A Practical Path Forward

Santa Cruz is operating in a time of real fiscal constraint. Federal funding cuts and a projected $23 million county deficit mean we must be disciplined and strategic with public dollars.

We can’t promise everything. We must prioritize what works, prevent costly crises, and fund public needs fairly.

Smart public investment now avoids deeper human and financial costs later. That means steady, accountable governance focused on real solutions that improve people’s lives.

How We Pay for It

Strong public services and housing solutions require fair, responsible funding. My approach prioritizes progressive revenue, smart budgeting, and fully leveraging outside resources.

Fair Local Revenue

Voters recently approved Santa Cruz County Measure C, establishing a modest Property Transfer Tax. That was an important first step toward funding essential community needs.

We can build on that progress by:

• Increasing rates on high-value property sales

• Applying stronger rates to corporate and investor-owned property transfers

• Protecting working families and modest homes

Santa Cruz’s housing market has generated enormous private wealth. It’s reasonable to ask the most profitable transactions to contribute more to housing, public services, and community stability.

Smarter Budget Priorities

• Shift spending from reactive systems to prevention

• Invest in housing, health, and care systems that reduce long-term emergency costs

• Strengthen frontline public services that keep communities stable

State & Federal Funding

• Aggressively pursue housing, climate, infrastructure, and public health grants

• Fully leverage programs like Project Homekey and other state and federal funding streams

Public & Community Financing

• Expand nonprofit housing partnerships

• Support community land trusts

• Explore public banking and financing tools that keep public dollars working locally

How We Make It Happen

Delivering results requires practical implementation, strong partnerships, and scaling programs that already work.

Expand Proven Programs

The County’s Mobile Emergency Response Team (MERT) is already active in the City and has shown that non-police emergency response works.

MERT sends trained behavioral health professionals to crisis calls — reducing unnecessary police involvement and connecting people to care.

Next steps:

• Expand coverage citywide

• Extend operating hours

• Make MERT a reliable first-response option

This approach is more humane, more effective, and more cost-efficient than relying on police response alone.

Year One Priorities

• Expand renter protections and housing stability policies

• Identify “Yes” sites for temporary and permanent housing in every district

• Strengthen frontline city staffing and public services

• Begin budget realignment toward prevention and care

Structural Reforms

• Publicly financed local elections

• Ranked Choice Voting

• Independent civilian oversight and accountability systems

• Transparent development review from the earliest stages

Community Partnership

• Fund neighborhood precinct assemblies

• Support worker, tenant, and community advisory bodies

• Strengthen collaboration with regional, county, and state partners