City Council

in Spanish is available and members of the public or staff wishing to listen in. Spanish can join the Spanish channel by clicking on the interpretation icon and the Zoom toolbar. It looks like a globe. If you're on your cell phone or tablet locate the 3 dots, tap them lately and put a check mark on your preferred language. Click done to activate and begin the interpretation. You join the Spanish Channel? We recommend you shut off the main audio. So only you hear the Spanish interpretation interpreter. We please restate this in Spanish. >> But I thought person has they will need ice balance that. We should think that's going to us to at least lives. But in Puerto Rico, he can person getting under seal the school to hold back and explain your new said, come on and explain on a plane. This couldn't >> In lot. But the economy getting incredible iq. The students with heat money spent on. >> the world click board of said done. That mean that? But up with it at the back the line. That's Used to could to come. And that most key us you didn't love the opening c 5. Let's keep uses me. The plan is coach. Like that protest going in expecting located close most things. Thank you very much. Back to you. >> Welcome everyone. Times 1 o'clock, Nicole, this meeting to order, MADAM City Clerk. >> Thank you, Mayor. Councilmember Rogers, President Councilmember Okrepkie your Councilmember MacDonald here, Councilmember Fleming, your Councilmember been most Vice Mayor Alvarez.

Mayor step here. Let the record show that all councilmembers are present with the exception of Vice Mayor Alvarez. >> Thank you very much. We'll begin with item 4.1. Our study session on the budget reduction. Finance director Alton. All right. Well, staff is making their way to the podium. >> Just want to say good evening to mayor and council members. So today's budget study session marks the next step and our journey to address the challenges of necessary budget reductions. The process before began with directives to departments to me targeted reductions while balancing essential services during the first round, which we made adjustments to believe early JANUARY. Some departments propose significant budget reductions such tp w. Afterward, the departments that departments were asked again to initially focus cutting make additional reductions who did not meet their target reductions in round one. So how this process wind is departments that initially focused on cutting staff from the lowest level. Of the city and cutting basic services had their budget proposals adjusted by the city manager. Those who did not achieve targeted reductions at percent were asked to revisit and identify additional cost savings measures that we will discuss today. It's important to acknowledge as we look at these budget reductions that like many municipalities, our budget is heavily dedicated on public safety. The projections are not intended to entice fear with the community, but

to encourage our public safety professionals to evaluate and prioritize strategies and continue to that. Continue to deliver the high services that our community deserves. So oftentimes our public safety departments are heavily penalized because it is what is public safety professionals tend to be heavily weighed out in our budget scenarios just like any other municipality. So what we don't want to do and what I don't want to do in this budget discussion is make certain we're not planned win against one against the other. So just like all of our departments public safety professionals are just as important in this discussion as the other departments. But as we continue to navigate these challenges, this actually gives us an opportunity to re. Imagine how we do our budget practices. We want to move away from what we continue to say is our baseline budgeting exercises to a more strategic approach. So our baseline program should be the norm. And that should focus on high level of customer service and how were man are how are improving efficiency throughout the city? We want to adjust our revenue approaches for uncertain revenues because as we've seen a 2 to 3% in the shift in sales taxes, make a great give us an undue burden on the organization. It could be as little as one percent sales tax shift that we received that can cause an undue burden on the organization. So we want to

make certain that we shift away from assuming predictability to making certain that we're managing for the uncertain. And also we want to shift from the media's immediacy of the budget cycle. We are on a one-year budget cycle and I know we're making changes to improve that. But star focus on focusing on long-term thinking and how we're thinking 5 to 10 years out. So as we continue today's discussion myself in the team, we're committed to offering full transparency. There's information in this presentation. If the community doesn't understand it, please let us there will be ongoing updates. We want to ensure that the council and the community members remain fully informed and engaged as we continue to work through this process. So thank you today and I'll turn it over to cfo Alta. Thank you very much. Mayor staff members of the council. My name is Alan Alton on the city's chief financial officer. >> With Frank Connor, our budget manager in Scott Wagner, the deputy director and finance will. Our presentation this afternoon. We've broken it into a for parts chronic and Scott will take you through most of it all hit on the first part, which is our forecast validation. You've heard some of this ad council goal setting, I wanted to reiterated in context of what

we're about to go in the next hour or so. So we discussed back in OCTOBER and what the city manager just laid out is that we are looking at changing our budget process from our current line item budgeting structure to a new, 0 based budgeting type of a model to do so. That's that's rather heavy left. We hired a firm Alvarez Marsal to come out and assists us with that as part of their initial review. They look at that our budget structure, but they also looked at our forecast. They wanted to make sure that that the basis of the numbers that that we present to you, sound from a method, a our methodology is sound. They looked at our our forecasts, how we develop our expenditures and tax and revenue estimates. And came back with. Some key notes that I are are are worth mentioning we do have a and advanced model and the work that we do with it is seen as a best practice. And their their notes, probably the largest note that they had was something that we were aware of, which was that are sales tax. It was too high are the revenues that were actually coming in were underperforming

that estimate. We have known that we had discussed this with you and then the finance subcommittee that we were. Hoping that our actual is would catch up to our estimates. But it was becoming clear that it wouldn't. And day also saw that. And there probably biggest know was that we needed to reduce that. So harassment for Annika will go into that in more detail under her slides. You know, that kind of sets the context that as we get into looking at our forecast. Important to note that we MAY not like the numbers that it shows I for one don't like a lot of red negative numbers on the forecast. They are based off of sound methodology estimating and based reality that we can at least have confidence in. The other part that they looked at was obviously our budget structure. They did confirm a lot of the things that the city manager just mentioned and and are going to help us in the next coming months. Start to move away from or object code based budget that really defaults to a status quo. And allows us to look at our budget from from a program basis. This is going to be a challenging heavy lift. I'm still wrapping my head around exactly how we're going to do that. But that is the challenge ahead of us. And we our goal is to implement out for the 26 27 fiscal year. And a lot of those things where we

are going to linked in our budget process moving away from having things really condensed to the latter half of the year. It's going to allow us to do a lot more in-depth analysis on the budget allowed departments to do more in depth presentations and submittals of of budget to us and to the city manager. As we move forward. So with that, wrap up my comments and just move into the general fund condition with Veronica. Thank you, Alan. >> So on our general fund, long-range financial forecast to the big Red box outlines are proposed budget for fiscal year. 25 26, which is coming out with a 19.9 million dollar deficit. And this deficit only grows over the course of the next 5 years. We've reached this point due to a combination of slowed revenue growth and steep increases in expenditures. Another item to point out contributing to this deficit is our transfer outline transfers out can be a point of confusion. As a reminder, these are transfers of general fund resources to other funds. We do not classify this as salaries or benefits or other types of expenditures. We simply move the money to another location where then they later become salaries or benefits or something else. But between fiscal year. 24 25 25. 26. We see a jump of over 2 million dollars in that transfer

outline. And that is a result of our funds expiring and being all spent our but have been funding our homeless services program and using all those funds of meant that the general fund and fiscal year. 25 26 now has to transfer an additional 2 million dollars out to our homeless services program. This model does not account for a recession. We have not. Have any indication that a recession is something that with certainty we know we need to build in and did not want to be overly conservative. So while we see a lot of red numbers on this forecast, this does assume a normal and healthy economy. So in the following slides are going to present some measures to council of what we can do to reduce that deficit. That 19.9 million and bring it down. And while that is for sure, our immediate need, we don't want to lose sight of those next 5 years. This is going to be a multi here. Multi phased approach in order to write in the structural deficit in our general fund. So our cfo Alton mentioned are slowing sales tax and his opening. This chart shows our budget versus actual revenue that we've received for our sales tax over the last 7 years. So that and the and the last 3 years look at fiscal years, 20 to 23. 23. 24. 24. 25 that top line. The green line is our budget. We've been holding that flat for 3 years. You can see it's just a straight flat line we've been doing so hoping that the bottom line, the more bluish one will catch up. How did our budget line up being so high up there? What we saw a lot of unprecedented growth through the pandemic in sales tax. We see a steep line, a steep, steep growth curve in that blue line through fiscal years. 1920, 2021. 2022. But then it started to drop off an

over correct itself. And as we have been waiting for, these actual is to catch up what we found and what we've been hearing from our economic advisors and consultants is that we're kind of in a new normal with sales tax. We are going to go back to where it was before the pandemic. Consumers have shifted a lot of their spending to online sales. They're spending more on travel. More on non taxable goods. And so it's time for us to drop that budget line back down to where the actual revenue is coming in. So in fiscal year. 25 26. We are reducing our sales tax budget by over 5 million dollars. That is taking 5 million dollars of resources out of the general fund, which has a pretty significant effect on that 20 million dollar deficit that we're seeing. So I will turn it over to our Deputy Director Wagner to talk about how all of this affects our Thank you, Veronica. So council's heard the finance department come in the past and discuss reserves as being 3 separate buckets of reserves. >> Today we're presenting reserves as one composite number, given the scale of our deficits going forward. As we do that, it's important, though, remain mindful of councils mandated reserve. That number at the end of 12 fiscal year 2024. Was 35 million dollars. Councils. Mandated reserve is really to the purpose is to fund the operation during unforeseen circumstances within our community. 2 good examples of that would be the Great Recession. And the 2017 Tubbs fire in both circumstances. The city needed that that reserve holistically to cover the needed operations of the city. At that time. As of Rana can mentioned in our discussion with reserves, no accounting for any potential recession is built into our

numbers. We've seen stagnation with our sales tax growth. Revenue is discussed. We've also seen historic volatility within securities markets over the past 10 days. Neither of those indicate currently a local recession. And none of that is built into our projections. The Finance Department's goals, 2% numbers that are accurate as opposed to conservative or aggressive. And we've done so. So this is an illustration of the cities use of reserves. Given the 19.9 million dollar deficit. As Veronica described and important starting for for understanding our balances that our reserves are really directly impacted by the level of deficit adopted by council. Therefore, the way that I explain it is that we we sort of live one year in advance. These levels of deficit that are currently projected, frankly, no level of reserves at the city can sustain it. We are on sustainable at this level of reserve in the immediate future as shown here, the coming adopted 2026 budget. We would essentially fall below the council's mandate to reserve in that year without adjustment. And then the very following year the city would become insolvent. We would be negative 8 million dollars in reserves. The current path is unsustainable. Councils requested a breakdown of the city's investment funds as part of this conversation. There's really few important things understand about the city's investment portfolio. If we were to open up the city's annual comprehensive financial report, we could turn to the audited section and see that there is a lot of

money there, frankly, it's 591 million dollars. It's important first understanding towards that very large number is that the vast majority of it is legally restricted from the general fund. It is tied up in Santa Rosa water, gas tax, all the other special revenue funds that help cip cip projects along with our water enterprise are cash dependent. We fund projects with cash. That is where that cash lives. That still leaves a substantial amount that is attributable to the general fund. That's 137 million dollars. Well, what makes up that 137 million dollars as you'll see in the prior slide? 68 million dollars of it is the city's reserves. Additionally, just like cip funds. The General Fund Fund Cip as well. The remainder of those funds are tied up in general fund cip projects. Those are projects that council is well aware of some good examples would be rebuilding a fire station. 5 Hearn community hub Roseland Library, Roselyn, pavement, maintenance and so on down the list. Important thing to understand is that every dollar within the city's investment fund is accounted for and audited. One common feedback we get when when discussing city's investment portfolios that are funds are tied up there. That is not the case. We treat a 20 year note within our investment fund the same as cash when it comes to calculating reserves. Because in reality, our treasury function can and does turn those investment vehicles into

cash when the city needs cash. In short, there is no available funding within the city's investment portfolio past reserves, which were discussing at length next slide. Before we move on Page 8. >> I just want the public understand the one time pg funds. If you could highlight that for the community. Just explain the work that the council prior. >> I absolutely city manager. I have that in the next slide broken down. Connect it, please. You let me for me discuss it. There. >> So as our city manager mentioned in her opening comments during our budget budget development at the beginning of 2025 departments were asked to come up with a list of reductions within their general fund department equaling 7% of their operating budget. And this target was of a percent as our deficit turned out to be a bit more than initially projected. So we received list from departments of potential reductions. These were evaluated by finance and by the city manager to determine what ones could move forward based on minimizing the impact, of course, services in the community. And in the following slides are going to present to you the list of the finalists budget reductions. So this slide is a summary of everything that we're bringing forward today and our administrative and operational department's only. We will talk about public safety in the next section. So in the Green column on the far right, these are the proposed reductions that we are proposing that will help close that 19.9 million dollar deficit for context. The

column next to it fiscal year. 24 25, this is what council acted on back in JANUARY. And the Middle column is our 8% target. So as we are trying to fairly spread these reductions across all areas of the city, you'll notice a department like tp w is bringing forward 687,000 and this presentation, which isn't very much compared to their budget. But back in JANUARY, they already brought 1.2 million to the table. So we're trying to consider what's already been reduced. What's already been acted on as well as the department's targets. Some going to take you through the next few slides of department proposed reductions just to know after the end of this presentation, directors and department heads are here to answer any questions of council on the specifics of any of these and any position indicated with an asterisk is a field position. So we have intentionally left off any sensitive information about this or any identifying information. So what we are asking council to do today is to look through these proposals and advise us on how to move forward. We will be coming back in MAY with an in-depth study session on the citywide budget. And we will be incorporating any reductions in there that will be moving forward with today. We are just looking at the options. So within the city manager's office, $60,000 of professional services in one field position have been identified for reduction and the city attorney's office a vacant legal secretary has been identified that will have minimal impact on services as well as some professional

services budget. And finance to fill positions identified that could be outsourced by a contract. So this will have a minimal impact on for services. Our planning and economic development department got creative and they first started to examine their outside funding sources and their administrative hearing fund and their sr tbi, a fund. That's the center as a tourism fund. They were able to determine that they have enough revenue to support some of their existing staff. So they're proposing to charge more of their time is 6 staffing reimbursements for costs of existing staff that we already have. They're also proposing to add one point o fte arts and events specialist that will be fully funded by a special Revenue fund and in doing so. This means that our Metro Chamber contract that is funded by the general fund can be eliminated. We will no longer needed because that body of work will be addressed. Had also identified professional services. 2 vacant positions and to fill positions that could be eliminated. And they also are seeking to find reimbursements for some of their planning staff for their work on cip projects and also under filling some existing positions at lower level costs positions in order to save the general fund some money. And rec and parks to fill positions have been identified in an effort to build and improve delivery model for parks projects. And tp w to fill positions identified as well as we're proposing to restructure the 0 waste program. And finally in our communications and intergovernmental Relations office, a field position and some services and supplies can be eliminated with minimal impact to communications. We will have to become more efficient and our services there, but we don't think it will have a severe impact on

course, services. So altogether, within these administrative and operational departments, this totals just a little over 5 million in reductions to start chipping away. At that 19.9 million dollar deficit. We would also like councils and put on our housing and community Services Department. These 2 contracts have been council priorities in the past. They're funded by the general fund. We would like a recommendation on if you would like to continue funding these the legal aid. Sonoma County funds, legal services for marginalized groups and a secure family collaborative provides immigration legal services. So this is direct general fund dollars. It's not part of our homeless services program. It's simply General fund funding that of council wishes to continue or discontinue these it could be a savings to our general fund. We also wanted to bring forward a full picture of our homeless services programs in fiscal year. 25 26 the direct costs for homeless services total just under 6 Million. So on the left-hand side, this outlines all of the contracts and services that the 6 million dollars goes towards. And on the right hand side, we identify the funding sources. So under the funding sources table, the encampment resolution funding grant. This is one time funds that $500,000 is funding. Part of our safe parking for the next year. And the other revenue from the county and private contributions that funds are keeping people housed. Sonoma program for $400,000. But any of these other programs of council wishes to reduce them or discontinue these, these will also be a direct savings to the general fund. So we are bringing these forward for

consideration. And I mentioned safe parking on the previous slide. Safe parking has a cost of 1 million dollars a year and we have identified funding for it through fiscal year. 25 26. But after that, there is no funding source identified. Response costs a little over 3 million a year and we have no funding source identified for that program. Arpa had previously been funding these programs which has now been fully expended. And both of these programs have not been built into our long-range forecast. So as we've been evaluating any kind of cost saving measure that we can look mandatory furloughs have come up furloughs can take many different structures or take many different costs for amounts. But as a starting point and 2 for reference, we decided to base and example off of the recession era for lows. And bringing this up to today's dollars. We determined that if a staffer to have an 80 hour mandatory furlough and the general fund, this would save us about 1.4 million dollars a year. This equates to a 3 point 8, 5, reduction in pay. Furloughs are temporary. They're not permanent savings. Been there a dissipate it to last 2 to 5 years. And so this is something the council is interested in. We could certainly look into this further and see what structure would best benefit the general fund. So in summary, some of the proposals that we've brought forward in the previous slides, including all of those administrative and operational department reductions that totals just over 5 Million. And that includes eliminating 14 full-time equivalent

positions. We also brought forward to contracts and housing community services for consideration as well as mandatory furloughs. All told this totals 6.7 million dollars of items that could potentially be eliminated from the general fund. If we were to move forward with eliminating that 6.7 million dollars, this would bring us down to a deficit of 13.3 million worth noting is that in this updated forecast for assuming those furloughs are being extended through all 5 years, we're assuming council proposes, we move forward with everything we just presented in the previous slides. This forecast does not assume any changes to homeless services. So that's something council wishes to revisit best thing that could also have an effect on this. Bottom line. Thank you, Veronica. Deputy director. Thank you. Mayor. We just go back you. You said >> Homeless services. Is not calculated in this red line deficit surplus deficit line on slide 22. >> So to clarify, we are assuming homeless services is fully funded at just about just under 6 million dollars were assuming there's no reduction to homeless services. >> ok, so you you put in the furloughs, administrative operational reductions and housing community services but not homeless services, correct? >> We are showing example here of counselor to move forward with the reductions on the slide. This is the result that we would see and we have not assumed any change. The homeless services program at this time. Okay, Anderson, thank you. Thank you,

Veronica. >> So this slide is again, the same concept of the previous reserves line. It took 3, took you through with again to Veronica's point with all the reductions included that she just listed. I want to point out a couple of things to highlight. One Israeli the current year that we're and what was adopted for the current year was 13.3 million dollar deficit. When we're looking at our actual is what's been reported at long-range financial subcommittee, we're feeling that we're going to go over. We think that we will finish the year worse than what how we expected to around another 1.7 million dollars. So our total reduction of reserves from an operating standpoint of the general fund is going to be around 15 million dollars as of now. Still have a long way to go to close the books. But we feel fairly confident that we will meet our deficit. I also want to highlight, I'm sorry, Veronica. I also want to highlight the action taken by council to mitigate that impact of that loss on our reserves in the prior year, which was the reallocation of 9.2 million dollars with pg e funded one time programs. So if you look and again, I don't like going through too many numbers up here, but that 15 million we really only went down around 5 million after, including for that. Those numbers just to state the obvious. We don't have another 9.2 million dollars worth of pg money sitting anywhere that we can reallocate at this point. This. Reserve slide shows again, keeping in mind

our council mandated minimum reserve. We would finish becoming adopted year above are mandated reserve of 40 million versus the 35 Million. I said earlier. But what's going to be important for council is not just a look at the current year, but look at the next year. And the problem is that next year with a 22 million dollar deficit on hand, we're going to be well well below council mandated reserves by the end of fiscal year 2027. To summarize. If this were the level of cuts adopted by council, we would need to return a council immediately to continue. There is the cuts conversation. This would be challenging for staff because as discussed prior, what gives us an ability to make effective ongoing reserves as we need timing to do so. At this level of reserve, frankly, we would not have enough timing to come up with something materially different than what you're seeing today, potentially. Going to kick off before we go on to public safety want to make certain that it's clear on homeless services. >> So we would still continue to use general fund money according to the slide. And do the transfer real estate property transfer tax. So it is included in here. So want to make certain that that is clear before we move forward. Now they're probably will be a short fall just because of the other contributions, a camera resolution funding the prophet contributions that we are

receiving. But this does take in consideration. We are still moving forward with homeless services. Thank you. City manager. >> I'm going to get a conversation around Public Safety really starting with the concept of baseline or a maintenance of effort. And this is a really helpful thing for us to do and required by us to do for a couple of different reasons. And let me take you through those. So first as a point of history in the city has had now a public safety special sales tax on the books for a long time now. Couple decades. And in 2016 when the voters went ahead and reauthorize that measure, they included a very specific provision in that measure that stated the minimum level of funding required by the General Fund for both our police and fire department. What that really means is that the voters said out of every 100% of the general fund. You need to maintain funding our police department at 34.3% of that you need to maintain funding our fire department at 23.7% of that. It's that's what we call a baseline of funding. I'm going to show in the next couple of slides. How essentially our public safety groups have grown in their share of the general fund. Currently. Police is that we'll call it 37% of our general fund, which is easy to get lost in these percentages, but understand that that's about 6 million dollars over the baseline amount for fire. It's the same meaning around 7 million dollars over baseline amount. These the you can go Iraq thank you. So the

next slide shows that in a line chart the first thing I want to point out is that this is for police. And if the dotted line shows a trend line and that trend line increase over time. And if we were to take this chart back even farther, you would still see that increase over time. There's some really big blips on this chart. So let me address them. Those really call out certain periods of economic uncertainty that hit the city. Specifically the Great Recession. What happened? The Great Recession is that we moved officers from the general fund and into the fund the public safety talks fun at that time. As you can see, chart goes right back up the prior year because reality that that movement that they did was unsustainable. So it's a little bit of an anomaly that really choose up over time on that chart. I want to also point out 2016, 2017 where it goes way down. That was not a reduction of staffing in police department or anything along those lines. That was really a period in the city where other departments dean to back a lot of losses from the Great Recession. So although police did in game back at that time, it was really the other functions of the city getting back, which caused that ratio to be impacted. The orange line on this chart is baseline. And we all know that costs go up over time, but that's why peace line is valuable because we can think about it as a flat line, meaning that overall it's the percentage of the general fund associated with the

department. Same exact concept with fire here in the The same kind of turns within this line with an economic uncertainty periods within growth and reductions within our fire department. One note that I've been asked that will call out is this is a purely general fund. So things like safer when they've come along or grants or fema funding for fire stations are not included here. So that would throw off the line if we did. That's why we have not included it. I want to bring up those some bigger context to these lines. Context is that this line here in Santa Rosa, while it is. Going in a direction away from baseline. We would see this and other agencies within the state. This is not uncommon in California and the overarching reason for it is different things that are controllable costs, which the city needs to be mindful and we are to do a full analysis to control. But there's also an controllable costs. The primary uncontrolled cost the city right now is Calpers pension. As I've stated before, in many different context, the city's financial story is Calpers, unfunded liability? Are increasing that payment from 2017, 18 to now. Is 20 million dollars. Our deficit is 20 million dollars. That is not an accident. It is very challenging for us to meet these increase payments to Calpers. Those increased payments impact public safety more than any other group because they're public pensions are higher than the rest of the city. So while this is good for us to know and have an understanding of

how are fundings have shifted? It's also important to note that if the city's to maintain functionality across the organization its current standard, we will need to adjust. >> So much like we talked about the administrative and operational departments. Public safety was also asked to come forward with proposed reductions for fiscal year. 25 26 and again in the Green column. We have the reductions that we're going to go over in the coming slides as compared to the action. The council has already taken in fiscal year. 24 25 that was back in JANUARY. The reductions to both police and fire. So our police department is the largest general fund department and 8% target for them. A 6.2 million dollars, which is a pretty staggering number to me. And just for context, the cost of eliminating 21 officers wouldn't even hit that target. That's at about 5.5 million. So our police department came back with estimate of 12 Ft ease 9 sworn and 3, 9, swore I'm sorry, 9 sworn in 3 non-sworn as well as support costs. Eliminating these fte is with total just about 2 and a half million. We did ask police to go back again and see what it would take to reach that whole 6.2 million dollar 8% target. And they estimated It would take an additional 17 fte. He's 7 non-sworn intense Warren. So in total for police to reduce their department by 8% and meet that target, that would be a reduction of 29 full-time equivalents. 10 non-sworn 19 sworn and the support costs, including things like vehicles, computers, et

cetera. Our fire department. We have these 2 items singled out because they're stand-alone items. 2 non sworn positions and professional services. The reduction of professional services would have no impact to the fire department at this time. And in addition to those items, the fire department came forward with options for council to consider these 4 items couldn't all move forward there an either or scenario and the top 2 are options to Brown out a station and the bottom to our options to blackout station. Brownouts and blackouts have the same impact in terms of service delivery. Exact same impact. The difference is that when you Brown out of station, we do not lay off employees. We retain the employees and they're used to help mitigate overtime costs and other areas blacking out a station requires eliminating the station closing and laying people off permanently. So back on our summary slide. For the fire department and that Green column, we are showing a number that assumes the highest price tag of cuts which is blacking out a truck company as well as moving forward with those 2 non sworn positions and professional services. We show this to you to show how what it would take to get them close to their 8% target. But again, these are the options that they're bringing forward for consideration. So in summary, if we take everything that we just looked at for public safety, that's blacking out a truck company for fire and their 2 non sworn positions and their professional

services moving forward with the police's proposed reductions of 2 and a half million and everything else we covered in the previous section. All those administrative and operational departments, the furloughs as well as the 2 small contracts in hcs, not homeless services. The city manager clarified. This totals. 13.1 million dollars in reductions. If we were to move forward with this all it would bring our deficit down to 6.7 million. So what we would like to ask from counsel at this point is where do we go from here? Would counsel like us to go back and continue to find additional areas to trim and try to close that deficit entirely. Again, we are assuming no change to homeless services we are assuming police's reduction at this point is only 2 and a half million. It's not a full 8%. So we're looking for feedback from council on how to proceed from here. And again, this has been mentioned that despite the pretty staggering cuts that are being discussed at this time, our deficit and 29 30 still at 31.6 million. A lot of this as our deputy director mentioned, can be attributed to that unfunded liabilities that no matter how many positions we continue to cut that unfunded liability payment stays the same. So it's been a very stubborn deficit to try to chip away at. But again, as I mentioned earlier, we will be coming back in MAY with a study session. We will be incorporating reductions and to that study session and like taking an in-depth look at each department. So we are looking for guidance from council what reductions we should proceed with at this time. Thank you, Veronica. So

the final reserves slide. I want to know that. This is a significant improvement versus the prior slide, as you can see here, we still finish. >> Not just 2026 2027. Very close to council mandated reserve little bit under. And that second year. But once we look at the 3rd year, we're down well below 5 and a half million. And then again, the city is facing insolvency really in early. You mid-year 2028, 2029. Okay. Important thing that this slide shows is that this level of cuts does not solve our budget issue. What this level of cuts does do is give us more time. To produce additional review of city expenses. Reorganizations flattening the city structure. We have more time. Additionally, the important thing understand through looking at these numbers is that this level of proposed cuts mean 13.1 million. There is not a scenario that we can see here where that was too much. Took too much too quick. Didn't the numbers show? No way that that we get to that understanding? The reality is that with that level of cuts, we have more work to do. So in wrapping the presentation. >> There are some other items that we are still studying one being the Calpers or early retirement program. We an update on that as we currently have information to Calpers and they're conducting their

actuarial study on that information. And we should hear back for them. Hopefully soon. That will tell us couple of things. One what we qualify for. It. And if we then we would be able to look internally. But operational impacts that would have to the organization. We are looking the general fund flee studying what reductions can do to help our our budget on a short-term and long-term basis. As for Annika in Scott mentioned, we we have the issue of our unfunded liability in pensions. So we are doing due diligence of what it would look like to issue a pension obligation, bond right now. That is not to. Right environment to do it. But we need to do our due diligence beforehand. So should the opportunity present itself? We are able to act quickly. So we we're getting our ducks in a row on that part. Then the final thing that we're looking at is not looking at. We are we're going to form a budget deficit advisory committee. This would be an ad-hoc committee that would include members of the City Council staff, community members to be able to work through. This said in a open and transparent manner who would be for a short period which we would do this. And move forward. There. So with that city manager MAY have some closing comments

before we're ready for questions. Yeah, thank you, Alan. I do want to point out as we get to the end of the slides where we see the 6.7. >> Million dollar deficit and one of the things when we talk about when we talk about homeless services, as we often talk about the direct cost. There's a lot of indirect cost and pretty much we have formed our own Human Services Department. I think we've all done a good job of trying to work with the county. I worked closely with the police chief and the fire chief because I want. The fire to focus on. Their core services. And i want police to focus on their core services as well. But in reality, they spent a lot of time dealing with these issues. So why you see the bottom line of 5.9 million dollars to manage homeless services. I could probably tell you it's probably 8, 9, 10 million dollars. By the time you have all the people in the room. By the time we go out and clean up encampments, the tipping fees that we have to pay at some point in this region. We have to get to a regional approach on how we deal with homeless services. These are not parochial issues. They do not stop our start at our front door. You know, I'm not the county executive. So I you know, I can't say how they actually spend there funding, but you know, from then Dallas is that Pam from a police department was so gracious to produce. They collect about 55 million in taxpayer dollars for their measure we've received about 3, 3, and a half, 3.3 million dollars over a total of 5 years. You know, I'm not here to say whether that's acceptable, whether that's

unacceptable. But I will tell you the employees here at the city of Santa Rosa have done a fine job of moving people into housing, cleaning up the street and making certain that this is a safe and vibrant city for all off of our general fund money. I want to continue to be partners with the county, but I will tell you, I need additional help to do that. I think what we would be we would be in a better position if yeah, let's say we got the 5.9 million dollars and homeless services. That's less people that have to go out the door. Every person in this organization is important and we don't we don't take that lightly. Whether it's a vacant position. Our field position. But I think it's a conversation that we need to have as a region, not only for the city of Santa Rosa. I think it needs to be the 9 counties and how can we work together? Are we duplicating services? You know, are we managing our contracts? That will say to Megan and her team, you not charge them with looking at our government consul looking at our contracts. Are we going back in managing efficiencies in all of our contracts to make making certain that we're not duplicating services with any of those contracts. I will tell you that Megan and the chief went back and they're starting to drill down in our contracts to see how can we have greater efficiencies. But when I look at that number and

I know what we're being charged with and when we do, a community survey in the community says, hey, you know, please address the homelessness. That is what we have done. And that is what we will continue to do. But I would just say to this body into the staff that work here. We can't do of ourselves. So you know, what are the next steps to those conversations? So with that, I'll turn it over to you. City manager Smith director, Alton and really entire finance team. Thank you for the work that you did on this very thoughtful and creative study. >> There are hundreds of hours behind the scenes. There are. There are a lot of difference in areas that were examined and quite a bit to talk through today. And city manager Smith again, thank you for your focus on emphasizing basic services. How with whatever decisions that we make here over the next 2 months, because this is really the first conversation a lot of conversations over the next next couple of lines. They're going to be focused, focusing on making sure that the city continues to do basic jobs. Well, that is going to be that's going to be our mission going forward. With Let's bring it to back to the days for questions, MR. Crappie. Thank you, MR. I'm a few questions. So I'll just directed that the city manager in the finance team, if bring somebody else down, though, their physical. Alright. >> Going back to the beginning. You said there's been a fundamental change. He said there's been a change in our sales tax. And and it's not just in how are what the amount that we're collecting. Can you kind of go over the fundamental change in sales tax over the last few years and how it's affecting the city. Sure. I the the thank

you for the question. What we I think there's a couple of things that we're seeing is one that there is a shift. >> This is something that is talked about off and the shift away from goods it more toward services that non taxable or at least on sales tax. A generating products. That's that's one thing. Another thing is there is a shift toward online buying. And while we do get sales tax from that. That's a very good thing. We are finding ourselves getting less it down with more of it, staying with. Where the distribution centers are. So if you have and the Amazon distribution center. They are actually there's been a change in the sales tax code that allows him to that particular city where that distribution center lies to collect more that tax. So we are seeing kind of a siphoning away of stuff that would have come to us should somebody went in actually bought from a brick and mortar, we're seeing less than less people buying from brick and mortar, more people buying online and more of the money that would come to us through the county pool and through other mechanisms that would allow us to collect that is staying with the cities where the distribution centers are so that is where

we really need a fundamental change in in just a sales tax system. Overall in California. And that's something that all cities except for those select few that have those distribution centers are dealing with. All right. Thank you. >> And then a quick question on these forecast models that you put together do those increases include coal was and starting fiscal year. 2027, any increases to the contracts for unions. >> fiscal year, 26, 27. We include a 4% call up her labor agreements. And then in the out years, we have built in a 3% cola. Okay. Thank you very much. >> So as not to jump all over the place, the Calpers study that you said hopefully soon. How much is that is soon and how much of that is? Hope? >> all be mindful. >> I will know when they tell me. So, yeah, we all see this. Technically the actuary office has a deadline to give us at least the initial information back by next Friday. There that's just one part of this. To be fair, there's also the contract part of it. There is a council action that would it is It's going to be a large process and my our hope is to have a substantive conversation around this. Okay. Thank you very much. For the city attorneys office. >> Can you give me a little more in-depth answer than a slide on with professional services are with those cuts would mean. >> Yes. Thank you very much.

Council member the the reduction in the professional services budget. Is as a reduction to our operating budget? The vast majority of our operating budget. Is the professor professional services budget. We have other things like trainings Tilly's that attorneys are required and it costs like all the other departments, cetera. So it is really the buck about operating budget. Most of the professional services with with really very little exceptions. But a few here. And there. Is for outside counsel and again as part of our operating cost, it truly is for the predictably unpredictable needs for very limited basis, reaches out for specialized legal services that we don't have in house sort of very short-term kinds overflow where we have a peak need a little extra assistance. It MAY be an area where we have a high situation where we want to just make sure that we get to peer review. But again, it's short term reaches out. These are not 4 big, huge special projects. Those we come to you for separately. But really allows need to be nimble. And when we have a need for, that's specialized short-term extra need. I'm able to get it on a timely basis this reduction would result what our current year professional services budget in our

operating budget of 271,000. It would be reduced down to about 85,000. So that would be a 68% reduction and the impact is is not one that I can recommend. I really want to be clear that my my opinion is really based on what I see the needs of my client. My client is the city. Our team provides advice to all of the department's citywide. There would be a substantial impact on every department and that would be public safety, police and fire. We do a lot of work for police and fire. It would be pad. It would be tp w it would be every department and please don't understand my failure to name the department has has meaning either that it's not important or that we don't to work. We do work for every department. It would not only slow down every project that you see all of your goals and priorities. It would also by giving us very limited access to subject matter, experts could could could create potential liability risk because we wouldn't have access to the experts that we need. I think that would be a very large impacts citywide. And I don't say that lightly in the context of the presentation that you have just been given by council. And thank you very much >> homeless services. Alright, feel like this is going to kind of a rotating chair thing when we go. Not to get into the into the numbers. Think it's been touched on fairly well. But traditionally, what is the structure when it comes

to local government and homeless services throughout California. Like who handles that? >> That's that's a great question. We need to go back and examine some comparable cities but what Santa Rosa has is we have a city-owned homeless shelter that we opened in 2004 that provides 213. Throughout Sonoma County. We have 3 staff positions and then as was shown in the slide, we have a variety of contracts with service providers to provide supplemental services for organizations that serve the larger community. Okay. I guess. >> To rephrase the question, is it common for cities to take on homeless services or is it further up the chain to county state federal? I would need to give you Furman's. I need to do some research, but I'd say it's not uncommon for a city to own and operate a homeless shelter and seeing services. So I think I can add some more context to that question. I think it varies. >> a lot of it depends on how the allocation flows down from the So 2 previous cities that I worked in because of their population, they were able to apply for specific homeless money from the state. They didn't necessarily have a human services department, but they took on that the burden of work because they were allowed to apply for that level funding. The way that it works here is because of our population. The county is the only entity that can apply for that funding. What happens is the county should distribute that funding to the local

jurisdictions. That's where you feel see comes in as So the coc handles a portion of that money as well, which is regulated through hud. So it varies depending on how the organization is structured the population. The big 13 in California actually probably receive a direct allocation. So while they MAY not have a human services department because they qualified for that direct allocation, they do tend to support those services. Thank you very much. Appreciate that context. And then how long we've been providing these services. >> So we've been supporting homeless services for in excess of 20 years. As I noted, the city purchased Sam Jones Hall and opened it for operation in 2004. So we have been in the shelter business for 20 years now. And then our services have ramped up most know worthy. Our budget increased about 2018. We started to expand services with an uptick in homelessness and provided funding for the host program. And that has increased over the last few years where we see the introduction safe parking. That has caused the budget increases. Okay. Thank you very much. I appreciate that. And then my last question, have 2 more questions, but they're both for public safety. Police and fire. In conversations with you and other people in both of your department's police and fire you, you'll hear things like, oh, we have 5 people retiring this year and not to get too far in hr weeds or anything like that. But is it common to have that kind of forecast of

knowing? Who's retiring on a year to year basis or who who is likely to retire? >> Absolutely. So we average for the police department. We average about a police officer that a retired year injuries or this to longevity. And we have very candid conversations and the organization that kinda, preliminary predict who's going to be retiring for that each fiscal year. >> Okay. It is. Chief. Rip with that. Be similar in the fire department. Shaking his head. Yes, my next questions for you. So you might as well come down. So my last question is in regards to the proposed cuts for the fire department. Is there any way for usage or offset measure h money too? To either use that towards some of or 2. If we make cuts to bring some of that back, I know there's specific verbiage within the agreement of it can't be used for anything that's going on now. But it's if we were told. Reduced by 3 or 4 firefighters or staff. In the year 2 years. Is that eligible to be used by Measure h? So the short answer to question is is no, simply from the standpoint of the measure h. >> Was developed and is intended to enhance not supplant. We had a lengthy conversation with the city attorney yesterday and finance yesterday regarding this very matter. The original intent of Measure h 2 was to grow the fire department or the fire service and Sonoma County. So conceivably to take the positions that are potentially

going to be eliminated and back fill them with Measure h positions on the same resource would-be supplanting and not allowable. What we have determined is that if we're pushed to the point of having to eliminate these positions, there is a way for us to rehire those employees and measure capacity, but they can't go on the same resource. So whatever council chooses, whether it's a brown out or a blackout, the fire station that fire station will remain closed. We have to add a new additional resources to get it through the ordinance and Citizens Oversight Committee of Measure Age. All right. Thank you. I appreciate that. So my questions. Thank you. In chief, chief creative chief Westrope. Just to save you some steps. I'm gonna look at my colleagues to see if any of them have questions for either of you. >> MR. Donald. Thank you. Mayor. >> Just so I'm clear on that sky. And and sorry. Chief, if we were to do a brown out or a combination of a blackout Brown out based on the proposed cuts today, we would be able to backfill to Measure h is system through a different ordinance. I make sure you. >> We would not be able to Not be able to back build. I'm glad I asked for that clarification. Thank you. During the >> massive fires that we had in 2017 as well as in Twenty-twenty. Could you give me a figure public safety in general at about how much we spend on overtime and firefighters as well as public safety coming into new idea. >> So for the fire department during catastrophic fires that

we had 17, 19 and both of them in 2020, I don't have an exact figure on how much we spend the difference in overtime between the 2 types of incidences that that overtime is all recuperated through state. We're through the federal government depending on what type of disaster is declared with administrative costs. On top of that. So so really it's a net 0 for the city and those if it's declared a state or federal disaster. So we have to contract and we have 2 overtime lines. We non-contract over time which means con. That's over time. This accumulated v a sickly vacation leave industry leave. It's the it's the day today. And as it has explained a council before, you know, fire engine or a ladder truck isn't like a office somebody calls in sick, we can't just leave that that office make. And we have to put somebody in that position. So so we have to use that over time. But that's the non-contract over time versus the contract over time, which is a different line item in our budget, which is related to strike team in disaster deployment. >> So in 2017, when the Tubbs fire hit, did we increase firefighters from 2017 to 2020? We had an increase. Staffing. >> Between 17 2020, we did not increase firefighters at that point. We have increased firefighters since then with a fema safer grant. So we have the 12 firefighters that we

put in service on our squads JUNE of 2024. So that's been the only increase in firefighters that we've seen since the Tubbs fire is where we went out and received a federal grand. They're funded for 3 years and 2.9, 3 million dollars a year. >> And we still anticipate receiving that that program. >> So when I go to that page here in my big book. So with with safer, as I just explained of Hawaii, it was the first resource that we've added to the city assets for the fire department since 2007. They've been very, very effective in these 2 persons squads and helping achieve our fda. 17, 10 goals. They go to me, you know, variety calls throughout the day, but they've proven to be very, very effective in Joel, since their inception to JULY 7th of this year, they responded over 3900 calls for service. So that's taking pressure off the engine companies off the truck companies and it's giving us compliance And if he 17, 10. Out of the notice of funding opportunity for safer. What it says is recipients under the high reactivity who lay off any additional operational personnel during the purity performance will be considered in default of their grant. And the award will be terminated in those situations. Recipients MAY be required to return the federal funds dispersed into the Grand Award. So there is a threat to losing to losing safer. If we were to eliminate any positions. We did some due diligence have to thank our finance Roberts for She's been

in contact with fema and 3 that we've determined that there is a process by which we MAY apply for a waiver of staffing maintenance level. Waiver allows the recipient to waive staffing maintenance requirements and re-establish a lower has ml due to inability to backfill non safer, funded operational positions. A key part of this waivers that they cannot be used to waive or reduce the number of safer funded positions. To be granted a waiver recipient must demonstrate that they are unable to backfill the non safer positions due to a document, a bull. Economic hardship. So in other words, there is a path for us to maintain safe or even with budget reductions. But that would be muddling through the fema process and working with the federal government to get approval on that. So we'd have to work with the federal government to get. >> To make sure that we get the grant money that they've already given us. Correct. Okay. And that's if threat to close eliminate any positions or certain positions. How many? >> It would be certain positions because it's based off of your position. Control is at the time. A grant award. So if we drop below that number were going to be outside of our us ml. Keep in mind that we already eliminated for those positions mid-year. In JANUARY, the $900,000 was for physicians and we've already eliminated out of our staffing maintenance level. So I don't have the exact figure of where we're at. As far as that goes. But it's going to be very, very close. >> Just so that I'm clear on slide. 32, you some vacant positions. And so I'm trying

to get at those vacant positions that you have listed. There's a total if we were to do a blackout on 3 engines, 3 orange and 4. If we were to do those, you have to go back to the fema process to potentially lose the grant money. For. The end, early asking you, I'm sorry, said again, I could be saying it poorly but on slide. 32 at specific to the potential of a blackout engine, which would be you have for bacon and 5 full time and then on the next one for bank a full time, Bill. So my question is, if we don't feel those 4, 4, that's where the grant process could change for. This is >> In a blackout scenario, all the positions would be eliminated off position control regardless of if they're vacant or not. So it fall off of our roster. And that point we have to go back to safer and try to change our staffing maintenance level. If it's a brown out, the positions do not fall off of our roster and we would not have to go back. But there's obviously disparity in the the number between a blackout or brown out. >> Great. Thank you for that. And I think that. I make sure I don't have anything else for. Public safety is we just >> Well, Donalds examine her notes. Are there any other questions for rest Roper? She's carrying? More from it. And for Ms MacDonald, please. >> We look at the in response model chief, how much does that action pressure? Does that take coffee by having our current model in place for the fight? The police department, 4 responses. >> It takes off substantial for both police and fire. So I have the stats here from 2024. So where 15 hours a day to

teams overlapping from 07:00am till 10:00pm response team responded to 4,977 calls for service out of those. Our team categorize each one. They determined that 4,301 of those were divert from the police department. So in other words, we're a cent. An armed police officer 4301 of those calls and that 1772 were diverts from the fire department and ems and ems system combined. Both fire resources and Sonoma Fire going out with an ambulance with that. So both of us are substantially impacted with the team. So if we see reductions and aggressively pursuing with the county of Sonoma to give us our fair share of the measure o funds to be able fund response team if we receive reductions in those hours, then you're going to see more police and firefighter and ems resources responding in lieu. >> how much do you get from the county currently to help find her in response? >> This last fiscal year, they gave 1 million 400 and $50,000 to fund in response with that. Met with him repeatedly over the last couple months are asked for them is to fund the full 24 7. So now just this year, but the beginning of the year, we went to 24 7. That would be 3 teams responding. 24 7 just over 3.1 million. So the ask is a three-year commitment. At 3.1 million dollars to cover the entire cost of the in response team. Preliminary information. Got the final information from them as that. You're not going to get the full amount. But we're still having conversations about that with that. And if we see a reduction in that, then we'll just continue to reduce the team. So it goes from the 3.1 just over 2.1 million for the

15 hour model and then closer to the 1.9 and their 2 for the next. Also Tis keeps going down and out. >> So for the in response model, I guess my question is, do we know that every person that we serve through in response is only living in the city of Santa Rosa or do they come from other jurisdictions as well and don't track that. >> We do track. We can break down some of the information I can meet with our program manager. We do know totally that we see people from all over the community that Santa Rosa is obviously a central hub. We people from all over the community that getting serviced by the in response team. We only respond within the city limits with our in response team but were commonly common people at downtown at the transit off out the community that are using our amazing resources in our city. >> Thank you so much. concludes, I think my public safety and then I have a couple other ones. I actually have a question. Where is Megan? Chico? Sorry, Megan. Sorry about that. We should save you some steps as well. Thank you. When it comes to homeless services. Megan, do you know how much money the county gets to the continuum of care with their overall budget is that they receive. >> The continuing care gets about 4 and a half million dollars from hide annual basis that they distribute through a competitive process. But they also use other resources obtained through the state and local sources to have additional rounds of funding but directly from high. That's about 4 and a half million. Okay for the housing. And then as far as overall budget to help support homeless service is what they receive from the state. Pretty much like on our

behalf, right? If I'm looking at it. >> Who's the actual service provider in the largest municipality within this county of Sonoma would be Santa Rosa. Do you know how much they receive? I do not have the county's budget off that could certainly provide that later. >> I think that that's a critical number for us to have. As far as how much does the county received for homeless services within this, county and how much is distributed specifically to the city of Santa Rosa? When I find that we are serving the vast majority of homeless in this county. So I I would like in this whole presentation for us to go back and work with the county on in response as well as homeless services. Truly, because I do not believe we are getting our fair share because of the perhaps how they distribute the money. Although I haven't been in one of those meetings. I'd love to be just so I could ask those questions. As far as safe parking goes, how many folks can we just go through that one more time? Do we serve parking? If I recalls about 80? We have about 50 parking spots of 15 and that's open. 24 7. We opened it in 2022. As a pilot program. >> And it has been very successful in helping us address vehicle encampments throughout the city. >> So in a that that that million dollar investment that we make in the safe parking helps actually folks get Re house. What's the timeline on that for them to get rehoused generally the timeline is 6

months waste with case management. But there are exceptions. If they're making active progress, we do have individuals or households that stay longer. We do have high exit rates. We've had 32% of participants exit into housing, which is quite notable. That's permanent housing and then 12% have gone to temporary housing situations and just to circle back to the slides that were shared earlier. We do have 500,000 of the million dollars needed to operate the program in 20. And 25 26. So have the money is available to 6 months to be able to operate the program, correct? Which is about how long it takes to rehouse somebody. Yeah, okay. >> Let me make go ahead get something so want to provide some context to the coc funding. So I believe in we will go back and verify these figures for fiscal year. 21 one, 22, there was a total of 15 million dollars. And this is just this is overall. This is total not break down Santa Rosa, you're in a second. 22 23 us 14.6 million. 23. 24 was 18.3. And 24 25. There was a total of 12.4 million. The allocation in. This is not necessarily the city of Santa Rosa, but they're consider it. They when they give out the funding, they're considering it Santa Rosa and just in general, right? Right. So that could be Catholic Charities. The ywca pep housing. So it goes to several. Entities. The total that the Santa Rosa the total, the Santa Rosa has received in. 21. 22 a 6.2

million. 5.3 million, 4.3 million and 3.2 million. That total, 255,000 was allocated to the city of Santa Rosa. And that was for Sam Jones Hall. And that is a common combination of coc funding Department of Health and Human Services funding. So as you see, it doesn't go directly to the city, but it looks like goes to several nonprofits. I think this is probably an opportunity for in the chief. And I have talked about this as well as well as Megan for us to educate the coc about our programs because oftentimes maybe they're voting on overs are voting on projects where they don't totally understand because they're not the subject matter. I think this probably gives us an opportunity to get in front of the coc given expanded version of actually what we're doing. I appreciate that. My my concerns around how we do our budgeting. >> I have I have concerns that the county's not giving us the money that I believe city. The city of Santa Rosa deserves to have to actually offset the cost of doing the program. So I don't want this to come across that. I don't think our stops doing an amazing job on this. Have more of an issue with how the county's distributing their funds around this issue. But say I think was it for you, Megan. I have a couple more questions on this. >> Euphoria, one of those questions, again, just to save our staffs and some steps any other questions for us passenger adding this line? >> Thank you. I do have one question for you, which is how much of the safe parking is

security costs? So security costs about $300,000 and we are a value where King with Catholic Charities who is our service provider to adjust that down and augment Catholic Charities staff, which is much lower cost option. And I think over the last 3 years of operation, we've demonstrated that there are few issues that arise that Catholic charity's staff address. That's one of the things that I've heard is that, you know, when when we permit one of these things, you know, the community rightfully is really concerned about the safety in the perimeter, but that the reality is that once they get up and running, it's very rare to have a real reason for. But security quite expensive. Do you think it would be reasonable to significantly lower that figured just MAY be the highest risk hours. In addition to lowering it through using lower cost provider like Catholic Charities. Yes, and that that is one of the options that we are exploring prior years are safe. Parking cost was about 1.3 million because again, when initially opened, there were concerns about the impact to office space and the park across the street. But I think it's it's proven itself to be relatively successful in about how low do you think you can get? I would I guess we could probably get it down a couple 100,000 and will continue to to evaluate the numbers. Thank you. >> And one final question for me make I'm looking at the last point in time, count for 2024, just because we've again, we've had pretty robust conversation here on

homelessness in the county. I figure is correct that county, almost estimated homeless population in the county in 2024, 25 roughly 2500 and then roughly 1400 youth in the city of Santa Rosa. >> That is correct. Is up. 54 1% of the homeless population in 2024 resides in Santa Rosa or identifies with Santa Rosa. >> That was that was the statistic. I'm looking for things for Val verifying. Any other questions for his passenger. MISS MacDonald, more questions from you. Thank you, mayor. >> slight 13. I believe it was You talked about contract services out for financier is to positions that you proposed. Eliminating. Do. Is it offset? That's how much you'd save because of the cost of the contract services or with that just be the overall what you think we'd save. And then the contract services are still going to cost us $100,000. >> That's a net savings. Net Savings. Okay. Thank you for that clarification on that. >> Under the pension obligation, bond. If we were to go out for that and I know that still under study, how much would that reduce our deficit by? Do we have any projections on that? >> Thank you for your question. Councilmember Donald. We don't we're doing kind of a proof of concept right now working with our and and again coming back to Chief Finnish officer, all comments. I would really can centralizes until rates get down in the

low low fives. It's just not who are not going to get there and what we're kind of dedicated to do is be prepared for that. We see volatility potential within the Fed. Or within monetary policy. So we want to be ready, but how much it could save us is really need to depend on 2 things. But the interest rate is and then also how we really take to advantage free amortizing our schedule with them. So yeah, it more work to be done. >> And I do have a couple more questions as far as the furlough days. How many days are you proposing for furloughs based on that? In the scenario, in the presentation that was 80 hours and that could be done in various ways. It could represent closing the city down over holiday weeks and all staff being gone during that time or it could be used as a vacation bank of sorts that staff can use at the discretion of their supervisor. >> So one day, 80 hours. So that's a I'm sorry. 80 hours within one year. So I'm ours. Mason's but 80 something different. Okay. Thank you. I have a couple more questions just based on how my brain works. One has to do with fleet and how we build apartments. Can you tell me how that works? I know we're looking at fleet right now, but if say a department wants to go and get an oil change, what do we how does that work? Has a billing work. So that you go last on this, including couple of discussion. Thank you. City manager. So before we get into the conversation leave it. >> It's pretty complicated so when we talk about flee, we're

talking about preventive maintenance, predictive maintenance, comprehensive record, keeping workforce development. Parts inventory, safety, compliance, and continuous improvement. But we hear from our users is generally continuous improvement. And what I mean by that is. The way a fleet should. Iran is pretty much, 70 to 80% of all maintenance should be pretty preventative. 20 to 30% should be all other activities. Now, a lot of things should be taken in the context of that. You've got to the vehicles. You got the driver compliance. You've got the weather, which we don't really have to so much about. You have new mechanics. What we've seen is we have a large of a mechanic sleeve and we had to bring a large number mechanics and a lot of the mechanics that we hire generally come from local dealers and they come into organization and then they work on everything from my lawn or to a Cummins diesel engine. So they have to learn about or, you know, they have to learn about the we have to learn how to fix a fire truck. So it becomes very complicated. So what we always hear from our user agencies in that particular scenario is it takes too long to fix my vehicle and it is cheaper for me to go to your local Jiffy which is somewhat true and our rates are based off employee pension. So if my Mitchell Book tells me, 0.5 hours to do all change in 2024. It's going to cost me more to do that. 0.5 oil change in 2025. Because of the raisins. Right? So a lot of times our users don't see all that is involved in fleet maintenance. And this is probably too much in the

weeds, but a lot of people always ask these questions. So we are looking at how we're doing fleet services. I will tell you the new director of dpw is looking flee services from under utilized vehicles. Can we bring vehicles back? Is everybody use the vehicles? Not purchasing new vehicles. If we all need to. Are we? What is the life today? Cost on the vehicle? We want to make certain that we're only purchase carrying vehicles if the x and y axes, you know, are crossed accurately right? And we don't want to move journal entries. We don't want to put more costs and the maintenance either. So we don't want to increase the live today. Cause actually costing us more money to maintain the vehicle. So we are looking at it from a city wide perspective. It is not easy. All organizations complain about Fleet services and one of the things that you will find from a safety and compliance issue is you want to make certain that your records are held in your main fleet services system? You know, if something were to happen, if a vehicle at employee was to have a wreck. She is going to come in at that point. If happens to be a fatality. And if all your records are not in your fleet system, that could be a huge liability on on the city. So there is a lot that goes in the fleet. Yes, it is more expensive, but it is also based off employee pension costs. We are looking into that. I see it from a different perspective. And that's because I've been

involved in at 3600 vehicle fleet. So I do believe our department police, you know, if you look at their fleet, their fleet looks, looks like escalated because they have not replaced vehicles for an extended period of time. So as they get new vehicles in, you'll see some of their maintenance costs go down. It's gotten a lift. Anything out. Nothing else thank you. City manager. Thank you for the overview fleet. I still think it's ridiculous what we have to pay for an oil change. Ask that you continue to look through that process to see. And the reason being. >> I have this question is when we're doing cuts to departments and we're basically eating ourselves away things like this, where we're charging more for these kind of services within the city. I understand some of it now better of how we keep records. But in my opinion, I would like to go back to the department's and see, do you have a better way of maybe keeping this information are doing this? That doesn't cost city quite so much in this arena. I think when you person in the community, they'd say I don't care about your records in fleet. I care about public safety. So it comes back to what is a decision we're gonna make within their portions that we can outsource is probably easier because our police department is are only fleet. It probably does make sense for us to contract out. >> Well, you know, with the local, you know, dealership are forward. Someone. But then that also reduces staffing internally. So you have to be able to to figure out what

that balance is. >> And then my second question and this is my last Sorry, sorry, had to do with water and it's him. It's it's just the way my brain works again sorry, Jennifer, this is kind of a question for you, but I have an issue with what we charge ourselves for water. That makes no sense to me. Why are we paying for our own water at rate pairs rate versus? Just give the water to ourselves for free because it's our water. Our money. And so we could just do it Guys are laughing up. They can't do that. Can't we? So we're going log ins. Did we're going to take this from 2 perspectives. I want to first turn it over to the city attorney. >> And then we'll put it over to director. I'm happy to go the other way. If you like under proposition to 18, we would not be able to charge rate pairs for the water that we ourselves are using. And so there would be a different way to structure it. But in the end, you would end up either paying your bill or you would have to do a general fund subsidy it the end in order to make sure that none of the rate payers are paying for the costs that are associated with something other than their particular use. It can't just be the pastor that we pay for the money or pay for the county water that we charge our departments. >> So I let Jennifer pick up with more nuance. We have to be careful to being compliant with prop to 18. >> Okay. >> And I knew you're going to

bring up to prop to 18. Thank you. Councilmember Macdonald, Jennifer Burke, director of the Water department city attorney is absolutely correct. So with Prop 8 prop to a team, it's a property based assessments. So we have to charge every property for what it takes us to provide that service to the property. And so we can't not any of our own see counts. As a matter of fact, we have to charge water department for our water and sewer services because we have to pay back for everything that we provide. Part of it is because we purchase 95% of our water supply from Sonoma water. So we have to pay those costs. Part of it is where partners in a regional treatment plant so it to pay the costs provided for sewer. So there's really no opportunity for the water department to provide any opportunity other than to charge per our cost of service study, which is very detailed and ensures that every property is charged Kale state. I'll stick with fleet and the water But Director Burke, can you talk about how you are working with the user agencies within the city to mitigate some of their water caused. >> Sure. So for the water department has, I think the council is probably well aware. We have a very proactive in revolt, robust how water use efficiency team. And so we have actually worked with quite a bit of city facilities, whether providing free services for audits working with in particular parks department to really help with rebates for upgrades for the irrigation systems. Again, this is provided to all customers so that they can

also participate in those working with them on scheduling for irrigation systems to help really take advantage of weather fluctuations to make sure they're really they're getting to budget focusing really trying to target facilities to participate our water. Use efficiency programs for things like free toilets, etc. So every program that we have available is available to all customers. And we do try to work city facilities to also make sure that they're taking advantage of those programs, too. So we can be as efficient as possible and really reduce water use. Thank you so much. That concludes my questions. >> For those of you who are fascinated by the most minute details of city operations. This is the study session for you. Ms Fleming. >> Thank you for I don't have a lot of questions left. My colleagues have done the heavy lifting. That's the good news. I suppose the bad news is that I think have bit of a challenging questions. All start it directed at the city manager and it goes back to our discussion around the homelessness cuts and I imagine that we have to spend money to save money and so. Wondering your estimation, if we make deep cuts homeless services, which seems to be the obvious recommendation on the table, what other sorts of unintended expenses might we incur in dealing with an service? Tell me homeless populations. >> And I'll put this to the police and fire chief as well. But you're going pay for it. Public safety. The amount of time and amount of calls that they have had to respond to when, you know, we had

encampments on Stony point. >> Before we had the Army parking ban. So we're going to pay for it some way or another not being able to respond to an emergency from fire and police. Is unacceptable. So to to make deep cuts, all I can tell you is that we're going to we're going to trade off somewhere I don't both. Fire to police chief are both here. They can tell you that we have seen a reduction in calls and homeless services. Since we have put laser focused on it. You're going to pay for it to sit just and staff time alone here. You're going to get complaints from your constituents. And let's just talk about the economic development arm of this. The calls that every see about are these people campaign property value decreasing not being able to plan parks. You know, kids are now being are able to plan parks because we don't have people in parks. It's, you know, list, tipping peas. These now that we have to pay towards recology. So we're going pay for pay for it some way or another chief. I don't know if you have the data in front of you. Yeah. That's one thing the police department's good as we have lots data. >> So we do have for specifically for the homeless thing. I have the stats for 2024. So for the calendar year 2024, we actually responded. Our police officers are trained if we go to homeless related incident, we call it track. So if you arrest someone for vandalism or drunk in public or theft, whatever it is, if its homeless related, we responded to 10,556 homeless related incidents last year. But that

was actually a 14% reduction backing up with the city manager says and where we really give that is like the collaborative approach that we had working closely with Megyn Kelly and their team have been so incredible about each week. We come together and we address all homeless campus in the city of Santa Rosa. Significant ones bring in our transportation public work team or host team in response in all these teams coming together. And that really collaborative approaches happened. Also the expansion of our downtown enforcement teams had a remarkable impact on the downtown core and that area and working not only with say parking, but we have a dedicated civilian team member who does abandoned vehicles. So she's told over 150 rv's over the last 2 years offer street. So that kind of overall approach has had a made a big difference with it. So to your question, it is going to have some impact if we see you see the reduction and homeless service is the reduction in in response to reduction in police and fire services. You're going to I've seen impact across public's right. And I've just >> I was going to say I did see Kelly in the room back there. She wanted to come down and add anything as well. Go ahead. COUNCILWOMAN For me. >> So I'd curious to know where those expense we levy, an additional overtime for police and other departments that are involved in addressing concerns around homelessness. >> Yeah, I think I mean, not having I mean, Sam Jones, all it is something that that plays a role. And so we're obviously very supportive of the county picking up their fair share of that. But it is a resource for officers to be able to get people off the street and our focus showing the city manager's leadership is we're not going to solve

this. Just to police were going to solve it by a combined effort. All of our city departments working with some of our local nonprofits, working with the county. And so that more collaborative approach is what we're really seeing. Some of the differences here. But if we start losing some of those resources, you're going to see more officers going to these calls for service. It's going to affect priority one response times. And then you're just going to see it taking longer. And then it also that has a trickle effect to the county who is not looking forward to us. Booking more people on low level misdemeanors and other fences with some of that capacity issues they're having at the Sonoma County Jail there. So you start quite frankly, seeing more people going jail instead of more people going to services. You know, I will just a side note here that. >> Every now and then I get these notes from my constituents asking it for us to pick up debris or whatever on the street and almost all the time. Now they come with a complement of how much better it's gotten. For information. Yeah, that's the team approach. And especially of getting. >> With our housing Community Services or downtown enforcement team. Transportation public works. The host team in response all coming together and saying let's go visit each one of these locations each week and making a difference. Okay. Thanks. Turn over to Kelly. >> I just wanted to add on to what the chief saying about the proactive introduced disciplinary approach of our city cam. A team in share some additional data points with you. So the team started in JULY of 2022. And we have reduce blight citywide by removing 2033 cubic yards of debris. And that's by public

works to response. Team over 200 rv's and trailers have been towed. We've prevented the formation of large encampments, which is 10 or more than 10 dwellings. We've reduced the number of encampments citywide by 51% river views produce the number keep occupied, rv's and vehicles by 91%. And I want emphasize that it's not just about enforcements about outreach as well. So we're working very closely with are contracted outreach per rider, which is Catholic Charities, Homeless Outreach Services team. And then coupling those efforts with the availability of safe parking, which has really helped us reduce vehicle encampments throughout the city. I don't have any additional questions. >> Thank you. MISS Ben ok? Thank you. Thank you, mayor. So before you leave, I thought I didn't have any questions on this, but I do actually. So going back to slide 19 when we talk about in response and safe parking it just and this is probably for finance folks, too. It just spells out annual costs. Is this if? Are you we saying here that we're looking to cut this if we don't get? Additional the especially the measure a funding that we were talking about earlier or are we make cuts in? Public safety specifically a law enforcement. So start so with in response we have been total can't confirm this that will receive 1.4 million dollars, which I don't know what that model looks like. Chief. It's definitely a scaled down model, correct? Yeah. So we get the 1.4 million from the county. >> That's going to cover. We're going to go back to

where we started 3 years ago. We're gonna go back to one team for 10 hours a day that year for the first team that was in 2023. We went to approximately 2800 calls at the 24 7 model. We're estimating that we're going to be 6500 call. So you have a Delta over what, 4300 community members that are going to be contacted by an armed police officer instead of the in response team. And that's why it's imperative that we come together and get our fair share of the county's money to be able to fund this critical need for our community. >> So where the safe parking you'll see, we're short, half a million dollars. So I believe we have funding through the half of the year. So we'll have to determine how we fund the remaining portion of it. And I know we're going to go back and look at economies of scale, which the team has already done. So thank you for that. Working with Catholic Charities. So they're working on economies of scale now to see how they can continue to reduce the cost will continue to do that is necessary. >> Was going find me at the purposes slide 19 is to show that right now we don't have an identified funding source beyond. 25 26 or a portion of 25. 26. So that's why we've made the changes that we have in the in our forecast. Modeling and and why we bring that up in here is that without that identified source of funding, especially for programs that are dependent on contracts to help moving forward. Plus, there are positions that are tied to them as well. We need to know well in advance that we have the funding set up for those programs. >> All right. Thank It's just unacceptable to me not to be

fully funded. And I don't think it's it makes any sense to go back just to where we were when we started. So this really concerns me. And I know we've if we've talked in the long-term finance about the county and and and I agree with most my colleagues here that we have to find a way 2 approach this from a regional perspective, as is city manager mentioned because we really need to have this program fully funded so to me, that's not should not eating even. I'm glad that it's noted here, but it should not even be on the table as far as when we're looking at the budget itself. So thank you. I do have a couple other questions. Going back to thank you. It was a the forecasting. So maybe that's for the I finance team. I just really quick question on slide 20 to the long-range financial forecasts. I was just wondering so the the numbers that we have the deficit surpluses for each fiscal year in in the future. Those numbers are based on if our sales tax continues to be where it is or making those assumptions that not a whole lot is going to change 26 27 27. 28 what are those those projections based on I guess is what I'm trying to. Decipher. So in fiscal year. 25 26 after we drop our sales

tax budget down by over 5 million dollars to where we think right-sizing it. >> We do have a growing at modest amounts per hour sales tax consultants, projections and every year it's within the range of I want to say half a percent to one and a half percent. They have different amounts each year, but it's pretty conservative of what they are projecting. Okay. Okay. And then the other question I had was around the furloughs the left versus a guess. Furloughs for says layoffs. So we have furloughs names here, but we're also talking about layoffs. So if we do the furloughs, which I think probably the better way to go. And I have to say, I'm very sensitive to any kind of lay offs looking at other institutions, though, I work at myself. Really aware of the impact that has on folks in their daily lives. So I don't take it lightly at all. And I don't won't even go there. But if we have to go there, prefer furloughs. So just wondering if we do these furloughs, are we also doing the layoffs as well? And that that all coupled in this proposal. >> Right. So yes, it's >> more of a package deal again, the cost is factored into into the forecast. The one point 4 million ish that we identified on the one slide, even though we are still studying exactly how that would work. But based off of past PRESIDENT In doing that. Again, furloughs are more temporary. Measure what we need to focus on is our long-term deficit reduction

solutions. So we can't do. For what we can't do with. Layoffs. We also have to supplement that with with furloughs as well. Just said, fortunately, the numbers are. Our our so. Bad that that we have to go into that level of deficit reduction. Thank >> That was sort of the reason why asked about the long-term forecasts because I'm wondering. I recognize that they have to be on the conservative side and I understand that. I'm just wondering if if we're able to find more revenue, thinking about but also should sales tax start to pick up a little bit more than one percent the reason I'm I'm you know, going to Veronica's question earlier about what direction should we go in I understand that we prefer it would be prudent of us if we try to find more ways more cuts and more ways close the deficit. But at the same time. Looking at these projections that perhaps if we do give ourselves time and not being responsible in any way, but just giving ourselves time to find more revenues as well. I do it. I think it's a good idea to look at and see if we have more places that we can tech. But I also think we need to find ways to bring in more revenue as well. So I just really don't want to I and I guess what I'm saying is I understand the impact that these cats have on everybody's life. That's their personal lives. And so that's what I think about when look some of these cuts. One thing I would like to know as far as more information is, I understand

that some of these positions that we're looking at, we don't they're not identified because it's a personal thing, but I would like more information about the impacts to the department's themselves. Maybe this is for department heads about how that is going to affect workload and things of that nature. I because I think sometimes, you know, we're sitting here and it's not to micromanage, but we're sitting here and we just are looking at this is a position that we don't know who it is and what it is. But we don't know what kind of impact that's going to have on the rest of the people that are left behind. And so I would like to some more information around that. So I think that's it for right now. Thank you. I just have I have 3 questions, I And with apologies. >> passenger show you one more time. I should have asked that earlier. I want to go back to a question that MISTER Okrepkie for a while ago. Let's get back into the history of our funding ramp ramp up particular on homelessness services. You helpfully noted that around 2018. That's when the ramp up early began. Are you able to provide a sense of the steepness of that curve in terms of what we're spending in 2019 overnight. Spending now. Yes, thank you for that question. So. >> In fiscal year, 2018, 19, we're spending we budgeted about 3.2 million dollars for services. And as reflected in the earlier slides. We're looking at 5.9 for the upcoming fiscal year. >> Okay. And it's an apples to apples comparison in terms of even with that, even with the numbers of providing this

year, we didn't. We're not ruling in in response. We're not talking about the indirect costs. >> Correct. So this is straight homeless services. So, for example, we expanded from one staff person to are homeless services team has 3 positions currently. As I noted, we created the host program, started funding that we added safe parking. We have one time programs like keep people how Sonoma, which is funded in part by the city last year. And then we have ongoing contributions from the county in Petaluma. So it's been compilation of new programs. Additional staff. And services. Absolutely. >> Because of a Montessori spending in the in the 2015 range a few years before 2018 different have that data and did. >> In fiscal year 15, 16, we were spending about a million dollars a year. All right. And that primarily for Sam Jones Hall. And we had some staff that would charge into the program. I should also note during covid we did expand the capacity of Sam Jones Hall. So we have the the original structure, but we also incorporated us from structure to provide more physical space for residents, which did increase the cost of the shelter. >> So for context about a decade ago, we were spending less than one percent of our general fund was the services. Where is now all in if we're in for also including indirect cost for including the direct homelessness services. We're spending probably closer to 5 or 6%. Is that that accurate? >> Without knowing the general fund budget, percentage what we have seen the cost 5 times. >> So never manager my clothes, my clothes my back of the envelope math on that one.

Maybe maybe a little less. All right. 05:00pm will I'm going I would have to look to finance. You know, my written that take MAY not be that good, but I don't think it's 5%. >> I'm doing I'm doing math in my head. Veronica. >> back in 15, 16 or general fund can see the exact figure, but believe it was well below one. 81 75. So 1 million dollar figure on that. I can't do math in my head, but people well, well, last is half a percent. Something like that. >> All The point remains and actually related, but but somewhat smaller point respect to legal aid of Sonoma County program. That's housing-related as well. If I remember correctly. So true. >> Correct. So this particular program and contract was created by council following the voter referendum on rent control. And I believe that was around 2018 and it's been hovering about 111,000 per year. And it's primarily to provide tenant landlord services for lower-income individuals. And so we directly fund legal aid and I believe they serve about 300 individuals per year without funding. Thank you for that. >> We've been discussing these programs is such a clinical way in this in this financial context. I think it's important to note that these programs we've been discussing have helped hundreds, if not thousands of people, the city should be proud of the effort that the efforts that we put forward as the city manager late out Santa Rosa, like a number of other cities in the county actually spun up her own health and her payment services programs a very short time frame and funded them out of our own general funk fund budgets and again helped lots

of people in community better. So as we're discussing this in as we're discussing these programs in this context today, we're making potentially difficult tradeoffs. I think it's important remember that we should be proud of the work that we've done here that the programs at at this time are still helping lots of members of our community. One front, one final question and director old. And I think this one's for you. I was so pleased to see the mention of the budget deficit Advisory Committee on the on the slides for today. It is going to be so important to get community feedback, especially in the next couple of months. But really we're talking next couple of years One thing that's clear from the slides that you saw today, it's how today's discussion is simply the first conversation in a conversation that's going to go on through 2027. It's not beyond. And it's it is wonderful to see so many members of community here today. People have already been weighing in. We want that to continue because we're going to need a lot of perspectives to make sure that the city does this right both now and in the future director, what do you have general time frame in mind for when we can get that budget committee started so we can get community input. As soon as you direct us to move forward, we can begin. >> If committee that committee. Understood, thank And that's it for my questions. Anything else for my colleagues if we go to public comment, actually, mayor? >> if you don't mind just to follow up on something that I I think it's important too, to bring up any kind of circles

back to. Councilmember Ben. Well, comments put things into perspective when we're talking about the deep level of cuts that we're looking at. >> We are we are. >> Dangerously drawing down our reserves. And I think that we finally have been able to try to illustrate that. It's very complicated thing you know, but credit to Scott to be able to come up with something visually. Shows just how that happens. What I think that we need to keep in mind as we hear the comments that are going to come. And as we have further discussions on that is that. Our reserves are there for emergencies. There for recessions. They're there for disasters such as the fire having gone through the fire. I know how much we drew those reserves down. You literally wouldn't be able to do that. That's that's what we're getting into here. So >> it's it's even doing the the that be. >> largest amount of cuts that we show in that in that last forecasts only buys us about a year. To help. Look for additional gap funding or look for additional cuts. There will be additional cuts. And, you know, just put that right out there. There's no way that we can get around them. It's the matter of how quickly

we're going to be back to you saying, hey, we now need to additional cuts because we are going run out of money. We won't be able to keep the lights on after couple of years. So I I just I needed at that point to be there. I apologize for for taking that time. But anyway, thank you. >> That was a very helpful clarification. Thank you again. Thanks to the finance team. The charge that you put together made the point made that point very clear in terms of one of the one of the strategic decisions that we're trying to make here is exactly how long a glide path do we have? Do we want to make so that we can right-size the budget. And that was that was very clearly expressed in the slides with respect to one point, Director Alton, we will be keeping the lights on. That is not in question here today. Just for everyone's reassurance the audience. And with that, let's go to public comment. Are there any members of the public who wish to comment? I know we have a few starting with Steven Matz and Sam, if they're still in the room. And we can use both left turns. So just to keep ourselves going, if you could, if you would mind alternating left and right. Steven welcome the floor is yours. >> Thank you, Stephen. A portal director Centers of firefighters. Yeah, this definitely a tough spot. We all understand that. I certainly don't envy the position. You all are in. Some real tough decisions are going take place here in the future to keep us right. But I one question that has to come up is the impact on the community? Rounding out or blacking out a station as drastic impacts on the community, right? I could go

through all of the. Large disasters we've been through. We all number 2017, 2019, 2020 of these fires keep coming up. They've come up and presentations. This presentation consistently. For the men and women that I represent that are down in front of us. It's it's that one call, right? It's that one person you brown out that engine. If that one child that we can't get too quick enough because there's not an engineer to perform the duties. It's that one softball coach that goes down with a heart attack that doesn't have the medical response there. Quick enough to cause an engine is browned out. Those you can't put a number on. You can't, but you can't quantify the impact. The impact that has on the community and same thing with our truck. You've done on a truck. That person is trapped in that car longer waiting to get cut out leaves us with one piece of equipment to do type of equipment. I hope that's taken into account. I know it is with the city Council, but like I said, you can't quantify what that means to the community that count on us. Every single person in this city, whether they live here, it works here. They're coming here to visit when they call 9-1-1. They're expecting us to get there as quick as possible were already stretched. And I've talked about this at at nauseum with everybody. Still 0.7, 5 percentage points and 5 firefighters for 1000 resident PRESIDENT Excuse me, which must what's about half the national average. So we're already running The thought of losing another engine or losing a truck to a brown black out only going to amplify that. And it's it's truly gonna but the community at risk at a time when we don't need to do that. So I I understand there's going to be cuts and I'm more happy to have those conversations.

Conversations with all of you about where we see there could be some cuts on the far side. But but like I said, losing that engine of the truck is is going to be unacceptable to us. And it's going to an example. The community's Balsam. Thank you for your time. >> Thank you, Matt Cow. And then Kayden's. >> Was PRESIDENT Of the professional firefighters of Snow. The county. I want to start off by addressing how difficult of a position you all are in. You know, seeing all of the cuts that are proposed by every department ultimately ends and employees being affected losing jobs and is absolutely heartbreaking. I'm here today to talk to you about public safety. Cuttings, fires, budget. We'll have a profound impact. On the safety of our community and must be a last resort. As it stands. The fire department is understaffed by 3 to 4 fire stations for an agency that runs as many calls as we do and serves the city of our size fortunately, we're on the cause of impactful change. With the support of the city manager, the Department of Labor Group. Beginning JULY. First, the center of the Fire Department. We'll be adding an additional engine company. And the staff. Heavy rescue thanks to measure age. All resources that will have a huge impact on the services that are provided to our community as well as the safety of my members receive a significant incidents and structure fires. Making the choice to cut the fire department's budget or close the fire station, wipe out any positive impact of the measure. H will bring to this department. That is why I'm here today. Begging you to not close any fire stations as we move through this process.

Thank you for your time. >> thank you. As Callum House. And Cadence, Europe followed by Daniel Ananda. >> So if the time. Thank you, Mayor. Stop and members of council. My name is Kane single ounce and I'm the executive director of the Downtown District. We know what a challenging decision you all have in front of you and what a difficult time this is for the city and the community at large as you make these big decisions, understanding that the downturn action organization would like to ask you to consider maintaining as much funding for srpd as possible. Post pandemic was a very challenging time for many of our businesses. And over the last 2 years, we've seen a market difference in the downtown since the d e t has been expanded in size and able to cover the district 7 days a week we've seen decreases in property crime employees generally feel safer and issues that do arise are handled extremely quickly. There is significant concern for many of the business owners around both courthouse square and Railroad Square that this crucial momentum will be lost. If there's a reduction to the srpd team. We are about to have 168 residential units come online in just a few months. And another 299 units are expected to break ground this summer. This represents a huge population shift for downtown Santa Rosa. And as we look to welcome these residents to our community, we want to make sure that we can maintain that the same level of safety and security we have now which will help attract tenants and fill those units maintaining the funding will be critical for downtown's continued growth. Vibrancy, an ability

to reach its potential as the heart of our community. So thank you all for your time and attention. I know the next few weeks and months will be challenging and we appreciate your willingness to take on these big issues as our city leaders. >> Thank you, Daniel. And not to and Diana. >> Good afternoon. My name is Daniel Nelson and I'm the general manager for Santa Rosa Plaza. Want to thank you, Mayor. Stop and council and staff for your time today. As I sat here today, I was reminded about the tough decisions that face our city. And the challenge is that we have. It's hard to follow cadence off that one. Really. I want to talk about maintaining. Safety and the downtown downtown area and not just. Srp the fire as well. One of the topics that was brought up regularly was our unhoused population, which as you know, we have the largest service center in the county that resides on the corner of our shopping center. We have seen a direct impact from the increase in the unhoused population. One stat that was actually staggering. I want to bring up. So we shared between. Approximately 1400 people. 54%. And the downtown Santa Rosa area that have registered and has an house and 10,000 of those calls go to the Santa Rosa Police Department. That's a pretty staggering number. That doesn't even include the amount of interactions that we have. Since we have increased our. Presence downtown Santa Rosa Plaza has seen a positive impact on our retail. We encountered business owners that are more willing to engage with the Santa Rosa Police Department in in response. We've seen

improvement. And sales. And I know Allan you know, when pressed for sales tax, I do want to say. That online is going to order. And we see that every day Wayfair just opened a location in Atlanta. We want those opportunities here. We want the opportunities in Santa Rosa. And so as we're exploring expense reduction, the one thing that I think we're missing is our revenue opportunities. Yes, when you to cars, but where we're going to generate new revenue. One percent seems extremely conservative to me and seems like that number is generated just on the existing environment that is here in Santa Rosa. And I know that our economic development team in there strategies are really forging a path to generate more revenue than that potential our allies. So I would like to implore council to do a few things revisit the revenue strategy and so that we can see that in parallel to the expenses. And I would also like to encourage we put more pressure on the county to address and that at this time we do not do any reduction to our first responders programs, both fire and police. Thank you. Thank you. Not to Diana, Sunny. >> Good afternoon. Mayor stabbed Council members, city staff meetings and on to sweeten the ceo of the Santa Rosa Metro Chamber of Commerce. First, I just want to acknowledge this is a heavy lift, right? No one wants to making significant cuts and they're not optional. So I want to thank staff for your time in this work and and counsel for your leadership at this challenging time. Securing Santa was long term sustainability and stability

will require careful tradeoffs and really tough decisions in light of these challenges, we support a focus on priorities that preserve course services, particularly public safety, infrastructure and economic development. Well, exercising strong fiscal discipline. This approach is essential to securing a stable and dependable local government. Not only today but into the future, reliable course, services or foundation of a strong business environment and a vibrant community where residents and families can thrive. Investments in public safety and are particularly important to business recruitment and retention as well as to tourism and all of overall community confidence, particularly at a time where a community has been through crisis after crisis. Business, retention and attraction are critical to Santa Rosa's economic development plan and businesses seek locations where employees and customers feel safe. Visitors are drawn to destinations where they can enjoy local amenities without concern and negative incidents gaps emergency response. Even perceptions of safety that are negative. Can have immediate and significant impact on hotel occupancy rates, which in turn reduce the city's transient occupancy tax sales, tax, income and local multiplier effect on tourism related spending well resourced. Public safety system signals the city's commitment to civility, quality of life and long-term growth. Well, no department should be exempt from a thorough analysis and strong fiscal discipline. We urge you to recognize that not all cuts carry the same weight. Some reductions MAY create

short-term savings but linked lead to long-term costs. Whether through deferred maintenance last economic opportunity are scaling back of efforts foster a healthy business climate and attract private investment strategic budgeting. So the count not only for what can be cut, but for what should not be cut. As you make these difficult decisions. The center is a master chamber is committed to working collaboratively with you on strategic opportunities and advocacy efforts to support a thriving Santa Rosa. Thank you. Thank you, Diana, Sunny and then Matt. >> council members and city staff. My name is of the Sky I'm a Santa Rosa resident at District 4 also program manager at to Sonoma counties to rising or housing in taken triage every day. And I've been with the agency since 2017 legal aid offices located in Central Santa Rosa just about 4 blocks less than a mile from here. And we everyone. Santa Rosa tenants included prices every day. In fact, Santa Rosa residents made up. 52% of the total cases that we had in 2024, we're proud to assist all low-income folks for marginalized communities who are limited knowledge of legal process. Our staff, myself included are bilingual in English and Spanish. Committed to serving folks regardless of immigration status, which is especially important right now since 2017, we have helped 2,771 Santa Rosa low-income tenants, mobile home owners

and homeowners. This equates to almost 4,000 total adults and seniors all over. Also about 1500 total children in this city. Folks like client who in the situation we're in a call. Jane Doe a young single mother living in affordable housing in Santa Rosa after losing her job. She fell behind in rent which often happens got served with an eviction notice. She had recently received a new job with a higher pay and could give time for her landlord to get up to date for her landlord. Unfortunately refused. She came illegally. We were able to help her identify some legal issues that were wrong in her documentation and get more time for her. Additionally, she was able to stay house due to our advocacy. Her story is too common in Santa Rosa without our services like the ones that legally provides many more would be homeless with an eviction on their record, making it even more challenging to find home later, we ask that you allow us to keep doing this important work and keep families like this clients safe and housed. Thank you. Thank you. Sunny Matt Patrick. >> It's working. Okay. >> Good afternoon. Council members and city staff. My name is Sonny know and I'm the executive director of legal aid of Sonoma County. I'm sorry. If you can't really see me, I'm very short since 2017, the city has contracting with to Sonoma County to provide critical homelessness, prevention and tenant protection services with

$111,000. Legal aid serves 400 tenants and aims to serve 30 landlords annually in the city. This is a huge return on investment for the city as we have heard much discussion by the city manager and agency staff today about the true costs of homelessness. According to the city's to Santa Rosa's at 2023 housing element. 46 1% of your constituents are renters. That is nearly half of your population. This is your workforce, your teachers, your child care providers, your public servants, your health care providers, yours and my staff. About 73% of low-income tenants, 73%. That's a staggering number. Are cost burdened the set in the city over 30% of the city seniors. Our tenants are renters. And our low-income homeowners are inherently vulnerable. Disproportionately reflected in communities of color are one unexpected cost away from potential homelessness. And the cost of the city, which again, have been discussed at length here today of actual homelessness over the cost of preventing one family from homelessness. It is a it is a stark contrast. In just this fiscal year. Legal aid as leverage over a million dollars for Santa Rosa tenants. We have set ties with the position that the city is But we want to remind the city that the investment that has been made in legal services has produced enormous dividends. And the cost to cutting the services will far out to sea. Far, far exceed the savings of this line item of legal aid allocation. Without this funding. We want to be really clear with other funding losses that we have already experienced. We will we will have to cut our services and our staff. The

impact will be immediate. We implore you to reconsider reconsider and recognize the actual cost an harm of investing and legal services and in these contests constituents. And I just want to highlight that. I see that today later there's going to be a recognition that this is also fair housing month and legal aid services work in concert where with fair housing advocates of Northern California to provide housing services and eviction prevention services. Our services are imperative for the success of their housing advocacy for the success of preventing homelessness. Thank you so much. >> Thank you, Matt. And Patrick. Good afternoon Council. My name is Matt blocking. I'm here representing the city Santa Rosa Fire Management Labor Group. Thanks for taking the time to listen to us today. Again, we're not in the U.S. In the position you're in. Know, you have difficult choices ahead and many more tough to come. So thank you. The center is a fire department has not seen operational growth of this organization from the General Fund since 2001. Since that time, the fire Department management team front office staff and operation Ploys have worked to secure annual ongoing funding for the fire department telling over 18 million dollars a year in the form of peace which is fairly the safer grant for House agreement and measure age. In the first round of budget reductions. The fire department was asked to cut 1 million dollars. The fire department gave back over 3.4 million dollars, including $900,000 of ongoing savings. In 2.5 million one-time funding. This was significantly more than many other departments. And again, we do not need to be asked more than once to follow your directives. Since 2017, the center Fire Department has faced the Tubbs fire contained fire walbridge fire glass fire

and many other emergency make many other major fires throughout the state without making any major question. The council. Why are personnel in communities deal deal still deal with the effects major events. The city is debating cutting fire Department staffing. This doesn't even speak to the point that during covid many other people working safely from home public safety never barked. We never wavered. And we never walked away from our commitment to the community. The city's reaction to this, the use of one time. We're limited state in federal covid and arpa dollars are used to add or expand other programs and the city that are now diminishing help the city's general fund make no mistake, the proposed cuts, the fire Department budget will have drastic effects on real employees and real members of the community shattering fire company's lead to lives, lost damage, homes and businesses, livelihoods destroyed cuts presented today to the fire department will have generational lasting department and send us back to a time. And we are running double into my number of emergency responses less staffing. How in good conscience can the council asked voters to increase their own taxes to increase fire department staffing and that in the form of measure age to them, cut fire department staffing from the general fund. This is not what the committee is tasked with. The fire department cannot meet its mission and ensure this community is safe without each and every one of our operations personnel are exceptional, much-needed front office staff and our prevention staff. The fire department has put the community's health safety first over of health and well-being unit. 9 fire management strongly asked the

council to prioritize look for additional funding sources such as county mental health tax dollars, cell phone users tax. We're asking the county to pay for more homeless services. To ensure that public safety and infrastructure continues to be the priority. The council. Thank you, Patrick. >> and thank you in much empathy for that position at the city of Santa Rosa's in right now. And thank you for your courageous action and try to take on a really challenging issue. >> Patrick MacDonald on the housing team supervisor at legal aid of Sonoma County, my colleague Stan and Sunny took a lot of my thunder soul turn out to be too repetitive. The work that we do in the housing team, that legal aid of Sonoma County with which the city has a contract. It's really an upstream investment, right where we are about is keeping low-income Santa Rosa housed to keep them from ending up on the streets of Santa Rosa and otherwise falling through the track. Cracks where the services that are provided them at that point are far more expensive and the contract that Santa Rosa has with legal aid. It also is reflective of commitment each 32 in Santa Rosa's housing elements, which is about providing legal defense for low-income tenants, your contract with legal aid of Sonoma County is that commitments? And as to the delivery on that commitment, as staff indicated and calendar year 2024, we assist approximately 300 Santa Rosa households. The vast majority of whom are at imminent risk of eviction. We obtained over $900,000 in cash, settlements, waivers and forgiving court costs. That is $900,000. Plus, that goes directly back into

low income communities, including here in Santa Rosa, where like Diana said, we get the majority of our clients the alternative to funding legal services is a lot more expensive. And I will tell you as a personal note, right, the work of being a housing attorney, it's not glamorous. I don't have anyone that works on my team isn't taking at minimum a 40% pay cut over what they would get. A private firm. In the public sector. But if any of the council members are interested in the work that your contract funds, housing court is Thursday at 08:30am. You're all invited. We will be representing as a team, at least 5 low-income households here in Santa Rosa trying to keep them from ending up on the streets. The work that we do has also filled in the gap when there's been a closure at the court for their self Help Services center. So legal aid has been not only taking on the work that we would normally be doing through the contract with Santa Rosa. But we've also been filling in a gap in the court system over the past few months. Ultimately, we are committed to keeping our most vulnerable Santa Rosa and stably housed. And as a result, we provide savings for this city that's far above and beyond our level of funding. So we asked you keep the contracts with legal aid of Sonoma County. Thank you. >> Thank you, Patrick. Are there any other members of the public would like to speak the floor is yours. Good afternoon Council. My name is Brian fixing represent the police Officers Association. >> In 1990, in comparison with 2025 we've seen a reduction in 12.5% of our staff in comparison with population growth. That is the monks are sworn personnel. And amongst our civilian staff. We've seen

a staggering 21% decrease. Anyone who's driven around the city last few months has seen staggering amount of housing being built specifically high-density housing. The city is growing and our police department shrinking. If this population growth wasn't enough to grapple with. Another reality is how complex 21st century policing has become. Our calls for service have increased and require more time to handle and resolve. Our detectives have a staggering amount of case loads and things are getting more and more complex. The criminals are smarter and more advanced to the technology and keeping up with them requires more time and resources. The lack of growth among started patrolling detective units equates to an overworked workforce and the struggle struggle to keep up on a daily basis. On patrol. We often are only able to handle our priority. One verse priority, too. In Priority 3 calls, which will pan for hours. When case loads amongst our detectives and a lack of being able to go to calls for service, equates to more crime. And of the last prosecution, which makes our city more dangerous. In crimes go up. Residents quality of life diminishes in our business is inevitably will move on to another place. We saw what happened in 2019 2021. We sliced our gang unit and yes arose. We saw a record number of homicides per year go to 12 and we had personal record in Santa Rosa. That's not something we want to see happen again. Right now. If if you catch our social media post, you will see the staggering amount of gun possessions that we currently still to this day c at record levels. We additionally of seeing the consequences of

losing an sro program. Now more than ever we see more firearms on campuses, more fights and more possession of knives. Even last year we saw the light loss innocent life which took place one of our campuses. Luckily things to turn around after these years of hardship. We reached full capacity last year, stuffing we signed. We finally saw the positive impacts of hitting the streets with full patrol teams. And our detective unit almost reached their staff and capacities. And fortunately, we took a step forward. 21st century policing, our population growth past us. Our agency has hit a ceiling and we cannot break pass unless we see an increase members and both sworn and civilian personnel. We stand committed and working together and uphold our oath. We sort of the community in order do this. We cannot go backwards. Thank you, Brian. And the other members of the public, please. >> My name is Christopher o'Neill. I'm a secretary for the San Jose Police Officers Association to speak on their behalf. I came on prepared to Don't have anything written. But after hearing today's presentations they must, I'd like to thank everybody who spoke on behalf of public safety thus far. We're looking at some large cuts across the city and I do not in the year position. However, what's obvious is that with such a large recommended cut to police department is that we will ignore whatever voters have asked of us for the last couple years, which is the return of an sro program. Our schools have become more

complicated as the middle school and high school campuses are combining and there's a large focal population is worried. What's going to happen with the middle schoolers on the campus and we want to be able to guarantee their safety and have a quick response time to any issues that arise with the cuts. I can guarantee we're not going to have an sro program that is double what it would take to staff them. So I feel like a promise was made to our voters. They voiced did with the recent school board elections that that this is their priority. And I hate to see that that they will go through their entire term without the return of an sro program. And it's why said. Thank you, Christopher, are there any other members of the public like to speak anyone? >> okay. >> good afternoon. I wasn't prepared to speak either, but to just want to address, obviously with homeless services and particularly Catholic Charities. I want to acknowledge a couple of different things. First, I want to say deep sympathies in empathy for the situation. And I want to reiterate that we are very committed to working with the housing community Services staff do everything we can to create economies of scale in to look at how we can be most fiscally responsible while still maintaining the level of service, the services we provide in the city of Santa Rosa are significant. We're talking about thousands of lives of people who are living on our streets. And we as an organization have also tried to match the ordered the city's investment other public investments by raising private dollars going after other contracts to be able to compliment and supplement the opportunities that we can provide to those who are

unhoused. I also say we're not ready stand alongside of the city to work with the county and other funding partners to see what we can do to work being able to provide additional funds to backfill the general fund We're willing to continue to do our part work with the city and also grateful for the city and the investment that has been made over the years and of the thousands of lives that I know have been impacted by those investments. Thank you. Thank you. >> Are there any other members of the public who wish to speak? Seeing none? I'll bring it back to the council for final comments and direction. Mrp. Thank you, MR. The first thing say is that. Referring to court services and as this discussion goes on, I think the definition of core services is different for each one of us. So I think as we go on to budget session next month and budget adoption. The month after that. We really need to have a unified idea of what we as a council think our core services because if we're going to put a focus on keeping core services and making cuts elsewhere, I mean, the definition of core services is crucial to that. That effort. Earlier asked a question about retirement and that's what they like to see going forward is with some of these cuts, specifically public safety. I don't know how it works in other departments, but if there's no retirements, if we're able to use those as a reduction method versus cutting bodies. So, for example, there is a a sergeant in the police on the police side slide. If we know sergeants going to retire, don't cut the position or don't kind of person that the

retired then cut the position or if it's a detective in a patrol officer retires, move the, you know, reduce the number of a detective to put that back. That officer back on patrol as they were not actually cutting bodies. That's that's the one of the first thing like to see. Come forward at all. So I can see there's an ability to do that. And the other departments don't know. It says upfront with those retirement scraps, the discussions as police and fire are, but, you know, within hr guidelines in in the law have the ability to do that. I also say that there's been a been a large discussion about our homeless services. And the more questions that were asked, the more it's becoming evident that the brunt of the unhoused population and issues around the unhoused population is being felt and do with. He runs the city of Santa Rosa and we're paying for it out of our general fund. So when we have a county that passes attacks to take care of mental health services and homeless services with the expectation that will be taken care of and then it as a result. We're not getting funding help to to provide those services. So we're faced with lake layoffs, furloughs, blackouts, brownouts I mean, the only thing that comes to mind that's just not fair. It's not fair to those of us that live in the city. Santa Rosa, it's not fair to those of us that work in the city of Santa Rosa that work for the city of Santa Rosa. And that needs to be addressed. I look at all the services that are being provided. I look at to the

public comment. Commenters that have shared their work and happened the effect it has on the people that we provide that provide services to that they provide service to with our funding. I don't want to have to choose between that. And laying off somebody in another department that is insane to me that we have to help somebody we have to either choose to help somebody who was in position of dire need or layoff somebody that's doing great work, protecting our city, making sure our houses are burning down, providing medical emergency services providing economic development, whatever it might be. That is just not something that we should have on our plates as a city to make a decision on. I understand. That we MAY have to. But I encourage or city manager, I air and members of the community to voice those concerns going forward just for the good of all the city of Santa Rosa. Lastly, all I am not in favor of making life and death decisions. And with that, I'm not in favor of blackouts. For the fire department. We went out and got to see for grant to provide faster quicker, more concise, medical treatment to those medical emergencies. We passed Measure h on the idea that we're keeping our community safe. And yes, they are called fire. But we also know that a majority of their calls are medical. So I can't look at my neighbors and I can't look at myself in the mirror knowing that I'm willing to say and we'll figure it out at a later time. And if it takes, you know, 7 minutes longer for somebody to get there to provide cpr, then so be it. That's not something I'm willing take on as a human being. Let alone a council member. So I'm not in favor of blackouts. I want to do

whatever we can to limit active live bodies being cut. One other question that I asked about the city attorney's office it's difficult to describe this to to the general public. But having said in a number of closed sessions and discussed the issues that we go through the city and that we face slashing 68% of the budget too. Outside services, consulting services, things that MAY come up I'm an easy with that eye. Some cuts. Yes, but the 68 the majority of the budget, vast majority of the budget to 3rd is over. 2 thirds. I'm not comfortable with but it's not lost on me. The situation that we're it's not lost on me. That that we're in dire straits. If we don't do anything, I know that I see that I had these conversations with a number of people but I'd like I think my colleague MISS Been said be as careful as possible when it comes to human beings. And if we can delay that as long as possible through other methods, that would be my preference. That's not to say that. There's not possible solutions out there. I don't want to put. You know anything out there of ideas or whatever, but their methods, and that we could pursue whether that be. Getting more stores to come into a vacant buildings self things and get more sales tax any other method. But I understand that the cuts we have to make. But there should there's we know there's offsets out there. Already discussed. I'm not gonna go back into that. But there's other avenues that we could pursue. So as we go into next month's budget study

Sessions. That's where I stand. It's Thank you. Like to just sort of start by acknowledging. >> How much work has gone into this from our finance department and also from each of your departments across the city and how much work went into the last round of these and that it's it's a big lift. One of the things that's helpful for me and conceptualizing how to do. This is the kind of look at why we're in this place to begin with. And one of the things that I think doesn't get properly contextualized is that this is the cost of the Great Recession and it really couldn't come at a worse time when headed into likely another recession, if not significant turmoil and instability in our markets would be great to not have these 2 things happening at once. But I also think that because it's happening now, we have to imagine that. In certain amount of time in the future. We're going to be in the similar situation for not prudent managing our finances because there will be a way that comes in from pensions for folks who are working now, who in 16 years. You know, there will be another recession that we're going to need to pay for it. That makes sense to folks who understand Calpers and the unfunded liabilities. Perhaps Calpers will have better projections and be more accurate. But in any event, one thing we've learned here today is that you can't rob Peter to pay Paul and not and then having to come up with the money

somewhere or another. And so it just it pains me so greatly to have to recommend any form of cuts. But you know that reason we're not and none of us are up here for the ribbon cuttings are really here to do the difficult and painful work of trying to guide this organization forward in a way that best cares for employees our residents and the infrastructure that weren't asked to care for and You know, with that, I think that. We have a few things that we need to focus on what is to cut things before people. There are things that we have that are force multipliers. There's a lot of things that we have which are nice to have but are not as nice to have as our co-workers. And so I want to make sure that we prioritize people over stuff we need to have a concerted effort to ask the county in a way that's really compelling and clear to help us fund these services which today I don't think there's a person up here who wouldn't say that they're not essential. The services are making it later work for our public safety folks. And for all the departments that support public safety and helping us to address the horrible tragedy that is homelessness across our nation. But here in Santa Rosa. Then. I'd like continue to try to find found money. But I think that getting in the logic of we're going to find creative money important. But I think it's incredibly. Incumbent upon us here to recognize that we are not going to find change in the couch cushions enough to get ourselves out of The situation there are things that are. Recommended in this these recommendations from the

city manager's office that. I consider course services that I consider really central to who I am and what I do as a council member that I'm going to recommend. We cut. Because what what's recommended today is not really the full picture and you're going to be asked to imagine, come back with more cuts because that's how serious this is and what a bad spot we're in. And so I just want to say to any of you care about this, I so deeply sorry to be doing this today. This is an awful thing to do. But I think that we do need to direct staff to go forward. And Si woo what we can do. To try to implement as many of recommendations as possible while prioritizing people while pride prioritizing getting funding from the county and reducing the human cost of these things. So the last thing I'll say is that you know, I look at everything through the lens of that where it's likely we're going to close the snack bars for children. That's $50,000 to give every child in Santa Rosa. The center is a summer that we all had in our childhoods. And we all look forward to doing with our kids and grandkids and neighbors. And so when I look at these cuts, it. Imagine, you know what really stuck with me was Steven Dale Porter talking about the coach who passes out at the the field, whether or not he gets revived in time to save his life or the child who can't go to Howard Park and have their summer. There. So just know that we. This really serious thing. Don't take this lightly. Got to go forward with these things in a way make sure to honor your work and how much care you know,

you put into the city. And so with that, I'll conclude my remarks. Thank you. MISS Rogers. Thank you. Just wanted to absence. I wanted to thank my colleagues for asking from pretty >> Harden. Good questions. I was definitely listening there. There were a few questions that I did have. Mayor, if you don't mind, they're quick. One. When we looked at the furloughs, we said 2 to 5 years and working for the county. I notice that they put us on furloughs, but then we had to renegotiate that. Is it something that's going to drop off automatically or with the unions have to renegotiate to get that time Dominique Jean. All right, because sometimes we say things temporary and then there we really look at them as being permitted. >> So in terms of the furloughs, they would temporary. If they're not meant to be ongoing. So we're looking at in the forecast. We did a 2 to 5 years for forecasting. Depending on when we have discussions, they could change the amount we're looking, I guess 80 hours of his over holidays, it could be reduced work schedule. We're kind floating all those ideas and kind of seeing where it lands. >> But it's not something that the union will have to negotiate. Give up something else to get that those 80 hours back. >> Now, so it would be if that direction is received and does go to the Indians in terms of impacts. But it's something that we can move forward with. Okay, only reason I ask is because like I said, when I worked for the county, we had to fight really hard to get our 40 hours back. >> And then one of one of the comments that came up were

speaking about priority calls and not being able to address priority call during public comment. And so are we not addressing? >> Priority 3 calls. What are the time frame? >> Because that was something that came up during public comment. >> can pull up the stats mean undeniably. It's going to impact. Our response time throughout the city. So pulling this is the 2024 data on average for our priority. One, which is like an emergency need immediate response. It was an average response time of 6 minutes. And 31 seconds for a police officer to arrive on the scene for priority to which is this is an important call, a crime in progress, but not perhaps a violent crime or not. Perhaps someone who's down bleeding on the ground or whatever it MAY be. We had an estimated response time of 11 minutes and 20 seconds for those priority. 3, which are more low level calls, perhaps like a cold crime of like a vandalism occurred some type of other pfeffer. The suspect is long gone from the scene. We had response time of 23 minutes and 51 seconds on average. So I will agree that those will all 3 will be impacted by this. But those are the numbers that we have for the year of 2024. But we are addressing them. Absolutely. Okay. It just kind of felt like we're so busy going to have priority one calls that were not even addressing. >> The other one since I just

wanted to clarify that we are addressing. >> All the calls Yassin anecdotally like across the board, you do see a time for priority 2, 3 calls camp in for 3 or 4 hours. So that is true with that. But that average responses with here within the 24 minutes. But without a doubt, it does occur like when there's a large emergency that takes multiple officers on for we investigated a stabbing today and then so most of the patrol officers were there. It's a priority. 2, 3, calls were left pending for hours today. So I want to thank. >> Staff I want to thank the city manager the public for for weighing in. I know that we are in difficult times and we have to make some some pretty difficult decisions I understand that this MAY include eliminating positions taking away some services in 2 counts. Crept. He's point defining what course services are in the how we're going to provide those to the community, I think is essential for the council right >> And I also think that the county does need to provide some of the services that they're receiving money for. And I've been saying this for a really long time. And I've been speaking to county supervisors but it feels as if it is on deaf ears and that we are not getting a response, but we cannot continue to hold those services because we can sustain to hold those services. So whether we look at cutting some services now or we look at cutting then in the future when we don't have a choice right now, we have a choice. And unfortunately we're going to have to make some hard choices. Or we look at doing in the future where

we really don't have a choice. I would prefer to do things when I have a choice and I can be strategic about how do it. And phases, I think that as the council we have these conversations months back and we knew we were going to have to look at these. But we just keep kicking the can down the road and we need to stop kicking the make from choices. So I in favor of definitely keeping as many people in positions as we can in cutting other supporting services. But I also know that we went to the department's. We asked the department's where they can cut what they can move in, what they can't move. And so to me, that was the department's time to tell us what they feel like they could live without or not do. And so we don't really have to speculate because we don't know the ins and outs what goes on in the departments. So thank you, too, everyone that was able to provide the 8% to give us options so we can see what we're looking at. I'm in favor of continuing to move forward with cuts. I rather have a reserve and have options. And in case of an emergency be able to act, I will say >> that the >> not in favor of the blackouts. If Look at it correctly, it would be more in favor of the Brown in public safety is just a really hard. It's a really hard to win to look at. But we have to look at it and we have to do something because pretty soon

we MAY not have the money. To do anything in. There will be a lot more positions that will be cut. So. In a roundabout way. You guys okay with that. All right. Thank you. Thank you. Ben Wills. Thank you, Mayor. Well, first, I want to thank finance team. Thank you for all your work. And I know >> this is a lot of information to provide to us. I know you do this for a long-term finance committee as well. And I appreciate all of it. They also appreciate all the work that the department's did. And looking at their budgets closely and coming up with suggestions and recommendations that they had. I just want you to know. I do understand how they are. This is I do and I and I appreciate the fact that you all have really. Deliver that message. I think to everyone, I think that the of folks here today understand that as well as as well as we do. As I said before, we know it for me. Of course, I would like to save as many jobs as we can. But I do understand that we do have to make some hard choices and prepared to do that. And I've been preparing myself for for the last few months. So I what I would say is that I a also along with a minute Councilmember Fleming prepared to. Implement most of these cats. I as we go further in this process, they're you know, we MAY do some tweaking along the way, but I think most of them pretty reasonable to me. It's not that they're not reasonable. But I also

want to keep in mind it's not just I think someone in the body one of the comet or said something about the impact to the community. So that's something that I know that's the fine line that we're trying to balance here. We want we need to make these cuts because we have to. But at the same time, we don't want. Our our community to be impacted in a huge way because of this. Because what I keep which I keep trying to balance in my own mind is that. I know some things are going to suffer. And that's the hard part. I think more than anything is not just folks losing their job, but different services not being able to be delivered the way we've been able to do and and done such an excellent job at so. So that's I think what I am trying to balance, but I am to make the hard decisions that we have to make. And I, too, would not be in favor of blackouts. I would be in favor of brownouts as well. To the extent that we have to make cuts. But think as we go forward MAY be looking like I said, some of these things definitely looking at negotiating with the county. To bring some more money in for homeless services. Think that I recognize a long time ago and I've been. You council watcher for years. So I know when we weren't doing homeless services, I remember those days. And and I was one of the first people that came and said we need to services. But I also recognized that that is not something that we were doing before. In my district. The issue of homeless services and people who are unhoused is huge. And those folks are impacted every day. So this is something that I knew that we

had to do eventually. So, but the problem is we're not really set up for it. We've kind of created a department that serves it and serves it well, but we're not really set up to do this work and so I think the more that we can persuade the county and I'm I'm more than willing to assist. Council members and the city manager getting our fair share so that we can serve the community because I think when the community looks at they look at what what are we doing to to serve? House folks and how are we helping them go forward within the community. So I think that's something that we really have to concentrate on. I know we have to make cuts. If there are other places that we can look for revenue, I think we need to do that. And I think leave it at that. Thank you, MR. Donald. Thank you. Mayor. I do want to say thank you to staff. I know this has not been easy serving on long-term finance. We've been talking about the to the dire cuts that are going to have to be made. >> And our budgets based on those numbers that we saw few years ago. But I want to go back to the 8% where and I want to make a comment about it because to me equity should not always mean equal when it comes to budget cuts. And that really goes back to my concerns around public safety because if you ask our everyday neighbor, they will say to you, I don't care about this as much as I care about when I called 9-1-1, and make sure somebody comes to assist me when I'm in need or if my

mother has a heart attack, which she did and fire was there to prevent her from passing out way before I got to say goodbye to her. These are really everyday stories that happen in our community. So when I look at the potential cuts and we're looking fire and we're looking at police to me. It cannot be an equal 8% across the board because when I look at core services, I look at what our communities expectation is of those things. Absolutely not as interested definitely not doing a blackout. I don't even know if I'm interested in doing a brown now because of the concern of getting to people when it's a life or death situation as Councilmember Okrepkie said. So I have real concerns around that through natural attrition through public safety. I am. I'm fine with that model having our staff go back, particularly in public safety and saying what positions they feel comfortable cutting. That MAY not impact that every day connection to our community is something that I would be interested in. I understand when it comes to the budget specifically on slide. 25, there's a floor. But in education, we always say what you find an education. That's a floor, not a ceiling of what we should be providing for the need of the community, whether it's education or it's in public safety. So I have true concerns around those 2 specific areas being cut at the level that you're

proposing in that and I'd like to be able to buy us some more time. So I understand the out years, no one understands that deficit better than I Ending in 30 million dollars. I would like to see if we get by ourselves a little more time and looking at are models within the city and restructuring the city of little differently without the impact, specifically to public safety. For in response as well as for what we're getting in are homeless services. I like my colleague se absolutely go to the county and show me the money. This is absolutely ridiculous. The amount of people that we serve in the city of Santa Rosa versus what we're getting from the county. We've said it over and over and over. But sometimes what you actually have to do is make those cuts to the programs and then show the county how that's going to impact their everyday lives and tell they're willing to ante up. And if that's what we're going to have to do, in my opinion, then do it and then go back because they're still wanting to negotiate, but not even showing us exactly what they get from the state as far as homeless services. So they just show us what they give us, which is not enough. As far as in response in some of these other programs. Like I said, I would like to go back and see what the county's willing to do when it comes to us not being able to provide the 24 7 model in my understanding by going 24 7, the county has an opportunity to build back Medicare in some way. They recover that money, not the city of Santa Rosa. So in my opinion, that alone should make them want to find the in

response team 100%. As far as the legal aid services contract. That's $111,000. You as for direction on that, it's hard for me to say that that's a good cut to make. When we look at the cost of homelessness, that's concerning to me. As far as that feels like a low hanging fruit. But if I have to pick somebody in public service that's going to get laid off or says a contract. That's unfortunately where we're at right now. But I need to go back to staff on that one. And as far as the furloughs, I think that it's important that we get the impact of what that's going do to our own city employees. But I can see the need for we're moving towards furloughs and and and talk to city manager about that at great length yesterday around the concerns around that we gave raises to bring people up to what other jurisdictions receiving. And then now we're going to go and cut them almost same amount. So I have concerns of the impact that that has on her own city employees. So I'm not sure if that gives you direction enough of where stand on some of these issues. Not at all. Sorry, best I got for today. Thanks. I want to thank my colleagues for their questions and feedback. >> I want to take step back and just remind everyone that the goal of this process right now is to yes, make sure that the city's leader because that's a fiscal reality that's been vetted. At doorstep, also to make sure that the city maintains the quality of services so that 3 years from now, we might be smaller. But we're still we're still doing really well and all those core areas, perhaps even better given that will give them will

have examined our operations more closely and found efficiencies. I want to commend staff again and the city manager. 44 doing a very thoughtful and creative look at the way that managing our city. Hard to tell from the slides, but these are not simply In many cases. They're true restructuring their 2 restructurings of our departments, which over the course of the next couple of years will hopefully lead to doing better even as we put the city on a firmer fiscal footing. Respect to homelessness discussions. Want to hold out olive branch to our county colleagues because can feel them. I can feel some of not to dial to, to call me up with your updated phone calls after after this meeting. From the county's perspective, they're dealing with their own budget issues and they certainly want to provide good quality, homeless support services across the county. To their credit. They've come to the table this past week at the mayors and Councilmembers board meeting, there was an open discussion with with the county PRESIDENT Where all the cities in Sonoma, all of warfarin, our situation as well laid out the impact of our homelessness programs on our budgets and how we're hoping that the county comes in and partners with us. And we know there's receptivity at the county level. So I I applaud the passion of my colleagues have brought this conversation tonight. And I assure you that I share that passion and actively engaged in conversations at the at the county level, like, like many of you. But I want to also thank the county for being willing to come to the table

and point out that Santa Rosa is not alone in this conversation. The other 8 cities in the county share our views and the county is sympathetic as well to the city managers point to the very beginning. The question that we're trying to answer is how do we continue to provide the service is for the on House residents of our community. Right now. We've got cities that have their own versions of health and human services programs. Plus the county with their very large health program in the background is that the most efficient way? It doesn't seem like it because the city's and to some extent the county are running into issues. So the goal is to bring everyone to the table to look at how as a county, it's not as a region are providing the services in a way to provide some relief to city budgets. So we do not want to end these programs. We want to make sure we're providing them in the most efficient way. Now back to our finance team. And and they're asked for us today. I really like the way you lay out these options you made. You made very clear ongoing fiscal a fact different levels of budget cuts to that. And I am in agreement with your strong suggestion that we will closely at the roughly 13 million dollar cut at the end as the best way to buy us time going forward. One thing that's that was perhaps the only thing that's clear is that we've got over the next couple of years. Many things are going to change economically our in our area, at the Fed at the at the national level. We can be hopeful that we will have some positive news, whether it's in the form of additional monies from the county to support our homelessness programs. Weather is in the form of a change in

property tax and sales tax receipts, whether it's in the form of new economic development and their. It's important underline that there are some green shoots in the city as far as new companies moving into the area are making inquiries. We can hope that our economic there acted. There's economic growth locally. Will support our budget. So to that end making the cuts that you that making the cuts, the you suggest on slide. 33, we bring our deficit down to a manageable level by yourself an extra year pay very close attention to this as we're as we're going forward because know we're going evaluate budget on a quarterly basis. If not, if not more frequently. That seems like a fiscally prudent, prudent path. Now as to some of the some of the specifics, brownouts blackouts of furloughs, what I would like to do is give staff the freedom to continue to evaluate those options behind the scenes because as we've discussed, this is the first iteration of a conversation that's going to go on for a couple of months, which it with I suspect some additional creativity in various areas. So my my I hope is that staff can keep that 13.1 million number in mind or something very close to it. Know that all the options laid out in the in the in the slide deck are available to them. To that. And I must I have summary that I hope. Aggregates the views of all of us on the dance. And you can let me know that it does not, I'm going to read this just to make sure that we've got that staff has clear direction. City Council's recommendation. For the city leadership and supporting person. Now. To move forward with all the proposed. Budget reduction strategies. Including starting the necessary conversations

with the unions regarding potential impacts. Does that provide formal direction enough to move forward with some of money if conversations in the coming weeks. With this with initial initial proposal in the background. Yeah, that does provide us with direction and allows us to sit down with. >> All of labor to begin having some discussions negotiations excellent and looking around for just head nod from colleagues for support. Need to make certain that we 4. We need to do. And in official Rover Mission vote here. Does do it? Let's make it a little bit more obvious thumbs up. Here we go. 2, 3, 4, How what's the what's the final number? All right. 5 to one in terms of our star Straw poll. It's Rogers. >> I just wanted to earlier, I said service people versus services. And I do realize that when we get rid people that it impacts the services. But I think one of my colleagues said it best. Where we're learning how to be lean it. >> Because we have to learn how to do that. And so snack bar. Yes, I realize that maybe a service that we have to cut and it's great to have it for the children. But I would much rather. Have public safety come when I call because I need something. So I think we're just we're learning how to do that. And I've been saying that I think giving our departments tools and trying to find ways to give them tools to still get what they need to get done. >> Because we know that we're not going to be able to keep up with staffing levels. So

it's really important to me that we continue to go maybe not with this administration that continue to go look grants and things that continue provide the department with tools in order to move forward, despite maybe not having as much staff. >> Absolutely. MADAM City manager, you are staffing additional direction from this group? Notably we need additional direction. We MAY have to schedule some closed session items as we begin having discussions with labor on the additional direction. We would expect as and in closing with again, thanks to staff. But for that for the members of the public who are here. Keep in mind at this, this we've been in this process for 2 years already. And I want to thank staff for that as well. Thank you for city manager for recognizing the need. As long as 2 years ago and yes, we could. We have journey in front of us, but we've got clear plan and a path of action. And this is again, the first conversation among many to those of you who showed up today to participate. We discussed earlier that we're gonna be having public advisory board. They're going to be many opportunities for you to weigh in, not just with this particular part of budget or ration, but next year in the following years. So please stay engaged. And with that, thank you very much. And we're gonna take. Let's see. Let's make it five-minute break. Will reconvene here for 15. Thank you, everyone, for your patients. I was slightly longer than 5 minutes. So I think the time is 4.22. Call this meeting back to order. MADAM City clerk.

>> Thank you, Mayor. Councilmember Rogers, PRESIDENT Cookie here, Councilmember MacDonald. Councilmember Fleming Councilmember Ben Willows Air Vice Mayor Alvarez is absent. Can mayor step here? Let the record show all councilmembers are present with the exception of council mayor Vice Mayor Alvarez. >> Thank you. We're gonna move on to item 5.1. Our interviews for design review and preservation board. We know we have several of you here today. Thank you for coming out. And you can be interviewed in person. I do. We have angered Anderson with us. You come down to the front if you would mind? And have a seat by one of the microphones? Used an clip that. Oh, there we go. Thank you, Jeff. Have have a seat. And again, thank thank you for your interest in this newly formed board. We have your application experience, application materials rather, would you please explain your experience if any, with a similar board? And more specifically talk about your involvement related to design decisions for new construction renovation of the existing buildings, other areas that are applicable to the purview of this board. Might have to one moment return on your microphone. I yes, course. I believe that with them, I'd say over 30 years since graduated from graduate school. >> Of experience our potential practice. With the whole range of firms. And in my experience, I think I have the ability to do this sort of quick assessment design review submittal package. The type that is typically seen and to

a the ability to assess the attributes of a master plan and the site planning, which i think are the one the the key, key aspects that you want to be able to assess. And then also compatibility, how the elevation show compatibility with the neighborhood context and I think I have a very in-depth understanding and knowledge of the Santa Rosa zoning code. The general plan the design review standards as well as the historic, the strict standards just the years of practice I've had in Santa Rosa patch with architects. But prior to that, I worked for over 20 years in the city of Santa Barbara. And want to see do and my experience. Was very rigorous in terms of review board presentation and the historic district presentations. Thank you. Would you provide an example of your experience with historic preservation and what you would bring to the board to maintain the city's culture. >> Including not limited to our preservation districts and local landmarks. >> I haven't actually presented any historic renovation or we have projects in Santa Rosa so I can speak directly to that. But indirectly speaking, I do have. An architectural history. Major from Bryn Mawr College also with the city of Santa Rosa. There was there are very strict guidelines for both downtown redevelopment any renovations on a close of the mission or really within a

very large perimeter of Santa Barbara. And so I was consistently having but asked being able to show compatibility contextual, a t as well as innovation and just dealing with the reality of construction costs and what was feasible to do for the month for the needs of modern buildings. Would you like me to go into more detail? I have to >> no, that that's fine in the city of Santa Rosa achieving compatibility and meeting aggressive housing goals can be in conflict. Can you provide example of how you've dealt with this conflict and how you resolve the situation? >> I'd say the largest source of conflict is often how one addresses the parking needs. Parking is a very is a modern part our potential programs and the success of projects, in my opinion. A really good master plan that addresses compatibility with the neighborhood. How sensitively you deal with negative space is those are the open spaces including parking lots how the interface with the neighborhood to make the project seem place is to create a sense of place in the project, not just sea of asphalt or parking that you have to. Go through to get to the front door, but to create paths and entry a path and the place. So I think creating sense of place is a really critical and although they seem antithetical. My background in in our potential history has taught me especially European urban

history that the beautiful cities of Europe. All emerged from the need to create housing, not institutional buildings, to create that fabric, the urban fabric and might the importance the emphasis in my studies was an only plan and making sense of how. The negative urban spaces, those are the plazas and the streets create that sense of place. And so I bring that I think to my assessment of other people's work. Other architects work as well. As it to my own design work. >> Thank you. It was an isis corruption looking at my colleagues for the questions. MR. Donald. >> Just quick clarification question. I apologize. I might not hear everything as well as some of my colleagues here. But you've mentioned a couple times. You have a degree in architectural as architectural historian the it's called the growth and structure of cities. It was a multidisciplinary major at Bryn Mawr and my chosen Fields to specialize in. We're architectural history and the history of urban planning. The reason I ask is we have several positions at this new board creates. And I just want to ask clarification, maybe from city clerk, what qualifications the Sanders Allow us to. Put her and her that aggregate architectural historian position. Thank you for the question. Councilmember MacDonald, the planning and economic development staff screen all the applications and

categorize them into the qualified candidate. The categories. So they've already had the pre screening from economic development and she does meet the criteria for the architect position. Okay. So I guess my my question is perhaps we weren't as clear about all of the prequel vacations of this candidate. If she actually is. Architectural historian or did that go through the application process? I just want to get some clarification around this as we move to appointments for the committee today based on the screen from the planning and economic development department, she would need to provide additional experience to be considered for the historian component. Would it have to go through that that department or could the council make that decision today? I believe the additional screening would have to come from the planning economic development Department. Great. Thank you. Any other questions? I'm Council. Would you and any final comments you'd like to make? Have one concern. I own my own firm. And I the principal presenter of all our of our projects. So I was wondering whether it's even feasible for me to step into a position like this >> As it's part of my livelihood as well. >> So but the obligations would be typically to Thursday's every month for several hours each Thursday. So you have to determine whether that when it was possible to commit to that level of involvement. >> I want more that most of my work is in the city of Santa Rosa. And so potential conflicts. Yes, right. >> So I did that is it a good question to consider it would

be something we have to evaluate. >> Right. And that would be really critical to my own ability to fill this role. All right. Thank you for raising that concern. Please MISS Funding. How frequently do you find yourself presenting before the design review board are having items that they sign off on. More and more some of my projects take me out of the city. But when I do have projects in the city and right now they're Earth's at least 3 on the boards when it's time to present them to the design review board, it would be me who would typically do that. That's helpful. Information us. But I do own a small firm. So it's not as if I was here every week. Right? Yeah. Okay. Agreed MISS Anderson, thank you again for applying. Thank you for taking time to interview today. >> Thank you. Thank Are longtime former design Review board chair Ju Weigel is unable to interview is Mike Schwartz in the room today. You step down. Mike, thanks for coming out today. Thanks for your interest. This position. It'll be the same set of questions. So if you wouldn't mind, could you explain your experience with a similar board include your involvement? Million to design decisions for new construction and or renovations of existing buildings and also sort of a hot how this published ties into our you were ties into compatibility with existing cultural resources in a in a particular city. >> do my best. I'm here largely because Iran to Murray last Thursday and she asked me apply for this. I'm not as prepared as I could have been some kind of off the cuff, strong qualification. Nonetheless. >> So my background, I've been in this field for about 30

years. Educated Clemson University, Rhode Island School of Design have an mba from Sonoma State University. I have not been on specific boards. In the city. I was working for previous head of the Dr Board when the farm based code was written. It would have been early. 2, thousands. That was around. Can it go? So I've been around some of my take Hasan Ali projects come up before city boards. It's not the norm. Exposure to this is kind amendment. But I do a lot of. Kind of convoluted code related projects. Moore. Interior based my practices. Commercial industrial residential, hospital work. I do a lot of different kinds of architecture. So that's potentially one of my strings is just the exposure to a lot of different types of projects throughout my career. And my current practice. Like the like. I am also a single practitioner, small business. Most of my projects are in Santa Rosa. Again. Normally don't come before designer view. To get close. >> That's that's excellent. Thank you. Question number 2, could you provide an example of your experience with historic preservation and what you would bring to the board to maintain the city's culture, including but not limited to preservation districts and local landmarks. >> So living in studying on the East Coast, growing up on the East Coast was in historic cities and definitely save historic architecture in school has a long time ago. Have lived into older houses in Santa Rosa remodeled. A 1920 bungalow in the Burbank

Gardens. That did. We had renovations that went through the Cultural Heritage Board. It was an awful process. The house was hit by a car. The board at that point was very obstructive to any of the things they want to do to repair and improve the House and maintain its character. In the district. I think it's now. One of the better one of the nice are no homes in that in the neighborhood. And then I now live 1950, house. We've renovated and reached out a little bit but still compatible the neighborhood. So I think there's a few things to consider is one with historic work. There's. There's maintaining the original character there is a dish that either respects by being compatible to it or by being substantially different. So that can be distinguished. And I think it's kind of contextual. >> I with all due respect, can you please coach closer to the microphone so we can on the record as well as all council can My apologies for interrupting interruption. Looking for more on the matter. >> No, that sufficient and car, house hit by the by the car story as memorable. Yeah, everything turned out. All right. I was probably. In the last 3 feet of painting the eaves. And I think the first thing that went through my head was now have to pay the House. So it's just interesting in that moment. Good, good The final question in a city of Santa Rosa achieving compatibility with our codes ordinances and meeting aggressive housing goals coming conflict. >> Can you provide an example of when or how you dealt with

the conflict and how you resolve the situation? >> Well, I think it depends on how you define conflicts. There's conflicts in every single projects that we do. And you can either approach them as that or you can approach them as opportunities. And they're different. Sometimes it's the type of business that wants to go into certain place. And there's zoning issues that have to be resolved. Sometimes there's a static things. Which can be driven by different factors that see the project owner or the historic context of the neighborhood. Not sure, but it's it's tricky. You know, I think in the muck that Berhad there's a new house that's kind where there had been a community garden. That house looks like it was designed to to stand out a little bit. But not too much I would say that regardless of that, the House MAY could have had your character. More architectural definition, but I don't know that. I don't know that an architectural review board or culture Heritage Board can force that applicant. So I'm not sure how you resolve what's considered. Perfect quality of design versus. What the designer or project or brings to the table. That would be the tricky thing to manage. >> Therein lies the mystery of the design Review board, right? Correctly isolated rain will turn to council any additional questions. Any any final statements on your part? I think I covered most of it. I know you We talk provided excellent information. Thank you again for your application eye on short notice. And thanks for being here in person for the interview

today. All right. Thank I think that Adam Sharon is not here today as well mistaken. Adam is another long 11 along serving member of the Design Review board. So will turn to Vic. Let's talk. Toria. Welcome. Come on down. Good Good afternoon thank you for your service. Thank you for your for your application for this new board. And you've heard the questions. Would you please explain your involvement if any, with a similar board? More specifically include your involvement related to design decisions for new construction and renovation of an existing building in areas where new development is encouraged. But compatibility with existing cultural resources must be achieved. Ou. You just blended those together. That's right. I all see if I can feel that I'm I've been on the design review board for 2 years and also served on the Waterways Advisory committee. >> Representing Design Review board. So I have been working on. Looking at what comes through the design review And certainly that's mostly new projects. I'm not sure. Now if you want me to just focus on what we've done, you don't want me to focus on what we've done on the design review board >> that experience is relevant to It is. It's absolutely health is into it. And it's one of the reasons I'm applying to it's not to to join the new board, which then, of course, includes preservation and cultural heritage I think that that the

the conflict question. That comes up like the conflict between codes say the general plan and then the imperative to build more housing that often one of the topics that we deal with on the design review board. And I think it's incredibly important because because, in fact, those that they worked. They weren't written together. They weren't designed. To be together and I know that the city is continues to grapple with where how do we dense a fi housing and where? It's it's it's a great question. It's a difficult question. And the board, the Design Review board has certainly in the past 2 years grappled with that. And I I think come to. Reasonable and relatively consistent positions, which I also think it's important. Not sure think you. Yeah. Thank you for that question 2, would you please provide an example of your experience with historic preservation and what you would bring to the board to maintain the city's culture, including but not limited to preservation districts and local landmarks. >> So >> I experience with historic preservation. I too, have lived in owned older homes that that Well, certainly the first one was historic 1941. Early mid century. Modern published in California, arts and architecture for got into a showman. And remodeled it and renovated it knowing how important that house was, sadly was lost in the Eden

Fire in JANUARY. Really, really sad. But we no longer owned it. So it wasn't quite a sight as it could nice post. And we are in the mid century modern home in Santa Rosa that we have remodeled in in area of the city that has a good set of midcentury modern home. So being part of a context really important. And we're doing that very night. I don't know if we'll ever finish, frankly, ongoing project. I have published a chapter on. Historic. The historic perspective. This isn't scholarly book. I'm in Academia. Architectural education, which is what I did before I got into academic administration. I taught design studio in any event. I did. Publish a chapter on his the historic perspective. This is going to sound very nerdy of rapid urbanization on vernacular dwelling patterns in Anatolian Turkey. You know, so like I had to. But I have a perspective, historic perspective. And recognize the changes that are made and it's particularly the dwelling pattern changes. We have some history. We actually quite a few historic structures that are not dwelling structures in Santa Rosa and they have been. Many of them have carefully preserved. But I think I think the story, the anecdotal story about how hard it is to make changes to and to improve. Homes that have the cultural heritage of history. Here in Santa Rosa. I I think those those are important issues and

I think have to let people modernize their homes so that they can live in the modern ways. And at the same time. Recognize and respect the cultural heritage of the built environment here in Santa Rosa. >> final question that you've already partially answered in the city of Santa Rosa achieving compatibility and meeting aggressive housing goes could mean conflict. If you provide example of when or how you dealt with the conflict like this and how you resolve the situation. You addressed this briefly. When you do, you're talking to your experience design review. >> Right. And I think I think that is the most direct experience having been in architectural education for. 30 years that that that is a is incredibly I mean, you folks wouldn't necessarily know this, but in order to be a licensed architect, I'm not a licensed architect, but I am a professional architectural educator in order to be a licensed architects. You need a professional degree. And so those professional degrees have to meet very, very specific. Student learning outcomes among which are things like urban planning and urban design. And so that the issue of how an architect architectural firm and a city. Set standards for design. And and for building safety. And at the same time needs whatever that city or area is facing with respect to housing needs usually housing needs.

Sometimes there are other economic needs. That's part of the education. And so my experience comes a lot through the work that I've done with my colleagues on the faculty and the students that hundreds that I actually tried to counter many students I had over the years. It's it's more. It's it's in the it's more than 1000 graduated with their degrees, but that it's kind of a. One of the really important questions, the things that's not exactly in design question. It's really a question of how do do the right thing? How do you grapple with policy and grapple with economic needs and at the same time. Produce something that that celebrates the built environment and the natural environment. >> It's complicated to say the least. Thank you. Looking to council. No other questions any final comments your end? >> Yeah, I just I I very much I've had the honor and the pleasure of serving on the d r b waterways advisory committee and I would really interested in serving our city. Towards n Roses. Future at the same time stewarding. The natural resources and the resources and the built environment. So on the new board. I think I think I could. I think I could serve well. >> Thank you for your service and both port and thank you for being here today. I think we have Melanie Jones, Carter with us. Melanie, come on down. Hello, Melanie, thank you for your service as well. And thank you for bringing your application. All right. You know the you know the questions. Here's first one is. Explain your experience of

any with a similar board. More specifically include your involvement related to design decisions for new construction and or rent renovation of an existing building in areas where new development is encouraged. But compatibility with existing cultural resources must be achieved. I've been chair of I have a cold sorry. >> I've been the chair of the Design Review Board for the past 3 years. When I first came onto the design review board, I was new to the design industry. So my expertise is in the lay person, which is what I'm applying for. We've had many challenges that have come to us towards for the Design Review for the Design Review board projects. And it's always fun to shepherd the process, a project through the process I think. That answer your question. >> It did. And I had that cold last week. See have my saris. Today's and so. >> Quick question please provide an example of your experience with historic preservation and what you would bring to the board to maintain the city's culture, including but not limited to preservation districts and local landmarks. >> Living junior college area. We've been here for 10 years this is a second home that we've renovated. We bought a 1912 craftsman home and totally turned around. So that's my personal experience. Prior to that, we lived in Palo We have historic eichler home which had never been touched. And it's a fine balance between trying to keep

the integrity of the home and keep it modern and updated and livable for current residents and I am also married to a landscape architect who was a planner who for all of my life, we have looked at what was happening in neighborhoods walking. We spend our free time walking around neighborhoods looking at historic homes. If we go on vacation, that's our project. We can find the most beautiful, historic home and then do the research on who built it when they built it. What kind of modifications were done on it? So it's part of my life. Well, that is a lot of information >> All right. Final question in the city of Santa Rosa. Achieving compatibility and meeting aggressive housing. Those come in conflict providing example of when or how you dealt with this conflict like this and how you resolve the situation. >> Yeah, for I think the projects come to the design review board that parking is probably the biggest issue that we run against you nobody wants to have a a big new apartment building with limited parking. But we have to find a way to make sure that our community gets to voice their opinion. A constructive way manage those meetings so that their voices are heard. A fellow feel like they're a part of the process that we are upholding the guidelines and rules for the

city. The second issue for me is affordable housing. We get projects to come to us that have small amounts of affordable always a proponent to what can we do to get more affordable housing in the city of Santa Rosa. Always asking that questions of developers in applicants. >> Excellent. Thank you. Turning the council other questions. Any final comments? >> No, thank you. I am. I've enjoyed my time. Working on the design Review board and one of my strengths is managing people. So I think i've been able to turn our group into a fine working machine. So I hope to be able to have the opportunity to continue to work on this project. Thank you, Melanie, thank you for your service. Thanks for being here today. >> Do we have share? And that's with us. Welcome share. Thank you. And thank you again for submitting your application. And, you know, the you know, the routine at this point. I Here's the here's the first question. Explain your experience, if any, with a somewhat bored, more specifically include your involvement related to design decisions for new construction and a renovation of an existing building. Areas where new developments encouraged compatibility with existing cultural resources must be achieved. >> So my experience has been I've built 3 homes well built and rebuilt, depending on which when you're talking about in the West End neighborhood area. House had

nothing to do with the historic district. The next 2 houses did. So my involvement was I actually did all of the design work. I all of the plans, ice shepherded, both projects through the entire product process. The first time was really quite different, difficult because a really different attitude in that particular board toward being helpful versus being. Not helpful. I won't go any further with them. The 3rd structure I during the pandemic and it from the ground up. Structure. That was originally supposed to be. Rehab. But during the Tubbs Fire, the whole building racked and tilted because of the. 85 hour, mile an hour winds. So it had to be taken down completely to the ground again. I did all the design work. I did all the drafting shepherded it through. And I want to say that the board at that time was extremely helpful and much more. Interested in making sure that things went well. So I really appreciated that change. Question. Number 2, would you please provide an example of your experience with historic preservation and what you would bring to the board to maintain the city's culture, including but not limited including but not limited to preservation districts and local landmarks. >> So I go back to the same last 2 houses. One of the things that I did that was. Heck fun was to research the properties, both of the properties and

>> run the the property ownership back as far as it could possibly be done. And then research actual owners. The last one being. Quite interesting character who my research brought to light. That he was an arsonist who? Brought down quite a few big buildings here in Santa Rosa and has now been highlighted with The rural cemetery. They've done get on him. That was so extensive that split it over 2 years. So I like the history. I like the research and I really appreciate the parts of the city that are historic. Thank Final question the city of Santa Rosa achieving compatibility and meeting aggressive housing goals can be in conflict. >> Provide an example of when or how you dealt with the conflict and how you resolve the situation. >> Point to the first go-round with the cultural Heritage Board. There was significant pushback to a couple of things that I thought were pretty straightforward, which were moving. The original structure away from the property line and back away from the street, 2 feet away from the property line, 5 feet back from the street. In 2 feet from the property line just to be able to maintain the side of the building I came back after the concept design review with a lot of statistics about why that was important. What was? What the methodology that I was going to use and eventually it did come out that they allowed me to do that. Excellent. Thank you. Any questions from council? Any final comments on your end? I do want to say that I really appreciate the work that you're doing today. With the budget. When I came to.

The city in you know, it's 51 years ago. Now there was actually a redevelopment area. The area that I lived in. And I was able to take advantage of that. And so the city of Santa Rosa is really. Highly responsible for my ability to move ahead. And to build that initial structure and very different time. So I feel. A lot of empathy for the decisions you're going to have to make. And I really thank you for your free work on that. Sheriff, thank you very much. Thank you. Thank you for being unprepared person again today. >> And with that is Brian Moyes are in the House. And I hope I'm hoping I'm saying your last name correctly. User user apologies. Welcome and thank your application in your interest to council. We'll get we'll get right into the questions explain your experience if any, with a similar board. More specifically include your involvement related to design decisions for new construction and or renovation of an existing building in areas where new development encouraged. But compatibility with existing cultural resources must be achieved >> well, I I was on the cultural Harris board backhand. Probably 19. 99, I think has happened for a time and then more recently I served on the Cultural Heritage 2019 to 2024. And of that time I was chair for 4 years of that time. And kind of my background, my interest has always been historic preservation. And Santa Rosa. I >> an 18, 100's queen and that core and on the corner of >> Humboldt since then have done another and that Cherry Street historic district and a bungalow and the Burbank

Gardens. I have a lot of knowledge. On the resources that are necessary to come up with to take up restoration. Original. As well as the process. I'm gone through landmark alteration permit myself. A couple of different times and I've also dealt the neighbors of historic districts have understanding their needs and their concerns. That's perfect. Thank you. >> Question number 2, would you please provide an example of your experience with historic preservation and what you bring to the board to maintain the city's culture, including Matt, but not limited to preservation districts and local landmarks. Okay. Yeah. Like I say being on the cultural Heritage Board has been. >> great experience I have good college of the general plan. I have good knowledge of the zoning codes. Have good knowledge of the secretary of interiors recommendations, Forest Park preservation. I've had several both. Concept review as well as final decision making with previous design Review board. Representing the Cultural Heritage Board. I understand the challenges that come from a downtown station area plan. Versus the h districts for the historic overlay districts and issues that come sometimes, you know, your next question for that come into conflict. I understand the importance of a quorum. I understand how important it is to show up and be there at the meetings and my. 5 years serving on a cultural heritage. Ford, I

missed only one meeting. And there were times previous the cultural Heritage Board. That members of the public not able to get a decision because a quorum wasn't available. To me, that's that's embarrassing for the city. It's embarrassing for the board. So that's an important thing. Important thing for me. Also believe in the professionalism of the board. And what you're doing today is is extremely important. The fact that this is going to be a full council appointed with professional positions. And I'll be the first one to say I would happily give up. My potential seat if there was somebody with greater professional qualifications to what I have and I am just applying a son large, large position. So anyway, and I also am rooting for the success this new board. I think it's got some great potential. >> Thank you for that. We're all we're all ready for the success of this board of this board. Final question in the city of Santa Rosa. Achieving compatibility and meeting addressing housing those communal conflict. You've already alluded to this report. Provide examples of when or where or when or how you dealt with the conflict and how you resolve the situation. In my experience. Earlier on when I was on the cultural Heritage Board. The Design Review Board and the Cultural Heritage Board would both meet jointly for both concept review as well as final resolution. And the resolution would only pass

both boards. Agreed to it. And supported it. We've had situations in the past where the cultural Heritage Board because of what really their role is versus the role of the Design Review board. Would come into conflict and then the resolution would pass. And so what happened after that? Was the boards are separated. For final resolution decision-making. They still met together. 4 concept preview, but they were separated and making their own decisions for the final resolutions. What's going to happen now is with. Members of this board representing both sides. There's going to meet the need to be board members with understanding of the role of each side. The preservation people need to recognize the role of the architects who are wanting to see new construction are meeting housing needs and the same thing that the architects are going to need to understand some of our eye. Are bordering areas such as Saint Rose Neighborhood. Warren our Roads Square when the preservation U.S.. Making decisions. On preserving the structure that there has to be compromise. I understand both sides and I

feel like that I could be someone. Who could move projects forward and not create conflict are obstacles. Thank you for that. >> Looking to colleagues any questions. Seeing none. Brian, any final comments? >> Yeah, I just like I say, I just want to say that I'm really excited about. The creation of this board. I think it's going to. Solve more problems, then create problems. And I think that. Election needs to be professional balance that can work together to to achieve the call. So the city preserve the city's cultural heritage. >> Great. Thank you for for your many years of service and for being here today. Thank you. True fashion tier. Come on down. Thank you interest in your application in for being here today. Thank you. >> right. Well, operate in the questions. Would you please explain your experience if any, any with a similar board? >> More specifically include your involvement related to design decisions for new construction and or renovation of an existing building in areas where the new development is encouraged. But compatibility with existing cultural resources must be achieved >> so wouldn't say that. I have direct experience being on something like the Design Review board. I am currently on the Architects International Association an

entire chapter on the board for for that currently, I've practicing structural engineer for 20 years. My son, structural engineer. Born and raised Santa Rosa back in of working for the last 13 years. But then the structural engineer, a number of local projects, including in the historic district, the Hyatt Hotel, the ac Marriott Hotel. Currently the engineer of record on newest project that just got titled project it for 25 Humble, which is going to bring 300 new apartment units downtown. So as a structural engineer, obviously I bring a specific perspective, I think to this board, in addition to being sensitive to the design guidelines and the community You my take is usually around personal life whether that be extremely high seismic. Zone we live especially in downtown Santa Rosa, second highest in the code. And always fun funding opportunities in the liquefied soil on different issues to find across our city. And the other just perspective, I bring in a construction zone airs being sensitive to the creativity design, balancing the design with. With the efficiency which equals cost. And, you know, it happens to be that usually the more specifying that show's from chair, the more the dollar signs are on the project and that's why experience for last 13 years in Santa Rosa, it increasing just pressure financial pressure. Inflation will pressure of project You know, we there's a lot of reasons

why projects struggle to happen. But more and more. I see its its budgetary issues being the number one. So if there's opportunity to provide input that might you maintain designed to correct, provide, you know, ways too, see a successful project app. And that's I think the real I can serve. Excellent. Thank you. Question number 2, would you please provide an example with your experience with historic preservation and what you would bring to the board to maintain the city's culture, including but not limited to preservation districts and local landmarks. >> So it's personally I've I've had a little bit of experience with historical projects. The Santa Rosa. Did look with the developer. I converting the a touch, you know, building in revolt square to multi-family apartment project. But once that went through the board process and developer discovered what was going to be required to make that happen. And it's on the property my personal experience is probably more related to not for reason and a number of projects there self and our company, including Braille Building, which was converted. The Stone Brewery, of the oldest buildings commercial buildings in and then a cool and was tough at the winery, which heavily damaged in the 2014 up earthquake. Just about fell 3 to 4 feet off its axis. And we worked closely the owners and everybody to get that that building restored and safe and retrofitted both those projects, one California preservation of words. Under

the proud of that. Excellent examples. Final question in a city of Santa Rosa achieving compatibility and meeting aggressive housing goals could mean conflict to provide an example of wonder how you dealt with the conflict and how you resolve the situation. >> one project story that comes to mind is in specific housing project. But it's the epicenter overall plan a road and them a place indoors. Talk around here. But if so, you've been through there that project. Used to be an old wine storage building 100,000 Square Foot building in when the owners of Sports City came and to us and the design team to convert that building to what it is today. Everyone was excited. We got into the design and then it was discovered in the design that by increasing the use, the occupancy to above 300 changed its risk category, which the critical piece of that meant that per code you had to upgrade to building to current code. And that's the biggest thing I see with existing buildings is, you know, we can't just pretend that they're going to be stop your fingers and, you know, the current code requirements. But if that were the case in this project. Whatever what happened? So what we did and I worked closely with the chief building official the time Rick Sutherland on one of the first uses of the city of the building code called c 41 to seismic rehabilitation code, which essentially gives a lot of tools to structural engineers and designers to utilize the existing elements upgrade where it makes sense. But, you know, maintain the existing structure as much as possible. So yeah, really proud of that project. I love to see the communities still enjoying today. Excellent example, looking to council for any additional questions. Any final comments on your

end? Yeah, just to that. And you know, since I've been back in Santa Rosa working, you know, it's really revitalize my career. Because Santa Rosa, maybe as we all appreciate is is a great, both big and small town that, you we can be working on big, exciting projects developing the city, but also myself here, contributing to that. Our company's 8 come work for part owner of as structures years has been and centers of 50 years. And we used to be just down the street on 4th street near Foster Friess, for like, you know, 30 years. And we just move downtown above Barnes and Noble last DECEMBER and I have to say that, you know, just being down in downtown Santa Rosa last 5 months even reinvigorating. My love for the city even Just the excitement and the last week with the Russian River Pliny release and just being a part of the city is is encouraged me to be more involved and see this place be successful, especially urban core great projects come to life. That city. You could not possibly have included with a better statement. We thank you for all of those words and thank you for being here today. With that, we will move on to. Checking my item 8.1, our proclamation for the week of the Young Child. Whereas the Child Care Planning Council of Sonoma County another, the organ organization's in conjunction with National Association for the Education of Young Children are celebrating the

week of the young child. >> APRIL 5th to 11, 2025. And whereas these organizations are working to improve early care, education opportunities that provide the foundation of learning for all children in Rose and whereas the first-year a chill child's life. Is the period of most rapid, the first years of a child's life is the period of most rapid development and lay foundation for all future learning. And whereas participation in high-quality early-childhood education saves taxpayer dollars, makes working families more economically secure prepares children to succeed in school. Earn higher wages and living healthier lives. And whereas many early childhood educators earn property level wages do not have basic workplace benefits such as health insurance paid sick leave. 45% of family childcare providers and 50% of childcare center, teachers and assistance in Sonoma County used at least one form of public support. Most often Medi-Cal. And whereas young children, its skilled educated competeing consistent uncompensated early-childhood educators and whereas working families need sufficient accessible and affordable, high-quality childcare spaces beginning at birth to be available in the community. And whereas early-childhood educators need the ability to earn a professional wage. That is commisioner with the required education skills. They bring to the complex invaluable work. They do. Now, therefore be resolved that Mark Steph mayor of the city of centers on behalf of the entire council recognizes. APRIL 5th, the 11th as the week of the young child. >> Thank you so much. To do a photo opportunity here in a second. But we have primo here. Wonderful is the

microphone is yours. >> Kazan on. All right. Yeah, my name is Lance to Primo and I'm the coordinator with the Child Care Planning Council and on behalf of the Child Care Planning Council, Sonoma County. I want to thank you, Mayor staff and council members for acknowledging the importance of early learning and childcare in our community and for uplifting, the people who work in this field. Caring for our youngest citizens pay rates much lower than they deserve. And as a parent of 3 myself and as a former preschool teacher and as the Santa Rosa resident, I am incredibly proud to be here and accept this proclamation of the week of the Young child. >> Thank. Thank you so much. Was woken up for public comment and will do a photo. Are there any members of the public here who wish to speak on this item? Seeing none lives come on down take let's take a picture. Move on to item 8 point to our proclamation for Fair Housing month, MR. Thank you, Mr. Mayor. Whereas the principle of fair housing is not only state and national on policy, but a fundamental human concept, an entitlement for all citizens and whereas discrimination based on race, national origin, gender disability, familial status, exclusion of minor children. >> Religion, marital status and sexual is illegal in California. And whereas as a community, we welcome all good neighbors recognize the contributions of and written it and richness tendered by a wide variety of young and old male and female people of all

colors and ethnic backgrounds, religious traditions, etc. And whereas interested parties from both the private and public sectors. Participate in a city state and national effort to promote fair housing. Now, therefore, Mayberry be resolved that Mark staff, the mayor of the city of Santa Rosa on behalf of the entire city Council in recognition of our community to hear right claim the month of APRIL 2025. To be Fair Housing Month. >> We are Callahan Callahan. You're you're wonderful. Might the microphone what either actually either one, that's fine. Down here for a photo anyway. Thanks for coming in today. >> Hey, everyone, thank you so much to the mayor and to City Council for the proclamation. My name is Maria. I'm a Santa Rosa resident and an attorney at fair housing advocates of Northern California. It's so important to us that Santa Rosa recognizes the importance of fair housing month, especially in light of the climate. We find ourselves in today we're facing an orchestrated attack on civil rights at the federal level and fair housing organizations like ours are in the line of fire. Our federal crime contracts were recently canceled in the middle of Graham period. We've been a large funding gap and federal funding has long been the lifeblood of organizations like ours in the face of losing that funding. We're having to address these funding shortages and various ways. So we really truly appreciate the support of Santa Rosa over the past years and look forward to continuing our partnership and this work that we Thank you very much.

Thank you so much. >> We do a photo in a second. But first looking to public comment. Are there any members of the public who wish to comment on this item? Seeing Let's take a photo. Thank you. Can for their patients. It's been a busy night and we're going to jump around a little bit for tiny reasons that we're going to do. The usl item next item. 9.3 and then we're going to go to public comment. I'm not agenda items. And then we're going actually do our public hearing. And then we're going to circle back just to keep everyone on their toes. With respect to the agenda tonight. But first, let's go to item item. 9.3. Economic development, strategic plan update and United Soccer League interest in Santa Rosa this item was continued for the MARCH 18th 2025 regular meeting. Scott Game. Welcome. >> Okay. Good evening, Mayor. Vice mayor members of the council gave Osburn director of planning and economic development. And joining me here today is Scott Adair, our chief economic development officer. Really excited to present today. Staff briefing really broken down into 2 distinctly different parts. We will use the first part to just provide an overview of what our economic development team is working on, consistent with our economic development strapped plan. That will be a reoccurring meeting will come to the council on a regular basis to provide an update on that. And the second part is is very exciting for us. It's a specific project that we're working on that's associated with usl her, the United Soccer League and potentially bring professional soccer to Santa Rosa. It's a very

beginning stages of this conversation, but very excited at least have the opportunity. And what we'll talk about today is really what that timeline potentially looks like some of the parts and pieces and will discuss specific negotiation agreement that we have executed along these lines. So with that, I'll hand the presentation over to MISTER Chair. >> thank you, Director Osborne for that introduction. Good evening, Mayor Vice mayor and City Council. My name is Scott Adair and I'm the chief economic development officer for the city of Santa Rosa as Director Osborne indicated, I am here tonight to provide an update on economic development division activities and strategic plan, implementation, Progress. Very excited to share that. To date. We've accomplished a number of things as a small but mighty economic development team for the city of Santa Rosa. If the implementation plan for the Economic Development, strategic plan was completed and that implementation plan was launched in JANUARY of 2025 the business Concierge program, which is a companion effort to that plan. Which offer support and assistance to small businesses was completed in launched in FEBRUARY of 2025. The Economic Development Division held its first rise and thrive. Business meeting designed to support underserved and disadvantaged businesses. This occurred in FEBRUARY and this meeting will continue to reoccur quarterly with the next meeting in MAY. The room, 6 refreshed project as part of the one-stop shop program is now complete. The Economic

Development division hosted its first community economic development said trick community meeting in that space in MARCH. The one stop shop program. That development is approaching 50% completion. A consultant has been identified to assist with the Web portal content development and contract negotiations with that contractor are underway. The Santa Rosa Old Courthouse Square Farmers Market program is now ready to launch the first downtown fresh food farmers market with an emphasis on fresh local produce and agricultural products. It's scheduled for MAY 18th and will run through SEPTEMBER. The second Sunday's program, program, which is designed to activate public spaces in our downtown with family-friendly events and activities is also nearing completion with our first to second Sunday planned for JUNE. The re-imagining Downtown survey initiative is complete over 1300 responses from the community were received over. 70 of those were from local businesses. We will continue to meet with local businesses face-to-face. We will also meet with the downtown action organization. The Railroad Square Association and other partners as we discussed opportunities and impacts for activating downtown spaces. Development of the pop-up program, which was first presented to your council in NOVEMBER is approximately 50% complete with the target launch for this summer and JULY. Santa Rosa also just completed participation in its first retail academy, a two-day event to analyze Gap Analysys and retail trends as part of our business recruitment strategy. And we are ramping up for the icsc retail recruitment effort which will occur in MAY. The economic

development team has also been in conversations with United Soccer league about their interest in Santa Rosa. And I will provide an update on usl in greater detail immediately following this briefing. Moving on to some arts and culture updates. The our intern program is nearing completion with anticipated launch for summer semester. Digital scanning of the a solid panels is complete and casting of those panels by the Foundry is scheduled for JULY. The Big Belly trashcan Initiative in Roseland featuring 10 Sonoma County artists for all ages is complete. Those cans have been installed can be viewed. The city through its public art fund and has through buying through the a p p c also sponsored for art pieces in celebration of Earth Day and for Earth bound the Art for Sustainable future. Exhibit. Those pieces are currently on display now in the square and they will be on display through the end of APRIL. Currently, the temporary Art Walk plan also has been approved by the ap pc and a call for art is currently open. The team is also continued its marketing efforts to increase awareness and diversity for economic development programs and initiatives and art and culture initiatives. From JANUARY to MARCH 31st. We had content views exceeding 200,000 and the reach of more than 200,000 individuals and had nearly 10,000 social media post engagement on our online activities. We've also made a number of web design changes to create a more user-friendly user experience online for the community in for residents,

including a new get involved tab a public, our proposal form, which is now available online applications for service on the art selection panel. It said Rep. And finally this expands for the 30th annual live at Juilliard concert series have been selected and the series will be announced and we will begin marketing that in earnest next month. So as you see, we've been working on a few things and very excited to share those details with you. That concludes the Economic Development Strategic Plan Update. Thank you very much. And we wouldn't be happy. Mayor. This is part one of our presentation would be happy to take any questions and comments at this time before we move to part 2, if that is your preference. >> Sure, let's do that. Any questions in this part of presentation? Rogers. Can we get that writing? Absolutely. All right. And I'm just going to add that news about the farmers market downtown and the U.S. Our found both really good pieces of news. We for years for that found that's outstanding. >> if there are no further questions, we move on to part 2 of the presentation. >> Mayor vice mayor and city council in please to move on to the second portion of our update for the evening. I will take this time to provide an update on the interest that the United Soccer League or usl has an expanding that to the Santa Rosa Market. And it will highlight some of Santa Rosa's market potential for professional soccer in our community. For backroom. As we look at the potential of bringing a usl team to Santa Rosa, I would like to first crown the conversation in the

city's broader strategic goals as outlined in the strategic plan that your council adopted in APRIL of last year. Our economic development, strategic plan, as you're very well aware, touches on building a vibrant and sustainable economy. Professional sports can potentially play a powerful role in that effort. Sports and entertainment projects if done correctly. And we're looking at other cities where this has been done correctly, can help to drive not only business growth but can help to bring community together, especially where it increases regional viability and can help to be an engine for civic pride. By engaging with United Soccer League or usl. The city of Santa Rosa is actively advancing the key priorities that are outlined in your economic development. Strategic plan for the community, namely resiliency, growth and community investment. The potential development of a multi-purpose stadium and surrounding mixed use amenities supports efforts to revitalize underutilized areas throughout our city, attract private investment attract capital investors and promote sports and entertainment as economic drivers for the community. This initiative also aligns with the city's goals to increase revenue, activate walkable neighborhoods, and strengthen Santa Rosa's overall identity in the region. Additionally, this project response to community investment objectives by enhancing quality of life to providing new recreational and cultural opportunities for our residents and serving the city's diverse and growing

population, particularly our younger residents who reflect the core demographics of current soccer fans. So who's us out? The United Soccer league began in 1986. As of men's soccer club. Was a minor indoor soccer league. But today it is considered to be the largest professional soccer organization in North America currently overseeing 3 men's leagues usl Championship League. A usl League one and usl League 2, 2 women's leagues. The usl Super League in the women's Western League. One, the league player development platform also known as usl Academy and a national youth platform for Youth. The usl is built on a proven and recognize model in international football and counts more than 200 clubs in its membership. The United Soccer league season Santa. See Santa Rosa as a prime location for a professional soccer franchise as the largest city in California's wine country. Santa Rosa boasts a strong population, a strong local economy in a deep rooted passion for the sport, which is evidence by high soccer participation amongst youth in our community. With limited professional soccer competition in the area. Usl Club would have the potential to quickly establish a dedicated fan base here in the region while also benefiting from the city's strategic location along Highway The key difference between us. So and mls for the Major League soccer wise and ownership,

finance and organizational structure. Mls uses a single entity model. We're owners buy into the league and share profits and losses while usl teams are independently owned and operated at their own financial risk. Mls has a strict salary cap system and centralize rules. Where is offers more flexibility within that organizational structure and different pay structures for its players for Santa Rosa usl envisions that men's team would initially compete in either the usl Championship League or usl League one. While the women's team would also begin play in the usl Super League or the usl West Women's League, the competition level of each team will be determined based on several factors, including capitalization. Ultimate ownership in corporate structure for the franchisee of the team, the strength and capabilities of that ownership entity and the group acquiring the relevant usl franchise, the rights, the size and scale the stadium and any other ancillary real estate development that might occur around it. In terms of leagues for the region. As you can see, pictured here, Santa Rosa would fall in usl Western Conference. The Western Conference is one of 2 conferences which exist in the usl championship tier of soccer clubs. The existing usl championship level leagues in Northern California is pictured here on the slide. Our Monterey Bay, the Oakland roots in Sacramento, Republic. There are no California-based usl Championship leagues in the northern part of the state nor are there any in the north of Sacramento and none in California north of the Bay

Area along Highway What does this mean? This means that there's plenty of opportunity for us and for our region. Without a local league and without having to stadium nearby soccer fans in usl fans in particular are already traveling out of the area. And this has been reported. We know this is true. 2 usl championship markets elsewhere or they're getting their experiences online. So why Santa Rosa, as you can see here in the demographics that are indicated on the screen. Santa Rosa has the ingredients to be a top soccer market for the leak. Santa Rosa soccer market appears to be presently under utilized the overall population. Demographics of Santa Rosa plays a significant role in new cells. Decision to explore expansion into our great city as the largest city in Sonoma County, Santa Rosa offers a substantial and growing fan base that aligns with the league's target. Demographics. The city's younger median age group, its diverse population and favorable education and income levels. Very closely mirrors those of successful soccer markets in other regions. And we've been analyzing those markets combined with the finding that 87% of the regional population identifies as sports fans. These factors suggest a strong potential for sustained attendance, community engagement and long-term viability for the sport in Santa Rosa. This slide indicates information

research that we obtained from Decoder. Decoder is a syndicated fanned database which has been developed by vision insights and it helps sports organizations and communities to understand and engage their fan bases by understanding insights into fan behavior, sponsorship, references, family loyalty and Sandra, it also indicates that most soccer fans are under the age of 34 Santa Rosa's total population. Almost 75,000 individuals fall within this age group, given us elves identified the Santa Rosa's younger age group not only creates a strong segment for usl championship level fanbase but also create strong opportunities to engage and youth clubs and other opportunities for younger family were for families and younger soccer fans. This slide here indicates and reflects information also captured by Decoder, which shows that by d-ma is our designated market area, which is the geographic area that makes up our region's media market. That Santa Rosa has a high density built-in soccer fan base already resulting in a high concentration for soccer. This is important because a high concentration of soccer fans with Santa Rosa's dma signal strong market potential and built in demand. It shows that local audiences not only present but is already engaged with the sport. Greatly increasing the likelihood of sustained attendance and community support and sponsorship interest for usl. What does this translate into? It

translates into reduced market risk and to better potential for long-term success. So to this end understanding that the community is right. >> For soccer and usl expansion. Our city manager has executed a letter of intent with usl which establishes a period to Explore League expansion into Santa Rosa. The basic tenants of that letter of intent or lly between the city of Santa Rosa in the United Soccer League are as follows. Santa Rosa agrees to negotiate with usl for a set period and prevents from negotiations with competing leagues in the nearby region under an exclusivity agreement. For ancillary development. There's potential for mixed use development around the stadium. Will hold a right of refusal for related opportunities and this will be part of the exploration phase Stadium planning. Parties will identify and evaluate sites for multipurpose stadium with a minimum of 5,000 seats which meets U.S. Sells stadium standards, ownership in operations. The yellow. Why outlines plans to negotiate ownership management and operations of the stadium, including compliance with the Surplus Land Act public land is used. Financing investment both public and private financing options will be explored ownership structures and financial commitments will also be thoroughly vetted and defined. It is important to know that by working under low light, this is an exploratory measure. Only there is no physical commitment to us. So or by the city or immediate adverse fiscal impact as a result of performing the work

under this agreement. So as far as next steps, some of the critical next steps is seen here on the slide include community outreach, identifying key partners and stakeholders who are needed to aid in the site selection process, completing various market studies and now sees developing a holistic approach toward a sports entertainment master plan for the city. This work will ultimately lead to an be necessary for identifying and owner and operator for the Club for drafting the development agreement between the city and us all stadium owner in the league franchisee. The timeline of the It is for 12 months with an option to renew for another 6 months. Some of the more specific action steps over the next 12 months will include a careful review of zoning and land opportunities, restrictions and allowances as well as further market research to understand the demand for and financing options and hurdles for the development of a stadium in our market, robust community engagement will also be part of this process with the community outreach efforts already begun and being led by the city's planning economic development. Communications teams under the guidance and leadership of our city manager. With that, I can share that more information and ways for the public to engage is available online. The public will be given different ways to engage throughout this process to provide input series of community forums are being planned with the first community forum occurring JUNE 4th, 2025 from 04:00pm to 06:00pm. Once we have the

details on the location for that, we will broadcast that publicly and make it available to the public. The public can also find more information online, including a set of frequently asked questions. And we'll also have the ability online to sign up for updates and announcements at our city Dot org slash usl. I do also want to mention that usl is here today in support of this item. Has is a representative of the governor's Office of Economic Development who has been lending assistance to the city throughout this process. This concludes my uso update, thankful very excited and grateful for the opportunity to share that with all of you. >> An exciting update indeed. Bring it back to council for questions Donald. >> He just wanted to know there's any kind soccer field that's required for a championship soccer that has to be like a all weather field what's allowed. >> That's a wonderful question. Council member. Yes, usl has defined certain requirements for fields in for stadiums in order to meet the criteria for that level legal operation, that will all be part of the discussion that we will be happening. Having as we look at potential locations for a stadium and for those fields. Great. Thank you. >> Opening up for public comment. Are there any members of the public would like to speak on this item? Please? We have microphones on both sides council chambers. Let's use them both go back and forth. Flores. >> Thank you, Mayor. Stop.

Good Evening Council. I did not realize that the United Soccer League presentation was on the agenda today. So I'm excited about this because I played competitive soccer for about half my life. That being said I was a child or as an adult or others. Well, I typically want attend the usl game. I'm the English Premier League supporter. I like to support the higher ranking leagues and so with the home team, I think that we would actually pick a lot of interest. I used to help. Coach, are you lead to go, which is a local club based in Santa Rosa. And when I think of as you express in the presentation, marginalized communities and the teams that I would serve, that would be a really affordable family event to go take the entire team's too. So during our youth outreach, I see going to pending very soon. And I think that our local community will be really supportive of this project. I was a triple varsity athlete in school. And sports always kept me out of trouble me focused. I can say that the girls that I was coaching, they had the average of about a 3.8 gpa. And so sports really helped them to develop necessary life skill. So that's a key component. But I'd like to better understand that the usl runs youth clinics or how they expand upon the league itself with are you? So thank you. And GOD bless. >> Thank you. And we'll go to the other lectern. >> Justin back is the deputy ceo and chief arrested officer at the usl. I just want to thank the mayor, the vice-mayor, the city manager in the council for the opportunity for us out to be potentially part of your

community. As the speaker here just mentioned, I think the data shows for a long time that. >> That Santa Rosa could be one top soccer markets in the country. >> Recently, what made us go made Santa Rosa go the top. The list, though, was >> working with Scott and his team that, you know, really showed us where the city was going and usl wants to be part of that. Given we have 2 minutes, I just like to address, you know, the comments that you made and that's really what usl is all about. We are community-driven clubs. And so the eu side were the only in the country to have a full pathway for boys and girls all the way up to professional. I think it's critical that we spend some time speaking about the importance of having not only professional men playing, but to have little girls be all to see, you know, their role models with these amazing women athletes compete when week in and week out right here in Santa Rosa. So that's huge part of our mission, along with the massive economic development. We have over 3 billion dollars of stadium anchored projects around the country. And another 3 billion coming over the next 18 months. So that is why we couldn't be more excited about Santa Santa Rosa. We had a great opening weekend Oakland with 26,000 people. We were sold out in the Antelope Valley with a new club. They just started there and I have no doubt that Santa Rosa. Well, not only the one,

the top clubs in usl, but every match will be a two-hour commercial for this amazing city. So on behalf of the U.S. Sellers want to think this community for entering into ala wai so we can explore this further. These projects are hard. They require a lot of stars to align, but we've moved this to the top of our list and have committed the time, energy and resources to work with this council. And with Scott and his team to make sure that we can do this right, because that's what Santa Rosa deserves. And again, on behalf of us out, just want to thank you for the opportunity to explore this. Potential partnership. Thank you. >> Thank you so much. Next, Speaker. >> And members of the council. Thank you for having me here today. My name is Tony Gomes. I worked for the California Business Development Office the Economic Development Office for the State of California. In my role, I get to work with excellent economic development partners like Scott in order to bring projects like this one from concept into reality. And I'm just here today to express my support for this project and to let you know that we are ready to roll up our sleeves and bring all of the resources that we have. That job is to bear on this project, including permit development, prevent support and economic resources as well as workforce development dollars and other bonds and options that might be available to this project. On a personal note, I'm a resident of Oakland and I am so grateful for the investment

that us all have made in my community. I was there with the fans on opening day and it was a great opportunity to celebrate and to gather and come together. And I'm really excited to see what the U.S. All can do for Santa Rosa. Thank you. >> Thank you so much. Are there any other members of the public would like to speak? Seeing none. Let's go back to council for expressions of enthusiasm, support. What would like to speak. Ms Rogers. >> I'm excited and I don't even play or watch soccer. For football. But I'm excited. I'm ready to go to a game. Make me a believer. You made me a believer. Sound ready? MR. Craig, >> So extremely enthusiastic about about this. I'm very excited. I have a young son plays competitive soccer and have a daughter who plays still wrecked soccer and her mother coach or last year one of our rituals of my son and I have is every Saturday I wake up and I go downstairs, make a cup of coffee and I'll turn on Peacock. Were usa and we'll watch English Premier League. Hopefully West Ham's on which is that we support and what of sit there and watch professional soccer together. And that's mostly because San Jose's too far of a drive with traveling for soccer, sos Oakland and Sacramento. So this makes it really exciting for us and for those of you that are familiar with the uso, they've just got approved for relegation promotion concept, which is the European concept, which means if you win enough, you can go all the way up to the top tier. If you losing go all the way down and it allows for small little cities by like it's which and others in England to have these really small community-based teams go all the way up to the highest level and play the best

players in the world. >> And that is really exciting and a great opportunity for us and then, of course, there's all the economic development and opportunity and youth sports if you go this. But I'm so enthusiastic about this and I'm very, very excited. >> I come from a English barely family, but I but I'd like to be made a believer and I'm over the moon. Excited for the economic development for our community, but also the opportunity for people to have a gathering place to come together on a regular basis and make our community stronger. Let's do this. As Ben Willows. >> I'm really excited I think this is going to be a wonderful thing for the community. I I grew up around soccer and my family's really into soccer. >> And there are actually a few of female teens I know of locally, which you probably are familiar with. So I have friends at play soccer who are who are >> 50 So I know it. I know that this is really a really perfect demographic for >> this. So I really see this materializing into something really, really good for Santa Rosa in terms of economic development, but also something for the community and that families can really enjoy together. So I look forward to all these next steps and the details that will come later. But I think this is going to be really great. Thank you. MR. Donald. Thank you, mayor. This could not come at a better time, especially after earlier presentation around the budget. So I really appreciate this presentation and

>> all I really know about soccer is Cristiano Ronaldo. And David, so I appreciate learning more about what we've got going on here in Santa Rosa. I do want to thank everybody for working with us and this is so exciting. I find Santa Rosa, one of the most beautiful places and the world. And it's so exciting to see things like this get brought her community so we can have a spotlight on all the fun things we have to do here. So thank you, Scott, to the entire team and head for all the work thank you. Did city manager for your vision on this? No, well done. And it's it's nice to hear from our partners at the state level as well that they see this is a great project moving forward. I'm on support. >> And I'm going to reiterate what my colleague said. Thank you. Thank you to usl for for bringing this opportunity forward. Scott and again, thank you for bringing to this Thank you to the for their support in the background. This is this is good all the way around in terms of community building in terms of economic development. This is going this is already bringing a bringing a lot of energy to the community. So thank you so much. I think you can sense that the unanimous support they're getting from the day is here and the city wants to wants to assist in any way that we can. And with that, we'll conclude is item. Thank you both. Of course, we're not going to include this item. We have a photo. If I all the parties could come down snap a quick picture. All right. Thank you again, everyone for their patience. As I mentioned earlier, we're hopping around a little bit because of the odd timing of the meeting. We're gonna go down to our first public comment on non agenda matters. So this is a

chance for members of the public to comment on items that are not on the agenda. Do we have any members of the public here who wish to make comment on any items not listed? As Flores? Are you making your way to the podium? Perfect. MISS Flores, your first MR. Helber. >> Good Evening Council. First off, I'd like thank mayor stopped for running these meetings so efficiently. I really appreciate the way that you run our meeting. So thank you. Secondly, I'm only here this evening because I'd like to think city managers move for doing something very admirable that was recently published in our paper. She offered to take a pay freeze for the next 2 years due to the budget deficit that we are facing. That is extremely severe and needs to be addressed. So I'm grateful for presentations like the one we just had to generate new revenue streams. But that being after I read the article and the press Democrat, I was irate because the the bulk of those subscribers happened to be white and we do all of this virtue signaling we. Passed a resolution here with the city saying racism is a public health crisis and not they should be about race like I'm tired of it being about reasons. I'm biracial myself, but city manager Smith is more than qualified to be doing her job. She has an impressive background and skill set and my mother was the 3rd highest paid employee within the city of runner up Archie was the interim city manager in 2005 in sure. The long-term finance director a woman of color. And I know how much time not takes

away from the family because I didn't get to see my mother very much. And then she died a year and a half later after being forced out from her job. So to see anyone take away from this move accomplish is for the city. Jaime, extremely upset because as I expressed a council we have over boys and Girls Club. Sonoma Marin, Jennifer Wise ceo and her spouse collectively are generating and annual revenue for themselves over $700,000 a year. So again, not a white woman and nobody questions lot aside from myself. So none of this should be about race. But because everyone in this county has made it about race and I'm actually a product of integration and I'd like to speak on it. And I give 100% kudos to the council for supporting your city manager. She does a tremendous job. So I just wish that the community could recognize that more and she is not over pay to. Some people have stated because my mom was making about 180,000 and that was back in 2011. So times of change, the cost living here is ridiculous. And it's going to continue to go up in the next 2 I just the community to be mindful about. Thank you and GOD bless. >> Thank you. And MR. Holder's at ub behind a lectern. All right. Perfect Europe, ok? Thank you. >> Oakland is having a special election today. Are you aware that it's interesting. Appear to be towards bankruptcy. Have 140 million dollar. Structural deficit and no plan whatsoever really close it. They try to blame loss of covid stimulus fund. And you know that that that's not correct. What's going on is businesses are leaving. Crime is increasing. And those sales taxes down because of businesses are

closing. Election includes 2 main things. One is replacing the crop. Mayor up on federal and corruption indictment was So that picking a new mayor. And secondly, they have a on about what jack up the sales tax from 10 and a quarter 10.0. 75 that is horrendous. You know, that exactly the wrong thing to be doing. The reason I bring this up, I mean, this is not under under your purview, but you should think about what's going on here. Because if they go bankrupt like that will be just massive. There will be a disaster. And what what you see time and again same thing. You know, the the city council and the board sees a problem and they failed to get out front of it. They try to minimize the cuts. To make everybody happy. And the long run, this is the worst thing to do. You got to get out in front of that make the deep cuts to balance a budget so you don't get in this situation to begin with. Because, you know, regardless of Jack, sales tax, a tense 75, which is ridiculous. That would only raise its as 30 million dollars. And so is nowhere near closing the gap. So they're in a no-win situation and you better Key from getting in this type of situation ahead of time by by making the deep cuts to really will benefit everybody in the long run. Thank you. Is there a Georgia Park are still here? >> George, the microphone is yours. >> Good evening. I've never done this before. So. There's that members of City Council. My name is George Resident

small business owner here in Santa Rosa, California. And here tonight to respectfully ask the council to consider a stabilization policy for self storage units in our city. Specifically a cap on rent increases of no more than 10% annually. As we all know, the economic environment shifted dramatically in recent years. Prices are surging from housing and groceries to gas and insurance. While wages haven't kept pace. At the same time, we're seeing record profits in industries that provide essential services and self storage in Santa Rosa is now one of those. For many people in Santa Rosa Storage is not a luxury. It's a necessity with rising housing costs, more people downsizing, relocating sharing space storage units have become a crucial extension of the home, especially for the homeless. They hold family heirlooms tools for work, small business materials. And the things that we longer have room for. But we can't afford to lose. Think everybody in this room zoo self storage, some point. I want to share my experience. A rented the unit and extra space storage in Santa Rosa over in MacDonald's district over them. And they're putting up a brand new one right next to it. I was drawn in by the low, move in special just a few bucks a month after jumped up to the standard rate, which is what we all expect. You know. When I didn't expect were frequent price hike, sometimes twice a year with increases between 50 and 100%. My original rate. When I ask the manager about it, I was told the company raises prices based on the total availability of storage units in Santa Rosa City, not based on rising costs, put simply on

what mark the market can bear. The last space available, the more they can charge and this kind of model is unsustainable for everyday people. So I want to be clear about something. I'm not an activist. I don't fully understand how laws are made in this town. And I've never done anything like this before. But I'm speaking on this because it matters not just to me, but to so many different people in Santa Rosa. I'm asking for professional help and leadership from our elected officials to make this change a change that could benefit people all across the city. More willing to help, however I can, but I will need guidance. I truly believe this is too important to ignore or pass office. Simply another upset citizen venting. This issue is affecting real people's lives in a tangible way and it's only getting worse. A 10% cap on annual increases is a fair solution protects renters while. Still giving businesses the room to adjust for inflation. It brings balance and responsibility into a system that currently has. Thank you for your time. >> Thank you, George. Are there any other members of the public would like to speak? Seeing none. We're gonna hop around again this time or to go to our public hearing for the evening item. 17.1, our public hearing to authorize middle of the fiscal year 2025. 2026 action plan to the U.S. Department of Housing and Urban Development. Maureen Kelly, welcome. Thank you for your patience. The floor is yours. Good evening. Good evening, mayor set up and city council members. My name is Corey Stewart. I am a program specialist with the Housing and Community Services

Department. >> And then company by today by Kelly Qaeda and In summary. But we some by presenting a some middle of the fiscal year 2025. 2026 action plan. And where requesting your permission. The summit. Summary, the city of Santa Rosa is an entitlement jurisdiction of U.S. Department of Housing and Community Development or hud. Had requires us middle of an annual action plan to receive community development block Grant Cdbg, home investment or home and housing opportunities for persons with aids or hopwa grant funds in order receive these funds require city submit an annual action plan that is scheduled to be submitted on MAY 15th. The council action item being requested is approved middle of the fiscal year 2025. 2026 action Plan. Some background. The consolidated plan is create every 3 to 5 years and identifies housing and community development needs goals, priorities and strategies. Action plan is based on a 10 foot provided by hud. And it's a counterpart to larger consolidated plan. The action plan defines how the annual federal allocations will be spent during its fiscal year. Be the second action plan. And the city's 2024 2027 consolidated plan. Action playing goals. The first party goals of the action plan include increasing the supply of affordable rental housing for city's

lowest income households, preservation of existing affordable housing stock, providing housing assistance for related supportive services for low-income persons, living with hiv or aids and their families and providing housing and services for special needs population. Annual funding. Each funding source is anticipated be allocated using the following percentages for cdbg funds. 85% of affordable housing in administration and 15% for services home funds. A 75% of the tenant based rental assistance. It required 15% for community housing development organization or and then 10% for administration. And for help of funds. 97% to the service providers and 3% to the administration. Continue with the funding fiscal year 2025. 26. These are the estimated to total amounts funds by program. This includes both a grant allocation program. Income generated for beach source. The cdbg is estimated total is 1.3 million. For home. It's just slightly over 700,000 and for Hapa. It's just over 520,000. Again, these are estimated for 2025 2026 funding allocations and they're based on our 2024 2025 funding awards typically announces our actual allocation amounts by the end of MAY. Our public services as mentioned, 15% of our cdbg allocations can be spent on public services preparation for distributing those public service funds. We first released an oath on JANUARY 22nd. We just hosted a public

meeting on FEBRUARY 5th discussed action plan and the public service application process for addressing homeless, fair housing and help with services. We received 5 applications for funding. We return at a future for city council meeting with funding recommendations. Once we have received the actual 2025. 2026 out. Outreach and public comments and preparation of the annual action plan. The city followed has requirements by that justice discussed the first slide. Conduct a virtual community meeting on FEBRUARY 5th, along with the community meeting we send out e-mail noses to the continuum of care into our agency and organization, e-mail lists as well. It was posted on social media published in the newspaper and featured in the MARCH 20th issue of the City Connections, Weekly newsletter. There was also a public hearing. Notice posted for tonight's council meeting and all the outreach provided the opportunity for public input and comment. The draft that was made available for a 30 day public comment period from MARCH 14th through today, APRIL 15th of 2025. Copies of the draft plan were made available on the city's website email to any interested parties upon request and made available at the City Hall Annex the city manager's office and the central branch of the Sonoma County Library in downtown Santa Rosa. Recommendation. It recommended by the Housing and Community Services Department that the council by resolution, one authorizes middle of the fiscal year 2025. 2026 action plan to the U.S. Department of Housing and Urban Development in 2

authorize the city manager to execute any forms are documents required by to implement the fiscal year 2025? 2026 Action Plan. And that concludes our presentation. Thank you for your time. And is there any questions? Thank you both for the presentation and for all the work that was behind >> Looking to council for any questions. Seeing no questions. Let's open it up for public Are there any members of the public who wish to make comment on this item? Seeing none. I will bring it back to council for a motion. Ms been willows. >> So move adoption resolution entitled Resolution of the Council. The Council of the City of Santa Rosa authorizing sub middle of the fiscal year 2025. 2026 action plan to the U.S. Department of Housing and Urban Development and waive any review of the tax. We have a motion a second by MISS Rogers. At a city clerk. Whenever you're ready. Thank you. Mayor Councilmember Rogers. Yes, Kentucky. Councilmember MacDonald, I councilmember Fleming, yes, Councilmember Ben Willows. Vice Mayor Alvarez is absent. Mayor step. >> Yes, let the record show this passes. The 5 affirmative votes. >> All Thank you. Thank you both. Got distracted up on the dais. Thank thank you again for this presentation. All right. Then we're going to cut back to item 9.1. And I recognize that we've got we've got staff here been very patient this evening. Thank you, gentleman. But let's go to 9.1, our 2025 Earth Day event in Courthouse Square briefing. We should welcome. >> Good evening, mayor. Stop and members of council. My name is Leisha Koji. I am the

research and program coordinator for Santa Rosa Waters. Energy and sustainability team. And I'm very excited to be here today to formally invite you to our annual Earth Day festival. So this year our festival will be on Saturday. APRIL. Twenty-six from 12:00pm to 04:00pm. This is a free family-friendly event. That brings our community together to have vendors and sponsors performing arts and a lot of people to raise environmental awareness. This event will have free bike parking courtesy of Sonoma County Bicycle Coalition, local, food and drinks. And that bny booths hosted by Latina service providers. The Kids Section will be courtesy of the Santa Rosa Rec and parks. Are. So Martin Creek staff will be there to provide pollution prevention tips as well as talking about their new epic campaign. Use efficiency team will be on hand with water, smart tips and rebates classroom safari will be there as well to talk about their animals around conservation. And Stephanie, the start provide free face painting for everyone that wants attend. There will also be like, see planting really races and a bunch of other good stuff going on. The they're also be fare-free transit on Santa Rosa City bus Petaluma trance in Sonoma County Transit. This is the performance schedule for the day. So we will open with the public answers. And then it will be the taiko drummers eco hero's there will be the relay race like I mentioned for the kids activities and then

ballet folklorico will be there. And in between some of these activities, one country radio and exceed owes we'll be having like live radio during the event to bring people down. So they will also have activities between these events as well that they will host. And then like mentioned previously, we have Earth bound art for a sustainable future. So we have 4 really cool. Temporary art exhibits on the square currently and they will be there end of the month. So we had local artists that submitted proposals and a committee chose for pieces were installed throughout old Courthouse square. So they're listed on their U.S. Bound flips. On us, our city orbit. They're inquire within Dona Santa Rosa, quickest surrogate and contemplate it contemplated garden. So please check them out if you haven't already. They're very cool. The head looks amazing at night, too. So there's some really cool exhibits we have. So if you would like to volunteer for this event always looking for volunteers. You can volunteer as our city or exhaust birthday. And if you are free on Saturday, APRIL, twenty-six from noon to 4 use come to event. So yeah. >> And I can take comments or questions at this time. >> It's on my calendar. Thank you so much for that presentation. Looking to the few colleagues I have left here any questions. Alright, day, there's a lot. There's a lot of buy-in. Looking open up to public comment. But any members of the public like to

speak. Seeing none. All right. Just a final. Thank you for putting event together and you'll have you'll have attendees. It'll be a fun in Courthouse Square again. Thank you. Can't wait. Thanks. That move on to item 9.2 are measure and parks for all updates. >> And that is it's Jeff and Jeno's Dante. Directors. Watson. Say Santos in Tibbetts, welcome. Greetings, Mayor and council Dante Watson for the record director recreation Parks. And as company by directors, skinny deputy directors, Tibbetts. >> And Santos. At So we come here today to provide you kind of an update as to where we are relative to measure in expenditures, initiatives, programs. So as you know, this was commenced back in. 2019, which sunsets just prior to APRIL and 2029. Revenue breakdown is such that the county received 2 thirds. One-third goes to 9 cities within the county with Santa Rosa receiving approximately 1.8 million annually. In the very early years of this measures being in place. The undertakings where this significant and robust community engagement that took place to yield feedback as to what the committee would like to see relative to measure and funds. Also this parks prioritization report which gave us an assessment of our various assets and then a significant effort towards fire recovery. All right. I

think it was about 2021. I'm not mistaken. That council gave direction for a day to priorities at that point, as is indicated here, we were directed to provide cip 50% of the allocation. 40% going to maintenance with 10 going to recreation. All right. And set of slides here. It's essentially shows are projects that are nears coming to fruition. This slide as well as the next. What I want to highlight mostly here is in red outlined there is that's an indication of measure funds being utilized reduce funding gaps and bring projects to close to fruition as opposed to being further delay with allocation being elsewhere. So as you can the various encumbrances remaining need and status of the red, the various projects that are indicated here and also on the far right, we have an indication of previous measure in allocations that went towards these projects. So as I mentioned, this is a continuation. The ones where you see the zeroes was essentially because as I indicated on the previous slide monies that were allocated there were pulled from the there to front loaded to again projects that are more new year to bring into reality. Whereas we anticipate receiving additional allocation the future years, which will then in turn be allocated to these projects. All right. So what you're essentially seeing here in this next series of 3 slides here is on year. Green column to your left. You'll see an

aggregation funds that have been collected over. The inception to the present. The measure. As well as the ways in which it has been expended or plans to being spent. In the gray section. You'll see projections these figures are not specific to measure and their co-mingle with other fines. But this is these are projections of what we anticipate going towards these respective projects in the coming fiscal years. And then you have your totals on the on the far right. So summer. Similarly, as I mentioned, for parks, maintenance. Same deal. You have an aggregation of the monies for that effort the left Green column future year. Allocations and then also and you're right the totals there of. And then same here for recreation. So we have again, monies collected expended the projections for plan future fiscal years. And then also your totals on the right. And actually got to turn it over to Deputy Director Santos is to speak briefly on the next series slides. Thank you, Director Watson. Good evening. Mayor staff Councilmembers. >> We're just gonna quickly click through these. This is an idea we had to help visually represent where some of the projects we are working on in the city. And we're thinking of loading these to our Web sites in future years. So we appreciate any feedback you have that this represents half years, one through 6, some of the projects that were completed, defend the aquatic center say renovations to fire recovery as well as city ride

efforts such as the condition assessment and prioritization report for parks and the community engagement report. And then again, same thing. This is a a a larger look at that effort. The part of the park projects you see in the darker color kind of the brown color, our parks. We have funding for. >> And the parks that are lighter of the park's we like to do with this measure and funds or with other funding source, is part development, impact Fees ix So we want to give you a snapshot of that. Again. Same thing here for the measure. And from ancient section, we took a snapshot of the 2024 months, places where we have provided measure and funds as part of our volunteer program. And we want to give you a sense of that. If we collected all of places where we've measure and voluntary different, we would be able to fit it on here. But we want to give you a snapshot. And then for recreation. It's the same thing. The parks that you see in brown color are things we are moving forward with. Andy. Things are things we would hope to get to is to tax brings in. You know, if the measure brings in more tax year over year. So love to hear your feedback on whether that's an effective way to the community understand how we're spending our friends. I'll turn it back to director one >> All right. So in terms of next steps, certainly we're prepared to receive any feedback that you all have. There's a an update to our Web page are in process that we hope to have available for the community. So in the future, they'll be publicly accessible information about the status of measure m. Obviously we have will back in front of you

all in a couple weeks here for for budget approval. Individual project, program work plans and then provide a quarterly update to our citizens Oversight Committee coming up here in the very near future >> thanks to all of Bring it back bring you back to council for for comments. Questions rather. He's been with us. Hi, thank you for the presentation >> so I get a lot of questions out in the community about measure am especially as it pertains to the parks that are in my district. And I know it's not just my district just so, you know, some just wondering, is there. A place on the Web site where members of the community can easily. And I stress that word easily find this information and not just in that, I guess the number which is helpful, but also maybe sure wise because I know you have some great pictures on your Web sites, but picture wise to so that can specially c the progress because I think they think the measure and this what they've been, Tony, is not is not being utilized. And they want to know why. So I think that would really be helpful, certainly. So that's just really a suggestion more than anything else. But also if you already have something like that would be great to know with as was indicated view of the slide. That's something that we're working on to have an enhanced. >> View of that. We have site, but it's not it's not what you're describing. So that's what undertaking presently as we're trying to make it more accessible and more beneficial for the public to be able to

have information. Donald. >> Just a follow-up from Councilmember Ben Lemos said is what would be helpful, I think is if we had a detailed list aware measure and was being spent, you're one through 6 so that we all know just from council's perspective, but also the community can see exactly where every one of those pennies was spent. Typically in the city of Santa Rosa. So i think just to add on to that one question I have is around cip projects versus maintenance projects in the budget. Do we have a threshold any our like whether it is with streets and roads or with parks or with any of our departments that that actually triggers it to go from a maintenance budget to a cip budget. So if you're doing street repairs, if it's like an internal thing versus here's our threshold of $5,000, now, it's actually Considered a cip project. Do we have any language around that policy? >> The deferred every direction. >> Thank you, Director Watson thank you for the question. Councilmember really what's determining whether something is a capital project or something is a more of a maintenance project is really based on have a building permit perspective. This is a large capital project that we would need. Our planning staff to help work on and push through that process doesn't sequel involvement or is it really truly a repair or maintenance? Enhancement? And so that those are kind of not super black and white decisions. We're making constantly not here. In record recreation Park spent

throughout the city is is it something that can be easily updated from a maintenance perspective or is it something that we would need to have our capital projects team help with an assist substance is really issue is why so the answer's no. If I'm gaining that it's we don't have actual like threshold would trigger us to move. It are allocated from a different budget. >> Councilmember MacDonald only Jason, not assistant city manager. One of that one of the aspects that Director Watson and Deputy Director Santos pensions. They just recently completed a condition assessment for all of the parks. That includes every at every asset that lives within the park. And there while there isn't a clearly identified threshold saying if you spend it, if it cost this much its capital improvement versus maintenance, it does start to identify where you have to begin looking at replacing a product and it's going to be different depending upon which asset type it So that condition assessment that was completed its usually beneficial because it gives the team an opportunity to really evaluate park by park which pieces need need for replacement and which maintenance staff can go out and do work to keep in good safe can condition for the users of that for roads, perspective. There, there is sort of a fresh will the nice a sort of because there's a big gray area, right? I mean, we keep talking about pavement condition index of 100. And if you're in, what if you're in that section of of 30 to 60, you MAY or MAY not get me capital replacement versus maintenance there. There isn't

quite the same threshold for parks. We're starting to look at our facilities or buildings and there are there are similar thresholds there that there's a big gray area as to at what point should you make a capital investment versus So I wish there was something Super easy, but the fact that they have the condition assessment is big. It makes it much more understandable for their team to go through that tie our make those types of decisions. >> Thank you for that assistant city manager. I will say. When you're talking about capital expenditures, oftentimes it's long-term benefits and it can be amortized over, you know, depreciated over extended period of time. What we can do is kind of go back and look at how we break it down capital and how we're breaking down maintenance and see how were and what I Some of those costs and appreciating those cost over a long-term period create that threshold. I do believe Gfr really does have some language in government accounting for that. So I'll make certain that we take a look at that as well. I would be helpful. I think as we look at government entities I've worked with having a threshold that then triggers a different way of actually budgeting. >> Might be helpful in this in any of the department's. I think that's probably grace. I love that. That can come back for us and just a quick clarification on the first lady said council directed the designation. Director Watson, when you went through that you said was council directed on

the breakdown of 40, 50 10% right. Right now it's time to 2021. Prior to everyone except for. I think Councilmember Fleming being here. >> Okay. So yeah. As I understand back on NOVEMBER of 2021, council approved an update to the initial long-term plan which included this strategy for free the remaining years, years 3 at that time through 10. So through the present, this was based on council action and direction. >> So can so could bring back in action. Re-designated I would think that that would be in your hands. Yeah, it's definitely a policy decisions so the council wants to revisit that percentage allocation. We're more than happy to just that. So many questions, things. Thank you with that. We'll open up the public comment there. Any members of the public here tonight and like to comment on this item? >> Seeing non bring it back to council for any final comments. I will add only thank you again for all the work that went into and I would I will second to my my colleagues, Ben Wheeler says comments about nice it is to see projects moving. We've got the fun, this this funding and whether we're talking road maintenance or other talking parks projects. We want to see these projects out the door. So thank you for the work you're doing to make that possible. Thank you very much. Good evening. All right. We're starting to get back on track here at the hour of 6.38. We are last at item 10, our city managers and city attorneys reports. >> MADAM City manager. >> think I have a couple items so nominations are now being accepted for outstanding community volunteers to be recognized with the 2025 Merit

Awards. You can visit sr City Dot org forward slash merit awards and we need those submissions by JUNE. The 13th and I will make certain I get to the language so you can send it out to your constituents. Also on Earth Day, which is APRIL the 22nd Santa Rosa Water is hosting an epic community cleanup event from 9 to 11:00am in Roselyn. You know, I expect to see everybody out. There are 9 to 11. So checking for participants begins at 8.30. That is 8.30, in the morning at the low. Love market parking lot at 4.40, Denton Avenue. So look for the streets to creek Booth. We'll have trash pickers, trash bags, gloves, make certain you wear closed toe shoe. So council members are highly encourage to a That's not what this >> council members are welcome to attend. But if we can make certain that the public, we want the public to know that encouraged to participate as well. >> And again, it is APRIL APRIL 22nd from 8.30, to 11. Please meet at Lola's parking lot at 4.40, that avenue with a closed toed shoes. Thanks. MADAM City, Attorney. Okay. Thank thank you, MR. Mayor I have my monthly litigation report. There was one settlement finalized in MARCH that was previously approved

by council in closed session. And in Gatlin and saying versus the city of Santa Rosa case and which plaintiffs allege they were falsely arrested by Santa Rosa Police Department. The settlement was finalized under the terms of that settlement, the city paid each plane to $150,000. So that's a total of $300,000 for release of all claims. Otherwise. Our caseload remains relatively constant currently with 33 active litigation matters. Many cases are currently in the discovery phase and most have trial dates assigned to them. As always, we continue to try to resolve smaller cases claims that little or no cost to the city. And that concludes my report. Thank you for that. We'll move on actually public comment. Public wish to seeing none. Let's move on to item 11 state statements of abstention or recusal by council members. Any statements of abstention recusal? >> Can down the road and seeing non item 12 mayor and Councilmembers reports looking to my colleagues to see if anyone has a report this evening. Ms Benway los and a MISS. But Donald. Thank you, mayor. >> Just really quickly, I just wanted to mention that I attended the the in the series presentations on. Fentanyl gang violence that were put on by the Santa Rosa pd as well as violence prevention and a few other groups. I went to the last one that was at

Chopstick think is a couple weeks ago. Just wanted to say was really well very well attended and I just wanted to thank the center is a police as well as a violence prevention for being But a good crowd. Lots of parents, which is I think the group that they wanted to reach. And I think it was mentioned Telemundo was there and there was wonderful family that I knew in my district that able to be interviewed. So it was really nice. So very pleased about that. >> the only other thing I want to mention because there really is we're not going to meet until again until later in I just want invite you all to single the mile and Roseland. We're going forward and putting it on it is Cinco de Mayo MAY 5th, which is a Monday on Sebastopol Road. I've already Vice Mayor. It to speak and he will be and we also will be throwing his property for fire engine. So they'll be there's going as usual. Lots of music vendors, public information, just a family event. We start at 4 o'clock and go until 09:00am. Usually is very well attended. So just want you all to know you and the public that you're all invited. And I think that's all I have right now. Thank you. MISS MacDonald. Thank you, Mayor. I just wanted to say thank you to all of our public safety department for the women in public safety event. >> That was really well. It ended. I had some feedback from a young lady that went to this event and had just such a

great experience that now she's looking into going into that industry. And so thank you to them. That's always a fun event. Also, thank you to Santa Rosa Plaza and Srpd for their joint venture at the Santa Rosa Plaza. I know myself along with many of my colleagues there for the ribbon cutting, but really to bring more safety the downtown area. I just want to say thank you again to Daniel from Santa Rosa Plaza for partnership. I was a speaker at this year's luncheon in Oakmont recently and wanted to say thank you for the invite to come there and congratulations to our director of Transportation and Public works stand Hennessy. He received the 40 under 40 award and we were able to go. I was able to go to that last week as well. And he deserves a shout-out for all his great work that he's doing. And that concludes my report. Rodgers. Just one thing on MARCH, 30th. I was able to meet with the every tree in. >> Ambassador from dc who came to a Santa Rosa to meet with chain community. So that was very painful want to thank him for visiting him in his team for visiting Santa Rosa. Thank you. >> Thank you. And looking at our audience, I will tailor remember Marc's as funding to you have over to you, MR. Fleming. >> Thank on. >> That Friday, there's air fried it Thursday. There are Enterprise seeded 2 new members supervisor record for Most Co. >> And our very own Caroline been Willows. So we now have a

full complement of 4 board members. We got an annual report and we are in the process of giving direction to to staff to manage us through the next phase of building and to that. Councilmember Ben Wills and I went over to 4.20, Mendocino, they'd like us to call it the Felix. But the rebellious teenager inside of me is going to be calling it for 20 Mendocino for the foreseeable future. Because it's just such a great name. It was just a beautiful sight. We've got to see the roof top deck and all the amenities that has a sauna. It's going to change the vibe of downtown a lot. It's going create a demand for different kinds of goods and services in Israeli. The economic development that that we've been looking forward for looking for for 2. Additionally, the board was kind enough to name is the next chair. Really looking forward to collaborating with the city. The county other jurisdictions to make the red the most useful entity. It can be in the production of housing across the region. >> Thank you. All right. I'm looking at our remaining audience all to the remarks accordingly. There's a part of me wants to give a full report on out on the water Diviner advisory committee meeting to Jenin to Nick. But for the are the folks who are on camera, i'll just mention of that at that committee meeting. We did vote as a county to move forward with the 8% price increases with water and wastewater. Folks who tune into these meetings recently will know that will know that was coming. And then we again, we had a report on a reservoir levels which which continue to be high, which is wonderful. Looking over to Jen and James, thank you so much for the city hall cleanup last weekend, the city Hall site looks great. The park of the month program

is a fantastic idea. And it was a with a perfect weather. We had a lot of enthusiastic volunteers out there. So thank you for making that happen. And then finally, one actual item of business. I do want to point a clay don't to the community advisory board. Do you know I owe you the paperwork, but Clay will be joining at the next meeting. He's the owner of Dalton Wellness, which is a new business in the city. So we're thankful for that as well. And plays a longtime city resident and a family's been here for quite a while as well. So we're glad to have him representing. And that concludes my report. Are there any members of the public who wish to comment? Seeing none. We will move on to item 2012.1 where the council will vote to make appointments to the design review and pressure Preservation board. Ms MacDonald, I'm gonna turn it over to you. Well, I'll turn it over to you either for discussion to kick us off with discussion or for motion. >> Thank you, Mary. I do want to say thank you to everybody that applied and went through the process of that of us getting this new committee together and thanks to staff for their work, it takes get this and in place so that we can combine the efforts of both cultural heritage and designer view. So I'm going to go ahead and make 2 motions. One motion is going to be for the term ending in And I'm going to just put some names out there for consideration on that. So for my motion, I would like to point, Robert, is it why I don't have a Michael o sorry. Capri Man writing. I apologize. Robert, why goal? Our question one

seconds. Robert Irvine, service Rogers. >> to be easier to have a discussion because then we have to go back in like make a friendly amendment and do all this. When we can just discuss it and then have a motion of how we want to proceed as a council since it. >> just add to the mayor that that works for many White House that for me. All the counsel kick it off. >> So what you continue? Your thoughts as far as who you who you are, you would be appointing for that for sir. That first term. >> So the first term I would I would consider Robert Wigle Melanie Jones, Carter and share an U.S. To make sure that we get our architects seat as well as 2 other day of the other at large. And for the shorter term, I would entertain my shorts. Adam Andrew for large Thoughts. An arrest council. I have a question >> the counselor. MacDonald's, are you tracking making sure everybody got the we have the right amount of architects and not architects? >> And this gas. So we need to point what recommendation from staff was to break up the years. And so by that have one architect actually be in that position until 2028 and one in that position to 2027 and then the 2 at-large members until 2028. In 2027 have killed landscape, professional appointed as well as the other remaining at large positions. So it was. So that we wouldn't everybody going out ones. We'd be able to stagger them. What

I'm struggling with this on the attachment of the table doesn't say what years what's I don't know who I'm picking from. >> So the that did first would be for the Robert Wigle as our architect, Melanie Jones, Carter for an at-large and share in us an at-large for 2028. And then for 2027 apologize, it was unclear and in my direction and and what I reported out, Mike Schwartz for the Architects c Adam Shannon for the landscape professional Andrew and I apologize. I'm not going to try to say is a scene for the remaining at large seat. If and if I'm not, not mistaking that that the terms themselves are a little bit arbitrary. We can choose which are are part of which terms as Rogers. >> So >> feedback I I like your your recommendations. Councilmember MacDonald, the only thing that I would say is I Ingrid. For the architect DECEMBER 31st. The the 2027 in the reason why I chose her is because I was looking a lot and I see that we have a lot of district 4 years, which is great. But I wanted to diversify where people were coming from because that was one of the what we have brought up when we decided we were going to do this and angered us from district 3 and I believe she is the only one from district 3. I love that you have drew in there because true us from district 6. Brian is from district So I know that you you didn't choose him. That. One of the things when I was

doing it was just looking at the different one district's into the diversity that it would bring to the board, which I thought was very important. So to have a mix women, a man and other types diversity. Can we still say that? Okay, diverse. Just respond quickly. And Natalie, is. >> She also MAY meet the qualifications to be the one person. We don't have anyone that has actually applied for based upon her interview today. But because of the you MAY have been going during this time, but because of that process, we have to run her back through economic development. So my request would be that we asked to have to go back to her to see if she'd be willing because she met that kind of unique qualification for that one position in. I would love that. But if she does not. Then I want to make sure that we capture her because she does have some unique qualifications and she could bring some richness to the board. Yeah. Looking at me. >> Know whether other thoughts or fine. Been with us. Go ahead. >> I had a very similar list to you. Councilmember MacDonald did select Ingrid because I thought that she brought something that was a little bit different. And I tend to if somebody doesn't show up for the meeting for the interview and somebody else comes in with a lot of qualifications. Even though I like drew a lot. Hope that that we can put Ingrid on and that the staff can do some good footwork here with figuring out if they can credential her to be that

person and see if we can. Andrew on. That would be how I would go about this. But Councilmember MacDonald, if I recall correctly, did you put Drew it the at-large position expiring on 2027. >> Correct. And Ingrid, I believe it applied for the art Mason's architect. >> from what Councilmember Fleming saying she was recommending replacing Ingrid with Robert and then letting staff go back and see if she would would you want more time Your recommendations recommendations that you're at right now. So I can know you're fine. >> so for the my son's architect, I had 2020 Robert White Gold. And when for 2027, Mike Schwartz. >> Through the mayor. >> And then Ingrid, I was hopeful within that the we know we were due one moment. MADAM City clerk. >> in Qualifications. I brought on Jessica Jones, the planning and economic development, deputy director to address her credentials and the possibility of putting her in the historian in position. Jessica is on zoom and can address any questions that you might have. >> We want to go through those right now. Sheriff Jessica can speak to qualifications that be great. >> Yes, Versailles, member of the council, Jessica Jones, deputy director of colleges and can't in percent. So I did review all patients that were before you in my reading of in application, I didn't see a

lot of specifics regarding her experience with historic preservation and storage architecture, although yeah, as she stated, I all representation. She does have backgrounds in her education start architecture. So I would perhaps lean on the city attorney, the way that the code reads or that particular position, which I would like, which are the code specifically states, at least one member, Shelby, an architect to an archaeologist, architectural historian or historian. It doesn't go beyond that. When I was looking at the applications, I was really looking for somebody who not just education but actual experience with that. However, I think the council could make the call or we can go back and asking grid to provide more specifics and her actual application on what experience with a Architecture is. >> Fleming. >> I would just say I for one because we're kind of in a spot here. We need to fill this board out. I feel very comfortable that even if she doesn't have understand the intent behind the going out and having real world experience, and I think that that be valuable. But I got the impression from her that she could do the job quite competently and it would free up another space for us. So if you could finish answering my question about the slates, the you have laid forth as we started and then we got to phone a friend. So go back and give you the rest of the slate yet the 27, the fullest 27 in the full list for Adam Shannon would be the license landscape. Architect.

>> That would be for 2027 appointment. Sharon, by the Sharon started don't have money. Because I mayor and then for the m, hopefully Ingrid would be able to fit architectural historian position. And then for the other at-large positions. I had Melanie Jones, Carter and Share and Inc has 2028 representatives. Andrew has 2027. And did you have make sure to know my shorts? Have make sure note make sure it's Mike Shorts. I apologize. That would was on under the license architect now between 27. So we have on the different would it be you put Adam and you put Drew so the you have to lie are not large, but he is also pretty sure a licensed architect. He was a coded in report from staff as an at-large position to us. End is Ingrid Anderson, also a licensed architect. I think she is. The first bucket is licensed architect. The second was and landscape architect. I would. I would just that I might make one suggestion. I not super tied to it, but I thought Mike was wonderful, incompetent. But he said, you know, someone came up to him last week and asked them to do Clipped act has been serving for years. >> And came down here and do the interview so I would just swap out those 2 and go with the rest of your suggestions. >> So I guess my clarification to would be does your based on what your recommendation is. Councilmember was to move,

drew to the >> architect. Now, my suggestion that was I can take it or leave it. But I was just going to giving Vick the seats and she's currently on the board instead of make shorts. But I'm not going to live or die over that one. I just thought I would put that out there. >> Clarification reasons we love it there to Drew's. So there's the Drew why this is at large. And then the other juror that. >> I just want to make sure we have that clear. The other is the licensed architect. I I have known samples, but he's Robert Roof. >> Okay. And what one note the the first drew, the to you, to your point, MISS Funding about the fact that he wasn't here because I to pay attention that all right. He did. Let me know he was having to make a pitch in Oakland today, 7 and finished up a permit. He was actually in here just last week with a full Cup could speak to I could speak to Drew's commitment, but he had to be in Oakland. One on that. We there together. Exactly. So was stuck in open, getting a permit. All good. Yeah, I'm comfortable moving forward with him. Okay. >> All right. So we have a lot of ideas on the table. How do let's greater list here. So. I'm gonna try this a slightly different way. You broke down in the years. I want to I want to condense into 7 individuals that were trying to name. All right. Some looking at at this sheet. For our contacts. For our licensed architects. I'm looking at Drew. Why goal and my shorts? I know we've got some some difference of opinion there. So I'm just throwing this out. So Adam Sharon, for the landscape, architect. Have to figure out what to do with that architectural historian. Maybe that's Ingrid, depending on what those those

qualifications are. Then on the at-large positions. We have our eye. We have a few different names called out here. It looks like Melanie Andrew Drew phage and have some support and there's some some disagreement about whether it's it's Victoria share, potentially even private. I haven't heard anybody speak in support of Bryant. Is that an accurate summary of where we are? >> I would just add that I was fully in support of the slate that Diana put forward. If we get 2 more votes, I think we've got it there. I think that would be super helpful for some light means a visual learners this on a table because you're saying it and I'm not. >> I'm not. All right. All along. All right. Ms MacDonald, with apologies. Let's start. Let's read that 2020's, 8 2027 slates again. Just starting for starting from scratch. Now we've got our jury street. >> Would you like me to make them the former emotion? I move that we appoint Robert Wise on for the 2028 position as architects seat and our 2 at-large members would be Melody Jones. Carter and share and >> Okay. And then for the 2020, just let's flush it out here for the 2027. >> For the 2027 c. I would move that we appoint Mike Schwartz as the architect. Is it chair and thank as the landscape professional. And true. It free agent. As the remaining at large seat and then directs staff to go back

score. Tonight, a point Ingrid to architect. Archaeologists slash. Architectural historian or historian. That one specific position that i believe her qualifications, second with a friendly amendment because staff said that it's entirely up to us. I would just like to take it upon us tonight to appoint Ingrid to the historian. >> So that it's done. They said it was that us and eu eyes. I didn't hear that direction from staff. I would I would that I would do that. Happily. Have a second. Thank you very much. >> have a second. I'm seeing head nodding. So will that will that suffice for a formal motion for those for actually both those late? It's going to yes, it moving forward. All right. We've got we've got a motion a second by MISS Rogers, MADAM City clerk. If you're comfortable, we can take the vote. >> Give me take public comment. Oh, yes. Let's take public comment. Apologies. Any members of the public wish to speak. All right. We bat we we've come back. We have a motion just just like it's textbook. >> Thank you. Mayor Councilmember Rogers, I councilmember Okrepkie. Councilmember Macdonald. Councilmember Fleming. I Councilmember Ben well-loved. I. Vice Mayor Alvarez is absent. Yes, let the record show this past the 5 affirmative votes. >> Thank you very much. We'll move on to item 13.1 approval of our 3/18/2025, regular meeting minutes. Does anyone have any amendments to the

minutes? Many members of the public wish just wish to comment on the minutes, seeing none that we will adopt the minutes as submitted. Moving on to item 14 consent. MADAM City Clerk. >> Thank you, Mayor. Item 14.1 contract award. Low impact. Development at Municipal Services Center North. Item 14.2. Resolution authorization for request of Low-carbon Transit operations program funding for fiscal year 2024. Through 2025. For support of free fares for you. 14.3 resolution, state of good repair program authorization to apply for the annual Formula Allocation and project. Item. 14.4 resolution, Transportation Development Act. Article 4 in State Transit assistance, annual Formula allocation application. Submittal. Item 14.5 resolution road Repair and Accountability Act of 2017 Senate Bill, one transportation funding fiscal year 20. 25 through 2026 project list. Item 14.6 resolution waiver of competitive bid for the purchase of k 71 Bullard's for the deployment of quick build low stress bicycle facilities 14.7 Resolution Transportation Development Act. Article 3 grant application for fiscal year. 2025. Through 2026. Item 14.8. Resolution approval in issuance of a blanket purchase order for the purchase of automotive parts and supplies. Item 14.9 resolution authorizing the purchase of mitigation credits for the Lower Colgan Creek Restoration. Phase 3 in neighborhood Parks Project. Item 14. 0.10 resolution approval of 4th Amendment to professional services agreement with Axon Enterprise

Incorporated to purchase and deploy body-worn cameras in Everett interview room cameras, cameras and Taser devices and the systems to support and store related data. Item. 14.11 resolution approved issuance of a blanket purchase order and utilization of source Polk Cooperative Agreement for the purchase of Asset of Office supplies. Item 14.12 ordinance adoption. Second reading ordinance of the Council of the City of Santa Rosa, amending Section 14 Dash 0, 4, 0, 9, 0, of chapter 14, Dash 0, 4, and amending chapter 14 Dash 0, 8, to allow fixed monthly service charges, potable and recycled water service and delivery charges and charges for city maintain meters on private systems to be established by resolution of the city council and establish potable route water and recycled water rates and charges policy establishment of rates and charges and rules and standards. Item. 14.13. Ordinance. Second reading ordinance of the council, the city of Santa Rosa. Every tightening and amending chapter 2 Dash, 0, 4, Board of Community Services of the Santa Rosa City code. Thank you. MADAM City Clerk. >> Remembering our discussion at the last meeting about the board of Community Service is renaming is with some trepidation that I ask Council. What are there any questions on consent? I have a Ms Rogers. >> mine is easy. I was watching, but I did not. I was not here for the first reading. So do I not vote 14? 12 14, 13. >> are welcome to vote on

those measures. All right. That was reassuring the easy. Spend way >> Yeah, I have a question. I'm wondering if we since this is the opportunity to change the name the board from board community Services, too. Parks and Recreation. I with all due respect to Stephen everyone else that's involved. I would love to see if we can do that. Me too. >> Do I have to participate or can I just say here? You get the big bucks for? Somebody like to make a motion. >> I will just put out there just for a moment. I did talk to my part, parks and Recreation's person this week and that one day that they brought up is that. There's been much to do. And I hope we an Adu about whether or not to call it the board of x y z or the x y z board. And so I just want to say That MAY matter as far as conforming with the board to the departments of its the Department of Parks and Recreation. It should be the board of Parks and Recreation. It's. And so for us, I just would like to ask staff if we are aware of is the Department of Reckoning Park or is it? Does anybody know? What the department is formally referred to. >> Through nodding head from assistant city manager or not. It is the recreation and parks department. >> Okay. So I would then suggest that the board is conforming to that standard

and the the Parks and Recreation's board. >> So we have a motion and we have a second. MADAM City clerk >> are we voting on making an amendment to the ordinance? That is being. Adopted on second reading. City attorney. Is that okay is at it substantial change that. >> That is a fine change to make at this point. >> Do we then need to vote on that separately from the entire calendar? That's correct, ok, and so we motion on >> 14.1 through 14 point. Well. Police and has been with Language. Do that once. I don't have the language and I'd like to make a motion approve item. 14.1 through 14.12 in way for the reading of the text. >> perfectly motion. A second by MISS MacDonald. MADAM City Clerk. Councilmember Rogers. Yes, cookie is absent. Councilmember I councilmember Fleming, yes, Councilmember Ben Yes. Vice Mayor Alvarez is absent. Mayor, stop. Yes. Let the record show this passes with 5 affirmative votes. >> Ms Rogers, the one thrown into motion. >> I like to make a motion to approve item 14, 13 with changing the name to board of Parks and Recs. And waive further reading of that tax. Second. >> The second goes to Miss MacDonald. MADAM City Clerk.

Councilmember Rogers. Yes, kept key. Is absent. Councilmember MacDonald, I councilmember Fleming. Yes, Councilmember Ben Yes. Vice Mayor Alvarez is absent your step. Yes, let the record show this past of the 5 affirmative votes. Thank you all. >> Mercifully, we can move on to item Our report for the evening. Approval of the preliminary fiscal year 2025. 2026 regional water reuse system operating and maintenance, capital improvement and debt service budget and allocation of costs. Welcome. >> Yes, good evening. Mayor staff members of council and Nick Harvey, deputy director of administration was center is water. As we always do this time of year. Bringing before you the approval of the preliminary fiscal year. 25 26 regional Rees and cip budgets. >> We >> bring this item before the rest of the budget study session to allow us to notify our partner agencies at our regional partner agencies by MAY, 1st of their annual allocations. So will quickly go over proposed budget. The resulting user agency contribution allocations touch on a couple cip projects and cover the remaining of the remainder of the budget process, rather. So each year operating and maintenance costs for the regional enterprise are allocated pro rata to the Santa Rosa and the partner agencies based on percentage flows into the plants. You can see the percentages for 23. 24 in the far right. And that is the

percentage named casa. Each agency is being allocated for next year. I'm gonna go into a little bit more detail on the operations and maintenance budget requests. Some of the higher line items, operations and maintenance you can see is 91.8% salaries and utilities. But we're looking at 11% or 5.3 million dollar increase year-over-year in aggregate in the operating fund. So it spot in terms of increases or reductions. We're seeing a 1.9 million dollar increase in salary and benefits related to 4%. Cola was and the 5% related to the class and compensation study. We've also propose some reclassifications unpaid position changes which have not yet been formally approved. But nonetheless, we included them in the budget. It's kind of a worst-case scenario. So there are no surprises. Professional services going down almost a million dollars. That's because this this year for 24. 25, we've included a million dollars extra cost because there's uncertainty around or ability to use land application is disposal for some of our bio solid. So we budgeted extra cost to take that to the list that facility. Utilities going up. 1.9 million dollars. We're continuing to try to catch a Really, your energy consumption at the plant. A Laguna treatment plant is the number one, consumer of electricity in the county. So we we saw there were going over budget this year. So we kind of set the benchmark and then escalated that little bit for possible pge rate increases operating debt service is going down due to

the fact that the inner fun loan for the purchase by us all land application sites is now extinguished under operations and maintenance projects were increasing by 2 and a half million dollars. So in the context of the earlier discussion regarding the cut off with own projects and capital projects might look strange to put 2 and a half million dollars in projects and called operations and maintenance. The reason for that at least in our our enterprise is because of that river that relates to consumable items. So this year we plan on rebuilding a belt press consumables for the uv disinfection system, including the ultra violet light bulbs to go into that system and funds for the purchase of line which we use for ph amendment in by also land application process. This is just a graphic overview of the total breakdown by category of our proposed budget of eighty-four 0.6 million dollars. Roughly. The regional reserves. We have the operating in catastrophic in those amounts on the left as of JUNE 30 2024, there is one type on the slide. And that is that the partner agency refund reserve should tide of that total 8.8 million dollars. You see in the lower right hand corner. You can see if the year. 23. 24, we generated almost 6 million dollars in turn back. So that sits in the fund has refund reserve. This is good news because prior to this year, Santa Rose in Cotati are both caring, negative reserve balances, which is not ideal. So so we're happy to flip for both for agencies. Miscellaneous revenues are budgeting at 6.8 million dollars on the year. About 1.3

million dollars higher than for the current year. 24 25 seeing most of that on pulled investments. We're seeing a lot more interest earnings than we've been budging. So we kind of up that I'm actually trend. Miscellaneous fees and charges we're seeing coming in higher. The unusual in a it also increasing in lockstep with the muscling its fee increases. We passed last year and the town of Windsor contract is increasing by contractual amount. I believe it's 3%. So we look at the fun agency contributions to the operating fund. We take the total proposed budgeted expenditures of 53.9 million. Add to that. The cash funded cip which is 12 Million. Then we add a small piece which represents the amount that would be required to take the operating reserve up to 15% of the proposed 53.4 million dollar expenditures. We bottom line that against the revenue of 6.8 million dollars. And that leaves us with net agency contributions of just under 59.5 million dollars in the operating fund for next year. Terms of the regional partner allocations as a result, all the mass we saw we're seeing very reasonable moderate increases. It's not uncommon to see. 68% were showing less than 4% on several of them about the polls actually showing a decrease. There's and the reason we're seeing such moderate increases not

blowing it out of the water this year's because that debt service just because of the way the cash outflows work this year, total debt service is 18.3 million dollars as opposed to 21.3 in the current year. So we're seeing quite a bit of savings from that Sebastopol. Also benefited from the fact that their share flows into the plant decreased slightly last year. So they got a little more credit on not. As we've talked about. And it was included in our assumptions when we developed the rate proposals that would that were passed on APRIL. 1st, we have his part of our overall financial planning process assumed and plan for 35 million dollar bond issuance to fund the electrical infrastructure replacement project will get a treatment plant that's been built into our modeling. Assuming 30 year amortization that 5 and a half percent interest. And not would come out to estimated debt service payments of about 2.6 million dollars per year with estimated impacts to each partner agency at the bottom of the slide. There doesn't move the needle a whole lot, but we just wanted to keep keep everyone informed as to what the plan is. So like i mentioned earlier, 12 million dollar regional cash funded cip just under 4.7 going to plant infrastructure. 3.1 to the review system and 4 point little under 4.2 for master planning studies and miscellaneous efforts. So going to touch on a couple projects. Real quick. The first one. We'd like to highlight is some regional mitigation Bank development. This is creating about 100 acre of California. Tiger Salamander and Wetland Mitigation, Bank on the city's

Kelley Farm property. We estimate that to come in at 7.1 million dollars overall. It's currently in design and we're looking to start construction next year. This project ski for us because to the extent that we can generate her own mitigation, environmental offset credits internally. It's not much we're not having to spend securing outside credits. Adult up on standby generator in process. Boiler replacements. He's just some important improvements at the Delta Pond and the Boilers at the Laguna Treatment Plant 4 and a half million dollars. It's currently in design and again, constructing next year. And then the reclamation valve replacement is replacing dollars. And the reuse a summit of reach into their useful life. Estimated 2.3 million dollars design. 25 26 looking to construct in year 2. And as we all know, the system is crucial to keeping working order because this is what allows us to deliver and urban recycled water irrigation as well as to deliver contract flows up to the Geysers project. We'll be back. MAY 6th and 7th for the budget study session at the think this will be part of the 7th waters usually to if I recall correctly. And of course, we'll all be here in the 17 for budget adoption. And with that, it is recommended by the Board of Public Utilities, a Subregional Technical advisory Committee in the Center and Center is the water that the council by resolution approved the preliminary fiscal year. 25 26 regional water use reuse system operating and maintenance capital

improvement in debt service. Budget allocation of costs. For the purpose of notifying the regional water reuse user agencies of their allocation of such costs by MAY. First 2025. That was a mouthful. Happy to take any questions. If there are any. Thank you so much for this report for the work center as the water is always turning to council for questions. >> Seeing no questions looking at the public for seeing no members of the public Bring you back for final comments and emotion, MR. Rogers. >> Just want to thank Santa Rosa Water for their dedication and hard work to ensuring we have a go water at. Adequate rates >> adequate because you don't have control over all it. >> So some of that is passes through, but definitely fight for residents for what we need. And so thank you very much for all of that. And with that, I would like to adopt resolution entitle resolution of the Council of the City of Santa Rosa approving the preliminary fiscal year 2025. 26 regional water reuse system operating and maintenance capital improvement. >> In debt service budget in allocation cost way for the reading of the text. Second. >> We have a motion and a second by MISS MacDonald. Thank you. Councilmember Rogers. Kept kids absent Councilmember MacDonald on Councilmember Fleming. Yes, Councilmember Ben. Well, yes, Vice Mayor Alvarez is absent. Mayor, stop. Yes, but the records

show this past the 5 affirmative votes and through the direction of city manager did want to know we did not take public comment on the consent calendar and I just wanted it noted for record that there were no members of the public present in council chamber at the time we took the consent calendar. So we did call for public comment. >> During that time was a bit confusing at the end because we we made the motion. But anyway, I was reminded that we had uncovered about the comments that we did, but there was no one here. Someone brought it back. It seemed fitting not to do things appropriately. So we just like the original motion the sand as a as a metaphor for what that entire item and become. Well, that's advice. All right. Moving on to item 18 written communications. We have none. Item 19. Are there any members of the public are emerged? Seeing none item, 20 adjournment. Thank you all. Another member of meeting.