City Council

>> I'd like to ask the interpreter currently on the Spanish channel to convince translation of the meeting for those just joining the meeting live translation 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 tool bar. It looks like a globe when she joined the Spanish Channel. We recommend you shut off the main audio. See only here, the Spanish translation interpreter. We please restate this Spanish. >> And this out of game? A school paying 3 down one, not but seem want done eco sick with the well bore ad. But that's going to just has to be in and Lee knows that peak is been, you and they did for the Sunday assume. And a I mean, But I could just didn't. Next is a little bit on that. It can you 2 dozen live motive, according But at the Littles But this been coming But from I've settlement put this in effect, and isis. >> Good morning and welcome everyone to our MAY 8th Twenty-twenty for Rosa City Council meeting. It is now 906. And we will be starting our meeting seeing a Qorum Adams, a clerk. Can you please call the roll? >> Thank you, Councilmember Rogers, Councilmember Okrepkie Air Councilmember MacDonald Councilmember Fleming, their councilmember over U.S.. PRESIDENT Vice mayor staff

here, Mayor Rogers. PRESIDENT, let the record reflect all council members are present. Thank you. >> We will >> proceed with item 3, our study session, which we started yesterday MAY 7, 2024. With our regular >> meeting. >> I would like to remind everyone that the public comment from both yesterday what is presented today will be taken to date on all items. So I will pass it over to city manager. >> Yeah, good morning. Mayor members of council. We will begin. Today's meeting was planning and economic development. >> Good morning. Mayor Rogers, Vice mayor staff and members of the My name is Gabe has been on the director of planning and economic development. And joining me today, a serene and we know our administrative services officer and we'll could kick today's program off with a riveting conversation about the budget for planning and economic development. So the format you'll see today in our sides is very similar to the presentations yesterday. I will talk a bit about our expenditures by fund by program. And then we'll talk about some of our operational highlights you can give some specific description as to what happens in the very diverse divisions within pad. And then we'll complete the presentation with a few slides to talk about accomplishments. And at this point I will hand the mike over to Serena who will discuss the expenditures by fun. >> Good morning, everybody. I'm as you see in front of you, we have of 5 key areas for different funding sources.

So the first is our general fund and you'll see about a 6.6% increase year over year. This is largely attributed to a several positions that we have added, which you have seen this fiscal year out towards our graffiti abatement and are vacant lot programs. We also made some structural changes with the removal of administrative secretary and the addition of an analyst position along with the proposed addition administrative analysts for economic Development Department are division. Excuse me. And we'll be discussing some of these changes further in our slides. The art in lieu this fund is funded by 3 funding sources. So one of those is fee. The developers in lieu of providing an art project for different development projects. So this funding varies year over year because it is driven by development projects. We also received one from our park at position and development fees each year, which is actually reflective that $1500 increase that you see and the 3rd funding comes from a transfer in from the general from our Capital Improvement expenditures. And then we have our Santa Rosa Be a fun, otherwise known as srt bia. So this is driven by our tourism revenue that we receive here for the city of Santa Rosa. On average, we see about $500,000 a year in this revenue. So you're seeing that as there's no change to that. We're just going to continue to fund that at 500,000. Our the pa Brownfields Grant. This

is a local match that we had were required to provide for a brownfield projects. And we chose to allocate that in its entirety for fiscal year. 23. 24. So you're seeing that as a negative change because we've already fully appropriated that funding and it is currently being managed by our real estate services team. And then our administrative hearing There's no change here. This funding source, it comes from costs, recovery that we for efforts that we do towards the administrative hearing process for code enforcement cases in this goes towards administering those cases as what our custom Curry is from administration of those cases along with our abatement efforts. So we are budgeting 103,000 this year and that goes towards staff's time spent towards abating and administering those throughout the year. Thank you, Serena. So if we look at our budget by program, this really aligns with our divisional structure in planning and economic development. >> Our general ministration line, I see a change there of 399,000 that represents an increase of 7.5%. That has actually the result of moving positions from buckets, a bucket. So that's not really an increase in the number of positions. So we relocated a position from our permit services, which is our counter. And you can see in the line below it shows the reduction and we also moved the position from our economic development section operationally. It's important to note that doesn't really change job as we move the position from economic development. We're looking to focus on more on voting rolls and community engagement roles and leverage that expertise. It also changes in management structure. So we do that for a

fission see reasons what you'll I should mention throughout these is obviously with other departments we have accounted for the increase cost in fleet in it generally the smaller reductions you'll see here result of these lines reducing to account for that. So when we get into a permits, excuse me, building plan review. That's the function of actually reviewing building plans. There was a reduction there and professional services to account for the increase cost. When we go into building inspection, we are seeing an increase there. So that is representing the increased cost in fleet which is offset and other lines. But we also added additional funds to our standby pay our building team actually manages inspections over a 24 7 period for emergency work. Is really recognizing that structure and the appropriate compensation for that structure so that the development of that program is in the works. As we get into our planning line. So that's the planning development review in advance planning. We're seeing some movement there over the last few years. We've had quite a few limited term positions that were funded by grants that are now off the books. Those grants were our Kaiser Grandpa. Cannabis is a prime example of that and also some of our existing staff was charging time to that So what you'll see when you look at the advanced planning line that shows an increase of 198,000 that really just represents that there's no longer charge out those grants. So it brings us back up to that base expenditure that was back 5 years ago before grants came into the mix on the engineering we're seeing a reduction of 45,000 that is

really counting for those increased costs. And that really is a reduction in professional services the reduction really counts with our reduction in workload, which will talk a little bit more as we look at permit volumes and some future slides, economic development. We've had a bit of movement We actually have relocated a position into our general administration line. That was a reduction we are proposing an additional position to economic development is part of this budget will talk about that at length and in future slides. And we've also removed and we've had one time ads over the last few years for a Metro Chamber contract to Spur vide event. Support at the square. And that is not in this budget will talk about that once again in future slides in detail. We get into code enforcement. There is a significant jump there that is almost solely the product of adding staff for graffiti and vacant. Lots. When we get into our neighborhood revitalization program, a very small increase there. That really is staff and costs neighborhood revitalization program funds 50% of one of our code officers. So small jump there on our cip projects where re really house our grant money, the money that comes into our advanced planning, Fiore technology fee to do projects. But as you can see, it also had the brownfields money in it. So the big reduction is to account for the Brownfields. So really to focus on the specific So from year to year over the last few, we have

allocated a onetime 100,000 that was burdened under a Santa Rosa Metro Chamber contract for providing event support at the square. And typically just to give an overview of that, roughly, it supports about 50 events a year isn't necessarily the so funding source. For though those events, the chamber uses other sources and other means to to conduct those events. But it's a huge piece to seeing that move forward. So as we move forward with this if there is a desire to see those events supported, I'm more than happy to talk about that in the question portion of this. If the council members want to discuss potential options for that, could funding it again, it could be looking at a longer term approach over 3 to 5 years. We have a few different solutions for making sure we can fill that need. If that is the council's desire. We've also shifted around So we have added an admin that removed an admin secretary that is the budget neutral. We've offset the additional costs associated with that higher level position. Another lines we're proposing to add to limited term senior administrative assistance. This is really to fund our records program that will not hit the general fund. That is 3 you through the use of pg and e funds and we are proposing an admin analysts, which is a new position, will increase the the general fund burden of the department to our economic development team. We have a dedicated slide to talk about benefits of that. So I move that conversation. That slide. And as I mentioned, we've also removed a quite a few limited term positions that were in our planning solely really supported by grants our year over changes. Really. We've

the council give a staffing for graffiti abatement. We had a few physicians for that which were on an 18 month women term cycle are vacant. Lot had 3 Ft ease on a three-year cycle. So that those are really where you're seeing the big jumps from a staffing standpoint. So when look at our operational highlights, important service to focus on Israeli development services or review. That really is the core focus of planning and economic development. And joins together quite a few of our division. So this is really the processing review and approval inspection of the various building, engineering and planning applications. So with this, we do generate revenue through fees and the service does typically have a level of cost recovery. That varies based on the level of revenue we achieve in a year. But that costs recovery can run anywhere from 50 to 70. Some of the divisions have of higher costs. Recovery level percent. Excuse me. So generally gives an idea that that is in 100% burdening the general fund because of the offset of fees on this. Obviously private provides direct service to the community and it's a significant portion of our total What we do in this particular areas that generally is about 65% of our ft. Ease. It does move based on So it's important to note as as permit volumes get high, there's a shifting of the staff to account for that. And as a permit volumes increase, there's other roles and responsibilities that come in. The staff moved around to cover other functions within the department. One of the challenges with development services is just simply the time it takes development projects to get through the system. So typically the way it works is a large project will go through the planning division early on and that could be anywhere from 6

months to 18 months. Planning takes lead on that. But our engineering building teams also support that process once construction starts it branches, we go to building permits and we go to engineering activities for the public right of way. And those run their course. And that overall timeline is generally 3 to 5 years. And really what you can see from this slide is we all support each other in the division to process and manage those permit applications the way revenue comes in is really towards the end or towards one fiscal year. But then the expenditures go over 5 fiscal years. It's one of the budgeting challenges that we deal with within Ted is managing that revenue and how that scattered across those 5 years. So development services when you break it down our planning team and really is our current development really plays an important role in managing the planning process and the applications they staff, the Planning Commission Design Review cultural Heritage Boards, the a and the water Advisory Committee. They provide information to the public. There's a lot of general customer service that takes place there on land development, zoning and use of property. I was really also important to note that they provide an overall service to the city through environmental coordinator where we help our capital projects team get through the secret process and also as tribal liaison support for all city departments. Generally about 10% of the pad staffing in predominantly this section is supported by fees. When we look at our building team, that really is the review. An inspection of building permits. We are in an

area with building where weeds generally achieve a higher level of cost recovery that can typically get to 100% are building. Team also manages our counter. That counter is in-person and virtual. We had a shift since covid important piece to know here is policy development. I know a lot of the goals that come through the council focus on the development of policy to initiate that goal. Oftentimes our planning team takes lead on that. But I think it's important to note that, though, the way we're moving forward from an efficiency standpoint, we're really looking at policy development occurring in all the divisions. So and we've seen from code enforcement, you'll see more from engineering and building in future years. And I think it's important piece to leverage the existing skill-set that exists in there to not overly burden. The planning team that's sometimes solely working on housing initiatives and we can still get efficiency measures done through that. What you see from the chart here is is really one of the trans you'll see throughout is we do track our permit application to understand how to shift our resources and where we need to provide additional budget in certain areas to meet that need. Very interesting development cycle. We're currently in some of the things that we've seen from the Tubbs fire from covid. We're in an interesting spot where development is moving forward, but interest rates are very staffing challenges are there on the construction side. So we are seeing a general downward trend in our permit volume. It's not significant, but we are seeing the trend lines go down. So as we move forward in this budget and future budgets, we account

for that. We very much budget and shift our staffing based on charts and permit volumes because those development applications or observing 65% of that staffing capacity. When we look at our engineering team, I I really like to refer to them as of them order the glue that holds it together. They they really touch all the development applications that we see. They provide either really roller support on everything. How their main focus is to really make sure that our public infrastructure is built in a way that's easy to maintain and meets our They manage our encroachment permit process. Private property development activity in the right of way runs through that team. And they also do policy development. We'll Hopefully this year, some design standards come to the Council for adoption that are managed by or engineering team. We also have centralized, really our priorities within the department. So we have a team that manages the deployment of technology, both software and hardware works closely with our it department to work that out and that's run through our engineering team. About 19% of our total pet staffing, predominantly supported by service fees. And we also have a technology surcharge that comes in to support the technology needs. Once again, you're seeing sort of some general themes with the We're seeing a general downward trend there as well on the permit lines. Our advanced planning team is often when individuals think of policy work, they think of the advanced planning team and they're really so focuses on long-range policies and initiatives and regulations. So as we MARCH through with our general plan are specific

plan, housing elements, zoning code and state mandated housing reports. That is our our small but mighty advanced planning team. And we really are very sensitive to the prior priorities in this team because these are very long-range projects that we try to keep on a track and the focus has really been housing in this particular case. We've seen a unique element arrives with lot of the state legislation that has come through on the housing side. And we have to be very responsive to that. This team has taken the lead on that. So that's been an added workload to this team. But they're very critical to the large major governing documents within the city. This is 5% of the total pet staffing, its predominantly general fund supported. There are some fees that come into our advanced planning side. But that typically goes to consult and work to support those documents. I'm not talk briefly about economic really where we are on the economic development side. We do have vacancies and many of our core positions there. We have 4 fte is that are currently in that department. We have a deputy level manager that manages our arts and culture in special events, peace, a program manager and we have administration help what we have been doing in the absence of those positions as really re-imagining are rethinking efficiencies or how we can bring that to that division. Back to be the best it can for the city. So one of the pieces were focusing on an administrative side is how can we take advantage of the bigger group that is pad to provide support as I mentioned as permit volumes reduce, we are able to bring support into

other sections. So instead of having a very siloed out component, making sure pet as a whole is supporting economic development. That's a really critical piece on administrative side. One of the challenges that we've had simply with economic development is data-gathering report generation getting the foundational elements that are needed to make decisions or develop policy. So we've identified a court kept Israeli with an administrative analyst and that would serve that role for economic development in our proposal today is to bring that forward into the budget. It's another added that brings 5 that he's into the mix. It's important to note that the team also has professional services. So for events and things such as managing the art program, we have leverage those professional services for staff, augmentation to bring individuals into match it. But real critical component to this moving forward was the development. Our strategic plan. The council had adopted that earlier this year really focuses on really 3 main pillars. There's a bit more than that. But its large business, small business. And then obviously we have those investments in the community. And how do we build the workforce housing? How do we take care of the child care? Those are 3 distinctly different functions. And as we shift our resources in this division, we're looking at how we can. I'm in a very effective way manage those not have starts and stops there but put the appropriate, dedicated resources into those buckets and really, as we move through the trap plan and as we develop implementation will no more be more informed to make decisions about that moving forward but economic development is a small team.

And as we move forward in the next 3 to 5 years, we do anticipate the need to grow that team. But where we are right now is really the understanding of how we can build those efficiencies, how we can bring that additional resource and we know we need and how we can develop that road map for how we're going to 4 in the next 5 years and the actual needs for that financially. So important exercise, what we're going through now. So really, we're about 4% of our total staffing. Is important to note that this is not all a general fund expenditure. We do have a significant amount of our economic development in the sport of isr tbi funds to the tune of about 35%. We've also utilize special funding there such as arpa and many of our programs are running through that division. The other area focus really has been has been code enforcement with in the team are extinct within the department. Excuse me. So really the core purpose of code enforcement is to assure compliance with building and zoning codes on private property for addressing general health life and safety that that's really the core focus. What we've seen there is we've seen quite a bit of change with some initiatives such as St Ares more things on the zoning side. That's really changed. How code enforcement has operated. And I think in a good way, it's important piece here. That policy development is critical. So when we talk about enforcement and we talk about creating efficiencies enforcement, that's a role that the code enforcement team

can take on. I've always said if we can invest 100 hours into making a process better and that saves 1000 hours next year, that was a deal that I will generally take. That's process improvement where it's not an initiative we bake. It is a culture. And I think that's an important point. As we look at code enforcement because really code enforcement is looking at putting for more of a reactionary approach to more of a proactive approach in finding finding the balance between the 2 reactionaries very complaint driven and following up with that Proactiv is more addressing a situation before it grows to the point where it's very expensive for the property owner to fix. And I think we've seen some of that with the adoption of are vacant lot with looking at graffiti Those are more of a proactive approach that we're moving that team in and this this next fiscal year really look at standing up those We were building some of the foundational elements of those from a technology standpoint resourced and point as we feel some of those positions that the council has granted, you'll start to see really boots on the ground activity happening there. But I think it's important point out that code enforcement is really a multidisciplinary program in many ways. We do work with other divisions and departments within the city to make it happen. Neighborhood revitalization, which is a program that existed during the redevelopment time. We really focus on certain areas to do proactive approaches with in coordination with fire on investigations, inspections on conditions or property from homeless services standpoint, we really do provide support to encampments on private property and work with those teams to facilitate resolution of those big issues. And then as I mentioned, we have the graffiti in the vacant lot programs coming into the mix. 16% of our total staffing, predominantly general in code enforcement. We do receive

some from the administrative hearing. Peace as we actually go through administrative hearing process, there's costs recovery that comes in that replenishes those that comes in from the individual that has the complaint and is addressing the issue. So it does have some level of cost recovery through fees, actually seeing some different trends in code that complaint and activity is increasing or we're seeing decreases in other areas. There's a few different reasons for that. I think that it shows that some of the proactive addressing and actually following through with complaints, making sure we do use all the tools in the tool box to remedy the issue. Cra's have been a big piece to this. So that's the big recent jump. You see. But as you see in 2019, there were spikes there as well. That's really cleaning up some of the backlog of activity we had at that time. And then it's also addressing we had quite a few vacant lots of that time from the Tubbs fire, rebuilding managing some of the issues that occur with just vacant. Lots so really accounting for an increase in Everything does hit a maintenance mode times. But it's a bit of a different trend that we're seeing And then then we are in other divisions. Our administrative team, I'm very critical to the day-to-day operations we to did move forward with a centralized admin structure. So instead of having administration roles in each division's to provide an over arching support, we have joined that together and Serena and her team do amazing job to manage what you're seeing on the slide deck com, which is really budget and personnel. I'm very critical

to making things happen. The team supports 11 boards and So there's there's huge roles and responsibilities that go along with that. Some of the technology components. Our records as you can manage and the permitting department, you produce quite a few records. Many of those are still in a paper forms of balancing out how we manage those as well as our born digital documents and really public records requests the department that deals with quite a few of those. And as you can see on the chart in the slide, the vast majority of the public records request go to We are one of the primary departments for support for public records and then really with the graffiti abatement program once again from an efficiency standpoint, I understand it's a temporary program. But what I typically look at is how do we institutionalize those temporary programs with the existing staff we have and how do we use efficiencies to support it? So the admin team having a role in that doing the educational pieces in the components will be an important point. We look at moving forward. That's 22% of our total staffing is predominately general fund and some minor reimbursements from fees. Brings us to our Obviously, housing has been a council goal for some time now. And we've seen some significant progress towards housing. This last fiscal year, we completed 798 housing units in 2023 issue building permits for 1711 housing units in 2023. As well. That includes 392 affordable units. Grande land use approvals, which are those that there is that the general planning

entitlements for 1169 housing units, including 84 double units, sporting inspections for a little over 2000 units under construction. And we still have a quite a bit of construction activity happening within the city. And then we're actually still supporting quite a bit through the plan review process, even though development applications are down. We have 100 excuse me, 871 units in plan review or pending permit issuance that we've also done quite a bit on customer service, that this is a very important point to me personally. I think customer service and how we interact with the community it sometimes feels very basic. And sometimes it's easy to take your eyes off of it. But it's really one of the core pieces that we focus on. The touch points to me are very important. So where are we interacting with the community and how can we make sure that that interaction is a positive one for the community and one of the challenges we had was on our phones. As you can see from the slide deck, we have quite a bit of diversity within the department. We had quite a challenging phone tree that would often lead to basically going to a voicemail. So we shifted that to live phones. So basically, if you call the planning and economic development apartment, you will get a live body. And since JANUARY one of 2024, we received approximately 4,000 phone calls with acute time of average. Time of 36 seconds. So that's fairly impressive. That means people are getting an answer. They're not going to voicemail. And then Serena and team have done an amazing job. Turning that around over the last few months. We've also put together some customer service satisfaction surveys typically focusing on just generally are touch points. But a lot of the

interaction people have at the counter and understanding what what's working? What's not? And we've actually since we initiated that in January 2024, have been receiving 5 star reviews across the board. So I think those those interactions are working really well. And the team is is digging up the customer service, peace between phones, e-mails and counter in meeting the need of the community. So we're really proud of that. Obviously our Web site and this is some of the pieces I know Siro is working on more sporting. That is to understand that that's a critical component to how we interact with the community. And then we're working on enhancements to that user's experience as well. A few pieces on the planning side. We completed an ordinance associated with the maintenance of vacant So that really is the code program that we're talking about looking at really rolling that out this year. Also an economic development side. It would really critical to get that 5 year strategic plan going. That's going to give us the road map this year for implementation and the next 4, we're also awarded a 1.2 million grant from mtc a bag to develop the South Santa Rosa specific plan that is actually underway. We have hired a consultant or moving forward that this becomes a real critical piece to any future conversations about annexation in the South Santa Rosa in the morning area. And then finish off with really are pro housing designation because I think that ties together quite a few pieces that we've been doing on the housing side. So just a few stats on the pro Really if we look at it, I don't have the exact numbers. But generally in the state of California, you're roughly looking at around 480 cities and approximately 60 counties. And of all those only 47 have

their pro housing jury that their pro housing designation from the state and out of those. 47 were rank 7th. So that is really a huge accomplishment in the scoring that goes into that looks at all the policies and procedures that the city as a whole puts into supporting housing. So that's really an effort of the last fiscal year. The previous fiscal year decisions that have made by this body, things that have been done by the community. It really is a holistic effort and supporting housing and the recognition is something we're very proud of. So I think that really especially for that council goal, some of the accomplishments we've having on the housing front and that actually completes my So at this point, I'm happy to answer any questions. The council MAY have. Council crafty. Thank you, MADAM Great presentation. Love I've been working here part now for shockingly the better part of a decade varying levels from stakeholder planning, commissioner and now a policy maker and admittedly get get a little nerdy when it comes to this stuff. I love it and appreciate a's. Do one question I want to ask is going back to slide 8, the timeline allocation can you talk a little bit about the burden staff time and possibly financially of? >> Manning and and and administering the Design Review Board Cultural Heritage Board and Planning I'm just a little concerned that what weather MAY not be redundancies or maybe the possibility to kind of kill 2 birds with one stone. Yes, though. So thank you for the question. Councilmember Okrepkie really with the boards and commissions, one of the challenges is the fact that there are 11 and the board commission function

because of the Brown Act because of the fact that the technical correctness is so important to facilitate that meeting, what we really been looking at internally is how can we provide a centralized structure where we really have a singular point of contact that over those boards and commissions. So in one of the earlier sides, excuse me, you you saw administrative analysts brought into the budget neutral request. That position will be over the boards and commissions. So the the bigger discussion about the compression of responsibility on boards and commissions where, you know, they're uniquely different, but there is overlap in the development becomes a much bigger conversation. There is opportunities for that to happen. Other jurisdictions have made that happen, but really, from a challenging from staffing standpoint, is that once development increases, the boards and commissions activity increases along with that. Some of the boards and commissions don't meet unless a project is moved forward. But as more there's more projects, there's more meetings and increases. The workload. So what we really try to count for is the peaks and valleys in that process. One of the big pieces was moving forward with a centralized administrative before we had the different administration pieces in the different divisions. So, for example, planning have their own was not able to take advantage of capacity that could potentially exist and building our engineering. So having a centralized structure, it gives us tactical redundancy. It gives us the ability to moving cover in a situation where potentially that workload increases. But it is a challenge just due to the number of them. And as I

mentioned before, is when the permits are going, you're generally absorbing 65% of the capacity average permanent volume. But one permit applications go above that, which we've seen over the last 5 It has a tendency to be a bit of a scramble to manage all those roles and responsibilities due to the fact that the process lays out 11 boards and commissions. I I appreciate that I'm glad to hear >> that consideration is being undertaken right now. One other question I had from on the planning side is how nimble are when it comes to the ever changing landscape of legislation and specifically something like last week sb 9 being Kunz being ruled unconstitutional. I how number we able to adjust that does and are we not specifically? But every concern of any project's falling off the map when it comes to these kinds of things. Yet that that's an excellent point. I really alluded to it with our advanced planning team. We've seen so much housing legislation come out over the last few years. >> And then you see decisions come out about that housing legislation. So just really tracking that long-term. And I know our city attorney provided presentations yesterday, but her team is very critical to making decisions about the legality that incorporating that. So it really is more of a multi departmental function to get that housing legislation to the point where we have policies and procedures in place that can align what many jurisdictions have done. You see this and more of the

larger just jurisdictions is they they have begun to spin off their own division to focus on housing legislation. So it's really a process that it's monitored year to year. The changes are kept track of and then it initiates those changes. So generally there the risk that it puts us at, you know, the state often has deadlines associated with that for us to act. And it's it's really accounting for how do we can dedicate that team over to that responsibility, which take some of that capacity away. So what we do our best to do is make sure that we're in compliance with state law. So that becomes priority. And as we look at some of the other items that are being focused on in that advanced planning bucket, one of the challenges that is it it creates is that moves the staff away from that. So it makes it harder to sometimes to maintain timelines on those bigger projects. And I think that's really what we've seen with just everything that's come down the pipeline. Is it just once again becomes a bit of a scramble, but it takes a high priority because of the impacts associated with not acting that we move it forward and other priorities or move down the line a bit. Thank one more shout out to the Pro housing designation. I think that goes a little unheralded to the general public. I think we all know how great it is for us in here. But I the general public another. That is a >> award to get her designation to get ideally, if we were to get we get back local control. But that's another conversation moving on to economic development. Can you talk a bit more about the the analysts that you want to add? One of the things excuse

me. That I've always been interested in is our finance department is a great job when we get things brought sense of showing how the general fund is impacted are the cost to us. But economic development we rarely see the benefit of of some of the policies that we can make right like a it's estimated we get this much in tax revenue or this much, many jobs and stuff like that. Is there a possibility for that kind of opportunity with with this position or or contracting out? >> Well, I think as we as we're looking at economic development right now, it really is nothing is not on the table, right? I think we're really looking at the parts and pieces we have. We're trying to operate efficiently and really trying to understand how you move the needle. And I think and I don't want to say that this discredits what was done before, right? I always say as we evolve, we're just building off the shoulders of what others have done. And I think what we see in some of this is embedded in our our strat plan is when you look industry gap analysis. So just understanding what we don't have in in the city. When you look at just simple things like demographics and how can you find consistent ways to track that? There's a lot of behind the scenes work that goes into those. And initially when we look at the administrative analyst excuse he was focusing on those components. Now, when you look at the bigger picture of how the universe ties together through economic development and economic development in many ways is the engine that drives. And I think especially when you look at the revenue side, how do we program economic development? So it's bringing that revenue in

through other means is a lot of technical details, something do with that. And we want to make sure we have those resources in place and what we've seen in the past as much of that technical detail has either been done by professional services where you century do studies to determine the return on investment of certain uses things of that nature. Some of that can be done in-house. And if we have that expertise to do that, we're able to produce it in a more regular basis and make sure we can be responsive to the needs. And I think that's a really important piece with economic development. It has to be able to go when the outside is ready to go and it has to be responsive to that. So that was really our But I do think to that as we look at creating those relationships that is really sort of a technical in the financial peace between economic development in our finance team. So having that connectivity and just understanding those decisions that we make on both sides and that alignment, it's really critical. What it also does, too, is it allows others to really do big business attraction, retention expansion. Sometimes when we have one person that's doing a wide variety of functions, they all get watered down. So this allows us to focus our expertise and other areas on those main priorities about doing business supporting small business supporting the community's needs from some of the social programs in the investment programs. All right. Thank you so much. MADAM City, Attorney. >> Thank you, MADAM I just wanted to follow up a little bit the staff was explaining just in terms of how some of questions that you asked also have an impact in the city

attorney's office the boards and commissions And the bottom line is the more brown at bodies we have here in the city. The more work there is in the city attorney's office as well as on staff. And we at this point are not able to staff every background at but we do answer the questions that come in. But those particular bodies are bodies that gets tapped with the city attorney. I'm sitting there much like I'm sitting at this meeting in there has been a tremendous uptick in that housing legislation as was just discussed. And so the essentially the portfolio, the attorney that it works very closely with pad expanded exponentially. And so staff impacted greatly with that Both non-legal staff, but as well as legal I just wanted to make sure you realize that you the team is working together to react to the legislation. But the impact is Throughout the city. And I think that staff does a great job in sort of teeing up those questions to us and and we really want to be able to answer them. So i just wanted to chime in. City manager asked me to chime in on this point to make sure that we really underscore that you know, all that pet is also impacts our office. And conversely, inability to address them as fast as we can significantly impacts pet as well. Vice mayor step. Thank you very Jump in on few points already been made first. I'm I'm glad you mentioned the customer because they feedback

that I'm getting from community members, whether it's small contractors, that major really underscores what, what what you mention. >> There's a lot of positive feeling about department right now. So thank you very much for that good work. Have for anybody was here yesterday. You remember that revenue was it was a major And I recall that we had conversation a few months ago, like development related cost recovery. It looks like we might be able to bring in some more revenue from the from development rated related service service fees. Could could you remind me approximately how much that might be annually knowing that there's a big a big variation in how many projects go through. >> Yes, absolutely. Council members are excuse me, vice mayor's that. I thank you for that question. We did actually do a holistic overhaul of our development services fees. And generally we are anticipating an increase in revenues. So typically the way it works with fee increases is you really have to make sure that there's an apples to apples comparisons. So essentially what can happen is that as long as maintain a consistent and projection for our permits. Then we were generally looking in the range of a 15 to 7 17% increase in our overall revenue with that similar range of permits. So generally, if if we're in a downward trend in permits, reduce it doesn't necessarily mean with the change in our fees that we will increase revenue. It really just means that forged doing apples to apples comparison on the same permit. Total were generally in that them into spate 15 to 17% increase. That's a good clarification. Thank you. >> I'm also on the on the

theme revenue. I'm glad that there's been a lot of emphasis placed economic development because that as we discussed yesterday, that's a that's a big part of the charge for the city and walled while the economic development department isn't technically speaking revenue-generating, it's going marketing department. It's always hard to tie back with the work that it's doing to to a a bottom line. Number. It certainly necessary to bring in new businesses in the city to retain businesses, to increase encourage businesses to start here. So when you brought up the fact that we need to invest more in economic I certainly want to want to register my support. We're going to make some tough, tough decisions up here with respect to were all charting our pencils and figuring out figuring out what we can't do for the city. I'm but we should invest in areas that bring back more into the city like economic Development Department. One example of that recently was that was the feasibility study that were that were helping with from with respect to downtown. Again, it's not technically revenue-generating, but we have to do things like that in order encourage new projects to start in order to bring in new businesses. So again, I just want to I want to I want to thank you for being focused on that for the Korean restructuring, the and and looking for today to seeing what comes of that investment. Thank you. >> Councilmember MacDonald. Thank you, Mayor. Thank you for the presentation. I really do appreciate all the work that comes out a pad. So. >> a couple different going back to what Councilmember Okrepkie said on Can you first walk me through the size of

the project that typically takes 3 to 5 years for completion is out like a large development or is that just somebody trying to build one home in a section of town? >> So typically the 3 to 5 years will be your standard residential subdivision. So if you see something in 5200 unit range, it it takes a while to get that through the planning process on the engineering side. As you can imagine, there's infrastructure and there the homes that are built with that. It really just takes the developer a while to get through that process. What we have seen as quite a bit of the multi-family development. So more up then out as far as the development trends that has usually a bit of a reduced time line. That's more in the 3 range. I'm a single family home from start and the fire rebuild is a prime example of it. That's usually a year and a half that's a fairly simple process. >> Great. That's really helpful. I think for clarification for everyone to know. Going back to the commission's in the committees and hearing what city attorneys said as far as staffing and the time that it takes are actually sometimes the kind of road block that we might have in place because of that. I know there's usually 3 different committees specifically around development effect. If I'm not wrong to be design review cultural Heritage Board as well as planning. Could you see your could you recommend a council? A combination of some of those commissions that might help streamline the process? And I think this is something we've talked about goal setting previously. It is is do we have maybe too many commissions and committees that staff is trying to, you know, Brown Act to get the agendas out and all the time and could weaken pot. Combine those expertise and those people into maybe one commission or even just 2 and

reduce one. >> Yes, that's that's an excellent point. I think it is important to daylight. That is actually an exercise that we're going through now. And really, you've identified the 3 main boards and commissions that are focused on We also really have our zoning administrator, but that's a lesson process that's much easier to get through. It's really facilitating the what I referred to often as the Big 3 Planning Commission culture and Arts Board design review and really just understanding that you're looking at land, use through planning commission, generally making findings about land use and then through designer view and in many ways through cultural heritage, you're looking at design. So what sort of overlap is there in the process? And that's the exercise are really going through now is analyzing those 2 to understand what that would look like. Not necessarily to have a joint board but have a singular board that takes on the authority that the to add and really any time you get into this, it's understanding what needs to be unravel to make that happen. But in that particular case, also, what sort of efficiency does that provide? And I think predictability to process, usually, even though we have many boards commissions, we usually try to do our best to align those. So it's not a very linear process because they happen on parallel tracks. But that is the exercise we're going through now. I do think that there are ways to basically create that alignment look at different process is moving forward when you would take the designed to planning commission, it becomes a little more problematic because of the

really big robust set of rules and responsibilities that individual sitting on that commission would have to make those findings. And then how you facilitate through that meeting. Sometimes the meetings are just longer. When you join meetings, it's harder sometimes to maintain the conversation on the court points. When you have different individuals focusing different topics. So right now we are going to the process of looking at all as we're able to better understand the solid recommendation will be looking at opportunities for bringing that forward. Thank you. That's helpful. I'm not sure what's written in the charter as far as as planned and the commissions are >> involved. But I think that's a conversation that if it does have to go to voters, what's the timeline for doing? As far as if we have to change the charter and I can't remember off the top of my head, which ones are actually designated in that. A couple of other things on slide. Number 16. >> You show you how many units we were able to this year. So and from what I read, you had 392 permits go out for affordable housing and then additional 80 permits or for affordable units. And so of the 798 because we are discussing impact fees. How many of those 798 were considered affordable housing? If you know? >> So looking at that. So really issued building permits the completed. Unfortunately, I don't have that What we have

seen, though, is that you can really see the relationship, which is been fairly telling percentage wise in the next line under issued building permits. So out of the 176 season, 1711 were seeing 392 of those be affordable. That relationship and that percentage a is a good indicator. The challenge that we've run into and I think as we get into an impact fee discussion is what we saw in previous years prior to 2023, that would be reflected in that completed number because that's when they went through the system is not necessarily what we'll be seeing moving forward because as you see projects and plan review, the number of affordable units is lessened. So unfortunately, don't have that exact data that breaks down the 798. But that other line give you a good percentage. And I just I mean, once again, we're we're trying to bring a crystal ball into the conversation to understand how development moves forward. But just some of the general trends that we're seeing is more of a shift towards market rate because of the affordable housing money at the state, not necessarily being directed. So many of the active projects we have now are on the market rate, which would then reduce the amount of impact to the impact fee based on the lesson number of affordable units. I thing for budgeting purposes. That's what I'm trying to get to is of the units are the ones that are pull the permits with those be something we would be budgeting if we were to waive some of those development fees. >> The 392. Is that how we

budget or is it based on completion for the impact fees at the end of you know, like now we've built 500 of them. So that's where we're getting the thieves are waived. >> Yes, in most situations, the fees are what we refer to deferred. But it's really just the time of payment. So they're paid at occupancy. So really that's completion of the structures when we typically see that impacts your revenue. >> And I think that such a key point as we go into the conversation, is that we can say we're going to do it, but we actually want know until the numbers come in of what, where, how it's going to impact the budget because he's done it completion. We have an idea because of permits polled but not not a true number. Intel is actually completed. >> That is correct. And as we further get into those because many of these developments are a 3 to 5 year period. We typically have a good idea of developments moving through the pipeline. The level of affordability, the challenge that it creates and even that long pipeline is they have a project can present inclusionary affordable units and then determine through the building permit process not to do that and pay the fee. So then they're not incorporating those affordable units to become market rates. All of a sudden it is not been eligible for the waiver so that there's quite a few pieces that can affect that projection. But typically I would I would agree that it is the completed building permits is what we would be looking for within that timeframe of any waiver. >> Okay. That's very, very helpful. Thank you. And then yesterday we had a couple of presentations, one in particular that stood out to me was the it presentation that had an organizational chart of the different staff and how it supports the work that we do in the city. And I'm just wondering it because

you mentioned your small and mighty team. And I think that that will be a consistent theme we see in the city, right? You guys are small and mighty in every single department, but I think that would be helpful for us to see as we go into budget review, that kind of organizational chart of how that breakdown works. And I just I'm not picking on you in particular that it's not here, but just maybe making the suggestion that I think that would be great, at least for council the sea and the community to see how many people are actually in each of our departments trying to do all the work of this giant city. So but thank you again for the presentation and for answering all my questions. I appreciate it. If I MAY, apologize. >> Out of that 700 units 185 or 4. Well, thank you. >> It's coming couple of Adam City attorney. Can you tell us what the process is for changing the boards and commissions? >> Thank you, MADAM That you have board or commission that is required under your charter and it's the bpu the Planning Commission is sort of its own separate thing. I don't think there would be any contemplation of not having a planning commission. So I will just kind of set aside for a moment. Otherwise it's really up to all of you. And so we would have to go through and see which ones have been created by ordinance and then we would be there's equal dignity rules. So if it was created by ordinance we'd have to and created by ordinance if it's something that has been established otherwise through resolution, then we would be able to do it that way so that we can certainly would I would suggest is figure out the recommendation is and if you

are going to. Consolidated boards commissions when we bring that recommendation to you, we can also tell you how you would go about making that change if you choose to do it. Thank you. >> Councilmember, thanks for Thank you. Mayor. >> I to get a little bit. He said the had some tweaks with economic development to turn it into more buds capacity. Can you speak to that a little bit? >> Yes, absolutely And this is speaking to one individual particular Rafale Rivero. It works for economic development Department has developed incredible relationship with the really has exceptional community engagement skills. So really what we've been looking at is taking the great work that he has done in our economic development team in figuring out a way to expand that out throughout the department. So one of in in a perfect world. We're able to dedicate what's referred to as ombudsman. To me, that's a singular point of connectivity for the community to address their issues. Very challenging thing to actually implement in the planning department because the responsibilities are so diverse. But really one of the movements of sliding him from economic development into the administration. Bucket is to use some of that skill set. He has to provide better customer service, better public engagement to the overall department. So that's really the role that we're moving on and still support the small business and the economic development piece because that is a bigger piece to the department. But how can utilize that for planning projects for understanding when someone's really stuck in doesn't understand permitting requirements and opening up that resource to other members

of the community. >> That sounds like a lovely. You serve your resources creative as well. Could you speak just a little bit with a little bit more detail to how you see economic development there. You're calling in the division how you see that looking when it's fully and they spotted a little bit of your presentation. But it's I think it's the it's the gas that keeps the or the the solar generated electricity from the geysers that keeps the city right You know, it's it's the juice that we need. >> Yes, absolutely. And I think I'm very much with economic in this current role. There will be more time spent at the director level on economic development. I think that's a really important point it's critical to that. The partnership that we have with our city manager's office and how they support is critical as well. That really sends a message of the importance of economic development, but then you really get into it is there's just some day-to-day functions that really need to be done to stay ahead of it. So really, what I see is big business attraction, retention expansion is very different than small business support and doing incubator programs and looking at concepts for workforce development and basically childcare and some of those other infrastructure pieces is different than those 2. So really what we're looking at is how can we align our resources to make sure that we provide the appropriate level of attention to those 3 buckets and then making sure that we're not moving back and forth for those that we set priorities. We set goals and we let the subject matter. Experts implement the subject matter. And I think that's a really

important piece in the strat plan. Exposes that a bit with the pillars and then looking at those implementation is an important piece that we're going through now. So it's I think it's really understanding how we can make sure that we're providing an equitable distribution of resources to those buckets and making sure we're really focusing in not turning our back on any one of those 3 pillars. All right. Thank you. >> I want ask a few questions about this where which were prompted by slide 6 so who did the square belong to? Who manages the calendar for the square? And why is it? That? >> So I'm just to give an overview the square in so basically the way it works is we've historically had a contract with the Metro Chamber. The Metro Chamber's given an annual permit to conduct events on the square there are also other events that occur on the square. So we have a calendar ing that is basically the coordination of those events. So on our economic development side, we use professional services in to bring through staff augmentation in individual that manages events because through events, I think it's important to note is essentially that the Metro Chamber processing the 50 that you'll see in the square. We have city-sponsored events that occur on the There's a variety different things. So outside of that, we issue our own event permits. So we have a singular point of contact that make sure we don't run into a conflict with that. >> I just want to say that I love all the changes that is occurring in pad. I think that is You're changing the culture you and your team are changing the culture paid in how we engage with the community. You're making it more

efficient and you're making it so that we get nothing but praise of what's going on in pads. So just thank you so much. Thank you for thinking out of the box. Thank Your team for going with the flow and allowing you to think out of the box and to come up with great solutions to some of the challenges that we've had in the past. So thank you very much. And seeing no additional questions or comments. Thank you very much for your presentation. Thank you. Director. >> Our next department will be recreation and parks. >> And before we have recreation and provide their presentation. Handed over to Councilmember MacDonald. Thank you, Mayor. I just want to announce that I'll be recusing myself from this portion of the study session. >> Due to personal relationship. One moment, please are Dante. I'm just going to start calling everyone by their last names and their title. So what I'm up here, I don't have like I don't just go like Dante or Victoria or that's difficult to switch back and forth for me. All righty, thank you so much. All right. Good morning. And Army. Well, Kate, thank you. >> Good morning. MADAM Mayor, Vice Mayor Council at all. I'm not a Watson director of recreation Parks. I'll be walking you through our proposed. 24 25 year budget. So as you can before you the various the support our department operations. We didn't have a significant number of changes in our There were some. Minor things you can see in some of that were a bit more significant Start from the top. As far as our general you will see some

increases and these are essentially do are to salaries things like merit increases. Also increase in our landscape contract. Their increases urgent things like merchant fees, as well as over utilities and fleet. And then in addition, our admin costs plant. As far as our public safety prevention. We had a small reduction there spot decrease in our choice grants which moved over to support a more of our operations. Our programs. Okay. This next item was not. There's no budget for this year. Our measure parks. This anticipation was that going to decreased are expenditures. Or did decrease our revenue rather. From that source. Which the diminishment that you see there. Our Special Adair assessment district. What I set my glasses Much for. Ok and you'll see there are a reduction and there's a reduction in our maintenance costs. Essentially. We currently 6 tax that fund a dozen locations in those various places along the roadway. Taxes lower this year, there have been less charges the last year as we move attacked tax district maintenance to our contracted services. We compensate by adding in the one time we measure work last year. And now the fastest tax districts are receiving regular contract made his decision. The mode and will not need additional. We control. So the Bennett Valley Golf course operations on know your a robust kind of discussion around valley yesterday evening. Suffice to say here, as we did see a significant in a new golf.

Elise. As some other minor. Increases. Including our repayment of. Pdi. Also, you'll the taxable golf find that. This is something that will fluctuate from year to year as a very minuscule change. There. As well you'll see a minor changing our tax exempt golf and debt service. This is. Do the amortization. This one slowly decreases over time. And our capital improvement fund. So the reduction, our cip superflex, a reduction of park development impact fees. And I'm going move on to our parks by. For the charity program. Army Sergeant. >> Yes. Do you bring closer? Thank you, ok, thank >> So are not General administration. We make some movement to really solidify our department is one unit. So some staff were moved over from a parks into administration. See an increase there. Things as I mentioned before, merit increases as such. Sophie Base reduction our base recreation, rather. So we have some increase our program revenue there. This do to showing your increase there. Parks and landscape management. We'll see some decrease in salaries and benefit as workers charged out to measure and for our aquatics. No significant change. There. For a neighborhood services because of some. As I mentioned, we do have some staff shifting. So we moved some non employees to gang intervention and prevention programs and temp

staff. See a reduction there. From this next item. Again, intervention and prevention. We moved on permanent a similarly to the previous one has some movement staff. For our community center's. Again, you'll see some reduction here because of some shifting the staff and with other divisions to support other our programs. This next item. Along with the theme of the previous items. We moved to of rfp Fte through administration. So that demonstrate the reduction there. For the next item. You'll see an increase and that's really has to do solidifying are still lane. As our parks permits center. Harvin of Alley Golf as was indicated and as was discussed last evening, we have excuse me, what are some No increase revenue from our golf carts as well as as well as some increased expenditures to all set. But for the next item, our we have some reduced cip projects to the reduction of park development fees. There. But a move on to the next Lar. >> I sorry again, keeping a close. Yes, start. Thank you. Get ready. So as you'll see on the slide there, we had some edition of we're looking to have an addition of an fte for community outreach specialist to further solidify that unit. Allow them have greater capacity relative to their work. So additionally, we're looking to our park planning team because we have a robust as you'll see down the line, a robust. I'm sure you're aware

a number of projects that are in the pipeline that we look to bring forward and the coming. Additional increase. I would just 0.1 5 Ft. And this was to coordinator of our pilot and new programs. Fund are supported by measure and which is our camp white tights. Over at powers the summer. For as is indicated here. We had I'm control over in Korea, creases and various outside services and fees. Name of their landscaping contract and a merchant banking fees. As I was indicating we had some reorganization. Moving on operational highlights. Some of highlights this this year over 9 90,000 attendees through a park permit events. 24,000 attendees through a community center bookings. 4,000, you the our sports field permits. Over 60,000 activity. Registrations. Over 85,000, Howard Park, attractions, customers. Approximately 40,000 senior center participants. Over 100,000 Swim Center. Participants. As far as the educational recreational programs. Our program for all age, including arc Kinder jam camps, swim lessons. Martial arts exercise, dance are done much more. Had approximately 60,000 are registrations this year. We had some great events, community building events which are indicated here. Such as r Fairytale Ball. And craft Fair Senior Expo and others. Our operational highlights far violence prevention program. Rise. You. No. The Violence Prevention program

collaborates with over 50 agencies. These are including school district law enforcement, criminal justice agencies, faith-based organization, local, nonprofits and community organizations bbb provides oversight of the choice. A grant program. We have cycle 12, which I believe. Rfq closes either today or is actually tomorrow. And staff every funding categories to better align with the focus areas. The new strategic plan and approved implemented this fiscal year. Cycle funding would begin on JANUARY one 2025. For this cycle. 12. The pp also oversees the guiding people successfully referral program. This past year. There's been 139. You served over 20 referral from probation 119 not probation. Sources. Are pace to serve roughly the same number of youth this year. So as you're aware. They're conducting some outreach to at-risk hire a sim game impacted and getting Youth. So we're working on building out a continuum of services for youth and families impacted by violence. Primary profession offerings in the community support of our neighborhood service programs. Secondary prevention offering support to the choice Grant program. And early intervention supported by violence Prevention partnership through the kind of people successful for a program. A school community crisis response efforts. Currently applying for and evaluating multiple grant opportunities and community kind collaboration, to develop additionally for intervention resources, including the Clean

Slate Tattoo or program. And street. Our region crisis response. Additional operational highlights from. Our neighborhood services. Neighborhood Services. Providers. It's indicate your 750,000 units of Army for primary prevention. I'm a uniter. Services is about an hour 750,000 hours. For service to the community. We currently have. After-school programs. Other in partnership with Uber bring Housing. We offer camp program for fall Winter Spring and summer breaks. We're also offering our junior Warriors basketball. >> 2 different seasons. >> Our nfl flag football junior drives program which regret glad that it's come back. Sheer foot song and dance. As was indicated earlier, some special events include like the ferry Frito Ball spring for fast. Slash bash Halloween bash and several family barbecues. Okay. So far as the work experience program providing participants a pathway to employment. Typically about 10% are coming the neighborhood services source of the overall about 300 Total program. Participants. In our summer programs. The staff are exploring the possibility of a year-round model to get more to older We're nearing employment age. >> Can I can ask you to pause for just a moment? Vice-mayor stop. >> MISTER That want to jump in a lake with a quick question. Some some impressive stats I

do happen to know whether there's been an increase in participation. Find it for the neighborhood service programs. Are the the recreation participants recent years we had we had some rough years during covid, but I wonder if it's tough. It's ticked over the last couple years as that neighborhood services specifically, I would have to get back But as I understand, we have come with a vengeance. >> Coming out of covid and we be there either approach or exceed it. Those those numbers from that from that time, i have my deputies come down and provide a more complete Subsequent to delivering That's outstanding. This is all good news. Thank Thank you. All right. So now getting to operational highlights. Our park planning division. All right. So this is our. Are folks help aid us the acquisition development. New and development existing parks. This involves the design, a significant community such as we saw in the past with parks like Coffey Park and such coming soon like mlk Parks commence this weekend mistakenly think agent process. We currently has indicated have 18 projects and planning design or construction. And we have a slave about 30 plus projects that are coming in and subsequent years. As indicated here. One of the things that were staff are working on is to develop at Capitol, a parks, capital assets of GIs. So we have more digital resources. For access looking at the par parks and the

various amenities. Look at those various locations. This planning division also creates a new policies and provide significant collaboration for a general plan. >> Specific plans and similar initiatives. For example. Was currently working on a bhios c s ordinance. What's are you all are familiar with? It should be coming your way. Also think such upcoming like the park's naming policy. And also followed by a street tree policy Community Garden policy and others. Moving on. >> As you all are Finley. Is currently underway. >> We have had some challenges a relative to the weather. But we do anticipate that at the larger pool will be opening on schedule. There MAY have to be a delayed opening for like this last pad which could be in the fall. We're currently working through some of those issues with the contractor. Also things you can see here such Luther Burbank. Project with their roofing. How are thing Cavin Park court renovations or others that are under way currently. Are there some subterranean or currently are very short order. There's some work that's going to take place there. Looking at the subterranean there. So we can see how the courts are affected there. Some drainage issues there. And, know, help us to determine expeditiously move forward with that particular product. And then you have other projects that are upcoming such as the Columbus Springs, that floor South Davis. All right. So our as our park maintenance. The playground safety inspections of park maintenance performed regular inspections on a

quarterly basis. All our playgrounds ensure a safe equipment for the community there. 43 parks to contain one or multiple playgrounds are result well over 172 seconds per year for 101 individual playgrounds. For our sports fields and court maintenance department responsible for the maintenance of 11 softball fields. Baseball fields, 19 soccer fields. I'm 19 pickleball slash tennis courts. And during peak season able to SEPTEMBER these these fields and courts are inspected daily in during the offseason expected a memo once a week. During summer, we allocate approximately 160 hours towards our sports field maintenance and during the winter typically drops to about 40 hours per week. We also bring on additional seasonal temp staff during peak season to assist. Our parks maintenance respond to. It's going various our emergency calls. I think the city's right away, including public sidewalks, streets, open spaces to ensure there are other remain accessible. Other crews fonts. So approximately about 5400 hours per year. On these types of calls and is typically and our stormy and rainy seasons. Removal of debris in Our parks made this removes over 100 yards of debris from parks every day. This includes not limited to the encampment, debris, greenways, trash illegal dumping. Between 10 to 15% of staff spent addressing debris. This is part of the daily work tasks as well as a component of volunteer events and participation, citywide encampment cleanups every week. Kurt, we control and partner in approximately 13%

staff are spent addressing weeds in parks. Council obvious is approved one-time funds through NOVEMBER of this for parks, maintenance has spent most almost 22%. I'm addressing 65 acres of roadside landscaping. In 2019, when the parks maintenance was instructed to maintain 65 acres. Which previously maintained by outside contractors, part was given direction to make wheeze in the park's secondary priority. At that time. Far as our far volunteer program maintenance of all time programs, it's easier part maintenance staff under 500 hours time preparing for working following up on our park a month. I volunteer program supporting other individual group, volunteer efforts. Our company staff volunteers removed a 72 yard. The trash 240 yards green waste and approximately 100 hypodermic needles from our parks. Volunteers also spread over 300 yards or wood chips and plant 89 trees. Now looking at highlights of our landscape contract. Some of you all MAY the 5th or even better than than myself. But as you can see there with the status quo back in 2008. 2009, there was a move away from that to more Trent, a hybrid model staff and services. >> Over in constant contract services were free bid improve our council harbor. >> Other was certainty about the suppress aside at the time and landscaping, increased costs of contracted services. But the Time Council awarded mowing contract services. Without the use of pesticides. At the time there was an increase in state, no increase in staff to offset the increase work staff to maintain the 62nd 7 acres. Murray, we control was

problematic throughout the roadside landscapes and parks paces. The staff struggle a struggle to maintain the workload. And 2023. More recently their one-time funds to address the weeds in the control of landscapes in roadways. Which will be expended by a NOVEMBER 2024. So we currently have I contract out for which will include the morning a roadway landscape city building landscapes and that at tax a district roadway landscape. The I pm which was approved by council was incorporate into the new and so we're looking forward to receiving those also on Thursday to be able to evaluate the laws, respond better and bring forth a proposal that could contract council. Which will see differently in the future contract opportunity to award a contractor for the maintenance and care of our 65 plus acres of roadside landscape in our civic sites. I'm not only with the spaces, get regular maintenance. But also increase the amount time parks made. Staff can dedicate to be beautiful Our parks part up. Almost increase of about 20%. I during all contracted services staff always provide landscape minutes at all. Parks accept morning services. 2 continue continuing on with highlighting our accomplishments for recreation division. Okay. So. Indicated here, we have had from year to year. Looks like in 2021. 22 fiscal year. We had revenue at about 2.8 million increased the following year to 2 22 23 to 3.3. And are revenue for the current year's about 3.3 8. So the slightly above what we were in the previous fiscal year. As far as the aquatics programs here. Although we had the family pool down, this community certainly demonstrated that they still

love to their aquatics. Staff was able to. The recorded 3 we had about 53,000 participants. Staff was able to have a major undertaking and moving programs lap swim. This as well as trying to high school use of the one pool Ridgeway as well as the swat team that tunes. Some are our regular customers over family were really concerned about the But feedback has been great. Participants have stated that they were either stay at Ridgeway or attend both pools once family opens back up. As far as our senior senior programs, we estimate that our senior programs are up approximately 52%. Through the 3rd quarter. We have 32,750 program. Participants. In fiscal year 2022. 23. We had 21,600. So we certainly exceeded that. Attribute this to consolidating our senior senior program efforts into the person senior wing. Also some of art, our new amenities such as our billiards room. Tara volleyball, and other programs. Are very popular and leading to the higher participation. An activity in the building. And is indicated here. And as I mentioned earlier, when talking about the staffing increase, we're going to be utilizing park excusing measure in fines to establish the pilot can't watch tides, which at this point is is fully and rolled. And this is our targeting youth age of 45 years. And there's 6 weeks of They're set

up serving approximately 180 participants. And indicated those are full. All right. Accomplishments of our violence Prevention Partnership and Neighborhood Services branches. Okay. So both of these are 2 groups are Co have Co located and it's led to a much more collaborative arrangement. We've seen that manifest something such as the vp. Some of our Halloween bash and several parent education events as well as well as well pop-up events. Staff are also collaborating to launch more of the one Circle youth empowerment programs. Rvp certainly began to make a splash in terms of programs. Such as the Safe Campus Intervention Program and for our Middle schools assisting in the the escalating events between students on and off campus. Staff continue to apply for grant funds and explore a collaboration expand services. Also revised a clean Slate Tattoo removal program and are awaiting approval of contract with 2 local clinics. We hope to have this program launched. Summer or fall. Neighborhood services. So this partnership with the school district as indicated was certainly expand opportunities and increase equity and access to constructive activities for youth. At sustainability to our recreation sensation Summer camp program. I will also collaborate provide a new program serving up 250 forte graders. The program gauge youth in stem curriculum or fostering self-discovery leadership, mindfulness, creativity and community services. During the Krewe crucial adolescent stage. As I mentioned neighborhood

services are successfully re last JUNE rise program. Summer 2023 with the first year junior drives back in Santa Rosa since the pandemic. One of our participants sure that you are received with the recipient recipient of a Harmon Subir and scholarship. My about $10,000. Glad to have this program back. The community pop-up. So. Outgrow reach and has indicated here there are several these are opportunities connect with youth as well their families. The new community pop-up resource, Fair model engage neighborhoods impacted by violence was key component. In the current fiscal year. Bp the pps collaborating with our partners. All right, have hosted 5 of these 20 pop-up, pop-up events. Office coordinated, hosted several educational committee presentation for parents. I'm concerned community member members throughout Santa Rosa. The previous collecting more data on education response services being provided and will be able to provide more details in the future. Alright, rec rec and parks. Parks, planning division accomplishments. As we just talked about family a rehash that because as I indicated work is going on there and we hope to have that place coming back to community Ensure in relatively short order. Beginning in JUNE, at least part of the facility. As I mention. And this was in quadrant one. As far as quadrant. The South Bay was part. The city received grant funding to replace the playground of South Davis, which is due for replacement. Are there some minor delays, with this particular project

work through? Working through the issues of fitting in a new playground pathway picnic areas. And the site was some drainage issues. We had to revise the plan address the drainage issues targets construction is for this for this fall. However, at the possibility that that could be in spring of 2025. 2025 to avoid construction during the winter season. Over in Quadrant 3 Fremont Park. Our project is completed historical valuation, receive feedback from the Culture Heritage Board. Regarding items for preservation items that could be modified. The next steps are to take the information we've game fairly community engagement and historic review and the culture Heritage re-engage community. What's more? The narrow The master plan. The plan is complete. The construction documents will commence and project will be for construction. And over in quadrant Calvin and how alluded to this earlier as well. 2 different locations. One project, obviously. Several of both of these indicator and in need of significant pair repair. Again, as I mentioned, some of it has to do with subterranean issues, engineer, a consulting was approved recently. An underground drilling is already for this month to investigate conditions of the courts and what's causing a kind of the collapse under the subterranean level. Zine teens at a skewed needs ask for reviewing the drilling report and preparing construction for the base of the courts. The

final step. In reconstruction of the course of the overlay with a new court surface, the proposed courtly out think Louisville, tennis and pickleball options. Have notice to the community get scheduled go before the Board of Community Services in APRIL. But we were unable to, but we will revisiting with them. Construction plans to be complete for this in the fall and a bit in the winter and hopefully a bit of building commencing in spring. Now, let's talk a bit about our accomplishments for park maintenance. Obviously, these are in alignment with I was council stated. One of which is our integrated pest management policy, which we're happy to have been collaborative with water department and drafting. It was was recently approved. This is a major milestone for the city. And allows the moving more environmentally friendly method for controlling. Are we landscapes? As I mentioned, it, contract is out for bid and we expect to come back in to review commence following Thursday deadline. Our volunteer events. Staff and park maintenance is as I mentioned before held 12 Park Month. Events. The volunteer project for over 100 trees are planted with the help of 240 ongoing. Well tears approximately 10,000 volunteer hours. Staff provide oversight volunteers, provide tools, project music and and some treats the time. We've implemented a temp staffing to regular activities and to accomplish a seven-day staffing model. We funds for measure am for this purpose. So this new model, I indicated, provide more staffing of the weekend, places where we have a lot of park This has been successful ensuring our parks, especially those with high volume of visitors are maintain during

the weekend instead of waiting until Monday to clean over full of trash from bathrooms and such. The next slide will. Delve into the numbers that you see before you. And you saw there was some robust discussion about last evening. But as is indicated here we have our projected revenue. Of the $305,610. Includes golf or golfer operator fees. Reimbursements. The money generated by cell tower on site and the cart Lee's reimbursement for the costs of the least. You have a transfer from the general fund. In the amount of $500,000 to support other operations. The golf course. From a proposed. As well as the expenses that are laid out here. Operations as well as to the debt service. And additional transfer out for bond debt service as well. And as I said, yes, I'm not going to the labor this because you saw. You've seen a list of. The various improvements that have been able to take over bgc. And so I'm sure you're aware. Some of them are indicated here such air conditioning. And obviously there my knees set aside for the pond. Project be working with director. I had to see ensure that that happens according to schedule. And you see other things such as the tea leveling the golf carts have been mentioned. Greens mowers, which mentioned

and so forth. That concludes a budget presentation from I would be happy to take any questions. Thank you. Looking The council members. Thank you, MADAM On Page. >> back here, real quickly. Page 22. Or c ap and operating and maintenance projects. I'm looking at a reduction of almost 3 million dollars. My question is what? What is the reason for such a detention officer from during a presentation? >> So essentially that. If you could come a little bit closer to the shore, sure, sure. This particular one has to do fees that we won't. So Pete pd, I you know, I mean, that a lot of discussion about those in which help us to generate the revenues necessary to acquire develop and our improve parks. Those are expected to reduce this coming year. So that's what you're seeing seeing the reduction there. So in is that. Related to maybe less projects being worked on at the current moment. Essentially. So we are seeing less projects. Want that at the current moment and maybe that's the correlation. Why we see the reduction and such a cost. As I understood recently, we've seen a lot of increases in those this particular go around. We're we're noticing there's going to be a reduction in that. So. Essentially that gives us a sense that there's going to be pdi-p reit, which is typically because of the reduction of product. Didn't want to add

anything to that. If I might. Yes, please. Nsa director Transportation public the budget amounts that you see in front of you for cip projects are reflective of dollars collected during this year that are programmed for next year. So this is a result. >> The revenue sources that were perceived during fiscal year. 23 24 being program for next year. So some of these are within our control and all describe that a little bit more during the cip presentation later today. But some of these are completely out of our control and our result of the amount of development that happens within the city and the fees collected from that. >> From this is that that part there, amount of revenue because of the projects that we're working And that's where we want to get to. And there's projects that that that we've completed and we no longer are. That's a revenue that is not >> a factor in the numbers that you see this We'll talk a little bit more about delivery later. And and how much of the funds that have been saved up over time will be delivered in the next fiscal year. This is just new funds that are programmed for additional projects moving forward in the future. Okay. >> So so what? And that is then we're projecting less projects in the future. >> Potentially. I mean, it is responsive to the resources available to us. Yeah. So what with with that in mind? >> The following question would be if we are projecting less projects in the future. My question, what would now be why the addition of a little bit employee in the as a

system. Parts plant. If if there are going to potentially less projects or are we seeing more projects >> There are a number of projects that have funding allocated to them and not anyone to work on them right now. So even with that funding that has been saved up over past years and has allocated this year, we still have staffing needs to support those projects between the park's planning team and the capital projects >> And with that in mind, should we as a community expect to see projects been completed at a faster pace? I do think so. And I will be more explicit about that moving forward as part of the capital improvement program. Not just telling you where funds are allocated, but what they're actually going to be doing. So are those funds allocated for design? Is this year one of saving for a larger design project or are we we close the gap and this is it to finish design and get a bids and construction started. So I do think that some of that is a result of how do we allocate funds and how do we prioritize projects? But some of it is just need a body is to help. Get that work across the finish line. >> Perfect. And there was a page words spoken here. It a cruel rating projects and planning design and construction. 30 additional projects planned in the next and plus, there's this funding is available. The 18 projects that we have been planning design or construction. Are those fully funded currently or we in the process of also Aquinas, a funds to complete those 18. >> I can't speak to all again. We'll talk more about this in the cip projects. But there

some of projects are fully funded as of this allocation and will be ready to go. Some of it is paying for design paying for staff time based on the way we're set up for some of our employees having to allocate their costs. The projects and then obviously some of it. And this is all reflective of parks and Pryor's Asian price. I've only speaking to the delivery aspect of director rights and respond to how they're picking and choosing their projects allocating their funds. >> Or unless point of order is it improper for me to ask about the Burbank Park and where we stand when think we will begin to work on them. The part of the Clinton bourbon government. Is that going to Forbes into the weeds for this conversation? And that was recently it was received publicize in the press, Democrat. And we're going to the project. You're welcome to answer that question. Now. Thank So gives me ask the question thank you. My last question recently we saw the publication, the press Democrat about the are in regards to the Burbank Rosen Creek And I'm wondering what, how close are we to to be able to actually put a show on the ground and that park. And there's a project that I know that we've been very passionate about. And I do want take a moment. Also think Jason, that for his efforts moving project forward. And just some those hiding over in the corner. After all that work we put in to get that thing going. >> morning. It's morning in the morning. They all run And good morning. Mayor Vice Mayor Councilmembers. Thank you for

the question. Council member. Thank you for all your work in that in that area. And we are so happy to announce been released. We're looking at bringing that back to council before council in SEPTEMBER of this year. And then if it's approved and we're good to move forward, there's nothing else barring us forward will look and really engaging with our design team. It'll probably be like another year or so before we can do that. We need to finish or mitigations that we are required to do before we can Bush of on the ground. But that will be rolling immediately as soon as we. Council approval and SEPTEMBER of this year. >> Appreciate that very MADAM Mayor. That is off of >> Thank I few questions for the taxable debt service in the tax exempt. On that. Come on. That what exactly are those? >> And when are we going pay pay those off? >> Thank you that question. So the taxable bond, it's and then on the exempt tax exempt and the taxable golf on service is the debt service at the city took out redo the golf. Pro shop and the restaurant and back in 2004, 2005, those funds will be paid off in 2030. And so what you're seeing there is the budget that's on end amortization schedule. It said every year. And so that's what you're seeing there. Where my is one taxable and one. >> Not taxable in all. Go to finance. >> Thank you, Mayor Mayor Promise. You make me smile today. Now she's asking questions. I think that >> be honest. I need to go back and relook at y one was taxable in one was and there can be a variety of reasons for that. I'm sorry, but I don't have that for you. Now.

We in finance. We'll circle back with the distinction. And I will point out just clarify for Jen that the pdi funds because I don't want to lose those in discussion. Those get paid back by for a fiscal year. 31. >> And who are we paying them back to? To the park development quadrant that loaned the fund. So it goes back to that quadrant and to make them whole. >> And I'm sorry, but I don't remember which one that is off the top. My head. Generally does. Yeah. Its own to and zoned for. I believe she's going to check my notes I believe that's correct. >> I had all this last night's I'm just pulling for him say. >> MADAME Mayor, if I when when you say zones, can you give us the quadrant quadrant? Yes, thank you. Its all interchangeable in my head, which is >> not helpful. When I'm talking about. So, yeah. So we're looking at the Southwest Zone and zone and South East Zone. So the golf course is located in the Southeast but there was also funds. Moved back in the day for from. To South. >> so South Southwest and southeast. >> Correction, I'm sorry. Its own one and 04:00am so sorry. So looking at my its own one. So that's the northwest. And the Southeast. Those are the 2 zones. Apologies for that. In the golf course is located in

the Southeast. Do you have the breakdown of how much from each quadrant? That I do not have with me today. Looking to finance anything we can provide that. Mayor, I don't have that on hand. And have one last >> 2020, 30, it's kind of far away is not that far away. But it is pretty far away if the golf course is located in southeast that the golf course that that quadrant Southeast has funs. Why wasn't that money? Used to pay off? More of the debt instead Northwest, which happens to my quadrant. Waiting until 2030 to get funds back when we can do park improvements. >> I I'm going I'm going to start and and turn over to Scott. But I you know, at the time in 2004 slash these funds removed. It is probably likely that there was a higher level of funds and there look for this one. You know, this large, we have one golf course. So it is something the city has allowed use to move funds around. So that's probably the reason Scott if you have any additional. >> I I won't pretend to 2. I wasn't here at that time either. And why decisions get made on a debt. They says it's very hard unless it's for mall documented on on what what happened. I think the assumption we can all meet is making is that that zone had or quadrant had more funding at that time. But again, I'm not really comfortable. Giving a definitive answer for that.

I would. I you do some research? To be Frank, I don't know if we would find that exact answer over the reasoning. Yeah. >> It probably did have more money and that's because we have a lot of things that we need to do with our parts and that 100. That's why I have more money. So just the sooner for me, I know that there's a schedule, but the sooner that the money can be paid back is sooner that we can start to do some more development in that quadrant. >> With that, we will go to council member funding. Thank you, Mayor. I wanted to go back to slide. 29, if we MAY. I'll give Jeff Tibbetts a heads up. This is going dip into programming. And the director of fund. Please come to I've never heard that when. Jeff, you're the director of fund. Here we go. I hope you still feel that way. When we're done here today. Haha. That was not meant to be ominous so what I what I'm looking at this, you know, it. First of all, just want to clarify. A couple of things when the water as the little ones. And that's why it's 180 were serving a lot more than 180 kids. >> In our what I'm Kim the constant complaints that parents that we hear from parents in the pick-up and drop-off line about signing up for camps. I'm sorry. When you guys whisper, it's ok, be talking aback when he whispered. It's really hard. Year. So when you guys talk the sign up process that echo any smoother this year. >> Could you define smoother for me? Please. Actually, we've taken a lot of steps. I

mean, the reality is within 2 minutes, we had some weeks of camps that are full. So the demands other than offering awards program, which we're not interested in doing the demand is something that's that's always going to be an issue for us to handle. But I think that the process might a lot smoother over a few years. We've made a couple changes one, we moved from a midnight start. Time to a 07:00am start time. And on those days we have stuff coming in at 07:00am. To try to address equitable access, to be able register. Certainly most of our registration is done But having that resource and then the what we change this year is we actually split registration. So on Tuesday was just our camps programs. And then on Thursday was everything else. So again. That allowed the staff that are in place to be helping less customers because we essentially split it but it was still, I think so. I do remember the numbers of time I have now, but we're still dealing with 10's of thousands of. Registrations within an hour so. I believe that we're in a place and we have the model to run as smoothly as we can to accommodate the demand for the space available. >> I'm glad to hear that you're working on the process. I do think that there that there are additional resources to improve that process. That's one component that that I could be supportive of adding additional resources to the next piece is the capacity would use that, which we will always struggle with. That is what I want to hear is what would it take to not struggle with capacity and the reason why I say that is because expanding access and and we'll talk about access as far as seeds and then access in terms of hours and friendliness for for working families a little

in just a moment. But in particular. What was the reason why access is so important is because this is the singular most effective thing that we can do in the short run to making center is a more affordable for working families. We can put money towards economic development. We can build housing. We can build parks. Those are long-term expensive investments. But if we can have. A place where you can drop your children off it 7.30, or 08:00am and pick them up at 06:00pm without a big we're going roll. That only exists for 2 minutes once a year. As your opportunity. I mean, the housing department has 6 weeks right, every member of years. And this what I think you're the best. I think your programs are the best. I'm here as a champion to tell you that I need you to tell me what you need to make this work for working families. >> And I appreciate So I think We are not limited what we offer because of registration are let our registration is impacted because of the demand. And I think, you know, to point out now, we have seen over the last few years, the demand across the board. So this year. All 3 of our traditional day camps want time yuichi and oil for essentially full within an hour of registration. You know, to the question earlier, I believe Vice Mayor asked about, you know, overall registration. And that's an area where we've seen dramatic increase. And so the impact on u g m Waa. Tom is a little bit newer. And so we're looking to try to address that. Camp.

Itself just has a history in Santa Rosa. It's a generational camp. I went to that camp. I want my kids to go that camp. We're now seeing grandkids go into that camp. I see it a staff There's an element with camp that we're limited with how many kids we can serve at camp was Tom, regardless of the resources of and some crew. Wild project to rebuild Howard Park or build another House park somewhere else that that could throw that. But we are looking in terms of seeing this in increase in just overall demand for summer programming for youth one meant one thing that was mentioned. The presentation is our partnership with Santa Rosa City schools. That's incremental and a U.S. Being able to expand on what offerings we have during the summer. I'm sure you guys are very aware post covid a lot of the funding from state and stuff for out of school. Time. Programming is now funneling through school. So us having formal collaboration and partnership with Santa Rosa City schools. We hope to use that as a model to expand what you know, we'd love to work with all of our school districts is an opportunity for us to serve our kids. We will serve more kids this summer because of that. And those camps are still open and taking registrations through Santa Rosa City schools so and then we're also looking at Camp Lawton says a brand new program. We're starting this year and we're looking to a very excited to start that that's really an expansion and ages that we're serving. What are hours on that talks is a shorter program because of the age of the youth. So you know, with the camp program being outdoors, I'm going to stop

you there only to be road. >> Recently raised a very small child in children as young as 2 years old can be put. Daycare camps from from very many hours a day. So it's it's not because of the age of the children. Necessarily. So what is it really about? Correct? What I was going to say is with the age, the nature of what our camp is being outdoors parks all day with no indoor space. The nature of that program. So >> more long-term programs in my mind of serving Hughes adequately at that age would be a very different program than what offering more of a child care program. Camps is term that gets used very broadly but sometimes it's used for daycare. Sometimes it's used for a very short But but can My parents looked like some marketing wise camps. Is that you use? This is a more traditional camp program that is not perfectly ideal for that age group because of the nature of of what you're And so at that age a little bit more daycare services is needed. So with that program that we are opening, it is more of a traditional camp that is not as adequate for that age group has camps. That component compromise. Compose more have that that day care aspect of it as well. So different program. >> The issue that I'm really trying to drive out here is that this traditional model presupposes that traditionally you have somebody at home, typically a woman, but not always who can do the drop-offs and pickups and what I'm really wanting to see going forward is a model that

accommodates our modern reality where that say the child's only outdoors for a couple to 3 hours, but that there is a city infrastructure to have them dropped off between 7 and 08:00am. Maybe at an indoor facility. Family or somewhere else and then brought to the outdoor place and then brought back. So that we're not discriminating against the whole class of children who don't have that family infrastructure. We're just living the modern American reality. And it's not just know I'm all that your spot. All these camps where it's, you know, 09:00am to 03:00pm or whatever the hours are. And then you get the opportunity to pay more money. To have a regular working life. And you have to pick between these 2 things when this is one thing that the city could easily find, just expansion of childcare hours for the older children in particular where they can be outside and retain working families in just one sort of fairly inexpensive fell swoop. And so what I'd love to see is is going forward not have these necessities be called add-ons. It's like when you go to fly fly internationally and they ask if you want to pay to check your bag will like you're going to have to. This is this is how we live And so I just want a programming to reflect the modern lives that we we are living in the children that we have to raise in this context. >> Yeah, I agree with you 100%. There's a lot of catch-up for us to do and the I think one of those changes is is very modern. And that's the age group that our elementary schools are serving with. The expansion of tk and

that is created a difference where? People with children that age generally weren't looking for summer character. They're looking for year-round care. And now some are care is a new requirement as they can get that school year care through. Expanded tk programs so it is that's a moving target that were chasing to address with the younger age group. Again, I'll point to the center of the city schools agreement and ways that we're addressing it and partnering and you know, leveraging not only our funds but leveraging the funds that the school districts are receiving. So the program that will be running now, it is an older group, its 4th or 8th grade. The school district will be running morning portion with a science and math camps. And then at lunch, it will switch to recreation. So that will now be a nine-day. Our program for the kids who are enrolled in that. So there are shifts being made towards that. But it's certainly a target that we're still chasing. And I'm super appreciative of collaboration. You know, this year, my family, the switch from using our city cam seizing the schools because one. >> It doesn't cost anything into their 9. Our camps. And so if the city wants to stay competitive and be in this in industry, which I think is indispensable our core services. We're going to have to start looking ways that we can provide services ever deuce cost with less friction for families. But I know I came off hard today. I need you to know these services people love and I my inbox gets flooded with complaints and frustrations about people not being able to make it work either time wise or with the scheduling. I want this to mean want not everyone's going to get into Wa Time every

year. That's fine. It's it's a reality of life. But everybody wants a place to go to a center of the city camp who is a resident. I think they should have that and that it should be pretty easy and accessible MAY not be their first choice, but they should get one. So thank you very much. Vice Mayor step. Thank you, Director Watson for a very presentation. >> You mention the concerns swimmers over at And I was certainly one of one of those swimmers. But I have to report as well that the route the Ridgeway transition went really and I'm impressed and work. We're keeping up with which 99% of are usage over family are over that ridge. We're either. What? What sticking with the completion date for family asking for a friend? The truck. The larger pool we expect to be online in JUNE. Perfect again, barring any late weather and things of that nature. But we expect to be on par are on schedule. >> And this blast, but pat areas, but to come on in the fall, that's great. Wasn't it was on schedule as well. But the rough that was slightly off because as I understand, it was all supposed to come line at same time given the extent weather we've been having, we're going to see some challenges relative to that. Alright, understood, but it's great to the polls coming coming online on schedule. That's going a lot of people happy. >> And my next question some members of the Southeast Greenway team mention to me that there is the possibility of a large new park over in the the Open space in Southeast Santa Rosa. In fact, i think I heard that assist a manager not is down down in Orange County on Friday to be there for the official state vote, giving the city

ownership of that land. Any updates in terms of taking official put put a ownership possession of the Southeast really are area and also in the planning process might again. >> So I'll other deputy director centers. But I would just as you mentioned, MISTER Knight is supposed to be going down the 16 to the Municipal Transportation Commission. I believe. And there would be some procedural thing subsequent to that Tory actually have it in our possession. But I defer to Janet. >> Thank you. And I MAY need to for defer to our real estate team for additional. But the last information I received was that we would be looking at. Closing escrow and all of that so that we would near to owning the park at the end of JULY of this year. So we're anticipating that. And then planning part of that is more of our 2 to 5 year plans are looking at when we get that limited term being able assist us. We're expecting that to the latter part of this year. So hopefully by JANUARY, we can start planning process, that extra staff. That's wonderful. >> And I understand correctly that we are that we are currently planning or in the middle of the planning process to have that the sheep and the goats out their grazing freely by the end of the year. Once we take possession tonight, I hear that correctly. I get for the fight for >> We are working on that with Paul to definitely sheep sing and and possibly. Labors as well to make, you know, do

maintenance on those parts that are better for mowers. But we're working really closely. So, yeah, we're we're hoping that we'll see some goats and sheep out there before the end of the year. >> All reject the question. That was that was done a little bit, just a little bit for real, but a little bit and just as well. Here in the here's more serious question and back to the subject of generation, where is the where is talk bringing back the Parks Foundation on our on our list of priorities right now. And I ask because I know that there are groups out there, including the Sonoma County Land Trust that have money that they can potentially provide to the city to assist us with our parks efforts. If we have the vehicle to do that, that that foundation I think would be a help. I know we've been having internal discussions. Where would stand right now? So on to the question, did the chair vice mayor had discussions with the assistant city manager to begin to have those discussions with staff. >> And I think we have to determine if there's someone who is interested in actually leaving the foundation. So we are having those discussions too resurrect the Parks Foundation. >> They can be complicated, spin out, but I'm glad that those conversations are I think that could be a benefit to the city. And I think that's also I all got. Thank you. >> Councilmember Okrepkie. Thank you very Yeah, I just want to voice my support what Councilmember Fleming about extending the hours of camps and being You know, and early drop-off fee and a late pick up fee is basically just analyzing somebody for having

a job and wanting to work full time and not sacrificing pay to go pick up their child. So I think it's extremely important in while we MAY not get a lot of people doing public comment. An e-mail if you go to a softball game or a soccer game for your kid. Those conversations are had and it's not just and I want to make sure it's understood. It's not just the city, its of its a variety of providers out there that have this issue. But we have a chance to to. Lead on as an organization size voice that support that want to voice my support you know, whatever monster venture partnership you know, I'm I'm happy to entertain a all of it because we had a brief discussion on Sro's yesterday, but on the other end of the spectrum for for youth safety and and school safety is the pp. And it's just as important too. A diver and addressed issues before they arise to a criminal nature so one question I had and this. Director watching. You may need to lean on somebody with a little bit more a little longer in the tooth at that the city. But when's the last time the city built the park? And I mean, a new park from the ground up, not a renovation, not resurfacing of any kind. But ground-up new Park. >> Thanks for that. I'm trying to think of off the cuff and the last, you know, ground ground from the very bottom park that we have built. I kind of hard. >> And it was a little bit

before my time when we had, I think. >> Some of that Parkland. Okay. So that there you go. That says enough for that >> Yes, it slipped my Bear is one of ones builds about 9 years ago from the ground up. So I appreciate my colleagues for Minder. Okay. >> And the reason why I ask that is because I don't call myself a nerd, I think because it's it's policy to call myself a which is a little less derogatory towards myself. But I looked up or had staff helping with the ordinance, the device quadrants it's 30 years old. We had 5 council members that it was citywide elections. And I think that because now we have a locally elected district representatives being city Councilmember Citywide Council members. It's kind of a redundancy like I understand the process that if citywide elections, if you had 5 of those people being elected all from Rincon Valley, but say and it it was a mechanism to make sure that every every portion of the city was represented I I I'm not convinced that's necessary today and I'll take I think the mayor Councilmember Alvarez. Got up to this portion of it and and then. I'll take a little bit further. I don't think that we need that anymore. I think that if we have funding to build parks that. Staff and council are respectful of of the needs of the community have to understand where those funds should go and not. Squirrel them away in one section when another section

is in need. And so I would be. In support of of. Taking a look at whether or not we we need quadrant anymore. Whether it is a realistic, a mechanism for for. >> Parks expenditures it. And I say that leading into probably for this dpw in Cip all say the same thing or my colleagues will say the same thing. But I think we're at a point now where as we get into a fiscal crunch, the way that we can show as a community as a COUNCILMAN Is a city that we are still want to invest in our communities and invest in our people is to get projects out. No matter where they are. If we have funding to be able you know, if we have funding, we should be able to get projects out and not be like wall. It's only in this area because I did read that we can only borrow like for the golf course if it is for a community-wide it can be for neighborhood parks or something very specific that would benefit the entire community. So when it comes to these sorts of while we're not going to be able to be as expansive expenditures, we want to be to help with our community. If we have funds. Let's use them to show that we still care because if we're going to mean, what? We can't squirrel away money for a rainy day. It financially. It's raining right now. Right? And we don't know how long this this rain is going to last for. So for me, I the quadrants is an example of a way that we can continue to. Provide good governance and provide for our community. >> Kind clarify. That means you you don't want quadrant. Sorry could. Then you said that quadrants are good way to. Know, my clarification was

quadrants in 1990. >> For 6 when it was created with a great way to make sure things were distributed evenly and equitably throughout the city. I think because we're all elected via district. >> That we have that backstop. We have that checks and balance now. To not have to have that, ok? We've got to make sure if we're all from one area that we spend in another area. We have representatives from every area of this, even more areas of the city, 7 instead of 4. So I think I don't think it's necessary at this point. >> Kind of counter that for a new because I feel like it is necessary. Just just like I just made the point that monies were able to come northwest. >> To go to a different part of the city. It to me it gives checks and balances at least so we can see where the money is being spent The money comes from where? Does the money come from? >> It comes from housing developments. So if the money is coming from housing development, that means the population within that specific area. >> Is growing, which means that we might want to pay a little closer attention to the parks and what we have available. So I know historically we're able like I I feel like we can still have the conversations like. Councilmember Okrepkie. I know and your quadrant. You are missing this much money and maybe we can take it from one of the other quadrants because we are about elevating the

city and what we can do right. But I think that we need to have that conversation in just to say there are no quad rates does it really work for Because I feel like then that's the way for certain parts of the city. The to fall through the cracks and not get the services that they need. And just like Jean was unable to initially tell us and she's the park expert. She wasn't able to initially tell us about apart. I think we change in staff changes. And so it just would be really nice to have that checks and balances but also have the conversations about where the money is going. And I'm I'm not sure or who makes those decisions now. As far as all of the work flow plan that we have 4 all of the current project list but I I do like the quadrants. Councilmember Rogers. >> Thanks, Just as a counterpoint, though, this has been in place for 30 years. So if it was an effective tool, but we've fallen behind in different quadrants, then perhaps there's a more effective way for us to make sure that we have that level of equity. And I point out because it was brought up moving towards districts. Most of my district is downtown, which not really part of any of the quadrants and doesn't receive a lot of the attention. And we hear that pretty frequently from folks that there needs to be more amenities downtown and the quadrant system completely

misses that fact as well. So I'm not saying that we don't need some form of a check to make sure that we have equitable distribution but perhaps it is time after 30 years for the council, visit, whether there's a better or a more appropriate way for us to do that. Given how our community has ground, including with urban growth boundaries right? Urban growth, boundaries were nothing when this came into existence. But now we have those. So it does constrain our available land resources and perhaps there's a way for us to do a better job of it. >> I don't think it constrains it because we saw our money was borrowed from one cadre and given to another in order to complete a project in maybe quadrants isn't the exact thing. But I do think that we need to look at put something in place before we just get rid of the quadrants because I do have a fear that resources will not be divided equitably amongst the city. Counsel, Yeah, if I >> her the ordinance you can only borrow pits for a community-wide bit benefit, right? So I kind of like off course community-wide benefit. Neighborhood parks like in my District Coffey Park Neighborhood Park does not qualify for that. So what I'm what my concern we'll use Burbank, what Councilmember brought up before is that if there's a huge development in. Council members, Fleming district that has the money to be able to pay for the park in Burbank. If it's neighborhood

park, not a community park. That part cannot be use those funds. So that's why I think it's appropriate to address these issues to make sure that we can that it's being should be directly in that we're not making our community members wait decades to get a park done. If we have fun somewhere else. But this ordinance precludes us from using those funds. That's all I'm saying. I think the northwest quadrant maybe venture to say that a pro shop. >> And >> whatever else was, how it was spent in in a valley was not for a community. It was it. For a community-wide for their interest. And so I'm going to put that out there. I love the golf course. I think it's beautiful. But I also have transportation to get there. And I I also think a place to play people are really wanting to have whether field, which would benefit our. Benefit, the population that we have. They're not just there, but all over. Actually the city of a place to play being as though it has that land, if it were developed in in this way. Councilmember plumbing. >> I do have a point, but I think the city manager looks really eager to jump in here. >> MADAM City manager, I apologize that. Thank you. So I'm actually here in a couple of different things. And the first teams is. >> Execute. So I hear you. I hear loud and clear and I think that responsibility pause on me to make certain that we're getting the worked on. The second thing I'm hearing is quadrants, is it working? As I stated yesterday, just because we've done it this way for many years, does not mean we have

to continue it that way. I think if we can come up with equitable way as COUNCILMAN Roger stated to distribute the funds, I think we can move away from quadrants the city attorney and I've actually had conversation about quadrants. And is this actually the best way to distribute the probably not as I think we can make some when you do read the ordinance, it does restrict us you know, we need to look at when we look at the funds. We need to look at a city wide. All we have a lot development going on in Roseland. So does that mean that all of the the funding, all the parks going Roseland? >> Sometimes it's this just designed by land use because that's available property for us to have a development. So I do think we can go with this governing body and take a look at the quieter and seeing we move forward. And again, I hear You want us to execute and I will make certain that we're doing that as well. Councilmember Fleming. >> I think my my points for mostly addressed by the city remarks. What I would be looking for is an adjustment to the overall program which prioritizes projects by by need and by. >> By by both need, which includes fairness, but also by need, which includes getting the money out the door. I feel really strongly that we tax our residents. Or we charge a fee for developers that it's incumbent upon us to get those dollars out and a certain degree anywhere. But obviously

where it's most needed rather than sitting in San Francisco, Willie Brown rates in this great book called Basic Prime. How the city of San Francisco change their their plan where they used to have each each area had. I don't know. It was a quadrant speech area, probably supervisor district had a fund and nearly nothing ever got built. And then what they did is they agreed amongst themselves to do a rotation. Now, that MAY not be what applies to Santa Rosa, but we need to have something. They get the money out the door nearly as fast comes in so that in big favor of overhauling this in a way that they gets dollars out of the door. Counsel Robert s. >> And I do recognize that Rosen is one of the news partners of the Susan And that definitely creates more of a complex conversation when it comes accordance needs and getting the money out the door and it doesn't go without mentioning the the the the 1, 1, But this run over cross and how those funds were dedicated to the Avenue over Cross. Thanks to the efforts of Councilmember Fleming, but the Spurs, as we're speaking about getting into deep waters here you know, Southwest swimming pool. You know, part center. It comes mind and I want to give that as possibly one of those projects that are see him. Said execute. And I want cause any plans to execute that plan in the near future or if he's been memorialized or if the conversation has. Some city until we going. And that the waters. >> Yes. >> I appreciate. I appreciate

connecting those 2. >> Yeah, it was. So it is in very long-range plans to look at it. It's it's ending it extremely expensive investment front city. So we would need more than anything. You know, the funds we collect from housing are not going to be sufficient to to push that forward. So we be looking collaboratively for grants and other opportunities to to fund that. And speaking of the waters, I was actually hoping that one of would again say the House and >> a little bit ago, I heard development fees and I know we were having this conversation about we've been developing fees, upfront education. So on the subject and if anyone can educate 80 overs on what waiving development fees would mean to the possibility of not only project, but just take a Southwest project as it is right now and making the necessary adjustments to the gravel pit that we have on the on west side of the parking lot of the Park and also improvements that are necessary throughout the park weatherby cream, the soccer field or improving or renovating. The manatees that currently exist. >> So I'll start on that staff time. And what that means is either the project gets delayed. Are you take money from your reserves to backfill complete the project? So those are your only 2 options and staff you have anything to add. >> And that is a response to the question of what and how the lack of development fees would affect. Improvements of the park. And that would also. Be relevant to the sidewalk

issue that exists right across from the park, which will also be delayed or impede, by the way on the fees to that our it was or any lafco agreement. And when Rosen was annexed to dedicate funds to the park's exist that currently in and district one and and yeah, sold my question >> know that we're the only funding that was at her wits for the roads. >> Appreciate education. Thank I could add one thing to that question Councilmember Alvarez as we move forward, you know, being I'm the director of So it is I think it's really important as leadership for the city that we consider with things, particularly, you know, asking about the aquatic center, as we've often looked at development, separate from operations and there are certain projects Ri think we can't responsibly do that. Aquatic facilities generate a lot of revenue, but they cost even more to run so generating the funds to to build an aquatic center is only half of the conversation because you're going have an ongoing cost lives forever with that facility as well. So just bring that up is as a caution as we have these conversations, too, to do a better job, bridging those conversations together. Instead of looking as 2 separate things of building and operating. And it will be. >> All right. Any was going sorry with the director of fun, of course, I'm cognizant of the amount of expenditure

that that would require, but it will even even even though the senator, aside, just amenities that currently exist and really the upkeep of the park, as we know every park leaves, a man is in look, tlc. >> So seeing no additional questions or comments. I do just want to throw out that really happy to see what's going on with the weeds around the city. Definitely one of my favorite things to do early in the morning on a Saturday when I get off is a park a month. And so I love love. Love that that program I especially love the way our staff interacts with the public during a park a month. It is. If you have never been please check it out. It is so heartwarming and some of the same people go. But our staff always have a smile there always willing to help. And so it is just such a a lovely program. And with that, I think we should take a lunch break. So we will be back at 12, 10. Thank you very much. Seeing a car. MADAM City clerk me, please take the Thank you. Mayor Council night member Rogers. Councilmember Okrepkie are. Councilmember MacDonald year. Councilmember Fleming Councilmember Alvarez has it. Vice mayor staff here, Mayor Rogers, PRESIDENT, let the record reflect all council members are present with the exception of Councilmember Rogers and assistant city manager. Next. We'll have the transportation public Works.

Department. >> Thank you, Mayor and Transportation Public works director here to our operating budget for fiscal year. 24 25. I'll highlight first by specifically the general fund. You see a reduction in front of you for our proposed budget next That is largely the result of shift in overhead allocation as a result of realignment the Parks Department. >> But I want to commend our department for taking the city manager's direction to provide a flat budget. Specifically highlighting the work of our >> administrative services officer, Renee Young be in the muscle behind that and then holding everybody to that request and I'm trying to get everybody in to the increases that you see in front of you. I want to highlight specifically we'll talk more about transit later. A highlight individually because that's such a unique operation and fund for the equipment repair and with. Budgeted more than 1 million dollars of costs responding to the increased cost of vehicles for the almost 1400 pieces of equipment that our maintains. That's not just for vehicle replacement that's responding parts needs for specific services that we sublet And in times of need. So those uncontrollable given our current demands for fleet services around the city. I'm like you who will previously discussed in parks and Recreation parks, presentation of the Capital Improvement

Fund. It's also decreasing for next year. We'll talk a little bit more about that during the cip presentation at the end of this. But again, those revenues provided to us. And for us to So it's not necessarily a a decrease in spending or project activity that you'll see him and will go through that. But but revenues available to us to allocate 2 new work. Across the different and mostly minor the vast majority of increases on any specific line item related to salary benefits it costs that the major increases that you see before you facilities has budgeted for increases water costs and water needs across the 100 plus facilities that we own operate. As well electricity expenses across the So those are fixed costs come to us from pg e project our work with them to project what they will cost in the coming year. 0 waste operations following up on the discussion yesterday about the climate action manager position. That is where that increases seen for now ending its final location in the in the organization and then the field services, that million dollars that I just talked about related to fleet is shown there and the remainder of field services cut budget significantly to try to be responsive to that. And we'll follow implications of as we continue through this presentation. Again, just kind of filing the big pieces Now, climate action manager is proposed to be in our 0 Waste Operations group. That's where it's grouped right That will necessarily make sense anymore. And they're still further discussion to be had on that based on yesterday's conversation we have decreased materials expenses and a

number of our a maintenance operations specifically street service repair materials. So this is potholes, minor fixes. You're my Santa Rosa requests that our crews are are going out. This is not repaving rebuilds, but we are cutting materials cost to respond to the requests for for a 5 budget. Our portion of the fleet costs. So not not what fleet needs to maintain services for the entire city, but We saw an increase of almost 175,000 for that. And I and you heard from Veronica yesterday about the General Fund administration reorganization. Some of the operational highlights what that money pays for and what what we 7500 potholes filled last year and almost 5,000 graffiti tags replaced more than 1700 cubic yards of debris removed from city streets. I didn't really know how to understand what that meant. So the line beneath that is >> if you imagine a football field covered with one foot of debris, that's how much stuff that group took off of city streets last year and then that group also signs instructing for for all the roadways that on maintained by the city of Santa Rosa Electrical essentially a maintenance We'll talk a little bit more about what maintenance specific to that group means. But more than 16,000 street providing lights at night roadways paths around the city. And by 225 traffic signals and another almost 100 a pedestrian lights across the

city. Materials connected more than 2400 tests on materials for compliance. Those are not just for our projects, a capital improvement work, but also for roadways that are being built as part of subdivisions or any other private development today attests to maintain that those roads that will eventually operation our bill to our specifications. It's a unique service that we have in the city of Santa Rosa. That is not common throughout, but it has a great deal of value in terms of making sure that things are built to specification and last as long as they're supposed to. I specifically want to highlight the facilities crew. We we talked yesterday some about the request for janitorial services and that's tied to this somewhat. But what that Cruz has to do with the resources available to them for the number of facilities we have is incredible. That's not to say that there aren't but they're well beyond our means to fix right now. But the amount of duct tape and gunman glue they used to keep this place together is really incredible. So want commend them. And I like that for everybody. Completed more than 2500 maintenance orders enough, seeing 10 per day might not seem like a lot for a group almost 20 people. But a number of those maintenance work orders are not taking year. Honda Accord in for an oil change. There. No major changes to fire trucks and buses that require a lot of specific specific training specialized knowledge, sir, want to highlight their efforts. Also. Specific to I

know that there MAY or going back highlighted for me when i first started expectations from other city departments around that I'm pleased to report we're getting consistently better feedback about how that operation is running. Now. Work over time front and and compliments from the police department and the fire department about how that's going there. Still room to improve. But group did a strengths, weaknesses, opportunities and threats analysis earlier this year and took it seriously. It wasn't just let's check this box because the city manager asked us to buy, let's highlight what we can and can't do. And there are some real quick wins that came out of that to improving that operation I'm really proud of to highlight for everybody in that group. Sorry, specific accomplishments I want to highlight for everyone what the capital projects team did last You MAY have noticed that fire station 5 construction began last month so we're really pleased to to get that off the ground moving. We'll talk more about community later. But that process has started everything so far expected hiccups for a project that has had bumps along the I'm not anticipating any major issues but and will provide more detail in the cip portion of the presentation. We have great progress on the Coffey Park and found a Grove, a painting project. Councilmember Crappie just highlighted for me a conversation that he had with the contractor today that they're ahead of schedule and planning to move to the founder of neighborhood in the summer. And I was anticipating the fall. So that's great news

that we'll be out everybody's way in Coffey Park sooner. Hopefully we keep on track We had additional vegetation and pavement maintenance projects completed last year from fire recovery funds. Also want to highlight specifically the Sonoma Avenue project out here. You MAY have seen the striping was completed over the weekend. Minor punch list items and follow-up to do. But that project is substantially complete. And then many of you attended the Herndon Avenue interchange a groundbreaking in MARCH. So we're pleased to get that off the ground. Also. I mentioned that some of the maintenance work that the electrical group That's not just wiring reconfiguring signal timings and adjusting. That is replacing Poles. That drivers around town continue to knock almost one a week in the last fiscal year. That's a that's a ongoing maintenance issue, an operational issue that we have to be aware of and budget for. And we'll talk more about that in keep part of presentation later, too. Traffic our first protected cycle track on our Mary to rave reviews. So there's some lessons learned from that. But he's a successful project. We are building on other work through repaving to continue provide additional additional bike without specific bike lane funds for those projects that could done through striping or minor

accommodations to striking projects. And then evening, you heard transportation planner Terisa will to Reno Wilson provide an overview of the act of transportation process. And I'm really encouraged by what's happened there so far and have encouraged that group and that process to be as aggressive as it can be to meet our climate goals some of our multi-modal goals and our safety goals. Also heard last night about from the real estate group about additional activity parcels that we own and and be moved to more appropriate uses for the needs of our city. The group also more than paid for their services last year by securing an almost 10 million dollar grant for housing funds for downtown. And then as we just talked about with the recreation and parks securing the acquisition of the southeast, Greenland from the state steam in addition to their general maintenance of buildings using some of the set aside funds that were as part of the general fund for accessible paths and parks. I've gotten great reviews of that. Security measures that were put in at the public safety building by that team as well as the work done to provide facilities for the in response team. So that all in-house by our facilities to him. Streets is really taking advantage of the mice nra's It is a great data source for crowdsourcing understanding what's happening around the city. Again, there are some hiccups workout. It is. It is a burden in terms of planning working and being able to respond to those requests but now there's a public dashboard to show how we are responding to those the time the numbers. So that really proud of that effort. Fleet team is

continuing to evolve in terms making sure that vehicles respond to the needs of are groups including continuing to electrify the fleet. You'll hear more about that during Water Department's presentation about ongoing activities to do that at scale. But we're continuing to electrify our city fleet as vehicles are replaced and then and 0 s program. Master plan was updated and that provided us some information about what exactly are resource needs, both in terms of capital and staffing to take next to provide services around the city. Mentioned earlier that I wanted to highlight transit separately because of the uniqueness of their funds showing for this year is a balanced with with revenue equaling expenses. This will be the first year that there's no covid relief money from the federal supporting our transit operation. So everything everyone's a little wary of that and making sure that our eyes are dotted and t's are crossed in terms of making sure that our revenues actually are intended to match our expenses. There are no different from anybody else. They had a significant increase in fleet maintenance costs, especially given the specific nature of that fleet. We're currently negotiating a updated paratransit to provide those services. And we anticipate that those fees will go up. We have budgeted for such an increase, but negotiations are ongoing insurance costs of increased. We as a result of operator staffing shortages. We're paying overtime to maintain the level of service that we have right now. I'll say for everybody that the level of service that we have right now

is. Bare minimum for city of this size. There are things that can be done to further reduce it. But it's. You know, I would that would be embarrassed to have to do It's not appropriate for the city of almost 200,000 people to have our head ways we we really need to be thinking about doing better and trying to get it 15, 30 minute had ways for people. You know that in our year you're trapped by your transit service. You're not. Using it to its fullest extent. Year your locked into the schedule and need to know it really well. I'm happy to share as a result of some foresight purchases and the conversion of the fleet to more electric vehicles. We are anticipating pretty significant savings in fuel costs for next year. As far as other operational highlights see in front of you. The city bus ridership. This is fairly consistent with what other transit operations are experiencing around the country. There is a sharp decreasing covid. It has come back. It's coming back slowly. I don't know that we'll get to pre-covid ridership, especially without investments to increase frequency. We have a lot of our routes right now that are not attracting choice writers, but riders that are locked into needing to use the bus. We continually working with the team to increase that and trying to find those operators try s'more, the buses that we've got park in the yard right now and we can't get out on the streets. Additional highlights from this team. We have drastically trance transformed our public information services around this there's a new city bus website that provides board detailed information about bus locations, maps that came from

investments real-time information on the bus is providing updates up today, locations arrival. Time estimates we've also partnered with a group with other organizations to be part of what's called the Transit app. Very clever name. But it provides. Interagency transit information for riders that need transfer between services to get to where they need. They need to be going. In concert with that. We are continuing to work with partners across Sonoma and Marin counties about increased seamless between our services to reduce overlaps, but also provide better transfers and making sure that we're being redundant with those services. But that that the operational highlights that I wanted to provide. And happy to answer any questions. Looking to council to see if there any >> Seeing none. I I just had one question when you talk providing a service, is that a bare minimum? And we see ridership going that if we are expand those services, do you think that our ridership will go at? >> Almost certainly. And it is different right by route basis. So there's some intricacies to your question. But as a system as a network, almost certainly ridership is very responsive to frequency. Our ridership is very responsive to some other issues related to fairs and, you know, so as we just talking that he direct originally aide who runs transit division. >> And she, you know, we anticipate that if we needed to find additional revenues to do so. Raising fares isn't really one of them. The increase in fares is almost certainly to be offset by a

decrease in ridership is really on us to find other ways and including, you know, additional grants pleading with ntc, making sure that we understand legislation at the state to to make sure that we're funding transit and appropriate level for community members. >> Okay. And since we're on transit, I do want to give a shout out to your transit team because they're there are no question. Councilmember MacDonald. Thank you, Mayor. I just had a question really around Fleet. >> Could you give us an idea? Because we do see sometimes work orders coming in for ordering new trucks, new equipment. What's of the time on that when we actually go from, you know, is it through fleet could be a holdup? Is it because it's council's? I'm just curious how long it actually takes for procurement are for us to actually get trucks. And almost all of that is a result of the >> We >> mostly figure out the process with there are occasional hiccup. So I won't deny that. And to be fair, we should all know. So that's but it's mostly on our end as we continue to navigate the process and figure out. What specifications are for different vehicles and what the processes are. But most of the lead time before actually getting a vehicle is on the suppliers themselves. You MAY have noted, I think in the previous council meeting we. Asked you to approve that item to order a fire truck that will be delivered in 2028. That's us telling them a year in advance before we need it, that they need to start building right. So fire trucks. I'm aware of that at the time because it's not us. And curious, like. >> For our process, it feels like there can be a long lag

time for vehicles to come in and it doesn't seem like there's such a shortage stock right now. So I'm just curious, is that our process and you said it's almost, you know, fixed. So or if it's something or if there's a different way of actually purchasing vehicles without going through flee, if that's a necessary step. Well, I think that >> some of it is based on the size of the ask that we're making, right. So there are different contract levels that we need to explicitly have very clear permission and documentation for their other things that I can authorize director of Transportation. Public works for smaller orders. Some of that time, though it is after we receive them. We don't receive them in working condition that the client apartments expect. So there's a lot of buildup of vehicle the specific to the police department in particular, lot of customization and equipment that conforms with their technologies that we do after receipt of a vehicle and that work just kind of fits in the queue as as the vehicle show up again because of the unpredictability of one vehicles will arrive. Sometimes. That that work is difficult to prioritize. Yeah. It was time Iran titles. That type of through this through the chair, I might add, we do deal with you know, long lead times. One of the things that we could do and this is the way I've seen it done in other jurisdictions. >> As we have to bring each item every time we decide we want to make a purchase. We

have to bring that to council. The way I've seen it done other jurisdictions is at the beginning of the fiscal year. You have an amount whether that's 4.5 million dollars and you have a list of vehicles knowing that you MAY replace those particular vehicles and are you MAY substitutes amount depending on the life to date are how you decided you want to move those vehicles in and out of the fleet. If we did a blanket purchase with maybe 5 million dollars a tentative list that would be easier. It would keep staff from having to come back each time that they need to need to make a purchase so we could save some time on that in. >> That's the kind of efficiencies I'm looking to, you know, get it specifically from council where where we're part of the holdup. So in an effort to do that, I think in the future that would be great to be able to do a blanket purchase order. I think that's also helpful when we go out and work with vendors to say we're going to be boarding this many trucks from you so you can negotiate the best price on behalf of the city. But mostly just a whole not hold up progress, right? We have a lot of different departments that count on those vehicles that need him to be outfitted so that we can serve the community. So that's that's something I'd be interested in looking just simplifying the process and not having us be your whole that. And then as far as your bus operators in ridership, I'm happy to see this going up. But I what I'm hearing from you is that it's not even a matter of how many routes were offering is that we don't have enough people to actually drive the buses that we're

ordering. We have I think 58 budgeted operator positions and 14 of them are unfilled. And as we add operators, we lose Some of them to competing agencies, some of them to retirements. But >> that has been the pattern for the last 3 to 4 years is every time we get some in, we lose the equivalent so the recruitment has been open because, you know, not just because we have 14 positions, but because we know that very likely somebody working for us right now might not be in a few months so it's a a challenge to. You know, the transportation or the transit planners who are organizing the operators and the routes and the scheduling are doing yeoman's work to make sure that the transit network functions like it's supposed to, according to the schedule and the service that people expect. But we are balancing a string some days to make sure that that happens. I do want thank the Transportation Department specifically are busing Transportation Department for all that they do for the folks that are sticking around and sticking with us. >> We know that you're strong pretty then. So whatever council I think can do to support that addition of the 14 drivers would really helpful, at least for, you know, committed to climate action and making sure that people are using our Transportation System, its and rose. I think that would be great. So thanks. Thanks for the presentation. I did have a follow-up question. So. >> saw with police that we use different strategies in order to become fully staffed to have we seen anywhere across the country. As I know the bus operators. Is up and I keep looking at the welcome to come

out, as you'd like. That, the room, we're not going anywhere. Please introduce yourself. Good afternoon, regionally. Deputy Director Transit. Thank you. So have we seen anywhere in the nation where people are fully staffed in. What are they doing? To get to their staffing levels. Yeah, I think there's a number of I think what what? I'll just back up and say there's a lot of literature right now. The transit history around this issue because it is a challenge nationwide and it's more more acute in areas like ours that have a high cost of living. Not surprisingly. >> So what what I'm seeing is folks a number of different things, writers, not one solution that seems to solve the problem so, you know, there's issues around compensation and benefits, of course, but also looking things the working conditions. How do we make the a little bit easier for folks. It's a challenging How can we bring people in one thing we did here at the city as we dramatically increase the training wage, it used to be. We brought bus operators and at a much lower wage. Well, we went to their cdl training. We've increased that folks are looking at different types of things like referral bonuses. For employees to refer people. They know who they think would be good bus operators says a number of things that are being done across the country and those are all things were discussing internally about how we move those forward. And we have implemented some and had some We're continuing to try to be more diverse about how we recruit for the position. How advertise the

position, how he convey to the community. You do not need to have a cdl or any bus driving experience. We will train you and get you there. So we're hitting it from a number of different angles in and that's what has borne fruit and other parts of the country. And I do think that it's important that. Bus operators don't show up ready to operate service, right? There's a training >> oftentimes a licensure process that they need to go through to make sure that there comfortable with our expectations of them. But also that frankly, they know how to drive a bus all that that entails. It's not just that turns in the speeds, but it's how do you deal with passengers and and how do you explain things to passengers and getting comfortable with our network? So there's a lot that goes into just that getting in the door. That's the hard part. >> I had another question, but I forgot. I'm sorry. It was follow-up to it. Rachel is saying maybe all remember, but with that will go ahead and go. There's number. We'll go ahead and go to MADAM Deputy City clerk for public No public comment. Sorry, I'm off. No, we will go next. But hold I did have a good question. Can you give me a minute? What is the training turnaround for a new operator that is coming in and does not have It's a good one that doesn't have anything. >> Yeah, it takes about 8 weeks for someone comes in with no commercial driving experience and that's to get them through the process to apply for and get their cdl as well as do line training in our system. So they're they're comfortable operating solo and

revenue sometimes people need a little bit longer. We obviously evaluate for safety and make sure that people are comfortable and safe before we release them to drive solo. But that that would be about the average length of time. >> 14 vacancies currently. Are you anticipating or do you have any retirements are anything else coming up that we can anticipate. I think we're through the big wave of retirements at this point in my I'm crystal balling on the fly day today. >> yes, I think I think that wave has kind of crested serve on the back end of that. I think that the biggest issue we've seen is retention of new operators, other than retirements were not necessarily losing longtime operators. It's really the challenge of getting people in the door that are successful in making it through training and then want to stick around and drive. And so, you know, we're really looking at what the experiences of that that recruitment training and then experience of being a new bus operator in our system to see what we can do to help with retention of that cohort of our operators. Okay. Thank you very much. And before I hand it back over to city manager. >> Oh, Councilmember our U.S.. You can ask questions, comments, concerns. >> More than anything. A comment I tell you, my community Roseland with with server. We've been in the past. It's a pleasure. Drive was a possible road only because the quality the road, but because of our our clean sidewalks because I see the quality of life improving mostly and only do I know Super committee also notices

it and no, it has to do with efforts being forced by yourselves and those that support a different want to Thank you potholes. You know, I see come back at daily are no longer there. Tires, appreciate you. So is vehicles. Appreciate it. Thank Thank you for Amish I think he will be here for a couple months now. Yes, I've you're assigning credit to me that I don't deserve, but I make sure to really put mask on and has also risen steadily team effort. >> But we definitely I definitely those new face. And I also see that the mountain was that you possessing you bring to the table. There's definitely appreciated. Appreciate that. And I'll have more good news for you during the cip presentation and I love your that haven in Roseland. >> All right. And so thank you very much for the presentation pass along to anyone that works in any of your programs that they're an awesome job and we do see it reflecting in our community. So MADAM City manager, thank you. We will proceed with Santa Rosa Water. >> Good afternoon. Mayor Rogers and members of council my name is Jennifer Burke and I'm the director of Santa Rosa Water. And I have with me today, I'm pleased to announce our newest deputy director and the Water Department and Nick Harvey, who's our deputy Director of administration. I think in place for 2 weeks now, not in position. So excited that he's been with the department for a number of years. So before we start, I just wanted to again remind the council and not only a big thank you to the council, but to your board of public

utilities. We met with the bp you contract or bp Budget subcommittee numerous times to go through this budget in extreme detail. We also brought it to the bpu in study session as well as got a formal recommendation on the budget. That's before you today. We also took this to the Subregional Technical Advisory Committee, which is the public body that oversees the treatment plant with Santa Rosa and our partners. And this budget is also recommended by the sub There's been a lot of work behind this budget before even seen it here today. So just wanted to again, think both the bpu and the sub tack for all of the great work that they've done. We really appreciate it. If we go to our first so you will see this year that Santa Rosa Waters budget is looking a little bit in particular. We have been spending down undesignated fund balance for a number of years. And that was We knew that we had some fund balance that was above and beyond to reserve policies. We want put that into one-time funding projects and things we can get done and also needed to call upon that when we've had some significant increases in our wholesale water 8, which I know the council is very familiar with. And so we have been drawing that down for the last couple years. So this year we had to make a very concerted effort to make sure we had a balanced budget and not relying on those undesignated fund balances because we have them down quite significantly. There are a number of that have seen in

terms of increases to our operation, chemicals purchase of water. And number electricity and number of things, so you'll see that in order for us to to a balanced budget. We actually had to really look at our cip investment. And we did have to cut back our c cip appropriations on the water side. We had hoped to invest 15 Million. We had to cut it back by about 5.6 million. And you're only going to see a 9.4 million dollar investment this year in our water cip. And a lot of again is we had to absorb a number including from the water purchased alone. It's a 1.9 million dollar increase that we had to absorb. That is specifically with the water on the sewer side again, in order to get a balanced budget, we really had to cut back on the sewer cip. We had hoped to. And and our plan was to invest. 13 Million. We needed to cut that back by about 10 and a half million. So we're only investing 3.3 million and our sewer cip this year. Again, we have a lot of costs increase that we had to absorb on the operations side. And I I mentioned those before, but also, as you MAY recall, the sewer fund is what pays for the regional fund, which is our treatment plant. So we have to make sure that we have enough funding and revenue in our sewer fund to pay for the treatment for Santa Rosa's wastewater. That goes to the treatment plant, which is the

regional fund. In contrast to the local funds, water and on our regional funds, we are able to invest our full cip, which is 11 million dollars. And that's an increase of 1 million dollars from last year. That is by agreement with our partner agencies that we would increase that cip every year. 1 million dollars. Other things that are affecting our regional budget in particular, we're seeing approximately a 1 million dollar increase in our electricity costs. And we're also the possibility of about a half-million dollar increase in our bio solids disposal costs. And this is related to property owner in particular that we are not sure if they're going to agree to accept bio solids. Again, this coming year, we negotiate leases with them every year and they have been noncommittal. So if we get that done, we have to send those biosolids to a different company called Bliss Tech. And that's a expensive option for us. So those are some of the reasons that are driving up our regional budget. In addition on the region about it on the regional budget. We have to reclassifications. We have 2 vacant positions that we have proposed re-classifying to some higher level positions for recycle water system and those are are very much needed. And so combined with the electricity and also cip and bio solids

shows you why we have that 5.6% increase in the for regional find. And in Santa Rosa's portion that hits the local sewer fund, even though it's a 5.6% overall increase for the subregional fund. It's only going to hit our sewer fund at 5.3%, roughly. And then for the Utilities Administration fund, it's increasing by about $616,000 due to some increased software costs and maintenance increases in fleet. As well as where trying to some of the amount that we're putting into our h 2, o or help to others program, which is our low income for our customers. And if we go to the next slide, please all talk a little bit more. This is the information. But by program and here, I thought to be easier to just focus a little bit more on the storm. Water and creeks, peace. About 300,000 of the 13.0, one percent increase are seeing in the storm water and creeks program fund. Is due to additional regulations and regulatory regulatory requirements from our regional board that we had to implement in the middle of this fiscal year. So we had to make sure we're continuing to budget for the next fiscal year. And then we have another to cover. Some cost increases in our own m from fleet and insurance similar to some of the other other funds. On our waste, water resource distribution We're seeing about a million dollar increase and that is related to salary and benefits related to the new position as the new positions as well fleet costs related to the new positions and then also that increase that I mentioned in

bio solids disposal. Again, I know you've seen this before already, our water purchased budget that is dictated by Sonoma water and with the almost 10% rate from them for this coming fiscal year, which was approved by the Sonoma Water Board of directors. You're seeing about 1.9 million dollar increase in purchase of water budget. Next slide. Please. Just wanted to give a few highlights of the water department. So as I all are aware, we have about 175,000 folks that we try to service through about 54,000 accounts, we have 6 billion gallons of water that we deliver every year. And also respond say to significant requests from customers. So not only do you see on the slide before you that we had almost 2000 requests for water and wastewater from our operations staff, but our water billing staff received over 51,000 our and our water billing staff helped about 52 100 customers at their counter and processed about 400,000 revenue transaction. So there's a lot that goes behind making sure that folks can turn on their top and have water if we go to the next slide. Again on some of the operational highlights. Not only maintaining a roughly 600 miles of pipes, 20 pump stations. 22 reservoirs and tens of thousands of others. Apartments is on the sewer

side. We're also maintaining about 600 miles of pipe. 49,000 customers, manholes and lift stations. So this is really what it takes for us to make sure that we're conveying all of our sewage to the wastewater treatment plant. If you go to the next slide, specifically for our wastewater treatment plant, as as you MAY recall, we serve not only Santa Rosa but also Cotati Runner Park Sebastopol and unincorporated areas of the county, including South Park County Sanitation District. So we serve roughly 213,000 customers this calendar year. We produced 7.2 billion gallons of recycled water we were able to reuse 90%. We had a very wet very wet water year. And so we did have to discharge. But discharged as was required and met all of our permit conditions, including making sure we are off, said MR. Phosphorus load. And then you can see and terms of bio solids. I just thought it would be helpful to know that graph color didn't come out great. But that shows you the distribution of how we dispose of our bio solids both through land application north part of Sonoma County, South part of Sonoma County as well as taking it to list back. And then we do provide a little bit to landfill for cover. Let's see if we go to the next slide. Please will talk a little bit more about our education and storm water and creeks programs. Egg in addition having responsibility for the water wastewater

treatment plant systems, we also the whole storm drain system that we're responsible for as well as about 100 miles of creeks that are Santa Rosa's responsibility. So we work a lot through our education programs to make sure that we're complying with our regulations and our MPs permit for our storm water system. This past year. Removed a little over 900 cubic yards of trash. With all of the different creek cleanup programs that we did. And we also were able to really engage a number of residents and youth through our programs really making them understand and care about creeks and recognizing that only rain should go down the storm drain and anything you use on your yard or your street can somehow get into the storm. Drain system eventually get into the creeks. It's really important to be cognizant about that. We also have a very strong education program related to our tap water where it comes from and that program specifically goes into schools and we had a number of school classroom presentations this past year and reached over 3,000 students. We as I mentioned earlier, your board is very active and so I'm not only through the bpu and sub tack but will also support the Water Advisory Committee and the Technical Advisory Committee. And so we do have a number of public meetings that we also support. If we go to the next slide, please. So we wanted to briefly just discussed some accomplishments these are some things that were in the council work plan for this fiscal year. So we have started our next water

and sewer rate study. We have hired are a consultant and we have started on the analysis and we hope to be bringing that forward to you. In the end of this calendar year. Start of next calendar year. We been working very closely with the transportation and public Works Department and have started the electrification master plan. So we do a consultant under contract for that as well. And over to kick that off. And then we have been working trying to determine would be workable in our community related to a ban on artificial turf. And so we have initial meeting with the Climate Action subcommittee got some feedback and we're still working not through with the other departments and help to bring that back to you. Before too long. We're continuing to work on our first-ever storm during master plan, which we're very excited about. We are many years into the Santa Rosa Creek Flood study and hope to be finishing that in the next couple years. You know, you've received up staff briefing on that not too long ago. You're going to see more and more public information out there related to that as that moves back to fema's process. And we have almost completed our upgrade. 2 city works with his our asset management system. We should be going live with the last department, which is the water department at next month. All other departments are up and running in happen for some time. We also completed our water supply alternatives plan which we bought for council brought in front of council. And now we're looking at next steps for implementing really important. And and one of the reasons why we have seen some

of our fund balance being spent down is you MAY recall during covid we were prevented from shutting off water service and by doing that, there are a number of accounts I got into significant a rare urges because there is just no consequences if they didn't pay their bill. And so the water billing team has been working really, really hard to ensure that we're getting as much cost recovery. Not only to help out those customers, but to make the utilities hole. And we've recovered almost 3 million dollars on those past due accounts from the state water board. Grant program that they have available next slide. Please. We going back and talking just a little bit about the sanitary sewer system. Only had 3 sanitary sewer overflows, which is pretty amazing considering that the average for the region is 12 and a half. And the average for the state is 24. So our operations teams are doing a really good job, making sure they're cleaning and the sewer system to make sure we're keeping any blockages out we continue to do some work to replace a tower for our new you were and my automatic meters which have been really great, especially with helping us and our customers determine leaks. We are on schedule and on budget at this point in time on the replacement of are you disinfection project, which is huge and I will say if you haven't been out to the plant in a long time. Come on

out because it's amazing how much work has been done and how much concrete has been poured on that project. Our storm water in creek steamed received 3 out of 4 statewide from our the California Storm, Water Quality Association, which was pretty amazing and almost a little embarrassing. But they did such great work and it was very cool that we got 3 out of the 4 and then we have been doing a lot more monitoring of wastewater at the treatment plant not only related to covid but looking at other diseases. And now we've recently started monitoring for drugs as well. So we're getting a lot of information and sharing that do only through the company's we're working with on their websites, but sharing that information with the health department as well. Next slide, please. So now you will see similar information by fund. This is a summary of water enterprise funds. Again, worked really hard to get to a balanced budget, which is you see that we actually have a little bit of a surplus and mostly we're able to do that through cuts to our cip. As I mentioned earlier, get in the next slide. This is a summary of our Wastewater Enterprise Fund. Again, this is the sewer side that also pays for our part of the regional fund. We had to cut quite a bit in cip to get that to balance. And then last, if you go to the regional Enterprise Fund, this is for the treatment plant technically. There is a surplus, but it's it's It's not really a surplus reserve. It belongs to each of the partners in our treatment The way we build them, it's based

on previous lows and then budget. And if if they have a little bit left over, we used to issue them refund check. Now. We just keep that. And so they can apply it to make there rate increase a little bit less if it turns out that their flows go higher. So it every year the flows change and every year and has dynamic to all the partners and so really isn't ends in a reserve there. We pretty much spanned that that comes into the plant. And then we hold there and it's reapplied needed. And that concludes our presentation and happy to answer any questions that you might have. Look at council to see if there any questions. >> Vice mayor stat. >> Thank you as always. Director My question was just could you could you confirm that that you think it will be the at the end of this year? The council have a chance to look at some of the preliminary data from the water and wastewater rate study. >> So we've already kicked the We only have rates in place through this next fiscal year. So we need to have a new rate structure. We're going to likely bringing a recommendation to for a five-year schedule. We are going to have that by the end of this calendar year, we will likely bringing it to the board of Public Utilities. Subcommittees, starting in the fall and work through with them to get to recommendation and then we will bring it to council study session. Once we do that, then we have to go through the formal propped to 18 process. And so you won't you won't really be considering it fully for

public adoption until probably spring of next year because it is quite a lengthy process. But yes, we're on schedule. And that's that's what you should see either by the end of this calendar year start of next calendar year. >> Thank you in advance for all that This fits in with the theme that I think are going to try to tie into all of my in in the sense of revenue generation, as you underlined in your remarks, we have not. We've been constrained week as cause of increased. We've been constrained in how much of that we can pass to the to to the rate pairs and the results of that are that we are we are continuing to to under fund maintenance in this areas. We are in too many areas across the city being able to have that rate study and and Rico. More of those costs and general figure out how we're going to do more to find our water both Santas and across the county. That's just top priority for the for the city and for the council. I think so. Thank you for all that work and then just just a general, thanks. I think it's well known that Santa Rosa Water is a is a leader in the community, even even Sonoma Water, even our friends at the county admit that. Thank you. Thanks to you and your team for for all the great work. >> This is probably the only time all that. But he always tells the truth. Only time time. Seriously? Definitely appreciate the team knowing that prior coming to the city of Santa Rosa as a council member, I wash my dishes, wash my clothes, went to the bathroom and took very long showers. That was before the drought but people don't

realize how much goes into those simple things that we do that we take for granted all the time. So please pass along our thanks to the team for everything that they do. And I know the jobs vary and there can be very different depending where they work in the system. But thank you. And with that. Thank you very much for the presentation. Thank you. >> All right. So we will now move on to Capital improvement. Budget. Thank you again, I'm Aaron Counsel for the opportunity to present Transportation Public Works. Director I'm here to present this year's Capital improvement program in. I see some of the questions that you've had for some of my colleagues and me over the last day and a half still on some of the thunder through this. All of brief in certain areas. But in order to prepare myself for this, looking back at historical trends and trying to understand how he got to the place that we are at. And so this presentation might be a little bit more detail than you've seen in the past. But I wanted to share. What I and also it will help you understand how I think about things. And you can tell me whether or not that's good or bad. So just as a reminder of all the different assets that we have across the the Capital Improvement program is servicing everything that director purchased talked about in terms of our water wastewater services regional services, like the treatment plant, all the city-owned facilities and our roads and streets that people experience

every day. So quite a Total asset value of more than 5 billion dollars. Obviously, it's it's significant. And that important number compared to our available expenditures in just a few moments. Want to go over where or how this list of projects comes There are any number of planning documents from the different departments that generate ideas for projects to serve the needs of our community. Some of those exist says dots are lines on a map. Some of them have some level of conceptual design. Some are thoroughly vetted by community members and some still need that to be worked through. But the project development process can be you want true community by and for moves that you're making in terms of capital highlight all of these show the vast variety where these projects originates from. Before we go any further, I don't really want to bury the These are projects that are slated to begin next year. I'm not going to read them all off. But to some of the questions that I heard yesterday and earlier about. Saving money, how long does it There's a lot that's going to be delivered next year. To a lot of this is our things that committee members don't half of our capital improvement budget is from the water department. And if everything is going right, those pipes exist under pavements and we never know that they're there until they stop working. So we see the construction, but we don't see the outcome necessarily on a day-to-day basis. And you know that that

most of that left column there is projects that will disappear as soon as they're finished. And we don't think about again. But there are number of exciting things that are coming up. And I'm so just want to provide that level of context in terms of what we're actually delivering to to the community. And I want to I want to highlight specifically a couple of key projects that were bound to come up in question. So getting out in front of that on the bicycle pedestrian overcrossing, we have recently reviewed a set of 95% design provided comments back to the consultant on that. We expect to have final design plans this summer. We have a current, a total all and cost estimate of just under 46 million dollars. We have current available funding at 41 million dollars. I was excited about the conversation yesterday about potentially using some of those debt service funds to close that We also have an a federal grant application going in next week for a 5 million dollar request to further close that gap. I know some of you have previously received feedback we were encouraged to submit that. We're hopeful that that successful. The most important thing to my mind is that we're close enough that we need to stop guessing about how much this costs and get it out a bit and find out what it costs. You know, the the lag time does increase costs. And then the longer we the more risky run into. But I think that we're close enough now that that we should find out what Casa. We've also program through our sb One funding for this year towards Day Rehabilitation Project for Calistoga Road that will allow us to kick off the design and would fund a significant portion of the construction.

We have confirmed with our partners that that funding is flexible, that we could potentially use it to close for their gaps here other opportunities for the overcrossing don't come to fruition. So we have options were so very close. I'm optimistic about where we're at that. We'll see that when I'm here. Talking to you next year will be talking about construction. For her community. Have the phase one we will be. We received 10 different, some medals from design, build firms for teams work on the project will be notifying 3 of them next week that their shortlisted what that means in a design build process is that essentially they're going to spend the next several months working on the project plans to date and refining them and trying to bring. Are available funding in line with the costs for the project. And all of their ideas will be paying them for that work. And then the part of that process and having 3 teams were kind of simultaneously up to a point is that we can use their ideas to combine and use the best of all worlds to to get a final design that are that will continue. So will were proceeding on a path that we will award that contract later this fall. Anticipate having a groundbreaking ceremony later this fall. I am again, very optimistic. I know that this project has come a long way and it's morphed from ideas of what it was and what it can be and will be with future phases. But I am confident that we're in a position move forward with phase one of the project. I will note that and a similar situation we currently have cost estimates

near 51 million dollars and revenue sources around 41 million dollars. So have to close that gap. And that can either be from a creativity and efficiencies from the design team from removing elements of the plan or from additional funding. Sources. We're pursuing that with our partners at the Sonoma County Library, our team and our consultant that is managing the design. Build process for us is working on that. I'm not going to. So you something that doesn't dream, we are still looking for more funds to ease that burden as much as we can. To the total budget you seen these in piecemeal and everyone's The totals just over 50 million dollars to cip for next year. Just over half of that is from the water separated by that red line. Drawn on this pie chart. Just over $500,000 in capital facilities. Fees for the fire department, 6 and a half million dollars for recreation and parks and then a little over 18 million dollars for tw. We have we typically presents this lie just to give a sense of how the funds are being allocated since there is fund allocations for fire or for tw for the general fund allocations by district or by quadrants like there was for the park cities that were discussed earlier. Because of the discrete nature of projects. It's hard to get this to What I intend to do is to show this in the future as a rolling amount over time, given how projects get divided up and how we prioritize. And in different districts. Trying to do this on an annual basis impossible task. And with the to some really bad

decision-making, I fear. But I also understand the need to overtime show an equitable distribution and investment in our community. So committing to you to do that. And to asking you to hold me accountable to that over time. Again, review of what Chief West represented yesterday from the fire a quarter million dollars improvements to the fire training center into future fire station in Southeast Santa Rosa. And these projects that allocation is determined by the fire department as they continue to build up funds for those they now nearly 2 million dollars in both of those funds, but not nearly enough to certain projects of continue to build up over time continue to search for other funding mechanisms. I heard some earlier about the recreational park Cip budget want to highlight specifically the different types of projects that they work on. You see on the right there in House construction projects for fencing and what might otherwise be considered as general maintenance. There are have a company amends to the main parks for picnic tables. You see the design plans for the picnic tables that were added to the Round Barn a earlier this year. And then you see more significant improvements to family aquatic center into a coffee to the left so it's a wide range of improvements that they're making. Talked about this again and highlighting specifically the vast majority of the funds came in through zone for this year. This caught my eye as I reviewing and preparing for this presentation. And so I went back just provide some context for that in the last 10 years, including this upcoming year that. Significant allocation

in zone 4 for this coming year now puts at 3rd amongst the 4 zones over the last 10 years. So this is peaks and valleys funding source that comes in all over the place. Each of the 4 zones have received between 6 12 million dollars over the last 10 years. And that's kind of the scale of the program that we're talking about. Director Acid and Deputy Director Santos describe some of this earlier terms of where the funds are going for the northwest quadrant they are proposing to use all of those towards the place to play community Park for those multipurpose sports fields along with It's like lighting additional features to that park. This will get them in addition to measure and allocations dedicated this, this will get them to a place where they can begin planning and design in earnest knowing that they're well on their way to funding that project. It's still a ways in terms of actually begin construction on this Want prep everyone for that. This is beginning a significant planning and design process to be able to deliver this. And the southwest the allocations are going to the South Davis neighborhood Park, which will replace playgrounds create new picnic areas and some ada compliant pathways. This will fill the funding gap for that project. And according to the recreation parks team, they expect the construction documents to be ready this fall construction beginning sometime next year. When those funds become available on JULY first has proposed to be allocated. That is the completion of the funding for

that project. Laura calling Creek near a park a 5 and a half acre project that is currently undeveloped park in the southwest Quadrant town. This fund has almost 4 million dollars currently in it. Grant request in for 1.5 million dollars to supplement that. And this would be the full construction amount necessary whether or not of that grant application is successful. This project is going to move forward. The scope will change, but to some of the questions earlier, this is about delivering as quickly as we can for community members and getting things on the ground. Not waiting for the perfect project. Things could be added later. Things can be supplemented. But this is we're going to move forward with delivery of this beginning sometime next year. And I know the park's group is as optimistic about that grant request. In the Northeast quadrant zone The allocation for this year is $380,000 to help community That would be for renovations to the concession area around the baseball and additional seeing improvements, and fixes to the field itself. Brings the amount saved up for that, too. Just over 1.3 million dollars and the project is scheduled to begin next spring. Again will fill that funding gap and it will be moving forward in 2025. I know that there's some discussion about specific to downtown. There is a as a result of a 2018 council for housing downtown. That money stays downtown what's defined as downtown actually split across to do it. 2 different

quadrants cc hatching on the side of one on one and not asked on the west side of 101. And that is intentional. To note the money that is allocated in this area is also then sub allocated to their respective zones. Everything that was collected from this previous year occurred on the side of 101, $30,000 of that is going to the youth are being are being home and Gardens rerouting project, which will be completed this summer. And that is a minor contract that is moving as is and will be supplemented with those funds, remainder of we have been parks has been working with the d a o around additional improvements to the courthouse including new planters. And so the remaining funds will be directed there from downtown portion of. Zone. 3. Where that 5 million dollars is going in zone. 4 >> to projects in the Kiwanis Springs neighborhood. One is a community garden will construct a new garden on own land >> this >> will be delayed slightly from where we were to complications around grading plans and some additional design considerations. But we will be we expect to get that closed out terms of design this year. And again, construction begin and 2025. The Kiwanis Springs Community Park. This is a much more significant Nearly 20 acres of undeveloped park land acquired almost 20 years ago. I think it was 2006 >> this is a significant funding gap closing. We're not all the way area. We're not all the way there yet. In terms of design either. But we expect construction documents to be finished in 2025. And

construction to begin on that park in 2026. Continuing Southeast Greenway. After the acquisition of that that had $0 allocated to it. Us 1.5 million dollars allocated to begin planning and conceptual design process is around what that what to do with that acquired land in more detail. I know that there is you currently being worked on between Rec and parks and other city teams and the green, my campaign the Land Trust as part of that process. So we anticipate using some of that funding to issue an rfp during the next fiscal year to kick off that planning and design process in earnest. And get more specific for community members to review. And then finally in quadrant. >> The funds allocated to Peter Springs near a park with that will be supplemented by additional measure m currently the playground. There is. I'm not state of the practice is very small. And it just it's it's on the park's prioritization list for upgrades. So this well, again, from that closing gap and will be. Moving beginning in 2024. With the replacement of some of the equipment as part of that neighborhood Park. Just just a review of all the the 9 different places parks has indicated that they're allocating their money. I believe 6 of those. Closes a funding gap to begin delivery finishes >> construction isn't anticipated to begin during the next fiscal year. So hopefully that addresses some of the concerns that were

described earlier about. What this money is doing for community members. Director Burke described in detail the challenges with the water cip and how they're using in a minute. Just briefly summarize it here. >> And most of the money for water service is going to a maintenance of services that we all need and never think about until they're not working. To just under 9 and a half million dollars there similar for wastewater home, almost all going improvements to the existing and the growth they've seen and there and there was water needs. And then again, regional infrastructure, most all of that going to treatment plant. Simon creeks and mostly towards creeks. I do want to note that Severly because part of this funded by gas tax and facilities fund. So this is some of with a budget that's typically designated to tp w goes to support some wondering creeks. Also. And so I putting this in here to be transparent about why you might see different numbers from tp w throughout the different presentations. They'll add up we're tracking revenue sources throughout. For Tw >> I >> highlights. Not how are using the money, but also where the money comes from and what our limitations are in terms of how it's spent. And responding to needs. And also admitting to a somewhat hoc process to to prioritize those projects >> Macomb are clear statement about that as we approach the end of this segment. We have 6

different sources that funded the tv Cip budget for this year. Know it specifically that 4 of those are entirely out of our control. Their allocations from development assessments from the state or the county for gas taxes or 4. That's the So so we're just again taking in fees there and then allocating them as is. Again, these are. Moneys that are anticipated to be delivered to us that we can then allocate beginning JULY first 2024 towards next fiscal year. Those other 2 funds the general fund will talk about in more detail. But that money comes from an annexation agreement and a lawsuit that have very specific designations as to what that money can do and then the telly impact. The fun is literally charging our water Department for digging in the streets and not allowing us to repay them. So we would. Being a bad without that. You know, you see there. That's a quarter of our dedicated funding for this year. Want to track overtime these funding sources again, kind of research to get myself And there are, you know, absent flows and different funding sources. But take a longer look at this at the capital facilities fee hasn't significantly increased in the last 10 years. Gas taxes are down, frankly, and we expect them to continue. That's kind of the incentives that are laid out before us in terms of electrification of vehicles and them not being indexed to inflation in any way. Similar with measure and that money is not not increasing. And while sb One is, it's not nearly making up to You can see not only is there occasionally decreases in our cip, but obviously the purchasing power of that money is going down over time and and staff is asked to stretch it as far as we can. For the 1.8 plus million dollars from the general Fund. Again, 1.2 million dollars is dedicated

as a result of ada settlement towards facility improvements to facilities team uses and spends that money every year towards ada improvements on city-owned facilities. We have for a few more years of dedicated payment of $662,000 dedicated towards Rosen, pavement, maintenance. That is something that has been stored up over time. Partially for good reasons there. But we're really is a significant portion of that money this year and the next fiscal year, you will see more than 50 streets in the Roseland neighborhood. Get drastic repaving. Not just pothole filling, but significant improvements that also come with some of those signing and striping, a minor improvements that would typically a company paid the projects. As we're looking at each of those streets, individual. Overall broken down by project We almost two-thirds of our budget on street rehabilitation. I know that the team has come to you in the past with numbers about what it actually takes to maintain our streets, too. The level that they're at now or to get them to the level that mtc desires from us in terms of defining an acceptable level, those numbers have only increased as a result of continued neglect at. And I'm sure that's not a surprise to anybody. So we're spending, you know, we could spend the entire cip budget on street rehabilitation and not meet the funding needs for just that purpose alone. If we take out the street rehabilitation needs again, we see we have 1.2 million dollars for ada improvements. Fund almost a million dollars for operational things. This is

equipment for our teams. This is bridge inspections and repairs. Program. Programmatic elements such signs and striping minor equipment and materials for safety projects. We haven't fund our survey teams equipment out of this month. So these are things that, again, can quibble on the exact amount, but everyone would notice if we stop funding in any kind of significant way. We also designate million and half dollars in contingency. These are undefined funds for now that put into account for. Cost They're also used as potential matches for grant opportunities. They're used for requests City Council or city manager's office about new priorities that come up and allow us to be able to respond to them. And this is a contingency borne out over time. In terms of the experience of the team meeting to have that money available to them to respond so I want to share that, you know, it's an 18 million dollar budget, but with 3 million dollars to actually program to improvements that we've planned across those planning documents also want to highlight that because of the way the capital projects team financed. Those dollars are not all seen on the streets. That goes to design time for consultants. Design time for our It goes to environmental clearance to right of way acquisition. So that even further degrades the purchasing power of those dollars. Some scary with this last slide. I started counting

all of the projects that I could find as identified in some planning document. And I stopped when I got to a billion I've since found more. So where we're not making a dent I mentioned earlier that. Where interest need of a prior to station process that also reflects are anticipated We are. Very reliant right now on Federal County State grants to achieve anything of a significant proportion. You know, with kicked off 43 million dollar Herndon or change? We're talking about 46 million dollar pedestrian bike. Overcrossing. It takes decades because it takes decades to find the money to do that and hunted down. It's not just a planning design willingness to do so question. It is a resource question. Number of people have been very encouraging since my arrival, too. Is and rethink anything that I think might need rethinking and they're certainly opportunities to do that. But this is me and my only opportunity to do this for the first time showing you the scale of the issue that we haven't maybe stating plainly that, well, I'm willing to be not a magician. I don't think we have any magicians in the department and people who are going to just find money anywhere. So to begin to rectify this process, what I'm proposing to do is take this list of projects that we as a list. It's more than 200 deep. Come back to you later this summer or early in the fall with a list of metrics as to how we're going to objectively reflect the priorities ation

of these projects. I would like those with your support to also tie too. The council specifically around climate around improve multi-modal infrastructure around and through of public health and safety. Could be some of them that are difficult to tie metrics for transportation projects to but wall will be transparent about what we can find a way to do so in some manner. And get sign off on how we plan to approach in terms of a methodology to prioritizing these projects. Then I'd like to come back to you in NOVEMBER DECEMBER with the result of that prior stations so that we have an agreed upon understanding of what that list looks like before the budget. Discussions begin for next year. It will also help shape our teams. Approach to grant process is what we're communicating to our partners at cta and through mtc. But I think that acknowledging the scale of the issue before us is is pretty important, too. All the people who are asking why there. Road isn't being paid for why their project isn't being prioritized. Its, you know, the list is very long and the resources not On that down note, I'll happy to answer any questions. All right. I'm sure there are. But councilor MacDonald. >> Thank you, Mayor. Thank you for the presentation and it is daunting to see this number, I think it's also extremely helpful for council the sea, the long list of projects that we have and your methodology about how you're going to approach this is to prioritize and kind of Trump, Kate, that list so that we can appropriate money to getting projects done quicker. So I think that that's critical. I

think something else that you mentioned that I that I want to comment on is around how many big projects were doing that are costing us 40, 50 million dollars. And I think that that's something that goes back to decision-making of while these huge projects are exciting. In my many of them, we really need in the city to make the city actually work better and the more bikeable and walkable. I think it also goes back to the decision-making of should we be investing some of that money that 46 million dollars and this long list, a projects that have not been taking care of in the city. And and I think help from staff and really being and, you know, decisive about what we want to do to just fix our current infrastructure is going to be a tough conversation that we need to have. But we can't just keep hoping that we're going to be able to magically have you come in and take care of our budget while I appreciate that, you might be a unicorn. I'm not quite certain that that exists. So so one want to commend you on the great work. This is been something that I've been asking for for cip to have an organized kind of conversation around where we're at in the city so that we can actually help support staff in this decision-making process. You know, so well done on that some of the things that you mentioned and only because this is part of my district was Calistoga Road and maybe reallocation. And while I'm for that model in just some of the cautionary things, I think when we do reallocation because it's hard

to see it on paper when we're adding housing to certain areas and this would be in any part of the city which we just did on Calistoga Road. We added 100 more affordable housing units which I'm very excited about, but making sure that traffic impacts on that road. That specifically is supposed to be redone would be of interest, same with any other part of the city when we're adding in housing, I think making sure that the flow traffic is prioritize safety for children walking to school. That type thing is going to be critical, at least from my perspective of safety. And then in addition, we public safety on that specific road. We have a fire department and the road is a fire recovery road. So I looking at those specific issues, I would be concerned with allocating money to another project. So as you prioritize, just making sure that we're looking at where the buckets of money maybe need to come from and then being cautious about him for pushing it off to the next fiscal year because I believe that particular projects already been pushed off a couple different times. But I think just overall the whole presentation was helpful, understanding about how much money we're actually appropriating, which of I think going back is about 50 million dollars in cip projects. But half of that going to water. Seeing the breakdown of the money that's coming in and knowing where we're counting on money from our federal and state partners is also extremely helpful from my So overall, my feedback is just keep doing the great work that I see you doing in this presentation. I appreciate the leadership of city managers.

Well, her and I have had many conversations around this. And so thank you. Let us know what we can do from the council perspective to help this. We're continue. Appreciate that. And if I just take a minute to address the concern about Calistoga >> The flexibility there is in. We've proposed to fund the majority of the design and construction through this year. 3 on occasion. If we need it would move the construction money to next year. Continue to fund the design and then use the same sb One funds that we anticipate for next year to fill in that gap. So where programming to have a project. But we're designing it no matter what so that it I that are program does not change the delivery timeline for that project. So hope that that's encouraging at least in terms of the flexibility I was describing. That helps when I have constituents say what about Calistoga Road, which I know you're getting those e-mails as well. So I appreciate clarification. Thanks. >> Vice Mayor staff. >> my colleagues. Thanks. Director Hennessy's was a really good presentation extremely clear that the 2 slide highlights for me were slide. 87 that released that really drove home. The point that that that the funding is flat lined that was helpful for rain. That's that's definitely a stick in my head and then slide 90. Want your last slide? Billion? The billion-dollar slide that should be in the city slide back Hall of Fame because that's going to stick it. Everyone's mind with that 0, 4, allocated. So the plan that you're proposing in terms of how to move forward, given our resources that sounds like a it sounds like the only

available you know, will make them make the best of what we've got now. And I like what you're proposing you, but you brought up your south and Yes, it's it's eating away at the margins. But your your mention of the and the pdi, the pdi expenses. I mean, we're we're talking a small percentage of funds compared to the overall need that we need to do the overall deal with the overall amount of money that we need that we need to bring back into infrastructure. But we can come up with a way to to involve private philanthropy and at least get some of these projects started. That's a help. And that's where we are right And what's the what's the old joke? Or paraphrasing? The old joke million here. A million there. And pretty soon. It's real money. If the private sector can can help us out in and a philanthropic way that be great. But again, just like an excellent and very clear presentation. Thank you very much. To that point about the one of the considerations that we have is that the dollars that you see in front of us given our dependence on federal and state grants, they often are used as local matches. So you see a dollar in front of you, but it turns into 4, 5, quickly. And so I hope those considerations are taken into. And as we consider funding for these projects obviously just had a pretty robust discussion about affordable housing impact fees related to that. And it's not just one dollar turns into more, not getting projects against affordable housing and the implications there just want to make sure that everyone is clear. But thank you for the feedback.

>> Councilmember over us. Thank you, MADAM Mayor. This was a harder for me in order make the following statement most nor the amount for put forth. By pretty much everyone in this room. Being that the issues that this one faces are wishes. Other one of the issues that Santa Rosa had to do with the war summit County issues. In order to make the statement. I mustn't ignore the efforts that. MISTER Speake West before and to district one. Jason, you know, the kept your word rather I mean, when I got elected, we sent a room and you said, you know, Rosen, we'll fix roads. And you for you for you live up to that. I appreciate that. Joe, with the with the police station, the substation. I mean, we want that road up and down along with the city manager and and chief You know, these are the efforts that cities that were the season was a has put forward to improve my home. You know, one my district and that part of Santa Rosa, which is not part of Santa Rosa. But, you know, I look at look at them. This was when it comes road and I give you this information because being you want with the Rosa, I I don't want it to be missed that we're simply. Getting some things that. We're promised 9 years ago and then extension and for me is not that we're starting at 0. We're starting at negative 9. You know. So as we have the conversation on

giving up the funds amongst the respective districts. Police take that into consideration. You know that again in order to make that comment, I must put aside the mount of efforts that the people in this room happened building normal. But I have to make that statement. I hope you take that into consideration. >> Thank you. Thank Thank you for that. And throughout. The council goals. Equity is littered in statements throughout that and will obviously be taken into consideration as we weigh these projects against each other. Not just in terms of the historical underinvestment, but also what those projects do for residents moving forward and how we improve their lives in a meaningful way. Point noted, thank you. Councilmember Okrepkie. Thank you very Excuse me, could you talk to me a little bit >> first, appreciate your your the different views. You to this department your brand new. >> Brand-new Ish I appreciate your your thought process and your different takes and your focus on delivering what we can for our community. Can you talk little bit our use of a roller compacted in terms of whether it is. Fiscally responsible for us to both in just direct costs versus. Being able to the aggregate supplied to do it. And and all of these other things weather just Whether alternatives would be better. >> After we're going first experience with now >> the. >> I think in terms of the fiscal responsibility aspect of your question. It's a good idea. We expect to that

concrete to last a very long time. It does not cost. Drastically more. That said it is unusual for this part of the It is brand new for city of Santa Rosa and it has come with challenges that said most of those challenges and costs. I say that the financial costs have been born to date by the contractors who have not been able to follow our specifications and about issues. Meeting the project. Design. The other costs have been borne by community members who seen an extended construction timeline and have gone through years now of construction fronting their properties and on their commutes and on their way to grocery store in soccer practice and whatever else. So there are still certainly our costs in terms of time to deliver that there are short-term costs in terms of increase capital needs. But given the scale and scope of the maintenance issue. We have. It is a solution that we now have a data point as we continue to I'm not going to sit here and pretend like it's the end all be offer every roadway. I'm not even a say that it is necessarily the favorite thing of our contracting partners to have to procure and and work through but given our challenges, it is on the table for us to consider again. Now we're very clear about what those challenges are and we reconsider more appropriately in the future. I think you're going just be clear. It's the second experience because we did have one further down on road. >> And I think that, you know, if I add on to that comment,

the the costs of saving for major capital improvement projects are not just. The increased cost. As you wait to build up and that goal keeps those goal posts keep running away from you. But the costs of not using that money in the short term for smaller projects, for improvements that could drastically the lives of our community. Members is across that. We need to be considering too. So, you know, I am a proponent of smaller-scale projects that can be delivered faster and acknowledging the. Costs in terms of a standard of living for community members and, you know, those incremental increases that we can really put a dent in that people can see instead of an emails me asking too widen roads. They ask for the roads to be paved for safer pedestrian crossings for the bike lane that they They're not asking for. $49 projects. >> Councilmember Rogers. >> Thanks, I want to take you back a little bit off of a council member Alvarez's comments because there's that one very specific street. That was part of the annexation agreement. That's Pearson Street. I know that it is a set in 2025. To have the road reconstructed. Just want to reiterate and I know robs heard from Ian Jason's heard from me nonstop about this that they are reconstructing the road without also doing the irrigation doesn't really make a whole lot of sense. It's an area that floods every single year and the road will just get washed out from that flooding. So I want to make sure that folks are coordinating with the water

department tp w to make sure that when that road gets rebuilt, that it has the proper irrigation. Putin. And that means that potentially we have to figure out what to do with the parking along that street, which is a significant issue and neighbors have expressed contempt concern over and over again that just fixing the road means that it will be the cut through that people will speed along. If we don't increase the quality of life for that neighborhood. Also, appreciate that. Thank you. >> Any other questions for director who speak no. >> Well, thank you very much for the the presentation. I do want to look back to council before we go to public comment to see. If there are any questions from any of the presentations that you may >> have so we can get clarification now. All right. With that, MADAM Deputy City clerk, MAY you please facilitate public comment? >> We're not taking public comment item. 3.1, if you're in the council chamber would like to comment but have not provided a speaker card. Please make your way to the podium. You have 3 minutes and a countdown. Timer will alert at the end of the period as you approach the podium. Please state your name for the record. If you choose to do so. We have a a Chris and then Eric signed up. You can we can use both podiums. Is that to here? >> Good afternoon. Mayor Rogers, vice misstep and council members. I'm proud of the public private partnership the Southeast Greenway has had for the past 11 years with the city when we signed our you that document included many wonderful partners and will

expire at the close of escrow. You will be presented with a new memorandum that solidifies in agreement for the campaign committee. Sonoma Land Trust and the city to work together to accomplish the next phase of this legacy project. After all these years, this once in a lifetime opportunity is upon us. And now the city show gain a new park. And I want to say this loud and clear in a few weeks after 16 years, we ready? We wonder we want to help. Thankfully, the Parks department has allocated 1.4 million dollars from impact fees, some of which will be used to create signage and fencing for safety. But we hope to offer eyes on the Greenway. As well. The balance of that money will be used as seed money for community engagement and the start of the master plan. As vice mayor staff said this morning, the land trust has already lined up some major donors. We're ready to invest in a robust master plan. We have hired a consultant to look for planning grants, a list that we will share with the city. We want to help raise the 3 to 4 million dollars that it will take to accomplish this task. Hopefully, including the expense of a park planning consultant to alleviate the pressure on the workload of the Parks department. We have a number of experts in fields connected with such things as bought engineering, cetera, just waiting to help out with rfp language and that needs to

be coordinated with the park plan. These tasks are meant to be effective and collaborative and I'm sure that the department could use the help. I'm here today asking for 4 things. Parks department be given approval to work on this project and collaborate with the Land Trust and the Greenway Campaign to get the master plan accomplished in a reasonable amount of time. Number to help us find a clear path within the city for donations to reach a project. What is the plan to open up the park to the public that we all envision? And we need a line item budget to submit for these grant applications for the money we helped to raise for this project. Thank you. >> Thank u next step will be Chris followed by Eric. >> Good afternoon. Mayor Rogers face mills that meter step and city Council members. My name is Chris Bowen. I live at 48 27 cure in court. And I volunteer for the Southeast remain campaign. Southeast Greenway after 16 years will soon be ours. We want to participate in an opening ceremony to alert the community to this. New resource. But are we ready for what could become a real jewel for Santa Rosa? We're a group of citizens who want to help make the greenway happen and help you on the city Council make it happen. The Southeast Greenway campaign and Snow Land Trust of pledged a one time donation of $30,000 to pay for mowing the grass in the Greenway for 2024, 25, we will continue to do fundraising and do community outreach and engagement to help ensure the Greenway planning process succeeds. We

can also be a recent source of volunteers to keep an eye on the Greenway and especially at the beginning, help the city make sure that access to the Greenway is safe, stays clean and does not create problems for the surrounding neighborhood. We are thankful for the interest and support from folks working on active transportation, active to transportation planning since we believe the Greenway can be a major player in leaking of trails and bike paths. Perhaps the a campaign to become the kind of asset to the city that the Santa Rosa Rural Cemetery Preservation Committee, which my family, especially my wife, has been a part of for decades. Perhaps the Greenway can be another resource used by Neighborhood Services program to support out, reached to at-risk kids. We ask all of you. To think outside the box as we create the gold standard of what a greenway can be in the Southeast. Greenway campaign is ready to participate in public private collaboration to help that happen. Please give direction and support to the parks team to work on this project. Thank you. >> Thank u next step will be Eric. And then if you would like to comment on this item, please make your way to the podium. >> Should this is Eric Frazier from the Greater Cherry Street area. Lot of people in this room know me for my research in various threads. And quite frankly, I'm really concerned here. I mean, if you're a

business manager and you saw that, you're actual needs of over a billion dollars for only funded at less than one percent. And that your budget, in fact, adds to the deficit spending and delayed maintenance who's running the show. This is absolutely ridiculous for that. I do second Councilmember Alvarez's thoughts about a team effort. And I certainly appreciate everybody in this room, including people that get involved so quickly to address these issues. I have to say, though, that presentation did not provide even the dimensionality that's necessary to understand trends that are going to affect the city financially. You're one disaster away. Basically declaring bankruptcy was so much an fund that these are lot of cases you go lawsuits because you are not keeping up with your maintenance schedule. Quite frankly. There's so much that's missing from this presentation of look like a sales back. So what is going to be the adult in the room here going to rest on the on the shoulders of rate payers and the residents. Moving on from that. There's just stream of consciousness stuff. You're of course, you know that my research and that he ot shows that you're leaving millions on the table from people that post transience that have nothing to do with Airbnb over about are these half-baked bad policy and short-term rental regulations. That was a have think measure that was not even verified facts. These things are going to come back

in. Aren't you? As we get more active over the ice rtp and what that fundings about. As I look down the list of different departments like the Sero thing at this is, of course, that are engaged brand even graphic design and park applications. And what have you could for them. But their primarily a propaganda office. And so where's the money for auditing these types of things? If there's going to be influenced rating, that's the department where a lot of it will generate. I also have to question some of these transactions you have with the metro trainer with the Metro Chamber. Also along the influence. So when we look at electric vacation of the vehicle fleet, is there been any considerations they added weight and one that I reread rehabilitation expenses. So oh, my goodness gracious, what amounts that you're leading people into your basically pushing the residents of this city over the cliff. We're one disaster way from total financial bankruptcy. And if you can see that, well, GOD help guidance. >> Thank you. Next, please go ahead. When you're ready. >> Good afternoon. Council and mayor, nice to see everybody today. My name is Abby Arnold a homeowner in the Montgomery

Village neighborhood. I'm here today to ask you to really prioritize housing and an especially housing that can be affordable to the people who work in our community. Here, as you do your budget deliberations last week. I think it was the New York Times. I'm seeing this, my sons who live here in Santa Rosa sent me this article showing that Santa Rosa is the 8th most expensive place Jen people to live. And of course, we definitely need people, young people to live here in order to work in our businesses and to really grow our economy. So we're right behind Los Angeles, San Diego, New York, San Jose, San Francisco. Even Honolulu is way ahead we're in the same neighborhood in terms of housing costs. With those huge cities and big centers. So this really housing really needs to be a priority for our city as we go forward and you're making critical decisions in the budget, whether we'll have people who can work here and live here going forward. Thank you very much for considering my comments today. >> Thank you. Please go ahead. When you're ready. >> Good afternoon. I think I'm I just ran. And from that era is Council members, Mayor City manager Jen Close to nation has >> We've been here talking about this for a while. We've been talking about since

SEPTEMBER about impact fees and how this can be a really critical tool for helping to solve our housing crisis. >> And it has come up. It's a little bit here and there as a budgetary item. And I want to encourage you to think about it differently. To think about it something that you get to make adjustments on an ongoing Now, you could look at things is sort of like what is the worst budgetary slash best case scenario where we're going back. Feel every single penny based on our current impact program and assume that every single. Unit that has to be Bill and arena and maybe more is going to take advantage of that. And so that's this amount of money and then divided by 8 years and budget for that and take out of this budget. And if you do that, that worst case scenario is about one and a half percent. And I heard through the grapevine that someone said we are cherry picking on that. And actually, we're not ya. Get to cherry pick. That is just across the top one and a half percent. If that's your priority. But there's a different way to think about this. And the other way to think about that. It's easier say here's the policy and say developers please come choose us instead of somewhere else. Please come choose because this is what our community needs. More than anything. And then see who takes advantage of it. There is a while from pulling permits. Tell someone actually leasing up and making an actual impact on a community on a park on a street on the water and sewer system. And then you get to say what is that actual impact? And make my career just meant as you go and not based on necessarily this fee structure which MAY or MAY not actually correlate to the actual impact. The great thing about that, too,

is that totally protects you from potential legal action under the sheets case that came down from the Supreme Court. Is it that protection from that? Because it's vig uring out actual impact. Game said to me a bit ago he said the problem for you, Jen, I think I if I told you the game said Prometheus Jan is you want things done, but you are not the Dewar. And I was like gave you are right. And that is a And at is the feeling that I'm problem with, you all are the doers The doers. And we are looking to you to be the leaders that were elected by the city of it. But the people of this city to be the doers and to say we've been saying there's a housing crisis for years actually for decades and we're going to do something significant about This is the only thing that has to be done. It's going to cost money there other things. But this is the fastest, most effective and most current solution you can invest in and we ask you to do Thank >> Thank you, Rebecca. Please go ahead. When you're ready. Thank you. Good afternoon. >> Mayor Rogers, Vice Mayor stop and city council members. My name is Heather Thurber and I currently live in Valley. I have been in Santa Rosa my entire life. Firstly, I would like to thank you for your time, your commitment and your neverending. Careful consideration of everything presented to all information presented to I want to acknowledge that running a city is a daunting task and that you have many important choices to make for the upcoming year. We sincerely hope that you include the

Southeast Greenway in those goals and priorities. It has also already been talked about a little today. So I appreciate that that that was brought up earlier, have a few items I would like you to consider. We encourage you to support the development of the Greenway by dedicating staff time to the project with clear direction from you. Park staff can collaborate with us to begin the planning process. We understand that parks currently has 18 projects in their cue with 30 plus projects slated for the next 10 years. But we are confident that utilizing our public private collaboration will allow your park staff to make the most out of this incredible opportunity. And not opportunities to develop a master plan for the Greenway that will transform this vacant 2 mile corridor open space into a vibrant urban greenway for all. We hope that the Southeast Greenway will be included in your budget priorities this year so that the community will finally see action being taken after 16 years of conservation. And behind the scenes work on the project. We greatly appreciate that the Parks department has allocated 1.4 billion dollars from impact fees to revive the seed money for fencing, signage and community engagement. We hope that those fees can continue to be used to support the development of the Greenway. And also that summit measure in moneys can be futile, fully utilized in this project as the city of Santa Rosa Parks Department can rely on over 2 million dollars each year from that

tax. I thank you for your consideration and I'm here to ask for your support of the Parks Department and their collaborative efforts with the Southeast Greenway. Thank you. Thank you. Do we have anyone who would like to make a comment that is not yet. >> Mayor, I am seeing no one approached the podium for comment. Incue, bring it back to the council specifically the city manager. >> I'm going to look to you so you, Ken, what council know exactly what feedback you are looking for right now. >> So we need a little bit of when we started this out yesterday. I keep hearing that we've added a lot and we've not made any adjustments. I think we started this out by saying we are in a deficit. And from what I've heard from since yesterday, we have dug ourselves even a deeper hole. So we need to have some some conversations about what you would like for this myself and the staff to bring back as the final budget. Thank you. >> Councilmember a curfew. Would you like to start? >> Thank you, MADAM First, just just a quick question for the city manager. Did we spend 900 million dollars cip monies in the last year or 2 years or 3 years or 5 years or is this something that has accrued over decades? >> It has accrued over One of the things that I've talked about with staff as we continue to add projects. But we have projects and we would do a study we say we're going to do a study and that this is where we are. So no, we have

not spent is just added up over year over year. All right. Want to make make that clear that this wasn't something that happened overnight. We were dealing with an issue that's been that's been compiling for years. >> So for me, the basically said comes down to 2 things is delivery. Execution. I agree my colleagues on matters when it says, hey, we we we need to show going into this fiscal situation that we're going to be living through for the next couple years, barring any sort of adjustment or miracle what have you that we need to continue to provide for our city in any way that we can now that being said, I don't want to cannibalize projects that are. You know, 90% funded. Close to completion in terms of funding but we need to provide for a What we say we're going provide >> if we're going through all of we're going to all the to better word I would like to have a review of the quadrant system to see if it's the most efficient use of our As a mechanism to provide parks and those matters yeah, other than that, I think I think of pretty much made my comments clear during the so but those are the major things that stick to me is being able to deliver to our community quickly effectively like we promised, we do. >> Can I get the total arpa funds that need to be added

back to the budget. In response what's the other say parking? Thank you. Say parking. Thank you, Queen. Safe parking and response. >> We're looking at 2.8 million for and response and 1.3 million for safe parking. But I will know that is in today's dollars. So after any cost of living adjustments, that in response amount will likely increase. And sent. It was reiterate, I'm in full support of of both safe parking and in if I had to choose which I hope I don't in response takes priority for me. I think it gets to the root cause of a lot of issues that we a significant amount of our departments in our community. >> So yeah, I I would like to see that saved if With the addition of, you know, the other things we discussed about removing the limited term paramedic and all that. >> Council member of Thank you, I think for me the. >> The concern of project costs along that we actually hold on to a project for the future. It's going to cause a serious house and more. And when I look at we have 18 projects that are new completion. We have a lot more that are. And the way I think I think for me focus I would like our city manager do to take a look at is we'll probably school complete now unless to piggyback off of COUNCILMAN Grumpy's comment. Israeli complete something I know for the community. If they see something being actually built. They're seeing this changes opposed to having

a lot of projects earned and stages. I think you want to comment, Shorten is pretty much just look at project costs and understanding a long way to complete something. The more it's going to cost. >> Councilmember Fleming. Thank I concur with all the comments that my colleagues made and most of what I think you need to hear you've heard over the last couple of days. For me what it always comes down to when we're dealing with lean times in. This is my 6th budget cycle and every single time the story is basically the same. I mean, we had a little bump during covid because of the arpa funding. But that wasn't going to cover a billion dollars. Infrastructure. Cold Lake. We we have this problem ongoing and it has to do with forces that are largely out of our control, but not entirely. I mean, the way that Prop 13 is the way that federal government chooses not to fund cities across America, the divide between rural and urban America. These these are forces that are so broad and vast. And then we come here and point fingers and try to figure out how to steal from Peter to pay Paul. And it's it's kind of it's almost comical that we do do it every year like it's this big surprise. One. We know it's just the condition of our our federal elected and their unwillingness to use their their monetary power to the power, the Treasury, to to give us what we really need. And so I take that with. Those are the conditions that weren't. So what can we do? And I know this is not directly answer your question. I think it sets a have to give your information a framework

to hang on and the framework is that we're in a broken system. And that it's not really anybody hears fault. Yes, we can get projects out fast or yes, we can look at quadrant. We can go out for more grant funding. But given the conditions as they are. I think we have to focus on the basic economics and what makes a city function as best they can. And those things are what we know. They have to do with density. They have to do with retaining families. And so what are the fastest and most effective ways do that fully funding economic development plan putting you know, full day child care through our recreation programming, putting in a stress bike network, making sure that we do everything we can do make it streamlined housing and affordable housing development. And then making sure that there's some core infrastructure projects that are prioritizing, that money doesn't sit wherever possible. I know that there's earmarks and grants that come in for certain projects in that we can't just take all the money that or is in a bunch of pot and conglomerate it all at once. But wherever possible. Just get it out. The door. I'm sure you'll hear a lot more specifics from other people. But that's my perspective. As you just got to turn on the tap, in permitting and and make sure that there's nothing that gets in the way of developing housing and that to my mind and others for this idea every year. I think it says a crazy idea. But I'm going to say it today, which is that? What if the city of Santa Rosa did something that no other city as far as I know in California, did and made it so that every child. 2 years or 5 years and older school

age child in the city of Santa Rosa had either free or income based child care during the summer. There are camps or parks or partnership with the city. That would change that. The narrative of our city, it would make it seem like our city was a destination for working families and it frankly wouldn't be that expensive comparison to a lot of other things like building housing, which we have to prioritize, but takes a long time to do. If we did that. I people might feel a little differently about a lot of other things that we want to do but cannot do realistically over time, it would grow our economic base. So I just want to start seeing this idea of universal summer care in partnership with other agencies as we look to future budget cycles things are really difficult, something that we can deliver for the people of Santa Rosa. And thank you so much to all your staff for the incredible amount of work he did. And Alan. I've never seen to be so funny before. I don't know what got into yesterday, but I like it. Councilmember Rogers. Thanks, That recently reading a book on the History of Taxation Policy in the United States. >> It was actually really fascinating. But property taxes were originally designed on the East Coast as an incentive for people to develop their properties that they were intentionally held high. And then you had huge deductions that you can take when you actually did something with that property. And then as it moved across

the country, sales taxes were introduced as an offset for property taxes. And by the time you got to California, you had as additive and then we artificially held our property taxes very low. Are mechanisms for being able to compel people to develop in the city of Santa Rosa are different levers and the main one that we've seen traditionally in the United States, we don't have access to because of Prop 13 and that's a push people in the direction of making improvements to their properties. What we do have is an opportunity to invest city dollars in a way that grows the pot so that we can afford all of the things that we like to do like a free child care during the summer. When I look at the particularly as a value document, I'm not just looking at it as the services were trying to deliver this year. But what are the upcoming expenses that we need to be able to prepare for as well? We heard it yesterday. We have 13 bargaining units who are at the table concerned about their quality of life here in Santa Rosa, concerned about their ability to have their families raised here wanting wage increases and other benefits that we all would love to give folks and we have very little room to raise revenue right now whether it is more sales tax, which were close to our cap or Prop 13, keeping our property taxes low. We have to grow the pot and so for me when I'm looking at our essential services in this year's budget, economic development continues to be number one. And that's because otherwise all of our wish list of things that we want to be able to do or never going to be able to do. We have a new economic development,

strategic plan. That's a road map for us to be able to do that. We need to continue to invest in the staff that we need to be able to get there. I still, as I said in our last discussion on this still view housing as economic development in our community. I would love to see us not just implement the per square foot that we discussed, a change which we have to do under state law. So we need to do it. But also looking at investments in housing, particularly affordable housing or specific types of housing teacher, employee housing, different things to plug holes. I think that that's a huge investment that our city has to have on the table. It has to continue to advance. And I and I agree with the comment that was made about it will be an impact in future budgets. And so there is a lead time for us to be able to look at that and say this that we're going to be required to do is x amount. We have to find a way to budget for it, but will also at that point have a corresponding number, which is the amount of economic development that we expect to get in return from it. So I want to see that continue to move forward. As Councilmember Okrepkie said, as I said yesterday, in response to me is no longer a nice to have. It is an essential city service. It needs to be funded. And I know that Alan is working really hard to find grant funding to be able to do that. I know that the chief is back in dc beating the Bushes for any dollars that we can find. Let's continue to support

that. But we also need to build into our budget exactly what we want to deliver for our community. And that means that in response needs to be in the budget. We have final adoption. And then the final and I mentioned it. Our contract employees negotiations that are ongoing. I'm not I'm not afraid of a little bit of a deficit. The deficit, 5 million is certainly less of a deficit that we've seen. We've gone through different disasters, but we do need to make sure that we are appropriately able to budget for the future. Expected increases. And our number one cost to the city and that's employees, their benefits and their families. >> Councilmember MacDonald. Thank you, mayor. A lot of my sentiments of actually already been said. But I do want to say that we do have a pretty hefty reserve. >> Right and I know that that can get burned pretty quickly. But how at, you know, council member Roger said that we're not quite afraid of having a 5 million dollar deficit because we're able to put that right now until we right, the ship as far as goes, I think looking at revenues is going to be critical. And I know in long-term finances was a pretty deep discussion that we had this last time about some of the ways that we're planning on plugging some of these holes so that we're able to continue not just to do business as usual, but what else can we offer to the community? So I will be highly interested in having that prop forward to discuss with council about what our potential revenue increases can be the city of Santa Rosa. And I think it's time for some the best to take a look at

that. And some of them not have not been updated since 1990. And what told Allen is in 1990, we have nothing from that era, including our hair. So let's let's move forward make sure that our policies are up today as far as future, a major projects. I think it goes back from what I said earlier. Like council kept. Said we have a lot of these things funded at 90%. We're almost there to the finish line on some of them. I wouldn't want to stop that progress in any way. But I think it's important that we do start to look at how are not funding our current infrastructure and that maybe we need to shift decision-making to going back to what we can do with our current budget projects as opposed to doing these larger projects in the city. I do want start to take a look at council policy. I know one of them that we brought up yesterday was I think it's our rp tt so that we can look at policies that are that dictating where we appropriate money and not might not be appropriate during budget deficit time. So anything around that I think is going to be critical. I think Councilmember Fleming also brought up a great point about childcare, our summer programs and what we can do to support families said that they continue to work and that is spurring our economy. And one of the things that they did federally and I know I brought it up before, but is child tax credit? And it was part of the American rescue plan where every family that had children working, they were able to get 3 to $600 depending on the children of their age or their

age. Children to be able to spur the economy. And it worked. They saw a massive reduction in child needs and housing, security, food, security. And so looking at that kind of model, I think in the city of Santa Rosa, what happens when we support families and housing or child care and how that affects the economy and how it creates stability in their homes and in their food source is, I think, is going to be a discussion that can't happen in this budget cycle. But I think it's something worthy of of looking at 9, 0, that just with the vouchers in the things that we currently have in place, that would be something specifically around child care and child tax credits. I would be interested in looking for the city of Santa Rosa as far as looking at what Councilmember Crappie said, what are the things that are important to in response? We already have the data that shows were differing about 3500 almost 4,000 calls a year from the police department over to the proper I'm highly interested in keeping that program making sure that that doesn't go away. And if we have to pick between that and say parking clearly, I think that's important. But that said, I think that there's an intended quite consequences when we remove a program like safe parking. So motor homes and those pieces of equipment are on our streets. What does it take for law enforcement? Code enforcement and then of course, cleanup to move that that's not going to a savings. In fact. So I think being cautious about that, we rose yesterday and looking at that

eye. I think it's important to look at a shared responsibility potentially with our school districts. That is a model that I have seen done as a previous school board. Trustee so that it's not just on the city is actually a shared responsibility between the school district as well as city. And so that would be something I would be interesting continuing to speak with City of Santa Rosa schools. But I think that that's important for us to look at is how much time we're spending on campuses because that's also taking away from our local resources. So I think that there would almost be a wash as far as that goes because of how much having to dispatch there. And then lastly, I do want to echo the comments that are at the council members have made as far as making sure that employees are taking care of. And I know is we're going into budget discussions and negotiations. This is going to be probably the most critical for me because we absolutely are not going to able to do any of the work any of the infrastructure, any of our projects in any of the housing, any of the impact fees waived unless we have employees to do the work. So I think that's got to budgeted. I think that that's something that we need to be mindful of. And we need to do everything we can to retain our current workforce to make sure that they that they can live here and work here in the city of

Santa Rosa. And I think that that pretty much tackles most of my list. Thank you to all the presentations from staff. They were all phenomenal. You can tell you all know your budgets deeply. And I really appreciate the work that went into this 2 day meeting. So thank you. Vice Mayor step. >> Thank you. Mayor City manager I was wondering if you could just which which programs are are on the table right now, which is which additions that that you saw. So we I know we talked sorrows. You talked about safe parking in response MAY be something about the reallocating rpt funds, maybe something around. Homelessness services. Some discussion of of impact fees and child care. Are there other programs that you have on your list that that we were discussing, what adding? No, those were the main programs we were discussing and just for clarification, while we are talking about impact fees, you know that probably. >> You know, we wouldn't waiver until we would see that until certificates occupancy and the staff is still working on with the policy MAY look like so, you know, we can we can kind of table but just put a place holder for. >> tabling are what are the ones that are top of mind for you? Is sorrows safe parking in response? So Sro's or submitted the 2.2 million Air market to the state. You know, we you know, sometimes you get your work. Sometimes you don't. So that does need to be up for discussion. I hear you. I believe I got a thumbs up

from everyone on in response. So in response, we will need to have to pull back into the general fund are ptt policy. It does expire and I think expires in 2032, I believe is what the resolution says. So we can bring that back and take a look at Look at it and see if we wanted to sunset earlier. And a safe parking. Yes. With the safe parking. That's a that's a 1.0. 3 are expected. 1.3 million annually mound. >> it's a program that by and large has been has been raised, considered to be successful unless I'm mistaken. To Councilmember Donald's point, if we if we on mount that, if you were one line that what one of the ripple effects from that with respect to other other city services, I'm going to lead director Bason answer that question. >> Someone could Director Messenger. Please. In just. >> if I MAY, just for clarification on both safe parking and in response, we do have arpa funds through this upcoming fiscal year. So we're going to see this go back into the general fund 4 in response and possibly say parking would be in the 25 26 fiscal year. So some questions like unwinding. We there is still some we can. We can bracket that. Thank you. Thank you for that clarification. So do do we need to take a decision on on safe parking this right now? >> I think we need to plan for okay do and I'm going to turn it over to a does Dunston. >> Through the mayor to answer

question, vice mayor stepped you would see a significant increase recreational vehicles on our and an increase in the unsheltered population. Significant increase. And I see that director passenger has joined and I'll let her at 2 really the bottom line is you're going to see us trending the opposite direction that we've been going >> Thank you. Thank you for your questions. I think seemed instance, correct. Never going to see more vehicles on the street. Our safe parking team coupled with our existing resources through host have done an exceptional job connecting with people. And so by bringing them into safe parking, we're giving them a conduit into housing. So we have high success rate of individuals who moved from safe parking into permanent housing, which also reduces the impacts on our shelter. So the city owns and operates a Sam Jones Hall shelter, which has 200 plus beds so by keeping people out of that resource as well, we're able to surf for individuals who are able to come into shelter. >> COUNCILMAN Rick dollars point there is a cost to on winding there would be a cost on winding safe parking. We wouldn't recognize that will for 1.3 million bees. But if you're paying would be paying for the services and other ways. >> Correct. We would be seeing an increase in calls to police and fire for individuals who need services in the field. The impacts of debris response team that's operated by tp w at the various locations throughout the city and then just staff time associated with addressing those complaints on a regular basis. There's also impacts to our water department as we see pollution that comes from the rv's that are parked on the streets. >> Anderson will be a community response as well,

because we all we all see the impact of of the issue in our communities as well as for the individuals involved with those with we have in the rv's. So again, back back city manager Smith as I was taken to the budget this year, I had in my head in my mind, we've got this. We've got this 3 year one before the decisions get to be exceptionally difficult. And so the point of this year was for us hold the line on expenses. And so if we if we're gonna make additional allocations like we're talking about now with in response or safe parking, that there very clear about why we're doing them. And what the what the return investment is as we wait for a clear revenue picture and a clear labor labor cost picture. Is that and mine on track with that or do we need makes harder decisions right now for the sake of the future budgets. If you were to ask my professional opinion, I would say I would like. >> For you to make harder decisions for the main reason. Our first priority is labor. When I came into this, the city. That was one of the things that was discussed during my interview process. And now that we have embarked on negotiations and I've had an opportunity to speak with employees. They are broken. It is extremely unfair to hill. Our employees is heroes. And then when we come into what's most important, which is taking care of their families, we don't do the right So, you know, Alan went into this and I know Alan is coming here many times and said, hey, we can't do this, we can't do this. Alan, a went into negotiations saying we have to pay our staff. We have to pay

our team. Yes. Is it about money is about feeding their family? Yes, but it's about showing them that they matter. So that is a reason why I'm for this body to make the tough decisions because we do want to pay our employees Alan and I have made a commitment that that is our first priority and we would back into other services because if we don't pale and they're not here, we can't provide the services anyway. Thank you. City manager Smith and thing. I'm thinking that through. >> Right now along I relinquish the mic for the moment. >> If through the mayor. I made to the mayor. I would just like to take on one thing to what the city manager In addition to everything that she said. Is that the time and cost of recruiting and training and then re recruiting and retraining. >> Also takes a toll on white we can accomplish in terms of services provided it takes a tremendous amount of bandwidth to bring folks up to speed so that they really can hit the ground running I just want the council to realize that it becomes very difficult to try to fill the vacancies and keep them filled really doing going through the exercise that the city manager just mentioned. So I just jumped out of my role as city attorney. I apologize for that. But I felt like I needed to say that. >> Councilmember otters. >> I think one of the things that would be really in subsequent conversations or in

the final budget is to to have a conversation about what services we provide in Santa Rosa that other communities don't have or things that other communities have that we don't have and let us sort of work around that. Like, for instance, the discussion unite about it. Sanders is one of the few cities. I think maybe the only city in Northern California that has its own materials testing lab. And is there an ability for us to find either economies of scale to partner with other cities to fund that or if there's a better way for us to deliver that service, if we should be delivering that service. And I think bringing things like that to the table are the difficult discussions that that we should be having otherwise. What we oftentimes are nipping around the edges that are programs that we have either recently done. I'm Mike in response having to make make the best decisions that we can with the limited information we have about what the future looks like in our budget. >> jump on the back of that. I I Counsel Robert Rogers like phrase that and the difficulty with the 2 programs are looking at right now in response to say parking is that they're both successful and especially with the case of safe parking. It's their their relative. Well, I want to be careful. My words here. That's not going to balance the budget for us, getting rid safe parking or in response, even if we got rid of both, which none of us want to that effectively create potentially great cost elsewhere, as well as as most minutes quality of life. I don't I don't feel like I'm ready to say that we that we should unwind either of those programs now. But the

point you're making is is, it is to well taken. And I like what and again, I like what COUNCILMAN Dropped counsel. Like the way to Councilmember Rogers phrased it when you have more context in terms of what the options are for for the tough decisions that were inevitably going to have to make. I guess leave it there. Thank you. >> And I do. I'm more hopeful with the in response program because there are a lot of federal dollars out there and I will be having conversations with the county related to their funding. So I will bring that back to the council. Probably not during this budget cycle, but some time maybe in SEPTEMBER, OCTOBER. I'm going to look for more federal money. Here. I heard that. Thank you. >> All right. I will wrap that. In response, of course, very important >> to mean to the community. What I've seen thus far. The in-house service proposal. I really like that bringing a jobs back and healthy and looking at our contract looking at our contracts and seeing if they're still beneficial for us or if we need to bring then. >> And health and then see him. I cannot say it as eloquently as you said it. But retention and recruitment. So recruitment because we're always going need to recruit, but retention because we need to keep employees that we have is expertise that every single time someone leaves, we're losing expertise that deliver services within our city. With that, I don't just want to say it. I want to live it. I want

to do it. I want them to know that they are value. It doesn't mean anything to me to just put it on paper. I actually want to do something. So something tangible, something that I can see. That's probably money going out. The budget. And review of the quadrant system. Yes. But with the proposal about how that will work. >> Because I think that that is really important to make it equitable because we've seen how things have been done in the past and also because although we all MAY be able to get along and it. >> But the city first we cannot foresee will be sitting up here in 10 years or even 30 The way that our our policies, our ordinances work. Definitely complete projects so if that means taking a little bit of funds from one to put towards another to complete. I'm all for that. And then going at it to see how we get those funds back. >> Look at revenues for the city. So different ways of increasing revenues for the city is very important. For me. Councilmember Fleming. And Councilmember MacDonald, we're talking families in daycare. I think that is so important but I also know that we have a lot of people within our own organization that need support with a they care in need with their children. So I don't know if we can among What they were talking about, but also

have. Like a policy or maybe we're already doing this. But to continue to support our staff if they have sick children mean or something like that because I know some staff can work from home others. Can it? There's a controversy over that right? But just continuing to work with staff that do have children because it's hard. It's hard to keep your kids home from daycare and lose out on pay. And then the are ptt policy allocations all agree with that one and safe parking. If I have to make the decision. I would go with in response. But I will say that I really want staff to continue to look for funding. We have enough time to continue to look for funding because both projects are very important and I will say. Probably not all of them, but a lot of those rv's came out of my district. So very important. Very important with. Just again to stress, not only the staff that are before us, but all the staff that do all the work and the prisoners we do value. You and thank you very much because i know the person the prisoners did the presentations, but that doesn't mean that they gather all the information or they did everything that needed to be done in order to actually get the presentations before us. So I would like to thank your staff and appreciate them for a job. Well done. You have direction. We mostly have all the direction I think we need. But one area that we did want council to take a look at was

the Metro Chamber for next year. >> We do have that funded through fiscal year. 23, been 24. 25. We do not. So that would be an additional $100,000 that would increase our deficit for next year. If that think council wanted to proceed with. Yeah. And I'll add some context to that. I had conversations with Peter Rumble. >> To discuss, what does the partnership look like? You know, we keep coming back year after year. It's $100,000 here $100,000. There. What do you need when you really need to execute programming for the square so can bring that back at a later date. I do have a meeting on the books to have that conversation with because we want to make certain if we're talking about you it is economic development right? And we want to activate the school, the square. And we do want to make certain that they have what they need in order to be successful, too. >> You want the back or you do now you wait for you to bring back is fine. Does anyone want to councilmember for me, you know, to the city manager's point, really like to hear that conversation in the context economic development plan that was just rolled out so that we can make an informed decision. $100,000 certainly not going to break us. But I I do think that just for the purpose of accountability, that it's probably worthwhile, we're going to have our but we're going to vote on our budget upcoming and I'd be willing to defer that. Decision to that vote. And if you think that that you could articulate us why it's worthwhile in between now and then and then put it on the budget. I comfortable voting for it at that point in time. I'm going want that to either assistant city are.

>> Go ahead. >> Through the mayor. I think it's important But look at it through the but everybody in this room is talked about bolstering our economic development downtown. And part of that is programming events downtown. It is marketing the businesses downtown. It is giving Senator Rosen's a reason to come downtown and your art 100 are turning to are either we're doing that in house. So we're programming square. We're working with the Metro Chamber or the downtown action organization to market those businesses down there. Partnering with the chamber. Essentially outsourcing that work to the chamber. But it's understanding what does that cost? And we know that cost is higher than $100,000. And so even if we bring in house the cause is going to be higher than $100,000. I don't have any giving the green light to that today. I city manager I felt expressed some hesitation about what it was getting a I just wanted to make sure >> that we were clear on that. It's it's getting us programming. It's it's not an increase over last year. It's continuing towards an increase pro. Know we're happy with the But I we're trying to improve our partnerships, you know, with our colleagues and I simply ask Peter, like, is this enough? And I know we've talked internally. I've had conversations with games like do we need to do more in the

answer is yes. So if we need to do more and we've launched this economic development, strategic plan, what does that mean? And I think we need to bring them to the table in order to make a real decision on what they actually need for. The programming. Understood. Thank you. >> And if I to the city manager's point, it's it's more than 50 events. Give or take that a chambers currently doing. We get a great value from them. If that that's what we need to execute a portion of our. >> Our planned I'm in support. Thank Councilmember Rogers. >> I was just going say the same thing that the assistant city manager said that if if not the chamber, then who? >> Because I think if you ask any individual councilmember about their priorities, downtown revitalization has been one for 10 years as he's gone through all of this iteration is that after the big investment that we've made and unifying the courthouse square, making sure that we don't. But that flounder and so I'm supportive of us continuing to do in this budget. If you come to us with a different proposal next year with that, you think meets the needs for the city. Let's evaluate that. But right now, it makes no sense to me to. Jump ship without a lifeboat to jump into. >> So we can put the $100,000 in this budget enough. We need to come back with an amendment. We could do that. >> Councilmember MacDonald, thank I'm happy with putting

the $100,000 in this budget and then I'd love to see the plan that the chamber comes back within it. It's not just that. >> What we're going to do, the downtown, it goes discussion that happened with our event was Cinco de Mayo. I think the city has an opportunity to look at evidence, not just in courthouse square, but across the city and where we want to focus our time and money and energy on. So I know that that was a suggestion that city manager made during long-term finances. Are there 3 fiber than is what is it that we want to focus on in the city? So yes, to Roseland Cinco de Mayo event, but really having council have an understanding of what is at Costa of course, what we get in return is is a huge. It's very little for an investment for the return that we get in the support for the businesses, specifically. But I will call out a couple events on Earth Day. We had a phenomenal event in courthouse square. I'm not sure exactly was responsible for that I think is a combination of chamber and city of Santa Rosa. But that evening and of course, it was for 20. So I don't need to say any more on that. There was a huge event at valley that by of music, they had it in the news downtown where they had by of music happening and it was packed and I haven't seen the downtown like that in quite some time. And all the restaurants, they were open past 10 o'clock which made me happy. But I think that that's something we need to look at is how we're partnering with our businesses in the

downtown. What's open on the weekends out to get before 20 for people to want to come out and have a good time. But I think that it's important to have the conversation with the business is to say we want like music and the downtown. We want to make sure that people are coming down in and being a restaurants and eating your grave food and what can we do to supper that part of economic growth? For it absolutely is not just because I like to have a good time, which I do. But I think it's important that we offer that opportunity to the citizens in Santa Rosa Cause. I think they're looking for I don't want to go in someplace else when I'm here. And in Santa Rosa. >> Absolutely. We've got to give director Barker Flowers. For Earth Day. >> Can we can we clarify who put on Earth Day? Thank you. >> Director Bert. Thank you so much for. The city, the city and we did it in partnership that we do yeah. >> Thank Mayor Rogers, Jennifer Burke, water So Earth Day is a citywide Water department does leave it at that but it's a citywide event. All departments participated. It's a fabulous event. And then we do go out and get sponsorships from other organizations and in particular, Sonoma Water has been willing a sponsorship as well. Perfect. Thank you for that. >> I think we're good. I just council member of >> Since we're talking about deep waters and Potter parties. I want everybody who was a market tonight. So over the sea is out there. >> I didn't know we're talking about pool parties, but I will

say about the chamber that not specifically about the chamber, but I'm happy that you're taking the time re evaluate our contracts because I some municipalities they just continued to renew contracts because it does take time to to look at the contracts that we have with people. But it is definitely a good idea to reevaluate to see it. Not only where doing our part, but if the person or the entity that we have a contract with his doing their part in the city is getting exactly what we're paying for. So thank you for even doing that. City manager. And before we adjourn. I will like to invite everyone to the Wednesday night market. It has been a long 2 days and I hope that we can all go for the opening night and have a great time. So with that, I will adjourn and I'll see you in it. An hour or so.