City Council - Regular Meeting

Whether we're ready or not. All right, I will call this meeting to order at 5:'. Can I get a roll call, please? Council member Fen here. Council member Lara here. Council member Martinez here. Mayor Pro Tim White here. Mayor Boyd

here. All right, we'll move on to public comment period. This meeting is open to the public and conducted in a virtual format to be inclusive of all participation preferences. Public comment participation is encouraged by email emailing any comments to the city clerk's office or by calling in using the phone number provided on the front of the agenda. Nicole, do we have any public comment? I have no written requests. Mia, do we have any callers on the line? No callers.

All right. So, that takes us to the meat of the meeting and we'll move on to item C1, fiscal year 2027, citywide budget and 5-year capital improvement plan. And we have a staff report by Miss Lisa Leech. The presentation slides up to press another button. Give me a thumbs up.

There it is. All right. Well, good evening, madame mayor and council. Today, we present the draft proposed city manager's fiscal year 2026 27 budget. The slides we'll be sharing with you is smaller than in previous years and it doesn't represent the amount of work each department put into preparing it.

True. Uh behind the scenes, we also implemented this year a new budget software at record pace and I want to thank each department for embracing it and providing feedback. I also want to thank our budget specialist Marsha Mason who bore the brunt of the software implementation with many late nights and weekends. Finally, to Gus Romo for his appreciated support and Carrie Mendoza for her leadership through this year's budget process. So, we'll begin with how this budget was developed, including timelines and department collaboration. We'll then dive into the general fund, both revenues and expenditures before discussing enhancement requests and long-term fiscal forecast. We'll conclude with enterprise funds and a capital improvement plan. This was a coordinated driven department-driven process guided by council priorities and financial policy. It began with council direction in December and continued through internal reviews and meetings with the city manager and deputy city manager. As circled on the slide, we are at the first view of the draft and if council requests we can come back in May otherwise the budget will be brought back for adoption in June. So we'll start with the general fund. Projected revenues for the fiscal year 2027 budget is 75.38 million, representing an increase of 2.9 million or 3%. These estimates are HDL's projected

increases for both property tax and sales tax. This donut chart shows where the city of Bowmont's general fund revenues are coming from for fiscal year 2027 totaling approximately 75.38 million. Sales tax are the largest revenue source making up 39% of the general fund. The second largest source is other taxes at 18% which includes motor vehicle and loo utility users and transient occupancy taxes followed by property taxes at 14% which continue to provide a stable revenue base. transfers in make up 12% of revenues, which reflects operational support from a variety of other funds such as CFDs, gas tax, supplemental law enforcement services funding grants, and K9 donations. Smaller categories include miscellaneous revenue at 7%. Franchise fees at 5%, charges for service at 3%, and license permits at 2%. All of which are seeing mixed trends. For example, building permits are projected decline due a slowdown in development and come in at 1 million lower than fiscal year 26 budgeted estimate. Charges for services are rising, especially as more users cover third-party fees through cost recovery. This includes building plan checks, planning and public works revenue, and special services such as the school resource officer contracts. This diversified revenue picture helps support city operations. But the chart also highlights the importance of monitoring sales tax volatility and

ensuring ongoing support from transfers and cost recovery mechanisms. I thought I would pause here in case you have any questions. Okay, projected expenditures for the fiscal year 2027 budget is 75.05 million. This represents an increase of 4.05 million for personnel cost increases and an operating cost decrease of 500k due to a reduction of one-time cost requests. The budget also includes a pension contribution in the amount of 651,28. This chart shows how the city of Bulmont plans to spend its 75.05 million general fund budget in fiscal 27 before enhancement requests. The largest share of the budget, 56% goes to personnel costs. This reflects increased expenses from new positions added during the prior fiscal year and midyear of fiscal 26 plus class and comp study recommended increases. Operating cost account for 40% of the budget. This category remained relatively flat compared to prior year's estimated budget. Capital spending, though smaller at 4%, supports long-term asset sustainability, such as facility upkeep and equipment replacement through internal service fund contributions. Contingency funding makes up less than 1%, providing minimal minimal but strategic flexibility for unforeseen needs. This breakdown highlights the city's commitment to maintaining service

levels, investing in infrastructure, and responding to cost pressures, all while keeping a strong focus on staff and operational readiness. So, we are presenting a nearly balanced budget with a projected surplus prior to enhancement requests of 332,223. Enhancement requests total 287,635 and re represent one-time operating or capital costs. These requests are structured to address service demand compliance and infrastructure. So requests will be presented in the next slides. So but I thought I would stop and see if you had any questions. Do we have any questions? Mayor Proim.

No. Okay.

So, the first enhancement request actually comes for the finance department. So, the finance department is proposing targeted enhancements for a citywide feed study to generate additional revenue. Fe studies are normally conducted every 5 years and the analysis used in the last fee study was before the rise of inflation in 2021 and 2022. A fee study is essential for the city of Bowmont to ensure our fees reflect the reasonable cost to providing services and maintaining long-term fiscal responsibility. Approving the study supports transparent decisions that strengthen Bowmont's financial stability and protect the quality of services our community relies on. The feast study provides each department with clear cost data and stronger justification for their services, ensuring benefits extend well beyond the finance department. So, I'm I'm available to answer any questions you have on the fee study. I just have one question really quick. Is this um fee study citywide? So you said it includes all departments. So this would look at our parks fees. This would look at permitting and and the like.

Okay. Council member Martinez. And when was the last study we did? We started that in 2021. We built the data in 2021. I believe we brought it to council in 202. And then there were some revisions that occurred and it was finally adopted in 2023. Okay. Thank you. Mhm. Okay. I don't see any more. Oh, council or mayor prom. So, um, what's the expected timeline on this one? This could take a year and a half to two to finally adopt. Okay.

It does take a it does take a while. It takes all departments to put together the data for the fees for the consultants to do their analysis and you know present to council and you can provide feedback and direction to us. Okay. Thank you. Okay. No further questions.

So up next is the information technology department. Good evening, Madame Mayor and Council. Tonight, the IT department brings one enhancement request in is for $30,43427 to cover the city's required 30% match for the state and local cyber security grant. We are pursuing the grant would fund cyber security solutions that would otherwise be out of our reach given current budget. This match turns roughly $30,000 city city city dollars into nearly $100,000 worth of cyber security capability. If we don't approve that match, we forfeit the grant entirely and we lose the ability to purchase solutions that are critical to hardening the city's security infrastructure. With that, I'm happy to answer any questions you may have at this time.

Uh, Council Member Lara. Yes, sir. So, it's this would be tied to a grant. Yes, sir. What is the timing of that that grant? In other words, do we have time to analyze the the budget and or do you have to have is this something that needs to be done within the next couple months or we're still waiting to get approved if to actually even be approved for the grant and then once we are approved from that grant then we can make decisions on uh when we can purchase the u solution depending on when that's available. Perfect. Thank you sir. Council member Martinez. Thank you. So the grant's in process now. Yes sir. And um it's obviously not 50/50 match because you said 30 go

30%. It's a 30% grant. Okay. That number is to match of what we are looking for for the solution. So the city has to purchase 30 or pay 30% of that. Thank you. All right. Council member Laura. Anything further or you're good. Oh, sorry. No, no problem. All right. Great. Thank you.

Thank you. Next is community development. Good evening, madame mayor, council members. The enhancement request for community development is $19,200 for the proposed adoption of AI software or other software as ichi or other software is strongly justified by the alignment with the elevate 240 general plan goals and economic development and fiscal strategies. The platform's capabilities say they deliver quick reporting, automating QAQC, and supports plan reviewers with faster and more consistent determinations for applicants and staff. One of the practical examples I'd like to bring forth is that when we council prospective project applicants at the counter, we all have our silos and our areas of expertise. And when we look at this type of software, which could be further elevated by our IT. They may have something different, but this is for what we reviewed. When we look at our silos, we're able to go deeper into other codes as well. So, with planners looking at yard mods or variances, they can also say, what are the implications of this project for building permits and fire? And so these types of uh plan checks would be streamlined and produce better and more efficient counseling so folks can get through the process a little quicker, a little faster. Uh this type of functionality would advance energy goals in our general plan 8.2.3. It would advance zoning code update goals which we just did. We updated titles 15, 16, and 17 last year. And so part of that learning curve for us is to look at the things we've changed in the code and to make sure that we're

consistently implementing those answers to problems and solutions to uh projects and also again having that sort of cohesive uh development counseling at the counter. And then we also have the EF EDF goal 19 and the general plan of streamlining permit review. So this would directly support the city's goals to modernize, streamline, and accelerate renewable energy and other types of projects. And the enhancement would uh procure up to 10 licenses. We may also decide that 10 licenses are neither necessary or appropriate. So it would be up to a certain number once we get counseling from our IT section. Available for questions as well.

Okay, great. Council member Martinez. Yeah, thank you. So to me it sounds like a ranking of a medium, not a high. What would you justify a high for? Because when I look at a high, it's like there's something in motion, we need it now. Something's not working, we need to fix it.

Yeah. I I feel like it's a high just because when we look when we talk about AI and software, if we have to adjust to newer technology, we're sort of already behind the ball. Yes, we can do it. So medium to high I guess I should say is because yes we can obviously go through our code and pull out the answers. But when we do look at the practical example I just spoke of where um yeah we told a developer applicant that oh we can justify your land use variance because you want to be 10 ft closer to the property line. But what we didn't take into account was building and fires code for that distance or that separation. And so uh yes those things happen. We can address them. medium to high because again we have to look at the types of things that technology brings forward. If we're chasing that then we're obviously behind because we are chasing so want to make sure we don't fall behind.

Are these all in tandem all these three requests? Yes. And so it would again take into consideration um title 15, title 16, title 17 which is subdivisions, building code and fire wildland urban interface and the zoning code. Thank you. Council member Fen. Uh, yes. Thanks, Mayor. Um, so would these be yearly subscriptions? They would be. Yes. Okay. All right. Thank you, Council Member Lara.

Thank you, Mayor. Um, so you in your request or your statement just now, you had referenced the the silos that occur, right? Do you think that this software would help to break down those silos? Because that's that's a big issue in in a number of any jurisdiction, right? Absolutely. people just tend to get siloed into and they don't reach outside of that. And I would hate for this software to eliminate that that communication, right? Because they're getting all the answers right there. Do you think that that would be a positive or a negative in and breaking down those silos? I think it would be a a positive in breaking down the silos simply because when we do look at the types of things uh that property owners are bringing to us. Sometimes property owners even don't even know what they need to ask and so we don't necessarily have all the the skills to extract what their full and complete project is to give them the best information. So yeah, this software helps them even determine and it's on our side. So we're actually implementing the information but it helps them determine what's the full context of their project. They always say, "I'm not doing anything. It's just a minor pedial cover." And that may be so, but there's some things that we need to know about that uh that uh within our silos, I'm only looking for land use and zoning and setbacks, whereas building will be looking structurally and fire obviously wants to know how close it is to the the new maps. Again, those new maps for uh fire severity zones are important for everyone. So, yeah, breaking down those silos. And then you mentioned another good point is sometimes the owners or or homeowners don't know what questions to ask and maybe this will also help pre

correct. Yes. Thank you. Right. Great. Thank you. Thank you.

Next is community services. There you go. normalsized people right there. Uh we are requesting funding to establish on call service agreements for our plumbing, HVAC, electrical, uh gate access systems in regards to our building maintenance operations. This is really for us about ensuring reliability and being able to control costs. Right now in our current system, what happens is when there is an issue and something that fails uh outside of um the understanding or the ability of our current staff, we have to go out and find an individual or a company to come in and fix those things. Um what we hope to do by adding this enhancement is to have those agreements already in place in the budget and that money set aside so when those systems fail, whether it be an electrical emergency or something, we can quickly go into that process to have them come out and fix it. right now we have to tell them what the problem is. They come out, they give us a quote, they tell us what the rates are, we negotiate the rates, we figure it out, we schedule it, we get them on site, we get it fixed. Uh, and what we're finding historically is as these issues pop up through our build different buildings, uh, and the issues that we need to get them fixed sooner rather than later, uh, it's causing a long delay in our ability to get things back online. Uh, so this enhancement allows us to set these agreements with individuals and contractors. We'll go through a process. Uh we will bid them out. They will submit um quotes I mean and um uh rate sheets to us so that we can hold them to a specific rate. So when they come and do a specific thing for us, uh it's just a quicker turnaround for us to be able to get things back online. Uh and then this really allows our current staff to focus on the preventative maintenance and focus on the things that they're really good at because these specialized things are outside their uh scope and skills of what they're able to handle. and it's more of a specialized uh thing that requires a special license or a

special ability uh and experience. And so that's basically what the uh enhancement would entail. Open for any questions if you have them. Council member Finn. Yes, thank you. Um if I heard the term correctly, Doug, you said rate sheet. Is that an estimated cost of what you think you would be to repair?

We'll have if that we know that when they're on site to fix a certain problem, this is their hourly rate. this is what it costs to um to jet a line for plumbing or to do uh some breaker replacements or whatever it may be. So, we'll have specific tasks. We'll know what that cost is and we're able to call them and say, "Hey, guess I need you to do these three things. Should be 6 hours. This is the amount of money it'll be." And then we get to go and they're already pre-approved. They're in our system. They're a vendor already. I don't have to go through any of the um incredible finance processes which are necessary uh to get them on site to be able to be here quickly. Very nice. And I in my industry I I I struggled trying to get contractors to show up for something. Yeah. So

and you're you're you're dealing with them and their availability and this kind of makes them that's part of the contract is you will you will respond to us when we call you because I often run into nobody wants to leave a big job for a little job sometimes. Yes. Yeah. Thank you. But the little job is what turns the power back on. Exactly. All right. Great. Thank you. Thank you.

And up next is please

mayor council. Good evening. Before we talk about the paragrin software, I wanted to just give an introduction on the need for it. In the next slide you'll be seeing in a few minutes, there is a personnel request. They include two police officers and two dispatchers. We did ask for two police officers last year. It didn't make it to the final budget. We're asking again this year, but we understand the city's financial situation. We do not want to put the city in a position they cannot afford to continue moving forward in. But we also have the needs of a growing city. So, we're trying to identify ways we can do more with less. And that is freeing up officers time to stay in the field and being effective in what they do. and that is we have identified paragan software. It's a AI software that manages data from numerous databases. Right now, if we were to run a person and that person's a suspect in the crime, we have to check our computer aided dispatch, our report management system. We only have one person in the department that has access to our legacy system that we got rid of a few years ago. We have to check state systems. We have to check county systems. We have to check, you know, a numerous amount of other systems that could take long periods of time. I've spoken to our patrol staff, our dispatchers, our investigators, and record staff, and we spend approximately 4,000 hours a year checking various databases. Paragrin can test or excuse me, check that databases all within matter of seconds. How I learned about Paragan was I was having dinner with the assistant chief of an agency much larger than ours and he got a text message from the chief of police saying, "Hey, I'm in a meeting and there are community members complaining about an increase of stolen cars in a specific neighborhood." Within about 3 seconds, he just opened up an app, voice text saying, "Are we seeing an increase in this area of the city in the past 90 days?" And the data came back. There is an increase, but on the other side of town, this side of

town, there's actually a decrease. And it also showed the dates and times of the stolen vehicles to adjust staffing. And that was in a matter of seconds. If I was in a meeting, I would have to wait for the next day for a crime analyst be at work and even it could take a few hours to check all those systems. So this system will free up employees times in our communication center, in our investigation bureau, on patrol, in our records department, and administratively. This system that is a fraction of the cost of a crime analyst will allow me to free up our crime analyst position that's filled by records clerk so we can move that person back into records with the goal I've been a it's been a goal of mine to be able to open up our records window for the public seven days a week. Right now it's Monday through Thursday and half day on Fridays and most of our community works Monday through Friday. So, we're not accessible to them. And I would love the opportunity to move this person back into the records department, create a 7-day a week window where, you know, we can serve our community better. Um, I I believe this system will move us forward, make us more efficient, and knowing that we already have flocked cameras and we're going to a DFR program, this software will integrate with all that and be the foundation of a future live crime center. So, we're asking for uh the approval of this program, which was originally quoted at almost double the cost, but uh being a frugal person, always loving to save the city money, we negotiated from $122,000 to $68,000 a year. So, um we're excited about it. I know there's other cities in Riverside County that are either on Paragrin or going to Paragrin. So, it would be nice to communicate with those cities also. But, uh, an approval of this would allow us to be more efficient with the staffing level that we have. And I'm open to any questions or statements of support.

Well done, Mayor Prom White. I support you, Chief. Um, the 68,000 ongoing, how long is that at 68,000? And for how long ongoing? It's a three-year contract. Three year. Okay. And that's maintenance. That's everything. Okay. Everything. And I'm assuming the other request for software includes maintenance and training where necessary. It's a subscription pretty much. Each correct Stephen. It's a or Sarah. It's an online subscription base. So I don't think there's any cost to our staff. Okay. Okay. Thank you.

Okay. Very good. Thank you.

Do I bring up the uh So this slide the um the interim city manager wanted to share the list of department requests that occurred during our uh budget process for personnel which totaled 1.2 million in ongoing costs to the city. um given current revenue constraints, the city manager is not proposing any ongoing personnel expenditures in this budget cycle. So, I wanted to pause here um and see if there was any information on the positions presented here that we wanted to discuss. Repeat,

what's that? Um, so the animal control, um, isn't that a manager that we need for the new, um, ex expansion? Yes, I'm glad you brought that up. I know, uh, during our discussions this past year about our animal control situation in the upcoming sheltering options, uh, that we do need a manager. Right now, we have no one over that program. I have a supervisor that is pulled in many different directions. She's over animal control, the records department, property and evidence, and various other auditing tasks. And I my concern is I'm going to burn her out, pulling her so many different directions. And we're getting close. I believe it we're 6 to9 months out from having our shelter ready to go. And instead of waiting till the shelter's ready and we start trying to find a nonprofit to staff it, if we have a manager sooner, we can start that process and make the the transition seamless from being ready to go to being staffed. Um, I do understand that the city's financial situation and knowing that the shelter is six to nine months from being completed, it may be a good option to consider maybe a mid-year budget approval on this. Um, but I I can stress that for this program to move forward, I do need a manager to oversee it.

And when you know, if you're talking about a halfyear option, when would you need to have the I would think you'd need the project manager to build the project, wouldn't you? Absolutely. I'm just offering ways for the city to save money. Okay. Um, thank you, Council Member Lara. Thank you, Mayor. Um, I support you too, Chief. Just just open that up. Um, I should end every presentation of that from now on.

So, when we had the approval of the the animal shelter, there was some discussion regarding staffing levels. And at the time the discussion was that we would have potentially have um volunteer program or or something to that effect and we would see something in the midyear update. Um haven't seen that yet. But the the concern that I have is that we don't get somebody to volunteer or a group to volunteer to run the animal shelter and then we're coming back for additional staffing members. So, I' I'd really like to to try to get that answered sooner rather than later so that we really know the number of positions that we need to to to support that animal shelter because I need to make sure, at least for my um for myself, that we do have not only the bodies to run it, but but the funding to support it. So, that would be something that I'd be looking forward to see. And I do appreciate your patience with and your understanding in regards to the to the budget. Um because what one of the things, you know, looking at these these positions, I fully trust that staff is analyzed this and and is really asking for what they have to have as well as the enhancements. The the concern that I have is right now we are also in the very beginning stages of negotiating at this point. So, um, without having the full understanding of of the fiscal impacts that that theou will bring, I have concerns, um, moving forward with any type of enhancements or modifications unless there are enhancements that can't wait. I understand that sometimes timing is an issue, but I'd really like to have a better understanding of where the city stands fiscally. Um, and wouldn't wouldn't not mind

seeing these come back at at midy year or sooner once theus are are negotiated so that we know what what funding we have cuz let's let me ask you Lisa today if we approve the one 1.2 million in additional staffing where where in the budget would that money come from? We would have to dip into reserves to cover that. And um when I get to the long-term forecast, I have some slides that kind of address that.

Yeah, that that news isn't any better in the long-term forecast, but we'll we'll we'll wait. Um so, it's not that I I wouldn't want you to get the the additional staffing that's necessary for the animal shelter. I just want to make sure that we get the staffing necessary, full staffing. Um, so I would really like to make sure that we know if we have a a a um agency that's willing to come in and and help supplement that as well. And that would have been the responsibility of this project manager. From the the beginning, we've talked about having oversight over the facility, which would be that manager position,

but the the shelter being ran by a nonprofit, right? And it' be the responsibility of that manager to locate and vet a nonprofit that would suit our needs. Okay. Thank you, Chief. That's all I have. Mayor Mayor Pro Tim White. Um, so that's sort of where I was going to ask you, Chief. Uh, because if we look at midyear, I mean, the um estimated time I think that we'd heard earlier was that the uh what we've approved so far would happen before the end of the year. Correct. The calendar year. I'm sorry, one more The animal control center should be completed before the end of the calendar year. Correct.

Yes, that is true. So, and that's midyear fiscal year. Correct. I mean, ideally, we have the manager in position sooner to start finding those nonprofits to partner with. So my my thought was that if you had a project manager and you weren't relying so much on um your supervisor at this point, I think it would increase the chances of of attracting a solid nonprofit group if we do everything the right way. I I agree. I think we'll get more momentum sooner.

Yeah. And I think if we wait till till mid year on that um the project would be completed by then. And I as as Mr. Lara brought up. I' I'd be concerned that we get a nonprofit group in there as soon as possible. Um, and that's why I was concerned about uh not uh funding a project manager for that. That's all I had. Mayor Council Member Fen.

Yes, Chief. Um, so I certainly see the need and and we hear the public outcry for for the animal control support and all that. If we get this if we were to to bring in a project manager early on and we found a successful um nonprofit to run it, would do you still expect that that to be a full-time position to to supervise and m you know and oversee that? I do believe once the our program is up and running and we get through the the working pains of a new program, there might be an opportunity to start adding responsibilities within the department to that civilian manager for the additional departments we have as the department grows. Okay.

It would be a position that's going to grow for more responsibilities. Okay. Very good. Yeah, that's what I was hoping for that we could use them for for something else if we everything's running smoothly and that would be certainly the goal.

Yes. So, um, I'd like to find a way to make this happen and get somebody in soon as possible because I would hate to see a a finished animal control shelter with no animals in it and nobody to run it and so forth. And, um, it's it would be a wasted asset at that point. So, um, I don't know what what else we need to look at to help make that determination or what the rest of the council feels, but my thought on that is the sooner the better um, to get that up and running. And I like the idea of of adding other responsibilities to to fill another need somewhere within the department without having to add another personnel, you know, position somewhere else.

Absolutely. We're definitely focused on doing more with less as we grow as an organization. Appreciate that. Thank you, Chief. Council member Martinez.

Thank you, Mayor. So the one thing about the project manager is that we've already set in motion the u the idea here of the animal shelter and that was already discussed and we've already kind of committed to that moving forward. So I see the necessity for that. Um the the amount though has not been budgeted and therefore any type anything on that FTE list would be dipping into possible um reserves for that. So just want to make that clear. But with that said, this is one of those that we did make a commitment already on. So we're kind of already in motion. Um, I was concerned like Councilman Lara about what other costs might be coming up related to the staffing because we assume and and it sounds like we have a good possibility of getting that filled with volunteers to help with that and having someone soon as sooner than later would help, you know, expedite that. So, I think that's a good idea. Um and then you know you you you wonder about what happens if it doesn't materialize and if we do have to start you know um having people fill that from our city staff and so forth. But again it's something that we can't really answer right now. We just have to kind of keep in mind that it could be opening the doors for other expenses. But you know we've already put that in motion. So, I think we just need to when we think of reserves and other uh unspent monies that this could be one area that we're going to have to start putting that into just because, you know, we we committed on that. So, just to be aware of that. Um I'm not sure what our plan is about coming back for a May meeting before we come back in June to talk about other things here. Um,

and I wasn't quite ready to to say go on the project manager yet, but um, you know, listening to council, I think it's something we've already put in motion. Um, but I would like more information too about plan A and B if we couldn't have materialized with the um, volunteers and stuff, just what other things we might be encountering on that. Um so with that I have some questions on the uh other enhancements real quickly. Um bring it back to Lisa. The um your request for the um study the study would give us um from 23 to 27 that' be about four years or so in between I guess maybe five since we started it earlier. What have we done in the past as far as our trend? We've done it every 5 years.

We've done it about every five years. About every five. And that 70,000 that you estimate, is that just from an average that what has been going out in the market that we found? Mhm.

Okay. And I just had a question for Mr. Solus. The uh is time sensitive on the grant. So if we were to wait for a mid uh a year adjustment, would that be too late or is this something that we can get an answer for any time or how? Um, I probably have to look into that a little bit more and kind of see um what the time frame is. I know currently, like I said, we are uh in the midst of the application and we are waiting to hear if we even are approved for the grant. Uh I think once I get more information in regards if we are approved then I can have a better answer in regards to uh when we can actually purchase or uh buy the solution that we're looking looking into.

Okay. All right. Thank you. Mhm. We can have Britney full run a full timeline for council because we should have an expected award notification date. So we should be able to pull that for you.

Okay. Um, and then just kind of to my council here, the idea of going forward with the project manager back for the animal shelter. Um, again, I do I'm concerned about doing anything that might tap into reserves, especially around the personnel when we're still negotiating with with the units. And we haven't got there yet. I think I'll I'll hold off more on that because we'll wait for the projected slides to come up. But um I just want to comment after that back to the project manager to see what our

No, I think after we have the reserve discussion and um Lisa's done some analysis on the last few fiscal years and um what we end up finding in our audited financials of what we leave on the table or what we underspend on an average going forward. So, we have a couple options to discuss as we look at those and then I would like to come back and revisit these for direction and then if you could um if you have any other questions about any other positions, all the department heads are here to answer any questions you have specifically about those as well. Yeah, I think that that was going to be my proposal is that we listen to the forecasting and then come back to discuss this slide. Before we move on though, Council Member White, do you have anything further prior?

Um, I do. Um, first of all, I think we definitely need a May meeting. I don't think we've ever done this in just one opening introduction. Well, we generally have one workshop and then we come back in June and do our first reading and then the adoption. We haven't we haven't had two workshops in the last few years, but we also haven't had a budget under these constraints either.

And kudos to staff. I mean, we started this um like um Lisa said at the beginning, we started this budget cycle with about 3.8 8 million in enhancement requests and we sent everybody back to the drawing board and said, "Look, we're we were our first attempt at the budget, we were lopsided and everybody went back and did analysis and um we really tried to look at the one-time funding costs and everybody went back, thank you to the analysts and the department heads. We looked at salary savings. um you'll see a lot in your third quarter budget adjustment that's coming forward and we were able to take care of a lot of those and get them off the table for you. So to hopefully make this a little bit easier for you. I know it's not easy but we tried.

Okay. So mayor I had some other questions. Um so Chief, how many um approved positions do we have for sworn officers? Right now we have 63 authorized sworn personnel. And how many are filled uh right now? 59. We were at full staffing uh a few months ago, but we had two terminations, one retirement, and then one just left. So, but three of those we already have people in the hiring process to fill. Okay. And um population is about 65. Is that what we think? I believe so. Yes.

Okay. So, we're at about one per 10, right? No, one per um what's what's the number I'm looking for? Little little more than one for one, right? Yeah,

um so you mentioned um chief the paragine software um and and the benefits of that. If we were to forgo that for two years, would that be worth it to you to go with the project manager instead? I I believe there's a need for the pair just because of our staffing levels right now with the increased crime. I want to free up our employees times, the employees that we have now to be able to be more effective in their their positions. Um I I do find it a high priority for me. It's that's a a tough decision I'm not sure I'm willing to make right at this moment.

Okay. But you would choose the the software over the project manager if that was a choice we were giving you. I I would have to think about that one a little bit more. Okay. Because pro public safety is my number one priority. Okay. And then do we have any idea I'm sure it's probably in a future slide, but Lisa, what um what does our surplus look like for this fiscal year? What's that? Yeah, I think she's going to talk about that in just a minute, but you're going to ask. Yeah. Is around 21 million. And that's um above or below budgeted projected.

What is the I think what he's asking is what is our current do we do we want it at 21%, do we want it at 30%, what are the what is the kind of that's not what I'm asking. No, I'm asking you. We're we're near the end of the third quarter of a fiscal year. How's that fiscal year looking? Oh, we are expecting a surplus. That's what I'm asking. Do we have I know I'm not going to hold you to any number, but is it just like a little bit of a surplus? No, it's it's quite large. It's um you'll see this in the next council meeting. I think it was close to 6 million. I think that's another reason why we should have a second workshop meeting once we if we're going to be counting pennies

and we have a better idea in May. I think we should should do that. Um I think that was all I had. Um yeah, that's all I had. Thank you. Can I clarify one point though? Uh it did appear that with that surplus, you have already the departments have already looked at ways to absorb that or some of it through adjustments.

Yes, we tried not to look at ongoing costs that way. So if something had an ongoing, we felt it was to our best interest to bring it to council so you were aware. I didn't want to commit to one time six mill five or six million left over this year to a program that was going to have a a tail, if you will, for a corresponding year. So something like Paragrin, he can afford that right now. He has salary savings. He can buy that. However, it's locking us into a three-year contract. So, we felt like in all fairness that is an enhancement as we've called it in the past and it needed to come to council for authorization. Does that make sense? Okay. All right. We'll head to forecasting.

Okay. I just wanted to do a little recap on the general fund proposed fiscal 2027 budget. So the balance of unprogrammed funds um sits at roughly 45,000 which would include the enhancements that we just presented. So staff is recommending um that council approve the one-time enhancements and then pass on personnel. Okay. So now we're going to move on to the long-term financial forecasts um to understand how these choices shape our f uh future financial capacity. We're going to be presenting five slides that build on each other. The first slide will start with our baseline fiscal 27 budget numbers that we presented with the assumption that we are adding the enhancements for 287,635. The second assumption we will add a 3.5% COLA adjustment effective at the start of the fiscal 2027 year. Third, we will use a conservative revenue assumption for the current Regency project that's being built. And fourth will we show we will show the results of adding debt service payment for a new police station. And then finally how a 1% sales tax measure impacts the city's finances. So the first scenario represents just the baseline budget with enhancements approved. This model uses a revenue average growth rate of 2.5% and expense growth rate of 3.5%. The orange line represents the city's expenditures each year compared to the

revenues represented by the blue bars. The city will remain at a balanced budget through fiscal year 2030. And then you can see the orange line starts to separate and show a gap or what we would call a shortfall in revenues. So I don't know if I should stop for questions here. Just repeat me mayor. No, you're good. Just repeat the percentage you said in the beginning. I missed that. Oh, so revenues average growth is 2.5 projected out for the next 10 years and then the expenses are at 3.5. Thank you.

Okay,

so the next um couple of slides will build off of the first one we just looked at. So scenario two shows the addition of a 3.5% COLA adjustment effective July 1st, 2026. The city will need to dip into reserves starting in July because this scenario increases ongoing costs. The city will have to reduce operating costs in 2028 by 369,284 to maintain a balanced budget in fiscal year 2028. The gap becomes more difficult in fiscal year 2029 and beyond. The third scenario builds off the COLA adjustment costs and adds revenue from the Regency project. Um, we used a conservative sales tax revenue um, starting in fiscal year 2028, which delays deficit balances in fiscal year 2029. And I'm sure we could get creative to reduce those costs to balance our budget in 29, but your gap's going to start again in 2030. Scenario four builds on the additional regent.

One more thing, can you go back um and what is the information we're using for Regency's projection? Um, so I I went into HDL and I looked at what Walmart's sales tax are, revenues are, and Home Depot and kind of went with a more conservative approach. We don't have information yet from HDL on that project. So that was the only source I could think of to use. Okay, great. Thank you.

Let's see. Okay. So, scenario 4 builds on the additional Regency revenue and cola assumption and then adds a debt service payment in fiscal year 2030 um for a proposed 75 million bond for a new police station. So, you can see the large gap starting in fiscal year 2030. The final scenario five uses all the assumptions and shows the effect of a successful tax measure in fall of 2026. If a measure is passed in November, the California Department of Tax and Ve Administration does not implement it until April 1st for which payment would not be received by the city until July of 2027. That is why you will see a deficit in fiscal year 2027. It is not until fiscal year 2028 that sales tax measure revenues begin to flow into the city that provides a meaningful boost to our ongoing revenue base and strengthen our ability to fund essential services. Are there any questions on how we came up with these slides and scenarios? Um, Mayor Pro Tim White,

do we have a um base? Do we have a scenario five with a half cent sales tax? Um, I don't in these slides, but I I have a spreadsheet that I use as really quick toggle button to go from 1% to half percent. Okay. Yeah.

Council member Lara. Yeah. on your scenario number two does would um with the three and a half% cola baseline that does not include the nine or eight and a half positions or the nine positions that are currently considered that would move up that correct. Okay.

Thank you. Okay. So now I'm going to ask you to forget about the long-term forecast. We're going to come back to actually 6:3025. Um the audited financial statement balance of reserves at the end of fiscal year 630 2025. The total fund balance was 53,626,216. So we identified non-spendable items restricted committed and assigned amounts. These are all in the act for 25. We next then apply the financial reserves policy of 16% of working cash flow a budget stabilization and emergency disaster re reserve which leaves the city an available balance of 22 million during the current fiscal year that we're living in. We have programmed additional reappropriations to reserves for a total of amount of 1.4 million which brings our available remaining balance down to 21 million. It's important to note that our available reserves of 21 million and policy reserves of$ 18 million amounts to a total reserve of 39 million or 51.91%. We also wanted to highlight that on top of the available reserves, I did make a little adjustment on this slide because your copies show a negative. Um there is an additional amount of money in the self- insurance fund of 5 million and that gives you a total combined reserve of 44 million or 48.67%.

So to give a little history on the buildup reserves, our actual expenditures compared to budget, we've trended um 88% in 2025, 84% in 2024, and 89% in 2025. So that's how we've built up our our surplus in the last couple of years. Oh, sorry, 2023. Thank you.

Can you repeat that whole discussion, please? Um so our actual expenditures that we spent compared to what we budgeted we trended 88% in 2025 84% in 2024 and 89% in 2023. So our expenditures were th that percentage of our budget. Correct. Okay. Yes. So if you think of it in the reverse, historically we haven't been spending 10 to 16% of our budget, our allocated budget annually. Yep.

Can you talk to us a little bit about what our reserve policy states? Yes. Actually brought it.

So the working capitals reserve requirement is to remain at 16% of the operating budget. Um it says this allows sufficient cash flow throughout the year when revenue receipts are not timely. We also have um budget stabilization reserve set at 5 million to provide city staff time to address an economic downturn without having to dip into working capital reserve. And then an emergency disaster reserve set at 1 million to provide funds that may not be available within the budget to address unforeseen emergency disaster brought upon by nature or human. So these were established by um council. So, if I'm doing math, maybe if I can do math correctly, with a 16% working cash flow, the the budget stabilization, and the emergency disaster based off of policy, that would put us at 18 million to be in reserves per policy. We're currently sitting at 21 million, which would essentially leave us with 3 million in excess.

Is that No. Say it again. So, so you have your 18 million in reserves. Okay. Um, so you actually have an excess of 21. So, we're meeting the policy plus, right? Yeah. Essentially, so that that's the 3 million that I'm looking at. No. Am I doing that incorrectly? Yeah. We have 53. We have we started with Yeah. 53 at the top. At the top it says um total fund balance 53 million. Okay.

And it already accounts for our policy to set aside reserves for the working cash flow, the budget stabilization and the emergency fund which leaves you with 22. So the 22 is essentially what we have in excess of our reserve policy. Correct. Is what you're highlighting here. Thank you. Yes. So, in excess of our reserve policy, we are sitting at $22 million. Well, and then we counted for some of the decisions that we've made in the current budget cycle that we're in. Um, so we're actually down to 21 to the 21.

Yes. So when we are truly mentioning that we are dipping into reserves which I will place in quotation marks here essentially at this point we really aren't dipping into our reserves from a policy perspective correct yeah it's available funds of 21 million that we we would be dipping into which is this correct the 21 million is what we would dipping in. Yes. Okay. Y Council Member Martinez.

Yeah. Just back to the cash flow. Um so the cash flow really is um you got a bill come in 5 million. We don't have it yet. We pay it. But that's going to come back once the revenues come back in whatever. So that number then is going out but coming back in. It's not really used. Correct. Right. Is that a number that's working for us or is that too much because you know we we want to have enough to cover those we don't know come in but on the other hand we don't want to have it to where the money's just sitting there if we could use it for something very important.

It's it's kind of covering three to four months. Um as you know the property taxes are the big chunks that come in twice a year. We get those in January and May. So, you're comfortable then with that number being staying at 16%. And the um percent that the government requires us to have um are we supposed to have a certain percentage um that we're required to have? I think the GFOA it's in our policy. They they recommend 25% actually, but when they're talking about reserves, they're talking about the 53 up there. They're not talking about cash money that we we have to have on hand. Correct.

Um, sorry. Cuz that was from the enterprise. We didn't identify what it was. I'll have to go look it up. Okay. That Yeah, I don't have that one off the top of my head. So, whatever that number is for now for discussion, we're complying with that. Is it an addition to this is what I'm really looking for. So, is that percentage on top of the 16, on top of the five million, on top of the 1 million that they're suggesting that we keep or do we have it baked in ours? So, if they say eight and we say 16, we're complying in that way. Yes, that's the way it is. That would be that would be more Okay. Yep. Okay. Thank you, Council Member Lara.

So, Lisa, on the similar to Council Member Martinez's questions on the five million is that and I know that that's a to fill gaps as well or where lot there's a loss of revenue. Does that need to be adjusted based on our expenditures or do we just because I see you also in your staff report you indicate that that's 6.6% of overall revenue. Does Should we be changing that as our revenue increases? Do we need to change that percentage? I I think we should. It's been a while that this was set. I feel like it's been six years or more if I can remember correctly.

So I think it it might be a policy that we we come back and look at and revisit with council to reestablish these numbers. Yeah. And I have the same question on emergency disaster reserve because there there's no there was no CIP associated with that. So it doesn't climb as our reven staffing increases. So we need to look at that as well. Yep. Okay. Thank you. Prom White. Yeah. Let me approach the reserves in a different way just so I understand. You said our policy is 15%

and the 15% would would uh refer to all to which line items you got here? All of it? Uh no 16% working cash flow reserve. So that's which you can see there is the 12 million. So we're at 16% and that's recommended to be 15%. Mhm. And actually, just so I'm clear, there there really is no requirement by the government that we have. It's a recommendation. It's a recommendation or if you want to qualify for the awards for um the different JFO has a 16 to 17% recommendation and we're right at 16. So, we're at their minimum.

I just look it up. And um theou revenue bonus what I think I know what that is but can you explain what that is? Um that was the the one one one time one time lump sum when revenues exceed projections 10%. Yeah. Okay. And so that is sorry I'm not an accountant but that is how much we have still to pay out or how much we are oblig or that's what we covered that's what we ended up covering for the enterprise funds. Yeah. Okay. And the pension 115 trust that 4.3 million is what we've put into it so far. Yes. And

and that was the balance as of 63025. And what what is our policy or what have we directed as far as adding to that each year? Is that it's like 01 or 0.15%. It's a little over $600,000 a year that we've been putting into it. I think this year it's about $652,000. Last year it was 614. Okay. And I think when we decided to go in that direction, the idea was, you know, it's a it's it'd be a good policy, good practice, but at the same time, if we needed it for for whatever reasons, we could pull that back and use some of that, and there's no penalty for that. Correct.

It just means we don't meet we're on a different trajectory towards our PERS um obligation. Um um okay. I think that's all I had. Okay, mayor. Yes, because council me mayor Pum might brought up a good point on that uh pension 115 trust. That's also a number, the 600,000 that hasn't adjusted with staffing levels because that is a and correct me if I'm wrong, but that's an unfunded mandate that the city has to pay on that. Is that

No, it's this is this is like a reser another reserve that you're setting money aside for. And because it's based on a percentage, it is keeping up with the cost of p personnel increases.

Thank you. Okay, we can move on to the enterprise funds. So, the wastewater fund is budget is balanced for fiscal year 2027. Revenues are growing due to rate study implementation and increased by 535,366 or 3.3% and expenses are up slightly due to operational needs by 117,984 or 07%. And Thaxton is here to go over his budget enhancement request. trans.

Okay. Um first I just want to remind everyone that the um previous slide regarding uh personnel etc. uh for those here and maybe watching um referred to the general fund and that the wastewater department is a separate enterprise fund. Um, with that said, um, we do have a enhancement request. Since our last personnel addition to the collections department in 2022, we've added over 2,000 service connections, miles of pipeline, entire service areas such as Altus, multiple Fairway Canyon communities, and the new United Legear and Amazon Basin. Additionally, we've added two new lift stations to the service responsibilities with a third expected to be uh our responsibility by the time of this budget adoption. Further supporting uh the need for additional staff is the city's own class and comp study, which the initial draft shows that the department is understaffed. We thank you for your consideration and I can answer any questions. And just like in previous fashion, you've got the organizational chart on the next page. So you can see his current staffing model and levels identifying the new position in green. Mayor Pro Timboy.

So on your is it okay to talk about your long-term fiscal forecast? Yes. I don't know if that was something you're going to cover. Next slide after. So you want to explain that first then? Can we flip to it, Lisa? Yeah. Okay. So the revenues and expenditures for fiscal year 27 you're budgeting to be the same, right? Or balanced. Yes. Um and then every other year it looks like revenue is greater than expenditures. And that's with continuing the current pace. Yeah.

And and so if I went back and looked the last three or four years, would I see the same revenue greater than Yeah. It's it's more exaggerated in the last couple years, especially with the boom of activity with a lot of our stuff coming from service. Yeah, it's got another and are you taking into account I know it's early and we don't have a number, but um have you looked at um what a number for the recycled water would do to your budget? No, that we have not taken that into consideration. Okay. Um, okay. That's all I had. Thanks.

I hope you understand that's we don't want to count chickens before they hatch kind of thing. Um, no. Similar to Yeah, I understand. I

some of the other future developments that might happen. I mean, I think we got to a comfort level with Regency, you know, if you go by there, but, you know, I we just don't feel like we're there and we don't want to count on it. Well, just to give you an idea of of the approach that I'm looking at on both the general fund and the wastewater treatment fund is a sales tax revenue is not necessarily even if we decided that's the budget we want to use, that's not necessarily a given thing that that that happens. And so my thought is you're not accounting for you're count you're being very conservative on the on the Regency center and we have other prospects coming in that seem fairly promising. Um, and my thought is would there be a way, and that's one thing I was looking at the uh at the uh 115 pension to buy ourselves a little more time to get have a better understanding of what our projected revenue is in a year or two, assuming either we decide not to go for the sales tax measure or we go for the sales tax measure and we lose. Um, I just wanted to, you know, I think that in two years from now, we're going to have a much better understanding and we're not under the uh the gun like we were like we thought we were last year.

Um, so that's that's why I was asking you uh where we could go. Um, looks like you're okay for at least a few years. Looks like you're too bad we can't move some of your money over to to the general fund. But can we sell I believe I believe we do make a about a $1.5 million contribution to the general fund every year for services rendered. Can can we increase that when we get the new fee study? I know the answer to that. Thank you. And council member Lara.

Yeah. So long-term fiscal for forecast looks good moving forward. This includes and your budget includes the FTE or does not include the FTM? Yeah, this the long-term forecast doesn't include it, but we do a um um we adjust through the the building repair and replace fund to help balance this fund. So you just if you make that choice, you're just going to put less into the reserve fund for repair and replace. And in your current budget or your next fiscal year budget, you're looking at still continuing to repair sewer lines as you move forward. And I correct

commend you for that program as well. So okay, that's all I have. Thank you, Council Member Martinez. Yeah. So along the lines of the repair and replace um you have factored in the increase for utilities in there um in your um proposal. Um, but for repair and replaces, is there anything you see um that any additions that you've been planning on that you um anticipate or main main things at another collector whatever train?

No, for the re repair and replace um it does have a cost factor adjusted. So each year it grows um as we bring in our CIPs and identify areas of need. Okay. So that's you're comfortable that's covering as it's moving. Um, as far as expansion though, as far as anything that's that's in a CIP, that that would not be part of this discussion. No, but I'm trying to figure out how your mind's working as far as um the personnel that you're asking. Yeah. The personnel is, you know, strictly service need for the the growth of the city uh and and the commitments we have. Yeah.

Okay. And that you've been increasing from three to four. Correct. Okay. All right. Thank you. Okay. Okay. Okay. Mayor, may I jump in? I have a question real quick.

Yeah. So, um, in scenario five, I know this is not the wastewater, um, fund, but in scenario five, you you factor in the 1% sales tax increase. Do we have, um, see how you have columns, years, revenues, expenditures? I think it'd be nice to know what portion of the revenues is you're calculating for each year for the for the um shows the increase sales tax revenue increase and if we could see that separate

at 1% half a percent and maybe even 3/4 of a percent um that would just help help that number there. That's all. Thank you. Sure. Y transit.

Okay. So, normally by early April, RCTC approves a short range plan um transit plan and it's and it's usually brought forth to council for approval. So, um we've been kind of changing the numbers a little bit this week as the transit team still works with our CTC through the budget process. Um, transit is funded primarily through rider fairs, EV charging, and significant subsidies by the Riverside Transportation Commission. And total revenues um are projected to be 3.9 million and expenses of 3.9 million for a balanced budget. The revenues in expenses have increased um by 7.2%. And we have the budget enhancement request for transit.

Thank you. I'll start over. Good evening, Madame Mayor and council members. Um, we're requesting one full-time one full-time driver to support daily operations. Um, we currently staff currently cover 60 hours of open shifts and so we'd like to fill that with one full-time driver. Um, and the rest of the hours with time off requests would be covered by five part-time drivers that we currently have staffed. And that is my only ask with that. if you have any questions. Council member Finn.

Thank you. Um Alisa, this might be getting off topic just a little bit, but I know that we're coming up we're going to be seeing some requirements for fairbox recovery. When does that kick in? And does that do we think that's going to affect revenue? Do we actually expect revenue to go up as a result of that? Um or do we think wrership may go down if we're having to increase fairs? And then are they is whatever the shortfall is is that still offset by um RCTC.

So our request is always through calculation because we do have to consider the 20% um fairbox recovery in 27 or it'll be in 28. Um so every time we we run numbers on our end saying you know in in asking for more bodies what will be our recovery we consider that. Um and then moving into our new yard is also another um revenue that we consider because we are proposing um to sell CNG and hydrogen fuel cell including um our charging station. So we're ex, you know, we're depending on that. We also offset our fairbox with LC top funding. So when we end our LC top discounted program this year in fiscal year 27, we're going to go to discounted monthly passes is what we're proposing. Um that's 120,000 I believe that we're offsetting the fairbox to say we we're going to sell students um and senior and disabled monthly passes to continue having that revenue come in and then we offset the rest with that grant. So we always have a plan to continue having the revenue come in um with the grants. Um the yard is a big big part of it because we need the revenue with CNG and hydrogen fuel cell um um as a recovery for us.

All right. Okay. Thank you. I appreciate it. Mayor Proim White, sorry. Um your 18 new projects, that's the uh transit funds CIP, correct? And um are those all funded, partially funded? None of them funded. You said CIP CIP. Oh, okay. I thought that was under the uh transit. My bad. She's just asking for a bus driver.

So, the other thing is um RCTC's funding, not related to transit, just in general, is dropping significantly this year. So, I'm wondering if that's also impacting the transit funds as well. I mean, it's it's significant drop from what we get every year. Um, I think it's gone from I think there's 9 million to split between the entire all the cities that are part of our CTC. So, I'm just wondering how if the transit is also being impacted as much by the state budget as our CTC is. So, instead of having a three-year plan, which we've had with LCOP, we are reviewing it every year. Right now, okay, because of that, we're asking to sharpen our pencils and go back and look at what we're how we're applying the discounted programs or what we're using our LC top funding for as well as SGR funding. So, we use that um as part of the rehabilitation for the maintenance yard basically. And so we say instead of it hitting instead of hitting operations hard with um high bills and you know trans transmission repairs or engine repairs, we offset those costs with SDR grant funding so that we can continue you know our operations as normal and we are not seeing high increases increases in our operations.

And what's SDR stand for? Um good question. I'm sorry. Um State V state. Yeah. State of good repair. I'm sorry. Yeah. Okay. Yes. Thank you, mayor. Council member Martinez. Yeah. Uh, you mentioned something at the beginning that I missed. Um, when you asked for the new budget driver, you said that you are covering their routes now or covering that time with personnel currently.

So, we currently have 60 hours of open shifts. And what we do is we use our part-time drivers to cover all those shifts, but that doesn't include um requests for vacation time or sick time. And so we are bringing in drivers above the hours that we should be allotting them for. And that creates a lot of overtime, especially with full-time drivers. And so what we want to do is minimize the overtime and um have the one full-time driver and then you know offset the the overtime cost with the full-time. So I think it would kind of and that was kind of where I was going. So we're paying already some of this now over using overtime and stuff like that. Yeah. With time.

So it wouldn't be a total new position where you know all the hours. It's basically you're kind of um shifting over some that we're paying now already. I'm just trying to make sure that it's this is really not a full 92. It's less than that really. Okay. Thank you. Um could we get a on the next time could we get a dollar amount of what the overtime expendes are? Yeah, absolutely. Thanks. Remind me if I may. These are coming out of your budget or they come out of the they're they're not general fund. They're in their own enterprise. Their own enterprise through RC RCTC

RCTC. So if you have a balanced budget and you're going to go over by by having something like this, then how do you adjust for that? Are you waiting to to make up for it somewhere or Well, we always there's always cost savings. So we just um take from one department. We we're spread out in different budget. All of our routes are spread out in different um departments. So we just say, well, we have some cost savings in 7,100 and then we apply it to 7,400. And so that's kind of how we balance it out. When you come to the to us with this type of proposal, what you're saying is you've already looked into how you would move that around in order to account for this. Correct. Okay. Thank you.

Prom White, do you? Yeah. I just wanted to say with the um RCTC funding for this um we put we submit a budget and a justification for that budget. There have been times especially with our it happens every year with uh what's the one out in the desert sunines sunlines where they come back to RCTC and say look at we we messed up we need more um they do that every year. So, you know, there there is something, you know, that RCTC does have a little bit of a backs stop on some of these things. Um, but it has to be approved by the whole commission at that point.

Okay, great. Thank you. Thank you. I said generally we have the opposite. We end up giving money back because we haven't spent it all. We have to help out Sunlight. We do. Yes. Tell them tell us thank you next time.

Okay. Moving on to the capital improvement program. Robert. All right.

All right. The fiscal year 27 CIP proposes 40 projects. 18 of those projects are completely new, meaning you have not seen them in prior uh future projects. in prior CIP. Uh 22 of the projects are rollover projects, meaning that they have been included in uh prior CIPs as future projected projects. The total program cost for the fiscical year 27 CIP is approximately 26.7 million with 43% of the funding coming from grants, 13% from developer impact fees, 12% from internal service fund, uh, and the rest from CFDs, gas tax, measure A, SB1, uh, etc. For context, in fiscal year 24, the adopted CIP programmed uh was 37.3, excuse me, 37.7 million. In fiscal year 25, it was 34 million. In fiscal year 26, the adopted CIP was programmed with 22 million. That's the adopted amount. There have been several amendments to those that uh increase those significantly, but just comparing apples to apples, you're looking at the proposed adopted CIP. So, as stated, there are 18 new projects. The full list of the projects can be found in the draft CIP in attachment E. Uh just a note on attachment E, the material is correct except for the list of projects at the very beginning of the document. Staff went through that list today and found about 18 projects to be removed from

that. So your next your next seeing of this um CIP will will have an updated overall CIP list. that that is not the planned CIP um for the 5-year. Of the 18 projects, three are public works projects, uh one community services, four facilities projects, and five are IT projects and five transit projects. Proposed funding for the projects can also be found in attachment E. However, um staff is available to to talk about those fundings. At this time, we're going to dive in to what I consider the more important projects. Those are the public works projects.

Robert, before you continue, can you do that breakdown one more time? Sure. Three public works. Yeah. So, there are three public works projects. one community services, four facilities, five IT projects, and five transit projects. Those are exclusively the 18 new projects that you've never seen before. Okay. Thank you.

I have a question before you go to the next page, too. Um, the funding category funding request, it just reminded me maybe the measure A, where are we on our payback with WRCOG? When do we no longer have to make an annual payment to WR Cook? And is that accounted for in your long-term forecasting? Right. What's that? I think we're about two to three years out on that. Okay. But you've taken that into account in the long-term forecasting. No. Okay. And how much is that a year? I don't know that off the top of my head. I'll have to get back to you on that.

Okay. The amount that we receive is approximately um 900,000 to a million. Very that's what we receive after we pay what we owe card. That is correct. That is what we the city receives. Okay. So I think we should probably add that to the long-term forecast so that we have a better understanding because that's going to grow along. You're talking about the amount that we don't receive that they're still correct. Yeah. Correct. Thank you.

All right. So, I just have three showcase projects um to kind of go in the weeds on on what we're doing, what we're proposing. Uh this first one is the only general fund project. It is the Grace Building Rehabilitation Project proposed to rehabil re, excuse me, rehabilitate the city's city-owned facility at 500 Grace Avenue. The current and proposed use is office office space. The improvements would replace the HVAC, the roof system, repair electrical and communications, remediate water and mold damage, enhance site and building accessibility, paint the exterior and interior, and perform much needed but minimal interior remodeling. Uh the request for this project is 1.4 4 million in general fund and as I I stated it is the only CIP project that is requesting general funds. Can you go over the items?

Sure. This is just a general category. Sure.

Not explicit. uh would be the HVAC, the roof system, electrical and comms, communications, remediate water damage and mold, and then enhance the site and building accessibility, paint interior and exterior, uh and then very minimal interior interior remodeling. No problem. All right. The next project is a city-wide traffic analysis. The citywide traffic analysis project proposes a comprehensive study that focuses in tiered approaches and timelines. In essence, staff is looking for lowhanging fruit on a city-wide scale. then near-term, midterm, and long-term improvements. Again, with a city-wide perspective, the study will evaluate existing, proposed, and future developments along with proposed and future circulation elements, including interchanges, grade separations, and the downtown revitalization concepts. The scope will include workshops with the council to obtain direction and valuable input but also share in the findings. The deliverables will include a phasing and implementation approach. Basically, how to get there from here and identify uh funding programs that could leverage city dollars further. Uh lastly in this kind of three project focus is the city entrance and wayfinder signage. On February 17th of this year, council provided a clear direction for

staff to develop a project to install city entrances and wayfinder signage. Council was clear that they trust the city's PIO and not the public works director to provide the final design based on selected concept signage. Uh public works will continue to work with the PIO to final the design and implement the signage at key locations. That concludes the uh CIP presentation. There any questions? Staff is available. Can we go back to the Grace building rehab for a quick second? Um, with the changes that are being proposed, if this building was to be used for a different use, such as restaurants or something eventually down the line, what um do the enhancements here um continue with that vision moving forward? What I'm trying to ensure is that we aren't spending $1.4 million to only rip it out in a couple years.

Sure. So, there are um significant overlap with those uses as in the HVAC would still be applicable, the roof would still be applicable, the exterior paint. Um where we kind of lose where we kind of get into focused use improvements is the interior paint and interior remodeling. That's that's a very low portion of what we're asking for, but those would be uh almost throwaway improvements at that time. Do we have a dollar number or anything you could think of on that?

You if we were to change the use um for instance to a restaurant, it would be $8 million to rehabilitate this building. The throwaway cost, I believe that's maybe what you're asking for, is probably in the 300 to $400,000 range out of that 1.4 million. Great. Thank you, Council Member Fen. Thank you, Mayor. My question is kind of on the same line that if it was for office space, what would be the additional cost for, you know, cubicles, office supplies, you know, that sort supplies, but you know, desks and cubicles and and that sort of furniture and that sort of stuff. How much do you think that would add to that? Sure. So, it is factored in there. Okay. Uh about 500,000 is what we projected that to be. So in that that 1.4.

Yes. Okay. Thanks, Council Member Martinez.

And I and just in case I missed it, so the rehabilitation at the 1.4 is giving us a building that is primarily going to be used for what we had discussed it's used for or multi- possibilities. That will just get us the compliance and get it cleaned up and get it ready and then we can decide from there what to use for it or it will allow the building to be used exclusively for office space, putting bodies in there, stopping the deterioration of it and then bringing it up to a usable building for office use. whomever we put in there, you know, whether that's a municipal staff or um anything else for office use, I don't think would would be different.

Okay. And we haven't went into those details yet. I don't remember. So, this is just for whatever type of office space we use for if we were to swing around and change it to a conference area or something like that, that could be entertained because this amount would would cover that as far as preparation. Yeah, there is a proposed use and and I don't know if we want to get into that. Oh, no, we don't. I just wanted to see what we're getting for that. And then for the traffic study um how does that traffic study um incorporate what we've already approved with the AI signals? Sure.

Yeah. So, great great question. The the AI is really targeted to intersections that have traffic signals. So it it will incorporate that approach and more of the analysis of uh other deficiencies uh throughout this city. So this citywide approach is not just like Highland Springs and Bulmont Avenue. It's Oak Valley Park uh Parkway. It's Cougar. It it's uh a lot of the residential communities without getting into the you know the actual um local streets. So,

but it'll also go back and see whether what we thought was going to happen is happening at the AIS that we're currently going to the timing of it might be challenging. So, the AI technology will be done presumably this year, right? This study will will be kicked off uh again presumably um in July. So, I don't know that we're going to receive a lot of data. Well, why wouldn't we wait then until that's done? Because my concern is we paid a lot of money for that and we're assuming it's going to work. I want something to tell me it's working besides the complaints or not complaints I'm hearing. Sure. Absolutely.

So I mean would that be something to entertain? I mean I don't know if if to me it makes sense to hold off until that's ready so that can be incorporated to see if it's working right or the way we had planned. I have no objection. I mean our workload is high already so so delaying this further would would be great for us. However, I I think you're you're going to see the results on Highland Springs long before you're able to quantify them.

All right. Well, all right. Just a suggestion because I'd hate for, you know, any data we can get to me is worth it. Uh even if it supports what we already see, it just makes more sense. If there's no time sensitivity of pushing it forward, you might as well wait to include that and then we can justify, yeah, you can see it, but here's the data that shows it. So, just a suggestion. Would you prefer that this item, this specific CIB be pulled and then maybe brought forward at a mid-year adjustment or an amendment? Let's see what the council decides to do because I'm not sure if we're going to pick and choose, postpone, redisuss. So, we'll come back to that and see when we get to that discussion.

Council member Lara.

Yeah. Uh, Mayor Voy touched on some some good points in regards to the Grey Street building rehab. Um, I do like the idea of office space. I just don't know or if we have any idea of how long that office space will be used for before we look at converting that. Um, the concerns that I have are typically when you go into kitchen remodels or kitchen rehabs or restaurants, the we could bring the restrooms up to ADA compliant for office space, but typically those will change when you get into restaurants. Um, the other thing that I get concerned about are uh grease hoods, class one or class two, and then your your your punct, you know, puncturing holes into the roof that we just redid. So, I I don't know. I'd like to see a game plan if we're going to use it for office space for five or six years uh before we look at remodeling that into a restaurant. I like what you're you're doing um in that regard. So, that just a question. So, if we can look into that as well because I I do have the same concern.

I think that that would be the direction of council is to tell us when they would like to see that transition. Thank you, sir. Prom White. Um, so let me approach the qu the issue that both uh Mr. Laura and the mayor brought up in a different way. Uh, the 1.4 million you mentioned u that HVAC, roof and exterior paint would sort of an overlap regardless of what we do with that building. Do you know what how much of that 1.4 million is that? Uh he

cuz I I heard you throw out a 300,000 number. So I'm wondering if that's if it's 1.1 for HVAC, roof, and exterior. No, it it is sub 1 million. I don't have the exact numbers on hand. Um but it's probably in the realm of 800,000. Okay. Um and then in to build on Mr. Lara's comment. Um, things like the stuff to improve that building in order to house restaurants could be tenant improvements that are charged to the new the new uh tenant. Correct. That is correct. Yes. Is that normal? Is that the normal way we would do something like that?

Uh, I don't know about normal, but that is a uh if this was a private establishment, I think that that is the method that they would use. Okay. And um are you going to be doing and what was your what was your comment about Highland Springs? I think it was to to uh uh Mr. Martinez about regarding the AI. We wouldn't I think it was somewhere along the lines of um we would see a a change in Highland Springs before I mean Yeah. Can you remind me or repeat what you said there?

Absolutely. I'll go a little deeper on that one. the the AI will not solve the problem at at Highland Springs. It will improve the efficiency in the realm of 5 to 10%. And I think you will feel that when the AI is implemented far quicker than we we can do a study and quantify that it's in fact 5% um improved. Okay. and and the building seems to be a um fairly relevant historic building. Have we looked at grants for that uh for the development of that building? Yeah, for Grace Avenue.

Sorry, we have not looked at grants at this point, council, because it is not a listed um historic resource. If we were to go down that path, it might open some doors, but would it also create some constraints, too? And I think we've talked about that before. Can you remind me what the constraints could be?

It just you then you're working under the historic building code, and I'm not an expert in that, but that creates certain requirements that you wouldn't have otherwise to to address. And if I Carrie, you want me to address. So, we talked a little bit about timing and I think as I've shared with you, I think previously you you ought to assume that the office use would be a fiveyear kind of plan, maybe six or seven. I think ultimately the goal would be to deploy that building in a more um retail or restaurant oriented manner, but we're getting some traction in that area. We've asked for money from the federal government to to do enhancements in the downtown hub area. And I think if we're successful in building some momentum there, then hopefully in that 5 to sevenyear time frame, we would be in a position to invest the additional money into that building and create a restaurant or food hall or something like that. And would we um would we see the I don't know if you call it the the main room the big room would that become cubicles and offices or would that or I mean is that the plan or is it going to go where all the other offices are now and we'd still have the main room for other purposes and other uses? There's an idea floating around to to have that large room be um mobile cubicles like an open office concept.

Okay. Yeah, that worked great at our company until COVID hit and then they had to go back to No, nothing open. Yeah. If I could I think that that is a spectacular space and so we would want to keep a portion of it open if we can and maybe make it a community room where we would have events and things like that as well.

Um and then would you know that building has all the different little I call it a a maze all the different additional extensions that were put on by previous owners. Uh are you going to reduce any of that with the office when we convert it to your to your office building?

No. So the initial request at 1.4 will rehab the entire roof a lot of the HVAC uh AC system. H however we will the new additions to that building are grossly non-compliant with ADA. So the intent is we can salvage the older historic part of the building and then a portion of the new construction and then section off the rest until further need is is uh needed for it.

So I'm wondering if the long-term mission of that is to to go eventually in a different direction where it's maybe the anchor piece for our downtown there. Um, I'd hate to be doing the work on the extensions if the extensions would be gone once once we get to the point where we can build something different. Um, so just wanted to bring that up for thoughts. And I guess that's all I had. Thanks.

Yeah, you need to. All right. Well, thank you. Um, I think going back to the Grey Street building, I can see the need for um, you know, to create kind of some buzz down in that area, put some people down there and continue with that. I also think that the traffic analysis um, will truly give us a greater picture than just kind of the isolated little pockets that we've been getting over time. So, this gives us that kind of 30,000 foot level that can help us identify some things. I think it also helps us to prioritize projects. I think right now what's been driving prioritization has been um you know economic boom or what we have at that point. So you know as we continue to look at uses this kind of can give us a um a map uh to move forward. So um I really appreciate that. So um kind of to bring us up to speed I think a little bit as to what we have here. I I feel like I'm getting a consensus from the council that we probably need to come back with another meeting. Um and I was trying to keep up with some notes with regards to what we have. Um I know there's a request for the measure A end date um and the amount that's going out annually and to ensure that that's added into our future forecast. I have to add changes to the long-term forecast scenario five to include the different uh tax cents and to add those in there as well as break out uh the amount uh that would be for that tax associated in that um scenario. I also have for the transit position to come back with the cost savings with the overtime.

I actually have that if you want me to divulge. I pulled that up while we were on to another topic. So, in this current fiscal year, we budgeted 38,000 for overtime. We've already uh overspent by about 26,000. So, um 64,000 spent to date. And our fiscal year is not over. And then once you add in benefits, you're probably at 3/4 of that 92,000 that we requested. Just transit over.

That's just transit. Yeah. Julio asked specifically for the how much of the overtime cost would offset that personnel and it does but only about a third of it when you add back in benefits and you look at what we've already budgeted and what we're so we're only over budget about 26,000 this year. So take that off the 92 but then add back in benefits and finish out the fiscal year. Yeah much. So you're essentially breaking even at this point. I'm thinking maybe you might get out with about 75,000 but we'll see. I can run that for sure.

Okay. So, that leaves us with um kind of the what's next discussion. So, do we want to continue with the discussion tonight? Um my council here, do we want to continue with the discussion tonight um regarding the positions? Um do we want to chew on them for a little while and bring it back with the other information? Um I see a hand over here, Chief. Yeah. Yes, Mayor. I if I just use this opportunity to respond to council member White's original question.

First I want to say thank you for giving me a few minutes to think about the question you asked either the project manager position or the paragrin software and it's a tough decision because we need the animal sheltering services for the community. But my role as a chief of police is to make sure I provide my people all the resources I can to make sure their job is done safely and they go home to their family. And because I love my people and I want to provide them everything I can, I'm going to say undoubtedly if I had to choose between the two, it'd be the software that provides them resources for their safety. Um, but I also like to provide another option instead of either or, an and option. We're in a unique position this year because of the management changes in the police department. There was a long delay before a lot of promotions and we have over a million dollars in salary savings. I am in a unique position to use current salary savings to pay for this entire contract right now. Um, and that will take away the need for having to make that decision if it's an option I can throw out there. Okay. So, I'll open it up to council. Um because back to Lisa's point, obviously we're not uh the if we're trending the way we have the last three to four fiscal years, we're going to have considerable savings this year. Like I said, we tried to bring everything forward this year that had a ongoing long-term cost, but that could be part of the direction from council tonight is to go back and um continue our analysis, even an ongoing software, if you will, and bring that back as options to purchase in this current fiscal year with anticipated savings. But just know we're we're entering into

contracts that have long-term ramifications. That's all I would ask. Council member Lara.

Yeah, I would think I think that's a great idea is to be able to come back and I think maybe too I would like to see us come back in in May towards the end of the month if at all possible to kind of see with salary savings. I know that that tends to be a big thing and I know that uh directors have all gone back and really kind of peeled back the their request. Maybe we can see what we can move forward with at the end of May. Um, and then what we can go ahead and look at uh at midyear budget. So maybe there's there's two options there where we can make the emergency or the the must haves in May and maybe move forward um again and bring it back what we didn't get a chance to approve at at midy year. Um, something else I would like to see is I know we're looking at a million-doll drop in building and safety, which is I think if I saw the numbers right, we're about 40% drop in projected permit um revenue. I'd like to know where we are in planning. Sometimes planning can be that canary in the coal mine where you're it's not immediate, but it is long-term and so we can kind of see maybe where things are moving at that point. The other thing I would like to see too with both planning and building and safety is I know that they're working really hard on the um cost recovery uh fee for service. I'd like to see where they're at as far as being able to be you know if it's is it 93 I know the target with the last report was 93%. Like to see where we're at and what we are supplementing that those departments with on general fund. Um, I know it takes a few years to get the deposit based fee system off the ground and and get, you know, new habits generated, but I would like to kind of see where we're at moving forward because I think that may help long-term forecast. Um, and that's all I have at this time, Mayor. Thank you.

Council member Lara, just for a point of clarification for me on the 93%, are you saying that 93% of the work is done inhouse? Um with the the last fee study that they did, the goal was to um hit 93% mark as far as billing to cases. Do I understand that correctly? Yeah. Okay.

All right. Mayor Prom. Um, and I'm I'm sure they're in the numbers somewhere, but I would like to bring up the discussion on a couple um of the items that we've talked about recently, specifically our commitment and obligation going forward for Cherry Festival and what the opportunities are for the the golf tournament and any of those other things. Are those is there a single category that the we're budgeting for next year's cherry festival or is that just something that

for now because we haven't captured the true costs of this year we did roll over the 100,000 sponsorship um in in theory it's a sponsorship that is now actual expenses. So we have a placeholder next year um any um sponsorships donations that you approve this year are all rolled over and assumed already in this budget. for the golf tournament. Is it the 10 or the 40? It's the 40. Okay. And so I think, you know, if we're going to talk, we got caught this year because we couldn't budget it. We hadn't budgeted the the the additional. So, um I think that should be part of our discussion because those are those two items are significant.

They're significant. And we discussed with Nicole, she keeps an ongoing list because it comes out of your budget. So we um she keeps an ongoing list and maybe bringing that forward on a bianual basis for review for council to see and have it in front of them so that you guys can make any adjustments or recommendations. I think that would be a good policy going forward. And you say when it comes out of our budget, you mean out of the city council council item. Um I'd like to see that broken out broken down. Um we can bring you that list.

And then I'm bringing up something that I want to preface this by saying I am not proposing this this year. I'm not even proposing it in any future year at this point, but this is the first chance I've really had to ask this question. And that was in 2015. Um, council members were considered employees and we still are, but back then council members had the opportunity to um be a part of the of the health insurance. So, what I would like to see um as as a discussion, and again, I'm not saying I'm not suggesting up here that we make this decision, but I think we need to know, you know, I talked to a lot of other council members and were unusual that we don't offer that to our council members. Um I know we removed it without having to go to a voter. We were able to I think I don't remember how we did it. I know that Mike and I proposed it. I don't know if it was an ordinance, how we would bring it back if we needed to bring it back.

There the reason it was removed is because there was no ordinance. There was no documentation on file allocating benefits or distinguishing council's benefits. So, we terminated them because we had no direction to do so. So, we could bring it back in the form I believe it's a resolution.

Okay. because um one of the things and one of the reasons I was in favor of getting rid of it back then was in my opinion for council members it it was being abused and it was being abused in a way our policy was when I sat down with the city manager the city manager told me you already have insurance with with your company um so therefore you're not spending money on insurance so in instead of us buying you an insurance policy we'll put the same amount of money into a retirement fund for you. And I know that some of the council members before us were walking away with tens of thousands of dollars and I thought that that was not the best use of that um that benefit. So I would like to see you know what you know are our neighbors doing this? I know that the the ones

we have the survey when we did the the salary increase in the last 18 months, we did a survey of our surrounding neighbors and what other councils receive and offset. So, it would be a quick refresh of that study and we can bring that back to you. Yeah, I would like to see what that looks like. Um and um and then we can have a discussion or not have a discussion. But I don't I I don't want to see on social media tomorrow, you know, Lloyd's trying to uh increase our our benefits and then to see some of those um and I think what you're referring

for Oscar back in 15 it was it was intermittent. Certain council members got them and certain ones didn't. And then we've had a 457 match which meant if you put money in then the city put the max money in for the year and that's where they walked away with the 457 401 plan money. But I also wouldn't it be possible for us to offer that to council members if they want to pay it. I mean of their own salary. Yes. Out of our own pocket. You current you current well you can out of your own pocket. You can defer from your council paycheck currently today.

Yes. that is what I we could but we don't know what kind of insurance we can get for whatever we're separate so those I think those are I think important discussions um will that need to come back as a future agenda item yeah but we can bring you a scenario on the budget for consideration and then if you direct us to bring it back we'd come back with a resolution yeah I I mean I'm I'm primarily focused on the idea of us being able to buy in not necessarily us be um represented for that. So um like I said, I'm not asking for for any more porridge at this point. That's all I had.

Council member Fen. Yes. Thanks, Mayor. Um so question for staff and it's in reference to Chief's um proposal. And if I want to make sure I understand this correct, with the expected savings in personnel for this fiscal year, would it be perhaps coming back with a current budget adjustment to pay for the software in full for the three years out of that million dollar savings? And then what else then could staff look at to do for these extra adjustments and so forth that we could take advantage of that, pay for it now, and then we'll have some savings in year two and three. We know in year four it's going to kick back in for renewals, but I'd like to, you know, am I understanding that correctly from that proposal? Yes.

Okay. We could go back to each of the software enhancement requests outside of the grant, the grant funding separate, but the other um software agreements, we could look at some three-year agreements knowing that year four, they've got to pick it back up in their general fund or consider letting it go if we can't afford it at that time. Okay. And then just a general comment for the rest of the council. I really love the idea of this enhanced software to make everybody more effective even for the the the permitting process and all that that when a constituent comes, we can offer better customer service, answer more of those questions up front, set those expectations and so forth. I think it's going to be a nice win for every a win on win-win on both sides. So, thanks, Mayor.

Absolutely. Can I go ahead and clarify those? Um, as we add to, you know, make decisions in the current year that we're living in, um, that has an ongoing cost, that 45,000 that is left will no longer be left will start dipping into reserves. And I also wanted to clarify the 1.4 million for the Grace Rehab building is not currently in our budget numbers. So, we would be proposing to start dipping into reserves to cover that project. Council member Martinez.

Yeah. And I think that's why we need to, you know, at our next meeting revisit exactly where priorities are going to be. I was going to highlight that. Yeah. Where we're going to I I like the idea of the ongoing because I was looking at 187,000 in ongoing software. So, you know, it's significant to see if we can, you know, to Lisa's point, we would pay for what what Chief's proposing was pay for that currently, but then she's got to go change her fiscal forecast four years down the road to make sure she captures that, you know. Um,

no, he wants to pay for three years up front. So, three years is off the table. So, we're not paying until year four. That makes sense. Yeah, he's trying not to build in the ongoing costs moving forward to frontload front load. Yeah, but yeah, but that's again why we need to meet and have those discussions. Again, I'm not quite ready to do anything on personnel today. Um, and talking about the enhancements after we do that would be, I think, more prudent. So,

okay. So, I I think what I'm hearing is we want a late May meeting. So, we may want to pull out a calendar so we can start establishing that date. And then we did add a couple other items. So, I just want to make sure that we're clear about those. There's a request for all uh council donations to be brought back and the council budget to be brought back as well. Uh including the what are in there built in for placeholders such as the cherry festival. Um council member Lara asked for a mid-year budget. Um what could be pushed to the midyear budget and what are musthaves up front? Um, and I know we did high, medium, and low today, but to really kind of drill down and look at that. And he also requested that we look at what is in the pipes for our future forecast with regards to planning. Um, and then, uh, Council Member White asked for the future agenda item with regards to uh, council um, benefits. So, it looks like we need a date for May. And then my request would also be that um any of the budget budgeted items that we have here to understand exactly where they're coming from. So from the CIP if it is from general funds or if we're allocating anything out of our hold on let me get the right fund balance. Let me make sure I'm using the right term there. The savings account. So, if we're pulling money out of our savings account, um that we identify what money is coming out of the savings account and what it will look like in the end. Um and whether that's personnel costs um and if it is personnel costs, what that is upfront uh and if that goes in ongoing, where that would come from

and you put the um savings from WRCOG in the long-term forecast. Yeah, measure. the measure A end date um and add that to the future forecast as as well as the different percentages or the different cent sales tax that is could could we also look at the pension trust contributions and what that would impact if we either held off on that for a few years or if we dipped into that you know those kinds of questions

like I said the contribution for the next fiscal year is 652,000 I I think one of your scenarios is close to a million. So it would offset that a little bit bit longterm with those um rising costs but the pendulum is swinging the other direction on Pepper members. So we are seeing you know changes in that influx but we can reach out to the consultant and have them do a quick analysis. Okay. And mayor if I may the list that we're um like for our sponsorships that would have everyone from state of the city to everything like that. Cole's got a very detailed list. Awesome. I saw the spreadsheet. In fact, I think there's 13,000 not spent so far in that.

And we also get maybe just on like the big things we offer like the Fourth of July fireworks and just something about what those numbers are because sometimes we come up with a number and then we decide we want to up it and all that kind of stuff and they don't, you know, I just wanted to see that up front. Your large scale event, just the large ones like that. Is that part of the council budget as well? The fireworks and stuff. No, no, that's um specific to community services. Okay. Mark and I concert those are separate. Okay. Just so that we know we're comfortable moving in so we don't have a to make a last minute decision to change that adjusted. Okay. So fourth Tuesday.

Yeah. The 26th Wednesday or is that difficult? Wednesday works better for Wednesday works better for me. I know it's right before cherry festival though, so I'm not sure about staff. But the water I prefer the 27th, but I my Sorry staff can can for those can finance request something earlier

earlier just because we are still severely shortly staffed and that's only going to give us obviously we won't be prepared to come adopt it on the June 2nd meeting. It's only going to give us like a week and a half to get prepared for the June 16th after all the decisions are made. What about Wednesday the 20 Wednesday the 20th? That's the IC that you guys you guys are still gone then. Okay. What about uh the 13th? Would the 13th give you enough time to fix it? Or the 22nd? I know it's a Friday, but yeah, Fridays I'm out. The 13th would probably work. 13th? How about 13th?

I can do Wednesday the 13th. We'd have to do it after economic development. I think 13th is too We'll make you There you go. So 5:00 p.m. Too soon. What is that? I think she said the 13th would work. Will it work or is that too soon for everybody? You guys can do that. It's not a conflict with planning commission. The 13th. Okay. Were we saying I I think the 13th is too quick. We have a Well, we have a new city manager starting on the 11th. We do. It's also a good point to bring in here as well to bring him up to speed. I do have meetings scheduled with him and the 21st. We've been in touch. We've been in touch.

I think he's going to be scheduled to every Monday 21st work. The 21st be better. Are you guys back from ICS? Are you I like the 21st. Yeah, 21st will work. Mhm. I like that. That works for me. Nice. go afterwards. I guess so. 5 p.m. We might need to go after 21st at 5:00 p.m. That works for me. All right. I can do it. That's your nap. Well, I'm skipping my nap that day because it's important. Just take it earlier. Yeah, I know.

That's what we were saying. That's what we were saying. That's what Julio said. We need All right. So, the 21st we will bring back. Do you want to do it earlier than fine? You want to do four? Do you guys want to do four? You want to do four so they have time to get there? I can do it. I can do it. What about the rest of you? Lloyd 21st. Lloyd's the one. Lloyd, you okay with four? I'm the only one with a job. Well, we're all It's far enough advance I can work around. We're all employed up here. Yeah, I can make I can do four o'clock on the May 21st. All right. 4:00 it is 400 p.m. to midnight. 4 to midnight. Not on my calendar. For tonight.

Okay. Well, with that then, do we have anything further? Do we have any public comment? Sorry, I don't think I ever got public comment. I have no written requests. Mia, do we have any callers on the line? No callers. All right. Just a quick comment, Mayor. I Lisa, I just want to thank you and your staff. I know there's a staff shortage right before budget right in the middle of budget. You guys did an excellent job on putting everything together. Just want to say thank you for your efforts.

Yes, absolutely. This takes a lot of work from staff. We appreciate all of you guys. Um and we will see you soon. I will adjourn the meeting. Wait, what? One last thing. Um, I want to thank Robert and your team for everything that you did for the uh, Petero interchange. Oh, okay. Thank you. Good job. All right. And I will adjourn this meeting at 709.