ed to fund in a million dollar gap, but wanting to help restore that 50,000 if and hopefully when additional funding came in with the final allocations, that's where we agreed as a committee to prioritize. So would it be correct to say with the additional funding that we would know by the hearing, by the second hearing next, at the next second hearing, we may be able to reach beyond this $125,000 request or are we still missing another? We wouldn't be able probably to go beyond the 125,000 but it's possible that we might be able to go up to the 50,000 and have the final budget numbers. If HUD doesn't make the budget numbers available, then that'll mean the deadline will be extended and we can push it to a later meeting where we should have those final numbers because the deadline gets moved out based on them actually telling us the final numbers. But just to clarify that further, that if there's additional money available by HUD, we could know that any day. We just don't know yet. But if you could make that recommendation to add it in the way of a VISTA, whatever is available up to their requested amount we could put there. It's just we just don't know at this point what that allocation will be. Okay, thank you. I have two questions just for clarification. Same kind of deal. This is my first time going through this. Can funds be transferred through, or transferred between, for example, programs and capital improvement projects or are they restricted to those categories? I'll bring up a slide and speak to it a little more. So for example, the, sorry, here, the program funding here, it can move slightly, but we have, for example, 104,500 allocated here. If we did allocate less, then more could go to the projects. And if we allocated less for the projects, we could shift more here as long as we don't go over the 15% amount, which is 74,000 for the teen center and CRLA. So we wouldn't be in danger of that if we increase the amount awarded to Nueva Vista since they are exempt from that cap. But they're the only one that's exempt. And so the, which there's a different slide that shows that the actual bi-formula allocation, there it is, is 74,000. And so that's what we can award for the program application requests with the exception in a way of Vista, which we can exceed the cap. But any amount that you exceed is less that's then available for the projects. So just to have that awareness. So just for clarification. So for example, we can move funds from the capital improvement projects to Nueva Vista in the community services, correct? And could we, and then for clarification as well, could funds from C programs be moved to community services to Nueva Vista as well? I'm just trying to understand, because I know, okay. Yes, they could. I was just clarifying because I know that it seemed like funds were going between categories. And I just wanted to double check to make sure that that was actually okay. Yes. I think I made my, that was the other point I wanted to make, that there's sort of a cap. And we had, if you move funding around, you're decreasing it somewhere else. Actually, okay. I had one more question as well. With regards to the drainage project, I was wondering if the drainage could be done separate from the ADA improvements, if that would be possible. Mm-hmm. Totally okay. It would need to be done together because the ADA improvements essentially would be located in the same area. So they'd be providing access to the recreational amenities at the site. Council Member Gleber and then Council Member Cron and then we have a motion and I'd like to re-understand what the motion is. Absolutely. So just because I thought it was really important and per our conversation around homelessness and emphasizing the importance of the homeless garden project, I wanted to read this letter for the record since Paul didn't have the time to do it. To the Santa Cruz City Council, this is dated April 23rd, so today, 2019. My name is Shad Stevens and I've spent the last seven years experiencing homelessness and battling drug addiction here in Santa Cruz County. I've been in and out of jail and found myself to be stuck in the revolving door between the courts and homelessness. This last time I was incarcerated, Dary Ganshorn, our executive director, came in to share about the homeless garden project and all of the opportunities they had to offer someone like me. I was released to new life drug treatment and came to work at homeless garden project. I'm grateful to be a part of this organization where I can grow as a person alongside this beautiful organic farm with a crew of people who have gone through the same misfortunes I have. Working together in a clean and sober atmosphere is an essential part of my recovery. Lunch is a very important part of our program. We get to taste all of our hard work and eat healthy, organic produce. We grow ourselves. Lunchtime is also when we get to break bread with one another and bond as a community, not only with our crew, but with the volunteers who donate time to help our cause. Anybody else who is hungry is welcome to join as well. I've lived in Santa Cruz County my whole life and I'm grateful for the opportunity to become a better member in our society. Please consider the importance to this community of our kitchen at Pogan at Farm. Thank you for your time. So I think that in itself speaks to the importance of the homeless garden project and the sheer, I mean, just if we look at the numbers, the amount of people that it touches and the ability to destigmatize homelessness and bring people into an effective work-living situation. And then also, I'm not gonna read it, but we all received copies of a letter from an individual named Tiffany Bravo talking about her daughter's participation in the spring break camp at the Ocean Scholars Program through Nueva Vista as per the presentation from Mr. Cancino. The program impacts 750 families annually and I did appreciate that he brought up the issue of ICE and the impact on our community and the need to invest and not divest from low-income neighborhoods, especially those that are black and brown constituents. So I think it is important that we maintain the highest level of possible funding while still offering some support to the other programs that were identified through the recommendations of the community programs budget. And then just to reiterate, and it's up here on the screen also, Councilor McRathies, I'm not sure if it is kind of hard to see, but it's the 55,000 for the Central Park, which is enough to cover the drainage. Then looking at Quimby funds, that was the other question I wanted to ask after I'm done with this. If the Parks and Rec could give us a balance of what's available in the Quimby funds, if you know, if not, I totally understand because that's a pretty specific question. For Nueva Vista, 100,000. For CRLA, maintaining the 19-5. For the Homeless Garden Project, increasing it to 100,000. The Boys and Girls Club maintaining it at 40,000 and then reducing code enforcement to 45,000. Boys and Girls Club is shown at 50. Is it? No, it's shown at 40. 40. There it's 50. There's a typo. There's a typo in the report. In the report, right. It's 40 though, right? 40. 40. Well, mine says 50 here. Mine does say 50 on the chart in the report. Thank you. Yep. I'm not taking money away from the kids. Okay. Council Member Crum. Yeah, just a quick question. Why the spike in 2018? In the CDBG. I'll go back to, I have a slide for that. Just the total. Just the total funding, not specific for anyone in particular. Right. There was a spike just because CDBG had more funds than prior years. So every year, the federal government establishes how much they're gonna fund these programs and it can vary from year to year. But you didn't get any other information like that's kind of weird. Like what was the inside baseball kind of stuff going on? No. I have a question for Alex. If you could talk a little bit, and I've been on here now almost three years. Can you talk about the relationship of code enforcement and rental inspection because I'm not clear on that. And do the people participating in code enforcement also participate in rental inspection or it's totally, totally different? Talk about the staffing. Yeah. There is some cross training between the two but the rental inspectors mainly do the inspection based on the checklist that the council has approved to do rental inspection inspections in our rental units. The code enforcement people other than in the target areas are reactive so they're responding to complaints normally from people all around town. So that's usually the difference. Okay, thank you. And I wanted to know about the Quimby funds too if that was available. Sorry I don't have those numbers with me tonight but we can share those with you later this week. Thank you. So my understanding is tonight you're interested in having a draft kind of proposal to move forward for alignment with the regulations of this process. Yes. Okay. And then also I think I mentioned this during our community programs meeting. I'm not sure how any of the accountability metrics are in place like in terms of the funding resources what do they report back in terms of being able to accomplish with those dollars? Is there any kind of report back for the money? From which types of programs? Just any, I mean some of them I mean I would naturally assume that the capital investments would, you would see if the capital investments were made but if it was programming support what do you anticipate sort of monitoring with outcomes and objectives and numbers or impact which often grant proposals require funding allocations require some. Yeah part of the application process and also part of what they have to report on in order to receive the funds as we go out through the year is they report on the number of people they serve in certain target groups and then we report that back to HUD comparing it between the application and who they actually provided services for throughout the year when it's a program and when it's a project it's much more in depth there are things such as making sure everyone gets a state prevailing wage and that certain jobs are posted to low income individuals and there's a large amount of regulations they must follow for the project based portion. Okay. And then I just had a question in regards to the funding proposal being proposed by Council Member Glover in regards to does the actual amount equal? No, it's a little bit over the amount right now the proposal is at 501,000 and we have 493 so we would need if that were to move forward we would need to adjust it some. Okay. I think Council Member Matthews had a question then Council Member Glover. So again, I'm just going to run down the under CDBG the first bar admin by formula stays at 98.6 the ongoing city programs you had code enforcement at what level? At 95 from the original recommendation and 45 with the new recommendation. Then the wave of Vista at 100 so that's up by 50. Parks and Rec for the teen center and CRLA and then the Boys and Girls Clubs either add a different order at 40 that stays the same. Homeless Garden at 100 is up by 60. Where's Homeless Garden? Oh, yeah, it's up by 50. Yeah, in the, I apologize, in the staff report this page in the staff report, those were transposed. So that's why, yeah. So the Boys and Girls was 40 and the recommendation for Pogonip was 50. Okay. So that goes up by 50. I guess clarify though, I have to move Ridge while she's calculating. Pardon? I was gonna say I can just clarify there. The, the, the, the above total is off because I originally had 46,000 for the park but when I heard that the drainage was 55 I wanna make sure that we get the park for the drainage because that was the number one thing concerned by the community. So we can remove the additional nine from code enforcement. And if you drop that, it should take us back down to, if I could. To bring it down to the 43. To 493. 493. So there'd be seven, 8816. I'll just say personally, I understand the beauty of round numbers but I would like to fund the Central Park renovation at a level that gets some serious improvements there. Notice that there, and this was in the city's unfunded list and it's a little neighborhood park that's a pond in the winter and is not ADA accessible. So, and they said, you know, they want to do a whole park renovation and new equipment and all. But, you know, we could do the basics for 96. And I think to do the basics, which is drainage, ADA and maybe a new play equipment or something. I would like to fund that and maybe 15,000 less at the homeless garden. I mean, let's play around with it. That's still more money than was originally recommended for the homeless garden project. And they were honestly in the hearing very happy with that as a contribution to their project. Vice Mayor Cummings. I was just going to give clarification on the numbers because I just, it seemed like there's- It's not adding up. Yeah, so it would be in capital improvements. It would be 55,000 for the Central Park renovation. 31,400 for the downtown, the Boys and Girls Club. So that would be reduced. And then 100,000 for the homeless garden project. No reduction to the Boys and Girls Club. And the math doesn't work out. The reduction would be to code enforcement. Yeah, he suggested reducing the amount allocated to code enforcement as well. He suggested- So all the reductions out of code enforcement? Out of code enforcement, the Central Park and something else. But the reason for that, and especially this is what I was trying to say, is that the reason why I am prioritizing the drainage at Central Park and none of the other projects is because the project itself was just spurred by the Parks and Recs Department. As they say, they just came up with it because they saw a grant and they wanted to go for it. So those things there are a wish list for the park. But I went and thank you to Noah and his team for holding a community brainstorming conversation in the park, which I attended, which was good. There were probably about 15, maybe 20, correct me if I'm wrong, people that showed up throughout the day. You can see it up here in 25. Up 25, thank you. So, and everyone was happy that we were out there, but they really were not concerned about anything, in my opinion, besides the drainage and keeping the merry-go-round, they wanted to see a baby swing and there was some potential landscaping and stuff that wanted to be put in there. But as far as the demand from the community, there was no outcry or specific request for anything outside of the specific drainage. So if we can accomplish the drainage needs and then use other funding and maybe do some fundraising through friends of our parks and recreation to not only do the park or the lights thing that was mentioned before, but then if they are really interested in doing ADA accessible stuff, that's great. But in reality, the Central Park is a block and a half away, two blocks away from San Lorenzo Park, which is completely ADA accessible, to my knowledge. So it's not like there's a lack of green space in the area. There's not a demand for it from the community. And if we can use those funds to better impact people that are actually in need and coming and saying that it's impacting their lives, that's the logic. Okay, rice mare coming. I'm just trying to see, so because I'm just doing all the math and coding there, I can't really see that far. Can you do a little bit, please? Is code enforcement at 45, or 45,000? With Councilman Glover's recommendation, it's at 36,000. Okay, 400, okay. So I'll just say before, I think we can sort of play with the numbers to try to get it to work out as best we can and it's hard, because this is my second time now coming through this process and there's so much need, there's so many great programs and just not enough resources. I am hopeful that we can get to a place where we can move forward with the recommendation knowing that this is just a draft approval at this time, which is again, coming back to us is my assumption for finalization. I felt comfortable with the proposal that the community programs originally brought forward, particularly highlighting that if the additional money came in, we would increase the Nueva Vista Resource Center at that time. So I'm comfortable with how it's presented, but we do have a motion to change it and a few modifications at a certain point, I think we just have to make that decision and see where the majority of the council is on that. So I don't know if you wanna read your final motion, Council Member Glover, and we'll go ahead and see where folks are. Absolutely, I'd love for you to make it purple. That would be great. Yes. It's the little things. So I associate blue with Council Member Crown. So the motion is to revise the recommendations of the community program's budget as follows. So we would have the 36-4 for the code enforcement, 100,000 for Nueva Vista, 35,000 dollars for the teen center, 19-5 for the California Rural Legal Assistance, 40,000 for the downtown Boys and Girls Club Improvements, 100,000 for the Pogonip Farm Capital Campaign Kitchen with the Homeless Garden Project, and 55,000 dollars to cover the drainage of the Central Park renovations and development. Okay, so that was the motion by Council Member Glover and I believe was seconded by Council Member Brown. I'm sorry. Crown? I'm sorry, Council Member Crown, pardon me. Okay, so at this point we have a motion to make the modified changes. Council Member Mathews. I think there is a clause in here if there are additional funds that they get allocated. Can we say that if there are additional funds they get allocated to the Central Park renovation so we can do the ADA? Okay, would you accept that as a front line? Make that part of your proposal. As a point of clarification, any additional funding to Central Park and this is, we're talking right now about Council Member Glover's proposal and so the CDBG would remain at 36-400. The Code Enforcement would remain at 36-400. Yeah, sorry, Code Enforcement would be at 36-400. I guess we could say that any additional funds would go to the Code Enforcement. That's the other possibility. Split between the two or, yeah. I would accept the amendment from Council Member Mathews that, well with the stipulation that it would come, ideally come back, because if we get like a hundred thousand dollars more, I know it's not, probably not gonna happen, but if we come back and get a huge sum of money more, I wanna make sure that we can reallocate that and potentially equitably distribute it if we can do that. So I'd like to, I mean, if there's a language that you'd like that would represent that, Council Member Mathews? We don't know whether it's gonna be a trivial amount or significant. So I think maybe just say that to the extent there are additional funds that the Central Park renovation and the Code Enforcement be considered priorities for restoration. That's a friendly amendment to Council Member Glitter. And just a question to clarify from the Parks Department is that you said it was an extra 30K for the ADA access? We'll design it to accommodate whatever funds we get. The original plan was 30,000. Okay, so then I would be happy to say that up to $30,000 of additional funds can be allocated to Central Parks, ADA development. And anything over 30,000 in addition would come back to the City Council for redistribution. Just a point of clarification. It's gonna come back at the second public hearing. So we'll use that for our guidance and all the numbers will come back to you again. Okay, we could also split it if you'd like between 15 Code Enforcement, 15 Park renovations, but I think the ADA. I don't know what it's gonna be but it's all draft anyway. Okay, so we'll have another chance to roll up our sleeves on this one. City Manager Bernal and then. I just wanted to highlight that with respect to the, I don't think it's up there yet, the CDBG funding, which you've reduced. Where is that? For which program? I'm talking about Code Enforcement. Yeah, Code Enforcement. Yeah, I'm sorry, Code Enforcement. That would, just to be clear, that would result in the elimination of opposition. Okay, yeah. Okay, so go ahead. Council Member Myers, please. Yeah, that was my question was, will we lose the program altogether? And if that is the case, speaking towards the target area for this, the age of homes in that area, the economic status of a lot of people who live in that area, I think it's a huge mistake to lose an important program that keeps people safe in their homes. And it's exactly counter to actually what a lot is being said tonight. So I think that would be, I just think that's a huge mistake. And I'll just say, just to reiterate that, I think the original proposal that was outlined really did allow for a reprioritization to restore the Nueva Vista funding. And we had a long discussion at our community programs meeting to get us to this place. So I'm supportive of the plan as presented. We'll have another chance at it. We can go ahead and take the vote. Council Member Gleber, do you have anything else? I just want to just make a, just with regards to the statement from the city manager, I appreciate your analysis and projection of what that might be. I do feel that that is a little bit of a binary perspective. Either we fund it with the money that could go to support critical community programs or we have to lose a staff member. I am, as you know, very much interested in reallocating money in the budget. We spent $600,000 from the general fund to rebuild a golf course restaurant for a select group of people that use the golf course in Santa Cruz. So to say that we're going to have to completely close down code enforcement because we're taking money and putting it in a program that's proven to help low income families when we have money in a general fund that is being used, in my opinion, very inappropriately and irresponsibly, I would appreciate it if we could frame it in that we'd have to pull money from other places and not just we're going to lose code enforcement because I think that's an inaccurate representation of the realities that we face with money allocations. Okay, all right, that's okay. Okay, so we have, if I could, I mean, I think there's a time and place for today. We will have another chance, as I remember. I don't want to go that, let that go. Okay, Council Member Mathews, we'll go ahead and take the vote after that. That is an expenditure that will be repaid within an estimated four years and will be revenue generating from that point on. Okay, all I want to say. Thank you for that, okay. All right, so we have a motion by Council Member Glover, seconded by Council Member Crone. All those in favor, please say aye. Aye. Any opposed? No. So that passes with Council Member Brown, Vice Mayor Cummings, Crone and Glover in support. Thank you very much. Thank you all. We'll go ahead and take a 10 minute break and then we'll reconvene for our evening session, which is two presentations. And I will ask that we sort of set about an hour per presentation and manage the time within that context. So we have, we're now on to our evening session of tonight's agenda. And this is two presentations from our department heads in regards to preparation for our upcoming budget hearings. So we have a first presentation from Economic Development and that's a department presentation to be led by Director of Economic Development, Bonnie Lipscomb and other staff, I guess, will weigh in as needed. And then we'll move on to our planning and community development department presentation as well. It does appear that we may have a couple of council members who have decided to leave. Is that correct? Council Member Crone did inform me that he was leaving, but I'm not sure. I didn't hear from Council Member Glover though. Okay. Okay. Okay. So we can keep going. Do we essentially, okay, well, I believe Matthews is returning with her stuff. So we'll have five council members. What the process is, is to hear sort of an overview and as I said in preparation for the upcoming budget hearing and we will have the presentation and then allow time for questions. And one of the components would be sort of trying to have a set amount of time per presentation, looking at about an hour tops per each presentation. But given that, we may have a couple of council members who are not here at this time. We will have potentially less or more time for questions from other council members. So we'll go ahead and turn it over and Council Member Myers. I'd like to see if I have the potential to, I'd like to make a motion to see, well, I'd like to make a motion to fix the time to adjourn if we could this evening to 10 p.m. Just knowing it's been a long day and it looks like we've lost a lot of people in the audience. So I'm assuming that's probably going to fit the schedule. It's 8.30 now. I don't know if that's possible or if we could go to 10.30. Can we just agree on it? We can agree on it, certainly. I agree. I don't think it'll be an issue given who is here. Okay, great. So it looks like we'll have a approximately 10 o'clock fixed time to adjourn this evening. And just clarification, do we know is Mr. Glover gone? He was headed out that way. So, okay, well I will just encourage maybe our city manager to have him reach out to the department heads directly for any preparation materials or information they'd like to have in advance of our upcoming budget hearings. Thank you for being here this evening and recognizing we're starting an hour after time. I want to thank you for your patience and feel free to take it away. Thank you, Mayor. Bonnie Lipscomb, Director of Economic Development. Woo. And we have a presentation. It's roughly about 30 minutes and then there's time for questions. Maybe we won't need quite as many of those today. I will say that it's a very broad brush stroke of a presentation. We're not going into depth on a lot of the things that we do within the department just given the timeframe that we have. So I'm happy to sit down with any of you or with Council Member Cron or Glover afterwards to go into any of the detail and the presentations will be available for you as well. So first I just actually want to thank our team for spending a considerable time putting this presentation together. So Amanda Rattella is our Principal Management Analyst that really has the ownership for this presentation, and so she did a really good job on it, which you'll see. But we also had a lot of people from across our department, pretty much everyone had a hand. And pulling together and providing information on the work that we do at the city every day. We have a few here in the audience today, and then presenting today will be myself, Rebecca Unit to talk about business services, Beth Toby to talk about city arts. And then to answer any specific questions about property asset management is David McCormick who's also in the audience today. So I just wanted to start off by acknowledging that. Okay, so what we do and what we value. We are roughly five divisions, and so this is focused on sort of how we deliver those core services, which are housing and community development, asset and property management, infrastructure, development, also the work of the successor agency in our funding arm, business support, and city arts. Our values are providing high quality customer service as we do the things in our five divisions, finding and implementing solutions, and positively impacting our community. Our expenditures for fiscal year 2020 is roughly a little over six million. The majority of that is broken down with housing and community development, asset property and property management, community and business support. Our largest percentage is personnel, a little over a third. And then admin and other, which includes consultant contracts and outside legal for affordable housing projects and programs. Our resources is roughly a third of that. These are outside general fund resources, and not to confuse you, the general fund are revenues that we actually receive into the general fund, where we act as a fiscal agent on behalf of the city. And so where it says general fund 19%, that's actually funding we receive through our downtown PBIT, a property based improvement district that we receive that funding. The co-op retail management is another entity that we act as and administer that program on behalf of that property based improvement district. So these are resources coming in to administer the work that we do. Additionally, we have affordable housing trust fund. I'll go into a little more of that this evening and CDBG funding, which we just talked about. Our overall percentage of the general fund is at apartment is roughly 4%. And one of our governing documents that we use to really help guide the work that we do is our ED work plan. And this is just a snapshot. This is available on our website and to anyone who is interested in finding out a little bit more about sort of the things we focus on in some of the metrics. I will say this is heavily focused on the ED strategic side, but it crosses over, as you can see here, into housing development, affordable housing, and all the other divisions that we do because they all are under the umbrella of economic development. We are in the final sort of six months of our ED work plan. We will be gearing up a new one and we'll tie that into the council goals and objectives for the next two year period will be wrapped into our strategic work that we do. This is an overview of our team. We have 14 positions and then we additionally have two part time temporary positions. One is part time, half position in the downtown is a downtown liaison. And another one is part time property management on the tannery and doing right away acquisition for the city. This goes across the four divisions, five divisions that we just talked about. So next I'll talk briefly about, actually this will probably be a little bit larger portion of the presentation about housing and community development. This is just a photo of our completed project a couple years ago on the Riverwalk. Remember you know this at 21 units on Limburg Street. This is a housing team overview. This is largely the work that we do on the housing side and I'm not expecting you to see all the details of this. But again, this is available for you if you're interested to know about the different things we focus on in the housing department. And this includes HUD and state, HCD grants and grant reporting, policy development and updates, including ordinances which we work on those in conjunction with the planning and community development. City program, administration, housing development and preservation and monitoring. And I'll talk a little bit more about monitoring coming up. This is just an overview of our affordable units city wide. And we have roughly 1,745 affordable units city wide. The city helped create largely some of those with our redevelopment housing set aside funds, roughly 1,200 of those 1,745 units. We monitor about 1,550 units city wide, little over 1,000 of those are affordable. We additionally monitor about 580 non affordable units through the ADU program. This is an interactive map on our housing webpage. So if you go there, you can look at the major projects, affordable housing projects in the city that are 10 units or larger. We're not showing all of the projects out of respect for privacy, but some of the larger projects that also have various funding sources in it. You can interact and look at the breakdown of some of those funding sources and a little project information on our site. So just a couple community program highlights from fiscal year 2019. We had in fiscal year 2019 100,000 CDBG and Red Cross funds for Nueva Vista and community resources, 82,000 funds for the teen center through Parks and Rec and 73,000 in CDBG home and Red Cross funds for our security deposit program. So these are just a few of the programs that we funded in the last year and administered all of the reporting for these programs and administration. Project highlights, roughly this year in fiscal year 2019, we provided additional funding to the Water Street Project and I'll go briefly over the total funding in a few minutes. But this year from home funds for Water Street Project, 268,000, 250,000 for the homeless service facility. This is for the sewer line replacement and then 72,000 CDBG funds for the bike park revitalization and Parks and Rec and you can see a little rendering of that above. Water Street Housing Project, it's a 41 unit affordable project on Water Street. You can actually see this is in construction as we speak. Photograph, it looks very true actually to the rendering. We have 4.6 million in city investment and this is across all of our various funding sources. And that's really the takeaway about a project that the city is involved in. It's just how many funding sources we need to leverage to be able to support affordable housing development in our community. So that 4.6 million, we have home funds, federal home funds. We have our CDBG block grant funds. We have our affordable housing trust fund about 1.3 million and another roughly 1.3 million of our RDA bonds. This is from our housing successor agency in this project in order to make this work. And how that equates to a cost per unit because that's something that comes up frequently is how much money are you putting into the project as the overall project funding and how much is per unit. That roughly equates to from the city investment to about 115,000 per unit, which is really good leveraging. That's a beautiful project. It is. And this project is through a considerable community input. The original rendering was a very different design. And so there's a lot of community input and engagement and this is the final product and I think everyone's really pleased with it. So just as an example, how much work actually goes into an affordable housing project. And just framing this slightly, it's important to note that for the Water Street project, we've partnered and put in considerable money with an affordable housing developer and really help pull that project together. One that was more intensely involved at the city level. This is one that actually came to us as a private development initially and in 2000 and actually since 2009, but in progress since 2010. And the city has been involved in that point, since that point. The numbers in the boxes you see up there is just our involvement in 2019. This isn't a city led project, but this does give you an example of the various layers and levels that we get involved in affordable housing projects at the city. So legal counsel just in 2019, we've had over 200 hours in staff time working on this. We have four city agreements, two lender agreements. We can go into the details of what those agreements are. But this is just what it takes to actually make sure that the units going forward will be affordable. How we get those layering agreements, how we get the affordability in place going forward. Affordable housing 2019 highlights, we have either directly funded or helped create 160 units created or awarded funding in 2019. That includes 41 units at Water Street that we just showed you, 27 units at Jesse Street with home funds and the 64 units I just mentioned at 350 Ocean. This also includes roughly 1.5 million of ED infused into the housing and community programs and projects throughout this year. I just want to take a moment and mention AB 411, which is the bill that Assemblymember Stone introduced into the state this year, into the legislature. And we actually, Councilmember Brown has been instrumental in championing this initially. He's probably persuading Assemblymember Stone to introduce this bill on our behalf. So thank you for your support on that. What this will do for us is take our frozen capital bonds, it's over 16 million in frozen former redevelopment bonds and allow us to repurpose those for the purposes of creating affordable housing in our community. So this will fund a number of important projects in our community. And as you saw, the breakdown of the funding from the previous slide, 16 million will go a long way. And it has the potential to create a lot of affordable housing in our community. So we're pretty excited about that. It made it unanimously through the first two committees. The Housing and Community Development Committee unanimously at the local government committee through after testimony and now tomorrow it's being heard in the Appropriations Committee. The consultant really likes the bill, which is great. So we are really cautiously optimistic that it's going to go forward, that it's the right time for this bill to have support at the state level. We've also, as a highlight, had 40 households receive security deposit support this year. You heard Tiffany earlier talk a little bit about the success of that program and how they actually needed additional funding, which is one of the recommendations that we had to increase that on the home side. And then we're also in support right now, and we fund this through our affordable housing trust fund. We're in the third My House, My Home project right now. So that's pretty exciting for us. And that leads us to a little spotlight on My House, My Home. And this program, it's important to mention we're going to show briefly just a portion of a video of the first My House, My Home project, The Whitleys. And that this is a project that's a partnership that I think everyone knows is with Habitat for Humanity and the Senior Network Services. But what you may not realize that our own, it's just recently retired, Carol Berg, was really instrumental in helping design and define this program, working directly with Habitat for Humanity. So we're really proud of this program, we're really proud of the leveraging and what it creates for community and really aging in place in our community. So with that, we will, we had a little bit of technical audio difficulty earlier, so hopefully this will be fine. So sorry. Part of the My House, My Home project, where you're at dwelling. It's where I basically can be right next door to my parents in case they need me or need any help. My House, My Home is letting the seniors age in their house instead of having to go to assisted living or something like that. They're making it accessible where a family member can live in a dwelling like this and also be able to take care of them when they get older and unable to take care of themselves. This program is unique. It's a partnership between Habitat for Humanity and senior homeowners to build them an accessory dwelling unit, sometimes called the granny unit. And that allows them to either downsize into a smaller unit and then they can rent out their main house. And that allows them to stay in their neighborhood, keep their garden, keep all of their neighbors and their friends and their support network. So that's just, my audio keeps going out. That's just a little taste of the video, but we're really proud of the program and the impact that it has on the community. And some of you may have recognized Brenda, which is great too. And some of these are nodding at me and from our public works department. So it's great to have that right here at home as well. So the next, I've had a lot of questions and feedback on our affordable housing trust fund. So I wanted to take just a minute to highlight this. And again, I have a lot of detail here. We don't need to go into all of them now unless there are questions. But I'm available to go into detail on this later with any council member's request. So where do these funds come from in our affordable housing trust fund? And it's actually a variety of sources. The main sources and some of the larger infusions have been through loans or grants from the former RDA. We've had two major state grants over the years. One was in 2008 where there's a state grant matching program that's an affordable housing trust fund at the state level program. And you have to have funding as a match to be able to receive it, which we did in 2008. And there's another round recently with SB3 that was just passed last November. And so we do want to be able to apply for those grant funds and we need the match in order to get the funding. So we are projecting that for next year and I'll show you in a second. The other source of revenue that we have in 2014, you'll see that green area. That's actually when we sold 2030 North Pacific. And we actually own those units originally as a negotiation for their inclusionary. So we actually took two units in lieu of the inclusionary. And we since sold them, we initially rented them out as affordable units. And then we sold them and put the money into the affordable housing trust fund. So that's the spike you see in 2014. In this current year, the funding that you see in blue on the far right hand side of your screen is actually the inclusionary fees, the in lieu fees paid by a 555 Pacific. So those are the major sources. And sometimes it's hard to predict that we have sort of a moving target of when development goes through. And if they are paying in lieu fees, which is under our Muni code as a legal alternative to providing units in site, then those funds go into this fund and I'll go into a little bit of how we budget those and how we do spend those. Looking out ahead for the next few years, this 2021 that the bar you see in pink is an anticipation of being able to apply for the state funding that is coming up. We do need to have a minimum balance of a million in grant funds if we want to secure a million. There's the potential for it to go up to two million, which would mean that we would need to have two million in funds, which we don't currently have in reserve right now, so it's something for us to discuss later. Once the notice of funding ability comes out, we can come back to you and have a discussion about how we want to move forward on that. In regular annual revenue that we have coming in, it's roughly a little under 200,000. 150,000 of that is rent revenue from one unit that we have on River Street, which is actually a unit that we purchase to maintain affordability. And we have rental revenue coming in that and it goes in this fund. And then the area in green is roughly some development fees estimated that we've been giving annually. And it's related specifically to what we know we will be getting is about 46,000 a year, which is part of the agreement for 555 Pacific. So at a minimum, we'll have roughly 200,000 coming in and the Affordable Housing Trust Fund each year until 2032. Meanwhile, there'll be other projects that will come forward that likely may opt to pay in Luffy's, and then that will be reflected here as well. So how are funds used? We do have current Affordable Housing Trust Fund commitments. This is just for this fiscal year. I went over earlier, overall, from the Affordable Housing Trust Fund. We've actually funded 1.3 million out of the Affordable Housing Trust Fund for Water Street. But this year we have the remaining funding, it was roughly just under 36,000. We also have a estimate of a gap financing that was requested that we've previously committed roughly of 325,000 for 350 Ocean Street, a placeholder for Pacific Station of 150,000, and the two ADUs currently from my home, which is roughly totals about 662,000. Additionally, we have program commitments that we fund out of the Affordable Housing Trust Fund. We have the Landlord Incentive Program, which we recently came to council to do a slight amendment to that, a program to allow it to be open to more landlords within the program. That's a commitment roughly of about 22,000 a year. We have the Inclusionary Housing Affordability Preservation Program of 24,000 commitment. And that program, largely, we've purchased one unit through that program, which is to preserve an inclusionary housing units which are at risk of losing affordability. Is that we then have the opportunity to go in and try to maintain affordability. And that's similar to the Riverfront Apartment Fund, which is, we've made an agreement with them a number of years ago for them to maintain their affordability on those units beyond their initial commitment in exchange for doing ADA improvements at roughly 10,000 a year. So it's a pretty good deal for the units that are in that project. And then additionally, we have some small amount of funds for administration for the projects and the programs that go forward. And that is roughly proportionate to the projects that actually go forwards each year. And then we do have some debt, and we're holding this debt. We're not paying it right now. But it is debt that at some point we will need to address. And that's the former RDA debt of half a million and the, which we actually used to seed funding for the Affordable Housing Trust Fund at a point in order to get the state grant match and the Red Cross Earthquake Fund of 250,000. So all together, when you look at the overall balance of 2.7 million, we have existing commitments of 1.5. Remaining uncommitted funds is 1.2 million. We would like to recommend reserving that at minimum 1 million so that we could apply for the state grant funds to match, which gives us an available balance right now of 229. Which could fluctuate depending on the NOFA from the state of how much is actually available to apply for state grant funds. With that, I will quickly go to asset development and property management. This is just a highlight. We, through the over the 100 sites that we manage across the city that includes 22 cafe extensions and parklets, we bring in 2.5 million in general fund annual revenues. That's not reflected in the beginning of our slides. We don't include that for our department, but it's just important to recognize the amount of funding that does come into the general fund from the leases that we manage as part of this department. Overall responsibilities of this division are lease management, project management, leveraged investment, real estate transactions, and tenant marketing. We do work also on behalf of some of the other departments right away acquisition. For example, Highway 1-9, some of the process that we go through that. And just property disposition of city assets as well. Sky Park would be another example of that. Spotlight on the municipal wharf. This is a project that we collaborate with both Parks and Rec and our public works across the area. But we do manage the leases on the wharf and manage the overall property. The majority of the property is owned by the city. There's a couple long term leases where the property reverts to the city at the end of their lease term. But we do manage those and it's something we take a lot of pride in. And highlights on the wharf, roughly 2 million visitors each year, 30 million in annual sales, 25 businesses, 2 million in city revenues are returned from the leases on the wharf and over 400 jobs are employed at the wharf. Briefly on infrastructure and development, I'll just highlight a few slides on a couple of these. I'll just mention the Tannery Art Center here. I don't have another slide for there, but that is a major project. And you can see from the previous one, here's another picture of it. That is a project that the city former redevelopment agency, the city owns the eight acre campus. We contract with a long term ground lease with art space to manage the housing on the site. And additionally, we subcontract currently the management of the 27 commercial tenants. So we're in the process and that's something that'll likely be back to you before to the end of the year of working with art space. I'm possibly having the city manage those commercial leases locally. We also have direct leases with the arts council and the Crone House and with the Jewel Theater Company for the Colligan Theater at the Tannery. So those some of the things that are coming up next year is we're in the process of doing a sculpture garden through our arts program. And we need to determine the final phase of the project development with art space. That is a part of our original disposition and development agreement. Wayfinding, fabrication installation is coming. We have the plans and specs engineering done and it's going out to bid and we anticipate working around sort of the main tour season and starting installation in fall of 2019, which is really exciting. This is a city wide wayfinding program. Downtown refresh, as you can see on the side, this is a plan and development. This is looking at the downtown, the infrastructure, the improvements that are needed, looking to see where we can have some efficiencies. We have some funding set aside from the former RDA bonds as well to do some overall beautification, streetscape improvements, street furniture, street trees, things like of that nature. But we're doing an overall assessment currently of the downtown conditions and then we're going to come forward for council consideration of a recommended program to move forward. Worf master plan, I just want to show of an old rendering. And we'll just mention what's important about the Worf master plan. We've been on hold for some time just with other priorities at the city. But we do need to move the plan forward and finish the EIR in order to do a number of projects. Whether it's the full master plan as envisioned originally through the master plan. In order to secure state grants and other federal funding, we do need to have a master plan in place. Coastal commission has requested that we finalize the master plan. We have a public works plan as well and some of these are contingent upon us having an approved program going forward. So that is an important element for us. And then the trolley, all electric by the 2020 trolley season. We're showing this nostalgic photo of our much loved trolley because it's on its last legs. You will see it this season. As some of you may recall, we had two trolleys, we're now using the parts from one historic trolley to keep the other one going. We do love it, people enjoy riding it, but we are going all electric. We received a grant this past year from the Monterey Bay Unified Air Pollution Control District Board to purchase the additional trolleys for two electric trolleys. So you'll see those next season, not this coming season. We're in the process of finalizing that. So you will see this trolley this season on major weekends, all weekends and major holidays this summer from noon to eight. Briefly, Pacific Station. This is 100 give or take maybe more affordable housing units in our downtown. And this is a project in conjunction with the Metro, but we do have a plan A and a plan B and I'll just briefly mention that. The vision for Pacific Station is that we're creating critically needed affordable housing for our region. This is a partnership with Santa Cruz Community Health Center in Diantis. And so we'll be providing high quality health and dental care for underserved children and adults in our community as part of this project. As well as some improvements to a safe, efficient, attractive public transit hub with amenities and modern technology. The idea is to completely renovate the streetscape and make it very pedestrian friendly and vibrant on lower Pacific Avenue while creating affordable housing units and a new Paseo that connects to the riverfront in downtown. This is a layout of the current Metro site and what you see in sort of that orange hatched is the area that is our plan A. Of where we could develop and really activate the street front with a mixed use housing project. And that got off. So site A is that lower, site B is where you see the blue city owned site. The potential acquisition and green and the yellow area that's recently was dedicated to the city. So if we're unable to work out the details on the site relocation with Metro, we do have a site B assemblage that we're working on as well. Just to make sure as we're looking with Metro on how this would work, this is just a massing study so you can see the project. And this is a layout for the corridor to make sure that it would work for the double loaded for the affordable housing. And with that, I will turn it over to Rebecca Unett who's going to talk about business support. And then we'll conclude with an arts program presentation by Beth Tobi. Good evening, Rebecca Unett, I'm business liaison for the city. We do business support in a variety of ways. And my team is an economic development coordinator and our temporary downtown liaison. Just to provide some highlights of our activities over the past few years, we had 600 contacts with businesses in FY 2018. And that comes through walk-ins, phone calls, emails, and the business visits and outreach that we do. We were able to provide $50,000 in facade and commercial signage grants in fiscal year 2018. And that helped five businesses beautify their store front. We also facilitated $300,000 in our gross Santa Cruz loan fund in 2016 to be able to support Santa Cruz Millworks expansion in Harvey West and Kefe Compasino owner Dina who's pictured here, who was able to open her full scale restaurant Jaguar on Soquel Avenue. And then we also welcome 228 new businesses to the city through a welcome packet and a letter signed by the mayor and Bonnie with information about resources to grow their business. So one of our major programs is the facade improvement program. And it's definitely more than just a fresh coat of paint. One of our success stories is Alejandro from Dela Hacienda, Takaria. We did this project in, it was completed in 2016. Amanda actually managed this program, this project. And he was able to report to us that his sales dramatically increased after the success of this project. And we gave him a $12,000 grant to make a huge transformation. So we have found huge success with this program. And we also added our commercial signage grant program in 2015 to create a little bit lower barrier to entry and another impact. And then this year we did significant outreach. We switched to a call to applications and worked with Peter B.C.A., our community liaison to do some targeted outreach to our Spanish speaking community and really try to get those grants into the folks' hands who need it the most. So just to cover one of our other core services business liaison, so that is myself and this position was created last year and I was grateful to be promoted into this role. And so I like to characterize my services in four major areas. I provide one-on-one support to businesses. I do collaboration, marketing and promotion and celebration. In fiscal year 2018, I was able to assist over 120 businesses. And I also like to point out that 84% of our businesses in the city of Santa Cruz have nine or fewer employees. So I'm really working with small businesses, local businesses, and able to make a big impact and see their successes in the community. An example of the efforts that I do, we do one-on-one support or four-on-one support like last Friday when we helped David Torres of La Montaña, Taqueria get his ABC licensing notification out. We really pulled the team together to help him. And I do that also, I handle one-on-one with people to help them understand the process. I coordinate with the different departments, largely with planning and sort of work on creating a checklist for people because oftentimes they'll come in and they will have never been to City Hall or never started a business. And so they really need that friendly face and someone who can translate the technical aspects to them and help them through what can be sort of a scary process. Collaboration, I really work on being the person who knows all the resources that are out there and can connect the dots for people. We coordinate events, we partner with the Small Business Development Center and other technical assistance providers to make sure that our business community has the tools that they need to be successful. And then marketing and promotion, we do that through a variety of things. But we like to tell the stories of our local businesses to the community and we like to support our business community through specific events, such as last year's Alliance of Women Entrepreneurs launch event that happened in the downtown that we were able to support. And then celebration, which is really the best part of the job. Being able to celebrate either getting a building permit to start construction or we've been cutting all hands workshop that happened last Friday as well. And the kind people's grand opening that Bonnie attended on Saturday. This is really the fun part of being able to share in the success and knowing that we're able to help them and that they're going to be able to contribute to our community. And then just a brief overview, our downtown liaison position that we added. Candace Elliott is filling that role for us and she's really focused on being a point of contact in the downtown to connect stakeholders and work on some of the initiatives that we're really focused on in keeping our downtown vibrant. And I'll hand it over to Beth. Good evening, Mayor and City Council. I'm Beth Tobi, I'm the City Arts Manager. And this is a photo of our third round of scrap, the Santa Cruz Recycled Art Program that was held at Radius Gallery. And our next round is coming up in December, it's going to be at the Blitzer Gallery. So we have five ongoing programs in City Arts Scrap, the Santa Cruz Recycled Art Program. Which is a great collaboration with Public Works. Our Sculptor Program, which is our downtown rotating collection of sculptures. Graphic traffic, which is our signal box art, our mural slash mural matching grant. And just completed last year is a real trail arts master plan which will be implementing over the coming years. We have currently 79 public artworks in our collection. Between the fiscal year 17 and 19, we created 16 new artworks. We had three conservation projects. We gave out four mural matching grants, and we gave out nine cultural festival sponsorships. Our major ongoing initiatives are centered around equity, inclusivity, and environmental justice. This is something we've been working on for the last two years. We brought in a cultural equity expert. We've had two retreats with the Arts Commission. We're working on a policy statement. We're working on a resource guide and focusing just that lens on how do we make all of our projects and programs equitable, inclusive, and environmentally sustainable. And then the Rail Trail Arts Master Plan will be implemented as funding allows for art along the rail trail and again the scrap. And then another initiative started up this year is the artist meetups. And these have really been a collaboration between the City Art League and the Arts Council of Santa Cruz County and they're focused on giving artists ability to network but also professional development skills. So training, how do you get your art in the gallery? How do you do social media? Things like that. And we've had a great turnout at those. And in the vein of equity and inclusivity, we really love this project that we worked on with the Diversity Center. They came to us with this idea and then we ended up funding them for, and they wanted a wall. They needed a wall. So we let them do this mural at the Loudon Nelson Center and they made a great video that I'd like to show. I think create this mural. It's my community. This project has personally been so important to me.  Me personally. I feel so connected to the people that I've seen it at with. In the Santa Cruz area, I didn't feel accepted as much. But the people's great spirits about the mural made me feel more of a part of this town. As a queer Latinx young adult who grew up in this community, I have experienced lots of injustice in spaces that the youth have the power to change and just the factors that we know. I like that it projects our optimistic vision while not letting go of the parts of our history that maybe aren't so beautiful or easy to talk about. The bridge to intersectionality resembles the healing we must do to create a co-existing, interwoven, genderless world. I rarely feel like it made a difference. Not only for just the people that are going to see it from that everyday life passing by and seeing the underlying messages. I hope that every time someone sees this mural, they can smile and remember that together we can make change. Just the visibility of this artwork is such an important part of starting a dialogue with young people about how they believe they can improve and influence our community. But as much as we have changed for the better, our society still needs to continue working towards our goal of equal rights for all. Many people pass by this mural every day, which reminds us that we have come a long way, but that we still need to continue fighting for equality. I am hopeful that I will be able to grow up seeing this piece of art inspiring the minds of my generation to move forward and stay strong in our march towards a more perfect world. We as community together in supporting queer youth and art is a way to do that. Now more than ever it's easy to say we have a bleak future, but I've seen the kind of people, especially the youth who are dedicated to driving us towards the future we painted. And I really hope that everyone can benefit and find joy and find peace in this story. This is just such a beautiful gift for the community. That's it. Thank you. What a lovely note to end on. Thank you very much for your presentation. Do you have another mural project? Let us know. I love it. I love it. Baby, keep us posted on the mural project. I want to go out and paint. Well, actually, if you didn't see the email about the GoFundMe for the project that Taylor Reinold is doing in collaboration with Bayview Elementary, I'll send it out again. But they are still fundraising for it. But that whole wall along Mission Street is going to have a gorgeous ocean conservation theme mural on it. Well, I'll look forward to when the dates are set to participate. Please do feel free to resend that. Thank you for your presentation any other time and thought you went into putting this PowerPoint together. I'll go ahead and ask the council if there are any questions of our economic development team doing a whole bunch of work in our community at this time. Councilmember Brown. I don't really have any questions at the moment, but I just did want to take the opportunity to send a big note of kudos and gratitude for all the work you do. It's kind of amazing to see all of the amazing things that can be done with limited resources and the way that you all leverage outside resources and kind of make these things happen and put it all together continues to astound me. I just really appreciate it all, particularly as we know with the end of redevelopment. And so I just want to take this opportunity to say thank you and thanks for the presentation. Thank you. Thank you, Councilmember Brown. And I know Councilmember Myers had some questions and then a Vice Mayor come in. Quick comments too. I just also want to double exclamation mark on Bonnie's comment in regards to the legislation moving forward at the state level. And thank you also Councilmember Brown for moving that forward. It's really steep. Team, team, team effort. Very important and hopefully fingers crossed. Okay, Councilmember Myers. Yeah, I just wanted to thank you for the presentation. One thing I would love to kind of understand more is we see the sales tax numbers from our businesses, but it's hard to know is that all costs go or is it the 300, 400 plus small businesses with nine. So I mean, putting your work in the context of how important your department is to actually creating a budget for the general fund and the things that we're going to get into in the next couple weeks. I think it's really important for all of us as council members but also for our community to understand that you're key to that success. And so I don't know how we translate that into a number, but I think you're instrumental in that and I'd love to see you kind of promote that part of your outcomes as well. My family started a business downtown about two years ago. I think they're coming up on their third anniversary this summer. I know that they've really enjoyed advice from your department and so I really think, I know from personal experience that I think my sister-in-law would probably have hair my color if it wasn't for you guys. So I know that what you do to help people start businesses is very, very important. So I just want to thank you for that. And then I had a question for Beth actually, way back in the day, 20 plus years ago now when we wrote the San Lorenzo Urban River Plan, we hired a very famous public art person named Buster Simpson to also write a public art master plan for the Riverwalk. And I'm just curious if that still stays on the shelf and sort of if we can look at that as a public space, maybe in our planning coming up and just curious where we're at with that. Yeah, that's a great question. I was given the hard copy version of that when I started because it wasn't even an electronic version at that point. Actually, tomorrow we're having a cross department meeting to talk about some state grants that we can apply for. And one would be for amenities along the Riverwalk, which would include public art. So, fingers crossed that we'll have funding to be able to do something to enhance the Riverwalk in that regard. Yes, I have seen the plan and there were a few good ideas in there, so we might resurrect a few. I have a giant steel head that Buster made for me hanging in my backyard, signed by him. And I have also met Buster, he is very famous, yes. He's a character. Okay, great, yeah, I'd love to hear more about that maybe in the future. Thank you. Thank you. Vice Mayor, come in. Thank you for the presentation and just a couple questions. One was, could you explain the Landlord Incentive Program a little bit further? Sure, so it's a program that is run by the Housing Authority. And I can actually forward to you the staff report that we brought forward. I think it was like probably month, month and a half ago about the amendment that we did to it. But basically, it's funding that's available. We leverage the 22,000 into the program so that they can provide an incentive. It's basically like an extra security deposit. It reduces the risk for landlords to really incentivize them to accept Section 8 vouchers into the program. So it's just sort of like a risk mitigation fund in effect. And so it's been really helpful. I have stats that I had when I came to council last time of how impactful the program is and what the success of the program is was just a little bit of leveraging and being able to influence positively landlords to both start in the program and accept Section 8 vouchers, but as well as to stay in the program. Because if they've had a bad experience, sometimes they leave the program. But with this extra sort of fund that's available for security deposits and risk mitigation, they often will stay in even with one experience. Thank you. And then the other question with regards to business support. So if somebody was interested in starting their own small business, could they just come in? And can you just clarify what are some of the resources, like are there financial resources in addition to staff time? Sure, yeah, so businesses are welcome to contact me directly and I can walk them through all of the steps of the process that might relate to their specific business. I'll usually refer people to the planning department for their business license and zoning clearance. They need a building permit, I refer them there as well. And then in terms of financing resources, we have a gross Santa Cruz microloan program that we facilitate with a group called National Development Council. And then the Small Business Development Center provides one on one confidential mentoring for business structure, financing resources, marketing plans, and a variety of other things. So I'd be happy to meet with them and just compile a whole list together of the resources we have and get them pointed in the right direction. Great, thank you. All right, any further questions? Just so many small successes.  And just a point and Donna asked about taxes and some of what you do is tax generating and some of it is job generating and they're not always the same thing. But they're all important. Absolutely, absolutely. And Rebecca, if someone just has a snag, can you be kind of a hand holder for them? Absolutely. Okay, I have a couple, I have a couple with the planning department. So the planning department and I work really closely together. I see my role as really being able to translate for people. And I can spend a bit more time, our planning staff is fully loaded. And so I like to be able to provide extra time to be able to explain things to them. Sometimes it's just a miscommunication about what's happening. And so I'm able to sort of clarify those two things and try to get them going forward. And just a comment, I know you do the little, oh, the videos on the website.  Newspaper, this, that, and the other. Again, broken record, but we don't tell our own story well enough. So something we're always working on. I know, but it's so rich with material. Yeah, thank you. Thank you. And before we conclude completely, I want to remember that this is also an opportunity for public comment. Was there any member of the community that wanted to speak to us on this presentation item of economic development? Okay, seeing none, we'll go ahead and return it. And then we have one last question by Council Member Mayer. I just think it's important for our community just, I just want to ask you. I know we talked about the downtown area and your work there. But I'm assuming that you also provide support to sort of the outer west side manufacturing slash growing biotech, slash crazy food and all kinds of cool things as well as the Soquel corridor as well. Yeah, the entire city. Okay. Great, thank you very much. Okay, have a good night. And we'll go ahead and invite up our second presentation from Planning. And we have Lee Butler here, our Planning Director to present. And his colleague. Good evening, Mayor and Council Members. I am Lee Butler. I'm the Director of Planning and Community Development. And I'm very pleased to present our department update for you this evening. We've got a number of folks here with us that I'd like to introduce for you. Alex Corey is our Assistant Director. And we have here Sarah Fleming manages our Advanced Planning Division. Laura Landry manages our Code Enforcement and Rental Inspection. Sarah De Leon oversees our administration. And Eric Marlatt oversees our current planning. And I believe Mark Ellis is also going to join us shortly. He oversees our Building Division and is our Chief Building Official. So our department exists because we all want and deserve a safe built environment. We want buildings that stand up in earthquakes. We want electrical work that doesn't shock people or start fires. We want a healthy indoor air quality. We want concerns that we express about safety or hazards to be addressed. We all want and deserve an aesthetically pleasing built environment and a clean healthy natural environment. We all want and deserve access to the coast and to our parks and recreation areas. And we all want a bright future for our children and for all of the future generation here in Santa Cruz. And our department's job is to help make these things happen in coordination with many others here in the city. Our mission is to enhance the quality of life, safety and civic pride for our community by providing land use and development guidance through responsive, respectful and efficient public service. So this is something that really captures all of the five divisions in our department and the work that they do. We represent about 7% of the overall general fund. And most of our expenses go towards personnel. You can see that we do have various other expenses. Typically consultants but also materials. We have a fair amount of publishing costs and printing costs with all the notices that we do for public hearings and so forth. We have a, oops, there's a little bit of overlap there. Sorry, our fiscal year 2020 request is about 7.6 million. And the majority that is coming from building in safety with roughly equivalent components for the other divisions with the combined code and rental slightly less. And then revenue, when you look at the overview there that matches up. Most of our revenue comes in through building, but we also get revenue from current planning and advanced planning as well. Also through our rental inspection and we've got a special green building fund as well as some other smaller revenue sources. The revenue that we get from development supports not only planning and building as you would expect, but also other departments. So parks and recreation, public works, water. These are actual breakdowns of fees and they're for the entire development process that these specific projects went through. So you can see that in residential projects, for example, there are significant percentages that go to parks and recreation to fund new parks facilities. We serve a wide variety of customers, current and future residents, homeowners, renters, the development industry, architects, engineers, contractors, visitors, the able-bodied and those with disabilities. We really have everyone in mind when we are implementing policies or creating policies, we try to take a broad scope that looks at our entire community. Here is our organizational chart. We've got the five divisions outlined or identified along the top there, and you can see the distribution of staff within each of those. And you can see 37 and a half full-time employees throughout the department. And I'm going to jump into what each of the divisions does now. So in administration, they are typically the first point of contact for a customer. They get our customers to the right people if they don't know where they're going. They usually call our main line and then our administration staff helps them. They also support four hearing bodies, the Zoning Administrator, the Planning Commission, the Historic Preservation Commission and our Building Board of Appeals. And they do cash hearing not only for planning and building and code as you would expect, but also they take in business license revenue and various other taxes that we have in the city such as and rental payments as well for city-owned facilities. They also help and really oversee a lot of our record management work. So some of the stats for them, we implemented at the beginning of this calendar year, so from January 1st through March of this year, our admin team answered almost 4,000 calls in those three months. Since the beginning of this fiscal year, they've digitized nearly 9,000 files and responded to 323 public records requests. Those public records requests sometimes are very time consuming and they're not cost recovery. So we oftentimes, I spent more hours than I would have liked to just recently on a public records request and it wasn't just me when those requests come in, our entire team ends up digging through emails, sorting through files, getting that information ready to go out. And our teams mailed over 6,000 postcards just this fiscal year. And they've staffed 96 public hearing items at the various commissions. A couple of things here before and after, when we're imaging those records, they make them more accessible for us and for the public so we can cut down on some of those public records act requests. It also builds in capacity in terms of space and our offices. So it is really important that we've got a dedicated team working at clearing out all those file cabinets and boxes that can readily pile up. Our admin team also helps to improve our website. And a couple of things that I wanted to point out for the council. The left image at the bottom right, we now have the ability for people to sign up for any community meetings that planning department is holding. So previously you may not even be notified about a community meeting depending on where you're located. And if you wanna know about all of them, you can just easily sign up for e-notify and get on that email list. As well as planning commission or zoning administrator and so forth. We've also implemented on the right side substantial amounts of additional information on our website about projects that we have going on. So each of those significant projects up top, you can click on those and see the actual plan sets that we have that we're reviewing. So all of that information is available for the public. You can also comment right there on the website. So we are really facilitating public participation by someone going on there. They can check out the plans and they can add a comment and right there they'll get emailed to the project manager, making it really easy. There's also additional information for some of the other projects as you can see starting at the bottom there. We're just really trying to expand the information that we have online. Code has done that as well with a flow chart that explains the process. And various timelines associated with the different categories of complaints that come in. So moving on to code, code really protects the public health safety and quality of life of our residents and they maintain and help to enhance the housing stock that we have in our community. When we're talking about the social equity efforts of our department, code is really huge in protecting the most vulnerable members of our community. The folks that can't necessarily speak up to their landlords because they are fearful about the potential repercussions. Our code team and rental inspection team goes into these places and make sure that they have the same quality of health and safety standards being met in their housing. And I'd like to share just something, some excerpts from a letter that we got just earlier this month and something that's not unique. But this individual thanked us for the professional handling and said that they were beside themselves with the concern for the living conditions with hot water heaters and heaters working off and on mostly off, they say, during the last ten years. Yet the tenants were paying $2,000 a month to live there. And the person was afraid that the families would be turned out of the home. It's something that we've heard in many of the conversations we've had with the community.  You respectfully inspected the units and interacted with tenants in a meaningful manner to secure their own safety in the home. You demonstrate a caring attitude, perseverance, at the same time, managed to give tenants a personal dignity we all crave.  We did redact some information to protect identities here. Moving on to some of the stats for code compliance. For these statistics, we are talking about eight months. So July 1st through the end of February, so two-thirds of the year. They've completed over 3,300 inspections, opened 411 code cases and closed 488. There are 126 accessory dwelling units either in process or complete for the legalization efforts. There have been six citations that have been issued. We have had to issue 16 orders to vacate and I want to specify that we don't take this lightly at all. This is only when there are very significant life safety issues that need to be addressed. They're gas leaks, for example, or very significant issues that, structural stability that are imminent threats. So of those 16, 13 were either already vacant or they were owner occupied or the tenant was able to move to another place. So perhaps there was an illegal addition onto the back that was unsafe for occupancy they could move into the main house, for example. There were three orders to vacate where the tenants actually had to relocate and it wasn't an owner occupant. And we've also completed four neighborhood cleanups. Those are the CDBG funded cleanups from the lower ocean and the beach flats neighborhoods that we conduct and literally collect tons and tons of debris at each of those. They're always welcome events in the community. Again, with statistics from July 1st through the end of February, so eight months, some of these are city-wide, so over 5,500 rental parcels, over 1,100 rental units. And during that eight months for the rental inspection we've conducted over 2,600 inspections. During the course since 2011, there have been 300 units that have been identified that are unpermitted. We have about 450 units in the queue. I talked about the 2026 or so that we're working on, which I'll get to in a second. But we have 30 that were legalized before the April 2017 implementation of a formal legalization program. And we have 126 of the 450 units, so roughly 27% are in process. And you can see here that some of those units, sometimes that does result in removal of those units from the market. Oftentimes there are costs associated with that. Sometimes there are zoning or general plan barriers to that. And so a big chunk of those 15 units removed are either the costs associated with it, or there are regulatory barriers. And one of the directions that we have from the council is to evaluate those regulatory barriers and see how we can help to get more of those units online. You can see we've legalized 18. We've issued permits for 12 and plans submitted for 27. So a big chunk of those are making substantial progress towards the legalization. And we really seek to hold people's hands in this. Oftentimes maybe they purchased the property and it was existing there. And they haven't done development before, so they haven't been through this process. So it is something that we really try to work closely with those homeowners on to try and legalize as many units as we possibly can. That is the objective. One, keep people in the units if they're not legal as long as they're safe. And two, to then move them towards the legalization process. You can see here that we've got rental properties, registered rental properties spread throughout the city. And we have our 719 code cases spread throughout the city. And then some of the community-based code compliance, we mentioned the community cleanups and the UCSC Housing Fair here had 500 plus students and were out at neighborhood association meetings and various other outreach efforts to get the word out. Moving on to current planning. Our current planning team reviews permits and projects to ensure consistency with the plans that the council has adopted. The general plan, the zoning ordinance, subdivision ordinances, as well as with state requirements, the Coastal Act, federal laws and state laws and so forth. They administer the historic preservation program. And they're often in front of either the Planning Commission or the council in presenting projects and consistency with those. Again, a wide variety of customers for the current planning division. And these stats are projected for the current fiscal year based on the numbers that we have to date. We're expecting to serve 3,400 customers at the counter to complete 420 plan checks, 400 zoning clearances, 318 short-term rental applications. That, I believe, is the number that we have currently. And so there may be some more that come in. But of course, when that program was implemented earlier this year, there was a big push. And then 200 discretionary applications and 22 projects reviewed under a new interdepartmental review meeting. And this has been a really nice improvement that everyone has seen a lot of value in. And when we have fairly significant projects, we bring all of the different reviewing parties into a single discussion. And the applicants are sometimes present, they're welcome to attend. What this does is it helps to iron out any discrepancies between different departments. So water department might say one thing, fire department might say another. And police might say another thing. And understanding those different perspectives and being able to deliver one voice of like, all right, well, let's figure out what the direction is from the city instead of from each department. That's part of the benefit of having these interdepartmental meetings. And the value has really been recognized both with the development community and with the individual departments. Public outreach is a big part of the current planning division's work. Since the recently adopted community outreach policy was put in place, there have been seven projects reviewed. There are a few of them up here on the screen. Seven projects reviewed at community meetings held under that community outreach policy, so expanded notification ranges. And information available on the website and invitations to people throughout the community. Another big component of the current planning division is reviewing projects to increase the housing stock. You can see here all of these have significant housing components. And over the last fiscal year, there have been 250 multifamily units entitled through the current planning division. And of course, a lot of others have single family and ADUs and so forth. The current planning division also works closely with our advanced planning division and through their project review to promote natural and cultural resource management. One of the things that they put together in coordination with the Sierra Club and the Audubon constituents here is bird friendly design measures. And you can see that in the fritting on the glass here. So new developments that come forward now if they're adjacent to open spaces will have conditions on them to help protect birds. There have been a number of projects with repairing restoration. Nearly all of our projects have some elements of greenhouse gas reduction. And then through site design and the California Environmental Quality Act review, there's also natural and cultural resource management that occurs through our current planning team. Moving on to building and safety. The building and safety division really seeks to ensure that we have a safe, built environment for our residents and for our visitors. When you look at the codes here, our building official often says it's legislation by disaster. And so every time there's an earthquake, every time there's a fire, they say, hey, let's do things better. Let's put in protections so that the next time there isn't so much property loss or there isn't so much loss of life. And you can see that now going from a skinny book back in 1926 to a few volumes in 85 and now several thousand pages of codes that our building division implements. And so they review plans and inspect construction to ensure the minimum requirements of these codes are in place to safeguard public health, safety, and general welfare. They look at structural strength, means of egress, stability, sanitation, light and ventilation, energy conservation, safety to life and property from fire and other hazards, and also safety for first responders and emergencies so that when they're going into buildings that they are safe as well. Some of the examples, obviously ADUs are a big one, making sure that ADUs are safe. And the top left there and the bottom left, the electrical safety is a big one, earthquake resistant construction. We've got the in the middle top there are the Shot Creek panels. Those are actually test panels that were put in. And we recently had two different construction projects that proposed Shot Creek and they went out and put in these test panels and we did some special testing on that. And for one of them, they were allowed to proceed. And the other one, they actually didn't pass the correct strength provisions. And so they didn't meet the requirements and they had to go back to port and place concrete. And so that's part of what we're doing out there in the field is we've got our inspectors out making sure that not only did the plan specify what needs to be done, but their tests that are being done to ensure that the standards in the plans are being translated out into the field. On the bottom there, we have underpinning that's shown. Also, shoring will occur when we're looking at protecting adjacent buildings during construction. This is at 1547 Pacific. And then we are building division reviews accessibility requirements. They also do emergency response. So you can see on the top or the middle picture on the right there, a car hit this structure and they come out and evaluate what portions of the structure are safe to occupy and which portions are not. And then when fires or other disasters occur, they come out and make sure that the structure that is remaining is safe or they say, all right, certain portions need to be taken down. There's direct inspections that occur to evaluate the structural stability and safety in those instances. Some of the numbers, these are the 2018 calendar year. So this is a full year, but it's a 2018 calendar year. So about 6,500 customers that we served at the calendar, 10 and a half minute average wait time and 90% served under 30 minutes. They completed 3,400 building permit and plan reviews, 1,900 permit applications accepted, 1,600 issued, 190 housing units permitted and nearly 9,000 inspections. So it's a busy group out there. Also as part of our building division, we have our green building group and you can see Kurt Hurley in the picture there inspecting some cooling units. That's on the top of Costco. And this, we have really strong green building standards in the state of California, perhaps the strongest, definitely one of the strongest set of green building standards in the nation. And our green building code goes above and beyond that. And so we have always been leaders in this. We had green building standards in place before the state did and it brings a wide variety of benefits reduced energy and water use and improved human health for occupants of buildings. And so we're really proud of the work that we do with our green building program. Moving on to advanced planning. They have brought so far this fiscal year, seven significant ordinance or policy updates forward. I'm sure you'll recall most, if not all of these accessory dwelling units, relocation assistance for displaced tenants, the community outreach policy. They put together the short-term rental licensing process following the short-term rentals to get those permits together. Two cannabis ordinance updates and then others that came to you earlier today. Parking standards have been updated to lots of different updates from our advanced planning team. And I wanted to provide some snapshots of the work plan so that you all understand sort of the approach that we use. This is a portion of the work plan for things that we've completed this fiscal year. And we keep track of all the pending items and completed items. And you can see some of them that have been just complete here. Some of the things like accessory dwelling units you won't see on here. We got through part of those, but we've also, it's still in the queue because we've got direction from council to come back and do some additional evaluations. But we also have a number of things you can see down here with EFGHI council direction. So every time we take council direction and every time there's a recommendation, it does, it competes with the other things that we have on our list. So let's talk about that list a little bit. In our general plan, there are 420 action items that are planning related and most of those, the advanced planning team. And some of those are cross-referenced and they complement one another. But still, if you're talking 300 or 350, that's still a lot of different recommendations. And you can see some of, there's some really big ones. There are 10 plan updates, the Seabright Area Plan, the LCP updates. We've been working on updating our local coastal plan, our local coastal program. We still have, we're using the local coastal program from our old general plan. And so we've been looking at updating that and we've been working for about two years, two plus years with consultants to get that done. And we're really trying to get that over the finish line but there are competing priorities. And so that's something that we're really trying to prioritize and get over the hump, particularly because as we keep reviewing it, new things come along and so we're having to go back. As you can imagine, things that were done two years ago, even in the realm of sea level rise and climate change, we need to continue updating those things. And then the Beach South of Laurel Plan is another, we've got 10 new plans called for in the general plan 16 zoning ordinance updates called for in the general plan plus nine additional ones that we've identified that are on our list. So a lot of different things just in the general plan. We also have about 70% of the recommendations from the housing blueprint subcommittee that came from council. About 70% of those are 28 or so are in our advanced planning division. And many of those are things that have been done or that are underway, but there are also some really significant ones that we still need to work on that can really make a difference in producing housing or protecting housing in our community. So some of those are listed here, the Ocean Street rezoning, the enhanced state density bonus ordinance, which is something that could really promote additional affordable housing, something that the county's done and something that we would like to implement to promote additional affordable housing. Parking ordinance updates, legalization of unpermitted dwelling units, which dovetails with the legalization program, additional ADU direction that we've gotten from the council, and then encouraging a variety of housing types. So all of those things are still in the pipeline and still direction and some of the priority items that we still need to continue to work on. This is just a sample of the things that we have for this fiscal year and how we track those. And so all of these things are things that we have intended to work on, but we don't always get to work on those because other priorities do come up. And so it's constantly shifting. Another set of things, and you can see the prior was sort of fiscal year 19 and then fiscal year 20 and some of those things will be shifting to fiscal year 2020. Moving on to sort of department-wide, those are many of the things, the future efforts from the Advanced Planning Division, moving on to department-wide. We continually, customer service is a real focus for our department. And you can see the picture here is the work in progress for our new customer service, our new public counter. And that'll allow us to help more customers. It's gonna provide a substantial amount of additional counter space. And so that'll be a great enhancement for the customer experience. And help us bring people out and not bring them back into our offices to help them, which we sometimes do now when we've got backups. Automation and website capabilities, we're trying to continue to expand online and electronic plans submittal we're gonna be working on and we have been working on. And then early communication with the community consistent with the council's outreach policy. We wanna maintain our established turnaround times. We've got a whole series of metrics that we look at. So in planning, we've got state mandated 30 day response times and building we have for certain projects a 10 working day response time or a 15 day working day response time. And so we've got all these standards to provide consistency and to provide a clear understanding with the development community and the general public of when we'll have responses to things. Yeah, I'm just gonna interrupt you for one second. I apologize, cause I don't think maybe you were in the room, but there was a kind of an interest in having our keep going. Okay, I just want to double check. We talked about having this sort of 10 o'clock, but as we're approaching it, I don't want to cut it short. And this is the last slide. Oh, you kidding? I'm sorry. So almost there. Turn around times, we want to make sure we're still meeting that service for our customers. And then code updates you talked about. We talked about the advanced planning. We also this year, every three years, there's a new building code cycle. And so the 2019 code adoptions will be coming to you later this year. And so with that, I am happy to entertain any questions. And I would just like to say that I am really, really proud of the great work that our team does. I mean, the folks in the audience here work tirelessly and really have worked not just this year, but every year in trying to promote the best interests of the overall community. So I want to thank them for the efforts that they put in day and day out. Thank you for that.  I just wanted to ensure that I was following the council consensus. I appreciate your passion. And that's one of the best things I think about these presentations. We have really the right people in the positions who know the work, really care deeply about the work. I know that is also the sentiment of your team. I appreciate your whole team being here to help us understand what you all do every day. And I know a lot ends up in your department in terms of the direction that the council has and just a lot of big issues. So thank you for all the work that you do for our city and for our council. We'll go ahead and see if there's council member questions, council member Brown. I know we said 10 o'clock, but if you can indulge for just to give an opportunity while staff is here and you came and you waited and you stayed. I just want to say thank you for the presentation. Thanks for all the work you do. On the slide where you mentioned the seven, as an accomplishment seven policy updates, I would just add, you could add, exhibited supreme, as an accomplishment, exhibited supreme patients with respect to delayed consideration of agenda items due to time constraints. And also some mixed messages from the council with respect to policy direction and priority. So thank you for bearing with us. We really do appreciate it. And I do have a question which can be answered later, but it occurred to me earlier in this morning in a meeting with constituents. I would like to get a sense and it doesn't have to be now, but an understanding of that with respect to like those 300 unpermitted units that were discovered. How that happens? I mean, I'm sure it happens in many different ways, but maybe like we can email with each other, I can call you and I'd like to understand that better and not take up too much time tonight. No, it's fine. I think we're, folks are fine with that. If you feel comfortable, I answer the question. Sure, right. So it happens in a variety of ways and I can invite up our code compliance manager to speak to it in more detail, but essentially, we'll go out and sometimes there are complaints. Sometimes there, we had several units recently, a individual complaint because there was a leak in their roof and their landlord wouldn't fix it and the ceiling actually collapsed and we went out there and there's an extension cord running to a shed and there was somebody living in the shed with no power other than the extension cord and a portable toilet that had been put outside or excuse me, it was a compost toilet that had been put outside. And so we found several units through that, through the complaint process. Other times it's, we go out for an inspection and there are areas of the property that have been converted and we look at it and we say, all right, this meets health and safety standards, you can stay here, but we're only showing one unit here and you've got three and so we put them into the queue and like I said, the 300 units was just from the rental inspection so there are 300 from the rental inspection. So that means there are about 160 that have been identified through complaints or through other code efforts. Anything you'd like to add, Laura? All right. Any other questions from council members at this time? Council Member Matthews. Sarah, the current schedule for the counter, I'll invite Sarah. Sarah is helping coordinate the efforts with Public Works and our building's team, so. I've ignored a slew of emails from them today about the update, preparing for this, but we've been looking at hopefully July, August, basically next fiscal year to open the counter. I have a lot of moving parts with staff moving and making sure they're set up properly before we start taking payments and plans in, so fingers crossed for the next fiscal year early. Big customer service improvement though. Absolutely, it will be a big enhancement to the cramped quarters that we currently have. Vice Mayor, coming. Started mentioning that you all are shifting over like automated form submissions. Like where are you all at with that process? I mean like in terms of the amount of paperwork that people usually have to do for different planning purposes and submissions, like I guess just out of curiosity, if that's like in the initial stages or are you kind of farther along? We are, I would say in the middle stages of that. We are testing a program that we have purchased called Blue Beam and really we need to integrate that into our procedure flow. It obviously has lots of benefits. It saves money because you're not having to print plans and obviously it's greener because you're not printing all that stuff but also it's more convenient. People can submit those at any time and they don't have to bring plans down when the counter's open and they don't have the GHG associated with driving all those down. So there are many benefits. Right now we're looking at rolling out some of the smaller ones. So looking at sort of the simple ones and testing those to learn with the bigger projects. So whether that's solar installations or water heaters, some of the easy things, let's test it with those. And so we've got some procedures outlined and our next step will be rolling out those tests with the small projects so that we can learn from that and then incorporate those changes and those learning experiences before we start bringing in some of the plansets that our building division has. There's hundreds of sheets and require five different departments to review and eight different divisions. And so let's start small and work out the kinks. So that's where we're at with that right now. And we hopefully within a short time for months we'll have those first sets rolled out. And the next. Yeah, I just wanted to thank you for the and for everybody to be here so late tonight. So thank you. I think it was great to, I'm glad you gave us such a kind of global look at the department. I think sometimes we think of the planning department as the department that's all about just development and debating the merits of development. And I think you're common at the opening, which is really about health, public health and safety in both homes as well as public facilities, offices, all of that is such an underappreciated thing that planners do. So I appreciated that. And I think also just your view in terms of the green, pushing people to think about green building and looking at those kinds of opportunities. So I think just the global look at the department that you gave us was very helpful to me and you guys do a lot of work with a small amount of money and not very many people. And so just want to appreciate the way that you presented it. I learned a lot. Thanks. I just have one quick question and then an acknowledgement. One is in regards to, and you referenced it in your presentation around the housing blueprint subcommittee recommendations and a lot of work to be done. But if I heard you correctly, a lot of that is sort of on pause. Is that seem accurate? Some of that is on pause. We're trying to move forward with those as expeditiously as possible. We have certainly had things come up that have pushed things back. So I don't necessarily want to say everything's on pause, but we have pushed back the timelines. For some of those things, the ADU, the additional ADU things that the council has directed. The rezoning of Ocean Street was one of the things that we had hoped to get done early this year. And as we were addressing some of the priorities of the council as the new council was seated, some of those things got pushed back because some of those work items came to our advanced planning division. And so we have pushed some of those back and we'll also be adjusting as the council sets their priorities, we will be responding to that accordingly and adjusting our work plan. So we're looking forward to that. We've got tons that we can be doing, but we also want to make sure that we're aligning with the vision that the council has and the priorities that the council has. So it's a balancing act because some of those things like the LCP updates we've had underway for several years. And so we really want to keep pushing on those. But others, we haven't started, we're planning to start, but if the council provides direction on those priorities, then it may slide some of those things further back. Thank you. I think it would be beneficial for us or the new council to understand some of the work around the housing blueprint subcommittee and the three sort of pillars of that being housing production, protection, and community vitality. I will just add that I also appreciated the preface. I definitely, since health in all policies in there and Lee and I had a chance to actually present together at a class at UCSC recently in terms of his role and then the role of health in all policies as they intersect. But then also just quickly want to give a shout out to your team for the recognition you've been receiving. I know it was in the city manager's report in regards to your innovative work around the housing blueprint subcommittee. And you can say a little bit about what that has been and how you've been recognized and the presentation that you just did. Thank you for raising that. And I can't say that that is just our team because that was really a citywide effort and a council led effort that really prioritized housing in the community. And so a couple of things. One, two weekends ago we presented at the National American Planning Association Conference on the work that we did around homelessness and around, that was the 20 point work program that was developed for homelessness as well as the housing voices report that developed 99 recommendations and then the prioritization exercise that came out of the housing blueprint subcommittee. So we presented it on the national stage there. We also just were informed within the last week that we received a Northern section of the American Planning Association Award of Excellence for the housing blueprint subcommittee and housing voices outreach effort. And so that was really an effort that our entire city undertook with people from various departments and with the mayor at the time Cynthia Chase went out and did many, many hours of outreach and that culminated in the set of 99 different recommendations. And I mentioned that in the presentation that there are still a lot of really good ideas in that housing blueprint or excuse me in the housing voices report that we still haven't implemented not because they're not great ideas but because there were so many great ideas that when we went through the prioritization and council member Brown and Mayor Watkins you were a part of that effort. And so thank you, you're both to be committed for the work and for the awards that we got you're a big part of that as well. And we still have a lot not only from the housing blueprint subcommittee recommendations but great ideas from the housing voices report as well that just didn't rise to the top because there were so many suggestions that our community that was entirely community generated. And that was one of the things that was stressed as part of our presentation and one of the things that helped us achieve that recent award. So we'll be hopefully, we'll be applying for and may get recognition at the state level as well for that effort. Thank you. And any, unless there's not any for the... Just when we go into our priority session soon. Do we have a date for it? I'm looking to Martin Bernal. We're working on the contract. In any event, it'll happen. I don't know if that... I think for all, it's true for all our departments but keep reminding us of the demands on staff to achieve something. I mean, just going to more digitized processes. It's one thing, because I've been around this block a few times people, 10 years ago, we got to digitize our processes, it should all be online. That's really easy to say or to actually do. And so we do have all these great ideas and we tend to get latch on to the latest shiny objects. So when we come to our strategy sessions, bring us down to earth. I mean, my intuition is that the date of the local coastal plan is probably really important. I don't know, I'm just guessing, but they're... Yes. You know, to a certain extent, I would welcome some professional advice on which things are really, really important that we tackle. And I'll just sort of remind the council that there's sort of gonna be two paths moving forward. One sort of just the upcoming council work plan for the next several months, but also a larger sort of process to ensue that is engaging with the community, is engaging for a three-year strategic plan work plan. So there'll be two opportunities to kind of have some outlines for strategy moving forward. Okay. So that concludes the presentation. We do have, sorry, I almost forgot, public comment. Was there any member of the community that wanted to comment? Please, okay, you have up to two minutes. Yes, please. As a member, oh, by the way, I was a building inspector with the county for 18 years. So I kind of have a feel for what you all do and an appreciation for it. So thank you very much. I live in the Circles neighborhood. We've got a project proposed there that was significant enough that there was an outreach, public outreach meeting, and it was generally considered to be of not very successful. And so I'm organizing in the neighborhood and getting a lot of questions about where's the process? Where are we in the process? And even though with my experience, I'm finding it's very difficult to get answers for my people. And I go online and it's represented, but it's only a plot plan. There's a project that we feel is gonna have significant visual impacts and density impacts and all kinds of impacts. So can you tell me how to get that information so that I can relay it to the people in my neighborhood? It's my understanding that this is supposed to be public, available to the public for that. So in one, one, one area at Circle is down. We'll go ahead and pause the time really quick. We'll go ahead and have you finish your comments for it and then we'll take that in and then we have one more, we have one more, I mean, before we close and respond, we'll have one more public comment, I believe. Okay, did you have additional comments? You still had the time. No, that was it, it was really a question about how can I access this information because I find the stuff that's online is just a plot plan that's been up for two months, I think, or a month and a half anyway, and I need more information for my people. Thank you. We'll go ahead and have our next member of the community up to two minutes and then we'll return back and if our staff wants to respond, we can do that. We had the discussion of cannabis earlier this evening. I just had some more thoughts of just stuff. Go ahead and pause this. This is if you had any comments related to this item. Yes. Oh, I was like, public comment again? Okay. My mistake. No problem. Okay, so we'll go ahead and close public comment at this point. I saw that you, Lee was interested in sharing some of the online tools in response to the member of the community who's here tonight. Do you want to briefly address those or potentially reach out also after? I would just say reach out to the project manager but I'm happy to talk with you after the project manager's listed here and we can also, our current planning manager is present as well so we can give you the latest on that. And it seems that you have this online tool for community members who might also be tracking projects that you found on our website, is that correct? That's correct. So this has some basic information and we're always looking to update that. Sounds like we have a desire from the community to provide some additional information. We can look at getting this particular project with additional info online. Just use that, not the arid circle, that one, the Ocean Street one. It's incredible. That's a great tool. Yeah, so this is a way for us to track all kinds of big projects that are underway at this time. So it's a good idea for, no, we actually closed public comment but if you have interest in speaking with our staff it looks like they're available after. This is a great tool. Yes, so plan sets for certain projects and then this is the online comments middle. Okay, great. Thank you. Thank you. So unless there's any additional questions. Not on this item. Not on this item. Okay, we'll go ahead and adjourn this. No, we're going ahead and closing this item but we're not adjourning the meeting. In the cluster of the afternoon we skipped right over the calendar. Okay. Is there any calendar updates at this time? Possibly. Okay. The closed session that was for April 30th. Which we, have you heard back from council members in availability? I'm not sure if I'm available that day. I think if I hear. I can call in. I'm driving back from Sacramento. Okay. Okay. We'll talk about that one. Okay. But we'll have to schedule that too. And we're scheduling the priority setting session too. Oh, good. In May. Great. Okay, it looks like we'll have some additional meeting time then. My 22-point program. On that note, we're going to go ahead and adjourn the meeting. Thank you. I'm going to give that one a.