Santa Cruz City Council
January 27, 2026

CITY COUNCIL AGENDA
Regular Meeting - January 27, 2026
Council Chambers
809 Center Street
Santa Cruz
1:30 P.M. CLOSED SESSION
2:30 P.M. ORAL COMMUNICATIONS, CONSENT, CONSENT PUBLIC HEARING, PUBLIC

HEARING, AND GENERAL BUSINESS
Council meetings are hybrid, and 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, January 26th
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, January 25th by emailing the Mayor and the City Clerk.

Approval will be confirmed via email.
[email protected] [email protected]
January 27, 2026 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
1:30 PM
Statements of Disqualification
Public Comment on Closed Session Items
Closed Session

1. Real Property Negotiations (Government Code §54956.8) 1) Property: 1305 E. Cliff Drive
APN: 010-282-01
Owner: City of Santa Cruz
City Negotiators: Tony Elliot
Negotiating Parties: City of Santa Cruz and Felicia Van Stolk Under Negotiation: Price, Terms of payment, or both
January 27, 2026 City Council 3
Closed Session (continued)

1. Real Property Negotiations (Government Code §54956.8) (continued) 2) Property: 1124 Pacific Avenue
APN: 005-153-10
Owner: City of Santa Cruz
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz and Silver Cinemas Acquisition Co.

Under Negotiation: Price, terms of payment, or both
3) Property: 31 Municipal Wharf
APN: 007-341-02
Owner: City of Santa Cruz
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz and Peter Drobac Under Negotiation: Price, Terms of payment, or both
4) Property: 49A Municipal Wharf
APN: 007-371-01
Owner: City of Santa Cruz
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz and Peter Drobac Under Negotiation: Price, Terms of payment, or both

2. Conference with Legal Counsel – Anticipated Litigation (Gov’t. Code §54956.9(d)(4))
Initiation of litigation (one potential case to be discussed)

3. Conference with Legal Counsel - Existing Litigation (Government Code §54956.9(d)(1))
City of Fresno, et al., v. Scott Turner, et al.
(Northern District of California Case No. Case No.: 3:25-cv-07070-RS) January 27, 2026 City Council 4
City Council
2:30 PM
Call to Order
Roll Call
Oral Communications - 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.

Presentations

4. Mayoral Proclamation Declaring January 2026 as Orphan Trafficking Awareness and Prevention Month

5. Leslie Keedy 25-year Service Pin Presentation
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.

January 27, 2026 City Council 5
Consent Agenda

7. City Manager Annual Merit Increase (CA/HR)
LOCATION: None
Motion to adopt a resolution amending the Personnel Complement and Classification and Compensation Plans and the FY 2026 Budget – City Manager, effective January 3, 2026.

8. Minutes of the January 13, 2026 City Council Meeting (CC) LOCATION: None
Motion to approve as submitted.

9. Adoption of a Council Policy, "Disruption of Remote Participation During a Council Meeting," as required by Senate Bill 707 (CC) LOCATION: Citywide
Motion to adopt a resolution adopting Council Policy 6.22, Disruption of Remote Services, to incorporate new Brown Act amendments regarding Council meeting disruption procedures for two-way remote access pursuant to Senate Bill 707.

10. Resilient Coast Santa Cruz 2.0 Update: Summary of Community Engagement Events and Data Summary Conditions Technical Brief (CM) LOCATION: Districts 2, 3, 4, and 6
Receive information on the community engagement events to date and accept the Data Summary Technical Brief Snapshot for the Resilient Coast Santa Cruz 2.0 Project.

11. Annual Comprehensive Financial Report (ACFR) and Popular Annual Financial Report (PAFR) for the Fiscal Year Ended June 30, 2025 (FN) LOCATION: Citywide
Motion to receive and file the Annual Comprehensive Financial Report (ACFR) and the Popular Annual Financial Report (PAFR), and related reports, for the fiscal year ending June 30, 2025.

January 27, 2026 City Council 6
Consent Agenda (continued)

12. Fiscal Year 2025/26 California Department of Justice, Office of the Attorney General, Tobacco Program Grant Award - Budget Adjustment (PD)
LOCATION: Citywide
Motion to:
1) Adopt a resolution authorizing the City Manager of the City of Santa Cruz to accept grant funds in the amount of $374,883 from the State of California Department of Justice, Office of the Attorney General, Tobacco Grant Program, and authorizing and directing the City Manager to execute the contract and agreements associated with the acceptance of this grant, and
2) Adopt a resolution amending the FY 2026 budget in the amount of $374,883 for the FY 2025/26 Tobacco Program Grant.

13. Pacific-Beach Roundabout Enhancements Project (c402507) – Budget Adjustment (PW)
LOCATION: District 4
Motion to adopt a resolution amending the FY 2026 budget to appropriate funds in the amount of $100,000 from Traffic Impact Fee (TIF) for the Pacific-Beach Roundabout Enhancements Project (c402507).

January 27, 2026 City Council 7
Consent Agenda (continued)

14. Award Single Source Purchase Order for the 212 Locust Street/117 Union Street – Sewer Repair Project - Budget Adjustment (m402502) (PW)
LOCATION: District 4
Motion to:
1) Authorize the 212 Locust Street/117 Union Street – Sewer Repair Project and authorize the City Manager to award and execute the Single Source Purchase Order for $123,744 to Montano Plumbing (Santa Cruz, CA) in a form approved by the City Attorney. The Director of Public Works or designee is authorized to execute change orders within the approved project budget;
2) Adopt a resolution to amend Public Works Fund 101 FY 2026 budget and appropriate funds in the amount of $123,744 from Fund 711 and Fund 951; and
3) Adopt a finding of categorical exemption pursuant to Section 15301 of the California Environmental Quality Act (CEQA) Guidelines (Class 1, existing facilities, 14 CCR 15301).

15. 222 Market Street Roofing Project (c402604) - Change Order (PW) LOCATION: District 1
Motion to:
1) Authorize a Change Order for additional work as outlined in the latest proposal from Moriarty’s Roofing, Inc dated December 15, 2025 for the 222 Market Street roofing project from the Public Facilities Upgrades and Repairs Project (c402604). The Public Works Director or designee is authorized to execute change orders within the approved project budget; and
2) Approve of 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.

January 27, 2026 City Council 8
Consent Agenda (continued)

16. Service Order 11 Change Order 2 with HDR Inc. for Capital Program Management Services - Budget Adjustment (WT)
LOCATION: None
Motion to:
1) Authorize the City Manager to execute Change Order 2 in the amount of $1,993,028 with HDR, Inc. in a form to be approved by the City Attorney; and
2) Adopt a resolution to amend the FY 2026 budget by transferring funds within the Water Department’s CIP in the amount of $825,000 from project c702103 (ASR - Santa Margarita Groundwater Basin) to c701501 (GHWTP CC Tanks Replacement), to provide funding for additional work needed to complete the GHWTP CC Tanks Replacement Project.

End Consent Agenda
Consent Public Hearing

17. 2nd Reading and Final Adoption of Ordinance No. 2026-01 Amending Chapter 16.02 of the Santa Cruz Municipal Code Restricting the Irrigation of Nonfunctional Turf (WT)
LOCATION: County (Water Service Area)
Motion to:
1) Adopt Ordinance No. 2026-01 amending Chapter 16.02 of the Santa Cruz Municipal Code restricting the irrigation of nonfunctional turf; and 2) Acknowledge the determinations that the ordinance is exempt from the California Environmental Quality Acti (CEQA) per CEQA Guidelines Section 15307, Actions by Regulatory Agencies for Protection of Natural Resources and Section 15308, Actions by Regulatory Agencies for Protection of the Environment.

January 27, 2026 City Council 9
The below item is continued and will not be discussed at this meeting Public Hearing

18. Amendments to the Zoning Map and to Municipal Code Chapter 24.10 – Land Use Districts to Create a New Overlay District to Allow Ministerial Approval of 100 Percent Affordable Housing in Specified Zone Districts, Including New Objective Standards for Heritage Tree Removals on Those Sites (PL)
LOCATION: Citywide
This item is continued to a future meeting and will not be discussed.

General Business

19. 2025 Health in All Policies (HiAP) Progress Update and Proposed 2026- 2029 HiAP Citywide Implementation Workplan (CM)
LOCATION: Citywide
Motion to:
1) Accept 2025 Health in All Policies (HiAP) progress update; and 2) Approve the proposed 2026-2029 HiAP Citywide Implementation Workplan.

Advisory Body Appointments

20. Arts Commission
LOCATION: Citywide
Motion to approve Councilmember O’Hara’s nomination of an Arts Commission member with a term ending January 31, 2029.

January 27, 2026 City Council 10
Advisory Body Appointments (continued)

21. Children’s Fund Oversight Committee
LOCATION: Citywide
Motion to:
1) Approve two at-large appointments of Children’s Oversight Fund Committee members, with terms ending January 31, 2030; and 2) Ratify the reappointments of David Brody as the First Five Santa Cruz representative and Andrew Cunningham as the Youth Organization representative.

22. County Latino Affairs Commission
LOCATION: County
Motion to appoint Aracely Contreras to the County Latino Affairs Commission, with a term ending April 1, 2029.

23. Downtown Commission
LOCATION: Citywide
Motion to approve Councilmember Trigueiro’s nomination of a Downtown Commission member with a term ending January 31, 2027.

24. Historic Preservation Commission
LOCATION: Citywide
Motion to approve Councilmember Brunner’s and Councilmember Newsome’s nominations of Historic Preservation Commission members, both with terms ending January 31, 2029.

25. Parks and Recreation Commission
LOCATION: Citywide
Motion to approve Vice Mayor Kalantari-Johnson’s and Councilmember Brunner’s nominations of Parks and Recreation Commission members, both with terms ending January 31, 2029.

January 27, 2026 City Council 11
Advisory Body Appointments (continued)

26. Planning Commission
LOCATION: Citywide
Motion to approve Councilmember O’Hara’s and Vice Mayor KalantariJohnson’s nominations of Planning Commission members, both with terms ending January 31, 2029, and Councilmember Newsome’s nomination of a Planning Commission member with a term ending January 31, 2027.

27. Sister Cities Committee
LOCATION: Citywide
Motion to approve one at-large nomination of a Sister Cities Committee member with a term ending January 31, 2030.

28. Transportation and Public Works Commission
LOCATION: Citywide
Motion to approve Councilmember Brunner’s nomination of a Transportation and Public Works Commission member with a term ending January 31, 2029.

29. Water Commission
LOCATION: Citywide
Motion to approve Councilmember Brunner’s nomination of a Water Commission member with a term ending January 31, 2029.

Adjournment
January 27, 2026 City Council 12

INFORMATION ITEMS PREVIOUSLY DISTRIBUTED TO CITY COUNCILMEMBERS None issued.

MAYOR'S PROCLAMATIONS
ADDENDUM TO CITY COUNCIL AGENDA – JANUARY 27, 2026
Proclaiming the month of January 2026 as “Human Trafficking Awareness and Prevention Month” and encouraging all residents to learn more about preventing human trafficking and violence against women and join in recognizing the Commission for the Prevention of Violence Against Women for its leadership, education, advocacy, and commitment to building a safe community for all.

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 – at-large nomination.

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.
2026 City Council Meeting Calendar
February 10 - Regular Meeting
February 16 - City Hall Closure - Presidents' Day
February 24 - Regular Meeting
March 10 - Regular Meeting
March 24 - Regular Meeting
March 31 - City Hall Closure - Cesar Chavez Day
April 1/2 - Passover (City observed sundown to sundown) April 14 - Regular Meeting
April 28 - Regular Meeting
May 12 - Regular Meeting
May 25 - City Hall Closure - Memorial Day
May 26 - Regular Meeting/Budget Hearings
May 27 - Special Meeting - Budget Hearings
June 9 - Regular Meeting
June 19 - City Hall Closure - Juneteenth
June 23 - Regular Meeting
July 3 - City Hall Closure - Independence Day
July 14 and 28 Meetings Cancelled
August 11 - Regular Meeting
August 25 - Regular Meeting
September 7 - City Hall Closure - Labor Day
September 8 - Regular Meeting
September 11/12 - Rosh Hashanah (City observed -  sundown to sundown) October 20/21 - Yom Kippur (City observed -  sundown to sundown) September 22 - Regular Meeting
October 13 - Regular Meeting
October 27 - Regular Meeting
November 11 - City Hall Closure - Veteran's Day (observed) November 17 - Regular Meeting
November 26 - City Hall Closure - Thanksgiving Day
November 27 - City Hall Closure - Day After Thanksgiving Day December 4/5 - Hanukkah (City observed -  sundown to sundown) December 8 - Regular Meeting
December 22 Meeting Cancelled
December 25

6.1 City Council

AGENDA REPORT
DATE: 01/12/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Attorney
SUBJECT: City Manager Annual Merit Increase (CA)
LOCATION: None
RECOMMENDATION: Motion to adopt a resolution amending the Personnel Complement and Classification and Compensation Plans and the FY 2026 Budget – City Manager, effective January 3, 2026.

BACKGROUND: The City Manager is employed by the City of Santa Cruz (City) through an employment contract. This contract was approved in December of 2021 with a term that extends to January 1, 2030. The contract calls for an annual performance evaluation and salary review to be conducted by the City Council and authorizes the Council to grant an annual merit increase based thereon.

DISCUSSION: The City Council conducted an annual performance evaluation/salary review in closed session at its regular meetings of December 9, 2025 and January 13, 2026. As a result of the evaluation, the City Council directed that an item be agendized for the January 27, 2026 meeting to consider, in open session, a merit increase in the amount of 5 percent of base salary.

This increase is consistent with other City employees who, upon completion of a successful performance evaluation, are provided a 5 percent merit increase (often referred to as a Step Increase). This will result in an increase in the City Manager’s base compensation from $29,063/month to $30,517/month (effective January 3, 20261).

California State Law requires that all executive employee salary increases must be approved in open session at a regularly scheduled City Council Meeting.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable.

HEALTH IN ALL POLICIES (HiAP): Not applicable.
1 As is the case with all City employees, a merit increase, if given, is effective the same date each year. The City Manager’s Hire date was 1/3/2022. Thus, if a merit increase is given, it is effective on the anniversary of his hire date.

7.1 FISCAL IMPACT:

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

2. This recommendation requires a budget adjustment: Yes

3. The recommendation creates an on-going expenditure commitment: Yes FISCAL IMPACT DESCRIPTION: Additional appropriations for the cost of this compensation change, and its related impact to benefits costs, will be brought to City Council in the FY 2026 midyear budget adjustment in February 2026.

Prepared and Submitted By:

Cassie Bronson
City Attorney
ATTACHMENTS:

1. RESOLUTION.DOCX

7.2 RESOLUTION NO. NS-XX,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AMENDING

THE PERSONNEL COMPLEMENT AND CLASSIFICATION AND COMPENSATION PLANS AND THE FY2026 BUDGET – CITY MANAGER’S OFFICE
WHEREAS, City Council has recommended a merit increase for the City Manager as part of its annual review,
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz, as follows:

That effective January 3, 2026 the City of Santa Cruz Classification and Compensation Plans be modified to:

Activity Classification No. and Title Salary (New
Classifications and
Changes)
City Manager’s Office
Classification Salary
Change
1210 805 – City Manager
From: $26,420/mo - $29,063/mo
To: 5% Increase
(Effective January 3,
2026)
$27,741/mo - $30,517/mo
PASSED AND ADOPTED this 27th day of January 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

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

7.3 Brittany Inclan
From: Bonnie Bush
Sent: Monday, January 26, 2026 8:00 AM
To: City Council
Subject: Fwd: Consent Calendar Item 7 – City Manager Annual Merit Increase Bonnie Bush, CMC
City Clerk
City of Santa Cruz
809 Center St., Room 8, Santa Cruz, CA 95060
Phone: 831-420-5035
Email:[email protected]
Web: santacruzca.gov
Begin forwarded message:

From: Brendy O'hara <[email protected]>
Date: January 26, 2026 at 7:34:17 AM PST
To: Bonnie Bush <[email protected]>, Bonnie Bush <[email protected]> Subject: Consent Calendar Item 7 – City Manager Annual Merit Increase

****CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.**** This City Council and its Mayor should reject the merit-salary increase of its City’s highest paid employee until it is fiscally sound. The City of Santa Cruz can no longer afford to stay fiscally sound if it is running a $6 million deficit in 2026-27 and another $3 million expected deficit in 2027-28. Not-to-mention, that the City is potentially facing an additional 8 to 10 year deficit per recent studies. (Note: UCSC, alone, is running an $81 million-dollar fiscal deficit.) Navigating a structural budget deficit and counting on limited reserves to cover emergency gaps, this City Council should not be relying upon anticipated revenue sustainability from new hotels being built to bridge these short-to-long term deficits when hotel workers earn minimum wage serving rich clientele who can afford $800-$1000 hotel daily rates. Moreover, the proposed development of a new, larger arena for the Santa Cruz Warriors (the G League affiliate of the $6 billion+ Golden State Warriors) as part of a "Downtown Plan Expansion" and the displacement of existing small businesses, an assisted living facility, and residents in the area for 12-story

7.4 high rise buildings is unsound. This type of policy decision-making by the City Manager and this City Council and Mayor won’t raise enough revenue to offset its deficits.

Second, the City’s budget also faces pressure from rising labor, pension, and operational costs.

This City Council and Mayor should not ask the voters to once again raise its sales tax to pay for this highest paid employee’s salary increase when he is making 4x as much as the average City employee.

In short, the City of Santa Cruz cannot afford to increase its highest-salary paid City employee by offering another merit-based salary increase – thus making this City Manager’s salary with benefits to be over $400,000 which will rank this position as one of the highest paid in the nation, our local jurisdiction and the bay area. This City Council and its Mayor should hold salary increases for all its managers, directors, Chief of Police, Fire Chief, etc until Santa Cruz City once again has a budget surplus. We are going broke!! Enough already – Vote No.

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

MINUTES OF A CITY COUNCIL MEETING
January 13, 2026
Closed Session
1:00 PM
Mayor Keeley opened the City Council Closed Session at 1:01 p.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, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson; Mayor Keeley.

Absent: None.

Staff: City Manager M. Huffaker, City Attorney C. Bronson, Director of Finance E. Cabell, Deputy City Clerk Administrator J. Wood, City Clerk Administrator B. Bush.

Swearing in of City Attorney Cassie Bronson
Statements of Disqualification – Councilmember Brunner announced she will be recusing herself from items 2.2 and 2.3 as they relate to her employment.

Public Comment on Closed Session Items
Mayor Keeley opened the public comment period at 1:10 p.m. The following people spoke:

James Ewing Whitman
Jeffrey Paine spoke regarding item 1.1
Mayor Keeley closed the public comment period at 1:14 p.m., at which time the meeting was closed to the public and Council adjourned to the Courtyard Conference Room.

8.1 January 13, 2026 CITY COUNCIL MINUTES 8133
Closed Session

1. Conference With Legal Counsel – Liability Claims (Government Code §54956.95) 1) Claimant: Jeffrey Marshall Paine
2) Claimant: Ann Sisco
3) Claimant: Curron Michael-Edward Clark
4) Claimant: Curron Michael-Edward Clark
5) Claimant: Curron Michael-Edward Clark
6) Claimant: Curron Michael-Edward Clark
Claims against the City of Santa Cruz
Council received a status report, took up under agenda item 19, and no reportable action was taken.

2. Real Property Negotiations (Government Code §54956.8) 1) Property: 1305 E. Cliff Drive
APN: 010-282-01
Owner: City of Santa Cruz
City Negotiators: Tony Elliot
Negotiating Parties: City of Santa Cruz and Felicia Van Stolk Under Negotiation: Price, Terms of payment, or both
2) Property: 1330 and 1344 Pacific Avenue
APN: 005-081-35 and 005-081-37
Owner: Palomar Associates
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz and Palomar Associates Under Negotiation: Price, Terms of payment, or both
3) Property: 121 Soquel Avenue
APN: 005-081-51 (Portion)
Owner: Oswald, LLC dba Oswald
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz and Damani Thomas Under Negotiation: Price, Terms of payment, or both
Item 2.1 was not discussed. Council received a status report from the City Negotiator for the remaining properties, and no reportable action was taken.

8.2 January 13, 2026 CITY COUNCIL MINUTES 8134
Closed Session (continued)

3. Conference with Legal Counsel - Existing Litigation (Government Code §54956.9(d)(1))
Townsend, Dominique v. City of Santa Cruz, et al.
(Santa Cruz County Superior Court Case No. 23CV02872)
Council received a status report, and no reportable action was taken.

4. Conference with Labor Negotiators (Government Code §54957.6) Fire Management
Police Officers Association
Supervisors, OE3
City Negotiator - Sara De Leon
Council received a status report from the City Negotiator, and no reportable action was taken.

5. Public Employee Performance Evaluation/Conference with Labor Negotiators (Government Code §54957, §54957.6)
Unrepresented employee: City Manager
Agency designated representative: City Attorney
Council received a status report, and no reportable action was taken.

8.3 January 13, 2026 CITY COUNCIL MINUTES 8135
City of Santa Cruz
809 Center Street
Santa Cruz, California 95060

MINUTES OF A CITY COUNCIL MEETING
January 13, 2026
2:30 PM
Call to Order – Mayor Keeley called the meeting to order at 2:31 p.m. in Council Chambers.

Roll Call

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

Absent: None.

Staff: City Manager M. Huffaker, Assistant City Manager M. Templeton, City Attorney C. Bronson, Deputy City Manager/Director of Economic Development and Housing B. Lipscomb, Director of Finance E. Cabell, Chief of Fire R. Oatey, Chief People Officer S. De Leon, Director of Information Technology K. Morgan, Director of Parks and Recreation T.

Elliot (via Zoom), Director of Planning and Community Development L.

Butler, Chief of Police B. Escalante, Director of Public Works N. Nguyen, Associate Planner II J. Kidson, Sustainability and Resiliency Officer T.

Wise-West, Deputy City Clerk Administrator J. Wood, City Clerk Administrator B. Bush.

Oral Communications
At 2:31 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 the previous meeting and stated the meeting rules were not enforced consistently, and freedom of speech.

James Ewing-Whitman spoke regarding his employment history, a painful surgery he had, and circulation issues he’s experiencing.

8.4 January 13, 2026 CITY COUNCIL MINUTES 8136
Oral Communications (continued)
Becky Steinbrunner spoke regarding the proclamation for Human Trafficking Awareness and Prevention Month, and the Civil Grand Jury report on human trafficking.

Elaine Saulter spoke regarding the proclamation for Human Trafficking Awareness and Prevention Month, and the Arukah Project.

Caitlin spoke regarding the acoustic conflict of zoning high-density residential units within the acoustic footprint of the Catalyst.

Unidentified person spoke regarding fire safety of lithium-ion batteries.

At 2:44 p.m. Mayor Keeley closed Oral Communications.

Presentation

6. Mayoral Proclamation Declaring January 2026 as Human Trafficking Awareness and Prevention Month
Councilmember Golder read from a proclamation declaring January 2026 as Human Trafficking Awareness and Prevention Month. Karen Madura, Chair, and Ilene Feinman, Commissioner, Commission for the Prevention of Violence Against Women, spoke.

Presiding Officer's Announcements
Statements of Disqualification – None.

Additions and Deletions – None.

City Attorney Report on Closed Session – See pages 8133—8134 for the report.

Council Meeting Calendar

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

8.5 January 13, 2026 CITY COUNCIL MINUTES 8137
Consent Agenda
Councilmember Newsome made a comment on item 17.

Councilmember Brunner made a comment on items 12, 13, 16 and 24.

Councilmember Trigueiro made a comment on item 12 stating in an abundance of caution, she would not be serving on the CORE Ad Hoc Committee, and on item 13.

Councilmember O’Hara made a comment on item 14.

Vice Mayor Kalantari-Johnson made a comment on items 13 and 14.

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

Unidentified person spoke regarding item 14.

James Ewing-Whitman spoke regarding items 10, 14, 15, 16, 19 and 25.

Brad Snyder spoke regarding item 11.

Mayor Keeley closed the public comment period.

MOTION: Vice Mayor Kalantari-Johnson moved, seconded by Councilmember Golder, to approve the amended Consent Agenda.

ACTION: The motion carried unanimously with the following vote.

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

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

8. Resolution Extending the Emergency Declarations in Connection with the 2022/2023 Winter Storms and 2023/2024 Winter Storms (CA) LOCATION: Citywide
Resolution No. NS-30,595 was adopted extending by sixty days the Local Emergency Declarations in connection with the 2022/2023 and 2023/2024 Winter Storms.

8.6 January 13, 2026 CITY COUNCIL MINUTES 8138
Consent Agenda (continued)

9. Resolution Extending the Emergency Declaration in Connection with the December 2024 Municipal Wharf Emergency (CA/CM)
LOCATION: District 4
Resolution No. NS-30,596 was adopted extending by sixty days the Local Emergency Declaration in connection with the December 2024 Municipal Wharf emergency.

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

11. Resolution Ordering an Election for Three Council Seats, Districts 4 and 6, and Mayor, for the June 2, 2026 Primary Election (CC)
LOCATION: Citywide
Resolution No. NS-30,597 was adopted ordering an election, requesting the County Elections Department to conduct the election, and requesting consolidation of the election with the June 2, 2026 Primary Election.

12. Appointment of Representatives to External Agencies, Groups, Council Committees and Task Forces (CC)
LOCATION: Citywide
Motion carried to approve Mayor Keeley’s nominations as amended to external agencies, groups, and City Council committees and task forces for the 2026 calendar year.

13. Adoption of Policy Framework for the Sugar-Sweetened Beverage Tax Oversight Committee (SSBTOC) (CM/CN)
LOCATION: Citywide
Motion carried to adopt a policy framework, as described in this agenda report, establishing the Sugar-Sweetened Beverage Tax Oversight Committee (SSBTOC), consistent with Santa Cruz Municipal Code §3.38.015, to ensure community oversight, transparency, and equitable allocation of revenues generated by the Sugar-Sweetened Beverage (SSB) Tax.

8.7 January 13, 2026 CITY COUNCIL MINUTES 8139
Consent Agenda (continued)

14. FY25 Strategic Plan Annual Report (CM)
LOCATION: Citywide
Motion carried to approve the Fiscal Year (FY) 25 Strategic Plan Annual Report.

15. Distribution of Coast Pump Station Battery Storage Tax Credit (CM/PW/WT) LOCATION: Citywide
Motion carried to:
 Approve the distribution of revenue from the Coast Pump Station Battery Storage federal investment tax credit; and
 Adopt Resolution No. NS-30,598 amending the revenues and expenditures in the FY 2026 Budget by $1,766,641 and $1,736,641, respectively, for the General Fund ($1,589,977), the Photovoltaic Systems Improvements project (c702602, $73,332), the Solar PV Expansion at Corp Yard project (c101901, $73,332), and the Carbon Fund ($30,000).

16. Navigation Center Funding Agreement (EDH)
LOCATION: District 5
Motion carried to:
 Reauthorize the City Manager, or designee, to execute the California Department of Health Care Services (DHCS) Behavioral Health Infrastructure Bond Program Funding Agreement (PFA) and any documents, amendments or extensions of a non-substantive nature, in a form approved by the City Attorney;
 Adopt Resolution No. NS-30,599 amending the Fiscal Year 2026 budget to appropriate $30,100,000 to grant funding and match; and  Adopt a finding of Categorical Exemption pursuant to CEQA Guidelines Section 15332 (In-Fill Development Projects); and Statutory Exemptions pursuant to Cal. Welfare & Institutions Code §5960.3(b) and Government Code §65662 (Low Barrier Navigation Centers).

8.8 January 13, 2026 CITY COUNCIL MINUTES 8140
Consent Agenda (continued)

17. Palomar Inn Affordable Housing Preservation (EDH)
LOCATION: District 4
Motion carried to:
 Authorize the City Manager, or designee, to execute an affordable housing preservation loan agreement, and any related documents, amendments or extensions, in a form to be approved by the City Attorney;  Adopt Resolution No. NS-30,600 amending the Fiscal Year 2026 budget to appropriate $1,000,000 in the Affordable Housing Trust Fund (AHTF), transferred from the Housing Successor Agency, as a loan to the Palomar Inn Project; and
 Adopt a finding of Categorical Exemption pursuant to CEQA Guideline Section 15301 (Existing Facilities).

18. Living Wage Rate Annual Prescription for Fiscal Year 2027 (FN) LOCATION: Citywide
Resolution No. NS-30,601 was adopted upwardly indexing the prescribed minimum living wage rate by 2.7%, the amount which corresponds to San Francisco-Oakland-Hayward Area Consumer Price Index (CPI) for Urban Wage Earners and Clerical Workers, for the period ending August 31, 2025, to become effective July 1, 2026; and rescinding Resolution No. NS-30,433.

19. Liability Claims Filed Against the City of Santa Cruz (FN) Motion carried to reject the liability claims of 1) Jeffrey Marshall Paine, 2) Ann Sisco, and 3) Curron Michael-Edward Clark, and to return as late, the claims of 4) Curron Michael-Edward Clark, 5) Curron Michael-Edward Clark, and 6) Curron Michael-Edward Clark; based on staff recommendation.

20. Outside Legal Services – Budget Adjustment (HR)
LOCATION: Citywide
Resolution No. NS-30,602 was adopted amending the Fiscal Year (FY) 2026 budget to appropriate funds in the amount of $363,394 to the Human Resources Department for outside legal services.

8.9 January 13, 2026 CITY COUNCIL MINUTES 8141
Consent Agenda (continued)

21. 2025-2028 City of Santa Cruz Fire Management Association Agreement for Successor Memorandum of Understanding (HR)
LOCATION: Citywide
Resolution No. NS-30,603 was adopted adopting a Total Tentative Agreement between the City of Santa Cruz and the Fire Management Association effective October 11, 2025 through July 3, 2028.

22. 2025-2028 City of Santa Cruz Supervisors Operating Engineers, Local 3 Agreement for Successor Memorandum of Understanding (HR) LOCATION: Citywide
Resolution No. NS-30,604 was adopted approving the Total Tentative Agreement between the City of Santa Cruz and the Supervisors Operating Engineers, Local 3, dated December 6, 2025 through December 8, 2028.

23. Neary Lagoon Tule & Sediment Removal Project 2025 (m409668) – Notice of Completion (PW)
LOCATION: District 3
Motion carried to accept the work of McNabb Construction, Inc. (Lafayette, CA) as completed per plans and specifications and authorize the filing of the Notice of Completion for the Neary Lagoon Tule & Sediment Removal Project 2025 (m409668) and authorizing the Public Works Director to sign the Notice of Completion as the Owner’s Authorized Agent.

8.10 January 13, 2026 CITY COUNCIL MINUTES 8142
Consent Agenda (continued)

24. Soquel Avenue Minor Striping Improvements 2025 (PW) LOCATION: Districts 1 and 2
Motion carried to:
 Approve the Soquel Avenue Minor Striping Improvements 2025 Plan;  Adopt Resolution No. NS-30,605 to approve the Soquel Avenue Minor Striping Improvements 2025 Plan pursuant to Government Code Section 830.6; and
 Adopt a finding of Categorical Exemption under CEQA Guidelines 14 CCR section 15301(c) (existing facilities).

25. Purchase of Vac Con Vactor Truck (WT)
LOCATION: None
Motion carried to authorize the purchase a hydro-excavator truck from Vaccon (Green Cove Springs, FL) in the amount of $742,564.02 under the existing cooperative contract with Sourcewell.

End Consent Agenda
At this time the Mayor reordered the agenda to hear item 28.

8.11 January 13, 2026 CITY COUNCIL MINUTES 8143
General Business

26. Introduce for Publication an Ordinance Amending Chapter 16.02 of the Santa Cruz Municipal Code Restricting the Irrigation of Nonfunctional Turf (WT) LOCATION: County (Water Service Area)
Associate Planner II J. Kidson 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 Golder, to:
 Introduce for publication Ordinance No. 2026-01 amending Chapter 16.02 of the Santa Cruz Municipal Code restricting the irrigation of nonfunctional turf; and
 Adopt a finding of categorical exemption pursuant to California Environmental Quality Act (CEQA) Guidelines Section 15307 (Actions by Regulatory Agencies for Protection of Natural Resources) and Section 15308 (Actions by Regulatory Agencies for Protection of the Environment).

ACTION: The motion carried unanimously with the following vote.

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

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

8.12 January 13, 2026 CITY COUNCIL MINUTES 8144
General Business (continued)

27. Climate Action Plan 2030 – 2022-2025 Citywide Implementation Workplan Progress Report and Proposed 2026-2029 Citywide Implementation Workplan (CM)
LOCATION: Citywide
Sustainability and Resiliency Officer T. Wise-West spoke.

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

Unidentified person
Gino Garcia
Unidentified person
Mayor Keeley closed the public comment period.

MOTION: Councilmember O’Hara moved, seconded by Councilmember Newsome, to:
 Accept Climate Action Plan 2030 (CAP 2030) - 2022-2025 Citywide Implementation Workplan Progress Report; and
 Approve CAP 2030 – Proposed 2026-2029 Citywide Implementation Workplan.

ACTION: The motion carried unanimously with the following vote.

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

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

8.13 January 13, 2026 CITY COUNCIL MINUTES 8145
General Business (continued)

28. Terminate Flock Safety Automated License Plate Reader (ALPR) Contract; Cease ALPR Use; Direct Conditional Return Only if a Fully-Vetted, ValuesAligned ALPR Alternative is Identified (CN) LOCATION: Citywide
Councilmember O’Hara spoke.

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

Unidentified person
Sean Dougherty
Mei
Peter Gelblum
Jill Clifton
Sergeant J. Trog
Laura Chatham
Anna
Andrew Davis
Joe Thompson
Michael Leavy
Musa
Geroge Cadman
Greg Bengston
Brett Garrett
James Ewing-Whitman
Katherine Hedges
Nyanko
Linda Marin
Unidentified person
Unidentified person
Tanya Harmony Ridino
Christine Kelsey
Gretchen Reyes
Unidentified person
Batya Kagan
Sarah
Brad Snyder
Sarah
Rachel O’Malley
Unidentified person
Mayor Keeley closed the public comment period.

8.14 January 13, 2026 CITY COUNCIL MINUTES 8146
General Business (continued)

28. Terminate Flock Safety Automated License Plate Reader (ALPR) Contract; Cease ALPR Use; Direct Conditional Return Only if a Fully-Vetted, ValuesAligned ALPR Alternative is Identified (CN) LOCATION: Citywide (continued) MOTION: Councilmember O’Hara moved, seconded by Vice Mayor Kalantari-Johnson, to:
 Terminate the City’s contract with, and discontinue use of, Flock Safety ALPR services effective immediately and direct the City Manager/City Attorney to provide the necessary notice; and
 Direct staff to return to City Council with a recommended approach for reinstituting ALPRs, only if and when a viable option is identified, including:
 Recommended vendor/system that provide stronger local controls; and  Recommended contract and policy safeguards to ensure system transparency, protect civil liberties, and reduce cybersecurity risks, including strict controls on data access/sharing and independent auditability.

Chief of Police B. Escalante responded to Council questions.

SUBSTITUTE MOTION: Councilmember Brunner moved to direct staff to continue using Flock Safety ALPR services and renew the City’s contract with Flock, subject to the following safety restrictions:
(1) Staff is directed to end all data-sharing relationships in the Flock program with all jurisdictions, except for local law enforcement agencies in Santa Cruz County and adjoining counties (Monterey County, San Benito County, Santa Clara County, and San Mateo County) who complete a Cityrequired attestation form, requiring those agencies to:
(a) Align with the same data-sharing values as the City of Santa Cruz and only perform Flock searches for legitimate law enforcement purposes, and not for immigration or other illegitimate improper purposes; (b) Never perform searches on behalf of any federal agency, share with, or let any federal agency or federal agent access the database; and

8.15 January 13, 2026 CITY COUNCIL MINUTES 8147
General Business (continued)

28. Terminate Flock Safety Automated License Plate Reader (ALPR) Contract; Cease ALPR Use; Direct Conditional Return Only if a Fully-Vetted, ValuesAligned ALPR Alternative is Identified (CN) LOCATION: Citywide (continued) SUBSTITUTE MOTION (continued):
(c) Utilize the same drop-down menu in the Flock program which only lists crimes that are chargeable in California.

This attestation will be under penalty of perjury, and the City of Santa Cruz will immediately cease all data- sharing relationships with entities who violate the terms of the attestation.
(2) Flock’s contract language is to be modified with City Attorney approved language to:
(a) more clearly prohibit Flock from ever engaging in unauthorized or potentially illegal sharing of the City’s ALPR data;
(b) specify that the City will not take any upgrades automatically without agreeing individually to the changes in functionality.
(3) The City’s Network Audit data will be subject to an independent quarterly review, the City’s Organizational Audit data will continue to be posted with appropriate redactions to the SCPD’s Flock transparency portal, and the City’s Network Audit data will be posted with appropriate redactions to SCPD’s City-hosted transparency portal. SCPD’s ALPR policy will be updated to reflect these changes.
(4) Staff will report back to the Public Safety Committee (PSC) in approximately 6 months to obtain the PSC’s recommendation as to whether any further changes to the City’s ALPR program are warranted.

If the PSC recommends a change, a Council meeting will be agendized for potential Council action on the PSC’s recommendation. (5) City staff, including IT, will review all internal data systems and external data contracts citywide to ensure that privacy and safety safeguards align with the same safeguards set out in this motion.

Motion failed due to a lack of a second.

City Attorney C. Bronson responded to Council questions.

8.16 January 13, 2026 CITY COUNCIL MINUTES 8148
General Business (continued)

28. Terminate Flock Safety Automated License Plate Reader (ALPR) Contract; Cease ALPR Use; Direct Conditional Return Only if a Fully-Vetted, ValuesAligned ALPR Alternative is Identified (CN) LOCATION: Citywide (continued) ACTION: The original motion carried with the following vote.

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

NOES: Councilmember Brunner.

ABSENT: None.

DISQUALIFIED: None.

At this time Council heard item 26 followed by item 27.

Adjournment – Councilmember Golder moved, seconded by Brunner, to adjourn. By consensus City Council adjourned at 6:08 p.m.

Respectfully Submitted:

Julia Wood, Deputy City Clerk Administrator
Attest:

Bonnie Bush, City Clerk Administrator
Approved:

Fred Keeley, Mayor

8.17 City Council

AGENDA REPORT
DATE: 01/07/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Adoption of a Council Policy, "Disruption of Remote Participation During a Council Meeting," as required by Senate Bill 707 (CC) LOCATION: Citywide
RECOMMENDATION: Motion to adopt a resolution adopting Council Policy 6.22, Disruption of Remote Services, to incorporate new Brown Act amendments regarding Council meeting disruption procedures for two-way remote access pursuant to Senate Bill 707.

BACKGROUND: On October 3, 2025, Governor Newsom signed into law Senate Bill 707 (SB 707), which amends the Brown Act with the intent to diversify and increase public engagement during local government meetings of legislative bodies. Among the various new requirements under SB 707, all qualified legislative bodies must now offer hybrid meetings (through a twoway phone or video platform). Santa Cruz City Council meetings are already, and will continue to be, conducted in a hybrid format via Zoom.

In addition, SB 707 requires the City to formally adopt a policy, on or before July 1, 2026, that outlines the procedures for recessing and reconvening a meeting in the event of disruption and the efforts that the City Council and staff shall make to attempt to restore the service.

DISCUSSION: Staff prepared the attached draft Council Policy 6.22 to satisfy this new State requirement. The Policy mirrors the meeting disruption guidelines that are already outlined in SB 707, which require the legislative body to take a recess and attempt to restore service for at least one hour. If service cannot be restored within one hour, the legislative body must conduct a rollcall vote confirming that good faith efforts were made and that the public interest in continuing the meeting outweighs the need for remote access. (Cal. Gov. Code § 54953.4(b)(1).) Please note that the public would still be able to view the City Council meeting using any of the following resources:
1) The City’s website at https://www.santacruzca.gov/Government/City-Council/CouncilMeetings/View-Council-Meetings 2) Community Television at https://communitytv.org/watch/ 3) Comcast Channel 25
4) The meeting location.

9.1 The attached draft Council Policy outlines the accommodation that would take place if disruptions were to occur. If adopted, the requirements would take effect immediately.

The full text of SB 707 can be found here:
https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202520260SB707 CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a "project" under CEQA.

HEALTH IN ALL POLICIES (HiAP): Though City Council meetings have been held in a hybrid format (in-person in Council Chambers and via Zoom) since 2020, this policy supports the Equity pillar of HiAP by formalizing a process to ensure that Council and staff take appropriate steps to restore two-way participation should that service be interrupted. The hybrid format provides access for members of the public who are unable to attend meetings in-person, thus increasing public engagement.

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: None.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. DRAFT POLICY.DOCX

9.2 RESOLUTION NO. NS-30,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ ADOPTING COUNCIL POLICY 6.22, DISRUPTION OF REMOTE PARTICIPATION DURING A

COUNCIL MEETING
WHEREAS, On October 3, 2025, Governor Newsom signed into law Senate Bill 707 (SB 707), which amended the Brown Act to diversify and increase public engagement in meetings of local legislative bodies. Among the various new requirements under SB 707, all qualified legislative bodies must now offer hybrid meetings (through a two-way phone or video platform); and
WHEREAS, The City Council currently holds its meetings in a hybrid format via Zoom and will continue to be; and
WHEREAS, SB 707 requires the City to formally adopt a policy, on or before July 1, 2026, that establishes the procedure for recessing and reconvening a meeting in the event of disruption of remote participation and the efforts that the City Council and staff shall make to attempt to restore the service.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santa Cruz, that Council Policy 6.22, Disruption of Remote Services, is hereby adopted.

PASSED AND ADOPTED this 27th day of January, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

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

9.3 COUNCIL POLICY 6.22
POLICY TITLE: DISRUPTION OF REMOTE PARTICIPATION DURING A COUNCIL

MEETING
POLICY STATEMENT:

To comply with recent legislative amendments enacted by Senate Bill 707, this policy establishes the procedure to be followed in the event of a disruption in two-way remote participation (including, but not limited to, Zoom) during a Council meeting. In the event of such disruption, if the disruption prevents members of the public from remotely attending or observing the meeting, the City Council shall recess for no less than one hour, during which time staff shall make good faith efforts to restore service. Following such efforts, the City Council shall adopt, by roll-call vote, a formal finding affirming that reasonable efforts were made to resolve the disruption and that resuming the meeting serves the public interest more than further delaying the meeting to seek a resolution.

AUTHORIZATION: Resolution No. NS-30,XXX: January 27, 2026

9.4 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Manager
SUBJECT: Resilient Coast Santa Cruz 2.0 Update: Summary of Community Engagement Events and Data Summary Conditions Technical Brief (CM) LOCATION: Districts 2, 3, 4, and 6
RECOMMENDATION: Receive information on the community engagement events to date and accept the Data Summary Technical Brief Snapshot for the Resilient Coast Santa Cruz 2.0 Project.

BACKGROUND: Funded by the Ocean Protection Council (OPC), the City of Santa Cruz (City) has launched the Resilient Coast Santa Cruz 2.0 Project (Project), building on years of planning and studies to create clear, community-supported Implementation Blueprints and Shoreline Adaptation Management Plans (SAMPs) for three areas: West Cliff, Main/Cowell Beaches, and Seabright/East Cliff. The SAMPs will include specific projects, and fundable implementation plans for the next 20-30 years, along with recommendations for updated Local Coastal Program policies aimed at helping Santa Cruz preserve its coastline, neighborhoods, and natural and recreational resources. This project will meet Senate Bill (SB) 272 requirements for sea level rise planning, OPC’s Sea Level Rise Criteria, and Coastal Commission’s Sea Level Rise Policy Guidance.

Since the last City Council project update on October 28, 2025, Staff have conducted three community open house meetings, one focus group in the Beach Flats neighborhood, and one Advisory Committee meeting. Staff have also finalized the first of four technical briefs for the project, Data Summary Technical Brief. The purpose of this City Council update is to present the findings from the community engagement meetings and request that City Council accept the Data Summary Technical Brief Snapshot.

DISCUSSION:

Community Engagement Summary
The first round of community engagement for the Shoreline Adaptation Management Plans (SAMPs) was held on November 5, 6, and 13, 2025, focusing on West Cliff, Main/Cowell Beaches, and East Cliff/Seabright Beach subareas, respectively. The goal was to (1) introduce the project and future opportunities to engage on it with community members, (2) share the City’s understanding of existing and future conditions (Attachment), and (3) gather feedback and community priorities. A total of 94 people attended the three events, with approximately 50

10.1 people at the West Cliff meeting, 14 people at the Main/Cowell Beaches meeting, and 30 people at the East Cliff/ Seabright meeting. At the open-house style meetings, staff hosted stations that explained the project, displayed maps showing Existing and Future Conditions (Attached), summarized past feedback received during projects from Resilient Coast Santa Cruz 1.0 (i.e., pre-2023), provided information about the project Advisory Committee and draft equity principles, and provided many opportunities for comments and feedback (verbal, written, and online post event). The City also debuted its new Nature Based Solutions Virtual Reality App which guided participants through the recommendations of the recently completed Nature Based Solutions Feasibility study. Materials from and a complete summary of the three community events, including participant feedback, is available on the project website:
https://www.santacruzca.gov/files/assets/city/v/1/cmo/documents/climate/rcsc2.0_round-1_openhouse-summary_nov2025_rev-cosc.pdf.

Several key themes emerged from the meetings:
 Safety and Erosion: Strong concerns about erosion hazards, sea caves, and beach access safety, including concerns about structural issues at Lighthouse Point.  Nature-Based Solutions: Broad support for habitat restoration and hybrid strategies, with requests for more education on effectiveness.
 Roadway Alignment: Mixed opinions on West Cliff realignment at Lighthouse Field; concerns about traffic rerouting and property impacts if West Cliff is damaged.  Sand Management: Some support for sand replenishment at Cowell Beach and other surf spots to maintain recreation and reduce erosion.
 Community Engagement: Desire for expanded outreach (social media, neighborhood ambassadors) and clearer communication on next steps.

Data Summary Technical Brief
The Data Summary Technical Brief is the first of four technical reports that, together with the implementation blueprint, will comprise the SAMPs for each subarea. The objective of the brief was to: 1) review all past coastal planning and community engagement work, 2) demonstrate how the City meets state requirements and fills any outstanding gaps, and 3) provide a clear picture of current and future shoreline conditions for actionable planning purposes over the next 20-30 years. The review of past work included more than 30 documents from prior projects and studies, including a gap analysis of how that body of work met state criteria for sea level rise planning completed by University of California Santa Cruz graduate students.

The Data Summary Technical Brief inventories prior coastal planning work, documents compliance with SB 272 and OPC sea level rise criteria and establishes baseline and updated projected conditions for sea level rise, flooding, erosion, and emergent groundwater impacts.

Attachment: Data Summary Technical Brief Snapshot provides a synthesis of the report.

Regarding compliance with SB 272 and OPC sea level rise criteria, the City has met many of the requirements through prior work which staff has verified with OPC and California Coastal Commission staff. This effort identified three gaps: emergent groundwater and contaminated site vulnerability analysis, documenting cultural resource considerations and tribal engagement, and financing strategies for adaptation implementation. The Technical Brief fills these gaps, and, upon completion of this project, all requirements will have been met.

Next steps for the project include developing a suite of 20-30-year adaptation projects for each subarea to address coastal hazards, preparing the costs of those projects, and refining existing adaptation pathways (e.g., triggers and thresholds) developed through Resilient Coast Santa Cruz

10.2 1.0 and subsequent studies. Staff will be hosting the second Advisory Committee Meeting, focus groups, community conversations, and an online survey in early spring to gather input and feedback on this crucial task.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. The Council is simply receiving this informational update. The proposed Council action of receiving this information is not a “project” under CEQA because Council’s action will not cause a direct or indirect physical change to the environment. (Public Resources Code section 21065)
HEALTH IN ALL POLICIES (HiAP): Completion of the SAMPs for the three subareas are mitigation actions specified in the recently adopted 2025-2030 Local Hazard Mitigation and Climate Adaptation Plan. Completion of the SAMPs will increase equitable access to the coastline and improve public and life safety. The project prioritizes equitable engagement with indigenous people and historically under-served and under-represented people and employs best practices to facilitate their participation (e.g., stipends, food and childcare for focus groups and events).

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 engagement activities and the Data Summary Technical Brief described in the agenda report are covered by the grant funds awarded from the Ocean Protection Council SB 1 grant and in-kind labor from staff. There will be no impact on the General Fund.

Prepared By:

Hilary Papendick
Senior Coastal Resilience
Planner
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. DATA SUMMARY TECHNICAL BRIEF SNAPSHOT.PDF

2. EXISTING AND FUTURE CONDITIONS.PDF

10.3 What’s Happening and Why It Matters
Santa Cruz’s coastline is facing growing risks from erosion and flooding due to intense storms, sea level and groundwater rising - made worse by climate change. This project builds on years of planning to address these hazards by creating clear, communitysupported resilience blueprints for three coastal areas: West Cliff, Main/Cowell Beaches, and East Cliff. Together, we will prepare Santa Cruz for future coastal change over the next 20 – 30 years by producing Shoreline Adaptation and Management Plans (SAMPs) andfundable implementation blueprints that will help Santa Cruz preserve its coastline, neighborhoods, and natural and recreational resources for generations to come.

What is the Data Summary Technical Brief?
The Data Summary Technical Brief is the first of four technical reports that, together with the implementation blueprint, will comprise the SAMPs. It inventories prior coastal planning work, documents compliance with SB 272 and Ocean Protection Council (OPC) criteria, and establishes baseline and updated projected conditions for sea level rise, flooding, erosion, and groundwater impacts.

1.6 feet

3.1 feet

6.6 feet
Sea Level Rise Scenarios
Shoreline Adaptation + Management Plans
Data Summary Technical Brief Snapshot
Project funded by

10.4 Key Findings by Subarea
West Cliff Main/Cowell Beaches Seabright/East Cliff
Sensitive habitats, cultural
resources, surf breaks,
public access, and critical
infrastructure are at risk.

Sensitive habitats,
cultural resources,
recreational activities,
surf breaks, public access,
and critical infrastructure
vulnerable to flooding.

Sensitive habitats, cultural
resources, recreational
activities, and critical
infrastructure are at risk.

Beach widths may
increase or remain stable
until 2050, then decline by
2100.

Beach widths projected to
steadily decrease through
2100.

Current beach width
equilibrium will decline
significantly by 2100.

Unarmored areas will
erode faster; however
armored areas may lead
to faster beach loss.

Groundwater rise could
mobilize contaminants,
and increase flood risk in
this low-lying subarea
Emergent groundwater
widespread under
moderate/high scenarios.

Wave overtopping and
storm damage projected
to worsen; storm drain
infrastructure already
deteriorating.

High risk of combined
coastal and riverine
flooding under high sea
level rise scenarios.

Flooding and erosion risks
persist under all
scenarios.

Compliance with SB 272 and OPC Sea Level Rise Criteria
The Data Summary Technical brief demonstrates that the City of Santa Cruz has met most of the SB 272 and OPC sea level rise criteria through prior work. The remaining gaps are addressed though this and forthcoming technical briefs, and include 1) Groundwater and contaminated site vulnerability analysis (Data Summary Technical Brief), 2) Documenting Cultural resource considerations and tribal engagement (Ongoing), and 3) Financing strategies for adaptation implementation (Forthcoming).

10.5 Working Together: Make your Voice Heard! Get Engaged! Between community conversations, focus groups, online feedback forms and surveys, there are many opportunities to help shape the outcomes of this project. A diverse advisory group consisting of over 30 community members representing a wide range of interests is helping to ensure the engagement activities are accessible and equitable as the project progresses. And City Council will be updated at key milestones, making decisions along the way.

Although the City team is using flyers, mailers, social media, media releases, and its network of partners to spread the word about this project, the best way to be informed about upcoming opportunities to engage in is to sign up for the City Manager’s Update. You can also follow project progress and view project materials at the project webpage. bit.ly/CM_Update bit.ly/RCSC2
City M Project Webpage: anager’s Update
Resilient Coast Santa Cruz 2.0 is the next wave of the
City’s Coastal Hazard Planning Projects
Next Steps for this project include refinement and development of 20-30 year adaptation strategies across the three subareas, creation of funding plans for priority coastal resilience and adaptation projects, development of Local Coastal Program policies, and ongoing community engagement.

10.6 WEST CLIFF ZONE 1 EXISTING CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

PYRAMID
BEACH

SWIFT STREET
GETCHELL’S

STOCKTON AVE

WEASEL REEF
MITCHELL’S
COVE
of the 21 coastal armoring structures in this
zone, 8 armoring structures are projected to
fail in the next 10 years
overwiNTering
monarchs
natural bridges
state park
Within the short term, two areas of
erosion concern were identified as high
risk to the trail and West Cliff Drive

WAVE HEIGHTS GENERALLY RANGE BETWEEN
2-5 FEET, BUT CAN REACH OVER 20 FEET

DURING SEVERE STORMS
EXPERIENCED ON AVERAGE, 6FT+ OF
EROSION OVER THE LAST 70 YEARS
Surf breaks in this zone break rarely
to infrequently besides mitchell’s cove,
which is surfable regulary
SWANTON BLVD.

WEST CLIFF DR
DE LA COSTA AVE.

SWIFT ST.

TIDEPOOLING KELP Forest

KELP FOREST

EXISTING BEACH FLOODING
(100 YR STORM)

10.7 0 200 400 800
Feet
West Cliff Zone 1 - Future Conditions
RESILIENT COAST SANTA CRUZ 2.0
WEST CLIFF ZONE 1 FUTURE CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

PYRAMID
BEACH
natural bridges
state park POCKET BEACHES, SUCH AS PYRAMID BEACH,

WILL NARROW AND LIKELY BE LOST WITH SEA

LEVEL RISE

RISING SEA LEVELS AND MORE INTENSE STORMS WILL
INCREASE FLOOD risk and bluff erosion, impacting
the trail and small parking overlook areas

AS GROUNDWATER LEVELS INCREASE
DUE TO SEA LEVEL RISE, stormwater
infrastructure will be impacted

CLIMATE CHANGE WILL HAVE THE GREATEST

IMPACT ON BLUFF RETREAT IN THE WESTERN

REGION OF THIS ZONE
SWANTON BLVD.

WEST CLIFF DR
DE LA COSTA AVE.

COASTAL FLOODING projections
(with 100 YR STORM)

HIGHER BLUFF ELEVATIONS ALONG WEST CLIFF HELP BUFFER

IMPACTS OF SEA LEVEL RISE ON RISING GROUNDWATER LEVELS
Unarmored areas of this zone could erode up to 8
ft with 3 ft of sea level rise, and up to 20 ft with
6ft of sea level rise
With 3 ft of sea level rise,
surf breaks may become rare
or infrequent
Sea level rise will drown out tide pool
habitat and seabird perching and nesting
habitat will be lost to bluff erosion

10.8 WEST CLIFF ZONE 2 EXISTING CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

FINGER BOWL
ALMAR AVE.

WEST CLIFF DR
WOODROW ST.

COLUMBIA ST.

MITCHELL’S

COVE BEACH

BETHANY CURVE

EXISTING BEACH FLOODING
(100 YR STORM)
of the 27 different coastal armoring structuresin this zone, 11 armoring structures are projected to fail in the next 10 years. Major repairs have taken place following the 2023-2024 storms to address a few areas of concern

WAVE OVERTOPPING
DURING 2023-2024
WASHED INLAND 150 FT

FROM THE BLUFF EDGE

KELP FOREST
KELP FOrEST
6,895 feet of riprap along West Cliff shoreline,
covering pocket and larger beaches such as
Mitchell’s Cove Beach and Its Beach
Mitchell’s Cove Beach fully erodes
during major winter storms
the coastal bluffs and headlands in this zone have
been carved by wave action over the years, providing
tidepooling opportunities
Over 19 ft of nonepisodic bluff erosion
has occurred over the
last 70 years
Surf break is surfable
regularly

10.9 West Cliff Zone 2 - Future Conditions
RESILIENT COAST SANTA CRUZ 20
WEST CLIFF ZONE 2 FUTURE CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0
ALMAR AVE.

WEST CLIFF DR
WOODROW ST.

COLUMBIA ST.

MITCHELL’S

COVE BEACH
BETHANY CURVE PROJECTED WIDTHS FOR MITCHELL’S COVE BEACH ARE

PREDICTED TO REMAIN STABLE OR INCREASE THROUGH
2050, THEN DECREASE BY 2100
Erosion from more intense storms 3 ft of sea level
rise in unarmored areas will impact the roadway,
trail, parking areas, and stormwater outfalls
Unarmored areas of this zone could experience up
to 35 ft of erosion between 3-6 ft of sea level rise
COASTAL flooding projections
(with 100 YR STORM) Surf break projected to be rarely
surfable with 3 ft sea level rise

10.10 STEAMER LANE
WEST CLIFF ZONE 3 EXISTING CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

INDICATORS

MIDDLE PEAK

SABERJETS

THE SLOT

THE POINT

WEST CLIFF DR
PELTON AVE.

ITS BEACH

LIGHTHOUSE FIELD

STATE PARK

LIGHTHOUSE POINT
overwiNTering
monarchs

WAVE OVERTOPPING DURING LARGE SWELL

AND STORM EVENTS WASHES OVER THE

TRAIL, ROAD, AND PARKING LOT
projected beach widths are predicted to increase
or remain stable until 2050 and steadily decrease
through the end of the century with rising sea levels

SOUTHWEST SWELLS

GENERALLY CAUSE

MORE SIGNIFICANT

WAVE ACTION AND

RESULT IN GREATER

BLUFF EROSION
THIS ZONE HAS 7 DIFFERENT

COASTAL ARMORING STRUCTURES
AND 10 AREAS OF EROSION CONCERN
Recent bluff erosion
events and evidence
of potential event
Surf breaks in this zone
range from almost always
to rarely surfable

UNREPAIRED EROSION

CLIFF JUMPS
WITHIN THE SHORT TERM, 3 AREAS OF EROSION

CONCERN WERE IDENTIFIED AS HIGH RISK TO THE

TRAIL AND WEST CLIFF DR

EXISTING BEACH FLOODING
(100 YR STORM)

KELP FOREST

KELP FOREST

KELP FOREST
Over 14 ft of non-episodic bluff erosion has
occurred over the last 70 years, with a
maximum bluff retreat of 105 ft

10.11 West Cliff Zone 3 - Future Conditions
RESILIENT COAST SANTA CRUZ 20
Sea level rise and intense storms
will make finding hard, stable
surfaces on the ocean floor
HARDER FOR KELP to attach TO
Sea otters, fish, and other
marine life, will suffer if
kelp beds shrink or disappear
WEST CLIFF ZONE 3 FUTURE CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

WEST CLIFF DR
PELTON AVE.

ITS BEACH

LIGHTHOUSE FIELD

STATE PARK

LIGHTHOUSE POINT

GROUNDWATER LEVELS DO NOT DRASTICALLY
INCREASE WITH 6FT OF SEA LEVEL RISE BY 2100
coastal storm and bluff erosion in
unarmored areas is projected to be up
to 27 ft between 3-6 ft of Sea level rise,
impacting parking lots, the road, trail
and stormwater infrastructure
Projected width of Its Beach is expected
to decrease with 6 ft of sea level rise
COASTAL FLOODING projections
(with 100 YR STORM)
Future storms and droughts may
impact overwintering habitat for
monarch butterflies.

Road relocation back to
Lighthouse Field to be
complete by 2028
With 3 ft of sea level rise, surf breaks in
this zone may become infrequent to extinct

10.12 0 75 150 300
Feet
West Cliff Zone 4 - Existing Conditions
RESILIENT COAST SANTA CRUZ 2.0
WEST CLIFF ZONE 4 EXISTING CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0
COWELL’S
COVE
COWELL’S
POINT

WEST CLIFF DR

EXISTING BEACH FLOODING
(100 YR STORM)

PELTON AVE

THIS ZONE HAS
3 DIFFERENT

COASTAL

ARMORING

STRUCTURES
AND 4 AREAS OF

EROSION CONCERN
WITHIN THE SHORT TERM, 3 AREAS OF EROSION

CONCERN WERE IDENTIFIED AS HIGH RISK TO THE TRAIL
AND WEST CLIFF DR. ALL 3 LOCATIONS ARE ASSOCIATED

WITH SEA CAVES

SURFER STATUE
Over 3 ft of non-episodic bluff erosion
has occurred over the last 70 years
Surf breaks in this zone range from
almost always to rarely surfable
KELP FOrEST

10.13 0 75 150 300
Feet
West Cliff Zone 4 - Future Conditions
RESILIENT COAST SANTA CRUZ 2.0
WEST CLIFF ZONE 4 FUTURE CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

WEST CLIFF DR

PELTON AVE

COASTAL EROSION WITH AND WITHOUT

MAINTAINING ARMORING WILL CAUSE

SIGNIFICANT IMPACTS IN THIS ZONE,
ESPECIALLY IN AREAS WITH SEA CAVES.

Bluff erosion could be up to 7 ft with
3-6 ft of sea level rise
Coastal changes will impact coastal
access ways, stormwater infrastructure,
and some trail portions with 3 ft of sea
level rise

SURFER STATUE
COASTAL FLOODING projections
(with 100 YR STORM)

GROUNDWATER RISE DOES NOT DRASTICALLY INCREASE
FOR THIS ZONE WITH 6FT OF SEA LEVEL RISE

10.14 RESILIENT COAST SANTA CRUZ 20
MAIN/COWELL BEACH EXISTING CONDITIONS Main / Cowell Beach - Existing Conditions RESILIENT COAST SANTA CRUZ 2.0

RIVERMOUTH

DEPOT PARK
san LORENZO RIVER

SANTA CRUZ BEACH

BOARDWALK

BEACH ST

CURB WALL

DURING KING TIDES AND LARGE STORM

EVENTS, THE ENTIRE BEACH FLOODS
wide, sandy beach backed by
concrete boardwalk seawall
driftwood deposited by the 2023 storms was
buried at the backbeach, and by early 2025 it
developed into a naturally vegetated dune, recreating a dominant pre-development beach feature WHEN THE SAN LORENZO

RIVER BREACHES IT CAN

CAUSE SIGNIFICANT

SAFETY CONCERNS

ACROSS MAIN BEACH

THE WHARF SUSTAINED SUBSTANTIAL DAMAGE IN
2025 AND IS UNDERGOING RESILIENCY REPAIRS

EXISTING BEACH FLOODING
(100 YR STORM)
COWELL
BEACH

MAIN BEACH

SANTA CRUZ

MUNICIPAL WHARF

FIRST ADA ACCESSIBLE
BEACH IN SANTA CRUZ CO.

Surf breaks in this zone break
infrequently to rarely

10.15 RESILIENT COAST SANTA CRUZ 20
MAIN/COWELL BEACH FUTURE CONDITIONS Main / Cowell Beach - Future Conditions RESILIENT COAST SANTA CRUZ 2.0

BEACH ST
COWELL
BEACH

MAIN BEACH
COASTAL and riverine FLOODING
projections
(with 100 YR STORM)
With up to 6 ft of sea level rise,
combined with projected river
flooding, the majority of this
subarea would be flooded
Flooding will be worsened by emergent
groundwater over the century
Beach width is projected to decrease by 30 ft with 1 ft of sea level rise and 100 ft with 3ft of sea level rise

DEPOT PARK
san LORENZO RIVER
Overtopping of the curb wall is projected to be
more frequent with 3 ft of sea level rise
Surf breaks in this zone will become
extinct with 3 ft of sea level rise
Access ramps and volleyball courts would
be impacted with 3 ft of sea level rise
Entry to the Wharf may be vulnerable to
flooding impacts with 6 ft of sea level rise small organisms living in sand or washed up seaweed will have less habitat, leading to declining food sources for species such as shorebirds

RIVERMOUTH

10.16 EAST CLIFF/SEABRIGHT BEACH EXISTING CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

SAN LORENZO RIVER

TYRRELL PARK

SANTA CRUZ HARBOR

MURRAY ST

ATLANTIC AVE

EAST CLIFF DR

RIVERMOUTH

EXISTING BEACH FLOODING
(100 YR STORM)

BLUFFTOP PARKING LOTS AND EAST
CLIFF DR. HAVE ERODED OVER TIME

LEADING TO ABANDONMENT OR
relocation

A VEGETATED DUNE CONSTRUCTED
OVER THE PAST DECAdE PROVIDES

HABIT AND ENABLES SAND BUILD UP,

PROTECTING BLUFFS BEHIND

THE WEST HARBOR JETTY CATCHES SAND THAT WAVES

MOVE UP AND DOWN THE COAST, CAUSING THIS BEACH TO

BE WIDER THAN IT HISTORICALLY WAS

SAN LORENZO POINT IS

OWNED BY STATE PARKS

AND SCHEDULED FOR AN

ACCESS UPGRADE IN THE

COMING YEARS

SEABRIGHT STATE BEACH
(OWNED BY STATE PARKS)

COASTAL ARMORING

10.17 East Cliff / Seabright Beach - Future Conditions
RESILIENT COAST SANTA CRUZ 20

EAST CLIFF/SEABRIGHT BEACH FUTURE CONDITIONS
RESILIENT COAST SANTA CRUZ 2.0

MURRAY ST

ATLANTIC AVE

EAST CLIFF DR

SEABRIGHT STATE BEACH
(OWNED BY STATE PARKS)
In unarmored areas, 3 ft of sea level rise
and coastal storms may threaten roadways,
stormwater infrastructure, and blufftop homes

SAN LORENZO RIVER

TYRRELL PARK

SANTA CRUZ HARBOR
(outside study area)
Back beach dune habitat could be impacted
by 1.6 ft of sea level rise
Coastal dunes and wetlands will be lost
with rising sea levels. Specialized dune
species won’t be able to easily move inland,
so they’ll need humans help to survive
The West Harbor Jetty’s historical effect of building beach width is now at equilibrium - beach width is projected to be reduced by 100 ft or more with 6 ft of sea level rise

10.18 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: Finance
SUBJECT: Annual Comprehensive Financial Report (ACFR) and Popular Annual Financial Report (PAFR) for the Fiscal Year Ended June 30, 2025 (FN) LOCATION: Citywide
RECOMMENDATION: Motion to receive and file the Annual Comprehensive Financial Report (ACFR) and the Popular Annual Financial Report (PAFR), and related reports, for the fiscal year ending June 30, 2025.

BACKGROUND: Annually, the Finance Department prepares and publishes the City of Santa Cruz’s (City) Annual Comprehensive Financial Report (ACFR) following the completion of an independent audit. The auditing firm, The Pun Group, LLP conducted the audit for the year ending June 30, 2025, and has issued an unmodified opinion, the highest opinion given for financial statements. This opinion indicates that the financial statements represent fairly, in all material aspects, the financial position of the City in accordance with Generally Accepted Accounting Principles (GAAP) in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States.

The Government Finance Officers Association of the United States and Canada (GFOA) sponsors an award program for excellence in financial reporting. The City has received this Award for excellence for 17 consecutive years. City staff believes the June 30, 2025, ACFR continues to maintain the high standards set by the GFOA and has submitted this year's ACFR for evaluation under this esteemed program.

For the third time, the City is publishing a Popular Annual Financial Report (PAFR) that provides an overview of City finances as well as information on projects, activities, and strategic goals and priorities. This report is designed to be readily accessible and easily understandable to the general public and other interested parties without a background in public finance.

DISCUSSION: State law requires that every general-purpose local government publish an annual report on its financial position and activity and that the report be audited by an independent firm of certified public accountants. Taken together, the ACFR and the budget provide the best overview of the City’s fiscal health and opportunities for future financial stability. Because the ACFR is audited by an independent expert, the report provides additional

11.1 assurance to the community that the City is being a responsible steward of the community’s tax dollars.

The City's financial statements, internal documents, and controls have been audited by The Pun Group, LLP. The goal of the independent audit was to provide reasonable assurance that the financial statements of the City for the fiscal year ending June 30, 2025, are free of material misstatements. The independent audit involved examining on a test basis, evidence supporting the amounts and disclosures in the financial statements; assessing the accounting principles used and significant estimates made by management; and evaluating the overall financial statement presentation. The independent auditor’s report is presented as the first component of the financial section of the ACFR.

ACFR Organization
The City’s ACFR is organized into three major sections: Introductory, Financial, and Statistical.

The following is a brief summary of the contents of each of these sections:

1. Introductory Section: The letter of transmittal and other information of general interest are presented in this section including the organizational chart, directory of officials as well as the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting. The letter of transmittal is an opportunity for management to provide an overview of the City’s activities, and prospective and subjective information useful in assessing the City’s economic condition.

2. Financial Section: The financial section includes the report of the independent auditor, management’s discussion and analysis, basic financial statements (including notes), required supplementary information and related notes, combining statements (i.e., non-major funds), and individual fund financial statements and schedules.

3. Statistical Section: The statistical section offers operational, economic, and historical data that provides a context for assessing the City’s economic condition. Such data includes information on financial trends, revenue capacity, and debt capacity, as well as demographic and economic information, and operating information.

ACFR Financial Highlights
The audited financial statements presented will be government-wide, full accrual financial statements, as well as modified accrual fund financial statements prepared in accordance with GAAP, including compliance with pronouncements issued by the Governmental Accounting Standards Board (GASB). The report is designed to highlight changes in the City’s financial condition and practices over time and allow consistencies between all state, municipal, and other governmental agencies.

The Council, and the community at large can view the Transmittal Letter from Elizabeth Cabell, City of Santa Cruz Finance Director, and the Management’s Discussion and Analysis that contains the City’s financial highlights within the ACFR posted on the City’s website here:
https://www.santacruzca.gov/files/assets/city/v/1/fn/documents/financialreports/acfr/2025_santa-cruz-city-of_acfr_final.pdf

11.2 PAFR Highlights
The PAFR includes a message from the City Manager, condensed financial reporting including changes in fund balance for governmental funds, and net position statements for proprietary funds. The PAFR can be found on the City’s website here:
https://www.santacruzca.gov/files/assets/city/v/1/fn/documents/financial-reports/pafr/fy-2025- pafr.pdf
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” as defined by the California Environmental Quality Act because it will not cause a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. (Public Resources Code § 21065.) HEALTH IN ALL POLICIES (HiAP): The cumulative effect of these budget adjustments supports the Health in All Policies (HiAP) Workplan by supporting the Collective of Results and Evidence-based (CORE) community impacts of increased economic vitality; higher levels of self-sufficiency; increased social, economic, and occupational mobility; connection to others; climate change resiliency; a safe, affordable, and accessible transportation system, and neighborhoods and communities are safe.

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: None.

Prepared and Submitted By:

Elizabeth Cabell
Director of Finance
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. AUDIT COMMUNICATION LETTER.PDF

11.3 6 Hutton Centre Drive, Suite 1200
Santa Ana, California 92707 December 19, 2025
To the Honorable Mayor and Members of the City Council
of the City of Santa Cruz
Santa Cruz, California
We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Santa Cruz (the “City”) for the year ended June 30, 2025, and have issued our report thereon dated December 19, 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, Government Auditing Standards and the Uniform Guidance, as well as certain information related to the scope and timing of our audit. We have communicated such information in our letter to you dated May 1, 2025. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Matters
Qualitative Aspects of Accounting Practices
Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the City are described in Note 1 to the basic financial statements.

New Accounting Standards
GASB Statement No. 101 – In June 2022, GASB issued Statement No. 101, Compensated Absences. The objective of this Statement is to better meet the information needs of financial statement users by updating the recognition and measurement guidance for compensated absences. That objective is achieved by aligning the recognition and measurement guidance under a unified model and by amending certain previously required disclosures. Application of this statement had a moderate effect on the City’s financial reporting for the fiscal year ended June 30, 2025.

GASB Statement No. 102 – In December 2023, GASB issued Statement No. 102, Certain Risk Disclosures. The objective of this Statement is to provide users of government financial statements with essential information about risks related to a government's vulnerabilities due to certain concentrations or constraints which may limit a government's ability to acquire resources or control spending. Application of this statement did not have a significant effect on the City’s financial reporting for the fiscal year ended June 30, 2025.

We noted no other new accounting policies were adopted and the application of existing policies was not changed during 2025. We noted no transactions entered into by the City during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Accounting Estimates
Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected.

11.4 To the Honorable Mayor and Members of the City Council of the City of Santa Cruz
Santa Cruz, California

The most sensitive estimates affecting the City’s financial statements were:
 Management’s estimate of the depreciation on capital assets is based on the industry standard and past experience on actual useful life of the asset groups. We evaluated the key factors and assumptions used to develop the depreciation on capital assets in determining that it is reasonable in relation to the financial statements taken as a whole.
 Management’s estimate of the net other postemployment benefits (“OPEB”) liability is based on the actuarial valuation on total OPEB liability. We evaluated the key factors and assumptions used to develop the total OPEB liability in determining that it is reasonable in relation to the financial statements taken as a whole.
 Management’s estimate of the net pension liabilities is based on the proportionate share of actuarial valuation on total pension liability and the proportionate share of the fiduciary net position for CalPERS plans. We evaluated the key factors and assumptions used to develop the net pension liability in determining that it is reasonable in relation to the financial statements taken as a whole.  Management’s estimate of the compensated absences liability for unused sick leave is based on historical usage patterns by type of employee and/or bargaining unit membership. We evaluated the key factors and assumptions used to develop the estimate for leave “more likely than not” to be used in determining that the estimate is reasonable in relation to the financial statements taken as a whole.

Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosures affecting the financial statements were:
 Note 1 – Summary of Significant Accounting Policies
 Note 8 – Long-Term Debt
 Note 11 – Retirement Plans
 Note 12 – Postemployment Retirement Benefits
 Note 13 – Landfill Closure and Post- Closure Costs
 Note 14 – Commitments and Contingencies
 Note 15 – Net Position and Fund Balance
 Note 16 – Restatement
The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit
We encountered no significant difficulties in dealing with management in performing and completing our audit.

Corrected and Uncorrected Misstatements
Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Management has corrected all such misstatements. In addition, none of the misstatements detected as a result of audit procedures and corrected by management were material, either individually or in the aggregate, to each opinion unit’s financial statements taken as a whole.

11.5 To the Honorable Mayor and Members of the City Council of the City of Santa Cruz
Santa Cruz, California

Disagreements with Management
For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report.

We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations
We have requested certain representations from management that are included in the management representation letter dated December 19, 2025.

Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the governmental unit’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues
We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the governmental unit’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Matters
We applied certain limited procedures to the Management’s Discussion and Analysis, the Budgetary Comparison Schedules, the Schedule of Changes in the Net Pension Liability and Related Ratios, the Schedule of the City’s Proportionate Share of the Net Pension Liability and Related Ratios, the Schedules of the Contributions, the Schedule of Changes in Net Other Postemployment Benefits Liability and Related Ratios, Schedule of Contributions – OPEB Plan, and Other Postemployment Benefits Liability – Annual Money Weighted Rate of Return, which are required supplementary information (“RSI”) that supplements the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI.

We were engaged to report on the Combining and Individual Nonmajor Fund Financial Statements and Budgetary Comparison Schedules, which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

11.6 To the Honorable Mayor and Members of the City Council of the City of Santa Cruz
Santa Cruz, California

We were not engaged to report on the Introductory and Statistical Sections, which accompany the financial statements but are not RSI. We did not audit or perform other procedures on this other information and we do not express an opinion or provide any assurance on it.

Restriction on Use
This information is intended solely for the use of the City Council and management of the City and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,
Santa Ana, California

11.7 City Council

AGENDA REPORT
DATE: 01/06/2026
AGENDA OF: 01/27/2026
DEPARTMENT: Police
SUBJECT: Fiscal Year 2025/26 California Department of Justice, Office of the Attorney General, Tobacco Program Grant Award – Budget Adjustment (PD)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Adopt a resolution authorizing the City Manager of the City of Santa Cruz to accept grant funds in the amount of $374,883 from the State of California Department of Justice, Office of the Attorney General, Tobacco Grant Program, and authorizing and directing the City Manager to execute the contract and agreements associated with the acceptance of this grant, and 2) Adopt a resolution amending the FY 2026 budget in the amount of $374,883 for the FY 2025/26 Tobacco Program Grant.

BACKGROUND: In accordance with the State Budget Act and the California Healthcare, Research and Prevention Tobacco Tax Act of 2016, as added by Proposition 56, the Tobacco Grant Program, financed with funds made available through the California Department of Justice (DOJ), administered by the Office of the Attorney General, is provided to eligible local law enforcement agencies for qualifying tobacco enforcement purposes. Tobacco Program Grant funds are used for local law enforcement activities targeting retailers for illegal sales and/or marketing of tobacco products, as well as the purchase of equipment and materials to complete the scope of work.

Between 2018 and 2020, the Santa Cruz Police Department (SCPD) was awarded a $463,754 Tobacco Program Grant focused on local law enforcement education and prevention programs within local school districts and on enforcement activities related to the sale and use of tobacco products. Within two months of grant funding approval, the Santa Cruz Police Department hired two community service officers (CSOs) to educate approximately 4,000 students over two years about the health risks and harms of tobacco use. CSOs also conducted tobacco retail enforcement campaigns and a Living Clean video contest. Funding also provided police officers' overtime pay for tobacco enforcement activities.

12.1 In early 2023, the SCPD applied for the FY 2023/24 Tobacco Grant and was awarded $256,568 in funds over 24 months to expand education, enforcement, and retailer compliance to curb illegal flavored tobacco sales. Since its launch, the Tobacco Program Grant has made significant strides in removing illegal tobacco products and increasing compliance at local tobacco retail locations through education, inspections, and enforcement. Notable activities include:
 Over $167,990 worth of illegal tobacco products seized  Issued 170 infractions and 26 misdemeanors
 Increase local retailer licensing compliance from 50% to 87%  Identification of two (2) unlicensed retail locations operating within 1,000 feet of a school
 Enhanced collaboration with key partners, including the California Department of Tax and Fee Administration, California Attorney General’s Office, Santa Cruz County Sheriff’s Office Tobacco Compliance Unit, and Santa Cruz County Office of Education DISCUSSION: The State of California’s 2022 comprehensive flavored tobacco ban, enacted through Senate Bill 793, prohibits the sale of most flavored tobacco products, including menthol cigarettes, flavored e-cigarettes, and flavor enhancers, at brick-and-mortar stores, vending machines, and delivery services. In 2023, Assembly Bill 935 broadened the definition of retail locations and enhanced enforcement, followed by Senate Bill 1230 in 2024, which expanded seizure authority and raised penalties for violations.

Retailer density remains comparatively high in the City of Santa Cruz, averaging 0.8 licensed tobacco retail locations per 1,000 residents, with many clustered in main commercial corridors and around one or more of the 27 Santa Cruz schools. The proximity increases both exposure and accessibility for youth, particularly for products unlawfully marketed or flavored to appeal to minors.

According to the most recent California Healthy Kids Survey (2021–2023) for Santa Cruz County, approximately 9.6% of 11th graders reported using e-cigarettes in the past 30 days—a figure approaching the county's adult tobacco product use rate of 11.7%.

These factors collectively underscore the importance of sustained, proactive education, enforcement, and prevention strategies to reduce youth access to tobacco products and protect public health in the community of Santa Cruz.

Pursuant to the Tobacco Tax Act of 2016, the DOJ Tobacco Program Grant will provide the SCPD with up to $374,883 in funding over 24 months, beginning November 21, 2025, and ending on November 21, 2027, for the expenditures in accordance with a memorandum of understanding between the DOJ and the SCPD. The award allows $353,635 for personnel services, $3,398 for operating expenses, and $17,850 for administrative costs.

The scope of services will continue to include licensed tobacco retailer education and enforcement, as well as minor decoy operations. Additionally, grant-funded activities will expand to include undercover buys of illegal products at licensed, unlicensed, and online retail locations, and the SCPD will provide education and enforcement support for the City’s new tobacco product waste filter ban, effective January 1, 2027.

The SCPD anticipates it will exhaust the available DOJ Tobacco Program Grant funds over the 24-month term

12.2 CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” under CEQA. (Pub. Resources Code, § 21065.) HEALTH IN ALL POLICIES (HiAP): The California DOJ Tobacco Grant Program aligns with the City of Santa Cruz’s HiAP framework by advancing health, well-being, and equity through the enforcement of underage tobacco sales and flavor-ban ordinances. Through funding for enforcement of underage and flavored tobacco product sales and decoy and undercover operations, the program reduces access to addictive and harmful tobacco products—a priority health equity issue disproportionately affecting youth, low-income, and minority communities targeted by tobacco marketing. These efforts protect vulnerable populations, decrease initiation rates, and lower long-term risks of tobacco-related disease. Additionally, the program supports environmental health by providing an enforcement arm for Ordinance 2025-17, which eliminates the use of filters in products that contribute to tobacco product waste litter, complementing Santa Cruz’s HiAP-driven initiatives on tobacco waste reduction and cleaner public spaces.

FISCAL IMPACT:

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

2. This recommendation requires a budget adjustment: Yes

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: Up to $374,883 of grant funds with no local match required.

Prepared By:

Catherine Brothers
Principal Management
Analyst
Submitted By:

Bernie Escalante
Chief of Police
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. BUDGET ADJUSTMENT.PDF

4. SUMMARY OF AWARD 2025-26_DOJ TOBACCO GRANT.DOCX

5. MEMORANDUM OF UNDERSTANDING_DEPARTMENT OF JUSTICE AND SANTA CRUZ POLICE DEPARTMENT.DOCX

12.3 RESOLUTION NO. NS-30,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ TO

AUTHORIZE THE CITY MANAGER TO ACCEPT GRANT FUNDS IN THE AMOUNT OF $374,883 FROM THE STATE OF CALIFORNIA DEPARTMENT OF JUSTICE, OFFICE OF

ATTORNEY GENERAL, TOBACCO GRANT PROGRAM, AND AUTHORIZING AND

DIRECTING THE CITY MANAGER TO EXECUTE THE CONTRACT AND

AGREEMENTS ASSOCIATED WITH THE ACCEPTANCE OF THIS GRANT WHEREAS, the Santa Cruz Police Department looks to leverage grant opportunities to provide financial resources to fund personnel costs and for the procurement of necessary equipment to meet SCPD’s goals; and
WHEREAS, the California Department of Justice, Office of Attorney General Tobacco, Grant Program has determined the City of Santa Cruz to be eligible for a grant funding allocation of $374,883 over a 24-month period, starting on November 21, 2025, and ending November 21, 2027, for enforcement activities in accordance with the California Healthcare, Research and Prevention Tobacco Tax Act of 2016; and
WHEREAS, the award will be used to fund one community service officer position, provide funds for a police officer and a community service officer overtime pay, administrative costs, and purchase necessary equipment for the purposes of the program for a 24-month period; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Santa Cruz hereby authorizes and directs the City Manager to execute all necessary agreements and contracts to accept the California Department of Justice, Office of Attorney General, Tobacco Grant Program (DOJ-PROP56-2025-26-1-052).

PASSED AND ADOPTED this 27th day of January, 2026, 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
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2026
12/09/2025
FY2025/26 Tobacco Grant Program
101-20-22-2104-43210 g202604-126-1016-0165 Tobacco Enforcement Grant FY26 374,863 374,863
101-20-22-2104-52122 g202604-100-2010-0 Labor 353,635
101-20-2104-54990 g202604-100-2020-0 Supplies, Services 21,228 374,863
0 Catherine
Brothers
Digitally signed by
Catherine Brothers
Date: 2026.01.06
14:00:18 -08'00'
Bernie
Escalante
Digitally signed by
Bernie Escalante
Date: 2026.01.06
15:15:05 -08'00'
Digitally signed
by Emily Burton
Date: 2026.01.09
'08:40:10 -08'00
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.01.09
08:44:40 -08'00' 12.5
Tobacco Grant Program
GRANT SERVICES BRANCH – LOCAL

ASSISTANCE

DIVISION OF OPERATIONS
11/19/2025 Page 1 of 3

TOBACCO GRANT SUMMARY OF AWARD
DOJ-PROP56-2025-26-1-052

SANTA CRUZ POLICE DEPARTMENT
This Summary of Award document will be used by the Tobacco Grant Program when determining whether an activity or expense claimed was approved for funding and is reimbursable. Activities other than those presented here may not be reimbursable. A Grant Modification may be necessary for material deviations. Please consult with your Grant Program Officer before engaging in any activity beyond this scope or if you have questions about the scope of the activities and budget allowability.

By signing the Memorandum of Understanding, your agency agrees to the commitments outlined below and this document becomes part of the Grant Agreement.

AWARD SUMMARY
Award Amount: $374,883 Requested Amount: $374,883
Removed from Award: None Reduced Line Items: None
Other Changes or Stipulations:

IMPORTANT PROVISIONS FOR ALL GRANTEES
I. Enforcement Activities
a. Authorized - If enforcement activities were proposed, only activities that target retailers for illegal sales/marketing of tobacco products were approved. It is expected that the flavor ban will be enforced within one or more enforcement activities. b. Unauthorized - Community or school patrols, or other enforcement actions related to tobacco use and possession, are not permitted.

II. Educational Activities
a. Authorized – Retailer and/or officer educational activities on tobacco laws and ordinances, if included, are authorized as noted below. b. Unauthorized – School or community education efforts, including media campaigns, are not permitted as part of this award. All educational efforts should be directed to retailers and/or officers.

III. Removed Personnel or Other Items

12.6 11/19/2025 Page 2 of 3
a. If specific personnel or other items were removed and not funded, they cannot be reinstated during the grant term.

IV. Reduced Line Items
a. If a specific line item was reduced, the intention was to not fully fund it or the activities it represents.

V. Mileage/Fuel
a. Budgets that include mileage or fuel were amended to include both together in one line item for flexibility and the type of backup documentation available. Mileage is limited to the state rate in effect at the time of travel.

VI. Equipment
a. All equipment items must be purchased during the first year of the project as noted on the Budget Detail. Their awarding is intended to support project goals and be used to support grant activities throughout the grant term.

Please reference the Tobacco Grant Program Grantee Handbook for more information regarding allowable costs.

GOALS AND ACTIVITIES
Retail Inspections
 Per year, 48 retailers will be inspected.
 Additional details regarding these inspections:
o Selection: Assess ranking based on risk factors - proximity to schools, high-density areas (e.g., downtown), complaints received, and record of non-compliance from previous inspections. Issues to inspect: flavored tobacco products, other illegal products, hidden products, retailer licensing, invoices, advertising, and evidence of other illegal activities.

Staffing: Inspections will be done by the primary CSO and a secondary CSO. Minor decoys and undercover buys will be coordinated and executed by the primary CSO with support from a secondary CSO and/or officer(s).

Minor Decoy Operations
 Per year, 1 minor decoy operations will be conducted.  Per year, 6 retailers will be targeted through these operations.  Additional details regarding these operations:
o Minor decoy operations will be conducted by deploying underage decoys, supervised by the primary Community Service Officer (CSO) and with support from sworn officers and support CSOs. Retailers will be selected based on complaint history, proximity to schools, and prior violations. Decoys will be recruited in accordance with legal requirements. Staff will brief decoys and officers before each operation to review safety protocols and procedures. Officers will remain on site to monitor activity, ensure safety, and issue citations as needed. Follow-up includes documenting outcomes, notifying

12.7 11/19/2025 Page 3 of 3
retailers of violations, and scheduling compliance inspections to verify corrective actions.

Shoulder Tap Operations – Not Applicable
Undercover Buys
 Per year, 12 undercover buy operations will be conducted (other than minor decoy or shoulder tap).
 Per year, 2 retailers will be targeted through these operations.  Additional details regarding these undercover operations:

Undercover buy operations will target retailers with prior violations, complaints, or high-risk indicators, including unlicensed vendors and online sellers delivering within city limits. Operations will be led by the primary community service officer (CSO) and police officers, and supported by CSOs in plainclothes, following established safety protocols. Pre-operation briefings will cover roles, legal guidelines, and communication plans. Officers will document purchases, collect evidence, and issue citations or initiate investigations as appropriate. Follow-up includes notifying violators, conducting administrative actions, and scheduling re-inspections to ensure compliance.

Retailer Education
 Per year, 48 retailers will receive educational materials.  Per year, 48 retailers will receive on-site education.  Additional details regarding these retailer education activities:
o The Santa Cruz Police Department will implement a two-part retailer education strategy combining mailed informational packets and in-person outreach. Educational mailers and retailer compliance packets will be sent to all licensed tobacco retailers, providing clear materials on current state laws, local ordinances, prohibited products, penalties, and upcoming regulatory changes, including the 2027 citywide filter ban. In-person site visits by the primary Community Service Officer will reinforce this information, answer questions, and distribute additional resources as needed. Retailers with prior violations or located near schools will be prioritized for direct outreach, ensuring consistent education and promoting voluntary compliance.

Enforcement Officer Education – Not Applicable
Prosecution – Not Applicable
Task Force – Not Applicable
Other Activities – Not Applicable
PARTNERING AGENCIES – NOT APPLICABLE
Please notify your Grant Program Officer of any proposed changes to partnering agencies, particularly if they are included within your budget.

12.8 Tobacco Grant Program
Grant Services Branch – Local Assistance
Division of Operations
Santa Cruz Police Department DOJ-PROP56-2025-26-1-052

MEMORANDUM OF UNDERSTANDING

PURPOSE
This Memorandum of Understanding (“MOU”) is entered into by the Department of Justice (“DOJ”) and the Santa Cruz Police Department (“Grantee”), for the purpose of disbursing grant funds to Grantee for reimbursement of expenditures in compliance with the California Code of Regulations and the Fiscal Year 2025-26 Grantee Handbook.

Commencing January 1, 2023, the California Code of Regulations, Title 11, Division 1, Chapter 5:

Department of Justice Tobacco Grant Program (“TGP Regulations”) shall govern the policies and procedures of the Tobacco Grant Program.

The TGP Regulations, Request for Proposals, Grantee Handbook (dated April 2025), and Summary of Award document are hereby incorporated by reference into this MOU. Grantee will expend funds for the purposes identified in the approved Summary of Award document. Reimbursements are to be funded under the California Healthcare, Research and Prevention Tobacco Tax Act of 2016, approved by the voters as Proposition 56.

COST REIMBURSEMENT
DOJ agrees to reimburse Grantee in arrears, for Grantee’s actual expenditures in performing the project or scope of work included in the approved Summary of Award document. Reimbursements for line items in the approved Budget Detail will be made upon receipt of invoices from Grantee and approval of the invoices by DOJ, in accordance with the reimbursement procedures set forth in the TGP Regulations and Grantee Handbook.

BUDGET CONTINGENCY CLAUSE
It is mutually agreed, if the Budget Act of the current fiscal year and/or any subsequent years covered under the MOU does not appropriate sufficient funds, the MOU shall be of no further force and effect.

In the event this situation occurs, DOJ shall have no liability to reimburse/pay any funds to Grantee, or to furnish any other considerations under this MOU. As well, Grantee shall not be obligated to continue performing the provisions of this MOU, for which the Grantee would have been reimbursed.

If funding for any fiscal year is reduced or deleted in the Budget Act for purposes of this MOU, DOJ shall have the option to either cancel this MOU with no liability occurring to DOJ or offer an addendum to the Grantee to reflect the reduced amount.

12.9 Santa Cruz Police Department DOJ-PROP56-2025-26-1-052

PROJECT BREACH-TERMINATION
Failure of a Grantee to comply with this MOU or the TGP Regulations shall be treated by DOJ as a breach of contract. If an act of noncompliance occurs, DOJ may take actions described within the TGP Regulations, including termination. DOJ may terminate this MOU and be relieved of any obligation to disburse grant funds to Grantee should Grantee fail to perform the scope of work at the time and in the manner provided in this MOU.

MISCELLANEOUS PROVISIONS
Addendum – No addendum or variation of the terms of this MOU is valid unless made in writing and signed by the duly authorized representatives of the parties.

Assignment – This MOU is not assignable by Grantee in whole or in part.

Indemnification – Grantee agrees to indemnify and hold harmless DOJ, its officers, agents and employees from all claims, liabilities, or losses in connection with the performance of this MOU.

Certifications – Grantee certifies that it does not receive funding from a manufacturer, distributor, or advertiser of Cigarettes or Tobacco Products. Grantee further certifies that grant funds will not supplant existing state or local funds dedicated for the same purpose.

TERMS
Grant Duration: 11/21/2025 – 6/30/2029
Award Amount
Category of Expenditure Budget
FY 2025-2026
Budget
FY 2026-2027
Budget
FY 2027-2028
Budget
FY 2028-2029
Personnel Services $111,146 $180,939 $61,550 $
Operating Expenses and
Equipment $1,170 $1,738 $490 $
Administrative Costs (Not to
Exceed 5%) $5,615 $9,133 $3,102 $
TOTAL AWARD AMOUNT $374,883
The time limit for reimbursements against this award ends 6/30/2029. Requests for reimbursement received after 7/15/2029 cannot be considered by DOJ.

GRANTEE CONTACT INFORMATION
[NAME, TITLE]
Santa Cruz Police Department
[MAILING ADDRESS]
[PHONE NUMBER]
[EMAIL ADDRESS]

AUTHORIZATION
DOJ and Grantee, by their duly authorized officials, have executed this MOU on the respective dates indicated below. This MOU and any future addendums shall be e-mailed to

12.10 Santa Cruz Police Department DOJ-PROP56-2025-26-1-052

[email protected], care of the Division of Operations, Local Assistance Unit, Tobacco Grant Program, and will become fully executed upon completion of signatures from all parties.

GRANTEE AUTHORIZATIONS
___________________________________ ___________________ NAME: Date
Title:

Agency:
___________________________________ ___________________ NAME: Date
Title:

Agency:
___________________________________ ___________________ NAME: Date
Title:

Agency:

DOJ AUTHORIZATIONS
______________________________ ___________________
DOJ GRANT MANAGER Date
Division of Operations
California Department of Justice
___________________________________ ___________________ DOJ FISCAL DIRECTOR Date
Division of Operations
California Department of Justice
__________________________________ ___________________
DOJ CHIEF OF OPERATIONS Date
Division of Operations
California Department of Justice

12.11 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: Public Works
SUBJECT: Pacific-Beach Roundabout Enhancements Project (c402507) – Budget Adjustment (PW)
LOCATION: District 4
RECOMMENDATION: Motion to adopt a resolution amending the FY 2026 budget to appropriate funds in the amount of $100,000 from Traffic Impact Fee (TIF) for the Pacific-Beach Roundabout Enhancements Project (c402507).

BACKGROUND: The purpose of the Pacific-Beach Roundabout Enhancements 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 7, 2025, meeting, the City of Santa Cruz (City) Council approved a resolution amending the FY 2026 budget to appropriate funds in the amount of $330,000 to the project. The prior budget adjustment allowed the project to be awarded to Anderson Pacific Engineering Construction, Inc. (Santa Clara, CA), in the amount of $743,243 (including 10% contingency) on September 5, 2025, to complete construction of the improvements.

The railroad crossing requires a General Order 88-B (GO88-B) permit from the California Public Utilities Commission (CPUC) to ensure the improvements remain in compliance with railroad standards. Staff presented the project to regulators and on December 17, 2025, received the permit with a condition that requires additional minor modification to the roundabout. Additional funding is required to comply with the permit. The minor modification required by the CPUC has been reviewed and approved by City Engineer, Kevin Crossley, as authorized by Council.

DISCUSSION: The project has been awarded, and construction could start in late January 2026, with an expected completion date of April 2026. The prior budget authorization included infrastructure costs but did not account for construction administration or modifications at the roundabout. The additional funds will cover construction engineering support, quality assurance services, and installation of specialized concrete work at the roundabout.

13.1 The modification at the roundabout will close the bicycle access ramp between the circulatory roadway and crosswalk on the eastern approach (Beach Street). This closure will mean bicyclists cannot exit the roundabout to bypass the crossing gates in the circulatory roadway. Bicyclists will need to choose to circulate in the roadway like vehicles or use the outer crossings more like pedestrians. The roundabout has decorative concrete patterns and will require a specialty contractor to remove the ramp and blend the modification into the roundabout aesthetics. A budget adjustment for $100,000, from Traffic Impact Fee (TIF), is attached to secure the anticipated funding to procure the services needed to complete the project.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The project is categorically exempt: 15304 Minor Alterations to Land. The project constructs a bike facility and sidewalk on City’s right-of-way without making substantial alterations to grading.

HEALTH IN ALL POLICIES (HiAP): The project aligns with the City’s HiAP Core Condition, A Safe and Just Community, 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 FISCAL IMPACT DESCRIPTION: A budget adjustment for project c402507 is needed for $100,000 to award and build the project. The proposed budget adjustment will be funded from the Traffic Impact Fee (TIF). 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. BUDGET ADJUSTMENT.PDF

2. MODIFIED APPROVED PLANS.PDF

13.2 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
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2026
12/09/2025
The existing budget cannot cover the following costs: construction engineering support, quality assurance services and installation of specialized concrete work. A budget adjustment for project number c402507 is needed in order to cover all the costs needed to complete the project.
311-00-00-0000-49124 c402507 925-0-0 From Traffic Impact Fee 100,000 Pacific Beach Roundabout Enhancements
100,000
311-40-64-9320-57390 c402507 100-2020-0 Other Infrastructure 100,000 Pacific Beach Roundabout Enhancements
226-00-00-0000-59103 To General CIP fund 100,000
200,000
-100,000
Shelley
Horrow
Digitally signed by
Shelley Horrow
Date: 2025.12.11
09:53:10 -08'00'
2026.01.08
10:25:45
-08'00'
Digitally signed
by Emily Burton
Date: 2026.01.09
'08:39:40 -08'00
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.01.09
08:42:54 -08'00' 13.3

13.4 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: Public Works
SUBJECT: Award Single Source Purchase Order for the 212 Locust Street/117 Union Street – Sewer Repair Project - Budget Adjustment (m402502) (PW) LOCATION: District 4
RECOMMENDATION: Motion to:
1) Authorize the 212 Locust Street/117 Union Street – Sewer Repair Project and authorize the City Manager to award and execute the Single Source Purchase Order for $123,744 to Montano Plumbing (Santa Cruz, CA) in a form approved by the City Attorney. The Director of Public Works or designee is authorized to execute change orders within the approved project budget; 2) Adopt a resolution to amend Public Works Fund 101 FY 2026 budget and appropriate funds in the amount of $123,744 from Fund 711 and Fund 951; and
3) Adopt a finding of categorical exemption pursuant to Section 15301 of the California Environmental Quality Act (CEQA) Guidelines (Class 1, existing facilities, 14 CCR 15301).

BACKGROUND: The City-owned building located at 212 Locust Street and 117 Union Street building that is occupied by the Water Department and Library Headquarters has required multiple emergency repairs to maintain the sewer line infrastructure. One of the sewer lines under the building has been problematic, causing the restrooms and showers on one side of the building to become unusable. These restrooms have since been brought back into service by having Facilities staff conduct sewer line flushing twice a week to keep the line clear of buildup.

Staff has fielded 12 emergency service calls due to backed up restrooms/showers since June 2025 totaling $7000 in service repairs and many hours of Facilities staff time. The aging sewer pipe has developed deficiencies which creates issues under normal use. The line is also 265 linear feet long, with only two clean outs which makes it very difficult to manage serious blockages.

Initially, staff contacted George H. Wilson (Acco Engineering) for support and the contractor’s recommendation was to install four additional 2-way cleanouts. The installation of the cleanouts will include the descaling and relining of the pipes and will require cutting concrete inside the

14.1 building. Floor finishes, such as carpet and tile, will need to be installed after the repairs are completed.

Both Water and Library staff will be able to remain in operation during the construction activities and porta-potties will be rented and stationed outside of the facility for staff use.

Coordination between the tenants and project staff will be ongoing for the duration of construction.

DISCUSSION: Per the Purchasing Ordinance (SCMC Chapter 3.08), staff submitted the Single Source justification to the Purchasing Manager on December 16, 2025, and recieved approval on the informal process given the below time constraints of the project. (See SCMC § § 3.08.150,

3.08 160.)
Reason for the “Single Source” Agreement:

A "Single Source" exception is necessary due to the urgency of the sewer line failure of the building. To maintain health, safety, and operational infrastructure, the project proposes to descale and reline up to two-hundred and sixty-five linear feet (265’) of 4” sewer piping, sawcut existing concrete at four access locations (4’x4’x3’) inside the existing building and one (4’x4’x3x’) location in the existing sidewalk. Two-way cleanouts will be installed at each of the five access locations.

Price Reasonableness Analysis:

Four contractors were contacted for site walks and bid proposals. Two prevailing wage bids were received from George H. Wilson (Acco Engineering) $139,799 and Larry Montano Plumbing $123,744. Bellows Plumbing, Heating, Cooling & Electrical and Buddy Griggs Plumbing both declined to bid on the job. The proposal includes required utility verification with USA for utility markings in public areas, Public Works encroachment permit, the completion of a pre-lining video of the existing line, providing containment and floor protection, and saw cutting and excavation work to complete the installation of two-way clean-outs and relining the underground sewer piping.

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.

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 building.

FISCAL IMPACT:

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

2. This recommendation requires a budget adjustment:

3. The recommendation creates an on-going expenditure commitment:

14.2 FISCAL IMPACT DESCRIPTION: The tenant occupancy is 60% Library and 40% Water. A budget adjustment in the amount of $123,744 will transfer funds in a 60/40 split from Library Fund 951 for $74,246.40 and Water Fund 711 for $49,497.60 to the General Fund Public Works maintenance project m402502 to fully fund the sewer line repair project. These transfers will cover the full cost of the project: no General Fund contribution is required.

Prepared By:

BJ Dericco
Engineering Associate
Filipina Warren
Operations Manager
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. BUDGET ADJUSTMENT.PDF

2. SINGLE SOURCE JUSTIFICATION.PDF

3. MONTANO PLUMBING PROPOSAL.PDF

4. PROJECT PLAN.PDF

5. SCOPE OF WORK.PDF

14.3 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
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2026
01/07/2026
Move budgeted funds from Water Dept Admin (40%) and Library Admin (60%) to Facilities Maintenance Repair project for necessary sewer lateral repairs at 212 Locust/117 Union St (Water Dept & Library Headquarters building) due to ongoing sewer issues. 101-00-00-0000-49110 m402502-901-0-0 Transfer from Water Fund Facilities Maintenance Repair Projects 49,498
101-00-00-0000-49901 m402502-553-0-0 Interagency transfers in Facilities Maintenance Repair Projects 74,246
123,744
711-70-90-7101-52246 Building and facility operations and maintenance - outside -49,498 711-00-00-0000-59101 To General Fund 49,498
951-36-51-3601-57990 Library administration - capital outlay -74,246 951-00-00-0000-59901 Interagency transfers out 74,246
101-40-66-4110-54315 m402502-100-2020-0 Maintenance - building remodeling Facilities Maintenance Repair Projects 123,744
123,744
0 Jenna
Wilson
Digitally signed
by Jenna Wilson
Date: 2026.01.07
13:54:46 -08'00'
2026.01.08
10:24:11
-08'00'
Digitally signed
by Emily Burton
Date: 2026.01.09
'08:39:55 -08'00
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.01.09
08:44:07 -08'00' 14.4

M E M O R A N D U M
DATE: December 19, 2025
TO: Elizabeth Millwee, Purchasing Manager
FROM: Filipina Warren, Public Works Operations Manager and BJ Dericco, Engineering Associate SUBJECT: Single Source Justification for sewer repair at 212 Locust Street/117 Union Street Background
The City-owned building located at 212 Locust Street and 117 Union Street building for the Water Department and Library Headquarters has required multiple emergency repairs to maintain the twosewer line infrastructure. One of the sewer lines under the building has been problematic making the restrooms and showers on one side of the building unusable for a period of time and has since been put back into service with twice a week flushing of the sewer line by Facilities staff to keep the line clear of buildup.

Staff has fielded 12 emergency service due to backed up restrooms/showers since June 2025 totaling $7000 in service repairs and many hours of Facilities staff time. The aging sewer pipe has developed deficiencies which traps normally used paper products. The line is also 265 linear feet long, with only two clean outs which makes it very difficult to manage serious blockages.

Initially, staff contacted George H. Wilson (Acco Engineering) for support and the contractor’s recommendation was to install four additional 2-way cleanouts. The installation of the cleanouts will include the descaling and relining of the pipes and will require saw cutting concrete inside the building.

Floor finishes, such as carpet and tile, will need to be installed after the repairs are completed.

Both the Water and Library tenants will be able to remain in operation during the construction activities and porto-potties will be rented and stationed outside of the facility for staff use. Coordination between the tenants and project staff will be ongoing for the duration of construction.

Reason for “Single Source” Agreement
A "Single Source" exception is necessary due to the urgency of the sewer line failure of the building. To maintain health, safety, and operational infrastructure, the project proposes to descale and reline up to two-hundred and sixty-five linear feet (265’) of 4” sewer piping, sawcut existing concrete at four access locations (4’x4’x3’) inside the existing building and one (4’x4’x3x’) location in the existing sidewalk. Twoway cleanouts will be installed at each of the five access locations.

14.5 Price Analysis
Four contractors were contacted for site walks and bid proposals. Two bids were received from George H. Wilson (Acco Engineering) $139,799 and Larry Montano Plumbing $123,744. Bellows Plumbing, Heating, Cooling & Electrical and Buddy Griggs Plumbing both declined to bid on the job.

The building’s sewer issue is more extensive than hiring a contractor to clear the full length of the sewer line. City staff conducted the due diligence to obtain competitive prevailing wage bids from reputable licensed contractors with the correct C-36 Plumbing Classification. The lowest proposal was received from Larry Montano Plumbing for $123,744 which includes required utility verification with USA for utility markings in public areas, Public Works encroachment permit, the completion of a pre-lining video of the existing line, providing containment and floor protection, and saw cutting and excavation work to complete the installation of two-way clean-outs and relining the underground sewer piping.

CC:

Nathan Nguyen, Director of Public Works
Filipina Warren, Public Works Operations Manager
Jenna Wilson, Management Analyst
BJ Dericco, Engineering Associate
Dan Himan, Facilities Supervisor
Kira Henifin, Principal Management Analyst (Library)
Malissa Kaping, Principal Management Analyst (Water)
Attachments:

GHWilson
Montano Plumbing
Declined to bid emails

14.6 14.7

14.8 212 Locust St. – Sewer Repair Project (m402502)
Project Location:

The location is 212 Locust St. / 117 Union St., Santa Cruz, Ca, 95060 (Water Department / Library HQ) Project Scope of Work:

1. Descale and line up to 265 lineal feet of 4” sewer piping. See attached sketch to show routing and access point locations:
a. Sawcut concrete at up to (4) access locations 4ft x 4ft x 3 ft inside building, and (1) 4ft x 4ft x 3 ft location in sidewalk. These locations will serve as access points for lining the piping and adding 2-way cleanouts.
i. Exterior access point in sidewalk – Provide USA 811 locate, and encroachment permit from public works.

2. Remove/disconnect piping inside excavated access points.

3. Descale and line each section of piping between access points.

4. Reconnect with ABS piping and install 2-way cleanout.

5. Backfill and patch concrete at each location

6. Floor finishes (carpet, tile, etc.) are excluded and by others.

14.10 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: Public Works
SUBJECT: 222 Market Street Roofing Project (c402604) - Change Order (PW) LOCATION: District 1
RECOMMENDATION: Motion to:
1) Authorize a Change Order for additional work as outlined in the latest proposal from Moriarty’s Roofing, Inc dated December 15, 2025 for the 222 Market Street roofing project from the Public Facilities Upgrades and Repairs Project (c402604). The Public Works Director or designee is authorized to execute change orders within the approved project budget; and 2) Approve of 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.

BACKGROUND: The Senior Center located at 222 Market Street is a facility that was built in multiple stages over the years, starting in the 1950’s, using volunteer work and donated materials. The facility is mainly managed by the Parks and Recreation Department, with assistance from the Public Works Facilities division for maintenance and renovation project requests.

The roof is failing resulting in leaks, and Public Works solicited bids to replace the existing roof and gutters. The bids received were from Alameda Roofing Services $88,951, Knox Roofing $86,009, and Moriarty’s Roofing and Gutters $85,572. Moriarty’s Roofing and Gutters was awarded the low bid, and PO 71-26011 was issued for $85,572.60.

Work started on Monday, December 15, 2025, and while removing the existing roofing material, the contractor discovered failed sheet metal flashing along the roof-to-wall, roof venting and house fans. These defective areas were previously covered by the material and were not visible during initial inspection. The contractor also discovered several locations of wood rot and erroneously framed and sheeted locations that need to be corrected to assure a watertight roof installation.

DISCUSSION: Per Section 3.08.150 of the Purchasing Ordinance, staff submitted the Single Source justification to the Purchasing Manager on December 16, 2025, and was given approval

15.1 on the informal process given the following time constraints of the project. A "Single Source" exception is necessary because the original contract has already been awarded, and failed sheet metal flashing and construction defects were discovered after the protective roofing substrate was removed which leaves the facility vulnerable to the environment due to the season and forecasted rains. Any additional work outside of the Change Order requests will be billed at a Time & Material basis, $125 person/hour plus materials.

Moriarty’s roofing superintendent assessed the work needed to provide a “watertight” installation to meet both Moriarty’s and the manufacturer’s warranty and complete the project before the forecasted heavy rains start. The additional work change order will be $56,700, which includes $50,200 in woodwork and $6,500 in sheet metal fabrication to remove failed materials.

The change order will bring PO 71-26011 to a total of $142,277.

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.

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 recreation facility.

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 Change Order would increase the purchase order with Moriarty’s Roofing Inc. by $56,700. Funds are available in the Public Works Capital Investment Program (CIP) project c402604 (Public Facilities Upgrades and Repairs). The project was created and funded in FY2026 by the General Fund.

Prepared By:

Filipina Warren
Public Works Operations
Manager
Submitted By:

Nathan Nguyen, P.E.

Director of Public Works
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. CHANGE ORDER – SHEET METAL.PDF

2. CHANGE ORDER – WOODWORK.PDF

3. SINGLE SOURCE MEMO.PDF

15.2 [email protected]
(831) 466 - 9948
6996 Soquel Ave, Santa Cruz, CA 95062
CL#1012022
Change Order - Sheet Metal
222 Market St - RR - Dan Himan - D-12663
Date: 12 / 15 / 2025
Materials & Labor:

Moriarty's Roofing will remove all existing saddles and sheet-metal flashings associated with kitchen exhaust fans, ventilation air fans, and swamp cooler units. • Moriarty's Roofing will disconnect applicable components from the roof surface as required for fabrication.
• Fabricate new custom sheet-metal saddles and related components off-site in the shop. • Reinstall newly fabricated saddles at all applicable roof penetrations.

For fan curb/box assemblies that are not removable:
• Field-fabricate and install custom sheet-metal saddles and enclosure boxes designed to fit over existing fans.

For remaining units:
• Install new saddles and reattach existing goosenecks and associated hardware where reusable.
• Reconnect all ductwork attached to fan units as required to maintain proper operation.

Apply silicone coating/sealant to all flashing, seams, and penetrations to ensure a watertight installation.

Leave clean work site
Description Price
Change Order price for sheet metal as described above $6,500.00 Total $6,500.00
Any additional work to be done at Time & Material basis: $125.00 person/hour + materials.

Payment Schedule:

15.3 [email protected]
(831) 466 - 9948
6996 Soquel Ave, Santa Cruz, CA 95062
CL#1012022
• 100% of change order due upon receipt of invoice.
• All invoice payments are due upon receipt:
• Payment shall be considered past due if not received by Contractor within seven (7) calendar days after completion of work and will incur late charges at 1% interest compounded per month (12% per year) and will be imposed on unpaid balance • If we do not receive payment in full within 60 days of the completion of the extras, a mechanic's lien will be filed on job property and removed when payment is received in full plus full interest accrued at date of payment Acceptance of Change Order:

1. The costs, materials and specifications stated above are satisfactory and are hereby accepted. Moriarty's Roofing is authorized to perform the work as specified and payments will be made as summarized above.

2. Any alteration or deviation from the above specifications involving extra costs will be executed only upon a written change order and will become an extra charge over and above the estimate in this proposal, to be paid in full upon completion of extra work specified.

3. All agreements are subject to strikes, accidents, or delays beyond the contractor’s control.

4. Any defects found on the roof will be documented and fixed according to Code. Moriarty's Roofing will contact you to inform you of these defects and the work necessary to complete the job. By agreeing to this proposal, you acknowledge that we will continue to work until the project is completed to the fullest extent up to Code.

5. In the event of rain before we are able to begin your project, Moriarty's Roofing can come and attempt to remedy an active leak at the same Time & Materials rate listed above. If a tarp is requested, it will be billed at the same Time & Materials rate.

6. Warranty: In addition the manufacturer’s warranty, Moriarty’s Roofing warrants all workmanship for a period of 10 years, excluding acts of God, malicious mischief, accidents and usage outside the scope of normal wear. If Moriarty’s Roofing is called to a repair after installation and it is determined that Moriarty’s work is not the cause of the damage, we will charge at above Time and Materials rate to conduct the repair.

7. Moriarty's Roofing is not responsible for nail pop on ceiling as this is beyond our control.

8. Painting of all new wood is to be done by others unless specified above.

9. This proposal may be withdrawn if not accepted within 60 days.

AGREED TO AND ACCEPTED:

15.4 [email protected]
(831) 466 - 9948
6996 Soquel Ave, Santa Cruz, CA 95062
CL#1012022
___________________________ _____________________

15.5 [email protected]
(831) 466 - 9948
6996 Soquel Ave, Santa Cruz, CA 95062
CL#1012022
Change Order - Woodwork
222 Market St - RR - Dan Himan - D-12663
Date: 12 / 15 / 2025
Materials & Labor:

Front and Rear Undershot Areas
• Moriarty's Roofing will leave existing roof sheathing in place. • Install 1/2" CDX plywood overlay over existing sheathing. • Install new step flashing and peel-and-stick underlayment (PSU). • Install new T-11 siding to properly counter flash all newly installed step flashing.

Lower Roof - Right Side Over Door
• Moriarty's Roofing will remove existing barge rafter and shingle molding. • Install new 2x4 barge rafter.
• Install new 1x4 fascia boards.
• Reinstall roofing and trim components to match existing conditions.

Lower Roof Wall
• Modify existing T-11 siding by turning it up as required. • Install ice-and-water barrier (IB membrane) behind siding at roof-to-wall transition. • Install step flashings
• Install new 1x4 trim board along step flashings.

Upper Roof- Right Side
• Turn step flashing behind existing barge rafter where feasible. • Install new 1x10 pre-primed trim board to act as counter flashing over step flashing.

Backside of Building
• An existing exhaust fan currently penetrates the roof. • Remove and rebuild existing 2x4 bracing associated with the fan penetration as required.

Front - Rafter Tails
• Two (2) rafter tails will be addressed:
• One rafter tail will be trimmed flush with the wall.
• One rafter tail will be trimmed to remove existing rot. • Moriarty's Roofing determined that the remaining rafter tails exhibit minor termite damage and were inspected by Dan and the Superintendent.
• No additional rafter tail removals are included in this scope.

15.6 [email protected]
(831) 466 - 9948
6996 Soquel Ave, Santa Cruz, CA 95062
CL#1012022
• Rafter tails with minimal rot will be sistered as needed to maintain structural integrity.

Existing Wood Rot
• The superintendent on sight, noted existing wood rot in the middle of the roof. • Moriarty's roofing will be replacing the existing wood in these areas Additional Conditions
• Any additional concealed damage discovered during the remainder of the tear-off may require a revised scope and additional change orders.

Leave clean work site
Description Price
Change Order price for woodwork as described above. $50,200.00 Total $50,200.00
Any additional work to be done at Time & Material basis: $125.00 person/hour + materials.

Payment Schedule:
• 100% of change order due upon receipt of invoice.
• All invoice payments are due upon receipt:
• Payment shall be considered past due if not received by Contractor within seven (7) calendar days after completion of work and will incur late charges at 1% interest compounded per month (12% per year) and will be imposed on unpaid balance • If we do not receive payment in full within 60 days of the completion of the extras, a mechanic's lien will be filed on job property and removed when payment is received in full plus full interest accrued at date of payment Acceptance of Change Order:

1. The costs, materials and specifications stated above are satisfactory and are hereby accepted. Moriarty's Roofing is authorized to perform the work as specified and payments will be made as summarized above.

2. Any alteration or deviation from the above specifications involving extra costs will be executed only upon a written change order and will become an extra charge over and above the estimate in this proposal, to be paid in full upon completion of extra work specified.

15.7 [email protected]
(831) 466 - 9948
6996 Soquel Ave, Santa Cruz, CA 95062
CL#1012022

3. All agreements are subject to strikes, accidents, or delays beyond the contractor’s control.

4. Any defects found on the roof will be documented and fixed according to Code. Moriarty's Roofing will contact you to inform you of these defects and the work necessary to complete the job. By agreeing to this proposal, you acknowledge that we will continue to work until the project is completed to the fullest extent up to Code.

5. In the event of rain before we are able to begin your project, Moriarty's Roofing can come and attempt to remedy an active leak at the same Time & Materials rate listed above. If a tarp is requested, it will be billed at the same Time & Materials rate.

6. Warranty: In addition the manufacturer’s warranty, Moriarty’s Roofing warrants all workmanship for a period of 10 years, excluding acts of God, malicious mischief, accidents and usage outside the scope of normal wear. If Moriarty’s Roofing is called to a repair after installation and it is determined that Moriarty’s work is not the cause of the damage, we will charge at above Time and Materials rate to conduct the repair.

7. Moriarty's Roofing is not responsible for nail pop on ceiling as this is beyond our control.

8. Painting of all new wood is to be done by others unless specified above.

9. This proposal may be withdrawn if not accepted within 60 days.

AGREED TO AND ACCEPTED:
___________________________ _____________________

15.8 M E M O R A N D U M
DATE: December 16, 2025
TO: Elizabeth Millwee, Purchasing Manager
FROM: Filipina Warren, Public Works Operations Manager
SUBJECT: Single Source for Change Order to PO 71-26011 - Moriarty’s Roofing of 222 Market St, Senior Center Office-SCO
Background
The Senior Center located at 222 Market Street is a facility that was built in multiple stages through the years, starting in the 1950’s, using volunteer work and donated materials. The facility is mainly managed by the Park and Recreation Department, with assistance from the Public Works Facilities division for maintenance and renovation project requests. Over the years, the Facilities division have discovered questionable repair work performed by others inside the facility and have been assisting in making the necessary upgrades to provide a safe facility for the Senior community to use.

The roof is failing and leaks, and Public Works went out to bid to replace the existing roof and gutters.

The bids received were Alameda Roofing Services $88,951, Knox Roofing $86,009, and Moriarty’s Roofing and Gutters $85,572. Moriarty’s Roofing and Gutters was awarded the low bid, and PO 71- 26011 was issued for $85,572.60.

Work started on Monday, December 15th, and while removing the existing roofing material, the contractor discovered failed sheet metal flashing along the roof-to-wall, roof venting and house fans.

These defective areas were previously covered by the material and were not visible during initial inspection. The contractor also discovered several locations of wood rot and erroneously framed and sheeted locations that need to be corrected to assure a watertight roof installation.

Reason for “Single Source” Agreement
A "Single Source" exception is necessary because the original contract was awarded through the informal bid process, and failed sheet metal flashing and construction defects were discovered after the protective roofing substrate was removed which leaves the facility vulnerable to the environment. The weather forecast shows rain in the coming days and any additional work outside of the Change Order requests will be billed at a Time & Material basis, $125 person/hour plus materials.

15.9 Price Analysis
Moriarty’s roofing superintendent assessed the work needed to provide a “watertight” installation to meet Moriarty’s and manufacturer’s warranty and complete the project before the heavy rains start, predicted for next week. The additional work change order will be $56,700, which includes $50,200 in woodwork and $6500 in sheet metal fabrication to remove failed materials. The change order will bring PO 71-26011 to a total of $142,277, and the project will be brought to Council in January to ratify the contract.

CC:

Nathan Nguyen, Director of Public Works
Filipina Warren, Public Works Operations Manager
Jenna Wilson, Management Analyst
BJ Dericco, Engineering Associate
Dan Himan, Facilities Supervisor
Tony Elliot, Director of Parks and Recreation
Tremaine Heddon-Jones, Superintendent of Recreation
Attachments:

Sheet Metal Change Order
Woodwork Change Order

15.10 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: Water
SUBJECT: Service Order 11 Change Order 2 with HDR Inc. for Capital Program Management Services - Budget Adjustment (WT)
LOCATION: None
RECOMMENDATION: Motion to:
1) Authorize the City Manager to execute Change Order 2 in the amount of $1,993,028 with HDR, Inc. in a form to be approved by the City Attorney; and 2) Adopt a resolution to amend the FY 2026 budget by transferring funds within the Water Department’s CIP in the amount of $825,000 from project c702103 (ASR - Santa Margarita Groundwater Basin) to c701501 (GHWTP CC Tanks Replacement), to provide funding for additional work needed to complete the GHWTP CC Tanks Replacement Project.

BACKGROUND: The City of Santa Cruz Water Department (Department) is currently implementing a large capital program to enhance water system resiliency and water supply reliability. The program directly impacts nearly all aspects of the water system through rehabilitation or replacement of water diversions, pipelines, and water treatment infrastructure.

Notable projects include:
 Replacement of the Graham Hill Water Treatment Plant (GHWTP) Concrete Tanks.  Construction of the Regional Drought Resiliency Project – Intertie 1, pipeline and pump station connecting the treated water systems of the City of Santa Cruz and Scotts Valley Water District.
 GHWTP Facility Improvements Project to ensure continued treatment and delivery of high-quality drinking water to customers that meets or exceeds all regulatory standards.  The Newell Creek Pipeline Replacement Project (Felton Booster Pump Station to the GHWTP) to ensure continued reliability of water supply from the Loch Lomond Reservoir.
 Construction of supplemental water supply projects like ASR at Beltz wells 8, 9 and 12.

In 2017, HDR Inc. (HDR) was hired as the Department’s program manager through a qualifications-based procurement process to support the implementation of the capital program.

Program management is a common staff augmentation model used when staffing needs vary

16.1 significantly over relatively short periods of time in terms of both areas of expertise and the level of staffing required for a project as it evolves from planning and design through construction and project closeout.

On June 24, 2025, City Council authorized approval of Service Order 11 (SO 11) to cover program management activities planned for Fiscal Year 2026. Notable program management activities covered in SO 11 include providing project management, environmental compliance, and construction management services for the Concrete Tanks Replacement Project; providing project management, technical support, construction management, and environmental compliance services on the Newell Creek Pipeline Replacement Project (Felton to GHWTP), Regional Drought Resiliency Project – Intertie 1, and the University Tank 4 Rehab/Replacement Project; providing project management and technical support for the GHWTP Facility Improvement Project; and supporting ongoing scheduling, cost forecasting, budgeting, and cash flow estimates through project controls support for the entire program.

DISCUSSION: As described in the attached Change Order 2, modifications are needed to SO 11 for unforeseen changes in scopes of work, schedules and budgets for several projects. The largest component of this change order is related to Construction Management (CM) services for the GHWTP Concrete Tanks project. The schedule for the project has been extended significantly beyond the anticipated completion date of July 2024 due to weather delays, design changes, and modifications to various project components, resulting in an additional $1,500,000 required to complete this project in mid 2026.

Similarly, additional planning and design efforts are needed for water supply augmentation to advance pilot testing at one groundwater well and develop standard operating procedures for all ASR wells. Additional design work is also needed for the University 4 tank replacement project which is currently in construction and requires modifications to the additional electrical systems.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” under CEQA. The execution of Change Order 2 with HDR for SO11 for program management services is not a “project” under CEQA because the support services provided do not have the potential to cause a physical change in the environment directly or indirectly.  In addition, each project being implemented through the capital program has or will undergo its own CEQA review process.

HEALTH IN ALL POLICIES (HiAP): The continued program management services for the capital program align with the public health pillar of the City’s HiAP initiative by supporting the Department’s work in ensuring the reliability of the public drinking water supply by improving infrastructure integrity and reliability.

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 FISCAL IMPACT DESCRIPTION: The cost for Change Order 2 is $1,993,028. A transfer of $825,000 within the FY 2026 Water Department’s Capital Investment Program budget is requested from project c702103 (ASR - Santa Margarita Groundwater Basin) to c701501 (GHWTP CC Tanks Replacement).

16.2 Prepared By:

Isidro Rivera, P.E.

Deputy Water
Director/Engineering Manager
Submitted By:

Heidi Luckenbach
Water Director
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. SERVICE ORDER NO. 11 - CHANGE ORDER 2.PDF

2. BUDGET ADJUSTMENT.PDF

16.3 City of Santa Cruz Amendment to Master Services Agreement for Program Management Services
Service Order 11- Change Order 2
January 2026 Page 1

AMENDMENT TO MASTER SERVICES AGREEMENT FOR

PROGRAM MANAGEMENT SERVICES FOR THE

CITY OF SANTA CRUZ WATER DEPARTMENT
SERVICE ORDER 11 – CHANGE ORDER 2

THIS AMENDMENT TO THE MASTER SERVICES AGREEMENT, SERVICE ORDER-CHANGE ORDER 2 (“SO-11, CO-2”) is made by and between the City of Santa Cruz (“City”) and HDR ENGINEERING, INC. (“Consultant”), effective as of _________________, 2026 (the “Effective Date”).

City and Consultant may be referred to individually as “Party” and collectively, as the “Parties.”

RECITALS
WHEREAS, City and Consultant have previously entered into that certain Master Services Agreement (“PSA”) dated July 5, 2022, which is incorporated by this reference, and WHEREAS, the Parties previously entered into certain amendments of the MSA, and WHEREAS, the Parties have previously entered into Service Order 11, Change Order 1 (SO-11, CO-1) on June 26, 2025 to add additional tasks for Service Order 11 in the Scope of the MSA, and to amend Exhibits A, B, and C of the MSA, and
WHEREAS, City and Consultant desire to enter into this Service Order 11-Change Order 2 (SO-11, CO-2) to further amend the MSA with regard to Service Order 11 for fiscal year 2025-2026, as specified herein.

AGREEMENT
NOW, THEREFORE, it is agreed between the Parties to incorporate the above Recitals hereto, and agree as follows:

A. Exhibit A: Scope of Work of the MSA is hereby amended to add additional tasks to Service Order 11, as provided in Exhibit A-SO11-2, attached hereto and incorporated herein, to include the following:
• Add Service Order 11.4 (New Task) ASR Planning per Exhibit A-SO11-2. • Add Service Order 11.8 (New Task) Beltz 9 Upgrades for ASR per Exhibit A-SO11-2. • Add Service Order 11.5 (New Task) GHWTP Concrete Tanks, Construction Management, and Environmental Construction Management per Exhibit A-SO11-2. • Add Service Order 11.3 (New Task) Beltz 12 Ammonia Removal per Exhibit A-SO11-2. • Add Service Order 11.2 (New Task) U4 Tank Electrical, I&C Design Support per Exhibit ASO11-2. • Add Service Order 11.7 (New Task) Beltz 12 Ammonia Study – ESDC Phase II Support per Exhibit A-SO11-2.

16.4 City of Santa Cruz Amendment to Master Services Agreement for Program Management Services
Service Order 11- Change Order 2
January 2026 Page 2
• Add Service Order 11.6 (New Task) University No. 4 Rehab/Replacement, Environmental Compliance Management per Exhibit A-SO11-2
B. Exhibit B: Fee Schedule of the MSA is hereby amended to incorporate adjustments to prior Service Order 11 fees, as shown on page 1 of Exhibit B-SO11-2. The new overall budget for Service Order 11 is increased to $8,122,585.00.

C. Exhibit C: Work Schedule of the MSA is hereby amended to provide that all additional Service Order 11 tasks included in this SO-11, CO-2 are completed within Fiscal Year 2026.

D. Except as amended by this SO-11, CO-2, all other applicable terms and conditions of the MSA and other prior amendments shall remain in full force and effect. The terms of this SO-11, CO-2 shall control if any conflict exists.

E. Each party acknowledges that it has reviewed this SO-11, CO-2 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 SO-11, CO-2.

F. The unenforceability, invalidity or illegality of any provision(s) of this SO-11, CO-2 shall not render the other provisions unenforceable, invalid or illegal.

G. The Parties may execute this SO-11, CO-2 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.

H. The signatories to this SO-11, CO-2 warrant and represent that each is authorized to execute this SO-11, CO-2 and that their respective signatures serve to legally obligate their respective representatives, agents, successors and assigns to comply with the provisions of this SO-11, CO-2.
[SIGNATURES ON FOLLOWING PAGE]

16.5 City of Santa Cruz Amendment to Master Services Agreement for Program Management Services
Service Order 11- Change Order 2
January 2026 Page 3
IN WITNESS WHEREOF, the City and the Consultant have executed this SO-11, CO-2 as of the Effective Date above.

Approved As To Form:

By: _____________________________ Date: __________________ Office of the City Attorney
CONSULTANT: HDR ENGINEERING, INC.

By: _____________________________ Date: __________________ Printed: _________________________ Title: _________________________ By: _____________________________ Date: __________________ Printed: _________________________ Title: _________________________ 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 CITY OF SANTA CRUZ WATER DEPARTMENT:

By: _____________________________ Date: __________________ Heidi Luckenbach, P.E., Water Director
Technical Review By:

By: _____________________________ Date: __________________ Isidro Rivera, P.E., Deputy Water Director / Engineering Manager CITY OF SANTA CRUZ:

By: _____________________________ Date: _________________ Matt Huffaker, City Manager

16.6 City of Santa Cruz
January 2026 Page 4
EXHIBIT A-SO11-2: SCOPE OF WORK
Amendment to Master Services Agreement
for Program Management Services
Service Order 11- Change Order 2

16.7 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
1 SCOPE OF WORK
Service Order 11 Change Order 2 (SO11 CO2)
The City of Santa Cruz Water Department (City) has taken a program management approach to implementing its Capital Improvement Program (Program). It has contracted with HDR Engineering, Inc. (HDR), under a Master Services Agreement (MSA), to provide Program management services.

This change order to Service Order 11, Change Order 2, falls under the MSA and covers ongoing Program activities and Program deliverables that will occur in fiscal year 2026 (FY26) (July 1, 2025– June 30, 2026). Unless specifically noted, it is assumed that the scope and fee refer to work planned for completion in FY26.

The tasks of the MSA were created to allow the Program to transition from the initial stages of defining the Program projects, structure and procedures, through the planning and design of capital projects and department processes and protocols, and finally to project construction and startup of almost two dozen capital projects.

This change order, SO 11 CO2, is inclusive of updates to the following tasks:
• Task 2 - 3.3: ASR Planning
• Task 2 - 3.3.4: Beltz 9 Upgrades for ASR
• Task 2 - 4.3: GHWTP Concrete Tanks
• Task 2 - 4.7: Beltz 12 Ammonia Removal
• Task 4-6.1: U4 Tank Electrical, I&C Design
• Task 4.7.6: Beltz 12 Ammonia Study - ESDC Phase II
• Task 5-4.3: GHWTP Concrete Tanks Construction Management • Task 6-4.3: GHWTP Concrete Tanks Environmental Compliance Management • Task 6-6.1: U4 Tank Environmental Compliance Management Task 2: Design and Planning Management; Project Staff
Augmentation
Task 2 – 3.3: ASR Planning
Amendment SO11.4 Description
The original scope of work for ASR Planning under Service Order 11 was written anticipating the activities in the scope below would occur in the next fiscal year. Due to advanced deadlines and the Business Case Evaluation (BCE) for the 4th ASR happening sooner than planned, these activities are now occurring in the current fiscal year. This amendment will reallocate funds from Task 3.3.4 Beltz 9 Upgrades for ASR Task 2 – 3.3 ASR Planning to cover the activities detailed below in the scope of work. Additional activities will be addressed with a future amendment, if required.

EXHIBIT A-SO11-2

16.8 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
2 • Scope of Work for Beltz 10/11 Pilot Testing. Support in preparation for the Beltz 10/11 pilot testing, including activities related to contracting, permitting, work plan and technical report review, and bidding support for the temporary pilot setup. • Scope of Work for Draft Injection Standard Operating Procedures. Develop a draft standard operating procedure for planning-related activities in preparation for seasonal injection at the City’s ASR wells.

Task 2 – 3.3.4: Beltz 9 Upgrades for ASR
Amendment SO11.8 Description
This amendment will document the reallocation of funds from Task 3.3.4 Beltz 9 Upgrades for ASR to Task 2 – 3.3 ASR Planning to cover the additional activities listed above under the Task 2-3.3 Amendment. No other modifications have been made to Task 2 – 3.3.4 under this amendment.

Other terms, conditions, and obligations, including the scope of work, remain unchanged and in full force and effect for this task.

Task 2 – 4.3 GHWTP Concrete Tanks
Amendment SO11.5 Description
Construction for this project is now anticipated to be completed in 2026. The Parties agree to extend the period of performance to align with the updated project schedule, which includes activities that extend through the end of the Fiscal Year, June 30, 2026. The services to be performed during the extended period shall be the same in scope and nature to those previously agreed upon in Service Order 11.

Task 2 – 4.7 Beltz 12 Ammonia Removal
Amendment SO11.3 Description
This amendment will document the reallocation of funds from 4.7.6 - Beltz 12 Ammonia Study - ESDC Phase II to 2 – 4.7 Beltz 12 Ammonia Removal to cover additional construction support needs over the remainder of this calendar year and close-out activities that will occur in calendar year 2026. This will extend the period of performance by an additional three months. The services to be performed during the extended period shall be the same in scope and nature to those previously agreed upon in Service Order 11.

Task 4: Planning and Preliminary Engineering
Task 4–6.1 U4 Tank Electrical, I&C Design Support
Amendment SO11.2 Description
HDR was originally contracted to provide engineering services during construction of Phase II, which included the review and responses to requests for information (RFIs), submittals, and change orders. It was assumed that this effort would only require approximately 24 hours of general support

16.9 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
3 for these activities, that would be spread throughout the year. Subsequent reviews of the project documents have led to the City to re-evaluate the controls of the system. This resulted in the request for HDR to update the P&IDs.

Scope of Work - Project Administration
The project administration task accounts for the meetings with the City to discuss the changes in the design. An initial one-hour meeting has been allocated, in addition to one follow-up meeting.

Meetings:

1. One (1), one-hour kickoff meeting with City and HDR

2. One (1), one-hour, follow-up meeting
Scope of Work - Review Control Strategy Updates / Update P&IDs Review Control Strategies and P&ID Updates
The City will provide markups from the Process Engineer / Consultant, along with a written description of the changes to the operation of the U4 system based on the Consultant’s markups.

HDR will review and comment upon these changes.

Meetings:

1. Two (2), one-hour meetings with City to discuss changes in design.

Deliverables:

1. HDR comments to control strategies and P&IDs.

P&ID and IO Spreadsheet Updates
HDR will update the P&IDs to reflect approved changes to the design. In addition to the P&ID changes, HDR will also update the I/O Spreadsheet. HDR anticipates this requiring 24 engineering hours and 24 CAD hours (48 hours total).

Deliverables:

1. Updated P&ID drawings.

2. Updated IO Tagging Spreadsheet.

Update Electrical Drawings
The changes to the process had implications to the electrical design. The electrical drawings need to be updated to capture: 1) updates to reference drawings, 2) new/deleted conduits, and 3) changes to asset tag numbering. HDR anticipates this requiring 24 engineering hours and 24 CAD hours (48 hours total)
Deliverables:

1. Updated Electrical drawings.

Assumptions:

1. Updated CAD reference files will be provided to HDR for use in updated electrical drawings.

16.10 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
4 Task 4.7.6: Beltz 12 Ammonia Study - ESDC Phase II
Amendment SO11.7 Description
This amendment will document the reallocation of funds from 4.7.6 - Beltz 12 Ammonia Study - ESDC Phase II to 2 – 4.7 Beltz 12 Ammonia Removal to cover additional construction support needs over the remainder of this calendar year and close-out activities that will occur in calendar year 2026. No other modifications have been made to Task 4.7.6 under this amendment. Other terms, conditions, and obligations, including the scope of work, remain unchanged and in full force and effect for this task.

Task 5: Construction Management
Task 5–4.3 Concrete Tanks Replacement CM
Amendment SO11.5 Description
Construction for this project is now anticipated to be completed in 2026. The Parties agree to extend the period of performance to align with the updated project schedule, which includes activities that extend through the end of the Fiscal Year, June 30, 2026. The services to be performed during the extended period shall be the same in scope and nature to those previously agreed upon in Service Order 11, with the addition of activities 2 through 4 below.

This section describes each of the key activities that may occur during FY26 for a specific project Task and is organized as follows:
• Activity 2: Inspections, Special and Specialty Inspections o 2.1 Inspections
o 2.2 Specialty Inspections
• Activity 3: Division 1 and Special Provisions Compliance • Activity 4: Training, Testing, Startup and Commissioning o 4.1 Operators Training
o 4.2 Testing, Startup and Commissioning
Activity 2. Inspections, Special and Specialty Inspections, Surveying The CM team inspection staff will provide immediate feedback to the construction manager on project activities and site and operational conditions and will document the work performed in detailed daily reports. The reports will be logged into the DCS and will be readily available for viewing by the City. The inspection reports will provide a detailed accounting of the work performed and serve to make sure that work is completed in accordance with the Contract Documents.

2.1 Inspections
The construction manager’s inspection staff will be present during construction work hours to evaluate if work is being accomplished in accordance with the Contract Documents. Inspections will provide for monitoring of the construction work and field verification of the contractor’s QC program.

16.11 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
5 The CM lead and contractor will plan and coordinate inspections of construction work to provide the needed special and specialty inspections. Inspections will focus on contractor compliance with Contract Documents, permit requirements, and coordination with ongoing plant operations. The inspection reports will provide a written and photographic record of observations including weather conditions, contractor work force and equipment, and significant material or equipment deliveries.

The CM team inspection staff will monitor the work quality through visual inspection and materials testing and will use as-needed special and specialty inspections. During inspections, the contractor will be advised of nonconforming work observed and, if not corrected within designated time frames, the City will be notified.

Nonconforming work, corrected or not corrected in accordance with designated time frames, will both be recorded on deficiency lists and addressed.

The construction manager will:

1. Provide appropriate qualified, experienced inspection staff to monitor major work activities associated with work performed on shifts and days worked by the contractor, and to perform inspections and special and specialty inspections as required per the Contract Documents.

2. Inspect materials, equipment, construction procedures, work in progress, and completed work for compliance with the Contract Documents.

3. Monitor the contractor’s look-ahead schedule and confer with the contractor to schedule qualified personnel including specialty inspectors on an as-needed basis to inspect and monitor QC for major work activities.

4. Monitor completed work for contract compliance and generate appropriate deficiency lists.

5. Prepare daily inspection reports detailing weather conditions, status of work, and the location and type of work performed by the contractor, in accordance with the City’s Construction Manual and/or CM BMPs as applicable and appropriate.

6. For each work activity, document the number and classification of craft labor, supervision, equipment (including idle equipment), and materials used.

7. Note material and equipment deliveries or off-hauls, delays (including cause of delay), equipment breakdowns or other field problems, visitors, and other pertinent observations.

Augment reports with sketches and digital photographs.

8. Track progress of work for payment purposes and evaluate if the contractor’s progress payment request reflects the submitted schedule of values and the work actually performed.

9. Develop and implement a written communication system and database notifying the contractor of nonconforming work.

2.2 Specialty Inspections
These as-needed inspections will include structural steel, concrete, soil, and other architectural and mechanical specialties. These inspections will require specialized training and in many cases are associated with risks of wind, seismic, and fire. The construction manager will provide highly skilled specialty inspectors to provide assurance that the work quality will mitigate these potential risks.

The construction manager will:

1. Provide and conduct special inspections in accordance with the requirements set forth in Chapter 17 of the California Building Code (CBC).

16.12 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
6 2. Provide, at minimum, special inspections for the following work:
a. Structural steel inspections and verification, including special provisions for seismic resistance.
b. Concrete inspections and verification, including special provisions for seismic resistance. c. Inspection for wind resistance.
d. Foundation soil inspections and verification.
e. Inspections and verification for seismic resistance for other building systems, including designated seismic systems, mechanical and electrical components, storage racks and access floors, and architectural components.
f. Specialty inspections for the following work disciplines: architectural, structural, mechanical, plumbing, HVAC, fire protection, electrical, and process and instrumentation.

2.3 Surveying
Surveying will provide independent field verification of finish grades and contractor-provided as-built elevations to confirm compliance with the approved construction documents, grading plans, and specifications.

The construction manager will:

1. Identify and contract with a two-person surveying team to perform the work over a one-week period of time.

2. Provide the surveying team with both contract and as-built elevations and grades prior to mobilization for entry into their surveying equipment.

3. Coordinate the surveying team’s work and documentation through the HDR Construction Inspector.

4. Review grading or elevation discrepancies with the Contractor, HDR Construction Inspector, and Engineer of Record to resolve issues.

5. Document the surveying teams findings in the project document control system for project documentation.

6. Provide the Engineer of Record with the surveying team’s documentation of as-built grades and elevations to complete the final Record Drawings.

Activity 3. Division 1 and Special Provisions Compliance The Special Provisions section of the Contract Documents state work requirements for the project including phasing and sequencing, construction coordination with plant operation, and permit compliance. The Project Construction Manual provides specific instructions on monitoring for special provisions compliance such as restrictions on work hours, traffic control, and limiting impacts to the surrounding neighborhood.

The CM team inspection staff will monitor contractor compliance with the Special Provisions and mitigation measures, thereby reducing project risk. Key areas of monitoring by the consultant include stormwater (Stormwater Pollution Prevention Plan [SWPPP]), environmental compliance, discharge permits, and disruption to the neighborhood.

16.13 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
7 The construction manager will, in accordance with the City’s CM Guidelines and/or CM BMPs as applicable and appropriate:

1. Monitor contractor compliance with Division 1 and Special Provisions specifications including, but not limited to, mitigation commitments, wildlife protection and environmental permits, discharge permits, and erosion and sedimentation control requirements

2. Monitor the contractor’s noise, vibration, traffic, and odor control mitigation plans for contract requirements

3. Provide written notification to the contractor and City with a compliance concern

4. Provide immediate notification to the contractor and City of noncompliance with specifications and permits
Activity 4. Training, Testing, Startup, and Commissioning The construction manager will perform services relating to City staff training, plant startup, and commissioning.

4.1 Operator Training
The construction manager will coordinate contractor-provided operator training and assist in developing operating procedures and processes so that City staff can learn to operate the upgraded plant.

The construction manager will arrange for manufacturer-provided staff training, focusing on operations within the upgraded treatment plant. Trainings will include an on-site training facility with video and audio facilities, and after installation of equipment, instruction classes will be held on operation and maintenance of the equipment. Operations manuals for process equipment will be reviewed and their procedures will be incorporated into the plant operation manual. The construction manager will assist the City in developing interim operation procedures and assist staff in initial phases of operation.

The construction manager will:

1. Facilitate and coordinate training of the City’s plant operators with contractor, manufacturers, suppliers, City staff, and the City’s designer

2. Review the contractor’s training schedules and training plans

3. Coordinate and provide logistics for the training

4.2 Testing, Startup, and Commissioning
The construction manager will coordinate training once the equipment has arrived and installation is advanced sufficiently to provide for manufacturer inspections and certification of proper installation.

A representative of the manufacturer will visit the site and examine installation to confirm proper installation. After necessary adjustments are made, the manufacturer’s representative will verify the proper installation of equipment and provide operations staff with training on operation and maintenance.

The plant operations support team will organize a startup team from City staff, the City’s designer, and the contractor and lead this team in testing, startup, and commissioning for each phase of the project.

16.14 Santa Cruz Program Management: Service Order 11 Change Order 2 12-15-2025
8 The construction manager will:

1. Coordinate functional and operational testing activities with the contractor, manufacturers, City’s designer, and City.

2. Review the contractor’s test procedures, witness the contractor’s testing, and receive and review the contractor’s test reports.

3. Coordinate and schedule startup and commissioning activities.

4. Lead, coordinate, and assist with day-to-day startup and commissioning activities.

Task 6: Program Support
Task 6.1–4.3 Concrete Tanks Environmental Compliance Management Amendment SO11.5 Description
Construction for this project is now anticipated to be completed in 2026. The Parties agree to extend the period of performance to align with the updated project schedule, which includes activities that extend through the end of the Fiscal Year, June 30, 2026. The services to be performed during the extended period shall be the same in scope and nature to those previously agreed upon in Service Order 11.

Task 6.1–6.1 University Tank No. 4 Rehab/Replacement –
Environmental Compliance Management
Amendment SO11.6 Description
This amendment will document the re-allocation of funds from Task 6.1-6.1 University Tank No. 4 Rehab/Replacement – Environmental Compliance Management to Task 4-6.1 to cover additional electrical design efforts on University Tank No. 4 project. No other modifications have been made to Task 6.1-6.1 under this amendment. Other terms, conditions, and obligations, including the scope of work, remain unchanged and in full force and effect for this task.

16.15 City of Santa Cruz
January 2026 Page 5
EXHIBIT B-SO11-2: FEE SCHEDULE
Amendment to Master Services Agreement
for Program Management Services
Service Order 11- Change Order 2

16.16 Exhibit-B-SO11-2

16.17 City of Santa Cruz

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 Clear Form
2026
01/07/2026
Transfer $825,000 within the Water Department's CIP, from project c702103 (ASR - Santa Margarita Groundwtr Basin) to c701501 (GHWTP CC Tanks Replacement), to provide funding for additional work needed to complete the GHWTP CC Tanks Replacement project. 0 711-70-91-7153-57302 c702103-100-2020-0 ASR - Santa Margarita Groundwtr Basin -825,000 711-70-91-7152-57302 c701501-100-2020-0 GHWTP CC Tanks Replacement 825,000 0 0
Malissa Kaping
2026.01.07
10:07:53 -08'00'
Heidi
Luckenbach
Digitally signed by
Heidi Luckenbach
Date: 2026.01.07
11:09:33 -08'00'
Digitally signed
by Emily Burton
Date: 2026.01.13
'08:49:49 -08'00
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.01.20
10:27:39 -08'00' 16.18
ORDINANCE NO. 2026-01

AN ORDINANCE OF THE CITY OF SANTA CRUZ AMENDING MUNICIPAL CODE CHAPTER 16.02 – WATER WASTE PROHIBITION AND OTHER WATER USE

REGULATIONS, ADOPTING AMENDMENTS TO RESTRICT THE IRRIGATION OF

NONFUNCTIONAL TURF
WHEREAS, Assembly Bill (AB) 1572 was passed in 2023 and amended the California Water Code to prohibit the use of potable water for irrigation of nonfunctional turf on commercial, institutional, and industrial properties, as well as on common areas of homeowners’ associations and similar entities; and
WHEREAS, AB 1572 established phased compliance deadlines based on property type, with the first compliance deadline being January 1, 2027 for properties owned by local governments, local or regional public agencies, and public water systems; and WHEREAS, AB 1572 also requires public water systems, including the City of Santa Cruz, to revise their regulations, ordinances, or policies governing water service to include the requirements of AB 1572 no later than January 1, 2027.

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

Section 1. Incorporation of Recitals. The foregoing recitals are found to be true and correct, and are incorporated by this reference into this action.

Section 2. Chapter 16.02 of the Santa Cruz Municipal Code is hereby amended to read as follows:

16.02.010 PURPOSE.

The purpose of this chapter is to ensure that the water supply of the city of Santa Cruz is put to maximum beneficial use and that waste or unreasonable use or unreasonable method of use of water be prevented and to support implementation of state required urban water use restrictions when local supply conditions do not support implementation of the water shortage contingency plan described in Chapter 16.01.

16.02.020 APPLICATION OF REGULATIONS.

The provisions of this chapter shall apply to all persons using water, both in and outside the city and within city water service areas, regardless of whether any person using water shall have a contract for water service with the city. Notwithstanding other code provisions inconsistent with this chapter, the provisions of this chapter shall supersede and prevail until termination of this chapter.

17.1 ORDINANCE NO. 2026-01
2 16.02.030 DEFINITIONS.

For the purpose of this chapter, the following words shall have the meanings set forth below:
(a) “Commercial water user” means a water user that provides or distributes a product or service. (b) “Common area” means that portion of a common interest development or of a property owned or managed by a homeowners’ association or a community service organization or similar entity that is not assigned or allocated to the exclusive use of the occupants of an individual dwelling unit within the property.
(c) “Common interest development” means any of the following:

1. A community apartment project.

2. A condominium project.

3. A planned development.

4. A stock cooperative.
(d) “Community service organization or similar entity” means a nonprofit entity, other than an association, that is organized to provide services to residents of the common interest development or to the public in addition to the residents, to the extent community common area or facilities are available to the public. “Community service organization or similar entity” does not include an entity that has been organized solely to raise moneys and contribute to other nonprofit organizations that are qualified as tax exempt under Section 501(c)(3) of the Internal Revenue Code and that provide housing or housing assistance. (e) “Community space” means an area designated by a property owner or a governmental agency to accommodate human foot traffic for civic, ceremonial, or other community events or social gatherings.
(f) “Director” means the director of the water department of the city of Santa Cruz, or his or her designated representative.
(g) “Disadvantaged community” means a community with an annual median household income that is less than 80 percent of the statewide annual median household income. (h) “Drip irrigation” means low-flow point specific irrigation systems that apply water directly to plant root zones through emitters, low volume microspray devices that are components of a drip irrigation system, and soaker hoses.
(i) “Homeowners’ association” means a nonprofit corporation or unincorporated association created for the purpose of managing a common interest development. (j) “Industrial water user” means a water user that is primarily a manufacturer or processor of materials as defined by the North American Industry Classification System code sectors 31 to 33, inclusive, or an entity that is a water user primarily engaged in research and development.

17.2 ORDINANCE NO. 2026-01
3 (k) “Institutional water user” means a water user dedicated to public service. This type of user includes, among other users, higher education institutions, schools, courts, churches, hospitals, government facilities, and nonprofit research institutions. (l) “Nonfunctional turf” includes, but is not limited to:

1. Turf that is solely ornamental and not regularly used for human recreational purposes or to accommodate civic, ceremonial, or other community events or social gatherings.

2. Turf located within street rights-of-way and parking lots.

3. Turf enclosed by fencing or other barriers to permanently preclude human access for recreation or assembly.
(m)“Person” means any individual, firm, partnership, association, corporation, or political entity. (n) “Potable water” means water that is suitable for human consumption. (o) “Recycled water” means water which, as a result of treatment of waste, is suitable for a direct beneficial use or a controlled use that would not otherwise occur and is therefore considered a valuable resource.
(p) “Turf” means a living ground cover surface of mowed grass. (q) “Water” means any water obtained from the water department of the city of Santa Cruz.

16.02.040 REGULATIONS.
(a) Water Waste Prohibitions. It is unlawful for any person to use water for any of the following:

1. Fire Hydrants. Use of water from any fire hydrant unless specifically authorized by permit from the city, except by regularly constituted fire protection agencies for fire suppression purposes, or for other authorized uses, including distribution system flushing, fire flow testing, and filling of approved vehicles for sewer system flushing, storm drain maintenance, and street sweeping purposes.

2. Watering/Irrigation. The watering of grass, lawn, groundcover, shrubbery, open ground, crops and trees, including agricultural irrigation, in a manner or to an extent which allows excess water to run to waste.

3. Plumbing Leaks. The escape of water through leaks, breaks, or malfunction within the water user’s plumbing or distribution system for any period of time within which such break or leak should reasonably have been discovered and corrected. It shall be presumed that a period of twenty-four hours after the water user discovers such break, leak or malfunction, or receives notice from the city of such condition, whichever occurs first, is a reasonable time within which to correct such condition or to make arrangements for correction.

17.3 ORDINANCE NO. 2026-01
4 4. Washing of Exterior Surfaces. The washing of sidewalks, walkways, driveways, parking lots, patios, or other exterior surfaces unless the hose is equipped with an automatic shutoff nozzle.

5. Cleaning of Structures and Vehicles. The cleaning of building exteriors, mobile homes, cars, boats, and recreational vehicles unless the hose is equipped with an automatic shutoff nozzle.

6. Fountains. The operation of an ornamental fountain, unless such water is recycled in the fountain.

7. Cooling. The use of water in new ice-making machines and any other new mechanical equipment that utilizes a single pass cooling system to remove and discharge heat to the sanitary sewer. Water used for all cooling purposes shall be recycled.

8. Commercial Car Washes. The washing of vehicles at a commercial car wash unless the facility utilizes water recycling equipment, or operates on a timer for a limited time period and shuts off automatically at the expiration of the time period.

9. Construction. The use of potable water for dust control or soil compaction purposes in construction activities where there is a reasonably available source of reclaimed water appropriate for such use.

10. The indiscriminate running of water or washing with water not otherwise prohibited in this section, which is wasteful, and without reasonable purpose.

11. Use of potable water to irrigate turf, lawns, gardens, or ornamental landscaping between 10:00 a.m. and 6:00 p.m. unless by drip irrigation, or by hand watering with a quick acting positive shut off nozzle. (Exceptions may be made by the director for professional gardeners where there is no ability to not water between 10:00 a.m. and 6:00 p.m.).

12. (a)The use of potable water for the irrigation of nonfunctional turf located on commercial, industrial, and institutional properties (other than a cemetery), and on properties of homeowners’ associations, common interest developments, and community service organizations or similar entities is prohibited as of the following dates:
(1) All properties owned by the Department of General Services, beginning January 1, 2027.
(2) All properties owned by local governments, local or regional public agencies, and public water systems, beginning January 1, 2027. (3) All other institutional properties and all commercial and industrial properties, other than cemeteries, beginning January 1, 2028.

17.4 ORDINANCE NO. 2026-01
5 (4) All common areas of properties of homeowners’ associations, common interest developments, and community service organizations or similar entities, beginning January 1, 2029.
(5) All properties owned by local governments, local public agencies, and public water systems in a disadvantaged community, beginning January 1, 2031, or the date upon which a state funding source is made available to fund conversion of nonfunctional turf on these properties to climateappropriate landscapes, whichever is later. (b) Notwithstanding subdivision (a), the use of potable water is not prohibited by this section to the extent necessary to ensure the health of trees and other perennial nonturf plantings, or to the extent necessary to address an immediate health and safety need.
(b) Imposition of State Mandated Restrictions. From time to time the city may require additional water use restrictions in order to comply with state mandated restrictions on water use to address state-wide drought conditions when local supply conditions do not warrant implementation of the Water Shortage Contingency Plan. The water director shall provide notification to city council and the public before any such restrictions are put into effect. Such restrictions may include, but are not limited to:

1. Landscape Irrigation. To prevent unreasonable use of water and to promote water conservation, the number of days per week on which landscape irrigation is allowed may be limited and/or specific watering days may be assigned on which landscape irrigation is allowed.

2. Nonfunctional Turf. To prevent the unreasonable use of water and to promote water conservation, the use of potable water for nonfunctional turf by commercial, industrial, or institutional users (as defined at 23 CCR 996) may be restricted or prohibited. The use of water necessary to ensure the health of trees and other perennial nonturf landscaping is not prohibited.

3. A prohibition on serving drinking water to any customer, unless expressly requested, by a restaurant, hotel, cafe, cafeteria, or other public place where food is sold, served, or offered for sale.

4. The use of potable water for washing sidewalks, driveways, buildings, structures, patios, parking lots, or other hard surfaced areas, except in cases where health and safety are at risk.

5. The use of potable water for street cleaning or construction site preparation purposes, unless no other method can be used or as needed to protect the health and safety of the public.

17.5 ORDINANCE NO. 2026-01
6 6. The application of water to irrigate turf and ornamental landscapes during and within forty-eight hours after measurable rainfall of at least one-fourth of one inch of rain. In determining whether measurable rainfall of at least one-fourth of one inch of rain occurred in a given area, enforcement may be based on records of the National Weather Service, the closest CIMIS station to the parcel, or any other reliable source of rainfall data available to the entity undertaking enforcement of this subsection.

7. The use of potable water for irrigation of ornamental turf on public street medians.

16.02.050 REMEDIES FOR VIOLATIONS.
(a) Administrative Enforcement. Any person, firm, partnership, association, corporation, political entity or other water department customer violating any provision of this chapter may be subject to the administrative enforcement provisions, and assessed administrative penalties, in accordance with the enforcement provisions of Section 16.01.110 and 16.01.120. An administrative penalty imposed pursuant to this subsection may be appealed in accordance with Section 16.01.100(b).
(b) Disconnection.

1. Any person in violation of the provisions of this chapter who fails to take corrective action within fifteen days of receiving written notification of the violation may be subject to disconnection of water service or installation of a water flow restrictor as deemed appropriate by the director or designee. Prior to disconnection or installation of water flow restrictor, reasonable notice and an opportunity to cure shall be given.

Upon disconnection of water service a written notice shall be served upon the violator, or conspicuously posted at the entrance of the violator’s premises, and shall state the time, place and general description of the violation and the method by which reconnection can be accomplished.

2. Where water service is disconnected, as authorized above, it shall be immediately reconnected upon correction of the condition or activity and the payment of the reconnection charge in an amount specified by resolution of the city council. (c) Infraction Citation. Consistent with applicable law (including 23 CCR 995(e)), any person violating this chapter shall be deemed guilty of an infraction punishable by a fine of up to five hundred dollars for each day in which the violation occurs. Any fine imposed pursuant to this subsection is in addition to, and does not supersede or limit, any other remedies, civil or criminal, including those provided for in Title 4 of the Santa Cruz Municipal Code. Each and every day a violation of this chapter exists constitutes a separate and distinct offense for which enforcement action may be taken.

16.02.060 CITATION AUTHORITY.

All peace officers and persons authorized by law to issue citations within the water service area shall, in conjunction with duties imposed by the law, diligently enforce the provisions of this

17.6 ORDINANCE NO. 2026-01
7 chapter. Pursuant to the provisions of Section 836.5 of the State Penal Code, the water department director and water department employees designated by the director are hereby designated and authorized to issue citations for enforcement of this chapter.

Section 3. This ordinance shall take effect and be added to the City’s Municipal Code thirty (30) days after final adoption. The nonfunctional turf irrigation restrictions shall commence January 1, 2027, as provided in Section 16.02.040.

PASSED FOR PUBLICATION this 13th day of January, 2026, by the following vote:

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

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

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

17.7 ORDINANCE NO. 2026-01
8 PASSED FOR FINAL ADOPTION this 27th day of January, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2026-01 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 Proof of Publication
(2015 C.C.P.)
I, the undersigned, declare:

That I caused the attached legal notice/advertisement to be published in the Santa Cruz Good Times, a weekly newspaper published and circulated in the County of Santa Cruz, and adjudged a newspaper of general circulation by the Superior Court of California in and for the County of Santa Cruz, under Proceeding No. 68833; and that the legal notice/advertisement was published in the above-named newspaper on the following date(s), to wit:

January 21, 2026
I declare under penalty of perjury that the foregoing is true and correct to the best of my knowledge.

This 21st day of January, 2026, Santa Cruz, California
____________________________
Julia Wood
Deputy City Clerk Administrator

17.9 DECLARATION OF POSTING

STATE OF CALIFORNIA )
) SS.

COUNTY OF SANTA CRUZ )
On the 20th day of January, 2026, I posted conspicuously in three public places within the City of Santa Cruz, Ordinance No. 2026-01, to wit:

1. City Hall: 809 Center Street: Bulletin Board outside Room 9/10

2. City Hall: Bulletin Board outside Council Chambers

3. The City of Santa Cruz website
The document, posted in its entirety, consists of pages 1—8.

I declare under penalty of perjury that the foregoing is true and correct. Executed this 20th day of January, 2026, in Santa Cruz, California.
_______________________________
Julia Wood
Deputy City Clerk Administrator

17.10 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Manager
SUBJECT: 2025 Health in All Policies (HiAP) Progress Update and Proposed 2026- 2029 HiAP Citywide Implementation Workplan (CM)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Accept 2025 Health in All Policies (HiAP) progress update; and 2) Approve the proposed 2026-2029 HiAP Citywide Implementation Workplan.

BACKGROUND: Recognizing the role of local governments in promoting community wellbeing through policy and decision-making, the City Council prioritized equity, public health, and sustainability by adopting Council Policy 14.9 in November 2019 (attached) and a Health in All Policies (HiAP) ordinance (Ordinance No. 2019-22, attached) in December 2019. Subsequently, the City Council adopted a Year 1 Implementation Work Plan in January, 2020 and upon completion of that Work Plan, in November, 2021, adopted a multi-year workplan that extended through 2024. The City Council also adopted a set of Community Well-being Outcome indicator metrics that are updated biannually.

On November 9, 2021, City Council adopted a complementary resolution recognizing the history and current existence of racism and white supremacy in the community, reviving the HiAP City Council Committee and directing the committee to return to the Council with concrete, actionable steps to work toward building a more just, inclusive and safe community. Each calendar year the City adopts an annual HiAP City Council Committee workplan that guides the implementation of the direction contained in both the 3-year implementation workplan and the anti-racial discrimination resolution. In calendar year 2025, progress on the three-year workplan covering 2021-2024 was evaluated, and a subsequent three-year workplan was developed for 2026-2029.

DISCUSSION: Council Policy 14.9 requires an annual report on the City’s HiAP effort. The 2025 Annual HiAP Progress Update includes a qualitative assessment of annual calendar year progress on both the 2021-2024 HiAP Citywide Implementation Workplan and the 2025 HiAP City Council Committee workplan.

19.1 2021-2024 HiAP Citywide Implementation Workplan Progress:
* Denotes workplan activities which also represent activities completed pursuant to the antiracial discrimination resolution.

Workforce Development Initiative (all departments) – Ongoing. Initiative included hosting monthly regional workforce partner meeting, partnering with Your Future is our Business on a Trades Day at the Civic Auditorium in November 2022, 2023, 2024 and 2025. In addition to previously reported activities (e.g., local preference procurement actions, public safety youth career programs and coordination of a March 2025 skilled job fair), the City received a $2M grant award to establish and lead the Monterey Bay Green Youth Service Corps. The City, along with 4 nonprofit partners, hired 107 youth into training programs and early career jobs with over 75% of those hired coming from historically under-served backgrounds. * Engagement for the purpose of relationship and capacity building (all departments) – Ongoing. In addition to previously reported activities (e.g., annual Lower Ocean/Beach Flats neighborhood cleanup days), staff continue to meet regularly with frontline neighborhoods on coastal resilience. City staff and Councilmembers are also engaged with youth liaisons, giving youth voice in local government and building youth capacity to do so. * Design standard operating procedure/best practices for equity focused community engagement (CMO + departments) - Partially completed. In addition to previously reported activities (e.g., development of internal translation and interpretation guide, equity best practices in engagement guide, and contracting with local translation/interpretation firms), the City launched a tribal coordination team that meets quarterly. Staff is also developing an Equitable Engagement Administrative Procedure Order (APO) that was presented to the HiAP City Council Committee at its December 2025 meeting. This APO will be finalized in early 2026
Ongoing evaluation and recommendations for new Collective of Results and Evidencebased Investments (CORE)/Community Development Block Grant funding allocations based on equity (CMO, EDH and HiAP City Council Committee) - In June 2024, the City and County of Santa Cruz jointly released the (CORE) Request for Proposals (RFP) for the 2025– 2028 funding cycle. The application period closed in August 2024, and the County Human Services Department presented funding recommendations for approval to both the City Council and the Board of Supervisors in November 2024. Both bodies approved the funding recommendations.

Following that meeting, the City Council directed staff to form a CORE Subcommittee to review community and stakeholder feedback in collaboration with the County, assess the program's future direction, and examine the ongoing partnership with the County. This work is occurring amid potential federal and state funding uncertainties and evolving City priorities.

An informational report on CORE will be brought to the City Council in the first quarter of 2026.

19.2 * Join the Local and State Government Alliance for Racial Equity (GARE) (All departments)- Completed and renewed annually. Staff utilize for training, research and peer exchange on equity topics.

Equity based Community Climate Action Plan 2030 (CAP 2030) and Climate Adaptation Plan development (CMO + departments) – Completed. CAP 2030 was completed and adopted in 2022; currently in implementation and reporting phase. CAP 2030 progress was reported at the January 13, 2026 City Council meeting. In March 2025, City Council adopted the Federal Emergency Management Agency approved Local Hazard Mitigation and Climate Adaptation Plan (LHM-CAP 2025-2030). Staff are currently implementing the LHM-CAP Active development of green mixed use affordable housing projects (EDH, PL) – Ongoing.

The City has a number of affordable housing projects brought online in 2025 and in the pipeline, each of which is subject to energy reach code and green building requirements that ensure green materials and systems.
* Diversity, Equity, Inclusion and Accessibility (DEIA) initiative (HR + departments) - Ongoing. HR staff presented an update on the Culture as a Competitive Advantage initiative in 2025 to the HiAP City Council Committee and will continue its development through 2026.

More training for City Council and employees (HR + departments) – Ongoing. In 2025, staff members were provided training on HiAP through an agenda report preparation training session. HR also launched many more DEIA trainings. The Sustainability and Resiliency Officer visited most commissions and committees to report on Sustainability, Resiliency and HiAP efforts where members were reminded of how to consider these topics as detailed in the Advisory Bodies Handbook. The Climate Action Program is developing sustainability microtrainings for employees to be launched in 2026. * Employee Equal Opportunity Committee (EEOC) (HR): The EEOC helps the City explore avenues to apply the HiAP framework to its Human Resources policies. The EEOC is a strategic partner in the DEIA initiative. While the HR director reported to the HiAP City Council Committee in 2025, the EEOC did not meet in 2025.

Develop oversized vehicle ordinance to reduce the environmental damage associated with dumping sewage, reduce litter and bring safe parking that would improve equity. (PD + departments) – Completed. Ordinance adopted by City Council in 2022 and updated in 2023.

The Coastal Commission renewed the Coastal Permit in 2024 for a two-year time period, and City monitoring and implementation continue, including provision of 24/7 and overnight safe parking programs for those residing in oversized vehicles.

Focus on sustainability, equity and inclusion in City’s existing building electrification,

19.3 objective standard project, Housing Element implementation, and Downtown Plan Expansion project (PL) - Ongoing. Explicit outreach conducted with individuals from and organizations that serve historically under-represented or under-served people to inform these projects and policies, e.g., the recently adopted Downtown Plan Expansion and approaches noted in the Housing Element to meet objectives that Affirmatively Further Fair Housing.

Develop list of prequalified local vet, BIPOC, small and women contractors for residents to reference. Incomplete. In 2025, the City contracted for the first time with the Promotoras women-owned cooperative to conduct engagement with the Santa Cruz Spanish speaking community on the 2026-2029 CAP 2030 and HiAP citywide implementation workplans.

However, the City has not yet followed up on a similar County initiative or advanced progress into the prequalified vendors list.
* Exploration and integration of Carbon and Equity Budgeting (FN) Integrated 3 HIAP pillars into FY23 – FY26 budget for informational purposes. There is a HiAP discussion in the popular annual financial report, and 3 pillars are highlighted in each department’s budget summary in the annual budget report. These are specifically noted by symbols throughout the accomplishments, goals, workload indicators and performance measures. CMO and FN departments integrated these pillars into the FY26 capital investment program (CIP) budget for prioritization purposes: projects that showed a stronger connection to HiAP were more likely to receive the limited General Fund funding available. On average, all projects that received General Fund funds were deemed to, at minimum:
 Have a modest positive impact on the ability of marginalized, vulnerable, and frontline people to access City services and/or improve their livelihoods;  Have a modest impact on the City's ability to achieve established sustainability goals; and
 Address a serious health or safety issue, but with limited impact (or addresses a less serious issue with a significant impact).

Other directives from the anti-racial discrimination resolution that are partially complete or ongoing include:
 Conduct authentic community engagement with communities of color that includes, but is not limited to, increasing access to government decision-makers and engaging with the communities prior to making decisions.
 Serve as a resource to People of Color towards existing resources for People of Color agencies and community members.
 Support resources for racial equity processes and outcomes including to leaders of color serving communities of color, building capacity in the understanding of racism and

19.4 equity and their impacts on community well-being, and engagement with trusted messengers who reflect the communities they serve.
 Pursue cross-sector and cross-jurisdiction partnerships within Santa Cruz County and alignment in dismantling white supremacy, fortifying our commitment to fostering antiracist and anti-discrimination community culture, and celebrating and highlighting past and existing culture and leadership of People of Color community members.

Other activities that support the anti-racial discrimination resolution in 2025 included both the work to increase the diversity in representation at City committee and commissions (including launching the stipend program as reported on in 2025 to the HiAP City Council Committee) and the City’s role in helping to advance the Monterey Bay Area Climate Justice Collaborative.

Proposed 2026-2029 HiAP Citywide Implementation Workplan *Denotes actions that staff were directed to complete or are completed on a regular basis.

Develop Equitable Engagement Policy by first quarter of 2026, implement and conduct training on policy with staff: Codify engagement policy that institutes consistent standards and best practices for staff to engage with diverse community members equitably. Conduct staff training on new policy.

Responsibility: City Manager’s Office
*Report ongoing status and recommendations for Collective of Result and Evidence-based Investments program (CORE): A City-County grant program for community non-profits, the HiAP City Council Committee is tasked with reviewing the status of CORE and making recommendations to increase the equitable distribution of funds and impact of those funds annually.

Responsibility: City Manager’s Office
*Complete biannual SC Like Me 3.0 survey of city commissioners, committee members and Councilmembers and report in 2026. Continue implementing Santa Cruz Like Me recommendations to increase diversity in committee/commission recruitment and representation: Every two years, the City conducts a survey to identify the extent to which City Council and Advisory Body members reflect City residents’ demographics and makes recommendations to improve recruitment and retention of diverse community members to those roles.

Responsibility: City Manager’s Office
*Report on year 1 implementation of gas leaf blower ban: City Council directed staff to analyze and report on the implementation of the gas-powered leaf blower ban and consider eliminating exemptions to the ban.

Responsibility: City Manager’s Office
Develop Equitable and Sustainable Housing Policies and Practices by (1) Developing a process for ensuring that disclosure of known/mapped significant indigenous cultural resources is provided at time of sale of property; (2) Pursuing funding for anti-displacement policies, affordable housing preservation, affordable housing decarbonization plans and incentives; and (3) Funding equitable decarbonization programming through Community

19.5 Development Block Grant (CDBG) Funds: The City has many levers to improve the equity and sustainability of the City’s housing stock through policies and practices that address known inequities and eliminate barriers to clean, green housing. CDBG federal grants from the U.S.

Dept. of Housing and Urban Development (HUD) are administered by the City and aim to improving housing quality for low- and moderate-income individuals (80% median household income). CDBG grants can be used for a wide range of programs including implementing energy efficiency and other decarbonization measures like gas stove swaps outs for electric stoves.

Significant planning is required to decarbonize the affordable housing stock.

Responsibility: Planning Department, City Manager’s Office, Economic Development Carryout citywide Accessibility Transition by end of 2027: State and federal law requires that local governments transition all external communications (e.g., websites, public documents, videos, social media, printed materials and public meetings) to meet accessibility standards and ensure accessibility to people with disabilities.

Responsibility: IT Department
*Review annual Economic Development Consolidated Action Plan annually and Five-Year Plan as appropriate: HUD requires a strategic plan with annual updates to set priorities and guide the use of federal housing and community development funds. The plan aims to identify affordable housing and community development needs. The HiAP City Council Committee is required to review the Plans and provide feedback before they go to City Council for adoption.

Responsibility: City Manager’s Office, HiAP Committee
*Conduct youth trades fair and participate in other workforce development events and opportunities: The City partners annually with Your Future is our Business, Santa Cruz County and other non-profit and for-profit organizations to conduct a youth trades fair that hosts 700 high school students and provides hands on experiences and information about trades careers.

Other events are aimed at increasing awareness of both adult and youth job skills and opportunities available to community members. Staff will also carry out the Monterey Bay Green Youth Service Corps Grant through 2026 and applied for funds to extend the program through 2027.

Responsibility: Water Department, Economic Development, City Manager’s Office *Implement tobacco product waste ordinance: In 2025, the City adopted an ordinance banning single use filtered tobacco products, in alignment and coordination with Santa Cruz County and the City of Capitola to go into effect in 2027. The City will develop an implementation and engagement plan in preparation of the effective date.

Responsibility: City Manager’s Office
Fund and expand Coral St Homeless campus and navigation center development (behavioral /substance abuse health facilities) and working with Homelessness Response Team: Provide resources and infrastructure to improve the City’s Homelessness Response efforts and address behavioral and health issues that exacerbate the City’s homelessness crisis. Develop facilities that assist transitions out of homelessness for Santa Cruz residents.

Responsibility: Economic Development, City Manager’s Office, Homelessness Response Team Consider revising existing community well-being outcome metrics and how they are presented to the community (e.g., online HiAP dashboard). Data for the existing outcome metrics are often not available and/or have no data source, making the usefulness of these metrics limited

19.6 and updating of the metric values difficult. In 2027, the HiAP City Council Committee will consider refining the community well-being outcome metrics, how they are presented to the community (e.g., in a dashboard) and will review and recommend the funding and staff capacity resources necessary to complete to City Council.

Coordinate reporting with the HiAP City Council Committee on the implementation of initiatives that support HiAP, e.g., Children’s Bill of Rights activities and Sugar Sweetened Beverage Tax: City staff, Children’s Fund Oversight Committee, community partners, and youth liaisons will implement, monitor and report to the Health in All Policies City Council Committee and/or City Council on the status of the Children’s Fund, Children’s Well-being Report, youth trades fair, youth liaison projects and other children and youth focused initiatives.

Responsibility: Various Departments, Children’s Fund Oversight Committee, community partners and youth liaisons.

Improve tools available to City Staff to better understand and integrate Health in All Policies into their work. The HiAP Ordinance adopted in 2019 specified that the analysis provided in agenda reports must meaningfully address how the pillars of HiAP were considered in the development of the report so that Councilmembers have the wholistic information needed to make decisions and policies that improve community well-being. After several years of increased compliance with this requirement, a key change was made in 2025 to add a HiAP section to the City’s agenda report template. All agenda reports now include HiAP considerations. However, in some cases, the HiAP section fails to adequately address equity, public health and sustainability pillars. Staff are working to clarify and simplify guidance and will continue offering HiAP trainings through the employee training catalog and leverage other opportunities to further incorporate HiAP in City project development and policymaking.

The 2025 HiAP City Council Committee Workplan Progress Update and 2026 HiAP City Council Committee Workplan was approved by the committee in December of 2025 and is attached to this agenda report for reference.

As the City implements the HiAP Citywide Implementation workplan activities over 2026-2029, if adopted, priority should be considered for the activities our Spanish speaking community members ranked as of the most important:

Ranking:
1 – Equitable and Sustainable Housing Policies
2 - Youth Workforce Development and Trades Fair
3 – Accessibility and Disability Infrastructure
4 – Homelessness and Health Campus Expansion
5 – Civic Engagement and Representation Program
Moreover, consistent with the anti-racial discrimination resolution, the HiAP City Council Committee and City staff will identify how to ensure the Spanish speaking community members are involved in these activities as they are developed and carried out.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The Council's action on this item is not a CEQA “project” as defined by Public Resources Code § 21065. With that said, if the proposed Council action is deemed a “project” under CEQA, staff has determined that it is exempt under CEQA Guidelines Section 15306, Information Collection,

19.7 in that this report is part of a study that does not involve formal approval, adoption, or funding of specific actions that would result in changes to environmental resources.

HEALTH IN ALL POLICIES (HiAP): This entire agenda report is focused on Health in All Policies and details pertaining to the three pillars are contained throughout the report.

Furthermore, this report exhibits the City's strategic efforts to integrate the HiAP framework into City decision-making processes, programs and policymaking to improve community well-being.

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: HiAP routinely receives an annual status quo budget allocation of $15,000 which funds consultant services to support and advise staff, modest engagement stipends and supplies and membership in the Government Alliance for Racial Equity.

Prepared By:

Tiffany Wise-West
Sustainability and Resiliency
Officer
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. COUNCIL POLICY 14.9.PDF

2. ORDINANCE NO. 2019-22.PDF

3. SUMMARY OF SPANISH SPEAKING COMMUNITY MEMBER FEEDBACK ON DRAFT 2026-2029 HIAP AND CAP 2030 IMPLEMENTATION WORKPLANS.PDF

4. 2025 HIAP CITY COUNCIL COMMITTEE WORKPLAN PROGRESS UPDATE AND 2026 HIAP CITY COUNCIL COMMITTEE WORKPLAN.PDF

19.8 COUNCIL POLICY 14.9

POLICY TITLE HEALTH IN ALL POLICIES (HiAP) IMPLEMENTATION

POLICY STATEMENT:

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

AUTHORIZATION: Council Policy Manual Update of November 26, 2019

19.9 ORDINANCE NO. 2019-22

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ ADDING CHAPTER 6.02 – HEALTH IN ALL POLICIES TO TITLE 6 – HEALTH AND SANITATION

OF THE CITY OF SANTA CRUZ MUNICIPAL CODE
The City Council of the City of Santa Cruz does hereby find, determine and declare as follows:

FINDINGS
WHEREAS, the health and well-being of the residents of the City of Santa Cruz are critical for a prosperous and sustainable Santa Cruz;
WHEREAS, there is growing awareness that health and well-being are influenced by the interaction of many factors and not simply by genetics, individual behavior, or access to medical care. It is now widely accepted that conditions in the environments in which people are born, live, learn, work, play, and age, known as the social determinants of health, have the greatest influence on health and well-being outcomes across populations;
WHEREAS, the social determinants of health and well-being affect chronic disease rates, mental illness, as well as injuries caused by accidents and violence. They also influence the adoption of healthy and sustainable lifestyles by making it difficult for individuals to choose behaviors that either promote or diminish health, well-being and environmental sustainability; WHEREAS, policies implemented by the City of Santa Cruz outside of the traditional health sector significantly affect the social determinants of health, including policies related to homelessness, food access, housing, transportation, public safety, education, sustainability, climate change, parks, air and water quality, criminal justice, and economic development; WHEREAS, interagency collaboration can lead to improved decision-making and outcomes and greater efficiencies in service delivery;
WHEREAS, addressing the social determinants of health can lead to reduced health care costs;
WHEREAS, recognizing the presence of disparities in the community and the opportunity to intervene on health and well-being outcomes, the City has developed policies addressing health, equity, and sustainability broadly throughout the General Plan 2030.

WHEREAS, Health in All Policies is an approach to operationalizing the vision of community well-being laid out in the Santa Cruz General Plan 2030 and creating institutional change by prioritizing health, equity and sustainability in all policies.

WHEREAS, in an historic decision, the 2019-2020 California state budget established three Health in all Policies positions at the cabinet-level California Strategic Growth Council in

19.10 ORDINANCE NO. 2019-22
2 order to promote healthy communities, racial equity, and environmental sustainability across state government and within SGC’s own programs, and this ordinance is designed to be consistent with the California’s Health in All Policies Plan; and
WHEREAS, by adopting a “Health in All Policies” approach, the City of Santa Cruz recognizes that all of the City of Santa Cruz Government has a role to play in improving health and well-being outcomes and reducing inequities.

NOW, THEREFORE, BE IT ORDAINED as follows:

Section 1. Chapter 6.02 “Health in All Policies” is hereby added to Title 6 “Health and Sanitation of the City of Santa Cruz Municipal Code to read as follows:
“Chapter 6

HEALTH IN ALL POLICIES

6.02.010 TITLE.

This Chapter shall be known as the Health in All Policies Ordinance.

6.02.020 DEFINITIONS.

The following words and phrases, whenever used in this chapter, shall have the meanings defined in this section:
(a) “Equity” is both an outcome, and a means to an end. It is just and fair inclusion into a society in which all can participate, prosper, and reach their full potential regardless of race, ethnicity, gender identity, sexual orientation, age, disability or functional impairment, or geographic location, or the combination of any of these factors. “Inequities” are unfair, avoidable, and unjust differences that are created when systemic barriers prevent individuals and communities from reaching their full potential.
(b) “Equality” is the quality of being regarded and treated as the same without considering of need or circumstance. This differentiates equality from equity because equity involves treatment that enables people the opportunity to achieve their full potential. (c) “Health equity” means the attainment of the highest level of health for all people.

Achieving health equity requires valuing everyone equally with focused and ongoing societal efforts to address avoidable inequalities, historical and contemporary injustices, and the elimination of health and healthcare disparities. “Health equity” means efforts to ensure that all people have full and equal access to opportunities that enable them to lead healthy lives.

19.11 ORDINANCE NO. 2019-22
3 “Health disparities” are differences of presence of disease, health outcomes, or access to care among distinct segments of the population, including differences that occur by race or ethnicity, gender identity, sexual orientation, education or income, immigration status, age, disability or functional impairment, or geographic location, or the combination of any of these factors.
(d) “Health in All Policies” means a collaborative approach to improving the well-being of all people by incorporating health, sustainability, and equity considerations into decisionmaking across sectors and policy areas. (e) “Public Health” is the science of protecting the safety and improving the health of communities as a whole. The mission of public health is to promote conditions in which people can be healthy. This work is achieved by researching disease and injury prevention, education to promote healthy lifestyles, and public policy top address the health priorities of communities and populations at risk.
(f) “Social determinants of health and well-being” means those conditions in the environments in which people are born, live, learn, work, play, worship, and age that affect a wide range of health, functioning, sustainability and quality of life outcomes and risks.

The social determinants of health include but are not limited to:
(1) The availability of resources to meet our daily needs (e.g. safe housing, access to healthy and affordable food).
(2) Access to educational, economic, and job opportunities that lead to sustainable employment.
(3) Neighborhood safety and communities free of crime, violence, and social disorder (e.g. presence of trash and other forms of blight); and (4) Accessible built environments that promote health and safety, mitigate emissions, improve parks and green space and healthy school siting. (5) Social norms attitudes (e.g. discrimination and racism), socioeconomic conditions (e.g. concentrated poverty and the chronically stressful conditions that accompany it).
(g) “Sustainability” can be thought of in terms of environmental, economic, and social impacts, and encompasses the concept of stewardship and the responsible management of resources. It can also mean creating and maintaining conditions so that humans can fulfill social, economic, and other requirements of the present without compromising the ability of future generations to meet their own needs.

19.12 ORDINANCE NO. 2019-22
4 6.02.030 PURPOSE.

In order to eliminate inequities in health and well-being and attain equity, it shall be the policy of the City of Santa Cruz to apply a Health in All Policies approach and equity practices to the City of Santa Cruz’s decision-making, including policy development and implementation, budgeting, and delivery of services;

6.03.040 HEALTH IN ALL POLICIES FRAMEWORK.

The City of Santa Cruz shall develop a framework to measure equity, health and sustainability outcomes and improve the well-being of our community.

6.03.050 IMPLEMENTATION.

The following recommendations will be implemented within one year post-adoption of the Health in All Policies Ordinance:
(a) The analysis Section of City Council and Commission agenda reports will contain a paragraph that addresses how the agenda report preparer considered the HiAP pillars. (b) The functional procedures for integrating the HiAP framework into City operations will be defined in council policy.

6.03.060 STATEMENT OF GENERAL WELFARE.

It is the intent of the City Council that this ordinance is a general statement of Santa Cruz City policy that shall not form the basis of a private right of action.

Section 2. This ordinance shall take effect and be in force thirty (30) days after final adoption.

19.13 ORDINANCE NO. 2019-22
5 PASSED FOR PUBLICATION this 26th day of November, 2019, by the following vote:

AYES: Councilmembers Krohn, Glover, Meyers, Brown, Mathews; Vice Mayor Cummings; Mayor Watkins.

NOES: None.

ABSENT: None.

DISQUALIFIED: None.

APPROVED: ______________________________
Martine Watkins, Mayor
ATTEST: ________________________________
Bonnie Bush, City Clerk Administrator
PASSED FOR FINAL ADOPTION this ___ day of ____, 2019 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ______________________________
Martine Watkins, Mayor
ATTEST: ________________________________
Bonnie Bush, City Clerk Administrator
This is to certify that the above and
foregoing document is the original
of Ordinance No. 2019-22 and that
it has been published or posted in
accordance with the Charter of the
City of Santa Cruz.
________________________________
Bonnie Bush, City Clerk Administrator

19.14 1
CITY OF SANTA CRUZ, COMMUNITY LISTENING SESSIONS – POLICY PRIORITIZATION REPORT (2026–2029)
Report prepared by Ventures
Executive Summary
This report summarizes findings from three Spanish-language community listening sessions conducted in fall 2025 to inform the City of Santa Cruz’s three-year workplan. A total of 33 residents participated, ranking policy actions most important to their families and neighborhoods.

Sessions were facilitated in Spanish by local Promotoras from Alcanza to ensure cultural and linguistic accessibility. Participants identified priorities around affordable housing, transportation, workforce development, and environmental sustainability, focusing on issues that directly affect their daily lives. Their input highlights the importance of centering Spanish-speaking residents in civic planning and maintaining culturally grounded engagement as the City establishes funding priorities for the next three years.

Methodology
Three virtual listening sessions were held via Zoom and conducted entirely in Spanish. Each session was facilitated by at least two community health workers (Promotoras) from Alcanza, a local cooperative of trusted Spanish-speaking community leaders. Their deep relationships, cultural awareness, and language accessibility ensured that the sessions were sensitive, relevant, and comfortable for participants. All participants were residents of the City of Santa Cruz and were recruited through trusted local partners.

During the sessions, participants reviewed and ranked two sets of policy actions: 12 focused on Climate Action and 10 on Health in All Policies. They used a 1 to 5 scale to rate each action based on its importance to their families and community. In total, 33 residents participated. Data were collected through pre-session surveys, in-session polls, and postdiscussion debriefs. Participants also shared qualitative feedback about how these policies affect their lives. The team analyzed both quantitative results and qualitative insights to identify shared themes and priorities.

Participant Demographics
Of the 33 participants, 29 identified as female and 4 as male. Most were between 30 and 49 years old. One participant was under 20, six were between 20 and 29, eleven were between 30 and 39; twelve were between 40 and 49, and three were between 50 and 59. There were no participants over 60.

Only three participants reported prior knowledge of the initiatives discussed, while the others were learning about them for the first time. This reflects significant progress in reaching new residents, particularly those from Spanish-speaking and working-class communities that have been historically underrepresented in city engagement processes.

19.15 2
Policy Priority Rankings Results
Across all three sessions, participants showed clear and consistent priorities. In the Climate Action category, the top-ranked items centered on transportation, food access, and clean energy, with Active Transportation and Rail Trail / Traffic Calming, Expand Food Recovery Programs, and Neighborhood Electrification / Energy Efficiency consistently appearing in the top three.

Similarly, in the Health in All Policies category, Equitable and Sustainable Housing ranked first every time, followed by Job Fairs and Workforce Development, Citywide Accessibility, and the CORE Report. Together, these patterns show strong consensus that housing stability, economic opportunity, and accessible infrastructure are the most impactful healthrelated policy directions for the City. The next three pages illustrate each group’s rankings, with priorities listed from most to least important.
0 5
10 15
20 25
30 35
Gender
F M
0 2
4 6
8 10
12 14
<20 20-29 30-39 40-49 50-59
Age Distribution

19.16 3

19.17 4

19.18 5

19.19 6
Climate Action Priorities Analysis
Rank Policy Action
1 Active Transportation and Rail Trail Improvements
2 Food Recovery and Food Service Policies
3 Electrification and Neighborhood Energy Programs
4 Climate Transportation Integration (Multimodal, Bus Rapid Transit) 5 Affordable Housing Development Linked to Transportation Improvements Discussions about climate action showed that participants preferred visible, neighborhoodlevel improvements over broad or abstract environmental goals. Residents expressed greater enthusiasm for policies they could experience directly, such as safer walking routes or food recovery programs. Infrastructure or regulatory actions felt distant without context or examples.

Participants repeatedly asked for Spanish-language explanations, visuals, and communityled demonstrations to make climate policy more relatable. When facilitators linked policies to tangible benefits, such as lower household energy bills or safer routes to school, participants showed more interest by asking questions and sharing with the group. This demonstrates that the barrier to engagement is not lack of interest but lack of accessible communication and perhaps a space to have these discussions. “…But I know that many people have not had the information or have not heard about it. Because there has not been… that outreach… and it has not really been heard in local media, much less.… And if it has been shared in the media, it is in English… not in the media where people speak Spanish.”
-Participant, translated from Spanish to English for this report Health In All Policies Priorities Ranking Analysis
Rank Policy Action
1 Equitable and Sustainable Housing Policies
2 Youth Workforce Development and Trades Fairs
3 Accessibility and Disability Infrastructure
4 Homelessness and Health Campus Expansion
5 Civic Engagement and Representation Programs
Housing emerged as the most urgent and consistent issue, viewed as both a health and equity priority. Participants linked housing access to mental health, family stability, and financial pressure, often describing the difficulty of finding affordable rentals and the stress of overcrowded living conditions. Youth employment and job training followed as major themes, seen as essential for economic mobility and family well-being. Accessibility and unhoused individuals were discussed with empathy and practicality, with participants emphasizing that improving sidewalks, lighting, and ramps benefits everyone, and that care-centered approaches to homelessness support the entire community.

19.20 7
Civic engagement ranked lowest, not due to disinterest but because residents were unsure how to participate. Several expressed confusion about city processes, describing them as distant or overly formal, especially for Spanish-speaking residents. “There is a lot of need for housing, but unfortunately… how can I say it… there are people like us who work, both partners, the husband and the wife, but we still do not earn enough to buy a house. And at the same time, you are not starving or struggling enough to qualify for low-income housing. So you end up in this limbo… neither one thing nor the other.”
– Participant, translated from Spanish to English for this report Key Themes Emerging from All Sessions
When viewed together, both policy sets reveal consistent community priorities. Residents prioritize immediate, tangible needs such as housing, transportation, and safety as the foundation for long-term stability. Practical solutions that improve daily life were favored over technical or abstract policy language. Participants expressed a strong desire to collaborate with the city, provided that communication is clear, bilingual, and followed up consistently.

There was clear overlap between climate and health priorities. Actions such as food recovery, safe transportation, and integrating energy efficiency into housing resonated most because they connect environmental goals to economic and social wellbeing. Participants across sessions called for more promotion through Spanish-language media, clearer explanations of policies, and visible Latine participation in planning processes. Many said that they trust City initiatives when they are informed early and in their own language. “Another thing that is important is that there are many resources we do not know exist. And because of that… because we do not ask for them, sometimes they are taken away, because no one requests them. So, it is also about… being well informed.” – Participant, translated from Spanish to English for this report Across all sessions, most participants had not previously heard about many City initiatives, especially climate related ones described with technical language such as multimodal improvements or electrification, while health and housing actions were more familiar because they relate directly to daily life. Although initial understanding was limited, participants became strongly engaged once policies were clearly explained and quickly recognized how these efforts connect to mobility, affordability, and health, showing that the barrier is communication rather than interest. Based on these discussions, the project should allocate sufficient funding and time for outreach and engagement at the earliest stages of planning to ensure that community members are informed, included, and able to build long term buy in, alongside expanded Spanish language media coverage and greater Latine representation in City planning.

19.21 8
Conclusion
The listening sessions demonstrate that Spanish-speaking residents in Santa Cruz are eager to help shape City policies when engagement is culturally accessible and inclusive.

Participants consistently prioritized housing, transportation, and safety as the foundations of community wellbeing. They also identified key barriers to participation, including limited awareness of opportunities, overly technical language, and a lack of representation in early decision-making stages. Participants felt comfortable sharing personal experiences, supported by the trusted presence of Alcanza’s Promotoras, whose relationships and cultural awareness strengthened the dialogue.

When given space to engage and clear information, participants connected strongly with both climate and health policy goals. Their feedback demonstrates readiness for deeper collaboration and offers concrete pathways to strengthen equity in City planning. Future engagement should focus on simplifying policy language, developing visual and bilingual materials, and building partnerships with trusted community organizations. By embedding equity and inclusion into every phase of planning, the city can ensure its next workplan reflects the lived experiences and priorities of all residents.

Acknowledgements
• City of Santa Cruz Staff – Tiffany Wise-West and William Kelley for their partnership, commitment to community-driven policy development, and support throughout the process.
• The Alcanza Cooperative – for their leadership and cultural expertise in guiding the facilitation of the listening sessions.
• Futuro (Ventures) – for co-coordinating outreach, logistics, and overall project support in alignment with the City’s equity and engagement goals. • Ventures Power and Community Building Team – for training, data analysis, and ensuring that community voices were accurately represented in the findings. • Community Participants – the 33 Spanish-speaking residents of Santa Cruz who generously shared their time, experiences, and insights.

19.22 2025 HiAP City Council Committee Workplan Progress The following bullets summarize progress on the 2025 HiAP City Council Committee workplan.

The bullets include work presented to the Committee and related work completed by staff. • Update on and adoption of a single use tobacco ban. Completed. • Review and provide feedback on the gas leaf blower ban engagement strategy.

Completed.
• Review the annual Economic Development Consolidated Plan and 5-Year Plan.

Completed.
• Collective of Result and Evidence-based Investments Lessons Learned Evaluation Process Full report. Completed. CORE is now under the CORE subcommittee and will not be considered under the HIAP City Council committee workplan in 2026. The committee also received a report from the CORE funded Ventures’ Semilitas program. • Review revised history of City for website. Completed. CMO staff and a University of California Santa Cruz graduate student developed and presented the visual history of the City to the HiAP City Council Committee in 2025. That webpage was launched in late 2025. https://www.santacruzca.gov/Government/About-Us/History-of-Santa-Cruz • Received a report on the Sustainability and Resiliency Committee recruitment and workplan development. Completed. The Sustainability and Resiliency Committee was launched in the summer of 2025 and includes 1 youth member. • Review Status of EV employee rebate program for lower income employees.

Incomplete. Program was not developed due to federal administration’s pause on funding for this program.
• Received update on 2026-2029 HiAP and CAP 2030 citywide implementation workplan development progress. City staff and leadership worked through 2025 on developing HiAP and CAP 2030 workplans. The City hired a change management consultant to assess current policy and practices and make recommendations for operational shifts to increase the buy in and integration of HiAP and sustainability into the organization. The Promotoras conducted outreach on the workplans’ development to Spanish speaking community members and a community webinar was conducted in December. See Attachment: Summary of Spanish Speaking Community Member Feedback on HiAP and CAP 2030 draft workplans.
• Received an update from HR on Culture as a Competitive Advantage and the HR Biennial Report. Complete.

19.23 • Received status update on the City’s Advisory Body Compensation Pilot Program from FN. Complete.
• Received an update from the City Clerk on the City’s engagement efforts to recruit diverse committee and commission members, a recommendation from the Santa Cruz Like Me initiative. Complete.
• Received status reports on the City and County’s youth programming. Programs in the report included the Police Department’s Youth Programs, the County Youth Advisory Task Force and the City’s Youth Liaison program.
2026 HiAP City Council Committee Workplan:

In addition to individual departments and HiAP-focused staff carrying out the ongoing activities noted above, the HiAP City Council Committee 2026 workplan, approved by the committee in December 2025, will guide the remaining and ongoing activities from the prior multi-year workplan as well as other Council directed work. Topics and timeline for the committee’s calendar year 2026 workplan include:

February 2026
• Chair and Vice-chair elections (CMO)
• Review annual Economic Development Consolidated Plan and Five-Year Plan (EDH) April 2026
• HiAP in Budget Update (FN)
• As part of the Children’s Bill of Rights initiative, receive report from youth liaisons on their projects and experiences (CMO)
• Review the Collective of Results and Evidence-based (CORE) Investments Annual Progress Report (CMO)
June 2026
• Receive report on status of funding the expansion of the Coral St Homeless campus and navigation center development (behavioral /substance abuse health facilities) (CMO HRT).
• Receive report on other housing initiatives specified in the citywide 2026-2029 workplan (PL, EDH)
August 2026
• Receive status report on the City’s “Like Me” biannual survey of commission and committee member demographics and provide feedback on recommendations (CMO + Clerk)
• Receive status report on year 1 implementation of gas leaf blower ban (CMO)

19.24 October 2026
• Culture as a Competitive Advantage update (HR)
• Review the Human Resources Biennial Report (HR)
December 2026
• Finalize 2026 progress report and 2027 calendar year HiAP City Council Committee workplan (CMO)
• Schedule committee meetings for calendar year 2027 (CMO)

19.25 2025 HiAP Citywide
Progress Update &
Proposed 2026 – 2029
Workplan
January 27, 2026
City Council Meeting
Tiffany Wise-West,
Sustainability and Resiliency Officer

19.26 Background
2019 – HiAP Ordinance + City Council policy adopted
• Prioritized the three pillars of equity, public health, and sustainability in government policy and decision-making 2021 – 2024 HiAP Work Plan Adopted
2021- Anti-Racial Discrimination Resolution adopted
• Recognized the current existence of racism and white supremacy in the community
2023 – City Joins the Government Alliance for Racial Equity 2025 – Developed 2026-2029 HIAP Citywide Workplan

19.27 Annual/Ongoing Activities
- ED Consolidated Plan and 5-Year plan
- C.O.R.E. progress report
- 2026 – 2029 HiAP and CAP 2030 workplan
progress update
- Update on Culture as a Competitive
Advantage (HR)
- Report on SC LikeMe implementation
- Report on City and County Youth
programming
Agenda report contains updates on the 2021-2024 workplan implementation progress 2025 HiAP Citywide Implementation Workplan Progress
Activities Unique to 2025
- Adoption of single use tobacco ban
- Gas powered leaf blower ban
implementation
- Revision to history of City for website
- Sustainability and Resiliency Committee
pilot launch
- Update on City Advisory Body
Compensation

19.28 Regular/Ongoing Activities
- C.O.R.E. Ongoing Status and
Recommendations (April 2026)
- Biannual SC Like Me 3.0 demographics
survey & recommendations* (Aug. 2026)
- Economic Development Consolidated
Action Plan and Five–Year Plan (Feb. 2026)
- Conduct youth trades fair and workforce
development* (June 2026)
- HiAP in the Budget initiative (April 2026)
*Top priorities identified by Spanish-speaking outreach participants Proposed 2026-2029 HiAP Citywide Implementation Workplan New Activities
- Equitable Engagement Policy and Training
- Report on Gas Leaf Blower ban
implementation (Aug. 2026)
- Develop Equitable and Sustainable Housing
Policies*
- Citywide accessibility transition *
- Implement tobacco product waste
ordinance*
- Fund and expand Coral St. Homeless
campus and navigation center (June 2026)

19.29 Next Steps
1 2
3 Summer 2026
Mid-year progress check-in with City Departments
January 2027
Report progress to City Council in 2027
Throughout 2026
Meet bi-monthly with HiAP City Council Committee

19.30 February 2026
- Chair and Vice-chair elections.
- Review annual Economic Development Consolidated
Plan and Fiver Year Plan (EDH)
April 2026
- HiAP in Budget Update (FN)
- Review the CORE Investments Annual Progress Report
(CMO)
June 2026
- Receive report from youth liaisons on their projects
and experiences (CMO)
- Receive report on status of funding the expansion of
the Coral St. Homeless Campus and navigation center
development (CMO / HRT)
Draft 2026 HiAP City Council Committee Workplan
August 2026
- Receive status report on the City's "Like Me"
biannual survey (CMO / Clerk)
- Receive status report on year 1 of the gas leaf
blower ban (CMO)
October 2026
- Culture as a Competitive Advantage update (HR)
- Review the HR Biennial Report (HR)
December 2026
- Finalize 2026 progress report and 2027 calendar
year HiAP workplan (CMO)
- Schedule committee meetings for calendar year
2027 (CMO)
Meetings held the 1st Wednesday of each month

19.31 Annual Advisory
Body
Appointments
1 Background
• Ordinance No. 2023-02 (2/14/23) amended Section 2.40.011 of the Municipal Code to revise the appointment process for members of the Arts, Downtown, Historic Preservation, Parks and Recreation, Planning, Transportation and Public Works, and Water Commissions. Under the ordinance, appointments to these commissions are made directly by the Mayor and each Councilmember.
• To ensure continuity of service and avoid quorum issues, this change required a phased approach, with appointments done on a rotating basis.
• The appointments made today complete the process and the Mayor and each Councilmember will now have an appointee on the above-referenced boards.
2 Process
Review commissions/committees one at a time
• Direct appointments:
• City Clerk will call for nomination(s) in designated order. • Roll call vote or call for consensus to approve
nomination(s)
• At-large appointments:
• City Clerk will go around the dais and ask for nominations • You can nominate up to the number of openings
• Roll call vote or call for consensus to approve nomination 3 Arts
Commission
Councilmember O’Hara’s appointment
• Not a full term, due to the transition to directly-appointed commissioners, but eligible for reappointment
This appointment completes the transition, and all future terms will be a full four years
January 2023 January 2024 January 2025 January 2026
Term exp. 2023 Mayor – 1st
Term exp. 2023 District 4 – 2nd
Term exp. 2023 District 6 – 3rd
Term exp. 2024 At-large, 1-year term District 1 – 1st
Term exp. 2025 At-large, 2-year term District 2 – 2nd
Term exp. 2025 At-large, 1-year term District 3 – 3rd
Term exp. 2026 District 5, 3-year term
4 Board of
Building
Appeals
• One at-large opening
• Term ending January 31, 2029
No applications received.
5 Children’s
Fund
Oversight
Committee
• Two at-large appointments
• Both terms are full four-year terms.
6 County
Latino
Affairs
Commission
• County Commission that has one at-large vacancy as a
representative of the City of Santa Cruz
• Term ending April 1, 2029
7 Downtown
Commission
Councilmember Trigueiro’s appointment
• Term ending January 31, 2027
• Not a full term, due to the transition to directly-appointed commissioners, but eligible for reappointment
This completes the transition, and all future terms will be a full four years.

January 2023 January 2024 January 2025 January 2026
Term exp. 2023 District 6 – 1st
Term exp. 2023 District 4 – 2nd
Term exp. 2024 Mayor, 3-year term
Term exp. 2024 At-large, 1-year term District 3 – 2nd
Term exp. 2025 District 2 – 1st
Term exp. 2025 District 5 – 3rd
Term exp. 2026 District 1, 3-year term
8 Historic
Preservation
Commission
First:

Councilmember Brunner's appointment
• Term ending January 31, 2029
Second:

Councilmember Newsome’s appointment
• Term ending January 31, 2029
Not full terms, due to the transition to directly-appointed commissioners, but both are eligible for reappointment
This completes the transition, and all future terms will be a full four years.

January 2023 January 2024 January 2025 January 2026
Term exp. 2023 District 4
Term exp. 2024 District 6 – 1st, 3-year term
Term exp. 2024 Mayor – 2nd, 3-year term
Term exp. 2025 District 3 – 1st
Term exp. 2025 District 5 – 2nd
Term exp. 2026 District 2 – 1st, 3-year term
Term exp. 2026 District 4 – 2nd, 3-year term
9 Parks and
Recreation
Commission
First:

Vice Mayor Kalantari-Johnson’s appointment
• Term ending January 31, 2029
Second:

Councilmember Brunner’s appointment
• Term ending January 31, 2029
Not full terms, due to the transition to directly-appointed commissioners, but both are eligible for reappointment
This completes the transition, and all future terms will be a full four years.

January 2023 January 2024 January 2025 January 2026
Term exp. 2023 District 6 – 1st
Term exp. 2023 Mayor – 2nd
Term exp. 2024 District 6 – 1st, 3-year term
Term exp. 2025 District 5 – 1st
Term exp. 2025 District 1 – 2nd
Term exp. 2026 District 3 – 1st, 3-year term
Term exp. 2026 District 2 – 2nd, 3-year term
10 Planning
Commission
First:

Councilmember O’Hara’s appointment
• Term ending January 31, 2029
Second:

Vice Mayor Kalantari-Johnson’s appointment
• Term ending January 31, 2029
Not full terms, due to the transition to directly-appointed commissioners, but both are eligible for reappointment
Councilmember Newsome’s appointment
• Term ending January 31, 2027
• Not a full term, due to an early resignation, but eligible for reappointment This completes the transition, and all future terms will be a full four years.

January 2023 January 2024 January 2025 January 2026
Term exp. 2023 District 6 – 1st
Term exp. 2023 Mayor – 2nd
Term exp. 2024 District 4, 3-year term
Term exp. 2024 At-large, 1-year term District 1 – 1st
Term exp. 2025 District 2 – 2nd
Term exp. 2026 District 5 – 1st, 3-year term
Term exp. 2026 District 3 – 2nd, 3-year term
11 Sister Cities
Committee
• One at-large vacancy
• Full four-year term
12 Transportation
and Public
Works
Commission
Councilmember Brunner’s appointment (resignation)
•Term ending January 31, 2029
•Eligible for reappointment
January 2023 January 2024 January 2025 January 2026
Term exp. 2023 Mayor
Term exp. 2024 District 6 – 1st, 3-year term
Term exp. 2024 District 4 – 2nd, 3-year term
Term exp. 2024 At-large, 1-year term District 2 – 1st
Term exp. 2024 At-large, 1-year term District 3 – 2nd
Term exp. 2025 District 5 – 3rd
Term exp. 2025 District 1 – 4th
13 Water
Commission
Councilmember Brunner’s appointment
• Term ending January 31, 2027
• Not a full term, due to the transition to directlyappointed commissioners This completes the transition and all future terms will be a full four years.

January 2023 January 2024 January 2025 January 2026
Term exp. 2025 District 3 – 1st
Term exp. 2025 District 5 – 2nd
Term exp. 2024 District 4 – 2nd, 3-year term
Term exp. 2024 At-large, 1-year term District 1 – 3rd
Term exp. 2026 District 2, 3-year term
Term exp. 2023 District 6 – 1st District 6 – 1st, 3-year term Term exp. 2027 Mayor – 2nd
14 Questions?
15 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Arts Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Councilmember O’Hara’s nomination of an Arts Commission member with a term ending January 31, 2029.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Arts Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Arts Commission.

Elizabeth Chausse
Tyler Davin-Moore
Jennifer Elliott
Shelby Graham
Courtney Guadamuz
Monica Hammer
Andrew Hurchalla
Jacqui Leatheam
Shanti Nagwani
Judy Oyama-Foy
Rachel Maryam Smith
Jeremy Stone
Virginia Wright
Laamsha Young
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

20.1 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 impacts.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. ARTS COMMISSION APPLICATIONS.PDF

20.2 20.3

20.4 20.5

20.6 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Jennifer Elliott 01/10/2025
Los Gatos 95033
Numinous Designs LLC Co-Founder, Artist
X 0
X
Josh Logan
1 LinkedIn

20.7 20.8
Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Shelby Graham 01/10/2026
Santa Cruz 95060
retired
40 X
Crystal Birns
x

20.9 20.10

20.11 20.12

20.13 20.14

20.15 20.16

20.17 20.18

20.19 20.20

SHANTI NAGWANI

Santa Cruz, CA
Shanti Nagwani is an artist and arts professional whose work includes: education in all traditional fine art mediums, fabrication, curation, lecturing, and gallery design and installation. She collaborates with nonprofits, public and private schools, and community organizations to provide engaging art and arts programming to participants of all ages.

Shanti believes that access to creative expression is crucial for the health and success of any community, and prioritizes inclusivity and education in all of her work.

Shanti received her Bachelor of Arts from the University of California Santa Cruz, where she studied with a focus in painting, printmaking, and woodworking.

AWARDS
2020 Faulkner Award Winner
2020 Irwin Scholarship Nominee
2019 Irwin Project Grant Winner
FEATURED EXHIBITIONS (*SOLO)
2025 San Jose Day Art Show, Empire Seven Gallery, San Jose, CA 2024 San Jose Day Art Show, Empire Seven Gallery, San Jose, CA Women’s Month Group Show, Minnow Gallery, Santa Cruz, CA 2023 San Jose Day Art Show, Mexican Heritage Plaza Gallery, San Jose, CA 2022 Paint Jam, The Tannery, Santa Cruz, CA
2021 A Collection of Selected Works by Shanti Nagwani Exhibition, 1101 Pacific Ave, Santa Cruz, CA *
2020 12th Annual Art of Painting in the 21st Century Collegiate Exhibition, John Natsoulas Gallery, Davis, CA
2018 Eight individual exhibitions at UCSC Art Department, Santa Cruz, CA*

20.21 Professional Experience
Exhibitions Manager
Santa Cruz Museum of Art & History, 2025-present.

Designing, curating, fabricating, and coordinating all exhibitions both on-site and satellite.

Working directly with artists, donors, and collaborators to provide quality bilingual exhibitions.

Hiring, training, and managing a team of installation professionals. Maintaining a safe museum environment by performing tool maintenance, training staff on best practices, and monitoring guest interaction with the exhibits.

Preparator
Santa Cruz Museum of Art & History, 2023-2025.

Performed all duties related to installation and deinstallation of museum exhibitions.

Designing exhibition elements, working closely with collaborators, and recruiting and managing contract workers.

Gallery Coordinator
San Jose Day, San Jose, 2025.

Planned and executed an art exhibition as part of the annual San Jose Day festival.

Installation Lead
Empire Seven Gallery, San Jose, 2024.

Led a team of four in the installation of over 100 art works for the San Jose Day Art Show, in conjunction with the annual festival.

Curator and Teaching Artist
HomeFirst nonprofit organization, San Jose, 2024.

Authored and taught bilingual English/Spanish curriculum. Led art workshops with adult participants at interim housing sites in San Jose. Curated an auction exhibition event where select participants’ works were exhibited and sold. Spoke publicly to donors about the impact of the program.

Lead Artist
Local Color, San Jose, 2023.

Acted as the inaugural art instructor for a summer printmaking and professional development program. Taught valuable skills of self-representation and marketing as an artist. Mentored the students on how to create editions, price and frame their work, and craft artist bios. Curated and installed an accompanying exhibition where the work was exhibited and sold. Spoke publicly about the program’s impact.

Studio Manager
Merrill Pottery Cooperative, 2022-2024.

Managed a 150-member studio. Directed studio safety and best practices, oversaw inventory, sourced and performed tool maintenance, led group and individual presentations, and maintained communications with all members.

Art Instructor and Inventory Manager
Drawn2Art Los Gatos. February 2021-October 2022.

Oversaw training of seven teachers. Managed all studio inventory. Worked as Head Instructor for teen and adult classes, summer camps, and daily classes. Led and maintained communication with over 200 parents and clients.

20.22 20.23

20.24 Judi Oyama Answers to Arts Commission Questions:

Why are you interested in this position?
I am interested in this position as a local Santa Cruz artist who was born and raised in this area. Having a voice from someone who grew up in this area is important to help share the history of our community before it is overtaken by people who may not remember how the town has changed over time, and respect some of the rich history here. I think that I can bring more visibility to Santa Cruz arts initiatives by connecting local artists and bringing in the skate, surf culture that our city is closely known for, while at the same time preserving local history and strengthening our community identity.

I have been asked in the past by a former Arts Commission member, Lorri Kershner, if I would be interested in applying years ago, but I was too busy with my design business and life to take on more volunteer work. I have always done volunteer work and believe that giving back to the community is important.

What particular skills would you bring to the advisory body? I am an experienced artist and graphic designer, creating graphic design work as a one-person design company and working with a team of people to complete a project. I have worked in-house with several larger companies. I have art-directed and produced several ad campaigns and numerous design projects, working with local artists and photographers. My experience includes working as an art director at RockShox, Giro/Bell Helmets, Zero Motorcycles, Sessions, CrossFit HQ, and LifeAid. I currently work as the Marketing Director for Lenz Arts, where I create all print and digital marketing assets. I have built large-scale graphics for companies such as Apple and Cisco, as well as trade show graphics, signage, branding, logos, and murals. I enjoy mentoring young artists and have seen them develop into strong design leaders on their own.

I have completed a couple of public art projects, including the Concrete Wave full pipe at the Santa Cruz Skatepark with Jimbo Phillips. I still skate there and have been interviewed and filmed around Santa Cruz with AARP, Roku, CBS, NBC, and NPR. I currently have a documentary in progress with the Japanese American National Museum on my skate career and art. I am working on an art exhibit I will be doing in the fall at the Japanese National Museum in San Jose.

I have always been interested in giving back to my community as a fellow artist. I designed the Beckmann’s Bakery logo, which has been in use for over 30 years. I have also helped curate the NHS Skateboard Museum and assisted with a skateboard art exhibit at the MAH called Praise the Board.

20.25 What types of diverse interests/experiences would you bring to the Commission/Committee/Board?
My design and art career has focused on action sports. I relate strongly to our local community, which is active and youth-driven, even as I have grown older.

I am a Skateboarding Hall of Fame inductee and was recently recognized by the Olympics through an Instagram post for holding the Guinness World Record for the longest skateboard career by a female. I want to give back to my community before I retire and share some of the knowledge and experience I have making things happen.

List community/volunteer activities with which you have been involved in the last five (5) years.

I have volunteered every year for the past five years with Operation Surf in Capitola and Santa Cruz. I enjoy the early morning setup, having to carry heavy equipment from the trucks to the beach. I worked on their graphic design projects for a year, but had to give it up because I didn’t have the bandwidth to continue. I was on the board for USA Slalom Skateboarding 2022-23.

Promoting and expanding slalom skateboarding in the United States. I mentor a young skateboarder who just won the Overall Women’s Slalom Skateboard World Championships in Brazil last month.

I previously served on the board for Think Local First, creating all of their marketing materials for 4 years. I was on the Volunteer Horse Patrol Año Nuevo with State Parks for ten years. I was a founding member of the Board for Board Rescue, a 501c. with Gary Holl and Dr. Andrew Huberman. We raised over $500,000 for kids in Santa Cruz and the Bay Area and gave skateboards and safety gear to kids at risk.

I paused regular volunteer work for about ten years while serving as a caregiver for my parents. My father my last parent, passed away last Saturday, and I have a bit of breathing room to share my love for this community and art.

20.26 20.27

20.28 20.29

20.30 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Virginia Wright Jan 8, 2026
831 Theater, at the Tannery Arts Administrator
x
x
Marla Novo, MAH
X
Virginia Wright Digitally signed by Virginia Wright
Date: 2026 01.08 11:10:24 -08'00'
Lookout notice

20.31 20.32

20.33 20.34
Laamsha Young
Santa Cruz, Ca 95065

1) Why are you interested in this position? What particular skills would you bring to the advisory body?
With 8 years of experience working for the City of Santa Cruz in the Library Department, and more than 20 years working as an small business owner and exhibiting artist within the community, I have a comprehensive understanding of the vital role that creativity and cultural engagement play in our civic life. I am so grateful to the folks who keep our community thriving! I see this position as a meaningful opportunity to contribute to these efforts. I would love to be able to give back by actively working to support, encourage, and invigorate our incredibly talented, creative and diverse community.

The particular skills I would bring to the advisory body are both educational and experiential. I hold a Bachelor of Fine Arts (BFA) and a Master of Fine Arts (MFA) with an emphasis on Art History, providing me with a foundational understanding of artistic processes, creative development, and the challenges faced by artists. I also hold a Master of Library and Information Science (MLIS), which has equipped me with critical skills in public service, resource management, community outreach, and information equity.

As a Librarian, I have had the opportunity to work in almost every one of the library system’s 10 branches throughout the county, giving me broad exposure to the diverse needs and interests of residents in various areas. Currently, I work as the Volunteer Coordinator for the entire library system. In this position, I interact weekly with many of the more than 600 volunteers in our database. A few of the programs that I have worked to initiate and support are an all-volunteer team of archivists who maintain the library’s donated collections and zines, a system wide puzzle exchange program, and a robust team of teen work-experience volunteers. I work closely with each of our volunteers to connect them with meaningful work that is aligned with their skills and interests. This position gives me the opportunity to work in areas of my own personal interest including community engagement, creative program support, DEI advocacy, and the opportunity to recognize and leverage individual talents for the greater good—skills that I hope are directly transferable to an advisory body focused on community resources and cultural support. I am passionate about fostering connections between people and resources, and I am confident that my unique background makes me an ideal candidate to contribute effectively to the work of this board.

20.35 2) What types of diverse interests/experiences would you bring to the Commission/Committee/ Board?
My engagement with the local arts scene has been robust and deeply personal. Having actively shown my own work, participated in various collaborative projects, and regularly attended exhibitions and cultural events, I possess an intimate understanding of the artistic landscape in our community. This involvement has made me keenly aware of the critical value and importance of providing diverse, equitable, and inclusive opportunities that not only sustain our local artists and cultural organizations but also enrich the lives of our residents and enhance the experience of visitors. I believe that a thriving arts community is one that reflects the full spectrum of voices and perspectives within its population. There is no question that when we champion and encourage our local artists, we all benefit.

My experience as a first-generation college student and high school drop-out, have, in the best moments, taught me that there is always more than one way to approach a situation. My background has provided me with unique opportunities to engage with and understand our community, and see things from multiple, diverse perspectives. Leaving high school early, for instance, offered a first hand account of the inequities and barriers to information and support which face anyone without a financial or familial framework. The commitment and perseverance required to return to education, first through a GED program and then as a non-traditional student navigating the complexities of college as a first-generation learner, instilled in me a deep appreciation for accessible resources and mentorship.

This non-linear trajectory has shaped my approach to my work. I bring a blend of academic rigor and real-world, lived experience, making me uniquely attuned to the diverse needs and aspirations of our community members across different socioeconomic and educational backgrounds. This deep and varied engagement has cultivated a crucial ability in me: to genuinely meet people where they are, understand their immediate needs and concerns, and communicate effectively across socio-economic and cultural divides.

With a background rooted in community service and diverse work environments, I hope to bring not only a creative and informed perspective to the Board, but also a pragmatic understanding of the socio-economic realities and logistical challenges facing our community members and our cultural institutions. I am committed to championing initiatives that ensure the arts are accessible and meaningful for everyone, regardless of their background or journey.

20.36 3) List community/volunteer activities with which you have been involved in the last five (5) years.? ● Art League 2024-present- free drop-in critique club, co-lead with Jim Cockerill and Dani Torvik ● Art League Dec. 2025 - Holiday ornament class- donated all proceeds to art league ● Book Buddy program - 2024-present deliver books to homebound seniors ● Minnow Arts - Rubber mold making class January 2025-free class ● Happy Valley Elementary School-Small School Library development- organized a team of volunteer librarians to set up and delivery school library services ● Volunteer Center of Santa Cruz -Holiday card drive, 2024 organized and recruited all county libraries to participate in making and donating cards
● Public Art as Resistance Mural Tours, San Jose- project manager and docent, 2023-2024 ● Viva Calle, San Jose -2023-2024 organized artists demonstrations ● Art History Association President, SJSU - 2022-2023
Recent Art shows:
● 2025 Open Studios participant
Solo Exhibitions:
● Strange Weather. ( Sun King vs Rain King) Solo Show. Minnow Arts, Santa Cruz, CA- Featuring a performance by Mark Fisher and the Mimes of Palopan, January, 2025 ● Imaginary Cherries. Solo Show. Parish Publick, Santa Cruz, CA, September, 2025 ● I’ll Keep You Safe, You Keep Me Wild. Solo show. Herbert Sanders Gallery, San Jose, CA.

October, 2023
● I Like to Hurt Flies. Solo show. Jo Farb Hernandez Gallery, San Jose, CA September, 2023 ● Some Place (s). Solo show. Theta Belcher Gallery, San Jose, CA. October, 2022 Group Shows:
● A True Thing Which Can Kill You, True Thing Collective, felixkulpa gallery , Santa Cruz, CA, 2025 ● Close to the Skin. True Thing Collective.Works SJ, San Jose, CA Dec, 2024 ● Adorned Spaces: SNAG Conference show. San Diego, CA June, 2024 ● Disruption Invites Reconciliation. Works SJ, San Jose, CA. June, 2024 ● Women. Minnow Arts, Santa Cruz, CA. March, 2024
● Benefit Show. Works SJ, San Jose, CA. March, 2024
● (Anti) Valentine. Works SJ,, San Jose, CA. February, 2024 ● Objects of Comfort. Herbert Sanders Gallery, San Jose, CA. February, 2023 ● For the Love of Print. Reyes Muertos Kalli Gallery, San Jose, CA. December, 2023 ● More and Merrier. Art Ark, San Jose, CA. November 2021 ● Publications:
● 2025 Content Magazine, California, Laamsha Young - Content Magazine ● 2024, Lattes and Art Podcast, Lattes and Art, Oct 2024 ● Teaching Lectures:
● San Jose State University - Instructor of Record, Adjunct Professor ● 2024 ART 24 Beginning Drawing

20.37 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Children’s Fund Oversight Committee
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Approve two at-large appointments of Children’s Oversight Fund Committee members, with terms ending January 31, 2030; and
2) Ratify the reappointments of David Brody as the First Five Santa Cruz representative and Andrew Cunningham as the Youth Organization representative.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Children’s Fund Oversight Committee are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Children’s Fund Oversight Committee. Names with an asterisk (*) are current commissioners interested in reappointment.

Aracely Contreras*
Patricia Marrone Bennett
Pamela Velazquez*
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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

21.1 FISCAL IMPACT DESCRIPTION: No impacts.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. CHILDREN’S FUND OVERSIGHT COMMITTEE APPLICATIONS.PDF

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Aracely Contreras 1/9/26
Santa Cruz 95060
Monarch Services Progam Case Manager
■ 18
■■
1 2
Latino Affairs Commission
■■

21.3 21.4

21.5 21.6
Patricia Marrone Bennett, Ph.D. January 10,2026
Questions for City of Santa Cruz application for Children's Fund Oversight Committee 1) Why.are.you.interested.in.this.position‽.What.particular.skills.would.you.bring.to.the. advisory.body‽..

As the former CEO of Resource Development Associates, www.Rdaconsulting.com, I oversaw the work of projects throughout the State that addressed vulnerable and disenfranchised populations, including youth and children. I served as the evaluator for the San Francisco Children's Fund for 3 years and for Oakland's Children’s Fund for 7 years. During those years, I was responsible for ongoing communication with members of the Oversight Committees and the City Councils. I bring a range of skills and experience, including program evaluation, both quantitative and qualitative, program and systems planning, grant writing and review, and resource development. In addition, I have served as Executive Director of several nonprofits that provided services to children and their families, and I have both a personal and a professional understanding of the needs and challenges of this population of children and youth and their families.
2) What.types.of.diverse.interests―experiences.would.you.bring.to.the.

Commission―Committee―Board‽
I have raised five children while working full-time and pursuing a Ph.D. in Human and Organizational Development. I started and ran a program for incarcerated pregnant teens and their infant children which was the first of its kind in the nation. I have extensive experience advocating for change in both the youth and adult justice systems at city, County and State government organizations. While I have had many diverse experiences, the accomplishments I have included in this paragraph are what I am most proud of to date.

As the owner and operator of a women's small business I gained a keen understanding of the challenges that exist in managing, communicating and working with staff and volunteers. For me, these experiences were not so different from my experiences in the non-profit sector. About two years ago, I turned my company into an employee-owned trust whose stated purpose is to fulfill its mission, serve the community, and its employees. I am a member of the Board of Directors and serve as the Chair of the Trust Oversight Committee.
3) List.community―volunteer.activities.with.which.you.have.been.involved.in.the.last.five.(❶). years¡
In 2023, I spent a year volunteering with the Homeless Garden Project in Santa Cruz and helped develop a strategic plan and identify key organizational issues. Since moving to Santa Cruz, I have become a certified Master Gardener and enjoy volunteering at the arboretum and on the hotline. I have joined the Public Education Committee for Master Gardeners, and last summer, I taught a workshop at the downtown library on gardening in small spaces. I have also been accepted as a mentor for the Smith Society, an organization that provides support to UC Santa Cruz students who have come out of the Foster Care System. An additional list of my experiences as aa professional and as a volunteer are attached in my resume.

21.7 Patricia Bennett, PhD
RDAconsulting.com December 2021 | Page 1
Summary
Dr. Patricia Marrone Bennett brings over 36 years of public sector experience, having held leadership positions in nonprofit and governmental organizations and providing consulting services to city, county, state, and federal organizations. Dr. Bennett champions the use of evidence-based practices and insists on data-driven planning and decision-making to understand, evaluate, and improve systems that serve vulnerable populations. Throughout her tenure at RDA, Dr. Bennett has supported several innovative efforts across various human service domains, including projects centered on organizational development, strategic planning, research, and evaluation.

Contact
Skills
• Facilitation & Training
• Gallup Strengths Coach
• Results Based
Accountability
• Public Speaking &
Presenting
• Strategic Planning
• Leadership
• Program Evaluation
• Management & Delegation
• Grant Writing
Education
PhD: Human and Organizational
Development
Fielding Graduate University,
Santa Barbara, CA
MA: Human and Organizational
Systems
Fielding Graduate University,
Santa Barbara, CA
BA: Speech Communication
San Francisco State University
Select Project Experience
Resource Development Associates, 1996-2022
President, CEO
Lead key strategic oversight and quality assurance on RDA’s fiscal operations, program development, communications, human resources, internal operations, and external engagements.

Representative Projects
Los Angeles County Probation Department
Probation Governance Study, 2016-2018
Performed a comprehensive assessment of the structure, culture, and operations of the Los Angeles County Probation Department to understand how the Department operates, explore how its operations are aligned with best practices, and identify opportunities for improvement.

Role: Principal
Arnold Ventures & CUNY Institute for State & Local Government Reducing Revocations Challenge, 2019-Present
As one of ten research teams across the country, implement a mixed-methods, multi-phased assessment to explore a wide range of potential revocation drivers in Santa Cruz County.

Role: Principal
Los Angeles County Probation Department
Juvenile Justice Crime Prevention Act (JJCPA) Evaluation, 2017-2018 Conducted a comprehensive process and outcome evaluation utilizing Youth-led Participatory Action Research and other methods to measure the efficacy of JJCPA-funded programs and identify gaps in treatment.

Role: Principal
Napa County Executive Office
Trainings and Facilitation, 2019-Present
Develop and deliver virtual and instructor-led trainings aimed at building individual and organizational success in Napa County.

Role: Principal

21.8 Patricia Bennett, PhD
RDAconsulting.com December 2021 | Page 2
Other Relevant Project Experience
Resource Development Associates
Alameda County Health Care Services Agency
Agency Alameda County Care Connect Organizational Development and Change Management, 2017-Present Provide service design guidance, facilitation, and coaching to the Care Connect management team to support the change necessary to align participating entities around the Whole Person Care Pilot program objectives. Includes supporting the development of Safe Parking Pilot program, Navigation Center, and other projects.

Role: Principal
Alameda County Behavioral Health Care Services (BHCS)
African American Mental Health Technical Assistance and Training, 2017-2018 Provide facilitation, training, and technical assistance to grassroots mental health nonprofits in Alameda County that focus on serving African American mental health consumers, with a focus on preparing them to successfully participate in BHCS contracting efforts.

Role: Principal
Santa Clara County Social Services Agency
Department of Employment and Benefits Services (DEBS) Organizational Development, 2019-Present Develop and implement a tailored suite of organizational development and training services in response to departmental needs and priorities.

Role: Principal
Kings County Behavioral Health
Mental Health Services Act (MHSA) Innovation (INN) Program Evaluation, 2015-2018 Conduct a three-year evaluation utilizing Youth-led Participatory Action Research partnered with transition-aged youth to evaluate Youth Researching Resiliency INN program to help Kings County: 1) measure program impact; 2) support data-driven decisions throughout implementation; and 3) increase knowledge about what works in mental health and youth-specific mental health programs.

Role: Principal
Santa Clara County Behavioral Health Services Department Implementation Support and Technical Assistance, 2017-Present Provide ad hoc support and technical assistance for implementation of SCC BHSD’s Three-Year MHSA Plan and Adult Redesign recommendations, with a focus on building staff and provider capacity to respond to the changing policy landscape.

Role: Principal
Santa Clara County Behavioral Health Services Department (BHSD) Mental Health Urgent Care Implementation Support, 2018-2019 Support BHSD in planning and executing the transition of Mental Health Urgent Care to a same-day access clinic providing short-term outpatient services while consumers get connected to the appropriate level of care.

Role: Principal
Alameda County Health Care Services Agency
Accountability Initiative Design and Implementation, 2014-2017 Facilitate an agency-wide initiative to design and implement a performance measurement system based on Results Based Accountability (RBA). Includes facilitating a cross-department workgroup to design system and develop comprehensive communication strategies and providing technical assistance throughout implementation.

Role: Principal

21.9 Patricia Bennett, PhD
RDAconsulting.com December 2021 | Page 3
Other Professional Experience
The CENTER Counseling Education & Crisis Services, Pleasanton CA Executive Director, 1991-1996
• As the CEO of the largest nonprofit human service agency in eastern Alameda County, retired the agency's longstanding deficit and raised over $1 million in new county and federal funding. • Managed an annual budget of $1.7 million; tripled the number of families served in the Emergency Food Distribution Program; started the first HIV/AIDS case management and support services in eastern Alameda County. • Represented the agency to the media; supervised an operation of 75 employees. • Oversaw the complete automation of agency accounting; implemented an automated management information and client tracking system; began the process of marketing agency as a provider to EAPs and PPOs. • Responsible to a Board of Directors of 22 members.

Juvenile Probation Commission, San Francisco, CA
Executive, 1990-1991
• Served as the first executive to this newly created commission and worked with city elected officials, civil servants, and community activists to create systems change within the juvenile justice system of San Francisco. • Coordinated a national search of model programs to bring before the Commission in public hearings and organized public forums and debates between a variety of stakeholders. • Drafted policy statements that were debated and adopted by the Commission.

Allied Fellowship Service, Oakland, CA
Executive Director, 1985-1990
• As Executive Director of a nonprofit social service agency serving criminal and juvenile justice populations, I increased the agency's operating budget from $225,000 to over $1 million in 4 years. • Assisted the Board of Directors in defining the agency's mission, developing goals and objectives, and developing a long-range plan. Developed, secured funding for, and implemented the first program of its kind in the nation for pregnant incarcerated juveniles.
• Commissioner on the California Blue Ribbon Commission on Inmate Population Control, appointed by Speaker Willie Brown.

Friends Committee on Legislation, Sacramento, CA
Chief Lobbyist, 1980-1985
• Analyzed pending legislation on a variety of social issues, including criminal and juvenile justice, mental health, civil liberties, and the death penalty, and testified daily before the California State Legislature. • Conducted research-based analysis of pending legislation and communicated Statewide with faith-based, community, and other advocacy organizations.
• Worked with government officials and elected representatives to formulate local, state, and federal public policy. • Spearheaded statewide efforts to impact state policy on over-reliance on incarceration and prison construction.

Faculty Positions
UCSF Department of Psychiatry Fellowship Program, San Francisco, CA Co-Director, 2008-2010
• Post-doctoral students and community-based organization executive directors’ intensive training program on community-based research efforts to further evidence-based practice in mental health treatment for underserved populations.

21.10 Patricia Bennett, PhD
RDAconsulting.com December 2021 | Page 4
Alliant International University School of Management, San Francisco, CA Adjunct Faculty, 2007-2009
• Graduate-level course on organizational ethics and development for nonprofit and public sector organizations and leaders.

Capella University School of Human Services, Health Care Management and Administration San Francisco, CA
Faculty, 2007-2008
• Faculty for master’s and Ph.D. adult professionals.
• Courses taught: Role of the Board in Nonprofit Organizations, Fundraising Strategies, Marketing and Public Relations, Organizational Assessment and Program Evaluation. • Chair for dissertation committees and comprehensive examinations; acted as a mentor for select students.

Subject Matter Expertise
• Organizational Development
• Psychology
• Grant Writing
• Public Policy
• Social Services
• Nonprofit Management
Professional/Academic Activities
• National Council on Behavioral Health Annual Conference, 2014 • International Mental Health Leadership Conference, San Francisco, CA, 2011 • AmeriCorps/CalSERVE VIP Annual Conference, Keynote Speaker: “A New Kind of Leadership,” 2011 • Pacific School of Psychology Presenter, Palo Alto, CA, 2010 • Marin Community Foundation Nonprofit Organization Conference Presenter, 2009 • Journal on Diversity & Social Justice Editorial Board member, Fielding Graduate University, 2006 • World Resources Institute United Nations World Environment Day Annual Meeting, San Francisco, 2005 • Fielding Graduate University Presenter: Fostering Mindfulness in Nonprofit Organizations, 2005 • American Evaluation Association, Certification in Systems Approaches, 2004 • Fielding Graduate Institute Presenter at National Winter Session: Management Skills for Nonprofit Organizations; Creating and Sustaining Effective Organizations, 2002
• Consulting Skills for Nonprofit Organizations: Developed and presented a two-day seminar on consulting skills for nonprofit organizations with Fielding Graduate Institute students, 2001 • Fielding Graduate Institute Governance Committee, 2000 • East Bay Consulting Skills for Nonprofit Organizations Workshop and Practicum: Developed a partnership with the East Bay Community Foundation and the Fielding Institute to train and place graduate-level interns in nonprofits in the East Bay region to provide ongoing organizational consulting, 2000 • Organizational Development for NGOs in the Czech Republic: Traveled with students, alums and faculty to the Czech Republic to meet and consult with leaders of NGOs and emerging local governments, 1998 Memberships and Affiliations
• Member, Vistage, 2019-2021
• Gallup Certified Strengths Coach and Management Trainer, 2015-Present • Board President, Mental Health America of California, Sacramento, CA, 2012-2016 • Chair, Continuous Systems Improvement Committee, California Mental Health Planning Council, 2012-2015 • Board Member, Mental Health Association of California, Sacramento, CA, 2011-2016 • Member, California Mental Health Planning Council, 2010-Present

21.11 Patricia Bennett, PhD
RDAconsulting.com December 2021 | Page 5
• Member, Board of Directors, Alice Street Homeowners Association, 2010-2017 • President of the Board of Directors, Mental Health Association, San Francisco, CA, 2009-2011 • President/Chair Advocacy & Education, Foundation Fighting Blindness, East Bay Chapter, 2006-2007 • Vice President, San Francisco Mental Health Association, 2006-2007 • Member, Mayor-Elect Ron Dellums Task Force on Domestic Violence, Oakland CA, 2006 • Member, OD Network, 2003-Present
• Member, American Evaluation Association, 2003-Present • Vice-Chair, Alameda County Department of Alcohol and Drugs Budget Advisory Committee, 1993 • Chair, INTERACT, A Coalition of Health and Human Service Organizations, 1992-1996 • Chair, Alameda County Grants Management Committee, 1992-1993 • Commissioner, California Blue Ribbon Commission on Inmate Population Control, 1989-1990 • Member, California Criminal Justice Consortium, 1988-1991 • Commissioner, Contra Costa County Housing and Community Development Commission, 1998 • Chair, Committee Against More Prisons, 1980-1985
• Member, California Department of Consumer Affairs Advisory Committee, 1977-1978 • Member, Women's Studies Committee, San Francisco State University, 1973 Publications and Presentations
Bennett, P.M. & Hua, L.A. (2019). Leveraging generational diversity in mission-driven businesses. The panel was hosted at the Social Venture Circle 2019 Conference in Berkeley, CA.

Bennett, P.M., Freedman, A., Bennett, J., & Wythe, R. (2014). Improving system-level outcomes through shared managerial understanding: A case study of a group process strategy. In G. Sardana & T. Thatchenkery (Eds.), Organizational Transformation: Change Management Perspectives (pp. 71–83). London: Bloomsbury Publishing India PVT. LTD.

Chance, S., Dickson, D., Bennett, P.M., & Stone, S. (2010). Unlocking the doors: How fundamental changes in residential care can improve the ways we help children and families. Residential Treatment for Children & Youth, 27, 128– 148.

Bennett, P.M. (2006). Fostering Mindfulness in Nonprofit Organizations. OD Network National Conference.

Bennett, P.M. (2004). The co-occurrence of youth violence and family violence in geographically specific neighborhoods.

Oakland, CA: Resource Development Associates.

Bennett, P.M. (2003). At-Risk and homeless youth in south and southwest Berkeley. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M., Tharp, J., Karkos, K., & Abrams, B. (2002). Contra Costa County SafeFutures Project final report. Oakland, CA: Resource Development Associates.

Bennett, P.M., Bennett, R.W., (2001). Blueprint for bridging the digital divide in San Jose, CA. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M. (2001). After School Learning and Safe Neighborhoods Partnership Program: Evaluation of program outcomes at Mt. Diablo Unified School District. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M. (2001). Annual performance report: 21st Century Community Learning Centers at Mt.

Diablo Unified School District. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M., & Karkos, K. (2001). Marin County mentally ill offender crime reduction local plan: Marin County Sheriff’s Office. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M., & Abrams, B. (2001). Solano County mentally ill offender crime reduction local plan:

Solano County Sheriff’s Office. Oakland, CA: Resource Development Associates.

Bennett, P.M., & Bennett, R.W. (2000). Reclaiming our children and families: A target truancy and public safety project in Richmond, CA. Oakland, CA: Resource Development Associates.

Bennett, R.W., & Bennett, P.M. (2000). Safe passage home: East Bay public safety corridor partnership in Oakland, CA.

Oakland, CA: Resource Development Associates.

21.12 Patricia Bennett, PhD
RDAconsulting.com December 2021 | Page 6
Bennett, R.W., & Bennett, P.M. (2000). Safe passage home: East Bay public safety corridor partnership in Richmond, CA.

Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M., & Tharp, J. (2000). Juvenile crime involvement in San Francisco, 1993–1999: A geographic analysis for The Delancey Street Foundation. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M., & Choy, C. (2000). San Jose crime hot spots, 1999: Santa Clara County District Attorney.

Oakland, CA: Resource Development Associates.

Bennett, R.W. & Bennett, P.M. (2000). San Jose/Silicon Valley youth employment consortium plan: Department of Parks, Recreation and Neighborhood Services. Oakland, CA: Resource Development Associates.

Bennett, R.W., Bennett, P.M., & Ferran, E. (1999). Safe schools/healthy students: East San Jose Safe Schools Initiative.

Oakland, CA: Resource Development Associates.

Bennett, R.W. & Bennett, P.M. (1998). Community indicators: City of San Leandro, East Bay Public Safety Corridor Partnership. Oakland, CA: Resource Development Associates.

Bennett, P.M. & Bennett, R.W. (1997). Finding home: A report on at-risk and homeless youth in the East Bay. Oakland, CA: Resource Development Associates.

Bennett, R.W. & Bennett, P.M. (1997). Alameda County juvenile justice local action plan: Alameda County Multi-Agency Juvenile Justice Coordinating Council. Oakland, CA: Resource Development Associates.

Bennett, P.M. & Bennett, R.W. (1997). United States Department of Justice, BJA Monograph. Presentation to the Bureau.

21.13 21.14

21.15 City of Santa Cruz advisory body members are permitted to serve on County commissions, committees, and advisory bodies.

City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: County Latino Affairs Commission
LOCATION: County
RECOMMENDATION: Motion to appoint Aracely Contreras to the County Latino Affairs Commission, with a term ending April 1, 2029.

BACKGROUND: The City of Santa Cruz has two seats on the Santa Cruz County Latino Affairs Commission and the Council is responsible for nominating the members to fill those spots. The Santa Cruz County Board of Supervisors ultimately accepts the nominations and appoints new members. Due to a resignation, there is one vacancy.

DISCUSSION: The following person is seeking appointment to the County Latino Affairs Commission.

Aracely Contreras
As the sole applicant, staff is requesting Council appoint Aracely Contreras to the Commission.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): Not applicable, as this is a County commission.

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 impacts.

22.1 Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. COUNTY LATINO AFFAIRS COMMISSION APPLICATIONS.PDF

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Aracely Contreras 1/9/26
Santa Cruz 95060
Monarch Services Progam Case Manager
■ 18
■■
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Latino Affairs Commission
■■

22.3 22.4
City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Downtown Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Councilmember Trigueiro’s nomination of a Downtown Commission member with a term ending January 31, 2027.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Downtown Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Downtown Commission.

Names with an asterisk (*) are current commissioners interested in reappointment.

Elizabeth Chausse
Linda Cover
Jennalee Dahlen*
Ryan Dong
Judi Grunstra
Andrew Hurchalla
Amy Ross
Joe Thompson
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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

23.1 FISCAL IMPACT DESCRIPTION: No impacts.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. DOWNTOWN COMMISSION APPLICATIONS.PDF

23.2 23.3

23.4 23.5

23.6 Linda Cover Advisory committee application – City of Santa Cruz Why are you interested in this position?
I feel by working with the Downtown and/or Parks and Rec Commissions we can help create a Santa Cruz that people love. We have the opportunity to change the face of Santa Cruz in a way that makes our home welcoming to visitors and locals. With new developments that will bring traffic to our downtown, this is more important now than ever.

Specifically, I would like to see the Riverwalk become an attractive, vibrant part of our park system, and a vital connection point linking downtown, the Tannery and the beach for tourists and locals alike. Both of these commissions have an interest in, and capacity for, making the Riverwalk beautiful, safe, fun, inviting, and genuinely accessible to those living in and visiting our community.

We can do this by fostering more art and cultural expressions, including festivals, exhibits, performances and public art, which benefit both the downtown, beach, and our parks and greater community. These experiences are opportunities for visitors to enjoy their stay and know us better, and for residents to feel a part of the community.

I advocate giving children a greater voice through events, festivals, play spaces, and public art projects not only to inspire and engage the younger generations but also to bring traffic to downtown and our parks. Children’s art brings whimsy, comfort, and new perspectives, as well as parents, guardians, and friends who come to celebrate and spend time with their children. This is a way we can bring people into spaces they might not normally frequent.

2. What particular skills would you bring to the advisory body? I bring art to the table. I am a long-term resident and studio owner at the Tannery Arts Center. I am involved in art at the Tannery Arts Center and the greater community. I bring art and the art community to the table.

23.7 I bring a boots-on-the-ground familiarity with our downtown. For several years, I’ve sold my art as a vendor on Pacific Avenue. I consider myself a fixture and cultural ambassador. I bring to the table experience with visitors, UCSC students and their families, business owners, and local residents.

I bring a deep understanding of and familiarity with the local environment.

Because I live at the Tannery, I am within walking/biking distance of Pogonip Green Belt, Harvey West Park, San Lorenzo Park, the beach, and especially the San Lorenzo Riverwalk. I frequent these areas as a hiker, biker, pedestrian, photographer, artist, clean-up crew, field trip guide, and shopper. I am very familiar with these city parks and their value to the public.

I bring to the table experience with diverse groups, ranging from the school board, art commissioners, the Tenants Union, parents committees, the Coastal Watershed Council board, several trash abatement groups, fieldtrips with the Water Dept and local public schools, and many art and exhibit groups. Currently, I am on the events committee for Ripple Effect, an art festival premiering in April 2026.

I bring to the table small business experience. I have been the proprietor of a studio at the Tannery for 13 years. I sell downtown and I create public art projects.

I bring to the table 20 years of involvement with families, especially those with children, in the greater Santa Cruz community as a teaching artist and through summer camps I run, including Camp Tannery Arts. 3) What types of diverse interests/experiences would you bring to the Commission/Committee/Board?

1. Economic diversity - I live at the Tannery, which is an affordable housing project.

23.8 2. Diverse lived experience - I have experienced homelessness here and in San Francisco. Although this was many years ago, it colors how I perceive public spaces and the way we interact with all members of our community.

3. Physical diversity - I literally bring a different perspective because I am visually impaired. My experience losing my vision has changed not only how I navigate the world in a physical sense, but also my worldview. Although I understand the value of details, I have more appreciation for how small details contribute to the larger picture.

4. I am a mother and grandmother.
4) List community/volunteer activities with which you have been involved in the last five (5) years I am currently involved in the following activities:
 I have served on the board Coastal Watershed Council for 4 years  I have served on the board ARTU- Associated Residents of the Tannery Union for 6 years
 I am a Riverwalk activist. Over several year, I have hosted workshops for kids to make art banners for the Riverwalk. In addition, I created the banners now installed along the Riverwalk, in collaboration with the Coastal Watershed Council and Cultural Council of Santa Cruz.
 I have been a site captain for annual Save Our Shores clean-ups for 6 years.  I organize river clean-ups with Tannery residents (2 to 4 times per year).

Over half of the volunteers are kids
 I have served on the Tannery Artist Interview Committee for 5 years.  I volunteer to teach weekly afterschool art for Tannery and other students.

Previous experiences:

23.9  I was a part of the Leveelies Clean Up Team. Before the Downtown Strset Team, there were the Leveelies , a volunteer group of concerned citizens who cleaned up the levee 2 times per week from Water Street to the beach. We initiated the lighting on the levee. 2019-2023  I organized the creation of the Tannery Pantry in 2020, which provides food staples for Tannery residents.
 I served as Art Commissioner for the City of Santa Cruz. 2019-2024  Events I volunteered to create, host or teach: Earth Day (annually 3 years) clean-ups, Makers Fair for Kids (annual 3 years), parade collab with the Coastal Watershed Council, the annual exhibit “Many Faces of the San Lorenzo River”- a countywide, community-driven exhibit featuring 50 artists, including professionals and novices, aged between 5-85

23.10 23.11

23.12 CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO ADVISORY BODIES Jennalee Dahlen - Reappointment Application for Downtown Commission (Chair Commissioner)

1. Why are you interested in this position? What particular skills would you bring to the Commission/Committee/ Board?
I am deeply committed to the vitality, resilience, and long-term health of Downtown Santa Cruz.

As a downtown business owner for over 13 years and the current Chair of the Downtown Commission, I have had the privilege of participating directly in shaping policies and discussions that impact our local economy, public safety, parking systems, infrastructure, and the experiences of residents, workers, and visitors alike. Continuing in this role matters to me because I believe in thoughtful, balanced leadership and I care deeply about contributing to a downtown that is safe, vibrant, and welcoming.

Through Yōso Wellness Spa and (formerly) Yōso the Annex, I have firsthand experience navigating the complexities of doing business downtown through economic challenges, the pandemic, staffing pressures, operational shifts, and the ongoing realities small businesses face. This has made me solution-oriented, adaptable, and proactive.

I bring a strong combination of skills to the Commission:
● Collaborative leadership - as Chair, I run meetings with structure, respect, and an emphasis on productive dialogue.
● Clear, compassionate communication - comfortable speaking publicly, bridging perspectives, and advocating in a grounded, community-centered way. ● Strategic thinking - I understand how policy, infrastructure, parking, safety, events, and economic vitality are interconnected.
● Experience with the Parking District - participating in discussions about meters, garages, fee adjustments, holiday parking proposals, enforcement, and system improvements; understanding how parking policy affects business activity, access, and public perception of downtown.
● A positive, steady presence - I approach challenges with calm, clarity, and a forward-thinking mindset centered on what is best for the future of Downtown Santa Cruz.

2. What types of diverse interests/experiences would you bring to the Commission/Committee/Board?
My background blends small business ownership, civic leadership, wellness-rooted community work, economic development involvement, and active engagement with city departments and local organizations. This allows me to bring a perspective not typically represented in government roles, one grounded in human connection, visitor experience, placemaking, and long-term community well-being.

I bring diverse experience, including:
● Serving as the current Chair Commissioner of the Downtown Commission, facilitating discussions, meeting with city staff, and contributing to policy recommendations.

23.13 ● Working closely as a Downtown Commissioner with the Parking District on meter adjustments, garage operations, fee structure conversations, and strategies that support both fiscal sustainability and community accessibility. ● Serving on the Think Local First Board of Directors, participating in strategic planning, membership growth, community education, and business advocacy. ● Serving for six years on the Santa Cruz Downtown Association Board of Directors, participating in advocacy, marketing, merchant support, communications, safety discussions, and initiatives that strengthen the economic and cultural fabric of downtown.

This experience gave me a deep understanding of the day-to-day realities downtown businesses face and the importance of strong collaboration between merchants, city staff, and local organizations. (I am currently on a one-year break so I can rejoin for another term.)
● Over 13 years as a downtown business owner, understanding the realities of economic shifts, safety concerns, staffing, and what supports long-term stability. ● Founding community-oriented initiatives including Bridging the Gap, along with long-standing collaboration with organizations like Save Our Shores and Coastal Watershed Council.
● Co-founding Camp Heart & Hands, a camp for families of children with cancer, and founding board member of Santa Cruz Children's Museum of Discovery, both focused on positive community impact.
● Creating and hosting community events like the Waves of Wellness Festival, bringing together 25+ local businesses in a major downtown placemaking effort. ● Work rooted in emotional intelligence, conflict resolution, education, and creating safe, accessible environments.

This combination allows me to bring a balanced lens, understanding business needs, community needs, and the broader ecosystem that allows a downtown district to thrive.

3. List community/volunteer activities with which you have been involved in the last five (5) years.

Community + Volunteer Activities (Last 5 Years):
● Founder/Lead Organizer, Bridging the Gap – ongoing river and estuary cleanups (7,000+ lbs. of trash removed).
● Chair Commissioner, Downtown Commission – city collaboration, public policy participation, committee leadership.
● Board Member, Think Local First – membership growth, strategic planning, fundraising, and business advocacy.
● Event Creator/Host, Waves of Wellness: Santa Cruz Festival – large-scale free community wellness and small business event.
● Volunteer/participant with Save Our Shores, Coastal Watershed Council, and other community cleanups and events.
● Santa Cruz Downtown Association – ongoing collaboration and event support. ● Expert Judge, The Skin Games (international esthetics competition). ● Broad engagement in community-focused events including Earth Day, HERd, Monarch Services support, Walnut Ave Women and Family Center, SBDC, Event Santa Cruz and various small business and nonprofit collaborations.

23.14 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Ryan Dong 12/31/2025
Santa Cruz 95060
Karon Properties Realtor/Property Manager
Yes
X
Renee Golder
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23.15 23.16
Downtown Commission:
1) I would be a valuable member of the Santa Cruz Downtown Advisory Commission because I offer a fresh, youthful perspective alongside deep ties to the community. As a younger resident, I can represent voices and ideas that are often underrepresented in local decision-making. Since I manage multiple properties in the downtown district, I see many of the ongoing changes on a regular basis. As a fourth-generation Santa Cruz local, I also have a strong personal commitment to the long-term success of the downtown area. I care deeply about preserving what makes downtown unique while supporting thoughtful new projects and policies that will strengthen it for the future. 2) While in college at University of the Pacific, I was in a business centric fraternity, Delta Sigma Pi, which taught me a lot about business, but also how to lead a group of people. I held multiple executive positions which gave me the opportunity to grow as a leader. These roles gave me the chance to be in charge of making decisions on behalf of the fraternity based on the wants of the members. Growing up, my parents owned a local photography studio that my grandparents started over 50 years ago. From a young age, I saw the sacrifices and hard work that it took to run a small business. As a current property manager, I have an insider view of many different types of businesses that lease space in various parts of town. I can relate to the challenges that come with running a small business, and will aim to assist in making it easier for them to thrive in our city. I grew up gaining first hand exposure to real estate through family members who invested in property in Santa Cruz. I began my professional career in property management and commercial real estate, working for two firms in Stockton and Sacramento, California. I now focus on residential sales and property management here in Santa Cruz. 3) I am a regular attendee of the “Brokers Breakfasts” hosted by the Santa Cruz Economic Development Department. I am a member of the Modern Real Estate Professional Committee, and Local Government Relations Committee at the Santa Cruz Association of Realtors. I regularly play softball through the Santa Cruz City Parks and Recreation program. My wife teaches at Bay View Elementary School, and I routinely support the school community by helping with events, attending community gatherings, and rebuilding their “Little Free Library.”
Parks and Rec:
1) I would be a strong fit for the Santa Cruz Parks and Recreation Advisory Commission because I bring both a youthful perspective and firsthand experience with the city’s parks and facilities. Growing up in Santa Cruz, I benefited greatly from playing multiple sports at a variety of local parks and recreational spaces, which gave me an early appreciation for the value these spaces provide to the community. As a younger member of the commission, I can help represent the needs and perspectives of youth and active residents, while also advocating for continued investment in accessible, well-maintained parks and sports facilities. I remain actively engaged in the community by using these spaces today, and I am motivated to be a voice that supports the ongoing public benefit of parks, recreation, and shared outdoor complexes for all residents.
2) I would bring a strong real estate background that would be valuable in guiding decisions related to reinvestment in buildings and facilities. My experience allows me to identify necessary repairs, assess long-term maintenance needs, and help prioritize expenditures for improvements in a cost-effective and strategic manner. Having worked in both commercial and residential real estate, I offer a broad understanding of different property types and the unique considerations each requires. As a fourth-generation Santa Cruz local with deep roots in the community and no plans to leave, I am highly

23.17 invested in supporting thoughtful growth that meets the city’s needs while preserving the small-town character that residents value and cherish.
3) I am a regular attendee of the “Brokers Breakfasts” hosted by the Santa Cruz Economic Development Department. I am a member of the Modern Real Estate Professional Committee, and Local Government Relations Committee at the Santa Cruz Association of Realtors. I also regularly play softball through the Santa Cruz City Parks and Recreation program. My wife teaches at Bay View Elementary School, and I routinely support the school community by helping with events, attending community gatherings, and rebuilding their “Little Free Library.”

23.18 23.19

23.20 23.21

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Amy Ross January 11, 2026
Santa Cruz 95060
Salud Para La Gente Administrator
■ 11 years
x ■
Brad Angell
3 12
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Joe Thompson 12/2/2025
Santa Cruz 95060
SEIU-UHW Political Organizer
■ 5
X
John Laird
41 5
2 3
■
✔

23.25 23.26
I am driven to (re)apply for these commissions based on the impacts I have seen throughout our community due to evolving impacts caused by Climate Change and the Housing/Affordability Crisis.

It is clear to me that these adverse impacts are a direct result of our climate change due to fossil fuels. I have been working alongside Sierra Club these last years and will continue to bring that same passion for our community and our environment.

In government, it is imperative to have a variety of input throughout this process. I'm a recent graduate at UC Santa Cruz with a B.A. in politics. Throughout my coursework, I have learned and taken courses that challenge the current way of thinking when it comes to our current status quo. I bring a unique perspective to each of these commissions, and if I am selected to serve on these commissions, I will continue to build the knowledge and expertise I currently have. I have been in Santa Cruz for roughly four years now, and I believe that our community thrives the most when all voices and people are heard. Students and young professional voices need to be brought into the circle to continually build up our community and build partnerships with those who work, study, and live on campus.

I want to use my personal and professional network developed through my work in our local community to make sure my fellow Commissioners and I have access to the latest information on new, insightful, and creative solutions to growth and development. Santa Cruz, alongside the UC, is struggling to balance growth, quality of life, and affordability. I will bring a new voice to advocate for sustainable, equitable, and common-sense solutions to the problems and issues we face.

I will work to ensure we are tracking the newest implementation of laws across the state and looking for ways to ensure we are compliant with the statutes while tailoring our decisions and requirements to push low-income housing creation to the maximum extent possible while learning from other jurisdictions how they are resolving some of the problems we face. Given new laws passed by the legislature and the need for low-income housing, I believe it is necessary to address this issue head-on with all the means at our disposal.

I want to maintain and build a community that is economically diverse. While door knocking in the city, I noticed a common pattern of people moving or being forced out due to the rising cost of homes in Santa Cruz. This causes both community and climate impacts. I want to ensure that in addition to all the legal requirements that guide our decision-making, we are looking at every project through the lens of climate change and the impacts that are happening to our environment.

The increase in traffic over recent years from the former city of Santa Cruz residents being pushed out to more affordable surrounding communities is causing an increase in emissions and increase in traffic. We need to look at our growth as part of a holistic ecosystem of affordability, quality of life, transportation, and economics. I look forward to bringing a focus on holistically informed decisionmaking to the Planning, Transportation, Water, CPVAW, or Downtown Commissions.

23.27 23.28
City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Historic Preservation Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Councilmember Brunner’s and Councilmember Newsome’s nominations of Historic Preservation Commission members, both with terms ending January 31, 2029.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Historic Preservation Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Historic Preservation Commission.

Elizabeth Chausse
Courtney Guadamuz
Margo McBane
Andrew Meyer
Olga Pastuszynski
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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 impact.

24.1 Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. HISTORIC PRESERVATION COMMISSION APPLICATIONS.PDF

24.2 24.3

24.4 24.5

24.6 24.7

24.8 24.9

24.10 24.11

24.12 24.13

24.14 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Parks and Recreation Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Vice Mayor Kalantari-Johnson’s and Councilmember Brunner’s nominations of Parks and Recreation Commission members, both with terms ending January 31, 2029.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Parks and Recreation Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Parks and Recreation Commission.

Heather Babcock
Tony Barnett
Emma Bassein
Kelly Bloom
Elizabeth Chausse
Linda Cover
Ryan Dong
Courtney Guadamuz
Don Iglesias
Robert Orrizzi
Michele Replogle
Amy Ross
Emma Ussat
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

25.1 HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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 impacts.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. PARKS AND RECREATION COMMISSION APPLICATIONS.PDF

25.2 25.3

25.4 25.5

25.6 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Emma Bassein 01/11/2026
Santa Cruz 95060
John Deere Manager
5 Sarah Scott
2 1
Santa Cruz Local newsletter

25.7 25.8

25.9 25.10

25.11 25.12

25.13 25.14
Linda Cover Advisory committee application – City of Santa Cruz Why are you interested in this position?
I feel by working with the Downtown and/or Parks and Rec Commissions we can help create a Santa Cruz that people love. We have the opportunity to change the face of Santa Cruz in a way that makes our home welcoming to visitors and locals. With new developments that will bring traffic to our downtown, this is more important now than ever.

Specifically, I would like to see the Riverwalk become an attractive, vibrant part of our park system, and a vital connection point linking downtown, the Tannery and the beach for tourists and locals alike. Both of these commissions have an interest in, and capacity for, making the Riverwalk beautiful, safe, fun, inviting, and genuinely accessible to those living in and visiting our community.

We can do this by fostering more art and cultural expressions, including festivals, exhibits, performances and public art, which benefit both the downtown, beach, and our parks and greater community. These experiences are opportunities for visitors to enjoy their stay and know us better, and for residents to feel a part of the community.

I advocate giving children a greater voice through events, festivals, play spaces, and public art projects not only to inspire and engage the younger generations but also to bring traffic to downtown and our parks. Children’s art brings whimsy, comfort, and new perspectives, as well as parents, guardians, and friends who come to celebrate and spend time with their children. This is a way we can bring people into spaces they might not normally frequent.

2. What particular skills would you bring to the advisory body? I bring art to the table. I am a long-term resident and studio owner at the Tannery Arts Center. I am involved in art at the Tannery Arts Center and the greater community. I bring art and the art community to the table.

25.15 I bring a boots-on-the-ground familiarity with our downtown. For several years, I’ve sold my art as a vendor on Pacific Avenue. I consider myself a fixture and cultural ambassador. I bring to the table experience with visitors, UCSC students and their families, business owners, and local residents.

I bring a deep understanding of and familiarity with the local environment.

Because I live at the Tannery, I am within walking/biking distance of Pogonip Green Belt, Harvey West Park, San Lorenzo Park, the beach, and especially the San Lorenzo Riverwalk. I frequent these areas as a hiker, biker, pedestrian, photographer, artist, clean-up crew, field trip guide, and shopper. I am very familiar with these city parks and their value to the public.

I bring to the table experience with diverse groups, ranging from the school board, art commissioners, the Tenants Union, parents committees, the Coastal Watershed Council board, several trash abatement groups, fieldtrips with the Water Dept and local public schools, and many art and exhibit groups. Currently, I am on the events committee for Ripple Effect, an art festival premiering in April 2026.

I bring to the table small business experience. I have been the proprietor of a studio at the Tannery for 13 years. I sell downtown and I create public art projects.

I bring to the table 20 years of involvement with families, especially those with children, in the greater Santa Cruz community as a teaching artist and through summer camps I run, including Camp Tannery Arts. 3) What types of diverse interests/experiences would you bring to the Commission/Committee/Board?

1. Economic diversity - I live at the Tannery, which is an affordable housing project.

25.16 2. Diverse lived experience - I have experienced homelessness here and in San Francisco. Although this was many years ago, it colors how I perceive public spaces and the way we interact with all members of our community.

3. Physical diversity - I literally bring a different perspective because I am visually impaired. My experience losing my vision has changed not only how I navigate the world in a physical sense, but also my worldview. Although I understand the value of details, I have more appreciation for how small details contribute to the larger picture.

4. I am a mother and grandmother.
4) List community/volunteer activities with which you have been involved in the last five (5) years I am currently involved in the following activities:
 I have served on the board Coastal Watershed Council for 4 years  I have served on the board ARTU- Associated Residents of the Tannery Union for 6 years
 I am a Riverwalk activist. Over several year, I have hosted workshops for kids to make art banners for the Riverwalk. In addition, I created the banners now installed along the Riverwalk, in collaboration with the Coastal Watershed Council and Cultural Council of Santa Cruz.
 I have been a site captain for annual Save Our Shores clean-ups for 6 years.  I organize river clean-ups with Tannery residents (2 to 4 times per year).

Over half of the volunteers are kids
 I have served on the Tannery Artist Interview Committee for 5 years.  I volunteer to teach weekly afterschool art for Tannery and other students.

Previous experiences:

25.17  I was a part of the Leveelies Clean Up Team. Before the Downtown Strset Team, there were the Leveelies , a volunteer group of concerned citizens who cleaned up the levee 2 times per week from Water Street to the beach. We initiated the lighting on the levee. 2019-2023  I organized the creation of the Tannery Pantry in 2020, which provides food staples for Tannery residents.
 I served as Art Commissioner for the City of Santa Cruz. 2019-2024  Events I volunteered to create, host or teach: Earth Day (annually 3 years) clean-ups, Makers Fair for Kids (annual 3 years), parade collab with the Coastal Watershed Council, the annual exhibit “Many Faces of the San Lorenzo River”- a countywide, community-driven exhibit featuring 50 artists, including professionals and novices, aged between 5-85

25.18 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Ryan Dong 12/31/2025
Santa Cruz 95060
Karon Properties Realtor/Property Manager
Yes
X
Renee Golder
2 1
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25.19 25.20
Downtown Commission:
1) I would be a valuable member of the Santa Cruz Downtown Advisory Commission because I offer a fresh, youthful perspective alongside deep ties to the community. As a younger resident, I can represent voices and ideas that are often underrepresented in local decision-making. Since I manage multiple properties in the downtown district, I see many of the ongoing changes on a regular basis. As a fourth-generation Santa Cruz local, I also have a strong personal commitment to the long-term success of the downtown area. I care deeply about preserving what makes downtown unique while supporting thoughtful new projects and policies that will strengthen it for the future. 2) While in college at University of the Pacific, I was in a business centric fraternity, Delta Sigma Pi, which taught me a lot about business, but also how to lead a group of people. I held multiple executive positions which gave me the opportunity to grow as a leader. These roles gave me the chance to be in charge of making decisions on behalf of the fraternity based on the wants of the members. Growing up, my parents owned a local photography studio that my grandparents started over 50 years ago. From a young age, I saw the sacrifices and hard work that it took to run a small business. As a current property manager, I have an insider view of many different types of businesses that lease space in various parts of town. I can relate to the challenges that come with running a small business, and will aim to assist in making it easier for them to thrive in our city. I grew up gaining first hand exposure to real estate through family members who invested in property in Santa Cruz. I began my professional career in property management and commercial real estate, working for two firms in Stockton and Sacramento, California. I now focus on residential sales and property management here in Santa Cruz. 3) I am a regular attendee of the “Brokers Breakfasts” hosted by the Santa Cruz Economic Development Department. I am a member of the Modern Real Estate Professional Committee, and Local Government Relations Committee at the Santa Cruz Association of Realtors. I regularly play softball through the Santa Cruz City Parks and Recreation program. My wife teaches at Bay View Elementary School, and I routinely support the school community by helping with events, attending community gatherings, and rebuilding their “Little Free Library.”
Parks and Rec:
1) I would be a strong fit for the Santa Cruz Parks and Recreation Advisory Commission because I bring both a youthful perspective and firsthand experience with the city’s parks and facilities. Growing up in Santa Cruz, I benefited greatly from playing multiple sports at a variety of local parks and recreational spaces, which gave me an early appreciation for the value these spaces provide to the community. As a younger member of the commission, I can help represent the needs and perspectives of youth and active residents, while also advocating for continued investment in accessible, well-maintained parks and sports facilities. I remain actively engaged in the community by using these spaces today, and I am motivated to be a voice that supports the ongoing public benefit of parks, recreation, and shared outdoor complexes for all residents.
2) I would bring a strong real estate background that would be valuable in guiding decisions related to reinvestment in buildings and facilities. My experience allows me to identify necessary repairs, assess long-term maintenance needs, and help prioritize expenditures for improvements in a cost-effective and strategic manner. Having worked in both commercial and residential real estate, I offer a broad understanding of different property types and the unique considerations each requires. As a fourth-generation Santa Cruz local with deep roots in the community and no plans to leave, I am highly

25.21 invested in supporting thoughtful growth that meets the city’s needs while preserving the small-town character that residents value and cherish.
3) I am a regular attendee of the “Brokers Breakfasts” hosted by the Santa Cruz Economic Development Department. I am a member of the Modern Real Estate Professional Committee, and Local Government Relations Committee at the Santa Cruz Association of Realtors. I also regularly play softball through the Santa Cruz City Parks and Recreation program. My wife teaches at Bay View Elementary School, and I routinely support the school community by helping with events, attending community gatherings, and rebuilding their “Little Free Library.”

25.22 25.23

25.24 25.25

25.26 25.27

25.28 25.29

25.30 25.31
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Amy Ross January 11, 2026
Santa Cruz 95060
Salud Para La Gente Administrator
■ 11 years
x ■
Brad Angell
3 12
■■

25.32 25.33

25.34 25.35

1. Why are you interested in this position? What particular skills would you bring to the Commission/Committee/Board?
I am thrilled at the prospect of contributing to the Santa Cruz City Parks and Recreation Commission, drawing from my substantial experience overseeing public programs, including trail stewardship and maintenance, at Santa Cruz Mountains Trail Stewardship (SCMTS). In this role I have developed an intimate familiarity with city parks, the Parks and Recreation Department's staff, mission, goals, and available resources. Collaborating closely with department contacts, I've developed a profound understanding of the intricacies involved in maintaining and enhancing public spaces. My expertise in event planning, community engagement, and budget management, combined with firsthand knowledge of various city parks gained through weekly activities, uniquely positions me to contribute effectively to the commission's objectives.

Furthermore, my eagerness to contribute stems from a deep passion for building healthy communities and fostering environmental stewardship, closely aligning with the department's mission and vision. As a Senior Community Engagement Manager at Santa Cruz Mountains Trail Stewardship, I bring extensive experience in event planning, community outreach, budget management, and program development. My proficiency in fostering transparent and honest communication, in line with the department's values, and strategic communication skills contribute to achieving the department's vision. Additionally, my proven track record of securing diversified funding sources, managing teams, and cultivating relationships with local businesses aligns seamlessly with the responsibilities of the commission.

2. What types of diverse interests/experiences would you bring to the Commission/Committee/Board? In addition to my professional experiences, my direct involvement with city parks through overseeing public programs with SCMTS adds a specific dimension to my perspective. My hands-on experience in trail stewardship and maintenance aligns seamlessly with the commission's responsibilities. Having worked at various city parks on a weekly basis during SCMTS events, I have gained an in-depth understanding of the unique features, challenges, and opportunities associated with each park. This firsthand knowledge allows me to bring practical insights into the commission's decision-making processes.

Furthermore, my commitment to diversity, equity, and inclusion (DEI) is not only theoretical but has been translated into tangible actions. I took a leadership role in developing and implementing a DEI committee at SCMTS, fostering an inclusive environment within the organization. This initiative involved creating onboarding policies and programs designed to ensure that diversity and inclusivity were integral parts of the organizational culture.

Beyond organizational initiatives, I have personally developed and implemented multiple DEI programs aimed at serving underserved communities. These programs were designed to break down barriers and provide access to outdoor and recreational activities for individuals who may face systemic challenges. My hands-on experience in executing DEI programs, coupled with my understanding of the diverse needs within the community, uniquely positions me to contribute to the Santa Cruz City Parks and Recreation Commission's commitment to fostering equity, inclusion, and accessibility in recreational opportunities for all residents.

3. List community/volunteer activities with which you have been involved in the last five (5) years.

Over the past ten years, my primary focus has been on my role as Senior Community Engagement Manager at Santa Cruz Mountains Trail Stewardship (SCMTS). In this capacity, I have actively contributed to the community through various initiatives. I have created and implemented over a dozen public programs, community engagement initiatives, organized events, and developed partnerships with local businesses, all aimed at enhancing the quality of life within the Santa Cruz community.

One noteworthy community engagement effort includes my involvement in trail crew leader training at SCMTS and the California Naturalist Program. Through these initiatives, I have not only contributed to environmental stewardship but also actively participated in educating and engaging community members in sustainable practices and a deeper understanding of the natural surroundings.

25.36 My commitment to community service extends to my active participation in SCMTS events, where we work closely with the Parks and Recreation Department at various city parks on a weekly basis. This hands-on engagement has provided me with a unique perspective on the needs and challenges of these public spaces, reinforcing my dedication to improving recreational opportunities and overall community wellbeing.

In summary, my community and volunteer activities over the past five years have been centered around enhancing community engagement, promoting environmental stewardship, and actively contributing to the well-being of residents within the Santa Cruz area.

25.37 City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Planning Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Councilmember O’Hara’s and Vice Mayor Kalantari-Johnson’s nominations of Planning Commission members, both with terms ending January 31, 2029, and Councilmember Newsome’s nomination of a Planning Commission member with a term ending January 31, 2027.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Planning Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Planning Commission.

Names with an asterisk (*) are current commissioners interested in reappointment.

Elizabeth Chausse
Monica Hammer
Pete Kennedy*
John McKelvey*
Olga Pastuszynski
Michele Replogle
Joe Thompson
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

26.1 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 impact.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. PLANNING COMMISSION APPLICATIONS.PDF

26.2 26.3

26.4 26.5

26.6 26.7

26.8 Profile
Experienced project manager familiar with all aspects of the construction industry.

Deep experience in the dynamic field of energy efficiency and green building. Used to leading professional project teams to meet and exceed their sustainability goals on time and within budget.

Experience
Senior Project Manager, Bright Green Strategies; Santa Cruz, CA — 2010- Present
Drove growth of residential and energy and green certification company from 3 employees in one location to 9 in two locations. Simultaneously managed 30+ projects, over $1 mil in contracts, from single family custom homes to multifamily affordable projects to luxury condo projects. Coordinated all stages of a project:
entitlement support, design development, construction documents, permitting, plan review, job site verification/performance testing, construction, and ongoing energy use monitoring. Won 2014 LEED for Homes project of the year for 888 San Mateo.

Familiar with state and federal energy efficiency regulations and rebate programs.

Comfortable working with developers and architects, contractors and subcontractors, down to training field crews and installers. I am most proud of my LEED Platinum zero net energy farmworker housing project in Soledad, CA.

Planning Commissioner, City of Santa Cruz; Santa Cruz, CA — 2011-2019 As chair, implemented the strongest electric vehicle charging ordinance in the state for new multifamily housing. Member of the Corridor Planning subcommittee, Downtown subcommittee and others. Updated the General Plan, Climate Action Plan, Green Building Program and development projects.

Draftsman, Mark Primack, Architect — 2008-2009
Certified a 20 acre, 535,000 square foot neighborhood master plan under LEED for Neighborhood Development. Led discussions of energy efficiency trade offs, mechanical system specifics, costs, and anticipated payback periods.

Inspector, Myles F. Corcoran Construction Consulting — 2003-2008 Managed construction projects, repairs, and custom waterproofing. Quality control and estimating. Focus on mediation and settling cases before trial. Acted as an expert witness preparing reports and exhibits for both plaintiffs and defendants in legal cases.

Education
University of California, Berkeley — Bachelor of Arts in Architecture Professional Certifications
GreenPoint Rater, LEED for Homes Green Rater, LEED AP+Homes, LEED AP BD+C, HERS Rater, Energy Star Rater, Passive House Rater.

Santa Cruz, CA

PETE KENNEDY

26.9 12 January 2020
Dear City Council:

Above is a picture of me in the lat ‘70’s, helping the members of the Redwood Nonviolence Community dismantle a military barracks at Ft. Ord. I’m on the lower left (in my dad’s arms. We used the recovered lumber to build a center for Peace and Justice here in Santa Cruz, the Resource Center for Nonviolence. Now, I am working on an affordable housing project in Ft.

Ord which will provide 66 apartments for low income people. The project is designed to be net zero energy, meaning that all the energy used by the apartments will be provided by solar panels on site. The project is all electric, so any grid electricity used will become less carbon intensive year by year, until 2050, when our state has committed to have a 100% clean grid.

These two examples bookend my life here in Santa Cruz, and provide a good example of why I am applying to serve on the Advisory bodies. On the one hand, the righteous grassroots activism that is core to this town’s identity. On the other, the high tech future that comes with building new apartments here in California and saving the world. My goal as a Commissioner would be to keep these two forces in balance, and make reasonable planning decisions to support our climate action goals while honoring both. Time is of the essence.

26.10 I served for eight years on the Planning Commission, and am very proud of our accomplishments. This experience will serve me well if I am reappointed. We had a balanced commission, with technical experts in building across the spectrum, and we all worked together to accomplish some really good things. When I see the amount of housing we produced in those years, it makes me proud. I look forward to restoring this type of balance and productivity to the Commission.

I do have one regret. The Corridor Planning process, which I worked extensively on, was a failure. This left us without objective zoning standards, and now that SB 35 is in effect, it is really hard for me to see how defenseless this has left our community. We had draft objective standards that would have required all sorts of good things for certain projects: daycare centers, senior housing, green roofs, remarkable architecture, etc. While I don’t think it would be productive to re-open that process, I believe there is a lesson here for our community, that if we can’t work together and agree on what we want, the State will intervene, leaving everyone unhappy.

Finally, I want to clearly state that I am in favor of building all types of housing in our town. Not too much, but a lot. My son’s awesome young kindergarten teacher drives daily from Seaside.

The traffic on Hwy 1 is now as bad as LA traffic was in the 90’s. People talk about pulling up the train tracks on our rail trail (!). To be clear, it is not OK with me anymore, from a social justice perspective, to eliminate all forms of housing except for single family homes from our City.

We knew this when I was dismantling that Army barracks forty years ago. We have seen how it has gentrified our town. Now is the time to get to work on correcting it, not because the State requires it, but because it is the right thing to do.

Please don’t hesitate to reach out if you have any questions I can answer.

Best regards;
Pete Kennedy

26.11 26.12

26.13 26.14

26.15 26.16

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 ɿ
Joe Thompson 12/2/2025
Santa Cruz 95060
SEIU-UHW Political Organizer
■ 5
X
John Laird
41 5
2 3
■
✔

26.18 26.19
I am driven to (re)apply for these commissions based on the impacts I have seen throughout our community due to evolving impacts caused by Climate Change and the Housing/Affordability Crisis.

It is clear to me that these adverse impacts are a direct result of our climate change due to fossil fuels. I have been working alongside Sierra Club these last years and will continue to bring that same passion for our community and our environment.

In government, it is imperative to have a variety of input throughout this process. I'm a recent graduate at UC Santa Cruz with a B.A. in politics. Throughout my coursework, I have learned and taken courses that challenge the current way of thinking when it comes to our current status quo. I bring a unique perspective to each of these commissions, and if I am selected to serve on these commissions, I will continue to build the knowledge and expertise I currently have. I have been in Santa Cruz for roughly four years now, and I believe that our community thrives the most when all voices and people are heard. Students and young professional voices need to be brought into the circle to continually build up our community and build partnerships with those who work, study, and live on campus.

I want to use my personal and professional network developed through my work in our local community to make sure my fellow Commissioners and I have access to the latest information on new, insightful, and creative solutions to growth and development. Santa Cruz, alongside the UC, is struggling to balance growth, quality of life, and affordability. I will bring a new voice to advocate for sustainable, equitable, and common-sense solutions to the problems and issues we face.

I will work to ensure we are tracking the newest implementation of laws across the state and looking for ways to ensure we are compliant with the statutes while tailoring our decisions and requirements to push low-income housing creation to the maximum extent possible while learning from other jurisdictions how they are resolving some of the problems we face. Given new laws passed by the legislature and the need for low-income housing, I believe it is necessary to address this issue head-on with all the means at our disposal.

I want to maintain and build a community that is economically diverse. While door knocking in the city, I noticed a common pattern of people moving or being forced out due to the rising cost of homes in Santa Cruz. This causes both community and climate impacts. I want to ensure that in addition to all the legal requirements that guide our decision-making, we are looking at every project through the lens of climate change and the impacts that are happening to our environment.

The increase in traffic over recent years from the former city of Santa Cruz residents being pushed out to more affordable surrounding communities is causing an increase in emissions and increase in traffic. We need to look at our growth as part of a holistic ecosystem of affordability, quality of life, transportation, and economics. I look forward to bringing a focus on holistically informed decisionmaking to the Planning, Transportation, Water, CPVAW, or Downtown Commissions.

26.20 26.21
City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Sister Cities Committee
LOCATION: Citywide
RECOMMENDATION: Motion to approve one at-large nomination of a Sister Cities Committee member with a term ending January 31, 2030.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026.

DISCUSSION: The following people are seeking appointment to the Sister Cities Committee.

Enda Brennan
Elizabeth Chausse
Margaret Diego
Nicole Franz
Tammara Harlan
Leah Kahn
Jonathon Landeck
Jacqui Leatheam
Amy Ross
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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

27.1 FISCAL IMPACT DESCRIPTION: No impact.

Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. SISTER CITIES COMMITTEE APPLICATIONS.PDF

27.2 27.3

27.4 27.5

27.6 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Margaret (Magi) Diego 01/07/2026
Santa Cruz 95060
n/a
CASA of Santa Cruz County Development and Communications Director 31 X
Renee Golder
X
Magi Diego Digitally signed by Magi Diego
Date: 2026 01.07 18 37:10 -08'00'
Return applicant informed by Julia Wood

27.7 27.8
Magi Diego, Advisory Body Application
I am excited to apply for the Sister Cities Committee as a long-time resident of the City of Santa Cruz with a deep passion for travel and cultural exchange. Through living in, working in, and traveling to various countries, I have developed a strong appreciation for cultural diversity and deeply value the global connections I have made over the years. Santa Cruz is the community I love and call home, and where I raised my children. I am eager to help build meaningful relationships with like-minded communities around the globe for our shared benefit.

As an MBA with decades of experience in marketing leadership for international companies, I believe I bring skills that would be valuable to the work of the committee. My background includes project planning, communication, collaboration, partnership development, and executing marketing campaigns, all of which can support efforts to promote our city and strengthen international relationships. I am deeply committed to supporting our local economy and seeing Santa Cruz thrive year-round. By promoting our sister cities, I hope to help attract international visitors and investment to our community in ways that benefit both tourism and local businesses.

Alongside my professional experience, my long-standing personal connection to travel and cultural exchange has strongly shaped my interest in this role. I have always enjoyed learning about new places by researching their history and culture, and even more so by getting to know people and hearing about their lived experiences. My family hosted many exchange students during my childhood, which sparked an early interest in welcoming visitors from other countries. As a teen, I lived abroad in Sweden, then later in Germany during college, and in Thailand following my undergraduate studies. I have traveled to dozens of countries for both work and leisure and have built lifelong connections with people around the globe.

My commitment to community is also reflected in my local involvement. I became a CASA of Santa Cruz County volunteer in 2019 and began working for the organization in 2020, further deepening my connection to the community I serve. I participated in Leadership Santa Cruz, Cohort 38, during 2024–2025, where I strengthened my understanding of local issues and cross-sector collaboration. In 2025, I also became a volunteer Ambassador with the Santa Cruz Chamber of Commerce, attending numerous community events and continuing to build relationships with community leaders.

I truly believe that my love of Santa Cruz, combined with my business background, community involvement, and passion for global exchange, would allow me to be a thoughtful and committed member of the commission. Thank you for your consideration.

27.9 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Nicole Franz 01/09/2026
Santa Cruz 95060
Stanford University Research Scholar
x 1 year
x
x
Nicole Franz Digitally signed by Nicole Franz
Date: 2026 01.09 20 30:24 -08'00'
City of Santa Cruz newsletter

27.10 27.11

27.12 27.13

27.14 27.15
Leah Eve Kahn
Santa Cruz, CA 95062
PROFESSIONAL SUMMARY:
16+ years of professional experience in higher ed administration, program management, training, communications, and team management. An experienced, process-oriented, operations professional with a record of success managing large and diverse projects in technical and educational environments.

CAREER HIGHLIGHTS:

UNIVERSITY OF CALIFORNIA AT SANTA CRUZ
Director of Academic Planning, Jack Baskin School of Engineering • July 2023 - Present Summary of Position: The Director of Academic Planning serves as a senior member of the Baskin leadership team with the primary responsibility of overseeing academic program planning and analysis and academic resource and curricular management for the Baskin School of Engineering (BE).
• Academic program planning and development
• Academic resource and curricular management
• Academic data analysis Dean’s Cabinet, Department Chairs, and BE staff units • Directorship of Instructional Support Services and staff supervision

UNIVERSITY OF CALIFORNIA AT SANTA CRUZ
Instructional Support Services Supervisor, Jack Baskin School of Engineering • November 2015 - June 2023
Summary of Position: The Instructional Support Supervisor is an experienced professional who provides administrative support for the chairs and faculty of BE academic departments. The supervisor oversees Instructional Support Services (ISS), while managing 3 professional positions within the unit. The ISS Supervisor autonomously administers and manages instructional support and curriculum management for the entire BE division.
• Oversight and direct supervision of Instructional Support Services • Administrative support for BE Chairs and faculty and all academic departments as it pertains to curriculum and enrollment management
• Oversight of curriculum management as it pertains to scheduling, creation of new courses, and course revisions
• Oversight of DRC testing accommodation policy, practices, and data collection • Liaison between faculty and ITS Learning Technologies COMCOURSE, INC.

Director of Program Support, Santa Cruz, CA • June 2008 – June 2015 Summary of Position: The Director of Program Support manages a team of Program Managers and oversees the logistics and operations for online educational partners. The position requires top-level expertise in the Comcourse Learning Management System (LMS), and the ability to

27.16 effectively teach PMs how it can best be utilized based on each institution’s online policies and data analysis needs.
• Oversee Program Managers that run operations and logistics for online education partners • Administratively manage the LMS
• Design LMS feature requests based on partner needs, enhancement and bug reports • Document, maintain, and train employees and partners on existing and evolving software features
• Analyze student progress and various metrics via customized reporting • Train and advise incoming faculty on the LMS
• Determine course scheduling, enrollment projection and management for a variety of educational institutions and programs
• Assist in retaining student records and changes in a variety of Student Information Systems EXTREME LEARNING CENTER, INC.

Training Manager, Morgan Hill, CA • December 2007- May 2008 • Communicate with, and advise all Northern California Academic Coaches, Area Managers, and Regional Managers regarding program specifics/problem solving • Conduct Initial and Advanced Trainings for all Academic Coaches in Northern California • Operate and implement the Northern California Training calendar • Assist in program implementation
• Conduct program quality evaluations
• Track and maintain training payroll
EXTREME LEARNING CENTER, INC.

Lead Site Coach, Watsonville, CA • October 2004 – August 2005 • Site manager of after-school program at Mintie White Elementary School • Facilitate an after-school classroom of third through fifth graders • Assess and record program progress via various computer skill-building software • Communicate student advancement to school faculty, administration, and parents • Manage on-site Academic Coaches
CENTRO DE IDIOMAS INTERCULTURA Heredia, Costa Rica
WESTGATE UNIVERSITY PROGRAM Tokyo, Japan
ENGLISH LANGUAGE CENTER – UCLA Summer Program, Westwood, CA INTERNATIONAL HOUSE, Santa Monica, CA
Teacher of English as a Foreign Language, Worldwide • 2005 - 2007 • Classroom teaching to multicultural populations of all ages • EFL instruction ranging from beginner to advanced levels • Curriculum planning and student assessments
• Private, group, and business class instruction
• TOEIC exam facilitation

27.17 EDUCATION:

CAMBRIDGE CELTA CERTIFICATION, International House Santa Monica, Certification to teach English as a Foreign Language
BACHELOR OF ARTS IN WOMEN’S STUDIES, University of California at Santa Cruz VOLUNTEER EXPERIENCE:

Volunteer Medical Interpreter ROTACARE BAY AREA CLINIC, Santa Cruz, CA • June 2008 - March 2021
• Interpreter for Spanish speaking patients, and for English speaking doctors and nurses • Triage incoming patients; In-room interpretation on behalf of patient and doctor; Provide patient discharge, referrals, and instructions verbally and written in Spanish • COVID-19 vaccine clinic administrator

ORGANIZATIONS
Executive Board Member, Administrative Management (AMP) Professionals - UCSC Chapter • March 2019 - 2024
Vice-Chair, University of California Systemwide Steering Committee (AMP) • March 2021 - March 2022
Chair, University of California Systemwide Steering Committee (AMP) • March 2022 - March 2023
Ex-Officio, University of California Systemwide Steering Committee (AMP) • March 2023 - March 2024
TECHNICAL SKILLS AND LANGUAGE:

Technical:

Google Drive Suite, Microsoft Office Suite, HTML, PC and Mac user, Excellent research skills Languages:

English and Spanish

27.18 27.19

27.20 27.21

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Amy Ross January 11, 2026
Santa Cruz 95060
Salud Para La Gente Administrator
■ 11 years
x ■
Brad Angell
3 12
■■

27.23 27.24
City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Transportation and Public Works Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Councilmember Brunner’s nomination of a Transportation and Public Works Commission member with a term ending January 31, 2029.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Transportation and Public Works Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Transportation and Public Works Commission.

Nairi Azarian
Dustin Mulvaney
Olga Pastuszynski
Michele Replogle
Shane Skelton
Joe Thompson
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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 impact.

28.1 Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. TRANSPORTATION AND PUBLIC WORKS COMMISSION APPLICATIONS.PDF

28.2 28.3

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Dustin Mulvaney January 12, 2026
Santa Cruz 95060
San José State University Professor
■ 18
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Shane Skelton 12/16/2025
Santa Cruz 95062
FOX Factory Sr. Product Manager
■ 43
X ■
Renee Golder
1 ■

28.12 28.13
Shane Skelton
• •
•
• Santa Cruz, CA, 95062
Why are you interested in this position? What particular skills would you bring to the advisory body?

1. As a lifelong Santa Cruz resident and homeowner with two children, I am interested in the decisions being made that will impact our lives. I want transparency and the opportunity to contribute my skills to provide insights that support strategic decision-making for Santa Cruz's future. I believe my personal and professional background, along with my education, will bring value to the Transportation and Public Works Commission. On a personal level, my 43 years living in Santa Cruz oƯer valuable insights and deep local knowledge of the surroundings.

Professionally, my extensive experience in Marketing, Sales, and Strategic Planning equips me with a range of management, leadership, and administrative skills.

Finally, my education—a bachelor’s degree in business management and economics from UCSC and an MBA with a focus on Product Management and Marketing from Santa Clara University—has equipped me with additional skills that allow me to be prepared to analytically think and spend the time to gather important knowledge and data to make decisions that would benefit an advisory body. For example, has prepared me to gather further knowledge and data to make decisions.

What types of diverse interests/experiences would you bring to the Commission/Committee/Board?

2. Along with the above, I bring a wide range of interests and experiences. As a lifelong Santa Cruz surfer, I am concerned about the environmental and economic effects of all types of traffic (pedestrian, bicycle, motorized vehicles) on the city. Surfing has taken me around the city, giving me a comprehensive understanding of many Santa Cruz neighborhoods. It has also provided me with a unique insight into weather, waves, and erosion. My experience as a Project Engineer at Barry Swenson Builders allowed me to work through all stages of both commercial and residential construction. One notable project was overseeing the transition of the Sentinel Building for Cruzio and Ecology Action. The surf industry (O’Neill Wetsuits) and the automotive sector (FOX Factory) offer unique perspectives that would benefit the

28.14 Transportation and Public Works Commission. For instance, I managed the O’Neill Coldwater Classic for six years, working closely with city and state officials from various departments. Lastly, as a lifelong East Side Santa Cruz resident, I can effectively represent and advocate for this area. I am deeply connected to my neighborhood through surfing, participating in and hosting local events such as the recent “Seabright Motors” car show in Lower Seabright and my involvement in organizing the Lower Seabright Block Party.

List community/volunteer activities with which you have been involved in the last five (5) years.

3. In the past 5 years, I have been involved with the following community and volunteer activities:
a. President and co-founder of the Santa Cruz Board Riders Club NPO b. West CliƯ Drive and Recreation Coalition member
c. Organizer of lower Seabright business events
d. Santa Cruz Block Party Organizer and Communicator for Lower Seabright Neighborhood

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Joe Thompson 12/2/2025
Santa Cruz 95060
SEIU-UHW Political Organizer
■ 5
X
John Laird
41 5
2 3
■
✔

28.16 28.17
I am driven to (re)apply for these commissions based on the impacts I have seen throughout our community due to evolving impacts caused by Climate Change and the Housing/Affordability Crisis.

It is clear to me that these adverse impacts are a direct result of our climate change due to fossil fuels. I have been working alongside Sierra Club these last years and will continue to bring that same passion for our community and our environment.

In government, it is imperative to have a variety of input throughout this process. I'm a recent graduate at UC Santa Cruz with a B.A. in politics. Throughout my coursework, I have learned and taken courses that challenge the current way of thinking when it comes to our current status quo. I bring a unique perspective to each of these commissions, and if I am selected to serve on these commissions, I will continue to build the knowledge and expertise I currently have. I have been in Santa Cruz for roughly four years now, and I believe that our community thrives the most when all voices and people are heard. Students and young professional voices need to be brought into the circle to continually build up our community and build partnerships with those who work, study, and live on campus.

I want to use my personal and professional network developed through my work in our local community to make sure my fellow Commissioners and I have access to the latest information on new, insightful, and creative solutions to growth and development. Santa Cruz, alongside the UC, is struggling to balance growth, quality of life, and affordability. I will bring a new voice to advocate for sustainable, equitable, and common-sense solutions to the problems and issues we face.

I will work to ensure we are tracking the newest implementation of laws across the state and looking for ways to ensure we are compliant with the statutes while tailoring our decisions and requirements to push low-income housing creation to the maximum extent possible while learning from other jurisdictions how they are resolving some of the problems we face. Given new laws passed by the legislature and the need for low-income housing, I believe it is necessary to address this issue head-on with all the means at our disposal.

I want to maintain and build a community that is economically diverse. While door knocking in the city, I noticed a common pattern of people moving or being forced out due to the rising cost of homes in Santa Cruz. This causes both community and climate impacts. I want to ensure that in addition to all the legal requirements that guide our decision-making, we are looking at every project through the lens of climate change and the impacts that are happening to our environment.

The increase in traffic over recent years from the former city of Santa Cruz residents being pushed out to more affordable surrounding communities is causing an increase in emissions and increase in traffic. We need to look at our growth as part of a holistic ecosystem of affordability, quality of life, transportation, and economics. I look forward to bringing a focus on holistically informed decisionmaking to the Planning, Transportation, Water, CPVAW, or Downtown Commissions.

28.18 28.19
City Council

AGENDA REPORT
DATE: 01/08/2026
AGENDA OF: 01/27/2026
DEPARTMENT: City Clerk
SUBJECT: Water Commission
LOCATION: Citywide
RECOMMENDATION: Motion to approve Councilmember Brunner’s nomination of a Water Commission member with a term ending January 31, 2029.

BACKGROUND: The annual recruitment for advisory body appointments officially closed on January 11, 2026. Members of the Water Commission are directly nominated and appointed by each member of the Council.

DISCUSSION: The following people are seeking appointment to the Water Commission.

Names with an asterisk (*) are current commissioners interested in reappointment.

Emma Bassein
Laura Ciravolo
Megan Goddard*
Joe Thompson
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: Not applicable. Does not require CEQA review as it does not meet the definition of a Project under CEQA as it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

HEALTH IN ALL POLICIES (HiAP): This is an administrative process and is not directly related to Health in All Policies.

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 impact.

29.1 Prepared By:

Bonnie Bush
City Clerk
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. WATER COMMISSION APPLICATIONS.PDF

29.2 Please note: This application is considered a public document and will be available for release upon request.

CITY OF SANTA CRUZ APPLICATION FOR APPOINTMENT TO

ADVISORY BODIES
Applications will be considered active for two years from date of submission. If vacancies occur, your application may be reconsidered by the Council.

NAME* DATE
RESIDENCE ADDRESS* CITY ZIP
EMAIL* HOME # CELL #

EMPLOYER OCCUPATION
REGISTERED CITY VOTER? Yes No YEARS LIVED IN CITY LIMITS OF SANTA CRUZ EMPLOYED BY CITY OF SANTA CRUZ? Yes No PRESENTLY SERVING ON ADVISORY BODY? Yes No PERSONAL REFERENCE or
ENDORSING COUNCILMEMBER (optional) PHONE
*required fields.

ADVISORY BODIES
If you are applying for more than one advisory body, please rank your preferences numerically with #1 as your first choice.

Arts Commission* Equal Employment Opportunity Committee Board of Building Appeals* Historic Preservation Commission* Children’s Fund Oversight Committee Parks and Recreation Commission* Commission for the Prevention of Violence Against Women* Planning Commission* Downtown Commission* Sister Cities Committee
Enhanced Infrastructure Financing District Public Financing Authority
Transportation and Public Works Commission*
Water Commission*
Other Advisory Body, or if you are applying for a specialized category, please indicate:

Advisory Body Category
* A Statement of Economic Interest must be filed after appointment by those appointed to the advisory bodies marked with an asterisk (*). The statement includes, but is not limited to, disclosure of financial, business and real property interests held by the appointee (and spouse) in the City of Santa Cruz or within 2 miles of the jurisdiction of the City of Santa Cruz.

SIGN AND RETURN TO CITY CLERK’S DEPARTMENT
By Email [email protected]
By Mail/In Person: 809 Center Street, Room 8
Santa Cruz, CA 95060
Signature of Applicant Fax: 831-420-5031
How did you hear about the advisory body opening?
City Website Word of mouth Display ad City Staff, Commissioner, or Councilmember Other (explain)
ɿ PLEASE USE THE REVERSE SIDE FOR ADDITIONAL INFORMATION ɿ Emma Bassein 01/11/2026
Santa Cruz 95060
John Deere Manager
5 Sarah Scott
2 1
Santa Cruz Local newsletter

29.3 29.4

29.5 29.6
1 Laura Ciravolo

PROFESSIONAL STATEMENT
Experienced Civil Engineer, hydraulic specialization, with strong backgrounds in water and wastewater systems operation & management, including budgetary projections. Managed longterm business plans for major national/international water companies and public entities. Expert in capital improvement planning and Master Plan development. Managed innovative project method delivery systems (Design-Build, Design-Build-Finance-Operation, Lease/Lease Back, P3). Proven ability to lead simultaneously projects and programs of varying size and complexity and coordinate large internal/external teams. Appointed member of the investment plan evaluation procedure committee and reference person for both national and regional boards in the Catania Water District rate approval process. As Chief Operating Officer at Acque Potabili Siciliane Inc. conducted the operation & maintenance management program of the Palermo Water District's infrastructures during the start-up phase. Dedicated to promoting a sustainability culture at various levels. Resultoriented with strong ability to work in a group and build a positive relationship with the public, customers, officials and civic organizations. Registered civil engineer in California.

WORK EXPERIENCE
Director of Research Facilities and Operations, UCSC Social Sciences Division (Jan 2023- present)
Westside Research Park Facility Manager, University of California Santa Cruz (Sept 2020 – Dec 2022)
Assistant Director, Facilities & Operations, Otter Student Union, California State University Monterey Bay, (Mar 2020 – Sept 2020)
Senior Project Manager, San Mateo County Community College District- Facilities Planning Department, San Mateo, (Jan 2018 – Feb 2020)
General Manager, Catania Water District Authority, Catania, Italy (2008 – 2015) • Led public hearings and meetings with shareholders, stakeholders, citizens, environmental associations, municipalities, customers and employees, for strategic plans approval. • Coordinated rate approval process as a member of the investment plan evaluation procedure committee and reference person for the national and regional water authorities at the Catania Water District.
• Managed technical and financial reporting activities. • Developed business strategy.
• Developed District Master Plan and Investment Plan.
• Managed technical meetings with Ministerial and European agencies; • Project Manager for the “Water District projects implementation” to solve UE infringement procedure
Master Plan gained the European Commission consensus. CWDA obtained a consistent amount of public funds (about $1,700 million) to renovate sewage and wastewater treatment systems

29.7 2
Chief Operating Officer, Acque Potabili Siciliane (APS), Inc. (Palermo Water District), Italy (2007– 2008)
• Conducted Operations & maintenance for the district facilities (water and wastewater systems to serve 84 municipalities, 2 million inhabitants and 12 wastewater treatment plants), managing dedicated crews (more than 210 operators both administration and in field position).
• Oversaw capital projects improvement.
• Conducted the New Company operation and maintenance start-up overseeing the first maintenance/improvement plan for the inherited infrastructures, mostly beyond their useful life.
• Drafted the long-term maintenance plan for the New Company related to water/sewage systems and wastewater treatments plans conducting audits on field. • Supervised laboratories pre-qualification process, led negotiation for fees and contract, monitored water quality tests.
• Assured water and wastewater compliance with code and regulations. • Developed matrixed organization layout for the operational area.

Technical Manager, Acqualatina, Inc. (owned by Veolia Water Inc.) Latina, Italy (2002 – 2005) • Southern Area Facilities O&M (water, wastewater systems and wastewater treatment plants) included customer service and laboratory (managed more than 110 operators) • Designed the new supply water system layout;
• Adopted innovative solution (solar-powered water purifier, special water saving campaign) to overcome the water crisis during the drought season in summer 2002; Technical Project Manager, Sidra, Inc. Catania, Italy (1997 – 2007) • R&D department leader.
• Catania Water Supply System Masterplan designer.
• Managed Special Projects from the design to the delivery, applying innovative solutions; • Implemented “brief term” strategy with non-structural interventions.

The Southern-Area operational team obtained the Board of Directors public appreciation The teamwork effectiveness was crucial to overcoming the water supply emergencies due to aged infrastructures and water scarcity
Developed an original kind of customer’s contract called “Deferred contract” to support the operation of the new pipelines during the construction phase. In two years, Sidra not only transferred 2,000 old “flat rate” contracts to 12,000 new “individual” contracts but also installed more than 15,000 new water meters, saving water and improving its income.

Negotiated water service’s transfer condition with Mayors and City officials. Managed merging of 38 small companies into the New Company. During first 10 month the company started to serve 52 municipalities (63% of total district municipalities), 540.000 inhabitants (42% total) improving the quality of the service and customer relationships

29.8 3

LICENSES
- California PE License Civil Engineering (C 92626) since 2020 - Catania (Italy) Board Professional Engineers License – Civil Engineering since 1995

EDUCATION
University of Catania, Italy
- Ph.D., Civil Engineering, environmental hydronomy
Dissertation Title: “A Conceptual Model for Conventional and Non-Conventional Water Resources Planning: A Case Study: the Catania Water District” - Bachelor’s & Master’s with Honors, Civil Engineering, Hydraulic specialization

TEACHING EXPERIENCE
Gavilan College, Instructor, “Water Treatment Plant Operation” (Sep 2017 – Dec 2017) West Valley College, Instructor, “Water Treatment Plant Operation” and “Water Distribution” Classes (Jan – Dec 2017)

VOLUNTEER ACTIVITIES
Santa Cruz Sister Cities Committee member, Advisory Body of City of Santa Cruz (since Jan 2021)
Sustainable Silicon Valley, Project Associate – Water Team, Santa Clara, CA (since Jan 2017) Italian Red Cross, Refugee Aid, Catania province, Italy (2000 – 2015)

COMPUTER SKILLS AND COMPETENCES
 Google Drive, and Google applications
 Microsoft Office (Word, Excel, Access, Project);
 Design and accounting programs (AutoCAD, CDS - Computer Design of Structures, Primus, Revu Bluebeam)
 GIS software (Arcinfo, Arcview, STAR Viewer, Proreti GIS programs);  Project and Construction Management software (Asana, Impact, Procore);

CERTIFICATIONS
 Design-Build Institute of America (DBIA) Professional Certification  Building Operator certification (BOC) Level I and II Certification  NPDES Permit Writer’s Course, EPA Water Permit Division, Jun 2017  National Incident Management System (NIMS) - FEMA Certification 100 and 200  OSHA 10 hours certificate
 Basic CPR and First Aid
More than 25% in reduction of water leaks and consistent cost-saving only with minor improvement actions (network’s sectorialization, meters installations, water leaks repairs,

29.9 29.10

29.11 29.12

29.13 Megan A Goddard, PhD
Santa Cruz, CA 95062

SUMMARY STATEMENT
19+ years of successfully building and managing diverse technical teams and complex programs at Google.

Expertise in geo data and mapping as well as Geo AI, with experience in both the technical and business aspects of these fields. Expertise in GIS software, database management and statistical analysis. Self-starter with abilities collaborate effectively across diverse teams, derive and launch solutions to complicated issues, strategically design programs and vision. Strong program management skills, including the ability to develop and execute project plans, track progress, and manage risk.

Google Maps Q2 2021 - Present
Sr Program Manager
● Program Manager supporting development processes for 50+ person Engineering team. The team responsible for creating tools to ingest external geo data to publish on Google Maps ● Program Manager Lead for complex interdisciplinary program to publish real-time data alerts on Google Maps
● Program Manager Lead for Geo Machine Learning team managing AI benchmarking and road data projects across engineering, product, and map operations.

Central Accessibility (A11y) Engineering Q1 2018 - Q2 2021 Sr Program Manager, Lead
● TPgM People Manager (10 Fulltime, 21 Contractor) for an internal Partnerships & Program team covering Education, QA testing, and Standards. The team was responsible for setting goals and building scalable programs for all of Alphabet to meet Accessibility Compliance Guidelines for all external products
● Initiated and developed accessibility program for Google Maps Flood Forecasting Modeling, 20% Program Manager 2017
● Consultant for technical team on hydrologic modeling and data sourcing [Blog post] Cloud gSuite Enterprise, Security Trust and Privacy, Sr Program Manager Q2 2017 - Q4 2017 gTrust Program Manager
● Designed external facing dashboard for General Data Protection Regulations (GDPR) Readiness support for enterprise customers

29.14 Megan A Goddard, PhD
Google Fiber, Sr Program Manager Q1 2016 - Q2 2017
TL/Manager: Asked by exec management to lead team to improve geo data quality ● People Manager of 5 FTE & 12 TVC, team and project ended in Q12017 ● Spearheaded acquisition of 18.6M and developed strategy to scale data production 10x over three months for a cross functional team (1000+ people); Team successfully saved over $20M in 2016 for Fiber
● Designed methodology to measure address data quality critical for Fiber planning at and lowered ticket turn-around time from 26 to 2 days to further improve customer service signups ● Initiated and managed am intra-Google program to manage and streamline requests for geo data, including communications, joint goal planning, and built cross-functional engineering working groups Rapid Rollout Lab (RRL), Sr Program Manager Q1 2015 - Q1 2016 Team PgM / Chief of Staff: Managed day-day tasks for team ● Designed collaboration ML model for Telephone Pole and Wire Identification as a Google Service to reduce gFiber rollout costs. Secured initial funding with Product Manager of 1M to launch program with Geo and initiated ramping of engineering and operations teams ● Geo Data Specialist for special projects; designed suitability analysis and evangelist for geo data and mapping
Maps for Business, Staff Geo Data Specialist Q3 2014 - Q4 2014 Technical Program Manager for Google Maps for Business Imagery resale and Skybox ● Developed strategies to streamline data imagery processing times ● 20% Project: Initiated water conservation project to educate Googlers on water resource issues; program launched in 2015 to internal googlers worldwide Ground Truth (GT), Staff Geo Data Specialist Q4 2007 - Q2 2014 TL/Manager: GT’s mission is to Map the World. Ground Truth launched maps.google.com in 50+ countries ● Built and managed two technical teams of ~15 (SWEs, Geo Data Specialists, and TPgMs) ● Spearheaded GT’s core data evaluation process and geopolitical reviews and ramped team in India to provide quality feedback; Successful results by providing clear guidance and data driven decision making for cost analysis for over 800+ complex datasets ● Designed and launched cross-functional program around the world to set project strategy, project plans, roadmaps and launched 10 releases on time over 4 years ● Managed all internal “Mapping Events” to acquire local knowledge and quality data from Googlers at over 30 offices
● As one of the original GT members, consistently organized and lead internal team events (summits, team building, communications), as the team grew to over 100+ people and 4000+ people in Operations

29.15 Megan A Goddard, PhD
Google Earth , Geo Data Specialist Q3 2006 - Q4 2007
Technical GIS Specialist: Managed projects with external partners to publish layers on Google Earth with a focus on Africa
● Launched datalayers into Google earth including US Holocaust Museum Crisis in Darfur, Tracks 4 Africa, National Geographic, US National Forest Service, United Nations Environmental Programme, Fair Trade Certified, and World Wildlife
● Piloted Africa Maps program in collaboration with New Business Development Team - successfully developed program across seven African countries and conducted “Train the Trainer” for over 300 people in Africa

AWARDS AND SPECIAL ACHIEVEMENTS
● Selected in 2008 to participant for Google Reach Pilot leadership program in Accra Ghana ● 2010 and 2013 Google Company Award Recipient
● Speaker at TED Global in Tanzania
● US Holocaust Museum Crisis in Darfur - with recognition of US President ● Leadership Santa Cruz County, Class 35 Graduate
● Focus Ag class 2023
● Spotlight Stewardship class 2025
● Board of Directors, Coastal Watershed Council
● Board of Directors, O’neill Sea Odyssey

PUBLICATIONS
Goddard, M.A.; Post, C.J.; English, W.R.; Pike, J.W. Examining the impacts of changing land use on biological integrity in streams using Geographical Information Systems and statistical modeling. Aquatic Ecosystem Health & Management, vol 11, Issue 2, April 2008: 230-242 Goddard, M.A., Mikhailova, E.A., Post, C.J., 2008. Continental United States Atmospheric Wet Calcium Deposition and Soil Inorganic Carbon Stocks. Soil Science Society of America Journal.

Goddard, M.A., Mikhailova, E.A., Post, C.J., 2007. Atmospheric Mg+2 deposition within the continental U.S. in relation to soil inorganic carbon sequestration. TELLUS.

EDUCATION
2005 Ph.D., Forestry and Natural Resources, Clemson University 2001 M.S., Environmental Engineering and Science, Clemson University 1996 B.S., Environmental Resources Sciences, University of California, Davis

29.16 Megan A Goddard, PhD

PREVIOUS PROFESSIONAL EXPERIENCE
2005 Adjunct Instructor, Department of Geomatics Technology, Greenville Technical College, Greenville, SC 2001-2005 Graduate Teaching and Research Assistant Department of Forestry and Natural Resources, Clemson University, SC
2002-2004 GIS Analyst and Project Environmental Engineer RMT, Inc, Greenville, SC (in parallel with PhD) 1999-2002 - GIS Analyst and Graduate Research Assistant, Strom Thurmond Institute, Clemson University, SC 1997-1999 - GIS Manager and Environmental Scientist, Tetra Tech, San Francisco, CA 1996-1997 - Junior Consultant, ERM-Umwelt Consult, Bensheim Germany 1995-1996 - Environmental Scientist, ERM-West, Sacramento, CA

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 ɿ
Joe Thompson 12/2/2025
Santa Cruz 95060
SEIU-UHW Political Organizer
■ 5
X
John Laird
41 5
2 3
■
✔

29.18 29.19
I am driven to (re)apply for these commissions based on the impacts I have seen throughout our community due to evolving impacts caused by Climate Change and the Housing/Affordability Crisis.

It is clear to me that these adverse impacts are a direct result of our climate change due to fossil fuels. I have been working alongside Sierra Club these last years and will continue to bring that same passion for our community and our environment.

In government, it is imperative to have a variety of input throughout this process. I'm a recent graduate at UC Santa Cruz with a B.A. in politics. Throughout my coursework, I have learned and taken courses that challenge the current way of thinking when it comes to our current status quo. I bring a unique perspective to each of these commissions, and if I am selected to serve on these commissions, I will continue to build the knowledge and expertise I currently have. I have been in Santa Cruz for roughly four years now, and I believe that our community thrives the most when all voices and people are heard. Students and young professional voices need to be brought into the circle to continually build up our community and build partnerships with those who work, study, and live on campus.

I want to use my personal and professional network developed through my work in our local community to make sure my fellow Commissioners and I have access to the latest information on new, insightful, and creative solutions to growth and development. Santa Cruz, alongside the UC, is struggling to balance growth, quality of life, and affordability. I will bring a new voice to advocate for sustainable, equitable, and common-sense solutions to the problems and issues we face.

I will work to ensure we are tracking the newest implementation of laws across the state and looking for ways to ensure we are compliant with the statutes while tailoring our decisions and requirements to push low-income housing creation to the maximum extent possible while learning from other jurisdictions how they are resolving some of the problems we face. Given new laws passed by the legislature and the need for low-income housing, I believe it is necessary to address this issue head-on with all the means at our disposal.

I want to maintain and build a community that is economically diverse. While door knocking in the city, I noticed a common pattern of people moving or being forced out due to the rising cost of homes in Santa Cruz. This causes both community and climate impacts. I want to ensure that in addition to all the legal requirements that guide our decision-making, we are looking at every project through the lens of climate change and the impacts that are happening to our environment.

The increase in traffic over recent years from the former city of Santa Cruz residents being pushed out to more affordable surrounding communities is causing an increase in emissions and increase in traffic. We need to look at our growth as part of a holistic ecosystem of affordability, quality of life, transportation, and economics. I look forward to bringing a focus on holistically informed decisionmaking to the Planning, Transportation, Water, CPVAW, or Downtown Commissions.

29.20 29.21