Santa Cruz County Board of Supervisors 6/19/19


– Okay, good morning everybody. Welcome to day three of budget hearings, It’s June 19th, 2019, and today we’ll have our
land use community services. First we’ll start off with
a presentation overview on land use and community
services budget category as provided in a proposed budget, pages 227 to 229. For those of you following along at home, and outlined in a memorandum of the CAL. – Good morning chair Coonerty,
members of the board. Christina Mallory, your
county budget manager. And so I’m going to give you an overview of the land use and community
services budgets today. Here you’ll see a list of
the departments and agencies included in land use
and community services, agricultural commissioner, ag extension, our local agency formation
commission, LAFCO, library fund, the Monterey
Bay area resources district, parks and cultural services of course. Planning and our housing funds, public works and our
redevelopment successor agency. So here you’ll see an overview of the total expenditures by department. There’s 203 million dollars
for this upcoming fiscal year. This represents 25% of
all budget expenditures for fiscal year 19-20. It does represent 11% decrease from the previous fiscal year. Primarily from the completion
of several housing projects, and various other capital projects. This chart shows the share of expenditures by department and
agency, and you’ll notice that the public works is
the largest share at 71%. This’ll give you a picture
of the types of expenditures, over the next two years. The largest, of course,
is services and supplies. Which comprises about 92 million dollars. Salaries and benefits, 58 million, which support 414 plus positions, which is an increase
of almost two positions from the previous fiscal year. Additional expenditures include 31 million in other charges. About seven million in fixed
assets, and 15 million, excuse me, in other financing. Fiscal year 2021 expenditures are estimated to decrease
by approximately 31 million, primarily due to the reductions
in public works projects offset by status quo increases for existing staff and programs. The land use and community
services category revenues are approximately 185 million next year, or 91% of the total financing. With the general fund and other funds making up the difference of
approximately nine percent to meet the expenditure needs. Land use and community
services finances represent 24% of the budgeted county revenues. And this chart shows
the share of financing by the department and agency. And you’ll note that
agricultural extension, LAFCO, and the air resources
district are not represented as they are totally supported
by the general fund. Sure. – [Council Member] The
redevelopment number. Given that we’re not
selling any more bonds, we’re closing down the agency. What makes up that nine percent number? – [Christina] Primarily that’s
the actual debt service. – [Council Member] Okay. – [Christina] Yeah. And again, public works is
the largest share at 74%. Here you’ll see the revenues over the course of the next two years. 84 million in charges for
services is the largest share. 47 million in intergovernmental revenue from federal and state sources. 32 million in taxes. 23 million in other revenues,
including licenses, permits, miscellaneous fees, and interest. And 2021 revenues are
estimated to decrease by approximately 25 million, primarily due to the completion
of public works projects offset by minor increases in
charges for services and taxes. And estimates will be updated as more information is
known in the following year. Here you’ll see the actual general fund contribution, by department. It’s approximately 9.6 million dollars, which represents about six percent of the total general fund at county cost. And further details are provided
in each department budget. And you’ll see here that parks makes up the majority of that, 50%. Then I’d like to give you a few 19-21 operational plan highlights. The land use and community
services departments contribute 51 objectives to
the 19-21 operational plan. Major projects include the creation of a campus master plan, completing LEO’s Haven
playground at Chanticleer park, and updating sustainability
element of the general plan. And a major collaboration
to create a one stop permitting center for
county development services. While there is significant progress needed in infrastructure and deferred maintenance on much of our facilities,
we want to acknowledge just a few of the accomplishments of the land use and
community services this year. From new public education programs around waste management and reduction, to innovative new planning tools for increasing housing units
through overlay districts. From completing the new mosquito lab, to breaking ground on several
high impact community projects such as Chanticleer park, LEO’s Haven, and the Felton Library. Our land use departments continue to work to protect the health,
safety, and wellness of Santa Cruz County residents. The largest of the land
use and community services departments will provide presentations on the regular agenda today. And the status quo budget proposals are included on the consent agenda for the ag commissioner,
ag cooperative extension. LAFCO, the library fund, the Monterey Bay area resources district, and the redevelopment successor agency. Department heads and
representatives are available here today to answer any
questions you may have. And that concludes my presentation. – Great, thank you very much. We have one revision,
today’s agenda, on item 34. There’s additional materials,
revised supplemental pages 37 and 38. Thank you. – Thank you so much. Now is an opportunity for
action on our consent agenda, these are items 37 through
43 on today’s agenda. First I’ll ask if there are
any questions by supervisors. – I just have a comment, particularly, on item 39, the library fund. Again, I think it’s proper
to thank the voters for supporting the libraries
at the ballot box. It’s allowed for rebuilding and renovating library facilities throughout the county. I look forward to the, and especially for the
Felton library opening, early part of next year, and then, shortly thereafter, Boulder Creek Library starting renovation right after that. And I want to thank our library director, Susan Nemetz, and our friends of Santa Cruz Library’s
groups for their efforts on behalf of our library system. They’ve really had a
focus on it, obviously. And has made it, is going to
have a much better system, in their very near future. And on the library fund, I see that we’ve added five full time positions and half of those are going
to go to the Felton library. That will require funding
into the library fund balance for two years, but after that, glad to see that we’ll continue with the maintenance of
effort that we’ll get, but I think that the
people of Santa Cruz county have made a bold statement that they really appreciate their libraries, and appreciate it very much for their support at
the ballot box as well. – Great, thank you. And agreed. Are there any public comments
on the consent agenda? – Hello. I’m Cheryl Bailey. Project manager for
Santa Cruz County parks. And as you will note that my position’s being eliminated from the parks budget. And I think there’s perhaps some facts and information that… – Ma’am, I just want to,
I think you’re up next on item number 34, this is… – Oh, I’m sorry. – This is the consent agenda. – Oh, okay, I was thinking that was on the consent, I’m sorry. – No problem. – Okay. – Hi, good morning board of
supervisors, community members. My name is Laurie Chamberlain, and I’m the superintendent of
the Live Oak school district. And I just came to speak and to support the board’s decision, hopefully, to approve the permit fees
for the Live Oak soccer field. This is something that’s
been in the works. – [Coonerty] I’m sorry,
you’re up next as well. – Oh, I’m so sorry! – Yes, no problem. (laughing) We’ll get there. Promise. Okay. Oh, the ag commissioner. You are on here. – Good morning, chair,
members of the board, Tony Douglo, cultural commissioner, I just want to take a
minute to thank your board and the CAO’s office for all their support of our agricultural programs, and the mosquito invector
control division. And also I want to thank my staff for their incredible work and commitment to provide excellent
service to our community. And we look forward to
continuing to provide good service, and thank you very much. – Thank you and thank
you for your good work in our community. Okay, that concludes public
comment on the consent agenda. – I have one comment. – Oh sorry, yes. – Hi, my name is James Williams. I represent Friends of Quail Hollow. And I have two very quick items. I know you guys are going
to be very busy today. – [Coonerty] Sorry, sir, I
think you’re next as well. The parks is coming up next. – Oh, okay. – Yeah. We’re on the consent agenda.
– Thank you. – Alright. So that closes public comment and we’ll bring it back to
the board for deliberation. – I move the consent agenda. – Okay, so a motion by
Leopold, a second by McPherson. – And just one brief comment in regardings to the ag commissioner, I recognize that we talk
a lot about planning in regards to cannabis, but there’s a significant
increase in the workload facing his department as well, and with the world of hemp coming on, I think it’s something that the board’s going to have to consider
as we do intake funds associated with cannabis
cultivation and CBT, we’re going to need to seriously look at how his staff is impacted as well and whether we need to
make adjustments of that in the coming year’s budget. – Thank you. So we have a motion by
Leopold, a second by McPherson. All votes in favor, please say aye. Aye. Opposed? That passes unanimously. Now we’re on to item number 34, this is the parks. Consider the 2019, 2021 proposed budget for parks, open space,
and cultural services, as outlined in the
referenced budget documents, and schedule the proposed continuing agreements list and amendments to the unified fee
schedule for final approval on last day budget hearings,
June 25, 25th, 2019, as outlined in a memorandum of the director of parks, open
space, and cultural services. – The much anticipated parks. – Much anticipated. – Budget, it sounds like. – Goodie bags, thank you. – And as you’re getting
those I wanted to highlight that on that it says, love in the hollow, so we’ll be talking later about a free month in July because it is national parks and recreation month, but we’ll be doing free weddings all day on July 14th at Quail Hollow, so that’s why you have Love
in the Hollow on that bag, and then inside it you also have a sheet like this that will tell you about all the fun events in July that we’ll be having for free. And that’s also going to be
talked about a little bit later. So, Chairman Coonerty
and fellow supervisors, thank you for having us here this morning. And we’ll start through our
parks department budget. For, let me see. Sorry, there we go. – [Assistant] It’s page down. – [Jeff] Page down, okay. Thank you. Alright, there we go,
so for the highlight, we’re going to be going over yeah, the overview, our
grants, upcoming projects, parks objectives, challenges
and opportunities, and partnerships and special events. For the highlights in 18, 19, those are actually all
supposed to be boxes that are checked actually,
so, sorry about that. Those are things we accomplished. The Active Net recreation software, Aldridge Park improvements, Chanticleer is actually
under construction. The coastal encroachment
program actually implemented, and we have permits on file. Davenport landing’s actually out to bid. Heart of Soquel, phase
two and three are funded. Hidden Beach improvements,
Measure G successfully passed, which is thank you to voters and everybody else’s support on that. The new concessions, we’ve started to get those up and running for summer. And the Pinto pump track completed. So down at the bottom I’m
not sure, I’m going to… – [Assistant] Special events. – [Jeff] Oh yeah, we’ve added some special events for the year. Several special events, ones that we’re both
partnering with and sponsoring. As we look at the overall budget, the biggest impacts are going to be in regards to utilities
and especially water costs, they’ve gone up
significantly, as much as 25%. And we’re also looking at the
three additional positions we added as a result of measure G. So, one of those was an
unfunded maintenance worker position that we had and we funded that. We added a maintenance worker position, and then also a park and
rec specialist position, programming specialist. So the changes, as I started to highlight, existing staff costs. That’s the biggest impact with utilities as the two issues that probably
hit the budget the hardest. Measure G additions also,
which were anticipated, and compensated for
with measure G dollars. Our mid year change in planning, which is a position that
we’re going to switch from project manager
to a planning position. That’ll save us about 100,
almost $100,000 in the first year and then almost 200,000
each year after that. So utilities. As we mentioned, and then internships. We’re looking at expanding
our internship program. We’re working with Lead for
America on one of those, we’re working with Americorp of course. Similar to internship programs, but we’re really going to get down into meeting with each university
that surrounds the area. You can go in over the hill
and down into Monterey county, and develop a very solid
internship program, so we can look at increasing
our work force over the future. Special events, as I mentioned, we’re continuing to partner and or sponsor large special events
throughout the county. Continue to do our outreach. We’ve increased the, we’ve doubled the size
of our emailing list, and doubled the size of our
Instagram account followers and Facebook, those are all things that we’d like to be able
to get information out in a more 21st century type of way. And then, the last thing, the
storm repairs that we have, we’re wrapping up the last
of those, believe it or not, it’s taken a couple of years, and we may still see some
of those in the budget. So the changes for 2021. Sorry if I didn’t highlight
before, that was for 19-20, this is 2021 now, keeping
in mind that we’re having a two year budget. And just, if anybody catches
me saying the word exciting, I just want you to know,
my staff’s going to make me pay five dollars each time, so you guys want might
to keep tally on that, I get a little overly
excited about the budget, so I’m really doing my
best not to use that word. (laughing) So, anyway, as we move forward. We’re going to add a quarter
time to rec specialist position that will be offset with
increases in revenue. And then the utilities we’re
going to worry about again. They continue to skyrocket on us, and we’re doing everything we can to modify the way we do business, and find way to do things
in a more effective and efficient manner. Okay, so some of the increasing revenue to offset the expenditures. We already talked the
coastal encroachment program, and then concessionaires, we’re finding great success with that throughout the county. Finding new ways to do concessions. We’re also going to expand
our rental opportunities, possibly more weddings, and looking at areas that
we didn’t in the past, weren’t able to reserve for picnics and or group reservations. We’re looking at the potential to increase the CSA 11 revenue. It’s $8.50 a parcel right now. We also are looking at park impact fees. We haven’t really look at
those in over 20 years. And they need to be examined. So improve utility consumption, as we talked about, and
alternative options. And then we’re looking at continuing to reorganize and reclassify positions as needed. So grants, as you can see the
last couple of years, we were looking at under a
million dollars in grants, well under a million
dollars a couple years ago, and now regularly hitting a
million or more each year, with the passage of Prop
68 and the implementation of the available grants through Prop 68, we probably will be looking at anywhere between eight and 11
million dollars a year for the next couple years as
potential grant opportunities. So we definitely want to jump on those. We also have contracted
and will be contracting with a grant writer. And I think that’s the
best strategy we have for looking at that. So upcoming projects. I would normally use
the word exciting here, but I’m not going to, so… I don’t know, saying the word exciting, may have to pay five bucks for that one. – [Coonerty] I’ve counted three so far. – [Jeff] Yeah I know,
thank you, alright, so, we’re going to fix this
budget problem right now. Out of my pocket. So it is nice to see, over
the last couple of years to really have brought
all these projects forward and see the fruition of our work. The Felton Nature Discovery Park, all of these will either
be starting construction or becoming fully funded and looking at getting plans drawn up. Heart of Soquel, Seacliff
Village Park, adding a restroom. Davenport Landing, actually
replacing the restroom. Live Oak Library Annex, and also some of the associated
deferred maintenance issues that go along with that. Which is also Simpkins Family Swim Center, so we have a lot of 20
year old problems there that we’re going to be able to work on. The Farm Park, which has
been a long time coming, very exciting to get that, oh my god, there’s another one. To get that underway. Hidden Beach, we have some
improvements still to complete, we did ADA and now we’re
looking at the playground. And then Quail Hollow
actually getting some repairs to the structure up there so we can keep it in tip top shape. So looking at the county
operational plan park objectives, we did our own strategic plan and got our own operation plan together as the parks department and
now we’re melding that with the county’s over wide
operational plan, and we found six different
opportunities to do that. So as you look, we really are hopeful that by June of 2021, actually,
we’re going to create a new rec camp for pre
teens and teenage youth. This is an age group that
is underserved in our county and needs to be targeted, and provided opportunities to attend camps where they can develop
skills and self esteem. So, also, we’re hoping by
2020 that parks will complete the construction of
Chanticleer Park phase one and LEO’s Haven playground project. I think that’s very
realistic at this point, considering that I saw the restroom going down the street today, actually. So that’s really nice. Not exciting. (laughing) So, and then 2021, we’re going
to complete the swim center, deferred maintenance issues
that we talked about, there’s a lot of, over a
million dollars at least in deferred maintenance issues that we need to take care of
there, so, definitely on our radar, and something we’re moving towards. As we look towards December of
2020, we also want to develop an internship program that
gives the students here an opportunity to learn
our park functions, not just the typical park functions, but there’s so many other
opportunities for people to come and learn about parks
and government in general, so we’re really as I said, looking forward to expanding our opportunities
with local universities. And by 2020, in June of
2020, we’re also going to work on our metrics for
the maintenance section. In other words, we currently have four reporting locations,
five reporting locations, and where people go, depending on traffic, and how they get to different parks, as they report, those occasions
can be very challenging, as we all know, with traffic in the area. And just schools and
all that sort of thing. And so we’re looking how they can more efficiently and effectively
get their work done, and navigate some of the
obstacles that are there every day in addition
to how they can improve efficiencies in the work flow all day, so, this was also a PRIMO project, really looking forward to seeing
how that comes out. And then, we’re also going to work on improving our community outreach. This is something that
is very important to me, and something I’ve wanted
to do from day one, and that is regular
surveys of our park users in the community, so we know that we’re hitting the
marks we need to with them, that we’re delivering the
services that they’re asking for. And we hope to increase
our social media followers by 25% by June 2020 as well. Some of the things we’re looking at that are both challenges
and potential opportunities, ’cause as we all know, a challenge
is always an opportunity. The deferred maintenance
in our parks department. As we are aware and I’ve
talked about in the past, there were years and years where there was no maintenance being done, no deferred maintenance
being handled, and so, catching up on that is an
exponential number, often times, and we still are looking
at how we approach that, and how we are able to accomplish some of those issues around
the deferred maintenance. Homelessness, we all know
that is a huge problem for our county and our
region and our state, and really to some degree our country, so, we are working diligently with all the other parks departments and often with other agencies
to see how we can improve the opportunities for the homeless that we do have living in our parks and that we interact with. We’ve also trained our staff
on how to interact with them. We’ll continue to do that. Hazardous tree removal. Always an issue for our parks department. But we did have a significant event that happened down at Moran Lake, and I think that is a focal point for us, and I’ve got pressure from
the planning commission as well to address that. As often happens, the
natural resource protection collides with our urban interface, and so, we have an issue where we have a butterfly habitat, and trees
that have a potential hazard, so I think that’s an example of things throughout
our county park system where do have trees like that, and so, sometimes, one tree alone
can be $100,000 to deal with, and removal and disposal, so, just a challenge to look
forward to in how we get there. Youth programming. We don’t have enough of it, and we’d like to have the
opportunity to provide more, and how we come up with funding and how we come up with positions
to do that is a challenge, but our youth are underserved
when it comes to recreation in the unincorporated areas. The park impact fee study. Bringing that to this
board, and getting approval, and making sure that we are
balancing a delicate process is going to be challenge, but it’s also a great opportunity for
us to get up to speed to where we need to be. CSA 11 assessment increase. That’s definitely a
potential opportunity for us to bring in more revenue to
get us off of the dependency we have on the general fund right now. About 40% of our budget is general fund, and as you saw the slide, in
the land use department area, we are 50% of that we’d
like to get that down. And then park master planning development. A lot of times, parks department
start with a master plan, and then they build the parks. We’re kind of doing that in reverse. But we’d like to see that we get at least a master plan down on paper. And we can move from there. So some of the partnership highlights. This is only a small
portion of all the folks that we are partnering with at this point. And some of them are here
today, I saw, in the audience. And definitely wish I could
highlight all of them. One in particular I wanted to mention was the Santa Cruz Mountain
Stewardship Network, which is made up of at this point,
29 different organizations. Most of them government
agencies, some private entities like Big Creek Lumber. And also from two different counties, Santa Cruz and San Mateo county. It’s a very robust
organization that ties us into a very helpful and beneficial network. Land Trust of Santa Cruz
County is one of the partners in there as well. So special events. As I mentioned, these are all events that we’re either fully sponsoring or
partnered heavily in with, and we have increased them each year, and we continue to look for
opportunities to do that. Typically these are fundraising events that go to our local youth. Often times scholarships for them to participate
in recreation programs or aquatic programs. Or sometimes it’s just fun
to have a family movie night. So as I mentioned, there’s your, all your free events that we’re
going to be doing in July, in honor of parks and recreation month,
I do think it’s important to mention that this is a partnership with the City of Santa
Cruz Parks Department, the City of Watsonville Parks Department, and Boulder Creek Recreation
and Park District, and the, to some degree, Capital Rec
folks are helping out as well. So, I think that in
itself is a huge benefit, and we will culminate,
although it does go all the way to the 31st, I’d say the
big culmination of this will be on the 27th where Family Fun Day is going to be at Harvey West. So with that said, I’ll say thank you, and I’ll also back it
up to that last slide so people can see that. I think I’ll back it up. Thank you.
– Perfect. Thank you so much. So, let me ask if there are any questions. – Yeah, thank you, I just want to say, there’s been a revival in
the county parks department cultural services and open space, and I’m excited about it. It’s really really, really great.
– You can say it. It might cost you five bucks.
– And I want to thank, and if you want to know where
that excitement comes from, just look no further than
Jeff Gaffney, the director, and thank you for your
enthusiasm, your foresight, and your leadership, and everybody in the parks department staff. It’s truly great, this has
been, our county parks, because of some recession oriented issues that we had,
it’s suffered the consequences for several years, but now we’re, there’s, like I said, a revival of sorts, and it’s really great to see that. I’m really grateful to the
voters of Santa Cruz County in 2016 for passing Measure
S, or Measure G, excuse me. Which was critical for initiatives such as the Felton Discovery Park next to the Felton Library. Unfortunately it looks as
if some bids have come up very high for that, but
we’ll have to deal with that as we go along. And also with the three additional employees that you have,
it’s absolutely necessary to continue our effort to improve the offerings of the parks department. I appreciate the progress
we’ve seen in the recent years, as you’ve mentioned with the
Highlands Park in my district. The pump track in district four. And LEO’s Haven,
especially, in district one. That was quite a stirring
opening that we had a couple months, several
months ago now, and, I’m really excited also
about the internship program, and Americorp, and I see
Linda Skiff out there. She gets them to come
back year in and year out, and it’s just fantastic what
they have been able to do up in the San Lorenzo in particular. But I know throughout Santa
Cruz county, and I think that’s going to be a tremendous benefit,
not only for the services, and the opportunities it provides, but for the hands on that these people that are involved with
Americorp put into it. They’re great young people,
throughout the nation. It’s really great to meet them, and share their enthusiasm,
they really like it, so hats off to Linda Skiff,
and others who are so much involved in that program,
it’s been terrific. And I think that we need to, you’re right, we need to look at a more
reliable funding stream. With that, with Prop 68, that
you had mentioned, do you see, is there anything we can do to make our applications for projects
more competitive, or how are we set to
move forward and possibly get some funding from those grants that you had showed in your chart? – I think that both the
contract grant writer that we brought on board, and the fact that we are looking at how we can expand our
fees, whether it’s CSA 11 and or impact fees, those are areas in where we can generate
revenue to potentially match those grants that we need to. And so I also think that
our staff has developed really good relationships with a lot of the grantors and so I
think that helps as well. But in the long term, we
probably need to develop more revenue in the future. – Alright, thank you very much. Thank you for your leadership
and your excitement. I appreciate it.
– Thank you. – Thank you. Supervisor Leopold. – Thank you chair. Thank you for the presentation. You know, parks department
is sort of our most interactive department with the community, in which there’s so
many great partnerships, we’ve seen that in so many different ways. People contribute to the parks. And the fact that we’re, that we’re seeing the
construction of LEO’s Haven, Chanticleer Park is a great example of a community coming
together to support Parks in such a significant way. I’m very excited about the
activity in our parks system. You mentioned LEO’s Haven,
which is critically important, and I go by there every
day and look at the progress that we’re making. In the plant fund, it had
the Heart of Soquel Park, which I’m grateful for the
staff support to get the grants. To help complete that park. But nowhere did I see
anything about the Farm Park. You were here a couple weeks ago, talking about we’re trying
to get something done by the end of this year. What’s going to happen with the Farm Park? – We are going to be somewhat dependent on being successful with the grant. If we were going to apply
for that grant in August, and that is going to be where the majority of
the funding will come. But the funding that we have currently will pay for us to get to the design, and potentially construction phase, so, but if we’re actually
going to construct anything additionally, besides what we talked about in regards to the pump and or bike track, which is the biggest piece. We will need help from
the community members who stepped forward and said they would be willing to do that. So if we do not get the grant, then we would only have
that available to us, the folks who’ve stepped forward and said they would help us
build the pump with the bike. – With the bike piece. Will it get done this year? – [Jeff] Absolutely. – Great. Great. I see the namesake of
the Simpkin pool complex, Bill Simpkin’s here. He’s been very generous, and helped name the pool
and one of the, this year’s, and the operational plan is that we’re going to do a lot
of deferred maintenance. And I’m wondering if you could talk about when you see that happening, how long will the pool be closed, how will it affect revenues? – Sure. We hope that the pool will be closed no more than three months. It will impact revenues. We’ll try to do it in the
slowest portion of the season. We have already met with,
and have met with regularly and continue to meet with
the city of Santa Cruz university system, and also,
Cabrio on opportunities of where we can send people
who want to swim elsewhere. We can provide staff and or support and allow that to be an
alternative opportunity. And so, yes it will impact revenue, and it will also displace
some of the folks that go there on a regular basis. We do anticipate giving
them plenty of notice, and plenty of opportunities. It actually may turn out to
be more beneficial in the end, because we are encouraging
the city of Santa Cruz to get Harvey West up and running again, it has been used in a
very limited fashion, and so, making that available year round would be helpful because
as you probably are aware, Simpkins actually parking
lot fills up these days, on a sunny day, and never, I don’t think, some people in the room
may have anticipated it would get used this
much, maybe you yourself, but a lot of people when it was built, didn’t ever anticipate it would be used as much as it is, so, as we look to the future
we probably do need to look at other opportunities
for swim centers, and or places for people
to participate in swimming. – Great. Well, do you expect that
that work will be done in 2020, or 2021? – We are hopeful that some of
the work will be done in 2020. We actually, just are looking at finally
buying some boilers, which the 20 year old
boiler that has kept going and going and going is on its last legs. That in itself was about $120,000 I think. And so that’s one of the big items. We have to drain the
pool, replace the stucco. Those are all items that
we would like to see coincide with the library
annex construction. So that all of the folks that
come there on a regular basis won’t be impacted over the
course of three months here and then three months there. If we could do it all at the same time. So, that being said,
we’re looking at November. The second or third week of November for the library annex
construction to start. So that’s potentially where
we could get the work done. – [Leopold] November 2020? – Yes. Which also, as I said, works well for us in regards to the slowest
time of the year for us at the swim center. – Well, I hope you’ll keep
us up to date about that, it’ll be a big impact at the
beloved community institution. And both those additions,
the library addition, and fixing the pool
become really important. Associated with that is, I’m glad to see, and I want to thank our county administrative officer, you as the parks director, and
the great community support to help build the shoreline soccer field. That’s, Bill had a great vision about how to have an all
purpose field that could be used by kids and families, all year round. As many hours a day, and
I think it really adds to just the community center of Live Oak, will be in the area, and I’m glad that the county could participate in a small way in terms of waiving the
fees for the project. I was there for the groundbreaking, and there were a lot of great donors. There’s a lot of excitement
in the school district. And I think this continues
to help support families in Live Oak in such a big way, and the soccer field will actually help the whole mid county. Because there’d be so many
families who’ll be using it. – It’s going to cost me five dollars, but I’m going to say I’m excited. – Cha ching. The smart park maintenance
that you also have as an operational goal. Do you reach out to the
colleagues over in public work, ’cause they have an asset database, and is there a way to use that system to support what you’re
trying to do in parks? – Our superintendent who’s
in charge of that project has been working with public works, and we looked at many different models, and ultimately, we do have a
very unique operation in parks and we may be able to use
some of the tools they have, but what we’re doing right now is the first step in many, so, as we get further into the process, we may access some of the tools they have. – Okay, great. I mean I think it’s a great opportunity to build on something that we already use, that is successful. Lastly I’m looking forward
to doing our first Live Oak free movie night this coming Friday. Hoping all the equipment’s ready to go. – [Jeff] Yes. Definitely. Finally. – But come out. Spiderman: Into the Spiderverse. This Friday at Felt Street Park. – [Jeff] Yep, exciting. – So, thanks for your work, thanks for everybody’s contributions to help make parks successful. And it goes back to 2014 when we did, when we were able to re establish parks as an independent department
because of measure F. 2016, they supported
Measure S for the libraries and in 2018, parks was a
big part of the success of Measure G, so people love the parks. – [Jeff] Thank you. – Supervisor Friend? – Thank you chair, thank you parks for all of your work, especially considering it was the department that
had very few resources leading up until the last couple years, still has not been built up to the point of before the recession
like so many departments here at the county. And speaking of that, I had a question, I appreciate the priorities,
you work with every supervisor here to help
establish those priorities for each district, and one of
the things that I have noticed and Mr. Simpkins is
actually a model of this, is that there are community members, there are private
entities that are looking to invest in the parks,
and I want to ensure that the parks department is really
prepared, either through a local non profit, or maybe
you see a different model, to actually accept these
funds and find a way that we can construct things
as a result of that, so, I guess my question for you is, is there anything in the coming
months or the coming year that you could bring forward
that would make it easier for the community to directly
get involved in a way, be it a naming component,
where people can invest in specific things, be it
elements at a certain park that people may want to
purchase outside of just, we have the bench program, et cetera. Or maybe something even larger, if somebody’s looking to come in. As was done in Capitola for example. You know, Mark Monty had worked a deal with the city of Capitola that in exchange for the fireworks, and the money
that was associated with it and he built one park, he’s
trying to invest in another one. It just seemed like there
wasn’t an easy mechanism for somebody to do that in the same way, so I wanted to get your thoughts on that for the county park system. – Yeah, I, I would believe that as we’ve seen, the county park friends
organization develop and grow over the last couple years, and most recently, we adopted
an MOU with the board. Very specific MOU, I think we
can do an addendum to that, I think we should be doing an addendum. We’re looking at, I think to some degree, we want to make sure they’re prepared to deal with that level
of donation, that level of specificity, and also, complexity. So there’s a lot of nuances
that need to be in place. And there are several
models around the state, and even in our region that we can use, and we also are a unique county, as everybody likes to highlight. So, to your point, I
absolutely want to do that, and we will do that,
and we need to do that, and I think it will take
some further modifications of the MOU we have with
County Park Friends, and also, probably working with county council, and working with this board. But, I think that’s very doable
within the next six months to have something much more
substantial than we do now in regards to those types
of donations, those types of cooperative agreements,
and private donors. – Well I appreciate that, I
mean we have a lot of land that we don’t use at
parks, or we have phases that haven’t been completed. In the case of the
master plan, for example, at the polo grounds, it took
30 years to get a bathroom in. In the case of Seacliff Village Park, I mean, we haven’t even
finished the first phase, technically, but there are multiple phases that still need to be
done, but you have people that are willing to invest in it, and I want to ensure
that we’re not providing any block to that. ‘Cause I think that we’ve
got parks that could actually fulfill their need if we had a way, an easy mechanism for people to contribute and be able to do it. And so if you see those ways, I encourage you to bring
those forward to the board, if things need to be modified
either at the ordinance level, or any kind of policy
and procedural level, let’s make sure that we do do that. I appreciate the work of your team. – [Jeff] Absolutely. Thank you. – Supervisor Caput? – Thank you. Yeah, there’s, thanks for
everything you’re doing. And the big difference between
what 2015 and right now. You could just look at the chart. And it’s really exciting to see that we’re able to actually
do something right now. So, you know, beach
access always comes up. And I’m kind of always surprised. Taxpayer money pays for all the roads that lead to neighborhoods. Police sheriffs and fire respond, that’s all paid for by taxpayers at large, and then, we can go on and
maintenance leading to and from neighborhoods, and when a
neighborhood shuts off access to a beach, they’re basically saying, we’re going to take advantage
of all the taxpayer money leading up to our neighborhood. And the argument that
crime rates will go down in their neighborhood
because they shut it off. Well that’s true with any neighborhood. If my area in Watsonville shut off access to our neighborhood, and you
had to get a key in there, we’d basically just, you know, telling the public,
keep funding everything leading up to our neighborhood, but don’t cross and try
to get to the beach. So, I mean, we’re dealing with that, and, how is it going? We could argue basically,
and if there’s a big storm, and especially I guess if
you want to use the argument of climate change and all that. It would be the state,
county, and everybody, taxpayer money, trying to
protect that beach front property from actually eroding. So, I mean, how much
time do we actually spend on fighting neighborhoods
about beach access? – It’s actually a very limited amount of staff time right now. As we said, in regards to the
coastal encroachment program I believe you’re referencing, that is a passive program,
and we’ve asked people to come forward voluntarily. And also we are working
with coastal commission on a regular basis or some
of the bigger locations that have been large
violators over the years. And we are also going to
be doing a pilot project in the coming months that
will take more staff time. But relatively very small amount of time, and a great return, as far as revenue that comes in as a result of that. So, that was how we anticipated
the program starting, this is sort of that first phase. And as we move forward
in the next 18 months, probably see phase two implemented. And hopefully, five years out, we’ll have a very robust and functioning, well functioning program. – Right. But that’s true, I
understand the time factor, but is it taking money away
from the parks department? – No, actually, we’ve
seen revenue brought in, as a result of the program, and we now have to make sure we work with the coastal commission
to accomplish the tasks that we’ve agreed to with them. That could potentially
cost some money, and also, at the same time, we will be vigilant about the revenue we
use in regards to that, so it doesn’t take away
from our department. – Right. And I guess something else
I mentioned before too, if we have park space,
and we have beach access, and beaches that we’re all
inviting people to come to, and then, when a
neighborhood or a philosophy of building walls, of
building fences, I mean, I’ve seen that happen with
schools, and different areas. People that run those put up big fences, have it locked up, you
can drive by the schools, try to have your kids go down
and play at a public school on a Saturday where they walk down there and they’re locked out. I don’t want to see that
happen in the county, where we put money into the parks, and then we build up walls. And we’re in a county
that doesn’t like walls. In certain areas, right? But at the same time, these
same people will say, well, yeah, we don’t want a wall over there. Sounds familiar, right, the word? But we’re okay with
having a wall locking off our neighborhood or our park
area and everything like that so they can have their own personal use. – And our parks commission recently passed a resolution
saying that they supported no more obstacles in parks, and as few fences and walls as possible, and so that was something
our parks commission did, and obviously I’m very supportive of less walls and fences. – I want to make sure
our parks are accessible. – [Jeff] Absolutely. – Yeah. And doesn’t become exclusive. The other would be, hey, thanks a lot, thank the board, and everybody, and you, for the pump track that we got in. And it’s being used,
I’ve driven out there, and I’m surprised at how popular it is. The one little criticism, and that’s something
we can work out later. We did about 20% or 25% of the cost went to another department,
the planning department here in Santa Cruz county. So I guess we’re the ones who decide if we’re going to build,
when we’re doing something as a joint project, that
we don’t get the cost where we had to take parks
money and give it to planning in order to do, and if it
was just a small amount I wouldn’t say anything. But it was about 25% of the cost. So maybe we could work something out, or we can streamline something. I know they have to do their work too. – Yeah, and the way currently
that we’re structured though is each department tries
to sustain themselves with the revenue they
can bring in, so it’s, we pay our fair portion, but, it is up to this board to
decide what they want to do. – It’s kind of like robbing
Peter to pay Paul, right? Anyway, thank you, and this is really, like I said, exciting that we
actually have a department, because of funding and
everything, and the voters, actually voted and approved Measure G. I want to thank the voters on that one, that was very good. – [Jeff] Huge. – So, thank you. – Supervisor McPherson. – Yeah there’s a couple points I missed. I just wanted to thank the department for working with the Boulder
Creek recreation district a few years back. We got some unfunded mandate money that each district was able to commit to a project, or projects. And I at the county decided
to dedicate a large portion to the Bear Creek estates rec program. It’s under the Boulder Creek
recreation department, but, I wanted to say, thank you for
working out that arrangement, and Howly Green, that heads
up that, she is a tiger. I’ll tell you, she’s excitable. To see how much she gets done. And I just want to thank the Boulder Creek recreation district and
the county parks department for working that arrangement out. People in northern San Lorenzo Valley are very very appreciative of that. One other point on page
261, the parks completed, department completed a
park dedication fee study. What were the results of that? It was last spring, I
think, March of two 19? What did… – So that’s what we’re still, that’s the park impact fees that we’re currently working towards. And we would be probably working with the CO’s office and the board of supervisors
in the next couple of months to determine what the
best outcome for that is. – Great. Now is a chance for members of the public to come speak to us, I
know we have several. So if you’re interested, please
come forward, and line up. – Good morning. My name’s Terry Primavera. And I’m a physical therapist
at Dominican Hospital. And I help, get to
coordinate our pep program, if any of you are familiar with it. I’ll leave a few catalogs here in case you’d like to check it out. We have been partnering with Simpkins for the last 20 plus years. And we rent pool space three times a week through three quarters of the year, and then once a week during
the busy months in the summer. And we can’t be more grateful. We see, last year we saw over
660 participants in the pool. And part of those people were
patients in our outpatient physical therapy department. And they’re seen for a
whole host of conditions that really benefit
from being in the water. I’m sure you all know the
benefits of water, but, I’ll review a couple. So if you are in water, up to your chest level, you weigh only 30% of
what you weigh on land. So that allows you to do a lot more. Oh, I didn’t realize I was being timed. (laughing) I’ll make this a little faster. Okay, fantastic. Can also help increase your lung capacity, and improve your mobility
and able to help you manage your weight. So, we have several classes each week. Some of which are special for people with different disabilities, we have classes for people with
Parkinson’s disease, stroke, cerebral palsy, muscular sclerosis. We have lots of classes
for people with lymphedema, which if you don’t know,
is a condition caused primarily after cancer treatment, so with radiation and
surgery your lymph system is impaired, and you can’t manage swelling. So you take on fluid, and it
becomes a risk for infection, and can cause death, so,
people get to manage it by doing daily massage and
pumping machines, oh dear. Or use the water. So it’s much easier,
more fun way to do it. So, we also see people who are pregnant, and then after pregnancy. And then a whole host of typical things that happen as we age, so
for people with arthritis. So I had a whole list of people that I wanted to go through,
but I won’t do that, I’ll take a couple, and tell you, with Simpkins partnership,
we can really improve people’s sense of community and inclusion, and independence, fun, and health. So just two quick examples. One, we have a woman who
moved here to the area, didn’t know anyone, was
a musician by trade. She came to live with her family. (buzzing) – [Coonerty] I’m sorry. If we could summarize, and
you can send us an email with all this information if you want. – Okay. In general, we love Simpkins. We don’t know what we
would do without you. We’re super excited to partner with you. Really really excited. And… (laughing) Thank you, thank you, thank you, from the entire community
that we get to serve. We wouldn’t be able to do it without you. So, we’re very grateful.
– Thank you. Thank you for coming today. (laughing) – Good morning board members. My name again is Laurie Chamberlain, I’m the superintendent at
the Live Oak school district. And I just want to thank you in advance for adding to your board approval, the waiver for permit
fees for the soccer field, the Live Oak school district soccer field at Shore Line Middle School. This has been a long time coming, and I started to say, it’s
been a three year plan in the project, maybe
even more in Bill’s mind. But it’s been a dream and it’s really kind of the field of dreams. Just as Bill’s pet project
was the swim center, working with the county. Now he’s working with our school district to make sure that students have
a safe place to play soccer. The track team has a safe place to run. And, ’cause it will also
have a running path. But the entire community has access to it. So families will be there enjoying soccer. Adults in the community
will have the opportunity to play soccer. We’re planning to add
lights to the soccer field. LED lights that face down,
so it doesn’t radiate out. And there will be bleachers
and picnic tables, so we’re very excited
about this opportunity, we really appreciate the
support we’ve gotten, also from John Leopold, helping us through that permit process and the way that everything works within bureaucracies and systems
we know, can be complicated. And also thank you to Jeff Gaffney, who was also there at the
groundbreaking ceremony on May the 20th. But special thank you, obviously,
also, to Bill Simpkins. In total, he has raised over
two and a half million dollars. One million of those dollars came directly from Bill
and Bridget Simpkins. And he’s just been
tireless in his efforts to get private donors, foundations, different groups to donate
money, Kaiser’s also put down a fair amount of money in this project, as they’ve also assisted
the Live Oak community in other ways and other schools. So again, I want to thank
you all for your support. This again, doesn’t just
benefit our students, but benefits the entire community. Thank you. – [Leopold] Thank you, and thank
you for partnering with us. – And thank you for your partnership on the boys and girls club, and the cradle to career
program, and, you know, Live Oak is a great school district that collaborates with others, to the benefit of their families, and I really appreciate that. – Okay. My name is Bill Simpkins, and I’m with the soccer
group, and first, John, thanks for helping us get that permit. That’s a few sleepless nights there. I really appreciate
your guys’ help on this, with the soccer field. We’ve raised two and a half
million dollars so far, and we’re just about there. And so, hopefully we’ll be
done at the end of October. But I think financially, we’re there. Zack, you know, I agree with you 100%. I think projects like this
where you get public and private is the way to go. I think it’s a lot easier than you think, if you have the right project. When we did the fundraising,
I’m telling you, I would get halfway through a discussion with the fundraiser,
and they go, I get it. How can I help? And I think projects like
this, we could be a model of what could be done with the county, and the county doing this. Those kids and those families
on a Sunday afternoon are going to be playing
on that soccer field. They’re not going to know
who owns the soccer field. And they don’t care, they just know that they’re playing on a soccer field. And I think it’s more
possible than you think. Again, thank you for helping. And one last thing. Jeff does a heck of a job for the county. I’m telling you, he is the best. Thank you.
– Thank you, and thank you. – Where is the soccer field? – Excuse me? – Where is it located,
I didn’t catch that. – The soccer field is on 17th Avenue. It’ll be right next to the swim center. – [Caput] Good. – On 17th avenue, so, it’s going to be the swim center, the boys and girls club, people will be playing
there in the evenings, their kids could be at the boys and girls, it’s all, it all works. It’s the perfect place for it. – Bill I just want to thank
you for your philanthropy, you’ve really made life better
for families in Live Oak, I know your commitment to
the community is very strong. You do lots of things
with the school district. Obviously the swim center
would not have been possible without you, and this project,
your personal leadership to help make it happen
is really spectacular. And it’s going to benefit
families for years and years to come. And the innovative way in
which you’ve used the fees for the project are
going to go into a fund to allow us to, to allow the school district
to replace the materials over time, without having to go out and do a big fundraising campaign, is a great example of innovation to help long term sustainability of the field. – This is going to be a great deal. You’re getting a soccer field
for five cents on the dollar. (laughing) – Thank you. (clapping) – Things are written down. Hello everyone, and thank you, and I think there is a
wonderful theme of partnership that I’m hearing today. My name’s Mariah Roberts, and I am here supporting the department. I’m here supporting our
partnership with Jeff Gaffney and all the staff. You all know me, probably mostly as one of the moms behind LEO’s Haven and Chanticleer Park. Today Oliver is at a therapy session, so he and Trisha can’t be here. But, because of the
partnership with all of you, and with the department, the
park is under construction. You saw a picture of our kids out there. Supervisor Leopold was there, as well as all the staff,
with their hard hats on, sitting on the machines,
having a good old time. Our kids are seeing that this can happen. And I really wanted to come out today, to sort of be proof of this idea that partnership can work. We did. We are. We raised two million dollars,
of mostly small donations. And now we have a public legacy project that will be here for generations. More importantly, it proved
to anyone who doubted that our community can come together to support public space. Trisha and I both are very proud to have joined now the Friend
of Santa Cruz County Parks. And we look forward to figuring out how to make these partnerships happen. How do we do it? We are here. And we are ready to go. And we’re continuing
this partnership because the parks department has
been an open, creative, trustworthy, and effective partner. We’re continuing because in
the strategic planning process that we were lucky
enough to participate in, we heard from all of our neighbors how much they care about these places. And we know that the parks department needs a solid financial foundation. So that, we can continue
to bring in investment and create partnerships
to improve these places. So, we’re grateful for your partnership and all of the time that you give to support this department. And we’re looking forward
to a lot of good work in the future. Thank you.
– Thank you. Thank you for your hard work. – Yeah, thank you for your leadership, not only at LEO’s Haven,
on the parks commission, and now the Friends of the Parks, so, continue that great work. – Good morning everyone. I’m Terry Corwyn. I am the board chair of Friends
of Santa Cruz County Parks. Formerly CEO and President
of the Land Trust of Santa Cruz County. And it was in that role that I learned that Santa Cruz County
is a bit of an outlier in terms of low amounts
of dedicated funding for parks and open space. And it’s actually, I want to support our vice
chair, Mariah, and her comments. But I like to focus on
Director Gaffney’s quest to convert general fund money
to dedicated fund money. And I think it creates an opportunity for creative problem solving. I had the privilege of
serving on the county parks strategic planning work group. And a goal of that community based project is to create dedicated
and sufficient funding for the parks department so
that it’s not eviscerated the next time we have a
recession, which will happen, as it was in 2008. So Mariah and I, with the support
of the rest of the growing Friends of County Parks organization, are looking forward to
meeting with each of you to explore ideas on how to make this so. The voters of Santa Cruz County have consistently supported
their county parks and open spaces via Measure F, Measure D with the wildlife
tunnel, and the rail trail. And overwhelmingly in Measure G. So I’m committed to leading
Friends to play a key role in a new initiative. So let’s figure out a way to let the voters of this community
have their say in supporting their beloved parks and open spaces. Thank you so much,
Jeff, and for all of you for the work that you do. – Thank you. – Good morning everyone, thank you for the opportunity to speak. My name is Dave Ramos,
and one of the things that I do here in the community is I’m a treatment technician
at Janis of Santa Cruz and I wanted to offer
my thanks and support for the parks department as well as for Simpkins Swim Center specifically. Every Tuesday and Thursday
we bring our clients, our addicts and alcoholics, to
Simpkins Swim Center to swim. And this is an activity
that is widely beneficial, more for their mental health as well as their physical health. This is something that’s
extremely awesome, and through the generosity
of Mr. Simpkins. One of the other things
that I do in the community is I’m a radio talk show host for the Veterans Take Charge Radio Show and I recently found out
that Simpkins Swim Center offers free swimming for veterans. Currently right now, Miss Kim Rutherford is getting ready to
take a handful of people to swim from Mainline. Mainland, to Alcatraz. And the opportunity is just
spectacular and fantastic, so I wanted to say thank you. Thank you, thank you very much. – Thank you.
– Thank you. – Hi, good morning all. Thank you very much, I’m Trudy Ransom, I’m from the Sop Shack. I have the Santa Cruz Sop Shack, and also I want to thank the county parks and everyone for giving
me this opportunity for creating a second
Sop Shack at Rio de Mar, we’re excited of all the
work that you’re doing there, I go down there weekly to sort
of see how it’s progressing, and you know, you should
take an opportunity and have a look at how it’s progressing. We’re going to be doing
some fabulous things, working with the Aptos chamber. Going to be, we got the grant
for the wheelchair access. So I didn’t really prepare for this today, I was just like come down
and just say thank you. Yeah, it’s going to be cool,
thank for you doing all this. We’re going to be having
another ribbon cutting when it’s done, and we’d like
to invite you all to come down and we’re excited to
get the public out there to have, some parks, and it’s
what you were talking about earlier, I thought, oh yeah, we can do some youth programs there. ‘Cause we have some
very cool youth programs going on at the Sop Shack in Santa Cruz. Thank you again. – Thank you.
– Thank you. – Hi. I’m Barbara Jordan with the
Santa Cruz Pickle Ball Club. You probably know us. And I wanted to thank you
all for supporting us, both the parks department
and Jeff and the supervisors, and letting us run programs
and Brommer Street Park in Willowbrook. And in particular, Supervisor
Leopold for helping us work our way through the process to get our dream of four
permanent pickle ball courts at Brommer Street Park. And they are being used, I guarantee you there are
people out there right now using them, having put towels
down to dry off the courts. We do kind of an informal tracking of how we’ve progressed over the years, and I thought you might be
interested in those numbers. At Brommer Street Park in 2018, granted this is not scientific. But at Brommer Street
Park, we ran 81 sessions of three hours each, averaging
40 people per session. That’s eight people waiting, on average, every time we do our sessions. I came up with this
participant hour number, I don’t know if it’s a real thing, but, that translates to 9700 participant hours at that one site in 2018. At Willowbrook, which is a smaller site we use only once a week, we had an average of
31 players per session, which was 2400 hours of participant hours. So I just wanted you to know
that they are being used, and that your support of our little sport, I think is a worthwhile investment. And thank you very much. Bye.
– Thank you. Thank you Ms. Jordan. Thank you for all the support that the pickle ball club
offers to make those courts heavily used, which is the goal. And thank you for your support of the Santa Cruz County
Board of Supervisors, and our County Council’s office in our annual competition. – Ah, that’s right. (laughing) – Good morning. And I am here as a member of the Valley Women’s Club Board, and the director of the San Lorenzo Valley Native Habitat Restoration Program. And I would like to offer my support for the budget for the Santa
Cruz County parks department. I’ve collaborated closely with
the county parks since 2015. Planning and hosting five Americorp teams. What was accomplished in the valley could not have happened
without the strong partnership that exists between the
Valley Women’s Club program and the committed administrative
staff of county parks. Jeff Gaffney’s support, but a special acknowledgement of Eric Strum, and Margaret Ingram who were crucial in the planning and organizing of a very successful year this year. And they’ve also set the standard for what we’ll be doing over
the next five years. (buzzing) Our vision for habitat
restoration of San Lorenzo Valley became a reality because
of our collaboration with county parks. They provided the living accommodation, the staff to run the heavy equipment. They also shared tools and
supplied necessary materials. And in addition they supplied a CPR class for all of the teams to become certified, which was a big deal
because Americorp looks for these classes to be provided
by the sponsoring entities. These aspects of the
partnership were crucial, but equally important was
the dedication of park staff to maintaining to a very high level the parks in the valley
to the highest standard even when they were short staffed. I support Santa Cruz County Parks and the ongoing work that
they do with great enthusiasm. I would also like to thank Bruce McPherson for his support of the team
over all of these years. He sets aside time to come and
have dinner with us, and… And to come in and meet with the team. So, thank you very much for your support. – [Coonerty] Thank you. – Hi. I’m Jane Mio, Vice President of the Valley Women’s Club Board. And I’m here in support of the budget. And one of the reasons
is because it allows for the restoration work,
which is vital in the parks. Because that way you can have
bird walks and trail walks. And what you do up river
matters down river. I’m also the lead of the
estuary restoration project, which is under the Valley Women’s Club, and the co linking is important. Also I love that the budget is having preteen, teen camps because
that is very underserved as my grandsons tell me. Thank you. – [Coonerty] Thank you. – Hi, I’m Sheila Delaney, President of the Valley Women’s Club. We have a history of relationship with the county and the county parks. We also have fabulous state
parks in our district. But we have been working on
the Felton Discovery Park. We have collaborated with
Boulder Creek rec and parks. We umbrella’d the Quail
Hollow friends of the park when they started. And I’m looking forward to partnering, and doing more work,
possibly in Ben Lomond, Which is the one place left
that we haven’t done some stuff. So I’m very excited about this budget, and I don’t have to pay a fine. – [Coonerty] Thank you. – Good morning, members of the board, my name is Augie Dent,
and I’m here representing the Opal Cliff recreational district. And I just wanted to come
in, and like everyone else, express my thanks to director
Gaffney and his staff for the recent partnership
we’ve put together to kind of coordinate the
operations of the district, and I think it’s really
been a great cooperation, a great partnership, so we’re thankful. So thank you. – Thank you. – Thank you. – Hello board of supervisors,
I’m Brian Largay, conservation director with the land trust at Santa Cruz County, and it’s a pleasure to address you today in support of the county parks department. The land trust is guided
by a conservation blueprint which Terry Corwyn pioneered,
25 year vision for the county that emphasizes core themes, and parks is particularly
relevant to a couple of them. One of them is biodiversity. As you know, we globally are
facing an extinction crisis. County parks manages land where
we have bald eagle breeding, Koho salmon breeding, rare
plants up at Quail Hollow Park, and we are greatly appreciate
of the work county parks does to steward those essential resources. We also have a healthy
communities initiative around getting outdoors
and staying healthy, and I think sometimes parks are viewed as frosting on the cake. It’s kind of an extra. But I think it’s important to realize that we have a crises in
healthy communities too. Whether it’s physical activity and associated premature
death associate with diabetes, or a lack of community and time in nature, which is associated with increased rates of depression and suicide. Or if it’s the crisis of
equity and opportunity for all people to enjoy the community and natural things that bring
health and well being to us. And parks is at the front line in addressing those issues,
and a fantastic investment in preventative medicine, that
gives people the opportunity to stay healthy, get healthy,
and choose their own path for how they’re going to achieve that. And I just want to express strong support for Jeff’s leadership in
making that a reality here. Thanks very much. – Thank you for your work.
– Thank you. – Well here I am at the right
place and the right time. (laughing) (clears throat) My name is James Williams. I want to have two things to say. I have pages of notes which
I’m going to forget about because most of what I had to say has been wonderfully expressed already. I have two things. One I represent Friends of Quail Hollow. And we’ve been in operation
for a number of years, when the parks didn’t exist, the parks department didn’t exist. And the county was in
some hard budgetary times. We think we helped keep Quail
Hollow Park alive and well during those times. There’s a couple things
that we’ve noticed, and I think it’s important. You folks are responsible for the macro, overview, the budget
and so forth and so on. I’m one of the micro people, I wander around Quail Hollow and I talk to people who enjoy the park. People like us notice the difference. We really do. Jeff and his crew his staff,
and the board of supervisors are really on the right arc. You need to keep it up. And the parks budget is critical to that, to that effort. The second thing I want to
say is I’m a grandfather. And I’m also a follower of EO Wilson, if you know his work in biology
and his half earth theory. It’s not just important, it’s
not just nice, it’s critical for young kids to
experience the out of doors. Quail Hollow is just one example. There’s many others in the
county and the state parks. It’s absolutely necessary to have good, clean, accessible parks. And I think Santa Cruz County is an excellent example of that very, putting into practice that very theory. So, thank you very much for
what you’ve done so far, and keep it up. And in your deliberations, if you come across any
excess money here and there, the parks is the best place to put it. (laughing) – [Coonerty] Thank you. Thank you. (clapping) – Good morning supervisors,
my name is Kate Minet, I’m the parks commissioner
for the second district. And I wanted to thank each of you for your parks commissioners, this is, we’re a great group of representatives and it’s a great way for each one of us to know what’s going on at
other parks of the county. Thank you Supervisor
Friend for bringing up Seacliff Village Park,
this is something that has been on the forefront of, and not to be forgotten,
so really appreciate that, I think that there’s to be
great partnerships that can make sure we get our, you
can get into phase two. So, thanks very much
everybody, and yay parks! – Yay. Are there any other public speakers who’d like to talk to us about this item? – Okay. Hi, my name is Karen Long, and I’m actually the president of the Santa Cruz Pickle Ball Club, and I wasn’t going to say anything because Barb did such a great job. But when I heard these
last three speakers, I thought, you know what? One thing that the pickle ball
has not addressed, really, or done any outreach for, is children. And this sport is phenomenal for children. And if we can get them
into playing pickle ball at an early age, and
getting them out and moving, and healthy, and just
appreciating the outdoors, that would be phenomenal. Whether we put one court in one little neighborhood here or there. You know, since tennis has
been unfortunately declining, for whatever reason, we don’t know. But to be able to put a court
somewhere in a neighborhood, and then to have these kids
taught, would be phenomenal, so that just kind of came through my mind. And I just wanted to say,
I hope I see everybody out there playing at this
supervisor’s get together, ’cause it’s going to be a lot of fun. Thank you. – Thank you. We will, and you got to let us know if county council’s been out
there secretly practicing. (laughing) Alright, so that concludes public comment, I’ll bring it back to the board for deliberation and actions. – I wanted, Mr. Chair. – I’m sorry. – If I could provide one clarification before you act on the budget. Regarding the supplemental
item for the Live Oak soccer complex fees,
just wanted to clarify that we’re not waiving the fees, we’re in fact making a
general fund contribution to pay for the fees. And that is because legally,
most fees that the chart, the county charges, cannot be waived. Impact fees, other
drainage, storm drain fees, you can’t waive them, legally. There are some fees that we can waive, but these are not those. And so what has to happen is when we have a county
project, or other, we actually have to make a
general fund contribution to pay our fair share of those fees, ’cause we’re considered,
just as every other user, as a member of the, contributing member of the public, and those kind of impact fees. – Thank you. – Thank you Mr. Chair, I’d like to move the recommended budget and note also that I think we’ve had more people speak on the benefits of our parks than any other subject matter
that we’ve had to date. So it signals that it’s a
small part of our budget, but it’s a big part of
a healthy community. And thank you very much for coming. – Great, we got a motion by
McPherson, a second by Caput. Any other discussions? – Just one last thing I want to say. Cheryl Bailey is here. Her position is being
eliminated in this budget, but she has been a critical
person in so many projects in the mid county and elsewhere. The Heart of Soquel project is happening in part because she’s been
able to shepherd that through, write the grants, organize
the community meetings. Really work hard at that,
we have lots of parks that have Cheryl’s fingerprints on it, lots of redevelopment
projects before that. I’ve really enjoyed working with her. She’s been an important
part of the county family, and I just want to
recognize her for that work, ’cause it’s been outstanding. Thank you for that. – Thank you. So we have a motion and we have a second. All those in favor please say aye. Aye. Opposed, that passes unanimously. Thank you to Jeff and the whole team for all the really
great work you’re doing. – Thank you very much. – Our next item is item number 35, which is to consider the
2019 to 21 proposed budgets for the planning department
including housing funds, as outlined in the
referenced budget documents, and schedule the continued
agreements list items for final approval on
last day budget hearings, June 25th, 2019, as
outlined in a memorandum of the planning director, and
we have the Miss Privets here to speak to us today. (murmuring) – Good morning, chair and board and all. The planning department and housing funds is pleased to be here. This slide shows you an overview of the content of the presentation. We’d be happy to take questions as we go, or we can do that at the
end, whichever you prefer. We’ll start off with some
of the accomplishments and what we’re still
working on accomplishing, some key things in the
planning department. Every section has been involved in some very significant
achievements this year. And these are just some of the highlights. With regard to E-plan. Those permit applications
continue to increase, kinks continue to be worked out. And we’ve set a September 1st date to implement a practice that
nearly all building permit applications will be required to be submitted through E-plan. So training sessions for
members of the public are being arranged for July and August. And there is already YouTube
videos available online for how our customers can use E-plan. I’m proud to say that the team has made big improvements to our
online permitting system, so just three days ago, members of the public
will now be able to pull common types of building
permits, fully from home or the office, so they can
apply online for the permit, they can pay for it online,
and they can print out their own permit right
at home or at the office. The first time they’ll
see a county employee is at that first building inspection, so no need to come to the county building, and so we’re very excited about that, and we know our customers
will really appreciate that. Within the building section also, some very significant projects
been going on this past year and I want to particularly recognize a senior building
inspector, Sean Livingston, who’s been providing
building inspection services to projects in Aptos, the Aptos Village mixed use project and the Rancho del Mar, revitalization of that shopping center. With respect to code compliance. That’s really having a great year as well, we’ve fully implemented the
administrative citation program and that’s effective. And I also wanted to especially note a major accomplishment of these cleanup of the Kaylor property, up
in the San Lorenzo Valley where many inoperative
vehicles had been stored with environmental and community impacts. And that has now been fully abated, using county abatement funds, and that was one of
the priority abatements that your board directed a while back. In development review. Permits activity is up. We successfully implemented
the new hosted rental program last summer with all 250 available permits being issued by March. Also the new cannabis permitting
program began last summer. It’s challenging, complicated program. But we are meeting its challenges, more applications are being submitted, more are being deemed complete. And we’ve had one approved and
several schedule for approval in the very near future
including the Kiriyama project scheduled for approval on July 5th. Also in the development,
discretionary development side of the planning department, there are several very
significant development permit applications underway, and also, policies and housing
section is continuing to complete the affordable
housing code amendments and those should be complete
by the end of the year. As you know, we’ve been
working on the safety and noise general plan elements and associated code changes for quite some time. The coastal bluffs and
beaches in particular are very very complex. So you’ll be hearing first the
noise and airports components at the end of August, and
then the remaining portion of the safety element
at the end of September. We’ve completed the seascape beach estates combining zoning district,
and that will be submitted to the coastal commission in July along with the cannabis code changes that you’re taking action on. We’ve completed the Pleasure
Point commercial area vision, and Portola Drive streetscape project. And a significant effort is the PRIMO PIE permit improvement effort,
and that’s well underway. We’ve got three teams that are leading improvements to technology,
to our building permit process and the zoning and
discretionary permit process. Members, that’ll include all agencies involved with the permit process. All staff welcome to
participate and encouraged to. But being led, in particular,
by some of the managers and staff that have been through the LEAN green belt and continuous
process improving training. As well as other leadership program. So on the sustainability
and special projects side, we’re also very happy to
have filled the last vacancy in our section, we had
struggled with vacant positions for quite some time, and
lack of resources as well. So things are really
coming together nicely. We’ve hired traffic and
EIR consultants as well. And your board will have a
study session on that effort at your meeting of September 24th. Getting to the numbers now then, this is an overview of the
planning department numbers, it does not include the housing funds. For the coming two year budget, we’re not anticipating
a whole lot of change. We are expecting some modest
increase in development permit revenue year over year,
based on last year’s actuals and projected permit levels
over the next two years. Our expenses are about 2.2 million, supported by about 3.1
million from the general fund and 9.1 in revenue from permit activity, grants, and other charges. So that translates to a
75% cost recovery rate, and this is a slide
you’ve seen in past years, it sort of tracks over time. The gray bars show actual
general fund support, the green bars show what
was in the adopted budgets. So you’ll see, last year
we had a pretty aggressive forecast for permit activity, which didn’t come true. Some significant development projects either didn’t submit or
didn’t make as much progress toward building permits. And of course we had quite a bit less cannabis permit activity
than we had anticipated. So, all in all, revenues
average from the general fund, average about three
million dollars per year over the past seven years. And we expect that next year, we’ll have about a 2% increase in revenue over this year’s actuals, and a bit greater increase the second year of this two year budget. So those again, are the
cost recovery numbers in terms of how self
supporting our department is through revenues, grants, and
other revenues that come in. So, we’re at 75%, which is, I think a remarkable number, really. And in part, that is because of staffing, we’ve been able to sort of
hold staffing fairly constant, even though some of the numbers
of activities are going up, so use of technology is helping
us become more efficient, and we’re able to keep those
staff numbers somewhat stable. So this is an overview
slide of the changes over the past few years. We’ve held pretty stable
at 67, 68 filled positions. We’re nearly, nearly completely full of all our vacancies, we still got a couple,
but we’re filling those in the coming year, in order to meet our expectations about
general fund contribution and also just the needs
of the organization. We are proposing to delete
one half time position, and also we are unfunding
the assistant director and we anticipate keeping that second assistant director
position unfunded for the next couple of years. This is an overview of
the staffing over time. You know, significantly
reduced in the years, starting about 10 years
ago, with the recession, and the loss of the redevelopment agency. And over the past years, we’ve been slowly building back up staffing levels. We’re very pleased that our department plays a strong role in
helping to achieve the county’s strategic plans, and
some of its key strategies and objectives relate very strongly to work that we have
going on in our department over the next two years. A major focus will be on the general plan, local coastal program,
sustainability update, and code modernization. And that relates to the
community development objective, and so, per the operational plan,
we’re saying that we’ll be completing the certification
of that EIR by June of 2021. And that will be a long awaited
and significant achievement that we look forward to. Another strategic plan goal relates to reliable transportation, and so a part of that
sustainability general plan update is the circulation element update. So, that will reflect a lot
of the regional transportation commissions plans and priorities, but we are also doing a county wide study of local traffic conditions
in the unincorporated area. The analysis will reflect a
shift to vehicle miles traveled consistent with the recent update of the SEQUA guidelines. And we’re really, we
realize how frustrating traffic congestion is in
the unincorporated area and so, our traffic
consultant and the team will be really challenging ourselves to see what can be done to
address traffic congestion. Maybe some new ideas that can help out, and then be related to the
traffic impact fee program in terms of yet more
funding for implementation. Talking a little bit more
about the strategic plan and operational plan as it relates to operational excellence. That is the PRIMO PIE, is one
of the demonstration projects. It’s a complex demonstration project for the LEAN PRIMO effort. And you may know that we
had a great team of staff from all of the permitting agencies spend a week in December
of 2018 with a consultant. Many of staff also participated
in LEAN green belt training, and that process has been invaluable with many near term successes. We’ve got a program of
continuing work efforts involving all staff and, it will be a continuous
process improvement. We’ll be working hard on it and probably never fully get done, but there’s a lot of exciting things that have been identified
that can really help out. So one of the efforts during
that first week in December was the Permit Center group of
people participating in that developed a mission and vision and values, consistent again with
the county strategic plan and that’s presented here. In talking a bit about
why we were so eager to be a demonstration project
in the LEAN, you know, PRIMO effort, as we interact a lot with members of the public. We process a lot of permits, we do a lot of site inspections,
lots of code compliance. People, public information at the counter. Environmental planning, you know, touches, not only building permit but
also discretionary permits, do SEQUA review. We’ve got more and more
activity happening over email, with E-plans, with building
and zoning info lines, and so, thousands and thousands and
thousands of interactions, and a lot of opportunity
to clarify, streamline, and better serve our customers through applying the tools of
continuous process improvement. During that first week of, you know, this was one of the tools used was, I frankly forget what you
call this diagram, but they, they think of a lot of ideas
and put them on sticky notes and arrange them by ease of implementation and how impactful implementation
of that idea might be. Paste them up into quadrants
and use that as a way to prioritize work on some
of those improvement efforts. In addition to, you know, the PRIMO PIE, and the code changes, and process changes, and organizational collaboration, and you know, trying to strive together to function as one
development services center, that’s operationally, we’re excited to be working also on a
physical manifestation of that, and are beginning to look
at floor plan changes, and physical changes to our
lobby and public counter area, to really be able to implement a true one stop public counter, staffed by all permitting
departments and agencies, so we are hoping that that
is complete by June of 2021. At this point then I’m
going to have Julie Conway go through the housing
section of the presentation. – Good morning, board members. The planning department
manages 19 active housing funds that are aggregated
for budgetary purposes. The housing fund balances
are typically appropriated in order to be available to
commit to housing activities, because timing of the
activities can be uncertain. An example, the current fiscal year budget appropriatd about five million dollars anticipating support of
the 17th and Capitola Road affordable housing project. This will happen next fiscal year, rather than this fiscal year. The housing funds hold dollars
available for investment, are the low and modern
income housing asset fund, or the RDA reuse fund. The affordable housing impact fee fund, and the remaining
dollars of the plant fund from the pre 2011 housing bond, which is where the housing
services contract lives. This year’s investment in
the revolving loan fund for the affordable housing
preservation program was established through the
housing services contract, and that ensures that the
county will have the ability to preserve affordable
home ownership units. The 17th and Capitola Road project is expected to soon be
scheduled for public hearing, for its discretionary
permits, and after that, a funding commitment will be recommended. Your board recently
approved acquisition funding for the Lamb property. And that funding is
expected to be expanded in the next few months. The state has been reorganizing
its housing grant programs with additional funding made available with the passage of recent bond measures. The housing section
will continue to pursue every opportunity to bring
housing money to the county. We expect to learn in July whether a three million
dollar CDBG grant application will be awarded funding. That request included funding for construction of a new clinic for the Santa Cruz
Community Health Center. Rehabilitation of an existing
farmworker housing property, and a planning grant for
domestic water in Davenport. The planning department is collaborating with the health services agency on the No Place Like Home program, in an effort to create housing for people who are chronically homeless, and have a serious mental illness. These units can be part of
any affordable housing project throughout the county and the cities. The county health
department is an applicant for all NPLH projects,
and the projects could add between 50 and 75 units
in the coming years for this target population. Housing staff will work with partners to submit competitive funding applications through state bond funds and
low income housing tax credits. These projects need local match
dollars to be competitive, so using limited county
housing dollars strategically to maximize the number of
units created is important, and of course, housing requires adequate appropriately zoned land, and the department is actively working on making that possible as well. As stated earlier the planning department is working on completing
regulatory amendments for employee sponsored housing, including farm worker housing,
and the department hopes to assist stakeholders in nonprofits to successfully implement
these employer sponsored housing projects in the near future. A key effort for the operational
plan is farmworker housing. And your board recently endorsed goals of providing 300 beds within
small projects on farms, and 200 units of family
farmworker housing. The Atkinson Lane Lamb
site is being acquired by Midpen Housing, and this
would be the first project that will work towards meeting a goal of affordable housing
for farmworker families. Turn it back to Cathy. – [Cathy] Alright. One of the other county
strategic plan goals relates to dynamic economy. And achieving a dynamic
economy in part relies on having housing for employees, being able to reliably get
from point A to point B on the transportation network, and maintaining the
quality and desirability of both natural resource
assets and built environments of neighborhoods in the community. So those factors that
support a dynamic economy, as described earlier in these presentation are all factors that
the planning department work plan activity supports, to support achievement
of a dynamic economy. We… We’re processing several key
development permit applications as mentioned before. That includes a very large
new medical office building, new affordable housing projects, a large shopping center
revitalization project, and the seventh and Brommer
visitor accommodation and housing project as
some of the key projects we’ll be processing. With regard to the
sustainable environment. Again, there’s that safety element that will hopefully soon be adopted, and then it will need to go to the coastal commission
for certification. What that does. Meet certain fairly recent state laws that require the county
to address climate change and other hazards. And with respect to the hazards, a related document is making sure that the local hazard mitigation program is kept up to date and
that is something that David Carlson is the lead planner on. And ensuring that we
get that done on time, which his by December of 2020, allows the county to preserve
its ongoing eligibility for a disaster planning
and disaster relief fund, so that is an important document to make sure it gets done on time. Lastly then, a big thank you
to the planning department team, we’re very very fortunate to have such a dedicated
and talented team. There have been many
accomplishments over the past year, and very important work ahead of us. So I extend my thanks to
each and every one of them, as well as to the planning commissioners, and to the CAO’s office,
especially Melody Serino, and to each of you board members. Thank you very much, that
concludes our presentation. – Thank you. I’ll just begin by saying, I just want to thank
you for your leadership. You just referred to
people making applications to the county as clients. That’s a big change in sort of, a symbol of a change in
culture, and the e-permitting, and the streamlining and the PRIMO, and I don’t know, I thought
your operational plan goals are really good and a
step in a good direction at really simplifying the
process for people, and doing more permits with the
same number of staff, so that’s not easy, and I know there all kinds of systemic changes and cultural changes that have to be made, but I want to thank you
and the entire department for really, you know,
grabbing on and being, taking this with gusto. Are there questions? Supervisor McPherson? – Yeah, a couple statements
and the questions. You have a full plate,
there’s no question about it, there’s a lot of issues related to housing and general planning that
you’ve got to come to grips with by the end of next year for sure. But, a lot of write up, afford, in front of us. And I wanted to thank you
for making a difference in addressing our housing shortage. As I’ve said, in 40 years, I haven’t seen the energy or the emphasis
placed on we need, the need for more housing
in Santa Cruz County. And to catch up is going
to be very difficult, but I think with the
accessory dwelling units, code modernization,
enhanced bonus densities, and farmworker housing issues, we’re going to be able
to reach those goals, and there’s a lot of issues that are, they’re not moving targets any more, but they’re opportunities for us to reach some of our housing goals. I appreciate having an additional planner through the supplemental budget. And the work requirements you face. I think that’s well deserved
and it’s about time. And I’m glad to see that
we’re finally moving ahead with the environmental review,
and the long sought after sustainable Santa Cruz County plan. You do hope to, I hope that, and from your
presentation I see that part of that is to hopefully reduce the stress on our
transportation network too. And we’ve heard other people say about having people be home at their, being able to do their jobs at home so they don’t have to make that, what should be 20 minute
drive from Watsonville to be 40 minutes to an hour each way, so, I think it all comes together, if we can get the
planning structure right, and some of the policies
that we’re trying to, some of our departments
are trying to face here. Our office receives many concerns about the need for more quota enforcement, and you did address this. I mean, we had, I think 75
unresolved quota enforcement cases in the San Lorenzo
Valley, which seems to be where a lot of those cases reside. And we were able to
address about 10% of them. With what you have now, do you
think we’ll be able to make, and a key one, up in the
upper San Lorenzo Valley. Do you think that you’ll
be able to resolve more of those issues than this year? – Yes. I guess I’ll use the
opportunity to point out that if you remember a year or two ago, we sort of collapsed all
the different flavors of abatement funds into one fund so that we would have more flexibility for use and not be constrained to this type of abatement versus another. And so we brought to
you some recommendations for key priority abatement projects that county funds would be used to abate. And you endorsed those, and
we’re carrying those out, and we’re nearly complete. But that means that that pod
of money is nearly exhausted, so we have not requested
in this proposed budget new funding into abatement funds, but, you know, I think that would be something to keep an eye on with
respect to how effective we are going to be able to be, especially with regard to
some of those significant large abatements where the property owners are simply not complying
and not properly abating. Other than that, I think
we have a strong team. The code compliance section. If I were to be asked, if
you had one more position that you’re able to fund
and fill, what would it be? It would probably be a
code compliance officer in the code section. We have one position in our budget that is remaining unfunded. – Well, they’ve done an
excellent job with what you have. And it’s a continuous
subject of conversation up in the San Lorenzo Valley and I think throughout the county. So if you could make a modest
investment in one place that would probably be it. What timeline do you have now for creating the one stop
shop, with public works, and with that, I want to say, this is another example
of a collaborative effort that I’m really impressed
with, and I think people, the employees of the county, and the people of Santa
Cruz County will appreciate for many years to come
when we get this done. And I just wanted to get an
idea of the timeline on it, and make sure that environmental health is really involved in that process. – Yes. Definitely, we’re
working with public works and environmental health most prominently, and also the other permitting
agencies, sanitation, fire, et cetera, it’ll pick up
more strength and speed as we get more into it, but the hope is, on the optimistic side, we’d be, have a one stop shop at the end of 2020. Realistically it’ll probably go into 2021 before we’re actually opening the door to a new physical space. – Do you think that the
e-permitting and so forth will help with that whole
situation, in some sense, I guess? – Absolutely. I mean one thing to
point out I suppose is, that we’re keeping an eye
on is that with E-plan, the metering that happens in terms of, you know, people getting
in line, signing up, taking slots at the counter, you know, there’s only so many people we can serve. With E-plan, it’s open 24/7. And so we’ll be getting
lots of applications and we’ll be really needing to service that E-plan system more, and it’ll be interesting to
see how that affects volumes at the public counter. I think we’re going to be in a position to process more permits. And there’s efficiencies,
certainly, with E-plan, it’s going to make our
issuing those regular common types of building permits, is
going to reduce our work load, as the customer is able to just apply and print them out themselves. But it’ll be interesting to
monitor to see what happens. – [McPherson] It’ll be interesting to see. – But we expect to be issuing
more permits more efficiently. – It’ll be interesting to get
some kind of a track record by say, by the end of
the year or something, the first year, how that’s going. – Well this is the year we’re focusing on performance metrics, right? So we put our thinking caps on in terms of measuring
right now, how things are, and being able to compare as
we make these improvements with what’s happening. – And with the approval
of the state budget, and there’s some follow
up legislation, but, there’s a real focus on housing. And that’s come as you’ve developed, started developing this
budget six months plus ago. Does what the state has done in regard to housing in general, does that create more opportunities to these 19 active housing plans, or, is there anything that’s coming along that you expected or didn’t expect? – Yeah, there’s quite a
bit more funding coming out of the state. And you know, starting with the SP2 grant, you recently, at your last meeting, authorized us to submit an
application for $310,000, and that will help our
general plan update, and help us get ready for the
housing element update, doing the EIR. That’s going to help a lot. And then, most recently, there’s, I think you received a
report at the AMBAG board just last week of another pod of money that’s becoming available
to collections of councils of government and so we’re
in the central coast, kind of mega cog, and as I understand it there’s going to be about
850 million dollars available to be distributed within
the counties and cities of that four county region. It will be a competitive
program, but there’s a lot of flexibility with
what we’re going to be able to propose, so, housing plans,
infrastructure master plans, funding housing trust funds. A whole variety of things, and we’re just beginning to get our arms around what that program
is going to be like. – Okay, well thank you for
keeping up with the challenges ahead, and appreciate your work, and everybody in the department. – Supervisor Caput. – Thank you for your report. I was going to ask, just in
general, for the public to know. We did things to speed up the process. And in the same time for them
to get a permit, let’s say, to do, let’s say a half a bath. To add to their house. In general, just a
standard request like that. How many permits and how
much time would it take them? Do they have to get an architect first to draw up a plan? – No. If it’s just remodeling
an existing bathroom, you’re not relocating or anything, that would be the type of thing that I believe you’re
going to be able to do through the online permitting program, so you might need an electrical
or mechanical permit, because you’re going
to need your plumbing, your new plumbing or your
new electricity inspected. But we don’t need a whole plan for it. The bathroom already exists, and, you’re just remodeling it,
so that would be the type of thing you can go online and apply for the appropriate kind
of permits, print it out, and start doing the work, and then call for inspection
when you’re ready for your, you know, your plumbing and electrical, et cetera, inspection. – Right. And so how do we make that faster and also maybe a little more cost effective than it was in the past? – I think just by what we just mentioned, you’ll be able to, any day
and any hour of the day, he’ll be able to go online and apply for, and pay for, and print out a permit, so that’s as fast as you can
do it, you’ll have your permit. And then, you can start the work, and so, we expect, you know, that
the cost will go down. The more efficient that we can be, the less it’s going to
cost the cost the customer. And I’ll note that we have not
increased our planning rates in about four years. And that reflects the
increasing efficiency with which we’re operating. So we’re making progress on reducing fees, and requiring less time to get permits. – And who goes out and inspects
it as it’s being built, for example?
– Building inspectors. – What’s that? – [Cathy] Building
inspectors do that work. – Okay. You bet. Okay. And let’s see. On a renovation. There’s a percentage of the, what is that percentage on
the home that requires less, less, I guess, paperwork? – Are you talking about maybe
non conforming structures? – Yeah, somebody, in the past,
we raised the percentage of, yeah. (whispering) – I’m not quite sure what
question you’re asking. If it’s non conforming
structures, it used to be more difficult, especially for
commercial properties, to remodel and do work on structures that don’t comply with current
code, and so we changed the way that we measure
that several years ago, to what’s called a major
structural components, and more of a whole house look
at a non conforming structure and that has made it much more feasible to remodel existing non
conforming structures, so that’s been in effect for probably about seven or eight years. – This was a few years back,
we voted on a percentage, I think, of value. For example, somebody’s going
to put in all new windows. What percentage is that? I don’t know, is a roof
considered just an upkeep, or is that a percentage of a renovation? – If you’re just putting new shingles on, that’s not considered a
major structural component. So the roof is literally the roof framing, that is considered in that calculation. – That’s pretty much streamlined. – [Cathy] Yeah. – The roof. – [Cathy] Yeah. – Okay, but if they were
going to tear out walls, and, you know. – [Cathy] That gets more complicated. – Then we look at percentages. – [Cathy] That’s right. – Alright. Anyway, thank you very much. – [Cathy] Sure. – [Connerty] Supervisor Leopold. – Thank you chair. Thank you for the presentation and the work that’s done all the time. I want to talk about
some of the information that you presented here,
which I found very useful, to look at those numbers of what’s coming through the department. Those would be the kind
of great information to actually have in the
budget, to share with us. But one thing I noticed,
and you brought up the, this potential staffing
issue about code compliance, the number of code compliance issues has dropped significantly. And I’m wondering, is that a
reflection of lack of staffing, or is it better compliance,
or what do you think that is? – So the percentage change,
the number in the far right column there is, this current year as compared to fiscal year 11-12. And that was a year I think that, it was only a year after I
got here, but as I recall, there was a fair amount
of purging of cases, and that’s somewhat related to switching to the new Hanson N4 computer system. And so we had some really old cases that had been hanging around, and I think that we stopped those. I haven’t frankly done a full analysis of, you know, it says 920
new cases in 11 and 12, and I’m not quite sure
why it was that high. I think, these days, we’re, you know, the compliance by mail
in terms of warnings, the administrative citation
program, is helping us to induce people to comply more readily, rather than have it
remain an ongoing problem. So, I think that those, that tool has been very effective. And again, having the abatement funds, and being able to tackle
some of the things on our own that were significant violations that were just hanging out there. So that’s going on, but, you know, we feel good about
the code compliance program. I will note that the
cannabis licensing office also has two code compliance officers, so that could be some of the
reason why our numbers are down because we used to do more cannabis, and now they’re doing it. – Yeah, I mean I think that it’s the part of the planning department which everybody loves to
criticize the planning department ’til their neighbor
starts building something, and then they want code
compliance to come out. And then they want us to bring down the hammer of god on them. And they’re always surprised when we can’t do it as strongly as they had anticipated. But it’d be good to know more about that. I’m glad to hear about the
E-plan piece, I think that’s something that people
will find very useful, especially as people increasingly like to do stuff right from the
comfort of their home, and to be able to print something out. And if we’re able to process
more applications that way, does it create an impact
on the inspection staff? – [Cathy] It could. – And how do we look at that? – It could. And, we’re keeping an eye on that. We’re fully staffed with
building inspectors, we were able to add one
new inspector last year. So we’ve got, you know, a fair number of our building inspectors,
I think only two of them have been there longer than four years, but it’s a great team, they’re efficient. And they’re hanging in there. But we will have to keep an eye on that, because with the ease of getting a permit, we’re hoping that there’s
less unpermitted activity, and increase in requests
for building inspection. – I also had down here the abatement funds that you talked about. They have been very useful for problems, especially in
the rural part of my district to deal with cases. And it seems to me that it’s worthwhile for us to have money
in that fund, because, we have some cases where we have to, there comes a time in
that enforcement process where we have to make
sure something gets done, the public expects us
to get something done, we’ve identified it as a problem. We’ve gone to the
administrative law judge. We’ve done everything,
and still that problem exists in the neighborhood. And having those abatement funds, I think, when we put it all together, was great. But I think that it’s useful
to have money in that fund to deal with cases, ’cause
I’m sure we all have cases. – Yeah, we agree. And so we’ll be keeping an eye on that. But kudos to Matt
Johnson, he’s the manager of the code compliance and Aaron Landry and the rest of the team,
they’re doing a great job. Especially on those significant abatements that we hadn’t done
anything quite like that in quite some time, and
so there’s four or five significant projects that have
been managed this past year. – I just think it’s an
important asset to have. And looking at the strategic plan goals. There’s a lot of different
things to say something about but I’ll just focus on a few of them. The permit center team
by December 19 is great. But the one stop permit center,
another 18 month after that, it’s just, you mentioned that maybe that would be done sooner. That’s probably the number one complaint that we get from people, is how long something
takes to get through. The process. – Well I’ll note that, you know, from an operational standpoint in terms of the collaboration and partnerships with the other agencies and
working on streamlining, that’s going on right now. So we’re trying to view
ourselves as a single team. And the PRIMO PIE exercise
has broken down silos, that was really helpful
for people to dive in and get to know better
what each of the other agency partners do, and, you know, we’re really
looking at every aspect of it, and trying to get
everybody on the same page even with regard to what’s considered a completeness comment,
what’s a compliance comment, what’s going to be a condition, and when do we have to
raise all these issues, and, do we have to raise
them all right up front? Because that can be pretty
imposing for some applicants. So we’re operationally,
we’re moving toward a one stop shop, it’s just
the physical manifestation of a space, you know, being rebuilt. And that’s going to take
a little bit longer. We’re going to do it,
we want to do it right. – Sure. Well, and many of these
strategic plan goals, there are some ambitious timelines. And I know that this time next year, we’ll be looking, sort of diving down a little bit more deeply
into all those pieces, and I look forward to that discussion across all of our departments,
but I particularly just want to mention that if, that we have other times of the year in which we talk about budget. And in November, we’ll talk
about before the process starts, and in February. And if you’re sensing that resources are needed to complete these, there are so many here that are important. That it would be great to
raise a hand then so we know. And not just have to wait 12 months to figure out that we’re behind. I think it would be great. It would help you out, it
would help the community out. Definitely help this board out. And I look forward to
that continued discussion. – Thank you. – [Coonerty] Supervisor Friend. – Thank you chair again. Also thank you for the presentation and the work of your team, a
lot of this has been happening in my district, and so I know
that we’ve had a lot of work with your department as well
as with public works this year in making sure that some of
these projects get seen through. The degree by which that can
become a one stop process would also make sense for us as well. I mean as it stands now we
sometimes even get confused of where something is caught up and the developer or the applicant
doesn’t necessarily know, they just send something into a system, they’re asked to navigate
a confusing system, and I think that it is
sometimes hard for us to be able to explain to the applicant, timelines, or why one thing
was returned in three days and another took 29 days, and
so the degree that by which we have something that
even just makes sense, and is explainable I think is helpful. I know that the board is very
interested in looking forward to the sustainable, both the code mod and the sustainable
happening in the next, well, I don’t want to put a timeline on it, but at some point in the near future. I will say that there are people that are kind of caught in
this purgatory interim period right now that are operating, say, especially on the code mod. Maybe they’ve had a long
term bed and breakfast, or whatever it may be,
and it’s unclear how, whether they’ll fit in the system or not, and so what I wanted to ask is
whether there’s ways by which you did work with one
business within my district in this regard but there’s
ways by which people can get some sort of
clarity in the interim and advance of the board
action, because right now, what we don’t want is code enforcement on something that’s been a historic use, even though it may fall
out with the code mod, but I want some sort of clarity for some of these business in the interim. What would be a process
that they would take? – Oh. We have used permit, it depends on which aspect
you’re asking about. If it’s commercial weddings
on residential properties, not associated with the bed and breakfast, that’s probably the one that’s
least clear, because the, our current code does not, it only has the home
occupation regulations. But that is the path that’s available, is home occupation regulations. We understand that your board
is not excited about that, and we’ve had some
applicants not be successful in taking that path, and
so, if we get interest, we explain the risk to some
of the potential applicants. But in terms of bed and breakfast, you can apply, it’s basically
a conditional use permit with the zoning administrator hearing. You can amend existing permits if you’re wanting to expand
the nature of what you do, or the frequency or the
hours or what have you, that there’s an amendment
process that’s available. – Okay. Thank you. In regards to housing,
we’ve made a lot of strides, we’re nowhere near where we need to be, the state isn’t anywhere near, and actually the country
isn’t anywhere near where they need to be. I actually was thinking about
more of our zoning structure, we’re obviously doing something throughout with the sustainable Santa Cruz to encourage development
on specific areas. And I appreciate the work
on the farmworker housing. Realistically a lot of this
is just what the state’s already mandating that we do, and providing a framework for it. Have we ever, when we, there was a lot of pushback
on the state proposal, Senator Wiener’s bill,
specifically, on zoning. I mean I understand that I live in a single family zoned area. But there’s also a history
of redlining of districts that created these single family areas, which we don’t really talk
about for some reason, and I was wondering whether or not we as a county or the planning department have ever looked at the historical maps and tried to do a sense of an overlay of how our zoning is, compared
to where we used to have, in this county, directly
discriminatory zoning policies, as a way to help explain to the community of why things are the way they are and how things could probably
change through zoning shifts. Have we done any historic work that way? – You know, it’s certainly
something that we talk a lot about, and we know that
there are, in our community, that there are areas that, where zoning was used as that tool. Those, you know, gradually
over time, that’s changed. Where we’ve really focused is how is it that we can create
the variety of housing types? And I know you hear us
talk about that a lot, but it really is, if in
only allowing single family to be built, that inherently, because it’s the
most expensive form of housing, provides a discriminatory framework. So we are very aware of that. And of course we’ve been working towards kind of a gradual change
up within the community of, to the point of acceptance
of a greater variety of housing types. – I mean we’ve done it with ADUs. We’ve built around sort of the outskirts on parking discussions,
but I mean all of these are really red herrings for what, I mean, let’s be honest, right? So these make substantive, but not substantial
changes in the trajectory, and so, I guess the question is, is once we move forward on
the sustainable Santa Cruz absent state action,
although I think state action is realistic moving forward,
some sort of understanding. Our county may be exempted
on a population side, but maybe not on the transit side with what’s coming down with
the rail corridor, ironically. Then what are we, are we looking for ways within the single family
zoned areas to actually provide for some sense of intensification? I recognize it’s not a
popular stance to take, but realistically, given the history of what created those zones, I think it’s an honest look to take within the unincorporated area. – Well, as part of the code modernization and the sustainable
Santa Cruz County plan, we are going to be revising,
you know, slightly revising the existing residential zoning
districts to clarify them, but there’ll be some
modest adjustments there. Particularly in the small
lot single family realm. So, right now our development
standards, you know, it might be the same density,
but the development standards don’t very well accommodate
small lot single family, so detached single family
homes, but just on smaller lots. And so that is something
that’s in the SSSC code mod that can help, because we do, you know, throughout the
county here and there, we’ve got larger existing
vacant or underdeveloped lots within single family neighborhoods that could, you know, develop,
rather than, you know. 10, 12,000 square foot single family lots that could increase and still
be detached single family, but could get the numbers up
on some of those large areas. – Thank you. Thank you. – Seeing no other questions, let’s open up for public comment. Is there anyone who’d
like to talk to us today? Seeing none, I’ll close public comment to bring it back for
deliberation and action. – I’ll move the recommended actions. – So we got a motion by
Friend, second by McPherson, all those in favor, please say aye. – Aye.
– Aye. – Opposed? Thank you, and thank you for your work and we’re excited for all the happenings down in the planning department. – Thank you very much. – That brings us to our
final item for today, which is to consider the
2019-21 proposed budgets for public works, DPW, as outlined in the referenced budget documents, and to schedule the
continuing agreement list, and amendments to the unified fee schedule for final approval on
last day budget hearings, June 25th, 2019, as
outlined in a memorandum of the assistance CAO, and
director of public works. Mr. Marchado, thank you for coming. – Thank you. Alright, good morning, Chair
Coonerty, board of supervisors. As you introduced me, my
name is Matt Marchado, I’m the director of public works
and one of the deputy CAOs. Before I get into the
presentation, I think the, down? Yeah. Thank you. I would like to thank a handful
of people that made this large lift to create this
budget for your review. I’ll start with our public works team. We had a number of people involved, including Kim Moore, Steve Weisner, Kit Edler, Sonya Likens. Betsy Lindberg, who’s since retired, but she had a hand in it of course. And then I’d really like to
thank our program managers. It really takes a team to
bring all the numbers together, the ideas together, the projects, and so, many of those are here
today in the audience, and I’d like to thank them. And then of course, we
couldn’t have made this happen without the CAO office. Trish Daniels was very very instrumental. And then Carlos and the rest of his team have been very supportive. And I’d like to thank them publicly, because they’ve done so much good work to help bring our public
works budget together. Today I will cover a handful of items. The overview, accomplishments,
some staffing, our budget numbers,
operational plan highlights, challenges, risks,
opportunities, and of course, end off on recommended actions. So to begin with, a bit of an
overview on our department. I’ll just highlight a couple
of changes for this coming year that we have just recently implemented. If you look at the first column, the administrative
services, we’ve added a box called process improvement. That’s not additional
staff, that’s just an effort to put more focus on process improvement. And truly, everything we do is a process. And so that means there’s
opportunity for improvement. So we’ve tried to identify this as a point in our organization where
we put more attention to it, and this is the start of that. Under the capital projects, real property is relatively new under this category, it used to be under
administrative services. Under transportation,
you’ll see fleet management. That used to be under
administrative services, and now it’s where it actually
does most of its work, with the roads team, it also supports the other operations such as sanitation, and our landfill
recycling operations. So we’ll start with accomplishments from our fiscal year 18-19. And there have been a lot. And a lot of times what you
hear from us are challenges, and we will cover those
today, but it’s always great to highlight accomplishments,
because the department really does great work for our community. And so we want to
highlight a few of those. So this past year, we did
complete our Davenport recycled water project. Whoops, sorry. Didn’t want to do that quite yet. For Freedom, we’ve actually
put a lot of attention there and we’re going to see a lot of this work happen this coming year. This is our sanitation project. This past year we secured four
and a half million dollars in grant funding, an additional
four and a half million will be through loans,
which will be paid back by our utility users. This project will go to
construction in the summer of 2020, so it’s design today. But we’re very happy to
have funding in place, and our finance plan ready to go. The third item is the
Trembley pump station, this is also in Freedom, and we expect completion this summer. So that’s quite exciting
for the Freedom area. Some additional accomplishments, and supervisor McPherson, you
mentioned the Felton Library, which we’re just as excited about it. It’s well under way. We expect completion at the
end of this calendar year, which means that early in
2020 we should be occupying it and using it, and I’m
very excited about that. One additional item I’d like to mention about the Felton Library
is that we are coordinating a road resurfacing program
in that area for 2020, so we’ll have a new library,
and then in the summer of 2020 as part of Measure D, we’ll be
resurfacing those area roads so we’ll have a really fresh
look, with new crosswalks and new striping to
accommodate the new library. So pretty excited about that. Additional accomplishments
are the facilities, and opportunity study that we completed. The next step for that is to
bring an item to your board this coming August to look at
our long range master planning and our campus master plans. But the facilities and opportunity
study was the first step. And then one of the improvements, we see this as part of
our process improvement, was the implementation of
a new procurement process, we call it CUPCCAA. And it’s a state program
that we’ve opted into now, it’ll become effective July one. I will add that this will result in time savings, and cost savings. And what we plan for this
coming year is to track that, and we will let you
know next budget season what kind of savings we actually saw that materialized throughout the year, so we’re really excited about CUPCCAA, and the new streamlining of the procurement process.
– Chair I just have a quick question on that, Mr. Marchado, what defines a small public
project, a dollar amount? – [Matt] So, the current
law is less than 200,000, as a streamlined procurement process. That doesn’t mean we don’t
bring items to the board, it just means that we can
streamline the bidding process, it’s a more informal process. – [Friend] And would
that apply then for CSAs that are looking to do small projects? – [Matt] Yes. – [Friend] Okay. – [Matt] Yes, absolutely. – [Friend] Thank you. – [Matt] Everybody benefits. Some additional accomplishments. We talked a bit about the continuous
process improvement team. We’ve automated a handful of areas. You can see here, electronic
invoicing for grant funds, automated construction,
project bidding, tracking, and then improved contract processing, which has saved us about
two weeks, which is great, considering the number
of contracts that we implement throughout the year. Additionally some accomplishments
that we’re very proud of are our investment and our fleet. This past year, we’ve procured
over two million dollars in heavy equipment for landfill. And an additional one and a half million for our DPW roads operation. I will add that our
fleet operation is under relatively new management. They’re very data driven. They have a serious
focus on equipment use. Because the way the equipment
is used in our department is that the more we use it,
the lower the rates can go. And the lower the rates
go, then the more we can rent it out, get more work
done, which is a real bonus, and then we can keep the
equipment fresh and new as well. So continuing on with accomplishments. We’ll look at some of our road operations. This past year we completed
nine storm damage projects with 40 additional in
phase of development. We completed two and a half
miles of overlay projects, and we completed our 2018 Measure D, which is about six and a half
of county roads resurfaced. Additionally we completed
our pavement condition survey which we gave you a presentation in I believe it was February. I will add onto this, and it
seems like an appropriate time, these are the accomplishments of the past. But we never lose sight of the future. And so, the coming
future for 2019 Measure D is an additional six miles of resurfacing, and that project is anticipated
to start construction here in about three weeks. So I thought it would be
appropriate to mention today, because it’s so near term. Additionally in 2019
we will be programming our expanded RSTP, the STBG funding for our federal aid resurfacing program. And I’d like to thank this entire board for your support at the RTC recently. – [McPherson] Can I just interrupt? Is that, sorry again. Do those projects that you want to start right in three weeks,
do they have to be done by October or November because
of environmental issues, or anything like that? – [Matt] Well, it’s best to have them done before the winter season. It’s hard to do some of
the paving and striping in the winter months, so, the goal is to, summertime, get them done. Absolutely. So let’s dig into the budget. Into the actual numbers. And so we tried to keep this
slide as clear as can be, and I will try to explain the differences. And I think that’s the key. You know, as we move through
budgets, there’s status quo, but then when there’s changes,
it seems to be appropriate to highlight what those changes are. And so, the first column,
under administration, you see a change of about a million eight. And I will tell you
there’s three components that’s driving that change, the increase. First would be the cost of staffing, with benefits and salaries. It is a status quo staffing this year. I’ll get to that, that’s
an additional slide. But there’s some additional cost due to benefits and salaries. There is some additional
cost due to overhead charges from the county level. And then there’s also an
increase in expenditures through our CSAs, and that’s driven by the community
themselves, the CSA members. Under transportation you
actually see a decrease, a 20 million dollar decrease in budget. Now remember these are budgeted items, these aren’t actuals yet. So in transportation,
we’re trying to take a more accurate direction with our
budget, in transportation, so that decrease of 20 million dollars is primarily due to storm damage projects. And we’re trying to budget
the maximum local match that we have available. And so we don’t want to
budget more than we can match. It doesn’t mean that
we’re doing less work, I would actually say that
we’re proposing to do more work this year than what we’ve
been able to in the past because we brought on more consultants, and we’re getting more
streamlined internally with delivering projects. So just because you see
a reduction in budget doesn’t mean we’re doing less work. I would argue that we’re
probably going to be able to do more work this year. We’re just budgeting more accurately to the level of match that we can manage. And the special services column, you see an increase of
about 10 million dollars, and this is primarily due to
our Freedom sewer project, this is a pipeline rehab project. The one I mentioned earlier where we had a four and a half million dollar grant, and about a four and a
half million dollar loan. So that’s driving that number. The overall department total
when you add them all up is about a reduction of about
eight and a half million. This slide just shows the status of our staffing for the year. It is a status quo. We are not proposing to
add any staff members. And so we’re holding to our
existing staffing level. So no change from fiscal year 18-19. So, here is our second year of the budget, this is a two year budget, the 2020, 2021. I will just briefly comment
on some of these changes. And so when we look at administration, and there’s a reduction in budget. This is really primarily due to CSAs. And so CSAs drove some of
the budget up this year, and next year, we’ve budgeted them back to almost like a zero point, because we don’t have their numbers yet. And so I suspect that as we
get closer to the 2020, 2021, that some of those numbers
may change, but at this point, our best guess is to reduce their budget, based upon the current year. Under transportation,
the reduction in 2021 is due to completed projects. And so we have a number of bridges that are proposed to be completed, and resurfacing projects to be completed, so a reduction for that category. And special services. The driving force here again
is the Freedom project. We will have it budgeted,
and possibly complete, but if not, we’ll roll it forward, and you’ll see that
reflected in the update for the next year’s budget. Also, the fixed asset
budget is down a bit, special services, because of
the budgeting purpose there. So, that’s the 2021 proposed budget. So next I will cover our
operational plan highlights, and this is what you’ve heard a lot from all the other departments about the county wide strategic plan. And how we propose to
operationalize that plan. For public works, we actually have 19. – [Coonerty] Let me just say, that photo, I’ve never seen a more
beautiful treatment pond in my entire life. Isn’t that great? (laughing) – I agree. (laughing) – [Leopold] Maybe you
should make a book of them. – [Coonerty] Yeah, exactly! (laughing) – [Matt] So, for public works,
we do have 19 objectives, I don’t plan to cover them all, but we certainly could talk
to them all if you like. In this presentation, I
have identified six of them that I’d like to highlight. And so we’ll go through
those individually. There’s actually two slides of
these operational highlights. The first one that you see here is under our focus area of
reliable transportation. The strategy for this first
one is that we will implement timely, quality repairs to
increase road resiliency along critical evacuation corridors. Now, all of our objectives
are to be completed by June of 2021. We held consistent with
the two year time frame. And so you can see that
first one is an effort to increase our storm damage site repairs. The next two go a bit of hand in hand, they’re under our focus area
of sustainable environment. The strategy for both of these next two, is we will advance policies and programs to protect and promote
environmental stewardship and sustainability. The first one is our
recycling and solid waste. Really focus on organic waste diversion. The second one there
is our sewer upgrades. Trying to lift the moratorium
in the Rodeo Basin. And then the last one on this page is back on our focus area
of reliable transportation under the strategy of, we will prioritize local road
projects based on daily usage, and safety, to efficiently
maintain the county road network. You see that we are targeting 25 miles over the two year time frame. We do believe that’s a stretch goal. As I mentioned earlier, the Measure D is about six miles a year. We’re hopeful that RSTP
can make up the balance, most of that balance, but, remember these are stretch goals, so, we’re shooting for 25,
and we hope we get there. We will work hard to get there. So the next operational plan highlights I’d like to bring to your attention. The first one is again under our, our reliable transportation. Under the strategy we
will improve traffic flow to reduce inter county travel times. Data is really important
when looking at roadways and trying to come up with solutions. We haven’t had that program in the past, and so this would be a
new traffic count program that we are implementing. The second item there
is for our zone five. This is under the focus area
of sustainable environment, the strategy is we will
work with partner agencies, private water users, residents, and the agricultural community
to sustainably manage water resources to meet human
and environmental needs. And as we’ve talked in the
past, zone five with the master plan will lead
us into an improved CIP, capital improvement program, will lead us into an impact fee program where development will pay its fair share in a streamlined fashion. So this is a great operational goal, and we’re excited about that item. And then the last one is not a part of the county strategic
plan, but, it’s important, and I wanted to highlight
it to your board. It is critical to our operations
and delivery of services, and this is back on the
fleet side of our operations. And I’ll mention it again. We have proposed and are
planning to put our fleet into its own internal service
fund, and to a dedicated ISF. And that will create fiscal protections and provide better focus on
equipment needs and operations, so we’re excited about that one. So, even though we have a
number of accomplishments and goals going forward, there are always challenges and risks. And so we’ll go through those. To begin with, our storm damage recovery. And you’ve heard me talk a lot about this, so I don’t want to overdo it. But the hot items of course
are the funding gaps. That 5.7 million, that first bullet, are monies that were actually
spent during the 2017 event and that we were not able
to secure reimbursement for, so that is a funding gap. You’ve seen that we have a proposal, in the supplemental today. And it’s a good proposal. It cures this funding gap. But it’s not without pain of course. And so, thank you for considering that. The second item is a recent
loss of federal highways funds. This is due to the time extension from the March 2016 storms. We are working diligently, and with a number of your board members, thank you for your assistance, pushing the federal
legislation to stop this risk in the future, but the 2.2 is real. And it is monies that have been lost, and we are working on a plan to implement those critical facilities without federal highway assistance. And then the third item is a future risk, the
35 million dollar risk of more than 77 projects. We do have a meeting tomorrow with federal highways in Sacramento. We’re really hoping to get some guidance from federal highway staff
so that when we submit our time extension that we
could secure a yes, versus a no. In addition to our legislative
efforts which are ongoing. I’d like to thank Supervisor Friend for pushing the NACO element,
with that resolution. Supervisor McPherson, for reaching out to a number of his contacts
in the legislation, to get some attention,
there’s a number of bills being pushed today to
hopefully resolve these risks. But for today, it’s still a risk. Secondly, on the page, we
have deferred maintenance challenges and risks and this is ongoing. And it’s well known. The roadside of our operation,
we have a 240 million dollar deferred maintenance on culverts. We have a 50 million dollar
deferred maintenance, culverts will be a focus in these
coming years to identify how we prioritize those needs,
we know the needs are huge. We certainly can’t get
to them all at once. But if we can prioritize and
start chipping away at it, it will protect us in the future. So that is our plan, and of course, aging equipment and facilities, we’ve talked a little
bit about the facilities. Or about the equipment, the facilities, all of our facilities’
average age is 45 years, so it’s time to start
investing and planning and looking in that, and I did mention the long range facilities plan, which will include those facilities. Continuing on with challenges and risks, and our solid waste area. We have a number of challenges
coming in the near future. The first one is our
transfer station needs. As the landfill becomes full, which we still think has
about 10 years of life, and we hope to say that for quite a few more years coming forward, by recycling, by diverting. We’d like to keep our landfill open, but we certainly do need to plan, and move forward with
the new transfer station. We estimate a 15 to 20
million dollar expense. Our number one location for
this new transfer station will be at our Buena Vista landfill. Additionally, organics facility,
and organics in general, there is a state legislation
that requires us, mandates us to be in compliance by 2021, which means that we’ll
be collecting organics from our customers. And to do that, we need to
have a facility in place. We are looking at a combined
composting organics facility. We’re looking at bringing that together, hopefully in the area of
the Buena Vista landfill. Our number one alternative site today is on top of the old landfill. If you’ve been down there,
there’s a large area. It looks suitable. So we are doing conceptual design today. And then, finally, some
additional challenges and risks continue in the Davenport area. Due to the size of the community, they still struggle with
high rates and needs that they can’t necessarily afford. We’re hopeful that as new
development occurs down in that, or up in that area, that that will support the utilities and the
community utility rates. And then also drainage continues to be a challenge, a huge risk. Zone five is the centerpoint of that. We also are looking at zone
six, which has similar needs. And so we’re looking at opportunities for additional funding
through assessments, and impact fees which would mitigate the new development in those areas. I will move into some opportunities, which is a good way to
finish, I would say, instead of leaving you
on such a sour note. Some of the highlighted opportunities include flood control, down in zone seven and the Pajaro River area. We are looking at a JPA, which
would be a great opportunity for us, and with new finance options. And then of course the
long range facilities and campus master planning. Making best use of county assets, in a planned and programmed way, so that we can make the
most out of those assets. I mentioned earlier that we did complete the opportunities and challenges study. Your board accepted that
study April, this past April. Going forward, the county has proposed about a half a million dollars per year for the next two years to
implement this major effort. We do plan to bring a contract
to your board in August for your consideration. And then finally, a great opportunity will be the rule 20A utility
undergrounding program. We think that there’s
really opportunity here. We currently have a fund
balance in that program of about 18 million with PGNE. Historically we’ve used it
for urban commercial zones. We’d like to see those funds put onto major evacuation
corridors, where we could get more improvement for less
money, on these long corridors up in the mountainous areas. So we’re working directly with Caltran, I mean, with PGNE, to get that in writing that we can implement that. So we’re excited about that opportunity. With that, I will turn
to our recommendations, our recommended action this morning is to consider approval of the 2019, 2021 proposed and supplemental budgets for the department of public works as outlined on pages 281
to 310, and 642 to 648. And pages 43 to 48 of the supplemental. And to schedule the proposed
continued agreements list items and amendments to the unified fee schedule for final approval on
last day budget hearings, June 25th, 2019. And with that I can answer
any questions you may have. – [Coonerty] Alright, any questions? Supervisor Leopold? – Thank you, thank you
for the presentation. And thank you for the
work of all the staff who works every day to
support the infrastructure of our county. We see during storm periods how the staff rallied to keep roads open, but just regular day to day, whenever there’s an issue,
I know our staff contacts, or gears or other
members of the road crew. They’re there to help the ongoing
drainage and culvert work. Cleaning and trimming and all that stuff makes a huge difference
in the day to day life of people who travel on our roads, especially on our rural communities. You’ve landed in a position
during a terrible time where we have a federal administration who doesn’t seem to really
want to help California during a disaster. I’m glad to see that this
plan to try to backfill the money that we had
to spend, but couldn’t submit any applications for, and then the money in
which we’re being denied through the federal highway. It’s, I think we have to
do it, and we’re going to, I think we’re going to
have to put more money into infrastructure over time. Because I’m unclear that that
35 million dollar disaster that’s waiting for us is
going to be resolvable. But we don’t seem to
have an administration who’s interested in actually
resolving it in any way. That said, when I look at the
strategic goal about 25 miles, in a normal situation that
seems to be a stretch, but in this situation it
seems even more of a stretch ’cause we’re borrowing from the funds that we’d be used to do, and if this year, all we’re getting done, in
terms of rotary servicing is a Measure D, and that’s
about six or seven miles. And even if we get additional half million dollars from RSTP, I just don’t see how we
get to 25 in two years. Do you have a sense about that? – Sure. So, the Measure D is accurate. We believe the RSTP could
potentially nearly match those mileages of Measure D. And so the 25 is over two years, so that’s 12 miles a year. So with our six miles,
we’re halfway there. It is a stretch. But we believe with RSTP funding, and us continuing to pursue other funds, we could potentially get to
the 12 and a half per year. We know it’s a stretch. You know, for instance, this year, we’re not going to quite get there. But we have a bigger
program scheduled next year for the RSTP funding. And so we’re still optimistic
that we can get there. And if we don’t get there
exactly, we’ll be really close. And that’s mission
accomplished in our minds. – The restriping. It looks like this is a plan that by 2023, all the county roads will be restriped. Does that seem accurate? – [Matt] That is correct. – That’s also, it’s an important
and often overlooked piece, but as soon as they get restriped, people notice what they were missing. I was trying to match up
two of the strategic goals. One was goal 134, which was looking at the congestion in Soquel. And there it defined the
area between Soquel Drive from 41st to Main Street. And then, the bus priority thing, on the strategic goal on number 151, which looks at a much longer piece. Now, part of this seems to
me to be synchronization of lights and everything,
and I’m just wondering why we aren’t looking at these in toto, instead of breaking it
off into these two pieces. – So, they are relatively independent. So the first one is really a focus on the signal at Robertson Road, and working on the village
itself, trying to improve. That’s clearly the bottleneck. But the secondary one, working
with the synchronization and the signals, and working with metro, you probably know that metro is working on improving their technology on their buses, their automated vehicle
locating the AVL systems. And we would like to
integrate that information with our signal work,
so that, as the buses are coming through the corridor, our signals can actively identify them, and try to shave a second here or there, they catch the red,
and just trying to make more improvements for the
transit side of the world. It does two things, it
first of all, clearly, could reduce congestion by
promoting the use of the buses, it also would bring a partner in to secure more funding for that corridor, to continue to improve it. So we’d like to keep them separate because they’re really
separate initiatives with separate project goals. – Great. Thanks for clarifying
that, I appreciate it. The capital improvement plan goal. For compliance with state regulations. That’s the first time I ever heard that we had to have a CIP
compliant with state regs. I know we’ve done some work to change, this is item number 139. And I’m trying to figure out
what’s deficient in our CIP that doesn’t meet state regulations. – [Matt] Hmm. – It’s okay, you can phone a friend. – Yeah, I’m, I’m a little unfamiliar
too with it, I wonder, who would be best? Let us get back to you on that one. – Alright. I’m not trying to stump you, I’m just… On 144 is the one about the
Live Oak parking program. And I thought that we were trying to have the Live Oak parking program
reconfigured for next summer, but it says June 2021. And I’m just, was, is there a reason, is there something I’m not thinking about? – Well, so fully implemented would be, that would be completely operational. We would have all the details worked out. We are pursuing it today, even. In fact, we plan to submit to, through our planning
department for the permit, in the month of July. But we know that it’s going to
take time to get the permit, to get everybody on the same page, and then to implement with
getting the signage up, and to expand the program itself. So, we believe that it
will take a bit of time, but you will see that new
program in place next year, but it’ll take a year
to work out the details and the bugs of it. – Great. I was excited to see as
one of the strategic goals about the rail trail. And the public works and I know we’ve, there’s been some grant
funding to get design work done on segment nine, and I’m wondering if you could get sense
of what might happen on that segment by June 2021. That’s the Seabright to 17th Avenue. – Right so segment nine is mostly under the city’s jurisdiction, and then the tail end of it
is in the unincorporated area. I don’t know that I have
a really great sense, but the goal is that that, just as the city has
implemented segment seven, and they continue to move our direction. The plan is that we will
follow in right behind them with our environmental
work, our full design, and hopefully it gets implemented
on a similar schedule. – Okay. I’d love to keep in contact with you to see how we move that one along. – [Matt] Sounds great. – It’s going to be great
when it’s ready and done. But the last one I wanted to ask about is more of a larger goal. We have this goal about reducing waste. And encouraging recycling. And then I think about our recent actions to close the CR, the CRV,
or what do we call those? – [Matt] The CRV. – The CRV. Locations in the San Lorenzo Valley. And I’m trying to think, what are we doing to meet that goal? There’s something general
about plastic pollutions, and I want to recognize Tim Gantrov for helping us strategize on some ideas. But I’m a little worried
about what you shared with us about the challenges of recycling. How we’re going to actually
make this all happen. – So we know that our best
opportunity for recycling is as a larger unit, through green waste is a really great option. If we can collect it at, say,
through the transfer station at Buena Vista landfill,
we have a greater chance of doing more recycling
through our waste hauler. They have the best
connections in that area. And so to speak to the CRV, that wasn’t getting us
where we needed to go, and it had a cost. So it was a subsidized cost that didn’t really get
us to the recycling goals that we needed to. In terms of the greater picture, you know, that’s getting more to the, you know, the organics,
and composting facility. That will lead us to less
waste in our landfills. Currently the organics are
primarily going to the landfill. And so, improving those
streams will better our program as well. – Yeah I think, when we
talk about a goal that says, we will pursue policies and programs to encourage recycling
and waste reduction. We have to figure out, how do
we encourage that recycling? We’re sending some mixed
messages out, and I’m just, for us to be thinking
strategically about what, how we share with the public
what we want them to do, right? We said, we want them
to recycle everything and how there are
jurisdictions who are saying, don’t recycle that plastic,
don’t recycle this plastic. And so, it’s not as simple
as it was in the past, and it’s going to require us
to be much more sophisticated in order to get people to continue to do work and then we’re going to have to, as the board of supervisors,
may need to enact policies that reduced waste on the front end, rather than having it come
through the waste stream, as we do now. – [Matt] We agree, and
thank you for your comment. – Yeah. That’s it. – Supervisor McPherson. – Yeah, thank you very much, and thank you for all the efforts that you and the public works department take. I know when we call with some emergencies, you’re right on it as
quickly as you can be, and it’s difficult to
see what the magnitude of the damage we’ve had
on our roads that people, were many of our citizens just saying, I need it fixed now or yesterday. And I think when you
explain the magnitude, again to use that word, of our damages, and the question marks we have, and the reimbursement from
the federal government, they understand it better. But thank heavens to the
voters who approved Measure D, that we’re able to do as
much as we can at this point. To follow up on the
landfill with the organics, and it’s a six to eight million
dollar cost possibility, and it’s, I think, is that
going to be state supported? Or is this an unfunded
mandate of sorts, that cost? – Well, it’s my understanding that it’s pretty much an unfunded mandate. I can certainly have staff speak to that if you want to hear more details
about those opportunities, but for the most part, unfunded mandate. – Okay. That’s not unusual I guess. It happens all the time unfortunately. But less, to a lesser extent
than maybe years past. I really want to say, I really appreciate your
targeting the 240 million dollars for culverts and deferred to maintenance. For a long, important stretch like highway nine, that’s really critical, ’cause
we have a slip out there, and it’s a nightmare, as we know, because there’s a cliff on one side, and a canyon on the
other for the most part. So, I do appreciate your
designating some funding for that. We… Well we’ve talked about the
federal highway administration and FEMA and all, with
those reimbursements and how critical they are. That’s another point that we need to make, that we’ve done this
work, and really we’re promised a time extension to
get the reimbursement for it, but now they’re backtracking on that, so, we’ll continue to work on that, I appreciate your support,
I’m anxious to hear what your, the response is from the federal highway
administration this week. And to follow up on the recycling. There was, the funding
of the recycling centers, particularly in my district,
that saved about $250,000, was that just part of the budget, or is that spelled out
anywhere in particular, that savings, or is it just, hey, we don’t have that
$250,000 to think about and we’ll just build the budget from here? – Right, so, it’s not explicitly spelled
out, but I can show, or tell you where those
funds are going in general. And so when we talking about the organics and compost facility, we’re
working on conceptual design. And so we’re spending money on that. Additionally at the Buena Vista landfill, we’ve had some issues with the flare. And so we are designing and implementing an additional flare to stay in compliance. And so, in general, as we
see savings in one area, we also see increased
expenses in other areas, and so the money is just
being budgeted for those, for example, those two areas. – Okay. And on the CRV, I’ve gotten some concerns from residents in the San Lorenzo Valley that they don’t have their drop off sites in Boulder Creek and Felton now. And I know that we have, with the leadership of
Supervisor Friend and myself writing a letter to the state, to try to address this issue to alleviate that concern
and cost for merchants. Has there been any, do you
know of any action on this? I don’t at this point, but
I think it’d be something that we should really
take a serious look at to see if the state can help us out, and well, everybody throughout the state as a matter of fact, in
addressing that issue. – Yes. We’re watching it, we’re hoping that there’s opportunities out there for some of the CRV
recyclers that still exist, but there’s been a huge
reduction in those agencies, and those groups, those non profits. I think the last number I heard, there was a reduction of
over 1000 of those CRV – [McPherson] Sites? – Non profit sites, in the
state, have been reduced. There are still a couple in the area, so, we’re somewhat, maybe glimmer of hope that something still happens, and we’re watching the
state level as well. – Yeah I don’t think, I’m not passing the blame
on the state or anything, but I hope that they can step up. This is an issue, the recycling
market just collapsed, literally, over the last couple of years, and we need to have a better resolution, but it’s going to have to
come from the state I think and so I’d like to see us
continue with that effort. – [Matt] Okay, will do, thank you. – Thank you. – [Coonerty] Supervisor Caput? – How you doing? – Great, thank you. – Okay, thank you, all of you, for what you’re trying to do. It seems like, it looked like we were
going to have extra money because of Measure D and all that. But then of course we
had the highway money, federal highway money. It’s in the presentation, it says 2.2 million. I thought it was, the figure was actually about seven or eight million. But, is it just one specific area, or? – So the 2.2 million is
reference to just the time denial for the March of 2016 storms. The 5.7 is funds that we expended during the 2017 storm event. So you add them together,
that’s when you get to that seven, eight million dollar mark. And so they’re separate,
but then together, that’s how you get to the larger number. – [Caput] Okay, somehow,
we’re going to have to make up that five point, the five million, that five million
though, right, somewhere, not necessarily just your
department, but somewhere. – Right, so as part of the
supplemental budget item, we do have a proposed plan, where it’s an internal loan
and repayment schedule. So we hope we have a solution for that. And that plan includes most of the 2.2, so that we can implement
projects this coming year. There’s some carryover the
next year we’ll have to, we’ll have to figure out which projects can go to construction
and how we fund those. But most of it is in
that supplemental item. That’ll solve the five seven and most of the two million dollar loss. – And then on the sidewalk
work that’s begin done on 152. Now Caltrans is, are they
paying for some of that or are we paying for the… – [Matt] Is that at the, which? – It’s from Wagner to
Hoolihan on highway 152. – [Assistant] It’s all Caltrans. – [Matt] So yeah, that is all Caltrans. – [Caput] It’s all Caltrans,
so we’re okay there. – Right. – Alright. And then I guess what I’ll ask is too. I’m kind of trying to nudge it forward. The intersection, Hoolihan
and College and 152. And it kind of keeps getting
bumped down the road. So I think we’re close
to getting there though, but go ahead and explain that. – Sure. So we are wrapping up the design, and the right away needs that we have, construction easements and the such. And so, being shelf
ready, we believe we will compete better for competitive funds. And so we think we’re getting closer to realization of that project. I don’t believe it would
happen this summer, this construction season. We’re really targeting next season, because we’ll have a fully designed, fully implementable,
ready to list project. So our target is next year. We still do need to secure the
final money for that project. – [Caput] Okay and when
we say final money, we’re short about how much? – It was a million,
about a million dollars? Just over a million. – But we have a lot of that, right? We’re not short. – No, we’re short a million, a little over a million
dollars is our short amount. So it’s still, but, if we become shelf ready, we think we can secure those funds. So we’re going to keep working on it. We’ll keep you updated as we go. – [Caput] I guess what I’m getting at is we have secured some of that. – So the total project
cost is two and a half? – [Assistant] Yep, around
two and a half to three. – Two and a half to three
million is a total project cost, so we have secured everything
except about a million, little more than a million. – Alright. And then, let’s see, what do we got? Oh, the landfill. China’s putting a lot of pressure on this. I used to take a lot
of, you know, a lot of recyclable or even garbage. So, how much pressure is
that putting on us now that they’re not taking as much? They’re turning back what they used to, they’re not turning all of it back, but they’re turning back
a significant amount. – It’s certainly a moving target, and it’s a very dynamic
market that we’re a part of. I would say we’re fortunate to have Green Waste as
our partner on this. They have access to markets
that we certainly wouldn’t have, nor would our individual
constituents, have, so we’re fortunate to have them. I do think that pressure
from the worldwide market is creating opportunities, domestically. So, it’s hard to say
exactly how it’s going to work itself out, but I
think as challenges occur, opportunities are also created. So we’re just going to
keep a close eye on it, and know that Green Waste is
doing the best they can do with the resources and
connections that they haven. – Okay, I guess the other
would be a little follow up. We send over recycled material, and then if it’s rejected, I
think they have a term for it if it’s too dirty or too wet. I guess we’re talking about, you know. If it’s not cleaned out somewhat. Does that come directly
back to Santa Cruz county or does it go to some
huge junkyard somewhere? – It doesn’t come back
directly to Santa Cruz county, but I was looking for
Tim, or, maybe Casey. We could talk more about it. – I’m just curious, I’ve
seen truckloads coming back. – No, no no no, that’s
not how it would work. But I will add before Casey
speaks to your question. There’s always an education
piece that is needed you know, in terms of keeping our recyclables clean. You know that is a big item of course. And so we can continue
to educate our customers. But in terms of the material
that is rejected, I guess? Casey do you have a thought on that? – Yeah, if it were to come back, Green Waste would take
that and have either, try to clean it up and recycle it again, or it would have to go to a landfill. – So it actually is
targeted and it comes back to Santa Cruz County? – Well, Green Waste may have a broker who loads it in a sea container,
ships it over to China, they reserve the right
to reject that material if it’s not clean enough, and then it gets sent back. I’m not sure if it’s Green Waste would actually handle it again, or if the broker would take care of that. – Okay, it’s a little more
strict now than it was. – [Casey] Definitely. – Okay. And then I guess while you’re up too. There seems to be a trend in some places. It goes either way, with natural
grass or artificial turf. The natural grass, some
people are actually taking out artificial
turf, putting that back in. Because injuries and
stuff like that on fields. But I’m getting, what the
point I’m getting at is, artificial turf does have a shelf life. And when it has to be
removed, and I’m talking about football fields, soccer fields, and parks. If we have too much of that, that ends up going to the landfill, right? – Correct, there’s no, I’m not aware of any way to recycle that, other than to reuse it. And once it gets worn out, I know they do have to
replace the sections. – Yeah, I’m trying to be a
little more preventative. When people are pushing
in all these parks. Not just here, but in different areas. If we get too much of it, then when it all wears
out at a certain time, then we’re going to have
a problem on the landfill, that would, it says that a
shelf life of our landfill is about 10 years. And, you know, if you get a lot of this stuff coming in, that could shorten it. – Correct. – Correct, right. And are we looking at buying
land around the landfill, close by, so we don’t
have to actually move it to some other part of the county? – So, in terms of the transfer station and the organics composting facility, we’re trying to keep
it on the landfill site itself on Buena Vista itself, and not have to pursue
acquisition of other lands. We’ve got a number of alternatives, of reusing some of the space. I mentioned earlier, using
the top of the old landfill, which is a nice, flat level surface. We’re looking at conceptual
designs to carry the load, to design a foundation system
that would work up there for compost and I’ll mention
that the combined compost, organics facility would be under cover. So we could avoid any
sort of runoff issues. And so it could be a
large, large structure, but it would be on county owned property, and that’s our preference
today, is to stay focused on what we own and the assets that we have and manage those the best way we can. – So that would add to the 10 year, 10 plus or minus years? – [Matt] Well of course, and so, you know, our goal is and has been
to keep our landfill open as long as possible. It’s a real opportunity when
we encounter natural disasters, having our own access,
and so if we can divert more material out of the
landfill, that 10 years. Hopefully I keep seeing that 10 years for the next number of
years, so, absolutely. That’s the goal. – Yeah, and I think I’m
speaking for all of us, when you talk about a new garbage area. None of us really want
it right in the center of one of our districts. What word is right now would be good if it could, you know, continue to you know, be functional. – Currently we don’t have an alternative that we’re even considering, in terms of opening a new
landfill in Santa Cruz County. That’s not one of our options today. The transfer station would
allow us to take our material somewhere else, say maybe
Marina, or another location, or continue to focus on
recycling and composting, we think those would
be, those are required, and great opportunities. – Yeah, but then the
things change so quick, the people in Marina could say hey, we’re not going to take it either though. That’s what I mean. When you get that public pressure. And the last one is what
I really like to see, is the cooperation with flood control. And that’s what I call
preventative maintenance and preventative work. And if we spend, you know,
like 400 million dollars or whatever on a flood control
measure for the Pajaro river, sounds like a lot of
money, but it’s a lot less than if there’s a flood,
and then FEMA gets involved and that’s all taxpayer money. We’re talking about much much
more, after a flood happens, than if we put in money
for preventing that. – Right. We agree, and we think
our current strategy of possibly building it in segments. – You got it right.
– Three state subventions, will really get us a long
ways to implementation, through the JPA. So, great strategy coming forward. – Maybe I’m simplifying it, but it’s federal money that’s the holdup right now, with the army corps. And that’s probably half
or a little more than half of the money we need
out of the 400 million. But if we’re able to use
the other money we get from the state or local, we’re able to actually,
you know, get things done. – Right, and we get credit on the backside when we do get federal funding in terms of our local
match, so it’s a win win. Absolutely, we agree. Thank you for your comment. – That’s really exciting,
because it’s a new concept as far as, we’ve been
waiting for the army corps. And this way we could at
least start, get going, and then they can join us later. You bet.
– Right, exactly. – And, yeah, thank you. And we’ll do another tour, I’ve got potholes that I
want all of you to see. – [Matt] Okay, good, thank you. (laughing) – Supervisor Friend, anything? – I think I’m good. – Alright, good. So let’s open it up for public comment. Seeing no one, I’ll bring
it back to the board. Thank you, and I appreciate. Let me just say I appreciate
you setting stretch goals. You know, I’ve said in the
context of our operational plans, if we end up meeting every goal, then we didn’t do a good job, and so I appreciate that
you’re willing to push, and try to figure out
new and creative ways to deliver services as people have said, even as the feds reneg on
their obligations to us. We’re trying to figure
out how to do better for the people of Santa Cruz county. – [Leopold] I would move
the recommended actions for the public works department. – [Friend] Second. – We got a motion by Leopold,
and second by Friend. All those in favor, please say aye. Aye. Opposed, that passes unanimously. – Thank you. – We will now recess until
9:00 AM tomorrow morning here in board chambers, where we will have our last day of budget hearings. (murmuring)

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