Doctor on Call? Lawmakers Debate How Much to Pay for Phone Appointments

By Rachel Bluth, KHN

It took covid-19 to give millions of Americans the option of telling their doctor about their aches and pains by phone.

But now that more doctors and patients are returning to in-person appointments, policymakers across the country are divided over how much taxpayer money to keep spending on phone appointments. Although they were a lifeline for Medicaid and Medicare patients who don’t have the technology for video visits, critics say they don’t provide the same level of patient care and aren’t worth the same price.

In California, the Democratic-controlled legislature wants the state’s Medicaid program for low-income people — called Medi-Cal — to keep paying for phone calls at the same rate as for video and in-person visits, a policy that began during the pandemic. But Democratic Gov. Gavin Newsom’s budget plan directs Medi-Cal to reduce the rate.

Medi-Cal paid for a whopping 2.4 million phone appointments from March 1, 2020, to April 30, 2021, according to the state Department of Health Care Services.

“Prior to the pandemic, audio-only visits weren’t a thing,” said Chris Perrone, director of the California Health Care Foundation’s Improving Access team. “No one considered them telehealth.” (California Healthline is an editorially independent publication of the foundation.)

The federal Medicare program — which covers older Americans and people with disabilities — and most state Medicaid programs rarely paid for phone visits before the pandemic. But after doctors shuttered their offices last year and patients stayed home, Medicare and nearly every state Medicaid program began paying for phone visits when it became clear that many patients didn’t have access to video. More private insurers began counting phone calls as telemedicine visits, too.

The use of audio and video appointments — generally known as telehealth — has exploded during the pandemic. In California, there were about 10,500 telehealth visits a week per 100,000 Medi-Cal patients in 2020, compared with about 300 in 2019, according to the state Department of Health Care Services.

Medicare saw a similar explosion. Before the pandemic, about 17,000 enrollees used telemedicine each week. That shot up to 1.1 million weekly during the pandemic, according to a Medicare spokesperson.

While most state Medicaid programs began paying for phone visits during the pandemic, they are weighing how to proceed as it wanes. New Hampshire passed a law in March 2020 requiring Medicaid and private plans to pay for phone visits at the same rate as video and in-person visits. This March, Vermont extended emergency rules to pay for phone visits at the same rate as other types of appointments through 2022, and a state working group recommended keeping them permanently. ConnecticutDelawareNew YorkColorado and other states passed laws that define phone visits as telehealth, and all are continuing to pay for them to varying degrees.

Congress held hearings in April to determine whether Medicare should keep paying for phone visits, which it started doing in March 2020 but is set to stop after the federally declared public health emergency ends. A nonpartisan legislative agency has recommended extending the payments for a year or two after the emergency.

Because audio appointments are new, there’s little evidence on quality. The California Health Benefits Review Program analyzed studies on the effectiveness of telehealth and found that, generally, telephone visits were “at least as effective as in-person” ones. The few studies that directly compare video and audio visits looked at behavioral health care and determined that outcomes were about the same.

Phone visits were important to Taryn Keane, 63, who lost her job as a massage therapist in Venice, California. Keane can’t afford internet service at home and didn’t have a laptop until the Venice Family Clinic gave her an old one and a Wi-Fi hot spot so she could participate in patient forums.

Still, Keane doesn’t like video calls. She has dental problems that make her uncomfortable showing her face on video and a learning disability that makes it hard to focus if there are too many visual distractions. It was easier for her to talk through her mental health issues, and get consultations before and after wrist surgery, over the phone.

“I’m not good on the computer,” Keane said. “It’s just another uncomfortable barrier for me.”

California lawmakers are debating a bill, AB 32, that would require Medi-Cal to keep reimbursing phone, video and in-person visits at the same rate in most settings. The measure, passed by the state Assembly, is now being debated in the Senate and as part of budget negotiations.

An analysis of the bill from the California Health Benefits Review Program found evidence that patients of color and those who are older or rural were more likely to use phone visits than video visits during the pandemic.

“It’s obvious that video [appointments] will not be going to all rural residents and seniors anytime soon,” said state Assembly member Cecilia Aguiar-Curry (D-Winters), author of the measure. “My No. 1 goal is to have access for all.”

Doctors at safety-net clinics that serve Medi-Cal enrollees and uninsured people report that phone visits have been instrumental in keeping patients healthy during the pandemic. They have proved effective with patients with behavioral health issues like substance use disorders, and those with chronic diseases like diabetes, which require monthly check-ins.

Dr. Grace Floutsis, CEO of White Memorial Community Health Center in Los Angeles, used video and phone appointments for the first time during the pandemic. Like all federally qualified health centers, White Memorial generally wasn’t allowed to use telehealth until then.

“What surprised us the most was how many more people had access to care because that was provided,” Floutsis said. “I’m not sure that changes that much after the pandemic.”

Patients have stopped skipping appointments, she said. The no-show rate for pediatrics (now in person) is higher than for adult primary care (still virtual). The no-show rate for behavioral health, once high, has dwindled to nearly zero.

California’s Department of Health Care Services argues that phone appointments aren’t as good as in-person or even video visits and wants to pay for some phone visits at 65% of in-person or video rates, beginning July 1 or when the federal public health emergency ends.

“There are inherent limitations on the types of services and quality provided,” department spokesperson Tony Cava wrote in an email. “They are not typically viewed as equivalent to in-person visits, do not require the same level of resources to manage, and special equipment or broadband internet connections aren’t required.”

Despite multiple requests, the department did not provide data on how much it paid for phone appointments during the pandemic.

Under the department’s proposal, it would no longer pay for phone appointments at community health centers because the health centers receive a flat rate for every visit by a Medicaid patient. The department left the door open to work with health centers and the federal government to pay some amount for audio visits in the future.

The average community clinic appointment in California is reimbursed at $215, but some can be several hundred dollars.

“While I think it’s a really valuable service, I don’t think it’s a really valuable service at that cost,” said Assembly member Jim Wood (D-Santa Rosa), who chairs the Assembly Health Committee.

His committee discussed cost in April when it considered AB 32, the bill to keep rates for phone visits equal to the rates for other visits, and amended it to stop reimbursing audio visits at community clinics altogether after five years.

West County Health Centers in Sonoma County is already losing money on phone appointments for Medicare patients, and will take an even bigger hit if Medi-Cal cuts rates, said CEO Jason Cunningham.

But ending phone appointments completely isn’t an option, he said. Phone calls allow patients to conference in family members, eliminate travel time for patients in remote parts of the county, and enabled clinics to keep operating when their buildings were closed for wildfires last summer, he said.

“How can I ask someone to drive an hour to see me, wait in the waiting room for 20 minutes and drive an hour back home when their neighbor with a laptop can see me virtually?” he asked.

This story was produced by KHN, which publishes California Healthline, an editorially independent service of the California Health Care Foundation.

How Chefs, Wineries and Breweries Worked to Save the Dining Scene

Here’s a toast to the resilience of food folks.

The pandemic forced a sudden and vertiginous shut down of restaurants, breweries, and wine tasting rooms. For a long while everything was closed except groceries and take-out dining. To stem the tide of lost revenue, swift cuisinartists made a necessary pivot and formed alliances that took win/win to a whole new level. Food trucks pulled up beside breweries, chefs catered private events and pop-ups popped up everywhere. Variations on these creative alliances expanded with the gradual reawakening of DIY food venues. The current boom in casual dining looks like the post-Covid future, with infrastructure pared down and Julia Child era amenities the stuff of white tablecloth memories.

Pop-ups and food trucks were already exciting the Santa Cruz dining scene before the closures. Many chefs surfed the trend toward abbreviated menus of casual choices, 3-star Michelin chef David Kinch, for example, unveiled a trendy pizza parlor Mentone (now reopened) just weeks before the spring 2020 closure. At the popular downtown Birichino Winery Tasting Room, visiting food vendors made guest appearances, and tastings moved to sidewalk tables, winemakers Alex Krause and John Locke invited favorite bbqs and grills to visit each week. Necessity is the mother of partnership invention.

After a year of patio tastings, Beauregard Vineyards opened Slow Coast Wine Bar in the Highway One village of Davenport, ten minutes north of Santa Cruz. Still testing food partnerships, the wine bar offers a stunning ocean view as well as catered cheeses and charcuteries to enjoy with Ryan Beauregard’s wines. “We had to serve food in order to open,” says the winemaker. “So that’s when we started reaching out to food trucks and various caterers.” Catered appetizers also join the flights of Beauregard wines a few miles up the mountain at the winery’s flagship Bonny Doon estate tasting room. The Davenport wine bar is currently offering wines by the bottle, glass, and 1oz pours, allowing tasters to create their own flights.

At her Aptos Village Ser Winery Tasting Room, winemaker Nicole Walsh has been proactive in doing whatever it took to stay open, including carving out table seating from her extra parking space. “Having an outdoor space has been critical for my business during this past year. I am also so happy it let us have a place for the community to get out and enjoy some time with friends and partners.” Ser has recently been welcoming creative food partners, such as the prolific chef Diego Felix of Colectivo Felix whose Argentine-inspired empanadas have popped up in the tasting room to pair with Walsh’s wines.

Katherine Stern, who for a decade was head chef at Seabright’s La Posta, reinvented herself at the al fresco cooking outlet Midway. Her ingenious recipe designs energize the Santa Cruz farmers market landscape and are now popping up at Ser. “These events at Ser tasting room have been an exciting collaboration,” says Stern. “Even pre-pandemic, the opportunity for a food vendor to reach the community through a pre-existing business is a fantastic option to get things going. It allows new businesses to test out new ideas and explore the demographic, seeing what works and what might need some tweaking. The goal for the Midway is still to find a brick and mortar location, but in the meantime, various pop ups and the weekend farmers markets have been wonderful platforms to reach our customers.”

At the Westside’s Humble Sea, one of the area’s most exuberant breweries, innovative food collaborations are the house specialty. The four-year-old home of trendy craft beers, Humble Sea partners with Colectivo Felix, Full Steam Dumpling, Tori Man, and various pizza purveyors, among others. The variety changes daily to the delight of Humble Sea’s many fans.

“We were using food trucks and popups before the pandemic to diversity our food availability beyond our kitchen. Right now we’re not sure about reopening the kitchen. It’s been great to have lots of different foods,” says Humble Sea brewer Nick Pavlina.

Fran Grayson, a veteran of food truck cooking and now proprietor of the oceanfront Steamer Lane Supply, says the restaurant scene was primed for this trend before the pandemic. “The trucks-at-breweries thing pre-dates the pandemic for sure,” she says. She sees it as a natural partnership, “because the breweries need the trucks and the trucks need people gathered in one place.”

“There has been some increase in pop-ups and certainly a substantial amount of new weekly-order type businesses as chefs became unemployed due to restaurant closures, and decided to do their own thing in that way,” says Grayson. “Some pretty fun stuff happening in that realm.” 

GO Santa Cruz Scales Up Incentives for Alternative Commuting Countywide

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The Santa Cruz County Regional Transportation Commission (RTC) recognized Earth Day with the countywide expansion of an incentive-based and environmentally conscious commuting program started in downtown Santa Cruz. 

GO Santa Cruz County is a program that provides commuters the option to earn points toward Tango gift card prizes as a reward for greener transportation via bike, carpool, walking and public transportation. The RTC on April 22, the day roughly 200 countries around the globe celebrate environmental conservation, announced the upscale from a smaller pilot program that encompassed the radius of the downtown business district to include the entire county. 

“Often the single biggest obstacle to change is taking that initial step, abandoning comfortable habits in order to try something new and different,” says Shannon Munz, a spokesperson for the RTC. 

Go Santa Cruz County uses an “online commuter maintenance” website to track and log non-single-occupancy vehicle commuting miles for Santa Cruz residents and employees.

Points are earned based on the miles from the trips logged on the GO Santa Cruz County commuter management website. Building enough points earns participants monetary gift card incentives: 20 points is equal to an entry in a quarterly raffle to win a $25 gift card; 250 points is $5, 450 points is $10, 1,000 points is $25. 

Go Santa Cruz, the pilot program launched in 2019, had more than 1,100 participants, says RTC transportation planner Amy Naranjo.

According to Go Santa Cruz’s website, the pilot program had participants log more than 23,000 alternative commuting trips, and reduced emissions by keeping an estimated 26.9 metric tons of C0² out of the atmosphere. The countywide expansion is partially funded by Measure D, a clean air measure for the county with emphasis on reduction in C0² from vehicles. 

Munz and Naranjo say the RTC plans to carry over the success of the pilot program by connecting with major employers and local businesses to get employees on board and engaging in GO Santa Cruz County’s incentives. The goal of the RTC is to, “Enroll 1,200-1,500 participants throughout the county and reduce the drive-alone rate of participating employees by 5%,” says Munz. 

For more information visit cruz511.org/goscc and to sign up for GO Santa Cruz County visit my.cruz511.org.

Arts Organizations Join Forces for Juneteenth Project

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In celebration of Juneteenth, local arts organizations will come together for Murals / Art / Activism, a multimedia project highlighting the importance of public art in activism.

Juneteenth is the oldest national celebration commemorating the end of slavery in the U.S. The holiday has seen increasing recognition in recent years, with events being held nationwide.

Murals / Art / Activism begins on June 15, with two documentary films available to stream for free for four days via the Watsonville Film Festival’s (WFF) website. Later that week, festival organizers will host a Zoom event with the filmmakers and artists.

Finally, WFF and the Santa Cruz Museum of Art and History (MAH) will host an in-person pop-up event in the City Plaza in downtown Watsonville. 

Pajaro Valley Arts, UCSC’s Everett Program and the Santa Cruz Art League are also involved in the project.

“We’re very excited to present this program,” said WFF Executive Director Consuelo Alba. “It has been a very organic process, how we all came together to present this.”

Alba said that WFF had already been in conversation with the Everett Program, and actively working with Calavera Media, who produced the short film “Painter of Dreams.”

Meanwhile, MAH was contacted by Oakland filmmaker Spencer Wilkinson, who was looking to screen his film, “Alice Street” through a grassroots impact tour funded by the California Arts Council and The San Francisco Foundation.

All of these projects collided to create Murals / Art / Activism.

“Prior to the pandemic… artists were kind of isolated,” said “Painter of Dreams” Director Gabriel Medina. “We all just wanted to make the best program we could. But now, people are starting to work together. We’re getting on the same page, seeing that it’s more powerful than going it alone.”

“Painter of Dreams” follows the story of Watsonville muralist Yermo Aranda and his relationship with the mural he created in the Watsonville High School (WHS) cafeteria. Originally painted in 1991 with the help of students, the piece was erroneously painted over in 2019, causing outrage in the community. 

Muralist Guillermo “Yermo” Aranda (left) with current and former Watsonville High School students who helped repaint the mural. —photo by Martha Victoria Vega Cendejas.

The recreation, painted by Aranda, his former students and current WHS students, was unveiled earlier this year.

“The film… focuses on Yermo, and the struggles he’s encountered trying to bring art to the community,” Medina said. “We want to bring his story to an audience who may have heard of it, but don’t know fully what it’s about.”

“Painter of Dreams” is Medina’s directorial debut for a film of this type. He said he was “honored” to be telling Aranda’s story.

“Yermo is widely known—many artists could have done this,” he said. “I’m so glad he entrusted us to document this experience.”

Alice Street” follows two artists who create a mural in a neighborhood in Oakland. The diverse intersection, near the city’s Chinatown and the Malonga Casquelourd Center for the Arts, was changing drastically, due to what residents called gentrification. After struggling to get the mural painted, residents were then faced with the development of a luxury condominium that would have obscured the mural from view.

“I was profoundly impacted by their story,” Wilkinson said. “They had to struggle, fight for a seat at the table with developers … They showed how a community can resist gentrification. It was a roller coaster ride to watch and document.”

Alice Street, directed by Spencer Wilkinson, will be free to stream through the Watsonville Film Festival June 15-18. —Photo by Ayse Gursoz

Wilkinson said that when he reached out to the MAH, they recognized the connection between his and Medina’s films, and connected them with WFF. 

“It’s a tremendous honor that [WFF] is interested in this story,” he said. “It’s honestly a dream come true.”

Medina and “Painter of Dreams” co-director Marcus Cisneros will join Aranda and Wilkinson on June 17 at 6pm for a virtual discussion and Q&A. The pop-up event will be held June 18, 4-6pm at the City Plaza. Artists will talk about and discuss their work with the community.

“The WFF is thrilled to work with all these wonderful organizations, filmmakers and artists to present this film program, and to create the space to discuss the importance of murals and the arts,” Alba said. “It’s vital to step up our support for the arts. As we recover from the pandemic we need connection, creativity and well being for everyone.”

Agape Dance Comes to Scotts Valley

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The music rises, and the worn, bare wooden floor is suddenly barraged with dancers in leotards, tights and leg warmers. Their skirts twirl and lift as they spin and leap across the studio, their reflections bright and ephemeral in the mirror. With a quick count and a nod, the choreographer dismisses them from their space, and they seemingly float off the floor, only to be replaced by another set of equally strong dancers.

Melanie Useldinger is in her element. Her head bobs up and down and her toes tap as she keeps time with her troupe. As the owner of Agape Dance Academy, Useldinger has watched many of these dancers grow up right before her eyes. The past year, however, has been challenging for her and her team, and it’s with a renewed sense of optimism that she looks toward the future.

During any given year, Useldinger would find 100-200 dancers beneath her wings, but this year, Useldinger has just 50. Between the fires of last fall and the Covid outbreak, new kids weren’t showing up, and that made things tough for Useldinger, who has been leading students en barre for more than 30 years. 

“Our older, more dedicated dancers didn’t skip a beat, and they stayed really strong. It was the little ones that were pulled away when families were displaced or parents got sick,” she said. “It takes about eight years to train a dancer, so it’s an investment for all of us.”

Meredith Useldinger grew up in dance under her mom, Melanie’s tutelage, and she now boasts of being the instructor for the Agape Petite Ballet troupe (ages 3-7). In the upcoming production of “A Midsummer Night’s Dream Ballet,” the younger Useldinger is enthralled by the little ones. 

“The petite ballet dancers do their own performance on Friday night only,” says Meredith, “and they’re so cute that they’ll break your brain. They’re the greatest shows, because those little ones just can’t do anything wrong. One year, during a performance, this petite dancer had a feather from her skirt float up into the air. The whole class did their dance, and she spent the entire time trying to get the feather out of the sky. The audience couldn’t breathe, they were laughing so hard, and it was just so sweet. I’m excited to have that energy back.”

Meredith is grinning at her charges as she evaluates what makes their program a success. 

“I think it’s the community. The process of putting together a show is a lot like a pregnancy,” she said. “It takes months to get through casting and choreography and costumes and rehearsals, but once you get to that show, and once those dancers are on stage, you get that rush of endorphins, and that ‘baby’ is just triumphant. We have this history of students that we’ve loved and families that we’ve impacted—and that have impacted us—and that makes it extraordinary.” 

Meredith and her four siblings all grew up dancing, and they’ve created a legacy around their mom’s work and her brand.

“We’re all still very close,” said Meredith, “and we know this is home. My kids have grown up on the floor too, and they dance in the Nutcracker each year.” 

Rather than taking place on a stage in a theater, this weekend’s performances will be held in the Green Hills Redwood Grove in Scotts Valley. Instead of a blank slate of a stage, the dancers will be surrounded by nature, and tucked amongst the forest, creating a perfect setting for this ethereal performance based on the work of William Shakespeare. Tonight’s show is sold out, but as of Wednesday there were still tickets for the June 12 show.

Useldinger is ready to ordain this performance as a fresh start for 2021. Due to Covid, she had to close several of her smaller locations, leaving her with just two operating studios (Aptos and Scotts Valley), but she’s grateful for all the remains.

“The kids and their families are our hearts,” Useldinger said, “and we lost a lot of our main staff along the way. It’s been a challenge, and although we received a (Paycheck Protection Program) loan from the Small Business Administration, we still had to downsize. That funding kept us afloat until we could resume our classes in person. We tried to teach our students via Zoom, but after being in front of a computer all day for school, it was just too tough for most of them.”

It will be tough, too, for those dancers to perform in masks. 

“The mask requirement is still in place, so our dancers will be in decorated masks that become part of the costume,” Useldinger said. “We have a whole team that just does masks for our performances, and we’re ready for anything.” 

That includes completing this set of performances before launching into summer intensive camps for her dancers. That period culminates in a performance of “A Swan Lake Summer,” which will also be held outdoors.

Reflecting on the past 15 months, Useldinger said, “I see triumphant things come out of our hardest things. This has been so hard on all of the kids, but our company dancers are so dedicated, and have such sweet spirits, that I feel like this will be one of the best performances ever. The camaraderie, the sweetness, and the gratitude of finally being together again will be felt and celebrated by us all.”


Tickets for this weekend’s performances can be purchased at agapedance.com.

Cal Fire: Prepare for Heavy Fire Season

Santa Cruz County’s top fire official on Tuesday warned that, because of a lackluster rainy season, the ongoing drought and low reservoirs, the upcoming fire season could be as bad or worse than last year’s.

“As we look back at last year, anything is possible at this point,” said Cal Fire San Mateo-Santa Cruz Unit (CZU) Chief Ian Larkin. “I don’t think any of us ever thought we would have seen a fire burn with the intensity and speed as at which last year’s fire burned.”

Last year’s CZU Lightning Complex Fire was the 12th-most destructive in California history, Larkin said. 

“And we’re not looking any better than we were last year, unfortunately,” he said.

In a state-of-the-county report to the County Board of Supervisors, Larkin said the situation is worsened by record-low snowfall in the Sierra Mountains, which in April was at 57% of normal and is nearly all melted away. In addition, the Central Coast saw around 50-70% of its annual rainfall.

Larkin pointed to more than 100 fires that occurred in January, sparked by high winds. Thanks to low rain levels, dry grass and other growth could present an additional challenge.

“It’s very concerning to us to have so much fuel available this early in the season,” he said.

Crews have worked this year to reduce this fuel load, including 250 burn piles and chipping downed trees.

Larkin also says that Cal Fire has recently gotten four Blackhawk helicopters, which are capable of faster speeds, and can carry more water and personnel than the Huey helicopters. The agency also plans to purchase a C-130 plane capable of holding up to 4,000 gallons of fire retardant.

Last year, the U.S. Drought Monitor listed Santa Cruz County as being in an “abnormally dry drought” last year. That has since worsened to a “severe drought” category.

“This is going to have a significant impact across the western United States as we move into fire season and we talk about resource allocation between states and also within the state of California,” Larkin said.

Larkin says that the county has already moved into summer staffing numbers as it prepares for the possibility of a large fire season.

That has been a challenge during the Covid-19 pandemic, he said. 

Of the 57 crews of jail inmates trained to fight fires, four are in quarantine, he said. In addition, there are only two crews stationed at Ben Lomond Conservation Camp, when normally five are standing by.

“We have a significant reduction in a resource that provides a vital role in our suppression efforts and containment efforts statewide,” Larkin said. “That could have an impact as we go forward.”

PVUSD Trustees Pass New Bylaws

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Pajaro Valley Unified School District Trustees who miss meetings without providing notice will lose their monthly stipend under a set of new bylaws approved by the board on Wednesday.

The trustees also heard a budget report that shows some positive financial news that is tempered by predictions of declining enrollment over the coming years.

Trustees receive $400 per month as compensation for their duties. Missing a bi-monthly meeting without telling the superintendent or the board president will mean a loss of part of that.

The new bylaws include changes to the way student trustees cast votes, how much time will be allotted for public comment and how anonymous public comments are accepted. In addition, the new rules refine the way in which the board uses legal counsel. 

Also under the new bylaws, the board secretary will be required to keep minutes and record all dates, times and board attendance. Recordings made of board meetings will be kept for at least 30 days, with “as much historical archiving as possible,” the new rules state.

The changes passed 6-1, with Trustee Georgia Acosta dissenting. She did not respond to a request for comment.

Student trustees

While state law prohibits student trustees from casting official votes on board action items, they can now cast “preferential votes,” and will have the opportunity to attend the same California School Board Association training the rest of the board undergoes. In addition, student trustees will meet with the superintendent and the board president to prepare for upcoming meetings.

Anonymous comments

Anyone wishing to stay anonymous while commenting during a public meeting must still submit their name and email address to the board secretary. This change came after trustees expressed concern about bullying that came under the shield of anonymity. 

Public comments

Each item in public meetings will allow for 30 minutes of public input, and speakers will be limited to two minutes each. Those time limits can be increased with a board vote if needed.


The trustees also heard a budget update that followed Gov. Gavin Newsom’s May revision, which gives the district a 5.07%  cost of living adjustment, higher than predicted in January.

In addition, the state this year is providing $92.8 billion for education, nearly a $10 billion increase from the January budget proposal, PVUSD Chief Business Officer Clint Rucker said. Rucker pointed out, however, that 80% of this is one-time money.

In addition, the state is providing $1.1 billion in “concentration grants” for districts with high numbers of low-income, English-learners and other “high needs” youth, Rucker said. 

The news was not all good. The district is also facing increases to employee retirement costs, which are climbing from 22.91% this year to 27.7% in 2024-25.

In addition, unemployment insurance is climbing from .05% to 1.23%, which Rucker says will cost the district an additional $1 million.

PVUSD also joins districts across the state in watching declining enrollment trends reduce daily attendance revenues.

Statewide, schools are seeing roughly 160,000 fewer students, Rucker says. In PVUSD, the 17,585 students will decrease to 15,777 in 2023-24, projections show. 

“It’s a little bit shocking,” he said. “It is quite a bit of a loss.”

The district has also managed to decrease its deficit spending, which dropped from $17.6 million in 2017-18 to zero in the 2020-21 school year.

Those numbers are expected to increase to $4.5 million in 2022-23 as the district spends some of its reserves as it recovers from the Covid-19 pandemic, Rucker said. 

Former Tech Engineer Launches New Food Venture, Mala’s Spices

As a young man, Bapcha Murty moved from his native Chennai, India to attend UC Los Angeles and become an engineer. He went on to a career in the Silicon Valley tech industry that spanned more than two decades in several companies.

But when Murty was laid off in 2017, a search for a new career brought him back to his childhood and to Mala, a family friend that cooked for his father. 

Murty says it was her virtuosity with the complex, myriad flavors that go into Indian cuisine that inspired his new venture, and the company’s name—Mala’s Spices.

The company imports spices from India and packages them here. That freshness is vital for the best flavor, he says, adding that the majority of spices found on grocery store shelves are at least one year old.

“We try to keep ours less than three months old,” he said.

Murty runs the company with wife Niang Hangzo—she comes from Manipur, India—who also works in the tech industry. The couple lives in Aptos with their cat.

As someone who spent his life in the tech industry—often running sales teams—Murty says he is not a “foodie.” Instead, he and Hangzo say they enjoy making a small handful of dishes for friends, with a focus on flavor and quality.

With that philosophy in mind, Murty created Mala’s Magic—the company’s flagship product—a versatile blend of several spices that can be added to numerous dishes. 

The recipe for this blend—so far the company’s only product—came after trying 100 different iterations and with tasting help from more than 200 friends, Murty says.

The couple encourages their customers and friends to find their own uses for Mala’s Magic, and to share the recipes they create.

“I think that’s really fun,” Murty said. “Things we’ve been eating for years suddenly we realize we can use it in different ways.”

Murty calls his company a “work in progress,” and says he plans to add to his product line with offerings such as condiments. He also wants one day to incorporate local produce, which would let him sell his wares at farmers markets.

Currently, most of his suppliers are classmates from college and high school who run organic farms in India.  

But for the spice blend, he says it is difficult to find the same types of spices here in the U.S. that bring the flavor profiles he wants. This is true especially for the peppers found in India—and the smokiness and heat they bring—which are unique to that country. 

“We still haven’t been able to match what we can get from India,” he said. 

The company has a growing customer base of about 200, and in addition to California he ships to Ohio, Australia and Germany.

Murty does his production in the Commercial Kitchen Incubator Program run by the El Pajaro-Community Development Corporation. He says he has enjoyed the transition from the fast-paced tech industry to running his own business, although his role has changed.

“It’s actually been fun,” he said. “I like to joke that I’m the mail clerk and the CEO.”


For information, or to place an order, visit malaspices.com or on Facebook at @malaspices.

Scotts Valley Town Center May Need More Homes to Succeed

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SCOTTS VALLEY—Scotts Valley elected officials listened with rapt attention as influential urban planner Bob Gibbs gave them “a really short version of my Harvard class,” during a study session before the June 2 City Council meeting. As he pulled the cover back on what the city could hope to manifest on the Town Center land, there was positive news, but some challenging revelations, too.

“This is not going to be a retail Town Center,” Gibbs said, pointing to banks’ skittish attitude toward commercial projects in the online era. “This is going to be a mixed-use center that has some retail.”

Gibbs Planning Group scored a year-long contract to evaluate the land civic leaders want to manifest into something to serve locals, attract visitors and inject more life into the community.

According to the initial study, Scotts Valley can accommodate 40-50 new retailers and restaurants in about 80,000 square feet of additional retail and restaurant space. If the city hits it out of the park, business-wise, it could squeeze up to 100 new shops and watering holes into 170,000 square feet of space, the local officials heard.

“We know the Town Center has been a work in progress for many-a-year,” said City Manager Tina Friend, during the introduction. “We hired the Gibbs Planning Group to provide guideposts on this journey.”

Friend said she’s been learning from the consultant that while some such retail projects are succeeding, most aren’t. In the best-case scenario, development could lead to a total sales increase of $65.1 million by 2026, according to the analysis.

“I think your timing is really good right now because we’re coming out of the Covid crisis,” Gibbs said, adding that it’s been hard to see so many commercial developments—including ones he’s worked on—fail in recent days. “This last phase has been very humbling.”

Chief among the results was how Scotts Valley, Gibbs said, stands head and shoulders above the competition in the eyes of institutional investors.

For one, the community’s residents tend to be wealthier, with a median income almost twice as much as the retail baseline, he said, adding that the community can technically boast a high “walkability” score, despite the suburban environment.

Plus, around 80% of the people residing in Scotts Valley’s orbit are from “lifestyle groups” marketers crave access to.

“More than half of your market is Urban Chic,” he said, adding the area is home to many so-called Savvy Suburbanites and older folks who have weathered financial crises well. “The data we purchase is quite invasive.”

However, Gibbs went on, financiers aren’t looking to invest in retail projects unless they include at least 300 units of housing as part of a deal similar to the size Scotts Valley is pursuing.

“Retail is highly risky,” he said. “It’s always changing.”

Even then, many underwriters want to see at least one top-notch office thrown in to drive retail traffic during the day, and a hotel with at least 150 rooms, Gibbs said. They also want to see a grocery store, to attract customers, he said, adding, while the proximity of Nob Hill Foods and a new Target could satiate this desire, a “specialty green grocer” might fit the bill.

Vice-Mayor Jim Reed said this was all “better than I was expecting,” but he wondered how much Gibbs’ projections would change if the City Council only approved around 250 residential units.

“I don’t think it would be dramatically different,” Gibbs said, declining to be more specific, as with when Reed asked how affordable housing requirements could impact the model. “We assumed an average of two people per home. They don’t have to all be very high income.”

Scotts Valley Delays Tourism District Deal

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What appeared to be a smooth path through the picturesque Scotts Valley hills for Visit Santa Cruz County turned out to be a rocky road. 

A proposed seven-year extension of the Tourism Marketing District (TMD) hit a pothole when Scotts Valley City Councilman Randy Johnson raised questions about a 25% fee hike, and asked why hotel owners tried to get a local nonprofit wellness resort to be included.

The Santa Cruz County Board of Supervisors already approved the renewal for the TMD on May 11, but they also adopted a resolution asking the county’s four cities to grant consent. If they do not do so, a city’s hotels won’t be featured in Visit Santa Cruz County’s marketing campaigns. A public hearing on the item has been scheduled for later this month.

The expectation was the extension would be rubber-stamped, but Johnson pulled the item from the consent agenda—where uncontroversial and/or routine items are typically placed—to voice concerns about an early version of the plan that sought to include nonprofit 1440 Multiversity, located at 800 Bethany Drive, as one of the organizations that must give up a portion of its revenue to the group for promotion.

It’s not that Visit Santa Cruz County hasn’t been delivering the visitors. As local branding spread far and wide, total TMD collections rose to $2.7 million in 2018-19, more than double the $1.2 million raised in 2013-14. When the novel coronavirus came for an unwelcome extended stay, their balance sheet felt the pain. But even during Covid-19, the group was able to collect $2 million in 2019-20. It wanted to up that to $2.4 million for 2020-21. And, in an effort to take advantage of pent-up demand for global travel, it set its sights on achieving the record-breaking $3 million mark by 2022-23.

“Our community’s become quite dependent on international markets,” said Maggie Ivy, CEO of Visit Santa Cruz County, during the meeting, adding local officials are “looking for a very strong recovery.”

The TMD decided to remove an exemption for nonprofit groups, hoping to cash in, for example, on the backpackers from around the world who stay at the Hostelling International location in Santa Cruz, which books around 7,000 guests a year and is run as a nonprofit, according to a Santa Cruz Public Libraries database.

In a follow-up interview, Ivy said the current plan is to continue to exempt the hostel. No other nonprofits would’ve been affected, she said, adding fee hikes won’t go into effect until summer 2022.

On Monday, Rich Larson, a Santa Cruz Hostel Society board member, said he was unaware the hostel nearly was to start pitching in toward destination marketing, adding the cost likely would have been passed on to travelers.

Different types of lodging will see varying fee increases under the plan, with hotels that charge at least $100 per night for a room forking over $4 of that—up from $3.20. Municipalities get a 1% “processing fee” back.

Initially impacted was 1440, which requires guests to be part of a “learning” or “wellness” experience, such as the retreats it currently hosts for frontline healthcare workers burned out by the pandemic. By the time the TMD plan made it up the hill to Scotts Valley, the tourism group had already agreed to make an exception for 1440, although mayor Derek Timm pointed out the nonprofit still seemed to be on the calendar for an assessment.

Ivy said the TMD would delete this entry once the current plan—including the exemption—gets approved.

No members of the public spoke during the public comment period.

Cities in the region are hungry for cash from the forecasted wave of tourists, and they’re counting on Visit Santa Cruz County to make the case travelers should spend their vacation funds here. The TMD money is separate from the transient occupancy tax (aka “hotel tax”) collected by Scotts Valley. It pulled in $1.9 million in 2018-19 from the tax, and had budgeted to have $2.3 million the following year from this revenue stream. Instead, it only pulled in $1.5 million in 2019-20, which will likely drop to $1.1 million for this past fiscal year—less than half what local planners hoped for.

Councilman Johnson also brought up complaints he hears from residents that the proportion of cash Scotts Valley puts into Visit Santa Cruz County is greater than what it gets back in publicity. Councilor Donna Lind said the parks and recreation department used to be more proactive about sending event information to the TMD, but noted this fell off with the Covid-19 staffing crisis, leading to less promotion for the community.

Ivy said Scotts Valley hotels are well-represented on its board.

Johnson made repeated attempts to figure out who came up with the idea to start collecting revenue from nonprofits—and 1440 in particular—in his questioning.

Ivy said that, while there wasn’t a specific vote on including nonprofits, the overall plan that was approved—with the support of all three Scotts Valley hotels—did include that language. And 1440 wasn’t initially exempted, because management at some hotels, frustrated during difficult times, became confused by reports the center might be hosting weddings and other functions in direct competition with their business, she said.

Mayor Timm emphasized that 1440 was struggling, too, adding when it holds large retreats, the spillover actually benefits local hotels.

“They were shut down completely,” he said. “They laid off all their staff.”

Vice Mayor Jim Reed offered to agree to a two-week delay on making a decision, in order for Johnson to seek answers about the issues he raised during the meeting.

Johnson made a motion to defer a vote on the extension, with Reed seconding it. It was approved unanimously.

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