Hello. Hello. I guess I've seen both of you relatively recently. It's true. In person I made. Yeah, in person. That's a new thing we have to add on to everything, right? Just so you are aware, Mark, we are live as it was giving some people trouble getting in as a panelist. So I just wanted to let you know that. Do I have to be, do I have to be careful with what I say? Exactly. Probably mute, Mark. For all of us. All right, I'll behave. I'm muting myself. I actually see. Helios and Veronica there on the attendees. Is there a way to bring them over as panelists? Yes, we're doing that now. Thank you. Yes. Sorry, we were having trouble getting everyone in. So I just want to let you know that we are live. That's how everyone was able to join. And now we're promoting the correct people to panelists. Does anyone have Monza's. So or contact information. I know he responded that he would, would be attending, but I don't see him in the panelists group. I'll send him a text right now. Thank you. We do have a quorum with four members. So. Monza is trying to log in, but is having a hard time locating a zoom password. See referencing his own zoom. Password so he can actually log in as himself or. Good question. Let me clarify. Okay. Cause I don't believe he needed a password. For this zoom. Everyone else was able to get it. I think he's among the attendees now. You made it. Yeah. Hi. Good to see you, Monza. Good to see you. I see all y'all too. Well, then I think we can call the meeting to where is that right? Yeah. Our host is on, right? I think there are a couple of people, maybe you don't know, like our host and Veronica. So maybe we should just introduce ourselves really quickly. Okay. So I'm going to start with you. I'm going to start with you. I'm from my screen because from where you are. So that could you start. I'm a bit minor and I'm the vice chair. And I am currently representing Rosalind district. For Eddie average. Right. I'm Ellen. Ellen Bailey and I'm the chair and I was. Let's see who, who brought me in. I've forgotten it's been so long, right? Actually it was. I'm sorry. I'm sorry. I'm sorry. I'm sorry. This is terrible. It'll come to me. Jack, it was Jack who brought me here. Sorry about that. And I'm glad to see everyone. Mark, you're next in the row. Hello. Mark staff. And I'm representing Chris Rogers. And Elias. Yes, everybody. My name is Elias. By another Rogers. For district seven. Thank you. I'm sorry. I mispronounced your name. I'll try to do better. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. I'm sorry. And Monza. Hello, everyone. Manza Atkinson. I was appointed by Victoria Fleming. I think almost. Almost two years ago now. District four. Thank you. And Veronica. Yes, it's nice to meet everybody. My name is Veronica and I've been on the budget team for many years. And so I've been to several of these meetings in the past, and I've been to several of these meetings in the past. And I'm in the place of where Shelly Riley used to be. She's no longer with the city. So she used to facilitate these meetings a little more. So I am stepping into her role for this meeting. So nice to see everybody. And thank you for being here today. Thank you for stepping in. And Alan. Alan Alton. I'm the acting chief financial officer. Providing staff support. Great. And who's our host? Hi, Tricia Mason. I am with the finance department as an admin type mission. Thanks Tricia. And then our recording secretary. Hello, my name is Victoria Luna. I am the recording secretary and administrative secretary for the finance department for the city. Great. Thanks, everybody. I appreciate you introducing yourselves. We don't meet that often. And so, and then when you change. Name's changing. We're in the dark of it. So it's nice to. And thank you for all the support from the staff that we got. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thanks to all of our members. I just want you to know that we heard on as of November 1st. Danica. Roda. Roda now has resigned from our committee. And I'm not sure why, but she's resigned. And so we have two people missing, but we do have a quorum, which is great. And we will talk to the council members who need to. And see if we can get some new members on our committee. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. All right. Chair Bailey. Here. Vice chair minor. Here. Member Hennett. Here. Member Atkinson. Present. Member staff. Here. Thank you. Thank you. Can we have some housekeeping things I need to remind you of. I just want to make sure that you have your audio on mute unless you're asked to speak or you want to speak. And then the staff will remain muted until needing to speak. And as members of the public join the meeting, you will be participating as an attendee. Your microphone and camera will be muted. Only today's panelists. Which are the committee members and the staff they're working with us. We'll be viewed during the meeting. If you're calling in from a telephone and you choose to speak with us. If you're calling in from a telephone and you choose to speak with us. For privacy concerns, the hosts will be renaming your viewable phone number to resident. And the last four digits of your phone number. And I'd like to ask the recording secretary to please explain how public comments will be heard at the meeting. At each agenda item, the item is presented. The chair will ask for committee members. Comments and then open it up for public comment. The host and zoom will be lowering all hands until public comment. The chair will announce for the public to raise their hand if they wish to speak on the specific agenda item. If you were calling into list. Into listen to the meeting audibly, you can dial nine to raise your hand. The host will then call on the public who have raised their hands. Public comment will be limited to three minutes and a timer will appear on the screen for the screen for the committee members and public to see. Once all live public comments have been heard, the public comment will be limited to three minutes and a timer will be limited to three minutes and a timer will be limited to three minutes and a timer will be limited to three minutes. And if you provide an even. If you provide a live public comment on an agenda item, but also submitted your submitted email, your email comment will not be read during the meeting. Additionally, there is one public comment period on today's agenda to speak on non-agenda matters, which is item two. This is the time when any person may address the committee on matters not listed on this agenda. And, um, any person, is there anyone, are there any public members? Are you aware of that? Who's, if anyone's on? Not that it looks like. Okay. There are no hands raised. No hands raised. Okay. And so, I guess the next thing we do is we go to item number two, public comment on non-agenda items. Um, we're now to taking public comments and item two, non-agenda items. Um, and this is the time when any person can adjust the committee. Is there anybody? I think we decided that was no already. I'm doubling up here. Sorry. Um, okay. So now let's go back to the host. About how this works, but do we need to do all that and read all that if there's no one there? No email comments were received. So we don't need to, if no hands are raised, we don't need to explain everything and put the time row. Okay. Great. Thank you. This bill is really cumbersome to me. You guys do it all the time. So apologize for stumbling along here. Um, okay. So now it's time to move on to item three, which is the approval of the minutes. Are there any corrections to be made on the minutes? Does any of the committee members want to make any changes or corrections? I guess not. Then I need to ask for someone to make a motion and someone to second it. To approve of the minutes. I second Mark's motion. Okay, great. Thank you. And then now we talk, let's move on to item 4.1. Um, the measure of annual report. And Veronica is going to introduce him. I did have a quick question. Do we need to all. Uh, I'm sorry. I'm sorry. I'm sorry. We, in agreeance. We have to call for. Oh, I didn't ask for the vote. Did I, I apologize. Thank you. I'm glad you're here, of course. And, uh, yes. Could everyone please vote as to whether they, um, approve or not of the, um, motion to accept the approval of the minutes. Everyone who says yes. Yes. Any notes? Thank you. Okay. Now we can move on to the annual report. And, um, Veronica will introduce each. Um, Each, each portion of the report. All right. Well, thank you everybody again for making it to this. You'll see meeting today. We're going to be going over the. Fiscal year. 2021 measure. Oh, annual report, which will go over the. Revenue earnings and expenditures of the last fiscal year for measure. So there will be, um, presented in three different sections for each department. And I am just going to hand it over to violence prevention and let them get started. So thank you. Good evening. Um, And I am. Violence prevention. Um, And I will be using the financial slides. Next slide. So as you can see here, uh, we started out with the beginning fund balance. Um, $998,000. And approximately that. And then we are now. Um, As of 7, 1, $510,000. We did have to get into, um, into the reserves. And I also wanted to note that, um, the reserve for. Inconvencing and project commitment is related to. Um, our. Choice grant program being on a calendar year and not a fiscal year. So there's a period over there. And next slide. And as you can see here, um, the good percentage. Both the half of our salary. Benefits. Um, our salaries make up a good portion of the, um, of the budget. And then our benefits. Make up another, another 70%. And you can also see here that the, um, the measure O, um, ordinance requires 35% of. My girl funds to be allocated for. For. Choice grants. And, um, and that's also a large portion of the administration in referring to, um, the general fund. Um, Pretty wide allocations. Next slide. And as you can see here, the last few years, 19, 20, 21, 21, we have gone slightly over, um, the revenues. And, uh, this is something that we're always looking at as we, um, move forward through, um, the budget year and the budget process of how we can be more aligned with the, um, with the revenues. Um, And now I. Thank you, Jerry Lynn. Uh, next slide, please. So my name is Jeff Tibbets. I'm the interim deputy director for recreation. Uh, if you've been on, on the. Oversight committee for a while, you may, uh, have had presentations from Kelly Magnuson. She retired this past July. So we want to thank her for all of her time with recreation and these programs. Um, so today I'm presenting on behalf of recreation, the neighborhood services division that provides our measure O programs. Uh, Obviously this year was, was a very unique year to report out on some new to the position and learning. And then also taking a year that was completely out of the norm as, as we're all very familiar with. And before we kind of jumped into the presentation, really want to take a second to really dive into the school of rep program. This was a distance learning support program that, uh, Neighborhood services functions through measure O, but really it was a full shift of the entire recreation team, uh, to pull this off and provide this for the community. And it was, you know, none of us have, have run a school before. Uh, none of us have dealt with a pandemic before. So. As we were kind of. Trying to find our way through all of this. I think this graphic really kind of draws what we had to pull ourselves back to. And that was. No, we had never run a school program. We hadn't done it. We had. Didn't know distance learning. Didn't know pandemic. Didn't know all these different protocols that we need to put in place. What we do know is that. A successful program is built around your participant. So I really like in this graphic that our participant is the center of that chain because. Ultimately, when it got to it, when we tried to come up with, what if we tried this, what if we tried that and couldn't figure out how to do it, it was get back to the root of it and start with. What are we trying to achieve for. In this case, the youth that are going to be students in this distance learning program. There's a few things that. Right, right off the bat or kind of, we knew we're going to be components of the program and expectations. Obviously we're doing this distance learning program. It was about academic development. It was about providing a space where these kids would be able to come. They would be able to do their distance learning. Maybe these are children who don't have. The resources at home to, to be able to get online to be able to participate in these classes. Maybe they're students who don't have some of the support structure at home to help with homework assistance or, or those types of things. So. We knew that that was a key component of why we chose to do school of rec. Obviously academic development was going to be a part of that. And so. That kind of. Was there naturally. The other piece of it being recreation as we knew, Hey, we're going to have these kids for a very long amount of time. Physical health is going to be a component as well. Right. We're not going to be doing school the whole day. We're going to build in what we do as recreation. So well, with physical health, we're going to get them out where they're going to be able to play games and do activities and do these things. What we didn't realize is how much further that would go than what we're generally familiar with. So when we were talking about physical health, we didn't realize the ability that we would have the resources that we would have to. Build a relationship with the county to build those relationships to. To lean on all the resources that we had. The kids in our program were able to have access to testing. Facilities through the program that we were able to get information from the county and share that with families and really be a critical piece in that physical health of COVID and how our community reacted to it and how these families were aware of what was going on and the resources that were available to them. So quickly on, we started seeing, okay, there's more to this program than maybe when we originally scratched the surface of what are we doing. Another key component of it that was obvious from the beginning is it was going to, you know, provide that food assistance. So we're going to have these kids all day. Obviously we need to provide food similar to what they would be doing with the school. So through the Redwood Empire Food Bank and through Santa Rosa City Schools Kitchen, we were able to really operate as it would during the school day. Some kids would bring their lunch, some kids wouldn't. We, you know, just as the same as the school day, the kids who want the lunch program would sign up for it in the morning. We'd get that count and we'd have the meals for the kids. So those components were kind of the key components that we knew going into it we had to do. There were obviously aspects of it that grew beyond what we thought we might be doing. But then there were a couple other components that we didn't know about. So as the program developed, as it grew, as these, you know, as these youth became ongoing participants, you get to know the families, you get to understand the services that we're providing. The mental health aspect and the social and emotional development. Something that we are cognizant of in all the programming that we did, but something that we had never come close to what we were about to do with the school of rec program. It's something that was really key is that we were able to tap into the resources that the school would usually be providing these kids. You know, one of the things that staff told me when I was talking to them about this program and this presentation is they really believe that what we achieve for the kids who participate in this program is that they had, I'm not going to go as far as saying normalcy, but they had a much closer level of normalcy than most kids experienced because of this program. And one great example of that is working with school counselors, working with the lead psychologist for the school district and developing a program that the school came out. They provided training to our staff of how to deal with the youth that we were serving during a pandemic. And also remind, I think we get so caught up in the pandemic and everything, everything else that was going on in our society, the Black Lives Matter movement and these different things, social issues, images that kids were seeing on the news at home and bringing into our program. So we were able to do things with our staff and give our staff resources that went beyond some of the things that we had done in the past, which was fabulous. And also these kids were able to get the resources, kids in our program, the schools realized how we were running the program, the safety protocols that we had in place down to details of each cohort had their own restroom facility across our community centers. So we were able to have a, our park monitor program being restructured to be at Finley Park complex, sanitizing picnic tables, playground equipment, those types of things for kids to be able to use them safely, that the schools felt so comfortable with what we were doing, that the school counselors would actually be able to meet with our participants in person, whereas everything else, they weren't able to go into homes and do those things. So other youth that weren't in the program, we're still just receiving those through Zoom. And we had those meetings as well, but when the counselor felt it would be beneficial and needed, they would come into our program and have in person meetings. We were able to set up space for them. So again, just that this, this growing sense of what we were doing and what we were offering. And then the social emotional development aspect of it. And what we realized really early on is for us to be successful, we had, you know, I think any parent would tell you that the relationship between the parent and the school is critical on the child's success. We're now right in the middle of that relationship. So it was now the school, the parent and recreation. And that was a key component that we really worked on and developed. And that allowed us to, you know, really work with these kids and address issues at a level that as they're dealing with everything that was going on, that they could really have, again, that sense of some sense of normalcy or as much sense of normalcy as we could give them, we were able to have positive adult role models. This is a program that absolutely taxed us in every possible way where our temporary employees, I won't go too far into it, but they have limitations of how many hours they can work in a calendar year and those types of things. And the level of service that we were providing, we're bringing numerous, we had to have shifts of staff coming in to cover the whole day to do this five days a week, 10 months out of the year. So numerous positive role models, we had to have a lot of people in the community. We had to have a lot of people in the community, but we were able to have people in the community, who were serving as tutor, serving as friends, serving as someone for the kids to talk to mentors. So that was great. The kids were part of a cohort that was forced on us. And that was something that was a challenge, but it was also when you look at social and emotional development, something that was so key to the kids that were in this program to be part of something in person with other kids to have their cohort to have their group. And again, I talked about all the issues that were going on, but we were able to be part of our program and really became critical as we built these relationships with the kids that they could have, you know, they're part of a cohort. They trust each other. They have these positive role models. They can have these conversations and discuss these things that was, you know, critical for their emotional wellbeing. And then having, right, we're still rec, we still brought in those rec components of it. So theme parties and themed events and, and those different things that again just gave, put a kid a smile on kids face, made them feel like they were part of something special and really was critical in rounding out what school of rec was. So I know, you know, kind of went into the thick of it there with that program, but I really think after this last year, it was important to give a good understanding to the oversight committee of what this program really was. So next slide, please.  So the details of, of school of rec is this was a Monday through Friday program. 10 months from 730 in the morning, drop off to five o'clock pick off, excuse me, five o'clock pick up anyone who's done programming knows that that means the program ran till at least five 15. So this was again, a taxing program that went beyond anything that we had done beyond what we normally do in the summer, which is we ramp up for two to three months of a summer program. We, you know, doing this for 10 months. It's hard to give the exact numbers of students because there were different phases, right? The, the, the rollout of the program and then expanding it to Steel Lane Community Center to add additional cohorts, cohort sizes changing based off of the, the COVID guidelines from the county. And then the schools eventually going back and having a hybrid model where our staff did an amazing job of completely revamping the program so that kids who either, a lot of parents chose not to have their, their children go back to school because they didn't feel it was needed. They could just continue. And so that cohort would run or those children were running cohorts consistent to what they had done where other kids were going back to school, which we wanted to support as well. And we didn't want to lose them from the program because they were having that opportunity. So to revamp the whole schedule and everything so that those kids would go to school, the bus would drop them off at the community center. And then we would run half day cohorts or, or cohorts that only ran certain days of the week, depending on what the school schedules were. And then I think a key point here too is again, I briefly touched on the, the partnership with the local school district and, and that's really how our school districts, that's how we built the program. So we ended up partnering with Santa Rosa city schools and Bellevue Union school district to serve these students. We had students from Lincoln elementary, Biela, Steele lane and Meadowview. And we really worked with the schools to help identify who were the kids that should be in this program. So the schools, it was the principals, the counselors, the family engagement coordinators. So it wasn't one criteria of what are the highest need kids to get into this program. It was, you know, from different perspectives, whether that again was resources at home. Is this a student that is already, you know, maybe behind academically, you know, family life situations that are going on for children where they really need a safe place to be during the day, access to technology, those types of things. Or, you know, those tutoring services of someone who can read directions to the child or assist with, with tutoring the child on their homework assignments. And so that's kind of how the, the more the nuts and bolts of how the program got developed. Next slide, please. So this is our summer offering. It's always a little challenging to report summer on an annual fiscal year calendar because it splits right in the middle of our summer program. So the numbers down here are the 2021 summer, but I do want to draw to light instead of trying to compile two different programs together. I do want to mention that we did operate in 2020, not the teen basketball camp, but the better together. If you haven't heard of better together, it's because it was kind of a rebrand of recreation sensation, which is our traditional summer camp. And going into, we did this with our traditional recreation day camps as well, Camp Watamana and Camp Uchi and Camp Doyle is we knew, we didn't know exactly, right? We found out in March that we were getting shut down and we were back up one of the first programs coming back in the summer of 2020. We knew we couldn't run what we have always branded as recreation sensation, but we knew we were going to run something. So a little rebranding to, to call it better together and to be able to give new expectations, not knowing how that program was going to serve or how it was going to function. Still a really amazing program. And if you compare it to, to rec send of the past, you know, numbers would certainly be down. And again, that's because of cohorts and safety measures and, and limiting of groups, but still serving 205 participants for 82, 8,200 service hours per week. So really an amazing program, amazing opportunity to, to continue to serve over the summer months as well. And then again in 2020, we did not have team basketball camp, but we were able to bring that back in 2021, serving 25 participants for 500 total service hours per week. One of the things that stuff really reported and that we realized in that 2020 summer that led to what we did with school of rec, what we did in 2021 summers, there was definitely an increase in behavioral issues. You had a program like team basketball camp in 2021 that was traditionally registered for, for team basketball. And this time was parents signing up their kids to get them in something and get them ready to go back to school the next year. And so really even in something like a team basketball camp, how we had to really shift and staff had to shift and the training of staff to get them prepared to deal with these different behavioral issues. To deal with. A little getting used to wearing a mask. Getting used to following directions.  So really a critical program and we received a lot of feedback from our parents that really mentioned. How concerned they were entering the summer of 2021. With their child's ability to get back to school the next year. And the success that this program had in preparing their child for that, getting them back to socialize with other children and those things. So again, I just want to close by saying I am incredibly honored to be here giving this presentation. It was again, a revamp of the entire recreation department. And in particular, our neighborhood services staff. Hundreds of staff. Thousands of hours. And so much work to pull this off for the community and to, you know, I've always bragged about the way that recreation is able to pivot. The neighborhood services does these different programs. This was just the epitome of the ability to pivot and to see what the need of the community was and respond. And it's a great honor to be able to be here and represent what all the work that those staff pulled off for the community. And with that, I will touch a little bit on passing on to Magali, but want to bring up that. This was kind of the snapshot of what we did this year in a special circumstance, but the goal of neighborhood services, and we've been having a lot of conversations about this and we actually moved our neighborhood services slides ahead of the violence prevention partnership slides for this reason is we're really focused on providing a continuum of services for our youth. And we really feel strongly that neighborhood services role in that is to be a safety net for the community to create these programs that serve a broad spectrum of it and start building relationships with the youth, building relationships with the families so that we're aware of what's going on in our community. We're aware of what our community needs are and we're able to respond not just within recreation, not just within neighborhood services, but through the violence partnership and with all of our community organizations to get the families the services that they need. So just as we do with our participants and providing that continuum of services, I want to pass off to the violence prevention partnership for their portion of the presentation. Thank you so much, Jeff. And thank you, Daryl, and for covering the budget aspect to the presentation. I just want to take, oh, by the way, my colleague, I'm the director of community engagement. I just wanted to take a minute to kind of bring everyone up to date in terms of the focus and shift that we've made as a relatively newer team with renewed energy and perspectives. In terms of our activities in the last fiscal year, the focus has been on addressing and acknowledging the compounded traumas that this community has continued to follow. The focus that this community has continued to face since the 2017 fires to where we're situated today, still, unfortunately, in a pandemic. Our strategy was to take a step back and educate ourselves and the community on what was at the forefront so that we can better be prepared and we can better respond and serve our community. So, aside from the work that we're doing with our choice partner agencies, which we'll speak a little bit more about in the future, we've also reached out to our colleagues from the California Violence Prevention Network. For those of you that may not be familiar with it, the CalVPM submission essentially is to create a movement based on comprehensive approaches that focus on galvanizing the community wide efforts and using an upstream approach to address community violence, which is very similar to how violence prevention is set up. So, we want to learn everything that we can on how our regional partners are operating as well as looking at their setup and structure, their best practices, et cetera, and thinking about how those can be scalable to our program because we are looking at cities like Oakland as well as San Jose and again trying to figure out how we can operate using their best practices locally. Our entire Measure O team created the first annual Wildfire Ready Program, which spoke to the various concerns of community as it pertained to physical and mental safety from wildfires. We hosted a week-long series where Dr. Peter Nelson, a member of the Federated Indians of the Great Inventoria and a professor at UC Berkeley educated us on prescribed burns as an ancestral practice, how and why good fire was an essential way of life in Sonoma County before the colonization of this land and why it's important to continue to work with our local tribes on these practices. Our team from Fire presented crucial information on prescribed burns the Wildland-Urban interface, the funding for wildfire prevention home hardening and defensible space, and we also held a workshop which resonated with many of the comments that we heard time and time again from community members around our shared trauma with wildfires. We're very fortunate to have members from the Sonoma County community resilience collaborative provide resilience tools to manage times of crisis as well as mechanisms on how to deal with stress from being triggered by smoke, fire alarms, and other nuances related to the fires. And because we do work with so many direct service providers and community advocates of color, we wanted to address a name where we're situated based on what much of what 2020 has taught us that many folks who are the boots on the ground were taking on additional stressors due to the climate that we find ourselves in and sort of however things culminated. And this needed to be addressed and recognized so that we invited Dr. Daniela Dominguez to provide a presentation on self and community care as an act of resistance. And I believe this was especially needed for our younger advocates and our young professionals out in the field doing a lot of this work. So, next slide please. So, in terms of so the so part of what was recently shifted in our community includes a greater acknowledgement for root problems like systemic racism, a lack of equity and poverty. This idea that there are sorry I'm having a little bit of a glitch on my computer. So this idea that there are deep roots under our social challenges is an idea that the partnership has been elevating. Violence in Santa Rosa was previously described as a gang problem that came from outside our community, but on the deeper reflection and research we learned that violence is rooted in social structures that exist inside Santa Rosa and violence often erupts when one or more of these roots have taken hold in the community. And I'm just going to take a second to share what we do have the 10 roots of community violence outlined in our 2020 choice report. We'd love to share that with you all. Some of these roots of community violence come from families that are disconnected from community and support. Students do not reach their potential. Reentry is not supported. Families have poor access to health and mental health care. Prevention services are lacking and one that is we've taken to heart here is that government has historically not prioritized fostering relationships with marginalized communities to assess and meet the needs. So that is one that we are actively working on. And we also want to recognize that we need to invest more deeply in providing support to our neighborhoods and so the partnership provides grants to community partners to offer services that combat these types of violence and we see that through the choice grant program, the choice mini grant program and guiding people successfully. So we're just going to go to the next slide please. There we go. So just to kind of go quickly do this because I realize I have lots of slides here. As you all know, the choice grant funds community-based organizations all of which made the changes that they needed to make in order to continue providing services to community and to provide the obstacles provided by COVID. We're also able to redirect some of the funding to meet immediate needs in the community such as food, face masks, hand sanitizers, some meridian materials and direct payments. And we've been working closer than ever with the wonderful team with upstream investments on implementing results-based accountability into our work. The work that we're doing and the work that our choice partners are doing. So with RBA, we want to know three things. One, how do we do within our given program or initiative? Two, how well did we do it? And three, is anyone better off for it? So next slide please. And then here I just want to highlight that in further looking at evaluation results, we found that choice cycle 10 services continue to incorporate a public health model spanning across multiple generations incorporating both upstream preventive strategies as well as intervention components of preventing violence. And just a quick note and you can see all of this in our report. 100 families received case management services to assist with finding childcare and other family support needs. And 76 percent of these families youth were enrolled in child care. So we're going to go to the next slide please. And in terms of a little bit more on getting people successfully program, CalVIT funded funding started September 2018 with a code extension that took us to August 2021. And we've also been able to get an additional pass through funding for life works social advocates for youth provided our mental health support services and as well as paid job training with career readiness workshops. So that was really crucial and important during this time. So we can go to the next slide please. And then here we can see that shortly after the fiscal year on August 2nd in addition to this work that we're doing. So I know this is a little bit after, you know, I guess getting into the next fiscal year, but I do not want to forget to mention that we do have a new GPS coordinator Edama Quevas who many of you may already know and it's been doing incredible work since she hit the ground this morning on August 2nd. So we've been able to secure more funding through Sedoma County probation through the end of fiscal year 2021-2022 and looking forward to the work that Edama is going to be working on with our community. So the next slide please. And I'm going to turn it back to Geraldine. Hello again. So I'm going to be talking real quick about the Toys Cycle 10 extension. The partnership has decided to extend cycle 10 for the fiscal months. This will be January 2022 through January 30th 2022. The extension of the effort to align the fiscal year budget and the Toys Cycle 11 RFQ with the 2022 ECQ scorecard update. There will be no vaccine funding. Grantees have been notified. And the partnership staff is currently preparing for the Cycle 11 request for qualification release. This timeframe will be July 2022 through January 2025. Next slide please. And as a reference you can see for the current fiscal year we're in 2021 our reserves have been reduced to approximately $164,000. And we have in the partnership leadership decided to fulfill the program manager position for the community outreach specialist. This will help with the cost savings. And the division director is Madali has been the program manager of all. The partnership is utilizing the community outreach specialist position to increase our level of community presence and impact. And we've reorganized the Toys Grant cycle. And this is an effort to really be in align with the fiscal year and also helps with the school year funding. And we are preparing in July to prepare services. The nonprofits are aligned with that. And now I will point over to Jeff to discuss the next bullet point. Thanks, Charlin. So within the neighborhood services section of that and our program budgets obviously we're seeing the fact that the use of reserves is reaching the point that it's not going to be sustainable. I will say that the fiscal year 21-22 estimated reserves or our use of reserves this year I think we will see some turn back on that as again projections of budgets and then what we're able to feasibly do as we still continue to recover and bring programs back from COVID where last year it was a switch where we spent a tremendous amount of money to do the school of rec program. This year we're in that phase of trying to get back to normalcy and it is a one step forward or I think at this point we've reached the two steps forward one step back so we do see that we are anticipating but still too early in the fiscal year to be able to really change the estimate of what our budget is but we do anticipate that we will be able to not use as much of those reserves to run the programs that we currently have and then we're evaluating our neighborhood after school sites for possible program savings and also some possibilities of leveraging those measure out funds between our partnership potentially with schools future partnerships that could happen there or with Burbank housing where there's some funding that could be available to help support the programs as well which again would then leverage the measure out funding to hopefully be able to maintain that level of service that we're doing so that we're able to slow down and minimize the impact on the reserves I just go back really quick I'm sorry I think my slide deck had one of the slides off a little bit I just want I there was a point that I really wanted to make sure to make in the looking for sort of looking forward I'm sorry Jeff were you done I didn't mean to interrupt you we done okay okay so I just wanted to give everyone sort of a heads up on looking ahead with violence prevention partnership looking at providing more cohesion between the partner agencies and our staff because of the uptick in use violence our team members have been sought out due to their level of expertise and schools are requesting the presence more and more we're looking at creating structures and borrowing more capacity from other city departments like recreation and our choice partners so the need to have more more specific programming that's trauma informed for seven to 12th graders is great we have a number of programs in the community that would love to be able to further connect we would like to be able to further connect young people to while also asking the question if these spaces are built for use of color or if they've been designed with that in mind are there opportunities to shift towards that if not how do we participate in that process of connecting youth to spaces that can provide them with a sense of belonging agency and mentorship and looking we're really looking at trauma informed care and practices and we're currently in the middle of an eight month long workshop being offered by the Hanna Institute that we're offering to our operations team on understanding race and trauma and there's some of there are those are just a few of the items that we're looking into exploring in the future and I just wanted to make sure that you all were aware of where we're moving forward. Thank you. We do have a question you mentioned the score for is there a release date for that yet? Hi Yvette we are hoping to have it out in the first a few weeks of January and we are very close to continuing with our a few of our state partners with that fund. Okay and the report out that you deal with very comprehensive and grateful that you guys was able to pivot during the time of COVID and so I wish there was more funding for you to do everything you want to do but I appreciate all the work that you have put forward so thank you for that. I have a question too Ellen if nobody else has before alright I'll jump in Jeff I'm directing this one to you I think I know there was a budget uptake in terms of personnel cost this year my question which I don't know if you covered or not was that additional new staff or was it overtime pay what was the specifics behind the bump up in personnel cost? I don't know the specific answer to I don't know if a finance person is able to jump on my speculation of it would be increase in minimum wage and increased cost of living and then I don't know I don't think there's new positions Magali let me know if that's different for your team I know that you guys did the backfill but it could be some positions that have been frozen in previous years that are now filled as that through the previous couple years we have had some freezes on filling positions that may have been vacant and then were refilled. Does it have to do with the increase of I mean there was a lot of man hours that went into putting that program on. Yeah so that wouldn't have changed as far as permanent staff that wouldn't have had I mean there may have been a little bit of overtime with that program but nothing that would dramatically increase it but the number from our temporary employees was certainly certainly the goal was run the program and meet the need and I think it's one of the one of the real blessings we have with a resource like this that's a local funding source is we didn't have to sit around and wait to see can we adjust our funding to do something like this when the community needed it we were able to jump right in and provide that programming so in terms of the temporary staffing this is by far yes absolutely the most extensive and costly program that we've ever run in recreation within the temporary staff budgets and that was across the board with Mejro and with general fund well in my opinion it was it was money well spent because good heavens could there ever be a time when these programs were more needed or more difficult to run so kudos for pulling it off I have one more question and this one is directed at Miss Teyes because when I was scouring over the reports and I was looking on page 32 where it lists all the members of the violence prevention policy team I noticed that Sonoma State wasn't listed and this is something that was of concern for Dr. Jill Jones I'm sure for Dr. Manza Atkinson SSU chemistry professor so we wanted to inquire as to whether whether Sonoma State will be on future lists I think that's an important most definitely an important partner that we want right and write shame on me for you know leaving out my my first love Sonoma State 17 years so yeah most definitely we can we can work on how do we you know whom from Sonoma State would be able to attend and participate because I think we again pulling capacity from left and right to try to make sure we're addressing all of the the gaps Dr. Jones is already attending we just want credit for it okay we will fix that my apology when he can't make it there's some others that do attend those meetings so they are already a part of the partnership and the policy team they just wasn't listed so we will make sure that we update that ASAP and of course I'm saying that I'm saying that somewhat humorous way but what we'd love to be listed thank you I had a question oh Ellen I see your hand up go ahead it's fine okay yeah just man amazing just really want to commend all the amazing work y'all are doing I think our presentation was really on point I really appreciate it and I know some of my nieces and cousins got to partake in those things and it was really cool for them having a place to go during COVID and yeah just really want to really commend you all because you all are really doing the gang prevention intervention that this whole measure was created for because having different people with different cultures and backgrounds painting together playing basketball would definitely in hopes of in the future them not having to inflict violence upon each other right because that's what we're currently dealing with so I wanted to ask has law enforcement a large proponent that receives funding have they provided any funding or any support for these activities that are really you know involved in gang prevention intervention I'll go ahead Jack I was just going to say in terms of the school of rec program and I feel horrible because I'm blanking on the name of the program right now but I know that we did do some partnership with that and that there was a program that was brought in that the police department helped support to go into the cohorts and do some presentations and I don't have the specifics of it I know police are reporting later and it may be part of their annual report as well for program that they ran this past year through the school of rec okay what were those presentations about do you remember you know I'm sending the name of them but I don't again it's okay it was as we went in I wasn't involved with the program at that point but there was presenters that came each week and I mean generally like life skills and an overview of the program but I was not involved with the curriculum or the specifics of it but I could get more information of that if it's not presented later on in the police portion of it and I could just speak in terms of our programs where we had Dr. Sharon Washington present on tipping the scales really just breaking down structural racism for us that's a program that we shared with our community we shared with our team with many of the staff I know I reached out to Chief Navarro and Chief Westrope and I think there was I can't remember specifically off of the top of my head but I know there was a significant percentage of Chief Navarro's team that attended that presentation and learn from Dr. Sharon Washington's presentation as well as some of the folks from the fire department and Chief Westrope supported that in addition we've been holding our crisis response team meetings and really building that and law enforcement in terms of SRPD has been present in supplying us with the information that they're able to share regarding the incidents that are occurring so that our crisis response team could better kind of grasp the situation and figure out how we mobilize people to get and connect them to resources Okay cool thinking and let me just ask a follow up question in regards to just like prevention and intervention I understand how you said when something does happen they can relay information about maybe where the affected areas but in regards to the prevention and intervention how they participated in any of the activities you all spoke about specifically that you know they probably will go over in their presentation but I just wanted to ask I probably want to make sure that I answer that appropriately only because I'm fighting a giant migraine right now it's okay if it comes to you I know they're coming up next so I'll be asking them too but I will be around though thank you you can go ahead thanks I just wanted to ask I couldn't hear you Jerilyn when someone asked you about the scorecard and I couldn't understand you I had a google problem here my house is wired for sound and we got music from somewhere I don't know where we can't hear you we can't hear you Jerilyn I wrote it down thank you very much it's just really important as we're looking at the setting of measure O I feel we need that information so I'm really glad to hear it will be available and I just wanted to thank everyone for all the work that you've been doing in recreation and community services I agree with that while the comments everyone else said you rallied when children needed you the most I wish we could have had more but I really appreciate the hard work and the dedication to meeting the needs of the children especially during this really challenging time so thank you very much I appreciate it I did want to take one quick second I believe I had heard from the oversight committee some questions about STEM programming and so I did want to mention it it's for future working with robotics for all and have gone into agreement for three different curriculums for age groups of K1, 2 through 3 and then 4 through 6 that will be starting in our neighborhood services after school program starting in January so we're excited to be bringing that program on and I think a model that we're hoping to replicate for services across the board of their strength in numbers and we're always stronger when we work with everyone in our community to provide these programs so an update as I know that was an interest of this oversight committee Hi, hopefully you can hear me now this is Carolyn and I wanted to add that the choice grant program funds LAMPAS high school program and it's a hand on learning curriculum that's aligned with school and state standards for science art and physical education there are two in class presentations there's four field trips LAMPAS works directly with the teachers they develop curriculum they do repetitive activities that connect to nature and being alone and using that as a resource when a lot of our youth are dealing with trauma but they have a resource that they can go out to do anything and it's within their area and they also do educational games and play a little field discovery so what kind of you know brands through their trees or whatever it is that they're doing things or what they can find in nature so they can connect with it Thank you Thank you VPP for your presentation I just want to jump in real quick I just want to say that the time check is 5.05 and I know we were hoping to adjourn this meeting at 5 o'clock so thank you everybody for hanging on for the next two departments and we'll try to be timely in our presentation and hopefully Q&A as well thanks and here's fire Okay this is Jim Aaron I'm ASO for the fire department and I'll be going over the financial slide starting with the next slide please we have a 3.1 million and we had revenues of 4.56 and expenditures of 3.9 so we ended up with a surplus of $264,000 to bring our fund balance up to 3.3 at this point I'd like to point out that that's a plan surplus a large chunk of measure O for us is we don't spend it on purpose because we accumulate over time for helping us to build and reconstruct and repair existing fire stations so that's what we're doing with that extra funding right there next slide please these are the expenditures a breakdown of that and as you can see from the chart up in the corner 85% of the expenditures on measure O are spent on salary benefits another 9% is on debt service for a fire station and then 3% for administration so we're really only left with 3% in service and supplies which we would consider to be a little discretionary so we're pretty careful about the way we spend our money because our goal is not to maintain a positive fund balance but we want to grow that balance so we've got a way we can do with it for the community as far as building better stations just as a quick recap on the financials salaries if you were to look at the last year compared to this year we're up almost $60,000 and that was really based on we had a long-time employee that had a large retirement payout and it drove the salary number up over the prior year and it's rubbed $26,000 primarily with workers comp and health insurance and service and supplies were down about $33,000 based on reduced vehicle maintenance that we did on some of our vehicles so that was a good news so overall expenditures were up about $56,000 for the year not to be we were not it wasn't unexpected next slide please this kind of is telling this again shows you the same slide that you're going to see for all the segments and this is revenues versus expenditure and I'm happy to report that our revenues are a height of expenditures again as last year if you recall because of COVID and with revenues on sales tax being down we actually dipped below and had our expenditures were higher in the revenues but we're right back up into positive territory here and you're seeing the differential between the two in the corner is a net increase of about $265,000 which we will be using for stations and with that I'm going to pass on to Chief Westrop so he can tell you some of the operational things. Thanks Jim, good afternoon Chair Bailey and members of the committee Scott Westrop Fire Chief of the City of Santa Rosa I'll get through these slides as quick as I can so in talking about the positions that measure our funds and we'll get more into this on the next slide but we have three fire captains which are our frontline supervisors a fire captain assigned to training this is the position that staffs our six acre training facility on West College Avenue three fire engineers which are the driver operators of the equipment and three firefighters it also provides 25% of the funding for our EMS battalion chief or emergency medical services battalion chief that manages our EMT and paramedic program and then lastly it provides the paramedic incentive pay for those members that are on the truck companies so we essentially with Mejro we're able to upgrade our truck companies from a BLS level of service or basic life sport level of service to a paramedic level service through Mejro next slide please a little bit more in detail the impacts of Mejro to the fire department as we stated before it provides nine firefighters or nine positions and a training captain so all said and done it's 10.25 FTE's it's supplied three fire engines and two fire trucks the ability to be paramedic units and then with about 65% of our calls are for emergency medical service so the oversight and management of that program is vital so the funding for the battalion chief is a special application that oversees our EMS program and then with the ability to add stations add people add resources to the road and add that level of service it increases our response times based on our deployment analysis it reduces fire loss improves EMS patient outcomes it increases our ability to provide community outreach and then obviously it financed the construction of fire station five which has helped us build our fire station 10 which was constructed in 2008 that serves southwest Santa Rosa fire station 11 which opened in 2009 that serves the junior college central area of Santa Rosa and then the fire station five that was up on Newgate court which was completed in July of 2015 and as we've talked about several times that's the fire station that burned down in the Tubbs fire so before Vice Chair Miner asked the question I will just touch on the construction of the new station five in the area of stage coach and fountain grove we're still an escrow on that piece of property we've just completed the tribal assessment of the property in that past and then we're currently approaching the public comment phase of the CEQA and NEPA processes that station is funded through community block grant funding and the good news as we move through the process with the CDBG funding we have to have a shovel in the ground by I believe it's July of 22 so we're kind of pushed by that funding source so hopefully we'll start seeing some movement on that property in the next year next slide please measure also provides us specialty equipment and some of the equipment that we've used measure to purchase our two type one fire engines which is the frontline fire engine that you see on the road every day from engine 10 on your on the right hand side of your screen one type three wildland fire engine which is the engine 25 there on the bottom left four command vehicles which are the SUVs that we use for planning control and the swift water rescue trailer which was actually pressed into service about a week and a half ago and we had the rainstorm on that Sunday and had to evacuate 95 residents in an apartment complex in Bennett Valley and with that I will turn it back over to Jim and I will look at the financial aspect looking ahead you're muted Jim okay go to slide 29 if you will and you'll see this is the looking ahead of what we're looking at the current year right now or 2122 it's expected with the budgeted revenues and the budgeted expenditures that we're going to dip into at the reserves for $28,000 I actually don't think that's going to happen but we'll look back and you have to realize when we do the budget it's early in the year it's probably December, January the year before and we had major revenues of just over $4 million that projected for 2122 I'm guessing that we're probably going to blow that blow right by that one because the 2021 revenues ended up at almost $4.3 million so I sincerely doubt that our sales tax revenues are going to go down in 2122 I think they're probably going to come closer to matching 2021 and if that were the case we're actually going to go back up where we expect to be which is with a surplus and not a shortfall as it's showing here so that's what I wanted to say about this one so we'll be prepared if we need to that's not my favorite thing to do we have a purpose for that money and I'd like to keep building it if we can because these stations are becoming more and more expensive $3 million if we have that at the end is barely going to start a station so the more we put aside the better it will be for all of us and with that I'll open the floor to any questions I just want to say thank you Scott for providing me that information about the stations because I was going to ask so thank you for that in advance no problem I expect it and so I just figured I'd be proactive in it as a Bennett Valley resident just also a quick thanks for all the help was it last weekend or two weekends ago it's nice to know that trailer came in handy yeah that was a bit of a different event for us in that we went from a red flag red flag fire weather conditions two weeks prior to the largest rainfall that Stone County has ever seen in 24 hours and so we were able to respond we use the mutual aid system and our crews did a fantastic job of deploying and getting those residents out of harm's way and fortunately we were able to subvert any major damage to any residents so thank you for that I wanted to thank you also I live in Bennett Valley and I was out of town and I kept reading about it in the paper and calling my friends calling my neighbors and I really appreciate it and it's quite a shock to go from being terribly worried about fire to then being worried about money not money rain just kind of we have to be quick on pivoting and you were so thank you very much for that okay if there are no other questions we'll pass it over to Pam Lauren thank you thank you fire and police will finish up our presentation here good afternoon I'm Pam Lawrence ASO for the police department thanks for being here next slide please so this slide as you've seen with the other departments it shows you our overall picture so we started the our beginning fund balance with 756 thousand and we had a higher than expected revenue of two million dollars and we had expenses expenditures of just over four million dollars leaving us a balance in our reserve fund of 958 thousand next slide please so this is the pie chart that shows you where our money is spent and as you can see the majority of the funding is spent on salaries about 93 percent of that salaries and benefits that leaves us 171 hundred ninety six dollars to spend on services and supplies and this supports our downtown enforcement team office which is in the transit mall that's a really critical piece of our our department it helps us keep the staff downtown where they're needed and we also do maintenance for some major vehicles and motorcycles out of this fund and then we spend 116 thousand dollars which is the general fund overhead our total expenses this year as I said were just over four million dollars which is down from the prior year about 150 thousand and that's do mostly due to freezing to school resource officer positions be in anticipation of reduced revenues next slide please so this is same slide as Jim Aaron showed you for fire but this is for police shows you what our revenues and expenses expenditures have done since the inception of the program and our expenditures have outpaced our revenues and this is do mostly in for salaries and the benefits that we have 19 positions in this fund right now and this last year as you can see our expenditures were down slightly over the revenues and that was due to those two frozen school resource officer positions I'll hand it off to captain Crayon who will talk to you more about the operational parts for this funding thank you so much my name is John I'm a captain with the police department and I'll go over a couple of the positions what we're using more specifically so as our ASO Lawrence talked about that we have 19 positions for this fiscal year that had been part of the measure of funds and if you look at the first part here it talks about 14 sworn positions so the lieutenant position it's a very critical position for us and it's our special event our traffic, our downtown enforcement manager and they also look at our emergency management and as you know in Santa Rosa our emergencies that we're seeing on a regular basis so this lieutenant manages our response to the glass fire incident in September of 20 and then also dealt with our COVID response throughout the city with our internal practices for the safety of our staff but also working with some of the engagement with our local businesses and community members of following the county public health order. The sergeant position is for our downtown enforcement team and that's for our officers who focus on the downtown core and also address homeless issues throughout our city and be able to work with our Catholic Charities and our host team with our cities housing community services and some of the other key stakeholders here in our community. We have seven police officers that were funded this year and that were directly on the downtown enforcement team two officers are our traffic team so those are motorcycle officers addressing collisions and traffic safety throughout our city and the other remaining officers were supplementing our patrol resources and for this fiscal year we had had the five officers that were dedicated to the school resource officer team ASO Lawrence talked about how two of those positions were frozen mid-year and eventually at the end of the year we eliminated the other three positions as we looked at some of the declining revenue from measure O and some of the projections that we saw in that. We also have five civilian positions and these are really crucial positions that really enhance our level of service as well. First two are the field evidence technicians and that's a vital role and they process any crime scenes so any violent crime scene, a homicide scene, stabbing, shootings, fatal collisions, they go out and it's so critical for us with the community and our court system to have true experts were able to go out process those scenes and make sure that it's collected in a fair way that can be used in court one day. The next is a community service officer the CSO position goes to traffic collisions no suspect information like burglaries and other calls for service throughout our city the dispatch supervisor in that place such an important role when we do some of the mass evacuations we're focusing with the supervision and management of our dispatch team and then the police technician and that's our records technician who works to make sure that we're able to in an efficient time manner provide police reports and other data to community members who come into the police department requesting that whether it be a collision report or whether it be a burglary report or any other type of data that we can do provide to a community member. So generalize some more about what happens with these positions that I just gave you a brief overview so the first thing is enhancing our patrol services so by having the dedicated traffic teams they're able to focus on some of those key specialized resources which is the traffic enforcement working radar and LiDAR and going to some of the each week the traffic department does a special enforcement area based on collision rates and based on community complaints traffic issues in their neighborhood our business community they also work on providing traffic and education and they'll go into sometimes to the schools and other businesses do things with car safety with seat belt safety and a lot of other extra programs like that also our downtown enforcement team obviously focuses on the downtown core but also works with our homeless population throughout the city and like I talked about earlier really works especially with the host team and some of the others to start providing services because we understand that arresting people for low level homeless related offenses doesn't benefit the community and doesn't benefit those who are in need of sheltering so we're really working on more of that upstream approach to be able to provide some of the services that this vulnerable population in our community needs we talked about in some of the earlier presentation you heard from a guy who has talking about our community and that's such a key thing we have representatives both on the monthly operational team and on the policy team we talked about the crisis response team that we've been a part of we've been part of the choice grant review process of assisting and selecting some of the needy different organizations throughout our community that can provide services and in working with some of the things that we partnered with them on providing the great program which is gang education and training of going into fifth grade schools and working with some of the young people focusing on the two key areas of the prevention and intervention and that's a key key area that the police department wants to continue to put additional focus in this year we are proud to be able to launch in this last fiscal year the community engagement team and this is a team that's going out in our community working with some of our local nonprofits working with the violence prevention community here very importantly what are some of the community desires and needs and what's the direction they want to see the police department head into in our future and also our additional patrol resources allowed us to send more officers to training last year that our training department provided over 100 hours of advanced officer training to every single one of our officers in the department. Next slide please we talked about with our event planning our traffic safety measures and it was these additional resources how it helps us with our improved response time to local emergencies for the glass fire we evacuated areas of rink and valley and sky hawk and then a valley Oakmont that's a very labor intensive process for our staff and the police departments are in charge of city evacuations and these things that was a mandatory all call for our staff that every police officer in the city was responded to assist us in the process. We're working with the police department to make sure that our resources were vital and being able to provide a safe and efficient evacuation of those neighborhoods continuing to work as we all know the homeless issues in Santa Rosa are continuing to grow and it's something that we've invested a lot of city resources into the police department continues to pay a key role in that with our downtown enforcement team being really important to our community. The chief also created the chief's community ambassador team this year and that's 15 different representatives from all areas of our city that come together and meet on a monthly basis to be able to bring forward some community concerns to our chief. We've addressed several policy changes and procedural changes that we've given to this team and that's something that we want to continue to use the resources from our partnership ideas that is the Mary Lou vehicle that's being led by our community engagement team that's being able to work with that and we're partnering with them to be able to bring that to our community. Next slide please. So one more slide if you don't mind we'll finish this out. So looking ahead as you see right here and as Lawrence can go into a little bit more details with these what we're going to end this are starting this next fiscal year we're going to be looking at some of the things that we've done is because of some of the projected decline in our revenue we eliminated three of the full-time employee positions from the measure of funds so we went from a high of 19 to now 16 police officers our positions funded in there so we eliminated three sworn police officer positions from the measure of funding and those have been eliminated from the police department so we look toward the end of the measure program and we look toward all the staff pieces that are part of the police department budget as we start re-imagining where our budget is going to be with measure of and looking at where the staffing changes are going to be made and what other priorities we do and that's going to be where community feedback some of the continued community listening sessions that we're going to be launching this year so we're going to be looking at some of those priorities for us as we go into this new fiscal year so I know I went through that information very quickly so if we go to the next slide I'd love to take any questions or give any more further follow-up for any of those things that we went through. Yeah I got a question I wanted to ask I saw in there you're working with the violence partnership well some of the things we're doing is participating so we have officers and supervisors attend each one of the operational meetings so we go there we meet with the host of non-profits that are represented as part of the violence prevention partnership and we address whether there be community concerns we bring forward to those operational meetings of referrals so if we go out and we hear of a young man or a young woman in our community who's struggling needs some additional needs department has interacted with them we bring those referrals and that and we want to be an active part of that of saying hey this is a young man who needs some resources and we give the specific information and we reach out to the other non-profits that are there to see who is the best person who can help that young individual so we've had some good examples like with double punches is one that's been participated for years with the violence prevention partnership and then we'll be able to make a referral to get a young person who's struggling needs some additional resources the chief and I attend each one of the policy team meetings that we talk about what are some of the crime trends what are some of the concerns whether it be with fentanyl overdoses whether it be with a rise in ghost guns in our community and we work to strategize with some of the policy team makers to see where can we best be putting some of the resources going forward the crisis response team and that's what McGaulay has done for us in the city of Santa Rosa this year which is alarming for us but we work with the violence prevention partnership to let them know hey we had a homicide occurred these are some of the concerns how can we work to be able to get some information and some support out in the community for those we've worked with them with the great program going into the schools and we continue we have daily contact with members of the violence prevention partnership and we have a lot of people that we have a lot of people that we have a lot of people that we have contact with and be able to work as key city partners of assisting each other because we understand that responding to the call is just the first stage for us and that we need to be able to provide some upstream approach and some holistic help to those in the community whether they be a victim of a crime or whether they're someone who they've had a family member who's been involved with the violence prevention partnership. The first step of contact is responding to the calls and I think I think that's the biggest disconnect that I know you want to hear our first presentation but you know me and you know Jeff also got to discuss is you know a major proponent for voters approving measure O was the fact that I was you know gang prevention and intervention you know so it's like the violence has already occurred but I think you know we've had many talk talks you know with the police department and unfortunately this presentation you're showing me is almost the exact same thing as last time and we had a I don't know if you were here but we had a pre-reboot conversation about different ways of collaboration and possibly using you know funds that you know may be available from you all to go to the community as a way to develop and cultivate like trusting relationships so that could you know reduce violence that could occur so you know I had to be asking you these things because you weren't here last time but but to be honest you know and I don't know if you were here earlier but I did ask the violence partnership you know what how is law enforcement that's what's happening and it's not it's not like you're attending those meetings you know but it must go beyond attending meetings and I know and I know it does but even providing referrals I think you know as you know and this is I hate to say it again but before we even approve this budget you know we we were already knowing after provider just communicating that you know people are you know they're on the last wits you know just economically and due to as Magali stated earlier just these systemic inequalities that are heart that have been harboring for so long and when they do result in shootings and this and that like she had mentioned earlier it's because of other inequalities that you know aren't being situated in and you know long story short to say I really do hope that you know and and I'm really demanding honestly as a person on this boat on this on this oversight committee that the relationship has to go much farther than just attending meetings and really developing relationships because we already know where the violence is unfortunately going to happen you know we've already identified the neighborhoods and communities that are participating in this you know quote unquote gang violence so but I do appreciate your presentation but I did wish that you know you all had more but it's it's almost the exact same thing that that you all presented before this so so yeah that's just my comment on that all right I really appreciate that and you bring up some valuable points I just want to make sure the one thing that we don't gloss over some key things that were added this year is the creation of the community engagement team so that's going out a team of officers and who are going out in the community working with some of the local nonprofits going and meeting with their community and and doing exactly that engaging with them and learning like how can we better serve this community how can we provide the resources and also a key component that Chief Navarro added this year is the community ambassador team and that's another one that we've heard so much over the last few years about we have to do a better job of hearing directly from our community what are some of the concerns and not making decisions like in the silo of just the police department command staff but getting feedback from our community and so that's where we have 15 key community stakeholders who meet directly with the Chief on a monthly basis they're hearing what are some of the concerns how can we better be deploying our resources before we make policy changes and we've talked about things like with the long-range acoustic device which we've got a lot of heated community feedback on and the Chief's community ambassador team played a key role in helping us develop some of the needed changes with that instrument the same thing with like the um license plate reader program and all these things that that community ambassador team has provided input and in some areas said you guys were going in the wrong direction you need to make changes and the Chief was able to take that and use some of that feedback but also understanding that it you're 100 right it's more than just going to meetings and I think that's where that crisis response team comes in is a perfect example that that's not just going to meetings that's when we have a homicide in our community six of them this year where then that our officers met with members from community engagement strategized and how we can provide better resources and when we're talking about preventing future violence that's where we started going to those neighborhoods and trying to ease some of the tensions with the key community engagement team and Gustavo Mendoza is so well respected in the community and has the trust and legitimacy from so many in our community and by partnering with him and some of his partners we're able to reduce future acts of violence occurring whether it be gang retaliation whatever it may be so I think those are some examples where we really have taken some proactive steps but I really take this feedback and understand what are some things that we can even make future improvements because you bring up very valuable points and and we need to take that and learn as our police leadership how we can make some of those improvements so I appreciate that I do have a excuse me I do have a comment in relation to with elia said I have been a part of some of those conversations that they have had as far as the police department and the community engagement team and they have been very productive for the community members so I do want to throw that out elias that they they are out here actively doing things if you're not a part of that conversation I'm sure that you know chief john pregan can provide you with that information to be a part of those conversations and if you would like to have more input I'm sure that is available for you to do I'm sure if you take the time to have a conversation with the chief and express those concerns on a higher level or even have them come back to any of your particular groups I'm sure they can assist you in that in that conversation but I have been a part of some of those conversations in the community and they get very raw and so it's not blazing over anything we're bringing the conversation to the police and saying hey people are not cool with that particular subject matter or wherever it is and they get really deep in the conversation so again I urge you if you have the time to be a part of those conversations definitely do that and I was also a part of you know recently they had some dialogue over the side shows recently here in rosin so they are doing that community engagement piece that you had asked for in the previous meeting and for somehow some reason you're not getting that information so I urge you if there's a need to be a part of a email list or something like that to make sure you connect with them on that level no thank you I think I want to be honest with you John you know me and the chief have had a lot of conversations and for people that I don't know you know I'm a case manager I work with you know young people and you know I've had you know you know John I should just ask this was something I brought up last meeting but has the police auditor been hired that we've had some exciting developments on that so that's one of the things that comes under my division is the police order so we're in the final stages of the contract right now and we hope in the in the we were actually working today on a council agenda item so I think by the end of the month you'll see that going before city council announcing that a new police auditor will be in place so we're working in the the final contract with police independent order so that's going to be an exciting step and it's something that our community has wanted for some time and so our city manager's office that they're the ones who actually signed the contract with the police auditor and they're finalizing that right now and by the end of the year we will have one in place for the city of Santa Rosa and I think it's something that's a long time coming okay cool yeah that's great news and yeah to your point I think you know I have been involved with conversations and even me personally you know as you know with my own story you know I was you know a wrong place a wrong time and you know was John you had brought up these ghost guns you know and you know while I was recording officer I was accused of you know harboring stolen guns you know as a person that technically you know works through the county providing resources and I did report it you know and the chief did speak to those officers so you know I'm definitely still engaging those talks but but you know like you said obviously these things take time and I appreciate you taking this you know from hearing your voice I can tell you know you are serious about this and I hope to to see the results you know in the prevention and intervention so yeah I don't want to be too long winded if I can just interrupt really quick I'm so sorry I just wanted to make sure that I was able to answer some of those questions that that came up and I just want to echo everything that uh uh member minors said and and Captain Cregan mentioned um we have a number of projects that we're working on in collaboration with um with SRPD and we also want to be mindful of each community group because there are some community members that have actively asked for more um presence and more interaction and some other community members have really asked for some space and some time for healing and and thinking about what that healing looks like so we are looking at um you know communities in on individual scales as well and and not looking at every every not even in neighborhoods as a monolith because if we just take one neighborhood like Roseland I mean the the gamut on their their want and need of participation with police is just it's all over the place so again I just want to reiterate that SRPD is is definitely been supporting the work um since we started here last summer and um and I also just want to offer my email I don't think there's a chat box item but I'd love to hear more of your ideas and any input that you have um when it comes to our the programming that we're coming up with for violence prevention thank you and I have one last question in relation to the revenue if there should happen to be an increase and I guess this could probably be for all departments but particularly for the police if there happens to be an increase in revenue how would you utilize that particular increase if there is one I'll have maybe so Lawrence look at that with their revenue increases sure thank you so we would definitely want to evaluate depending on how much the revenue increased um and as you may be aware we are looking at colas for our all of our staff so some of that will be used up in the colas if that is passed in the next couple of weeks um so we'll be utilizing it for for that and then possibly um you know probably I don't believe that we would be adding any more positions at this point since there is an end date for major oh but there are a lot of critical supplies that we need um we need to renew our body we're in camera contract um and and that's coming up in the next year um there's there's also some John Captain Green you might have a better idea of other supplies that we might be looking at buying but um we we use this as just like fire use that as a savings account for some larger purchases that we're looking um our building is outdated there's a lot of new technology that we're looking at that we might need to help streamline some services helping with investigations that sort of thing so we have a very long list and um we're hoping revenues will come in higher than expected so that we can start start um achieving some of those goals oh sorry you guys said they use the acronym colas you said uh yeah so the cost of living where um our contracts have been um under negotiations um for over a year so it's looking at the end of that time now sorry I have a question for Officer Cregan mm-hmm yes sir um first I'd like to thank you for your day-to-day sacrifice and your commitment to the community you mentioned oh I think your audio is cutting out is it just me no I can't hear you either how about now your volume is very low it's low if you come closer to this green we can hear you better okay all right how about now there you go okay Officer Cregan I'd first like to uh thank you for your day-to-day sacrifice and your commitment to the community I've seen in one of your slides that officers who receive money receive part of their funding from Mejro had over a hundred hours of training and I was wondering if some of that training involved implicit bias training yeah so that is part of our so last in last year's cycle looking at this but budget year we did a procedural justice and implicit bias training and actually right now we're implement we're having a new implicit bias training that we sent some um four officers to what they call principal policing uh trained the trainer course and so we're developing a new implicit bias training that we're going to be launching in October of this year but that's something that each year that we do a minimum set of training on procedural justice de-escalation implicit bias training racial profiling different segments of it and so that's what they did for this last cycle it was a procedural justice slash implicit bias and we're looking at another cycle that coming up this year you said that was uh on per person how how many hours of training per person how many hours of training would that include so each of those blocks were four hours for the implicit bias and the procedural justice so and for us we have a lot of state mandated training so as far as like a host of different issues that we go in but we build that in as a minimum and that's something though that quite honestly we want to put more of a focus on is building some of that training and we didn't get even get to talk today about one of the exciting developments with our new mental health response team with with uh that we're going to have called in response that we're launching in a few weeks from now so with that we really want to build in more crisis intervention training and mental health training for officers because our community has been loud and clear that we want to see officers learn more how to de-escalate these situations and how to resolve some of these tense mental health and substance abuse calls without resulting in force so that's going to be something that as we look forward into the future you're going to see more of an emphasis and and that's going to be some of the things that we're dedicating more training dollars and more training time to be able to do you you have a collaborative partner with with uh your the development of your implicit bias training yes so they were working with community matters is a local non-profit that has been collaborating with us and then we're also going to be we have a new uh DEI officer Sakura Shields with the city of Santa Rosa so actually she was here just on Friday with us and meeting and we're designing the course outline for that so Sakura Shields who has a host of expertise in this area was meeting with help and is one of our key design uh partners with helping us create this but community matters was the non-profit who was helping us with uh putting our program together and it's going to be launched in our we already have it on the training schedule and so it'll be mandatory for every officer actually every staff member and the police department from October to December of 2022 because we have to kind of project out our training schedule for quite a while because it gets so full thank you officer Cregan absolutely thank you Captain Cregan I really appreciate it and I really appreciate all the questions and thoughtful comments from the committee as well and do we have any public members that have joined us since the meeting started or can we now go on to the next procedural step so the next step would be to take public comment on item 4.1 okay are there any members of the public available to do to ask anything ask any questions 12 attendees yes I'm sorry why there are 12 attendees and I'm not sure if they have any question they'll raise their hand if you I'm seeing no hands raised great and I think the next thing to do is to ask for someone to make a motion to approve the annual report and we just someone to second that and then we will vote on it so moved we have a second second okay great and then let's vote everyone who votes to approve of the annual report please raise your hand hi hi I all four except in it okay great thank you is that a no from him or is yep saying yes and a yeah I didn't see a no change so yes my vote okay well thank you very much everyone I appreciate your participation of the committee and of all the staff and interested people that I can't see but thank you very much for that and this is calling into the meeting thank you everyone I see everybody have a good one thank you take care