate additional units based on existing zoning. This includes permitted residential redevelopment in the areas listed in Table G-8. The table provides a summary of the residential unit and affordability capacity for each Opportunity Area category.

Table G-8: Infill Opportunity Areas
Site Areas Buildable
Acreage
Assumed
Density
Realistic
Capacity
Net Units
Lower Moderate Above
Moderate
Total
Units
Transportation
Corridors 13.97 Varies 80% 25% 196 units
20%
109 units
55%
483 units 788
Downtown and River
Street 4.46 Varies 80% 25% 139 units
20%
52 units
55%
227 units 418
Church Properties 14.59 10/ 20 50% 75%
32 units
20%
26 units
5%
76 units 134
Other Sites 7.95 30/ 5 100%/
30%
25%
270 units
20%
32 units
55%
8 units 310
TOTAL 59.34 - - 637 219 794 1,650
Transportation Corridor Opportunity Sites
In 2022, the City Council approved the “Objective Development Standards for Multi-Family and Mixed-Use Housing” project that, among other things, created six new Mixed-Use Zoning Districts affecting 387 parcels and encourages new and higher-density housing development. These rezonings also created consistency between the 2030 General Plan and the Zoning Ordinance.

These mixed-use areas are in close proximity to commercial uses, community resources, and public transportation; namely, along the Ocean Street, Mission Street, Water Street, and Soquel Avenue corridors.

These corridors were analyzed previously by the City as part of their effort to make the development intensities between the General Plan and Zoning Ordinance consistent subsequent to the City’s adoption of the updated General Plan in 2012. The initial effort to correct this discrepancy was known as the Corridors Plan. This work was paused in 2017 and then stopped by the City Council in August of 2019 due to concern over the level of housing intensity included in the adopted General Plan. The City’s adoption of the Objective Development Standards in 2022 created six new mixed-use zoning districts, thereby addressing the development intensity inconsistencies between the General Plan and the Zoning Ordinance.

Further review of these corridors was done as part of this Housing Element update to identify additional underutilized properties that have the most potential to redevelop during the 6th Cycle.

These properties were screened based on a number of criteria. First, using assessor’s data from the County of Santa Cruz, commercial, surface parking, and vacant parcels were identified as “underutilized” where the land value exceeded improvement value. Parcels were further screened based have one or more of the following factors; 1) a review of aerial and street view imagery to identify successful business unlikely to be redeveloped in the 6th Cycle, 2) ownership patterns, 3)

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Appendix G: Housing Sites Inventory G-22
Santa Cruz Housing Element Update
expressed developer interest, 4) recent development trends along each corridor, and 5) City planning staff knowledge.

During the Objective Standards project in 2020, Strategic Economics studied six projects 1 submitted to the City and determined that the average unit size was a gross 860 square feet2. The mix included 33 percent studios, 49 percent one-bedrooms units, 16 percent two-bedroom units, and two percent three-bedroom units. These findings show the typical development standard is 1000 sf per unit gross and that Santa Cruz attracts lower bedroom counts and smaller unit sizes in projects. This assessment has been applied to development areas that use Floor Area Ratios (FAR) to govern intensity of the site. For example, in mixed-use corridors where the most common FAR is 2.75, the density would be approximately 139 dwelling units per acre. The development capacity is assumed at 80 percent to consider any commercial components and potential parking area, as established above.

This realistic capacity of 80 percent also takes into account the potential for 100 percent nonresidential development in infill areas. The City analyzed projects in mixed use zones since 2018.

There was a single 100 percent non-residential project out of eighteen projects (6 percent), a car dealership located at 1605 Soquel Avenue. However, the entitlement for that project has since expired so there have been no exclusively non-residential projects in mixed use infill areas since 2018. The City left 1605 Soquel Avenue off of the Sites Inventory should the property seek another entitlement for the same use. Based on this approach, the 80 percent realistic capacity for infill areas is sufficient to account for non-residential ground floor uses and for potential 100 percent non-residential uses.

Table G-9 identifies about 14 acres with existing capacity to produce 788 additional units. The locations of these sites are shown in Figures G-4 through Figure G-7. The parcels in these corridors predominantly include underutilized sites with older commercial uses such as small store fronts, service-oriented businesses, office buildings, as well as surface parking lots. All non-vacant parcels were screened for property owner/developer interest in redevelopment and/or potential for greater use of aging, un-improved, and underutilized parcels. Existing commercial and office uses are not deemed to cause potential future constraints to redevelopment, and should a mixed-use project be proposed on the site, existing businesses may have the opportunity to remain. A number of surface parking lots were also identified due to shared ownership and lot consolidation potential. Parking spaces lost to redevelopment along the corridors will not require replacement due to AB 2097 (2023), the City’s local ordinance implementing AB 2097, and the availability of on-street parking, transit access, and growing walkability/active transportation improvements.

Furthermore, the City maintains open communication with developers and property owners to discuss opportunities and resources. This allows the City to provide specific technical assistance 1 350 Ocean Street, 418 Pennsylvania Avenue, 908 Ocean Street, 1024 Soquel Avenue, 1800 Soquel Avenue, and 2415 Mission Street
2 Following public comment, the City conducted another analysis of seven additional projects (524, 532, 538 Center Street; 130 Center Street; 150 Felker Street; 119 Coral Street; 530 Front Street; Pacific Front Laurel; 247 High Street) and found the average unit size was 826 gross square feet. As such, the conservative assumption of a larger 860 square feet remains appropriate.

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Appendix G: Housing Sites Inventory G-23
Santa Cruz Housing Element Update
and facilitate development which ultimately serves the greater vision for Santa Cruz. For example, developers recently inquired about acquisition of two adjacent parcels with separate ownership, collectively totaling two-thirds of an acre, with existing medical office, general office, service, and surface parking uses. Neither site is currently listed on the 6th Cycle Sites Inventory. The developer indicated that they were going to put down a deposit on the purchase of the sites based on City staff provided feedback as to the mixed-use development potential with upper floor residential.

This demonstrates the assistance staff provides in facilitating housing development, even outside of formal application or pre-application processes, and it demonstrates the viability of mixed-use redevelopment, even when active uses are present on commercial sites and even in the highinterest rate environment that has arisen over the past year.

Additionally, the City has at least two recently-approved, pending, or forthcoming entitlement applications on each of the corridors listed in Table G-9. All but one of those entitlement sites has existing development (one was vacant), and all but one of the built sites have active uses – mostly existing commercial but one with two existing single-family homes. The site with vacant businesses recently had active businesses that vacated prior to sale for development. A sampling of the sites with recent or pending entitlements is noted when each corridor is separately discussed following Table G-9. However, additional development inquiries are regularly received for mixed-use development with upper-floor residential uses, both for sites listed on the 6th Cycle Sites Inventory and for sites that are not listed. The recent development interest, including in situations where existing businesses are leasing sites, shows that existing uses along the corridors are not acting as impediments to redevelopment. The recent development interest is partially due to the rezonings that occurred along those corridors that clarify and advertise the additional development capacity that was already allowed by the sites’ respective General Plan designations.

Table G-9: Corridor Opportunity Sites
Corridors Buildable
Acreage FAR Assumed Density*
Realistic
Capacity
Net Units
Lower Moderate Above
Moderate Total
Mission Street 6.32 1.75 89 80% 48 36 219 303
Ocean Street 2.73 1.75 89 80% 96 32 106 234
Soquel Avenue 3.59 2.75 139 80% 40 32 120 192
Water Street 1.33 2.75 139 80% 12 9 38 59
TOTAL 13.97 Varies 100% 196 109 483 788

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Appendix G: Housing Sites Inventory G-24
Santa Cruz Housing Element Update
Mission Street Corridor
The Mission Street Corridor is the primary arterial corridor on the “West Side.” This corridor supports a high level of traffic as the primary access north up the Pacific Coast (Highway 1), the UCSC campus, and a number of residential neighborhoods. A number of high density residential and mixed-use developments have been proposed along and near Mission Street over the past several years. These include:
 1130 Mission Street: This SB 330 pre-application review consists of the demolition of two existing commercial buildings on two parcels zoned C-C for the construction of 2,627 square feet of commercial space with 59 SROs above. The project would include a request for density bonus waivers to exceed building height, setbacks, and FAR, increasing from a base density of 40 units to a total of 59 units.
 1811 and 1815 Mission Street: The project includes the demolition of two single-family units for the construction of a three-story, 27 SRO development with ground floor commercial on two parcels in the C-C zoning district.

The City has identified 6.32 acres along the Mission Street Corridor with the potential to accommodate 303 new residential units.

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Appendix G: Housing Sites Inventory G-25
Santa Cruz Housing Element Update
Figure G-4: Mission Street In-Fill Opportunity Sites

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Appendix G: Housing Sites Inventory G-26
Santa Cruz Housing Element Update
Ocean Street Corridor
Ocean Street is a primary north-south arterial and is the primary access route for visitors arriving from Highway 17, particularly in the summer months. This corridor is characterized by a mix of commercial uses that includes hotels and motels, restaurants, convenience services, and gas stations. The Santa Cruz County Government Center which includes government services and the County courthouse, is located on Ocean Street.

In 2014, the City adopted the Ocean Street Area Plan. The Plan seeks to revitalize the Ocean Street corridor as a vibrant gateway to Santa Cruz and includes policy guidance, development standards and design guidelines to realize this goal.

The Ocean Street Plan has helped stimulate economic and real estate development over the past ten years which is expected to continue into the future. Significant planned projects include:
 350 Ocean Street: This project was recently completed and included the demolition of existing commercial uses and construction of a mixed-use development comprised of ground floor commercial space and 63 affordable housing units. The project received a density bonus to increase the base density from 30 dwelling units per acre to 43.75 dwelling units per acre.
 908 Ocean Street: This pending project proposes the demolition of commercial and residential buildings (12 units), the combination of 20 parcels, and the construction of a mixed-use development with 378 units and 7,430 square feet of commercial space. The project would include a request for a density bonus from a base density of 273 units.  701 Ocean Street: This site is located on a portion of the County of Santa Cruz Government Center. This is based on the County’s Long Range Facilities Plan (2020) which recommends excising 4.5 acres for private development along the Ocean Street frontage as part of a large site redevelopment plan.

The City has identified 2.73 acres along the Ocean Street Corridor with the potential to accommodate 234 new residential units.

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Appendix G: Housing Sites Inventory G-27
Santa Cruz Housing Element Update
Figure G-5: Ocean Street In-Fill Opportunity Sites

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Appendix G: Housing Sites Inventory G-28
Santa Cruz Housing Element Update
Soquel Avenue Corridor
The Soquel Avenue Corridor is an important east-west arterial corridor that is predominantly made of up single-story commercial buildings and some multi-story mixed- uses. This corridor has experienced significant redevelopment interest over the past few years. Recent significant project applications include:
 515 Soquel Avenue: This project proposes to demolish the existing structures and construct three new buildings, including a five-story, mixed-use building; a five-story residential building; and a three-story residential building consisting of 43 residential units and 1,166 square feet of commercial space.
 1129 Soquel Avenue: This approved project proposes to construct a 5,420 square feet mixed-use building with two apartment units.
 1800 Soquel Avenue: This project proposes to construct a four-story mixed-use project consisting of 1,497 square feet of ground level commercial space, and 84 residential units.

The City has identified 3.59 acres along the Soquel Avenue Corridor with the potential to accommodate 192 new residential units.

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Appendix G: Housing Sites Inventory G-29
Santa Cruz Housing Element Update
Figure G-6: Soquel Avenue In-Fill Opportunity Sites

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Appendix G: Housing Sites Inventory G-30
Santa Cruz Housing Element Update
Water Street Corridor
Water Street is another east-west corridor that extends from Ocean Street to Soquel Avenue.

Predominant land uses include one-story commercial. There are a number of used car lots and some vacant parcels. Recent significant project applications include:
 915 Water Street: This recently approved project proposes the demolition of existing commercial and residential buildings and the construction of a four-story, 74,290 square feet, mixed-use building with 1,079 square feet of commercial space and 105 SROs. The project includes a request for a 50 percent Density Bonus to allow for 50 density bonus units (105 total) and incentives/concessions and waivers to FAR, Height, and Setbacks, in exchange for providing 14 very low-income units.
 831 Water Street: This recently approved SB 35 project consists of a mixed-use building with 140 residential units and 4,336 square feet of ground floor commercial space. Two units will be set aside as Manager Units. Of the remaining 138 units, 50 percent (69 units) will be deed-restricted affordable units with rents formulated to qualify for those earning 80 percent or less of Area Median Income (AMI).

The City has identified 1.33 acres along the Water Street Corridor with the potential to accommodate 59 new residential units.

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Appendix G: Housing Sites Inventory G-31
Santa Cruz Housing Element Update
Figure G-7: Water Street In-Fill Opportunity Sites

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Appendix G: Housing Sites Inventory G-32
Santa Cruz Housing Element Update
Downtown and River Street Opportunity Sites
Additional underutilized sites have been identified in the downtown area and on River Street to the north. These sites can be characterized as aging commercial uses where the land value is greater than the improvements and therefore have a greater likelihood of being developed in the near future. Some of these sites are also included due to past development activity, ownership patterns, and expressed owner/developer interest. A number of these parcels could be consolidated to allow for more economically viable residential and mixed-use development projects.

Furthermore, the five downtown sites shown in Table G-3 demonstrate the development interest in downtown, including on sites with existing, active uses. Additional entitlements have been granted downtown that are not shown in Table G-3, and development interest has been shown on properties in downtown and along River Street, including on sites not included in the 6th Cycle Sites Inventory. As of November 2023, a new, formal application for a 100-percent affordable project with 51 housing units on a one-quarter-acre River Street site that was recently occupied by the Outdoor World retailer has also been received. That particular site is shown on the 6th Cycle Sites Inventory. This activity further demonstrates the development interest in this area.

Table G-8 identifies a future capacity on these about 4.46 acres of underutilized parcels as detailed below:
 Downtown Sites: Assumed density of 121, 141 or 202 dwelling units per acre, depending on the site, with a development capacity of 80 percent. The 2020 amended Downtown Plan allows for upper floor residential developments with up to 60 units as principally permitted uses. Development history and interest in the downtown area shows a strong interest in residential development over other uses such as commercial. As such, the development capacity of 80 percent was deemed appropriate.  River Street Sites: Assumed density of 111 dwelling units per acre with a density capacity of 80 percent.

The locations of these sites are shown in Figure G-8 and Figure G-9.

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Appendix G: Housing Sites Inventory G-33
Santa Cruz Housing Element Update
Figure G-8: Downtown In-Fill Opportunity Sites

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Appendix G: Housing Sites Inventory G-34
Santa Cruz Housing Element Update
Figure G-9: River Street In-fill Opportunity Sites

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Appendix G: Housing Sites Inventory G-35
Santa Cruz Housing Element Update
Church Properties Opportunity Sites
Throughout the State, there has been increased interest in the redevelopment of religious institutions to include affordable housing units, primarily on underutilized open space and uncovered parking lots. Religious institutions in close proximity to single-family neighborhoods have zoning that allows residential uses at lower densities. Recent examples in the City where residential development has occurred on church properties include:
 Calvary Episcopal Church (530 Center Street): Currently under construction (March 2023), the Calvary Episcopal Church is transforming of the surface parking lot adjacent to the Church into a mixed-use development with 65 dwelling units and 3,400 square feet ground-floor retail and leasing space. The project includes 16 very low-income units, 48 low-income units, with one manager’s unit considered to be above moderate.  111 Errett Circle: Identified as a Pipeline project, the project was approved with two alternative designs to subdivide a 1.62 acre property zoned R-1 into either 1) 12 singlefamily lots or 2) ten single-family parcels and six condominium units. The application includes demolition of the existing church. The applicant has submitted a Final Map application that reflects the 12 single-family lot option.  900 High Street: Identified as a Pipeline project, the project proposes to divide the church parcel, currently zoned R-1-10, into two separate lots to construct a 40-unit (4 low- and 5 very low-income units), four-story apartment building. The application includes a Density Bonus request with requested concessions related to building height and number of stories.

As shown in Figure G-10, the City has conservatively identified four church properties with the potential to accommodate 134 units through existing zoning. The income category breakdown of these units is shown in Table G-8. The development capacity is limited to 50 percent of the total property area to account for the existing primary religious and parking uses.

The City recognizes that the exact parcels identified may or may not be developed, but has made a reasonable assumption that, consistent with past trends, over the next 8-year 6th Cycle, some additional church properties will be developed with affordable housing units.

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Appendix G: Housing Sites Inventory G-36
Santa Cruz Housing Element Update
Figure G-10: Church Properties Opportunity Sites

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Appendix G: Housing Sites Inventory G-37
Santa Cruz Housing Element Update
Other In-fill Opportunity Sites
In addition to the seven opportunity areas listed above, the City has identified a number of other sites throughout the City with property owner and/or developer interest for residential development. As shown in Table G-10, these sites include 890 River Street and 313 Swift Street.

The locations of these Other In-fill Opportunity Sites are shown on Figure G-11.

Table G-10: Other In-fill Opportunity Sites
Areas Buildable
Acreage
Assumed
Density
Realistic
Capacity
Net Units
Lower Moderate Above
Moderate Total
890 River St. 3.87 30 100% 270 30 0 300
313 Swift St. 4.08 5 30% 0 2 8 10
TOTAL 7.95 30/ 5 100%/ 30% 270 32 8 310

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Appendix G: Housing Sites Inventory G-38
Santa Cruz Housing Element Update
Figure G-11: Other In-fill Opportunity Sites

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Policy Plan Objectives
City of Santa Cruz 2023-2031 Housing Element
6th Cycle Planning Period
11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

1.1a. Adopt a certified Housing Element with adequate sites to meet a range of housing needs by December 15, 2023.

1.1b. Maintain an inventory of available vacant and underutilized sites citywide that can accommodate new housing and post that inventory for the public to view.

Metric: Review the inventory on an annual basis

1.1c. Maintain a GIS website that provides mapping of high-quality transit corridors and transit stops to encourage developers to take advantage of additional development allowances when sites are near these areas.

Metric: Regularly communicate with METRO and AMBAG and update the GIS maps any time there are changes to high-quality transit

1.1d. Enforce unit replacement requirements for projects that include the demolition of one or more units, in compliance with Government Code section 66300.

1.1e. Facilitate lot consolidation to promote the development of affordable units on small parcels measuring less than 0.5 acres by meeting with property owners to discuss development opportunities and adopting lot consolidation incentives such as more favorable development standards, an FAR density bonus, streamlined processing, or financial incentives.

Metric: Adopt lot consolidation incentives to facilitate the development of affordable units on small parcels by December 2026.

1.2a. Adopt a program level EIR and approve the Downtown Plan Expansion Project to facilitate housing development in the expansion area.

Metric: Release draft EIR and draft Plan by the end of November 2023 and adopt the Final EIR and Downtown Plan Expansion Project by the

1.2b. Implement and maintain the City’s recently adopted Objective Standards for developments to provide more certainty and further encourage development Citywide and along key transportation corridors, and review the Objective Standards every two years after adoption to determine if further changes are needed to ensure the standards provide the clarity and certainty of outcomes intended. If conflicts exist between the Objective Standards and findings or requirements in the City’s Area Plans or other adopted documents, the Objective Standards will take precedence.

Metric: Review the Objective Standards and assess necessary changes by June 2024 and every two years thereafter. Conduct community

1.2c. Receive California Coastal Commission approval of the Objective Standards within the Coastal Zone so that they align with the General Plan development standards.

Metric: Submit the Local Coastal Program Amendment by May 2023 and coordinate with the Coastal Commission during their review process to help ensure approval by December 2024.

1.2d. Adopt rezonings in the Ocean Street Area Plan so that they align with the General Plan development standards.

Metric: Perform community outreach and the necessary environmental review to draft rezonings for the Ocean Street Area Plan to be

1.2e. Support a balance of jobs and housing land uses by only considering residential use in industrial land if it is ancillary to industrial land’s full employment capacity being achieved in an economically viable manner and if it does not negatively impact existing or future industrial uses in the area, except in the vicinity of Coral Street on properties where homeless services or affordable housing are identified in the properties’ respective General Plan Land Use Designations as an allowable use. Adopt a Coral Street Overlay that builds off existing services and resources to provide homeless services and related residential use standards for that specific, immediate area.

Metric: Review projects that seek to rezone industrial land as they are submitted and seek to maintain employment capacity, and adopt a Coral Street Overlay by June 2025.

1.3a. Implement a new permit software system to streamline and improve development review processes in permit tracking, electronic submittal, and electronic review of plans.

Metric: Impelement an new permit software system and have it go live by December 2024

1.3b. Coordinate yearly meetings with the development community (at minimum) to learn about process improvements, housing impediments, and associated policy and code amendments that can be addressed to promote efficiency and predictability in the development review process and implement approaches to improve project feasibility.

1.3c. Adopt code changes that reduce parking requirements, increase shared parking allowances, and increase off-site parking allowances to further facilitate housing, with the ultimate goal to eliminate parking minimums citywide by January 2028.

1.3d. Conduct a fee review to determine if the current fee structure covers applicable City costs for projects of varying sizes and scopes.

Metric: Conduct a development fee review by June 2024.

1.3e. Adopt code changes that utilize SB 10 allowances to increase residential density in transit rich areas, including evaluation of how deed-restricted affordable housing can be added.

Metric: Research SB 10 use in other jurisdictions, conduct community outreach, and present Council with options for SB 10, and adopt code changes by March 2026.

1.3f. Streamline and reduce costs of building plan check for residential projects of four or fewer units if the building plans have previously been submitted and approved by the City in the same Building Code cycle.

Metric: Review similar development pre-approval programs in other jurisdictions and implement a pre-approval program for residential projects of four or fewer units by December 2025.

1.3g. Adopt zoning changes by January 2027 to align development standards and use allowances with the maximum intensity already allowed under state law, following a comprehensive review. Zoning changes will include heights and lot coverages among other development standards. State law requires that properties be allowed to achieve their maximum intensity using either General Plan or Zoning Ordinance standards. The City follows this law currently by waiving standards that preclude maximum densities; however, this creates uncertainty for developers and community members, and code amendments would remedy that uncertainty.

Metric: Review development standards by January 2026 and adopt appropriate code changes by January 2027.

1.3h. Place residential projects (and mixed-use projects with residential components) that conform to all objective standards on the consent agenda for any applicable public hearing, including if they deviate from standards through allowable density bonus waivers or concessions/incentives, so long as no special circumstances exist that necessitate staff and decision-maker discussion of the project.

1.3i. As part of the HCD Annual Progress Report, the City will monitor the progress of pending projects in the entitlement process, and if projects are not sufficiently progressing toward building permits or if the City is not meeting the pro-rated share of the RHNA at all income levels, including ADU production and affordability, as of midway through the Housing Element Cycle, the City will evaluate its sites inventory and capacity to maintain adequate sites throughout the planning period and, if necessary, identify strategies to streamline and/or assist projects through entitlement, adopt amendments to the ADU development regulations, or implement other strategies, such as general plan and zoning changes to allow for greater residential densities.

1.4a. Create and/or revise development standards for co-housing, housing cooperatives, live/work and other alternative housing types.

Metric: Review best practices, meet with the development community, and conduct community outreach to develop potential amendments to development standards for alternative housing types and present City Council with any recommended amendments by

1.4b. Meet with the development community to discuss potential barriers to the development of alternative types of housing and use that information to adopt policy or code changes that facilitate the production of alternative housing types.

Metric: Meet annually with the development community and subsequently adopt code amendments approximately once every 18

1.4c. Communicate with HCD and State representatives to encourage the State to recognize non-traditional types of housing units for RHNA purposes.

Metric: Initiate conversations with HCD and State representatives by March 2024.

1.5a. Maintain an inventory of ADU applications, location, affordability, etc. to ensure adequate ADU development is occurring to meet the 6th cycle RHNA. Annually review ADU development progress as part of the HCD Annual Progress Report and if necessary, adopt amendments to the ADU development regulations within 18 months of the annual review to further facilitate ADU production.

1.5b. Continue to implement the City’s ADU program and communicate with ADU applicants to identify ways to modify the program in a manner that facilitates the production of ADUs, including continuation of the allowance for conversion of non-habitable space in multifamily projects to ADUs to be constructed simultaneously with new development projects. Continue public awareness campaigns regarding the construction of ADUs and available incentives through diverse forms of media and outreach distribution.

1.5c. Provide streamlined processing and reduced plan check costs for ADU building plans that have been approved at another site within the City, while recognizing that various items, such as setbacks, utility connections, soil conditions, archeological resources, and other issues, will require applicants to submit site-specific information that will require the City’s review and associated fees.

Metric: Institute ADU pre-approval program by January 2024.

1.5e. Present to Council amendments to the City’s ADU regulations regarding owner occupancy to provide greater flexibility to existing and future ADU developments.

Metric: Review best practices, conduct community outreach, and prepare amendment to the ADU owner occupancy regulations for Council to consider by May 2024. Provide for the development of 100 ADUs due to greater flexibility and outreach conducted.

1.5f. Annually survey ADU owners to receive information on types of rental and affordability levels to help ensure accurate Annual Progress Report accounting.

Metric: 292 total ADUs affordable to lower income and 234 ADUs affordable to moderate incomes by the end of the planning period.

1.5g. Update resources that facilitate legalization of unpermitted ADUs if they meet applicable building standards.

Metric: Continue existing legalization program and update online materials for individuals in the legalization process by April 2025 and

1.5h. Continue to waive City permitting fees for low-income ADUs units that are deed-restricted for 55 years.

1.6a. Utilize the Planned Development Permit process to facilitate housing development by considering modifications to building setbacks, street standards, lot coverage, lot area, parking and loading, landscaping, open space, uses, and maximum height.

1.6b. Amend the Zoning Ordinance to allow PD Permits on infill lots less than the current standard of 20,000 square feet in area.

1.7a. Maintain and implement the official Public Outreach Policy for Planning Projects adopted by Council in 2018 and revised in 2019.

1.7b. Maintain a website and access to a public information counter to provide accurate and clear information to the public and development community about policies, projects, and the development review process.

1.7c. Provide educational materials such as webpages and brochures that provide information on key planning and housing issues and are updated over time. These include information on changes to planning processes, new legislation becoming effective, and new programs available to customers.

2.1a. Maintain and implement the City’s Inclusionary Ordinance. Review the Inclusionary Ordinance to determine if amendments are needed to ensure that the inclusionary requirements provide the maximum number of affordable units or deeper levels of affordability without being a barrier to housing development, while considering implications for how developers will use density bonus and how the City’s Inclusionary Ordinance interfaces with density bonus proposals. Analysis will evaluate affordability levels to incentivize deeper levels of affordable housing, such as extremely low income units, or more moderate income units depending on needs.

Metric: Review the Inclusionary Ordinance and present amendment optinos to City Counicl by December 2026. Goal of achieving 250 affordable units through the Inclusionary Ordinance during the planning period.

2.1b. Develop a program and/or incentives that increase rental and homeownership opportunities for moderate income / workforce housing units.

Metric: Review the Inclusionary Ordinance and present workforce housing amendment options to City Coucnil by December 2026.

2.2a. Study ways of providing affordable housing currently included, but not highly utilized, in the City’s Inclusionary Ordinance, such as allowing affordable units to be provided off-site or incentivizing land dedication in favor of units provided as part of a development project.

Metric: Review the Inclusionary Ordinance and present amendment options to City Coucnil by December 2026.

Economic Dev.
and Housing
Dept., County
Housing Authority
Parks and Rec. and
Planning and
Community Dev.

Water Dept. Economic Dev.
and Housing Dept.

Planning and
Community Dev.,
Water Dept.,
Public Works
Dept.

Planning and
Community Dev.
and City
Manager's Office
City Manager's
Office and County
Housing Authority
Planning and
Community Dev.,
Economic Dev.
and Housing
Dept., City
Manager's Office
Planning and
Community Dev.

Planning and
Community Dev.

And Public Works
Planning and
Community Dev.,
Economic Dev.
and Housing Dept.

City Council, City
Manager's Office,
Economic Dev.
and Housing Dept.

City Manager's
Office
2025 2026
Policy 1.5
Facilitate the development of Accessory Dwelling Units.

Policy 1.6
Use the City’s Planned Development Permit (PD) process to facilitate non-conforming development while also serving public objectives more fully than development permitted solely under conventional zoning.

Policy 1.7
Provide meaningful opportunities for public engagement with development proposals for new housing so the public can provide informed feedback on the proposal.

Policy 2.1
Enable mixed-income projects that encourage greater diversity within housing projects.

Policy 2.2
Develop creative ways to facilitate more affordable housing development in the City.

Additional Deadline during Timeline
Objectives
Overall Timeline
Policy 1.3
Facilitate the production of residential units through design and compatibility review, use of objective development standards, and regulatory and/or financial incentives.

Policy 1.4
Facilitate alternative housing types that respond to Santa Cruz’s diverse population and housing needs, especially those for single-person households, low-income households, students, and special housing needs groups. 2027 2028 2029 2030 2031
Policy 1.1
Provide adequate sites and supporting infrastructure to accommodate housing through land use, zoning, and specific plan designations that encourage a broad range of housing opportunities.

Policy 1.2
Concentrate most new housing in the central core, along major commercial corridors, and on major opportunity sites consistent with the Land Use Element.

Public Works
Dept.

Planning and
Community Dev.
and Public Works
2023 2024

22.697
6th Cycle Planning Period
11 12
12 34
5 67
89 10 11 12
123456789 10 11 12123456789 10 11 12123456789 10 11 12123456789 10 11 12123456789 10 11 12 12 3
45 67
8 9 10 11 12123456789 10 11 12
2025 2026
Objectives
2023 2024 2027 2028 2029 2030 2031

2.2b. Update the City’s ordinance related to fee waivers for affordable units to provide more clarity and to streamline the approval process.

Metric: Update the City’s ordinance related to fee waivers for affordable units to provide more clarity and to streamline the approval

2.2c. Explore additional funding mechanisms that can provide one-time, or more importantly, ongoing funding for affordable housing, such as a ballot measure that would fund affordable housing.

Metric: Support additional funding for affordable housing, including support for the affordable housing measure currently contemplated for the ballot by November 2024.

2.2d. Direct City lobbyists to concentrate on state and federal legislation that would help fund affordable housing.

Metric: Lobby the state and national governments for affordable housing funding yearly prior to legislative sessions and on an ongoing

2.2e. Continue to engage with affordable housing advocates during the creation of policy and during the development review process to help achieve successful affordable housing outcomes.

Metric: Meet with affordable housing advocates when new housing policy is being developed.

2.2f. Utilize the City’s single-room occupancy and Flexible Density Unit regulations to facilitate the development of a variety of housing types, specifically smaller units, that address the needs of low- and extremely low-income households. Facilitate the development of 100 very low-income units through single-room occupancy development.

Metric: 100 very low income units during the planning period.

2.2g. Adopt an ordinance that allows 100 percent affordable residential development that conforms to applicable objective standards, not including density bonus waivers and concessions/incentives, to be considered a “by-right” use that only requires ministerial Planning approval and Building Permits to be constructed in residential and mixed-use zones.

Metric: Adopt an ordinance that allows 100 percent affordable residential development to be considered a “by-right” use by December

2.2h. Adopt SB 35 application review processes for eligible projects that meet the requirements established in Government Code Section 65913.41.

Metric: Adopt SB 35 applciation review processes which comply with Government Code Section 65913.41 by December 2025.

2.2i. Create a packet outlining land use and development information that helps to facilitate affordable housing production, particularly low and extremely low income units, on faith-based organization sites, and provide that information, along with staff contact details, to owners and occupants of faith-based sites within the city at least every two years. Assist property owners in the development of housing including assisting with entitlements, outreach and contact with affordable housing developers, supporting funding applications, providing technical assistance, and granting incentives such as waiving fees and reducing development standards.

Metric: Create an informational packet and do initial delivery by April 2025 and then update and provide subsequent deliveries every two years thereafter. Goal to facilitate at least two affordable housing projects on faith-based properties in the planning period.

2.3a. Amend the Density Bonus Ordinance to fully reflect State Density Bonus Law allowances, except where the City's code further facilitates housing production.

Metric: Amend the Density Bonus Ordinance by December 2024.

2.3b. Continue implementation of the City and State Density Bonus laws.

2.4a. Coordinate with: the Housing Authority of the County of Santa Cruz, Mercy Housing California, Mid-Pen Housing, Habitat for Humanity, For-the-Future Housing, Community Housing Land Trust, Santa Cruz Community Counseling Center, Inc., and other housing groups and agencies offering expertise in developing and managing affordable housing. Use the coordination to identify and implement policies or code changes that better facilitate affordable housing and affirmatively further fair housing.

Metric: Coordinate at least annually with affordable housing groups and agencies and implement changes in response to feedback. On average, one 100 percent affordable housing project per year.

2.4b. Partner with nonprofit and for-profit developers of affordable housing to build housing to meet the Regional Housing Needs Allocation targets.

Metric: Partner with nonprofit and for-profit developers of affordable housing on an ongoing basis, whenever possible, to build housing. At least annually reach out to developers to identify development opportunities. On average, one 100 percent affordable housing project per

2.4c. Acquire properties when possible as part of a public-private partnership to develop affordable housing or convert existing units into deed-restricted affordable units.

Metric: Acquire properties for deed-restricted affordable housing on an ongoing basis, when feasible funding and viable development opportunities exist. Goal of 4 projects throughout the planning period.

2.5a. Preserve 372 at-risk units by working with interested agencies and community organizations to monitor their status, provide technical and/or financial assistance in return for extended affordability controls, and review tenant notification prior to project conversion. The City will continue to comply with all noticing requirements. Prior to the expiration of affordability covenants, the City will proactively outreach to tenants and owners to provide education and assistance as appropriate.

Metric: Coordinate often (at least annually) with affordable housing groups and agencies to preserve 372 at-risk units throughout the planning period.

2.6a. Include projected water use for all housing defined in the Housing Element in regularly-scheduled updates to the City’s Urban Water Management Plan. Establish a policy and implementing procedures to grant priority for service to proposed developments that include units affordable to lower-income households, should its long-term water supply, treatment process, or distribution system capacity issues limit the City’s ability to meet all planned future water service needs. Establish a policy and implementing procedures to grant priority sewer service to developments with units affordable to lower-income households, should long-term wastewater treatment or collection system capacity issues limit the City’s ability to meet all planned future wastewater service needs.

Metric: Update the City’s Urban Water Management Plan every five years, as required by state law and regulations, with the next update due in 2026. Establish a policy and implementing procedures to grant priority water and sewer service to developments with units

3.1a. Include childcare opportunities in conjunction with affordable housing development when possible. Assist in the development of at least 100 affordable units with access to childcare facilities throughout the planning period.

3.1b. Work with other agencies, community groups, and non-profits to develop housing for persons with disabilities and to publicize housing accessible to persons with disabilities. Assist in the development of at least 50 units for persons with disabilities throughout the

3.1c. Update Zoning Ordinance reasonable accommodation codes, establish reasonable accommodations procedures, and make information on resources readily available on the City’s website. The Fair Housing Act requires jurisdictions to provide reasonable accommodations with regard to rules, policies, practices, and procedures where such accommodations may be necessary to make housing accessible for persons with disabilities. Reasonable accommodations provide a basis for residents with disabilities to request flexibility in the application of land use and zoning regulations or, in some instances, even a waived of certain regulations or requirements to ensure equal access to housing opportunities.

Metric: Adopt reasonable accommodations procedures by January 2025 and make information on the process and resources available for

3.1d. Update Zoning Ordinance requirements related to community care licensing facilities of seven or more people to allow these uses in all residential zones, if necessary, and modify the permitting process to permit the uses with objectivity to facilitate approval certainty similar to other uses of the same type in the same zone.

Metric: Adopt community care licensing updates by January 2025.

3.2a. Continue to assist nonprofit and for-profit organizations that provide services to children, youth, and families with children.

3.2b. Support childcare centers and facilities in new residential developments and employment centers, and use the funding collected through the City’s Childcare Impact Fee to facilitate provision of new, expanded, or improved childcare facilities in the City.

3.3a. Actively seek funding to implement the three-year Homelessness Response Action Plan approved in 2022 and update the plan periodically to respond to changing needs.

Metric: Annually apply for grants or pursue legislative funding opportunities to implement the three-year Homelessness Response Action Plan by December 2025 and update the plan on an ongoing basis to respond to changing needs. When the City receives funding for such purposes, operate, or provide funding for the operation of, at least one shelter facility that serves at least 25 people at a time.

3.3b. Meet monthly with the County homelessness response representatives, Continuum of Care, and/or homeless service providers. Use the Homelessness Response Action Plan update to guide and increase homelessness response capacity through integrating citywide services, creating and maintaining a full-time team dedicated to homelessness response, and coordinating with external partners to work collectively on homelessness response solutions for the City, and coordinate with the County and Continuum of Care on updates to their respective homelessness response planning documents.

Metric: Goal of partnering to facilitate the continuation, expansion, or establishment of at least two service programs or development

3.3.c. Collect and share public data, systems, and metrics with the County and community-based organizations.

3.3d. Develop annual targeted state and federal legislative asks related to homelessness response efforts and be a leader in the effort to build a statewide coalition of municipalities advocating for legislative changes and funding to support reducing homelessness.

Metric: ; Fund at least two service program or development projects that support the City’s homelessness response efforts through targeted state and federal legislative asks.

3.3e. Develop new supportive housing and homelessness services at the Coral Street campus and by seeking partnerships and funding to effectuate the Council-adopted vision for the area.

Metric: Apply for at least one grant in the next two years and actively seek partnerships and funding to provide new supportive housing and
homelessness services within the Coral Street Vision Report area. Facilitate at least one new supportive housing and/or homelessness

3.3f. Amend the Zoning Ordinance to comply with the requirements of AB 139 and AB 2339. Code amendments will revise parking requirements and the definition of emergency shelters to include other interim interventions; amend a zone to permit emergency shelters without discretionary action in a zone(s) that allows residential uses; ensure sufficient capacity to accommodate the need for emergency shelters, including proximity to transportation and services; and modify development standards if appropriate to comply with statutory requirements.

Metric: Amend the Zoning Ordinance to comply with AB 139 and AB 2339 within one year of adoption. The City will review emergency

3.3g. Continue to fund and partner with the County’s Continuum of Care to provide shelter services, and continue to encourage other jurisdictions’ similar funding, participation, and partnership with the County’s Continuum of Care and shelter service provision.

Metric: ; Provide funding and partner with the County’s Continuum of Care to encourage involvement from other jurisdictions, with the goals of the City contributing at least $215,000 annually to help support a share of at least 7,000 overnight stays across the county during each year (~19 beds per night, if each of those beds were available for 365 days per year), recognizing that the City is only fully in control of its own contribution and that the Continuum of Care oversees establishment of these particular shelter beds.

3.3h. Work with partner agencies and advocate for expanded homelessness response services within the County and outside the City’s jurisdiction.

Metric: Meet with the County and service providers at least monthly to coordinate on the expansion of homelessness response efforts across Santa Cruz County, including within the City of Santa Cruz per the City’s Homelessness Response Plan. Partner on at least one homelessness response funding request per year with the goal of expanding funding for at least two service programs and at least one development project during the planning period.

3.3i. Provide resources to help connect the homeless population with supportive services, and actively promote said resources through City Outreach staff who interact with people experiencing homelessness.

Metric: Focus on areas of concentrated homelessness such as the downtown region, parks, open spaces, and along Highways 1 and 9; Engage an average of at least 20 people experiencing homelessness per work day.

3.3j. Minimize environmental degradation caused by unsanctioned camps.

Metric: Initiate environmental mitigation efforts within the three-year Homelessness Response Action Plan timeframe to help reverse degradation caused by unsanctioned camps and partner with community groups to help restore sensitive habitats affected by unsanctioned camps.

3.3k. Apply for grant funding to create a waste disposal program for recreational vehicle owners by June 2025.

3.3l. Amend the Zoning Ordinance to establish a ministerial approval process and regulations which approve low-barrier navigation centers by-right that meet State requirements.

Metric: Amend the Zoning Ordinance to establish a ministerial approval process and regulations which approve low-barrier navigation centers that meet State requirements by-right by June 2025.

Policy 2.3
Support the Density Bonus as a valuable tool for incentivizing the development of housing and the inclusion of affordable units in housing projects.

Policy 2.4
Support Public-Private Partnerships that facilitate the development of affordable housing.

Policy 2.5
Preserve at-risk affordable housing.

Policy 2.6
Provide water and sewer service priority to lower-income households.

Policy 3.1
Create housing for low-income families with children and persons with disabilities.

Policy 3.2
Provide high quality care alternatives such as childcare centers and family daycare for children and youth that are available, affordable, and accessible to those persons who live or work in the City.

Policy 3.3
Implement the City’s Homelessness Response Action Plan and maintain the relationship with the Continuum of Care to support housing solutions for the homeless as well as a wide variety of supportive services.

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6th Cycle Planning Period
11 12
12 34
5 67
89 10 11 12
123456789 10 11 12123456789 10 11 12123456789 10 11 12123456789 10 11 12123456789 10 11 12 12 3
45 67
8 9 10 11 12123456789 10 11 12
2025 2026
Objectives
2023 2024 2027 2028 2029 2030 2031

3.4a. Continue supporting organizations in maintaining permanent supportive housing and providing assistance to special needs groups.

Assist a minimum of 150 special needs households including but not limited to persons experiencing homelessness in finding housing and supportive services throughout the planning period.

3.4b. Amend the Zoning Ordinance to reflect State law requirements for transitional and supportive housing, and permit transitional and supportive housing in all zones allowing residential uses, as residential uses, similar to other residential uses of the same types in the same zone.

3.4c. Continue to facilitate 100 percent affordable supportive housing projects that comply with Government Code Section 65651 (AB 2162) and permit this use without discretionary review, and on a project-by-project basis, go beyond state law and establish qualifying projects above 50 units as by-right development.

3.5a. Collaborate with UCSC on ways to increase the supply of student, faculty and staff housing on the University campus. Facilitate the development of 305 on-campus units, as detailed in Appendix G, throughout the planning period.

3.5b. Support state legislation that would advance the housing goals of the community such as facilitating construction of new student housing and increasing funding for housing on the UCSC campus.

3.6a. Support City-led efforts or non-profit human service and housing development organizations to assist the homeless, very low- and low-income households, families with children, single-parent households, persons with disabilities, and others in finding housing and supportive services, including through directing funding such as HOME Investment Partnership (HOME) funds and Community Development Block Grant (CDBG) to those causes. Assist a minimum of 150 special needs households, including but not limited to persons experiencing homelessness, in finding housing and supportive services throughout the planning period.

3.7a. Amend the Zoning Ordinance to reflect California Health and Safety Code Sections 17021.5 and 17021.6 that require agricultural employee housing to be permitted by-right, without a Conditional Use Permit or other discretionary permit, in single-family residential zoning districts for six or fewer persons and in agricultural zones with no more than 12 units or 36 beds.

Metric: Amend the Zoning Ordinance to reflect Government Code Sections 17021.5 and 17021.6 by December 2026.

3.7b. Support and facilitate the efforts of the Santa Cruz City School District to provide workforce housing for its employees and update local codes to match or exceed allowances found in state law. Authorize development of 50 workforce housing units throughout the planning period.

3.7c. Communicate annually with employers who provide seasonal housing, such as University of California Santa Cruz, to encourage them to connect with those in need of short-term housing, such as farmworkers.

4.1a. Continue to contract with the Housing Authority of the County of Santa Cruz or other partners to provide culturally responsive outreach and assist low- to moderate-income households with the security deposit and last month’s rent and continue to fund a thirdparty, emergency rental assistance program to prevent eviction for a short transition period. Assist a minimum of 100 low- and moderateincome households throughout the planning period. Communicate with the Housing Authority, third-party rental assistance administrators, and other community partners to determine potential barriers to accessing this assistance and determine options and implement improvements to the process.

Metric: Continue to contract with the Housing Authority of the County of Santa Cruz or other partnerson an ongoing basisto assist at least 100 low-to-moderate income households in the Housing Element cycle. Meet with community partners by January 2025 to determine

4.2a. Apply for CalHome grants and other state and federal sources each time the City deems the application is competitive and the funding can be adequately leveraged in an effort to expand homeownership opportunities to low- and moderate-income buyers through homebuyer assistance.

Metric: Apply for CalHome grants and other State and Federal funding sources each time the City deems the application is competitive and the funding can be adequately leveraged for homebuyer assistance with the goal to apply for at least two grants to fund at least two projects throughout the planning period.

4.2b. Support the continuation of the Affordable Housing Trust Fund to promote the development and preservation of affordable housing, particularly extremely low income units, and to utilize as leverage for other sources of funding.

Metric: On an annual basis, allocate Permanent Local Housing Allocation (PLHA) funding to continue to support the Affordable Housing

5.1a. Continue to implement the City’s code enforcement program as a key method of maintaining the quality of neighborhoods and housing.

5.1b. Continue to proactively offer special code compliance assistance like free community clean-up and refuse disposal days in lower income areas such as Beach Flats and Lower Ocean and work with community groups in those areas to increase awareness of neighbors in those areas.

Metric: Provide at least one neighborhood clean-up and refuse disposal day per year in the Beach Flats and Lower Ocean neighborhoods, and aim to assist at least 20 households per event per year.

5.2a. Continue to administer the City’s rental inspection program to ensure maintenance of a healthy and safe rental housing stock throughout the City. Assist a minimum of 100 units in need of rehabilitation, with particular attention to residents in lower income areas.

5.2b. Develop an expanded outreach program on the City’s rental inspection program and other Code Enforcement initiatives by working with other City departments, community groups, or non-profit organizations to reach people in need of help who are unaware of the program or its benefits.

Metric: Expand the City’s rental inspection program outreach by March 2025 and focus on harder-to-reach communities (e.g., Spanishspeaking), lower income areas (e.g., Beach Flats and Lower Ocean), and properties identified as needing some rehabilitation. Aim to assist 100 households as a result of the outreach efforts (e.g., through units beingadded to the Rental Inspection Service).

5.3a. Assist a minimum of 100 units during the planning period through local, state, and federal partnerships to fund or extend loans to lowincome homeowners or rental property owners with low-income tenants to upgrade housing or eliminate substandard or unsafe housing conditions.

5.3b. Seek out housing rehabilitation program funding that would particularly increase energy efficiency within a project or assist lowincome seniors to age in place.

Metric: Focus on areas of greater occurrence of lower incomes (particularly downtown, Beach Flats, and Lower Ocean). Apply for at least one applicable grant during the planning period and aim to assist 50 households throughout the planning period.

5.4a. Provide targeted and culturally responsive outreach to the South of Laurel, Beach Flats, and Lower Ocean neighborhoods for policy initiatives and projects that may affect those areas and work with community members to promote increased participation.

Metric: Engage communities upon each policy initiative and project that may affect those areas with the aim to engage at least 30 individuals per initiative/project.

5.4b. Annually host a neighborhood meeting to gather input and feedback from historically underserved communities and relevant organizations and agencies regarding resident’s needs.

Metric: Annually host at least one neighborhood meeting and aim to engage at least 50 households annually.

5.4c. Continue to utilize the HUD Neighborhood Revitalization Strategy Area (NRSA) designation to target support for the NRSA services such as tutoring, food pantry, translation services, referral services, rent assistance, and more to the community in historically underserved areas.

5.5a. Maintain and continue to implement the City’s affordable housing preservation strategies, such as negotiating agreements to extend the length of affordable housing deed restrictions that are set to expire.

5.5b. Adopt anti-displacement policies, programs, or code amendments, such as additional anti-retaliation policies and programs or a revised first right of refusal to tenants displaced due to development, after evaluating the effectiveness of existing anti-displacement strategies and tools and engaging with the community to develop a list of best practices and recommendations.

Metric: Implement new anti-displacement measures by September 2025. Assist a minimum of 100 households during the planning period.

5.5c. Establish a program that promotes the rental protections that are in effect, including bilingual tenant legal services, and utilize a variety of means to distribute that information widely with a focus on getting that information disseminated in lower-income areas.

Metric: Establish a program to disseminate rental protection information, especially to lower-income areas, by June 2024, and they continue this program on an ongoing basis thereafter. Engage at least 25 households in identified areas annually.

6.1a. Work with the Housing Authority of the County of Santa Cruz and property owners with the goal to continue funding that provides incentives to rent to vouchers holders.

Metric: Coordinate annually and fund at least one incentive program per year.

6.1b. Coordinate with the County Housing Authority of the County of Santa Cruz annually to identify and provide support for pursuing funding opportunities for voucher holder and low-income tenant assistance programs, including, but not limited to, assistance with security deposits and moving expenses.

Metric: Assist a minimum of 100 households throughout the planning period.

6.1c. Provide support to the Housing Authority of the County of Santa Cruz during their application process for the HUD “Moving to Work” designation that will expand opportunities for financial assistance and vouchers.

Metric: Provide support for the application by December 2025.

6.1d. Support the Housing Authority of the County of Santa Cruz in adopting more vouchers for special needs groups such as persons with disabilities or larger, low-income families with children.

Metric: By December 2027, support the Housing Authority of the County of Santa Clara in adopting more vouchers for special needs groups

6.1e. Develop a proactive approach to inform renters about various resources that may be available to them, such as rental and security deposit assistance programs, with a focus on providing information in low-income areas like Beach Flats and Lower Ocean.

Metric: Develop a program by March 2025 to proactively inform renters about resources that may be available to them and continue the program thereafter on an ongoing basis. Assist a minimum of 100 households throughout the planning period.

6.2a. Annually conduct outreach to developers and community organizations to identify development opportunities and incentives for the creation of affordable housing units.

Metric: Focus on areas within a half-mile of high quality transit, where amenities are nearby and where affordable projects are eligible for additional density bonus benefits and engage developers and community organizations annually with the goal of facilitating at least one 100 percent affordable housing project per year.

6.2b. Continue to implement the City’s Inclusionary Ordinance to create mixed-income developments throughout the City. Facilitate the development of a minimum of 250 affordable units through the Inclusionary Ordinance.

6.2c. Revise ADU regulations to provide additional units in single-family zoning by such methods as removing owner occupancy requirements, allowing additional ADUs under certain circumstances, or similar measures.

Metric: By May 2024, conduct community outreach and present City Council with a proposed amendment to the ADU regulations to further support ADU development.

6.2d. Adopt an ordinance that expands housing opportunities in single-family zones by amending the Zoning Ordinance to allow the conversion of larger homes to multiple units when doing so would currently exceed limitations on types of housing allowed and would currently exceed density limits.

Metric: Adopt Zoning Ordinance amendments to expand housing opportunities in single-family zones by December 2029 with the goal to produce 10 additional affordable housing units through the planning period.

Policy 5.4
Provide additional support to historically underserved areas, such as Beach Flats and Lower Ocean.

Policy 5.5
Protect susceptible populations while improving infrastructure, resources, and access to affordable units.

Policy 6.1
Seek to mitigate displacement risks and remove barriers to housing choice vouchers.

Policy 6.2
Support affordable housing and the siting of new housing that furthers fair housing.

Policy 5.1
Provide Code Enforcement services to ensure that the character and quality of neighborhoods and housing is maintained.

Policy 5.2
Provide a rental housing inspection program that improves the quality of housing, neighborhood conditions, and health of residents.

Policy 5.3
Provide housing rehabilitation assistance to low-income households when feasible.

Policy 3.7
Support agriculture and employee housing where applicable.

Policy 4.1
Support the provision of rental assistance in the event of a household having insufficient funds for a security deposit or rent payment.

Policy 4.2
Investigate and apply for various state, federal, and private sources to provide financing for the construction of new housing and the provision of supportive services.

Policy 3.4
Facilitate permanent supportive housing units, transitional housing options, and extremely low income units for residents through funding and partnerships.

Policy 3.5
Facilitate new student housing as well as housing for university faculty and staff.

Policy 3.6
Provide community programming funding to support the special needs and homeless populations in finding housing and supportive services.

22.699
6th Cycle Planning Period
11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 2025 2026
Objectives
2023 2024 2027 2028 2029 2030 2031

6.2e. Expand the use of Flexible Density Units into more zoning districts in conjunction with an SB 10 overlay district to provide opportunities for more small units in the City, particularly in higher resource areas.

Metric: Conduct community outreach and present Council with an amendment to the Zoning Ordinance to expand the use of Flexible Density Units in conjunction with an SB 10 overlay district by December 2026. Facilitate the production of 50 small units throughout the planning period in areas where such units are not currently allowed.

6.2f. Develop a local ordinance to implement SB 9 consistent with State law.

Metric: Amend the Zoning Ordinance to reflect State law by December 2027. Aim to facilitate the development of 50 SB 9 units throughout the planning period.

6.2g. Recruit residents from areas of concentrated poverty and from underrepresented groups to serve on boards, committees, task forces, and other local government decision-making or recommending bodies with the goal of identifying two new members to participate.

Metric: Complete initial recruitment by January 2025, and then continue recruitment efforts on an ongoing basis thereafter with the goals of identifying two new members to participate.

6.3a. Work with landlords, the Housing Authority of the County of Santa Cruz, and the regional center for developmental services to create a list of properties suitable and available for persons with disabilities and seniors.

Metric: By June 2027, make the list of properties available to partnering organization and publicly available on the City website.

6.3b. Continue to fund bi-lingual tenant legal counseling services, and continue to update and provide understandable, bi-lingual information about most readily used housing/tenant laws, such as the City’s Large Rent Increase Ordinance, Relocation Assistance Ordinance, or State rental application law.

Metric: Ensure all materials and tenants services are translated or available for translation. Provide such resources to relevant organizations
annually, and proactively provide to households in substandard units or to those who would otherwise benefit from such materials, with a

6.3c. Maintain the AARP Age-Friendly Community designation and assemble a standing committee of City staff to coordinate projects and operations that integrate the Age-Friendly Community program pillars.

Metric: Complete a needs assessment by January 2025 and continue City staff coordination on relevant projects on an ongoing basis

6.4a. Apply for at least one grant per year focused on improving community assets such as recreational facilities and programs, social service programs, parks, streets, active transportation, and infrastructure in areas identified as those in highest need.

Metric: Apply for at least one grant per year. Receive a grant award for and implement at least three projects or programs during the reporting period.

6.4b. Amend the City’s Relocation Ordinance to include Right of First Refusal requirements for existing, low-income households who are vacated from their housing situation due to redevelopment.

Metric: Provide available resources to all existing, low-income households who are vacated due to redevelopment, on a project-by-project basis and within two months of a formal development application being filed. Present to City Council amendments to the City’s Relocation Ordinance by September 2025.

6.4c. Maintain, implement, and update the City’s Local Hazard Mitigation Plan (LHMP) and Climate Adaptation Plan (CAdP) on the required schedule to, among other things, reduce the likelihood of displacement associated with flooding, sea level rise, and wildfire.

6.4d. Provide assistance to tenants by maintaining the City’s Large Rent Increase Ordinance and expand outreach efforts to actively disseminate information on the City’s Large Rent Increase Ordinance to landlords enrolled in the Residential Rental Inspection Program and to tenants throughout the City.

Metric: By December 2024, create a process to provide information on the City’s Large Rent Increase Ordinance to landlords enrolled in the Residential Rental Inspection Program. Provide assistance to all tenants throughout the planning period by maintaining the Large Rent Increase Ordinance and expanding outreach with the aim to engage at least 50 households annually.

6.4e. Maintain the City’s mobile home rent control ordinance.

6.4f. Approach the Housing Authority, Community Action Board, or other community partner about exploring the potential to administer a universal rental application form that minimizes costs and administrative hurdles for rental applications.

Metric: Coordinate with community partners and determine the feasibilty of a universal rental application form by June 2025.

7.1a. Implement a water supply augmentation strategy consistent with the adopted City water policy and plans.

7.1b. Plan for water supply reliability to meet all customer water demand under climate change conditions and maintain a continuing emphasis on reinforcing current levels of customer water use efficiency.

7.1c. Ensure that adequate solid waste, stormwater, and sewer services continue to be available for residents and businesses through advance planning. Evaluate conveyance capacity as part of development application review, and identify and implement steps to upgrade conveyance capacity when necessary.

7.2a. Expand upon current efforts to decarbonize and electrify existing buildings, including seeking incentives for the associated construction and remodeling.

7.2b. Continue to support green building principles and the existing building decarbonization and electrification efforts. Consider adjustments to the programs as needed to respond to external conditions and meet the City’s latest sustainability goals.

7.2c. Amend the Municipal Code and Green Building Ordinance to compliment the 2022 CalGreen Code.

Metric: By December 2025, amend the Municipal Code and Green Building Ordinance to reflect the 2022 CalGreen Code.

7.2d. Use the Climate Action Plan’s Development Compliance Checklist as part of review of all new housing projects to support relevant Climate Action Plan actions and help ensure compliance.

7.3a. Facilitate the development of transit-oriented development through General Plan and Zoning Ordinance standards.

7.3b. Collaborate with City departments and other local agencies to link land uses and transportation systems and promote bicycle- and pedestrian-friendly neighborhoods.

7.4a. Publish and maintain an emergency resources page on the City’s website.

Metric: Publish an emergency resources page on the City's websites by January 2026.

7.4b. Use a variety of means such as social media, text messages, targeted reverse 911, City and other websites, press releases, and email lists to provide emergency information quickly.

7.4c. Update and implement Local Hazard Mitigation Plan and Climate Adaptation Plan, both of which identify programs, resources, and policy decisions for areas at risk of flooding and fires.

Metric: Update the Local Hazard Mitigation Plan and Climate Adaptation Plan by June 2024.

Policy 6.4
Consider displacement risks due to new development, economic trends, and the environment, and provide community investments to support fair housing.

Policy 7.1
Implement the City’s Securing Our Water Future policy.

Policy 7.2
Support green building principles and building decarbonization efforts to reduce and respond to global warming and impact of climate change.

Policy 7.3
Support transit-oriented development and non-motorized transportation.

Policy 7.4
Support the safety of existing and future households as climate emergencies such as floods and wildfires occur more frequently due to climate change.

Policy 6.3
Support the development and marketing of accessible housing, senior housing, and tenant services.

22.700
From: Garrett
To: City Council
Subject: Agenda Item #22 FHNA/AMBAG housing goals
Date: Friday, December 8, 2023 11:40:37 AM
Agenda Item #22 FHNA/AMBAG housing goals
Dear Council,
I assume you'll be doing the "aye,aye,ayes" to every single agenda item as usual no matter what the public says, but again, for the record, I have comments.

Since California is losing population, there is no real housing crisis, only an affordability crisis do to government induced inflation and debt creation.

Building replacement housing requires far less units than the RHNA goals.

It's pretty obvious that the state is going along, even spearheading, and you also, the "agenda 21" methods of corralling people into ever denser cities so that they can be controlled, survey upon, and basically become 15 minute cities where no one has to go anywhere except to work and back, with an ever decreasing quality of life and freedom, kinda like slaves.

While it didn't get much attention, the RHNA goals were developed using that and these principals, among other things:
1) AMBAG sezs: manipulate the free market in housing with permanent > 5% vacancy rates by over building.
2) AMBAG sezs: engage in "desegregation" efforts at any cost where it is assumed it is an injustice that affluent communities exist, pretending there is some discrimination or they have some magic geographic resources in those that other people are deprived of rather than accept it's the hard work and community pride that developed them.

AMBAG sezs: Got to then stuff ever more poor people into affluent communities.

Yes, AMBAG considers adding low cost housing requirements to affluent communities whether they actually need housing or not.

AMBAG sezs: Got to import people of color into white communities, even though anyone can live here if they can afford it, and whether there is actually a housing need or not.

There is no discrimination on the basis of race in that way, but AMBAG has leftist racism and Marxist class warfare on the brain, and maybe you do too! There is no Armageddon if Santa Cruz doesn't meet these leftist housing goals. We have objective standards, if we want, and otherwise, anyone can build according the

22.701
the free market, supply and demand, like it should be, but the cultural Marxists at AMBAG don't see it that way.

With the traffic and ever denser environment, I'm ok with calling Santa Cruz "occupied" and suggest it's a big country with a LOT of open space.

Garrett Philipp

22.702
From: Santa Cruz YIMBY
To: City Council
Cc: [email protected]
Subject: Support for 6th Cycle Housing Element - Item 22 on 12/12/2023 Agenda Date: Monday, December 11, 2023 4:35:15 PM
Attachments: 2023-12 - SCCC - Housing Element Approval.pdf Hello,
Please find attached our letter of support for Item 22 on the 12/12/2023 city council agenda.

Best,
Ryan Meckel
Santa Cruz YIMBY

22.703
To: Santa Cruz City Council
From: Santa Cruz YIMBY
Date: December 11, 2023
Subject: Support for 6th Cycle Housing Element - Item 22 on 12/12/2023 Agenda We are writing in support of the staff recommendation to adopt the 2023-2031 6th Cycle Housing Element of the General Plan.

Over the past year, AMBAG jurisdictions have been working diligently on crafting their 6th Cycle Housing Elements to plan for the next eight years of homes and housing policy objectives. The City of Santa Cruz has been a regional leader in this process. We believe that the city has produced a document that will not only help produce more housing, but do so equitably.

There are many programs in this document that we are excited about, from desegregating our neighborhoods, to reducing our reliance on cars, and legalizing more missing middle housing that we are excited to see this council and future councils implement.

There are still concerns, especially around the significant constraints that upcoming ballot measures may have on the city’s ability to meet some of its commitments and outstanding comments from HCD. Nonetheless, we trust staff will address these issues to the best of their abilities and believe you should move forward with adoption of the Housing Element.

We would like to specifically commend staff members Lee Butler and Matt VanHua for their diligent, responsive, and collaborative work on this document as well as Mayor Keeley and councilmembers Kalentari-Johnson and Newsome for their willingness to meet with us throughout the process.

As we approach the end of this process and the beginning of the 6th Cycle Housing Element, Santa Cruz YIMBY would like to thank the city and all who have contributed to this document.

This document is a commitment, not only to HCD, but to the current and future residents of the City of Santa Cruz. Thank you for saying YES to housing, YES to people, and YES to neighbors.

Sincerely,
Diana Alfaro
Graham Freeman
Elizabeth Madrigal
Ryan Meckel
Janine Roeth
Rafa Sonnenfeld
Santa Cruz YIMBY Leads
Santa Cruz YIMBY Mission: We envision a community where our neighbors of all ages, cultures, abilities, and incomes, can make Santa Cruz County their home. In response to the ever-increasing cost of living, we advocate for more affordable housing to meet the needs of our growing population.

22.704
Santa Cruz Housing Element
City of Santa Cruz
2023-2031 Housing Element Update
City Council Adoption Hearing
December 12, 2023
1 22.705
Santa Cruz Housing Element
Community Engagement
Efforts To-Date
• Community Workshop #1 (Fall 2022)
• Community Survey (Fall 2022)
• Tabling at Community Events (Fall 2022)
• Stakeholder Meetings (Winter 2022)
• COPA and YIMBY coordination (continuously
throughout the update)
• City Council Housing Element Subcommittee
Meetings (Winter, Spring, & Summer 2023)
• Public Review Draft Release: March 24, 2023
• Community Workshop #2: April 4, 2023
• Planning Commission Meeting: April 20, 2023
• City Council Meeting: April 25, 2023
4 22.706
Santa Cruz Housing Element
Project Milestones
Public Review Draft
March 2023
First HCD Draft
Submittal
May 2023
HCD Technical
Assistance Revisions
July 2023
First HCD Comment
Letter
August 2023
Second HCD Draft
Submittal
August 2023
HCD Technical
Assistance Revisions
October 2023
Second HCD Letter
October 2023
Third HCD Draft
Submittal
November 2023
Planning
Commission
Recommendation to
Adopt the 2023-2031
Housing Element
November 2023
Santa Cruz 2023-2031
Housing Element in
substantial
compliance
December 2023
5 22.707
Santa Cruz Housing Element
HCD Policy Plan Revisions
• ~100 policies were revised since the first HCD letter. • Added quantifiable metrics
• Removal of non-committal language (“Explore” or “Consider”) • Strengthened Affirmatively Furthering Fair Housing (AFFH) policies • Encouraging development of affordable housing in high resource areas; • Improving and encourage community conservation and revitalization, including preservation of existing affordable housing; and
• Displacement protections for existing residents.
• Workplan Action Items – Gantt chart illustrates target deadlines/implementation timeframes and needed collaboration between departments.
6 22.708
Santa Cruz Housing Element
Appendix G – Housing Sites Inventory
• Updates to sites based on:
• April 25 Council direction
• HCD feedback
• Further staff review
Current Inventory (12/12/23)
Very
Low
Income
Low
Income
Moderate
Income
Above
Moderate
Income
TOTAL
6th Cycle RHNA 859 562 709 1,606 3,736
Total Unit Potential 1,775 884 2,795 5,454
Percent Over/Under 25% 25% 74% 46%
First HCD Submittal (5/8/23)
Very
Low
Income
Low
Income
Moderate
Income
Above
Moderate
Income
TOTAL
6th Cycle RHNA 859 562 709 1,606 3,736
Total Unit Potential 2,373 946 4,954 8,272
Percent Over/Under 67% 33% 208% 121%
7 22.709
Santa Cruz Housing Element
Updated Draft 6th Cycle Strategies Summary
Very Low
Income
Low
Income
Moderate
Income
Above
Moderate
Income
TOTAL
6th Cycle RHNA 859 562 709 1,606 3,736
Pipeline Projects City of Santa Cruz 702 70 1,560 2,332 UC Santa Cruz 0 242 0 242
Total Pipeline Projects 702 312 1,560 2,574
Projected ADUs 292 234 58 584
Vacant Residential Land 3 8 63 74
Mission Street Corridor 48 36 219 303
Ocean Street Corridor 96 32 106 234
Soquel Avenue Corridor 40 32 120 192
Water Street Corridor 12 9 38 59
River Street Corridor 0 0 17 17
Churches 32 26 76 134
Downtown 139 52 210 401
South of Laurel Area 141 111 320 572
Other Sites 270 32 8 310
Total Projected Housing 1,073 572 1,235 2,880
Total Unit Potential 1,775 884 2,795 5,454
Percent Over/Under 25% 25% 74% 46%
8 22.710
Santa Cruz Housing Element
Safety Element
• Housing Element update triggers an update to the City’s Safety Element to address:
• Climate adaptation and resiliency
• Flood and fire hazards
• The Safety Element Amendment includes redline proposed edits.
9 22.711
Santa Cruz Housing Element
California Environmental Quality Act (CEQA)
• The Housing Element is exempt from further CEQA review beyond a “Common Sense Exemption.”
• Impacts of the proposed 6th Cycle Housing Element and the associated changes to the Safety Element of the General Plan are also covered by the Environmental Impact Report (EIR) that was certified by the City Council for the 2030 General Plan. • Future residential development projects will be reviewed pursuant to CEQA, when required, concurrent with other
permitting and regulatory requirements.
10 22.712
Santa Cruz Housing Element
Planning Commission Recommendations
• Page 2-28 – Policy Objective 3.3e. – Homelessness Services at Coral Street – Add the underlined to the Policy: “Develop new supportive housing and homelessness services at the Coral Street campus, such as a navigation center, and by seeking partnerships and funding to effectuate the Council-adopted vision for the area.”
• Page 2-43 – Policy Objective 6.1c – Add the underlined to the Objective:
“Provide support to the Housing Authority of the County of Santa Cruz during implementation of their “Moving to Work” program, which their application process for the HUD “Moving to Work” designation that will expand opportunities for financial assistance and vouchers.”

22.713
Santa Cruz Housing Element
Next Steps
• On December 7, HCD reported the 2023-2031 Housing Element is in substantial compliance with State Housing Laws.
• City must resubmit the Adopted 2023-2031 Housing Element to HCD receive official certification.
• Ability to make minor edits.
• Staff to send the updated version of the Housing Element to HCD by December 15th.
• Clarifying text edits and internal consistency
• Non-substantive edits to Objectives and Metrics
• Recommended edits by Planning Commission
• Downtown Plan Expansion timing
11 22.714
Santa Cruz Housing Element
Amended Resolution
• Reflects HCD’s 12/7/23 letter finding substantial compliance • Removes Council findings of compliance (finding #5 in original) • Revised version adds:
• WHEREAS, on December 7, 2023, the City received a letter from HCD stating that the draft Housing Element is in substantial compliance with State Housing Element Law and will comply with the State Housing Element Law when it is adopted; and
• NOW, THEREFORE, BE IT FURTHER RESOLVED, that the City Council approves the 2023-2031 Housing Element, which has been found by HCD to be in substantial compliance.

22.715
Santa Cruz Housing Element
Staff Recommendation
• Resolution rescinding Resolution No. NS-29,076 and adopting a General Plan Amendment to repeal the 5th Cycle 2015-2023 Housing Element and adopting the 2023-2031 6th Cycle
Housing Element of the General Plan and associated updates to the Safety Element of the General Plan and finding that the proposed changes are exempt from CEQA under Section
15061(b)(3) and finding that the changes are covered under CEQA through a reuse of the 2030 General Plan EIR.
12 22.716
Santa Cruz Housing Element
Thank You! Questions?
Matthew VanHua, Principal Planner
[email protected]
Housing Element Update webpage:
https://tinyurl.com/santacruzhousingelement
13 22.717
City Council

AGENDA REPORT
DATE: 11/16/2023
AGENDA OF: 12/12/2023
DEPARTMENT: Water/City Attorney
SUBJECT: Resolution of Necessity for Brackney Landslide Area Pipeline Risk Reduction Project: East side of Fremont Avenue, South of Oak Avenue, Ben Lomond, CA 95005, APN 072-174-02, Owned by Helena H. Chen, Single Tenancy (WT/CA)
RECOMMENDATION: Rresolution, following a hearing providing the owner(s) of the subject property an opportunity to speak, finding that public interest and necessity require the acquisition of interests in certain real property on Assessor’s Parcel Number 072-174-02, 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 Brackney Landslide Area Pipeline Risk Reduction Project (Project) to improve the reliability of water supply infrastructure for the City of Santa Cruz (City). The Newell Creek Pipeline (NCP) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, realigned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

DISCUSSION: To complete the Project, the City must purchase the 8,115 square foot Temporary Construction Easement (APN 072-174-02) from its owner (Property). The Property consists of 0.19 acres, and it is irregularly shaped with steep topography. The subject property does not appear to have frontage along Fremont Avenue and access may be necessary via an easement across an adjacent parcel, though an easement for that purpose was not noted within the preliminary title report. The property is zoned Single-Family Residential, is currently unimproved, and is located in unincorporated Santa Cruz County. The proposed Temporary Construction Easement would encumber the entire parcel.

The title report indicates that the Property is owned by Helena H. Chen, single tenancy (Owner).

The City contracted with Integra Realty Resources (Integra), a full-service independent appraisal firm, to determine the fair market value of the Property. Based on Integra’s appraisal, the City prepared and sent out a formal offer letter to the Owner on September 12, 2023, to acquire the Property for its appraised value of $4,000.00. The parties have not reached an agreement on the

23.1 terms of the acquisition, primarily because the owner is deceased, and no one has signatory authority on her behalf.

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 Owner 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 Owner 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 Owner is 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.

23.2 The Project is designed to improve the reliability of the City’s water supply infrastructure. The Newell Creek Pipeline (NCP) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, re-aligned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

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 only private property interests the City seeks to acquire for the Project are located on a steep slope of unbuildable and unimproved land that are necessary for the construction of the Project. The Property consists of 0.19 acres of irregularly shaped and steep topography. The subject property does not appear to have frontage along Fremont Avenue.

3. The Property is necessary for the project. To implement the Project, the City needs to acquire the Property to monitor the Project’s water pipeline installation. 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 September 12, 2023, the City provided the owner 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 $4,000.00 at minimum. In addition, there will be legal expenses related to the condemnation action, the estimated cost of which has not yet been quantified. Funds are available in the Water Department Capital Investment Program, project c702002 for the Brackney Landslide Area Pipeline Risk Reduction Project.

Prepared By:

Sam Humy
Deputy City Attorney
Submitted By:

Rosemary Menard
Water Department Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:
1) RESOLUTION
2) EXHIBIT A CHEN LEGAL DESCRIPTION
3) EXHIBIT B MAP DEPICTING PROPERTY TO BE ACQUIRED, TEMPORARY

CONSTRUCTION EASEMENT
4) NOTICE OF INTENT TO ADOPT RESOLUTION

23.3 RESOLUTION NO. NS-XX,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

THE EAST SIDE OF FREMONT AVENUE, SOUTH OF OAK AVENUE, BEN LOMOND, CALIFORNIA (APN 072-174-02) 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 Brackney Landslide Area Pipeline Risk Reduction Project (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 November 27, 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 Brackney Landslide Area Pipeline Risk Reduction Project is designed to improve the reliability of the City’s water supply infrastructure. The Newell Creek Pipeline (“NCP”) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, re-aligned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

3. The interests of real property to be acquired include an 8,115 square foot Temporary Construction Easement, in unincorporated territory in the County of Santa Cruz, State of California and bearing the Santa Cruz County APN 072-174-02 (the “Property”).

4. The Project is planned and located in a manner that will be most compatible with the greatest public good and least private injury.

23.4 RESOLUTION NO. NS-XX,XXX
2 5. The offer to purchase required by California Government Code section 7267.2 has been made to the owners of the Property.

6. The necessary notice of hearing of this Resolution has been given, as required by Code of Civil procedure section 1245.235 on November 27, 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.

PASSED AND ADOPTED this 12th day of December 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

23.5 23.6

23.7 WATER DEPARTMENT
212 Locust Street, Suite A, Santa Cruz, CA 95060 • 831-420-5200 • www.cityofsantacruz.com

THE CITY OF SANTA CRUZ

BY AND THROUGH ITS CITY COUNCIL

NOTICE OF INTENT TO ADOPT RESOLUTION OF NECESSITY

TO ACQUIRE CERTAIN REAL PROPERTY OR INTEREST IN REAL PROPERTY

BY EMINENT DOMAIN
(PURSUANT TO CALIFORNIA CODE OF CIVIL PROCEDURE SECTION 1245.235) November 27, 2023
Via Certified Mail (return receipt requested)
Helena H. Chen
75 Robinhood Drive
San Francisco, CA 94127
Site Address: East side of Fremont Avenue, South of Oak Avenue, Ben Lomond, CA 95005 APN: 072-174-02
To whom it may concern:

This notice is sent to you under requirements of California Code of Civil Procedure section 1245.235. This notice concerns the property located at the East side of Fremont Avenue, South of Oak Avenue, Ben Lomond, California, in the County of Santa Cruz and bearing the Santa Cruz County Assessor Parcel No. 072-174-02 (the “Property”). The City of Santa Cruz has been investigating the acquisition of certain property, including the Property, for the Brackney Landslide Area Pipeline Risk Reduction Project (the “Project”).

California Code of Civil Procedure section 1245.230 provides that the power of eminent domain may be exercised to acquire property for a proposed project if the following conditions are established:
(a) The public interest and necessity require the project; (b) The project is planned or located in the manner that will be most compatible with the greatest public good and least private injury;
(c) The property sought to be acquired is necessary for the project; and (d) The offer required by Government Code section 7267.2 has been made to the owner of record.

You are hereby notified that the City of Santa Cruz’s (“City”) City Council at its meeting to be held on December 12, 2023, at 809 Center Street, Santa Cruz, California 95060, will decide if the above conditions are met concerning the Property and, if the conditions are met, to adopt a Resolution of Necessity. A Resolution of Necessity is a prerequisite for the City’s initiation of eminent domain proceedings to acquire a fee interest in a portion of the Property. A descriptor of the Property is attached to this Notice and is marked “Exhibit A.”

23.8 November 6, 2023

The proposed public use is the Project which will improve the reliability of the City’s water supply infrastructure. It will also improve fire protection through increase fire-response flows. The Newell Creek Pipeline (“NCP”) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, re-aligned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

Please be advised that if you file a written request to appear within fifteen (15) days from the mailing of this Notice, you are entitled to appear and object to the adoption of the Resolution. Objections are limited to the four conditions listed above. Questions regarding the amount of compensation to be paid are not part of this proceeding and the City Council does not consider such in determining whether the Resolution should be adopted. All requests to appear must be sent for filing to the City of Santa Cruz’s City Clerk, at 809 Center Street, Room 9, Santa Cruz, CA 95060.

Your written request must be on file within the fifteen (15) day period. Failure to file a written request results in a waiver of your rights to appear and be heard. The written request to appear should include a statement of the condition(s) that you feel are pertinent to your Property. The four conditions that may affect your Property are set forth above, designated (a), (b), (c), and (d). By designating which condition forms the basis of your concerns and why, you will enable the City Council to have a full and expeditious review made of the Project’s effect on your Property.

For your convenience, the City Council will consider any written observations you may wish to submit, as long as such written observations are filed with the City within fifteen (15) days of this Notice.

The City must adopt a Resolution of Necessity before an eminent domain proceeding can be commenced.

Within six months of the adoption of the Resolution of Necessity, the City will commence eminent domain proceedings in the Superior Court in the County where the property is located. In that proceeding, the Court will determine the amount of compensation to which you are entitled.

Neither the pendency of the City Council’s consideration of the Resolution of Necessity, nor the initiation of formal eminent domain proceedings, prevents further negotiations from occurring for the acquisition of the Property, and the City is willing to continue such negotiations.

Please contact Rosemary Menard, Water Department Director, at 831-420-5200 if you have any questions.

Sincerely,

Rosemary Menard
Water Director
City of Santa Cruz

23.9 November 6, 2023

Exhibit A
Real property in the unincorporated area of the County of Santa Cruz, State of California, described as follows:

Lots 1, 2, 3 and 4, in Block 17, as said Lots and Block are shown on the map entitled, "Subdivision of the Ordway Tract, Part of Section 9, T. 10 S., R. 2 W.", filed for record May 9, 1909 in Map Book 16, at Page 11, Santa Cruz County Records.

APN: 072-174-02

23.10 City Council

AGENDA REPORT
DATE: 11/16/2023
AGENDA OF: 12/12/2023
DEPARTMENT: Water/City Attorney
SUBJECT: Resolution of Necessity for Brackney Landslide Area Pipeline Risk Reduction Project: 321 Brackney Road, Ben Lomond, CA 95005, APN 072-231-12, owned by Julie K. Daniels (WT/CA)
RECOMMENDATION: Resolution, following a hearing providing the owner(s) of the subject property an opportunity to speak, finding that public interest and necessity require the acquisition of interests in certain real property on Assessor’s Parcel Number 072-231-12, 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 Brackney Landslide Area Pipeline Risk Reduction Project (Project) to improve the reliability of water supply infrastructure for the City of Santa Cruz (City). The Newell Creek Pipeline (NCP) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, realigned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

DISCUSSION: To complete the Project, the City must purchase three (3) Permanent Easements totaling 19,068 square feet and two (2) Temporary Construction Easements totaling 108,244 square feet (APN 072-231-12) from its owners (Property). The Property consists of 28.97 acres of irregularly shaped land.

The title report indicates that the Property is owned by Julie K. Daniels (Owner).

The City contracted with Integra Realty Resources (Integra), a full-service independent appraisal firm, to determine the fair market value of the Property. Based on Integra’s appraisal, the City prepared and sent out a formal offer letter to the Owners on September 26, 2023, to acquire the Property for its appraised value of $22,700.00. The parties have not reached an agreement on the terms of the acquisition, primarily because we are at a stalemate with the negotiations. The owner is obtaining an independent appraisal and having their personal attorney review the offer documents, and they have not been willing to share a timeline for completion.

24.1 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.

The Project is designed to improve the reliability of the City’s water supply infrastructure. The Newell Creek Pipeline (NCP) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically,

24.2 the Project will construct approximately 2,700-linear feet of new, re-aligned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

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 Property consists of 28.97 acres of irregularly shaped land, with level to steeply sloping topography. It is improved with a 440 square foot cabin. The improvements are not impacted by the proposed easements. The only private property interests the City seeks to acquire for the Project run across the northwestern edge of the approximately two‐acre potential homesite area. The easements do not appear to interfere with the area most suitable for a future building.

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 and replace the existing NCP with 2,700-linear feet of new re-aligned pipe between Brackney Road and Glen Arbor Road. 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 September 26, 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 $22,700.00 at minimum. In addition, there will be legal expenses related to the condemnation action, the estimated cost of which has not yet been quantified. Funds are available in the Water Department Capital Investment Program, project c702002 for the Brackney Landslide Area Pipeline Risk Reduction Project.

Prepared By:

Sam Humy
Deputy City Attorney
Submitted By:

Rosemary Menard
Water Department Director
Approved By:

Matt Huffaker
City Manager

24.3 ATTACHMENTS:

1. RESOLUTION.DOCX

2. EXHIBIT A - PERMANENT EASEMENT (PIPELINE EASEMENT) (PLAT AND LEGAL EXHIBIT).PDF

3. EXHIBIT B - PERMANENT EASEMENT (PIPELINE EASEMENT) (PLAT AND LEGAL EXHIBIT).PDF

4. EXHIBIT C - PERMANENT EASEMENT (PIPELINE EASEMENT) (PLAT AND LEGAL EXHIBIT).PDF

5. EXHIBIT D - TEMPORARY CONSTRUCTION EASEMENT (PLAT AND LEGAL EXHIBIT).PDF

6. EXHIBIT E - TEMPORARY CONSTRUCTION EASEMENT (PLAT AND LEGAL EXHIBIT).PDF

7. NOTICE OF INTENT TO ADOPT RESOLUTION.PDF

24.4 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 321 BRACKNEY ROAD, BEN LOMOND, CA 95005 (APN 072-231-12) 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 Brackney Landslide Area Pipeline Risk Reduction Project (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 November 27, 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 Brackney Landslide Area Pipeline Risk Reduction Project is designed to improve the reliability of the City’s water supply infrastructure. The Newell Creek Pipeline (“NCP”) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City’s plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, realigned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

3. The interests of real property to be acquired include three (3) Permanent Easements totaling 19,068 square feet and two (2) Temporary Construction Easements totaling 108,244 square feet in unincorporated territory in the County of Santa Cruz, State of California and bearing the Santa Cruz County APN 072-231-12 (the “Property”).

4. The Project is planned and located in a manner that will be most compatible with the greatest public good and least private injury.

24.5 5. The offer to purchase required by California Government Code section 7267.2 has been made to the owners of the Property.

6. The necessary notice of hearing of this Resolution has been given, as required by Code of Civil procedure section 1245.235 on November 27, 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 12th day of December 2023, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
Exhibit A: Permanent Easement (Pipeline Easement) (Plat and legal exhibit) Exhibit B: Permanent Easement (Pipeline Easement) (Plat and legal exhibit) Exhibit C: Permanent Easement (Pipeline Easement) (Plat and legal exhibit) Exhibit D: Temporary Construction Easement (Plat and legal exhibit) Exhibit E: Temporary Construction Easement (Plat and legal exhibit)

24.6 EXHIBIT “A”

PERMANENT EASEMENT

LEGAL DESCRIPTION
SITUATE in County of Santa Cruz, State of California.

BEING an easement over a portion of the lands of Julie K. Daniels, Trustee of the Ruth H. Geary Trust, as conveyed by deed recorded in Volume 5620, Page 94, Official Records of Santa Cruz County, and said portion being a strip of land twenty (20.00) feet in width, lying ten (10.00) feet on each side of the following described centerline:

COMMENCING at point on the centerline of a former railroad right of way, 100 feet wide, conveyed by F.

A. Hihn to the South Pacific Railway Company by deed dated September 21, 1887 and recorded on Volume 61 of Deeds, Page 4, Santa Cruz County Records, from which the Northwest corner of Fractional Lot 1, Section 16, Township 10 South, Range 2 West, Mount Diablo Base & Meridian bears North 60° 18’ 53” West, a distance of 626.00 feet; said centerline point having coordinates of N 1,851,160.59, E 6,101,239.38 ; thence northwesterly along said centerline North 66° 43’ 53” West, a distance of 78.00 feet; thence continue northwesterly along said centerline, on a curve to the right, having a radius of 363.80 feet, and a central angle of 42°25'40", a distance of 282.10 feet to the TRUE POINT OF BEGINNING; and having coordinates of N 1,851,386.64, E 6,100,973.934; thence North 79°33'22" East, a distance of 72.85 feet, to a point having coordinates of N 1,851,399.84, E 6,101,045.58; thence North 33°40'19" East, a distance of 4.66 feet, to a point having coordinates of N 1,851,403.72, E 6,101,048.16; thence North 11°19'41" West, a distance of 434.87 feet, more or less to a point on the southeastern line of Lot 60 as shown on the map of Subdivision No. 1 – Larita Woods, recorded in Volume 25 of Maps, Page 43, Santa Cruz County Records and from which the southernmost corner of said Lot 60 bears South 67°15’39” West, 33.86 feet distant.

The sidelines of said strip shall be lengthened or shortened to terminate on the boundary lines of the grantor.

CONTAINING 10,243 square feet, more or less.

Exhibit "A", page 2 of 2, is attached hereto, and by this reference made a part hereof.

The courses (bearings and distances) and the coordinates shown hereon are based upon the California Coordinate System of 1983, CCS83, Zone 3, (2010.00) also known as NAD83 (2011) in accordance with the California Public Resources Code Sections 8801-8819.

END OF DESCRIPTION
APN 072-231-12
(B)
Prepared by: Gary Ifland, LS 7367
March 1, 2023
Job No. G20050

24.7 24.8
EXHIBIT “A”

PERMANENT EASEMENT

LEGAL DESCRIPTION
SITUATE in County of Santa Cruz, State of California.

BEING an easement over a portion of the lands of Julie K. Daniels, Trustee of the Ruth H. Geary Trust, as conveyed by deed recorded in Volume 5620, Page 94, Official Records of Santa Cruz County, and said portion being described as follows:

All that portion of Parcel Six of said lands as described in said deed, lying northeasterly of the following described line:

BEGINNING at a point on the western boundary of Rancho Zayante from which a nail set in a scribed circle in a 5-foot diameter redwood stump on said western boundary bears South 1° 29’ 03” West, 701.55 feet distant, as the same is shown on Record of Survey map recorded in Volume 75 of Maps,

easterly line of a 100’ railroad right of way, as shown on the map of Subdivision No. 1 – Larita Woods, recorded in Volume 25 of Maps, Page 43, Santa Cruz County Records, bears South 40°54'26" East, a distance of 51.31 feet, said point having coordinates of N 1,852,391.91, E 6,100,718.82, thence South 28°41'13" East, a distance of 216.58 feet, to a point having coordinates of N 1,852,201.91, E 6,100,822.79; thence on a curve to the right, having a radius of 1,190.00 feet, and a central angle of 10°10'01", an arc distance of 211.16 feet, more or less, to the southeastern boundary of said Lot 60.

CONTAINING 2,961 square feet, more or less.

Exhibit "A", page 2 of 2, is attached hereto, and by this reference made a part hereof.

The courses (bearings and distances) and the coordinates shown hereon are based upon the California Coordinate System of 1983, CCS83, Zone 3, (2010.00) also known as NAD83 (2011) in accordance with the California Public Resources Code Sections 8801-8819.

END OF DESCRIPTION
APN 072-231-12
(C)
Prepared by: Gary Ifland, LS 7367
March 1, 2023
Job No. G20050

24.9 24.10
EXHIBIT “A”

PERMANENT EASEMENT

LEGAL DESCRIPTION
SITUATE in County of Santa Cruz, State of California.

BEING an easement over a portion of the lands of Julie K. Daniels, Trustee of the Ruth H. Geary Trust, as conveyed by deed recorded in Volume 5620, Page 94, Official Records of Santa Cruz County, and said portion being a strip of land twenty (20.00) feet in width, lying ten (10.00) feet on each side of the following described centerline:

COMMENCING at point in the centerline of a former railroad right of way, 100 feet wide, conveyed by F.

A. Hihn to the South Pacific Railway Company by deed dated September 21, 1887 and recorded on Volume 61 of Deeds, Page 4, Santa Cruz County Records, from which the Northwest corner of Fractional Lot 1, Section 16, Township 10 South, Range 2 West, Mount Diablo Base & Meridian bears North 60° 18’53” West, a distance of 626.00 feet; said centerline point having coordinates of N 1,851,160.59, E 6,101,239.38 ; thence along the centerline of said 100 foot wide right of way, South 66° 43’ 53” East, a distance of 145.00 feet; thence leaving said centerline, South 77° 22’15” East, a distance of 36.15 feet to a point in the middle of a gate, being approximately 17 feet in width between two gate posts; thence along the line between the two gate posts, North 22° 04’ 33” East a distance of 2.11 feet to the TRUE POINT OF BEGINNING, having coordinates of N 1,851,103.31, E 6,101,372.58; thence South 54°39'07" East, a distance of 202.36 feet, to a point having coordinates of N 1,850,980.29, E 6,101,573.70; thence on a curve to the right, having a radius of 439.40 feet, and a central angle of 16°50'40", an arc distance of 129.18 feet, more or less to the northern boundary of the lands of Lynn E. Weissbart, Trustee of the Weissbart Family Trust, as conveyed by deed recorded at Document # 2022-0004999, Official Records of Santa Cruz County.

The sidelines of said strip shall be lengthened or shorted to terminate on the line produced between said gate posts and the southeastern boundary line of the grantor.

Also EXCEPTING THEREFROM any portion of said strip lying outside the boundary lines of the grantor.

CONTAINING 5,864 square feet, more or less.

Exhibit "A", page 2 of 2, is attached hereto, and by this reference made a part hereof.

The courses (bearings and distances) and the coordinates shown hereon are based upon the California Coordinate System of 1983, CCS83, Zone 3, (2010.00) also known as NAD83 (2011) in accordance with the California Public Resources Code Sections 8801-8819.

END OF DESCRIPTION
APN 072-231-12
(A)
Prepared by: Gary Ifland, LS 7367
March 1, 2023
Job No. G20050

24.11 24.12
EXHIBIT “A”

TEMPORARY CONSTRUCTION EASEMENT

LEGAL DESCRIPTION
SITUATE in County of Santa Cruz, State of California.

BEING an easement over a portion of the lands of Julie K. Daniels, Trustee of the Ruth H. Geary Trust, as conveyed by deed recorded in Volume 5620, Page 94, Official Records of Santa Cruz County, and said portion described as follows:

BEGINNING at the point of intersection of the centerline of a former railroad right of way, 100 feet wide, conveyed by F. A. Hihn to the South Pacific Railway Company by deed dated September 21, 1887 and recorded on Volume 61 of Deeds, Page 4, Santa Cruz County Records, and the northern line of the eastern extension of a 35 foot wide right of way, formerly known as Station Street and now known as Brackney Road, and from which a point on said northern line at its intersection with the western boundary of the Zayante Rancho bears South 88° 58’ 39” West, a distance of 272.35 feet, more or less, said point of beginning having coordinates of N 1,851,406.23, E 6,100,966.115; thence easterly along said northern line, North 88°58'39" East, a distance of 53.44 feet, to the southeast corner of the lands conveyed by F. D. Hihn, et al., to Nellie Burdick, by deed dated March 24, 1938 and recorded April 4, 1938 in Volume 351, Page 71, Official Records of Santa Cruz County, said point being on the eastern line of said 100 foot wide railroad right of way and having coordinates of N 1,851,407.19, E 6,101,019.55; thence northerly, along said eastern line of the 100 foot wide railroad right of way, being also the eastern boundary of said lands of Burdick, on a non-tangent curve to the right, the radius point of which lies North 67°41'40" East, at a radial distance of 313.80 feet, through a central angle of 00°11'24", a distance of 1.04 feet to a point of compound curve; thence continue northerly along said eastern line, on a curve to the right, having a radius of 1,096.30 feet and a central angle of 00°54'16", a distance of 17.31 feet; thence leaving said eastern line, North 83°55'02" East, a distance of 87.35 feet, to a point having coordinates of N 1,851,433.49, E 6,101,099.62; thence South 21°56'54" East, a distance of 119.62 feet, to a point having coordinates of N 1,851,322.54, E 6,101,144.33; thence South 21°47'30" West, a distance of 44.63 feet, to a point having coordinates of N 1,851,281.10, E 6,101,127.76; thence South 60°14'31" East, a distance of 332.33 feet, to a point having coordinates of N 1,851,116.15, E 6,101,416.27, said point being northerly of and in line with a metal gate, from which a point in the middle of said gate, being approximately 17 feet in width between two gate posts bears South 22° 04’ 33” West a distance of 22.4 feet; thence to and along said gate line, South 22°04'33" West, a distance of 30.55 feet, to a point having coordinates of N 1,851,087.84, E 6,101,404.79; thence North 62°11'47" West, a distance of 31.11 feet, to a point having coordinates of N 1,851,102.35, E 6,101,377.27, said point being on the approximate northeastern edge of a paved road, 11.5 feet in width; thence along the approximate northern edge of said paved road, the following courses: North 40°54'11" West, a distance of 18.42 feet, North 63°20'04" West, a distance of 111.50 feet, North 67°31'28" West, a distance of 93.00 feet, North 63°06'09" West, a distance of 61.94 feet, North 58°07'39" West, a distance of 45.00 feet, North 46°35'26" West, a distance of 55.00 feet, North 38°40'59" West, a distance of 50.00 feet, and North 34°46'42" West, a distance of 50.06 feet, to a point on the southern line of the aforementioned 35 foot wide right of way, formerly known as Station Street and now known as Brackney Road; thence along said southern line of Brackney Road, South 88°58'39" West, a distance of 5.78 feet, to the centerline of the

24.13 aforementioned 100 foot wide railroad right of way, said point having coordinates of N 1,851,371.49, E 6,100,980.64; thence northwesterly along said centerline, on a non-tangent curve to the right, of which the radius point lies North 64°49'00" East, a radial distance of 363.80 feet, through a central angle of 03°04'03", a distance of 19.48 feet to a point of compound curve; thence continuing northwesterly along said centerline, on a curve to the right, having a radius of 1,146.30 feet and a central angle of 00°54'33", a distance of 18.19 feet to the POINT OF BEGINNING.

CONTAINING 30,783 square feet, more or less.

EXCEPTING THEREFROM any portion thereof lying within the existing permanent easement as conveyed to the City of Santa Cruz.

Exhibit "A", page 3 of 3, is attached hereto, and by this reference made a part hereof.

The courses (bearings and distances) and the coordinates shown hereon are based upon the California Coordinate System of 1983, CCS83, Zone 3, (2010.00) also known as NAD83 (2011) in accordance with the California Public Resources Code Sections 8801-8819.

END OF DESCRIPTION
APN 072-231-12
(C-02C)
Prepared by: Gary Ifland, LS 7367
March 1, 2023
Job No. G20050

24.14 24.15
EXHIBIT “A”

TEMPORARY CONSTRUCTION EASEMENT

LEGAL DESCRIPTION
SITUATE in County of Santa Cruz, State of California.

BEING an easement over a portion of the lands of Julie K. Daniels, Trustee of the Ruth H. Geary Trust, as conveyed by deed recorded in Volume 5620, Page 94, Official Records of Santa Cruz County, and said portion being described as follows:

BEGINNING at a point on the western boundary of Rancho Zayante from which a nail set in a scribed circle in a 5 foot diameter redwood stump on said western boundary bears South 1° 29’ 03” West,

48.88 feet distant, as the same is shown on Record of Survey map recorded in Volume 75 of Maps,

and also distant 268.93 feet northerly of the Northwest corner of Fractional Lot 1, Section 16, Township 10 South, Range 2 West, Mount Diablo Base & Meridian; thence northerly along said Rancho Zayante boundary, North 1° 29’ 03” East, a distance of a distance of 584.43 feet; thence South 32°38'55" East, a distance of 269.76 feet, to a point having coordinates of N 1,852,096.56, E 6,100,862.59; thence South 05°58'52" East, a distance of 337.36 feet, to a point having coordinates of N 1,851,761.03, E 6,100,897.74; thence South 83°42'49" West, a distance of 197.00 feet, to the POINT OF BEGINNING.

CONTAINING 77,461 square feet, more or less.

EXCEPTING THEREFROM any portion thereof lying within the existing permanent easement as conveyed to the City of Santa Cruz.

Exhibit "A", page 2 of 2, is attached hereto, and by this reference made a part hereof.

The courses (bearings and distances) and the coordinates shown hereon are based upon the California Coordinate System of 1983, CCS83, Zone 3, (2010.00) also known as NAD83 (2011) in accordance with the California Public Resources Code Sections 8801-8819.

END OF DESCRIPTION
APN 072-231-12
(P-03F)
Prepared by: Gary Ifland, LS 7367
March 1, 2023
Job No. G20050

24.16 24.17

WATER DEPARTMENT
212 Locust Street, Suite A, Santa Cruz, CA 95060 • 831-420-5200 • www.cityofsantacruz.com

THE CITY OF SANTA CRUZ

BY AND THROUGH ITS CITY COUNCIL

NOTICE OF INTENT TO ADOPT RESOLUTION OF NECESSITY

TO ACQUIRE CERTAIN REAL PROPERTY OR INTEREST IN REAL PROPERTY

BY EMINENT DOMAIN
(PURSUANT TO CALIFORNIA CODE OF CIVIL PROCEDURE SECTION 1245.235) November 27, 2023
Via Certified Mail (return receipt requested)
Julie K. Daniels
130 Kell Court
Alamo, CA 94507
Site Address: 321 Brackney Road, Ben Lomond, CA 95005
APN: 072-231-12
To whom it may concern:

This notice is sent to you under requirements of California Code of Civil Procedure section 1245.235. This notice concerns the property located at 321 Brackney Road, Ben Lomond, CA in the County of Santa Cruz and bearing the Santa Cruz County Assessor Parcel No. 072-231-12 (the “Property”). The City of Santa Cruz has been investigating the acquisition of certain property, including the Property, for the Brackney Landslide Area Pipeline Risk Reduction Project (the “Project”).

California Code of Civil Procedure section 1245.230 provides that the power of eminent domain may be exercised to acquire property for a proposed project if the following conditions are established:
(a) The public interest and necessity require the project; (b) The project is planned or located in the manner that will be most compatible with the greatest public good and least private injury;
(c) The property sought to be acquired is necessary for the project; and (d) The offer required by Government Code section 7267.2 has been made to the owner of record.

You are hereby notified that the City of Santa Cruz’s (“City”) City Council at its meeting to be held on December 12, 2023, at 809 Center Street, Santa Cruz, California 95060, will decide if the above conditions are met concerning the Property and, if the conditions are met, to adopt a Resolution of Necessity. A Resolution of Necessity is a prerequisite for the City’s initiation of eminent domain proceedings to acquire a fee interest in a portion of the Property. A descriptor of the Property is attached to this Notice and is marked “Exhibit A.”
The proposed public use is the Project which will improve the reliability of the City’s water supply infrastructure. It will also improve fire protection through increase fire-response flows. The Newell Creek

24.18 November 6, 2023

Pipeline (“NCP”) is a critical component of the City’s water supply infrastructure that transports water from the Loch Lomond Reservoir to the City’s Graham Hill Water Treatment Plant. With the Project, the City plans to replace a section of the NCP. Specifically, the Project will construct approximately 2,700-linear feet of new, re-aligned pipe between Brackney Road and Glen Arbor Road. This re-alignment will replace the existing pipeline which is at its end of useful life and relocate the pipeline, so it is protected from future landslides and geological movements.

Please be advised that if you file a written request to appear within fifteen (15) days from the mailing of this Notice, you are entitled to appear and object to the adoption of the Resolution. Objections are limited to the four conditions listed above. Questions regarding the amount of compensation to be paid are not part of this proceeding and the City Council does not consider such in determining whether the Resolution should be adopted. All requests to appear must be sent for filing to the City of Santa Cruz’s City Clerk, at 809 Center Street, Room 9, Santa Cruz, CA 95060.

Your written request must be on file within the fifteen (15) day period. Failure to file a written request results in a waiver of your rights to appear and be heard. The written request to appear should include a statement of the condition(s) that you feel are pertinent to your Property. The four conditions that may affect your Property are set forth above, designated (a), (b), (c), and (d). By designating which condition forms the basis of your concerns and why, you will enable the City Council to have a full and expeditious review made of the Project’s effect on your Property.

For your convenience, the City Council will consider any written observations you may wish to submit, as long as such written observations are filed with the City within fifteen (15) days of this Notice.

The City must adopt a Resolution of Necessity before an eminent domain proceeding can be commenced.

Within six months of the adoption of the Resolution of Necessity, the City will commence eminent domain proceedings in the Superior Court in the County where the property is located. In that proceeding, the Court will determine the amount of compensation to which you are entitled.

Neither the pendency of the City Council’s consideration of the Resolution of Necessity, nor the initiation of formal eminent domain proceedings, prevents further negotiations from occurring for the acquisition of the Property, and the City is willing to continue such negotiations.

Please contact Rosemary Menard, Water Department Director, at 831-420-5200 if you have any questions.

Sincerely,
Rosemary Menard
Water Director
City of Santa Cruz

24.19 November 6, 2023

Exhibit A
Real property in the unincorporated area of the County of Santa Cruz, State of California, described as follows:

PARCEL I:

Being a portion of the land conveyed by Alonzo L. Brackney, et ux., to Mary E. Stewart , by deed recorded June 30, 1915 in Volume 263 of Deeds, at Page 188, Official Records of Santa Cruz County, and being further described as follows:

Beginning at a madrone tree 16 inches in diameter at the most Northern corner of said land conveyed to Stewart; and running thence along the Northwestern line of said land, South 66° West, 785.4 feet, more of less, to the East side of the right of way conveyed by Frederick A. Hihn, to the South Pacific Coast Railway Company, by Deed dated September 21, 1887, and recorded September 24, 1887 in Volume 61 of Deeds, at Page 4, Official Records of Santa Cruz County; thence Southerly along said last mentioned line to the South line of said land conveyed to Stewart; thence along said last mentioned line, North 60° 04' East, 745 feet, more or less, to the most Eastern corner of said land conveyed to Stewart; thence along the East line of said land, North 54° 45' West, 231.00 feet; North 19° 30' West, 95.70 feet; North 45° West, 108.24 feet; North 64° 45' West, 92.40 feet; North 49° 15' West, 124.08 feet; North 3° 45' West, 180.18 feet; North 30°West, 99.00 feet; North 57° West, 131.34 feet; and North 44° 15' West, 98.34 feet to the place of beginning.

PARCEL II:

Being a portion of Lot 1, Section 16, Township 10 South, Range 2 West, M.D.B. & M., and a portion of the Zayante Rancho, and being more particularly bounded and described as follows:

Beginning at a point on the Northern line of Station Street at the Southeast corner of lands conveyed by G. F. Colby, et ux., to Ralph W. Brown, et ux., by Deed recorded July 6, 1936 in Volume 315, Page 26, Official Records of Santa Cruz County, said point of beginning being distant 25.00 feet Westerly along the Northern line of Station Street from the Western boundary of the Zayante Rancho; running thence along the Eastern and Southern boundary of the lands as conveyed to Brown, Northerly 50.00 feet to a station and Easterly 25.00 feet to a station on the Western boundary of the Zayante Rancho; thence Northerly and along the Western boundary of the Zayante Rancho, 835.00 feet, more or less, to a station on the Eastern line of the right of way of the South Pacific Coast Railway Company; thence Southerly and along the Eastern line of the right of way of the South Pacific Coast Railway Company, 910.00 feet, more or less, to a station at the Northeast corner of the lands conveyed by F.D. Hihn, et ux., to Nellie Burdick by Deed dated March 24, 1936, and recorded April 4, 1930 in Volume 351, Page 71, Official Records of Santa Cruz County; thence along the Northern line of the lands so conveyed to Burdick and continuing along the Westerly prolongation thereof, South 87° 23' West, 253.00 feet., more or less, to a station distant 30.00 feet Easterly at right angles from the Western boundary of the Zayante Rancho on the Eastern line of a right of way 30 feet wide; thence Southerly and along the Eastern line of said right of way, parallel with and distant 30 feet Easterly at right angles from the Western boundary of the Zayante Rancho 117.00 feet, more or less, to a station on the Northern line of Station Street; thence Westerly and along the Northern line of Station Street, 55.00 feet, more or less, to the place of beginning.

24.20 November 6, 2023

PARCEL III:

Together with rights of ways described in the following deeds:
(a) Deed from George F. Colby, et al., to Frank C Willson, et ux, dated September 21, 1927, and recorded October 13, 1927, in Volume 96, Page 453, Official Records of Santa Cruz County. (b) Deed from George F. Colby, et ux., to Walter Langs, et ux., dated September 25, 1935, and recorded October 2, 1935, in Volume 294, Page 394, Official Records of Santa Cruz County. (c) Deed from G.F. Colby, et ux., to Ralph W. Brown, et ux., dated July 1936 and recorded July 6, 1936, in Volume 315, Page 26, Official Records of Santa Cruz County. (d) Deed from George F. Colby, et ux, to Anthony Cencellieri, dated September 16, 1939, and recorded September 20, 1939, Volume 378, Page 146, Official Records of Santa Cruz County.

APN: 072-231-12 and 072-212-20

24.21 City Council

AGENDA REPORT
DATE: 12/04/2023
AGENDA OF: 12/12/2023
DEPARTMENT: City Manager
SUBJECT: Collective of Results Evidence-Based (CORE) Update (CM) RECOMMENDATION: Motion to:
1) Accept Santa Cruz County’s Human Services Department (HSD) CORE Annual Report for Fiscal Year (FY) 2022-23 and report back on community engagement; 2) Provide direction on HSD recommendations for prioritization for the next CORE RFP funding cycle; and
3) Direct City staff to coordinate with the HSD to return on or before April 30, 2024 with recommendations for the draft of the next cycle of the CORE Investments request for proposals (RFP).

BACKGROUND: In 2015, the Santa Cruz County Board of Supervisors (Board of Supervisors or Board) approved a phased-in approach to transition from the historical Community Programs funding model to a results-based collective impact model. After extensive research and collaboration with various stakeholders from multiple sectors, the County’s Human Services Department (HSD) Community Programs funding process was renamed Collective of Results and Evidence-Based (CORE) Investments.

CORE Investments is both a funding model and a movement designed to improve the health and well-being of county residents. The development of the CORE program Request for Proposal (RFP) was community-informed, Board and Santa Cruz City Council (Council) approved, and staff-implemented. This process included multiple community stakeholder meetings to ensure inclusivity, transparency, and gathering input on refining the RFP to address evolving community needs. Regular updates were provided to the Board and Council, ensuring that elected bodies are informed and actively involved in the evolution of the CORE model, RFP format, final RFP, proposed recipients, and awarded recipients.

On June 7, 2022, HSD and City staff presented a comprehensive list of programs recommended for CORE funding, the process followed to implement the RFP, the opportunity to appeal, and the analysis of the recommended awards. The Board and Council voted to approve the recommended awards for the CORE Investments funding. The Board removed one (1) recommended grantee, the Harm Reduction Coalition (HRC) of Santa Cruz County. The Council

25.1 directed staff to collaborate with HSD in exploring transition plans for organizations not recommended for funding and to report back at the next Council meeting.

At Council’s June 28, 2022 meeting, the motion was carried to approve FY 2023 CORE List of Recommended Awards and execute agreements for all final awards before September 20, 2022.

The motion also approved three (3) months of transitional funding, also known as Bridge Funding, for all FY 2022 CORE programs that applied and were not recommended for FY 2023.

City staff was directed to return in August to provide recommendations for Bridge Funding.

On August 23, 2022, the motion was carried to appropriate budget and approve the recipients for CORE Bridge Funding contracts. The one-time funding allowed the agencies, regardless of funding level, to transition and adjust their budgets and programs.

Follow-on work by County and City staff included developing a CORE lessons learned evaluation methodology. This project covered various aspects of the RFP framework, including application, evaluation, decision-making process, contracting, communications and technical assistance. Stakeholder input, encompassing applicants (both funded and unfunded), grant writers, the CORE Steering Committee, elected officials, staff, and RFP panelists contributed to a final report in spring 2023.

On April 25, 2023, the Board and Council approved a recommended CORE timeline for the next RFP process. This timeline included continued engagement with CBOs and stakeholders in creating the next CORE RFP through Community Engagement & Public Hearings and Listening Sessions scheduled for early summer 2023. The outlined CORE RFP timeline was based on insights gathered from the 2022 CORE Lessons Learned report.

DISCUSSION: As directed by the Board and Council, HSD was to provide a comprehensive update on December 12, 20323, covering the FY 2022-23 Annual Report. This update encapsulates performance tracking mechanisms, a summary of community impact, operationalization of equity work, and insights into the ongoing 2023 CORE RFP Community Engagement and Listening Sessions.

CORE Investments Annual Report FY 2022-23
As the CORE contracts for FY 2022-23 conclude its initial year of funding cycle, significant contributions were made by the 57 programs serving the diverse population. These programs span various services, including food programs, housing initiatives, mental health support, immigration assistance, and educational services. At the end of FY 2022-23, each of the 57 programs was required to submit data through a new online portal deployed by the HSD to the data collection process. These reports have been analyzed using the Results-Based Accountability reporting framework.

Highlights include various programs making strides in operationalizing equity through hiring bilingual staff, providing training and workgroups on equity, and sharing best practices. A total of 106,935 community members received CORE-funded services, and 94% of surveyed COREfunded participants reported they were either “very satisfied” or “satisfied” with program services. The attached CORE FY 2022-23 Annual Report summarizes the contractual work of all CORE-funded programs, including program data and outcomes measurements, implementation of program activities, challenges in executing program goals, and how equity work was

25.2 operationalized (CORE Investments Annual Report FY 2022-23). Progress reports for each of the 57 programs are provided, demonstrating CORE’s commitment to transparency and continuous improvement.
2023 CORE RFP Community Engagement & Listening Sessions On April 25, 2023, the Board directed the HSD to hold community engagement sessions to begin the development of the next RFP. The HSD with Optimal Solutions provided an online survey and conducted six (6) community engagement sessions, four (4) were virtual, and two (2) were in-person (Santa Cruz and Watsonville). Topic areas for discussion were based on the 2022 CORE Lessons Learned Report and feedback received from elected officials and included data prioritization, leveraging funds, past performance measures, funding limits, funding set-asides, and whether CBO size should be considered in funding tiers.

Themes derived from the community engagement process showed several key considerations:
 A need for clarification on the term “safety net” and the purpose of CORE funding.  Agreement that funds should be distributed based on a data and equity framework disaggregated by age, geography, and race/ethnicity.
 Most believe the RFP should not prioritize program’s ability to leverage state and federal funds.
 Most believe the RFP should not score past performance of programs.  Most believe we should limit large agencies from applying for smaller grant amounts and should define a large agency by both staff and budget size.  Most believe the RFP should continue to restrict the total amount an agency can apply for CORE funding.
 There was no consensus on how to prioritize the CORE funding by a population of focus (e.g., children or older adults) or region (e.g., San Lorenzo Valley or South County).  There was no consensus on whether a percentage of the CORE Funding should be set aside for distribution after the recommended awards and not be included in the RFP process.
 Any prioritization within the RFP should include evidence-based data, full transparency, clear guidelines, and parameters of the process.

In addition to the community engagement sessions, listening sessions were offered to councils and coalitions. Three (3) groups, AAA (Agency on Aging) Santa Cruz County, Pajaro Valley Leadership Group, and the Early Education community requested a listening session and provided feedback, suggestions, and their perspective on the CORE process and RFP. The feedback from these groups varied based on their past experience of the CORE process. Some examples included increasing the CORE budget to fund more programs, including community residence in the CORE process, CORE funding should be proportional to the identified needs, panelists should represent the community being served, and older adults, childcare, and South County residents should be prioritized for funding. The CORE Public Engagement report (2023 CORE RFP Community Engagement & Listening Sessions) summarizes the engagement and listening sessions.

Prioritization and Direction
As evidenced by the 2022 Lessons Learned report, Board and Council feedback, and community engagement express a desire to prioritize the limited funding to be the most impactful based on community needs. A clear request from the community is to align strategic priorities through an

25.3 equity framework and use disaggregated data to inform decision-making. In response, a methodology was developed to accomplish shared goals (CORE Prioritization Methodology).

The methodology developed anchors and aligns the CORE framework with the County/City budget and a review of existing available County data to reveal opportunities for where CORE funding could be used as a catalyst for innovative and supportive intervention. Based on the applied methodology, the recommended priorities (CORE Conditions) by HSD to consider for the next CORE RFP funding cycle:

1. Lifelong Learning & Education
 Budget: 1% of County Budget and 0% of the General Fund is allocated to this CORE Condition

2. Thriving Families
 Budget: 3% of County Budget and 0% of the General Fund is allocated to this CORE Condition

3. Stable, Affordable Housing & Shelter
 Budget: 7% of County Budget and 3% of the General Fund is allocated to this CORE Condition
Upon prioritization there are additional specific RFP considerations and decisions points discussed in the community engagement sessions, that are detailed above, will be built into the RFP brought forward in Spring 2024.

FISCAL IMPACT: None.

Prepared/Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. CORE INVESTMENTS ANNUAL REPORT FY 2022-23.PDF

2. 2023 CORE RFP COMMUNITY ENGAGEMENT & LISTENING SESSIONS.PDF

3. CORE PRIORITIZATION METHODOLOGY.PDF

25.4 CORE Investments
CORE Investments Annual Report
Annual Report
Fiscal Year 2022-2023

25.5 Collective of Results and Evidence-based (CORE) Investments is both a funding model and a community movement focused on achieving equitable health and well-being in Santa Cruz County. Using a collective impact and results-based approach CORE Investments is committed to continuous improvement and centering its efforts on data-driven results. In the fiscal year (FY) 2022-2023, 41 agencies representing 57 contracted programs addressed community needs across the CORE Conditions for Health and Well-being.

Participant Data and Outcomes
A total of 106,935 participants received services by CORE-funded programs. The largest CORE program reported serving 61,397 unduplicated individuals.

Implementing county requirements using the Results-Based Accountability reporting framework allowed the coordinated collection of
program data concerning: How Many,
How Well, and Better Off measurements.

Programs provided an array of services to
vulnerable and underserved populations
including food security and nutrition,
housing, physical and mental health,
immigration assistance, and educational
services.

Notably, 94% of surveyed CORE-funded
participants reported they were either
“very satisfied” or “satisfied” with
program services. Additionally, programs
met 81% of their contracted goals that
measured if participants were better off
after receiving services.
20 programs reported staffing challenges, including staff recruitment and retention due to the high cost of living in the County. 33 programs reported challenges in collecting CORE program or participant data mostly due to disasters and age of participants (minors). 11 programs reported weather events such as the local flooding as an obstacle to providing services.

Each funding cycle improvements have been made in data collection to enhance our understanding of the collective impact being made in the community. HSD will continue to support organizations with their data collection and address barriers to reporting. This report will highlight the work of CORE funded agencies, demonstrate the impact these programs had in the community, and acknowledge the opportunities for continued improvement.

Promotion of Equity
14 programs increased staff that reflects the
population they serve including bilingual staff as
well as Black, Indigenous, and People of Color
(BIPOC) staff.
31 programs provided equity-focused work
trainings and workgroups for their staff and
addressed issues of access.
32 programs worked to share best practices
among staff through ongoing professional
development opportunities as well as offering
equity related trainings along with staff diversity,
equity, and inclusion (DEI) workgroups.

CORE InvestmentsAnnual Report
Fiscal Year 2022-2023
ExecutiveSummary

25.6 Table of Contents
Background.............................................................................1 CORE Pillars: Data, Evidence, and Equity...........................................................2 Methodology ..........................................................................3 Findings .....................................................................................3 CORE Participant Data ........................................................................................4 CORE Outcomes...................................................................................................7 Challenges In Meeting CORE Goals...................................................................8 Equity.....................................................................................................................9 Technical Assistance Needs ..............................................................................9 Next Steps ............................................................................. 10 Appendices................................................................................ 11

25.7 Background
CORE Investments is a funding model and a movement to achieve equitable health and well-being in Santa Cruz County using a collective impact, results-based approach that is responsive to community needs. In November 2021, The Santa Cruz County Board of Supervisors (BoS) along with the Santa Cruz City Council (Council) approved the release of the CORE Request for Proposals (RFP) to provide evidence-based services linked to specific community-level results. The RFP included a framework of parameters guided by multiple stakeholder engagements and input1. The RFP centered on advancing the CORE Conditions of Health and Well-Being and explicitly incorporated equity by having applicants select an equityfocused target.

A hybrid model approach was used for the distribution of CORE funding through a fourtier format in which most of the funds would support a broad base of direct services and a portion would focus on one collaborative, targeted impact investment.

Table 1: CORE Funding Tiers and Grant Amounts
Tier Grant Amounts
Targeted Impact $795,000
Large $150,001-$450,000
Medium $25,001-$150,000
Small $5,000-$25,000
This tier format meant that additional application requirements, around program need and efficacy, came with increased funding requests with the Targeted Impact tier having the most requirements. These requirements included providing increased data and evidence around the identified equity issue as the funding level increased. Additionally, those in the Targeted Impact tier were asked to address racial equity explicitly but could choose to focus on other dimensions of equity as well.

In June 2022, the BoS along with the Council approved $5.9 million in funding for CORE Investments to be distributed to 41 nonprofit and public agencies representing 57 programs2that provide a variety of services for populations that typically experience the greatest barriers to health and well-being. This annual report will review and summarize data submitted by funded programs via a results-based framework, explore challenges and outcomes, and demonstrate the commitment to actionable equity for the first year the CORE Investments 2022-2025 funding cycle.
1 An in-depth review of the RFP process can be found in: 2023 CORE Lessons Learned Report 2 There were 57 contracted programs funded by CORE, however, one contract included two programs, which is why many tables list 58 programs.

25.8 CORE Pillars: Data, Evidence, and Equity
Since 2017, CORE has used the Results-Based Accountability (RBA) framework to collect data on the funded programs, however in previous funding cycles certain data analyses were limited due to challenges with aggregating data. In the previous iteration agencies were allowed to collect RBA metrics independently which made aggregating them across programs difficult. This resulted in new data collection requirements for the current funding cycle. During FY 22-23, programs were required to collect data on a series of shared demographics and quality measurements to help demonstrate reach and impact. Programs submitted annual reports through a newly deployed online portal to the Santa Cruz County Human Services Department (HSD).

The RBA framework requires funded programs to report on:

As stated equity is central to CORE and uncovering and addressing root causes of inequities to advance the CORE Conditions of Health and Well-Being is important to both the City and County. During this funding cycle, CORE-funded programs identified an equity dynamic their program addressed and in annual reporting it was a requirement to provide an update on how their program was promoting equity.

Success Story
A parent reported on our survey that because of the access to early care and education at our center they were able to keep their job and housing.

1. How much the program has accomplished.
• Activities- How may services were provided.
• Unduplicated Participants- The number of people served and their demographics.

2. How well the program accomplished its goals.
• Quality Survey- All programs conducted a participant survey asking how satisfied people were with the services they received.

3. Is anyone better off?
• Outcomes- All programs were required to collect data on whether participants were better off from the services they received.

25.9 Methodology
In summer 2023, using a web-based data collection tool, HSD staff collected and summarized qualitative and quantitative data from all CORE annual reports, reflecting program activities from July 1, 2022-June 30, 2023.3 These data were coded, analyzed, and summarized to document program outcomes, challenges, participant success stories and areas for improvement. HSD has provided all of 58 CORE-funded programs annual progress reports in Appendix A of this report. 4 The following section highlights aggregated data from the annual progress reports using the RBA framework: how much were programs able to achieve, how well did they provide services, and is anyone better off because of their services. For a complete review of all CORE Annual Report data-results and summaries, see Appendix B.

One limitation of this report’s analysis consists of measurement factors that vary across all 58 programs. Each program created their own unique goals based on the services they provide. For example, one program may have an activity goal of delivering meals, while another is providing counseling sessions. These differences exist across the CORE program goals. HSD continues to work with programs to improve data collection and methods of evaluation to assess the impact of CORE.

Findings
This section focuses on the quantitative and qualitative data the 58 CORE-funded programs reported, examining participants, outcomes, equity efforts, and technical assistance needs. The CORE-funded programs largely met the goals they set in FY 22-23 for their participant and outcome metrics. The challenges programs experienced collecting demographic data and meeting their goals are explored in findings. 3 The Success Stories included in this report are of the many accounts of participant achievements submitted by programs in their reports. Client names in Success Stories have been changed to protect the identity of individual.
4 In FY 22-23, there were fifty-seven CORE funded programs, however, due to the complexity of activities and reporting, one of these programs submitted two separate reports for its two program components.

Success Story
A client . . . started with us over a month ago and his life turned around. He started out unengaged and isolative, but started to join weekly yoga groups, and enjoyed healthy meals with his peers.

With support of the peer navigators, he found employment, enrolled in school through disability services, and is closer to finding permanent housing.

25.10 CORE Participant Data
In FY 22-23, CORE programs served 106,935 participants5, which was 5,970 more than the total annual contracted goal across programs of 100,965 participants. CORE-funded programs set demographic goals about who they anticipated they would serve contractually. For example, across all the contracts the programs’ goal was to serve 35,297 people in Watsonville but the programs served 45,551 in FY 22-23. In this example, programs served 10,254 more Watsonville residents than expected for the year. Programs set these goals and collected demographic data on age, race/ethnicity, gender, language, and residence. The tables below show the demographic breakdown of program participants as reported by the funded programs.

CORE funded programs served individuals throughout Santa Cruz County in FY 22-23, however 43 percent of CORE participants resided in Watsonville. Several programs reported an increased need in South County due to flooding, which may have contributed to more individuals being served in the area. There was also a notably high number of participant locations reported as Unknown, which HSD staff will work with programs on improving in the coming years.

Graph 1: CORE Demographics by Geography
In FY 22-23, CORE-funded programs served the most individuals who identify as Latino, followed by the white population. The 60,819 Latino’s served was a 13,664 increase from the anticipated contracted amount estimated. This could be due to the floods in Watsonville that impacted a predominantly Latino population and/or this increase could be attributed to the required equity dimension in this funding cycle. 5 Programs reported on unduplicated participants, however there is the chance that participants may attend more than one CORE funded program. Additionally, some demographic charts do not equal 106,935 because demographics were reported in percentage of participants served, leading to rounding differences.

25.11 Graph 2: CORE Demographics by Race*
*Because participants could select multiple race or ethnicities, this chart total does not equal 106,935.

During this first year, CORE programs served individuals across the age spectrum. The funding served the most individuals aged 19-59 (51%), follow by children and youth aged 6-18 (20%), adults aged 60+ (16%), and children age 0-5 (29%).

Graph 3: CORE Demographics by Age
This funding cycle, CORE programs were asked to collect expanded gender data in an effort to be more inclusive. The data shows that the majority of CORE participants identified as female.

Success Story
A 15-year-old student (they/them/their) was struggling with suicidal ideation in the Spring. The student's transition to homeschooling made it challenging to access counseling services.

We stepped in to provide free weekly counseling sessions to the family. Today the student is now free from suicidal thoughts and is excited about their future.

25.12 Graph 4: CORE Demographics by Gender
In FY 22-23, most participants in CORE-funded programs primary language is English, however 32% served identified their primary language is Spanish.

Graph 5: CORE Demographics by Participants Primary Language Challenges in Collecting CORE-Funded Program and Participant Data This funding cycle's changes and requirements in data collection presented challenges for some programs. These challenges often occurred in the collection of participant surveys, program data, and participant demographics data. • 33 programs (57%) reported challenges in collecting program or participant data.
o Some programs reported challenges collecting data on school-aged children because of difficulty with parent consent.
o Programs reported data challenges due to the flooding events and federal disaster declarations because program resources needed to be deployed quickly to meet emerging needs.
• 15 programs (26%) reported challenges with participant survey response rates. o Several programs are working to improve their response rates through innovation by using text messaging, volunteers, and other strategies.

25.13 • Several programs shared difficulties with collecting demographic information from populations who have reservations about sharing personal and sensitive information. These groups included children, immigrants, and Spanish speakers.

HSD staff will work with programs to address these challenges during FY 23-24.

CORE Outcomes
In this funding cycle, reporting requirements were created to establish several shared measurements across programs to demonstrate the reach and impact of CORE-funded programs. The 58 CORE-funded program’s services vary widely (from delivering meals to providing mental health services) so each program set goals using an RBA framework that could be aggregated to understand the overall impact of CORE. Each program established one unduplicated Participants goal, while for Activity, How Well, and Better Off goals programs could select multiple goals. The chart below highlights under “How Well” that 95% of the participant satisfaction goals were met, and 81% of the “Better Off” goals were achieved. After reviewing the goals, CORE programs met the majority of their How Much, How Well, and Better Off goals.

Table 2: CORE Programs Met the Majority of Their RBA Goals In FY 22-23, HSD asked CORE funded programs to document surveyed program participants and their satisfaction with program services. Each individual served was asked “How satisfied are you with the services you received?” Notably, 94% of surveyed program participants reported they were either “very satisfied” or “satisfied” with program services.

RBA Framework CORE Goal Area
Number
of Goals
Goals
Met % Met
How Much
Participant Goals 57 40 70%
Activity Goals 157 117 75%
How Well Quality (Survey)
Goals 62 59 95%
Better Off Better Off Goals 145 118 81%
Total Goals 421 334 79%
Agency Success Story
We identified ways to improve the data collection process, including utilizing volunteers to collect data and installing a self-serve survey station on campus.

25.14 In addition to the aggregated data, programs also reported success stories for the people they served, which included:
• One program prevented 18 families from becoming homeless. • Another program that was able to secure a location in Watsonville, California offered counseling and group sessions in Spanish.
• One program reported improved access to nutritious meals for 284 participants.
• Another program reported that 90 percent of callers experienced improved mental health outcomes after engaging with their program’s staff and volunteers.

Challenges In Meeting CORE Goals
In FY 22-23 annual reporting, not all programs were able to meet their goals. The challenges that affected program goals ranged from natural disasters to lack of staffing and retention issues due to the cost of living in the County. HSD staff will engage with programs to better understand their challenges and work towards meeting their contracted goals. Challenges reported included:
• 20 programs (34%) reported staffing challenges, including staff recruitment and retention due to the high cost of living in the county. • 11 programs (19%) reported challenges related to the atmospheric river floodings that occurred in the county, specifically the Pajaro levee breaking and affecting the residents in and around Watsonville.
• Multiple programs reported language translation as major challenge, particularly with serving participants who speak indigenous languages such as Mixteco. • Other programs reported challenges related to moving virtual offerings to inperson events.

Agency Challenge
The biggest challenge in implementing the program is recruiting and retaining staff.

Due to the high cost of living and lack of affordable housing in Santa Cruz County, it is difficult to recruit staff at all levels – from providers to front office staff… Agency Success Story
Our program is engaging with the community and forming partnerships with organizations that focus on equity and inclusion, which has helped us reach out to broader communities we had never approached before.

25.15 Equity
A central focus of CORE is uncovering and addressing root causes of inequities to advance the CORE Conditions of Health and Well-Being. CORE-funded programs integrated an equity dimension within their scope of work addressing how they would enhance equity within their own program’s infrastructure. Prioritizing equity is a means to exposing barriers of access and being able to recognize personal biases that potentially limit or exclude certain populations from engaging with program services.

CORE-funded programs were asked to report on how their organization promoted equity in the past year. Programs reported:
• 31 programs (53%) provided equity-focused work trainings and workgroups for their staff and addressed issues of access.
• 14 programs (24%) increased the number of staff that reflect the population they serve including bilingual staff and Black, Indigenous, and People of Color (BIPOC) staff.
• 32 programs (55%) worked to share best practices among staff through ongoing professional development opportunities as well as offering equity-related trainings and staff diversity, equity, and inclusion (DEI) workgroups. • Other programs addressed issues of program access, including access to care, transportation, and technology.

The targeted impact program is required to address racial equity and reported:
“The [Program] Racial Equity committee developed and conducted Racial Equity training for staff, community partners, and Parent Coordinators. The committee is made up of both parents and [program] staff. The training, which was simultaneously translated, was facilitated by one of the [program] parents and a trainer. The committee agreed to bring this training to more Parent Leaders and the Promotoras, so all [Program] participants will have shared language and understanding of racial equity and how to address inequities in the community.” Technical Assistance Needs
As part of CORE’s commitment to continuous improvement, programs were asked about technical assistance needs and their participation of CORE Institute6trainings. Nearly 60 percent of CORE-funded programs reported they did not currently require technical assistance with data collection.
6 The CORE Institute is a learning hub for evaluating and sharing innovative, results-based approaches across multiple networks to create equitable health and well-being in Santa Cruz County.

25.16 However, the remaining 41% of programs reported a need for technical assistance to support data collection activities, including:
• Support with collecting demographic data.
• Help with developing surveys, particularly electronic versions. • Data integration
• Data visualization; and
• Workshops and trainings on best practices in data collection and evaluation The CORE Institute provides learning sessions and trainings on various subject matters including data collection, grant writing, and equity focused work. Over 70% of programs reported their staff participated in a CORE Institute event, such as CORE Coffee Chats and Conversations. HSD and the CORE Institute will continue to refine trainings and develop technical assistance to address program and community needs.

Next Steps
In FY 22-23, CORE Investments worked with programs to collect data that demonstrates the reach and impact of CORE funding. HSD implemented a web-based data collection system to streamline the collection of data and make reporting easier. While room for improvement remains, CORE-funded programs have increased their capacity to design, measure, and report on their reach and outcomes.

HSD, along with the CORE Institute will continue to work closely with funded organizations and assist them in meeting their goals. Next steps include:
• HSD staff will conduct site visits, prioritizing programs that are struggling to meet their goals.
• HSD staff will offer program specific assistance based on the challenges and technical assistance needs identified in this report.
• HSD will continue to collect data from programs through semi-annual and annual reporting.
• The CORE Institute will continue to offer trainings and technical assistance to both CORE-funded programs and the community focusing on identified needs.

Success Story
“Bob,” a recipient of home delivered meals, lives alone in San Lorenzo Valley just above the river. He has suffered a stroke and finds many of the activities of daily living a challenge.

This past winter we provided “Bob” with flashlights, batteries and shelf stable meals, contacted the Ben Lomond Fire Department to do welfare checks and even ensured “Bob’s” companion cat has food and TLC…

25.17 Appendices
Appendix A: CORE Annual Report Data Summary
Participant Demographics
Table 1: Participant Ages
CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served % of Goal
Participant Ages 100,965 106,935 100% 106%
0-5 10,036 9,426 9% 94%
6-18 25,060 21,907 21% 87%
19-59 42,596 54,478 51% 128%
60+ 21,056 17,085 16% 81%
Unknown n/a 4,040 4% n/a
Table 2: Participant Primary Language
CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served % of Goal
Participant
Language 100,965 106,935 100% 106%
English 69,270 69,221 65% 100%
Spanish 29,836 33,922 32% 114%
Other 1,321 1,790 2% 136%
Unknown n/a 2,002 2% n/a
Table 3: Participant Race/Ethnicity
*Totals exceed 106,935 due to “select all” option for survey respondents.

CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served
% of
Goal
Participant
Race/Ethnicity 100,965 107,047 100% 106%
Latino 47,155 60,819 57% 129%
White 34,816 31,815 30% 91%
Unknown n/a 5,941 6% n/a
Asian 2,621 3,766 4% 144%
Multi racial 12,287 2,013 2% 16%

25.18 African American 1,889 1,183 1% 63%
Native
American/Alaskan 236 876 1% 371%
Other 1,867 430 0% 23%
Native
Hawaiian/Pacific
Islander 188 204 0% 108%
Table 4: Participant Gender
CORE FY 22 23
Goal FY 22 23 Served
% of
Participants
Served % of Goal
Participant Gender 100,965 106,935 100% 106%
Female 54,406 58,229 54% 107%
Male 45,931 47,015 44% 102%
Transgender -
Female 201 127 1% 63%
Transgender - Male 195 117 0% 60%
Other 249 201 0% 81%
Unknown n/a 1,245 0% n/a
Table 5: Participant Residence
CORE FY 22
23 Goal
FY 22 23
Served
% of
Participants
Served % of Goal
Participant Residence 100,965 106,934 100% 106%
Watsonville 35,297 45,551 43% 129%
Santa Cruz 32,096 24,692 23% 77%
Unknown/Other 455 14,926 14% 3278%
Unincorporated MidCounty (e.g., Live Oak, Soquel,
Aptos ) 9,849 8,443 8% 86%
Unincorporated South
County (e.g., Freedom ) 6,870 4,611 4% 67%
Unincorporated San Lorenzo
Valley (e.g., Ben Lomond ) 5,095 3,927 4% 77%
Scotts Valley 4,834 2,381 2% 49%
Capitola 3,452 1,603 1% 46%
Unincorporated North
County (e.g. , Davenport ) 1,978 800 1% 40%

25.19 CORE Contracted and Achieved Goals
Each CORE-funded program was required to set participant, activity (e.g., providing mental health sessions), how well (e.g., how satisfied are participants with services), and better off (e.g., participants will have improved mental health) goals. CORE funded programs also selected a primary CORE Condition, which aligns with their program services and intended outcomes. The tables below display contracted goals versus achieved goals per programs grouped in each CORE Condition category.

Table 6: Participant Goals versus Achieved by CORE Condition CORE Condition
Total
Programs
Total Participant
Goal Participants
% of Goal
Achieved
Overall 58 100,965 106,935 106%
Health and Wellness 20 87,666 90,870 104%
Lifelong Learning 8 3,841 3,648 95%
Economic Security 5 2,939 3,492 119%
Thriving Families 13 3,213 2,913 91%
Community
Connectedness 3 795 395 50%
Safe and Just
Communities 3 1,260 2,866 227%
Stable, Affordable
Housing 6 1,251 2,751 220%
Table 7: Activity Goals versus Achieved by CORE Condition CORE Condition
Total
Programs Activity Goals Goals Met
% of Goal
Achieved
Overall/All Conditions 58 157 117 75%
Health and Wellness 20 52 38 73%
Lifelong Learning 8 16 12 75%
Economic Security 5 11 8 73%
Thriving Families 13 17 17 100%
Community
Connectedness 3 6 3 50%
Safe and Just
Communities 3 7 1 14%
Stable, Affordable
Housing 6 16 13 81%

25.20 Table 8: How Well versus Achieved by CORE Condition CORE Condition
Total
Programs
Program
Participants
Participants
Surveyed
Response
Rate
% of Goal
Achieved
Overall 58 106,935 33,846 32% 95%
Health and Wellness 20 90,870 27,389 30% 100%
Lifelong Learning 8 3,648 2019 55% 88%
Economic Security 5 3,492 442 13% 80%
Thriving Families 13 2,913 2,913 100% 100%
Community
Connectedness 3 395 395
100%
100%
Safe and Just
Communities 3 2,866 164
6%
67%
Stable, Affordable
Housing 6 2,751 524
19%
100%
Table 9: Better Off Goals versus Achieved by CORE Condition CORE Condition
Total
Programs Better Off Goals Goals Met
% of Goal
Achieved
Overall 57* 145 118 81%
Health and Wellness 20 48 37 77%
Lifelong Learning 8 18 16 89%
Economic Security 5 14 12 86%
Thriving Families 13 35 33 94%
Community
Connectedness 3 7 6 86%
Safe and Just
Communities 3 8 3 38%
Stable, Affordable
Housing 6 15 13 87%
*One program did not have a contracted Better Off goal.

25.21 Appendix B: CORE-Funded Programs’ Annual Reports

25.22 Small Tier
Contracts

25.23 FY 22-23 Program Report
Agency Name: Acupuncturists without Borders Program Name: AWB CARE Project Condition: Health & Wellness Tier: Small Budget: $24,374.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 700 1299
How Many Activities/Services Will Be Provided?
1000 integrative health services (ranging from acupuncture, massage therapy, chiropractic care, to auriculotherapy). 1000 1838 500 annual blood pressure screenings provided by our mobile clinics. 500 279
Goal FY 22-23
Age
0-5 0% 0%
6-18 5% 5%
19-59 85% 85%
60+ 10% 10%
Unknown 0% 0%
Goal FY 22-23
Language
English 0% 0%
Spanish 60% 60%
Other 40% 40%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 100% 100%
Multi-racial 0% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 0% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 63% 70%
Male 35% 28%
Transgender- Female 1% 1%
Transgender- Male 1% 1%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 0%
Scotts Valley 0% 0%
Watsonville 100% 100%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 700 843
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 92%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
70% of participants will have improved mental health,
specifically a decrease in stress, as measured by a program developed survey that will be administered at the end of each acupuncture, massage, chiropractic treatment. Survey data will be reviewed on a semiannual basis.
70% 91%
60% of participants will have improved physical health, specifically participants will report a decrease in pain after receiving acupuncture, massage, or chiropractic treatment, as measured by program developed survey that will be
administered at the end of treatment session. Survey data will be reviewed semiannually.
60% 93%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
CARE served many more patients and treatments than expected: almost double the number of patients and double the number of treatments. We attracted new patients at every clinic and received return patients as well. The combination of integrative services has been overwhelmingly apprciated by the community. We have also been able to expand our provider team to include practitioners that provide indigenous healing approaches, and our team is now almost half bilingual.

25.24 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Verbal testimonial from a 52 year-old farmworker who has returned 6 times for CARE clinic treatments (translated):
"I feel really good from the ear seeds
and massage. I am hurt from my back and hips, there’s times when I can not walk. I feel really good with the treatments, and since I don’t have money to pay and here they don’t charge, that's why I continue to return. If not I wouldn't return. I didn’t forget you guys were coming on the 19th so I ate breakfast and came looking for the clinic hoping you guys would be here. If not I would have returned the following month to see if I would find here because I leave here very satisfied. Thank you!"

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Blood pressure screenings began later in the grant year than anticipated due to staffing and logistical issues related to one of our clinic venues. We are now on track and will increase blood pressure screenings in the coming year to surpass our original goal.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
None at this time.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
CARE increased its BIPOC/Spanish speaking team membership by 50 percent during the course of the grant year. We also require that all staff and practitioners complete cultural competency/humility training with a DEI component.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
CARE brings trauma-informed, integrative care to people who otherwise would not have access to services or funds to pay for them. While some farmworkers have access to Medical, others lack adequate coverage. Non-pharmalogical, integrative care that addresses physical pain and traumatic stress is usually not available in this community. CARE fills this gap by providing excellent, ongoing, free treatments that are not otherwise affordable or accessible.

25.25 FY 22-23 Program Report
Agency Name: Girls Incorporated of the Central Coast Program Name: College Bound Condition: Lifelong Learning & Education Tier: Small Budget: $22,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 60 57
How Many Activities/Services Will Be Provided?
The ECHO Leadership mentoring program will provide high school girls 13 workshops, and field trips to 3 colleges and the State Capitol from August-May FY 2022-2023.
13 13
The Youth Leaders program provides 10 training workshops to ECHO program graduates on program content and
workshop facilitation skills. Youth Leaders who complete our workshop trainings will be paid to provide 35 Youth Leaders workshops to middle school and high school students during the FY 2022-2023.
10 10
In June 2023, the Smart Choices program will work with
incoming high school girls in a weeklong program at UC
Santa Cruz. The girls will participate in a series of workshops on education and career planning, meeting high school
graduation requirements, and strategies for achieving health and wellness.
1 1
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 40% 20%
Spanish 60% 80%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 97% 100%
Multi-racial 1% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 100% 94%
Male 0% 0%
Transgender- Female 0% 6%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 9%
Scotts Valley 0% 0%
Watsonville 85% 75%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 10% 16% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 5% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 60 57
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023. (Direct Services)
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of ECHO participants who are seniors in high school will apply to college. Participants applying to college will be tracked via a post program follow up phone call completed by Girls Inc. staff.
80% 100%
95% of Youth Leaders will act as role models for younger girls and provide service to their communities, as measured by surveys and evaluations from participants who are
impacted by Youth Leaders.
95% 100%

25.26 95% of Smart Choices program participants will improve their readiness for college, specifically participants will increase their knowledge of high school graduation
requirements, applying to college and seeking financial aid as measured by pre-and post-survey and program evaluations. 95% 97%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
All activities were implemented, and the outcomes were significantly higher than predicted.

In addition to previous responses, the following were achieved: ECHO participants are focused on going to college, pursuing a career, and maintaining good health. Youth Leaders earned an income, developed skills in facilitation and managing groups of girls. All senior Youth Leaders will attend college in the fall. Smart Choices girls understand the impacts of cultural myths and gender stereotypes on their lives.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
"The program has educated me and made me feel prepared as we tackle mature topics like college, careers, relationship, health, etc. I used to be shy and now I feel comfortable talking to people. I have made friends and have a support group that really cares about me.

Carmen Cortez, 17 ECHO program

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The only goal we did not achieve was to recruit the 20-25 girls for ECHO; we were only able to serve 19. The Pajaro Valley High School administration was uncooperative in allowing us to recruit participants in a timely manner for ECHO and Youth Leaders for the 2022-23 school year. For the coming year, we again did not receive adequate opportunities for recruiting and have moved our program to Watsonville High School. We have, so far, recruited 38 girls for the 2023-24 school year to participate in ECHO. We will be serving a similar population, but at a different school that has been more welcoming.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The only data collection issue is related to reporting the percentage of ECHO seniors who applied to college. There were no seniors in the Pajaro High School ECHO group.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
N/A

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Our staff, including the Youth Leaders who facilitate the programs, is over 90% Latina, well acquainted with the issues faced by our participants. The programs have been designed by staff to address issues of families and culture, and to discuss stress and healthy ways to handle it, current social issues, healthy behaviors and situations, defining goals and how to reach them. Youth Leaders attending college help facilitate Smart Choices, helping girls understand how to navigate high school and college issues they may encounter. All the Youth Leaders have been through the ECHO program and have been trained in ways to approach the girls in handling delicate situations. They understand and appreciate their responsibilities as role models.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Girls in our service population are very low income and face social and economic barriers to overcoming poverty. Since more that 70% of parents have not attended college, and many have not graduated from high school, girls lack role models or informed adults to help them navigate the process of meeting graduation requirements, applying to colleges or seeking financial aid. Our programs offered them with a clear path to pursuing and achieving a college education, providing them with peer and adult role models, focusing on leadership development, goal setting, decision-making, mentoring, educational and career planning, and avoiding risky behaviors, and inspiring them to have the confidence to plan for a future that involves college, a career

25.27 FY 22-23 Program Report
Agency Name: Seniors Council of Santa Cruz and San Benito Counties Program Name: Foster Grandparent Program Condition: Lifelong Learning & Education Tier: Small Budget: $23,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 200 122
How Many Activities/Services Will Be Provided?
60 Foster Grandparent volunteers will provide tutoring and mentorship in the classroom for 3-5 days a week during the school year.
60 47
Goal FY 22-23
Age
0-5 35% 18%
6-18 37% 43%
19-59 0% 0%
60+ 28% 38%
Unknown 0% 1%
Goal FY 22-23
Language
English 86% 32%
Spanish 14% 7%
Other 0% 0%
Unknown 0% 61%
Ethnicity
African American 8% 2%
Asian 0% 0%
Latino 35% 15%
Multi-racial 2% 0%
Native American/Alaskan 2% 0%
Native Hawaiian/Pacific Islander 2% 1%
White 49% 21%
Other 2% 0%
Unknown 0% 61%
Gender
Female 90% 63%
Male 10% 35%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 2%
Location
Capitola 15% 6%
Santa Cruz 14% 39%
Scotts Valley 2% 1%
Watsonville 35% 32%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 16 8% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 4% 2% Unincorporated South County (e.g., Freedom ) 14% 10%
Unknown 0% 2%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 200 122
80% Program participants report having either “satisfied” or “very satisfied” with the program services measured by a survey that will be completed by 06/30/2023.
80% 60%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
85% of student participants will improve academic skills, as measured by completion of assignments, and participation in the classroom. This information will be gathered through conversations with student’s teachers and will be evaluated on quarterly basis.
85% 75%
75% of mentor participants will have improved mental health, specifically participants will report decreased feelings of depression and loneliness, as measured by program exit
interviews.
75% 73%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
During FY2022-2023, the volunteers placed back in the classroom were happy to leave the isolated life they had been experiencing in the previous years due to the COVID-19 pandemic.

The teachers and principals were delighted to have the volunteers helping the teachers in the classroom with the students who had fallen back academically due to the COVID-19 pandemic. We are currently adding new volunteers through recruitment or referred by existing volunteers.

25.28 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Angelita is an 81-year-old woman who has been serving as a Foster Grandparent volunteer for the past ten years. During her service, she has mentored and tutored more than 50 students so that they are better prepared to enter elementary school. At our monthly volunteer training in March, she approached me and said, “I just want to thank you for this program – it saved my life. Two years ago, my husband, whom I loved deeply, died. I was devastated and depressed, staying in my house all the time. Once they allowed us to return, I protested, but my daughter said, ‘Mama, you have to go to stay in this program.’ Soon, I was being trained and then back into a classroom. Now look at me. A year later, I am happy, strong, and have something I love to

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

One of the challenges was getting back into the classroom with the new policies and procedures for a volunteer to be at the school. The second was that during the COVID-19 pandemic, some existing volunteers could not return to the classroom due to their physical health diminishing during isolation. Unfortunately, we had to retire those volunteers from the program. We also found that many people 55 and older are looking for a job while recruiting, making it harder for us to convince them to volunteer for the 15-hour minimum a week we ask for.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
Some teachers were uncomfortable answering the student's age, gender, ethnicity, and language. We had the students' grade levels and names, making it easy to know the information not provided by the teachers.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
If we had something official from you to get the parent's approval to collect the needed data from the students.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Yes, we conduct monthly meetings with regular listening sessions to understand staff experiences and gather feedback on equity-related issues. We train staff to recognize and address biased behavior to help create a more respectful environment.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Our program is engaging with the community and forming partnerships with organizations that focus on equity and inclusion, which has helped us reach out to broader communities we had never approached before.

25.29 FY 22-23 Program Report
Agency Name: Salud y Carino Inc Program Name: Harbor High School Girls Group Condition: Health & Wellness Tier: Small Budget: $19,524.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 20 18
How Many Activities/Services Will Be Provided?
Weekly Girls Groups (Fridays) aligned with the 2022-23
school calendar. Weekly activities include: social-emotional support, talking circle, snacks and focus on one of the following topic areas: Inter/Intrapersonal Relationships, Mind-Body Wellness, Physical Activities, Community
Advocacy/Service, Educational/Resources, and
Creativity/Arts.
25 20
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 5% 5%
Spanish 5% 5%
Other 95% 90%
Unknown 0% 0%
Ethnicity
African American 5% 0%
Asian 0% 0%
Latino 75% 90%
Multi-racial 10% 10%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 10% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 99% 99%
Male 0% 0%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 1% 1%
Unknown 0% 0%
Location
Capitola 5 0%
Santa Cruz 5% 5%
Scotts Valley 0% 0%
Watsonville 0% 0%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 95% 95% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 20 18
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30, 2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of participating girls will demonstrate increased
confidence and self-esteem; as measured by the Girls Circle pre/post survey at the beginning and end of each school year. 80% 100%
80% of participating girls will demonstrate increased
knowledge about safe sex, their body’s anatomy, and positive sexual behavior as measured by a pre/post survey adapted by the Girls Group at the beginning and end of each school year. 80% 94%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We maintained consistent attendance and engagement throughout the school year. Youth shared that the Groups supported them emotionally and academically! The youth co-designed and coled a Women Leaders Panel at Harbor High with over 50 participants.

25.30 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
A 12th grade participant shared that our Group was a safe place to share and connect and gain support for the college application process. We provided mentorship and support as well as leadership and community service opportunities and resources. The student said we helped provide the skills and opportunities for her to become a leader in our community.

She was accepted to every university she applied to and will be attending UC Berkeley in the fall on a full scholarship!

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

At times, there were scheduling conflicts with sports/clubs.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Not sure

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Staff participated in the Live Oak School Districts Racial Justice & Equity committee. One staff co-facilitated the "Youth Voice" group on Racial Justice & Equity on campus.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
The equity issue we impacted was gender (female) and Latinx access to resources, with a focus on secondary education

25.31 FY 22-23 Program Report
Agency Name: Encompass Community Services Program Name: Health & Housing Condition: Stable, Affordable Housing & Shelter Tier: Small Budget: $24,474.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 10 10
How Many Activities/Services Will Be Provided?
Provide access to Encompass Sober Living Environment
(SLE) rental housing to 10 individuals with substance use disorders who are experiencing homelessness in Santa Cruz and Watsonville.
10 10
We will provide up to 600 bed-days across three Encompass SLE rental housing sites in Santa Cruz and Watsonville. 600 536 Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 90% 90%
60+ 10% 10%
Unknown 0% 0%
Goal FY 22-23
Language
English 92% 100%
Spanish 8% 0%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 3% 10%
Asian 2% 0%
Latino 31% 0%
Multi-racial 1% 20%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 61% 70%
Other 2% 0%
Unknown 0% 0%
Gender
Female 30% 50%
Male 69 50%
Transgender- Female 1% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 1% 0%
Santa Cruz 51% 40%
Scotts Valley 3% 0%
Watsonville 25% 40%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 7% 10% Unincorporated North County (e.g. , Davenport ) 4% 10%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 8% 0% Unincorporated South County (e.g., Freedom ) 1% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 10 1
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30, 2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
70% of program participants will remain stably housed at 6 months and/or will be reported to have transitioned onto other alternative housing, as measured by the SLE residency
database, and reported annually by 6/30. The SLE residency database will track transition in and out of SLE’s to other housing.
70% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Program supplied transitionary funding to 10 recipients, offering rental assistance to chronically unsheltered, and mentally ill clients. Sucess in creating tracking data base to track recipients, outcomes and demographics.

25.32 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Program start was delayed, and we did not have a database to track tenants and recipients in. Recipients didn't respond to survey, which was sent out 2 months after intake. We sent out 9 surveys and received one response which was 5/5 satisfied.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
We experienced difficulties with utilizing a database system to track demographic info and creating a workflow.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
n/a none needed at this time

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Team meetings and one on one supervisions highlighting equity for those previously unsheltered and experiencing mental health struggles.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Offered rental assistance in 10 tenants ongoing recovery journey, focusing on those who have experienced chronic homelessness and mental health difficulties.

25.33 FY 22-23 Program Report
Agency Name: Girls Incorporated of the Central Coast Program Name: Health and Wellness Condition: Lifelong Learning & Education Tier: Small Budget: $10,500.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 75 99
How Many Activities/Services Will Be Provided?
In the Will Power/Won’t Power we will work with 8th grade girls in a series of 10 workshops from September- December FY 2022-23.
10 10
In the Friendly PEERsuasion program phase one we will
work with 7th grade girls in a series of 12 workshops from December-April FY 2022-23.
12 12
In the Phase two of the Friendly PEERsuasion program the 7th graders will facilitate 5 workshops to 4th & 5th grade girls from April -May FY 2022-2023.
5 5
Goal FY 22-23
Age
0-5 0% 0%
6-18 100% 100%
19-59 0% 0%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 40% 30%
Spanish 60% 70%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 0%
Latino 97% 100%
Multi-racial 1% 0%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 0%
Other 0% 0%
Unknown 0% 0%
Gender
Female 100% 100%
Male 0% 0%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 0%
Scotts Valley 0% 0%
Watsonville 100% 100%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 75 99
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30, 2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of Will Power/Won’t Power participants will improve their social skills, specifically participants will distinguish between safe and risky behaviors in relationships, as
measured by Youth Leader reports, and pre-post program
evaluation surveys.
80% 88%
85% of Friendly PEERsuasion program participants will
improve their knowledge of safe behaviors, specifically participants will be able to identify the negative effects of drugs, alcohol, and tobacco on the body, as measured by Youth Leader reports, and pre-post program evaluation
surveys.
85% 89%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

25.34 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
All activities were implemented, and outcomes achieved that were substantially higher than predicted. In addition to the outcomes listed in “Is Anyone Better Off?”, girls in Will Power/Won’t Power learned to take personal responsibility for the behaviors and relationships with over 95% demonstrating their ability to communicate assertively in the face of peer pressure. In Friendly PEERsuasion, over 90% of girls identified how the media influences behaviors, can recognize stress and safe ways to handle it, and learned effective refusal skills in the face of peer/media pressures.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
In 6th grade, I joined a gang to feel protected, but being a gang member was not everything I expected it to be. It had many awful effects on my family and me. After getting me out, my dad helped me to start thinking about my future. He found out about Girls Inc.’s Smart Choices Program.

I saw that I am not the only girl going through problems and that I can change. I learned in SMART CHOICES that I can go to college too! No one in my family has gone to college, so I never thought I could go. We learned about financial aid, scholarships, and the college prep classes I should take in high school. I was able to see myself in college. Now I’m in the Girls Inc. high school program and I plan to be the first in my family to go to college.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

No challenges.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
N/A

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
N/A

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Our staff, including the Youth Leaders who facilitate the programs, is 90% Latina, well acquainted with the issues faced by our participants. The programs have been designed by staff to address issues of families and culture, and to discuss stress and healthy ways to handle it, current social issues, healthy behaviors and situations, and defining goals and how to reach them. All the Youth Leaders have been through the high school program, at least, and have been trained in ways to approach the girls in how to handle delicate situations.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
In South County teen birth rates are high, incomes are low, and educational attainment is a distant dream. Our population, 97% Latina, lacks role models for envisioning higher educational goals. As a result of their participation, girls’ confidence increased, they demonstrated effective refusal skills to engage in risky behaviors (engaging in unwanted sex, using drugs, etc.), and report knowing they have power over their bodies, can make their own choices, and still keep their friends. This is very important for middle school girls when the need to “fit in” is paramount. Girls also learned public speaking and how to be leaders, positively influencing others. Youth Leaders modeled these positive behaviors providing mentoring and support.

25.35 FY 22-23 Program Report
Agency Name: Volunteer Center of Santa Cruz County Program Name: Healthy Connections Condition: Health & Wellness Tier: Small Budget: $24,685.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 300 310
How Many Activities/Services Will Be Provided?
3 Training/Education Class Series: 4-6 Week EBP Type 2
Diabetes Prevention and Control Sessions 3 4
2 specialized physical activity groups per week for
participants with a focus on mindful movement and cardio 2 2 Access to free and healthy food options 5 days/week at the Community Connection food pantry. 5 5
Peer lifestyle coaching three days per week including
specialized nutrition and exercise plans 3 3
Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 80% 85%
60+ 20% 15%
Unknown 0% 0%
Goal FY 22-23
Language
English 75% 70%
Spanish 25% 30%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 12% 5%
Asian 8% 3%
Latino 25% 30%
Multi-racial 0% 3%
Native American/Alaskan 3% 2%
Native Hawaiian/Pacific Islander 0% 0%
White 40% 50%
Other 12% 7%
Unknown 0% 0%
Gender
Female 35% 40%
Male 43% 50%
Transgender- Female 8% 6%
Transgender- Male 4% 2%
Other 10% 2%
Unknown 0% 0%
Location
Capitola 5% 5%
Santa Cruz 35% 35%
Scotts Valley 3% 5%
Watsonville 29% 30%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 7% 5% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 8% 8% Unincorporated South County (e.g., Freedom ) 1% 1%
Unknown 12% 11%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 300 250
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30 for each fiscal year.
80% 96%
Program will have an 80% participant retention rate, as measured by attendance in the Diabetes Prevention and
Control classes, physical activity groups, Community
Connection pantry pickups, and peer and lifestyle coaching.

Attendance records will be reviewed every 6 months.
80% 85%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
As a result of program activities, 85% of adults with a mental health diagnosis will report having improved mental health, specifically participants will report improved quality of life through improved physical health by exercising and
maintaining a healthy diet, as measured by participants selfreporting in quarterly surveys. 85% 96%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

25.36 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Increased peer health coaches and food bag access which participants reported was an important part of their food access for the month. 45% of participants reported they regularly ran out of money for food. By making the food bags more meal-kit like we were able to make healthy meals easier for our marginalized community and reach more people with mental and physical health tips as part of the food bag handouts.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Juliette has attended health and exercise classes regularly throughout the year. She reports that her A1C dropped so low and her diet has consistently improved over the last year that she is no longer diabetic (no longer has type 2 diabetes). She credits her peer support, Healthy Connections classes, and healthy meal options from our food bags which now come with easy recipes and instructions. She now likes quinoa and a whole array of new vegetables.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

During January and March, catastrophic floods affected staff and participants. We were able to continue the food bag program, but classes were canceled due to weather and road conditions. Participants were able to check in with Community Connection staff by phone.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Recording of any training, or slides for those of us who would watch/listen if available.

Thanks for all you do!

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
CC serves the marginalized mental health community with a majority low and fixed income participants. This population has high rates of diabetes and less access to fresh foods.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Increased access to fresh foods, recipes for items in food bags makes healthy, creative meal preparation attainable. With evidence based practices which are provided by peers, participants are able to make attainable health goals and improve their diet, increasing physical activity in a supportive community.

25.37 FY 22-23 Program Report
Agency Name: Senderos Program Name: Las Artes Culturales de Senderos Condition: Community Connectedness Tier: Small Budget: $22,550.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 49
How Many Activities/Services Will Be Provided?
240 sessions of folkloric dance and traditional music 240 274 10 community/school cultural performances 10 16
Goal FY 22-23
Age
0-5 0% 2%
6-18 70% 90%
19-59 30% 8%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 10% 33%
Spanish 90% 67%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 0% 0%
Asian 0% 2%
Latino 90% 86%
Multi-racial 8% 6%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 2% 4%
Other 0% 0%
Unknown 0% 2%
Gender
Female 70% 63%
Male 30% 37%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 3% 12%
Santa Cruz 82% 41%
Scotts Valley 0% 0%
Watsonville 3% 8%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 12% 29% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 10% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 34
80% of program participants will report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by 06/30/2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
75% of participants will report increased self-confidence as a result of participating in the folkloric and traditional music program, as measured by participants’ self-reporting in evaluation surveys completed by 06/30/2023.
75% 100%
75% of program participants will report a stronger connection to their culture of origin as a result of participating in the folkloric and traditional music program, as measured by participants’ self-reporting in evaluation surveys completed by 06/30/2023.
75% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Our free folkloric dance and traditional music classes had strong sessions during FY 2022- 2023 with many new youth joining the program. We conducted extensive school outreach in August to recruit participants and connect with families. This has been a time to rebuild the spirit of community. Our cultural arts teaching staff has stepped up in new ways. Our youth are thrilled to be performing live in the community again and we are receiving many requests for performances. We brought back our signature event, La Guelguetza festival, (last held live in 2019) at Branciforte Small Schools to an overjoyed audience of 2500 sharing the dance, music, food, and arts of Oaxaca, Mexico.

25.38 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Nadia was born in Oaxaca and has been dancing with Senderos Centeotl Danza y Baile since she was eight years old and has been part of our ¡Adelante Santa Cruz! educational support program since middle school. She completed SC High this year and was selected to give the Spanish language student speech at graduation. She was awarded both the Adelante and Senderos college scholarships and a Community Foundation scholarship. Nadia will attend San Francisco State University next year and major in finance. Nadia’s story was featured in a recent article in the Santa Cruz Sentinel (all public information):
https://www.santacruzsentinel.com/2023/05/31/santa-cruz-high-first-generation-grad-toattend-san-francisco-state-university/

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

An operational challenge we had was that our first Executive Director resigned at the end of October after only nine months, so our Board leadership and teaching staff took on more responsibility. We went through a new hiring process, but the chosen candidate dropped out for personal reasons after the position was offered. We spent time assessing our process and staffing needs and are working with a consultant to help us plan for succession of cofounders and a key founding Board Trustee and future sustainability. We are engaged in a new hiring process for the Executive Director position.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
We set up new online registration and class attendance systems which were an improvement over previous systems. We conducted a brief evaluation at the end of the year. 40% of our participants were 10 or under so we counted on parents to complete surveys. Many of our families are not so tech savvy, so we still needed to use paper surveys. We also wanted to collect more evaluative information but our teachers said that tolerance for longer surveys would be limited. We will look at collecting surveys during each session rather than waiting until the end of the school year, when everyone is very busy.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Not sure...

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Fulfilled our strategic goal making the transition to paid staff connecting our core value of equitable access to services by providing them free to the community and fairly compensating individuals who deliver those services. We are proud of our language equity.

All our staff are Latino/a and bilingual and deliver services in Spanish with English interpretation as needed. Staff can take advantage of professional development funds; this summer three teachers traveled to Oaxaca to advance their folkloric and traditional music skills (out of country travel is not paid for with County funds). Three Senderos leaders are part of Community Foundation’s Rise Together initiative working to advance racial equity in the County.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
At its core, Senderos cultivates a welcoming environment for Latinx, immigrant and Indigenous people to be seen and heard as their authentic selves. Youth feel pride in learning about their culture and sharing in the community; they connect with their family heritage and traditions. By openly celebrating their culture through numerous community and school performances and events like Día de los Muertos and Guelaguetza, Santa Cruz County’s Latinx community feels acknowledged and valued and provides strength and hope in facing the many challenges of life. Senderos’ popular community and school performances break down barriers and increase understanding and acceptance of diversity within the entire community.

25.39 FY 22-23 Program Report
Agency Name: Nourishing Generations Educational Project Program Name: Nutrition, Culinary, Fitness Education Condition: Health & Wellness Tier: Small Budget: $22,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 225 197
How Many Activities/Services Will Be Provided?
18 2-hour long classes for 3-5th graders 18 15
12 1-hour long classes for parents 12 9
Goal FY 22-23
Age
0-5 0% 0%
6-18 75% 92%
19-59 25% 8%
60+ 0% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 60% 60%
Spanish 40% 40%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 2.50% 3%
Asian 2% 2%
Latino 63.50% 63%
Multi-racial 2% 2%
Native American/Alaskan 1% 1%
Native Hawaiian/Pacific Islander 1% 1%
White 26.50% 27%
Other 1.50% 1%
Unknown 0% 0%
Gender
Female 48.80% 49%
Male 51.20% 51%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 0% 0%
Scotts Valley 0% 0%
Watsonville 0% 0%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 100% 100% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 225 197
80% of CORE program participants reported being “satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30th of each FY.
80% 80%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
70% of program participants will demonstrate an increase in knowledge of nutrition fundamentals and ability to make healthier food choices as measured by pre and post surveys, interviews, and observations.
70% 70%
70% of program participants will demonstrate an increase in their knowledge of cooking skills and kitchen hygiene
measured by pre and post surveys, observation and
interviews.
70% 70%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We were successful in working with a greater number of elementary school students than stipulated for in our school contract. We had planned for 150 students but seamlessly integrated 183 into the program.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
During one of our adult classes at Live Oak school where we taught about healthy breakfast and the participants learned what to look for when reading nutrition labels, one father mentioned that he had never thought to read nutrition labels on the food he purchased for his family. He shared that though he was barely forty, he was on several medications for diet/lifestyle related illnesses. He realized that the food his family was consuming was in large part the cause of his illnesses. It was gratifying to see "the light go on" and to give him an awareness and a tool to use to improve his health and that of his family.

25.40 3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Scheduling the classes within the school calendar was a bit challenging. We had planned to offer 18 classes for the elementary school students but the school admin requested just 15 classes (5 at each site) to better fit their after school scheduling.

The adult program encountered the same issue - the school admin only wanted us to schedule 3 classes at each school, not the 4 originally planned. The attendance for the adult classes was much less than anticipated. The time requested by the school was not optimal for parents - we received this feedback from participants and teachers. We also felt that the school did not promote the program sufficiently. Improvements in scheduling and outreach can increase parent participation next year.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
It is very difficult to conduct formal program assessment with elementary school children, as written surveys are not practical in most cases. THis year we relied on verbal interviews with the children and feedback from the teachers. Alternative methods such as family interviews or focus groups might be more fruitful.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
We would like to consult with HSD or CORE regarding innovative strategies for evaluating a short program serving young children. More effective assessment strategies can help us understand areas for potential improvement, and allow us document our impact with greater accuracy and detail.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
We are working to upgrade the linguistic and cultural diversity among our staff. We have identified a native Spanish speaking Latino chef and plan to invite him to serve on our staff this upcoming school year.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
We continue to work to diversify our Board and Team members. We recently welcomed a new Latina member to our Board who will be working to introduce more community members into our program Team and Board leadership.

25.41 FY 22-23 Program Report
Agency Name: Walnut Avenue Family & Women's Center Program Name: Space for Change Condition: Safe & Just Community Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 10 1
How Many Activities/Services Will Be Provided?
50 Sessions of Circle Support & Education 50 0
50 Sessions of Advocate Support 50 6
Goal FY 22-23
Age
0-5 0% 0%
6-18 10% 0%
19-59 85% 100%
60+ 5% 0%
Unknown 0% 0%
Goal FY 22-23
Language
English 75% 100%
Spanish 25% 0%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 10% 0%
Asian 5% 0%
Latino 40% 0%
Multi-racial 10% 0%
Native American/Alaskan 2.50% 0%
Native Hawaiian/Pacific Islander 2.50% 0%
White 30% 100%
Other 0% 0%
Unknown 0% 0%
Gender
Female 42% 0%
Male 42% 100%
Transgender- Female 1% 0%
Transgender- Male 1% 0%
Other 14% 0%
Unknown 0% 0%
Location
Capitola 5% 0%
Santa Cruz 45% 0%
Scotts Valley 5% 0%
Watsonville 12% 100%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 18% 0% Unincorporated North County (e.g. , Davenport ) 2% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 12% 0% Unincorporated South County (e.g., Freedom ) 1% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 10 0
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey, that will be completed by 06/30 for each fiscal year.
80% 0%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
Survivor - 70% report feeling like they’ve received the support and information necessary to move forward in
whatever way is safest according to self-determined goals and needs. This information will be tracked on an ongoing basis by the advocate through one-on-one interviews.
70% 0%
Person causing harm - 70% report feeling more aware of
impact of behavior on survivor and others (“victim empathy”) As determined by pre and post process surveys.
70% 0%
Support circle member - 80% report improved understanding of domestic violence (education) As determined by pre and post process surveys.
80% 0%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

25.42 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Walnut Avenue has been receiving an increasing number of inquiries about Space of Change, indicating some success in word-of-mouth promotion. At the time of writing, a case with a person who has caused harm is likely to move forward. Our program was also approved as an alternative to a conventional batterer intervention program by a local magistrate in a domestic violence restraining order case.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Although only one case was active and it ended due to a transportation issue between North and South Counties, the majority of people who have inquired about the program have expressed gratitude over the program’s existence. This reinforces the fact that we are moving in the correct direction, even if the numbers are slow to grow.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The program itself is prepared to provide service with no anticipated problems in doing so.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The primary challenge has been promotion to bring in participants.

Program staff are currently developing an alternative strategy involving a ‘learning community’ intended to help incentivize community participation in transformative justice-informed approaches.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Nothing at this time.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Staff has not been idle: while participation numbers are currently low, the staff have been continuing to engage in reputable, evidence-based education on restorative and transformative justice from sources that are predominantly coming from BIPOC and/or LGBTQ+ perspectives

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Walnut Avenue conitnues to meet agency wide to explore equitable processes in all aspects of our services and the way we run our agency. Use of surveys from partners, staff and participants help us stay within our goal of equitable services for all.

25.43 FY 22-23 Program Report
Agency Name: Homeless Garden Project Program Name: Transitional Employment for Individuals Experiencing Homelessness
Condition: Economic Security & Mobility Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 43
How Many Activities/Services Will Be Provided?
Provide over 10,000 hours of transitional employment
annually to people experiencing homelessness. 10000 17698 Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 88% 88%
60+ 12% 12%
Unknown 0% 0%
Goal FY 22-23
Language
English 87.50% 95%
Spanish 12.50% 5%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 10% 0%
Asian 2% 0%
Latino 10% 19%
Multi-racial 9% 11%
Native American/Alaskan 0% 0%
Native Hawaiian/Pacific Islander 2% 0%
White 67% 65%
Other 0% 5%
Unknown 0% 0%
Gender
Female 40% 44%
Male 54% 54%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 6% 2%
Unknown 0% 0%
Location
Capitola 0% 0%
Santa Cruz 77% 85%
Scotts Valley 0% 0%
Watsonville 7% 5%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 7% 5% Unincorporated North County (e.g. , Davenport ) 2% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 7% 5% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 22
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 6/20/2023.
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
80% of graduates of the program will be employed/receiving steady income within 3 months of leaving the program, as measured by follow-up interviews with graduates.
80% 100%
80% of graduates of the program will obtain stable housing within 3 months of leaving the program, as measured by
follow-up interviews with graduates.
80% 88%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
We had a successful year with our transitional employment program. Successfully engaging people experiencing homelessness and prviding wages, job training and support services in an effort to help obtain housing and employment. We also were successful in distributing more healthy, organic produce than ever before, growing the Feed 2 Birds program in 2022 from 30 to 45 shares of organic produce donated to non-profit partners and again from 45 to 60 in 2023. This program builds our trainees self-worth while helping to combat food insecurity in our community.

25.44 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
We have many stories on our blog at our website. Here is an excerpt from Eric's talk at our annual MLK Jr. Day of Service.
https://homelessgardenproject.org/peace-and-connection-on-the-farm/ "In all, I’ve gained a sense of peace here that I don’t think I’ve experienced anywhere else, right here on this 3 1/2 acre patch of earth. My time as a trainee is almost up, a little more than a month to go, but I now have a center of support & stability that I will use to carry my partner & me into the future, new opportunities, a new beginning."

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The weather served to be the biggest impediment to success this year. We were significantly delayed in farming in the spring, and the weather was very challenging for those who are unhoused. We had a newly housed trainee lose her Boulder Creek cabin as 3 redwoods fell on it, making her unhoused again. Our value-added workshop and office had severe leaks and significant mold was identified, forcing us to secure alternate accommodations.

As with other challenges, our resourceful staff and incredible community of supporters (including the City) have stepped up to allow the program to continue successfully.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The population we serve has larger than average challenges wth regular communication. We did not distribute the survey regularly, thus making it more of a challenge to receive surveys from those who have moved on from the program. In the future we will regularly apply the survey.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Unknown. We will regularly apply to official CORE survey throughout the grant period to ensure higher rates of return.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Issues of equity remain at the heart of HGP's work. We believe everyone has value and our work is to ensure all have the tools they need to build a home in the world.

We have engage organizational consultants to help us create a Diversity, Equity and Inclusion plan. The consultants (Healing Equity United) have been working with select staff to create a curriculum for our organization.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
As addressed above, we have engaged with consultants to ensure our organization is practicing the inclusive values that we strive for.

Additionally, while our volunteer program has yet to reach the larger numbers of participation as prior to the pandemic, the numbers have increased and we are once again seeing stigmas around homelessness change through collaboration on the farm, with bridges between housed and unhoused communities being built and strengthened. This remains core to our work.

25.45 FY 22-23 Program Report
Agency Name: Vista Center for the Blind and Visually Impaired Program Name: Vision Loss Rehabilitation Program Condition: Health & Wellness Tier: Small Budget: $22,800.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 40 68
How Many Activities/Services Will Be Provided?
40 Assessments/ Counseling 40 68
78 Hours of Case Coordination 78 86
5 Support Groups/ bi-lingual - 15 Participants 5 5
35 Sessions of Rehabilitation Services – (Includes Training in Adaptive Daily Living (ADL) Skills and/or Orientation & Mobility (O&M), and/or Assistive Technology)
35 56
Goal FY 22-23
Age
0-5 0% 0%
6-18 0% 0%
19-59 15% 2%
60+ 85% 98%
Unknown 0% 0%
Goal FY 22-23
Language
English 93% 93%
Spanish 6% 4%
Other 1% 0%
Unknown 0% 3%
Ethnicity
African American 0% 0%
Asian 1% 6%
Latino 9% 7%
Multi-racial 0% 0%
Native American/Alaskan 1% 0%
Native Hawaiian/Pacific Islander 0% 0%
White 88% 80%
Other 1% 1%
Unknown 0% 6%
Gender
Female 69% 57%
Male 31% 43%
Transgender- Female 0% 0%
Transgender- Male 0% 0%
Other 0% 0%
Unknown 0% 0%
Location
Capitola 8% 5%
Santa Cruz 42% 46%
Scotts Valley 11% 12%
Watsonville 14% 12%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 18% 14% Unincorporated North County (e.g. , Davenport ) 4% 2%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 1% 7% Unincorporated South County (e.g., Freedom ) 2% 2%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 40 53
80% of program participants report being either “satisfied” or “very satisfied” with program services as measured by a onequestion participant survey that will be completed by 06/30/2023
80% 100%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
85% of Assessment / Counseling participants will report better mental health, increased knowledge of community
resources, services, adaptive devices, and equipment, as measured by follow up survey - Clients who rate at least a 4 on a scale of 1 (unsatisfactory) to 5 (satisfactory).
85% 100%
85% of ADL participants will report behaviors that improve physical health, specifically able to manage day to- day activities, as measured by post-test at discharge – e.g., Clients who improve at least one level from Not Confident to
Somewhat Confident to Confident in their ability to prepare a simple meal.
85% 100%
85% of O&M participants will report improved mental health, mobility skills, ability to navigate home and community, as measured by post-test at discharge - Clients who improve at least one level from Not Confident to Somewhat Confident to Confident in their ability to safely move within their residence or community.
85% 100%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

25.46 1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
Vista Center contracted to serve 40 unduplicated blind and visually impaired County residents with services that enable independence, improve safety, and reduce isolation. At FY23 yearend, 103 seniors have been served. 68 of these received low or no-cost services, funded through this CORE grants budget. We have exceeded targets for both service volumes and contracted outcomes with all clients reporting 100% satisfaction! Program participation has surged since in-person services have resumed fully. Visually impaired residents prefer receiving 1:1 training as well as the opportunity to share, socialize and attend support group counseling.

2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Ms. ER is 59 years old client, speaks only Spanish and lives in Santa Cruz. ER lost her vison due to unexpected diabetes complications. She came to Vista Center in a state of disbelief, shock and denial. Our Spanish speaking Counselor provided individual counseling and Spanish Support group participation. Rehabilitation specialist helped ER regain her confidence and independence through Orientation and Mobility instruction.

ER says: “I learned how others deal with the same issues and that I am not alone. I can now reach out friends during a difficult moment --or even to share good moments. I want to thank Vista Center for providing critical services for people like me”.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

Our main challenge remains hiring qualified staff, due to:
1) a lower supply of vision loss related specialized skills, and 2) our ability to attract good talent owing to below market compensation and high cost of living.

However, we have had some success in hiring an Orientation and Mobility Instructor recently.

Community Outreach is still limited to retirement communities and senior centers due to staff limitations and remain lower than pre-Covid levels.

Vista Center’s participant data collection tools are robust and do not pose any major challenges.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
N/A

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
N/A

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
Equity and diversity is built into our daily activities both with client programs and staff team work. We regularly serve clients with disabilities and visual impairment and also have a significant percentage of staff with lived experience in vision loss and blindness.

Staff are continuously trained in best practices for promoting equity and respectful behavior within and outside the organization.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
Grant funding of $22,800 has helped us serve more low-income residents, especially seniors and therefore reduce systemic income driven health inequities. Our enhanced capacity has enabled provision of low or no-cost services to 68 County residents, which is over and above our target of 44.

Program funding has positively addressed access inequities, promoted the just and fair treatment of all Vista clients, including the more vulnerable and financially disadvantaged, levelled the playing field for low-income seniors with access to same services as those that are able to pay.

25.47 FY 22-23 Program Report
Agency Name: Wings Homeless Advocacy Program Name: Vital Documents Condition: Stable, Affordable Housing & Shelter Tier: Small Budget: $25,000.00 Goal FY 22-23 Goal FY 22-23
Unduplicated Participants
Total UnduplicatedParticipants 410 370
How Many Activities/Services Will Be Provided?
410 birth certificates. 410 370
Goal FY 22-23
Age
0-5 2% 7%
6-18 3% 6%
19-59 73% 74%
60+ 22% 13%
Unknown 0% 0%
Goal FY 22-23
Language
English 70% 97%
Spanish 30% 3%
Other 0% 0%
Unknown 0% 0%
Ethnicity
African American 6% 3%
Asian 1% 1%
Latino 26% 30%
Multi-racial 7% 4%
Native American/Alaskan 5% 6%
Native Hawaiian/Pacific Islander 2% 0%
White 79% 77%
Other 0% 0%
Unknown 0% 9%
Gender
Female 38% 39%
Male 60% 58%
Transgender- Female 0% 1%
Transgender- Male 0% 0%
Other 2% 1%
Unknown 0% 1%
Location
Capitola 0% 0%
Santa Cruz 90% 92%
Scotts Valley 0% 0%
Watsonville 10% 8%
Unincorporated Mid-County (e.g., Live Oak, Soquel, Aptos ) 0% 0% Unincorporated North County (e.g. , Davenport ) 0% 0%
Unincorporated San Lorenzo Valley (e.g., Ben Lomond ) 0% 0% Unincorporated South County (e.g., Freedom ) 0% 0%
Unknown 0% 0%
Goal FY 22-23 Goal FY 22-23
How Well Did We Provide Service?
How many participiants did you survey? 410 370
80% of CORE program participants report being either
“satisfied” or “very satisfied” with program services as measured by a one-question participant survey that will be completed by June 30th of each FY.
80% 97%
Goal FY 22-23 Goal FY 22-23
Is Anyone Better Off?
60% of participants at risk of or currently experiencing homelessness who receive Vital Docs services will show an increase in housing readiness as measured by a review of HMIS case notes pre and post service; this information will be aggregated and reviewed at the end of each fiscal year. 60% 99%
Additional CORE Questions (The maximum length is limited to 750 characters in the below boxes)

1. Briefly describe any progress and/or successes your CORE program achieved implementing its activities during FY 2022- 2023. (Recommended 2-4 sentences)
The Wings Vital Docs Team served 370 people experiencing homelessness in the last fiscal year. Wings volunteer notaries provided no-cost birth certificates at managed camps, county jails, and libraries to provide clients with a path to housing, employment, and other benefits that can help them to become self-sufficient.

25.48 2. (Optional, Success Stories) Please share a short story about the experience of a participant or family that received services funded through this contract during FY 2022-2023. Please state the specific activity that was provided and the impact or positive change that occurred as a result of the service(s) provided. *Please make sure to change any identifying
information, such as names.*
Wings is fortunate to see client success firsthand. Wings has been able to assist families like Amelia and her 3 teen sons with getting their birth certificates. Though currently living in a truck, the family is now able to pursue a housing voucher. Brad said “Because of Wings, I got a job with UPS!”, and Allen received his birth certificate (from Japan), got his Real ID, and was able to travel to New York to be with supportive family. Maribel fled an abusive situation and needed her daughter’s birth certificate to enroll her in a new school and to get benefits so they could start over in safety. In each of these cases, a birth certificate was the ticket to exiting homelessness.

3. Please describe any challenges your agency experienced in implementing its CORE funded program.

The primary challenge for the Vital Docs Team is having clients follow up. People experiencing homelessness do not always have consistent means of communication or transport, which can make it challenging to hand off the birth certificate once it has been received by Wings. If Wings is unable to reach the client by their preferred means of communication for 6 weeks, it is safely stored and a public alert is put into HMIS for the client, including Wings’ contact information. This ensures that case management will know that it can be picked up if needed.

4.Have you encountered challenges in collecting
CORE program or participant data?
Yes No

5. If you answered yes, what challenges did you experience? (Recommended 2-4 sentences)
The main challenge in collecting exit data is when clients are unable to follow up. For example, when doing outreach at the Benchlands last July, Wings was able to get birth certificates for multiple people staying there but lost contact with at least half of them when the camp disbanded. We stored these birth certificates and when the clients or a case manager contact us to retrieve the birth certificate, we are able to get the exit survey information at that time.

6. What technical assistance can HSD or the CORE Institute provide to support your data collection activities?
Wings does not currently require any extra assistance.

7. During FY 2022-2023, did your CORE program staff
participate in a CORE Institute event (e.g., Coffee Chats or Conversations)?
Yes No

8. During FY 2022-2023, how did your CORE program
engage its staff on issues of equity?
The Wings Vital Docs Team (1 staff, 9 volunteers) is constantly adapting to better serve new populations. All Wings forms are available in both Spanish and English, and we try to have a bilingual team member at our south county program. Wings is committed, and successful, in obtaining international birth certificates, to better serve our clients and reduce the burden of traveling to a consulate. For clients without a permanent address, we provide our address for safe delivery of their documents. Lastly, we also secure marriage, divorce and death certificates for clients who need these to access social security benefits to which they are entitled.

9. In the CORE RFP, your program indicated an equity issue your program would address. How has your program
impacted this equity issue in FY 2022-2023?
By helping people obtain birth certificates, Wings is reducing barriers and increasing access to housing, health care, services, benefits, and employment-all of which help break the cycle of poverty and homelessness. For 97% of our clients, having a birth certificate increased their confidence in being able to pursue employment, housing or stability. Clients indicated that the main reasons for requesting a birth certificate are for ID (49%), benefits (43%), employment (47%), housing (49%) and housing vouchers (40%). Our program aligns with the Housing for a Healthy Santa Cruz Strategic Framework, helping the county increase the number of people exiting services into permanent housing, and reducing time spent without housing.