that's, of course, Tiffany, whom you hear from quite frequently. And then special events. So you can see that our office has some core administrative functions, but we also do a few special things. And then to talk a little bit more about what the department delivers, you can see some information here on the slide. I wanted to provide a little more context for you. So our office, we do have quite a large charge for the amount, the 12.5 FTE that we have. We oversee the city's $200 million budget. We oversee the day-to-day operations of about 12 departments. And that's split between myself and the city manager, Martine Bernal. We ensure internal coordination. We ensure that council direction is played out across the city. And we focus on the work plan implementation. So you have that two-year work plan, and it is our charge to make sure that the major categories of housing, public safety, and well-being, those goals are being carried forward. We also help with council support, and that takes the form of consulting with you, taking in your ideas, talking about policy concepts, creating agenda reports, correspondence, endless mayors, proclamations, and other certificates of appreciation. So a lot just to handle both the ceremonial and the policy function of the city council. We also maintain, we're the official record keeper for the entire city, and I really hands off to, across from me here is Bonnie and her team manage our 150 years of records, which includes everything from preservation of very fragile old minutes books that we have back in the vaults, to making sure we have all the contemporary action you take available digitally as soon as possible because our community wants to see that. So there's a lot of work that happens behind the scenes with Bonnie's team just to maintain the records for the public. And they respond to hundreds of public records act per year. We have a very curious community. They have lots of questions for us, so we actually get a lot of those coming in. I'd say far more than the average community of our size. And so we manage that within the deadline set forth under law. We deal with state filings, like the form 700s, and what's our compliance rate this year? 98%. 98% compliance rate, which is amazing because there's over a thousand of those that come in. A lot of staff across the city are advisory bodies, and so Bonnie's managing a 98% compliance rate by the deadline. I mean, that really is tremendous, so thanks so much Bonnie for your efforts. Your gentle reminders for all of us to get our filings in on time. And then another thing we do are the elections, and that's a significant thing to manage. There's a lot of legal requirements, documentation resolutions, all of that. We've had some complex, very intricate issues, and again, the city clerks team has really handled that so well. Another thing we do in our office, special events permitting. So we're very excited to be part of that vibrant part of our community special events. We have so many, as you know here, races, parades, festival. We do film permits, the us film, that was so huge, that was permitted through our office. And triathlon, so that really is a key element to what makes Santa Cruz special. We also have the independent police auditor function out of our office. That's a contract with an individual overseen by the city manager that works within our police department. He's on site about twice a month. He reviews our internal audits and investigations and provides an opinion around that. He also conducts ride-alongs. He goes out with our officers and provides best practices and feedback to our police management pretty continuously. So that's out of our office. We also manage the over $1 million in social services grants that the council gives out every year. And to that effect, we are in the third year of the core program. So core, we shifted from more of a historical practice of funding that was based on needs as they arose from time to time, to a very strategic way of approaching social service funding investment. And that was, I won't go into a lot of depth here, but that was about a year long effort to work with strategic plans around areas of need, homelessness, services for youth, mental health issues. There are strategic plans around that and from that we built objectives. And trying to get to a system, we have strategy and objectives and evidence-based practices drive social investment. So we're the third year of that process and that's something that our office helped pilot with the county of Santa Cruz and now is in its first evolution. Lessons learned, how do we improve and more of that will be coming forward to you in the course of the next 12 months. Moving forward, we have, next on the list, climate action. And I mentioned a bit, Dr. Tiffany Wise West does so much for our city of our size. We really are a leader in the state doing incredible work on climate resiliency, energy savings, all kinds of planning efforts, she stays very busy. In addition, she's working on flood management work. So there's a lot of coordination with the US Army Corps of Engineers on our levees as a flood project. And that affects the insurance rates for our community, and so Tiffany is also carrying that body of work now too. And you'll be hearing more from her. Another element that our office does is producing your meetings here today. So you spend a lot of time in these meetings, we know that. It also takes a lot of time to produce and manage them. All the work ahead of time, compiling the agenda reports, putting together the packets, getting them out timely. Ensuring we're translating community public comment to a place where you can see it and the community can see it. Managing the meetings, producing minutes, producing live streaming. The city has done so much, I think, in the past five, six years for public transparency that you can be sitting at home and really be alongside the council as you're working through policy. So huge appreciation to the city clerks for doing that. And the main public counter and phones. So right now, I believe we have Anna over there, is it Anna? Yes, ready for there for anyone who walks into city hall with any question under the sun. And she will direct that person, she will get them what they need, and we do it so professionally. I just have such appreciation for everyone who helps out as need be. And we are that switchboard for the city. So someone walks in and you have to know the answer to basically every question, or at least know where to send someone. And that takes a great deal of skill and dedication, so we have so much appreciation for that. We also do special projects, and our largest special project these days has been homelessness. As you all know, we've been on quite a journey this year so far. And our office helps coordinate that effort, and we've been very engrossed in that. But we take up whatever the issue at the time that needs that executive leadership or the city wide leadership will take that on. We also do the Cal Beach working group out of our office, downtown streets team is managed out of our office, so a lot of special initiatives. And then two more on this list, there is the commission for the prevention of violence against women. That is staffed out of our office and has been for at least 10, 12 years. And then finally, we have JPA representation. So the city is a member of several JPAs. We are a part of the library, as you know, the 911 board, the animal shelter. We have a regional shelter and Monterey Bay Community Power. And that takes some membership out of our office, usually Martine or I, representing the city at those meetings. So we definitely stay busy in the city manager's office. And then our budget, here's how our budget roughly breaks down. And I know you have black and white copies, so a way to navigate this is that the 1% at the top, that corresponds with the CPVAW budget. And then as you move clockwise around it, it goes in order of what you see on your legend. So the 1% is CPVAW, the city clerk is 15%, police auditor 1%, city manager 28%. So you can see that of this, our total budget, let's see 28% plus 15, 43% is the staffing administration, so the bulk of our budget are other things. Usually contracts, all of the $1 million in social services grants, the $1 million in social services contracts, which includes our downtown outreach worker, the mental health liaisons, et cetera, are in our budget. So really the majority of our budget is these outside contracts and services that we're part of. And finally, before I sign off, I just wanted to highlight some major goals that we are looking forward for in fiscal year 2020, and there are many, we do lots of things as I went over very quickly. But some of the top ones we're really eyeing for the upcoming fiscal year are first, to facilitate strategic planning. It's time to update the council's two-year work plan that expires at the end of this fiscal year. Again, that was built around the strategic areas of housing, public safety and community, public safety and well-being and infrastructure. So updating that paradigm, we have a new council, so going through that process and council's already provided direction. And I think we are meeting this month for the first session to get that going. So we're eager to help you in that. Second is supporting a couple of specific policy work you've directed, the Health and All Policies Subcommittee, as well as the Community Advisory Committee on Homelessness. So we're getting that up and going too, and that will be probably a large amount of work coming out of our office to support those. The third one is, of course, and always working on our fiscal sustainability plan and eliminating our deficit. This is one of the most significant and serious issues that we're facing as a city. This is going to require a lot of attention out of our office to work on that. The next one is homelessness. So the council has a plan on homelessness, the homelessness coordinating committee recommendations. So continuing to advance those and work on your round shelter, there's no doubt this is something that needs to happen. So as we're shifting out of the encampment into other sheltering, what is the long-range plan? How do we get there in partnership with the county and other jurisdictions and with state funding as well? Next one is converting the council agenda and records management system. So I believe this was touched on earlier in your discussion, I think, in the IT budget. But we need to convert our system, which is no longer being supported, it's aging out into a new system. And so that will be our public records system or agenda management system. It's a big change over for us. It will require, I think, come with a lot of improvements. We're very excited to be able to present an even more dynamic agenda to you. But it will take a lot of work out of our office to manage that transition that touches every department. And then finally, just continuing our climate action and sustainability efforts. There is urgency around this. Council is direct to that urgency and we have a lot of work to do on it. So that is a very brief nutshell. I know you have a lot more presentations ahead of you, but I'm happy to answer any questions you may have. Thank you for the presentation and excuse my tardiness to returning ahead of phone call. Are there any members of the public who wanted to address the council on this presentation at this time? Let's come forward and you'll have up to two minutes. How much? Two minutes. My name is Nicholas Whitehead. In the past, I used to investigate allegations against the police. And I was very care-minded and I issued reports on that subject. I know what I'm doing in that area. I'm very interested in the independent police order. What are the metrics by which the performance is measured? Is there a record of how many citizens needed that service? And how many of them were satisfied and how many were dissatisfied? Are there any metrics on the activities of that particular officer? Or attorney, whoever you're interested to hear that. Thank you. Are there any other members of the community who'd like to address this at this time? Okay, seeing them, we'll go ahead and return back to the council. We'll have opportunity for questions for council members of staff. And we know you're small and mighty and we appreciate all the support and work you've been up to these past several months. So has not gone unnoticed. If you do have the answer to the question that was raised by the community member, we could go ahead and address that. At this time, if not, we can maybe get back to that person. I will find, Mr. Whitehead, correct? Yeah, I will find him afterwards and talk with him about the program, how it operates. And our independent police auditor is Robert Aronson, and he's widely available to anyone in the community. We have a webpage on our website, so anyone can reach out with him directly. So I will pass on the information, because I think he could also hear from Mr. Aronson, and I'm happy to talk to him about how it works. Great, thank you. Okay, council member. As far as I know, the police auditor is going to present to the public safety committee on May 21st at 10 AM. So you might want to put that in your calendar. May 21st, 10 AM, I think I'm right, is that correct? But that's not an open session. That's not an open session, that's closed session. Excuse me, no, it's not. Yeah. Strike that. But council member Crohn, what we do is the public safety committee issues a report that is presented to the community with your observations at the end of that. So that is a public document. Thank you. All right, are there any questions from council members at this time? Mr. Rem. Thank you for the presentation and all of your work. I think this is the department that we most directly engage with on a regular basis and just want to give my appreciation for all of the work you do responding to many, many requests for assistance and information that makes our jobs easier. Just a quick question on the commission for the prevention of violence against women budget. I see, and I think I just want to make sure that I recall how this is working. The budget increased as amended, and was that, that was the amendment. So it was 30, 34,416. The adopted budget was the same, 39,000, approximately 39K, which is the same request as this year. But we amended that to 52, a little over 52,000. And my recollection was this was related to women's self defense, which was run through the CPVAW. The line item is the end, but now it's going back. Or is that, I just wondering if you could clarify on that, what that's about. Yeah, I appreciate that question. And I don't, I think that was the study that the CPVA, the study, got extra funding for. Got it, okay, thank you. For one time. Great, thanks. Yeah, thank you for the clarification. Any other questions of, let's have, okay, see you next. Thank you very much. Thank you. And thank you for being flexible for the time. Sure. As well as our next presentation, which is our library presentation. So I believe we have Susan here to present on the library. Hi, Susan. Thank you. Hello, I'm Susan Nimitz. I'm the director of the Santa Cruz Public Library. It's a pleasure to be with you. I want to talk to a little bit about the libraries today. I just want to refer that the libraries are governed by a joint powers authority. We have four members. The city administrators for Santa Cruz, Scots Valley, Capitola, and then the county administrator. And we're operating under a fourth amendment to our JPA. Our original JPA goes back to 1996. Our JPA does not include the city of Watsonville or the Watsonville Library system. And most decisions by the JPA need to be unanimous for things to move forward. So things like the budget and staffing and scope of services require a four zero vote. I just wanted to talk a little bit about our accomplishments. We're going to get into measure S a little bit later, but we've been working hard on buildings. In the last year, we have begun construction of the Felton and Capitola branches. We've created designs for La Selva Beach and Boulder Creek. And we're hoping to have designs for Garfield Park, Brant's Affordee, and Live Oak done by July 1st. We've received council endorsement on the downtown plan. I know that's been controversial, but it took a lot of time. We developed scope and partnership agreements with county parks and recs on the Live Oak annex. And we've created some criteria documents for the Aptos Library. We last year eliminated kids fines, and I'm really, really proud of that, honestly. It's hard to do. I know to take a negative to a one's budget. But really looking at the research, children having fines reduces their access to the library. And our board and their good judgment allowed us to eliminate kids fines, and year one's gone great. We're developing a brand new summer reading program where we're moving to books as prizes. We're proud of that. We've expanded school partnerships extensively, created steam programs, and worked on programs for kids that we haven't been serving as well as we'd like, particularly Spanish speaking children in our community. We've replaced all our voice over IP hardware throughout the library system. We've run all of our staff through a digital skills refresh program and 75 of our employees have completed that. We're in the process of completing a whole new service model so that as the branches come online, we have a new way of providing the services. We've completed round two of an employee innovation program. This is also something we worked with the JPA on where we allow employees to write grants for improvements within the library. I think we provided 17 grants this year. And it's really allowing our staff to do things sometimes potentially outside the daily confines of their jobs, but we've just had incredible success. And it really is building morale for change in the library system. And we've worked with the friends on their infrastructure. If you look over the last 18 months, the friends have raised over $3 million across the 10 libraries, which is remarkable. Like all departments, we've kind of taken it hard in the great recession. Our staffing peaked in 2009 at 120 FTE, and right now we have 92 FTE running the same 10 libraries. As a result, we've moved in the last three years from a highly centralized structure to a regional structure. The west region includes downtown Garfield Park and Brantza 40, the city libraries. We also have an east region and a north region. And then we do extensive outreach through the jail system and through our bookmobiles. Our bookmobile is primarily hitting place bound adults, primarily seniors. We do go to agricultural workers, housing, and some of the affordable housing units where people just don't have physical access to the library. So we do the traditional things. We do printing, digital collections. We do reference services. We do computers and Wi-Fi and printing. You'd be shocked at how many people in our community use those services. It's stunning. And the people using the services aren't necessarily the people you think are using the services.  And then we provide study and learning spaces, so you can come in and check out a program room or a study spot, tutor someone in the library. I think the place that libraries are really changing is they're moving from reading organizations to learning organizations. And we're really focusing on five areas of learning. Early literacy, pretty traditional for us. Student success, digital literacy, life skills, we'll talk a little more about that, and creative aging. I just literally did this slide this morning, so none of this was planned. I just, I'm going to look at what's going on in the city's libraries today. So downtown, we have the outreach workers office hours. We're serving primarily our patrons experiencing homelessness. We have office hours and our Vet Connect Center, which is interesting because I know the Vet Center is a block away. But we do a remarkable amount of business in the library, connecting veterans to resources in our communities. And the Genealogical Society has their monthly meeting, and they actually staff the library five hours a day, seven days a week. And all three of those services are volunteers or partnerships with other entities where we're embedding them in the library and expanding what the library can do. Today we also have a genealogical workshop on your Polish ancestors. If you have them, I think there's still time. We have a do-it-yourself craft for children that happened this morning. Tonight we have a conservation for change. We're trying to do sort of community interactive groups. This is a group that comes in and gets the community to talk about its issues. And tonight's topic is tribalism. So I think that's a very interesting and timely topic. And then we also provide technical assistance at the downtown library for each hour that we're open. It's the only library where we've been able to do so. B40 had a toddler time, a literacy program this morning. Lego fund this afternoon after school. They're doing a homework help tutoring session. Garfield Park has a lecture tonight on how galaxies die. So you can see the kind of spectrum of educational program that we're providing in a single day in just three of our ten libraries. If you carry this over a week, over a month, over a year, it's an incredible place where the community learns together, where they connect with one another, where we partner with the resources in our community to bring in the skills and knowledges that our community has and provide an opportunity for people to share that. Our funding comes from primarily sales tax, which is the blue pie. The red is the city's general fund and the other three jurisdictions provide property tax. We also get a small amount from fines and fees. Unfortunately, we're still charging adults and gifts. The city pays money directly out of its general fund for the public library system, in addition to sales taxes from the city area. Right now, it's about 1.67 million annually. There's an agreement between the four entities that the city's share will go up $70,000 a year, over a five-year period, which ends in 2022. To offset, though, that cost, the library purchases its overhead services from the city. So the library employees are city employees. And the library uses the city's HR offices, financial offices, risk management, a whole series of that infrastructure. For the privilege of doing so, we pay the city $462,000. And that's been going up about 5% annually. We are asking in our 2020 budget of the JPA for an additional five FTE, because our staff is run through the city. You will see this five FTE showing up in your accounting. And the five FTE really are to help us manage this growth in library space that's going to happen in the upcoming year when the Capitola Library and the Felton Library open up. We're also working with the JPA to add $50,000 a year to our capital maintenance budget. We're hoping to do it over eight years so that we have enough funds to maintain the buildings we have. Our work plan is going to be the hardest work year of my professional career. I need to say this out loud. I keep saying to the staff, no vacations after January 1st. We have to open Felton, which I think is five times bigger than the current library. We have to open Capitola, which is three times bigger. We're going to close La Selva Beach Boulder Creek. Our hope is to close Garfield Park for a nine month renovation and Brantza 40 for a 12 month renovation. So it's kind of going to be fruit basket upset with staff and programs. We're probably going to see us doing more programming out in the community while facilities are down. We're going to add hours to the remaining libraries that are open to try to cover the service. But it should be an intense year. We're also going to complete renovations at Scotts Valley and Live Oak. We believe we can stay open at those two branches. We're still working on the Live Oak Annex, Aptos, and the Downtown Library. We're going to implement this new service model that we've been working on all year. We're developing a new community led programming model, which is going to allow more and more of the community to lead programming where we just facilitate their leadership. And we've got a whole bunch of infrastructure to do like approved JPA leases with each jurisdiction, create a scope policy, figure out how we allow people to use the buildings after hours when we're not there. And I just wanted to show you hours. You can see that as of July 1st, it'll be the first set. Both Brantza 40 and Garfield Park are planned to be open 36 hours a week with downtown at 58. In November 1st, La Selva Beach and Felton will go down. On February 1st, Felton will open and Brantza 40 and Garfield Park will close. And then on April 1st, Capitola will open. Measure S, thank you. I need to thank my public representatives because there's a lot of people in this community who worked really, really hard to ensure that measure S passed. This is not the sales tax measure. This is the measure that brought $67 million in capital funding for the 10 branches of the Santa Cruz Public Library system. And I know some of the people sitting at this table worked tirelessly for this to occur. Many of our buildings hadn't been touched in 30 years, some as long as 50 years. It was really important for our future that we invest in the buildings. It passed in 2016. The interesting piece is the money didn't go to the JPA, it actually went to the four jurisdictions. So each city and the county are responsible for the physical facilities that are being remodeled or built, and the ownership remains local. Though the obligation to maintain it will be an obligation of the Joint Powers Board. It provided $10 million to Capitola, Santa Cruz got $31.25 million. Scotts Valley, $3.75 million, and the county $32.5 million. I will say that many of the other jurisdictions are bringing additional resources to these projects because there's not enough money. Not only construction costs have been growing monumentally, but my understanding of measure S is they really went out and asked what would the taxpayer be willing to fund. They didn't necessarily base it on the individual needs of the individual branches. So I just wanted to say that we have public meetings coming up in Garfield and Brantza 40. I think Garfield's at seven at night, Brantza 40's at six at night. I would love for you all to come. We're going to show people a concept and get their reaction to it. With Garfield Park, it's one of the original Carnegie libraries. It's a beautiful building. It actually hasn't had an upgrade and is predominantly ADA accessible. There's still some ADA work we need to do, but the infrastructure of the building is really solid. But I think it's been over-loved, the interiors haven't been done. There's things like bookcases in front of all the windows. And so I think we can do some really amazing things bringing it back to almost the original style of when it was created 100 years ago. Brantza 40 is another actual gem. The bones on that building are gorgeous. If you've never been inside, please go. It's a mid-century modern with this beautiful vaulted wood ceiling. And again, I think we want to bring that building a little bit back to its era and remodel it so that it has a programming space because it really doesn't have that kind of programming space and it's big enough to have it, but maintain that beautiful character of that mid-century modern building. It's really fun now because all the furniture is mid-century modern. So I think we could do some really great things with it. And then I just want to say the downtown branch is still under discussion. The City Council last September endorsed the DLAC recommendation for a mixed use project and made some changes to the parking structure. But we have not yet moved forward with the community outreach or hiring someone to help us with design. And so that remains an issue for this council to work on. And that's all I have to say today. Thank you, Susan, and to the team throughout our entire county providing these incredible services to so many different people. And I really appreciated the snapshot, so thank you for doing that. Before we go to questions from the council, are there any members of the community who wanted to address us on the library presentation? Seeing them, we'll go ahead and return back. Are there any council members who have questions for Susan at this time? Okay, Council member? I just wanted to get that. What was the overall, I see the city contributes 1.212 million. What's the overall budget for the library? For 14.3 million, I don't want to undersell the city's share though because the city is participating in the sales tax. It's a quarter of a cent. Any other questions? Okay, Vice Mayor Cummings. Thank you for that presentation. I had one question. You mentioned that you all offer services for veterans and also for some homeless services. Do you all have any funding coming in to help support those services at all? Or is there an opportunity to apply for grants to help support the library around the services that are provided there? Yes, we started our Veterans Connect program from a grant from the state and it was the state library that provided the grant. We are now running totally on volunteer support. But the truth of the matter is they gave us the startup funds to create the space. They gave us the computer and some materials. And then it gave us time to develop the partnership we needed. So I actually think it's a sustainable model for us into our future. Homeless services has been more difficult. I think our strategy has been to partner with entities in the community who in some ways are better equipped to handle some of the research questions. People experiencing homelessness experience in the library. So the ability to embed the downtown workers in the library has actually helped us so incredibly. And I think it's really essential that the library become part of the network of people that are working on these issues in communities where there aren't services for the homeless. The public library often becomes the day center. And so I think it's just really essential that we work together as part of that team to make sure that the people experiencing homelessness in our community have access to the resources they need. I do think there are some people that are willing to, the library comes from a position of high trust. We don't ask people for their name. We don't ask things of them. So we find that our partners and even our reference desk sometimes make progress on difficult issues just because there's a trust and openness within the library. Our hope is in the long run to inbred all sorts of programs and services within the library. Almost to have a service center where an agency could come for two hours a week. You know, it could be healthcare navigation. It could be someone helping people with financial aid forms or Medicare Part B. But I think if we don't have those resources in the library, they come to the desk and ask the librarian for them. And we're not always as well equipped. And I think we can partner, because we are an information resource for so many people in this community. And I think right now we're working with about five or six agencies in the library. Tomorrow I know there's a housing navigator that's coming in for a few hours. I also have to just say the variety of people experiencing homelessness that we see in the library is fast. And I think sometimes the community has an image of a single type of person. But we have parents with children, we have teenagers, we have a lot of college students who are living out of their cars. So I think we play a really important role. And we are not trying to be the day center, but we are trying to maintain our role as an information center for everyone in our community. Thank you. Council Member Meyers, and then Council Member Brown. Real quick, I just want to clarify the five personnel, the five FTEs. Are those across all branches, or are those, where are those positions? I know it's hard with all your branches sort of doing lots of different things in the next few years, closing and opening. Council Member Meyers, it's a really good question. There are days that the JPA is a federation of four library systems, and there are days it's a system. And I prefer to think of it as a system so that the five will be across all and help all. The truth of the matter is that justification for the five is the opening and growth of the capitol and the Felton libraries. I will say because of the five year commitment that was made three years ago, they would not affect the city's payment for the next two years at least. All of the, we're actually recommending to the JPA deficit spending using some of our balances to pay for it. Over the next two years, the other issue, and this gets really complicated is the county has held back some resources. So we're asking the county to commit those resources to the library in two years when this commitment is done, when this agreement is done. Okay, great, thank you. And I just am curious if you can just speak briefly about the sort of the impact of the library closures as you're either remodeling or whatever it may be. And I'm curious too just about our branch here. So maybe just speak a little bit about how you get ready for that. What are the kinds of things that basically sort of get lost to the public during those processes? And just if you could speak a little bit to that. It's hard to give you a short answer. I did seven libraries in Minnesota one at a time. So I really do not know what this is going to be like. There's a tremendous amount of work that has to go into shutting the library down. We go through the entire collection. We weed aggressively, books that aren't going out. We send our best volumes to other libraries and overstock them so they can continue to be used. We store some. We go, we do extensive planning about when you open what the new collection's going to look like. We do a big furniture sale. Right now we're buying furniture fixtures, technology, all of that needs to be set up to open. I don't know what it's going to be like if we are forced to take down a library of this magnitude. In Minnesota when we took down our largest library, we ended up paying for a temporary warehousey thing for 18 months because it would have had such a huge impact on our programs and services. And the truth of the matter is most people when they're getting a book from the library, they're often asking for it and it's coming from this location and getting sent to La Selva Beach. So it serves as our base warehouse for every library. So we're going to have to have a long conversation. I'm not recommending temporary libraries in every other case because they're costly. And then you end up spending your bond money on a temporary facility and not on the building, and the building lasts for 30 years. But if we have to close this, I'm not sure we can. Without real disruptions to services at all 10 branches. And we think minimally, a temporary facility would cost about three quarters of a million of dollars. Okay, thank you. And thanks for your presentation and everything you guys do. Librarians are heroes. Yeah, I think my question was pretty much answered through Donna's question framed a little differently. So thank you, but I did just want to take a moment to say thank you. Librarians are heroes and anybody who doesn't visit the downtown library in the other branches, just I recommend checking books out, going there. Even if it's not a book you need, you will find amazing collections. You will find librarians who are resources. I mean, every time I've checked out a book, I've had a recommendation for something else. Alerting me to, other things I might be interested in, they're amazing resources. And so proactively providing that information to us in such a engaged, energetic way, it's really fun. And when we get through measure S, we're going to knock your socks off. Just you wait. Well, thank you for that and I'll just echo having gone to reading time for some of the students in the service that you provide in partnership with the schools. It's fantastic. You would indulge me one thing, Janice O'Driscoll, who's my deputy director, is retiring at the end of June. And I just wanted to acknowledge her. Janice served as the interim library director through a really difficult time. And she's trained me in, and honestly, I don't think I could have done it without her. And I just wanted to recognize Janice in all of our work. Congratulations on your retirement, Janice. And thank you for your years of service. Okay, so that concludes our library presentation. Thank you very much for you and your team being here and conducting that presentation. So we'll go ahead and move on to our next presentation, which is our police department presentation. And we have Chief Mills here, amongst many others, to present. Good afternoon. Well, good afternoon, council. While we're spinning up this presentation, I think, I'll start off with a few comments. We have several staff members here to help present this information today. And we're certainly proud of all that's been accomplished this past year. It's been a very busy year for us after starting out with going through the process of trying to get what the community expects of the police department. We've been going to a lot of community meetings. We now have put that in place and have marched forward. There's been an enormous workload that's been done by the police department in spite of some significant staffing challenges. We've had up to 19 people at one point injured or unlike duty for various reasons and most of that comes out of patrol. And as well as we've hired 22 people for this year, including putting most of those people through the academy, which is an enormous expense. But you take that 40 people right out of the line staffing and it hurts. But we've managed it. We're on the upside now. A lot of these folks are getting out of the academy and men and women are taking the field and that's going to hopefully bring a great deal of relief to a department that has really stepped up to the plate in a big way. We've also accelerated change. In the last year and a half, we have gone through an enormous amount of change. And just let me bring a couple of highlights for you. We've enhanced our de-escalation policies and procedures so that we have the opportunity to resolve some of these conflicts we find ourselves in without heavy uses of force. We now make it mandatory that 40 millimeters, for instance, are carried in the field. Those are sponge rounds that can stop people who might be armed with less than lethal weapons, such as a knife or a rake or a bat or a glass bottle. So that's a very important thing for us, so those are now in the field. We've also put everybody through extensive de-escalation training in our department as well as we've spread that to the community. We've brought community members to also figure out how to de-escalate and to bring some of these conflicts down. As you well know, we've done a lot with neighborhood policing and neighborhood policing has become a significant priority for us. We've had to reshape it because of the staffing issues, but we've still carried it forward. And I'm really happy to say that Carter Jones and John Bush and any four of us have just been stalwarts and with how they've gotten to the community, worked with the community priorities and now we have a very good system in plan in place. As part of that, this fall, we will be hosting the 29th Annual Pop Conference, problem-oriented policing conference right here in town. And that'll be exciting to continue to help push that agenda forward. One of the things that the community led us to and our officers as we discussed is creating our mission statement, which is safety through vigilance. That being focused and understanding what the priorities of our community are and staying on top of those, those things to create a safe environment for everybody. And as we do that, we are continuing to move forward. What you have now is my technology guru here. She's a former Geek Squad, right? Yeah, former Geek Squad, so we're happy to have her most of the time.  And I am really blessed because they have two very senior, very capable leaders in Dan Filippo and Rick Martinez. Both are just bright, capable, experienced, understand the history of our city and the culture of our city and are able to help guide me as we make decisions jointly together to push the department forward. Rick has all of operations, so everybody you see in uniform, which is about 70% of the department is under Deputy Chief Martinez. Including the Everett Police, seeing patrol operations, community service officers, the rangers, and then our crime analysts. And then Dan has all the plain clothes and civilian staff members, including our records section, our investigators, our professional standards unit, which is internal affairs and our property and evidence. And then of course we have Joyce and our volunteer program, which has just been an enormous boon for our department as they continue to pick up communities that we just can't get to as police officers and are helping make our community safe. We're just could be more proud of that program. So next up is our police expenditures by type, and I think that is going to be our wonderful PMA, Patricia Dodge. Deputy Chief Filippo sends his regrets.  So this is, as you can see, a very high level picture of how our budget is built. We're all about our people, and I know you keep hearing that today. But in our case, both when it comes to the work we do and the money we spend, it's really going towards the people who are doing the work. So 84% of our department's budget is going towards personnel costs. That includes our liability payments towards the pension as well, so that's one slice. When it comes to that other 16%, we wanted to give you a little bit of a close up of what that looks like and not to overwhelm you with too many numbers, but the 16% of the budget that's not personnel, the majority of that goes to our netcom Joint Power Agreement. So that comes out of the police department budget. So overall, that's about 7% of the budget, but in terms of non-personnel, it's about 43%. Everything else is pretty small, vehicles, utilities. In terms of our major service contracts, I won't go into a lot of detail about these, but for the most part, you can see that they're relatively modest in size, with the exception of our 9-1-1 contract, which is super important for all of us. And the second largest would be our private security contract with First Alarm. So those are our neighborhood site-specific security contracts. This is how we spend our money. A huge portion of our money is spent on police patrol, staff and patrol, followed by investigations. We've got our records department, administration, police community services, police traffic, and park services. So instead of going into a lot of detail about what each of these teams does, we're going to give you a little sense of what it's like to spend a day with the folks that work for these teams. So we'd like to invite you to do a little ride along with us here, beginning with the patrol officer. And just as an aside, we want to invite all of you to do this in real life anytime you're interested. It's a great way to learn about the job. So I'm going to talk about Officer Taylor Trueblood, who's here with us today. He was born and raised in Santa Cruz, went to Happy Valley Elementary School, went to Cabrillo and got a BA in communications from San Jose State. While he was in school, he worked at the Safeway on Morrissey, which gave him a good slice of life in Santa Cruz and all of the issues that we have here. He also worked at Best Buy and was on the Geek Squad as well, so we have a lot of techies. And he was a security guard at the boardwalk. He's been with us for three years now. We asked him to tell us a little bit about his average day. He let me know that he responds to calls for service through most of the day, averaging about 34 calls per shift. He addresses a lot of nuisance crimes, public urination, theft, trespassing, as well as some serious crimes such as domestic violence, traffic accidents, burglary and assault. When not on a call, he's proactively patrolling by car or foot. During an average shift, he drives 30 miles and walks three and a half miles throughout the city. Not a lot of downtime. He spends his day making arrests, taking suspects to county jail, sobering center or the hospital. He writes three to four reports a day and collects and books evidence, data and video. When I asked him what the best part of his job was, he said he loves to retrieve stolen cars and see the look on somebody's face when they get it back. It's a really tough job and I asked him what are the skills that you need to do this job well and for a long time. And he told me it really takes creativity, quick thinking, empathy, a thick skin, a good sense of humor and an ability to maintain a work life balance. So that's Officer Troublette and we'll hear a little bit from him later. Let's do a ride along with the Ranger. As I learned, it's more accurate to say a walk along with the Ranger. He's on his feet a lot. So this is Ranger Gonzalez, also from Santa Cruz, born and raised, but went to Brant's Forty Elementary School, Santa Cruz High School, study criminal justice at Cabrillo. When he was in school, he worked at a retirement home in Scotts Valley. He's a middle child, which means he's really good at making the piece, which is really perfect for his roll out on the streets. And he's worked as a Ranger for three years. First with the Parks and Rec Department and then with the police when the team moved over. So he's assigned the downtown area, so you may have seen him around. I see him all the time, downtown, as a downtown resident myself. He patrols mostly by foot, walking an average of six and a half miles per shift. I wasn't sure I believed him and he showed me his step counter, so I can verify that. He responds to requests from downtown merchants and neighbors, patrols the area downtown, answers questions from visitors, provides information. He does issue citations for municodes, and when things get more serious, he requests officer support. He said he really enjoys the appreciation he gets from downtown visitors and residents. And next, I'll invite my colleague Joyce Blaschke to give us a ride along with the investigations detective. Council, okay, so I have the pleasure of talking about a ride along with investigation detective, Howard Gibbon. First off, this is her first year in investigations, but I want to read to you something. She had been in patrol before her promotion into investigation as a detective. And really, this sums up everything about Elizabeth. In January, she was officer of the month, and here's just a quote that just encapsulates who she is. And this is when she was on patrol before her promotion into investigations. She's a good cop, doing a difficult job with grace and relentless effort. And this both came from the command staff and the feelings from her peers in the department. Elizabeth is now in her first year in investigations. She typically has 20 to 30 cases to manage. And it's a good thing she's a real rocket scientist. Let me back up. Elizabeth is from the Bay Area. She went to Oakland, California. She's from Oakland, California. She has a Bane Anthropology from UCSC, so I think that's how we got her at Santa Cruz Police Department. And then she has associate degrees, so she is one smart cookie. She has associate degrees in social and behavioral sciences, arts, and humanities.  She has a previous employment with the Geek Squad, which I was really surprised that we have multiple staff who come from the Geek Squad, and more interesting, she also worked at NASA. She's five years in the department and we're really excited to see what she's going to do in investigations. So as I mentioned earlier, she typically has 20 to 30 cases to manage. As you see from the long list of degrees, it's comprehensive and long. The one thing I can say about Detective Howard Gimman, we also call her HG. Is that okay if I move into that? HG has tenacity and the fortitude to do the work and always with an amazing, pleasant demeanor, no matter how tough the demand is. She always presents respectfully to anyone she works with. She still gets the job done, effectively. She is going to bring this kind of energy to our investigation department. And again, I really anticipate making big moves up there. She's very thorough. She did not hesitate to take on interviewing victims of sexual abuse crimes. And it's a long and arduous process once that happens with a victim who's in, as you can imagine, a crisis. She does an amazing job of walking them through that process and then going on to the case and trying to get the best results possible. She books right away getting in there, investigators book and collect evidence at crime scenes. They review video footage. They create photo lineups. Actually now investigations has turned into more of an IT job and we're lucky we have somebody from NASA who has rocket chip experience because you get creative and to solve a problem now or to look at a lot of these IT photos, videos, that's the new way we get information. She's able to share that knowledge with her other core workers. So that's the HG, she's fantastic. Let's move on, oops, am I, I'm the clicker? Let's ride along with our public record technician, Puja Raika. I almost want to say it's a little bit of a sit-along and a lot more of a dash-along. Puja comes all the way from Fiji, can you believe it? I mean we really have where we can hire a multi-ethnic department. And Puja has come with us from amazing experience. She used to work in the front office as a trainer at a medical field. And more interestingly, she interned at the Office of Women's Policy, where she worked on educating young women about their rights, worked with them on educating them about opportunities for them. And she actually brought that passion and actually found ways that she could incorporate those ideas in our teen academy to help women feel stronger and more assertive in projecting themselves. Puja's been with us for three years as a record tax, and she starts her day at six o'clock in the morning. She hits the ground running, she's one busy lady. As a record tax, she processes hundreds of documents every day. And that could be from multiple systems, from our CAD system. You've heard about the legendary Alliance system. As she makes sure the justice files are updated, officer files come through her. She gets information on anything from as simple as a fax machine, which is still regularly used by law enforcement to many other high system processing. If you have a records tax, there's nine in our department and each of them are processing 30 to 40 officer reports a day in addition to citations, in addition to public records act, multiple hundreds to thousands of documents are processed through our records department. And Puja is just one phenomenal busy lady there getting it done. I'll spoil it, I'm thinking someone's going to turn the slide for me. It's me, oh, there you go, it's me, right along with your community programs. Really the best aspect of my job, absolutely the best of my job is talking about the good work that our officers do, that wear the badge and this amazing staff that help support the police department. And also the community that we get to work with, anytime I have an opportunity to talk about them, promote them, find ideas that are going to motivate and support the city and our public safety process, it's a great day. Some of the things we do outline there are town hall meetings. That one event was a huge event, it happened five times, five different communities. We took that show on the road. We spoke to over 2,000 community members from every single community. Councilman Crone, I think you went to almost all of them, so thank you. And we saw a lot of council members there. When you were there, you recognized community members, neighbors showed up, and they're fully invested. One thing about the town hall meeting that we did was absolutely different is we made the officers, our line staff officers, and our command staff accessible to community members. They asked questions, they gave input. We did exercise where they shared what they wanted our goals to be, what would make the biggest impact and difference in their communities. So we got a lot of great feedback from that. We did take all that information and put it back out and ultimately developed into the rolling out of our neighborhood policing teams. And again, we took the show on the road and did five different community meetings, introducing these neighbors to community policing team that would support and help them move their public safety concerns forward. So that was a really big partnership and it was done in an innovative way that hadn't been done before. We also had officers participate in the beach flat clean up and block party. Biggest takeaway from there is they're very appreciative that we would be invested in their community, not just helping clean it up, but actually spent most of the day talking to community members, getting to know who are our people in our neighborhoods. There's a song about that. All right, I'm pleased to talk about our Bosta and Pride program. These are two of our targeted youth programs that we have. Pride stands for personal responsibility, individual development ethics. I know, it is not a very good acronym, but don't get hung up on that. It is the substance of the programs, the kids' lives that we are working with are changing and it's making a difference. This program is put together in conjunction with Santa Cruz City Schools. It's a real collaboration. We work with both middle school aged kids, both at Brenta 40 and Mission Hill.  We educate, mentor, and guide them how to make healthier choices for themselves. This has been going on for the last eight years and we're looking at over 250 teens that have been helped by this program. We also have another program called Bosta. This is a better acronym, are you ready? It goes, broad base apprehension, suppression, treatment, and alternatives. In Spanish it means enough. So this one has helped over 500 teens. It's a collaboration that we did with the Santa Cruz County Education. And it has been phenomenal. They work with teens year round. In addition, we support their Bosta Summer Sports Program. And that helps teens, again, learn to make better choices for themselves. I think one of the biggest takeaways is it's also in both of these youth programs an opportunity to build trust between youth and police officers were able to create lasting relationships with students. And these interactions are the beginnings to changing positive change for law enforcement and these young individuals in their lifetime. So their first interaction with the police officer isn't one on an arrest or a detention. It is one where they get to play, engage, or helping. And that's a very powerful program in our youth program. We do another program open to all teens across the city. It's our Teen Public Safety Academy. It is one that where we work with teens actually to get a full week of working with police officers in the fire department, learning what it's like to have a job in public safety. They do 911 calls, they go up to 911 dispatch. They get to do everything that we do in our Citizens Police Academy. So the fire truck is a big deal, but they also like learning how to go into a room and do a search and investigation and what it's like to put the tape up and find clothes. So that's a very popular one that we do with the youths. Really, our goal with those is to build trust between the police in our community and we really want to invest in our kids future and part of that is seeing us as a whole with the department and be healthy. We also have the Citizens Police Academy, that's something that we hope every council person decides to do. It's open to everyone in our city. You really get to experience the inside and the workings of a police department. It's hands on lectures, demonstration and training. It goes for 12 weeks. We run this program for both English speakers and Spanish speakers. We've actually doubled the program in years past. There was that many people wanted to get involved. They learn about investigation, gang culture, narcotics, the use of force, arrest tactics, court system. Actually, the best part of this class is no question is off limits. So everybody in the class, again, has frontline access to our officers. We're telling them exactly how we do our job and why we do our job, but it's important they do different interactions or different policies are in place. So that's a great one. If you haven't done it, sign up. One other thing that we do is we support Mercy Housing. There's a big family fair and it's great because what I like about this program is we're talking about the whole neighborhood, all of our neighborhood through our Mercy Housing partnership. We support residents with resources they need to be good neighbors and good members of our greater community. So that's one we're really proud of. Mercy Housing has residents at low income housing and we want to support neighborhoods and neighbors, residents in all neighborhoods. So that's another community outreach that is really a focus that we have that's very important to us. But you'll see that we do a diverse community outreach and we're not afraid of mobilized to make it happen. So one of the things that to do that, we did that in the Martin Luther King March for a Dream. That brought hundreds and hundreds of people down to the city of Santa Cruz from all backgrounds. And that was a partnership with the NAACP, Santa Cruz Branch. It hadn't been done before at this level and really it brought stakeholders from all over the Bay Area. It brought groups from diverse backgrounds here. Again, they were walking with our police officers to support a very positive cause. Another thing is we supported the Santa Cruz Women's March. Part of that was to make sure we create a safe environment. There wasn't, that was a growing march and we weren't sure how many people were going to show up. So it would best that we support that march to make sure it's a safe environment for everyone. Again, another event that brought hundreds of thousand people to the city. And they could see that the department was supportive of a good cause. And the last thing is our volunteer police program. I'm especially proud of that. It was an added assignment to me, but this program has taken off in a big way. It is really an auxiliary service for our police department. They do not enforcement action, but they have taken on a lot of roles that help our department and support department. You'll see them walking downtown doing foot patrols. They're training right now to do bike patrols. They really are added eyes and ears to support the department. It's been a great help to the department. I'm impressed at the number of people who are signing up and their commitment to be a part of this program. There are more things to come with that. All right, thank you very much. All right, lucky enough that I don't need any introduction. You've already seen my slide, hopefully. All right, I'm going to talk a little bit about the cost to hire and train as Santa Cruz police officer. The first five steps that you can see on the screen here, there's a psychological exam, a polygraph, a live scan check, a background check, and a medical exam. These five steps actually need to be completed before even being considered for the position. There's also steps that you need to take to become a sworn peace officer, which are the police academy and the training academy and field training that an officer has to complete. In addition to those costs, you also have to have the cost of having a field training officer that teaches a training how to become a good police officer. All these costs in total are about $116,000. So each officer, whether they're successful in the program or not, these are the costs that can be attributed to that. And next, I'll introduce officer Taylor Trubled. I'll be quick, since you guys have gotten the death by PowerPoint today, I'm sure. So to piggyback on what HG said, the cost to outfit a police officer is roughly $12,000. A lot of it, our major costs come from the body worn camera, it's close to $2,000. And we recently implemented that with the idea behind creating transparency for the police department. Not only does it keep us honest, it keeps the public honest as well. They've done multiple studies on body cams and the numbers prove it. Secondly, a lot of our bigger purchases come from the non-lethal weapons. So our tasers and our 40 millimeter launchers, they're more hefty purchases, but they're obviously worth the money, right? We want to explore those avenues first part, then going out of the routes. And also in this photograph, we didn't list, but Brad's modeling career, we didn't include the cost for a spray on Tantan, or he's a Suavecito hair gel, so, pass along. Thank you, Officer Trubled. Good afternoon, thank you. I'm Lieutenant Vasquez. I just want to talk a little bit about our training program and our professional development. At the police department, we take great pride in our training and development of our officers. Obviously, we want to produce the most advanced and educated officers to be able to best serve the community and deliver that highest level of service. So, listed on the slide here, excuse me. There's a number of training topics, if you will, there. But that's just really a snapshot into what we do. And it's already been alluded to that just to get in the door and to get adequately trained to be able to do this line of work, takes a lot of time and training, which includes the police academy, which is about six months, and then followed up with a four month field training program. So that is an extensive and in-depth, hands-on learning environment to get people ready for what they'll encounter in this profession. But beyond that, following all of that, there's a minimum state standard, which we must meet. And that's a 24-annual, 24 hours of annual training that the Commission on Police Officers Standard and Training has outlined for us. We have typically gone well above and beyond that. This year alone, we're actually doubling that. In years past, we've done some more. But that's really our standard that we operate at, as I mentioned. We want to try and produce the most highly educated and well-trained officers to serve our community. And just to highlight a few of those, and you can see a few of them up there. One of them is that we attended just this last year, was a Los Angeles Police Department, Lesley, the Force Options Symposium. And you'll see a theme here. And our theme and our training is essentially geared toward de-escalation and decision-making abilities and what we've encountered over the last few decades in our profession.  And as the Chief mentioned, we will be hosting that later this year. Women's Leader in Law Enforcement on our de-escalation training, which we have also not only done in-house with our officers, but we've actually extended it out to the community as well. And then what's really important as well to mention that is not on this slide is our Crisis Intervention Training, which is a collaborative effort with our mental health liaisons that we have in our vehicles every day of the week. And so being able to address those folks in crisis and be able to de-escalate that situation has been vital for us. So really, you know, all this training, as I mentioned, we take great pride in that. It's really where our profession is going.  So that's a snapshot of our training program. Thank you, Arnold Rick Martinez, your Deputy Chief of Police Operations Division. So let's talk about some highlights that we've had over the last fiscal year starting with our Crisis Intervention Training for the community. So besides the internal training that we've done utilizing our in-house trainers, Lieutenant Christian Lamoss and Sergeant Carter Jones, we've actually trained 200-plus citizens in our community. And the emphasis was really on de-escalation techniques, on encounters that they may have out and about in the community. Each one of those sessions was pretty much sold out. So we had wait lists for every one of those, and we're hoping to continue those in the near future. Neighborhood policing, the Chief touched on this. It's continuing, but we had to do a little retooling because of our staffing levels. So we've created more of a centralized point of contact, which is Lieutenant Escalani, who's now running that team, with Sergeant Carter Jones, Sergeant John Bush, and Danny Forbus, all taking the lead on communicating directly with the community, assessing those needs. And of course, Taylor and our response to meet the needs of the community. Next, we participated and received a California DOJ tobacco grant for education and enforcement. We were a little slow in getting that up and running, but along with other communities, we were able to get our team in place. So far, we've educated over 500 students and gone out and done some education and outreach to over 48 tobacco retail locations. Our team is now up and running, and we're hoping to pretty much get all of our city schools, youth educated on the ills of tobacco use. California OTS, Office of Traffic Safety, Traffic Enforcement Grant. We've really utilized that for a lot of internal training in relation to drug recognition and drunk driving, as well as traffic investigation. We have a lot of pedestrian and bicycle versus vehicle collisions in our community. So we've utilized this grant in order to up our game a little bit and ensure our traffic investigators are able to adequately investigate those cases, as well as partner with communities around us that are also participating in the grant on directed enforcement efforts throughout our community in order to address traffic safety issues. Officer Wellness Program, this is something Lieutenant Vasquez put together. And it's something we were long overdue in putting together. And I really applaud him for making this magic happen, if you will. We partner with the Dignity Health to do medical health screenings. We work with a local vendor, Torque Fitness, to put together fitness regimens for our staff. I think at least 40-plus officers are participating in that now. And they actually have online access to track their progress, which is pretty darn cool. And a unique one that we came up with is a partnership with Cypress Health Institute for massage therapists. We've brought in massage therapists in order to get their hours. And initially, our officers weren't necessarily rough and tumble officers, but they warmed up to the idea fairly quickly of actually having a massage therapist, you know, get some time on them. And to visualize it, it's basically just, you know, one of those massage chairs you'd see in an airport. And we have it in our gym, and people just sign up and come in and get those. So it's actually been very well received. We integrated rangers into our department as well. I just had a conversation with the Parks Commission last night about further integration. And so far, it's really upped the level of training as well as really, I guess, perfected the specialization of the enforcement component that the rangers do. They were kind of jack-of-all-trades. And the enforcement component wasn't necessarily the best fit for Parks because it's not necessarily what they do. So taking that enforcement component, bringing it in-house, really improves the equipment that they're given as well as the training and really matches that of our officers. Police volunteer program, Joyce touched on this. She should really be applauded for putting this together. We have 30-plus volunteers. She mentioned some of their functions. But they also include vehicle baitment as well as community outreach and the You Are Not Alone program, which I think Chief Mills will touch on later. Talk about some upcoming challenges on the horizon for our department. There's a nationwide hiring crisis in relation to law enforcement. When I was hired in this profession, I tested with 300 people at the Santa Cruz High Gym. It was a couple of years ago, of course. But there were two positions available that I was able to negotiate my way through the process and was one of the two that were hired out of 300 candidates. Today when we hold a test, we have anywhere from 18 to 8 candidates that show up. On average, we need probably 200 vetted before we actually get a single candidate or two that's hired. We haven't necessarily lowered our standards, so the pool is fairly shallow, to say the least. POST, Peace Officer Standards for Training in California, estimates that we're going to need another 10,000 police officers within the next five years. That number really hasn't changed and we're having a very difficult time recruiting and for us, even retaining the talent that we have. When I talk about those numbers and what we're up against in terms of recruitment, we also have to look at what our staffing levels look like today. 26% of the current Santa Cruz officers in your department are eligible to retire and many are immediately upon eligibility. We have six actually retiring here in June. Dan Flippo, my counterpart, mentioned that we hired at a record pace. In the last 18 months, we hired 22 officers. Of those 22, I have a feeling by the end of June, we're going to be probably in the whole by two. So we're going to lose about 23 within that period of time. I know Dan touched on that in the previous meeting, but retention is a very difficult thing for us right now because we're competing with neighborhood police departments, not only locally, but in the Silicon Valley. We've always had to compete with the Silicon Valley. Obviously, we're never going to match that pay, but now we're competing locally. UCSC has about five to six of our officers currently in process. We're getting some of that second hand. I know we have at least three. They're looking to hire 11. It comes down to better benefits, better pay, and much easier and more conducive working conditions to raise in a family in this community. We're also still projecting some losses to Silicon Valley. So as you're hearing these conversations today, I really think about the hard work in men and women that are committed to the public service here in our community. I'm going to leave you with a quote that I came across in just in a recent conversation in relation to police oversight. It actually comes from a 1999 Metro Santa Cruz article. The article simply was related to police oversight in the city of Santa Cruz back in 1999. Many of you are around for this conversation, and some of you are actually referenced in the article. But the leadership that I'm going to quote today worked with on some initiatives and really found his quote incredibly insightful. And I think it holds true today in relation to accountability, and I think it holds true in relation to retention of talent that we currently have. And what Scott Kennedy said in 1999 was that in his view, the police department's accountability to the public is much more powerfully affected, although much more subtly by salaries, training, and management. That observed Kennedy influences the quality of the officer on the street. So think about that when you're engaged in this conversation and what we truly need in order to have a higher level of accountability and a level of professionalism, and of course, to retain the existing talent that we have. With that, I'm going to turn it over to Lieutenant Escalani to talk about crime trends. Thank you. Good afternoon. We'll just jump right into a couple slides here related to crime trends. This will be a comparison for 2017 to 2018. As you can see, we've had a decrease in almost all property crimes. We've had a 4% decrease in violent crime between the 2017 and 2018. And a 21% reduction in property crimes. The next slide, I will highlight just a few things related to nuisance crimes. So this is different than our UCR uniform crime reporting data. These are nuisance crimes. We had an overall 17% increase in nuisance crimes between 2017 and 18. The most significant was in the trespassing citations.  We saw a decrease in the vandalism's solicitations. And obviously, well, most of you probably are aware, about midway through 2018, we ceased any illegal camping citations. So that's where you see that huge reduction. And in relation to the downtown, I'd like to highlight that it's not on the slide, but in 2019, so far we've seen a 23% decrease in calls for service in the downtown area. And that's between the months of December and March. So December 2018 to March 2019, and the same time period the previous year. We're 23% down, so that's a good note. I think that's all I got, and if you haven't met, this is Chief Andy Mills. Well, that mostly wraps up our presentation. A couple things that you can expect this year for us to expand. First one is our You Are Not Alone project where volunteers go and call in elderly members of the public who are shut in and maybe don't have people checking on them regularly to make sure that they're not becoming the victims of crime. And if they are, then report to the police. And to be very honest, just check on them to make sure that they're happy and healthy. And this is, I think, one of the most important things we can do as a police agency. Second one is city strides. We're going to have our patrol officers and our command staff walking with community members all over the city. Do a full patrol with neighborhoods and let them show us in their neighborhoods what they're concerned about, so that we can see it up close and personal. I don't think anybody can understand the intricacies of a neighborhood like the people who live in that neighborhood. And driving by at 30 miles an hour, you don't get the same picture you do when you're looking out your front window. And then lastly, we are also expanding our body-worn camera program to include the rangers. So shortly, we will have all the rangers wearing body-worn cameras as well and recording their interactions with the public, as well as all of our police officers and CSOs currently have them. All our staff is still here. We'd be happy to answer any questions that you might have of either our budget or our programming. Well, thank you so much for the presentation and for the journey through the ride-alongs and bringing this into the people behind the titles or the uniforms. It was a nice insight to the work that you do for our community and thank you for your service to our community. Working in education, I just want to give a shout-out to SCPD. You always show up. You're always there for BASTA or tobacco prevention, youth violence prevention. It doesn't go unnoticed. So thank you for being active in prevention efforts for our youth as well. So with that, we'll see if there's any member of the community would like to address us in public comment. And I don't see anybody, so I'm going to say that's probably not happening. And we'll go ahead and return back to the council and see if any council members have any questions for you at this time. Council Member Brown, Council Member Matthews. Thank you for the presentation and thank you for integrating, including so many of your personnel to help make that presentation. It's really great to see the faces and hear from lots of voices. So, and yeah, I mean ride-alongs, highly recommended. I'm about to go on another one. So for those of you, if you have, I'm assuming everybody's done it or wants to do it. It's really a great experience. Quick question and a comment related to this question. It's interesting to see the reduction, the crime reduction statistics because when we hear from constituents in virtually all neighborhoods, everybody seems to be reporting increased crime. So I'm not sure where the reductions are happening to get us to this overall, but it's great to know that that to put in perspective. And just a quick question on trespassing citations, seeing that go up significantly. I mean, I imagine that's related to the decline in camping citations and just ask, I would ask if you could clarify why the significant increase is that related to increased no trespass areas. It's a pretty significant jump. Yeah, so it is a significant jump. And I think it's primarily two things. One is when a community member calls and says there's somebody in my property that I don't want here, we go and we issue a citation. And whether it's a person's property in the outer skirts of our town or a person sleeping in the doorway of a downtown business that has a letter of agency on file where we can go and issue those citations. The second major piece of that is people who are trespassing on railroad property. When people are trespassing on railroad property, that is against the law and that can receive a citation. And so I think primarily it's those two pieces of why you're seeing an increase. I had just a few quick ones. I appreciate all your presentations about the challenges of hiring, recruiting and succession. And we can continue that conversation. That's profound. I could just comment on succession planning. It is a difficult issue for us as a police department. How do we prepare the next generation for leadership? And I think some of the nuances in the presentation are, for instance, we recognize that we lack women in our higher ranks in leadership positions. And we're really trying to remedy that by moving people into positions where they can get experience. And once they get that experience, really push them to try to promote. One of the ways we do that, for instance, is the Willie Conference, the Women in Law Enforcement Conference that we send almost every woman in our department to every year.  And so that is a huge effort on our department's behalf. And I'm proud to say that many of the women are taking this seriously and understanding how important it is to have that voice. Great. And just a couple other questions, mostly relating to your volunteer programs. When we met with representatives of the police department, POA, and management, they mentioned that some of the really high benefit but optional programs were having to be curtailed right now. Just staffing levels. And I assume that's true. So what you're telling us is your desired goal. Right. Is that a correct understanding or not? Yeah. Last year we had to take a temporary pause on a couple of the programs. And we fully intend to make sure that those are re-implemented as soon as staffing levels get to a point where we obviously have to staff the field first. But those do have a high benefit. The response of community members who are participating in those is really great. Oh, it's enormous. And then just questions on the You Are Not Alone program, is that up and running or about to launch? Very good question. We've received the training. They are now going and beginning to speak with people and marketing for that. So they went to Meals on Wheels. They went to Loudon and Elson Center, as well as some senior places where, I guess, people my age hang out and are able to recruit people for that. So yes, that has begun. And my thought there was there's so many really great senior programs that it should be more than checking in, obviously referral and two-way street there. Yeah, absolutely. And then on the city strides, is that up and running yet? You will let us know when neighborhood representatives can sign up for the walk-along? Yes. Joyce Blotschke will be putting that out within the next month as to where we'll initially be. And so our thought process is to get it going by saying we'll be in these neighborhoods over the next month and then letting neighborhoods contact us to say we want to walk in our neighborhood. And then we'll follow up with that. I know some people. I know. I'll be chomping at the bit for that. And then do those, do your volunteers, are they counted as part of CityServe or is that an independent? Because it occurs to me, and maybe there's a question for other city staff. We have volunteers in the master recycler. So I think we have a heavy volunteer community. And I think the potential is enormous. Are they? Okay. Yeah. They sign up there. And then, yeah. Thank you. Sign up for CityServe. Okay. Councilmember Glover, Vice Mayor Cummings, and then Councilmember Meyers. Excellent. Thank you for the presentation and for all the different voices. That was nice. I just wanted to get your input on the private security listed here under the major service contract, because by far the biggest one besides the JPA contract. So just how, you know, essential, crucial, you know, imperative are the private security contracts in the different areas? Are there areas that are more needed than others? Are there somewhere there that they almost never go with reports or stuff like that? Yes. Councilmember Glover, I think we would divide it into two areas. One is the effectiveness in terms of crime control reduction, and the other is effectiveness in terms of comfort for the community. I think in terms of comfort for the community, there is a benefit in each of these areas. In terms of crime control, we're pushing first alarm and having discussions with them to help us understand what exactly they're doing as opposed to just being present. And so as we try to get better data from them to understand the effectiveness of that guard rather than just the presence, like we get a report annually that tells us they make this many contacts with the public. Well, what do those contacts mean? Are they shooting people off property? Are they talking to people providing services? There's a variety of things that we take a look at. As far as where it is effective, which I think was part of your question, certainly the wharf and upper ocean seem to be the two locations that we hear most about from the community in terms of, you know, that people want to see that security guard there. But it's helpful, certainly. And I think that it could be effective, but we, you know, I really believe in data, so we have to figure out how to measure it a little bit better than we have in the past. And we've had that discussion with First Alarm once. And now we're going to try to actually apply metrics and then look at those neighborhoods compared to neighborhoods that don't have it. So we have a control group to measure it that way. And do you know how many years consecutively we've had the private security contract and has it maintained at about 230,000 or? I think Deputy Chief Martinez would probably be better situated to answer that part of the question. Thank you. It's actually greatly increased. It was actually much smaller. A portion of that is prisoner watch as well as special event coverage. So Halloween, New Year's, Fourth of July, a lot of closures or special events that require private security come out of that contract. But prisoner watch is a good line share of it as well. The neighborhood presence or patrols, that has probably increased that budget exponentially for us. Okay, thank you for that. Just jump on the prisoner watch thing just so the public may understand what that is. When we have a prisoner that has to go to the hospital, because let's say their blood pressure is high or they're under the influence of methamphetamine, rather than having an officer sit there for three, four, five hours, first alarm will come and take over that for us. And when they're ready to be booked, then an officer will go and pick up that person and take him to jail. So it gets that officer freed to be back in the field. So that's the purpose of it. Okay, great. Thank you. So it was great to hear from Officer Trueblood and also the background. I also went to Harbor High, wherever he is. To work? Yeah, totally. The question is that it's come up with some different people in the community. Some that have come to speak at City Council, some others that have just approached me, but about wanting officers to get out of their cars and be more engaged with the community. So the Ranger walks 6.5 miles, but offers a Trueblood 3.5 miles. Is that because of the distance he needs to travel and the speed or is there possibilities of getting officers out of their cars more frequently? Well, we would love nothing more than for our officers to be able to get out and do more time on foot in neighborhoods and downtown area and the beach area and the wharf and the main corridors. The simple fact is that 80% of their day, especially during day watch and second watch, has spent responding to emergency calls driving all over town. That's why you see him zipping back and forth. That's the purpose, one of the purposes of us doing the City Strides program because I really want the officers to be able to get out and meet the public and also for the public to meet the police and to build that relationship so that they're more comfortable doing foot patrols when they have the time. And as our staffing increases and we are getting there rapidly, our hope would be that we create different programs that allow the officers to have greater touch with the community. Okay, great. Two more questions. The cost associated with hiring and training a police officer, we've had a chance to talk about this a few times. One of the issues that came back when we were talking was the issue of credit checks. I'm not sure, is that still something that are on our books with regards to the limiting ability for people to get into the role of police officer and then other barriers that were in place that were stopping both the ability for people to apply and also the diverse representation of officers that are doing the applying. So has there been any motion on that to make it more accessible for people? Well, thank you for that question. Yes, we have had movement on that and we take a very close look at and use judgment as opposed to just a hard line on stuff. So if somebody has credit that's not too strong, we take a look at why. Now, if they're running up credit cards at Nordstrom, that's a very different thing than school debt. Or maybe they're from a family that just didn't have the means like we all did with our children to pay off those credit cards and have them pay us back. So we have moved on that and we do take a look at those individually and do use a little bit more judgment on those folks so that we can say what's the purpose of this debt. The second piece is we are looking at other things as well. For instance, I talked to a person yesterday who was disqualified and he came in to sit down with me and say, I don't understand why I'm disqualified. So he looked at his background packet and he had been terminated from two jobs. That's an automatic permanent disqualification from our department. But then we need to take a look at why and how old was it? Was it the paper boy and he got terminated from a job for throwing it through somebody's window? Or was it something substantial like theft or malfeasance? Very different subjects. And so those are the kind of standards that we're trying to pick apart and make sure that we're viewing things very broadly and using greater judgment on who we hire to become Santa Cruz police officers. Great. Thank you for that. And then the last question, just on the cost to output a police officer. What is our policy currently on the M4 carbon rifle? They're issued to all of our officers and the body cams because that was mentioned that that's the highest one. I love that we have them. Are those able to be turned off? Yes.  Well, I don't know that there's any version that can be turned on permanently. Rick, are you aware? But just as part of that though, those batteries only last so long.  And then the second thing for me personally, there comes a time during the shift, during a 12 hour shift where I'm, I have to go to the bathroom a lot and I don't want that recorded. Right. Or if we're talking to a victim of a sexual assault, it's probably not the best thing to record at that point. As well as many other things we might be talking to informants or talking to people giving us information in the community who really don't want their identity known. There's a whole host of reasons. So the officers do have the ability to turn them on and turn them off. But as part of that, we also have our internal affairs sergeant randomly check. So we'll pull up a traffic stop, make sure that that traffic stop was recorded. So that there's a quality control mechanism in place for us to make sure that we're inspecting that and ensuring that our officers are recording. And if they don't record, then it becomes a disciplinary matter. We have to figure out what happened, why, did you just forget? How many times have you forgotten? Are you forgetting all your traffic stops? Or is it just one abnormality? So there's a variety of... That's a great thing. That's the oversight. Thank you. Complexities to it. In addition to... Yeah, sure. Any enforcement contact by policy has got to be audio recorded or activated on the body cam. Storage, besides battery life and everything else that Chief Mills had mentioned, but storage was a huge issue in terms of the amount of storage needed for constant video. These cameras are a nice gap, or I guess a stop gap for that. They have a built-in buffer that you can actually set. They also have the capability, if somebody walks up and the conversations go on sideways and they activate it, it'll fire cameras all around them. So I think that that module is still pending, but that's the reason we went with that system is because it had those capabilities. Those policy violations, if they do come up, are quickly addressed. Thank you. I appreciate that clarity. Vice Mayor, come in. I had a quick question for public clarification. I know that you all have mentioned and brought up how retention and recruitment of police officers has gone down. At the same time, we've added the rangers, and so for some folks they see, well, we don't have that many more police, but we have more of that police presence with having increased rangers and added to the police force. So could you just clarify the difference in the roles between police officers and rangers and the importance of needing more police officers? Yeah, absolutely. All our enforcement positions, rangers, community service officers and police officers are critically important to the efficacy of our police department. The rangers mostly enforce in the parks and downtown area around the city municipal code violations. Again, they do an amazing job in doing that. The community service officers' specific positions are to offload many of the duties incumbent on the police officers. So for instance, they'll do investigations for burglaries, cold burglaries. They'll do investigations of somebody breaking into a vehicle or a shed, as well as doing some enforcement for municipal code violations. Only police officers have the powers of arrest that are needed to do that high level enforcement. And their training is obviously a lot different in terms of the length and the context of the training. So just very different positions. We are expanding the duties of the community service officers. For instance, last year we sent Regina Romero and another CSO to Crime Prevention through Environmental Design School so that they can go, as we had a guy from a synagogue come and ask us, hey, could you help us with security? Well, we'll send them over and to take a look at their facilities and really design a smart security function based on academics. And so we're vastly expanding their duties, but there are certain things only a person with a badge, a sworn position can do. That's right. Just a couple of quick questions. On the total FTEs, it looks like you're going to just stay flat this year with regards to 136, and that includes rangers and CSOs, the whole gamut. Okay, good. I had a note on the workload indicators. It looks like a lot of things have sort of either balanced or not grown substantially, even gone down in some cases. Number of reports written, it's gone up by about almost 3,000. Is that due to new state law or where's that increased just based on some of the other indicators? I'm just curious. Yes, I think overall calls for service are actually down 4%, but reports have gone up and there's a reason for that. We started categorizing the reports differently. Okay. So it used to be that every incident would have multiple reports attached to it. So for instance, if there was a robbery, five people could go and write those reports and it all attached to that incident. Now we count those as separate reports. And so that would actually force the number of reports up even though that's still responding to that particular crime. That one incident. Okay. And so that's the difference between what previous procedure was. That's correct. Okay. I was just curious if there was some law that was causing that, it's a significant amount. So I just wanted to understand a little bit more on that. Yeah. That's 10 reports a day almost. Yeah. Yeah. Which is a lot of paper. Yeah. The last thing was, one thing I hear a lot about is the impression from our community that bike theft is just rampant. Does that show up? I know your statistics. I don't know where that falls in in terms of, if it's, you consider that nuisance or where that might fall. And I'm just curious if any, there's any sort of focus on that by a particular group of neighborhood policing teams or just if you could just comment on that. Sure. Bike theft is far too high in our city. Yeah. We have a couple of things working in the backgrounds. They're trying to get launched, which will be important for that. That would be categorized in the theft reports. Which are down overall, but depending on the price of the bike, so it could either be a grand theft or a petty theft, depending on the value of the bike. So if the bike's, you know, $5,000 carbon fiber bike, obviously a grand theft. If it's, you know, $200 bike, then it's going to be a petty theft. So it would just depend. We do categorize bike thefts. And do we have a, I'm looking at my crime analyst. Do you have off the top of your head? Okay. Not with us. I know we do capture it, but just so you know, we've got a patrol officer and a volunteer working on a project to try to figure out how we can track bikes better. Okay. Like with technology, as well as Joyce has been working on a project. It's a liquid DNA, where you can basically spray the bike with this invisible stuff and then look at it under ultraviolet and then figure out whose bike it belongs to. Because one of the difficulties we have is that the bikes get all chopped up quickly. And so you got, you know, random pieces and it becomes very difficult to track.  And for the most part, they come back record not in file. Okay. And so that's difficult. So we are working a variety of projects to try to get there. And we do offer a bike, a bait bike program, where we'll put a bike out there with a technology on board that allows us to track that bike. We went up arresting those folks on a regular basis. Neighbor police scene normally does that. And all of those kinds of things would be covered in the budget and capabilities for this coming year. Sounds like, okay. Great. And then just, I just wanted to thank your staff and you and you guys do a lot in the community. And I especially am really impressed with the work you're doing with the youth and bringing volunteers from our neighborhoods and our community to understand what you guys do and how they can be involved in also making our city safe. And so thank you. Thank you. Yeah. Thank you, Mayor. Really, really fine presentations. Thank you. Those, those are really, you know, took some time to put together. And Joyce mentioned about going to the community meetings too. Like those were also well done and you're a good teacher. You involved the community in those presentations. My background is in education. I've taken a lot of classes. I want to underline the collection of data about First Alarm. I think that's a great idea and I just hope we can see some of that. That'd be wonderful. And picking up on Council Member Meyers about bike thefts and stuff. It's a really troubling thing in our community. I'm wondering if we ever thought about just having taken 90 days or something, having a specific group within the police department focused on that, on just bike theft and get to sort of the bottom of it. Oh, you know, who's doing it? Where is there chop shops going on? I kept hearing these reports from East Siders saying, oh yeah, these people are, you know, dismantling these bikes in these garages. I mean, why can't the police, you know, focus on that for a while so it stops? Yeah, I mean, it's certainly a tough... Not that you're not, but in a more concerted, sort of, you know, you know, academic way almost. Yeah, it's a project we certainly would need to work on. And it's certainly a priority for us because it's such an immense problem for the greater community. Bike theft, actually all theft. People are tired of getting their cars broken into and they're, you know, even all the way down to hoses still on out of their front yard to bicycles and, you know, we have, I think, different levels here. One is you, when you have these races come to town and all of a sudden six, $10,000 bikes wind up missing, that's a very different problem than what we have almost every day here, which is a person just swiping a bike out of a front yard. And we certainly would want to be able to work on that. As staffing comes up, these problems allow us to actually approach some of those problems and try to solve them from an analytical perspective a lot more easily. Right now we're just, to be honest, keeping our nose above water. But we're actually learning how to swim now and so hopefully we'll be able to get in the race. Yeah, and I think that the department's taking bike theft seriously because it is a serious issue for Santa Cruzans because we are so reliant on our bikes. Clara will tell you 13% of communities are riding their bikes in Santa Cruz. I love to hear those statistics. About the trespassing versus the camping citations, there's a conversation in the community that, okay, you're not giving out camping, you're giving out trespassing. In my sense of the camping citations is always that using the term blood from a stone, you can give so many to people but they're not going to pay it. When you say the same things going on with the trespassing citations too, if you're having multiple citations to certain individuals, yes, in short. I mean, there's a high percentage in the 90% tile of failure to appears on citations. And that is a problem. In fact, one of the questions I just posed to our entire department is how do we hold people accountable when it's a 90% plus failure rate to appear on citations for camping? And we're not writing those anyway, but so that is a substantial problem and there has to be a better solution. So I reached out to our department and I'm actually going to reach out to the community as well and say, hey, give us your thoughts of how do we hold people accountable? How do we encourage people to comply with the law in a thoughtful, legal, moral way? But at the same time, there has to be some level of social order. So it's a substantial problem. Yeah. Well, my last thing really is a comment and I feel as a council member and as somebody who lives in Santa Cruz, I feel like you've really worked hard to build a level of trust and I think that you hopefully received that from this council. I certainly feel it from you and we've had some candid conversations over the last two and a half, three years. I remember the first month you got here and I picked you up at the police station in my Nissan Leaf and I'm not going to bother you about why we don't have Nissan Leafs as police cars because I saw how it was difficult to get in the car but you still made it. Fairly. And we went over to where I used to live in a neighborhood that I have a lot of fondness for and a certain marsh, Jesse Street Marsh. And I said, you want to walk? And you said, sure. And we jumped out of the car and we walked all over the Jesse Street Marsh. We walked up to Ocean View Park. You had a whole perspective in the lay of the land and you were making some, I thought, really insightful comments just having gotten the Santa Cruz. And so I'm really excited about this City Strides project that you're undertaking because I think it's great because that is a huge, one of the first things it's like, let's talk about it but if you're in the car behind glasses, sunglasses, whatever, that's a lot of times people look at police officers and it's sad that there's not that relationship building. And I know it takes time and money but I'm really happy that you're on this City Strides program. The last thing I'll ask or put plant is I'd love to see more police officers on bicycles. Again, I'm going back to my original thing about bicycles. It just sets a model and I think we could get it to where it's a cool thing to do. I don't know how the officers feel but I think within the community I think people would think it could be cool to be on bicycle. Well, I'm glad you brought that up because there's one more initiative that we just went through. We actually just trained our volunteers, our CSOs, our Rangers and a lot of police officers and we have to actually have a post-certified bike course which we sent somebody through and now we've got probably 30 people in our department trained to ride bicycles. We took the wheels off, the train wheels and now we're ready to go. But I'm actually excited about it because I actually want to go through the courses. I love riding a bicycle also. And so we can get out and ride and get into the communities and it's amazing what you can see when you're either on foot or on a bicycle at a much slower speed. And so we're looking forward to that and hopefully you'll see a lot more of that this year. Thanks. Thanks, Mayor. Well, on that note, thank you very much for your presentation this afternoon and thank you to the staff who was able to make it as well. I've got a stellar staff, don't I? Yes, you do. You indeed do. Yes, thank you for your service and your entire team. Thank you. So last but certainly not least, we have our water presentation and we have Rosemary Menard here from our water department. I'm going to set up, so if anyone needs a bio break, now is the time. I didn't know about it, man. Hey. Good afternoon. I don't have a cast of thousands with me today. Doesn't mean I don't have a great staff but they're all sort of working hard back at the salt mine, so to speak. There we go. So I've handed around a one-page sort of water department at a glance handout. What we did was we tried to sort of cover some of the details about our organization and what we do and kind of some of our metrics, if you will, in a sort of a brief accessible at-a-glance kind of way and then to provide you with a map of our service area on the back. I think of the things here that probably is maybe a little bit of a surprise, we have a pretty active school program where we talk to, we have kids come to our watershed both from the Live Oak and the Santa Cruz and the San Lorenzo Valley Schools. We serve about 100,000 population inside the city and outside the city. We answer, our customer service group answers about 45,000 calls and also deals with tens of thousands of walking customers at our office over on Locust Street every year. We have about 114 employees, about 60% are in the operations division which includes distribution, production, water quality and our watershed management group which includes Lachlan and water resources. We have a lot of infrastructure and I'm going to talk more about that in a minute and we are heavily regulated both from the state and federal level on drinking water quality and we have a solid record of producing a quality product and deliver about 2.7 billion gallons of water to our customers a year. What I've done with this presentation is really to talk a little bit more about the key things that are driving our organization and so you're not going to see the same level of this aggregation of our budget. You're going to hopefully have an opportunity to learn about what are the key drivers and for those of you who haven't been on the council long I would be delighted now that it's sort of stopped raining to plan a day to give you a system tour because I think those who've taken it over the years have found it to be really interesting and a useful way to really get a context about how diverse and large and sort of scattered around our water system is and what it takes to make water and have it be delivered. So we talked about the attic land. I want to talk to you a little bit about our view of our department's stewardship roles and goals and that's really a key word for us and then I want to talk to you about key drivers for planning and action which have to do with climate change, water supply reliability, infrastructure rehabilitation replacement, natural resources stewardship, financial stewardship and affordability. These are the key issues that are really driving what we're doing in the organization apart from the 24, 7, 365 job of delivering, you know, millions of gallons of water a day to our customers. So that's the nature of this presentation. For us, the definition of stewardship and the role that we play is that we really have been charged with supervising, managing, something that especially something considered worth caring for and preserving. The water system is a tremendous community asset. It probably has a billion dollar replacement value if we were to replace it over again at this stage. It's been in place and has grown incrementally over many, many years. We had our 100th anniversary of being a city water system in 2016. So stewardship is a big deal for us and we have a set of stewardship goals that have a lot to do with supporting, enhancing the long-term sustainability of our natural and water resources that we're responsible for. We are the stewards of tremendous water resources that make water available to us and that we have to plan for under a whole range of circumstances. And then we also have a lot of natural resources because probably apart from the parks department one of the largest landowners, much of the land that we own or that we're stewards of on behalf of the city and its citizens are outside the city limits. So we have thousands of acres of lands in Malakloman watershed in the Laguna and some North Coast lands. We have rights of way. We have a whole set of issues that have us sort of working outside of the city in a number of very different environments from what's in the city. We need to address uncertainty associated with climate change by taking the opportunity that we're working on now and infrastructure rehabilitation and replacement to design in greater resiliency and adaptive flexibility in all of the things that we're doing. So that is a really big part of what we're thinking about is we're making some very large investments in water infrastructure over the next decade or more. That's a key outcome that is a result that is really important. And then in order to really deliver all of that we have to invest in and be stewards of our organization's resources in terms of their people. And so we've been doing a lot of work over the last few years to develop an organizational culture that supports a participatory and engaged workforce and I think we're seeing some good results from that. So one of the things that you might not know is we operate out of about five or six different physical locations because of the nature of our work and so that does create big challenges for an organization trying to do an organization sort of making a cohesive organization. So I want to start with sort of planning, talking about planning it for and adapting to climate change. We've been working over the last five years really on a number of different climate change, using a number of different climate change scenarios and not the possible future implications of climate change on our water resources. And the ones that you see here, this bottom one here is it's called GFDL 2.1A2. That's a downscaled global climate model from about, it was developed in 2014. We use this climate model with the Water Supply Advisory Committee. You can see that the little blue dots up here, it's typically more warm and dry than some of the other models that have been developed. This form model ensemble is a more recently developed climate model that comes from, also it's a global downscaled climate model. And this one is a little bit more neutral in terms of warm and dry. It tends to be perhaps a little bit wetter and slightly less dry than some of the other options. And then finally, this historical catalog model is, it's a model that's been developed for the Santa Cruz Mid County Groundwater Basin Groundwater Planning work. And this one comes out of taking the whole historical data set and picking out the more typically warmer and drier years and randomizing those into a series of sort of a forecast that is a created forecast. So this one is, you can see has some very dry and warm kinds of characteristics about it, but it's not quite as dry or warm as the GFDL5. So we've been looking at all of these models and we've done quite a bit of analysis, putting them side by side and trying to understand their implications. And here's a good example of them. These climate models help us look at the length of the worst year shortages, the sort of drought, the worst drought and the degree to which that would affect our available supply. And so you can see in historical, the worst year drought was about 1.2 billion gallons off of a 3.2 roughly billion gallon demand. That it's a two-year drought. The second year is worse. This is sort of 76, 77. That's the two years of that one. And you can see that the total is about 1.9 billion gallons shortage up at the worst case. And in the first climate model, the GFDL 2.1, you can see it's about a little bit bigger, 2.1. In the four model, it's a three-year worst case drought. And it's about 2.5 billion gallons. And then in the climate catalog, it's about 2.4 billion gallons. These are all looking at basically surface water hydrology. It's looking at the implications of changing climate on surface water hydrology. And so these things are helping us really focus on what kinds of projects we should be doing, what kinds of, how big the gap is under various kinds of changing circumstances. We're not saying one of these is right. We're really trying to, you know, sort of understand the space, if you will. And so we've got a lot of really good work that's been looking at these, this climate work. And I think we're feeling pretty solid that there's more to do on this and that we've got a, particularly as it relates to the vulnerability of surface water, which is 95% of our supply to climate change in ways that could really undermine the reliability of our supply. So that's one of the things that we're working on. So I've sort of basically said this before, the long-term vulnerability of surface water to climate change and the design and climate resiliency to all the infrastructure projects. So this is just an example where we have a lot of raw water pipelines, which are the big pipelines that bring water down from the North Coast sources into town and also down from Newell Creek. One of the things we experienced in 2017, you're going to see more about in a minute, is we had a lot of pipeline breaks due to landslide hazards in the, particularly in the Newell Creek basin during the 2017 very wet year. And so really trying to understand the alignments of those pipelines and to the extent that we're going to be replacing them because of their condition, moving them to out of those landslide hazard areas so that you have more climate resiliency. It's a big message that's going on really in the water industry statewide. So improving water supply reliability, one of our challenges is we have a tremendous variability. Since I've been here, which started in 2014, which is this year right here, we've had a critically dry and a wet that have been at the extreme end of the spectrum. We've had one normal, two dries, and a second wet once going on this year. So I don't know, normal might not be normal anymore. It's one of the things we're sort of concluding out of this, but when you have the kind of water system that we have, this is a very challenging situation. And it's, the system is vulnerable to water supply issues in both wet conditions. This is a, I love this picture right here. This is the Atmospheric Rivers that hit the West Coast in 2017. It's, you know, one after another, we were in emergency operations most of January, February that year. Water was still coming out. Most people probably didn't know it, but we had a tremendous number of issues that year. So we have problems in the wet years and in the dry years. This is the specific information about the three-year lead-up to the 2014 drought where you can see that runoff. In the first year, in 2012, rainfall was about 70% of normal. Runoff was about 50% of normal. The second year, about 60, 60. And then in the last year, we had rainfall was, this was apparently a year to date, so that was way low, but the runoff was only 11%. So with the size of our storage and the dependence on surface water, we can get into a big problem pretty darn fast, but once it starts to rain, as it did in 2016, 2016, over that 15, 16 winter, we got out of the problem sort of equally fast. So for us, the vulnerability to dry situations really associated with limited storage, fish flow requirements, which I'm going to talk about a little bit more, high variability of supply, and then the seawater intrusion issues that we're dealing with in the Santa Cruz-Mid County groundwater basin and climate change. Of these, limited storage is the most significant and conservation alone cannot solve this problem, so water conservation alone cannot solve it. So from the Water Supply Advisory Committee recommendations in 2015, there was a series of actions that we've been working on. We've got progress on every single one of these items. We've increased water conservation programs. We've explored the feasibility of winter water harvests, including testing out, pilot testing, and in-lube water transfer with Soquel Creek Water District this last winter, and also pilot testing of the storage and recovery in the belts well system over in Live Oak this winter. And we've completed preliminary work on exploring the alternatives, including having the Council act last November to put desalination and the back burner because of the permitting and challenging permitting issues associated with that. That was a viable project. So the alternative that the Water Supply Advisory Committee recommended was recycled water in the event that some of these others don't pan out. So we've done a good study identifying a whole range of options on recycled water. We'll be coming to you a little bit later in the year talking about kind of where we're going with this project, and I think that'll be something good for maybe the fall timeframe. Another thing that's going on is there was from the Water Supply Advisory Committee, there was a very strong emphasis on working with regional providers. You can see this blue dotted line here is the boundary of the Santa Cruz mid-county groundwater basin, and the red one is the boundary of the Santa Margarita basin. The city has been very actively engaged in groundwater sustainability planning, plan development. The mid-county one is coming out in July due to the state at the end of January next year. The Santa Margarita one is a couple of years behind because it's a medium priority basin instead of a high priority. But we've been very actively engaged in the groundwater planning work associated with this, and a lot of the work that we're doing is looking at various kinds of collaborative projects and conjunctive use of surface water and groundwater to improve everyone's reliability. Okay, addressing the water system infrastructure. This is kind of a pretty high-level inventory of the infrastructure we have. We have an earth build dam in Reservoir, 35 miles of large-diameter groundwater pipelines, surface water treatment plant built in 1960. And there was a thing in Sentinel sometime in the last few months that said it came online in 1959 and it cost $1.6 million. I would love to have that again, but I'm afraid that's not what a big project up there would cost. Hundreds of large and medium and small valves everywhere throughout our system. Distribution storage, numerous pump stations, 264 miles of distribution mains, and 3,000 fire hydrants in about 26,000 water meters. So it's a big, complicated system. It's analogous more to the systems, for example, of the San Francisco PUC or the East Bay Municipal Water Utility or the Contra Costa Water District in the sense of all of the range of activities because of the having reservoirs and dams and what have you. It's so, that's quite different from our neighboring agencies who are mostly groundwater utilities and are therefore don't have, for example, the raw water transmission lines or the dam fill, the dam reservoir and reservoir or the surface water treatment plan. So it's a big, complicated system and kind of in a compact environment here in Santa Cruz County. In the winter of 2017, the chickens came home to roost with respect to infrastructure reliability. The Nill Creek Pipeline had five breaks on it between sort of January and March. Majors and Lydell, which are North Coast sources, had water main, major sort of transmission line breaks. I see their Paradise Park was flooded from a water main break. A number of culverts and road washouts happening in Henry Cal, which are Nill Creek Pipeline crosses. The coast pump station flooded. This is the building that's immediately next door to the 1220 River Street Camp. This is one of our major facilities that operates to bring water from the coastal sources and the diversion on the San Lorenzo River and pumps it up to the Graham Hill Water Treatment Plant. That was flooded. That's Lydell Springs. That's another North Coast source that had a water main break on that. Additional leaks on the North Coast Pipeline culvert failures and then two more North Coast Pipeline leaks. So this is sort of behind, although not entirely behind, as we've been talking about the state of the water system since 2015, but we have developed what's called the Santa Cruz Water Program that's working on renewing the diversions, pipelines and pumps, improved treatment reliability and water supply augmentation. And this is a program that we are in partnership with a program management company, which is HDR. It's an engineering firm. We have an integrated team and we're working together to plan for and implement the capital program, the very large capital program that is required to address the issues that we have. So again, we're looking at climate resiliency and we're looking specifically at more robust treatment process at the Graham Hill Water Treatment Plant. It increases our ability to treat water at either the very wet end of the spectrum or the very dry end of the spectrum and that flexibility will be really valuable in the coming uncertainty about climate change. Moving now to natural resources stewardship. We're focused very heavily, although we have a number of habitat conservation plans, one for the Mount Herman June beetle and another one that we've been working on for some sort of red-legged frogs and other kinds of species. We're very heavily focused right now on salmonella conservation in the San Lorenzo Laguna majors in our source waters. As you can see, the San Lorenzo is really the priority area associated with what the opportunities are for, both habitat restoration and then access for these fish. The fish, if you're not a fish person, these particular fish have life cycles that include both freshwater life cycles and ocean life cycles. Most of the fish that we're dealing with are they come into the river systems to spawn, typically usually in the spring or the fall, and then their eggs are laid down. They need to be protected during the incubation period. Then they hatch out. These are rearing juveniles that need to have summer flows to rear, and this is a big change in the kinds of things that we've developed to make sure that there are flows in the river, particularly in the summertime. We're sharing our resources with the salmonella populations. The dark blue is the in-stream flow requirement that we've developed and worked with the federal and state fish agencies, the National Marine Fisheries Service and the California Fish and Wildlife. The blue is the total monthly production of water from all sources. You can see in the spring the flows are pretty high because it's an in-migration, out-migration time frame. Then in the summer, things stabilize and come down a little. That's the time for rearing the fish, particularly as it relates to the lower river between Tate Street and the lagoon. This is a really important habitat for those species. Flows are being bypassed really for the first time. It's been doing it somewhat frequently in the last, say, decade. Before that, the river was... We took the water out of the river and dried the river up below our project. Pretty common, but we don't do that anymore. We're sharing our water resources with really important, threatened steelhead and endangered coho salmon. So the last couple sections I want to talk about money. It's the money, and I'm not talking specifically about our budget proposal, but I want to talk a little bit about the trends and the financial planning work we've been doing. Since finishing the Water Supply Advisor Committee work in 2015, I knew that we really needed to work on the financial planning situation. And so we developed a financial plan and brought that to the Council in June of 2016. We did a lot of work on rate increases at that point that we've been implementing. But the real place that we were was... The red line is our sort of fund balance. And so you can kind of see from about 2005 to about 2011 there was a pretty nice increase in the fund balance and then beginning in about 13, 12, 13, a project to replace Bay Street Reservoir with two tanks in Bay Street. A $26 million project was implemented and cash financed. And with the various other challenges that we were dealing with at the time, including in 14 and in 15, implementing water rationing, which obviously big chunks of our revenue are coming from water rates. We were in a position where it looked pretty dire. And we have to... We can't go broke because we have to have the money to run the system. So we did a lot of work to stabilize our financial situation. We have increased rates starting in 2016. And I'll show you a slide in a second. But one of the things that was covered in the financial plan was the development of a series of reserves and medium reserve targets so that we could be credit worthy when it came time to going to borrow money to pay for these big projects, which we've accomplished quite a bit. And so when you look at our various kind of account balances, you will see some pretty serious reserves there. And they're based on the analysis that was shared with the council during the 2016 development of the Long Range Financial Plan. And I'd be happy to revisit those with you at any time. But I think it's really critical for us relative to the things we're facing. One of the other issues that's going on financially is that our customers have done a fabulous job of conserving. And in fact, this 2016-2018 demand curve is about half a billion, six billion gallons, 600 million gallons less than what we forecast that they would be using in 2015. And most of our revenue comes from water rates. So the less water we sell, the more challenging it is for us to keep our head above water financially. Luckily, because we were coming out of the drought when we did the Long Range Financial Plan, I made the assumption that we would be selling about 2.5 billion gallons, because that's what we sold in 2014. And everyone said, oh, you're crazy, there'll be more use than that. Well, we haven't hit 2.5 billion gallons yet. So just fairly recently, we've kind of looked at this result and we've said, well, what is causing that? And interestingly, two things are causing it. A lower than anticipated number of new service connections accounts for about 25% of the forecast error. In other words, why is the demand much lower? And then customer response to increasing prices. You can see this is our sort of average single family customer using 500 cubic feet, which is 100 cubic feet is 748 gallons. This is what's happening to their, that's been happening to their rates over time. And this is just the water portion. But the point of all of this is that we don't now think, we think that ultimately demand will creep up a little bit, but we have a very stable demand. We don't see it moving from kind of the level of demand that existed during the drought. The good part about that is, okay, we have some stability now and we can plan for that. The bad part of that is, if you have this kind of demand, where we have a 48 gallons per person per day average residential consumption. If you have the same kind of drought we had in 2014 and 2015, and you have a goal of reducing consumption by 20 or 30%, there's hardly any place to go. Our consumption on irrigation has really been reduced. And so this is one of the things that I think is it's kind of an interesting opportunity for us to acknowledge that demand is lower. But it means that our reliability, the needs that we have to meet our reliability goals are even stronger than they were before. Because the community has reduced its consumption and stabilized it to such a very conservative level. So this, I wouldn't be surprised if some of you are looking at this sort of uptick in the cost of water and asking yourself, well, where does this end? And I will tell you that water affordability is definitely on m