we have the order ready to go. It's just a matter of getting the chassis to put it on. So our fleet management within the department working with fleet services in TPW continues to apply pressure and try to find creative solutions to get those built sooner than later. But essentially we've been told by the major manufacturers we're not building any of those chassis and there aren't any to be had right now. So we're turning over every rock we can to make sure we find a creative solution to that. I cover everything there. You did, thank you. Great, thank you. Council Member Rogers. Really quickly, I just wanted to thank you for the presentation and also for acknowledging the behavioral health and physical health and wellness of our staff as a priority. I myself, I feel like that is definitely something that we need to hold at the forefront and of a high priority. And I also wanted to know, are we leveraging any community assets or any community programs that we have where people may be able to come in, especially on the behavioral health front to assist and support our staff because now is definitely a trying time. And I know that there are community programs that might be something that we can do is leverage some of, with some of our partners just to support them. And if there is anything that we can do, I think that we probably should because we can give them fire, I mean fireproof jackets and we can give them bulletproof vests but mental health is something that we can't see. We can see when the fire comes to get us, we can see when the bullet penetrates our bodies but mental health is definitely something that we can't always see and detect until it's too late. So we need to make sure that we know the warning signs and how to support and protect people from that. So thank you very much. And that just goes to show the type of leader that you are. So thank you. I'm happy that you're in the position that you're in. Thank you. I appreciate that. My philosophy has been since day one and I've shared this with city manager Smith and in my entire command staff that essentially will employ anything that we can because we're just looking for, if it impacts one person it's worth the investment. So that's my take on it. So we have a lot of different strategies, we have a lot of different programs but we're just looking for if it's that one person that didn't like this or that or the other thing but they like this program great. And as far as leveraging resources throughout the community, we're very involved in obviously our community partners in behavioral health. We believe we are a leader in behavioral health. And so we are working through community partners on that in a lot of different strategies. One thing I'll say is the May 21st wildfire ready event that we're holding, we held it last year and working with off security engagement. One thing is that it's a holistic approach to healing throughout the community. The one thing that is common across any geographic or socioeconomic boundary is the fires and the impact of the fire. So how can we build and bond through the community? So on May 21st, we'll have some healthcare and behavioral health support out there for the community. We're looking at next year, working with the Santa Rosa Fire Foundation on bringing in a public facing behavioral health network and program. So we're working a lot of those things to make sure we're incorporating the community because our community has a lot of battle scars. And we certainly see it this time of year as things dry out and get warm. And as we get into the fire season, so every place that we can make that chain of survival stronger, we will do that. So thank you for that. Thank you, Chief. Council Member Svettel. Thank you, Mr. Mayor. Thank you, Chief, for your presentation. I had a question regarding your admin restructuring because in the staff report, it talked about your losing and administrative services officer and creating a deputy fire chief. And I know typically in public safety, you have, you wanna have a lot of the functions, you don't need to have all the training that let's say a firefighter would need. Can you talk about the roles and responsibilities, how those are changing? And if you believe this is gonna be a sustainable new organization chart without an ASO with a department of your size? Absolutely, thank you for that. So like I said earlier, really the business model of the fire department has changed. There's a lot more development, there's a lot more recovery and resiliency work. And so our admin team has been working really hard and a lot of times they're working out of class on working on the different projects. And so we had a lot of vacancies in that bureau. So we looked at the opportunity to look at the department now and into the future on what we really needed out in the admin bureau to run the business of the fire department essentially. So we worked not only with the admin team that's on the floor right now, we have three people that still are on the floor that have been here, one's been here longer than I have and the other one's been here a couple of years. So we used their expertise, the expertise of our command staff and all the bureaus and looked at how we could reorganize that department or that part of the department to be more effective not only now but like you said, into the future, particularly with the amount of development that we have going on. So with the ASO position, we saw that there was, ASO really has to be good at finance and has to be good at human resources. And so one of the parts of the reorganization was bringing in a specialist and analyst that will focus on finance and an analyst that will focus on human resources. And so we've sort of parted that out and we put the overhead structure in with the second deputy chief. So essentially the second deputy chief will oversee prevention, emergency management and the admin bureau and bring in the analysts to build out the expertise in those two particular fields. And then we're gonna bolster down the road. We're gonna phase in some other positions into the admin bureau. This is sort of phase one of the approach. So I really do think it is sustainable and I really think it's where we need to be because of the way the business has changed and the way that we need to focus on future development and future business and really look at different revenue streams, things like that. So I really wanted those expertise positions in there that we can work directly with. Does that answer your question, sir? Yeah. Thank you for that clarification. One other question. I didn't see anything in the report about it. Can you give us an update on the COPE program or regularly hear from community members about their opinion about that program? Could you update us on that? Yeah, absolutely. So the COPE program is still alive and well. The emergency management team and fire prevention team go out on a regular basis to educate communities on how to become a community organized, prepared for emergencies. So the COPE program is alive and well, essentially what it is, it's in layman terms, it's catch and release. So we will train those members who want to be community leaders and then go out and develop their own program. One of the parts of the WUE 2.0 plan or the Wildland Response and Resiliency Strategic Plan was looking at COPE and do we need to invest in a more robust COPE or CERT program. So part of that plan was to essentially, we're going to have to do a feasibility study and figure out what that means because as I've said to council previously, we just didn't have the bandwidth back in the day to really sustain the COPE program where we were running it. And so it turned into this community driven approach. But if we want to invest more in a COPE program, we're going to do a feasibility study on what that looks like and come up with a really good strategic plan on building a sustainable and long-term lasting COPE program. Great, thank you for that update. Council Member Fleming. Thank you. I think most of my questions have been asked and answered, but the first one is, is the COPE program the prior equivalent of the BIP program or is it tangible different in terms of the amount of offset in hours that it provides to the department? So between, I don't know a lot about the Pleast Farm BIP program, but the COPE program, they would not be uniformed members of the organization. They're not in fire engines that are marked as out of service, anything like that. They're not out running calls or providing assistance on calls for service. So essentially the COPE program is, in your community you would have a COPE team and you would be organized to prepare for an emergency whether it be an earthquake or a fire. And so it's building up your community. We did have some volunteers in our office previously that helped organize that. They got a little out of their lane in some regards. So that was some of the challenges that we had, but I'd say they're relatively different in their approach and how they are managed and how they're organized on a daily basis. Well, I'm sure it's a lot of work to administer a volunteer program. It does seem like in the police side of things that they do have a pretty strong program for getting some clerical work done and offsetting some labor needs. And maybe in future years we can look at that, but I get that you've got plenty on your plate and wanna congratulate you on getting two more FTEs back. I know that that's not the five that is necessary, but it is a really good start. I had a question about the room models. Essentially it's to make the space usable for women. Will this mean that we'll no longer be employing workplace exemptions? No, not at all. We're just, we're trying to build future fire stations, remodel our current fire stations to where everybody has a place and they're welcoming and belonging. So there will be no exemptions. It's just gonna be everybody's welcome there. It's their place to live and to work. So there won't be any restrictions at all if that answers your question. I think it does answer my question. I think the way that you answered it doesn't highlight how great it is, what you're doing. I think that this is a big deal. It's been a long, longstanding problem that it hasn't, the spaces haven't been accommodating to women and that that's gonna change is really exciting. Do you have a timeline on when we will be retiring our workplace exemptions and making all of our fire stations fully accessible to women? Wouldn't say I have an ETA. It's gonna be based on the deferred maintenance plan that we develop as a city and how fast we can get the work done. So, we have 10 fire stations that all need different varying levels of work. Some are good to go right now and some on office and there's varying levels in there. So as we prepare for this budget, we were talking in depth with the city manager, assistant city manager and TPW about what this plan looks like and I know we'll be looking at that very soon. It's certainly a priority of mine and certainly a priority of the city manager. So it's something we're gonna be jumping on we're gonna be figuring out the plan to get it done and then the funding strategy to accomplish it. Very cool. Look forward to hearing updates on the progress of that. And then the last question I have is around the cost savings associated with reductions in overtime. You mentioned that there was a delta of about $55,000 and I'm wondering if that accounts as well for the pension liability costs? That's a fully encumbered number. So when we did the math on what the difference was between a FTE and overtime position, it was a fully encumbered number, all the costs that you could possibly imagine. We came up with the $55,000 delta. Okay, that's really helpful. Thank you so much. Thank you. Thank you, chief. Any additional questions? All right, thank you so much. We'll move on to our police department. And I apologize, Veronica. I know I'm stealing your thunder. I know this is interrupting the flow of the meeting a little bit, but yeah, since I'm here to introduce, I will introduce the police department. We have John Cregan, our police captain, and he has Pam Lawrence, their ASO, to help introduce this budget. Thank you. Good morning, Mayor Rogers and Vice Mayor Alvarez and City Council. John Cregan, I just recently stepped into the role as the interim chief of police. And I'm gonna be joined today by our administrative services officer, Pam Lawrence. And she's gonna start off with our first two slides which kind of dive deep into the numbers and I'll finish out with our accomplishments and challenges for the fiscal year ahead. Do we have Pam on here? Sorry about that, there was a delay. Good morning, Pam Lawrence ASO for the police department. If I could have the next slide, please. Great, thank you. This shows our budget by funds. And as you can see, we have several different funds that make up our entire budget. The general fund increased by $3.8 million. The majority of this is in salaries and benefits for the most of our 259 employees. And includes the addition of the three new police officer positions. The remaining staff are funded by Measure O which increased by 207,000. This increases to purchase and install cameras in all of our patrol vehicles. Federal asset forfeiture remained at $40,000. This is used to purchase equipment to investigate and deter crimes usually in relation to drugs. Supplemental law enforcement is funding from the state of California for frontline police services. The budget increased by $220,000 due to the renewal of our body word camera contract, interview room contract and taser contract. State asset forfeiture remained at 150,000. This is used in a similar fashion as the federal asset forfeiture funding. It's also used for buy funds for undercover operations. And then the CIP fund reduced by 275,000. This was used last year for the PSB boiler line replacement. Next slide, please. This breaks down our budget by programs within the police department. We were held flat as the other departments were except for the increase in salaries and benefits. General fund administration is where vehicle maintenance replacement and fuel costs are budgeted as well as the lease for the radio towers. Vehicle maintenance increased. Vehicle replacement fund also increased to add in our new slot van and due to the increased replacement cost of all of our vehicles. The fund was reduced by about $1.1 million due to removing in response to the ARPA funds. Technical services includes the 911 dispatch center, our records bureau, property and evidence and crime analysis and IT. It also includes our public safety consortium fees and software maintenance for the radios. The support bureau is the training and wellness division which supports the entire department's training needs and the outside contract with our wellness coordinator. It also includes our VIPs program and community outreach team. Our measure O, which is a critical part of our overall budget and funds, 16 positions, as well as our lease for our downtown substation that's in the transit mall. Field services is made up of eight patrol teams, the K-9 team, downtown enforcement team, our drone team, honor guard, hostage negotiations, SWAT traffic and the new special enforcement team. Then we have our investigative services which includes the four investigative units, domestic violence and sexual assaults, property crimes, narcotics investigations and violent crimes. Also included in this budget is the hiring and recruiting team which is critical to the continuous hiring that is required. CIP and ONM projects, this includes our crime mitigation funds that we received from the great casino. This funds the iPhones that each field staff is provided with police auditor contract and other department priority projects. Next slide, please. Major changes in our general fund budget include the 1.7 million in CalPERS unfitted liability payments and then the decrease of 1.1 million from moving in response expenses to the ARPA funding that I mentioned earlier and an increase of 180,000 in equipment repair and services for police vehicles. We also added three police officer positions which Chief Regan will discuss with you further. Okay, I'll take over from here. So we'll talk about those three positions and we're excited to be able to look forward to potentially having those in our next year's budget and those resources are gonna be dedicated toward violence reduction. And unfortunately we've seen in 2021 and now right into 2022 a dramatic increase in some of the violent crime throughout the city of Santa Rosa for the calendar year of 2021 we saw 471 shootings reported to the police department and we saw six homicides occur in the city of Santa Rosa in 2021 and we're off to a robust start for here in 2022 with just having our fifth homicide of the year last week for 2022. And so we really are coming up with an innovative strategy of reducing some of the violence and working with our key community partners and certainly with our community engagement and violence prevention partnership toward reducing some of the violence here in our community. Some of the accomplishments we're able to accomplish for this last fiscal year are number one and Council knows is near and dear to my heart is the launch of our in response mental health support team and we're able to launch after a year and a half of work and launch the team on January 11th of this year. And we're excited to say in the first three months of the team we've gone to over 487 calls in the first three months of the team and we're working toward right now seven days a week from 12 noon till 10 p.m. We're working with the fire department or other key team members on our in response team to launch a second team in July of this year. And then we have covered from seven a.m. till 10 p.m. so 15 hours a day and really expect those call volume to go up during that time. So we're excited about that. We'll actually be holding a community meeting this Monday, May 16th at 4 p.m. that's gonna be available via Zoom to update our community on the calls for service and hear from some of our key partners in that program and to seek feedback from our community how we can make improvements to that team. Another big accomplishment for the police departments this year is the creation of our special enforcement team. And we presented that to council last year's budget hearing and we talked about some of the improvements we needed to make of being more visible in the community and being able to work with some of our key neighborhood and business groups to address some of the crime problems they were experiencing. So we launched, we started with two officers and a sergeant and in January of this year, we're able to add the fourth, the third and fourth officers to that team. So we have four officers and one sergeant that are working on specifically a violent crime reduction. And just this team, even though it took them until the end of this year to be fully staffed, we're able to seize 20 firearms.  They made a total of 56 arrests. And we know going into this next year, having the training and expertise and being fully staffed they're going to do even greater impact to our community for this next fiscal year. Another thing, coming out of COVID and we're excited with so many other city departments to be able to start re-engaging with our community. So we're able to, after a two-year hiatus, to be able to launch another community police experience. And so actually just this last Wednesday we graduated that first class of the year and that was an eight-week program where 15 community members were able to come in and learn about the different aspects of the police department and to be able to provide input back to us about how we can continue to make improvements. Chief Navarro had launched the chief's community ambassador team. We've continued to use that with 15 different members from across our community of providing input on policies and recommendations as we've moved forward as an organization. And the Public Safety Subcommittee has been a valuable opportunity for us to present key topics to our community, to receive feedback from our council and another opportunity for our community to let us know about what expectations they have of their police department and their community. Another key priority that we've been working with, so Coral Shields, our DEI officer who's been a tremendous influence on the police department and providing us some critical advice going forward and we're working on a comprehensive implicit bias and some cultural diversity training. So we launched the cultural diversity training where we're working with our staff and our supervisors of having different community groups come in and talk to us about different unique cultures in our community here. And we had a procedural justice and implicit bias course that all officers went through a four hour all staff members went through a four hour procedural justice training this last fiscal year and we're creating a new implicit bias course that's gonna be launched in October of this year all staff of the police department will go to because it's such an important topic for us to understand some of the biases that exist in organizations and what we can do to reduce those biases make sure that they're not being exhibited here by our staff here at the police department. 20 this fiscal year was also a big year for training. There's so much of this training. So we sent over 24,000 hours of training to our police staff members. And a lot of that is mandated by posts the police officer standards and training and other training or things that we chose to elect to do ourselves like the procedural justice and this upcoming implicit bias training but it was a busy year for our training department and we expect this fiscal year to be even a higher number of training. If we can go to the next slide please. So some of the challenges. So obviously the big one and you're seeing this is a recurring theme among many of the organizations talking today is recruitment and retention of qualified staff. This continues to be a struggle for us. We have right now that we're working to we actually just entered into agreement with Epic Recruitment, which is a recruitment firm specifically dedicated toward public safety. And we're really hoping to use that and about better messaging with our community and hearing some of the feedback. And so we have Epic Recruitment is coming in and working on some videos, some still photography that's gonna be going out in some of our social media and other recruitment efforts. So we're hoping really to be able to use that. And we're examining several other ideas that we wanna be to be more innovative with our recruitment and then really focused on morale and officer wellness and staff wellness to keep the retained employees to continue to be part of our organization. Some of the other challenges we talked about is the increase in violent crimes and property crimes. We saw last year a dramatic increase with the ghost guns and we our officers seized over 175 arms off the streets of Santa Rosa and 44 of those were these un-serialized ghost guns. We also saw a dramatic increase with property crime to like one example is the Cadillac Inverter theft that we saw over 387 reports to the police department of Cadillac Inverter theft in the city of Santa Rosa. We're working with our property crime scheme toward community education on that and then really working toward getting some of those providers which are taking the metals that are in the Cadillac Inverters to be able to reduce those crimes for occurring in our community. We're also really focused on funding and implementation of technology because we know we're never gonna have all the staff we need. We have to stay within the overall budget of our city. So what we're trying to do is be smarter with the resources we have and use some of the technology. So we're working with Scott Alonzo who's been a key partner in helping us and some of our internal staff of seeking federal funding that we can get to be able to improve some of the technology we have to better understand the crime that's occurring in our community and be able to increase our response time to those issues. And that's not just for crime. That's for evacuation for our wildfires or the sideshow enforcement and so many other issues that we have occurring that are community priorities. The traffic safety has been another thing. So far we've seen already, we had our fifth fatal collision of the year already for 2022 just several weeks ago, I believe two weeks ago and we've spoken in depth about the increase of the sideshow activities and we're working with community engagement to hear some of the community concerns but we're frankly working on a more proactive response to the sideshow activity in our city and we're not gonna be able to tolerate some of this illegal and dangerous behavior in our city. So we've really put a lot of time over the last months building a comprehensive Sonoma County protocol toward responding toward sideshow activities and Santa Rosa PD is taking the lead on that for our county and we're seeing some of the improvements over the last few weeks but I know we still have some progress to continue to show over the coming months of this year. Another really disturbing challenge for us is seeing the increase in our response time to priority one calls. So priority one calls are those calls like most urgent calls that need an immediate response by a police officer. Our goal is to be able to see our response to priority one calls six minutes or under and actually unfortunately we saw in this last in 2021, our response to priority one calls creep up over seven minutes for one of the first times in my memory to now 703, seven minutes and three seconds that we have. And when you call 911 waiting seven minutes and three seconds for a police officer to be able to at your front door to be able to assist with that emergency is a long time and we're taking steps to be able to reduce some of that and I really believe those three officers that we're adding to our budget not only are gonna assist with some of the violence reduction but are gonna help me with this very important goal of getting back aligned with the under six minutes to those priority one calls. Our next slide please. So sorry, now we'll just finish up with any questions that we have from the mayor and from council. Thank you so much. Let's see if there's questions from council members. Mr. Vice Mayor. Thank you, Mayor. First and foremost, I'm very happy to see you in your new role. Congratulations. Secondly, I remember one of the first conversations that you and I had once I became elected was the possibility of a remote site in Roseland. And it's something that I hope that we can continue forward at least in conversation when it comes to community policing. I was hoping that you can elaborate a little bit about technology, the technology that's now coming forth that might be available to the centers of police department. The technology that I'm very interested in is and we're gonna continue to get community feedback and what the expectations of our community are. But some are automatic license plate readers and that's something that will certainly help with sideshow enforcement and with crime. And for us, one of the community feedbacks is this on the retention of that data. So we're looking at some of the best practices which was only retained that data for 30 days. And another key community concern is the sharing of that data not sharing it obviously with federal agencies and immigration agencies. And that's something that we'd be committed to be a building to our policies to make sure that the retention and the sharing of that data. So automatic license plate reader is a key one. Better surveillance equipment throughout the city that could give us a better situational awareness about when crime is occurring, when sideshows are occurring. And also one key part that I've managed our response with the wildfire evacuations for the last several fires is understanding the traffic flows and where are the bottlenecks in our community? We see historically bottlenecks on coming out of Oakmont and Skyhawk and Reakin Valley area and Bennett Valley and Highway 12. So those cameras will give us a better understanding for being able to safely and efficiently evacuate our city for disasters, especially wildfires. There's also shot spotter programs that understand about reporting when shots are occurring. And an example where that will come in is one of our sideshows in the last four weeks. We had two individuals who were shot at a sideshow. Neither one of those individuals reported being shot to the police department instead transported themselves directly to local ERs. And we're not planning on reporting that victimization to the police department, but shot spotter programs allows us to know instantly when those shots are fired. It increases the ability of an officer to respond in a timely manner to that scene. And it also increases our ability to be able to seize the firearms which were used in those illegal shootings and be able to get those guns off the street so we don't see future victimization of other community members. So those are some of the key things but we're continuing to look at some of the technology. I recently met with another police organization that has a real-time like crime information center where they're able to use that data and they're able to use it. And that's something that we can integrate with our city's emergency operations center. And it has a lot broader focus than just crime enforcement. It's something that we can really help some of the other organizations throughout our city to more effectively serve our community. On the Rosen substation, that's one of my key priorities in stepping into the role of chief is to be able to look at our available funding and that's some of the things that we're looking through Mejaro. We're looking at grant opportunities and we're looking at a lot of the other funding options to be able to build a public facing substation, hopefully on Sebastopol Road but right in the heart of our Rosen community and the work to have bilingual and bicultural staff there to be able to meet the needs of our community. And that's certainly something that's a near and dear to my heart to see us be able to launch that in the next 12 months if we're able to find the appropriate funding from some of the alternative sources that are out there. Well, having no chief with the efforts that are being done with in response, I could tell you that you're on the right path. And with that being said, I do appreciate the efforts and I look forward to working with you. And thank you, sir. Appreciate it. Council Member Rogers. I was just also going to ask about the technology and to let you know that I was very happy that we're looking at alternatives to just hiring more, looking at alternative ways to address problems that were happening within our community than to just say let's hire more people because obviously we're not going to be able to staff up to meet the needs of the community. We would look very militant if we did that at this point. Thank you. And that's important for us. And we had at one time the highest police department staffing was 190 sworn officers we've had in the city and that shrunk down to 178. But I'm very cognizant that we need to look at some of our alternatives. And some are going to be building back that staffing and I think these three key positions are going to get us there. But I think also of continue to look some of the other technology, looking at some of the civilian positions in the police department and certainly that will be examining this next fiscal year and the years to come. I would like to point out though, I while cleaning up one of the parks that was near one of the high schools, I know we don't have the SROs in the schools anymore, but I felt like there were more kids at the park than there were at the schools. And that was because although some of them did volunteer to help me clean the park to pick up the trash and some of them did come eat breakfast with me where I asked them, why aren't you in school? Well, I did and I was like, why aren't you in school? Like, what y'all doing? I think that is because they didn't have to be accountable and there was no one going around the neighborhood and saying like, why aren't you in the schools? Where are you guys doing or know them by name? To say, hey, what's up? What are you doing? Why aren't you in school Tommy? Why aren't you in first or second period? So to me, that would be a bright spot of having a resource within the schools, whether it's the SRO or whoever it is. I just see that that was missing just offhand. I think it was about at least 15, 15 kids that were at the park, which probably was not okay. So I didn't want to point that out. Yeah, that's an important point in and that was one of the responsibilities of our former school resource officer program, but that's one of the things that we're continuing to do it. And I just recently met with Hector Rico from Roseland Schools and Anna Trinnell from Santa Rosa Schools. And we're looking at like what the future is with that and what are the needs of the schools? What are the needs of our community? And then how does it meet with our overall city organization? And we're gonna be having some more community conversations about that. And there may be possibilities one day of coming back with some type of reimagined SRO program or maybe it'd be just youth engagement officers. So we're still gonna continue to have talks with that and see how we can fit it within the allocated resources of the police department. Council Member McDonald. Yes, I'd just like to commend you on your work on the implicit bias as well as the procedural justice trainings that you're doing with staff. I think that's such a critical component to ensuring that everyone really has a deeper understanding of those two specific areas and how we work with our community. So I just wanna thank you for that extra training. I know that a lot of it's mandated that we have requirements of the state, but I think that really says a lot about the police department and their desire to address the concerns of the community. And so thank you so much. Please take that back to them. I know that you said that you're hiring three additional, I'm just curious with the response time if there's going to be any type of reevaluation, perhaps at mid-year budget to see if that did decrease response time if by adding one or two more full-time police officers if that would be helpful. So I know it sounds like a very quick response, but when you're in distress, six minutes feels like a very long time. So I really thank you for making sure that you're addressing that, but I would like to us to not just say, we can do things through technology, but making sure that we have actual people out there to address those responses. I think it's such a critical thing and I wanna make sure that the police department is supported in those efforts as well. I know that you mentioned exit routes and that has been a continuous concern from district three because we are a fire zone through Oakmont and Skyhawk area, but in 2020, the department did a phenomenal job on getting everyone out, not just the fire department, but the police department as well, as stressful as it was being in that with a pug dog climbing all over me and freaking out, I have to just really commend the police department and then also making sure that all of our homes were safe and protected while we were evacuated. That did not go unnoticed by me and my neighbors, so I just wanna thank the police department for that, but I do feel like there's an opportunity to do some additional outreach so that folks do understand where all the potential exit routes are. It's something in Oakmont that's of a high concern, making sure that those emergency exit routes are available to our residents in Oakmont so that they can get out safely and how we're using the data on the RAWS system as well as how police works with that to make sure that they know that they are able to use those. It seems like there's some distrust that we would not be able to use as emergency exit routes, and so I really wanna reassure our community in that area what we will be doing. Highway 12 is a major issue because it bottlenecks, and so looking to see what we can maybe do to provide information for those residents over there, it does impact the rest of the city when we cannot get out, so that was my comments and just thank you, and most of the time we have an officer here in chambers with us, and I wanna do a quick thanks to them too for their protection while we're in these meetings and say thank you to them for that. Thank you, we appreciate your support, and I agree with you so much on the WALIFIRE preparedness and knowing your routes, and the city of Santa Rosa has a dedicated page on the website about knowing your route, and so I encourage community members to look up their address and know like, and think outside the box, if not just going down Sonoma Highway, taking farmers to Highway 12, but there are many other exit routes today out of our city, we'll start planning now for what we know will be a fire season coming up ahead, and then also coming to the event that Chief Westrop had mentioned, that we'll all be out of Courthouse Square on Saturday, May 21st for the WALIFIRE preparation day, and then Chief Westrop and I will be out there in response teams that can be out there as well, to be able to talk about some of the resources, not only for evacuations, but making sure they're alert and warning systems, but also some of the mental health resources that are gonna be available to our community, so I encourage everyone to check out that webpage that we have on the city's site, and also be out there for the WALIFIRE preparation at the end of the 21st. All right, thank you so much Chief, and I'm glad you touched on the SRO program a little bit. I know you and I have talked about, and now is probably not the appropriate time to get too far into it, but what I'd love to see is, as we seek additional funding sources to be able to fully staff in response, that we also re-engage our schools, and perhaps rethink the SRO program through the lens of in response, to have mental health support for our schools and for struggling youth as well. That might be a nice tie-in to rebuild that trust and to work with the school board, but perhaps we can discuss that as we move forward throughout our budget. I see no other questions from council members, so I don't wanna be accused of ruining the flow of the meeting, so Veronica, could you please introduce Transportation and Public Works? Of course, and you're not ruining the flow. I feel I'm ruining the flow, sorry for the awkwardness. Yeah, our next section is Transportation and Public Works, and we have Gabe Osborne here, our interim director to present this section. Thank you. Okay, thank you, Veronica. Good afternoon, mayor and members of the council. It is my pleasure today to present the budget for fiscal year 2223 for the Transportation and Public Works Department. Obviously, our conversations today are going to have a heavy focus on the proposed general fund expenditures, but we also wanted to use this as an opportunity to also discuss the two enterprise funds that exist within the department. So joining me today is Jen Santos, our deputy director of parks, and Rachel Ede, our deputy director of transit, and they will be involved in the specific discussions associated with the enterprise funds that are involved in the operations of the Bennett Valley Golf Course, as well as transit operations. I would also like to point out that the director position to the department is fairly new. It was recently added to the budget. As we move forward with the budgetary process this year, on a parallel track, the department will be moving forward with filling that position and providing multiple opportunities for acting assignments. So our assistant city manager, Jason Nutt, is heavily involved in the continuity through that process, and he is also available today to answer any questions you may have and lend his expertise and institutional knowledge to the conversation. Next slide, please. So as we've seen in the previous presentations, the first slide focuses on expenditures by fund, and as we can see with transportation and public works, there are quite a few funds that go into our general operations. The largest dollar amount fund is the general fund, and what we've seen this year is an anticipated increase to the tune of 9.5%. The general fund plays a heavy role in some of the significant operations. Facilities maintenance, the department manages the existing city facilities, our traffic engineering divisions, much of our field services and parks maintenance rely heavily on the general fund. So the increases that we've seen in that area are very consistent to what you've seen in previous presentations. Salary and benefit increases are playing a significant role there. Approximately $800,000 increase is due to salary and benefits. Since we maintain facilities, we also see some uncontrollable costs just in the maintenance of those facilities. And one of the bigger ones this year is associated with the service for gas and electric. And that's specifically PG&E. We have seen generally a 20% increase in those service charges for all the facilities across the city that's equating to roughly an increase in cost of around 220,000, excuse me, 720,000. And so that's a pretty significant impact there. In addition to that, our crews play a heavy role in construction activities. They're maintaining infrastructure. There's costs to that maintaining the infrastructure that goes into supplies for those construction activities. We've seen due to inflation, the cost of those supplies increase. We typically budget that year to year based on construction cost indexes. And as that currently stands, we're assuming 124,000 increases to services to supplies for construction activities. So that's a big number there as well. There's quite a few vehicles that are used in the delivery of those operations. So we have garage services, also increases in fuel costs. That's really the vast majority of that 9.5%. Moving forward to the next fund, Measure M Parks. That actually is only the staffing charges associated with Measure M. Measure M is programmed in a variety of different ways. Many of that ends up in our capital projects program. We have a section of slides further on in the presentation this afternoon that deals with capital projects specifically. This really goes into the reimbursement of a parks planner position. And the increase was associated with a portion of the parks planner position going to 100% of the parks planner position. So that is the 22% increase that you're seeing. Special assessment districts, we have a variety of different areas where property owners pay special taxes for the city to maintain certain landscape areas. Those are in the future going to be handled by professional services. We are seeing contractual costs for those services go up. That's basically landscape maintenance. So that's assuming a small jump in those costs. That revenue is brought in through that tax district. Utilities administration fund is the amount of money that we get from the water department to manage capital projects for the water department. That one actually is showing a decrease. There were certain increases there, but we trued up some of the costs associated with vehicle maintenance to track with actuals and that resulted in a reduction of that line. The next few funds are our municipal transit fund, parrot transit fund, and those associated with the golf course. I'll leave these here for reference. As I mentioned, there's going to be more robust discussion at the back end of our section on those enterprise funds. So I'll leave that up to Jim and Rachel to dive into the details associated with that. Our stormwater enterprise fund really goes into the maintenance of the storm drain system. What is involved in that is obviously staff and vehicles. So what we see there once again is we start to see the salary and benefit increases. We start to see general increases in fuel and the operation of those vehicles as well as the garage service fees on those vehicles. The next two funds are our equipment repair fund and our equipment replacement fund. And those are really our fleet services. And I know there's been quite a bit of discussion with other departments about some of those increases from fleet for the service of vehicles that they own and maintain. That first line item is the repair fund. Generally what we do when we pass on increase in services is generally pass on the overhead associated with that. So for example, the salary and benefits increase across the staffing there and that's passed on to the other departments through their budget and then to the general fund. And then our team actually bills out of that as they perform the maintenance on the vehicles. So we had a minor increase there. As we can see in the equipment replacement fund there's a significant increase. And just a very quick reminder on the equipment replacement fund any of the departments that own equipment that's maintained by fleet and these are for equipment that is in the fund. And I think that's an important point. Some of the public safety vehicles are in some are not but each department for every fiscal year pays a proportionate share of the replacement value of that vehicle. And then that builds up the fund and there's a very mathematical equation that determines when that vehicle is replaced. That could be based on age. It could be based on usage. And year to year the revenue that we are the expenditures excuse me that we program out of that fund are really based on the number of vehicles that are scheduled to be replaced in that fiscal year. So as we see a fairly significant jump of 8 million in that category that is mainly based on that demand. There's a few different reasons as to why that has so high other than the demand. We did have a bit of a backlog in orders. Obviously there are supply chain issues and those are playing themselves out in the purchase of vehicles. But that is the anticipated amount that we are going to spend for vehicle replacement. Bolstering that up, especially when the dollar amount is there gives our team a little more flexibility purely from a purchase order standpoint and gives them a little more of an ability to meet the demands of other departments for that vehicle replacement. The last one is fairly small. That goes into our Railroad Square Maintenance Fund. Yes, and that's basically coming to us for the maintenance of certain components in Railroad Square. That increase is fairly minor. That's due to electricity costs for lighting in the park. The last line item is our Capital Improvement Fund. And you can see there's a jump here. That's usually due to an influx of grant funding. Specifically, in this case, it's mainly associated with the 101 pedestrian and bike crossing and some of the funds that we've been able to allocate to that. Once again, the Capital Improvement Fund is a separate conversation in our overall program that's happening towards the end of today. So we'll touch on that briefly, but we'll try to direct any very detailed conversations about the Capital Project program to that slide deck. Next slide, please. So the next slide gets into some of our expenditures by program and what you see here is some of the smaller amounts of increases. Those are typically due to salary and benefit increases. So we really do see that in our general administration. Most of that is salary and benefits to the tune of 29,000. There's also some small IT increases in that.  So that has actually a salary and benefit increase. It has a higher percentage due to the fact that the number of staff there is fairly low. The next fund is our Transit Fund. And once again, I will allow Rachel E. to dive into the details. Some themes that you'll see in that fund are very similar to what we had talked about before, salary and benefits, vehicle costs, gasoline, but Rachel will provide more detail in the next section of slides. The real estate services division was discussed yesterday in the beginning of the presentation. Real estate services has historically lived in the water department. That has recently been moved to the Transportation and Public Works Department and the associated budget with those positions. So that's a new addition to the department. Capital projects engineering, which is really a staffing cost in capital projects engineering, small increases there, salary and benefits, facilities is where we start seeing more significant increases and that is the team that maintains city facilities. There is obviously salary and benefits in that, but that's where we start seeing more of the utility service increase. In that case, particularly there's 454,000 in increases in utilities. That's mainly due to the gas and electric services to the buildings that can be associated with water services to the buildings as well. And we're also seeing general increases in contract costs there. The facilities teams leverages professional services quite a bit for specific trades. For example, our janitorial services are contracted out. Pest management, plumbing, HVAC, heating, cooling systems, a lot of that special expertise is contracted out. And with those contracts, we're seeing anywhere from two to 7% increases. So we're assuming in that particular case that a good chunk of that increase is associated with additional contract costs to maintain a level of service that we currently have. Our materials engineering division, slight increases there as well. That's due to garage fees and once again, salary and benefits. Regional parks goes into the management of our park system. With that one, once again, we're seeing salary and benefits, but we're also seeing other parks' maintenance features coming in where utility services once again can drive that up because we have water fees coming into the equation. We also have some vehicle charges that are driving that up as well because that team heavily utilizes vehicles for their day to day operations. Traffic is our traffic engineering team. Once again, salary and benefits are contributing to that. There's also a slight increase in professional services there of $20,000 and that is to do our annual traffic counts. That has been pushed a bit due to COVID and wanting to make sure that the traffic counts are done accurately during COVID. We had interesting vehicle patterns that were occurring. So we intentionally delayed that to be able to have a more accurate study. So that is hitting this fiscal year. The Bennett Valley Golf Course, once again, we have a separate slide to discuss that. So I will leave that one to Jen. Our field services, you can see a significant increase in there and most of that increase is due to our replacement fund because that is where it lives. So we have about 8.5 million just in the replacement of vehicles that is driving that up. And then also we have other budgets associated with, excuse me, other increases associated with salary and benefits. There's a significant amount of staff that lives in there. That's around 700,000 increase. And then we have garage services and some of those other typical increases that are playing out in that category. And then lastly, we have our CIP budget. Once again, that's another section of the presentation this afternoon. Next slide, please. So briefly just an overview on some of our general fund changes. As I mentioned, we added the real estate services section from the water team to transportation and public works that included four FTEs in the associated budget. So that was an ad. At the mid-year process, we added the director of transportation and public works position. That position was added to the budget. The assistant city manager position was relocated to the city manager's office budget. We also converted a few vacant positions. We have a skilled maintenance worker to a senior maintenance worker. And then we have a few positions in our capital projects engineering team. And the intention behind that was to create logical promotion steps everywhere we can, mainly for retention and to encourage growth. It also balanced out some of the staffing resources in our capital projects team. That was actually a net reduction due to the ads and the deletes. Next slide, please. So once again, the biggest impact really, one of the larger impacts was associated with PG&E. That is an uncontrollable expense. It was fairly significant. When we look at PG&E, obviously we're talking about facilities and the service, but we're also talking about powering public street lights and traffic signals. So it hits in a few different areas. As we move forward, obviously the conversations about photovoltaic and the benefits of that are some ways to offset that. That is a conversation that we're going to evolve further this year and see what we can do to potentially eliminate the vast swings in that amount because those increases of 20% are a little hard to account for. Also we've seen roughly the 100,000 increase in city equipment and repair and garage services. Like I said, that is a service that has passed on from fleet really to more alleviate their very specific impact on the general fund. It comes around and around about way through the other departments, but they charge out to the fund. And once again, that fund attempts to basically grab their overhead. The one piece that is scattered a little bit in smaller sections, but I did want to point it out is we have 16K and approved additional needs to restore training and conferences. That's in various budgets and to restore what those budget line items look like in previous years and to get staff to have the ability to go to more training opportunities and conferences. Next slide, please. So the Transportation Public Works Department has had quite a few accomplishments over the years. This really just touches on a few. Our transit services section experienced some fairly significant impacts due to the pandemic and it's been quite the lift to get back up to where they are now, which is quite the achievement, which is approximately 80% of the pre-pandemic service level. On the capital project side, we have awarded notable long-term construction contracts. Many of those are some of the last fire recovery projects. So we're actively moving forward with the reconstruction of the landscaping and restoration of parks in the Fountain Grove area. We are currently programming the community engagement portion of re-envisioning the Hopper Lane corridor. So those are moving forward. We've also awarded the Fountain Grove widening project, which is really significant for that section of town. That is just really a bit of a bottleneck through that corridor and it will free that up. And then we also move forward with the LTP disinfection improvement project. And that is actually the second largest capital project in the Water Department's history. So that was a fairly significant lift. On the active transportation side, we've been able to acquire additional funding for the bicycle and pet overcrossing of one-on-one. That very much was a team exercise to secure that. There's 12 million of regional active transportation program funding, but also an additional 3.4 million on state transportation improvement program. So that's really critical to moving that project forward. Next slide, please. One back. A few more accomplishments on our street side. Our debris removal team continues to really produce positive results. Over the year, 4,274 cubic yards of debris from the public right of way. Just to put that in perspective, a normal garbage dumpster you would see in a commercial or residential area is approximately five to eight cubic yards.  So it's a significant amount of work that they put into that process. And the team's done a stellar job with that. Our fleet maintenance has installed 620 new telematics devices throughout cities fleet. This is a really critical component to informing the maintenance and replacement of those vehicles. It basically gives real-time stats on the status of that vehicle, the usage patterns. And as we look into this coming year about transitioning the fleet to more electrified vehicles, this is going to provide really good information for how we do that. Because it's going to determine range. It's going to determine usage patterns. It's going to help us figure out if we need to wait for certain vehicles for that technology to evolve or if that vehicle is suitable based on the current usage patterns to bring it into the mix now. So it's very critical to the operations of the fleet section. Parks maintenance and recreation collaborated on the Revitalize of Park Month Volunteer Program. Really proud of the group for doing that. You know, many people have been involved in that. It's quite the event these days and it's a really good way to bring our parks team into the mix with the community to help solve one of these problems and to gauge and to better understand so they can really kind of work together with the community to address some of the issues that the community may be having about those parks. So really proud about how the teams came together for that one. And I think more great things to come for that program in the future. And then of course, from the capital project side, especially from recreation and activation, we were able to develop a new playground for children, age five to 12, installed at the Colben Creek neighborhood park. Next slide, please. So of course we have challenges, very similar to other departments. We have experienced staffing shortages, impacting ability to restore core services. Similar to what other departments have mentioned, these have had a tendency to play out with very technical positions, mechanics and fleet maintenance, capital projects, engineering. And I will let Rachel go into this a little further, but we had experience with that on the transit side as well. In many of those situations, they are recovering. We're looking at really really evaluating what some of those position type looks like and we're also looking at where we can leverage professional services as contingency plan to keep those operations going. Another challenge is developing appropriate funding strategies and staffing levels for the maintenance of the storm drain system. The storm drain system is maintained very differently than the public sewer and water system. It lives outside of that enterprise fund. And as our department takes on additional responsibilities and roles, and I think the debris removal task force is a prime example, it starts to spread us a little thin and we start losing sight on some of the main components that we need to focus on. So developing the appropriate strategies for the proper maintenance of the storm drain system is something that we'll be working on closely with our stormwater and creek section to be able to figure out the appropriate plan for that moving forward. Next slide please. So we also need to address the challenges with reed removal and the landscape maintenance of medians, facilities and roadside landscaping. Weed removal is done for a variety of different purposes. It can be for a very specific fire safety purpose, which is commonly referred to as weed abatement. It can be done for a vegetation management process that's done for roadway safety where we're clearing vision triangles so people can see around corners. And it's also done for beautification. And as we look at our areas of the street, how do we bolster up that process to increase the amount of weed removal that's done for the basic fire safety purposes, but also get more into vegetation management and to look at better ways to manage from a beautification standpoint. So understanding how we utilize our resources and how we don't pull resources from parks and other areas that are equally as important is one of the challenges we're gonna be facing moving forward. Providing the appropriate funding and staff to support the acquisition of new parkland and advance of development. The PED team has done a fabulous job of putting more units out in the community. And as we see that occur, we're seeing more residential uses. And we look at then our deployment of neighborhood parks and those other amenities that people want, it can be a bit of a challenge in keeping up with that demand in certain areas. So that's a focus that our parks department is looking at just to be able to make sure that we're deploying in a fashion that really meets the increasing need that's occurring through the new units that are being developed through PED. And then of course we have managing rising costs and aging infrastructure associated with city facilities. That's fairly common. The best example I can give is in facilities when we look at HVAC systems repeating cooling systems, technology often evolves to our older technology is no longer supported. So it becomes very hard to acquire the parts and materials that are needed to maintain that facility. So understanding how that comes into the budget and how whether those are one time or ongoing needs, how that factors in and how we look at ways to properly replace our infrastructure moving forward. Next slide please. So this takes us to the enterprise fund and what I would like to do is pause because we really do have three distinctly different conversations with the different funds. So it's, if it's okay with you, mayor, if we would like to pause at this point to provide an opportunity to ask any questions about anything was discussed in the previous slides, general fund-wise before we dive into the enterprise funds. Hopefully that provides an efficient way to move through this. Yeah, absolutely. Let's see if there are any questions for transportation, public works, general fund, council member Schwedhelm. Thank you, Mr. Mayor. Thank you for the presentation. If I could just get clarification and Jason, you may be able to answer this. I think you were instrumental in creating this, the debris removal team. Because my understanding debris removal is more for fire cleanup. And what's the name of the team now? Because I know I've had some constituents ask me, how do I get a hold of them? Because it's a great resource. I've heard nothing about positive things, but the name, this is showing debris removal team. But again, I thought that was fire cleanup. What's the team that you were instrumental in creating? Thank you, council member Schwedhelm. It is still debris removal team. The intent was the primary focus was on homeless debris and dealing with residential and commercial dumping as well as working with our harmful services program. So when we coined the debris removal team, it was that type of debris, not necessarily fire-related debris. Okay, and for constituents to actually access us, I know we have the in, or almost the in-response app, the My Santa Rosa app. If someone isn't using that app, how would they find the information about how to contact that team? Yeah, Gabe, and you might be able to correct me on this. I believe it is srcity.org forward slash clean city. And that's how they would find the debris removal team. Great, thank you so much for that. Council member McDonald. Just a couple of questions. I know you stated in the field services, there was an increase to the budget, about a 43% increase, and didn't we move the fire department replacement equipment into TPW? I'm just wanting to make sure that that was part of the increase, or is this solely the fleet of Santa Rosa city vehicles other than that? I'm just want clarification on that is my first question. And then also we've had a recent presentation of the need to increase funding to replace roads. And so I'm wondering if you could tell me how much of this budget is attributed to the increase in roads, because if we continue to not do some of that infrastructure, it's going to cost us a whole lot more in the future. So I'd like to know those two things. Thanks. Absolutely, thank you for the questions. As far as the roads and the improvements to the roads, there's really two components to that. So when we look at this budget, it's really focusing on general maintenance activities day to day. And the easiest way I can explain it is assume pothole repair. And then the team handles smaller projects that are improvement projects for various roadway issues, but the vast majority of roadway reconstructions and slurry seal projects is actually programmed in a different way through our capital projects programming. So as we get into that next set of slides and Jason will be presenting that, hopefully that will provide a little more clarity as to how that funding through the capital project programming is distributed to the various needs that exist in that program. So that will provide a little more detail. And Jason, I might ask for your input on this one too. As far as the secondary question with the replacement fund, the increase in the replacement fund is not the results of additional vehicles coming into the mix. That's the results of the existing vehicles in the mix and the replacement of those existing vehicles. So it's really the calculation. And that, like I said before, the significant dollar amount, which it's higher than it normally is, some of that is due to the backlog of ordering supply chain issues, but no additional vehicles. And police and fire do have certain vehicle types that are in that program, but some of the larger vehicles that are not on there. So Jason or Veronica, I think you might be able to provide a little more insight on that question. Yeah, certainly I can jump in here. So within field services, there's the equipment repair fund and the equipment replacement fund. And replacement is where we are seeing that large increase. And just to answer Council Member McDonald's question, in this budget line item, no, you are not seeing that increase of the fire equipment that will not be happening with this annual budget. We're going to see that starting in the ongoing years. The reason we see an increase is because we are appropriating fund balance within that fund. This does not represent additional funds coming from other departments this year to fund this. There are simply a lot of vehicles that are up for replacement, that are existing vehicles that need to be replaced. So we are appropriating the funds and the replacement funds to buy those vehicles. And are any of those vehicles, electric vehicles, is that why we see an increase as well? I'm curious if that's something that we're targeting. Currently as it stands now with the electric vehicles, what we're looking at, we are looking at a purchase of electric vehicles. And we've seen technology and availability actually evolve to the point in which electric vehicles can provide a significant portion of the fleet. And what I mean by that is pickup trucks, right? That's a pretty significant portion of the fleet. And we are currently looking at the purchase of 20 electric vehicles that are in that range. As technology evolves, we'll see more competition in that arena and we'll see obviously an evolution of the battery technology. What actually happens in that particular case because that is an important point is the replacement cost for a vehicle is basically worked out year to year. So each department is putting a proportionate share in the fund and there's a variety of different reasons as to why that proportionate share can increase or decrease. So for example, if we are replacing a gas powered vehicle with electric vehicle and we assume that that's going to be $10,000 more just to throw out an easy number is we will start capturing that prior to the full funding of that vehicle and then the rate will increase. So the department will start to incorporate that. And like I said, that can be done for a variety of different reasons too. Sometimes vehicles or equipment do not last as long as we assume because the use is heavier. So it has to be replaced on a quicker cycle which means the department has to make that up. So when you get out to three years or two years prior to that replacement sometimes we start seeing those increases. So as part of this first purchase of electric vehicles what we're looking at and we will be developing in this coming fiscal year a more strategic plan that we will hopefully bring in front of council we will bring in front of council at some point to where we can discuss all the fine points of electrification in the fleet and how we'll roll this out. So there'll be another opportunity to have this discussion but as this becomes a reality we will start working with those departments and that rate may increase to be able to account for that electric vehicle. And hopefully that answers your question. Council Member McDonald, if I could just add just to talk a little bit more about fund balance as Gabe mentioned, each department pays specifically into each vehicle that they own to a fund balance that is part of the replacement program. And so as Veronica mentioned we are shifting funds from the fund balance to the operations we're just taking money out of an account that's an accumulation account for each vehicle in an effort to replace that without having to come to council and request extra or excess funds to make up the difference. And so that's the purpose of the fund balance within the replacement fund. So hopefully that clarifies that a bit. So Jason, the question around the press democratic article always a fun headline to see that half of your cities are going to fail. Can we talk about the road funding at this point or do you wanna hold off and talk about it in regards to some of our capital improvement projects? Mayor, I'm happy to talk about it either. We can certainly focus in on what the capital improvement program is doing and utilize that discussion at the end when we discuss capital improvement program or we can talk about the road funding here as far as what it's doing within the department and how the department is actively trying to keep up with our roadway condition. Yeah, I'm hoping, can you talk a little bit about use of new technology and the way that that's impacting the department's ability to deliver service throughout Santa Rosa? Certainly, as we did a study session two weeks ago, we talked about our current payment condition and gave us an opportunity to update council and the public not only on where our current condition is but some of the things that we're doing. Technology is one of those and as you heard Gabe talk about our budget in public works, one of those line items is the material engineering team. It is a dedicated group of folks with an entire lab specifically dedicated to testing materials relating to roads, sidewalks, curb and gutter, all of those hard surfaces that we're utilizing to ensure that the material that's being placed, one meets the city standard specifications. We don't wanna have a contractor, whether it's a public or private contractor, build a public facility, roadway, sidewalk, curb and gutter to a standard that is below what we believe has the highest level and use for the ongoing need of the community. We do have standards and thresholds and that's their predominant work. Now when it comes to advanced technologies, they have additional equipment that helps them do testing on different mixes in an effort to try to help our contractors and encourage them to try different things. So one of the concepts we've done recently was looked at a product called Roller Compacted Concrete. It was a new technology that's easier and cheaper that provides that same benefit of concrete which is that 40 to 50 year extended life over the 20 to 30 years you might get on asphalt. So those are products that that team is actively working on. They're utilizing their lab, they're utilizing knowledge base from around Northern California and there are a number of institute oriented experts that we work closely with to make sure that all of those pavement materials are set up in a way where we're extending to the greatest ability of the life of the product that we're putting down for the benefit of our community. And that's all knowing that we do have limited resources and as we explained, we currently are not financing a program that would allow us to sustain our existing pavement condition. And all of those technology and training and study components that we're putting into our research is what's helping us bridge that gap as close as we can utilizing advanced technology and materials. Great, thank you. Any other questions from council members? All right, thank you so much Gabe. We'll take a half hour lunch break. Let's come back at 1.30 and we'll finish up the rest of our budget presentation. Oh, I apologize Gabe, if you wanted to go through the enterprise funds first, then we'll take our lunch break. Yes, if we could and we'll try to make it as quick as possible. So at this point, if we can go back to the presentation and at this point, I would like to introduce Jen Santos, our deputy director of parks and Jen will provide an overview of the current situation with the golf course enterprise fund. Thanks, thank you, Gabe. And good afternoon, council members, mayor and vice mayor. I, again, one of the things you'll notice on this slide is there are no numbers and we're here to talk about budget. So I'll talk about why that is. Back in February, council authorized us to go out to bid to find a new operator to take on the next few years of operating our golf course since our current golf course operators agreement expires on July 1st slash June 30th, July 1st. And we have done that process and we've received five wonderful firms that submitted a proposal to operate the golf course. And we had our review committee review those proposals that came in and they made a recommendation of the top three to be interviewed. And from that interview process, the review committee recommended the highest ranked firm for staff to try to negotiate an agreement with that firm. And that's where we're at right now. We are still in the negotiation process to finalize an agreement with that highest ranked firm so that we can come back to you with some of the final details of the budget. While we're in negotiations, it's very difficult to finalize a budget until we have the details of that agreement worked out. If you recall from a couple of slides ago, there is a member for the golf course, $583,000. Essentially that's our status quo budget for debt service and our basic O&M for electricity, water services and minor repairs. So we've placed that out there just as a reminder that's our core budget. But we will be looking to come back to you all on June 7th with a much more comprehensive look at the recommended firm, the agreement that we've been able to negotiate as a recommendation for the budget at that point. So this is gonna be a fundamental change to how we operate going forward. We don't have the ability to go through all the numbers at this point. So we wanted to at least give you an idea where we were at in that process and that we do plan to come back to you at June 7th to have a much more comprehensive review again of that agreement and our budget recommendation at that time. So hopefully that's a bit of an overview. Sorry, we don't have the detailed numbers today but those are pending. And before I move on and turn it over to transit I'll pause to see if there's any questions about the golf course enterprise. Questions? Council Member Rogers. So I know utilities have gone up. That payment should have stayed the same and minor repairs means minor. Why such a large increase of 44,000? If I'm reading correctly for the golf course line item, a 30% increase. Is that what I read? Right. We do have significant increases in electricity and water services for the entire enterprise especially recognizing that the restaurant is gonna be coming back online starting July 1st. So we'll see those increases there. And we also are recognizing some of the minor restaurant issues such as the walk-in freezer and things like that. Though we know we're under process for fixing right now. So that alone was a ask of $20,000 just for that alone. So it's just for minor things to be able to get this golf course at the restaurant available to take on new customers starting July 1st with a new agreement. So they are minor, but when you add them up to the utility it does reach about $40,000 in additional funds. That's okay. I thought I had asked previously about the restaurant and what the repairs were that needed to be needed to happen in the restaurant during one of the meetings. And I was told that it wasn't a big deal but $20,000 to me seems to be a big deal and a pretty big repair, but... Council Member Rogers, if I could just step in. Now our initial estimate on some of the repair that needed to be done was about 200,000 for the restaurant building itself. We've been systematically working on components of that over the course of the closure so that we've been able to bring some of those down until we understood exactly what type of operator was gonna come in and use that space. It was unclear what additional need was gonna be. We didn't know if that operator was gonna come in and wanna make changes. We didn't know if they were gonna come and help self fund because of the type of operation. And so it's at this point now we know that given the type of management company and what they're going to do in leasing the space or utilizing their own chef to reopen the restaurant, there are aspects of it at this point that we've been asked to look at and make repairs to. And so realistically, $20,000 is not a substantial increase in costs relating to the type of repairs that are required there. I think the team has done an extremely good job of being cost sensitive in how they implement repairs and looking at how we can make this functional and operational for this new restaurant tour who's gonna show up. And that would be the total of the repairs? Because minor, $20,000. That is at this point in time based on the budget that is the number that we're looking at. We will be presenting potentially changes in that as we look on June 7th when we're able to outline the proposed operator and their needs to begin operation. That is currently under negotiation between the city and the selected management company. And that's why Jen has a slide that doesn't have numbers specifically on it because there's components that are likely gonna change and adjust. So I'd like to reserve that discussion in more detail for June 7th. Just addressing the line item. Understood. Council Member Sawyer? Thank you, Mayor. And Mr. Nutt, if you could correct me if I'm wrong. I think it's important to keep in mind that this is an enterprise fund. The monies that are used for repairs, operation and maintenance come from that enterprise fund and not only does it not affect the general fund but those funds cannot be used in any other part of the city being that it is an enterprise fund. So it is like our water department, wholly separated from the rest of the funds of the city and they cannot be commingled. Thank you. Rachel, are you kicking off the next part? Sure, if we can go to the next slide, please. All right, good afternoon, Mayor Rogers and members of the council. I'm pleased to be here to discuss the fiscal 23 proposed budget for the transit enterprise. As you see on this slide, we are proposing an O&M budget of $15.2 million. That reflects $13.7 million for Santa Rosa city bus fixed street operations and around 1.5 million for Santa Rosa paratransit operations. This figure brings our budget back up to about the fiscal 1920 levels. So I wouldn't call it a post COVID budget. It's definitely a COVID recovery budget moving us closer to full restoration of the services that have been reduced during the pandemic. Revenues are sufficient to cover our expenditures this year. We are not proposing any use of our reserve funds. And in fact, we are able this year to stay on track with making our annual allocation of transportation development act revenues to our capital reserve, which is where we build funds for our major capital activities such as bus replacement and electrification of the fleet. I do want to note that the stability of the O&M budget as well as the capital reserve are due in large part to the allocations we've received in transit emergency relief from the CARES Act, Chris and the American Rescue Plan Act. They have done a lot of good to replace revenues that have been impacted by the pandemic and enabled us to retain a stable financial plan as we navigate and recover from the pandemic. So we do have $1.7 million in American Rescue Plan Act funds in this O&M budget. That leaves us with 2.9 million remaining that we can apply to fiscal 24 and fiscal 25 to help replace ongoing reductions in fare revenue as our ridership recovers from the pandemic. And as I'll discuss a little bit on the next slide, we will be coming back to council with a more in-depth discussion about our plan to transition off that emergency relief funding to get back to reliance on our regular funding sources. Next slide, please. So as shown in this slide, we have some increases in a few areas. And I should note not on the slide, but we do have about a $670,000 increase in staffing cost salaries, benefits, as well as an increase in overtime costs, which relates to our current staffing shortage. We are seeing overtime increasing as we work to cover service while we continue our efforts to step up in our bus operator ranks. We are proposing a $328,000 increase in fuel, which brings our total fuel budget to $878,000 in fiscal 23. This is a conservative estimate recognizing the current high fuel costs, the volatility of the fuel market. And it also plans for further restoration of transit services. We're gonna have more miles operated out there on the road in the coming year, more fuel consumed. One thing we're really excited about is this is the first year that we're including electricity as a fuel source in our budget as we plan to roll out our first four battery electric buses in the second quarter of the fiscal year. So that's a fun change that we have in our fuel budget starting to see that shift from diesel over to electricity. We are a major customer of the city's fleet services. So the $90,000 increase relates to the rate increase in the garage, as well as, again, our anticipated restoration of services as we have more vehicles out in service, more miles operated, more preventative maintenance and repairs are needed. So we've budged it accordingly. Like many other parts of the organization, we have increased conferences and training budget. We have some fantastic new field supervisors in our operations section who need some training to be the best at their jobs and some elements of that training are mandatory. So we're requesting funds for that training. And as we have in past years, we're also requesting $30,000 in general funds for a continuation of the Free Rides for Veterans program that was initiated in fiscal year 2018. I also wanna conclude just by noting that we will be doing a much deeper dive into the Transit Division finances and financial projections over the next few months. We're gonna be kicking off our short range transit plan update with a council study session on June 7th. And part of that SRTP update will be a 10 year financial plan, a 10 year capital plan, and then a correspondence between our finances and what we're gonna do or what we hope to do on the service side as we look at different revenue recovery scenarios from the pandemic. And we'll obviously be getting a lot of public feedback around that service plan as well over the next few months we go through that process. So there will be much more to come to council on the financial outlook for transit over the next few months. And with that, I'm happy to answer any questions council may have prior to handing it back to Gabe. Any questions? Council Member McDonald? I just have one question I had seen in the past that we had offered rides to youth at a free rate and that we had seen an increase of ridership from them. Is that budgeted in any way or have we done outreach potentially to schools that may need support with transportation to schools? That would be one of my questions around that. I didn't see it in the budget just in a past budget, I think. Right, that's a great question. So that a program is still running. We initiated it on July 1st. So it's nearing its first year. We have funded it through a grant through December 2022. So right now we just literally yesterday sent a survey out to the schools and are starting to distribute it through youth organizations and will be on social media to get some feedback on the program from youth and their families. We have seen tremendous ridership improvement. Our system-wide ridership on city buses at about 60% of the pre-pandemic level, but youth ridership is at 125%. And as we've gotten feedback on the program, we're really hearing about the impact it's making not only on the finances of families, but also that we're starting to see evidence that we are having some mode shift in the school commute as well as for other trips that youth are taking around town, which is great news on the climate front. So we have a really strong interest in bringing an item back to council to discuss ways to further continue that program and potentially even try to make it permanent because it has been very successful. So that is an item we'll be coming back to council to further discuss after we evaluate, receive the survey results and complete the program evaluation in the next few months. It is not shown in this budget because it lives separately in a grant because it's being reimbursed through that grant source for the time being. That answers the question. Yes, thank you. And just to further comment around truancy, one of the biggest reasons that we see kids, tardy or missing school is because they may not have transportation. So it's such a critical need to ensure that it's an equity issue actually in our community. So making sure that we're partnering with schools to offer this service to families at a freer or far reduced rate would be of interest to me to see the outcomes of those surveys. Thank you so much. For sure. And if I may, I'll just comment that one question we are asking on the survey is how this program has affected school attendance and whether there has been a shift in attendance from students based on this free access to transportation. So we'll be happy to provide more information on that when we're done with the evaluation. Thank you so much. Council Member Rogers. Just to point out the youth ridership, I've been able to tell families that their kids can go to any school that they want within our city because we do have this program. So they don't, transportation doesn't have to be a hindrance because they wanna like go, they live in Southwest Santa Rosa but they would like to attend Santa Rosa High School like the ArtQuest program. I'm like, but you can get on the bus. The bus is free. So that is a program that we have. So I'm really happy that we do offer that program for our youth. I did wanna ask about the veteran program and if our veterans are taking advantage of that program and what are the numbers? Sure. Yeah, I just double checked the numbers yesterday and the ridership is definitely recovered on that program. Right now we are carrying 1900 veterans on that program each month and it's growing, it's starting to trend upward as we see ridership begin to recover. That's definitely not quite where we were pre-pandemic but it's, I would say it's increasing faster than the ridership at large. I think because of that free for access and because it tends to be a group of people who may have more limited means and need to take advantage of that free fare program. So we'll continue to provide information on how that program is trending as we check in with council. Any other questions, council members? Council member Fleming. Thanks. Just wanted to mention as far as the youth free fare that I continually get notices through the school districts and that they are doing a good job of getting the word out and just wanna congratulate you on your partnership with them and hope that the communication keeps coming and that we can continue to see the ridership changes amongst our young people which hopefully will result in fewer car dependent folks as these people transition into adulthood. Thank you. All right, thank you to the team. I really appreciate the presentation here on Transportation Public Works. We will take our lunch recess and we'll come back at 1.45. Thank you, everybody. I'll bring us back from our break. Madam City Clerk, can you please call the roll? Yes, thank you, Mayor. Council Member Schwedhelm. Here. Council Member Sawyer. Here. Council Member Rogers. Present. Council Member McDonald. Here. Council Member Fleming. Council, Vice Mayor Alvarez. Mayor Rogers. Here. Council Member Fleming, have you joined us? Let the record show that all council members are present with the exception of Council Member Fleming and Vice Mayor Alvarez. All right, I'm going to turn it over to Victoria. Or excuse me, Veronica. Victoria will be with us in a moment. All right, thank you, everyone. We have our final department for you here today, Santa Rosa Water and Department Director Jennifer Burke is here to present and thank you very much for your time. Thank you, Mayor Rogers and members of council. As Veronica mentioned, my name is Jennifer Burke and I'm the director of Santa Rosa Water and I'm here to cover the Santa Rosa Water budget. I do want to thank the Water Department managers for their hard work in putting this budget together and would also like to specifically thank the Board of Public Utilities for all of their work reviewing our proposed budget. We met with the BPU Budget Subcommittee twice. We reviewed the budget with the full board in study session and then the board reviewed and recommended the proposed budget that is in front of you today. Next slide, please. This slide provides a high level summary of our adopted fiscal year 2021-22 budget by fund compared to our proposed fiscal year 2022-23 budget. Just by way of a little bit of background, we have a water enterprise fund for the water system, a wastewater enterprise fund for the sewer collection system and most increases in both of these funds are due to salary and benefit increases. The sub-regional enterprise fund is paid for by Santa Rosa as well as our four regional partners, the cities of Katati, Runert Park, Sevastopol and South Park County Sanitation District. Increases in this fund are due to salaries and benefits, increasing chemical and utility costs, as well as increases in ONM projects that are due to critical projects that need to be completed at the treatment plant. The utilities administrative fund is paid for by the enterprise funds. You'll notice a big change in this fund which is due in large part to the move of water billing from the finance department to the water department, which I believe you heard of in great detail yesterday during the study session. The general fund, stormwater funds, other funds and capital improvement fund are all for our stormwater increase program. The increase in the capital improvement fund is for storm drain improvement projects that we will be working on this next fiscal year. You'll also notice that last fiscal year we appropriated the first 30 million of our bond sale for the replacement of our ultraviolet disinfection program or project, sorry, at the Laguna treatment plant. The rest of the bond proceeds were appropriated by this body at your April 26th meeting. So you'll notice there is no bond funding proposed to be appropriated in next fiscal year budget. Next slide please. Here is a summary by program. Again, the large change in administration is mostly due to the move of water billing from the finance department to the water department. For the water ONM program, there are increases in salary and benefits, in particular the annual wellness benefit, as well as the addition of one new USO position and a new vehicle for that USO position. And that's a utility system operator, pardon me for using the acronym there. On the wastewater ONM, again increases due to salary and benefits, as well as the addition of one new utility system operator or USO position. The reduction in the wastewater resource distribution was due to the reorganization of the geysers. These positions basically were moved into the wastewater resource recovery program. So you'll see an increase there. In addition, we're proposing to add two new positions in that fund and there are increases in ONM projects, again, due to critical projects that we need to get completed at the treatment plant. Purchase of water is up by 6% due to this normal water increase. And again, you'll notice the big reduction in CIP and ONM projects due to the bond funding being appropriated last year and earlier this year. Next slide please. The water department has very little general fund. It is only there to support the stormwater increase team. We have a couple changes. One senior administrative assistant position is being moved from the water fund to the stormwater fund. And overall there is a reduction in total general fund budget due to the reduction in the amount needed that we have been, pardon me, we have been budgeting for the potential trash regulation that has just not come to fruition yet. And so we went back and looked at how much we've been budgeting for that and how much we've actually been expending. And so we reduced that down based on our expenditure history. And so we reduced our budget from that perspective. In addition, our staff charges out to various CIP projects for the environmental work they do to support the capital projects. And so both that increase in staff time charge to CIP projects as well as the reduction in budget is why you see an overall decrease in the general fund of stormwater increase. Next slide please. In terms of accomplishments, Santa Rosa Waters had a very productive year. Some of the highlights are implementation of a robust multifaceted drought response and outreach program resulting in savings greater than 20% last summer when compared to 2020. We also completed our long range planning documents, the urban water management plan and water shortage contingency plan. Both documents were recently deemed complete by the state of California Department of Water Resources with no required changes, which is great news. Very exciting. We completed the lower Colgan Creek restoration phase two restoring approximately 2,000 linear feet of the stream realigning the creek channel enhancing stream habitat, removing invasive plants and installing native vegetation throughout the creek corridor. It also enhanced flood protection for that area. We secured over 350,000 for water and over 650,000 for wastewater bills from the state to assist our customers with overdue bills due to COVID. And we also negotiated with the North Coast Regional Water Quality Control Board to make changes to the water quality training framework, which is the mechanism in Santa Rosa's regulatory permit that allows us to comply with our no net load requirements for phosphorus. We negotiated changes that allow for longterm projects on publicly protected lands that results in environmental uplift that those credits would not expire. And this is a huge benefit. It provides regulatory certainty for Santa Rosa and our partners. And previously, credits would on average expire after three years. So this was a really big change and really important that provides regulatory certainty for our ratepayers. Next slide, please. We also face the number of challenges coming up this year. We are in the third year of a multi-year drought and we need to continue to help our customers reduce water use and work on overcoming drought fatigue, which can sometimes set in. We need to also carefully manage our budget, balance our reduced revenues from the reduction in water sales due to drought and balance that with increasing costs. We also know and have mentioned previously that we are under investing in our infrastructure. We are under investing about half and we are seeing some critical failures at the infrastructure at the treatment plant that are requiring urgent and emergency repair. So we're really looking to be as proactive as we can with investing in our infrastructure. We also continue to see increased regulatory requirements. We are currently negotiating our next stormwater national pollutant discharge elimination system or NPDES permit and expecting that there will be additional regulatory requirements that we will have to comply with. We are seeing additional drought regulations from the state that are gonna cause us to have to comply with additional restrictions. We are seeing also increased water quality regulations in particular related to lead and copper. So these are all regulatory challenges that we are following closely and we'll have to implement over the next fiscal year likely. And then last, as we've heard from a number of other departments, staff retention is incredibly challenging for the water department. As an example from 2015 to 2020, we saw on average 16 employees leave each year either due to retirement or resignation. Last year we jumped up to 22 employees leaving and so far to date this year 17 employees have left. So what are we doing to try to address this? We are working on creative solutions with our human resources department to attract more interest in water careers. But in addition, we're really trying to look at how our staff feels valued. Assistant city manager Nat and I started an effort with Santa Rosa water and transportation public works departments using a program outlined by the book, The Advantage to really try and focus on organizational health in the two departments. We adopted a thematic goal that staff are valued and supported and identified six defining objectives to implement our goal. We developed a cross departmental team made of approximately 40 folks from all levels of the two departments to work on the top three objectives which are providing training and mentoring opportunities, explore options for wellness and communicate and appreciate across both departments. We are very proud of that work. We've developed some policies related to communication. We're working on appreciation ideas and implementing wellness ideas. Staff have been very engaged and appreciative and we are hopeful to continue to build on this work to make our departments a place where employees are excited to join and encouraged to stay because they feel highly valued and supported. Next slide, please. The next three slides will show a summary of the water, wastewater and regional enterprise funds comparing revenue to expenses. For water, our reserves are fully funded and we have a very healthy undesignated fund balance due to reducing our fiscal year 2020-21 budget and revenue projections in anticipation of COVID impacts. Those COVID impacts never materialized and we actually saw an increase in total water sales. You also may recall as part of the Tubbs Fire, the water department funded, cash funded, all of our damaged facilities and so we are now starting to get reimbursement from FEMA. And so therefore we have a very healthy undesignated fund balance in the water and enterprise fund and we are purposely spending down that fund balance. Next slide, please. Similarly for wastewater, all our reserves are fully funded and we also have a very healthy undesignated fund balance due to FEMA reimbursement of our sewer system facilities that were damaged. And you may recall that we were initially looking to provide a big portion of cash to put towards our UV disinfection project, but due to the very good bond rates that we received, we decided to fully fund that project with bonds. So that left a little bit more in our undesignated fund balance and we are also purposely spending this down in the wastewater system to deal with critical projects we need. Last, next slide, please. Last subregional is funded by Santa Rosa as well as our four partners and we are budgeting to meet anticipated revenues. And that is the end of my presentation and I'm happy to answer any questions you may have. I also have my deputy director of administration, Kimberly Zamino available. If there's any specific questions I can't answer. Great, thank you so much, Director Burke. Council, do we have any questions? Council Member Spudhelm. Thank you Mayor Rogers. Thank you for that presentation, Jennifer. First, I wanna congratulate you on your recent appointee your selection as the attack chair, very well deserved and thank you for your willingness to take on that role and I also really appreciate over the years the support I've received from you and your team whether it be on the WACC or the GSA. A couple of questions I have is, I know at our next meeting, which is I think in two weeks, council be giving me direction regarding the GSA study and fee study, how do that, because right now that fee's gonna, it's gonna change. How does that factor into what you just showed us here since we don't know what that GSA fee is gonna be and since Santa Rosa water does use groundwater resources? So we plan for the high end of that range and that's factored into our budget that's in the Water Enterprise Fund. I believe it's out of water administration, but we plan for that based on historical groundwater pumpage as well as the high end of the fee. So that's included in the budget. And for the water customers, how if at all would they be seeing those fees? So that is incorporated into our budget and we are budgeting to keep within the adopted rate structure that we have already in place. And so our customers are not gonna see a change to their water rates above and beyond the adopted four year schedule that we already have in place. Great. And then my last question is, I know yesterday we heard about the 115 trust in that water will be providing some funds. Where would that show up in what you've showed us here today or is it somewhere else that someone would be able to track that? So we are taking, as I mentioned, we have a very healthy, undesignated fund balance. And so we are taking money from that fund balance to put from the water and the wastewater system to put into the 115 trust. Great. Thank you very much. Mr. Vice Mayor. Thank you, Mayor. Jennifer, it rained yesterday and it rained beautifully, didn't it? I have a question in regards to the Potter Valley issue that I know we're facing. Does that have the potential to affect us in any form, whether it be the budget or our water resources? Thank you, Vice Mayor. That's a great question. We are following the Potter Valley work very closely. It's important not only to Santa Rosa, but to our region, to all those that receive water from the Russian River. Yes, there is potential long-term that we could see impacts to our rates. It would potentially impact Sonoma waters rates, which would then impact Santa Rosas. So we are working very closely, coordinating and keeping up to date on all the work that's happening with Potter Valley project. Currently, the project is now in what's called the start of a surrender process and getting annual licenses. And so there will be annual licenses issued to PG&E and we will be, again, just watching that very closely because we know that it has potential to have impacts for us in the future. Thank you. See any other questions for the director? Thank you so much. I'm gonna turn it back over to Veronica. Thank you. That concludes our department review section for the fiscal year budget 2223. And our final section here for you is the citywide capital improvement program for the next fiscal year. And we have our ACM Jason Nutt, as well as a representative from the water department to present this to you. Thank you. Thank you, Veronica. Thank you, Mayor Corsi, Vice Mayor Alvarez and council members. It's my pleasure to come and, sorry, Vice Mayor Alvarez. Wow, was that a flashback? Sorry. None of us are that cool, Jason. It's a good thing no one's here watching, right? So anyway, it's my pleasure to present to you the citywide capital improvement program budget. I'll be joined by Lori Urbanek from Santa Rosa Water, who will be giving you more detailed information about the specific components of the capital improvement program for Santa Rosa Water. If we can move to the next slide, please. You know, the headliner of our capital improvement program is that of all of the assets that the city owns maintains and is responsible for, we have about $5 billion worth of combined asset responsibility and liability. And as you can see from the slide, it's always nice to do this part because I get to show you some photos and pictures. It's a little different from the rest of the presentation. But you can see in here that we do own an enormous amount of assets, whether it's the 627 miles of water mains or the 109 parks or the 512 miles of roadways. It is a lot of components that we're responsible for. And the teams do a phenomenal job of attempting to keep those up from year to year. But there are capital investment requirements needed to reinvest, improve and replace over the course of time. Next slide, please. So aside from the maintenance aspects, you know, the question is, where do new projects come from? And we get asked this question quite frequently when we're out in the public is how do you come up with and what constitutes the range of projects that you're looking at when you develop the CIP? And so this is a list, it's not comprehensive. There are many, many areas that we gain feedback. One of the first is when we receive community feedback and comments, either email, phone or when we're out in the public and gathering information. Then we're also looking at all of the documents that departments from around the city are developing that really outline what the future city asset structure should look like as we move forward, whether it's master plans or area plans, those each outline investment strategies and capital investment needs. We're also starting to see more and more investment looking into the climate action plan and feedback coming from the community advisory board. Climate action plan is one that we've had in place but we're starting to see more and more evaluation on. We're starting to see components that are capital investment strategies toward accomplishing our climate action goals and you will likely in the near future begin to start to accumulate requests and project lists that help us achieve some of that. Community advisory board, as I mentioned, is on here and the question is, well, why is a community advisory board, what is it they're doing? It is in the community advisory board's charter that every year we spend time with them to talk about priorities associated with our capital improvement program. Priorities mean how are we evaluating projects? It's looking at the categories, not just the categories but the method with which we score those categories to ensure that the highest priority projects are getting the attention that they're due. One of the key pieces that we heard in this year when we went back to the community advisory board was really starting to layer in equity as a metric in the evaluation of our project lists when we're going forward and doing our capital improvement program and we are gonna be investing in a process over the next 12 months of layering that into our evaluation strategy and so we appreciated the community advisory board's feedback and the time they took to think about the work that the team already does and the effort that your staff puts into making this a solid list that's fiscally constrained but we also wanna make sure that we're meeting the needs of the community into the future. Next slide. So what we're proposing this year is just about a 68 and a half million dollar capital improvement program. Slightly less than what you saw last year predominantly because of the ultraviolet system replacement out of the treatment plant. And you can look on the pie chart and see that about 55% of the investment that's for this year is related to the Santa Rosa Water Department and Deputy Director Banek will be going through that here shortly. But you'll also notice that the general fund department components meaning transportation and public works and departments that we service and assist whether it's fire police, park and recreation, garage. All of those are incorporated into this, the general fund side of this pie, which is about 45%. Next slide. A couple of funds that we wanna just highlight. One is the general fund ask. We have an enormous number of fund sources that come in and help make up that 68 and a half million dollar budget. From the general funds perspective, we're requesting $5.3 million and that $5.3 million is made up of the four projects that you see in front of you. That is an annual $1.2 million allotment specifically for the benefit of ADA improvements. As you recall, the city has adopted a transition plan that is focused on the improvement of all public facilities both here at City Hall plus the other 100 buildings that we own and then the 109 parks in an effort to bring those up into compliance with federal ADA standards. And every year we have a list. There is a internal staff team that evaluates that program and develops a list. We vet that list and get that approved to make up the $1.2 million and those funds will be invested for this upcoming fiscal year. The next slide item is a pre-design planning item. Many years ago, back in 2009, the city changed how we did capital investment and how we charge out to our capital investments. In doing so, our capital improvement team is fully reimbursable, including all of our general government overhead. That became a burden to some of our departments who are looking for small support to do internal projects, mostly tenant improvement type projects in each of the buildings and the additional increase in cost made it so it was very difficult to deliver some of those projects and gain the support. And so about five years ago, we began to input this $50,000 cost in here so that our capital improvement team can support those internal general fund asks without having to charge some of that additional cost to those projects, especially on the planning front. And it's been a successful program so far. As you heard throughout the course of yesterday and today, we were very pleased to receive a $3.4 million STIP grant from MTC and thanks to council member Fleming for her effort in making sure that this did come our way. This helped cap the funding strategy for the bike and pedover crossing. Those funds came into the general fund as a revenue source and we're programming it here so that we can begin to finalize that project and get it hopefully on the street in the next 12 months. The last is the Roseland Pavement Maintenance Program. As you recall, we annexed a portion of the Roseland community that had not been originally annexed into the city. As part of that negotiated agreement, the county for a 10-year period is transferring $662,000 a year to the city for the benefit of pavement maintenance in that portion of the community that had not received a lot of maintenance from them prior to the transition. In doing so, we have been investing these over the last four years and making substantial improvement in that community. We appropriate the full $662,000 every year. We fluctuate the actual expenditures on that, which means, for example, for this particular year for fiscal year 22-23, a portion of this will go to the construction of ramps, pedestrian ramps in the community and some gap infills in preparation for the following year, which will be a fairly significant Cape Seal effort. And you heard a couple of weeks ago about what a Cape Seal was. It is much more of a structural component to roadway repair, but it does require that we upgrade all of the pedestrian facilities for ADA compliance. So we are going to utilize the first portion of this money coming in this budget season to get those ramps implemented. The second component will be combined with next year's allocation to implement that pavement effort. And we'll continue to keep you updated as we're looking to spend those funds moving forward. Next slide, please. From the city manager's office, we've been, the capital projects team is working with homeless services in effort to continue to renovate and improve services at Sam Jones Hall. We will be utilizing $340,000 from the homeless services fund to continue that investment strategy in an effort to make sure that not only is Sam Jones Hall prepared and ready for full opening now that we're starting to see the lifting of COVID services, but also how we're going to see changes in the Sam Jones Hall annex property and what it's gonna look like for future services as potential navigation center and others. So that's where this $340,000 is coming from and I know the team is working on the specifics of that expenditure plan as we speak. Next slide. The capital facilities fees program is made up of impact fees that we receive from developers doing business within the city limits. A certain portion of the fees are delegated specifically to various pots of capital investment. In this particular case, we're talking about the component and the percentage of those fees that come in to improve our fire facilities. Every year, what we do is program those, we appropriate those as part of the budget in an equitable way among the available projects that are listed in the measure O program or I'm sorry, that are listed in the CFF program. And so what you're seeing is an equitable split of the $503,000 that were assigned from this fee program to new fire station in South Santa Rosa. That is typically known as fire station number nine over located at France Kafka. There have been conversations that that may locate elsewhere once we complete fire. If fire station eight is able to accomplish the future task that the chief has explained to you in prior meetings, it will accomplish. We are putting 168,000 toward fire station eight, which is going to be located on the new property we've purchased out on Hearn Avenue and the vicinity of Dutton. And then 168,000 going to temporary station number five. Why that? And I know just so I can hold off a question later. The reason being is one, we do have a decommissioning component of that piece of property once we're ready to move into the new fire station that we hope to begin building in the next 12 months. And with that decommissioning, we know there will be some funds required to put that property in such a state that we're able to surplus it and move it into other hands or to utilize it for other city services as we're looking at it. If at some point we find that we don't necessarily need that specifically fire fire station five, there are other projects such as the reconstruction and rehabilitation of fire station 11 off of Lewis Road where the funds would be transferred to and it's a simple administrative shift in order to make those work. All of those are eligible costs. We show these because these are the three most important as identified by the fire department. Next slide please. From the finance department, we have a number of garage and lot repairs that we're working on. I'll start at the bottom actually go with lot 10 reconstruction. These are funds that should get us to a point where we can now bid that particular project to get lot 10 resurfaced and put back into a condition that's functional and usable. That project was put on hold as we contemplated some potential real estate actions at that particular location. We've since determined that the cost benefit of implementing the pavement improvements is worth our time and it would be a great service for our downtown community and the visitors that are coming there. The three garage projects are to look at things like weatherproofing. Yes sir. Can you do me a favor Jason and just when you talk about the lots of the garages, give us the cross streets. I believe lot 10 is the fourth, excuse me, fifth and D. But thank you. My apologies. Yes, transportation guy talking code. So garage is three, which is located at the intersection of third and D. I'm sorry, actually, I'll probably need Alan's help at some point to define exactly where garage three is. Garage one, I believe is at the intersection. I think we all know where garage five is. We all know where garage five is. I believe garage one is located at B and first. But Alan will confirm since I see him popping in right now. Yeah, so garage three is upon fifth street, which is always confusing because you would think that that would be garage five, but now garage three is upon fifth street. And then garage one, I believe is over off of seven. Thank you, Alan, for the assist on that. I appreciate. So these particular garages, the repairs are predominantly weatherproofing. There's some minor improvements along the way. There are cracking of some of the structural members. Some of the non-structural members that we can do repairs on in an effort to ensure that those facilities stay in reasonable condition moving forward. Just an example of one of the key components on garage five, we'll be doing some rehabilitation of the stairwells. The slip proof material has since worn off over the course of time. We want to ensure public safety, so we're putting that material back on those steps so that folks don't slip and fall during any adverse weather or if they're not wearing shoes that are conducive to walking on concrete. All right, next slide, please. Next is to talk about our park impact fees. Our park impact fees are set up in such a way that there are four zones throughout the city and we have traditionally used Highway 101 North South and Highway 12 East West to differentiate between the four different zones. You can see the revenue stream that has come in over the last year for each of those four zones, ranging from about $470,000 over in the Southeast to just under 1.9 million in the Southwest. Those funds then as a part of this program, next slide, please, just simply get appropriated to each of those zones. As they come into the general fund for revenue, we want to make sure that those get captured specifically in each of those project accounts. From those, we designate specific improvements for parks in those areas. And we've got a number of things coming forward that are pretty exciting. So for example, in the Southwest, we have some work on the South Davis Street Park that'll be coming forward in the next year. It's a great location. It'll be some really exciting work for that. We also have Measure M. Actually, before I go to Measure M, let me just talk about park development fees a little bit further. Back in 2018 as part of the up downtown and the housing action plan, the city council authorized the retention of a certain number of funds that were collected from downtown development to remain in the downtown. From one perspective, that all exists within zone three. So we're not shifting funds between various zones in an effort to do that. And so even though we don't specifically have a zone defined and designated for downtown, we are working with planning and economic development to assure that funds that come in from those downtown defined developments are captured and will remain and be utilized in the downtown at this point in time. And therefore, we're doing work on Fremont Park right now to try to rehabilitate and put that park into a usable function moving forward. And we're excited about that effort. I know there's community meetings that'll be coming up on that. So moving to Measure M. Measure M is the Parks for All measure that was approved by voters back in, I believe, 2019. No, yeah, 2019. And we have just recently in November received council approval on an expenditure plan where funds that come in, 50% of those funds go towards capital investment, 40% go toward maintenance and 10% go toward new recreation programming. All of those are eligible activities underneath the requirements of the sales tax measure. And we've begun to utilize those funds in our capital improvement program. And so there are projects currently this year that are in our list that are utilizing Measure M funds. We are currently waiting for the results of our, we've done a comprehensive evaluation of the state of each of the parks. And we're looking at the condition assessment of all the facilities within all 109 parks. That is just getting wrapped up now. We expect to have some feedback and results by July. And we would expect that that will start to feed the specific expenditures and project lists that are defined, that'll be utilizing the Measure M funds. Next slide, and I will hand it over to Deputy Director Urbanic. Thank you. I appreciate the introduction. I'm Lori Urbanic, Deputy Director of Engineering Resources for Santa Rosa Water. And it's certainly my pleasure to present the Santa Rosa proposed CIP budget to all of you today. It's a $36 million budget for year one. Santa Rosa Water does do a five year planning horizon. And so this is just approval for year one, which is the new money that's being funded to certain projects. As Director Burke mentioned, we have three separate distinct funds, water, wastewater, and the regional fund. And the regional fund is shared by our partners. As I started to work on this presentation and took a look at everything in kind of a different light, I noticed that the main focus of all of our highest priority projects are centered around hazard mitigation. We're focusing a lot of funding on fire, floods, drought, and earthquake mitigation projects for to maintain our level of service for our community and our environment. Next slide, please. So I'll just highlight a few of the projects. You can see from this pie chart here, it describes the amount of money that's going into each of the various types of projects that we have. You'll notice that the reservoirs, which are our storage, water storage tanks, is receiving $5.5 million this year one. And those are for seismic and water quality upgrades for two of our reservoirs, R9, which is off of Summerfield Road, and R16, which is on the eastern side of Fountain Grove Parkway. When it comes to drought, you'll notice that we have $1.6 million allocated this year for additional resources for groundwater. We're anticipating a new emergency groundwater well at the Valley Gulf course, and then of course a rehabilitation of an existing well on Lee Avenue. On the earthquake kind of side of things also that we are replacing a couple of water mains down Sonoma Avenue and Montgomery Drive, where they cross the Rogers Creek fault. So I'm trying to harden that east-west connection for our water distribution system. You'll notice here that there's a, just to avoid any questions, there's a small portion of $1.4 million that's shown here for public assistance. And that is due to the tub's fire. There was damage done, obviously, as everyone knows to a number of water facilities and sewer lift stations. So this is just some residual, a lot of fencing, permit or fencing needed to be replaced. So that's where that funding is going. Next slide, please. And the wastewater budget. So you'll notice that it's $13 million this year for year one. And a significant portion of that money, $10 million is going towards the rehabilitation of sewer chunks. I'll add that we do sewer, we do our master planning condition assessments. We try to get them done every five to seven years. The most recent condition assessment that we have on our trunks showed us that we have a level grade five defects in the Lano trunk as it enters the Santa Rosa Regional Treatment Facility. In sort of layman's terms, this gradation for a condition assessment on concrete pipes goes from level one to five being the worst condition. And there are several sections on this large diameter concrete pipe, a reinforced concrete pipe that has lost a significant amount of concrete and has not just exposed reinforcement, but it has degraded where the reinforcement doesn't exist in certain locations. And we're very concerned about that, which is why we're putting so much money into the first phase of this trunk rehabilitation in year one. There is a structural deficit now in that pipe and so we're very anxious to get that done. There are some, the sewer and water, the sewer mains that you see here being proposed, those are typical residential sewer and water projects that go on in the city. This one is insured forest and then we have a small amount of master plan studies analysis. Next slide, please. And now on to the regional policy, I'd keep budget. You can see here that it's $9 million and that's cash funded each year with our regional partners. This year you'll notice that there's pretty even split between master planning studies and plant infrastructure. One of the highest priorities out at the treatment plant, there are many. I must remind everybody that our treatment facility is over 50 years old and we're starting to sort of notice and be told by the plant on these multiple failures that we've had over the last several months occurring out at the plant. One of the highest priority projects that we have on the books starting this year and for $3.6 million is plant infrastructure replacement for the electrical system, the electrical network system out there. This, the current estimate that we have recently puts the entire project at $20 million in today's dollars but we anticipate that the cost will likely go up and it's planned out for the next five years to complete that work. The master planning number that you see here is kind of a unique project. It's for the sub regional mitigation bank development and this project will create a mitigation bank on sub regional property for endangered species. We have a number of significant projects that will be occurring out at the treatment plant over the next several years, UV being one of them. The flood wall is coming up. Some of you probably remember that and so we'll need mitigation credits to offset the impacts at the treatment pla