chart of our department broken up into two divisions primarily fire prevention and our fire operations the operations as you drill down a little bit further obviously have our three shifts that are on a 24 hours a day as well as our marine safety division down at the beach and training um on paper we have 69 total full-time employees we're currently at 67 with uh we have one funded firefighter position and then one position that i vacated as the division chief prevention um 62 total swarm personnel of those 24 hour shifts that i talked about a b and c ship you have 55 line personnel that are on um fire prevention itself um while it looks relatively deep in terms of staffing it's basically wind fully staffed an army of three um and comprised of some temp inspectors that we've added recently and also some temporary hydrant workers that work in conjunction with the water department in terms of maintaining um the fire hydrant system within the city and other surrounding areas that the water department serves in terms of staffing um you know we have also had some challenges similar to pd the recruitment and retention but more importantly um workers comp we currently have one who's out on a job related cancer workers comp claim um as well as two other individuals that are currently out of workers comp um and then of course like everybody else we've been dealing with um covid as it as it rears its ugly head we're trying to stay in front of that with a pretty robust daily testing program and it's been rather successful for us and then of course moving into fire season we're concerned about you know our ability to offer up um you know protection here locally and then of course participate in the statewide mutual aid process um and then again just to touch on the marine safety division again it looks as though you know you have our marine safety officer and marine safety captain that are that are down there full time but again what you don't sort of see from the slide is the fact that they're you know especially this time of year 60 to 70 temporary lifeguards um that we share again a portion with parks and rec for the junior guard program and of course the rest provide lifeguard services on the Santa Cruz main beach and the city of capitol beach as well um moving on to um you know given sort of our description of our department i think it's important as we move forward in this discussion to to talk about what we in the fire department refer to as our three pillars um we call them our foundation and our future and with that you know that references personnel response and community um for personnel you know for us it's imperative to ensure that our workforce is healthy engaged satisfied and prepared to meet the challenges of this um challenging job for response you know our mission is to respond as all risk you name it we'll respond to it so as an all risk organization our top priority is you know is to minimize impacts to our community and improve the quality of life for all those that we come in contact with and lastly for that last but not least pillar is the community and of course for us it's imperative to have a strong sense and genuine connection to the community that allows us to excel in our delivery of service and so i bring those up only because when i'm making a decision or i'm working with my command staff to make decisions and of course um developing our budget plan for the upcoming fiscal year we really focused on these three um pillars to help us make decisions that we thought were best not only for the department but for the community that we serve so to talk about some of our core services um of course we have fire operations that's your day to day you call 9-1-1 the fire engine will come to your house or wherever you happen to be fire prevention marine safety which is not just our lifeguard program but also sort of uh bleeds into operations where we have um firefighters on the engine that are trained as rescue soldiers so it's sort of this collaborative effort to respond to the marine environment for ocean rescues and cliff rescues like you can see in this photo just a few months back up in Davenport um of course we can't do any of this without a training program it's rather robust but it is run by one individual and then he is supported by three training captains on each shift um as well as the marine safety captain they sort of help in terms of developing and coordinating and delivering that training um and then last but not least is our our office of emergency services that sort of delves into the EOC that we have for any local disasters as well as some of our grant funding um cost recovery with FEMA um for a variety of things whether it's storms the CZU fire and or COVID um so to drill down a little bit deeper into each of these core services fire operations last year um we responded to um 8701 701 calls for service annually last year it was uh you know significantly higher from the year prior just due to COVID these calls um include you know fires EMS medicals uh rescues water rescues public service those can um you know range from a vehicle lockout uh to someone that's fallen out of bed they need assistance getting back up and then of course our statewide mutual aid um both in county and throughout the state and so to put some of those in context our our biggest uh draw in terms of um calls for service would be um EMS calls there about 56 percent of our total calls so of that 8 000 plus 4 800 were medical calls um 208 281 were fires those are you know structured fires wildland fires vehicle fires um and in addition um we had 62 mutual aid responses and again those are within the county our joining counties and then throughout the state another thing that's sort of important to to note in terms of our call volume it's not just a number but when you look at it and I apologize I don't have a slide but um you know the last 10 years the call volume for us as the city of Santa Cruz fire department has increased 30 percent you expand to over the last 20 years which is pretty much the majority of my career our call volume has increased 48 percent and that's without any sort of significant growth in the fire department staffing or infrastructure so we are a skeleton crew that does a tremendous job at what we do and meet the need of the community day and day out but of course it is a challenge for us and so moving forward we're going to have to be extremely creative as we try and address the needs of the community um next is our fire prevention division um I have you know listed here the things that we had done over the last year you know life safety inspections we completed 662 um might not seem like that big of a number other than to point out that that's an increase of over 380 percent um primarily due to the grand jury report that came out and and sort of required us to do more that we were supposed to be doing and we were able to accomplish that by adding the three temp inspectors that we currently have that really help um fortify that inspection process for us um in addition to all those inspections that we did we helped along with ed and doing cobit outdoor expansion inspections we completed 125 over the last fiscal year 118 fire investigations so in addition to doing inspections um we have two full-time fire investigators within our division that are doing these investigations when we have fires in the city and in the county and we've actually responded to some adjoining counties as a task force to assist in fire investigations um for vegetation management which is obviously important for wildfire resiliency uh locally here um we were able to complete 13 acres of treatment uh shaded fuel break about a little over eight acres in arroyo seiko and almost five acres in dilavia or recently a lot of that was um by being awarded a grant um from the coastal conservancy for a hundred thousand dollars um which again was extremely helpful i'm in addition to that veg management we partner with a variety of neighborhoods those include prospect heights and the most recent addition would be the island fire wise group both are tremendous programs the great partners with us in terms of preparing not only the the environment around those neighborhoods but the residents that live there um for any sort of emergency that they could face and we also participate heavily in the homeless response and resource coordination so we'll do inspections at some of the encampments obviously we'll do open space management during high fire danger i.e. closing the open spaces based on fire weather concerns and then of course of course um with the adoption in 2019 the wild end of an interface fire code we do a lot of outreach education enforcement with homeowners in terms of educating and ensuring that they are fortifying or heartening their home as we call it so doing a lot out there and i think it's also important to note you know along with ed and planning you know a lot of these inspectors the two that we have the the tents don't necessarily participate in this but we really have had a high profile in inspecting on those recent development projects that we referred to previously 350 ocean the la quinta projects so along with just your life safety they're doing a lot of the rough inspections of sprinkler systems and other life safety inspections at these facilities so a lot's going on for these these two individuals um for our marine safety obviously like i mentioned beach lifeguard service for main beach and capitol we also incorporate an uncall marine rescue unit where we'll have lifeguards that are on call 24 hours a day to supplement our rescue based swimmers on the engines for any sort of cliff or ocean rescue in the city or in the county as a whole uh i mentioned the fire engine based rescue swimmers we have a total of 12 at this point and looking to add more but we operate for a pwc personal watercraft uh that we use for rescue um we currently have them staged on cal's beach we have one floating dock off of the wharf and we have um some also stored at the uh the harbour itself for rapid deployment if needed and of course like i mentioned our lifeguards are providing services lifeguard services for the city of capitol that was last year and again this year as well i want to point out i think i mentioned yesterday in the beach safety presentation that total beach attendance in 2021 was uh just um under 860,000 visitors and that's between capitol and santa cruz from that we were you know had 237 water rescues um we also in addition to those had 30 vessel rescues so sailboats that break their moraines people in kayaks those types of things um but along with that one of our most important tasks that we do is that preventative lifeguarding and our lifeguard staff made just under 143,000 contacts with the tourist and local community in terms of making sure people are safe and prepared in the ocean environment the training the division again that division of one manages our training needs and requirements for all of our personnel and that includes live fire training so we'll put all of our people both new and seasoned in live fire training exercises currently that is done up at the ben loman training center partnership we have with cal fire it's it's critical for us to make sure that we're effective efficient and safe we participate in the regional santa cruz county fire academy we're actually completing that this week and have a graduation that'll occur tomorrow at santa cruz bible church that's actually our second regional academy in this fiscal year we also did one in-house and from those three training academies we were able to produce nine firefighters that came to the line unfortunately we lost a few through going to other agencies but again i think we still came out sort of netting more than we lost which is a good thing the training division also conducts all of our promotional testing for all of our ranks and then they coordinate all the regional training opportunities with a lot of our allied fire agencies active shooter training with all the county law and fire as well as ems and amr and county ems our emergency management like i i talked about before managed our eoc up at netcom up in dilavaga park uh they he has this is paul horvath again sort of an army of one if you will has managed the covid-19 virtual response eoc with a lot of other city staff that are assisting in the identification of the need and the procurement and management of all the supplies that we have had city wide also responsible for our community emergency response team aka cert paul also does a tremendous amount of work in the department of helping us identify and apply for grants and of course coordinating those grants for vegetation management particularly that is is high on our list and we just recently have submitted just under $500,000 worth of grants to a number of different sources to procure funding both for the work of creating shaded fuel breaks but also getting the heavy equipment the chippers the masticators the skid steers in addition to that we also like to use some of that money to provide yard waste dumps dumpsters for our firewise partners so that we can sort of help you know create the environment and invite people to do some home hardening and defensible space at their homes and then of course one of paul's big tasks as of late has been to help trans city staff and managing and supporting our eoc activations should we have any in the near future um so talking about what we've accomplished in fiscal year 2022 these are not limited to but include the items you see here again like i mentioned with paul's assistance we successfully oversaw and plan the procurement of supplies and of course the cost recovery for code for the entire city we coordinated our insurance service rating submittal for the santa coup fire department we completed vegetation management like i mentioned in a royal seco and la viega totaling 13 acres total we provided statewide mutual aid and 13 large incidents throughout the state and we were reimbursed for the admin time the equipment and the personnel to a tune of 987 thousand dollars we were also able uh to um with your assistance an approval or to type one fire engine to replace one that is 21 years old and as we'll talk about in the cip process this is becoming an increasingly heavy bigger challenge not only for us but the fire service as a whole to get on a waiting list and have any sort of fire equipment whether it's an engine or a ladder truck delivered went from 18 months when we placed this order to now 25 months and of course as you can imagine with supply chain issues and inflation that cost has increased in the double digits to a tune of i believe 12 percent so that's we're lucky i've gotten this one in here and we're celebrating that process itself like i mentioned we completed three firefighter one academies two regional one internal and we conducted a city eoc training um in the sections of finance and operations and we'll continue to do the same next year with a disaster exercise planned for the entire city and all the participants sometime in october so um moving on to our proposed budget reductions for this next fiscal year this is our fire department budget we sort of included and i think i'm going to sort of provide an explanation or at least some context here but of course the majority like the rest of the departments is tied up in personnel with supplies and services being just eight percent and then 18 percent is sort of the revenue that we bring in and that revenue includes sort of three major things because again the fire department is a service provider it doesn't really collect a lot but when we do it totals out to a total of four million five hundred seventy one thousand that includes three point two million for our ucsc contract to provide fire services on the campus as well as that 987 thousand i talked about that we get from the state for providing mutual aid throughout we also are given 134 thousand plus for lifeguard services rendered to the city of capitol and that this 18 percent also includes the public safety impact fee at its inception we saw 10 20 thousand but we're predicted with the current development that is going on and predicted we're looking to collect 200 000 dollars which will sort of help plug some of the gaps in terms of our apparatus and equipment needed to to meet the need of the community but again part of what i wanted to talk about is if you take away that revenue from the pike chart we really are extremely lean in terms of our supplies and services it's only 10 percent then that that supplies and services is everything from paper clips to chain saws and i say that sort of jokingly but that encompasses our recruitment our promotional process with consultants our safety clothing to outfit all of our personnel our fees to netcom and of course a training budget to make sure that we keep everybody prepared and then of course 90 percent of that is going to be our personnel so we are extremely lean and i will point out that over the last four years our operating and maintenance budget have really been pretty well managed and extremely efficient to where we're down the you know the average over four years is about 14 000 that we have left and reserved so we're really trying to manage and i think we're very successful managing the budget that we are provided so moving on to the proposed budget reductions that we have put forth today first and foremost of that two and a half percent we are looking to freeze the division chief position for one year this position was the position that i vacated and currently will remain vacated with the savings of 482 thousand dollars in addition to that we want to talk about reducing funds for our marine safety equipment those that equipment includes everything from lifeguard towers to paddle boards to even our jet skis or pwcs for rescue we've we've increased our fleet and got them up to date in preparation for this but that's something that we'll be cutting and of course have to be creative by ways of grants or other donations in the future we canceled the purchase of a fire staff vehicle for a total of 30 000 dollars because we have been so historically successful and aggressive with our grant allocation we're looking to reduce our funds for vegetation management by a hundred thousand dollars and you know because we do bring in funds from capitol for providing lifeguard services we still are at a net loss and so if we canceled that contract moving forward we would save 50 000 dollars now with those there's of course impacts and that's sort of what i want to discuss with you today and talk about what this means for for me as the fire chief and as for our department so of course if we reduce the funds for vegetation management and it's a very hot topic and rightfully so it makes it a challenge for us and our partners at parks and public works and water to maintain you know over you know the 1300 acres of city-owned open space that we have we do a really good job again we cooperate and collaborate with our partners but of course decreasing that funding will be a challenge it obviously would potentially increase the wildland fire threat to the louis or the wildland urban interface that is located within the city and our surrounding areas and of course would draw down on staff time to identify and apply for and manage the grant funding that we do get so that's that's sort of what's at risk in terms of reducing our veg management budget for the reduction in marine safety equipment of course like i talked about this is things like towers pwc's paddleboards all the tools that these folks use to do such a great job down there in preparation for this this reduction we've tried to bring everything up to date and of course have a robust maintenance program to make sure that we take care of those things and get a longer life in terms of freezing my old position or the division chief position of prevention let's be honest it's going to reduce our efficiency and effectiveness and in our prevention division we're really going to have to go down to the must-dos which are inspections and fire investigations plan checks those types of things it's going to be an increased workload upon myself as someone that was just in that position i know it intimately i'm willing to take on some of those challenges both as the fire chief and now the de facto fire marshal but again i have a great team there and you know i'm going to be relying on them to assist me in taking on these additional responsibilities and then with that it'll again be an increase to the limited staff time that we currently have in prevention for grants to assist with homeless response coordination and of course we have been in the process of developing a five-year wildfire resiliency plan that's going to take a lot longer and may potentially be tabled in terms of canceling our fire staff vehicle it's you know to me you know somewhat insignificant in the sense that it reduces our liability and in our staff vehicle fleet may increase a small bump in repair maintenance costs but again just like our lifeguard equipment we've we've recently sort of increased our pool so to speak of staff vehicles and so i think we'll be okay with this one and then the impact of canceling the capital lifeguard contract again i think it's an important service that what it would do is it would because we're currently providing the service to capitol but also at the same time shepherding them the city of capitol as well as central fire to possibly be able to stand on their own and provide that service either as capitol as a city on their own or have central fire provide that since they are in their their district so to speak so we're really trying to teach them and bring them up to an operational level to provide that service but with that you know we really are trying to regionalize this approach to marine services both with the lifeguards and potentially procuring a fireboat so by sort of canceling this contract there's a cost savings there but there's also sort of the trickle down in terms of the progress that we've made in in the area of lifeguarding and marine services despite those cuts our goals still remain very lofty for 2023 we're looking to you know extend the acres that we've treated go from 13 to 20 of 20 acres created field breaks in our wooly through grant funding like I mentioned we are in the process of applying for somewhere between 400 to 500 thousand dollars worth of grant funding for the work and the equipment necessary to do it we would also like to develop an RFP identify and implementation strategy for a standards of coverage survey it's basically you know like I mentioned before we our call volume has gone up significantly in the last 20 plus years but we haven't grown as a department in terms of staffing and infrastructure I think we need an outside consultant to sort of tell us where we are now what we need and then take put that under the lens of where we're going and what we may need to make sure that we're meeting the needs of the community now and in the future we want to identify funding partnership and location for a public public safety training center like PD training is a huge part of our of our ability to remain effective efficient and safe we currently only have two training centers in the county and for us they're about 16 miles away there's an outdated facility in Watsonville that we currently use for our academy as well as the Ben Loman Training Center again not within the city makes it very difficult for us to provide support being that they are so far away and again they are very old and outdated and are in need of some assistance so we're really looking to try and to identify funding and partnerships within the county to identify a location and a site and a facility that we can construct there we want to continue to at least focus on regionalizing lifeguard services between capitol and Santa Cruz one of my visions that I've told to the staff down there is what does it look like for us to provide the necessary ocean safety services from Santa Cruz to capitol and all the pocket codes and beaches in between and again we can do that by you know creating relationships and fostering those relationships with Central Fire the Harbor District as well as the city of capitol so we'll continue to do that as well and then last but not least we want to conduct additional EOC training and and also wrap it up with the disaster exercise in the fall to make sure that all city staff as well as ourselves are prepared for the next disaster that we may face and with that I will wrap up I apologize if I went over but I am open to any and all questions that you may have. Thank you so much Chief Odie um okay there was a lot in there as well and um I have a couple questions uh and I see council member Cummings has hand raised so um let's start with council questions uh council member Cummings and then council member Brown. Thank you mayor I was just um wondering well thanks for that presentation first and foremost and I was just wondering you know with the increase in wildfires over the past you know five to ten years but you know with ongoing increasing wildfires and the um attention on that at the state level are there any opportunities for um funds that could go towards vegetation management or any of these other um needs? Yeah so we're working pretty heavily I mean that's my team we worked on you know applying um through uh congressman Panetta's office for an earmark for for just that for the equipment and the funding so it's not necessarily a grant it was more of an earmark but we're really trying to be proactive and creative in identifying these funding sources and again between myself some admin staff uh Paul Harvath in the OES office and my uh team of two in prevention we're trying to sort of um you know look for all those sources for grant funding and of course I think it's another important piece to the firewise relationship that we've created a lot of those folks in Prospect Heights and Highland are you know wildly talented and motivated and have really helped support us or help identify um these grant funding opportunities and we sort of try and go at them um you know with a team approach so we're constantly again I'm and I'm open to any sort of you know um suggestions or help from anybody for that matter. Those are all my questions. Thank you and on that note I know we just received word that um the uh funding in Jimmy Panetta's office that earmark funding did make his list and so there was $400,000 um on that list for wildfire resilience and Santa Cruz to uh support a five-year vegetation management um program workforce development and procurement of heavy equipment um so fingers crossed. Councilmember Brown. Thank you mayor um thank you Rob for the presentation um just so much there to that really demonstrates the creativity and and the innovative ways that you approach uh really challenging uh circumstances and you know how you deal with just under being under staffed um which even at full staffing seems to be the case um and you know so want to want to try to support you in addressing those challenges um I don't have specific questions at the moment but I did want to say um and and this is not to suggest that I mean I think that we should be able to hopefully fund all of the the needed positions in our departments and that's true across the city um but with respect to the marine services contract um marine rescue services contract with Capitola I know that was I don't know it's been ongoing and it it really was uh an effort that met a critical need for Capitola at the time and um you know and obviously there's a benefit to us across you know the the ocean doesn't have those jurisdictional boundaries um and so I'm just I mean I I um I'm very wary of cutting that now especially given what you've said about the work of trying to bolster their their own capacity and and trying to do some uh more regional planning around that and so I guess I um I'd like to see that funding restored just on the face of it based on what I've heard but I would ask if from your perspective um that's something that you feel like given the uh progress being made in that direction that a couple more years or this at least this year would be kind of vital I I want to make sure that I'm getting that directly there from your perspective yeah that that's a great question councilmember brown and as you know um the marine division is near and dear to my heart that's where I came up um both as a full lifeguard and a city lifeguard and was a rescue swimmer for over a decade and so it's really important to me um I think to get there like you mentioned we have to be creative and one of those ways is um I'm really trying to foster those relationships again you you may have seen that in a little bit of the effort we made with that PSA and trying to bring us all together we're all doing the same job sometimes we're we're um we're spinning our wheels and not working collaboratively enough and so I'm really trying to you know we in the past we provided lifeguard services to the harbor to capitol and we need to continue to do that because again I think it's something that it's it's a it's a necessary service but it can be expensive and so I think we're all better off and stronger and more effective if we do it together so I'm going to continue to foster those relationships and I would agree with you that I don't think and this is you know off the record if you will but I don't know if capitol and central will be at that level where my staff is working extremely hard to provide them the training both entry level lifeguard to super supervision to really give them a real life perspective of what it means to run a marine division we've just been fortunate through you know having a long history with parks and rack and now fire department are running that program that we really again feel as though we are the stewards of that program both in the city but also in the county I know even the challenges that state faces with lifeguarding in their state parks I think that even makes us more important so I'm committed to continuing to foster and develop those relationships and maintain them to really make sure that we have a robust shared or maybe regionalized lifeguard service and so I'm committed to that moving forward for sure thank you me too can I ask a follow-up question because of to councilor browns question in regards to capitol that like could they potentially find a way to offset the loss of you know the 50,000 to get the service you know for I don't know I said that's something that's been discussed as an option and I you know Matt may want to jump in because he was part of our negotiations with them there's some some of those losses you know it's sort of hard to quantify that you know there's more operating costs already that we you know that we're that we're doing down at the beach but in terms of the personnel again which is such a heavy lift for our department both on the fireside but also at the at the beach as well that that's some of our costs that we've asked them you know to help supply us with additional supervision you know funding additional positions for that effort and it's just difficult for them to get there but again I think it's more for me it's the educational piece now as I show as my staff works with their staff to sort of show them what is required my hope is that when we reconvene in the fall that they will have a better understanding of of what this job entails and how you in order to do it appropriately and properly it's not just an insurance policy you really have to be there to be effective both you know to affect the rescue but also educate the public and make those those contacts and again I think by us shepherding them in that direction you know we may be able to sort of bridge that gap in terms of funding they'll realize that what is necessary to get there whether it's on their own or as our partner but again I think that's that's the time it's going to take as we teach them and sort of lead the way and show them the proper way of delivering lifeguard services and I don't know if Matt wants to comment I think you covered it well Chief Odi I would just add that we've been an ongoing dialogue with Capitola of what the future partnership could look like I think we're all a fan and understand the merits of leveraging a shared service model across our relatively small region it's been a good fruitful partnership leading up until this point Capitola is at an inflection point trying to determine how best to provide those services in a cost effective way for their organization and obviously we want to help with that and there may very well be opportunities in the future for us to re-engage in a shared service model and potentially pulling central into that as well so those conversations are ongoing and we'll keep the council posted as as they progress thank you Matt thank you so much are there any other council member questions um Chief Odi thank you so much um I think what stood out to me was the increase in the last 10 years did you say 30 increase in uh calls or yeah so without that's the call volume so you know in the last 10 years it's a 30 increase and again those calls range from those pickup and putbacks I talked about or vehicle lockouts to major medicals and of course fires and then of course in 20 years that our call volume has gone up 48 percent so we're always we're just going to see an uptick and not only has the call volume increased but you know the types of calls that we go to seem to expand again when you talk about all risk it's everything under the sun so someone's pipe first in their home they call the fire department we come out and we would call a water evacuation we we have water vacs that will suck up the water will squeegee it out your front door and and sort of get it ready for for um you know another company to sort of come in and repair everything but to obviously our paramedic services where we are going you know to people's homes and treating people that are in cardiac arrest or in a car accident and suffering traumatic injuries as well as in a fire department we respond to fires so it's just amazing um thank you thank you uh so much to your entire department and um i know that we all hope to continue to support this department um with its goals moving forward and the needs um certainly our needs as a community have increased so that we recognize that thank you councilmember brown thank you i just had uh one other uh area that i wanted to um kind of comment on and ask about from your perspective i i kind of building off the increase in in calls for service and the nature of those calls uh such a significant number being medical and um i i mean i see it in the community when i'm out there in the field myself just walking around um that and i and i get that it must be really incredibly frustrating for you all to have so much of your time taken up with those calls and um and i also recognize that there are kind of jurisdictional authority and kind of legal questions and and other rules are around um what kind of response is needed um but i certainly um want to at least you know in whatever capacity i can try to be helpful in um talking about and thinking about how we um find ways to better address that so that you don't get i mean it just feels like it's a big resource time and resource suck um and there there have to be other ways and this isn't to suggest that you haven't thought of them or you know but but just it just feels like that's a space where there's work to be done and um i wanted to just say i'm i'm whatever capacity i can serve and help help with that i want to do that because it just seems like especially without having additional um staffing with that that increasing number of calls your something's gotta give um it's at some point um so anyway i just wanted to it's kind of a commentate question um if you want to weigh in at all otherwise just know that it's a priority for me and i'd like to help councilmember thank you for the comment and for you know the prioritization of it um i will say it's important to note that um it's never a frustration for us to do any response whether it's medical or fire that's what we all signed up for in reality it's sort of you know sort of reaffirms our commitment to the community by way of we we are here for anything and everything but to your point with ems and medical calls you know we are again when i talk about relationships we're currently working you know with the county and netcom and other fire agencies to sort of um uh adjust and you know with the times in terms of what we respond to how we respond to them what units respond and so we'll always continue to have that dialogue and make sure that we are sending the right units to the right call at the right time um i think it's important to note as well as you know we're looking currently with the state of the amr con the amr ambulance contract um they're challenged in staffing as well and their ability to respond which has a negative impact on our on-scene times which then trickles down into our ability to respond to other calls um and so i've got my command staff looking at you know we were approved by council last year to to uh purchase a rescue a heavy rescue and it was going to have an air unit on it but we have decided to pivot based on this need that we've identified um that instead of having an air unit it will be transport capable we'll still have all the rescue components for all of our equipment that's necessary but we have found that with amr's inability to respond into the city in a timely fashion it puts both the community city workers and fire department staff at risk if we can't make sure that we have the right resource to take someone to the right facility so again i'm very keenly aware of of those needs and i'm working with my command staff and other county staff to make sure that we're we're you know meeting all the needs as they come up so yeah i thank you i appreciate that i know there's a lot of layers and a lot going on there but just again if there's ways that council members can be supportive if in trying to get movement in certain areas for example i'm i won't go into into the weeds on that right now but um i you know i'm i'm aware and i know other council members are too so thank you i appreciate that council member and i will definitely be reaching out to each and every one of you when the time comes so thank you thank you so much uh okay so if that concludes questions that concludes this presentation and i want to again thank um robert young robert odie thank you so much for the presentation and for being here at this point we will recess for lunch and uh we will return in 30 minutes so at one o'clock we will continue our presentations thank you is the city clerk ready to resume i am thank you thank you all right at this point we will resume our meeting for today our budget hearings uh we've heard from several departments and next i will call on mark deadl director of public works to give a presentation on the public works budget great good afternoon council uh and it's my pleasure to present the f y 23 budget started here so what i will cover on my presentation is the department overview of course services and uh f y 22 achievements f y 23 budget and overview as well as uh reductions and changes my organizations consist of a leadership team of eight individuals with myself uh we have communications in janice viscardi communications bob nelson in charge of resource recovery and hogan in charge of the wastewater system filipino warren in charge of operations are we sorry to interrupt are we supposed to be able to see something uh that would be helpful huh start my fault let's go back here thank you let's share that am i able to share that or is that i know you have that beautiful slide in the binder yeah um i'm sorry the sharing oh there it is okay got it let's do that let me how's that yes thank you all right i'm sorry about that um i do want to point out i have two vacant positions um that are critical our parking services manager is vacant as well as our transportation manager is currently vacant and we hope to fill those in the in the next few months so public works is your largest organization with 264 fte's our largest group and the largest division is resource recovery with almost 95 employees next we have a wastewater division at 56 fte's parking is our third largest organization at 48 fte's and then operations at 34 and engineering at 19 with traffic engineering at six and admin at six a very lean administration we'll talk about core services and we'll kind of skip through the each of the divisions uh core service for resource recovery uh collection provides refuse recycling green waste collection to residents and businesses provides food scrapped collection at commercial kitchens and we will be expanding this later this summer every household in the city and provides uh street sweeping removing nearly 500 tons debris last year we'll be piloting a mandatory parking restrictions on street on your street sweep day in critical areas that identified in our storm grade plan so high debris areas will be targeting those areas first and then we respond to illegal dumping and hyperdermic needle reports in resource recovery at the facility we process market and sell recyclable materials that we've collected we work with the county to accept household hazardous waste materials and we divert construction materials from the landfill and repurpose those materials uh and then resource recovery also manages the airspace to ensure the longest life of each landfill cell that we create and I like to tell this story when I got here 21 years ago we had about 15 years left of life in the landfill and I think our latest assessment now is we still have over 25 years of life based on the management that our staff has done with that airspace we continue to extract methane from the landfill and produce power and we reduce the the release of greenhouse gases by doing that under waste reduction this is our outreach program that promotes reduction of waste to meet the city and state goals and mandates through public business and school outreach and education programs and events we educate about the source reduction of our reuse recycling wish cycling household hazardous waste composting and pollution prevention we also lead policy development for the city through ordinances such as restaurant food food to go packaging and we provide waste reduction audits for the city's green business certification program under wastewater division our core service uh collections maintains over 150 miles of underground sewer pipes and 29 lift stations we replace up to a mile of pipe every year and clean and maintains storm drain networks and provide flood control support respond to sewer overflows and maintain the leachate collection system at the resource recovery facility which sends it to the wastewater treatment facility for treatment our treatment facility treats wastewater through all natural biological process and treats in excess of seven million gallons a day it's a regional facility and about 50% of our customers are outside the city limits we generate in excess of 70% of our energy used through digester gas and solar saving customers money as cutting the costs we're a key partner in the pure water soak health project important to support county water supplies and treated water is typically used inside the facility for process water and saving potable water although during the construction of the pure water soak health project we are using potable water for a short term but hope to return to using our treated water we produce biosolids for reuse in non-food crops and we educate our customers about their services through outreach and facility tours which we hope to restart their tours in the coming months environmental compliance and lab the environmental compliance provides inspection monitoring and guidance to local businesses on discharges into the sewer system issue they issue discharge permits to industrial dischargers and liquid waste haulers and they work to eliminate violations but they do have citation and fine ability when it's required laboratory provides a wide range of analytical and technical sampling and monitoring of the wastewater treatment process and in support of the city's stormwater watershed and landfill programs it also provides man mandated monitoring of our near shore bacteria and other indicators of environmental health and provides analytical support to other city departments in the county a parking division parking has three main course services parking operations parking programs and maintenance parking operations we maintain four parking structures and 19 parking surface lots by fewer than an FY 22 1900 meters spaces maintain the parking on the municipal wharf our bicycle locker program citywide enforcement parking and revenue collection as well as citation review and collection we've created parking programs including residential parking programs downtown parking permits validation programs special events wharf's local programs park cards and park mobile as well as EV parking and charging which you've recently updated in addition and maintenance our debt we do the maintenance in the downtown district sidewalk cleaning and garbage service two sets of public refs rooms pay parking machines meter maintenance and graffiti removal the core services for the operations division or streets they're small but they're a mighty team of 11 positions on the responsible for sidewalk curving gutter catch basin installation repair repairing and replacing street lights managing the vegetation along our sidewalks roadways bike lanes and other areas to enhance transportation and public safety vegetation sediment debris removal from our streets creeks and rivers to maintain flood control assist on encampment cleanups and debris removal provide critical project coordination logistical support to city projects including unsheltered populations response were repairing replacing installing street signs venting and guardrails and producing signage in-house for other city departments and painting including the street markings such as curbs striping in the sidewalks as well as the critical logistical supports for setups at special events our mechanical maintenance team of six plus one supervisor account assistant provide maintenance of the city fleet including police vehicles refuse and heavy equipment and ministers city fleet including vehicle replacement working to replace vehicles with electric and alternative vehicle alternative fuel vehicles whenever possible they also provide 24-hour fueling service then our facility team of four provides routine maintenance and repair on 28 city-owned facilities provides 24-hour response for facility emergencies provides certain janitorial and sanitation services at various facilities and provides safety inspections for all our facilities and our energy management is energy project coordinator that leads the city critical energy efficiency programs and retrofit projects as well as overseeing our solar solar rotate operation and applies for funding and rebate opportunities assisting meeting the city's 2030 climate action plan goals the new division within public works with this budget is the is the homeless field services response team this is this divisional composed of four employees a supervisor a lead and two workers and it will work in support of the homeless response manager and coordinator position to help implement the homeless response action plan obviously four workers is not going to solve the homeless response but we'll work with other city departments and other employees to help support this effort the exact roles and responsibilities of these positions are rather new and we're still developing them but i'm confident this will be an effective way to kind of focus our effort in homeless response and leave some of the day-to-day activities from other areas of the city and allow people to focus on their core efforts core services on the engineering division we design capital projects or both public or both our utility undergrounding sanitary sewer and treatment storm collection refuse recycling and city facilities improvement as well as multimodal transportation and street design engineering develops the project concepts and secures the grant funding for the project we provide review and inspection for development projects we issue permits for projects such as street opening utility installation concrete work and more we create planning environmental documents including sequence certifications traffic impact these studies area plans utility and facility plans and we develop and implement the city stormwater wastewater and refuse plans and programs and compliance with state federal mandates our funding abroad sewers storm grains and refuse projects engineering manages and administers the utilization of key funding sources which pay for these repairs and improvements gas tax sv1 measure d measure h all funding pay for street improvement projects and raise raising the city's payment condition index trying to reach our goal of 70 out of 100 we're right on the edge there we're about 67 right now this measure e provides funding for projects and programs intended to keep our rivers beaches and oceans clean engineering does an excellent job in seeking grant funding for projects to supplement the city's limited funding resources our capital investment program will be discussed later in the presentation um as a total city-wide capital investment program but engineering develops and implements the city's five-year capital investment plan engineering assists other city departments with the implementation of their capital projects and some examples of two major long-term projects that engineers working on right now is rail trail segment seven phase two which is getting ready to break ground and the murray street bridge seismic retrofit improvement project which hopefully will probably by the end of the year is when we expect to be able to fit out that project the city faces a short and long-term unfunded list to capital projects in excess of 360 million dollars still a major shortfall transportation engineering design capital improvements projects for the city transportation and parking systems they respond as citizen requests and hazard notifications to improve our and maintain our city's transportation system we analyze traffic patterns issues solutions and include including the traffic signal system develop and implement plans for downtown parking and using transportation demand management and other parking analysis to reduce the demand we also develop and implement citywide active transportation plan to improve pedestrian and bicycle networks perform development review and inspection on private development projects as related to transportation and implementing implements the coastal rail trail by leveraging our local measure d dollars as match the state and federal grant transportation planning they develop and update the active transportation plan allows us to apply for active transportation program grants and helps prioritize fundable pedestrian and bike projects develops local roadway safety plan use for the highway safety improvement program hcip grants as well as prioritize fundable crash reduction projects actively seeks and secures grant funding for transportation improvement projects identified in the atp and elsewhere the division currently has an excess of 20 million dollars in grants funded projects scheduled through 2025 so they're very successful going after the the available dollars and they assist with the development of the climate action plan set goals for greenhouse gas and trip productions and ways to improve our multimodal splits under education and outreach and create and influence several educational outreach programs and supporting is for creating safer streets and encouraging alternative transportation the go Santa Cruz is one one such program which is signed up in excessive 1000 individuals and distributed nearly a thousand free transit passes and accounted for tens of thousands of miles of non-single occupancy driving miles the division also utilizes street smarts program to provide targeted education it's working on the development of a city's vision zero implementation plan it's working with other municipalities and educational institutions on the almost on the new almost all county wide bike share program contracts currently in negotiations and we hope to roll that out very soon fund safe routes to school education programs at all Santa Cruz elementary schools and and about achievements from last year we put these in the order of the re-envisioned Santa Cruz and under infrastructure we've implemented administrative requirements for the SB 1383 short-lived climate pollutants or the organics a law that was passed we almost completed the construction of the landfill cell 3b and we're under construction of the source water pump station and tertiary treatment facility and distribution system at the wastewater treatment plant known as pure water so Cal project project we've entered into the second phase of the wastewater treatment facility infrastructure study and condition assessment highlighted what equipment is has a risk and needs to be replaced and then prioritize those for capital improvements we've completed the construction and currently commissioning the wastewater treatment facility ultraviolet disinfection system and the riverwalk lighting project is under construction library lane sewer and path widening was completed and we're nearing the completion of the highway 1 and 9 intersection improvements under fiscal sustainability we've received grants for two electric refuse trucks and 12 plus EV chargers for public parking areas that have been replaced the replacement of low gas mileage vehicles with alternative fuel and efficient models including 10 hybrids or all electric vehicles and under downtown and business revitalation we continue to support business with COVID-19 impacts through parking costs reductions and incremental restoration of the daily rate in lots and garages implemented a seawalls mural project project art in our city garages and lots looking at our budget and our expenditures I think this is a this chart's really illustrative of how public works is expenditures are split and you can see the two major sources of our costs in public works resource recovery in 25.5 million is 32 percent of our total expenditures as well as wastewater at 23.5 million is 29 percent both rate based and then the parking district at 6.2 million dollars is 8 percent also it's funded by parking fees and pay for service at mechanical maintenance is an internal service fund at 3.8 million it's 5 percent parking non-districts that would be your general areas outside the downtown is 3.2 million and that also covers the cost to issue citations and collect those that's 4 percent of our budget street maintenance and operations 3.4 million that's only 3 percent of our budget as well as stormwater at 3 percent and then them all the others are very small at 2 percent 1 percent if we look at our revenue very similar setup where wastewater and resource recovery also make up significant portion 37 percent wastewater and 35 percent for resource recovery general fund is about four million dollars six percent our parking district fund is 3.9 million and then we have gas tax equipment ops worth parking and then the stormwater funds and then tiff and looking at comparison from last year's expenses and last year's revenue to this year I think it's it's illustrated to see it's barely similar on the expenditure side the refuse is a little bit less and wastewater is a little bit more but barely comparable in a 70 million dollar budget it's about about a million dollar difference at that point most of it is split among the funds small increments revenues is a little bit different to look at and I think the big difference here is our parking revenue is down about 3 million dollars and that's all COVID related so that's we're hoping to see a comeback but we have reduced that to be more realistic of where we were last year and that was the one fund that really took a hit with the impact on COVID a net general fund costs if you look at again a comparison from last year to this year we've reduced our general fund by 200,000 reduced worth gate expenditure another 14 so about 219,000 but our general fund revenue is also reduced almost a million dollars and that again the majority of that was parking revenue and citation revenue and then so our net general net general fund cost is up about 787,000 our general fund reductions that we were asked to provide we had a lot of reduced reductions and small increments but the major was eliminating elimination of two service maintenance workers they were vacant positions but we eliminated those that was 174,000 for staffing changes we are adding a half a position in administrative administrative assistant at wastewater fund replacing the landfill gate attended with it was a service maintenance worker will now use it or a refuse worker it will now be a an actual landfill gate attended and have this the refuse worker back work back at the resource recovery facility and then we have a half half FDE in the park is parking office representative to help with any permit assistance at the OVO when that gets in place we'll need assistance to implement that program and we did reduce our two service maintenance workers that were general fund on the from the streets division we are adding the four positions we talked about senior homeless response worker homeless response field supervisor and then two field service workers notable topics for FY 2023 I think the big one for us that how we'll incorporate is the addition of the home field homeless field services positions working hard to put these together and implement those into our operations group and how that fully integrates we have significant capital projects underway rail trail segment seven phase two the Murray street bridge is close to being bid the San Lorenzo river lagoon culvert will start this summer waiting number two permits and pure pure water soquel is currently underway the food scraps program is rolling out to residents we continue our fleet electrification and then the pilot program for the mandate mandated no parking on street sweeping we're going to evaluate the pilot and see how effective that is and then hope to roll that out later in the year and with that I'm ready to answer any questions you may have I know I covered a lot I feel like each presentation just gets meteor thank you so much Mark Dettle I appreciate the presentation and truly represents the scope of work across public works department is varied and there's a lot that's being done so thank you for highlighting all of that and breaking it down I will at this point bring it out to council members for questions and comments and I will start with council member Golder thank you agree that it was really you know interesting hearing all the different components of public works one it's kind of a slightly technical question and I just came to me again while we were listening what streets or what neighborhoods were you going to start that pilot program of the parking on street sweeping days yeah it's you know we were actually going to start with doctor street before COVID sorry yeah sorry no problem we had we had worked with that neighborhood to try that out and and then COVID hit and so we put that all on the shelf we're going to go back to them and see if they're still ready to do that again I think we had a plan laid out but we're really going to focus on the areas of identified in our stormwater permit of high debris areas and work there and kind of roll that out and obviously there'll be outreach to any neighborhood before we start to make sure that that they're on board and they understand because the obviously the issue is where do you park right if you're going to roll that out how do we do that so that people have a place to park their cars in that one to two hours either in the morning when we get out and do the street sweeping to to do that so it may be alternate day street sweeping so that they can park on the other side of the street when we go by or we're going to work all those details out but yeah that's the challenge that's interesting thank you thank you council member colder the other council members have questions for public works budget okay wow okay well then that concludes this department's budget presentation thank you so much for the presentation and the information and if anyone has follow-up questions I know that Mark Dettle will be available to answer those questions thank you so much you're welcome thank you for the opportunity so we will now continue with our budget presentations I will now call on Tony Elliott director of parks and recreation to give a presentation on parks and recreation's budget all right and we'll need public work to stop sharing and then we can share our presentation great thanks guys all right well let's just get that teed up yeah thank you mayor and council for the opportunity to present our fiscal year 23 budget joined by lindsay bass here our principal management analyst and waiting in the wings our park superintendent travis beck and acting recreation superintendent isaeth ray is out there as well all right lindsay let's dive in all right so similar to other departments here's our presentation overview we'll start with a little bit of background and some of our fiscal year 22 achievements we'll get into our fiscal year 23 budget and then talk about some key topics and then what is needed moving into the next fiscal year all right next slide all right wanted to just start our presentation today again just sort of grounding ourselves in the mission of parks and recreation this is really our our why why why does parks and rec exist why the why do we do the work that we do and it's really rooted in in this mission and this mission is also reflective of not just our national trade agency the national recreation and parks association but also the city's health and all policies as our mission is providing quality public spaces and experiences that build a healthy community foster equity and better the environment so we'll carry that theme through our presentation today our next slide please all right so there's a lot a lot to cover as it relates to parks and recreation it's always difficult as we saw with mark delt's presentation how do we cover so much work in a 20-minute period so we just wanted to do a little bit of a parks tour here to start and so when you think of or when a general member of the public or a visitor thinks of Santa Cruz what comes to mind and so we really reflected on this and so there are things like our treeline streets so here's a photo from pacific af and let yeah lindsay keep rolling through thank you um our open spaces our trails places that we have to get outdoors and recreate our beaches the iconic wharf programs like junior guards and then community arts and culture so nutcracker here is seen at the civic auditorium so really Santa Cruz is parks and recreation and parks and rec is at the heart of both that identity the sort of brand of Santa Cruz but really why you know people love to visit love to live and work here as well all right so we'll start with our org chart so the parks and rec department has 83.5 fte's shown on the screen here are a list of names of all of our supervisors these folks cover the recreation division the administrative division and our parks division under each of those names you see a number of fte's are full-time equivalent employees who work in each of these functional areas so i'll go to the next slide lindsay so just wanted to give a shout out to to our people so all those fte's you see the numbers on the previous slide but here are a few photos of the folks who are really the boots on the ground the folks getting the work done out on the field serving the community the folks that are interacting on a day-to-day basis with our community so just want to give a shout out to all of our folks working out in the field this next slide here we definitely can't do the work that we do in parks and recreation without our partners and volunteers this is an area that we've been able to really scale up in the past year through the pandemic and covid people have wanted to get out and volunteer so we've seen numbers and volunteers and increase throughout the department but we've got a lot of formal partnerships as well with groups like Save Our Shores with the Museum of Natural History many others the the famous Jane Mio down in the bottom left corner so just some amazing partners and volunteers that we work with to get the work done in parks and rec wanted to just highlight a few of our fiscal year 22 achievements a lot of really amazing achievements in fiscal year 22 but just to call attention to a couple one I wanted to highlight our after-school care programming after school enrichment partnership with city schools serving youth and families who needed that extra time who really needed that program after school that time after school so a really amazing program to get that going especially with a focus on Bayview and galt elementary schools one of the other categories here is stewarding our natural resources so we've made a lot of really concerted investment into just modernizing some of our aging facilities and infrastructure so investing in new high-efficient led lighting new boilers solar panels of the golf course and a lot more focus on battery-powered parks equipment so if you ever see a gentleman named Mayasha who's working around the city hall campus you'll notice and be amazed how quiet he is with his battery-powered lawn mowers edgers leaf blowers and so forth so with that I also wanted to highlight our grant success over the last year and Lindsay can advance the next slide so over the last year we've really increased our receipt of grant funds in a really significant way so what this reflects is about a $1.4 million total in new grants that have come into the department and we found a bit of a sweet spot with grant applications between the $30,000 and about $500,000 range we've applied for a number of larger grants multi-million dollar grants but have not seen the level of success that we're hopeful for with those just yet but we've seen a lot more success a lot more effort and attention going toward grant applications over the last year and so we hope to continue to grow this but wanted to highlight the success over the last year and so again before we go to the next slide again just wanted to reflect on these both these accomplishments and fiscal year 22 but again the work and scope of operations within parks and recreation so we did a bit of a tour you saw some of our staff but again just big picture in parks and recreation we're maintaining about 1700 acres of parkland 170,000 square feet of facilities and again as we talked about with our mini parks tour really a key part of the one billion dollar annual tourism industry here in Santa Cruz so we'll talk about that a little bit more I'll shift it over to Lindsay to talk about our budget in more detail great thanks Tony so I'll take you guys through the dollars and cents of the FY23 budget and I'll start with some context the department context for how how we found our self-position going into the planning for FY23 so the past four fiscal years we've seen the department make over 1.5 million dollars in structural reductions for FY23 we were given a target of three just over 350 thousand dollars when we added in personnel increases that target grew to just over 620 thousand dollars that's a sobering amount considering the amount of structural reductions already made in past fiscal years it's really exemplified by the picture on the right in terms of the size of the bread has not changed but the amount of peanut butter that we have to work with is getting smaller and smaller so just to approach this as thoughtfully as we could we developed key budget principles and I'll just mention that if we had had to make 620 thousand dollars and change in strict expenditure reductions this year it would have been very hard for us to maintain these principles especially bullets number two and three so it's getting increasingly hard to make reductions that do not affect community and council high priorities it's also getting very hard for us to not impact areas of the department that actually generate revenue for the general fund so these are just a couple of complexities in our budget that we wanted to make you aware of so we didn't have to do that thankfully and we appreciate the flexibility extended to us this year to put forward a mix of both structural revenue increases just over 400 thousand dollars as well as about 200 thousand dollars in structural reductions I believe there's a 30 thousand dollar water reduction here that we're counting that was not counted and maybe the latest list of reductions you all received so just to note that we did shift that over to the wharf to address increased trash issues there but you can see how this folds across the department and more detailed breakdown is given here I'm not going to go into detail on each of these items I will talk about a few of them the first being our reduction to the sister cities budget so that budget started at 6500 we've brought it down to 3500 so it's a three thousand dollar reduction in the past few years we have made significant reductions to other partner budgets that help us produce events like the Japanese cultural fair what he's on the wharf so we're we've seen and have tried to help those groups find creative ways to bridge those gaps we see that happening which is encouraging and we're hoping that this is an opportunity for sister cities to work with their support group as well as the department to find creative ways to bridge this gap the next reductions that I'll talk about are in the recreation area so these first two are teen and youth temporary budget reductions these two areas will still run a full complement of programs however these reductions mean that we really don't have any margin for anything new we know this is a dynamic space we know this is a space that is really embraced by council we would like to be able to engage and partner on new things but we won't have that flexibility moving into FY 23 this also takes away any flexibility that we have had in the past for school schedule changes so say we need an extra week of camp because of a change in the school schedule we really won't have that flexibility to add that in so those are just some considerations for you all in terms of the impact of these reductions the next one that I'll talk about is the classes activity guide this our activity guide is well known in the community we send that out three times a year and we will try to kind of revamp how we do that in the coming fiscal year to really emphasize online as well as do a limited print run that will really leverage our partners so getting those print copies out to our city schools partners as well as library branches and other key access partners again this is one that you know we would love to try to do that re-engineering of how we deliver the activity guide and reinvest that money elsewhere in the department but this is a reduction that we're we're making the final one that I'll mention is the just under $20,000 reduction on the Harvey West pool and this will make it not feasible to run year-round operations at the pool given the increases in utilities water electricity chemicals it is becoming more difficult to run on the margin there this reduction would make that increasingly difficult even with this budget it is a stretch for staff to be able to cover that asset so that is one that will have an impact knowing that it is a priority of the department to pick back up the pool feasibility study and move that forward and what that will do is it will provide options for both investment in the facility and companion operating models that would allow us to understand how we operate the pool year-round in a cost and sustainable manner so that's kind of a broad overview of the reductions that we're putting forward so where does that leave us we will have a $16.9 million budget this year last year we had a $16.3 million budget but with our revenue increases the net impact to the city and the general fund will be less this year so that's a really good thing so really really strong revenue recovery we'll talk more about just how focused the department has been on cost recovery but I'll just cover real quickly the large portion of our budget is in personnel and we run above the national average for parks and recreation agencies in terms of the percentage spent on personnel we will be making some changes this year so we'll see some budget neutral changes in our administrative division that will increase flexibility and allow us to spread our workload a little more effectively and equitably of a cross staff we are aligning some administrative costs to the wharf and the big ask here is the addition of the full-time special events coordinator with the easing of the pandemic we are seeing a surge in registrations and reservations basically everything a request for events across the board so staff whose workloads were less during the pandemic are seeing their plate overflow us and as a consequence it's really really hard for them to absorb this at this point so this added capacity would be a huge huge help to the department if we turn to the gray piece of the budget which is our supplies and expenses capital outlay just want to focus on a few big pieces of this puzzle the first being where are the city's largest water customer so a water sewer and refuse makes up 1.5 million dollars of our budget we have been able to hold our water budget pretty even over the last five six years that's in large part due to conservation efforts we've been spearheading as a golf course so hats off to that team they've been doing a phenomenal job however given what you heard last night in the water department's budget presentation it's going to be increasingly difficult to do that so we're doubling down on water conservation system wide to try and hold this number in check but as you heard those annual increases are projected to be around 10 for the coming years so we're trying to get ahead of that and plan for that but it'll be hard to keep that in check. Sewer and refuse is another area I guess we've seen increased use of our park beaches and open spaces that trash has to get collected and that means increased cost to our department it also underscores a really interesting dynamic between our department and enterprise funds and so as rates go up there so does the need for general fund budget to cover those expenses in our budget. Another big boulder in our budget is our professional services I just want to call out that a big portion of this is spent on tree and vegetation management not nearly enough I'm hearing our park superintendent in my ear but still a good portion of this budget and another unique quality of this line item is the fact that about $350,000 is actually paid out with based on revenue that we take in so as we take in revenue for sports leagues we have to pay sports officials as we take in revenue for classes a percentage of that goes back to class instructors similarly with operators and so this is a fully cost recovered line item but it is a piece that does sit within professional services in our budget and then finally fleet is just under $400,000 of our supply and expense budget and wanted to mention about 25% of the fleet is now leased through enterprise fleet management a program run by public works the nice thing about that is that it provides us some flexibility moving into the out years to begin to electrify our fleet as those options become available and so we're very keenly focused on how we continue to support the city's climate goals so this slide is a lot I'm going to cover it at a high level but just want to put that high level budget a little more in context and give you some sense of how it sits in relation to the past for adopted budgets for the department so to focus on revenues first the green bars let's emphasize the fact that as I mentioned previously we're returning to pre-pandemic cost recovery levels which is awesome we'll be at 32% projected for the coming fiscal year and that's above the national cost recovery average for parks and recreation agencies and I'll also mention that we tend to overperform on revenues so this while it's a high estimate we're being conservative so we have big ambitions for the coming year if we focus on expenditures the lower half of this right hand side of the slide I just want to emphasize that you know if you look at 2019 we had 87.25 FTE $9.6 million in personnel expenses now fewer personnel are costing us more so just really emphasizing the increasing personnel costs and also that you know that doesn't include some of the positions that we have reduced from our budget so you know we're still operating without a construction specialist we're operating without part-time positions that are key for the civic auditorium further it doesn't incorporate how we address the fact that we've got a couple of non-competitive regular staff positions in our compliment our administrative assistant to and recreation supervisor positions were identified in the compensation study being non-competitive so how we figure that out in the midst of you know structural budget deficit challenges is tough but necessary turning to supplies and expenses I'll just emphasize that again in FY 19 we were operating with 6.5 million this year we're operating you know right at 6 million and we're doing that knowing that inflation is really magnifying the the impact of having to operate with a smaller supply budget so that's been the case over the last few years and with inflationary levels right now it's going to make spreading this peanut butter really challenging so just a little more context for you on the budget so I've been talking a lot about revenues and the reason we talk a lot about revenues in the parcel recreation department is because it feels like one of our only ways to address kind of these growing expenditures and make sure that we continue to maintain a cost recovery that basically protects us from any additional reductions so we know it's difficult to do that but we make our best effort and one great proof point of that is what we've seen at the golf course and so I really really want to emphasize the awesome work that's been done by our operator there just before the pandemic they brought in and kind of restructured fees there brought in dynamic pricing got the restaurant up and running and so FY 21 was the first year we saw full cost recovery there in ages we were many years ahead of schedule in the golf course operations plan and doing that and you know we're all kind of worried that that might you know might not sustain as the COVID pandemic bump wanes and we're really excited to share that it is sustaining and that as of quarter three we're still on track to have full cost recovery for this fiscal year which is great and that's due in large part to the combined focus and effort of our team working in close partnership with our operators up there so this is a great example of what we want to replicate in other revenue generating areas of the department one big priority for FY 23 is the civic auditorium you'll see some really wild swings and revenues and expenditures here in the civics data so they got hit really hard with reductions in FY 21 and 22 you'll see their revenues dipped really low in FY 21 when they were basically closed but they have rebounded and that team is so creative and scrappy supervisor Jesse Bond went out and got a small business administration grant of $300,000 to help address a drop in revenues they also because they were closed the first half of the year are now using a lot of that saved temporary staff budget in the back half of the year to load up on events and really drive revenues in the second half of the year so I think when we add in the additional revenue that they bring in through admissions tax on their tickets they would probably be at 100% right now so this gets another smiling face from us we like this trending in the right direction but for the civic team it's something they won't be able to sustain in FY 23 prominently because of the eliminated staffing positions and so they'll have to run a very streamlined set of events but that's something that we want to work with you all on and we really do want to bring and put together a plan and bring that back to you and how we would bring those positions back with event revenue that would help to offset that and really you know put them on a cost recovery trajectory that doesn't impact the general fund and serves as a benefit ultimately so that's a big focus for us these are some examples of where we're going to be working and how we'll want to be engaging with you all on some of these cost recovery journeys just to briefly cover the children's fund it's the first time the children's fund has been in our budget proposal we usually take this as an independent item and I'll just emphasize that in the last several years the fund has really been critical and a critical safety net for vulnerable children and families age ranges from the early ages to elementary to teens so during the course of you know the cdu fires and the pandemics you know making sure that there's access to early childhood care as well as scholarships for our programs has really been essential and we've been hearing that from families that have benefited from children's fund resources moving forward for fy 23 we'll plan to put forward the same type of distribution of the fy 21 audited cannabis business tax that is appropriated for the children's fund and we'll recommend that 50 go towards early childhood development as that has been done in the past and 50 to prevention and vulnerable use um so no changes here just that it's appearing um in this forum rather than as a standalone and with that i'm going to turn the presentation back over to director elia to bring us home right thank you so much lindsay all right i know we're a couple minutes over so i'll move quickly through these final slides here our fiscal year 2023 strategic themes i just wanted to highlight here uh and bring some context to the budget that we brought uh forth to the city manager and the city council here is really in line and reflective of our parks master plan so we get this question from time to time at the parks and recreation commission is how are we implementing the parks master plan that really starts through our budget and so what we've put before the council here is really reflective of these different uh goals and themes that are reflected in our master plan all right as we look ahead to fiscal year 23 again a few key topics a lot of these are geared toward public safety uh in parks we've talked a little bit about the bread as the scope of our work and the peanut butter meeting the resources and so very grateful uh that the council uh and really city is supporting uh more peanut butter in the in the realms of homelessness with the homeless response action plan sidewalk vending and senate bill 946 that we've been working on recently so very grateful that there's additional uh resources or peanut butter in those areas but definitely something to look forward to is a broader conversation with the police department with chief escalante and his team about public safety and enforcement in parks so a key theme that we'll look at in this upcoming fiscal year and likely beyond and then also as lindy alluded to with the children's fund focusing on equity and vulnerable youth and families um implementing the children's bill of rights uh and measure a as well so a few key themes and 23 our next slide please all right so what is needed so we'll continue this analogy to the very end uh the the peanut butter uh those resources are what are most uh critically needed so we've got a lot of bread we've got a large uh park system parks and recreation system in the city a lot of needs deferred maintenance from a capital improvement standpoint that we'll talk about in just a little bit in our cip portion of the budget presentations what's needed for fiscal year 23 and lindy alluded to this a little bit already so uh seeking budget approval uh for the requested personnel changes in additions uh our general fund cip investment into the parks and rec system the overall system um and then this continued focus and really the support from the council the support um across the city this this focus on strategic revenue generation and cost recovery so if we're talking about the war for we're talking about the civic auditorium or the golf course any of these things how do we work together uh to be strategic about revenue generation and making sure that we can sustain the world class amenities that we have throughout our park system i think with that i think that ends our presentation lindsay if you can advance to the last slide there and happy to answer any questions uh that the council may have so thank you very much for your time thank you director elliot and lindsay bass wonderful presentation thank you so much for the peanut butter analogy uh um so much is is uh being done in your department and um i appreciate the breakdown as well as the information in our uh budget binder um i know that we have um if you could just uh i have one question on um the reductions was that a total of 350 that you had um recommended was that the total no we put forward a mix of structural revenue increases that were just over 400 000 and then um about 200 000 in reductions that added up to that target okay the ability the flexibility to include structural revenues um was incredibly helpful this year this would be a very different conversation if that had had to have been just expenditures yes uh completely and i really applied your team for working with limited resources and um really keeping it keeping everything moving forward for our community i'm going to bring it out for questions uh and i will start with council member golder i don't need to go first every time the gas bag over here but i just wanted to say thank you to the parks and rec department for all of the collaboration like in my other role as principal it's been fabulous at the elementary school and i just want to express my appreciation and gratitude on behalf of the school community here at san jacuzzi schools um and that partnership has been phenomenal and i know we're planning on ramping up a little more next year and um i think it's a great way um you know to reach more of the community and i appreciate that so thank you and you did you barely touched on it but it really needs a huge shout out because it's a lot of work thank you that's all thank you council member brown thank you mayor thank you tony and lindsay for the overview uh this is it's always great to see the amazing the the visuals the photos and to hear about the the work that you do and you know just how creative and innovative you all get with the very very limited resources that you have um i have one question i have why have some comments i'd like to make and i have one question which now i'm not remembering so maybe i'll make my comments first oh um i know what so the interest so um on the on the goals for this year uh i it's great i love everything that i'm seeing and i'm um i'm gonna put in another plug for neary lagoon um and i'll talk about it later on the cip as well um but you know it's i see it come up in in lots of the presentations you know images of neary lagoon it was used by multiple departments today um aside from parks and rec and um and i know that there's um you know aging infrastructure there as well and the you know the walkways and and some of that work and and so i'm i'm just hoping that um i didn't see it as a goal i'd love to see it as a goal i know um that may be we may be looking at a year a couple of years out um on that but um just wanted to put in that plug about uh about neary lagoon and then i just i want to make a few comments now while we have a little bit of time to do that um so i um i'm gonna strongly advocate as we are considering our final budget adoption for no reductions to parks and rec this year i recognize that there's um needs across all of the departments and um so i don't really say this lightly um not just because you have some of the you know my favorite programs and and work that the city does in your department but um also because um we know that as you have you know when the really major cuts had to happen in the uh late 2000s uh that your department is really if i look at the and i don't have the exact numbers i was going to look those up and i just it takes a while to find them but i can see um that you know personnel wise he parks and rec has not recovered um to even close to the staffing levels that you had before the great recession and um so i think that um you know given where where you're at that um we ought to be fully funding what your your budget this year um and at a minimum i'd really like to see and this is partly for my colleagues um just to be thinking about um i want to say it now um i'd really like to see um at a minimum the proposed reductions to the youth uh temporary uh workers and and teen temporary program that's about $35,000 if i got that right um be restored uh those are i mean that's a critical program and as you said Lindsay it it it helps the um you know it helps you all be nimble around um needs that come up throughout the um year it certainly i i mean the way that you all stepped up during COVID to provide to help provide um additional uh resources for for children and for city workers families um it's you know it's just your ability to be able to do that is so critical and and i i want you to have a little bit of a cushion to be able to do that i also think it's critical that we provide those opportunities to youth um to teens for as as internships and um that that um you know extra help when it's needed um i also want to say a couple of things about the pool right now um uh councilmember Watkins and Myers and i as some of you know uh were on a subcommittee for uh to talk about how to um how to reopen the pool and um with members of the parks and rec commission and it was a great experience to have those conversations and learn about uh the both the operational needs but also the infrastructure needs there and it became so clear that the pool has really reached well beyond its useful life um and so that work to do that feasibility study which we learned about had been really successful with the harbor high pool project um seems really critical and i know that's um because you have had really limited administrative opacity um and you all are covering so many things um it just feels like having that funding available um and i think it was a 19.5 so about 20k cut for the pool which wasn't specifically for the feasibility study but um i'd like to see that funding restored as well um and not or not cut this year and to keep the pool open or help with the feasibility study whatever the the need um my most need is there and i really hope that we can consider making an additional contribution to that uh should uh you know once the the final picture on potential new revenues becomes clear um so and i absolutely support the events coordinator restoration thank you and thank you to uh folks at the city who are making that happen um so i yeah i just wanted to kind of lay those out those are real priorities for me it's you know when i look at the numbers of the particular asks i'm gonna make to um put back into the budget it's a little it's about $50,000 it's um maybe a little bit more than that um and i'm really hoping we can figure out a way to make that happen and um really my my bigger goal is to not cut your budget at all this year that's what i'd really like to see so um i'll leave it there for now um not not really questions but i i just want to really appreciate the work you all are doing and um you know how you deliver for our community and uh tourists as well um but you know the people who who rely on our services here thank you councilmember brown councilmember Cummings yeah tony lindsey just want to thank you all for all the hard work especially you know during the pandemic and now that we're coming out especially you know with everybody wanting to be outside more and being in groups can definitely understand the challenges that you all are facing and then tony also want to just give you and your team a lot of credit for being able to get the golf course to a point where it's actually you know recovering all its cost i know when i first got on council that was a big issue and um and it's just great to see that you all were able to work that out and we're seeing high demand there so you know um really being able to demonstrate how we can make the golf effective at generating revenues and um you know historically and to councilmember brown's point i know the parks department has taken a lot of cuts and we haven't seen um many of the positions that were cut or many of those cuts restored as we've seen in other departments and so given you know the high demand for parks and services i think it would make sense that you know we try to figure out a way to not cut the park's budget this year um as it was said in that presentation there's an increasingly high demand for parks and the services they provide and um you know there's an opportunity for us to again like you know by supporting them and them demonstrating that they're able to generate revenues i think it would make sense for us to try to really support them right now as their momentum is building and there's opportunities for for them to really um have programs that actually you know recover costs to generate revenue for the community and all the community benefits that come with everybody wanting to be outside so hope we can you know look at that i know there's departments in the past where um we haven't made cuts or reductions and so hopefully we can figure out a way to make it work for the parks department this year they deserve it thank you councilmember Cummings councilmember callentari johnson i'll echo my colleagues um sentiments thank you guys for the presentation and the incredible work you have um a lot of bread to cover and and as you said not enough peanut butter so um whatever we can do to help bring in the peanut butter i mean i i don't know how that would work but if we can um avoid cuts to your department i would be very much in support of that and in particular what what councilmember brown brought up around the youth programs and the teen programs um i don't need to say it to you all but upstream prevention ends up saving us a lot of money um in the larger societal context as as you all know um i did have a comment and a question about the children's fund it's it's really really exciting to see the outcomes the number of people that that served and the outcomes it's produced um trying to find my notes now around it so so fiscal year 21 was 211 thousand and that's before the 20 percent of measure a correct i just wanted to clarify that that's great and then is there a um estimated projection of what f y 22 will bring in because at that point the 20 will have gone in correct correct so f y 22 will be audited so halfway through f y 23 those funds will be available that will still be at the 12.5 percent rate but once we get all the way through f y 23 that'll be a full year at 20 so that'll be the first point in which we can um or we'll see the full effect of measure a we don't have an estimate at this point is that hard to we we have estimated what that amount could be given present cannabis business tax revenues and somewhere between three to 350 okay annually so that's something that we look forward to and um i think as measure a continues to be implemented and the oversight committee gets put in place you know thinking about um agreed upon outcomes that that fund can help drive um will will be a focus that and a conversation that will definitely want and be encouraged to engage in with um you and and other partners in that work great thank you thank you for um helping shepherd that process and and i see my colleague by smear Watkins isn't here but i do just want to acknowledge her leadership and and um bringing this to our our community and generating this source of revenue thanks for all your work thank you council member calentari johnson uh are there any other questions from council members at this time okay um and then then that concludes this department's presentation thank you so much and uh i will now call on bobby McGee interim finance director to give a presentation on the capital improvement programs budget thank you again mayor and uh good afternoon members uh of the council welcome thank you righty so um the next item before you is the capital investment program um this powerpoint presentation includes a number of different departments as well as i'll provide an overview so um i i'll just keep sharing my screen and ask the departments to let me know when they're ready to move forward in the in the slides so on the agenda is the uh 2023 proposed cip and then the general fund top cip projects uh as listed by department and then the departments have some individual items that they would like to discuss so the cip budget uh as it stands right now um includes 123 million dollars as you can see on this graph here most of that is in public works and the water department uh with the remainder of that spread among other departments the unfunded cip by department totals about 365 million dollars as you heard me say yesterday that includes about 70 percent in public works as well as a very large chunk of uh known cip unfunded needs and parks and recreation and so when we were putting this together we created a priority list that included several different criterias we went over this being fiscal sustainability the location the project location and also the infrastructure so items such as what condition is the asset currently in um project readiness is it shovel ready um uh and other types of criteria that you can see listed here so the top recommended cip projects for this year um as i mentioned yesterday there's five million dollars that is programmed into this budget and these are all of the priority projects that were identified um as part of this process in working with all of the departments and so you'll hear a lot more about these as we move on okay and with that i will uh ask the public works department if uh they're ready to start their discussion yes uh good afternoon council members mayor uh nathan wen and the assistant director of public work slash city engineer and i will presenting the uh five-year capital investment program um this first slide is kind of giving you an overview uh of our projects and public works you know roughly we have over 100 projects that we have in our cip um roughly estimating about 180 million dollars and about 60 million of that is grant funded or through uh accepted their fees many of our projects um as you'll see um our experience our multi-year um we do we are able to knock out some projects in the current year once we get them but many of them are long-range efforts and so uh do you require kind of a again a long-range view of them the 10 categories that's uh public works manages are listed right there um gas tax rto and roads um etc um so we do have a lot of different funds uh as you can imagine public works um overseas and has a lot of different functions within the city so from um you know managing streets collections wastewater refuse the parking the funding sources are also widely distributed um i think the lead mark director mentioned some of them earlier you know we have our gas tax sp ones funds that help our roadway reconstruction um traffic impact fees from development uh projects um of course there's assistance from the general fund but then we also have some tax measures there too as well measure d um h and e as well um some deficiency fees we also collect um uh permit parking fees parking and loo fees the parking deficiencies that have actually been converted more of the parking and loo and then of course we have our meter collections uh the cip that was a part of the packet and presented to you guys was presented to the transportation public works commission back on march 21st and uh they recommended me uh approving the administrative draft at that time i could advance above it okay so um as far as our capital investment program this slide essentially highlights some of the most current and significant projects that we have underway you know on the left side you can see there the uh projects that we have under construction so uh storm drain and paving uh improvements that's about a 2.5 million dollar project that was recently awarded to granite rock you'll you'll see the rehabilitation of chestnut um which will include uh replacing i think upwards of 30 curb ramps some pedestrian crossing improvements will be also be associated with that um you know the the project was predicated on you know some failures that we had because of a shallow storm drain um system that we have and so we're using some innovative technique there to do some dual pipes um before that shallow piping um mark also mentioned earlier rail trail segment seven phase two we're very excited we made that award uh just a week ago to anderson pacific it's a about 11 million dollar project and that will extend you know the rail trail from bay california um around the wastewater treatment plant behind the raw raw bronco park to pacific avenue uh roundabout marie street bridge seismic retrograde project you know that's a large project that's um been on our books for quite some time you know that's roughly i think the latest testament is going to be close to 30 million that project will come to you guys actually later uh at the next council meeting but again that is a project uh really a requirement are and to upgrade that that bridge and will include some you know increased with bike lanes and a nicer pedestrian facility on that ocean side um next up we have a parking access revenue control system uh that's the parks upgrade we've been working on that one for quite some time um excited that we're we're getting closer to doing a site acceptance test for this new parking equipment we have it in the riverfront garage as well as the soquel garage uh if successful uh this upcoming month um we'll be looking at expanding it to the soquel garage and out on the wharf uh what's exciting about that too is the back end uh software you know where we're hoping to modernize our permitting system where people can go online to renew the parking permits and kind of expand our capabilities for things like residential parking permits overnight permits etc so it's a great project the resource recovery facility um landfill cell 3b that's a large project um you know so i think it's close to five million dollars and that again extends the life of our our landfill very exciting to see that when i get near to completion the sentiments of riverwalk live project um that is under construction right now um you've probably seen some of the light poles out there um the poles gotten finished in san lorenzo park which we're excited there has been a supply chain issued so um we are waiting i think it's going to be we're looking at july now as far as a completion date for the riverwalk lighting again that's between um barter street and highway one along the riverwalk both on the east and west side the san lorenzo river culvert project again another great exciting project that we're all looking forward to that's roughly the two and a half uh three million dollar project um we are expecting to start on july 5th um with completion in october it is contingent on receiving a couple grants and most importantly one from the army corps which we hope we get any day now uh state route highway one um intersection improvements that project is uh continuing um you know we're excited to see the islands in place couple of the corners of like they're getting closer to being completed uh that that project is looking like though it's going to be pushed up as to a september completion you know that project is roughly six million dollars and a lot of that was paid through a couple different various grants stip and as well as our traffic impact fee program the trevathen storm drain and sewer project uh that project is wrapping up uh quite rapidly uh we should have some final paving i believe this week or next week followed by some finished final striping again that uh alleviated some of the flooding that has been happening for quite some time uh along trevathen and it really is the phase project so this is kind of the first phase and as we look to uh continue to rehab or upgrade the storm drain and sewer system on trevathen um those will be some future projects to come uh let's see west cliff um storm drain uh west cliff drive storm damage repair project you may have seen that one that's definitely a high profile project just given its uh location over by chico uh that's moving forward quite well um a rebirth construction is working on the grade beam out there we had our public works week um uh lunch presentations out there and it was deemed a success and we're excited to get that one hopefully buttoned up uh sometime in july is what we're aiming for uh wastewater treatment facility title 22 water um this is a great project that we're working with the so-called creek water district um again and recycling some of the water that we have um using it reusing it back on site replacing some of our filtration system leave this project that's currently under construction is going to be able to handle upwards of 300,000 gallons a day half of that water will be reused on site and then we are looking and working with um you know the water department and regional transportation commission about a potential future recycled water bulk station maybe somewhere on bank california so those are the major projects we have that are under construction and i'll go through the projects that we have in design um i'll try to go through these a little more quickly here so the city arterial collector streets a paving program um you know we're looking at a few different uh streets to to repave in this upcoming uh year um including ocean street and bay street um potentially san lorenzo avenue and riverside council if you guys approve you know some additional general funding for that uh we have the cms upgrade you know this has been a big project multi departmental it's going to really help streamline some of our processes to to maintain our equipment and we are in process of getting in contract with the highest ranked vendor on that project the downtown intersection uh two-way left turn improvement project is an exciting one you know and this is this project was created in response to all the development that we are seeing now on front street so this includes the three intersections at front and laurel front and calf cart and front and so cal so taking a real fresh look at doing intersection improvements and removing some of that or most of that parking out there to accommodate a two-way left turn lane for the i want to say close to two thousand units you know that we're that will be coming online in in the future um rail trail segments eight and nine um that is currently under design right now i expect a uh an eir to come back to you guys to the public later this summer early fall we're really excited about getting closer to getting some final plans and specs sometime next spring and we are applying for some construction funding atp active transportation cycle six grants uh and that kind of goes from warf all the way the warf round about to 17th avenue and we are in working partnership with the county and rtc on that uh pobunet creek sedimentation removal you know that's an important project we had some flooding a few years ago um over by kind of club a club golf club drive in that area right there was a code violation that we're working through with the adjacent property owner but we are working towards getting some good that sedimentation removal initial work assessment done and then looking for a longer term plan for some engineered solutions sewer system improvements that's something we always are constantly work on year and year out we this year we're looking at lining some manholes um as well as uh doing to extend some of the life of the manholes as well as some of the pipeline we have a storm pump station number one uh rehabilitation this is this is very critical infrastructure this is the pump station over by front and uh laurel uh that keeps the downtown from flooding so um the pump station is it's very old the pipes are very shallow we have an rfq out right now to hire consulted to help redesign that pump station and and may get included with the downtown expansion plan that the planning department is also working in um let's see the last two out wastewater treatment facility electrical system this is another large project that we have we currently have a consultant on board helping us redesign or really modernize the electrical system that we have our treatment facility um it is roughly going to be about a 20 million dollar project so it's quite large again that some of the system electrical components are antiquated and just are no longer supported so that's that's a big one for us um and back in 2019 we did a facility you know equipment study um and you know in that study we had identified roughly at least 15 million dollars worth of projects or or equipment that also needs to be upgraded beyond the electrical system so we are working on um getting hiring another consultant team to help us design and construct um some of those improvements at the wastewater treatment facility and that will be likely a you know five-year plus program as we um work to upgrade that the equipment out there and then the last two items or projects that are listed there are the only two new projects that are being proposed in the public works a capital investment program and the first one there is a bay drive protective bike lane and pet path and that came out out of the request of the transportation public works commission and we're excited about that would remove a northbound lane uh between uh escalona and iowa and allow for a uh protected bike lane as well as a two-way pedestrian path and then a southbound lane uh would be converted to a protected bike lane and then the last one there is escalona storm drain pipe replacement we'd actually did some initial work um completed i think it was this last fall to help alleviate that this this is kind of the extension of of that escalona culvert which would require some right away and a retaining wall and and is added in our CIP program um bobby next slide please okay and this is my final slide it's our final slide to show you here um is the capital investment program the unfunded projects um and as bobby mentioned earlier and we've mentioned in previous budget cycles is that we have a large living uh list of unfunded projects over 300 million dollars worth um you know a lot of that stuff lives in the active transportation program a lot of it is just missing sidewalk and curb ramps and and storm drain projects that we just there is no funding dedicated for um what we have shown here is the listed uh projects that are um in order of significance that we're seeking for general funds to help plug in you know the first one there that you see is the west cliff drive stabilization and this has to do with some of the uh you know uh king ties that we've had over the several years that have started moving some of the um you know large rock down to the bottom we're we're looking at two locations i think near word grow one location near flumbia or we can place some of that in more replace some of that engineered rock to make sure that our path stay stable out there the second one there we have is the ocean street reconstruction and paving project shows two million we were fortunate to be awarded actually a one million dollar stip grant recently so we are requesting about one million dollars to help complete the ocean street reconstruction paving project again that project you've driven on ocean street it is pretty deep up we are hoping to kind of revitalize that entrance to the city of asianica is with that project the third project we have there uh you know public facilities energy saves them maintenance um that's kind of a little bit of a catchall with our public facilities projects you know we're requesting 200 000 from general fund to really focus on rehabilitating the restaurants outside the council chambers so if you've seen some of those restaurants there the flooring is actually uh there's actually a basement there and the flooring is actually starting to um uh deteriorate and so we need to really put some money to rehab those restrooms san lorenzo boulevard east cliff paving project if you've driven on san lorenzo between ocean and riverside that whole are all the way out to laurel street that whole roadway is really beat up and that actually has to kind of do with the uh shoaling that happens on the san lorenzo river mouth as we know the bad water backs up along the river and really just puts it destroys the base uh if you mean it exists over on san lorenzo and so we're hoping after the culvert goes in that this paving project that can also be done to you know extend the life of that roadway um riverside reconstruction and paving now this project came out of um our underground uh riverside utility project i think back in 2016 or 17 unfortunately it was a large expensive project to underground all the utilities um and we weren't able to award that project but the street itself on riverside is still really really in poor shape um with the development of the marriott hotel getting near completion uh we felt that it's time to bring this back uh closer to try to revitalize repave that um entire street and do some you know uh bike and pedestrian improvements as well uh six the civic city hall civic parking lot reconstruction and paving roughly two three hundred and twenty thousand so that's the uh you know parking lot um that leads to fire station one behind the civic um that is a concrete uh driveway street and it is really beat up and you know uh we definitely just want to reduce liability similar to what we're doing behind the parks and rec building later this year uh bay street reconstruction paving uh you may have seen all that work that was happening with pgne be paying their or redoing their gas line on bay street that street too is also a very very poor condition we're excited about that one about how that street connects from the rail trails bay view elementary to ucsc a lot of multimodal use uh on that uh length of street so we'd like to see if we could get some additional funds to help uh repave that street um number eight i mentioned earlier that's the new project escalator storage pipe replacement so that's about half that funding we're searching for now item nine a warf roundabout bike lane this place came out of um the idea of doing a mitigation for uh you know we've had a lot of concerns and and and comments over the years with uh bikes being able to travel northbound on pacific through the roundabout that it's a bit of a challenge we've added striping it's an additional signage over the years but what we're really looking at is trying to do is um add a bike lane uh which would require obtaining some right away and redoing some of the curb better than sidewalk out there so um you put that on there and then 10 i mentioned this earlier about the citywide sidewalk and curb graphs you know that's human is really kind of uh kind of a again an initial step to kind of pick the most critical locations in our city we probably have roughly over 25 million dollars worth of side missing sidewalk and curb ramps um and then you can go do a lot of our different neighborhoods and we still don't have a lot of ADA compliant uh curb ramps outdoor no curb ramps at all and so we are looking and we've we've had requests from different neighborhoods as requesting sidewalk facilities and so this would help help move that needle as far as thinking that those facilities in place um so cal pine storm drain improvements this one's been on our books for a while as well but uh you know if you've uh when it did rain pretty intensely um we had a lot of flooding that happened on so cal in front of the kind of the whole foods parking lot right in that area all that parking is no longer usable in a good storm we do have a design in place so it is essentially shovel ready um and requires tying into the existing storm drain or adding storm drain system along pine street and then lastly we have there is a branch 40 creek channel repair uh roughly three million now potentially more we need to do some more analysis with regards to that and um any funding that we put towards that is going to be a multi-year effort uh that's also going to be uh includes some fish and channel repairs as well um again that that three million that uh we want some starter funding to kind of get us towards that goal uh repairing that and with that that completes the public board of c.i.p. uh do we're doing questions at the end there bobby or i happy to take questions now if the council would like to or we can certainly save them to to the end whatever the council would prefer okay i see a couple of hands up i'm happy to answer questions now um uh let's see uh that means i think i see there yeah thanks for the presentation um i guess one of my questions is you know we we get requests all the time from people in the community about you know for example um speed bumps in certain neighborhoods and sidewalk repairs and so i'm just wondering um like how do people get kind of repairs or what's the prioritization process for people being able to you know get some of these needs addressed around roads and road repair and and road safety yeah thank you for the question there council member comings the most oftentimes i would say that if we are looking at simple repairs you know that are hazards you know we do have the um online portal i think that chris you know response system to create work orders for our operations that have to do some immediate fixes but for things like traffic calming devices or a really traffic calming system you know those kind of comments we try to put towards um our active transportation plan and our local local roadway safety plan developing um projects that can be incorporated into those plans because that is how we um we use those plans to identify funding sources go out for grants and then really program our workload as far as staffing being able to um you know actually generate designs and a bit of a project and things of that nature so you know we we try to focus um the you know the public's requests towards revitalizing those plans when those when those come to before commissions and councils so that that helps staff prioritize um you know the different types of treatments and different streets in the city great and then a follow-up to that i'm just wondering um when the construction of the marriott off riverside and lebrant finishes um is that road going to be repaired i know they're doing a lot of you know they're pouring a lot of concrete for the sidewalks over there but that road's been pretty torn up from all the heavy trucks coming through to build that building that's been going on for a really long time so i'm just wondering what if that's on the list of roads for repair yeah again thank you for the question then councilman comings it is on the list of our unfunded list at the moment so that is project number four that we've listed our number five the riverside avenue reconstruction it's roughly estimated about a million dollars that we're requesting um it and we are cognizant of the fact that marriott is opening and so um you know we want to be able to try to tie it in with that sooner rather than later getting the road rehabilitated um as that again is an entrance to the boardwalk in the you know the whole beach class neighborhood great and then my last question because this came up um i received a complaint a couple days ago um regarding sidewalks and just wondering if you all can speak to you know it sounds like how sidewalks in front of residential properties are the responsibility of the property owner yet it's something that provides a public good and so some people would say you know if the member if that's open to the public and it's not private property why is the city not responsible for paying for that and just wondering if you could speak to that um sure yeah thank you again for that question it's a great question we do receive it a lot in public works um the state the state law or state recognizes the burden at which the cost of putting sidewalks onto local agencies it was too great and so uh there is a state law that essentially allows agencies to um you know put the onus or viability and responsibility of sidewalk repairs and so forth on the adjacent property owner and most if not most local agencies in the state of california essentially have adopted that law including us and so it essentially again states that um the responsibility of the repair of the sidewalk or and kerman gutter is put on the adjacent property owner but we do uh you know through the public works department here we do work tirelessly to try to get grants active transportation program grants highway safety improvement grants to help install those sidewalks that are again in the public right away but then ultimately become the responsibility of the adjacent property owner and is there anywhere people can go to get that information on how they could receive some funding from those grants um the let's see online we do have that information with regards to the responsibility of the sidewalk the grants themselves the granting agencies are typically awarding to local agencies not necessarily to individual homeowners so they can't apply for that through the city not typically now but thank you as well my question i might add actually that um sometimes their insurance their homeowners insurance may help them out because it does remove a liability if somebody trips and falls and on that sidewalk they can sue that property owner so there is an interest there thanks thank you uh councilmember bolder mine is actually kind of a follow-up to councilmember comings but it was um in that during during the pandemic i noticed a lot of people out and about on west cliff and then i got um complaints about uh bikes versus pedestrians versus you know all that and one thing i noticed um i just walked on the other side of west cliff the house side and there was only maybe 15 less than 20 i don't know exactly it's been a couple years since i counted houses on that side that did not have sidewalks but i think if there's any opportunity to and i understand one question is at one point does the property owner have to put the sidewalk in so because is it is there you know a point does that make sense yeah a great question we commonly get that one as well thank you for the question there golder there's councilmember golder uh typically uh when a property owner comes into redevelop their property and it's over 500 square feet it triggers a public improvement requirement and that's most often a sidewalk and or maybe a street light or a curb ramp depending on if you live on the corner uh of a street there and so that's typically the most common way that you'd see a property owner install sidewalk on their own is when there's a redevelopment that happens or remodel that they decided to move forward with and then there's a public improvement that's included with that um we as staff we do work again as i mentioned earlier about applying for grants and you're trying to score grants that are um you know say across the school grants uh there's after transportation grants that you know lead towards you know um commercial and uh recreational facilities you know those tend to score a little better or of course uh neighborhoods that are more in a disadvantaged community that also comes to support better on these grants and so we do try to do sidewalk infill projects we've been successful but um um yeah it is it is an ongoing challenge that we have uh in public works is is there any other is that is that because i mean a lot of the houses already done they're pretty large like is there any other requirements like you know any other permits or other things that one would want where it would trigger um the need for putting that is there is there something we can do to to to kind of think about you know the strategically about what streets people are generally walking on yeah yeah i think that's that's a part of our policies in any way to to um facilitate that um i think that's that would be incorporated with our active transportation plan and we did complete our ATP plan back in 2017 with a lot of neighborhood outreach back in 2015 and 16 and we are trying to revamp that or take a fresh look at the ATP plan and actually we're hoping to again take a look at some of these sidewalk infill projects and see how we can really prioritize them in certain neighborhoods um so that is it is a plan that we have in place and we do look at some of the missing locations for sidewalk and bike lanes and those type of facilities um but taking a fresh look at that plan will help us reprioritize where to you know look for money funding for those type of improvements thank you very much um i don't see any other hands up so i will pass it on to parks and rec thank you so much uh nathan for all that information and presentation okay uh ready for parks and rec all right thank you mayor uh thanks bobby for advancing the slide there all right so just a brief um summary of some of our capital improvement accomplishments uh from the last year and bob you can yeah this is what we'll look forward to to fiscal year 23 so yeah either either slide in that last photo that you saw that was a photo of central park some capital investments that we made at central park if you haven't hea