Agenda packet — Santa Cruz City Council, May 13, 2025 (part 1 of 5)

CITY COUNCIL AGENDA
Regular Meeting - May 13, 2025
Updated May 9, 2025 – Items 17 and 23
2:00 P.M. CLOSED SESSION, ZOOM/COURTYARD CONFERENCE ROOM 2:30 P.M. ORAL COMMUNICATIONS, CONSENT, GENERAL BUSINESS AND CONSENT

PUBLIC HEARINGS, ZOOM/COUNCIL CHAMBERS
7:00 P.M. PUBLIC HEARINGS, ZOOM/COUNCIL CHAMBERS
The meeting may be viewed remotely, using any of the following sources:
 Click on Zoom link (no time delay): https://zoom.us/j/94684401344  Online at http://www.cityofsantacruz.com/government/city-council/council-meetings  Online at Watch – Community Television of Santa Cruz County  Comcast Channel 25
Or: Call any of the numbers below. If one is busy, try the next one.  1-833-548-0276 (Toll Free)
 1-833-548-0282 (Toll Free)
 1-877-853-5247 (Toll Free)
 1-669-900-9128
 Enter the meeting ID number: 946 8440 1344
 When prompted for a Participant ID, press #.
 Press *9 on your phone to “raise your hand” when the Mayor calls for public comment.  It will be your turn to speak when the Mayor calls on you. Press *6 to unmute yourself. The timer will then be set.

Correspondence to be included in the agenda packet must be received by 5:00 pm on Monday, May 12th
PLEASE NOTE:
 Council may take a break(s) as needed.
 Requests for extra speaking time on items other than Oral Communications must be made by 5:00 p.m. on Sunday, May 11th by emailing the Mayor and the City Clerk.

Approval will be confirmed via email.
[email protected] [email protected]
May 13, 2025 City Council 2
The City of Santa Cruz does not discriminate against persons with disabilities. Out of consideration for people with chemical sensitivities we ask that you attend fragrance free. Upon request, the agenda can be provided in a format to accommodate special needs. Additionally, if you wish to attend this public meeting and will require assistance such as an interpreter for American Sign Language, Spanish, or other special equipment, please call the City Clerk’s Department at 420-5030 at least five days in advance so that we can arrange for such special assistance, or email [email protected]. The CalRelay system number: 1-800-735-2922.

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

Agenda and Agenda Packet Materials: The City Council agenda and the complete agenda packet containing public records, which are not exempt from disclosure pursuant to the California Public Records Act, are available for review on the City’s website:
www.cityofsantacruz.com/government/city-council-meetings and at the Office of the City Clerk located at 809 Center Street, Room 8, Santa Cruz, California, during normal business hours.

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

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

Closed Session
2:00 PM
Statements of Disqualification

1. Conference with Legal Counsel – Liability Claims (Government Code §54956.95)
1) Claimant: John Michael Justice
2) Claimant: State Farm General Insurance Company
3) Claimant: Jack Michael Hain
4) Claimant: Sophia Olivia Ross
5) Claimant: Joshua Castillo-Rosales
6) Claimant: Angela Savage
7) Claimant: David Turner
8) Claimant: Christian Anthony Hamilton
Claims against the City of Santa Cruz
May 13, 2025 City Council 3
Closed Session (continued)

2. Real Property Negotiations (Government Code §54956.8) Property: 49 B Municipal Wharf (Olita’s)
APN: 007-371-01
Owner: Olita’s Cantina & Grill, LLC
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz, Steve Elb, and Martha L.

Barrera-Chavez
Under Negotiation: Price, terms of payment, or both

3. Conference with Legal Counsel - Existing Litigation (Government Code §54956.9(d)(1))
GVC St. George, LLC v. City of Santa Cruz
(United States District Court Case No.CV-07695-BLF)
May 13, 2025 City Council 4
City Council
2:30 PM
Call to Order
Roll Call
Oral Communications Announcement – Members of the public may address Council on matters not on the agenda, but within the jurisdiction of the Council. 30 minutes is allocated for Oral Communications. No extra time for groups will be granted.

Oral Communications
Presentations

4. Mayoral Proclamation Declaring May, 2025, as Jewish Heritage Month

5. Mayoral Proclamation Declaring May 18—24, 2025, as Public Works Week
Presiding Officer's Announcements
Statements of Disqualification
Additions and Deletions
City Attorney Report on Closed Session
Council Meeting Calendar

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

May 13, 2025 City Council 5
Consent Agenda

7. Resolution Extending the Emergency Declarations in Connection with the 2022/2023 Winter Storms and 2023/2024 Winter Storms (CA/CM) LOCATION: Citywide
Motion to adopt a resolution extending by sixty days the Local Emergency Declarations in connection with the 2022/2023 and 2023/2024 winter storms.

8. Minutes of the April 22, 2025 City Council Meeting (CC) LOCATION: None
Motion to approve as submitted.

9. Collective of Results and Evidence-based (CORE) Investments FY23-24 Annual Report and Award (CM)
LOCATION: Citywide
Motion to:
1) Accept the Collective of Results and Evidence-based (CORE) Investments Annual Report for FY23—24 (July 1, 2023-June 30, 2024) and status update on FY26—28 (July 1, 2025-June 30, 2028) CORE contracts;
2) Authorize the City Manager to execute Memorandum of
Understanding (MOU) with Santa Cruz County, and direct staff to collaborate with the County to finalize agreements for all grant awards and set-aside funds that were approved by the City Council on November 19, 2024; and
3) Establish an ad-hoc committee to explore the City's future role in the CORE program after the current three-year cycle concludes, including development of options for an independent City community funding program for Council consideration.

10. Liability Claims Filed Against the City of Santa Cruz (FN) Motion to reject the liability claims of 1) John Michael Justice, 2) State Farm General Insurance Company, 3) Jack Michael Hain, 4) Sophia Olivia Ross, 5) Joshua Castillo-Rosales, 6) Angela Savage, 7) David Turner, and 8) Christian Anthony Hamilton, based on staff recommendation.

May 13, 2025 City Council 6
Consent Agenda (continued)

11. DeLaveaga Golf Course – Range Net and Chain Link Replacement (c302213) (PR)
LOCATION: District 1
Motion to:
1) Authorize the issuance of an Invitation for Bid (IFB) for the DeLaveaga Golf Course – Range Net and Chain Link Replacement (c302213) and award the contract. The City Manager is hereby authorized and directed to execute the contract in a form approved by the City Attorney. The Director of Parks and Recreation is authorized to execute change orders within the approved project budget; and 2) Approve the California Environmental Quality Act (CEQA) determination contained in this agenda report. The Council’s action is exempt from CEQA review under (1) Class 1 Categorical Exemption (14 CCR 15301) for existing facilities, and (2) Common Sense Exemption (14 CCR 15061).

12. Pacific-Beach Roundabout Enhancements Project (c402507) – Authorization to Advertise and Award (PW)
LOCATION: District 4
Motion to:
1) Approve the plans and specifications for the Pacific-Beach Roundabout Enhancements project (c402507) and authorize staff to advertise for bids and award the contract. The City Manager is hereby authorized and directed to execute an agreement in a form approved by the City Attorney. The Director of Public Works is authorized to execute change orders within the approved project budget; 2) Adopt a resolution to amend the FY 2025 budget to appropriate funds in the amount of $70,000 from the Liability Fund to complete construction;
3) Adopt a resolution to approve the plans and specifications for the Pacific-Beach Roundabout Enhancements Project; and
4) Find the project categorically exempt under CEQA Guidelines 14 CCR section 15301 (Class 1 categorical exemption for existing facilities).

May 13, 2025 City Council 7
Consent Agenda (continued)

13. Flyers Energy LLC - Authorization to Approve Change Order to Purchase Order (PW)
LOCATION: Citywide
Motion to authorize a change order with Flyers Energy LLC (Auburn, CA) in the amount of $50,000 for City fleet vehicle and machinery fuel purchases.

14. Bay Drive Protected Bike Lanes and Pedestrian Path (c402304) - Budget Adjustment (PW)
LOCATION: Districts 3, 4, 5, and 6
Motion to adopt a resolution amending the FY 2025 budget to revise source of funding and values for Bay Drive Bike Lanes and Pedestrian Path (c402304).

15. Rail Trail Segments 8 and 9 (c401804) – Approve Contract with Consultant to Assist with Right-of-Way Acquisition (PW) LOCATION: District 2 and 4
Motion to:
1) Award a contract to Bender Rosenthal Incorporated (Sacramento, CA) for the Rail Trail Segments 8 and 9 Right of Way Acquisition phase in the amount of $115,273.40 and reject all other proposals; and 2) Authorize and direct the City Manager to execute an agreement in a form approved by the City Attorney. The Director of Public Works is authorized to execute contract amendments within the approved project budget.

May 13, 2025 City Council 8
Consent Agenda (continued)

16. Ratify Purchase of Two Pump Drives for the Felton Booster Pump Station (WT)
LOCATION: Citywide
Motion to:
1) Ratify the purchase of two pump drives for the Felton Booster Pump Station from Graybar Electric (Dublin, CA) in the amount of $130,017, and authorize the Water Director to execute change orders within the approved budget; and
2) Approve the California Environmental Quality Act (CEQA) determination contained in this Agenda Report. The Council’s action is exempt from CEQA review under the Class 2 categorical exemption (2 CCR 15302; exemption for replacement or reconstruction).

End Consent Agenda
General Business
An attachment for the below item was added.

17. An Ordinance Rescinding Santa Cruz Municipal Code Section 21.07.020 Pursuant to a Settlement Agreement that Protects Tenants at the St.

George Apartments (CA)
LOCATION: Citywide
Motion to introduce for publication an ordinance rescinding Santa Cruz Municipal Code Section 21.07.020 pursuant to a settlement agreement that protects tenants at the St. George Apartments.

18. Community Risk Assessment, Standards of Cover, and Deployment Analysis Report (FD)
LOCATION: Citywide
Motion to:
1) Adopt the Community Risk Assessment, Standards of Cover, and Deployment Analysis report as the Fire Department’s service review study; and
2) Direct staff to utilize the findings and recommendations from this study to inform and guide future policy decisions, operational improvements, and resource allocations.

May 13, 2025 City Council 9
Consent Public Hearings

19. 2nd Reading and Final Adoption of Ordinance No. 2025-07 Amending Santa Cruz Municipal Code Chapter 9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD)
LOCATION: Citywide
Adopt Ordinance No. 2025-07 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 addition of section 705.10 Use in Exigent Circumstances, and amended inventory of military equipment as defined by Assembly Bill 481.

20. 2nd Reading and Final Adoption of Ordinance No. 2025-08 Adding Chapter 5.84 "Vibrancy Ordinance" to the Santa Cruz Municipal Code (EDH/CN)
LOCATION: Citywide
Adopt Ordinance No. 2025-08 adding Chapter 5.84, “Vibrancy Ordinance”, to the Santa Cruz Municipal Code.

21. 2nd Reading and Final Adoption of Ordinance No. 2025-09 Amending the Santa Cruz Municipal Code Chapter 18.49 "Public Safety Impact Fees" (FD/PD)
LOCATION: Citywide
Adopt Ordinance No. 2025-09 amending City of Santa Cruz Municipal Code Chapter 18.49 “Public Safety Impact Fees,” modifying section

18.49.050 Exemptions.

General Business
The below item will be heard at or around 4:00 p.m.

22. State of Child & Youth Well-Being Report 2024/2025
LOCATION: Citywide
Motion to accept the State of Child & Youth Well-Being report for 2025.

Recess - The Council meeting will recess until the 7:00 p.m. session.

May 13, 2025 City Council 10
City Council
7:00 PM
Call to Order
Roll Call
Public Hearings

Page 9 ends

23. Downtown Plan Expansion, Extending and Amending the Downtown Specific Plan, Including for Areas South of Laurel Street, Roughly to the Roundabout at Pacific and Center Streets, and Making Related Changes to the General Plan, Local Coastal Plan, Beach/South of Laurel Plan, and Zoning. Applicant: City of Santa Cruz. CEQA: EIR (PL) LOCATION: District 4
Motion to:
1) Adopt a resolution certifying the Final Subsequent Environmental Impact Report (EIR);
2) Adopt a resolution adopting the Findings of Fact, Mitigation Monitoring and Reporting Program, and Statement of Overriding Consideration for the significant and unavoidable impact to Historic Resources;
3) Adopt a resolution amending the 2030 General Plan and General Plan Land Use Map;
4) Adopt a resolution amending the Local Coastal Program (LCP) Land Use Plan and the LCP Land Use Map;
5) Adopt a resolution amending the Downtown Plan, which constitute LCP Implementation Plan (IP) amendments;
6) Adopt a resolution amending the Beach/South of Laurel Comprehensive Area Plan, which constitute LCP IP amendments; and 7) Introduce for publication an ordinance amending the Municipal Code including the zoning map, as proposed in the attached documents, which constitute LCP IP amendments.

May 13, 2025 City Council 11
Public Hearings (continued)

24. Ordinance to Amend the Zoning Designation of the Northern Four Acres of 2394 Delaware Avenue From R-1-5 (Single Family Residence District) to E-A (Exclusive Agricultural District); Ordinance to Amend the Zoning Designation of the Southern Approximately 6.3 Acres of 2394 Delaware Avenue From R-1-5 (Single Family Residence District) to R-L (Multiple Residence – Low-Density District); Resolution to Amend the General Plan Land Use Designation of 2394 Delaware Avenue from L (Low Density Residential) to AG (Agriculture/Grazing) and LM (Low-Medium Density Residential) and for Related General Plan Text Amendments to the Description of the Agriculture/Grazing Land Use Designation and Land Use Action LU 1.1.4; and Resolution for Local Coastal Program (LCP) Amendments to Certify the Northern Four Acres of 2394 Delaware Avenue Into the LCP, Including Assignment of the Coastal Appeal Zone Level of Permit Authority and Assignment of the Agriculture/Grazing Land Use Designation, and to Amend the Text of the Agriculture/Grazing Land Use Designation Description within the LCP Land Use Plan (LCLUP). Amendments to the Subject Site’s Zoning, Certification Into the LCP, and LCLUP Text Amendments Are Part of the LCP Implementation Plan and LCLUP and Require Approval by the California Coastal Commission Prior to Taking Effect Inside the Coastal Zone. (PL)
LOCATION: District 6
Motion to:
1) Adopt a resolution amending the general plan land use designation of the site and make related general plan text amendments; 2) Introduce for publication an ordinance amending the zoning designation of the northern four acres of the subject site; and 3) Introduce for publication an ordinance amending the zoning designation of the southern approximately 6.3 acres of the subject site.

May 13, 2025 City Council 12
Public Hearings (continued)

25. Leonard Street General Plan Land Use Map Amendment. CEQA: General Plan 2030 Environmental Impact Report. Applicant: City of Santa Cruz (PL) LOCATION: District 1
Motion to adopt a resolution recognizing the environmental determination and approving the proposed amendment to the General Plan Land Use Designations for 111-119 Leonard Street, changing the designation from Mixed-Use Visitor Commercial (MXVC) to Low-Medium Density Multifamily Residential (L-M), as directed by the City Council.

Adjournment

INFORMATION ITEMS PREVIOUSLY DISTRIBUTED TO CITY COUNCILMEMBERS ADDENDUM TO CITY COUNCIL AGENDA – MAY 13, 2025

26. Economic Development and Housing Department: Amendments to the License Agreement with Humble Sea Brewing - 3/18/25 (EDHFYI 002)

27. Library: Incident Report – Santa Cruz Public Library 3rd Quarter 2024– 2025 - 4/29/25 (LBFYI 021)

MAYOR'S PROCLAMATIONS
ADDENDUM TO CITY COUNCIL AGENDA – MAY 13, 2025

28. Proclaiming April 21–28, 2025 as “Dark Sky Week” and encouraging all citizens to join in observing this important week and adopting safe, sensible lighting practices that protect dark sky resources for the benefit of all.

29. Proclaiming May 4–10, 2025 as “Professional Municipal Clerks Week” in recognition of the exemplary dedication to public service and extending appreciation to our City Clerk Bonnie Bush, Deputy City Clerk Julia Wood, and Records Coordinator Brittany Inclan.

May 13, 2025 City Council 13
MAYOR'S PROCLAMATIONS (continued)

30. Proclaiming the month of May 2025 as “Affordable Housing Month,” along with other local leaders in the greater San Francisco and Monterey Bay area regions.

31. Proclaiming the month of May 2025 as “Jewish Heritage Month” and encouraging staff, students, and community members to remember, celebrate, and educate future generations about Jewish Americans, the importance of their role, and to fight bigotry and antisemitism.

32. Proclaiming April 25, 2025 as “The 418 Project Transgender Celebration Day” and encouraging all residents to visit, engage, and partake in the enriching activities and community-building endeavors offered by The 418 Project on this day and throughout the year.

33. Proclaiming April 27, 2025 as “Senderos Vive Oaxaca Day” and encouraging all citizens to join in honoring Oaxacan and other Indigenous people in Santa Cruz for their culture and contributions to the community.

Advisory Body Appointments
The following positions are either currently vacant or the terms are due to expire. Council will make appointments at a future meeting.

Board of Building and Fire Appeals One opening – 4-year term, at-large nomination.

Children’s Fund Oversight
Committee
One opening – 1-year term, at-large
nomination
Commission for the Prevention of
Violence Against Women
One opening – 4-year term to be appointed by
Vice Mayor Kalantari-Johnson
County Latino Affairs Commission One opening – 4-year term, at-large nomination.

Enhanced Infrastructure Financing
District Public Financing Authority
Two openings – 4-year terms, at-large
nominations
Historic Preservation Commission Two openings – One 4-year term to be appointed by Vice Mayor Kalantari-Johnson,
and one 2-year term to be appointed by
Mayor Keeley.

May 13, 2025 City Council 14
Public Hearing
If, in the future, you wish to challenge in court any of the matters on this agenda for which a public hearing is to be conducted, you may be limited to raising only those issues which you (or someone else) raised orally at the public hearing or in written correspondence received by the City at or before the hearing.

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

Meeting Type
Holiday
Jewish Holiday
Regular Meeting
Special Meeting (will be added as scheduled)
Study Session (will be added as scheduled)
Budget Hearing
DATE Location Meeting Type
May 26
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public May 28 Council Chambers Budget Hearing Study Session
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public June 19
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public July 4
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public September 1
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public September 22/23
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public October 1/2
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public November 11
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public November 27
November 28
Courtyard Conf. Room Closed Session - Closed to the Public Council Chambers Council Regular Meeting - Open to the Public December 14/15
December 25
December 23 Meeting Cancelled
City Hall Closure - Christmas Day
Rosh Hashanah (City observed - sundown to sundown)
October 14
October 28
City Hall Closure - Veteran's Day (observed)
Hanukkah (City observed - sundown to sundown)
Yom Kippur (City observed - sundown to sundown)
November 18
City Hall Closure - Labor Day
August 26
July 8 and 22 Meetings Cancelled
City Hall Closure - Independence Day
City Hall Closure - Memorial Day
August 12
June 10
May 27
City Council Meeting Calendar for 2025
December 9
City Hall Closure - Thanksgiving Day
City Hall Closure - Day After Thanksgiving Day
June 24
September 9
September 30
City Hall Closure - Juneteenth

6.1 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: City Attorney
SUBJECT: Resolution Extending the Emergency Declarations in Connection with the 2022/2023 Winter Storms and 2023/2024 Winter Storms (CA/CM) LOCATION: Citywide
RECOMMENDATION: Motion to adopt a resolution extending by sixty days the Local Emergency Declarations in connection with the 2022/2023 and 2023/2024 winter storms.

BACKGROUND: On January 4, 2023, the City Manager declared the existence of a local emergency following storms in December 2022 and January 2023 (“2022/2023 Winter Storms”) that caused significant flooding, infrastructure damage, and other storm impacts, including downed trees and impacts to persons experiencing homelessness.

A year later, and while responses to the 2022/2023 Winter Storms remained ongoing, the City of Santa Cruz experienced another significant storm event that resulted in flooding and significant damage to City infrastructure (“2023/2024 Winter Storms”). The City Manager again declared the existence of a local emergency as a result of the 2023/2024 Winter Storms on February 6, 2024.

DISCUSSION: Government Code section 8630 authorizes a governing body of a city or an official designated by ordinance to proclaim the existence of a local emergency. Santa Cruz Municipal Code section 2.20.030 empowers the Director of Emergency Services to proclaim the existence or threatened existence of a local emergency when the City is affected or likely to be affected by a public calamity or disaster, subject to confirmation by the City Council at the “earliest practicable time.” During the existence of such emergency, the Director of Emergency Services is also authorized, pursuant to Section 2.20.040(1), to “[m]ake and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency,” also subject to confirmation by the City Council “at the earliest practicable time.”
In view of the facts and circumstances described above and damage caused by the 2022/2023 and 2023/2024 winter storms, the City Council ratified the City Manager’s January 4, 2023 emergency declaration by Resolution No. NS-30,085 at its January 10, 2023 regular meeting, and ratified the City Manager’s February 6, 2024 emergency declaration by Resolution No. NS30,286 at its February 13, 2024 regular meeting.

7.1 At its September 10, 2024 regular meeting the City Council received an update from the Director of Public Works on the City’s response to the 2022/2023 and 2023/2024 winter storms. The City’s emergency response and recovery efforts remain ongoing and are expected to continue into Summer 2025, and potentially Summer 2026.

The attached resolution, if adopted by the City Council, would extend the 2022/2023 Winter Storms emergency declaration and 2023/2024 Winter Storms emergency declaration by an additional 60 days, to July 12, 2025.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” under CEQA. “Project” is defined by CEQA as:
“an activity which may cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and which is any of the following:
(a) An activity directly undertaken by any public agency. (b) An activity undertaken by a person which is supported, in whole or in part, through contracts, grants, subsidies, loans, or other forms of assistance from one or more public agencies. (c) An activity that involves the issuance to a person of a lease, permit, license, certificate, or other entitlement for use by one or more public agencies.” (Pub. Resources Code, § 21065.) The proposed resolution is not a “project” under CEQA because the resolution is primarily intended to help the City obtain reimbursement for actions already undertaken or underway, and therefore cannot by itself cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Nor does the resolution represent the type of “activity” described in subdivisions (a) through (c) above.

HEALTH IN ALL POLICIES (HiAP): This action is consistent with the three pillars of HiAP.

Specifically, the action has a nexus with public health in that the resolution is intended to help the City obtain reimbursement for recovery efforts along West Cliff Drive. Recovery efforts in this area will ensure accessible and safe biking, pedestrian, and recreational access for future public use and enjoyment.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: This action is consistent with the three pillars of HiAP.

Prepared By:

Kaylen Anderson
Law Fellow
Submitted By:

Tony Condotti
City Attorney
Approved By:

Matt Huffaker
City Manager

7.2 ATTACHMENTS:

1. RESOLUTION.DOCX

7.3 RESOLUTION NO. NS-XX,XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ EXTENDING THE LOCAL EMERGENCY DECLARATIONS IN CONNECTION WITH THE 2022/2023 WINTER STORMS AND 2023/2024 WINTER STORMS
WHEREAS, Government Code section 8630 authorizes the City Council or an official designated by ordinance to proclaim the existence of a local emergency; and WHEREAS, Santa Cruz Municipal Code section 2.20.030 empowers the City Manager, as the director of emergency services, to proclaim the existence or threatened existence of a local emergency when the City is affected or likely to be affected by a public calamity, subject to confirmation by the City Council at the earliest practicable time; and WHEREAS, on December 30 and 31st, 2022, the City of Santa Cruz experienced an atmospheric river storm rain event, followed by another powerful storm event on January 4 and 5th, 2023 (the “2022/2023 Winter Storms”). As a result of the 2022/2023 Winter Storms, flooding, debris from trees, and mud impacted the San Lorenzo River and adjacent areas, including the Tannery area, San Lorenzo Park, and the beach. The San Lorenzo River reached

22.1 feet. Rainfall amounts exceeded 7 inches in the mountains over a 24-hour period. The 2022/2023 Winter Storms resulted in flooding, downed trees, major infrastructure damage, and impacts to persons experiencing homelessness; and
WHEREAS, the County of Santa Cruz proclaimed the existence of a local emergency in the County on January 3, 2023 in response to the 2022/2023 Winter Storms; and WHEREAS, in light of the 2022/2023 Winter Storms and pursuant to his authority as Emergency Services Director, on January 4, 2023, the City Manager declared the existence of a local emergency (the “2022/2023 Emergency Proclamation”). At its January 10, 2023 meeting, the City Council adopted Resolution No. NS-30,085 declaring the existence of a State of Emergency in connection with the 2022/2023 Winter, confirming the 2022/2023 Emergency Proclamation; and
WHEREAS, the City Council has continued to review the need for the 2022/2023 Winter Storms emergency declaration and most recently adopted Resolution No. NS-30,452 at its March 25, 2025 regular meeting, further extending the declaration of emergency by 60 days; and
WHEREAS, a year after the 2022/2023 Winter Storms, on December 28 and 30th, 2023, the City of Santa Cruz experienced a large winter swell event involving significant rain and hazardous ocean conditions, causing an estimate of $2.5 million in damage along West Cliff Drive and the Santa Cruz Wharf, followed by atmospheric river storms throughout January and February 2024 (the “2023/2024 Winter Storms”). The 2023/2024 Winter Storms included significant rainfall on January 22, 2024 that contributed to flooding within the City of Santa Cruz and specifically to Cypress Point Apartments; and

7.4 RESOLUTION NO. NS-XX,XXX
WHEREAS, on January 30, 2024, the County of Santa Cruz Board of Supervisors ratified Local Emergency for the December 2023 Coastal Storms, as proclaimed by the County Administrative Officer as the Director of Emergency Services on January 3, 2024; and WHEREAS, in light of the 2023/2024 Winter Storms and pursuant to his authority as Emergency Services Director, on February 6, 2024, the City Manager declared the existence of a local emergency (the “2023/2024 Emergency Proclamation”). At its February 13, 2024 meeting, the City Council adopted Resolution No. NS-30,286 declaring the existence of a State of Emergency in connection with the 2023/2024 Winter Storms, confirming the 2023/2024 Winter Storms Emergency Proclamation; and
WHEREAS, the City Council has continued to review the need for the 2023/2024 Winter Storms emergency declaration and most recently adopted Resolution No. NS-30,452 at its March 25, 2025 regular meeting, further extending the declaration of emergency by 60 days; and
WHEREAS, at its September 10, 2024 regular meeting the City Council received an update from the Director of Public Works on the City’s response to the 2022/2023 and 2023/2024 winter storms. The City’s emergency response and recovery efforts remain ongoing and are expected to continue into Summer 2025, and potentially Summer 2026.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz (City Council) as follows:

A. That the City Council hereby declares that the local emergency declaration adopted at its January 10, 2023 regular meeting by Resolution No. NS-30,085, and extended on January 24, 2023 by Resolution NS-30,095, on March 14, 2023 by Resolution NS-30,116, on May 9, 2023 by Resolution NS-30,145, on June 27, 2023 by Resolution NS-30,166, on August 22, 2023 by Resolution NS-30,187, on October 10, 2023 by Resolution NS30,208, on November 28, 2023 by Resolution NS-30,239, on January 23, 2024 by Resolution NS-30,274, on March 12, 2024 by Resolution NS-30,296, on April 30, 2024 by Resolution NS-30,315, on June 25, 2024 by Resolution NS-30,349, on August 13, 2024 by Resolution NS-30,362, on October 8, 2024 by Resolution NS-30,393, on December 10, 2024 by Resolution NS-30,414, on January 28, 2025 by Resolution NS-30,428, and on March 25, 2025 by Resolution NS-30,452 shall be extended an additional sixty (60) days from its adoption pursuant to California Government Code Section 8630, et seq., by this Resolution; and
B. That the City Council hereby declares that the local emergency declaration adopted at its February 13, 2024 regular meeting by Resolution NS-30,286, and extended on April 9, 2024 by Resolution NS-30,311, on April 30, 2024 by Resolution NS-30,315, on June 25, 2024 by Resolution NS-30,349, on August 13, 2024 by Resolution NS-30,362, on October 8, 2024 by Resolution NS-30,393, on December 10, 2024 by Resolution NS30,414, on January 28, 2025 by Resolution NS-30,428, and on March 25, 2025 by Resolution NS-30,452 shall be extended an additional sixty (60) days from its adoption pursuant to California Government Code Section 8630, et seq., by this Resolution; and

7.5 RESOLUTION NO. NS-XX,XXX
C. This Resolution shall remain in full force and effect and shall thereafter terminate on the sixtieth (60th) day after its adoption, unless earlier terminated or further extended by subsequent City Council action.

PASSED AND ADOPTED this 13th day of May 2025 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

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

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

MINUTES OF A CITY COUNCIL MEETING
April 22, 2025
11:30 AM
Mayor Keeley opened the City Council Closed Session at 11:32 a.m. in a public meeting via Zoom and in Council Chambers, for the purpose of announcing the agenda, and receiving public testimony.

Roll Call

Present: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

Absent: Councilmember Brunner.

Staff: City Manager M. Huffaker, Assistant City Attorney C. Bronson, Deputy City Clerk Administrator J. Wood, City Clerk Administrator B. Bush.

Statements of Disqualification – None.

Assistant City Attorney C. Bronson asked Council to add a subsequent need item of Existing Litigation (Government Code §54956.9(d)(1)) in the matter of United States and State of California et al. ex rel. John Hendrix v. J-M Manufacturing Co., et al. (Case No. ED 5:06-cv-00055-GW-PJW). The information arose after the agenda was posted and action is needed before the next regular Council meeting.

MOTION: Councilmember Golder moved, seconded by Councilmember O’Hara, to add a subsequent need item of Existing Litigation to the Closed Session agenda.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

8.1 April 22, 2025 CITY COUNCIL MINUTES 7876
Public Comment
Mayor Keeley opened the public comment period at 11:34 a.m. There were no speakers. Mayor Keeley closed the public comment period at 11:35 a.m., at which time the meeting was closed to the public and Council adjourned to the Courtyard Conference Room.

Closed Session

1. Conference with Legal Counsel – Liability Claims (Government Code §54956.95) 1) Claimant: Michael Nation
2) Claimant: Marsha Joan O’Brien
3) Claimant: David Shuman and Becky Butler
4) Claimant: Steven Ross Kotecki
5) Claimant: Andrea R. Greenspan
Claim against the City of Santa Cruz
Council received a status report, took up under agenda item 18, and no reportable action was taken.

2. Conference with Labor Negotiators (Government Code §54957.6) SEIU Temporary Employees
SEIU Service Employees
Mid Managers, OE3
Supervisors, OE3
Fire Management
Fire, IAFF
Police Management
Police Officers Association
Executives
City Negotiator - Sara De Leon
Council received a status report from the City Negotiator, and no reportable action was taken.

8.2 April 22, 2025 CITY COUNCIL MINUTES 7877
Closed Session (continued)
Conference with Legal Counsel - Existing Litigation (Government Code §54956.9(d)(1))
United States and State of California et al. ex rel. John Hendrix v. J-M Manufacturing Co., et al.
(Case No. ED 5:06-cv-00055-GW-PJW)
By a vote of 6-0, with Councilmember Brunner absent, Council authorized the City to enter into a settlement agreement with the defendants. Upon approval of the settlement agreement by the defendants, the substance of that agreement will be made available upon request.

8.3 April 22, 2025 CITY COUNCIL MINUTES 7878
City of Santa Cruz
809 Center Street
Santa Cruz, California 95060

MINUTES OF A CITY COUNCIL MEETING
April 22, 2025
12:30 PM
Call to Order – Mayor Keeley called the meeting to order at 12:42 p.m. in Council Chambers.

Roll Call

Present: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

Absent: Councilmember Brunner.

Staff: City Manager M. Huffaker, Assistant City Manager M. Templeton (via Zoom), Assistant City Attorney C. Bronson, Director of Public Works N.

Nguyen, Chief of Police B. Escalante, Director of Planning and Community Development L. Butler, Director of Parks and Recreation T.

Elliot, Chief People Officer S. De Leon, Deputy City Manager II/Director of Economic Development and Housing B. Lipscomb, Chief of Fire R.

Oatey, Director of Finance E. Cabell, Director of Information Technology K. Morgan (via Zoom), Director of Water H. Luckenbach (via Zoom), Superintendent of Recreation T. Hedden-Jones, Superintendent of Parks M. Godsy, Development Manager B. Borguno, Police Sergeant J. Trog, Principal Transportation Planner C. Gallogly, Economic Development Manager R. Unitt, Housing and Community Development Manager J. de Wit, Housing Principal Management Analyst J. Mellor, Deputy City Clerk Administrator J. Wood, City Clerk Administrator B. Bush.

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

Oral Communications
At 12:43 p.m. Mayor Keeley opened Oral Communications for members of the public who wished to speak regarding items not listed on the City Council agenda.

Unidentified person spoke regarding events this weekend celebrating Vive Oaxaca in Santa Cruz County. Visiting musicians performed a song.

8.4 April 22, 2025 CITY COUNCIL MINUTES 7879
Oral Communications (continued)
Unidentified person spoke regarding Three Princes of Surf Park.

Unidentified person spoke regarding the Enhanced Infrastructure Financing District (EIFD) presentation provided at the March 25th City Council meeting.

Michael Spadafora spoke regarding the construction on the Murray Street Bridge.

Ann Simonton spoke regarding the 20-story buildings, claiming the Final Environmental Impact Report was rushed, and the public comments from the Draft Environmental Impact Report were not addressed.

Unidentified person spoke regarding national issues, traffic due to the construction on Murray Street Bridge, and referenced a sound ordinance.

Unidentified person spoke regarding drainage leaks, and large cracks at Hilltop Apartments.

Bradley Snyder spoke regarding parking for the new housing developments downtown and traffic routing alternatives.

Jazmine Venegas introduced herself as the Government Affairs Representative for PG&E, and informed Councilmembers she is available as a resource for them.

At 1:11 p.m. Mayor Keeley closed Oral Communications.

Presentations

3. Mayoral Proclamation Declaring May, 2025, as Affordable Housing Month Councilmember Shebreh Kalantari-Johnson read from a proclamation declaring May, 2025 as Affordable Housing Month.

4. Mayoral Proclamation Declaring the Week of May 4, 2025 as Professional Municipal Clerk Week
Councilmember O’Hara read from a proclamation declaring the week of May 4, 2025 as Professional Municipal Clerk Week. City Clerk Administrator B. Bush spoke.

8.5 April 22, 2025 CITY COUNCIL MINUTES 7880
Presentations (continued)

5. Mayoral Proclamation Declaring May 5, 2025, as London Nelson Day Councilmember Trigueiro read from a proclamation declaring May 5, 2025 as London Nelson Day. Superintendent of Recreation T. Hedden-Jones, and Historian Luna Bey spoke.

6. 2024 Commission for the Prevention of Violence Against Women and Santa Cruz Police Department Joint Annual Report
Karen Madura, Chair of the Commission for the Prevention of Violence Against Women, spoke and thanked Council for reviewing the report.

Presiding Officer's Announcements
Statements of Disqualification – None.

Additions and Deletions – None.

City Attorney Report on Closed Session – See pages 7876—7877 for the report.

Council Meeting Calendar

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

Consent Agenda
Councilmember Golder made a comment on items 17, 22, and 29.

Councilmember O’Hara made a comment on items 22 and 24.

Councilmember Newsome, Vice Mayor Kalantari-Johnson, and Councilmember Golder responded to Council questions regarding item 22.

Councilmember Kalantari-Johnson made a comment on items 15 and 22.

Councilmember Newsome made a comment on item 22.

Councilmember Trigueiro made a comment on items 13, 15, 20, and 24.

City Manager M. Huffaker responded to Council questions on item 13.

Superintendent of Parks M. Godsy responded to Council questions on item 24.

8.6 April 22, 2025 CITY COUNCIL MINUTES 7881
Consent Agenda (continued)
Mayor Keeley pulled items 14, 16, and 19 for further discussion.

Mayor Keeley opened the public comment period. The following person spoke:

James Ewing-Whitman spoke regarding item 22.

Mayor Keeley closed the public comment period.

MOTION: Councilmember O’Hara moved, seconded by Councilmember Golder, to approve the remaining Consent Agenda.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

8. Resolution Extending the Emergency Declaration in Connection with the December 2024 Municipal Wharf Emergency (CA/CM)
LOCATION: District 4
Resolution No. NS-30,460 was adopted extending by sixty days the Local Emergency Declaration in connection with the December 2024 Municipal Wharf emergency.

9. Minutes of the March 25, 2025 City Council Meeting (CC) LOCATION: None
Motion carried to approve as submitted.

10. Amendment of the City’s Conflict of Interest Code (CC) LOCATION: Citywide
Resolution No. NS-30,461 was adopted amending the current Conflict of Interest Code and rescinding all resolutions related to prior versions, including Resolution No. NS-30,364.

8.7 April 22, 2025 CITY COUNCIL MINUTES 7882
Consent Agenda (continued)

11. California Volunteers Youth Service Corps Grant (CM) LOCATION: Citywide
Motion carried to:
 Adopt Resolution No. NS-30,462 authorizing the City Manager to apply for, accept and execute agreements for the California Volunteers #CaliforniansForAll Youth Service Corps grant; and
 Adopt Resolution No. NS-30,463 amending the FY 2025 budget to appropriate $1,998,776 of funds into a project for the Monterey Bay Green Youth Service Corps.

12. Approval to Join the Declaration of Support for the Blue City Network (CM) LOCATION: Citywide
Motion carried to approve the inclusion of the City of Santa Cruz as an endorsing city on the Declaration of Support from Certified Blue Cities of California.

13. Severe Weather Shelter Program (CM)
LOCATION: Citywide
Motion carried to approve a Memorandum of Understanding with the County of Santa Cruz for $140,000 to support the operation of a Severe Weather Shelter Program from December 1, 2024, through March 31, 2025.

8.8 April 22, 2025 CITY COUNCIL MINUTES 7883
Consent Agenda (continued)

14. State Permanent Local Housing Allocation (PLHA) Commitment to the Downtown Library Affordable Housing Project (EDH)
LOCATION: District 4
Deputy City Manager II/Director of Economic Development and Housing B.

Lipscomb spoke.

Development Manager B. Borguno spoke and responded to Council questions.

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

Unidentified person
Sarah Beck
Kate Blessing-Kawamura
Rick Longinotti
Unidentified person
Cesar Plascencia
Mayor Keeley closed the public comment period.

Director of Finance E. Cabell responded to Council questions.

MOTION: Councilmember Newsome moved, seconded by Vice Mayor Kalantari-Johnson, to:
 Adopt Resolution No. NS-30,464 to commit funding from the California State Department of Housing and Community Development (“HCD”) Permanent Local Housing Allocation (PLHA) Program in an amount of $679,800 for Downtown Library Affordable Housing Project (DLAHP), an eligible affordable housing project;
 Authorize the City Manager, designee, or the Economic Development and Housing Director to execute related PLHA documents; and  Authorize staff from the Economic Development and Housing Department to submit the request for funds.

8.9 April 22, 2025 CITY COUNCIL MINUTES 7884
Consent Agenda (continued)

14. State Permanent Local Housing Allocation (PLHA) Commitment to the Downtown Library Affordable Housing Project (EDH) LOCATION: District 4 (continued)
ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

15. Coastal Conservancy Resilience Grant Program for the Santa Cruz Wharf Resilience Upgrades and Improvements Project (EDH)
LOCATION: District 4
Resolution No. NS-30,465 was adopted amending the Fiscal Year 2025 budget to appropriate funds, in the amount of $1,766,000, to the Wharf Resilience Improvements Project (c512501).

16. Resolution to Accept and Appropriate the Award from the State Affordable Housing Sustainable Communities (AHSC) Program for the Downtown Library and Affordable Housing Project (EDH)
LOCATION: District 4
Deputy City Manager II/Director of Economic Development and Housing B.

Lipscomb spoke.

Development Manager B. Borguno spoke and responded to Council questions.

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

Unidentified person
Sarah Beck
Kate Blessing-Kawamura
Rick Longinotti
Unidentified person
Cesar Plascencia
Mayor Keeley closed the public comment period.

8.10 April 22, 2025 CITY COUNCIL MINUTES 7885
Consent Agenda (continued)

16. Resolution to Accept and Appropriate the Award from the State Affordable Housing Sustainable Communities (AHSC) Program for the Downtown Library and Affordable Housing Project (EDH) LOCATION: District 4 (continued) Director of Finance E. Cabell responded to Council questions.

MOTION: Councilmember Newsome moved, seconded by Vice Mayor Kalantari-Johnson, to:
 Adopt Resolution No. NS-30,466 authorizing the City of Santa Cruz to execute the loan and grant documents and appropriate the grant award for the Downtown Library and Affordable Housing Project;
 Authorize the City Manager, or the Economic Development and Housing Director, to accept, and appropriate grant funds from the California Strategic Growth Council (SGC), as awarded, through the Round 7 State Affordable Housing and Sustainable Communities Grant Program (AHSC); and,
 Direct the City Manager or the Economic Development and Housing Director to negotiate, execute, enter into, and deliver any necessary contracts, agreements, documents, amendments, in a form to be approved by the City Attorney for the Downtown Library Affordable Housing Project, AHSC Grant and Loan awarded funds; and take any other actions necessary to implement the AHSC funded project(s), in an aggregate amount not to exceed the grant award of $33,502,820.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

8.11 April 22, 2025 CITY COUNCIL MINUTES 7886
Consent Agenda (continued)

17. Fire Consolidation Feasibility Study Memorandum of Understanding (MOU) between the City of Santa Cruz, Scotts Valley Fire Protection District, Central Fire District of Santa Cruz, and Santa Cruz Local Agency Formation Commission (FD)
LOCATION: Citywide
Resolution No. NS-30,467 was adopted authorizing and directing the City Manager to execute the Fire Consolidation Feasibility Study Memorandum of Understanding (MOU) between the City of Santa Cruz, Scotts Valley Fire Protection District, Central Fire District of Santa Cruz, and Santa Cruz Local Agency Formation Commission.

18. Liability Claims Filed Against the City of Santa Cruz (FN) LOCATION: None
Motion carried to reject the liability claims of 1) Michael Nation 2) Marsha Joan O’Brien, 3) David Shuman and Becky Butler, 4) Steven Ross Kotecki, and 5) Andrea R. Greenspan based on staff recommendation.

19. 2025 Parking Revenue Bonds for Public Parking Project as part of the Downtown Library Mixed Use Project (FN/PW/EDH)
LOCATION: District 4
Deputy City Manager II/Director of Economic Development and Housing B.

Lipscomb spoke.

Development Manager B. Borguno spoke and responded to Council questions.

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

Unidentified person
Sarah Beck
Kate Blessing-Kawamura
Rick Longinotti
Unidentified person
Cesar Plascencia
Mayor Keeley closed the public comment period.

Director of Finance E. Cabell responded to Council questions.

8.12 April 22, 2025 CITY COUNCIL MINUTES 7887
Consent Agenda (continued)

19. 2025 Parking Revenue Bonds for Public Parking Project as part of the Downtown Library Mixed Use Project (FN/PW/EDH) LOCATION: District 4 (continued) MOTION: Councilmember Newsome moved, seconded by Councilmember Trigueiro, to adopt Resolution No. NS-30,468 authorizing the issuance and sale of Parking Revenue Bonds to provide financing for a public parking garage in downtown Santa Cruz, authorizing the execution and delivery of a related Indenture of Trust, Official Statement and Bond Purchase Agreement, and approving related documents and actions.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

20. Award Third-Party Administrator Contract for Workers’ Compensation Administration Services (HR)
LOCATION: Citywide
Motion carried to:
 Award a contract to Sedgwick Claims Management Services, Inc. as the Third-Party Administrator of the City’s Workers’ Compensation program in the amount of $875,687.00;
 Authorize the City Manager to execute an agreement in a form approved by the City Attorney; and
 Authorize the Human Resources Director to execute amendments within the approved project budget.

8.13 April 22, 2025 CITY COUNCIL MINUTES 7888
Consent Agenda (continued)

21. Authorize the Purchase of Three Replacement Ford Explorer Police Interceptor Vehicles with Police Public Safety Impact Fee Funds (PD/PW) LOCATION: Citywide
Motion carried to:
 Adopt Resolution No. NS-30,469 amending the FY 2025 General Fund budget to purchase three Police patrol vehicles from the Public Safety Impact Fee Fund in the amount of $183,428.58; and
 Direct staff to proceed with the purchase through a cooperative purchasing agreement with the National Auto Fleet Group (Watsonville Ford, Watsonville, CA).

22. Santa Cruz Wharf Interim Repairs and Recovery (PR)
LOCATION: District 4
Motion carried to:
 Approve Council ad-hoc subcommittee’s recommended alternative #5 to perform near-term Wharf restoration, and award a contract to Moffat and Nichol Engineering in an amount not to exceed $100,000. Moffat and Nichol to develop plans and specifications;
 Direct staff to move forward with solicitation of bids to implement near term Wharf restoration consistent with alternative #5 which would restore the damaged end of the Wharf to bent 171;
 If sufficient funding from CalOES continues to be confirmed, authorize the City Manager to award bid to lowest responsive and responsible bidder and execute contract for Wharf restoration construction in a form approved by the City Attorney;
 Authorize the Parks and Recreation Director to execute change orders within the approved project budget; and
 Approve of the CEQA determination contained in this agenda report, including the application of the following statutory and categorical exemptions: Public Resources Code Section 21080, subd. (b)(2) relating to emergency repairs to public service facilities necessary to maintain service; CEQA Guidelines Section 15301 (Existing Facilities); Section 15302 (Replacement or Reconstruction); and Section 15303 (New Construction or Conversion of New Structures).

8.14 April 22, 2025 CITY COUNCIL MINUTES 7889
Consent Agenda (continued)

23. Sister Cities Regular Meetings Time Changes to Committee Bylaws (PR) LOCATION: Citywide
Motion carried to approve an amendment of the Sister Cities Committee bylaws that will change the regular meeting start time from 7:00 pm to 6:00 pm.

24. Award Contract for Grant Park Playground (PR)
LOCATION: District 1
Motion carried to:
 Award the Grant Park Playground equipment contract to Landscape Structures, Inc. (Delano, MN) in the amount of $288,991.47;  Authorize the City Manager to execute the contract in a form approved by the City Attorney;
 Authorize the Parks and Recreation Director to execute change orders with the approved project budget; and
 Approve of the CEQA analysis contained in this agenda report, including the application of CEQA Guidelines Section 15061 (Common Sense Exemption) and the following categorical exemptions: CEQA Guidelines Section 15301, (Existing Facilities); Section 15302 (Replacement or Reconstruction); Section 15303 (New Construction or Conversion of New Structures); and Section 15304 (Minor Alterations of Land).

25. Outside Repair Services to Citywide Assets – Budget Adjustment (PW) LOCATION: Citywide
Motion carried to:
 Adopt Resolution No. NS-30,470 to amend the FY 2025 budget to appropriate funds in the amount of 40,000 from the Mechanical Maintenance Fund for outside repairs to Citywide fleet assets; and  Authorize the Public Works Director to approve a change order with TEC Equipment (Los Angeles, CA) in the amount of 40,000 for outside repairs to Citywide fleet assets.

8.15 April 22, 2025 CITY COUNCIL MINUTES 7890
Consent Agenda (continued)

26. California Street Striping and Signage Improvement (PW) LOCATION: District 4
Motion carried to:
 Approve the design and installation of updated traffic striping and signage as part of the 2024 Pavement Rehabilitation Project (c400809) on California Street from Walnut Avenue to Laurel Street;
 Adopt Resolution No. NS-30,471 to approve the plans for the California Street Striping and Signage Improvements pursuant to Government Code Section 830.6; and
 Find the project Categorical Exempt under CEQA Guidelines 14 CCR Section 15301(c).

27. Boiler Control System Replacement Project (m409659) – Notice of Completion (PW)
LOCATION: District 3
Motion carried to accept the work of RF MacDonald Co. (Hayward, CA) as completed per plans and specifications and authorize the filing of the Notice of Completion for the Boiler Control System Replacement Project (m409659) and authorizing the Public Works Director to sign the Notice of Completion as the Owner’s Authorized Agent.

28. Wastewater Treatment Facility Digester 1 Cleaning (c401607) – Notice of Completion (PW)
LOCATION: District 3
Motion carried to accept the work of Ecology Parts, Inc. (Cerritos, CA) as completed per plans and specifications and authorize the filing of the Notice of Completion for the Wastewater Treatment Facility Digester 1 Cleaning (c401607) and authorizing the Public Works Director to sign the Notice of Completion as the Owner’s Authorized Agent.

8.16 April 22, 2025 CITY COUNCIL MINUTES 7891
Consent Agenda (continued)

29. Traffic Calming Pilot Program (c402404): Poplar, Seabright and Western Plan Approval, Environmental Determination: Categorical Exemption 14 CCR 15301(c) (PW)
LOCATION: Districts 1, 2, and 6
Motion carried to:
 Approve the project plans and specifications for the 2025 Traffic Calming Pilot Program (c402404) and authorize staff to bid and award the contract;  Adopt Resolution No. NS-30,472 to approve the plans and specifications for the 2025 Traffic Calming Pilot Program pursuant to Government Code Section 830.6; and
 Find the Improvements Categorical Exempt under CEQA Guidelines 14 CCR section 15301(c).

End Consent Agenda
Consent Public Hearings
Assistant City Attorney C. Bronson announced item 32 was previously requested to be pulled for further discussion.

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

MOTION: Councilmember O’Hara moved, seconded by Councilmember Trigueiro, to approve the remaining Consent Public Hearing Agenda.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

8.17 April 22, 2025 CITY COUNCIL MINUTES 7892
Consent Public Hearings (continued)

30. Implementation of Convenience/Service Fees on Credit Card Payments (FN) LOCATION: Citywide
Resolution No. NS-30,473 was adopted confirming credit card service fees (convenience fees) of 3.0% on eligible transactions as included in the FY 2025 Adopted Operating Budget, establishing and recovering credit card service charges, including setting limits on specific card payment types, and rescinding Resolution No. NS-29,399.

31. Resolution Reinstating an Approved Slope Variation for a Previously Approved Project at 1930 Ocean Street Extension and Rescinding Resolution No. NS 29,654 (PL)
LOCATION: District 5
Resolution No. NS-30,474 was adopted acknowledging the previously certified environmental impact report and rescinding Resolution No. NS-29,654.

32. Tax Equity and Fiscal Responsibility (TEFRA) Hearing and Resolution regarding Conduit Financing for the Downtown Library Affordable Housing Project (EDH) LOCATION: District 4
Mayor Keeley opened the public comment period. There were no speakers.

Mayor Keeley closed the public comment period.

Council conducted the public hearing under the requirements of the Tax Equity and Fiscal Responsibility Act (TEFRA) and the Internal Revenue Code of 1986, as amended (the “Code”).

MOTION: Councilmember Newsome moved, seconded by Councilmember Golder, to adopt Resolution No. NS-30,475 approving the issuance of taxexempt multifamily housing revenue bonds in an amount not to exceed $70,000,000 (the “Bonds”), by the California Municipal Finance Authority (“CMFA”) for the benefit of Eden Housing, Inc., a California nonprofit public benefit corporation (the “Sponsor”), on behalf of DTLMU Investors, L.P., a California limited partnership, or another ownership entity created by Eden DTLMU, LLC, a California limited liability company, its managing general partner, or by another affiliate of the Sponsor (such limited partnership or other ownership entity, the “Borrower”), to provide for the financing of the above-referenced project, such adoption to be solely for the purposes of satisfying the requirements of TEFRA, the Code and California Government Code Section 6500.

8.18 April 22, 2025 CITY COUNCIL MINUTES 7893
Consent Public Hearings (continued)

32. Tax Equity and Fiscal Responsibility (TEFRA) Hearing and Resolution regarding Conduit Financing for the Downtown Library Affordable Housing Project (EDH) LOCATION: District 4 (continued)
ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

Staff Assignments:

Councilmember Trigueiro: A consolidated chart or memo to show how the funding sources and uses for items 14, 16, 19, and 32 come together.

General Business

33. Receipt of AB 481 Annual Military Equipment Report, Renewal of SCMC Chapter

9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD) LOCATION: Citywide
Chief of Police B. Escalante introduced the item and responded to Council questions.

Police Sergeant J. Trog gave a presentation and responded to Council questions.

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

James Ewing-Whitman
Peter Gelblum
Mayor Keeley closed the public comment period.

8.19 April 22, 2025 CITY COUNCIL MINUTES 7894
General Business (continued)

33. Receipt of AB 481 Annual Military Equipment Report, Renewal of SCMC Chapter

9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD) LOCATION: Citywide (continued)
MOTION: Councilmember O’Hara moved, seconded by Vice Mayor Kalantari-Johnson, to:
 Receive the Santa Cruz Police Department’s (SCPD) Annual Military Equipment Report;
 Adopt Resolution No. NS-30,476 renewing Santa Cruz Municipal Code (SCMC) Chapter 9.90 pertaining to Assembly Bill (AB) 481 Military Equipment; and  Introduce for publication Ordinance No. 2025-07 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 addition of section 705.10 Use in Exigent Circumstances, and amended inventory of military equipment as defined by Assembly Bill 481 with the following amendments to section 705.10 of the Policy:

From:

In exigent circumstances and with the approval of the Chief of Police or his/her designee, the Police Department may utilize military equipment that is not included in this policy to promote the safety and security of community members. If the Department utilizes military equipment in such exigent circumstances, it must take all of the following actions:
 Immediately cease use of the military equipment once the exigent circumstances necessitating such use cease to exist.
 Include information about the use and the military equipment used, consistent with Government Code section 7072, in the Department’s next annual military equipment report.

To:

8.20 April 22, 2025 CITY COUNCIL MINUTES 7895
General Business (continued)

33. Receipt of AB 481 Annual Military Equipment Report, Renewal of SCMC Chapter

9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD) LOCATION: Citywide (continued)
MOTION (continued):
 Immediately cease use of the military equipment once the exigent circumstances necessitating such use cease to exist.
 Include Report to Council information about the use and the military equipment used, consistent with Government Code section 7072, in the Department’s next annual military equipment report within 30 days of the use of the military equipment.

AMENDMENT: Councilmember Golder requested to amend the language, “in consultation with the City Manager…” to, “notify the City Manager...” Councilmember O’Hara did not accept.

MOTION TO AMEND: Councilmember Golder moved, seconded by Mayor Keeley, to amend the motion language as follows:
 Receive the Santa Cruz Police Department’s (SCPD) Annual Military Equipment Report;
 Adopt Resolution No. NS-30,476 renewing Santa Cruz Municipal Code (SCMC) Chapter 9.90 pertaining to Assembly Bill (AB) 481 Military Equipment; and  Introduce for publication Ordinance No. 2025-07 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 addition of section 705.10 Use in Exigent Circumstances, and amended inventory of military equipment as defined by Assembly Bill 481 with the following amendments to section 705.10 of the Policy:

From:

8.21 April 22, 2025 CITY COUNCIL MINUTES 7896
General Business (continued)

33. Receipt of AB 481 Annual Military Equipment Report, Renewal of SCMC Chapter

9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD) LOCATION: Citywide (continued)
MOTION TO AMEND (continued):
 Immediately cease use of the military equipment once the exigent circumstances necessitating such use cease to exist.
 Report to Council information about the use and the military equipment used, consistent with Government Code section 7072, within 30 days of the use of the military equipment.

To:

In exigent circumstances and with the approval of the Chief of Police or his/her designee and will notify the City Manager or his/her designee as circumstantially feasible the Police Department may utilize military equipment that is not included in this policy to promote the safety and security of community members. If the Department utilizes military equipment in such exigent circumstances, it must take all of the following actions:
 Immediately cease use of the military equipment once the exigent circumstances necessitating such use cease to exist.
 Report to Council information about the use and the military equipment used, consistent with Government Code section 7072, within 30 days of the use of the military equipment.

After discussion, the motion to amend was amended as follows:

8.22 April 22, 2025 CITY COUNCIL MINUTES 7897
General Business (continued)

33. Receipt of AB 481 Annual Military Equipment Report, Renewal of SCMC Chapter

9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD) LOCATION: Citywide (continued)
MOTION TO AMEND (continued):
 Introduce for publication Ordinance No. 2025-07 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 addition of section 705.10 Use in Exigent Circumstances, and amended inventory of military equipment as defined by Assembly Bill 481 with the following amendments to section 705.10 of the Policy:

From:

In exigent circumstances and with the approval of the Chief of Police or his/her designee in consultation with the City Manager or his/her designee as circumstantially feasible the Police Department may utilize military equipment that is not included in this policy to promote the safety and security of community members. If the Department utilizes military equipment in such exigent circumstances, it must take all of the following actions:
 Immediately cease use of the military equipment once the exigent circumstances necessitating such use cease to exist.
 Report to Council information about the use and the military equipment used, consistent with Government Code section 7072, within 30 days of the use of the military equipment.

To:

In exigent circumstances and with the approval of the Chief of Police or his/her designee in consultation with shall notify the City Manager or his/her designee as soon as circumstantially feasible. If the Department utilizes military equipment in such exigent circumstances, it must take all of the following actions:
 Immediately cease use of the military equipment once the exigent circumstances necessitating such use cease to exist.
 Report to Council information about the use and the military equipment used, consistent with Government Code section 7072, within 30 days of the use of the military equipment.

8.23 April 22, 2025 CITY COUNCIL MINUTES 7898
General Business (continued)

33. Receipt of AB 481 Annual Military Equipment Report, Renewal of SCMC Chapter

9.90, and Policy Update Pertaining to AB 481 Military Equipment (PD) LOCATION: Citywide (continued)
ACTION: The motion to accept the amended motion carried with the following vote.

AYES: Councilmembers Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: Councilmember Trigueiro; Mayor Keeley.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

ACTION: The amended motion carried with the following vote.

AYES: Councilmembers Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: Councilmembers Trigueiro; Mayor Keeley.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

34. Bay Corridor Design Concept – California Street to High Street and Environmental Determination: Categorical Exemption: 14 CCR § 15301 (PW) LOCATION: Districts 3, 4, 5, and 6
Principal Transportation Planner C. Gallogly gave a presentation and responded to Council questions.

Assistant City Attorney C. Bronson announced that Councilmember Golder has a remote interest in recommendation #3 – the acquisition of property at Bayview Elementary School. Councilmember Golder is required to disclose her interest for the record but is still able to participate and vote on the item, so long as there are sufficient votes not counting hers.

Councilmember Golder announced she is employed by Santa Cruz City Schools as the Principal at Bay View Elementary and further explained she is not allowed to enter such contracts as that is handled by the cabinet for Santa Cruz City Schools.

City Manager M. Huffaker responded to Council questions.

8.24 April 22, 2025 CITY COUNCIL MINUTES 7899
General Business (continued)

34. Bay Corridor Design Concept – California Street to High Street and Environmental Determination: Categorical Exemption: 14 CCR § 15301 (PW) LOCATION: Districts 3, 4, 5, and 6 (continued)
Mayor Keeley opened the public comment period. The following people spoke.

Matt Miller
Leo Jed
Unidentified person
Mayor Keeley closed the public comment period.

MOTION: Councilmember O’Hara moved, seconded by Vice Mayor Kalantari-Johnson, to:
1) Approve the recommended Design Alternative of separated bi-directional bike lanes for the Bay Corridor between California Street and High Street; 2) Authorize the City Manager to negotiate and execute a Cooperative Agreement for Local Improvements Agreement with Caltrans in a form approved by the City Attorney;
3) Direct the City Manager, or designee, to negotiate with Santa Cruz City Schools to acquire property at Bayview Elementary School (APN 004-441- 24) for the project in accordance with Administrative Procedure Order 28; 4) Approve the CEQA analysis contained in the agenda report, including the applicability of the following CEQA exemptions: Pub. Res. Code § 21080.25(b)(1) (pedestrian and bicycle facilities that improve safety, access, or mobility); Class 1 (Existing Facilities) categorical exemption (14 CCR § 15301); Class 4 (Minor Alterations) categorical exemption (14 CCR § 15304); and Common Sense Exemption (14 CCR § 15061); and 5) Direct staff to return to Council, in a reasonable time frame in relation to emerging statewide legislation, with recommendations for local regulations and infrastructure enhancements specific to e-bike use, including but not limited to speed limits, rider age guidelines, helmet enforcement strategies, and signage improvements to ensure safe multimodal use.

FRIENDLY AMENDMENT: Mayor Keeley requested to add insurance and licensing to the staff direction. Councilmember O’Hara and Vice Mayor Kalantari-Johnson accepted.

8.25 April 22, 2025 CITY COUNCIL MINUTES 7900
General Business (continued)

34. Bay Corridor Design Concept – California Street to High Street and Environmental Determination: Categorical Exemption: 14 CCR § 15301 (PW) LOCATION: Districts 3, 4, 5, and 6 (continued)
ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

35. Economic Development Strategy Update and Recommendations; First Reading of Vibrancy Ordinance (EDH/CN)
LOCATION: Citywide
Deputy City Manager II/Director of Economic Development and Housing B.

Lipscomb introduced the item.

Economic Development Manager R. Unitt gave a presentation and responded to Council questions.

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

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

Garrett
Unidentified person
Judi Grunstra
Kyle Jordan
Mayor Keeley closed the public comment period.

MOTION: Councilmember Newsome moved, seconded by Councilmember Kalantari-Johnson, to:
1) Accept the Economic Development Strategy Update regarding downtown actions and direct staff to move forward on the additional recommended actions;

8.26 April 22, 2025 CITY COUNCIL MINUTES 7901
General Business (continued)

35. Economic Development Strategy Update and Recommendations; First Reading of Vibrancy Ordinance (EDH/CN) LOCATION: Citywide (continued) MOTION (continued):
2) Authorize the City Manager, or designee, to enter into temporary café license agreements to permit outdoor dining areas in nearby alleyways adjacent to business establishments;
3) Authorize the creation of the Movie Theater Retention Incentive Pilot Program;
4) Adopt Resolution No. NS-30,477 amending the FY 2025 budget to appropriate funds in the amount of $100,000 from the Economic Development Trust Fund for the 12-month Movie Theater Retention Pilot Program and 12-month Vacant Storefront Window Covering Pilot Program; 5) Introduce for publication Ordinance No. 2025-08 adding Chapter 5.84, “Vibrancy Ordinance”, to the Santa Cruz Municipal Code; 6) Approve the CEQA determination in this agenda report. More specifically, the proposed Council actions are not a “project” under CEQA. But if deemed a CEQA “project” the following exemptions apply: CEQA Guidelines Section 15307 (maintenance/enhancement of a natural resource); Section 15308 (maintenance/enhancement of the environment); Section 15301 (existing facility); and Section 15061(b)(3) (common sense exemption); and 7) Direct staff to return to Council by June 10th with options to streamline permitting process for new businesses in ground floor vacant spaces in commercial and mixed-use area, including pre-submittal interdepartmental meetings for applicants prior to plan check submittal, extension of the validity of use permits, and explore not imposing plan check and permit fees, with the goal of saving new business applicants time and money in the permitting process.

8.27 April 22, 2025 CITY COUNCIL MINUTES 7902
General Business (continued)

35. Economic Development Strategy Update and Recommendations; First Reading of Vibrancy Ordinance (EDH/CN) LOCATION: Citywide (continued) FRIENDLY AMENDMENT: Vice Mayor Kalantari-Johnson requested to add the following direction to staff:
8) Direct staff to include ‘interactive art’ as one of the alleyway activation options; and
9) Direct staff to come back to Council with an agenda item to appropriate $50,000 from the Economic Development Trust Fund for implementation of downtown activation events over the next 6—12 months.

Councilmember Newsome accepted.

FRIENDLY AMENDMENT: Councilmember Trigueiro requested to add:
10) Prioritize businesses serving youth and families in the downtown area.

Councilmember Newsome and Vice Mayor Kalantari-Johnson accepted.

FRIENDLY AMENDMENT: Councilmember O’Hara requested to amend #7 as follows:
7) Direct staff to return to Council by June 10th with options to streamline the permitting process for the first 20 business applicants new businesses in ground floor vacant spaces in commercial and mixed use areas, including pre-submittal inter-departmental meetings for applicants prior to plan check submittal, extension of the validity of use permits, and explore not imposing plan check and permit fees, with the goal of saving new business applicants time and money in the permitting process.

Councilmember Newsome and Vice Mayor Kalantari-Johnson accepted.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

8.28 April 22, 2025 CITY COUNCIL MINUTES 7903
Public Hearings

36. 2025-2030 Consolidated Plan, 2025 Program Year (PY) Annual Action Plan (AAP), 2021 PY AAP Amendment, and Community Participation Plan Amendment (EDH)
LOCATION: Citywide
Housing and Community Development Manager J. de Wit and Housing Principal Management Analyst J. Mellor gave a presentation and responded to Council questions.

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

Mayor Keeley closed the public comment period.

MOTION: Vice Mayor Kalantari-Johnson moved, seconded by Councilmember Trigueiro, to:
 Make initial funding recommendations for the 2025-2026 U.S. Department of Housing and Urban Development (HUD) Annual Action Plan for both Community Development Block Grant (CDBG) and HOME Investment Partnership Program (HOME) as part of the 2025-2030 Consolidated Plan and approve the California Environmental Quality Act (CEQA) determination contained in this agenda report. The Council’s action is exempt from CEQA review under (1) Class 1 Categorical Exemption (14 CCR 15301) for existing facilities, and (2) Common Sense exemption (14 CCR 15061);  Amend the Community Participation Plan (CPP) to reflect general changes to be in line with HUD policies and procedures, standardize legal ad noticing requirements, and other assorted changes;
 Publish and make available for public review the “Gateway to the Pacific Neighborhood Revitalization Strategy Area (NRSA) Plan” and the “City of Santa Cruz Housing Element Assessment of Fair Housing (AFH) and the Consolidated Plan Memo”; and
 Publish and make available for public review a substantial amendment to the 2024-2025 Annual Action Plan to reallocate $276,000 in HOME funds from the Downtown Library and Affordable Housing Project to a Future 100% Affordable Housing Project.

8.29 April 22, 2025 CITY COUNCIL MINUTES 7904
Public Hearings (continued)

36. 2025-2030 Consolidated Plan, 2025 Program Year (PY) Annual Action Plan (AAP), 2021 PY AAP Amendment, and Community Participation Plan Amendment (EDH) LOCATION: Citywide (continued)
ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

37. Public Safety Impact Fee Nexus Study and Proposed Fees Update (FD/PD) LOCATION: Citywide
Chief of Fire R. Oatey and Richard Ruiz, Manager with DTA, gave a presentation and responded to Council questions.

City Manager M. Huffaker responded to Council questions.

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

Mayor Keeley closed the public comment period.

MOTION: Councilmember Newsome moved, seconded by Councilmember Golder, to:
1) Adopt Resolution No. NS-30,478 approving the 2025 Public Safety Development Impact Fee Nexus Study and a new Public Safety Impact Fee Schedule for new residential and non-residential development at 80 percent of the proposed maximum allowable fee;
2) Introduce for publication Ordinance No. 2025-09 amending City of Santa Cruz Municipal Code Chapter 18.49 “Public Safety Impact Fees,” modifying section 18.49.050 Exemptions; and
3) Direct staff to assess full cost recovery (maximum allowable development impact fee) of the public safety impact fees within one year from final adoption of the ordinance and report back if necessary.

8.30 April 22, 2025 CITY COUNCIL MINUTES 7905
Public Hearings (continued)

37. Public Safety Impact Fee Nexus Study and Proposed Fees Update (FD/PD) LOCATION: Citywide (continued)
FRIENDLY AMENDMENT: Councilmember Golder requested to amend #1 as follows:
1) Adopt Resolution No. NS-30,478 approving the 2025 Public Safety Development Impact Fee Nexus Study and a new Public Safety Impact Fee Schedule for new residential and non-residential development at 80 100 percent of the proposed maximum allowable fee.

Councilmember Newsome accepted.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

NOES: None.

ABSENT: Councilmember Brunner.

DISQUALIFIED: None.

Adjournment – Councilmember Golder moved, seconded by Councilmember O’Hara, to adjourn. By consensus City Council adjourned at 6:09 p.m.

Respectfully Submitted:

Julia Wood, Deputy City Clerk Administrator
Attest:

Bonnie Bush, City Clerk Administrator
Approved:

Fred Keeley, Mayor

8.31 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: City Manager
SUBJECT: Collective of Results and Evidence-based (CORE) Investments FY23-24 Annual Report and Award (CM)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Accept the Collective of Results and Evidence-based (CORE) Investments Annual Report for FY23-24 (July 1, 2023-June 30, 2024) and status update on FY26-28 (July 1, 2025-June 30, 2028) CORE contracts;
2) Authorize the City Manager to execute Memorandum of Understanding (MOU) with Santa Cruz County, and direct staff to collaborate with the County to finalize agreements for all grant awards and set-aside funds that were approved by the City Council on November 19, 2024; and 3) Establish an ad-hoc committee to explore the City's future role in the CORE program after the current three-year cycle concludes, including development of options for an independent City community funding program for Council consideration.

BACKGROUND: The CORE (Collective of Results and Evidence-based) Investments program is a City-County partnership that funds equity-focused, evidence-based services designed to improve community well-being.

On November 19, 2024, the City Council (Council) approved $1.08 million in funding for the FY26-28 CORE grant cycle (July 1, 2025 – June 30, 2028), as part of a $5.96 million total allocation with Santa Cruz County. Staff were also directed to return with updates on award outcomes, contract execution, and process improvements.

The Council directed staff to return by April 30, 2025, with an update on contract execution and lessons learned. However, the County postponed its full report to the Board of Supervisors (Board) due to federal and state fiscal uncertainty, which may affect human services budgets.

The County’s update, including the City-County MOU, was presented to the Board on April 29, 2025.

9.1 DISCUSSION: CORE Investments is an equity-centered collective impact model grounded in eight CORE Conditions of Health and Wellbeing that support the ability of individuals and communities to thrive. The model informs County and City funding for community-based supportive services through a shared outcome and accountability framework.

For the FY26-28 grant cycle, the County contributed approximately $4.88 million in General Fund, and the City of Santa Cruz contributed $1.08 million, for a combined total of $5,958,853 to support CORE priorities. On April 30, 2024, the Board approved allocating $1.5 million of this total to support the CORE Condition of Stable and Affordable Housing. The remaining $3,790,025 was distributed through a competitive Request for Proposals (RFP) process focused on three prioritized CORE Conditions: Lifelong Learning and Education, Thriving Families, and Healthy Environments. An additional $668,828 was reserved for elected officials to allocate toward unfunded or emerging community priorities.

On November 19, 2024, HSD presented the results of the RFP to the Council and Board, including a list of recommended awards. Both bodies approved the recommended awards, with a modest 5% reduction in total allocations. Elected officials identified additional programs to receive support from the set-aside funding. The Council recommended and approved $36,756 for each of the following organizations:
• Boys & Girls Club – Project Learn
• Coastal Watershed Council – Watershed Rangers
• Walnut Avenue Women & Family Center – Early Education Care Center • Santa Cruz Toddler Center – Toddler Care Center
• Community Bridges – Meals on Wheels
• Dientes – Senior Care
At the meeting, City staff were directed to coordinate with HSD to return by April 30, 2025, with a program update, including the status of new and existing contracts, an updated MOU between the City and County, and a draft Lessons Learned Framework for evaluating the CORE model.

Due to fiscal uncertainty at the federal and state levels which affect local service planning, HSD postponed the full update to the Board which had been originally scheduled for April 29, 2025.

Instead, during the April 29 Board meeting, the following actions were taken:

9.2 1. Accepted and filed the CORE Investment Annual Report for FY23-24 and provided a status update on the FY26-28 CORE contracts; and

2. Approved the updated agreement between the City and County of Santa Cruz regarding CORE funding and contract administration.

Additionally, the Board established a Subcommittee tasked with reviewing the CORE funding process. This Subcommittee will collaborate with community stakeholders to present recommendations for a revised safety net services funding program by August 2026.

City staff will proceed with the execution of grant agreements with the County, and will return to Council at a future date with:
• An update on new and existing CORE contracts; and
• An analysis of how CORE and other City-funded community programs align with the City’s Strategic Plan and the work of Council Committees and advisory bodies CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This action is not a CEQA project as it pertains to the allocation of existing funding for services and programs that do not result in new construction or physical environmental impacts.

HEALTH IN ALL POLICIES (HiAP): The CORE program advances the City’s HiAP goals by embedding equity, sustainability, and public health in funding decisions. It prioritizes services for low-income residents, communities of color, children, older adults, and others facing systemic barriers. CORE emphasizes sustainable, evidence-based solutions that strengthen organizational capacity and community resilience. Public health outcomes are improved through funding for housing stability, food access, mental health care, and youth programs. These efforts contribute to a more equitable, healthy, and sustainable Santa Cruz.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: Yes

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: Yes FISCAL IMPACT DESCRIPTION: This action authorizes the allocation of $1.08 million from previously approved General Fund allocations for the CORE program. Staff will work on identifying funding to support any additional program commitments during the FY26 budget development process. No new appropriations are needed at this time. No new budget actions are requested at this time.

Prepared By:

Larry Imwalle
Homelessness Response
Manager
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. FY23-24 CORE ANNUAL REPORT.PDF

2. FY26-28 CITY-COUNTY CORE MOU.PDF

9.3 9.4
Collective of Results and Evidence-based (CORE) Investments is both a funding model and a community movement focused on a unified, collective impact approach to address inequities faced by underserved and vulnerable populations of Santa Cruz County. In fiscal year (FY) 2023-2024, 41 agencies representing 57 contracted programs served over 120,000 people with dedicated services and activities to meet community needs across the CORE Conditions for Health and Well-Being.

This year, CORE-funded programs increased the
number of participants served and collectively
improved in meeting their contracted goals and
program outcome metrics when compared to the
previous year. The CORE programs’ activities and
services included:

CORE Highlights
• A total of124,568 participants received CORE-funded services, surpassing last FY’s total by over 16%.
• 92% of programs met their participant-satisfaction goal. Collectively, 7,833 more participants were surveyed than the previous FY.
• 85%ofprograms,a 4% increase from the previous FY, met their Better-Off goal that measures if participants were better off after receiving services. • A total of 157 unique services/activities were provided through CORE funded programs.
• CORE programs achieved higher success in meeting their overall goals across all 7 CORE Conditions of Health and Well-being compared to the previous FY.

This report will highlight the work of the CORE funded programs, demonstrate the community impact andreach, explore challenges, and acknowledge the opportunities for continued improvement.

Physical
and
Mental
Health
Food
security
and
nutrition
Housing
support
and
Economic
literacy
Children
and youth
Legal mentorship
assistance
and
advocacy
Inclusion in
recreational
spaces
Gender
affirming
services
CORE InvestmentsAnnual Report Fiscal Year 2023-2024
ExecutiveSummary
Equity Promotion
CORE programs reported on how they
promoted equity amongst their staff
and in their programming.
40 programs provided equitytrainings such asdiversity, equity and inclusion(DEI), Cultural Sensitivity, and
Internal Bias.

Several programs reported increasing
their staff to reflect the community
served, while other programs
implemented internal equity
workgroups.

More information on pg.13

9.5 Table of Contents
Background ...................................................... 1 CORE Pillars: Data, Evidence, and Equity..................................................................2 Methodology..................................................... 3 Findings ............................................................ 3 CORE Participant Data Discussion...........................................................................4 Challenges in Collecting Program and Participant Data.......................................10 CORE Results and Outcomes ................................................................................10 Challenges In Meeting CORE Goals.......................................................................12 Equity....................................................................................................................13 Technical Assistance Needs .................................................................................14 Conclusion and Next Steps ................................. 15 Appendices..................................................... 16

9.6

Page 1 ends

Background
CORE Investments is a funding model and a movement to achieve equitable health and well-being in Santa Cruz County using a collective impact, results-based approach that is responsive to community needs. In November 2021, The Santa Cruz County Board of Supervisors (BoS) along with the Santa Cruz City Council (Council) approved the release of the CORE Request for Proposals (RFP) to provide evidence-based services linked to specific community-level results. The RFP included a framework guided by multiple stakeholder engagements and input.1 The RFP centered on advancing the CORE Conditions of Health and Wellbeing and explicitly incorporated equity by having applicants select an equity-focused target for their activity or program.

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

Table 1: CORE Funding Tiers and Grant Amounts
Tier Grant Amounts
Targeted Impact $795,000
Large $150,001-$450,000
Medium $25,001-$150,000
Small $5,000-$25,000
Grants at higher funding levels had higher reporting requirements for their equity-based outcome metrics. Additionally, those in the Targeted Impact tier were asked to address racialequityexplicitlybut could choose to focus on other dimensions of equity as well.

In June 2022, the BoS along with the Council approved $5.9 million in funding for CORE Investments to be distributed to 41 nonprofit and public agencies representing 57 programs that provide a variety of services for populations that typically experience the greatest barriers to health and well-being. This annual report will review and summarize the data submitted by CORE programs via a results-based framework, explore challenges and outcomes, and demonstrate the commitment to actionable equity in the second year of the CORE Investments 2022-2025 funding cycle. 1 An in-depth review of the RFP process can be found in the following link: 2023 CORE Lessons Learned Report

9.7

Page 2 ends

CORE Pillars: Data, Evidence, and Equity
Since 2017, CORE has used the Results-BasedAccountability(RBA) framework to collect data on the funded programs, however in previous funding cycles certain data analyses were limited due to challenges with aggregating data. For more information about the RBA framework please visit the Clear Impact website. In the previous iteration agencies were allowed to collect RBA metrics independently which made aggregating them across programs difficult. This resulted in new data collection requirements forthe current funding cycle. Programs are required to collect data on a series of shared demographics and quality measurements to help demonstrate community reach and impact. Programs submitted annual reports through an online portal to the Santa Cruz County (County) Human Services Department (HSD), the County’s administrative body of CORE Investments.

The RBA framework requires funded programs to report on:

Equity is a central component of CORE, and this multi-agency approach aims at addressing the root causes of inequities and providing the opportunity for all populations in the County to thrive. During this funding cycle, CORE-funded programs identified an equity dynamic their program addressed and in the annual reporting it was a requirement to provide an update on how their program was promoting equity within their work.

Participant Success Story
I have seen that being inside a classroom with students who depend on me has given me a new perspective on myself and how I'm able to help others. • How much are programs/services able to achieve:
o Activities- How many services are provided.
o Unduplicated Participants - The number of people served and their demographics.
• How well are programs/services provided:
o Quality Survey - All programs will conduct a participant survey asking how satisfied individuals are with the services they received.
• Is anyone better off because of the program/services:
o Outcome Indicators - All programs are required to collect data on whether individuals are better off due to the services received.

9.8

Page 3 ends

Methodology
HSD staff collected all CORE annual reports via a web-based data collection tool, reflecting program activities from July 1, 2023-June 30, 2024, and summarized the qualitative and quantitative data from all CORE reports.2 This data was coded, analyzed, and summarized to document program outcomes, challenges, participant success stories and areas for improvement. In addition, the data was compared with the first FY of the CORE funding cycle. HSD has provided a web-link of all of 57 COREfunded programs’ annual progress reports in Appendix B of this report.3 The following section highlights aggregated data from the annual progress reports using the RBAframework (click on the link for more information). One limitation of this analysis is that program reporting varies across all 57 programs due to each program creating unique goals and outcome indicators based on the services they provide. For example, one program may report on delivering meals, while another program reports how many counseling sessions they provided. These differences exist across all CORE programs. HSD continues to work with programs to improve data collection and methods of evaluation to assess the impact of CORE. For a summary of all CORE Annual program results, see Appendix A.

Findings
This section focuses on the reported quantitative and qualitative data of the 57 COREfunded programs, examining participants, outcomes, equity efforts, and technical assistance needs. The CORE programs largely met their metric goals while also demonstrating overall improvements across multiple demographic goals. This section will also explore the challenges programs experienced in collecting demographic data and meeting their contracted goals.
2 The call out boxes included in this report are from the success, challenges, and equity sections submitted by programs in their reports. Client names in Success Stories have been changed to protect the identity of individual(s).
3 In FY 22-23, there were 58 CORE funded program reports due to one program providing two separate reports for its two program components; this FY 23-24 that program provided one overall program report.

Participant Success Story
…Lacking a bank account and understanding of the financial system, she felt constrained by her circumstances. Upon completing the six-month program..(she) gained crucial financial knowledge…and now envisions launching her own baking business.

9.9

Page 4 ends

CORE Participant Data Discussion
In FY 23-24, the second year of the funding cycle, CORE programs collectively met most of their goals and displayed improvements when compared to the previous FY. Notably, CORE programs also met, and in some cases exceeded, most of their collective participant demographic goals. CORE programs set participant goals and collected demographic data on age, race/ethnicity, gender, language, and residence (by county region).

The ability of CORE programs to improve and successfully meet most of their collective goals this FY can be attributed to various factors. These include being more established in the second year of their program implementation, not responding to the previous FY’s flooding disaster in South County, and equity efforts in both FY’s which included a focus on community-representative staffing and program accessibility.

Although the collective of CORE programs demonstrated an improvement in meeting their RBA metrics and participant goals when compared to the previous FY, CORE programs also reported challenges in collecting participant data, specifically around survey responses and participant engagement. These data collection challenges will be explored later in this report.

In FY 23-24, CORE programs served 124,568participants4 across all programs, which reflects over 15%more than the 108,022 contracted annual goal. In the previous FY, CORE programs served just over 5% more of the annual participant goal. CORE programs also met and surpassed many of their collective participant demographic goals and improved in multiple categories when compared to FY 22-23.

Graphs 1-5 in the following pages, provide a visual breakdown of the participant demographic data provided in the annual reports of the 57 CORE funded programs. For a complete review of FY 23-24 CORE aggregated data and demographic summaries, see Appendix A.
4 Programs reported on unduplicated participants, however there is the chance that participants may attend more than one CORE funded program. Additionally, some demographic charts do not equal 124,568 because demographics were reported in percentage of participants served, leading to rounding differences.

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As shown in Graph 1 below, CORE funded programs served individuals throughout Santa Cruz County in FY 23-24. The largest number of participants lived in Watsonville (42,903 or 34%), followed by the City of Santa Cruz (39,733 or 32%). This contrasts with FY 22-23 with Watsonville accounting for 43% of participants and the City of Santa Cruz with 23%.

This distinction might be due to the atmospheric rivers of 2023, where several programs reported having to increase services in South County due to flooding. Notably, in the previous FY CORE programs reported a total of 14,926 participants in the Unknown/Other resident-category with only 1,547 participants in the same category this FY.

Graph1:

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Graph 2 displays CORE programs by race/ethnicity. Most individuals served identified as Latino in FY23-24, accounting for 58,749 (47%) of total CORE participants followed by individuals who identify as White (40,543). In FY 22-23, 60,819 (57%) of total participants, identified as Latino. The 10% difference this FY may be a result of the weather events which brought more services to South County in the prior FY, and all CORE programs having the ability to fully implement their services and improve data collection in year 2 of the funding cycle. The two demographic groups for which the anticipated numbers were not met in FY 23-24 were the African American and Multi racial group. However, this FY the collective of CORE programs met a higher percentage of their demographic goals compared to the previous FY, with a 2% increase in the African American group and a 3% increase in the Multi racial group. For a complete data analysis of CORE participant demographics, view Appendix A.

Graph2
5 :
5 Because participants could select multiple race or ethnicities, this chart total does not equal 124,568.

Participant Success Story
(A parent) shared that the only time that they had been able to connect as a family was during the workshop sessions. The sessions had brought them together.

Participating youth shared that attending the workshops supported them (in making) connections and they did not feel so alone.

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CORE programs served individuals across the age spectrum, as shown below in Graph 3, with the most individuals served being aged 19-59 (47%), followed by children and youth aged 6-18 (23%), adults aged 60+ (18%), and children aged 0-5 (9%).

Graph 3:

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In this funding cycle, CORE programs were asked to collect expanded gender data in an effort to capture community impact across various groups. As shown in Graph 4 below, the majority of CORE participants identified as female (69,104 or 55%), consistent with the first year’s outcome in this category.

Graph 4:

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In FY 23-24, 57,725 or 46% of CORE-funded participants indicated their primary language as English and 50,535 or 41% indicated Spanish, illustrated in Graph 5. This is a significant shift from last year where 65% of CORE participants indicated English as their primary language and 32% Spanish. In the previous FY’s annual reporting, a significant number of CORE programs highlighted their efforts in recruiting bilingual/bicultural staff to make their program services more accessible.

Graph 5:

Equity Efforts
Our intern program for bilingual/bicultural Master(s) in Social Work (MSW) supports the development of career pathways for BIPOC (Black, Indigenous, People of Color) and Spanish-speaking healthcare workers. This helps ensure that the families we serve receive care from professionals who understand their language and cultural background.

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Challenges in Collecting Program and Participant Data
This funding cycle's changes and requirements in data collection presented challenges in both years for CORE programs. These challenges often occurred in the collection of participant surveys and participant demographics data. • A total of 28 programs (49%) reported challenges in collecting program or participant data. Of those 28 programs:
o 14 programs reported specific challenges with participant survey response rates including lack of participant engagement and staff constraints to be able to assist in filling out surveys o 8 programs shared how some participants raised privacy concerns about their information and/or hesitancy about where and how the data will be used
o Other programs reported technical issues with their data collection tools including not able to accurately capture responses due to data entry errors or operational issues.

HSD staff will work with organizations to support programs in addressing these challenges during the next FY.

CORE Results and Outcomes
In this funding cycle, reporting requirements were created to establish shared measurements across the CORE funded programs to demonstrate community reach and impact. The 57 CORE programs’ services vary widely (from delivering meals to providing after-school art programs) so each program set goals using an RBA framework that could be aggregated to understand the overall impact of CORE funding.

Each program established one Unduplicated Participants goal, while for Activity,HowWell, andBetter Off categories, programs could select multiple goals. For example, Table 2 on the next page shows that in FY 23-24, 92% of the participant-satisfaction (How Well) goals and 85% of the better-off goals, were metby the collective of CORE programs. Tables 2- 4 below also include a ‘Change Indicator’ column signifying if the percentage of that specific goal (% Goal Met) increased (up arrow), decreased (down arrow), or stayed the same (horizontal line) from the previous FY.

Agency Success Story
Our ability to refer clients with acute complex traumas to our therapists has been one of the greatest supports for our direct services.

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Table 2:

CORE Programs Met the Majority of Their RBA Goals
RBA Framework CORE Goal Area
Number
of Goals
Goals
Met
FY 22-23
%Goal Met
FY 23-24
%Goal Met
Change
Indicator
How Much
Participant Goals 56* 40 70% 71% ↑
Activity Goals 157 118 75% 75% ─
HowWell Quality (Survey)
Goals 62 57 95% 92% ↓
Better Off Better Off Goals 146 124 81% 85% ↑
Total Goals 421 342 79% 81% ↑
*One program did not have a contracted Unduplicated Participant goal As shown in Table 2, COREprogramsmetthemajorityoftheir overall goals across the RBA metric framework while also increasing their met goals percentage in most categories when compared to the previous FY.

As mentioned earlier, during this FY the collective of CORE programs reported significant achievements including serving 124,568participants, surpassing their annual participant goal by 15%. The collective of CORE programs also met or improved in most of their Participant Demographic goals with noteworthy accomplishments in the demographic goals of participant age and location. For example, Graph 1 above illustrated that programs exceeded their participant goals by location with Table 3 demonstrating programs also made significant improvements in these goals when compared to the previous FY.

Table 3:

Participant Location Goals Met by FY
Participant Residence
FY 22-23
% Goal Met
FY23-24
% Goal Met
Change
Indicator
Watsonville 129% 116% ↓
Santa Cruz 77% 117% ↑
Unincorporated Mid- County (e.g.,
Live Oak, Soquel, Aptos) 86% 99%
↑
Unincorporated South
County (e.g., Freedom) 67% 109%
↑
Unincorporated San Lorenzo
Valley (e.g., Ben Lomond) 77% 110%
↑
Scotts Valley 49% 109% ↑
Capitola 46% 112% ↑
Unincorporated North
County (e.g., Davenport) 40% 103%
↑

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Table 4 below also demonstrates that CORE programs collectively provided services to more people in each age group than was anticipated in this FY and made noteworthy improvements in meeting their goal when compared to the previous FY.

Table 4:

Participant Age Goals Met by FY
Participant Ages FY 22-23 %Goal Met FY23-24 %Goal Met Change Indicator 0-5 94% 106% ↑
6-18 87% 103% ↑
19-59 128% 129% ↑
60+ 81% 101% ↑
It’s worthwhile to note that 3 CORE programs collectively contributed in serving the most number of CORE participants during this FY 23-24. Two of the programs provided services dedicated to food access and nutrition, and the other program provided free or low-cost oral health services. To review more CORE aggregated data of all 57 programs, go to Appendix A of this report.

Challenges In Meeting CORE Goals
Not all programs were able to meet their goals in this FY 23-24.In the annual reports, programs were asked to describe challenges they experienced in implementing their CORE funded services/activities during the FY. The challenges reported ranged from lack of staffing and retention to participant engagement issues.

In total, 45 programs reported facing challenges in implementing their CORE program services. The challenges included:
• 12 programs (27%) reported staffing challenges, including staff recruitment and retention, as well as onboarding of new staff requiring additional time and training.
• 12 programs (27%) reported operational challenges such as not being able to find a permanent program location or not having enough transportation for field trips. Another program shared issues with their multi-agency referral process limiting their services.

Agency Success Story
This year we had 40 youth(s) participate in the Summer Service Institute, volunteering 20 or more hours each. We also expanded the program to include one week during spring break with an additional 8 youth(s) participating.

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• 9 programs (20%) reported challenges related to participant recruitment/engagement specifically around timing of events including afterschool presentations and seasonal agricultural work cycles. • 9 programs (20%) reported that high demand for services and not enough resources was a major challenge, including an increase of after school participants with limited staffing, rental assistance with limited funding sources, and increasing food costs with more participants enrolled in food delivery programs.

Other programs reported having to reschedule their intended programming due to weather related issues.

HSD staff will continue to engage with programs to better understand their challenges and work towards meeting their contracted goals.

Equity
All 57 programs integrated an equity component within their scope of work addressing how they would enhance equity within their program services and amongst their staff. Prioritizing equity is a means to exposing barriers of access and being able to recognize personal biases that potentially limit or exclude certain populations from engaging with program services.

All CORE-funded programs were asked to report on how their organization promoted equity during this FY. The annual reports reflected:
40programs (70%) provided equity-focused work trainings that included:
o Diversity, Equity, and Inclusion (DEI)
o Cultural Awareness
o Internal Bias
o Racial Equity
o Other trainings focused on Gender Identities, Trauma Informed Care, and Justice Equity
23 programs (40%) reported on the accessibility of their services which included culturally responsive program material, language services including Mixteco, and having staff that reflects the community they serve such as bilingual, bicultural, lived Agency Challenge
We have encountered the challenge of getting a satisfying number of attendees at our ETS (Ending the Silence) presentations for Parents in Spanish at schools.

Some parents have expressed that it can be difficult to find time in the evenings to attend.

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experience, and diverse gender identities.

The targeted impact program is required to address racial equity and reported:
“All staff, including organizers and external consultants, participated in racial equity trainings that were well-received. The sessions provided a valuable platform for connecting, discussing challenges, and collaboratively developing solutions. Tools like "commitment behind the complaint" and "speaking powerfully for change" facilitated new perspectives on our work and improved communication with community members, particularly in challenging situations.” Technical Assistance Needs
As part of CORE’s commitment to continuous improvement, programs were asked about technical assistance needs and their participation of CORE Institute6 trainings.

Nearly 74% of CORE-funded programs reported they did not currently require technical assistance with data collection, a 14% improvement from the previous FY.

However, the remaining 26% of programs reported a need for technical assistance to support data collection activities, including:
• Support with collecting demographic data.
• Support with survey data tools such as data templates and electronic/mobile compatible versions.
• Trainings and assistance in increasing survey responses. • More clarity on the different data-categories on the survey.

The CORE Institute provided learning sessions and trainings on various subject matters including data collection, grant writing, and equity focused work. This FY, over 77% of programs, a 7% increase from FY22-23, reported their staff participated 6 The CORE Institute is a learning hub for evaluating and sharing innovative, resultsbased approaches across multiple networks to create equitable health and well-being in Santa Cruz County.

Participant Success Story
…(sisters) from a low-income Latino immigrant family, eagerly participate in our free dance and music classes, a service funded through this contract. Private lessons were unaffordable, but through our program, they both found a welcoming community and a passion for cultural arts.
to attend. presentations

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in a CORE Institute event, such as CORE Coffee Chats and Conversations.

CORE Institute trainings are no longer available, though HSD is exploring ways to continue offering trainings and develop technical assistance to address CORE programs’ needs.

Conclusion and Next Steps
In the second year of the current funding cycle, CORE programs continued in their collective impact approach to address inequities faced by the underserved and/or vulnerable populations of Santa Cruz County. CORE programs were able to serve more participants this year than in the previous FY. Notably, in this FY the collective of CORE programs were able to demonstrate overall improvements across program outcome metrics and showed their impact on the people of Santa Cruz. Additionally, CORE-funded programs increased their capacity to design, measure, and report on their program services and outcomes.

While room for improvement remains, HSD will continue to support and work closely with funded organizations and assist them in meeting their goals.

Next steps include:
• HSD staff will explore how to best assist programs with data collection and implementing program services based off the reported challenges. • HSD staff will explore resources within the county and in the community for trainings and learning sessions for CORE programs.
• HSD will plan on how to best gather information from CORE programs in this final year of the current funding cycle. HSD will utilize this information to enhance CORE and is committed to continuous quality improvement. • HSD will continue to collect and aggregate data from programs through semiannual and annual reporting with a focus on the collective of CORE programs and the RBA framework outcome measures.

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Appendices
Appendix A: CORE Annual Report Data Summary
Each Table will have a Change Indicator column with an arrow representing if the percent of that specific goal (% of Goal) increased (up arrow), decreased (down arrow) or stayed the same (horizontal line) when compared to FY22-23.

Participant Demographics
Totals exceeds 124,568 due to variations and goal settings of each CORE program.

Table 1: Participant Ages (round up method used)
Participant
Age
CORE FY 23-24
Goal
FY 23-24
Served
% of
Participants
Served
% of Goal
Met
Change
Indicator
0-5 10,524 11,108 9% 106% ↑
6-18 27,614 28,504 23% 103% ↑
19-59 45,244 58,159 47% 129% ↑
60+ 22,340 22,534 18% 101% ↑
Unknown 2,760 4,262 3% 154% ↑
Total 108,022 124,568 100% 115% ↑
Table 2: Participant Primary Language
Participant
Language
CORE FY 23-24
Goal
FY 23-24
Served
% of
Participants
Served
% of Goal
Met
Change
Indicator
English 73,051 57,725 46% 79% ↓
Spanish 32,328 50,535 41% 156% ↑
Other 1,745 1,743 1% 100%
↓
Unknown n/a 14,564 11% n/a n/a
Total 108,022 124,568 100% 115% ↑
.

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Table 3: Participant Race/Ethnicity*
Table 4: Participant Gender
Participant Gender CORE FY 23-24
Goal
FY 23-24
Served
% of
Participants
Served
% of Goal
Met
Change
Indicator
Female 59,035 69,104 55% 117% ↑
Male 47,663 54,530 44% 114% ↑
Nonbinary 421 248 0% 60% n/a
TransgenderFemale 235 224 0% 95%
↑
Transgender -
Male 246 121 0% 49%
↓
Other 23 136 0% 591% ↑
Unknown n/a 503 0% n/a n/a
Total 108,022 124,568 100% 115% ↑
Participant
Race/Ethnicity
CORE FY 23-24
Goal
FY 23-24
Served
% of
Participants
Served
% of Goal
Met
Change
Indicator
Latino 49,692 58,74 47% 118% ↓
White 37,894 40,543 33% 107% ↓
Unknown n/a 740 0% n/a n/a
Asian 2,778 4,491 4% 162% ↑
Multi racial 12,598 2,402 2% 19% ↑
African American 1,956 1,266 1% 65% ↑
Native
American/Alaskan 293 1,093 1% 373% ↑
Other 2,468 3,089 2% 125% ↑
Native
Hawaiian/Pacific
Islander
246 1,012 1% 411% ↑
Total 108,022 124,568 100% 115% ↑
*Totals exceed 124,568 due to “select all” option for survey respondents

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Table 5: Participant Residence
Participant Residence CORE
FY 23-24
Goal
FY 23-24
Served
% of
Participants
Served
% of Goal
Met
Change
Indicator
Watsonville 36,997 42,903 34% 116% ↓
Santa Cruz 33,837 39,733 32% 117% ↑
Unknown/Other 132 1,547 1% 1,172% ↓
Unincorporated Mid- County
(e.g., Live Oak, Soquel, Aptos) 11,768 11,604 9% 99%
↑
Unincorporated South
County (e.g., Freedom) 7,152 7,792 6% 109%
↑
Unincorporated San Lorenzo
Valley (e.g., Ben Lomond) 5,558 6,139 5% 110%
↑
Scotts Valley 5,090 5,567 3% 109% ↑
Capitola 3,744 4,178 3% 112% ↑
Unincorporated North
County (e.g., Davenport) 2,109 2,174 2% 103%
↑
Out of County 568 2,937 2% 517% N/A
Total 108,022 124,568 100% 115% ↑

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CORE Contracted and Achieved Goals
Each CORE-funded program* was required to set participant, activity (e.g., providing mental health sessions), how well (e.g., how satisfied are participants with services), and better off (e.g., participants will have improved mental health) goals.

CORE funded programs also selected a primary CORE Condition, which aligns with their program services and intended outcomes. The tables below display contracted goals versus achieved goals per programs grouped in each CORE Condition category.

This FY 23-24 there was a total of 57 CORE program reports. In FY 22-23, there were 58 CORE funded program-reports due to one program providing two separate reports for its two program components; this FY that specific program provided one overall report.

Table 6: Participant Goals versus Achieved by CORE Condition CORE Condition
Total
Programs
Total Participant
Goal
Participants
% of Goal
Met
Change
Indicator
Overall* 56 108,022 124,568 115% ↑
Health and
Wellness
19 94,153 106,803 113% ↑
Lifelong Learning 8 3,481 2,037 59% ↓
Economic Security 5 2,975 4,762 160% ↑
Thriving Families 13 4,638 7,808 168% ↑
Community
Connectedness 3 1,295 1,267 98%
↑
Safe and Just
Communities 3 229 422 184%
↓
Stable, Affordable
Housing 6 1,251 1,469 117%
↓
*One program did not have a contracted Unduplicated Participant goal due to the model of their program which is why it shows a total of 56 programs instead of 57.

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Table 7: Activity Goals Versus Achieved by CORE Condition CORE Condition Total
Programs
Total Participant
Goal
Participants % of Goal Met Change
Indicator
Overall 57 157 119 76% ↑
Health and Wellness 19 50 40 80% ↑
Lifelong Learning 8 18 14 78% ↑
Economic Security 5 12 8 67%
↓
Thriving Families 13 46 39 85% ↓
Community
Connectedness 3 6 5 83%
↑
Safe and Just
Communities 3 7 4 57%
↑
Stable, Affordable
Housing 6 16 10 62%
↓

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Table 8: How Well versus Achieved by CORE Condition
Table 9: Better Off Goals versus Achieved by CORE Condition CORE Condition
Total
Programs
Better Off Goals Goals Met
% of Goal
Met
Change
Indicator
Overall 57 146 124 85% ↑
Health and
Wellness 19 48 41 85% ↑
Lifelong Learning 8 18 16 89% ─
Economic Security 5 14 14 100% ↑
Thriving Families 13 36 31 86% ↓
Community
Connectedness 3 7 5 71%
↓
Safe and Just
Communities 3 8 6 75%
↑
Stable, Affordable
Housing 6 15 11 73%
↓
CORE Condition
Total
Programs
Program
Participants
Participants
Surveyed
Response
Rate
% of Goal
Met
Change
Indicator
Overall 57 124,568 41,679 33% 92% ↓
Health and
Wellness 19 106,803 33,455 31% 100% ─
Lifelong Learning 8 2,037 1,862 91% 100% ↑
Economic
Security 5 4,762 408 9% 80% ↓
Thriving Families 13 7,808 3,952 51% 93% ─
Community
Connectedness 3 1,267 1,263 100% 100% ─
Safe and Just
Communities 3 422 217 51% 60% ↓
Stable, Affordable
Housing 6 1,469 522 36% 83% ↓

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Appendix B: CORE Individual Program Reports
The link below provides online access to view all 57 programs’ Annual CORE reports.

Each report will display the program’s annual budget, CORE Condition for Health and Well-Being, Equity Dimension, and their funding Tier. The reports also include each program’s RBA framework of their contracted annual goals (CORE funded only)7 and their FY 23-24 goals achieved in:
• Unduplicated Participants
• Activities/Services
• Participant Demographics
• Participant Quality Survey
• Program Outcome Indicators
Additional questions that explore program successes, challenges, equity efforts, and technical assistance needs are also included in the report.

Link to online access:
https://www2.santacruzcountyca.gov/HSD/HSDCoreTracking/ViewReport 7 There are two programs (Boys & Girls Clubs of Santa Cruz County, Food What?!) whose Annual Goal for Unduplicated Participants reflect total program funding goals, rather than only CORE funding. Their reported FY 23-24 actuals in this category reflect the unduplicated participants served by CORE funding only. There are also two programs whose Annual Goal for Activities/Services reflect total program funding goals (Boys & Girls Clubs of Santa Cruz County, Integrated Behavioral Health [the first two (2) activities]), rather than only CORE funding goals. Their reported FY 23-24 actuals in this category reflect the services/activities of CORE funding only.

9.28 Memorandum of Understanding between the County of Santa Cruz Human Services Department and the City of Santa Cruz
This agreement is entered into on _____________ (the “Effective Date), by, and between the County of Santa Cruz on behalf of the County of Santa Cruz Human Services Department (COUNTY) and the City of Santa Cruz (CITY). The COUNTY and the CITY may be referred to herein collectively as Parties.

I. PURPOSE
This Agreement is entered into by and between the Parties, for the purpose of coordinating funding and administration of the Collective of Results and Evidencebased (CORE) Investments Program (hereinafter “CORE Investments”) during the Fiscal Years 2026 to 2028. For purposes of this Agreement, the Parties agree that Fiscal Year shall be defined in the following manner: FY 26: July 1, 2025 – June 30, 2026; FY 27: July 1, 2026 – June 30, 2027; FY 28: July 1, 2027 – June 30, 2028.

The purpose of this Agreement is to specify the roles and responsibilities of each of the Parties who are each contributing funding to CORE Investments.

II. BACKGROUND
The COUNTY and CITY are partnering to fund the CORE Investments, a locally created framework that utilizes a collective, results-based approach to achieve and impact the community’s equitable health and well-being. Both COUNTY and CITY are investing significant local dollars, with COUNTY intending to award approximately $4,879,000 per year and CITY to award $1,080,000 per year for each of the three fiscal years, from July 1, 2025, to June 30, 2028. Grant funds are intended to focus on improving conditions of well-being for community members experiencing the greatest challenges and barriers in the County.

COUNTY and CITY will grant CORE Investment Awards to selected local organizations (“recipients” and/or “awardees”) that will consist of three-year contracts with specific performance deliverables. The funds will support a broad base of direct service programs, a model rooted in principles of collective impact.

COUNTY and CITY staff will partner to review and award all related contracts.

Although funds contributed by the CITY to CORE investments will be primarily directed to programs that serve CITY residents, and CITY will play a role in the award of CORE Investments funding, COUNTY will administer all the contracts awarded through the CORE Investments, including distributing all invoice payments on behalf of both Parties.

Additionally, COUNTY and CITY established designated funding of $1.5 million annually to support affordable housing and shelter, to be managed by the COUNTY Housing for Health Partnership. Of this, $250,000 annually will be provided directly to CITY for the administration of a separate agreement with the Santa Cruz Armory Shelter.

III. TERM
This Agreement shall commence on the Effective Date and remain in full force and effect through June 30, 2028. The Parties may modify and/or extend the July 1, 2025
Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.29 term of this Agreement via a written amendment signed by both Parties. This Agreement may be terminated by either Party upon sixty (60) days advance written notice thereof to the other or cancelled immediately by written mutual consent.

IV. SHARED RESPONSIBILITIES
A. The Parties shall obtain the approval of this Agreement from the respective governing bodies of COUNTY and CITY contemporaneously with the approval of CORE Investment contracts for each of the Fiscal Years 2026 to 2028 (as defined above).

B. The Parties shall designate both contract administration and fiscal staff responsible for the efficient operation of the multi-jurisdictional aspects of CORE Investments.

C. Each year, prior to approval of the next fiscal year budget, the Parties will meet to discuss the administration and progress of the CORE Investments program.

Any changes to the participation of either Party must be determined prior to the start of the next fiscal year, including determining the method of claiming and payment to COUNTY for CITY’s annual contribution for CORE Investments.

D. The Parties will negotiate with CORE Investment awardees to develop impactful and mutually beneficial performance measures for their agreements.

E. The Parties will coordinate to ensure CITY has necessary reports/data of CORE Investment awardees that are fully or partially funded by the CITY and COUNTY for program analysis.

F. Should a CORE Investment contract with an awardee that is fully or partially funded by the CITY be abandoned or otherwise terminated, CITY and COUNTY will coordinate to determine how unused funding will be repurposed.

V. COUNTY RESPONSIBILITIES

A. COUNTY shall execute and manage the CORE Investment contracts with awardees including the Request for Proposals (RFP) procurement process. This includes executing agreements with CORE Investment awardees and adhering to the terms and requirements listed within them, including but not limited to:

1. Paying and tracking invoices, and

2. Collecting periodic reports from contractors.

B. COUNTY shall manage the protests and appeals process related to CORE Investment awards through the Santa Cruz County General Services Director, who will coordinate and consult as needed with the Santa Cruz County Human Services Director, City of Santa Cruz Manager and/or Assistant and each Party’s Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.30 jurisdictional legal counsel.

C. COUNTY shall share reports/data with CITY for fully CITY-funded and jointly funded contracts via email as soon as reasonably possible after they are received from CORE Investments recipients.

D. If CITY requests a special report or data analysis be provided, then CITY and COUNTY will coordinate regarding the feasibility of the request and options for ensuring CITY has the necessary information/data for CITY-specific analysis.

The Parties will meet and confer to consider reasonable charges for CITYspecific reports.

E. COUNTY shall notify CITY within 30 days after the semi-annual reports have been submitted to the COUNTY if a fully CITY-funded or jointly funded CORE recipient is significantly failing to meet CORE Investments contract performance measures.

F. All CORE Investment contracts that are fully or partially funded by the CITY shall include CITY, and CITY’s officials, officers, employees, agents, and volunteers as an additionally named insured party in all contract insurance liability requirements under the terms of the CORE Investment contracts.

1. Additional language shall be included in such contracts whereby the CORE Investment recipient agrees to defend, indemnify, and hold harmless the CITY, and the CITY’s officials, officers, employees, agents, and volunteers, from and against any and all liability, claims, actions, losses, injuries, damages, or expenses, caused by or resulting from the negligence, recklessness, or willful misconduct of the CORE Investment awardee as related to the CORE Investment contract.

2. Proof of insurance to be gathered by COUNTY, kept on file, and provided to CITY upon request.

G. In the event of a serious performance failure or breach of a CORE Investment contract, COUNTY shall take a lead role in determining appropriate corrective action or termination of the contract, except for those that are solely CITY funded.

1. COUNTY shall involve CITY in corrective action or termination as soon as is reasonably possible; time is of the essence.

2. COUNTY reserves the right to delay payment of an invoice or invoices to a CORE Investment recipient pending the receipt of a late report, including those funded in full or part by CITY, as per the recipient agreement terms.

VI. CITY OF SANTA CRUZ RESPONSIBILITIES

A. CITY shall reimburse COUNTY for the CITY award portion of the CORE Investments program within 30 days of the agreed-upon deadline with the Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.31 COUNTY.

B. CITY shall review COUNTY periodic reports submitted by CORE Investments contracts that are funded partially by CITY and advise COUNTY of any issues raised by the submitted reports within 30 days of receipt of those reports.

VII. GENERAL PROVISIONS
A. MUTUAL INDEMNIFICATION
Each Party (“Indemnitor”) to this Agreement agrees to defend, indemnify, and hold harmless the other Party to this Agreement, and the other Party’s respective officials, officers, employees, agents, and volunteers (“Indemnitees”) from any claims, demands, damages, and liability of any kind or nature, including attorneys’ fees and costs (collectively “Claims”) which any Indemnitees may sustain or incur or which may be imposed upon it, but only in proportion to and to the extent that such Claims result from, arise out of, or in any manner are caused by the negligent acts or omissions of the Indemnitor, its officials, officers, employees, volunteers, invitees, or others under Indemnitor’s control or authority relating to this Agreement.

Each Party’s respective employees remain subject to the direction and control of their respective employer and shall not be considered as an employee of the other Party. Each Party shall be responsible for the conduct and actions of its respective employees. Employees remain subject to the direction and control of their respective employer and shall not be considered as an employee of the other Party. Each Party shall be responsible for the conduct and acts or omissions of its respective employees and shall incur any liabilities arising out of the acts or omissions of its respective personnel relating to this Agreement.

B. INSURANCE PROVISIONS
Without limiting the indemnification of either Party to this Agreement, each Party shall maintain or cause to be maintained its own insurance coverage at a minimum of: (i) a policy of commercial general liability with limits of liability not less than one million dollars ($1,000,000) per occurrence and two million dollars ($2,000,000) annual aggregate; (ii) a policy of workers’ compensation providing statutory coverage; and (iii) such other insurance or self-insurance as shall be necessary to insure it against any claim or claims for damages arising under the Agreement. Insurance afforded by the commercial general liability policy shall be endorsed to provide coverage to the other Party of this Agreement as an additional insured. Each Party to this Agreement shall provide a Certificate of Insurance certifying that coverage as required herein has been obtained. The requirements of this section may be satisfied by the provision of similar coverage through a self-insurance program.

C.RECORDS
Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.32 Each Party shall maintain and preserve all records related to this Agreement (and shall assure the maintenance of such records in the possession of any thirdparty performing work related to this Agreement) for a minimum period of five (5) years from the date of final payment under this Agreement. Such records shall be retained beyond the five-year period until any pending litigation, claim, negotiation, audit exception, or other action involving this Agreement is resolved.

D. FISCAL
The obligation of the CITY under this Agreement shall be to provide four (4) equal transfers of $270,000 funds, for a total amount of $1,080,000 each fiscal year as defined above, with the first transfer in August and the subsequent payments in October, January, and April annually and/or for the term of the Agreement.

To account for the $250,000 annually allocated to the Armory shelter site via a separate contract administered by the CITY, CITY may withhold $62,500 from each $270,000 transfer (totaling four equal transfers of $207,500).

Invoices will be sent to:

City of Santa Cruz
City Manager’s Office
Attn: Suzanne Haberman
809 Center Street, Room 10
Santa Cruz, CA 95060
Payments will be sent to:

Santa Cruz County Human Services Department
Centralized Contracting Unit
1040 Emeline Ave.

Santa Cruz, CA 95060
All payments must be received no later than 30 days after the agreed upon due date between the Parties, or after termination of this Agreement.

E. NOTICE
Notice to the Parties in connection with this Agreement shall be given in writing, via email and concurrently delivered by first-class mail, addressed as follows:

Notice to COUNTY:

Randy Morris, Deputy Director
County of Santa Cruz Human Services Department
1000 Emeline Ave.

Santa Cruz, CA 95060
Notice to CITY:

Larry Imwalle, Homelessness Response Manager
City Manager’s Office
Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.33 333 Church Street, Unit B
Santa Cruz, CA 95060
Each Party reserves the right to make a reasonable change to the designated contact person and address of its own contact person. Such change shall be required to be in writing and provide at least 30 days’ notice to the other Party in advance of the change. Such change shall not require an amendment to this Agreement.

F. NO AGENCY
It is expressly understood and agreed that none of the Parties are in any way or for any purpose an agent of each other related to this Agreement.

G. ENTIRE AGREEMENT

This Agreement contains the entire agreement of the Parties and each Party acknowledges there were no other oral agreements, representations, warranties or statements of fact made prior to or at the time of the signing of this Agreement.

H. SEVERABILITY
If any term or provision of this Agreement is declared invalid or unenforceable by a court of competent jurisdiction, the remaining provisions shall remain in full force and effect.

I. WAIVER
Waiver by any Party of any portion of this Agreement shall not constitute a waiver of the same or any other portion hereof.

J. INTERPRETATION
Each Party acknowledges that it has reviewed this Agreement and that the normal rule of construction to the effect that any ambiguities are to be resolved against the drafting Party shall not be employed in the interpretation of this Agreement.

K. GOVERNING LAW
This Agreement shall be governed by and interpreted in accordance with California law.

L. COUNTERPARTS
This Agreement may be executed in counterparts, and when each Party has signed and delivered at least one such counterpart, each one shall be deemed an original and, when taken together with other signed counterparts, shall constitute one agreement, which shall be binding on and effective regarding all Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.34 Parties. Facsimile, scanned, and electronic signatures have the same force and effect as original signatures.
(signature page follows)
Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB

9.35 IN WITNESS WHEREOF, the Parties hereto have executed this Agreement as of the Effective Date.

BY
Larry Imwalle, Homelessness Response Manager Date
City of Santa Cruz
BY
Randy Morris, Director Date
County of Santa Cruz
Human Services Department
APPROVED AS TO FORM:

Office of the City Attorney

Date

APPROVED AS TO FISCAL
PROVISIONS:

City of Santa Cruz Finance Director

Date
APPROVED AS TO FORM:

Office of the County Counsel

Date
APPROVED AS TO INSURANCE:

Santa Cruz County Risk Manager

Date
Docusign Envelope ID: 46D02717-C5A9-4492-952C-07AD462CB0EB 4/14/2025
4/16/2025
Division Director Approval 4/16/2025
4/16/2025

9.36 Certificate Of Completion
Envelope Id: 46D02717-C5A9-4492-952C-07AD462CB0EB Status: Sent Subject: Complete with Docusign: CORE FY25-28 City-County MOU Final.pdf Source Envelope:

Document Pages: 8 Signatures: 3 Envelope Originator:

Certificate Pages: 5 Initials: 1 HSD CCU
AutoNav: Enabled
EnvelopeId Stamping: Enabled
Time Zone: (UTC-08:00) Pacific Time (US & Canada)
701 Ocean Street
Santa Cruz, CA 95060
[email protected]
IP Address: 134.16.1.185
Record Tracking
Status: Original
4/8/2025 2:09:26 PM
Holder: HSD CCU
[email protected]
Location: DocuSign
Security Appliance Status: Connected Pool: FedRamp
Storage Appliance Status: Connected Pool: County of Santa Cruz Location: Docusign Signer Events Signature Timestamp
Arthur G. Wille
[email protected]
County of Santa Cruz
Assistant County Counsel
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 75.221.94.150
Sent: 4/9/2025 8:48:00 AM
Viewed: 4/9/2025 11:12:37 AM
Signed: 4/14/2025 2:33:19 PM
Electronic Record and Signature Disclosure:

Accepted: 4/14/2025 2:11:07 PM
ID: 1b42fef0-399c-4334-9a60-acdeb053a826
Gina Borasi
[email protected]
Risk Manager
County of Santa Cruz
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 63.194.190.100
Sent: 4/14/2025 2:33:21 PM
Viewed: 4/15/2025 10:02:53 AM
Signed: 4/16/2025 9:30:31 AM
Electronic Record and Signature Disclosure:

Accepted: 12/18/2023 9:38:58 AM
ID: 5f1392e5-7eb7-47e8-b6a6-baa8d5c3b8c6
George Malachowski
[email protected]
Division Director
County of Santa Cruz
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 63.194.190.100
Sent: 4/16/2025 9:30:33 AM
Viewed: 4/16/2025 10:00:45 AM
Signed: 4/16/2025 10:01:00 AM
Electronic Record and Signature Disclosure:

Accepted: 3/7/2022 12:11:24 PM
ID: 0b3023f1-efd6-4178-a56d-394a0fbfe1b7
Barbara Choi
[email protected]
Approved as to form, Office of City Attorney
Security Level: Email, Account Authentication
(None) Signature Adoption: Drawn on Device
Using IP Address: 12.39.145.2
Sent: 4/16/2025 10:01:01 AM
Viewed: 4/16/2025 10:57:35 AM
Signed: 4/16/2025 11:44:50 AM
Electronic Record and Signature Disclosure:

9.37 Signer Events Signature Timestamp
Accepted: 5/25/2022 2:00:27 PM
ID: 43a42096-5645-4cda-868d-53e48da5cdf0
Elizabeth Cabell
[email protected]
Finance Director
Security Level: Email, Account Authentication
(None)
Sent: 4/16/2025 11:44:52 AM
Electronic Record and Signature Disclosure:

Not Offered via Docusign
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Lex Dufrey
[email protected]
Departmental Administrative Analyst
County of Santa Cruz
Security Level: Email, Account Authentication
(None)
Using IP Address: 63.194.190.100
Sent: 4/9/2025 7:55:32 AM
Viewed: 4/9/2025 8:47:59 AM
Electronic Record and Signature Disclosure:

Accepted: 6/8/2022 8:27:02 AM
ID: ed3e5381-7d37-472d-bb53-6a0d366eab4a
Carbon Copy Events Status Timestamp
Witness Events Signature Timestamp
Notary Events Signature Timestamp
Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 4/9/2025 7:55:32 AM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure

9.38 ELECTRONIC RECORD AND SIGNATURE DISCLOSURE
From time to time, County of Santa Cruz (we, us or Company) may be required by law to provide to you certain written notices or disclosures. Described below are the terms and conditions for providing to you such notices and disclosures electronically through the DocuSign system. Please read the information below carefully and thoroughly, and if you can access this information electronically to your satisfaction and agree to this Electronic Record and Signature Disclosure (ERSD), please confirm your agreement by selecting the check-box next to ‘I agree to use electronic records and signatures’ before clicking ‘CONTINUE’ within the DocuSign system.

Getting paper copies
At any time, you may request from us a paper copy of any record provided or made available electronically to you by us. You will have the ability to download and print documents we send to you through the DocuSign system during and immediately after the signing session and, if you elect to create a DocuSign account, you may access the documents for a limited period of time (usually 30 days) after such documents are first sent to you. After such time, if you wish for us to send you paper copies of any such documents from our office to you, you will be charged a $0.00 per-page fee. You may request delivery of such paper copies from us by following the procedure described below.

Withdrawing your consent
If you decide to receive notices and disclosures from us electronically, you may at any time change your mind and tell us that thereafter you want to receive required notices and disclosures only in paper format. How you must inform us of your decision to receive future notices and disclosure in paper format and withdraw your consent to receive notices and disclosures electronically is described below.

Consequences of changing your mind
If you elect to receive required notices and disclosures only in paper format, it will slow the speed at which we can complete certain steps in transactions with you and delivering services to you because we will need first to send the required notices or disclosures to you in paper format, and then wait until we receive back from you your acknowledgment of your receipt of such paper notices or disclosures. Further, you will no longer be able to use the DocuSign system to receive required notices and consents electronically from us or to sign electronically documents from us.

All notices and disclosures will be sent to you electronically Electronic Record and Signature Disclosure created on: 2/28/2022 5:23:37 PM Parties agreed to: Arthur G. Wille, Gina Borasi, George Malachowski, Barbara Choi, Lex Dufrey

9.39 Unless you tell us otherwise in accordance with the procedures described herein, we will provide electronically to you through the DocuSign system all required notices, disclosures, authorizations, acknowledgements, and other documents that are required to be provided or made available to you during the course of our relationship with you. To reduce the chance of you inadvertently not receiving any notice or disclosure, we prefer to provide all of the required notices and disclosures to you by the same method and to the same address that you have given us. Thus, you can receive all the disclosures and notices electronically or in paper format through the paper mail delivery system. If you do not agree with this process, please let us know as described below. Please also see the paragraph immediately above that describes the consequences of your electing not to receive delivery of the notices and disclosures electronically from us.

How to contact County of Santa Cruz:

You may contact us to let us know of your changes as to how we may contact you electronically, to request paper copies of certain information from us, and to withdraw your prior consent to receive notices and disclosures electronically as follows:

To contact us by email send messages to: [email protected] To advise County of Santa Cruz of your new email address To let us know of a change in your email address where we should send notices and disclosures electronically to you, you must send an email message to us at [email protected] and in the body of such request you must state: your previous email address, your new email address. We do not require any other information from you to change your email address.

If you created a DocuSign account, you may update it with your new email address through your account preferences.

To request paper copies from County of Santa Cruz
To request delivery from us of paper copies of the notices and disclosures previously provided by us to you electronically, you must send us an email to [email protected] and in the body of such request you must state your email address, full name, mailing address, and telephone number. We will bill you for any fees at that time, if any.

To withdraw your consent with County of Santa Cruz
To inform us that you no longer wish to receive future notices and disclosures in electronic format you may:

9.40 i. decline to sign a document from within your signing session, and on the subsequent page, select the check-box indicating you wish to withdraw your consent, or you may; ii. send us an email to [email protected] and in the body of such request you must state your email, full name, mailing address, and telephone number. We do not need any other information from you to withdraw consent.. The consequences of your withdrawing consent for online documents will be that transactions may take a longer time to process..

Required hardware and software
The minimum system requirements for using the DocuSign system may change over time. The current system requirements are found here: https://support.docusign.com/guides/signer-guidesigning-system-requirements.

Acknowledging your access and consent to receive and sign documents electronically To confirm to us that you can access this information electronically, which will be similar to other electronic notices and disclosures that we will provide to you, please confirm that you have read this ERSD, and (i) that you are able to print on paper or electronically save this ERSD for your future reference and access; or (ii) that you are able to email this ERSD to an email address where you will be able to print on paper or save it for your future reference and access. Further, if you consent to receiving notices and disclosures exclusively in electronic format as described herein, then select the check-box next to ‘I agree to use electronic records and signatures’ before clicking ‘CONTINUE’ within the DocuSign system.

By selecting the check-box next to ‘I agree to use electronic records and signatures’, you confirm that:
 You can access and read this Electronic Record and Signature Disclosure; and  You can print on paper this Electronic Record and Signature Disclosure, or save or send this Electronic Record and Disclosure to a location where you can print it, for future reference and access; and
 Until or unless you notify County of Santa Cruz as described above, you consent to receive exclusively through electronic means all notices, disclosures, authorizations, acknowledgements, and other documents that are required to be provided or made available to you by County of Santa Cruz during the course of your relationship with County of Santa Cruz.

9.41 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Finance
SUBJECT: Liability Claims Filed Against the City of Santa Cruz (FN) RECOMMENDATION: Motion to reject the liability claims of 1) John Michael Justice, 2) State Farm General Insurance Company, 3) Jack Michael Hain, 4) Sophia Olivia Ross, 5) Joshua Castillo-Rosales, 6) Angela Savage, 7) David Turner, and 8) Christian Anthony Hamilton, based on staff recommendation.

BACKGROUND: N/A
DISCUSSION:

Claims to be rejected:

1. Claimant: John Michael Justice
Date of occurrence: 2/14/2025
Date of claim: 4/1/2025
Amount of claim: $13,534.46
Claimant seeks reimbursement for damage to his sewer lateral allegedly caused by construction work.

Self-Represented

2. Claimant: State Farm General Insurance Company
Date of occurrence: 2/17/2025
Date of claim: 4/2/2025
Amount of claim: $40,000.00
Claimant seeks compensation for damages allegedly the result of a water main break.

Represented by Legal Counsel

10.1 3. Claimant: Jack Michael Hain
Date of occurrence: 3/27/2025
Date of claim: 4/7/2025
Amount of claim: $4,344.89
Claimant seeks reimbursement for damages to his vehicle at parking lot #7.

Self-Represented

4. Claimant: Sophia Olivia Ross
Date of occurrence: 2/3/2025
Date of claim: 4/10/2025
Amount of claim: $10,000.00
Claimant seeks compensation for damages allegedly the result of police action.

Self-Represented

5. Claimant: Joshua Castillo-Rosales
Date of occurrence: 10/25/2024
Date of claim: 4/4/2025
Amount of claim: $35,000.00
Claimant seeks compensation for damages allegedly the result of police action in Hollister.

Represented by Legal Counsel

6. Claimant: Angela Savage
Date of occurrence: 11/3/2024
Date of claim: 4/9/2025
Amount of claim: $25,000.00
Claimant seeks reimbursement for damages resulting from an alleged trip and fall on a sidewalk.

Represented by Legal Counsel

7. Claimant: David Turner
Date of occurrence: 4/13/2025
Date of claim: 4/16/2025
Amount of claim: Unlimited
Claimant seeks damages related to alleged violations of his civil rights.

Self-Represented

10.2 8. Claimant: Christian Anthony Hamilton
Date of occurrence: 2/17/2025
Date of claim: 4/17/2025
Amount of claim: $40,000.00
Claimant seeks compensation for damages allegedly the result of a water main break.

Self-Represented
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: N/A HEALTH IN ALL POLICIES (HiAP): N/A
FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: No fiscal impact.

Prepared By:

Ross Brandon
Risk & Safety Manager
Submitted By:

Elizabeth Cabell
Finance Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

10.3 City Council

AGENDA REPORT
DATE: 04/22/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Parks and Recreation
SUBJECT: DeLaveaga Golf Course – Range Net and Chain Link Replacement (c302213) (PR)
LOCATION: District 1
RECOMMENDATION: Motion to:
1) Authorize the issuance of an Invitation for Bid (IFB) for the DeLaveaga Golf Course – Range Net and Chain Link Replacement (c302213) and award the contract. The City Manager is hereby authorized and directed to execute the contract in a form approved by the City Attorney. The Director of Parks and Recreation is authorized to execute change orders within the approved project budget; and
2) Approve the California Environmental Quality Act (CEQA) determination contained in this agenda report. The Council’s action is exempt from CEQA review under (1) Class 1 Categorical Exemption (14 CCR 15301) for existing facilities, and (2) Common Sense Exemption (14 CCR 15061).

BACKGROUND: The 85-foot tall perimeter netting surrounding the DeLaveaga Driving Range, installed in 1999, has reached its expected product lifespan of ten to eighteen years and requires replacement. The netting's deterioration from ultraviolet light exposure, wind, and weather has led to increased maintenance costs in recent years due to repeated repairs. A section of net was replaced by Judge Netting Barrier Specialists in 2021.

DISCUSSION: To maintain safety and patron expectations, the project will replace approximately 970 linear feet (LF) of golf netting with LFS Sports & Industrial Netting #930 or approved equivalent, relocate existing cables and hardware, and install new hardware. The project will also remove and replace 1,170 LF of the existing 4-foot chain-link perimeter fence and repair two access gates with new hardware and infrastructure. The contractor will dispose of all removed materials. The driving range is expected to be closed during construction.

11.1 CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is exempt from CEQA under the following:
1) Class 1 Categorical Exemption (14 CCR 15301) because the Council action consists of the repair, maintenance, and/or minor alteration of existing structures and facilities involving no expansion of use.
2) Common Sense exemption (14 CCR 15061) because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.

HEALTH IN ALL POLICIES (HiAP): The proposed scope of work aligns with the City’s HiAP initiative by supporting health and wellness. The work allows for the safe and successful operation of the driving range, offering patrons the ability to use the athletic facility for recreational purposes.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: Funds are available in the Driving Range Outdoor Safety Improvement Project (c302213). There is no impact to the General Fund.

Prepared By:

BJ Dericco
Engineering Associate
Submitted By:

Tony Elliot
Director of Parks and
Recreation
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. 930 POLYESTER BARRIER NETTING - PRODUCT SPECIFICATIONS.PDF

11.2 1
#930 Polyester Barrier Netting
Mesh Properties

11.3 2

Component Specifications / Tolerance

Netting Component:
· #930 polyester netting; 1” mesh size
· Long stitch knotless join
· U.V. treated yarn
· Resin dye and bonding treatment
· 116.7 lb. Average single mesh break strength. ¹
· Weight factor: 40.0 square feet = 1-lb.

Attachment Twine / Hanging Twine:
· #48 Braided polyester twine
· 375 lb. Tensile strength
· Dye treated
Perimeter Border Ropes & Riblines:

11.4 3
· Braided synthetic cover
· Parallel synthetic core
· 3,500 lb. Tensile strength
· 2,455 Wet abrasion cycles

Specifications
LFS #930 polyester golf range netting with average 116.7 lb. mesh breaking strength, 2 ½” stretched mesh; 1” single bar measure, four needle raschel knotless construction, manufactured with U.V. treated yarn and additionally coated with a black resin dye and bonding treatment. Mesh break strength determined by independent laboratory per ISO 1806.

All sections of netting component to be constructed to a 3/8” braided black perimeter rope, minimum 3,500 lb. breaking strength. Additionally, net panels shall have internally constructed vertical and horizontal ropes of the same material. All rope locations on the net panels shall correspond to the as built net panel suspension and support cables constructed to pole structures. All net panels shall be custom fabricated to as built measurements of the pole/cable structure to provide a taut panel upon completion.

Attachment of net and rope components shall be made with #48 braided polyester twine, minimum 375 lb. tensile strength, treated black. The attachment twine shall continually encompass the netting component and be tied to the rope component via a clove and one half hitch knot +/- 6 inches on center, never to exceed 8 inches on center.

Finished net panels shall be suspended to cables by the rope component via a 9/32”cadmium plated steel carabiner attachment snap, minimum 1,140 lb. breaking strength. The interior of the snap shall encompass only the rope and cable components when suspension is completed. The interval between snap to cable attachment points shall not exceed 3 feet on center (snap size may vary to fit cable size(s) specified).

Netting system shall be accompanied by a ten year manufacturer’s warranty. Netting system is available from LFS, Inc., Bellingham, WA, 800-426-8860, or engineers approved equal.

Ten year warranty. ²

1.). Mesh strength based upon most recent independent lab testing reports. Report copies are available upon request. Testing conducted per ISO 1806 methodology.

11.5 4

2.). Some exclusions and limitations do apply. Warranty document is available upon request.

11.6 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Public Works
SUBJECT: Pacific-Beach Roundabout Enhancements Project (c402507) – Authorization to Advertise and Award (PW)
LOCATION: District 4
RECOMMENDATION: Motion to:
1) Approve the plans and specifications for the Pacific-Beach Roundabout Enhancements project (c402507) and authorize staff to advertise for bids and award the contract. The City Manager is hereby authorized and directed to execute an agreement in a form approved by the City Attorney.

The Director of Public Works is authorized to execute change orders within the approved project budget;
2) Adopt a resolution to amend the FY 2025 budget to appropriate funds in the amount of $70,000 from the Liability Fund to complete construction; 3) Adopt a resolution to approve the plans and specifications for the Pacific-Beach Roundabout Enhancements Project; and
4) Find the project categorically exempt under CEQA Guidelines 14 CCR section 15301 (Class 1 categorical exemption for existing facilities).

BACKGROUND: The purpose of the Pacific-Beach Roundabout Improvement project (c402507) is to provide a new bike lane crossing of the railroad tracks at the northeast corner of the roundabout. The new northbound bike lane will provide a near perpendicular crossing of the railroad tracks, which is the recommended crossing method. It includes modifications to the sidewalk, streetlights, street grade, storm drain and retaining wall.

At its August 25, 2023 meeting, City Council adopted resolution NS-30,138 authorizing the City of Santa Cruz (City) to purchase permanent easements at 24 and 30 Front Street to construct the improvements. The easements cost $144,463.00 and include approximately 62 square feet of APN 007-212-09 and 509 square feet of APN 007-212-10 and were funded by the City’s Liability Fund.

12.1 As part of the 2025 Capital Improvement Program (CIP), the City formally created the PacificBeach Roundabout Enhancements project (c402507) to complete the final design and construction of the aforementioned improvements at the roundabout. The new project allows the City to expedite the improvements ahead of the Rail Trail project with the use of local funding.

At its August 13, 2024 meeting, City Council authorized the City Manager to execute an agreement with RRM Design Group to complete construction documents for the roundabout enhancements. That work is now complete and the project is ready to bid for construction.

At its November 18, 2024 meeting, the Transportation and Public Works Commission provided feedback on the concept design and recommended that City Council approve the project.

DISCUSSION: The project plans and specifications have been completed by RRM, and City Public Works Engineering staff and are now ready to bid. The project will require a Coastal Development permit which is anticipated to be issued at the May 7-9 Coastal Commission meeting.

Construction will be scheduled after Labor Day 2025 and is expected to be completed in early 2026. The construction window was chosen to avoid impacts during the summer beach season.

Prior to construction, coordination with the adjacent property owners and the railroad operators will take place.

The engineer’s construction estimate is $430,000; the total project cost is estimated to be $570,000 which exceeds the current project budget of $500,000. A budget adjustment for $70,000 from the Liability Fund is attached to secure the additional funding to complete construction. The Liability Fund has identified this location as a priority to improve safety for cyclists near railroad tracks.

Plans and specifications can be found on the city website at:
www.cityofsantacruz.com/publicworksprojects
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This project is determined to be exempt from further environmental review based on the existing facilities Categorical Exemption in CEQA Guidelines 14 CCR section 15301 (Class 1 categorical exemption for existing facilities).

HEALTH IN ALL POLICIES (HiAP): The project aligns with HiAP by increasing safety for all transportation and roadway users. The project aligns with the General Plan, Climate Action Plan, and Active Transportation Plan. The General Plan calls for a “citywide interconnected system of safe, inviting, and accessible pedestrian ways and bikeways” (Goal M4). The Climate Action Plan includes the transportation objective to meet an 80% reduction in greenhouse gas (GHG) emissions by 2050, which will be primarily accomplished by providing low-carbon transportation options that rival the efficiency and safety of the automobile.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: Yes

3. The recommendation creates an on-going expenditure commitment: No

12.2 FISCAL IMPACT DESCRIPTION: The Pacific-Beach Roundabout Enhancements project (c402507) is funded by the Traffic Impact Fee and City Liability Fund. The total project cost is estimated to be $570,000. The project currently has funding for $500,000. The attached budget adjustment adds an additional $70,000 of funding from the Liability Fund to the project. There is no impact to the General Fund.

Prepared By:

Ricardo Valdes
Senior Professional Engineer
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. BUDGET ADJUSTMENT.PDF

12.3 RESOLUTION NO. NS-XX,XXX

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

THE DESIGN AND PLANS FOR THE CONSTRUCTION OF THE PACIFIC-BEACH

ROUNDABOUT ENHANCEMENTS PROJECT
SECTION 1: The City Council finds and declares as follows:

A. RRM Design Group has designed and prepared the plans for the Pacific-Beach Roundabout Enhancements Project (“the Project”).

B. The City Engineer has approved the completed design and plans for the Project.

SECTION 2: The City Council of the City of Santa Cruz does resolve as follows:

A. The City Council approves the design and plans for the Project.

B. The design approval set forth in this Resolution occurred before actual work on the Project construction commenced.

C. The approval granted by this Resolution conforms with the City's General Plan.

D. The City Engineer, or designee, is authorized to act on the City's behalf in approving any alterations or modifications of the Project’s design and plans.

E. The approval and authorization granted by this Resolution is intended to avail the City of the immunities set forth in Government Code §830.6.

SECTION 3: The City Clerk is directed to certify the adoption of this Resolution.

SECTION 4: This Resolution will become effective immediately upon adoption.

PASSED AND ADOPTED this 13th day of May, 2025, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

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

12.4 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
$GPLQLVWUDWLYH$SSURYDO
)LVFDO<HDU

ACCOUNT 352-(&71$0(
LIDSSOLFDEOH
255(9(18($&&28177,7/(
ACCOUNT 352-(&71$0(
LIDSSOLFDEOH
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
2025
04/16/2025
Additional funds are needed for the Pacific Beach Roundabout Enhancements project to cover the difference of the engineer's estimate.

The liability fund is partnering on this project to reduce the city's exposure to incidents with cyclists at the railroad tracks. 311-00-00-0000-49106 c402507-929-0-0 Transfer from Liability Fund 70,000 70,000
311-40-64-9320-57390 c402507-100-2020-0 Other infrastructure 70,000 Pacific Beach Roundabout Enhancements
70,000
842-00-00-0000-59103 To General Capital Improvement Fund 842-14-18-7821-54990 Miscellaneous supplies and services -70,000 70,000
0 Christin
a Alberti
Digitally signed by
Christina Alberti
Date: 2025.04.16
07:54:56 -07'00'
Nathan N.

Nguyen
Digitally signed by
Nathan N. Nguyen
Date: 2025.04.24
09:19:50 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2025.04.25
14:23:37 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2025.04.25
14:23:23 -07'00' 12.5
City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Public Works
SUBJECT: Flyers Energy LLC - Authorization to Approve Change Order to Purchase Order (PW)
LOCATION: Citywide
RECOMMENDATION: Motion to authorize a change order with Flyers Energy LLC (Auburn, CA) in the amount of $50,000 for City fleet vehicle and machinery fuel purchases.

BACKGROUND: In FY 2025, the Mechanical Maintenance budget had an original appropriation of $1,200,000 for gas and oil. From that, a purchase order was issued to Flyers Energy LLC (Flyers Energy) for $40,000. Since 2011, the City of Santa Cruz (City) has used Flyers Energy as an offsite vendor for unleaded and diesel fuel for City fleet vehicles and machinery at times when the City fuel pumps were unavailable, including during emergencies.

The City fuel pumps require annual maintenance and can suffer accidents or damage that can take them out of service temporarily. The City currently has three fuel pumps at the Corporation Yard (Corp Yard): two diesel and one unleaded.

In September 2024, the City contracted with Service Station Systems, Inc for the installation of new fuel pumps to replace the nearly 30-year-old pumps at the Corp Yard. The installation lasted approximately one week. Unexpectedly, there were issues with the new pumps that took them out of service for weeks at a time after their replacement. City Fleet staff worked diligently to correct the issues with the vendor. This resulted in City staff only being able to fuel at the Corp Yard intermittently between late September 2024 to February 2025, at which time the pump issues were resolved. During that time, City staff had to use Flyers Energy to fuel their vehicles and machinery.

DISCUSSION: Due to the challenges with the new gas pumps, an unanticipated number of City vehicles and staff were forced to use Flyers Energy for their fueling needs. Three change orders totaling $58,500 have already been issued to cover those costs since February 2025, bringing the current purchase order to $98,500. To pay outstanding invoices and cover the needs throughout the remainder of FY 2025, an additional increase of $50,000 to the Flyers Energy purchase order was necessary, bringing to the total to $148,500. This amount would cover future fuel needs through the end of FY 2025, should there be another failure or emergency.

13.1 Within the Mechanical Maintenance budget, the City utilizes the purchase order with Western States Oil for $1,000,000 to provide fuel to the Corp Yard. Due to the pump failures the amount of fuel consumed at the Corp Yard has been lower than predicted for FY 2025. A change order has been submitted to reduce the amount of the Western States Oil purchase order by $50,000.

The $50,000 reduction in this purchase order would be used to offset the cost of the requested $50,000 change order for Flyers Energy.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This is not a project under CEQA.

HEALTH IN ALL POLICIES (HiAP): This project promotes Health in All Policies through promoting healthy environments and a safe and just community. Approval of this change order allows continuity of essential City services to all citizens in an efficient and timely manner with fully functional fleet vehicles and machinery despite any unexpected disruptions to the City fuel supplies.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The Mechanical Maintenance Fund 811 is an internal services fund where actual expenditures are charged out to activities in both General and Enterprise funds, based on usage. Funds for this change order will come from the $50,000 reduction in the existing purchase order with Western States Oil. There is no impact to the General Fund.

Prepared By:

Jenna Wilson
Management Analyst
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

13.2 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Public Works
SUBJECT: Bay Drive Protected Bike Lanes and Pedestrian Path (c402304) - Budget Adjustment (PW)
LOCATION: Districts 3, 4, 5, and 6
RECOMMENDATION: Resolution amending the FY 2025 budget to revise source of funding and values for Bay Drive Bike Lanes and Pedestrian Path (c402304).

BACKGROUND: During the mid-year budget update, the budget adjustment for the Bay Drive Bike Lanes and Pedestrian Path (c402304) did not include the correct funding sources. The proposed budget adjustment will update the funding sources to match the Transportation Development Act (TDA) and Regional Surface Transportation Program Exchange (RSTPx) grant reimbursements.

DISCUSSION: This budget adjustment will correct funding sources and totals for the Bay Drive Protected Bike Lanes and Pedestrian Path (c402304) project.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This is not a project under CEQA.

HEALTH IN ALL POLICIES (HiAP): This project promotes the following Health in All Policies Conditions: Health and Wellness, Thriving Families Community Connectedness, and Heathy Environments. The Bay Corridor project will create a 2 mile Complete Streets Corridor connecting neighborhoods to schools, parks, senior housing, neighborhood commercial, and other critical daily needs. This creates safe and accessible multimodal transportation options for all members of our community.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: There is no impact on the General Fund as the result of this action. The Budget Adjustment reflects the corrected fund sources and values.

14.1 Prepared By:

Claire Gallogly
Principal Transportation
Planner
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. BUDGET ADJUSTMENT.PDF

14.2 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
$GPLQLVWUDWLYH$SSURYDO
)LVFDO<HDU

ACCOUNT 352-(&71$0(
LIDSSOLFDEOH
255(9(18($&&28177,7/(
ACCOUNT 352-(&71$0(
LIDSSOLFDEOH
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
2025
02/27/2025
Adjust funding sources to match TDA/RSTPx reimbursements 221-40-64-9330-43251 c402304 400-4000-0077 State Capital Grants - TDA -250,000 Bay Dr Protected Bike Lane
221-40-64-9330-43252 c402304 400-2000-4047 State Capital Grants - RSTPx 250,000 Bay Dr Protected Bike Lane
221-00-00-0000-49186 c402304 967-0-0 From Transportation Development Fund -230,000 -230,000
221-40-64-9330-57307 c402304 100-2020-0 Pedestrian/bike systems -230,000 291-00-00-0000-59107 To Gas Tax Fund 230,000
0 -230,000
Shelley
Horrow
Digitally signed by
Shelley Horrow
Date: 2025.03.03
14:57:42 -08'00'
Nathan N.

Nguyen
Digitally signed by
Nathan N. Nguyen
Date: 2025.04.24
09:07:09 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2025.04.28
08:00:57 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2025.04.28
08:00:48 -07'00' 14.3
City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Public Works
SUBJECT: Rail Trail Segments 8 and 9 (c401804) – Approve Contract with Consultant to Assist with Right-of-Way Acquisition (PW) LOCATION: District 2 and 4
RECOMMENDATION: Motion to:
1) Award a contract to Bender Rosenthal Incorporated (Sacramento, CA) for the Rail Trail Segments 8 and 9 Right of Way Acquisition phase in the amount of $115,273.40 and reject all other proposals; and
2) Authorize and direct the City Manager to execute an agreement in a form approved by the City Attorney. The Director of Public Works is authorized to execute contract amendments within the approved project budget.

BACKGROUND: The Monterey Bay Sanctuary Scenic Trail is a countywide effort to build 32 miles of rail trail within the Santa Cruz Branch Rail Line right-of-way owned by the Santa Cruz County Regional Transportation Comision (SCCRTC). The trail network passes within 1 mile of half of Santa Cruz County’s (County) population, 44 schools, 92 parks, and will provide new transportation and recreational options countywide. To date, 18 miles of the trail are under development or constructed. The City of Santa Cruz (City) is the lead agency for Rail Trail Segments 7, 8, and 9 which span 4.2 miles from Natural Bridges Avenue on the western end of the City to 17th Avenue in the County.

Rail Trail Segments 8 and 9 span 2.2 miles from the Wharf roundabout to 17th Avenue in the County. On May 12, 2020, the City Council authorized staff to procure design, permitting, and environmental services for the project. The City awarded RRM Design Group (RRM) a contract to design of the trail next to the rail (later called “Ultimate Trail”). Property acquisition is not part of that work and requires a specialized consultant team.

DISCUSSION: Rail Trail Segments 8 and 9 are currently in the construction documents design phases, approaching 60% completion in late summer. The City plans to acquire approximately twelve (12) permanent and temporary construction easements in Segment 9 that have been identified by the design team. The right-of-way (ROW) phase is being initiated so that it can be

15.1 completed prior to going out to bid for the project. Caltrans requires ROW certification before the project can be authorized for construction.

Bender Rosenthal Inc. was selected through a competitive Request for Proposal process advertised on OpenGov.com. Four (4) consultants provided proposals and Bender Rosenthal Inc. (BRI) was the top-rated consultant team. They have local experience completing the ROW process for the Murray Street Bridge and the San Lorenzo River Culvert projects, as well as several trail projects for other communities.

The consultant’s scope includes appraisals, appraisal reviews, temporary construction easements, Caltrans ROW certification, possession use agreements and other deliverables as deemed necessary by the City. The consultant is qualified to acquire ROW on federal and state funded projects. The City has prior positive experience with this consultant team. This phase of work is anticipated to be completed at the end of summer 2026 to coincide with the completion design plans. The completed documents will then be reviewed by Caltrans prior to authorizing the construction phase of work.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The project completed CEQA in March 2023.

HEALTH IN ALL POLICIES (HiAP): This project promotes the following Health in All Policies Conditions: Health and Wellness, and Heathy Environments as it will create a highquality active transportation corridor through the community. Furthermore, the project is supported by the General Plan and Active Transportation Plan.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: Funds are available in project the Rail Trail Segments 8&9 project (c401804). There is no impact to the General Fund.

Prepared By:

Matt Starkey, P.E.

Transportation Manager
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. REQUEST FOR PROPOSAL.PDF

2. CONTRACT.DOCX

15.2 Presented by BENDER ROSENTHAL INCORPORATED | 2825 Watt Avenue, Suite 200, Sacramento, CA 95821 March 20, 2025
City of Santa Cruz
Real Property Easement
Appraisal, Negotiation, &
Acquisition Services for
Rail Trail Segments
8 & 9 Project
Proposal for

15.3 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 1 PROPOSAL RESPONSE SHEET 2
SECTION 6: QUESTIONNAIRE 4
CONSULTANTS QUALIFICATIONS, EXPERIENCE & REFERENCES 4
CONSULTANT’S PROPOSED WORK PLAN 10
PROJECT TEAM 15
APPENDIX 19
RESUMES 20
SECTION 7: COST PROPOSAL PROVIDED SEPARATELY

TABLE OF CONTENTS

15.4 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 2 RFP for Real Property Easement Appraisal, Negotiation, and Acquisition Services Rail Trail Segments 8 and 9 February 18, 2025 Page 11

4.3 EQUAL EMPLOYMENT OPPORTUNITY/NON-DISCRIMINATION
City’s policies promote a working environment free from abusive conduct, discrimination, harassment, and retaliation; and require equal opportunity in employment for all regardless of race, religious creed (including religious dress and grooming practices), color, national origin (including language use restrictions), ancestry, religion, disability (mental and physical), medical condition, sex, gender (including gender identity and gender expression), physical characteristics, marital status, age, sexual orientation, genetic information (including family health history and genetic test results), organizational affiliation, and military or and veteran status, or any other consideration made unlawful by local, State or Federal law. City requires Consultant to be in compliance with all applicable Federal and State and local equal employment opportunity acts, laws, and regulations and Consultant is responsible for ensuring that effective policies and procedures concerning the prevention of abusive conduct, discrimination, harassment, and retaliation exist in Consultant’s business organization. The City’s current Equal Employment Opportunity and NonDiscrimination policies to which this Section applies may be viewed at:
http://www.codepublishing.com/CA/SantaCruz/?SantaCruz09/SantaCruz0983.html http://www.cityofsantacruz.com/home/showdocument?id=59192.

Copies are available upon request from the City’s Purchasing Division.

4.4 IDEMNIFICATION
For General Services: To the fullest extent permitted by law, Consultant agrees to indemnify, defend, and hold harmless the City, its officials, officers, employees, and volunteers from and against any and all claims, demands, actions, liabilities, damages, judgments, or expenses (including attorneys’ fees and costs) arising from the acts or omissions of Consultant’s employees or agents in any way related to the obligations or in the performance of services under this Agreement, except for design professional services as defined in Civil Code § 2782.8, and except where caused by the sole or active negligence, or willful misconduct of City.

SECTION 5: PROPOSAL COVER PAGE

5.1 PROPOSAL DEADLINE
Proposals are due no later than 2:00 PM March 20, 2025. All proposals will be submitted through the OpenGov Procurement website before the due date. Late proposals may not be considered. Vendors shall create a FREE account with OpenGov Procurement by signing up at https://procurement.opengov.com/portal/santacruzca . Once you have completed account registration, browse back to this page, click on "Submit Response", and follow the instructions to submit a response to this solicitation.

5.2. PROPOSAL RESPONSE SHEET
The undersigned, upon acceptance, agrees to furnish the following in accordance with the specifications and terms and conditions per City of Santa Cruz “Real Property Easement Appraisal, Negotiations and Acquisition Services for Segments 8 and 9 for the Rail Trail” dated February 18, 2025, at the prices indicated herein.

The undersigned, under penalty of perjury, declares not to be a party with any other business to an agreement to bid a fixed or uniform price in connection with this proposal.

The unsigned declares under penalty of perjury that she/he is authorized to sign this document and bind the business or organization to the terms of this contract.

15.5 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 3 RFP for Real Property Easement Appraisal, Negotiation, and Acquisition Services Rail Trail Segments 8 and 9 February 18, 2025 Page 12
The undersigned recognizes the right of the City of Santa Cruz to reject any or all proposals received and to waive any informality or minor defects in proposals received.

Consultant Name:

Address:

Telephone Number:

Fax Number:

E-mail address:

Signature of Authorized Representative:

Printed Name of Authorized Representative:

If Consultant is awarded the contract, will Consultant extend contract terms and pricing to other government agencies?
Yes No

5.3 ADDENDA
The City may determine it is necessary to revise any part of this solicitation. Revisions will be made by written addenda and it is the Consultant’s responsibility to comply with any addenda to this solicitation.

Any addenda will be:
• Posted on the project page of OpenGov website, under Addenda and Notices.

How many addenda were issued for this solicitation? ________ SECTION 6: QUESTIONNAIRE
Answer all of the following questions. Any omission may be cause for rejection of proposal. Answers should be complete, and in the order presented. A simple "yes" or "no" answer is not adequate.

Consultants have the right to take exception to the specifications or terms of this solicitation. Any exceptions taken must be explained in the proposal. Any exceptions that contradict the City’s terms and conditions or contain provisions that are not in the best interest of the City will disqualify the Consultant.

If exceptions are not explained, the Consultant will comply with the specifications stated in this solicitation.

Consultant’s qualifications, experience and references
1) Describe business background and qualifications, including year business was established. 2) Describe your firm’s ability to provide the required services in a timely manner; accessibility of staff, flexibility and readiness to complete specified work 3) Describe internal procedures and/or policies associated to work quality, cost control and scheduling. 4) Describe experience doing similar work for other public agencies.

Bender Rosenthal, Inc.
2825 Watt Avenue, Suite 200, Sacramento, CA 95821
(916) 978-4900
N/A
[email protected]
Renee Baur
1 x

15.6 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 4 Section 6: Questionnaire
Consultant’s Qualifications,
Experience & References
1) Describe business background and qualifications, including year business was established.

Founded in 1997, Bender Rosenthal, Inc. (BRI) is a California S Corporation, California Certified Small Business (SBE), Certified Woman Business Enterprise (WBE) and, pending Caltrans final approval, a Certified Disadvantaged Business Enterprise (DBE). BRI specializes in right of way project management and planning, real estate appraisal, real property acquisition, and land services. With over twenty-seven (27) years of successful project delivery throughout California, BRI has demonstrated the ability to deliver high-quality Real Property Easement Appraisal, Negotiation, and Acquisition Services for the City of Santa Cruz (City).

BRI is also proud to be an employee-owned and operated company.

This ownership structure gives the BRI staff an important say in who manages us and how profits align with values. This sense of ownership translates to higher efficiency in project delivery.

Specifically, within the last two years, BRI has focused on internal process improvements to expedite real estate delivery and streamline the client communication process. These efforts have already returned dividends to our clients by leading to accelerated delivery schedules and significant cost savings.

We are the right fit for the City:

WE KNOW TRAIL PROJECTS. BRI has worked on many trail projects throughout California, from the City of Folsom Montrose Trail Project to the San Diego Association of Governments Inland Rail Trail Project. We are currently working on the City of Coalinga Active Transportation Program and the City of Eureka Bay to Zoo Trail Project.

WE KNOW THE CITY. In addition to our work with the City of Santa Cruz on the San Lorenzo River Culvert Project and the Scotts Valley Drought Project, we’ve also been working with the City on the Murray Street Bridge Seismic Retrofit and Barrier Replacement Project in the immediate project area.

WE ARE MOBILE & AGILE. With a veritable army of appraisers and real estate professionals, we can meet the project schedule as it evolves. BRI can resource load to allow us to incorporate the required team as needed to meet all the delivery deadlines.

WE SPEAK CALTRANS. We have a wide body of experience with project delivery under Caltrans oversight and we understand the federally assisted program requirements and procedures leading to Right of Way Certification. BRI has an established relationship with the Caltrans District 5’s team and we will bring that expertise to the City to accelerate and ensure delivery compliance.

BRI At a Glance
Certified Small Business
Enterprise (SBE)
Certified Woman Business
Enterprise (WBE)
Staff Counts
10 Licensed CA Real Estate
Salespersons
3 CA Real Estate Brokers
2 Project Management
Professionals (PMP)
7 California Certified General
Real Estate Appraisers
4 MAI Designated Appraisers
3 AI-GRS Designations
1 ARA Designation
1 R/W-AC Designation
1 SRA Designation
10 Appraisal Research
Analysts
1 Senior Right of Way (SR/WA)
Designation
1 Expert Land Agent
3 Senior Land Agents
3 Land Agents
1 CA Notary Public

15.7 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 5 Consultant’s Qualifications, Experience & References
2) Describe your firm’s ability to provide the required services in a timely manner; accessibility of staff, flexibility and readiness to complete specified work.

RESPONSIVENESS – BRI will treat every project inquiry with timely responses and prompt follow-ups. To promote ongoing communication regarding key milestones or project obstacles, BRI will ensure that a single path of information transmission is established between the team members.

BRI values responsiveness. Quick, efficient communication leads to better collaboration, performance, and progress.

FLEXIBILITY – The ability to seamlessly realign resources to focus on new priorities is one of BRI’s greatest assets. BRI staff can be efficiently added, replaced, or reassigned at the City’s discretion throughout the life cycle of the project.

During times of expanded workload or converging deadlines, experienced, high-level staff actively provide hands-on support, expertise, and guidance.

TIMELY DELIVERY – BRI is committed to completing assignments in a timely and technically correct manner. As requested, BRI will provide the City with project updates. Schedule slippage for related tasks outside BRI’s control will be immediately brought to the City’s Project Manager to determine the appropriate course of action.

BRI has weekly internal meetings to ensure that questions are addressed, project updates are communicated, and all deliverables are on schedule.
3) Describe internal procedures and/or policies associated to work quality, cost control and scheduling.

QUALITY ASSURANCE / QUALITY CONTROL – Our Quality Assurance/Quality Control Program will start with constantly updated project information, reviewed master document formatting, and centralized document preparation. Before any document is released to the City for approval, it will have undergone a quality check by a senior professional not responsible for the work. Through proactive quality control measures, we aim to minimize defects, errors, and rework.

STANDARDIZED PROCESSES: BRI has developed and implemented standardized processes and procedures for conducting real estate services. These processes align with industry standards and regulatory requirements. Consistent, uniform procedures generate high-quality products with apt resource utilization.

QUALITY CONTROL CHECKS: BRI introduces quality control checks at various stages of the appraisal and acquisition process. These checks include data verification, completeness, formatting, and compliance with internal and external standards.

PRODUCTION AND DELIVERY: BRI has a standardized production process, including quality checks at various stages of production. For appraisal reports, BRI utilizes modern appraisal technology and software to improve efficiency and ensure consistency.

COST CONTROL – BRI will closely monitor efficiencies created by the number and location of the appraisals and acquisitions. These efficiencies can translate into faster delivery time and reduced fees which can provide cost savings to the City. Budgets are managed by tasks and at the parcel/property owner levels for a project this size. BRI will also closely monitor the quality of deliverables, quantity of change requests, and completed and forecasted project milestones to accurately determine the overall cost variance and, if necessary, take corrective action.

15.8 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 6 Consultant’s Qualifications, Experience & References
4) Describe experience doing similar work for other public agencies.

BRI has completed over 100 on-call task orders, appraisal assignments and right of way projects in and around Santa Cruz County within the last five (5) years. By working locally, BRI is familiar with the unique politics of the landowners and understand the demographics and specific issues surrounding appraising properties in the immediate project area. BRI has worked on numerous local projects in the last decade, ranging from the City of Santa Cruz Murray Street Bridge Seismic Retrofit and Barrier Replacement Project to the County of Monterey Las Lomas Bicycle Lane and Pedestrian Project to the Caltrain Peninsula Corridor Electrification Project. Our local appraisal experience allows us to understand the demographics and economic trends of the regional market, and we will use our collective experience to provide the City with an objective researchbased valuation analysis.

Trail PROJECTS
• City of Coalinga Active
Transportation Program
Trail Master Plan Project
• City of Folsom Montrose
Bike Trail Encroachment
Project
• City of Eureka Bay to
Zoo Trail Project
• Great Redwood Trail
Agency Rails to Trails
Project
• County of Humboldt
Humboldt Bay Trail
Project
• City of Crescent City
Sunset Circle Multi-use
Trail Project
• Citrus Heights Water
District Electric
Greenway Bike Trail
Project
• San Diego Association of
Governments (SANDAG)
Inland Rail Trail Project
• SANDAG Bayshore
Barrio Bikeway Project
WE DELIVER - 2024 Highlights
5 5 4
A p p r a i s a l R e p o r t s
Delivered
46 reports per month, at
least 1 report delivered daily,
on average
3 1 7
F e e T i t l e s , T e m p o r a ry &
Permanent Rights Acquired
28+ signed acquisitions
delivered per month
56 M e m o r a n d u m s o f
Appraisal Update
40 Waiver
Valuations
32 Review
Appraisals
 Appraisal Assignment  Right of Way Project
 Selected Project/Client
City of Santa Cruz,
San Lorenzo River
Culvert Project

City of Santa Cruz, Murray
Street Bridge Seismic Retrofit
& Barrier Replacement Project



 




 




SELECTED REGIONAL PROJECT EXPERIENCE - LAST 5 YEARS


Santa Cruz
Scotts Valley Water
District / City of Santa
Cruz, New Production
Well Site


15.9 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 7 Consultant’s Qualifications, Experience & References
Murray Street Bridge Seismic Retrofit & Barrier Replacement project CLIENT
City of Santa Cruz
PROJECT Schedule
2012 - 2015, 2023 - 2024
outcome
Currently under construction.

L o c at i o n
Santa Cruz County, CA
BRI is working with the City on the Murray Street
Bridge Seismic Retrofit and Barrier Replacement
Project which spans the Santa Cruz Small Craft
Harbor and will implement modifications to replace
deficient bridge barriers.

San Lorenzo River Culvert Project
CLIENT
City of Santa Cruz
PROJECT Schedule
2022 - 2023
outcome
Complete. Delivered on time and on budget.

Construction complete.

L o c at i o n
Santa Cruz County, CA
The City utilized BRI to provide acquisition support to acquire right of way from six (6) impacted parcels for
this project. This will prevent minor flooding, reduce
or eliminate breaches of the lagoon, and improve fish
habitat for endagered species.

Las Lomas Bicycle & Pedestrian Improvement Project
CLIENT
County of Monterey
PROJECT Schedule
2023 - 2024
outcome
Complete. Delivered on time and on budget.

Under construction.

L o c at i o n
Monterey County, CA
BRI worked as Right of Way Subconsultant on this
project impacting five (5) parcels. Improvements
include but aren’t limited to road widening, driveway
reconstruction, installation of curbs, gutters, sidewalks, Class II bike lanes, and a retaining wall.

15.10 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 8 Consultant’s Qualifications, Experience & References
Active Transportation Program
CLIENT & reference
City of Coalinga
PROJECT Schedule
2024 - Present
outcome
In progress; currently on time and on budget.

L o c at i o n
Fresno County, CA
The City of Coalinga’s Active Transportation Program
will construct a trail system surrounding the City in
now vacant rail corridors. This project is separated
into eight (8) groups and will impact thirty-two (32)
parcels. BRI is currently working on the first segment
along East Polk Street.

Montrose Bike trail Encroachment Project
CLIENT & reference
City of Folsom
PROJECT Status
2022 - 2024
outcome
Complete. Delivered on time and on budget.

L o c at i o n
Sacramento County, CA
The City of Folsom needed to acquire easements for
the Montrose Bike Trail, which was encroaching on
nearby residential properties. BRI provided valuation
and acquisition services for the four (4) properties
impacted by this project.

RAils to Trails Project
CLIENT & reference
Flint Cooper
PROJECT Schedule
Ongoing; 2023 - Present
outcome
In progress; currently on time and on budget.

L o c at i o n
Humboldt County, CA
The Great Redwood Trail is a 307-mile, world-class,
multi-use rail-to-trail project connecting California’s San Francisco and Humboldt Bays. BRI has provided
over forty-five (45) appraisal products so far to Flint Cooper for litigation purposes.

15.11 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 9 Consultant’s Qualifications, Experience & References
5) Provide the location of the office which will be performing work for City of Santa Cruz.

Work will be performed at BRI headquarters in Sacramento, located at 2825 Watt Avenue, Suite 200, Sacramento, CA 95821.
6) Provide the names of three clients for whom your business currently provides the same scope of services. Include the name of the business, the name of a contact person, and the phone number.

REFERENCES

COUNTY OF MONTEREY
José Luis Gómez, Project Manager III
(831) 755-4816
[email protected]

CITY OF VISALIA
Eric Bons, PE, Senior Civil Engineer
(559) 713-4350
[email protected]

CITY OF RANCHO CORDOVA
Edgar Medina, P.E., Senior Civil
Engineer
(916) 851-8907
[email protected]

15.12 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 10 Consultant’s Proposed Work Plan
1) The City requires an estimate of the breakdown of individual staff hours that are needed to complete the project. Clearly define all the work your business proposes to do for the City. Include an anticipated list of deliverables and identify all critical activities for the project. Include any modifications and/or additions that are deemed necessary.

Project Understanding
BRI understands that the City is seeking qualified consultants to provide real property easement appraisal, negotiation, and acquisition services for the Rail Trail Segments 8 and 9 Project (Project). The project will construct a rail trail from the City of Santa Cruz Wharf roundabout on Beach Street to 17th Avenue in the County of Santa Cruz. This project will be lead by the City with support from the County and the Santa Cruz County Regional Transportation Commission (SCCRTC).

The project will require acquisition of permanent and temporary rights from nine (9) larger parcels. Impacts range from multiple-family residential to commercial to industrial. Easements will be acquired in the name of SCCRTC. BRI will provide right of way services for all parcels outlined, except for the State Park, which will only be appraised by BRI and then negotiated and acquired by SCCRTC.

PARCEL # OWNER APN(S) PROPERTY TYPE IMPACT
1 Jin Jianwen 010-203-04 Multiple Family Residential Underground Easement 2 El Sol Properties LLC 010-203-03 Multiple Family Residential Access Easement 3 Trifid Properties LLC 010-212-25 Neighborhood Commercial Temporary Construction Easement (TCE) 4 James & Nancy Kim 011-165-01 Neighborhood Commercial Possible TCE 5 & 6 RN Cannery LLC 011-164-06; 011-171-46 General Industrial Underground Easement 7 & 8 Ritchey Jerry Ross Trustee 027-044-06; 027-044-08 Misc. Multi-use; Single store Permanent Easement; TCE 9 Sorrento Oaks Homeowners Association Inc 026-661-01; 026-661-02 Residential Mobile Home Park Permanent maintenance easement 10 John Walbridge 026-302-11 Homesite Permanent maintenance easement 11 State of CA Department of Parks & Recreation 027-241-04 State Park Permanent easement (assumed no cost) BRI has reviewed the existing conditions and researched the impacted parcels, and we have a clear understanding of the potential hurdles and critical tasks:

CHALLENGES / SOLUTIONS

1. Sorrento Oaks Senior Park — Coordination with a Homeowner’s Association (HOA) is critical as negotiations may require multiple meetings with the Board, individual property owners, or a combination of both. One important factor in dealing with an HOA is a thorough review of the Covenants, Conditions and Restrictions (CC&Rs) to determine who has the authority for transferring property of the HOA.

2. Loss of Commercial Parking — The project alignment will affect current parking accommodations for impacted businesses. BRI has dealt with this on numerous projects and will propose alternative parking solutions and restriping to compensate for damages to the parcels.

3. Retaining Wall Construction — As there is limited space between the impacted parcels and the project alignment, particularly those located at 535 and 575 7th Avenue, construction of the proposed retaining wall may be inconvenient for construction and has potential to damage the building. BRI will prioritize this and work to minimize damages with the design team.

15.13 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 11 Consultant’s Proposed Work Plan
Project Approach
Right of Way Project Management Services
Project Management identifies risks, and manages scope, schedule, and resources to ensure success. It is the cornerstone to successful project delivery. BRI understands that the City will coordinate portions of the right of way process, however, we are available to provide additional support from kickoff to closeout.

Our goal is to ensure the City is fully aware of the status of every parcel, at every stage of the process. This helps engage the right resources at the right time to avoid unnecessary delay. Below we have outlined our approach to providing the Services requested and how we can exceed the expectations of the City. • Discuss the project expectations with the City and other key stakeholders as required to define a common understanding about project details, critical issues and processes, and roles and responsibilities associated with the right of way activities. • Management of all administration/coordination involved in an acquisition of right of way. • Maintain organized, accurate records and disseminate vital status information for efficient and timely project implementation.
• Provide status updates, attend meetings, and make recommendations on issues. • Provide input for correction and/or mitigation strategies for budget/schedule issues. • Problem solving to find creative solutions to facilitate negotiated transactions and avoid eminent domain.
• Ensure that the project is adequately staffed.
• Ensure professional quality, technical accuracy, completeness, and consistency of all right of way services reports, documents, and activities.
• Review and provide project close-out documentation to the City, including files, status spreadsheets, executed documents, etc.
• Coordinate approval of appraisal report, First Written Offer, and administrative settlement package by Caltrans.

Deliverables: Progress reports as required and complete files at project closeout.

Restricted APPRAISAL SERVICES
• Send Notice of Decision to Appraise with appraisal map or plat and legals attached. • Contact the property owner and invite them to accompany on property inspection. • Research subject larger parcel and analyze market.
• Confirm market sales and view each comparable property. • Conclude with fair market value.
• Write a narrative Appraisal Report as defined by the Uniform Standards of Professional Appraisal Practice (USPAP).
• Report will comply with USPAP, Caltrans and applicable laws, including the California Code of Civil Procedure and the Uniform Relocation Assistance and Real Property Acquisition Policies.

Deliverables: Electronic copies of restricted appraisal reports for up to ten (10) larger parcels.

Waiver Valuations
Where applicable, BRI will utilize Waiver Valuations for this project. The Code of Federal Regulations [49 CFRs 24.102 (c) 2] provides that an appraisal is not required, the valuation problem is uncomplicated, and the fair market value is estimated at $15,000 or less based on a review of available data. The $15,000 amount includes severance damages but excludes any insignificant construction contract work.

15.14 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 12 Consultant’s Proposed Work Plan
Please note, Waiver Valuations cannot be used to condemn. Should court action be determined necessary, an Appraisal Report will be required, resulting in the assessment of additional fees. Waiver Valuations also do not require an independent appraisal review which provides additional savings to the project. • Research subject larger parcel and market.
• Compile table of comparable sales.
• Perform analysis subject to applicable laws, including the California Code of Civil Procedure and the Uniform Relocation Assistance and Real Property Acquisition Policies. • Acquisition agent to contact property owner and schedule inspection.

Deliverables: Electronic Waiver Valuation Reports on the updated Caltrans Exhibit 07 EX 21A Form.

APPRAISAL REVIEW SERVICES (SUBCONSULTANT - Sierra West) • Read and review research, data collection, and property descriptions. • Document review.
• Evaluate valuation approaches.
• Interview Appraiser.
• Write Appraisal Review Report.

Deliverables: Electronic copies of Appraisal Review Certificates for up to ten (10) larger parcels.

Acquisition Services
• Review the project concept and design with staff and other consultants. • Review appraisals, title reports, maps, and descriptions of the required parcels. • Conduct field review of the project area.
• Prepare right of way contracts and other acquisition documents. • Meet with the property owners to discuss the project in general; review of maps and legal descriptions; confirm information about occupants/owners and make the official First Written Offer to owner.
• The acquisition task assumes a settlement by the sixth contact either in person, telephone, or e-mail. A recommendation to the City will be made after an impasse has been reached. • Deliver signed Right of Way Contract and signed and acknowledged documents for a closed transaction or deliver a memorandum explaining impasse. • If the property owner provides a counteroffer, BRI staff will prepare a recommendation to the City to accept, reject, or modify the counteroffer.
• If the City accepts the counteroffer, BRI will prepare an Administrative Settlement that complies with State and Federal guidelines.
• BRI will work with all parties to encourage acquisition within thirty (30) days of the approval of the appraisal.
• Acquisition agents will maintain a parcel diary to document all interactions with property owners and their tenants.
• BRI will prepare escrow instructions for Title to clear exceptions as needed. • BRI will prepare a final report, including transfer of all pertinent correspondence & files to the City.

Deliverables: Acquisition of permanent and temporary rights from eight (8) ownerships; Permanent Fee Interest; Temporary Construction Easement; Partial Acquisition; with files on each negotiation, acquisition, and project settlement.

TITLE, ESCROW, & CLOSING SERVICES (SUBCONSULTANT – FIRST AMERICAN) • Review and plot existing easements and exceptions to title. • Work with title company to follow up with appropriate lenders, beneficiaries, & trustees.

15.15 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 13 Consultant’s Proposed Work Plan
• Annotate title reports to identify exceptions to be removed. • Work with escrow to obtain partial releases or consents. • Request escrow funds from the City.
• Ensure all escrow documents are completed for closing. • Coordinate escrow closings and file all applicable forms and documents.

Deliverables: Ten (10) Preliminary Title Reports; Closed escrows with Final Policies of Title for each impacted parcels.

CALTRANS DOCUMENTATION & RIGHT OF WAY (ROW) CERTIFICATION • Identify any special issues that are likely to be encountered and how they will be addressed. • Respond to any questions regarding right of way certification. • Ensure that all documents including mapping, legal descriptions, deeds, and purchase agreements comply with Caltrans standards.
• Work with Local Assistance, District 5, as required to obtain Certification.

Deliverables: Compliant Caltrans Exhibit 13-B along with all the required accompanying forms and backup documentation.

On the following page, we have provided a project schedule as well as aspects of our approach that can accelerate real estate delivery.

RIGHT OF WAY TASK PERSONNEL ASSIGNED ANTICIPATED

HOURS NOTES
Project Management
Rebekah Green, Project Manager 24
Senior Project Coordinator 30
Administrative Support 30
Appraisal
Angela Hernandez, Appraisal Manager 60 Appraisal is billed as lump sum, with the total fee due upon delivery. This is an
estimation of hours required to complete
ten (10) restricted appraisals. Actual hours
may shift between staff as needed.

Appraiser 85
Researcher 70
Appraisal Review Sierra West Valuation, Subconsultant Not Applicable - Subconsultant Acquisition
Lucas Smith, Senior Acquisition Agent 140 Acquisition and Escrow Services are billed as lump sum. This is an estimation of hours
required to acquire right of way from eight
(8) ownerships. Actual hours may shift
between staff as needed.

Administrative Support 80
Title & Escrow Services Rebekah Green, Project Manager 45 ROW Certification Rebekah Green, Project Manager 15
Staff Hours

15.16 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 14 Consultant’s Proposed Work Plan
Dedicated appraisal management works with the
appraisers daily to help solve appraisal problems, provide additional guidance to research staff as well as write
appraisal reports in order to ensure timely delivery.

Extensive comparable database in the project area.

Team of research staff working collaboratively to
collect and confirm additional required market data
at the onset of the project which assists the appraiser in expediting the delivery of appraisals.

Triage the appraisals by property type/use and assign
each to the most appropriate appraiser to maximize
efficiencies and provide consistent valuations. Having
continuity of appraisal firms ensures consistent
valuations which improves settlement rates.

APPRAISAL ACCELERANTS
Intimately become familiar with the property types
being impacted given the large number of appraisals
completed in the project area.

Early coordination with the owners explaining the
project and impacts to their parcels is a successful
strategy we’ve implemented on larger projects.

Our agents often accompany the appraiser on
the appraisal inspection in hopes of developing a
rapport with the property owners.

Ensure Purchase and Sale Agreements have a
possession clause that goes into effect when the
PSA is signed by all parties. This allows construction
of the project even if close of escrow that is delayed.

The most likely cause of such a delay are lenders.

If the Client chooses, an incentive bonus will be
implemented if property owners sign within the
first 30 days.

Streamline process for administrative settlements.

Complete understanding of how the payment
process works through the Client. BRI escrow
coordinators will develop working relationships
with the appropriate team members in the
Client’s finance department.

ACQUISITION ACCELERANTS
Early coordination with the engineering and
project team to review the alignment and see if
there is the option of potentially shifting of the
alignment to avoid impacts to private property.

RIGHT OF WAY TASK
2025 2026
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

PROJECT MANAGEMENT

APPRAISAL

APPRAISAL REVIEW

ACQUISITION

TITLE, ESCROW, & CLOSING

CALTRANS ROW CERTIFICATION

PROJECT CLOSE OUT

PROJECT SCHEDULE

15.17 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 15 Project Team
BRI is comprised of a diverse and capable staff, empowering the team with control, consistency, and ability to adapt quickly to meet the needs of the City and ensure efficient project delivery. We bring one of the most experienced teams in right of way delivery and have the capacity to deliver the Project to the City with value added. Changes to key staff will not be made without prior approval from the City.

REBEKAH GREEN – PROJECT MANAGER
23 YEARS OF EXPERIENCE, 14 WITH BRI
Having spent the last decade of her career working with various government agencies such as Caltrans, the Bureau of Reclamation, California Department of Water Resources and numerous local cities and counties, Rebekah brings to the table enthusiasm and a deep understanding of public works projects in California. Recognizing the unique political landscape involved with these projects, she coordinates the process between clients, escrow officers, agents and property owners with sensitivity and the due consideration necessary for a positive outcome. In addition to her work with the City of Santa Cruz on the Murray Street Bridge Seismic Retrofit and Barrier Project in the immediate Project area, Rebekah has worked on numerous local projects, including the County of Monterey Gonzalez River Road Project, the County of Tulare Avenue 280 Widening Project, the City of Woodlake Mulberry Roundabout Project, and the City of Coalinga Active Transportation Program.

Responsibilities:
• First point of contact for the City.
• Prompt and accurate status reporting as requested by the City. • Oversight of the day-to-day activities of the acquisition and right of way services teams, as well as all subconsultants (prepare, coordinate and maintain a critical path schedule). • Develop correction and/or mitigation strategies for budget/ schedule issues.
• Ensure professional quality, technical accuracy, completeness, and consistency of all right of way services reports, documents, and activities.
• Coordinate between the internal team and reviews/ recommends for approval administrative settlements and appraisal updates.
• Provide Quality Control of all documents including contracts, offer packages, letters/memos, status documents, relocation documents, planning documents, etc. • Monitor schedules and enforce deadlines, ensuring deliverables for each appraisal and property acquisition at every stage of the process.
• Provide status updates, attend meetings (virtual and/or in person), and make recommendations on right of way issues.

ÁNGELA HERNÁNDEZ, MAI, AI-GRS, R/W-AC – APPRAISAL MANAGER 11 YEARS OF EXPERIENCE, 4 WITH BRI
Angela’s experience in real estate appraisal involves a wide range of property types such as market rate apartments, low-income housing with various funding sources, single-family residential properties, retail properties, industrial warehouses, flex uses, and single-family residential subdivisions. Additionally, Angela specializes in eminent domain appraisals involving various property types and situations throughout Northern and Southern California.

BRI Chief Executive Officer
Renee Baur, PMP, CA RE Broker,
will serve as the Principal
in Charge and authorized
negotiator for this contract.

She has a full understanding
and long history with project
oversight and right-of-way
acquisition services in and
around the state, with her
experience spanning all
fifty-eight (58) California
counties. With a sharp eye on
efficiency and collaboration,
Renee expertly coordinates
across project stakeholders and
manages resources to meet the
needs of any project, no matter
the schedule or deliverables.

15.18 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 16 Project team
Angela’s most recent appraisal assignments include the California High-Speed Rail Project, the County of Sacramento South Sacramento Safe Routes to School Project, and our newest trail project, the City of Eureka Bay to Zoo Trail Project. Angela is also currently serving on the executive board for the Northern California Chapter of the Appraisal Institute and is proficient in Spanish both written and spoken.

Responsibilities:
• Oversight of the day-to-day activities of the appraisal team. • Develop correction and/or mitigation strategies for budget/schedule issues. • Provide Quality Control of all appraisal documents.
• Monitor schedules and enforce deadlines, ensuring deliverables for each appraisal at every stage of the process.
• Site visit to the project alignment to clarify, modify and refine the tasks to be completed. • Oversee market research relating to each impacted property type. • Oversee development of complete narrative appraisals containing all recognized standards for public acquisition.

LUCAS SMITH, CA RE SALESPERSON, CA NOTARY PUBLIC – SENIOR ACQUISITION AGENT 8 YEARS OF EXPERIENCE, 8 WITH BRI
Lucas is an excellent problem solver and gifted negotiator. He has experience negotiating with private, public, and governmental agencies in order to obtain necessary rights and agreements to acquire fee, and temporary and permanent easements and rights. With a sharp eye towards the best outcomes for both the project and the community, Lucas will oversee the BRI acquisition team in providing services that will exceed the City’s expectations. Lucas’ recent assignments include the City of Coalinga Active Transportation Program, the City of Eureka Bay to Zoo Trail Project, and the City of Woodlake Cajon Avenue and Valencia Boulevard Project, as well as multiple other active transportation and trail improvement projects throughout California.

Responsibilities:
• Primary point of contact for the property owner.
• Prepare offer letters to purchase, purchase and sale agreement and escrow instructions, and easement deeds.
• Deliver offer letter, appraisal summary statement, purchase agreement, conveying deed, instruments with plat map and legal descriptions, title report, and plan sheet. • Respond to property owner questions and concerns, review appraisal summary statement, furnish and negotiate through acceptance or impasse.

An organizational chart demonstrating working relationships of the project team has been provided on the following page. Resumes for key staff have been provided in the Appendix of this proposal.

15.19 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 17 Project team

ACQUISITION TEAM
INCLUDES:

CA Real Estate Brokers (3)
CA Real Estate
Salespeople (10)
Senior Right of Way
(SR/WA) Designations (1)
CA Notary Public (1)
Rebekah Green
Project Manager

LAND SERVICES TEAM
INCLUDES:

Expert Land Agent (1)
Senior Land Agents (3)
Land Agents (4)
Lucas Smith, CA RE
Salesperson, CA Notary Public
Senior Acquisition Agent
Sierra West Valuation, Inc.

APPRAISAL REVIEW SERVICES
Angela Hernandez, MAI,

AI-GRS, R/W-AC
Appraisal Manager
APPRAISAL TEAM INCLUDES:

David Wraa, MAI,

ARA, AI-GRS
David Houghton, MAI
Craig Strawmier, MAI, AI-GRS
Rebecca Frederick, SRA
Tom Leonard
Lawrence Clark
Appraisal Research
Analysts (10)

PRINCIPAL IN CHARGE

KEY BRI STAFF

OTHER BRI STAFF

SUBCONSULTANTS,

AS NEEDED
Renee Baur, PMP,
CA RE Broker
Principal in Charge &
Authorized Negotiator

ORGANIZATIONAL CHART
First American Title Company

TITLE & ESCROW SERVICES

15.20 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 18 Project team
Subconsultants
SIERRA WEST VALUATION, INC. (SIERRA WEST) – APPRAISAL REVIEW SERVICES Sierra West is a real estate appraisal company with a concentration in the eminent domain field. The principal appraisers/review appraisers are Tim Landes, SR/WA, and Vicki Briggs, MAI, AI-GRS and together they have over 60 years of general appraisal experience and more than 50 years of preparation of appraisals and appraisal reviews for government-related acquisitions for public projects. A California corporation and Certified Small Business, the firm has a reputation for tackling the more difficult assignments in the areas of highway, mass transit, utility, and railroad corridor projects.

FIRST AMERICAN TITLE COMPANY (FIRST AMERICAN) — TITLE & ESCROW SERVICES First American Title Company (First American) is a leading provider of title insurance, settlement services and risk solutions for real estate transactions that traces its heritage back to 1889. First American specializes in Residential, High Liability Transactions, Commercial Development, Land Acquisitions and 1031 Exchange Escrows. First American consistently provides the most accurate information, developed with insight, and delivered with integrity.

15.21 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 19 Appendix

15.22 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 20 Having spent the last decade of her career working with various government agencies such as the Caltrans, the Bureau of Reclamation, Department of Water Resources and numerous local cities and counties, Rebekah brings to the table enthusiasm and a deep understanding of public works projects in California.

Recognizing the unique political landscape involved with these projects, she coordinates the process between clients, escrow officers, agents and property owners with sensitivity and the due consideration necessary for a positive outcome. With multiple stakeholders, having the most current status on each assignment is crucial to maintain real time data to address all information needs.

Rebekah Green
Representative Project Experience
City of Santa Cruz Murray Street Bridge Seismic Retrofit & Barrier Replacement Project, Santa Cruz County, CA: Project Manager, 5 impacted parcels, full service right of way
City of Santa Cruz San Lorenzo River Culvert Project, Santa Cruz County, CA: Project Manager, 6 impacted parcels, full service right of way
City of Tehachapi Safe Routes to School Dennison Road
Bicycle and Pedestrian Improvement Project, Kern County, CA: Subconsultant, Right of Way Project Manager, 2+ impacted parcels, full service right of way, Caltrans oversight, grant funding
County of Monterey Gonzales River Road Bridge
Replacement Project, Monterey County, CA: Project Manager, 7 impacted parcels, full service right of way, Caltrans oversight County of Monterey Las Lomas Bicycle & Pedestrian
Improvement Project, Monterey County, CA: Project
Manager, 5 impacted parcels, full service right of way, Caltrans oversight
City of Folsom Montrose Bike Trail Encroachment Project, Sacramento County, CA: Project Manager, 4 impacted parcels, full service right of way
City of Coalinga Active Transportation Program, Fresno
County, CA: Project Manager, 1 task order & 3 impacted
parcels so far, full service right of way, Caltrans oversight City of Woodlake Cajon Avenue and Valencia Boulevard
Roundabout Project, Tulare County, CA: Project Manager, 8 impacted parcels, full service right of way, Caltrans oversight County of Tulare Avenue 280 Widening Project, Tulare
County, CA: Right of Way Project Manager, 50+ impacted
parcels, full service right of way, Caltrans oversight

PROJECT MANAGER &
Relocation Lead
23 Years of Experience
14 Years with BRI

EDUCATION
B.A. Social Work, California
State University Sacramento
Registrations
Currently Pursuing Project
Management Professional
(PMP) Designation
Affiliations
International Right of Way
Association
Special Qualifications
• Extensive experience
delivering right of way
utilizing federal and state
funding on projects
throughout CA
• Effective communicator
• Ability to leverage
resources to meet, and
often exceed, project
schedules and deadlines
• Escrow & closeout
specialist

15.23 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 21 Representative Project Experience
Great Redwood Trail Agency Rails to Trails Project, Multiple Counties, CA: Appraisal Manager, 45 appraisal products, appraisal services & condemnation support
City of Folsom Montrose Bike Trail Encroachment Project, Sacramento County, CA: Lead Appraiser, 4 appraisal products, full service right of way
City of Rancho Cordova White Rock Road Widening Project – Phase 3, Sacramento County, CA: Lead Appraiser, 3 appraisal products, full service right of way, Caltrans oversight City of Folsom Natoma Alley Sewer Rehabilitation Project, Sacramento County, CA: Lead Appraiser, 6 impacted parcels, 7 appraisal products, full service right of way
Placer County Transportation Planning Agency, West
Roseville Intersection Improvement Project, Placer County, CA: Lead Appraiser, 23 impacted parcels, 9 appraisal products, full service right of way
County of Placer Department of Public Works Haines Road at Wise Canal Bridge Replacement Project, Placer County, CA:

Lead Appraiser, 7 appraisal products, full service right of way El Dorado Irrigation District Sly Park Intertie Improvement Project, El Dorado County, CA: Lead Appraiser, 20 appraisal products, full service right of way, accelerate project schedule County of Los Angeles East Los Angeles Road Improvement Project, Los Angeles County, CA: Lead Appraiser, 21 appraisal products, accelerated project schedule
San Bernardino County Transportation Authority US
395 Widening Project, San Bernardino County, CA: Lead
Appraiser, 34 appraisal products, accelerated project schedule, Caltrans oversight
Angela’s experience in real estate appraisal involves a wide range of property types such as market rate apartments, low-income housing with various funding sources, single-family residential properties, retail properties, industrial warehouses, flex uses, and single-family residential subdivisions. Angela also specializes in eminent domain appraisals involving various property types and situations throughout California. Most recently, Angela has completed appraisals for the Great Redwood Trail Agency Rails to Trails project and the County of Placer Haines Road at Wise Canal Bridge Replacement Project.

Angela Hernandez
Appraisal Manager, MAI,

AI-GRS, R/W-AC
11 Years of Experience
4 Years with BRI
Education
B.S. Psychology (Honors),
University of Phoenix,
Phoenix, AZ
Registrations
MAI, AI-GRS, Appraisal
Institute
R/W-AC, International Right of
Way Association
Certified General Real Estate
Appraiser, AG 3005070
Affiliations
Appraisal Institute (AI),
Northern California Chapter -
2025 Executive Board
Association of Latino
Professionals for America
Special Qualifications
• Bilingual - English/Spanish
• Intimate knowledge
of nuances specific to
appraising properties in
the project area

15.24 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Page 22 Senior Acquisition Agent
8 Years of Experience
8 Years with BRI
Education
United States Marine Corps.
(2008-2012)
Registrations
CA Real Estate Salesperson,
License No. 02031599
CA Notary Public 2412824
Affiliations
International Right of Way
Association
Special Qualifications
• Gifted negotiator
• Excels in a fast-paced,
dynamic environment
• Innovative problem solver
Lucas is an excellent problem solver and gifted negotiator. His extensive experience ensures timely delivery of real estate. He has experience negotiating with private, public, governmental agencies and Railroads in order to acquire temporary and permanent rights, and coordinate relocation and removal of encroachments. During negotiations, Lucas has the ability to interface effectively across a diverse variety of property owners and his utility experience helps him find creative, project specific solutions. Lucas’ experience includes the City of Sonoma Chase Street Bridge Replacement Project at Nathanson Creek and the City of Chico Salem Street Bridge Replacement Project.

Lucas Smith
Representative Project Experience
County of Tulare Avenue 280 Widening Project, Tulare
County, CA: Lead Acquisition Agent, 50+ impacted parcels, full service right of way, Caltrans oversight
City of Woodlake Cajon Avenue and Valencia Boulevard
Roundabout Project, Tulare County, CA: Lead Acquisition Agent, 8 impacted parcels, full service right of way, Caltrans oversight
County of Tuolumne Lime Kiln Road Bridge Replacement
over Curtis Creek Phase II Project, Tuolumne County, CA:

Acquisition Agent, 4 impacted parcels, full service right of way, Caltrans oversight
County of Mariposa Interim Bridge at Indian Gulch Project, Mariposa County, CA: Acquisition Agent, 1 impacted parcel, full service right of way, Caltrans oversight
California High-Speed Rail Authority California High Speed Rail Project, Central Valley Counties, CA: Senior Acquisition Agent, 500+ impacted parcels, full service right of way San Diego Association of Governments Bayshore Bikeway
Barrio Logan Project, San Diego County, CA: Acquisition Agent, 4 impacted parcels, full service right of way
San Joaquin Area Flood Control Agency Lower San Joaquin River Levee Improvement Project, San Joaquin County, CA:

Acquisition Agent, 2 impacted parcels so far, 15 Rights of Entry in progress, 6 mitigation sites, multiple reach levee project, full service right of way, DWR & USACE oversight
Delta Conveyance Design and Construction Authority Delta Conveyance Project, Multiple Counties, CA: Acquisition
Agent, 10 impacted parcels, State & DWR oversight
City of Chico Salem Street Bridge Replacement Project,
Butte County, CA: Lead Acquisition Agent, 5 impacted
parcels, full service right of way, Caltrans oversight

15.25 THANK YOU FOR your consideration!
For assistance, please contact:

Bender Rosenthal | 916.978.4900 | www.benderrosenthal.com

15.26 City of Santa Cruz | Rail Trail Segments 8 & 9 Project Section 7: Cost Proposal
2025 HOURLY BILLING RATES
Principal Project Manager $258/hr.

Senior Project Manager $232/hr.

Project Manager $196/hr.

Assistant Project Manager $155/hr.

Sr. Designated Member (MAI/SRA/AI-GRS/ARA) $227/hr.*
Designated Member (MAI/SRA/AI-GRS/ARA) $201/hr.*
Senior Appraiser $181/hr.

Appraiser $155/hr.

Senior Right of Way Specialist $181/hr.

Senior Acquisition Agent $155/hr.

Acquisition Agent $124/hr.

Senior Project Coordinator $140/hr.

Project Coordinator $103/hr.

Senior Land Agent $129/hr.

Land Agent $103/hr.

Researcher $ 93/hr.

Administrative Support II $ 88/hr.

Administrative Support I $ 73/hr.
*NOTE: For court or briefing preparation, depositions, any pre-trial conferences, court appearances, and related activities, the hourly rate is $450.

RIGHT OF WAY TASK HOURS / UNIT RATE / LUMP SUM COST
PROJECT MANAGEMENT 24 $196 $4,704

APPRAISAL SERVICES
4 $3,200 $12,800
6 $3,500 $21,000
APPRAISAL REVIEW SERVICES 10 $2,000 $20,000
ACQUISITION SERVICES 8 $3,500 $28,000
TITLE, ESCROW & CLOSING SERVICES 8 $1,200 $9,600
RIGHT OF WAY CERTIFICATION 1 $2,500 $2,500
Subtotal $96,104
Preliminary Title Reports (8 @ $950 each) $7,600
Other Direct Costs (Postage, Mileage, Notary Services, Etc.) $1,090 TOTAL FEE $104,794
A 10% contigency for unexpected work would be an additional $10,479.40, increasing the total project cost to $115,273.40. This would not be utilized without approval from the City Project Manager.

15.27 PROFESSIONAL SERVICES AGREEMENT FOR

REAL PROPERTY EASEMENT APPRAISAL, NEGOTIATION, AND ACQUISITION SERVICES FOR RAIL TRAIL SEGMENTS 8 AND 9
THIS AGREEMENT for professional services is made by and between the City of Santa Cruz (“City”) and BRI (“Consultant”) (each is referred to individually as a “Party” and collectively, as the “Parties”) as of May 14, 2025 (the “Effective Date”).

NOW, THEREFORE, in consideration of each other’s mutual promises, the Parties hereto agree as follows:

SECTION 1: SCOPE OF WORK
Consultant will furnish services as defined and described in the Scope of Work, attached hereto as Exhibit A and incorporated herein.

SECTION 2: RESPONSIBILITIES OF CONSULTANT
All work performed by Consultant, or under Consultant’s direction, shall be rendered in accordance with the generally accepted practices, and to the standards of, Consultant's profession. Consultant represents and warrants that Consultant: (i) is fully experienced and properly qualified to perform the work and services provided for herein, (ii) has the financial capability required for the performance of the work and services, and (iii) is properly equipped and organized to perform the work and services in a competent, timely, and proper manner, in accordance with the requirements of this Agreement.

Consultant shall not undertake any work beyond the Scope of Work set forth in Exhibit A unless such additional work is approved in advance and in writing by City. The cost of such additional work shall be reimbursed to Consultant by City on the same basis as provided for in Section 4.

If, in performing the work, it is necessary to conduct field operations, security and safety of the job site will be the Consultant's responsibility excluding, the security and safety of any facility of City within the job site which is not under the Consultant's control.

Consultant shall meet with Nathan Nguyen, Director of the Public Works Department, hereinafter called "Director", or other designated and authorized City personnel, or third parties as necessary, on all matters connected with carrying out of Consultant’s services described in Exhibit A. Such meetings shall be held at the request of either Party. Review and City approval of completed work shall be obtained monthly, or at other intervals as may be mutually agreed upon during the course of this Agreement. Review, approval, or acceptance of Consultant’s work by City or others shall not relieve Consultant from responsibility for errors and omissions in Consultant’s work.

SECTION 3: RESPONSIBILITIES OF THE CITY
City shall make available to Consultant all necessary data and information in the City's possession and shall actively assist Consultant in obtaining such information from other agencies and individuals as needed.

Consultant is entitled to reasonably rely upon the accuracy and completeness of such data and information, and Consultant shall provide City prompt written notice of any known defects in such data and information.

The Director may authorize a staff person to serve as his or her representative. The work in progress shall be reviewed at such intervals as may be mutually agreed upon between the Parties. The City will be the sole

15.28 judge of acceptable work, provided that such approval will not be unreasonably withheld or delayed. If the work is not acceptable, City will inform Consultant of the changes or revisions necessary to secure approval.

SECTION 4: FEES AND PAYMENT
For services actually performed, the City will compensate Consultant at the rates set forth in the Cost Proposal detailed in Exhibit A and in accordance with the terms set forth therein. Payment for Consultant's services in carrying out the entire Scope of Work shall be made within the budget limit, or the limits shown, upon Exhibit A. Such payment shall be considered full compensation for all personnel, materials, supplies, and equipment used by Consultant in the Scope of Work. Markups shall not be charged for any approved sub-consultants or subcontractors.]
Consultant agrees that the payments to Consultant specified in this Section 4 will constitute full and complete compensation for all obligations assumed by Consultant under this Agreement. Where conflicts regarding compensation may occur, the provisions of this section apply.

Variations from the budget for each task which are justified by statements indicating personnel time expended and submittal of a revised budget are only allowed with prior City approval; however, in no event shall the total fee charged for the Scope of Work set forth in Exhibit A exceed the budget of $115,273.40 without advance written City authorization in the form of an amendment.

Invoices shall detail the time worked by each class of employees on each task and the expenses incurred for which billing is made. Invoices shall indicate the percentage completion of each work task as identified in the Scope of Work in Exhibit A and the overall percentage of completion of the total required services. Unless otherwise specified in the fee schedule, payments shall be made monthly by the City within 30 days based on itemized invoices from the Consultant which list the actual costs and expenses.

All invoices shall contain the following affidavit signed by Consultant (if individual) or by a principal of Consultant’s firm (if Consultant is an entity):
"I hereby certify [or as principal of Consultant] that the charge of (Insert invoice amount) as summarized above and shown in detail on the attachments is a fair and reasonable use of public funds, is in accordance with the terms of Agreement dated (Insert Agreement Date) and has not been previously paid."
SECTION 5: TRAVEL REIMBURSEMENT POLICY
Not Applicable.

SECTION 6: CHANGES IN WORK
City may negotiate changes in the Scope of Work. No changes in the Scope of Work shall be made without the written approval of City and Consultant. Any change requiring compensation in excess of the sum specified in Exhibit A shall be approved in advance in writing by the City. Only City’s authorized representative(s) is authorized to approve changes to this Agreement on behalf of City.

SECTION 7: TIME OF BEGINNING AND SCHEDULE FOR COMPLETION The term of this Agreement shall be on the effective date of this Agreement and terminating on . Consultant shall begin work as specified in a written authorization (e.g. Notice to Proceed) to perform services. The written authorization to perform work shall not be issued until after this Agreement has been approved and authorized by the City.

15.29 The Work Schedule for completion of the work shall be as shown upon Exhibit A. If major changes are ordered, the schedule for completion as stated in Exhibit A may be adjusted by City so as to allow Consultant a reasonable period of time within which to complete any additional work which may be required as a result of the ordered changes.

Neither party will be held responsible for delay or default caused by declared emergencies, natural disasters, or any Force Majeure event which is beyond the party's reasonable control. Consultant will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon the cessation of the cause, diligently pursue performance of its obligations in this Agreement.

The City reserves the right to obtain the item(s) and/or services covered by this Agreement from another source during any on-going suspension of service due to the circumstances outlined above.

Consultant acknowledges that it is necessary for Consultant to complete its work on or before the completion date set forth in Exhibit A in order to allow the City to achieve its objectives for entering into this Agreement.

The Parties therefore agree that time is of the essence in the performance of this Agreement.

SECTION 8: TERMINATION
The City may terminate the Agreement for convenience by providing written notice to Consultant not less than 10 calendar days prior to an effective termination date.

The City or Consultant may terminate the Agreement for cause by providing written notice to the other party not less than 30 calendar days prior to an effective termination date.

The City may, at its option, allow Consultant to cure its failure to perform within 15 business days (or longer period authorized in writing by the City) from the date of the City’s termination notice. The termination shall become effective if Consultant has not cured within such time period to the City’s satisfaction.

Consultant may terminate this Agreement for cause if the City fails to cure a material default in performance within a period of 30 calendar days (or such longer period agreed to by the Consultant), from date of the Consultant’s written termination notice specifying the default in performance.

Upon notice of termination by either the City or Consultant, the Consultant will immediately act to not incur any additional obligations, costs or expenses, except as may be reasonably necessary to terminate its activities. The City’s only obligation to the Consultant will be just and equitable payment for services authorized by, and received to the satisfaction of, the City up to and including the effective date of termination less any amounts withheld. All finished or unfinished work or documents procured or produced under the Agreement will become property of the City upon the termination date. In the event of Consultant’s failure to perform pursuant to the Agreement, the City reserves the right to obtain services elsewhere and Consultant will be liable for the difference between the prices set forth in the terminated Agreement and the actual cost to the City. Termination of the Agreement pursuant to this paragraph shall not relieve the Consultant of any liability to City for additional costs, expenses, or damages sustained by City due to failure of the Consultant to perform pursuant to the Agreement. City may withhold any payments to Consultant for the purpose of set-off until such time as the exact amount of damages due City from Consultant is determined. After the effective date of termination, Consultant will have no further claims against the City under the Agreement. No other compensation will be payable for the anticipated profit on unperformed services.

15.30 SECTION 9: INSURANCE
Prior to the beginning of and throughout the duration of the Agreement, Consultant will maintain and comply with the Insurance Requirements as set forth in Exhibit B. Consultant will insure the City against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder. The insurance coverages required shall not in any way limit the liability of the Consultant.

SECTION 10: INDEMNIFICATION
Consultant agrees, to the fullest extent permitted by law, to indemnify, defend, and hold harmless the City, its officials, officers, employees, agents, and volunteers (collectively, “Indemnitees”) from and against any and all liability, claim, action, loss, injury, damage, judgment, or expense, including attorneys’ fees and costs (“Losses”) caused by or resulting from the negligence, recklessness, or willful misconduct of Consultant, Consultant’s officers, employees, agents, or subcontractors in any way related to this Agreement. Consultant’s duty to indemnify and hold harmless Indemnitees shall not apply to the extent such Losses are caused by the sole or active negligence or willful misconduct of Indemnitees, as determined by an adjudicatory body or court of competent jurisdiction. The obligation to defend shall arise regardless of any claim or assertion that Indemnitees caused or contributed to the Losses.

In the event this Agreement involves the performance of design professional services by Consultant, Consultant’s officers, employees, agents, or subcontractors, Consultant’s costs to defend Indemnitees shall not exceed the Consultant’s proportionate percentage of fault per Civil Code §2782.8. This section shall survive the termination or expiration of this Agreement.

SECTION 11: EQUAL EMPLOYMENT OPPORTUNITY/NON-DISCRIMINATION POLICIES City’s policies promote a working environment free from abusive conduct, discrimination, harassment, and retaliation; and require equal opportunity in employment for all regardless of race, religious creed (including religious dress and grooming practices), color, national origin (including language use restrictions), ancestry, religion, disability (mental and physical), medical condition, sex, gender (including gender identity and gender expression), physical characteristics, marital status, age, sexual orientation, genetic information (including family health history and genetic test results), organizational affiliation, and military or veteran status, or any other consideration made unlawful by local, State or Federal law. City requires Consultant to comply with all applicable Federal and State and local equal employment opportunity laws and regulations, and Consultant is responsible for ensuring that effective policies and procedures concerning the prevention of abusive conduct, discrimination, harassment, and retaliation exist in Consultant’s business organization. The City’s current Equal Employment Opportunity and NonDiscrimination policies to which this Section applies may be viewed at http://www.codepublishing.com/CA/SantaCruz/?SantaCruz09/SantaCruz0983.html and http://www.cityofsantacruz.com/home/showdocument?id=59192.

SECTION 12: LEGAL ACTION/ATTORNEYS’ FEES
If any action at law or in equity is brought to enforce or interpret the provisions of this Agreement, the prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief. The laws of the State of California, with jurisdiction in the Santa Cruz County Superior Court, shall govern all matters relating to the validity, interpretation, and effect of this Agreement and any authorized or alleged changes, the performance of any of its terms, as well as the rights and obligations of Consultant and the City.

15.31 SECTION 13: AMENDMENTS
This Agreement may not be amended in any respect except by way of a written instrument which expressly references and identifies this Agreement, which expressly states that its purpose is to amend this particular Agreement, and which is duly executed by the City and Consultant. Consultant acknowledges that no such amendment shall be effective until approved and authorized by the City’s authorized representative. No representative of the City is authorized to obligate the City to pay the cost or value of services beyond the scope of services set forth in Exhibit A. Such authority is retained solely by the City Manager, Director, or their designee. Unless expressly authorized by the City Manager or Director, Consultant’s compensation shall be limited to that set forth in Exhibit A, Cost Schedule.

SECTION 14: MISCELLANEOUS PROVISIONS
i. Project Manager. Director reserves the right to approve the project manager assigned by Consultant to said work. No change in assignment may occur without prior written approval of the City. ii. Consultant Services Only. Consultant is employed to render professional services only and any payments made to Consultant are compensation solely for such professional services. iii. Independent Contractor. In the performance of this Agreement, it is expressly understood that Consultant, including each of Consultant’s employees, agents, subcontractors or others under Consultant’s supervision or control, is an independent contractor solely responsible for its own acts and omissions, and shall not be considered an employee of the City for any purpose. Consultant agrees to comply with AB5, codified at Labor Code section 2750.3, and shall indemnify, defend and hold harmless the City, its officials, officers, employees, and agents against any claim or liability, including attorneys’ fees and costs, arising in any manner related to this Agreement that an employee, agent or others under Consultant’s supervision or control was misclassified.
iv. Consultant Not an Agent. Except as City may specify in writing, Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Consultant shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever. v. Subcontractors. Consultant shall obtain prior approval of the City prior to subcontracting of any work pursuant to this Agreement. If at any time, the City determines any subcontractor is incompetent or unqualified, Consultant will be notified and will be expected to immediately cancel the subcontract.

Consultant shall require and verify that all subcontractors maintain insurance meeting all of the requirements stated herein, including naming the City of Santa Cruz, its officers, officials, employees, agents, and volunteers as additional insureds. Any modification to the insurance requirements for subcontractors must be agreed to by the City in writing. vi. Assignment. This Agreement shall not be assigned without first obtaining the express written consent of the Director or after approval of the City Council. Neither party may assign this Agreement unless this Agreement is amended in accordance with its terms.
vii. Conflicts of Interest. Consultant owes City a duty of undivided loyalty in performing the work and services under this Agreement. Consultant covenants (on behalf of Consultant and Consultant’s employees, agents, representatives, and subcontractors) that there is no direct or indirect interest, financial or otherwise, which would conflict in any manner or degree with the performance of services required under this Agreement.

Consultant acknowledges and agrees to comply with applicable provisions of conflict-of-interest law and regulations, including the Political Reform Act, Section 1090 of the Government Code, and the City’s

15.32 conflict of interest code. Consultant will immediately advise City if Consultant learns of a conflicting financial interest of Consultant during the term of this Agreement. viii. City Property. The work, or any portion, of Consultant in performing this Agreement shall become the property of City. The Consultant may be permitted to retain copies of such work for information and reference in connection only with the provision of services for the City. All materials and work product, whether finished or unfinished, shall be delivered to City upon completion of contract services or termination of this Agreement for any reason. Unless otherwise provided herein, Consultant agrees that all copyrights which arise from creation of project-related documents and materials pursuant to this Agreement shall be vested in the City and Consultant waives and relinquishes all claims to copyright or other intellectual property rights in favor of City. Any work product related to this Agreement shall be confidential, not to be used by the Consultant on other projects or disclosed to any third party, except by agreement in writing by the City, or except as otherwise provided herein. ix. Intellectual Property and Indemnity. Consultant represents to City that, to the best of Consultant’s knowledge, any Intellectual Property (including but not limited to: patent, patent application, trade secret, copyright and any applications or right to apply for registration, computer software programs or applications, tangible or intangible proprietary information, or any other intellectual property right) in connection with any services and/or products related to this Agreement does not violate or infringe upon any Intellectual Property rights of any other person or entity.

To the fullest extent permitted by law, Consultant agrees to indemnify, defend, and hold harmless City, its officials, officers, employees, and agents, from any and all claims, demands, actions, liabilities, damages, or expenses (including reasonable attorneys’ fees and costs) arising out of a claim of infringement, actual or alleged, direct or contributory, of any Intellectual Property rights in any way related to Consultant’s performance under this Agreement or to the City’s authorized intended or actual use of Consultant’s product or service under this Agreement. This provision shall survive termination or expiration of this Agreement.

If any product or service becomes, or in the Consultant’s opinion is likely to become, the subject of a claim of infringement, the Consultant shall, at its sole expense: (i) provide the City the right to continue using the product or service; or (ii) replace or modify the product or service so that it becomes noninfringing; or (iii) if none of the foregoing alternatives are possible even after Consultant’s commercially reasonable efforts, in addition to other available legal remedies, City will have the right to return the product or service and receive a full or partial refund of an amount equal to the value of the returned product or service, less the unpaid portion of the purchase price and any other amounts, which may be due to the Consultant. City shall have the right to retrieve its data and proprietary information at no charge prior to any return of the product or termination of service. x. Confidentiality.
a. Consultant shall not acquire any ownership interest in data and information (“City Data”) received by Consultant from City, which shall remain the property of the City. Certain information may be considered confidential (“Confidential Information”). Confidential Information shall mean all nonpublic information or proprietary materials (in every form and media) disclosed or made available directly or indirectly through any means of communication, either verbally or in writing, to Consultant in connection with this Agreement. Unless otherwise required by law, Consultant shall not, without City’s written permission, use or disclose City Data and/or Confidential Information other than in the performance of the obligations under this Agreement. As between Consultant and

15.33 City, all City Confidential Information shall remain the property of the City. Consultant shall not acquire ownership interest in the City’s Confidential Information. b. Consultant shall be responsible for ensuring and maintaining the security and confidentiality of City Data and Confidential Information, protect against any anticipated threats or hazards to the security or integrity of City Data and Confidential Information, protect against unauthorized access to or use of City Data and Confidential Information that could result in substantial harm or inconvenience to City or any end users; and ensure the proper return and/or disposal of City Data and Confidential Information upon termination of this Agreement with notice to the City. c. Consultant shall take appropriate action to address any incident of unauthorized access to City Data and Confidential Information, including addressing and/or remedying the issue that resulted in such unauthorized access, notifying City as soon as possible of any incident of unauthorized access to City Data and Confidential Information, or any other breach in Consultant’s security that materially affects City or end users; and be responsible for ensuring compliance by its officers, employees, agents, and subcontractors with the confidentiality provisions hereof. Should confidential and/or legally protected City Data be divulged to unauthorized third parties, Consultant shall comply with all applicable federal and state laws and regulations, including but not limited to California Civil Code sections 1798.29 and 1798.82 at Consultant’s sole expense. Consultant shall not charge City for any expenses associated with Consultant’s compliance with these obligations. d. Consultant shall defend, indemnify and hold harmless City, its officials, officers, employees and agents against any claim, liability, loss, injury or damage (including attorneys’ fee and costs) arising out of, or in connection with, the unauthorized use, access, and/or disclosure of City Data and/or Confidential Information by Consultant and/or its agents, employees or sub-contractors, excepting only loss, injury or damage caused by the sole negligence or willful misconduct of the City. This provision shall survive the termination or expiration of this Agreement. xi. Consultant's Records. Consultant shall maintain accurate accounting records and other written documentation pertaining to the costs incurred relating to this Agreement for examination and audit by the City, State, or federal government, as applicable, during the period of this Agreement, and for a period of at least five years from the date of the final City payment for Consultant's services, unless otherwise stated herein. If Consultant engages a subcontractor to perform work related to this Agreement with a cost of $10,000 or more over a 12-month period, such subcontract shall contain these same requirements. This provision shall survive the termination of this Agreement. xii. California Public Records Act. City is a public agency subject to the disclosure requirements of the California Public Records Act (“CPRA”). If Consultant’s proprietary information is contained in documents or information submitted to City, and Consultant claims that such information falls within one or more CPRA exemptions, Consultant must clearly mark such information “Confidential and Proprietary,” and identify the specific lines containing the information. In the event of a request for such information, City will make best efforts to provide notice to Consultant prior to such disclosure.

If Consultant contends that any documents are exempt from the CPRA and wishes to prevent disclosure, it is required to obtain a protective order, injunctive relief or other appropriate remedy from a court of law in Santa Cruz County before the City is required to respond to the CPRA request. If Consultant fails to obtain such remedy within the time the City is required to respond to the CPRA request, City may disclose the requested information without any liability to Consultant. Consultant further agrees that it shall defend, indemnify and hold City harmless against any claim, action or litigation (including but not limited to all judgments, costs, and attorney’s fees) that may result from denial by City of a CPRA request for information arising from any representation, or any action (or inaction), by the Consultant.

15.34 xiii. Compliance with Laws. All activities of Consultant, its employees, subcontractors and/or agents will be carried out in compliance with all applicable federal, state, and local laws and regulations. xiv. Licensure. Consultant warrants that Consultant, its subcontractors and/or agents have/have complied with any and all federal, state, and local licensing requirements and agrees to provide proof of a current City of Santa Cruz Business Tax Certificate if:
 Consultant, its subcontractor(s) and agent(s) or its business is/are located in the City of Santa Cruz;
 Will perform actual work in the City of Santa Cruz for 6 or more days annually; or  Will use company vehicles to deliver within the City of Santa Cruz for 6 or more days annually.

For additional information and licensing requirements, view the City’s Business Licenses and Permits webpage or call the Revenue and Taxation division at 831/420-5070. xv. Living Wage. Every contract for services to the City for $10,000 or more, is subject to City of Santa Cruz Living Wage Ordinance number 2000-25. If applicable, Consultant agrees to comply with the requirements of the Living Wage ordinance as provided in Santa Cruz Municipal Code Chapter 5.10. xvi. Prevailing Wages for Public Work. To the extent that the work or services to be performed under this Agreement may be considered a “public work” (construction, alteration, demolition, or repair work) pursuant and subject to Labor Code section 1720 et seq., Consultant (and any subconsultant performing the work or services) shall conform to any and all prevailing wage requirements applicable to such work/and or services under this Agreement. Consultant (and any subconsultant) shall adhere to the prevailing wage determinations made by the Director of Industrial Relations (DIR) pursuant to California Labor Code Part 7, Chapter 1, Article 2, applicable to the work, if any. All workers employed in the execution of a public works contract (as such term is defined California Labor Code section 1720 et seq. and section 1782(d)(1)) must be paid not less than the specified prevailing wage rates for the type of work performed. (CA Labor Code sections 1720, 1774 and 1782.) To the extent applicable to the scope of work and services under this Agreement, Consultant agrees to be bound by the state prevailing wage requirements, including, but not limited to, the following:
a. If a worker is paid less than the applicable prevailing wage rate owed for a calendar day (or any portion thereof), Consultant shall pay the worker the difference between the prevailing wage rate and the amount actually paid for each calendar day (or portion thereof) for which the worker(s) was paid less than the prevailing wage rate, as specified in Labor Code section 1775; b. Consultant shall maintain and make available payroll and worker records in accordance with Labor Code sections 1776 and 1812;
c. If Consultant employs (and/or is legally required to employ) apprentices in performing the work and/or services under this Agreement, Consultant shall ensure compliance with Labor Code section 1777.5;
d. Consultant is aware of the limitations imposed on overtime work by Labor Code sections 1810 et seq. and shall be responsible for any penalties levied in accordance with Labor Code section 1813 for failing to pay required overtime wages;
e. Consultant shall post a copy of the applicable wage rates at each jobsite at a location readily available to its workers.

15.35 f. Any failure of Consultant and/or its subconsultant to comply with the above requirements relating to a public work project shall constitute a breach of this Agreement that excuses the City’s performance of this Agreement at the City’s sole and absolute option and shall be at the sole risk of Consultant. Consultant on behalf of itself and any subconsultant, agree to indemnify, defend and hold harmless the City and its officials, officers, employees, and agents from and against any and all claims, liabilities, losses, costs, expenses, attorney’s fees, damages, expenses, fines, financial consequences, interest, and penalties, of any kind or nature, arising from or relating to any failure (or alleged failure) of the Consultant and any subconsultant to pay prevailing wages or to otherwise comply with the requirements of prevailing wage law relating to a public work. g. Consultant acknowledges that it and/or any subconsultant may not engage in the performance of any contract for public work unless currently registered with the DIR and qualified to perform public work pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)]. xvii. Storm Water Requirements. Not Applicable.
xviii. Dispute Resolution. The Parties agree to attempt in good faith to resolve through negotiation any dispute, claim or controversy arising out of or relating to this Agreement. Either party may initiate negotiations by providing written notice in letter form to the other party, setting forth the subject of the dispute and the relief requested. Promptly upon such notification, the Parties shall meet at a mutually agreeable time and place in order to exchange relevant information and perspective, and to attempt to resolve the dispute. In the event that no resolution is achieved, and if, but only if, the parties mutually agree, then prior to pursuing formal legal action, the parties shall make a good faith effort to resolve the dispute by non-binding mediation or negotiations between representatives with decision-making power, who, to the extent possible, shall not have had substantive involvement in the matters of the dispute. To the extent that the dispute involves or relates to a public works project, the Parties agree to attempt to resolve the dispute by complying with the claims process as set forth in Public Contract Code sections 9204(e), 20104-20104.6, but without waiving the requirements of the California Tort Claims Act, Gov’t Code section 800 et seq. unless otherwise agreed to by the Parties. xix. Force Majeure. Neither party hereto shall be considered in default in the performance of its obligation hereunder to the extent that the performance of any such obligation is prevented or delayed by an act of God, natural disaster, pandemic, acts of terrorism, war, or other peril, which is beyond the reasonable control of the affected party and without the negligence of the respective Parties. Each party hereto shall give notice promptly to the other of the nature and extent of any Force Majeure claimed to delay, hinder or prevent performance of the services under this Agreement. Each Party will, however, make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon the cessation of the cause, diligently pursue performance of its obligations in this Agreement. In the event either party is prevented or delayed in the performance of its respective obligation by reason of such Force Majeure, there may be an equitable adjustment of the schedule and Consultant compensation based on City’s sole discretion.
xx. Complete Agreement. This Agreement, along with any attachments, is the full and complete integration of the Parties’ agreement with respect to the matters addressed herein, and that this Agreement supersedes any previous written or oral agreements between the Parties with respect to the matters addressed herein.

Unless otherwise stated, to the extent there is any conflict between this Agreement and any other agreement (written or oral), the terms of this Agreement shall control. xxi. Severability. The unenforceability, invalidity or illegality of any provision(s) of this Agreement shall not render the other provisions unenforceable, invalid or illegal.

15.36 xxii. Waiver. Waiver by any party of any portion of this Agreement shall not constitute a waiver of the same or any other portion hereof.
xxiii. Governing Law. This Agreement shall be governed by and interpreted in accordance with California law. xxiv. Contract Interpretation. Each party acknowledges that it has reviewed this Agreement and that the normal rule of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement.
xxv. MacBride Principles/Peace Charter. City of Santa Cruz Resolution NS-19,378 (7/24/90) encourages all companies doing business in Northern Ireland to abide by the MacBride Principles and Peace Charter. xxvi. Notices. If either party shall desire or is required to give notice to the other such notice shall be given in writing, via email and concurrently delivered by overnight Federal Express [or priority U.S.

Mail], addressed to recipient as follows:

To CITY:

Public Works Department
Matt Starkey, P.E.
809 Center St., Room 201
Santa Cruz, CA 95060
[email protected]
(831) 420-5182
To CONSULTANT:

Bender Rosenthal, Inc
Renee Baur
2825 Watt Avenue, Suite 200
Sacramento, CA 95821
[email protected]
(916) 978-4900
Changes to the above information shall be given to the other party in writing ten (10) business days before the change is effective.
xxvii. Counterparts. The Parties may execute this Agreement in two or more counterparts, which shall, in the aggregate, be deemed an original but all of which, together, shall constitute one and the same instrument. A scanned, electronic, facsimile or other copy of a party’s signature shall be accepted and valid as an original.
xxviii. Warranty of Authority. The signatories to this Agreement warrant and represent that each is authorized to execute this Agreement and that their respective signatures serve to legally obligate their respective representatives, agents, successors and assigns to comply with the provisions of this Agreement. [SIGNATURES ON FOLLOWING PAGE]

15.37 Technical Review by:

Date:

Matt Starkey, Transportation Manager
Approved as to Form by:

Date:

Anthony P. Condotti, City Attorney
For Consultant:

Signature: Date:
(Renee Baur)
Signature: Date:

Corporation – 2 officer signatures required (one from each group, unless person signing holds officer positions in both Group 1 and 2):

Group 1: Chief Executive Officer, Chairman of the Board, President, or Vice President Group 2: Secretary, Assistant Secretary, Chief Financial Officer, Treasurer, Assistant Treasurer For CITY OF SANTA CRUZ, a municipal corporation
Date:

Matt Huffaker, City Manager

15.38 EXHIBIT B: INSURANCE REQUIREMENTS
A. CERTIFICATE REQUIREMENTS
The City will be issued a Certificate of Insurance (a Memorandum of Understanding will not be accepted) with the following minimum requirements:
 Certificate(s) will show current policy number(s) and effective dates,  Coverage and policy limits will meet, or exceed, requirements below,  The Certificate Holder will be City of Santa Cruz, Risk Management, 1200 Pacific Ave., Suite 290, Santa Cruz, CA 95060,
 Certificate will be signed by an authorized representative,  An endorsement, if required below, will be provided to show the City, its officers, officials, employees, and volunteers as additional insureds, and
 Coverages must be maintained during the term of the Agreement with the City, unless a longer duration is required.

B. MINIMUM SCOPE AND LIMITS OF INSURANCE
Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. If Consultant maintains broader insurance coverage and/or higher limits than the minimums shown below, the City of Santa Cruz requires and shall be entitled to the broader insurance coverage and/or higher limits maintained by Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Santa Cruz.

Coverage will be at least as broad as:
 COMMERCIAL GENERAL LIABILITY (CGL): $1,000,000 PER OCCURRENCE; $2,000,000

AGGREGATE
Proof of coverage for $1 Million per occurrence including products and completed operations, property damage, bodily injury, personal and advertising injury will be provided on Insurance Services Office (ISO) Form CG 00 01 covering CGL. If a general aggregate limit applies, either the general aggregate limit will apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit will be at least twice the required occurrence limit.  PROFESSIONAL LIABILITY (ERRORS AND OMISSIONS): $2,000,000 PER OCCURRENCE OR CLAIM, $2,000,000 AGGREGATE.

Consultant will maintain insurance appropriate to Consultant’s profession; with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after date of completion of the services under this Agreement. If coverage is canceled or non-renewed and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date or start of work date, Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.
 AUTOMOBILE LIABILITY:

Proof of coverage for $1,000,000 provided on ISO Form Number CA 00 01 covering any auto (Code 1), or if Consultant has no owned autos, hired, (Code 8) and non-owned autos (Code 9), per accident for bodily injury and property damage.

15.39  WORKERS’ COMPENSATION AS REQUIRED BY THE STATE OF CALIFORNIA, WITH STATUTORY LIMITS, AND EMPLOYER’S LIABILITY INSURANCE: $1,000,000 per accident for bodily injury or disease.

The Worker’s Compensation policy must be endorsed with a waiver of subrogation in favor of the City for all work performed by the Consultant and its employees. (Not required if Consultant provides written verification it has no employees) - If Contractor has no employees, Contractor shall complete and sign a Workers’ Compensation Exemption Declaration and Release of Liability.

C. OTHER INSURANCE PROVISIONS
The insurance policies are to comply with the following provisions:
 ADDITIONAL INSURED STATUS
The City, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Consultant including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage will be provided in the form of an endorsement to Consultant’s insurance at least as broad as ISO Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10 CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 (if a later edition is used).
o PRIMARY COVERAGE
For any claims related to this Agreement, Consultant’s insurance coverage will be primary insurance as respects the City, its officers, officials, employees, agents, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents, or volunteers will be excess of Consultant’s insurance and will not contribute with it.  NOTICE OF CANCELLATION
Each insurance policy required above shall state that the coverage shall not be canceled, except with notice to the City.
 WAIVER OF SUBROGATION
Consultant hereby grants to the City a waiver of any right to subrogation, except as otherwise not applicable, which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss, including attorney’s fees under such insurance. Consultant agrees to obtain any endorsement that may be necessary to effectuate this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.
 EXCESS LIABILITY/UMBRELLA INSURANCE POLICIES
The excess/liability policies will provide similar coverage as the primary CGL policy with no new exclusions - Excess liability insurance must follow form the terms, conditions, definitions, and exclusions of the underlying CGL insurance. The excess/umbrella policy must also be written on a primary and noncontributory basis for an additional insured, and that it will apply before any other insurance that is available to such additional insured which covers that person or organization as a named insured, and we will not share with that other insurance.

The policy regarding Limits of Insurance regarding Aggregates must provide that the aggregate limits if applicable shall apply in the same manner as the aggregate limits shown in the Schedule of the Underlying Insurance.
 SELF-INSURED RETENTIONS

15.40 Self-insured retentions must be declared to and approved by the City. City may require Consultant to purchase coverage with a lower retention or provide proof of ability to pay losses and related expenses. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.  ACCEPTABILITY OF INSURERS
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A: VII, unless otherwise acceptable to the City.
 CLAIMS MADE POLICIES
If any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non-renewed and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.
 VERIFICATION OF COVERAGE
Consultant will furnish the City with original Certificates of Insurance including all required amendatory endorsements (or copies of the applicable policy language effecting coverage required by this clause) and a copy of the Declarations and Endorsement Page of the CGL Policy listing all policy endorsements to be approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning will not waive the Consultant’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

D. SUBCONTRACTORS
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that City is an additional insured on insurance required from subcontractors.

E. SPECIAL RISKS/CIRCUMSTANCES
The city reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances and provide notice to Consultant.

15.41 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: Water
SUBJECT: Ratify Purchase of Two Pump Drives for the Felton Booster Pump Station (WT)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Ratify the purchase of two pump drives for the Felton Booster Pump Station from Graybar Electric (Dublin, CA) in the amount of $130,017, and authorize the Water Director to execute change orders within the approved budget; and
2) Approve the California Environmental Quality Act (CEQA) determination contained in this Agenda Report. The Council’s action is exempt from CEQA review under the Class 2 categorical exemption (2 CCR 15302; exemption for replacement or reconstruction).

BACKGROUND: The Felton Booster Pump Station (FBPS) was constructed in the 1960s to convey untreated water from Loch Lomond Reservoir (LLR) to the Graham Hill Water Treatment Plant (GHWTP). As the hub of Santa Cruz’s Newell Creek water supply system, FBPS is critical during periods of low water supply production from the City’s North Coast sources and the San Lorenzo River (SLR). During these periods, water must be conveyed from LLR to the GHWTP via FBPS.

Due to the failure of two of the five pump drives, the pump station capacity is now reduced to less than the annual average daily water consumption. While funds were budgeted to replace of one failed pump drive in FY 2026, the recent failure of the second pump drive has resulted in both the backup and the standby pumps being out of service, creating an urgent need for repair to restore pumping capacity at FBPS immediately. Purchase of the two pump drives was initiated at the end of March 2025.

DISCUSSION: Section 3.08.170 of the Municipal Code allows the City to buy from cooperative purchasing agreements when it is in the best interest of the City to do so. The pricing offered from Graybar Electric to replace the two failed pump drives is from competitively solicited Master Agreement EV2370 dated 3/22/2019 awarded through the U.S Communities Government Purchasing Alliance. Cooperative purchasing agreements combine the volume of purchases made by participating public agencies throughout the nation and therefore provide

16.1 better pricing than the City could obtain on its own. The cost for the two pump drives plus startup and commissioning services is $130,017.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is exempt from CEQA under California Code of Regulations (CCR) Section 15302 – Class 2 categorical exemption because the Council action is intended to replace “existing utility systems and/or facilities involving negligible or no expansion of capacity.” (Cal.

Regs, tit. 14 § 15302 (c)). The project replaces failed existing pump drives with no change in capacity.

HEALTH IN ALL POLICIES (HiAP): Restoring full functionality of the FBPS is critical to ensuring the City is able to convey source water from and to LLR. The project aligns with the public health pillar of the City’s HiAP initiative by supporting the Water Department’s work to provide a safe and reliable drinking water supply.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: There are adequate funds in the Water Department’s FY 2025 operations budget for this purchase.

Prepared By:

Dustin Holtzclaw
Superintendent of Water
Production and Treatment
Submitted By:

Heidi Luckenbach
Water Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

None.

16.2 City Council

AGENDA REPORT
DATE: 04/24/2025
AGENDA OF: 05/13/2025
DEPARTMENT: City Attorney
SUBJECT: An Ordinance Rescinding Santa Cruz Municipal Code Section 21.07.020 Pursuant to a Settlement Agreement that Protects Tenants at the St. George Apartments (CA)
LOCATION: Citywide
RECOMMENDATION: Motion to introduce for publication an ordinance rescinding Santa Cruz Municipal Code Section 21.07.020 pursuant to a settlement agreement that protects tenants at the St. George Apartments.

BACKGROUND: In 2019, California Governor Gavin Newsom signed the Tenant Protection Act of 2019 (“AB 1482”) into law, which became effective on January 1, 2020. AB 1482 introduced California Civil Code Sections 1947.12 and 1947.13, which generally limit annual rent increases for existing tenants to 5 percent plus the percentage change in the cost of living or 10 percent, whichever is lower. However, these rent increase restrictions do not apply to certain types of properties, including those with expiring affordability deed restrictions. Thus, under state law, landlords of properties with expiring covenants may implement significant rent increases when affordability requirements are lifted.

On September 24, 2024, the City Council adopted Ordinance No. 2024-16 to address this gap in state law. The ordinance established maximum annual rent increases for properties with expiring affordability covenants, mirroring the provisions of AB 1482. Ordinance No. 2024-16 was enacted primarily to prevent drastic rent increases from becoming effective at the St. George Apartments.

In November 2024, the City was sued in federal court by GVC St. George, LLC (“GVC”), a property owner affected by Ordinance No. 2024-16 and, specifically, Section 21.07.020. Among other claims, GVC alleged that the ordinance violated its right to a fair return on investment. The parties have reached a settlement in the above case, whereby GVC has agreed to provide significant rent increase protections to impacted tenants in exchange for the City’s repeal of Section 21.07.020.

DISCUSSION: Under the terms of the settlement, GVC has agreed to refrain from increasing rents more than 8.8% on impacted tenants that do not receive housing voucher support. The settlement agreement allows larger permissible rent increases for housing units that receive

17.1 housing voucher support. However, because these tenants’ rents are primarily paid by housing vouchers, the out-of-pocket rental amounts paid by tenants will not significantly increase.

In exchange for the rent increase protections set forth above, the City has agreed to place the rescission of Section 21.07.020 before the City Council. If the Council does not repeal Section

21.07.020, the settlement agreement with GVC will be deemed null and void.

In short, impacted tenants will still receive rent increase protections, and the City will avoid protracted litigation and related costs and risks.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Ordinance is not a “project” under CEQA because no direct or indirect physical change to the environment is anticipated, nor does the Ordinance represent the type of activity described in Public Resources Code section 21065.

HEALTH IN ALL POLICIES (HiAP): HiAP is a collaborative framework aimed at improving population health by integrating health considerations into decision-making processes across sectors and policy areas. HiAP is founded on three core pillars: equity, public health, and sustainability. Its primary objective is to ensure that decision-makers are fully informed about the health, equity, and sustainability implications of various policy options during the development process. The proposed ordinance aligns with HiAP principles by promoting public health and equity. It safeguards the health and welfare of lower-income individuals by preventing steep rent increases while ensuring landlords can maintain economic viability and saving taxpayer money through ending ongoing litigation.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: Accepting this recommendation will benefit the general fund, as it will avoid the additional litigation costs, attorneys’ fees, and a potential damages award.

Prepared By:

Cassie Bronson
Assistant City Attorney
Submitted By:

Tony Condotti
City Attorney
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. DRAFT ORDINANCE - CLEAN.DOCX

2. DRAFT ORDINANCE - TRACK CHANGES.DOCX

17.2 ORDINANCE NO. 2025-XX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ RESCINDING SANTA CRUZ MUNICIPAL CODE SECTION 21.07.020 PURSUANT TO A SETTLEMENT AGREEMENT THAT PROTECTS TENANTS AT THE ST. GEORGE APARTMENTS WHEREAS, via Ordinance No. 2024-16 the Santa Cruz City Council added Section

21.07.020 to the Santa Cruz Municipal Code, effective on October 24, 2024; and WHEREAS, in November 2024, the City was sued in federal court by GVC St. George, LLC (“GVC”), a property owner affected by Section 21.07.020. Among other claims, GVC alleged that Section 21.07.020 violated its right to a fair return on investment. The parties have reached a settlement in the above case, whereby GVC has agreed to provide rent increase protections to impacted tenants in exchange for the City’s repeal of Section 21.07.020; and WHEREAS, under the terms of the settlement, GVC has agreed to refrain from increasing rents more than 8.8% on impacted tenants that do not receive housing voucher support. The settlement agreement allows larger permissible rent increases for housing units that receive housing voucher support. However, because these tenants’ rents are primarily paid by housing vouchers, the out-of-pocket rental amounts paid by tenants will not significantly increase.

NOW THEREFORE, BE IT ORDAINED, by the City Council of the City of Santa Cruz as follows:

SECTION 1. Section 21.07.020 “Extending AB 1482 Rent Increase Protections upon Expiration of Rental Restrictions” is hereby rescinded and Section 21.07.030 “Civil Remedies” is hereby recodified as Section 21.07.020. Chapter 21.07 is amended as follows:
“Chapter 21.07
TENANT PROTECTIONS ABOVE AB 1482 REQUIREMENTS

21.07.010 EXTENDING AB 1482 PROTECTIONS TO SECTION 8 TENANTS.

Notwithstanding the language of California Civil Code Section 1946.2(e)(9), the no-fault just cause eviction protections of Section 1946.2 shall be applicable to tenants receiving subsidy through the Section 8 Housing Choice Voucher Program or the Section 8 Project Based Voucher Program. A full month’s rent shall be provided for relocation assistance, including both the tenant’s portion of the payment and the voucher amount. Any rent control protections that Section 8 Housing Choice Voucher holders are afforded by AB 1482 shall also be applied to such Section 8 Housing Choice tenants.

17.3 21.07.020 CIVIL REMEDIES.

Failure by a landlord to comply with the terms of this chapter shall be an affirmative defense to any unlawful detainer action pending or filed on or after its effective date. In addition, tenant may bring a civil suit in the courts of the state for injunctive relief and damages, alleging that a landlord has violated any of the provisions of this chapter. In a civil suit, a landlord found to violate this chapter shall, in addition to injunctive relief, be liable to the tenant for all actual damages, as well as an award of reasonable attorneys’ fees and costs. Additionally, upon a showing that the landlord has acted willfully or with oppression, fraud, or malice, the tenant shall be awarded treble damages. No administrative remedy need be exhausted prior to filing suit pursuant to this section.”
SECTION 2. This ordinance shall take effect and be in force thirty (30) days after final adoption.

PASSED FOR PUBLICATION this 13th day of May, 2025, 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], 2025, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________

17.4 Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 202x-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

17.5 ORDINANCE NO. 2025-XX

NOW THEREFORE, BE IT ORDAINED, by the City Council of the City of Santa Cruz as follows:

21.07.010 EXTENDING AB 1482 PROTECTIONS TO SECTION 8 TENANTS.

21.07.020 EXTENDING AB 1482 RENT INCREASE PROTECTIONS UPON EXPIRATION OF RENTAL RESTRICTIONS.

17.6 A. Notwithstanding the language of California Civil Code Section 1947.13(a)(1) and (2), for housing restricted by deed, regulatory restriction contained in an agreement with a government agency, or other recorded document as affordable housing for persons and families of very low, low, or moderate income, as defined in Section 50093 of the Health and Safety Code, or for housing subject to an agreement that provides housing subsidies for affordable housing for persons and families of very low, low, or moderate income, as defined in Section 50093 of the Health and Safety Code or comparable federal statutes, the limitations on gross rental rate increases set forth in California Civil Code Section 1947.12 shall apply for any tenancy in existence prior to the one-year notice of expiration of rental restrictions is provided to affected tenants in accordance with California Government Code Section 65863.10(b).

B. In accordance with California Civil Code Section 1947.12, for any tenancy described in subsection A., above, an owner of residential real property shall not, over the course of any 12-month period, increase the gross rental rate for a dwelling or a unit more than 5 percent plus the percentage change in the cost of living, or 10 percent, whichever is lower, of the lowest gross rental rate charged for that dwelling or unit at any time during the 12 months prior to the effective date of the increase. In determining the lowest gross rental amount pursuant to this section, any rent discounts, incentives, concessions, or credits offered by the owner of such unit of residential real property and accepted by the tenant shall be excluded. The gross per-month rental rate and any owner-offered discounts, incentives, concessions, or credits shall be separately listed and identified in the lease or rental agreement or any amendments to an existing lease or rental agreement.

C. For the purposes of this section, the annual “percentage change in the cost of living” shall be measured by the San Francisco-Oakland-Hayward area Consumer Price Index for urban consumers (CPI -U).

D. This section shall not apply to a dwelling or unit which is exempt from rent control requirements under California Civil Code Section 1954.52.

E. Upon the expiration of rental restrictions, and before establishing a gross rental rate consistent with Subdivision B above, the owner of an assisted housing development, as defined by Gov Code § 65863.10, must demonstrate compliance with all applicable provisions of Sections 65863.10, 65863.11, and 65863.13 of the Government Code and any other applicable federal, state, or local law, or regulation, including, but not limited to, Chapter 21.05 of the Santa Cruz Municipal Code.

21.07.030 020 CIVIL REMEDIES.

17.7 be awarded treble damages. No administrative remedy need be exhausted prior to filing suit pursuant to this section.”
SECTION 2. This ordinance shall take effect and be in force thirty (30) days after final adoption.

PASSED FOR PUBLICATION this 13th day of May, 2025, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

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. 202x-xx and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

17.8 Settlement and Mutual Release Agreement Page 1 of 9

SETTLEMENT AND MUTUAL RELEASE AGREEMENT
THIS SETTLEMENT AND MUTUAL RELEASE AGREEMENT (“Agreement”) is made and entered into by and between the CITY OF SANTA CRUZ, a California charter city (“City”) and GVC ST. GEORGE, LLC, a Delaware limited liability company (“GVC”). Unless expressly noted otherwise in this Agreement, City and GVC are hereinafter collectively referred to as the “Parties” and sometimes individually as a “Party.”

RECITALS

1. GVC is the current owner of the St. George Apartments, located at 833 Front Street in the City of Santa Cruz (“the Property”). GVC’s predecessor-in-interest redeveloped the Property following the Loma Prieta earthquake in 1989. As part of the funding for the redevelopment, GVC’s predecessor-in-interest entered into various agreements which imposed income and rent restrictions for future residents during the term of the agreements. These agreements, listed below and collectively referred to as “the Agreements,” later became binding on GVC:
▪ Agreement with the City entitled “Reconstruction and Participation Agreement” dated October 12, 1990, and recorded October 16, 1990 (“1990 Agreement”); ▪ Agreement with the City entitled “Participation Agreement and Declaration of Deed Restriction” dated October 24, 1991, and recorded on October 31, 1991 (“Red Cross Agreement”); and
▪ Agreement with California Department of Housing and Community Development (“HCD”) entitled “Regulatory Agreement – Number SCZ-R-54 California Natural Disaster Assistance Program,” dated October 15, 1991, and recorded on October 22, 1991 (“HCD Agreement”).

2. After the income and rent restrictions expired, GVC sought to raise rents at the Property to a value at, or approaching, market rates. For properties with expiring rental restrictions, California Civil Code § 1947.13(a) provides for the establishment of an initial rental rate applicable after the restriction(s) expire at properties otherwise governed by Civil Code Section 1947.12.

3. GVC served various notices on the City and the affected tenants, including notices dated October 31, 2023, April 30, 2024, and July 30, 2024, which informed many of the Property’s tenants that the rent restrictions were expiring and that their rent would be significantly increased on November 1, 2024. Pursuant to California Civil Code Section 1947.13(a)(1), the service of various notices is required by owners of assisted housing developments.

4. On September 24, 2024, the Santa Cruz City Council adopted Ordinance 2024-16, amending Chapter 21.07 of the City of Santa Cruz Municipal Code by adding Section 21.07.020 in addition to other changes not directly related to the Action (defined below). Section Docusign Envelope ID: 2634F321-6634-43A2-9A2C-6D4286DB010A

17.9 Settlement and Mutual Release Agreement Page 2 of 9

21.07.020 was intended to and does prevent GVC and similarly situated property owners from enacting a one-time rent increase to market rate after the expiration of affordability restrictions, which increases are otherwise permitted by Civil Code Section 1947.13.

5. On or around November 5, 2024, GVC sued the City, alleging various causes of action related to the City’s enactment of Section 21.07.020, and seeking declaratory, injunctive, and monetary relief. On or around December 23, 2024, GVC filed a First Amended Complaint in the matter. This action (“the Action”) is currently pending in the United States District Court for the Northern District of California, Case No. 5:24-cv-07695-BLF.

6. On or around November 13, 2024, HCD sent GVC a letter asserting that GVC had not complied with the state’s Preservation Noticing Law (“PNL”) with respect to the expiration of the Red Cross Agreement. On or around December 13, 2024, GVC sent a response letter to HCD, disputing the applicability of the PNL to the Red Cross Agreement and the assertion that GVC had failed to comply with PNL.

7. In order to avoid the cost and expense of litigation, as well as the uncertainty attendant thereto, the Parties now wish to resolve the Action on the terms and conditions set forth herein.

NOW, THEREFORE, for valuable consideration, the receipt and adequacy of which is hereby acknowledged, the Parties agree to the following terms and conditions:

AGREEMENT

1. INCORPORATION OF RECITALS. The recitals stated above are incorporated into the terms of this Agreement and the Parties acknowledge that the same are true and correct.

2. CONDITIONS PRECEDENT TO VALIDITY OF AGREEMENT. The
Parties acknowledge and agree that this Agreement shall be deemed null and void if the following things do not happen:
(a) The Housing Authority and/or HCD indicate that they are unwilling or unable to provide the communications contemplated in Paragraphs 5 and/or 6 of this Agreement.
(b) The Santa Cruz City Council does not rescind Santa Cruz Municipal Code Section

21.07.020, as contemplated by Paragraph 7 of this Agreement.

3. PERMISSIBLE RENT INCREASES FOR THE PROPERTY’S 43
HOUSING UNITS IMPACTED BY SECTION 21.07.020 THAT DO NOT HAVE HOUSING CHOICE VOUCHERS. GVC represents and warrants that the Property currently contains 43 housing units that were: (a) impacted by Section 21.07.020, and (b) do not pay their rent with Housing Choice Vouchers administered by the Housing Authority. The Parties agree that GVC may raise the gross rental rate on these 43 units by 8.8% from the rental amount effective in October of 2024. In order to effectuate this permissible rent increase, GVC shall Docusign Envelope ID: 2634F321-6634-43A2-9A2C-6D4286DB010A

17.10 Settlement and Mutual Release Agreement Page 3 of 9 provide the tenants in these 43 units with the notice attached as Exhibit 1. Copies of the notices sent to these tenants shall be furnished to the City concurrently with notice to the tenants. The City agrees no further actions, aside from what is required by this Agreement, are required of GVC to effectuate these increases, including but not limited to a notice to terminate under City Municipal Code Section 21.05.020.

After this initial 8.8% rent increase, no future rent increases shall be permitted under Civil Code § 1947.13, and all future rent increases shall be governed by Civil Code § 1947.12(a)(1), to the extent that section is still in force and effect and applicable to the units.

4. PERMISSIBLE RENT INCREASE FOR THE 10 HOUSING UNITS
IMPACTED BY SECTION 21.07.020 THAT DO HAVE HOUSING CHOICE VOUCHERS. GVC represents and warrants that the Property currently contains 10 housing units that were: (a) impacted by Section 21.07.020, and (b) receive rental assistance through the Section 8 Housing Choice Voucher Program administered by the Housing Authority. The Parties agree that, subject to the Housing Authority’s approval, GVC may raise the contract rent on these 10 units so that the gross rental rates are $2,200 per month for a studio and $2,995 per month for a 2-bedroom unit, or if the Housing Authority does not approve that amount, the highest amount approved by the Housing Authority.

The Housing Authority has indicated that the tenants’ share of rent is not likely to increase after the rent increases described in this paragraph are effectuated since, in most cases, if the gross rent is less than the Housing Authority’s established payment standard for the lower of the unit size or voucher size, the tenant’s portion will not be impacted at all, and the voucher program will absorb all increased cost. The Housing Authority has agreed to provide the City with a communication (described in Paragraph 5(b)) indicating the degree to which the tenant’s portion of rent will change (if at all). In the unlikely event that the communication from the Housing Authority indicates that any tenant’s share of rent will increase by more than 8.8% solely as a result of the increase in contract rent (and not because of any change in the household such as changes in income, household size, etc.), then GVC may only increase the rent to a value that will result in no more than an 8.8% increase in that tenant’s portion of the rent.

In order to effectuate this permissible rent increase, GVC shall provide the tenants in these 10 units with the notice attached as Exhibit 2 with a copy to the Housing Authority. The City agrees no further actions, aside from what is required by this Agreement including obtaining Housing Authority approval for the rent increases described in this paragraph, are required of GVC to effectuate these increases, including but not limited to a notice to terminate under City Municipal Code Section 21.05.020.

After this initial rent increase, no future rent increases on these units shall be permitted under Civil Code § 1947.13, and all future rent increases shall be governed by Civil Code § 1947.12(a)(1), to the extent that section is still in force and effect and applicable to the units.

Docusign Envelope ID: 2634F321-6634-43A2-9A2C-6D4286DB010A

17.11 Settlement and Mutual Release Agreement Page 4 of 9

5. SANTA CRUZ HOUSING AUTHORITY COMMUNICATIONS.
(a) The Parties understand and expect that the Housing Authority will provide GVC with a letter from the Housing Authority that, in substance, conveys the following information:
“For the purpose of any HAP Contract entered into between the Housing Authority of the County of Santa Cruz and the owner of the St. George Apartments located at 833 Front Street, Santa Cruz, CA, the term “unassisted units” shall not include any units for which the owner has agreed to restrict rent increases in a settlement agreement with the City of Santa Cruz in the matter of GVC St. George LLC v. City of Santa Cruz, Case No. 5:24- CV-07695-BLF, filed in the U.S. District Court for the Northern District of California.” (b) The Parties understand and expect that, after GVC provides the Housing Authority with copies of the Exhibit 2 notices, the Housing Authority will provide the City with a communication indicating the degree to which the tenants’ portions of rent will change (if at all).

6. RESOLUTION OF 11/13/2024 HCD LETTER. The Parties understand and expect that HCD will provide GVC with a letter that, in substance, conveys the following information:
“This letter is in response to your December 13, 2024, correspondence asking HCD to rescind the Notice of Violation dated November 13, 2024. After considering the contents of your letter, and in light of subsequent conversations, HCD withdraws its request for further action by the owner of the St. George Hotel under California’s Preservation Notice Law.”
Counsel for the City shall ask HCD to provide this letter to Counsel for the City only.

This letter shall be held by Counsel for the City, and, if timely provided to Counsel for the City, it shall be provided to GVC before the effective date of the rent increases noticed pursuant to Paragraphs 3 and 4.

7. RESCISSION OF SANTA CRUZ MUNICIPAL CODE SECTION 21.07.020.

The City will cause an ordinance that rescinds Section 21.07.020 of the Santa Cruz Municipal Code to promptly come before the City Council for Council’s consideration. While the City is not empowered to rescind Section 21.07.020 in this Settlement Agreement, nor may this Settlement Agreement require the Council to rescind Section 21.07.020, the Parties agree that, if Section 21.07.020 is not rescinded, this Agreement shall be null and void.

8. CITY PAYMENT TO GVC. City agrees to pay GVC the amount of $115,757.10. Payment will be made by way of check payable to “GVC ST. GEORGE, LLC” within 5 days after the rent increases consistent with Paragraph 3 and Paragraph 4 become effective, or September 1, 2025, whichever is earlier. If GVC receives the settlement amount before the effective date of any rent increases allowed by this agreement, GVC will still be expressly prohibited from raising rents in a way that is greater than permitted by this Agreement.

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17.12 Settlement and Mutual Release Agreement Page 5 of 9 Except as set forth above, the Parties shall bear their own attorneys’ fees and costs incurred in connection with this dispute, as well as in the negotiation and preparation of this Agreement.

9. POTENTIAL PAST OVERPAYMENT OF RENT BY TENANTS
IMPACTED BY SECTION 21.07.020. GVC agrees to take affirmative steps to investigate whether any tenant subject to Section 21.07.020 of the Santa Cruz Municipal Code paid rent exceeding the amounts permitted by that section. If any tenant protected by Section 21.07.020 paid rent exceeding the amounts permitted by Section 21.07.020 for the months of November 2024 through the effective date of the new rental amounts permitted under paragraphs 3 and 4 of this Agreement, GVC shall: (a) assure that those tenants’ rental amounts going forward are consistent with this Agreement, and (b) either apply a credit to future rent payments due by the residents or refund the excess within thirty (30) days of the effective date of the new rental amounts permitted under paragraphs 3 and 4 of this Agreement. If GVC desires to give a credit, GVC shall provide written notice to affected tenants describing these options and shall allow the tenants to choose whether to select a refund or a credit for future rent payments. The City shall have no responsibility for administering any refunds. GVC will also take no action to enforce the rent increase notices issued in July 2024, to tenants subject to Section 21.07.020.

10. DISMISSAL OF ACTION. Within five (5) business days of the final execution of this Agreement, GVC will provide City with a signed dismissal of the Action with prejudice.

The dismissal shall indicate that each party shall bear its own costs. Said dismissal shall be filed with the Court within five (5) business days upon GVC’s receipt of the settlement amount (described in Paragraph 8), the Housing Authority communication (described in Paragraph 5(a)), and the HCD Letter (described in Paragraph 6), and confirmation that Section 21.07.020 has been rescinded (described in Paragraph 7).

11. MUTUAL RELEASE. Except for the Parties’ respective obligations under this Agreement or any claim of breach of this Agreement, the Parties, individually and on behalf of their respective predecessors, executors, administrators, assigns, and all parent, subsidiary, predecessor, successor and related entities, and all members, partners, beneficiaries, heirs, assignees, transferees, successors, affiliates, directors, officers, shareholders, employees, and agents and representatives, and all persons acting by, through, under or in concert with them, or any of them, hereby release the other party and the other party’s respective predecessors, executors, administrators, assigns, and all parent, subsidiary, predecessor, successor and related entities, and all members, partners, beneficiaries, heirs, assignees, transferees, successors, affiliates, directors, officers, shareholders, employees, and agents and representatives (including the Parties’ attorneys), and all persons acting by, through, under or in concert with them, or any of them, from any and all claims, complaints, demands, causes of action, obligations, damages, costs, expenses, attorneys' fees, rights, and liabilities of any nature whatsoever, whether known or unknown, suspected or not suspected to exist, claimed or not claimed, related to or arising in any way from the Action.

12. EXTINGUISHMENT OF ALL CLAIMS. This Agreement extinguishes any and all claims, and the Parties agree to refrain and forebear from commencing, instituting, or participating in, either as a named or unnamed party, any lawsuit, action, or other proceeding against the other party (or their officers, officials, employees, agents, legal successors, assigns, Docusign Envelope ID: 2634F321-6634-43A2-9A2C-6D4286DB010A

17.13 Settlement and Mutual Release Agreement Page 6 of 9 legal representatives, successors, or heirs) related or arising in any way from the Action.

Nothing contained herein shall be deemed or construed to limit or restrict the Parties’ respective rights, duties, and obligations with respect to enforcement of the terms of this Agreement

13. MUTUAL WAIVER OF CALIFORNIA CIVIL CODE SECTION 1542. The Parties acknowledge that with respect to the matters released, there is a risk that, after the execution of this Agreement, they may incur, suffer or sustain, loss, damage, harm, costs, liens, claims, demands, lawsuits, attorneys’ fees, expenses, or any of these, which are in some way caused by or related to the claims, rights, liabilities, and causes of action released as set forth in this Agreement, which, loss or damage may be unknown and unanticipated at the time this Agreement becomes effective. Nevertheless, the Parties acknowledge that this Agreement has been negotiated and agreed upon in light of that risk, and each Party hereby completely and unequivocally waives all “unknown claims” with respect to matters released in Paragraph 11 above. In furtherance of the intentions set forth herein, each Party acknowledges that it is familiar with Section 1542 of the Civil Code of the State of California, and knowingly and specifically waives the rights under Section 1542 with respect to matters released in Paragraph 11 above, which provides as follows:
“A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS THAT THE

CREDITOR OR RELEASING PARTY DOES NOT KNOW OR SUSPECT TO

EXIST IN HIS OR HER FAVOR AT THE TIME OF EXECUTING THE

RELEASE AND THAT, IF KNOWN BY HIM OR HER, WOULD HAVE

MATERIALLY AFFECTED HIS OR HER SETTLEMENT WITH THE DEBTOR OR RELEASED PARTY.”
IT IS EXPRESSLY UNDERSTOOD AND AGREED that this waiver of Civil Code section 1542 and the release set forth herein are material terms of this Agreement and were negotiated between the Parties.

14. NO ADMISSION OF FAULT OR LIABILITY. The Parties agree that neither this Agreement nor anything said or disclosed in the negotiation hereof shall constitute an admission of liability, an acknowledgement of wrongdoing of any kind, or an admission or concession on any point of fact or law. Neither this Agreement nor any of its terms shall be used as an admission or introduced as evidence as to any issue of law or fact in any action, other than an action to enforce this Agreement. This Agreement reflects, among other things, the full compromise and settlement of all disputed claims, demands, rights, or causes of action related to the Action. Each Party expressly denies that it is in any way liable or indebted to the other Party except as set forth herein.

15. REPRESENTATION BY COUNSEL. The Parties acknowledge and warrant that they have been represented by counsel of their choice throughout all negotiations which preceded their execution of this Agreement. The Parties represents that they have read this Agreement and have had the same explained by legal counsel. The Parties represent that they understand this Agreement and has/have executed it voluntarily.

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17.14 Settlement and Mutual Release Agreement Page 7 of 9

16. RELEASE BINDING UPON SUCCESSORS. This Agreement shall be binding upon and shall inure to the benefit of all agents, attorneys, successors, assigns, heirs, executors, administrators, personal representatives, trustees, successors-in-interest, and other related parties to this Agreement.

17. CONTINUING COOPERATION OF THE PARTIES. The Parties agree to cooperate fully and to execute any and all supplementary documents, and to take all additional actions that may be necessary or appropriate to give full force and effect to the terms and intent of this Agreement, and which are not inconsistent with its terms.

18. GOVERNING LAW AND VENUE. This Agreement constitutes a binding contract between the Parties with adequate consideration provided by each Party and shall be governed by and construed in accordance with the laws of the State of California. The venue for any dispute arising out of this Agreement shall be in the United States District Court, Northern District of California, and all parties hereby consent to the United States District Court, Northern District of California’s exercise of personal jurisdiction over them in connection with any such dispute.

19. AUTHORITY TO EXECUTE AGREEMENT. The Parties to this Agreement, and each of them, represent and warrant that each has the right, power, and authority to execute this Agreement, and each further represents and warrants that each of them, have the right to prosecute and compromise the matters set forth in this Agreement and none of them have sold, assigned, conveyed, or otherwise transferred such rights.

20. NO WAIVER. The failure of any Party to insist on the strict performance of any covenant or duty required by this Agreement, or to pursue any remedy under this Agreement, shall not constitute a waiver of the breach or the remedy.

21. AMENDMENT. This Agreement may not be altered, amended, modified, or otherwise changed in any respect whatsoever except by a writing duly executed the Parties or by their respective legally authorized representatives.

22. CONSTRUCTION OF SETTLEMENT DOCUMENTS. The Parties, through counsel, have thoroughly reviewed this Agreement and have had the opportunity to clarify any potential ambiguities. As such, the normal rule that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement.

23. EFFECTIVE DATE. The effective date of this Agreement shall be the date by which it is completely signed by the Parties.

24. ENTIRE AGREEMENT. This Agreement sets forth the entire understanding of the Parties in connection with the subject matter herein. Neither of the Parties have made any statement, representation, or warranty in connection with this Agreement that has been an inducement for the other to enter into this Agreement, except as is expressly set forth in this Agreement. The Parties agree that they will make no claim at any time or place that this Docusign Envelope ID: 2634F321-6634-43A2-9A2C-6D4286DB010A

17.15 Settlement and Mutual Release Agreement Page 8 of 9 Agreement has been orally altered or modified or otherwise changed by oral communication of any kind or character.

25. SEVERABILITY CLAUSE. In the event that one or more of the provisions, or portions thereof, of this Agreement is determined to be void or unenforceable by a court of competent jurisdiction, such portion shall be stricken and the agreement reformed to approximate as closely as the law permits, the intent of the stricken portion or portions. In the event any provision of this Agreement is rendered void or unenforceable for any reason, all other provisions of this Agreement shall remain in full force and effect.

26. COUNTERPARTS. This Agreement may be executed in two or more counterparts which shall, in the aggregate, be deemed an original but all of which, together, shall constitute one and the same instrument. A scanned, electronic, facsimile or other copy of a party’s signature shall be accepted and valid as an original.

EXHIBITS:

Exhibit 1: Form Notice to Tenants with No Housing Choice Voucher Exhibit 2: Form Notice to Tenants with a Housing Choice Voucher [SIGNATURES ON FOLLOWING PAGE]
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17.16 Settlement and Mutual Release Agreement Page 9 of 9 IN WITNESS HEREOF, the following individuals have executed this Settlement and Mutual Release Agreement.

GVC ST. GEORGE, LLC, a Delaware limited
liability company
Dated: ________________________ By: ______________________________ Barron Ranches, Inc. a California
corporation, its Sole Member
Name: Martin C. Menne
Title: Vice-President

CITY OF SANTA CRUZ
Dated: ________________________ By: _____________________________

MATT HUFFAKER
City Manager, City of Santa Cruz
Approved as to form:

Dated: ________________________ By: _____________________________ Spencer Fane LLP
By: Karen McCay, Esq.

Attorneys for GVC St. George, LLC
Dated: ________________________ By: _____________________________ Cassie Bronson, Esq.

Attorney for City of Santa Cruz
Docusign Envelope ID: 2634F321-6634-43A2-9A2C-6D4286DB010A 5/9/2025
5/9/2025
5/8/2025
5/9/2025

17.17 SJ 2272191.1

NOTICE OF CHANGE OF TERMS OF TENANCY
(CHANGE IN RENT)
[INSERT NAME(S)]
[INSERT STREET ADDRESS] [INSERT UNIT #]
[INSERT CITY, STATE, ZIP CODE]
TO: ALL RESIDENTS AND ALL OTHERS IN POSSESSION OF THE PREMISES LOCATED AT:
________________________________________, Unit Number ___________, in the City of __________________, California.

YOU ARE HEREBY NOTIFIED, in accordance with California Civil Code Section 827, that 30 days after personal service (or 35 days after mail service) upon you of this Notice or on __________, 2025, whichever is later,
Your Lease Agreement will be modified as follows:

Your current monthly rent, which is $________ (old monthly rent) will increase by 8.8%.

The new monthly rent will be $_________ (new monthly rent).

This rent increase represents an increase in the amount of 5% plus the applicable percentage change in the cost of living as defined in California Civil Code Section 1947.12((g)(3) for the period August 1, 2024 - July 31, 2025. Your new monthly rent will become due on the first of the month after this Notice becomes effective and will continue to be due on the 1st of each month afterwards.

The remaining terms of your Lease, and all attachments and addenda to the Lease, are and shall remain the same and in full force and effect except as modified above.

If you have any questions regarding the above change of terms, please feel free to contact the management office at (____) ___________.

LANDLORD:

By:

Signature Date
Print Name Title
Exhibit 1
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17.18 SJ 2272192.4

YOU ARE HEREBY NOTIFIED, in accordance with California Civil Code Section 827, that 90 days after personal service (or 95 days after mail service) upon you of this Notice or on September 1, 2025, whichever is later,
Your Lease Agreement will be modified as follows:

Your current monthly rent, which is $________ (old monthly rent) will be increased to $_________ (new monthly rent).

This amount is the full contract rent amount, to be paid by you and the Housing Authority in accordance with the terms of your Section 8 voucher, and reflects the market conditions and the rent charged for comparable units in the area and is being issued under the authority of Civil Code Section 1947.13 after the expiration of the income and rent restrictions previously applicable to the Premises. Your new monthly rent will become due on the first of the month after this Notice becomes effective and will continue to be due on the 1st of each month afterwards.

The remaining terms of your Lease, and all attachments and addenda to the Lease, are and shall remain the same and in full force and effect except as modified above.

If you have any questions regarding the above change of terms, please feel free to contact the management office at (____) ___________. If you have questions about your portion of the rent vs. the Housing Authority’s portion of the rent, please contact the Housing Authority.

The new rent amount will only be effective if: (a) the Housing Authority approves it, and (b) your tenant portion of the rent does not increase by more than 8.8% solely as a result of this increase (and not because of any change in the household such as changes in income, household size, etc.). You will receive a further communication from the Landlord if something occurs that prevents this rent increase from becoming effective.

LANDLORD:

By:

Signature Date
Print Name Title
cc: Santa Cruz Housing Authority
Exhibit 2
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17.19 City Council

AGENDA REPORT
DATE: 04/24/2024
AGENDA OF: 05/22/2025
DEPARTMENT: Fire
SUBJECT: Community Risk Assessment, Standards of Cover, and Deployment Analysis Report (FD)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Adopt the Community Risk Assessment, Standards of Cover, and Deployment Analysis report as the Fire Department’s service review study; and
2) Direct staff to utilize the findings and recommendations from this study to inform and guide future policy decisions, operational improvements, and resource allocations.

BACKGROUND: In late 2023, the City issued a Request for Proposal (RFP No. CM-0067) to find a qualified consultant for conducting a Community Risk Assessment, Standards of Cover, and Deployment Analysis for the Santa Cruz Fire Department. The purpose of this initiative is to evaluate the department's service delivery capabilities, identify community risks, and ensure that operations align with industry standards and best practices in public safety.

The RFP was released on October 30, 2023, with proposals due by November 30, 2023. The City received multiple responses, and after a competitive evaluation process, selected AP Triton Consulting. They were chosen because of their demonstrated expertise, data-driven approach, and extensive experience in conducting fire service assessments both in California and nationwide.

DISCUSSION: The Community Risk Assessment, Standards of Cover, and Deployment Analysis study was conducted by AP Triton in close collaboration with the Fire Department staff as well as internal and external stakeholders to review the service delivery model. This study evaluated the current fire and emergency services, focusing on aspects such as staffing, facilities, equipment, training, budget allocation, performance data, and response performance. The primary objective is to ensure that fire and emergency services are delivered effectively, efficiently, and equitably, adhering to best practices as well as national, state, and local requirements, while addressing community needs.

18.1 The attached document, Community Risk Assessment, Standards of Cover, and Deployment Analysis, serves as a framework to inform future policy and budget decisions and support the City’s ongoing efforts to provide equitable and effective fire and emergency medical services. It also lays the groundwork for exploring regional service models, including a Consolidation Feasibility Study with the Central Fire District of Santa Cruz, Scotts Valley Fire Protection District, and Santa Cruz Local Agency Formation Commission, as well as a strategic and a master plan.

Key Findings and Recommendations:
 Aging Facilities
o Replace or Substantially Renovate Fire Stations 1 and 2 o Evaluate Moving Station 4 or Adding Station 5
o Improve the Capabilities, Maintenance, and Usefulness of the Administrative Building and Station 4
o Develop a Comprehensive Facilities Replacement and Maintenance Plan o Establish an Apparatus Replacement Fund and Schedule
 Marine Safety Program
o Address Marine Safety Division Staffing and Facility Needs o Gain Permanent Access to a Fire Boat
 Training Program
o Address Training Division Staffing Needs
o Training Facility
 Service Demand
o Consider Adding a 12-hour Mobile Integrated Healthcare Response Vehicle Located Near or Between Station 1 and Station 2
o Consider Regionalization of the Response Service
 Response Performance
o Adopt Performance Expectations, Update Policies, and Make Periodic Reports to Elected Officials
o Apply a Whole System Approach to Medical Emergency Performance Evaluation  Performance Data
o Review Incident Data Annually
o Implement a Quality Check Process for Incident Reports o Improve Lifeguard Incident and Prevention Reporting
o Establish a Process to Capture Which Crew is Using a Reserve Apparatus If approved, the findings from this report will serve as a guiding document for future budget planning, staffing decisions, capital improvement projects, and policy development aimed at enhancing public safety.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This action is exempt under CEQA as it involves a policy-level assessment that does not result in a direct physical impact on the environment. Any future infrastructure or operational projects arising from this study will be subject to CEQA review as applicable.

HEALTH IN ALL POLICIES (HiAP): The study assesses emergency response capabilities and service delivery effectiveness across the city to ensure equitable access to services are provided. By analyzing local hazards, demographic trends, and incident patterns, the study helps

18.2 improve public health by identifying risks and guiding strategies that enhance emergency response capabilities.

Furthermore, the study promotes sustainability by considering long-term resource planning, the location of fire stations, and operational practices that minimize environmental impact while enhancing the resilience of the City’s emergency response infrastructure.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The adoption of this study does not create an immediate fiscal impact. However, implementation of recommendations may require future budget allocations for staffing, equipment upgrades, training programs, or station expansions. These will be brought forward as part of the annual budget process for Council consideration.

Prepared By:

Megan Nutt
Principal Management
Analyst
Submitted By:

Rob Oatey
Fire Chief
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. COMMUNITY RISK ASSESSMENT, STANDARDS OF COVER, AND DEPLOYMENT ANALYSIS.PDF

18.3 City of Santa Cruz
Fire Department
Santa Cruz, California
Community Risk Assessment
Standards of Cover &
Deployment Analysis
May 2025

18.4 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department i
Contents
Acknowledgments.......................................................................................................................iv Overview & Executive Summary .................................................................................................v The Current Conditions.............................................................................................................v The Community Risk Assessment............................................................................................ vii The Standard of Cover & Deployment Analysis...................................................................viii Key Findings and Challenges.................................................................................................. ix SECTION I: CURRENT CONDITIONS .................................................................................... 1 Department Overview ..................................................................................................................2 City of Santa Cruz......................................................................................................................2 History of the Santa Cruz Fire Department .............................................................................2 Review of Services Provided........................................................................................................7 Service Area...............................................................................................................................8 Operations & Deployment.......................................................................................................9 Review of Services...................................................................................................................10 Other Emergency Services Resources in the Region ..........................................................19 Staffing & Personnel ....................................................................................................................23 Financial Analysis........................................................................................................................34 Accounting and Budget Governance.................................................................................34 Resources and Expenditures..................................................................................................34 Capital Planning......................................................................................................................43 Capital Facilities & Equipment...................................................................................................46 Facilities ....................................................................................................................................46 Apparatus & Vehicles Fleet Inventory...................................................................................56 Other Capital Equipment.......................................................................................................61 SECTION II: COMMUNITY RISK ASSESSMENT ................................................................... 63 Community Characteristics .......................................................................................................64 Population................................................................................................................................64 At-Risk Populations ..................................................................................................................67 Additional Demographics......................................................................................................69 Housing Characteristics..........................................................................................................75 Environmental Hazards...............................................................................................................78 Weather Conditions................................................................................................................78 Physical Hazards......................................................................................................................85

18.5 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department ii
Critical Infrastructure...................................................................................................................97 Target Hazards.........................................................................................................................98 Hazardous Materials................................................................................................................99 Highways & Roads.................................................................................................................101 Energy.....................................................................................................................................103 Railways..................................................................................................................................105 Dams.......................................................................................................................................107 Water and Sewer Utilities......................................................................................................109 Communications...................................................................................................................111 Governmental Buildings .......................................................................................................112 Land Use.....................................................................................................................................113 Physical Assets Protected.........................................................................................................117 Educational and Childcare Facilities..................................................................................117 Assembly ................................................................................................................................119 Health Care Facilities............................................................................................................120 Multi-family Occupancies ....................................................................................................123 Buildings Three or More Stories in Height.............................................................................125 Large Square Footage Buildings..........................................................................................126 High Fire-Flow Occupancies ................................................................................................127 Risk Classification......................................................................................................................128 Risk Assessment Methodology .............................................................................................128 Risk Classifications .................................................................................................................132 Marine Safety Division Program ...........................................................................................137 Comparison of Fire Risks in Other Communities ....................................................................140 SECTION III: STANDARDS OF COVER & DEPLOYMENT ANALYSIS ................................. 142 Historical System Performance................................................................................................143 Research Information............................................................................................................143 Service Demand....................................................................................................................147 Performance Review ............................................................................................................169 Ocean Safety Program Review...........................................................................................185 RMS Reporting .......................................................................................................................186 Population Growth & Service Demand Projections ...............................................................191 Effectiveness of Inter-jurisdictional Response........................................................................194 Establishment of Performance Objectives .............................................................................197 Critical Task & Deployment Analysis....................................................................................197 Critical Tasking.......................................................................................................................199 Alarm Assignments................................................................................................................202 Response Time Performance Objectives............................................................................205

18.6 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department iii
SECTION IV: CONCLUSIONS & RECOMMENDATIONS .................................................. 209 Compliance Methodology Overview.....................................................................................210 Plan—Research & Codify .....................................................................................................211 Do—Implement the Plan......................................................................................................220 Check—Perform the Analytics.............................................................................................221 Act—Improve Operations Based on the Analysis..............................................................222 Continuous Improvement ....................................................................................................222 Alternative Operational Models ..............................................................................................224 Regionalization of Fire Services............................................................................................224 Peak Demand Units/Dynamic Deployment Models .........................................................226 Findings ......................................................................................................................................228 Aging Facilities.......................................................................................................................228 Marine Safety Program.........................................................................................................229 Training Program ...................................................................................................................229 Service Demand....................................................................................................................229 Response Performance ........................................................................................................230 Performance Data................................................................................................................230 Recommendations....................................................................................................................231 Aging Facilities.......................................................................................................................231 Marine Safety Program.........................................................................................................235 Training Program ...................................................................................................................236 Service Demand....................................................................................................................237 Response Performance ........................................................................................................238 Performance Data................................................................................................................239 SECTION V: APPENDICES................................................................................................ 242 Appendix A: Stakeholder Interviews ......................................................................................243 Introduction to the Stakeholder Interviews ........................................................................243 Elected Officials, City Management, and Department Heads.......................................243 Businesses, Community Groups, Community Members, and Volunteer.........................245 Chief Officers, Labor Leaders, Administration, Rank and File. .........................................246 Appendix B: Risk Classifications ..............................................................................................248 Ocean Rescue Risks..............................................................................................................251 Appendix C: Table of Figures...................................................................................................253

18.7 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department iv
Acknowledgments
AP Triton Consulting wishes to extend its sincere appreciation to each of those individuals whose contributions and assistance made this project possible.

City of Santa Cruz
Fred Keeley
Mayor
Renee Golder
Vice Mayor
City Council
Sandy Brown
Sonja Brunner
Shebreh Kalantari-Johnson
Scott Newsome
Martine Watkins
Matt Huffaker
City Manager
Lisa Murphy
Deputy City Manager
Elizabeth Cabell
City Finance Director
Rich Westfall
GIS
City of Santa Cruz Fire Department
Robert Oatey
Fire Chief
Ryan Reber
Division Chief
Tim Shields
Division Chief
Josh Coleman
Battalion Chief
Megan Nutt
Principal Management Analyst
Stephanie Tracy
Professional & Technical Assistant
Edward Carlson
President, IAFF Local 1716
Eric Chitwood
Vice President, IAFF Local 1716
Our sincere appreciation is extended to each of you…
…and each of the firefighters, apparatus operators, & officers, who daily serve the citizens and visitors of the City of Santa Cruz and the surrounding communities they serve.

18.8 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department v
Overview & Executive Summary
AP Triton was contracted by the City of Santa Cruz, California (City) to produce this Community Risk Assessment and Standard of Cover report for the Santa Cruz Fire Department (SCFD). This is a specialized foundational report detailing the extent of risks and deployment the SCFD employs to meet the severity and volume of historical incidents.

This study will give SCFD detailed information to help them make sound operational decisions. It is designed using the Center of Public Safety Excellence's (CPSE) Community Risk Assessment: Standards of Cover (6th Ed.) template.

The project was initiated in April 2024 with a complete data load and official start on June 24, 2024. Using data compiled from SCFD and other sources, the report was completed over several months in cooperation with the SCFD and City of Santa Cruz staff. This report is a point-in-time study with incident data from January 2019 through December 2023. In addition, it contains other administrative information provided through August 31, 2024. It is expected that some changes were not captured in this report during the intervening time.

This comprehensive analysis, organized into five sections, examines the department's current conditions (Section 1), community risk assessment (Section 2), and standards of cover and deployment analysis (Section 3) to evaluate service delivery effectiveness.

Section 4 includes the conclusion and recommendations, while Section 5 is the appendices, which contain additional detail, explanatory information, and the details of community and stakeholder surveys. What follows is a summary of each section, its intent, and key elements of the report.

The Current Conditions
The Santa Cruz City Fire Department (SCFD) has provided emergency services to the City of Santa Cruz for over 130 years. The department operates within a Council/Manager form of government, with the Fire Chief reporting to the City Manager. The SCFD serves approximately 63,000 residents plus seasonal visitors across a 16-square-mile area.

Operating from four fire stations with a minimum staffing of 16 personnel on three shifts, the department provides all-hazards emergency services including:
• Fire suppression
• Emergency medical services at the Advanced Life Support level • Technical rescue
• Hazardous materials response

18.9 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department vi
• Marine safety services with lifeguard operations
• Prevention and public safety
In addition, the SCFD will operate as the first response during a disaster. The City’s Office of Emergency Services (OES) falls under the purview of the fire department. This office coordinates the planning, preparedness, response, and recovery from a disaster.

The department employs 70 full-time staff, including 67 operational personnel and administrative staff. The Marine Safety Division employs approximately 70 seasonal lifeguards. It actively participates in the Santa Cruz County Mutual Aid Plan and the California Master Mutual Aid System. The SCFD staffing level is 0.88 firefighters per 1,000 population served, within the average range for communities over 25,000 people (0.84 to

1.30). Any fire event demanding more than a first alarm assignment requires mutual aid assistance. The department does not have rapid access to an all-hazards fire response boat, even with the mutual aid component.

In 2022, the Insurance Services Office assigned the SCFD a Public Protection Classification (PPC®) Class 02/2X grade. During that review, the department improved its ISO credits for its training and community risk reduction programs but experienced a reduction in its inspection and flow testing practices.

The SCFD operates primarily through the City's General Fund. Annual recurring expenditures increased by 34% from approximately $19.3 million in FY 2020 to $25.8 million budgeted in FY 2024. Approximately 90% of operating expenses are personnel-related. However, a 13% increase in the 2024 "Services" line item in the budget is due primarily to a new City Service Cost Allocation model (CSAP). The department maintains a five-year capital improvement plan. Still, significant capital needs remain underfunded, including $66.75 million identified in 2024 for facility and apparatus requirements. It should be noted that the SCFD staff reported an increase of $97 million in subsequent budgets to capture the rising costs of identified projects and capital equipment replacement. The fire department regularly recovers 18% of its expenditures through service contracts, service and impact fees, and cost recovery efforts.

18.10 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department vii
The SCFD operates from four stations, an administration building, and a marine safety division headquarters. All the facilities need updating, and the deferred maintenance at each facility is beginning to accumulate. It will likely become more urgent and potentially more costly. The frontline apparatus is in good condition, and the department is trying to improve its reserve fleet. Due to an extreme delay between apparatus orders and delivery, the planning and funding for apparatus placement should be done well before replacement needs.

The Community Risk Assessment
This section provides an overview of the community and a technical review of the community demographics, risk classifications, land use, assets protected, community threats, and critical infrastructure. Classification of risk is one of the more complex processes. Risks are grouped using the CPSE methodology, including responses to fire, medical, technical rescue, and hazardous materials. These are then categorized by the severity of the risk, as detailed in Appendix B. They are scored by probability, consequence, and impact. These scores are then calculated to allow the fire department to visualize the magnitude of each risk category and classification.

During the research for this report, it became clear that there were two distinct fire prevention processes and risk management within the SCFD response area. The SCFD is responsible for emergency response and fire prevention activities within city limits but only response on the University of California at Santa Cruz property. A designated campus fire marshal oversees the university's Fire and Life Safety Program and is responsible for enforcing the California Fire Code.

Without being a part of campus fire prevention efforts, the SCFD response crews lose some situational awareness and effectiveness. Likewise, the response crews are not as valuable for prevention programs and code enforcement. Separating these mutually beneficial duties can create challenges unless the response crews and fire prevention officers work with effective information exchange and well-understood policies and procedures.

The barriers to information exchange became apparent while trying to gather specific information about the buildings and risks on campus. Therefore, some campus property information was unavailable for risk evaluation in this report.

18.11 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department viii
Santa Cruz faces various risks due to its coastal location, wildland-urban interface areas, demographic profile, and built environment:

Geographic Risks: The city is susceptible to wildland fires, flooding, tsunamis, earthquakes, and marine incidents. The Wildland and Urban Interface fire hazard is identified as high and moderate, primarily in the northern regions, including the UC Santa Cruz campus.

Demographic Risks: The population includes several vulnerable groups. While the percentage of children under 5 (3%) and adults over 65 (12.7%) is lower than state averages, the poverty rate (18.7%) exceeds the state average (12.1%). 68% of the housing was built before 1980, and 70% is single- or two-family dwellings. The city is experiencing a high construction volume focusing on multi-family and single-room occupancy buildings. There are 1,446 residential units under construction or in the building permit process and an additional 2,087 in the planning process.

Infrastructure Risks: Critical infrastructure includes the municipal wharf, government facilities, transportation networks, communications systems, and essential utilities. The city also contains numerous target hazards, including educational facilities, healthcare facilities, places of assembly, and multi-family dwellings.

The Standards of Cover & Deployment Analysis
The Standards of Cover and Deployment Analysis section is dedicated to the technical evaluation of how the SCFD is deployed and how it has performed. This section provides an overview of the fire department, evaluates the staffing resources deployment, reviews the financial assets available, evaluates the facilities and equipment, and analyzes historical performance. In addition, the section reviews what the SCFD identified as its needed response to specific risk categories and classifications based on the critical task analysis and alarm assignments. In conjunction with the community risk section, the SCFD can use this information to identify gaps in performance and potential improvements to service delivery as described in the compliance methodology subsection.

Analysis of five years of service data (2019–2023) revealed:

Service Demand: The department responded to over 42,800 incidents, approximately 56% being medical emergencies. Annual incident volume increased 28% from 2020 to 2023.

18.12 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department ix
Workload Distribution: Engines 3110 and 3112 have the highest workload, handling approximately 30% of engine responses. These units approached cautionary Unit Hour Utilization (UHU) percentages in 2023.

Response Time Performance: The department's overall response times (from call to arrival) were 8:45 (90th percentile) in urban areas, 9:18 in suburban areas, and 13:20 in rural areas. These times largely meet the department's established response standards.

Critical Tasking: Analysis of the personnel required for various emergency types identified staffing needs ranging from 3–4 personnel for low-risk incidents to 37–71 personnel for maximum-risk incidents. The most probable incidents are within the staffing capabilities of the department. In contrast, less frequent but more severe incidents require mutual aid to provide enough resources.

Key Findings and Challenges
Section 4 reviews several industry and SCFD-specific concepts for executives to consider.

The first is to develop a comprehensive compliance methodology and a continuous improvement plan. A program example is provided utilizing SCFD information. Alternative operational models are also identified, and those AP Triton felt may be most appropriate for SCFD are also identified. Finally, key findings and recommendations are provided for leadership to consider. The findings and recommendations revolve around the following concepts.

Aging Facilities: Most fire stations are over 70 years old and do not meet contemporary requirements for modern fire service operations, decontamination, and gender accommodation. Additional facilities or a rearrangement of current facilities are needed to improve coverage.

Marine Safety Program: The program faces staffing challenges, particularly in the early summer months. Most water rescue incidents occur between Memorial Day and Labor Day. There is an identifiable need for the department to have rapid access to a fire rescue boat in the response area.

Training Program: The training division has only a one-person permanent staff and little access to training grounds.

Increasing Service Demand: Based on population projections, service demand may increase by 22% by 2034, requiring potential adjustments to deployment strategies. The City reports approximately four million annual visitors, which has increased since 2020.

18.13 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department x
Response Performance: While meeting most response standards, improvements are needed in dispatch call processing (currently 2:51 vs. 73-second standard) and turnout times (currently 2:05 for EMS vs. 60- to 120-second incident type-specific standard).

Performance Data: The Marine Safety Division's incident recording and reporting system is separate from the rest of the fire department. The 2020 COVID-19 pandemic affected the incident trend analysis. Unit identity, EMS clock-stopping, and comparative information between the dispatch system and department records created some gaps in performance evaluation.

This assessment provides a foundation for strategic planning to ensure the Santa Cruz Fire Department continues to meet the community's emergency service needs effectively and efficiently.

18.14 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 1 Section I:

CURRENT CONDITIONS

18.15 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 2 Department Overview
This report section describes the history and composition of the Santa Cruz Fire Department (SCFD).

City of Santa Cruz
The City of Santa Cruz (City) is in Northern California, located at the base of the Santa Cruz Mountains and at the northern tip of Monterey Bay. It is about 80 miles (130 km) south of San Francisco and is the largest city and county seat of Santa Cruz County. As of the 2020 census, the city population was 62,956.1
The city has a rich history. Founded by the Spanish in 1791 when Fermín de Lasuén established Mission Santa Cruz. Before the arrival of Europeans, the area was inhabited by the Awaswas nation of Ohlone people, who lived in the region for at least 12,000 years. The City was officially incorporated in 1866 as a town under the laws of the State of California, and it received its first charter as a city in 1876.2
Today, Santa Cruz is a lively coastal city known for its natural beauty, including beaches and coastline, which attracts many visitors. The city has a laid-back beach culture with notable attractions, such as the Santa Cruz Beach Boardwalk, which dates back to 1904, and the Municipal Wharf. The city evolved into a vibrant college town with the opening of the University of California, Santa Cruz, in 1965, supported by its proximity to local and nearby high-tech industries.

History of the Santa Cruz Fire Department
The Santa Cruz Fire Department (SCFD) has a long and rich history spanning more than 130 years. In the 1850s, as the city began developing more commercial buildings, a group of citizens formed a volunteer fire department and acquired a hand-drawn hook and ladder.

However, this initial organization was short-lived, and by the 1860s, it had ceased operations.
3 1 https://www.census.gov/quickfacts/fact/table/santacruzcitycalifornia/POP010220#POP010220. 2 https://www.cityofsantacruz.com/government/about-us/history-of-santa-cruz. 3 https://www.cityofsantacruz.com/government/city-departments/fire-department/about/history.

18.16 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 3 A fire at the San Lorenzo House in 1865 underscored the need for organized firefighting services, leading to the creation of the Santa Cruz City Volunteer Fire Department in 1877.

Over time, hose companies were established, and intercompany competitions became popular social events.

On April 14, 1894, a fire broke out on Pacific Avenue, destroying an entire city block between Front Street and Pacific Avenue and Cooper Street to the Flatiron Building.

Firefighters and equipment from Watsonville and San Jose, transported by special train, assisted in extinguishing the fire.
4 This incident led to the establishment of a paid fire department in October 1894.

Embracing this progress, The City invited bids for the first piece of motorized fire equipment and, in 1912, purchased an American LaFrance chemical wagon. This engine shared quarters on Church Street with the hook and ladder from the volunteer era. 5 Around this
time, the department expanded its workforce, with firefighters working 24-hour shifts, seven days a week.

In 1915, the fire department began responding to medical emergencies, primarily providing transportation to doctor's offices or hospitals.6 By the 1970s, all firefighters were trained as emergency medical technicians (EMTs), and in 1999, the department began offering Advanced Life Support (ALS) Services in the form of Firefighter/Paramedics.

In 2005, the fire department introduced its firefighter-rescue swimmers to respond to water emergencies. In 2007, the fire department took over the responsibility of providing lifeguard and water rescue services. This included seasonal lifeguard operations, 24-hour marine rescue, and junior lifeguard instruction.

In 2015, the University of California, Santa Cruz (UCSC) Fire Department merged with the SCFD, expanding coverage to include the university campus and adding another station and nine additional firefighters.7
4 https://www.cityofsantacruz.com/government/city-departments/fire-department/about/history. 5 Ibid.
6 Ibid.
7 Ibid.

18.17 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 4 For over 130 years, the SCFD has been an essential part of the community, responding to structure fires, floods, wildfires, water rescues, medical emergencies, and even rare tornadoes. Dedicated to public safety, the SCFD continues to protect lives and property throughout the city.

Governance & Lines of Authority
The SCFD operates under a Council/Manager form of government. A directly elected mayor and six district-elected council members establish City policies in this structure. The City Manager serves as the chief administrator, responsible for implementing those policies.

The Fire Chief reports to the City Manager and oversees the fire department's policies, administration, and operations. The City provides additional administrative, maintenance, and other support to the department.

Fire Department Organizational Structure
The Santa Cruz Fire Department is managed by the Fire Chief, who oversees the leadership of the Operations Division, Fire Prevention Division, and an Office of Emergency Services Manager. The Fire Chief directs the administrative assistant and a management analyst who supports the department. The number of direct reporting staff for the Fire Chief is within the generally recognized manageable span of control. The department’s current organizational structure is illustrated in the following figure.

18.18 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 5 Figure 1: Fire Department Organizational Structure
As shown in the preceding figure, the Division Chief of Operations oversees the shift Battalion Chiefs, the Battalion Chief of Training, and the Marine Safety Captain. The shift Battalion Chief manages the fire companies. These companies are supervised by a Captain and include Engineers and Firefighters. The Battalion Chief of Training directs the department's training program. The Marine Safety Captain oversees a Marine Safety Officer and the seasonal lifeguards. The operations division personnel deliver emergency services such as fire suppression, emergency medical services, hazardous materials response, technical rescue, and water rescue. They also assist the community with other non-emergency public services.

18.19 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 6 The Division Chief of Prevention, the City's designated Fire Marshal, is supported by an Administrative Assistant and leads the Fire Inspectors and Technicians. The division is dedicated to fire inspections, investigations, public education, and code enforcement.

The Office of Emergency Services Manager is responsible for disaster preparedness and emergency management issues. The role is multifaceted and dedicated to coordinating efforts to prepare for, respond to, mitigate, and recover from disasters.

18.20 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 7 Review of Services Provided
The SCFD is an all-hazards public safety organization. The department provides traditional fire department services such as structural fire suppression, wildland firefighting, medical first response at the ALS level, technical rescue, and hazardous materials response. The department also responds to natural and human-made disasters, marine safety operations, and other public service requests.

In addition, the SCFD provides emergency management, fire inspections, code enforcement, plan reviews, fire-cause investigations, public education, and prevention programs.

18.21 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 8 Service Area
The SCFD responds to a primary service area of about 16 square miles, encompassing nearly 63,000 residents, including the UCSC population. In addition, as a tourist destination, Santa Cruz is impacted by a large visitor population. The following figure shows the SCFD service area and the location of its fire stations.

Figure 2: Study Area Map

18.22 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 9 Operations & Deployment
The SCFD deploys its personnel and apparatus from four fire stations. It has a minimum staffing of 16 full-time firefighters (1 Battalion Chief, 5 Captains, 5 Engineers, and 5 Firefighters) on three shifts (A, B, and C) with a 48/96 rotation. Additionally, the Marine Safety Division has a Marine Safety Captain and a Marine Safety Officer on a 40-hour schedule and a seasonal staff of approximately 70 lifeguards.

The following figure lists the apparatus and staffing assigned to each fire station.

Figure 3: The SCFD Apparatus & Minimum Staffing by Fire Station Unit Schedule Staffing
Station 1—711 Center Street, Santa Cruz, CA 95060
Engine 3110 24/7 3
Truck 3170 24/7 3
Battalion 3103 24/7 1
Rescue 3160 As needed cross-staffed
Station 2—1103 Soquel Drive, Santa Cruz, CA 95062
Engine 3112 24/7 3
Engine 3111 Reserve 0
Station 3—335 Younglove Avenue, Santa Cruz, CA 95060
Engine 3113 24/7 3
Engine 3115/Truck 3171 Reserve Quint 0
Engine 3116 Reserve Engine 0
Station 4—701 Chinquapin Road, Santa Cruz, CA 95064
Engine 3114 24/7 3
Engine 3137 Type III Engine cross-staffed
Utility 3199 UTV w/pump cross-staffed
The preceding figure shows that each station is staffed with at least a three-person engine company. Station 1 also houses a truck company and battalion chief. Crews cross-staff to operate additional apparatus based on the type of response required. Reserve apparatuses are designated to replace frontline units during maintenance or repair and can be staffed by off-duty personnel during emergencies or planned events.

18.23 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 10 Review of Services
The following section assesses the services provided by the SCFD by type. These services are organized in programs that follow the Center for Public Safety Excellence (CPSE) programs.

Emergency Medical Services
The SCFD provides emergency medical services (EMS) as part of its comprehensive public safety program. All on-duty firefighters are certified as emergency medical technicians (8) or paramedics (54). To ensure advanced life support (ALS) care for medical emergencies, the department staffs at least one paramedic on each fire apparatus. However, when staffing is necessary, the truck can be downgraded to basic life support (BLS) services.

While the Battalion Chief may be a certified paramedic, it is not a requirement of their position, and their response vehicle is equipped with BLS-level equipment.

The SCFD’s EMS program aligns with industry standards by providing immediate ALS care, adhering to established protocols, implementing quality assurance measures, and monitoring performance metrics. Patient care is transferred to American Medical Response (AMR), a private ambulance company contracted with the Santa Cruz County EMS Agency (EMSA), which provides ambulance transport for all of Santa Cruz County.

EMSA allows the SCFD first responders to "stop the clock" for AMR response times. This benchmark requires transparency regarding personnel and response data, close collaboration between stakeholders, and a comprehensive evaluation of patient care beyond simple response duration metrics. Without a system-wide approach, this type of metric can be misused, potentially resulting in longer on-scene times and reduced unit availability.

Fire Suppression
The SCFD can deploy 15 firefighters and a battalion chief from four stations for an initial structure fire response. This deployment includes four engines, a truck, and a command vehicle to perform fire suppression, rescue, ventilation, forcible entry, salvage, and overhaul operations under the direction of a Captain and/or Battalion Chief. Additional automatic and mutual aid firefighters are available as needed.

To ensure effective, efficient, and safe fire protection, adherence to established standards, such as the National Fire Protection Association (NFPA) Standard 1710, is recommended.

This standard outlines the minimum initial response requirements for resource deployment for fire suppression based on occupancy type:

18.24 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 11 • Single-Family Dwelling: An initial full alarm assignment to a structure fire in a typical 2000 ft2 (186 m2), two-story, single-family dwelling without a basement or exposures requires a minimum of 16 members (17 if an aerial device is used). • Garden-Style Apartment: For a structure fire in a typical 1,200 ft2 (111 m²) apartment within a three-story, garden-style apartment building, a minimum of 27 members (28 if an aerial device is used) is required.
• Open-Air Strip Mall: For a fire in an open-air strip shopping center ranging from 13,000 ft2to 196,000 ft2 (1,203 m2to 18,209 m2), a minimum of 27 members (28 if an aerial device is used) is required.
• High-Rise: For a fire in a building with the highest floor greater than 75 ft (23 m) above the lowest fire department vehicle access level, a minimum of 42 members (43 if the building is equipped with a fire pump) is required.

In 2022, the Insurance Services Office (ISO) assigned the SCFD a Public Protection Classification (PPC®) Class 02/2X grade.8 This rating, which primarily impacts business insurance costs, ranges from Class 1 (the highest) to Class 10 (the lowest). Since the 2015 ISO evaluation, the SCFD has improved its scores in training and community risk reduction.

However, the department experienced reduced credit for inspection and flow testing.

Hazardous Materials
The SCFD hazardous materials program is designed to ensure a safe and effective response to hazardous substance incidents. The program operates at the First Responder Operations Level, with at least two Hazardous Materials Technicians per shift.

Currently, 59 SCFD personnel are trained at the First Responder Operational level. These responders analyze incidents, determine if additional resources are required, implement a strategy (offensive, defense, or nonintervention), and evaluate the progress of the incident.

Responders typically adopt a defensive strategy unless specifically trained in a missionspecific offensive skill.

Hazardous Materials Technicians are certified personnel capable of performing advanced mitigation and decontamination operations. The SCFD provides awareness and operations-level training to all firefighters as part of its hazardous materials training program.
8 Public Protection Classification (PPC®) Summary Report, March 2022, Insurance Services Office, Inc.

18.25 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 12 For incidents that exceed the SCFD’s capabilities, the incident commander may request mutual assistance from nearby fire departments. The Scotts Valley Fire Protection District manages the Santa Cruz Hazardous Materials Interagency Team (SCHMIT), a FIRESCOPE Type III team composed of personnel from the SCFD, Central Fire District, Watsonville Fire Department, Scotts Valley Fire Protection District, Boulder Creek Fire District, and Santa Cruz County Environmental Health.

The closest Type I teams available through mutual aid are the Santa Clara County Fire Department and the San Jose Fire Department.

Because hazardous materials incidents occur less frequently but pose higher risks than other emergencies, skills in this domain are more perishable, making regular and highquality training essential.

Technical Rescue
The SCFD trains firefighters at the operations level in rescue systems. In addition to rope rescue, the department possesses capabilities in trench rescue, confined space rescue, structural collapse rescue, and vehicle extrication.

Marine Division
The Marine Safety Division is managed by a Fire Captain and a Marine Safety Officer (MSO). They oversee a year-round on-call 15-member Marine Rescue Unit, an average of 70 seasonal beach lifeguards, and the training of 12 fire department rescue swimmers.

Collaboration is a cornerstone of the division's operations. Partnerships with organizations such as the United States Lifesaving Association (USLA) help maintain high standards in rescue preparedness. The Marine Safety Division also works closely with local stakeholders, such as the state and federal agencies like the U.S. Coast Guard, to develop integrated response strategies for emergencies, including oil spills, marine fires, and natural disasters.

18.26 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 13 The Marine Safety Division participates in the United States Lifesaving Association (USLA) Lifeguard Agency Certification Program. The United States Lifesaving Association is recognized nationally and internationally for its programs that set minimum recommended standards for the training, equipping, and preparedness of those assigned to prevent drowning and other injuries in the open water environment. Lifeguards and rescue personnel are trained by the department using USLA programs. Lifeguards attend a 40-hour department course and must meet a swimming standard. The Marine Rescue Unit members and firefighter rescue swimmers are based on USLA's Aquatic Rescue Response Team (ARRT) Certification, which includes a more stringent swimming standard. The Marine Safety Officer must meet these certifications and possess a personal rescue watercraft certification before their 12-month probationary period ends. 9 The department does not provide divers or a fireboat. Non-safety City Wharf staff have non-emergency commercial diving capabilities primarily for maintenance responsibilities.

Various stakeholders have expressed the need for an all-risk boat capable of providing firefighting, rescue, and spill response services. Such an asset would significantly enhance the division's capability to respond to incidents on the water, especially in areas where current resources fall short, like the Santa Cruz Wharf. Additionally, a multipurpose vessel could better address complex rescue scenarios and extreme environmental conditions.

The USCG Monterey exceeds one hour for responses, and USCG lacks the capabilities to provide adequate fire protection for the historic wharf.

The Santa Cruz Harbor Patrol operates A 2013 Zodiac 20' patrol vessel and a 2022 Moose Boat 36' patrol vessel. While these boats are practical for routine patrols and emergency responses within the harbor and nearby waters, they have limitations, including firefighting, extended open water response, and use on marine spills.

Ocean Rescue Personnel
The Marine Rescue Unit and the fire department's rescue swimmers respond to water rescue scenarios, such as ocean, surf, or flood. Rescue swimmers are trained in the use of personal flotation devices, rescue tubes, throw bags, rescue boards, and the department's four personal watercraft vehicles. Training includes advanced water safety, swimming skills, victim assessment, and first aid. Rescue swimmers can operate under rigorous conditions in extreme weather, rough seas, and hard-to-reach areas.
9 Santa Cruz City Fire Department, Marine Safety Division, Policy and Procedural Manual (8/15/2023).

Article 3, #3-3.

18.27 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 14 The Marine Rescue Unit personnel are trained paid-on-call. This unit provides 24-hour response to ocean-related emergencies and rescues throughout the year. While on duty, employees must remain within a 10-minute response zone to the Santa Cruz Municipal Wharf from 7 a.m. to 7 p.m. Employees must live within the Santa Cruz city limits from 7 p.m. to the following 7 a.m. The fire department rescue swimmers are firefighters with additional training and paid a shift differential to maintain certification and participate in the ocean rescue program. There is no standard for maintaining a minimum staffing level for rescue swimmers on duty. However, efforts are made through policies to keep at least two rescue swimmers or a combination of rescue swimmers, Marine Rescue Unit members, and automatic aid with Central Santa Cruz Fire District on call at any given time.10 Training for these individuals and those with rescue watercraft certifications begins in March.

Although resources may respond outside the primary area at the duty chief's discretion, there are two distinct areas of operation for the Marine Safety Division responses. The first is the ocean area for water rescue. Even though the entire area is not within the city boundaries, the SCFD has assumed responsibility for this area and water rescues. This rescue response may be accomplished by the fire department, fire department swimmers, the Marine Rescue Unit, or the lifeguards. It should be noted that the map is not a legal boundary but rather an outline based on the description of the water rescue area of responsibility. This area is described as a place where rescues occur between approximately Dimeo Lane and Santa Cruz Harbor. Much of the primary response area lies west of the SCFD legal boundaries. The following illustrates the entire primary area of operation for ocean and water rescues.
10 Santa Cruz Fire Department, Marine Safety Division, Policy and Procedure Manual, Article 5 #5-31:

Rescue Swimmer Coverage, January 28, 2008.

18.28 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 15 Figure 4: Ocean Rescue Area of Operation
In addition to the listed primary response, the SCFD acts as the primary mutual aid partner for the entire north coast of Santa Cruz County. This significantly impacts the fire department's wear and tear on equipment and personnel use and exposure to dangerous situations. Very little technical expertise is rapidly available for most of the county, and the SCFD actively participates in this aid component.

18.29 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 16 The rescue swimmer program is a valuable asset to the community and the region, enhancing the department's capability to respond to water emergencies and save lives.

The program fosters collaboration and coordination with agencies such as the Coast Guard, Central Fire, State Parks, CAL FIRE, CHP air resources, and the department's lifeguards and Marine Rescue Unit. The collaboration with the Santa Cruz Harbor patrol and Central Fire's rescue swimmer program and personal watercraft is also extremely valuable and a lifesaving asset.

Lifeguard Program
The lifeguard program comprises Marine Safety Division officers, and seasonal workers hired to work at the city beaches during the more active summer months. The lifeguards are engaged and operational typically from Memorial Day through Labor Day. The lifeguards also supervise and train future lifeguards through the City of Santa Cruz Parks & Recreation Department Junior Guard program.

The lifeguards are divided into levels 1, 2, and lifeguard lieutenants. The Level 1 lifeguards provide beach watch and protection and must maintain lifeguard certifications and basic first aid and CPR. Mandatory training for level 1 lifeguards starts in early May. Level 2 and Lifeguard Lieutenants are required to maintain an EMT certification with AED and CPR certification. These lifeguards provide breaks, provide lifeguard central communications at headquarters, and perform patrol duties. The level 2 lifeguards are considered leads, while the lieutenants are considered supervisors.11 Training for these positions starts in April.

When the lifeguard service is in operation, the vehicle patrols are dispatched to emergency medical situations as a response unit. This patrol unit will respond on the ocean side of Beach Street from Cowell Street to the east end of the jurisdiction. The area where the Marine Safety Division, primarily the lifeguards, are dispatched to provide first responder care for medical calls is around the city beach. These boundaries are also a general description and not a legal area. This is described as the ocean-side area along Beach Street from Cowells Street on the west to the end of the city beach on the east. The following figure shows where Marine Safety Division personnel will be dispatched for responses within their capabilities, equipment, and training. 11 City of Santa Cruz, Marine Safety Division: www.cityofsantacruz.com/government/citydepartments/fire-department/marine-safety-division.

18.30 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 17 Figure 5: EMS Dispatch Area for the Marine Safety Division Lifeguarding standards, such as those recommended by the USLA, emphasize the importance of establishing a manageable span of control to ensure vigilance and rapid response capabilities. Effective spans of control are essential for preventing accidents and ensuring a swift reaction when incidents occur, safeguarding all water users' well-being.

Given the program's size and complexity of the aquatic environment, the current spans of control and role classifications should be reviewed.

18.31 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 18 The lifeguard program recognizes the importance of public awareness in preventing emergencies. To enhance safety, the SCFD lifeguards use educational outreach to promote water safety among residents and tourists. Therefore, public education skills are essential for the job. One example of this public education includes the "Know Before You Go" campaign, a cooperative effort between mutual aid partners and local businesses and hotels.

The lifeguard program is defined and appears effective when fully operational. However, SCFD's Marine Safety Division's heavy reliance on temporary, limited-term lifeguards has resulted in inconsistent coverage and training difficulties. Restrictions on hours and the nature of a part-time workforce have led to critical staffing gaps, particularly in the early summer months. These issues and others were documented in a memorandum identifying the need for a second Marine Safety Officer to the City Manager from the Fire Chief in January of 2023.12 The agency also indicated a similar request for two marine safety officers in October 2024.

Vehicle Extrication
The SCFD maintains a high level of vehicle extrication ability, with most of its personnel trained in this skill. The department has the capability to respond to vehicle accidents such as rollovers, collisions, or entrapments, utilizing different tools and techniques to safely remove the victims from the vehicles.

The department's ladder truck is equipped with electric rescue tools, hand tools, airbags, stabilization cribbing, rams, spreaders, and cutting tools, which can cut through metal, glass, plastic, or other materials. The department's engines are also equipped with basic cribbing and a combination cutter-spreader, which are effective for smaller or simpler extractions. The department's vehicle extrication capability enhances its ability to provide EMS and save lives.
12 Memorandum to the City Manager from the Fire Chief, January 16, 2023, Marine Safety Officer Needs Assessment.

18.32 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 19 Other Emergency Services Resources in the Region
Mutual & Automatic Aid Resources
The department collaborates with other local, state, and federal agencies to provide effective and coordinated emergency responses. The department is a member of the Santa Cruz County Mutual Aid Plan, which allows for sharing of resources and personnel among neighboring fire agencies.13 The department also participates in the California Master Mutual Aid System, which assists other jurisdictions during major incidents or disasters.

The following figure shows local resources for mutual aid (MA) and automatic aid (AA) responses through the operational area or county.

Figure 6: Mutual & Automatic Aid Resources Available to the SCFD Department Name MAC ID Engines Trucks Staffing Type
Central Fire District CTL 7 1 25 MA/AA
Scotts Valley Fire District SCO 2 0 6 MA/AA
CAL FIRE CZU 8/10 0 24/30 MA/AA*
CZU 5 0 V MA/AA
Felton Fire Protection District FEL 3 0 V MA/AA
Ben Lomond Fire Department BEN 4 0 V MA
Zayante Fire Department ZAY 3 0 V MA
Boulder Creek Fire Department BOU 5 0 V MA/AA
Watsonville Fire Department WTS 2 1 10 MA
North Monterey County Fire Dept. NCF 1 0 3 MA
Staffed Mutual & Automatic Aid 18 2 68/74
Volunteer Mutual Aid 20 0 V
AA = Automatic Aid, MA = Mutual Aid, and V = Volunteer, *-CalFire provides automatic aid to mutual threat zones (MTZ) The following figure illustrates the locations of the various aid fire stations adjacent to the Santa Cruz Fire Department.
13 https://www.santacruzcountyca.gov/Portals/0/County/OES/pdfs/SCC_EOPBase%20Plan_021024_v.76_REVSubmitted.pdf.

18.33 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 20 Figure 7: Mutual Aid Map
Emergency Communications & Dispatch
The Santa Cruz Consolidated Emergency Communications Center JPA, also known as Santa Cruz Regional 9-1-1, is the Public Safety Answering Point or dispatch center that receives and routes 911 calls to the appropriate emergency services, such as law, fire, and EMS.

18.34 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 21 Santa Cruz Regional 9-1-1 provides the SCFD with the closest unit dispatch based on Automated Vehicle Location technology.

Santa Cruz Regional 9-1-1 provides public safety and 911 dispatch services to its Joint Powers Authority (JPA) members, which include the Santa Cruz County Sheriff's Office, Santa Cruz Police and Fire Departments, Watsonville Police and Fire Departments, and Capitola Police Department. In addition, the centers serve all the Fire Districts in Santa Cruz County, Hollister Police, San Benito County Sheriff's Office, Hollister Fire, and American Medical Response in Santa Cruz and San Benito Counties.

Ground Emergency Medical Transport
Ground Emergency Medical Transport (GEMT) services are provided by American Medical Response (AMR), which delivers ALS services under an exclusive operating area agreement with the County of Santa Cruz Emergency Medical Services Agency. When necessary, the area fire department’s surge ambulances are deployed to supplement ambulance services during periods of high demand.

Air Medical Transport
Air medical transport is provided by helicopter from CalStar in Watsonville, Gilroy, Salinas, and Stanford Life Flight in Palo Alto. The helicopters are staffed with a Registered Flight Nurse and a certified Paramedic. Both organizations have been accredited by the Commission on Accreditation of Medical Transport Services (CAMTS).

Hospitals & Tertiary Care Facilities
• Dominican Hospital (1555 Soquel Dr, Santa Cruz, CA 95065) maintains a 24-hour Emergency Department for patients who need immediate care for urgent and lifethreatening conditions. The hospital maintains a catheterization lab and has a STEMI Center Designation.
• Watsonville Community Hospital (75 Nielson St, Watsonville, CA 95076) is about 15 minutes away in Watsonville. It maintains a 24-hour Emergency Department. • Trauma Centers: Specialized centers are needed for patients suffering from major traumatic injuries such as a fall, motor vehicle collision, or gunshot wound. The nearby trauma centers include the Santa Clara Valley Medical Center (L1), Stanford Medical Center (L1), and Natividad Medical Center (L2).

18.35 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 22 Santa Cruz County Office of Response, Recovery, and Resilience The Office of Response, Recovery, and Resilience (OR3) coordinates and conducts emergency planning, response, and recovery in collaboration with local, state, and federal partners. OES is the primary local coordination agency for emergencies and disasters affecting residents, public infrastructure, and government operations in Santa Cruz County.

Fire Safe Council of Santa Cruz County
The Fire Safe Council serves as a forum for implementing the Community Wildfire Protection Plans (CWPP), promoting community fire-safe planning and coordination, linking fireprevention programs, and supporting the local fire service.

United States Coast Guard
Through Station Monterey, the U.S. Coast Guard Sector San Francisco provides valuable services in Monterey Bay and along California's Central Coast. During peak boating periods, Station Monterey also operates a substation in Santa Cruz to enhance local coverage. The Station Monterey crew works closely with numerous federal, state, and local partners, including the NOAA, Fish and Wildlife, Monterey Bay National Marine Sanctuary, and local fire and police departments.

Fire Boat
One unique resource required for a seaside community, especially one with a harbor and a wharf with buildings, is the availability of a fire boat. The closest fireboat resource is from the Monterey Fire Department. It may take significant time to arrive if requested to assist with a hard-to-reach fire, water supply, or rescue during an emergency. The next closest water-born resource is from the San Francisco area. Additional trailered boats from CalOES Region II in Redwood City may be available.

18.36 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 23 Staffing & Personnel
The greatest asset for any organization is its personnel. Effective human capital management is essential to achieving optimal productivity and fostering high job satisfaction. Job satisfaction often results from several factors, including consistent management practices, a safe working environment, recognition of positive workforce practices, inclusion and equitable treatment, and the encouragement of workforce input.

The size and structure of an organization's staff depend on its specific needs, which should align with its priorities and the community in which it serves. National organizations such as the Occupational Health and Safety Administration (OSHA), the National Fire Protection Association (NFPA), and the CPSE provide staffing guidance and recommendations.

This section provides an overview of the Santa Cruz Fire Department's staffing configuration.

Fire service organizations typically have two distinct groups of personnel. • The Administrative and Support Staff directly services internal customers by providing operations personnel the management and support needed to deliver effective and efficient emergency services. They also provide support to external customers, such as residents and business owners.
• The Operational Staff provides emergency response and fire prevention services to external customers. They are typically the most visible and recognized members of the organization.

Achieving a balance between these two groups is essential to ensure effective and efficient emergency services and high-quality customer service.

The SCFD employs nine full-time equivalent (FTE) employees who provide support, administrative, and fire prevention services. The Fire Chief, as the most senior executive administrator, reports directly to the City Manager and oversees the Operations Division Chief, Fire Prevention Division Chief/Fire Marshal, Principal Management Analyst for business, Principal Management Analyst for emergency management, and an Administrative Assistant III. With five direct reports, the Fire Chief's span of control aligns with established best practices. Most administrative staff work regular business hours, 8:00 a.m. until 5:00 p.m., Monday through Friday. The following figure lists each full-time equivalent (FTE) position and the staffing count for the administrative functions.

18.37 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 24 Figure 8: SCFD Staffing by Position with Group/FTE
Position Group FTE
Administrative Assistant I/II A 1
Administrative Assistant III A 1
Deputy Fire Marshal A 1
Fire Battalion Chief O 4
Fire Captain O 16
Fire Chief A 1
Fire Division Chief A/O 2
Fire Engineer O 15
Fire Prevention Inspector II A 1
Fire Prevention Technician A 1
Firefighter O 24*
Marine Safety Officer O 1
Principal Management Analyst A 2
Totals: 70
* 3.0 FTE Firefighter positions are unfunded, leaving 21 positions staffed Administrative & Support
The administrative and support functions are diverse, and the list of tasks can be extensive, from general office and clerical support to management of major programs and projects.

Since the SCFD is part of the City, it has some administrative support outside its listed employees. It is common for fire departments within a municipality or other larger government agencies to share support functions such as finance, payroll, human resources, and legal.

Fire Prevention Division
The SCFD Fire Prevention Division is responsible for preventing loss and injury through code enforcement, investigation, and education. A fire marshal, deputy fire marshal, fire prevention inspector, fire prevention technician, and two part-time fire prevention inspectors complete most state-mandated inspections for assembly, educational, hazardous facilities, institutions, high-rise buildings, and residential structures.

18.38 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 25 The SCFD Fire Prevention Division works closely with its state partners to mitigate wildlandurban interface fires. Several community members noted the success of the "camping ordinance," which prohibits camping, campfires, and barbecues except within designated recreation sites.

Operations Staffing
Operations personnel are assigned various duties consistent with fulfilling emergency response objectives. They are also responsible for additional collateral duties to support the response mission. The Division Chief of Operations supervises three shift Battalion Chiefs, the training Battalion Chief, and the Marine Division. The span of control of five subordinates is within established best practices.

Training Division
The Training Division is a critical component of any fire department, dedicated to firefighters' continuous education and skill development. It encompasses a broad range of activities, from basic training for recruits to advanced courses for seasoned professionals.

The goal is to ensure that all firefighters have the knowledge, skills, and abilities necessary to perform their duties effectively and safely, reflecting the latest advancements in firefighting and emergency response. The SCFD has a Battalion Chief assigned to a traditional work schedule as the designated training officer. Several department members noted that the single Battalion Chief, with other duties, struggled to keep up with the evolving demands of an all-risk fire department, potentially compromising the quality and frequency of training programs.

Marine Safety Division
The Marine Safety Division is managed by a Fire Captain and a Marine Safety Officer (MSO). They oversee a year-round on-call 15-member Marine Rescue Unit, an average of 70 seasonal beach lifeguards, and the training of 12 fire department rescue swimmers.

Collaboration is a cornerstone of the division's operations. Partnerships with organizations such as the United States Lifesaving Association (USLA) help maintain high standards in rescue preparedness. The Marine Safety Division also works closely with local stakeholders, such as the state and federal agencies like the US Coast Guard, to develop integrated response strategies for emergencies, including oil spills, marine fires, and natural disasters.

18.39 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 26 The Marine Safety Division participates in the United States Lifesaving Association (USLA) Lifeguard Agency Certification Program. The United States Lifesaving Association is recognized nationally and internationally for its programs that set minimum recommended standards for the training, equipping, and preparedness of those assigned to prevent drowning and other injuries in the open water environment. Lifeguards and rescue personnel are trained by the department using USLA programs. Lifeguards attend a 40-hour department course and must meet a swimming standard. The Marine Rescue Unit members and firefighter rescue swimmers are based on USLA's Aquatic Rescue Response Team (ARRT) Certification, which includes a more stringent swimming standard. The Marine Safety Officer must meet these certifications and possess a personal rescue watercraft certification before their 12-month probationary period ends.14 The department does not provide divers or a fireboat. Non-safety City Wharf staff have non-emergency commercial diving capabilities primarily for maintenance responsibilities.

The USCG Monterey exceeds one hour for responses, and USCG lacks the capabilities to provide adequate fire protection for the historic wharf.

Ocean Rescue Personnel
The Marine Rescue Unit and the fire department's rescue swimmers respond to water rescue scenarios, such as ocean, surf, or flood. Rescue swimmers are trained in the use of personal flotation devices, rescue tubes, throw bags, rescue boards, and the department's four personal watercraft vehicles. Training includes advanced water safety, swimming skills, victim assessment, and first aid. Rescue swimmers can operate under rigorous conditions in extreme weather, rough seas, and hard-to-reach areas.
14 Santa Cruz City Fire Department, Marine Safety Division, Policy and Procedural Manual (8/15/2023). Article 3, #3-3.

18.40 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 27 The Marine Rescue Unit personnel are trained paid-on-call. This unit provides 24-hour response to ocean-related emergencies and rescues throughout the year. While on duty, employees must remain within a 10-minute response zone to the Santa Cruz Municipal Wharf from 7 a.m. to 7 p.m. Employees must live within the Santa Cruz city limits from 7 p.m. to the following 7a.m. The fire department rescue swimmers are firefighters with additional training and paid a shift differential to maintain certification and participate in the ocean rescue program. There is no standard for maintaining a minimum staffing level for rescue swimmers on duty. However, efforts are made through policies to keep at least two rescue swimmers or a combination of rescue swimmers, Marine Rescue Unit members, and automatic aid with Central Santa Cruz Fire District on call at any given time.15 Training for these individuals and those with rescue watercraft certifications begins in March.

Although resources may respond outside the primary area at the duty chief's discretion, there are two distinct areas of operation for the Marine Safety Division responses. The first is the ocean area for water rescue. Even though the entire area is not within the city boundaries, the SCFD has assumed responsibility for this area and water rescues. This rescue response may be accomplished by the fire department, fire department swimmers, the Marine Rescue Unit, or the lifeguards. It should be noted that the map is not a legal boundary but rather an outline based on the description of the water rescue area of responsibility. This area is described as a place where rescues occur between approximately Dimeo Lane and Santa Cruz Harbor. Much of the primary response area lies west of the SCFD legal boundaries. The following illustrates the entire primary area of operation for ocean and water rescues.
15 Santa Cruz Fire Department, Marine Safety Division, Policy and Procedure Manual, Article 5 #5-31:

Rescue Swimmer Coverage, January 28, 2008.

18.41 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 28 Figure 9: Ocean Rescue Area of Operation
In addition to the listed primary response, the SCFD acts as the primary mutual aid partner for the entire north coast of Santa Cruz County. This significantly impacts the fire department's wear and tear on equipment and personnel use and exposure to dangerous situations. Very little technical expertise is rapidly available for most of the county, and the SCFD actively participates in this aid component.

18.42 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 29 The rescue swimmer program is a valuable asset to the community and the region, enhancing the department's capability to respond to water emergencies and save lives.

When the lifeguard service is in operation, the vehicle patrols are dispatched to emergency medical situations as a response unit. This patrol unit will respond on the ocean side of Beach Street from Cowell Street to the east end of the jurisdiction. The area where the Marine Safety Division, primarily the lifeguards, are dispatched to provide first responder care for medical calls is around the city beach. These boundaries are also a general description and not a legal area. This is described as the ocean-side area along Beach Street from Cowells Street on the west to the end of the city beach on the east. The following figure shows where Marine Safety Division personnel will be dispatched for responses within their capabilities, equipment, and training. 16 City of Santa Cruz, Marine Safety Division: www.cityofsantacruz.com/government/citydepartments/fire-department/marine-safety-division.

18.43 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 30 Figure 10: EMS Dispatch Area for the Marine Safety Division Lifeguarding standards, such as those recommended by the USLA, emphasize the importance of establishing a manageable span of control to ensure vigilance and rapid response capabilities. Effective spans of control are essential for preventing accidents and ensuring a swift reaction when incidents occur, safeguarding all water users' well-being.

Given the program's size and complexity of the aquatic environment, the current spans of control and role classifications should be reviewed.

18.44 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 31 The lifeguard program recognizes the importance of public awareness in preventing emergencies. To enhance safety, the SCFD lifeguards use educational outreach to promote water safety among residents and tourists. Therefore, public education skills are essential for the job. One example of this public education includes the "Know Before You Go" campaign, a cooperative effort between mutual aid partners and local businesses and hotels.

The lifeguard program is defined and appears effective when fully operational. However, SCFD's Marine Safety Division's heavy reliance on temporary, limited-term lifeguards has resulted in inconsistent coverage and training difficulties. Restrictions on hours and the nature of a part-time workforce have led to critical staffing gaps, particularly in the early summer months. These issues and others were documented in a memorandum identifying the need for a second Marine Safety Officer to the City Manager from the Fire Chief in January of 2023.17 The agency also indicated a similar request for two marine safety officers in October 2024.

Firefighter Staff Allocation
The SCFD has an operational staffing level of 0.88 Firefighters per 1,000 population served.

Comparing the SCFD staffing levels against regions and the nation shows that the staff levels are within the average for communities of over 25,000 people. For mostly-career or all-career fire departments, the rates of career firefighters per 1,000 people protected have remained in the range of 1.54 to 1.81.18 Fire departments protecting communities of 25,000 people or more had median rates of 0.84 to 1.30 career firefighters per 1,000 people.19 It is important to note that the rates of firefighters per 1,000 population are based on data reported to NFPA and do not reflect recommended rates or some defined fire protection standard.
17 Memorandum to the City Manager from the Fire Chief, January 16, 2023, Marine Safety Officer Needs Assessment.
18 U.S. Fire Department Profile 2020 Rita Fahy, Ben Evarts and Gary P. Stein September 2022. 19 Ibid.

18.45 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 32 Firefighter Staff Distribution
The operations staff is allocated evenly throughout the three shifts except for the operations division chief, training battalion chief, and marine division, who work on an administrative schedule. On-duty fire suppression personnel staff five primary apparatus at the four fire stations. Additional units can be cross-staffed depending on the type of incident and need. Engine and truck company minimum staffing levels are a Captain, an Engineer, and a Firefighter.

At least one Battalion Chief is on duty, operating a command vehicle from Station 1. In addition, the fire chief, division chief of operations, training chief, and marine captain are fully qualified to respond to and provide additional incident command and control support.

Determining apparatus staffing levels is challenging. Leaders must decide what risks their crews are likely to face and what level of risk the community is willing to accept. Several noteworthy publications help agencies determine adequate staffing, including NFPA 1710:

Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. This NFPA standard recommends staffing and deployment of career organizations.

The National Institute of Standards and Technology field studies on fire-ground and EMS incidents may also provide direction. Occupational health standards typically consider crew entry into a hazardous environment unsafe without an equal number of equipped and capable personnel outside the hazard zone. Therefore, no one person goes in alone.

However, this rule may be suspended if an emergency rescue is required.

Firefighter Scheduling Methodology
The SCFD staffs four stations, 24 hours per day, every day of the year, with a minimum of one Battalion Chief, five Captains, five Engineers, and five Firefighters. Each apparatus is equipped and staffed to provide advanced life support medical care. However, the truck company may be downgraded to BLS based on staffing needs. The Santa Cruz Fire Department utilizes a three-shift system, A-Shift, B-Shift, and C-Shift, and the shifts work a 48/96-hour schedule on a 24-day FLSA cycle. The work shifts begin at 7:00 a.m. and end at 7:00 a.m., forty-eight hours later.

18.46 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 33 The 48/96 work schedule for firefighters consists of two consecutive 24-hour shifts followed by four days off. This pattern offers firefighters a block of time for rest and recovery, which can benefit their physical and mental health. However, concerns have been raised about the potential health risks associated with such long shifts, including sleep deprivation and its effects on cognitive and physical performance. Despite these concerns, many fire departments have adopted this schedule, finding it a viable option for their personnel.

18.47 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 34 Financial Analysis
Sound fiscal health is imperative to ensuring the effective operation of local governments.

Analyzing historical trends provides valuable information about current and future fiscal health. To understand the SCFD's historical and projected financial position, Triton reviewed and analyzed the fire department's historical budgeting documents, schedules, and independent auditor reports for the four years of FY 2020 through FY 2023 and the adopted FY 2024 budget.

The SCFD functions as a municipal fire department and operates through the City’s General Fund to manage the fire department's operations, capital requirements, and debt service. The SCFD maintains a workforce of around 70 full-time personnel, including administrative and response personnel operating from one administrative building, four fire stations, and one lifeguard headquarters building that houses an additional 70 parttime/seasonal lifeguards.

Accounting and Budget Governance
The City prepares its budgets and financial statements using the accrual method for enterprise and fiduciary funds and modified accrual basis of accounting for governmental funds; therefore, the SCFD's modified accrual method recognizes resources when they're measurable and available, and expenditures are recognized when the fund liability is incurred, measurable, and expected to be paid within 12 months. The SCFD operates on a calendar year, from July 1 to June 30. Annual budgets are prepared and adopted per the City's Charter.

The City Manager is responsible for preparing and submitting the annual budget to the City Council. However, the Fire Chief develops strategic priorities and various long-range planning strategies to assist in preparing the SCFD's annual operating budget and then submits budget requests/recommendations to the City Manager.

As the City Charter requires, the City Manager presents a balanced budget to the City Council with public hearings occurring in May and budget adoption no later than the first regular council meeting in June.

Resources and Expenditures
Typical of most governmental entities, the City employs funds to account for its financial operations. The SCFD operates utilizing three funds: the General Fund, the Municipal Wharf Fund (the Marine Program), and the Capital Investment Program Projects Fund.

18.48 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 35 Each fund is a fiscal and accounting entity that includes cash, financial resources, liabilities, and balances related to specific activities or objectives. A brief description of each of the three funds is detailed below:
• General Fund: This fund functions as the City’s general operating fund. The Fire Department’s operating budget exists within this fund.
• Municipal Wharf Fund: This fund functions in part as the fire department's marine program fund. The municipal wharf fund resources are derived via inter-fund transfers from the City's General Fund.
• Capital Investment Program Fund: This fund serves as a capital projects fund designated for accumulating and deploying resources for constructing, acquiring, and improving capital assets.

For historical comparison and analysis, the following figures in the next section reflect resources and expenditures net of inter-fund transfers.

Figure 11: Historical SCFD Budget Summary
Resources/
Expenditures
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Recurring Resources 3,040,353 3,182,629 3,343,591 3,861,694 3,725,615 Non-recurring Resources 636,313 2,655,777 1,178,113 456,558 923,446 Total Resources: 3,676,666 5,838,406 4,521,704 4,318,252 4,649,061 Salaries & Wages 10,798,944 10,736,685 12,529,731 12,935,462 12,909,238 Benefits 6,155,706 6,334,357 6,903,673 7,655,521 8,306,965 Strike team 252,919 899,634 310,686 72,849 750,000
Salaries & Benefits: 17,207,569 17,970,676 19,744,090 20,663,832 21,966,203 Services 1,501,416 1,501,402 1,760,505 1,637,614 3,280,823 Supplies 382,063 234,509 315,944 322,069 303,480
Other 175,977 162,859 128,825 127,811 244,937
Total Recurring Expenditures 2,059,456 1,898,770 2,205,274 2,087,494 3,829,240 Capital Outlay 541,157 0 49,637 98,147 0
Total Non-recurring
Expenditures 541,157 0 49,637 98,147 0
Total Expenditures 19,808,182 19,869,446 21,999,001 22,849,473 25,795,443 Net Funding from GF: (15,611,308) (13,187,986) (16,813,173) (17,747,966) (20,266,827)

18.49 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 36 Fire Resources
The City's major revenue sources include property taxes, sales and use taxes, transient occupancy (hotel) taxes, and service fees. As with other charter cities in California, the City of Santa Cruz has limited ability to set tax rates. Under the provisions of Proposition 13, passed by the voters in 1978, the State constitution establishes a maximum rate for property tax of 2% and limits the growth of assessed value.

The SCFD receives resources through the City's General Fund, which is derived primarily from property taxes. However, the SCFD also receives revenue through other sources, such as fire protection contracts for services, cost recovery for strike team deployments, fire prevention fees, and grants.

For analysis purposes, AP Triton classifies resources as recurring or non-recurring. Recurring resources can be reasonably anticipated annually. The SCFD’s recurring resources include operational service contracts, prevention fees, public safety impact fees, etc.

On the other hand, non-recurring revenues, such as strike team cost recovery, event fees, one-time grant awards, or proceeds from the disposal of assets, may not occur annually or are not easily quantifiable. While these amounts may be estimated with a reasonable degree of accuracy, the frequency of their receipt places them in the non-recurring category.

The following figure depicts the SCFD's total combined resources received from fire department activities and services between FY 2020 and FY 2023 and the resources anticipated in FY 2024.

18.50 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 37 Figure 12: SCFD Historical Resource Summary
Resources Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Operations Service Fees 68,604 49,777 30,036 40,096 45,000 UCSC Contract for Service 2,814,554 2,986,640 3,114,823 3,523,617 3,435,615 Paradise Park Contract for Service 15,180 15,681 15,948 16,458 15,000 Prevention Service Fees 142,015 128,015 166,470 193,743 150,000 Public Safety Impact Fee 0 2,516 16,314 87,780 80,000
Recurring Resources 3,040,353 3,182,629 3,343,591 3,861,694 3,725,615 Grants 346,028 843,467 95,412 66,278 0
Strike Team Cost Recovery 196,575 1,807,260 987,007 78,475 750,000 Office of Emergency Services (OES) 0 0 0 15,598 173,446 Lifeguard Srvs. – Capitola Contract 84,667 0 91,119 110,119 0 Marine Safety Services 7,775 2,800 3,975 4,000 0
Interagency 0 0 0 172,787 0
Sale of Assets 0 2250 0 8576 0
Other 1,268 0 600 725 0
Non-recurring Resources 636,313 2,655,777 1,178,113 456,558 923,446 Total Resources 3,676,666 5,838,406 4,521,704 4,318,252 4,649,061 The SCFD's combined recurring resources for the period FY 2020 through FY 2023 averaged $4,255,531 derived from service contracts for the University of California Santa Cruz and Paradise Park (approximately $2.5M), and cost recovery fees such as inspection fees, recovery calls outside of jurisdiction via Strike Team OES, and event stand-by charges via marine safety program.

Fire Expenditures
Like revenue, AP Triton classifies expenditures as either recurring or non-recurring. Recurring expenditures can be reasonably anticipated annually and are generally quantifiable. The SCFD's recurring expenditures include personnel, services, and operating supplies.

Non-recurring expenditures may not occur annually or are not easily quantifiable.

Examples of non-recurring expenditures include capital outlay and equipment purchases, non-capitalized equipment purchases, and other minor costs that are not considered ongoing. As a rule, these categories are easily predictable.

18.51 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 38 The following figure is a consolidation of all the fire expenditures.

Figure 13: SCFD Historical Combined Expenditures Summary Combined
Expenditures
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Personnel 17,207,569 17,970,676 19,744,090 20,663,832 21,966,203 Services 1,501,416 1,501,402 1,760,505 1,637,614 3,280,823 Supplies 382,063 234,509 315,944 322,069 303,480
Other 175,977 162,859 128,825 127,811 244,937
Recurring Expense 19,267,025 19,869,446 21,949,364 22,751,326 25,795,443 Capital Outlay 541,157 0 49,637 98,147 0
Non-recurring Expense 541,157 0 49,637 98,147 0
Total Expenditures 19,808,182 19,869,446 21,999,001 22,849,473 25,795,443 Recurring Expenditures
Recurring expenditures reflect the fire department's operating budget and are vital for day-to-day operations. The following section considers the SCFD's recurring or operating expenditures.

These expenditures are divided into three main categories: Personnel, Services, and Supplies. A concise overview of these recurring expense categories follows. • Personnel comprises salaries, wages, and employee-related benefits, such as health insurance, payroll taxes, and retirement.
• Supplies include various operating expenditures such as fuel, medical supplies, training materials, and non-capital equipment.
• Services include expenditures for travel, utilities, apparatus and facility services, dispatch services, IT expenditures, legal services, and administrative support services.

In the FY 2024 budget, the City adopted a new intracity services cost-sharing plan.

This cost-sharing allocation plan spreads the City overhead services to the various departments by a percentage designed to represent their estimated need for those services.

The SCFD's recurring expenditures have increased approximately 34%, or $6,528,418, from $19,267,025 in FY 2020 to an anticipated $25,795,443 budgeted in FY 2024. The fire expenditure fund and the Municipal Wharf fund utilize 19% of the City's General Fund.

18.52 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 39 As expected, with a growing organization shouldering an increasing service demand, nearly $4.8 million of the $ 6.5 million increase in recurring expense has been due to increased personnel expenditures, equating to 90% of the fire department's operating budget.

There are five divisions within the fire department, each tracking its expenditures. The following is a brief description of each division and the typical costs associated with each. • Administration Division: Handling the daily affairs of the department, the Administration Division ensures service delivery in line with the City Manager's and City Council’s directives, supporting the services of the fire department's operations.

Its expenditures comprise salaries, professional services, office supplies, insurance premiums, training, retirement and life insurance.
• Operations Division: The Operations Division provides 24/7 response to all 911 requests within the city, UCSC Campus, and Paradise Park. In addition, it responds to mutual aid requests within the county and state. Operations Division expenditures cover personnel costs, equipment, apparatus, vehicles, and the maintenance of tools and equipment vital for delivering emergency services. • Prevention Division: The Prevention Division provides plan reviews, permits, safety inspections, construction inspections, vegetation management, fire investigations, and public education. The Prevention Division's expenditures cover salaries, supplies for public education, fire prevention tools, vegetation management, travel expenses, books and periodicals, and program services.
• Office of Emergency Services: The OES provides 24/7 support to the City Emergency Operations Center in the event of disasters and emergencies, assists in managing the budget, acts as the fire department's Climate Action Coordinator and its Public Information Officer, and manages fire department grants. The OES division expenditures cover personnel, outside professional services, small tools and equipment, and operating supplies.
• Fire Strike Team: The overtime costs for personnel services during strike team deployments are captured here.
• Marine Division: The Marine Division provides year-round service with on-call lifeguards during the off-season and daily lifeguard services from Memorial Day weekend to the weekend of Labor Day. The Marine Division expenditures cover personnel costs, repair, vehicle and facility services, medical supplies, uniforms, and non-capital equipment purchases.

18.53 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 40 The following figure reflects the SCFD's recurring expenditures by division. It provides a helpful understanding of how the fire department's resources have historically been allocated.

Figure 14: SCFD Expenditures by Division
Expenditures by
Division
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 202420
Administration 811,981 830,303 895,212 1,130,010 2,834,13621 Operations 16,353,023 15,863,672 18,441,473 19,517,261 20,016,677 Prevention 906,287 1,208,278 1,123,680 887,189 1,017,693 OES 371,311 216,816 206,816 150,28722 217,382
Strike Team 252,919 902,006 312,325 72,849 750,000
Marine Division 571,504 848,371 969,858 993,729 959,555 Recurring Expenditures 19,267,025 19,869,446 21,949,364 22,751,325 25,795,443 Personnel Expense
Typical of most public safety agencies, personnel-related expenditures account for the largest portion of the fire department's recurring and total expenses. These expenditures include salary, wages, benefit and retirement costs, overtime, and workers' compensation.

Historically, the SCFD personnel-related expenditures account for approximately 90% of recurring expenditures for FY 2020–FY 2023. Personnel costs are expected to total $21,966,203 for the FY 2024 budget year, an increase of $1,302,371 from FY 2022. The following figure shows the SCFD expenditures between wages, benefits, and strike team costs.
20 CSAP Central Services Allocation Plan started FY 2024. 21 PMA positions added.
22 OES Manager salary moved to admin budget; position vacant FY 2021—FY 2024.

18.54 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 41 Figure 15: SCFD Wages and Benefits Summary
Wages & Benefits Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Salaries 10,798,944 10,736,685 12,529,731 12,935,462 12,909,238 Benefits 6,155,706 6,334,357 6,903,673 7,655,521 8,306,965 Strike Team 252,919 899,634 310,686 72,849 750,000
Total Personnel
Expenditures 17,207,569 17,970,676 19,744,090 20,663,832 21,966,203 The following figure summarizes the trend of wages and benefits by division for FY 2020 to FY 2024. The wage spikes are primarily attributed to a CalPERS retirement unfunded liability expense increase.

Figure 16: SCFD Wages and Benefits Summary by Division
Wages & Benefits Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Administration 660,040 651,836 716,54723 929,729 1,115,58924 Operations 14,997,296 14,629,462 16,985,622 18,050,190 18,446,394 Prevention 757,199 1,033,217 891,134 762,897 837,123
OES 84,951 47,190 70525 2,878 0
Strike Team 252,919 899,634 310,686 72849 750,000
Marine Division 455,164 709,335 839,396 845,289 817,097 Total Wages &
Benefits 17,207,569 17,970,674 19,744,090 20,663,832 21,966,203 Services Expense
Following personnel expenses, services expenditures account for the second most significant component of the fire department's recurring operating expenses. Services expenditures include liability insurance, travel expenses, maintenance and repair, service contracts, utilities, etc., which are not considered capital items. Historically, this expense category has accounted for approximately 8% of the department's recurring expenditures. 23 EOC Manager position moved to Administration Budget in FY 2022. 24 Principal Management Analyst position added in FY 2024. 25 Temporary Staffing for EOC activations.

18.55 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 42 Figure 17: SCFD Services Expense Summary
Service Expense Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Services 1,501,416 1,501,402 1,760,505 1,637,614 3,280,823 The SCFD services expenditures have remained relatively stable, increasing $136,190, or about 9%, from FY 2020 through the end of FY 2023. FY 2024's adopted budget anticipates the largest single year-over-year increase of $1,643,209, from $1,637,614 in FY 2023 to $3,280,823 budgeted in FY 2024; this is due to the City’s change in process of accounting for internal services--fire department share of HR, IT, Finance, Legal, etc.—which resides in the fire department budget(s)n accordance with the published central services allocation plan.

Supplies Expense
Supplies and "Other" materials and service expenses represent the smallest recurring expenditures for the fire department. The SCFD supplies expenditures have remained relatively stable from FY 2020 to FY 2023. The FY 2024's adopted budget anticipates a significant increase of $98,537, from $449,880 in FY 2023 to $548,417 budgeted in FY 2024 for OEM medical supplies and operation non-capital equipment purchases.

Figure 18: SCFD Supplies Expense Summary
Supplies Expense Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Supplies 382,063 234,509 315,944 322,069 303,480
Other 175,977 162,859 128,825 127,811 244,937
Total Supplies
Expenditures 558,040 397,368 444,769 449,880 548,417
Non-recurring Expenditures
The SCFD's operating budget occasionally has one-time expenses and capital outlays for special projects and special procurements identified during the budgeting process. These outlays are typically less than $100,000 and include expenses for special tools, telecommunications, vehicle equipment, vehicles, or other machinery and equipment.

18.56 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 43 Figure 19: SCFD Non-Recurring Expenditures Summary
Non-recuring
Expenditures
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Capital Outlay 541,157 0 49,637 98,147 0
Capital Planning
The SCFD maintains a 5-year capital improvement plan for FY 2025 to FY 2029 with special projects identified. The SCFD's CIP is funded through the City's General Capital Investment Program fund. However, no new monies were allocated to the City's CIP budget for FY 2024 and FY 2025; therefore, no fire department CIP projects were approved.

Because capital needs exceed the available budget, the SCFD and the City maintain a General Fund Unfunded and Underfunded CIP Projects list. The following figure outlines the CIP projects that currently have a net project cost that is either unfunded or underfunded:

18.57 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 44 Figure 20: SCFD FY 2025 Budget CIP Unfunded or Underfunded Projects Unfunded and Underfunded CIP Projects26 Amount Unfunded or Underfunded
Fire Engine Type I Pierce Pumper 900,000
Fire Station 1 & Fire Admin Replacement 19,000,0001
Fire Station 2 Replacement 17,000,000^
Fire Station 3 Front Driveway 100,000
Fire Station 3 Rear Expansion – Apparatus Bay/Rear Apron 750,000 Fire Station 5 17,000,0001
Lifeguard Headquarters Replacement 5,000,000
Fire Engine Type I Pierce Pumper 1,000,000
Fire Boat 2,000,000
Santa Cruz Regional Fire Training Center 2,000,000
Fire Engine Ladder Pierce Tiller 100' 2,000,0002
Total Fire Department Unfunded and Underfunded Projects: 66,750,0003 1 Facility costs have spiked dramatically; these funds are likely insufficient to replace stations and should be reevaluated. Land costs should be included if the stations are to be moved. 2 Listed as unfunded on page 260 and is expected to help the SCFD improve the reserve ladder apparatus.
3 The agency is taking steps to prepare the City for cost increases and indicated it raised the capital expenditures to approximately $97 million in more recent budget requests.

Based on recent fire station buildings, the estimated costs for new buildings listed, Station 1 and Administration, Station 2, and the new Station 5, may be significantly below actual costs. Building and tear-down costs have dramatically increased over the past five years.

Kitchell Construction provided a summary of projects in California, and their cost per square foot was an average of $1,427.71 for an average of 8,095 square feet, not including land costs. By 2027, they estimate the average cost per square foot will rise to $1,597.47. A simple evaluation of their provided information shows a remarkable 8–9% annual increase, with the most significant cost increases per square foot between 2020 and 2023. The average square foot cost in 2020 was $878; in 2023, that rose to $1,781. A more reasonable recent growth estimate is 5% per year, which appears to have leveled off slightly from 2021 through 2024.27 This trend can be found in apparatus costs as well. Since the COVID-19 pandemic in 2020, apparatus costs have risen significantly, doubling in many cases. At the same time, deliveries have extended to multiple years.

18.58 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 45 The SCFD uses the NFPA to guide recommendations for apparatus replacement schedule.

However, funding is not secured as it is funded through the CIP request process, as mentioned above. The FY 2025 budget included estimated budget requests for Station 1/Administration, Station 2, and Station 5.

The City has made significant capital investments for the fire department in the past four years. These include:
• C212305 Fire engine ladder (Pierce Tiller 100'), $1,782,080, was ordered in 2023 and is expected to be delivered in 2027.
• C212201 Fire Engine Type 1 (Pierce Pumper 1250 GPM), $800,000, ordered in 2022 and delivered in 2023.
• C212315 Fire Engine Type I (Pierce Pumper), $850,000, ordered in 2023 and delivered in 2024.
• C212303 Station 3 Generator; the project cost is estimated at $100,000, and as of 2023, capital funds of $24,623 have been used. Completion expected in 2025. • C212302 Fire Station 2 Expansion; the estimated project cost is $750,000, and in 2023, capital funds of $100,000 have been applied. Completion expected in 2027. • C212306 Fire Station 3 Butler Building, $144,000, began in 2023 and is expected to be completed in 2025.
• C212301 Paging system; the estimated project cost is $150,000, and in 2023, capital funds of $130,252 have been applied. The system was ordered in 2023 and installed in 2024.
• C212203 Rescue Unit, $455,150, ordered 2022 and scheduled to be delivered in 2025. • C212403 Type 6, budgeted $400,000 in FY 2025 – Federal Earmark Funding.

The Butler building at Station 3 and the Station 2 expansion highlight the volatility of building costs. Both projects have significantly increased in cost since this budget. The City has approved the extra capital funds.
26 Reference FY 2025 Budget (P. 260).
27 Kitchel Construction, Fire Station Rough SF Estimates & Cost Projections, 10/24/2024.

18.59 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 46 Capital Facilities & Equipment
Apparatus and other vehicles, trained personnel, firefighting and emergency medical equipment, and fire stations are the essential capital resources necessary for a fire department to carry out its mission. No matter how competent or numerous the firefighters are, if appropriate capital equipment is unavailable for operations personnel, it would be impossible for the SCFD to perform its responsibilities effectively. The essential capital assets for emergency operations are facilities, apparatus, equipment, and other emergency response vehicles. This report section assesses the department's fire stations, frontline apparatus, and ambulances.

Facilities
Fire stations play an integral role in delivering emergency services for several reasons. A station's location will largely dictate response times to emergencies. A poorly located station can mean the difference between confining a fire to a single room and losing the structure or survival from sudden cardiac arrest. Fire stations must also be designed to adequately house equipment and apparatus and meet the organization's and its personnel's needs.

Fire station activities should be closely examined to ensure the structure is adequate in size and function. Examples of these functions can include the following:
• Kitchen facilities, appliances, and storage
• Residential living space and sleeping quarters for on-duty personnel (all genders) • Bathrooms and showers (all genders)
• Training, classroom, and library areas
• Firefighter fitness area
• The housing and cleaning of apparatus and equipment, including decontamination and disposal of biohazards
• Administrative and management offices, computer stations, and office facilities • Public meeting space
In gathering information from the SCFD, Triton asked the department to rate its fire stations' condition using the following criteria. The results will be seen in the figures following the criteria description.

18.60 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 47 Figure 21: Criteria Utilized to Determine Fire Station Condition Excellent
Like new condition. No visible structural defects. The facility is clean and well-maintained. The interior layout is conducive to function with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match the building's purposes. Age is typically less than ten years.

Good
The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear on the building interior.

The roof and apparatus apron are in good working order, absent any significant full-thickness cracks, crumbling of the apron surface, or visible roof patches or leaks. Building design and construction match the building's purposes. Age is typically less than 20 years.

Fair
The building appears structurally sound with a weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear but flows effectively to the apparatus bay or offices. Mechanical systems are in working order. Building design and construction may not match the building's purposes well. Shows increasing age-related maintenance but with no critical defects. Age is typically 30 years or more.

Poor
The building appears cosmetically weathered and worn with potential structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling concrete on the apron may exist. The roof has evidence of leaking and has been repaired multiple times. The interior is poorly maintained or showing signs of advanced deterioration with moderate to significant non-structural defects.

Problematic age-related maintenance and major defects are evident. It may not be well-suited to its intended purpose. Age is typically greater than 40 years.

Santa Cruz Fire Stations, Lifeguard Headquarters, and Administrative Office The following section lists the features of Santa Cruz's four fire stations, lifeguard headquarters, and administrative office.

18.61 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 48 Station Name/Number: Santa Cruz Fire Department Fire Station #1 Address/Physical Location: 711 Center Street, Santa Cruz, CA 95060 General Description:

Fire Station 1 was built in 1939 and renovated
several times, the latest in 2011. The apparatus
floor was lowered to accommodate the ladder
truck in 2011. Individual sleeping areas and
gender-neutral bathrooms were added in 2001.

Surface street flooding is a district issue; flooding
inside the building has been a consistent problem.

The building is between the Civic Auditorium and
an AT&T facility, with the fire department's
headquarters located across the rear parking lot.

Structure
Date of Original Construction 1939
General Condition Fair
Seismic Protection Completed in 2001
Auxiliary Power Yes
ADA Compliant Completed in 1997
Number of Apparatus Bays Drive-Throughs 1 Back-Ins 2 Total Bays: 3 Total Square Footage 9,880
Facilities Available
Sleeping Quarters Bedrooms 7 Beds 14 Dorm Beds 0
Maximum Staffing Capability 14 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation (Yes) Bathrooms 3 Showers 3 Bedrooms 7 Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes, Plymovent System

18.62 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 49 Station Name/Number: Santa Cruz Fire Department Fire Station #2 Address/Physical Location: 1103 Soquel Drive, Santa Cruz, CA 95062 General Description:

Fire Station 2 was built in 1947. It has been
renovated several times. An extensive remodel
with accessibility upgrades and seismic
strengthening of the existing structure occurred in
2001. The station lacks dedicated areas for
cleaning equipment and firefighter fitness, with
both functions occurring within the apparatus bay.

The station does provide for gender segregation in
bathrooms and dormitories.

Structure
Date of Original Construction 1947
General Condition Poor
Seismic Protection Completed 2001
Auxiliary Power Yes
ADA Compliant Completed 2013
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 2 Total Square Footage 4,000
Facilities Available
Sleeping Quarters Bedrooms 3 Beds 5 Dorm Beds 0
Maximum Staffing Capability 5 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation (Yes) Bathrooms 2 Showers 2 Bedrooms 3 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes, Plymovent System

18.63 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 50 Station Name/Number: Santa Cruz Fire Department Fire Station #3 Address/Physical Location: 335 Younglove Avenue, Santa Cruz, CA 95060 General Description:

Fire Station 3 was constructed in 1954. The station
has two detached buildings that are used for
storage and programs. The yard also has some
props for training. Over the years, several interior
improvements have taken place, including seismic
and accessibility upgrades. The station does
provide for gender segregation in bathrooms and
dormitories.

Structure
Date of Original Construction 1954
General Condition Fair
Seismic Protection Completed in 2001
Auxiliary Power Yes
ADA Compliant Completed 2000
Number of Apparatus Bays Drive-Throughs 2 Back-Ins 0 Total Bays: 2 Total Square Footage 6,202
Facilities Available
Sleeping Quarters Bedrooms 4 Beds 6 Dorm Beds 0
Maximum Staffing Capability 6 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation (Yes) Bathrooms 3 Showers 2 Bedrooms 4 Exercise/Workout Facilities Yes
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes, Plymovent System

18.64 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 51 Station Name/Number: Santa Cruz Fire Department Fire Station #4—UCSC Address/Physical Location: 701 Chinquapin Road, Santa Cruz, CA 95064 General Description:

Fire Station 4, constructed in 1975 and owned by
UCSC, is located on the upper portion of the
campus. Grading and poor drainage around the
station have led to water intrusion during winter
storms, and it does not meet current accessibility
or kitchen standards. There is a single bathroom
that does not provide for gender segregation
beyond the primary entry door.

Structure
Date of Original Construction 1975
General Condition Poor
Seismic Protection Unknown
Auxiliary Power Yes
ADA Compliant Unknown
Number of Apparatus Bays Drive-Throughs 0 Back-Ins 2 Total Bays: 2 Total Square Footage 3,457
Facilities Available
Sleeping Quarters Bedrooms 3 Beds 6 Dorm Beds 0
Maximum Staffing Capability 6 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation (No) Bathrooms 2 Showers 1 Bedrooms 3 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor Yes
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System Yes, Plymovent System

18.65 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 52 Station Name/Number: Santa Cruz Fire Department Lifeguard Headquarters Address/Physical Location: #1 Municipal Wharf, Santa Cruz, CA 95060 General Description:

Santa Cruz Lifeguard Headquarters, located at the
#1 Municipal Wharf, is vital to the City's Marine
Safety Division. The building has seen several
additions over the years but is generally in poor
and weathered condition. Accessibility
compliance is limited. The building and its facilities
are undersized for the seasonal staff. While
separate, the restroom facilities are not equal in
size.

Structure
Date of Original Construction 1960
General Condition Poor
Seismic Protection No
Auxiliary Power No
ADA Compliant Yes
Number of Apparatus Bays Drive-Throughs 0 Back-Ins 2 Total Bays: 2 Total Square Footage 1,626
Facilities Available
Sleeping Quarters Bedrooms 0 Beds 0 Dorm Beds 0
Maximum Staffing Capability 0 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities Yes
Gender Segregation (Yes) Bathrooms 2 Showers 2 Bedrooms 0 Exercise/Workout Facilities No
Kitchen Facilities No
Individual Lockers Assigned Yes
Training/Meeting Rooms No
Washer/Dryer/Extractor No
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal Yes
Security System No
Apparatus Exhaust System No

18.66 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 53 Station Name/Number: Santa Cruz Fire Department Fire Administration Address/Physical Location: 230 Walnut Avenue, Santa Cruz, CA 95060 General Description:

The Santa Cruz Fire Department administration
building, built in 1936, is essential for managing the
department's day-to-day operations. It has several
offices and meeting rooms. The staff was unaware
of the building's seismic safeguard status. The
windows and some doors do not meet current
energy efficiency standards.

Structure
Date of Original Construction 1936
General Condition Fair
Seismic Protection Completed 2000 uncertain whether it was to essential facility standards
Auxiliary Power Yes
ADA Compliant Completed 2000
Number of Apparatus Bays Drive-Throughs 0 Back-Ins 0 Total Bays: 0 Total Square Footage 5,375
Facilities Available
Sleeping Quarters Bedrooms 0 Beds 0 Dorm Beds 0
Maximum Staffing Capability 0 (Total number of staff that can be housed at the station) Bathroom/Shower Facilities The building has bathrooms only.

Gender Segregation (Yes) Bathrooms 3 Showers 0 Bedrooms 0 Exercise/Workout Facilities No
Kitchen Facilities Yes
Individual Lockers Assigned No
Training/Meeting Rooms Yes
Washer/Dryer/Extractor No
Safety & Security
Station Sprinklered Yes
Smoke & CO Detection Yes
Decon & Biological Disposal No
Security System Yes
Apparatus Exhaust System N/A

18.67 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 54 Summary of the Fire Station Features
The following figure summarizes some primary features of the four SCFD fire stations, lifeguard headquarters, and administrative office.

Figure 22: Summary of the SCFD Fire Department Buildings Station Square
Footage
Apparatus
Bays
Maximum
Staffing
General
Condition
Station
Age
Station 1 9,880 3 14 Fair 85 years
Station 2 4,000 2 5 Poor 77 years
Station 3 6,202 2 6 Fair 70 years
Station 4 3,457 2 6 Poor 49 years
Lifeguard 1,624 2* Poor 64 years
Administration 5,375 N/A Fair 88 years
Totals: 30,538 9 30
*Not for fire apparatus
Fire Stations Discussion
The fire stations were evaluated utilizing a checklist based on the National Fire Protection Association's Standard on Fire Department Occupational Safety, Health, and Wellness Program. A walkthrough inspection of each facility was completed during AP Triton's onsite visits in July 2024.

Generally, the SCFD stations are older and do not meet the requirements of today's fire service. As the firefighting environment has changed, technology, equipment, and safety systems have evolved to meet new demands. Older buildings do not typically have space or engineered systems to meet that new environment. Modern living also requires much more access to electrical outlets than was expected in older buildings. While the City has undertaken significant improvements in the past, those upgrades are dated, and space remains an issue.

18.68 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 55 For example, older buildings do not meet the requirements due to the need to decontaminate personnel and equipment after responses. Every crew member should have access to facilities to decontaminate immediately after a fire event, and showers should allow for gender separation. The SCFD has incorporated sauna decontamination units into their post-fire routines to help firefighters expel toxins. Firefighters are exposed to hundreds of chemicals that can enter the body in different ways, be stored for different lengths of time, and be excreted differently. As more data and research emerge, the use of saunas should be continuously evaluated. In addition, there needs to be enough partitioned space to allow for gear and equipment to be thoroughly washed and designed to control contamination in the station's living and working spaces.

While all structures require routine maintenance, fire stations require even more maintenance due to the continuous occupancy by a minimum of three adults. Multiple departures and returns of heavy apparatus also affect these structures. While there is an active maintenance program, and updates were in progress during the visit, there was evidence of ongoing maintenance deferral. The deferred maintenance is beginning to accumulate and will become a more urgent concern.

The stations were generally clean and uncluttered. The crews AP Triton encountered during the station tours demonstrated ownership of their facilities. While some shared concerns about the facilities' ages and ongoing maintenance needs, they were proud of their stations. Each station was provided with auxiliary power reported to be periodically maintained and inspected. Particular attention should be paid to properly storing SCBA and oxygen bottles and inspecting their respective fill stations. In addition, all stations were supplied with a Plymovent exhaust removal system that appeared to be in use and operable.

Facility Replacement
There did not appear to be a long-range facility replacement or repair plan from the City.

While the City has undertaken significant improvements and seismic upgrades in the past, those upgrades are dated, and space remains an issue at most fire stations and the lifeguard headquarters. With construction costs being significant, long-range capital planning is necessary.

18.69 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 56 It was not apparent if a maintenance schedule was in place in the City. Ensuring the stations are in good repair requires regular maintenance and scheduled replacement of specialized equipment. Plans for updating and repairing systems such as heating and air conditioning (HVAC), generators, roofs, driveways, parking areas, security gates, painting, carpet replacement, and small appliances can keep costs down and buildings in service longer. In addition, establishing a facility replacement and maintenance plan will enable the City to plan for ongoing service from each station more efficiently.

Apparatus & Vehicles Fleet Inventory
Fire apparatus and other emergency response vehicles must be sufficiently reliable to transport firefighters and equipment rapidly and safely to an incident scene. In addition, such vehicles must be properly equipped and function appropriately to ensure that the delivery of emergency services is not compromised.

As a part of this study, Triton requested that the SCFD provide a complete inventory of its fleet (suppression apparatus, command units, support vehicles, specialty units, etc.). For each vehicle listed, the SCFD was asked to rate its condition utilizing the criteria described in the following figure.

18.70 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 57 Figure 23: Criteria Used to Determine Apparatus & Vehicle Condition Components Points Assignment Criteria
Age: One point for every year of chronological age, based on the date the unit was originally placed into service.

Miles/Hours: One point for every 10,000 miles or 1,000 hours.

Service:
1, 3, or 5 points are assigned based on the service type received (e.g., a pumper would be given a 5 since it is classified as severe duty).

Condition:

This category considers body condition, rust, interior
condition, accident history, anticipated repairs, etc. The better the condition, the lower the assignment of points.

Reliability:

Points are assigned as 1, 3, or 5, depending on the
frequency a vehicle is in for repair (e.g., a 5 would be assigned to a vehicle in the shop 2 or more times per
month on average, while a 1 would be assigned if in the shop on average once every 3 months or less.

Point Ranges Condition Rating Condition Description
Under 18 points Condition I Excellent
18–22 points Condition II Good
23–27 points Condition III Fair (consider replacement)
28 points or higher Condition IV Poor (immediate replacement) The following figures list the inventory of Santa Cruz's current frontline apparatus and other vehicles.

Figure 24: The SCFD Fleet Inventory (2024)
Response Apparatus
Unit # Manufacturer & Type Year Condition Status Assigned Station
E3114 (770) Pierce Type 1 Engine 2012 Fair Frontline 4
E3171(771) Sutphen Ladder Truck 2005 Poor Reserve 3
E3112 (772) Pierce Type 1 Engine 2023 Excellent Frontline 2 E3113 (773) Pierce Type 1 Engine 2023 Excellent Frontline 3 E3137 (774) Pierce Type 3 Engine 2020 Good Frontline 4
E3110 (788) Pierce Type 1 Engine 2015 Good Frontline 1
E3116 (775) Pierce Type 1 Engine 2012 Fair Reserve 3
E3111 (777) Pierce Type 1 Engine 2012 Fair Reserve 2

18.71 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 58 Response Apparatus
Unit # Manufacturer & Type Year Condition Status Assigned Station
T3170 (778) Pierce Ladder Truck 2011 Good Frontline 1
U3199 (781) Polaris Ranger Side-bySide 2018 Good Frontline 4 U3198 (787) Polaris Ranger Side-bySide — Excellent Frontline LGHQ PWC3168 Yamaha Jetski 2022 Excellent Frontline LGHQ
PWC 3166 Yamaha Jetski 2022 Excellent Frontline Harbor
PWC 3167 Kawasaki Jetski 2018 Poor Frontline Wharf
PWC 3169 Kawasaki Jetski 2018 Poor Frontline Corp Yard
Weis Type 6 Engine 2025 Excellent On Order
Road Rescue Type 1
Rescue 2026 Excellent On Order
Pierce Ladder Truck 2027 Excellent On Order
Pierce Pumper Engine 2027 Excellent On Order
Command, Staff & Utility Vehicles
Unit # Manufacturer &
Apparatus Type Year Condition Status AssignedStation
C3101 (168) Toyota Tundra 2017 Good Frontline Admin
U3197 (170) Toyota Tacoma 2017 Good Frontline Admin
L3163 (182) Toyota Tacoma 2015 Good Frontline LGHQ
P3180 (183) Toyota Tacoma 2018 Good Frontline Admin
L3161 (563) Hyundai Santa Cruz 2022 Excellent Frontline LGHQ L3162 (562) Hyundai Santa Cruz 2022 Excellent Frontline LGHQ JG 1 (561) Hyundai Santa Cruz 2022 Excellent Frontline LGHQ JG 2 (564) Hyundai Santa Cruz 2022 Excellent Frontline 3 U3193 (779) Ford F-150 2006 Fair Frontline 1
R3160 (780) Chevrolet 1993 Poor Frontline 1
B3103 (782) Ford F-250 XL 2020 Good Frontline Admin
C3102 (783) Toyota Tundra 2013 Fair Frontline Admin
U3191 (784) Ford Expedition 2008 Poor Frontline Admin
U3190 (785) Ford F-450 Utility Body 2017 Good Frontline 3 C3100 (786) Ford Explorer 2021 Good Frontline Admin

18.72 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 59 Command, Staff & Utility Vehicles
Unit # Manufacturer &
Apparatus Type Year Condition Status AssignedStation
B3109 (885) Ford F-250 XL 2020 Good Frontline Admin
P3181 (445) Ford Ranger 2021 Good Frontline Admin
L3108 (450) Toyota Tacoma 2016 Good Frontline LGHQ
L3164 (479) 2013 Toyota Tacoma 2013 Fair Frontline LGHQ B3107 (535) 2015 Toyota Tundra 2015 Good Frontline Admin L3165 (560) 2016 Toyota Tacoma 2016 Good Frontline LGHQ U3192 (520) 2006 Ford F-150 2006 Poor
Apparatus Maintenance & Replacement Planning Discussion Mechanical equipment and vehicles are not designed to last forever. As they age, they need more frequent and complicated repairs. Parts may become more challenging to find, and the time spent fixing and maintaining them increases. Since fire protection, EMS, and other emergencies are vital for a community, one of the main reasons for replacing apparatus is to reduce downtime and ensure response performance.

Fire apparatus and vehicles are costly, so most communities plan to replace them.

Agencies of similar size to the SCFD in northern California are reporting that engines exceed one million dollars, and trucks are in the two-million-dollar range. The SCFD did not have a long-range apparatus replacement fund. The City has undertaken apparatus purchases as part of its annual budget process. Fire departments often use the common practice of setting a life cycle for apparatus that gives an expected date for replacing each vehicle.

It may be better to use a life cycle for planning purposes, such as creating replacement funds for different kinds of apparatus, but use a different method (such as a maintenance and performance evaluation) to decide the actual replacement date to achieve more cost-efficiency when possible.

18.73 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 60 Economic Theory of Apparatus Replacement
The Economic Theory of Vehicle Replacement tool helps fleet managers determine when to replace vehicles to minimize total costs. As a vehicle ages, the theory states that the cost of capital diminishes, and its operating costs increase. The combination of these two costs produces a total cost curve. The model suggests that the optimal time to replace any apparatus is when the operating costs begin to exceed the capital costs. This optimal time may not be a fixed point but a time range.

Shortening the replacement cycle to this window allows an apparatus to be replaced at optimal savings to the fire department. However, if an organization does not routinely replace equipment promptly, the overall reduction in replacement spending can quickly increase maintenance and repair expenditures. Therefore, fire officials who assume that deferring replacement purchases is a good tactic for balancing the budget need to understand two possible outcomes that may occur because of that decision:
• Costs are transferred from the capital budget to the operating budget. • Deferrals may increase overall fleet costs.

Despite its net effect on current apparatus and vehicle costs, deferring replacement purchases unquestionably increases future replacement spending needs. In addition, the deferral may also impact operational capabilities, including the safe and efficient use of apparatus.

Future Apparatus Serviceability
An important consideration for fire departments is the cost associated with replacing major equipment in the future. Apparatus service life can readily be predicted based on vehicle type, call volume, age, and maintenance considerations.

NFPA 1901: Standard for Automotive Fire Apparatus recommends that fire apparatus 15 years or older be placed into reserve status and that apparatus 25 years or older be replaced. This is a general guideline, and the standard recommends using the following objective criteria in evaluating fire apparatus lifespan:
• Vehicle road mileage.
• Engine operating hours.
• Quality of preventative maintenance program and replacement parts availability. • Quality of the driver-training program.
• Whether the fire apparatus was used within its design parameters.

18.74 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 61 • Whether the fire apparatus was manufactured on a custom or commercial chassis. • Quality of workmanship by the original manufacturer.
• Quality of the components used in the manufacturing process.

It is important to recognize that age alone does not determine the need for vehicle serviceability or replacement. Mileage and engine hours are also critical factors. For instance, an engine with high mileage and extensive pump hours may require replacement sooner than an older apparatus with minimal use.

The City provides minor maintenance with in-house staff for emergency vehicles, while other maintenance is outsourced. The three fire department members and City mechanics are not qualified as Emergency Vehicle Technicians (EVT) as recommended by NFPA 1071.
28 The fire department conducts regular preventative maintenance, keeps maintenance records, and performs annual pump tests as recommended in NFPA Standard 1911.29 The City provides complete mechanic services for staff vehicles with some outsourcing to qualified local vehicle mechanics. Fire apparatus maintenance is outsourced to the Central Fire District Vehicle Maintenance Facility, which provides EVTlevel fleet maintenance to the SCFD and other area fire districts and county agencies.

Other Capital Equipment
The large capital items such as facilities, apparatus, and vehicles are easily identified and accepted as capital expenditures. However, much of the equipment used in the fire service is so expensive it easily meets the jurisdictional definition of capital items. What follows is a description of the likely additional capital equipment the SCFD maintains.

Extrication & Other Equipment
The fire department maintains extrication systems that include cutters, spreaders, and rams.

Complete sets of extrication gear can be found on the trucks, while combination tools can be found on the engines.
28 NFPA 1710: Standard for Emergency Vehicle Technician Professional Qualifications. 29 NFPA 1911: Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Emergency Vehicles.

18.75 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 62 Medical Equipment
The department maintains five Life Pack 15s v1, seven Life Pack 15s v4, thirteen Life Pack 1000s, and 12 - Heartstart Automatic External Defibrillators. The department has no chest compression devices. However, they are pursuing grant funding for LUCAS® Chest Compression systems for all department-staffed apparatuses.

Hose, SCBAs, and Ladders
The fire department employs certified third-party firms to conduct tests and maintain service records in compliance with NFPA and industry standards. The department performs bi-annual internal testing for ladders, while the third-party firm conducts annual evaluations.

Lifeguard Towers
The Marine Safety Division of the fire department has identified the five (5) lifeguard towers as a capital expense. The towers cost roughly $55,000 with board lockers and are replaced about every 5-years. Only one manufacturer in the United States makes the type of fiberglass towers used by the City. This tower type is also used by the State of California and several coastal cities with beach lifeguards.

Given the high quality of the towers, most agencies have utilized a sole sources procurement process. The bases are made of stainless steel square stock, which provides a more durable and sturdier base for the towers. The extra strength better supports the structure of the tower during relocation.

18.76 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 63 Section II:

COMMUNITY RISK ASSESSMENT

18.77 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 64 Community Characteristics
Population
The population and demographics can influence the type of services provided in a community. Social conditions such as poverty, the locations of high-risk areas, and housing types can impact the service delivery provided by the SCFD.

The city’s population can directly affect the service delivered by the SCFD. Data from the California Department of Finance (CDoF) shows a population of 63,486 in 2014, decreasing to 62,776 in 2023. The highest population occurred in 2020 at 65,547. A significant downward revision occurred in 2021 to 57,122 but rebounded to 62,809 in 2022. These estimates include the population of UCSC students. The CDoF utilizes other statistical methods to calculate population but bases its population information on the U.S. Census.30 The Census Bureau counts college students in their population estimates.31 The City estimates that approximately four million people visit Santa Cruz annually.

The 2024 Point-in-Time Count, listed by the City of Santa Cruz, estimated the number of people experiencing sheltered or unsheltered homelessness to be 659. Of these, 384 were unsheltered, and 275 were sheltered.32 The number of unsheltered decreased significantly from 2023, when the estimated population was 749.

This decreasing population trend follows the state, which has seen its numbers decline by more than half a million people since 2021.33 The U.S. Census 2022 5-year estimate is 61,376.

The following figure shows the population estimates from 2014 to 2024 from the California Department of Finance.
34 30 California Department of Finance, dof.ca.gov/Forecasting/Demographics/estimates-e1/ 31 United States Census Bureau, www.census.gov/library/fact-sheets/2020/dec/counting-college-students.html 32 City of Santa Cruz, www.cityofsantacruz.com/community/homelessness/2024-pit-count. 33 California’s population keeps shrinking, https://ktla.com/news/california/californias-population-keepsshrinking. 34 California Department of Finance Website, https://dof.ca.gov/Forecasting/Demographics/ Estimates/.

18.78 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 65 Figure 25: Population Estimates (2014–2024)
63,486
64,503
65,238
65,447
65,354
65,414
65,547
57,112
62,809
62,929
62,776
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

18.79 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 66 The following figure shows the population density of Santa Cruz.

Figure 26: Population Density

18.80 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 67 At-Risk Populations
At-risk populations can place additional workloads on an organization, thus increasing service demands. The National Fire Data Center has identified them as groups at a higher risk of being injured or killed in a fire.35
• Children under 5 years of age
• Adults over 65 years of age
• Adults over 85 of age (highest risk)
• Gender
Data from the 2022 U.S. Census American Community Survey five-year estimates identified several groups in these categories that are more likely to need emergency services, specifically EMS, than other populations.36
Age
A person’s age in a high-risk population directly relates to an increase in unintentional injuries and death or injury from a fire. Older adults are 2.6 times more likely to die in a fire than the overall United States population. These age risks increase service demand, specifically for older adults needing additional medical care. 37 Children under the age of five are at more risk because of their inability to care for themselves and their need for additional assistance during an emergency. Recent trend data (2018) from the U.S. Fire Administration indicates that this age group’s relative risk of dying in a fire has dropped 30% in the last ten years and is credited to increased fire prevention and education. The percentage of children under five in the city is 3%, compared to the state at 5.7%. Adults over 65 are 12.7%, less than the state at 14.9%. Those 85 and older are 1.3%, compared to the state at 1.9%. The following figure shows the percentage of children under five years, 65 years and older, and those aged 85 and older. 35 United States Fire Administration, National Fire Data Center, Fire Risk in 2019. 36 U.S Census Bureau.
37 U.S. Fire Administration website.

18.81 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 68 Figure 27: Age Risks
Gender
The U.S. Census Bureau states that 51% of the city’s population is female. The NFPA reports that 57% of the fire deaths and 55% of injuries were male between 2015 and 2019. This means males are 1.3 times more likely than females to be involved in fire deaths or injuries.

Based on fire department reports, 12% of males were impaired by alcohol, compared to 6% of females. Twenty percent of females with a disability died in home fires compared to males at 16%. Middle-aged males had a higher rate of deaths from intentionally set fires.

Additionally, females 75 and older were more likely to be injured in cooking fires than males.
38 The following figure shows the city’s gender percentages by age. 38 National Fire Protection Association, Home Fire Victims by Age and Gender, December 2021.

3.0%

12.7%

1.3% 5.7%

14.9%

1.9%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20.0%
< 5 years > 65 years > 85 Years
Santa Cruz California

18.82 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 69 Figure 28: Gender by Age
Age Groups Male Female
Under 5 years 3.1% 2.9%
5 to 9 years 3.9% 3%
10 to 14 years 3.8% 2.9%
15 to 19 years 12.9% 14%
20 to 24 years 19.5% 21%
25 to 29 years 8.6% 5.8%
30 to 34 years 5.6% 5.4%
35 to 39 years 5.2% 4.8%
40 to 44 years 5.4% 5.9%
45 to 49 years 5.8% 5.7%
50 to 54 years 5.1% 4.5%
55 to 59 years 5.5% 4.5%
60 to 64 years 4.2% 5.6%
65 to 69 years 4% 3.8%
70 to 74 years 4.1% 4.5%
75 to 79 years 2% 2.2%
80 to 84 years 0.7% 1.5%
85 years and over 0.7% 2%
Additional Demographics
There are several definitions of what the fire service industry considers at-risk populations.

However, several other demographics must be evaluated from a fire and life safety perspective.

Disabilities
The residential population with disabilities is 10.6% in the city compared to the state at 11%.

This population group may be unable to self-evacuate from a building during an emergency or need additional medical services because of their disability. This may create additional demand for medical services, specifically as they age. The following figure depicts the percentage of households with a disability.

18.83 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 70 Figure 29: Population with a Disability
Language Barriers
The SCFD may encounter someone who needs another type of communication. The number of people over five speaking a language other than English is approximately

25.6%, which is lower than the state at 43.9%. This population may not understand smoke alarm technology designed to provide early warning during a fire, increasing the risk of injuries or death in their home. The following figure provides the percentage of people with a language barrier.

10.6% 11.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
Santa Cruz California

18.84 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 71 Figure 30: Language Barriers
Poverty & Income
Low wages or income create challenges in a community that can lead to poverty.

Meeting a person’s basic needs can reduce the increased risk of fires or medical incidents.

People living below the poverty level are considered at the highest risk when combined with other factors such as education levels, disabilities, or unable to work. Low incomes impact families with children, lead to lower educational scores, and create mental health issues. The COVID-19 pandemic has adversely affected these families because schools were closed, and childcare was unavailable. Low income has been linked to higher rates of mental health issues in the community. A report from the World Economic Forum states that depression and anxiety are nearly three times as likely in people with low incomes.

In the city, 18.7% of the population is in poverty, higher than the state's rate of 12.1%. The higher poverty levels typically correspond with lower median incomes. However, the city’s median household income of $105,491 is higher than the state’s at $91,905. The following figures show the poverty rate and median household income.

25.6%

43.9%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%
Santa Cruz California

18.85 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 72 Figure 31: Population in Poverty
Figure 32: Median Household Income

18.7%

12.1%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20.0%
Santa Cruz California
$105,491
$91,905
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Santa Cruz California

18.86 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 73 Persons without Health Insurance
Populations without adequate health care can burden service delivery and increase the rate of medical incidents. Lack of health insurance may affect lower-income populations at a higher rate since they cannot pay for medical visits. In the city, 3.8% of the population is without health insurance, which is lower than the state average of 7.1%. The following figure provides the percentage of people without health insurance.

Figure 33: Population without Insurance

3.8%

7.1%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%
Santa Cruz California

18.87 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 74 Education Levels
Educational attainment is not considered one of the at-risk populations. Still, it is recognized as another risk group when developing fire and life safety education programs. In the city, 65% of the population has a high school diploma, less than the state. Those with a bachelor’s degree or higher are 57%. That is higher than the state at 36%. The following figure provides information on the levels of education in Santa Cruz.

Figure 34: Education Levels
65%
57%
84%
36%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
High School Graduate or Higher Bachelor's Degree or Higher Santa Cruz California

18.88 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 75 Race & Ethnicity
Race is considered a person’s identification with a social group, such as White, Black, African American, and Asian. At the same time, ethnicity identifies someone based on nationality, religion, language, or culture. The percentages do not total 100% because of multiple responses and separate questions where someone may identify as Hispanic (ethnicity) and select a race category. The Census allows for detailed write-in responses, which can be categorized into multiple racial groups. The following figure shows how race and ethnicity are represented in the city compared to the state.

Figure 35: Race and Ethnicity
Race and Ethnicity Santa Cruz California
White alone* 67.7% 70.4%
Black or African American alone 2.2% 6.5%
American Indian & Alaskan Native alone 1.0% 1.7%
Asian alone 10.1% 16.5%
Native Hawaiian & Other Pacific Islander alone 0.1% 0.5% Two or more races 11.4% 4.3%
Hispanic or Latino (of any race) 21.2% 40.4%
White alone, not Hispanic or Latino 61.0% 34.7%
*White alone, not Hispanic or Latino, are individuals who responded “No, not Spanish/Hispanic/Latino” and who reported “White” as their only entry in the race question.

Data were sourced directly from the U.S. Census QuickFacts page.

Housing Characteristics
Housing types can vary in a community and provide insight into ownership, the age of the home, and the number of units in the building. The city has approximately 23,749 housing units, while 2,155 are vacant. Vacant structures can pose a risk for the fire department and community if the building is not secured to prevent entry. If the building is not maintained, the structural integrity can degrade and present problems during a fire. Vandalism may create additional problems for the fire department and law enforcement.

Data from the NFPA states that from 2015 to 2019, 75% of fire deaths occurred in homes, and 57% were male.

18.89 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 76 Housing Ownership
Homeownership in Santa Cruz is 47%, less than the state at 55.6%. The following figure shows the percentage of owner and renter-occupied housing in the city and the state.

Figure 36: Owner and Renter Occupied Housing
Age of Housing
As buildings age, the cost of maintaining the structure increases over time. Homes built before smoke alarm installation requirements create a higher risk if none are present. The number of homes built before 1980 is 68%, before most building code requirements for smoke alarm installations. Working smoke alarms have reduced fire death and provided an early warning during the event of a fire. New codes now require smoke alarms for all residential properties in each bedroom, hall, and floor. The following figure provides the housing age by a decade.

47.0%

53.0% 55.6%

44.4%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%
Santa Cruz California
Owner Occupied Renter Occupied

18.90 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 77 Figure 37: Age of Housing
Housing Units
The number of people living in one- or two-family dwellings is 70% compared to the state at 67%. The following figure lists the percentage of housing units by building.

Figure 38: Housing Units per Building

0.2%
4%
9%
9%
10%
18%
10%
13%
8%
19%

0.4%
6%
11%
11%
15%
17%
13%13%
6%
9%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20.0%
2020 or
later
2010–
2019
2000–
2009
1990–
1999
1980–
1989
1970–
1979
1960–
1969
1950–
1959
1940–
1949
1939 or
earlier
Santa Cruz California
70%
7%
7%
3%
11%

2.2%
67%
6%6%
5%
14%

3.6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1-2 3–4 5–9 10–19 > 20 Mobile/Other
Santa Cruz California

18.91 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 78 Environmental Hazards
All communities are continually threatened by physical hazards daily. Hazards can range from wildfires, earthquakes, flooding from heavy rains, or droughts. Mitigation plans provide public and emergency responders with information to understand the risks and prepare for an event.

Weather Conditions
The climate can affect the city year-round and may impact emergency response. Whether it is a thunderstorm or other weather event, the fire department must respond when requested.

Temperature
The weather conditions in an area can impact the fire department and the entire community during the year.39 When temperatures are high, they affect firefighters during extended incident operations and require rehabilitation to prevent heat exhaustion. The average high temperatures range from a low of 61°F during December to a high of 78°F in August. The following figure provides the average monthly high temperature.

Figure 39: Average Monthly High Temperatures (2011–2023) 39 Iowa Environmental Menoset website, Napa County Airport. 64 65
67 71 72
75 75 76 78
76 68
61 55.0

60.0 65.0

70.0 75.0

80.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

18.92 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 79 The average daily low temperature occurs between December and February at 41°F, and the warmest is during August at 56°F. The following figure shows the average daily low temperatures.

Figure 40: Average Monthly Low Temperature (2011–2023)
Heat can affect fireground operations, and when combined with high humidity, the temperature may feel much higher and require rehabilitation for firefighters. The below figure shows the National Weather Service’s Heat Index chart.40 40 National Weather Service website.
42 42
44 46
50 53
55 56
54 50
45 41

30.0 35.0

40.0 45.0

50.0 55.0

60.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

18.93 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 80 Figure 41: National Weather Service Heat Index Chart Winds
Wind speed and direction influence how the SCFD manages events like wildfires or hazardous materials incidents. The highest average winds occur between April and July of each year.41 The following figure shows the average monthly wind speeds. 41 Ibid.

18.94 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 81 Figure 42: Average Monthly Wind Speeds (2011–2023)
The prevalent winds are from the west, as shown in the following figure from the wind rose from the NWS at the Watsonville Airport reporting station.

Figure 43: Wind Rose

3.2 3.8

4.0 4.7

4.9 4.9

4.7 4.3

4.0 3.5

3.1 3.2

3.0 3.2

3.4 3.6

3.8 4.0

4.2 4.4

4.6 4.8

5.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

18.95 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 82 Precipitation
The lack of precipitation for an extended period creates problems in a community.

Drought increases the hazards of wildland fires as the vegetative moisture content decreases and generates higher combustible fuels. Insufficient rainfall affects the ability to grow crops and maintain landscaping. The months with the highest precipitation occur between December and March, as shown in the following figure.

Figure 44: Average Monthly Precipitation (2011–2023)

4.1 2.7

4.7 1.4

0.5 0.16 0.0 0.04 0.2 0.6

2.3 5.2

0.0 1.0

2.0 3.0

4.0 5.0

6.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

18.96 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 83 Drought Conditions
Santa Cruz County is not currently in a drought. However, the region was in severe drought until 2023, as noted in the following figure.

Figure 45: Drought Monitor (2000–2025)

18.97 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 84 The following figure shows the drought condition as of December 3, 2024.

Figure 46: Drought Conditions42
42 U.S. Drought Monitor website.

18.98 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 85 Physical Hazards
A physical hazard is generally described as a natural disaster or weather event that affects the community. The event may last a few hours or extend for a lengthy period, such as a heatwave or drought. The National Weather Service (NWS) issues advisories, watches, or warnings for these hazards when conditions exist or are in the immediate forecast.

Wildland Fires
The city is a Local Responsibility Area (LRA), and there are Moderate and High Fire Hazard Severity Zones (VHFHSZ). These areas are along the city’s northern outer regions and the mountains. The largest continuous areas are the campus of UCSC, Pogonip Open Space, De Laveaga, North Coast, Arroyo Seco / Western Drive, Arana Gulch, Carbonera, and Paradise Park.

To understand the wildland-urban interface (WUI), the SCFD must realize that it is an area where conditions create an environment that can lead to a high loss of life or property.

Conditions like weather can cause fires in locations not considered in the WUI and impact the community. The City has adopted the 2022 California Fire Code and the WUI requirements for building construction and vegetative and fuel management. The following are new requirements for building construction.43 • Local AHJ (authority having jurisdiction) established a high fire hazard severity zone (CWPP).
• References 2019 California Building Code, Chapter 7A. • References California Residential Code, Section R327. • This applies to all new construction and materials used for remodels and construction. • Includes fire or flame-resistant roofing material, roof vent coverings/screens, exterior siding, skylights, windows, doors, and decks.
• This applies to accessory structures on the same property. • Fire exposure and acceptance criteria for fire resistance specified in SFM, NFPA, ASTM, and/or UL.
43 City of Santa Cruz website, Reducing Wildfire Risks, https://www.cityofsantacruz.com/government/ city-departments/fire-department/reducing-wildfire-risks.

18.99 Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 86 The following are the requirements for vegetative and fuel management. • Local AHJ (authority having jurisdiction) established a high fire hazard severity zone (CWPP).
• References Public Resources Code, Section 4291.
• Fuel management begins 100 feet from the structures(s), with the first 30 feet requiring the most intense management.
• Remove trees/branches that extend within 10 feet of the outlet of the chimney/stovepipe.
• Maintain vegetation adjacent to the overhanging of a building. • Maintain the roof of a structure free of leaves, needles, or other vegetative materials.

Vacant lots must meet the City’s weed abatement requirements that must be met by May

15. The SCFD provides vacant lot inspections, and if the parcel is not maintained, the City can bring the lot into compliance and charge the property for the mitigation to meet the City’s minimum requirements. If a complaint is submitted, the SCFD will inspect the site to determine if it is out of compliance. All new homes are inspected before occupancy to ensure they meet the WUI code requirements. Building permits, including solar and energy systems, can also trigger these inspections.

The SCFD is an advisory member of the Fire Safe Council of Santa Cruz County and has assisted with significant mitigation efforts in public areas. Vegetation management has been completed using grants, and they are developing a resiliency plan for open spaces and critical infrastructure. The SCFD provides consultation services for private property owners, their property, and residents. They also respond to complaints.

The Firewise USA® program is very active. The program, developed by the National Fire Protection Association (NFPA), helps communities adapt to wildfires. It encourages neighbors to work together to reduce wildfire risks by taking proactive measures. The program provides resources and a structured approach for communities to create action plans that guide their risk-reduction activities. The SCFD reports that the City was the first in Santa Cruz County to formally establish a Firewise community, the Prospect Heights neighborhood on the upper east side of Santa Cruz. Two new Firewise communities have recently been developed in the city. The SCFD helps with semi-annual meetings, provides dumpsters for community-wide vegetation management, how to improve the hardscape surrounding their homes, and provides information on home hardening.

18.100
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 87 Figure 47: Fire Hazard Severity Zones

18.101
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 88 Flooding
There are areas in the city classified as regulated waterways by the Federal Emergency Management Agency (FEMA); the city has the following flood zones:44 • An area classified as an “A” zone is exposed to a 1-percent chance of a flood event.

Still, it does not have a “…detailed hydraulic analysis.” • The AE designation is considered “areas subject to inundation by the 1-percentannual-chance flood event determined by detailed methods.” It is further defined as a 26% chance of a flood occurring in 30 years.
• A99 designation is an area subject to inundation by the 1-percent-annual-chance flood event. Still, it will be protected after an under-construction federal flood protection system is completed. These are areas of special flood hazard where enough progress has been made in constructing a protection system, such as dikes, dams, and levees, to consider it complete for insurance rating purposes. Zone A99 may be used only when the flood protection system has reached specified statutory progress toward completion. No BFEs or flood depths are shown. • VE designation is areas along coasts subject to inundation by the 1-percent-annualchance flood event with additional hazards due to storm-induced velocity wave action. BFEs derived from detailed hydraulic coastal analyses are shown within these zones.
• Zone “X” is a “moderate risk area within the 0.2-percent annual chance floodplain.

The San Lorenzo River and the Arana Gluch have regulated waterways as identified by FEMA flood zone maps. The regulated waterways for the San Lorenzo River begin in the mountains above the city and extend to the Pacific Ocean. The regulated waterways for the Arana Gulch extend from the Woods Lagoon to the north of the Cabrillo Highway.

Flooding can occur in a location for multiple reasons, including heavy or extended periods of rainfall, overflowing rivers and creeks, tsunamis, storm surges, dam or levee failures, and development when urbanization occurs.
44 FEMA Flood Map Service Center website.

18.102
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 89 There have been numerous flooding events in recent recorded history in the city, according to the Hazard Mitigation Plan (HMP), dating back to the late 1700s. Flooding from the San Lorenzo River has spilled into the floodplain surrounding the river. Floodwalls and levees have been built along the river from the Cabrillo Highway to the Pacific Ocean, which has reduced the amount of flooding. The most recent events occurred in January and December 2023 during the heavy rain and storm conditions along the coast. The HMP considers flooding from rainfall and coastal storms a significant risk for the city.

The following figure shows the locations of the Federal Emergency Management Agency’s flood hazard zones.

18.103
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 90 Figure 48: Flood Hazard Zones

18.104
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 91 Tsunami
There is a chance of a tsunami occurring in the city caused by a seismic event. The HMP identifies a tsunami as a significant risk. Tsunamis may impact the city, including teletsunamis, which occur from an earthquake in the Pacific Ocean or the numerous faults in the region. These events may occur in the Pacific Ocean or the Pacific basin and create tsunami waves that reach the coast of Santa Cruz County. The most recent event with significant damage occurred in 2011 after a 9.0 magnitude earthquake struck Japan. The waves associated with the tsunami caused approximately $20 million in damage in Santa Cruz Harbor. In January 2022, a tsunami advisory was issued because of the underwater Tongan volcano eruption in the Pacific Ocean.

The SCFD provides prepared information on its website, which links to the inundation map from the California Department of Conservation. The most recent inundation maps were updated in 2022, impacting more than 8,000 address points and a population of approximately 18,000 in the city. Other information includes staying at least 100’ above the sea or 1–2 miles inland. SCFD has a standard operating procedure for a tsunami. The following figure shows the tsunami inundation areas.

18.105
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 92 Figure 49: Tsunami Inundation Areas

18.106
Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 93 Earthquakes
An earthquake may cause damage to infrastructure depending on the severity and location. If roads or highways are damaged, assistance from outside agencies may be delayed and impact the community. Other impacts include loss of utilities, damage to buildings, injuries, and loss of life. The probability of an earthquake is considered a significant risk per the City of Santa Cruz Local Hazard Mitigation Plan 2018–2023 (HMP).

Six major fault zones or systems are within 15 miles of the city. They include the San Andreas, San Gregorio, Zayante, Butano, and the Monterey Bay Fault Zone. The Ben Lomond fault crosses over W Cliff Dr and travels northward to near Glenn Coolidge Dr. It continues following the San Lorenzo River north of the University of California Santa Cruz.45 The most recent significant earthquake (Loma Prieta) occurred in 1989, with a magnitude of 7.1. Other significant earthquakes in recent history were the 1906 (8.3 magnitude) and 1926 (6.1 magnitude) earthquakes. The 1989 Loma Prieta earthquake, about 10 miles east of the city, caused two deaths and destroyed much of the downtown area. The following figure from the HMP shows California’s ten most likely earthquake scenarios. Since most of these scenarios are in the Bay Area of California, they will likely impact the city. There is an SOP for an earthquake event.
45 Santa Cruz Museum of Natural History, https://www.santacruzmuseum.org/rock-record-the-faults-that-shapesanta-cruz/.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 94 Figure 50: Ten Most Likely Earthquake Scenarios in California46 Ten Most Likely Damaging Earthquake Scenarios 30-year
probability Magnitude
Rodgers Creek 15.2% 7.0
Northern Calaveras 12.4% 6.8
Southern Hayward (possible repeat of the 1868
earthquake) 11.3% 6.7
Northern + Southern Hayward 8.5% 6.9
Mt. Diablo 7.5% 6.7
Green Valley-Concord 6.0% 6.7
San Andreas: Entire Northern California segment
(possible repeat of 1906 earthquake) 4.7% 7.9
San Andreas: Peninsula segment (possible repeat of
1838 earthquake) 4.4% 7.2
Northern San Gregorio segment 3.9% 7.2
San Andreas: Peninsula + Santa Cruz segment 3.5% 7.4
Liquefaction is caused when loosely packed, water-logged sediments at or near the ground surface lose their strength in response to strong ground shaking.47 This can cause major damage to buildings and other structures during earthquakes and is a significant risk in the city because of the soil types. The soils in the Santa Cruz area are conducive to liquefaction and create higher risks for the community.

Liquefaction Hazard Level A zones refer to areas with the highest susceptibility to liquefaction during an earthquake. These zones typically include regions with loose, saturated soils, such as human-built landfills or areas with young, unconsolidated sediments. Hazard Level B zones indicate areas with a moderate to high susceptibility to liquefaction. These zones are less susceptible than Level A but pose a significant risk during seismic events.
46 City of Santa Cruz Local Hazard Mitigation Plan Five Year Update 2018–2023. 47 United States Geological Society, What is liquefaction?, https://www.usgs.gov/faqs/what-liquefaction.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 95 The following figure provides the location of liquefaction hazard areas.

Figure 51: Liquefaction Hazard Areas

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 96 Marine Rescue
The marine rescue division provides water rescue services along the oceanfront, as discussed in this report’s Review of Services section. The following figure shows the number of water-related National Fire Incident Reporting System (NFIRS) types between 2018 and 2023.

Figure 52: Water-Related Incident Types (2019–2023)
Water-Related Incident Type 2019 2020 2021 2022 2023 Total 342–Search for a Person in Water 16 21 22 12 16 87
360–Water & Ice-Related Rescue, Other 4 0 0 19 0 23
361–Swimming/Recreational Water Areas Rescue 8 7 13 10 13 51 363–Swift Water Rescue 4 0 0 0 5 9
364–Surf Rescue 110 39 80 58 142 429
365–Watercraft Rescue 13 0 13 23 13 62

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 97 Critical Infrastructure
Critical infrastructure and key resources (CIKR) explain what is crucial for a community’s functioning in a modern economy. Critical infrastructure is defined as a sector “whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof.” There are sixteen defined Critical Infrastructure Sectors (CIS):48 • Chemical Sector
• Commercial Facilities Sector
• Communications Sector
• Critical Manufacturing Sector
• Dams Sector
• Defense Industrial Base Sector
• Emergency Services Sector
• Energy Sector
• Financial Services Sector
• Food and Agriculture Sector
• Government Facilities Sector
• Healthcare and Public Health Sector
• Information Technology Sector
• Nuclear Reactors, Materials, and Waste Sector
• Transportation Systems Sector
• Water and Wastewater Systems Sector
All these sectors may not be in the city; each community must determine critical infrastructure locations and develop pre-incident plans for responding personnel.

Other buildings to consider as target hazards could include occupancies with a potential for a significant loss of life, such as places of public assembly, schools, childcare centers, medical and residential care facilities, and multi-family dwellings. Other considerations include buildings with substantial value to the community—economic loss, replacement cost, or historical significance—that, if damaged or destroyed, would have a significant negative impact.
48 Infrastructure Security, Department of Homeland Security.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 98 Target Hazards
A target hazard is a location or facility that poses a risk to the community. The CIKR provides a list of sectors that are critical to a community. Target hazards also include highvalue buildings and historic or cultural sites. Identifying these locations allows a fire department to prepare for potential emergencies and ensure they have the appropriate resources and strategies to prevent, respond, and mitigate risks. The following figure shows the locations of target hazards identified by the SCFD.

Figure 53: Target Hazards

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 99 Hazardous Materials
Events that occur without warning or that are unknown and suddenly appear are considered technological hazards. Examples include industrial accidents or hazardous chemical releases. Each community should create contingency plans for the specific risks in its jurisdiction. This may include permitting, periodic fire and life safety inspections, and pre-incident planning. These activities are designed to reduce risks and provide on-site visits for fire department personnel.

Suppose a building or facility that stores or produces hazardous materials has been identified. In that case, special personal protective clothing and equipment may be required to control or mitigate the event. Locations with hazardous materials on-site for any time during the year exceeding the limits established by the Environmental Protection Agency are required to file Tier II reports. These reports are provided to local jurisdictions, local emergency planning committees, and the State’s Emergency Response Commission as required by the Emergency Planning and Community Right-to-Know Act of 1986, also known as Superfund Amendments and Reauthorization Act (SARA) Title III. These thresholds require submission:
• Ten thousand pounds for hazardous chemicals.
• The lesser of 500 pounds or the threshold planning quantity for extremely hazardous chemicals.
• California requires additional reporting quantities through a five-tier system that authorizes the treatment and storage of hazardous waste.

The SCFD personnel are trained in hazardous materials response at awareness, operational, and technician levels. The SCFD is a cooperating agency with the Santa Cruz Hazardous Materials Inter-agency Team. This team includes other fire departments in the county. The hazardous materials unit is housed at the Scotts Valley Fire District Station 2. It provides equipment for decontamination, plume modeling, weather analysis, gas monitoring, plugging, diking, and spill containment. Santa Cruz County conducts the Certified Unified Program Agency hazardous materials inspections within the city. The following figure shows the storage locations of Tier II hazardous materials.

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Figure 54: Hazardous Materials Tier II Locations

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Highways & Roads
Emergency personnel need a transportation network to respond efficiently to an incident.

A delayed response can occur without a system of interconnected roads and streets.

Interconnectivity provides multiple access points to a location if another approach is unavailable. Many of the streets in the city are on a grid system, while others are winding and interspersed with cul-de-sacs with only one access point. California Hwy 1 (Cabrillo Hwy) is the primary thoroughfare through the city and is controlled access from the eastern city limits to Mission St. Other collector streets include Soquel Ave, Water St, High St, Bay Dr, Laurel St, and Broadway. Buildings on the University of California, Santa Cruz (UCSC) campus can present a risk if fire apparatus cannot access them during an incident. The following figure shows vehicles’ and trucks’ annual daily traffic counts.49 Figure 55: Annual Average Daily Traffic Vehicle and Truck Counts Location
Annual Average
Daily Vehicle
Count
Annual Average
Daily Truck
Counts
Cabrillo Hwy at Soquel Ave 98,000 5,880
Cabrillo Hwy at River St 45,000 N/A
River St at Cabrillo Hwy 25,500 1,785
River St north of Vernon St 5,700 171
The following figure shows the location of major roads in Santa Cruz. 49 2022 Caltrans Vehicle and Truck annual Average Daily Traffic counts websites.

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Figure 56: Major Roads

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 103
Energy
The ability to provide energy is a necessary component of a thriving community. The community depends on energy sources: electricity generation and transmission systems, fuel distribution and storage tanks, or natural gas pipelines and regulator stations.

Electricity
Pacific Gas and Electric (PGE) provides electrical services in Santa Cruz. A 66-kilovolt electrical transmission line travels along Delaware Ave to Centennial St, north on Centennial St to Bay St, California St from Bay St, and ultimately terminating at the end of Blaine St. Another section travels north from Delaware Ave along an easement to Nobel Dr, continues to Meter St, and then turns westward to the vicinity of the Home of Peace Cemetery.50
A 2.8-megawatt solar photovoltaic facility with battery storage is at the UCSC East Remote Parking Lot. UCSC also operates a 4.4-megawatt natural gas-fired combustion turbine for additional power generation.
51 An electrical substation steps down the voltage in the distribution system for residential and commercial users. Emergency responders must exercise extreme caution if an incident occurs at one of these locations. Entry by the SCFD personnel to a sub-station should not happen until representatives of PGE arrive on the scene and give clearance.

Natural Gas
PGE provides natural gas in Santa Cruz County through transmission and high-pressure distribution lines that supply service lines for commercial and residential use. PGE’s natural gas transmission pipelines travel along several easements through the department, which run north-south and east-west. Natural gas incidents are often caused by contractors who cut or damage lines during construction excavation.
50 Homeland Infrastructure Foundation-Level Data, Geospatial Management Office website. 51 U.S. Energy Atlas website.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 104
The following figure shows the locations of energy hazards in Santa Cruz.

Figure 57: Energy Hazards

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 105
Railways
Union Pacific previously operated the rail line that passes through Santa Cruz County.

However, it was purchased by the Regional Transportation Commission in 2012. No freight train service is provided to Santa Cruz. Roaring Camp Railroads now uses the rail line for excursion trains that depart and arrive in Santa Cruz. The rail line travels in the middle of Beach St, creating problems for pedestrians or vehicles when a train uses this rail section.

The train travels through a tunnel in the city. The rail line corridor is being developed as a multi-use and pedestrian trail. These locations can present access issues for the SCFD during an incident. The following figure shows the location of rail lines and crossings.

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Figure 58: Railway Location

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Dams
When a dam fails, it can cause devastating damage to property, injuries, and loss of life to people downstream. The City of Santa Cruz operates the Newell Dam for water supply. It is an earthen dam completed in 1960, is 750 feet long, and has a maximum storage of 8,991 acre-feet of water. The surface area is 172 acres. The National Inventory of Dams classifies the dam as having high-risk potential.52 The City of Santa Cruz Local Hazard Mitigation Plan states that losses to life and property associated with complete dam failure would be high.

Given the monitoring protocol, level of security, and infrastructure design capacities, the probability of dam failure is very low. A failure would impact critical facilities in the city, such as City Hall, Fire Station 1, the Fire Administration Building, the Civic Auditorium, and the police department.
53 The following figure shows the Newell Dam and inundation areas. 52 U.S. Army Corps of Engineers, National Inventory of Dams. 53 City of Santa Cruz Local Hazard Mitigation Plan Five Year Update 2018–2023.

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Figure 59: Dam and Inundation Areas

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Water and Sewer Utilities
The City of Santa Cruz’s utility department provides water and wastewater services to residents.

Water
Controlling a fire becomes challenging without an adequate water supply and distribution system consisting of water storage, mains, and a fire hydrant system. A system of welldistributed hydrants and appropriately sized water mains are necessary to provide the required water for fireground use.

The Water Department serves approximately 25,500 customers with water for residential, commercial, and agricultural uses. Water for the system comes from the San Lorenzo River and Tait Wells, Loch Lomond Reservoir, North Coast, and the Live Oak Beltz Groundwater Wells. These water sources are all dependent on annual rainfall and runoff. The water is treated at the Graham Hill Water Treatment Plant (94%) and the Beltz Water Treatment Plant (6%). There is a connection with the Soquel Creek Water District to supplement the water supply during February, May, and August.

The system covers approximately 20 square miles and has 31 miles of raw water mains and 263 miles of treated water mains. There are 15 distribution system storage tanks with a capacity of 20.9 million gallons. The following figure shows the area where hydrants are located.

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Figure 60: Hydranted Area
Wastewater
Wastewater for domestic and industrial uses is collected through underground pipelines and sent to the City of Santa Cruz Wastewater Treatment Facility. The facility can treat up to 17 million gallons per day (MGD) during dry weather flows and provide wet weather treatment for up to 81 MGD. The treatment facility also services Capitola, Live Oak, Soquel, Aptos, and the University of California Santa Cruz.

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Communications
When an incident occurs, essential facilities to receive and transmit alarm information require a communication center to communicate with emergency responders properly.

Other communications are critical to the community, such as cellular phones, Voice over Internet Protocol (VoIP) telephone systems, or transmission lines from the local telephone company. These systems allow the public to notify emergency services of an incident.

Internet services are essential for the public, commercial establishments, and emergency services in daily business. Whether the internet services are through cellular access or an internet service provider, the failure of these communication systems can significantly impact emergency services and the public.

Dispatching services are provided by the Santa Cruz Consolidated Emergency Communications Center, also identified as Santa Cruz Regional 9-1-1 (NetCom). The dispatch center is a Joint Powers Authority created in 1996. The center provides services to law enforcement agencies, EMS, and the fire departments in the county and dispatched 42,841 fire incidents in 2023. There are 43 authorized positions for the center, with five to nine telecommunicators on shift, depending on the time of day. The telecommunicators have 15 workstations and use Motorola Premier One Computer-Aided Dispatch to track incident responses and dispatch the appropriate units for an incident. The center has battery backup and a generator if an electrical failure occurs. There are two backup locations if the building needs to be relocated during an emergency.

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Governmental Buildings
Governmental buildings are typically located close to their customers to manage proper public services. The buildings are considered a part of the critical infrastructure needed to operate services provided by local, state, or Federal government. The following figure shows the locations of government buildings.

Figure 61: Government Buildings

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Land Use
The concept of land use regulation is to provide attractive social and environmental outcomes to assist in the efficient management of development. Land use for a community is designed to assign a classification for properties within a geographical area generally under governmental control. Zoning areas may vary from one portion of the service area with a mixture of low-, moderate-, and high-risk properties. • Low Risk: Areas zoned for agricultural purposes, open spaces, low-density residential, and other low-intensity use.
• Moderate Risk: Areas zoned for medium-density single-family properties, small commercial and office uses, low-intensity retail sales, and similarly sized business activities.
• High Risk: High-intensity business districts, mixed-use areas, high-density residential, industrial, storage facilities, and large mercantile centers.

The City of Santa Cruz’s planning area includes approximately 25 square miles. The Sphere of Influence encompasses a small portion (0.06 square miles), while the “area of interest” totals 12.5 square miles. The city is about 12.7 square miles. The current General Plan serves as a guide for future development and growth. Its guiding principles include maintaining natural resources, neighborhood integrity and housing, the university, mobility, prosperity for all, a dependable municipal tax base, a balanced community, education, arts and culture, community facilities and services, and involving the citizens.

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Figure 62: Land Use
Land Use Acres Percentage of
Total Acres
Total Residential 2,617 38.4%
Single-Family 2,068 30.3%
Multi-family 509 7.5%
Mobile Home Park 40 0.6%
Commercial 252 3.7%
Office 61 0.9%
Industrial 197 2.9%
Public/Institutional 1,756 25.8%
Parks 645 9.5%
Open Space 1,068 15.7%
Parking 52 0.8%
Vacant 169 2.5%
Total 9,434 100%
Increased growth and density in Santa Cruz affect how the fire department delivers service to the community. The City of Santa Cruz Sixth Cycle Housing Element 2023–2031 discusses development trends and the downtown. For the Fifth Cycle Regional Housing Needs Allocation (RHNA), the City of Santa Cruz exceeded all categories for new housing. The City was assigned 747 new housing units, and 1,664 were built. The RHNA assigned the City 3,736 units between 2023 and 2031. The following figure shows the RHNA allocations for Santa Cruz through 2031.

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Figure 63: Regional Housing Needs Allocation (2023–2031) Income Level RHNA
Allocation
Very Low 859
Low 562
Moderate 709
Above Moderate 1,606
Total 3,736
Eleven projects are either under construction or past the planning stage and are in the building permitting process. These 1,446 residential units are in a mix of affordable housing projects, mixed commercial and residential, senior housing, and a clinic with transitional housing. The following figure shows the projects past the planning stage and into building permits or under construction.
54 Figure 64: Current Development Proposed or Under Construction Location Stories Housing Units Status
314 Jessie Street 4 50 Under Construction
119 Coral Street 5 119 Under Construction
418 Front Street 7 175 Under Construction
100 Ingalls Alley 3 161 Under Construction
902 Pacific Avenue 5 94 Under Construction
130 Center Street 6 233 Permit Review
530 Front Street 7 276 Permit Review
119 Lincoln Street 7 124 Permit Review
850 Almar Avenue 3 38 Permit Review
126 Eucalyptus Avenue 2 76 Permit Review
313 Swift Street 4 100 Permit Review
In addition to these approved projects, there are nineteen significant projects with 2,087 residential units currently in the planning approval process. These higher-density buildings are three to eight stories in height and range from 26 to 389 units per project.55 54 City of Santa Cruz Active Planning Applications website. 55 Ibid.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 116
The continued development in the city will impact the fire department with an increasing population and demand for service. The following figure provides the zoning in the city.

Figure 65: City of Santa Cruz Zoning

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Physical Assets Protected
Commercial occupancies or properties are considered target hazards in every community because of the special or unique risks to emergency responders and the occupants during an incident or event. Each of these occupancies should have up-to-date pre-incident surveys completed annually. The surveys allow responders to become familiar with the building, property, and special hazards. This section evaluates specific building assets by occupancy use and characteristics.

During an incident, these occupancies and facilities should have a current pre-incident plan for the SCFD operations personnel. The pre-incident plan informs emergency responders about potential hazards. It can help them develop strategies and tactics during an incident. The SCFD only has pre-incident plans available in PDF format, which can be downloaded from the 911 Center CAD software. There is no policy for conducting preincident plans. All target hazards and, ultimately, all commercial buildings should have upto-date pre-incident plans. The SCFD has a limited pre-incident planning program but does some training on high-risk structures.

Educational and Childcare Facilities
Public and private schools and childcare facilities increase risks in any community and require substantial assistance during a significant event, such as a mass casualty or fire response. In the city, numerous schools and childcare facilities require inspections and preincident plans to ensure the property is safe and that emergency responders are familiar with the location and site-specific hazards.

The Santa Cruz City School (SCCS) provides public education. The SCCS offers kindergarten through 12th grade at ten locations in the district. SCCS also provides education through Branciforte Small School, which offers an alternative learning environment.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 118
The following figure provides the locations of Santa Cruz schools and childcare facilities.

Figure 66: School Locations

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 119
Assembly
These occupancies gather large groups of people in a single location or building, increasing risks. These include worship, entertainment venues, eating establishments, and arenas like the Kaiser Permanente Arena. The following figure provides the location of assembly occupancies in the Santa Cruz response area.

Figure 67: Assembly Occupancies

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Large Outside Gatherings and Events
Another large gathering area may be in non-permanent structures, parks, or other open areas available for congregation. Outdoor special events such as street fairs or mass gatherings may require a public safety plan per the California Fire Code. This plan should include emergency vehicle access and egress, fire protection, emergency medical services, public assembly areas, directing of vehicular traffic and attendees, vendor and food concessions, need for law enforcement, fire or EMS personnel, and weather monitoring. The city hosts numerous such events throughout the year, including multiple triathlons, graduation at the UCSC, festivals, and surfing competitions. Some locations in the city that host these events include the boardwalk, the beach, the Santa Cruz Wharf, and other open outdoor areas throughout the city. The city's beach areas are active outside assembly areas throughout the year, with increased traffic during the warmer months.

Health Care Facilities
These types of buildings are where occupants may be unable to leave without assistance from the staff. These locations may contain medical gases that can create additional risks for emergency responders during a fire, and completing up-to-date pre-incident plans is necessary. Although the Dominican Hospital is not in the SCFD’s jurisdiction, it is close to the city’s eastern border.

As people age, additional care may require them to seek a facility to meet their needs.

Depending on their mobility or cognitive conditions, they may need more assistance evacuating the building. Staff should have developed plans to remove occupants or patients during an emergency. These locations, like hospitals, require additional fire protection systems to protect the occupants. Special locking arrangements for areas where patients with dementia or Alzheimer’s are living are allowed to prevent them from leaving the facility.

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The following figure provides the location of the city’s primary hospital and medical clinics.

Figure 68: Clinical Facilities and Hospitals

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The following figure shows the locations of group care facilities.

Figure 69: Group Care Facilities

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Multi-family Occupancies
Although multi-family housing has fewer fires caused by electrical or heating malfunctions, the risk of cooking fires is twice the rate of other types of building fires.56 Updated building and fire codes now require these buildings to have a residential fire sprinkler system installed and interconnected smoke alarms in all bedrooms, hallways, and floors. These fire protection systems are designed to provide enough time for the occupants to evacuate the building. The following figure shows the location of multi-family housing units in the city. 56 Topical Fire Report Series, Multifamily Residential Building Fires (2013–2015), June 2017.

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Figure 70: Multi-Family Housing Units

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Buildings Three or More Stories in Height
Structures three or more stories in height require a response of an aerial apparatus with elevated master stream capabilities. The Insurance Services Office (ISO) reviews the coverage area for a ladder truck for all buildings within 2.5 miles. A ladder truck may be necessary to access these higher buildings’ upper floors or roofs since most ground ladders cannot reach these heights. The following figures display these buildings.

Figure 71: Buildings Three Stories or More

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Large Square Footage Buildings
Large buildings, such as warehouses, strip malls, and large “box” stores, need greater volumes of water for firefighting and require more firefighters to advance hose lines long distances into the building. Although the number of large square footage buildings is low, the fire flow may be more significant for smaller buildings because of construction type, distance to exposures, and lack of built-in fire protection systems such as fire sprinklers. The following figure is based on data from ISO and shows the locations for buildings 50,000 square feet and larger.

Figure 72: Buildings 50,000 Square Feet and Greater

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High Fire-Flow Occupancies
Other buildings may require a higher amount of water to extinguish a fire. These occupancies can present a problem if the needed water is less than what is available from the water supply from hydrants or other water sources. The following figure shows the occupancies with a needed fire flow greater than 2,500 gallons per minute.

Figure 73: Buildings with Large Fire Flows (> 2,500 gallons per minute)

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Risk Classification
Risk Assessment Methodology
Developing a risk score to determine risks in a community is necessary to provide an organization with a method for creating response protocols for an incident. The Three-Axis Heron model establishes a score by reviewing probability, consequence, and impact factors and assigning a score between 2–10 in each category.57 A description of the incident types for each risk is located in Appendix B.

Use of the Three-Axis Heron Formula includes the following equation.

The risk is graphically illustrated through a three-axis model as follows:
▪ P = Probability (Y-Axis)
▪ C = Consequences (X-Axis)
▪ I = Impact (Z-Axis)
The following figure summarizes the three-axis risk classification process and how a score is developed.
57 Quality Improvement for the Fire and Emergency Services.

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Figure 74: Three-Axis Risk Classification Process
When developing the score, each of the three scoring components is based on incident data. An example of a low-risk fire response scoring is based on the probability of that type of incident occurring. Most low-risk incident types are frequent (occurring multiple times a day). Still, the consequences to the community and impact on the city are low. The probability of a low-risk incident in the city is 10 (high), while the consequence and impact are 2 (low). These numbers are placed into the above formula to create a score of 20.2.

The score increases dramatically for a maximum risk. However, the probability is low (2) because the consequence to the community is an 8. The impact on the SCFD is the highest at 10, which gives a score of 59.4.

These scores are designed to provide the SCFD with information to determine the level of service required for the community. The probability of an incident may affect response times if multiple events occur simultaneously. Even if the risk is low, it will place an apparatus out of service for the response. The higher the score, the greater the risk in the community. Although the highest risk score available is 122.5, the probability of this type of event occurring is low. The following information provides additional information on probability, consequence, and impact.

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Probability
Probability is the likelihood of an incident occurring in the community over time. This axis reflects the probability of a particular type of incident occurring (contributing to the risk level). Many factors are considered, including the time of day, location, hazard present, season of the year, building construction and maintenance, demographic factors, and more. It can range from a rare event to one that occurs often. The following figure defines probability categories.

Figure 75: Probability or Likelihood of Occurrence
Score Category Probability or Likelihood
2 Minor Unlikely: < 0.02% of total call volume. Expected to occur very rarely. 4 Low Possible: 0.02%–0.07% of total call volume. Expected to occur rarely.
6 Moderate Probable: 0.07%–0.3% of total call volume. Expected to occur monthly.
8 High Likely: 0.3%–2% of total call volume. Expected to occur multiple times per week.
10 Extreme Frequent: > 2% of total call volume. Expected to occur one or more times per day.

Consequence
The consequence of an incident can vary from minor casualties to severe impacts that may destroy historical or major facilities in the community and create a large loss of employment or life. The following figure defines consequence categories.

Figure 76: Consequence to the Community
Score Category Consequence to the Community
2 Minor 1–2 people affected (injuries/deaths). < $10,000 loss. 4 Low < 5 people affected (injuries/deaths). < $500,000 loss. 6 Moderate 5–50 people affected (injuries/deaths). $500,000–$1,000,000 loss. 8 High 51–100 people affected (injuries/deaths). $1,000,000–$5,000,000 loss. 10 Extreme >100 people affected (injuries/deaths). > $5,000,000 loss.

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Impact
The third factor in determining the risk is the fire department’s impact and the critical tasking needed to control or mitigate an incident. This includes the number of emergency responders and apparatus available internally or from external agencies. It measures the department’s ability to respond to a given risk or incident while providing service to the remaining parts of the city. The following figure defines impact categories.

Figure 77: Impact on Operational Forces
Score Category Impact on Operational Forces
2 Minor ≥ 90% Remaining Apparatus/Crews
4 Low ≥ 75% Remaining Apparatus/Crews
6 Moderate ≥ 50% Remaining Apparatus/Crews
8 High ≥ 25% Remaining Apparatus/Crews
10 Extreme < 25% Remaining Apparatus/Crews

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Risk Classifications
After defining the risk classification, the next step is applying it to each agency’s response program. The SCFD’s programs include fire, EMS, technical rescue, hazardous materials, and wildland fire.

Fire Response
The SCFD is the primary provider for mitigating fire-related incidents ranging from low-risk incidents, such as a vehicle fire, to a maximum-risk incident involving a school fire. Fire risks for a vehicle fire are considered low compared to a maximum risk for a school that houses students. This scoring is applied to four different categories of fire incidents in the SCFD’s response area to provide staffing needs to meet critical tasks on the fire ground. The following figures show the fire response risk assessment score and three-axis risk classifications.

Figure 78: Fire Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
10 2 2 6 4 10 2 6 10 2 8 10
Score Assigned 20.2 53.7 45.5 59.4
Figure 79: Fire Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability

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Emergency Medical Services Response
The SCFD provides advanced life support and emergency medical care in the city. Low-risk incidents range from a medical assist to a maximum-risk incident for a multi-victim event.

The following figures provide the risk score and classifications assigned to each type of EMS risk. The following figures provide the EMS response risk assessment scoring and the threeaxis risk classifications.

Figure 80: EMS Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
10 2 2 6 2 2 2 6 8 6 8 10
Score Assigned 20.2 12.3 36.8 78.4
Figure 81: EMS Three-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
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Moderate
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Technical Rescue Response
Rescue services can vary from a low-risk incident, such as accessing a locked vehicle with a child inside, to a confined space incident (maximum risk) that potentially requires many personnel to mitigate the incident. The following figures provide the risk score and classifications assigned to each type of technical rescue risk in the SCFD’s response area.

The following figures show the technical rescue response risk assessment scoring and threeaxis risk classifications.

Figure 82: Technical Rescue Response Risk Assessment
Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
8 2 2 2 4 6 2 6 8 2 8 10
Score Assigned 16.2 19.8 36.8 59.4
Figure 83: Technical Rescue Three-Axis Risk Classifications 0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
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Probability
0 2
4 6
8 10
Maximum
Risk
Impact Consequence
Probability

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Hazardous Materials Response
Hazardous materials responses can vary from low-risk odor investigations to the maximum risk for a fuel tanker fire in higher populated areas. Most of these incidents can be managed by the SCFD, but higher risks may require assistance from outside resources. The following figures provide the risk score and classifications assigned to each type of hazardous materials risk. The following figures show the scoring of hazardous materials response risk assessment scoring and three-axis risk classifications.

Figure 84: Hazardous Materials Response Risk Assessment Description Low Moderate High Maximum
Risk Score

P C I P C I P C I P C I
8 2 2 6 2 6 2 4 6 2 6 6
Score Assigned 16.2 28.1 19.8 28.1
Figure 85: Hazardous Materials Three-Axis Risk Classifications 0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Maximum
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Impact Consequence
Probability

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Wildland Fires Response
The types of wildland fire risk vary from small grass fires to large forest fires requiring many internal and external resources. The following figures provide the risk score and classifications assigned to each type of wildland fire risk in the SCFD’s response area. The wildland fire risk is classified as low, moderate, and high, with a maximum risk triggering a state and federal response. The score assigned for high risk (73.5) is significant because of the maximum score of ten for the consequence to the community and impact on the SCFD. This type of incident will strain the community and emergency services. The following figures show the wildland fire response risk assessment and three-axis risk classification scoring.

Figure 86: Wildland Fires Response Risk Assessment
Description Low Moderate High
Risk Score

P C I P C I P C I
6 2 2 4 4 4 2 8 10
Score Assigned 13.9 19.6 59.4
Figure 87: Wildland Fires 3-Axis Risk Classifications
0 2
4 6
8 10
Low
Risk
Impact Consequence
Probability
0 2
4 6
8 10
Moderate
Risk
Impact Consequence
Probability
0 2
4 6
8 10
High
Risk
Impact Consequence
Probability

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Marine Safety Division Program
Classifying and assessing an ocean safety program's risk requires a slightly different approach. The typical probability, consequences, and impact volume statements do not fit into the same categories as a typical fire department response. The concepts discussed above have some validity. However, the study of this program requires adjustment. The approach used above isn't practical because there is a significant inconsistency between what the Marine Safety Division records and what is captured in SCFD's RMS. A relational and mathematical evaluation cannot be accomplished confidently without the data typically used to create the methodology and classifications. However, a modified approach can be utilized to quantify the water safety risks.

Risk Assessment Methodology
When enough data is collected, the same three-axis probability, consequence, and impact model may be applied. Two data sets were supplied for this CRA-SOC. Most units, including the Marine Safety Division, use one data set, the department records management system. The second data set, the Marine Safety Division statistics, are compiled by the division and appear more detailed and oriented towards beach operations. However, the information provided was annual numbers. It was unclear if the statistics were annual or limited to the active beach season, where the division is fully staffed.

Probability
The probability model presented in the first part of this section is still valid. Depending on which data collection system is used, the department has a high or extreme likelihood of a needed water rescue. The RMS system indicates 130 water rescues as classified in NFIRS.

This equated to less than 0.3% of the incident volume for 2019 through 2023. This suggests that, on average, there is one water rescue every two weeks. However, if the MSD annual statistics are used instead of the RMS, the total increases to 1,160 total rescues. This paints a different picture and shows a 2.7% likelihood within the incident set or approximately 5 times a week. This means this happens almost daily. In this case, assuming that the MSD and SCFD have a high probability of a water rescue should be made.

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Consequence
The consequence to the community measure used in the standard category analysis does not necessarily follow for the Marine Safety Division program. The measure of the number of people involved would likely remain 1–2 for most risk levels, as each water rescue would be a stand-alone incident. The dollar loss calculation is typically accomplished by evaluating the property and content's value at risk. The economic impact of a water rescue is not readily apparent. This indicates that a different measure of consequence should be adopted.

In the case of the Marine Safety Division program, dollar valuation would most likely be measured by the dollars lost to tourism based on negative press or lawsuit loss. The financial consequence of the risk level is challenging to define and would likely not follow a linear progression. For example, the negative press and tourism effect would not likely be as problematic for a high- or extreme-risk category. The risk categories are described in Appendix B. They are generally defined by high surf, weather, longer distance from shore, and higher attendance levels. Often, when a person is lost in risky ocean conditions, the media presents this as an avoidable tragedy based on individual choice. In addition, the agency and responders are, or should be, protected by policies. The same can't be said when a person is lost in less risky situations. Typically, during these events, an individual, the person charged with response or prevention, the agency, or even the entire community is called into question, which could place pressure on tourism and legal dollars.

It becomes evident that the typical model and the use of consequence as a category are difficult to apply to this program. The economic model is less reliable, and the number of people involved will likely be very low. In this case, the most reasonable approach would be to apply the risk level shown in Appendix B as the consequence. This will require the agency to note the conditions of each rescue before a model can be created.

Impact
The impact on the SCFD will change based on the staffing levels of the Marine Safety Division. For example, a low-risk Lifeguard rescue during peak season when the division is fully staffed will have little impact on the organization. When fire apparatus is dispatched during off-season incidents, a single- or two-unit response will change the impact from minor to low or moderate. Therefore, the impact must be evaluated based on the division staffing levels. These levels change during the year and are appropriately different based on whether it is a weekday or weekend.

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Risk Classification
Unlike the other programs, the three-axis risk assessment cannot be accomplished without accurate information. However, general observations and statements can be made based on the information available and the definitions of the risk levels in Appendix B.

A low-risk event has a high probability of occurring in the waters around the city. This event would have little impact on the organization when staffing is adequate, generally from Memorial Day to Labor Day. The impact will increase when the system is not as well staffed, as fire apparatus will be required to respond to all rescues. The consequence to the community is very low if the rescue is effected without difficulty. However, it may become very high if not handled within standards.

A moderate-risk event is not as likely to occur. Still, there is some evidence this more risky rescue happens with some regularity, perhaps weekly or monthly during the summer season. These will have a higher impact as the rescue swimmers will likely need to be deployed, as will more lifeguard assets if available. During the off-season, this impact will be more pronounced. The consequences to the community are limited, but if mishandled, they could pose significant legal risks for the City.

A high-risk event is rare but not unheard of. These will have a more pronounced impact on the fire department as more resources will be needed. The consequences for the community are difficult to judge based on the model suggested.

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Comparison of Fire Risks in Other Communities
Fire Loss
In 2022, fire departments responded to more than 1.5 million incidents in the United States that caused 3,790 civilian fire fatalities and over 13,250 civilian fire injuries. The property damage was estimated at $18 billion. The following figure shows that the per capita fire loss can fluctuate yearly, with 2021 being the lowest at $10.25, while 2022 has the highest at $105.72.

Figure 88: SCFD Property Loss per Capita
Year SCFD Property Loss U.S. Property Loss58
2019 $41.26 $43.73
2020 $27.71 $66.07
2021 $10.25 $48.22
2022 $105.72 $54.36
2023 $77.47 Not Available for U.S.

The number of fires per 1,000 population in the SCFD response area is higher than the national average, as shown in the following figure.

Figure 89: Fires per 1,000 Population
58 Fire Loss in the United States, NFPA, 2018, 2019, 2020. 59 Ibid.

Year SCFD Fires per 1,000
Population
U.S. Fires per 1,000
Population59
2019 6.4 4.0
2020 6.1 4.0
2021 10.2 4.3
2022 10.4 4.5
2023 6.8 Not Available for U.S.

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The higher number of fires per capita in Santa Cruz could be based on several factors, including drought conditions, human activity, homelessness, higher population density, and intentionally set fires.

Intentionally Set Fires
Intentionally set fires, or in many cases considered arson, is defined as “any willful or malicious burning or attempt to burn, with or without intent to defraud, a dwelling house, public building, motor vehicle or aircraft, personal property of another.60 The number of intentionally set fires has increased from 28 in 2019 to 75 in 2023. The highest year was 2022, when there were 97 intentionally set fires. The following figure lists the number of intentionally set fires from 2020–2023.

Figure 90: Intentionally Set Fires in the City of Santa Cruz (2019–2023) Year Intentionally Set Fires
2019 28
2020 42
2021 75
2022 97
2023 75
60 Crime Data Explorer, Federal Bureau of Investigation.

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Section III:

STANDARDS OF COVER &

DEPLOYMENT ANALYSIS

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Historical System Performance
This section will give the SCFD a general understanding of relevant response information. It was developed to assist the department in identifying its recent demand and performance and creating baseline performance expectations. The SCFD, the City of Santa Cruz, and political leaders can then use this information to understand how their decisions, policies, and outside pressures affect performance.

Research Information
The information within this section was developed from various sources provided by the SCFD. Detailed information is evaluated here from January 1, 2019, through December 31, 2023.

Statistics Discussion
Mathematical and technological methods must be used carefully when evaluating information as complex as emergency incident response data. Historical instances of incorrect evaluations lead to severe consequences in deployment and operational decisions. This analysis quantifies and examines the available information. It is intended to be a starting place for the agency as it seeks to improve performance. However, leaders must understand the limitations of making decisions based solely on statistical study and utilize sound judgment with proven analytics.

Statistical Tools
Various statistical analytical tools were employed to create this section. The fundamental tools were categorization, percentile, and regression analysis. This helps paint a picture of historical performance, with some inferences that may help leaders identify positive and negative performance trends.
90th Percentile
The time performance measures for this report are done using the 90th percentile measure.

While discussing the mathematics behind this measure is outside this report's scope, it is helpful to understand why it is utilized.

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The most common reason for using this measure is that the industry has adopted it. If a fire agency wishes to judge its performance against standards or other agencies, it must use the 90th percentile. For example, the National Fire Protection Association (NFPA) utilizes the 90th percentile measure in most of its standards. In addition, the Commission on Fire Accreditation International (CFAI) requires reporting performance measures at the 90th percentile.

The statistical reason for using the measure is that it captures performance more thoroughly and will identify trends in performance more quickly. As with most emergency services systems, the time performance data used in this study has a skew. When the data skews, it makes using other statistical measures less sensitive and representative. The following figure is a general example of data skew.

Figure 91: Data Skew61
In a symmetric distribution, the mean (average), median (middle of the data), and mode (the most frequent) are all equal. When the distribution skews, these three measures of the middle shift. Using the average (mean) in negatively skewed data would underrepresent the bulk of the performance. In contrast, the opposite is true when positively skewed. In the SCFD's case, most time-performance data is positively skewed. In this case, using the average would over-represent the performance. This skew is typical and in a similar direction to other emergency services agencies. It is presented here as information only and not as a performance definition or an area of concern. The following figure shows the binned total response time and travel times for the SCFD to identify the skew in the data. 61 Pipis, G. (2020, November 9). Skewness and Kurtosis in Statistics. R-Bloggers. https://www.rbloggers.com/2020/11/skewness-and-kurtosis-in-statistics/.

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Figure 92: SCFD Data Skew
Data Discussion
Detailed data was provided from the SCFD's primary incident reporting software (RMS) and the computer-aided dispatch (CAD) system. These different database tables were combined utilizing proven data engineering techniques into one analytical data set.

Data Engineering Findings
The number of incident records for the RMS and CAD systems was similar, but there were some differences. There were 50,181 individual incidents in CAD and 44,421 in the RMS. This indicated a drop of 5,760 incidents (11%) from CAD to RMS. This warranted a more thorough study of the differences. In this case, 3,806 of the SCFD unit arrivals were logged in CAD, which did not have a corresponding RMS report. This represents an 8% drop in incident reporting data. While this does not represent a significant statistical issue, it is presented as a possible area of improvement for the department. The following figure shows the total number of incidents missing from RMS by station and whether they were a backup or primary unit for 2019–2023. There is potential for improvement in reporting unit arrivals, particularly for Station 2.
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
00:00 10:00 20:00 30:00 40:00 50:00
Travel Total

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Figure 93: CAD Units Dispatched, By Arrival, Not Captured in RMS (2019–2023) Unit records within the CAD data were merged with the RMS data to form a full analytic incident record for each incident. Of the 44,421 RMS incidents, unit data was available for 42,810 incidents, representing 96.4% of the total. As a result, the total number of incidents in this analysis is 42,810, with 110,593 associated unit records.

Data Error Handling
Data collection within the various data sets has the potential for significant errors. Although there can be many reasons for incorrect information, these errors are typically a combination of human input and collection errors. Various methods exist to manage these errors, including statistical exclusion, real-time exclusion, formula manipulation, and logic testing.

For the SCFD, most of the data did not require statistical intervention. However, to mitigate extremes that were likely inaccurate information, some data was excluded by formula or logic tests. The time segment analysis used a logic tree to eliminate negative and null data sets. The steps taken for each time segment are identified within those analyses. 0 5
10 15
20 25
30 35
40 45
SCZ 1 SCZ 2 SCZ 3 SCZ 4 SCZ 5 BC
Primary - Arrived Primary - No Arrival
Backup - Arrived Backup - No Arrival

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Service Demand
The first dimension of the analysis is the overall system call load. This is a simple count of the incidents by type and location, so no data was excluded after the previously described data engineering steps.

Volume Analysis
A simple volume analysis can indicate how often the department is called upon to respond to an incident. The first look is at the overall call counts grouped by primary categories in the National Fire Incident Reporting System (NFIRS). Establishing the incident jurisdiction required a match between the geocoded information and the provided geographic boundaries. The following figure shows the total number of responses recorded by the agency in the data set and the percentage of the categorized responses.

Figure 94: Total Incident Count (2019–2023)
Incident (NIFRS Group) Count Percentage of Total Responses The SCFD Responses
Fire (100) 1,057 2.47%
Overpressure (200) 27 0.06%
Rescue-Medical (300) 24,121 56.34%
Hazardous Condition (400) 1129 2.64%
Service (500) 4,229 9.88%
Good Intent (600) 9,566 22.35%
False Alarm (700) 2,642 6.17%
Disaster (800) 9 0.02%
Special (900) 30 0%
Total Santa Cruz Fire Department 42,810 100%
Mutual Aid
Auto and Mutual Aid Received 399 0.9%
Auto and Mutual Aid Given* 483 1.13%
*Includes the 307 incidents within the SCFD automatic response areas.

Geographic Analysis
A call density analysis area with high call frequency helps determine the best locations for apparatus placement. It is also useful when evaluating where the prevention programs may have the most impact. The following figure geographically represents the incident density for the study period.

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Figure 95: Incident Density (2019–2023)
Incidents are generally concentrated in the center of Santa Cruz, where population density is highest. However, areas with higher population density outside of the center of Santa Cruz do not have a corresponding increase in incidents. Population distribution is not the sole predictor of incident concentration. Overall, incident density is driven primarily by medical responses. EMS incidents account for over 56% of the response volume. This creates a strong correlation between the overall and EMS incident densities. The following figure shows the density of EMS and rescue incidents.

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Figure 96: EMS Incident Density (2019–2023)
Fire incidents generally follow the same pattern as EMS and overall incident volume, although the volume is significantly lower. The lower volume makes a comparative map less informative. Therefore, the following figure shows the location of each fire-related incident.

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Figure 97: Fire Incident Density (2019–2023)
While these clusters are not predictive of future incident locations, they may help leadership visualize where the emergency problems are located and possibly help focus prevention activities.

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Several addresses have more significant incident counts. These locations include shelters, senior and assisted living facilities, and medical care facilities. This is not uncommon as large populations are concentrated in one address. The following figure shows the top five locations by the address where the SCFD responded.

Figure 98: Top 5 Response Locations
Location Location Type Incidents
259 and 295 Water St Jail – SCPD 909
80 Front St Senior Living 862
115 Coral St Shelter 828
609 Frederick St Senior Living 696
2025 Soquel Ave Medical Care 670
Temporal Analysis
The annual incident count for the SCFD within the city has fluctuated slightly but seems to remain centered around 8,516 yearly incidents. Incident volumes dropped in 2020, likely due to the COVID-19 pandemic and subsequent societal shutdown. However, demand has since experienced a steady increase, rising 28% from 2020 to 2023. The following figure shows the annual incident volume for the City of Santa Cruz and the identified response area from 2019–2023, separated into EMS and Other incidents.

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Figure 99: Annual Incident Volume (2019–2023)
Analyzing the incident volume by month, day of the week, and hour is valuable when attempting to schedule events or add staffing. Additionally, months may reveal seasonality for the service needs. At the same time, days and hours may indicate population movement and activities throughout the days. The following figure analyzes incident percentages by month for January 2019 through December 2023. 0 1,000
2,000
3,000
4,000
5,000
6,000
2019 2020 2021 2022 2023
EMS Other

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Figure 100: Incident Volume Percentage by Month (2019–2023) There are minor deviations from the expected norm throughout the year. January through June are slightly lower than expected, while August and October are higher. This indicates a slight seasonality, with heavier responses in late summer through fall. It should be noted that the variation is less than ± 1% from the norm.

Another dimension for evaluation is the percentage of incidents that occur by day of the week. The following figure shows the percentage of incidents that occur by day of the week.
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%

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Figure 101: Incident Volume Percentage by Day of the Week (2019–2023) In this case, there is a slight deviation from the normal distribution of 14.3% per day. Sunday is slightly lower than expected, with Friday and Saturday marginally higher.

It can be helpful to combine the month and day dimensions to identify potentially significant combinations of the month and weekday. For example, the following figure shows the density of call volume by month and weekday from 2020 through 2023.

Figure 102: Month and Weekday Volume (2019–2023)
Month Mon Tue Wed Thu Fri Sat Sun Color Incidents
Jan 560–581
Feb 530–559
Mar 517–529
Apr 506–516
May 490–505
Jun 458–489
Jul 435–457
Aug
Sep
Oct
Nov
Dec
0%
2%
4%
6%
8%
10%
12%
14%
16%

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In this case, weekends in July, August, and October are busier than in other months, while early weekdays are generally not as busy throughout the year.

Another analytic dimension is to evaluate call volume throughout the hours of the day. For example, fire and EMS incidents are distributed unequally throughout most systems throughout the day. The daytime is typically more active than the evening, night, and early morning. The driving force behind this phenomenon is likely that people are awake and moving. The following figure indicates that the SCFD closely follows this daytime pattern, with approximately 70% of incidents occurring between 9 a.m. and 9 p.m.

Figure 103: Incidents by Hour (2019–2023)
It is essential to understand the combination of the hour of the day and the day of the week. By evaluating that density, some hot spot times can be identified. In the SCFD's case, the evaluation shows a consistent and statistically significant pattern of daytime calls regardless of the day of the week. A slight shift toward the later hours on Friday and Saturday indicates a weekend social scene within the city. However, this shift is not especially dramatic compared to some systems. The following figure indicates incident density by the hour and day of the week for all incidents between January 1, 2019, and December 31, 2023.
0%
1%
2%
3%
4%
5%
6%
7%
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Percent of Incidents
Hour of the Day

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Figure 104: Weekday and Hour Volume (2019–2023)
Hour Mon Tue Wed Thu Fri Sat Sun Color Incidents
0–1 373–396
1–2 335–372
2–3 309–334
3–4 273–308
4–5 216–272
5–6 152–215
6–7 120–151
7–8
8–9
9–10
10–11
11–12
12–13
13–14
14–15
15–16
16–17
17–18
18–19
19–20
20–21
21–22
22–23
23–24
Resource Distribution
Several key performance metrics can help identify the effectiveness of resource distribution. A broad allocation of resources allows for a more rapid first response to any given area. However, the first unit is only a portion of the deployment question. It is critical to have enough units to respond to the incidents' volume, type, and severity. It is also essential to attempt to equalize the unit responses.

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Geographic Distribution Analysis
Units and stations should be distributed to allow the best chance of reaching an incident in its earliest stages. There are two primary sources for performance standards that address this geographic distribution. The Insurance Services Office, Inc. (ISO) defines distance, while the National Fire Protection Association (NFPA) utilizes time as a criterion.

The ISO uses 5 miles from a fire station as its standard for minimal coverage. The SCFD has five operational locations within the jurisdiction. Four fire stations with firefighting apparatus are located within the primary population centers of the city. An additional location for the lifeguard function is situated at the municipal wharf. Except for areas that are difficult to access owing to few roads, the city limits are all within 5 road miles of a fire station. The following figure shows the 5-mile travel distance from a fire station.

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Figure 105: ISO 5-Mile Distance

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For full credit in an ISO Fire Suppression Rating Schedule (FSRS), any building within the jurisdiction should be within 1.5 miles of an engine company.62 The City of Santa Cruz has an engine for each of the four stations within the city. The following figure shows the 1.5- mile travel distance from each station with an engine company.

Figure 106: ISO 1.5 Mile Engine Company Distance
62 Verisk. (2024). Criteria for Deployment Analysis of Companies. https://www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companies.

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Most population centers are within the recommended 1.5 miles of a SCFD fire station. Areas to the northeast and some to the west are outside the ISO recommended distance.

The ISO judges specialized equipment, such as a truck company, separately from an engine company. While engine companies are typically found at most fire stations, truck companies are only located at specific locations. ISO requires these truck companies to be within 2.5 miles of any building. 63 SCFD runs a truck company from Station 1, likely the best central location for a single truck. There is an extended travel distance to the University Campus, areas to the northeast, and some to the west. The following figure shows the 2.5- mile road travel from Station 1.
63 Verisk. (2024). Criteria for Deployment Analysis of Companies. https://www.isomitigation.com/ppc/technical/criteria-for-deployment-analysis-of-companies.

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Figure 107: ISO 2.5 Mile Truck Company Distance
Unit Workload Analysis
Unit workload should be balanced to maintain readiness, resiliency, and service availability. While it is prevalent for one unit to be busier than others, no crew should carry a load that is too heavy, making them less effective.

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Over 85% of all unit responses were accomplished by four frontline engines, a truck, and the battalion chief. The reserve truck and engines account for 12% of the responses. The remaining units captured in “Other” include chief officers, specialty units, and other response vehicles. The following figure shows the top responding units within the SCFD for 2019 through 2023.

Figure 108: Workload by Apparatus Type (2019–2023)
379
1,701
247
6 52
1,305
23,625
4,322
445
375
1,557
17,810
4,079
142
334
- 5,000 10,000 15,000 20,000 25,000
Battalion
Engine
Truck
Lifeguard
Other
Fire EMS Other

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The workload is not evenly distributed across all the apparatus. Engine 3112 is found on approximately 31% of all engine responses. Engines 3110 responds to a similar number, at 29% of engine responses. Engines 3113 is slightly lower at 19%. Engine 3114 has a similar volume at 8% to Reserve Engine 3111 at 7%. E3116 is also a reserve unit with an expected low volume of 4%. The following figure shows the response volume for the busiest apparatus in numeric order for each year in the study period.

Figure 109: Annual Incident Volume by Unit and Year (2019–2023) Each incident requires a unit to remain on the scene to handle the situation. Therefore, a general idea of how long a specific crew will stay on the incident can assist operational planning. The SCFD has four primary types of units that respond to emergencies. First, engines are the most flexible type of apparatus for general work. With the addition of elevated access, trucks can accomplish much of what engine companies do, depending on the equipment on the apparatus. Lifeguard units have a particular function in waterbased incidents but can provide general incident response if needed. The Lifeguard units are included based on the NFIRS RMS for this study. Finally, command officers are any chief officers within the SCFD system. The following figure shows the average time each apparatus type was committed to a given incident category for the entire study period. 0 500
1,000
1,500
2,000
2,500
3,000
3,500
B3103 E3110 E3111 E3112 E3113 E3114 E3116 T3170
2019 2020 2021 2022 2023

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Figure 110: Unit Type Average Commit Time by NFIRS Category (2019–2023) 1:02:37
0:12:19
0:18:45
0:21:28
1:11:43
0:19:47
0:16:21
3:13:21
42:56
21:34
23:22
22:51
21:30
12:35
19:20
56:26
39:22
23:37
22:49
52:07
23:51
12:40
22:57
56:20
16:36
18:47
25:42
18:42
09:02
19:04
55:58
17:48
0:00:00 1:00:00 2:00:00 3:00:00 4:00:00
Fire
Overpressure
EMS
Hazardous Condition
Service Call
Good Intent Call
False Alarm
Natural Disaster
Special
Command Engine Lifeguard Truck

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 165
Generally, command staff remain on an incident for 43 minutes, engines for almost 27 minutes, trucks for close to 25 minutes, and the Lifeguard units for 21 minutes on average.

As expected, SCFD apparatus are committed to fire incidents the longest on average, removing the more extreme Special and Natural Disaster types. EMS and other incident types have average commit times that remain around or under 30 minutes. The following figure shows the average unit commit time by incident and apparatus type groupings.

Figure 111: Unit Type Average Incident Commit Times (2019–2023) One final dimension of unit workload is how much time each unit is committed to incidents throughout the year. The unit hour utilization (UHU) calculation evaluates how much time a crew is committed to an incident versus the total time on duty during a specific time frame.

The formula for this calculation is the total time committed to an incident divided by the sum of all time the unit is staffed.

𝑈𝐻𝑈 =
∑ 𝑇𝑖𝑚𝑒 𝐶𝑜𝑚𝑚𝑖𝑡𝑒𝑑 𝑡𝑜 𝑎 𝑆𝑐𝑒𝑛𝑒
∑ 𝑇𝑖𝑚𝑒 𝑈𝑛𝑖𝑡 𝑖𝑠 𝑆𝑡𝑎𝑓𝑓𝑒𝑑 𝑎𝑛𝑑 𝐼𝑛 𝑆𝑒𝑟𝑣𝑖𝑐𝑒
01:02:37
00:42:56
00:23:37
00:56:20
00:18:45
00:23:22
00:22:49
00:18:47
00:43:02
00:24:28
00:19:56
00:20:45
00:00:00
00:10:00
00:20:00
00:30:00
00:40:00
00:50:00
01:00:00
01:10:00
Command Engine Lifeguard Truck
Fire EMS Other

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 166
The desire is for the primary unit at a station, typically an engine or quint company, the most flexible response unit, to be under 10% UHU. Maintaining 10% UHU should indicate the area has 90% availability from unscheduled events. Stations with multiple engines and quint companies should aggregate to less than 10% UHU for all similar units.

The SCFD has a moderately busy system. Crew unit usage is unevenly distributed, and several units have cautionary UHU numbers. Capturing the entire crew workload required cross-staffed units to be added to the engine company at the station. Engines 3110 and 3112 appear to be at cautionary usage percentages in 2023. The following figure shows the UHU for each staffed apparatus and the cross-staffed units.

Figure 112: UHU By Unit Groupings (2019–2023)
Unit Average 2023 2022 2021 2020 2019
Battalion 3103 2.74% 2.43% 2.78% 2.67% 2.75% 3.07%
Station 1 - Engine 3110 8.55% 10.57% 5.62% 9.76% 8.17% 8.62% Station 1 - Truck 3170 4.93% 4.75% 4.81% 4.87% 4.53% 5.69% Station 2 - Engine 3112 9.84% 10.04% 10.54% 10.74% 8.51% 9.37% Station 3 - Engine 3113 6.28% 6.06% 6.89% 5.67% 5.73% 7.04% Station 4 - Station Crew 2.90% 3.52% 2.86% 2.43% 1.97% 3.70% Engine 3114 2.75% 3.39% 2.35% 2.32% 1.97% 3.70%
Engine 3137 (CS) 0.14% 0.10% 0.48% 0.11%
Utility 3199 0.01% 0.03% 0.03%
Reserve Units 4.86% 4.03% 9.46% 3.00% 3.76% 4.02%
Engine 3111 2.18% 1.76% 4.15% 0.58% 2.08% 2.36%
Engine 3115 0.38% 0.00% 0.94% 0.30% 0.33% 0.30%
Truck 3171 0.98% 1.37% 1.31% 0.62% 0.90% 0.69%
Engine 3116 1.32% 0.90% 3.06% 1.50% 0.45% 0.67%
Lifeguard HQ*
Lifeguard 3108 10.00% 1.20% 4.72% 8.73% 25.54% 9.83%
Lifeguard 3161 2.04% 0.35% 3.88% 5.97% 0.00% 0.00%
Lifeguard 3162 0.33% 1.62% 0.00% 0.02% 0.00% 0.00%
Lifeguard 3163 23.17% 18.06% 20.56% 34.28% 17.64% 25.29% Lifeguard 3164 4.05% 3.91% 3.80% 1.23% 11.30% 0.00%
Lifeguard 3165 58.16% 59.97% 66.89% 77.67% 36.61% 49.66% *UHU based on office hours.

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 167
One problem with understanding the SCFD unit's full UHU burden is maintaining the reserve unit’s radio designation when acting as the replacement apparatus. While not an uncommon practice, it does leave the reserve engine’s crew assignment in doubt. It complicates capturing a crew’s full UHU. For example, Engine 3110 had a suspiciously low UHU in 2022, while the reserve units had a high UHU. However, it is impossible to say with certainty which reserve units, if any, E3110’s crew were staffing. It is apparent that without tracking response by crew, it is impossible to distinguish the complete usage.

While the UHU information helps identify if any single unit is overly burdened with the response, not all the time committed is apparent in the data. Crews may be out of service for maintenance, training, or other events that do not appear in this analysis.

Approximately half of a crew's day is spent in administrative, training, or recovery activities.

For example, assuming the crews are allowed 8 hours of rest and recovery daily, 2 hours for meals, and 2 hours for station, equipment, and vehicle maintenance, that totals 12 hours.

Additional time is usually given to physical fitness, training, and public education.

Concurrency Analysis
Incidents that happen simultaneously can impact an agency's ability to respond.

Sometimes, all crews are engaged, leaving the jurisdiction reliant on outside aid.

The first dimension of the concurrency evaluation is how often, within the SCFD's primary jurisdiction, there is more than one incident at any given time. For example, the following figure shows how frequently multiple incidents occurred simultaneously within the City of Santa Cruz in 2023.

Figure 113: Concurrent in the City (2023)
Incidents Operating Percentage of Incidents
2 36.1%
3 9.2%
4 1.5%
5 or More 0.3%

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Community Risk Assessment, Standards of Cover & Deployment Analysis Santa Cruz City Fire Department 168
As is evident, it is not uncommon for the SCFD to be running simultaneous incidents within the jurisdiction. There is a 47% chance that another incident will start before the first incident is completed. However, responding to more than 4 incidents is very rare. The maximum number of concurrent incidents in the data was 5. However, the jurisdictional issue does not provide a holistic picture for the SCFD. The agency occasionally responds outside the city, as indicated in the jurisdictional incident count study. The following figure demonstrates how often the SCFD works on multiple incidents throughout the response system.

Figure 114: Concurrent Entire System (2023)
Incidents Operating Percentage of Incidents
2 36.4%
3 9.4%
4 1.5%
5 or More 0.3%
As is evident, the entire system does shift the concurrency slightly higher. Still, the maximum remaining 4 operating incidents are within the capacity of the 4 staffed engines and 1 truck.

Another factor in unit workload is the number of units assigned to a specific incident. The majority of the SCFD incidents, over 94%, are accomplished by one company. Over 97% are handled by one or two companies. The following figure shows the percentage of incidents where the specified number of response units were assigned to an incident.

Santa Cruz City CouncilMay 13, 2025

Santa Cruz City Council
May 13, 2025