y and that was interesting. But what you can see here is that the cities that Berkeley surveyed, our budget is significantly below the next lowest Richmond other cities of more or less comparable size. It's impossible to compare apples to apples when you talk about cities. I've worked for several cities, both of course in my career and the amount of legal work that they generate is not based on a per capita basis. So really it has more to do with what specific issues the cities have to confront with and Santa Cruz like Berkeley and Santa Monica has a lot of the same sorts of problems and issues that arise. We also actually work fairly closely with those cities in coordinating efforts and discussing responses to problems. And so they're resources to us as we are to them. Summary, I would like to say that it continues to be an honor and a privilege for me to serve this community and this council as our city attorney. Our office consisting of 12 lawyers and six staff love the city of Santa Cruz and we're proud of the part we play in the community and government and the women and men who make up our team are also proud of the role we play in keeping things on track from a legal perspective. And so I'm happy to answer any questions. Thanks very much, Tony. I will look for questions from council at this time. What about Boulder? The one way we can save money is have shorter meetings. Well, the council is more like a chemical formula. And so one individual and it will change the dynamic of the whole city council. And also over the years, the length of meetings tends to run on cycles. It changes about every two years. Any other questions from other members right now?  Let me just say that, and I said this, we are here as a resource to the city council, right? It's very common when someone has a legal question that they'll preface it with an apology for having bothered us during the day. That's what we're here for. And so I want to encourage council members to reach out to us when you have legal questions or legal issues that you're interested in pursuing. And of course, if you have any questions about the city attorney's office or any budgetary issues, I'm more than happy to answer them for you. I have one question for you, Tony. And you might have mentioned this, but I don't believe you did. Are there any PERS employees related to the city attorney's office? I don't think the cities do that. And I believe maybe there may be a PERS package that's associated with your position, potentially a city attorney. I'm just- Yes, that's been part of our contract since the 60s is that the city attorney is authorized to enroll in CalPERS and so I've been a participant in that program, but no one else in our office. Right, right. Okay, great. Thank you for clarifying that. Okay, well, we will move on to... Tony, thank you very much. We'll go ahead and move on to the police department budget. And I will invite Chief Mills. Hi, Andy, how are you doing? I'm doing well, thank you, Mayor. We will turn it over to you now. Great, well, thank you for allowing us to come and present. We're extremely proud of the many great accomplishments this year that our staff have done and just really want to be able to present to you what has been done and what we're looking forward to next year. If I can first start off by saying that Patricia Dodge and Bernice Calante are on with me, we'll split this up because mostly Patricia carried the heavy water here. Patricia is an absolute ace in the hole. We're so grateful to have her and she's done just incredible work and then Bernice oversees the budget in the department. And again, I couldn't be out of what the two have done. She put this together. You know, this has been a pretty incredible year and an intense year for the police department. When COVID-19 first hit, everybody hunkered down their homes except for us and firing some others. They went to 12-hour shifts. We did burglary prevention. They just did a phenomenal job bucking up and making sure that our community stayed safe. And we couldn't be happier with the performance of the men and women who police the city. And then of course we went to a budget crisis and part of the budget crisis was reducing some of our workforce, unfortunately. As we get into the budget, you'll see that this most significant portion of our budget is non-discretionary and personnel. So it was about 7% that we looked at. And so we wanted having to lose some personnel and unfortunately we lost the ranger program as a result of that. Then we had another round of budget cuts and the POA was not able to come to agreement with the city so we froze and shifted and lost a bunch of other positions that we'll talk about in the budget. Shortly after that, we had the murder of George Floyd, the tragic event that truly shook our nation. As a result of that, there was a lot of civil unrest. And again, our officers stepped up. We're very compassionate how we dealt with the civil unrest and kudos and thank you to the council members who also helped us with that. I think a shining example of what Santa Cruz is in the high ideology of what it takes to run a city of this nature. We really wanna thank those who helped in overt ways but also behind the scenes. I know almost everybody was involved at some level, so thank you. After civil unrest, as you know, we had a tarry event in our area where Sergeant Gutzweiler was murdered. Our officers responded to that and it took a significant amount of energy and stress on the organization. But yet in spite of it all, this tough year that we faced, we were able to see significant crime reductions in reported crime to the city, both violent and property crime. We solved two cold homicide cases that detectives have been working on for years and we're really proud of that. And then proactively we leaned in and created policy reform that we believe will have a significant impact on justice and equity and inclusion in our city. And again, thank you to the council and the members of council who really helped with that. We've increased transparency in the neighborhood policing in addition to an overwhelming effort to really make sure that we're as best we can within the law and still being constitutional, dealing with an incredible homeless problem in our city. That unfortunately gets put on the shoulders of the police department when we know that those aren't solutions. So when it comes to the city and revisioning Santa Cruz, we really believe that we take this seriously and we do everything we can do to align with the ideas and vision of council in this area. One of the things that we can talk about is that in the next slide, is that we are very lean staffed police department compared to many other cities are sized with similar demographics and similar things going on. And so I'm gonna turn it over to Deputy Chief Oskalonte from here and then Patricia will wrap up and then we'll certainly be happy to entertain any questions that you might have concerning other questions. Bernie. All right, thanks Chief. Good afternoon, Mayor Myers and council. So as you can see, here's our organizational chart. Pretty plain and simple, no real changes from the previous year or years in the past. I will go ahead and next slide, Patricia. So this is what's kind of an idea of our budgeted positions over the last two years, including fiscal year 22, the third year. You'll see the ranger program there that the chief talked about that we lost. We were able to hire several of those rangers. Unfortunately, a couple of them, there were some other circumstances, whether it was the hiring process or the field training program that we lost a couple, but we were able to retain most of them. And you'll see that technically on paper, we have a budget of 101 law enforcement positions that does include seven unfunded positions that was approved, I believe, several years ago to allow us to get ahead of the hiring practice and get ahead of the game when we knew somebody was gonna be retiring or leaving. We had some professional staff there. Those were basically frozen positions for fiscal year 21. We had one property attendant, a records attendant, our purchasing and payroll clerk. And then we also had our crime analyst position that was removed from the fiscal year 21 budget. So that's what's on paper there, but the next slide will show kind of the reality of our challenges in 21. As the chief mentioned, we had 10 positions that were frozen, sworn positions due to the budget cuts. And that included six sergeant positions and four police officer positions. So in reality, we're budgeted for 101, seven of those are unfunded, so I put this at 94. Last year we're operating at 84. So we are hoping to bring some good people on board into the organization this coming year and get ourselves back up to closer to the 94 positions. Components to the organization, you have your operations or enforcement and that includes just patrol, neighborhood policing teams, an alcohol enforcement unit that works closely with ABC and our alcohol establishments, our emergency services unit and canine unit. Our canine unit from two canines to four, one of those additions is a dog, I don't know if it's had the pleasure of meeting that canine, but it's a great resource for us. Investigations, most of that is all the same. And again, the cold case investigator has really been a joy for us to be able to bring some justice to some families that have been waiting for a long time. So those are really, really exciting cases for us. Actions, again, Joyce Blaschke has just done a remarkable job with connecting us with our entire community and through social media, our volunteer program, I think is up over 40 people now. We had a seasonal community event, if any of you saw the Christmas event down on Church Street, where we had a lot of limitations because of COVID, but we still made it happen and that was all due to Joyce's efforts there in our volunteer program. In records, they do a lot and most of it goes unnoticed. They're behind the scenes, processing all the work, all the paperwork, all the PRAs that Tony Kandadi talked about. Most of that all falls on that staff there. I highlighted some and some of these achievements that we're proud of. One was the Rainbow Pride Patch in support of LGBTQ requests from all over the world, really, to send them samples of that, a huge success. You can't say enough about COVID-19 and the challenges around enforcement. As you probably know, the community was very split on the expectations of masks, no masks, tickets, no tickets. It was tough. It was really tough and we were kind of caught in the middle of a lot of those challenges and different perspectives or opinions changing directions with the CDC guidelines. We made some great strides with the Black community in the city of Santa Cruz and even beyond. We hosted a great event with Santa Cruz Warrior staff really coming together, working together and trying to move policing forward and learning from things that we needed to do better. So that was a great event. To touch on this, we had a lot of policy changes, gearing towards promoting social justice, equity, and knowing that we needed to reform the way we did business in a lot of, you know, as an example, we banned the predictive policing model that we were using at the time amongst a lot of other policy changes throughout the year and we continue to evaluate where we can do better. We all know all of the multiple protests that we were able to really work well with the organizers for the most part and keep things peaceful and protect the First Amendment rights, but yet also protect life and property during those events. We have the Transparency Portal on our website. We continue to add to that to increase our level of accountability and transparency. Also, we added the new police auto go, which is actually, I believe in the city manager's budget, but it was something we did not have the previous year, so we're proud to have that as a great independent review and auditor of our organization. The use of force policy has gone through many changes over just the last 12, including increased use of force training and de-escalation training, and all of that is now in our policy, required by policy, and we continue to look at ways to get better with our training to provide our staff with real-life scenario situations to try to work through some real split-second decisions and difficult situations to work through. So as mentioned before, the volunteer program, and you are not alone program, just continues to build, continues to improve. They're just such a great group of men and women. Young and old, we have all different aspects of our community in that group, and they're just so helpful to us. We're really grateful to have them, and again, Joyce leads that group, and they just add so much to our program or to our organization. The canine expansion, as I mentioned, we have four canines now, and we expanded from two to four, and they've been a great asset to us, not only in the city, but in the county. Chief mentioned the mutual aid response to the murder of Sergeant Gutzweiler. Again, very painful, and we continue to assist the sheriffs, I know they have an anniversary coming up, and we will be assisting them to allow them to remember during that day. So that'll be a tax on our resources, but we're more than happy to offer our services to the sheriff's office. CZU fired, we were there day in and day out, although most of it was up in the county, we were up there 24-7, trying to help the sheriff's office and let the firefighters do their important work. I mentioned the Santa Cops event down on Church Street. What a great event at the time, September mid COVID, families really enjoyed that event, so that was awesome. Again, our accomplishments for the calendar year, I just want to reiterate that, oftentimes our UCR data is sometimes it gets showcased in a more of a budget year, but this is a calendar year number. We had tremendous reductions in violent crime and property crime. We're seeing a slight increase in property crime now, but you do see a lot across the country of significant increases in crime, especially in violent crime right now. So we're really proud of these numbers and continue to work to lower them even if we can. So that's it for me, and I'll let the professional patrician talk about our budget. We're maintaining this upcoming fiscal year, and I say that because we did have a pretty significant decrease last fiscal year, structurally, that we're hoping to work within. Take a look at the last few years of our budget. The line in yellow is what we've been working with in the current fiscal year. This is after the structural decreases that we experienced, and based on the salary increases that happened during the current fiscal year. So the pink line, the proposed department request for 2022. So when we compare our status quo basis, we really wanna look at the orange line, which is the original adopted budget for last year with the current proposed budget in the pink line. Last year's original budget to this, we of course have some decreases in salary based on the structural cuts. But in terms of services, supplies, other charges, that's actually decreased a little bit from last year based on some kind of accounting change that we're not permitted by our side of the house. All department budget requests is just over 28 million. Census are split out, patrol is 56%. The records, and one of the reasons why that's a little bit larger than you might expect is that this is where we also budget for our SRC 9-1-1 contract. That's a huge portion of that budget in there. In terms of how we're spending our money, like some of the other departments, it's really all about personnel costs. So all together, the personnel related costs comprise 85% of our budget. Netcom 9-1-1 and other regional partners are 8%. Discretions funds for us include building maintenance, our sexual assault nurse contribution, MDIC contributions, uniforms, supplies, and vehicles. So that's a pretty tiny slice of our budget that we can work within, but not a lot of luxury is built in there. Again, we have no big increases, no big asks this year, the status quo budget, but we're also happy to answer any questions that you may have. Thank you, Patricia and Bernie and Andy for, yeah, just your year has been something that hopefully we won't have again for a long time, but so we thank you and all your teams for all the work they've done for our community this year. I will go ahead and turn it over to Councilor Jones at this point, Council Member Cummings, and then Vice Mayor Bruner. Thank you, Mayor, and thank you all for that presentation. It's kind of a more general question that relates to PD, but also some other departments. Is there a point when we might be able to consider, it seems like status quo now is we made cuts last year and we're just carrying over. And I know, for example, folks in the community would like to see the Rangers come back at some point along with many other programs, whether it's arts or things that are in other departments. And I'm just wondering if there's a point at which we may be able to consider, maybe not this year, but in the future, like what we can bring back and keeping a running list so we can kind of see where there might be priorities for bringing things back in the future. Can I answer that question? I think that really is a subject to the status of our budget and I think to be able to be in a position to do that since we're facing a structural deficits would mean if we're successful in obtaining additional revenue sources, which there is a possibility. So if revenue measure is placed on the ballot and it's successful, I think the council can be in a position to look at enhancing or to bring back services and programs. But alternatively though, you would have to reduce somewhere else to be able to bring something back, but then that's obviously at your discretion, but to be in the best position to be able to address this as well as to bring back and to enhance where needed. And consistent with the canceled goals would be really contingent on the success of a revenue measure. Thanks. Thanks, Mayor Bruner. Is where in the budget do we allocated for do we see that? Under the control budget? Okay. Work with partners like the 911, the Netcom partnership. Do they do their own training? Do we do all the other agencies contribute a certain percentage for training them? I was just curious about that. I can address that. Netcom has their own separate budget that's allocated every year and I know that the city manager sits on the executive board of Netcom and along with other elected and appointed positions. And so they have their own training budget separate and distinct from what we have. Great, thank you. And same or has a need past year so many and I've certainly been in many conversations with you about that. An area that you feel is accurately. I just want to be clear. Are you talking about the training budget for Netcom or our training budget? Your training budget. I can talk a little bit about that historically. Last year we did have a pretty significant cut to our training budget as part of our cost-saving strategy. So that was a little bit more doable because people were traveling for trainings so the cost were better. This year we are redistributing some funds back in to our training budget. Just on a statistical basis we've moved a few things around and that's one where we wanted to make it a high priority to refund. That being said, our total light on for that as a proposed budget is 70,000 for the upcoming fiscal year and we consistently spend every dime of our training budget. Just from the budget side is that we can certainly use more. That as we get a lot of new folks coming in and new social issues, legal issues, entering our door super to us and we can always use more support in that area. Just real quickly on that there's three really areas of training. One is the initial training that they get when they go to the academy. The second is in service training that the officers get every year that there are mostly state mandated trainings like use of force, first aid, things. And then when you get promoted to a position or we need to have some specialized training we send them to post schools elsewhere. All those are expensive and that doesn't leave room for the some of the enhanced training that we as a command staff really need and desire to do. Like for instance, we try to carve out money to a expert who can talk to our officers about documenting use of force and what that looks like. In the long run that helps us articulate those use of force and since better so we're bringing that person in here in the near future. We also want to be able to do training that as part of the mandate of the policy changes such as improved diversity and equity training and inclusion training for the department for the rest of the city. So those are all really important and what we do now is Bernie and I go hat and hand Patricia and say can you carve out some money for us to get this done somewhere else in the budget? And she's been a magician up to this point but certainly extra funding for those specialized trainings would be very helpful to the department. Thank you. That was it for my question. Thank you, Vice Mayor. Are there any other council members with questions for our police chief and his team? I'm not seeing any. Okay, great. Well, as I've stated before, I'm sure follow up is totally appreciated with any and all folks from the department. So we will go ahead and take a break for lunch. Why don't we, we've got one, two, three, four more presentations it looks like. So why don't we go ahead and come back at 1.15? I also, before we break, just want to take a moment of silence. I'm not sure if everybody's been reading the paper today but there were eight people killed in the city of San Jose this morning at a shooting incident at the transit authority and as a city that has a lot of folks whose lives, interaction with city of Santa Cruz and just want to take a moment to recognize the loss of those folks before we break. Thank you. And we'll see everyone back here at 1.15. Thanks everybody. Our agenda is focused entirely on presentations from each of our department's budgets and this afternoon we will be hearing from our fire chief on the fire department's budget, our public works director on the public works budget, our parks and rec budget and then our city manager will end the day with a presentation on our capital improvement program. So I also want to just thank the council members I know two days of full day meetings is a lot to ask for all of you and I just want to recognize you spending all this time and learning directly from the departments, both their achievements and their objectives for next year as well as reviewing their budgets. So thanks for putting in the time.  Welcome Jason.  Thank you for having me today. I'm going to share my screen here and we'll get going. Voting division chiefs as well as Paul Horvatter, OES manager and they're going to fill in some of the blanks here. We represent about a little over 20 million out of the general fund for our expenditures. However, that's reduced through a number of different contracts that we have and represents about $16 million out of the general fund. And that's due to increased revenue, contract for services through UCSD, through Capitola for lifeguard contract services, as well as some OES reimbursement. And it's basically a status quo expenditure when you compare it to our 2020 actuals for it's a little over 1% increase from that. It's an increase from last budget year just because of the budget reductions and the 10% furlough and bargaining groups and whatnot. So it's basically a status quo budget for us going forward. Organizational chart, and what's important to look at this is that almost 85% of our budget and 85% of our personnel are very much in line with response, we're very much an operational response-based organization. The other difference that we have compared to other departments is that we are a prior operation. There's never a time, it doesn't matter if it's daytime, nighttime, holiday, we always are on duty just because of the nature of our response. And so we do have administrative functions and then we are broken into three shifts, A, B, and C. And then those are further broken down within our stations. We also have our marine safety component which is seasonal where we ramp up during the summer. However, it is a year-round presence and a year-round need. And then we have a battalion chief training that we are going to be filling here after the budget reductions that we're in underneath the last year. So really, 85% of our budget, 85% of our personnel are operationally-based, they respond and that's what we do. That is what we do. And this year's been no different. And I would say that this year is our office. This is what we do on a daily, nightly basis. And if you can look at those ladders that are perched up against that building, that's because we have people inside that building. Thank you. That is their working environment. And we're no different than anyone else in the city as far as the impacts of COVID. But we still had to show up. And COVID is spread by being in an enclosed space for a prolonged period of time with a number of people. And that describes the firehouse. And so we really had to work hard this year to make sure that we were able to maintain that response for fire, rescue, and medical while protecting our folks. And we've done a really good job, but it's been a really, within our core services is our office of emergency response or services and then prevention. If we can prevent this call from happening, that's a really good day, but we will respond to it. And so our prevention department or OAS department as well as our response folks have been working really hard. And it fits within our career pillars that we have within our department, which are our personnel, our response in our community. And they're all interconnected. Can't do our job without people. Our response is what we do for our community. And then also trying to prepare our community to prevent these things from happening. Well, I'm in 2000, we had a little over 4,000 emergency responses and you fast forward to 2020 and we had about 7,700 calls. And these are for emergency responses. These aren't for all the other services that we do. We had a little dip and the number of calls because of COVID, but they didn't go away and we're expected to eclipse that this year. So when you look back on the organizational chart that I showed you, we have not manifestly changed who we have available to respond to calls, but the number of calls that we respond to has gone up and that's going to be a growing issue as we go forward. And again, COVID has impacted all of us. And the men and women of this department have done a really good job of being resilient and moving forward with minimizing impacts to themselves as well as protecting the community, which is on a daily nightly basis. Our Marine Safety Division is comprised of a couple of different things. It's the seasonal lifeguard staff that you think of and the towers, but it's also the year round response for aquatic emergencies. And they happen in all sorts of different locations, but West Cliff is probably one of the most technically challenging water rescue places you can have. It's exposed to large swell and it's really easy to get to for a lot of people. You don't have to hike there. And so again, the men and women of that division are there on a daily nightly basis. These photos are here because they were taken during the day, but they are also doing this at night, they just don't show up in photos out well. But again, when we get back to that prevention mode, those preventative contacts, when people come to our city and they come to Main Beach and over a half a million people from last year, and I expect that number to probably double this year, those preventative contacts and educational contacts about telling people what they can do safely and for dangers that they may not be aware of, that's really a significant value to our visitors and to the people who live here. And these lifeguards on the Marine Safety Division also support the junior lifeguard program and we spoke about it yesterday as far as the value of that. The number of rescues and a lot of them last year were on the 4th of July. I'm expecting a really large beach presence this year on the 4th of July just because it's on a weekend this year. It's not mid-week and if the weather's anything like it is going to be this week and we expect to be busy, but again, those men and women will be there. I'm gonna turn it over to Paul for that on the next slide, and he's gonna respond to this year for OES. All right, thank you, Chief. Actually, hold on. I got my slides mixed up there, I'm sorry. I'm gonna talk about the state OES just a little bit. This, you know, CZU was a huge impact for our city this year, but within the state system for OES, that system that responded locally and supported our efforts over the weeks that that event was going on is the same one that we respond to statewide. We had over 45 requests for personnel or equipment from our department and some of those requests range from two days to 30 days where we had people out and working and a lot of them were in our backyard for the CZU fire. But as part of that, the city was reimbursed over 1.8 million dollars, which exceeds the personnel costs that are associated with it. I support it because it's just something that we tapped into this year as far as CZU and needing those resources to come into our community. But it's also training and experience that our personnel gain when they go out and engage in that, they bring that to their daily service response here within the city. A large-scale incident like that really changes over how to approach that problem in a systematic way and have the best positive outcome that you can. And I'll also say that the state OES responds, unfortunately, I believe, is part of our new reality as far as climate change, wildland response, disaster response. And so we're a participant in that. We're a recipient of that. And I think that that's something that we can see more of as we go forward. But that response does come with a reimbursement from the state. And I'll turn it over to Paul Horvath to talk about our internal city OES response. All right, thank you, Chief. Good afternoon, city council. Once again, my name is Paul Horvath and I want to just spend a few minutes and talk a little bit about the city's office of emergency services while the state does, the city has one as well. And what we do is we manage emergencies through our emergency operations center. Once again, the EOC is a place where we gather city emergency managers across departments as well as our community partners so that we can focus our efforts on protecting lives, property, and the environment. Our emergency operations center is at the 911 Dispatch Center where we rent space there and we have all our equipment so that we can operate effectively. Just to kind of highlight the importance of the four years within the city, numerous times for the 2017 winter storms that you all remember, where we had about 3.5 million in infrastructure damage to the city, mostly water supply lines from the water department. We've also been managing the COVID-19 emergency over the last almost a year and a half to $770,000 in FEMA reimbursement there. That's been kind of a unique EOC activation where we've done that virtually. And we also manage the CZU fire and tried to reduce the impacts that it would have on the city through conducting vegetation management throughout the wildland urban interface where the forest meets the city, as well as activating our volunteer teams to go through and knock on doors with neighbors to help them harden their homes in preparation if the fire had reached the city. Unfortunately, it didn't. So those are the things that we do in the EOC and just kind of highlighting the importance of those things.  So we can kind of see this trend on how important OES has been to the city in terms of protecting the city, its residents, its infrastructure, as well as our city employees. So we're looking to have all of our COVID-19 EOC planning activities. We see ourselves coming up for June 15th where we'll go back to normal operations. However, we still are in the Yellowtail tier. So we're going to continue to develop our incident action plans, which kind of outline what the city is doing and what the city is going to do in terms of COVID-19 for our employees, for visitors within the city, as well as contractors to visit the city. And we follow those guidelines closely with the CDC, CalOSHA, and local public health. Part of what we're doing, as I mentioned earlier, is we're tracking all of the costs and we're going to continue to track them for the theme of reimbursement. Most of the costs for personal protective equipment, masks, as well as appropriate signage and keeping city facilities clean as well. In addition to the OES functions, just in managing the budget for the fire department and other administrative tasks in alignment with the, in addition, as we all are doing, is helping out with the homelessness issues that encampments as it impacts the fire department and the city manager's office. So that is all I have for you today and people are allowing me to present. Thank you, Paul. So next I'm going to go to Rob Odey, who's our division chief fire marshal, and he's going to discuss some of the efforts we've made within the prevention world for trying to limit some of the impacts of what we've seen. We're going to eclipse that number of last year. We have people on the front lines who are actively putting out fire, the coordination between all the departments and reaching out to IT, having HR, the HR director serving the EOC, public works, economic development, city manager's office, city attorney's office, parks and rec. It was a really big effort for a very impactful event that was coming into our city. And like I was talking about, we went out and knocked on doors and we connected with people in our community and gave them the tools to be prepared. And that was a collaborative effort between all of our suppression folks, our admin folks. He alluded to it. We had retirees who came back knowing for the emergency operations center but also out in the field. We had our volunteers from Santa Cruz PD. We had our volunteers from CERC, serving in functions that they normally don't do. And that outreach, in my mind, really encapsulates the entirety of what we do as a department. We had the response on the suppression efforts. We had the prevention efforts. We had the education efforts. We had the coordination efforts within our EOC. And this was against the backdrop of COVID that was still occurring. And so I'm optimistic that we won't have another event like this this year. I'm hopeful for that. But I do know that we are better prepared and more resilient to minimize its impacts if they do happen. It's an ongoing effort within our department. And with that, that concludes our presentation and I'm available for questions if you have some. I am happy to have council members with questions. I've got council member Golder. Thank you guys for everything you did do this year. It was mind blowing when you took us up on what all you did to help secure the water infrastructure and keep our city safe during those horrific fires. And I have a question about the OES reimbursement. And so you mentioned that the money that you get back from the state covers the costs. Are those costs the over time? Is that what you're talking about? Yeah, so the way the system works is that when we send personnel out, there's an overtime cost for that. And in essence, the state is renting our personnel for their experience, for their ability, for their certifications, as well as for the equipment. And so that is for a big chunk of our overtime budget that is reimbursed from the state response. And there's money in addition to that, it comes back to the city. So it's above and beyond our personnel costs for what the city receives. And so that money goes back to the fire department or back to the general fund, the extra? There's a portion of it that we're, and if Kim is online where we are using some of that money for long-term capital for equipment, but it does go back into the general plan, no different from the other department that operates within the city. Thank you. Yes, it is right. I don't know if you recall, we made an adjustment at mid-year to adjust fire over time and increase the revenue to reflect the payment. Thank you so much, Chief Aduc. In regards to equipment, you just now mentioned some of it goes back into equipment, some into the general fund. And in your budget, are we looking at, I know there have been in previous conversations regarding equipment for the fire department, new truck, a new engine, is that incorporated into this budget? A portion of it is, and when we have the CIP conversation here after all the presentations, it is expected to be replaced this year. Okay. And then we're also looking at replacing a Type 1 engine. Our oldest engine, which is in reserve status right now, is a 1999 engine. If you think about the technology that's happened in the last few decades, we are due for replacing those on a regular basis. And the goal is to not have a one-time cost where we replace all of them at the same time, but we use them and cycle them through so they become frontline engines. And then when they're older, they become reserve engines. The other challenge for us, it's not just a one-for-one. If I have one engine in my fire station and it gets a flat tire, I need another engine because we have time dependent problems. And so we have to always be able to respond and that's part of response to the community that we are available, we are equipped, and the right people at the right time with the right equipment have the right outcome. Yep, thank you so much.  And then also, as council members are aware, we have a growing interest in fire-wise neighborhoods, which is a really great thing to have people really trying to plan for one of these events within their neighborhoods. And I know probably what makes sense, what looks like a lot of money is that quite hard to obtain and then distribute, especially down to sort of like a neighborhood group like that. And I'm just wondering if you could kind of maybe give a little bit of a big picture of how do we as council members and as the city sort of help these folks, these fire-wise communities that are forming, what's the best place for us to sort of support them and we also support your department if this is going to be kind of a growing, kind of a growing effort on the behalf of neighborhoods and in town, if you could just maybe a couple minutes on that, I know that I spoke, but. So I view this, it's not a singular action or it's multiple actions in its collaboration. So I view the fire neighborhood groups as being similar to a neighborhood watch for crime. Fire-wise neighborhood groups are preventative actions for those neighborhoods, what actions they can take to prepare their individual homes, their neighborhood and then that has that kind of ripple effect as far as minimizing those impacts. That's something that we started years ago. We actually had the first certified fire-wise group in Santa Cruz County was formed in the city of Santa Cruz and Prospect Heights. Abby Young called in yesterday to voice her support for the grant for the work that's being done. So that's one effort, that's the individual neighborhood, the efforts that they can take and that's really about that constant steady work to prepare themselves, to have a plan and to minimize the impact of the fire if it happens. On a larger scale, you alluded to it for the governor for funding for vegetation management or those proactive efforts. It's a huge amount of money, but it gets filtered through all the individual counties to the individual cities down to the individual neighborhoods if it's available. We are looking into that. The water director, Rosemary Menard, myself wrote a letter of support of an assembly bill coming forward that's for fire prevention, vegetation management and protecting our watershed, which is a critical, critical thing for our city. So the grant that we accepted for the work is just one action that we are taking in that. They are competitive, but I will say that the work that Chief Odie has done has mapped out all of our wildland, urban interface areas within the city, has mapped out the ongoing vegetation management that we need to do, both at linear feet and acreage. And so we were successful in getting that grant with Tiffy Wise West, Dr. West, because we had that already identified. We have the area, and so we're able to give that in a package. And so we are pursuing those grants as they come up, and we are ongoing in those efforts to minimize those impacts within the city-owned open spaces. What we need from our neighborhoods is they need to do the work on their own house and their own neighborhoods. It's not city-owned. And we are here to provide that information and guidance and you can do it just because you have a fire.  So we are trying to manage our open spaces that we own that surround the city and protect your infrastructure. And we are advocating for our neighborhoods to do the same and literally their backyard. Great, thank you, that's helpful. Any other questions from Council Members on Fire in a minute? Not seeing any. Thank you, Chief. We appreciate it. Next up, we will have Mark Dettel, Director of Public Works to give a presentation on the Public Works budget. Vice Mayor, I meant for the Council. I'm gonna go ahead and share my screen and present the Public Works budget services. Then the Department of Achievements and finally the Department of FY 22 budget with overview and changes. Most diverse with mission is based on health and safety and quality of life. We have seven divisions. Our largest division is research recovery with almost 92 FTEs since we collect and process all the waste and recycling. Our second largest is waste water, almost 56 FTEs. The parking is, we broke that out as a new division this year. They're up to almost 48 FTEs. So they have a lot of facilities as you'll see and in efforts. Operations is 32 FTEs, engineering 19 FTEs and then traffic engineering in six FTEs. Sections, collections, resource recovery and waste production. The collections group provides resource recycling, green waste collections to residents and businesses, provides food waste collection, commercial kitchens. And we will be expanding that with a pilot to households as well as hopefully expanding to all households and start looking at 2022 or 2023. We'll roll that out in a small group and kind of work out the kinks before we roll it out city-wide. We also provide street sweeping and we removed nearly 800 tons of debris less. We're also piloting a mandatory parking restrictions on your sleep days. You wouldn't be able to park on your section of your street for a limited amount of time, one to two hours. So we come in and get curb swept and we'll pilot that again in a couple of areas, work out the kinks on that. But we'll start with a volunteer area and could learn from that and then roll that out. We also respond to illegal dumping, the camp cleanup support and hyperdentering needle collection and reporting. Our resource recovery group, the processing really process market and sell all of our recyclables. The facility works at the county to accept household hazardous waste. We divert construction material from the landfill and repurpose that material as we're just offering redwood from lumber that we've collected. But also we'll grind up concrete and offer a base rock. Resource recovery also manages the air space in the landfill to ensure the largest, most efficient use of the landfill cell that we developed. Historically, they used to use still material to cover the refuse and that took up a lot of valuable air space.  Only put refuse into the cell so we extend the life of the cell as long as we can. Current life of the landfill is over 50 years. And when I got here, there was 24 years of life remaining in our landfills. So we've done a great job of managing that. And we also extract the methane from the landfill to produce PAP, reduce our greenhouse gases. Under the waste reduction group, we promote the reduction of waste in each city and state goals and mandates to public interest, public information, business and school outreach, educational programs, special events. We educate about source reduction, reuse, recycling. What's wish cycling? Where you throw things in your blue can and hope to recycle, composting and pollution prevention. They also lead policy development in the city through ordinance such as restaurant to go through packaging and we provide waste reduction audits to city green and city green business, the certification program. Waste water division core services. They're also divided into three groups, collection, treatment and environmental compliance and lab. Our collections maintain over 150 miles of underground sewer pipes and 18 lift stations. We replace up to a mile of pipe every year. We clean and maintain the storm green network and provide flood control support, respond to sewer overflows and maintain leachate collection system from the resource recovery facility to take the leachate to the wastewater treatment facility to treat it. At the treatment facility, core mission includes treating wastewater through an all natural biological process, treating over 7 million gallons a day. We're a regional facility with 50% of our customers located outside the city. We also generate in excess of 70% of our energy that's used on site to digest or gas, cogen and solar saving on solar processing, saving customers over $700,000 a year. We're a key partner in the Pure Water Soquel Project to protect an important county water supply from saltwater intrusion. We use treated water inside our facilities for process water, safe, and we produce bio solids for use on non food based crops. We also educate our customers about our service through outreach and facility tours and we have to restart those soon. The third group is environmental compliance in our lavatory and we provide inspection and monitoring and guide to local businesses on discharges, safety charges to their sewer system. We'll issue discharge permits to our industrial dischargers and list liquid workers. We work to eliminate violations, but can let these citations and binds if it's required to change the behavior. The lavatory provides a wide array of analytical and technical sampling and monitoring of the wastewater treatment process and supports the city's stormwater, watershed and landfill program. We've all provided some COVID testing, sampling and testing during the COVID outbreak to kind of track the extent of the virus. The lab provides mandated monitoring of our near shore bacteria and other indicators of environmental health and we provide analytical support to other city departments in the county. We manage four parking structures, 25 parking lot and a hundred meter spaces. The parking on the Wharf also processes over 500,000 transactions per year. They manage the bike locker program, the revenue collection and parking enforcement, the citation review and collection. A parking programs group, manage the residential permit programs, the downtown permit programs, the validation program or local program, special events and warrior game parking, park cards, park mobile, EV parking and charging system. And parking maintenance, they're also responsible for the downtown cleaning, including parking, park civic avenue streetscapes, cleaning and trash removal, cleaning and maintaining public restrooms, being the parking pay machines and equipment, power washing the sidewalks and keeping the area clean, trash pickup, meter repair and graffiti removal. Parking also, that we saw of all our budgets, parking is probably the most impacted with COVID. They have a strong revenue base, but it's based on demand. And at the end of FY 20 and through FY 21, we saw heavy impacts of parking revenue. Our week over week revenue losses were 60 to 70% from on-street meters, surface lots and garages. Despite the challenges, the impact of staff levels, parking service continue to provide vital services, streets we've been bathroom cleaning, other parking down town and the parts of the city with little disruption. With indications of a strong return to economic activity this coming summer, we're projecting a return to FY 22 revenue to pre-COVID-19 levels. And this along with new revenue sources, which you approved with the beach meter increases and parking and loophies, we're anticipating a strong parking revenues. This is broken also into three groups, our streets group. All streets and traffic teams about just 11 built positions responsible for vast majority diverse array of critical and responsibilities, including sidewalk, curb, gutter, catch-facing insulation repair, replacing or repairing street lights, managing the vegetation along our sidewalk roadways, bike lanes and other areas to enhance transportation safety, vegetation, sediment, debris removal from our creeks, rivers and maintained flight control, assisting police and parts departments on a cam and debris removal, providing critical project coordination and logistical support to our city projects, repairing, replacing, installing street signs, fencing, guardrails and producing signage in-house for other city departments, painting and including street markings, curves, striping crosswalks, critical logistical supports for special events here by setting up barriers for outside dining in our downtown. The mechanical maintenance group, team of seven mechanics and one accounting assistant provide maintenance of the city's fleet, including police and refuse vehicles and heavy equipment. The administer city's fleet, including vehicle replacement process, working to replace our vehicles with electric alternatives or alternative fuel vehicles whenever possible, including a grant for an electric refuse truck and providing 24-hour fueling services. Facilities and maintenance and energy projects, very small team of four provide routine maintenance and repairs for 28 city-owned facilities. They provide 24-hour response for facility emergence, provide certain janitorial and sanitation services at our facilities, provide safety inspections of all facilities and our energy project coordinator leads city's critical energy efficiency programs, retrofitting projects as well as overseeing solar for photovoltaic operation, applies for funding, rebates, opportunities that assist with meeting city's 2030 climate action goals. We've also established a charging network for future electric vehicles at the city's corp yard. Engineering division, core services is divided into engineering, funding and capital investment program. Our engineering group designs implements capital projects, including repairs, improvements, projects of programs associated with multimodal transportation, street design, reconstruction, slope stability, utility undergrounding, sanitary sewer collection and treatment, stormwater collection, refuse recycling and facility improvements. Engineering develops project concepts. They secure grant for funding for projects. They also review and do inspection of development projects, the issue permits, such as street opening permits, utility installation, concrete work, and they can create planning environmental documents, including secret certifications, traffic in peace studies, their plans, utility and facility plans, et cetera. They develop and implement the city's stormwater, wastewater and refuse plans and programs in compliance with state and federal mandates. Funding, engineering really manages administration of utilization of key funding sources which pay for a majority of the repairs in our general plan and especially roads and storm drains and then manage also sewer and refuse facilities. Gas tax, SB1, measure need, measure age, funding pay for street improvement projects and rating the city pavement condition index. Trying to reach our goal of 70 out of a possibility of 100. Making progress, but we're not quite there yet. The measure E also provides funding for projects and programs intended to keep our rivers and beaches clean. The engineering does a neckline job of seeking grant funding for projects to supplement the city's funding. Under the capital investment program, engineering develops and implements the city's five year capital investment plan. Engineering assists other departments with implementation of their capital projects. Is that two major long-term projects engineering is working on now is the improvements to intersection highway one and nine and the Murray street bridge seismic improvement project. As you saw yesterday, the city faces a shortfall and long-term unfunded list of capital projects in excess of 300 million. A significant portion of those are transportation projects that those be discussed in the capital investment program section. There are also three groups, the engineering section, the transition planning and the education and outreach. Transportation engineering, they designed capital improvement projects for the city's parking systems. Responded citizen requests and hazard notifications to improve and maintain city's transportation system to analyze traffic patterns, issues, solutions, including traffic, the traffic signal system. They develop and implement plans for downtown parking via transportation and other parking analysis. Develop and implement citywide active transportation plan to improve pedestrian and bicycle networks. Perform, develop, review and inspect private development projects as related to transportation. Implement the coastal rail trail by leveraging local dollars, measure D as a match to state and federal grants. Under our plan section, develop an update active transportation plan and to apply for the active transportation program, ATP grants. And they've been very successful, as you've seen. They developed local roadway safety plan as you saw yesterday. Use for highway safety improvement, ACIP grants and help prioritize fundable cash. In future grant funding for transportation improvement projects identified in the ATP and elsewhere. The division currently has approximately $21 million in grant-funded projects scheduled through 2024. And they assist with the development of the climate action plan. Set goals for greenhouse gas and trip reductions and ways to improve our multimodal plan. They assisted with the development of the web-adapted plan, used for the coastal commission and the city to manage and respond to populated changing accommodations. Our education and outreach group, they create and implement several education outreach programs in support for creating safer streets and encouraging alternative transportation. Go Santa Cruz is one such program which has been very successful. This June, February has signed up over a thousand individuals distributed over 630 free transit passes for participants that accounted for 50,000 miles of non-single occupant driving. The division also utilizes a street smarts program to provide targeted education with videos. Our latest one shown in the slide here has pushed that button to activate those rapid flashing beacons. The group's also working on development of a city vision zero implementation plan and working with other agencies to restart our bike sharing program county wide. Some accomplishments and highlights from the current fiscal year. These accomplishments are organized by the major categories, re-imaging Santa Cruz recovery plan and the categories are infrastructure, fiscal stability and downtown and business revitalization. Of our notable accomplishments, the rail completed segment seven phase one of the rail trail project from California to natural bridges and received a $9.2 million grant to construct segment seven phase two which should get out in the fall. We've completed the grant funded Highway Safety Improvement Program ACIP Citywide Crossing Improvement Program with the 21 rapid flashing beacons. We initiated construction of Highway one and nine. We developed and bid out the San Lorenzo River Lagoon culver project, which will be awarded next month. Substantial completion of the ultraviolet disinfection system replacement at the wastewater treatment plant resulting in energy savings and environmental protections. We completed the solar intake expansion projects at the Corp Yard, the La Vega Golf Lodge and the landfill at the Dimeo Lane. We completed the water and river streets paving cold and place recycling and overlay projects. Completed the water street protected bike lanes and added green upgraded access ramps. Completed the ocean and water street Northwest corner intersection improvements to improve bike and pedestrian safety. Regional partnership with Pure Water Soquel and the design and facilitation of the Water East project. We completed installation of a food waste processing equipment at the recent facility allowing for expansion of our pilot program and increasing the number of businesses participating in the food waste collection program. And hopefully soon opening that up to our residential customers. We cost vehicles and equipment with alternative fuel and energy efficient models. We've applied for over $39 million in transportation and safety and infrastructure grants through traffic engineering and engineering for projects. We initiated changes to provide initiated changes to private development review fees to capture all staff costs. We've kept our public services and the public counter development review open throughout the pandemic despite reducing our general fund costs. We've accomplished low interest loan from California, from the California Infants Infrastructure and Economic Development Bank, the I-Bank for the Wastewater Treatment Facility, UV Disinfection System Replacement. And we will be looking for them for larger repairs at the Wastewater Treatment Facility when we look at the electrical system upgrade project. We implemented an in-loop fee and other charges for downtown parking deficiency program. As we phased out the parking deficiency program that put the onus for lack of parking on the businesses. We shifted it to the developer and that has been a successful program actually which we first had our first payment with the Anton Group of over $620,000 parking in loop fees that'll go towards future parking costs. We pause the approved wastewater user rate increases for one year COVID relief and completed the refuse and recycling user rate study. So you'll be seeing new refuse rates including a rate for food waste coming to council on FY22. We revised the sewer connection fee for development to reduce the cost of multi-family housing to encourage that, to reduce that barrier on multi-family. Then revitalization, set up a downtown business outdoor dining expansion areas throughout town due to COVID-19, indoor dining restrictions. We closed the block of Pacific from Cathcart to Lincoln to track and we wanted to provide that outdoor dining in a safe environment. We assisted in the commissioning of managed encampments at the National Guard Armory in spite of ongoing support for the other encampment areas. She's also assisted police department and parks department in camp logistics and debris cleanup on a weekly basis. All parking fees, downtown, daily rates, monthly permits will waive March until July 1, 2020. Parking deficiency fees and quarterly invoices were suspended beginning in March 2020 and currently still being waived to give businesses a chance to reduce their costs. We provided curb pickup, meter hoods for businesses at no cost beginning in June, 2020. And when parking fees were reinstated, we put in place a daily limit of $3.75 as a maximum daily fee to reduce the cost of parking for businesses and visitors downtown. We completed phase one of the downtown bike locker replacement program, completed bike and pedestrian crossing connections to downtown and the wharf with construction of the Pacific Avenue sidewalk infill project. We focused attention on private development review, permitting coordination and we bid award a number of large and small projects. I'd like to talk a little bit about what our expenditures look like. Basically, we're providing you a fairly status quo budget. We are a very diverse department. Our total expenditures are almost $70 million. But we have two major divisions, wastewater and refuse make up over 65% of that. And then if we combine parking, the general fund portion of parking in the district, that's all almost another 10 million. The remaining operation streets, 3.5 million fleet, which is an internal service fund about 3.7 million. And then several small divisions engineering and traffic engineering, as you can see, they're very small, facilities small and major is also a, that's a very small group of two that supports our clean water group. Revenues by fund. Again, they mirror the previous slide, refuse wastewater, both rates supported, mostly fully supported parking district. Again, is a revenue supported as well as a general fund. Most of that is parking revenue. We do bring in equipment operations, like I said, was internal service. Gas taxes come, is a state funded work. Parking is also general fund, but it's a special fund. And then measure is state as property tax based. Same thing with stormwater, stormwater overlay and then our traffic impact fee is developer based. Total revenue. Look at how our expenses and how our revenues compared against last year, amended budget to requested budget. And expenses, you can see we have a reduction of almost about 2.5 million or 3.5 million. Actually, that is all tightening, trying to reduce our costs. And some of it's a capital outlay is reduced. If we look at revenue, again, revenues down about a million dollars between the two years. A lot of that is parking revenue that is down, but we hope to see that come back. $10 million, our bottom line to the net, to the general fund is about 3.6 million. Our total expenditures are 8.6 general fund. Warf is another point set at 9.4 general fund costs, but we bring in a revenue of about 5.8 million. So our net impact to the general fund is 3.6 million. The reductions that you heard yesterday, we did cut our general fund budget by $40,000. Plus we added about $300,000 in parking, new parking revenue through the beach meters that you approved. And we upped our parking estimate another $100,000. So we think our parking revenue will be about $400,000 greater than last year. We don't think this is gonna have a great impact on our ability to operate. The local railway safety plan was completed this year with a grant. So that's a savings facility supplies, some remodel work and solar savings in their street division materials and service. A lot of this street work has been shifted to homeless cleanups. And so some of this materials have not been spent and so we think we'll be fine this year by reducing it, that's a one time. Our ride share program of 34,000 is replaced by general fund input in the Go Santa Cruz budget. Our merchant bank fees, those are credit card charges for parking reduced, less credit card charges.  I'd be remiss if I didn't acknowledge the great work of our staff. You know, you heard it with Public Works Week, but I'll re-emphasize. Obviously I don't do this work. My staff does this work, they do a great job. They are out there 24-7, ensure things work and function properly. And they're the ones you call when there's something in the road or something falls down and we need to get out there and make it safe and these are the guys that are, these are the men and women that strongly support the city, the businesses, the visitors and our other city departments. And so I'm very proud to work with them and I'm here to answer any questions. Thank you, Mark. Great presentation and as usual always a humbly, it's always humbly in every presentation. It's like, wow, appreciate all the detail and I'm happy to have council members. If you have questions regarding this. Council member Cummings and then Vice-Chairman Brunner. Well, as the mayor said, it's always great to hear about this presentation. It's impressive all the work that makes things move and I think people really don't always appreciate it as much as they should. But yeah, thanks to all the hard work you all are doing and the great work that all your employees do. I did have a question. I just wanted to see if you could clarify. There's been some confusion in the community or maybe rumors popping up, but I'm wondering if you could just explain a little bit more about what's happening with recycling in particular. I think that there's, some people think that we're just putting recycling in and it's just, we're not actually recycling and I know there's been some emails floating around about recycling with UCSC and the city. And I'm just wondering if you could just highlight what's happening with recycling to provide some clarification around that. And yeah. Sure, I'm happy to do that. That's a great question. We process all the recycling that comes to us. There is no doubt that some of the material that comes to us is contaminated and we work very hard with our education group, waste reduction, to try to get people to recycle correctly. We have videos on our website. We'll go out and do site visits to we have master recycler program that will come to your facility and help you figure out what's working and what's not working if you're a business. About a year ago, UCSC made a strong push to try to recycle all of their material. And unfortunately, they combined a lot of the material together, some of the material was not recyclable for us and they unfortunately contaminated a lot of the material and we told them that we couldn't accept that material after we had invited them to come forward. We worked with them and we did work with them to get them to get the contamination out of the material. And we again started accepting their material but they're having to do some preprocessing and they decided that they're taking that material to Marina because they don't have to preprocess it. Unfortunately, it's not all recyclable. There's about a 40% waste of that and they're having that material sorted in and taken. So recycling is not wish cycling. As I kind of mentioned, it's really, there are certain things that we have to process that material. We then package it and we have to market that material and five years ago, the recycling got, the quality got fairly bad because all the materials being shipped overseas and then you send them and so quality control was kind of, was not a high priority for a lot of people and then you heard of the China SWORD where they stopped taking all that material and that shifted all the focus back on quality of material and we have to market our material to suppliers. That means contamination has to be below 5%, something on that order, have equipment that sorts that material and people that have to go in and then handpick contamination out of it. And I'm hope, we do have video tours but I don't think it's as impressive as actually being up there in that facility work and we're hoping to restart those tours. And once we do, if anybody in that you're hearing is concerned what happens that material, we have them on a tour and show them first hand what comes out of the truck, how it's processed and what happens to it and where do we market it and how it goes. It's amazing to see the volume of material that goes through the resource recovery facility that gets processed. And I mean, the metal pile is one example, the waste metal is just tremendous of that volume that within a month, you can just see the tons and tons and tons of material that comes in and gets recycled. So, yeah, that's a great question and we're happy to provide that anymore detail that you'd like on that. And so I was great to get that clarification. And then the other question I had was around the composting. I know there's some members of the community who've been reaching out again and they were interested in wanting to get engaged with the city and help the city in those efforts. And so I'm wondering what the best way we could connect them to you all or how they could help with those efforts. Yeah, I would suggest they reach out to Leslie O'Malley and if you could send me the contact information, I'm happy to get it to her. Leslie's our waste reduction coordinator. She deals with waste reduction. And we do have a compost bin program. We will do a pilot food waste collection. Right now we have a five food waste drop-off in a couple of our parks and one at City Hall that people have to sign up and get some education and we're starting that. But we're hoping to do a small pilot with food waste collection residential and learn how that works. So if these people are interested, those are the people that we wanna get engaged early on on this system and see how that works. But bicycle compost, we reached out originally when that was going on to see if we could partner with that group, with the original group and it just didn't work out but we're happy to have a conversation there. All right, thank you. Vice Mayor Bruner. My, I have two questions and one of them was on the wish cycling. Thank you for addressing that. My other question, so many parts to public works and I definitely experienced many of those parts in my daily job downtown. But there's so much more, it's amazing. And in terms of budget program, moving over to the Go Santa Cruz program, what outstanding is the Go Santa Cruz program is downtown specific? Was the rideshare program, how was that different? Yeah, that before was, was basically with funded out of general fund but we shipped that over it's parking funded map parking district funded. So that's funds Go Santa Cruz to help encourage people not to drive alone downtown and park but to use alternative transportation whether it's a free bus pass, free bike lockers, those kinds of things, anything we can do to encourage people to do alternative transportation. We're gonna need all of that with our parking as you see with the development that's coming and losing public parking. But there's some positive things. We have a new parking equipment that's coming into place that will give us some flexibility on how we redesign our parking permits downtown going away from a monthly permit maybe to a more of per use permit and maybe you can buy them in bulk so we can issue more permits as well as encourage people if I don't wanna drive my car today and I wanna ride my bike I can save some money on the parking instead of all I paid for parking it's free it doesn't matter. And then also looking at a residential parking permit so that people that live downtown can have that will allow them to park overnight and if they travel out free that space up or somebody else during the day. So those are some exciting news and parking but that's not as we get ready for the next use project we're gonna take some parking out of the system so we're gonna have to have the Go Santa Cruz program and all kinds of creative ways to reduce parking during that construction time. Yeah, thank you. I appreciate it already. Any other questions from council members? You're welcome. Thanks for the opportunity. Great work. William and he will give a presentation on the Parks and Recreation budget. All right, good afternoon, mayor and city council. Share my screen here. You were there, I'm having a bit of an issue sharing my screen, would you mind? Yeah, but it's not in presentation mode. Okay, there you go. Can you guys see it? Okay, all right, we'll run with this. All right, thank you for your patience as we get started here and appreciate the time and opportunity to present our fiscal year 2022. Budget proposal, wanted to acknowledge our principal management analyst, Lindsay Park Superintendent Travis Beck and Recreation Superintendent Rachel Kauffman are waiting in the wings for any questions or detailed discussion that we might have a little bit later. So I wanted to also just acknowledge Lindsay and Travis and Rachel's work going into this budget. They've really, they've done, they and the supervisors have really built this budget. So just wanted to highlight their work and appreciate all that they've done to build this out. As a brief agenda, we'll give a short department overview. We'll highlight a couple of accomplishments from fiscal year 2021 and then briefly go through our fiscal year 2022 budget proposal. So just to start, in terms of the mission, I always like to sort of ground this in our mission here in terms of what we do to start. So I'll just read this here. It's providing environments, experiences and programs that enrich the lives of residents and build a healthy community. So everything that we do, whether it's in parks, recreation, the work, the golf course, wherever it might be driven by this mission to serve the city of Santa Cruz, residents and visitors alike. In terms of our department overview, we have a very large and diverse scope of operations within Parks and Recreation. We share this with the council and the Parks and Recreation Commission a few weeks back at a joint session. So I won't go through this in a ton of detail, but just in overview, the Parks and Recreation department maintains and provides over 1,700 acres of parks, beaches, trails, open spaces, city trees. We provide over 169,000 square feet of facility space, including venues like Civic Auditorium, London Nelson Community Center, the Santa Cruz Wharf. And Parks and Recreation develops opportunities throughout the year for residents and visitors to play, learn, engage, and socialize. As I mentioned, maintains the wharf, the golf course, the El Abigas golf course, open spaces such as Arana Gulch and Pogadep, Harvey West Pool, West Cliff, Main and Cowl Beach, all of the city's medians, so on and so forth, just a bit of a snapshot. We host a lot of iconic programs such as Santa Cruz Junior Guards, events like the Climbing Child or Cook Off in partnership with the Beach Boardwalk. And we provide opportunities and spaces throughout the city for youth, teens, seniors, and really all community members across the city. We also partner with a number of organizations that really serve as an extension of Parks and Recreation. So we partner with the Santa Cruz Museum of Natural History, Community Bridges, Method, Nueva Vista Community Center, Market Street Senior Center, and many more. And additionally, as we experienced over this last year, calendar year 2020 and really fiscal year 2021, Parks and Recreation really serves in an essential role. Over the last year, we've served in numerous capacities through the different emergencies we face. Here at the Civic Auditorium and staff serves to provide an evacuation center during the CCU fires. Civic Auditorium, as you know, is currently home of a COVID testing site, which will continue through September. Park staff worked alongside fire department personnel and water department to clear vegetation around critical infrastructure during the fires. And the recreation team, recreation platform through the pandemic and provided essential childcare services in response to the scenario that we face through the pandemic. So Parks and Recreation, I'm not even sure I was aware how much Parks and Recreation would or could really be at the forefront of those critical services through emergencies, but in many ways, Parks and Recreation was right at the forefront with our colleagues and partners at the fire department police and so forth. As a department overview briefly, one thing I guess learned from our colleagues at Economic Development and IT and Planning is we need to get professional headshots as part of our org chart here, but here's just a brief snapshot. We've got three divisions, recreation, administration and our parks division that you can see here. Again, Lindsay Bass is our principal management analyst, Travis Beck, our park superintendent and Rachel Kauffman overseas recreation. In this next section, I'll just highlight a few of the accomplishments over the last fiscal year. So we have a graphic here and I won't go through all of this, but these are a number of our fiscal year 21 accomplishments that are included in the budget packet for city council and how they align with the different priorities and principles as set by re-envisioned Santa Cruz. So how these really line up with the mission and vision of the city council. So I just wanted to highlight a couple of these. Some of these accomplishments this year were expected or unexpected as a result of the pandemic and the fires and so forth. So a couple of the key accomplishments, the golf course, De La Viega golf course had its best year in over two decades as a result of the new golf course operations plan, but also increased play during the pandemic. The department completed a number of new plans to guide our operations into the future. So the parks master plan was adopted and approved the Worf master plan, the street tree master plan and the first recreation and leisure study that we've done for the department. Accomplish those are really set the vision for the future. We've also adapted how we provide recreation and services maximize equity and maximize accessibility for our community members. So I alluded to this a little bit earlier, but we worked with community bridges on the senior center without walls program. We launched a virtual recreation platform and distributed nearly $30,000 in scholarships for low income families over the past year. We'll talk about capital improvement. Just a little bit later this afternoon, with really all of these departments, but a quick highlight on some of these accomplishments here. Let's see, parks recreation completed renovations to the town clock. This was just a month or so ago and we'll also complete improvements to the central park playground, but new playground over central park with funding through the community development block grant program, the CDBG program. And so we'll talk about capital improvement a little bit later, but I think some of these accomplishments while we're very proud of these this year are pretty minor in comparison with some of the major needs we have across the department. So we'll talk about that just a bit later. Two of you, one moment. I will talk about the fiscal year 2022 budget. So just to kind of turn us off here, as we looked at the budget, we prioritized the guiding principles set by ReInvision Santa Cruz. We aim to ensure that we continue to provide essential services that we prioritize equity and wellbeing. Prioritize an engaged community and continue our efforts in sustainability and the green economy. Over the past year, we have seen that the demand for parks and open spaces and outdoor spaces generally has been higher than ever. As we head towards fiscal year 2022, just from a strategy standpoint, we see it as being critical to rehire for many of the positions that have been vacant over the past year that have contributed to the closure of a lot of our city parks. So in order to open those parks, make sure they're safe and accessible, really prioritizing our ability to rehire staff going into 2022. Our proposal with that said during the context of the city's structural deficit. So we wanna make sure that we are effective stewards of our budget. So you will see that some of our strategies we're budgeting on the margins and ensuring that the reduction proposals that we are putting forth are really strategic. So we wanna making reductions or proposed reductions heading into fiscal year 2022 in a way that allows us to build back better or recover and be more sustainable moving into the future. If you recall from our meeting a few weeks ago with the Parks and Recreation Commission, we have a long way to go. So currently, let's see on the next slide, I'll talk about our number of FTEs, but we have about 82 or 83 FTEs. And really the target to provide a baseline level of service for Parks and Recreation is about 101 FTEs and a consistent four to $6 million annual investment in capital improvement. So again, currently we're about 20 FTEs off of that mark and about $4 to $6 million off of the capital investment. So we've got a lot of steps we need to take to get to that point. We'll talk about that a little bit more. So last thing I'll say is that as we go into the next couple of slides here on our budget proposal, I just wanted to be sure to mention that in May the Parks and Recreation Commission approved their affirmative recommendation or support of the department budget, but one item that they specifically called out, and this was similar to our joint session that we had a few weeks ago. The commission wants the department to look at the potential to bring back a park ranger program within the city. As you know, that was cut last year through the police department budget, but that's something that our commission feels strongly that is critical for staff safety, public safety, and the success of the department moving forward. So they want us to and the council to consider that and for us as department staff to look at that in coordination with the police department in the coming years. All right, so here we go. In terms of our budget proposal for fiscal year 22, I'm looking at the table on the right-hand side of the screen here. So our proposed budget is approximately 16.3 million. Our revenue budget is almost 4.2 million. In terms of the kind of the ratio of the breakdown here, personnel, as you can see, is a little bit over 10 million. So that represents about 64% of our entire budget is built on staff costs, personnel costs. In terms of cost recovery, so the 4 million versus 16 million roughly, our total cost recovery is 28.9%, which is right on par with the, with an app. The proposed reduction that you see here, again highlighted on the right-hand side of the page, our proposed reduction is 617,171, and that really comes from a few area that we'll talk about here in the next few slides. The last thing I just wanted to call attention to is the regular staff FTE, the full-time equivalent, number on the bottom. We have 83 and three quarters currently, but through our budget reduction proposal here, we would actually reduce that to 82.5. These are vacant positions. These are not filled positions. And again, we'll talk about that in these next couple slides here. In terms of the potential reduction, the first strategy that we've taken, and let me kind of contextualize this a little bit, looking at fiscal year 21, the majority of the cuts that we made within Parks and Recreation were one-time cuts. So in part, the rationale behind putting four structural cuts for this year is due in part to the fact that most of our cuts last year were one-time. So by offering $617,000 in proposed cuts this year, although it's very painful, that really gets us on par with the percentage of budget reductions that virtually every other department across the city made over the last year in terms of it, it creates parity, a little bit of parity among other departments. Two, really what's behind this budget reduction are a few different factors. So number one, we aimed to, and this is kind of in the blue color, we aimed to budget on the margins. So we carry a fair amount of budget for a variety of things, including camp cleanups in our open spaces to holding budget to pay umpires and referees, to hanging on the budget to pay class instructors for different classes that we offer through recreation. So rather than hanging on to that budget and budget, we are what we're calling budgeting on the margins, which is letting go of that excess. And if we need it, we would then come back to the city council to request additional appropriation for funds to, for example, hire umpires or referees. But what that would mean is that we would be asking for additional funds, but with the expectation that there would be revenue to match that coming back in. The second big piece, service elimination. So this is in the orange. We've got recreation events that we are proposing to really reduce. And I'll talk about that a little bit more. Our FOPAR, Friends of Parks and Recreation Scholarship, we would cut that amount. I could talk about that as well. Community parks, we would not have staff dedicated to in-house construction work. So it would be an elimination of a vacant construction specialist position. And then the third piece, the service reductions. I'm sorry, this is actually the blue section, 46% that you see. The civic auditorium, we would scale back on operations of the civic. We would have much more limited operations of the civic. In our open space, reduced levy maintenance in-camp cleanup budget. And then in urban forestry, we would reduce our tree work in the wildland urban interface areas. And happy to discuss that more in the next slides. All right, so drilling down into detail in terms of these budget reductions. So in terms of recreation events, we support events such as Woody's on the Wharf, a low-off Polynesian festival, Japanese cultural fair. And so in our proposed reductions, we would propose making cuts to the support that we offer to these groups. This is not a judgment call on the value or the importance of these events to the community, but simply needing and facing structural deficits across the city where we think we can make cuts, but still work with our partners. So for example, Woody's on the Wharf, even in the case where we reduce budget to pay for things like tents and tables and supplies and so forth, we still wanna work with them. We hope that event runs. We wanna support it. And so we could help in terms of generating sponsorship or finding alternative ways to generate revenue to help run that event. But roughly, just as an example, Woody's on the Wharf Cost to Department, roughly about $20,000 a year to help support Woody's on the Wharf. So it's a high dollar amount, but a very important event to the community, certainly that we hope will continue to run. So let's see, on the next item, the Civic Auditorium. What we would propose on the Civic Auditorium and the way of cuts, we would reduce some temporary staff and make a number of other cuts to the Civic Auditorium. This would allow us to continue to operate and work with the Santa Cruz Symphony to allow the Symphony a home, and then also Cabrillo Festival. Beyond that, community events ranging from Santa Cruz Follies to the Roller Derby to the Martin Luther King Jr. event. All of those, we're not entirely certain that we will, well, I would say that we won't be able to support those in the way that we have historically. It's not to say that those can't run, but the way that those events will have to be dramatically scaled back. Even meeting space, the Tony Hill Room and so forth over at the Civic Auditorium, these proposed reductions would mean that for a meeting organizer wanting to set up in the Tony Hill Room, that they would take on the setup and the organization of that that our staff would not be able to do so. The Symphony would remain, Cabrillo Festival would remain beyond that. We would have very limited capacity to support other events at the Civic Auditorium. The one piece I do want to mention on the Civic is the context in recommending this particular cut. And again, this is not a judgment on the value of the Civic Auditorium, but we want to approach the Civic Auditorium moving forward. We have the golf course in developing a business model that's sustainable. So currently at the Civic, just rough numbers. The Civic costs the city about a million dollars per year to operate. And the Civic brings in roughly a half million dollars in revenue. So the city and historically has subsidized the Civic Auditorium roughly a half million dollars per year. And so part of making these reductions now, it's an opportunity for us to sort of recalibrate, develop a better business model, and then reopen or rebuild the Civic Auditorium in the coming years under a more sustainable business plan. In terms of the strategic shifts in recreation, again, some of the cuts that we are proposing here are strategic in nature so that we have the opportunity, hopefully to reorganize a bit within the department and make sure that we allocate resources to our most critical functional areas. So we want to make sure that we're providing support to our youth and teen services and programs and the sports and beaches of things like junior guards, little leagues, adult softball. Those also have a really high cost recovery in those, at least in the sports and beaches area. So again, I want to make sure that we prioritize those core areas by reorganizing. The recreation and leisure studies that I mentioned earlier also is a guiding document on how programs we offer and what their cost recovery needs to be and how we balance the services to make sure that our programs are affordable and equitable, but also sustainable as we move into the future. The budget reductions, the implications to the parks division, I mentioned that the construction space would be a position that would be eliminated. It's currently a vacant position. So small construction projects we would contract out or in some cases, projects may be left undone in the near term with that vacancy. We would have less funding in parks for temp staff across the division. And then we're not cutting, we're not proposing to cut tire camp cleanup or hazard tree work budgets, but specifically to camp cleanup, our budget has increased actually over the past couple of years to upwards of $150,000. So we put a proposed reduction and they're actually to reduce that budget down to approximately $1,000 for camp cleanup. So our hope is that the cities camping ordinance in part will lend to hopefully our ability to not have to invest as much into camp cleanups in our open spaces, but also as it relates to wild land urban interface work or camp cleanups, there is grant money available that we've successfully been able to capture to appropriate toward those needs as they arise. So a little bit of context on the on the parks implications there. Let's come back next on these budget reductions. It's not a fun conversation certainly to be proposing budget reductions here again through our budget process. But again, as I mentioned, given the majority of our fiscal year 21 reductions were one time, we're proposing again, approximately 620,000 in structural reductions in the fiscal year 2022 budget by many of those one-time cuts. But we want to do this and kind of looking at the graphic, these cuts that we're making are really in the spirit and the context of what is shown in the, I'm going to call it a sunrise here, fiscal sustainability, downtown business revitalization and infrastructure. So we want to make sure that these cuts we make are strategic and allow us to build back into the future. Presently, the number of vacant positions that we have created by the fiscal year 21 hiring freeze and early retirement mean that we have greater flexibility now to make structural reductions. And so if we delay potential reductions to a later year, 23 or 24, there's a risk that positions filled might need to be cut at worst or positions would have to remain vacant into the future. And so for example, specifically on that our parks division has had approximately eight vacant positions over the past year, which represents roughly 30% of our park maintenance division. So this is why places like Lower De La Viega Park, Laurel Park, George Washington Grove have been closed. We just haven't had the staff to maintain it. So part of what we're proposing here in terms of these reductions would allow us the opportunity we hope to rehire staff into those parks positions where community demand lies. Our community saying reopen the parks, reopen the parks. We've seen that use demand increase. And so part of these reductions really lend to an opportunity to reorganize a bit, especially within recreation, but give us the opportunity to rehire specifically within parks. So just to kind of round this out, the Parks and Recreation Department is really committed to maximizing our efficiency, diversifying our revenues and optimizing our fiscal sustainability. So we have a lot of opportunity, as we talked about here, to increase our cost recovery. But with that said, we want to make sure that our programs and services are affordable and accessible and equitable. And so we're going to continue to really aggressively pursue grants, work with FOPAR, our Parks Foundation, to develop philanthropic support and so on and so forth. But with that said, those efforts internally, that takes time and we're going to build those over the next year and two years and three years to be more efficient. But the revenue, revenue is critically important for our department as well. So as the city considers potential ballot measure, a ballot measure from the department would be extremely critical in helping us into the future and even a future bond measure. And that will kind of lead into the CIP conversation. We'll have a little bit later this afternoon, but those things are critical as we really strive toward getting the resources we need to really get to a baseline level of maintaining and operating the park system here in Santa Cruz. So with that said, thank you for your time and appreciate it. Again, Travis, Rachel and Lindy are waiting in the wings for any questions that you all might have. Thank you, Tony. Are there questions from council members at this point? Council member Brown and then council member Cummings. Thank you, Tony, for the report and to everyone in Parks and Rec for all you do. I got most of my questions answered when we met previously. So I don't have a whole bunch, but I was wondering if you could talk a little bit more about your thoughts on how the increase or rehiring in parks maintenance will kind of help address some of the need in the parks. But then you also mentioned that there's safety issues and really bringing the park rangers back, which isn't happening this year, but certainly is something that the community has said they want and you know the value and kind of we all know the value. So if you could just talk a little bit about how you see that looking here, we have clearly our parks are experiencing a lot of impact from a lot of different types of users. And I worry about the challenges of trash, dealing with trash and dealing with kind of the waste management questions as people are dispersed out into the community further as they with the new camping standards ordinance. So I guess I'm just trying to like understand how you see yourself, your department being positioned to deal with some of those challenges ongoing and potentially increasing in different areas with the additional staffing that you might be able to get. Like how many of the eight do you think you can hire back? I guess the really concrete question and then this little bit you're thinking on that. Yeah, yeah, thank you. Yeah, of those eight, we're hopeful to rehire seven of those positions. The one exception would be the construction specialist, which we included with our budget reduction submittal here before the council. So our hope is to hire the other seven. That's going to take some time certainly over the summer to get all those folks on board. So, but getting those people on board would mean that we can reopen parks and some of the parks we're going to reopen and we'll be able to kind of shift people around and reopen sooner. So for example, lower day law, we will plan to open in mid-June. But George Washington Grove, Laurel Park, we're still very limited on our ability to reopen those until we get new staff. A few different things here. So temp staff are really important, especially in the summertime. That is an area that we have proposed making some cuts in general on our temp staff. But we are also looking to increase our volunteer program and efforts. So we've started to really build out our adopt apart program. In some cases that adds a bit more work, but we're trying to really streamline that and refine it to leverage volunteers successfully and efficiently. And then we're talking in a longer term in terms of the green economy and green jobs for opportunities to work with the community, with students, with partners. For example, a downtown streets team, ideas like an apprenticeship type of program, but how do we build a workforce that can lead into park maintenance? Get extra hands to support. So that's, we don't have any concrete details on that, but we want to really help build a pipeline because the work that we do in Parks and Recreation, it is the green economy. And so I think there's a lot of opportunity to build that pipeline to get new people in over time. So that's a bit of that strategy. And I know Travis is out there somewhere. If there's any other details, I would welcome Travis to weigh in on that as well. Question. We are planning on rehiring those full-time positions. We're also coming off of the furlough. I think the piece of the question though is related to Tony's earlier comment, that really to maintain the park system at the level we would like to, even additional staff are needed. So refilling our vacant positions, coming off of the furlough, hiring temps as we are able to, will bring us back to more of that basic level of service where we are keeping up with the refuse. We're doing the safety inspections, the basic maintenance, turf care, et cetera. But to really do some of the enhancements that we would like in Parks is a project for down the road and hopefully additional staff we can bring on. Thank you. I really appreciate hearing from you and all of your thinking that's going into this. And so it sounds like things are gonna get a little better.  Okay, thanks. Thank you. Tad, two step out. So I will call the next question is council member Cummings. Vice mayor, what could you all do in the presentation that was provided? And I really appreciate you pointing out, trying to address the kind of expense to revenue generation ratio at the Civic Center. And I mean, it looks like, there's an amazing job that was done with the golf course and the pandemic definitely influenced that a bit to encourage more people to get out of golfing. But I think that it does go to show though that if we can maybe figure out how to optimize use of the Civic to really have this match the revenue generated there's a real opportunity that it could cut costs in that way and to make up for that deficit. The question I had was, the discussion around cuts and kind of reorganizing to improve cost recovery. And to council member Brown's point, big part of that is focusing on getting these positions, refilling these positions for like, which is really critical to get people in the parks who really need to have maintenance and upkeep. I guess where do you kind of envision what programs would get cut and then what would be like a timeline for seeing those come forward? And kind of tied to that is whether or not there's potential for kind of public-private partnerships to help keep those programs running. Yeah, thank you, council member Cummings. I'd like to invite Rachel Kaufman, our rec superintendent to weigh in on that in terms of timing and kind of what the details might look like at a high level. What I would say is similar to what I shared in the presentation, we want to make sure to match up our staff resources where the highest need and demands are from the community in terms of our core services. And also consider that in terms of cost recovery. So anyway, I'll send it over to Rachel to kind of speak to some of our strategy behind that discussion. Sure, thank you, Tony. As far as recreational programs that we're looking at eliminating or reducing, again, that's strong events side. So it's reducing support to what is on the war of Japanese cultural fair and then eliminating some positions in, I mean, some events support entirely like the Aloha Festival. And again, we're just shifting gears to some of these core program areas where we see and have seen a heavy demand throughout COVID, which is our youth programming, the childcare was a big program and a huge demand at our summer camps. We're increasing to get requests and demands to continue to provide those services and into the future, providing more kind of childcare options for parents next summer. Trying to shore up those program areas to be able to support the need in the community. And then also seeing just a huge need in our sports programs. Beach permits have rocketed way up with people wanting to use the beach and beach volleyball. So these are areas with good cost recovery that we have high demand. So that's why we are kind of moving resources to those two areas. Hoping that the events can run, we are still going to support them in sort of non-financial direct needs like Tony mentioned, ways we support them now are things like, Alexis' party rentals, DJ costs, security, these direct financial support that we offer, but we will continue to support in numerous other ways. For example, we provide storage year round for Japanese cultural fair. We'll provide support PD, provide support to what is on the war with the parade off the war. The war staff provides support with refuse and staff and so forth and parking. There's numerous ways we as a city support that event, we'll continue to do so, but just reduction in the event services. So I hope that answers your questions on basic programs. And then with the civic, I'll just say that with events, blueprint guidance just came out on Friday. So we just continue to pivot to know what our program will even be next year. So we're digesting that right now. It just came out on Friday and what we'll be able to offer in terms of events. I will say we have the staffing that is creative and resourceful as a civic to do so. I have every confidence in our supervisor, Jessie Bond and her team that we are gonna work together to figure out what events that we can run in a alternate business model. And it really will be on an event by event basis just to see what staffing support we can provide, how we can have a different modified way of supporting events to make them happen. Thanks. And then I guess the last question is in terms of parks use and I know we've been getting some inquiries. I've been sending them over to the Parks and Rec Director but there's, for example, a group that's interested in bringing rugby to Santa Cruz and wanting to do a public-private partnership where they can use a field and hopefully they can back it up, generates some money for some revenue for the parks. I'm just wondering if that potential and could that be expanded to other groups they may wanna use fields and also that their private people were interested in kind of supporting that through financial donations. Yeah, I think that's a great question. So yes, I mean, we would welcome rugby leagues or really any virtually any interest that the community has in using our parks. It's an opportunity for recreation and to get people out especially after the pandemic. It's right at the core of our mission to provide these spaces for public engagement and use. But it's also from a number standpoint, a revenue generator for the department and helps us sustain these places. So yeah, we would definitely welcome new groups in terms of pulling out new amenities or developing new fields or assets. We're likely not in that window right now for that opportunity to build new but as far as our existing assets, fields or facilities or whatever it might be, we certainly welcome, you know, really all use. Again, a number of perspectives but it's at the core of our mission and a little bit of a kind of a riff off of that. We have a lot of uses happening in our parks on an ongoing basis that we aren't necessarily aware of or that may not be permitted. And so that's another area that we want to work with these groups, you know, not to squash them or anything but to work with them to make sure that these events are safe, you know, permitted appropriately and accessible to the broader community. In a lot of cases, we'll have, you know, big pop-up events will occur. They'll have a major impact on trash or traffic or whatever it might be. And we had no idea that was even occurring. So if we can get a hold on a lot of that activity that happens sort of, it are, that alone would help us generate revenue and would create more opportunities. I think for the broader community, you know, in a more public sort of way. Yeah, and I'm wondering, maybe we can talk offline about it, but if there's ways that we can do like, you know, outreach to different groups throughout the community to really showcase, you know, use, but if you want to throw an event, like hear the impacts that that can have and we really want to, you know, and the permits that you pay for, it really goes to help support us keeping these open spaces.  Yeah, that sounds great. Yeah, I could keep going on that. But yeah, I think the partnerships are a huge opportunity that kind of connects into that philanthropic element or the grant element. So the pickleball community has offered funding to help build pickleball, or we can engage with our community and be aligned on those opportunities. It does help us start to address some of these issues that we face with capacity and limited resources. Thank you, and thank you, Vice Mayor. Thank you. Are there any other council questions? I'll cue myself in there then. I was wondering if the De La Vega Golf Course included the Disc Golf Course? In terms of revenue or? As part of your, yes, revenue, maintenance. Yes, the short answer is yes. The largely managed by our partners the De La Vega Disc Golf Club and we work with them unit as our golf course. I see, okay. I'm glad that the other questions came up because with the budget it's so much built in that it's so necessary and yet it seems like the hardest hit industry during COVID and this past year has been arts and culture events and those artists and venues are struggling to come out of probably the worst year ever. So, you know, the Aloha Festival, Japanese Cultural Fair, the Civic Auditorium that all falls into our arts and culture and any way we can, you know, direct funding to continue to support those areas are often the first to get cut. I think is very, very crucial, you know, along with the programming and childcare and sports, I get it, there's a limited pot but it's a different kind of community need to have those. It's not a, it's not the same, it's the same impact, maybe a one time event but I just want to emphasize of really limiting cuts to our amazing arts and culture programs and support and venue are civic. Yeah, if I may just respond to that. I, you know, when we had, before the stimulus came in, we had certainly a higher target in terms of our reduction number and we went through a process internally and I think that departments did in terms of what those greater reductions would mean and we were just at a very lean, a very lean moment in time in terms of Parks and Recreation. So as we went through that and even at this point where the reduction is roughly half of what we had put together a couple months ago, we're still so lean that any cuts we make are very visible and very impactful. So whether it's a cut to, you know, the community center or the civic or to events or, you know, keeping parks closed for the next year or beyond, you know, that's kind of the level where we are in terms of, you know, no with easy and, you know, other than the sort of budgeting on the margins that we talked about, there's just not, there's not a whole lot of room, you know, to make those cuts. So whatever they were, they were gonna be impactful and very visible and, you know, again credit to the team because they went through this exercise of plastic cuts. Fortunately, we've not had to put those forward, but yeah, the exercise has been certainly pretty brutal, you know, in the context of being pretty lean. Thank you. Council Member Watkins. Thank you, Vice Mayor, and thank you, Tony. And I think happy birthday. Am I right? Oh, it's the same. That's right. I love it. Thank you for being here with us on your birthday. I just had a, I don't know if this is something that's ever been done, but, you know, you see in different, you know, I'm kind of thinking about like different zoos or other types of private places where you have sponsored areas by philanthropic dollars. So it could be like the so-and-so family business or whatever it may be. And I'm wondering if that's something that a parks department has either explored or, you know, could explore in terms of having, you know, private donors help really sustain some of these really incredible assets, not only assets and events potentially and kind of drawing on some of those community resources as well. The answer, yes, absolutely. We've got a sponsorship policy and development. We have kind of an old sponsorship program, if you will, but we're updating that. And that would fit in really well in that realm. Also, this is a big goal of ours for our friends group, our Parks Foundation at FOPAR. They really, at least my hope for FOPAR is that they can pivot to not just be an agency to give out scholarships every year. I think that's an important put, but I think that the opportunity is there for them to also raise capital dollars. I have challenged them to raise a million dollars per year for capital investment. So they're starting to dial in, you know, what are those specific needs? We're working together to do that. But I think there's huge opportunity, I think, as a tourism town, but also I think there's a unique aspect about Santa Cruz where I'm not even sure how to articulate it, but there's just this love and connection to the community where people want to be involved, I think, in that type of way. So I think there's a lot of opportunity and that's something that we hope to build on heading into this new year. Thank you. Thank you so much, Tony, for all your work and you and your whole entire department. Thank you so much. Thank you. Okay, so we will move on. I will now call on Martine Bernal, city manager to give a presentation on the capital improvement program. Okay, thank you. I'm actually going to introduce the presenter for you today. So next is the capital improvement program, which is from all the various departments and we're going to have Lupita Alamos, our budget manager to do that presentation for you and then we're happy to answer any questions you may have. So without further ado, here is Lupita. Thank you. Thank you, Martine. Good afternoon, vice mayor and council members. Today we'll be ending the public hearings and discussing the capital investment program. The capital investment program stands from fiscal year 2022 to 2026. So mainly today you'll hear the projects that are created in fiscal year 22. We'll go top priority projects and then we'll turn it over for each department to present their own projects and we'll pause in between or ask to support a formal housing project. In fiscal year 22, 5.6 million to defer a lot of CIT projects in particular those, as you can see here in the charts, the majority of the list at 241.9 million and a large component of that is the active transportation plan. And if the council would like to review the list of all of those unsfunded projects, you can find them on page 230 of the budget book. We won't go into those in detail, but really demonstrating here a significant need for a capital program, whether it was grant related or some other, whether it was located in downtown or any other business sector. And we also asked about infrastructure questions about the asset or the project mandated to invest or replace. We asked about the maintenance value of the project or the asset longevity and obviously project readiness and we've heard a lot that we have set aside. Talk about our unsfunded list right after this or that's gonna be later. Most significant unfunded projects that are on this list are really those projects that have already been included in the capital improvement program for a number of years, but the funding for the next fiscal year keep getting pushed out. And so I'll go through those projects. We didn't go all the way back to the $300,000 or $300 million worth of unfunded projects that are on that much larger list. The Pogonet Creek Segmentation Removal Project, one where we have done some temporary work to reduce flooding of the Harvey West area, but we need to go in and actually create a new channel and the estimate for that work is 250,000. If we don't do the work potentially, we will exasperate the funding or flooding of Pogonet Creek towards Harvey West. We're also essentially in a code enforcement action against one of the property owners on the other side and the work that we do will affect the outcome there. The Chestnut Street storm drain and paving rehabilitation, the storm drain rehabilitation is 875,000. That's what it's estimated at. And it's based on the storm drain that has collapsed in three locations and collapsed in others as time goes on. It's luckily I think in the parking area so it doesn't get the impact loading from moving traffic or from the railroad, but it is important that we repair this as possible. The paving component is included in our paving program and that's approximately a million dollars, but we don't wanna pave the street until we can storm drain. We are looking for grant funding and we potentially have a source for some of it. We'll know more in the next two or three months. The Warfgate parking equipment replacement, 450,000 is really one that's very important. We currently generate 1.2 to 1.4 million in general fund revenue from the war for parking or at least pre-COVID, that's what it was. It's lower right now. And the equipment that's out there is no longer supported by the vendor. The vendor went out of business. They were the same vendor that were supporting the parking garages downtown that have equipment. And we've bought all the spare parts that we can from the vendor, but we're running out of spare parts. The downtown garages, they're all getting replaced. We've already placed one of them and working on the remaining two. What happens if the equipment falls apart? But we're waiting to see if we can fund this. Is that essentially we will have to spend more money using staff to collect revenue and potentially have to allow for the free use of parking. We're hoping to increase the parking rate or if in the near future, but that does require a coastal permit to do so. So I'll have more information on that again in the coming year. West Cliff Drive stabilization, that project is estimated at half a million dollars. And this is to repair the revetments that are currently or have been displaced in the last few years affecting the pathway. And so there are two locations that would be repaired with this money near David Way and Woodrow, and then also another location closer to Woodrow. And the path is impacted and you'll can see that out there with a number of barricades that we have to maintain. Ongoing, wave action, et cetera, will affect these locations and potentially will create additional damage while grants may be possible. Public work staff hasn't seen any that fit this kind of situation in a number of years. The City Hall parking lot repairs, this is to repair and reconstruct the parking lot behind Parks and Rec. That is employee parking during the day and then when City Hall is closed, it's often used for the civic or other events in the area. It is down to the base rock in a number of locations where we have pothole, tripping hazards and localized flooding. And it'd be really important to repair this if it's gonna continue to be used. Public facilities, energy savings, and maintenance. This is the bare minimum that's needed to help us patch a number together as we move forward and is a sign of deferred maintenance over many years. As I believe Mark said, we maintain about 28 buildings and this would help us with fixing leaking roofs, water lines that break, et cetera. The energy saving component, we've been successful in getting loans and grants essentially to replace HVAC systems, et cetera, that the energy savings or future cost of energy that we're saving is used to fund the project. So for instance, we just awarded a contract in the civic to replace the boiler and also at the RV West pool to replace some pumps. Those are the projects from the unfunded list that we're proposing to get funded in this initial offering, I'll call it. To more of really the bigger part of the CIP that we have the five-year plan before you includes over 100 projects at a cost of about $156 million and a third of it, which is they're funded by grants or future grants or fees. Many of the projects are multi-year efforts. I did provide to you, or at least Bonnie did, essentially two spreadsheets, very small print of all these projects, which is a summary of what's in the capital improvement program as well as a memo that explains how do you read the capital improvement program and what is a capital improvement program or a capital investment program? For a number of years, we call it capital improvement program. It's pretty hard for me to remember to change that even though it's been about three or four years. The public works part of it manages 10 CIP categories, gas tax, arterial streets and roads. The general CIP, which is funded and the general CIP citywide, which are funded through the general fund, but also through a variety of other funds, mostly grant funding, waste water, enterprise, stormwater overlay, which is an enterprise and the city clean beaches and rivers, which is enterprise, refuse as well parking, which is the downtown parking district and is funded through fees and revenues from the parking district. There are a number of funding sources that are outlined in the CIP, including gas tax, SB1, grants, traffic impact fees, general fund, measures D, H and E, waste water rates, the petition district, which pays for their share of the improvements to the waste water treatment plant, stormwater rates, refuse rates on the downtown parking district, deficiency fees or in lieu fees, parking permits and garage and meter fees. The transportation public mission discussed the CIP in March and their recommendation was that the council approve the fiscal year 2226 CIP with the comment that city council review the city hall parking lot repairs project and considered discouraging driving by making all parking lots in the city limits, paid parking lots to better align with the city climate action goals. You know, it's obviously not enough time to go through all the projects that we're doing. So what I'm providing to you is the significant ones that we're working on. We're working on a number of other smaller projects that will under the next coming year or two, but these are the larger ones that we're working on. So the Murray Street Bridge Seismic Retrofit, we're working through the right-of-way process and once that's done, we'll hopefully be able to finalize the design and get the project out to good. State Route 19 intersection improvements are under construction and there's been some activity out there recently. Downtown Interstate Way left turn lane improvements on Front Street is in the design process. Some of the new development downtown will be designing and actually constructing some of the improvements. West Cliff Drive storm damage at Chico. This is a FEMA funded storm damage project from 2017 and the design is complete. We're out getting permits for the project. The RailTrail Segment 7 phase two, I think as Mark had noted, we have recently received construction funding through the ATP program, Active Transportation Program. And we hope to be under construction in the next fiscal year. The RailTrail Segment's eight and nine, which is a center section out to 17th, which is a cooperative program with the county, Public Works and RTC. The design and environmental review effort has been initiated and there may be the chance that we can actually get a 20 plus million dollar construction grant soon for that product. Trevathan Storm Drain and Sewer. The storm drain is one that we've had difficulty funding over the years affects a number of flooding or number of garages and front yards, et cetera, but we'll be moving forward on that project this year. The City or Arterial Collector and Residential Street, we have awarded a number of projects, two projects. So you'll see more activity as the contractor mobilizes this coming month, both on the Arterial Street and some of the residential areas. Pump station modifications. This is in a wastewater pump station, the Carbonara area awarded and that construction will be starting soon. The San Lorenzo River Culver, which I'm sure you've heard a lot about will be coming to you soon to award the construct, award the contract for construction of that project. The San Lorenzo River Lighting, which is a grant funded product from Water to Highway One, the Commission, the Transportation Public Works Commission recently approved it becoming a council in June for authorization to advertise the project. Every year we do a number of the sewer system improvements where we line the collection, sewer, sanitary sewer collection system. We spend at least $600,000 a year and we usually line about miles worth of the sewer lines in the city. And we have a lot of work going on at the wastewater treatment facility, replacing major equipment, doing a big upgrade on the electrical system, which is about a $14 million project. And then we're upgrading digester and some other equipment at the plant. And then the resource recovery facility, landfill cell 3B has just been awarded this week and anticipate that the project will start construction probably in July. This, all these projects are large, the smallest one is probably a half a million going up to, like I said, $14 million. I think that concludes my part of the presentation. Do you have any questions? Great, are there any questions from council members? We have one council member coming. Thanks for that presentation. And sad we don't have all the money we would like to have to make all these improvements happen, but hopefully eventually we'll get to, I did have a question. I know that the Civic Center roof replacement has been a pretty big item. And there's, you know, cascading effects if you have, you know, a leaky roof and then what that can result in in terms of damage to, you know, building. And so I was just wondering, I didn't think I saw it on there, but I'm just wondering in terms of, I know that's been on the list for a pretty long time. So I'm just kind of curious that and kind of what's being done, you know, in the meantime, if that, you know, if we're not going to be able to replace the roof anytime soon. Yeah, so that is on the unfunded list. It's a parks facility, but Public Works operation staff is working closely with them on that whole roof replacement. Again, it is maintenance and not uncommon with many of our facilities. Tony may have more to add to that. Yeah, that's right on. Thanks, Chris. We do have it listed on the CIP priorities that are before the council. The figure is 420,000 for the Civic Roof Repair. This is, I'll talk about this a little bit more during our Parks and Rec portion, but we may have an opportunity in partnership with Public Works through an energy efficiency program to get this covered. But for now, we do have this before the council for consideration as part of the CIP top 10, top nine, if you will. And another thing that I did forget to mention is, you know, we have submitted some of these projects for stimulus funding once that, and if that happens. So hopefully that'll be another avenue that we will be able to fund some of these projects. Thank you. Thank you. Are there any other questions from council members? Thank you so much, Chris Schneider. You're welcome. Lupita, do you want to introduce the next item? Yes, next we have Parks and Recreation. Can we present it? Thank you. I don't think I've actually seen this photo. This is cool. Thank you. All right. Yeah, Lupita, thanks for just jumping right in there. Appreciate it. All right, this is one of the start in terms of our capital improvement summary by just briefly covering our capital improvement funds come from. So as far as the budget discussions over the past couple of days, really what we're talking about is of course the general fund as a source for capital improvement. This is an area where we really haven't received funds as a department in about 10 years for investment in CIP. However, we do have some other sources. And so these come up from time to time by community and the general public. So we have our park facilities tax in Quimby, which is very similar. That's basically an impact fee, $3 per square foot. That goes through our planning department or our building permit process as an impact fee that we're able to capture to appropriate toward who amenities across the park system. So we've got a little bit of funding in our park facilities tax in Quimby, as you can see in terms of annual revenues, but it is a small fraction and it's really limited in how we can spend it. It's not aimed at maintenance. It's really aimed at replacing or adding new amenities. So we're really limited to that stream. In our operations presentation, I mentioned our pursuit of grants. So that's probably our largest source of capital improvement investment through grants. And we're also trying to build out our philanthropic support. I have on here, we have an opportunity that came from a dollar amount that we received from PG&E as a result of an easement over on the east side near Frederick Street Park. So there is some funding in the city public trust fund that we are proposing for appropriation towards some of our emergency capital improvement work. I'll talk about that on a next slide here. So as I just mentioned under public works presentation, the civic roof is in desperate need of repair. The cost there is about $420,000. Again, this is on that top nine list in terms of capital needs. This is really an emergency need. We have leaks already in the civic roof. So it's become a really critical. We are looking at an