Santa Cruz City Council
January 23, 2024

Photo 1 Brick Veneer Separang from Building at Top. Bow in Exterior wall.

26.37 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 2 Crack in Brick Veneer

26.38 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 3 Soil Elevaon is Higher at Tree Blocking Foundaon Vents

26.39 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 4 Brick Veneer Separang from Building

26.40 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 5 Damaged Brick Veneer at Corner

26.41 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 6 ¼” Wide Crack in Foundaon Stem Wall Adjacent to Tree

26.42 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 7 "Y" Shaped Crack in Foundaon Adjacent to Tree

26.43 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 8 Paral Rot at End of Joist Adjacent to Higher Soil Outside of the Building

26.44 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 9 Blocked Foundaon Vent, View from Inside Crawl Space

26.45 Structural Assessment of Existing Apartment
Building Affected by Redwood Tree
Lynwall Apartments, 339 Walnut Avenue, Santa Cruz

Photo 10 2nd Blocked Foundaon Vent View from Inside Crawl Space

26.46 26.47

26.48 26.49

26.50 26.51

ARBORIST FIELD REPORT

TREE ROOT CROWN INSPECTION
Don W. Cox, certified arborist Tree Care-Plant Health Care-IPM [email protected] SITE ADDRESS: 339 Walnut Ave, Santa Cruz, CA 95060
DATE OF INSPECTION: 12/09/2023
REQUESTED BY: Santa Cruz Property Management
TREE DESCRIPTION: COMMON NAME: Coast Redwood
BOTANICAL NAME: Sequoia sempervirens
SIZE: Two stems of 66-inches and 40-inches in diameter, height of 120-feet.

LOCATION ON PROPERTY: Walnut Ave between sidewalk and building.

ASSIGNMENT: Excavate soil with air-spade, between tree root crown and brick siding of apartment building as best possible, in order to inspect points of contact.

PROCESS: A pneumatic “air-spade” was used to blow soil away from the area between the tree and the building, concentrating on the closest points of the tree’s root flare, down to the level where the woody structure contacted the brick siding of the building.

Obstructions (adventitious root mass, bricks, bottles, garbage), the restricted space between tree and building, as well as the extreme sloping site characteristics and powdery soil, made complete excavation and exposure of the desired depth impossible.

A 4-foot plumber’s probe was used to probe the closest points in order to determine if there was contact between the expanding girth of the root crown against the wall of the building.

ASSESSMENT / DETERMINATION: There is definite contact with the wall of the building by the expanding root crown of the tree, as further evidenced by the appearance of a bowed inward curvature of the brick siding at the points of contact.

The air-spade excavation was a poorly advised method for any conclusive inspection, due to the limitations of the equipment and the site characteristics. Further exploration would need to be done possibly with Ground Penetrating Radar.

12/10/2023
_______________________________________________________________________ Donald W. Cox / I.S.A. Certified Arborist WE-3023A
www.FertileEarthLandCare.com

26.52 ARBORIST FIELD REPORT

TREE ROOT CROWN INSPECTION
Don W. Cox, certified arborist Tree Care-Plant Health Care-IPM [email protected]

26.53 26.54

26.55 26.56
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FLOW REFERENCES DRAWING #: FIELD BOOK: DESIGN CHECKED DATE DRAWN VAULT NO. SCALE SHEET OF 809 Center Street, Room 201 Santa Cruz, CA 95060 REVISIONS P U B L I C W O R K S D E P A R T M E N T SANTACRUZ C I T Y O F C I T Y O F S A N T A C R U Z C A L I F O R N I A 1866 # EXHIBIT A WALNUT AVE - LINCOLN ST # # DnC DEDnC 11/20/2023 1' = 10' 1 1 NEW RE-INFORCED SIDEWALK WITH #4 REBAR @ 24" O.C. PAVEMENT SECTION 1 3" AC OVER 6" PCC 2 6" PCC RELOCATE EXISTING FIRE HYDRANT NEW CURB RAMP NEW CURB RAMP NEW YIELD LINE NEW CROSSWALK RELOCATE EXISTING STREET LIGHTRELOCATE EXISTING STREET SIGN REMOVE EXISTING SIDEWALK 26.57 Cost Estimate ‐ Lincoln and Walnut
Description Item Total
Mobilization $    11,580.01
Storm Water Pollution Prevention Plan (SWPPP) $      1,544.00 Traffic Control and Construction Area Signs $    15,440.01 Construction Surveying by the Contractor $      3,860.00 Sidewalk/Roadway $    40,800.00
Material and Preparation $    51,830.00
Traffic Signage $      2,180.00
Traffic Striping and Markings $         706.00
$ 127,940.02

26.58 Proposal
DATE
3/7/2023
PROPOSAL NO.
92588

NAME / ADDRESS
Santa Cruz Property Management
1240 41st Ave
Capitola Ca 95010
Watsonville Grading & Excavation, Inc.
280 Marigold Ave.

Freedom, CA 95019
CL #900790
SIGNATURE _____________________________________
E-mail [email protected] Phone # 8317284002 Fax # 831-724-9744 DATE

DESCRIPTION COST
Job Site: 339 Walnut Ave Santa Cruz
SCOPE OF WORK: Remove and replace the damaged concrete sidewalk sections around the corner of the building a total of 300 sqft

1. Demo, load and off haul the damaged concrete and gutter pan

2. Excavate the dirt down 6"

3. Import, grade and compact 6" thick of class 2 base rock over the dirt sub grade for both areas

4. Install rebar 18" on center

5. Place and pour concrete sidewalk and gutter pan with six sack 3/4 concrete

6. Pave the road along the new gutter pan with commercial grade hot asphalt Total 8,900.00
NOTE: Price includes the permit for the work above
_____________________________________
If accepted a minimum deposit of 10% will be due. The remaining amount of the contract is to be paid at the completion of the job. Any alteration from the specifications involving extra cost of material or labor will be made in writing, and will be an extra charge over the total mentioned in the contract. Watsonville Grading & Excavation, Inc. is not responsible for any cause or condition beyond our control. Signature below authorizes Watsonville Grading & Excavation to proceed with work related to the contract. Proposals must be signed and returned within 30 days to guarantee the quoted price. Please sign and return one copy with required deposit. Once accepted work is completed the balance is due. A 2% finance charge will be assessed on invoices not paid within 15 days of completion. Exclusions: Unstable soil conditions, any Sub X, water flow under a 2% slope, blemishes caused by wheel steers, cracking or any permit fees.

26.59 From: jan noto
To: City Council
Subject: Redwood tree removal
Date: Thursday, January 4, 2024 5:03:09 AM
Hello council,
I am a senior citizen who lives downtown and would seriously recommend that you vote to remove the redwood tree on the corner of walnut st across from Santa Cruz high.

I no longer can walk on the side walk, because it is so dangerous. Instead I have to leave the sidewalk and walk in the street. This is a dangerous intersection with cars speeding down the one way hill on walnut going downtown.

Aside from that, at what point does a property owner loose the ability to protect his investment? Is a tree more important than the structural integrity of his building? There are so many of these “heritage “ trees downtown that were planted with no practical thinking that sooner or later they would jeopardize the safety of this neighborhood.

Please allow the owner to remove it as soon as possible without feeling as if you are subtracting the beauty of the neighborhood. We have plenty of redwood trees in the county. We need walkable streets and homes that are not valueless because a tree is too close to the foundation.

Thank you
Jan noto/ owner 616 washington st.

Sent from my iPad

26.60 From: Dusten Dennis
To: City Council
Subject: Remove Heritage Tree on Walnut Ave.

Date: Thursday, January 4, 2024 9:16:13 AM
Dear City Council,
Please allow the removal of the redwood tree on Walnut Ave. We should not burden property owners with these extra costs and destructive effects to housing in our community.

Thank You,
Dusten Dennis
920 Cayuga St
Santa Cruz CA 95062

26.61 From: Lee Taiz
To: City Council
Subject: redwood tree on Walnut street
Date: Thursday, January 4, 2024 12:11:39 PM
Dear City council,
The Redwood tree on Walnut street shouldn’t be cut down. It’s doing a good job for the environment.

Lee Taiz
Flora Unveiled
The Discovery and Denial of Sex in Plants
Lincoln Taiz and Lee Taiz
Available through all good bookshops, or direct from Oxford University Press

26.62 From: Renee Flower
To: City Council
Cc: Renée Beville Flower
Subject: Agenda of January 9, 2024: Item #30. Tree Appeal 339 Walnut Avenue Date: Thursday, January 4, 2024 10:08:13 PM
To: Santa Cruz City Council
Re: City Council Agenda, Regular Meeting, January 9, 2024 Agenda item 30. Tree Appeal 339 Walnut Avenue
In relation to the Parks and Recreation Commission’s approval of tree removal permit application TR23-0089 to remove one coast redwood tree located at 339 Walnut Avenue, I am providing evidence that the redwood tree at that location likely did not predate the apartment building on the corner of Walnut Avenue and Lincoln Street.

A comment on a social media post about the proposed tree removal asked the question, “...which came first, the tree or the building?” An aerial photo shot in 1953 shows the intersection of Walnut Avenue and Lincoln Street adjacent to Santa Cruz High School. At that time there were no trees or buildings on the property which is today's 339 Walnut Avenue. The Santa Cruz County Tax Assessor's “year built” date for 339 Walnut Avenue is 1959. Therefore, based on the aerial photo (1953) and the year built date (1959), the large redwood tree located on the corner of Walnut and Lincoln in January 2024 likely did not exist at its present height and circumference prior to construction of the apartment building. If the tree was planted soon after the photo was shot in 1953, it could not have attained the stature of an “old growth” redwood tree prior to the construction of the apartment building at 339 Walnut Avenue in 1959.

I’ve enjoyed the presence of that redwood tree during my 50 years of residence in Santa Cruz, but I support its removal to protect the apartment building and other infrastructure from further damage.
— Renée Flower
Santa Cruz, California
(Attached photo and photo detail show the intersection of Walnut and Lincoln) Title: Santa Cruz High School Area [Aerial View]
Date Created: 1953
Access Rights: Public
Santa Cruz County Historic Photograph Collection
McHenry Library, Special Collections
University of California, Santa Cruz
1156 High Street, Santa Cruz, California, 95064
Photo is available at this link:
https://digitalcollections.library.ucsc.edu/concern/works/3484zj77h

26.63 —————————
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26.64 From: Garrett
To: City Council
Subject: 1.9.23 Agenda Item # 30 Redwood tree removal
Date: Friday, January 5, 2024 10:25:52 AM

1.9.23 Agenda Item # 30 Redwood tree removal
Dear Council,
Enough already. Adoptive grievance mongering here has reached new heights on this tree hugger issue.

Redwoods are not endangered. Many are lost all the time.

This is a private property issue.

Sometimes trees grow beyond the size the property can accommodate safely without damaging other property.

Chop already.

I understand Redwood trees are quite valuable, more valuable than many hardwoods except for woods like tropical woods or walnut.

Perhaps the owner, if they sold the tree, and net proceeds were forthcoming after removal and sale, could donate the net proceeds to tree planting as a gesture of community unity. Just an idea. I wonder if it's value as wood has been appraised? Garrett Philipp

26.65 From: Judi Grunstra
To: City Council
Subject: Agenda Item 30 - Tree appeal
Date: Saturday, January 6, 2024 5:31:57 PM
Dear Mayor and Council Members:

Please uphold the appeal and allow more time for the out-of-state property owner to find a lower-cost alternative to concrete as a way of improving the safety of the sidewalk/street. So many of our supposedly protected Heritage Trees are being cut down, to the detriment of our community. Our "urban forest" is being decimated, with no end in sight, as new developments are proposed and approved.

Thank you.

Judi Grunstra

26.66 From: Renee Flower
To: City Council
Cc: Renée Beville Flower
Subject: Agenda of January 9, 2024: Item #30. Tree Appeal 339 Walnut Avenue Date: Sunday, January 7, 2024 7:20:19 PM
Attachments: Screen Shot 2024-01-07 at 4.08.14 PM.png
To: Mayor Keeley and Santa Cruz City Council
Re: City Council Agenda, Regular Meeting, January 9, 2024 Agenda item 30. Tree Appeal 339 Walnut Avenue
From: Renée Flower, resident of Santa Cruz since 1973
In relation to the Parks and Recreation Commission’s approval of tree removal permit application TR23-0089 to remove one coast redwood tree located at 339 Walnut Avenue, I am providing evidence that the redwood tree at that location did not predate the apartment building on the corner of Walnut Avenue and Lincoln Street.

The apartment building located at 339 Walnut Avenue has a year built date of 1959 according to Santa Cruz County Tax Assessor’s data.

An aerial photo confirms that the redwood tree at the corner of Walnut Avenue and Lincoln Street did not exist in 1963.

It is unfortunate that a redwood tree was planted in an area that is much too narrow (a few feet between a sidewalk and a building) and has resulted in damage to public infrastructure and an apartment building. I support removal of the tree.

Here's the link to the 1963 aerial photo:

Title : 1963-E Santa Cruz County Flight CJA 2DD-147
Date Created: 1963
Source: https://digitalcollections.library.ucsc.edu/concern/parent/s4655m883/works/m326m6138 Detail from the 1963 aerial photo showing Santa Cruz High School and the apartment building located at the corner of Walnut Avenue and Lincoln Street:
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26.67 From: rebecca bogdan
To: City Council
Subject: Save the Lincoln Walnut Redwood!!!
Date: Monday, January 8, 2024 12:01:43 PM
Please spare this tree. It may be the largest redwood in Santa Cruz. It was there before the building, before the sidewalk. There are more workarounds and fixes that can be done than cutting down a tree that is creating an urban forest, contributing to a healthy ecosystem, and making good on Santa Cruz' claim to being a tree city. The city currently cuts down 30 heritage trees monthly, contributing to global warming, urban desertification and climate destruction. It's time to take a more studied approach to urban development than progress at any cost, profits to the highest bidder, scraps to the working class, and damn the environment. You have a public charge to do better and serve this community. Thank you, Rebecca Bogdan, resident.

26.68 From: alison buchter
To: City Council
Subject: Save the Sequoias/Redwoods
Date: Monday, January 8, 2024 2:17:08 PM
Please save the downtown Redwoods, and Sequoias as heritage trees.

They are so important!!
Thank you very much,
Alicia, Isabella, Stephen and Alison Buchter

26.69 From: Joe Hanagan
To: City Council
Subject: The redwood try on walnut street
Date: Monday, January 8, 2024 2:33:05 PM
Ive grown up in santa cruz my whole life, and went to highschool at santa cruz high. That tree has been there longer than any of us, and we shouldnt cut it down. Its a part of our small town cultural experience Sent from my iPhone

26.70 From: Isabel Whittaker-Walker
To: City Council
Subject: Save the heritage redwood on Walnut Ave
Date: Monday, January 8, 2024 2:36:46 PM
I am emailing to express I do not want the heritage redwood on Walnut Ave to be removed by the city of Santa Cruz.

The redwood is older than the sidewalk, older than the apartment building it is "disrupting".

The city of Santa Cruz has not demonstrated sufficient evidence for the removal of this heritage tree.
-Isabel Whittaker-Walker
--
Isabel Whittaker-Walker | she/her

26.71 From: Bob Morgan
To: City Council
Cc: Renee Golder; Sandy Brown; Sonja Brunner; Scott Newsome; Martine Watkins; Fred Keeley Subject: Item 30, 1/9; tree removal
Date: Monday, January 8, 2024 2:39:56 PM
Dear Council Members,
I alerted Ms, Bush at 1:39 pm on Monday, 1/8/24 that numerous support documents were not accessible from the agenda packet website. The entire agenda packet was taken off line by 1:45 pm.

I urge the council to allow more time for further assessment to determine whether to remove the redwood at the corner of Lincoln and Walnut. It is clear that:

This indigenous redwood tree is a community asset and has been an integral part of the neighborhood during its long life.

The out-of-state owners did not do due diligence when they bought the property--they did not investigate the potential threat the tree could pose to their structure; they did not begin systematic preventative maintenance so that the root system could be better managed. These oversights beg the question: why would property owners make an investment purchase without studying the potential damage of a redwood tree growing near their structure. Why would they not mitigate damage as the tree was growing? This neglect was irresponsible, now remedied by the proposed abrupt and irreversible removal of this natural urban asset.

The 2nd Arborist's report (I'm unable to properly reference it because the agenda packet has been removed) cited the need for a 'radar' ground assessment of the root system. The equipment the arborist used was not effective to properly assess the roots. In addition, debris impeded his equipment. It had not been cleared away in order for the arborist to make a definitive evaluation of the root system. Why was the ground around the tree not cleared prior to the the arborist's visit to the tree?
In a short period of time, during the fall and holiday season, the petitioners have mobilized many concerned citizens about the fate of the tree. The tree's future has attracted interest from local media. It is an easy thing to allow the petitioners and community more time to investigate mitigations that will preserve the tree and the property owner's structure. For example, state urban forest grants could be solicited to defray city and property owner costs in the tree's preservation and structure's renovations.

This tree has been alive and enriching our community longer than anyone participating in this issue. Why not give community members more time to help keep it alive? Please extend to the petitioners and community more time before making your decision to forever remove this tree.

Respectfully,
Bob Morgan

26.72 From: Laura Tate
To: City Council
Cc: [email protected]
Subject: RE: Tree Permit Appeal 339 Walnut Avenue (PR)
Date: Monday, January 8, 2024 2:40:52 PM
Jan. 8, 2024
Re: Tree Permit Appeal 339 Walnut Avenue
City Council Meeting Scheduled for 1/9/2024
Att: Santa Cruz City Council
To the Esteemed Members of the Santa Cruz City Council, I am writing to express my ardent support for the preservation of the magnificent redwood tree at 339 Walnut Avenue and urge you to overturn the recent approval of its removal permit (Appeal 339 Walnut Avenue). While I understand the concerns regarding the adjacent apartment building and sidewalk, I believe solutions can be found that prioritize both responsible development and environmental stewardship.

Redwood trees are ecological giants, holding immense value for our planet and our community. Their towering presence graces our city, offering beauty, shade, and a tangible connection to our ancient past. Moreover, they excel in capturing and storing carbon dioxide, a crucial weapon in our fight against climate change.

Every redwood lost represents a significant setback in our efforts to mitigate this global crisis.

According to the Sempervirens fund, “Climate change is already affecting the Santa Cruz mountains: Average temperatures in the region have gone up 2°F in just the past half century”.

When redwoods are cut down, burned, or degraded by human actions, they release their stored carbon back into the atmosphere much faster. And they can no longer transform CO2 into the oxygen we breathe. This has twice the impact for the growing imbalance in the world’s carbon cycle and the climate’s stability." The specific tree at 339 Walnut Avenue is not merely a specimen, but a sentinel.

Its removal cannot be easily compensated by planting three smaller trees. It would take centuries for replacements to reach its majestic stature and replicate its

26.73 environmental contributions.

Furthermore, protecting existing trees, especially giants like our beloved redwood, should be a pillar of responsible development. Santa Cruz has the potential to become a leader in demonstrating how economic progress and environmental protection can coexist. By finding creative solutions to coexist with this magnificent tree, you can showcase a path for other communities to follow and set a precedent for prioritizing a healthy planet alongside urban growth.

I urge you to consider alternative solutions that address the concerns surrounding the building and sidewalk without resorting to sacrificing this irreplaceable natural treasure. Explore creative engineering solutions, perhaps involving micro-piling or adjustments to the building plans. Remember, the value of this redwood extends far beyond the immediate property line; it belongs to our entire community and future generations.

Let us not be the generation that remembers Santa Cruz for what it lost, but one that celebrates its enduring commitment to protecting its natural heritage and embracing sustainable development.Upholding the appeal and preserving the 339 Walnut Avenue redwood will send a powerful message: Santa Cruz stands for a future where the beauty of nature and the needs of development exist in harmony.

Thank you for your time and consideration.

Sincerely,
Laura Tate
Santa Cruz County Citizen
323-205-6436

26.74 From: Pete Shanks
To: City Council
Subject: Redwood at Walnut & Lincoln
Date: Monday, January 8, 2024 3:21:46 PM
To: The Santa Cruz City Council:

The redwood — the pair of entwined redwoods — at the corner of Walnut and Lincoln is magnificent. The sidewalk is currently a mess. There are several possible ways to fix the sidewalk for pedestrians, and to ensure the safety of the nearby building. Killing that tree would be an act of shortsighted vandalism.

The city is rightly proud of our natural habitat. Not just the parks and beaches but the bushes and trees all over the city, which not only serve to remind us of the natural environment within which we have carved out a space to live but actually make the city what it is. The council are stewards, responsible for passing on the city to following generations. We should be glad to have that redwood.

Pete Shanks
410 Dakota Avenue

26.75 From: Keelan Franzen
To: City Council
Cc: Fred Keeley; Bonnie Bush
Subject: Reports and Information for council meeting 01/09 Date: Monday, January 8, 2024 3:37:11 PM
Attachments: Screen Shot 2024-01-07 at 7.48.55 PM.png
2024.01.08 - 339 Walnut foundation letter - Casc Eng - final.pdf Cole Rodgers for TR23-0089-2.pdf
Observation Letter 339 Walnut-3.pdf
Sidewalk and Roots- Mitigating the Conflict.pdf
Redwood Tree Appeal Letter_.pdf
644 Coast Redwood heritage tree California - REPORT-3.pdf WalnutAve_RedwoodRemoval_PeerReview_1.7.24X.pdf
Hello,
Linked in this message are all of our reports collected over the past 90 days including:
2 arborist reports
2 structural engineer reports
1 letter from appellant and partner
1 letter from construction advocate
1 screenshot of gofundme page
1 report "Sidewalks and Roots: Mitigating the Conflict: by Gordon Mann accessed as a PDF and posted by MRSC
Additionally, here is the power point to be presented, please double check that the video is able to be viewed on your end.

Thanks!
Keelan and Annika

26.76 26.77
CASCADIA ENGINEERING, INC.

Santa Cruz Office
133 Pryce Street
Santa Cruz, CA 95060
David Bolger, PE - President
[email protected]
(510) 495 - 4494 (cell)
January 8, 2023
Keelan Franzen
340 Chestnut Street
Santa Cruz, CA 95060
Re: Existing redwood tree at 339 Walnut Avenue
Dear Mr. Franzen:

I have visited the site of the subject project and made a visual observation of the structural conditions present at the exterior of the existing building at 339 Walnut Avenue, and I have reviewed the letter written by Jodi Collins, PE, addressed to Santa Cruz Property Management dated July 17, 2023, and the Arborist Report prepared by Donald Cox dated May 30, 2023.

In my site visit, some signs of distress in the existing foundation were observable, as mentioned in the Collins letter. Based on this observation, some remedial work at the existing foundation is warranted.

Of note, although the need for such work is apparent, it does not currently appear to be an emergency, which gives us some time, from a structural engineering perspective, to explore various methodologies for addressing the necessary repairs.

To that end, there are a variety of potentially reasonable means of mitigation for addressing the foundation's current condition that are worthy of exploration which may not include removing the existing mature redwood. Some options are listed below for your consideration:
 Pier and grade beam system:

This would include the installation of a concrete pier at or near the southwest corner of the building, and potentially one more along the perimeter of the foundation along its south and west perimeter walls (so, three total piers). Such piers would be designed to reach down into firm soil or bedrock below (typically a depth on the order of 15 - 20 feet is recommended) to provide the building with stability at those locations. Once such piers are installed, concrete grade beams would be run between them to bring the existing building's loads to each pier. This solution would support the existing building while not relying on the soil immediately below its walls, reducing or eliminating the impact of the redwood roots' development.
 Cantilevered floor system:

This would entail the installation of a new line of bearing with a concrete footing set back from the perimeter wall in the existing crawlspace, which would allow the joists to support the floor above without needing to rest on a support at the existing perimeter.

This option may also require the installation of new floor joists alongside the existing

26.78 26.79
January 7th, 2023
Cole Rodgers Carpentry and Landscaping
(805) 540-8389
[email protected]
To whom it may concern,
My name is Cole Rogers. I am the owner of Cole Carpentry and Landscape Design. I was given information regarding the Redwood tree on 339 Walnut Avenue, and was asked by Annika Mancini to detail the possibility of creating an ADA accessible pathway to cross tree roots.

In addition to owning a landscape construction company I’m also a wheelchair user and familiar with accessibility and ADA, from a very personal standpoint. I would like to propose a wooden walking path that would be raised above the sidewalk that would alleviate the need to remove the redwood tree. This pathway would exist over the current walkway and be constructed with concrete pier blocks, wooden joists, a possible steel beam, reinforcement underneath, and wooden or composite decking. This walkway could utilize a handrail or slope side, depending on height to maintain safety and accessibility. The walkway would be constructed so that changes in the ground could be compensated for overtime.

The only existing edit that would need to be made in order to complete this project is moving the fire hydrant for safety and access. Still, it could likely be built in under the current estimate to replace the sidewalk with another round of cement.

Please consider this option when weighing the decision to remove this tree.

Thank you
Cole Rodgers

26.80 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
To: Mr. Keelan Franzen
340 Chestnut Street, Santa Cruz Ca 95060
Tel: 831 454-6123
email: [email protected]
Dear Mr. Franzen, at your request I conducted a reconnaissance site visit to assess site conditions at the intersection of Walnut Avenue and Lincoln Street (339 Walnut), as shown on the attached Map; on Nov. 29, 2023.

The issue is wether to, or not to, remove a large redwood tree. In general field observations, described later in this letter report, tend to show the apartment complex foundation is seemingly not being adversely effected by the large Redwood tree.

The scenario has many natural and man made variables. My overall assessment, is that it would be very useful to remove the broken concrete, that would have to be removed as part of a repair anyway, so as to be able to better observe what is actually happening. Hand excavation could be conducted to investigate further, such as hand augering after, with, the pavement removed.

Also, the City could, after investigation, do a temporary repair to make the sidewalk(s) walkable and to prevent further erosion under the existing (OK) sidewalk areas.

As shown on the following picture the general area seems to be cuts into the native slope on the opposite side of Walnut from the Redwood tree, with the possibility that fill was placed under part of the roadway for Walnut and Lincoln. It is not obvious wether the apartment complex and 339 is on a cut into the slopes at the site, or possibly on fill at the corner of the complex closest to the Redwood tree, but it appears possible that a cut was made to construct the apartment complex.

The Redwood tree almost certainly predates (is older than) the existence of the City of Santa Cruz.

In general the sidewalk’s along Walnut and Lincoln, on the 339 Walnut side of the roads show settlement in some areas, with seemingly both settlement and uplift next to the redwood tree. 1 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.81 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
2 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.82 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
Apartment Complex 339 Walnut, with Redwood tree behind the signpost attached to a lamppost.

Santa Cruz High School, as seen from coned area from 339 Walnut side of street. 3 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.83 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
Within the coned area, sidewalk pavement has been uplifted probably by the Redwood tree’s root, ass much as 4 to 6-inches between the tree and a fire hydrant. Also, the pavement seems to have settled (1/2 to 1-inch) due to erosion possibly under the lamppost at the corner of the intersection, and also under several areas of the sidewalks nearby. 4 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.84 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
(Description of picture below) - Redwood tree root (root-beer-colored bark shown in picture under concrete), about 2 to 3-inch dimeter, as shown under area of sidewalk at location of largest sidewalk upward-offset.
5 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.85 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
Based on visual observations of pavement settlement and uplift, generally the sidewalks are subject to settlement, but immediately next to Redwood tree uplift has occurred.

The apartment complex appears to be on a cut, with the redwood tree in close proximity to the complex’s foundation.
6 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.86 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
There is a brick facade at the base of the complex that has been pushed in locally next to the Redwood tree. It appears that the base of the tree was cut back to prevent such pushing contact between the tree and the facade. If that is the case, the cutting-the-base-of-the tree-back work was done a long time ago as the bark has healed completely leaving a fully bark covered, somewhat squared-off face at the base.

The 339 Walnut apartment complex does not appear to be have been uplifted as there is a band of horizontal wood siding (extending continuously the full length of the building with a vertical height of about 3-feet up the wall )above the brick facade (with the individual each pieces of siding being about 6-inches tall and running typically more than 8-feet in length. As observed on The siding boards run uniformly horizontally, without gaps, or separation, or offset, including at the area next to the Redwood tree; where the brick facade has pushed the brick face inward (into the building footprint. As observed on Nov. 29, 2023, my current visual observation (from the exterior of the building) is that there is no obvious disturbance of the siding that would be expected if there was or is vertical uplift of the building foundation by the Redwood tree root.

In my experience Redwood trees are very aware of moisture…. — Where there is moisture a redwood tree will grow roots in that directions; — Where there is no moisture such as under a building a redwood doesn’t grow roots in that direction.
—My experience is limited. Perhaps because redwood roots do not often cause problems for building foundations?
As written at the beginning of the letter, the easiest way to get useful additional information is to remove the broken pavement in the area of the Redwood tree to allow for observation and possibly limited subsurface investigation.

Yours Sincerely, Marc Ritson
PE, RCE #37100
7 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.87 SOIL WATER

PLANTS PEOPLE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
8 of 7
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.88 Sidewalk and Roots: Mitigating the Conflict—An Overview by Gordon Mann, Consulting Arborist, Mann Made Resources, Auburn, California The scope of the sidewalk and tree conflict is very large. In the U.S., the cost of repairing sidewalks characterized as being damaged by trees is in the hundreds of millions of dollars. In California alone, the extent of damage has been reported at $70 million by the Center for Urban Forest Research.

This article offers an overview of ways to improve the relationship and longevity of trees growing near sidewalks, streets, and driveways. Although written with the focus on the public right-of-way, the information is applicable to private property and new developments. During the discussion of sidewalks, most of the space relationships can be applicable to driveways and curb and gutter. Some applications cannot be applicable to curb and gutter because of the critical need to maintain a flow line.

Trees are valuable urban infrastructure that provides many benefits to people. Larger trees provide greater benefits than small trees. Removing and replacing a large tree with a small tree will maintain tree counts, but not maintain the same level of benefits.

Therefore, whenever possible, we try to retain the existing larger trees while making a repair or create better space for larger trees in the future.

Trees need to be healthy and have a healthy growing root system. The mature size of the tree needs to be considered when a tree is planted because it will grow much larger than the nursery stock size. The size and depth of the root system also needs to be considered because most plans show the tree as a small circle that doesn’t account for the root system.

Causes of the Conflict
There are many causes of damage to sidewalks besides trees. I will focus on two causes of the conflicts between trees and sidewalks:
oTrunk flare damage where the actual trunk of the tree lifts the sidewalk oRoot damage where a root emanating from the tree has caused damage to the sidewalk

The cause of trunk flare damage is a lack of space. The sidewalk is actually in contact with and lifted or offset by the enlarging tree trunk. Increasing the distance between the tree and sidewalk is the optimum way to perform the trunk flare damage sidewalk repair while retaining the tree. There are no opportunities to root-prune in this situation and put the sidewalk back in the same location. If the decision is to remove the tree, unless the site design is modified or a much smaller size-classification tree is planted, the same damage should be expected in the future.

The causes of root damage vary from shallow and surface roots in contact with the sidewalk to the radial growth increase of deeper roots causing sidewalk displacement.

Sometimes the offending shallow or surface roots may be pruned. Relocating, narrowing, or modifying the sidewalk materials can reduce the need to root-prune.

Posted by MRSC with Permission of Author

26.89 New construction materials and site re-design design can provide ample space for the two infrastructure elements (tree and sidewalk) to co-exist. However, existing retrofit sites may not have the necessary space to allow for re-design that increases the distance between the tree trunk and the sidewalk. We will look at a range of options for replacing damaged sidewalks while either retaining the existing tree, or improving the design for the next tree.

Decisions, Solutions, and Innovations
In mitigating sidewalk-tree root conflicts, the decision to retain the tree will either be tree removal avoidance or tree preservation. The tree removal avoidance approach focuses on the repair process and does some damage to the tree. The intent is to maintain tree stability and avoid unplanned tree failure. Tree decline or death of the tree, although not desirable, can be managed. Tree removal avoidance typically involves root pruning and soil grading—typically, cutting roots more severely than accepted standards in lieu of tree removal. The tree may often decline or shed branches in response to the root loss.

The tree preservation approach focuses on protecting the tree for maintaining the health, condition, and longevity. The intent is to avoid injury or decline to the tree, and avoid damage to the site that can cause decline or injury to the tree. An example of tree preservation is relocating the sidewalk and minimizing excavation into the root area while completing the repair. Tree preservation also includes trenching around roots and avoiding soil compaction.

The choice of sidewalk material is a major consideration in retrofitting and designing sidewalks adjacent to trees. The disadvantage of a rigid material such as concrete is that one lift point pries and raises an entire section, causing the section to be cantilevered, and offset. This can create an edge step separation greater than the actual root lift.

Alternatives to concrete offer the benefits of less excavation, reduced root pruning, increased porosity, and the ability to allow roots to exist in the base material.

The disadvantage with materials that require an edge border for support is that the rigid edge can be raised and cantilevered in a fashion similar to concrete. Edge borders include the footings on tree grates and side forms on brick, interlocking pavers, decomposed granite, gravel, and rubber panels.

Re-usable materials offer the ability to repair future damage and re-using the same materials. This reduces the future materials costs during subsequent repairs or maintenance. Additionally, from a sustainability perspective, there may less material going to the landfill. Another advantage of re-usable materials is that site appearance remains more consistent over time.

Following are different sidewalk materials in common use at the time of this writing, some of their primary benefits and some of their weaknesses. All materials can be ADA compliant if designed/installed properly.

Concrete - On the plus side, this accepted standard material is solid, doesn’t need an edge treatment, and can be permeable, reinforced, tinted, textured, and shaped and Posted by MRSC with Permission of Author

26.90 formed into curves around trees. It also can be leveled by slab jacking settled areas and grinding raised edges. On the minus side, it is rigid and not reusable, is usually not permeable, and depending on soil conditions and building codes may require a 4-inchthick compacted base beneath 4-inch-thick sections. Roots are not allowed in the base material. This often means removal of roots, impacting tree health and stability.

Asphalt - On the plus side, it is low in cost, thinner than concrete, and easily paved, shaped, and repaired. It should not need an edge form to remain in place after paving. It can be coated with a cement dust that absorbs oils and helps the surface color to be more gray reducing heat absorption. It can also be stamped and coated with color. Asphalt doesn’t require a thick base when used for a walking surface. It can be placed over roots and can be permeable. The roots can remain in the base material as long as they do not contact the asphalt layer. Future repairs may only require sawcutting the failed smaller area around the root and patching with more asphalt. Additionally, asphalt can be used as a ramping or topping (skin patching) material to alleviate a raised/offset concrete area, though ramping patches don’t last long in regions that experience harsh winter with freeze and thaw cycles. On the down side, Asphalt can heat up in sun and become soft, it has a shorter lifespan than concrete, it is not reusable, and its appearance is not always desirable.

Tree Grates - Tree grates provide space around the tree as long as the grate opening doesn’t cut into the trunk or trunk flare as the trees grow larger in girth. The opening can be enlarged by cutting the grate material but many cities fail to keep up with this requirement. Additionally, cutting the steel can rarely be completed on site. The grates offer permeability. On the downside, the grates must sit in a concrete footing. If the grate is 4 or 5 feet square, the space between the footing and trunk and roots is inadequate, and the grate frame is the first object to be lifted. Grates and installation are one of the most expensive treatments. If larger grates are used, 6’ square, or 6’ X 8’ or 10’, the soil area between the tree and the concrete frame footing may be adequate for long term growth, although larger grates are more expensive.

Bricks over Sand – On the plus side, bricks are a common material, mid-range in cost, and have many colors. They can be placed over roots, shaped or curved, and are reusable. Bricks are considered more attractive than some treatments. There is permeability in the seams between the bricks. On the minus side, bricks require a rigid side form (wood or concrete), which can be lifted and cantilevered by roots. Bricks don’t interlock, so individual bricks can be offset and not level. It is mid-range on the thickness scale.

Interlocking Pavers – On the plus side, pavers are flexible, reusable, shape-able, and decorative, typically installed on a sand base that can be placed over roots. Pavers have permeability in the seams between the pavers. A disadvantage is that they need a concrete or rigid edge band on all sides to hold them in place and this band can be lifted by tree roots. They are mid to upper level on the thickness scale. Also, interlocking pavers usually require higher maintenance to keep them looking attractive.

Posted by MRSC with Permission of Author

26.91 Decomposed Granite, aka Fine Rock Dust -This material is low cost and maintained by adding more or by re-grading. A binder can be used to help keep it together. Its border can be shaped, it can be laid over roots, and it doesn’t need a deep base that can be placed over roots. On the minus side, it requires an edge band on the sides to hold it in place, and this band can be lifted by roots. Also, the surface needs more maintenance and it has the potential for dust to be tracked into homes and businesses. It can erode on slopes. The appearance may not be acceptable in some urban settings. This is mid to upper level on the thickness scale and once compacted is not very porous.

Rubber Panels - On the plus side, rubber panels are made from recycled materials and are flexible, thin (around 2 inches), and re-usable. They can be cut to shape around trees and can be placed directly over roots. The base material can be filled in around roots and graded prior to laying the rubber panels. The panels have permeability in the seams between the panels. Also, rubber panels can be manufactured to have different finish appearances. On the minus side, an edge treatment is needed and if the final grade undulates (as in rolling hills), its edges may not match perfectly. Another disadvantage is that most installations are not designed for vehicle traffic. This material is on the lower end of the thickness scale.

Plastic Panels – On the plus side, the plastic panels are made from recycled materials.

They have some flexibility, thin (around 2 inches), and re-usable. They can be cut to shape around trees and can be placed directly over roots. The base material can be filled in around roots and graded prior to laying the plastic panels. The panels have permeability in the seams between the panels. Also, plastic panels can be manufactured to have different finish appearances. The panels stake directly to the ground and do not require edge treatments. On the minus side, the panels expand and need to have accurate spacing between panels. The panels don’t dowel into adjacent concrete.

Poured-in-Place Rubber – On the plus side, forms for this material may be removed after the product cures and it can be poured over roots. Other advantages are that it can be shaped or curved, can be placed in thinner sections (2 inch), it doesn’t need a thick base, and can the top surface can be colored for enhanced appearance.

Disadvantages are that it is not reusable (no track record I am aware of), it is softer/more squishy than formed rubber panels (may be even softer in hotter climates), and its cost or contractor availability varies greatly by location. Another disadvantage is that most installations are not designed for vehicle traffic. This material is on the lower end of the thickness scale.

Polymer-Bonded Aggregate - This relatively new material consists of small aggregates of decorative stone that are glued together with a very viscous polymer which forms a bonded, porous walking surface. It doesn’t need rigid side forms or a thick base.

It can be shaped or curved and placed over roots. The forms are removed after the polymer cures. On the minus side, it is rigid—but repairs can be made by sawcutting and patching aggregate. As a material, it hasn’t been on the market long enough for long-term evaluation. This material is on the lower end of the thickness scale, although if designed for vehicle traffic, it may be thicker.

Posted by MRSC with Permission of Author

26.92 Root Bridging - This approach creates a space between the sidewalk material and the existing tree roots while still meeting ADA standards. A slope is created using posts, piers, or arch supports; the sidewalk material is laid on the supports to leave a gap and space for the roots to grow without lifting the sidewalk. The big advantage of root bridging is that existing roots can be retained for health and stability. The bridging materials can vary, depending on height required, length of the repair area, and available budget. Common materials are wood, concrete, and composites. The main disadvantage of root bridging is that its design and construction is expensive. If the distance of the bridge is equal to a step (6 - 8 inches) above the side grade, a railing may be necessary for safety. Sometimes soil can be used to match the edge of the bridge and remove the stepoff potential.

Aggregate walkways - such as Nidagravel, have gravel set in cells over a base material.

It can be used for porous walkways and drives. Many different styles of aggregate can be used. Although the materials may be re-movable, they are on 4’ X 8’ cells and the sheets are overlapped making maintenance challenging. The gravel is placed about 1 inch above the cells, and they must have a raised edge (recommendation of up to 1”) to hold the gravel on top of the cells in place. There is no binder, but the aggregate is supported in the cells and is supposed to be stable, only requiring minimal maintenance.

Sunnyvale’s Steel Plates - An innovative method practiced for more than 15 years in Sunnyvale, California is to use steel plates to limit the future growth of the root towards the concrete improvement (see photo). Steel plates of 1/8” thickness are bolted on top of the root or placed on opposite sides of the root and bolted together, sandwiching the root.

Future root growth cannot push the steel apart—rather, the root flattens between the plates. Plates are placed under or adjacent to the sidewalk to strategically limit future radial growth. This technique is more expensive than root pruning and it takes time to perform the plate work. However, Sunnyvale has not had to return to these sites for root conflicts and the trees are more stable than if they were root pruned.

Going Forward
Innovative methods of administering a sidewalk repair program are needed to achieve longer living trees and fewer conflicts. The approaches will require a good education component to receive better engineer and property owner acceptance.

Some examples of interim and transitional approaches include:
a) Planting new trees farther from the curb than the sidewalk (not just placing the tree in the center of a narrow planting strip); Trees can be planted inside the edge of the sidewalk using a half-grate or other temporary material until the sidewalk can be moved over later.
b) Relocating sidewalks farther from the tree
c) Relocating curbs farther from the tree
d) Larger tree grate systems, moving the concrete footing farther from the tree e) Larger space around the tree/moving the concrete farther away in a downtown planting; the space can be filled with many of the materials listed above f) Removing the sidewalk on one side of a residential neighborhood street g) Obtaining easements to move sidewalks onto private property to provide more space for tree roots
Posted by MRSC with Permission of Author

26.93 h) Constructing more root-proof sidewalks in lieu of the traditional 4 inches of concrete over soil
i) Installing the Sunnyvale steel plate system to limit root growth j) Designing new developments with larger planting space k) Sidewalk Maintenance Easements on private property

If we continue to design the sidewalk-tree interfaces the same as we have in the past, we will see the same sidewalk-tree root conflicts. Fortunately, there are options for communities to consider and achieve a higher level of success in protecting their tree infrastructure assets while enjoying pedestrian walkways. As more communities strive to create walkable, sustainable, shaded neighborhoods, we need to work with community designers, civil engineers, landscape architects, planners, and elected officials to modify current practices and adopt approaches that have a higher probability of long-term success.

Photographs:

Poured in place rubber Rubber Panel Installation Roots offsetting curb and gutter; note:

Sidewalk concrete edge band holding pavers

Roots raising sidewalk Decomposed Granite walkway Sunnyvale, CA steel plates over roots Posted by MRSC with Permission of Author

26.94 Asphalt Sidewalk Selective root pruning, Concrete ring raised by roots Sunnyvale, CA Trunk is large enough the grate was
replaced with DG

Before: Damaged sidewalk After: Sidewalk opened up 6’ X 6’ tree grate by Monterey Pine around tree

2’ X 3’ tree grate Tree failed in storm; was root Tree grates used to plant tree in best and the Pruned location now, sidewalk will be moved next
to curb later

Arbor Day Foundation booklet Large roots under sidewalk and 3 different sidewalk treatments; move away Note the root system driveway from tree, move sidewalk next to curb, move both sidewalk and curb away

Posted by MRSC with Permission of Author

26.95 Redwood Tree Appeal Letter:

Permit TR23-0089
Keelan Franzen and Annika Mancini
340 Chestnut Street
831-454-6123
To the City Council,
Firstly, we want to thank you greatly for the opportunity provided to research mitigation solutions for the preservation of this sequoia sempervirens. We have learned so much in these past 90 days, and hope to continue learning more. After 3 months of researching, speaking with professionals, and the community, we have come to the conclusion that there are extensive mitigation opportunities available, in order to preserve the existing redwood tree, protect the foundation, and amend the sidewalk.

After thorough review of the supporting documents submitted by the Parks and Recreation, Jodi Collins, and Don Cox, we have a few thoughts we wanted to detail, in addition to defining our reports that we’ve separately collected. Please reference our report documents in their entirety, as they are simplified here.

Parks and Recreation, Potential mitigation measures and Agenda Report Details:

On September 26th, 2023, the council motioned to “Direct staff to conduct additional analysis and explore alternatives to tree removal, and to return to Council with potential mitigation measures, a cost estimate for sidewalk repair, and possible budget adjustment.” Presumably, the Agenda Report submitted by Parks and Recreation was the response to this motion.

Unfortunately, the Agenda Report seems to be lacking the desired collection of mitigation data that was motioned during the meeting on September 26th, 2023. As the Agenda Report states: “There is no way to mitigate this property damage.” You’ll note in this letter there are indeed ways to mitigate the damage, while saving the tree, options that were not explored by the Parks and Recreation department.

The findings that the Agenda Report details are based on reports done by three separate professionals. It utilizes the initial report done by the Urban Forester, Leslie Keedy, initial and secondary reports done by Professional Engineer Jodi Collins, as well as the initial and secondary report done by Consulting Arborist Don Cox, the latter two being hired by Santa Cruz Property Management. After a thorough reading of the

26.96 Agenda Report, we found that it does not seem to detail any other independent opinions, except that of the professionals specifically hired by Santa Cruz Property Management, and the initial report by Leslie Keedy.

Unfortunately, these reports easily hold implicit bias, as three of them were done before the motion was made (without clear intent of finding mitigation measures). The next two were done by professionals hired by Santa Cruz Property Management, not independently/city hired professionals. It is our belief that these reports do not aim to support mitigation measures, or to provide full, well rounded data collection in regards to exploring the preservation of this redwood tree.

In fact, none of these reports even touch on possible mitigation measures, nor were the professionals asked to do so. Don Cox states in his report that his assignment was to “Excavate soil with air-spade, between tree root crown and brick siding of apartment building as best possible, in order to inspect points of contact”, not to explore mitigation measures, but only points of contact. Jodi Collins’ report states the property management requested information regarding “... [exploring] replacing the foundation–if possible as proposed by the appellant, while keeping the existing footprint with discussion of associated cost if possible, to do this and draft a letter stating facts that there is no way to keep the building the same size and build alternative foundation types that could be used to protect the building from the growth of the tree as it grows bigger”. To reiterate; the property management specifically requested the engineer to state that there is no way to find any possible mitigation measures.

Utilizing the reports written by Jodi Collins and Don Cox as legitimate sources of mitigation data in the Parks and Recreation Agenda Report goes against the motion to analyze and explore alternatives to tree removal, and in fact is utilizing clearly biased reports leaning towards the removal of the tree. The reports collected by Santa Cruz Property Management and referenced in the Agenda Report deem mitigation “unavoidable” (Don Cox report, 5.30.23) and “unreasonable” (Jodi Collins report,

12.13.23). The Agenda Report claims, “There is no reasonable mitigation option to save the tree or prevent ongoing damage to the structural integrity of the building” but it seems as though the motion to analyze and explore alternatives was not even attempted.

Additionally, the Agenda Report leaves out imperative information from Don Cox in his secondary report. After Don Cox was requested to collect more information, he did so with an “air-spade” technique. The Agenda Report notes that Mr. Cox says there is definitive contact of the tree with the wall and states that “It is clear from this additional Arborist review that the redwood tree’s root system is the cause of the damage to the

26.97 building”. What the Agenda Report fails to mention, is that in Don Cox’s report, he specifically states, “The air-spade excavation was a poorly advised method for any conclusive inspection, due to the limitations of the equipment and the site characteristics. Further exploration would need to be done possibly with Ground Penetrating Radar.” The Agenda Report misrepresents the data collection from the “air-spade”, as Mr. Cox himself mitigates the conclusiveness of his own technique and states further investigation is required to confirm his assumptions.

Cost estimate for sidewalk repair:

As the motion asked, Public Works explored options of the sidewalk repair and has estimated this repair at $127,904.02. Though we value this estimate, we think it is important to mention that alternative methods of repair were sorely overlooked. With the preservation of the tree, the roots will indeed continue to grow. As noted by our arborist, root pruning/shaving is a possibility to mitigate the damage. Because of the root growth, Public Works should have explored the possibility of better suited materials to take into consideration, with the prospect of continued root expansion.

In the report written by our arborist, James P. Allen, as well as in “Sidewalk and Roots:

Mitigating the Conflict—An Overview” by Gordon Mann, sent in with our reports, there are listed many other materials that would be better suited than cement. Many of these materials are ADA compliant, and would provide opportunity for easy, inexpensive root pruning/shaving and easy replacement of material. Additionally, Cole Rodgers of Cole Carpentry and Landscape Design, and wheelchair user, wrote a quick report for us detailing the possibility of an ADA compliant boardwalk, a cheaper and easier to amend (in the case of root growth) alternative to cement. None of these materials were mentioned, or explored in the Agenda Report, but would be necessary to utilize if the tree were preserved in order to save money and time, in the future.

Sewer main:

The mention of the sewer main in the Agenda Report is certainly of concern, but gives the opportunity to replace the sewer line with root barriers, as detailed in Tino’s Plumbing estimate “...new line will connect with existing line with reinforced hub connections to prevent further root intrusion”. This maintenance would have needed to be done regardless, and it should be completed in a way that protects the newly replaced line from future root growth.

26.98 Possible budget adjustments:

The last detail in the motion by the council asked for “possible budget adjustment,” presumably to aid in the expenses of foundation and sidewalk amending. Unfortunately, the Agenda Report fails to mention this aspect, and in fact states, “FISCAL IMPACT:

None.” The Public Works department did not list the possibility of finding space in their budget to support the financial endeavors of pursuing mitigation measures, although it was asked of them.

The City of Santa Cruz was granted $1 million in funding through the USDA Forest Service Urban and Community Forestry Inflation Reduction Act Grant Program. Alex Padilla notes “As extreme temperatures…threaten the safety of workers and communities all across California, expanding access to shade and green spaces is more important than ever,” and that these critical grants “...will promote tree planting and maintenance and improve equitable access to greenery in urban neighborhoods.” Planting trees, and providing maintenance for existing trees, especially ones of this size, seems to be what this grant was expected to do. It could be an opportunity to allocate funds towards the preservation of this redwood tree.

In our fundraising efforts we raised over $4,300 of donations in the past 3 months, and were granted $1,300 from the local Sierra Club chapter. This truly was only the tip of the iceberg, as our outreach was limited due to our work schedule. Even with limited outreach, the community provided, and indeed wanted to provide. If there was the ability for people to donate funds philanthropically, we could support the property owners in mitigation efforts in a more substantial way. The city should want to provide that support, in order to encourage people to save their trees. Whether through public works budgeting, grants, other public funding, or philanthropy, we know there are possibilities. Our Go Fund Me contains $2,950 that we would like to donate towards construction costs.

Thoughts, Discussion, and Individual Reports:

After thoroughly reading all aforementioned reports from the city and Santa Cruz Property Management, we feel confident in stating that the motion to “Direct staff to conduct additional analysis and explore alternatives to tree removal, and to return to Council with potential mitigation measures, a cost estimate for sidewalk repair, and possible budget adjustment” was not sufficiently completed. We attempted to complete this motion to the best of our ability, considering our limited access. Our individual reports outline mitigation measures, alternative sidewalk materials, and note that pursuing this project is indeed possible.

26.99 Individual reports collected by Keelan Franzen and Annika Mancini:

As noted via email, the property owners declined to offer permission to access the premises. There was a question by Mary Barter (one of multiple property owners) via email where she stated: “...your activities: bringing photographers, creating social media, newspaper article, soliciting the Sierra Club, etc. etc., One has to wonder what it’s all for.” We would like to clarify what it is all for. It is for the tree, for all it provides, it is for us and our future generations (our children and their children!), and it is for you, Mary, so we can help with the financial burden we know you didn’t ask for. We have loved and appreciated the community members that have reached out to us (yes, the newspaper and the Sierra Club!), and getting to experience the reality of a community that cares.

To move on and address the real issue: Though our reports are formulated without full building access, they are deemed by our professionals to be considered very viable mitigation options. Please read these reports in their entirety, and note them as legitimate, individually hired professional reports, aimed at completing the motion made by the city council on September 26th, 2023.

Professional Engineering Report:

Our structural engineer, David Bolger of Cascadia Engineering, lists in detail, mitigation strategies that are:

Pier and grade beam system
Cantilever floor system
Retaining wall system
Additionally, Dave mentions the necessity for a wide scope of team members: “The various perspectives that each team member would bring to the discussion would shed light on which… of the above options are feasible and/or most appropriate for the situation. I also would anticipate such a group generating ideas not outlined here for further consideration, as often happens in conventional projects.” This is what the motion asked for: additional analysis and exploration of alternatives to tree removal with potential mitigation measures.

Arborist Reports:

26.100
Both Arborists we’ve received reports from, Monika Buczko, Consulting Master Arborist, and James P Allen, Consulting Arborist, have noted the position that there are mitigation options that have not been explored by the current reports.

Monika Buczko’s report states, “When considering removing any trees, thorough steps should take place to develop alternative solutions and consider the benefits that trees provide…..It is my opinion, within a reasonable degree of arboricultural certainty, that not all options and explorations have been utilized and/or analyzed. To make a decision whether the redwood removal is reasonable; further testing, data collection and analysis as mentioned in this report are necessary. Collaboration between an engineer and an arborist is crucial.”
James P Allen’s report says “ After my brief inspection of the site and review of the documents provided, it is my professional opinion that the removal of the subject coast redwood tree is not only unnecessary but unwarranted. Mitigation of the current damage observed by others is readily achievable. The potential for future damage to the building foundation, sewer line and sidewalk can be diminished through the implementation of preventive measures.”
Conclusion:

The professional reports collected by the appellant (Keelan Franzen), successfully found mitigation measures that should be taken into consideration, and implemented with the preservation of the redwood tree.

The desired final effect of this letter is to outline the fact that this motion to proceed was not thoroughly and ethically explored by the Parks and Recreation Department, nor by the property management. For the Agenda Report to effectively explore mitigation options, there should have been unbiased, independently hired professionals, explicitly given the task of finding solutions, which was not actualized in the Agenda Report, Don Cox’s reports, or Jodi Collins reports. The unfortunate reality is that time and resources have gone to waste in the last 3 months in the collection of “data” for this meeting, which was indeed, just to set it up for failure.

Please note, our professional reports and mitigation measures demonstrate that proceeding with the protection of this redwood tree truly is possible.

Thank you,

26.101
Keelan Franzen and Annika Mancini

26.102
Monika Buczko, RCA #785, BCMA PD-2392B, CTSP
Redwood Consulting Arborists, LLC
Warminster PA 18974
(267)663-3338
Redwoodarborists.com
[email protected]
Consultation #644

December 25, 2023
Client:

Name: Annika Mancini
Address: 340 Chestnut St, Santa Cruz CA 95060
Ph#: 805-440-8855
Email: [email protected]
Re: Save The Downtown Santa Cruz Coast Redwood (Sequoia sempervirens) Dear Ms. Mancini,
Thank you for the opportunity to participate in the above-captioned matter. The Coast redwood is located at 339 Walnut Ave (Walnut and Lincoln St) in Santa Cruz, CA. In May 2023, the city posted a heritage tree removal sign on the twin trunks of the redwood. The tree is in close proximity to a building and a sidewalk. It is alleged that the tree roots are causing damages to the sidewalk and the building foundation. A City Council meeting occurred on September 26, 2023 and granted 90 days to collect more data and explore options to determine if the tree can be saved.

An engineer and an arborist reports were presented and reviewed at the City Council meeting.

I was asked to review the meeting notes and the reports; and determine/opine whether and if all options were considered to prevent the removal of the redwood.

To assist my investigation, I reviewed the following materials:
- City Council Agenda Report
- Heritage tree removal/alteration permit application
- Photographs attached in the agenda
- Heritage tree/shrub evaluation form
- Notice of Action – Heritage tree alteration/removal/relocation tentative permit - Appeal to the City Council
- Jodi Collins, PE (Engineer) report
- Donald Cox (Arborist) report
- Testimonials

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Document Review
The reasons for the tree removal stated were that it is causing a sidewalk to uplift and is located in close proximity to the building, specifically; the redwood is less than one foot from the building foundation, the root system is in contact with the foundation causing cracking, and a fire hydrant could be compromised in the future.

Structural Assessment Report
A Professional Engineer Jodi Collins Henry stated that the redwood has already caused a minor structural damage and as it grows, it will cause substantial structural damage to the building.

However, tree roots are not strong enough to penetrate foundations; the roots can enter EXISTING cracks and as they grow possibly enlarge the existing cracks. In her observations she identifies the damages (ex. damaged brick veneer, cracking in the brick veneer, wall had a slight inward bow and two cracks in the stem wall). Her observations are not supported by any scientific data and/or findings that should be included in the report. The report should address and answer following questions:
- Was a root excavation performed to locate the roots and proximity to the structure? - Was GPR (Ground Penetrating Radar) utilized to locate the roots? - Was the age of the building considered as possible cause for the minor structural issues? - Was the rest of the building inspected to determine if cracks and other issues are evident in other location to rule our material deterioration due to age and other elements? - Were weather elements considered as a contributor to the minor structural issues? - Was a soil test performed to determine the type of soil? What is the soil shrink-swell capacity? Could the soil be the contributor and cause of the foundation issues? Can a geotechnical engineer assess the soil?
- How was it determined that the tree caused the cracks in the stem wall? - Are there mitigation options to prevent the rot of the floor joists due to elevated soil such as excess soil removal or installing waterproof barrier? - Provide measurements of the distance of the roots and structure (the roots don’t appear to touch the wall in photos).

The report predicts future substantial structural damage to the foundation, however; doesn’t provide mitigation options.
- Can the current minor issues be repaired? Have all option been explored to perform the repairs?
- Is it necessary to prune or remove roots in order to perform these repairs? - Are there options to further support the foundation to prevent expanding roots creating a conflict with the structure?
- Can the structure be protected by installing root barrier?

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- Can the structure be strengthened by various materials to prevent further damages? Arborist Report
Don Cox (arborist) refers to the BMPs for guidance regarding root pruning. BMPs are guidelines and are not always the only option or solution to a problem/concern. The BMPs allow for deviations from the guidelines and standards if necessary with careful consideration of the objectives and with supporting rationale. To determine if any root pruning would compromise the tree’s health and stability; other test and data should be gathered. An increment borer method should be completed to extract a section of the wood tissue to determine the root diameter growth per year (this method can be utilized to determine the trunk dimeter growth as well as to determine the tree age). Every tree is unique and not always is one formula applicable to all. He states that the tree removal is necessary due to proximity to the structures and is an obstacle for essential repairs. Have the repairs been communicated between the engineer and the arborist? The arborist states: “The size of a mature redwood was overlooked or ignored with this planting in a very small area of an intensely built environment. …. Now the “wrong tree – wrong place” principle has become evident”. The statement is not applicable in this situation. Based on research, it is very likely that the tree wasn’t planted after the structure was built. Based on the redwood age (approximate age can be calculated using the tree diameter, estimated age is 150- 200 years old) and aerial photos depicting the area before the building was constructed, the tree pre-dates the structure. Therefore the statement should be “wrong building – wrong place”. He also states that the tree is not sustainable and there is no space for future expansion without considering options to accommodate the tree growth. Have the options been considered? Can all options be listed in the report and collaborated between the engineer and the arborist? According to his assessment, the tree is healthy and structurally sound and the roots cannot be cut without causing severe physiological stress and destabilization of the entire tree. When assessing trees and considering if they are a good candidate for root pruning, the overall health should be assessed and considered. The roots abutting the building side are already compromised as they had to have been cut when the building was constructed. The tree remained stable since the building construction in 1959. Further assessment should be completed to determine the location, number and the size of the roots. Are there enough structural roots supporting the tree? Can any be removed and still maintain the structural integrity of the tree? Shaving the roots should also be considered as redwoods are extremely resistant to rot and decay. Tannins provide resistance to fungi and insects, as well as slow down the natural decay process of wood. The redwood has been thriving in its location all these years therefore the age and longevity of the building should be considered. Are there near future plans to remodel or demolish the building? Can the tree be preserved until then?

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The arborist states: “risk of major damage to foundation of building and garage-floor structures within two to five years”. The statement is not supported by any scientific data or formulas as to how the estimate was concluded; but assuming that the statement is correct – then there are two to five years to develop and implement a solution and prevent any further damages.

Discussion
When considering removing any trees, thorough steps should take place to develop alternative solutions and consider the benefits that trees provide. These benefits cannot be substituted by any persons or technological advancements. Climate changes, high CO2 levels, urban heat island effect, are already a major concern and trees have an extraordinary ability to minimize this severe impact on our society. Trees are providing shelter and food to many animals, even in urban settings.

Removing problematic trees is rarely a solution. Redwood roots can expand up to 2 acres and are fairly shallow as most are located in the top three feet below soil surface. During the lifespan of a redwood, the roots may increase in diameter, possibly causing concerns and conflicts with infrastructure; however, when trees are removed and the stump is ground, the deep vertical and shallower horizontal roots remain. Over time, these roots begin a process of decomposition. As these roots become soft and brittle, air pockets are created. The empty spaces pose a risk of structural damages to buildings and foundations, cracks and shifting of sidewalks and roads, and soil erosion that can lead to further and significantly worse problems.

Along with the economic and ecological benefits, the redwood has an immense community value. The testimonials show how much this tree is valued and appreciated by the local community.

The ISA Best Management Practices (BMP)1 Root Management suggest to locate roots when assessing trees by using a probe, Ground-penetrating radar (GPR), soil excavation and root collar excavation. The BMP also states: “The consequences of root pruning have not been well studied.

Small diameter cuts and damage that is limited to rot sapwood are thought to compartmentalize well and do not usually lead to extensive decay. When larger roots are cut and heartwood is exposed, decay is more likely to develop”. Therefore a further investigation is necessary to locate the roots, measure the diameter, determine the area of sapwood vs. heartwood and decide which root pruning technique fits the best for the subject tree. Roots can also be shaved (up to 1/3 of the root diameter). Can the roots be shaved away from the building and a barrier is installed to prevent future root expansion?
1BMP 2017. Root Management, ISA, 63p.

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The BMP includes options/solutions and provides guidance for issues caused by roots such as:
- Root pruning
- Root shaving
- Relocating sidewalks (redesign, replace etc.)
- Elevated sidewalks (bridge) with handrails or guiderails installation - Reinforcing concrete structures with rebar and other materials - Blocking and redirecting roots away from infrastructure A structural engineer and an arborist should collaborate, share data and findings, and explore all options. An engineer should develop plans to move the hydrant, relocate, fix or create an elevated sidewalk, support the foundation and present the options to an arborist. The arborist should consider the tree’s age, health, root location and sizes and determine which or if any options are reasonable and achievable.

Upon completion of collecting data and tests, a plan should be developed stating step-by-step procedures to implement the repairs etc. If the decision is to save the tree, such as make the repairs to the foundation, address the sidewalk problems and the hydrant relocation and if any roots need to be cut, removed or shaved; a Plant Health Care management plan should be developed to ensure the redwood’s survival, structural integrity and health. The redwood should be monitored for at least five years and the PHC may include but is not limited to: annual tree risk assessment, irrigation plan, soil and foliar sample testing and fertilizing if necessary, pest control, disease control etc.)
If desired, a tree appraisal can also assist in helping to make a decision whether the tree is to be removed or remain as trees often add a great value to the property.

Conclusions
It is my opinion, within a reasonable degree of arboricultural certainty, that not all options and explorations have been utilized and/or analyzed. To make a decision whether the redwood removal is reasonable; further testing, data collection and analysis as mentioned in this report are necessary. Collaboration between an engineer and an arborist is crucial. Only upon collection of the necessary data, a decision can be made whether a plan to accommodate and retain the heritage tree is reasonable.

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TERMS AND CONDITIONS
Redwood Consulting Arborists, LLC

1. Terms and Conditions. These terms and conditions (“Terms”), along with any proposal, statement of work, invoices, or similar document (“Sales Document”) provided by Redwood Consulting Arborists (“Arborist”) to the customer listed on the Sales Document (“Customer”) serve as the whole of the contract between the Customer and Arborist. The Terms and the Sales Documents shall be known further as the “Contract.” Any other terms or conditions set forth in any other document provided by Customer are rejected and shall be of no force or effect. The Contract can only be amended, supplemented, or altered by a written document executed by an authorized representative of Arborist. No oral promise or representation of Arborist or its employees or agents will override the terms of these Terms or the Contract. This agreement with take precedence over and supersede any prior oral promises or agreements prior to the date these terms were provided to Customer. Customer’s consent to the Contract and these Terms by allowing Arborist to start providing services, by paying the price for the service or any deposit or partial payment, or by executing these terms or any Sales Document containing these terms.

2. Work. Arborist agrees to provide the services attached to this document (the “Services”) in accordance with reasonable and prevailing standards of practice.

Besides the foregoing promise, Arborist makes no other representations or warranties of any nature whatsoever regarding its provision of the Services. Except as stated in the first sentence of this section, the Services are provided “as-is,” “where-is” and “with all faults.” No warranties are made regarding the suitability of the Services and any Work Product (defined below) for Customer’s specific needs or any other specific purpose. Unless limited by law, the maximum amount that Arborist, its owners, employees, and agents will be liable for under the Contract is the amount paid to the Arborist for the Services. Under no circumstances will Arborist be liable for special, punitive, consequential, incidental, or exemplary damages or damages for loss of use, lost revenue, or lost profits. Unless otherwise expressly set forth in writing, Arborist’s inspections are limited to visual examination of accessible parts, without dissection, excavation, probing, boring, or other invasive procedures and reflect the condition of those items and features at the time of inspection. The Services shall not obligate Arborist to provide further documentation, give testimony, be deposed, or attend court unless further contractual arrangements are made including the payment of additional fees. The Services shall not include reports on the condition of aspect of the property unless specifically requested by Customer.

Assessments are performed on subject trees as defined per customer and may not include certain parts of tree if not specified and/or other trees on Customer’s property. Upon delivery of the Work Product to Customer, Customer’s acceptance shall be presumed if customer does not provide a written objection within five (5) days of Customer’s receipt.

3. Assessment and Appraisal. Any appraisal made by Arborist assumes that Customer’s property is in full compliance with all applicable law and that Customer has good, marketable title to the property. Appraisals do not take into accounts liens or encumbrances on the property, and any property appraised is on the assumption that such property is free and clear or all liens or encumbrances. Reports, appraisals, and correspondence (“Work Product”) are confidential and remain at all times the property of Arborist, including any intellectual property rights arising under applicable law. Possession of Work Product confers no right to publish or use for any purpose without Arborist’s express permission. Loss, removal, or alteration or any part of the Work Product shall invalidate the Work Product. Any photographs, diagrams, charts, sketches, or other graphic material included in any report are intended solely as visual aids, are not necessarily to scale, and should not be construed as engineering or architectural drawings or surveys unless expressly noted in the Work Product. Inclusion of the work product from a third party is intended solely for clarification, and Arborist makes no representations or warranties of any kind whatsoever regarding third-party work product. Reports and any appraisal values represent the opinion of the Arborist, and the Arborist’s fee is not contingent upon the reporting of a specified appraisal value, a stipulated result, or the occurrence of a subsequent event.

4. Price. The price set forth in Arborist’s Sales Documents (“Service Price”) does not include sales tax, government charges, permit fees, or similar costs (“Government Costs”). Customer is liable for all Government Costs connected to Arborist’s provision of the Services. Arborist reserves the right to require payment for the Services upfront, or to require a deposit or other prepayment of fees which will be applied to the total Service Price and not held in trust.

Arborist can hold any deposit in its operating account with its own funds unless prohibited by law. Arborist’s Service Price is not contingent on the reporting of any specified appraised value, a promised or stipulated result, or the occurrence of a subsequent event.

5. Payment. Payment shall be made in accordance with the Sales Document, but no later than fourteen (14) days after the completion of the Services. Any parts of the Service Price that remain due and owing beyond thirty (30) days of their respective due dates shall accrue interest at the lesser of ten percent (10%) or the maximum amount permitted by law. If Customer fails to pay the Service Price or any part of the Service Price when due, then Arborist reserves the right to cease work immediately without liability until such amounts are paid in full. Customer agrees to pay any and all reasonable attorney fees and court costs, including costs of appeal and costs of collection, arising from the efforts of Arborist pursuing payment of the Service Price. A written report (per Customer’s request) will be mailed or emailed within seven days after the assessment. The report includes a draft watermark which will be removed upon payment receipt.

Checks returned for insufficient funds or any other reason will be subject to a $30 service fee.

6. Changes. Any changes to the original scope of work set forth in the Sales Document are subject to a change in price and the project completion schedule.

Arborist reserves the right to change the scope of the Services due to environmental, weather, biological, geological causes as well as the causes due to the actions or omission of Customer. Any additional work, work time, or equipment needs required to complete the Contract caused by any reason, including the Customer's failure to complete his/her responsibilities herein, or caused by unforeseen conditions or conditions outside or beyond Arborist’s control, will be the responsibility of Customer and shall be paid for by the Customer on a time and material basis at Arborist’s customary rates or as required by any subcontractor of Arborist. These conditions may include, but are not limited to: insects, animals, harmful plants/fungi/organisms, Site access issues, police/traffic safety, additional work needed to access the Site or within the Site due to changes, foreign material in trees and stumps, and changed conditions within the Site after the date of the Sales Document.

7. Termination. Either party may terminate this Contract with ten (10) days’ notice; provided that, Arborist shall be paid for all costs incurred and fees earned up to the date of termination.

8. Customer Obligations.
a. Customer shall provide adequate access to the site on which the Services will be performed (the “Site”) to Arborist during the term of the Services.

Arborist reserves the right to charge a minimum visit charge of $350 in the event that Arborist cannot perform Services because Arborist cannot adequately access the Site.
b. Customer is responsible for ensuring that any underground utility lines or equipment are properly identified and marked prior to any digging conducted by Arborist, including, but not limited to, invisible fencing, irrigation, or landscape lighting. Arborist will not be responsible for any damage to unmarked underground utility lines or equipment.
c. Customer is responsible for the accuracy of all information provided by Customer to Arborist. Arborist will gather information from the Customer regarding past pruning, tree failures, change in topography, soil and turf treatments etc. Any false or withheld information by Customer will void the validity of assessment. Customer or Customer’s designated representative will promptly respond to requests for information and approvals from Arborist.

Customer will review and proofread all Sales Documents and information provided to Customer by Arborist and shall correct any errors. If Customer has approved a Sales Document and later finds errors, Customer shall incur the cost of correcting such errors. d. Customer shall comply with all laws and regulations as they relate to the services and obtain any necessary permits and approvals. e. Customer will ensure the Site is safe and free from dangerous conditions to enable Arborist to perform the Services. The Site shall include all areas used and to be used by Arborist in the performance of the work, including all areas needed for mobilization, access, ingress and egress.

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f. Customer warrants that the Site is either: (1) located on the Customer's property; and/or (2) located on another's property and the Customer received authorization from the other property owner to enter into this Contract, to allow Arborist to perform the services and to conduct work on that property.

The Arborist assumes no responsibility for the verification of ownership or locations of property lines, or for results of any actions or recommendations based on inaccurate information.
g. Customer is responsible for and shall obtain and pay for all required permits for Arborist to perform the services, unless Arborist has been contracted to do so this Contract. In the event Customer fails to obtain the proper permits, Customer shall be responsible for all fines, fees and/or delays associated with not obtaining permits.
h. Customer warrants that all trees/stumps listed or referred to in the Sales Documents, in any communication by Customer, and any change order are either:
(1) located on the Customer's property; and/or (2) Customer has authorization from the owner of the subject tree/stump to enter into this Contract and to allow Arborist to perform the Services. Should any tree/stump be mistakenly identified as to ownership, the Customer agrees to indemnify Arborist for any damages, fees or costs incurred as a result thereof pursuant to the indemnity provision herein.

9. Force Majeure. Arborist shall not be deemed in breach of this Contract if Arborist is unable to complete the Contract, Services, or any portion thereof by reason of fire, earthquake, labor dispute, act of God or public enemy, pandemic, death, illness, or incapacity or any local, state, federal, national or international law, governmental order or regulation or any event beyond Arborist’s control (collectively “Force Majeure Event”). Upon occurrence of a Force Majeure Event, Arborist shall give Customer notice of its inability to perform or of delay in completing the Services and shall propose revisions to the schedule for completion of the Services.

10. LIABILITY DISCLAIMER. THE FOLLOWING PROVISION IS A WAIVER OF LIABILITY, PLEASE READ CAREFULLY AS IT AFFECTS

YOUR LEGAL RIGHTS
Arborist is tree specialist who uses its education, knowledge, training, and experience to examine trees, recommend measures to enhance the beauty and health of the trees and attempts to reduce the risk of living near trees. Customer may choose to accept or disregard the recommendations of the Arborist, or to seek additional advice. Arborist cannot detect every condition that could possibly lead to the structural failure to a tree. Arborist cannot guarantee that a tree will be healthy or safe under all circumstances or for a specific period of time. Remedial treatments cannot be guaranteed. Trees can be managed, but they cannot be controlled. To live near trees is to accept some degree or risk, and the only way to eliminate all risk is to eliminate all trees. All assessment levels are subject to limitations such as inherent subjectivity and ambiguity and are always based on reasonable standards of professional judgement. Tree risk assessments are associated with a considerable level of uncertainty due to limited ability to predict natural forces and processes (load factors, extreme weather events, response growth, rate of decay progression, etc.). Arborist is not liable under any circumstances for the foregoing risks. Arborist’s assessments/evaluations are impartial and conclusions are based or relevant facts, analysis and observations.

TREES AND PLANTS ARE NATURAL, LIVING ORGANISMS AFFECTED BY FACTORS BEYOND HUMAN CONTROL. NO GUARANTEE ON

TREES, PLANTS, OR GENERAL LANDSCAPE SAFETY, HEALTH, OR CONDITION IS EXPRESSED OR IMPLIED BY THE TERMS OF THIS

CONTRACT OR ANY SALES DOCUMENT, AND ARBORIST SHALL NOT BE LIABLE FOR DAMAGES ARISING FROM NATURALLY OCCURRING CONDITIONS ON THE SITE.

Customer is advised that any tree whether it has visible defects and concerns or not, will fail if the applied forces exceed the strength of the tree or its parts.

Arborist shall not be responsible for damages caused by any tree defects, and assumes no responsibility for the correct of defects or tree-related problems whether or such parts of the trees were inspected.

In no event will Arborist be responsible for loss of wages, loss of profits, or loss of enjoyment of any property. No warranty, representation or guarantee, expressed or implied, is intended by this agreement, arborists’ work includes on site and virtual consultations.

11. Insurance; Indemnity. Arborist possesses insurance that provides coverage in the event of injury to persons or property arising directly from the negligence of Arborist and/or its employees. Further, all of the employees of Arborist are covered by Worker's Compensation Insurance. Customer shall indemnify, defend, and hold Arborist harmless from and against any loss, liability, damage, or expense, including reasonable attorney's fees, incurred or suffered by or threatened against Arborist in connection with or as a result of any claim brought by or on behalf of any third-party person or entity as a result of or in connection with Arborist’s association with Customer, Arborist’s provision of the Services, or Customer’s breach of any provision of this Contract (including any representation or warranty) except to the extent caused by Arborist’s gross negligence or willful misconduct.

12. Miscellaneous. All parties agree that should any term or condition stated be found to be invalid or unenforceable, such provision shall be enforced to the maximum extent permitted and then the remaining conditions and portions of conditions shall be held valid and enforced in full. This Contract will be governed by the laws of the Commonwealth of Pennsylvania, without reference to its conflict of law principles and jurisdiction of any and all such disputes will lie in the state and federal courts sitting in or nearest Bucks County, Pennsylvania. Customer consents to personal jurisdiction in the state and federal courts located therein and hereby waives all defenses of lack of personal jurisdiction and forum non-conveniens. Arborist is an independent contractor, and nothing contained in this Contract shall be construed to (a) give either party the power to direct and control the day-to-day activities of the other, (b) constitute the parties as partners, joint venturers, co-owners, or otherwise, or (c) allow either party to create or assume any obligation on behalf of the other for any purpose whatsoever. The Contract may not be assigned by you without Arborist’s prior written consent; however, the Contract may be assigned by Arborist in its sole discretion. The failure of Arborist to exercise or enforce any right or provision hereunder shall not operate as a waiver of such right or provision. Any waiver must be in writing and signed by an authorized representative of Arborist.

13. Referrals: Any referrals provided by the Arborists’ are not a guarantee of a satisfactory work performed for the client and Redwood assumes no responsibility for the quality of the work or clients’ satisfaction. Redwood is in no way affiliated with referred companies beyond being familiar with their work.

14. Scope of Services.
 Arborist performs a Level 2 assessment ( = visual assessment -walk around entire tree, may include collection of samples, sounding wood for cavities, root collar exploration)
 Level 2 assessments are limited to visual inspection of the outer parts of trees. Arborists always use the best of their knowledge to assess and determine the health and risks associated with trees, however due to the limits of inspection; Arborist is not liable for any failures, damages or any other future concerning issues that could not have been observed during inspection.  Level 3 assessment may be recommended if necessary to inspect the upper crown or root collar excavation.

Any samples collected for further exploration to determine if any diseases (pathogens such as insects, fungi, bacteria or viruses) are present, may require additional charges.

Unless otherwise stated, annual tree inspections are highly recommended. Trees are living organisms and due to the pathogen and weather element unpredictability, it is essential to periodically inspect trees, especially after extreme weather events. Even though trees may appear healthy, hidden factors such as internal decay or root rot that may not be visible can result in trees’ instability. Further assessment may be necessary and will be recommended if suspicion arises during assessment.

Arborist assesses trees by implementing a Level 2 assessment – Basic Assessment – and recommends mitigation options. Arborist follows generally accepted standard of care as defined in ISA’s Best Management Practices: Tree Risk Assessment, applicable standards (ANSI – American National Standards

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Institute), best management practices, qualifications and training courses. Tree owner/manager has a legal duty of care responsibility to decide and proceed with mitigation options.

BY SIGNING THIS DOCUMENT, CUSTOMER AGREES AND ACCEPTS ALL CONDITIONS FOR ANY FUTURE CONSULTATIONS. CUSTOMER WILL BE NOTIFIED AND REQUIRED TO SIGN A NEW DOCUMENT IN CASE ARBORIST MAKES ANY CHANGES TO THE TERMS AND CONDITIONS.

CUSTOMER SIGNATURE:

Date:

All rights reserved by, and document copyrighted by, Redwood Consulting Arborists, LLC. Copyright © 2023

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Monika D. Buczko, RCA#785, BCMA PD-2392B, CTSP, TRAQ, TPAQ Consulting Master Arborist, Registered Consulting Arborist

Education______________________________________________________________  Associate in Arts – Special Education, MCCC in NJ, 2002  Phi Theta Kappa
 Who Is Who Recognition Award for Leadership, 2001
 Dean’s List
Certifications___________________________________________________________  ISA Certified Arborist, 2015-2019
 TCIA Tree Care Specialist, 2015
 TCIA PHCT - Plant Health Care Technician, 2016
 TCIA Aerial Rescue Certification, 2016-2022
 TCIA EHAP Certification – Electrical Hazards Awareness Program, 2016  TCIA Tree Care Safety Specialist, 2016
 ISA TRAQ – Tree Risk Assessment Qualification, 2017
 ISA BCMA - Board Certified Master Arborist, PD-2392B, 2019  TCIA CTSP - Certified TreeCare Safety Professional, 2021  ASCA – Consulting Academy Graduate, 2022
 ASCA RCA – Registered Consulting Arborist #785, 2022
 FAA – Small Unmanned Aircraft System (Drone) Remote Pilot Certificate, 2023  ASCA TPAQ – Tree and Plant Appraisal Qualification, 2023 Warminster PA 18974
Cell (267)663-3338
[email protected]
redwoodarborists.com

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Monika D. Buczko Consulting Master Arborist Warminster PA (267)663-3338 _____________________________________________________________________________ Professional Affiliations__________________________________________________  ISA – International Society of Arboriculture
 TCIA – Tree Care Industry Association
 ASCA- American Society of Consulting Arborists
 Tree Vitalize Tree Tenders
 National Arbor Day Foundation
Recognitions____________________________________________________________  ISA feature article – Women in Arboriculture, 3/2020
 ISA feature article – Earning ISA’s Highest Credential, 8/2020 Professional Experience___________________________________________________ ProClimb Tree Care – co-owner
 Established in 2007 - 2022
 Provide estimates, customer care, accounting
 Tree evaluations and tree assessment, write reports, consultations  Insect and Disease ID and management
 Plant Health Care
 Tree consultations for local community developments, swim clubs, schools and churches  Training employees – work safety, rigging and tree removal techniques, pruning and planting
Redwood Consulting Arborists – owner
 Established January 2021 – present
 Diagnosis of tree and landscape problems
 Insect and disease identification and management
 Plant health care programs
 Training and education

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Monika D. Buczko Consulting Master Arborist Warminster PA (267)663-3338 _____________________________________________________________________________  Tree loss and damage appraisals
 Tree planting programs
 Tree protection for construction projects
 Tree risk assessment
 Expert witness (focus on tree worker injuries, person’s injuries as a result of tree failures, tree worker safety regulations, property damage due to tree workers’ negligence)  Arboricultural forensic investigations
 Litigation support services for plaintiff and defense attorneys  Been retained for services in Pennsylvania, Maryland, New York, New Jersey, Maine, Washington, Oregon, California, Arizona and Italy
Community Service_______________________________________________________ April 2022 – ISA Board Certified Master Arborist Test Committee volunteer September 2023 – ASCA Ambassador
ProClimb donates free tree work services to local pre-schools, schools and churches Volunteer at elementary, middle and high schools, and educate children about the importance and benefits of trees
Interests________________________________________________________________ Read and studied entire Alex Shigo’s book and publications collection Educating clients and young generation about trees
Collecting research data regarding tree diseases and various pathogens Attending seminars, local and national trade association conferences webinars and lectures to further expand knowledge
Languages______________________________________________________________ English and Czech

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End of Report

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Dedicated to the Preservation of Trees
119 Surfside Avenue
Santa Cruz, CA 95060
831.426.6603 office
831.234.7739 mobile
[email protected]
www.consultingarborists.com
Consulting Arborists
A Limited Peer Review
Coast Redwood Tree Removal Permit Appeal
339 Walnut Avenue, Santa Cruz California
Prepared for
Keelan Franzen, Appellant

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339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 2 BACKGROUND
The City of Santa Cruz has issued a true removal permit for a mature coast redwood that grows at 339 Walnut Street. The tree removal permit application was submitted by Lewis Tree Service, an agent for Santa Cruz Property Management, identified as the Property Owner on the application.

I was contacted by Ms. Annika Mancini an associate of Mr. Keelan Franzen who has filed an appeal. Ms. Mancini stated but she was referred to me by local arborist due to my 50+-year career as both a practicing and consulting arborist in Santa Cruz. Additionally, she was aware my extensive experience as a union carpenter constructing residential, commercial structures and Public Works facilities. She noted my tenure as a consulting arborist for several Santa Cruz County Public Works Departments, my tree preservation history working at the University of California Santa Cruz. As an independent private consultant, I’ve worked with countless developers assessing the preservation suitability of trees on development projects and working with the design teams and builders to construct with trees in a sustainable manner. She noted my commitment to objective analysis, professional ethics and the preservation of trees.

ASSIGNMENT/SCOPE OF SERVICES
Ms. Mancini requested that I review background materials, conduct a brief, limited site inspection and document my findings in the form of a peer review. She requested that I review all materials with the intention of exploring possible mitigation measures in order to preserve the redwood tree, protect the adjacent building and sidewalk.

I agreed to perform the defined services and met with Ms. Mancini on December 11, 2023 at 339 Walnut Avenue. We conducted a brief inspection while standing on public property, beyond private property boundaries.

Ms. Mancini I reviewed the following materials which were provided by Ms. Mancini:
● Arborist Reports (2) prepared by Don Cox dated May 30, 2023 and December 9th, 2023 ● TREE_PERMIT_APPLICATION_TR23-0089_AND_PICTURES
● HERITAGE_TREE_EVALUATION_TR23-0089
● Observation Letter by Mark Ritson PE RCE 37100, Terra Firma Engineering and Science dated December 4, 2023
● Structural Assessment of Existing Apartment Building Affected by Redwood Tree, Lynwall Apartments by Jodi Collins PE RCE 66954 dated July 17, 2023 ● Secondary Report by Jodi Collins from December 13th, 2023 ● Arborist Report by Monika Buczko, Registered Consulting Arborist #785 ● Engineering Report by Cascadia Engineering
● City Council Agenda Report by Parks and Recreation
● September 26 City Council Meeting Agenda Summary
NOTE: This analysis is based on my review of the background materials provided and a limited, visual inspection while standing on the ground beyond private property boundaries.

26.116
339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 3 BRIEF SUMMARY OF FINDINGS/KEY POINTS:

After my brief inspection of the site and review of the documents provided, it is my professional opinion that the removal of the subject coast redwood tree is not only unnecessary but unwarranted. Mitigation of the current damage observed by others is readily achievable. The potential for future damage to the building foundation, sewer line and sidewalk can be diminished through the implementation of preventive measures.

This tree is currently in a good state of health as stated by others and stable. The minor “bowing” of the brick façade could have been constructed in that manner. If this minor “bow” is caused by the force of the tree’s root crown, the root crown could have been/can be shaved.

It should be noted that the minor foundation fractures could be present in other areas and consistent with degradation of concrete, a porous material with a finite life. The fractures observed by Ms. Collins have not affected the function nor revenue generation of the building.

Ms. Collins noted that the current damage is “minor”, meaning this situation can be taken with less urgency. An engineer and arborist should work in conjunction to further form a plan of preserving the tree, while protecting the structures.

PROFESSIONAL COUNTER-OPINIONS
After thorough review of Mr. Cox reports I submit the following challenges to his statements:
“Suitability for preservation: Not suitable due to root crown expansion and damage to property in process. The roots and crown cannot be cut without causing severe physiological distress and destabilization of entire tree”
● This statement is untrue. Coast redwood is an extremely resilient species and will regrow at almost from and anatomical point of tissue severance with adequate moisture. Tree structure and stability are the points of attention when removing structural roots. Once offending roots are identified, strategic pruning, shaving or removal will diminish negative impacts to tree stability. It is entirely probable that roots that may cause future damage can be successfully pruned and/or deflected through the use of root barriers to avoid future damage.
“Risk and potential targets: Risk of major damage to foundation and building and garage floor structures within 2-5 years from root and root crown expansion” ● The statement is subjective and not supported by any scientific data or formulas as to how the estimate was concluded. If this statement were proven to be true, then there are two to five years to develop and implement mitigation measures that prevent damage in a sustainable manner.

26.117
339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 4 “Excavation in the proximity of the base of the tree is necessary. The required excavation is impossible without causing extreme physiological distress and severe damage to the tree (cutting of structural roots and root collar) and possible destabilization (risk of wind-throw toppling)” ● Inaccurate. The roots can be selectively pruned when they are identified as potentially causing damage. The tree’s root crown could have been/can be shaved to create space for analysis and maintain distance from the building foundation. Roots can be selectively pruned without negative impacts to tree health or stability. ● There are numerous mitigation measures that were not identified by Mr. Cox. This is a professional responsibility as defined by Risk Management BMPs and ANSI A-300 Standards. Available mitigation measures will be defined in subsequent sections of this document.
“TPZ: for purposes of root protection and preservation of structural-root integrity and tree stability the Tree Protection Zone recommendation is 35 feet radius distance from the tree trunk in all directions as a non intrusion, no root cutting zone for tree preservation (ISA BMP Trunk Diameter method 8:1)”
● This doesn’t apply to an existing condition. Roots were likely cut/removed from this tree in 1959 when the building was constructed. This level of root loss exceeds the stated criteria within BMPs. The current level of vigor, growth rates and stability of this tree are living examples that BMPs are only guidelines, not absolutes. “Removal is determined as unavoidable due to proximity to the structure. The tree is an obstacle for essential repairs. No reasonable means of mitigation is available that would preserve the tree” ● Again, this statement is inaccurate. Tree removal is unnecessary if yet to be defined mitigation measures are implemented and regular maintenance is performed. No maintenance has been performed by the property owner which may have avoided or diminished the “damage” currently in place.

Mr. Cox states the following conclusions in his second report on 12/9/23 after excavation with an air spade: “There is definite contact with the wall of the building by the expanding root crown of the tree, as further evidenced by the appearance of a bowed inward curvature of the brick siding at the points of contact.”
● Mr. Cox makes this statement without any supporting photographic verification, challenging the accuracy and truthfulness of his conclusion. “The air-spade excavation was a poorly advised method for any conclusive inspection, due to the limitations of the equipment and the site characteristics. Further exploration would need to be done possibly with Ground Penetrating Radar.”
● This statement invalidates Mr. Cox’ conclusion that “there is definite contact with the wall of the building….” and recommends investigation using Ground Penetrating Radar (GPR).

26.118
339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 5 After review of the Agenda Report submitted by the Parks and Recreation Department Staff, which included reports and recommendations from Jodi Collins and Don Cox, I submit the following thoughts:
“The tree is too close to the foundation to perform this root pruning work to industry standard or to protect the building foundation.”
● The mention of the root management BMPs root management and concerns over lack of stability can be refuted by intentionally examining, identifying roots that may cause damage, protecting structural and load bearing roots, avoiding unnecessary pruning/root loss and shaving/planing the tops of major supporting roots as opposed to total removal. “Given the location and growth rate of the tree, the adjacent sidewalk is likely to require periodic replacement at the owner’s expense if the tree is to remain.” ● The concern regarding frequent and expensive sidewalk repairs due to root growth can be mitigated by the use of alternative materials in conjunction with proper maintenance.

Proper maintenance will ensure that significant damage does not occur. This maintenance is an applicable treatment for all trees that grow within city limits and is not uniquely confined to the growth of this particular tree . “Although this sidewalk repair plan is possible, it is costly and may also not be a permanent solution.”
● As mentioned above; the sidewalk damage is significant but repairable. One of the major factors that caused damage was attributed to poor design and construction. The current, uplifted sidewalk was constructed without any form of reinforcement bars (rebar) or wire mesh which lends strength. Additionally, the damaged section could have been attached to the undamaged sections by “dowelling” and poured in a monolithic manner as it was constructed. This would have strengthened the sidewalk surface and provided defense against the current damage.
● Alternative materials to a cement sidewalk that are better suited for this area will be listed in this document
“There is no reasonable mitigation option to save the tree or prevent ongoing damage to the structural integrity of the building.”
● The assertion that there is no possible means to mitigate property damage declines to address the mitigation measures listed below. A trained and knowledgeable arborist can conduct these measures with consideration of all proposed safety issues.

26.119
339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 6 DISCUSSION OF MITIGATION OPTIONS
Although the growth of the subject tree has resulted in significant sidewalk damage and possibly caused minor structural damage to the foundation, framing of the apartment building, the implementation of mitigation options, listed below would allow the retention of this stately coast redwood tree. ● Root pruning/shaving to protect building foundation and repaired sidewalk ○ The offending root crown could be or shaved and/or periodically pruned to maintain distance between the tree and building and eliminate damage potentials. ● Concrete sidewalk alternatives:
○ Decomposed Granite (DG) concrete-ized with an edge treatment. Low cost, easily maintained, and ADA compliant
○ Rubbersidewalks, Terrewalks and Verlayo offer high quality walking surfaces that can be placed over tree roots with minimal root pruning. These modular walkway panels are made from 100% recycled materials panels measuring 2' X 2'6". These thin, (less than 2” thick) cross section panels can be laid in multiples of 2-foot widths (4, 6, 8, 10 foot wide) or 2.5' widths (5, 7.5, 10 foot wide). Verlayo are even thinner, rubber sidewalk panels, from 1/2 inch to 1 1/2 inches thick and 2' X 2' dimensions-The base material can be placed around tree roots without root pruning if roots are at least 2 inches below final grade. All products are made from 100% recycled materials, rubber or plastic that are LEED and LID qualified. The panels are reusable which allow root maintenance. ■ https://terrecon.com/products/overview/
■ https://terrecon.com/products/terrewalks/
■ https://terrecon.com/products/rubbersidewalks/
■ https://terrecon.com/products/verlayo/
○ Redesign
■ Swoop sidewalk away from the tree’s root crown into the available street space ■ Utilize current Public Works design but simplified, with alternative materials and not concrete
○ Ramp Over/Elevated Sidewalk bridging roots
○ Designing and Installing Efficient Root Control Diversion Barriers ■ These are mechanical barriers constructed of a variety of materials designed to redirect root growth away from structures and sidewalks ● Sustainable Sewer Line Repair:
○ The recent information brought forward by the applicant regarding the necessity for sewer line replacement due to root intrusion bears further investigation. If this is the original sewer line, the materials used during the late 50’s would have degraded and warrant replacement/upgrade. If it has been invaded by roots, they can be “roto-rooted” to open the line. The replacement of the sewer line will have reinforced hub caps to prevent root damage.

26.120
339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 7 CONCLUSION
After thorough review of reports and conducting a brief inspection of the tree, there are many remediation measures available to mitigate current and defend against future damage.

The subject coast redwood tree meets Heritage definition per Santa Cruz City Code. It can also be considered a Legacy, living century-old monument that can transcend generations and be passed on to those that follow us. It has measurable economic benefits to the citizens of Santa Cruz for noise attenuation, stormwater capture, carbon sequestration, temperature and pollution control among other things. There are countless immeasurable intrinsic and aesthetic benefits that are irreplaceable in the lifetimes of our children and grandchildren.

Professional valuation standards to determine the monetary value of trees are defined within the Guide for Plant Appraisal. The appraised value using the Trunk Formula Method is $271, 876.

It is my professional opinion that this tree can be preserved while protecting adjacent sidewalk and building elements.

Please contact me with any questions regarding this limited peer review.

Respectfully submitted,
James P. Allen
• American Society of Arboriculture
o Registered Consulting Arborist #390
• Society of American Foresters
o Certified Urban Forester #120
• International Society of Arboriculture
o Board Certified Master Arborist #625B
• International Society of Arboriculture
o Qualified Tree Risk Assessor
• Santa Cruz City Business License Holder

26.121
From: Nancy Lenz
To: City Council
Subject: Redwood heritage trees and State of sidewalks for handicapped seniors Date: Monday, January 8, 2024 4:49:20 PM
From: Nancy Lenz, Pilkington Ave., Santa Cruz, 95062 CA The state of sidewalks in the City of Santa Cruz have caused me to trip and fall twice in the past few months. I tripped once near my home on a lip in the sidewalk caused by bamboo plant growth next to the sidewalk. The latest trip had me flat on my face on East Cliff Drive on an uneven asphalt path with an ambulance ride and a four hour visit to Emergency.

Regarding the heritage redwood tree now being considered by the City Council. Redwoods are beautiful trees, but their roots are shallow and can spread for many feet. The roots of a redwood tree planted by my neighbor 25 years ago a few feet within my property line has lifted cement and spread into our sewer ejection system. The tree has grown from a sapling to over 4 stories high. Redwood trees are wonderful trees in the RIGHT place. Downtown next to a sidewalk in the city is not the right place. Make the sidewalks safe for the seniors in the City of Santa Cruz.

Nancy Lenz

26.122
From: Brian M
To: City Council
Subject: Save the tree
Date: Monday, January 8, 2024 5:00:04 PM
Dear councilmembers,
I urge you to keep that giant redwood tree at the corner of Lincoln and Walnut. I know that it's encroaching on the apartment building, but isn't that what insurance is for? Redwoods are an iconic representation of Northern California and to cut one down so close to city hall is a bad look for us as a "green" city.

Regards,
Brian MacDonald
219 Walnut Avenue
Santa Cruz

26.123
From: Patrick Macfarlane
To: City Council
Subject: Re: Undeliverable: Re: Tree appeal green infastructure Date: Monday, January 8, 2024 5:15:41 PM
Attachments: Low Impact Infastructure-3.pdf
Statement of intent document attached, to be reviewed at tomorrows meeting.

On Mon, Jan 8, 2024 at 5:13 PM Patrick Macfarlane <[email protected]> wrote:

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Green Infrastructure and City Funding
Although is it a popular belief that many green infrastructure plans are untested, difficult to maintain, and risky, the EPA confirms that there are many tested methods being used in cities nationally and internationally with great success. They suggest green infrastructure plans, which offer many benefits to the longevity of a city, as opposed to an alternative: “heat islands,” which the EPA defines as “urban areas, where [concrete structures] are highly concentrated and greenery is limited.” USDA’s watershed program provides sponsorship opportunities which are “planned and carried out jointly by local, state, and federal agencies with the support of community landowners and citizens.” Through cooperative planning, and enough time set forth to create plans that benefit both cities and homeowners, the opportunities to create urban forests is unlimited. Beautifully, “research shows that urban forests have temperatures that are on average 2.9°F lower than unforested urban areas.”
The proposed design from public works sets forth a beautiful crosswalk and wider sidewalks, which could create a safer walking area for the entire public. This is an incredible opportunity to develop a community project that could benefit the local eco-systems, while also providing educational development and cultural enrichment.

Although it takes cooperation, the time set forth to truly emphasize environmental design, also called low impact development, maintains soil health, prevents flooding, prevents erosion, and maintains micro-climate. EPA defines “micro-climate”as “formed by natural or man-made geography and topography, such as hills, buildings, and the presence or absence of trees and vegetation.” Low Impact Development is the greatest way for a city to commit to environmental protection.

Low Impact Development:

The term low impact development (LID) refers to systems and practices that use or mimic natural processes that result in the infiltration, evapotranspiration or use of stormwater in

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order to protect water quality and associated aquatic habitat. EPA currently uses the term green infrastructure to refer to the management of wet weather flows that use these processes, and to refer to the patchwork of natural areas that provide habitat, flood protection, cleaner air and cleaner water. At both the site and regional scale, LID/GI practices aim to preserve, restore and create green space using soils, vegetation, and rainwater harvest techniques. LID is an approach to land development (or re-development) that works with nature to manage stormwater as close to its source as possible. LID employs principles such as preserving and recreating natural landscape features, minimizing effective imperviousness to create functional and appealing site drainage that treat stormwater as a resource rather than a waste product. There are many practices that have been used to adhere to these principles such as bioretention facilities, rain gardens, vegetated rooftops, rain barrels and permeable pavements. By implementing LID principles and practices, water can be managed in a way that reduces the impact of built areas and promotes the natural movement of water within an ecosystem or watershed. Applied on a broad scale, LID can maintain or restore a watershed's hydrologic and ecological functions.”
An example from the EPA’s website:

26.126
From: Patrick Macfarlane
To: City Council
Subject: Re: Undeliverable: Re: Tree appeal green infastructure Date: Monday, January 8, 2024 5:17:38 PM
Documents sent at 5 and then had to be re-issued due to oversized files! Thank you so much for reviewing and hope they will still be considered in time.

On Mon, Jan 8, 2024 at 5:14 PM Patrick Macfarlane <[email protected]> wrote:

Statement of intent document attached, to be reviewed at tomorrows meeting.

On Mon, Jan 8, 2024 at 5:13 PM Patrick Macfarlane <[email protected]> wrote:

On Mon, Jan 8, 2024 at 5:08 PM <[email protected]> wrote:

Your message wasn't delivered to anyone because it's too large. The limit is 29 MB. Your message is 31 MB. [email protected]
Your message couldn't be sent because it's too large.

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From: Shalom Dreampeace Compost
To: [email protected]
Cc: City Council; Leslie Keedy
Subject: a message to the co-owners of the property at 339 Walnut Avenue, Santa Cruz Date: Thursday, January 18, 2024 12:55:24 PM
Attachments: IMG_1568.HEIC
Cascadia Engineering.pdf
Tierra Firma.pdf
James Allen Limitted Peer Review.pdf
James Allen Limitted Peer Review.pdf
Below is an email that I tried to send to Karin and Dr/Professor Jonathan Fielding at the (UCLA [email protected] on the Fielding College of Public Health website) and I do not know the correct email address for Jonathan or Karin.

So could you please pass this email on to them if you can.

Thank you so very much
The Fieldings are co-owners with Barter’s of the (Barfield LLC which owns) the property at 339 Walnut Avenue.

Since Fielding’s are on the board of an organization that works to protect trees.

Thus I feel that it is really important that all four owners of the property are kept informed of what is going on.

You may know that the Fielding’s are quite involved in philanthropy, and may have the motivation and resources for protecting the tree and apartment building that the Barter’s may or not have.

As Mary Barter said in the August hearing of the Parks and Recreation Commission that her in-laws Jonathan and Karin Fielding are on the board of TreePeople.org.

So I think they deserve to be kept in the loop for information about the tree on their property.

Please let me know when you have reached Karin and Jonathan Fielding. Of course, you are welcome to also send this to the Barter’s.

Shalom Dreampeace Compost
Dear Karin Fielding,
Dear Dr Jonathan Fielding
I am writing because you co-own a property in Santa Cruz with the Barter's. It is managed by Santa Cruz Property Management.

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There are issues with a 120 ft tall Coast Redwood tree on your property. Santa Cruz Property Management is proceeding with permits to have the tree cut down.

This issue is a bit urgent since the tree removal permit has already been approved.

An appeal of that approval is going to be heard by the Santa Cruz City Council on Tuesday January 23. The property management company has gathered technical reports to show that the tree removal is necessary both to protect the sidewalk and more importantly to protect the apartment building from damage which could become serious in the next 2 to 5 years.

It may not be cheap to retrofit the foundation of this apartment building so it would be compatible with this tree.

But it could be done. Whatever it costs, I believe that it will be money well spent.

It seems so ironic that a heritage tree that is co-owned by you as board members of TreePeople would be cut down. Mary Barter sincerely seems convinced that the tree needs to come out. She bases that opinion on the recommendation of professionals in the field.

I am attaching 4 technical reports from engineers and arborists that see the apartments and tree as compatible.

The final appeal on the tree removal permit will be before the Santa Cruz City Council on January 23rd.

I am hoping that you will agree with me and with those of us that value both "your tree" and the remaining heritage trees both in Santa Cruz and in other locations.

You are both smart folks and generous to many worthwhile causes. I started this correspondence hoping to persuade you to agree with me. But you are such solid people that I can just respectfully make you aware of the situation on your property. I hope that the decision you make aligns with my values. But again whether you and I agree on the tree I am truly grateful for all you have done.

Shalom Dreampeace Compost
(831) 345-2017
106 Rey Ct
Santa Cruz CA 95062
[email protected]

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contacts: Santa Cruz City Council :
[email protected]
Leslie Keedy, City of Santa Cruz Urban Forester (831) 420-5030 (She skillfully can explain the prevailing ideas of why your tree should be cut down)
Santa Cruz Property Management: 1240 41st Ave, Capitola, CA 95010 (831) 462-6424
a couple of photos I took:
with codominant stems

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CASCADIA ENGINEERING, INC.

Santa Cruz Office
133 Pryce Street
Santa Cruz, CA 95060
David Bolger, PE - President
[email protected]
(510) 495 - 4494 (cell)
January 8, 2023
Keelan Franzen
340 Chestnut Street
Santa Cruz, CA 95060
Re: Existing redwood tree at 339 Walnut Avenue
Dear Mr. Franzen:

I have visited the site of the subject project and made a visual observation of the structural conditions present at the exterior of the existing building at 339 Walnut Avenue, and I have reviewed the letter written by Jodi Collins, PE, addressed to Santa Cruz Property Management dated July 17, 2023, and the Arborist Report prepared by Donald Cox dated May 30, 2023.

In my site visit, some signs of distress in the existing foundation were observable, as mentioned in the Collins letter. Based on this observation, some remedial work at the existing foundation is warranted.

Of note, although the need for such work is apparent, it does not currently appear to be an emergency, which gives us some time, from a structural engineering perspective, to explore various methodologies for addressing the necessary repairs.

To that end, there are a variety of potentially reasonable means of mitigation for addressing the foundation's current condition that are worthy of exploration which may not include removing the existing mature redwood. Some options are listed below for your consideration:
 Pier and grade beam system:

This would include the installation of a concrete pier at or near the southwest corner of the building, and potentially one more along the perimeter of the foundation along its south and west perimeter walls (so, three total piers). Such piers would be designed to reach down into firm soil or bedrock below (typically a depth on the order of 15 - 20 feet is recommended) to provide the building with stability at those locations. Once such piers are installed, concrete grade beams would be run between them to bring the existing building's loads to each pier. This solution would support the existing building while not relying on the soil immediately below its walls, reducing or eliminating the impact of the redwood roots' development.
 Cantilevered floor system:

This would entail the installation of a new line of bearing with a concrete footing set back from the perimeter wall in the existing crawlspace, which would allow the joists to support the floor above without needing to rest on a support at the existing perimeter.

This option may also require the installation of new floor joists alongside the existing

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Dedicated to the Preservation of Trees
119 Surfside Avenue
Santa Cruz, CA 95060
831.426.6603 office
831.234.7739 mobile
[email protected]
www.consultingarborists.com
Consulting Arborists
A Limited Peer Review
Coast Redwood Tree Removal Permit Appeal
339 Walnut Avenue, Santa Cruz California
Prepared for
Keelan Franzen, Appellant

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339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 2 BACKGROUND
The City of Santa Cruz has issued a true removal permit for a mature coast redwood that grows at 339 Walnut Street. The tree removal permit application was submitted by Lewis Tree Service, an agent for Santa Cruz Property Management, identified as the Property Owner on the application.

I was contacted by Ms. Annika Mancini an associate of Mr. Keelan Franzen who has filed an appeal. Ms. Mancini stated but she was referred to me by local arborist due to my 50+-year career as both a practicing and consulting arborist in Santa Cruz. Additionally, she was aware my extensive experience as a union carpenter constructing residential, commercial structures and Public Works facilities. She noted my tenure as a consulting arborist for several Santa Cruz County Public Works Departments, my tree preservation history working at the University of California Santa Cruz. As an independent private consultant, I’ve worked with countless developers assessing the preservation suitability of trees on development projects and working with the design teams and builders to construct with trees in a sustainable manner. She noted my commitment to objective analysis, professional ethics and the preservation of trees.

ASSIGNMENT/SCOPE OF SERVICES
Ms. Mancini requested that I review background materials, conduct a brief, limited site inspection and document my findings in the form of a peer review. She requested that I review all materials with the intention of exploring possible mitigation measures in order to preserve the redwood tree, protect the adjacent building and sidewalk.

I agreed to perform the defined services and met with Ms. Mancini on December 11, 2023 at 339 Walnut Avenue. We conducted a brief inspection while standing on public property, beyond private property boundaries.

Ms. Mancini I reviewed the following materials which were provided by Ms. Mancini:
● Arborist Reports (2) prepared by Don Cox dated May 30, 2023 and December 9th, 2023 ● TREE_PERMIT_APPLICATION_TR23-0089_AND_PICTURES
● HERITAGE_TREE_EVALUATION_TR23-0089
● Observation Letter by Mark Ritson PE RCE 37100, Terra Firma Engineering and Science dated December 4, 2023
● Structural Assessment of Existing Apartment Building Affected by Redwood Tree, Lynwall Apartments by Jodi Collins PE RCE 66954 dated July 17, 2023 ● Secondary Report by Jodi Collins from December 13th, 2023 ● Arborist Report by Monika Buczko, Registered Consulting Arborist #785 ● Engineering Report by Cascadia Engineering
● City Council Agenda Report by Parks and Recreation
● September 26 City Council Meeting Agenda Summary
NOTE: This analysis is based on my review of the background materials provided and a limited, visual inspection while standing on the ground beyond private property boundaries.

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339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 3 BRIEF SUMMARY OF FINDINGS/KEY POINTS:

After my brief inspection of the site and review of the documents provided, it is my professional opinion that the removal of the subject coast redwood tree is not only unnecessary but unwarranted. Mitigation of the current damage observed by others is readily achievable. The potential for future damage to the building foundation, sewer line and sidewalk can be diminished through the implementation of preventive measures.

This tree is currently in a good state of health as stated by others and stable. The minor “bowing” of the brick façade could have been constructed in that manner. If this minor “bow” is caused by the force of the tree’s root crown, the root crown could have been/can be shaved.

It should be noted that the minor foundation fractures could be present in other areas and consistent with degradation of concrete, a porous material with a finite life. The fractures observed by Ms. Collins have not affected the function nor revenue generation of the building.

Ms. Collins noted that the current damage is “minor”, meaning this situation can be taken with less urgency. An engineer and arborist should work in conjunction to further form a plan of preserving the tree, while protecting the structures.

PROFESSIONAL COUNTER-OPINIONS
After thorough review of Mr. Cox reports I submit the following challenges to his statements:
“Suitability for preservation: Not suitable due to root crown expansion and damage to property in process. The roots and crown cannot be cut without causing severe physiological distress and destabilization of entire tree”
● This statement is untrue. Coast redwood is an extremely resilient species and will regrow at almost from and anatomical point of tissue severance with adequate moisture. Tree structure and stability are the points of attention when removing structural roots. Once offending roots are identified, strategic pruning, shaving or removal will diminish negative impacts to tree stability. It is entirely probable that roots that may cause future damage can be successfully pruned and/or deflected through the use of root barriers to avoid future damage.
“Risk and potential targets: Risk of major damage to foundation and building and garage floor structures within 2-5 years from root and root crown expansion” ● The statement is subjective and not supported by any scientific data or formulas as to how the estimate was concluded. If this statement were proven to be true, then there are two to five years to develop and implement mitigation measures that prevent damage in a sustainable manner.

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339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 4 “Excavation in the proximity of the base of the tree is necessary. The required excavation is impossible without causing extreme physiological distress and severe damage to the tree (cutting of structural roots and root collar) and possible destabilization (risk of wind-throw toppling)” ● Inaccurate. The roots can be selectively pruned when they are identified as potentially causing damage. The tree’s root crown could have been/can be shaved to create space for analysis and maintain distance from the building foundation. Roots can be selectively pruned without negative impacts to tree health or stability. ● There are numerous mitigation measures that were not identified by Mr. Cox. This is a professional responsibility as defined by Risk Management BMPs and ANSI A-300 Standards. Available mitigation measures will be defined in subsequent sections of this document.
“TPZ: for purposes of root protection and preservation of structural-root integrity and tree stability the Tree Protection Zone recommendation is 35 feet radius distance from the tree trunk in all directions as a non intrusion, no root cutting zone for tree preservation (ISA BMP Trunk Diameter method 8:1)”
● This doesn’t apply to an existing condition. Roots were likely cut/removed from this tree in 1959 when the building was constructed. This level of root loss exceeds the stated criteria within BMPs. The current level of vigor, growth rates and stability of this tree are living examples that BMPs are only guidelines, not absolutes. “Removal is determined as unavoidable due to proximity to the structure. The tree is an obstacle for essential repairs. No reasonable means of mitigation is available that would preserve the tree” ● Again, this statement is inaccurate. Tree removal is unnecessary if yet to be defined mitigation measures are implemented and regular maintenance is performed. No maintenance has been performed by the property owner which may have avoided or diminished the “damage” currently in place.

Mr. Cox states the following conclusions in his second report on 12/9/23 after excavation with an air spade: “There is definite contact with the wall of the building by the expanding root crown of the tree, as further evidenced by the appearance of a bowed inward curvature of the brick siding at the points of contact.”
● Mr. Cox makes this statement without any supporting photographic verification, challenging the accuracy and truthfulness of his conclusion. “The air-spade excavation was a poorly advised method for any conclusive inspection, due to the limitations of the equipment and the site characteristics. Further exploration would need to be done possibly with Ground Penetrating Radar.”
● This statement invalidates Mr. Cox’ conclusion that “there is definite contact with the wall of the building….” and recommends investigation using Ground Penetrating Radar (GPR).

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339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 5 After review of the Agenda Report submitted by the Parks and Recreation Department Staff, which included reports and recommendations from Jodi Collins and Don Cox, I submit the following thoughts:
“The tree is too close to the foundation to perform this root pruning work to industry standard or to protect the building foundation.”
● The mention of the root management BMPs root management and concerns over lack of stability can be refuted by intentionally examining, identifying roots that may cause damage, protecting structural and load bearing roots, avoiding unnecessary pruning/root loss and shaving/planing the tops of major supporting roots as opposed to total removal. “Given the location and growth rate of the tree, the adjacent sidewalk is likely to require periodic replacement at the owner’s expense if the tree is to remain.” ● The concern regarding frequent and expensive sidewalk repairs due to root growth can be mitigated by the use of alternative materials in conjunction with proper maintenance.

Proper maintenance will ensure that significant damage does not occur. This maintenance is an applicable treatment for all trees that grow within city limits and is not uniquely confined to the growth of this particular tree . “Although this sidewalk repair plan is possible, it is costly and may also not be a permanent solution.”
● As mentioned above; the sidewalk damage is significant but repairable. One of the major factors that caused damage was attributed to poor design and construction. The current, uplifted sidewalk was constructed without any form of reinforcement bars (rebar) or wire mesh which lends strength. Additionally, the damaged section could have been attached to the undamaged sections by “dowelling” and poured in a monolithic manner as it was constructed. This would have strengthened the sidewalk surface and provided defense against the current damage.
● Alternative materials to a cement sidewalk that are better suited for this area will be listed in this document
“There is no reasonable mitigation option to save the tree or prevent ongoing damage to the structural integrity of the building.”
● The assertion that there is no possible means to mitigate property damage declines to address the mitigation measures listed below. A trained and knowledgeable arborist can conduct these measures with consideration of all proposed safety issues.

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339 Walnut Avenue, Santa Cruz CA Page
Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 6 DISCUSSION OF MITIGATION OPTIONS
Although the growth of the subject tree has resulted in significant sidewalk damage and possibly caused minor structural damage to the foundation, framing of the apartment building, the implementation of mitigation options, listed below would allow the retention of this stately coast redwood tree. ● Root pruning/shaving to protect building foundation and repaired sidewalk ○ The offending root crown could be or shaved and/or periodically pruned to maintain distance between the tree and building and eliminate damage potentials. ● Concrete sidewalk alternatives:
○ Decomposed Granite (DG) concrete-ized with an edge treatment. Low cost, easily maintained, and ADA compliant
○ Rubbersidewalks, Terrewalks and Verlayo offer high quality walking surfaces that can be placed over tree roots with minimal root pruning. These modular walkway panels are made from 100% recycled materials panels measuring 2' X 2'6". These thin, (less than 2” thick) cross section panels can be laid in multiples of 2-foot widths (4, 6, 8, 10 foot wide) or 2.5' widths (5, 7.5, 10 foot wide). Verlayo are even thinner, rubber sidewalk panels, from 1/2 inch to 1 1/2 inches thick and 2' X 2' dimensions-The base material can be placed around tree roots without root pruning if roots are at least 2 inches below final grade. All products are made from 100% recycled materials, rubber or plastic that are LEED and LID qualified. The panels are reusable which allow root maintenance. ■ https://terrecon.com/products/overview/
■ https://terrecon.com/products/terrewalks/
■ https://terrecon.com/products/rubbersidewalks/
■ https://terrecon.com/products/verlayo/
○ Redesign
■ Swoop sidewalk away from the tree’s root crown into the available street space ■ Utilize current Public Works design but simplified, with alternative materials and not concrete
○ Ramp Over/Elevated Sidewalk bridging roots
○ Designing and Installing Efficient Root Control Diversion Barriers ■ These are mechanical barriers constructed of a variety of materials designed to redirect root growth away from structures and sidewalks ● Sustainable Sewer Line Repair:
○ The recent information brought forward by the applicant regarding the necessity for sewer line replacement due to root intrusion bears further investigation. If this is the original sewer line, the materials used during the late 50’s would have degraded and warrant replacement/upgrade. If it has been invaded by roots, they can be “roto-rooted” to open the line. The replacement of the sewer line will have reinforced hub caps to prevent root damage.

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Coast Redwood Removal Permit Appeal-Peer Review January 7, 2024 7 CONCLUSION
After thorough review of reports and conducting a brief inspection of the tree, there are many remediation measures available to mitigate current and defend against future damage.

The subject coast redwood tree meets Heritage definition per Santa Cruz City Code. It can also be considered a Legacy, living century-old monument that can transcend generations and be passed on to those that follow us. It has measurable economic benefits to the citizens of Santa Cruz for noise attenuation, stormwater capture, carbon sequestration, temperature and pollution control among other things. There are countless immeasurable intrinsic and aesthetic benefits that are irreplaceable in the lifetimes of our children and grandchildren.

Professional valuation standards to determine the monetary value of trees are defined within the Guide for Plant Appraisal. The appraised value using the Trunk Formula Method is $271, 876.

It is my professional opinion that this tree can be preserved while protecting adjacent sidewalk and building elements.

Please contact me with any questions regarding this limited peer review.

Respectfully submitted,
James P. Allen
• American Society of Arboriculture
o Registered Consulting Arborist #390
• Society of American Foresters
o Certified Urban Forester #120
• International Society of Arboriculture
o Board Certified Master Arborist #625B
• International Society of Arboriculture
o Qualified Tree Risk Assessor
• Santa Cruz City Business License Holder

30.121 26.140

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
To: Mr. Keelan Franzen
340 Chestnut Street, Santa Cruz Ca 95060
Tel: 831 454-6123
email: [email protected]
Dear Mr. Franzen, at your request I conducted a reconnaissance site visit to assess site conditions at the intersection of Walnut Avenue and Lincoln Street (339 Walnut), as shown on the attached Map; on Nov. 29, 2023.

The issue is wether to, or not to, remove a large redwood tree. In general field observations, described later in this letter report, tend to show the apartment complex foundation is seemingly not being adversely effected by the large Redwood tree.

The scenario has many natural and man made variables. My overall assessment, is that it would be very useful to remove the broken concrete, that would have to be removed as part of a repair anyway, so as to be able to better observe what is actually happening. Hand excavation could be conducted to investigate further, such as hand augering after, with, the pavement removed.

Also, the City could, after investigation, do a temporary repair to make the sidewalk(s) walkable and to prevent further erosion under the existing (OK) sidewalk areas.

As shown on the following picture the general area seems to be cuts into the native slope on the opposite side of Walnut from the Redwood tree, with the possibility that fill was placed under part of the roadway for Walnut and Lincoln. It is not obvious wether the apartment complex and 339 is on a cut into the slopes at the site, or possibly on fill at the corner of the complex closest to the Redwood tree, but it appears possible that a cut was made to construct the apartment complex.

The Redwood tree almost certainly predates (is older than) the existence of the City of Santa Cruz.

In general the sidewalk’s along Walnut and Lincoln, on the 339 Walnut side of the roads show settlement in some areas, with seemingly both settlement and uplift next to the redwood tree. of 71
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.141 30.81

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
of 72
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.142 30.82

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
Apartment Complex 339 Walnut, with Redwood tree behind the signpost attached to a lamppost.

Santa Cruz High School, as seen from coned area from 339 Walnut side of street. of 73
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.143 30.83

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
Within the coned area, sidewalk pavement has been uplifted probably by the Redwood tree’s root, ass much as 4 to 6-inches between the tree and a fire hydrant. Also, the pavement seems to have settled (1/2 to 1-inch) due to erosion possibly under the lamppost at the corner of the intersection, and also under several areas of the sidewalks nearby. of 74
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.144 30.84

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
(Description of picture below) - Redwood tree root (root-beer-colored bark shown in picture under concrete), about 2 to 3-inch dimeter, as shown under area of sidewalk at location of largest sidewalk upward-offset.
of 75
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.145 30.85

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
Based on visual observations of pavement settlement and uplift, generally the sidewalks are subject to settlement, but immediately next to Redwood tree uplift has occurred.

The apartment complex appears to be on a cut, with the redwood tree in close proximity to the complex’s foundation.
of 76
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.146 30.86

SOIL WATER

PLANTS PEOP LE
TERRA Dec. 4, 2023
FIRMA
Engineering
& Science
There is a brick facade at the base of the complex that has been pushed in locally next to the Redwood tree. It appears that the base of the tree was cut back to prevent such pushing contact between the tree and the facade. If that is the case, the cutting-the-base-of-the tree-back work was done a long time ago as the bark has healed completely leaving a fully bark covered, somewhat squared-off face at the base.

The 339 Walnut apartment complex does not appear to be have been uplifted as there is a band of horizontal wood siding (extending continuously the full length of the building with a vertical height of about 3-feet up the wall )above the brick facade (with the individual each pieces of siding being about 6-inches tall and running typically more than 8-feet in length. As observed on The siding boards run uniformly horizontally, without gaps, or separation, or offset, including at the area next to the Redwood tree; where the brick facade has pushed the brick face inward (into the building footprint. As observed on Nov. 29, 2023, my current visual observation (from the exterior of the building) is that there is no obvious disturbance of the siding that would be expected if there was or is vertical uplift of the building foundation by the Redwood tree root.

In my experience Redwood trees are very aware of moisture…. — Where there is moisture a redwood tree will grow roots in that directions; — Where there is no moisture such as under a building a redwood doesn’t grow roots in that direction.
—My experience is limited. Perhaps because redwood roots do not often cause problems for building foundations?
As written at the beginning of the letter, the easiest way to get useful additional information is to remove the broken pavement in the area of the Redwood tree to allow for observation and possibly limited subsurface investigation.

Yours Sincerely, Marc Ritson
PE, RCE #37100
of 77
TEL (831) 438-3216
755 Weston Road • Scotts Valley • California • 95066
e-mail [email protected]

26.147 30.87
From: Laura Tate
To: City Council
Cc: Fred Keeley
Subject: Letter Re Council Meeting Jan 23, 2024
Date: Monday, January 22, 2024 10:33:46 AM
Attachments: Letter to Santa Cruz City Council Re Meeting Scheduled for 1_23_2024.pdf PastedGraphic-1.tiff
Please find attached my letter regarding the Santa Cruz City Council meeting Jan 23, 2024, Agenda Item: 26. Tree Appeal 339 Walnut Avenue. I have also pasted it below.

Thank you.

Best,
Laura Tate
Writer, Editor, Social Media Strategist
CrackerjackScribe.com
Ph: 323-205-6436
Re: Santa Cruz City Council Meeting Scheduled for 1/23/2024 Agenda Item: 26. Tree Appeal 339 Walnut Avenue
Attached: Exhibit A/B: 1920s photo of 339 Walnut Ave
Dear City Council Members,
I am writing to express my unwavering support for saving the majestic redwood tree at 339 Walnut Avenue and urge you to overturn the recent approval of its removal permit. While I understand the concerns surrounding the adjacent apartment building and sidewalk, solutions exist that can prioritize both responsible development and the preservation of this irreplaceable natural treasure.

Redwood Giants: Sentinels of Our Environment and Haven for Life

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Redwood trees are not just majestic giants gracing our landscape; they are vital allies in the fight against climate change and protectors of a diverse web of life. As the longest-living trees on Earth, they store staggering amounts of carbon dioxide, far exceeding even the mighty Amazon rainforest. Each redwood lost represents a significant setback in our collective effort to mitigate the global climate crisis.

Beyond their role in carbon sequestration, redwood trees provide crucial habitat and sustenance for many wildlife. From sheltering endangered marbled murrelets to nourishing banana slugs, their intricate ecosystems support a tapestry of life that stretches far beyond their towering trunks. Uprooting this ancient sentinel at 339 Walnut Avenue, potentially 100 years old, as evidenced by historical photographs (attached), would be a tragic loss for Santa Cruz and the world.

Solutions Exist: Protecting the Tree and Building in Harmony The appellants, demonstrating a commitment to progress and environmental stewardship, have commissioned Cascadia Engineering to explore alternative solutions to protecting the tree and the building. These innovative proposals, including a pier and grade beam system, a cantilevered floor system, and a retaining wall system, offer viable options for ensuring the safety and structural integrity of the building while preserving the tree's life and ecological contributions.

Notably, the appellants have identified potential solutions and demonstrated community support and a willingness to contribute financially. Their efforts to raise funds through community engagement showcase a dedication to finding common ground where both development and environmental protection can flourish.

Furthermore, the health and resilience of the redwood have been confirmed by multiple certified arborists. James P. Allen, in his report, states that "the removal of the subject coast redwood tree is not only unnecessary but unwarranted," highlighting the feasibility of mitigating current damage and minimizing potential future risks through preventive measures.

Santa Cruz: A Beacon of Environmental Stewardship

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Santa Cruz has long cherished its reputation as a leader in environmental protection. This commitment to sustainability is woven into the very fabric of our community, making it such a desirable place to live. Protecting this iconic redwood tree at 339 Walnut Avenue is not just about saving a single giant; it's about upholding the values that define our city and setting a precedent for other communities to follow.

As Santa Cruz embraces development, let us keep sight of the natural treasures that make our city unique. Let us find creative solutions that allow us to thrive alongside these ancient giants, ensuring that future generations can inherit a Santa Cruz rich in development and its natural heritage's irreplaceable beauty and ecological value.

I urge you to reconsider the permit removal and explore alternative solutions that preserve this magnificent redwood tree. By doing so, you will send a powerful message: Santa Cruz remains committed to its environmental legacy, paving the way for a future where progress and nature coexist in harmony.

Thank you for your time and consideration.

Sincerely,
Laura Tate
Longtime Santa Cruz Citizen and business owner

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Exhibit A: View E. from S.C.H.S. Grounds; Foreground, Intersection of Walnut Ave (L) and Lincoln St (R.); Date created: approximately 1920-1929
University of California, Santa Cruz. McHenry Library, Special Collections. 1156 High Street. Santa Cruz, California, 95064. (831) 459-2547. [email protected]

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Exhibit B: View of the redwood tree at 339 Walnut Avenue (L), Lincoln Avenue (R ) from Santa Cruz High School. Jan. 8, 2024

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From: Gillian Greensite
To: City Council
Cc: [email protected]
Subject: Agenda Item 26: Tree Appeal 339 Walnut Avenue
Date: Monday, January 22, 2024 12:31:59 PM
Dear Mayor, Vice-Mayor and City Council,
I encourage you to uphold the Appeal to save the Redwood tree at 339 Walnut Avenue.

The Agenda Packet includes a wealth of professional evidence that the tree can be preserved and that current or potential impacts to the property structure can be mitigated. A closer examination of the structure was hampered by the property owner’s refusal to allow the appellants an onsite investigation.

Professional Arborist James Allen presents compelling evidence and statements in support of the tree’s preservation as well as refuting some of the claims made by previous arborists hired by the property owner. Mr. Allen has a lengthy, highly respected standing in the city of Santa Cruz with respect to heritage tree preservation.

The options presented by the appellants’ structural engineer provide you with the sort of information you asked for and need in order to make a decision in the tree’s favor.

One final comment: last week on a walk in upper campus I interacted with a team of researchers returning from measuring the growth of big trees onsite over a five year period. I asked about the results. Over five years, the big trees had grown in circumference from a low of 1 millimeter to a high of 8 millimeters. One millimeter equals 0.1 centimeter. In other words, very slow growth.

At that rate, this Redwood Tree in 20 years will have increased in circumference at the high end by 32 millimeters which is 1.5 inches.

It's important to put the tree's growth rate in perspective as you consider whether to uphold this Appeal.

In my experience, no heritage tree has survived the ax of owner hired consultants. This time is different. You have sufficient evidence on which to base a decision of heritage tree preservation. I hope you take that path.

Thank you,
Gillian

26.153
From: Lindsay Nelson
To: City Council
Subject: FW: From James P. Allen, Consulting Arborist
Date: Monday, January 22, 2024 2:57:22 PM
Attachments: image001.png
image001.png
image002.png
image003.png
image004.png
image005.png
JPA CV_2.7.22.pdf
JPA_Evidence_LiabilityInsurance_2023-24.pdf
Lindsay Nelson
Admin III
City of Santa Cruz | City Clerk’s Division
809 Center St. Santa Cruz, CA 95060
Phone: 831-420-5032
Email: [email protected]
Web: www.cityofsantacruz.com

From: Leslie Keedy <[email protected]>
Sent: Monday, January 22, 2024 1:18 PM
To: Lindsay Nelson <[email protected]>
Cc: Tony Condotti <[email protected]>
Subject: FW: From James P. Allen, Consulting Arborist
Please add this to the record for tomorrows tree item
From: [email protected] <[email protected]>
Sent: Sunday, January 21, 2024 4:35 PM
To: Leslie Keedy <[email protected]>
Subject: From James P. Allen, Consulting Arborist
Begin forwarded message:

From: James Allen <[email protected]>
Subject: Re: Irresistible force meets immoveable object_Reply from James P. Allen, Consulting Arborist
Date: January 21, 2024 at 3:23:00 PM PST
To: <[email protected]>
Cc: Newt Gardens <[email protected]>, Keelan Franzen <[email protected]>

26.154
Good day Mr. and Mrs. Barter,
I am in receipt of your email.

Please consider my timely response as both, considerate and respectful and neither a professional obligation nor legal requirement. I was asked to communicate with you by both Leslie Keedy, Santa Cruz City Arborist and the appellants (Keelan Franzen and Annika Mancini). My objective for this communication is to arrange for the inspection of the alleged damage, understand existing conditions, facilitate rational, objective discussion and develop partnership to resolve this matter.

Ms. Keedy has confided in me that you are “incredibly wonderful people” and that “they don't want to cut the tree down either”. Trusting the truth in Ms. Keedys’ strong endorsement, I am willing to facilitate discussion and provide this assistance which is contrary to typical process and beyond the Scope of Service that I’ve voluntarily provided in this provided this matter to date.

I'm confident that the many of your questions and challenges will be sufficiently answered moving forward.

My hope is that they will be addressed by City Staff, as they were directed by City Council, in conjunction with the information gained by the appellant's professional team (myself, their other arborist and engineer) resulting from an inspection.

You've requested “names, then proof of liability insurance and qualifications & credentials of all professionals before permission is granted…… to visit the property for an inspection”. This information can be easily provided in a short time frame as evidenced by my attachments; current CV and proof of liability insurance and credentials listed below, on the signature page of my report and the footer of this email:

American Society of Arboriculture
Registered Consulting Arborist #390
Society of American Foresters
Certified Urban Forester #120
International Society of Arboriculture
Board Certified Master Arborist #625B
International Society of Arboriculture
Qualified Tree Risk Assessor
Santa Cruz City Business License Holder
California State Contractors License C61-D49 #608703
You can also learn more of my professional practice and mission at my website, www.consultingarborists.com.

Arborist credentials granted through the International Society of Arboriculture (ISA) can be verified at https://www.treesaregood.org/findanarborist/verify. You can input the arborists name or certification number.

I am confident that the liability release information along with, names of participants and verification of credentials that you requested via email in order for the appellant’s consultants to gain your permission to conduct an inspection can be compiled and submitted to you within 5 to 7 working days. The more difficult and time-consuming component would be coordinating schedules including that of your engineer, Ms. Jodi Collins. Ms. Collins is more than welcome to be present and/or participate in the inspection along with the appellant's consultant team.

I understand that the appellant's team consists of another arborist from the East Coast along with two

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professional engineers (PE) who have submitted their reports and perhaps others. I believe the common objective is to compile accurate, objective professional opinions. I expect this to be a simple, compartmentalized inspection employing non-invasive techniques that shouldn't take more than a few hours.

If this is something you are willing to consider, the scope and objectives of the inspection will be provided to you.

I understand and support your need for resolution of this matter and believe this is a common goal for all parties involved in this matter.

It is my understanding that beginning in the month of October, the appellants adhered to respectful due diligence protocol in order to access the property with their professionals. If this friendly inspection had been permitted, the appellant's team could have easily prepared and submitted documentation to be presented at the scheduled City Council meeting of January 8. Given the current challenges for scheduling and submitting all of your requested documentation, I suspect it would take 3 to 4 weeks from this date to complete and submit findings.

In closing, I would like to express my appreciation for this discussion and answer the final Question #11 that you presented. Your question was “Do you, in your practice, ever submit testimony supporting tree removal to preserve built structures, preventing property damage?” My answer is yes, I have submitted testimony supporting tree removal to preserve structures. In fact, my historic testimony at Santa Cruz City Council supported the removal of two heritage Monterey cypress trees located at the corner of Nevada and Liberty streets. Although my mission is “Dedicated to the Preservation of Trees”, I am an objective, credentialed and qualified tree risk assessor and condemn high risk trees when warranted.

I am confident that with your partnership, the support of City Staff and the Community of Santa Cruz, numerous mitigation options can be identified to preserve this tree, defend your property and sustainably repair the sidewalk damage.

Respectfully submitted,
James P. Allen
James P. Allen
Registered Consulting Arborist #390
Certified Urban Forester #120
Board Certified Master Arborist #625B
Qualified Tree Risk Assessor
119 Surfside Avenue
Santa Cruz, CA 95060
831.426.6603 office
831.234.7739 mobile

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__________________________________________________________________________ This communication (including any attachments) may contain privileged or confidential information intended for a specific individual and purpose, and is protected by law. If you are not the intended recipient, you should delete this communication and/or shred the materials and any attachments and are hereby notified that any disclosure, copying, or distribution of this communication, or the taking of any action based on it, is strictly prohibited. Thank you.

From: <[email protected]>
Date: Wednesday, January 17, 2024 at 7:34 PM
To: <[email protected]>, <[email protected]>, keelan Franzen <[email protected]>
Subject: Irresistible force meets immoveable object
On Jan 17, 2024, at 3:59 PM, [email protected] wrote:

Good afternoon Mr. James Allen,
As the property owners of 339 Walnut, we have read the
Peer Review that you prepared for the appellant Keelan
Franzen. We would prefer to not allow the appellants on the property for our liability concerns but would welcome them to be present at any inspection if they stay on the sidewalk. We see they have hired you and an engineer. Our insurance company and the managers’ insurance company
advise us against the appellant being present on the
property, as he can provide no expertise so has no reason, other than curiosity, to be there. Prior to allowing any inspections, we would names need names, then proof of
liability insurance and qualifications & credentials of all professionals before permission is granted for either
yourself or an engineer to visit the property for an
inspection. We appreciate that you would likely need to look more closely at conditions and meet also with an
engineer to make specific recommendations, but for us,
we would need you to include specific remedies, potential costs, also frequency of proposed maintenance and risk
assessment.

1. You say at the top of your Peer Review not that you can prevent future damage but diminish it. You also state that

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you haven’t yet done an investigation, and therefore need to investigate, Yet you go on, without investigation to give your very strong opinion agreeing with the appellant that the tree does not need to be removed. How were you able to
formulate this seriously consequential opinion standing on the sidewalk?

2. As you know Redwood trees have shallow roots; they
have no taproot to hold them up. Yet they grow to 200 ft high, and weigh several tons. They compensate for this
imbalance as forest trees. This tree is isolated. It does not have the benefit of the stability provided by of an
intertwined root system it would have in the forest.

3. You proceed to recommend tree root pruning that is far closer than that recommended by the ISA BMPs and you
state that the BMPs are merely guidelines. Yes 35’ is best for tree when it can be accommodated but 10’ is minimum.

Does straying from the ISA BMP for tree stability by cutting much closer than 10’ raise any safety concern for you? We believe the ISA and the arboriculture industry to be in favor of tree health and safety. For trees and from them.

4.You say that the tree roots were likely cut when the
building was constructed, And that this (fact?) shows the BMPs are only guidelines, because the tree is so healthy. You state also that this is a Legacy tree. 100 yrs old or more.

How did you ascertain this conclusion?

4.As many companies and other arborists
have recommended removal of the tree to prevent
future damage to the building and and not to prune roots or shave the trunk as you want to do, your opinion and
specifically methods appear to be a minority opinion in your industry on the fringe of arboriculture. So who would do the proposed work to get the tree away from the building, you or a contractor? And you would accept this liability?
For potential tree failure due to cutting of roots in contact with the building? But we would also be liable for allowing it to happen by choosing remedies we knew were outside the ISA BMP guidelines. And is it the best thing for the tree to cut the roots away from the building if that closeness or adherence is providing it with stability?

5. Are there other arborists in Santa Cruz that perform these unusual measures on a tree this size in this situation that you would consider capable of doing the work you
recommend? Or ones that would accept this type of liability?

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6. Does straying from the ISA BMPs repeatedly by digging down into this shallow rooted tree to inspect, handle, choose and also cut back only the roots deemed to be in contact with thebuilding, or shaving the main trunk or big roots at the trunk pose no risk at all in this situation in your opinion, at any point in this tree’s life?

6.What areas do you and the engineer need to inspect,
and what are you looking for?

7. Although I think she is involved in a big, time-sensitive project right now and probably will not be able to
attend, with our authorization, can our engineer also be present at the same time as you and the appellants
engineer?

7. How quickly can you get us the insurance & credential information for you and engineers? And make
arrangements to inspect? ? And could we get this site visit and report done before next Tuesday’s meeting?

8. We noted in your peer review Findings/and Key Points that you stated you did a brief inspection and determined the removal of the tree is unnecessary and unwarranted. We wondered at your strength of commitment to this
judgement from only a peer review of another arborist you disagree with. It felt like a default opinion yet deeply-held, a result of a well-intentioned and admirable passion for saving trees. In the same paragraph you do not state that the
methods you use will prevent future damage to the building.

You say they can diminish future damage as the tree
continues to grow, is that right? Trying to get an idea of how you see the future here: How long do you see this method working given the growth imperative of a coast redwood? To keep the tree safe and/or the building safe?

9. How frequently would proposed mitigation work have
to occur to diminish ongoing damage to the building as the tree continues to grow in girth? As Redwoods get large, it seems ongoing maintenance measures would
not permanently protect the building from encroachment by the tree? Is what you propose a way to get more years out of the tree in that space? .

10. Is there an amount of damage to the building you
consider acceptable in order to save this Redwood Tree? Who is liable for ongoing repair costs, for damage to the building, or the tree becoming unstable and toppling in major storm? Is it us? you? Keelan Franzen, Annika Mancini? the City Council? Santa Cruz taxpayers for lawsuits emerging from the tragedy?

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11. Do you, in your practice, ever submit testeimony
supporting tree removal to preserve built structures,
preventing property damage?
I hope our questions do not seem disrespectful.

They are not. They are some of the questions that came to mind, and we look forward to your answers.

Thank you,
David and Mary Barter
.

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February 7, 2022

HISTORY & QUALIFICATIONS
James Allen founded James P. Allen & Associates in 1976. He is the owner and principal consultant and active in the following professional organizations relating to the profession of arboriculture and consulting:
• American Society of Consulting Arborists (ASCA)
• International Society of Arboriculture, Western Chapter (WCISA) • Life Member, International Society of Arboriculture (ISA) • Association of Environmental Professionals (AEP)
• California Urban Forests Council
James has been actively educated in the field of arboriculture through educational seminars and professional academies. Most notably, he is a graduate of the Consulting Arborist Academy at Arbor Day Farm in Leid, Nebraska. As well as a graduate of the Tree Biology Academy hosted by the authority of woody plant biology, Dr. Alex Shigo in Boon, North Carolina.

James was the recipient several awards by the International Society of Arboriculture: the Gold Leaf for outstanding community beautification, the RW Harris for Excellence in Education as well as the True Professional of Arboriculture. James is registered as a Consulting Arborist with the American Society of Consulting Arborists (ASCA) and a Board Certified Master Arborist with the International Society of Arboriculture and a Certified/Qualified Tree Risk Assessor. James earned the designation of Certified Urban Forester as granted by the California Urban Forest Council and is a past president of ASCA.

James is an expert in tree risk analysis and tree appraisal. He has been a presenter at the annual Hazard Tree Evaluation Workshop at Filoli Gardens in Woodside, CA and many other professional workshops. Additionally; James qualifies as an expert witness, providing testimony in cases involving tree valuation and tree failure analysis.

James helped develop and then participated in the American Society of Consulting Arborists' Appraisal Advisory Group.

James has extensive experience in tree preservation, offering developers and contractors guidance during the development process. These services include design of alternative construction methods to maximize tree preservation.

Dedicated to the Preservation of Trees
Consulting Arborists
119 Surfside Avenue
Santa Cruz, CA 95060
831.426.6603 office
[email protected]

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SERVICES PROVIDED
• Tree inventories
• Urban Forest Management plans
• Diagnosis of disease and pest infestations
• Soil/Site analysis
• Structural stability/Risk assessment
• Diagnostic decay detection using the Resistograph F-500 • Arborist reports evaluating overall tree condition
• Preparation of Tree Resource Evaluations/Construction Impact Assessments • Tree preservation programs
• Tree appraisal
• Expert witness consulting and testimony

LEGAL MATTERS
Yale W. Rohlff, Rohlff & Waslif Law Offices
Tree failure/fatality- Defendant
Hugh F. Lennon, Robinson & Wood Inc
Tree Failure Analysis/Appraisal of damages-Defendant
Thomas Caudill, Attorney
Trespass tree removal/Appraisal of damages-Plaintiff
Nelson v Correia et al.

Vista Deprivation-Plaintiff
Lombardo and Gilles LLP
Gustin v Morse
Fire Damage-Plaintiff
Lombardo and Gilles LLP
Vann v Caltrans
Tree failure analysis-Defendant
Decker v AT&T
Tree failure analysis-Plaintiff
John Hannon Esq.

Anderson v Neighbor et al.-Plaintiff
Trespass tree removal/Appraisal of damages Kastner/Kim LLP

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LEGAL MATTERS, Continued
Wycoff v City/County of Santa Cruz-Defendant
Tree Valuation, City/County Council
Casa de Amigos Mobile Home Park/Lee Ouye v City of Sunnyvale-Plaintiff Trespass, Law Offices of Judy Tsai
Garcia V Camarlinghi-Defendant
Encroachment, Phillips, Spallas & Angstadt
Current Matters
Davey Tree/Davey Resource Group-Defendant
Fire Damage, Law Office of Nixon Peabody
Garrett v AGC-Defendant
Wrongful Death, Dummit, Buckholz and Trapp
Martinez v Reiss-Defendant
Trespass, Jerome Bellotti, Farmers Insurance
Blackwell V Partridge-Plaintiff
Trespass, Kerley Shaffer LLC
Beam V City of Scotts Valley-Defendant
Tree Valuation, Casey Law Group
Primavera v County of Santa Cruz-Defendant
Tree Valuation, Santa Cruz County Council

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CLIENT LIST-LOCAL GOVERNMENT
City of Scotts Valley
City of Capitola Contract Arborist
City of Pacific Grove
Urban Forest Management Plan preparation
County of Santa Cruz
Public Works Department
Sanitation Department
Environmental Planning
County and City of Monterey Parks and Public Works Departments

PROJECTS
Scotts Valley Planning Department
• 1440 Center
• Holiday Inn Express Construction
• Woodside Project/Mandarino Quarry reclamation project • Polo Ranch, Development of subdivision of 40 single family residences within native forests, riparin systems and protected plant populations
• Polo Heights, four lot minor land division
• Heritage Parks Drainage Repair and Site Stabilization Project Santa Lucia Preserve
• Development of 300 residential sites within a setting governed by a conservancy Standard Pacific of Northern California, Woods Cove
Development of subdivision within forest land (60 housing units) County of Santa Cruz
• Survey of 2350 hazard trees affected by Phytophthora ramorum, the causal agent of Sudden Oak Death (SOD)
• Lode Street facility, Monarch butterfly habitat/hazard tree management plan • Moran Lake, Monarch butterfly habitat/hazard tree management plan • Pajaro River Sediment Excavation project
• Salsipuedes Creek Conceptual Shade Canopy Development Plan • Aptos Sewer Transmission Line, 18 month project replacing and upgrading a sewer main between Rio Del Mar Pump Station and Park Avenue substation • Park and Wesley Sewer Replacement
• Lode Street Wet Weather Retention Basin
• Significant Tree Removal Application Review
• Marina Avenue Pump Station Tree Replacement Project

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ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED?

INSR ADDL SUBR

LTR INSD WVD
PRODUCER CONTACT NAME: PHONE FAX
(A/C, No, Ext): (A/C, No): E-MAIL ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F : POLICY NUMBER POLICY EFF POLICY EXP TYPE OF INSURANCE (MM/DD/YYYY) (MM/DD/YYYY) LIMITS AUTOMOBILE LIABILITY UMBRELLA LIAB

EXCESS LIAB WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY

AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE $
DAMAGE TO RENTED CLAIMS-MADE OCCUR PREMISES (Ea occurrence) $ MED EXP (Any one person) $
PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $

PRO- POLICY JECT LOC PRODUCTS - COMP/OP AGG
OTHER: $

COMBINED SINGLE LIMIT
(Ea accident) $
ANY AUTO BODILY INJURY (Per person) $

OWNED SCHEDULED
AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ HIRED NON-OWNED PROPERTY DAMAGE AUTOS ONLY AUTOS ONLY (Per accident) $
$
OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $
DED RETENTION $ PER OTH- STATUTE ER
E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $
If yes, describe under
DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT INSURER(S) AFFORDING COVERAGE NAIC # COMMERCIAL GENERAL LIABILITY Y / N
N / A
(Mandatory in NH)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

CERTIFICATE HOLDER CANCELLATION
ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
$
$
$
$
$
The ACORD name and logo are registered marks of ACORD
10/19/2023
(858) 452-2200 (858) 452-6004
11000
James P. Allen Dba James P. Allen & Associates
119 Surfside Ave
Santa Cruz, CA 95060
22357
37478
22292
A 2,000,000
X 72UECPT0938 10/27/2023 10/27/2024
10,000
2,000,000
4,000,000
4,000,000
B 1,000,000
72SBAIB5860 10/27/2023 10/27/2024
A 1,000,000
72UECPT0938 10/27/2023 10/27/2024
10,000 1,000,000
C
72WBCZR8597 10/27/2023 10/27/2024 1,000,000
1,000,000
1,000,000
D Professional Liabili LH3A76500906 10/27/2023 DED/5,000 2,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) JAMEPAL-01 MCCSU1
Assured Partners of CA Insurance Services, LLC dba: Wateridge Insurance Services
9655 Granite Ridge Drive, Ste 450 San Diego, CA 92123
Sentinel Ins. Company Ltd
Hartford Accident & Indemnity Ins Co
Hartford Ins. Co. of Midwest
The Hanover Ins. Co.
10/27/2024
X
X
X
X
X
X
X

26.165
From: Lindsay Nelson
To: City Council
Subject: FW: Tree Permit appeal: TR23-0089
Date: Monday, January 22, 2024 3:59:47 PM
Attachments: image001.png
image002.png
image003.png
image004.png
image005.png
Resolution No. NS-23-710.pdf
Lindsay Nelson
Admin III
City of Santa Cruz | City Clerk’s Division
809 Center St. Santa Cruz, CA 95060
Phone: 831-420-5032
Email: [email protected]
Web: www.cityofsantacruz.com

From: Leslie Keedy <[email protected]>
Sent: Monday, January 22, 2024 3:59 PM
To: Lindsay Nelson <[email protected]>
Subject: FW: Tree Permit appeal: TR23-0089
Please add these to the record
From: Leslie Keedy
Sent: Monday, January 22, 2024 3:59 PM
To: 'Newt Gardens' <[email protected]>
Cc: Fred Keeley <[email protected]>; [email protected]; Matt Huffaker <[email protected]>; Travis Beck <[email protected]>; Tony Elliot <[email protected]>
Subject: RE: Tree Permit appeal: TR23-0089
Good afternoon, sorry for the delay I have had office work delays due to storm conditions as I mentioned might be the case last Friday in my response.

As I understand this, the owners had submitted a list of questions & concerns to the appellants & their arborist based on reviewing the appellant informational package. It is my understanding that they requested thorough responses to their questions in order to consider working with you. To my knowledge they never stated they are considering working together without further information & detailed responses to their questions.

Mr. Allen quotes from the email he sent to them Sunday & did not include City staff, “It is

26.166
my understanding that beginning in the month of October, the appellants adhered to respectful due diligence protocol in order to access the property with their professionals. If this friendly inspection had been permitted, the appellant's team could have easily prepared and submitted documentation to be presented at the scheduled City Council meeting of January 8. Given the current challenges for scheduling and submitting all of your requested documentation, I suspect it would take 3 to 4 weeks from this date to complete and submit findings.” As standard, after the appeal form was filed with the Parks & Recreation Department office in May 2023, I reached out to the appellant Keelen Franzen last May & left messages asking for him to contact me to discuss if he had questions. He never called back, so it appears also that had the appellants opted to ask questions of City Staff last May when the City reached out, or between then & now, there would have been ample time for any potential discussions. I do appreciate Annika contacting my office after the first Council meeting for any suggestions that I had for them to gain defensible information for further Council consideration.

Attached is the City Council Resolution that the City Staff, Commission, & Council, reviews professional evidence to make findings of fact.

City Staff & the Commission
reviewed the property damage to the foundation & the professional testimony & agreed the burden of proof has been met by the applicant, weighing the evidence. Council will do the same and also may ask additional questions.

Additionally, to clarify, justification for permit issuance by Staff & the Commission is the foundation damage to the building, the sidewalk & sewer are supporting evidence of tree damage to other infrastructure but not the main consideration for the tree permit issuance.The public works department has specific requirements in the interest of safe passible sidewalks & the sidewalk products as suggested in Mr. Allen’s peer review are not approved within the PW City Standard Details or listed in the PW Standard Specifications. These products are relatively new and do not have any long-term data to support their efficacy enough for PW to adopt these materials as City Standards therefore the sidewalk detail prepared by Public Works, that meets City standards, was the only sidewalk detail created.

Tomorrows Council meeting will be after the 11 o’clock hour, and each group will have the opportunity to present & review the information they have gathered before the Council.

Regards,
LKeedy City Arborist

26.167
From: Newt Gardens <[email protected]>
Sent: Sunday, January 21, 2024 2:29 PM
To: Leslie Keedy <[email protected]>
Cc: Fred Keeley <[email protected]>; [email protected]; Matt Huffaker <[email protected]>; Travis Beck <[email protected]>; Tony Elliot <[email protected]>
Subject: Re: Tree Permit appeal: TR23-0089
Hi All--
I want to be sure to keep every party in the loop here so I am attaching Leslies prompt response below, as well as my response back to her.

She says:
"Hi the owners need a formal response to their email and answers to their questions and insurance and credentials before any meeting could Be established. As this weekend will be stormy and I am on call for all after hours tree emergencies my time may Be limited depending on weather Thanks" I understand that the owners need a formal response to their email and questions listed. From your email response, I am under the assumption that you have had access to this email and may understand the undertaking that a thorough response would entail. For those who may not have seen it, the email sent by Mary Barter has 11 questions, many of which have more than one question within. A response containing insurance, liability, and credential proof will be simple, but considering the time restraints, there is no possible way for our arborists to answer all of these questions, conduct an investigation, and write a report, before Tuesday's meeting. I want to note here that I have spent the past 3 months attempting to contact the Property Management and Owners in order to get this permission, and was declined (then allowed, then declined again a week later). Though I understand their hesitations, now that they have decided to pursue the possibility of working with our team we will need ample time to set this up responsibly. Pursuing this is of the utmost importance to us, and we just want to be sure to have the time to be thoughtful and thorough.

I believe James will be sending an email response to Mary with his credentials and proof of liability insurance and noting the time constraints in his ability to respond thoughtfully as well.

While preparing for the appeal meeting scheduled for 1/09, I did a very thorough reading of the agenda packet and all its reports. After these readings I made the conclusion that, though there was an attempt, I do not believe that the motion to proceed with exploring potential mitigation measures was fully, or thoughtfully, researched. Attached below is a letter Keelan and I wrote to the City Council outlining those thoughts.

As I noted in my initial email, now that the property owners are considering working together to compile information it is imperative for us to work with City Staff (whether that be you, Parks and

26.168
Rec staff, or others) in order to successfully respond to the motion to proceed with data collection.

We will need ample time in order to set this up.

Thank you Leslie for your prompt response, and I hope to find a simple path forward here, Annika
On Fri, Jan 19, 2024 at 3:48 PM Newt Gardens <[email protected]> wrote:

Hi Leslie,
I am writing in regards to the tree appeal permit appeal (TR23-0089).

I have CC'd Mayor Keely, Tony Elliot, Matt Huffaker, Travis Beck, as well as our arborist, James P Allen.

Two days ago Keelan (the appellant), myself, and James received an email from one of the 339 Walnut Ave property owners, Mary Barter. In this email she expressed interest in connecting with James, as well as our engineer David Bolger, in order to explore specific potential mitigation measures to keep the tree and costs of such measures. This connection would entail further physical investigation on
the actual property.

In support of the city staff directive to explore mitigation measures I wanted to reach out in hopes of connecting all great minds in this matter. As Parks and Recreation submitted the agenda report outlining data collected for this appeal, we think it would be appropriate to work with their staff in order to move forward with the property owners, and ourselves.

I don't believe current time restraints allows for us to thoroughly explore this option, as our agenda item is slated for this Tuesdays council meeting (1/23), but hope to find a way to work in conjunction with city staff nonetheless.

We would like to schedule a time for our arborist, engineer, as well as the property owners staff and city staff to thoroughly investigate the current situation on the property, and to find further mitigation measures.

I realize this email comes Friday afternoon, so enjoy your weekends and I look forward to speaking further!
Thank you,
Annika
805-440-8855

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26.170

26.171
From: Shalom Dreampeace Compost
To: City Council
Subject: 1/23/2023 item let"s ask the Fielding"s what they think Date: Monday, January 22, 2024 4:57:12 PM
In the August 2023 Parks Commitee hearing Mary Barter told the committed that she co-owned the property at 339 Walnut Ave with family. (I believe she said inlaws.) The co-owners she identified are Karin Fielding and Dr Jonathan Fielding, both large philanthopists and involved with a non-profit involved with trees.

The are on the board of directors of TreePeople.org
(named on this webpage) :
https://www.treepeople.org/our-team (scroll down to Board of Directors) This webpage: https://www.treepeople.org/about-us/ says:
"Our Work
Trees need People. People need Trees.

Born in 1973 from the hopes and dreams of a teenager, TreePeople is now one of the largest environmental organizations headquartered in Southern California. We have inspired, engaged, and supported more than 3 million people to take action for our environment by planting and caring for trees in forests, mountains, parks, and our neighborhoods. Our unique, engaging, and proven model empowers communities to plant a more resilient future and take personal responsibility for greening their neighborhoods. "
----------------------------------------------------------------------------------------------------- ---------------------------------------------
Before we finalize the permit for removal of the trees I would like to see something in writing from the Fielding's.

Shalom Dreampeace Compost
(831)345-2017

26.172
Shalom

26.173
From: Shalom Dreampeace Compost
To: City Council
Subject: Re: 1/23/2023 item 26: let"s ask the Fielding"s what they think Date: Monday, January 22, 2024 4:59:54 PM
Shalom
On Mon, Jan 22, 2024 at 4:56 PM Shalom Dreampeace Compost <[email protected]> wrote:

In the August 2023 Parks Commitee hearing Mary Barter told the committed that she co-owned the property at 339 Walnut Ave with family. (I believe she said inlaws.) The co-owners she identified are Karin Fielding and Dr Jonathan Fielding, both large philanthopists and involved with a non-profit involved with trees.

The are on the board of directors of TreePeople.org
(named on this webpage) :
https://www.treepeople.org/our-team (scroll down to Board of Directors) This webpage: https://www.treepeople.org/about-us/ says:
"Our Work
Trees need People. People need Trees.

Born in 1973 from the hopes and dreams of a teenager, TreePeople is now one of the largest environmental organizations headquartered in Southern California. We have inspired, engaged, and supported more than 3 million people to take action for our environment by planting and caring for trees in forests, mountains, parks, and our neighborhoods.

Our unique, engaging, and proven model empowers communities to plant a more resilient future and take personal responsibility for greening their neighborhoods. "
--------------------------------------------------------------------------------------------------- -----------------------------------------------

26.174
Before we finalize the permit for removal of the trees I would like to see something in writing from the Fielding's.

Shalom Dreampeace Compost
(831)345-2017
Shalom

26.175

26.176

26.177
Parks and Recreation
Department

26.178
339 Walnut Ave
Appeal of Parks and
Recreation Commission
Approval of application
#23-0089 to remove one (1)
Coast Redwood Tree

26.179

26.180

26.181
Findings:
 The Redwood tree is
healthy, vigorous, and of
normal size and color.
 The trunks are sound and
solid.
 Two stem tree sharing one
root system.
 No insects or disease are
present.

26.182
Findings:
 The tree is cracking the public
sidewalk, curb, gutter, & street.

The tree has cracked the
sidewalk around the fire
hydrant & is likely to impact
associated water lines needed
for reliable fire response.
 Sidewalk repair is not staff’s
rationale for tree removal
permit issuance.
 Sidewalk area concerns can be
addressed but will reoccur. 26.183

26.184

26.185

26.186
Findings:
 Tree roots are in contact with the
building foundation & brick veneer,
causing cracks & damage to both.
 Roots are causing sewer /utility
damage.
 Roots have cracked wood framing &
lifted the mudsill on the foundation.
 Here is past evidence of a sewer leak
under the home caused from the
tree.
 This building damage cannot be
mitigated from root pruning.

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26.188

26.189

26.190

26.191

26.192

26.193

26.194

26.195

26.196

26.197
Findings:  A report from a structural engineer has been submitted to define “structural integrity”
and confirm that the tree has damaged the
structural integrity of the building.
(additional review on 12-13-23 and 1-23-24)
 Tree has caused minor structural damage &
likely to get worse as the tree grows larger.
 Brick veneer is attached to foundation &
both are damaged.
 Foundation is cracked in two locations.
 Floor joists are rotting where the soil is
higher adjacent to the tree.
 Roots growth is evident in the crawl space.

26.198

26.199
Findings:  A report from a private arborist has
been submitted as a second opinion
to support the City Staff Arborist
opinion that the tree requires
removal (additional review on 12-9-
23)
 A second private arborist has
reviewed the information for the
property owner & states the tree has
caused damage & will continue to
grow, leading to more damage.

26.200
Findings:  International Society of Arboriculture’s formula for root pruning is at a minimum of three times
the diameter of the tree’s trunk, because pruning
more closely can reduce tree stability.
 The Society’s Best Management Practices—Root
Management notes that “severe loss of stability is
common when cuts are made at a distance that is
less than 1 to 1.5 times the trunk diameter.”
 The tree is too close to the foundation to perform
this root pruning work to industry standard or to
protect the building foundation. There is no
reasonable option to save the tree or prevent
ongoing damage to the structural integrity of the
building.
 A root barrier cannot be installed to protect the
foundation without significant root loss & tree
stability concerns.

26.201
New Information
Arborist Don Cox Root Crown Inspection
12-9-23
 There is definite contact with the wall of
the building by the expanding root crown
of the tree, as further evidenced by the
appearance of a bowed inward curvature
of the brick siding at the points of contact.

26.202

26.203

26.204
New Information
Arborist Nigel Belton Report
01-22-24
 Recommends that the subject tree be removed to
prevent more significant damage concerning the
adjacent building and sidewalk
 Shaving the root collar at the base of the trunk is
not a viable management option in this situation
because of the confined area between the
building’s foundation and the trunk.

26.205
New Information
Engineer Jodi Collins 2nd review
12-13-23
 Tree roots & trunk are already in contact
with the building.
 The foundation wall is cracked & bowed.
 Replacing foundation with an alternate
type is not possible while maintaining the
same building footprint.

26.206
New Information
Engineer Jodi Collins 2nd review
12-13-23
 For the tree to remain & lessen further damage
potential to the building, while anticipating tree
growth, the building would have to be moved
approximately 10 feet or more from the tree.
 This would eliminate 2 apartments.
 Require design & engineering, performed to
current codes.
 Requiring new wall bracing & framing, new floor
joists & 1st & 2nd roof framing.
 This proposal would be costly & result in lost
rental income.

26.207
New Information
Engineer Jodi Collins 3rd review
01-23-24
 Reviewed three foundation and retaining
wall options from Cascadia Engineering
01-08-24 report.
 Concludes each of the three options allows
little or no growth of the redwood tree in
the direction of the building and would
require portions of the tree root system to
be removed.

26.208
New Information
Plumbing repair estimate dated
12-11-23
Cost $14,000

26.209

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Sidewalk 2011

26.212
Sidewalk 2017

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Sidewalk 2022

26.214
Sidewalk repair
estimates
 Cost Estimate ‐ Lincoln and Walnut
 Mobilization $ 11,580.01
 Storm Water Pollution Prevention Plan (SWPPP) $ 1,544.00  Traffic Control and Construction Area Signs $ 15,440.01  Construction Surveying by the Contractor $ 3,860.00
 Sidewalk/Roadway $ 40,800.00
 Material and Preparation $ 51,830.00
 Traffic Signage $ 2,180.00
 Traffic Striping and Markings $ 706.00
 $ 127,940.02
 This design will not prevent further building damage

26.215
Sidewalk repair

26.216
Sidewalk repair
estimates
 Job Site: 339 Walnut Ave Santa Cruz
 SCOPE OF WORK: Remove and replace the damaged concrete sidewalk sections around the corner of the building a total of  300 sqft
 1. Demo, load and off haul the damaged concrete and gutter pan  2. Excavate the dirt down 6"
 3. Import, grade and compact 6" thick of class 2 base rock over the dirt sub grade for both areas
 4. Install rebar 18" on center
 5. Place and pour concrete sidewalk and gutter pan with six sack 3/4 concrete
 6. Pave the road along the new gutter pan with commercial grade hot asphalt
 Total $8,900.00

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1950’s
_____________________________________

26.218
1959
_____________________________________

26.219
1963
_____________________________________

26.220
Recommendation
 That the City Council upholds the Parks
and Recreation Commission decision to
approve Heritage Tree removal permit
application #23-0089 & deny the appeal.
 Professional findings have satisfied the
City Council Resolution criteria &
standards for tree removal.

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Chapter 9.56 City of Santa
Cruz Municipal Code
 The Heritage Tree has, or is likely to have, an
adverse effect upon the structural integrity of a
building, utility, or public or private right of way;
 The physical condition or health of the tree, such
as disease or infestation, warrants alteration or
removal;
 A construction project design cannot be altered to
accommodate existing Heritage trees.

26.222
339 Walnut Avenue
Heritage Sequoia Sempervirens
David Bolger
- Professional Engineer - #75390
Marc Riston
- Professional Engineer -RCE #37100
Monika Buczko
- Consulting Master Arborist, Registered Consulting
Arborist - RCA#785, BCMA PD-2392B, CTSP,

TRAQ, TPAQ
James P Allen
- Registered Consulting Arborist #390, Certified Urban
Forester #120, Board Certified Master Arborist
#625B
Official Reports By:

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Statement from Master Arborist, Monika Buczko
VIDEO

26.224
City Council

AGENDA REPORT
DATE: 12/21/2023
AGENDA OF: 1/23/2024
DEPARTMENT: City Manager’s Office
SUBJECT: Communitywide Climate Action Plan 2030 – Year 1 Progress Report Update (CM)
RECOMMENDATION: Accept progress report update for the first year of the City’s Communitywide Climate Action Plan 2030.

BACKGROUND: The Communitywide Climate Action Plan 2030 (CAP 2030 accessed at cityofsantacruz.com/climateactionplan) was adopted in September 2022 after nearly 2 years of community engagement, technical analysis, and plan development. The CAP 2030 includes both a California Environmental Quality Act (CEQA) qualified emissions target that is consistent with the state target for 2030 and is deemed reasonable and achievable: a 40% reduction in emissions from a 1990 level by 2030. The CAP 2030 also recognizes recent scientific consensus and the need to accelerate beyond the State target and sets an aspirational voluntary target of carbon neutral (zero emissions) by 2035. The cost of inaction on climate change in the community is estimated to cost the City at least $25M annually in the form of adverse impacts to health, infrastructure, and the economy.

Table 1 summarizes historical projections for mass community-wide and average per capita (i.e., per person) emissions (in metric tonnes of carbon dioxide equivalent [MT CO2e]) as they relate to the 2030 and 2035 emissions targets. The inventories consider only the sectors regulated by the State’s scoping plan. For 2019, 69% of emissions were from transportation and mobile services (e.g., landscaping, construction equipment), 24% was due to energy use, and 7% attributable to solid waste.

Table 1. Mass and Per Capita Historical Emissions and Targets Year Mass Emissions
(MT CO2e)
Per Capita Emission
(MT CO2e)
1990 302,319 6.08
2005 355,669 5.53
2019 274,584 4.22
2030 – target 181,391 2.74 CEQA 2030 target

1.32 Carbon Neutral 2035
aspirational target
2035 – target 0 0

27.1 It is also important to note that a 2.74 MT CO2e per capita emission reduction target by 2030 is the minimum the community must achieve for CEQA target compliance. The community must go beyond this per capita emissions reduction by 2030 to achieve the aspirational carbon neutrality target in 2035. Considering only emissions from the State Scoping Plan sectors, to achieve carbon neutrality by 2035, per capita emissions must be reduced to 1.32 MT CO2e by 2030 (or 0.165 MT CO2e per year in emissions reductions for 8 years until 2030). As called for by Action W-2, the City was able to complete a consumption-based and supply chain emissions inventory to better characterize the per capita emissions impact of other sectors and activities not regulated by the State scoping plan. This inventory included producing, transporting, using, and disposing of products and services including food. As such, it was found that under this methodology, per capita emissions are about 15.7 MT CO2e, nearly 4 times the per capita emissions from the regulated State Scoping Plan activities alone.

The CAP 2030 contains 31 measures and 152 actions – the programs, policies, and projects - to meet the targets and address non-State Scoping Plan sectors, listed by type in Table 2. When considering the cumulative impact of state legislation and implementation of the CAP 2030 measures, the emissions reductions quantified meet the 2030 per capita and mass emissions reduction targets. Notably, emissions reductions were quantified for those measures that address sectors contained California Scoping Plan and where a legally justifiable methodology to determine emissions reductions exists. Some measures are also considered “supportive” meaning that when implemented, they contribute to the success of achieving the quantifiable emissions reduction measures. Those measures that are “supportive” may or may not address a State Scoping Plan sector and may or may not have a means to estimate emissions reduction potential.

But, for CEQA purposes, the legal defensibility of those measures is not strong and thus not included in quantification. As data become available and methods more robust to estimate the emissions reduction potential of measures outside the State Scoping Plan, the City will complete further quantification work.

Table 2. At a Glance: CAP 2030 Measures and Actions
Measure Type No. Measures No. Actions
Sustainable Government 9 43
Climate Mitigation
-Building Energy
-Transportation
-Water, Waste, Wastewater
17 90
Climate Economy 2 4
Climate Restoration 3 15
Total 31 152
At the same time of adoption of the CAP 2030, the Council also adopted a 3-year Implementation Workplan for the City to carry out. Each department, the external Climate Action Task Force and internal Sustainability Team also developed 1-year workplans carried out over calendar year 2023. The Health in All Policies (HiAP) City Council committee is also apprised and provides input onto sustainability initiatives as sustainability is one of the three HiAP pillars with the others being equity and public health.

27.2 To advise partners and residents to take actions to make maximum impact in reducing emissions, the CAP 2030 identifies the most impactful actions residents can take and encourages residents to commit to actions in the Resilient Santa Cruz community activation platform (https://resilientsantacruzcounty.org/santacruz). The Resilient Santa Cruz platform is part of the Resilient Central Coast campaign, with 12 cities and counties in the Central Coast utilizing the platform and its consistent messaging and outreach. Resilient Santa Cruz platform was selected after a regional assessment by climate practitioners of available activation tools. In addition to the outreach campaign being conducted by Resilient Central Coast’s operational partner, Ecology Action, new funding is pending to expand community engagement on the platform, a key activity needed to optimize use of the platform across the City beyond the 341 households currently utilizing the platform (1/3 of the 2023 goal of 1,000 households).

DISCUSSION: Overall, the City remains a leader in its climate action work in the United States, retaining an A or A- score for the past 3 years by disclosing the City’s climate risk and progress on emissions mitigation with the Carbon Disclosure Project (cdp.net). The City has made substantial progress on the adopted CAP 2030 3-year implementation workplan, having started and/or completed each of the 17 activities to be completed by the end of FY 2026. Similarly, the City has had a banner in year in terms of the volume and magnitude of grants pursued for climate activities in calendar 2023. However, only 1 year into CAP 2030 implementation, measure achievement and emissions reductions from these combined efforts are difficult to quantify across all measures with the transition from planning to implementable carbon reducing projects and lag in data availability preventing a thorough and accurate accounting.

Backtracking on electrification in new buildings caused the deferral of work on existing building electrification and, as such, the City is not on track to reduce emissions from existing buildings as modeled in the CAP 2030 CEQA target. Also, due to the pandemic and a significant uptick in remote work, there were observed decreases in all other transportation modes including biking, walking and public transportation (see measures denoted with ** under Table 3). To counteract those decreases and make gains toward targets, the City, its partners and community members must continue to work together on the largest emissions source, transportation, by expanding supportive structures and incentives to electrify transportation modes and enable use of public transportation and active transportation modes (e.g., biking and walking). Future annual progress reports will capture the impact of exciting developments with Santa Cruz METRO and increased grant funds for alternative transportation encouragement programs. Pending grant funding, if awarded, will also scale up the number of municipally owned public chargers by a factor of 10.

Another bright spot is the progress made on waste related emissions reduction measures.

Municipally, the City has made great strides in planning for fleet electrification and pursuing grant funds to electrify the fleet and provide charging infrastructure. Before the CAP 2030, the City already utilized renewable diesel as a large proportion of diesel fuel purchased and had retrofitted nearly all streetlights. The City only has 1 fully electric building but installed 3 more solar PV systems in 2023 and the upcoming Municipal Building Decarbonization Roadmap project will complete the planning needed to begin transitioning buildings to all-electric.

27.3 Specifically, the CAP 2030 measures that contribute to achievement of the CAP 2030 targets are tracked both quantitatively and qualitatively. There are 16 quantitative measures being tracked that, when completed, will ensure the City meets its 2030 CEQA target. Note that some measures do not yet have information to track. The City has achieved over 50% progress on five of the 16 measures in the first year of implementation. In Tables 3, 4 and 5 the high impact activities – those that have the largest impact on emissions reductions - are denoted by an asterisk (*). High impact activities: choosing renewable electricity from Central Coast Community Energy, reducing air travel, eating more plant-based meals, taking public transportation, buying or leasing an electric vehicle, electrifying: installing electric heat pump water heater or space heating, using active transportation: bike, walk, skateboard, or scooter, and installing solar panels Table 3. CAP 2030 Quantitative Measure Progress Summary Measure Unit Goal Data
Year
%
Progress
Notes
Measure BE-1: Enforce the City’s
new construction natural gas
prohibition ordinance (SCMC 6.100)
and inform the community regarding
the available technology and benefits
of electrification.

Number of
employees
working in
new all
electric
buildings
5,251 -- --
Unable to track
until new land
management
system comes
online. 1,275
units somewhere
in planning
pipeline
Measure BE-1: Enforce the City’s
new construction natural gas
prohibition ordinance (SCMC 6.100)
and inform the community regarding
the available technology and benefits
of electrification. Funding: Grants,
Grants/Accelerator
Number of all
electric
residential
units built
1,851 -- --
Unable to track
until new land
management
system comes
online. 1,275
units somewhere
in planning
pipeline
Measure BE-2: Electrify 31% of
existing residential buildings by 2030
and 53% by 2035.

Therms below
forecast 2,660,343 -- -- No progress
Measure BE-3: Electrify 26% of
existing commercial buildings by
2030 and 45% by 2035.

Therms below
forecast 1,257,239 -- -- No progress
Measure CS-1: Develop an Urban
Forest Master Plan and plant 3,000
new trees by 2030.

Trees Planted 3,000 2023 10% On track
Action M1.3 - Electrify 100% of
municipal buildings by 2040
% Municipal
Buildings
Electrified
100 2023 3% 1 building: City
Hall Annex
Action M1.4 - Implement plan to
retrofit all remaining streetlights,
facility lighting, and traffic signals to
LEDs by 2040
% Municipal
lighting
converted to
LEDs
100 2023 95%

27.4 Measure Unit Goal Data
Year
%
Progress
Notes
Action M5.1 - Decarbonize municipal
fleet by 2035
% Municipal
fleet
decarbonized
100 2023 4%
Substantial funding
pending to increase
progress
Action M5.3 - Procure 100 percent
renewable diesel as a transition fuel
until complete fleet electrification in
2035. Funding: N/A
% of
municipal
fleet fuel
purchased that
is renewable
diesel
100 2023 63% Started near 60%
**Measure T-1: Implement programs
for active transportation (walking and
biking) that achieve 23% of bicycle
mode share by 2030 and 30% by
2035.
% of
Passenger
Transportation
by Bicycle
(%)
23 2021 73% Started at 19.5%
Currently at 16.7%
**Measure T-2: Implement programs
for public transportation that achieve
8% of public transportation mode
share by 2030 and 12% by 2035.

Percentage of
Passenger
Transportation
by Public
Transit (%)
8 2021 58% Started at 7%
Currently at 4.6%
Measure T-4: Increase passenger
electric vehicle (EV) adoption to 35%
by 2030 and 40% by 2035.

Electric
Vehicle
Adoption as
Percentage of
Passenger
Fleet (%)
35 2022 9% Currently at 3.1%
Action T4.1 - Increase the number of
public electric vehicle (EV) chargers
installed to support EV adoption goal
- Install at least 1,247 new public EV
charging stations prioritizing frontline
neighborhood and high usage areas
by 2030. Funding: Taxes, Fees,
Private, Grants, Grants/Accelerator,
Bonds, Private
Total Public
EV Chargers
Installed
1,247 2023 12%
Not on track; but
pending grant
funding will
increase progress
Measure T-5: Increase commercial
EV adoption to 25% by 2030 and
35% by 2035.

Electric
Vehicle
Adoption as
Percentage of
Commercial
Fleet (%)
25 2022 0.01% Not on track
Measure T-6: Electrify or otherwise
decarbonize 50% of off-road
equipment by 2030 and 75% by 2035.

Percentage of
off-road
equipment
decarbonized
50 data unavailable

27.5 Measure Unit Goal Data
Year
%
Progress
Notes
Measure W-2: Reduce organic waste
by 75% by 2030 and 90% by 2035;
and reduce inorganic waste by 35%
by 2030 and 40% by 2035.

Metric Tons
of Organic
Waste
Diverted per
Service
Person (MT)
0 2023 65% On track
Successful achievement of all measures is modeled to reach the 2030 emissions target. To track emissions targets, the CAP 2030 calls for the City to prepare a GHG emissions inventory every 3 years. The calendar year 2022 inventory will be prepared by staff in 2024 and staff will report on GHG emissions trends and changes in the 2024 progress update.

Qualitatively, Table 4 includes the implementation year and status of each of the projects and initiatives contained in the adopted CAP 2030 3-year workplan and indicates which projects and initiatives will be implemented in calendar year 2024. The 3-year work plan includes planning and implementation, organizational change and accountability related projects, policies and initiatives.

Table 4. Status 3 Year CAP 2030 Implementation Workplan Year to be
Project/ Implemented
Initiative
FY
23 FY
24 FY
25 FY
26 Status
Responsible
Department
*Implement fossil fuel
divestment policy •
In progress FN
*Completion of Active
Transportation Plan •
Grant funds secured; to
be completed in 2025
PW
*Fleet Electrification Master
Plan •
Complete. Substantial
fleet electrification and
charging infrastructure
planned/installed
PW
Update food waste to energy
feasibility and design
facilities
•
In progress PW
*Adopt equitable
electrification ordinance/
programs for existing and
residential commercial
buildings by 2024
• • •
In progress; halted to
address new buildings
again

CMO, PL
Integrate CAP into Maser
Investment Strategy,
Financial Plan Development,
• •
In progress FN, CMO

27.6 Project/
Initiative
Year to be
Implemented
Status
Responsible
Master Fee and Cost Department
Evaluation Study
Evaluate state compost
application requirement and
obtain funding for tree
projects
• •
Evaluation complete.

Tree planting is ongoing:
$1M grant for tree
planting awarded
PW, PR
*Complete municipal
building electrification
master plan
•
Project scoping complete
for grant applications,
RFP

PW, CMO
Fund/hire an Energy Manager
•
Evaluated need. Likely
not possible to fund until
FY 26

PW, CMO,
FN, HR
Update Environmentally
Preferable Purchasing Policy •
In progress and
anticipate completion
early 2024
FN
* Municipal Transportation
Demand Management Plan • •
Updated to include
Bcycle incentives; other
incentives in progress

PW, HR,
CMO
* Develop remote work
program plan • • • •
Ongoing. Compiled
remote work/satellite
work site opportunity
data in 2023

IT, HR,
CMO
* Plan to electrify and
improve health and safety of
affordable housing stock by
2035
• •
Completed scoping of
Affordable Housing
Decarbonization Plan;
Applied for grant to
prepare plan / stand up
affordable housing
decarbonization fund

CMO, PL,
ED
Pursue green workforce
development opportunities • • • •
Ongoing. Convened
regional work group;
built into grant projects;
climate friendly jobs at
Trades Day

PW, WT,

ED, CMO,
PR
Develop Urban Forest Master
Plan and plant ~400 trees per
year
•
Plan pending funding
and capacity. $1M grant
for tree planting awarded
PR
* Complete Rail trail
Bikeways and plan light
transit to Rail Line
• • •
Priority bikeways in City
limits funded. Segment 7
phase 3 lower priority at
future date. Ongoing
light rail planning
PW

27.7 In addition to the formal workplan, there were many other actions and activities that were addressed in 2023 including the following (with each’s status in italics):
* BE-1.1: Enforce the new construction natural gas prohibition. Suspended in June, 2023; Staff prepared and Council adopted an alternative energy reach code for new buildings in November, 2023
* BE-2.5: Incentivize Electrification. Staff promoted electrification incentives provided by the State, PG&E, Central Coast Community Energy (CCCE) and the Monterey Bay Air Resources District;
BE-5.1 Weatherization and Health Retrofits for low-income homeowners and rental units.

Funding obtained and project in progress
* BE-6.2: Partner with CCCE to develop all electric rates by income level and incentive equitable all electric retrofits; All electric rate adopted by not based on income level. * BE-6.6. Facilitate equitable access to accurate and current information about electrification programs, incentives and opportunities. Develop induction cooktop loaner program; In a partnership with the Library system, 9 induction cooktop kits were put into circulation at City branches.

BE-6.8 Work with partners to establish a Regional Energy Network; City supported Association of Monterey Bay Area Governments to establish REN in 2024. * T-1.4 Re-establish citywide e-bike share. Launched in spring 2023 T-1.6 Pilot Neighborhood Greenways; West Cliff Drive closure enabled pilot through half of 2023.
* T-2.4 Free Public Transit for youth; City advocated to METRO to provide free public transit to youth, enacted in 2023.

T-3.4 Reduce Off-Street Parking requirements; completed in 2023 due to state requirements that pre-empt local requirements for development within ½ mile of transit * T-4.5 Partner with community groups to increase adoption rates of EVs in frontline neighborhoods; Staff supported funding of Ecology Action to carry out a EVs for everyone/EVs para todos campaign as a concierge service to frontline groups.

T-6.5 Ban Gas Powered Small Off-Road Engines; gas leaf blower ban ordinance project scoped for 2024.

W-1.1 and 1.2 Continue to provide free water conservation education, devices and rebates; ongoing
W-2: Reduce organic waste by 75% by 2030 and 90% by 2035; and reduce inorganic waste by 35% by 2030 and 40% by 2035. Food scrap collection launched to comply with SB 1383. With respect to rescuing edible food, working with regional partners to recover up to 20% of edible food and give to people who are food insecure. Ongoing in nature. 7 of 10 other Waste related Actions are ongoing in nature.

W-3.4, Complete a consumption-based and supply chain emissions inventory. Complete W3.5 Launch a Community Activation Platform. Complete and ongoing.

CE-1.2 Complete consumption-based emissions inventory. Complete.

CE-2.2 Support regional collaboration. Stood up the Monterey Bay Regional Climate Project Working Group (see Fiscal section for details). Staff participate on the steering committee of the Central Coast Climate Collaborative and the Green Cities California Network. Green Business hosted one mixer in collaboration with County; Monterey Bay Green Business quarterly meetings. State grant provided rebates to network for businesses. Santa Cruz County Solid Waste Task Force met quarterly and preparing to launch subcommittee to align packaging practices

27.8 M-1: Decarbonize municipally owned buildings by 2030 and remaining municipal facilities by 2045. Civic solar (complete), HW Park solar at ballfields (in design), and Soquel Front garage (in design); upgraded lights at HW Park ballfields (complete) *M-3.3. Identify and implement near term microgrid opportunities that align with resiliency objectives; participated in project scoping with Housing Matters on energy resiliency and microgrid; preparing application for funding.

M-4.2 City Staff Commute Data; annual employee commute survey completed * M-5.2 EV Charger installation for municipal fleet; substantial EV charging for municipal fleet completed including at Libraries and in progress at the Corporation Yard and Landfill As part of the monitoring and reporting component of implementation, the City will complete an emissions inventory for calendar year 2022 in 2024 as all information needed will be available.

This will be reported to City Council at the end of calendar year 2024. As part of engaging the community in this work City staff were capacity constrained to organize a community-wide implementation partners roundtable but will do so in 2024 in addition to expanding outreach capacity on the Community Activation Platform, Resilient Santa Cruz. The City is also assessing Climate Action Task Force role/format.

HiAP Statement
The CAP 2030 and its focus on equity, public health and sustainability epitomizes the intention of the City’s HiAP initiative. The CAP 2030 was developed through the use of an equity screening tool, ensuring all actions do not result in a negative impact on equitable community well-being outcomes. Measures and actions were linked to the adopted HiAP community wellbeing outcome metrics they support such that indicators related to equity and public health could be tracked in addition to the GHG emissions reduction progress. The adopted HiAP community well-being outcome metrics are updated biannually and will be included in the HiAP progress update to City Council in early 2024, denoting those that support the CAP 2030. As computed during CAP 2030 development, 70% of the 152 actions support improvement in community health. The dedication of resources to prioritize equity in the climate work is demonstrated by recent grant foci, e.g., Green and Healthy Low Income Homes (funded by Department of Energy) and the Affordable Housing and Climate Resilience in Frontline Communities grant proposal pending with the Department of Housing and Urban Development).

FISCAL IMPACT: There is no fiscal impact associated with this annual progress update.

However, implementation of the CAP 2030 is partially funded by grants, enterprise funds and the General Fund. It is not possible to quantify the impact on the General Fund since CAP 2030 implementation activities are diffused broadly across departments. Nevertheless, implementation of the CAP 2030 requires substantial investment and resources by the City, its partners and residents to achieve the targets specified.

Public and private climate investment could create up to 2,400 jobs by 2030 as per the CAP 2030 Green Economy appendix. Those jobs help generate revenue for the City that can be reinvested into climate work. Staff have estimated a low and high five-year projection for CAP 2030 implementation to be integrated into future budgets and the City’s Long-range Financial Plan. In FY 2025, climate and equity will be decision making priorities in the city budget. The funding and financing implementation appendix to the CAP 2030 specifies pathways to obtain this investment for implementation in a rapid and focused way.

27.9 To that end, the City has ramped up its application to and award of grant funding for climate action. In calendar year 2023, with 4 other Monterey Bay jurisdictions, the City stood up the Monterey Bay Regional Climate Project Working Group (RCPWG) via charter. The RCPWG's mission is to collaborate among groups and organizations in the Monterey Bay Area region, including Santa Cruz, San Benito, and Monterey Counties, to develop, prioritize, secure funding for, and effectively and equitably advocate for and implement regionally beneficial climate mitigation and adaptation projects and programs. Through nominal contribution of funds by each jurisdiction, the RCPWG hired a governance and grant writing firm and has submitted 6 joint grant applications as described below. Over $2M has been secured and over $31M is pending award decisions. The potential cost to benefit ratio for the City’s share of RCPWG grants could be as low 1%, depending on award decisions that are currently pending. Grants pursued jointly that are specific to emissions mitigation include:
 $2M Dept of Energy Weatherization Grant between Cities of Santa Cruz and Watsonville and Central Coast Energy Services for Low Income Clean and Green Healthy Homes (decarbonization/electrification/other improvements) - landed in summer 2022 and implementation in progress
 $15k Urban Sustainability Director's Network Emergent Learning Fund between all member jurisdictions for Advancing Equitable, Shared Governance for Monterey Bay Regional Climate Investment Decision-making - landed summer 2023 and begins January 2024
 $14,132,648 Federal Highway Administration between member jurisdictions/AMBAG for Monterey Bay Region Equitable EV Charging (submitted June 2023 and pending award announcement - $2.5M for City of Santa Cruz)
 $15,713,981 from California Air Resources Board to pioneer the Monterey Bay Municipal Fleet Electrification and Workforce Accelerator with member jurisdictions (submitted in October, 2023 and pending award announcement, with nearly $3M for City of Santa Cruz)
The City itself has over $2.7M in grants and rebates landed with work in progress and another $5M grant pending to support the purchase of municipal fleet EVs, municipal fleet EV charging and public EV charging. In addition, in 2023 the City landed a $1M US Department of Agriculture grant for planting trees and submitted an $8M US HUD PRO Housing grant for Affordable Housing and Climate Resilience in Frontline Communities of Santa Cruz (pending award decision). Finally, the City of Santa Cruz secured grant funding to construct the Swanton/Delaware Multiuse Path ($2.9M), Segments 8 and 9 of the Rail Trail ($35.7M), and Nonsignalized Pedestrian Crossing Improvement Program ($250k) to advance goal to increase the percentage of people walking and biking. The Waste Recovery division also has secured and has pending funding from CalRecycle for field trips and education as well as food recovery.

In addition to grant funding, through the City’s internal Carbon Fund, the City annually invests in internal grants as a way to engage and catalyze employee driven climate efforts. Since its first grant round in 2016, the Carbon Fund has awarded over $300,000 to 31 projects, funding fleet ebikes, streetlight assessments, expansion of electronic plan review systems, an urban tree inventory CalFire grant match, Harvey West pool pump controls, microgrants for Green Business certification, employee alternative commute incentives, and much more.

27.10 Prepared By:

Tiffany Wise-West, P.E.

Sustainability & Resiliency
Officer
Submitted By:

Laura Schmidt
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

27.11 Community-wide
Climate Action Plan 2030
-Year 1 Progress Report
Sustainability & Resiliency Officer,
Tiffany Wise-West, PE
January 23, 2024

27.12 1 CAP 2030 Background + Targets
2 2023 CAP 2030 Progress Update
3 2024 CAP 2030 Work Plan Highlights
Agenda
4 Recommendation

27.13 CAP 2030 Background
• 2012 First CAP Adopted
• 2022 Cap 2030 Adopted with 3-yr
Implementation Workplan
• 2023 Monterey Bay Regional
Climate Project Working Group
established
• 2021-2023 City achieves A/Arating with Carbon Disclosure Project
Data
Source listed below.
2019 Community-wide GHG Emissions
For State regulated Sectors

27.14 Emissions Reduction Target Summary
2035
2035
0 0
MT CO2e
MT CO2e
Per Capita

27.15 At-a-Glance CAP Measures + Actions

27.16 Emissions Reductions by Measure

27.17 2023 CAP 2030 Progress Update – Highlights
Direct emissions reductions
• 3 new Municipal Solar PV arrays + energy efficiency work • Rail Trail Completion
• Public Transit / Active Transportation Improvements
• Fleet Electrification Roadmap and Investments
• New Building Energy Reach Code
• Induction Cooktop Loaner Program with Library
• Food scrap collection
Funding and Collaborations
• Launch of MB Regional Climate Project Working Group + • Launch of MB Climate Justice Collaborative

27.18 2024 CAP 2030 Workplan – Key High Impact Activities Direct emissions reductions
• Active Transportation Plan Update
• Fleet Electrification + Charging
• Municipal Decarbonization Roadmap
• Existing Building Electrification Policy and Programming • Gas Leaf Blower Ban
• Planting Lots of Trees!
Process + Accountability
• Climate integration in Budget/Divestment Policy
• Change management

27.19 Recommendation
Accept 2023 progress report update for the
first year of the City’s communitywide
Climate Action Plan 2030 implementation.

27.20 City Council

AGENDA REPORT
DATE: 12/15/2023
AGENDA OF: 1/23/2024
DEPARTMENT: City Council
SUBJECT: 2023 Health in All Policies Progress Update and 2024 Health in All Policies Committee Workplan (CN)
RECOMMENDATION: Motion to:
1) Accept 2023 Health in All Policies (HiAP) progress update; 2) Adopt the 2024 HiAP Committee workplan and targets for increasing diversity in City committees and commissions;
3) Direct staff to prepare a commissioner/committee member compensation policy and process and provide an update to HiAP Committee; and
4) Direct staff to include HiAP committee recommended HiAP budget in FY 2025 proposals, and provide an update to the HiAP Committee on integrating HiAP into budget decision making for FY 2025 prior to budget hearings.

BACKGROUND: Recognizing that local governments play a role in community well-being through policy and decision making by prioritizing the three pillars of equity, public health and sustainability, the City Council adopted a HiAP ordinance (attached) and City Council policy (attached) in December, 2019. Subsequently, the City Council adopted a Year 1 Implementation Work Plan in January, 2020 and upon completion of that Work Plan, in November, 2021, adopted a multi-year workplan that extends through 2024. The City Council also adopted a set of Community Well-being Outcome indicator metrics (attached). The metrics are intended to be referenced to better understand the impact of the City and its partners’ collective efforts over a decadal timeframe.

On November 9, 2021, City Council adopted a complementary resolution recognizing the history and current existence of racism and white supremacy in the community, reviving the HiAP committee and directing the committee to return to the council with concrete, actionable steps to work toward building a more just, inclusive and safe community. Each calendar year the City adopts an annual HiAP Committee workplan that guides the implementation of the direction contained in both the 3-year workplan and the anti-racial discrimination resolution.

28.1 DISCUSSION: In addition to a qualitative assessment of annual calendar year progress on the HiAP citywide workplan, staff track quantitatively in two ways. First, staff are in the process of updating the adopted Community Well-being Outcome indicator metrics. This will be the third biannual update of the metrics (last updated in February 2022) and staff will report on any significant trends, recognizing that trends usually are observable on a decadal timeframe at the next progress update.

Second, staff track the proportion of City Council agenda reports that address the three HiAP pillars in the discussion section of agenda reports as required by City Council policy. The goal is that every agenda report meaningfully addresses the three pillars so that Councilmembers have the wholistic information needed to make decisions and policy that improve community wellbeing. After several years where the proportion of agenda reports that meet this requirement remained static, in calendar year 2023, there was a significant increase in agenda reports that mention HiAP (from around 9% in 2022 to 33% in 2023) and a modest increase in the agenda reports that meaningfully address HiAP (from about 8% in 2022 to 11.3% in 2023). Staff will continue to provide training through the employee training catalog and leverage other opportunities to drive an increase in the latter statistic.

In terms of qualitative progress, the City reports on the status of progress on activities in the Citywide 2021-2024 HiAP workplan, the anti-racial discrimination resolution, and the annual workplan for calendar year 2023. Workplan activities denoted with an asterisk (*) also represent activities completed pursuant to the anti-racial discrimination resolution. The status of each activity is in italics.

Citywide 2021-2024 HiAP Workplan:
 All Depts: Workforce Development Initiative – ongoing initiative included partnering with Your Future is our Business on a Trades Day at the Civic Auditorium in November, 2022 and 2023 and receipt of a Department of Energy Weatherization Assistance Program grant to fund low income green and healthy home retrofits that includes a workforce development initiative in partnership with Central Coast Energy Services as well as ongoing support and coordination with other regional partners on various initiatives. STATUS: Ongoing.
 All Depts: Engagement for the purpose of relationship and capacity building – STATUS: Ongoing. Staff conducted a wide variety of community engagement, notably the equity focused outreach conducted with homeless people and Beach Flats and Lower Ocean residents by the Climate Action Program to support the development of a coastal change monitoring program and a Housing and Urban Development (HUD) Grant proposal submission for or Affordable Housing and Climate Resilience in Frontline Communities in Santa Cruz was submitted to HUD on October 30, 2023 and resulted from community driven priorities identified during engagement.  CMO + Depts: Design standard operating procedure/best practices for equity focused community engagement. STATUS: Completed. The communications team’s

28.2 community engagement subcommittee developed an internal translation and interpretation guide as well as an equity best practices in engagement guide and conducted employee training on both. Additionally, City contracted with 3 local translation/interpretation firms to provide added capacity for those activities within the City.
 CMO: community programs committee ongoing evaluation and recommendations for new CORE/Community Development Block Grant funding allocations based on equity STATUS: Completed. Committee also received a “lessons learned” update from County staff on CORE process in 2023.
 CMO: Join the Local and State Government Alliance for Racial Equity (GARE)* STATUS: Completed. Staff utilizing for training, research and peer exchange on equity topics.
 CMO: Equity based Community Climate Action Plan 2030 (CAP 2030) and Climate Adaptation Plan 2028 development. STATUS: CAP 2030 was completed and adopted in September, 2022 with development and use of an equity screening tool and advisement from a dozen local equity advisors comprised of members of underrepresented and under-served groups. Each department developed annual workplans for CAP 2030 implementation. The Climate Adaptation Plan 2023-2028 is under development.
 ED: Active development of green mixed use affordable housing projects – ongoing with recent Congressional allocations and grant funding bringing the projects closer to construction. STATUS: Ongoing
 HR: Diversity, Equity and Inclusion (DEI) initiative* – STATUS: HR provided an update at the October, 2023 HiAP Committee Meeting that staffing will enable progress on this effort in 2024. HiAP Committee recommended updating DEI to DEIA (Diversity, Equity, Inclusion and Accessibility).
 HR + All Depts: More training for City Council and employees – STATUS: In 2023, 30 staff members were provided training on HiAP through an agenda report preparation training session. Additional training content was included in the Advisory Bodies Handbook.
 HR Employee Equal Opportunity Committee (EEOC)*: The EEOC will help the City explore avenues to apply the HiAP framework to its Human Resources policies. The EEOC will help the City explore avenues to apply the HiAP framework to its Human Resources policies – STATUS: development delayed due to staff turnover on the EEOC. Recent staff hire will enable progress on this activity

28.3  PD: Develop oversized vehicle ordinance to reduce the environmental damage associated with dumping sewage, reduce litter and bring safe sleeping that would improve equity. STATUS: adopted by City Council in 2022 and updated in 2023.  PL: Focus on sustainability, equity and inclusion in City’s existing building electrification, objective standard project and Downtown Expansion project. STATUS:

Ongoing. Explicit outreach conducted with individuals from and organizations that serve historically under-represented or under-served people. See the HUD PRO Housing grant proposal for Affordable Housing and Climate Resilience in Frontline Communities in Santa Cruz to be submitted to HUD on October 30, 2023.  FN, PL: Develop list of prequalified local vet, BIPOC, small and women contractors for residents to reference. STATUS: not yet complete
 FN: Exploration and integration of Carbon and Equity Budgeting* STATUS: integrated 3 HiAP pillars into FY23 and FY24 budget for informational purposes. Currently work between CMO and FN departments aims to further integrate these pillars into the FY25 budget for prioritization purposes. The HiAP Committee requests staff provide an update to the Committee on this work prior to FY25 budget hearings.

Activities from the anti-racial discrimination resolution that remain to be implemented or are partially complete or ongoing include:
 Conduct authentic community engagement with communities of color that includes, but is not limited to, increasing access to government decision-makers, and engaging with the communities prior to making decisions.
 Serve as a resource to People of Color towards existing resources for People of Color agencies and community members.
 Support resources for racial equity processes and outcomes including to leaders of color serving communities of color, building capacity in the understanding of racism and equity and their impacts on community well-being, and engagement with trusted messengers who reflect the communities they serve.
 Pursue cross-sector and cross-jurisdiction partnerships within Santa Cruz County and alignment in dismantling white supremacy, fortifying our commitment to fostering antiracist and anti-discrimination community culture, and celebrating and highlighting past and existing culture and leadership of People of Color community members.

HiAP workplan for calendar year 2023
 Implementation of recommendations for diversity in committee/commission recruitment + representation. STATUS: Included demographics on committee/commission member application, revised advisory body handbook to explain the initiative, coordinated with

28.4 County staff on implementation, identified targets for diversity in committee/commissions and conducted a CORE Coffee Chat to receive feedback on implementation of recommendations. The HiAP Committee recommends two targets related to diversity in committees and commissions: Increase representation of LatinX community members by 60% and renters by 30%. The committee also recommends exploration of ways to include youth in committees and commissions.
 Review the Collective of Result and Evidence-based Investments Lessons Learned Evaluation Process Full report. STATUS: complete
 Review next steps for tobacco product waste options and engagement plan. STATUS:
complete and initiative deferred indefinitely
 Review revised history of City for website. STATUS: partially complete and work to include important historical figures (e.g., London Nelson) and places (e.g., Chinatown gate) is in progress.

In addition to individual departments and HiAP-focused staff carrying out the ongoing activities noted above, the proposed HiAP City Council Committee 2024 workplan will guide the remaining and ongoing activities from the multi-year workplan as well as other Council directed work. Topics and timeline for the committee’s calendar year 2024 workplan include:

February 2024
 Review and provide feedback on the Citizen Participation Plan that describes and documents efforts that will be undertaken to provide for and encourage residents to participate in the development and/or modification of the Community Development Block Grants and Home Investment Partnerships Program Consolidated Annual Performance and Evaluation Report (Economic Development).  Review engagement for the exploration of an ordinance that bans gas powered leaf blowers
 Chair and Vice-chair elections.

April 2024
 Review gas powered leaf blower ban draft ordinance
 Review the Collective of Results and Evidence-based Investments Annual Progress Report
 Update from staff on including HiAP in FY 2025 budget decision making and a timeline on putting in place a process for compensation of commission and committee members who identify as representing a historically under-served or under-represented groups.

June 2024
 Review findings from City’s internal equity readiness capacity assessment 2.0 to be conducted during the first quarter of calendar year 2024.

28.5  Review Santa Cruz Like Me 2.0 report with new survey results from survey conducted during the first quarter of calendar year 2024.and representation goal progress  Review scope of work for HiAP rebranding and change management August 2024
 Review progress on EEOC DEIA initiative, receive annual report on Harassment/Discrimination and Respectful Workplan Conduct, City Workforce and Census Demographics Data and creation of an internal city-wide DEIA statement  Update from Children’s Fund Committee and PR on integrating youth into City decision making
October 2024
 Review and finalize recommendations for rebranding and change management  Receive report on status of EV employee rebate program for lower income employees and other equity centered grant funded projects.
 Update from County on Youth Advisory Task Force
December 2024
 Finalize 2024 progress report and 2025 calendar year HiAP workplan  Schedule committee meetings for calendar year 2025
FISCAL IMPACT: HiAP routinely receives an annual status quo budget allocation of $15,000 which funds consultant services to support and advise staff, modest engagement stipends and supplies and membership in the Government Alliance for Racial Equity. At the October 2023 HiAP Committee meeting, committee members also requested staff prepare a more robust budget for their consideration and recommendation to City Council. The committee recommends Council direct staff to include a proposed increased HiAP budget of $51,500 in the FY2 2025 budget that would include:
 Equity advisory consultant, $12,000 (status quo)
 GARE membership, $1,500 (status quo)
 Change management, $13,000 (new request)
 Committee/commission, engagement compensation, $25,000 (new request) Councilmember
Shebreh Kalantari-Johnson
Prepared and Submitted
By:

Councilmember
Sonja Brunner
Councilmember
Martine Watkins
ATTACHMENTS:

1. HEALTH IN ALL POLICIES ORDINANCE NO. 2019-22.PDF

2. COUNCIL POLICY 14.9

3. COMMUNITY WELL-BEING OUTCOME INDICATOR METRICS.PDF

28.6 28.7

28.8 28.9

28.10 28.11
COUNCIL POLICY 14.9

POLICY TITLE HEALTH IN ALL POLICIES (HiAP) IMPLEMENTATION

POLICY STATEMENT:

When developing City Council and departmental workplans and budgets (annually or otherwise), the City Manager and City Council shall ensure that the following actions to implement Health in All Policies (HiAP) are included: (1) an annual budget allocation to support grant writing, monitoring data, reporting to City Council and/or outreach, (2) annual evaluation of the City’s HiAP effort and report to City Council, (3) training for new staff, commissioners, and leadership in all three pillars of HiAP, and (4) participation by staff and leadership in stakeholder and partner convenings to ensure cross sector collaboration.

AUTHORIZATION: Council Policy Manual Update of November 26, 2019

28.12 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 1 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes

1. Health and Wellness
(HW)
Optimal physical, mental,
social-emotional,
behavioral, and spiritual
health across the life span.

Aligns with Community
Assessment Project (CAP),
Health and Health Care
Goal 1: By the year 2020,
all Santa Cruz County
residents will have a
regular source of primary
care and integrated
behavioral health services
with a focus on: Decreasing
disparities; Decreasing
reliance on Emergency
Rooms as a regular source
of health care; Increasing
access to mental health
and substance use disorder
treatment.

Goal 2: By the year 2020,
obesity in Santa Cruz
County will be reduced by
10%.

Community Impact 1:

Equitable access to
affordable, quality care
Health insurance
coverage rates
Adults (19-64), any type of health insurance (2018) 95.8% (CP) 95.1% (December
2020)
-0.7% 92.7% 92.0%
(December
2020)
-0.7%
Equity dimensions: Age, Gender, Race/Ethnicity Age & Gender All Available Children under age 19, any type of health
insurance coverage (2018)

94.0% (CP) 99.1%
(December
2020)
-5.1% 96.1% 98%
(December
2020)

1.9%
Equity dimensions: Age, Gender, Race/Ethnicity Age & Gender All Available Access to a usual
source of care
People with a usual source of care (2016-18) Not available 90.5% 90.1% (December
2021)
-0.4%
Equity dimensions: Age*, Gender*, Race/Ethnicity* All Available Community Impact 2:

Appropriate utilization of
care
Utilization of
behavioral health
care
Adults needing AND receiving behavioral health
care services (2016-17)
Not available 55.8% 63.5%
(December
2021)

7.7%
Equity dimensions: Age*, Gender*, Race/Ethnicity* All Available Community Impact 3:

Behaviors that maintain or
improve health
Healthy Eating Consumer expenditures: Fruits and vegetables (2020)
$1,168 (95060) 1392.5
(November
2021)
+224.50 $1,073 $1,281.0
(November
2021)
+$208.00 Broken Link
Adult fast food consumption (2016) Not available 38.9% 38.9% (January 2018)
N/A
Equity dimensions: Age*, Gender*, Race/Ethnicity* All Available Active Living Adults who walk regularly (2015-16) 46% (95060) 46% (August 2020)
N/A 43.4% 43.4%
(August 2020)
N/A
Access to exercise opportunities (2020) Not available 94% 94% (April 2020)
N/A
Children and teens who engage in regular physical
activity (2015-16)

16.7% (95060)

16.7%
(August 2020)
N/A 16.5% 16.5%
(August 2020)
N/A
Community Impact 3:

Behaviors that maintain or
improve health
Substance use Adults who binge drink (2015) Not available 44.1% (16.4%??)

18.2%
(January 2021)
Broken Link
Numbers from
the Previous

28.13 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 2 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
value don’t
match
Equity dimensions: Age*, Gender, Race/Ethnicity* All Available Teens who have used alcohol (2011-12) Not available 43.3% Not available Data not available
Liquor store density per 100,000 population
(2018)
Not available 13.1 stores 13.2 stores
(July 2021)
.1
Community Impact 4:

Optimal health status
Birth outcomes Babies with low birth weight (2016-18) 5.8% (95060) 5.8% (August 2014)
N/A 5.8% 5.8%
(August 2020)
N/A
Physical health
status
Self-reported General Health Assessment: Good or
Better (2018)
Not available 88.4% 93.9%
(January 2021)

5.5%
Equity dimensions: Age*, Gender*, Race/Ethnicity* All Available Behavioral health
status
Poor mental health: Average number of days
(2017)
Not available 3.9 days 4.3
(May 2021)

0.4 2. Lifelong Learning &
Education (LLE)
High-quality education and
learning opportunities from
birth through the end of
life.

Aligns with CAP Education
Goal 1: By the year 2020,
all students will be fully
connected and engaged
with their school
community, and will see
their school as a
welcoming, essential, and
safe place.

Goal 2: By the year 2020,
all students will have
broader access to courses
and enrichment activities,
including visual and
Community Impact 1:

Equitable access to highquality education and
learning opportunities
Access to
affordable, quality
educational
opportunities
Children in working families that don’t have
licensed child care (2019)
Not available 68%
(8,442)
8,153
(June 2020)
Percent vs.
actual number?
Affordability of Early
Childhood
Education (ECE)
Average annual cost of child care for an infant -
family child care home (2018)
Average annual cost of child care for an infant -
child care center (2018)
Average annual cost of child care for a preschooler
- family child care home (2018)
Average annual cost of child care for a preschooler
- child care center (2018)
Not available $10,809
$17,160
$10,090
$12,045
N/A
(June 2020)
Community Impact 2:

Quality of education and
learning opportunities and
environments
Caring relationship
with educators
Quality of educator-learner relationships at
school: Caring adult/7th grade (2017)
Quality of educator-learner relationships at
school: Caring adult/9th grade (2017)
Quality of educator-learner relationships at
school: Caring adult/11th grade (2017)
Not available 33.0%

26.6%

33.6%
N/A
(July 2020)
Community Impact 3:

Participation in education
and learning opportunities
Chronic
absenteeism from
school
Chronic absenteeism from school (2018-19) Not available 10.4% N/A (June 2020)
Connected to
school, work, and
social activities
Youth not in school or working (2014-18) .3% (CP) .5%
N/A
(March 2021)
Equity dimension: Gender Not available Available

28.14 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 3 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
performing arts, career
technical education and
digital technology.

Goal 3: By the year 2020,
all students will be
provided sufficient
behavior, health, and
counseling services to
succeed in their chosen
educational and career
pathways.

Community Impact 4:

Skills and educational
achievement
Academic
skills/proficiency
3rd grade students proficient in English/Language
Arts (2019)
3rd grade students proficient in math (2019)
8th grade students proficient in English/Language
Arts (2019)
8th grade students proficient in math (2019)
11th grade students proficient in English/Language
Arts (2019)
11th grade students proficient in math (2019)
Not available 41.0%

44.0%

48.3%

35.2%

57.7%

32.8%
N/A
(January 2020)
College and career
readiness
Students prepared for college/career (2019) [May be avail in future]

19.7% N/A
(July 2020)
Community Impact 5:

Educational attainment and
workforce readiness
On-time high school
graduation
High school graduation (2018-19) [May be avail
in future]

84.6% 82.6%
(January 2021)
-2.0%
Higher education
enrollment
[May become available on DataShare in future]

3. Economic Security &
Mobility (ESSM)
Stable employment, livable
wages, food security,
ability to afford basic
needs, wealth
accumulation, and
prosperity.

Aligns with CAP Economic
Stability
Goal 1: By the year 2020,
reduce the winter
unemployment rate by
one-half percent, creating
725 new winter jobs in
Santa Cruz County.

Community Impact 1:

Increased economic vitality
Unemployment Unemployed workers in civilian labor force (Aug 2020)
Not available 8.5% 5.3%
(December
2021)

3.2%
Community Impact 2:

Higher levels of selfsufficiency
Median income Median household income (2014-18) $70,102 (CP) $77,921 (March 2021)
$7819 $78,041 $82,234
(March 2021)
4193
Equity dimension: Race/Ethnicity Not available Available People living below
poverty level
People living below poverty level (2014-18) 23.6% (CP) 20.9% (March 2021)
-2.7% 14.3% 13.1%
(March 2021)

1.2 Equity dimensions: Age, Gender, Race/Ethnicity Not available All Available Children living below poverty level (2014-18) 20.6% (CP) 14.6% (March 2021)
-6% 16.4% 14.0
(March 2021)
-2.4%
Equity dimensions: Age, Gender, Race/Ethnicity Not available All Available Families living below poverty level (2014-18) 10.7% (CP) 8.0% (March 2021)
-2.7% 8.0% 7.4%
(March 2021)
-0.6%
Equity dimension: Race/Ethnicity Not available Available People 65+ living below poverty level (2014-18) 10.4% 11.2% (March 2021)

0.8% 7.6% 7.7%
(March 2021)

0.1%
Equity dimensions: Age, Gender, Race/Ethnicity Not available All Available Ability to afford
basic necessities
Food insecurity (2018) Not available 10.3% 10.1%
(July 2021)
-.2%
Households receiving SNAP with children (2014-
18)

33.1% 27.4%
(March 2021)
-5.7% 54.0% 50.7%
(March 2021)
-3.3%

28.15 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 4 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
Renters spending 30% of more of household
income on rent (2014-18)

66.4% 62.6%
(March 2021)
-3.8% 61.1% 59.1%
(March 2021)
-2%
Equity dimensions: Age Not available Available
Internet & digital
access
Households with an internet subscription (2014-
18)

89.7%

90.8%
(March 2021)
-1.1% 86.7% 87.5%
(March 2021)
.8%
Households with one or more types of computing
devices (2014-18)

95.4%

96.2%
(March 2021)

0.8% 91.6% 92.4%
(March 2021)
.8%
Community Impact 3:

Increased social, economic,
and occupational mobility
Community Impact 4:

Increased generational
wealth
Homeownership Homeownership – occupied by homeowners
(2014-18)

43.4% (CP) 43.2%
(March 2021)

0.2% 53.7%

54.1%
(March 2021)
.4%

4. Thriving Families (TF)
Safe, nurturing
relationships and
environments that
promote optimal health
and well-being of all family
members across
generations
Aligns with CAP Social and
Community Context
Goal 1: By the year 2020,
more Santa Cruz County
residents will build
meaningful social bridges
across differences in age,
race, ethnicity, class, and
culture.

Goal 2: By the year 2020,
schools and communities
will be safe, supportive,
and engaging places for
children, youth, and
families.

Community Impact 1:

Increased resilience of
children and youth
Child abuse and
neglect
Substantiated child abuse rate per 1,000 children
(2019)
Not available 3.6 2.1
(October 2021)

1.5 Equity dimensions: Age, Race/Ethnicity Not available All Available Foster care entry among infants and toddlers per
1,000 children 0-3 years old (2018)
Not available 3.8 N/A
(April 2020)
Childhood adversity
and resilience
Children with 2 or more Adverse Childhood
Experiences, parent reported (2016-18) via
http://kidsdata.org
Not available 14.2% N/A
Children who are resilient, parent reported (2016-
17) via http://kidsdata.org
Not available 55.6% 57.3%
(2016-2017)
-1.7%
Community Impact 2:

Increased resilience among
adults
Childhood adversity
and resilience
Prevalence of 4+ ACEs during childhood, adult
retrospective (2011-17) via http://kidsdata.org
Not available 21% 22%
(2017)
-1%
Access to counseling
and support for
healing
Adults needing AND receiving behavioral health
care services (2016-17)
Not available 55.8% 63.5%
(December
2021)
-7.7%
Equity dimensions: Age*, Gender*, Race/Ethnicity* All Available Community Impact 3:

Increased resilience among
older adults and dependent
adults
Geographic isolation People 65+ living alone (2014-18) 31.6% (CP) 26.3% 26.1% (March 2021)
-.2%
Elder abuse and
neglect
[Older and dependent adult abuse and neglect]
Age-friendly
community
AARP Livability Index (2018) 56/100 54/100 56/100 -2/100

28.16 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 5 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
Goal 3: By the year 2020,
more Santa Cruz County
residents will feel
empowered to experience
and pursue long-term
quality of life.

5. Community
Connectedness (CC)
A sense of belonging,
diverse and inclusive
neighborhoods and
institutions, vibrant arts
and cultural life, and the
power of civic engagement.

Aligns with CAP Social and
Community Context
Goal 1: By the year 2020,
more Santa Cruz County
residents will build
meaningful social bridges
across differences in age,
race, ethnicity, class, and
culture.

Goal 3: By the year 2020,
more Santa Cruz County
residents will feel
empowered to experience
and pursue long-term
quality of life.

Community Impact 1:

Connection to others
Support person
available in times of
need
Support person available in times of need (2019) Not available 94.0% 94.0% (May 2020)
N/A
Community Impact 2:

Access to diverse community
arts and cultural experiences
Access to culturally
responsive and
appropriate forms
of expression, arts,
music, culture
[no data/source yet]
Participation in arts,
music, and culture
[no data/source yet]
Public and political
support for the arts
and culture
[no data/source yet]
Community Impact 3:

Increased civic engagement
Voter participation Voter registration (2016) Not available 82.6% 92.3% (January 2021)
-9.7%
Voter turnout: Presidential election (2016) Not available 84.1% 86.0% (January 2021)

1.9%
Participation in
government
[no data/source yet]

6. Healthy Environments –
Natural & Built (HE)
A clean and safe natural
environment and a built
environment that supports
health and well-being.

Community Impact 1:

Quality of natural
environment and natural
resources
Concern for the
environment
Concern about water pollution (2019) Not available 22.5% N/A Concern about litter (2019) Not available 23.7% N/A
Concern about water availability/saltwater
intrusion
Not available 14.3% N/A
Air quality Annual particle pollution (2016-18) Not available 5 N/A Environmental
stewardship
Residents that installed higher efficiency water
fixture inside their homes (2019)
Not available 58.2% N/A
Residents that learned about local wildlife, birds,
or fish (2019)
Not available 60.2% N/A

28.17 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 6 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
Aligns with CAP Natural
Environment
Goal 1: By the year 2020,
residential per capita water
use will be sustained at or
under 2013 baseline levels
through 2020.

Goal 2: By the year 2020,
5% of homes in Santa Cruz
County will have a solar
electric or hot water
system.

Goal 3: By the year 2020,
stewardship actions for our
waters will be increased by
10%.

Goal 4: By the year 2020,
50 miles of urban bike and
multi-use trails will be
constructed within Santa
Cruz County to decrease
traffic, increase active
transportation, and
connect urban areas to
open spaces.

Residents who reduced storm water and irrigation
run-off (2019)
Not available 50.4% N/A
Residents who attended a cleanup event, habitat
restoration, or active volunteer day (2019)
Not available 30.8% N/A
Community Impact 2:

Climate change resiliency
Water conservation Residents who installed a rainwater harvesting system
Not available 17.2% N/A
Coastal bluff erosion Coastal bluff erosion
Greenhouse gas
emissions
Greenhouse gas emissions
Community Impact 3:

Safe, affordable, accessible
recreational spaces
Access to exercise
opportunities
Access to exercise opportunities (2020) Not available 94.0% N/A Recreation and fitness facilities per 1,000
population (2016)
Not available .13 N/A
Adults who walk regularly (2015-16) Not available 43.4% N/A Community Impact 4:

Safe, affordable, accessible
transportation system
Commuting Mean travel time to work (2014-18) 23.5 minutes 27.0 minutes 27.7 (March 2021)
-.7%
Equity dimensions: Gender Not available Available
Workers commuting by public transportation
(2014-18)

6.8% 7.0% -.2% 2.9% 3.0
(March 2021)
-.1%
Equity dimensions: Age, Gender, Race/Ethnicity Not available All Available Workers who drive alone to work (2014-18) 58.2% 58.7%
(March 2021)
-.5% 69.0% N/A
(March 2021)
Equity dimensions: Age, Gender, Race/Ethnicity Not available All Available Workers who walk to work (2014-18) 10.6% 11.9%
(March 2021)
-1.3% 4.7% 4.9%
(March 2021)
.2%
Equity dimensions: Age, Gender, Race/Ethnicity Not available All Available Safety Age-adjusted death rate due to motor vehicle
traffic collisions per 100,000 population (2016-18)
Not available 9.7 N/A
(August 2020)
Bicycle-involved collision rate per 100,000
population (2017)
Not available 59.5 N/A
(June 2020)

7. A Safe and Just
Community (SJC)
Fair, humane approaches
to ensuring personal,
public, and workplace
safety that foster trust,
respect, and dignity.

Community Impact 1:

Individuals and families are
free from all forms of
violence
Child abuse and
neglect
Substantiated child abuse rate per 1,000 children
(2019)
Not available 3.6 2.1 1.5%
Equity dimensions: Age, Race/Ethnicity Not available All Available (October 2021) Elder abuse and
neglect
[Data not available on DataShare]
Intimate partner
violence
Domestic violence calls for assistance per 1,000
adults (2018)
via https://kidsdata.org
Not available 4.8 4.9
(2018)
-.1%
Sexual assault [Data not available on DataShare]
Human trafficking [Data not available on DataShare]
Personal
experiences with
racism
[Data not available on DataShare yet]

28.18 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 7 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
Aligns with CAP
Neighborhood/Built
Environ & Public Safety
Goal 1: By 2020, the
juvenile crime rate will be
reduced by 10%.

Goal 2: By 2020, there will
be a 20% reduction in
youth reporting gang
involvement, resulting in a
10% reduction of gang
related criminal activity.

Goal 3: By 2020, there will
be a 10% decrease in
arrests or citations of
individuals with chronic
SUD/COD.

Goal 4: By 2020, the violent
crime rate of 18 to 25 year
olds will be reduced by
10%.

Community Impact 2:

Neighborhoods and
communities are safe
Crime Concern about crime: Very concerned (2019) Not available 29.8% 29.8% July 2020
N/A Prior Value

31.3%?
Violent crime rate per 100,000 population (2019) Not available 402.8 359.2 July 2021

43.6 Gang involvement Suspected gang membership (2019) Not available 145 reports 31 July 2021
114
Perceived safety Feelings of safety at school [data not available on DataShare]
Trust in law enforcement [date not available on
DataShare]
Community Impact 3:

Justice systems are fair,
restorative, and promote
healing
Community-based
crime prevention
[data not available on DataShare]
Arrests Juvenile arrests (2019) Not available 373 Broken link Equity dimensions: Gender, Race/Ethnicity Not available All Available Incarceration [data not available on DataShare]

8. Stable, Affordable
Housing & Shelter (SAHS)
An adequate supply of
housing and shelter that is
safe, healthy, affordable,
and accessible.

Aligns with CAP Economic
Stability
Goal 2: By the year 2020,
increase the housing stock
by 1,000 units in Santa Cruz
County.

Community Impact 1:

Increased inventory of
housing, especially affordable
housing
Housing inventory Number of housing units
Growth in low-income and affordable housing
units
Community Impact 2:

Increased availability of safe
shelter
Homelessness Unsheltered homeless (2018) 1,799 1700
(June 2021)
99 Sheltered homeless 521 556
(June 2021)
-35
Shelter access Ratio of available emergency shelter beds to total homeless population
Shelter utilization Appropriate shelter utilization
Community Impact 3:

Access to stable, affordable
housing
Affordability Overcrowded households (2014-18) 5.4% (95060) 5.0% (April 2021)
-.4% 7.3% 7.2%
(April 2021)
.1%
Severe housing problems (2012-16) 26.8% 27.2%
(May 2021)
-0.4%
Renters spending 30% or more of household
income on rent

66.4%

62.6%
(March 2021)
-3.8% 61.1% 59.1%
(March 2021)
-2%
Equity dimensions: Age Not available All Available
Utilization of housing choice vouchers (2019) Not available 91.0% 91.0% (June 2021)
N/A

28.19 HiAP: CORE CONDITIONS, CAP GOALS & COMMUNITY INDICATORS Rev February 2022 ¹ Provided by Census Place (CP), Census Tracts (CTs), or Zip Codes (#####) when available * Values may be statistically unstable, interpret with caution 8 CORE Conditions for
Health & Well-being
CORE Community Impact
View CORE Results Menu
CORE Community
Indicator
Selected Indicator Data (Measurement Period)
Dashboard of Selected HW Indicators on
DataShare
City SC¹
Baseline
(Nov 2020 )
City SC Update
(Exact Month
and Year)
Percent
Change
between City
Baseline+
Update
County
Baseline
(Nov 2020)
County Update
(Exact Month
and Year)
Percent
Change
between
County
baseline +
Update
Notes
Home affordability
Homeownership – occupied by homeowners
(2014-18)

43.4% (CP) 43.2%
(March 2021)
-.2% 53.7% 54.1%
(March 2021)
-0.4%
Homeless
population
Total homeless population (2018) Not available 2,320 2256 (June 2021)
64 Unsheltered homeless (2018) Not available 1,799 1700 (June 2021)
99 Sheltered homeless Not available 521 556
(June 2021)
-35 Prior Value
(421 or 467?)
Exits to permanent housing
Permanent housing retention

28.20 From: Garrett
To: City Council
Subject: 1.24.24 Agenda Item # 28 Hiap Racism
Date: Sunday, January 21, 2024 7:46:48 PM

1.24.24 Agenda Item # 28 Hiap Racism
Council,
Again with the Hiap WHITE SUPREMACY discriminatory
excrement.

What a load.

Garrett Philipp

28.21 2023 Health in All
Policies Progress
Update & 2024
Committee Workplan
Sustainability & Resiliency Officer,
Tiffany Wise-West, PE
January 23, 2024

28.22 Background of Health in All Policies
(HIAP)
1 2 2023 HiAP Progress Update
3 2024 HiAP Work Plan
Agenda
4 Recommendations

28.23 HiAP Background
2019 – HiAP Ordinance + City Council
policy adopted
• Prioritized the three pillars of equity, public
health, and sustainability in government policy
and decision-making
2021 – 2024 HiAP Work Plan Adopted
2021- Anti-Racial Discrimination
Resolution adopted
• Recognized the current existence of racism and
white supremacy in the community
• Revived the HiAP City Council Committee Data
Source listed below.

28.24 2023 Progress Update – Highlights + Targets
HiAP Committee Recommended
Representation Targets
1) 60% increase in Hispanic/Latina/o
commission/committee representation by 2026
2) 30% increase in Renters serving on
commissions/committees by 2026
3) Explore integration of youth in
committees/commissions
• Joined GARE + provided staff training
• Affordable Housing/Climate Resilience in
Frontline Communities grant proposal
• Workforce Development
• Implemented City Like Me recommendations
for increasing diversity and representation on
City committees/commissions

28.25 2024 HiAP Workplan
Key Activities
• CORE
• Phase 2 HiAP in Budget
• Diversity, Equity, Inclusion, Accessibility
Initiative and Statement
• Implement SC Like Me Recommendations (e.g.,
Develop compensation policy for
committee/commission members from
underserved/underrepresented groups, SC Like
Me 2.0 survey)
• Explore the creation of an equitable citywide
Gas-Powered Leaf Blower Ordinance

28.26 Recommendations

1. Accept 2023 HiAP progress update

2. Adopt 2024 HiAP Committee workplan and targets for increasing diversity in committees and commissions

3. Direct staff to prepare a commissioner/committee member compensation policy and process and provide an update to HiAP committee

4. Direct staff to include HiAP Committee recommended budget in FY25 budget proposal and provide an update to the HiAP Committee on integrating HiAP into budget decision making for fiscal year 2025

5. Transfer work on a gas-powered leaf blower ordinance from the ad hoc committee that, to date, has worked to explore an ordinance, to the HiAP city council committee, which will work with staff on developing the ordinance and conducting associated outreach.

28.27 City Council

AGENDA REPORT
DATE: 01/04/2024
AGENDA OF: 01/23/2024
DEPARTMENT: Economic Development and Housing
SUBJECT: Economic Development Strategy Update: Downtown and Eastside/Midtown District Activation and Direction (CN/ED) RECOMMENDATION: Accept the Economic Development Strategy Update regarding downtown and eastside/midtown actions and direct staff to move forward on the following additional recommended action areas to further activate the two districts during the current fiscal year:
1) Placemaking and activation activities
2) Assessment of empty storefronts
3) Permanent planning for future use of the existing downtown library site 4) Integration of new downtown housing projects into the downtown business, retail and shopping environment
5) Pursue establishment of an eastside/midtown Business or Property-Based Improvement District
6) Amend the Economic Development Strategy to include these additional strategies and actions, and
7) Return to Council with an update on progress during the current fiscal year.

BACKGROUND: In March of 2021, during the height of the pandemic, the City Council approved the Economic Development Strategy (EDS) which included a 2-year plan for immediate pandemic relief efforts and a longer 3-5 year plan for recovery and activation of the City’s business and retail sectors.

The EDS was developed through a process that included data analyses, outreach to stakeholders, surveys, and input by the City Council and City staff to identify significant opportunities and challenges to be addressed in the plan. The EDS has helped guide the City’s efforts over the last three years, and the development of programs including the Santa Cruz Microloan program, Grow Santa Cruz loan program, the Outdoor Dining Program and the Downtown Pops! program provided critical support for many businesses during the pandemic.

As 2024 holds significant promise for additional business recovery, it is time to take stock of existing programs, review the goals and objectives in the EDS for the next 2 years, and evaluate opportunities for further business support and activation of our primary retail and business districts in Santa Cruz. This comprehensive approach will not only enhance the downtown and eastside/midtown environments but also align with the City's commitment to Health in All Policies.

29.1 The EDS (2021-2025) is comprised of goals, strategies and implementation actions around the following topic areas: COVID-19 Impacts, Tourism and Hotels, Small Business and Commercial Districts, Retail and Shopping Districts (Downtown and Eastside/Midtown), Specialized Industry Sectors, and City Services and Processes. The EDS also includes potential metrics for tracking progress in implementing a given strategy or action. For the purposes of this update and direction, and in response to particular community and Council interest, this report will focus on the following topic strategies: Small Business and Commercial Districts and Retail and Shopping Districts (Downtown and Eastside/Midtown).

Small Business and Commercial Districts: Based on challenges noted by small businesses on accessing available technical and financial resources and challenges in accessing commercial districts, the EDS recommends that the City help support and grow small businesses and commercial districts by connecting businesses to available resources, addressing specific transportation and parking needs, and generally investing in the public environment of commercial districts through infrastructure enhancement, focusing on pedestrian improvements, beautification, and activation of public spaces. Specific to the downtown and eastside/midtown, progress made in each of these areas and on specific strategies and actions will be highlighted in the discussion section below.

Retail and Shopping Districts: Long-term shifts in retail and shopping that were in progress by 2020 were further exacerbated by the pandemic with increased reliance on online shopping and changing consumer habits. Santa Cruz has always benefited from unique and highly performing owner-occupied businesses that consistently drew local and regional shoppers to the area.

However, the retail industry as a whole is undergoing changes that favor “experiential” businesses such as dining, drinking, and entertainment as these activities cannot be easily replicated through online sales. As a result, there is a need to allow greater flexibility and diversity of uses in storefronts within retail districts, along with flexibility in accommodating non-traditional types of “anchors” to attract foot traffic as larger, more traditional retailers are becoming less successful in fulfilling that role. Progress made in each of these areas along with new recommendations for focus and improvement will be highlighted in the discussion section of this report.

DISCUSSION: Downtown is experiencing a true revitalization as economic recovery from the pandemic continues. More businesses have opened since 2021 than were lost during the pandemic and downtown is now experiencing a healthy vacancy rate with new vacancies turning over quickly and demand for retail and food spaces remaining high. These market conditions are being matched by investment and support from property owners and businesses through the approval of an increase to the Business Improvement Assessment rates and increased rates and an expanded district boundary for the Cooperative Retail Management Assessment to provide additional funding to the programs and services of the Downtown Association and Downtown Management Corporation, respectively.

Work is underway to make improvements to the downtown streetscape including the installation of new benches, trash and recycling receptacles, tree well fencing, and updated paint colors for the light poles and parking meter posts to match the City’s wayfinding color palette. Public art continues to be a priority as well for downtown. In addition to the incredible Sea Walls murals that were completed in recent years (supported through the CityArts program), new public art and murals will adorn the paseos connecting the downtown district to the Riverwalk, the first of

29.2 which was recently completed through the City’s Mural Matching grant program in the paseo adjacent to the Cedar Street Family Apartments.

Specific progress has been made in the downtown on the following EDS strategies and actions:

Strategy 21: Develop a pop-up program, with streamlined permitting requirements, to allow temporary retail and food uses in vacant storefronts. STATUS: Completed Action 21.1: Review and partner with other City departments to modify existing permitting requirements to ensure pop-up uses can easily locate temporarily in vacant storefronts. STATUS:

Completed
Strategy 23: Enhance the use of outdoor space by restaurants, stores, and personal services through continued implementation of the temporary outdoor expansion program and working on streamlining of permitting processes and reductions of fees for permanent sidewalk dining and parklet programs.

Action 23.1: Study the recent implementation of the Temporary Outdoor Expansion Area Program to identify successes, challenges, and opportunities applicable to the standard process for permitting use of outdoor space by restaurants, stores, and personal services businesses; also study these permitting times and fee costs in Santa Cruz versus nearby cities. STATUS:

Completed
Action 23.2: Develop and implement recommendations, in conjunction with other City departments, to streamline permitting and reduce costs for use of public and private outdoor space. STATUS: Partially Completed and Underway (Parklet program for dining in public spaces completed and near completion for private dining program).

In 2021 the City developed two new programs during the pandemic: Downtown Pops! and the Temporary Outdoor Dining program. The Downtown Pops! program was specifically designed to address vacant storefronts during the pandemic while providing emerging businesses and property owners with a risk reduced platform enabling tenants to showcase their new business concepts in the downtown environment. The program assisted four tenants/spaces during the pandemic and currently has one active tenant/storefront in the program. Information on the program is available on the ChooseSantaCruz website.

The Temporary Outdoor Dining program has served as a lifeline for many restaurants during the pandemic and many restaurants are committed to providing a permanent outdoor venue for customers going forward. Two types of outdoor dining permits are available through the permanent program facilitated by the Economic Development and Housing Department: permits for parklets in public on-street parking spaces and permits for outdoor dining on private property.

The permanent parklet program has been finalized and 19 permits are underway. Of the 19 applications received through the permanent program, 12 are for pre-approved designs developed by the City in conjunction with the program. One permanent parklet has been completed and one is currently in construction. Temporary permits for all private outdoor dining have been extended into 2024 while the private property outdoor dining permit program is finalized. Both private and public outdoor dining permits will have a streamlined permit process, reduced permit costs, and clear design guidelines and operating standards. Council consideration of the final private

29.3 outdoor dining program is anticipated in early 2024. More information on these programs is available on the ChooseSantaCruz website.

Strategy 24: Provide supportive services for the formation of a new improvement district in Downtown Santa Cruz, as needed and requested by local business and property owners.

Action 24.1: Provide coordination and communication assistance to area businesses and property owners in completing the petition and ballot process to approve and enact a new single improvement district in Downtown Santa Cruz. STATUS: Completed Strategy 27: Collaborate with other City departments and the Downtown improvement district(s) to enhance the effectiveness of ambassador, cleaning services, and homeless outreach to improve safety and comfort concerns.

Action 27.1: Assist in ongoing coordination between the Downtown Santa Cruz improvement districts, Public Works, Downtown Streets Team, and the Homelessness Response Manager and Downtown Outreach Workers. STATUS: Ongoing
Over the last two years staff have worked closely with the Downtown Association (DTA) and the Downtown Management Corporation (DMC) to assess downtown needs, and the current business improvement district managed by the DTA and the separate property-based improvement district (BID) managed by the DMC. After assessing both districts and consolidation options, it was decided that the best path forward was an expansion of the area of the PBID managed by the DMC along with an increase of assessments within the district and increasing the business assessments in the existing BID managed by the DTA.

Both the PBID changes and the BID increases were approved by the property owners and businesses in the respective districts. As a result, both assessment districts have experienced a combined increase of over $325,000 in the funding available for downtown maintenance, safety, downtown promotions, cleanliness and mental health outreach in the downtown. As new mixeduse properties come online in the coming years, the assessments will increase accordingly, and it is estimated that the combined budgets of both organizations will exceed a million dollars annually dedicated to downtown services annually benefiting the downtown businesses and properties.

Strategy 25: Expand the diversity of entertainment, dining, nightlife, and retail uses in Downtown Santa Cruz, and explore opportunities to attract non-retail ground floor storefront uses that would draw foot traffic to Downtown Santa Cruz, including gyms, entertainment, and games; also support inclusion of medical offices in Downtown except along Pacific Avenue and Cedar Street.

Action 25.1: As opportunities arise, continue connecting business owners with brokers of available spaces. STATUS: Ongoing
Action 25.2: Review and pursue modifications to existing land use, permitting, and zoning regulations that create challenges for diversifying uses in Downtown Santa Cruz. STATUS:

Ongoing

29.4 Prior to the pandemic, the Economic Development business team held annual broker meetings to share information on sales tax information and trends, space available, and commercial tenant opportunities across the City. During the pandemic, the team increased the meetings to quarterly and the more frequent broker breakfasts focused on collectively working to address the vacancies in downtown. These quarterly events have been well received with over 20 brokers attending on average and, while still primarily a downtown focus, are once again expanded citywide.

The focus of these meetings is to share key updates from the City regarding development activity, changes to policies that benefit businesses, reduce barriers to entry in the permitting process, as well as providing an opportunity for the brokers to share updates on their current leasing activity. As a result of these meetings staff have been able to provide tailored marketing materials based on feedback from the brokers to help them more easily share enticing information about the growth of downtown and resources available through Economic Development to prospective tenants. The broker breakfasts have established an open dialogue with the broker community to keep track of the activity occurring in our downtown spaces and enabled city staff to be more proactive in helping new businesses coming in as well as being responsive when there may be potential closures or other issues the city team can help problem solve.

Staff across Planning, Public Works and Economic Development have worked closely over the last few years in reviewing and updating land use, permitting and zoning regulations in the downtown and across the City. Greater flexibility in the downtown through the Downtown Plan Amendments and the current study of the Downtown Plan Expansion area will further support the necessary changes to support business retention and growth in our major business districts including the downtown. Recent approvals of the Temporary and Permanent Parklet program, the Downtown Pops! program and changes to retail depths are further evidence of proactive change in this area.

Strategy 26: Continue to partner with the Downtown Association, Visit Santa Cruz, Santa Cruz Works, and others for shop local campaigns and efforts to encourage local spending.

Action 26.1: Through ongoing communications and engagement with the Downtown Association, Visit Santa Cruz, Santa Cruz Works, and other partners, assist in implementation of shop local campaigns via actions such as outreach to businesses, marketing, and financial support. STATUS: Ongoing
Economic Development worked closely with Miller Maxfield and the DTA during the pandemic on the successful SHOP LOCAL, DINE LOCAL campaign which included radio and newspaper ads and banners in and leading to the downtown. For 2024, new banners and a new campaign will be developed in conjunction with the DTA and Visit Santa Cruz.

Eastside/Midtown Business District Update: Similar to the downtown, the eastside/midtown area continues to grow with a mix of retail, restaurants, services, and community organizations coming together to promote their collective businesses and connect with their immediate neighbors and the larger Santa Cruz community. Economic Development has been supporting the growth of this commercial district and their burgeoning Midtown Business Association through attendance at their organization meetings, sponsorship of collective marketing efforts, and the infrastructure and programming support for the beloved summer event series, Midtown Fridays, a city-led event series operated by Event Santa Cruz.

29.5 The businesses in the eastside/midtown area expressed interest in the City testing out a holiday season activation in the public parking lot located in the area (Lot 32). In response to this interest and to test the viability of such a concept, Economic Development issued a request for proposals for an event operator to run a holiday market from October to December. Staff selected Tasty Mob as the operator and Economic Development helped facilitate the special events permit process in coordination with Parks and Recreation. Colder early winter weather impacted the first event and as a new operator to the City, Tasty Mob had difficulty building the critical mass of event attendees to make this a sustainable series. As a pilot program to try out a holiday season activation, staff was able to learn several lessons from this experience and what additional infrastructure and lead time could be added to increase the chances for success in attracting a viable event activation and attendees during the darker and colder season.

The EDS recommends the following strategy and action for the eastside/midtown shopping area:

Strategy 28: Support and assist the Eastside/Midtown area in assessing the support for and potentially creating an improvement district to enhance local marketing, maintenance, and collaboration efforts.

Action 28.1: Work with engaged business owners in the Eastside/Midtown area to conduct additional outreach and raise awareness of potential for an improvement district among other area businesses and property owners; pursue creation of a district when sufficient support exists.

STATUS: Workplan 2024
With the successful completion of updates to the Downtown assessment districts, the Economic Development business services team is poised to add this effort to the workplan for 2024. Initial interest has been expressed by businesses in the area and a larger outreach effort will be conducted to both businesses and property owners in early 2024 to further gauge interest and assess the best structure for successful implementation in the area.

Recommendations: While much progress has been made implementing recommended actions from the EDS, emergent needs have developed over the last two years and additional opportunities for growth around specific strategies and actions from the EDS are warranted to support our changing downtown. Development in the pipeline and currently in construction is rapidly changing our physical environment downtown. As more than 1200 housing units are absorbed into the downtown community over the course of the next five years, we will need to regularly revisit circulation, parking use, and consumer and transportation behavior as needs in our downtown core change.

Similarly, new development on many of our public and privately-owned surface parking lots are already shifting transportation and parking needs downtown. New homes for active uses of these parking lots, like the Farmers’ Market on Lot 4, are opportunities for additional community and stakeholder engagement. In late 2022, the City and Farmers’ Market entered into a Memorandum of Understanding (MOU) that laid out a partnership to find both an interim and a permanent home for the Farmers’ Market prior to breaking ground on the Downtown Library Affordable Housing Project (Project) in late 2024/early 2025.

In 2021, Council directed staff to initiate a public engagement process around re-use of the existing library site prior to the relocation of the downtown branch to its new home on Lot 4. The Project for Public Spaces and Group 4 were selected through a request for proposals to lead a

29.6 community-driven outreach and visioning process resulting in the Santa Cruz Library Re-Use Visioning Process Report (Attachment 2). The purpose of the process and report was to create an implementable, community-oriented vision for the existing downtown library site once the library moved to its new location.

The recommended vision in the report was based on an extensive public and stakeholder engagement process, as well as a thorough understanding of the site in the broader community context. Several potential public uses and components were considered and discussed for the site, including parks, plazas, the farmers’ market, parking, and mixed-use and affordable housing. As the anticipated construction of the new Project moves closer, it is time to revisit these earlier recommendations and next steps for the existing library site.

Specific recommendations for additional Council consideration and direction in the Downtown and Eastside/Midtown Districts include the following seven recommendations:

Recommendation 1: Placemaking and Activation: Develop a plan following community engagement and stakeholder input for activating major public spaces with an emphasis on public locations downtown and in the eastside/midtown area that have the greatest potential impact and return to Council within the current fiscal year for consideration. Specific areas to address shall include the downtown alleyways, the public area on Pacific Avenue located between the kiosks at the terminus of Lincoln Street with Pacific Avenue, and Lot 32 located at the intersection of Cayuga and Soquel in the eastside/midtown area.

While many visitors have returned to our shopping areas following the pandemic, consumer behavior across the country has changed, and new forms of engagement with our public spaces are needed to help revitalize our downtown and eastside/midtown areas in order to draw our community and visitors back to these spaces in new and expanded ways. Placemaking can be achieved through an investment in infrastructure that creates new utilization of the public space like an interactive sculpture or play area and increased and creative uses of permanent lighting that helps transform how a space is used and perceived. Additional ideas for placemaking could be the installation of a kiosk or converted shipping container that could host a food and beverage and/or retail business with public gathering space for seating, music, and event activations.

In the downtown, adding festoon lighting to the alleyways is a priority investment supported by the DTA and Economic Development. City invested in festoon lighting for Pacific Avenue several years ago and Economic Development helped fund and facilitate the installation of lighting in Pearl Alley in 2016 with a collective investment from the adjacent businesses. The City’s recent public engagement for the Downtown Design Standards project also showed resident interest in expanding the festoon lighting and added pedestrian scale lighting in alleyways and other areas of Downtown. Funding for this project is available and budgeted in Economic Development’s Capital Improvement Project Budget.

Activation of spaces can be achieved through support and facilitation of events both in the downtown and eastside/midtown areas similar to the successful Midtown Fridays series and the First Friday art events each month. There have been several recent attempts to host food truck or other special event activations in the alleyways in downtown and the success of these efforts have varied depending on the location and type of activation. Staff in coordination with the DTA would like to conduct further outreach and engagement to identify the best fit in terms of type of activation and location. More passive activations such as photo spot murals may be easier to

29.7 implement in some areas where businesses or residents may be more sensitive to noise and higher concentrations of foot traffic.

With the success of Midtown Fridays, there has been growing interest from the businesses and surrounding neighbors in creating the infrastructure needed to support a community space in the public parking lot where the event is held. Specific infrastructure investments needed to fully activate Lot 32 include sewer, water, and electrical infrastructure improvements in addition to modifications to the accessible parking layout to support events, food trucks and community activation. Further research is needed to understand the full cost of the potential improvements.

These infrastructure investments could also help to extend the season for viable year-round activations.

Recommendation 2: Assessment of remaining empty storefronts and the development of potential incentives for property owners: While vacancy rates are currently historically low in the downtown and re-leasing of recently vacated spaces is healthy, there remain a handful of longer-term vacancies that are problematic for the overall health and vibrancy of the downtown.

Conducting a current survey of existing vacancies, including length, special circumstances and challenges to activation will be useful information to assist the City and brokers in helping property owners re-lease long-term vacant storefronts. Exploring best practices and potential incentives including grants, low-interest loans as well as potential changes to the City ordinances to encourage re-leasing are all recommendations to be specifically explored.

Recommendation 3: Planning for future use of the existing library space including a permanent home for the downtown Farmers’ Market: Over the last year, City staff have been working closely with the Farmers’ Market leadership on vetting temporary on-street and offstreet locations for a 2-3 year temporary home. Final decisions on temporary location options will be finalized in early 2024. Following direction and commitments included in the Farmers’ Market MOU as well as recommendations from the Council-directed 2021 Library Site Re-Use Visioning Process Report prepared by Project for Public Spaces and Group 4 Architecture (Attachment 2), staff would like to move forward on next steps regarding the future use of the existing library site:

Action 1: Revisit the three preferred options and recommendations in the 2021 Library Site Re-Use Visioning Process Report for future uses for the site and kick off a new community engagement process to finalize the proposed uses for the existing library site.

Action 2: Working with the Farmers’ Market leadership, stakeholders, and community input, finalize the permanent home for the downtown Farmers’ Market including consideration of the existing library site as one of the proposed permanent locations.

Recommendation 4: Integration of new downtown housing projects into the downtown business, retail and shopping environment:

Action 1: Continue to communicate and facilitate mitigation of ongoing construction and construction-related transportation impacts to downtown businesses.

Action 2: Working with DTA, DMC and housing development partners, develop specific outreach materials and promotions geared towards new downtown residents.

29.8 Action 3: Working with Downtown Commission, Public Works, DTA and DMC, evaluate existing parking programs including residential permit parking in order to respond proactively to changing parking conditions downtown and explore opportunities to reduce impacts of increased parking fees in downtown on low wage workers and businesses (EDS Strategy 17, 17.2, 22,

22.1).

Recommendation 5: Pursue establishment of an Eastside/Midtown Business or PropertyBased Improvement District: The Midtown Business Association is currently operated by businesses in the area to promote and advocate for midtown/eastside business success. Growth of this organization and further investments for clean, safe, and welcoming services could be delivered if there is support and interest in establishing a Business or Property-Based Improvement Assessment similar to the improvement districts that operate in downtown. Further engagement and outreach would be needed to determine what type of district is preferred and would be successful and to gauge the support from potential assessment payers for such a district. Staff is currently administering a survey of business owners and property owners to collect this initial feedback and will share the survey results during the presentation of this report. Should survey results and stakeholder outreach prove favorable, staff will return in the next few months with recommendations and potential authorization to proceed with assessment district formation.

Recommendation 6: Amend the Economic Development Strategy to include these additional strategies and corresponding actions as recommended above.

Recommendation 7: Return to Council with an update on progress during the current fiscal year including any related additional actions or recommendations needed for implementation and funding.

HEALTH IN ALL POLICIES: The proposed additional recommendations and amendments to the Economic Development Strategy aligns directly with the city's commitment to Health in All Policies. Creating inviting, communal spaces and promoting the establishment of businesses enhance the quality of life for residents. This not only contributes to economic growth and prosperity but also fosters health equity and sustainability in Santa Cruz’s community. Moreover, the engagement of community members in the decision-making process ensures that their needs and perspectives are considered, leading to a more inclusive and healthier urban environment.

The exploration of permanent activation and placemaking in the downtown and in the eastside/ midtown area aligns seamlessly with the City's commitment to Health in All Policies. This initiative places an emphasis on the pillars of health equity and sustainability by creating vibrant, inclusive, and accessible spaces that support the physical and social well-being of all community members. Nurturing local businesses and fostering economic growth contribute to a more equitable and sustainable future, while also promoting a healthier and more vibrant city for all residents.

FISCAL IMPACT: Each of the initial steps in the above recommendations and actions can be achieved within the current adopted budget of the Economic Development and Housing Department. Full implementation of a number of the recommendations will be based on future council consideration and may be included in the proposed FY 2025 Economic Development Department and Housing budget.

29.9 Prepared By:

Shebreh Kalantari-Johnson,
Councilmember
Martine Watkins
Councilmember
Scott Newsome
Councilmember
Bonnie Lipscomb
Director of Economic
Development and Housing
Rebecca Unitt Economic
Development Manager
Submitted By:

Bonnie Lipscomb
Director of Economic
Development and Housing
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. SANTA CRUZ ECON DEV STRATEGY.PDF

2. LIBRARY SITE REUSE VISIONING REPORT.PDF

29.10 SANTA CRUZ ECONOMIC DEVELOPMENT

STRATEGY
ADOPTED MARCH 9, 2021
Prepared for:

City of Santa Cruz
February 3, 2021

29.11 TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................... 1 INTRODUCTION ............................................................................................................................... 7 About the Economic Development Strategy ....................................................................................... 7 Reference Geographies and Subareas ............................................................................................... 8 Report Contents ................................................................................................................................... 8 GOALS, STRATEGIES, AND WORK PLAN .................................................................................. 10

1. COVID-19 Pandemic Business Support and Recovery ........................................................... 11

2. Tourism and Hospitality ............................................................................................................ 15

3. Small Businesses and Commercial Districts ........................................................................... 21

4. Retail and Shopping Districts ................................................................................................... 25

5. Education and Workforce ......................................................................................................... 30

6. Specialized Industry Sectors .................................................................................................... 33

7. City Services and Processes ..................................................................................................... 37 Tracking Success: Economic Development Indicators ................................................................... 40 ECONOMIC DATA SNAPSHOT ................................................................................................... 41

1. COVID-19 Pandemic Economic Impacts .................................................................................. 41

2. Tourism and Hotels ................................................................................................................... 44

3. Small Businesses and Commercial Districts ........................................................................... 45

4. Retail and Shopping Districts (Downtown, Eastside/ Midtown) ............................................ 46

5. Education, Workforce, and Commutes .................................................................................... 48

6. Specialized Industry Sectors .................................................................................................... 49

7. City Services and Processes ..................................................................................................... 52

29.12 Santa Cruz Economic Development Strategy (City Council Draft) 1

EXECUTIVE SUMMARY
The Santa Cruz Economic Development Strategy (EDS) is a policy document that will guide the City’s economic development activities over the next five years. The EDS focuses on the efforts of the Business Development team within the City’s Economic Development Department, in conjunction with other City departments/divisions and outside partners. The EDS document’s strategies and implementation actions support sustaining Santa Cruz’s economic strengths, retaining and expanding existing businesses, and pursuing new opportunities to attract industries with a high potential for growth based on the City of Santa Cruz’s competitive advantages.

Given the current economic crisis confronting the City of Santa Cruz as a result of the COVID-19 pandemic, the EDS also serves as a roadmap for short-term business support and recovery, followed by longer-term efforts to diversify and expand the City’s economy. Over the next one to two years, implementation of the EDS will be focused on COVID-19 recovery efforts, while longer-term economic strategies will be implemented during the post-recovery phases of work (within 2-5 years) or as ongoing efforts (Figure 1). The timing of the strategies is based partly on whether the action requires additional funding, given that tax revenues are likely to be limited until the economy recovers from the impacts of efforts to slow the spread of the coronavirus that causes COVID-19.

The short-term COVID-19 business support and economic recovery strategies of the EDS function as a complementary supplement to the City of Santa Cruz Interim Recovery Plan. The Interim Recovery Plan focuses on three main goals and objectives:

1. Fiscal stability, both short-term and long-term

2. Investing in Downtown and other business sectors (including housing development)

3. Improving and maintaining infrastructure
FIGURE 1: ECONOMIC DEVELOPMENT STRATEGY IMPLEMENTATION SCHEDULE Source: Strategic Economics, 2020.

29.13 Santa Cruz Economic Development Strategy (City Council Draft) 2 The EDS was developed through a process that included data analyses, outreach to stakeholders, and input by City staff to identify significant opportunities and challenges to be addressed in the EDS. The goals and strategies are organized within seven topic areas based on challenges and opportunities identified through the outreach activities and data analyses. The EDS report also includes detailed implementation actions for each strategy, including schedule, relevant subareas of the City, parties required for implementation, and metrics for tracking progress.

The strategies are summarized by topic area below.

1. COVID-19 PANDEMIC BUSINESS SUPPORT AND RECOVERY STRATEGIES Due to the severity and immediacy of economic impacts associated with the COVID-19 pandemic, the following strategies are the top priorities for implementation during the next one to two years:
 Conducting regular business, broker, and business organization outreach to understand the specific impacts of the COVID-19 pandemic, and then identifying effective means of assisting businesses,
 Through funding and administrative partnerships, providing financial and technical assistance to sustain small businesses and reinvest in the Santa Cruz economy, including implementation of the countywide revolving loan program, Get Virtual program, and other regional recovery efforts,
 Proactively implementing temporary and permanent policy changes that enhance opportunities for businesses to safely resume operations, and  Publicizing and directing businesses to available resources and guidance on how to safely resume, maintain, and expand operations.

2. TOURISM AND HOSPITALITY STRATEGIES
As Santa Cruz recovers from the economic impacts of the COVID-19 pandemic, the City should begin to address broader opportunities and challenges confronting its tourism and hospitality industry; strategies include:
 Exploring opportunities to temporarily modify payment mechanisms for transient occupancy tax collections to provide flexibility for hotel and event operators during the economic recovery,
 Continuing to pursue the implementation of major development projects related to tourism and visitors (including a permanent arena facility, a renovated civic auditorium and City civic center, and the Santa Cruz Wharf Master Plan), and exploring opportunities to attract larger event spaces and expand the use of existing spaces,  Enhancing wayfinding signage and gateways, especially to enhance the connections between the Municipal Wharf, the Santa Cruz Beach Boardwalk, and Downtown Santa Cruz,
 Collaborating with Visit Santa Cruz and area hotels and businesses to expand promotion of unique business niches within the City of Santa Cruz,  Encouraging reinvestment or redevelopment of lower-performing hotel properties through outreach, land use regulation, analysis, and exploration of financial incentives,

29.14 Santa Cruz Economic Development Strategy (City Council Draft) 3  Partnering with Visit Santa Cruz, hotel operators, and visitor destinations as a longerterm strategy to establish a new working group focused solely on pursuing projects and opportunities to enhance visitation outside of the summer peak tourism season,  Re-engaging with hospitality industry businesses regarding pursuing the passage of a transient occupancy tax (TOT) rate increase when appropriate, and  Exploring grant funding opportunities to support reinvestment and mitigation projects undertaken by property owners in areas vulnerable to sea level rise.

3. SMALL BUSINESSES AND COMMERCIAL DISTRICTS STRATEGIES The following strategies address the challenges noted by small businesses regarding confusion about accessing available technical and financial resources, and challenges in accessing commercial districts. However, the primary focus of the next one to two years will be to assist small businesses in recovering from the economic impacts of the COVID-19 pandemic. Strategies include:
 Updating and widely disseminating a description of resources and partnerships for assisting small businesses, including providing information to small businesses about technical assistance programs available through the City, Economic Development, the Santa Cruz County Small Business Development Center and other partners,  Coordinating and collaborating with other City departments and regional transportation agencies to share business concerns about the need for expanded alternatives to automobile access to businesses,
 Developing or updating district-based parking strategies for areas that are undergoing intensification, including the Westside Industrial Area and Downtown,  Developing and implementing a work program to target short-term and long-term streetscape and traffic calming measures in the Eastside/Midtown area, and  Reducing barriers to use of the City’s existing façade improvement program by trying to streamline the State Department of Industrial Relations requirements for prevailing wage payroll certification processes.

29.15 Santa Cruz Economic Development Strategy (City Council Draft) 4

4. RETAIL AND SHOPPING DISTRICTS STRATEGIES
The following strategies respond to long-term shifts in the retail industry overall, as well as several local challenges in different retail districts that were identified as part of the EDS analyses. Strategies include:
 Developing a pop-up program, with streamlined permitting requirements, to allow temporary retail and food uses in vacant storefronts,
 Exploring opportunities to reduce impacts of increased parking fees in Downtown on low wage workers,
 Enhancing the use of outdoor space by restaurants, stores, and personal services through continued implementation of the temporary outdoor expansion program and working on streamlining of permitting processes and reductions of fees for permanent sidewalk dining and parklet programs,
 Providing coordination and communication assistance and support for the formation of a new improvement district in Downtown Santa Cruz, as needed or requested by property and business owners,
 Expanding the diversity of entertainment, dining, nightlife, and retail uses in Downtown Santa Cruz, and exploring opportunities to attract non-retail ground floor storefront uses that would draw foot traffic to Downtown Santa Cruz, including gyms, entertainment, and games; also support inclusion of medical offices in Downtown except along Pacific Avenue and Cedar Street,
 Continuing to partner with the Downtown Association, Visit Santa Cruz, Santa Cruz Works, and others for shop local campaigns and efforts to encourage local spending,  Collaborating with other City departments and the Downtown Santa Cruz improvement district(s) to enhance the effectiveness of ambassador, cleaning services, and homeless outreach to address safety and comfort concerns,  Assisting the Eastside/Midtown area in assessing the support for and potentially creating an improvement district to enhance local marketing, maintenance, and collaboration efforts, and
 Targeting use of the façade improvement program in the Eastside/Midtown area.

5. EDUCATION AND WORKFORCE STRATEGIES
The City of Santa Cruz attracts workers from throughout the surrounding region, but high housing costs are impacting the ability of companies to attract and retain employees. Strategies include:
 Enhancing coordination with education, workforce development, and business support partners through standing meetings and development and implementation of new

29.16 Santa Cruz Economic Development Strategy (City Council Draft) 5 programs and initiatives for technical training, apprenticeships, and other career pathway opportunities,
 Developing a formalized system to track referrals to and outcomes from business engagement with the Santa Cruz County Small Business Development Center at Cabrillo College,
 Continuing to provide related Business Development staff support for public and public-private development projects that contribute workforce housing and/or provide amenities that enhance the quality of life for Santa Cruz residents, and  Continuing to implement the Housing Element policy to work closely with the University of California Santa Cruz (UCSC) to provide more workforce housing opportunities for faculty and staff as part of the UCSC Long Range Development Plan, continuing implementation of workforce housing partnership with Santa Cruz City School District, and exploring similar opportunities to create workforce housing with other large employers in Santa Cruz.

6. SPECIALIZED INDUSTRY SECTORS STRATEGIES
Although the Tourism and Hospitality industry is by far Santa Cruz’s largest economic driver, the City also has unique strengths in four other specialized industry sectors. These include biotechnology and life sciences, sports and outdoor recreation, technology and innovation, and artisanal production (such as small-scale food, beverage, or other manufacturing). Strategies addressing the needs of these sectors include:
 Convening a biotechnology and life sciences industry working group including representation from UCSC and Cabrillo College to collaboratively identify shared challenges and opportunities and develop and implement networking and informational events,
 Reviewing and pursuing updates to zoning and land use regulation in the Westside Industrial, Harvey West, and Seabright areas to ensure a mix of manufacturing, research and development, and limited retail/restaurant/dining and office uses are allowed,
 Encouraging development of additional flexible office space in Downtown Santa Cruz to be responsive to the market,
 Continuing networking events between venture capitalist funders and local businesses/entrepreneurs, especially those in the biotech and innovation industries,  Promoting entrepreneurship through partnerships to continue referrals and disseminate the advantages of locating a business in Santa Cruz, and  Exploring opportunities to promote Santa Cruz’s cluster of sports and outdoor recreation businesses, as well as artisanal producers, to visitors.

29.17 Santa Cruz Economic Development Strategy (City Council Draft) 6

7. CITY SERVICES AND PROCESSES STRATEGIES
Business owners interviewed for the EDS identified a number of challenges in understanding how to navigate City permitting and approvals processes, and in knowing how to access City services.

Strategies for addressing these and other internal process challenges include:
 Continuing to review the City’s permitting and approvals process to find areas for potential streamlining, and support the implementation of the recommendations from the Management Partners review of the permitting process,  Continuing to enhance the partnership between the Business Development team, Planning, and other staff to better assist individual businesses in navigating permitting/approvals processes,
 Developing and disseminating brochures and guides for small businesses on how to access maintenance services, public safety services, and services to assist people experiencing homelessness,
 Facilitating gathering of business input for longer-term city projects such as the Climate Action Plan and potential changes to the Green Business Program, and  Promoting Santa Cruz’s economic assets and City services through maintenance and updating of the Choose Santa Cruz website, better integration of City websites, and regular digital outreach and mailings to businesses.

29.18 Santa Cruz Economic Development Strategy (City Council Draft) 7

INTRODUCTION
About the Economic Development Strategy
The Santa Cruz Economic Development Strategy (EDS) is a policy document that will guide the City’s economic development activities over the next five years. The EDS focuses on the efforts of the Business Development team within the City’s Economic Development Department (which also includes the Housing Development and Preservation, Infrastructure and Property Development, and Arts and Culture Development teams), in conjunction with other City departments and outside partners. The EDS document’s strategies and implementation actions support sustaining Santa Cruz’s economic strengths, retaining and expanding existing businesses, and pursuing new opportunities to attract industries with a high potential for growth based on the City of Santa Cruz’s competitive advantages.

Given the current economic crisis confronting the City of Santa Cruz as a result of the COVID-19 pandemic, the EDS also serves as a roadmap for short-term, one- to two-year business support and recovery efforts, followed by longer-term efforts to diversify and expand the City’s economy. The shortterm COVID-19 business support and economic recovery strategies of the EDS serve as a complementary supplement to the City of Santa Cruz Interim Recovery Plan. The Interim Recovery Plan focuses on three main goals and objectives:

1. Fiscal stability, both short-term and long-term

2. Investing in Downtown and other business sectors (including housing development)

3. Improving and maintaining infrastructure
The EDS complements and builds on other City policy and planning efforts. The Economic Development Department’s recent projects and programs were guided by implementation of the department’s 2017-2019 Strategic Workplan. The EDS builds on the successes achieved through implementation of the department-wide workplan while providing a longer-term, data-driven strategy with a specific focus on business and workforce development. The EDS also supports implementation of the policies enacted by the Santa Cruz 2030 General Plan, which guides growth and development of the City.

The EDS was developed through a multi-step process that included data analyses, outreach to key stakeholders, and input by City staff to identify significant opportunities and challenges to be addressed in the EDS. The EDS itself was then developed through an iterative review and refinement process by staff of the Economic Development Department. Detailed steps included:
 Data Analyses: Strategic Economics completed a detailed economic and workforce analysis to better understand the dynamics of Santa Cruz’s economy and to identify opportunities and challenges for future growth. The analyses examined employment trends by industry sector, commercial real estate market conditions, retail trends, and tourism. The findings and conclusions of the data analyses were summarized in the Economic Conditions and Opportunities Report dated March 31, 2020.
 Outreach to Key Stakeholders: Strategic Economics completed seven local stakeholder focus group interviews to gather insights into economic development issues and opportunities impacting specific industries, business types, and organizations in the City of Santa Cruz. The focus groups consisted of strategic partners, representatives of City departments, retail

29.19 Santa Cruz Economic Development Strategy (City Council Draft) 8 businesses, arts and makers businesses/organizations, tourism and hospitality businesses, sports and outdoor recreation businesses, and technology and life sciences businesses.

Strategic Economics also conducted numerous one-on-one interviews with business owners and with brokers familiar with the Santa Cruz market. The notes and findings of these interviews were presented in a December 10, 2019 memorandum and were subsequently incorporated in the Economic Conditions and Opportunities Report.

 City Staff Input and Review: Based on the findings of the data analysis and stakeholder interviews, Strategic Economics developed an initial set of recommended strategies for the EDS which were then shared with and refined by City staff in conjunction with Strategic Economics. The content of the EDS itself was then produced and underwent an iterative development and refinement process.

Reference Geographies and Subareas
The EDS includes references to smaller geographies, or “subareas,” within the City, as shown in Figure

2. The boundaries of these subareas were created in consultation with City staff. The subareas represent modified Santa Cruz General Plan neighborhood boundaries, with adaptations to better capture locations of commercial and employment concentrations.

Report Contents
The remainder of the EDS report includes two major sections consisting of the following content:

1. Goals, Strategies, and Work Plan: This section describes economic development goals and the strategies and actions that the City should implement to fulfill those goals. The strategies were directly informed by findings from the outreach and data analysis. Strategies are organized around the seven topic areas, and each strategy includes specific action items to guide the City’s efforts over the next five years. For each topic area, a summary table of implementation actions is provided, including schedule, relevant subareas of the City, parties required for implementation, and metrics for tracking progress.

2. Economic Data Snapshot and Key Findings: This section summarizes relevant economic context and key findings, including a snapshot of data describing existing conditions. The snapshot and key findings are organized in the same seven topic areas as the goals, strategies, and work plan.

29.20 Santa Cruz Economic Development Strategy (City Council Draft) 9 FIGURE 2: REFERENCE MAP OF SUBAREAS IN THE CITY OF SANTA CRUZ, 2019 Source: City of Santa Cruz, 2019, Strategic Economics, 2020.

29.21 Santa Cruz Economic Development Strategy (City Council Draft) 10

GOALS, STRATEGIES, AND WORK PLAN
The following sections of this report describe the EDS goals, strategies, and implementation actions for each strategy. These actions will guide the City of Santa Cruz’s economic development activities over the next five years. The strategies are organized around the following seven topic areas (in no particular order) based on the types of challenges and opportunities identified through analyses and interviews, as noted in the Economic Data Snapshot of this report starting on page 41. The topic areas are:

1. COVID-19 Pandemic Impacts

2. Tourism and Hotels

3. Small Businesses and Commercial Districts

4. Retail and Shopping Districts (Downtown, Eastside/ Midtown)

5. Education, Workforce, and Commutes

6. Specialized Industry Sectors (Biotech and Life Sciences, Sports and Outdoor Recreation, Technology and Innovation, Artisanal Production)

7. City Services and Processes
At the end of each topic area, a table summarizes strategies and implementation actions including:
 Schedule: In the first one to two years, implementation will be focused on COVID-19 recovery— in conjunction with the citywide Interim Recovery Strategy—given the severity of the pandemic’s business impacts and resulting limitations on City staff resources and tax revenues. Other items are shown as occurring in post-recovery phases of work: within 2-3 years, within 3-5 years, or as ongoing efforts (although implementation of “ongoing” actions may be delayed while high-priority COVID-19 responses are implemented). The timing of the actions is based partly on whether the action requires additional funding, given that tax revenues are likely to be limited until the economy recovers from the impacts of efforts to slow the COVID-19 pandemic.
 Subarea (if applicable): Indicates whether the action item applies citywide or to specific subareas, as shown in Figure 2.
 Parties Involved: Indicates the City department/division or outside organization with primary responsibility for implementing the action and major partners for implementing the action.  Metrics for Measuring Progress: Identifies potential metrics for tracking progress in implementing a given strategy or action.

The concluding “Tracking Success: Economic Development Indicators” section recommends indicators for tracking the performance of the Santa Cruz economy. These indicators do not directly represent whether the EDS itself is being successfully implemented since broader economic conditions are outside the control of City staff. Instead, the indicators will assist staff in identifying and responding to economic challenges and opportunities as they arise.

29.22 Santa Cruz Economic Development Strategy (City Council Draft) 11

1. COVID-19 Pandemic Business Support and Recovery
The following strategies respond to the COVID-19 pandemic, including the impacts and challenges described on page 41 of this report. These challenges include addressing declining revenues and reduced staffing capacity within the City of Santa Cruz and many of its critical economic development partner organizations. Given these constraints, the economic development strategies and actions to be implemented during the next one to two years are highly targeted, yet flexible, to provide critical support for business during the pandemic and the subsequent economic recovery.

The City of Santa Cruz has already rapidly responded to the COVID-19 pandemic and has already instituted or set in motion a variety of policies, programs, and responses. Some of the strategies described below are a continuation and refinement of those efforts; the strategies and actions note the current status of ongoing programs and efforts, as appropriate. The strategies and actions also include new initiatives. The COVID-19 business support and recovery strategies serve as a detailed implementation guide for the Business Development team’s work to fulfill the goals and actions of the citywide Interim Recovery Plan.

GOALS:
 Assess the needs of local businesses impacted by the COVID-19 pandemic  Develop and provide appropriate support and assistance resources to local businesses  Position the Santa Cruz economy for rapid recovery and resumption of growth STRATEGIES:

Strategy 1. Conduct regular business, broker, and business organization outreach to understand the specific impacts of the COVID-19 pandemic, and to identify effective means of assisting businesses.

Action 1.1. Through coordination with other partners (such as the Santa Cruz Area Chamber of Commerce, Santa Cruz Business Council, and Downtown Association), conduct at least two to three more general or industry-specific business surveys and associated outreach (similar to the survey initiated in May 2020) to gauge business impacts and needs. Ensure that coordination prevents duplication of efforts or excessive survey requests for businesses.

Action 1.2. Conduct follow-up outreach to businesses that take advantage of new programs and policies to determine how the resources were used, and the resulting impacts of the programs and policies on employment/revenues.

Action 1.3. Regularly communicate with brokers and business organizations to proactively identify businesses that may be closing or recently closed; reach out to owners of these businesses to understand key challenges, identify potential assistance to mitigate and avoid closure, and to offer direction to support services for winding down business operations (available via the Cabrillo College Small Business Development Center, Central Coast SCORE, and other organizations).

Strategy 2. Through funding and administrative partnerships, provide financial and technical assistance to sustain small businesses and reinvest in the Santa Cruz economy.

29.23 Santa Cruz Economic Development Strategy (City Council Draft) 12 Action 2.1. Continue to pursue and establish funding assistance targeted to small, local, established businesses as well as newer businesses that are less able to access traditional sources of funding during the pandemic. As part of this process, collaborate with partner cities and organizations in Santa Cruz County as appropriate (including the National Development Council that administers the current Grow Santa Cruz loan fund) to administer $2.5 million U.S. Economic Development Administration funding made available through the federal Coronavirus Aid, Relief, and Economic Security (CARES) Act for a countywide revolving loan fund. As part of the design of the revolving loan fund, identify categories of businesses struggling to receive other aid such as the Paycheck Protection Program, and target the loan fund for use by those businesses (e.g., sole proprietorships, immigrant-owned, and minority-owned businesses).

Action 2.2. Through collaboration with and referrals to local partners, provide guidance and technical assistance to businesses for determining how to use Paycheck Protection Program funds and how to successfully apply for forgiveness of these loans.

Action 2.3. Explore opportunities to redirect City funding to create local grant or loan programs that support and sustain businesses and nonprofit organizations that are not well-served by outside programs (including the revolving loan fund described above), such as additional funding for the Santa Cruz Resilience Microloan Program via the Economic Development Trust Fund.

Strategy 3. Proactively implement temporary and permanent policy changes that enhance opportunities for businesses to safely resume operations.

Action 3.1. Based on findings from business outreach, modify or develop policies as necessary to enable businesses to operate effectively. This includes, for example, assessment and modification of guidelines for how different categories of businesses can safely operate.

Action 3.2. Continue to implement the Temporary Outdoor Expansion program through October 1, 2021, and explore modifications to existing sidewalk dining and parklet policies to streamline implementation of permanent outdoor dining expansions where appropriate when the temporary program expires.

Strategy 4. Publicize and direct businesses to available resources and guidance on how to safely resume, maintain, and expand operations.

Action 4.1. Continue to maintain and publicize available technical and financial resources to assist Santa Cruz businesses in sustaining and growing their operations during the pandemic.

Action 4.2. Collaborate with local partners to offer webinars, on at least a monthly basis over the next six months and a quarterly basis thereafter, to share information about available resources, the current status of allowable business activities, and strategies for recovery of business operations.

Strategy 5. Support local businesses in “pivoting” to expand their e-commerce marketing and sales.

Action 5.1. Continue to provide funding and coordination support for the “Get Virtual” program that pairs UCSC students with local businesses to enhance the businesses’ internet marketing and ecommerce sales through website development.

29.24 Santa Cruz Economic Development Strategy (City Council Draft) 13 FIGURE 3: COVID-19 PANDEMIC BUSINESS SUPPORT AND RECOVERY ACTIONS MATRIX Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

1.1. Conduct at least 2-3 additional business
surveys in partnership with other business
organizations
1-2 years Citywide Business Development
Division (BDD),
Chambers of commerce,
Santa Cruz Business Council,
Downtown Association
Number of surveys
administered

1.2. Conduct follow-up outreach to
businesses using new/modified programs
and policies to determine outcomes
1-2 years Citywide BDD Number of businesses
contacted,
Assessments of
program/policy success

1.3. Communicate with brokers and business
organizations identify businesses at risk of
closure or recently closed; survey business
owners and offer services or direction to
resources
1-2 years Citywide BDD,
Santa Cruz County Small
Business Development
Center (SBDC),
Chambers of commerce
Number of at-risk or
recently closed
businesses identified
and contacted

2.1. Establish revolving loan fund for small,
local, established and new businesses that
are not well served by other loan and grant
programs
1-2 years Citywide BDD,
Santa Cruz County,
Other cities within Santa Cruz
County,
U.S. Economic Development
Administration,
SBDC,
National Development
Council (NDC)
Loans provided,
Success/failure rate of
businesses receiving
loans

2.2. Provide assistance for use of PPP loan
funds and forgiveness of the loans
1-2 years Citywide BDD,
Cabrillo College Small
Business Development
Center
Development of
resources,
Referrals to partners

2.3. Explore opportunities to further fund
local business and nonprofit organization
grant and loan programs
1-2 years Citywide BDD,
City Manager’s Office,
Finance Department,
City Council,
NDC
Review of budget to
identify any funding
opportunities, including
the Economic
Development Trust Fund

29.25 Santa Cruz Economic Development Strategy (City Council Draft) 14 Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

3.1. Proactively identify and implement
new/modified policies to assist businesses in
maintaining and expanding operations
1-2 years Citywide BDD,
Planning & Community
Development,
Santa Cruz County Public
Health Department
Number of policy and
program initiatives

3.2. Continue the Temporary Outdoor
Expansion program through October 1, 2021,
and explore modifications to existing
sidewalk dining and parklet policies to
streamline implementation of permanent
outdoor dining expansions where appropriate
when the temporary program expires
1-2 years Citywide BDD,
Planning & Community
Development,
Public Works Department,
Fire Department
Number of temporary
and permanent outdoor
dining permits issued

4.1. Maintain and publicize resources
regarding safe resumption and expansion of
business operations during the pandemic
1-2 years Citywide BDD Weekly review and
updates to website and
any printed materials

4.2. Offer educational webinars to assist
businesses in reopening and recovering
1-2 years Citywide BDD,
Cabrillo College Small
Business Development
Center,
Other partners as needed
Completion of a webinar
on at least a quarterly
basis

5.1. Continue to provide funding and
coordination for the Get Virtual program
1-2 years Citywide BDD,
UCSC
Number of businesses
assisted

29.26 Santa Cruz Economic Development Strategy (City Council Draft) 15

2. Tourism and Hospitality
As Santa Cruz emerges from the economic impacts of the COVID-19 pandemic, the City should begin to address broader opportunities and challenges confronting its tourism and hospitality industry.

Challenges include the seasonality of tourism and hotel stays in Santa Cruz, the need to reinvest in some older hotel properties, and attracting a wider audience of visitors to Santa Cruz to expand the City’s visitor base. The strategies therefore focus on repositioning underperforming hotels, diversifying the City’s visitor attractions and marketing, modifying tourism-related tax revenue mechanisms, and enhancing the physical environment of Santa Cruz.

GOALS:
 Support the continued opening and stabilization of hotels and visitor attractions  Increase visitation and hotel stays in the “shoulder” and off-peak seasons  Diversify the marketing of Santa Cruz’s visitor destinations and assets  Improve the quality of Santa Cruz’s hotel stock, supporting new and renovated hotels 3-star and above
 Expand resources for promoting and enhancing tourism and visitation  Revisioning of Civic center, including an activation of city-owned public spaces STRATEGIES:

Strategy 6. Explore opportunities to temporarily modify payment mechanisms for transient occupancy tax and admission tax collections to provide flexibility for hotel and event operators during the economic recovery.

Action 6.1. Continue and potentially expand/modify temporarily extended payment options for the transient occupancy tax (TOT) and the Admission Tax (similar to the recently adopted temporary quarterly payment system for TOT instead of previously-required monthly payments), and implement any revisions to payment options.

Strategy 7. Encourage reinvestment or redevelopment of lower lower-performing hotel properties through outreach, land use regulation, analysis, and exploration of financial incentives.

Action 7.1. Identify specific hotels as potential reinvestment or redevelopment opportunities based on regular review of establishment-level transient occupancy tax data.

Action 7.2. Review existing zoning and land use regulations for lower-performing hotel properties to determine potential adjustments that would create land use incentives for reinvestment/redevelopment (including for non-hospitality uses such as housing).

Action 7.3. Conduct outreach to owners of lower-performing hotel properties to gauge and explore interest in and needs for reinvestment or redevelopment of properties.

Action 7.4. Explore the creation of potential financial incentives for reinvestment or redevelopment of hotel properties, following review of any applicable legal barriers to such a program such as prevailing wage requirements or other impacts to the feasibility of implementation.

29.27 Santa Cruz Economic Development Strategy (City Council Draft) 16

Strategy 8. Partner with Visit Santa Cruz, hotel operators, and visitor destinations to establish a new working group focused solely on pursuing projects and opportunities to enhance visitation outside of the summer peak season.

Action 8.1. Recruit members and establish working group; conduct meetings on at least a semiannual basis.

Action 8.2. Implement recommendations of the working group in partnership with its members.

Strategy 9. Continue to pursue the implementation of major development projects related to tourism and visitors, including a permanent arena facility, a renovated civic auditorium and City civic center, and the Santa Cruz Wharf Master Plan.

Action 9.1. Provide Business Development team support for the Economic Development Department’s implementation of these projects, including informational communication with affected businesses regarding the benefits of these projects and outreach to determine ways these benefits can be enhanced through changes to the projects and their implementation.

Action 9.2. As projects are constructed, provide Business Development team support for permitting, tenanting, and related needs.

Strategy 10. Enhance wayfinding signage and gateways, especially to enhance the connections between the Municipal Wharf, the Santa Cruz Beach Boardwalk, and Downtown Santa Cruz.

Action 10.1. Provide any necessary Business Development team support for implementation of signage and gateways, including business outreach/communication, gathering of business input, and any required permitting assistance.

Action 10.2. Provide similar support for second phase of implementing wayfinding signage with a focus on improving direction to and branding of different commercial districts in Santa Cruz.

Strategy 11. Explore opportunities to attract larger event spaces and expand use of existing spaces.

Action 11.1. Study and implement potential incentives—or development density bonuses—for hotels with conference spaces.

Action 11.2. Conduct regular outreach to operators of major existing event venues—such as Cocoanut Grove, Civic Auditorium, and Kaiser Permanente Arena—to identify opportunities to promote facilities and expand their use.

Strategy 12. Collaborate with Visit Santa Cruz and area hotels and businesses to expand promotion of unique business niches, including outdoor recreation, artisanal food and beverages, and arts events.

Action 12.1. Conduct meetings with Visit Santa Cruz, hotels, and businesses to develop and implement a plan for expanding marketing of these unique industries within Santa Cruz, similar to

29.28 Santa Cruz Economic Development Strategy (City Council Draft) 17 marketing messages for these industries and businesses presented via the Choose Santa Cruz website.

Strategy 13. Re-engage with hospitality industry businesses regarding pursuing the passage of the transient occupancy tax (TOT) rate increase when appropriate.

Action 13.1. If appropriate, provide business outreach and survey support for further study of the TOT rate increase as hotel performance and economic conditions improve.

Strategy 14. Explore grant funding opportunities to support reinvestment and mitigation projects undertaken by property owners in areas vulnerable to sea level rise.

Action 14.1. Continuously monitor potential State and Federal funding opportunities that could be used to assist in mitigating the effects of sea level rise on visitor-oriented properties.

29.29 Santa Cruz Economic Development Strategy (City Council Draft) 18 FIGURE 4: TOURISM AND HOSPITALITY ACTIONS MATRIX
Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

6.1. Continue and expand temporary TOT and
Admission Tax modifications, including
increased payment options
1-2 years Citywide Business Development
Division (BDD),
Economic Development
Department,
Finance Department
Completion of analysis
of potential options,
Implementation of
temporary changes

7.1. Review TOT data to identify
underperforming hotels
2-3 years,
then ongoing
Citywide BDD,
Finance Department
Annual analysis of TOT
data,
Maintenance of list of
underperforming hotels

7.2. Review zoning at underperforming hotels
to identify current or potential future
incentives for reinvestment/redevelopment
2-3 years Citywide BDD,
Planning & Community
Development
Completion of zoning
and land use review

7.3. Conduct outreach to owners of
underperforming hotel properties
2-3 years Citywide BDD,
Hotel owners
Number of contacts with
hotel owners

7.4. Explore the creation of financial/tax
incentives to encourage
reinvestment/redevelopment of
underperforming hotels
3-5 years Citywide BDD,
Economic Development
Department,
Finance Department
Adoption of incentives
(or determination not to
proceed)

8.1. Establish a working group focused on
expanding visitation in off-peak seasons
2-3 years,
then ongoing
Citywide BDD,
Visit Santa Cruz,
Hotels and visitor
destinations
Completion of semiannual meetings

8.2. Implement the recommendations of the
working group
3-5 years Citywide BDD Semi-annual progress
on implementation

9.1. Provide business outreach,
communication, and gathering of input to
support major publicly-led development
projects related to tourism and visitors
2-3 years Citywide BDD,
Economic Development
Department,
Santa Cruz Seaside
Company,
Santa Cruz Warriors
As-needed support
provided for
implementation of
projects

29.30 Santa Cruz Economic Development Strategy (City Council Draft) 19 Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

9.2. Provide support for permitting,
tenanting, and related needs for major
publicly-led development projects
3-5 years Citywide BDD
Economic Development
Department,
Planning & Community
Development,
Arena development partners
Assistance to City
departments and arena
development partners

10.1. Provide outreach, input gathering,
permitting assistance, or other support for
implementation of wayfinding signage and
gateways
1-2 years Beach Area,
Downtown
BDD,
Economic Development
Department,
Public Works
Contacts or assistance
related to wayfinding
signage and gateways

10.2. Provide similar support for a second
phase of implementing wayfinding signage
and gateways focused on additional
commercial districts in Santa Cruz
3-5 years Ocean Street,
Soquel Ave,
Water Street,
River Street,
Westside Industrial
BDD,
Economic Development
Department,
Public Works
Contacts or assistance
related to wayfinding
signage and gateways

11.1. Study and implement incentives to
attract hotels with conference space
3-5 years Citywide BDD,
Planning & Community
Development,
Finance Department
Quarterly progress on
study & implementation
efforts,
Implementation of
incentives

11.2. Conduct outreach to major event
venues to identify opportunities to promote
facilities and expand their use
2-3 years,
then ongoing
Citywide BDD,
Cocoanut Grove,
Kaiser Permanente Arena,
Civic Auditorium,
Other venues
Number of contacts with
event venues

12.1. Conduct meetings with hospitality
organizations and businesses to develop and
implement a plan to promote unique niche
industries in Santa Cruz
2-3 years,
then ongoing
Citywide BDD,
Visit Santa Cruz,
Hotels,
Businesses in targeted
industries,
Chambers of commerce,
Santa Cruz Business Council
Number of meetings,
Development of a
promotion strategy,
Implementation of
promotion

29.31 Santa Cruz Economic Development Strategy (City Council Draft) 20 Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

13.1. As needed, study a TOT rate increase,
including business outreach and surveys;
pursue passage of a rate increase if
appropriate
3-5 years Citywide Economic Development
Department,
City Manager
As-needed support to
City Council

14.1. Monitor State and Federal grant
funding opportunities to assist visitororiented properties in addressing sea level rise challenges
Ongoing Beach Area,
Lower Eastside,
Lower Westside
Economic Development
Department,
City Manager (Climate Action
Program),
Affected property owners
Quarterly review of
funding opportunities

29.32 Santa Cruz Economic Development Strategy (City Council Draft) 21

3. Small Businesses and Commercial Districts
The following strategies address the challenges noted by small businesses regarding confusion about accessing available technical and financial resources, and challenges in accessing commercial districts. In the short term, Santa Cruz’s small businesses and commercial districts are currently suffering from major declines in business activity as a result of the COVID-19 pandemic. Therefore, City efforts over the next one to two years should be focused on implementing the strategies and actions listed in the COVID-19 Pandemic Business Support and Recovery category. In the longer term, the City of Santa Cruz can help support and grow small businesses and commercial districts by connecting businesses to available resources, addressing specific transportation and parking needs, and generally investing in the public environment of commercial districts through infrastructure enhancement, focusing on pedestrian improvements, beautification, and activation of public spaces.

GOALS:
 Provide information to small businesses about technical assistance and financial assistance programs
 Improve the street environment in commercial districts to make them more accessible to pedestrians, bicycles, and other transportation modes
 Support regional planning efforts that address transportation challenges in Santa Cruz STRATEGIES:

Strategy 15. Update and widely disseminate a description of resources and partnerships for assisting small businesses.

Action 15.1. Continue to update available resources for assisting small businesses.

Action 15.2. On a quarterly basis, review and revise the methods of disseminating these resources with a goal of reaching as many small businesses as possible.

Strategy 16. Coordinate and collaborate with other City departments and regional transportation agencies to share business concerns about the need for expanded alternatives to automobile access to businesses, including improved bicycle and pedestrian infrastructure and support for regional public transportation improvements.

Action 16.1. As part of regular business outreach, collaboration, and surveys, assemble data regarding business owner priorities for local and regional transportation improvement needs for each commercial district in Santa Cruz.

Action 16.2. Share the results of the above findings with Public Works, the Santa Cruz Regional Transportation Commission (SCCRTC), and other jurisdictions and City departments through scheduled meetings and as part of development of street improvement projects.

Strategy 17. Develop or update district-based parking strategies for areas that are undergoing intensification, including the Westside Industrial Area and Downtown.

29.33 Santa Cruz Economic Development Strategy (City Council Draft) 22 Action 17.1. Study parking needs and work with other City departments to explore the potential need and design of a district-based parking strategy for the Westside Industrial area, including consideration of the intensification of uses occurring at industrial properties.

Action 17.2. Continue exploring parking technology improvements and rate modifications to introduce greater flexibility and lower costs for businesses.

Action 17.3. If supported by study findings above, pursue adoption of a district-based parking program for the Westside Industrial Area
Strategy 18. Develop and implement a work program to target short-term and long-term streetscape and traffic calming measures in the Eastside/Midtown area.

Action 18.1. Collaborate with local businesses, property owners, Public Works, and other City departments to identify potential lower-cost short-term improvements, long-term improvements, implementation costs, and funding sources.

Action 18.2. Pursue implementation of improvements through coordination with Public Works.

Strategy 19. Provide information to small businesses about technical assistance programs available through the City, Economic Development, the Small Business Development Center and other partners.

Action 19.1. Continue to introduce these resources as part of one-on-one outreach to new and growing businesses.

Action 19.2. Examine additional opportunities to broaden access to information about these resources, such as providing materials to all establishments receiving City business licenses.

Strategy 20.Reduce barriers to use of the existing façade improvement program.

Action 20.1. Work with other City departments to streamline and expedite review and approvals, and make efforts to streamline the State Department of Industrial Relations requirements for prevailing wage payroll certification processes.

29.34 Santa Cruz Economic Development Strategy (City Council Draft) 23 FIGURE 5: SMALL BUSINESSES AND COMMERCIAL DISTRICTS ACTIONS MATRIX Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

15.1. Continue to update listings of available
small business resources
Ongoing Citywide Business Development Division
(BDD)
Frequency of updating
information

15.2. Review and revise methods of
disseminating resources
Ongoing Citywide BDD Completion of quarterly
review

16.1. Gather information regarding districtspecific local and regional transportation improvement needs
Ongoing All commercial
districts, with a
focus on:

Downtown,
Westside Industrial,
Eastside/Midtown
BDD Number of business
contacts that resulted in
gathering of relevant
information

16.2. Share findings regarding transportation
improvement needs with partners
Ongoing Citywide BDD,
Public Works,

SCCRTC,
Santa Cruz METRO,
Other jurisdictions
Number of
meetings/contacts in
which findings are
shared

17.1. Study parking needs and potential
adoption of a district-based parking strategy
in the Westside Industrial area
2-3 years Westside Industrial Economic Development
Department,
BDD,
Public Works,
Businesses & property owners
Completion of needs
study

17.2. Explore parking technology
improvements and rate changes to lower
costs for Downtown businesses
2-3 years Downtown Economic Development
Department,
BDD,
Public Works,
Downtown Commission,
DTSC improvement districts
Implementation of
parking technology
improvements and rate
changes

17.3. Pursue adoption of a district-based
parking program in the Westside Industrial
Area, if supported by study
3-5 years Westside Industrial Economic Development
Department,
BDD,
Public Works,
Businesses & property owners
Adoption of districtbased parking program

29.35 Santa Cruz Economic Development Strategy (City Council Draft) 24 Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

18.1. Collaboratively identify short-term and
long-term streetscape and traffic calming
improvements in the Eastside/Midtown area
2-3 years Soquel Ave,
Water Street
(Eastside/Midtown)
BDD,
Public Works,
Planning & Community
Development,
Businesses & property owners
Identification of shortterm and long-term
improvements

18.2. Pursue implementation of
improvements through coordination with
Public Works
3-5 years Soquel Ave,
Water Street
(Eastside/Midtown)
BDD,
Public Works,
Planning & Community
Development,
Businesses & property owners
Progress in
implementing
improvements

19.1. Continue to share small business
development resources as part of outreach
to new/growing businesses
Ongoing Citywide BDD Number of businesses
receiving information

19.2. Pursue opportunities to better
disseminate information about small/new
business resources
1-2 years Citywide BDD,
Finance Department,
Planning & Community
Development
Expanded methods of
sharing information

20.1. Streamline and expedite review,
approvals, and living wage payroll
certification processes for the façade
improvement program
2-3 years Citywide BDD,
Finance Department,
Planning & Community
Development
Completion of
modifications to
processes

29.36 Santa Cruz Economic Development Strategy (City Council Draft) 25

4. Retail and Shopping Districts
The following goals and strategies respond to long-term shifts in the retail industry overall, as well as several local, district-level challenges identified as part of the EDS analyses. The retail industry is undergoing an evolution that favors “experiential” businesses such as dining, drinking, and entertainment since these activities cannot be easily replicated through online sales. As a result, there is a need to allow greater flexibility and diversity of uses in storefronts within retail districts, and the types of “anchors” to attract foot traffic may also change since large retailers are less likely to fill these roles. Downtown Santa Cruz is also confronting challenges in parking costs and negative perceptions of street safety. The Eastside/Midtown area could also benefit from improvement of the physical environment for visitors.

The following goals and strategies seek to enhance the diversity of allowable uses in retail districts, reduce parking-related costs and challenges for Downtown businesses, diversify potential “anchors” for Downtown, and encourage investment in the Eastside/Midtown area.

GOALS:
 Create a regionally attractive mix of businesses in Downtown Santa Cruz  Enhance services, appearance, and access to Downtown Santa Cruz and Eastside/Midtown  Diversify Santa Cruz’s mix of retail, dining, and entertainment businesses and spaces to meet modern demand
STRATEGIES:

Strategy 21. Develop a pop-up program, with streamlined permitting requirements, to allow temporary retail and food uses in vacant storefronts.

Action 21.1. Review and partner with other City departments to modify existing permitting requirements to ensure pop-up uses can easily locate temporarily in vacant storefronts.

Strategy 22. Explore opportunities to reduce impacts of increased parking fees in Downtown on low wage workers.

Action 22.1. As part of the parking study and strategies development actions in Strategy 17 (developing or updating district-based parking strategies for areas that are undergoing intensification), explore and implement modifications to reduce the impacts of parking fees on low wage workers.

Strategy 23. Enhance the use of outdoor space by restaurants, stores, and personal services through continued implementation of the temporary outdoor expansion program and working on streamlining of permitting processes and reductions of fees for permanent sidewalk dining and parklet programs.

Action 23.1. Study the recent implementation of the Temporary Outdoor Expansion Area Program to identify successes, challenges, and opportunities applicable to the standard process for permitting use of outdoor space by restaurants, stores, and personal services businesses; also study these permitting times and fee costs in Santa Cruz versus nearby cities.

29.37 Santa Cruz Economic Development Strategy (City Council Draft) 26 Action 23.2. Develop and implement recommendations, in conjunction with other City departments, to streamline permitting and reduce costs for use of public and private outdoor space.

Strategy 24. Provide supportive services for the formation of a new improvement district in Downtown Santa Cruz, as needed and requested by local business and property owners.

Action 24.1. Provide coordination and communication assistance to area businesses and property owners in completing the petition and ballot process to approve and enact a new single improvement district in Downtown Santa Cruz.

Strategy 25. Expand the diversity of entertainment, dining, nightlife, and retail uses in Downtown Santa Cruz, and explore opportunities to attract non-retail ground floor storefront uses that would draw foot traffic to Downtown Santa Cruz, including gyms, entertainment, and games; also support inclusion of medical offices in Downtown except along Pacific Avenue and Cedar Street.

Action 25.1. As opportunities arise, continue connecting business owners with brokers of available spaces.

Action 25.2. Review and pursue modifications to existing land use, permitting, and zoning regulations that create challenges for diversifying uses in Downtown Santa Cruz.

Strategy 26. Continue to partner with the Downtown Association, Visit Santa Cruz, Santa Cruz Works, and others for shop local campaigns and efforts to encourage local spending.

Action 26.1. Through ongoing communications and engagement with the Downtown Association, Visit Santa Cruz, Santa Cruz Works, and other partners, assist in implementation of shop local campaigns via actions such as outreach to businesses, marketing, and financial support.

Strategy 27. Collaborate with other City departments and the Downtown improvement district(s) to enhance the effectiveness of ambassador, cleaning services, and homeless outreach to improve safety and comfort concerns.

Action 27.1. Assist in ongoing coordination between the Downtown Santa Cruz improvement districts, Public Works, Downtown Streets Team, and the Homelessness Response Manager and Downtown Outreach Workers.

Strategy 28. Support and assist the Eastside/Midtown area in assessing the support for and potentially creating an improvement district to enhance local marketing, maintenance, and collaboration efforts.

Action 28.1. Work with engaged business owners in the Eastside/Midtown area to conduct additional outreach and raise awareness of potential for an improvement district among other area businesses and property owners; pursue creation of a district when sufficient support exists.

Strategy 29. Target use of the façade improvement program in the Eastside/Midtown area.

29.38 Santa Cruz Economic Development Strategy (City Council Draft) 27

Action 29.1. As funds are available, proactively reach out to businesses in the Eastside/Midtown area to explore opportunities to deploy façade improvement grants.

29.39 Santa Cruz Economic Development Strategy (City Council Draft) 28 FIGURE 6: RETAIL AND SHOPPING DISTRICTS ACTIONS MATRIX
Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

21.1. Review and modify permitting
requirements for pop-up storefront uses
1-2 years Citywide Business Development Division
(BDD),
Planning & Community
Development
Progress in completing
review and modifications

22.1. Reduce parking costs for lower income
Downtown workers
2-3 years Downtown BDD,
Economic Development
Department,
Public Works,
Downtown Commission,

DTSC PBID
Implementation of
parking-related fee
reductions

23.1. Study lessons learned from the
Temporary Outdoor Expansion Area Program
for allowing use of outdoor space by
businesses, and study City fees and
permitting times versus nearby cities
2-3 years Citywide BDD,
Planning & Community
Development,
Public Works
Completion of study

23.2. Develop and implement
recommendations to reduce barriers to use
of outdoor space by businesses
3-5 years Citywide BDD,
Economic Development
Department,
Planning & Community
Development,
Public Works
Adjustments to outdoor
permitting processes
and costs

24.1. If supported by property and business
owners, provide support for completing the
petition and ballot process to enact a new
improvement district in Downtown
1-2 years Downtown BDD,
Downtown Association,
Downtown Management
Corporation,

DTSC PBID
Completion of petition
and ballot process,

Enactment of district

25.1. Continue connecting diverse
businesses seeking space in Downtown with
area brokers
Ongoing Downtown BDD,
Commercial brokers
Number of businesses
assisted

25.2. Review and modify regulations creating
barriers to diversifying uses in Downtown
2-3 years Downtown BDD,
Planning & Community
Development
Progress in completing
review and modifications

29.40 Santa Cruz Economic Development Strategy (City Council Draft) 29 Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

26.1. Assist in implementation of shop local
campaigns via actions such as outreach to
businesses, marketing, and financial
support.

Ongoing Citywide BDD,
Downtown Association,
Visit Santa Cruz,
Santa Cruz Works
Number of shop local
campaigns or related
activities supported by
City staff actions

27.1. Assist in ongoing coordination to
enhance ambassador, cleaning services, and
homeless outreach in Downtown
Ongoing Downtown BDD,
Downtown improvement
districts,
Public Works,
Homelessness Response
Manager,
Downtown Outreach Worker
Specific coordination
issues addressed

28.1. If requested, support outreach,
coordination, and provide other assistance to
potentially implement an improvement
district in the Eastside/Midtown area
2-3 years Soquel Ave,
Water Street
(Eastside/Midtown)
BDD,
Businesses & property owners
Number of
contacts/meetings,
Progress in completing
formation study

29.1. Proactively reach out to businesses in
the Eastside/Midtown area to deploy façade
improvement grants (as funding is available)
Ongoing Soquel Ave,
Water Street
(Eastside/Midtown)
BDD,
Businesses
Number of
contacts/meetings,
Number of façade
improvement grants

29.41 Santa Cruz Economic Development Strategy (City Council Draft) 30

5. Education and Workforce
The City of Santa Cruz attracts workers from throughout the surrounding region, but high housing costs are impacting the ability of companies to attract and retain employees. The following goals and strategies focus on leveraging the region’s robust network of workforce, education, and business partners to better connect workers with high-quality job opportunities and to promote the creation of housing affordable to lower-income workers who might otherwise be priced out of Santa Cruz.

GOALS:
 Partner with workforce development organizations, labor organizations, and employers to connect the local workforce with jobs that offer economic opportunities for local residents.  Collaborate with large employers and institutions to create more workforce housing opportunities in Santa Cruz
STRATEGIES:

Strategy 30. Enhance coordination with education, workforce development, and business support partners through standing meetings and development and implementation of new programs and initiatives for technical training, apprenticeships, and other career pathway opportunities.

Action 30.1. Continue and expand participation in recent COVID-19-related standing meetings with business support partners; meet at least semi-annually to develop and implement new programs and initiatives; incorporate partners such as the Santa Cruz County Workforce Development Board, Santa Cruz Works, local banks, UCSC, Cabrillo College, and other selected organizations.

Strategy 31. Develop a formalized system to track referrals to and outcomes from business engagement with the Santa Cruz County Small Business Development Center at Cabrillo College.

Action 31.1. Implement a new referral outcome tracking system in partnership with the Cabrillo College Small Business Development Center to gauge the effectiveness of and potential modifications to the process, partnership, and services.

Strategy 32. Continue to provide Business Development staff support for public and public-private development projects that contribute workforce housing and/or provide amenities that enhance the quality of life for Santa Cruz residents.

Action 32.1. As needed, assist with business outreach, tenanting assistance for commercial spaces, permitting assistance, and other needs related to the Economic Development Department’s development of housing, commercial, and institutional projects (such as the MixedUse Library Project and the Pacific Station mixed-use redesign of the existing Metro transit center site).

Strategy 33. Continue to implement the Housing Element policy to work closely with UCSC to provide more workforce housing opportunities for faculty and staff. Continue implementation of

29.42 Santa Cruz Economic Development Strategy (City Council Draft) 31 workforce housing partnership with Santa Cruz City School District, and explore similar opportunities to create workforce housing with other large employers in Santa Cruz.

Action 33.1. Continue to partner with Santa Cruz City School District to complete development of a workforce housing development project targeted to teachers.

Action 33.2. Through collaboration with UCSC on its Long Range Development Plan, continue to encourage exploration of potential workforce housing opportunities and partnerships for faculty and staff.

Action 33.3. Monitor and pursue potential new opportunities to create workforce housing in partnership with large employers in Santa Cruz.

29.43 Santa Cruz Economic Development Strategy (City Council Draft) 32 FIGURE 7: EDUCATION AND WORKFORCE ACTIONS MATRIX
Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

30.1. Continue and expand participation in
standing meetings with business support and
workforce development partners
Ongoing Citywide Business Development Division
(BDD),

SCC WDB,
Santa Cruz Works,
Local banks,
UCSC,
Cabrillo College,
Other organizations
Completion of meetings
on at least a semiannual basis

31.1. Implement a new referral outcome
tracking system in partnership with the Santa
Cruz County Small Business Development
Center at Cabrillo College
3-5 years Citywide BDD,
Santa Cruz County Small
Business Development Center
at Cabrillo College
Progress in
implementing a tracking
system

32.1. Assist with business outreach,
tenanting assistance for commercial spaces,
permitting assistance, and other needs
related to public and public-private
development projects
Ongoing Downtown,
Citywide
BDD,
Economic Development
Department,
Santa Cruz Public Library,
Santa Cruz METRO
Actions taken to support
specific public/publicprivate development
projects

33.1. Continue partnership with the Santa
Cruz City School District to develop a
workforce housing project
Ongoing Citywide BDD,
Economic Development
Department,
Santa Cruz City School District
Completion of steps
toward completing
housing development

33.2. Through collaboration with UCSC on its
Long Range Development Plan, continue to
encourage exploration of potential workforce
housing opportunities and partnerships for
faculty and staff.

Ongoing Citywide BDD,
Economic Development
Department,
Planning & Community
Development,
UCSC
Meetings and contacts
with UCSC related to
housing opportunities

33.3. Monitor and pursue new opportunities
to create workforce housing partnership with
large employers
Ongoing Citywide BDD,
Economic Development
Department,
Large businesses
Number of contacts with
businesses regarding
housing partnerships

29.44 Santa Cruz Economic Development Strategy (City Council Draft) 33

6. Specialized Industry Sectors
Although the Tourism and Hospitality industry is Santa Cruz’s most significant economic driver, the City also has unique strengths in four other specialized industry sectors: biotechnology and life sciences, sports and outdoor recreation, technology and innovation, and artisanal production (such as smallscale food, beverage, or other manufacturing). The following goals and strategies focus on supporting these industries by addressing their space needs (including the need for additional office and light industrial/flex space), coordinating with employers and organizations to create connections within the industries and address other industry-specific needs, and promoting the presence of sports and outdoor recreation and artisanal production industries to visitors.

GOALS:
 Ensure availability and access to light industrial, flex, and R&D space that flexibly accommodates diverse business types and sizes (including manufacturing, research and development activities, small scale artisanal production, and other innovative and creative businesses)  Expand the biotechnology and life sciences industry through closer partnerships with UCSC and businesses
 Explore opportunities to accommodate the growth of small innovation firms  Retain and expand the local sports and outdoor recreation industry STRATEGIES:

Strategy 34. Convene a biotechnology and life sciences industry working group to collaboratively identify shared challenges and opportunities and develop and implement networking and informational events. Participants could include Santa Cruz Works, Startup Sandbox, the UCSC Genomics Institute, and Cabrillo College, as well as local employers.

Action 34.1. Convene group, initiate semi-annual meetings, develop and implement work plan.

Strategy 35. Review and pursue updates to zoning and land use regulation in the Westside Industrial, Harvey West, and Seabright areas to ensure a mix of manufacturing, research and development, and limited retail/restaurant/dining and office uses are allowed in existing and new buildings.

Action 35.1. Review existing zoning and land use regulation to identify barriers to allowing a diverse mix of the identified business types, and work with the Planning and Community Development Department to modify zoning and land use regulation.

Strategy 36.Encourage development of additional flexible office space in Downtown Santa Cruz to be responsive to the market.

Action 36.1. Conduct outreach to office developers to identify major barriers to developing additional office space in Downtown Santa Cruz.

Action 36.2. Based on developer feedback, pursue policy, program, and regulatory changes to reduce office development costs and incentivize development of additional flexible and mixed-use office space.

29.45 Santa Cruz Economic Development Strategy (City Council Draft) 34

Strategy 37. Continue networking events between venture capitalist funders and local businesses/entrepreneurs, especially those in the biotech and innovation industries.

Action 37.1. Continue to convene and hold networking events on at least an annual basis, in partnership with businesses and venture capitalists focused on biotech and innovation industries.

Strategy 38. Promote entrepreneurship through partnerships with organizations such as Santa Cruz Works and the SBDC Tech Futures Group to continue referrals, hold networking events, and disseminate the advantages of locating a business in Santa Cruz.

Action 38.1. Continue to refer relevant businesses to the SBDC Tech Futures Group and Santa Cruz Works.

Action 38.2. Continue partnerships with the SBDC Tech Futures Group and other organizations to disseminate information about Santa Cruz for entrepreneurs in innovation-focused industries.

Strategy 39. Explore opportunities to promote Santa Cruz’s cluster of sports and outdoor recreation businesses, as well as artisanal producers, to visitors.

Action 39.1. Include a focus on sports and outdoor businesses and artisanal producers as part of the actions described in Strategy 12 to promote Santa Cruz’s unique business niches as part of marketing to visitors.

29.46 Santa Cruz Economic Development Strategy (City Council Draft) 35 FIGURE 8: SPECIALIZED INDUSTRY SECTORS ACTIONS MATRIX
Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

34.1. Create and regularly convene a biotech
and life sciences working group to develop
and implement a shared work plan
1-2 years,
then Ongoing
Citywide Business Development Division
(BDD),
Biotech and life sciences
businesses,
Santa Cruz Works,
Startup Sandbox,
UCSC Genomics Institute,
Cabrillo College
Semi-annual meetings,
Development and
implementation of work
plan

35.1. Review regulations to identify barriers
to increasing business diversity in targeted
areas, and collaboratively modify regulations
2-3 years Westside Industrial,
Harvey West,
Lower Eastside
(Seabright)
BDD,
Planning & Community
Development
Progress in completing
review and modifications

36.1. Conduct outreach to office developers
to identify barriers to building more space in
Downtown
1-2 years Downtown BDD,
Office developers
Completed contacts,
Development of findings

36.2. Pursue policy, program, and regulatory
changes to increase development potential
for flexible and mixed-use office space
2-3 years Downtown BDD,
Planning & Community
Development
Progress in completing
modifications

37.1. Continue to convene and hold
biotech/innovation-focused industry
networking events on at least an annual
basis
Ongoing Citywide BDD,
Business/entrepreneurs,
Funders
Number of networking
events per year (at least
one)

38.1. Continue to refer business to the SBDC
Tech Futures Group and Santa Cruz works
Ongoing Citywide BDD,
SBDC Tech Futures Group,
Santa Cruz Works
Number of referrals

38.2. Continue partnership with the SBDC
Tech Futures Group and other organizations
to disseminate information about Santa
Cruz’s advantages to entrepreneurs
Ongoing Citywide BDD,
SBDC Tech Futures Group,
Santa Cruz Works,
Other organizations
Number of contacts/
marketing initiatives

29.47 Santa Cruz Economic Development Strategy (City Council Draft) 36 Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

39.1. Include a focus on sports and outdoor
businesses and artisanal producers as part
of new/expanded visitor marketing
2-3 years,
then ongoing
Citywide BDD,
Visit Santa Cruz,
Hotels,
Businesses in targeted
industries
Number of meetings,
Development of a
promotion strategy,
Implementation of
promotion

29.48 Santa Cruz Economic Development Strategy (City Council Draft) 37

7. City Services and Processes
Business owners interviewed for the EDS identified a number of challenges in understanding how to navigate City permitting and approvals processes, and in knowing how to access City services. The following goals and strategies seek to clarify and streamline permitting and approvals processes and enhance the dissemination of information regarding how to access public services.

GOALS:
 Improve the city’s permitting and approvals process to cut back on delays and associated costs to businesses.
 Enhance communications so that businesses are aware of the services provided by the City, and can easily access those resources.

STRATEGIES:

Strategy 40. Continue to review the City’s permitting and approvals process to find areas for potential streamlining, and support the implementation of the Management Partners review of the permitting process.

Action 40.1. Continue to convene regular inter-departmental working groups focused on review and modification of permitting and approvals processes; continue to support implementation of recommendations from the Management Partners review of the Planning and Community Development Department, and incorporate ongoing input from businesses and developers that interact with the City.

Strategy 41. Continue to enhance the partnership between Economic Development, Planning, and other staff to better assist individual businesses in navigating permitting/approvals processes.

Action 41.1. As-needed, assist businesses in navigating the new online business license and zoning clearances system.

Action 41.2. As part of the interdepartmental working group, clarify and formalize the roles of the Business Liaison, Planning, and other staff to clarify when and how Economic Development staff should be engaged with specific applications.

Strategy 42. Develop and disseminate brochures and guides for small businesses on how to access maintenance services, public safety services, and services to assist people experiencing homelessness.

Action 42.1. Collaborate with the City’s Homelessness Response Manager to develop, produce, and distribute updated informational materials.

Strategy 43. Facilitate gathering of business input for longer-term city projects such as the Climate Action Plan and potential changes to the Green Business Program.

29.49 Santa Cruz Economic Development Strategy (City Council Draft) 38 Action 43.1. Coordinate with the Climate Action Program Manager to facilitate business input on an as-needed basis.

Strategy 44. Promote Santa Cruz’s economic assets and City services through maintenance and updating of the Choose Santa Cruz website, better integration of the website, and regular digital outreach and mailings to businesses.

Action 44.1. Continue engagement with a branding and marketing consultant to maintain and promote the website and other new information.

29.50 Santa Cruz Economic Development Strategy (City Council Draft) 39 FIGURE 9: CITY SERVICES AND PROCESSES ACTIONS MATRIX
Action Schedule
Subarea
(if applicable)
Parties Involved
Metrics for Measuring
Progress

40.1. Continue inter-departmental working
group focused on review and modification of
permitting and approvals processes, based
on business feedback and implementation of
the recommendations from the Management
Partners review of the City permit process
Ongoing Citywide Business Development Division
(BDD),
Planning & Community
Development,
Fire Department
Number of working
group meetings held per
year

41.1. As-needed, assist businesses in
navigating the new business license and
permitting portal
Ongoing Citywide BDD,
Planning & Community
Development
Number of businesses
assisted in navigating
the portal

41.2. Clarify and formalize the roles of
staff/departments involved in planning
applications
1-2 years Citywide BDD,
Economic Development
Department,
Planning & Community
Development,
Fire Department,
City Manager
Development and
adoption of internal
policies

42.1. Collaborate with the Homelessness
Response Manager to develop, produce, and
distribute updated informational materials
for small businesses regarding public
services
2-3 years Citywide BDD,
Homelessness Response
Manager
Development and
distribution of updated
guides/materials

43.1. Coordinate with the Climate Action
Program Manager to facilitate business input
as-needed
Ongoing Citywide BDD,
City Manager (Climate Action
Program)
Completion of
assistance as-needed

44.1. Continue engagement with a branding
and marketing consultant to maintain and
promote the Economic Development website
and other new information
Ongoing Citywide BDD,
Economic Development
Department,
Branding and marketing
services consultant
Progress on website
updates and marketing

29.51 Santa Cruz Economic Development Strategy (City Council Draft) 40 Tracking Success: Economic Development Indicators
The following economic development indicators are recommended for use by the Economic Development Department to track market and economic conditions in the City of Santa Cruz. These indicators are a gauge of the overall health of the Santa Cruz economy, but are outside the direct control of the City of Santa Cruz since they are also heavily influenced by regional, national, and international economic and market conditions. In contrast, the “Metrics for Measuring Progress” listed for each of the EDS implementation actions track the City’s direct actions.

The first five economic indicators are already in use by the Economic Development Department, while measures six and seven are new.

1. New Business Licenses – Number of business licenses issued annually: overall, by location, by business size

2. Sales Tax Revenue – Amount of citywide sales tax collected annually

3. Transient Occupancy Tax Revenue – Amount of transient occupancy tax revenue collected annually

4. Building Permits – Number and value of commercial and industrial building permits issued by the City each quarter

5. Employment and Unemployment Rate – Total number of jobs and unemployment rate, updated quarterly based on data provided by the County of Santa Cruz Workforce Development Board

6. Real Estate Market Data – Quarterly summary of asking rents, vacancy rates, and absorption for all commercial and industrial product types in Santa Cruz, compared to neighboring cities and Santa Cruz County (obtained via the City’s CoStar data subscription)

7. Discontinued Business Licenses – Number of business licenses that are discontinued annually, with comparison to new business licenses in order to determine a “net new” number of licenses

29.52 Santa Cruz Economic Development Strategy (City Council Draft) 41

ECONOMIC DATA SNAPSHOT
This section of the EDS provides a snapshot of economic data and related findings from the Economic Conditions and Opportunities Report, which informed the development of the goals, strategies and work plan shown in Section III. The majority of the data research and analysis was completed prior to the COVID-19 pandemic. Additionally, Strategic Economics collected and summarized available information about the known impacts of the pandemic on the Santa Cruz economy.

This section is organized into the following key topic areas, which correspond to the organization of Section III’s categories.

1. COVID-19 Pandemic Economic Impacts

2. Tourism and Hotels

3. Small Businesses and Commercial Districts

4. Retail and Shopping Districts (Downtown, Eastside/ Midtown)

5. Education, Workforce, and Commutes

6. Specialized Industry Sectors (Biotech and Life Sciences, Sports and Outdoor Recreation, Technology and Innovation, Artisanal Production)

7. City Services and Processes

1. COVID-19 Pandemic Economic Impacts
The COVID-19 pandemic has imposed severe negative economic impacts on the economies of the City of Santa Cruz, the country, and the world. The “shelter-in-place” orders enacted to slow the spread of the coronavirus that causes COVID-19 resulted in the temporary closure of numerous retail, hospitality, and service businesses, the cancellation of events, and a shutdown of most travel. This reduction in revenues and economic activity has led to layoffs and furloughs in a variety of industry sectors and some permanent business closures.

The overall length and severity of the economic impacts due to the COVID-19 pandemic are still unknown, but will depend on several factors, including the duration of the pandemic and associated public health measures, and availability of relief programs offered by the federal, state, and local governments. The following findings describe examples of what is known about the local impacts of the COVID-19 pandemic, and provide insights into how the pandemic is likely to affect Santa Cruz given the City’s specific industry mix.

Examples of known local impacts of the COVID-19 pandemic include the following:
 Santa Cruz County Chamber of Commerce Business Survey Results: The Santa Cruz County Chamber of Commerce surveyed businesses within the County between May 5th and May 11th of this year.1 111 businesses responded, with about half of these businesses located in the City of Santa Cruz. The results are not a scientific sampling of businesses, but do provide evidence of the pandemic’s impacts. 30 percent of respondents noted that their businesses are closed, and 28 percent had reduced their hours of operation. 68 percent of respondents

1 The full survey results described in this report are available at http://www.santacruzchamber.org/uploads/5/5/5/1/55516451/covid_-- _19_survey_results_may_18%5Ej_2020_2.pdf, and a summary is available at https://web.santacruzchamber.org/news/newsarticledisplay.aspx?ArticleID=1858

29.53 Santa Cruz Economic Development Strategy (City Council Draft) 42 expected that their business would still not be fully operational once the shelter in place order is lifted, and nearly half had already suffered losses of more than $50,000. While over 60 percent of respondents received business assistance loans or grants, 44 percent noted that the amount received was inadequate to meet their needs, and respondents heavily prioritized the need to receive additional financial assistance.
 City of Santa Cruz Business Survey Results: The City of Santa Cruz received survey responses from 203 area businesses during late spring and early summer of this year. Over 38 percent of respondents are making permanent or temporary changes to their business models. Onethird of businesses stated a need for direct financial assistance, and nearly a quarter noted a need for assistance in developing their online presence or e-commerce platform. Fortunately, 87 percent of businesses were able to access supplemental assistance through grants and loans, and business owners appeared more optimistic about the future than in a previous survey conducted early in the pandemic.
 Layoff Notices: The California Worker Adjustment and Retraining Notification (WARN) Act requires businesses with at least 75 employees to file a notification when they anticipate laying off or placing on temporarily furloughing 50 or more employees (although WARN Act notices may also be filed for smaller layoff events). Review of WARN Act notices filed by Santa Cruz employers in the second quarter of 2020 shows that the vast majority of notices are for unusual temporary furloughs of workers at hotels, retail stores, restaurants, and, to a lesser extent, medical and personal services.

 Unemployment Data: Preliminary data produced by the State of California Employment Development Department indicates that the Santa Cruz County unemployment rate was an exceptionally high 14.4 percent as of May 2020, versus 8.1 percent in March, and that the unemployment rate in the City of Santa Cruz was 12.7 percent in May. Actual unemployment rates are likely higher since the data does not capture workers who are experiencing delays in applying for Unemployment Insurance benefits or that have stopped searching for work. Data for Santa Cruz County indicates that employment declined most significantly for businesses in the hospitality, restaurant/food service, personal services, and arts, entertainment, and recreation industries.

Declines in economic activity have reduced local tax revenues significantly and will continue to affect the City’s budget in the near future. A large share of City of Santa Cruz General Fund revenues are associated with businesses and spending impacted by the COVID-19 pandemic. Based on estimates of actual revenues for the 2019-2020 fiscal year, Sales and Use Taxes constituted 22 percent of revenues, the Transient Occupancy (hotel) Tax constituted 15 percent of revenues, the Utility Users Tax constituted 14 percent of revenues, and Admission (event) Taxes constituted three percent of revenues. All of these revenue sources, which together make up over half of General Fund revenues, depend on business activity, consumer spending, and tourism.2 As of January 26, 2021, the City of Santa Cruz Finance Department generated estimates of projected General Fund revenue losses and required spending cuts for the coming fiscal years. Under a “realistic scenario,” the City anticipated a total $6 million reduction in revenues in fiscal years 2021 and 2022, accompanied by $3.75 million in structural and onetime spending cuts in fiscal year 2022 and again in 2023. These numbers could

2 City of Santa Cruz, California: 2021 Annual Budget, http://www.cityofsantacruz.com/home/showdocument?id=80120.

29.54 Santa Cruz Economic Development Strategy (City Council Draft) 43 differ if the City receives additional outside funding; under a scenario in which the City receives $3 million in total federal and state aid in 2021, the City would instead need to implement structural and onetime spending cuts of $3.75 million in fiscal year 2022 and $3 million in fiscal year 2023.

The pandemic is impacting the capacity of City staff and other partner organizations. Declining City of Santa Cruz revenues are already reducing staff capacity, with the City implementing staff furloughs and a hiring freeze. Staff levels are likely to remain reduced for at least one to two years. Sources of revenue and/or staffing levels are also declining for critical partners such as the Santa Cruz Area Chamber of Commerce and the Santa Cruz County Small Business Development Center at Cabrillo College.

In the short term, the City of Santa Cruz’s economic development activities will be focused on assisting businesses to sustain operations and recover from the COVID-19 crisis. The City has already implemented immediate actions to support businesses, including:
 business surveys to identify needs,
 creating a microloan program for immediate gap financing for businesses that are otherwise less able to access state and federal programs,  creating business start-up kits to enable businesses to safely reopen with hard to source supplies and mandated safety protocols, procedures and supporting materials,  creating/expanding forgivable business loan programs with regional partners,  creating and implementing a temporary outdoor expansion program and streamlining of outdoor dining permitting processes,
 sponsoring shop local online programs to help sustain businesses during closure periods, and
 collaborating with UCSC and local tech entrepreneurs to support the creation of the “Get Virtual” program, helping businesses develop website and online e-commerce platforms.

29.55 Santa Cruz Economic Development Strategy (City Council Draft) 44

2. Tourism and Hotels
 Prior to the COVID-19 pandemic, the Santa Cruz tourism and hospitality industry experienced strong growth. In 2018, jobs in the Accommodation and Food Services and Arts, Entertainment, and Recreation industries made up 23 percent of all jobs in Santa Cruz. These industries grew rapidly between 2009 and 2018, and support many other related businesses in retail and other sectors.

 The Santa Cruz tourism and hospitality industry is heavily driven by Bay Area and California residents, as well as Bay Area companies holding events in the City. San Francisco Bay Area residents accounted for nearly 37 percent of Santa Cruz visitors in 2016,3 creating a strong link between Santa Cruz’s tourism industry and the strength of the Bay Area economy.

 Some older hotel properties require updates. The City of Santa Cruz has approximately 1,950 rooms in its stock of hotels, motels, and bed and breakfasts. Some older underperforming hotels create opportunities for future redevelopment as new lodging or other uses.  The COVID-19 pandemic has created significant uncertainty and volatility in tourism and hotel demand, which will likely slow development of additional hotels. Prior to the COVID-19 pandemic, City transient occupancy tax (TOT) revenues were growing, and developers were pursuing new hotel projects. City hotel performance declined significantly during travel and shelter-in-place restrictions, although performance has since improved due to travelers taking road-trip vacations. Despite this improvement, hotel investment is likely to remain limited while uncertainty exists about whether travel restrictions will need to be implemented again.  Santa Cruz has a highly seasonal, leisure-based tourism industry; diversification of the city’s visitor attractions could draw more visitors outside the peak summer season. The Santa Cruz Beach Boardwalk, Municipal Wharf, and a variety of natural recreation opportunities continue to be popular attractions that drive summertime visitation to the City. However, Figure 10 shows the decline in tourism activity during the winter off-season. An opportunity may exist to expand visitor segments in Santa Cruz by marketing other “niche” industries and assets, such as outdoor sports and artisanal foods and crafts, and by drawing business or event travelers.

FIGURE 10: TOTAL ANNUAL TOT REVENUES BY QUARTER, CITY OF SANTA CRUZ, 2016 AND 2018 Note: “BnBs” are bed and breakfasts. Q1: January, February, and March; Q2: April, May, and June; Q3: July, August, and September; Q4: October, November, and December.

Source: City of Santa Cruz, 2019; Strategic Economics, 2020.

33 “Profile of Santa Cruz Area Visitors For 2016”, Lauren Schlau Consulting, 2016. $0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2016 2018
2019 Dollars
Short-term Home Rentals
Hotels, Motels, and BnBs

29.56 Santa Cruz Economic Development Strategy (City Council Draft) 45

3. Small Businesses and Commercial Districts
 Small businesses constitute a high share of businesses in the City of Santa Cruz, with 70 percent of businesses including fewer than 10 employees (Figure 11).  Owners of small businesses reported challenges related to accessing city services. Owners of small businesses interviewed for this study noted confusion about the availability of city services and how to access those services.
 Owners of small businesses also reported challenges related to traffic congestion. Traffic congestion is an additional challenge throughout Santa Cruz County, which makes it more difficult for workers to access jobs and for customers to access small, local businesses.  Transit, pedestrian, and bicycle infrastructure improvements are an opportunity to improve consumer access to businesses and enhance consumer quality of experience. At the regional scale, efforts are underway to improve transit, expand bicycle and pedestrian infrastructure, and reduce traffic congestion. At the local level, Santa Cruz is making gradual improvements to its bicycle and pedestrian networks within and between employment districts. An opportunity exists to improve the pedestrian experience in the Eastside/Midtown area along Soquel Avenue. The area today is marked by high automobile traffic speeds, limited shade, and limited and uncomfortable or dangerous pedestrian crossings.  Parking is a challenge in light industrial districts that increasingly include customer-oriented uses such as breweries and rock-climbing walls, or more intensive employment uses such as additional office/flex space. This is especially true of the Westside Industrial area.

FIGURE 11: SHARE OF FIRMS BY SIZE AND INDUSTRY SECTOR, CITY OF SANTA CRUZ, 2018 Note: The following industry sectors are not displayed in the figure above: Other Services, Ex. Public Admin; Construction; Administrative & Waste Services; Transportation & Warehousing; Wholesale Trade; Finance & Insurance; Real Estate & Rental & Leasing; Information; Utilities; Agriculture, Forestry, Fishing & Hunting; Management of Companies & Enterprises; Unclassified; and Mining.

Source: California Employment Development Department, 2018; Strategic Economics, 2020. 84%
13%
2% 0%
69%
23%
6% 2%
67%
24%
7%
2%
65%
28%
6% 1%
65%
29%
6%
0%
47%
42%
8% 3%
44% 46%
10%
0%

69.8%

24.4%

5.1%

0.8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1 to 9 10 to 49 50 to 250 250 or more
Share of Total Firms
Number of Employees
Professional & Technical Services Manufacturing
Education Health Care and Social Assistance
Retail Trade Arts, Entertainment, and Recreation
Accommodation and Food Services Total Firms
50 to 249

29.57 Santa Cruz Economic Development Strategy (City Council Draft) 46

4. Retail and Shopping Districts (Downtown, Eastside/
Midtown)
 Matching national trends, the retail sector in Santa Cruz is shifting away from traditional hard and soft goods retailers and towards “experiential” businesses such as dining and drinking establishments (Figure 12). As e-commerce continues to erode brick-and-mortar sales, tenants seeking storefront space will diversify; examples include greater demand from gyms/fitness businesses, restaurants/cafes, entertainment and activities, and retail stores that also include elements of small-scale production (e.g. breweries) or online sales.

 Downtown Santa Cruz may struggle to attract large traditional retail stores as “anchors” that drive foot traffic. Instead, an opportunity exists to attract other generators of foot traffic.

Examples include, gyms and fitness uses, unique art or interactive attractions, civic uses, entertainment and nightlife, and stores or restaurants focused on unique locally-produced goods. Increased office employment and residential development would also increase demand for stores and restaurants.
 Historically high occupancy rates of office space in Downtown suggest a need to encourage additional office development to meet future needs. Demand for office space in Santa Cruz may decline in the near future due to the economic impacts of the COVID-19 pandemic and businesses’ reassessments of their space needs as employees work remotely. However, officebased industry sectors in the City have undergone rapid growth in recent years and vacancy rates were recently at historic lows. Achievable rents are still not high enough for developers to build additional office space in Downtown. However, additional space will be needed to accommodate long-term growth in office demand. This demand is driven partly by employers seeking to locate near Santa Cruz’s concentration of skilled workers drawn to the City’s high quality of life. Adding flexible office or coworking spaces can also help meet some future office demand and accommodate residents working remotely who are seeking local professional space.
 The Eastside/Midtown area—which includes the Water Street and Soquel Avenue subareas— could potentially become a better-known local shopping and dining destination if the area functioned as a more cohesive district. The current street design along Soquel Avenue discourages walking between businesses. Eastside/Midtown businesses also lack a shared voice and capacity for developing and marketing the district as a whole.  Parking-related challenges exist in different areas of the city. Within Downtown, multiple businesses interviewed for this study experienced difficulties in obtaining employee parking or in paying extra costs associated with parking deficiency fees.

29.58 Santa Cruz Economic Development Strategy (City Council Draft) 47 FIGURE 12: SALES TAX REVENUES BY CATEGORY, CITY OF SANTA CRUZ, 2009 TO 2018 Source: City of Santa Cruz, 2019; Strategic Economics 2020. $0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Sales Tax Revenue
General Consumer
Goods
Restaurants & Hotels
Food & Drugs
Autos & Transportation
Business & Industry
Building & Construction
Fuel & Service Stations

29.59 Santa Cruz Economic Development Strategy (City Council Draft) 48

5. Education, Workforce, and Commutes
 Santa Cruz is a major employment destination within the county, though many residents also commute to jobs in the Bay Area. Approximately three-quarters of Santa Cruz’s workforce commutes from outside the City (Figure 13), while more than a quarter of the City’s working residents commute to jobs in the Bay Area (Figure 14). Santa Cruz residents that work in the Bay Area are generally attracted by the Bay Area’s larger number of job opportunities and higher salaries.
 High housing costs are a top concern for workforce attraction and retention. As housing costs and rents increase, Santa Cruz businesses are have having difficulty recruiting and retaining workers at all skill levels and occupations. This is particularly challenging for industries that employ large numbers of workers in lower-wage occupations, such as tourist-driven service industries (hotels, restaurants, and retail).
 A robust network of workforce development organizations, services, initiatives, and small business support services exist in Santa Cruz County. The City of Santa Cruz’s communication and coordination with these organizations is generally strong, although opportunities exist to formalize tracking of coordination outcomes.

FIGURE 13: COMMUTE PATTERNS OF EMPLOYED RESIDENTS AND WORKERS IN THE CITY OF SANTA CRUZ, 2017 Number Share
Workers Employed in the City of Santa Cruz 28,097 100%
Employed and living in the city 7,427 26%
Employed in the city but living elsewhere 20,670 74%
City of Santa Cruz Residents 22,528 100%
Employed and living in Santa Cruz 7,427 33%
Living in Santa Cruz, but working elsewhere 15,101 67%
Source: U.S. Census Bureau, LEHD, 2017; Strategic Economics, 2020.

FIGURE 14: WORK LOCATIONS OF CITY OF SANTA CRUZ RESIDENTS, 2017 Number Share
Santa Cruz County 12,959 58%
Santa Clara County 3,717 16%
Monterey County 875 4%
Alameda County 834 4%
San Mateo County 626 3%
San Francisco County 566 3%
All Other Locations 2,951 13%
Total Santa Cruz Residents 22,528 100%
Source: U.S. Census Bureau, LEHD, 2017; Strategic Economics, 2020.

29.60 Santa Cruz Economic Development Strategy (City Council Draft) 49

6. Specialized Industry Sectors
The following four specialized industry sectors represent unique sets of businesses within the City of Santa Cruz economy. The specialized industries were identified and defined based on the results of employment data analyses, consideration of local economic assets, review of the City’s Economic Development 2017-2019 Strategic Workplan, and interviews with City staff and local businesses.

BIOTECH AND LIFE SCIENCES
 The biotechnology and life sciences industry has a unique presence within Santa Cruz, though the industry represents a small share of jobs in the City overall and constitutes a modest concentration of jobs compared to Santa Clara County (Figure 15). Business owners and other local stakeholders in the industry identified challenges to local growth, including distance from the Bay Area’s biotech hubs in South San Francisco and Emeryville, the lack of nearby venture capital, and a relatively small pool of local talent compared to the Bay Area.  Santa Cruz has many assets to support the biotechnology and life sciences industry, UCSC has a productive relationship in driving investment and growth of local private biotechnology and life sciences businesses. UCSC is known for its biotech and life science research, particularly in the field of genomics. The university has successfully helped launch several local biotech startups and provides a pipeline of industry talent. UCSC is also exploring the potential for oncampus incubator space and is affiliated with a local incubator, Startup Sandbox, which has launched several companies.4

SPORTS AND OUTDOOR RECREATION
 The Outdoor Sports and Recreation industry is highly concentrated in Santa Cruz, and industry employment has grown rapidly since 2009 (Figure 15). Santa Cruz features a unique niche of businesses in this industry, forming a global reputation for surfing, skateboarding, mountain biking, and general outdoor sports and recreation. The businesses in this industry attract consumer spending from throughout the world, and manufacturers attract corporate buyers and high net worth individual buyers to their facilities.  The limited availability of light industrial space is a potential challenge for attracting new and emerging businesses in the sports and recreation industry—as well as other manufacturers requiring light industrial space. Outdoor Sports and Recreation businesses typically require light industrial space in a variety of sizes. Business owners interviewed for this study noted that light industrial space is increasingly hard to find in Santa Cruz, which is indicated by low industrial vacancy rates. The limited availability of light industrial space is a potential challenge for attracting new and emerging businesses in the industry. Because of high construction costs and relatively low rents, industrial buildings are not currently financially feasible to construct.

However, mixed-use projects that incorporate a combination of industrial condos and residential units—such as Delaware Addition—can help to expand Santa Cruz’s industrial inventory, especially if City fees and zoning are designed to reduce barriers to building these projects.

4 https://qb3.soe.ucsc.edu/entrepreneurship-programs/

29.61 Santa Cruz Economic Development Strategy (City Council Draft) 50

TECHNOLOGY AND INNOVATION
 Employment in the Information, Computer Technology, Communications, and Social Media industries in Santa Cruz grew rapidly from 2009 to 2018 (Figure 15). While the City of Santa Cruz includes the county’s largest concentration of these types of jobs, the industry is relatively small compared to neighboring Santa Clara County. However, given that many Santa Cruz residents are employed in this sector and currently commute to jobs in Santa Clara County, opportunities may exist to capture more of this sector’s business and entrepreneurial activity in Santa Cruz.
 Like biotech, the knowledge/innovation industries are less competitive in Santa Cruz compared to other locations in the Bay Area that provide better access to technology workers and venture capital. The large Silicon Valley market has a noticeable influence on Santa Cruz.

The City of Santa Cruz is located just 30 miles from San Jose and a significant number of Santa Cruz residents commute to the Silicon Valley region for work. Additionally, Santa Cruz has attracted Amazon and Google offices and increasing levels of venture capital. 5 However, investors still perceive funding Santa Cruz businesses as risky due to the area’s smaller pool of workers. Funders also often prefer companies to be located nearby within the Silicon Valley region where business leaders can more easily meet in person and access specialized business services.
 Businesses in knowledge/innovation industries require office or flex space. Santa Cruz has a very limited inventory of office space, and occupancy rates are very high for light industrial space. These factors could constrain growth of emerging companies unless the city can provide sufficient office/R&D spaces for them.

ARTISANAL PRODUCTION
 A variety of creative artisanal production companies exist in the City of Santa Cruz, including a notable concentration of specialty food and beverage companies such as coffee roasters, breweries, and wineries.
 Artisanal producers require smaller, flexible industrial spaces that accommodate a combination of production activities, administrative office space, shipping/receiving, and often customer-facing spaces for dining, drinking, or retail sales. As such, artisanal producers create demand for light industrial spaces in Santa Cruz. Artisanal producers could also potentially create a variety of opportunities to fill retail spaces in Santa Cruz, such as storefronts for locally produced goods that also include limited production and shipping activity.

5 https://www.sccvitality.org/Portals/23/pdfs/2018-County-of-Santa-Cruz-Tech-Sector-and-Ecosystem.pdf?ver=2019-12-31-143843- 187

29.62 Santa Cruz Economic Development Strategy (City Council Draft) 51 FIGURE 15: SPECIALIZED INDUSTRIES IN THE CITY OF SANTA CRUZ, 2018 Specialized Industry Group
Number of
Jobs
% Total
Jobs
% Growth
2009-2018
Santa Cruz
County LQ
2-County
Region LQ*
Tourism & Hospitality 2,419 7% 43% 2.0 5.2
Technology & Information 1,428 4% 38% 1.4 0.2
Specialty Food & Beverage Mfg. 894 3% 204% 1.3 4.6
Sports & Outdoor Rec 562 2% 33% 2.0 4.6
Biotech & Life Sciences 558 2% 8% 1.3 0.6
*The two-county region includes Santa Cruz County and Santa Clara County.

Note: A location quotient (LQ) is used to measure the concentration of an industry relative to a larger geography. An LQ of greater than 1.2 indicates a generally high concentration relative to the reference geography, while an LQ of less than 0.8 indicates a relatively low concentration relative to the reference geography.

Source: California Employment Development Department, 2018; Strategic Economics, 2020.

29.63 Santa Cruz Economic Development Strategy (City Council Draft) 52

7. City Services and Processes
 Many Santa Cruz business owners were unsure of how to access City resources. During interviews conducted for this report, business representatives reported not knowing how to access day to day services, especially regarding cleaning and maintenance of public streets and sidewalks. Business owners were especially concerned about accessing services related to addressing the impacts of homelessness on their operations. Additionally, while the “Choose Santa Cruz” website is well-designed and information-rich, business and property owners rarely mentioned the website during interviews for this study.  The City’s approvals, permitting, and development requirements were identified as a major obstacle for stakeholders. Key challenges that business representatives said they faced when interfacing with City services and processes included the following:
o Lengthy and unpredictable project approvals, which add costs for businesses o Inadequate communications from City staff
o Inconsistency in determinations made by inspectors and planning staff o Stringent and costly requirements
o Opportunities for extensive interventions by neighbors o Inadequate zoning code definitions
o Lack of assistance from City staff to take project sponsors through the process  Businesses are facing challenges in the City’s permitting process for a wide range of projects.

Specific types of projects noted by business operators included the following:
o Tenant improvements
o Parking modifications
o Signage
o Temporary structures
o Outdoor seating and lighting
During the COVID-19 crisis, the City has streamlined permitting across project types—including parking modifications, signage, temporary structures, and outdoor seating and dining—to quickly respond as businesses adapt to changing regulations and consumer preferences. As the City moves forward from the COVID-19 crisis, it has expressed its commitment to making permanent improvements to its permitting processes.
 Upcoming sustainability projects initiated by other City departments may present creating opportunities for interdepartmental coordination and business outreach. Notable projects include the Climate Action Plan, implementation of “reach” building codes that exceed state requirements, and potential changes to the Green Business Program.

29.64 City of Santa Cruz
Library Site Re-Use Visioning Process
FINAL DRAFT | 2021 June 14

29.65 21559-01

29.66 i SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 TA BL E O F CO N T EN T S

C O N T E N T S

1. Introduction 1

2. Process 2

3. Project Components 6

29.67 ii SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 TA BL E O F CO N T EN T S 4. Summary of Community and Stakeholder Feedback 8

5. Site Re-use Vision Recommendation 15

6. Next Steps 15

7. Appendices 17

29.68 1 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS 1 . IN T R O DU CT ION F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4
1 . I N T R O D U C T I O N
1 . 1 P R O J E C T I N T R O D U C T I O N
1 . 2 P R O J E C T C O N T E X T

29.69 2 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 2 . P R O CESS
2 . P R O C E S S
2 . 1 S C H E D U L E
2 . 2 P A R T I C I P A T I O N
2 .1 .1 S TAK EH O LDER PA R T IC IPAT I O N
Project Management Team
City Staff

29.70 F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4
Planning Consultants Team
Community Stakeholders
Neighborhood Stakeholders Meeting

29.71 4 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 2 . P R O CESS
2 .1 .2 PU B LIC O U T REAC H AN D IN PUT
April 25, 2021 Community Workshop: What is your favorite public space in Downtown Santa Cruz and what 3 words would you choose to describe it?

29.72 5 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 2 . P R O CESS
Outreach at Pacific Ave, May 13 2021
Outreach at Beach Flat Park, June 1 2021 Outreach in Lower Ocean at Nueva Vista Community Center, June 9 2021
Outreach at Midtown Market, May 21 2021

29.73 F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4
3 . P R O J E C T

C O M P O N E N T S
3 . 1 P L A Z A
3 . 2 P A R K
3 . 3 F A R M E R S ’ M A R K E T
Santana Row, San Jose
Pearl Brewery District, San Antonio
Santa Cruz Farmers’ Market, Lot 4, Santa Cruz

29.74 7 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 3 . P R O JEC T CO M PO N E N TS 3 . 4 H O U S I N G 3 . 5 S T R E E T S C A P E
3 . 6 C U L T U R E , A R T A N D

I D E N T I T Y
3 . 7 P A R K I N G
George W. Davis Bayview Senior Center, San Francisco
Santana Row, San Jose
Santa Cruz Museum of Art & History, Santa Cruz

29.75 8 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 4 . SU MM A RY O F CO MM U N ITY + S TA KEH O LDE R FE E DBACK 4 . S U M M A R Y O F C O M M U N I T Y A N D S T A K E H O L D E R F E E D B A C K 4 . 1 R O U N D 1 : S U M M A R Y O F I N P U T F R O M S T A K E H O L D E R A N D C O M M U N I T Y

W O R K S H O P S

29.76 9 SANTA CRUZ LIBRARY SITE RE-USE VISIONING PROCESS F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 4 . SU MM A RY O F CO MM U N ITY + S TA KEH O LDE R FE E DBACK 4 . 2 R O U N D 2 : S U M M A R Y O F F I N D I N G S F R O M C O M M U N I T Y S U R V E Y 4 .2 .1 U S ES
Park + Plaza (Farmers’ Market) vs. Housing + Mixed Use

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R E C O M M E N D A T I O N
6 . N E X T S T E P S
Affordable Housing Analysis:

Park and Plaza

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City, community, stakeholder, and partner engagement

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7 . 1 . 1 S T A K E H O L D E R M E E T I N G S L I D E D E C K

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May 4th – Meeting with Church Street Businesses
Attendees: Representatives from Birichino, C zio, Ecology Action, & Prophet Elias Greek Orthodox Church.

Feedback:

Access is important for Cruzio work trucks and Ecology Action bike program trucks with trailers into the Cruzio parking lot
Keep in mind line of sight for infrastructure on roof of Cruzio building Need to maintain street parking in front of businesses for loading and customer access Keep in mind Church services schedule – important to retain parking for church users Excited about potential event space that could be used by nearby businesses/organizations Like the idea of a North/South Street closure that would leave the East side of the street open to vehicular traffic.
7 . 2 C I T Y S T A F F M E E T I N G S U M M A R Y
7 . 3 N E I G H B O R H O O D S T A K E H O L D E R M E E T I N G S U M M A R Y

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Amanda
Space that is green
Green Space +
Trees
Look at examples from
SLO
Santa Barbara
-Affordable Housing
-Workforce Housing
-Market rate
-Studios for singles or
couples
-space for delivery
vehicles (Amazon &
Fedex)
Santa Cruz Style Mixed
Use
Space to meet Ground floors uses:

City offices, nonprofits, retail,
commercial uses
Open space
Library on existing site +
+ + +
Partilly covered /
partially open air
Space for children
Birds crashing into
windows of large
buildings.

Host events like
Farmers Market,
Antique Faire
Flexible space to
accommodate lots of
uses
Sustainable – solar
powered
Finding Appropriate place
for families to be housed –
need backyard outdoor
space. Space that isn't too
loud or disruptive to sleep.

Ability to have fresh air and
window's open
David
Social services center –
health/food service
(county health svs is
remote)
Public Space – plants +,
seating+ , sunshine+,
trees+ , fresh air
Housing – affordable++
+ Family housing not
just 1BRs
Parking capacity – park
once and continue foot
concept in District
Farmer’s Market
activates this site –
Permanent Home
More Park space
(impact of new
housing – new projects
have private space –
need shared
+ Low income housing,
+ very low income
Center / Church street
corridor limits closures
Site is transitional –
think of impact to
design and uses
Playground for children
– support families
Workforce housing too
Seniors
Walkability/bicycles
Occasional street
closures –
Cabrillo/Greek/
Pre-event space for
Civic – outdoor
performance venue –
local muciians
Library
? Changing demographics – who will be downtown in future Finances of affordable housing / subsidy – viability?
Keep intensity of use - City impact to budget – maintenance?? who will be downtown in future
Daniel
More open than closed,
flexible…
Oxbow Market, Napa,
open-air. Potential for
a boutique hotel
w/ground floor
market?
Open space, low,
flexible…public space is
valuable
How to balance open
space
Re-use existing bldg as
an extension of
London-Nelson, bring
in SC residents, not
tourists
Better bike parking,
bike lockers, meeting
spaces…connect from
rail and trail,
comfortable, safe
accessible
More housing, city is
leasing land back, not
selling, city should
collect revenue and
increase tax base,
grow revenue base
Like the idea of a plaza, flexibility,
programmable, park space,
stage/venue for cabrillo/civic
combined w/retail, California
mission feel…city hall, 915, etc.,
what is appropriate size? Great
daylight
Mixed revenue
generating hotel to
offset cost of public
spaces…and
potentially low income
housing…
Street closures created
informal plaza, “heart
of community” “this is
real Santa Cruz” Civic
expanded plaza vision.
7 .5 .2 B RE AKOU T GRO U P D IS CU S S IO NS

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Retain the humanist
character of Santa
Cruz- Pedestrian
atmosphere.

Reuse the library
building for County
History Museum/
genealogy + + +
Ability to maintain and
manage the site
Plazas and outdoor
spaces
Mixed-use building/s -
Support downtown
Housing – most
appropriate use. +
City/ public offices
combined on this site +
Housing and events
may / may not be a
good idea
Nothing too tall – retain
character/ scale of
space
Flexible uses- Eating
Senior housing (may
need lesser parking) Keeping the carbon
footprint low
Programmed and
managed outdoor
spaces- Fire pits
Plaza may be
underutilized –CH
already has a plaza
Library on site+
Library combined with
housing and/ or public
offices
Uses that relate to city
hall, civic auditorium + +
Focus on supporting
commercial uses in
Downtown
Community center,
maker space +
Elena
Large Central Gathering
Point
Large Pleasant Clean
Public Restroom –
Saucalito style
Concern – don't create
a campsite for people.

Little corner park, with a
little stage, people could
be having dinner before a
concert.

Senstivity to the
residential
neighborhood.

Avoid overprogramming.

Consider synergy with city
hall plaza, temporary street
closures.

Covered farmers
market – how will the
space be used when no
market?
City has office space
needs for mixed uses.

Consider a contingency
that the library would
remain.

Should not spend dollars on
parking, we need to work on
a world that is not
dominated by cars.

We need to create a
climate resilient city,
and every dollar
counts.
tree cover is an
important feature to
this site and helps
transition from more
built out parts of
downtown to nearby
residential areas
Explore other adaptive
reuse options for the
library building.

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F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 7 . A P PE N DIX affordable housing, farmers market, city offices Thanks for participating
Southern sunlight, low buildings
Civic connectivity with nearby uses, building off resources and needs for City hall/Civic Auditorium, and bringing new residents/energy in
Mixed-use development with pre-event space for the Civic. 1) Strong support for rebuilding the existing library on the site. 2) Keep it Santa Civic Center architecture 3) Importance of open space.
strength of support for continuing use of library at current site Mixed use plaza with retail
Repurposing the existing library building as a mixed use facility to include a county history museum The great ideas about flexible public spaces from the presentation would be far more easily and less expensively accomplished on Lot 4,
include civic services (extend of city, county & civic center) Keeping the existing library where it is
Some type of housing, civic offices and community meeting space Adaptive reuse of building for community uses, rather than demolition The extent of the opposition to the site itself was very strong housing plus services
I agree with the people who supported re-use of the existing library building as a community center, combined with an open space for festiva
incorporate surrounding steetscape into the design. consider opportunity of City Hall plaza Open space in an increasingly dense downtown
Combining active built uses with public space to minimize undesirable activity. Making the site feel open, accessible, safe, and clean.

Resilience, housing, and flexible public space.

Strong support from many of today's participants for keeping the library where it is. Concern for use by residents over tourists.

Inclusiveness of entire populations needs
Remembering that green space is flexible and earth friendly Economic feasibility to create and manage.

Most of the community has clearly & repeatedly expressed its preference for renovating the library at this site. The city hasn't listened
ensuring green spaces, low car traffic (walk/bike) & workforce housing Keeping a low carbon footprint for all aspects. Reuse Repurpose and Recycle Do not impact the neighborhood, recognize the challenge of managing public uses and concentrate public activities on Pacific Avenue and Abb
Re-examine what could be accomplished by building new library where it is, with some housing on top, even if that means extending the 8 year
That City Council reframe your work to include the eventual overturn of the decision to use that site for a community space
moving away from car dominance
This valuable community resource should NOT be used for a tourist attraction. It should be for the people of Santa Cruz.
7 .5 .3 EX IT S U RV EY

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F I N A L D R A F T 2 0 2 1 - 0 6 - 1 4 7 . A P PE N D IX Thanks for the opportunity to participate Open public space is the most needed and it is for all people I feel the site should feel more permeable and and accessible from multiple angles than current.

Buildings and public spaces should flow
Desire to preserve the historic culture of the downtown Civic Center.

Realizing that demand for housing is endless and yet green flexible open spaces downtown are few Avoid creating a project that would detract from the Pacific Avenue Mall economic sustainability into the I'd like to see a height step-down as we move from Pacific Avenue to the residential neighborhood that begins in earnest at Center Street.

On the list of project components being considered for this site, Library should be at the top of the list.

I'm OK with the new library loc. Opponents, move on, stop complaining There didn't seem to be diversity in the participation pool.

A comprehensive Downtown plan should be developed looking at all existing and proposed uses before going ahead with any new plans
If the library was open today it’s entrance gives a real example of managing public spaces in Santa Community should be allowed to vote on the proposed mixed use library Its' not your fault or mandate. I strong object to the narrow directive from the City Council whose determination for that site is rigid
Possible shelter at the end of Church St, on Chestnut
This land is far too valuable to the entire community to be used as housing, either market rate or

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Public Gathering Places
Outside of Commercial Setting.

Where people can join
together
Chess boards, performance
plazas, Seating Areas,
Green Areas.

Space you can be without
feeling like you have to buy
something to use the space
Membership not
required
Seating & Reading Area
Tree, Grass, Natural
Environment, Shade
Ex - San Jose Park – big
trees
Community Garden –
Partnership Homeless
Garden Project
complementary
Businesses (Flower sales,
Book sales)
Garden – outdoor
classroom
Educational /
entrepreneurial hub;
workforce training,
childcare facility,
affordable grocer/bulk
refilleries, services for
residents/community
Truly Affordable Housing.

What is really affordable?
Seating for Farmer's Market
(Portland FM – seating, grass,
places for people to sit, lots of
space, not crowded, lots of
shade from Trees)
Principles applied to Lot 4
Space for children to play
Playgrounds
Especially when kids live in
a City Environment in DT
Childcare
Reading area for children
Solar – powers lighting
Need a large Plaza space for
performance and Farmer's
Market
Park w/ hardscape
Library remain on
existing Site
Culture of the Library
Covered Parking
Lighting
Aestetically Appealing
Public Art – Like the
Tannery area
What are the uses and activities you feel are needed or desirable for this area of downtown Santa Cruz? Event Space for local
Muciscans
Permanent Spaces with sun
shade, lighting.

Spaces for festivals (Tacos &
Tequila)
Ampiteater
Orgs to Connect with:

Friends of the Library – way to bring
Library programs outside
Boys & Girls Project
Scools - Gardening classes &
outdoor classrooms Adult play too
David
Farmers market +
Year round – nice to
have near other public
uses
Open space – outdoor
activities -
Senior housing as an
option – not restricted
to…+
Balance scale – not
more than 4-5 stories +
Housing yes, but not
focus
Community center w/
housing – redundant to
Loudon-Nelson?
Event space – Greek,
Cabrillo festivals –++
integrate w Civic
(portion)
Workforce and
affordable + Pride Festival – other
untapped events
Tandy/Beal
Reuse existing building
for city offices – not $
for renting +
Abbott square requires
purchaces – private a
glimpse of what we can
have
First floor as office or
commercial – café,
Maintenance – who will
pay and schedule?
Re-orient space
towards city hall – nice
solar access
Performances –
entertainment
eduaction
Connection to city hall
Library should remain –
appealing site
What are the uses and activities you feel are needed or desirable for this area of downtown Santa Cruz? Front Street is a good site for reuse –
During Covid – did city have to stop taking requests for outdoor events?
Balance scale
more than 4
Daniel
hello hello hello hello
hello hello hello hello
hello hello hello hello
Housing is most
critical need in
community, region,
city, already publicly
owned increases
feasibility, could be
compatible w/ a
farmers market or
civic space
Affordable housing,
community commons,
farmers market
People in County would
need parking amenities
Outdoor plaza,
community place,
gathering place
Walkable, accessible,
outdoor library
activities. Farmers
market, central park!
Plaza, playground,
meeting, café, and
green space
(Dog park! – said the
dog.) concern- how
much can this site truly
support? What can be
planned for downtown
overall? Downtown
park/plaza, open, don’t
design a camel…
Useable, highest and
best use, don’t
necessarily prioritize
temporary uses such
as FM, housing with
openness, inviting
public space. Holistic
view of downtown
Housing, more lowincome housing,
diversify downtown,
senior housing above
w/balconies, engage
with the life of
downtown, farmers
market below
What are the uses and activities you feel are needed or desirable for this area of downtown Santa Cruz? 7 .6 .2 B RE AKOU T GRO U P D IS CU S S IO NS

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Outdoor area where
people can meet –
activities, functions
Park Places to picnic, sunny
space, green (Santana
Row) – smaller scale + +
Mixed uses, affordable
housing
Affordable housing + Make existing parks
usable
Management and
safety concerns +
maintain (Center and
Church)
Mix of uses +
Food
Smart Streets –
concern, keep streets
simple – not mix and
match on a daily basis
Water features in
parks, mini-golf,
seating for families –
rotating features Small park + lowincome housing – could they be maintained?
Some one-way streets?
Different traffic
patterns? Safety, reusing streets
Another park may add
to safety concerns
Green - shade
Noise concerns for
housing – proximity to
Fire station a concern
What are the uses and activities you feel are needed or desirable for this area of downtown Santa Cruz? Park
Church St festival –
Temporary street
closures with barriers,
with limited access for
other uses - successful
Fencing, other physical
barriers, personnel to
restrict access at
certain times?
May not be a concern
because fire station is
conscious of noise in
the area?
Many parks in the
vicinity
Affordable housing, workforce
housing – ground floor
compatible with civic center + + +
Elena
Need to keep city
services there, nearby,
multi-purpose with city
services ++
Affordable housing ++ Maximize community
space and service
Add to the civic center,
auditorium, festival
Have an environment to
dine outside
Low impact activities
downtown, pop-up
festivals, food, art,
things that change
Keep the library ++
There is a civic core, if
the library has to
move, the area should
be a civic center
Current (COVID)
terraces are allowed
until the end of
September
Park environment to be
able to enjoy outdoor
dining.

Community festivals
and uses
Festivals can have
more support with
activities that happen
through infrastructure
Need outside space
that is not
commercial, that is
flexible, that allows
people to enjoy
without buying
anything
Need a publicly held
space that is open to
everybody.

Need place for people
to take food and eat
outdoors
Streets downtown are
defensive at the
moment. City has
armed itself against
people, removed
benches to
What are the uses and activities you feel are needed or desirable for this area of downtown Santa Cruz? It's a challenge for
downtown to provide a
good downtown public
space
We have spaces that
are underutilized but
they are further away.

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The suggestions from the presentation are much better suited for Lot 4. Best use for the library site is the library.

Keep the library where it is. Need for non-commercial open space. Need for restrooms that are available for all (including homeless).

Given the weakened state of the US economy, the most courageous and creative idea is to keep the library in place with affordable upgrades.

I think the City needs a broader planning process. It's more than just this site. Lot 7 can accommodate far more affordable housing.

Workforce housing
Truly public space
Combine city services with housing
creating an inviting public space where gathering is encouraged without spending money.

Commerce-free spaces came up a lot. A pleasant place to sit and eat a burrito. A public music stage that can be booked for free.

Affordable Housing with mixed use ground floor with a truly free open space to gather; Dynamic space! Terraced Lawn! Public Restrooms!
Affordable housing/workforce housing and open space
The idea that affordable housing could be combined with another use.

Public Restrooms are very important
Much discussion on "why move the library?"
Meeting, community space that does not require a purchase, with trees, grass, shade, seating, solar lights
7 .6 .3 EX IT S U RV EY

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29.152
Economic Development Strategy Update:

Downtown and Eastside/Midtown District
Activation and Direction (CN/ED)
January 23, 2024

29.153
Economic Development Strategy (EDS) Update
• The EDS serves as a roadmap for short-term business support and recovery, followed by longer-term efforts to diversify and expand the City’s economy.
• First one to two years of implementation of the EDS was focused on COVID-19 recovery efforts
• Longer-term economic strategies are implemented during the postrecovery phases of work (within 2-5 years) or as ongoing efforts

29.154
Economic Development Strategy (EDS) Update
Strategy 21: Develop a pop-up program,
with streamlined permitting requirements,
to allow temporary retail and food uses in
vacant storefronts.

STATUS: Completed
Action 21.1: Review and partner with
other City departments to modify existing
permitting requirements to ensure pop-up
uses can easily locate temporarily in
vacant storefronts.

STATUS: Completed

29.155
1519 Pacific Ave 1407 Pacific Ave
1411 Pacific Ave 110 Cooper St
1115-1119 Pacific Ave
1308 & 1306 Pacific Ave 1130 Pacific Ave 1122 Pacific Ave 1335 Pacific Ave 1207 Pacific Ave
1547 Pacific Ave
N April 2021
Leased
Downtown Pops
Potential Tenant
Vacant

29.156 Construction
1349 Pacific Ave
Terra & Self
March-May 2023
703 Front St
M.K. Contemporary Art
September 2021-Feb 2023
901 Pacific Ave
1122 Pacific Ave
Childish
Lease began Nov 2022
Leased
Downtown Pops
Potential Tenant
Vacant
Construction
N Downtown Pops! Tenants April 2022
1349 Pacific Ave
RREVV
Nov 2021-Nov 2022

29.157
1010 Center St 1349 Pacific Ave
1411 Pacific Ave 110 Cooper St
320 Cedar St
1308 & 1306 Pacific Ave 920 Pacific Ave
901 Pacific Ave
1122 Pacific Ave
1335 Pacific Ave 106 Lincoln St
1528 Pacific Ave
Leased
Downtown Pops
Potential Tenant
Vacant
Construction
N November 2023

29.158
Economic Development Strategy (EDS) Update
Strategy 23: Enhance the use of outdoor space by restaurants, stores, and personal services through continued implementation of the temporary outdoor expansion program and working on streamlining of permitting processes and reductions of fees for permanent sidewalk dining and parklet programs.

Action 23.1: Study the recent implementation of the Temporary Outdoor Expansion Area Program to identify successes, challenges, and opportunities applicable to the standard process for permitting use of outdoor space by restaurants, stores, and personal services businesses; also study these permitting times and fee costs in Santa Cruz versus nearby cities.

STATUS: Completed
Action 23.2: Develop and implement recommendations, in conjunction with other City departments, to streamline permitting and reduce costs for use of public and private outdoor space.

STATUS: Partially Completed and Underway (Parklet program for dining in public spaces completed and near completion for private dining program).

29.159
OUTDOOR DINING UPDATES: Parklet Program
Permanent Parklet Program
Launched in May 2023
19 Parklet Applications
Received:
• 12 applications for preapproved designs
o 5 beginning construction
• 3 applications for custom
designs
o 1 completed and 1 under
construction
• 4 applications for retrofits of
temporary parklets

29.160
OUTDOOR DINING UPDATES:

Private Property Outdoor Dining
City Council Subcommittee reviewing policy
changes
- streamlining permit process
- reduced permitting costs
- clear design guidelines and operating
standards
Planning Commission and City Council
Hearings expected in early-mid 2024

29.161
Economic Development Strategy (EDS) Update
Strategy 24: Provide supportive services for the formation of a new improvement district in Downtown Santa Cruz, as needed and requested by local business and property owners.

Action 24.1: Provide coordination and communication assistance to area businesses and property owners in completing the petition and ballot process to approve and enact a new single improvement district in Downtown Santa Cruz. STATUS: Completed Strategy 27: Collaborate with other City departments and the Downtown improvement district(s) to enhance the effectiveness of ambassador, cleaning services, and homeless outreach to improve safety and comfort concerns.

Action 27.1: Assist in ongoing coordination between the Downtown Santa Cruz improvement districts, Public Works, Downtown Streets Team, and the Homelessness Response Manager and Downtown Outreach Workers. STATUS: Ongoing

29.162
Economic Development Strategy (EDS) Update
• Business Owners and Property Owners Showed Ongoing Support Through Increased Investment in Downtown’s Improvement Districts:
– Property owners approved increased rates and expansion of Front Street and Cedar Street for the Downtown Management Corporation District
– Business owners approved increased rates and modified assessment formula for Downtown Association
• Ribbon cuttings every month and 30+ new businesses opened • DTA sold record setting $100,000+ in Downtown Dollars in 2023 • Ambassador Program doubled in staffing in 2023 and tripled welcoming services stats:
– 40,355 hospitality interactions
– 3,179 business contacts – 22% increase from 2022
– 43,616 pieces of litter removed
• Ongoing Downtown Outreach Worker services and resource coordination between Ambassadors, DMC, and SCPD

29.163
Economic Development Strategy (EDS) Update
• City Services made an impact in clean, safe, and welcoming in Downtown in 2023:
– Increased and dedicated SCPD Officers and CSOs for Downtown – Public Works was able to provide consistent sidewalk cleaning throughout Downtown – Parks and Recreation beautified the Pacific Avenue tree wells & planters to keep them improved, maintained and frequently blooming throughout the year • Downtown Design Standards implementation continues in 2024 – Painting of meter poles is complete
– Projects to be completed in 2024
• Painting light poles and planter bed fencing
• Replacing missing street name letters on planter beds • Installation of new benches
• Installation of new trash and recycling cans

29.164
Economic Development Strategy (EDS) Update
Strategy 25: Expand the diversity of entertainment,
dining, nightlife, and retail uses in Downtown Santa Cruz, and explore opportunities to attract non-retail ground
floor storefront uses that would draw foot traffic to
Downtown Santa Cruz, including gyms, entertainment,
and games; also support inclusion of medical offices in Downtown except along Pacific Avenue and Cedar
Street.

Action 25.1: As opportunities arise, continue connecting business owners with brokers of available spaces.

STATUS: Ongoing
Action 25.2: Review and pursue modifications to existing land use, permitting, and zoning regulations that create challenges for diversifying uses in Downtown Santa Cruz.

STATUS: Ongoing

29.165
Economic Development Strategy (EDS) Update
Strategy 26: Continue to partner with the
Downtown Association, Visit Santa Cruz, Santa
Cruz Works, and others for shop local
campaigns and efforts to encourage local
spending.

Action 26.1: Through ongoing communications
and engagement with the Downtown
Association, Visit Santa Cruz, Santa Cruz
Works, and other partners, assist in
implementation of shop local campaigns via
actions such as outreach to businesses,
marketing, and financial support.

STATUS: Ongoing

29.166
Council and Staff Recommendations

1. Placemaking and activation

2. Assessment of remaining empty storefronts and the development of potential incentives for property owners

3. Planning for future use of the existing library space including a permanent home for the downtown Farmers’ Market

4. Integration of new downtown housing projects into the downtown business, retail and shopping environment

5. Pursue establishment of an Eastside/Midtown Business or Property-Based Improvement District

6. Amend the Economic Development Strategy to include these additional strategies and actions

7. Return to Council with an update on progress during the current fiscal year

29.167
Mariposa Alley | Riverside, CA
Frazier Lewis Lane
Pearl Alley
Recommendation #1: Placemaking & Activation

29.168
Recommendation #1: Placemaking & Activation
Midtown Fridays Event Activations
Ritual Coffee – Shipping Container Café
Hayes Valley, San Francisco 29.169
Recommendation #2: Vacant Storefronts
• Assessing current status of remaining
vacancies
– Length of vacancy, circumstances or challenges for
activation
• Exploring best practices and potential
incentives for activating vacancies
– Grants, low-interest loans, etc.
– Window activations to improve visual impact of
vacant storefronts
– Promotional graphics to celebrate businesses coming
soon
• Exploring potential code changes to better
manage maintenance challenges from
vacancies and tools to help with re-leasing

29.170
Recommendation #3: Planning for future use of
the existing library space including a permanent
home for the downtown Farmers’ Market
Action 1: Revisit the three preferred options and recommendations in the 2021 Library Site Re-Use Visioning Process Report for future uses for the site and kick off a new community engagement process to finalize the proposed uses for the existing library site.

Action 2: Working with the Farmers’ Market leadership, stakeholders, and community input, finalize the permanent home for the downtown Farmers’ Market including consideration of the existing library site as one of the proposed permanent locations.

29.171
Recommendation #3

29.172
Temporary Farmers' Market
(Bonnie) Include graphics of temp layout/site plan
-MOU bullet and progress

29.173

29.174
Recommendation #4: Integration of new
downtown housing projects into the
downtown business, retail and shopping
environment
Action 1: Continue to communicate and facilitate
mitigation of ongoing construction and construction- related transportation impacts to downtown businesses.

Action 2: Working with DTA, DMC and housing
development partners, develop specific outreach materials and promotions geared towards new downtown residents.

Action 3: Working with Downtown Commission, Public
Works, DTA and DMC, evaluate existing parking programs
including residential permit parking in order to respond proactively to changing parking conditions downtown and explore opportunities to reduce impacts of increased
parking fees in downtown on low wage workers and
businesses (EDS Strategy 17, 17.2, 22, 22.1).

29.175

PACIFIC STATION
Redevelopment of Downtown Metro Station
• Two Phases
• Pacific Station North
• Pacific Station South
• New Transit Center
• 199 Affordable Units
• Medical/Dental Clinics
• Office
• Mixed Commercial
• New Maple Paseo
• Bike + Ped Friendly

29.176

29.177
Downtown Library Affordable Housing Project

29.178
Recommendation #5: Midtown Business District
Strategy 28: Support and assist the
Eastside/Midtown area in assessing the support
for and potentially creating an improvement
district to enhance local marketing, maintenance,
and collaboration efforts.

Action 28.1: Work with engaged business owners
in the Eastside/Midtown area to conduct
additional outreach and raise awareness of
potential for an improvement district among other
area businesses and property owners; pursue
creation of a district when sufficient support
exists. STATUS: Workplan 2024

29.179
How is a Business Improvement District formed?
Phase 1:
• City/District hires a District Formation consultant to assess the feasibility of establishing a BID/PBID through the following process:
 Stakeholder engagement and defining service needs the assessment would fund
 Defining the geographic boundaries of the potential District  Prepare Feasibility and Assessment Report with findings and recommendations for City Council consideration

29.180
Initial Feedback from Businesses & Property Owners

1. Neighborhood beautification,
cleaning and maintenance,
including graffiti removal, litter
abatement and landscaping

2. Public safety and visitor services,
such as security camera
installation, neighborhood
watch and district ambassadors

3. Marketing and promotional
programs, such as social media,
advertising and public events

4. Economic development efforts,
including new business
recruitment, retention and
development

5. Capital improvements, including
facade improvement and
revolving loan programs

29.181
Initial Feedback from Businesses & Property Owners

29.182
Recommendation 6: Amend the Economic Development
Strategy to include these additional strategies and
corresponding actions as recommended above.

Recommendation 7: Return to Council with an update
on progress during the current fiscal year including any related additional actions or recommendations needed
for implementation and funding.

29.183
Recommendation
Motion to:
1) Accept the Economic Development Strategy (EDS) update and direct staff to move forward on incorporating additional recommendations into the EDS to further activate the Downtown and Eastside/Midtown areas as highlighted in the report and presentation; and
2) Direct staff to return in the current fiscal year with an update on progress.

29.184
Questions?
THANK YOU!

29.185
City Council

AGENDA REPORT
DATE: 01/04/2024
AGENDA OF: 01/23/2024
DEPARTMENT: Police
SUBJECT: Military Equipment Purchase Request and Policy Update per Assembly Bill 481 (PD)
RECOMMENDATION: Motion to:
1) Introduce for publication an ordinance amending City of Santa Cruz Municipal Code (“SCMC”) Chapter 9.90 “AB 481 Military Equipment Use,” adopting an amended Military Equipment Use Policy (Policy) and incorporating the acquisition of unmanned aerial systems, and
2) Should the Council adopt the amended Policy and upon ordinance adoption:
a) Adopt a resolution amending the FY 2024 budget in the amount of $170,942 from the Police Asset Seizure 214 Fund, and
b) Approve a five-year purchase with Axon, Inc. for a drone program, with Year 1 totaling $114,844, and authorize the City Manager to execute a contract in a form approved by the City Attorney.

BACKGROUND: California State Assembly Bill (AB) 481, effective January 1, 2022, establishes requirements for the acquisition and use of items deemed “military equipment” in law enforcement and state agencies. Specifically, the bill requires law enforcement agencies to obtain approval from their governing body via ordinance adopting a military equipment use policy prior to purchasing, raising funds for, or acquiring military equipment.

Pursuant to AB 481, the SCPD is requesting that the Council introduce for publication an ordinance amending SCMC Chapter 9.90 “AB 481 Military Equipment Use” which adopts an amended Santa Cruz Police Department Policy #705 Military Equipment Policy that incorporates the acquisition of unmanned aerial systems (UAS), a.k.a. “drones.” DISCUSSION: The SCPD is requesting approval to purchase up to five (5) Skydio X10 drones.

Drones are considered military equipment pursuant to Government Code section 7070(c)(1).

Each drone will be operated by a Federal Aviation Administration (FAA) licensed officer to address a variety of calls for services, including, but not limited to:

1. Public safety emergency

2. Natural disaster response and management

30.1 3. Search and rescue/water rescue

4. Lost or missing person(s)

5. Investigation of suspicious or explosive device(s)

6. Crime scene documentation

7. Traffic collision documentation

8. Qualifying law enforcement or fire department mutual aid

9. Search and/or arrest warrant

10. Crime in progress

11. Locating a fleeing suspect
The SCPD UAS policy and procedures are available in the attached Santa Cruz Police Department Policy 607 – Unmanned Aerial System.

SCPD does not currently possess drones but frequently requests the use of the Santa Cruz County Sheriff’s Office drones to assist with high-risk calls for service and search and rescue missions. The adoption of an SCPD drone program would allow for a quicker response to calls and the ability to utilize drones for a wide array of service calls.

Drones are multipurpose tools. While providing video and audio information to respond to and investigate calls for service, drones can be used to deescalate and/or communicate with individuals during high-risk situations or operate within inaccessible locations. The batterypowered and remote-controlled Skydio X10 UAS has a 40-minute flight time per charge, can fly up to 45 miles per hour, is protected from dust and water intrusion (IP55 rated), and can maintain a connection with the remote base up to 7.5 miles away.

The Skydio X10 drone is outfitted with an array of specialized equipment and sophisticated software. The high-resolution cameras are capable of audio and video recording, low light capabilities that can be used in the dark, and thermal technology to detect heat signatures. The camera’s zoom allows the drone to capture clear aerial views while maintaining the ability to focus on a small object hundreds of feet away. The drone is capable of mapping crime and major traffic collision scenes within minutes, cutting down on street closure time and reducing the amount of time an officer dedicates to a service call. When used in conjunction with software, renderings from drone-captured 2-dimensional maps and 3-dimensional models can be used for investigative purposes. The navigation lenses provide 360-degree visibility, eliminating blind spots, and are coupled with software that provides flight assistance and obstacle avoidance.

These safeguards allow a pilot to ensure a safer and more effective flight in complex or unfamiliar environments. To maximize the drone’s utility, four (4) attachment points are available to customize the drone depending on the requirements of the service call. Modular sensor packages are available and include a 2800-lumens spotlight, speaker and microphone, kinematic GPS sensor, and visible/infrared light sensor.

The Skydio X10 UAS cannot be weaponized and is not designed to carry or deploy any type of weapon. While facial recognition software is available, SCPD will not use the UAS for facial recognition, and SCPD will not purchase software that supports facial recognition.

Skydio has partnered with Axon Enterprise Inc. (“Axon”) to connect its drones with Axon’s public safety software, training, and database management tools. SCPD currently uses Axon for its Tasers, in-car and body-worn cameras, and digital evidence storage. The integrated Axon Air drone platform will allow SCPD to easily manage flight logs and drone footage for evidence

30.2 retention and reporting purposes. Skydio’s NDAA-compliant drones and associated software are designed, assembled, and supported within the United States. Axon’s complimentary commitment to security, privacy, compliance, transparency, and data protection meets the strictest supply chain security requirements and creates a reliable and trustworthy choice for SCPD and other government agencies alike.

Section 3.08.170 of the Municipal Ordinance allows the City to buy from cooperative purchasing agreements when is in the best interest of the City to do so. A cooperative purchasing agreement results from a formal procurement process, compliant with state statutes and formal procurement methods, and completed by a consortium or a single agency that is authorized for use by other municipalities and government agencies. The use of a cooperative purchasing agreement results in cost savings of time, money, and finance department resources for the City. The League of Oregon Cities conducted a request for proposals and awarded the procurement system bid to NPPGov on June 8th, 2020, as the most responsive and cost-effective proposal. SCPD staff has reviewed the contract and found it to be compliant with the City's procurement policies and procedures. The NPPGov contract with Axon, Inc. will allow for a 3.5% discount on all the list price items.

FISCAL IMPACT: Should the Council adopt the amended Policy, staff has researched the options to implement UAS Drone hardware, software, subscription services, licensing, and training, plus outfitting two patrol vehicles to store and deploy drones.

The budget adjustment of $170,942 covers the following:
 Year 1 - costs of $114,844 include the acquisition of three (3) drones, training, and associated hardware, and subscriptions.
 Year 2 - costs of $18,143 include annual software and subscriptions for three drones.  Year 3 – partial funding - $37,955 - of total costs of $78,911 for two more drones and maintenance for five drones in total.

These costs would be appropriated from the Police Department Asset Seizure 214 Fund, and would not impact the General Fund. In Year 3 and beyond, the Police Department has various avenues to fund the program – this could include additional funds from the Police Department Asset Seizure 214 Fund, the Police Department’s General Fund operating budget, or, should the Council adopt the amended Policy, possible future pursuit of grant funding.

Prepared By:

Catherine Brothers
Principal Management
Analyst
Submitted By:

Bernie Escalante
Chief of Police
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. ORDINANCE AMENDING CHAPTER 9.90 - CLEAN.DOCX

2. ORDINANCE AMENDING CHAPTER 9.90 - TRACK CHANGES.DOCX

3. AMENDED SANTA CRUZ POLICE DEPARTMENT POLICY #705 MILITARY EQUIPMENT AND MILITARY EQUIPMENT INVENTORY_CLEAN.PDF

4. AMENDED SANTA CRUZ POLICE DEPARTMENT POLICY #705 MILITARY EQUIPMENT AND MILITARY EQUIPMENT INVENTORY_REDLINE.PDF

5. SANTA CRUZ POLICE DEPARTMENT POLICY 607 - UNMANNED AERIAL SYSTEM.PDF

30.3 6. BUDGET ADJUSTMENT.PDF

30.4 ORDINANCE NO. 2024-XX
AN ORDINANCE OF THE CITY OF SANTA CRUZ AMENDING CHAPTER 9.90 OF THE SANTA CRUZ MUNICIPAL CODE PERTAINING TO AB 481 MILITARY EQUIPMENT BE IT ORDAINED by the City of Santa Cruz as follows:

WHEREAS, on September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481, creating Government Code Section 7070, et seq., relating to the use of military equipment by California law enforcement agencies;
WHEREAS, AB 481 seeks to provide transparency, oversight, and an opportunity for meaningful public input on decisions regarding whether and how military equipment is funded, acquired, or used;
WHEREAS, on May 10, 2022, the Santa Cruz City Council (“City Council”) adopted Ordinance 2022-09, adding Chapter 9.90 to the Santa Cruz Municipal Code (“SCMC”) and adopting a Military Equipment Use Policy;
WHEREAS, Government Code section 7071(a)(1)(C) requires SCPD to obtain approval from the City Council prior to acquiring military equipment; WHEREAS, Government Code section 7070(c)(1) defines unmanned, remotely piloted, powered aerial or ground vehicle as military equipment; WHEREAS, pursuant to Government Code section 7071(a)(1)(c), SCPD is requesting approval from the City Council to acquire five (5) Skydio X10 Unmanned Aircraft Systems “Drones”;
WHEREAS, the addition of drones to SCPD’s inventory will enable SCPD to respond to a variety of service calls (e.g., natural disasters, traffic collisions, crimes in progress, search and rescue) and support officer and civilian safety that no other reasonable alternative equipment can provide.

WHEREAS, the City Council, having received the amended Military Equipment Use Policy listing the five (5) drones and information required under AB 481 regarding the SCPD’s use of military equipment as defined in AB 481, deems it to be in the best interest of the City to approve the amended Military Equipment Use Policy as set forth herein.

SECTION 1. Chapter 9.90 of the Santa Cruz Municipal Code is amended as follows:

9.90.010 MILITARY EQUIPMENT POLICY.
(a) The city council hereby adopts the January 2024 military equipment use policy (“policy”) set forth in Santa Cruz Police Department Policy 705 after having made the following determinations:

30.5 (1) The military equipment inventoried and presented in the policy is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety;
(2) The proposed policy will safeguard the public’s welfare, safety, civil rights, and civil liberties;
(3) The equipment identified in the policy is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety, if any;
(4) Prior military equipment use complied with the military equipment use policy that was in effect at the time, or, if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance. (b) The police department has submitted a proposed policy to the city council and has made those documents available on the police department’s website for at least thirty days prior to the public hearing concerning the military equipment at issue. (c) The policy was considered by the city council as an agenda item in an open session of a regular meeting, noticed in accordance with the Ralph M. Brown Act, at which public comment was permitted.
(d) The policy shall be made publicly available on the police department’s website for as long as the military equipment is available for use.
(e) The police department shall submit an annual military equipment report to the city council, containing the information required in Government Code Section 7072, and the city council shall determine whether each type of military equipment identified in that report has complied with the standards for approval set forth in subsections (a)(1) through (4). (f) The city council shall review this chapter and vote on whether to renew it, on an annual basis at a regular meeting, in accordance with Government Code Section 7071(e)(2). (g) The city council approves the use of the policy and finds that it satisfies the requirements of Government Code Section 7070(d).

SECTION 2. Severability. If any section or portion of this chapter is found to be invalid by a court of competent jurisdiction, such finding shall not affect the validity of the remainder of the chapter, which shall continue in full force and effect.

SECTION 3. This ordinance shall take effect and be in force thirty (30) days after final adoption.

30.6 PASSED FOR PUBLICATION this 9th day of January, 2024, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this #th day of [Month], 2024, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2024-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

30.7 ORDINANCE NO. 2024-XX
AN ORDINANCE OF THE CITY OF SANTA CRUZ AMENDING CHAPTER 9.90 OF THE SANTA CRUZ MUNICIPAL CODE PERTAINING TO AB 481 MILITARY EQUIPMENT WHEREAS, on September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481, creating Government Code Section 7070, et seq., relating to the use of military equipment by California law enforcement agencies;
WHEREAS, AB 481 seeks to provide transparency, oversight, and an opportunity for meaningful public input on decisions regarding whether and how military equipment is funded, acquired, or used;
WHEREAS, on May 10, 2022, the Santa Cruz City Council (“City Council”) adopted Ordinance 2022-09, adding Chapter 9.90 to the Santa Cruz Municipal Code (“SCMC”) and adopting a Military Equipment Use Policy;
WHEREAS, Government Code section 7071(a)(1)(C) requires SCPD to obtain approval from the City Council prior to acquiring military equipment; WHEREAS, Government Code section 7070(c)(1) defines unmanned, remotely piloted, powered aerial or ground vehicle as military equipment;
WHEREAS, pursuant to Government Code section 7071(a)(1)(c), SCPD is requesting approval from the City Council to acquire five (5) Skydio X10 Unmanned Aircraft Systems “Drones”; WHEREAS, the addition of drones to SCPD’s inventory will enable SCPD to respond to a variety of service calls (e.g., natural disasters, traffic collisions, crimes in progress, search and rescue) and support officer and civilian safety that no other reasonable alternative equipment can provide.

WHEREAS, the City Council, having received the amended Military Equipment Use Policy listing the five (5) drones and information required under AB 481 regarding the SCPD’s use of military equipment as defined in AB 481, deems it to be in the best interest of the City to approve the amended Military Equipment Use Policy as set forth herein.

BE IT ORDAINED by the City Council of the City of Santa Cruz as follows:

SECTION 1. Chapter 9.90 of the Santa Cruz Municipal Code is amended as follows:

9.90.010 MILITARY EQUIPMENT POLICY.

30.8 (a) The city council hereby adopts the January 2024 military equipment use policy (“policy”) set forth in Santa Cruz Police Department Policy 705 after having made the following determinations:
(1) The military equipment inventoried and presented in the policy is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety;
(2) The proposed policy will safeguard the public’s welfare, safety, civil rights, and civil liberties;
(3) The equipment identified in the policy is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety, if any;
(4) Prior military equipment use complied with the military equipment use policy that was in effect at the time, or, if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance. (b) The police department has submitted a proposed policy to the city council and has made those documents available on the police department’s website for at least thirty days prior to the public hearing concerning the military equipment at issue. (c) The policy was considered by the city council as an agenda item in an open session of a regular meeting, noticed in accordance with the Ralph M. Brown Act, at which public comment was permitted.
(d) The policy shall be made publicly available on the police department’s website for as long as the military equipment is available for use.
(e) The police department shall submit an annual military equipment report to the city council, containing the information required in Government Code Section 7072, and the city council shall determine whether each type of military equipment identified in that report has complied with the standards for approval set forth in subsections (a)(1) through (4).
(f) The city council shall review this chapter and vote on whether to renew it, on an annual basis at a regular meeting, in accordance with Government Code Section 7071(e)(2). (g) The city council approves the use of the policy and finds that it satisfies the requirements of Government Code Section 7070(d).

SECTION 2. Severability. If any section or portion of this chapter is found to be invalid by a court of competent jurisdiction, such finding shall not affect the validity of the remainder of the chapter, which shall continue in full force and effect.

SECTION 3. This ordinance shall take effect and be in force thirty (30) days after final adoption.

30.9 PASSED FOR PUBLICATION this 9th day of January, 2024, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this #
th day of [Month], 2024, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2024-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

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Military Equipment
705.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
705.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).

Policy
705

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• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
705.2 POLICY
It is the policy of the Santa Cruz Police Department that, with respect to military equipment, members of this department comply with the provisions of Government Code § 7071, Penal Code § 13652 (AB 48), City of Santa Cruz Resolution No. NS-29,862, and Council Policy No. 29-16.
705.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
a) Acting as liaison to the governing body for matters related to the requirements of this policy.
b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
c) Conducting an inventory of all military equipment at least annually. d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Santa Cruz Police Department (Government Code § 7071). e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.
f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
705.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:

See attachment:2023 12 06 Santa Cruz Police AB 481 Equipment List_FINAL.pdf

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705.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
a) Requesting military equipment made available pursuant to 10 USC § 2576a. b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
g) Acquiring military equipment through any means not provided above. 705.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 705.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory.
705.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which

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the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
705.9 PUBLIC SUBMITTAL OF COMPLAINTS, CONCERNS AND/OR QUESTIONS Any member of the public wishing to submit a complaint, concern, or question regarding the Department's use of each specific type of military equipment, should contact the Department's Professional Standards Unit, call (831) 420-5800, or visit the Department's website at https:// www.cityofsantacruz.com/government/city-departments/police and select the "Community Feed Back Form." Complaints, concerns, or questions can be submitted in any form (i.e., in person, telephone, email, etc.). The Department will work diligently to timely respond to the public submittal of complaints, concerns, and/or questions regarding the Department's use of each specific type of military equipment.

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Santa Cruz Police Department Military Use Equipment List Pursuant to AB481.

1. Robot (Category 1)
a. Description, quantity, capabilities and purchase cost:

I. Recon Robotics “Throw bot.” Purchase cost: $9,000 in 2013. Quantity: 1.

This equipment is a battery powered, remote operated device. It is equipped with a color camera as well as infrared capabilities that allow for use in low or no light situations. It does not have audio capabilities, nor is it capable of creating audio or video recordings. The Throw Bot is designed to be carried and operated by one person and can be thrown a significant distance without damage. It cannot traverse stairs on its own and it does not have any arm, claw or other type of manipulation attachment. The Throw Bot has no ability to have a weapon or other device affixed to it, nor is the Throw Bot capable of delivering a weapon or other device. This equipment is for use during high-risk incidents or incidents where its use may enhance officer or civilian safety. These include but are not limited to:
a high-risk search warrant, barricaded subject or hostage negotiation/rescue. This equipment can provide officers with the location of a subject inside of a structure or room. It can assist officers in locating suspects, determining whether the suspect armed, and can provide the locations of injured persons or hostages. This equipment can provide critical tactical information without placing officers at undue risk. This equipment has been used in numerous high risk and dangerous incidents.

II. Recon Robotics “Throw bot 2.” Purchase cost: $16,270. Quantity: 1.

This equipment is a battery powered, remote operated device. It is equipped with a color camera as well as infrared capabilities that allow for use in low or no light situations. It is capable of one-way audio (Listening only). The audio and video captured by the Throw Bot 2 can be recorded onto an SD card via the remote device. The Throw Bot 2 is designed to be carried and operated by one person and can be thrown a significant distance without damage. It cannot traverse stairs on its own and it does not have any arm, claw, or other type of manipulation attachment. The Throw Bot 2 has no ability to have a weapon or other device affixed to it, the Throw Bot 2 is incapable of delivering a weapon or other device. This equipment is for use during high-risk incidents or incidents where its use may enhance officer or civilian safety. These include but are not limited to: a high-risk search warrant, barricaded subject or hostage negotiation/rescue. This equipment can provide officers with the location of a subject inside of a structure or room. It can assist officers in locating suspects, determining whether the suspect is armed, and can provide the locations of injured persons or hostages.

This equipment can provide critical tactical information without placing officers at undue risk. This equipment has been used in numerous high risk and dangerous incidents.

III. AVITAR II by Robotex. SCPD has access to two AVITAR II robots maintained by the Santa Cruz Sheriff’s Office. The AVITAR II is a heavyduty robot, controlled by remote operation with a camera attachment

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owned by the Santa Cruz Sheriff’s Office.
b. Purpose:

To be used to remotely search areas and gain visual data. c. Authorized Use:

The SCPD Emergency Service Unit (ESU) Tactical team has primary control over the Throw Bot. It is available for use by any SCPD officer in any situation where it would enhance officer or civilian safety. The AVITAR II Robots are entirely owned and operated by Santa Cruz Sheriff’s Office personnel. d. Legal and Procedural Rules:

All applicable SCPD policies, including but not limited to, Search and Seizure312, Missing Persons-316, Emergency Services Unit-404 and Recordings 426.5.

Any use of SCPD robots will be for official law enforcement purposes, pursuant to State and Federal law, and in a manner that respects the privacy of our community.
e. Required Training:

I. The SCPD conducts department specified training for personnel to use the Throw Bot. This includes set up, deployment, safe and effective use of the Throw Bot and Throw Bot 2. This includes set up, deployment, safe and effective use of the Throw Bots.

II. Training required for the use of the AVITAR II robots is in accordance with the Santa Cruz County Sherriff’s policy.
f. Expected Lifespan:

I. Throw Bot: The Throw Bot is designed to be in service 8-10 years. The Throw Bot will be used until repairs are no longer supported by the manufacturer, the Throw Bot has been in service since 2013. It has been repaired by the manufacturer once.

II. Throw Bot 2: The Throw Bot 2 is designed to be in service 8-10 years.

The Throw Bot 2 is covered under the manufacturer’s warranty for one year. Once the warranty expires any repairs required will be done by the manufacturer at SCPD’s cost.

III. AVITAR II: Not a consideration for SCPD.
g. Fiscal Impact
I. Throw Bot: No known annual maintenance costs.

II. Throw Bot 2: $16,270 (Homeland Security grant funded). No known annual maintenance costs.

III. AVITAR II: No fiscal impact for SCPD.

2. Unmanned Aerial Systems UAS (Category 1)
a. Description, quantity, capabilities and purchase cost:

Skydio Drone X10 Unmanned Aerial Drone with Skydio, spare propellers and batteries, NightSense, Visible Light for X10, Skydio Spotlight for X10, and Skydio Speaker/Mic for X10. Purchase cost: $21,706.88 each. Quantity sought: 5. This equipment is a battery powered remote operated Unmanned Aerial Drone. It is equipped with a camera that is capable of audio and video recording. The camera has low light capabilities and can be used in darkness. The camera has thermal capabilities, meaning that it can detect heat signatures of substances, objects or persons that are warmer than their surrounding environment. The camera has

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zoom capabilities that enable it to read the license plate of a vehicle up to 800 yards away. The drone is capable of mapping crime scenes and major collision scenes. When used in conjunction with software, 3-dimensional renderings of these scenes can be created for investigative purposes. The UAS has a 40-minute flight time per battery, it can fly at speeds of up to 45 miles per hour and it can be deployed by a trained operator in less than 40 seconds. The UAS cannot be weaponized and is not designed to carry or deploy any type of weapon or device.

While versions of the UAS software has facial recognition capacities, the UAS will not be used for facial recognition and the Department will not purchase software that supports facial recognition.
b. Purpose
To support authorized law enforcement activity by providing aerial visual and audio capabilities.
c. Authorized Use:

Only officers who are licensed and have completed the required training may deploy and operate the UAS. The UAS will be operated in compliance with all applicable local, State and Federal laws and in accordance with constitutional and privacy rights. Authorized uses of the UAS include, but are not limited to, the following:

I. Public safety emergency
II. Search and Rescue/Water Rescue
III. Lost or missing persons
IV. Investigation of suspicious or explosive devices
V. Natural disaster response and management
VI. Crime scene documentation
VII. Traffic collision documentation
VIII. Recovery of decedent
IX. Qualifying law enforcement or fire department mutual aid X. Pursuant to a valid search and/or arrest warrant
XI. To assist in the service of a valid search and/or arrest warrant XII. Crime in progress
XIII. Locating a fleeing suspect
XIV. Departmental videos including but not limited to recruitment and public relations
XV. Educational demonstrations
XVI. Department training
d. Legal and Procedural Rules:

All applicable SCPD policies, including but not limited to, Unmanned Aerial System607, Search and Seizure-312, Missing Persons-316, Emergency Services Unit-404 and Recordings 426.5; Santa Cruz Municipal Code Chapter 9.85. Use of UAS will be for official law enforcement purposes, and in a manner that respects the privacy of our community, pursuant to local, State and Federal law, and Federal Aviation Administration (FAA) regulations.
e. Required Training:

The Department will maintain a current FAA Certificate of Waiver or Authorization.

All operators must be licensed pursuant to FAA Part 107 Remote Pilot Certificate.

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All UAS operators will complete additional training as may be required by department policy and/or State and Federal regulation.
f. Expected Lifespan:

Each UAS has a 1-year limited manufacturer’s warranty. The Department will purchase an additional 3-year care package for each UAS. This provides for one non-cost replacement of an inoperable UAS and reduced costs for any subsequent replacements. The Department intends to operate these UAS until they become obsolete and are no longer supported by the manufacturer. g. Fiscal Impact
The Department will be required to modify two marked SCPD vehicles with specific equipment to operate the UAS. This equipment will be used to store and transport drones, display monitors, power inverter systems, spare batteries, and solar charging equipment. The estimated purchase and installation cost for this equipment is $27,708.

In addition to the purchase cost of the UAS, and operational equipment, the Department will purchase software and licensing. These costs are estimated at $80,516.45 over the course of five years and include the software required to operate the UAS and to integrate the UAS with the Department’s Axon evidence system.

Initial training costs for the first year are estimated at $6,926 and will include all required training and licensing costs for the UAS operators, including FAA licensing.

The Department will also purchase warranty and support service subscriptions over the course of five years for a total of $26,245.

3. Armored Personnel Carrier, vehicle with entry apparatus attached (Category 2&3) a. Description, quantity, capabilities and purchase cost:

Lenco Armored Rescue Vehicle (ARV). Purchase cost $230,378. Quantity: 1. The ARV is designed to provide ballistic protection during tactical events, and is designed to withstand multiple bullet strikes from small arms fire and low level explosions. The ARV is equipped with remote operated spotlights, emergency lights, siren and a public address system. Common uses for the ARV include citizen and officer rescues, evacuations and the deployment of officers and chemical munitions. The ARV has been used in numerous high-risk and critical incidents including use by allied agencies in Santa Clara County, Santa Cruz County and San Mateo County.
b. Purpose:

To be used in response to high-risk or critical incidents to enhance officer and community safety, assist in scene containment and to assist in resolving critical incidents.
c. Authorized Use:

Only the Watch Commander or the ESU commander may authorize the use of the ARV. Deployment must be based on the specific circumstances of a given critical incident. The ARV was purchased through a BUASI grant. The terms of this grant require that SCPD make the ARV available to any allied agency with the BUASI area as long as the situation the ARV is requested for meets the

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criteria for deployment set forth in SCPD Policy 702. SCPD generally sends at least one member of the ESU tactical team with the ARV if one is available. d. Legal and Procedural Rules:

All applicable SCPD policies including but not limited to Vehicle Use -702, ESU Tactical Team-404. It is the policy of the Department to utilize armored vehicles only for official law enforcement purposes, and pursuant to State and Federal law.
e. Required Training:

Members of the ESU team train officers in the use of the ARV. This training includes capabilities of the ARV, safety considerations, conducting civilian and officer rescues as well as other deployment considerations. f. Expected Lifespan:
20 years.
g. Fiscal Impact
$4,312 per year (parts, labor, and fuel).

4. Ford F350 transport vehicle (ESU Truck, category 5)
a. Description, quantity, capabilities and purchase cost. 2008 Ford F350 transport vehicle. A standard Ford F350 truck chassis with a large box type compartment attached to the chassis from the cab back. Purchase cost: $65,000. Quantity: 1. The interior of the compartment is fitted with shelving and seats. The outsides of the compartment are fitted with multiple storage boxes.

The vehicle contains various equipment, spare ballistic shields, breeching tools, small tools, medical supplies, pens, writing tablets, power inverters etc. b. Purpose:

The Ford F350 is deployed during critical incidents or any other instance where it can be utilized to transport personnel and equipment.
c. Authorized Use:

Any member of the SCPD is authorized to drive the vehicle if directed to do so.

The vehicle is used primarily by the ESU team.
d. Legal and Procedural Rules:

All applicable SCPD policies including but not limited to Vehicle Use -702 and Emergency Services Unit-404. It is the policy of the SCPD to use the vehicle only for official law enforcement purposes, and in accordance with California State law regarding the operation of motor vehicles.
e. Required Training:

All driver/operators shall receive training in the safe operation of the vehicle. f. Expected lifespan:
20 Years.
g. Fiscal Impact:
$1,158 per year (parts, labor, and fuel).

5. Command and Control Vehicles (Category 5)
a. Description, quantity, capabilities and purchase cost:

Chevy Tahoe Patrol Vehicle. Purchase cost: $60,000 each.

Quantity: (1) 2017 Model (Lieutenant), (3) 2018 models (Sergeants). These vehicles can act as a Mobile Command Center. The vehicle is equipped with file

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cabinets, dry erase board, medical supplies and additional mapping equipment. b. Purpose:

The Mobile Command Center is commonly utilized during incidents which involve the use of the Incident Command System (ICS). The Mobile Command Center assists with creating a set of objectives and overall goals, developing appropriate tactics, ensuring the allocation of appropriate resources, reviewing plans, communicating goals, tactics, expectations, and establishing accountability. c. Authorized Use:

The Mobile Command Center is used when deemed appropriate by the field supervisor or Watch Commander.
d. Legal and Procedural Rules:

All applicable SCPD policies including but not limited to Vehicle Use -702. It is the policy of the SCPD to use the vehicle only for official law enforcement purposes, and in accordance with California State law regarding the operation of motor vehicles.
e. Required Training:

All driver/operators shall receive training in the safe operation of the vehicle. f. Expected Lifespan:

I. Chevy Patrol Vehicle: 10 years.

II. The Mobile Command Center does not have a minimum or maximum lifespan and can be transferred to other vehicles.
g. Fiscal Impact:

I. There is no annual maintenance cost for The Mobile Command Center.

II. Vehicle maintenance cost is approximately $1,575 per year, per vehicle (parts, labor, and fuel).

6. Firearms of Greater than .50 caliber (Category 8)
a. Description, quantity, capabilities and purchase cost:

Mossberg 590 12 gauge pump action shotguns. Purchase cost, approximately $1,400 each. Quantity: 2. These shotguns are built on a standard Mossberg 590 action. They have a 13.5 inch barrel with a breaching muzzle brake affixed to the end of the barrel.
b. Purpose:

These shotguns are specifically designed to be used as breaching tools in situations where rapid entry into a structure is required, such as a hostage situation. They are used to defeat the locking mechanism or the hinges of door by firing a breaching shotgun round into these areas.
c. Authorized Use:

Only members of the ESU Tactical team who have completed a breaching school and are trained in the use of these weapons are authorized to use them. d. Legal and Procedural Rules:

All applicable department policies, including but not limited to Use of Force-300, Firearms-306, Search and Siezure-312 and Emergency Services Unit-404. It is the policy of the SCPD to utilize firearms and ammunition only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.
e. Required Training:

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Only officers who have completed a department authorized breaching school may use these shotguns. The school must include specific training related to the breaching shotgun.
f. Expected Lifespan:

No expiration date. The shotguns may need replacement parts when serviced or replaced if they break.
g. Fiscal Impact:
$0-$1,400 per year.

7. Firearms of Greater than .50 Caliber (Category 8)
a. Description, quantity, capabilities and purchase cost:

Remington 870 12 Gauge pump action chemical agent launching shotgun.

Purchase cost: $700. Quantity: 1.This shotgun was repurposed from an out of service shotgun that SCPD already had in inventory. This shotgun is specifically designed to launch a specific type of chemical munition. Though based on a standard 12 gauge shotgun, it is not designed or capable of firing lethal shotgun rounds. The buttstock and fore-end are bright orange and it is marked as a “Less Lethal” weapon. It has a purpose built launching cup permanently affixed to the muzzle.
b. Purpose:

This shotgun is designed to launch a specific type of launchable CS (2- chlorobenzylidene malononitrile) chemical agent canisters approximately 25 yards away. It allows officers to deploy chemical agents during critical incidents from behind cover or in a situation where hand delivering the agents would be unsafe.

It allows officers the ability to deploy chemical agents in second and third floors of structures where it would be impossible for officers to hand deliver the agents. c. Authorized Use:

Only officers assigned to the ESU Tactical team are currently authorized to use this launching shotgun.
d. Legal and Procedural Rules:

All applicable policies including but not limited to Use of Force-300, Firearms306, Control Devices and Techniqies-302, Search and Seizure- 312 and ESU Tactical team -404. It is the policy of the SCPD to utilize firearms and ammunition only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.
e. Required Training:

Officers must attend department training regarding the use of these items. This training includes SCPD policy, legal obligations and reporting requirements.

Instructors must attend a 40 hour POST certified instructor course regarding the use of chemical agents, noise, flash, diversionary devices (NFDD) and deployment platforms, in addition to manufacture specific instructor certifications.

The SCPD maintains officers who are POST certified as instructors of chemical munitions, NFDD and launching platforms. These officers in turn train other members of the department.
f. Expected Lifespan:

No expiration. The shotgun may need parts when serviced or replacement if it breaks.

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g. Fiscal Impact:
$0-$700 per year.

8. Ammunition of .50 caliber or greater (Category 9).
a. Description, quantity, capabilities and purchase cost:

12. Gauge launching Cartridges Defense Technologies part number 1210.

Purchase cost: $371.25. Quantity: 55. These are blank shotgun cartridges that utilize black powder as the propellant.
b. Purpose:

When used with launching shotgun, the pressure created in the barrel by the expanding gasses of the black powder propellant provide enough force to launch the chemical agent canister from the shotgun. Though this ammunition is designed and is advertised for other uses, the SCPD only uses it as a launching cartridge for the launching shotgun.
c. Authorized Use:

Only officers assigned to the ESU team who are trained in the use of the launching shotgun are permitted to use these shotgun-launching rounds. d. Legal and Procedural Rules:

All applicable policies including but not limited to Use of Force-300, Firearms- 306, Control Devices and Techniqies-302, Search and Seizure- 312 and ESU Tactical team -404. It is the policy of the SCPD to utilize firearms and ammunition only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.
e. Required Training:

Officers must attend department training regarding the use of these items. This training includes SCPD policy, legal obligations and reporting requirements.

Instructors must attend a 40 hour POST certified instructor course regarding the use of chemical agents, NFDD and deployment platforms, in addition to manufacture specific instructor certifications. The SCPD maintains officers who are POST certified as instructors of chemical munitions, NFDD and launching platforms. These officers in turn train other members of the department. f. Expected Lifespan:
5 years.
g. Fiscal Impact:
$0-$500 per year.

9. Specialized Firearms and ammunition of less than .50 caliber (Category 10) a. Description, quantity, capabilities and purchase cost:

The department maintains a Precision Rifle team within the ESU Tactical team.

These officers are trained in the use of precision rifles that are specifically designed to stop lethal threats at various distances and through barrier mediums that a carbine rifle would not. These rifles are chambered in .308 Winchester.

This is a .30 caliber round that is highly accurate and used during potentially lethal encounters. The .308 is capable of defeating soft body armor at greater distances.

I. Defiance bolt action precision rifles. Purchase cost: $15,609. Quantity: 3.

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II. Accuracy International AT series bolt action rifle. Purchase cost: $4,462.

Quantity: 1.

III. Hornady .308 155 grain ELD Match TAP ammunition. Purchase cost:
$6,720. Quantity: 3,200.
b. Purpose:

To provide officers with the ability to address lethal threats with more precision, at greater distances than a Carbine rifle or handgun are capable. c. Authorized Use:

Only those officers assigned to the ESU Tactical team, and who have been selected as members of the Precision Rifle team may use these weapons. d. Legal and Procedural Rules:

All applicable department policies, including but not limited to, Use of Force-300, Firearms-306 and ESU Tactical Team-404. It is the policy of the SCPD to utilize firearms and ammunition only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force. e. Required Training:

Officers assigned to the Precision Rifle Team are required to attend and pass a POST certified basic Precision Rifle course before they are permitted to use these weapons.
f. Expected Lifespan:

I. Defiance Precision Rifles, no expiration date. They will need parts and service as they become worn or break.

II. Accuracy International AT Series Rifle, no expiration date. It will need parts and service as they become worn or break.

III. Hornady 155 grain ELD Match TAP, no expiration date. g. Fiscal Impact:

I. Precision rifles, $0-$1,000 per fiscal year.

II. Hornady Ammunition, $0-$6,720 per fiscal year.

10. Flashbang, Teargas and Pepper balls (Category 12)
a. Description, quantity, capabilities and purchase cost:

Noise, Flash, Diversionary Devices (NFDD) commonly referred to as “flashbangs” are single use devices that emits a loud bang and a very bright flash. They are designed to disorient and distract dangerous subjects by overwhelming their senses and provide a window of time, approximately 6-8 seconds, for officers to take control of dangerous or high-risk situations.

Additionally, the SCPD possess “Stinger Grenades.” This device is a rubber ball that contains a small NFDD in addition to 60 .32 caliber rubber balls. When used, the grenade separates along its hemisphere and expels the balls while simultaneously giving a loud bang and bright flash. These are useful in crowd control or riot situations as a means to disperse groups of violent individuals in addition to the disorienting effect of the NFDD component to mitigate dangerous behavior. These can be purchased in configurations that include OC/CS (2chlorobenzylidene malononitrile/Oleoresin Capsicum) agent dispersing capabilities, inert powders or simply the .32 caliber balls.

I. 8902NR 12 gram low roll NFDD. Purchase cost: $2,426. Quantity: 40.

II. 7007 4 gram NFDD training reloads. Purchase cost $955. Quantity: 26.

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III. 1090 Stinger Grenades. Purchase cost $523. Quantity: 10. b. Purpose:

To produce a loud noise, overpressure and a very bright flash, that can cause temporary psychological and physiological deprivation and give officers an advantage in high-risk tactical situations. Generally, NFDD (not including stinger grenades) are not a primary device used in riot situations, however there are narrow instances requiring authorization of the incident commander where they could be used.
c. Authorized Use:

Only those officers who are trained in the use of the devices are authorized to use them. Currently the only officers trained in the use of these devices are members of the ESU Tactical team. Use of NFDD is controlled by SCPD policy and best practice. Situations where an NFDD may be used include but are not limited to: hostage or barricaded subject situations, high-risk warrant service (arrest/search) where risk to officers is extremely high; during any other high risk situation where use of an NFDD may increase officer safety or training. d. Legal and Procedural Rules:

All applicable department policies, including but not limited to Use of Force-300, ESU tactical Team-404, Control Devices and Techniques-302. It is the policy of the SCPD to utilize these devices only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force. e. Required Training:

Officers must attend department training regarding the use of these items. This training includes SCPD policy, legal obligations and reporting requirements.

Instructors must attend a 40 hour POST certified instructor course regarding the use of chemical agents, NFDD and deployment platforms, in addition to manufacture specific instructor certifications. The SCPD maintains officers who are POST certified as instructors of chemical munitions, NFDD and launching platforms. These officers in turn train other members of the department. f. Expected Lifespan:

I. 8902NR 12 gram low roll NFDD- 5 years.

II. 7007 4 gram NFDD training reloads- 5 years.
g. Fiscal Impact:

I. 8902NR 12 gram low roll NFDD-$0-$2000 per year.

II. 7007 4 gram NFDD training reloads $0-$832 per year.

11. Chemical Agents “Teargas” (Category 12)
a. Description, quantity, capabilities and purchase cost:

The SCPD uses chemical agents, commonly referred to as “teargas” as less lethal tools to disperse rioting subjects or on barricaded subjects. The two agents the SCPD uses are CS (2-chlorobenzylidene malononitrile) and OC (Oleoresin Capsicum). CS is an irritating agent and a lachrymator. It irritates the eyes and causes tearing while also irritating the respiratory system causing coughing.

These reactions are temporary and quickly subside especially if the subjects remove themselves from the area where the chemical agent has been deployed.

The U.S Army has tested CS extensively. There are no known allergic reactions to CS. OC is an, inflammatory agent. It causes a burning sensation, involuntary

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closure of the eyes and tightness in the chest. These symptoms generally subside within an hour or less of exposure. OC is legal for civilians to possess in certain quantities.

I. 1082 Riot Control CS Canister. Purchase cost: $352. Quantity: 12.

Pyrotechnic device used in outdoor situations to disperse rioting crowds, should not be used indoors due to risk of fire. Releases 75.6 grams of CS in 20-40 seconds.

II. 1032 Tri-Chamber Flameless CS Canister. Purchase cost: $647. Quantity:

14. Pyrotechnic device designed to be used indoors and presents a minimal risk of fire. Hand delivered only. Releases 20 grams of agent in 20- 30 seconds.

III. 5230B Baffled Launchable CS canister. Purchase cost: $416. Quantity:

10. Pyrotechnic device, designed to be launched from the launching shotgun. For use indoors and presents minimal risk of fire. Releases 25 grams of agent in 20-40 seconds.

IV. 1026 Triple Chaser separating canister. Purchase cost: $1,047. Quantity:

20. Pyrotechnic device, designed to be used outdoors in riot control situations. It is a canister, that when deployed separates into three smaller canisters. It allows officers to deploy chemical agents over a larger area with less munitions. Releases 92 grams of agent between three separate smaller canisters over 20-30 seconds.

V. 56854 Aerosol OC Fogger. Purchase cost: $89. Quantity: 4. Nonpyrotechnic canister. This canister sprays OC with the aid of compressed air. It is designed to be used indoors or in vehicles. It has no risk of fire. It will release a 1.3% OC spray over 15-25 seconds.

VI. 2262 40mm CS Liquid Ferret projectile. Purchase cost: $1,238. Quantity:

44. Non-pyrotechnic launched projectile. This munition is fired from a 40mm less lethal launcher. It is a hardened projectile intended to be used to defeat barriers such as glass and thin wooden barriers. When it penetrates or impacts a hard surface, it disperses liquid CS agent into the area. These are not for use against people.

VII. 2260 40mm OC Liquid Ferret projectile. Purchase cost: $289. Quantity:

10. Non-pyrotechnic launched projectile. This munition is fired from a 40mm less lethal launcher. It is a hardened projectile intended to be used to defeat barriers such as glass and thin wooden barriers. When it penetrates or impacts a hard surface, it disperses liquid OC agent into the area. These are not for use against people.
b. Purpose:

To limit escalating situations where lethal force is prohibited or undesirable.

Situations where these munitions would be deployed include, but are not limited to: self-destructive, dangerous or combative individuals; riot or crowd control situations or other violent civil unrest; situations where use of the munitions would provide a tactical advantage; training or authorized demonstration. A “tactical advantage” could include but is not limited to: deployment into a structure or vehicle where an armed violent/self-destructive subject is barricaded; or a riot situation where, deployment can either create an environment that causes violent persons to disperse or leave the area or limit the advance of a violent group or

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deny a violent group access to specific areas or law enforcement. c. Authorized Use:

Only officers trained in the use of these munitions may use them. This includes officers assigned to the ESU Tactical team and officers assigned as “grenadiers” during a crowd control or violent civil unrest situation. d. Legal and Procedural Rules:

To be used in accordance with Penal Code section 13652 (AB 48). All applicable policies, including but not limited to Use of Force-300, ESU Tactical team-404 and Control Devices and techniques-302. It is the policy of the SCPD to utilize chemical agents only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force. e. Required Training:

Officers must attend department training regarding the use of these items. This training includes SCPD policy, legal obligations and reporting requirements.

Instructors must attend a 40 hour POST certified instructor course regarding the use of chemical agents, NFDD and deployment platforms, in addition to manufacture specific instructor certifications. The SCPD maintains officers who are POST certified as instructors of chemical munitions, NFDD and launching platforms. These officers in turn train the other members of the department. f. Expected Lifespan:

I. 1082 Riot Control CS Canister-5 years.

II. 1032 Tri-Chamber Flameless CS Canister-5 years.

III. 5230B Baffled Launchable CS canister-5 years.

IV. 1026 Triple Chaser separating canister-5 years.

V. 56854 Aerosol OC Fogger-5 years.

VI. 2262 40mm CS Liquid Ferret projectile-5 years.

VII. 2260 40mm OC Liquid Ferret projectile-5 years.
g. Fiscal Impact:

All chemical munitions $0-$5,000 per fiscal year based on fiscal budgeting.

12. Pepper Ball Guns and Pepper Balls (Category 12)
a. Description, quantity, capabilities and purchase cost.

I. Pepper ball guns. Purchase cost. $1,399. Quantity: 4. Pepper ball guns are a compressed air powered launcher, almost identical in manufacture to a common paintball gun. It fires .68 caliber plastic balls that contain an irritant powder. The pepper ball gun can fire pepper balls up to 60 feet and can launch pepper balls farther to saturate an area.

II. Pepper Balls. Purchase cost: $967 (per container). Quantity: 4 (containers of 375 pepper balls). Pepper Balls are .68 caliber projectiles.

They are a plastic shell that contains an irritant powder that consists of PAVA, a pepper derivative. This powder causes a burning sensation and involuntary eye closure when coupled with the impact of the projectile. It is used for pain compliance and disorientation.
b. Purpose:

To limit escalating situations where lethal force is prohibited or undesirable.

Situations where these munitions would be deployed, include: Self destructive, dangerous or combative individuals; riot or crowd control situations or other

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violent civil unrest; situations where use of the munitions would provide a tactical advantage; training or authorized demonstration. A “tactical advantage” could include but is not limited to: deployment into a structure or vehicle where an armed violent/self-destructive subject is barricaded, or a riot situation where, deployment can either create an environment that causes violent persons to disperse or leave the area or limit the advance of a violent group or deny a violent group access to specific areas or law enforcement.
c. Authorized Use:

Only officers who are certified to use the pepper ball system. d. Legal and Procedural Rules:

To be used in accordance with Penal Code section 13652 (AB 48). All applicable policies including but not limited to Use of Force-300, Control Devices and Techniques-302. It is the policy of the SCPD to utilize pepper ball guns and pepper balls only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force. e. Required Training:

Officers must attend a manufacturer specific training course to be certified to use the pepper ball systems.
f. Expected Lifespan:

I. Pepper ball guns, no expiration. They will need parts and service as they wear out or break.

II. Pepper Balls, 2 years.
g. Fiscal Impact
Pepper ball guns, $0-$500 per year. Pepper
Balls $0-$500 per year.

13. Long Range Acoustic Device (LRAD) (Category 13)
a. Description, quantity, capabilities and purchase cost:

GENASYS Inc. LRAD-100X. Purchase cost: $8,179.77. Quantity: 1. This device is a self-contained, lightweight, battery operated hailer that communicates with great intelligibility up to 600 meters. It emits acoustic sound pressure levels up to 140db. It provides clear unmistakable, intelligible communications and stunning alert tones and can play pre-recorded audio messages, mp3 audio files and live broadcasting via a handheld microphone. It can broadcast tones at a volume that causes discomfort to those who hear the tones. The device provides directional sound capabilities allowing the user to direct the uncomfortable tones at a specific person or group of persons.
b. Purpose:

To serve as a notification/communication system during critical incidents, where the user is conveying a message to a person or persons. To be used during violent or riotous situations as a means to advise participants that they are involved in legally prohibited activities. To be used to broadcast alert tones in a directed manner at persons involved in riotous or destructive behavior as a means of dispersing the crowd and stopping the behavior. This device provides the SCPD with the ability to address violent persons or groups of persons during a riot or other violent crowd control situation without the use of kinetic less lethal

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weapons such 40mm launchers or chemical agents, allowing SCPD to attempt de-escalation via less forceful means.
c. Authorized Use:

Only officers who are trained in its use, with the authorization of an incident commander, may use this device.
d. Legal and Procedural Rules:

All applicable policies including but not limited to Use of Force-300, Control Devices and Techniques-302. It is the policy of the SCPD to utilize the LRAD only for official law enforcement purposes, and pursuant to State and Federal law.
e. Required Training:

Officers must attend a department specified training to use this device. f. Expected Lifespan:
20-25 years. Repairs completed as needed.
g. Fiscal Impact:

No known fiscal impact, the device is new.

14. 40mm Projectile Launchers (Category 14)
a. Description, quantity, capabilities and purchase cost:

The 40mm projectile launcher is a Less Lethal platform. It is not a firearm and is not capable of firing any military grade explosive projectile. It is designed to fire a projectile designed to be used against persons in situations where lethal force is prohibited. It allows officers to use Less Lethal Direct Impact spins stabilized munitions at distances up to 120 feet. The munitions cause pain compliance via blunt force impact. They can incapacitate violent subjects armed with weapons that are not firearms, allowing officers to safely take a subject into custody. The standoff capabilities allow officers to apply force via the impact rounds and assess if further application of force is required. This mitigates the need for officers to approach a violent/armed subject, reducing the chances of a lethal force scenario.

I. Defense Technologies DT1325 40mm-single barrel launchers. Purchase cost: $11,620. Quantity: 14. (No longer manufactured)
II. Lewis Machine and Tool (LMT) 1425 40mm single barrel launchers.

Purchase cost: $12,450. Quantity: 15.

III. Lewis Machine and Tool (LMT) 1440 40mm 4 shot multi launchers.

Purchase cost: $3,798. Quantity: 2.

IV. Penn Arms PGL65-40 40mm 6 shot multi launcher. Purchase cost:

Approximately $3,000. Quantity: 1.
b. Purpose:

To be used as a less lethal tool, to apply pain compliance to self-destructive, armed or combative/resistive persons, to prevent the person from causing harm to themselves or others. Also used during violent riots or large crowd control disturbances. They can be used to mark persons engaged in the above activity making the person(s) identifiable for arrest.
c. Authorized Use:

Only officers who have completed a department training course may deploy these less lethal tools. Every patrol vehicle has a single launcher in it for use by patrol officers. Only officers specifically trained in the use and application during a crowd control or riotous situation may use them in those instances.

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d. Legal and Procedural Rules:

To be used in accordance with Penal Code section 13652 (AB 48). All applicable policies, including but not limited to, Use of Force-300, Control Devices and Techniques-302 and Emergency services Tactical Team-404. It is the policy of the SCPD to utilize these devices only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force. e. Required Training:

Officers must attend department training regarding the use of these items. This training includes SCPD policy, legal obligations and reporting requirements.

Instructors must attend a 40 hour POST certified instructor course regarding the use of chemical agents, NFDD and deployment platforms, in addition to manufacture specific instructor certifications. The SCPD maintains officers who are POST certified as instructors of chemical munitions, NFDD and launching platforms. These officers in turn train other members of the department. f. Expected Lifespan:

I. Defense Technologies DT1325 40mm-single barrel launchers: No expiration. No longer manufactured. Will be serviced or repaired as long as viable.

II. Lewis Machine and Tool (LMT) 1425 40mm single barrel launchers: No expiration. Will need parts and service when they wear out or break.

III. Lewis Machine and Tool (LMT) 1440 40mm 4 shot multi launchers: No expiration. Will need parts and service when they wear out or break.

IV. Penn Arms PGL65-40 40mm 6 shot multi launcher: No expiration. Will need parts and service when it wears out or breaks.
g. Fiscal Impact:

For all of the listed launchers: $0-500 per year.

15. 40mm ammunition: (Category 14)
a. Description, quantity, capabilities and purchase cost:
40mm ammunition meant to be used in 40mm Projectile Launchers described above. All of the 40mm rounds in this section are approved for use against people if the force is justified. SCPD has three impact munitions, the Exact Impact is a less lethal projectile made of a foam rubber often called a “sponge round” with a consistency similar to a sponge. It is fired using smokeless powder and is designed to incapacitate people through pain compliance and impact. It is blue in color and can be fired from ranges between 5’ and 120’. The Direct Impact round is an impact munition that carries a powder payload within the projectile.

The payload can be a chemical agent powder or it can contain an inert marking powder. These munitions provide the same less lethal pain compliance/deescalation/violence mitigation functions as the Exact Impact munitions, with the added benefit of an irritant powder, or the ability to make a riotous subject identifiable for arrest. The SCPD also uses reusable training ammunition that allow true to real training at lower cost.

I. eXact Impact 40mm: Purchase cost: $4,011. Quantity: 140.

II. Direct Impact 40mm OC. Purchase cost: $732. Quantity: 24.

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III. Direct Impact 40mm Marking. Purchase cost: $970. Quantity: 32.

IV. Training Sponge ammunition 24 round kit. Purchase cost: $2,537.

Quantity: 7.
b. Purpose:

To be used as a less lethal tool in situations where lethal force is prohibited. To assist officers in intervening in violent or potentially violent situations by use of pain compliance. To allow officers the ability to apply less lethal force from distance or behind cover, which provides time to assess the effect of the force used and re-apply or discontinue force as the situation allows. c. Authorized Use:

Only officers who are trained in the use of these projectiles are authorized to use them. Situations where use may be authorized include but are not limited to:
armed self-destructive individuals, violent resistive individuals, violent riotous individuals, situations where use would increase safety and mitigate the need for higher uses of force, authorized training or demonstrations. d. Legal and Procedural Rules:

To be used in accordance with Penal Code section 13652 (AB 48). All applicable policies including but not limited to Use of Force-300, Control Devices and Techniques-302. It is the policy of the SCPD to utilize these devices only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.
e. Required Training:

Officers must attend department training regarding the use of these items. This training includes SCPD policy, legal obligations and reporting requirements.

Instructors must attend a 40 hour POST certified instructor course regarding the use of chemical agents, NFDD and deployment platforms, in addition to manufacture specific instructor certifications. The SCPD maintains officers who are POST certified as instructors of chemical munitions, NFDD and launching platforms. These officers in turn train other members of the department. f. Expected Lifespan:

I. eXact Impact 40mm-5 years.

II. Direct Impact 40mm OC-5 years.

III. Direct Impact 40mm Marking-5 years.

IV. Training Sponge ammunition 24 round kit-5 years.
g. Fiscal Impact:
$0- 5,000 per year. Given the 5 year life span of these munitions, the SCPD may not need to purchase more every fiscal year.

16. Other Specified Items/Equipment (Category 15)
a. Description, quantity, capabilities and purchase cost:

The department currently issues AR-15/M4 style Carbine rifles to its officers as a means of addressing potential lethal force situations. The department issues two brands, Colt and Lewis Machine and Tool (LMT). The Carbine rifle is a lightweight, gas operated, air-cooled, shoulder fired, semi-automatic, magazine fed weapon. It is capable at providing accurate fire at various distances. The

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Hornady 5.56x45mm NATO, 75 grain BTHP (Boat Tail Hollow Point) TAP (Tactical Application Police) is the current standard issue rifle ammunition for all carbines in the department. This ammunition type is a medium caliber rifle round.

It is capable of defeating soft body armor a subject may be wearing, as well as other intermediate barriers. The duty round is specifically designed to limit over penetration thus mitigating danger to innocent persons or other officers. SCPD uses ammunition of the same caliber ammunition for training purposes.

Generally, the training ammunition is 55 grain full metal jacket ammunition. This type of ammunition is solely for training purposes. The cost of the training ammunition is less than that of the duty ammunition.

I. Colt Carbines. Purchase cost: $33,250. Quantity: 35.

II. LMT Carbines. Purchase cost: $49,000. Quantity: 35.

III. Hornady 5.56x45mm NATO, 75 grain BTHP TAP. Purchase cost:
$4,560. Quantity: 5,700. SCPD does not have to order duty ammunition every fiscal year.

IV. .223/5.56 55 grain full metal jacket is the standard training round the department uses. The manufacturer of the ammunition varies based on what is available at the time the department needs to make an order. Quantity: 35,500. Cost: $12,070.
b. Purpose:

The Carbine rifle provides officers the ability to employ a more precise weapon in potential lethal force encounters. It provides officers the ability address armed violent subjects at a greater distance than with a handgun. It provides officers with the ability to defeat soft body armor and intermediate barriers when addressing armed violent subjects.
c. Authorized Use:

Only officers who have completed a POST required 16 hour training course are authorized to use the carbine rifle and associated ammunition. d. Legal and Procedural Rules:

All applicable department policies, including but not limited to, Use of Force-300, Firearms-306. It is the policy of the SCPD to utilize firearms and ammunition only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.
e. Required Training:

All officers are required to attend a POST required 16 hour Patrol Rifle course before they are permitted to use these weapons. Currently this course is mandatory for all officers after graduating the Academy, before beginning the Field Training Program
f. Expected Lifespan:

Carbine Rifles, approximately 20 years. Service is performed as needed and parts are replaced as they become worn or break.

Hornady TAP 75 grain 5.56x45mm NATO, no expiration.
.223/5.56x45 training ammunition, no expiration.
g. Fiscal Impact:

Carbine Rifles: $0-$12,000 per fiscal year.

Ammunition: $0-$40,000 per fiscal year.

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30.54 Policy
607 Santa Cruz Police Department
Santa Cruz PD-CA, Policy Manual
Unmanned Aerial System - 1 Copyright Lexipol, LLC 2023/12/05, All Rights Reserved.

Published with permission by Santa Cruz Police ***DRAFT*** Unmanned Aerial System
607.1 PURPOSE AND SCOPE
Best Practice
The purpose of this policy is to establish guidelines for the use of an unmanned aerial system (UAS) and for the storage, retrieval, and dissemination of images and data captured by the UAS. 607.1.1 DEFINITIONS
Best Practice
Definitions related to this policy include:

Certificate of Authorization (COA): Certificate given by the Federal Aviation Administration (FAA) granting permission to fly the UAS within specific boundaries and perimeters.

Observer: A member of the department who is trained and authorized to maintain visual observation of the UAS while in flight.

Operator: A member of the department who is trained, certified, and authorized to control a UAS during flight.

Unmanned aerial system (UAS) - An unmanned aircraft of any type that is capable of sustaining directed flight, whether preprogrammed or remotely controlled (commonly referred to as an unmanned aerial vehicle (UAV)), and all the supporting or attached systems designed for gathering information through imaging, recording or any other means. 607.2 POLICY
Best Practice
Unmanned aerial systems may be utilized to enhance the department’s mission of protecting lives and property when other means and resources are unavailable or are less effective. Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The UAS may be available for cross-departmental use and requests will be evaluated on a case-by-case basis in accordance with the provisions set forth in this policy and all other applicable policies.
607.3 PRIVACY
Best Practice
The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas where there is a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations.

The UAS shall be clearly and visibly marked to identify the UAS to the public as Santa Cruz Police Department equipment.

30.55 Copyright Lexipol, LLC 2023/12/05, All Rights Reserved.

Published with permission by Santa Cruz Police ***DRAFT*** Unmanned Aerial System - 2 Santa Cruz Police Department
Santa Cruz PD-CA, Policy Manual
Unmanned Aerial System
607.4 PROGRAM COORDINATOR
Best Practice
The Chief of Police will appoint a program coordinator who will be responsible for the management of the UAS program. The program coordinator will ensure that policies and procedures conform to current laws, regulations, and best practices and will have the following additional responsibilities:
• Coordinating the FAA Certificate of Waiver or Authorization (COA) application process and ensuring that the COA is current, and/or coordinating compliance with FAA Part 107 Remote Pilot Certificate, as appropriate for department operations. • Ensuring that all authorized operators and required observers have completed all required FAA and department-approved training in the operation, applicable laws, policies, and procedures regarding use of the UAS.
• Developing a uniform protocol for submission and evaluation of requests to deploy a UAS, including urgent requests made during ongoing or emerging incidents.

Deployment of a UAS may be done at the discretion of the on-duty sergeant as long as such use is in accordance with this policy.
• Coordinating the completion of the FAA Emergency Operation Request Form in emergency situations, as applicable (e.g., natural disasters, search and rescue, emergency situations to safeguard human life.
• Developing protocol for conducting criminal investigations involving a UAS, including documentation of time spent monitoring a subject.
• Developing an operational protocol governing the deployment and operation of a UAS, including but not limited to safety oversight, use of visual observers, establishment of lost link procedures, and secure communication with air traffic control facilities. • Developing a protocol for fully documenting all missions. • Developing a UAS inspection, maintenance, and record-keeping protocol to ensure continuing airworthiness of a UAS, up to and including its overhaul or life limits. • Developing protocols to ensure that all data intended to be used as evidence are accessed, maintained, stored, and retrieved in a manner that ensures its integrity as evidence, including strict adherence to chain of custody requirements. Electronic trails, including encryption, authenticity certificates, and date and time stamping, shall be used as appropriate to preserve individual rights and to ensure the authenticity and maintenance of a secure evidentiary chain of custody.
• Developing protocols that ensure retention and purge periods are maintained in accordance with established records retention schedules. • Facilitating law enforcement access to images and data captured by the UAS. • Recommending program enhancements, particularly regarding safety and information security.
• Ensuring that established protocols are followed by monitoring and providing periodic reports on the program to the Chief of Police.

30.56 Copyright Lexipol, LLC 2023/12/05, All Rights Reserved.

Published with permission by Santa Cruz Police ***DRAFT*** Unmanned Aerial System - 3 Santa Cruz Police Department
Santa Cruz PD-CA, Policy Manual
Unmanned Aerial System
• Maintaining familiarity with FAA regulatory standards, state laws and regulations, and local ordinances regarding the operations of a UAS.
• Coordinating with the department’s military equipment coordinator to provide an annual report summarizing the department’s use of the UAS consistent with section 7072(a) of the Government Code and Policy 705 (Military Equipment). 607.5 USE OF UAS
Best Practice MODIFIED
Only authorized operators who have completed the required trainings and certifications shall be permitted to operate the UAS.

Use of vision enhancement technology (e.g., thermal and other imaging equipment not generally available to the public) is permissible in viewing areas only where there is no protectable privacy interest or when in compliance with a search warrant or court order. In all other instances, legal counsel should be consulted.

UAS operations may be conducted during daylight and nighttime hours.

Circumstances in which the UAS is authorized for deployment are listed in Policy 705 – Military Equipment (insert Lexipol link here)
607.6 PROHIBITED USE
Federal
The UAS video surveillance equipment shall not be used:
• To conduct random surveillance activities.
• To target a person based solely on actual or perceived characteristics, such as race, ethnicity, national origin, religion, sex, sexual orientation, gender identity or expression, economic status, age, cultural group, or disability. • To harass, intimidate, or discriminate against any individual or group. • To conduct personal business of any type.
• To conduct routine monitoring of a mass gathering, protest, or demonstration where security concerns do not exist or where criminal activity is not occurring.

The use of a personally owned UAS while on duty is prohibited.

The UAS shall not be weaponized.

The UAS shall not have facial recognition technology.
607.7 RETENTION OF UAS DATA
Best Practice
Data collected by the UAS shall be retained as provided in the established records retention schedule.

Data collected by the UAS and stored by the Santa Cruz Police Department shall be subject to internal audits for compliance with department policies and procedures.

30.57 City of Santa Cruz

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25EXPENDITURE ACCOUNT TITLE
NET: $

REQUESTED BY DEPARTMENT HEAD

APPROVAL

BUDGET/ACCOUNTING
5(9,(:('

FINANCE DIRECTOR

APPROVAL

CITYMANAGER

APPROVAL
5HVR

352-(&7
352-(&7
$02817
$02817
&RXQFLO$SSURYDO

TOTAL EXPENDITURE

TOTALREVENUE
'DWH

1VSQPTF
3FWJTFE
/PWFNCFS


 Clear Form
2024
01/04/2024
Allocate funds available in the 214 Police Asset Seziure Fund to the Police Department's patrol General Fund to cover partial purchase of unmanned aerial systems "drones" and a storgae and deplyment system in two existing police patrol vehicles. 101-00-00-0000-49182 P202404-965-0-0 Police Asset Seizure Fund 170,942 170,942
214-00-00-0000-59101 To General Fund 170,942
101-20-22-2103-57490 P202404-100-2020-0 Other Machinery and Equipment 170,942 341,884
-170,942
Catherine
Brothers
Digitally signed by
Catherine Brothers
Date: 2024.01.12
10:54:50 -08'00'
Bernie
Escalante
Digitally signed by
Bernie Escalante
Date: 2024.01.12
12:42:29 -08'00'
Edward
Torres
Digitally signed by Edward Torres
DN: cn=Edward Torres, o=City of Santa Cruz, ou,
[email protected], c=US
Date: 2024.01.12 11:12:00 -08'00'
Tracy
Cole
Digitally signed by Tracy Cole
DN: cn=Tracy Cole, o=City of
Santa Cruz, ou=Finance,
[email protected],
c=US
Date: 2024.01.12 14:54:16
-08'00'
DRAFT

30.58 From: Bonnie Bush
To: City Council
Subject: FW: Opposition to Police Department"s Request for Drone Purchase - Item #30 Military Equipment Purchase Request
Date: Monday, January 22, 2024 12:10:11 PM
Attachments: image001.png
Opposition to Police Department"s Request for Drone Purchase_SantaCruzCopWatch.pdf Bonnie Bush
City Clerk
City of Santa Cruz
809 Center St., Room 8, Santa Cruz, CA 95060
Phone: 831-420-5035
Email: [email protected]
Web: www.cityofsantacruz.com
Public Records Requests may be submitted online via the Public Records Request form, by email, or by hard copy form available at the City Clerk’s Office located at 809 Center Street, Room 9, Santa Cruz, CA 95060.

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

From: Anthony Condotti <[email protected]>
Sent: Monday, January 22, 2024 12:05 PM
To: Stephanie M. Duck <[email protected]>; Bonnie Bush <[email protected]> Subject: FW: Opposition to Police Department's Request for Drone Purchase - Item #30 Military Equipment Purchase Request
Not sure if you received a copy of this one.

Best,
Tony
From: Santa Cruz Cop Watch <[email protected]> Sent: Monday, January 22, 2024 12:01 AM
To: [email protected]; [email protected]
Cc: Anthony Condotti <[email protected]>; [email protected]; [email protected]; [email protected]; [email protected]; skalantari[email protected]; [email protected] Subject: Opposition to Police Department's Request for Drone Purchase - Item #30 Military Equipment Purchase Request

30.59 You don't often get email from [email protected]. Learn why this is important Dear City Manager Matt Huffaker, et al.

The Santa Cruz Cop Watch, a coalition against police terror and surveillance, write to strongly encourage you to reject the Santa Cruz Police Department’s (SCPD) request for approval to purchase five (5) Skydio X10 drones.