City Council

Yes, but to you. >> Good morning, everyone. Welcome back. The time is 9, 0, 1, 1, Call this money order. MADAM City Clerk, would you please call the roll? >> Thank you, Mayor Councilmember Rogers, PRESIDENT Councilmember Okrepkie here. Councilmember MacDonald here, Councilmember Fleming. Councilmember Ben, most here, Vice Mayor Alvarez. Let the record show that all councilmembers are present with the exception of Vice Mayor Alvarez. >> Thank you very much. And not going to turn it over to Councilmember Okrepkie and our city attorney to talk us through the remote participation under ab 24 49. >> this is a continued meeting. And so Councilmember Okrepkie is continuing to appear remotely pursuant to 82 for 4 nines remote participation exception for just cause. That does mean that we will be facilitating public comment through our zoom platform through the remainder of the meeting today. And are the public comment portion for the study session is after the presentation. So at the end, so at that point time, we will be taking public comment, both in person and through the zoom platform. Thank you. And before move into our continued study session, I want to turn over to Councilmember MacDonald for a quick statement. >> Thank you, Mayor. I will be recusing from the parks and recreation portion of this presentation as well as the

park and rec part of cip budget today at a due to a personal relationship. Thank you. >> Can we please also have Councilmember Okrepkie identify the other criteria under 82, 4, 4, 9, of who is if anyone is pretty present in the room with him at his remote location and the remainder of the statement required under ab 2, 4, 4, 9, >> Absolutely. Councilmember prepping. >> Yeah, I will attend this meeting remotely under ab 2, 4, 4, 9, applying the just cause provision because I have a contagious illness which prevents me from showing up in person. I will participate with both audio video turned author of meeting in this room. I'm accompanied by no one over the age of 18. >> Thank you. All right. And with that housekeeping out of the way, we can move on. I guess we have one more pies. All right. There's one more piece of housekeeping. Councilmember Rogers. >> mayor have the same recusal as yesterday when we discuss anything that has to do with the seasons of which is threw cans and I'm on the board of can so. Recuse myself from discussion. And I just wanted to clarify she is an uncompensated. Member. >> She does get paid, but it is a conflict not under the Political Reform Act, but it's a different type of conflict. Thank you for making trip that transparent. >> All right. And now we're ready move on to the main show item 3.1, our container continuing review of fiscal year. 25 26 operations and maintenance budget and capital Improvement program. Budget.

MADAM City manager. Thank you, Mayor. Good morning. Mayor vice and members of council this morning. We will begin our presentations with the fire department. And just a reminder as we go through additional reductions, we do have staff waiting to plug in numbers so we can either make those recommendations as we continue the discussions and have staff go back and do some research know we can wait to the end. So leave it up to this body. Turn it over to you. Scott Westrope. Okay. Now you got me. Good morning. Staff members of council Scott Fire chief, the city of Santa Rosa with Mia, Sarah Roberts, our finance analyst for the fire department. >> And we're going to go through our proposed budget for fiscal year. 25 26. Starting with organizational chart. And this reflects where we're currently at today. We have 165 Ft is assigned to the fire department. This is reflective of the positions right now, including the 4 positions that were they were given earlier this year, major budget reductions. So we are one 69 at the beginning of the year. We're one 65 now. And I'll turn it over to Sarah for the next 2 slides. >> This slide shows are fired expenditures by fund source. General Fund had a 1.6 million dollar increase salaries and benefits and a 1 million dollar increase in fleet maintenance and replacement. While the department is not set the administrative or fleet I'm going to highlight that battalion Jason Jenkins, deputy Chief Mike McCallum and our Fire Marshal, Paulo all work diligently to try to find any operational efficiencies. We can. In our public safety and prevention special tax,

which is formally this current fiscal year, we purchase or to transfer capable vehicles. And we anticipate no large upcoming purchases for the upcoming fiscal year. So any current increases are due to salaries and benefits call is and some small I'm expenditures for fuel and any supplies. But we have added measure it the measure h one for the upcoming fiscal year which will total about 1.6 are sorry. 6.7 million. I apologize. And with our cip fund we had increase of cff and revenues which told about $630,000 and we're allocating those funds to the South Center is a station or the future station. 9 as well as establishing a new project for the permanent station 11. In addition, we had some funding for up from the end of the former fire station, 5 least payment. And so we are allocating that as well to the permanent station. 11 key. On the next slide. We have the fire expenditures by program with fire operations and includes the 1.6 million increase for the 126 sworn t's and includes a reduction of the 12. Ft is for the truck back out. But that MAY need to be adjusted depending on what gets decided. The general administration there was a decrease to the removal of a 25 story fiscal year. 24 25 call a place holder and a deletion of a field fte. Our prevention. There is an 11.9 increased due to our sorry, 11.9% increase salaries and benefits. And then again, a note that county tax measure h has been added for the upcoming fiscal year totaling 6 point 4 Million. Of a change

in our expenditures. And that concludes my slides are east >> Thanks, Sara. So moving on to the operational highlights are operational review. The fire department working kind of break this down by bureau in division here. So I'm looking at the operations bureau which consists of suppression. Mostly that's the fire engines, ladder trucks and squad. You see on the streets every day, our suppression division response to a national average of 78 incidents per day looking a calendar year 2024, that's just over. 28,000 incidents, the recount is incidents. And that as I explained yesterday, looking at unit response is over 34,000. So again, the the example there is a structure fire counts for one incident, but 5 units respond to a structure fire. So that's why we count both. Operations also includes our Emergency Medical Services division as I stated yesterday, that accounts for about 69% of our call, volume and suppression. That's not including in response in response where we have medics, they responded to 5,210 calls for service resulting in 1048 diversions from engine or truck company. Responses to ems calls. Our training and safety division provides training and maintain certifications for all employees facilitates over 32,000 hours of training per year. And the support services division, they handle all of our policy management facilities, fire station construction, homeless services, liaison and information technology. And

the Fire Prevention bureau. They're responsible for reviewing updating and enforcing fire related codes ordinances. That minister over 4,000 inspections per year over 865 Cooper inspections, which are has meant inspections. 11,000 weed abatement inspections and they reviewed 1705 plans this last year. Our administration bureau, which are really the unsung heroes of the fire department. That's a small team. We talked about yesterday. They manage 64 million dollar business operation that we run. So they manage all of our business finance, human resources and it resources for the fire department. And in our emergency managers, we currently have 2 emergency managers. They manage citywide preparation, mitigation response recovery to natural and human-made disasters. Moving on to the accomplishments that we achieved last year. We place to advanced life support squads in high demand service areas funded by safer grant. And the vehicles provided by the center is a fire foundation just as a pointed reference, our squads in since were in Septet are since they were put to service in JULY of Respond to 4500 calls for service. So they're very busy unit, busy and it's and really making a lot of different center response time and her call volume. We completed our 5 year community-driven strategic plan. It was a joint labor-management along with the community to develop our five-year plan, looking into the future. As we've talked about several times, snowy county measure h passed by a ballot measure bringing in. What's projected to be 6 half million dollars a year. We'll see what that really turns out

to be. It could be higher. We broke around a fire station 5. It's moving along very well, which is an exciting time for the community. We monitor it through video feed. I have it up on my computer screen and probably watch it a little too much. But we're estimating the completion date for station 5 to be NOVEMBER of 2025. The fire station, 8 of the roads on fire station rfp Vert for design. Build contractor was awarded estimated completion date is fall of 2026. We received to 2024 pierce type on fire engines which you see there on the left. Those words for through the vehicle replacement program. We ordered those in fiscal year. 21. 22, we purchased 5 fire suv's, 3 pickup trucks, one electric vehicle. And we received 2 type 6 wild land firefighting engines just about 2 weeks ago. There were purchase a few years ago with pg e settlement funds. We still have 5 type one on engines on order. They're supposed to hit the assembly line this year and we have a ladder truck on order that won't be here for for 5 years. Probably. Our support staff and admin handle to over 16,000 and a half phone calls in 2024. Averaging 64 per Business day and handle of is very busy front counter and permitting and a plan review as well. Continuing here, we promoted 2020 employees in including engineers, captains, battalion chief's in Division Chiefs. We heard 19 new employees, firefighter, single paramedics and a deputy emergency manager. We continue look at making improvements in implementing the vegetation management ordinance, which a lot of what as the council approved. Fire prevention conducted 512 fire investigations referring 54, the duty investigator leading

to 4 s and 3 suspects cited. And one of the things we look at is our fire loss versus fire value saved in 2020 for the fire loss was 3.8 million dollars. But our firefighting efforts resulted in 10 million dollar value saved. And last but not for community outreach. They conducted over 100 community outreach events and touch cpr to 1160th graders across the city. We launched the weather website which the mayor highlighted yesterday with a with director Tickner. We responded to 60 mutual aid assignments through the metric master mutual aid System, emergency management, mutual aid system in the emergency in the emac system. So we responded to in some regards Malibu. I'm sorry, Maui. The policies in fires as well as fires in Napa, San Bernardino to Larry Ventura and Marin counties. So is it was a busy fire season last year and we anticipate will be another busy fire season this upcoming year. And with that, turn you for any questions or comments. Thank you both. Looking to my colleagues questions. >> MacDonald. >> Thank you, mayor. And I'm sorry if yesterday went through some of when I had to leave, hits, I apologize to community members. Vertigo hits and we never know. And so I apologize. But one of the things I wanted to ask you is what cuts could be made to the fire department with out closing an engine company during the considerations for that. And again, I apologize if it's redundant. >> We do have some considerations. We've been in lengthy talks with the city manager over the course of the

last. 12 hours or so. She'll be presenting some different options to you later on in this presentation. Regardless. I were hoping to avoid a mini station closure, any company closure because that's direct service and community. But I just want to make sure because we have 3 bureaus 165 employees. And I do members here on the dies at the time or not. The one of the things I said is I believe that each one of our 165 members has core service values to the organization from those who work in the front office to prevention, emergency Management. So regardless of the cats and I and I know this goes across the city and across all the service providers that we're talking about are the you have to make hard decisions on is is there will be service impacts along the way. It's just we're trying to figure out which is the best risk management assessment of of which cuts were going to be able to look at. So we provided the city manager with a list of options. They will be entity today that will hopefully avoid any sort of company closure at the engine company or truck company level. >> Thank you. Maybe you went through this yesterday was city manager and it will be presented as well. But you spoke yesterday about some of the revenue streams that you're looking at for fire. Could you walk us to some of those projections are way we could potentially be doing? Because I don't know that there's a lot of other departments. I have the ability to do that. Curious. >> Yeah. So there's a couple different things we're looking at right now. The first one and probably the easiest one is we're looking at our fee schedule. Fire prevention is

is really are a revenue-generating bureau within the organization. And so we went through with the with the pet updated fee schedule this year last year and looked at our fees. Then in the state law changed to where we can only do cost recovery. But we're going to go back and look at other fees that that we currently have in the prevention bureau making sure that they are where they should be. So we could increase revenue and that way. The big thing that we're looking at right now is I don't really have any projections because we've just started this. We've just retained a contractor to to look at this. But we're looking at our ems system, City, emergency medical services system and where revenue lies there. We looked at it. The story is that when I was an interim ems chief in 2014, I looked at it and it did not go over very well. But the world changed since then. And I think we have another. We have another look at this part of the first response analysts contract. We have a Sonoma County Fire District. Looks at. They're the part of the contract is they will pay for an assessment and a feasibility study and a delivery of different options. We have an revenue generation. So. We retained a very, very good contractor that we're very confident will give us a good look at that. They have 3 legs to their contract right now. But what the plan is, is there going to go through and look at what is the risk benefit model of each one? What is the projected revenue of each one? They will present us with a all a current list

of options that we can look at. Some of them MAY be to Councilmember Rogers question yesterday. Some of MAY be our facilities that are not staffing property and they're using us as live teams and things like that. So that's part of it. And also just a few for service for ems So we have a lot to balance out there. And once that's done, we will present it obviously to the city manager, City, attorney finance. And then we will bring bring you the list of options that we have for revenue generation. But the end goal of that is in the end, the end goal of that was to make sure that we're paying for the squad personnel in perpetuity. Once a period of performance ends in JANUARY of 27. I believe that we're going to see a number come back. That is greater than that. So we can not only pay for those personnel in perpetuity, but we can also generate additional revenue that we can to think that we can put towards the fire department. >> And if we were to cut firefighters, how would that impact the revenue or potential revenue? >> So certainly in its it. There's an impact across the board. Obviously mean there's the operational impact. There's the human factor impact, but it's going to impact the revenue generation because we're going to have to figure out what cause we are are not going to. We're not going to maybe be able to be an all risk department any more. And we MAY have to pick and choose what calls we go on based on what proposed cuts might come to fruition. So certainly that would have a impact. And then also on the administrative side with, you know, chief officers, an admin staff and, you know, all those things, it's going to cut down or on our capability to administrate some of those things. It's going you know, it could result in we have to hire somebody to be the administrator versus doing it internally. So there certainly could be an impact across the

board with any reductions just because as I say, already were already so lean and we have been leans sense really since the recession of those 708, were just coming back into that. But we will find a way and we know that that revenue generation is a priority of yours. Its priority of the city manager. And it certainly an area where we think we can lean into and make a big difference. So were not only helping ourselves, but in turn will help in the entire city. >> Thank you. My last question is on slide one, 13. Showed that in the general administration that already been a 1.5, almost 1.6 million dollar cut. When was that could mean I'm sorry, say one word. It looks like there's been a cut to the budget on slide. One, 13. >> so what this slide reflects is what the current print, the current proposed budget cuts and tail. Okay. So this includes to Sarah's Point. This includes the blackout of a ladder truck. So this isn't to 1.5 number that you see here is including that number 4, the reduction in personnel that are proposed currently. >> Because there was already a cup made FEBRUARY, correct? Fire department, correct? Major, we. About a million. >> Major, major, we reduced for firefighters to the total of $900,000. And we also dedicated 2.2 million dollars in one-time funding from vegetation management. And from while then there were wild and resiliency response. Strategic plans, those 2 million dollars at a vegetation management 2.6 million dollars out of we 2 point. So that was our major

reductions. So this would be addition to addition >> All right. Thank you for that clarification. Spend Thank you, mayor. Actually, my question is really similar to Councilmember MacDonald on. I really concerned looked at the blackout and the 12 positions that will lose. So but I Phil, thanks is to hear what the city manager MAY come up with along with you in terms of of alternative some and wait for that to thank you. Thank you. Yesterday we spent quite a bit of time talking about the difference between blackouts and brownouts thank you very much for that information. >> I had a related question which was when we enacted for he was 20,008 and they they were in effect for a period of years. What were the consequences that we saw at that time from having some place? >> So in 2007, 2008, and then I'm off my life like of here. But we're running about 19,000 calls year for service. And this year, we're we're very close to 30,000 cars a year for service. So there's like I said yesterday, there's a system might impact deployment of fire engines and ladder trucks is a game of chess, not checkers. And when one company falls, it affects everybody. And obviously we're much busier now. We have a different threat Matrix with the infill housing in the growing up in Santa Rosa along with problems always been there. But now it's obviously risen to the level of its very much in our faces. So we certainly side increase

response times in a decrease in our response time, compliance. >> But the one thing that in this story resonates for me, even though it's been almost 20 years. >> Is we were rotating brownouts between station 10 in the Southwest and station 11 in that year college. So the crews are having to move back and forth. In the story is that station 10 was closing for the day. Car pulled up in front of station 10 with the pediatric cardiac arrest. Luckily, one of the off going fire captains, who is one of our deputy chiefs now happened to be there doing an equipment spot is able to start that care. So well, there is a system wide impact for me. That story resonates more than anything is if it was not for grace of whoever you want to believe in, if not for that grays of that person being there and being able to start an slice, poor care of that child would have passed away. And so having those companies open and so in the community arrives at a fire station in expects that care to be there. You know, to me, it's it's those one-off stories that really make an impact. Yes, it affects the entire community. Yes, it effects our response times that affects our ability to recall personnel and bring that back during large-scale events. But it's the granular level that really sticks with me of. It's that one life that makes a I just share that story with you. Haven't really shared it in front of can never share in front of council before. But when you ask the question, really hits me in the heart because that's

that's the crux of it. And, you know, I know you're facing hard choices and we want to be part of the solution. Want to be a part of solution for the entire city and diverting services anywhere is a very, very difficult. And we so that's where we want to work with the city manager and bringing alternative solutions so we can haul serve the community that were dedicated to serve. Thank you for that. Thank you thank you for the conversations that you have been having with the city and with council that passion of the community for for the fire department is obvious. And that was evidenced in response that all of us have seen here on the dais. >> All right. There has been a lot of creative thinking as my council members have touched on. So thank you very much for that. I don't have any further questions at this time. Anything for my colleagues. We Mark Recchi with a question. >> disembodied voice has a question. Chief westrope you spoke Usually you go into a little bit of what mutually beads during an event for firefighters after the event and then posted that mutual aid that we tend to provide. >> So. Mutual aid of nc or part of mass mutual aid system and part of the California. Statewide beach late system that also includes emergency managers and even support staff to some degree. So that's where you look money. Mac. So it's kind of across the board. What we can do will use typically see is master mutual aid request comes in from the state are sometimes federal government and we are prepared on a daily basis to send out a certain amount of equipment at the end of the day. You know, we really have to balance that with. We want to help all that we can. We

want to give till it hurts. And still be able to protect our community. So it's always us this fine line that we have to walk. So the call comes in, we will push a resource whether it's a type 3 fire engine for a while. That event, it could be a type one engine, which is a structural firefighting engine to protect homes. It could be yes engine, which is the green engine located in Bennett Valley, or it could be single unit resources so it could be overhead. Businesses positions, such a strike. Team leaders forward observers, whatever the case MAY be. So there are dispatched to that event. They operate for up to 2 weeks and they can opt in or out after 9 to 14 days. They can come back. We could switch them out. But that resource and those personnel are dedicated to that incident and they operate in that incident. And I will say that. Since the Tubbs Fire and the Kincade fire into the cause of the lightning complex and the into the glass fires. We know we've gotten here in Santa Rosa. And so what we've always been dedicated to the master mutual aid system. There is a there's a different layer empathy that we have. And we have when we get more back and so the crews go out and then when they come back, obviously now on top of what we're accumulating on a day-to-day basis, but behavior physically, you know, those firefighters come back and they they've compounded that. So, you know, in my sort of in a in my opinion it it's one of those things where because of what we went through and in

Santa Rosa between 17 and 20 we have battle scars and deepens as battle scar. So we've really focused on favor of health and wellness of our employees. You know, we provide different opportunities through different avenues of debriefing defusing time off. Things like that. To make sure that those employees are taken care of. So that's sort of the people side of it is it's a lot and it's a lot of work. You don't get time off. You don't get down time. You make it a couple hours of sleep in a hotel, but it's a lot of hard work and our crews put in. I mean, I get letters every deployment from community members from. From striking leaders from other fire chiefs of how great our crews are mutually events. I don't know how well the stories circulated I don't mean be out of pocket that and the la Fire is one of our crew safe states state saved Stevie Nicks House. And so Stevie Nicks herself was very appreciative of that time, which was which was pretty impressive. On the back and sort of the financial piece of it is. Those those line items. So we have non-contract over time, which is our our over time. That is. Dedicated to sick leave industrially vacation, things like that. And we have contract over time. So we get reimbursed for those events when we get reimbursed for those events we send salary survey every year and we are reimbursed at one and a half times the rate of that employee that is supposed to cover that employees deployment. Plus any backfill when they pay a one and a half times. So it's we do make a little bit of money. And then

right now we have a 14 going to 15% administrative fees. So we do make a little bit of money on it. It's it's not a lot. But it's one of the things we're talking about is okay. Do we push an increase our deployments in order to make a little bit more money here and there on the revenue side in. But we're trying to balance that. That conversation of okay. What's that mean for the employees? Because we have to fill seats. We can't just lisi. It's making on a fire engine or a ladder truck. What does it do to them physically and behaviorally? And we're making sure that we're protecting the city. So we're walking that line. But we're also looking at does that increase our revenue line a little bit every year? So hopefully answer your question. Councilmember. >> That was great. I guess I'm just trying to put in the context of Brown lockout set a strike team. How many? What what kind of resources that how many are going down? Time is required when they come back. And what does that mean? We would have a blackout or brown now in terms of being able to staff are stations that are open. >> Thank you for that clarification. Sarah talk so much about. My answer your question so what is going to do? It's art. It's going to decrease our ability if we have less staff are left less engines on the road. It's going to be his or ability to send strike teams out. So a strike team for us as a foreperson engine company goes out. The typically what we'll see is will be part of a strike team, which is 5 engines and a and a leader. We'll send that out as part of part of county wide resource.

But typically what we see is it's not just the request, one or 2 strike teams. So we MAY sent 2 engines out. Yes, engine located station for is mandatory. It has to go out as a statewide resource and we have a contract signed that it will go out so we could. Very easily send out to injure 3 engines and then overhead with that meeting, single resource unit leaders or whatever the case MAY be. So with that, we would lose 12 personnel that we could back staff to our organization. Plus the single resources that go out so on a heavy deployment, if you look at la Heavy deployment, there probably 15 to 20 of our employees that were out which makes it that much harder for us to backfill what we have in service here. So it would it would, you know, the loss of those resources would increase the complexity and finding, though that fine line and that balance point making sure that we're helping other communities but protecting ours. Is that better answer? >> That's a great answer. So to be fair to say that. >> If there brownouts or blackouts that if we were asked for mutual aid, it would either be short staffing us at home or telling people that. The fire department are arguably the most urban mega fire experience can help them. >> It would be it would be that decision point. It would have to be. And, you know, >> we're dedicated to serving the citizens of Saint Rose in the community of Santa Rosa. So we're going to take that priority first, but it would decrease our ability to help other communities. So it could very well be that we would have to turn down some

assignments based on our staffing levels to make sure that our community is protected. Thank you. MISS Rogers. >> Because it's question time have to ask a question. But I didn't want to say to you, but to all of you. I really appreciate all the work that you do, the sacrifices that you make. And it doesn't. It doesn't go unseen. Likely see it. And we really do appreciate So thank you how much of our time is spent lit community engagement. I saw some of that key pictures much of our time is spent with community engagement. Why is that important? >> So I don't have hourly statistic. I'm sure Chris says freaking out right now because she has a number. But we do. You know, we have one community outreach specialist right now them we used to have to. We've held one of those positions the position we have right now is funded through vegetation management has an lte so Chris is on the community every single day doing events from large-scale events such is. You know, the Chicken q and Tractor Days things like that to like we like we just highlighted, you know, being in schools, teaching cpr, making sure the community knows what we're doing. So I don't have an hourly count for you. I'm sure there is one I just don't have a right now. But what's really important to me is making sure that one of the things that we saw after the Tubbs fire in particular was, you know, an outcry of support from the community and there was a sense that they didn't know what we did. They didn't know that we were in all risk organization and that we were there for them. 24 7, 3, 65 so as a rededication to making sure the community was educated, aware what the fire

department does, what we stand for, what our mission is and they were there for them all the time. There's also opportunities with the educational piece of teaching cpr to over 1100th grader. So now we have 1100 trained cpr providers, 7th grade level. And there's been stories for years and years of 7th grade year, 7th or 8th graders saving their parents live for saving at the team member's life. Whatever the case MAY be. And lastly, one of the things that we've really as an industry have not done well with is promoting ourselves for recruitment and retention. So we have not. Told the story of what it takes to become a firefighter or work in the fire service industry. The jobs that are available, the different variations of jobs that are available, the educational path and the support that they have from the look, their local fire department to come work for the fire department. So as part of a recruitment, diversity, strategic plan where equity plan is. We're dedicated to going out into the community and educating these of our community and what a job, what it means to work here and letting letting the youth of our community no, that they have a team in a family of 165 that are there for them. 24 7, 3, 65. Then we will mentor support and guide them through any path of life. Thank you. Any further questions for the chief. Well, thank you very much. Stay close to maybe win the future. Are we welcoming Chief Cregan next? Welcome. Chief. All Thank you. >> John Cramer, chief of police here in Santa Rosa. And

today, I'm joined by our Administrative Services Officer, Pam Lawrence and we're going to go through together and present our general fund budget for 2025. 2026 go the next time. So we'll start with the first which gives the overview of the different divisions of the Santa Rosa Police Department. So we have our admin team and that's been a straight of service Officer Barnes runs We also have a grant analysts really proud of our grand analysts got over 1.2 million dollars grants broad and through her hard work with that. Our field services team at this is all of our uniformed officers, all of our specialty teams that are wear uniform and the supervisors in that division that are going out to the calls calendar year 2024, they went to 117,000 calls just over that equating to about 322 calls on average. Responded to a day. Our field services team, our special services team is all of our detective teams. Our professional standards team are training team is so much more who were kind of behind the scenes that are detectives, which had an incredible year being able investigate crimes, be able to have an incredible solve rate in our homicides and violent crimes in our city. Our technical services team with it as our dispatch team or records team. Our admin teams are property and evidence team with that which do so much. Our dispatch team took over just over 183,000 calls came into 9-1-1, dispatch center. That's about 400 or 502 per

day. With that. Our property and evidence team has over 87,000 items of evidence right now in our collection that they process, they maintain they prepare for court and so much more that they do. And then we have 17 of our positions that filled throughout those 3 different divisions that are funded by that piece with it right now. Next slide, please. I'll turn it over to its own words. Good morning. Mayor Councilmembers. >> And this slide shows our police department budget by funds. The majority of our budget is bite from the general fund about 93%. And this covers the majority of our staff are building costly costs as well as our contracts. We worked really hard to find ways to reduce cost center services and supplies. But that was very difficult because of increased costs for everything right now we were able to maintain a flat budget and services and supplies. And the next large portion of our budget is from peace That's about 6% of our funds. This is another critical piece of our funding. And we also received funding from federal and state asset forfeiture. This is from the seizure of funds during investigations. This is very restrictive on the uses of this. We currently are using this for investigative software and equipment. Another part of our fund, a supplemental law enforcement funds. These are funds from the state. And again, they have special purposes and can be only used for law enforcement purposes. We use these currently for Axon

contract body-worn cameras, Tasers interview room cameras and our Durham. This shows are department by program or division. Again, the biggest part or a large part of it is our administration. This is where department's contracts are a vehicle costs. Lot of our fleet costs. Building costs are here. The reduction of 2.6 is due to that where the coldest were budgeted for fiscal year. 24 25. Technical services as chief said, that covers our records. Dispatch it. Crime analysis. Team as well as our consortium costs for the public safety consortium, fees. That's at about a million dollars and support for your excuse me. Support Bureau is our training team. That increase is due to adding 2 officers that are training officers they provide in-house training at a reduced cost because we don't need to staff it with overtime or contracts. And the piece funds as chief said and 17 full-time positions as well as to intern positions. We also Rose and white or rose substation out of there. We receive about 130,000 revenue from the lease of the resin library. And we're hoping to move in there in the next few years. Field services is all of our uniformed personnel. This is where the reduction of those 13 positions are and budget it from. Investigative services is our our investigative services. So teams such as our domestic violence and sexual assault team, property crimes, violent crimes marks in gangs. We also have budgeted in

professional standards. Team and then lastly is our crime mitigation. That's under the cip budget. And this is where we pay for. This is funds from the and great and casino. This is where we pay for police auditor iPhone replacement plan as well as investigative software. >> And now like to go over some of this, the operational highlights. It was a busy year this last year for us when I stepped into the role chief created for operational objectives. And that's what we try to say with our staff with water operations are what our focus is. And that's violence reduction traffic, safety enforcement, quality of life with a focus on the mental health response model to those and for community engagement. And I talked to our team, I call for those are equally priority of community engagement with violence reduction. What we're doing out here and you see some of the tremendous progress that our team has made over this last year. And each one of these for operational objectives, one that we're really proud of after coming to council talking about 2022 with 12 homicides and then 10 homicides following next year. We saw a really dramatic decrease in homicides in Twenty-twenty 4 going on 80% drop to 2 homicides with it. So that's something that really took a lot of work. We're continuing to work with. We've seen uptick and 2025 that we've already had 7 homicides in the first 4 months of 2025. So something that we're really working with our team work closely with the violence. Richard Partnership under other key community stakeholders in this area. Where we see a lot of this violence attributed to its firearm violence. And we saw set the record for the most illegal guns season. The history of Santa Rosa. That

was 390 illegal gun seas off the streets of Santa Rosa. Something that kind of gets kind of undervalued in that, though his 390 guns were taken off armed suspects in the city of Santa Rosa with no shootings by or Santa Rosa police officers. And it shows what tremendous restraint, what great quality of training. They haven't supervision in the field to be able to get in these very volatile situations. Day after day, taking loaded guns off community members who are carrying them illegally and using little to no force in those situations and no fatal color are incidents with them. We're seeing a big uptick in ghost guns. We talked about that many times here before 125% increase going to 100. And 24 these illicit privately manufactured firearms on the streets of Santa Rosa disproportionately used in violent crimes and other nefarious activity and seeing a big uptick in juveniles possessing those firearms with that one thing that we saw with the reduction in homicides, we also saw very significant reduction in shootings reported in our city that we saw 173 shootings reported. That's still a staggering amount. But the one thing that really is eye-popping is 188 less shootings reported to our city. And that comes by having visible trolls out in our community, having dedicated specialty teams, which are taking some of that violent and repeat offenders who are repeating shooting after shooting. And so we take them off the streets. And that's something that really proud of a team and what effort they put into that and we're seeing less killings on less violence in the community because of their direct work. Next slide. And one of our other

operational objectives. We talked about its traffic safety enforcement and it's one of the top community concerns I get with that. I just got one this morning of speeding on Montgomery with that in responding back to them. And that's one of the top issues. So we have a dedicated traffic team and also our patrol officers assisting with this. And we saw this year that they MAY just over 23,000 traffic stops across our community. With that, I really try to highlight a committee because community still wants to see more traffic enforcement in saying you see quite a bit of that out of that or just over 10,000 citations. That was a 25% increase. Year-over-year. But you're seeing some of the results and that that we're seeing dui collisions with our dedicated staff going down the Saudi you. Collisions reduced by 18%. And we took kind of the Triple Crown from ad this year that we were named to the Department of the year, the supervisor of the year and the officer of the year with that because and that's that doesn't just happen by accident. That happens because we're making a concerted effort to be able to focus on traffic safety, getting dui offenders off the streets we see year after year fatal dui collisions in our community and their hard work and being able to have the available staff to be able to do x or enforcement in this area and you're seeing the results and that was literally saving lives with traffic. Another focus has been on our priority. One response time we talked briefly about that says yesterday that we're at 7 minutes and 7 seconds 3 years ago and are bringing that down. And we've seen that reduction now to 6 minutes and 31 seconds. And that's why having staff available spread throughout the city. And priority one is when you're calling 9-1-1 saying I'm have an emergency and I need a police officer right now and still 6 minutes. And 31 seconds. It's a really long time to wait for a police

officer to arrive on that scene. So it's something that I'm really working to have strategies to be able to bring that down and have the staffing that allows that next slide. Some of the other things that we talked about is with community engagement. With that we had just over 55 formal events that the police department held. We responded to hundreds other community events that we've attended through that we get invited to be a part of those. But 55 events that our community engagement team hosted held, be able to go out in our community. We work to spread across the city and each one of those. And that's so important for me. And I try to go to as many of these as I can myself personally, to have our command staff team are civilian team members are officers these and decide to opportunity for us to be able to rebuild some of the trust in our community and make those connections and why love to be able to hear. It's some of the concerns of the community has so I can learn about those things sings that we can to be able to make sure we addressing those concerns and what I'm overwhelmed they seeing is the truck, strong community support for our team. And I love for officers are civilian team members to see that and be able see man, you really are appreciated in the community for the work you're doing. So it's been a a twofold benefit for that. We also worked on a new comprehensive five-year strategic plan. We create 6 different pillars with 37 objectives. So it's a very robust plan. But we really have a lot of things that we're gonna do toward focus organizational wellness with it for also achieving excellence and so many things that we're doing that still encapsulates these for organizational priorities that we have. Well, this has been another over the last couple

years and we see the same thing across the city of so many of our staff responding to these traumatic events and that still 173 shootings that the team went to and for the homicides. And that doesn't count hundreds of sexual assaults and other traumatic events that our team goes to. So we really been trying to have that up approach of providing that support with them, whether it be through training, whether it be one thing that we launched this year that we are excited about as we have an employee assistance program. But we see of not as much as we want to people engaging in that south through a pilot program to a grant. We brought therapist into the police department once a month where had an office hour officers civilians could meet directly with her. They want to talk about it. Confidentially and then had her going to briefings having her doing on boarding when new officers come on. So from day one, they know the resources were there. And I know strongly for my career that the more you do to have that impact and have someone who has that support, they use less force. They treat people better. They do better responses. Nothings. And that's one thing that's really going to be important for me and my time chief, the real time Crime center, it's been another one that we touted a lot in the community about one really important thing to do is we're building a system that's changing the way we do. Law enforcement through advanced technology and being able to support what our team to do. And to this day, not one dollar of general dollars have been spent on the real time crime center. Everything has come to grants. 2 federal earmarks and other efforts

that we're doing. So we're building something that's a model for the North Bay here without using general fund dollars. And that's our continue pledged to be able to do that. The build something and we're seeing it used in violent crimes. We're seeing it used with any type of sideshow behavior, reckless collisions and other crimes like that and excited to see the continued progress that we can making this year. Next slide, please. All right. That's our last one to turn over any questions. >> Thank you both. And I'm turning my colleagues for questions as Rodgers. >> I again appreciative for all the work that you guys are doing. Your department has in the community and it is appreciated and >> I did have a question about some of the proposed Cuts that we're looking at and how you're going to deal with some of the things that I think are important. >> I think on the sites are important. Yes, but the things that I see our traffic. Our our fight against that all in the drugs that we have on our streets. So what is going to be the impact and how are you working around this with this? Because it's still going to happen and we still might have to make cuts. But I'm still helping that you have a way to still be able to protect our community when it comes to these issues. >> Absolutely. So this has been something that really we spent the last 8 weeks really analyzing the police department working with our command staff team, working with our labor groups and trying to be a partner with the city and understanding that we need to see some

reductions and how can we be part of that solution at the end of the day, of course, they're going to be impacts. It's undeniable. But my job as chief to see like, how can I mitigate those impacts and make sure that there's not not only a safety component to our community, but safety component for officers and to make sure that they have available support dealing with some of the hi liability incidents that we're dealing with day after day. The initial cuts that we're looking at. And we're continuing to see what that looks like today is what we talked about briefly yesterday. Eliminating one of our k 9 positions with that 2 of our downtown enforcement officers. So we go back down to the 6 in downtown enforcement will lose some of the weekend coverage. We'll lose some of the on the days that we do. The Tripoli enforcement that Megan passenger talked about today that we do and do the engagement on once a week of going out to some of the encampments. And that's why we're seeing just remember it wasn't that very long ago that we had encampments of more than 100 and the city of Santa Rosa on old Stony point behind Home Depot on Bennett Valley Road. All of those locations have that. And really this was a collaborative effort in the downtown enforcement team, the Housing Community Services team, Catholic Charities and host and response team. All of these teams really come together tp w with the fire department. Each one of those all coming together collectively. And we're seeing some of the downtown will go back to 6 with that. We've made tremendous progress in the last 2 years downtown. And we universally hear that from

our business community. And my hope is that we're able to keep that progress with the 6 that we have in there. And there's some of the hardest workers that we have in the apartment and really work with not a very desirable job times with the downtown enforcement team and some of the messy situations that they have to deal with. Our traffic officers. At one time, we had 9 motorcycle officers and the city of Santa Rosa. We're going to go down to 5 with that, too. So there will be some impacts when we hear community members talking about traffic collisions, our traffic enforcement in there. And we're going to continue to work. We have 42 square miles to do traffic enforcement in with 5 officers working to do that with that. So they'll be some impacts on that. And we're going to continue to work that when officers patrol officers are available between calls that they can take those. But we're seeing less and less of that free time for the patrol officers today to do some of that traffic enforcement. The detective we're analyzing working with our detective team, our largest team that we talked about yesterday is our domestic violence, sexual assault team. With that, most likely where that cuts going to come from. Unfortunately, they work out of the Family Justice Center. I was meeting with their sergeant just last weekend and talking to them about what are going to be some of the issues of cutting right now. They have a caseload of between 20 to 25. Each detective has of sexual assault, child molestation, child porn downloads that they're managing with it. So they'll have to spread that out. Among the other ones, we have 318 secs registrants in the city of Santa Rosa. That they're in charge of managing supervising and making sure that there not re offending that something they'll be able to continue to manage and is

spread out among their team. The traffic sergeant position is going to get eliminated. So we're going to have to spread some of those responsibilities. The other supervisors and patrol supervisors will have to take that on with that, that that is traffic sergeant that was named the bat officer of the year this year. But those are some of the ones that we're going to have to have some of those impacts and they're managing the dui enforcement with it. The fatal collisions that we're investigating with 6 fatal collisions last year, but hundreds of serious injury collisions that they investigated. So those are kind of the things we're going to lose. That background investigator with that. We have one with that. That was going to be more manageable for us, that we're going to spread, that other officers will take that on as a collateral duty and quite frankly, I don't think we're going to be doing as much hiring for a little while with it. So that's one that I think can be. It's going to be impactful weather. We can manage more. The police tech one. I think we'll see a reduction in lobby hours about when people can come in for getting reports and getting vehicles. I got towed or other assistance. The dispatcher one, we're working with that that the calls are going up with that. And we have 24 dispatchers that are spread throughout. 24 7 with that. And they have all have different working with our dispatch team about how they're going to be able to absorb that. And still be able to answer 9-1-1. Calls in a

timely manner. The field evidence technician, they're processing the crime scenes with it. So we'll just spread that out. Will be some more on call with it. And the biggest loss that we're going to feel from crime scene technician is there handling other reports like that of collisions, burglaries like that in lieu of a police officer should now you're going to see either. We don't respond to some of those calls anymore. Are they have an extended wait for them or an officer is on those calls. When an emergency call comes up with that in, we're evaluating what calls were just not gonna be able to respond to any more as a community and its. It's going to be a different service level in the city of Santa Rosa from the police department on the nightly with it the same as the community service officer. That's an incredible position because it costs much less than a police officer and is able to do a lot of those things that we've seen that go up from 8 community service officers to to so now we'll have one community service officer left and the police department that's funded by piece up and the piece op funds are dwindling. So that's probably going to be our first one that we cut from piece. Next here with it. So we'll have community service officers for the Santa Rosa Police Department. So those are the impacts working to see what we can do through that. And so you're not feeling it in the community. And so we're not feeling it here internally and a lot of thought has gone into this about not reducing some of the other teams. And my goal was to not eliminate any of the specialty teams, but to instead reduce each one of the teams with it. So at least there's they're functioning. They might not be functioning

to the full capacity. But instead of eliminating all the traffic team or eliminating the game team or anything cis to take like productions to all those teams with that? I think it's the most strategic method at this point. >> Are we moving only say lobby hours? Are we moving towards filing things online more like how would people continue to have the service? If the lobby? >> Well, we've we've seen reductions over the years because the staffing has been dwindling. As we talked about yesterday, that so William staff was at 91 and now we're going 74. So we used to be when I start as a police officer here, we had 24 7. Records. Now we have Monday through Friday. They ship. So we already don't have any weekend lobby hours and we're probably going to have to. We're looking at what day of the week is the quietest day of the week that we MAY eliminate the lobby. And I'm working with the experts from our records team to look at what that looks like with that. We do have they take a lot of reports. I think misunderstood sometimes of how many reports they take directly. So if you come missing persons, stolen vehicles, stolen license plates, other minor thefts and things like that, they are they handle those right there in the lobby in Louisville police officer with that. So what you're going to see now more. It's just the same work. But it's now shuffling to a police officer gonna come in and take some of those. But that's going to directly respect your your priority. One response times because now they're doing more those type of calls instead of being out

there patrolling the streets. >> when we say lobby hours, if someone comes to the department after hours, what does that look like for that person? Is there someone there? >> lobby is locked with it, but they can hit a buzzer and speak to a dispatcher. And dispatch officer to come meet with them, they won't be able to come in and there's no accessibility, though, to get reports are I think you can just get emergency service like that. But you won't have record hours to get reports of you are the victim of a crime or a collision. Working to get your car out of impound. Are any of those services like Then that will be available. >> I'm almost finished chief. I promise how much fentanyl have we been able to get off of the streets and how many charges or how many people have been charged for those drugs that have been taken off the streets because I know it's one thing about getting him off the streets. But it's another thing about having people actually charge so they don't get right back out in. >> Re offend or but the judge back on the streets. If you have any thoughts on that. >> Yeah, the charge on is very specific site. I would I don't have that one with that. I do have just from our highlights from last year that we have a dedicated narcotic team of 4 detectives with that and they were very busy. So in 2024 for the calendar year, 40 pounds of methamphetamine, 2 pounds of cocaine just over 2000 fentanyl pills or the in 30's that they with 3 ounces mdma with that over 10,000 pounds of psilocybin mushrooms. With

that. 2 pounds other who suggest including lsd, 46 firearms and $315,000 of asset forfeiture funds seized by people. This is basically drug proceeds with that. They really played a key part. We recently had in the three-day span 3 overdose on fentanyl. 2 of those unfortunately passed away. That case would not have been solved without a narcotics team. Our narcotics team quickly are able to look at cell phones, other evidence to be able to recognize names, better, recognize trends and within 24 hours worked with our violent crimes team as a partner able to identify the seller who was selling cocaine as but was actually fentanyl with that. And people were taken at for these kids overdose from this one seller with that. That wouldn't happen without them. They also really are focused at our styles are not all just about enforcement, that we're all about engagement and education. They worked across the community and hosted 7 fentanyl town halls. They want to be partnered with you at church. Unstoppable. We did 6 other at all. 5 high schools and it tops Teen club where we had hundreds of community members collectively from all 7 of those incidents come together and we're really focusing on some of the prevention, some of the harm reduction and educating parents on how accessible fentanyl is today with it through social media and other apps with it and how you can recognize some of the signs so we can prevent last year that we saw. County wide just over its 560 overdoses with that. And we saw just over 100, believe, was 112 actual fatal overdoses. Fentanyl being the

majority of those. But a lot of where Polly drug, many fentanyl with some other drug on board with that, whether it be meth, alcohol or prescription drugs. So it's a real problem in our community and something that we're going to have to address. That's upsetting, but amazing that the team was able to do >> all that work. That's a lot of work. And it's a lot of lives that were saved, some of which are our kids that are in the community. Speaking about the church unstoppable and if it not even that we had how much time is spent on community engagement in. Is this going to be impacted? Are we still going to be able to do some community engagement? Because we really pride ourselves. You guys do the work that we're able to pride ourselves on that amount of community engagement that we have with fire and pd, you know, being out there and visible in teaching. So how is this going impact our community engagement? >> We're going to have an impact. And actually it's very timely. We'd I just had a conversations with our managers this week that. Week after week, every Monday I look at the Overtyme reported talking about we need to drive down over time. We've seen our overtime budget reduced over the years. It's it's again getting it reduced in this budget with it like that. So talking about how do we balance and is it, though? Is it responding to crimes or is it going to community engagement and where's the balancing act with it? So we have a lot of selfless staff who actually adjust their schedules to accommodate community events. But sometimes we can't do that.

Asking weekday employees the coming weekend. So the reality is we are going to be saying no to some community engagement at the same time, I told them it's one of the core priorities as me as chief. And we're going to have to find some ways to still get out there. But the reality is it's difficult to tell our staff you're not going to go out and investigate this violent crime with it. But we are going to put someone in overtime for community engagement event. And so the reality is we're gonna have to say no, we won't be quite as visible in the community, but I'm gonna work with the resources we have that still make sure that we're engaging and we're getting out there and continuing to build that trust. We have is it called? >> it. >> So that program, the volunteers in policing. Yes. How active are they and are we going to try really get them active and engaged if our officers aren't able to go out in the community so that they can do some volunteer work and still be visible and have a presence in the community. Is that possible? >> They are active and they really assist with just this week we're talking 2 of them are going to be volunteering at the Rose Parade for traffic in enforcement. With that. We're working to engage them at our new downtown substation of the mall. Lobby hours. But in lieu of a police staff have a volunteer in policing. There. So we just met last week and we're working what that schedule looks like. So there's certainly a great Force multiplier with that. Time is their their pollen tears and they have a lot of other Simons because they're also going out putting out the radar trailer helping Mark abandoned vehicles, a lot of other tasks they do administratively. So we kind of have a mat there, max

capacity, but I'm going to certainly be asking them to help as much as they can with that. I >> Stop asking questions that I do want to point out that MAY is mental health Awareness Month and I'm very thankful for all the work that the department has done in our community in internally for mental health awareness Thank you. Thank you. Thank you. Were to go online to MISTER Kriski next. Thank you, MR. >> a couple questions for and I apologize. Have you read yesterday? But I was a foggy yesterday and so I mean, little bit of a reminder. When you talk about the e t. The downtown afford to do that kind of a misnomer, isn't it? >> It misnomer and the way that downtown endorsement team implies that they're just downtown and quite honestly, they respond to calls across the city of Santa Rosa and they really have become kind of our de facto homeless response team. Quite honestly with that and are really thing is like we lead with compassion like our team is out there going. How can we engage? They worked very closely with the host team with the housing community services within response and really, of like we've seen. That team has been incredible force multiplier in getting some of our unsheltered community members into services at the same time, they play a key role in any homeless individuals or any community members. Not following the laws. And Santa Rosa are not accepting services. Then there is going to be some accountability for that behavior. And they've really been helping us with that. They work really closely with our abandoned vehicle officer. And I've told over 150 a legal rv's off the streets, like that. And that's

why you're seeing you're not seeing some of the major chief, some other communities, multiple call me going. What are you guys doing? Because everyone's leaving Santa Rosa with rv's in coming to our communities. It's because we're working toward getting some into shelter when they're when they're open to that, get him into the South parking program and that, but if not to the downtown enforcement team has a citywide impact on the homeless encampments on rv's with that. They're patrolling the Princeton role. Greenway are other trails throughout the city of Santa Rosa. So much broader than just downtown, but continue to have a focus on downtown making sure that we have a safe and vibrant downtown for all. Thank you. >> I appreciate that. I mean, I had the opportunity to. I had the opportunity to speak to do a ride-along with dtn be taking over too. Was it colloquially known as the mud? And see what that area was like? Don't think you really understand where talk about encampments, that it's not a 10 trick. You the month. It had upside down vote. I'm not sure how that gets there. But the work to dt and dpw remove helps remove the trash. It is. It It's great. I think you guys track how many yards of trash ut Pw work to remove that you do. You should. Moving So remind me for discussions yesterday that the proposed cuts, some of those are vacant. Some of those you think you get you through attrition and retirements ensure. Is correct?

>> Yeah. So currently we have for all for the civilian positions are vacant. We've left that to the hiring freeze, have left those they can't. We had just this week police officer retire. So we have 6 sworn police officer positions that are currently vacant >> our style, the police department is really engaged organization before self with it and really talk to us about what's best for the organization. When are we going to retire? A lot of talks about how we can reduce laying off. Some are incredible new officers that have just been hired and trained. So we've had some candid conversations. And I do expect at least 5 for retirement by the end of this calendar year. >> Thank you. And my last question is. Yesterday, you talked about how we're already short-handed when it comes to tenants over the weekend and that the removal of one would win be more detrimental to to our processes. And been criticized for that. Is that correct? >> Yes, we have in our last staffing study, we were called out and and where the concern came from of these patrol watch commanders. It's it's difficult to understand what they do. But what they're doing is responding out to the serious events and making sure that they're managing those making sure that we're not having these critical incidents go with it. And there's a lot of complex decisions and you need that more like 30,000 foot view as opposed to the patrol sergeant who was really more in the weeds of actually involved in the incident with it. So I think that's a critical role.

And we don't have those for the graveyard shift right now. The nighttime shifts with that. I agree. I don't think the lieutenant position is the most strategic cut for us. And that's one that we're really working with the city manager about what are some alternatives where we still get the savings for the city? But look at what are there other more strategic positions that allow us to safely manage these critical events that are happening on a more frequent basis day by day than we've ever seen in my career. >> Thanks. And then that's that staffing study. Was that by our independent police auditor by different parties. >> We have hired an outside firm who does staffing reports. And so we had we have shared that with counts of it was in 2021. With that. So they did a complete review with that. There are other areas that they brought that said that we need to have at least 90 officers and patrol with that. Currently, we stay closer to 81 officers and patrol. So there were a series of other and since the same with having dedicated property and evidence staff with it. So there were there were many other areas that they pointed out with that that where need to grow in our staffing and are not meeting that's practices. >> Okay. And then going forward, is that something good >> could handle in terms of determining if we're following best practices for staffing or or coverage for police. >> We can certainly liaison with them. I'm not sure if that's their expertise, per se, but we can certainly they work with police agencies across the state and even the country. So we could certainly share and share with them. That staffing study and get their input. And I would welcome their input on the issue. >> I mentioned that it is one MAY not be their specialty.

You did mention the fact that it's due to these help prevent the escalation of some incidents. And that is kind of that is their their expertise is what happens with those events, escalated toast. I think I might be something that they could help with those my questions. Thank you. >> Absolutely. That is a good point with that with the supervision. They certainly have expertise with that. >> Thank you, MR. Donald. Thank you, Mayor. Thank you. Chief for the presentation. >> So you said already that we have about 6 vacant seats in. You're expecting about 5 more retirements by the end of the year. Is that correct? Correct. >> when someone goes out on retirement, would you say that they're the top paid? Officer are somebody that's at the top of their scout by the time they retire. >> Certainly there at the top tier because we have incentives built in bike with your not only years of experience, but with laterals. With detective assignments like that. So certainly those are some of that in their classification. They're at the top scale of that. >> So those were to be replaced by officers. How much of a savings would you say that we had? Taste on that? >> You'll see a significant of a ship. And so Lawrence wants to about 25,000 at the minimum with that, I think you can see even greater with some of the incentives with it. You're also seeing they're going to be pepper employees like that. So you see significant savings and a retirement with that versus many of those who are retiring are all classic a person ploys like that. So you're going to see is a legitimate even a greater gap there with some of the

retirement savings. >> And we were just to retain the officers that we currently have. We talked briefly yesterday about the amount of money that we invest specifically with as rpd to get an officer ready to be out on the street by themselves. I think there's some shattering that has to happen at the beginning of their career. And and so can you just remind me again about how much that is to not just out that an officer, but how much we actually invest is a city in the Santa Rosa on our current officers. >> Yeah. So it's over $200,000. A direct cost or $87,000 that that's just to send the police officer trainee to the police academy. We have just over $15,000 to the background progress not only for some of the testing, but for the staff time involved with that. And then so you have a form of background process with and that's where doing an oral board. We're doing a written test. We're doing a medical test. We're taking a psych test, a lie detector, host of other tests that we go through like it through this process with it finally coming to me for a chiefs interview, then they do the 20 week Police Academy, which is mandated by the state of California. With that, we pay not only their salary and benefits in that time but their firearm, their equipment, their training, then they start the field training program. That's 22 more weeks that we do with them of internal orientation and then they write for 20 weeks with a senior officer where they're getting graded every day and evaluating the basically. Had a really do the job with it. So all that combined you're seeing a $200,000 investment before

from the day they apply to the day they're driving a patrol car by themselves with and then we continue to invest in that and those trainees and now they're police officers or for the many years to come up. Now, host of other mandated training that we give them once their solo patrol officer. >> I think this is just a critical point simply because we have new officers that you're saying could potentially be cut. But we've already invested about $200,000 per person in the city. >> Correct. Handing And what we're seeing is welcoming some of the cultural change within our like the young officers that we're bringing into this organization reflecting the community that we serve in so many areas. So we're really excited our community is overwhelmingly seen some of those things and seeing some of the benefits like that. So I'm excited about the new officers that were bring into the organization and how accepting they are working with some of the changes were bracing in law enforcement and with the continued to build that trust with our community need to. >> As far as the homicides that we had at the beginning of the year. Would you say that those were related mostly to domestic issues? >> We started off the year with the 3 homicides and that was a father that killed his estranged wife and his 2 children and then ultimately killed himself. We don't count him as a homicide, but the 3 we had another one drunken party subject was shot at the party with it. We had another one that was directly domestic violence with that where and 2 people engaged in a

relationship and he shot and killed is dating someone and then chucked out of the vehicle left are dead in the street and then 2 other juveniles who died in the fentanyl overdoses and we ultimately charged the suspect with homicide. In that case. >> And and if I remember correctly, you are saying that you might have to reduce a detective for under the domestic. It issues. Is that correct? Correct. And that's one that and not only dealing with the sexual stations. >> But significant domestic violence is and we saw that the year before when at the 12 that we saw 5 of those were related to domestic violence, unfortunately continues to be something that plagues our community that we're seeing not only domestic violence, but you're seeing spousal rapes and other things like that. That's something that we work with continues to be something that keeps that unit very busy. >> I just think it's such a critical thing to point out specifically because it's such a violent crimes. How many calls a day or roughly do we go out to the Santa Rosa City schools for assistance? >> We go every day. So and 2024 for calendar year 24 from my memory. It was 1772 calls that we went to for that year with that. And so it's it's a daily experience. And we're going to see some big changes on our Santa Rosa School systems this year with starting with Montgomery and Santa Rosa High, having combined campuses of a middle school and high school where working closely with the school board and school officials expect that to be significant increase calls for service. When you're putting 7th graders to 12th graders in one combined campus with it opens up a whole other host of things. Victimization of younger students with it. So

there's going to be some real impacts for that that we're going to be facing this next year. >> I think from that perspective is also critical to make sure that officers taken off the streets. And we know that there's going to be some serious shifts to the community around the schools. Can you talk a little bit about ghost guns and how many were able to seize as well as how many houses you are able to go into and get rid of the 3 d printers. >> That was quite a bit. So like just like I specifically just our gang crimes team. That was something that we really saw gang crime continuing to increase. We had shut down the gang crimes team back in 2020 due to staffing issues. We brought that back last year and for their first year, they had over 92 firearms. Again, crime scene were able to bring back 4 of ghost gun lab that they were able to shut down 112 felony investigations that they were involved in with it and really have seen. And I think they play there was many factors in it, but they were certainly one of the key factors that are homicide reduction last year. The same thing with our special enforcement team are violent crimes team and then having the visible patrols on the streets of Santa Rosa. I know from my experience out there of having those visible trolls having those priority, one response times lowered. So you're able to get some of the offenders who are involved in the shootings off the street because you see them so much in this cycle of violence where there in one shooting there in one shooting. Same thing with robberies. We see sprees are robberies. So if you can break that cycle of violence as quickly as

possible, there's less victims on our streets. Thank you for that. >> I want to circle back Councilmember Crappie was talking about with the downtown enforcement team. Have we been able to see assistance with more people going into businesses and chopping in the downtown because there's much more patrol and have you had any feedback on that? >> And don't really hear very positives with that. And that's one of the things that hurt a lot of concerns downtown. I meet regularly with the chamber with the and other business leaders with Ed and here I was just talking to one of the jury saw runners on 4 street. He was telling me he'd been there for 30 years and he's never seen downtown looking this good with it. And he praises Tu loves Tim Barrett, our sergeant of our downtown Enforcement team are down and our team like really contributed directly to their work. And for really has been partnering with some of our other key community on the nightly. They're making a difference. We've tried to make a focus to even with public information officer about highlighting some of those things that we create a like a little video downtown enforcement team ice to downtown Courthouse Square, really just trying to highlight what a safe and vibrant community that we have downtown encouraging people to come the same as all of our shopping centers. We work really closely with Montgomery Village with Santa Rosa Plaza with cutting town and across are really a city like that. And we're really trying to have a presence at all those because we know that that's part of not only having a safe community, but all for us being able to have where people feel safe to shop locally bring tax revenue back to our city. So we're not

having such detailed kind of tough conversations like this in years to come. >> that was exactly what I was looking for is to keep You draw a straight line between having the downtown enforcement team as well as fully staffed public safety and seeing economic growth and said that we do have more tax revenue. Absolutely great. Thank you. And as for the tickets, how much revenue do we bring in when we have officers are you have the 9 motorcycle cops versus 5. How much revenue do we bring in when we get to write out tickets to people who? Violating the road? >> I don't have the exact number right now. You do see the state as with many things that we see what the city the state takes, a big lion share of those of citation revenue. But there is some that comes back to the city. So certainly the more citations we write, we do it more for the education forsman part of a trying to drive down traffic safety. But there is a revenue I could do a little research and get you that exact number. But I do know that the state takes the lion's share of that, but it does go to some things of like helping build court houses and other things like that that we benefit from. >> Okay. That would be interesting to find out because if it would be a little bit more of a wash, I would be concerned about cutting that and because traffic safety and and car crashes and everything that's been reduced, I would hate to see those numbers to go back up. As far as the public safety and prevention tax. Can you remind me what that

language is about? Why? The community has passed side to support public safety so strongly in the city of Santa Rosa, because I believe it's always the number 1, 2, or 3 goal that we get feedback from the community. So can you talk a little bit about the prevention tax and how much that supports please. >> Yeah, it's absolutely critical for us. So we have 17 positions and there that's including some of our downtown enforcement team are motorcycle officers, 5 patrol officers. We have tenant and 2 sergeants and that and a host of civilian staff as well. Never dispatcher dispatch supervisor field evidence tech, the community service officer. Our last one. Funded by peace So it's something that we're more heavy on staffing with it because I know directly like that's what makes our community safer as police staffing. So that's something that we do less equipment and infrastructure things and that more on having more bodies out there in our community with it. And that's something that we focused on. >> And so is that language supplement or supplant? Do you know? >> Its its intended to enhance the operation so you can't supplant all weekend cut 5 officers and then plant those using peace out funds with it. And that's very clear. And the law. >> Do you remember how high the passage rate was on that public tax? >> It passed overwhelmingly when our and our police association has that we were involved with both back in 2004 and again, when renewed it because we see the direct benefit of those things. As we saw overwhelming support from our community. I was with a group of other city leaders that went out and did a lot of community engagement leading up to the last renewal and heard directly from so many

people of wanting to see support both police fire rbi's for mentioned programs. And that's why we're really proud that we're able to renew it and be able to have that enhanced coverage for our community. >> Great. Thank you for clarifying that. And I think it's important for us to have that information as we make decisions So much. >> Thank you. And thank you for such a detailed explanation of all the benefits your team is providing to our community. It's a pretty profound. I'm just curious along the lines of everybody here today would like to see us you few actual cuts materialize in terms of both personnel and the effect on the community. And so I was wondering, you've mentioned that you're going to try to be creative in moving teams around. And I'm just wondering how you'll do that in. Also what kinds of impacts the community can expect. >> Yeah, this is the difficult thing because we have all these creative ideas. But each one just like every other department head, it comes with an impact. So one of the things we've talked about is do we have a dedicated property crimes team in a dedicated narcotics team. But we talked about the fentanyl overdoses and like had the tragedy that we're seeing time after time with that, our property crimes team is is unbelievable. The amount of fraud and abuse it out there in our community and literally dozens of case where elderly community they're getting wiped out of their entire life savings with so many scams right now. And there's literally hundreds of these cases that are happening and they're so laborious of the hours of work that going going through all the financial records. But one of the ideas is okay. Do we have to? And Louisville police lieutenant, do we have to eliminate another? Sargento? It's one

less supervisor that we have there. But do we combine teams be to combine property narcotics are do we eliminate our special enforcement team who's going out there helping with the priority? One response with it. So those are some of the options that we're looking at. Where you're going to see is you're not gonna have the true narcotic expertise anymore. When you have a combined team and you're going to see some cases, people are not getting their life savings back because you have to have dedicated staff that's been Detective Jeff Woods was honored just this last year that he's our this year. He was honored for a case where former irs agent retired and built multiple elderly residents at a millions of dollars all of their money away. He spent almost a year and a half working on that case of going that going to La to eventually to arrest her spending weeks in court. If you don't have that expertise, then you're not going to solve those cases. With 8. >> And you hate to be in the position of saying one kind of crime is worse than another because the person 2 min happens. It's just horrific. I did have a couple of thoughts. Just curious if you've considered I mean, nothing can really replace someone like and that sort of accounting and law enforcement prowess. But thought about putting an emphasis on retired accounts, getting them into the vets program. I don't know if that might might help out a little bit. >> Having retired officers joined the VIPs program, retired accountant. Oh, yeah, that actually is a good idea to be able be able to use some of their expertise and they have some staff that you will have They'll have to be able to testify in court with their expertise. With it and be able

to stand kind of that void here process in with that. But it's certainly something that we're doing we're trying to look creatively. We use our as much as we can. The city manager, I was talking about present due attention like we're looking at all these different type options to be able to reduce the costs by not though, impacting some of the service to our community. >> Right. The other the other question I had and imagine the state or the state probably regulates is in a way that we can do this. But what know there's multiple policy conflicts around this, but what it would take to achieve more cost recovery on our traffic enforcement. >> Yeah, we do costs recovery right now. Just on dui collisions. So there's there's a law that allows like the suspect driver in a dui collision for us to recover the costs of those whole collision investigations and quite frankly, a dui collision takes a 6 to 7 hours by time for not only investigation. The booking the report writing the towing the vehicle with it. So we're able to get some costs recovery out of that. With that wealth to explore more about, like cost recovery on just everyday collisions with it because really, those are for the most part civil matters. It I wasn't thinking about collisions. I was thinking about citations for that about that would be statewide is that's a state law. So we could work with the state and that's something that we can work with the city manager with 10. She's very involved with city manager groups across the state. I'm on the board of directors for the California Police Chiefs Association. So that's something that I could bring up at her. >> Imagine the state does, you know, take a bit. You said they take the lion's share of the revenue. What I'm curious to know is do they regulate the rate at which we said the citations or are we able to or

do they take and do they take a percentage of that rate or do they just take a percentage of whatever rate we said? >> The state sets the fine amount we can set. Maybe city ordinance violations, but currently we have no one to enforce city ordinance violation. So we don't really write many cities so we could do city ordinance violations. But we have to have someone to actually prosecute those. And we do not have that. >> Right now. Mean, that would be a challenge, but it MAY be worth considering because it's traffic. Safety has become such an issue and pedestrian safety bikes, bicycle safety has become such an issue in a focus for us. It MAY be worth revisiting has a as a way to prevent losing traffic officers. Absolutely. That anyway, thank you so much. This is a really difficult conversation. Thank you. Thank you. MISS Been Thank you, Mayor. >> Chief. Since we've been back and forth a little bit positions. I just was wondering where we're at at this point in terms of what we're looking actual proposed cuts. I think you mentioned. For civilian vacant vacancies and then 6 Warren police. They can't. Is that correct? Or did I just hear that, So those are that are vacant right now. The proposed cuts are 13. And then we added a 14th this week with it. So >> we have 6 sworn bacon season and 4 civilian vacancies. That's less than the proposed cuts that we're facing right now. It's less ok? Currently on the cut, it would be 10 sworn police officers of 8 police officers, one sergeant and one lieutenant. So tense Warren and then for civilians right now for 14. Okay. >> Could you talk a little bit about the potential of cutting a lieutenant someone in that

position. >> Yeah. This is the one going back to that patrol watch commander and again, it's difficult in each way and kind been a sleepless night kind of thinking about okay, if I do this, what is it going to do here with that in but I do feel strongly that the lieutenant position is going to be very complicated for us to be able to still manage the scenes and make sure that we're providing the highest level. Response on these critical incidents and not ending up in viral videos that you see across the nation. And that's something that I do want to make sure we do. But that's going to calm probably with the cost of losing sergeant and reducing one of these teams. We their elimination specialty team or combination of a specialty team. Are taking another police officer. But really not being more than one police officer. So right now, I think the highest likelihood is that you're going to lose one of the specialty teams and a sergeant with that with it to be able to do that. But like I said, it comes with some impacts. I'm going to be working with our labor groups this week getting more input. I we had some preliminary conversations last night and there were frustrations with all the choices. So that's why I kind of said, let's let's slow down. Let's hear what the final decision is and then we'll work collaboratively to figure out the most strategic way to absorb these cuts. >> Thank you for Just most of the questions I had wherever dso, but I did you know, just want to let you know, of course, concerned about the downtown enforcement team. You know, we just had the opening of the substation and how how

wonderful that was and what great feedback we got. Just from all the surrounding neighborhoods and not and the merchants, of course. And then of course, I heard a lot from the merchants about the improvements. And I know that's, you know, just people tell talking. But it's really important that they're very pleased with the way things are going. So I'm very concerned about the impacts just to let you know, and also I was at that chops just to say it was an excellent event. Parents were very engaged. They brought their kids with them. It wasn't just them. So too, look at cutting back on those kinds of events. I think it is probably not desirable at this point because it's so important to our community right now in terms of our young people. So very concerned about that. And then I think you also mentioned not having someone over that at the Justice Center. I hear that correctly would be a reduction. So currently are domestic violence, sexual assault team. >> Works out of the Family Justice Center and it's part of their collaboration with Verity with so many other groups in there and direct conversations with them daily with it that for the detective cut, we're still working with the detective team. And I want to get some more input from our investigations. Lieutenant, but preliminarily, they're the largest team right now, but they're the largest because they have the highest caseload of the highest call. Outlaw them. And this works at significant cases with that. So that's where, I have to take that cut initially. >> ok, so just wanted to let you know, really appreciate all the work that you're doing. As my colleagues have said, this is really difficult conversation to have with you

all. But thank you. Thank >> My thanks to my colleagues because think they've covered all the questions that need to be asked here. They've also covered to support the praise that srpd and the fire Department deserves. It's privilege that many elected officials in the country don't have when they they do not get to work for a city where you have to cutting edge public safety departments setting the tone for the region. We're well aware of that. And chief Cregan, made the case well for Srpd for all the work that the police do for our city. And again, as my colleagues have mentioned, that we hear from the community, we are we are well aware experiencing ourselves and we did not Chief Westrope was in convey that same, though those same kinds of compliments. We obviously here on that on the fire side as well. We know we know the fire department is again setting the standard for the region region and to some extent nationally. And so again, our thanks. We're going we'll move on to the next presentation. But thank you very much for the information provided today. City manager. Are we moving on to planning and economic development? Perfect. Good afternoon. Mayor vice mayor and members of the council gave Osburn director of planning and economic development. And joining me today is serenely know our administrative services officer. >> And we are happy to present the planning and economic development budget for 25. 26 similar to previous presentations. I will start with a brief overview over

organizational chart. We'll talk specifically about some of these functions later on. When we go through the different divisions and the accomplishments that the divisions have been able to achieve over the last year. We break down into some very unique functions that join together and are singular missions really, for permitting. We have our building department that also encapsulates our code enforcement team within our code enforcement team. We have pilot programs of our vacant lot in graffiti program. We have an administration division that is centralized, meaning that it provides support to all other functions. Administrative positions are not embedded in the divisions. We have our economic development team, which is very focused on economic development initiatives, our engineering team, which I often refer to them as order of the development process. They they are overarching as well similar to our admin team. They support building planning and engineering and they are really involved in the development process from start to finish our permit services division is our counter functions that handles the intake and the outgoing components of permits and also customer service at the counter. And then we have our planning department. The breaks into 2 sections. We have our current development planning team which focuses on development applications. And then our advanced planning team, which focuses on policy initiative. So at this point, I will hand that presentation over to Serino to talk about expenditures by funding program. Good morning, everyone. >> Us what you see in front of us is a variety of funds that support the planning and economic development department. You'll see a significant change with our general fund, which going to little bit more detail with in

the next slide. Thank you. Fund is a special fund that funds our public our program. So we see a decrease here largely because the we are not requesting any additional funds for this next year. This program operates on specific projects and programs that they do annually. And so we request budget as appropriate. So not going to be requesting additional funds this year, which is why it shows as a negative. And next we have our Santa Rosa tourism be a fun, otherwise known as srt bia. This is revenue that we specifically for tourism. For those who visit our hotels locally, we see an increase in here because we have increased our overall staff charge out to that fun from our economic development team. Epa Brownfields Grant that Grant has zeroed out. So showing no change. There. And then our administrative hearing find a specific for our code enforcement team and you're seen an increase here because we about 50% of that could enforcement officer that's going to be charging their time to this regularly. This is a change to our operations to help offset our reduction target. In addition, we have staff charge here when they are working on administrative hearing needs to specific cases that need to go to an administrative hearing. Officer as well as funding our administrative officers themselves. Okay. This light here breaks down the various programs that we have in planning and economic development. As you've been hearing from some of the other

departments, there's a similar theme where we see an overall increase in staffing salaries, coupled with the proposed reductions that we have for you determine today. So General administration, what you're seeing here is the net difference between a loss of administrative secretary position along with a decrease in the call is that were added as a one time lump sum in this particular account. And so we don't need that for next year so that there's a change there. And in in let's see here. In are also too, we pooled our resources in terms of our professional services. So it made year we reduced our budget 5, 457,000 for professional services. We also are proposing to reduce an additional 100,000 as part of this next fiscal year. And the remaining budget for professional services specifically for development services team is 150,000 and you'll see a variety reductions throughout various line items below. And that represents the pooling of the remaining professional services within the General Administration. Key largely so that we could distribute those resources equitably across the various divisions, depending on what might be. Moving down to permit services. This is the net difference between the salary increases along with the proposed reduction of the assistant chief building position official position, which is slated to be reduced in JANUARY of 2026. Mid-year

adjustment. Building plan review again. This is largely the difference between the staffing increases as long as well as the reduction in the professional services. Our building plan review team has used to have a large professional services budget and we would use that whenever we have staffing vacancies or we had an increase in permit volumes. We would augment staffing through those professional services. In addition, we also have seen an increase in our fleet cost and that shows up in building as well as an engineering and code enforcement. Building inspection again, this is the increase in the fleet as well as the staffing salaries, planning development, review this or current development team. This is the net difference between staffing increases is salary increases. We also have seen a reduction from a grant that we had received that no longer exists. So we have that net difference. With that loss and then some reductions related to professional services. And Vance planning is largely focused on salary increases. Are engineering division is again, the net difference between increase in salaries, reduction in professional services as well as increasing fleet costs. Our economic development team, we see a minor adjustment in. This is largely attributed to the staffing. The salary increases in a large number, significant increase in the staff charges that we're going to be applying to our star tbi, a

fund. Could inforcement. This reflects the set salary increases as well as a reduction in the code enforcement officer. In our neighborhood revitalization program has a minor increase. This is a dedicated program that funds 50% of a code enforcement officer as well as a 50% of the fire inspector. And then we have our cip in in projects. This is the line item encompasses said r s are to our fund any of those other types of project to counts that sometimes we had money to. Sometimes we don't. This is the net difference between each of those. Turn. Back to you. Thank. Thank you, Serena. And we'll start off our operational highlights by talking a little bit about the core service that provides and that really is permit review. >> And that is really start to finish from an initial application to the completion of a home, a commercial business, whatever the structure MAY be. And that really takes a joint effort from multiple divisions in the department. So a good chunk of our engineering team are planning team in our building team focus on this. And we've put this under the blanket of development services that's typically about 65% of our total staffing. And it really is has a bit of an ebb and a flow of that percentage based on permit volume. So individuals can move from advanced planning to kind of element planning. We really try to create a dynamic model that doesn't rely solely on permits for work. We move teams around and we make sure that they're able to do all functions within the department. That creates a new moments in that section. And really the relationship this has to our revenue is important because there is cost recovery. So when we look at the revenue and I know there's been quite a bit of

conversations through this process and rightfully so on revenue measures because that's part of expenditures and revenues are distantly related. And we've been in front of the council a few occasions to talk about fees over the last year. And we showed this slide in the past. And I think it's really telling of our revenue to expenditures. Picture. So the bars in this the amount of permits that we produce and you can see that that's really increased our spikes in 2017, 18 were associated with our response to the Tubbs fire that really continued into 2021. But we also saw a lot of development outside of the Tubbs fire in 2021. And what we saw happen with that is really our expenditures started to increase much of our staffing levels and 15 16 were still based on some reductions that took place in that really the recession that occurred in the staff reductions in 2008, 2009. So we see our expenditure start to build up with permanent staffing. But a big driver. There's professional services. There were quite a few professional services dollars that are coming to the department for supporting that peak and permitting. And as we see those expenditures die off a bit as we get into 23. 24, that is us removing our reliance on professional services, working more with our core staff to handle the permit volume. Now, the challenge that we've had over the years is that our revenue line is not really tracking with our permit an expenditure line. Our fee study prior to the holistic change that we made a year or so ago. I was really heavily reliant on big

applications and it would be bring in big spikes. What we did is we moved much closer to full cost recovery across the board. And that's holding a much better line him. What we'll see as we move forward is that will start to show itself. But I said in many situations what I'm really trying to achieve from a development services standpoint is a cost recovery rate of 70%. And that has cost recovery for when the application comes in to win. The unit is is constructed. There are a lot of services that protect pet provides on the customer service side that just aren't not suitable for cost recovery. So most jurisdictions try to achieve that 70 to 80% in the previous year in 23. 24, we were 44%. When we look at just the first 3 quarters of this year, we are now 54%. And one of the challenges is we are not fully adopted on to our new fee schedule yet. As our finance team mentioned yesterday. And so we think those that we're moving in the correct direction. So we look at these trend lines is actually a quarter one through 3 comparison. So what the chart on the left shows is these are toma per dire total permit volumes in quarter one through 3. And it's comparing fiscal year 20 to 23. 23. 24 24. 25. We're actually seeing permits jumped up, which goes against the trend that we're seeing over previous years. We have higher permit volumes and we see a pretty significant uptick in the revenue line, which those are good measures. So our revenue is coming in fairly strong and we think we're getting much closer to that. 70%. Our special revenue sources, we always talk about this. These are really surcharges that we bring in

for technology and advanced planning fees. When we look at process modifications in the departments and look to provide services in a more streamlined and efficient way, oftentimes that leads to a very heavy reliance on technology. The challenge with that is technology is not and we have to figure out ways to cover those costs. Our technology surcharge was our solution to do that. The council adopted this fee and we're seeing pretty significant revenue and that so that should help us with that flexibility moving forward, our advanced planning fees has some anomalies with projects that came in in previous years that really spike that revenue. But we think our overall trend lines will remain higher. That helps us work on the general plan that helps us work on major policy documents such as overhauls of our zoning code housing elements, things of that nature so really when we look at permits and I think this is important because it shows that the community is still investing in things as far as service and materials go. So this looks at once again, it's a q 3 analysis. 22 23. 23. 24. 24. 25. And this really shows the breakdown of permits that we see through building and planning planning very much is our pipeline. Those are projects that will move forward in future years. But what we see in a lot of building activity is there's a heavy investment in existing housing stock and that usually ends up being the case. When you have housing stock that is aging, people are doing kitchen remodels. They're adding bathrooms use are still fairly popular and we're seeing really good trend lines there. That's actually we have higher numbers than we did prior to. So that would be your residential edition and alteration. We have new

residential permits. When I talk about the accomplishments talk about specific unit generation that came out of those, but we're seeing a balance if there are reductions in permits, it is not drastic. We obviously track that because that affects our revenue. It affects our workload and affects our overall budget. But what we're seeing good see the same trends and planning that year to year. We're seeing very similar things occur. We have seen a drop-off in affordable housing projects and we have seen a drop-off in some of larger development projects that is typical to a 10 year development cycle. But we are seeing investments and just general labor and construction that's continuing through. And we actually anticipate that our permits as we close this fiscal year will be higher than they were last year. So when you move away from development services, advanced planning is is one of the really the core elements that that focus on in ped. And that's about 5% of our total staffing costs. This is really your long-term vision. Then that team works on the general plan, develop specific plans, housing element, zoning code. I will also work on state mandated housing requirements that are coming down the pipe. So that has become really an annual process and more than an o process, we're looking at a multiple times a year to incorporate state requirements into our local codes. It also really is one of those divisions. It's funded by the general fund. But it also is a division where we see an influx of grant funds from time to time when we work on general plans and larger leverages advanced planning fund to cover consulting

services for those documents. So economic development number another one of our specific divisions. It's 5% of the total staffing costs. Our economic development team really is focusing on our five-year economic development strategy. We were able to develop that plan. Much of that plan has pivoted to more revenue generation measures. It is focusing on large and small business support. There is a definitely intent behind most of that effort to drive additional sales tax. And that is a goal that the team has really taken to heart and is moving forward very aggressively in the first year of that plan. Inside of that is also our public art and culture team. That team is really a funded by the general fund, but it manages the art fund and that is a fund that comes in through private development when they do not incorporate art and it goes into the deployment of public art throughout the community. And this team is actually not fully funded by the General Fund. And as we see from the cost reduction measures, we've actually moved some of those general fund dollars over 2 srt bia. So it's it's basically a 50's 7% of the total staffing costs are on srt bia from time to time. It has experience one-time funding sources, you know, probably the most predominant over the last few years has been arpa and some of the programs that team has developed with Arpa funds. Code enforcement team is the other unique division. I would say our code enforcement team is very unique because of the level of service they provide to the community and many jurisdictions. Code enforcement is simply and just measures such as blight where

you're dealing with nuisance complaints and that would be debris graffiti. It could be hoarding activities. Our code enforcement team does building complaints. They do planning requirement enforcement such as The b l massage ordinances that really touching most everything in the municipal code and that provides a wide scope of work. And it really just drives a high number of complaints. So what we've seen is we've had things such as St ours and some of these initiatives that have driven some pretty significant complaints right after their adoption. And as you can see the chart on the left, it shows the amount close to the number of new complaints and we've seen spikes of a quite a few new complaints coming into the 2 most 1800 a year coming in through 23. 24 25, we're really trying to balance that out. But I think the team does an amazing job of really covering anything from homeless service encampments and the abatement process associated with those 2, some of our newer programs that we adopted, which are graffiti pilot program in vacant lot program, which are more proactive enforcement that then reactionary. They're predominantly funded by the general fund, but has mentioned earlier. What we're looking at is trying to fund some of those positions off of the administrative hearing fees. And that fee is really the cost recovery that we get through fines as certain parties do not address complaints, which we always try to get to voluntary. We can collect costs recovery through that process so that and that he's gotten to the point where we feel comfortable pulling more staffing costs on to that from a budgetary process. Almost rounding this out here. Administration team is a total of 20% of our total sped up ped staffing. As I mentioned,

they are centralized that provide support hall, all divisions within the department. One of the unique pieces to pad as we have a significant number of boarding commission support. We have 10 total and that and that's one of their main focus supporting all the administrative responsibilities for those boards and commissions. There's also records management. We really get out very high number of public records act request, which is shown on the chart to the side. And that has state mandated turnaround times associated with that. So this is predominantly general funded general fund funded. Excuse me. There's minor reimbursements from our special fee sources such as a start to be okay. So when we look at our accomplishments, there's there's a few things that were really very proud of the teams, but a lot of work in moving forward with the general plan update. We are bringing that to the council on JUNE 3rd. That will include our greenhouse gas reduction strategies, a discussion about the missing middle housing we were able to move forward in a very short order, a massage ordinance that dresses illicit massage in the community. The team also work through our landmark alteration process that was really joining 2 boards together to create our design Preservation board. Really that huge lift there to get that off the ground so quickly. And then also we've been planning a new fee schedule, which is really quite a bit of work over that over the years. Also, we maintain constant focus on housing and really what we've been able to do over this last year as we had 956 housing units entitled 3 of which will be affordable from a building permit issued standpoint. So those are really units that are under construction 516 housing units that we're in

the issue and status. And although this previous year we've struggled a little bit on our reena numbers, which is is part of the cycle we go year to year. We have come right back to the table with 74 affordable units that went to building permit this year. When we look at final building permits, I think those important because those are actually units, people live in. We have 824 that were produced for the community this last year with 397 of those being affordable. And then as you can see the chart on the right, there's a breakdown of the affordability levels for those units. For customer service standpoint, we are very forward-facing to the community. We track our inquiries. We received almost 11,000 this fiscal year. We have an average wait time of a minute. Customer satisfaction. We track that as well. From our survey. We have an 85% five-star review. What we focus on is that additional 15% because that's an important point. Those are often individuals that have challenges to the process and what we try to do is figure out how we can better our service in that area. Our part progress towards public infrastructure and code enforcement. Our engineering team with private development. I think sometimes it's often lost that through private development. We are replacing public infrastructure and we 100,000 square feet of street pavement that was done through private development this last year and 27,000 square feet of sidewalk that was replaced. We also launched our vacant building in lot program in our graffiti programs. And we initiate a strategic plan development for the Code Enforcement division. And this is really, as I mentioned, the

Code Enforcement division has such a breath of responsibility that we're looking at. Efficiency process is there and we have kicked off that strategic plan that we will be bright bringing to council in the future. On our economic development and advancements. We have implemented our five-year strategic plan that really sets that North star and the goal for that department. Some of the pieces that stood out is we are in the process of developing our one stop shop, both virtual and Are we our friendly description is our business lounge up in room 6 that we've been allowing that to be open to businesses where they can come in. They can have a very private conversation with our economic development team. We tried to have it feel very non-governmental. So hopefully it creates a space safe space for the community to interact with economic development team. And that's really sort of our small business can see program. He's into that. But we also created a singular point of contact for businesses where they can go to one staff member and they can really address any issue they have that staff member has a direct line to me. So it helps with some of the problem solving the businesses often run into and then very excited to announce that we were finally able to bring a farmers market back to downtown. And we're looking at initiating that kicking that off with the first Sunday approach. We're working very collaboratively with our parks and Rec department and other divisions of the city to start programming, family, fun events within that time frame. And we're looking at that starting in MAY and running through the summer. And I believe that ends our accomplishments, which completes our presentation. And I would be happy to answer

any questions. Thank you both for the presentation and all the work that went into looking climb colleagues. >> For questions, funding. Thank you, Mayor. >> You guys sure doing a heck of a lot here. I do question around enforcement. What do you call it? Is that what you call it on code enforcement? But the citations that people get for violations of our codes, code enforcement. Are we achieving full cost recovery on that? >> No, we typically are not for the citations and much of that code enforcement is is really challenging from a cost recovery standpoint because our first step is really voluntary compliance. So invest a significant amount of effort to to basically ensure that the issue is addressed without going to a financial penalty. The fine structures are controlled by statute in many situations. So we cannot necessarily achieve that. Now when something goes to administrative hearing where if we have a property owner that is simply not responding to the issue, it goes to administrative hearing that administrative hearing officer can reward full cost recovery. So through the administrative hearing process, often times individuals have to pay for the cost of conducting the administrative hearing and then cost recovery on the back end. So that situation can produce full cost recovery. But typically from a fine structure, it does not achieve the full amount staff. And we do want voluntary compliance with mostly want education. >> But I I am interested to know if we have full cost everyone. Things do get to administrative hearings. If that something that we're not an opportunity were passing by when when we end up in that situation.

>> we typically do so. The hearing officer typically awards full cost recovery for the amount of time that went into the enforcement to get to that point, ok, that's good. Donald. Thank you, mayor. >> Have a couple questions on slide. One. 27 you have. I think about 15 engineers. Do we contract out for as our engineers and or any of the services and pad? >> And that's an excellent question. So the engineering team is comprised of variety different positions. I actually only has 3 licensed engineers. So we have civil engineering technicians and it really does of right wide variety of work. So all of the work within the public right of way that we see on a regular basis is often performed by private development pg need, right? He'll companies that team honors at work for any long-range subdivisions. That team is out there from start to finish. Does the 5 years it takes to get that project off the ground in constructed. So what we have done at times because one of the challenges on the pad side can be vacancies. And we have very technical positions and recruitments can be a little challenging. We have leverage professional services to cover inspection and plan review on the engineering side. So that is a service that that we've been able to achieve from the consultant pool Serena mention one of the things that we're really looking at because our professional services is reducing is centralizing that and putting it to the biggest lead of the department and where that likely will be is.

And, you know, unfortunately, vacancies have a tendency to happen and where we have a bit of a gap. We also struggle really with the amount of permits not only annually, but also weekly being unpredictable and understanding demand. But I think the simple answer to question is there is a reduced number of licensed engineers, but we are also able to utilize professional services to cover gaps. There. >> Thank you. And then if we went to slide one, 28, there was a line in this budget that I don't know if it was in come out Owings for the as rt. It went from 500,000 to 700,000. >> So the way it works for part to be is the total amount dollars that come in through the hotel's that pay it. And then typically what we do is we budget ban against that revenue stream and one of the things that we have to be mindful of is any revenue stream can be a bit unpredictable year to year to sr tbi srt. I excuse me has held pretty strong. We saw significant dips and that revenue stream and the Tubbs fire because we lost hotels and also during the initial responses to covid because simply people could not use hotels. So typically what we have done is from the overall revenue stream. We have not budgeted that total amount. We are usually coming in underneath that number. And there could be a few good reasons for that. These funds. There's a wide variety used for these funds that could be used for marketing and can be used for infrastructure. So we try to program that year to year. But what we have probably taken over the years as more of a conservative approach and it's developed for lack of a better term, a surplus because it's brought

in more money than worse. We're spending. So when we show that we're budgeting more were simply just budgeting more against that revenue stream, which is a much higher than that. >> And in what part of the budget do a show where the money goes out for that? >> See, see it in 2 different places. It shows up under economic development in terms of staff charge out cert tba fund and then also to down in the cip and no one in projects line. It's reflected in there in terms of the net difference between a variety of different projects represent that line item. So shows up in 2 different places. And where does the money go out to? >> So basically it it relief. It does a few different things that we have. Our as our tbi board, that that runs and actually acts as a financial oversight for these dollars. And there's annual reporting that goes along with that through that public process that shows how it's spent. So of our total srt bia. We have 30% that is routine with the city and 70% that he's given to the chamber has a contract and that money for the chamber's utilized to run the visitor center it's utilized for visit Santa Rosa. It is also going into staffing costs associated with sporting up those programs. And then oftentimes it goes to events. So there's amount that set aside to actually go to a vet program. The city uses it mainly for staffing. But we also have event programming along with that. But those are meant the main core buckets that are really the expenditures of those total lesser tbi funds. >> We've done a deep dive into seeing how we could do some of our own type of Events. Where's that policy where it

says 70 30 or is that our policy or just how we've done business? >> That that dates back. That's under contractual language with the chamber. The 70's 30 split. What we are currently looking at is how we can effectively utilize the total dollar amounts. And we're currently working with the chamber. We have started the initial conversations of essentially sort of struck planning to determine the best use of those dollars long term. But hopefully that answers your questions. It's more of a contractual allowance and there is flexibility on changing that percentage. >> I'd like to explore that and looking at what putting out that 70%, how much that is and what we retain and what we could do potentially in-house. It's been Wales. Thank you, mayor. I just haven't couple of quick questions really? Looks like you your office does a lot awful lot. And I was just looking at the proposed cuts. So I I really appreciate that. My colleagues are kind of. Focused on cost recovery in revenues because we need to do that. But at the same time, I also want to look at what cuts are we're looking at so could you refresh my memory? What? You're specifically looking at since you have what I see, a very, very busy office. Yes. So we have a number of different cuts that essentially don't necessarily affect staffing. So some of the conversations about simply moving staffing. Costa, srt bia help offset the impact of the general fund. >> So that was really our first starting point. We did a

series of those. We looked at areas where we could actually move away from certain things. Get on special funding sources and that held true with actually putting more staffing on our administrative hearing fees as well as srt bia. We also looked at our contract that we currently have with the chamber. And I think this is in line with Councilmember MacDonald's point, which we had a contract in place $100,000 with the chamber to run events. We were able to remove that contract and we were able to basically justify a dedicated staff person for events and place them in the art fund and the srt be a fun. So there's no cost to the general fund for that move. And $100,000 comes back or professional services are reducing so were further dropping that down. We still have a professional services allotment in the department and that really is our relief out. If we don't use it unless we need to. But what history has shown with permit volumes being unpredictable and staffing vacancies occurring. We typically do use it to avoid those impacts that be to the community that's sort of experiencing those abrupt changes to the permitting process when it gets into the positions we are proposing an administrative secretary position that is currently vacant position as part of an administrative pool. Really what we run into with our administrative pool as they do support permits. There's a lot of frontline information that's provided to applicants and that is an elevated position. So it's able to provide a little more

technical background because the one of the main questions we get is what is the status of our permit. And one of the challenges is it's the planner viewer that has to answer that question. But when you have the plan review or answer that question, they're not plan reviewing. It really goes against what we're trying to do, which is really expedite the plan review process. So also through pra requests because that's a state mandated. There are a lot of records requested from pad and we get individuals that will ask for the total permits issued on a property from 19. 0, 6, to now. And we were one of the few departments that actually maintains private property records. So we got a lot of information there. So we think the impacts likely will be in that Our chief building official position or excuse me or assistant chief building official position as one of the other cuts. That position actually manages our Code Enforcement team manages the counter and actually also access a plan review or and I think it's important point many of the managers and pad also do plan review and they do day to day work. So as we cut that position where really assuming a 30% reduction in our capacity towards plan review. Now what that means is that doesn't necessarily mean 30% increase on the turnaround times because that's related to the total permit volumes that I showed in the slide before. And yes, monthly weekly and yearly do matter on that front. I think one of the things I'm really proud the team about is we're also cutting a civil engineering technician. But one of the things that we did because we really understand how ped Hasta, although we do have revenue, this is a much bigger issue. And we have to be a part in the sufficiency and this this whole challenge of reducing costs. We had the team live without that position for a period of time

and work efficiencies around it. And that was an exercise that what I was encouraged the staff to do because what we found is that they were really mitigated. They were able to leverage technology. They were able to work through other processes offset the impacts of that. So really with the staff reduction where we think the biggest impact is likely with our system, chief building official. And that really has to do with a lot of the day-to-day activities. So we'll have to organization. Change some things around that. But any time we do lose capacity towards really what I refer to as the wrenching hours of planner, viewer inspection, what it does is makes it difficult to hit those timelines. Now, a solution to that also can be one-time funds in the future. That's been the case before. But what we're really trying to do is set to a more efficient level and work our processes around that and simply just try to figure out if there's other solutions to the problem other than just simply saying that it will increase timelines by 50%. Oh, good councilmember. And the Serena remind me of is the code officer position is also on the block and that position really reduces capacity to the bigger response time. So as you saw in some of the charts, because lot of requests, some of these requests take a significant amount of time to work through. So what we're actually anticipating is that that can be pretty significant to our turnaround time. How that could be responded to is through our strat plan. We defined more of the court mission for code enforcement, reduce some of the responsibilities. So we're doing better and that core service area. But typically health life safety complaints. That's what we refer. We go to

first. So really sort of those tier 3 complaints that don't really aren't help. I safety. They are Blake, their new son. Somebody is not really at risk. That's likely where we would you potentially a longer delay in our response time. All right. Thank you. As Rodgers. >> Thank you, mayor. My question was asked an Thank you. >> My colleagues to cover my question is, I'll just note that 2 items that could have been listed on your slides for the accomplishments, our that the California Massage Therapy Council recently named center is a city of the year. Thanks to all the work that the community and had to Don the massage ordinance. Glad you hide highlight of that ordinance because that was a big deal for the city and then also is recently named Santa Rosa Business Friendly City of the year in Sonoma County, which is testament to what the economic development part Department is doing. And also, of course, people are right about the interest in Santa Rosa by public support professional sports leagues like United Soccer League like Minor League baseball teams. So Santa Rosa is really changing. Changing the narrative. The and thank you very much for being part of that for making it happen. Thank you, mayor, for point those out. Oh, excuse One more question for us. But Donald. >> I just noticed that you had 10 different commissions and committees that you oversize for staff with the combination of the 2 committees. How much reduction in staff time do you

think that that takes off of your plate? We combine commissions. >> Yeah, that that's an excellent point. We're actually going through some of that math. Now, the certain committees don't meet that frequently. And when we looked at the Cultural Heritage Board, their their meeting, frequency wasn't high. But we still have to monitor that. They're still cancellations. So what we're doing is really crunching the numbers that it took not necessarily just sort of long term and what we envision, but also the amount of work that we put into joining them together. So we don't have all of that data yet. But we do think that especially in our admin pull because just the managing of that, you know, potentially overtime costs associated with managing a bat that we think it actually has a fairly significant financial impact. And we're going through the process of crunching those numbers. Now. >> I'd like us to look into what other commissions are committees. We feel that we could combine for efficiencies. And while I love to have the community engagement, when they hear that staff's putting in a lot admin time and we're stopping not just, you know, the volunteers that come there, but the actual time for the meetings and everything else, City Attorney's office says a lot that goes along with Brown Act and the clerk's office. And so I'd like to look at and have you go back and see what other commissions and committees we feel we can combine to reduce this part of that. The commitments had spent on that. To your point, Councilmember MacDonald, City attorney and I have looked at this. >> And we do have a proposal. We would like to it through the mayor first and then bring it to the full body. >> Great. I appreciate that. Thank you. Thank you so much.

Thank you both. And with that, I believe are moving on to recreation and parks. Green's mayor and council. Dante Watson director recreation and parks unaccompanied here today by Jack Hammond, our Departmental Administrative Services officer. >> We'll be taking you through the proposed. I-25. 25 26 budget for recreation and parks. So with this first slide, I won't spend a lot of time on it. But this is our current staffing plan. It does reflect in the midterm a loss of one Ft in the form of recreation supervisor and also understand that this MAY be in flux. So I will do. Go ahead and pass it on to Jackie for for the next couple of slides. Good morning Council. >> This is our fiscal year. 26 proposed budget organized by the funds that support the recreation and Parks department. You'll see our total proposed budget is 34.4 million dollars. This is a 3.4 per million dollar increase over last year which reflects an 11 11% total change. Looking at the line items, you'll see that our general fund request is actually reduced by $151,000. This line you'll see competing factors the to the production of 2 Fte said is proposed is seen in this line as well as the salary increases across general fund department. The next line is the public safety prevention at which we implement through the Violence

Prevention partnership you'll see in 19 and a half percent increase here. This is due to the implementation at the contracted services for street outreach in crisis response, which is that a key component of the pp Strategic plan, implementation. The next line is the change for kids Fund. This is a 10.9% increase and this is due to expanded after-school programs that are Burbank, housing sites and expanded sites as well as increased programming and at the set and summer programs that center is a city schools. The next line is our special assessments. Tax districts those are the roadway landscape areas funded by a collective tax collected taxes of nearby residents. Although this line is reduced, it actually represents the same level of service and the reduction is due to a new land, a contract landscape maintenance with reduced costs. The next line is the Bennett Valley Golf Course. You'll see a 7.9% reduction. This decrease reflects a reduction in the vehicle replacement funds. The reduction reflects our ongoing efforts to transfer more of the operational expenses to touch down rather than funding them with the city's budget. The next line is the tax exempt golf bond. Debt service. This remained essentially flat. The debt service follows a priest piece set in return station schedule and the budget reflects that

schedule. The next line is the railroad Square maintenance fund. There's no change to this fund. And then the last is our Capital Improvement Fund. And this print is represents a 39% increase its 2.5 million dollars. This in increase is in the park development. Impact fees collected from residents. The measure and interest Ernie account and the development agreement for negotiated funds for youth community Park. This allocate those funds. I just discussed 2 different programming. I don't know what I'm looking for is the programming areas you'll see a small increase in most programming areas. This is reflective of the salary increase previously mentioned a couple of things to note the General Administration budget has a reduction of $358,000. This reduction the proposed reduction of the director of Recreation and Parks and the deputy director of parks. It offset By my train of moving right along to the aquatics line in this line. I it is mostly the adjustment in salaries. But I did also want to mention that we are making a operational many request here for opening up the new sprayground at the Family Aquatic Center. The neighborhood Services line. You'll notice a change of $538,000. That is largely the implementation of the contract for that outreach services that I mentioned previously. And then finally, the regional parks and park permits line.

This reduction is due to the elimination of the one fte recreation supervisor at the mid-year reduction and the reduction of the monies for the pony concession contract at Howard Park. Those are both reduced at the mit years. >> All right. Now get into Arsenal, operational highlights. A recreational division offerings range of programs. Activities and classes experience is to serve the community. Next slide. For violence prevention. She's me. Yes. For violence prevention, the collective him Impact initiative dedicated to fostering safe, healthy neighborhoods where youth and families thrive. The partnership aligns rebut resources and mobilize the stakeholders in Excuse including parents, schools, Comey, based organizations, leaders, businesses and law enforcement and other government agencies to reduce youth and gang violence in Santa Rosa, the pp oversees the choice grant program. Also the guiding people successfully referral program contracts with new hope for Youth Street out street outreach in crisis response. The pp collaborates overt and additional 50 partner agencies to perform outreach, education and support services. For parks, planning, division of Parks, playing division of the Small but mighty crew they provide for the acquisition and development of Park getting rid element of existing parks. This includes the designing significant community engagement for currently over 20 park projects, improving the quality of life for residents we prepare and our war did. Man, its grants that are also used to leverage existing funds. Parks parks continues to maintain over 100 acres of

Parkland. And over 70 acres of roadway, landscaping. Very visible in parks, but well, so do other vital work behind the scenes mention contracts working every Wednesday as part of the Tripoli team doing debris, cleanup and parks park staff are essentially available. 24 7, 3, 65, including our holidays. Our parks planning team again, completed several projects this year, including significant renovations at the Family Aquatic Center, which partly funded by measure and funds. In addition, the team had been preparing documents for 5 projects that will break ground and be completed over the next fiscal year with the majority of our breaking ground in 2025. These products will utilize. Projects will utilize a combination of funds from a park development, impact fees measure m grant funds. As far virus. Prevention partnerships, accomplishments. They initiated the cycle. 12 Choice Grant program for I funding to local agencies rolled out by the Clean Slate Tattoo, which is a part of this strategic plan contract with new hope for youth who is in getting acclimated and doing well in the community continue to implement the safe. Can campus intervention program at center of the city schools are while also expanding services to wrote Rose on charter schools. This includes a 8 youth empowerment groups. I local middle schools continue oversee the guiding guiding people successfully program receiving over 150 for referrals to date. And I conducted 6 educational community meetings, a partnership with Santa Rosa police on the dangers of fentanyl and youth gang participation in Santa Rosa.

All right. For parks planning, the team has completed several projects this year, including significant renovations. That family aquatic Center, which as we've mentioned, part partly funded by measure m in addition, the team has been preparing documents for the 5 projects. As I great break ground this next piece fiscal year with the majority. Great breaking ground in 2025. Projects utilize a combination like I said, Park development measure am and grant funds. Before we move from now with Fit Finlay Sprayground will will be open this summer. We hope around Mid-JUNE. Continuing. All right. For the parks maintenance out. Parton, maintenance amongst the many things that they the park a month program, as you all know, was very successful. And it's been in hand side, but also by the use measure and funds the also we're using utilizing measure and funds to replace plate playground surfacing it still Lane park with more upgrades at other playground surfacing surfaces. Plant Measure am is being utilized to enhance the Luther Burbank home and garden public restrooms and other public restrooms plan in the future. And I turn it back over to Jackie. >> So this is a review of the Bennett Valley Golf Course. Fund summary. So the expected revenue is 187,000 transfers in will be 500,000 for a total of 687,000. The operations expenditures expected to be 378,000 transfers out 395,000 for a total of 774,000. The expected use of reserves is $87,000. Here you'll see that broken out a little bit

further. The revenues is broken into 71,000 in cell tower and then currently reimbursement of 116,000 transfers in from the General fund are 500,000. The operation maintenance expenditures, 378,000. That's broken out into the debt service of $63,000 and the operations of 315,000. Our total transfers out will be 395,000 for bond. Debt service us. Finally, a few highlights of things have been happening with the Bekaa Valley Golf course. Touchstone is investing in the golf course operations by purchasing a point of sale system creating efficiencies also enhancing point of sale system for service at the Iron and bind restaurant. They've been doing ongoing at keep up the maintenance keeping tree stumps and other dying trees off the course. Additionally, they have had had some impact in our community by donating $6500 to local charities. All So >> that will conclude for us Any questions. We'll we'll take at this time. Thank you very much. A lot of great projects not list. Looking at my colleagues for questions from >> Yeah. Thank you. Could put to the Bennett Valley Golf Course one and talk about going into their reserves. Are we talking about general fund or demean our which for its reserves? Are we discussing? >> Good morning or staff members. The council's Scott Wagner, deputy director of finance. So that Bennett Valley Golf course lives in an enterprise fund. It is separate from the General Fund. This here. This use of revenue and expenditures? Yes, it shows that that independent fund essentially is not going to bring in enough revenue

within the year for its expenditures within that fund. We are comfortable bringing this forward at this time where our hope, which is not a word I like using in these in these times is that. The revenue coming back from touched on the vendor using the course MAY make up for But again, that's part of the reason why we've come forward with a $500,000 ask from the General Fund. Thank you for the information. You're welcome. MR. Patterson. Thank you, mayor. >> I wanted to ask about everyone knows. I love the part the month. I want ask, are we going to continue that community outreach? I think it's very important when I want to commend and thank your staff. They come with smiles, enthusiasm and willingness to help the public and volunteers and we get a lot done. So are we going to continue that program? The plans are to absolutely continue that program for all the reasons that you just mentioned. >> Meanwhile, us. >> I just wondered if you talk a little bit about measure am, you know, we've talked you your staff has come here and talked about it before, but just a little expand on it a little bit. Please. And I'm sorry. Regard and in regard to what I mean, it's it's listed here. But in terms of the budget. For 25. 26. And I'm trying to find a real quick. This is on page one. 43 >> because I to ensure your colleague explain that particular line item and it might have been me might have

in me. Missing it. I'm one 43. I guess it's different for Mine says one. 43. Yes, that's the one. >> So that's the expect the expected revenue from that action So we will be allocated those funds the department, I'm sure you've heard has in establishing procedure for those trying to do a 50, 40 10. That's how we choose to allocate the funds. So 50% goes toward cip 40% towards park maintenance and 10% towards recreation initiatives. The recreation site over this year. I don't think we mentioned previously we were able to do some fun programs implemented additional tops programs I install a paratransit site at are from the community center to enable people to have better access to our programs at that in the community center. And then we allocate in the cip budget, the funds that we received towards different projects. We collect them until we can fully fund projects that we can get off the ground in terms of park maintenance. We have a variety of ways that we use those funds. Currently, we've been using it to staff additional resources, temporary staff resources to help initiatives at different parks. Thank you. And the only other question I received a lot of correspondence about the senior center. >> folks seem to think that we're going to close it. And I just wondered if you could address that for the public really or maybe you don't know at this point. So >> I can take that over. Thank you. Through the mayor. The

plan is not too close. Senior centers. What we wanted to do was to to present programs to you. And, you know, get a recommendation on whether or not you want increase fees on any of our programs, but we're not going to sunset the senior program. Thank you. City manager. All right. I think that's all I have. Thank you. Thank you. And I just one actually one final question. All right. You did a nice job in the slides of highlighting some of the significant projects that we have under way, particularly around parks. >> So so much of our conversation yesterday and today is talking about the challenges from the budget. Park's and Rec is going to be a bright spot for the city for the next several years because we've got great projects under way. They're going to go live for city residents could use a just a few words about what Park's and rec is doing to get some projects out the door more quickly making sure that not only our existing parks, but it and it in at least one case, notably Southeast Greenway. We're gonna have a just a fabulous new Park. >> I mean, really just working very collaboratively. We have had additional some staff additions, which which have helped. But just working trying to work very efficiently utilizing as last time we present it to you about the measure m Dollar utilizing those fines again to get projects to, to finish line as opposed to kind of have and monies be allocated to other projects. And there's kind of, you know, in waiting in stasis. So those are some of the some of the things that we're doing to try to move those those projects along. >> Thanks to you and thanks to our city manager for for all

of that effort. Think that saying that concludes our questions for right now. Much obliged. We will move on then to transportation. Public works. MR. Hennessey. While Dan is getting ready for his presentation. You know, as you talk about cip projects either during this presentation are next. You can talk about the holistic approach here, having for all of our cip projects, including parks. Yeah, thank you, city manager and thank you. Mayor and council see Transportation public works. I know that capital projects are. >> Top of everyone's mind tonight, would hate to spoil the 2nd half of this presentation on have to hear from in a few minutes. So it's ok, I'll get back to that. But please ask questions as they come as part of the Department budget presentation. A list of the services that we provide on the screen in front of you this time. Last year we were at 261 Ft after the mid-year reductions down to 2.52. >> This list does not reflect the 2 additional reductions that were on the list yesterday. By fund. We have. And increase of our total budget of about 8% for next year in the general fund. That's a little over 2%. The general fund budget items that have increased our salaries and benefits electricity for keeping street lights signals and city on. >> And then professional services contracts through our facilities division to manage and supports those locations. You also see a significant increase in our pair transit operations last year. We had require to do rfp for a new

contract for a pair transit. We had one good response with significant cost increases from the same provider that we had the previous time. That's all reflected in the transit budget that I'll talk a little bit about towards the end of this presentation. Lastly, you see significant increases in the equipment repair fund and the equipment replacement fund. Those almost 2.3 million dollars is. Allocated through charges back to individual departments. Some of those our general fund, some of those are enterprise funds. They get rolled up to replace and maintain the city's existing fleets, which we are actively looking at and evaluating to determine how much of it we need to continue to maintain. But almost exclusively the items that you see before council are about replacing existing vehicles. For example, the item last night. Where we had a comas for replacement for the water Department. 8 of those 10 vehicles are more than 10 years old. They all had maintenance values that exceeded value of a replacement and the costs of maintenance maintaining those older vehicle, some as old as 2006, was exceeding the replacement cost of those those vehicles? Programmatic again, the majority of this, you see the transit increases that I mentioned almost exclusively from the paratransit contract, the field services that on those up the garage in the fleet and then we'll talk about the cip budget later. But that is reflective of increased funds

available this year through gas tax through state and regional revenue sources and through development fees. Speaking about the individual divisions within dpw, the actual vision has maintained more than 16,000 street lights and 300 traffic signals this year. Also want to note that they're responsible for a lot of the work that happens within city facilities to keep those lights on. That's a crew of 12 people maintaining all of that infrastructure. Our transportation planning, a traffic division. We've come before you with renewed focus and street safety have reduced speed limits on more than 40 streets so far this that. Initial or function on that is that that has works too. Both those speed limits are being followed and that they are decreasing the number of collisions on those streets. Talk a little bit more about the materials lab on the ensuing slide. But their role is to ensure that our streets last as long as they possibly can and that compliance testing that they really does play a significant role in getting longer street life and many of our prepared or agencies in the North Bay do. Again, part of the facilities group maintains city buildings with just 6 person crew. Our streets division removed more than 4200 feet tags. Almost 2000 cubic yards of debris from last year. That number is up 12% from fiscal year. 23 24 filled more than 8800 potholes. That number is up 16% despite losing members from that crew. And despite decreasing our asphalt budget. So all of that is through operational efficiencies.

Despite less resources being allocated to that through the mid-year budget reductions again, our fleet completing almost 3800 vehicle maintenance orders and fleetwide availability increased this year to almost 93%. Our transit division will talk a little bit more specifically about at the end, but recovery from covid continues. We're at almost 80% of our pre-covid service hours just about 80% of our pre-covid service ridership, which is a that that's not supposed to be a linear relationship. That's a lot scheduling and service changes have led to that ridership rebounding to the level that we're seeing it. For real estate services division. I think the big ones that everyone's aware of are the final acquisition of property for Southeast Greenway and for the bicycle pedestrian Overcrossing. We'll talk a little bit more about that project in the Capital Improvements Project. Program presentation later. And increasing surface properties sales to find values for the city and decreased at maintenance liability. I mentioned the electrical team earlier. Part of what they do is respond to all of the issues that we face with existing infrastructure that no longer works. Almost 100 signal poles, traffic poles, cabinets knocked over in the last year. That's more than 2 a week that we're responding to drivers hitting existing infrastructure that we have to go out and fix traffic

division. You'll see next month that the active transportation plan will come to you for final review and approval. Even getting updates from Trina Wilson r Transportation planner on that. But I'm excited for that. Helps inform our capital improvement program moving forward. And we've been using some of the initial outcomes from that study to help inform our investment moving forward. That last bullet says that we want to $1.75 through the safe streets and offer rest for all grant program. That's 1.7 million dollars that we have been repeatedly assured after initially being very from our partners in the federal government that that money is real. We've seen safe streets and roads for all grants executed in the last few months from previous fiscal years. And I'm confident that that is heading on the right track, especially given all of what Secretary Duffy has said about the importance of transportation safety and his focus on that. I East division with even with again that reduce asphalt money paved almost two-thirds of a mile of West 9th Street right in front of the elementary school. There to create a safer environment for kids, biking to school and walking at that crosswalk. That's again. That's not contracted out project. That was something our city crews dead also added sidewalks facing I want to highlight is that the 20 million dollar? Red wave repair project that's happening Coffey Park and found Grove. Our team has been part of that preparing those roadways for the contractor at a substantially lower cost than would have been done if we had contracted that work

out. We have fleet maintenance division more than doubled our investment year-over-year in hybrid and battery-electric vehicles as the vehicles are being replaced. And biggest thing that we did operationally this year was develop a set of standard operating procedures that informed all the departments. What the process is for both maintenance for replacement. Say that this time last year, fleet maintenance was a significant area of concern, not just for me, but from other departments. Don't hear those complaints anymore. I don't know if they're just tired of telling me about them or if this is an issue that we've gotten facts, but I feel better about it. And I'm more confident in replying to our client divisions throughout the city about the status of the fleet. And Alice Maintenance and replacement procedures happening. Few other accomplishments. Light in new lighting fixtures in the Family auditorium done by our electrical team. This won't matter suit to to any others, but to the couple 100 plays sit in a municipal center south building, we have a functional hvac system now that makes the building cooler in summer and warmer in the winter instead of everybody having fans and heaters that we're part of the year. Materials lab conducted more than 3600 tests on. So again, more than 5, a working day. 2 to ensure that Ayman maintenance that the payment that contractors both prep for public projects and through private development is to our level of expectation. Our standards are stricter than every other jurisdiction in the county. And we expect to

get the the results that we're paying through our cip projects. Additional projects around the improve fencing around the public safety building. I know that was celebrated by those who work there, new walls and construction at Sam Jones Hall. And then projects around the city concrete projects around the city for downtown art for pedestrian ramps and for particular, rapid flashing beacons crossings at several streets. Talk more again about capital projects later. But I want to highlight a few of the things that are completed with respect to accomplishments. This is a challenging. Division to describe because you have the competing interests of developing new projects and executing existing ones and very frequently the same people are asked to do both. So we've got a lot of projects and construction that leads to challenges getting through design and permitting and aiding of existing projects. And a lot of construction last summer. This is half of the list that I'll show share with projects that have completed in the last fiscal year. This coming summer and the rest of this year. We will have a lot of projects bid and start construction and we will go through that cycle again. But just a lot of work was done. A lot of this is utility work is landscaping, work. Even parts of the city where, you know, we're we're doing things for the water department where if you didn't know that it was happening, if you weren't driving by it or or living in those areas, you would know they exist but all critical infrastructure to make sure that water flows to the places that its post flow, that it doesn't leak that sewer and make sure that we can have more. Celebrations like we had

last night. Mayor step. For the transit division. Again, i mentioned the growth in ridership up 9%. This is without any new service. I want to celebrate this point specifically. Have not increased service hours. We have not changed our routes. This is all through scheduling operations marketing. Letting people know what the transit division is able to provide. So this increased staffing of our. Bus operators being able to meet the schedule and have have all the routes served not missing trips. This is through changing the schedules in such a way that transfers are easier that the schedules make sense with school bell schedules to the extent that we're able to and car getting better with our regional partners. On that point over the next few months, you'll hear more about the mascot study which are in Sonoma operational study of how to combine all transit services so that they seem more seamless to the riding passenger. That is essentially what we've done. But at a regional scale and it's going to I think, really transform our ability to deliver transit services to people who not just within the city of Santa Rosa, but being able to connect around the county and down through Moran and into San Francisco. The transit enterprises, its own fund. We balance that budget. There's very, very little general fund that comes in that $30,000 for the Veterans, right free program. The rest through state, Rev. A new source is

through regional revenue sources and through federal grants. That that is balanced for this year to say that we're not using reserves is a little bit disingenuous only and that there are reserves included in our budget. But we anticipate not having to use them as a result of some staffing vacancies that we're holding on the books. But even if we were able to fill them right now, we would not be able to provide those services. So I don't anticipate using reserves. But in the budget, if you were to dig deep and look at there are reserves included in that 19.0, 2, 5 million number that we don't expect to spend them this year. On the budget. Highlights for transit and our major revenue source is to come through the state and our 2 biggest ones are the Transportation Development Act funds and the service transportation funds. Those are both down unlikely to continue going down. The new go. Sonoma funds were intended to allow us to expand service. That's not happening this And we have left a cta now and our regional partners now everybody is experiencing the same budget crunch to add service at the expense of existing service when we've optimal when we think we've optimized, the best service that we can currently provide doesn't make any sense to riders. And so those funds are essentially a one for one replacement to maintain the existing service that we do have and mentioned the vacancies that will avoid the use of the reserve funds. Other thing I want to highlight for you is that this budget does not set aside any capital improvement funds for

this year, which is ok for one year. I say that again next year will have a problem and not being able to plan for the future. We have some grants and some commitments to replacing the vehicle fleet for transit. We expect to receive 12 new buses by spring of next year. That's 40% of our vehicle fleet will turn over. No more than that is past its useful life. So we're really excited about getting those buses in place. Again, that will add to our service reliability moving forward. But you do see in that that our staffing levels are at a place where we have decreased operator over time. The budget for that next year because we know we're at a place where we're sufficiently staffed. I do think that's a reflection of some of the increases and changes that were made in the use last year. Not just with respect to salaries, but also some of the medical benefits that we provided to bus operator specifically. While we're watching at the state and federal level, what's happening with transit for now for this coming fiscal year, we feel comfortable about maintaining the level of service and continuing to work with regional partners to expand the ability to service riders through that coordination. With that, I'm happy to answer any questions. Thank you so much. Looking to my colleagues for questions. Rodgers. Thank you, mayor. >> I did have a question when you are talking about destruction of infrastructure with Ike accidents and things Bill. For Just candidates are usually it's challenging. We

have to get. We have to know that it happened. We have to know the responsible parties. We have to get in touch with their insurance companies. We have to know that they have insurance to cover that. >> So, yeah, the short answer is yes, we don't collect every dollar for every replacement. We don't even collect every dollar that we can because it gets hard to chase down. Sometimes for instance, this past weekend, there's traffic controller was knocked over Hearne Avenue on Sunday morning. It was replaced by Monday afternoon. That's at our cost right now. We're hoping to recover that. But we can go months and months without a traffic controller. There. >> So do we do that recovery in House? >> Yeah. That that that was done by our crews on Sunday afternoon and Monday morning. >> makes it but like, oh, yeah, would be beneficial to have another company. Do it in to split it. >> We have. So our work warning directly with. So if we know the parties involved in the crash, we running directly with their insurance companies to be able to recover based on what their insurance will cover. Thank you, though. I was curious about that. I did want to tell >> Doing what I do best in Macy's this past weekend I met a lady and she herself and she was unable to get to work. But because of the pair transit, she was able to get to work. And she was very thankful. So this is me passing that along and hopefully you can pass that along I like seeing the transit operators people in staff and the community and engaging the community in a

way that I haven't really seen before. Having special days putting history and the buses just so people know a little bit about transit and how we got to where we are today and we're trying to do. I think it's great thing gauge Mont in the community. Then I'm also happy to see that things are improving with the fleet fleet maintenance because that Part of the city that people don't really talk about. The effects. So many different departments. So thank you for all that you do. Thank you yourself. Thank you. MISS MacDonald. >> Thank you. Thanks for the presentation. Have a couple questions on the materials lab. You said there was about 600 tests performed because of Coffey Park and Fountaingrove. So about 17% of what we're currently testing. Do you see a reduction of tests that are going need to be made and you have any adjustments at you have considered of how to fund the material lab. >> No, and the short answer is because we have through our discussions over the last year made a commitment to increase our pavement maintenance capital improvement budget. So the ways we can do that are the way we're currently doing it with our in-house Cruz. We could hire that out and reduce the. Burden on the general fund but increase the burden on capital projects, which means fewer capital project dollars will be available in likely fewer capital projects will be built or we could not test. I don't really think that last one is a viable solution. You know, the benefits that we have through doing it through the materials lab is that. The burden they

do charge out too capital projects for their time. So it's just their time and their benefits costs with no additional overhead. On top of that, whereas when we pay an outside contractor, we're paying for their time and benefits on the project. Plus all of their. Unaccounted for time and benefits. Plus all of their management overhead. Its are billing. Rates are just much lower than private contractors would be. So I understand the burden on the general fund and that that's a discussion that we want to have fun. I will understand it, but it certainly does not come without cost to to the city weather. And that's almost certainly terms of what we can deliver with respect improvements that's helpful. I do think that any time we can look at efficiency isn't any of the departments. And and if we're starting to reduce down some of the testing simply because of that post fire. >> Testing that was required. Like to look at that area. I noticed on the slide that you had a team or a pardon me, 16 different engineers, summer and materials and somewhere and track ik. Do we contract out with additional engineers? Besides our engineers? So the materials lab and the traffic engineering teams almost exclusively done by our in-house crews. The Capital Projects Division does contract out for specialty services, especially for our more niche projects. >> But our teams are essentially managing the design, permitting processes and coordinating throughout the city and then doing plan checks and reviews. So with that, you'll see we have more than 100 active projects right now being managed by a group

of 14 capital projects, engineers and their do The capital projects teams are the ones who are doing the least amount of direct engineering design. But the most engineering work in terms of managing the processes permitting to get those 2 from concept to bid. >> But and so just going back to transportation for a little bit, if we were fully staffed, said that transportation would run a deficit. Then. Transit division, transportation. Rend our transit ran a deficit. >> Right. We we would need to use reserves to fund all of that. And part of the reason why we are holding those positions right now is that we can't otherwise pay for service levels to rise, rise back to their pre-covid levels or and we also do need the new buses to be able to do that. You know, every morning we're going through the fleet of 29 buses that we have to see, which ones are operational, which ones need to be in for pavement air for preventative maintenance making sure that we have enough to run a full day's crew. We need about 20 or 21 of those ready to go every morning. A couple more is usually helpful calm everyone's nerves. But yes, you're right. We would need additional funding to be able to expand service. >> Kate and I just add one more question white U.S. Fleet purchase the vehicles. And why does that not go through the department's and the second part of that question is fleet of charge the different departments when they do buy a truck, so say I was going to go to, you the lure ship and

by as a department head versus going flee. After the second question. First know the cost is the cost from the manufacturer. >> There is every item that goes to our financial system has the purchase order with it from the manufacturer, from whoever we're purchasing it from. And that matches one to one >> why does it go through fleet? That is the way we've set up the system. We have a centralized system so that one division manages this entire city fleet. The entire city fleet is done the same way. The expectations for preventative maintenance and replacement for water and fire and police are all the same I'm sure, you know, a skylight are still up there and wants to come down here and talk about this. Talk about it for days and maybe I'm saving everyone from his Ted talk. But it's done for that consistency. So that one group manages that the superintendent is responsible for that. He manages that budget and he's managing everyone to the same set of expectations. Thank you. >> I don't think I have any questions my colleagues in a nice job. I did want to say thank you for being another source of good news for the city or or on happy News for the city where the next couple of years you highlighted some of the bigger projects in the presentation. Things like the transit mall. So screen, Wayne Herndon Avenue over her Devon Overcrossing the bike ped Overcrossing which is going out to bed. We've got some big capital projects going on in

the city. So again, made the same point with Parks and rec, even as the city's dealing with its by the budget challenges, they're gonna be a lot of visible signs locally about the ways that the city's improving itself. And a lot of that, again, as the city manager highlight at the beginning is due to the way that that that you want tp w are changing the way they're handling projects. So internally, we're where we are reforming our operations and will be able to see the results of that are community will be able see the visible result of that in terms of the projects that are being constructed. So thank you very much for that work. Without it. We can move on to center is a water. Thank you, Dan. While they're getting smoke, well, they're getting settled. Just a another housekeeping note. We're gonna finish the last to present presentations and they're going to take a very short break because I know people waiting very short break. And then come back to do public comment. So they'll be a little gap between the end of the 2 presentations that remain and the public comment period. But we'll keep moving along at a good. A good clip here. All right. Thank Get after or yeah. Good afternoon, mayor. Stop members of council. >> My name is Jennifer Burke. I'm the director Santa Rosa Water. And here with me today is Nick Harvey, our deputy director of administration for Santa Rosa Water. As always, I'd like to take a moment just before we get into our presentation to recognize all the work of your board of public utilities. They have done an amazing job that this year taking a look at our budget really helping us go through all of our expenditures and options. They also did a really deep dive on the rates. Before that recommendation came in front

of you. So we worked with the bp Budget Subcommittee and FEBRUARY. We brought our budget and study session to the full board in MARCH. We also brought the Sonoma Water wholesale rate recommendation to the board in MARCH. And we got formal recommendation from the board on both those items as well as a formal recommendation from are some regional partners are sub-regional technical advisory committee on the regional budget that before you today. >> so with that, we're going to go through we go to the next slide. This is an overview of the organizational chart, so to speak. >> For Santa Rosa Water, we have 278 full-time equivalent employees we have certified trained operators. We have scientists. We have engineers. We have chemists. We have a number of requirements. We are highly regulated for both public health and safety as well as the environment and everyone at 24, 7 operation, including water production, water Delivery, sewer collection, sewer treatment, recycled water. We provide urban ag and geysers with are recycled water. We're used our biosolids. We complete storm water Management Creek protection restoration. And customer service to approximately 54,000 accounts throughout Santa Rosa as well as providing regional wastewater treatment for the cities of Santa Rosa Rohnert Park Cotati Sebastopol and the South Park County Sanitation District. Next slide. Please.

So this is an overview and graphic form of are a little over 200 million dollar budget that is proposed for Santa Rosa water for fiscal year. 25 26, including all of those various operations that I mentioned previously. Next slide, please. >> So you're going to see a pretty big change and the proposed fiscal year. 25 26 budget as compared to our 24 25 budget. >> If you MAY recall. We were going into last year's fuss blast fiscal year's budget with very low rate increases. We were dealing with very high rate increases from Sonoma Water as well as high increases on electricity and a number of other consumables. And so we had to really ratchet down on expenses to prove produce a balanced budget and absorb those costs and to do so. We significantly reduced our capital improvement program funding last year. So the majority of the increase you're seeing is thankfully we're getting back to our Capital Project investment. So starting with the storm, water and creeks program, you see we have a very small portion that's funded by the general fund. This is a reduction in labor costs and budget. As we are charging more to the storm, water enterprise as opposed to the general fund. For the water Fund. Again, we're returning to our normal cip appropriation, which is a 6.1 million dollar increase in capital. You'll also see we have a 1.9 million dollar increase and our purchase of water from Sonoma water due to their rate increase $600,000 increase in citywide overhead

and $522,000 increase due to water billing, which water billing supports both the water and wastewater fund. And that is due to labor and benefit increases. On the sewer fund. Again, we are proposing to return to our normal cip appropriation. So that's an 11 million dollar increase in comparison to this fiscal year. We're also seeing, again, some increases in water billing costs about $370,000 and $550,000 increase overhead charges from other departments. For regional. We were able to maintain our normal as cip investment this current fiscal year. So you are only seeing a 1 million dollar increase our cip appropriations for fiscal year. 25 26. That is the increase that is agreed to and supported by all of our regional partners to increase our cip by 1 million dollars every year for the regional system. Other things that are affecting increase in the regional budget is a 1.9 million dollars estimated increase in electricity costs. You'll also see that we have earned 2.3 million dollars of interest on our 2020 bond that we've issued for our uv That is also included in here. 2 and a half million dollar increase projects for consumables that the plant as well as rehabilitating about press continuing to get parts for our current uv system. And then all of this is about an 8 million dollars or 9.4% increase for the regional fund. However, Santa Rosa is only one piece of that and so are increased to the Wastewater Fund is only 2.6,

3%. For the utilities, admin friend. You're seeing an increase of $834 due to labor 76,001 projects and 807,000 and water billing software, support and maintenance costs in terms of the capital improvement fund citywide. That is related to our storm, water and creeks team. And that is reflective of our storm. Water and creeks team budgeting. More of those capital projects in their enterprise fund as opposed to relying on city special revenue funding. Next slide. Please. This is another way to look at our budget by program administration friend is increasing due to increases and software support software support as well as the increases in salary and benefits for water billing. For water resources, waste, water, water 01:00am waste, water resource recovery. All of those increases are pretty much due to the salary increases. That are part of the current contracts. In addition in the nymph and you'll see some increase cost because we are excited to be bringing our new well at a place to play online this next fiscal year. And so we have costs related to that. Let's see water purchase budget. As I mentioned, we're increasing this by 9.7%. Most of that is due to waters, wholesale rate increase, which is 8.6 8%. And then we have some assumed growth in there which leads us to a 9.7% increase in our water purchase budget. Engineering. Resources again is also due to salary and benefit increases. The cip unknown in projects. As I mentioned earlier, the large increase in plan project appropriations are really about getting back to the

normal investment we've been doing on the water in the wastewater side and the 1 million dollar increase on the original site. Next slide. Please. And terms of our operational highlights. Again, we are 24 7 operation. We maintain over 600 miles of pipe on the water side. Closer now to 600 miles of pipe on the sewer side. We are constantly going out and making sure that we are operating our system appropriately turning valves, exercising all the equipment that we need to be. We also have our own water production facility at Farmers Lane. And so we produce about 400 million gallons of potable water. Which is really helpful and that it's significantly cheaper than purchasing water from Sonoma water. We go to the next slide. Please. On our regional wastewater We produce some 0.2 billion gallons of recycled water. We were able to reuse 88% of that. So even in a very wet winter, which caused are recycled water storage to go up to in crew, incredibly high levels. This past winter. We were still able to reuse 88% of our recycle water and were able to discharge to keep our. Storage levels at appropriate levels. We continue to over 1700 match and our laboratory continues to be. Meeting all of their requirements from elapse certification program on our engineering development engineering. We continue to provide services and support for all development in terms

of connecting to the water and the wastewater system. And our team is very active and involved in developing our five-year cip every year providing that information, funding sources and developing the one year cip that you'll see in front of you in just a minute. When capital projects as presented next slide. Please. We also are very active on the stormwater and creeks side. The Stormwater Creek steam protects the storm during the system in the city and ensures compliance with our storm water permit. We do this through education and enforcement. Technical guidance and also providing guidance to creeks to urge to help us maintain those creeks. So you'll see this last year we removed over 1100 cubic yards of trash and debris from our waterways. We also coordinated on a number of different activities. One of the things I will note in Santa Rosa Water. We have a long list of events that we attend and participate in and really as a way to get out and let folks know whether it's from Earth Day event that we just put forward couple of weeks ago to our upcoming Watersmart expo to all of the creek cleanups that we do first and 3rd Saturdays of every month. If anyone wants to come out and help us cleans creeks, we are very active in the community. And I think that really shows and helps our community understand the benefit of what we provide. We are also very active with

public meetings. So this last year we staffed 47 Brown act, public meetings, including border public Utilities, Board of Public Utilities Subcommittee meetings. We are the main staff for the Water Advisory Committee to Sonoma Water at the Technical Advisory Committee to Sonoma Water as well as the Subregional at Technical Advisory Committee. So a lot of a lot of public meetings that the water department is responsible for. And then we also have 88 unique classifications. So 88 unique positions in the water department all critical for ensuring that were running the systems. And because of that, we have a very active safety and training program and we provided over 4,000 training instances to our staff this past year, ranging from some that have requirements for 4 topics to some that have 19 different topics that they have to be trained on from a safety perspective. Next slide. Please. We also continue to provide water service. We delivered about 6 billion gallons of water to our customers this We also responded to about 1200 customer service calls as 700 of those from after-hours personnel and our water billing. Sorry that says utility billing. It should say water billing call center continues to do significant response and support to our customers throughout the year. Next slide, please we had a

little hiccup with our slides. We should have had 2 accomplishments lights for some reason. We only have one. So please note that we did have a lot more accomplishments in the water department at this past year. I don't want to sell the team short any way, but groups in terms of your council work plan, we are continuing to develop the first-ever storm during master-planned. This is really a critical document. It's the first time that we are going to understand condition of about 300 miles of storm drain pipe. Really critical. Really important. We're very excited to be having that document almost complete. It will be complete early next fiscal year and will really give us an understanding of the gap of funding that we have for the storm during system. We know it's significant. And so we're really trying to get a handle on that and look at how funding resources we MAY be able to bring him into play to help us address the storm drain system. We are continuing to work with fema, although we have had a pauses based on the new administration, but we are continuing to work with fema on the Santa Rosa Creek Watershed Flood study. We hope to bring an update to the board and various commissions and and are sorry, the council and various commissions and boards in the coming months. We have a very close to completing our citywide fleet electrification Masterplan waters leading that effort, but working very closely with transportation and public works. Transit am and and them. Pat as well. And that

process. And then we did complete the work on investigating an artificial turf and we also completed our water and sewer rates. Study and we now have a new 5 year rate structure in place. Thanks of leadership at the council and the Board of Public Utilities. I do also want to the couple other things we did make another 16 million dollars in progress on the uv disinfection Improvement project. We do anticipate that that that will be in place later this year up and operating. We're very excited about that. That restore capacity for treatment perspective and also put us in compliance with MPs permit. Did adopt an update to our sewer system management plan which really talks about how we manage the system to ensure a minimal amount of sanitary sewer overflows. We continued to implement our phase one of our efficient fixtures, direct install program. This was a program that was fully funded by an earmark from the state and And we have been able to install 1800 what we call packages, which is directly replacing toilets showerheads and fixtures saving an estimated 1400 acre feet of water per year. And we also were able to appropriate additional funding to our help to others program, which is our lowest system, low-income assistance program. Which is critically important for our customers to continue to be able and available. So with that, I'm going to hand it over to neck. He is going to go through our funds. Good afternoon. Nick Harvey, deputy director administration was

center is water. >> Before we get into the fun by fund summaries. I just wanted to make a couple clarifying comments up front, the first of which as you can see on this slide and what you'll see on the sewer, local wastewater and regional sites as well as we're showing what at first blush appears to be pretty significant order. Alarming deficits. I want to reassure council that in spite of those, you know, looking bad. At first, they were considered included in the comprehensive financial planning that we perform or in conjunction with the rate consultant, modeling informed or 5 year rate recommendations which council adopted at the conclusion of the public hearing on APRIL. 1st, the second clarifying comment is that in spite of these deficits, I wanted to reassure you that water center is water as a whole. >> Does have significant is compliant with reserve policies, reserve balances, all the funds in accordance with the currently adopted reserve policies. In effect. So looking at the water enterprise, so revenues are increasing by 4.6 million dollars based on the financial modeling performed as part of our rate setting process. Our operations and maintenance expenditures are increasing by 3.8% over the current year budget that's related to coal as an equity adjustments for salary and benefits. 1.9 million dollar increase in our water purchase budget to do to 0. 60 1% wholesale water rate

increase as well as our gross assumption and as well as costs for converting the well-placed to play part to production will next year as director Burke spoke to a little earlier. As a result of our 2024 water and wastewater rate study in the passage of proposals for fiscal years. 2026 through 2030, we are turning toward normally plan Cip appropriation to 15.4 million dollars next year after a dusing. Those does appropriations to balance our budget during the fiscal year. 24 25 budget cycle. Our transfer out budget of nearly 4.8 million dollars consists of 2 and a half million dollars of utility impact fees which are used to compensate the tp w Cip program for the pavement impacts of underground utilities with the remainder of that 4.8 million dollars going to pay waters, debt service obligations. Some local wastewater revenues are increasing by 4 and a half million dollars based again on the financial modeling is part of our rate study process operations and maintenance expenditures are increasing in this fun by 11.9% over the current year budget driven by Cole is an equity adjustments for salary and benefits. A 75% spike in property and liability insurance rates for next year and increase budget related to the West College diversion facility for the maintenance or repairs maintenance and repairs of pumps at the facility as well as costs to get that facility online with our skated to limit re system. After cutting cip appropriations by nearly 10 million dollars for the purposes of balancing or 2024

25 budget. We are turning to plan cip appropriations of 14.2 million dollars for next year. Our transfers out budgeted for this fun consist of 2.4 million dollars and usf again for pavement impacts and 57 million dollars in contributions for Santa Rosa. Water share the regional enterprise and the remainder funding. The local wastewater enterprises, debt service obligations. And just a reminder. We always like to remind everyone that we do pay for Santa Rosa's regional contributions out of our sewer rates. The regional enterprise in and of itself is not a prop to 18 revenue-generating enterprise. So it is fully funded by hour sewer. So the regional enterprise differs from center is the water's other enterprises and that it is 0 based fund. We first compile all the enterprise is expenditure requests, inclusive of debt service and cip. We then budget for revenues generated by the enterprise and allocate the net difference between those figures as regional partner contributions to order from our local sewer Enterprise Center for regional partner agencies. Those being some basketball Cotati Rohnert Park in the South Park Sanitation district. Our operations and maintenance expenditure request for next year's increasing by 11%. Again, driven by a coal is and personnel cost increases as well as a 2.4 million dollar increase project expenditures. Those being related to the need for the rehabilitation of Bill Press is that the Laguna treatment plant. As well as bold in replacement parts needed to support continuing operation of our existing uv disinfection system. Until the new system is complete. An online. We've also an agreement for several years now. But between us and our

regional partner agencies to increase the cash funded cip for the regional enterprise by 1 million dollars year-over-year. So to that and will be delivering 12 million dollars in regional cip. The slide is showing 11.7 million dollars due to some cip funding going out to other funds to pay for regional sheriff citywide cip projects and some cip budget is being appropriated. An urban construction funds. But the true overall cip appropriations to at up to 12 million dollars. Our total debt service in the regional enterprises. 21.9 million dollars for next year. And similar to the local funds. I did want to speak to the use of reserves. The bottom line figure on the slide. So the regional enterprise by a long shot is has the most complex, fun structure of any other operation in the city. There's upwards of 10 funds play. And so inherent not complexity is when you roll all those funds up into one simple summary like this. There are a significant number of inner fund transactions that skew that number a bit in a perfect world. If we're able to eliminate all the inner fun transactions and get to the net bottom line, figure. What we did see is that that bottom line figure would actually be an $879,000 operating surplus that being related to the excess contributions. We ask ourselves and the regional partners to make to account for the increase in the operating reserve to keep it a 15% of budget expenditures for next year. Our storm water and creeks, enterprises funded primarily through the stormwater parcel assessment that is collected by the

annual Sonoma County property Tax assessment each year. That assessment revenue is projected to increase by about $100,000. This enterprise is the one piece of center is water that receive general fund supports a fun personnel costs has the annual assessment is unfortunately insufficient to fully fund the enterprise consistent with budgetary guidance for all other general fund apartments. The storm water and creeks team has worked hard reduce or general fund expenditure budget by approximately $40,000 for next year in order to help the city achieve its overall reduction targets. In the aggregate, the stormwater and creeks, operations and maintenance budget is increasing by 3 and a half percent next year driven again, primarily again by increasing personal costs as well as fleet maintenance and replacement costs and increases in the enterprise, a citywide overhead allocation. The storm, water and creeks enterprises delivering approximately 3.4 million dollars in cip appropriations for next year. As the storm water in creek Cip is housed in the citywide Cip fund 14, 10. Those figures are not reflected in this fund. Roll up. Of the proposed appropriations just under $535,000 is being supported by the enterprise revenues with the remaining funding being supported by various special revenue funds in the city, including utility impact fees, capital facility, fees and in lieu fees. The $75,000 in transfers out simply reflects the transfer of some of that enterprise funding out to other funds for for cip expenditure. And that concludes our presentation happy to address any questions. Thank you. Both are well aware of how much water does turning my colleagues MR. Rogers.

>> Of course, have a question for water. >> So I did want to ask, thank you for everything you're department does. Also for taking the regional approach. But I don't think we cannot take the regional approach with water because it is very complex. But why is it that Santa Rosa scenes too? I will say be in charge. Like the meetings happen in. On our campus and we facilitate the agenda and we will. Why do we do that? And why is it important for us to do it? >> Thank you. Councilmember Rogers for that question. We are the largest purchaser of water from Sonoma water. So by far we out purchase any of the other contractors significantly. Because of that and because of our size because a lot of the other contractors are significantly smaller. Some have, you know, 22 staff, we have 278 staff. We have agreed to provide in kind services to help support our what we consider to be the regional partners. So we do provide that in kind support to everyone. And also it really allows for us to have a strong partnership and working relationship with Sonoma Water. And to help Drive solutions. Regional solutions with them in partnership when we're looking at things. So it's it's a really important role that we play. To help the region and representing the overwhelming majority of the customers of Sonoma Water. Thank you. I also want to address a a

>> public comment that we had yesterday and I'll ask a very simple question. And that is, is the Laguna treatment plant falling apart or unsafe? >> For workers? >> Thank you for that question. So we do know that the Laguna treatment plant is 50 year-old treatment plant. We have been doing everything we can to build up funding for that treatment plant. You'll see that we've been increasing the cip by 1 million dollars per year year over year. We have also have invested significant van funding in the Laguna treatment plant. The only bonds that I'm aware of. Since I've been with the city for the past. 22 years have banned for the Laguna treatment plan and investing in Laguna treatment plant. We do have a few projects that we were able to add on from water and and local wastewater. But it was driven by the bond funding for the treatment plant. That said, we know we have a number of projects that we need to continue to invest in and implement. You MAY recall that we did come in front of the council, probably maybe 6 months ago or 9 months ago and presented are report card. We do know that there is a lot of improvement investment that is needed at the wastewater treatment plant. And so it is incredibly important that we're going to continue to invest. It's incredibly important that we adopted the rates that we did so that we can invest more in

the treatment plant and that we are going to be going out for another bond sale. Hopefully later this year for 35 million dollars to address the needed electrical upgrades. So it is it is an older plant. It is going to need continued investment and it's critical that we continue to provide the funding to support the team that is keeping treatment plant running. Thank you for those answers. And there have no further questions. >> Thank you. No questions. But I did want to highlight one of the projects that you had listed here slide. You're correct to say that you enough accomplished enough accomplishments to fill up at least 2 slides, if not more, but that streets to creeks program it's getting a lot of local attention is another area where center is a water is really leading the region, especially within our county and the the relevance to our budget. Is that the point of that program ultimately is to keep small plastic waste from going into our wastewater system and into our rivers and creeks. And that's mandated by the state. And we have a choice. We can either do it with a very low cost, weighing involving education, trash cans, colorful the cows that remind people to throw away their ways to not let it go into the into the drains are in the sewer systems or we can do it in a very high cost way, which is having gutter guards and then doing all the maintenance around those gutter guards for the thousands of gutters. And we have in the city and so to to its credit, Santa Rosa Water is trying to do things in a in a very efficient low-cost way to meet our state obligations in an effort to save the

community money while also keeping our streets clean. Maybe I do have a question. I summarize that accurately. >> I think. Thank you. Mayor is up for that comment and thank you for that question. Yes, we're very excited about our streets to create program and we have actually done an addition to it, which is now what we call our epic program. So every piece inspires change. That really is the pilot version that is focusing on trying to meet those statewide trash regulations by focusing on partnering with other city departments working to really remove those those big pieces and also those very small pieces of trash, anything the size of a cigarette b# # # or larger. We really need to get out that's the water that comes into our storm drain system. And so yes, thank you for highlighting its a great pilot program that we're very excited about. And we're hoping to see that it will allow us to meet those regulations so we don't have to spend millions upon millions of dollars that we do not have for the storm drain system. >> Overall promise a number of centers water. So thank you very much for your work. And with that, we'll move on to our final presentation regarding the Capital improvement program. MR. Hennessy again. >> Thank you. Mayor counseled Aniseed director Transportation public works. I fear that directors Burke and Watson have still quite a bit of thunder. This presentations. I'm gonna go through as quickly as I can. Talk a lot about the allocation of the funds in this. But I know that the question on everyone's mind is the delivery of those funds. I wanted to provide a quick overview. Last year. We had only 8 that opportunities as a

city, 3 of those were in such amounts that we were net not able to award contracts for them. So we only awarded 5 bids last year, not including the Hearn Community Hub project. Those 5 awards at mounted in just 6.1 million dollars of new construction in 2024. The first 4 months of 2025, we have already met that number. 8 towards more than 13 million dollars. We have 12 more projects and that opportunity scheduled for 2025 and another 10 scheduled for the end of next fiscal year by JUNE 2026. Projects that we did last year, 7 of the 8 projects resulted in bids that were over. Engineers estimate 6 of the 7 of the 8 so far this year have been under the engineers estimates. So we're getting better. Did that bids? We're developing plans and projects that are more conducive to contractors being able to deliver for us able to provide and enhance all of the infrastructure that you see on the screen in front of you. There. The Seattle Cip budget for this year's almost 76 million dollars last year was just over as director Burke just mentioned. Most of that increase investment is from the water department capital facilities. Fees to the fire department increased by 40%. They park cip budget increased by 40%. The water budget increased by almost 90% and only the tpwd budget decreased. And I'll explain a little bit about why that was and how we mitigated that later in the presentation. For the fire department. They have to projects that they're continuing to contribute to

the contributions this year, bring those projects to just over 3 2 million dollars respectively for future fire stations. And they'll be continuing to safe for those projects for the future. Like I mentioned, Director Watson during his presentation mentioned the 5 projects that we anticipate moving forward with significant efforts later this year, the South Davis Park player area revitalization bit opportunity should be available next month. And we're looking forward to the grand opening of the Family Aquatic Center next month. For the park's fees MAY follow development. Last year we had some questions about why it was so heavily concentrated in the southeast zone. That was where the development happened. More than 5 million dollars was collected in that sound last year. And it was a more than half of the total collection this year. It's changed to the South West Zone. Again, those fees follow the development and then they need to be spent in the areas in which they're collected. Here's a list of projects for Parks, 15 projects containing fees that will continue to. 5 of those will be moved to construction this year. And another set for additional planning, permitting and design. For the water proposed budget. Director Bergen or team just walk through this. I won't belabor the point, but the water proposed budget. Increased quite a Some from last year and the wastewater budget significantly increase from last year just over 3 million dollars. We do anticipate spending down quite a bit of this year. The lot of those projects that I

mentioned earlier, the 22 that we have dissipate bidding and beginning construction on by the end of JULY JUNE of 2026, our water projects or are street projects that now have water components to them through our collaboration with center as a water and transportation of public works. I should mention there's a significant regional component. Also that's budgeted in here mostly for improvements to the looking to treatment plant. I mentioned earlier contribution or that decrease overall from transportation. Public works a portion of that is due to contributions that we're making to the water Department for stormwater and creeks. Part of this is for. Storm drains that in part responsible for other parts of this are 4 storm drain improvements that were promised as part of other projects that have not been paid for yet. Where making that right with this fiscal year budget and meeting those previous previous commitments that had that hadn't been paid for. So that's a big portion of those Adam couple fees coming from the capital facilities from transportation. Public works and the utility impact fee. For transportation and public works budget. Like I said, we've made significant commitment to storm water had just under 18 million dollars remaining the different funding sources from those across cities, fees and gas taxes, regional measures. The general fund comes from the commitment to ada improvements, which is managed by our our Risk management division. And through the payments from Sonoma County for Roseland pavement maintenance. We had a project

last year that we did to improve some of the streets will do that again in JUNE. Spend down some more of that money so that that we're actually closing down that fund. There's a couple more years of commitment, but we spent quite a bit last year and will this year to improve more streets and there is an area has never been listed specifically. We've broken out the Pearson Street project to include not just the funds from that for this, but for a larger project that includes other safety improvements and water projects. And we'll be coming back to the community for further engagement on that this later this summer. But I do want to call out that that's specifically has gotten so big that it's now it's on project, but utilizing some of these funds to to help make those improvements. Specific mention the General fund budget must say that settlement fees for facilities improvements the resin pavement maintenance. We also have these community park environmental assessment that was provided by a developer received through general fund. That will capital improvement through the capital improvement program. Through our discussions about how we've been programming, the cip I wanted just share that commitment we've made to the different types of projects and show that we really are putting a lot towards pavement maintenance this year. Then to the other categories that we have talked about that first year, I mentioned that we had a lot of past promises that needed to follow up on. We've been able to do that a lot through reviewing previous years. Allocations and moving money around. And so I'm showing this to show that that we do actually have 17.9 million dollars in new money for this fiscal year

committing to transportation of public works through our team's efforts. We more than 22 million dollars in requests. But by reviewing every fund source that we have right now and whether those projects were deliverable, what the status where we actually found, we were able to increase the size of the pie. So spending across those different categories more than half towards pavement maintenance. We would decrease the amount of the past promises that I was worried about having to fund weve figure out different ways to make that happen. But really what we did by moving some of that fund around was grow the pie in such a way that we were able to meet every funding need that our teams had for this year to execute every project that's currently on our books. Now, that's going to be a one-year strategy that out all that's going on a work of the scale. One time. But I do intend intend to do a similar process and future years reviewing the status of every jail key. What those dollars that a previously out than allocated are doing and making sure they're doing everything that they can do to deliver projects not just sitting in a key within undeliverable project or without very specific need for why those dollars need to exist with that. I'm happy to answer any questions. Thank you very much. Looking my colleagues. MR. Donald. Thank you. Thank you for the presentation. >> As we do the pavement replacements that you have in the budget. What do you do for bicycle and pedestrian?

Pedestrian safety. When we're doing reduced. Expects that every pavement maintenance project meets our >> street design standards when they touch the streets. Now that. >> Has different meanings, depending on the type of pavement maintenance that we do, some of them require us to replace curb ramps, essentially if where replacing the pavement. And the pavement includes the bike lanes are new pedestrian crossings or things like that. Those are included. You will see that come to fruition later this year on Callisto the road with that has a lot of bicycle and pedestrian improvements through a pavement maintenance project. And we're getting those improvements. Gonna have to redo striping. Anyway, we're gonna have to reorganize the right of way. Anyway. All that's included were just striking in a different way than to make those streets safer. So a lot of those are included. We also do have the opportunity for our active transportation team to have a funding source to be able to add to those projects if they see something on top of the pavement maintenance that they need, they have the pavement maintenance less than able to review all of this project to determine if anything, any improved facility needs to be included with that. I appreciate that. You're not working in silos and finding those efficiencies across the city. So I appreciate that just you MAY not have this off the top of your head and how much money has the city invested in nc ap specifically to fire departments and fire houses. >> I don't have that off the top of my head. The only known funding source that I have through Cip is the capital facilities fee the development fee than the portion of that that's dedicated to fire. Anything outside of that is through special measures or

general fund were some special funding >> the >> capital improvements. Fees that we can count down to fund fire improvements are only through development fees. Thank you so much. And no additional questions for Thank you for your very succinct presentation. Thank you for that. Thank you for that. And a talking point that MacDonald highlighted regarding the money that's going to roads. The fact that we've got 9 million dollars, which is a significant increase going out this and missed a speaking for myself. I don't think I get a question more more often. I don't I don't have an issue brought me more often from the community. Then the state of our roads. >> And so have that literally concrete signed, if you'll forgive me that with the city recognizes that and is doing more as we can see from Sonoma. Ave Santa Rosa have other streets in the area. That's that's another bit of good news for the city as we again are doing with our ongoing budget challenges. So thank you for highlighting that. And we're going to move on to our final item before we break for a few minutes. We have an update from finance based on the preliminary discussion we had yesterday. As MISS Conner is getting settled. Thank you very much. The entire finance team I know is in fact, it was fast work required last night after we had that initial discussion. So thank you for updating the slides doing a quick presentation here for the audience to consider. Thank you, Mayor. >> Veronica Connor, the budget

manager and after yesterday's discussion from council hearing some hesitation over some of the proposals that we were putting forward and have built into our budget. Come back with some changes. And so today I'd like to present these changes to council give a summary of our running total after we've built these So to start the fire station blackout was an option that we were hearing hesitation from Council on. So we've presented 2 Brown out options as we heard from the fire chief yesterday. Brownouts and blackouts have the same service impacts, but brownouts will retain staff. So the 2 options include engine company. Brown out truck company Brown out and the costs associated would be a reduction in services and supplies and overtime while retaining staff. And impacts are as follows the engine company resources are reduced by one engine impacting response times and the district and surrounding districts and the truck company, the specialized truck resources reduced by one truck which impacts responses for all structure fires, vehicle accidents delayed response times and all districts. In addition yesterday or fire department reductions were shown below. But we have made one change. The 2 point o firefighters that are vacant. These are positions that could be offered since we will not be if we are not doing a blackout, there are vacant positions that would be available for reduction as well. So that changes our running total. Yesterday we

presented all other items, including the positions and the professional services on the top line. However, the additional services and supplies of $45,000. That's an additional reduction that the fire department has come forth with. So moving on from the fire department, we looked at recreation yesterday and recreation came back with some options for increasing their fee revenue. So their proposal today on our side yesterday, we showed that there was about $926,000 of a general fund subsidy that want to fund these recreation programs being creative recreation came back with some fee and revenue increases of about $428,000 that they can implement. We can't realize all of this in fiscal year. 25 26. It's too fast of a turnaround time, but we are estimating about a quarter of that are $110,000. We could reduce our budget by and we'll start seeing those fee increases probably in the last quarter of fiscal year. 25 26. In addition, they be able to reduce some temp staffing hours and 3 positions. Just to be clear, reducing these 3 positions would not be closing any of these programs. They would just be shifting duties and just making do with less staff. The bold one that I've highlighted here, the 0.8 Fde Rex specialist. This was not presented yesterday's. We want to call this out as a change. So in total we would be able to move forward with $366,000 of recreation reductions, although this would be greater in future years as those fee and revenue increases really come on board. Homeless services. We took council's comments into consideration and our homeless services director came back with some proposed changes which have

been highlighted on the slide. So the warming center was mentioned as one to maybe take off this list and retain funding for. We have left the warming center on the list because it was decided that the services provided of the warming center could actually be provided at the drop-in center. So we see the drop-in center, a few lines down that has been taken off that one. Yesterday we had $100,000 of a budget reduction. We would retain the drop-in center funding. And when the weather threshold is required to activate that warming center, we could do so at drop-in center. So just other changes to highlight on this. The host contract yesterday we proposed a $500,000 reduction in funding today. We that down to $400,000. And the Sam Jones Hall operational funding yesterday. That was $100,000 and we have increased it to 250,000 of a budget reduction. So our total yesterday was 1 million, 460,000. This has been reduced by 50,000 to 1 million, 460. I'm sorry, 1 million, 410,000. So in summary walking through, we looked at yesterday to what I just showed on the previous few slides. Our total proposed reductions were 13 million, 381,000 yesterday. That's what we built into our budget. That's what you've seen and all of the financial tables in the financial slides yesterday. One change that we deemed was necessary to make was to take out the furlough savings after discussion with hr the future of the possibility of that coming to fruition is unknown at this time. So it's would be prudent. It's prudent of us to

take it out of the budget. Now, we do want to put a savings in there that we cannot count on taking. And if furloughs are something that can move forward come back to council at that time with a budget adjustment. And then taking into consideration the changes to the fire department reduction shown just a couple minutes ago that is backing out, backing out the blackout, including a brown out as well as those other positions and services and supplies. So those top 3 items assume everything yesterday that was shown that was discussed at April 15th and that was shown on slides. 23, 27 would be moving forward with the exception of the changes to the fire department and the furloughs. But everything for all departments that we presented that have been built into the budget. Stay there. In addition to that, we had shown the additional considerations slides. So we have that added on to the list here for homeless services and recreation. And then there were a few other positions that were additional considerations that include the hr Dei and Iau officer. We took off the community engagement manager as council is concerned about moving forward with that one and instead replaced it with a human resources technicians. So that's why that pulled it out. This is a new position being proposed today. And yesterday we also presented a police lieutenant and foregoing the equity compensation for exact staff. So all these changes consider this brings us down to proposed reductions of 12.7 million. This is a decrease of

about 650,000 from what we showed yesterday. Although as I mentioned, we would have more savings in future years as those recreation revenues get on board. So today we're hoping to get council direction on a brown out if around it will move forward. And if so, which option and if everything else listed on this slide councils and agreement last and if that's the case, when we come back in JUNE with proposed budget to adopt the deficit will be somewhere in the ballpark of about 7.4 million yesterday we presented one of 6.7, but after these changes and slightly less reductions, it would be about 7.4 million is what we're seeing at this time. Conner, thank you very much again for the fast work. As we talked about when let those slides. >> MISS Rogers. >> have those lights and use and then. >> They were in the presentation yesterday joined them up on the board. Now side, the slides from slide. Think the new slides, the new science, a copy of these ones here. Yes, so that I can look at them over Sure thing as we can send those out. And can we also make certain we have a list of all the reserves? >> Can we get a copy mixer in get a slide show. So when we come back, we can have that discussion as well. Thank you for both those. Alright, as mentioned earlier, we're gonna do right now because we've been going for almost 4 hours straight.

>> going 20 minute break. Going to come back at a quarter after one. And we will do questions in public comment on the on the entire budget study session. So we will break for 20 minutes back at a quarter after one. Thank you, everyone. Thank you, everyone for your patience. We'll call this meeting back to order that a city clerk. Can please call the roll? >> Thank you. Mayor Councilmember Rogers, Crappie Councilmember MacDonald, air Councilmember Fleming Councilmember Ben Willows, Vice Mayor Alvarez present Mayor step here. Let the record show all councilmembers are present. >> All right. Well, thank you again, everyone. After 8 hours of presentations through most of which many of you have sat, we are at last ready to begin our full public comment on the items that have been presented again, thanks to thanks to everyone for their patients and I'm ready see so many people have stuck around. Plus, we have folks online. So with that, we're going open it up for public comment. Are there any members of the public who would hear who would like to speak on any of the budgets budget study session items that have been presented for the past few days. If so, you can grab a card from the table or you can simply make your way to the podium and you'll have a chance to speak. One other bit of housekeeping just before the break we held, we hit, showed some slides. They were updated from yesterday's discussion. If you would like paper copies of those slides. They are there in the back and they will be available online

at the earliest opportunity. So lets you use both podiums. Starting. Right here. Matt, is that you? Yes, it is. MISTER Mayor. >> Good afternoon. My name is Matt talk nauseum. PRESIDENT Of local 14 0, 1, I wanted to start off by thanking the council. You have heard the impacts cutting a fire resource would have on the community. And I hope you ensure we don't set this fire department back. 25 years. At the APRIL meeting, there was discussion about core services. So I would also like to thank the community. Who sent in more than 161600 emails to the city. Asking them to not close down an engine or truck company. This solidified the fact that the fire department is a course service. And I hope that you as elected officials do everything possible to ensure we don't close down a fire station here today. That includes browning out an engine or truck company. To highlight how close we are to disaster. After the APRIL budget meeting. I reached out to the iff asking for help. Stopping the budget cuts to the fire department. We here at 14, 0, one are located in the 10th District of the Iff, a huge area that covers Arizona, New Mexico, California, Hawaii and Guam. Confirmed that many cities are facing cuts this upcoming year. They highlighted that la has a billion-dollar in San Diego, 250 million dollar deficit. But they're both increasing fire department funding this coming budget year. Died. That was shocked that Santa Rosa was taking the

action. To cut a fire department resource. Especially given the fact that Santa Rosa had one of the most destructive fires in California's history happened right here. They're even more shocked that Santa Rosa was taking this action because Santa Rosa is the only city in the entire 10th District. And I'll say that again, Arizona, New Mexico, California, Hawaii and Guam. It is currently considering Khalid cutting a fire department resource as a tool to balance your budget. So again, to all the council members, thank you for your thoughtful questions and your obvious support to the fire department. I hope that this process has made it clear that blacking out or browning out a fire department resource is not an option for our community. And when it comes time to decide on where we go from here, I hope that all do the right thing. >> Thank you. Thank Folks. In an effort to keep this meeting going to hold the applause. So by all means use your jazz fingers to do something Show your support silently. We want to keep this going because we have least 30 speakers who are looking to present today. And with that said, Matt Finn again, want kick us off at that podium. >> Of guys can hear me and finished talking today. So >> I have to say >> very, very disappointed in the city of Santa Rosa. And specifically the city leadership. Yesterday I brought probably 40 to 45 members of our union to try to express what some of these cuts meant to them. Like they're people. They're not fte. He's on list. We nobody's nobody's even mentioned how many people have you proposed

to get rid Nobody's talked about the disruption. This causes and services in the other departments, meaning non public safety. Nobody's asked that question. We came yesterday to ask that question and we were once again excluded from the conversation. We were not even invited to the conversation in FEBRUARY when you voted to lay off one of our members and caused others to be bumped. Without even telling signing a resolution saying you met and conferred with the unions when you did not. So I'm very upset. My members have been treated. I'm the least important person to speak. I'm the person who works for the union for the members. The members are the most important people that you should hear from. But what what I really wanted to talk about was the fault fallacy of this emergency. And I my fire brother, mentioned this. There's nowhere else in California. That's hacking and slashing getting rid employees. Getting rid of firemen, getting rid of policemen. They're not doing it because it's not an emergency. Fabricated emergency year over year for the last 6 years. This city Santa Rosa has had a surplus over those 6 years that surplus not budget money, which is not the certified financial reports, but real cash is 91 million dollars in

surplus over 6 years. And you're proposing eliminating probably 30 people jobs just in my unit. You need to think about that. You need to and fight the members to that conversation. And you need to slow down. It MAY be an emergency in the future. I lived through 2008, 9.10, the bad days here and in other places your proposing way more cuts than we did during some really bad times. Say thank you, Matt. We're gonna come back to this podium and want to keep alternating. Thank you very much. >> Thank you. Council sample local 4 to one on the fire captain, the center of the fire. I was a fireman on engine 3 in Coffey Park on the night of the Tubbs Fire. So when I think about reducing our staffing levels below what we had that night, I can't help but get emotional. But today I want to put emotions aside and I want to talk about numbers and I want to offer some hope to you on the council, but you can do the right thing and the should strengthen your desire do the right thing. And there should be no mistake. A brown out of the fire department resource is not the right thing to do. Well, the 14 ones retained a respected economics for Beacon economics. Look at city finances in their projection shows a 2.5 to 3.5 yearly increase in sales tax. We all remember the giant red numbers slide that Deputy Director Scott Wagner referred to slide 18 are projected projected deficit through 2030. You use a 2.5 to 3.5 projection, those

numbers get a lot smaller and a lot less scary. It's a fact of the city has almost doubled the amount of mandated reserves according to the council's own policy. I don't fall finance at all for looking at worst-case scenarios. I don't fault them for having a pessimistic out out outlook. But our analysts and, you know, yesterday noted the city is essentially saying that real sales tax collections will be negative indefinitely, which his words not mine is a bit dramatic. That's a pessimistic prediction. On the other hand, the science of emergency response is very clear. It's not a projection fires double in size every minute. In cardiac arrest. Every minute delay decreases brain function. These are real present-day impacts. We should absolutely not penalize our citizens for projections. A big red numbers in 5 years. There's more than one way to look at the numbers. And I only have 3 minutes to make my case. But that case exists and it is powerful. It's not just farm and officials hold this view that economists and financial analysts. I appreciate the hard work that city council city managers of Putin. But at the the same time, these cuts that are on the table, the brownouts are as bad as blackouts. There will be people need help that will be unable to get help in time. Those cuts will cost lives. Moving forward. We need in glass and commit to building up, not tearing down our fire department. We need more. I look forward to working with council staff going forward. I will be here in 2030. I hope all of you will be as well. But our choice today is what will be

left by I choose to believe will be stronger than ever and will make the right decision today to make that happen. >> Thank you, Sam. Next podium. Good afternoon. My name is Carl Car and I'm with operating engineers, local 3 representing units, 3, 13 16. I'm here today to stand against the drastic cuts that are being acted on over the past 6 fiscal years. The city's revenue hasn't exceeded expenses by an average of 15.2 million dollars a year, not including the 95 million dollar settlement between the city and pg and e. Between 2019 to 2020 for the general fund. Revenues have increased by 19.6%. Understand the need to be conservative in projections. That's what budgets are projections. Their forecasts. You're not looking at the actuals that the acf Ares, the comprehensive financial reports which actually show the money in coming and the money outgoing you as leaders of the city need to take your time and these tough decisions. Look at the actual numbers, not what you're being fed as forecasts and projections because what you are doing is affecting people's lives. You're affecting the lives of the residents of the city that you were elected to represent. And I'm up here today to say slow down, take your time, be thoughtful in your process. Don't just give a decision to give a decision. Think about what you're doing because what you are doing has ramifications not just for today, but like my brother speaker just said what's going what's in city going to look like in 2030? What's going to happen if there are more disasters that happen? We were lucky to get through the disasters in the manner in

which we did. I would hate for you guys to keep making these cuts and have more drastic disasters happen and has not get through them. We need to take the time. Look at all available resources. Not just listen to your staff is telling you numbers that are forecasted and projected actually looking back historically because if you look back historically, you see those forecasts and projections have been historically inaccurate. Take your time. Do your own research. Look at the documents that you have available to you. They're available online. We taken looks at And we all know that there is money that the city can look at to slow this process down at this point in time instead of actually taking draconian cuts and laying off workers, browning out fire stations land off fire police. That's ridiculous. We need to take the time and make proper decisions and actually make decisions that are best for your city. And for our city our city and it's your city. Do the right thing. Thank you, Carl. Stephen. Percent the firefighters and just to address what everyone said before they can be more right. This is crisis of projections right? >> We're talking about laying people off on what might happen in the in the future. >> And that's that's a wholly unacceptable way to act. We are in those positions that were and sure we'll come to the table and and make the decisions needed to be in that point. And even with that said, our labor groups have the hard conversations we met with our fire chief and from my understanding this morning, we had an agreement with the city manager about what the cuts were going to be acceptable for and they were

not brownouts. That was off the table. Blackouts are off the table. And then unfortunately, I still see it on the presentation. I think we've made it very clear and I'm sure you're going to hear many times over the dangers of losing any piece of fire equipment that we have in this city and to we think we have an agreement in that kind of gets thrown in our face like it, just it up there on that slide. And the fact that it's even still on the table is a very frustrating prospector in right now. Everyone's going to say, and not going to belabor the point. Speak too long, but we cannot lose anything in the fire department. We are already at bare minimum that we can be a and the rest of the city as well. The city works very streamlined and with very few employees and to lose anybody in the city right now when we are really in this crisis is is unacceptable. So hopefully you all can make the right decisions on that and come to the table. Thank you. >> Thank you, Stephen. Next podium. Good afternoon. Mayor Council city leadership team. Many of you MAY know me for those that do. My name is Matt North. A lieutenant, the Santa Rosa Police Department. I'm here today not just as a public servant, but as the individual behind the proposed budget cut. Proposed here today. The budget cut that directly affects the department's ability to function safely and responsibly. I probably served in law enforcement as a professional for 27 years. He's a key member of department's leadership team. I've lived through moments of crisis. Bill partnerships across the community and committed myself to doing the

work with integrity, stability and consistency, backed by nearly 3 decades of law enforcement experience. But this comment is about my personal frustration. It's about risk. If this position is removed, it won't just affect me. It will ripple down worth were already leading command structure. Our spam control is tight. Our responsibility is the expectations of our community continually expand. Asked to leave through. Increasing societal complex problems and law enforcement problems. Oversight on uses of force vehicle pursuits. Policy development. And internal performance. In critical instances require seasoned and present leadership. Cutting a lieutenant doesn't just eliminate a rank. It increases the likelihood of operational gaps and raises the city's exposure to liability. Liability that MAY not surface today, but could certainly become very real during the next critical incident. Cutting. This could be framed as a reckless act. That has predictable in severe consequences. I ask you. Strongly urge you to not just see the savings on paper. But take on the cost of removing oversight, guidance and leadership in a time where city needs at best. I ask you do right? We slow down. Reassess and lead with the accountability that you expect. Thank u next podium. >> Hello, my name is a j Trombetta a property owner in Railroad Square and I'm a 4th generation. Sonoma County native. I'm currently on Railroad Square Association's board of directors on the business development and security committees. I'm advocating for funding for economic development and for public safety. There's an

overlap between safety, perception and pedestrian shopping. I'd like to echo the sentiments of last month's comments from the Plaza and Metro Chamber. Representatives that we need business support an attraction so that we can increase taxable goods, revenue. We appreciate the city's investment in economic development. I also have years of experience in public safety as an operations analyst and in law enforcement policy researching best practices for the city of Los Angeles. Way back when for Duck Shun. And real-time response technology were in their inception. I've also worked for Sonoma County, Behavioral Health and the sheriff's office. I'd like to express my appreciation for Chiefs Cregan Westrom and all of our city staff. I've seen positive results of homeless engagement through the downtown enforcement team. And in response in our downtown area over the last few years. We've certainly appreciated having srpd at community events. But I see the proof of progressive compassionate Community, focus policing. When I go through railroad square security logs, we've had fewer disruptive incidents and a reduction in station vehicles. This leads to improved perception of downtown as a safe place to shop. I want to call out a statistic given by Chief Cregan this morning of 390 guns removed from individuals without any shootings having worked in urban environment that statistic. Is proof of progressive policing and first responder Wellness. We need our first responders to be well rested so that they can make critical decisions. I

came to I appreciate firsthand the comments about risk benefit analysis, deployment staffing. My experience, I've seen agencies eliminating or freeze multiple fte positions in advance only to have non-contract overtime mushroom to fill shift minimums. I came to emphasize our business community but also want to emphasize the health and welfare of our first responders. Thank you all for your time and dedication to our communities. Thank u next speaker. Well, this is that you. Hi, my name is Melissa Stewart. Good afternoon. I'm here today to plead with the City Council to fund. >> The Santa Rosa City schools, sro program. The issues that we're facing in our schools today did not happen in a vacuum. And defunding gang programs and other safety supports in the past years built a problem. One that has literally bled into our school campuses. To expect our school districts to have to do the job of a city function is not a formula for success. Families are fleeing our school district. The last couple years as we as parents have showed up to school board meetings, we've put pressure on board members to represent our students. Basic needs showing up to city council to do the same. We want to share schools become not only safe but attractive for families to want to send their children to. But right now because of school violence that is not happening. I'm going to be blunt. I'm tired of seeing my hard earned money from property and sales tax. Things I do not want to fund any more. The amount of money that has spent on last several years on homelessness. Yet I'm

still seeing homeless parked rv's parked my neighborhood, leaving trash on the streets. It is disappointing. I MAY not have a solution to the homeless issue but throwing more money at it seems insane. While other important programs such as fire and police are looking at staff reductions. I love living in Bennett Valley, but after my kids graduate high school, I don't know if this is a place I want to reside. Both me and my husband haven't businesses and contributed to our community. We want to see City Council spend money in a way that reflects the people that live here. The people that work here, the people that show up and volunteer homeless services are important but funding them should not be at the cost of our youth safety and security. I was listening in on yesterday's meeting. It was mentioned that the golf Bennett Valley was something frivolous and it might seem that way to some people. >> But as a parent, I see having a public and affordable golf courses serving our community every single day. I see high school students, their practice. I see them giving back to own schools and community community is not frivolous. We seem to. We seem to be attracting more and more homeless to keep moving into that area rather families. Our youth programs are vital build a strong foundation. And as a taxpayer, I'm tired watching my money go to things that don't build on that community. But instead to teary 8, the area I live in which in turn is having people move out of Sonoma County. I know more and more people will be showing up to these meetings, especially if we don't see funding for safety and fire. But I just really hope you guys do the right thing today. I think

you've made great impacts them, positive changes. And I hope you continue to do so. Thank you. Thank u next speaker. Thank you. >> Iris Harrell chair of the fire was task force at Oakmont Senior Community. I know this is a difficult time for all of us are city council members cutting existing budgets is never an easy thing to do. I empathize I trust you will make the best of a bad situation. Santa Rosa residents and also know what county residents have already shown overwhelming support by passing Measure h last year. Men ages provided money to the county coffers, yearly providing 60 million dollars annually for the sole purpose of improving and enhancing local fire prevention protection, emergency paramedic services and disaster response throughout Sonoma County and attracting and retaining qualified local firefighters and improving response times last year. Santa Rosa City manager Smith and Mayor Mark Step. And Stickley supported measure age, including purportedly a promise not to decrease city funding for Santa Rosa City. Fire Department. It would be a travesty for Santa Rosa to reduce any of the city Fire safety, paramedic services. We now have reducing will only increase the time to respond to any fire medical emergency or disaster. Reduction in police and fire will undermine this city and the popular efforts measure h for the overall county. You as council

members are talking about cutting fire and police services. And I ask what about finding more money? Let's make make the pie bigger. There are ways to I mean, maybe know, if we have to do another sales tax, building permits, take to get a kitchen. Remodel now takes 12 weeks when they could be an over the counter. There are ways to actually save money that aren't being taken advantage of. If the city needs to propose proposal happen, sales tax to continue our current services. I know many Santa Rosa's who would be willing to pay that just for their safety. We need to keep all of the firefighters and police that we currently have as a point of reference compared to other cities. San Francisco has 2.9, 2.0 9 firefighters per 1000 residents. Oakland has 1.0 7 per 1000 Santa Rosa has 0.6, 9 firefighters 1000. I've lived here almost 10 years and evacuated 3 times fearful of my life and fearful of losing my home. Oakland's last big fire was the 1990's Santa Rosa's had all there's in the last 8 and a half years. Another point to make is we have multiple senior communities in our city. These communities defender, Lifesaving services that require fast response time. Please don't cut the fire and police department. Thank you. Iris wrist. >> Many expressed centers, police department Governing Council mayor. Today. I stand before you urge strong opposition to the proposed budget cuts to eliminate the police lieutenant position from the city Police Department. Well, budget decisions are never easy. Cutting a rule that would carry significant and unacceptable risk for both the

city and its residents. Police lieutenants are not their layer of rank. They're the backbone of police accountability review. Every use of force incident. Every citizen complaint and every major investigation that runs the department their job to make sure that actions taken in the field line with policy law and community expectations without dedicated oversight. Mistakes go unchecked patterns go unnoticed and public trust erodes. Lieutenant served as a first line of protection from liability when officers use force as a lieutenant who reviews the case and ensure that is justified, proportionate compliant with policy and the law. When the resident files complaint, it's a lieutenant who leads and oversee the investigation. Make sure the concerns are fairly addressed. Eliminates. Eliminating the position of weakness in internal eliminating positions of we can eliminating this position weakens internal safeguards and that opens the city of the costly lawsuits, settlements and most importantly, a breakdown of community trust. Let's not forget, lieutenants are also the first line of leadership in emergencies during the Tubbs Fire in 2017. That was lieutenant who are on the ground leading rescue operations, evacuating residents in coordinating with fire and emergency services alongside line level personnel. I would be on duty sergeant when the Tubbs fire broke out and our officers and supervisors were going into burning homes, rescuing community members alongside the fire Department support. Our lieutenant. We're directing resources leading operations and making sure we rescued as many people as possible. We're keeping our officers safe preparing for the next wave of officers to

keep our department running. Lieutenant are also one step. Tenants are the one the one to step in and natural disasters. Major crashes kept mass casualty incidents and bring calm and order to chaos. When seconds matter, most law enforcement are the first responders on every significant incident that happened in the city of Santa Rosa. If we care about transparency, if we care about accountability, if we care about protecting the city, cutting lieutenant is the wrong way to save money. Instead, we will be stripping way. One of the most important safeguards we have to ensure police operate with fairness, integrity and responsibility. I know several council members on this ties publicly spoken about the importance of transparency and accountability in law enforcement and cutting this position. We go in the face of all that you've advocated for for so so many years. I urge you to reconsider this. Kut, keep the police but plea the lieutenant position in place because cutting it does not just trim the budget because at the very heart of accountability, public safety in our city. Thank you. >> Thank you, Chris. Janice, you. Janice Karman and I'm going to talk about fire department as well. And I was the 2017 fires scared to death. >> With the heightened 3 year-old neighbor, that was next to me. And we found a way to a great shelter. I kept myself busy there greeting a lot of people who are coming from Oakmont at that time. They were scared, very scared. It was a lot of chaos. And recently I was in the county meeting and I was speaking

with anger. And it's very pleased to finally have a prison conversation with him because I think he's done an excellent job of increasing helping with the education and everything around it and probably with the fire department too. Anyway, that the fire department does an excellent and there were people are coming in at the time who are having car accidents on the way and they re needing services and fire department way where the go to the day. We're the ones that we're keeping it off of where it was trying to go. We lived through that. It was horrifying, but things got better. But then I want to talk about last summer when I was going to Pacific Northwest taking the first vacation I taken in 9 years. We went through 2 fires on the border of California is very frightening as an area of travel. Quite a lot. And there's a lot of staging areas. Now, the staging areas who some think that our recruitment of the people that come from all these other areas in states all around the country. >> And they come in they helped to put out these horrible fires. So we've seen Hawaii burned Maui. We've seen Southern California. We don't want to see more fires here. We want to see prevention and we want to see active people who are trained well, who are able to take care of the fires when they do hit. Okay. So please don't reduce the fire either hardware or the services. The other is I want to talk about the police side. MAY 23 police reports over the last 8 years or so in the beginning, the Justice Center told me keep making them, keep

making them. They will respond. I've had very little response. At one point I was assaulted. My house has been vandalized and there's also a project that's going on across the street that has brought more vandalism and more theft and injuries, things to my area. I just I'm surprised that they're saying that they're doing such a great job because I haven't seen it. And the mental health people that respond. If they do respond, the sheriff goes and responds to every time the planning. They need to have people who check the zoning and respond. >> Thank you, Janice. Patty. Thank you. Good afternoon. I'm Patricia Stephens. A sergeant with the Santa Rosa Police Department and PRESIDENT Of the Santa Rosa Police Management Association. We have collaborated with the city to address the budget deficit. Despite the challenging implications, this will lead to significant Seth staffer jet reductions, which unfortunately will impact public and officer safety with fewer officers on the streets in a reduced number of surgeons to supervise and mitigate liability. The community MAY experience longer response times a significant uptick in crime and decreased oversight. Now a new consideration is the elimination of a lieutenant position. A reduction in leadership at this critical level compromises our ability to effectively supervise and manage high risk and high liability situations. Inadequate leadership and lack of guidance can result in hesitation when Swift decision

making is essential as well as the authority required to implement those decisions. The legal and financial liabilities that could arise from incidents occurring under insufficient oversight. Are absolutely alarming. Srpd management is currently dangerously understaffed based on our size in Santa Rosa's population. We are at the bottom of all comparable agencies. Municipalities with half the population in half the number of sworn officers have nearly as many lieutenants as s. Roseville Police department with over 30,000 less in population in over 50 fewer sworn officers currently has more lieutenants. The U.S.. And Hayward Police Department are most comparable in size and population. Has 10 lieutenants to our 7. Eliminating lieutenant and sergeant positions will jeopardize public safety jeopardize officer safety and expose the city to significant liability risks. Saving a dollar by spending too, could not be more accurate in this scenario. Thank u next speaker. My name is Chris Style and tone and I am here on behalf of Oakmont Village Association. >> I have the privilege of being the general manager of the community of approximately 4800 residents across 3200 homes. I'm here this afternoon to express the deep concern of our residents over any potential closures, a reduction and fire services, particularly at Fire Station 7, which serves Oakmont with an average emergency response.

Time of approximately 3 minutes. We are mindful that any reductions anywhere in the city would impact all not just Oakmont Oakmont members had planned to come in busloads today. Not the first time, but out of respect for time and space. They've asked me to represent them. I hope to serve them well with this message. Our residents are entirely seniors. Many with mobility, medical and cognitive cognitive challenges and a community. 3 minutes can mean the difference between life and death. Any delay in emergency response, especially for medical events or fires can be devastating. We are also proud of the strong collaborative relationship my has built with fire officials working together on preparedness evacuation planning and resident education, reducing staff or resources doesn't just slow response times. It risks weakening the vulnerable partnership and the proactive safety culture we've built with the hardworking and dedicated fire officials. We ask that you consider the broader long-term impact of closures, homeowners insurance premiums will continue to rise due to downgraded fire protection ratings. Residents will continue to face reduced coverage or fire exclusions altogether. Property values will decline and reducing and city tax base and impacting other services in the future. While the financial concerns are real, the safety and the well-being of all center is a residents, especially those

that are vulnerable. Lets me remain top priority. We recognize that the city is facing tough financial decisions and we're mindful that Oakmont is only a portion of the broader center is a community, but because of our location in on the city's eastern edge and our unique demographic. We often feel like a small city of our own. We truly understand your position and the challenge of balancing needs across the entire city. We are not here just to voice concern but to be collaborative. We welcome continue dialogue with city leadership to explore sustainable solutions that preserve essential fire services without compromise, compromising public safety. Thank you for your time in service and your consideration. Thank u next speaker. >> New mayor vice mayor and council members. My name is Michelle Rebowe. I am here in regards to the sro program for our kids. I moved here when I was a teenager attended Santa Rosa City schools. And now my older son is also at Montgomery. I have a younger son that's also in middle school. I came back to Sonoma County after college started a business started a second business and chose to stay here for the quality of life that Sonoma County can offer. As well as what it can offer for me to raise a family here. I married my husband has a business that is still here as well. And our children do not feel safe because of the gang task force not being enforced with us, not having sro officers on our campuses. My kids come home from school and comment and complained about

not feeling safe, not feeling safe around certain people at school or certain areas of school. We need our s o s program back. I am a career volunteer. I spend a lot of time on the school campuses and interacting with some of those kids and hearing what they used to say about the sro officer that we had on our campus at Montgomery is amazing. They felt safe. They had someone they could confide in. They had someone that they knew was a peace officer which makes them more comfortable approaching other peace officers. That's your responsibility to provide a safe place for our children to be educated. The mat, the vast majority of our kids on our campuses want to be at school. They want to learn. They want to interact. They want to compete in sports. They want to socialize. They want to be on a safe campus along with their friends. Us parents, those families that live here in Sonoma County are begging you to bring the sro program back to keep our campus is safe and let our kids feel that their hometown is safe for them to live in. Thank you. Thank u next speaker. >> Good afternoon My name is Sam French. I'm the director of Sonoma County, Professional firefighters representing members serving unincorporated areas of our county. Also fire captain a paramedic. The Sonoma County Fire District. Take a moment to speak to today. But the threat impacting brownie out engine could have directly lead to decreasing safety of my membership in the communities

we serve. Right now we have 96 member serving across the areas of Santa Rosa. Many of these areas are not some distant edge of the map, their neighborhoods and areas we are respond to a daily basis, especially in the south and along Santa Rosa Avenue. Of the highest call volume zones of the region. But here's the issue. Every time we respond to this city, we're leaving our own communities at risk and uncovered. This is not just a logistical challenge and it's a safety concern and increases risk to our firefighters and the public alike. Weathers during the routine responses were major incidents. Brownie on engine will significantly pardon. We're all seeing call volume increases. Fires go faster and hotter. As I look out today, I see the hills beginning to Brown. Fire doesn't care for. Speaking brown now to engender blacking out engine and surely doesn't care about the city limits. This isn't just professional. It's personal. Many of our membership lives right here in this city. We're not just increasing fire coverage reporting firefighter and public safety directly are brisk. Thank you. >> Thank u next speaker. >> good afternoon. My name is Heather Shagged on grown bomb. I'm a 20 year resident of Santa Rosa, a local business owner as well as the vice president of the Montgomery Education Foundation. >> I'm here to implore you to fund and reinstate the Santa Rosa City schools. Sro program. My 2 children are students of Montgomery High School. We moved to Santa Rosa chose to move to Santa Rosa

because of the quality of life to raise our children in safe schools. I just suppose that basic goal with the abject horror of trying to communicate with my daughter on lockdown at Montgomery High School during the 2023 stabbing tragedy. Not knowing if she was safe. Is the loss of life in our schools. A new reality that Santa Rosa families have to face the increase in violence on our campuses cannot continue with annulment of the gang Task Force crime among youth has mushrooms. Why does the largest city, the largest school district in our county not have Sro's. The Santa Rosa community has overwhelmingly clamored for us, our roads and our schools. Mark, my words, families are already moving their tax dollars to Windsor in Rohnert Park cities with school districts have sro's. Our children are the foundation of our chil, our city's success. If we do not invest in their very safety. If Santa Rosa is known to not have safe schools, if this basic civic duty is not meant, we are not a successful city. Please make the choice to invest in our community safety. Thank you. Thank u next speaker. Good afternoon. My name is Jesse changer. >> I'm a resident of Santa Rosa who also happens to be a captain with the center is a fire department and the secretary for the Centers of firefighters. I'm here today to underlying with some of my brothers have already spoken about and you need to understand and realize Brown out it's no different than a blackout and it has implications to the services that we provide. When I speak

of services as that we provide you need to remember that is life or death. If there's an engine that is browned out and your loved one is having a heart attack. That could be a delay of 5 to 10 minutes in cpr resuscitation to them. It is life or death. If there's a structure fire and then engine in your district is browned out. That could be a fiveor 10 minute delay in response to get water on the fire and GOD forbid there's somebody in that home that needs to be rescued. You need to keep these things in mind when you're making these decisions today. I have to keep these things in mind in the decisions that you're making. When I looked to my loved ones, my families, my friends in the community that I serve and I have to explain to them why I wasn't able to appropriately respond to their loved one in their time of need. Thank you. Jessi next speaker. >> said David Benjamin Grandma, Montgomery High School parent. I'm here to speak about a topic that's hard to believe we have to fight for, which is funding a sars in high school. First of all, mayor step of the city council. Everyone says you have a thankless job. What I want to change this. Thank know, it's a brutal times. You guys, we really, really appreciate all the work you guys do. It's been 5 years so as we drop and the mood on campus is high school campuses remains that extreme anxiety. A friend of mine was hired as an administrator for Elsie Allen. He lasted for less than a month. Every day said it was just weapons, weapons, knives, guns, cetera. He said he was

terrified. That's why quit. We all know about the terrible tragedy, Montgomery High School few years ago, the same school my daughter attends. Could that tragedy of been averted by the presence of Nsr on our campus will never know. How can we forget the look and chief police officer, chief police officer credence face one of the tv interviews interviewed on the campus after the tragedy. Chief Cregan spoke about his regret. The Essos were no longer our campuses and how the police department was in complete support of bringing sars back soon. And that was 2 years ago and still nothing right. We have an amazing Principal, Montgomery High School. I pull Santa's. She's done is what you can restore as much water as possible. But she's severely handicapped by not having the presence of sro's in campus. Is one main bathroom in the Montgomery campus where many of the violent fights have happened. I'm terrified my little girl. After uses bathroom one day and she'll be attacked. So all of us parents desperately seek hid in bathrooms and the Montgomery campus hoping our children to be safe from assault. How pathetic is that? The next ama tell you be completely shocking, too. I run a tutoring company, teach students throughout the Bay area. Wherever I whenever I bring up where I live Santa Rosa, the first thing I hear from parents and other areas is that is the deadly of, in other words. You know, though, you never want to hear when someone is going express pity. They start asking me about which private school my daughter attends because surely I would send my daughter to a Santa Rosa Public high school with all the gang problems in violence. So that's our reputation, California. Now it's crazy, right? This is Santa Rosa, one

of the most beautiful places in the year and the world. You want more money. You don't have to face total budget decisions right? It all starts with restoring Santa Rosa's reputation so that we don't lose students and tourists. When people feel safe, they spend money. There is good news. There's been a big change in the says Santa Rosa School board. It's a great new board that reversing the mistakes of the past and they would gladly welcome sro's back to our campuses. So please do the right thing and allocate money for Essos and keep our children safe. Thank you. Thank you, David. Next, speaker. Good afternoon. My name is Jim Guy. Singer. I moved to Santa Rosa 1977. And I never left. >> city of Berkeley firefighter paramedic for 30 years. Before that, I worked Santa Rosa for 7 years as a paramedic. So we start off by saying if you conducted a survey today, your citizens priority are going to likely show public safety as a top concern measure o passed in 2004 with 70%. That's not going to change. Even in the city council's organizational values chart. Listen, number one is providing quality service. To consider laying off 12 firefighters of running out of station or a ladder company. You're not just swerving out of your lane. You're heading off road and you're about to drive off that Cliff. As a taxpaying citizen in Santa Rosa. What I call 9, 1, I expect expert level of service, which center is a fire in Santa Rosa. Police have. Delivered months. My expectations that every firefighter and police officer goes home in one piece after each shift, what these cuts are absolutely compromising their safety. And I can tell you firsthand my 30 years of

firefighting experience at a single-family home fire is a lot different than it was 2030, years ago with the synthetic fuels and materials being used inside that house. And it's critical Pa 17, 10 recommendation to have enough personnel on scene to do an effective search for victims and to be able to contain and extinguish that fire in if need be to have enough firefighters on scene to save their With what happened here in Santa Rosa in the last 8 years. It's ludicrous to even entertain layoffs. And in general, ladder truck brownouts, the city owes a debt. And with all the help received during those fires, you have quite a public image problem if you cannot reciprocating. We appreciate that. Thank you for your service and your sacrifice and saving Steven next house. Action speaks louder than words. It's your job to keep all these people in red t-shirts safe. Santa Call volume of 30,000. And with the downtown plan of adding an additional 7,000 units, everything's going horizontally. You need to have enough firefighters to fight mid-rise and high-rise fires. I was at that fire in Berkeley. That was a six-alarm fire on a 7 story building. I was the first in on the ladder truck. We got that pipe flown with water under 5 minutes and we didn't have a chance. We needed 5 trucks to keep that from taking out a whole downtown block in Berkeley. And we have the luxury of having Oakland and everyone else nearby minute cut this short. But Santa Rosa won't be

alone in this fight to save their firefighters. Sanders is home to many active retired firefighters, not only Berkeley and Oakland, where we're very aware how getting that Sanders, a firefighter, local 1400 endorsement is to campaign and will hit the streets with the Centers of firefighters. We have. Local 14 o one's back. We back those the Baucus and please read director priorities to match those of your constituents. Thank you, Jim. Next speaker. >> Honorable mayor members of city council and city staff. My name is Renee Rossetti chief program. Officer of the ywca. Sonoma County on behalf of the board of directors, staff volunteers and especially the Santa Rosa families served by ywca Sonoma County. I'm here to expire. Express our deep regret and opposition to your consideration of eliminating fun day funding to ywca Safe House, a confidential refuge for Santa Rosa. Families fleeing violence in the place. We should all feel the safest inside her own homes to leave one's home is to become homeless. Choosing that over personal injury or tragedy at the hands of one's abuser. Established in 1976. Ywca is 24 7 domestic violence crisis hotline. The only one in Sonoma County is still the most direct path to support for local families in need our confidential safe house shelter is the only one in Sonoma County for families seeking refuge from harm. Since the inception of our contract in 2019, we have relied upon the city of Santa

Rosa for support and ywca Safe. House shelter has delivered a total of 37,266 bed nights. 2 adults and their children well, over half of whom are residents of the city of Santa Rosa. 73% are women. 27% are men, children ages 0 to 5. Make up. 25% of our population and 34% our children's ages 6 to 17, nearly half of those served our local residents ages 18 to 59. Many are heads of households and single parents. 33% of some of those served. Arlette are Latinx 27% white and 23% multiracial. 77% of those served are extremely low-income, making them especially vulnerable to returning to their abusers. It is disheartening to learn that earlier presentations in this forum appeared to suggest that ywca and other local service providers are able to handle the burden of these budget cuts. The assumption is false. Finding funding to write Wca. Sonoma County is currently strained as foundations are offering support at lower levels. And then prior years and as individuals and corporate donors tighten their belts and an uncertain national and worldwide economy. Ywca Ys, 24 7 crisis hotline in shelter are the only ones of their kind in Sonoma County making us Santa Rosa is vital and singular resource for families experiencing domestic

violence. Please reconsider eliminating ywca is funding moving forward. Thank you. >> Thank you, Renee. Next, speaker. Hello, Mayor vice mayor and council. My name is Jill Shah side in the corner, rejoice and center. And I'm here to comment on yesterday's proposal close Ridgeway, some center ridgeway's has a very special place in my heart. Well, as well as many other members of this community through my childhood, I often intended recreation swim with my family and friends. I have many jurors, many memories from a childhood at this pool and adult life. In 2008, I was hired as a swim instructor and lifeguard at Ridgeway my time as a temporary employee was filled with many learning opportunities that are shaped where I am today and friendships that have lasted the stay 2015, I started my career as a full-time employee and have had the honor of working in various roles in the city until 2023, when I was offered the court and a position every 20 some center, consider myself extremely lucky to not run the facility that has spent so much of my life and when I learned of the pros cuts to recreation, course, became concerned of myself, but also the 50 plus staff that employees summer. But I am also more concerned of the community at large concern for the community members who rely on intending or lap swim to stay fit physically and mentally. I'm concerned for the 19 swim club whose remains use Ridgeway to chase their goals of becoming excellent athletes. The me

some day use the sport to get recruited in college or even ban. Steve, you know the Olympics. I'm concerned for the families of our community who want to escape the heat on a hot summer day or have their birthday party at Ridgeway so their child can go down a water slide. I'm concerned for the countless children who MISS Out on opportunity to to swim because they have to fight for limited spots for lessons on Finley. I'm concerned for the participants in the county's annual bomb us our learn to swim program that we host offering a free swim lessons and water safety tips to low-income families of the area. I'm concerned about our local Special Olympics team that used Ridgeway to get their swimmers ready for events. I'm concerned for all of our high schools that use both of our pools during their competitive swim season to practice and host needs concern for all the summer camps. The visit our facility in the summer to pad their participants, fun opportunities. Finally, concerned these groups would have a hard time finding a replacement for opportunities that Ridgeway provides them. If it were to close. I know you all have some very tough to his decisions to make to ensure our vitality as a community recreation as a whole provides fantastic experiences and opportunities to the community. Members of Santa Rosa. I would it would be heartbreaking to see any of our recreation programs disappear. I know. I believe that closing the facility would be a vast detriment to our community and hinder the

well-being of the citizens. Citizens of Santa Rosa. I hope you will take these concerns into consideration when making a decision and hope that Ridgeway remains to be a treasure gem in this fine city. Thank you for your time. Thank you, Joel. Next, speaker. >> Thank you, council everybody for my time. I am Jeff Bittner. I am from. >> Teamsters locals a unit, 7 Rep Lagoon. I have so many things I can talk about, but I just choose one. One is the budget cuts. So I want to tell you the impact of the current budget in the last 6 months we've lost more than 6 critical people at the treatment plant. Just going to Sonoma County water agency. The deputy director. The operations supervisor, the electrical tech supervisor, the instrumentation Tech supervisor. 2 senior operators. And I can go on, please. You need to pay attention to the treatment plant. We cannot afford to lose any more critical people and they're all. >> Critical. We are working with less staff than we need. Unless staff. Then we've done and found in the studies that we should have. >> We're doing the best we can with what we have. But I believe all city council members should come out and see what's going on out there. We're doing our very best with what we have. And it's still running today and it will still be running tomorrow. But if in fact, we don't stop the critical people from leaving. We won't have any left and

then it won't be running. I hope. But this doesn't go on deaf ears. And that you guys pay attention and come out and see. Thank you, Jeff. Next, speaker. Good afternoon. >> My name is one thought as some director of community and family partnerships on Sonoma County Community Action Network here in Santa Rosa providing services Sonoma County. I'm here to ask council to reconsider slashing the funding for the season. Sunshine funding. This is an insurance funding that you provide is the only administrative funding is available to our organization and our partners that provide services that run across the country. County even though 75% of the assistance that's provided is for some real some residents. We We're on track to provide assistance, rental assistance, utility by 500 individuals. This calendar year. That's about 181 households 181 side able to stay in their homes and that in the streets and minimizing the impact first responders that are being impacted here as well. I as too. Consider the on the funding that gets leverage things to your funding. And it's about $600,000 private donations from the seasons Seasons of sharing Chronicle funding that comes from outside the county, the $600,000 that are going to be distributed to the community are not going to be able to be distributed. More individuals are going to be in homeless. Well, rod risk of some serious concerns. Your

funding really leverage isn't. You're funny. Makes it available for us to address the need in our community. This investment the impact to reduce the amount of funding. So you have to spend in the future adressing under shelters addressing the needs and the streets. I really urge you to reconsider this. This need. The individuals that serve are across whole population. 50% of the bipoc individuals, many of whom are under threat with current administration's. We've been talking about of the Sasser signed the potential for the I'm here to remind everyone there's a slobbering the Sox are that's happening The comic disaster that are most vulnerable individuals here, inner city facing. This is one of the only funding sets available. That's non-governmental that can assist individuals regardless of their immigration status or how they identify across the board. We veterans, disabled individuals, families. Families of young children. Women that are pregnant. I you to reconsider. Have for community or or most vulnerable individuals decisions that you make today. I hope that you really consider those or of homelessness. Thank you. Thank you, Ron. Next speaker. >> Good afternoon. My name is Jackie Jorgeson. This is my son. So he left the kindergarten early to stand in solidarity with his fellow

firefighters. I'm speaking as a resident of Santa Rosa and also is the founder and executive director of the Volunteer Fire Foundation. Fema funded nonprofit that supports the recruitment and retention. Volunteer firefighters and the health and well-being of all of our firefighters. >> Did you have something for Yes. >> Paula Deen's I have. I'm still stand in second time. He has. I'm still standing seconds. Sorry about that okay. It's really important me. Finish. >> Volunteer fire foundation and our partners have been active in Los Angeles since the JANUARY fires even treating our own Santa Rosa. Firefighters down there during the policies. But at its heart where Sonoma County Organization. >> Born from the ashes of her own mega fires, the tubs, the kincade, the walbridge and the glass. As you know, 2 of them burned right into Santa Rosa neighborhoods and a 3rd got real close. I was on the line of the glass fire the night ripped across the Napa Valley and landed here. I saw our fire fighters run our Santa Rosa Fire fighters. They ran from a property upon Los Alamos that they tried so hard to defend. It was a home that ignited faster than even the Chiefs on scene thought possible because that's how these new fires burn hotter faster. And with more dangerous levels of toxicity than ever before the back of their engine burned. But they kept fighting because that's what Santa Rosa firefighters do. And now it feels like the flames licking at their heels are coming from their own city council. Our City Council, my City Council. I know you have some hard choices to make, but seeing this department on the chopping block is shocking and

profoundly short-sighted. We've got a little break in the past 4 years, but that's only because the winds haven't materialized. They will return. These fires will return. And if you cut one firefighter much less a chief or an apparatus, you are putting us in danger, not just the city, the county, because the firefighters of this county are a team and we're already in trouble. You MAY not know this because the county doesn't seem to track it, but I do in Twenty-twenty when I started my work, we had 6 100 volunteer firefighters enough to double the number of boots on the ground and these huge fires. And we needed the most in 2022, we had only 500 volunteers as of DECEMBER 31st. 2024 398 remain. We're doing everything we can as a small nonprofit rebuild those numbers. But the decline of volunteers is a definitive nationwide trend. What that means for a place like Sonoma County, which is vulnerable to not only wildfire but catastrophic earthquakes is our paid fire forces more critical to the mutual aid system than ever. I'm going to finish with my own personal motto. At the world's going to burn. We better make d# # # sure these firefighters have everything they need. Thank you. Thank you both. Patrick. Thank you. City Council. I'm good afternoon. My name is Patrick McDonnell. I'm the housing team supervisor at legally of Sonoma County. >> Like the previous commenter who invoked seasons of sharing legal aid of Sonoma County is one of the city's most important upstream investments to make sure that folks don't actually end up on the street. As we're hearing from a lot of the comments they ran, city's budget is never going reflect the money that doesn't have to be spent when a crisis gets

worse or when something falls through the cracks. In our case when somebody ends up on the street, the amount of money that gets spent expended in emergency services in transitional housing, which a grand jury report estimated between 60,000 and $100,000 per an house person here in Santa Rosa. Our services in calendar year 2023 to 2024, we provided services under our current grant of $111,000. It cost the city less than $150 per household for for our services and then included 73 households that we verified were kept from the streets because of our services that were defended from eviction over 1000 Santa Rosa households in total served by legal aid. I just also want to clarify there is a little bit of I think, misinformation or miscommunication. Legal aid. We do get money from both the city and the county. However, the main source of funding for us through the county is through the federal government's community development block Grant Santa Rosa because of the size of the city gets its own federal allocation from the community development block. Grant. So a grant from the county that funds or services actually excludes any services to Santa Rosa residents, which means that if our grant and is from the city of Santa Rosa, it's going to severely restrict the services that we're able to provide to Santa Rosa residents because the county money that we get does not actually allow us to serve Santa Rosa residents. We have one time I got funding from the county that allows us to serve everyone. But like the city's grant that ends at the end of JUNE. So if that money is not renewed, we're gonna have to make some serious. Choices about how we can serve Santa Rosa residents considering we don't have any funding that is actually

allocated for that purpose is. So again, I ask you to consider the upstream investment you're making in ensuring that Santa Rosa residents don't fall through the cracks and then up on the street. This is also a commitment that the city has made threes housing element program. And so we're not only taking away that upstream investment were also walking back on a commitment the city made through its housing elements that was approved by the state of California. I thank you for your consideration. And I do empathize with the situation, the city and I thank you all for your leadership. Thank you, Patrick. Next, speaker. >> Good afternoon. My name is Brenda. Hearing 10 and I am one of your police lieutenants. >> I've served this community as a police officer for 26 and a half years. My request to city manager and council today is to trust the leaders you have put in charge each of your city departments to guide you. Last week. The Police Management Association met with city representatives and the position of police. Lieutenant was never mentioned. 2 days later. The position landed in the city's official power point. We were absolutely blindsided and disappointed that this was withheld from our discussions. The police Management Association has been willing to work with the city in good faith and the lack of transparency is disheartening. The post position of a police lieutenant being cut last minute without proper analysis. As to the overall department impact is absolutely irresponsible. We have been told repeatedly through outside consultants we do not have enough lieutenants to cut one position, sets the

city up for greater liability. The lieutenant has various responsibilities. However, one critical role is accountability and oversight of the day-to-day operations. Tenants critically review all complaints and incidents where there is any level of force to ensure our officers are following policy and law. Identify training needs early on as to avoid future pitfalls. Just as it would be inappropriate for me to recommend a cut for another city department Ri have 0 experience it would be negligent for any other anybody other than the chief of police to make a decision as to what positions or services can be reduced or cut. I've witnessed Archie firsthand work with our labor unions and thoughtfully make tough recommendations to the council. He is not operating in a vacuum in his recommendations have not been impulsive. Please provide Chief Cregan a reasonable number to work with interest. He will come back with a fair solution which will keep city responsibilities and community safety as his top priority. Thank you for your time and good luck with your decision. Thank you. Read next speaker. >> Good afternoon. My name Doug Lions. I'm firefighter with the center firefighters. The first thing comes people's minds. When we speak of the fire department, our community is the catastrophic fires we've experienced over the last several years. However, as my chief spoke during his presentation earlier this morning, it's the countless calls we respond to every single day. That has an incredible impact on people's lives. Every resource in the center of fire Department on the road as a paramedic on provides advanced life support for emergency services. I'm

speaking to you. Not only as a firefighter paramedic, but as an individual who's of an engine company. My grandmother was region and of her life. My mother had contact Where my parents live. They have a fire station at this 0.8 miles away from their home. That engine company was browned out. And they're responding. Fire engine came from 6 miles away. When I got home. Finally after coming home from work, the only question my mother had for me was why did it take so long for that fire fire and not paramedic to get there? And I did not have an answer for I said budget cuts, mom. That's how city government works. As leaders of our community representatives for our citizens. I hope you are prepared to answer that question when our citizens ask you, why did it take so long? For a fire engine and a paramedic to get there because it's not the responsibility of our firefighters or my fire chief to answer that question, it's yours. If you brought engine company. Thank you, Next speaker. Mayor said. >> Vice Mayor Alvarez City Council. And city manager Mark e Smith. Appreciate your time. Sergeant and I'm currently the sergeant of the Special Force, team of the police department. However, really here on behalf of this era's of Please Management Association as I'm the secretary. I apologize for not having a prepared speech was not intending on doing this. However, I feel compelled to do it now. I was hired here in 2008. We all remember the financial crisis

of that time. Many people see this room live through it. I received a notice of layoff during my first year here as the least senior employee in my division. During that time, a senior employee made the sacrifice and decision to retire to the detriment of her own financial outcome in order to see my position. And I will never forget the sacrifice. That is the same sacrifice are asking members of my union to make today with the addition of the elimination of the police lieutenant. Respectfully, we've all talked about very candidly about my members and their retirement dates. However, none of those are guaranteed. None of my members should have to retire in order to save an additional position to the detriment of their own financial outcome for whatever life plans they We're talking about 25 years. City employees. So just to be very clear, because I do like clarity. The police lieutenant position were to be eliminated. That would demote. A lieutenant to the rank of sergeant, which would then a sergeant added additional the motion to the rank of officer which has the potential, depending on how many unfilled officer positions they are to have a officer layoff. I understand it. This is a very difficult decision and do not envy anybody's decision here today. However, I wanted to bring a human element to the consequences of the decision you're about to make. And I appreciate your time. >> Thank you, Sergeant. Next Speaker. Council members. Thank you for the opportunity to speak today. My name is John Hull and the seizure representative local 14 0, 1, Santa Rosa Fire fighters. I'm here to voice strong opposition to the proposed budget reductions to our fire

department. Cuts that you're proposing lead to brownouts of a local fire station. Let me be very clear. Brownouts don't save money and they cost lives. As you've already heard, shutting down a fire station, even temporarily increases response times dramatically. And then emergency, whether it's a house fire, a car accident or a cardiac arrest. Seconds matter. When the station is browned out those seconds now become minutes. And for someone waiting for help that can feel like an eternity between life and death. This isn't just a cost issue. It's a public safety issue. According to Nfpa 17, 10, a full initial response to a structure fire should include 15 firefighters on scene within 8 minutes. 90% of the time. A single-engine should be staff at the minimum of 4 firefighters. Currently the city of Santa Rosa's only staff's 3. You brought out an engine. We all fall short of those standards. Response times increase staffing falls below national standards, safety guidelines. Crews are faced to operate under dangerous conditions. That doesn't just put firefighters at risk and puts entire community risk. Brownouts won't just affect people living near closed fire station. They create a domino effect. Crews from farther away or pulled in weaving other neighborhoods exposed. It isn't just a matter of inconvenience. It's a matter of public safety across the entire city. This proposal also puts an unfair burden on

our firefighters. Fewer crews covering more territory leads to overwork burnout increased risk of injury. We rely on these men and women to run into danger when everyone else is running out, they deserve your full support, not reduce staffing, are uncertain resources. I understand the difficult budget decisions that must be made safety should never be non-negotiable. We have to find other ways to balance our finances that don't compromise the well-being of our citizens are the ability of our fire department to serve effectively. Our community deserves it reliable, fully staffed by or stations, every day in every neighborhood. I urge you to reject these cuts. Stand up for public safety. Let's invest in protection and not gamble with the lives. Thank you. Thank you, John. Next speaker. >> Good afternoon. City manager Mayor Vice mayor and council. My name is John Fisher. And I'm the treasurer of the Santa Rosa Police Officers Association. Much like you on trying to project future revenues and expenses reduction in members in our organization. We are to seeing a reduction revenues that we're going to have to adjust our budgeting to ensure we're still able to provide our core services to our members. This is just like the city during times of financial tightening, the city needs to refocus on its core services. The city needs to continue to provide strong services that are available to all. Including public safety and specifically the Santa Rosa Police Department. Also looking at revenues and expenses over the past 15 years with this city, we've noticed a steady increase in the reserves at the city, even with the removal of the year that the city received a large sum of pg e money. We've seen an increase of 2.1 million

dollars per year on average in city reserves. Last year's deficit was minor and barely touch the reserves. I think the city is sounding the alarm far too early and threatening services available to all citizens. Our current revenue projections don't include the passage of Measure e e and f f funding. We've already seen for the city's own documentation, year-over-year increases in revenues. I also want to follow-up unanswered question asked by the council to the chief pleas earlier Measure h which was the renewal of measure o or the public Safety services sales tax passed in 2022. With the 73%. Yes. Vote. I believe the citizens of this community have made their voice loud and clear with their thoughts on public safety funding. I implore the council not to reduce services available to all citizens, including the police department. As statistics consistently show more police mean safer cities. The police department cannot be expected to cut officers and staff as heroes as many of the citizen speakers have mentioned today. I was born and raised in this city. It blows my mind to know that there are less police staff members now than when I was a kid our population has only grown in continues to grow. I went to Santa Rosa High School. There was an sro at that school. He was my background investigator. When I got a job at this police department. Department can't be expected to do more with less. Please listen to the

will of the voter as displayed with Measure h thank you. Thank you, John. Next speaker. Hi, Michael Nienaber. I would say that citizens of Sonoma County, they're getting taxed to no one around here. >> greedy unions. And government to become an increasing burden on private citizens. I've been covered some utility users, can be looking into and consult with an attorney and I suspect to get discontinued because been collected for people who don't I would recommend to as far as the fire You kind. According to the first option, staffing cuts. Engine elimination blackout. Not as funny brownouts. You have to keep take your job seriously. You've you need to write the budget. You businesses are leaving and I believe it is true that sales tax will be declining. So if you come back with another. Additional sales tax measure, you're going to be made fun of. We characterize is incompetent. Remind you that Measure h only passed with 61 and a half percent. It was well short of the two-thirds. And if the taxpayer protection measure put up by the h j was kept off about what killed it. As far as what the what did we see in the Palisades Fire hydrants were connected to an empty reservoir. That's incompetent. The real heroes down. There were people like the guy you had some gas power pumps full swing pull saved his own house and that of neighbors, people take the initiative to take care of

themselves. And you know what, those fire hydrants being connected to an empty rows of minds. You of how in 2017 appear we found out there's fire hydrants were connected to tanks at the top of the Hill. The were deliberately kept close empty. And the blame for that as Chief Costner and Paul on fall because they're in charge at that time. And that's indicative of incompetence because to have a red flag situation and and tanks being deliberately camp near empty for the front that that's not right. Feel like point out MR. Longfellow also. He called out 3 cops 3 Saint Rosa, please to try to have me arrested for a fire outside this building. That's another. He should have been fired after that. That's a gross display of incompetence. Next. Speaker. >> Hi, my name's Garrison's I am a motor officer for the police department. I know everyone here. Thank you for letting me talk. You know, everyone on council knows that traffic safety is a huge concern for the city. We currently have 6 motor officers down from a high of 9 that we used to have. The city is 42 square miles. And it almost 600 miles of streets. The 170,000 plus population. But much more during the working hours and people come here to work, cutting a motor position out of that cuts. 16% of the working force for traffic enforcement for the entire city during those hours. I'm here to say I'm asking the council not to cut any police officer positions with 8 positions cut. That's 6% of our working force for patrol and functions that

support patrol. 4 motors. Just last year alone, we took over 300 traffic collision reports. That's not including the hundreds of traffic collisions that we went to that civilly. By motors going to calls that saves patrol time so they can handle important calls like domestic violence, robberies, stabbings, other assaults that occur. Each of those crashes that we went to. It's an average of 45 minutes per motor to handle that call. Not including the report writing time afterwards. All right. once medical is clear from the scene. Officers are still there. Motor officers are still there for an additional approximately. 25 minutes to 30 minutes with Jan Tow trucks doing traffic control, making sure things are safe for the community. On top of doing our traffic enforcement with the 8200 citations that motor officers wrote in the last year, which is two-thirds all the citations for the Department. Motors also help with traffic or with patrols. A patrol call our patrols inundated with hundreds of thousands of calls every year. And there is often times on a daily basis where there's no patrol officer available to handle calls for service. That means traffic, dt and other units that support patrol have to handle those calls for service or are used as a back for calls for service due to ability for motorcycles to get places faster than patrol cars, especially in traffic responding to important calls like injury collisions, stabbings or incidents where people need help right away. It is important to keep motor officers available and working so they can be able to help patrol and help the citizens

of the city as much as possible in as fast as possible. On top of losing losing a motor position will be leaving another motor next year through attrition was so tight. Are motor team by a 3rd. Thank you. >> Thank you, Paris. And next speaker. >> Hello, Mayor vice mayor and city council city manager City attorney. My name's and ideas and I am from Roselyn today. I am here speaking as a community member, but I do want to note just because it is known to many in this room that I am the PRESIDENT Of the Rosen School district. And so for me as a community member within Roselyn and as a well as an elected official to my area, I think public safety needs to be number one for each and every one of you. And that includes fire. Emt and police officers. As you guys know, as sorrows was a huge part of my movement when I was just in high school. To be honest, I remember my it has from Lawrence Cook, from Herbert Slatery middle and from Elsie Allen. More than some of my teachers. Our acs played a huge role and each one of our lives. He wasn't just there to patrol the students. He was there to be a mentor and more than anything, provide us the safety that the children of Santa Rosa City schools, lax today. So I in support of the sro program just because of all the things that are occurring and continue to occur. >> Although most of the >> current school board members are inheriting the past mistakes of the prior school board members. I am confident that City Council of today will support this

program going forward and on. I also want to note that for Santa Rosa. Pride and for Santa Rosa Rose Parade and for Cinco Mayo, our public safety plays a huge role and all these festivals. >> So going back to the fires, public safety, fire Department police department. They also played a huge role during the fires during this crisis. And what not so for each one of your districts, one to 7, it should be a priority. These people lost their homes and they were still pending their community members. First. So I expect that you guys go back and think about the last vote that you guys made because Diana MacDonald stated United with them and I can't say Eddy Alvarez because he wasn't there to be a part of the vote. I'm confident that he also stands united with the farc with our public safety because district one, we depend on ms a lot. So. With that, I just want to conclude this would please stand united with our public safety. It should be a number one priority for each in one of you for your districts, not for yourselves unit and put their personal feelings aside the for your community members. I yield my time. Thank you. Thank you. Our next speaker. My name is Cassidy. Anderson. I work as a senior code enforcement officer in the Code Enforcement Division. >> I wanted to come before council today because 2 of the positions of the 39 proposed elimination Ys are specific to code enforcement. One is the assistant chief building official position. The second

is a full-time code enforcement officer wanted to talk a little bit about what code enforcement does and where code enforcement has come since I've worked for the city. I started working in 2013 and the work that we do. It's unrecognizable compared to when I started here. We have. Just in the last several years come before you with many ordinances. And I feel like we're on the tip of everyone's time with massage with tobacco, retail license, with short-term rentals. >> All of our officers. >> Are split themselves between at least one, if not 2 task forces that we support. So the work that we do drastically impacts other departments in other divisions within the city just to name a few. We do. Cannabis enforcement. We support homeless. We support as 2 ares. Like I said, neighborhood revitalization program nuisances. We drug abatement, which is severe properties that are affected by prolific drug activity graffiti vacant building vacant lot. And I'm sure I'm missing one. Additionally, city of Santa Rosa is the biggest city within the county. And we often support and provide education. Give advice, talk about policies to our neighboring smaller districts. I didn't prepare a speech So bear with me and I'll wrap up in just a sec. Every position that we have matters. And so I know you guys have some hard decisions ahead of I just want you to think about our small but mighty Little Division. Thank you. Thank you. Cassidy

genuine. Good afternoon, mayor stopping members of the council. Name is Jenny Lynn Homes and I'm the ceo of Catholic Charities. >> I want to first say we've been very grateful for the longstanding partnership with the city of Santa Rosa and look forward to many more years of working together. I'd also like to say Greeley and that eyes and acknowledge the challenging position that you are and we are ready and willing to make reductions as well as continue to find other funds for these programs as we have done for years, we are gress aggressively pursuing new models and new funding. We also are ready to look at alternative options, such as creative partnerships and working with the county of Sonoma. I would like to ask for a couple of considerations as director passenger said, we understand that we've had one of the most significant reductions in homelessness in almost a decade. Much of this is attributed to these programs and your investments over the years. We have heard throughout the presentations that the impact of homelessness is an almost every department. And we've also heard there's been a lot of progress in these areas by the different departments. We know reductions are necessary. So we would like to make some concessions. The warming Center family Center and Sam Jones can be absorbed, say parking can also be absorbed as we will have time to find alternative funding streams. We would like to ask for a couple of consideration, some of which you saw early on the earlier slide instead of funding the warming center. We ask that you find the drop-in center without the drop-in center. We can't operate the warming center because they're the same facility. Additionally, the drop-in center is a resources for those are unsheltered and with the closure of that program, individuals won't have places to go during the day affecting the downtown areas of economic activity like the Santa Rosa

Plaza. We also ask as our second consideration, which he sought to decrease the amount of funds be reduced for host. With this level of reduction will have to stop some our street outreach. The conservation crew as well as our housing first fund. The housing first fund has helped 230 individuals with housing of which 30% were diversions from the homeless system of care and 70% were people rehoused. We are willing to reduce host but ask for smaller reduction and please do not get me wrong. We are willing to take other cuts to keep the more impacted programs in place. With a different had. I want to say, I want to serve and help this council in the community. As a volunteer work to help raise funds for public safety through the Santa Rosa Fire Foundation. We're nearing a million dollars race for the fire department and I will continue. I only say this to share. I understand the importance of it and I we can't do this work without one another. I will do all I can professionally and personally to help even with making difficult decisions to help the deficit and very grateful to you all and appreciate ability to share opportunities to help. And thank you for this time. Thank you, Talen. Next speaker. >> Yes, good afternoon. Thank you for your time. My name is summer Glock Ner. I'm the Trent one of the traffic sergeants for the Sanders Police Department. And I've been listening to the hearings for the last couple of days and I want to say how proud I am of the unity of all of the workers in the city, especially the fire department, the police department who have been up here speaking today, I felt obligated to come up and make a statement on behalf of the officers who I supervise because they've had courage to

come get good examples talk about the impacts. It will have that we will see if you make some of these cuts. I want to share story. I've been with the police department for 25 years. My very first night as a sole, a police officer straight outta Briefing. I was called to a major gang fight and Apple Valley in Roseland. It took every resource that we had, including added edition of the sheriff's office to come stop that gang fight. Myself and the other junior officer, we're told by the supervisor at the time that we were the only 2 officers available go hit the streets. So my partner went to the West side. I went to the east side. I had no backup and I was sent to domestic violence dispute and only backup they were able to send were chp. We both arrived about the same time to see a chp officers looked at me and said, well, I hope you know what you're doing because we certainly do. All we know is traffic. And I said, well, great, it's my first night. So let's figure this out and share this story because of the fact that in my 25 year career, it's not the first time that that happened. It wasn't the last time it happens every day. Just this morning, our officers working our day shift responded to a stabbing on the east side of town. How many resources do you think that that took to respond to that call? Took almost every resource that was available. Cutting police officers cutting fire department is not the solution to your budget crisis. I was kind stunned yesterday when nobody gas Chief Cregan talked about the fact that we're about to reach staffing levels that mirrored in 1998. It's

2025. What are you willing to cut and what safety are you willing to? Throw to the wind, you know, to try to meet some budget constraints that we haven't even confirmed are going to be an emergency at this time. So I'm asking you to rethink cutting some of the positions that you're about to to cut and think about citizen safety and what that means to community. If we lose these valuable positions. Thank you. Thank you. Summer next, speaker. My name is Margaret First, I'd like to thank all of you down there behind the days for. >> The long hours, especially the yesterday and today and the often thankless job that you have to do. And I do appreciate it. First, I'd like to to make a pitch is an Oakmont resident to keep our fire station open. We're tough old geezers out there. Do for ourselves as much as we can. We have a very active inland program. We have firewise is iris earlier spoke about but we do need rapid professional response because art? You know, health isn't what it used to and where the front of the line when a lot of those fires come as all our evaluations of Sean. Secondly, I'd like to make. Real appeal for funding homeless services. Really be appalled to see if those were cut with what's going on with the federal government and the lack of funds and other services being cut in support for people trying to keep them housed, trying to support them, trying to prevent homelessness our

key. I think to help the community. And last of all, speaking. From my own professional experience, I I didn't see. I don't know if you enterprise funds for your planning. And building services or if you have a recovery program for your general plan, update costs. But I would really suggest that you do that. And if you have them to increase the percent being funded because the amount going from the general fund into those, I not reasonable at and Iris, you might remember mentioned a 12 year remodel remodeling plan. Check. I was the one who told her out of my professional experience that should have been done over the counter and would have been done any planning department that I interact with her overseeing or any that my spouse, including 3 smaller and larger departments than these has seen. It did take 12 weeks and gone over the counter. You would have 3 months more of the increase tax bases that would have resulted from improvements that we made. I'm hoping that that's one of many places. You can get more funds from and encourage you to look deeper into these matters. Thank you. Thank you, Margaret Ryan. >> Good morning or good afternoon. My name is Brian Fix. I'm the PRESIDENT Of the Santa Rosa Police Officers Association following your guidance from the initial budget meeting. Our agency has held talks to discuss where our department will cut 8 sworn positions. The Pua did not agree with every decision and we certainly don't want to see any positions cut at all. With that being said, we believe the final draft of cuts are spread equally amongst our sworn staff. I would like to touch on one of those proposed cuts, which is the cut to the domestic violence and sexual assault

unit. Which I've been a part of for the past 4 years. Is one of the busiest detective units in our departments because we have the highest emergency volume the highest caseload. We carry some of the highest liability in comparison with the other units. The reason our unit is likely to be cut is because we have 7 detectives. Will all other units are running at a bare minimum of 4 detectives with the exception of our violent crime unit, which currently has 5. Some looking at our numbers would suggest our department combined units in order to save devious, say, however, that is not possible. Ask friends, the sheriff's department, how that worked out when they combined the property narcotics unit. It just doesn't work out. When you combine units, one will always override the other. And one of the specialties will always lag because there just isn't enough time to focus on both specialties at once. When I started in the devious a unit, we had 5 detectives and average the case little over 30 cases per detective, which was unmanageable and negligent. As of today, the average caseload detectives about 20 cases at any given time. And we average one to 2 calls per week. If all that wasn't bad enough, I have more bad news to share. Currently have over 100 and assigned mechanic cyber tips. For those don't know what that means. Those are cyber tips related to the perpetrators in our community who download view and sell child pornography. According to an Iowa State University study conducted in 2016, 70% of perpetrators that view child pornography have committed some variation of sexual assault against a minor victim. Other similar studies have shown that 40% of those

same individuals have assaulted more than one victim. Simply cannot keep up with the we are. We are primarily reactive unit that must prioritize and treat asthma cases. We investigate to say afloat. If those priority cases weren't enough, we are tasked with similar things such as managing or sex offenders and reacting to such things as the recent massage parlor epidemic that played or city. There's no way to put it in words, what it will mean for agency in the community. If we lose a devious, a team. I just just want to and quickly with asking you to unfreeze our ability to hire right now. We are protected due to retirements and other reasons to lose officers and we potentially will get down to 136 by the end of 2025. Please reconsider and allow us to start hiring again. Thank you, Brian. Next speaker. Can you hear me? Good afternoon. My name is Chandler's Jordana. I'm the director of fundraising operations for the Sonoma County Secure Families Collaborative. >> The secure families collaborates is a back backbone Organization to a network of several partners who provide pro bono, legal services and wrap-around social services for our counties. Immigrants. We worked together to support immigrants in our community and protections. The entire community's cultural and economic vitality we have since our inception in 2018, we have received consistently received funding from the city of Santa Rosa. And that is now under threat due to the proposed budget cuts that are being discussed. >> We >> have historically gotten

$50,000, which as you've as you know, is not a small amount, but comparative to a lot of the amounts that have been discussed today. It's a relatively small ask, especially when considering that more than 20% of Santa Rosa residents are immigrants and that doesn't account for undocumented people. Nor does this account for mixed status families or those living with immigrants because of these numbers. We then estimate that more than one in 3 Santa Rosa residents are either immigrants. We're live with an immigrant in the city considering all the asks for different budget matters and considering that approximately one in 3 residents in the in the city are immigrants are live with an immigrant. We think that 50,000 more than a reasonable ask. Furthermore, this funding also helps us get additional funding to support the Sonoma County Secure Families Collaborative as legitimate says U.S. For the rest nonprofit organization due to the funding we receive. We already received some from the county, about 75 to 80% of our clients are actually living in the city of Santa Rosa. Our partners also include other mainstays, nonprofit mainstays in the community, including United Way of the one of the wine country. We work with the county of Sonoma. We work with Sonoma County Economic Development, Collaborative work with Catholic Charities who work with immigrant services. And we also work with the U.S. Universe of San Francisco, immigration, deportation defense clinic. That's early legal partner. They're nationally renowned as immigration legal experts. Again, I don't think that now is the time considering the the obvious stance, anti-immigrant anti-immigrant rhetoric that is happening in the federal landscape right

now. I think that now is the time for the city to cut its funding towards immigrant communities. We've already seen some of the horrific things that have happened to our to our immigrant community. And these are our neighbors. This is vital part of our community. And I don't think now is the time that we can afford to cut funding. We continue to serve as a legal and social service lifeline to Santa Rosa's immigrant community. The collaborative we're committed to bringing together existing organizations adding legal resources and listening to clients regarding essential needs as a nonprofit organization. We're not in a position to dictate to the community what we need wear it. But they need the where grassroots organization that is actively serving a Santa Rosa's immigrant community. And as such, I'd like you to please reconsider the potential cutting of funding to a number communities and to please consider funding U.S. The $50,000 Ask, thank you. Thank you, Chancellor. Next speaker. >> My name is Brittany Ernst and outside Shea Ernst. And I'm sorry, she's been making a fuss before. I speak. I have been following the conversations on these potential budget cuts to our firefighters. And I'm deeply concerned for the city of Santa Rosa, especially in light of recent decisions made by Sonoma County just months ago, voters approved measure age and initiative design to enhance fire prevention, emergency medical services and disaster response throughout Sonoma County. Goals were clear to improve education management and reduce risk wildfire risk attract and retain qualified local firefighters improve emergency response times and modernize firefighting facilities and

equipment yet now we find ourselves in a troubling contradiction. Several firefighters, many nearing the end of their rigorous 18 month. Probationary period are at risk of losing their jobs. And these individuals have trained extensively to serve Santa Rosa. They represent the future of our emergency response. They're highly trained, committed and most local. Some even left stable positions in other cities to join the city of Santa Rosa Fire because they believed in our departments mission and long-term vision. If Santa Rosa truly intends to attract and retain qualified firefighters as stated in measure age. Then why are we risking 12 fully trained and capable individuals and why are they being considered for termination? What message does this send to future applicants? If I were a firefighter considering a position with Santa Rosa, I'd be seriously concerned about job security, especially with the perception that budget cuts can swiftly override investment and talent and safety. Adding to the concern station 5 was destroyed and temps in the Tubbs Fire of 2017 and is finally set to reopen this year after City council approved a 15 million dollar rebuild in 2023. And yet the city is now contemplating rounding it out or blocking it out. How can we reconcile these conflicting actions? To me, it appears that while the residents of Santa Rosa in Sonoma County voted to strengthen and grow our service, fire services

city leadership is undermining that progress, possibly in an attempt to recover from a financial mismanagement. This is not a budget issue. This is a trust issue. This is a safety issue and it's a question of whether we honor the commitments made to both public and professionals and the professionals who risk their lives to protect it. After today's discussions, it is clear that the fire department has not only met but exceeded its goals and accomplishments. COUNCILWOMAN MacDonald highlighted the police department's investment of approximately $200,000 and new hires. Well, I'm not sure of the exact figure in the fire department. It's reasonable to assume that the investment for our new hires is the same. After hearing today, staff of questions and discussions from our city council is evident that the genuine there is a genuine appreciation and commitment to both our city and firefighters. Now is the time to demonstrate in support by not allowing it. >> Thank you. Thank you. Brittany. Are there any other members of the public in chambers who wish to speak? Seeing none? I'm gonna turn to our city clerk to see if there are any hands raised online. >> They're our mayor. I'm going to turn it to our zoom host, Lauren, to facilitate public comment via Zoom. Thank you. Thank you. To know we have Sonoma can with the hand raised. >> I've been able your permissions co-head whenever you're ready. >> Thank My name is decaying and Nano Community Action Network. I am speaking to adjust the reduction, funding to help us that minister, the season of sharing fund. It's a Bay Area fund that brings in nearly $500,000 financial assistance to our community members. It's one of the only resource of funds available that are left. There's not a lot of open assistance funds

in our community and it does not provide us with money to actually administer the money. We get $4,000 season sharing to run the fund. And so our partners help with applications without funding and they bring it to us and we process them for eligibility. And cut the check and send it to them. It one of the only ways that people stay in their We know that the primary issue for most of our communities, housing finding and keeping it. And this is one of the ways that they're able to keep it. So I understand that many Payton cut that me. But I request that you don't eliminate this opportunity for us to bring the funding There have been times we haven't been able take full advantage of full amount because we have administer it in a timely way. And any support that continues to help us bring that one in our community very appreciated. >> Thank you, Cynthia. There's anybody else on zoom who would like to speak. Please raise your hand now. City clerk are not seeing any more hands raised thank you, mayor, to you. >> Thank you. Okay. We're going to close public comment and bring it back to the dais for questions and comments. In general. Well, let's start let's go let's go to questions first. Just before we we left for break. There are a few new slides presented. I'm going assume that we've got few questions from from council looking at my colleagues. MR. Donald will start with you. >> Thank you, mayor. This questions actually for finance. We heard a lot today about the projections and what am that we're projecting and negatives. Projection for far as our sales tax and income. Can you walk us through that

so that we have a better understanding of how you came up with these projections? I think what I heard is a crisis of projections. So curious how we came up with that number. Your microphone on Allen. >> It there. It is. >> I'm the Council member. So talk louder. Thank you. I appreciate the question. Have a little bit of. Comment. Actually. I think we have a slide that we can. We can help without that before we get there, I think there's a couple things that we need to see. I do appreciate the. The creativity of labeling what we're going through. I heard a couple of them. I have but so specifically some of the information that that is out. Relative to relative to our revenues versus expenditures. What MR. Again spoke to and MR. Carr as well. Those that's information that's pulled from our financial statements. I applaud them for for doing that or from 2 particular schedules. Unfortunately, with that the day. They tell only part of the story. And that's the challenge with our financial statements are really any financial statements, their complex and usually a simple answer of how the city is in predicament is really need to go through about 4 or 5 of those different statements to be able to piece everything together to get there at a very high level. What they're talking about in terms of

revenues is including all revenues and all revenues That's fine. That's bottom line. Number of of all of our revenues however, it's including things that we would use to base a budget in the future on so non recurring revenues or for the most part, grant revenues that are tied to very specific projects or programs. Those are things were lumped into those amounts their expenditures that they looked at that didn't include transfers out and transfers out. And unfortunately a very big part of our of our budget problem, right? So we're not just looking at our operational departments. But we also take money from the general fund. Put that into other operations within the city outside of the general fund. Generally, that is to homeless services or to the cip. When we talk about sales tax it the you could probably bring it up. You know, one of the one of the parts that was sort of buried in that in the total. Revenue number 4, the general fund is the fact that we have a underperformed, our sales tax estimates. This this is just last year. But this trend is something that we've been seeing over the last couple of years. You've heard me talk about this ad nauseum but this is really the crux of our problem is that we yeah, at our current pace without making changes to our sales

tax budget. Our estimate. We we never meet that number. We can't meet that number. So that's why we've had to lose it or lower it. And because it is the largest. A revenue source that we have. It ends up becoming a big issue for our Forecasts in particular. One of the other things that I but I'd like to say if you indulge me for just a minute or 2 to their point, had surpluses in the past. Absolutely. And I don't, you know, I can't speak to prior finance directors that have that have come here and said, you know, the sky is falling and then at the end of the year, turns out sky didn't fall. In fact, we have this big surplus that definitely happened. And over the period that that MR. Finnigan in car speaking to and to some of the other groups that we've talked to personally about this. The problem is, is that. At some point? You need to look at these numbers and look at where we are with with that. It's not just a projection. It became real. And 23 24 in. 23. 24, we ended our year in a deficit and we haven't done that before. And that point, the math changed. And we've talked about this before. To the benefit of everyone here. That seems to forget that part of it. That's why this is different than before. Because there's 3 million dollar deficit that we ended with in. 24 we're getting in with the

13 million dollar deficit this year. At least. We're at the point now where we cannot make up that money during the year. So this is where we're where we're at when we had those those surpluses in the past, what we would do is come to you. Usually it made year and put those into projects. We're into departments. And things that we would normally not Putin. Our operating budget. Is there one time projects that we could go and spend that money on? So wasn't jus doesn't disappear. It doesn't go. It goes back to the department's or it stays in our reserves. And what we're finding in the last couple of years is that those reserves while they grew up and we have a slide for that, too. While they went up, they're now starting to go back down. And you're seen that that in can do it in. Along with as we start counting in these deficits. That's where the erosion of reserves happen. That is different. Then what happened past? Where we are right now is a completely different reality than what was there. I think you conclude does cover most of it. Yes, I think what it is is a lot like we the boy that cried Wolf. >> And so now it's the point where we've given raises and negotiations. And now for reals budget. But from all of this time and we can't go

back. We were balancing our budget on the backs of our employees by not giving him proper. A says over the years. And so we weren't hitting deficit. So at this point, it looks the she I would say and there's some mistrust in the numbers. Just as far as a projection. So I'm clear, Allen, it was a 5 million dollar deficit for sales tax for this year. What did you project for next year? Same numbers or did you do another 5 million dollar deficit? We drop that by what, 5, 5.0. 2 million dollars. So you didn't other 5 million dollar drop. So you're expecting to okay. What we did >> was for 25. 26. We take that into account. And we lowered our initial revenue Asman. So instead of our our total sales submitted being 75.8 million. Roughly. It would be 70 million because we work in a meet that number. So we instead of having a high revenue estimate and not need it. We lowered our revenue estimate to to meet where we're seeing ourselves one other point on that councilmember, if I MAY, is that. You know, we we had seen what, 2 years of this 3 years. We held our sales tax flat for 3 years. It was a very thoughtful process for us to move it down for 2 reasons. And you brought brought them

up and it's something that I am very aware of is that the minute we lower that? Then? It because it reduces and major revenue source for our budget. We had already stopped our conservative. Estimating when it came to our major tax or says so if we dropped it, then we run the risk of it. Looking like we're going back to a conservative methodology. We were hoping. That that revenue would come back up to to meet where we had helped things flap. And after the 3rd year it just responsible for us to keep going at that level because what we're doing is instead of artificially holding some hits low and then ending up with the surplus. We were high in ending up with the deficit and that was something we didn't want to do. One other point to put out is that and you touched on this is that for the numbers in the years that were shown in the information that MR. Finn again, MR. Carr have. Does it include 24 25. In. 24. 25 is a very important year because that's the year that those. Labor costs increased significantly with the new contracts. So, yes, they had lower contracts in the past and then all said they went up

so that what also gives us the concern is because there isn't a revenue source to back those up. We we tried with measures eff and that is bringing in some revenue, but not nearly the in out that we needed that we knew we would need to be able to pay for those contracts. So that is that's where we are. And that's >> does anyone have a projection on what other jurisdictions are are projecting for theirselves tab as sales tax revenue? Not just city of Santa Rosa or how to you come up with that formula. >> So you >> Just your own numbers or do we use is there? So we have we use so we use we do have a sales tax consultant. We use avenue services relied heavily on their forecasting for this we've we had been backing away from their forecast. But we a move closer toward deaths or forecast now reflects a lot of what what avenues put in there yet. We still take that with a grain of salt. They are inherently conservative in the way they do that. Unfortunately. And to what? Sam Hole and and and Matt talked about in terms of their study. I don't know where that's coming from. I know be economics. Well, I read their stuff. I have not seen this

study. I asked for I don't have it I would love to see it. But from the information that I'm getting from both hdl in Avenue, which are 2 of the main forecasters in California. 2 and a half percent. 2, and a half percent. A sales tax forecasts is is just not realistic. Ours. We dropped Ares the next the next year out in our forecast. So that's 26 27, I think is half percent increase. And then grows to. I think it's 1001.3 year in the in the ones new at no point in the out years of our forecast, we go anywhere close to 2%. I think the closest maybe one year at 1.7, but I don't have that right off top. My head, the point being is that that is similar to what? Cities in California are experiencing now every Every city is going to be different. There's different things that are going to drive there. Their sales tax economy. It there's there's a lot stuff that goes into that. So I don't have very detailed. Response to that in. No, we don't compare other cities to kind of see what they're doing. We we look at what what our tax receipts are. And what Avenue is saying that they think it will do based off of those tax receipts and the rest of the economy. Partner heavily with

ucla Anderson forecast. So a lot of their forecasts for the Sonoma County area is built into or at least informs out forecasts alone. So to wrap that up. It's that there is a lot of brain cells to go into that. Forecasts and it is it's something that we understand how important it is. But there's a lot of different sources that go there to try to give us the best forecasting estimates that we can. Yeah, add to that, Allan, just from high-level through the mayor. >> What I'm hearing from other city managers. We have the economic downturn which is adding to do decrease in sales tax. You also have a shift and e-commerce e-commerce is a big factor and how sales tax is being driven and then the concentration of retails. What we're also hearing. So stores are closing so if you look at San Francisco, you have many stores are that have closed downtown. So the concentration of retail, they don't have it like they used to many years ago. So that decreases their sales tax as well. So there are a lot of factors, as cfo stated that are included in that. But again, you've got your economic downturn. Got your 6 shifting concentration of retail and you have more e-commerce as have less brick and mortar stores. City manager. If if I MAY. I want to point out. >> a couple other. I think important facts around this conversation and make sure that we properly qualify this

information in front of you. We've heard assertions today that the finance department is making broad conclusions off of solely on paper, not realize the actuals problems that is factually not true. So the table in front of you is actuals not projections. And with those actual show is that our projected revenue came in 5.8 million dollar short. Those are actuals. Furthermore, as far as independents and looking at at at our process, the city contracted out with an independent review of our budget practices in presented to city council as part of goal setting. The number one bullet point of that presentation was that the city was too aggressive. Want to sell stocks. It is true that our sales taxes flat on a budgetary basis from year to year. But that is certainly an appropriate thing to do it for way off and hitting or actuals on our out years on these projections. There is growth considered another statement that I've heard is that our city, we are essentially at 0% forever. That is not the case. We understand that eventually sell sex grows and that's included. I'll add one more note that I think important for this conversation. Our reserves went down last year. That is a verifiable audited fact, in our financial statement, it is statement a 3. The assertions made basing that we have gone up. We're based on the b statements. The be statements are not for that purpose. They are not a profit and loss statement cfo Alton seeded. It doesn't capture any capital. If you look at that,

the statement, it shows that our public works capital expense was $50,000. It misses capital completely. The proper statement, he is his statement. A 3. And the reserve slide that we put together today is verifiable online through our through our act for it will show those amounts. And the bottom line is we have experienced our reserves going down. This is not simply a projection problem. It is not on paper is reflected within our most recent financial statement. I appreciate that explanation from everyone in for you to review what we're seeing in our reserves and how we're seeing a decline. I think that's important, especially after the statements made today. >> But but even for myself. >> Do we have a list of all of our outside contracts for all the different departments and how much we spend to contract out services. >> We have that is out live somewhere. >> Not not in a ad hoc type of way that we could quickly develop it. I mean, it does. That's something that we would need to go back to our to our departments and basically list out all the different ways that we that we outside servies outside services. >> So I think this is important and it goes back to my request for this particular thing. Every department that contracts outside services. I've been told that it's more expensive to have in-house services versus out as how services and it was because of the long-term impact on our on

stirs or purrs per skews me. And then yesterday said that it doesn't matter how many employees we have because I actually doesn't go up. So I'd like to take a second look at that. Look at everything we're contracting out and see how much money the city of Santa Rosa does for those outside services. And then I'd like us to analyze how much it would be to bring people back into the city of Santa Rosa versus contracting out or having duplicative services. If in fact, we do have some crossover within the city where have people that can do those services. But since that long-term doesn't go up, like I've been told in the past, I'd like us to take another. Look at that. As for is continuing to go through deficits. That be a Would that be possible? >> So that those are those are very important and valuable points thank you for them. But finance has done consistently with each of the proposals that have moved forward of recent memory. Specifically, if we were to go back and look at the presentations to the long, long-range financial planning audit subcommittee. We explicitly explain that. We did not include long-term liabilities with those personnel numbers for the exact fact that you just stated. So we have been consistent when we look at that, we understand that that. We need to make those types of considerations. So when we look at it on a break, even perspective of the city, which is the proper way to do it because to your point, councilmember, we're looking to save money. We certainly want to do so and we would

include a fixed cost. That's not tied at that point. So see are Times we just re approve. A contract often done under a consent agenda. We just re approve, re approve. And so what I'm looking for is for us to take a second look. >> At all of those contracts, whether we need to go out for a new our new rfp or bring those services back in-house because as our contracts go up because costs have gone up. What we haven't done a good job, I think is actually looking at how much it would be to have them in house. All these ones are very well taken councilmember. Yes, what we can work on that and certainly as part of our budget development, I think that's a valuable thing for us to bring forward as we develop those outside service budgets. So thank you. >> think that's most my questions for now. And then all the of my points for later. Thank you. Let's go online to Councilmember Okrepkie. >> Thank you, MR. Mayor. So I have a question. But one of the public comment that was for the city manager, there is a car with those made. There is agreement between the city manager and fire about what country he's supposed to made in that. >> Brown was not a part of that. Can you can you address that? >> I certainly will address that through the mayor spoke to Chief Westrope this morning and he had some additional cuts. I told him that we would that information into the budget. Want to make it clear the city manager does not make that decision when we talked about. Blackouts, there was no consideration for blackouts. So there needed to be some

additional adjustments made. Those were the numbers that were presented to me this morning. Brown represented on the screen because I had a member from council asked me how much brownouts we're. So that's why all of that information was pulled back in. It wasn't a matter city manager stating Yes, this is what we were going to do. It was a consideration that I received from Chief Westrope through the union and a question that I received from one of the council members on how much it costs to do the brown brown outs. >> So maybe 8. To begin work in size. So the other cuts with a one-over discuss the brownouts were in there because it another council member wanted to see what that cost was. Is that correct? That's correct. >> Because that information was not presented during this presentation. We left it out. It was only the previous live from the previous presentations. >> Okay. And then there were a couple comments From some units saying that they were taken by surprise or that this happened all the sudden they hadn't had a chance to discuss it. We had an opportunity to have a meet and confer with all units for today or yesterday. >> We'll call the money to the table. >> don't like a human resources. Director. So based off of the direction they receive from council from the APRIL study session, we tried to schedule them meet and discuss with the units that we could win or a direction was kind of provided, just kind of have some preliminary conversations. But we can't

actually have mean confers until you guys actually. I see the positions on the slides and knowledge then give us direction as yes or no. If you're looking to lay off those positions. So we have met with us a couple of the onions. We met fire and police. Both you and I so place management and fire. >> Okay. So. In those discussions would be safe to assume that that is the opportunity for units to provide alternatives that days for c. Yes. That's all for me. Thank you. Vice Mayor Alvarez. >> When members of questions was the formula that that's used to creep projections. But you actually touched on that just a bit ago. And yes, asked a question about page a team when it comes forecasting the difference between the the budget and the actual number that we need to get to. Beyond that. My question is. Are there any grants being frozen the national level or federal level that take any. Influence or affect? Projections. And I understand that when we speak finance reports, we're speaking of a time for this already passed one. That's not current. And example. That give is a member that our it Department referenced $250,000 of a grant that's being frozen is just one example. >> Yeah, I I think we want to be mindful and not making blanket statement across all the greats of the city. I know I sat on the city's grand committee. There's a lot of grants. So I'm not going to

say that there is not any grants citywide, but what I would city council is that I'm not aware currently of 8 general fund. Funded grant. That is any current period of withholding where we have not received money that we shouldn't because of any federal process. Some inconsistencies with the federal government. The moment that is the council members very basement there temporarily. Those a statement today and tomorrow. And that specifically was my question about today, not the future or right like we. Thank you, sir. Thank you. Have been through the mayor. Vice mayor believe we have some that are on hold. >> Thank tp w MAY have one on h# Dan. Yeah. And and thank you for that city cause. I think terminology here important. When I us in the finance department we speak or hold, there's no reimbursement that's been held upright. But as far as grant application referred it to Director Thanks for that question. Vice Mayor Alvarez. We have a number of grants that after the late JANUARY direction from the >> executive branch and federal government cause a lot of concern since that and all of our discussions with Federal Transit administration for a highway administration. We've been reassured that. >> While they might be on hold, they have not been canceled. We have seen progress those same programs for other applicants sense. We have gotten information from fta and I wa staff members that says our grant applications are still good. They're working towards executing them. All of that is outside of the general fund to

so like MR. Ratner said today the information that we have is that all of those funds are good. That might change tomorrow when it might change again the day after and back and forth and ping-pong as we all learn how this federal government's going to execute its actions. >> And unless you've answered my question fully, and that was today as well as how it's affected our general fund right now on apparently it's it's not will be very gentle statement. And I I do understand that. So I do appreciate the effort to answer the question. Thank you. Thank you. MISS Funding. >> Thank you. I am. Wondering if you might be able to tell a little bit of this story of the reserves here because we can see the numbers and the a look. >> But >> I mean, the trend is not nice, but that they look good. And so. What I'm looking at them, I'm wondering when I ask about the story I'm wondering in particular around the Tubbs fire, how much of our reserve was wiped out by that prior to getting infusions from fema as well as from pg >> Thank you so much for that question. Councilmember Fleming, it. Appreciate that question. So. There is a story here and it's the story of the general fund of the city is. So let me let me illustrate that. Really that the first big talking point is the Great Recession, right? We see general fund reserves right around 2008 when you'd expect start to go below that Orange line, which is the council

mandated minimum. As you can tell that even in 2010 and it really got low, I mean, 10 million dollars worth of total reserves at the city. While we should have had 20 million dollars as a as a general fund reserve. That was that was a dramatic moment for the city. But I think it's notable here that it took time. If you really think about that years session, it was a 5 year period of starting at reserve level going down and then rebuilding back I think that's the first great point of history to bring up in this conversation of to again stress, the fact that this finance department has goal of being accurate, not conservative or aggressive in our projections going forward and there is no consideration of recession in our projections. Next I think important point to bring up in our of course, our city's history, which we know well as the Tubbs Fire. As you can see, our our reserve balance. It was a very healthy leading up to that for 15, 16 17. And then all of a sudden disaster happens and it goes dramatically down. I would add that. That's not really the whole picture of the Tubbs fire financially, because really times far happened in OCTOBER, very beginning of the year, 2018, right on here. And we had time to get some reimbursements before then to get some influx from the state center to bring us back up. But there were periods there prior to ending the year. We're really we were concerned as a finance department on a cash basis. Another great

point. And then we see really the story of 2021 or that bar graph all the sudden shoots higher. And that's from rpg settlement. What we've presented here is really net of the amount of pg e money that council set aside for specific projects. The red would be a great example for you, Councilmember Fleming of that's not included here. That is really our pg e stability funds for fiscal stability, which was really intend for this time to help us how the runway. And as I would describe it, what we're trying to accomplish is to slow the train. >> So, yeah, so when I look at and I'm just going say what I think is happening, but let me know if I've got it wrong. Is that for a couple years during the Great Recession, we were about. 8 to 10 million dollars. We're going into our strategic reserves, at least at the beginning until we couldn't anymore. And then during the Tubbs fire, we were about. 10 million in the red. We went into our reserves. And so my concern all to say for everybody is that we'd have affair earthquake in a recession all the same time and I'm just curious to if. If we were to have another disaster and fema didn't come through for us. How much reimbursement we've got gotten from fema over the last 7 or so years following the Tubbs Fire. >> so. >> Thank you for. Thank you for framing so well. What what I was trying to, sir, thank you for that. I want to make sure hit each of those points to help me if I MISS One because there are also important. Yes, it's while we have not projected any of those things are numbers, a fire, a recession cetera. That is the context that we bring up towards why it's so important for us to maintain

our reserve. So they're your point well taken. And I think it's a cogent one and wise right now. Mean, clearly we have to make sure we have services to manage those things. We can't just have a lot of money on hand without people. I'm just wondering financially how much each of those things costs. And that was my question is, do we know how much reimbursement got from fema? Because it helps me to calculate how much money we won't have or At least I won't be comfortable counting on in this current at current political climate. I wish that I could answer that question because if we could give unanswered towards out of this is real. That's not how we've developed our reserves. We haven't developed a reserves from this is how much you need for a fire. This is how much you need for session. I'm just sorry. I'm really saving. Clarify. >> we knew how much money we had been reimbursed from fema following the Tubbs Fire event. Just that one. I'm not saying that, you know, we could have an event that was much smaller. We can invent event was catastrophic. That makes that one looked like a late event. It just helps you to bookmark in my head. How much and event of that size cost the city? Because when I look at, you passing a budget that's not flat. I'm trying to calculate in my head. If we have enough money left over to weather a catastrophe. That's what I'm trying to get out ask you to project in the future unless tell me about something historically. I think. Well, yeah, I don't I don't have and so I think that's a worthy thing for us to look into. >> There's a lot of moving

parts there. Unfortunately. But yeah, give us some time to sharpen our PRESIDENT Of trunk and eventually closed out on that, too. Probably be my guess. Yes. In the aftermath of a fire, especially liked hugs. >> We I don't remember the exact amount. I where were the quickest thing that we were reimbursed for? >> Was response costs. So the overtime and and the costs of the fire employees to go out and to fight the fire and the do in to have that response I want to say it was in the 3 to 5 million dollar range but we will confirm that. But what's important to note is I I think the total casa we were looking at citywide is was closer in the. I want to say it's around the 50 million dollars. >> That's that seems about universe. There's cars that were reimbursed from fema as well. And those sayings took a lot of time right to get through and and when we don't have the money back from fema because at that point, it's a reimbursement basis right? That were were draining on reserves to be able that front, that costs until we get the money back from fema. So this just something that keep in mind that that there's some nuance that goes in to federal response to our. And there's 2 things that we counted on. Then there we came through for us and which was the federal government. >> And then also we were successful in our suit against pg e which is why those numbers are so high. Thank you for the information. Any

further, Claire clarification around reimbursements from fema or outlays, which and reimbursed by fema would be helpful in making this decision. As Rodgers. Thank you, mayor. >> I had a couple of questions. I will start with chief Westrope. I asked you to come come down. So my question was you mention station 10? Which happens to be in my district was part of the browned out last time that we have And I was looking at some calculations. And if we look at station, 10 is not there. And we have station too. I getting the stations are on Stony Point station to correct. Okay. It is 2.5, 4 miles about probably a little bit more. So the most southern part District 7. So it takes about 6 minutes that is not included. Traffic. Correct? So. I guess it depends on who's available. But who would respond in? What could we think that the response would be from station to analysts say rush hour or a time when the roads were not completely. >> So for looking at that very specific example of that responded to the South side District 10, we're going to from Roselyn, which is currently on Burbank, eventually will be on her north station to from Stony Point War to director Crenshaw's point. It could be snowy county fire station. 9 on Todd Road. So. There's other resources are going to come there regardless. There is going to be a significant delay in response to any part of District 10 because stations are strategically located, as you know, to be demographically and geographically a line for the

quickest you're going to add minutes. It could be, you know, just a rough estimate. 5.10, minutes longer based on the time of day, particularly considering traffic patterns in that area. But I said same across the board for the city. I mean, we're we, you know, are 2016 standards of coverage shows we need at 3 stations. That's what we were going to achieve with Measure h we're not going to be there. So he's just going to lengthen response times across the board Not up to where we should be 10 years ago and our rick's Risk and Threat Matrix has changed. So I would venture to guess that we're going to see response time for some districts going up to 5 or 10 minutes additional from where they're at now, depending what the district looks like, what the traffic patterns are. So it's not it's not just that station. It's all stations. I have to ask questions about my district. Sorry. In a residential fire. What it takes them. Time to get on and the engine for that. So in a residential fire, what can happen? 10 minutes. So >> Just a touch on your points or response times are calculated on time of dispatch. So the minute that we received the call to the time the first unit arrives on scene. In that time we have 4 minutes travel time calculated in hand. We have one minute of what we call turnout time. So time to get appropriately addressed and in the safety gear that you need to be addressed. And when you arrive on scene, so so that's how we calculate those times. It's all factored in. Within 10 minutes of a structure fire in some people made good good

points about this today in standard construction in the 60's and 70's or was true dimensional lumber of 2 by fours and they used nailing patterns gang nails roofing trusses and they use traditional. Roofing materials. Things like that. We had cop caught organic materials. Fires took a lot longer to build Nathan Burns, hot. Today. Conventional construction is it's non dimensional lumber. So burns through quicker, these gang nails and trust says so discrete disintegrate faster and all materials are cheaper him and we're seeing it across the board. I Without my house was built 1970, and when we rebuilt it, it's it's not what it used to be. So. So and then you add in as as Kevin Guy Singer said for further guy Singer and a member her partner from Berkeley. There. He brought up the point that the materials are going into homes are now in organic and their synthetic material. So they burn like gasoline. So we're seeing now is the time to flashover, which means that everything in a room reaches a temperature where it automatically ignites has it has shorten tremendously into the 45 minute range. The smoke and the and hydrocarbons that are given off of everything that's burning are much more toxic. So we're seeing roof collapses sooner. We're seeing flashover sooner. We're seeing lower survivability of people inside and we're seeing increased danger to firefighters just because of all those factors combined. >> How do you determine with a brown out what the look at calls for service when you are determining what? >> Stations. >> So our plan is if it were

pushed to that point, our plan is to sit down and do a data-driven analysis of what that looks like for each district each station. Difficult. When I say district, I mean, fire district is our districts are different in your district lines. So will which will look at each one and determine if there is one in particular that is best based on the second 30 response times where we keep that short or will look at. Is it a rotating situation where it goes from one station to the next based on the tour of the week, the month, whatever the case MAY be. So, you know, we want to be hackable in and we want to use a data-driven analysis to do it. But it's it's not as simple as saying it's going to be our slow this fire station with us are still generous loans truck. We need to look at all the data involved. >> It's hard to stay. To be equitable. That that's a higher place to to be put in. So. Thank you, Chief. Thank you. Director Osbourne. So why are coming I wanted to ask you about this center is a tourism and business improvement. Friends. You tell quickly, we should know, but a little bit about that just for the public. If they don't know what that is. Yes, absolutely councilmember. So the srt bia funds. >> That's a fund that's actually collected by a specific business type. So they it's a feat at hotels, pay and really it goes back commitment economic development measures that for and that's sort of the friendly term of putting ads in bed. So it returns tourism dollars that returns marketing to efforts that were turns infrastructure efforts to those uses. So it really

centers around tourism in general. So the focus on the visitor center visit Santa Rosa. All of those efforts that really try to bring people into Santa Rosa for overnight stays that can support events that do the same thing. But it really is focusing on hotel stays and the tourism associated around that. So all the efforts under that ordinance are directed to those particular activities. >> And how do we allocate those funds? >> So the funds are actually addressed really by ordinance. So the city can contract out for a certain portion of those funds up to 70%. And when the ordinance was originally generated, there was an initial contract with the chamber for the 70%. So 70% of those dollars go to the chamber. Really tough. And visitors visit Santa Rosa. So that's the Web site presents. But other efforts that go along with that, their staffing costs associated with that, the welcome center that is in railroad square. And then there's a lot of marketing efforts that go around those components. Some there's event support that goes into that. So the tbi, a board oversees this. So that is a board where there's members of the chamber, the city and the hotel community that looks at the annual reporting in expenditures associated with that on the city side. Really what it goes to is you can there can be advertisement efforts and there there can be marketing. There's events a significant portion of that 30% goes to staffing offset. So it covers the staff that actually monitor the programs associated with this implement

advertisement efforts. Look at event. Support really overall support the program. >> And when we look at the 70% in the past, let's say 3 years for every year. How much has Ben goes out? >> So the total dollar amounts associated with that. And as I mentioned in the presentation, there have been dips really just 2 years they were we had fairly significant drops with the Tubbs fire as well as the pandemic. Typically, it's slightly under 2 million a year. So the city is getting 30% of that and 70% goes to the chamber through the contract. >> what? What are impacts on services if we were to bring. That 70% back in-house. >> So really the impact services in many situations when we go into contract with the chamber, they do have the infrastructure spun up to handle a lot of these campaigns. So obviously there's a natural gravitation towards that is the option. So if bring this back, we have to understand what the specific regulations are under the ordinance of us are and the work plans associated with that. It's also a discussion with the hotel community to understand the transition public outreach associated with that. But really the core components are the visitor center. So understanding of visitor centers to operate long-term. What does the management of that look like? There are specific hours of operation associated with that visitor center to open quite often. It's really just holidays. >> You also have visit Santa

Rosa. So that component of really the marketing a hefty website component to that normal updates, there's advertising meant components associated with that. So some of the functions that actually occur. There are really in line with what our team is capable of doing. It really becomes a capacity issue. So as we pull that and we would normally look at what expertise levels we have, we would look at the positions associated with that. I have to understand the specific requirements associated with the ordinance. Understand if we can change the ordinance to add more aligned with the direction of the council. But overall, it's really understanding the workload, whether we have existing capacity and what sort of resources we need to bring in that being permanent staff or consultant services to do specific tasks. Councilmember Macdonald, was speaking about contracting services and having services. >> Being out in to me, I know that we have relationship with the chamber, but this is also a service that we are contracting out in. So I really want to explore if we can possibly do that in house because that's a lot of money. When we're looking at our own staff telling them that we're going to furlough and layoff do all these other things. 2 million dollars is a lot. So I don't know if any of my other council members will want to explore that. I thought we did and I thought we agreed to move forward or look deeper into bringing that in-house. But I would like to to look at that because 2 million dollars for me, like I said, is that a lot of money, especially if that's

something that we can do in health. MADAM City manager. If it's something if it's the will of the council something that we can look into. I would like to look into that to help with our. Current fiscal challenges. >> guess if that is direction of this body, I would probably prefer we would bring it to the economic Development subcommittee. I think there are a lot of pieces to this. There are a lot unanswered questions. We do have a good relationship with the chamber. So want to make certain that while we're going through our budget struggles that we're making, you know. Good choices with our partners because we do need their help in executing some of our priorities. It if council. Okay with that. That was certainly my press preference as well. >> Definitely definitely understood about relationships, but I I still believe that, you know, we need to look at all of our contracts as the organization we need to be shown in that starts with Making sure that home is taken care of and then go our done so not that I want to disrupt the relationship we have with the chamber by any means or am I saying that the services they provide are not valuable to us. But what I am saying is that I would like to explore that so we can see if we provide those services in health and save money and bring that to million Thank you. >> can add that potentially to Future economic development subcommittee docket. >> Yes, and not believe the city attorney and probably need to take a look at the ordinance as well. >> Perfect. All right. To to be continue. Thank you. Rodgers. Anything else for

you? No thank you. Thank you. MISS Been Willis. Thank you, Mayor. >> I think everyone if she's still Dominique or some other I just have a couple questions. And then I have one for the police chief. He's here. I just was wondering because I think this came And the public comment. How many positions are we looking overall? At least at this point? I know it's changed. Are we looking to cut at this point? And along with that, if if it's if it's are, if I MAY, I would like to know how many out of all those positions, how many are? Teamsters? E 3 seiu. If that's in the mix, I would like to know how many are labor. You know, as opposed to not labor. So I can give you some general numbers. I'd have to double check on the units that represent them. >> And Veronica feel free to make sure I capture them all. I believe it's 22 filled positions currently and 16 vacant that are being proposed for cats of those, I would say. All the top of my head, I believe. 15 of them are represented and I'm just not sure which bargaining units that have to ok, go back Okay. I-15, okay. And just want to say that. You know, Krikke asked about notice and those issues. So I'm a member of the Union and I'm a very active member. I'm on my board and I it is absolutely true that once the positions have been noticed, then you go to meet and confer and I've been

involved in those negotiations. So I do know and appreciate you know that you have done the right thing. What I would say, though, is, is it just a lesson learned? Is that? When we know that is a possibility that things are going to be happening that are going to change our budget. I think it's really important to keep the lines of communication open with unions with everyone actually, but also unions as well. Because I think otherwise, no matter what. And I know this is happening my institution, people feel blindsided. And and and just to say to folks, you know, as a union member and he's somebody that's on negotiation team from time to time. I know how you feel. I am in the middle of it. And every day I go to work and I wonder if I still have a job. So I understand and I also understand your position and I just wanted to say that because I wanted to be clear. I don't want people to think that this is easy by any means because it's not the last thing I want to do is to lay off anybody. But I also know the other side of it. And and how how upset people when they feel like they don't have proper notice. And it could be that some of that was done a negotiation at the time that salaries would be negotiating. That's great. But I think the key is to keep communication going. Even after that. So so I think that's question for you at this point. I think you Thank you, Chief. Hi again. Just wanted to revisit just one more time because it came up a lot in public comment. And if we've gotten correspondence about it, too, is that and that's the position of the police

lieutenant. You know, I I I think I saw it there. I don't remember if it was in the original cuts that we were looking at, but it's still here. And I'm just wondering again. Because from what I'm hearing from the public, particularly folks in law enforcement, this would have a really devastating effects on law enforcement right now. And I just wonder if you could talk about that a little bit. Just one more time. I know you talked about it several times. Absolutely. And and the comments all accurate. It's going to have its impact. And that's my job as chief to look like, how can we can mitigate some of those impacts. >> But the focus of what was said is accurate that the lieutenant is that who is managing zentz and making sure that our that were accountable to meeting our standards from not only for me is the chief, but from our council or city manager. That's their role. So one of the examples we talked about last week of someone entering someone's home and barricading themselves in their swat team is out there. Hostage negotiation team is out there. Our canine team is out there. These are volatile. And so this is a subject that was high on drugs. Trip themself, make it with a knife and took over someone's home. They were terrified and couldn't obviously come in their home and they slowed things down. And we got our house in the Goshen that will tenor. Lieutenant is like the quarterback of that scene as like calling it, making sure we're doing it. And then what that what does is after the fact reviews, all the body-worn camera listens to the radio traffic and says did we meet our standards? Did we meet? Are there any things that we need to maybe potentially investigator, maybe things that we need to put more training with? So

it's really reduces the liability in the city. And for me, it's really important because it's making sure that we meet the standards what we need to do and then they're communicating think they were sending text to be that night about, this is what's happening with it. That progress to 04:30am, in the morning and I was getting tax bill 4.30, in the morning from attending her and who was at that scene managing it. So it is a it is a critical position for our department and one that all will certainly will. >> Have some impacts of us losing. >> And so the other question i had that came up during public comment also was on the domestic violence, sexual assault position. Is that a different position that what we talked about earlier in the at the Justice Center forgive me for not knowing the difference. No understandable yet. That's the one that we talked about. That is one of so we're going to have to cut wanted to or coming from investigations. Once the background investigator. >> Spot which I said is Lisa impactful with that, that we can manage without that one? Quite honestly with But the other one's going to potentially I'm still working with the labor groups in detective lieutenant and sergeants there. But as a detective pointed out, they have the highest amount of detectives of the other ones are all up for right now. So if I reduce in the 3, it makes it really difficult to be sustainable. Detective team because there are all on call and have to be here in the week that they're on call and can't travel have to be available for. That's what makes it difficult to to 3% on call and manage some of these

more. So the most logical and and just on paper, it's a take it from domestic violence, sexual assault team. The concern with that is the reason why the as most detectives, it's because they're by far the busiest team and have an overwhelming caseload that says like obviously sits. It's it's really difficult to have 2 teenage daughters like that. I understand like the gravity of not being able to investigate those cases to their fullest. >> I feel this and very concerned. Thank you. Absolutely. Thank you. I think I just have one One question for us here for cfo, Alton. >> before then, I do want to underline a comment that my colleague MISS Family Los made regarding communication. She and I have the distinction of working at 2 organizations that are going through some challenging times right now. Would say in both cases the organizations have learned valuable lessons about the importance of communicating early and often. That is a lesson for the city as well. I mean, we were really thrown into it this year. There was certainly some realization. But now I think there's a lot of a lot of realization within the city and citywide outside City Hall regarding the challenges that we face and it will be part of our our duty as council members and as an executive staff to be constantly talking and educating for the next several of have several years because again, unfortunately, this is not one and done. We're going to be having these discussions repeatedly for some time to calm and it is going to be an education process for the city. And it is in that spirit on you, Scott or Allen, either either one of you I know that both of you enjoy this talking point. Could you go to the slide on the general fund reserves projection? Now this

slide shows the impact over the next several several years. If we don't make significant cuts again, underlining that that next year we would theoretically be running a nearly 20 million dollar budget deficit. And that's what we're that's we spent the last day and a half really the last several months trying to address. Director Alton. Could you speak to back backing up one step will take some of your talking points. Again. Part of our goal today is to give ourselves a longer runway have a longer glide path to stability. Could you go through again just in broad terms what we're accomplishing if we make the cuts that we're talking about today in general terms, as far as buying this time in the years to come. I think staff your question. Yes, thank you for pointing out first and foremost that the slide shows no cuts and the that staff is brought forward today certainly changes these numbers, which is the whole point of our discussion. So I think I can illustrate that by doing some rough math. I'm sure the dais quickly. In that. What we could expect with our plan moving forward. Is that the coming budget adoption year that the city the general fund would finish above its mandated reserve. Probably around 10 million dollars or 15 million dollars still over. As with our opening statements to council regarding this conversation yesterday, we want certainly focus on that. But then the very next year as well. Our problem is we have a structural deficit that growing over time. So to your point, mayor, this is not a

one and done unfortunately. What we see the second year is that we would anticipate with this plan that we will be slightly below mandated reserves as of the second here. >> I mean, I can agree with some statements Mead that. We don't want to be looking too far ahead. And I think that the plan that we've brought forward ensures us a couple of things ensures that we're not doing too much too fast. And we know that because our our numbers are here still get so large so quickly. The second thing it does, is it this plan will give us time that we need to develop further further reductions in the organization to help flatten the organization and gain efficiencies that you just spoke to. So again, illustrate. This plan moving forward, keeps us above. Our mandate reserved for the coming budget year. Will be slightly below it the very next year without additional cuts. And then that year 3. If this were to play out and I would agree, these are projections. But if the projections were to play out this way. We're having very serious service reductions without. Increased revenue measure or something along those lines to help help us get our organization structurally sound. Thank you for that. And this also highlights the importance of Fleming's point earlier, which is that these numbers are based on. >> Relative stability in the overall economic picture. And there any any one of a number of threats that could outside the box. That could really affect things more dramatically that the city would be unprepared for if we don't take action today. The others and I wanted to highlight these numbers is because, again, the first slide, the you had that you

showed historical general fund reserves. We show just under 17 million dollars in reserves at present, which compared to this year's budget deficit seems manageable. But that last slide that that that that progression year-over-year. That really makes the point that those that those reserves go away very quickly. And again, unfortunately, just dissent context once again for everyone in the room. We're going back here at 12 months from now having a conversation that looks very similar to this, although probably a bit more difficult. Unfortunately, that's the case. So I just wanted we as a council, we as a city need to continue emphasize that point that we are going to make decisions this year. But then again, in 12 months, barring some unusual revenue surprises, we're going having a difficult conversation again. And in conclusion before I bring it back to council to to talk more directly about the proposal, I didn't want to thank MR. Carr, MISTER Finn again in particular because the numbers that you put together an earlier discussion that you prompted, that's one of the benefits that I think comes out of these kinds of situations. For organizations. You have a lot more discussion, have a lot more transparency because all of a sudden everyone's minds are focused. So thank you in particular for putting together those numbers for spot for making the city have that conversation. I'm sure it's not gonna be the last one, but they're all they are all beneficial. So we appreciate that. And with that, I'm gonna bring back to council to talk more directly

about the revised proposal that staff have put together. Using the recommendations that they received from us during our preliminary discussion. Yes, during our or discussion yesterday. And Rogers, if I'm if I'm reading your mind, well, actually, I'm not going to read your mind quite yet. How much are you? Were you thinking you would go first? >> Absolutely not. What I was thinking, though, it their advice? But they also added. Line items. >> Speaking of overall, this is a revised proposal right with that. That last that last pages to win them all out. So their to their suggestions, their new suggestions with respect to cuts with fire, homelessness programs, et cetera. These are based on the feedback that council provided yesterday. We've had public comment chance to review them quickly. As well as questions. And so my thought as we go down the line, maybe Peru, maybe like we did yesterday, looking at each of the different pages because I know we have some potential conflicts that need to be managed care that the dance. So why do we handle the discussion like we did yesterday with respect to the updated proposal that staff is created. >> did have another question. I'm sorry, please. It is for the city manager so you address this. But we were told that you said that, you know, blackouts know Brown out Wright, you addressed it address it. So and you said that more proposals were made where those proposals made in order to not have brown out blackouts. I'm just trying to

get clarification. The proposal was made for no blackout. Believe it was a total. >> 1.2. Okay. So it's just 1.2. Yeah, it's right here. It's 1.2. Yes, okay. Thank you. So is that correct? Chief? Was it 1.2? That was a total yes. >> I think it MAY be easier. What I have written down the 2 probably require the most conversation. Fire in the brownouts and the police lieutenant, again, the fire brownouts were put on the list so you could see what the proposal from from the APRIL presentation. And the police lieutenant, again with added because you all asked me to come back with additional recommendations. So maybe we can start there and back into remainder. >> I agree. We start with fire, that's the that's the first patient order as funding. >> jump in on that one and just say this is not specifically answering a question, but it's sort of I wanted to frame something, which is that if we decide to go without Brown out here, I think that's going to set the tone that we're going to need to be really disciplined. Going through the rest of the list everything is good. Everything the city does is good and unfortunately, that mindset is a luxury we can't afford at this at this moment in time. And it doesn't mean that we don't value each thing that everyone does. That that we're going to be prioritizing

life safety ahead of quality of life, which is a heartbreaking decision to have to make. But I think that it's what's required of us at that moment. I'll defer to the rest of the council. Whether or not we do it brown now. But I just want hopeful that we can. Pull it together. Our collective strength going through the rest of the items. >> agreed with that. Rogers. I would prefer that we not. Do the browned out, but that's that's my preference. So whatever we can do to work around it, I would prefer an I will be very strict in diligent with the rest of it. MR. Donald. Yeah, absolutely no. To a brown out no to a blackout. Others should never have been put on the table as far as I'm concerned. >> try and be disciplined. But when it comes to anything in public safety, I'm I'm going to say whether it's police or fire. I think that that's our main job as a city is to protect our community members specifically when their lives depend on it. So if you want to wait until we go to page 2 ice and give recommendations on that are direction were on Page 2 right now. Okay. Page 2, any bacon seen sentiment is say this for fire and police, even though police was a really part this one or whatever pages on. I'm okay with not filling vacant seats. I think that that's easier thing for me to do. Then to that people go, I'm not interested in removing the domestic abuse detective. I'm not interested in removing lieutenant and have a very

hard time, in fact, with some of the proposed cuts to the police department because I think through natural retirement and attrition, you're going to see some of those folks that are the highest-paid folks actually leaving the city over the next 6 months. So I'd like us to if we need to burn up some reserves over the next 6 months to see those cuts eventually done through public safety. I think that's a more appropriate route to go. I'm paying Ms MacDonald, just for clarification. So we're we're looking at page to a new reference to vacant positions. >> Says with respect let firefighters right with respect to the rest of the rest of page, the suggested package of cuts. >> I'm suggesting that we don't make cuts to anything that not vacant to fire police. Ok? My recommendation. >> Thank you for that. There's 2 comments made today from public comment. The first one was a reference to other cities are doing and whether or not and this panic mode. And the second comment that was made is what are people going to say about us? The one thing that hope comes across one was poking about this council is that we do face things head on. We're not going to kick the can down the road. We will do the heavy lifting and you can see what you want about us just know that we're doing it with the best intentions possible. With that being said every night, the only buy it the pillow. They will not be bill in my heart. What I mean by that, will cause a public safety.

When it comes to services of our most underserved. Must exist. Why? Because we are blessed to have more than that. Because right now only the app was social to my Only the fire department. Only the cops show up and defend the right now. When I do, I hope that they do show up. So with that being said, I'm willing to sacrifice everything on these pages except for the warming center, which I'm happy to know as being moved and a public safety services. So, yes, we've gotten a bit. We've we've or freelancing a bit up here. MR. And we listed you have thought specific page page 2 well, first, I want to say I'm the same way. I'm saying no brown out, no blackout, nothing. I was really hard. I Of course, anything that's vacant on page 2. It looks like there's 3 positions. You know, I'm just trying to think what I'm comfortable with, you know, even as a resident of Santa Rosa and I just I keep going back to some of the things that were said about you know, the all the building that we've been doing and whether or not everyone's going to be safe getting out of their home. Should we have a fire and and, you know, not having that. The the staff that we need if something happens, even if it's just not a fire could be an earthquake, it could be anything. So with that, I'm going to say time. And I understand what but Councilmember Fleming said. Just looking at Page one that, I would be more comfortable

with not. Laying off even the field. The 3 field positions at this point because I just don't think it's a good idea for our community and I'll just But I will be very disciplined about rest. I promise. Yeah. >> So I just want to add clarity and I don't want to speak for MR. Del Porto. Our fire Chief West Row. The items that are on Page 2 are the recommendations that I'm guessing that he made together. In lieu of a blackout. Don't deport or westrope. I don't know either. I mean, I know it was a collaborative effort. I don't you might want to speak to that. Maybe we can get both recommendations as well. Because I think it's important to see that the union and the fire chief did work together. >> So thanks. Thanks for the opportunity clarify. So we did work together to come up with an alternative list to prevent a station closure company. Closure. And that's where idea for a deputy chief, the 2 they can firefighters. We have 2 additional firefighters, an engine 6 right now that will be ruled into suppression in NOVEMBER when the permanent station, 5 soap and thus cause of a side letter after the Tubbs Fire. So those positions are valued at $450,000. We have 4 vacancies. So technically they're vacant positions. The 2 civilian positions, the deputy emergency manager and the administrative secretary were on the initial list. So they remained on the list. And then

initially we found $122,000 in savings and service and supplies with him back in sharpen our pencils, pencils, in town about another 45 to $50,000 in services, supplies basic we could cause so that total came up to 1.2 to 7 million dollars. That and we agreed to avoid a station closure. That's in addition to just as a reminder, the $900,000 in the 4 fire for positions. And we're already cut mid-year. So it's a total the deputy chief 6 firefighter positions and the deputy emergency manager in Edmund Secretary. So. It was who is our joint understanding that we were working on that in lieu a station closure. But knowing that doesn't reach our our 7 or 8% number, so again, we're willing to go back to the drawing board and see what else we can find we Really aiming towards not closing the operational services was the goal. Rogers? >> So although I normally do agree with my council members, I just hold Councilmember Fleming. I was going to be stick to what we had on here. And I know that it is uncomfortable. This is. Very uncomfortable, I think is uncomfortable for all of us. It's uncomfortable for the people, then the audience and it's uncomfortable for people watching at home. But what I will say is we are going to be back here next year. I'm just trying to do as much as we can do this year. So the situation is not as bad and we can say no, we're not going to do blackouts or brownouts if we continue to spin and not make these hard choices. We're not going to have the and I call it a luxury because it's really uncomfortable when a pair were not going to have

the luxury to say that we're not going to be able to say no, we're not going to do Brown out speaking, want to know why? Because we're going to be doing blackouts. So we have to make the tough choices with that. I will say I am so behind public safety. Our community is behind public safety. I don't want blackout. I don't want brownouts. But in lieu of that. I have to say what's on this paper that you proposed? I would like to move forward with that. And it's not that I don't think the positions are valuable. Whether they're filled are vacant their valuable or we wouldn't have them. But it's because we're trying to run the city and we have to do it so everyone can maintain their jobs that are here. I'm I'm in favor of going with all the line items. >> On page 2, not because it's comfortable, but because we have to. >> Thank you. Council Rogers as funding. >> Just to clarify one more time, the city managers team worked with both union and Fire management to come together with this list on page 2. Yes, yeah. Like people saying we've had many meetings and came with that in our goal was. To keep the protection of the citizens of the highest level that we can. And this this was about as much as we could It's still it's still tough like everyone saying that they're still cuts are still people. >> That are attached to list. But right now it saves our engines and trucks. You know, it's a down the road. Who knows what'll happen, but we want to keep the service levels high as possible and that that was our goal of this meeting. And it was very collaborative with the chief. >> Thank you for your collaboration. It pains me to lose any body who's already

field position. But I trust you both and the city manager. I trust your work and I'm comfortable sad but comfortable moving forward. With all the recommendations. >> Looking to rent colleagues. It's been Willis. >> Well, after hearing that, I I would Stick with what you came up with since you came up with it together. I really appreciate that that you were together to get here. Thank you, city manager for bringing that up. So I will stick with Page 2 as well. MR. Donald. >> I've still standing firm on any cuts to public safety. And it simply because I think at this point we have to make choices and Intel. I think that all the other departments are looked at a restructured. I would say no to public safety specifically, but that's just my own personal feeling. The area that I represent have and the ones that have been. And, you know, rescued from fire and need that support. So specifically, I feel uncomfortable with filled seats, but I'm fine with the vacant seats as well as the other savings of about 100 and $67,000 that you have at the top. I don't like picking and choosing onto this list. But if I was going to say somebody, you know, I'm gonna let you make that decision. If it comes to that. But I'm not comfortable with the ones that are out actually working, you know, in the field. I'm I'm I'm not going to make those cuts. MR. Crappie, how long? >> Thank you, MISTER Yeah, it's I'll take the recommendation staff both. If the union, the Chiefs and city manager come to those conclusions. I'm okay with those cuts. I'm not ok with

Brown out. Now from a security standpoint, we have discussed possible revenue-generating measures that can come from the fire department. And I think if gets to that point down the road we keep saying in 12 months will be back. I think sooner than that, ideally, we'll be back every 3 to 4 months having this discussion. But I think there's a possibility, Make up that almost $950,000 through these possible revenue-generating measures. >> Thank you. Vice Mayor. I think those clearing my last statement, mayor I don't know the job better than the gentleman before me football. Their recommendation, if them through their communication and their willingness to look for the city produces the figures that happy for me. That's what I would like to support as far as other cuts public safety. I cannot support that. >> It is in that same emotional pain that I also support the the agreement to be put together. And I thank you for that difficult conversations behind the scenes. There've been a lot of his conversations. Citywide. Thank you. Thank you very much. >> City manager Mayor do want to make note that. Why we put this. They put the sheet together. I believe. Teamsters actually has some members that are on as well. So I don't know you want to speak to >> the respect, I can't hear a thing that's going on. >> Do >> you want to come down speak? Matt? Yeah, sure. We'll get. Let's just it. MR. Finn, dinghy and whatever Mike is. >> Finnegan from Teamsters, 8, 5, 6, I just wanted to point out show that everybody here that's voting about laying off people, not vacant positions. At least 2 Teamsters. And and

we also don't have the document in front of us of what you're laying off. But I think it's too filled Teamster positions that nobody's met in conferred about nobody from the Union, right? And said no disrespect to the fire department or our fellow union. But that's part of been my complaint, right? I haven't been at the table with anybody about this stuff. So just know your land off to Teamsters. >> So just just to be specific, we are we are granting authorization to have discussions were made to be voting on a draft plan for running Council authority to our to our city manager staff. There's no final decision being made today. The final decision we made 3 weeks from now and presumably there will be adjustments even to this near final plan. My correct city manager. But thank you. Thank you, MR. Funding for that clarification as well. That's that's good to know. With respect to dissipate this this document is page MADAM City manager. Do you have the direction you need at least for this section? >> Yes, I have the direction. i the mayor, if I MAY please have >> I know that it's been a long day and there's desire to move through this. But I think that we have to be really cautious that each turn meet and confer is an important principle in labor negotiations. And it does seem from the description of some of these. Proposed cuts that they would be Teamsters. Will there be an opportunity for inappropriate meet and confer prior bring that back to council prior to making the final decision in 3 weeks. >> First, let me do we have the meet and confer schedule?

Yes, the going player relations manager. Yes. So after the APRIL 15th, so you session, I didn't buy all units for meeting confer since as of today, I did meet with Unit 9 fire unit, 9 police and unit 2, all other ones either tonight wanting to meet or they have already. Some don't encounter for a later date. Having said that, there's been a lot of proposed changes as of today. The slide she should. The slideshow has changed dramatically since the APRIL 15th. So use caution. So as of tomorrow, I will have another meeting. Confer to all units sent out. So they'll all have got the ability to me. And all know this is proposed they will all decisions will be finalized JUNE. 17th. So if we can all the meet and confer schedule. >> We can schedule a special meeting in between now and JUNE. The 17th. If there are additional questions need to bring maybe the important my direction to your office would be to it. >> Make sure that the meet and Converse are conducted. I know that this has been a huge lift for hr you to look for our union leadership. But to make sure that there's give and take around the scheduling for the mean confers and that each union gets a chance to meet individually with hr and that we don't batch them and less the unions are comfortable with that for the meetings. Have a question. Real quick. So >> Forgive me if I'm making something of my head. It spent 2 long days, but if I recall correctly, what their mandate

to publish our budget by JUNE. 1st. >> It yes or >> I want to clear draft budget. >> It yeah. Draft a draft budget him and subject to final adoption on the 17th. So there are things in in the past. Things have change on the 17th or at budget adoption. >> Okay. So 3 weeks ago. >> We gave direction. We have not been able to meet with at least 10 units. >> From eating confers for various reasons. And then we're expecting in another 3 weeks to have a draft budget that will likely have to get changed again because I don't expect with the changes that have already been made divert. They're being suggested having to set a new confers that we'd be able to schedule those numi confers 3 weeks. So. I just i'm a little confused as to how we're going to get. How we're going to get this from a from a process standpoint. Things are going to constantly changing. And I mean, we're going to need we're definitely need a special meeting of the guys. And if I think we do to serving schedule now because things are going to change and be very fluid going forward. With this process. >> Do we have units affected? >> Thank you for that question. I I put out the request not to request the main confer invites to all units because some of these impacts might. We might be seem that they're that they're only affecting certain units. So I but I actually included every union representative. >> Right initially we had

furloughs on there, which would happen initially affected yes, ma'am. >> So are we not considering furloughs all anymore or is that going to be part of the mikan for process going forward? >> Furloughs had been removed from the list. Any other Mark MADAM City manager. Other any additional clarification needed on this item? Are we moving on to the discussion of potential cuts to police? MISS Rogers? >> Another one that is not easy. I would like. >> 4. >> The chief to flock to see if you can fine other ways. I do not want to cut a lieutenant. I think that it was very important when they spoke about accountability, transparency having standards. And that's something that we've always prided ourselves on. And yes, we can have officers that are the best officers ever. But we also need supervision and someone to oversee them when they do have questions or when things are going on or that can make swift quick decisions because those decisions can be life or death. So if we can, I would like to not cut the lieutenant. And I think pt was fine with all of the other proposed positions from what I hear. So. >> lots on MR. Donald. I just go ahead and restate that. I'm not comfortable with any cuts to public safety definitely not what's propose hearing as

far as a police. Lieutenant. And I'm going to go back to the other proposed cut, which was 40. I think it was a detective for domestic and violent crime. So I think both of those are critical positions. Again, going back to we know that they're going to have some retirements. I want to be sure that we're saving the downtown enforcement team. We've seen a direct line. We can drive for economic development and the need for the downtown enforcement team. And what business is telling us that. And they really fine is critical to making sure that the homeless issue downtown is taking care of and all that that specific team does. So I'm not sure what could be shifted around in police. But if we have to go back and look at restructuring some of the other departments to be able to backfill public safety, I would be in favor looking at that. Instead. Thank you. Just a point of clarification. >> Alton. So with the with this new package that has been put front of us today, it doesn't total up to the previous package. I think we're still as 500,700 1000 short, something like that. So next year's budget deficit was anticipated to be 50 and a half million. Something in that range. Can we presume that that this bumps up next year's deficit to 16 a half 17? >> It what it would do is. Is

it would it would increase the deficit for 25. 26 by that. That amount. So I think I remember Veronica said it, get goes from 6 point. 7 to 7.4, something like that. So it would be less than yeah. He so. Thank you, Mayor. Yeah, your math is. >> Pretty darn good. About right. All highlight as we peel back. Again. This comes back to this whole growing deficit issue, too, and that it's not going to be a dollar for dollar. These costs, especially with plea labor costs are growing at a higher rate. So it'll be a little bit more. But I would argue with your mouth for this purpose. Again, the point for us to keep in mind here on on the council is that none of us like any of these cuts. There are all cuts. So we're all uncomfortable sitting up here. But we have a choice between keeping our future in our own hands and making the hard decisions. Now or kicking the can down the road for another year. It could be worse here in 12 months. And then the year after that, if we don't have significant changes in our revenue source or some kind of unexpected surprise, and that's if we we stay out of recession. That's if we don't have some kind of natural disaster. Potentially not in control of our own future anymore. All right. We don't have to look far even in Sonoma County to see cities were note no longer in control of their own future. As recently as last year, you can look down salon and you can look over Alameda counties, right? There are cities that kick the can down the road far enough they no longer control

their own fate. I don't think we want to be in that boat. So as we look at these cuts, all of which are horrible. If we decide to take something off the list, I think there needs to be conscious recognition that we're making things more difficult for ourselves next year and have some kind of idea for how we combat that. That's my suggestion for for what's being presented to us today. >> I second that and I think that's what I've been trying to to get to all along is that this is awful, but we are only going to compound this. And give the example of, you know, I've spent I'm not an accountant or a municipal finance person, but I have spent some sleepless nights figure out what could have prevented us within our control. What could have prevented us from getting to this place and what could have prevented it would have been coming back from the Great Recession without hiring so many folks without expanding beyond our core services and ways of the public has rightly demanded you know, not taking on grant funding with any expectation of continuing on those services. Those are the kind of draconian things that would have prevented us from being where we where we are here and perhaps we should have done those things and not deliver those services and avoided having to cut cut folks. You know, the flip side of that is that we have been able to provide employment and we've been so grateful to have the services of our amazing employees, but it does leave us in this unfortunate position now of having to

scale back and you know, I'm really truly an tremendously sorry for having to do that. But I don't see how we move forward in a way that's financially responsible. And I'll be honest the next time and time lucky enough to be sitting on the council the next time we have a surplus or have additional funding and in the position of hiring additional employees. I will be thinking about the benefits versus the risk of taking on people and promising them a lifetime of stable employment with the city. When I know the reality is is that that isn't always true. But with that, I I'm going to. Recommend that we take the cuts proposed by the police department. And hope that we're able to have some additional revenues over the next year either through sales tax. Sales tax, a ticker reorganization of the and I think that's something we should our lobby for in Sacramento is restructuring of how sales taxes from online sales are redistributed thing that's really vital. And then also exploring our own tax measures going forward. >> Thank you for that, MISS Fleming. I want to echo that point because I believe that's our job on council at this point. We are that we are the Revenue Committee. We've got an opportunity to talk to our partners at the county because as we have mentioned many times, those measure o funds would change the conversation this year and certainly next year weve got opportunities on the sales tax sign. Taught to stay that at this at the state level without sales tax is

distributed. Or as even public comment tonight hinted and I. I had to hold myself back from potentially chiming in on that. There is the possibility of a sales tax here in Santa Rosa that at some point we're going to have to think about. And that would also change the conversation. But that's our job as advocates right now to be out there. Looking at that at the revenue side on expense side, again, all exercise, male privilege, fair. And just second, councilmember Fleming Staats. As much as I as much as I hate the cuts that are listed on that final page included, including the cuts to to police. I would have to support them at this time in light of the light of a future projections. But I'm looking I'm looking to my colleagues and I left Iran on my left and right. Present other ideas. If you Vice Mayor. What was the projected deficit that we face next year? I think at our current. Our at our current level, we're going to be around 16 million dollars. 60 million dollars. Hasn't option to public safety? What what is the cost of public safety for for one reductions? That was speaking of. >> So is sorry. Just clarification is the question. One of the total public safety cuts being proposed. That fiscal year. 25 26. That is correct. So at this time just doing math in my head pretty quickly, which never a good idea. It's about 3.1 million for police. That includes the 2.8, 4, 4 million shown yesterday on slide. 27 plus the lieutenant. The fire department. 1.2 to 7 million shown today on that extra slide that we presented at the end of the presentation. Plus a Brown out option. If that goes forward. >> About a little bit under

5 Million. And I do respect the comments were made just a little bit ago in regards if we don't do it now on the compound, the issue moving forward and will be here again. I think we'll be here regardless of what we do today, we will be here again. >> When it comes to public safety, you know, as much as we are in these numbers are are projections and the optimistic part of says. Do we give a public safety at the unknowns? Regardless of what we do today, even if we were not to cut one penny for many, any of our public safety. Costs. Regardless of what we're here next year. We will have to take these costs. And so much more. Regards what we do today. Part of me says. Except the cuts as proposed. But what does it mean for the safety of our citizens? The other part of me says follow the direction of the directors no cuts. Regardless of which way go. Next year again, we will take the 5 million and possibly another 10 million go with it. Regardless of what we do today. The reality of it is we don't know what the rally tomorrow looks like. The beauty of times time will always exist even if a part of it or not, time will still keep going on. So with that being said, I do not. Will follow the direction of those that know best, whether it's a fire department or police chief. I cannot 4 c. Minimizing public safety. Not at this point. Now, if my lousy to be here next year. I am more than willing to take the filing and then more because we all know what the reality was like after beautiful story that we're

trying to tell of a dire situation that we hope sells tax improves. But as of right now, no, I cannot support the cuts to public safety. MR. Donald. >> Yeah, I think I want to go back to some of the things that we saw earlier. And that was we found that there was a contract that was at roughly 2 million dollars that were contracting out. And I asked to bring those contracts back. And the reason, though, I am not willing to make some of these cuts specifically to public safety is Intel. I think we need to do our homework on all of these other things that we're outsourcing and figure out if we have more revenue because if I'm looking at the downtown or what we're contracting out specifically with the chamber, I would want to know what are the ways I could spend that money. Can I spend some of that money on a downtown enforcement team? Can I spend some of that money to support our downtown? And that is an answer I don't have today. And so intel, I get those answers and we can take a deep dive into 2 million dollars that were contracting out right now. That's why I'm not comfortable cutting something that I do think is a life or death situation for some folks. And so that's why I think tapping the brakes on some of these things and tell we meet and confer and tell we check all of our outside contracts. That's why it feels even more uncomfortable to me because some of the questions I've had for some time and diving down and getting more granular information. He's just not been produced for me. So until that happens and until we have a little bit of time over the next, if humans,

that's why we can make a cut later on. Doesn't say it has to be done by adoption. The deficit could be higher. We can make cuts 2 months after that. There's no rule that prevents us from doing it later on down the road. So if I can chime in respectfully council. >> Woman Donald, the information that you did, ask us to bring back be brought back during the last budget. And we did that those request not only with the finance team, but actually with the individuals who proposals. When you ask us too, look outside contractors and what we can bring back. We certainly did do that. And we found out that there were no savings. We want to find savings just as much as you do. And and respectfully, while I appreciate the fire department and the police department for coming together and finding some solutions to the budget reductions. I have 1300 employees. And my parents. There is not one that's more important than the other. They all perform different tasks and I need all 1300. None of us want to be in the situation to cut anyone. But everybody's trying to come together to figure out how we move forward. We're not going to be here in the year. We're going to be here in 6 months. And some of this is is not the doing of the city. Some of those the doing of the economy to Carl's at some point portals and some of the other unions as po. Yeah, the city is here many, many years and said, >> Oh, my GOD, we're broke revoked, revoke. I have spent the last 2 months reading every budget ahead. Scott's in me.

>> All the detail budgets probably since 2006, 2007, and they all say the same thing. We've not made the hard decisions we if we want people to come here and work and have a career, we have to make those tough decisions. We don't want anybody to be laid off, but I'm taking the recommendations from labor to say are these are the tradeoffs we can make and have them come back to the table in the next few months to say. All right, here's some additional tradeoffs here. Some additional revenue. Those are things we have to look at. But I don't want to paint the picture that we have not done what you've asked to do because we certainly have done that and we will continue to do that additional recommendations come forward. We will continue to look at contracts. I have the same as son Allen, the same email probably every week. Why are we renew in this contract to want to know the percentage cause that is gone? That can we get a cheaper? This is the second renewal. This is the 3rd renewal. So I understand and I get it now want to provide you with all the information that you have so you can make the best decision. This is the largest largest policy decision that you make is the budget. And I want to make certain that I'm providing you with all the information. So this governing body can make the best decision. But at the end of the day, we have to make tough choices. Are there things I'm willing give up? I'm not the department I'm I'm depending on the department heads to tell me what they want now, am I going to come in and make an additional recommendation? Yes, that's what you hire me to do. It might not be popular. So when we look at the sheet, I don't want to call police on one fire. I don't want cut vw, nor do I

want to cut pen. So when I look at this across the board, I'm not funny. One in front of the other. They're all very hard decisions. But we have to come together as a city and figure out what is the best direction for us to move forward? And I believe if we bring everybody to the table like we've been doing, we can get there. So if there are additional contracts that you would like for us to look at, we are more than happy to look at those alongside the individuals who are proposing recommendations. Thank you. Thank you. City Manager Manuel U.S.. So I think I appreciate all the comments that everyone is made in I >> think where I stand now is that I agree with I'm going I agree with all the cuts that are presented except for the Brown out. No brown out. But everything else. I. I'm you know, holding my nose, but I'm going to do it as far as my commitment with the caveat that I know that I mean can first will happen. And there may be some slight changes. And and and I expect those hopefully hear about those before we come back and finalize the budget. So that's that's I would say where stand. And I just want to say again. This is a horrible position to be in. And I know we're going to be in or more maybe we'll get used to don't think we'll ever get used But I just want to say how much I appreciate all of you still being here and hanging out to hear the rest of this. And also I appreciate all my council members for trying to do what's right for the city. Thank you. Thank you, MR. Way lows. >> All right. Let's let's reset for a moment here. City manager had the actual in

India discussing public safety first. So we've done that. And we have at least a sense of where this group stands. Can I speak to that? Oh, sorry, sir. Crappie. And no problem when it comes to police. >> I agree to lose detectives, sergeants, whatever, maybe. But I we also hear that there's a possibility that those could happen through attrition. Some vacant positions. And we also heard, you know, you're the PRESIDENT P say that they understand and they'll take care of it. They'll figure out a way to do their job. But that's the way things go. Go to that. The want to do have a concern with that is the police lieutenant. Specifically it's and I don't maybe city manager of American answer this, but it sounded that police attended position was not discussed during their meeting. Conferred based on their reaction to it. So if they had a meat confirmed this was presented to them, might be a little that I like to have them have a meat confer and discuss that going forward, which I think is the intention. So as of right now, I'm not comfortable with it. But if it comes forward again. >> After they've discussed at the next when revisit the budget, then I'd consider it. Thank you for that clarification. >> Before I reset any other questions or any other comment specifically to public safety Rogers. >> I would just like MADAM City manager, where you as far is. What direction do was just keep you is what I don't know >> it looks like I have 4, 4, police cuts. There's some

question about the lieutenant and I think chief and I have already had the discussion that we're going to try to find some additional recommendations for the lieutenant if we can. So what I'd like to do is is moved to words least a straw poll on the entire package proposed cuts. We started with police and fire because, of course, to the most contentious as we as we knew as we've seen. >> They're also proposed cuts with respect to homelessness, services and parks and rec. Now we've got a couple of conflicts on the dais. And so my question to the group was, do we have specific conversation that we'd like to undertake with respect to those 2 items? With with respect to that, that overall package. And actually did do we still need to have? Folks leave even to have a broad question like that? Yes, and I. I would recommend that we go ahead and deal with the homeless services issue. First Councilmember Rogers can listen in. And if she any comments on anything other than the particular line where she has a conflict, she can certainly come back and give her thoughts and you all can discuss the rest of it. But I would recommend that. Let's do it that way, >> If we were to frame the discussion is about everything except the conflict and issues. Can we have that discussion? >> It would be better to do the conflict ones first and then have the discussion about the balance. >> We'll do that. Close. MISTER Rogers is maybe just maybe a quick. Depending on

mood of council. With respect to homelessness services that the package, the revised package of cuts. And thank you so much to our community partners. Who can you have come to the table with that as well as the creative thinking behind the scenes with city staff? Do we have specific questions or concerns or support for that? That revised package of cuts, MR. MR. Donald. >> The one thing I just want to sure and what I heard from Jamie Lynn was to keep the drop-in center. So switch that $50,000 over to funding that and then cut the warming center because you are going to be able to do that. There. So I think with that, then I would become well moving forward with the cuts that are proposed. Thank you. My question for the city manager there was a change from. >> I know that we move things around Councilmember MacDonald is suggested, was there a reduction in the amount of cutting them are recommended from yesterday to today? Yes, I believe it was 50,000 just for the warming center, but then another that's going to be done in the drop-in center. But I thought I saw a line item go up. >> So the additional per the original proposal we MAY was 1.4 million, 60 thousand. We brought back 1.4 million, 10 thousand. We kept the $50,000 in for the warming center. So that could be used for the drop in and we reduce Sam Jones Hall by $250,000 and removed. Do we have? $100,000 in my math, the math and the

me bring the director down to his way in the directors. >> Good evening, Megan passenger, director housing and Community Services. So we did make some adjustments to the line item. So the overall reduction decreased by $50,000 as the city manager indicated, we increased or restore the amount of funding for the drop-in center, which is where the warming center is housed Catholics, charity staff will be working to make sure that they're able to facilitate that need as it arises. And we also increased. Decrease the reduction to the host's contract because that is it important component of our homeless services in order to absorb the host amount. We decrease the funding to stand on top. So you'll see adjustments in host Sam Jones Hall and the drop-in center. Okay. And that I mean, we know Catholic Charities does great work for Thank you. Thank you for being willing to take on the warming center >> I don't know how many days we had the warming center open last year, but 3 days, but so $50,000 is a lot of money for 3 days. So, you know, I know that when we do things are more expensive than one Catholic charities. Does them. So what I'd be looking at is after next winter to have it, not a projection, but an actual Ys so that when we're in this by next year, we can maybe we can get him down to a billing like we know it cost x amount per day and Catholic Charities can. Bill, is that a rate? And for clarification, this is the budgeted amount. So we only reimburse Catholic charities for the actual expenditures. >> But the budget we have included for that component was $50,000. The actual is much less. Okay. I'm comfortable with that. Thank

you. Thank you. Vice Mayor. >> Before you leave what was it was actual? Want to make it all the way up stairs at the comeback. >> Unfortunately, I don't have that top my head, but we can return with that. Should never much. Thank you. >> Ben any thoughts, particular homelessness services? >> really pleased to see the drop-in center back in here. I mean removed from here rather. Guess that's better way to say it. So I think overall I you know, you are comfortable comfortable with couple of these, but overall I can I can support these changes. Thank you very much. >> grudgingly support them as well and genuine. And Megan Rest assured that I want to be part of the conversations and the advocacy locally to try to find revenues to support continuing the services. They are making a great impact in the community. With that, let's bring this Rogers back into back into chambers. Natalie, if you're close. Thanks for your patience. Everyone will wait for COUNCILMAN. Roger's return. Sorry about that. Comment from its Rogers, MISTER C# # # . You know, comic know no comments from you as well. All right. Thank you both. I city manager, you have the guidance that you need and that and that item. Alright, somewhere on to our next next item, parks and recreation. So if I'm not mistaken, MR. Donald, I think we have to park part ways with you just for a moment. So thank you very much. It's h# # # o# us as well. Bringing bringing this slate to propose cuts to council for questions or comments. Vice mayor off as recommended. Thank you, MR. Kirby. What are

your thoughts? >> Just a quick clarification what is this page 3, right? That considerations, recreation. The revenue fee increases. So that would offset the set previously being closed. Is correct? Or does that include things also being closed? >> We're not proposing to close any of the centers are the swim centers. Senior center. We're just looking for continued costs recovery. We're going to keep the programs going. >> Thank you that clarification on good. As recommended. >> phrase, the question, does anybody not support these cuts as proposed? So not icy head nods for of support. All right. Ms Rogers. MADAM City Manager. Does that give you that? The clarification you need? Yeah. Just want to remind you will have to bring back the fees schedule adoption. And I would imagine we would need to do a lot of public outreach on the fees as well. So thanks to the park staff in advance in the community engagement staff, staff in advance for that. That is a lot of work if we get it right. McConnell back in. >> While we're waiting for Diana, can I say one of you guys had a really good idea yesterday and that was getting community members in there used to be like the committee. >> The Parks Foundation. There's tires nation. Yeah, yes. Stay tuned. There is would like to spend that up again. We've talked about it in council a few times and there hopefully some movement there. When you start of that sentence made maybe think that only one of us had a single good idea yesterday. >> Reasonable members of the community members of the

community MAY have agreed with what a great yeah. All right. We're still waiting for Ms MacDonald, a comeback. I think our city, our city clerk, went to find her. Where do you go when you leave the room? You just wander outside? >> No, and I went upstairs and called my husband to see if you meet me for the market. >> That's good. That's good politics right there. While we're waiting her to finish her marathon >> in my conversations cheap Greig in >> for the recommendation on the lieutenant. Is there anything that this governing body would not like us to replace it with? >> Because I know initially most of you have asked that, you know, we kind of start at the top and go down so as start to have the conversation with labor in chief, maybe a little bit of direction. Rodgers. >> I would prefer that we not take. Is beat officer there right word. The officers off the street. I think that they're really important in their very community. >> Facing I'm hoping that when we have retirements and things that you're able to maybe restructure some things and not higher people. But I think that for me, you would do it more through restructuring our thinking out of the box restructure something. Hopefully. When you have retirements or people leave. Don't look like that. Chief. >> Okay. I appreciate that. So when people retire, it's still the position is is going to either be fielder, be vacant. So the rally, what we'll do is

we're going to eliminate one of the specialty teams so well, we'll lose another sergeant. It will eliminate one of those special teams and reallocate those to patrol is really are option. So we're gonna look at the narcotic team book at the Special Enforcement team, the gang crime scene. One of those teams are. Got to go like that. It will take to sergeant for that team in Louisville. Police lieutenant salary and then will. Reallocate those positions and will shuffle some of the 8 positions that we're gonna lose. Now, what that is. That's the really have thinking about all night about what we're going to do with that are really only option is to. Shot another special teams shut. Take one sergeants Obama. 22 surgeons from 24 and then well, reallocate that specialty teams are right now the thought is which specialty team do we take? So it'll be a. Gangs, narcotics or special enforcement and all work with my command staff team in the labor group says he which is the least impactful. >> I don't know that. I agree with that either. Maybe I want you to step even farther out the box. I don't know what that means. >> But due to police officer positions as the other one. But that's going to be now 10 police officers aid. So that's the other option. I don't want >> I can't speak for my colleagues. I'm just saying those are officers are the ones that we see all the time that are on the street that are, you know, I don't want to do that. >> So the point you're making is is well intended. And I'm sure that we all sympathize with that. I do want to be a little bit careful what stepping into the realm of operations. So city manager Chief Cregan, this is really their domain. And I think I

think we made our desire policy desires clear. We don't need to get that level of detail. So as flooding comment. >> I agree with you, mayor. I the way that I look at this is that you're the expert. You make recommendations to the city manager and you'll work with her on this. I know that my priorities are probably your priorities, which is our most vulnerable residents. Elders, children. And then the tester Ian's, right? Those those are the types of areas that I think people are most at. You know, demographics are most at risk. And then we have to look at the other side. But what provides for us economically? And those are in downtown issues that our quality of life issues. So within within that I can trust you to make the best decision with the resources that we've given you. And thank you for for doing that hard work. >> Hear hear any other comments on this item. Let's go back to let Ms MacDonald have her chance to make any remarks if she wishes on parks and rec and she does not. So again on that with the with the propose recreation cuts, was a lot of drama for I had not in the end. We are. I think we're good to go on and on on that slide as well. Right? Wright City manager. Ok? So we've gone through each of that. We've gone through each of these newly revised slides and some level of detail. There was. Some discussion still around public safety's, particularly fire. But it does seem like there's at least a majority consensus on council to move forward with the cuts as proposed, knowing that in the next several weeks there with that with the meeting, the firs with additional discussions behind the scenes, what comes forward in the draft budget on JUNE first probably will differ in some degree. But in the main be similar to the

budget that we work through over the last 2 days is that is that correct? Is that the expectation everyone here in the dance, MR. Rogers, you're concerned. You say? >> Has proposed because I feel like that's how the blackouts that on the table in the first place. When you summed it all up. So you mean with our changes? So that what was proposed? So the >> second draft, we just work Correct that there will still be there will still likely be some changes to this because some of these changes are subject to meet and confer. There will likely be additional discussions at the staff level. But this is substantively speaking similar to what's going to come back to us on on JUNE. 1st, 4 additional review. That is that the expectation of everyone m no blackouts. Addition options for the lieutenant, if their options that exist. >> We added in Dei office or the hr technician forgoing equity compensations for executive staff. We removed the furloughs and making the recommendations for homeless services. >> MADAM City manager, do you need you need any additional direction or specifics from council? Just direction to go home? >> I'm good. It's only been 9 and a half hours. I find we >> Give me 20 seconds just to just to thank everybody who was present over the last 2 days. >> I hope that everyone agrees that this was a transparent and lively conversation with a lot of different voices, MR. Finn again, you are not here earlier when I think you and Mr. Carr for adding subs adding significantly to the conversation with the numbers

that you put out and they the the reason gave for the city and the community to talk through the numbers that you presented as I mentioned at the time, that's a big benefit I'd having these kinds of discussions, especially in this kind of constrained budget situation. Brings transparency. It brings people together. We get out. We get on the same page. So thank you very much for the efforts you've made. And with that and finally, the city staff are all the work doing for months. And there's a little bit more work to come and and have. And, you know, as heaven knows, we're gonna be doing this for a while. A while yet. Thank you very much. And with that, we're adjourned.