Once a Threat to the Season, Omicron Is Sitting Out the Super Bowl

By Jenny Vrentas, The New York Times

Less than two months ago, the Los Angeles Rams were going through what quarterback Matthew Stafford called “that tough couple weeks.” As the omicron variant of the coronavirus swept across the country, more than 30 Rams players tested positive during the last three weeks of December. At one point, nearly all of them, including seven starters, were on the reserve/COVID-19 list at the same time.

Between Dec. 12 and Jan. 8, the NFL said it recorded more than 1,200 positive tests among players and team staff around the league, an average of close to 10 per club per week. The Rams’ Week 15 game against Seattle was one of three that were postponed because of outbreaks. The Cincinnati Bengals, the Rams’ opponent in Super Bowl LVI, had about 20 players go on and off the COVID-19 list in the last month of the regular season. It appeared likely the finish to the NFL season would be disrupted by the coronavirus.

But with the Super Bowl just days away, what had seemed like a crisis is now a much smaller concern — perhaps in part because of changes in the league’s testing policy.

The league said it had not recorded a positive test since the divisional round games. (The NFL’s weekly case numbers run through Feb. 5; neither the Bengals nor the Rams have announced any new cases this week.)

“The reason we are here is because we have a very mature and disciplined team,” Bengals coach Zac Taylor said, referring to his players’ willingness to take steps to avoid infection. “They have handled themselves up to this point really well, and I expect they’ll do that continuing through Sunday.”

Taylor said his message to his players has been that a Super Bowl parade would be more fun than any dinner out this week. Stafford described a team effort to “mitigate opportunities to get sick” after the December outbreak.

Other factors have converged to drive down the number of positive tests to 43 since the playoffs began, or an average of 1.5 per club per week. Zachary Binney, a sports epidemiologist at Oxford College of Emory University, said the virus burning itself out and the NFL returning to enhanced protocols, including indoor mask usage for all people, were significant.

The virus moved through the league in a way that mirrored its sweep through society: Close to 70% of all cases recorded by the NFL since the start of training camp took place during the omicron wave, affecting about 20% of players and team personnel.

The NFL population is highly vaccinated compared with the general public, with nearly 95% of players and close to 100% of team personnel vaccinated. The league mandated in December that coaches, front-office staff and other team employees who have direct contact with players receive a booster shot, in accordance with guidelines from the Centers for Disease Control and Prevention. But Allen Sills, the league’s chief medical officer, said this week that only about 10% of eligible players have been boosted. About 60% of people in NFL team environments have been boosted, he added.

On Dec. 18, the league and players’ union also agreed to a major change in testing protocols, stopping weekly screening tests for vaccinated, asymptomatic people — and later, in January, eliminating daily testing for unvaccinated people.

The NFL billed this as a switch to “targeted testing,” with players and team employees screened daily for symptoms and required to take a PCR test if they reported any. Sills said the goal was to detect sick people rather than “random surveillance.” He added that the number of cases initially went up for the two weeks after this change was implemented, before dropping off, and that more than 4,000 tests were run in the final week of the regular season.

Some experts, though, disagreed with both the change and the NFL’s assertion that it was rooted in public health. “Stopping in mid-December makes no logical sense if you’re making your decisions based on the trajectory of the pandemic,” said John Moore, a virologist at Weill Cornell Medicine in New York. He pointed to the pandemic’s high-water mark in mid-January, when the nationwide daily average for new cases surged above 800,000.

The changes to testing, Binney added, may have made the omicron spike in the NFL seem to disappear sooner than it actually did, though it was already on the downslope.

“I do think that was driven more by a desire to reduce disruption than it was an actual science and health-driven response,” Binney said. “But there is a real discussion to be had about how much we should be doing screening testing at this point, with vaccines being widely available for anyone who wants to protect themselves.”

The testing protocols announced in December also called for weekly, strategic “spot testing” of position groups or staff members to supplement the symptomatic testing. But Sills said this week that the NFL has stopped all random surveillance testing. A league spokesperson did not give a date for when spot testing was stopped but said symptom-based testing was sufficient. Removing the extra layer of spot testing, Binney said, increases the number of cases that could have been missed.

For a player or staff member to test positive before the Super Bowl, they would have to self-report symptoms during the daily screening, which Sills said is continuing.

Some mainstay Super Bowl week events were canceled or postponed in response to omicron, including the players’ union’s Pitch Day competition for entrepreneurs. Players and coaches gave media interviews over video conference, with the only in-person media availability scheduled for Friday.

California announced plans this week to lift its indoor mask mandate for vaccinated people, but that will not go into effect until Tuesday, two days after the game. To attend the game, fans older than 5 must show proof of COVID-19 vaccination, or a negative PCR test within 48 hours or a negative antigen test in the last 24 hours. All attendees older than 2 will be required to wear a face covering during the game, except while actively eating or drinking.

This article originally appeared in The New York Times.

FDA Delays Action on COVID-19 Shots for Young Children

By Sharon LaFraniere and Noah Weiland, The New York Times

WASHINGTON — In a striking reversal, federal regulators said Friday that they would wait for data on whether three doses of Pfizer-BioNTech’s coronavirus vaccine are effective in children younger than 5 before deciding whether to authorize a vaccine for the age group.

The Food and Drug Administration will postpone a meeting of outside experts that had been scheduled for Tuesday; the experts were to weigh the evidence and make a recommendation on whether to authorize two doses of the vaccine in young children, as Pfizer had requested.

In a news release, Pfizer-BioNTech said that their three-dose trial for young children was moving briskly and that the new timetable would allow the FDA to get more data and thoroughly review it. Results are expected in early April.

“Given that the study is advancing at a rapid pace, the companies will wait for the three-dose data as Pfizer and BioNTech continue to believe it may provide a higher level of protection in this age group,” the companies said.

At a news conference, Dr. Peter Marks, who heads the vaccine division of the FDA, said parents would have to wait another two months for a decision while regulators gather and analyze more data. “Yes, some of this was late breaking, but that’s what our job is — to adjust to it,” he said.

Regulators and vaccine manufacturers have been wrestling with how quickly to move to vaccinate roughly 18 million children younger than 5, the only Americans still ineligible for shots. The highly transmissible omicron variant is receding in much of the nation, but federal officials have said that nearly 400 children younger than 5 have died of COVID-19.

In Pfizer’s clinical trial, which tested one-tenth of the adult dosage in the youngest group, its vaccine failed to produce the desired immune response in children ages 2-4, producing only 60% of the level of antibodies identified for success, according to multiple officials. Children ages 6 months to 2 years produced the sought-after level of antibodies. There were no serious safety concerns, officials have said.

The FDA made the highly unusual decision to push for authorization with data from Pfizer-BioNTech on two doses, knowing the results the company had were mixed.

Tuesday’s meeting had been expected to focus on just how urgent the FDA and its outside advisers consider the need for vaccination to be in the youngest age group. The panel’s recommendations to the FDA are nonbinding, but the agency usually follows them.

Some infectious-disease experts have argued that the evidence showing a benefit from two shots is not convincing enough, given that omicron cases are falling and young children are unlikely to become severely ill from the virus. Pfizer-BioNTech is expected to deliver data on three doses by early April, and many experts predict that it will show better protection for that age group.

Others argued that the toll of the virus on children — even a smaller number of them — required the FDA to stagger its review process and possibly authorize at least initial doses before regulators determine the ideal regimen. Even if omicron is fading, they said, another variant could emerge as unexpectedly as omicron did in November.

Pfizer-BioNTech’s trial for children younger than 5 was not big enough to measure their protection against infection and disease. Instead, researchers studied the antibody levels that the vaccine generated, comparing them with an older group — ages 16-25 — that had received a higher dose with proven protection. The same strategy, known as immunobridging, was used to authorize the vaccine for older children.

Although Pfizer and BioNTech announced disappointing results for the immune response among 2- to 4-year-olds in December, they have also been gathering clinical data from children who became infected. Initial data suggested the vaccine lowered the rate of symptomatic infection, but the numbers were too small to be considered statistically significant. The data also suggested that two doses were more effective against the delta variant than the omicron variant.

This article originally appeared in The New York Times.

In ‘Severance,’ Adam Scott Gets to Work

By Alexis Soloski, The New York Times

“Severance,” an unnerving workplace drama, was originally scheduled to begin filming in March 2020, but pandemic shutdowns pushed the shoot to the fall. So in October 2020, Adam Scott, the show’s star, left his family in Los Angeles and flew to New York.

For more than eight months, on the days when he could work — production paused a few times for positive tests, and Scott himself caught COVID-19 in February 2021 — he was driven to a busy studio in the South Bronx and surrounded by (shielded, masked) colleagues. Then he was driven back to a silent Tribeca apartment where he spent his nights alone, which made for an odd parallel with the show itself.

“Severance,” which premieres its first two episodes on Apple TV+ on Feb. 18, takes a speculative approach to work-life balance. Scott plays Mark Scout, a department chief at Lumon Industries, a shadowy corporation. (When was the last time a TV show had a corporation that wasn’t?) Mark and his co-workers have each voluntarily undergone a surgical procedure known as severance, which creates a mental cordon so that your work self has no knowledge or memories of your home self and vice versa. Think of it as an NDA. For the soul.

Scott, 48, hasn’t always had great balance. “My boundaries are all over the place,” he said. “I’ve often put far too much of my self-worth into whether I’m working or not and the perception of my work once I’ve done it. That’s unhealthy.” Living by himself, away from his wife and two children, grieving his mother who had died just before the pandemic, that balance didn’t get better.

Still, the job gave him a place to put those feelings. The role demands that he alternate between the guileless “innie” Mark, a vacant middle manager, and the dented “outtie” Mark, mourning his dead wife. Some scenes have the feel of a workplace comedy, a genre Scott knows intimately. (Imagine “Parks and Recreation,” where Scott spent six seasons, remade by Jean-Paul Sartre.)

Others have the feel of a thriller, a drama, a sci-fi conjecture — all styles he is less familiar with. Ultimately, this dual role allows Scott to do what he does best: play a blandly handsome everydude while also showing the pain and shame and passion underlying that pose.

“He has this understanding of how strange it is to be normal,” said Ben Stiller, an executive producer and director of the series. “There’s a normalcy to him, a regular guyness. He also has an awareness that there’s no real regular guy.”

Scott has only ever wanted to be an actor. As a child in Santa Cruz, California, he watched as a film crew transformed his street into a set for a miniseries version of “East of Eden.” The road became dirt. The houses reverted to their Victorian origins. Horses and carriages drove past his lawn. This was magic, he thought, and he wanted to do whatever he could to enter what he called “that crazy magical make-believe world.”

Whenever he had a moment alone (and as the youngest child of divorced parents, this was pretty often) he would imagine himself as the hero of his own movie — usually a Steven Spielberg movie. He acted throughout school, except for a year or two in high school when he worried what theater kid status would do to his popularity. But he was also a water polo player, so somehow it all worked out.

He enrolled in a two-year program at the American Academy of Dramatic Arts in Los Angeles. A classmate and fast friend, Paul Rudd, admired his work even then. “I’m like, this guy’s really funny,” Rudd remembered. “And dry and really bright, obviously.”

Scott graduated at 20, made the rounds and spent a decade and a half booking just enough work to keep himself solvent — a few episodes here, a supporting part in a movie there — without ever feeling like he’d arrived.

“I was hanging on by a piece of floss, for 15 years,” he said.

In the early ’00s, his wife-to-be, Naomi Scott (then Naomi Sablan), asked him if he had a backup plan. “And it was so, so painful, his reaction to that,” she recalled. “He was like, ‘There is none.’ ”

Then it happened. He landed a role in the 2008 Will Ferrell-John C. Reilly comedy “Step Brothers” after another actor dropped out. Then he starred as Henry in the cult Starz comedy “Party Down,” replacing Rudd, who had other commitments. He missed out on a role on the NBC sitcom “Parks and Recreation,” but the show’s creators brought him in at the end of the second season as Ben Wyatt, a love interest for Amy Poehler’s Leslie Knope. Suddenly, he had become a left-of-center leading man.

In “Step Brothers,” he played a yuppie chucklehead, but the roles in “Party Down” and “Parks and Recreation” felt more personal. He brought those years of not making it to Henry, a would-be actor whose career has been deformed by a series of beer commercials, and to Ben, a strait-laced accountant with a disreputable past.

“I was like, oh, of course, I feel deeply all of these things,” Scott said, “Having been here for 15 years and not having a whole lot to show for it, and being a bit wounded by the circumstances of this town.”

He loved the work. “His defining characteristic is that he just really wants to do a good job,” Michael Schur, a creator of “Parks and Recreation,” told me.

But he didn’t love everything that came with it. “I started getting recognized, and it just felt completely different than I had imagined that feeling for those 15 or so years.” Scott said. “It felt more like I had a disease on my face than it did being recognized.”

“It didn’t feel like this warm acceptance and hug,” he continued. “I always thought it would feel like love or something, but it’s a weird, isolating feeling.”

Scott was speaking on a video call from his Los Angeles home. The call had started a little late because he had spilled an espresso all over the table where his computer sat. The espresso had come from a top-line Italian contraption that takes a half-hour to warm up and that he cleans lovingly every night. If these sound like the habits of a man to whom the small stuff matters, maybe!

In conversation, he was candid, self-critical, determinedly nice, without quite sacrificing the wryness that often defines him onscreen. He had shown up in the video window — in glasses, ghost pale, neckbearded — wearing a T-shirt and a sweatshirt underneath a flannel. A half-hour in, he took the flannel off.

“Sorry, I just started sweating under your question,” he said. (The question: “What made ‘Party Down’ so great?”) He doesn’t love doing press, but he made it seem as if we had all the time in the world. He kept telling me how great I was doing.

“He has a powerful store of humility,” Nick Offerman, his “Parks and Recreation” co-star, had told me. Offerman also said that what Scott does so well — onscreen, but maybe offscreen, too — is to embrace what he called, “a sort of geeky normalcy, the flavor of behavior that most people try to avoid if they can help it, because it’s too human.” (Offerman also told me to ask what Scott does to his hair to make it so voluminous, but Scott wasn’t talking.)

Scott isn’t cool. Unapologetic in his fandom, he has even made a podcast about how much he loves U2. His enthusiasm for R.E.M. is legendary. Often his characters go a little too hard, want things a little too much. (Evidence? “The Comeback Kid,” a Season 4 episode of “Parks and Recreation,” in which an out-of-work Ben takes a deep dive into Claymation. And calzones.)

But several of his colleagues also identified a kind of reserve in him — a sense that he holds something back while performing, which makes the performance richer.

“There is something about the set of his eyes,” Schur said. “You just sense that there’s depth there, something that you can’t immediately access.”

Poehler, Scott’s “Parks and Recreation” co-star, echoed this. “There’s a very internal, secret, secretive part of him as an actor,” she said.

That tension makes him right for the linked roles of “Severance.” The try-hard part works for the “innie” Mark, a man who just wants to do a great job, no matter how bizarre the job is. And that reserve helps with “outtie” Mark, who spackles his pain with booze, jokes and distance.

“It’s the same guy,” Scott explained. “It’s just one is more or less clean, and the other has lived many years and has gone through a lot of things.” Playing the “outtie” made him realize how much he had pushed away his own grief over his mother’s death. So that’s in there, too.

It was a long shoot and, given the pandemic protocols, often a lonesome one. Some days were spent almost entirely within a windowless Lumon Industries room — all fluorescent light and plastic partitions and soul-crushing wall-to-wall carpet. “It definitely kind of drove me mad,” John Turturro, Scott’s co-star, told me.

Scott put it more mildly. “It was a strange eight months,” he said.

But he had a job, the only job he has ever wanted. So Scott, who has never held a real office job, showed up to the imitation office every day that a negative PCR test permitted. He had work to do.

This article originally appeared in The New York Times.

Possible SLVWD, Big Basin Water Merger Close

The San Lorenzo Valley Water District (SLVWD) has had its fair share of couplings since its establishment as a special district in 1941. 

In 2008, the district assumed control of Cal-Am Water (servicing Felton), and in 2016, it acquired took over Lompico Water District. In 2020, SLVWD and Scotts Valley Water District attempted to get to know each other a little better, but ratepayers from both districts raised objections, and the potential merger was quashed. Now, in 2022, SLVWD may have found a willing dance partner.

Much like SLVWD, Big Basin Water Company (BBWC) suffered horrendous losses from the CZU Lightning Complex fires in August of 2020. Nearly all the infrastructure for the water company was destroyed, and, like SLVWD, customers of BBWC were not “in water” for months following the disaster. 

Boil orders have been a regular occurrence for BBWC ratepayers. Now, SLVWD Manager Rick Rogers is looking to provide long-term assistance to the troubled water utility on the mountain.

“From the time the SLVWD Board of Directors gave authorization for me to explore potential consolidation with Big Basin Water Company, I’ve been on a fact-finding mission,” said Rogers. “We have contacted multiple state agencies looking for grant funding; we believe there’s a lot of grant money available for consolidation and fire-damaged care, and we know the state is very supportive of this annexation/consolidation.”

Big Basin Water Company is not within the “sphere of influence” for SLVWD, so BBWC’s territory would need to be annexed into SLVWD’s territory in order to move forward with consolidation. One huge component of a possible annexation would be the cost, and Rogers says that SLVWD is not in a financial position to cover the cost of annexation, or cover the replacement, improvements and repairs of Big Basin’s damaged infrastructure.” 

“We’re working closely with Big Basin Water owner Jim Moore, who has been a very willing participant in this process, and we’ve scheduled inspections to obtain cost estimates to repair things like pump stations,” he said. “We’re moving ahead, but it’s a very slow process.”

As of now, Rogers says SLVWD hasn’t yet applied for grant funding, nor has his team asked the board for a resolution requesting the Local Agency Formation Commission to start the annexation process. 

Before grant applications can be submitted to the state, specific projects related to the consolidation would need to be defined. 

“Drafting those projects takes engineering, and engineering takes money, so we’re working with Jim Moore and the State of California to get a pledge to reimburse us for that work,” Rogers said. 

An escrow account with the necessary funds would be established in the event that the annexation fails, ensuring that SLVWD customers would not be on the hook for repairs to the Big Basin system.

Rogers says he knows that Big Basin Water customers are holding their wallets tightly, and waiting to see where the numbers fall. 

“Big Basin Water customers have the final say on this process,” Rogers said. “They have a vote.” 

One concern is the difference in water unit pricing between the two agencies. 

“Big Basin Water bills at around $3 per unit; most ratepayers are billed at $10/unit,” said Rogers, who is quick to point out that other regional leaders are in support of the consolidation, including Santa Cruz County Supervisor Bruce McPherson, state lawmakers John Laird and Mark Stone and Congresswoman Anna Eshoo.

Simultaneously, SLVWD is working on an emergency operational agreement where the district takes over management of Big Basin Water, but Jim Moore retains ownership and pays the district to come in and operate the utility. 

“The California Department of Water Resources has requested that Moore get additional staffing, and we’re working on an emergency intertie with Big Basin to ensure that their customers will stay ‘in water’ in case their one well goes offline due to chemical intrusion or a main break,” said Rogers.

Rogers says every step of the process, from grant applications to the request for annexation to LAFCO, will require his board’s approval. 

“It’s a slow process, and we’re here to answer questions for not only our customers, but also Big Basin Water ratepayers,” he said. 

Rogers notes that the state has grants available that are dedicated to CZU fire recovery, so in terms of grant money, “this is a good time,” he said.

“[The BBWC] water treatment plant burned to the ground, and all of the above-ground structures had fire damage. Their system took a beating, and now we see an opportunity to help our neighbors,” said Rogers. 

BBWC is facing a compliance demand from the state for a host of repairs, so those requirements also need to be addressed in the consolidation plan. 

Ultimately, Rogers says SLVWD’s Board of Directors is in favor of the consolidation, but the associated costs can’t be foisted upon existing ratepayers, which is where the need for those grants comes into focus. 

“No matter how this turns out, we promise to have a completely transparent process for everyone involved from both agencies,” he said. 

Rogers is reminded that feedback from both Scotts Valley and SLV Water Districts’ ratepayers put the kibosh on their potential merger. 

“That’s true,” he said, “but this is a different situation. Big Basin customers need our help, and SLV customers have encouraged us to help our neighbors. That’s what we’re here to do.”

Want to stay informed on the potential consolidation of the two utilities? SLVWD’s Board of Directors meets the first and third Thursday of each month via Zoom. For more information, visit slvwd.com.

Felton Music Hall Continues Pandemic Rebound

Thomas Cussins, president of Ineffable Music, wants to thank the community of San Lorenzo Valley for keeping Felton Music Hall’s doors open. As other entertainment venues have struggled—and faltered—during the crush of the pandemic, Felton Music Hall has stood strong. 

Cussins, who is the managing partner of the Hall and oversees a team of producers, talent buyers, marketers and artist managers, knows who butters his bread.

“We have an amazing membership program, and hundreds of people have stepped up to the plate to support live music during the past few years,” Cussins says. “We’re super grateful to them.”

Cussins says Felton Music Hall’s membership program, which features various tiers in which supporters, among other things, can buy merchandise and tickets for shows, has been a saving grace for the venue. The program, he says, has over 100 members, the majority of whom are SLV-based. 

“Having that group of supporters really held us down and kept the lights on when the shows were being canceled,” Cussins said “We do attract some out-of-towners, but the vibe of Felton Music Hall is really aligned with the locals—that’s why we like to think of it as ‘The Living Room of the Valley.’ It’s a locals kind of hang. We wanted a place where people who wanted to take in a show after work could just cruise over. Going to a show doesn’t need to be a whole production—just roll up in something comfortable, and come listen to live music. It’s all about being comfortable in whatever state you are.”

The Felton Music Hall, as several indoor performing venues, has had its struggles during the pandemic. It had to shut down for several months as Covid-19 began its initial spread across the country and a show in July of last year produced a widely-reported outbreak that forced the venue to close once again. But since then, Felton Music Hall has welcomed a flurry of bands to the Santa Cruz Mountains for weekend shows.

Cussins attributes the continuation of live music in Felton to his partnership with Roaring Camp, which hosted live music at its venue last summer.

“They’ve been a huge, huge supporter, and they’ve allowed us to employ people, and get musicians and their crews working again,” he said. “They really went out of their way to help a fellow business, which they didn’t have to do. Thanks to them, we’ve kept the bands in front of our fans, and kept people coming out to shows.”

Since Ineffable Music is the in-house promoter for 90% of their shows, the group’s talent buying team has developed solid relationships with the management of bands like The English Beat, KT Tunstall, Jerry’s Middle Finger and Petty Theft. (This reporter was quick to point out that Foreverland can pack the rafters at the Hall, and encouraged Cussins to bring the group back to town.)

Cussins started Ineffable Music while at UC Santa Cruz in 2006, and thrives on the independence afforded to his team. 

“We’re able to offer fair deals to bands in a bunch of markets like Felton, Ventura and San Luis Obispo, and introduce them to smaller venues that transform the experience of both the talent and the audience,” Cussins says.

His group also books talent for The Catalyst, which has had its own struggles during the pandemic. 

“The Catalyst is near and dear to me—I started there as an intern in 2007, and took over the talent buying in 2013,” he says. 

Cussins’ mentor, Gary Tighe, started as a dishwasher at The Catalyst and became the first talent buyer for the venue. Cussins became the second when Tighe retired. Being intimately familiar with both venues, Cussins recognizes that some bands are better suited for one facility over another. 

“Big metal bands are going to rock The Catalyst, whereas more low-key groups shine brighter at Felton Music Hall,” he said. “The beauty is, there’s something for everyone, and since the venues are only seven miles apart, they’re easily accessible to both communities. We don’t want to force a show where it isn’t going to feel right—we want the bands and the fans to be totally comfortable in that space.”

Cussins says some bands, like the California Honeydrops and Collie Buddz, can relax into both spaces and both easily draw crowds. 

“Melvin Seals is a perfect artist to see with 350 people, and the age and demographic of his fans means he’s a draw in Felton,” he said. 

Seals, who spent years playing with Jerry Garcia, is known for taking his audience on a “psychedelic musical journey” during his performances.

“One thing I’ve learned over the past few years is just how important it is to gather together,” Cussins said. “I really want people to gather again, because we miss so much when we can’t get together as a community.” 

Cussins rattles off some of the upcoming acts he’s eager to host in Felton: Nicki Bluhm and The Band of Heathens; Sierra Ferrell; Sarah Jarosz. Cussins points to the curation of talent as the driver for booking bands. 

“If we have a great band, we’ll book them on a Monday, a Friday, a Sunday. It doesn’t matter. And if there’s not a good band, we’ll stay dark until the next show,” Cussins said. “The idea is not to fill the calendar, but to book a killer band whenever we can, and not force something that isn’t going to work for the venue or our fans.” 

During months when Cussins’ wallet contracts a little, he reminds himself that if he wanted to make money, he could have been a lawyer. 

“I do this for the love of music,” he said.


Exercise your love of music by checking out the Felton Music Hall lineup. Visit eltonmusichall.com/calendarand pull up a chair in the “Living Room of the Valley.”

Local Music Teachers to Perform at Carnegie Hall

A musical duo who also teaches in the Pajaro Valley Unified School District has been selected by an international competition to perform at the prestigious Carnegie Hall in New York City.

Amalia Diaz and Camilo Ortiz have been playing together as “Camilo y Amalia” for years, having first met while teaching with Youth Orchestra Salinas. They now teach with PVUSD through El Sistema Santa Cruz/Pajaro Valley, a nonprofit aiming to bring music education and performance to students.

In 2019 Diaz received an email about Progressive Musicians, a competition aiming to help artists “achieve their goals and advance artistically.” Musicians go through two rounds of competition, receiving feedback about their work from a professional jury.

“That’s what caught my attention,” Diaz said. “We hadn’t had any professional feedback, and it’d be super cool to have it from a jury in New York. It’d take things to another level.”

Progressive Musicians is open to artists of all ages in three categories: Children, Amateur and Professional. Winners in each category are invited to perform at the Winner’s Recital at Carnegie Hall.

“We’re teachers, we play weddings and events,” Ortiz said. “We’ve played our whole life, but not like this. The quality of the recital is going to be very high.”

Ortiz said that the opportunity is not only good for their career, but also for the students they teach. 

“We always try to tell the kids, music is great for you, not just because you’re learning songs,” he said. “It can open your eyes and the world to you. I feel like this is a validation of that message for them: You don’t know what kinds of opportunities music can open for you.”

Added Diaz: “I love the fact that we’re teachers in Watsonville, and it’s something people don’t expect to happen. People should know there are good musicians and programs for our students right here.”

El Sistema Santa Cruz/Pajaro Valley was founded in 2012, though the nonprofit originated in Venezuela in 1975. Diaz and Ortiz are both originally from nearby Columbia. To their surprise, major networks in the South American country have embraced their story, reporting on the duo’s upcoming concert.

“There is so much bad news coming out of Columbia … so it’s a piece of good news they want to share with the country,” Ortiz said. “It’s a piece of light amongst the craziness.”

El Sistema has even more good news: For the second time, a workshop they created will be presented at the International Society of Music Education’s annual conference. The event is currently scheduled to be virtual, but, if Covid restrictions improve, there is a chance it could be held in person in Australia. 

“If we could attend, our idea was to bring some kids from Watsonville with us,” Ortiz said. “That’s what we want to show them: Music can take you to so many places.”

For information on Camilo y Amalia, including their upcoming debut album “Senderos,” visit their website.

Watsonville’s New Districts Stay Close to Status Quo

The Watsonville City Council at its Tuesday meeting approved new district boundaries that feature only a handful of differences from the borders that were in place during the last decade.

Every decade following the release of census data, jurisdictions must adjust their district lines to account for possible shifts in population from one area to another. This is done to ensure that all elected districts and communities remain as equally represented as possible in local government.

In Watsonville’s case, that meant adjusting the boundaries of the city’s seven districts to account for the changes the city has undergone since 2011, and the possible growth it will see in the near future.

The changes are as follows: 

  • The neighborhood made up of Wagner Avenue and Delaware, Vermont and Martinelli streets is moving from the 6th to the 7th.
  • The neighborhood between Rogers and Hill avenues will move from the 2nd to the 6th district.
  • The section of downtown surrounded by Main, E. 5th, Brennan, Union and East Beach streets will move from the 1st to the 2nd. 
  • The land on which the FedEx distribution center sits will move from the 1st to the 4th.
  • The neighborhoods around Hazelwood Park on the north side of the city will move to 3rd District, while the 4th will gain a small sliver of Highway 1 and Westgate Drive in exchange. 

The map was approved by a 5-2 vote, with City Councilmembers Rebecca Garcia and Vanessa Quiroz-Carter dissenting. 

Garcia said she voted against the proposal because the map did not unify the Clifford Avenue apartment complexes that are currently split between the 5th and 4th districts. Garcia throughout the redistricting process has said the apartments are a “community of interest,” or a group that has similar concerns and makeup, and should be lumped into one district.

Quiroz-Carter did not explain her dissenting opinion Tuesday. But in previous meetings, she has said that she worried the removal of the neighborhood off Rogers Avenue, known in local political circles as “The Thumb” because of its shape in relation to the 2nd District, would hurt her constituents.

The final map was the result of the city’s redistricting process that began in earnest last fall. A seven-member committee appointed by the city council recommended the elected leaders move forward with the plan accepted on Tuesday after a half-dozen public meetings.

Several committee members said they chose to stay close to the status quo because of concerns about census undercount and a possible dilution of power in the 1st and 2nd districts—historically representing large Latino populations.

The plan will return for a second reading on Feb. 22 or March 8. It must be finalized by March 20.

Watsonville Chips in $130K to Health District’s Push for Hospital Purchase

In a vote that was largely ceremonial, the Watsonville City Council unanimously approved giving $130,000 to the newly-formed Pajaro Valley Healthcare District to help the nonprofit purchase Watsonville Community Hospital’s operations.

The contribution from the cash-strapped municipality pales in comparison with those of other jurisdictions such as Santa Cruz ($5.5 million) and Monterey ($3M) counties and encapsulates why the PVHD was formed: to bring WCH back into public ownership as it was before it was purchased by a corporation in the 1990s.

The hospital serves an area with disproportionately low household income and access to quality housing, transportation and healthcare, according to the California Healthy Places Index. Around 43% of the hospital’s gross revenue comes from the state Medi-Cal program, and 30% of its gross revenue comes from the federal Medicare program serving the elderly and disabled.

Because of this, WCH has struggled to adequately serve the Pajaro Valley over the course of two decades of private ownership.

The current hospital operators filed for Chapter 11 bankruptcy in December. The hospital remains open and offers a full range of medical services as it weaves its way through the bankruptcy court hearings.

PVHD, made up of the County of Santa Cruz, the City of Watsonville, Community Health Trust of Pajaro Valley and Salud Para La Gente, is the lead candidate of three that have shown interest in buying the hospital’s operations.

“If we had millions, we’d probably give millions,” Mayor Ari Parker said. “But we’ll wait and see what we can do.”

During Tuesday’s presentation to the council, Cecilia Montalvo, the director of the Cambria Community Health Care District and a founding board member of the PVHD, said the district needs to raise $39 million to close on the purchase of the hospital by Feb. 22.

Along with the commitments from the city and the two counties the hospital serves, the Community Health Trust, Kaiser Foundation Health Plan, Dominican Hospital and the Central California Alliance for Health have also chipped in, and Montalvo said PVHD is on pace to gather the funds needed for the purchase. 

In all, the district will need to raise close to $67 million to adequately fund the hospital’s operations, with the largest investment—an expected infusion of $15 million—coming from the state.

The district will also soon give people the opportunity to contribute individual donations, Montalvo said.

The breakneck pace of the creation, establishment and fund-gathering the PVHD has undergone since it first announced its plans to purchase the hospital last fall—when its chief executive told employees that the facility faced imminent closure—has been nothing short of spectacular, all councilmembers said.

State Senator John Laird’s bill (Senate Bill 418) that sought to establish the PVHD passed unanimously in the Assembly and Senate and was signed by Gov. Gavin Newsom in less than a month, clearing the final hurdle on Friday.

Salud Para La Gente CEO Dori Rose Inda said the quick action by the state legislature was a “very powerful proclamation about the importance of our community.”

“It was a clear statement by the state that the Pajaro Valley, the residents who work here and live here, and the hospital that serves them, really are essential and important,” said Inda, who is also a founding member of the PVHD.

Decision on Watsonville’s Measure U Renewal Upcoming

An effort to extend a landmark Watsonville ballot measure that placed restrictions on the expansion of the city took a big step forward Tuesday.

The Watsonville City Council accepted the city clerk’s certification of a petition filed by the Committee for Planned Growth and Farmland Protection that will bring an extension of Measure U before the elected leaders at an upcoming meeting.

At that meeting, the council could choose to accept the petition and extend the constraints on urban expansion approved by Watsonville voters in 2002 for another 18 years. But, it is more likely that the council will instead give Watsonville voters a chance in the upcoming November election to voice their opinion on the effect Measure U has had on the community and whether they’d like to continue down the same path through 2040.

Determining the effects the measure, which, officially, was an amendment to the city’s general plan, has had on Watsonville is a difficult task. While the constraints on outward growth have indeed protected agricultural land from development, they have also limited Watsonville’s ability to, among other things, build new homes and persuade large employers and businesses to invest in the city.

Supporters of the extension say that the city should instead try to solve its housing issues by building apartment complexes on vacant and underutilized land throughout the already densely populated municipality.

The city council has commissioned a study on the measure that will likely come to the leaders before they decide how to proceed.

The committee, a coalition of environmentalist and agriculture advocates and representatives, needed to collect signatures from 10% of Watsonville’s voting body, or about 2,100 people, to bring the renewal forward. It turned in a little more than 3,100 signatures in December but around 700 were tossed out by the County Clerk because they were unverified. 

In the end, the committee still had more than enough signatures (2,411) to move ahead. 

Tuesday’s action was on the council’s consent agenda, where items that are uncontroversial are typically placed. Because of this, there was little discussion among the council about the measure.

Only Councilwoman Rebecca Garcia chose to comment on the item. She said she heard that people gathering signatures for the committee were telling prospective signees that the measure would help protect the wetlands from development.

City Manager Pro-Tem Tamara Vides, answering Garcia’s question as to what safeguards the wetlands already have, said that the city’s general plan has strong and clear protections for the natural resource.

“The wetlands are already protected and will not be built upon,” Vides said.

Garcia, following up on Vides’ statement, said that it seemed the committee was spreading misinformation about what exactly a renewal would accomplish.

“The wetlands are already protected,” Garcia said. “I think that needs to be corrected for their future advocacy for that measure.”

Committee member Sam Earnshaw in an email to the Pajaronian said Garcia’s comments were over-generalizations and not based on fact.

“No one has ever said anything about ‘building’ on the wetlands,” Earnshaw wrote.

Santa Cruz City Council Opposes Abandoning Freight Lines

The Santa Cruz City Council unanimously voted to oppose the potential abandoning of freight service on the Felton and Santa Cruz Rail Lines at its meeting Tuesday. The vote will have no formal power, but it signals to the Santa Cruz County Regional Transportation Commission (RTC) that the council sides with Roaring Camp Railroads in the battle over the future of the rail lines.

On Feb. 3, the RTC held a public meeting about potentially abandoning the Felton Branch Rail Line, which would deem it “railbanked.” According to a staff report on the issue, this move would allow for the potential to haul freight in the future and would put off the estimated $50-plus million in repairs that the line needs.

But Roaring Camp sees the RTC’s proposal as “an aggressive attack” on the railroad, fueled by lobbyists working to “end rail in Santa Cruz County,” according to a public statement on the matter.

“We are in a deadlock,” said Councilwoman Sandy Brown, who is also on the RTC, at the council meeting. “That’s the reality. We are really stalled.”

All members of the council spoke about the importance of supporting transportation infrastructure when making their vote to oppose abandoning the freight lines. Councilmembers Donna Meyers and Justin Cummings also noted that although the repairs needed will be substantial, both in scope and funding, they aren’t unfeasible.

“This effort to bring rail and trail to our community has been going on since the late 80s,” said Cummings. “Over the past two years, we’ve been seeing segments get built, and the efforts over time are leading us to making rail and trail a reality. We need to do what we can to keep this effort alive.”

Council also discussed the city’s budget, which, according to City Interim Finance Director Bobby Magee, will need to see a cut of $2.5 million during the next fiscal year. At the current rate of spending and if no new sources of revenue are secured, Magee said, projections show the city’s reserves running dry by 2028.

“Our operations are stretched thin,” said City Manager Matt Huffaker. “That’s why a discussion around exploring this additional sales tax measure is going to be important as we [think about] long term financial planning.”

A proposal for a new sales tax is expected to be brought before the council in early March. City staff has been polling residents about a new sales tax, one that voters could see on the June 7 ballot this year. Some 59% of respondents supported a new sales tax according to a January poll, Huffaker said.

“New revenue opportunities will be a key piece of what that rebuilding looks like,” said Huffaker. 

Once a Threat to the Season, Omicron Is Sitting Out the Super Bowl

With the Super Bowl just days away, what had seemed like a crisis is now a much smaller concern.

FDA Delays Action on COVID-19 Shots for Young Children

Regulators and vaccine manufacturers have been wrestling with how quickly to move to vaccinate roughly 18 million children younger than 5.

In ‘Severance,’ Adam Scott Gets to Work

The Santa Cruz native plays Mark Scout, a department chief at Lumon Industries, a shadowy corporation.

Possible SLVWD, Big Basin Water Merger Close

SLVWD and Big Basin Water Company suffered losses from the CZU Lightning Complex fires.

Felton Music Hall Continues Pandemic Rebound

membership program has been a saving grace.

Local Music Teachers to Perform at Carnegie Hall

Amalia Diaz and Camilo Ortiz have been playing together as “Camilo y Amalia” for years, having first met while teaching with Youth Orchestra Salinas.

Watsonville’s New Districts Stay Close to Status Quo

Every decade following the release of census data, jurisdictions must adjust their district lines to account for possible shifts in population.

Watsonville Chips in $130K to Health District’s Push for Hospital Purchase

The hospital serves an area with disproportionately low household income and access to quality housing, transportation and healthcare.

Decision on Watsonville’s Measure U Renewal Upcoming

The landmark ballot measure protects agricultural land from development.

Santa Cruz City Council Opposes Abandoning Freight Lines

greenway measure
Leaders also review budget woes, talk possible sales tax.
17,623FansLike
8,845FollowersFollow